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By J. P. Van Cruyningen, M. J. Puro

"A 2400 acre extension to the existing Tailings Area is under development at Inco's Copper Cliff Milling operations.The new area is being developed in stages as production levels dictate thus minimizing immediate capital expenditures while permitting disposal operations to proceed as further site work progresses.The first stage of the new storage site will be fully operational by early 1987 and will include a 400 acre site specific to the storage of Pyrrhotite rejected from milling circuits. The Pyrrhotite site is located in the centre of the Tailings area and is designed for water cover throughout much of its projected life.The new development incorporates perimeter dams designed to operate with low phreatic levels for maximum structural stability. Acid seepage water is collected behind secondary impermeable dams for return to the Tailings Pond.Tailings are deposited by up-stream methods permitting segregation of coarse fractions for use in future lifts of the perimeter dams."

Jan 1, 1987

By Michael A. Gustafson, Fernando B. Sotelino

INTRODUCTION The degree of success of any new project will ultimately depend on two factors: (i) the underlying economic strength of the project; and (ii) how successfully the parties involved can coordinate their interests to establish a financing structure which indeed capitalizes on the project's inherent economic attractiveness. A project's underlying economic attractiveness is determined by its inherent comparative advantage in accessing the factors of production, combining these factors of production to create a product and marketing this product. Initially, the decision regarding whether to go ahead with the project - the go/no go decision - has to be based on its total ability to generate cash flow returns to project participants to compensate them for resources committed and risks undertaken. The extent to which project sponsors will actually benefit from the project's inherent economic attractiveness is fundamentally dependent on their ability to establish the long-term financing arrangement which best meets the objectives and constraints of each project participant and sources the most advantageous funding. The decision regarding the financing of the project, the "how-to-go" decision, is then an attempt to find the capital structure, consistent with market terms and conditions and sound financial management policies which will best: (i) match planned outflows with cash inflows; and (ii) maximize the return for project sponsors. This article makes use of a case study to illustrate the analytical process involved in dealing with the go/no go and the how-to-go decisions on a project. Though most commonly applied to project finance situations, the guideline described herein is equally applicable to other financing situations, such as leveraged buyouts and debt restructurings, where timely repayment of debt depends largely on the future cash flows to be generated by the entity being financed. Our case study is of a hypothetical expansion of an existing copper mining operation in Latin America. The company, Latin American Copper (LAC) currently has 147 million metric tons of proven sulphide ore reserves. The existing mine complex consists of an open pit mining operation and a conventional flotation plant with a processing capacity of 20,000 metric tons of ore per day. LAC sells copper concentrates primarily to Japanese custom smelters. The mine has been in operation for 5 years, fine copper production last year was 108,240 metric tons, and LAC currently has assets of $175 million and net worth of $135 million. Due to a recent increase in proven reserves, LAC is considering doubling the treatment capacity of its flotation plant to 40,000 tons per day, and expanding its mining capacity to meet the additional concentrator capacity (the "Project"). Project capital expenditures and incremental working capital have been estimated at approximately $210 million. The construction period is expected to cover one year, including a three-month start-up phase. The Project is to be funded by a combination of equity, senior debt, including both supplier credits and/or commercial bank term loans, and subordinated debt. LAC's shareholders are willing to commit a maximum of $50 million to the Project. A government development agency, which is also a minority shareholder, might be willing to lend approximately $40 million to LAC in the form of subordinated notes, depending on the ability of the Project to generate foreign exchange reserves. Commercial banks cannot be expected to offer loans with maturities longer than ten years. The Project is expected to increase the value of the firm because: (i) It will solidify the Company's position as a low-cost copper producer by taking advantage of economies of scale. As a result of the expansion, cash production costs are expected to decrease 7.0[c]/lb. and all-in costs 11.0[c]/lb; (ii) The potential earnings stream from the sulphide ore reserves will be realized

Jan 1, 1985

By Henry T. Mulryan

The philosophy, strategy and techniques of successful marketing of talc, differ sharply from those applied to most other mined products. Unlike non-ferrous metals, there are no commodity exchanges to facilitate the transfer of goods. Unlike iron ore and some non-metallics, assured markets by means of long term contracts are practically non-existent. Talc must be sold and sold and sold again. The normal channels of talc distribution are almost identical to those used, by the chemical industry. These consist of a blend of producer marketing staff, field technical service, and sales force; and independent chemical wholesalers. Like the term "chemicals", there is tremendous product diversity contained in the rather loose expression "commercial talc". Certain kinds of talc, processed in conventional ways, are regarded as commodities by the consumer. That is, that material from one source or supplier is considered to be effectively interchangeable with those available from a number of other areas and producers. Under such conditions, lowest delivered price, quickest delivery, and best, customer service, are the key factors in a successful sales effort.

Jan 1, 1965

By G. E. Erdman

This paper presents talc milling guided by a theme of "So You Want to Be In The Talc Business". Such a theme strikes a cautionary note to warn the uninitiated of potential pitfalls, and this paper will cover briefly some of the technical traps as well as one of the larger talc milling operations. It is important to our purpose to pre- sent some of the market and mineral complications that make the business of producing and selling industrial talcs much more intricate than an outsider would perceive. Metal markets by comparison are great worldwide pools into which production streams of generally identical metals can flow over a weir of market prices. Industrial talc markets are not as well defined and often must be developed by the producer working closely with a specific customer or groups of customers to prove out the attributes of the specific product from a new property. All the negatives of a new market seem to work against the introductory talc in the forms of industry or customer reluctance to change, sales prices, cost of delivery, mode of transportation, health considerations of the minerals and many more. Just locating the potential customers for a new industrial talc may be a substantial undertaking. Thus, an analogy of the worldwide metal market might compare starting a new talc operation to trying to gather up enough fallen rain drops to be able to start a production stream of a worthwhile size.

Jan 1, 1984

By Edwin H. Bentzen

Talc, as a mineral, is rather widespread, but as an ore sultable for mining, it is rather limited. Materials sold as "talc" range from the impeccable white material from Italy to a gray-green-bluish material from Virginia. Some uses of the material called "talc" seem to be determined by the color of the material, some by the chemistry of the material, and some by the particle size of the ground material. But, there seems to be some overlapping of criteria used to judge the acceptability of a raw material. So then, any producer of talc material that is not a consumer of this raw material is faced with the age-old problems: "what do I call the stuff, and to whom should I try to sell it?" The answer to the first part is easy: if you want a high price, call it "talc"; if you want a low price, call it "soapstone". This may seem like a very simplified answer, but it is apparent that some of the products sold as "talc" have more than a minor amount of impurities in them; whereas, if they were called "soapstone", these same products would probably get a lower price.

Jan 1, 1973

By Esteban Ruisanchez Rodriguez

In this paper we will discuss the process of the grain size customization of the EBT filler sand in relationship to the technical characteristics of the furnace and its tap hole. By customizing the grain size distribution, the glassy area formed on the top of the tap hole varies and supports differently the metallurgical pressure of the molten steel providing increased free opening speeds. Taylor made sand improves therefore the free opening rate, reduces the tap to tap time and increases the lifespan of the tap

Aug 16, 2017

By Robert B. Parsons

"During hard times, the focus on tax issues makes a slight change in direction. Mining companies contemplate the tax treatment of transactions and circumstances which are the product of a difficult financial environment. Some of these issues are discussed in this month's edition of Tax Notes.Every industrial sector in Canada is undergoing a major restructuring of some form, and the mining industry is not an exception. The longest recession since the Great Depression continues to affect the economy. Mining firms seek to bring their debt/equity ratios into line, and try to replenish depleted retained earnings by selling assets. This month, Tax Notes briefly examines some of the tax issues which are generally encountered during the course of such a restructuring process.Debt SettlementOne question which commonly arises during hard times concerns the tax treatment of a "" gain "" realized by a debtor on the settlement of a debt. Consider, for example, a simple situation where a creditor wants to protect itself from further losses, and makes a deal with the mining company to accept a cash payment of $8 million in full settlement of a $10 million loan. In financial terms, the debtor has made a $2 million gain on the settlement of the debt. What is the tax treatment of that gain?The Income Tax Act (the Act) contains provisions in section 80 of the Act and in section 5400 of the Income Tax Regulations which deal specifically with this question. First of all, it is noted that the $2 million gain is not brought directly into income for tax purposes. However, as indicated below, the gain could affect the debtor's income indirectly to the extent that certain of the debtor's tax pools must be reduced by the amount of the gain."

Jan 1, 1993

By John J. McCabe

INTRODUCTION Over the years, Congress has written into the Internal Revenue Code various provisions aimed at lessening at least one financial burden faced by taxpayers in the mining industry - the federal income tax burden. These provisions include the election to deduct exploration expenses, the election to defer deduction of development expenses, and the percentage depletion deduction. Careful tax planning from the very beginning of a mining venture is essential in taking maximum advantage of these tax benefits. A major decision to be made is the choice of organizational structure. (For a more detailed discussion of this subject, see McCabe, John J., "Developing Structures for Investments in Mineral Property," New York University Institute on Federal Taxation, 42 NYU 24, 1984). One such structure is the use of multiple corporations, with mining activities conducted by one corporation and nonmining activities, such as manufacturing, financing and administration, conducted by the other corporation. This technique, which will be discussed in detail below, can be particularly advantageous in delaying recapture of previously deducted exploration expenses and in maximizing depletion deductions. TAX BENEFITS IN MINING Exploration Subject to certain restrictions discussed below, exploration expenditures (i.e., expenditures paid or incurred during the taxable year for the purpose of ascertaining the existence, location, extent, or quality of any deposit of ore or other mineral, and paid or incurred before the beginning of the development state of the mine are deductible at the election of the taxpayer (Section 617(a)).* Were it not for this option, exploration expenditures would be required to be capitalized and recovered through depletion, after production begins. Exploration of a mineral deposit can be very costly and may not result in commercial production for some time. If the taxpayer has income to he offset by the deductions, a mining venture can usually be structured in such a way as to allow the offset of mining losses against the other income. With today's high interest rates, this election can be quite valuable in present value terms. Corporate and noncorporate taxpayers are subject to different restrictions on this tax benefit. Corporations may elect to deduct only 85 percent of eligible exploration expenditures (Section 291(b)). (The Tax Reform Act of 1984 reduced this to 80 percent effective for expenditures after December 31, 1984, in taxable years ending after such date). The remaining 15 percent (20 percent after December 31, 1984) is capitalized and recovered at the same rate as five-year ACRS property (Section 291(b)). Individual taxpayers are not subject to this 85 percent rule; however, any amount deducted in excess of ten-year straightline amortization is a tax preference item for individuals (Section 57(a)(5)). Individuals may avoid the tax preference by electing to capitalize exploration expenditures and amortize them over ten years (Section 58(i)). In order to prevent the taxpayer from, in effect, converting ordinary income into capital gain by selling property that has given rise to exploration expense deductions, the Code requires recapture of such deductions upon the occurrence of certain events (Section 617): 1. Upon disposition of the property, adjusted exploration expenditures are recaptured to the extent of gain realized on the disposition (Section 617(d)). 2. If the property is leased, the lessor is disallowed any depletion deduction until his adjusted exploration expenditures have been recaptured in the form of foregone depletion deductions (Section 617(c)).

Jan 1, 1985

By E. A. Holbrook

LOCAL yearly taxes levied on bituminous coal lands in Pennsylvania have become a cost of first importance to the coal industry of the State. In Pennsylvania there is no State tax on real estate, but local taxation of real estate furnishes the greater part of the revenue necessary for the small governmental unit, as counties, townships, boroughs, and local school, road, and poor districts. Coal in place in the ground, whether or not title thereto has been severed from ownership of the surface, is assessed as real estate and on its supposed sale or market value. There are eight classes of counties in Pennsylvania, based on population; in populous counties of the first, second and third class, assessments are made by a county board appointed by the county commissioners and are fairly uniform throughout the county. In counties of the fourth to the eighth classes inclusive, property assessments are made by property assessors elected by and for each township within a county. In these counties the board of county commissioners acts as a board of equalization and review to hear appeals. In most counties, therefore, where there is a large unmined reserve of coal, assessments on that coal vary for each township, irrespective of the fact that the coal bed is continuous under many townships.

Jan 1, 1933

The teaching of geophysics in Canada at the present time presents a variety of approaches to the subject, and the different paths adopted imply, in turn, an uncertainty in the minds of some educators as to the role this science is to play in the future progress of geology, and a hesitancy to commit themselves to foster its development. The pedagogical attitudes vary from a whole-hearted acknowledgment that the science of geophysics is fundamental to the understanding of terrestrial phenomena (including, of course, geological processes) to a hesitant immersion of the toe to test the water's temperature (which is, of course, essentially a geophysical experiment) before deciding whether or not the time is ripe for total immersion. The present discussion has been organized in the hope that it will help to clarify the roads to geophysics and assist educators in making a more understanding choice of the best paths for them to follow, according to their particular requirements and objectives. Before proceeding further, however, it is necessary to define the term geophysics and circumscribe the field it covers. In the first place, it should be emphasized that geophysics is NOT confined to the art of geophysical prospecting. The popularization of geophysics has unfortunately engendered a general misconception of the word, and consequently a tendency to ignore the wider meaning of the term. Etymologically, geophysics means the physics of the earth. It is so understood by the International Union of Geodesy and Geophysics and the various geophysical societies which adhere thereto. To them, geophysical prospecting is but a very small field indeed, which they consider had best be left to engineering and prospecting organizations.

Jan 1, 1951

By Robinson KJ

Education in Australia now has to respond to a very wide political and policy agenda. The political emphasis is upon increasing participation and retention rates with a view to greater graduation rates in `high-tech' disciplines. There is an implied linkage between `education' and `economic well-being'. Our argument is that equalitarianism in education tends towards mediocrity. In this context many Geoscience educators view the future with pessimism. The argument is that science has been `sold short' and needs revitalising. We contend that Geoscience coursework should be a feature of both secondary and tertiary education in Australia. To this end we propose six policy initiatives to increase the content of Geoscience in education programmes.

Jan 1, 1989

Project delivery in our current market is not as efficient as it could be. Industry at large (both client and consultant), is diligently following the engineer, procure, construct, manage (EPCM) or engineer, procure, construct (EPC) delivery models and not necessarily appreciating the underlying principles that make them the effective tools they were to start with. We often misinterpret project management with EPCM and end up with a literal and superficial interpretation instead of the disciplined risk reduction and business value capture exercise it is intended to be. One of these underlying principles is the project team as resource or commodity depending on which perspective we follow. Some of us understand this principle only too well and succumb to the temptation to take advantage of the imbalance in the understanding of EPCM by selling bodies and hours. Value and return on investment do not always come into the equation. The latecomers and aspirants are struggling with this as a barrier of entry into this lucrative market, since as we all know - people as commodity was becoming and still is a scarce resource. Clients are also waking up and asking why 1000 engineers on the floor are better than 100, when engineering design in all aspects of industry, new technology aside, is mature. Why is it that we start with a clean sheet of paper with every project or that neighbours in the same industry segment and location just happen to have completely unique conditions and circumstances that require totally original design (Local conditions aside)? The answers to this question appear when we explore the role of the project team and how it is structured. We will need to investigate team culture and levers for success. Then we will formulate a business case for a team to be able to follow traditional project management practices with EPCM delivery models but yet end up with an alternative look, feel and result. An outcome where more input is not necessarily better and the client and consultant both are aligned with success measured in dollars and a win-win outcome for both parties.

Jan 1, 2009

By Robert M. Cox

Surface mining of coal in the South developed into a major industry during the 1960's. The economic significance of the industry is much greater than is readily apparent when one considers only the value of the coal mined. The abun-dant supply of relatively inexpensive steam coal for electric power generation that has been derived from the surface mines has provided the foundation for the industrial expansion that has occurred throughout the South. The region, in gen-eral, has enjoyed the benefits of plentiful low cost electric power. However, re-cent political decisions, at all levels of government, threaten to destroy or severely curtail the surface mining of coal and eliminate the economic advantages once enjoyed by the region. These political decisions are rapidly changing the basic rules of operation and fundamental economics of surface coal mining. Recent changes, resulting from the enactment of environmental and health and safety laws and various bureaucratic rules and regulations, have had a three-fold effect: 1) Greatly increased operating cost, 2) increased lead times for mine development, 3) limited potential reserve base for future mining. Also current legislative proposals are casting a shadow of uncertainty over the future of all coal mining operations that has created serious delays and in-creased cost for the expansion of the coal industry necessary to meet our project independence goals. Technology Surface mining is the safest and most economical way to produce raw materials from the earth's crust. It also affords a more healthier working environment for the individual miner. Surface coal mining now accounts for more than 60 percent of the annual coal production in the South. Surface mining of coal requires the removal of the overburden to expose the

Jan 1, 1977

By Peter H. Grimley

It is important to realize that lending institutions have a very different risk-profile from that of an equity investor. For bank financing, a feasibility study must address the concerns of the lender and these can be summarized under the four 'PI Is: Project, Performance, Product and People. Generally, feasibility studies focus on the measurable project risks associated with a new venture, but frequently insufficient emphasis is placed on key risk areas such as ore grade and metallurgical recovery. Before accepting full or even partial non-recourse risk, financial institutions will demand evidence that the project was constructed according to specifications and within budget and that its Performance within agreed limits has been demonstrated. Product risk should be discussed in detail in any feasibility study. For industrial minerals, penetration of the market can be critical to success and for commodities with volatile prices, the sensitivity of the cash flow to a range of prices should be carried out. Methods of reducing price risk such as long term contracts or, in the case of gold, forward selling should be carefully evaluated. The People risk is rarely discussed in feasibility studies, but can be a key element. Few projects turn out to be faithful copies of the study and the ability of the operator to identify

Jan 1, 1988

By Thomas P. Bispham

INTRODUCTION From the lender's point of view, the greatest period of risk in a project financing occurs during the construction phase. Therefore, most projects are supported during this phase by completion guarantees supplied by some credit-worthy entity; for example, the project sponsors in the case of a joint venture, such as that of W.R. Grace, Hanna Mining, and Liberty Capital; or by a strong contract with a utility or foreign importer/investor, such as the way North American Coal Corporation has structured many of its transactions. THE PROJECT LOAN REQUEST A project financing is a more complex form of term loan than one using an ongoing corporation's balance sheet as a credit base and, therefore, a potential lender will subject the loan request to a more rigorous analysis. To support this effort, the financial institution will require a more detailed information memorandum to evaluate the credit and technical risks of a project - especially since much of the necessary information is not otherwise available. (See also Gibbs and Sroka paper above in this Chapter) A well-prepared information memorandum will impress prospective lenders with the planning ability and general competence of management. Also, the process of preparing the memorandum will help management understand the true extent of the opportunities and limitations of its venture. Appendix A outlines the topics which comprise a complete information memorandum for a loan request. Of some interest to those seeking to sell a currently-operating mining venture, a similar information memorandum should be prepared i.e., covering the same topics discussed here, for the investment banker to use with potential purchasers. For that purpose, though, one might not want to prepare quite as much detail as for a lender. Appendix B outlines the elements of a reserve evaluation and feasibility study, often called the "Bankable Document." Usually, these studies are prepared by independent engineering consultants for use by potential borrowers and sellers. (Potential purchasers will often contract for a similar study for their use in evaluating an acquisition.) ELEMENTS OF A LOAN INFORMATION MEMORANDUM 1. Outline: The information memorandum should begin with a one-page outline covering such topics as: a. The borrower's name, address, and phone number. b. Principal contact at the borrower. c. Amount of the proposed financing. d. Desired pricing and structure of the proposed financing. This should include a description of the amount and source of equity in the proposed financing. e. Use of the proceeds and timing. 2. Summary: The most important information contained in the memorandum should be summarized in two pages. Note - If the borrower is a recently-formed single-purpose company, then elements 3, 4, and 5 will apply to the guarantors of completion and to the project sponsors. 3. The Borrower: This section is a brief biography of the borrower including such topics as date and state of incorporation, founder(s), lines of business, etc. 4. Capitalization: The borrower's current debt and equity position, including leases and trade debt, with amounts, terms, names, and addresses enumerated. Equity owners, and percentage ownership, should be identified. 5. Historical Financial Statements: If available, a minimum of five year's worth of complete historical financial statements

Jan 1, 1985

By P Stephenson, G Mosher, M Berry, C Arnold, P Stoker

"An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation. Globally, private minerals companies considering the transition to a public company and entrepreneurs looking to create a new public company through, for example, an initial public offering or by a reverse takeover have many options. For companies with assets around the Pacific Rim, there are arguably five key stock/securities exchanges that actively promote international minerals company listings, and these are located in Australia, Canada, Hong Kong, Singapore and the United Kingdom.Listing on any of these exchanges requires a range of technical, commercial, financial and legal documentation. Each exchange has specific rules and requirements for technical documentation to support the listing process. Once listed, each exchange also has specific rules for technical information to meet ongoing compliance requirements. The nature and detail of this documentation differs for the five exchanges.This paper presents statistics on the minerals company listings on each exchange and provides an overview of the technical documentation required to prepare for an initial listing and ongoing compliance.CITATION:Berry, M, Stoker, P, Stephenson, P, Arnold, C and Mosher, G, 2015. Technical considerations of public listing and ongoing compliance for minerals companies , in Proceedings PACRIM 2015 Congress, pp 101–108 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 18, 2015

By M. D. Bishop

Early solvent extraction circuits in the uranium industry utilized bona fide kerosenes as diluents for extractant chemicals. These kerosenes were used successfully in the uranium industry; however, at least one plant was destroyed by fire resulting from the use of a low flash point kerosene. Although the term "kerosene" is used throughout the solvent extraction industry, the authors have been unable to find any use of kerosene in copper solvent extraction circuits. A term that is occasionally used with reference to diluents is "metallurgical kerosene." Such a term is unrecognizable in the petroleum industry. Kerosene [or kerosine] is a flammable hydrocarbon mixture that is less volatile than gasoline. It is produced for combustion purposes and may have variable compositions of organic compounds including alkanes, alkenes, alkines, and aromatics. Diluents are constant composition hydrocarbon mixtures developed specifically for use in solvent extraction processes. These products usually have much lower vapor pressures and higher flash points than kerosene. In solvent extraction systems, they typically comprise 70 to 95 v/o percent of the circuit organic. The primary purpose of the diluent is to adjust the extractant concentration to the working range of the operation. The diluent and extractant must be completely soluble or miscible with each other. Secondary diluent effects are to promote transfer kinetics, optimize phase disengagement, and minimize both organic in aqueous and aqueous in organic entrainment.

Jan 1, 1996

By J. M. Dean, R. L. Grayson

Introduction With the continued downward pressure on coal selling prices, mine management must make its operations as efficient as possible. The problem is the same one throughout the mineral industries, streamlining operations to maintain competitive min¬ing costs (Born, 1991). There has been a great deal of research into better using production manpower. But the story is different for operations support personnel. Traditionally, planning man¬power requirements are done annually, with modifications to the operating plan occurring generally quarterly. On the other hand, the demands on manpower are often dynamic, being responsive to changing productivity levels, mine conditions (including water influx, bad roof, poor floor) and unanticipated project requirements (responses to machine breakdowns or a new section setup requirement because of a drop in coal quality in another area). Such changes may impact the manpower structure significantly. At times they may cause serious labor relations problems concurrently. Realignments and the generation of instability in the workforce because of active job switching (bidding) are a result. Most responses by coal operators are reactive rather than proactive, a situation that could be mollified by more accu¬rate and detailed planning of predictable manpower require¬ments. A manpower planning tool is needed that takes into consideration such things as changing productivity levels and conditions as manhour requirements for different work areas are planned, rather than blindly allocated through traditional staffing modes. Mine Management Support System The Mine Management Support System (MMSS) is an integrated decision support system that was developed using Sun Microsystems hardware according to the contract be¬tween the US Bureau of Mines and West Virginia University. The software used in the development of MMSS included X¬ windows (Scheitler and Gettys, 1986) for the user interfaces, LASER (Raman, 1985; Hayhurst, 1990) for the expert sys¬tem and graphics components, and the C language for general programming requirements. Sun DOS was used to allow the use of IBM-compatible applications software on the Sun networks. Sun OS is the operating system. It can be viewed as an enhanced version of UNIX. One of the components of MMSS that was developed to address the many specific objectives outlined in Grayson et al. (1990) is the work scheduling system. MMSS accom¬plishes work scheduling by using a mathematical (goal) programming approach to minimize the amount of switching of workers from their regular jobs to perform other jobs (Grayson and Nutter, 1991). Manpower support program The main objective of MANSUPP is to plan a detailed manpower structure for a mine by incorporating a production schedule, condition-modified work standards and manage¬ment preferences to predict required manhours for various support activities, for example, belt moves. This is accom¬plished by gathering and processing planning information the same way a mine planner would. The program is menu¬driven with the selection of a particular menu item locating the user in the appropriate area within the spreadsheet to review/add information. All of the interactions between productivity, section conditions and management prefer¬ences and their effect on the amount of support work required must be considered. Information regarding the productivity of a particular section, the geometry of the section, work standards for individual activities and section conditions must all be gath¬ered for input into the program. In the initial stages of development, it was decided that the program be developed in an environment that mine planners were familiar with in order to accommodate the use of the program. Lotus 1-2-3 or a compatible (Quattro Pro) met this environmental need. Other reasons included ease of calculation due to built-in functions, powerful command language and macro capabili¬ties. Each of the major components of the program defined are summarized. Production schedule This area allows the user to input a production schedule for the entire mine over 12 periods. Space has been provided for five sections, advance or retreat, and two longwall sections. There are several calculations occurring in this area that do not apply to the determination of manpower, but serve as an aid in production planning. Section description The section description area of the spreadsheet is shown in Table 1. The first three items are calculated in the production schedule area of the worksheet and then transferred to this location. The remaining information is input by the user to be used in later calculations.

Jan 1, 1996

By K. G. Gorling, S. J. Wallden, N. B. Lindvall

It is the policy of The Metollurgical Society to provide, in the TRANSACTIONS OF THE METALLURGICAL SOCIETY OF AIME, a prompt and accurate medium for publication of reports of significant new research in both the scientific and engineering aspects of metallurgy. Papers submitted to the Society are judged by competent reviewers according to established criteria for technical merit, accuracy, originality, and presentation. STAFF: Editorial Director, Rixford A. Beals; Associate Editor, James J. Burke; Assistants, L. Capria and R. K. Larkin. PUBLICATIONS COMMITTEE OF THE METALLURGICAL SOCIETY: A. W. Thornton, Choirmon; Dennis Carney, John Chipman, J. C. Fulton, J. H. Hollomon, H. tl. Kellogg, A. E. Lee, R. Maddin, J. D. Sullivan, and O. Swan. Review and selection of manuscripts is under the supervision of the following Publications Committees: Extractive Metallurgy Division T. B. King. Cha~rmon; S. J. Dickenson, R. P. Hermsdorf, R. Schuhmann, Jr.. and P. T. Stroup. Institute of Metals Division: Robert Maddin, Chairman. F. Lincoln Vogel, Jr., Vice-chairman, W. A. Backofen, R. W. Balluffi, J. H. Bechtold, M. B. Bever, R. S. Busk, C. G. Goetzel, Paul Gordon, C. D. Graham. Jr., Robert F. Hehe-mann, R. I. Jaffee, F. E. Jaumot, Jr., lrving R. Kramer, A. J. Leno, Horold Margolin, C. J. McHorgue, Russell A. Meussner, J. 6. Newkirk, H. W. Paxton, G. E. Pell~ssier, I. S. Servi, Alan U. Seybolt, A. J. Sholer, and Sack Wahsburn. Iron and Steel Division: J. C. Fulton, Chairman; T. B King, F. C. Langenberg, W. O. Philbrook, and T. B. Winkler. Published bimonthly by the American Institute of Mining Metallurgical and Petroleum Engineers Inc., 29 West 39th Street, New York 18, N. Y. Telephonne pennsylvania 6-9220.Petroleum Subscription Engineers$20 per year for non-AIME members in United States and North South and Central 6-9220.SubscriptionAmerica $25 toreign; $5 for AIME members. Single copies, $4.00, iinalo copies Southfpr;ign,andCentral $5 00. The AIME 'is $25not responsible for any statement made or opinion expressed in its publications Copyright 1958 1958 by the American Institute of Mining, Metallurgical, and Petroleum Engineers, Inc. . Registered coble address, AIME New York . . . Indexed in Engineering Index, Industrial Arts Index, ...and Chemical Abstracts . . . Application for second class mail privileges IS pending at New Yark, N. Y. Volume 212, Number 2.

Jan 1, 1959

By Yi Luo, Jian Yang, Hua Jiang

Surface subsidence induced by underground coal mining activities, especially longwall mining operations, can cause various problems to interstate highways ranging from structural integrity, drivability to safety. Accurate subsidence prediction, correct influence assessments, and effective mitigation measures are the keys to ensure the safety of highway traffic. The surface subsidence prediction program, called comprehensive and integrated subsidence prediction model (CISPM), was developed based on the principle of influence function method and has been validated with a large number of subsidence measurements. In this paper, the techniques to use the predicted final surface movements and deformations for assessing their influence on the integrity and functionality of highway structures (e.g., road surface pavements, concrete slabs, transverse joints, etc.), vehicle dynamics, comfort level, and drivability are presented. A number of mitigation measures to protect the highway structures and to ensure traffic safety are proposed along with an application case.