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By Edward L. McHugh

The appraisal of mineral resources of the Challis National Forest, Idaho, by the U.S. Bureau of Mines, was made so that the mineral resources of the forest could be appropriately considered in land use planning. Information from this study is intended to help the U.S. Forest Service to incorporate mineral resource data into forest plans. The study was done in conjunction with the U.S. Geological Survey, which released a companion report on the geology and mineral potential of the Challis National Forest in 1989. Mineral development activity in and under the Challis National Forest has been of great economic significance to Idaho and the United States. Since the 1960's, mines within the forest have produced mineral commodities worth more than $590 million A current (1989) commodity prices. Identified mineral resources have a gross value of about $2 billion at current prices, including 8 strategic or critical minerals. The U.S. Bureau of Mines study identified and described 723 active and inactive mineral properties within the forest. Mineral properties with identified resources were evaluated to determine their economic significance, and an assessment was made of the feasibility of mineral development. Of the 2,516,191 acres in the Challis National Forest, about 390,000 acres were classified as having mining development interest commercially important mineral production, mainly of molybdenum, gold, and silver from the Challis National Forest is likely for the foreseeable future.

Jan 1, 1991

By Gordon T. Austin

The combined value of production of natural abrasives, which includes tripoli, special silica stone, garnet, staurolite, and emery, increased about 21070 in 1989. The increase in the value of staurolite and tripoli production was the result of an increase in the quantity of materials produced and an increase in the unit value. Emery decreased due to the significant decline in the volume of the material produced. Special silica stone experienced both a decrease in unit value and quantity produced. Garnet showed a small increase in quantity, but a decrease in unit value. The silicon carbide industry saw a slight decrease in the quantity produced and a 12070 increase in the value of production. The fused aluminum oxide industry showed a 5070 decline in the quantity produced, but enjoyed a 15070 increase in the value of production. Combined production for both industries decreased 4070 in quantity but increased 13070 in value compared with those of 1988.

Jan 1, 1991

By Joseph M. Pugliese

The U.S. Bureau of Mines has produced a generic in situ copper mine design manual, which contains a computerized cost model for in situ copper oxide mining. The model specifies (1) site-specific parameters, which must be quantified for mine design, (2) a method for minesite design based on those parameters, and (3) a procedure for assessing economic viability for the mine design. The menu-driven computer program performs calculations for developing commercial mine design specifications, as well as capital and operating costs. The default values are based on 1986 dollars, and indices for updating costs are included. The program also provides discounted-cash-flow rate of return (DCFROR) and allows for sensitivity analyses for an in situ mining operation at any specific undisturbed copper oxide deposit. This report is to be used with the 1990 version of the computer program, which has been made user friendly. It describes the flies, tutorial, input phase, help function, and monitor display of all calculated values and of the DCFROR table. The monitor-displayed discounted initial value of investment and annual operating costs are defined. The dual rate-of-return situation and sensitivity analyses are also briefly discussed. Information is provided on obtaining the computer program on diskette.

Jan 1, 1991

This paper aims to address the issue of the public's image of the extractive minerals industry. What is it about the industry that incites such negative feelings and are they justified? Are we really the 'rapists of the land' that many would have us believe? Has the industry really not improved since the old gold boom days?   I believe that the fundamental cause for the public's view is lack of knowledge and understanding of the industry as a result of the dislocation of the end production from its source. There are few people who look at a house, car, record, toilet, tooth-brush, bottle of coke or pair of glasses and see the mine site that supplied the source material. But the mine site and its products should be inseparably linked. This is one area where we should be educating the public û it is all very well being anti-development but the population as a whole is not really prepared to live without its 'mineral'-derived necessities. It is very easy to say that we do not want minerals development in New Zealand but are we prepared to live with the consequences, ie go without its products? We have a duty as a global citizen to develop our own resources rather than expect Third World nations desperate for overseas investment, often with governments who are not prepared to constrain or control their development, to be exploited. New Zealand is not the only 'beautiful' place in the world and we should be aware of the impact that our demands for resources have on the countries who supply us. We have a duty to be a good global citizen.   So how does the industry improve its public image? The key here has to be to educate. This does not have to be high powered or expensive but can be as simple as getting a few local kids' hands dirty panning, and gaining some firsthand knowledge of the industry. The industry also needs to be more pro-active in the public arena. Yes, the industry has skeletons, but the industry should be publicly displaying them û admit that things have gone wrong but let's do it ourselves and not leave it up to the environmental groups to accuse, point the finger and put the industry under public scrutiny. The industry should also be publicising its successes, inviting the local press, councils, etc to view the latest area rehabilitated. But more than anything else we must tell the public what the minerals industry means to New Zealand. Can they really live without us?

Jan 1, 1991

By Jr. Schnakenberg

The automation (robotization) of coal mining activities at the face offers improvements in worker safety and productivity. The evolutionary introduction of autonomous, intelligent robotic machines to perform the most hazardous tasks may become a reality within the next 10 years. The U.S. Bureau of Mines Robotics and Automation research program is aggressively pursuing the development of the enabling technology necessary to achieve this goal. This program consists of both core and applications research, each focused on the fundamental issues of robotic technology. In the short term, the research is directed specifically to the robotization of present-day underground equipment and is being performed in a manner that can make incremental improvements in safety and productivity. The long-term goal is the development of intelligent autonomous mining systems.

Jan 1, 1990

By C. A. Carroll

In February of 1989 the Mission Complex of ASARCO Incorporated completed an expansion of its concentrator, raising the base mining rate from 25,900 TPO (28,500 STPD) to 37,200 TPO (41,000 STPD). The expansion was accomplished by extending the twelve existing Mission ball mills in length, by installing the grinding circuit from Asarco's idled Sacaton Concentrator along with various auxiliary equipment, and by modifications to the flotation circuit and water systems. This paper will give a brief history of the consolidation of the ore body which made the expansion possible and explain the various parts of the expansion.

Jan 1, 1990

By J. J. Fallon

The subject is "Mergers, Acquisitions and Divestitures in Industrial Minerals, but my remarks could also be applied to new product development, resource development and other new business development activities. At the kernel of the subject is due diligence in major decision-making, that is, where major money amounts and a large corporate commitment are at stake. The "due diligence" means how carefully we do our homework before making the decision. The homework or feasibility study addresses different parts of the decision. In the industrial minerals business the study seeks to uncover the pros and cons in: o The mineral reserves, quantity, quality, mineability, access, etc. o The environmental impact of mining, processing and transporting. o The economics of operations. o Financial aspects o Legal aspects o Many other aspects o And -oh yes! the marketing aspects.

Jan 1, 1990

By G. L. Mowrey

One critical element of the U.S. Bureau of Mines (Bureau) autonomous mining research program is the development of a reliable coal interface detection (CID) system. Several candidate CID concepts currently being investigated by the Bureau include vibration, passive infrared, radar, and natural gamma radiation (NGR). To establish which CID sensor technologies need to be developed for a given seam, coal and adjacent rock samples (i.e., immediate roof and floor) are being collected from selected major coal seams in the U.S. and are being analyzed in terms of NGR and other geophysical measurements. Results of the NGR measurements indicate that, in general, all shale and shale-like materials (e.g., drawslate, slate, and fireclay) have higher NGR readings than the coal seam. Consequently the NGR method appears to be a potentially useful CID tool, provided that the immediate roof and floor are both composed of a high percentage of shale-type material.

Jan 1, 1990

By J. Alton Burks

When acoustical materials are used in a mining environment for noise control purposes, they are subject to environmental deterioration from hydraulic fluid, moisture, and dust. These and other factors can cause physical degradation of the material, which can lessen its ability to absorb sound. In this study, the Bureau of Mines measured the sound absorption properties of 16 different acoustical materials after 4 sample treatments: (1) being kept clean and dry (as received from the supplier), as a control or reference standard, (2) immersion in water and draining, (3) immersion in lOO-pct-petroleum-type hydraulic fluid and draining, and (4) exposure in a coal mine. The last three treatments were used to approximate the type of physical degradation that can be experienced in actual use. The impedance tube or standing wave method was used to measure the normal absorption coefficient. It was found that the absorption coefficient of most materials was adversely affected by the retention of either oil or water, with oil having the greater effect. The only class of materials that was affected by neither oil nor water was neoprene foam.

Jan 1, 1990

By Peter A. Spencer

The metallurgical parameters necessary for the design of a carmercial scale bio-oxidation plant have been determined for the treatment of a refractory arsenopyrite concentrate using a moderately thermophilic bacterial culture. The parameters considered were bio-oxidation rate, culture growth rate, nutrients, solids density, level of bio-oxidation, particle size distribution and oxygen uptake rate. The approach for obtaining the optimum values for these parameters is discussed and values based on results fran batch and continuous testing are given. Estimates of the capital and operating costs for a plant treating the carmercial arsenopyrite concentrate have been calculated fran the test data.

Jan 1, 1990

By F. Alsobrook

Industrial minerals are receiving increased attention by metals, coal and other companies seeking to diversify and stabilize earnings. Each industrial mineral has a unique set (and sub-sets) of business dynamics, however, and the diversity can present a bewildering maze to the corporate planner. Shrugging off this complexity and relying on serendipity for entry opportunities often results in unsuitable acquisitions. An effective alternative used in exploration can also be applied to strategic planning. By providing focus and direction, this flexible methodology can prevent wasting corporate resources on random pursuits and result in a quicker, more satisfactory achievement of diversification goals.

Jan 1, 1990

By Craig E. Saporito

INTRODUCTION Freeport-McMoRan Inc. has been very active recently with two major discoveries and its restructuring activities. This paper describes Freeport-McMoRan's businesses, the two major mineral discoveries, and exciting opportunities within the oil and gas operations. BUSINESS ACTIVITIES Freeport-McMoRan is the largest and one of the lowest cost fully integrated U.S. phosphate fertilizer producers. It is the second largest domestic Frasch sulphur producer. Freeport- McMoRan will become the largest domestic producer of Frasch sulphur when its Main Pass Block 299 sulphur deposit reaches full production in 1993. Furthermore, it is the largest transporter of sulphur produced by others. Its oil and gas activities rank among the largest U.S. independents in terms of production and proved reserves. The copper/gold operations in Indonesia are among the world's lowest cost. When expansion operations reach full capacity levels in 1992, the Indonesian copper/gold complex will be the fifth largest copper operation in the world. Operations are divided into three business segments that include: 1. Agricultural minerals, incorporating sulphur, phosphate rock and phosphate fertilizer activities; 2. Energy, including oil and gas activities; and 3. Metals, incorporating copper, gold and silver operations in Indonesia. In early 1989, Freeport-McMoRan announced the discovery of two world-class ore bodies; a sulphur deposit off the coast of Louisiana on Main Pass Block 299, and a copper/gold deposit -- the Grasberg in Indonesia -- approximately two miles away from the existing Ertsberg East operations. As a result of these major discoveries, Freeport- McMoRan decided to carry out a restructuring program. Its purpose was to sell $1.2 to $1.5 billion of non-strategic assets. Debt levels and associated interest expenses will be significantly reduced, and general and administrative expenses will be reduced, which will place Freeport- McMoRan in an excellent position to fund the development of the Main Pass Block 299 sulphur discovery, the Grasberg discovery, and oil and gas discoveries. This restructuring program also will allow Freeport-McMoRan to achieve the greatest future value for shareholders by focusing on its principal businesses (Figure 1). Strategic Restructuring • Sell $1.2 - $1.5 Billion Of Non-Strategic Assets • Significantly Reduce Debt • Significantly Reduce G&A • Fund Development Of Main Pass & Grasberg • Stronger Company; Positioned For Future Growth • Focus Is On Principal Businesses: - Sulphur/Phosphate Fertilizers - Indonesian Copper/Gold - Oil And Natural Gas Figure 1 - Strategic Restructuring AGRICULTURAL MINERALS Main Pass Block 299 Discovery The Main Pass Block 299 discovery has a proven reserve of 67 million long tons of recoverable sulphur. This is the largest known Frasch sulphur deposit in North America. The discovery increased Freeport-McMoRan's sulphur reserves more than five-fold, and is synergistic with the company's phosphate fertilizer assets. The

Jan 1, 1990

By D. R. Spink

A partial desulfurization roasting (PDR) technique has been developed for use on zinc concentrates whereby the sulfide sulfur associated with the iron content is selectively removed over a very short residence ?time in the roaster. The resulting PDR product is then leached for the selective removal of the iron. The resulting leach restdite is an upgraded zinc sulfide concentrate which has a very low iron content. The up-graded zinc concentrate can be subjected to a conventional dead roast without formation of deleterious zinc ferrite so that hot acid leaching and jarosite (or other) iron precipitation steps are obviated. Examples are presented for the treatment of three very different types of zinc concentrates.

Jan 1, 1990

This paper describes the new legislative regime that will apply to the regulation of the minerals industry in New Zealand. The reform of New ZealandÆs minerals legislation was initiated in January 1988 when the Minister for the Environment, Rt Hon Geoffrey Palmer, announced the Governments intention to review all the major laws governing New ZealandÆs resources. The Resource Management Bill is scheduled for introduction to the House in December 1989 and its date of enactment is scheduled for June 1990. With some matters still to be determined (at the time of writing), this paper cannot be a definitive review and description of the new legislation, it is instead an attempt to outline the major features of the Bill, to date, that are seen as important to the mining industry.

Jan 1, 1990

By Conny Postupack

To make money in mining coal you have to sell it for a lot more than it cost you to get it out of the ground. And yet, every year it cost us more and more to stay inbusiness, while the price we get for coal does not increase at the same rate.

Jan 1, 1990

By Joan Stoupa

The expansion of the West Point wastewater treatment plant located in Seattle, Washington, will require a permanent tieback retaining wall to enlarge the plant site for the new treatment plant facili­ties. The retaining wall will extend approximately 3,000 feet along the property boundary between the treatment plant and the neighboring Discovery Park. Wall heights will range from 35 to as high as 65 feet. The purpose of the retaining wall is to provide a more uniform grade on the plant site and to resist lateral pressures exerted by the upslope, unstable hillside. During preliminary design of the retaining wall, various wall systems were evaluated based on assumed subsurface soil conditions. Results of preliminary studies indicated that expected subsurface conditions and wall heights made a permanent tieback retaining wall feasible. However, uncertain loads on the wall and the capacity of anchors in the native soils were significant. As a result, a detailed geotechnical program was conducted. The scope of the program included conventional drilling, sampling, analyses, and a field test program to determine site-specific anchor capacities. This paper describes the anchor test program and results.

Jan 1, 1990

By J. M. King

A crucial step in the acquisition by one company of the assets of another, the acquisition of the stock of another company, or the merger of two com-ponies, is the legal due diligence which needs to be performed in order for the acquirer to ascertain or confirm the obligations, liabilities and exposures to risk that are being assumed along with the assets or corporate stock being acquired. Where the obligations, liabilities, or exposures to risk arise from existing contracts, or from pending lawsuits, administrative proceedings, or threats of these actions, those matters are relatively straightforward to discover by careful review of the files of the party whose assets or stock is being acquired. However, where a company is engaged in ongoing mining or processing operations and has operated or owned mining proper-. ties, there are many sources of liability and exposure to risk which could have major adverse economic consequences to the acquiring party and which are not revealed, or at least are not clearly delineated, by the records of the company whose stock or assets are being acquired.

Jan 1, 1990

By D. J. Gurtler

On January I, 1988, Chino Mines Company initiated the use of a system of economic splits for all materials encountered in mining. All mined material is evaluated as mill ore, solvent extraction-electrowinning plant feed and non-ore material to determine its disposition. Post-implementation studies indicate that a significant increase in financial returns on material mined was realized when compared with the copper cut-off grade previously in use.

Jan 1, 1990

By J. L. Johnson

The U.S. Department of the Interior, Bureau of Mines, investigated recovery of concentrates containing tin, tantalum, and niobium from the Kougarok deposit on the Seward Peninsula, AK. To date, 25 million lb of tin has been delineated in occurrences containing 0.36 to 1.32 pct Sn, and the resource potential is estimated to be as high as 25 million short tons at average grades of 0.75 pct Sn, 0.025 pct Ta, and 0,025 pct Nb. Deslimed ore was concentrated to 54 pct Sn, 0.3 pct Ta, and 0.3 pct Nb, with recoveries of 74 pct Sn and 44 pct Ta/Nb using a Humphrey's* spiral followed by a Deister shaking table. Tin values in the slimes were upgraded to a 5-pct-Sn concentrate using a Bartles-Mozley separator followed by flotation. The 5- pct-Sn was further upgraded by fuming to give a concentrate containing approximately 60 pct Sn. The recovery of the two products combined was 80 pct Sn and 46 pct Ta/Nb, A flowsheet with mill-design parameters resulted from the metallurgical testing. An economic analysis was made based on the proposed process.

Jan 1, 1990

By T. Warren, R. Pender

"Significant strides have been made during the past decade to integrate the traditionally separate administrative functions of financial management, materials management and maintenance management.In 1983, Key Lake Mining Corporation (KLMC) brought on-stream one of the most technologically advanced mining operations in North America. There was a requirement to support this new facility with state-of-the-art management information systems.This paper will discuss the development and evolution of the corporation's computerized information systems with specific emphasis on the utilization of computer systems to assist maintenance personnel in performing their work activities:Note: In August of 1989, the administration and operation of the Key Lake Mine was assumed by CAMECO - A Canadian Mining and Energy Corporation.IntroductionThe Key Lake Mining Corporation was incorporated in 1979 and operates a $500 million uranium mining and milling complex located in northern Saskatchewan.The feasibility study and environmental impact statements for the Key Lake Mine were submitted in 1979and in August of 1981, following a public inquiry, approval to proceed with construction was granted. Ore processing commenced in October of 1983 and during 1984 a total of 10.4 million pounds of uranium oxide (U3O8) was produced. In 1987, an annual production of 13.5 million pounds was achieved clearly establishing Key Lake Mining Corporation as the world's leading producer of uranium oxide. Current ore resources are expected to extend production of the Key Lake facility into the year 2000."

Jan 1, 1990