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By S. Haggarty, R. Walton

Barrick's growth and development plan will add three major new mines during 2005 including the Lagunas Norte Project in the La Libertad Province of Peru, the Veladero Project in the San Juan province of Argentina, and the Tulawaka Mine in north¬western Tanzania. Lagunas Norte and Veladero are similar in that they are both green-field open pit deposits at elevations over 4,000 meters above sea level, with two stage crushing and heap leaching followed by Merrill Crowe zinc precipitation for precious metal recovery. Operating sites will each generate in excess of 700,000 ozs Au per annum with commissioning and full scale operation planned during the third and fourth quarter of 2005. Details with regards to regional geography, development schedule, production and process specifics for Lagunas Norte and Veladero will be discussed in this presentation providing an overview for the respective properties.

Jan 1, 2005

By Steve Custer, Tim Kahl, Sue Parker

"The primary objective of the Barrick Goldstrike expert system is to achieve the desired liberation size for the autoclave circuit while maximizing throughput. In addition, when downstream limitations (autoclave circuit or others) restrict the milling circuit tonnage the expert system further improves grinding product size. Since its implementation, the expert system has provided expected throughput improvements while improving or maintaining circuit performance.Barrick Goldstrike and MinnovEX Technologies Inc. teamed up to install an expert system to control Line I and I1 of the autoclave grinding circuits. The dissimilar equipments of the two grinding circuits coupled to different production objectives, skepticism among operators, and the variability of the ore types processed in each line challenged the implementation.To ensure implementation success, Barrick Goldstrike dedicated four administrators full time to the project. The system administrators included two metallurgists, a process control engineer and a mill trainer. As usual, the control room operators were the experts who provided the operational logic for the foundation of the control system. The administrators and all eleven of the control room operators signed off on acceptance of the system. Current online utilization is 95%.INTRODUCTIONThe grinding circuit for Barrick Goldstrike’s autoclave process consists of two SAG Mill Ball Mill lines. Line 1 grinding circuit is comprised of a 22 by 8 foot, 2500 horsepower Allis Chalmers (AC) variable speed SAG mill, followed by a 12.5 by 14 foot, 1250 horsepower AC ball mill, and a 13.5 by 18 foot, 1800 horsepower Dominion ball mill in parallel. SAG mill recycle from the primary discharge screen (+5/16 inch) is processed through a 1352 Nordberg Omnicone crusher (4.5 foot). A secondary SAG discharge screen (+1/8 inch) closes the SAG circuit. The ball mill circuit is closed with 6 Krebs super D20 cyclones. Line 2 grinding circuit is comprised of a 24 by 12 foot 4000 horsepower Fuller variable speed SAG mill followed by a 16.5 by 30.5 foot 5000 horsepower Fuller ball mill. SAG mill recycle from the primary discharge screen (+5/16 inch) is processed through a 1560 Nordberg Omnicone crusher (5 foot). A secondary SAG discharge screen (+1/8 inch) closes the SAG circuit. The line 2 ball mill circuit is closed with 12 Krebs super D20 cyclones. The underground Meikle ore is typically fed through Line 1. Achieving the desired product size is critical for successful processing of Meikle ore. Open pit Betze ore is fed to Line 1 when Meikle ore is unavailable. Line 2 processes Betze ore exclusively. Throughput is maximized when processing Betze ore as the product size is less critical. The products of these two circuits are combined as feed to the autoclave circuit. The ore types and the autoclave circuit demands determine the required grinding circuit product size and maximum combined mill feed tonnage."

Jan 1, 2001

By R. R. Pierce, C. E. Semler, K. G. Thomas, R. A. Williams, H. J. . H. Pieterse

This paper highlights the experience and knowledge gained at Barrick Goldstrike Mines Inc. with reference to the pressure oxidation circuit. Particular attention is given to the different linings employed on the autoclaves, flash and condenser vessels. Experience gained during the three years of operation is given. A test program and results are discussed. Quality assurance is highlighted. Barrick Goldstrike is 100% owned by American Barrick Resources Corporation, Toronto, Ontario, Canada.

Jan 1, 1993

By Andy Cole, Ken Thomas, Stephen Durn, Jacques McMullen

"The roasting and gas handling circuits of the Barrick Gold’s new Roasting Facility at the Goldstrike Mine in Nevada, USA incorporate well proven technologies in a unique combination. During the design of the plant, every effort was made to utilize the best available technologies from the perspective of capital, environment and operating costs.Product from the up-stream dry grinding circuit requires roasting to maximize gold recovery. The roaster utilizes Freeport-McMoRan whole ore roasting technology with pure oxygen as the oxidizing gas. This process was chosen based on its proven application on Carlin-type “double refractory” ores. Double refractory is indicative of the gold being difficult to direct leach due to a combination of pyrite encapsulation and the carbonaceous preg-robbing of the ore.A very extensive gas cleaning train follows the roaster and comprises direct cooling, dust scrubbing, indirect cooling, wet electrostatic precipitation, mercury scrubbing, SO2 scrubbing, CO incineration and NO, reduction before venting to the atmosphere.The roasted calcine is quenched, neutralized and then thickened before leaching in the carbon-in-leach-circuit.INTRODUCTIONBarrick’s strategic development plan integrated the production of gold from Goldstrike’s carbonaceous ore reserves by 2000. A due diligence review of carbonaceous ore processing options was initiated during the second half of 1 996. Processes considered included autoclaving followed by a proprietary ammonium thiosulfate leaching process, fine grinding/autoclaving as practiced then by Santa Fe, and whole ore roasting as practiced by then Independence Mining and Newmont. The objective by year-end was to recommend the most robust and economical process for Goldstrike’s carbonaceous resources. In the fall of 1996, a detailed review of roasting as a processing alternative for Goldstrike was initiated."

Jan 1, 2001

By Dayle Denton, Lloyd Buckingham, Kenneth G. Thomas, Jacques McMullen

"The dry grinding and leaching circuits of Barrick Gold’s new Roasting Facility at Goldstrike Mine in Nevada, USA incorporate well proven technologies in a unique combination. During the design of the plant, every effort was made to utilize the best available technologies from the perspective of capital, environment and operating costs.Crushing is a two stage process using gyratory and cone crusher. Ore is stockpiled and then reclaimed to two parallel dry grinding mills. The double rotator dry grinding mills include a drying chamber, coarse and fine compartments and utilize a gearless motor drive (GMD) or “wrap-around”. In-circuit product transfer is accomplished with air slides and bucket elevators. Finished product separation is performed by both static and dynamic classifiers with the final product captured in baghouses. Recycle of unfinished product utilizes cascade chutes.The final ground product reports to two 2000 ton roaster feed silos. The two-stage oxygen flu-solids roasters with their associated gas train are the subject of a separate paper.The cyanide leach circuit is a standard carbon in leach system with circular swept screens for interstage carbon retention. The loaded carbon is sent to the existing Goldstrike autoclave plant for stripping and regeneration. Tails, after cyanide destruction, are deposited in the existing tailings dam with tails from the autoclave facility.Throughout the circuit, Clean Plant Design criteria were used to assure environmental compliance, ambiental acceptability and ensure worker health and safety. The commissioning and operation of the double rotator grinding technology has been very successful at Barrick Goldstrike."

Jan 1, 2001

By D. Denton, L. Buckingham

The dry grinding and leaching circuits of the Barrick Gold’s new Roasting Facility at Goldstrike Mine in Nevada, USA incorporate well proven technologies in a unique combination. During the design of the plant, every effort was made to utilize the best available technologies from the perspective of capital, environment and operating costs. Crushing is a two stage process using gyratory and cone crusher. Ore is stockpiled and then reclaimed to two parallel dry grinding mills. The double rotator dry grinding mills include a drying chamber, coarse and fine compartments and utilize a gearless motor drive (GMD) or “wrap-around”. In-circuit product transfer is accomplished with air slides and bucket elevators. Finished product separation is performed by both static and dynamic classifiers with the final product captured in baghouses. Recycle of unfinished product utilizes cascade chutes. The final ground product reports to two 2000 ton roaster feed silos. The two-stage oxygen flu-solids roasters with their associated gas train are the subject of a separate paper. The cyanide leach circuit is a standard carbon in leach system with circular swept screens for interstage carbon retention. The loaded carbon is sent to the existing Goldstrike autoclave plant for stripping and regeneration. Tails, after cyanide destruction, are deposited in the existing tailings dam with tails from the autoclave facility. Throughout the circuit, Clean Plant Design criteria were used to assure environmental compliance, ambiental acceptability and ensure worker health and safety. The commissioning and operation of the double rotator grinding technology has been very successful at Barrick Goldstrike.

Jan 1, 2001

By Ray Walton, Ron Colquhoun, Ken Thomas, Dwayne Fentie, Barney Burke

"The new Roasting Facility at Barrick’s Goldstrike Mine in Nevada, U.S.A. was developed to process 12,000 tons per day of refractory gold ore. The process consists of crushing, dry grinding, roasting, extensive gas purification, calcine quenching and leaching in the presence of activated carbon. The new plant is integrated into the existing Goldstrike facility, treating ore from both open pit and underground sources.The process design, procurement, construction and commissioning of the Roaster facility was performed successfully over a 3% year period with peaks of 400 engineering personnel and 950 construction personnel supporting the project. The US$330,000,000 project was completed ahead of schedule and under budget. The commissioning was well planned and proceeded smoothly through a rapid start-up to achieve all primary goals within three months of the start of processing of ore.BACKGROUNDAs early as 1992, Barrick’s Goldstrike Mine, located north of Carlin, Nevada had indications of the ore becoming ever increasingly carbonaceous in nature. As the open pit and underground exploration programs proceeded to step out over the years that followed, the accumulative amount of carbonaceous refractory ore and tons had become significant. By 1997, 29 million tons of double refractory carbonaceous ore containing an estimated 11.6 million ounces of gold had been identified. By 2000 the resource had increased to 14.3 million ounces."

Jan 1, 2001

By A. Cole, A. Bolland

The roasting and gas handling circuits at Goldstrikes' new Roasting Facility incorporate proven technologies in a unique combination. During the design of the plant, every effort was made to utilize the best available unit operations from the perspective of capital, environment and operating costs. The roaster utilizes Freeport-McMoRan whole ore roasting technology with pure oxygen as the oxidizing gas. This process was chosen based on its proven application on Carlin-type carbonaceous ores. An extensive gas cleaning train follows the roaster and comprises direct cooling, dust scrubbing, indirect cooling, wet electrostatic precipitation, mercury scrubbing, SO2 scrubbing, CO incineration and NOX reduction.

Jan 1, 2001

By Daniel H. Stevenson

Safety and health are fundamental values at Barrick Goldstrike. An effective safety and health program protects employees, controls costs and increases productivity. Barrick Goldstrike believes that all occupational injuries and illnesses can be prevented and that safety must be the responsibility of every employee on the property. Safety and health must be thoroughly integrated with the company's efforts to maximize production at the lowest reasonable cost. The goals of safety and production are not mutually exclusive. They must work together to achieve safe production. Barrick Goldstrike began to mine the Betze deposit in 1987. From 1987 to 1992, Barrick employed a traditional safety system using safety specialists on each crew. These specialists were responsible for ensuring that the work areas were safe and that employees were properly protected and trained in safe work procedures. As the work force increased, it became apparent that this system was not the most effective method of ensuring safe production. In 1992, Barrick Goldstrike implemented a loss control program. It was modeled after the International Loss Control Institutes's (ILCI) International Mine Safety Rating System. This program was based on the philosophy that safety is a management responsibility. It can be managed in the same manner that production and cost issues are managed. Under the loss control system, safety needs are identified and evaluated. Programs with performance standards are developed and implemented and the activities and results are regularly monitored. Between 1992 and 1996, Barrick Goldstrike worked at developing and improving its safety management systems. These efforts had a positive return. The incident rates began to decline as these improved systems were implemented. Studies were undertaken in early 1996 to evaluate the effectiveness of the safety and loss control programs in reducing accidents. The studies showed a strong correlation between the implementation of the loss control programs and the resulting reduction in all accidents. Studies in the process division revealed that Barrick had experienced reductions in personal injury accidents from the projected number that could have been expected had no changes been instituted. These reductions ranged from 39% in 1993 to 59% in 1995. These reductions from the projected rates held true for all types of accidents; personal injury, property damage and Mine Safety and Health Administration (MSHA) reportable.

Jan 1, 1997

By Cherie M. Tilley

Dynatec Mining Contractors (Dynatec) entered into a contract with Barrick Goldstrike Mines (Barrick) to develop the deep gold ore reserves at the Meikle Mine north of Carlin, Nevada. The Ventilation and Production Shafts were started in early 1994 and were completed in December, 1995. The mine development and mine construction programs were completed in November, 1996. This paper describes the Meikle Mine development program.

Jan 1, 1997

By Julio E. Claudeville

Approaches and Lessons Learned ??Address business needs?local skills training and employment ?local procurement programs ?health and safety programs ??Ensure consultants/ advisors/ contractors apply Company standards ?especially in the field/ locally ?will not be differentiated from the Company itself

May 1, 2006

By Robert Smith

Deposits are global, said Barrick Gold's Smith. This means that the mineral industry, by necessity, is global. "Manufacturers have considerable freedom to decide exactly where they wish to produce whatever it is that they sell," he said. "What we sell, on the other hand, must be produced where nature chose to lay it down. The question is not so much, whether to go global, as when to do it and how to go about it." The timing of international expansion depends on external factors, often political, Smith said, and on internal ones that relate to the company's size and stage of development. "In deciding how to expand, a company is largely deciding how to adapt its existing business strategy to activity on the world stage," he said Barrick entered 1997 with 1.58 kt (51 million oz) of reserves, Smith said, annual production of 93.3 t (3 mil- lion oz) and cash flow of $463 million. Reserves in- creased 40% in 1996 and production will begin to rise again significantly in 1999. "We believe our fundamental strategy is responsible for our early development and subsequent success," he said. Barrick entered the gold-mining industry in 1983. Its corporate mandate was to create shareholder value, Smith said. From the beginning, the company took a different approach - businesslike, entrepreneurial, strategic and focused. "Many mining companies start out with a technical team and develop business and financial expertise thereafter," Smith said. "In 1983, Barrick had the business people, and then moved into mining." First, it acquired part interest in two small operations, one in Alaska and one in Ontario. Then, in 1984, it merged with Camflo Mines, which operated a low-cost underground operation in Quebec.

Jan 1, 1997

By J. Ran

Ground instability is among the major causes of serious incidents and production disruptions in the mining industry and has a significant impact on safety. Mining companies may have operations in a number of jurisdictions with varied regulatory requirements for ground control management. As these companies expand into countries where mining regulations are formative or lacking clear definition, ground control practices are usually developed by local mine personnel based on their experience. In many cases, inconsistent procedures and standards are generated, which can lead to an increase in occurrence of underground incidents due to difficulties and confusion in implementation. This situation has forced some mining companies to standardize their ground control practices by geographic regions or divisions. Though this approach is an improvement, it may not lead to effective management of ground control issues across all operations of a global mining company. Barrick Gold Corporation, with operations in North and South America, Australia and Africa, decided to adopt a global approach to ground control management. This global approach requires all Barrick operations to prepare and implement an effective ground control management plan (GCMP) based on site specific conditions and company guidelines. It is also required that the GCMP be developed through application of sound geotechnical engineering practices and be consistent with local regulatory requirements and Barrick safety policies. All Barrick underground operations have GCMPs in place, and its surface operations are now involved in the initiative. This paper presents Barrick?s global approach to underground mine ground control management and outlines the content and process for the development of a GCMP.

May 1, 2006

The Barrick Zaldivar mine is an openpit, heap-leach copper mine in Region II of northern Chile at an elevation of 3,300 m (10,826 ft), approximately 1,400 km (870 miles) north of Santiago and 175 km (109 miles) southeast of the port city of Antofagasta. In 2006, Zaldívar produced 307 million lbs of copper, with reserves estimated at 5.7 billion lbs. The mine uses conventional methods of openpit mining: Pure cathode copper is produced by three stages of crushing and stacking the ore, followed by heap leaching and bacterial activity to extract copper from the ore into solution. A solvent extraction and electrowinning process then removes the copper from solution and produces the cathode copper. A flotation plant also recovers copper contained in the fine fraction of the crushed ore. In 2006, an existing A-frame structure that covered copper ore from the mine?s secondary crushing operation was damaged beyond repair. The material delivery configuration of this original structure had the conveyor carrying incoming ore directly over the low roof to drop ore into the building at its peak, and ore trickling from the sides of the conveyor had accumulated on the roof, overloading it. A better solution had to be found, and fast: First, the Chilean Commission does not permit uncovered piles of this type since the extremely fine material leads to serious pollution problems. Second, Barrick Zaldivar is very concerned about worker safety, and the amount of dust created by the uncovered pile was not acceptable. Finally, some amount of copper was lost in the dust generated by the winds of the Andes. The major issues faced by Barrick Zaldivar in designing a new structure included:

Jan 1, 2009

Barrick Gold plans to have four new gold mines in production by 2006. Together, the mines would increase the company’s output by 40 percent. The projects include Veladero in Argentina, Alto Chicama in Peru, Cowal in Australia and Tulawaka in Tanzania. All of them are scheduled to begin production between the first quarter of 2005 and the first quarter of 2006. They are expected to drive Barrick Gold’s growth profile to a target of 211.5 to 217.7 t (6.8 million to 7 mil-lion oz) of gold production in 2007. The company’s projected output for 2004 is 152.4 to 155.5 t (4.9 million to 5million oz) in 2004. Overall, higher production and lower costs are expected in the early years from the new mines.

Jan 1, 2004

By Stephen C. Tadolini

Effective barrier pillar design is an essential component for safe and productive underground coal mining. Barrier pillar design methodologies that incorporate sound engineering judgment have been used for practical everyday usage. The next logical step is to utilize numerical modeling techniques that help combine practical experience and empirical observations into barrier pillar design analysis. A case study is presented that describes the barrier pillar design process, but also highlights the importance of considering the global mine response by evaluating: adjacent pillar stabilities, impact of intersection and entry widths, capacity of primary and secondary bolting systems and rib stabilization used for the safe and efficient removal of the longwall face equipment.

Jan 1, 2013

By S. H. Ash

THE BARRIER-PILLAR SYSTEM in the Lackawanna Basin consists of 93 barrier pillars between Archbald and Taylor, Pa. These pillars affect 48 mines, have a total length of 87 miles, and confine 21 underground pools, which contain more than 10 billion gallons of water. From an investigation of size, position, and condition of the barrier pillars, it is apparent that those concerned are uncertain, not only as to the method by which the sizes of the barrier pillars were determined but also as to the stability of those that may be expected to act as dams. Where a barrier pillar must act as a dam, its failure may result in loss of life, the mine, or both; it would be far better had it not existed and thereby given a false sense of security.

Jan 1, 1952

By S. H. Ash

THE INVESTIGATION of barrier pillars in the Southern field is part of the comprehensive study of the mine water problem in the anthracite region of Pennsylvania by the Federal Bureau of Mines (1, 2, 5, 6, 7, 8, 9, 10, 11, 12, 15, 16, 18).4 Tim Southern field is in Carbon, Schuylkill, Dauphin, and Lebanon Counties, in eastern Pennsylvania; has an area of 200 square miles; is 70 miles long from Mauch Chunk on the east to the Susquehanna River on the west; and is 1 to 6 miles wide. In the Southern field are 37 underground water pools containing 37312 billion gallons of water (5). Most of these pools overflow to the surface because the barrier pillars controlling them are effective under existent, conditions. Abandonment of mines in the Southern field has resulted in the hooding of 34 percent of the field. The largest tonnage of reserves of anthracite lies in this field, where mining conditions are most difficult. Large reserves of anthra¬cite underlie the abandoned mine workings, and before a great part of these reserves can be developed and extracted, the abandoned workings must be unwatered and kept drained (5).

Jan 1, 1953

By S. H. Ash

THE INVESTIGATION of barrier pillars in the Western Middle field is part of the comprehensive study of the mine-water problem in the anthra¬cite region of Pennsylvania by the Federal Bureau of Mines (1, 2, 5, 6, 7, 8,9,10,11,1,2,15,16).8 The Western Middle field is in Schuylkill, Columbia, and Northumberland Counties in eastern Pennsylvania. It has an area of 120 square miles, is 42 miles long from Delano on the east to Trevorton on the west, and is 2 to 5 miles wide. In the Western Middle field are 58 underground water pools containing 38 billion gallons of water (5). Some of the pools overflow to the surface, and the water from others seeps into adjacent mines through permeable barrier pillars separating them from abandoned mines. Several active mines are interconnected to workings in abandoned mines, which are partly filled with water. These mines are separated by barrier pillars that are considered effective only below the altitude of the connections. In some abandoned mines, pumping stations maintain the water at altitudes where the hydrostatic pressure against the barrier pillars is not excessive and does not endanger adjacent active mines. If water in these abandoned mines is allowed to rise to where it can overflow into the active mines, it must be pumped from the active mines at lower altitudes; this materially increases the cost of pumping. It is estimated that from 1944 to 1948 approximately 30 percent of the water pumped to the surface was from abandoned mines.

Jan 1, 1953

By J. Restrepo, N. Ripepi

"The International Organization of Standards defines risk as “the effect of uncertainties on achieving objectives (15).” In mining, many uncertainties can influence the outcome of personal or professional objectives and are often difficult to predict. Risk management, the minimization and control of adverse effects from exposure to identified risks, is a well-established concept that can summarized as “being smart about taking chances” (12). Risk management now consists of management processes unique to numerous organizations across many industries, as varying sectors encounter a variety of needs, including the analysis and mitigation of risks related to physical security, product liability, information security, various forms of insurance, regulatory compliance, and workplace safety (12). The reoccurrence of multiple fatality events in the US mining industry, especially the underground coal sector, suggests an opportunity for improved methods of major safety hazard identification, assessment, and mitigation. A risk management approach would include ready identification and mitigation of these risks, inclusive stakeholder engagement, and rapid integration. While many solutions to reducing the risk of mine disasters have been proposed including stricter regulation and improved technology, a comprehensive risk management approach has yet to be fully integrated in the US mining industry. In December of 2006, R. Larry Grayson of the National Mining Association’s Mine Safety Technology and Training Commission called for “a new paradigm for ensuring safety in underground coal mines, one that focuses on systematic and comprehensive risk management as the foundation from which all life-safety efforts emanate (7).” A risk management approach has already been implemented with success in Australia’s minerals industry as part of a transition during the mid-1990s from a prescriptive based health and safety attitude to a more proactive, duty-of care [risk-based] philosophy (13, 16, 17).FUNDAMENTAL ELEMENTS OF RISK MANAGEMENT TECHNIQUES The fundamental components of a comprehensive risk assessment/management program are well-established within the realm of mining health and safety. Figure 1 depicts the elements of a typical mining hazard management framework. The first step in any safety-based risk management system is to identify and assess hazards by their location, nature, and magnitude within a mine. Next, a decision is made about choosing to eliminate, mitigate, or tolerate each hazard. Ideally, a hazard will be eliminated during the design stages of mining, though dynamic mining conditions often require continuous improvement and reevaluation of existing hazard controls. If elimination is not possible, hazard mitigation actions can consist of methods, rules, equipment, competencies, or other mechanisms. If a hazard is simply tolerated, as many inherent mining hazards must be, then specialized administrative controls must be utilized to minimize losses. During this process, the performance of each action is monitored and modified as needed (13)."

Jan 1, 2015