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By K. M. Ed

AN explosive is a solid or liquid substance which, when fired by some means, changes into a gaseous product occupying a volume very much greater than its original volume. The great speed at which this change takes place causes the explosive to exert a sudden blow on adjacent material. It is this action which is effective in blasting operations when the explosive, confined in a shot-hole, is fired. All explosives are similar in one respect, in that the change into the gaseous state is accompanied by the production of hot gases or flame. This results from the rapid combustion of the solid or liquid ingredients. Ex-plosives differ greatly, however, in the speed at which the reaction takes place. Black blasting powder, for instance, reacts comparatively slowly, hence the flame persists for an appreciable length of time. High explosives, on the other hand, react much more quickly; consequently, the flame is of much shorter duration. In 'closed-light' or 'gaseous' coal mines, the use of ordinary explosives is generally prohibited, due to their inherent ability to ignite gas or coal-dust by reason of the flame which they produce when fired. For instance, black blasting powder, which produces a flame of long duration, is not ordinarily considered safe to use in such mines; neither are ordinary dynamites, as their flames, while shorter than that of black blasting powder are, nevertheless, of sufficient temperature and duration to cause ignition of fire-damp or coal-dust. For this reason, specially formulated high explosives, called 'permitted' explosives, should invariably be used in such mines.

Jan 1, 1940

By K. M. Ed

MR. J. C. NICHOLSON: The author has discussed his subject in a very thorough manner. One difficulty is the tendency to regard a 'permitted' explosive as a 'safe' explosive. There is no such article as a safe explosive; any explosive is only as safe as the man who handles it. In making up the primer, the method illustrated in the paper is alright for the ordinary explosive but not so for the sheathed explosive, for the sheathing would be punctured. MR. T. L. McCALL: I fee! quite certain that there would be little, if any, trouble from flame shots or misfires if the author's suggestions were carried out. There is a tendency on the part of the shot-firer to over-shoot, so as to bring clown more coal for the miner, and frequently a shot has not sufficient burden imposed upon it. Shooting one hole may not only lessen the burden on an adjacent hole, but may practically release it altogether, in which case the second hole should be fired with a very small charge, or perhaps it might not be necessary to shoot it at all. While the paper refers to shooting in the coal only, it should be under-stood that the instructions given are equally applicable to brushing shots. I do not wish to bring up any contentious point, but would the author say a word on cushioning with air gaps and on multiple shooting? Single shooting in rock might open up a feeder of gas which could be ignited by the ?second shot.

Jan 1, 1940

By K. Adham

Both the dry and the wet fluorination systems require hydrogen fluoride (HF) for the process of uranium conversion to uranium hexafluoride (UF6). The dry methods depend on the electrolysis of HF to generate the fluorine (F2) required for the high temperature pyro-fluorination. The wet methods require aqueous HF in water solutions for the low temperature hydro-fluorination (Argonne, 2019). This paper uses the available HF safety guidelines and industry information to discuss the issues of transportation, storage and utilization. Health effects and environmental considerations are reviewed. Safe practices for handling the HF (both as anhydrous and as aqueous) are considered. Proper selection of different materials of construction are discussed, for both the anhydrous and the aqueous HF.

Jan 1, 2020

By J D. McDonald

This paper outlines the function of the Safety and Compensation Division of the Mining Association of British Columbia. After a general discussion of safety and the safety program now being followed in B.C., the author goes on to describe the wide-ranging aspects of compensation payments and company assessment rates. Special attention is also given to the problem of silicosis in mining operations. In appendices to the paper, the experience rating plan of the mining industry is compared to that recently adopted for the construction industry. Introduction The Mining Association of British Columbia consists of fifty-five member companies, including virtually all the producing mines as well as the larger exploration, contracting and development companies. On completion of an extensive study of safety and compensation in the mining industry, the Mining Association of British Columbia instituted a Safety and Compensation Division in 1954. The director of the Safety and Compensation Division reports to the Executive Committee of the Association. There are two main functions of this Division. First is the prevenion of accidents by encouraging

Jan 1, 1965

By E. Marcotte

"Technology developments and improvements are imperative to maintain a viable mineral processing industry. In order to achieve optimum implementation of technology in processing plants, safety conscious and efficient work forces are required. Effective management methods are required to prevent employee injuries, equipment or environmental damage and process losses. Good leadership also provides for employees to perform their work in the safest and most efficient manners to attain optimum recoveries of the valuable minerals and produce high quality mill products. Equipment and processes must be designed, operated and maintained as required to assure safe and efficient mineral processing.INTRODUCTIONThe Canadian mining industry must contend with many challenges to attain and maintain a competitive position in today's global market. Canadian Mineral Processors play a vital role in meeting the challenges and achieving optimum mineral productivity.Ongoing technology developments and improvements continue to be imperative to maintain a viable mineral processing industry. The efficient implementation of technology developments requires a safety conscious, skillful and productive work force.In addition to technical and human resources, challenges may also include governments, labour unions or environmental advocates who at times may appear to be misguided or unrealistic. Canadian Mineral Processors must not allow themselves to be overwhelmed by these apparent obstacles but must use their demonstrated ingenuity to achieve successful solutions.It should be recognized that the majority of the Canadian work force are, in fact, a potentially talented and skillful people with ambitions to excel. As leaders of people, we must provide the methodology, incentive and direction that will allow our work forces to realize their ambitions. If the potentials of our work forces are not recognized and leadership is not properly exercised much loss will occur. That is, safe effective and efficient work will not be achieved."

Jan 1, 1993

By Stephen G. Hardcastle, Michel G. Grenier

"Safety and health issues are and have been in the last decade a very high priority item with all parties involved in the Canadian mining industry. As a result of this high level of concern for workers' safety and health, Canadian mines are at the leading edge of environmental control technology. For the most part, the occurrence of pollutants in mines is unavoidable. Dust from mining operations, airborne radiation, gases and heat from the strata as well as gases and particulate from diesel engine emissions will undoubtedly be found to some level in most Canadian mines. A lot of work remains to be done, however, in order to bring all Canadian mines at the same level of proficiency when it comes to safety and health. Also, more work is needed in order to maintain our status as world leaders in this field.CANMET's Mining Research Laboratories (MRL) in Elliot Lake and Bells Corners, Ontario, with the cooperation of the mining industry, have contributed to improving environmental conditions in underground and surface mining and milling operations. The extent of collaboration and efforts vary widely from long-term, multi-million dollar projects between several interested parties to smaller projects involving one laboratory and a single mining operation. This paper gives examples of such collaborative efforts and potential future directions as they apply to: mine ventilation analysis using tracer gas techniques, optimization of mine ventilation network efficiency using real-time monitoring and controlled recirculation (heat saving), respirable dust and radiation sampling and control techniques, diesel emission control using regenerative ceramic filters and, finally, the control of sulphide dust explosions and resulting sulphur dioxide production."

Jan 1, 1990

By S. Homulos

"Introductory and GeneralTHE Northwest Territories comprise all that region -of Canada lying between Yukon Territory and Hudson bay and north of the 60th parallel of latitude. For purposes of mine .administration the Territories are divided into three districts: Yellowknife, McKenzie, and Arctic and Hudson Bay. Mining recording offices for the respective districts are maintained at Yellowknife, Fort Smith, and Ottawa. The mine inspection for the entire area, and also for Yukon Territory, comes under the Federal Department of Resources and Development. Two mining inspectors are responsible for these inspections: the Chief Inspector of Mines, with headquarters in Ottawa, who makes trips into the north at least twice a year, and a Resident Inspector, stationed in Yellowknife.The Resident Inspector is constantly making inspections of active properties. This involves a considerable amount of air travel as the region is large and properties are widely scattered.Although there has been prospecting and staking of claims in each of the three districts of the Northwest Territories, actual mining has been conducted only in the Yellowknife district, and for purposes of this paper we are solely concerned with that district."

Jan 1, 1952

By G. C. Laurence

"This paper discusses the hazards and extensive precautions taken in Canadian uranium mines, concentrating plants and processing plants. It also outlines Canadian policy regarding the control of the sale and distribution of uranium and other nuclear materials.OVER THIRTY YEARS AGO, I spoke to The Canadian Institute of Mining and Metallurgy here in Montreal about radioactivity and its dangers. I must have made quite an impression thirty odd years ago, because now you have asked me to do it again. Of course, the picture has changed. Then they were mining uranium ore, recovering the radium from it and throwing away the uranium. Now they are still mining uranium ore, but are throwing the radium out on the tailings dumps. Thirty years ago, most people did not know what ""radioactivity"" meant. Nowadays, they have beard that it is dangerous, and some of them, recently, be-came worried about the radium in the tailings dumps and what becomes of it."

Jan 1, 1969

By A. J. Giroux

"The use of Ishikawa cause and effect diagrams in an analysis of requirements for improving safety and productivity at Falconbridge's Strathcona Mill is presented. The analysis lead to numerous small improvements being made with the cumulative effect being a significant improvement in both areas.INTRODUCTIONMill management in the 90's involves the major requirements to improve both safety and productivity in the workplace. These objectives, once seen as unrelated or even mutually exclusive, are now accepted as being complementary. Managers, trained either on the job (coming up through the ranks) or in an engineering discipline followed by first and second line supervisory experience are now turning to methods developed in consumer product manufacturing to ensure that all the components are in place to ensure the ore processing facilities are safe and efficient.This paper shows how management at Falconbridge' s Strathcona Mill used the Ishikawa ""fishbone"" diagram ( 1) , a method further developed by Deming(2), to put into place a comprehensive safety and productivity process. The Ishikawa/Deming concept is that no one element or program will itself continually improve a process or service. It is only by examining and then improving all the elements that are involved in the process or service that continuous improvement is obtained. The process was built on the Deming principle of worker ownership where management is the facilitator for putting into place the mechanisms whereby workers can themselves improve the operation. The process is illustrated mainly by examples of the changes made in the hope that these may be of direct help to other operations."

Jan 1, 1993

By Richardson A. H.

"IntroductionSafety and training in the mineral industry will always be issues that are hotly debated and discussed.The nature of the mining industry, where people and equipment work in close quarters deep below the earth's surface, attracts a great deal of public attention and concern, especially in the areas of safety and related training activities. This concern has been carried over into the mineral processingsector which is, of course, a vital part of the mining industry.It is therefore imperative that mining people closely examine the policies, procedures and programs presently in place to determine if they meet the needs of the industry and its employees. Everyone stands to benefit: the companies, employees and the mineral industry as an important segment of the Canadian economy.Phrases such as ""Safety First"", ""Safety is Number One"", have a role to play in industrial safety programs but in reality are a shallow approach to the magnitude of the challenge. An industry must produce its products in a cost-effective way, with good employee relations. None of these objectives can be successfully achieved unless accompanied by good safety performance. Accidents both on and off the job result in very poor efficiency, high costs and poor employee relations.This chapter, Safety and Training, outlines those major areas that the author believes are necessary components for an industrial safety, health and training program, but are not all inclusive. More will surely be added as additional problem areas requiring attention are identified. The major sections discussed are: Development and Implementation of a Safety Program; Occupational Health; Training; and Audit Procedures.The author has drawn on his experience as both a mill superintendent, mine manager and superintendent of safety, health and training. The approach developed at loco Metals Manitoba Division is frequently used in this paper with examples and excerpts to better illustrate the subject, but does not represent the full scope of programs in place in the Division."

Jan 1, 1989

By W. B. Paton

Introduction For several reasons the accident history of Flin Flon has been quite unlike that of any other mine in northern Canada, and very much unlike that of the average American metal mine. Towards the end of 1928, the mining project that is now Flin Flon, and that is now in the very: forefront of Canada's big producers was launched; but, metaphorically, it was launched in a tempest of mining troubles. Each branch of the mammoth enterprise was beset with extraordinary difficulties, and the Safety Department had its relative share. Difficulties in Accident Prevention The unusually rugged contour of the plant site made roads, and even moderately safe pathways, out of the immediate question. The project established an industrial outlet for depression-stricken areas which hitherto had been essentially agricultural; but through that outlet poured labour whose working atmosphere had been the bald prairie, labour that knew nothing of safety consciousness, labour that had to be moulded to industrialism, labour in the raw. A considerable length of the ore-body lay under the eastern section of Flin Flon lake. Open-pit methods were adopted to work the upper limits of the ore-body, and consequently the eastern section of the lake had to be dammed and pumped dry. The subsequent difficulties and hazards created by silt deposit cannot be fully visualized. And, finally, there was a geographical hindrance: the ore-body was partly in the Province of Manitoba and partly in the Province of Saskatchewan. The workmen's compensation problem became intricate. Insofar as accident prevention is concerned, Flin Flon's young industrial life may be conveniently divided into three distinct periods, namely: (a) Construction (Nov. 1928-June 1930) (b) Tuning up, and production till the strike (June 1930-June 1934) (c) Production from the strike till the present time At the peak of construction, due to the usual labour fluctuations of big jobs, there was a weekly turnover of about a hundred men. A very large percentage were Central Europeans, most of whom could neither read nor write English. Consequently, an organized safety programme was out of the question.

Jan 1, 1935

By Grant Goddard

Cameco?s ?Double U? Strategy ? Double existing production ? To 40 million lbs U3O8 annually ? By 2018 ? Existing operations ? Saskatchewan ? United States ? Kazakhstan ? Projects under evaluation ? McArthur River expansion ? Kintyre (Australia) ? Inkai Block 3 (Kazakhstan) ? Development properties ? Cigar Lake project Measures of Success ? Safe, healthy and rewarding workplace ? Supportive communities ? Clean environment ? Outstanding financial performance

Nov 1, 2011

By G. P. van Greunen

"The rehabilitation of underground excavations has been undertaken as long as mining has existed. The conventional methods have proven to be dangerous, time consuming and expensive. During the construction of Styldrift Mine at Royal Bafokeng Platinum several vertical and horizontal excavations had to be rehabilitated. With a zero tolerance attitude towards working in unsafe conditions, together with a non-negotiable timeline to construct and ramp up the mine, the project team could not rehabilitate these excavations using conventional methods. This paper details the approach used to rehabilitate excavations using remote methods and how it was adapted to suit varying operating conditions and requirements - ensuring that no person ever entered an unsafe excavation before it was fully rehabilitated and safe. INTRODUCTION Styldrift Mine is an expansion project of the Royal Bafokeng Platinum group. It is located in South Africa in the North West Province some 10 km south of the Sun City resort (Figure 1). The mine consists of a twin shaft system (Main Shaft and Services Shaft). Capital construction of the shaft and associated infrastructure started in 2009 and is projected to be completed during 2020. The designed steady state production capacity of the shaft is 230 ktpm of Merensky ore. Production ramp-up commenced in 2017 with steady state production set to be achieved 36 months later in the fourth quarter 2020.Merensky Reef was intersected at a depth of 600 m below surface and the shaft design has a mean mining depth of 630 m. The project was approved for execution in 2008 on the basis of a suitable mine design and bankable feasibility study. One of the main excavations that required rehabilitation was an underground reef silo, Silo 4. It is a key piece of infrastructure on the critical path to allow steady state production at Styldrift Mine to be achieved. During construction excessive scaling within the silo along its 64m length necessitated urgent rehabilitation to be able to meet the ramp-up schedule. The criticality and urgency of these excavations prompted the project team to reduce the risk of failure while ensuring safe and cost-effective rehabilitation. This paper will focus on the rehabilitation of Silo 4 while capturing the essence of the learnings of all the excavations that were rehabilitated remotely."

Jan 1, 2019

By Dirk Claessens

The term ?cost? is too small when describing the destructive power of safety incidents for mining companies. Breaches in employee or environmental safety are felt way beyond the bottom-line: human life can be taken; ecosystems tarnished; the ire of peoples, media and government inflamed; significant halting of production; and high levels of legal and financial challenges. According to a recent survey of Mining executivesi, ?ensuring workforce safety? was the most important issues identified above any other, with a plurality of 31 percent, reigning above capital projects, product efficiency, and equipment reliability. We accept that safety is a most paramount issue, yet for many reasons we keep approaching the problem the same way we have in the past. We need to stop doing the same things decade over decade and try something new. New innovations are significantly changing the fundamentals of how mining companies explore, excavate, produce, refine and distribute their valuable commodities. Technologies such as visualization, analytics, location awareness, and gaming simulation are making these enterprises smarter. Now, attention turns to an area we?ve long held as integral to our business: safety. By using the same breakthrough technologies that are changing our business, we can now boldly imagine ? and credibly strive for ? a world of zero incidents.

Aug 1, 2013

By W. E. Selnes

Introduction In 1938, a survey conducted by the Ontario Mining Association revealed a rather startling fact. Injuries incurred in chute pulling were more numerous than those from any other single cause. This report prompted Mr. W. B. Paton, then Inspector of Mines for Manitoba, to make a similar survey of the mines of his Province. It indicated that, in Manitoba mines, chute accidents ranked second only to those from falls off roofs and sides. Why has the mining industry been so slow to recognize the dangers of chute pulling? A partial answer may be the lack of any systematic classification of accidents according to their real cause. The result has been to attribute to other causes injuries which were a direct outcome of chute pulling, and, indeed, has made it difficult to analyze accidents in the industry as a whole. Perhaps, too, because chutes are generally located in the comparative safety? of the drifts, there has been a tendency to consider the occupation as not very hazardous. Not until enough statistics were obtained on this particular task could it be appraised correctly. The Mining Association's survey has been most helpful, and latterly the industry has done a great deal toward analyzing the causes of chute accidents and toward determining an effective means of overcoming them. Much, however, remains to be done. An effort will be made in this paper to outline methods which have been found successful in materially reducing the number of injuries. Qualifications of the Chute Puller First of all it must be realized that chute-pulling is a specialized occupation. The men require proper training for the job, just as in other mining operations. Care must, therefore, be taken to choose persons whose qualifications fit them for the job. Chute-pulling is an integral part of the general mining operation and cannot be considered as isolated from the tasks of other workers. One of the essential qualifications of a chute-puller is a sufficient knowledge of mining operations to appreciate the effect his work will have on the safety of others in the vicinity. He must take the necessary precautions, by verbal warnings, by placing barricades and signs, or by personally guarding the chutes, to prevent accidents to fellow workers.

Jan 1, 1947

By Gordon MacVean

The object of this paper is to present for your consideration some of the present-day trends of safety practice in the coal mines in the United States and Canada. Coal mining at its best is a hazardous occupation. Men must be experienced miners in order to appreciate the existing hazards and must remain ever conscious of them if they are to work safely. The question is often asked whether our efforts for increased safety are showing results. So often it appears that strides are made for a period of a few years in the reduction of fatalities and lost-time accidents only to have all ground lost by an unfortunate year, after which progress is commenced again only to have a repetition of the same thing. Table No. 1 is an answer to this question. It shows the fatality rates over the last two decades in the coal mines of the United States and Canada. These are given in divisions of five years. The general trend is noticeably downward, exceptions being due to explosions or disasters which claimed an unusually heavy toll of life. These last are certainly not as common today as they have been in the past. It is only reasonable to suppose that this trend towards a lower fatality rate is the result of well directed safety effort. Reliable statistical organizations have offered figures to the effect that only 15 per cent of all accidents can be eliminated by the use of mechanical safeguards. The state of mind of the man involved, or his attitude towards safety, commonly called 'safety-consciousness,' is the controlling factor in the prevention of 85 per cent of our accidents.

Jan 1, 1931

Safety Leadership The management and leadership of a mining operation is a challenge at all times. The pressure to make production, safety, and environmental goals is intense. At some point mining cycles will put every operator into periods of time where economic issues seem to over-ride all other concerns. This is when leadership is most needed.

May 1, 2009

By D. L. Putnam

Snap Lake Mine ?? Complex dyke ore body ?? Underground operation ?? 1.1 million tonnes per annum ?? 1.2 carats per tonne ?? On-site diesel power generation ?? Supply by ice road and air ?? Milestones ? Construction commenced in 2005 ? Commissioning 2007 ? First diamonds August 2007

May 1, 2008

By G. Eaton

Safety management is an important mortal and business function in construction. Contractors have traditionally tracked and reported lagging indicators, e.g. fatalities and lost-time accident rates, to measure their safety performance and stay in compliance with relevant regulations. Over the last several decades, contractors became more proactive in their approach to safety and developed programs that track leading indicators, e.g. safety audits and safety climate. In particular, safety climate measures workers? perception of safety management and its effectiveness in the workplace. Past literatures indicated that, while some industrial construction contractors ignore safety climate measures, others are limited by a lack of a formal means to measure safety climate. In this study, a survey approach is used to measure an industrial construction contractor?s safety climate through three key areas: management commitment, job control, and general safety climate. As a pilot study, a total of 214 individuals at a fabrication facility participated in the survey to verify the validity and effectiveness of the proposed survey approach. This survey study also confirms that job control and management commitment have a positive correlation and that worker demographics have an effect on respondents? perceptions of management commitment.

Aug 1, 2013

By S. H. Ash

No single factor in modern civilization has played a more important part in the lives of our people than mechanization in industry and to it civilization owes much of its progress. In no industry has mechanization met more opposition than in coal mining, where ?the introduction of mechanical equipment has been opposed on many fronts for economic and social reasons. The term 'mechanization? as used in this report refers to the application of machinery to cutting, loading, and transporting coal from the face to the mine cars. During 1933, 84.7 per cent of the underground production of the bitu-minous-coal mines of the United States (1) was cut by machines, while in Washington only 17.6 per cent was machine-cut. Information in this report has been obtained from personal observations and from operating officials in the Roslyn-Cle Elum coal fields, especially D. R. Swem, manager of coal operations, and Thomas Murphy, superintendent, of the Northwestern Improvement Company, to whom the author is indebted for assistance. INTRODUCTION Although Washington coal-mining problems relating co mining methods, ventilation, drainage, and preparation of coal have been discussed in many publications, little has been published on mechanization in this region, principally because it has not been accepted generally that mining machines, mechanical loaders, and conveyors are necessary or economically adaptable to the variable and steeply inclined coal beds of Washington. Production of coal in Washington reached its maximum in 1918, when 4,128,424 short tons were produced; from that year, the trend was downward until 1934, when production was 1,383,103 short tons, the lowest since 1898; for the past two years, production has risen steadily.

Jan 1, 1937