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By F. G. Heivilin

There will be 3 billion people moving into cities by 2050. Permitting is both the biggest obstacle and the biggest opportunity for mining. The problem is not if we have the right minerals, but how we can permit and produce it in a ?Sustainable? manner. A ?Permit? and a ?Sustainable Development Plan? may soon be the same thing. How do we produce the minerals we need with: 1. The lowest possible carbon footprint. 2. Social license from community outreach by being a catalyst and not a problem in a ?Green World.? 3. Enhanced water supply during all stages of production. 4. Meeting requirements of our customers for service, quality, & cost. How important is it to have a complete ?Sustainable Development Program?? First, no plan is complete!!! It is a work in progress subject to continuous improvement. We need to work together to get the results we want. The goal of the world communities is to become carbon neutral by 2050. What is the mining community?s goal? Do we have one???? When a Clorox, Colgate Palmolive, Wal-Mart, Toyota, or Caterpillar buys a product, what are your chances of getting an order without a good program in place? The answer is it will be difficult or impossible shortly and you will be requiring the same thing with your suppliers. This is an opportunity if you are in the lead and it soon will be a necessity for most mining and processing companies requiring much extra effort to catch up. For some mines it was a necessity to get most of the SD plan to get permitted. The number of companies in the extractive industries with a full Sustainable Development Programs is expanding rapidly as shareholder demands for transparency continue to grow.

Feb 27, 2013

By Badiozamani Khosrow

Introduction The mining industry has been using computers since the late 1950s. Despite this early start, the use of mine planning software is not a common practice in many operations. But the trend might be changing because of the availability of relatively inexpensive personal computers (PC). The introduction of these machines has generated unprecedented interest by mine managers to computerize their planning operations. However, some managers have become disappointed with the PC's lack of adequate software and the inability to handle the massive amounts of information required for modeling. This paper is an attempt to shed some light on the future of computers in the mining industry. It will examine: • historical progress in the computer industry, • future advances in the computer industry, • historical usage of computers in mining, and • future alternatives available to mining. Historical Progress The computer industry has come a long way since the first full-fledged electronic digital computer Electronic Numerical Integrator And Calculator (ENIAC) was built in 1946. This machine weighed more than 27 t (30 st). It contained 19,000 vacuum tubes, occupied 139 m2 (1500 sq ft), and could perform 5000 additions per second. By contrast, today's fastest, commercially available computer is the CRAY-X. It weighs less than 5 t (6 st), has no vacuum tubes, occupies less than 9 m2 (100 sq ft), and performs over 100 million operations per second. This is an incredible advancement in less than 40 years. One person commented on the rate of advancement in the computer industry. He suggested that if the auto industry had advanced at the same rate as the electronics industry, we could buy a Rolls Royce for $2.75 and it would run

Jan 9, 1984

By Chee Theng

"In 2013, Coeur Mining had more than $55 million in general and administrative (G&A) costs and less than $100 million in cash flow. This year, its G&A costs stand at $30 million, down by more than 40 percent, its all-in sustaining costs have shrunk by more than 30 percent, and its cash flow is above $200 million. To realize this, the company aggressively reduced both its corporate overhead cost and operating cost and repaid more than $300 million in debt.The more robust balance sheet meant the precious-metals producer was well positioned to reap the rewards of an upsurge in commodity prices in the early part of 2016. Its stock price soared from $1.75 in January to $15.98 in August. Although the stock price has since dropped to around $9 due to a stronger dollar and a more hawkish Federal Reserve that recently raised U.S. interest rates, shifting the opportunity-cost argument away from buying gold and silver, Coeur remains attractive to analysts in light of its prudent spending and improved fundamentals.Focus on balanced portfolioCoeur is the largest primary silver producer and one of the largest gold-producing companies in the United States and one of the largest silver companies in the world. Incorporated in 1928, the U.S.-listed company has a total of five operations: three in the United States, one in Mexico and one in Bolivia. About two-thirds of its revenue comes from the United States.The company is conscientious about having a balanced portfolio, so no single mine accounts for more than about 30 percent of its business. Being in three different jurisdictions provides further diversification, and its revenue split of about 60 percent from gold and 40 percent from silver gives it some metals mix. This year, it expects to produce about 466 t (15 million oz) of silver and 10.3 t (330,000 oz) of gold."

Feb 1, 2017

By Nate Ober, Heath Rushing

"Mining companies want to be in a position to move quickly and seize a favorable market or to keep their key staff productively busy. One of the problems for these companies is the time required to compensate for unavoidable impacts that the mine will have on the natural environment and to gain environmental permits. All too often, circumstances that were favorable when the project was proposed have become less favorable by the time all the hurdles have been cleared.Accordingly, many mining companies are interested in ways they can inject more predictability into their timelines for gaining environmental permits, shorten those timelines, and be more certain of getting the permits they need to carry out their next project.One increasingly popular way to do this is through a relatively new kind of service — the mitigation bank.Mitigation banks purchase property or easements through property that has been impacted by agricultural, industrial or resource activity. They then turn it around from an environmental point of view. This might include restoring streams and wetlands so that fish and aquatic organisms can survive, and animals have habitat and food to flourish.Appropriate native species of plants including trees and shrubs are planted, and steps may be taken to introduce wildlife to the new habitat. In some cases, a special focus is placed on creating habitat for rare and endangered species of plants or animals.The property is inspected by regulatory authorities, coordinated through an interagency review team (IRT). If the property is determined to be effective as natural habitat, the mitigation bank is then issued credits that it can then sell to development projects that are creating an unavoidable permitted environmental impact elsewhere. A mining company, for example, would buy credits to offset the aquatic impacts due to construction of a mine, access roads and other infrastructure — as required by the Section 404 Clean Water Act permit that governs those unavoidable aquatic impacts. The mitigation bank used for offset must have an IRT-approved service area that includes the location of the impacts."

Jan 11, 2017

By Kelly Sands

"Mitigation may be considered a hurdle when it comes to environmental permitting. For complex projects with site specific mitigation plans, the time to devise those plans and get them approved can be a long and costly endeavor. However, mitigation options are expanding and the mitigation banking industry has grown tremendously over the last two decades, helping projects move forward with less debate. Mining companies are recognizing the value that mitigation banks provide in helping to shore up project timelines and costs. Where possible, companies are taking advantage of the opportunities to buy credits from thirdparty providers offering mitigation bank credits. In some instances, mining companies are taking matters into their own hands by establishing mitigation banks to realize their own mitigation freedom. That can have its advantages and disadvantages, as discussed below. All in all, the expansion of mitigation options has streamlined the permitting process, introduced flexibility, improved project permitting timelines and loosened the permitting girdle.Compensatory mitigationCompensatory mitigation involves actions taken to offset unavoidable adverse impacts to wetlands, streams and other aquatic resources and authorized by Clean Water Act section 404 permits and other permits. As such, compensatory mitigation is a critical tool in helping the federal government meet the longstanding national goal of ‘‘no net loss’’ of Waters of the U.S., both in acreage and function.Section 314 of the National Defense Authorization Act for Fiscal Year 2004 required the Secretary of the Army, acting through the Chief of Engineers, to issue regulations “establishing performance standards and criteria for the use, consistent with Section 404 of the Clean Water Act, of on-site, offsite, and in-lieu fee mitigation and mitigation banking.” The provision also required that those regulations ‘‘maximize available credits and opportunities for mitigation, provide flexibility for regional variations in wetland conditions, functions and values, and apply equivalent standards and criteria to each type of compensatory mitigation’’ (73 FR 19595). The result was the Final Rule on Compensatory Mitigation for Losses of Aquatic Resources issued in 2008 (33 CFR Parts 325 and 332).”"

Jan 6, 2017

By Eero Pokki

The Päijänne Tunnel is being constructed to conduct raw water from Lake Päijänne to the Helsinki Metropolitan Area. The length of the tunnel will be 120 km and the cross-sectional area is 15.5 sq m. Excavation started in 1973 and will be completed in 1982. 94 km of the tunnel have been constructed from Lake Päijänne towards Helsinki. The construction has advanced according to plan, and due to Finland's hard bedrock there have not been any great surprises. When completed, the tunnel will meet the water requirements of the Helsinki Metropolitan Area for a long time in the future because, with a free fall of 36 m, 9.6 cu m/s of water can be conducted through the tunnel from Lake Päijänne to the Helsinki Area. With pumping it will be possible to obtain a flow of 15 cu m/s, although at first the discharge will only be 5 cu m/s. The tunnel was partly taken into service as early as March 1979 when it was possible to conduct water to the municipalities north of the Helsinki Area. It is already possible now to conduct water to Helsinki, too, but from the Korpimäki pumping station onwards it must be done through the River Vantaa, which is polluted. When the tunnel is completed in 1982, good quality water can be conducted from Lake Päijänne to the Helsinki Metropolitan Area through a continuous rock tunnel. The cost estimate in 1973 was $ 88 million while it is now $ 90 million notwithstanding high inflation. AREAS NEEDED FOR CONSTRUCTION The areas needed for construction were bought through voluntary deals. Areas of 4 - 5 hectares were bought along the tunnel line at about 5 km intervals. The excavation of access tunnels was started from these places, and the crushed rock from the main tunnel was also transported there. However, it was not necessary to buy the area

Jan 1, 1979

By K. G. Black

When one's attention moves from the control of a process unit or from the control of a department of similar units, to the control of an entire plant, two things must change. One is the techniques of control, and the other, the goal or purpose of control. The goal is no longer maintaining a certain quality of product or maintaining a particular flow rate through a process unit. The goal becomes economic - how to make the most money out of the plant. The principal control techniques become those of optimizing, rather than regulating. It is quite common to discuss the control of an entire plant in terms of three levels of control l; regulation, supervision, and optimization. Regulation is the control of inputs to a process unit at desired values. This is accomplished by two or three mode analog controllers or DDC loops. The second level of control is the selection of these desired values, e.g., set-points of the regulation controllers. The third level is to make such adjustments or corrections to the supervisory calculations so as to optimize the plant profit. It is immediately evident that supervisory control and optimizing control are intimately related, and a distinct dividing line cannot always be drawn between the two. Some authors prefer to add even more levels such as adaptive control and management information systems, but we believe our point is well made without further division of the functions which are necessary for complete plant control. To accomplish the economic goal, that is, the optimizing (maximizing) of the profit of a mineral processing plant, the plant should ideally be operated as if it were a separate company, buying its raw materials on the open market and selling its products on the open market. While petrochemical plants endeavor to operate in that manner, unfortunately this is not true of a mineral processing plant. The plant manager has to accept the amount and quality of ore the mining department delivers to him, and the products (concentrates) are delivered to another department of the company for further refining. In some cases he may sell

Jan 1, 1972

By Drew A. Meyer

Magnetic metals are the granddaddy of products which may be recovered from municipal waste. Aside from hand-picking of newsprint and corrugated boxes, magnetic metals are usually the first items a resource recovery facility considers extracting from the solid waste stream. Magnetic metals from incinerator residues and from municipally mandated source segregation programs were first used in significant quantities by the Copper Industry. The ability of the Copper Industry to consume metals from the municipal solid waste stream raised everyone's hopes that there would be more markets for municipal scrap when more of it became available. Somehow something has gone wrong. It is widely acclaimed that scrap is an environmentally sound and economical source of iron. It is greatly in demand for Its contained energy. The prices that the steel industry has been willing to pay for the scrap during the past year are all the proof anyone should need that scrap Is desirable and sought after. But the very fact that I'm speaking today on the markets for magnetic metals recovered from municipal waste indicates that something Is wrong. Clearly the problem is not that we do not need the scrap. The problem is we have not produced the kind of scrap that consumers are willing to buy - either through ignorance of what the consumers wanted or through a conviction that ferrous scrap is so obviously a good thing somebody will surely want it no matter what. Dr. Harvey Alter of the National Center for Resource Recovery has said "You can't sell garbage". In a sense that is only partly true. It really should be "You can't sell garbage for very long". The Steel Companies, in an effort to prove that steel is an environmentally desirable packaging medium, have bought some scrap that can only be described as garbage. They are to be commended for doing so. The fault lies not with the Steel Company for taking and paying for "garbage" but with the producer of that poorly prepared scrap. Far every instance where the steel industry has purchased the often undesirable product from resource recovery facility there are several magnetic installations sitting Idle because someone forgot the most essential part of producing the magnetic product - selling it to someone.

Jan 1, 1975

By Douglas B. Silver

The key to unlocking value is to find opportunity where others have missed it. How does a company find value in a thoroughly explored asset? This article explores the approach taken by one company and the results it achieved from working this problem. The town of Shafter is located on a small bend in the road in west Texas' Big Bend Country. Its past emulates the glory days of so many other mining camps. A discovery was made, fortunes were built and World War II shut down the operation. The Shafter deposit continues to be one of the larg¬est undeveloped primary silver deposits in North America. Gold Fields Mining Co. recognized the area's potential in 1977 and embarked on studies to reopen and develop the district. Gold Fields spent $16 million on the Shafter project. It drilled more than 86,240 m (282,940 ft) in 475 holes, sunk two shafts and developed 1,550 m (5,100 ft) of underground workings. Today, the mothballed 447-kW (600-hp), single-drum Nordberg hoist and permanent production-type, single-compartment headframe continue to crown the shaft. Other buildings onsite house compressors, mine pumps, spare parts, drill core and other supplies. All these items look as though they arrived yesterday. By 1982, Gold Fields had completed an extensive feasibility study with ambitions to. construct a 1.36-kt/d (1,500-stpd) agitated cyanidation mill and base metal gravity circuit. Reserves at Shafter stand at 4.23 Mt (4.67 million st) grading 193.5 g/t (5.65 oz/st) silver. Gold Fields planned to produce 71.5 t/a (2.3 million oz/year) of silver at a head grade of 196.2 g/t (5.73 oz/st) silver with a 77% recovery rate. Cash costs were projected to be $5.54/oz with an anticipated initial and total capital cost of $46.2 million and $51.3 million (1984 dollars), respectively. The study assumed a silver price of $8.60/oz that has not been seen since the Hunt brothers quit buying silver. When silver prices declined, Gold Fields put the property up for sale.

Jan 1, 1999

By John C. Bowling

Many recent mine developments in North America are located in remote northern regions with extreme winter temperatures in the range of -20oF to -60°F. In addition, many locations are subject to very heavy snowfall. This paper discusses some of the key considerations in the planning and design of mine plant buildings, particularly concentrators, located in these regions. SUMMARY & CONCLUSIONS The subject is considered under three main headings: I. Building Out line and Structural Frame 2. Wall and Roof Materials 3. Foundations The plan outline of a mine plant building will naturally be governed by the scope and layout of the process equipment it contains. The selection of roof profile, on the other hand, will generally depend upon a number of factors extraneous to the process e.g. snow conditions. When these factors are considered for concentrators in cold locations, a flat or stepped roof will usually be more economical and suitable than a sloping roof. The materials normally used for the structural framework of concentrators are the same as used for other industrial buildings, namely steel, concrete and wood. Structural steel, however, is the most commonly used material for concentrators in

Jan 1, 1971

By T. Faulkner, S. A. Richards

"The Scale-Distance formula is one of the primary means of determining the maximum amount of explosives that can be safely detonated at one time by a single delay. This paper describes a method of applying the Scale-Distance formula to the entire mining area using gridded surfaces. Using this technique, the operator can better determine the economic impact of nearby structures on the mine plan. INTRODUCTION As the surface mining of coal and stone encroaches near populated areas, precautions must be taken to minimize blast vibration damage to protected structures. The common method employed to minimize vibration damage is not to reduce the total amount of explosive in the hole (which would negatively affect fragmentation), but rather to introduce delays to reduce the amount of explosive detonated at any point in time. The Scale-Distance formula, an industry-accepted standard, may be used to calculate the maximum weight of explosive that can be detonated at one time without damaging the structure. This information may then be used to determine the number of delays required for each hole. Detonators make up a large part of the cost of blasting. At roughly $15 per detonator an additional detonator in the hole can be significant. It is normal to set off hundreds of holes at in one shot. An additional detonator in each hole can cost additional thousands of dollars per shot. The number of detonators is also a function of the depth of the holes and the hole spacing. Being able to accurately forecast the economic impact of blasting near structures improves a company’s ability to make informed decisions on how to approach property owners. Operators basically have three options when dealing with property owners: 1. Buy the property and blast without restriction 2. Negotiate with property owner for a waiver to allow unrestricted blasting 3. Comply with the legal blasting restrictions This paper proposes a method for the engineer to forecast for all points in the proposed mining area the impact of nearby structures upon the blast design. Being able to create a contour map and ultimately estimate the number of delays required for the entire forecasted mining area, the engineer can create accurate economic forecasts of the cost of blasting. The objective is to reduce the level of uncertainty in the forecast of the blast component portion of the forecast."

Jan 1, 2016

By T. A. Laser

"INTRODUCTION A positive workplace environmental, health, and safety (EHS) culture affords organizations and corporations many benefits, including increased trust and employee morale, sustainable EHS performance improvements, and reliable productivity and profit margin growth. Unfortunately, many leaders and EHS professionals struggle daily to achieve and maintain positive workplace cultures and consistent business results. While lack of management support, corporate or employee buy-in, resources, and time are common factors that conflict with an EHS culture and safe work behaviors and processes, there are many other actions that threaten the positive attributes of an organization’s culture. Often these culture killers are not recognized, or worse yet, ignored because they are considered taboo. For example, voicing observations or questioning long-held management practices or process that were initially designed to promote EHS values, but no longer do so. Unfortunately, this could be viewed as challenging authority, not being a team player or even not valuing EHS. And for those that speak up, the potential for negative consequences can be real impediments to positive change. Having an open mind, constantly striving to identify culture killers, and putting forth the effort to eliminate them are the first steps to begin reaping the benefits of having a sound workplace culture. This paper helps readers to: • Recognize culture killers that negatively impact fostering and maintaining sustainable EHS cultures in the workplace. • Understand how to prevent, avoid, and respond to culture killers, before they wreak havoc in your organization. • Assess EHS culture strength, and implement plans to continuously improve it. The desire to draw boundaries around concepts, put things into boxes, and nail down requirements for something that is virtually impossible to solidify for any length of time is quite fascinating! These desires can pose challenges when trying to define what the perfect EHS culture should look like. The very act of trying to define our culture tends to create silos, and these silos, in turn, can become “culture killers”. The following is one of the most common culture killers. UNBALANCED ORGANIZATIONS TRIGGER CULTURE KILLERS Unbalanced organizations occur when an organization’s constantly shifting focus forces other important needs to take a back seat--until the focus changes again. This balancing act can be detrimental and lead to catastrophic results including low morale, lack of trust, employee dissatisfaction, high turnover, increased incidents, poor profit margins, loss of market share, and ultimately into organization-wide failure."

Jan 1, 2018

"INTRODUCTION In recent years, there has been increasing focus on environmental and social impacts of the extractive industries, climate change and resource scarcity. The concept of the circular economy aims to replaces the “take-make-dispose” economic model with one that eliminates waste of all kinds and is restorative by design. Such closed-loop systems implicitly aim to reduce the quantity of primary extracted materials entering the economy, thereby affecting supply and demand dynamics, hence mining industry economics. For the metals industry, the ability to engage in, or adapt to the circular economy can be heavily affected by industry structure and geographical factors. Eco-efficiency initiatives that reduce waste and environmental impact may help the mining and metals industry align with some of the goals of the circular economy. This paper focuses on base metals, and explores case studies in copper, lead and zinc. It analyzes primary and secondary metal production, and recycling. It examines company structures and how these affect engagement with the circular economy. CIRCULAR ECONOMY PRINCIPLES Ellen MacArthur Foundation (2012) describes the circular economy as “an industrial system that is restorative or regenerative by intention and design”, which “replaces the ‘end-of-life’ concept with restoration”, and “aims for the elimination of waste through the superior design of materials, products, systems, and, within this, business models”. The concept is systems focused. For materials such as metals, a series of loops are considered, including maintenance of devices, reuse, refurbishment and recycling. Potential methodologies to achieve circular economy outcomes include disassembly and reassembly of manufactured goods, leasing rather than buying major appliances, and converting to renewable energy sources. The circular economy is partially aligned with the principles of eco-efficiency, which relate to reducing the environmental impact per unit of a material produced. PRIMARY AND SECONDARY METAL PRODUCTION Base metals (copper, lead, zinc and nickel) are essential ingredients in modern economies and are key commodities produced by the global mining industry. Metal production can be categorized as primary or secondary. Primary metal comes from the processing, smelting and refining of metal content extracted from ores, while secondary production comes from metals recovered from recycled streams (e.g. recycled lead-acid batteries, copper wire scrap, etc.). Metals are stored in natural, anthropogenic in-use and anthropogenic waste stocks. An example of the stocks, flows and processes associated with global copper extraction and use is shown in Figure 1."

Jan 1, 2018

By Thomas D. Kaufmann

Introduction Mining has always been sensitive to the fluctuating income of downstream customer industries. The industry is now becoming more vulnerable to booms and busts as economic pulsations increase and demand for mining products shows little or no long-term growth. As the general economy has become more cyclical in the last decade, the capital-intensive primary industries have become more aware that timing as well as preparation of survival plans are vital in investment decisions. Strangely, however, some of us have not yet included the business cycle in our feasibility studies. Cyclic prices and volumes and fluctuations in profits and cash flows do not fit our linear models. The increased cyclical nature of our economy is recent and poorly understood. Forecasting peaks and troughs is still more an art than a science. Nevertheless, avoiding business cycle parameters can lead to error in value estimation and contingency planning of new projects. Metal and Mineral Industries More than half the iron and steel, aluminum, copper, lead, zinc, manganese, tin, nickel, molybdenum, cobalt, and chrome that we mine, smelt, upgrade, and recycle goes to construction, transportation, capital goods, and consumer durable industries. All are cyclical. Their products are consumed slowly, so replacement can be postponed in recessions. Purchases of such goods are usually financed by debt, and their customers are sensitive to highly cyclical changes in interest rates. During prosperous periods, people tend to buy capital goods despite high interest rates. Upstream industries also tend to be whipsawed by inventory cycles. With high interest rates and good transportation, downstream fabricators can lighten their inventories during recessions. They know that upstream suppliers can deliver supplies and raw materials immediately, And, with the advent of electronic accounting, the fabricator with timely inventory information can afford to hold fewer contingency stocks. Likewise, when recovery returns, inventories surge back through industry pipelines, accelerating demands on primary supplies. The price elasticity of most primary products is low. Their share of the value of finished products of the industries they supply is generally small. The 60 kg (130 lb) of aluminum in a car is vital. But whether it costs $80 or $130 will not visibly influence the demand for an automobile. With low elasticities of demand, the primary producer is hit with decreases (or increases) in prices and in sales volume, during recessions as well as recoveries.

Jan 6, 1984

By D. W. Scott, D. G. Minnes

Introduction Ontario's diverse industrial mineral resource base includes structural minerals such as sand and gravel, crushed stone, building stone, clay, shale, limestone, and dolostone. These resources are used to produce aggregates, brick, metallurgical stone, fillers, cement, lime, and other construction materials. The majority of the operations are in deposits of Palezoic and Quaternary age in southern Ontario, close to the major markets. Province-wide, there were more than 140 Mt (154 million st) of aggregates produced in 1985. About 115 Mt (128 million st) of that was produced in southern Ontario with the rest being largely from Crown land in northern Ontario. Structural industrial minerals account for more than 80% of the value of total industrial mineral production. The remaining 20% is accounted for by the nonstructural minerals, such as salt, which is produced in the southwestern part of the province. A host of other nonstructural industrial minerals are known. Production, though, is currently restricted to calcite, gypsum, quartz, talc, nepheline syenite, and byproduct metallurgical sulfur products (Fig. 1). Major production is close to the large markets of urbanized southern Ontario and the northeastern and northcentral US. With an abundant variety of industrial mineral resources and the large population within 650 km (400 miles) of most deposits, the market offers great potential. Ontario's nine million people accounted for about 35% of Canada's entire $476.3 billion gross domestic product in 1985. This equates to about one-third of the nation's buying power being within a 200-km (125-mile) radius of Toronto. This major concentration of industrial and economic activity has resulted in a well-developed industrial minerals industry that fulfills most of the structural industrial minerals demand in Ontario. Nonstructural industrial minerals are similarly well placed to compete in this high demand area. Although Ontario manufacturers still import some of these materials, Ontario products are achieving significant market share. And, they serve the needs of neighboring provinces and states. Present production and trends Ontario has traditionally produced significant amounts of industrial minerals. This produc¬tion had a value of $956 million in 1984 (Table 1). Structural materials production in 1985 and 1986 approached or exceeded levels not seen since the early 1970s. Many new products have been developed using these raw materials. The industry is becoming concentrated in the hands of several large companies, mainly four large cement com-

Jan 12, 1987

By Duah Philip, Awuah-Offei Kwame

Regulatory pressure to mitigate the cement industry’s environmental impact has intensified recently, spurring innovation in low-carbon cement technologies. In the United States, cement production, consumption, and carbon emissions are accelerating. Despite this trend, the adoption of environmentally friendly dry clinker production technology with combined preheater-precalciner systems has surged from 53.3% in 2002 to 88.5% in 2019. Concurrently, reliance on wet technologies, known for their higher environmental impact, has dropped from 16.5% to 0.6% within the same period. This paper presents the results of our comprehensive study, utilizing over 100 years of industry data, to analyze these technological shifts and their environmental implications.

Feb 1, 2025

By J. Réal Cloutier

[Options are a natural extension of the forward and futures markets as they offer fexible method of hedging exposure. -An organized options market is preferable to the "over the counter forward markets since EGCC (EOE, ME, VSE) assumes responsibility for contract fulfillment minimizing credit risks by guaranteeing transactions. -Options ante considerably more "fexible" than the futures and forward markets, permitting prompt, precise and respected adjustment of one's exposure risk position. -The risk to the buyer of the options market is limited to the initial premium paid.]

Jan 1, 1983

By George P. Tateosian

Merchants perform a number of functions in the copper market. As a major distribution arm of the copper industry, they secure scrap and other copper bearing materials for processing into usable refined shapes. These are ultimately sold to fabricators. Merchants ' hedging and arbitrage activities help keep values in proper relationship from product to product or region to region. Through these switching and trading operations, they optimize the flow of copper from mine to consumer. And finally, merchants act as a repository for copper units during times of surplus and a stockpile from which to draw during tines of shortage.

Jan 1, 1979

By Richard J. Stoehr

Man has mined in all his time on earth about 3 billion ounces of gold. About one-half of this has been mined in the past 35 years. This gold is roughly in 3 large holdings: one-third held as reserves in Central Banks; one-third held as personal reserves; and one-third is in jewelry or other fabricated products. The world per capita availability of mined gold is increasing and there are many factors and forces shaping gold's future. Currently, gold has a favorable exchange ratio and this is encouraging many new gold-mining developments. Production is increasing and new techniques are surfacing. The use of gold in the financial markets is increasing in some unique ways and gold is again fulfilling its role as a universal money, making gold's future predictable. Currently, man is mining gold at the rate of approximately 44 million ounces annually and is therefore adding to the total supply of gold approximately 1.5% of newly mined gold each year. This current production plays a small role in the pricing mechanisms since a very large part of the 3 billion ounces mined in all of history is available to the market in one form or another.

Jan 1, 1984

By Joseph P. Nugent

The new combination gypsum plaster and gypsum wallboard plant of Compania Industrial Kaiser S.A., the first of its kind in Mexico went into production in April of 1969. This was approximately fourteen months from the signing of the formal order for the plant and equipment. Compania Industrial Kaiser S.A. is an affiliate of the Kaiser Gypsum Company in the United States and will market practically the same line of products and to the same standards as those produced in American plants. Located in the City of Puebla, the plant will readily service the major Mexican sales areas. It is approximately 85 miles away from Mexico City on a modern, four-lane, divided highway and distribution to other major consumer areas can be readily effected by the use of a good highway system, as well as, by rail. This, plant is the, sixteenth Gypsum Wallboard Mill supplied abroad by my company, United States Wallboard Machinery Company. Other installations are in Australia, New Zealand, Chile, England, Scotland, Ireland, Finland, South Africa, Latvia and Germany. Two new mills are on order; a small unit for Brazil and a comparatively large unit for New Zealand. All these mills have one thing in common with plants in the United States and Canada; they are equipped with standard, time-proven and tested equipment and they are designed in accor¬dance with the latest engineering thinking in order to produce efficiently, the highest quality product at lowest cost. They differ generally in the size of plant, the factors that brought them into being and in the market that they supply. I believe that these differences will be of interest to you.

Jan 1, 1969