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By H. J. Sandri

In the spring of 1991, Western Aggregates, Inc. began operating the newest expanded shale lightweight aggregate operation in North America. The operation is located in Jefferson County, Colorado, just south of Boulder, at the sight of the former Ideal Basic Industries ("Idealite") lightweight aggregate plant, which was decommissioned in 1975. The "new" facility has been built to principally serve the Denver and Front Range markets, as well as ship products into other locations in Colorado, Wyoming, New Mexico, Kansas and Nebraska. Western Aggregates is a wholly-owned subsidiary of Inco U.S., a subsidiary of Inco Limited of Toronto, Canada. Inco Limited is the free world's largest producer of nickel and is a leading producer of copper, cobalt, gold, silver, and platinum group metals, high nickel and super alloys, and specialized engineered products. Inco is constantly seeking new mining related investments that leverage off its mining and processing skills and that meet corporate fmancial objectives. Construction materials are an area presently being pursued by Inco. The basic 'building blocks' of society, from a construction perspective, are sand and gravel, stone, and aggregates. To the vast majority of people these are natural products that are mined, quarried or dredged, and other than washing, screening and crushing, are generally used in their primary form. While these materials vary from quartzite river rock, to calcified limestone, to hard basalt, they are generally classified as "heavy" aggregates. There are, however, other types of aggregates that do not fall under the "heavy" classification, but are used in general construction activities just the same.

Jan 1, 1992

By Carl O. Nickle

"IntroductionIF I WERE ASKED what are the two most important single factors in shaping the growth of Canada to date, and in building its future, the answer would be: first, the treasure house of natural resources on and below the surface over the length and breadth of our country; and two, the pioneering spirit and 'get up and go' of many of our people. The two factors are inseparable. Without the pioneering spirit, the natural resources of land, forest, stream, and the subsurface would have continued •to be useless,. Idle assets. With the pioneering spirit, Canada's natural resources have been and are creating economic revolutions.Western Canada oil and natural gas rank high on the list of such revolutions. Calgary, your meeting place today, is the birthplace of this economic revolution, one that has already sharply altered the economy .of the middle half of Canada, particularly that of Alberta; is increasingly making its weight felt on the economy of all Canada; and is helping re-shape world thinking on sources of vital petroleum supply for both peace and war. Calgary is today the 'operation headquarters' for the great bulk of a huge exploration and development programme that now extends over a quarter of a million square miles of Canada's West. As a Calgarian, •therefore, I am particularly happy to have this privilege of talking about oil and natural gas to members of the C.I.M.M., who play a key role in the development of all Canada's varied natural resources."

Jan 1, 1952

By Kenneth L. Maloney

Ten small and intermediate-sized [11 GJ/hr to 264 GJ/hr (10,000 lb/hr steam to 250,000 lb/hr steam)] coal-fired boilers in the upper Midwest have each been tested on both a bituminous eastern coal and a subbituminous western coal. The purpose of this study was to determine the feasibility of substituting western subbituminous coal for eastern bituminous coal as a means of reducing the SO x emissions from this class of boiler and to demonstrate the feasibility of greatly expanded western coal utilization as a means of reducing the use of oil and gas. The scope of this study was such that the representative boiler types were tested on both eastern and western coal for a period of time sufficient to completely characterize their individual emission and operational characteristics.

Jan 1, 1977

By Ted Schwinden

It's my pleasure to welcome the Rocky Mountain Coal Institute to Montana. Now that you've ended a 74 year history of meeting outside our borders, I hope you'll be back more often. Even if I can't convince you to come back before 2060, when another 74 years will be up, I'm confident the Kalispell and Flathead Lake area will do the persuading for me. In recent weeks, I've made a number of speeches around the state pointing out just how wrong the revenue projections in Montana's state government made in April of '85 were when we came to April of '86. Since the middle of this month, Montana's legislators have been in Helena struggling to balance a state budget that, by the end of fiscal year '87, threatened to be some $88 million in the red. Other western states reliant on natural resource and agricultural economies have found themselves caught in the same deflationary spiral. The "window of opportunity" I proposed and the 1985 Montana Legislature passed, couldn't have been opened at a more difficult time. What was envisioned as an incentive to expand Montana's coal production, and our tax base, ran aground on low oil prices and excess hydroelectric power. De- spite the one-third severance tax rebate offered on new coal production, year-to-date figures published in the June 2nd Coal Week show that production in Montana is down almost 10 per- cent from last year. Again, we're not alone. Production in Wyoming is down 8 percent and in North Dakota, it has dropped 13 percent. An over- all 3 percent production decline in western states looks even worse when contrasted against a 12 percent increase for your eastern competitors. Montana's "window of opportunity" had the potential to be a significant signal to your industry. That potential was quickly tempered by the inability of Arab nations to stabilize world energy prices. If any of us had forgotten, the last twelve months have reminded western states that the well-being of our natural resource economies has a tremendous impact on the ability of all levels of government to provide services. The past year has also driven home that in the world of business and in the business of the world, risk-taking is still the name of the game. The Western Governors recognize the problems facing this industry - and our states - and we're prepared to fight for the future of western coal. In the past two decades, legitimate environmental concerns have created a vast body of new legislation affecting coal producers. The industry has been required to meet new reclamation standards - tough regulations relating to ground water, air quality and wildlife habitat. To the industry's credit, coal companies have hired professionals with the technical know-how to do it right. Rather than considering reclamation laws to be an unreasonable burden, today's coal company is more likely to view its reclamation efforts as a source of corporate pride. In a sense, the industry and the agencies which regulate it have matured together . . . although at times OSM is reluctant to admit that either of us capable of or willing to play by the rules. Certainly some abuses exist and OSM's oversight has been helpful in ensuring parity between those states willing to comply and those that would rather defy federal law. Nonetheless, penalizing the more modem and responsible western coal industry for abuses that occur elsewhere is both unfair and counterproductive. Federal penalties range from "cruel and unusual" reporting requirements to the proposed electricity tax that would effectively force utilities and ratepayers who have already met the sulphur emission standards to subsidize those who have dodged their cleanup responsibilities. As a member of the Alliance for Acid Rain Control, I have joined corporate leaders, academicians, environmental representa-

Jan 1, 1986

By H. G. Fleshman

?Wyoming bentonite? has become almost a world-wide trade mark for high quality sodium bentonite. Although bentonite is produced in more than a dozen U.S. states the largest producing area covers Wyoming and adjacent parts of Montana and South Dakota. Bentonite was originally known as Taylorite and later renamed Bentonite by Dr. Sam Knight, the State Geologist of Wyoming. The new name came from the Fort Benton shale member of the Mowry Formation. Bentonite is a clay consisting essentially of the montmorillonite group of minerals. Since bentonite has good ion exchange capabilities, various cat-ions are easily replaced. These cations are usually calcium and sodium; however, magnesium, lithium, potassium, and others can be exchanged. One way of classifying the clay is based on its swelling capacities when wet or added to water. Bentonite having sodium as the dominant exchangeable ion typically has very high swelling capacities and forms gel-like masses when added to water. Bentonite in which exchangeable calcium is more abundant than other ions has much lower swelling properties than sodium varieties.

Jan 1, 1987

By H. Foster Bain

THE "miracle of production." which was such an essential element in winning the European war, was nowhere more in evidence than in our Western States. In shipbuilding alone the Pacific Coast States -et a mark never before equaled, and in production of war goods of many kinds, both Rocky Mountain and Coast States accomplished more than their proportionate share if measured by population standards. This was only possible because of the building of immense new plants of many types, largely financed with Government money. Their operation has built up payrolls in the West and brought a measure of prosperity which Westerners are naturally anxious to have made permanent. A widespread doubt obtains, however, throughout the nation and even in the Western States themselves, as to whether, and if so to what extent, this may prove possible. The question has been raised as to whether the national treasury has not been raided to stock the Western ranges with a voracious breed of white elephant .

Jan 1, 1945

By Z. Y. Ding

This paper emphasize two points in piled wharf design which are important than structure calculation. First, during design of piled wharf on soft stratum, the bank slope stability is the first important item. Second, the live load, the backfill and the original ground's settlement will influence the wharf structure causes cracks. Two practical examples were illustrated.

Jan 1, 1991

By M. D. Hassialis

THE object of a technical paper is to communicate new technical knowledge, the paper being the vehicle of communication and the existence of new knowledge its reason for being. It follows that the development of information worthy of communication, the criterion being novelty, is prerequisite to exercising the privilege of communication. The act of communication is achieved when the reader perceives the nature of the new knowledge, i.e., when he understands it. A paper achieving this objective is an acceptable technical paper. Development of new knowledge has as one of its purposes the increase of the existing state of knowledge and the enjoyment of the benefits derived therefrom. Technical knowledge is a collection of facts so ordered as to make apparent, relations existing between the facts. When the interrelations have been exposed the facts have been interpreted or explained Three broad, overlapping categories of technical papers may be recognized: papers consisting of (a) a report of facts, (b) an explanation of facts, or (c) a combination of a report and an interpretation. Ideally a technical paper should belong to one of the last two categories but current practice is to accept papers belonging to any of the three categories. Based on a small sample drawn from the scientific and engineering literature, the relative frequency of the three types is a: b: c:: 20:1:14. If the sample be limited to engineering literature, the ratios become a:c::2:1; type (b) being nonexistent. This large departure from the ideal is a consequent of the

Jan 1, 1948

By John K. Hammes

INTRODUCTION This introductory paper presents a description and definition of what the finance function is and what it specifically means for the mining industry. In its simplest terms, finance is, "management of money matters". As an area within the discipline of business administration it draws heavily on the related fields of economics and accounting, and to a lesser extent on marketing and production. MINING FINANCE DEFINED In preparing to write about what finance means to the mining industry, I asked a number of mining people the question, "What does mining finance mean to you?" Most responded that mining finance was "How a company borrowed money for mine development", and perhaps half those questioned included "raising equity" in the definition. It is not surprising that the mining industry concept of finance is the providing of funds needed for the objectives of the business, for that was once a view shared by authorities in the field of business administration. Further, it is certainly the area where much of the emphasis has been placed in the past ten to fifteen years as the industry struggled with the development of more remote and more refractory or lower-grade orebodies while profitability and internal cash flow were below expectations. No wonder project finance became such a popular topic. Twenty years ago it is probable that the emphasis would have been on mine valuation, for that subject was the area of finance then most often examined in industry publications. Papers concerning the pros and cons of payback, internal rate of return, and discounted cash flow appeared regularly. Let's examine the following situations, each the result of a financial decision: - Funding the exploration program in a developing country was accomplished by buying the next six-months budget needs in local currency. One week later the currency devalued 30 percent. If the purchase had been delayed or the local currency borrowed short term, a substantial saving would have been made in funding the program. - A major mining company borrows heavily to finance both expansion of its primary mining business and its entry into several new industry segments. When markets for all of the commodities it produces turn down for a prolonged period, there is concern over the adequacy of cashflow to cover debt service in addition to other company needs. The company's financial officers, however, had arranged very large committed credit facilities from numerous financial institutions which assured the availability of funds for several years. This enabled the company to implement a strategy to conserve cash, sell assets and survive until conditions improved. Further, short term suppliers of credit also were comfortable with the assurance that longer term credit was there to support them. -A medium size mining company financed several mines independently with limited obligations on the part of the parent company. The company decided to refinance the operations under one agreement. More flexible terms, lower interest cost and a longer tenor financing were achieved in return for assuming the risk as a direct obligor. - The exploration and development group of a large mining company proposes to develop a new mine in a country in which the company does not presently operate. When the investment is rejected they are advised that one reason was that the reinvestment assumption inherent in the discounted

Jan 1, 1985

By James M. Barker

Marketing is the linchpin of the industrial-mineral (IM) industry. Without markets and consumers for IM products, all other associated IM activities are superfluous. The simple existence of an IM deposit does not mean that it can be exploited. A dynamic interaction between exploration (geology), mining, processing, transport, marketing, sales, and consumers is required for profits. Geology dictates the existence of a deposit, but markets dictate its development, and transportation provides the connection. This is true to such an extent that marketing commonly is called the exploration phase of IMs. Marketing is strategic and includes long-range market-development and planning activities, whereas selling is tactical and more focused on day-to-day consumer interactions. Each will help the other when properly done. Many producers of IMs have failed because of inadequate marketing skill, information, and practice. Over many years at the Montana Bureau of Mines, the many developers seeking technical assistance to find an IM deposit, but who had no marketing plan, always failed. In contrast, the few who sought assistance first on marketing, with the IM deposit to be found later, always succeeded (Richard Berg, personal communication, 1998). Marketing has many facets helped by geologists who must be aware of what marketing is attempting to do. A geologist needs to understand many aspects of IMs: location (deposits, plants, consumers), processing (specifications), transportation (truck, rail, barge, ship), competition (local, regional, national, international), substitutes, pricing, and new developments and market forces of all kinds. Some needed skills are not taught formally to geologists, so well-rounded self-education and on-the-job training are the way a geologist normally enters into IM marketing. The IM geologist generally is associated with marketing either by helping to prepare a market study or by acting on the results of one. Preparing a market study is a two-part process. The first part is relatively simple but requires a time-consuming collation of data into an IM survey (mostly past-and present-oriented). The more difficult and much more important second part entails expanding the IM survey into a market evaluation (mainly future-oriented) that emphasizes forecasting, timing, location, and specific products. A market evaluation generally boils down to formulating the right questions to ask of the right persons. One very good question to ask is, "What could be the market for this specific IM?" while thinking for yourself without excessive recourse to gossip, rumors, promoters, developers, or (at times) IM experts. The evaluation must prove that market potential exists and suggests a marketing plan. Effective marketing is an ongoing process, with the initial marketing plan modified over time, using wide and continuous input to avoid tunnel vision. Industrial-mineral markets are based either on commodity (lower-priced, basic-processing) minerals or specialty (higher-priced, value-added) minerals. IM marketing methods are either product-driven (commodity minerals), a more traditional approach, or market-driven (specialty minerals), but these are neither mutually exclusive nor is one always better than the other. Focusing too much on specialty minerals can lead to problems. A blend of commodity products with specialty products commonly lowers risk and enhances long-term profits. The highest profits occur in specialty minerals at the cost of higher risk and complexity and require intelligent marketing, versatile technical services, and creative research and development. Industrial minerals are best served by an industrial-marketing approach rather than a consumer approach. Modern industrial marketing emphasizes the consumer using the "marketing concept." The marketing concept focuses all management and operational activities on total consumer management and satisfaction similar to the total quality management approaches to excellence.

Jan 1, 1999

This paper will address this question from the point of view of a drill and blast engineer or researcher working in open cut and underground mining operations. The paper will establish a common set of reference standards for high-speed imaging and data capture, which engineers and researchers can apply when deciding which type of imaging technology is appropriate. It will present an overview of current image analysis technologies and practices in use across a range of appropriate scientific fields and draw lines of commonality of approach between these fields and the field of mining and blasting applications analysis and research. In addition, the paper will examine the different technologies from an image quality and data stream reference point, ease of operation, cost, and reliability parameters. Finally, this paper will present an argument for the hybridisation of established and new technologies which could provide a more beneficial approach to the use of imaging as a tool of quality control, research and analysis in the mining based industries. This will include a novel approach to digital high-speed imaging and data analysis in the field, which should deliver high-quality images and data analysis in a time frame that is more appropriate to the need for immediate action, analysis and problem solving.

Jan 1, 2007

By GEORGE ROBERT DE BEQUE

WHAT is wrong with oil shale? The answer is of interest to the public, to the oil refiner, and to the engineer. Many people have invested in shale land or shale securities, and others would invest if early development of the industry were certain. In the face of increasing demands for oil products, oil refiners are threatened with inability to maintain present output unless the supply of domestic petroleum is supplemented. Development of the oil shale industry would open a new field for engineering services. The object of this paper is to suggest reasons why there is but one shale plant in operation in the United States, and to discuss the probable time when the business will be firmly established in Colorado. As the Colorado deposits are the richest and largest in the world, ample supply of material is assured, consequently, this discussion will be confined principally to technical problems and economic problems affecting shale development.

Jan 1, 1924

By L. A. Cramer

There are a couple of dozen junior platinum mining companies coming into existence in Southern African and most intend to mine, concentrate the PGM?s in a flotation product and sell the concentrate to one of the major producers in South Africa. The price they will receive for their product and hence the return they achieve for their investment will depend upon the large number of factors that influence the market for such a product. Unfortunately the number of buyers is severely limited as it is dominated by the two major local producers, Impala Platinum and Anglo Platinum. Furthermore the current smelting technology has limited capacity for UG2 concentrates and high nickel concentrates will quickly fill any available base metal refining capacity. Few if any overseas buyers can compete for the bulky flotation concentrate produced. This paper will explore those factors such as metal recoveries, metal prices, operating costs, capacity constraints, deleterious elements, transport issues, metal premiums and discounts that are in play, types of flotation concentrates, processing capital costs, PGM grades, etc and their impact up on what smelters and refiners might be prepared to pay for such PGM concentrates. Ultimately simple graphs and equations can be developed for probably payment terms for such concentrates. Those who negotiate well will move to the higher return section of the envelope and those who use the concentrator facilities to produce the most saleable combination of flotation concentrates will enhance their returns. A deep and firm understanding of the issues surrounding this market is necessary in order to negotiate the best possible price for the seller.

Jan 1, 2008

By H. Lyn Bourne

This is the seventh annual tabulation of royalty information. It is also the first year in which some data have been deleted to make room for new data. The concept of royalties evolved from a time when the government owned all of the land, including mines, to the situation where free miners won the right to claim minerals but paid a portion of their production to the royal treasury. Today, a mineral royalty is a payment to the owner of the mineral rights for the privilege of producing the mineral commodity. However, some people incorrectly believe that the selling price and the royalty are the same thing. The contract between the owner (lessor) and the mining company (lessee) is the mineral lease. Some clauses that are common to mineral leases include: identification of property, granting clause, reservations, definitions, royalty rate, taxes and title, indemnity, termination, inspection, assignability, successors, and reclamation. There often are variations in royalty rates for a given commodity that reflect differences in location, quality, market conditions or public versus private ownership. History In the time of ancient Rome, the government owned the mining properties by virtue of conquest. It would lease the mines to favored citizens who would pay rent to the State. Various conditions of sovereign ownership of both land and mineral rights continued in Europe until the Renaissance. As the laws evolved for land ownership by private citizens, the concept that minerals belonged to the State (King, Crown, sovereign) continued until about the 15th century. Free miners challenged the notion of sovereign ownership and won the right to discover and claim minerals. But a portion of their production had to be paid to the sovereign - a royalty. So, the original concept of a mineral royalty was a tax on production that was due to the Crown or Church. The term mineral royalty, as it is known today, is a payment to the owner of the mineral rights (formerly the royal owner) for the privilege of mining and producing the mineral commodity. The owner of the mineral rights, the lessor, and the mine operator, the lessee, enter into an agreement to mine the property. The agreement is the lease. While this concept is common, there are some who do not understand that the royalty is a portion of production paid to the owner as agreed on in the lease document. This author has seen reports where the selling price of a commodity has been quoted as the royalty. ("They get 70 cents a ton royalty at their pit and the guy down the road only has a 65 cent royalty.") These reports have been authored by people not familiar with the mining industry. Lease clauses In addition to the amount to be paid the lessor, there are several other items to be addressed in the lease agreement. The following list may not be all inclusive, but briefly describes most of the common clauses any good mining lease should contain. Identification: This opening clause names the owner (lessor) and the operator (lessee), the address of each, and gives the legal description of the property. Granting clause: This part of the lease gives the time period or duration of the agreement and information about renewal periods. It also has language about the exclusive right of the lessee to mine the property. Reservations: If the owner wants to exclude any portion of the property or set some specific conditions about the operation, there needs to be a clause that describes these reservations. Definitions: This section should address some of the technical terms that the lessor may find confusing - short tons versus cubic yards, dollars versus percentage of average selling price, any escalator indices such as consumer price index or producer price index, and material mined versus material sold. Royalty: This section spells out what the royalty rate will be, how often it will be paid, if there is an annual minimum, the pay dates, and how the records will be kept. This section also describes the conditions under which the lessee is exempt from the annual minimum - natural disasters, strikes, governmental actions, or other causes referred to as force majeure. Taxes and title: The lease needs to identify who is responsible for the property taxes, severance taxes (if applicable), and other taxes that relate to the mining activity - taxes on equipment, improvements, or stockpiles. This is a good place in the lease for the owner to certify his ownership of the property and its mineral rights and also certify that no other leases are in effect. The lessees may want language that allows them to pay mortgages or other debts on the property to keep their lease in effect. Indemnity: This portion of the lease identifies that the lessee assumes the risks for lessee's mining operation. Lessor should expect indemnification by the lessee through standard insur¬ance policies - workers compensation, liability and property damage. Termination: Both the lessor and lessee want language that will allow them to terminate the lease. This section of the lease describes the conditions under which one of the parties may terminate the lease (failure of the

Jan 1, 1989

By A. C. Rubel

WHAT does management expect of W and from an engineer? First and foremost, it expects that he should become, and therefore should fit himself in every way to be, a part of management so that he may assume as much and as many of the responsibilities of management as his ability and the opportunities of the job permit. Let me make clear at the start that the profession of pure, technical engineering offers but limited opportunities at the top levels because of the inherent organization of engineering work. The line of succession to top jobs may be likened to a cone with a broad base and an extremely sharp point. Consider any oil company, large or small, or any operating function of that company, and you will find few top engineering jobs in the organization. This is true by the nature of the work handled. There will be a few district engineers depending on the spread of operations, a chief petroleum and production engineer, perhaps a few research engineers, possibly some technical executive assistants, and that is usually all. The road to these jobs is a long one and the competition is tough. The larger the organization the greater the opportunity, but always the ratio of engineers to top engineering jobs is only a small one.

Jan 1, 1947

By P Card

Some project managers accept unsatisfactory economic evaluation modelling because they are unaware of what constitutes good practice. They tend to leave it to the evaluation specialist or others to decide. The AusIMM has published on its website a draft set of guidelines for technical economic evaluation which will allow these project managers to take control and demand worldÆs best practices.The style of the guidelines is described and the source of a worked spreadsheet example in Excel is given.Economic evaluation in project management is described. A simple test for the acceptance or rejection of evaluation work is offered. The nature of modelling and evaluation in each of the three study phases of concept, prefeasibility and final feasibility are described. Suggestions on the selection of specialists for each phase are given. The three levels of evaluation thinking are described, namely, modelling, valuation and evaluation. Finally the meaning of æfinancial analysisÆ is explained.The conclusion is that æthe role of an economic evaluation specialist is to create models and evaluations for the whole project team to readily understand and use: it is not to create models for his/her own useÆ.CITATION:Card, P, 2012. What project managers must demand from an economic evaluation!, in Proceedings Project Evaluation 2012 , pp 173-176 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

At first glance the staid Joralemon background does not seem to equate with the life of adventure that irresistibly called me for over 70 years. But my ancestors had their adventures too. My father's family were Dutch Reformed Protestants who had energy or daring enough to come to America to escape the Catholic persecution that followed the Massacre of St. Bartholemew. The first Joralemon came from Friesland to New Amsterdam m 1636, just after Peter Stuyvesant. My father's mother's family, the Berdans, were French Huguenots who came to northern New Jersey only a little later to escape the Catholic domination in France. Some say that the first Berdan to come to America was given all the land between the Passaic and the Hacken-sack Rivers by King James. Whatever, the Berdan family settled there and was able to make a scanty living by farming and selling their produce in Manhattan. The spirit of adventure in my mother's family was just as tenuous. Gamaliel Beaman was pastor of a shipload of Puritans who came to Massachusetts in 1636. Gamaliel's descendents were peaceful farmers and some ministers in New England and later New York State. They had got all of the adventure out of their systems in the long and dangerous voyage across the Atlantic to escape religious persecution. The Joralemons and the Berdans married into families that had been in America almost as long as they had. On my father's side the Berdans, Doremus, DeGreys, Vanderbeeks, and Varicks showed by their names their Dutch or French Huguenot stock. The only one who achieved any fame was Peter Varick, who was George Washington's military secretary during the American Revolution. After this he was nine times mayor of New York and was one of the founders of Kings College, later Columbia University. He was responsible for one of my few ancestral claims to distinction. When the Marquis de Lafayette made a fare-

Jan 1, 1976

By Oliver Bowles, Carl A. Gnam

THE construction industry normally contributes extensively to the general economic welfare of all sections of the country. Billions of dollars are spent for materials and labor, and the success or failure of many business enterprises depends upon the volume of construction. The steel, aluminum, copper, cement, brick and tile, lime, gypsum, stone, sand and gravel, and several of the less prominent mineral industries are vitally concerned. Of great interest, therefore, is the accumulation of needed construction following the relative inactivity of the past five years, the recent moderate revival in building, and the prospect of a broader and more definite upturn. One may judge the magnitude of possible expenditure for construction by what has occurred in the past. The peak years were 1925 to 1928, inclusive, when the annual values of con- tracts awarded amounted to over six billion dollars. In marked contrast was the 1933 total of about 1% billion, the lowest level shown in the Federal Reserve Board Index, which goes back to 1919, and the more favorable 1935 figure of about 1.7 billion. An increase of nearly four billion over the 1935 volume would be necessary to equal the peak year 1928.

Jan 1, 1936

By W. B. Plank

I HAVE been asked by the Chairman of the Engineering Education Committee to outline what the engineering colleges would like the mining companies to do with the young engineer just, out of college. It has been suggested that, because my own personal experience has been almost entirely within the coal industry, I handle this subject from that view- point. Many thoughtful engineering educators are today wondering what effect the present employment policies of many industrial companies are going to have on the young man just starting out in his profession. Since before the World War large industrial concerns, such as those in the electrical and mechanical industries, have gone to the colleges to interview 'likely graduates until today there has developed in most of our engineering colleges, especially in the eastern part of the country, what appears to be a lively competition on the part of these companies in bidding for the young graduate engineer. The employers of mining engineers, with one or two exceptions, have not yet begun to enter this competition. It remains to be seen how serious this situation will become, how it will affect the training of other engineers, and what effect, if any, it will have on the mind of the young man about to enter college who may be inclined to take up mining engineering, but who gains the impression from this well advertised employment service just mentioned that there is no opportunity for him in the mineral industry as com- pared with the opportunities offered in say civil, mechanical, and electrical engineering.

Jan 1, 1929

By J. Girard, V. Aubé, M. Barakate, S. Bellec, M. R. Eddahabi, Y. Chaik, M. Deshaies

"The activated carbon used in the carbon-in-leach (CIL) process to absorb gold is subject to breakage. This carbon breakage can be minimized, but it will always be necessary to deal with fine carbon particles, known as carbon fines. These fines contain a significant amount of gold and mining operations generally struggle with the treatment of this product. Since IAMGOLD’s Essakane mine is located in Burkina Faso, shipping carbon fines out of the country was not considered a viable solution due to the logistical burden and legal procedures in place. A benchmarking study demonstrated the complexity of treating carbon fines on site. IAMGOLD partnered with the host government to find an innovative approach to economically recover the gold locked in these fines. This paper describes the new circuits commissioned in July 2016 built to improve carbon fines collection, incinerate the carbon fines and leach the gold in the ashes produced by incineration. These new circuits successfully demonstrate that it is possible to extract more than 94% of the gold content in the carbon fines. This is profitable for the company as it improves the overall mill recovery rate by 1.0% to 1.5% and significantly decreases gold inventory build-up on site.INTRODUCTION The activated carbon used in the carbon-in-leach (CIL) to absorb gold is subject to breakage. This breakage can occur in the CIL tanks, the stripping circuit, the regeneration process or anywhere throughout the pumping and handling processes of carbon through the circuit. Fine carbon particles are invariably created and, because of their small size, present a large specific surface which favors gold absorption (Hilsher et al., 2014). At the very beginning of operations at Essakane, the carbon fines were recovered by means of a thickener and a filter press, but the circuit was undersized and inefficient. Subsequently, a decantation basin was used to settle the fines before the thickener. The settled fines were shovelled from the basin into bags. All these bags were stored in the backyard of the plant. The average tonnage of carbon fines recovered monthly was 23.5 tons with a gold grade at 1938 g/t."

Jan 1, 2017