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By L. M. Lowe, D. B. Chambers, D. G. Feasby

"The presence of the naturally occurring radioactive elements uranium and thorium in rare earth (RE) resources can present challenges in achieving regulatory and social acceptance. The discovery and awareness of radioactivity in mineral resources radioactivity typically generates strong public intuitive responses that may be project prohibitive; a significant proportion of such resources contain radioactivity.The objectives of this paper are to demystify the presence of uranium and thorium in RE resources and to demonstrate how a RE project can be safely developed, operated and closed from a radiological perspective. Radioactivity in RE resources is principally thorium-based. Thorium is interesting and challenging from a metallurgical perspective – one of those stubborn metals commonly assessed as refractory. Thorium is difficult to mobilise into solution and easily precipitates out. Thorium is a common element in the earth’s crust – about 10 ppm on average, and natural geophysical systems conclusively demonstrate its immobility. Specific mine tailings contain elevated levels of thorium, but the contained thorium is neither a significant ecological nor a personal hazard.Waste management for a hard rock rare earth project includes the management of mineral processtailings, waste rock, and metallurgical residue. Proven strategies are available for tailings and waste rockfor all climate conditions. The management of the metallurgical residues is potentially more challenging.Example robust strategies for addressing these challenges are presented.A potential way to reduce the radioactivity of rare earth metallurgical wastes is to selectively remove uranium and thorium. Uranium oxide is readily marketable, but its concentration as a byproduct typically triggers extensive regulatory processes. Thorium is presently not marketable, but may be so in the not-too-distant future with the development of thorium-based nuclear energy. The pro’s and con’s of uranium and thorium byproduct recovery are summarized."

Jan 1, 2016

By William E. Stanley

The paper examines the problems that arise in undertaking socio-economic impact studies to meet the requirements of environmental-impact legislation governing new mine development or expansion. An approach to undertaking socioeconomic impact studies is outlined, responses to specific problems are discussed and ways in which the mining company can use these studies to meet its general objectives are explored. The paper concludes by examining how a socio-economic study, as required by legislation, can be used to assist the mining company in achieving some general objectives it will have in developing a mine.

Jan 1, 1979

By P. Turcotte, E. Karampinos

"Construction of underground excavations in squeezing ground conditions faces several technical challenges that can result in delays in production and high costs due to rehabilitation. A review of the behaviour of drifts under squeezing ground conditions was undertaken at the LaRonde mine. In particular it focused on implemented strategies to control the observed large deformations. The mine experiences a large range of squeezing ground conditions, mostly driven by the presence of foliation and high stresses. This results in large deformations over one meter in radius. A comprehensive ground control strategy has been implemented with the aim to manage, rather than arresting drift closure. The evolution and effectiveness of the employed support strategy are discussed based on documented field observations. In complement to the field implementation numerical models are used to provide further insight on the observed squeezing conditions.INTRODUCTIONThe development of underground excavations under squeezing ground conditions is usually associated with excessive rehabilitation and significant failure of ground support due to large deformations. Cost research case studies have concentrated on squeezing ground conditions in tunnelling. An overview of the methods used for the identification and quantification of squeezing and the numerical methods for the simulation of these conditions in tunnelling has been provided by Barla (2002). Numerous support systems that can manage ground deformation are available for civil engineering tunnelling. Nevertheless, the use of these systems in mining would result in high support cost and production delays. Mining operations have higher development rates and shorter service life. This study focuses on the behaviour of underground excavations under squeezing ground conditions in hard rock mining.In a mining context, the magnitude of deformation is usually higher than in civil engineering tunnelling as there is a higher tolerance for operation purposes. Potvin and Hadjigeorgiou (2008) noted that in mining, squeezing is encountered when the total displacement of an excavation reaches at least tens of centimeters over the life expectancy of a supported drive and is associated with considerable damage to the ground support."

Jan 1, 2015

By R. Bruce Ferguson

"The Kettle River Operation of Echo Bay Minerals Company is located about thirty kilometers north of the town of Republic in northeastern Washington State. In tum, Republic is about a hundred and seventy kilometers north and a little west of the city of Spokane, Washington. It is also about fifty kilometers south of the town of Grand Forks, BC, Canada. At this time it is the only gold mining and milling operation in the State.Tailings are stored in a double lined, zero discharge facility. It became evident in mid 1996 that the rate of free water accumulation in the tailings pond was going to result in the level in the pond reaching its permitted freeboard elevation long before the solids plus pore water capacity was reached.We then embarked on a mission to manage tailings pond water on several fronts: reduce fresh water usage in the process, divert spring seeps and surface runoff and install a system to enhance evaporation.IntroductionThe Republic area is an historic gold mining district. Hecla operated its Republic unit from 1892 until closure in 1994. The Kettle River Operation processing plant is located in the San Poi! river valley at an elevation of just under a thousand meters. The facility consists of a ninety thousand ton ore storage pad as the mines are remote and truck haulage is subject to interruption due to weather and road restrictions, jaw and cone crushing with screening, rod and ball milling to an eighty percent passing size of seventy five microns. This is followed by preaeration with high purity oxygen supplied by a vacuum pressure swing adsorption plant plus lead nitrate addition to achieve passivation of the sulfide mineralization such as chalcopyrite, pyrite and pyrrhotite. Conventional cyanide leaching and carbon in pulp adsorption completes the loop. Tailings are treated with air/S02 to achieve cyanide destruction. Plant capacity is 1,815 tons per day. Our license requires that there be no detectable free cyanide in the tailings pond water and a maximum of forty parts per million weak acid dissociable cyanide. The operation started in 1989 with production from the Overlook Mine located about five kilometers further up the same valley at an elevation of twelve hundred meters, hence the location of the mill. Current mine production comes from Lamefoot in the Curlew Lake valley, about ten kilometers distant, and K2 in the Kettle River valley about fifty kilometers away. Both are at an elevation of about 800 meters. Lamefoot produces 1,360 tons per day and K2, 455. Both are underground operations."

Jan 1, 1998

"Ore deposits containing rare earth elements normally contain small amounts of the radioactive elements thorium (Th) and/or uranium (U). These are the naturally-occurring isotopes U238, U235, and Th232 (and associated decay-series daughter products) that are ubiquitous in nature, and that contribute a small percentage of the natural background radiation exposure encountered by humans. The presence of these radioactive materials in the ore deposit creates potential hazards to human health and the environment that must be dealt with properly in the mining, processing, and refining of the ores, as well as management of waste streams and residues. This paper presents an overview of the environmental and safety issues associated with U and Th, with particular emphasis on rare earth mining, processing, and refining projects; the regulatory approaches followed to ensure that rare earth deposits are developed, operated, closed, and decommissioned safely; and the development of information during the project predevelopment work and permitting processes that feed into the design, operation, and closure of tailings impoundments and milling/separation/refining facilities. Case studies will be presented subject to the availability of relevant public information. INTRODUCTIONNearly all ore deposits containing economically-recoverable rare earth minerals also contain small amounts of the radioactive isotopes for the elements thorium (Th) and/or uranium (U) and their associated radioactive decay products. Therefore, the handling and management of these materials in mining and mineral processing operations must be performed so that workers and the environment are protected from harm from Th and/or U (and their radioactive decay products), just as they must be protected from any other potentially harmful constituents present in the ore or introduced in processing. Examples of these might include ores with high sulfide content, which may pose a risk of acid rock drainage, or chemicals used in ore processing and metals production.The purpose of this paper is to present information on how rare earth mining and processing projects with ores containing Th and/or U can be developed, operated, and decommissioned safely according to applicable regulations intended to protect worker health & safety and the environment.It should be noted that some countries are considering developing Th as a feedstock for producing nuclear energy, which could have some effect on future development of rare earth ore deposits. To avoid confusion, that issue is not discussed in this paper."

Jan 1, 2012

By Tim Mann

"Like other operating mine sites, Placer Dome Inc. - Campbell Mine has taken important steps over the last few years to address environmental issues.This paper will provide specific insights into the implementation of an environmental management system at Campbell. In particular, it will focus on how Campbell developed its plan of action; the lessons that have been learned; the over-all steps that are being taken to enhance environmental stewardship and effectively manage relationships with key stakeholders.IntroductionThe development of an Environmental Management System at Campbell Mine has been part of a general development in management practices which has taken place at the mine during 1990. This paper will discuss the components of the management system in the topic areas of: direction setting; environmental organization; issue assessment; emergency response plan; training ; monitoring/verification; reporting and data management; and relationship management.Although this paper focuses on environmental management systems, the development of this system has partly been a function of responses to other issues which have been addressed concurrently with environmental concerns. These other issues include development of operations management, human resources practices, and safety management practices at the mine. As the Environmental Management System developed, various stakeholders associated with local environmental concerns were identified. This group of stakeholders include the local community; municipal, provincial and federal governments; government agencies; Campbell employees; and the Placer Dome Inc. Corporation."

Jan 1, 1991

By M. J. deBastiani

The uranium producing division of Denison Mines Limited operates a 6,000-ton-per-day integrated mining unit in the Algoma area of Ontario. The property is located approximately one and one-half miles from Highway I 08, eight miles north of the town of Elliot Lake. The property was staked in 1953, diamond-drilled in ?late 1954 and 1955, and put into production in 1957. Since that date, the operation has produced $250,000,000 worth of uranium oxide from approximately 11,000,000 tons of ore milled, and paid $18,000,000 in dividends to its shareholders. The operation employs about I000 people, and monthly operating costs are approximately one million dollars. From these figures alone, it is obvious that it was necessary to develop and institute an adequate set ?of controls for effective management at all levels of supervision over a period of four years, a system of production and cost control was developed that enables us to effectively measure the pulse of the various phases of the operation at any given time.

Jan 1, 1963

By Prodipto Ghosh

This paper is prepared as a review of existing and traditional methods related to electrical maintenance strategy. Its primary focus is to explore newer ideas and how they point the way to a more efficient and effective manner of electrical maintenance. This discussion is primarily related to large electrical distribution assets typical of heavy industry such as mining.

Aug 1, 2013

By M. Ruel

In today's highly competitive worldwide market, it is becoming extremely important for managers to make sure that all resources are used where needed the most. That way, all resources are generating added value, process control equipments are maintained in an optimal state for best performance, and final product is produced at least cost. Performance monitoring is the only way to ensure that everyone is working on top priorities toward the same goal. How can we add value to these warehouses of data? The data is there and the information is hidden; it is just waiting to be extracted. A process performance monitoring system is able to determine if a loop, a system, a unit, or a plant meets the expected performances. The system prioritizes the areas that need attention. It also provides historical reports of the plant status by areas, by loops, and by identified problems. This information is provided to different categories of users in an appropriate format for each one. The system also includes diagnostics and tools to detect and analyze problems.

Jan 1, 2007

By John Campbell, William Trahant

"Total Quality Management (TQM) is becoming a reality in the mining industry. Widely adopted in the manufacturing and services industries, TQM has become the operating style of choice in numerous mining companies across the Americas and Australia. Iron Ore Company of Canada, Inco, MSA, Graniterock, Magma Copper, and CRA's Hamersly Iron - all are pioneers of TQM. These companies and others are confronting the challenges of implementing TQM and are managing the changes required of their people and cultures. What these companies are doing, why they are doing it, and how they are successfully managing the changes are the subjects of this paper.Driving the need for change in these organizations are a host of issues, some of which all mining companies are facing. Requirements from customers for ISO 9000 certification is becoming one of the initial motivators for Total Quality Management. These standards, commonly used in manufacturing throughout the European Community (EC), emphasize quality in the processes that create outputs, instead of just the outputs themselves. Iron Ore Company of Canada, for instance, responding to the requirement of one of its customers, British Steel, has become one of the first mining companies to meet the quality standard. Suppliers who meet the standards are highly desirable to customers who are themselves operating under the ISO or their national quality guidelines."

Jan 1, 1995

By G. F. Trainor

The complex ore body at CNRL?s Horizon mine presents some unique challenges in managing ore and waste delivery. With 25m x 25m ore blocks shovels often take bucket loads from multiple blocks to fill one truck load. With CNRL monitoring 22 different qualities per material a precise calculation of the blended quality of ore on the back of each individual truck is essential to meet the daily blend requirements at the plant. Additionally, one of these qualities must be closely monitored and controlled at a singular level as delivery of certain grade and quantities can cause serious disruptions at the plant. The waste material also requires special handling and delivery for its use in dyke construction for tailings impoundment. Shale materials used in the construction contain high levels of saline that must be contained to prevent seepage into ground water. This paper will discuss how the use of Wenco?s survey-grade GNSS system on shovels, its dispatching algorithm, and fleet management applications give CNRL the ability and confidence to control and report on these three issues.

May 1, 2013

By I. Clauzier

"A new method of managing electricity to reduce costs andimprove profits is discussed. Before taking steps to better manage electricity, it is essential to understand the terms peak demand and energy and their effect on an electrical bill. Knowing how electricity is presently used in the plant is the important first step. This goes beyond knowing how much electricity is used at each time of day, the individual contribution of every plant process to the total plant load must be known. At this point, each process is ranked according to importance to production in order to identify possible savings opportunities. These improvements can then be implemented by simply improving operations or in some cases, through the use of an automatic control system. IntroductionIn today's competitive environment, controlling costs is becoming increasingly important. All costs associated with operation must be controlled in an effort to improve competitive position. Electricity is a cost component that can and should be managed.Although the term management can mean different things to different people, the intent is always the same: to make the best possible use of existing resources, whether labour, equipment or electricity.The simple approach to managing electricity presented in this paper consists of four steps.I. Understand Peak Demand and Energy. It is essential to understand the terms, peak demand and energy and their effect on your electrical bill.2. Know Your Present Electrical Use. The present use of electricity in the plant must be known. This goes beyond simply knowing how much is used at each time of day, to accurately knowing how each process is contributing to the total plant electrical load, and ultimately to the electrical bill.3. Identification of Savings Opportunities. With this information, energy savings opportunities for reducing the electrical bill and improving profits can be identified.4. Implementing Improvements. Having identified areas of potential savings, improvements can then be implemented in order of their significance. This could be a matter of simply improving operations, or in some eases may mean the use of an automatic control system.These four steps can result in significant dollar savings."

Jan 1, 1987

By T. Gerritsen, R. MacRosty, R. Pula, P. Gebski, W. L. Ying

Furnace run-outs can cause extended furnace downtime for repair, while leaks or more severe failures in the cooling system can lead to brick hydration or in severe cases, steam explosions. These incidents can result in lost production, damage to equipment, injuries and casualties. To prevent such incidents, reliable and accurate techniques to monitor the critical components of the furnace such as refractory lining, furnace structure, taphole integrity and main water circuits are required. This paper describes several advanced methods that have been developed to assess the condition of furnace integrity, refractory lining, tapholes and cooling water circuits.

Jan 1, 2015

"In numerous meetings, conferences and discussions over the past year, the Conference Board of Canada has been impressed with the efforts of Canadian organizations to improve their competitive position. The attempt should be made to try to pull together and synthesize what has been heard. The topic of this paper, however, is even more daunting. The task is not only to analyze and discuss what is happening now, but also to look into the future—to the year 2000.The future seems to have an endless capacity for surprises, often unpleasant. This is one of the lessons learned in the twentieth century, particularly over the last 15 or so years.This paper covers three areas of managing in a changing com¬petitive environment: (1) the major global and domestic trends that will influence the ways in which Canadian organizations are managed (2) how Canadian companies are responding or will need to respond to these trends; and (3) the implications of the preced¬ing for human resource management and human resource professionals."

Jan 1, 1991

By K. Musgrave

"The ISO 9000 Quality Management System Standards have become internationally accepted as the way to manage quality assurance. The author has developed a Maintenance Management System Standard using ISO 9001as a model and is working with a major basemetal mining company to implement this. This paper describes the structure of the standard and the steps required for its implementation.Using a management standard ensures that a system is maintained, reviewed by internal audit, and when instances of failing to follow the procedures (nonconformances) occur, that corrective action is taken. It also ensures that regular reviews are made and that the sys-tem is continuously improved.The Standard is designed so that if an organization decides to register to an ISO 9000standard, the Maintenance Management System will be in a format that is compatible and can be incorporated with little effort into the Quality System.IntroductionIn reviewing maintenance operations at many mining companies, and often seeing those same organizations some years later, two recurring issues have been noticed..The first issue is how dependent effective maintenance is upon individual supervisors and crews. In one situation, a mine that had an excellent maintenance system in the 1980s. Now, with new supervisors and crews, it is starting to develop a system that will bring it back to where it once was. No written procedures remain from the earlier excellent system.The second issue is that most operations feel that maintenance is the sole responsibility of the maintenance supervisors and crews. Nothing could be further from the truth. Maintenance, like safety, is everyone’s responsibility. If the operator does not report problems and perform daily checks, and if the production supervisor runs equipment until it fails, then nothing the maintenance crew does will prevent emergency breakdowns and lost production. More importantly, equipment will be operated in unsafe conditions, putting employees at risk and, with today’s regulations, leaving supervisors open to prosecution.The Maintenance Management System outlined in this paper is designed to establish the present best practices as standard procedures, to provide a continual review so that these practices are improved in the future, and to identify instances where the system fails so that corrective action is taken. The mine referred to above is using this approach to make sure that, this time, the system it implements will survive."

Jan 1, 1997

By Keith C. Hendrick

"Metal prices are frequently the most critical and least predictable element in determining the profitability of mining operations. Short -term fluctuations can be offset in varying degrees by hedging or other market actions. Such solutions are not practical for the longer term, The paper investigates the nature and extent of metal price risks and evaluates methods to reduce them.IntroductionIt is management's responsibility to improve the odds by managing the-risks by identifying them clearly, assessing them accurately, minimizing them where possible-and, then, timing decision s success fully.In determining the profitability of current operations, preparing forward plan s or developing feasibility studies for new projects or expansions, pr ices are usually the most critical input. Being market determined rather than cost based, they can also be the most unpredictable As a result, commodity prices are frequently the greatest of all risk factors.Nature of Commodity PricesThe cyclical nature of commodity prices is well known. They are stable only when supply is in balance with demand and forecast to remain that way. An imbalance on either side of the equation can lead to a price reaction completely out of proportion to the actual or perceived surplus or shortage.This exaggeration arises through the cumulative effect of market forces. When the market senses an uptrend, consumers buy for the expected increase in activity. They also seek additional quantities for inventory before price s rise. Merchants defer spot sales anticipating higher price s, speculators go along for the same reason, and producers raise prices in response to demand. Events tend to confirm the expectation of each party and strengthen their reaction causing prices to move higher."

Jan 1, 1983

By H. Warren Newcomen

The southwest wall of the Lornex Pit at the Highland Valley Copper mine has been experiencing slope displacements since 1978. Measures to manage the displacements on previous pushbacks have included stepping out, scheduling pushbacks to unload the crest of unstable areas, slope dewatering and mining with intensive slope monitoring. The final pushback on this wall is currently being mined and substantial modifications to the slope geometry could prove to be uneconomic. As a result, a campaign of surface water collection and diversion, horizontal drainhole drilling and deep well drilling is currently underway to maintain an acceptable degree of stability to the end of mine life. The various factors contributing to instability, including engineering geologic controls, rock mass strength, and surface and groundwater hydrology are presented. Movement trends, displacement magnitudes and stability analyses results are also discussed.

May 1, 2002

By C. S. Maggs, L. Shwydiuk, H. W. Newcomen

The southwest wall of the Lornex Pit at the Highland Valley Copper mine has been experiencing slope displacements since 1978. Measures to manage the displacements on previous pushbacks have included stepping out, scheduling pushbacks to unload the crest of unstable areas, slope dewatering and mining with intensive slope monitoring. The final pushback on this wall is currently being mined and substantial modifications to the slope geometry could prove to be uneconomical. As a result, a campaign of surface water collection and diversion, horizontal drainhole drilling and deep well drilling is currently underway to maintain an acceptable degree of stability to the end of mine life. The various factors contributing to instability, including engineering geologic controls, rock mass strength, and surface and groundwater hydrology are presented. Movement trends, displacement magnitudes and stability analyses results are also discussed.

Jan 1, 2003

By L. K. Walker, G. A. Kosick, P. D. Young

"MillEX is an information management system designed by mineral processors for mineral processors. The system utilizes ""cutting edge"" software technology to gather and store all automatically and manually recorded data from the plant operation and laboratories. This data is delivered to the desk of superintendents, metallurgists, technicians and managers, and permits the user to query, correlate, graph, report and present this data in minutes. In the past this task would have taken days and even weeks of tedious work to complete.MillEX allows the engineer/analyst to quickly develop a very thorough understanding of the complex relationships of process variables and equipment that exist in the plant, and their effect on product quality and quantity. The time and resources that are currently wasted on duplicating data entry will be an effort of the past.This paper describes the structure of MillEX and how it conforms to the needs of mineral processing personnel.INTRODUCTIONPicture a personal computer on your desk which will carry out the following commands:1. Plot a graph over the last six months, using weekly averages, of percent minus 200 mesh material in the primary cyclone overflow.2. Overlay this graph with a graph of concentrate grade versus recovery over the same time period.3. Retrieve a prior month end report, update all operating supplies tables and metallurgical performance with this months data, and embed the graphs created above.4. Edit text and print the current month end report. This is only one example of the type of power MillEX isbringing to the mineral processing industry."

Jan 1, 1992

By J. R. Donald

"Project development has been increasingly formalized in the past decade, with most organizations having extensive and descriptive deliverables documents and processes to govern the stage gate progress of capital projects. Although this has improved the general governance of capital project development and execution, it has perhaps not led to improved business success. This paper identifies specific challenges associated with developing complex projects with multiple stakeholder interests over the long timeframe of the project life cycle. The paper outlines these challenges and suggests management approaches and aspects of project development where increased focus is required to achieve improved business outcomes."

Jan 1, 2015