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By Dean L. Millar

Measures taken by mining companies around the world to reduce their carbon footprints are becoming increasingly important in the sector securing its social licence to operate. The options for measures reduce to three categories of activity: i) demand reduction by avoiding unnecessary waste of supplied energy, ii) improving the utilization of energy that does have to be consumed and iii) adopting low carbon energy production options?including renewable energy. As well as the environmental imperative, as the prices of electricity, gas and liquid fuels increase, so the economic case for activities i) to iii) gains higher priority, especially in such an energy intensive industry. The specific energy consumption for certain upstream minerals industry operations in Canada is reported to be as follows: underground mining: 99.5 kWh/tonne mined; surface mining: 11.7 kWh/tonne mined; base metal processing: 81.4 kWh/tonne milled; gold processing: 99.6 kWh/tonne milled. Around 508 kWh/tonne (slag) of heat is reported to be available in cooling slag from 1500°C to 25°C; an amount that is simply indicative of the energy intensity of downstream smelting and refining operations. Low carbon, energy saving technology options that are available to mining industry companies lead to projects with return rates that must compete alongside other capital intensive projects considered by mining company boards. Energy projects frequently involve longer payback periods and lower rates of return than those of competing bids for capital, such as those for development of new mineral properties. For energy services companies (ESCOs) that specialize in the financing, construction, and the efficient operation and maintenance of energy projects, the same returns and payback periods may be considered acceptable or even attractive. For the ESCO, the key commercial risk mitigating factor is a securing a long term contract for the supply of energy.

May 1, 2011

By Peter F. Mataich

The phosphate mining industry is a highly competitive one, one in which survival depends on the plant's ability to produce at costs equal to, or below, the competition. The solution toward getting costs down is usually one of scaling up the plants to get the most tons through at the lowest possible cost. Control of these plants has been an art. Few of them are well instrumented because until a few years ago reliable instrumentation was non-existent. International Minerals and Chemical Corporation was a pioneer in applying computer techniques to ore reserves analysis and mine planning and the success in these areas led to the question of whether we could not extend the advantages of computer processing into the plant itself. There was a great deal of doubt on the operator's end that this could be done successfully because of the lack of instrumentation and the fact that plant control was largely an art that was learned only after many years of experience. However, in 1965 the instrumentation picture began to look up and the new generation of process computers just coming on the market were considerably lower in cost than the previous ones. A preliminary study of the installation costs and the probable benefits that could be realized from computer control convinced us that a process control computer should be seriously considered for a new phosphate mining plant which was being designed.

Jan 1, 1969

By T. Banerjee, R. deS. Almeida, D. Gudgeon, F. C. F. Batista, L. deÁ. Silva

"Yamana Chapada’s mine is one of the larger copper-gold mines in Brazil. The mine is located in Goiás state, in the central part of Brazil. The mine has estimated Mineral Reserves of 4.1 million ounces of gold and 3.2 billion pounds of copper as of December 31, 2016. While gold and silver are significant, Chapada’s process flowsheet is configured closer to that of copper facilities. This includes a SAG/Ball configuration for grinding followed by flotation. In the case of Chapada, the mineralogy results in higher-than-normal complexity, notably a significant circulating load both in the grinding and flotation circuits. From an operating perspective, the complexities are controllable, but require careful attention to ensure that circulating loads are effectively managed and gold is not lost to tailings. Chapada created an automation roadmap in 2016 designed to increase plant performance (tonnage, recovery and efficiency). Based on strong potential, the project was fast tracked and within 4 months instruments were installed, control algorithms implemented, and training sessions took place to ensure sustainability at site. This paper will follow the Chapada journey from identifying the opportunities through to implementation and testing.IntroductionYamana Chapada mine is a Copper-Gold mine located in Goiás State, Brazil. Although the mine contains large quantities in Mineral Reserve of gold (4.1 million contained oz as of December 31, 2016), Chapada is primarily a copper mine with copper principally found as chalcopyrite. Accordingly, the processing flowsheet at Chapada is comparable to that of other copper mines with a SAG and Ball mill each partnered with a cyclopack, followed by a flotation circuit. While the overall design is conventional, the mineralogy at Chapada results in significant circulating loads both in the grinding and flotation circuits. This does introduce certain complexities for operating strategies and practices, but, importantly, favourable recoveries and elevated processing rates can be maintained, albeit they need to be closely managed. Plant automation helps in this regard."

Jan 1, 2018

By Balmer Neilly

Early in my term of office it was announced that my Presidential Address would make particular reference to the subject of Mine Taxation in Canada. With this purpose in view there was drafted a Balance Sheet and Earnings' Statement of a Gold Mining Company. This in turn was submitted to the Dominion Income Tax Authorities in Ottawa and to the Minister of. Mines of each of the several Provinces of Canada. The response to the invitation was not as complete as we had hoped it would be, but the figures that were obtained will be presented during the present meeting, and they constitute, I hope, a sufficient basis for extended study and additional enquiry during the year to come ( 1) . In the form letter that accompanied our request to have the submitted earnings assessed, I made the following assertion: "In this work we have three objects in mind. 1.--We will get direct comparison between the different Provinces in Canada. 2.-We will in this way educate our members concerning taxation as it affects the mining industry. 3.-We will publish the details as to how the assessment is calculated by each body, so that a Mine Manager in the most remote district will have a ready reference to guide him in his annual return to the taxing bodies. As things stand, there is no intention of making this a basis for a critical attack on the present rates assessed. It is intended as an authoritative summary of actual conditions as they presently exist".

Jan 1, 1934

AALL,Christian H.,(M '49), Asat.Research Dir , Phosphate Div Monsanto Chem.Co.,Monaanto, Tenn. AAMOT,Olav Crone, (M '29), Dir of Tech., Chromium Min. & Smelt. Co Ltd Box 6215, Hillyard, Spokane, Wash. AARING, Floyd Daniel, (J '48), Prod. Engr., Canadian Gulf Oil Co., 8035 - 102nd St., Edmonton, Alta., Canada AASE, Glenn D., (J '40), Met Engr Western Research Div. ,Amer. Smelt. & Refin. Co., Selby, Calif ABADIE, Henry G (M '43), Senior Prod Engr., Long Beach Oil Dev Co., 255 S Santa Clara Ave Long Beach 2, Calif. ABBOTT,Clarence E (M '04), Civil Engr., 901 Insurance Bldg., Raleigh, N.C. ABBOTT, John, H., (M '46), Resident Mgr., Hickman, Williams & Co., Rm 2205,230 N Michigan Ave., Chicago 1. I11.

Jan 1, 1952

By John A. Teeter

"A SHORT WHILE AGO I enquired about The Mining Society of Nova Scotia. In all honesty I was apprehensive about addressing such a body if it was highly geared to the technical aspects of discovering and obtaining mineral resources. I was told that this would not be the case. Rather, there would likely be in attendance a broad cross section of people from business, industry and government and from across Canada and the U.S.A. Thus there would be an interest in a free-wheeling discussion of the prospects for industrial development in Cape Breton. Accordingly - being one who hates to miss an opportunity - I intend to exploit the invitation of your executive by being, over the next short while, frankly promotional. I would like to talk about what I consider to be some of the most important attributes of Cape Breton for industrial development and identify some of those prospects. Secondly, I will quickly review some of the things the Cape Breton Development Corporation is doing these days to stimulate some of that industrial development."

Jan 1, 1972

By Bien Ferrer

In most smelting operations, there is a strong incentive to improve safety, reduce downtime and extend the campaigns of furnaces and related equipment. An asset management strategy that is based on information, rather than simple throughput metrics and intuition, can be developed to improve uptime and unlock value currently unrealized at existing smelters. Advances in digital technology, including data analysis, modelling and monitoring for hot pyro-metallurgical vessels, make it possible to assess the current condition of an asset, as well as to make more informed projections about its future condition, using on-line and historical data. This would allow practices around asset management to be more proactive and less reactive, with the end-result of optimized uptime. ‘Digital Asset Management’ describes a concept in which digital technology is used to support an asset management strategy and accelerate decision-making by providing information on what, why and how an asset should be designed, operated or maintained. With the overall goals of effective resource utilization, optimized operations, capital efficiency and social acceptance, Smelter 4.0 is a program of holistic improvement and is underpinned by the effective use of data to drive decisions. This paper focuses on Asset Reliability, which is one of the improvement pillars of Smelter 4.0, and introduces a methodology that is aimed at closing the gap between recorded data and evidence-based decision-making through Digital Asset Management.

By C Hawtin, B Miller, D Ashton

Ernest Henry mine (EHM) is an Iron oxide copper-gold sublevel cave mine located 30 minutes north of Cloncurry in North-West Queensland. The underground mine lies beneath open pit excavations, which were in operation from 1999 to 2011. Fault structures carry large quantities of water from the cover sequence aquifer into the underground mine area. The open cut excavations exacerbates vulnerability of the underground mine to the high intensity wet season storms of northern Queensland. These factors combine to make hydrogeological issues high priority for mine operation. Water-related risks include the cost of removing water from the mine, flooding risk and mud rush potential.Turnover of key technical staff in late 2015 at EHM resulted in the mine being left in an untenable position of losing the primary source of technical knowledge. Due to encouragement of cross-disciplinary activity coupled with workload and resource sharing, the management team were confident in utilising on-site personnel to offset loss of experienced personnel.Remaining geology personnel took additional responsibility for hydrogeological monitoring equipment and planning of upcoming work. Consultant input was limited to review only and an emphasis was placed on knowledge transfer to the geology team. Using this strategy, a 13 hole dewatering program was successfully implemented, achieving a significant water level drop in areas of elevated hydrological risk, whilst also upgrading the hydrological monitoring sensor array.Through a development program centred on cross-disciplinary exposure, the technical team was able to retain key technical knowledge despite staff turnover and produce strong results outside traditional training and roles. This paper serves as a case study on the methods, strengths and drawbacks of putting a focus on cross-disciplinary exposure as a method to combat staff turnover.CITATION:Ashton, D, Miller, B and Hawtin, C, 2017. Go with the flow – managing hydrogeological staff turnover at Ernest Henry mine, in Proceedings Tenth International Mining Geology Conference 2017, pp 129–136 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

By Bruce D. Sartwell

A program was written which utilizes a remote teletype input to a time- sharing computer to plot charged particle or X-ray energy spectra which are stored in the memory of multichannel analyzers. The program, written in FORTRAN V, accepts the data printed out by the pulse height analyzer on paper tape and then, after reading these data tapes into the computer, plots on the teletype the desired energy spectra on a scale automatically adjusted for the maximum number occurring in the data. The program is flexible enough so that the researcher can subsequently expand or contract the vertical (intensity) or horizontal (energy) scales. With a slight modification, the program will accept data printouts from scalers or analog to digital converters. The program also includes a feature for integrating the energy peaks obtained by pulse height analysis.

Jan 1, 1970

By Tapani Järvinen

Non-ferrous metals and metals in general are considered as being non-renewable natural resources. Metals are needed because of their excellent and irreplaceable properties. The consumption of metals, with the exception of carbon steel, is steadily growing by 1-3 % annually, and that of stainless steel as much as 3-6 %. This is a general trend, which is periodically disturbed by cyclical variations. In recent years so-called "New Economy" has become prominent in the public media and the market value of the traditional industry has been well below its real value and importance. Nevertheless, the modem society requires metals today and also in the future, and the companies using the most modem technology in a responsible way and innovative solutions not only in technology, but also in everything they do will survive. This paper describes the role of Europe as a producer of primary base metals and as a supplier of technologies in the base metals industry. It concentrates on the development and commercialization of technologies and project implementation in the metallurgical industry. As one example of a European approach to these matters the paper presents Outokumpu' s response to the future challenges in the base metals industry. Outokumpu Oyj is one of the leading metals and technology companies in the world of stainless steel, copper, zinc, and sales of technology in metals and minerals businesses. Outokumpu applies its knowledge of metals and processing to generate value for its customers and shareholder. Everything we do, we do in an economically, environmentally and socially responsible way.

Jan 1, 2003

By R. E. Anderson

Canada encompasses an area of approximately 9,976,000 kilometres. It is comparable in size to the United States, but because of climatic conditions and limited transportation facilities, much of the area is unsuitable for agricultural or industrial development. We have a population of 22,000,000 - most of whom reside within a hundred mile belt paralleling the Canadian-U.S. border. Our principal cities in order of size are Montreal, Toronto, Vancouver, and Winnipeg. We have a total of 10 provinces, each of which elects its own - government. The Yukon Territory and Northwest Territories covering the northern half of the country, are administered by federal government agencies. The mining industry employs approximately 9% of the labour force and accounts for more than 40% of all tonnage shipped on Canadian railroads and inland waterways. In 1974 it produced $4,800 million in mineral wealth. Canada ranks first in world production of asbestos, nickel, zinc, and silver and has significant production of copper, iron, molybdenum, lead and other mineral commodities. During the past decade Canada, like many other western countries, has undergone dramatic economic and social change. This trend is continuing, and its effect on the Canadian mining industry has produced conflicting results. From the industry's point of view, some of the more negative aspects include a steadily increasing involvement by government at municipal, provincial and federal levels through the imposition of Stricter controls, regulations and taxation policies, a rising tide of nationalism, which advocates public ownership of all natural resources, the spectre of inflation (currently increasing at the rate of 8% per year) and unsettled labour conditions.

Jan 1, 1976

By J. C. Bayles

Jan 1, 1886

By William R. Barton

It is generally conceded as axiomatic that the aggregate producer and the average urban resident have mutually incompatible goals. The producer wants to be near his mass market and the average resident wants him as far away as possible. The traditional economic decision to mine local material to avoid transportation costs is increasingly challenged by zoning and planning bodies and by citizens' groups. This conflict generated much written and spoken word and offered opportunity for great flights of rhetoric. The pressure on the producer also has forced re¬appraisal of the need for the classic confrontation with indications that much of the conflict is more apparent than substantive. In New England several factors combine to increase complexity of the siting problem. It is a region of high land values and population density. Due to the proximity of metropolitan areas, even rural communities have experienced a prolif¬eration of environmental groups with concomitant enthusiastic regional planning and critical watch over land use. In New England where there is little public understanding of the necessity for, and the realities of, mineral production a sophisticated approach to aggregate production site location is required.

Jan 1, 1975

By P Klaric

Drive stability is critical in block/panel cave mining. The production levels of these mines are required to remain operational for the entire life-of-mine which can be in excess of 30 years. It is therefore necessary to produce high-quality drives to ensure sustainable mine productivity. In order to improve the quality of drives and pillars, this gold mine instigated a project to optimise their development blasting. The initial aim was to reduce the level of overbreak in development mining, which was averaging approximately 18 per cent. The benefits of controlling overbreak not only included an increase in the integrity of the drives but also a decrease in load and haul and ground support costs. Through focusing on the optimal blasting of the perimeter holes, overbreak was reduced to 4.5 per cent. The project’s focus then moved to drill and charge designs for development faces. In optimising these designs, it was anticipated that improvements in the development mining cycle would be achievable.CITATION:Klaric, P, 2015. Improving drive stability through efficient development blasting design and practices, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 327–332 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By Sydney H. Ball

It is a peculiar anomaly that while the world uses the term "rich as a gold mine" as the superlative figure of speech descriptive of wealth, the shares of gold mines are not as popular investments in America as certain of them should be. One of the most able of Manhattan's bankers is a director in an investment trust with a portfolio the value of which has gone the way of other such portfolios. Luckily a couple of years ago a few hundred shares of Homestake were purchased, and since then the trust has not only received therefrom satisfactory dividends but has benefitted from a large appreciation in their value. At each directors' meeting, however, the banker in question, Cato-like, suggests the sale of these shares, gold shares being, in his opinion, too speculative to be included in the portfolio of any trust. A short time ago the financial pages of one of our great metropolitan papers featured an article listing the corporations still paying dividends at the 1929 rate. Gold-mining shares were, the article stated, excluded, although in reality every gold mine on the New York Stock Exchange paid higher dividends in 1932 than in 1929. This 'Alice in Wonderland' treatment of the gold-mining shares is admittedly a bit confusing to those of us who believe that the shares of certain gold-mining companies have a rightful place in any well diversified portfolio. It should, however, here be recorded that whereas, fifty years ago, in America, gold-mining shares were considered by the public as instruments of nefarious gambling, now shares of the better gold mines are sought by astute investors. In England for well over a generation their value as sound investments has been widely recognized.

Jan 1, 1933

By A. Taylor, E. Thorn Corthay, J. Farrell, L. A. Westfall, S. Borchardt

Mining and metallurgical industries need to minimize their greenhouse gas (GHG) emissions; Hatch specializes in conducting mining and metallurgical energy management assessments and optimizing productivity. Projects executed have demonstrated that there is a wealth of energy management, waste reduction, and process efficiency improvements that require no or low capital investment. Typical energy cost savings are on the order of 5% to 12%, with similar reductions in GHG emissions. Hatch generates Marginal Abatement Cost Curves to optimize the implementation pathway, maximizing carbon abatement and minimizing cost. The findings of a practical case study from Cameco are presented.

Jan 1, 2010

By B King

Processing expansion options and mining fleet purchases are major cost items that receive due focus in most cost management analyses. If these items are not needed, they can significantly reduce a project’s short-term capital spend and improve profitability and value to shareholders. When conditions change prior to purchasing equipment, the purchase may no longer represent the best decision for the project.This paper outlines a structured approach for making major cost decisions to improve the value of a project, determining which items should be kept and which should be eliminated.CITATION:King, B, 2014. Cost management optimisation, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014 , pp 7–12 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

By T Elms, R Beckman, M Sampson

"In today’s mining industry, the pressure of reducing costs and increasing production while maintaining high safety standards is at the forefront of operational endeavours. A combination of specific mining knowledge and technological advances has helped enable this notion. Fleet management systems have been developed to enable sites to better measure and manage production to improve operational efficiency.The integral part to managing production is having accurate, readily accessible data. This empowers key stakeholders in the management team to drive production reporting, materials tracking and budget forecasting.If a site does not run a fleet management system, manual input is heavily relied upon for production data, which introduces increased risk of human input error. Errors can drive outcomes that don’t achieve increased production at a reduced cost. Alternatively, a fleet management system can have improved accuracy but involves a high monetary investment. Such an investment is not always feasible for smaller mining operations subject to current industry cost pressures.The Emeco Operating System has been developed in alliance with sites such as the Mungari White Foil Operations by satisfying the criteria of a low intensity hardware installation, material tracking data validation processes, remote monitoring, identification of metrics to improve overall operating efficiency and providing the right information to key stakeholders.Citation:Beckman, R, Elms, T and Sampson, M, 2016. Getting Accurate Mine Information to the Right Teams to Drive Production Improvement, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 203–211 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By Rod Heath

The Saskatchewan industry has the advantages of an ore body of a size and consistency unmatched anywhere else in the world, and large, efficient mines with production costs that compare favourably with those in other countries. On the minus side, Saskatchewan is remote from most major markets, and producers face a distribution challenge to reach the offshore markets which is the main focus of this presentation. One of the characteristics of the world potash business is that all of the major sources of production are located in the developed areas of the world, while there is no significant production in any of the highly populated developing countries. The major potash producers are located in Canada and the United States, in West Germany, France, Spain and the U.K., in Russia and East Germany, and in Israel and Jordan. There is currently no significant production in any of the countries in Asia (with the exception of Jordan where a plant is currently in the start-up phase), Africa, Latin America or Oceania, and all of these areas must, therefore, import a11 of their potash requirements from the producing countries.

Jan 1, 1985

By R. O. Pynnonen

This publication is an analysis of reports to the Bureau of Mines of 44 fatal accidents that occurred during the operation of rubber-tired, front-end loaders in the mineral industry. The causes of the accidents, the nature of the work being performed, and recommendations for preventing similar accidents are included.

Jan 1, 1967