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By R Baumgartner

The Canahuire deposit is a recently discovered Au-Cu-Ag epithermal deposit in Southern Peru. A geometallurgy program is a key study element of the project Feasibility study. Metallurgical, mineralogical, and comminution studies have been completed over a suite of samples, spatially distributed among the various geological/ore domains. The early stage of Canahuire presents challenges as there is a lack of metallurgical information to guide geometallurgical sampling, in contrast with an established deposit at a more advanced stage of development or mining. Nevertheless, the available information will assist in the development of geometallurgical domains for Canahuire in order to ensure that future metallurgical, mineralogical, and comminution test work is representative of the deposit variability. This supplementary knowledge will be able to predict important metallurgical parameters which will be incorporated into a geometallurgical model to spatial predict material types, metallurgical recovery and through put. The information obtained will be a valuable addition to the future mine plan, influencing process design, engineering design, plant operation, operating and capital costs, and ultimately will reduce project development risk.

Sep 5, 2011

By John S. Civetta, Seth Martin, Marc J. Gallagher, Arthur J. Alzamora, Ronald Peralta

The Crown Building, built circa 1921, is a 26-story iconic building located at West 57th Street and Fifth Avenue in the heart of Manhattan. The paper highlights collaboration between the geotechnical engineer and foundation contractor to develop economical and practical solutions to foundation design and construction challenges associated with this complex redevelopment project. The project includes both below-grade and above-grade expansion of the occupied building, and required undermining the existing foundations, and essentially doubling the foundation loads. The below-grade expansion required surgical foundation work including drilling minicaissons, shoring columns, underpinning, and excavating 20 feet of rock.

By J A. Wells, K G. Thomas, R F. Dewhirst

"One of the contributing factors to the extreme cost escalation in the first decade of the 21st century was the increase in the amount and cost of engineering work that went into studies and projects. Various reasons for this were identified, including unsatisfactory productivity due to a shortage of experienced/qualified engineers, the increased complexity and infrastructure requirements of many projects due to location, metallurgy that is more challenging and increasing environmental and social requirements. These conditions often led to unsatisfactory project results in terms of cost and schedule blowouts and created a loss of confidence – both internally and externally – in the industry’s ability to complete projects on time and on budget.Technical fundamentals aside, the experience and effectiveness of project teams has had, and continues to have, a major impact on project cost, schedule and ramp-up to nameplate capacity and operating parameters. There are unfortunately too many examples of where project teams have not been as effective as they could or should have been, all to the ultimate detriment of the project.Using the authors’ extensive experience on both owner’s and engineer’s teams, this paper discusses some of the main reasons for suboptimal team, and hence project, performance and offers thoughts on how best to build and maintain project teams. The analysis and conclusions drawn are built around the Tuckman model of group development known as ‘forming-storming-norming-performing’, which was first proposed some 50 years ago. Given the importance of good teamwork to project success, understanding how project teams grow and become efficient and productive is an essential part of good project management that should receive more attention.CITATION:Dewhirst, R F, Thomas, K G and Wells, J A, 2016. Building and maintaining effective project teams, in Proceedings Project Evaluation 2016, pp 38–48 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By T J. V Duffy, L H. D Siahaan, P G. Albert

G-ResourcesÆ Martabe Mine in North Sumatra, Indonesia, is a US$700 M world-class and world-scale operation in a country which, with a few notable smaller scale exceptions, has had no significant hard rock mining development in more than ten years.The mine was commissioned in the middle part of 2012 and poured first gold on 24 July. At full production Martabe will produce 250 000 oz/a of gold and 2 - 3 Moz/a of silver at cash costs in the lowest quartile. The mine location is on the west coast of North Sumatra, which experiences annual rainfall of 4 m with no notable dry season, adjacent to seismically active fault zones, and relatively close to a rural community of 31 000 people with no significant industrial experience.The management team has successfully forged strong links with the various government departments and levels in Jakarta, North Sumatra Province and the local Regencies; developed long-term relationships with the various community groups within the local district of Batangtoru to build a sustainable social licence; has dealt with the physical and environmental challenges presented by the project location, and has successfully raised more than US$900 M over a period of three years for the original acquisition then the development of the project.Whilst in its infancy of operation, the mine is set up to deliver a long-term sustainable future for the company, the shareholders, and the people of Batangtoru and all stakeholders generally. The quality of the project execution and commitment by the company will ensure that maximum value can be delivered from Martabe, not just for the current mine life but from the significant exploration potential that exists on the large tenement area that the company has access to for 30 plus years.This paper will deal with the physical challenges associated with the design, the Indonesian government regulatory requirements for mine development, the social aspects of building a world-class project in a developing area, the in-country commitment necessary for any project development anywhere in the world and the successful funding arrangements for the mine development.CITATION:Albert, P G, Siahaan, L H D and Duffy, T J V, 2012. Building AsiaÆs latest hard rock mine, in Proceedings International Mine Management 2012, pp 189-204 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By B Beale

Bow-tie analysis is a commonly used tool to identify and display risks that have the potential for an undesired hazardous event. The output of the analysis are bow-tie diagrams, which are an effective and versatile communication format that can be applied to any type of risk. Contrary to their simplicity, a proper bow-tie diagram that maintains its usefulness and clear communication is difficult to build. Over two decades assisting Major Hazard Facilities with bow-tie analysis for Safety Cases, several common mistakes have been identified. This paper aims to highlight those issues with examples and provide improvement strategies. A sample of the most common mistakes are: - overly complicated risk analysis - poorly scoped and defined terms - poor descriptions and justifications - identifying too many dependent controls. Overly complicated risk analysis leads to wasted time in obtaining data for little gain. The bow-tie diagram is only a model. Effort should be redirected into identifying and managing controls that will make a tangible difference to site risk. Broad scopes lead to enormous and confusing bow-tie diagrams for both the user and the workshop team. Defining the scope of the study, the consequence severity of interest and critical control characteristics creates focused workshops and targeted analysis. With more definitive scope, there may be more bow-tie diagrams, however, they are succinct and specific. Well described causes are imperative for clear communication to users, regulators and future bowtie review workshop groups. It is best to use common wording structures and explain the event stepby- step. Also, clearly document any likelihood calculations and use data references where applicable. Identifying all possible controls creates a false sense of security that there are many layers of protection. In reality, most controls are dependent on a single system or person and could all be compromised from a single failure. A definition of a ‘bow-tie’ control is required whereby it must be independent from other controls. Improving the bow-tie analysis process will assist operators in developing meaningful and ‘operational’ bow-tie diagrams to support risk management systems and practices.

Apr 16, 2024

For the past two years, Cliffs Natural Resources in Minnesota has tried an experiment: it has staffed a booth at the Iron Range Earth Fest. ?It was a little unusual for a mining company to participate in an event that centers around preserving the Earth?s resources,? said Julie Lucas, environmental manager at Hibbing Taconite Company. ?But Cliffs is a sustainable company and we want to take every opportunity to share information about our practices. We found the response to be overwhelmingly positive.? Cliffs? outreach effort is just one of the surprising ways mining companies across Minnesota are reaching out to stakeholders and finding success. The 85th annual SME Minnesota Section Meeting (73rd Annual University of Minnesota Mining Symposium), held April 17-18 in Duluth, MN, demonstrated the Minnesota mining community?s commitment to connection and collaboration, and how that approach is bringing success.

Jan 1, 2012

By F. Segobia, M. Portal, F. Ysla, A. Mujica, L. Goicochea

The “Building Our Future” project is a collaborative initiative between the UNC SME Student Chapter and the Water and Earth Museum (MAT) of Asociación Los Andes Cajamarca (ALAC), both corporate entities of Newmont Yanacocha. Its mission is to promote responsible and sustainable mining among new generations while fostering a culture of equality and respect. This comprehensive educational program integrates sustainable development goals and includes workshops led professionals and external experts who share their personal stories to inspire students from rural and urban educational institutions to follow their dreams. Additionally, for this year 2024, the project development and implemented an interactive mobile application that educates users about the use of minerals in everyday life through four levels: Minerals in the Home, Minerals in Medicine, Minerals in Transportation, and Minerals in Agriculture. This multi-faceted approach seeks to raise awareness about the importance of mining in Peru’s economic, environmental, and social development, ultimately fostering a new generation of informed and engaged citizens who understand the vital role of mining in a sustainable future.

Feb 1, 2025

The relationships between Aboriginal Traditional Owners and mining companies have often been mired in dispute, particularly since the High Court Mabo decision and the Native Title Act of 1993. In the Pilbara region, Rio Tinto Iron Ore (RTIO) impacts the traditional country of 12 Aboriginal Traditional Owner/language groups. Over the past 12 years the company and the Traditional Owners have negotiated and settled several significant land use agreements including the Yandi Land Use Agreement over the Yandicoogina mine in 1997, between Hamersley Iron (now Rio Tinto Iron Ore) and three language groups û the Bunjima, Nyapaili and Innawonga people and the Eastern Guruma Indigenous Land Use Agreement (ILUA) of 2006. These substantive agreements are now being followed by a new generation of region wide ILUAs which are close to conclusion. Arising from these regional agreements is a new framework for engagement which has been informed by the implementation of the previous agreements in the Pilbara and across the Rio Tinto group of companies. They are driven by both a company desire to have a consistent approach to engaging with Traditional Owners and the Traditional Owners wanting to have a similarly transparent and consistent standard of performance by the company in implementing the agreements which can deliver improved employment, cultural heritage engagement and direct and indirect benefits for the life of mining by the company. During the past three years the growth in the Pilbara, Western Australia brought new opportunities with people flocking to the region for employment flowing from the mining boom. Housing was at a premium and FIFO (fly-in, fly-out employment arrangements) was developed as a method to manage the general growth and demand for skills. Despite the recent down turn in the world economy since September 2008, which has reduced demand for minerals, the Pilbara continues to enjoy high levels of employment and as a result there is still significant pressure on housing and services provision. Although there has been vast economic growth in the Pilbara not only by mining companies but also oil and gas companies, the 2006 census data indicated that the direct benefits of improved employment, business development and engagement in the mainstream economy continued to exclude Aboriginal people. Indigenous people constitute a significant proportion of the population in the Pilbara region, some 6000 people û currently 14 per cent of the population rising to 18 per cent by 2015 û yet they remain at the bottom of the socioeconomic scale. More than 40 years of mining has returned relatively little to this group of people who are the permanent residents of the region and are connected through their traditional culture to this country (Taylor and Scambary, 2005). Ensuring local Aboriginal participation in the mainstream economy has been a challenge for resource companies, Traditional Owners and local residents in the Pilbara. The case study explores the relationship between a mining company û Rio Tinto Iron Ore and the Traditional Owners of the Pilbara. It examines two projects that have been developed to engage Indigenous people in the development of their region and through regional representation and business development to build a sustainable future for themselves and their future generations and at the same time ensure social cohesion to support social licence to operate. The case study also examines the process that was followed by Rio Tinto Iron Ore and its operations in undertaking a regional agreement for land access, participation and the integration of local Indigenous people into their business and the local economy.

Jan 1, 2009

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By Morgan Schauerte, Laura Raimondi, Mariel Palomeque

Executives in the mining industry are facing dramatically changing market expectations on reporting and transparency regarding the environmental and social impacts of projects, supply chains and products. Companies increasingly need to disclose the governance procedures they have in place to ensure communities, investors, employees, and Indigenous partners are effectively managing social and environmental risks. These disclosure requirements begin during exploration and carry through to all stages along the project life cycle. This type of environmental, social and governance (ESG) disclosure is referred to as ESG performance by the investment community. ESG is not a new concept, and it builds on and is intertwined with many concepts such as corporate sustainability, corporate social responsibility, eco-efficiency, triple bottom line thinking, life cycle management and many others. This paper will explore how mining companies can develop a credible ESG governance approach and strategy that will reduce risk, open opportunities, and create value. This paper will summarise ESG trends and drivers, discuss the economics and investors’ perspective towards ESG, and outline leading ESG standards and guidelines of interest to investors, regulators, communities and other stakeholders. Linkage of ESG to global sustainability efforts such the United Nations Sustainable Development Goals and Global Compact will also be addressed.

Jan 1, 2023

"The building stone industry of Utah has developed slowly on account of the limited market offered. The state has large and varied deposits of granite, limestones, marble and onyx.Three cement companies manufacture Portland cement in the Salt Lake valley. Brick clay, fire clay and clay for sewer pipe is found in the vicinity of Salt Lake City and Ogden.Large deposits of gypsum have been found in several localities in Utah. The gypsum deposit near Nephi has been developed to be one of the most important plaster producers in the western country. This gypsum occurs in large quantities and is exceptionally pure.Oil and Oil ShaleVast deposits of rich oil shale occur in the Green River formation of the Tertiary rocks in the Uintah Basin, northeastern Utah. It is estimated by the United States Geological Survey that the basin contains at least 92,159,000,000 tons of shale which will yield as much as 15 gallons of oil to the ton when distilled. These shale deposits indicate that ultimately Utah will be one of the leading shale oil producing states of the country. Some development work and considerable experimental work has been done, but overproduction of petroleum and general low prices afforded little incentive to the oil-shale operator, consequently no commercial production has yet been established in Utah."

Jan 1, 1925

Organisations are starting to develop processes for achieving sustainability principles they have defined for their organisation. The foundation for these principles is now well accepted. The definition of a sustainability framework is a good starting point for any project. The delivery of the framework requires the organisation to think differently about how project objectives can be met. New tools are becoming available to help achieve the sustainability outcomes for the projects. This paper will examine the project building blocks that are necessary to ensure the sustainability framework can be achieved for the project. These include new approaches to decision-making processes and evaluation tools and when to apply them. An integrated approach with shared expertise to project delivery, which is applicable to the whole supply chain, will be discussed. This will cover sustainability procurement, integrated waste management, cleaner production and eco-efficiency, sustainable products and disposal. A project toolkit will be presented and some key project tools identified. The need for management support in undertaking these new approaches is critical, as is the need to develop partnerships and cooperative management to facilitate delivery.

Jan 1, 2004

By Martin Knights

The UK Industry is preparing a new guide on Tunnel Asset Management that reflects current industry advances, in developed technological innovation and evolving tunnel asset owner requirements. This will enable asset owners to have a trusted practical guide that can support technical and commercial decisionmaking regarding tunnel assets and aging infrastructure. It will also provide updated guidance for a spectrum of stakeholders including: • Consultants. • Contractors. • Planners, insurers. • Academia. • Government. Industry views will be crucial in the preparation of the Guide that will assist proactive & predictive planning and maintenance regimes and the availability of the asset. The Guide will enable changes in current working practices, share updated recommendations and provide a route map to implement future requirements for tunnel asset management. The generic content of the Guide would be applicable to North American practice.

Dec 1, 2022

By W Russell, P Wighton, J Franke

Recent advances in ruggedised industrial control system technology and architecture in combination with latest technologies in the fast-evolving 3D LiDAR sensor sector becoming available have enabled the implementation of sophisticated automation algorithms for mining equipment such as bucket wheel reclaimers, as published by the authors in the peer reviewed AusIMM 2019 Iron Ore conference proceedings. This paper provides an overview of a second use case for such automation technology in bulk material ports integral to iron ore operations. The real-time 3D machine-vision based port automation system described in this paper was originally developed for the BHP-Mitsubishi Alliance’s (BMA) Hay Point port. The system has seen deployment at other major mining and general ports in Australia, such as at Dalrymple Bay Terminal (DBT) (shown in Figure 1) managed by Dalrymple Bay Infrastructure Management (DBIM), Hay Point, Queensland. It has the following use cases:

Nov 8, 2021

By Norman Paley, John Kells

The climate and location of the Red Dog Mine present several challenges to blasting operations. The mine is located north of 68º latitude, in an area of continuous permafrost. Ground temperatures are below freezing year-round and air temperatures range from -40 to 70°F (-40 to 20°C). Because there is no overland access to the mine, the entire year’s supply of bulk explosives, approximately 7,000,000lbs (3,175,000kg) is shipped in by barge during the 100 day shipping season when the port is ice-free. The first week in July is the earliest that new product arrives at the port. Emulsion usage is maximized from mid April through October when surface water fills the blastholes during drilling. This necessitates that a considerable portion of the bulk explosives are stored for 10 months or more before usage. The emulsion is routinely pumped from the ISO containers at temperatures of 20ºF (-7°C). The mine engineers conducted a testing program during the 2001-2 blasting season to identify the bulk explosives best suited for the conditions at the mine. A secondary goal was to decrease the usage of sensitized emulsion, as this is the most difficult portion of the explosives order to ship. To ensure repeatability when transferring the results to the day-to-day blasting operation, the majority of the testing was incorporated into normal blasting operations in the field. The mining methods used at Red Dog Mine make direct fragmentation analysis impractical and performance testing in the field relied primarily on VOD measurements. The products were also tested for their ability to be pumped in cold temperatures.

Jan 1, 2004

By R. Todd Swinderman

"Higher production demands across all bulk handling segments require increased efficiency at the lowest cost of operation, in the safest and most effective manner possible. As conveyor systems become wider, faster and longer, more energy output and more controlled throughput will be needed. Add an increasingly stringent regulatory environment and cost-conscious plant managers must closely review which new equipment and design options align with their long-term goals for the best return on investment (ROI).There are primarily two separate market segments using conveyor belts. One is in process industries such as food, chemicals, paper and powders. Handled in relatively low volumes, the bulk materials that enter these processes are generally of a consistent size and quality. The other market includes mining, coal handling and cement, where the bulk material’s quality and size vary, and the volumes are typically much greater. While both segments face similar issues with safety and environmental control, the properties of the materials handled and the volumes transferred suggest different approaches, with one thing in common: increased belt speeds requiring modern equipment upgrades.Safety at higher belt speedsWith companies recognizing that safety does indeed pay, safety is likely to become a new source of cost reduction. The percentage of mines and processing facilities with a robust safety culture are likely to increase over the next 30 years to the point where it is the norm, not the exception. In most cases, with only a marginal adjustment to the belt speed, operators quickly discover unanticipated problems in existing equipment and workplace safety. These problems are commonly indicated by the larger volume of spillage, increased dust emissions, belt misalignment and more frequent equipment wear or failures."

Jan 7, 2017

By R Yong, A McEwan, D G. Miljak, D Milinkovic, A Curtain, P J. Coghill, R Stefulj, B Lovric, G Roberts

The CSIRO has pioneered the development and use of certain classes of magnetic resonance (MR) for mining applications. The MR technique is a radio frequency-based spectroscopy that provides highly quantitative measurement of selected ore minerals. MR has many inherent advantages for bulk sensing in mining applications, including deep sensing penetration into most bulk ores with the use of non-contact sensors that are robust and tolerant of demanding mine conditions. The highly discriminating nature of the technique also provides the very desirable attribute of robust and simple calibration, that can often be performed prior to sensor installation. Rapid sensing (within seconds) at very low grade (few hundred ppm Cu) has been demonstrated, as well as sensing at high tonnage rate. Besides sorting applications, MR may also be applied to preconcentration applications involving very large volume sensing including: (i) haul truck sensing using portal arrangements, where truck destination assignment may be dynamically determined based on the truck grade, (ii) in-pit gantries used for loading trucks that may similarly be equipped with sensors for truck assignment and (iii) deep mine bench sensing, recently progressed through a CRC ORE project, where local bench grade is determined at the few-metre lateral scale and at depth prior to blasting, to aid selective blasting and ore extraction. MR sensor prototypes have been developed for each of these applications and have been tested in laboratory or limited field conditions. To inform the value proposition for truck or bench sensing, initial analysis of truck assignment improvement based on an analysis of in-situ mine bench grade has been performed for a porphyry style deposit. The prototype sensors, preliminary results and future technology development and objectives will be described.

Nov 10, 2020

By Greg J. Hasenfus, Allison M. Haines, Joshua M. Silvis

The floodable volume of longwall gob can be of great importance in developing accurate coal mine operation plans, particularly for mine water management and environmental control strategies. Given the inaccessibility and difficulty in direct measurement of gob characteristics following gob recompression, hydrologic, geomechanical, and spatial data and principles were used to solve for the porosity and height of the residual gob using a mathematical model framework and bulking-based techniques. Based on this approach, gob porosity of Appalachian longwalls appears to be tighter than previously reported, ranging between 4.99 and 14.31%. Residual gob height, as normalized with respect to mine extraction height, ranges between 1.90 and 2.45. A novel, bedding-based bulking approach is ampliative with respect to existing roof caving and bulking fundamentals, as it has greater explanatory value compared with the traditional, lithologic-based bulking application. The efficacy of using the residual gob characteristics determined by the mathematical model and bedding-based bulking is examined using a causal comparative method, whereby time series prediction of historical groundwater rebound is compared with observed mine pool elevation data. Prediction accuracy is significantly improved using a prototype model to calculate void volume of longwall gob, specifically, the dependence of porosity of the gob material upon the longwall width to overburden depth ratio for movement basins of subcritical and critical panel widths. The potential implication of these findings toward hydrologic, geomechanical, and ventilation studies of longwall gob could be significant.

Aug 13, 2021

By Horace C. Porter, F. K. OVITZ

The various fuel investigations that were being carried on by the technologic branch of the United States Geological Survey were transferred by law on July 1, 1910, to a new federal bureau, the Bureau of Mines, that was authorized to continue the investigations and make public reports of the results. In consequence of this transfer, the following report is published as a bulletin of the new bureau. The United States Geological Survey had been engaged in analyzing and testing coals, lignites, and other mineral fuel substances under authority given by act of Congress. This work, now centered at the experiment station at Pittsburg, Pa., had its beginning in the operations of the coal-testing plant erected at the Louisiana Purchase Exposition in St. Louis, Mo., in 1904. The results obtained at that plant showed that the work of determining the fuel value of the coals and lignites in the United States with a view to increasing efficiency in their utilization would be incomplete if it did not include systematic physical and chemical researches into the processes of combustion. Hence in its later investigations the Survey carried on such re- searches, concentrating attention on those lines of inquiry which promised results of greatest economic importance. This bulletin is a report on an investigation of the volatile matter in several typical coals-its composition and amount at different tem- peratures of volatilization. As the investigation is still in progress and will doubtless include other coals than those already examined, the bulletin may be considered a preliminary report, stating the prob- lems studied, the methods used, and the results thus far obtained.

Jan 1, 1910

By Charles Enzian, Donald F. MacDonald

It is a far cry from the small and uncertain mining efforts of 50 years ago to the splendidly equipped and solidly financed organiza- tions that now handle thousands of tons of ore per day. The old mining was largely speculative; the new is practically on a manu- facturing basis. In the old days of mining the aim was, chiefly, to find comparatively rich ore; modern practice looks more toward efficiency in mining and milling, so that vast tonnages of low-grade material may be worked at a profit. The old operators had faith and hoped for good returns; the new ascertain with a fair degree of precision what the available tonnage is, what the cost of mining and treating the ore will be, the time necessary to exhaust the deposit, the capital required, and the net profits to be made. The old mining was financed on a highly speculative basis, and the value of mining stock was largely controlled by the imaginations of the promoters and of the individual holders. In the new régime the financing of mines is often as conservative as the financing of manufactures or railroads, and the value of stock, quoted on the leading exchanges, is controlled by the carefully estimated profits in sight. Of course, with every legitimate industrial enterprise go certain business risks, and mining is not exempted from these. Then, too, valueless mining as well as valueless industrial stocks are sometimes offered for sale by the intentionally dishonest, or the ignorant. However, the prospective purchaser of a mine nowadays, if he is willing to pay for the services of reputable mining engineers, can obtain information on which to base an opinion as to the quality of his investment. The relatively recent development of cheap and efficient methods of mining and of ore dressing has given value to low-grade ore bodies that a few years ago were almost valueless. The iron mines of northern Minnesota have been fruitful in developing efficiency in mining methods, notably the open-cut methods in which steam shovels strip off the overburden and then load the ore directly into railroad trains for transport to the furnace. In 1907 open-cut mining was applied to the low-grade copper ores of Bingham, Utah, with splendid results, and since then it has won a most important place in the min- ing of large masses of low-grade ores in several other mining regions, especially at Santa Rita, N. Mex.

Jan 1, 1916