Search Documents

By W. H. Dickinson

The performance of seven antiscalants spanning a range of chemistries was evaluated for control of calcium carbonate (CaCO3) formation in gold processing applications. Three preferred chemistries were identified which provided up to 100 percent inhibition in static jar tests when applied at 30 ppm dosage. The three products were further evaluated using a model carbon extraction circuit developed for this application. The test circuit enabled direct measurement of calcium carbonate formed on the carbon from a supersaturated solution under dynamic conditions. The antiscalants lowered CaCO3 buildup on the columns by 15 - 26 percent compared to untreated controls. Impact of the antiscalants on the rate and extent of gold loading onto a carbon adsorbent was evaluated in laboratory carbon-in-pulp (CIP) studies. The antiscalants generated a 25 - 35% increase in gold loading at gold extraction efficiencies up to 65%. On-site testing at a gold processing facility demonstrated that 10 ppm of the preferred antiscalant was able to fully suppressCaCO3formation in thickener overflow water.

Feb 27, 2013

By D. Shin

The gold leaching using cyanide from ore or waste has been almost universally in use [1]. Recently, biological gold bioleaching using cyanide producing bacteria, e.g. Chromobacterium violaceum, Pseudomonas fluorescens, or P. aeruginosa, has been investigated as environmental friendly and cost effective method. Among them, C. violaceum has been reported as effective cyanide producing bacterium on gold leaching [2, 3]. C. violaceum produces cyanide using glycine as a direct precursor and subsequently detoxify the cyanide by ß-cyanoalanine synthase [4]. However, until today only 0.026 ? 16.9 mg/L of cyanide production in YP medium has been reported in the literatures by C. violaceum [4-6]. Comparing with adding cyanide chemical, biogenic cyanide concentration is lower than the cyanide concentration added in traditional cyanidation. Since cyanide also forms complexes with a number of other elements such as iron, nickel, zinc, silver, copper, and platinum, it is very important for gold recovery to investigate the enhancement of biological cyanide production and set optimal experimental condition. Most of early studies on gold bioleaching by C. violaceum have been performed to investigate gold leaching mechanism using gold powder, and recently various resources such as ores, electronic scrap, and printed circuit boards of waste electronics [7]. Few studies have dealt with gold bioleaching from low-grade ore. In this research the feasibility of gold bioleaching by C. violaceum from low-grade ores containing gold was evaluated and fundamental study was performed for further scale-up study. The aim of this study was to improve the potential of gold bioleaching by C. violaceum from gold-containing ore; in particular, enhancement of biological cyanide production.

Jan 1, 2012

By James F. Kvitkovich, George V. Weisdack

Editor’s note: This is the second part of a two-part series on longwall mining in the United States. Part one was published in the December 2005 issue of ME (pp. 21-26). It provided a history of longwall coal mining in the United States. It also discussed the technology involved in the productivity gains and operational improvements. Boyd anticipates that U.S. coal production will increase by 61 Mt (67 million st) (6 percent) from 2004 to 2010. A combination of higher surface and underground mine production will be required to meet the projected market demand. Boyd’s projections of coal production by major mining methods are shown in Table 1.

Jan 1, 2006

By R. N. Powell

The Pipeline ore body was discovered in March 1991. The construction of the new mine and mill did not start until early March of 1996. Upon completion of permitting and corporate project approval, the 289 million USD project was “fast tracked”. The commissioning began 11 months after start of construction and the project ended 40 million USD under the budget figure. The objective of this paper is to review and highlight the Pipeline Project history from discovery, design, lawsuits, permitting, and re-design through to current - 1998operating practices. Particular emphasis will review the process design, design mistakes, and design successes. The paper will review project history, feasibility, design concepts, operator training, construction, financial and the current operation. Additional discussion will review what design features worked and which did not work within the process plant.

Jan 1, 1999

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By Wi11iam I. Rau

In the recent past, there have been numerous projections of the capital requirements for additional mine and processing capacities required to meet projected non-Communist World demand for minerals during the next 15 years. A consensus judgment would place this currently at $14 billion per year, with the largest expenditures required for increases in aluminum and copper production. Until the early 1960's, internally-generated funds were used to finance nearly all of the large mining companies' capital requirements. Since that time, however, the enormous rise in capital costs per ton of capacity, accompanied by a relative stagnation in the financial condition of many of the major mining companies, have caused the industry to begin to rely on external sources for financing expansion, most notably, project financing from commercial banks and institutional lenders. Seven years ago, it was estimated that, in the five-year period 1972-1976,75% of the total capital requirements of $10 billion per year would come from internally-generated funds, with the balance to be provided by external sources. l There is little doubt that, in the coming decade, the percentage provided by external sources will increase. There should be little difficulty in attracting the necessary investment within the U.S., particularly in view of the expected continuation of companies in diverse industries seeking mineral investment opportunities. The more serious question lies in the availability of internal and external sources of funds for the expansion of mine and smelting capacity in the developing countries. Recently, R. F. Mikesell projected an average annual investment of $4.7 billion (in 1977 prices) over the 1977-1990 period would be required from foreign sources to expand metal producing capacity in developing countries. Mikesell concluded that external financing of mining projects in the developing world has averaged less than $1 billion per year over the past five years, thereby requiring more than a quadru1ling of this financing over the next decade.

Jan 1, 1978

By Adriaan de Villiers

Many conventional structural analysis and design methods in current use are not appropriate for the mining industry. Two major reasons for this are that: • The economic life of a particular mine is limited, and • Much of the equipment and machinery used by the mining industry operates at relatively low speeds. Both of these factors can have significant cost implications if they are not properly accounted for during plant design. In particular, the often used practice of mitigating excessive vibration by adding mass to machinery supports is not only expensive but may worsen the vibration effects. Some of these problems, such as increased wear and tear, are not always easy to trace back to inappropriate design. This article focuses on vibration related issues and demonstrates that the mining sector has unique problems requiring unique solutions. Vibration: the basics Historic developments leading to current vibration design practices provide the key to why such practices are often inappropriate for the mining industry. To understand this, it is necessary to introduce some basic vibration theory. Consider a simply supported beam or foundation on which a vibrating machine is mounted. For analysis of the system's dynamic response, it may be viewed as a mass attached to a spring and a damper, such as the shock absorber of a car.

Jan 1, 1992

By R. E. Mitchell

Environmental Impact Assessment (EIA) is the accepted method for evaluating proposed mining and other industrial projects to obtain regulatory approval and to help companies plan for responsible development. Another evaluation system becoming increasingly more common for proposed projects is the Environmental, Social and Health Impact Assessment (ESHIA). An ESHIA differs from an EIA for its more comprehensive and inclusive approach to evaluate potential impacts on public health, and its ecosystem services approach to assessing biodiversity impacts. An ESHIA may also be required by certain lenders for financing major projects. Conducting an ESHIA for a proposed mining development is not without its challenges, with costs, scheduling, regulatory concordance and other constraints to be considered. This paper examines some benefits and challenges of ESHIAs and summarizes lessons learned using a case study approach.

Jan 1, 2012

By S. Roy

Soft laminated iron ore (SLO) having a higher hematite content and Martite goethite iron ore (MGO) having a higher goethite content were subjected to detailed characterization and beneficiation. The present research was designed to investigate if these abundant, low-grade ores can be enriched adequately using standard industry techniques. No significant enrichment of the ores using jigging operation on the coarse (-3,200 +595 mm) size fraction could be achieved. Good liberation was only attained in the 150 to 300 mm particle size range in both cases. Desliming enriches the ground ores significantly. The effect of the feed size on the separation efficiencies of the ground ores were studied using flowing-film concentration on a Wilfley table. Better enrichment is obtained in the case of 150-mm sized feed by tabling. The grade of SLO is improved from 56.14% to 66.51% Fe, while the Fe content of MGO is enriched from 55.16% to 65.83%. Substantial rejection of alumina and silica is also achieved. Due to the friable nature of MGO and the higher goethite content in it, the loss of Fe in the form of ultrafines is greater in this case compared to that of SLO.

Jan 1, 2009

By Robert C. Speck

The U.S. coal industry has long utilized the pillar-extraction mining technique as a method for maximizing coal recovery. Like longwall mining, it causes large-scale movements that progressively propagate from mine-level to the ground surface and may affect the groundwater regime, surface drainage and surface structures. The U.S. Department of Energy, in an effort to foster in- creased use of total extraction mining techniques, has recognized the need for a better understanding of these movements that will lead to a greater compatibility between coal mining and present and future land use. As part of that goal, GAI Consultants, Inc. is currently in- stalling instrumentation to monitor the ground movements associated with pillar extraction mining at Kitt Energy Corporation's No. 1 mine in northern West Virginia.

Jan 1, 1982

Mining steeply dipping coal seams is a difficult task in the mining industry. Prior to 1996, fully mechanized longwall mining methods along the seam strike direction were tried in China and other countries. Due to its larger coal reserve in steep seams, China made more but still limited progresses on mining in such seams than the other major coal-mining countries. In the last two decades, accelerated research efforts have been made to improve the mining technology in steeply dipping coal seams. Based on these works, a dynamic model of ?R-S-F? system under asymmetrical constrains in mining steep seam is established and the theory of strata control and hazard prevention begin to be formed. The key technologies for mining steep coal seams include: global and regional strata control methods in longwall face, methods for the longwall face machines to sustain static and dynamic loads, and flexible protection technology. These theory and technologies have been successfully applied to mining of steep coal seams of varying thickness and hardness, with hard and soft roof and floor, and with high potential of spontaneous combustion in China. In the recent years, the technology has been introduced to Russia, India, Uzbekistan and other countries where steep coal seams are mined.

Jan 1, 2012

Amid some of the worst economic conditions that the mining industry has been faced with in more than a decade, the mood among the large crowd at the 114th Annual Northwest Mining Association?s annual meeting was surprisingly upbeat. More than 2,200 attendees showed up at John Asuaga?s Golden Nugget Casino in Reno, NV for the conference held Dec. 1-5. And more than 200 companies exhibited in 240 spaces, including SME and the Minerals Information Institute. The number of attendees and exhibitors were the most for the conference in more than 10 years. The conference was held in Reno/Sparks for just the second time in its illustrious history but began under the cloud of global financial turmoil. Prior to, and during the conference, the industry news headlines were grim, to say the least. An alarming number of mine plans and expansions had been put on hold; hundreds of miners across the United States had been or were in the process of being laid off; commodity prices were falling and some of the biggest mergers in the industry fell through while miners around the world put the brakes on to take a wait-and-see approach. It was a painful time for many, but the downsizing actions taken by many mining companies was exactly what needed to happen, according to Industry Outlook Luncheon featured speaker Frederick Sturm. He is the executive vice president and chief investment strategist and member of Mackenzie?s Investment team. He has earned a reputation as one of Canada?s leading investors in natural-based companies and he also manages the Ivy Global Natural Resource Fund in the United States Sturm said that the mining industry has fallen hard and that he expects it to bounce back quickly, before falling hard again. In these tough times, he said, the companies that have pulled back on production early are doing the right thing in the long run.

Jan 1, 2009

By Steve Kral

It seems that mining has been in the doldrums for awhile. Except for gold, metals prices remain depressed. And economic conditions in the United States and around the globe have put governments in a financial bind. This affects new building and infra-structure repairs, which, in turn, have a major impact the building materials industry. Add to that the severe environmental and regulatory restrictions placed on the mining industry in developing new mines and expanding existing ones. It’s enough to make a mining engineer/geologist/metallurgist go sell real estate. So why do those employed in the mining industry stay in the business and remain optimistic? Many of them will say that they have been through down cycles before and know that an upswing is in the offing. They also know that society will always need the commodities they produce. And they love the challenge. The challenge in mining’s case is producing commodities as cheaply as possible, in an environmentally sound manner and improving the quality of life in the communities where they work.

Jan 1, 2003

By Dale S. Hursh, William A. Brooks

Introduction US dependence on external energy sources is dangerous because of unstable political situations existing in key energy exporting countries. So, recent national energy policies call for increased reliance on domestic energy sources. Coal ranks as the most feasible domestic energy source due to its abundant reserves and continental distribution. But to efficiently extract these coal reserves, huge sums of capital funds are needed. Due to the depressed economy, lenders of capital funds are forced to be more stringent with loan applications. This results in fewer loans granted. In many cases, it is uncertain if funding can be obtained. Furthermore, the greatest level of domestic mine financing is expected to be in the coal sector. Demand for capital in the domestic coal industry is anticipated to increase 80% by 1990. The Chase Manhattan Bank in New York warns that these future needs cannot be met by the present capital markets. This article analyzes the current and expected situations of the capital markets available to the domestic coal industry, including: • current and expected future types of financing used in the domestic coal industry; • problems the domestic coal industry may encounter as it seeks capital; and • the future availability of capital funds as concluded from analysis of the first two items. Background Information Regardless of industry, all projects or ventures can be divided into four basic stages: generation; evaluation; selection; and execution. Within the mining industry, one can break down these stages to draw a clear picture of mine development, as shown in Fig. 1. Each successive stage has a corresponding risk level. This risk level defines the type of financing available to the mine operator. Mining Venture Risks A coal mining venture can be characterized by its unique blend of technical and financial risk. As the mine moves through different development stages, varying proportions of each of these risks are encountered. It is these risks that the lender evaluates to determine project suitability. For a coal mining venture, the major complexities generally occur with the technical risk. These include: • quantifying the coal reserves: • assessing the feasibility of the mining method; and • evaluating the design of the wash plant. The reserve risk is gauged by the amount of measured, mineable, and saleable reserves. The greater the latter amounts, the lower the risk. Secure title to the reserves plus title for any surface areas required are also of concern to the banker. Feasibility of the mining method and evaluation of the wash plant design should verify that the project can be completed according to the engineered spec-

Jan 9, 1982

By S. M. Pickering

Banks frequently manage large privately owned mineral land trust accounts for estate heirs. The bank has a fiduciary obligation to follow the “Prudent Man Rule”, which requires that trust properties be managed at least as well as a prudent and knowledgeable owner could. However, banks may not have internal staff proficient at mineral property values, lease contracts, royalties, mining practices, etc. This is an opportunity for experienced geologic consultants and certified minerals appraisers to provide needed help. Items valuable to Trust managers may include: 1. Marketing privately owned mineral trust lands to mining or oil & gas firms, assuring competitive offering prices and terms; 2. Negotiating favorable new mineral lease and purchase-option contracts; 3. Monitoring progress of mining, royalty payments, land reclamation, and environmental clean-up work; 4. Balancing future mining income with later industrial, commercial or housing development, timber harvest, etc.; 5. Assuring that Depletion Allowance tax advantage is taken for actual mine royalty payments, but not for annual non-mining lease (rental) income; 6. Appraising in-ground mineral value for bank audits, estate tax valuations, and equitable property division between heirs; and 7. Serving as expert witness, representing the legal interests of the bank, trusts, and the mineral heirs in litigation. Banks do welcome reliable advice which assists them in achieving the “Prudent Man Rule” and improving mineral income to their land Trust accounts.

Jan 1, 2002

By Peter Campi, Harry R. Asche, Ian P. Callow, Edmund G. Taylor, P. Scott Smith

The US$1,850 million EastLink project is a 39km tollway and includes twin 3-lane,1.5km long, undrained driven tunnels. The hard rock tunnels are being built to avoid passing the motorway through the Mullum Mullum Valley and so to help preserve the unique flora and fauna in the area. This paper describes several of the key issues in the tunnel design and construction, including: the integration of the temporary support design with the Contractor’s tunnel excavation and support procedures, including sharing of responsibility between the Designer and Contractor for support type selection and the production of a project specific rock mass classification system to enable more objective determination of ground conditions. detailed hydrogeological assessments during the design and construction phases to allow confirmation of design loads for the tunnel lining design and the various suite of waterproofing tools in order to meet the project inflow requirements. development of a pre-cast invert solution to the main tunnel secondary lining to enable faster lining construction and to minimize risks to the tunnel membrane associated with fixing reinforcement and construction traffic.

Jan 1, 2007

Surface subsidence that results from longwall mining can be large magnitude and can affect significant areas. Conventional methods for subsidence monitoring include leveling, global positioning system (GPS), and photogrammetric surveys. Remote sensing techniques, including aerial LiDAR, terrestrial laser scanning, and satellite-based differential interferometric synthetic aperture radar (DInSAR), are also used to measure deformation associated with subsidence. DInSAR data are different than data from conventional subsidence surveys. Images capture data over large areas (hundreds of kilometers), and each pixel (data point) in an image quantifies the average displacement over an area of square meters. DInSAR data can have fairly high time resolution; imaging periods typically range from weeks to months.

Jan 7, 2020

By Carrie Smith

Mining has historically been one of the most male-dominated industries in the world. From underground operations to executive boardrooms, the presence of women has often been slim. Women had often been excluded from operational, leadership and decision-making roles, both by cultural norms and systemic barriers. According to PwC’s Global Mine Report (2023), women represent around 14 percent of the global mining workforce. Leadership representation, however, remains sparse, with S&P Global’s 2023 report showing women holding approximately 12 percent of C-suite positions and only 3 percent of senior leadership roles globally. These figures reflect persistent gaps, but they also highlight the progress driven by a new generation of women transforming the industry. Despite the gender imbalance among mining workers, women have continuously made grand strides within the industry, resulting in pivotal changes. At the forefront of this transformation is Kimberly Morrison, one of several women who have played pivotal roles in shaping the mining sector.

Aug 1, 2025

By Graham A. Davis

?The ideas of economists and political philosophers, both when they are right and when they are wrong, are more powerful than is commonly understood. Indeed, the world is ruled by little else. Practical men, who believe themselves to be quite exempt from any intellectual influences, are usually the slaves of some defunct economist. Madmen in authority, who hear voices in the air, are distilling their frenzy from some academic scribbler of a few years back. I am sure that the power of vested interests is vastly exaggerated compared with the gradual encroachment of ideas. . . . But, soon or late, it is ideas, not vested interests, which are dangerous for good or evil.? John Maynard Keynes The General Theory (1936) Policy analysts, economists and others have tradition-ally considered mining and mineral wealth a boon, providing rich countries with the resources needed to sustain their modern industrial economies while helping poorer countries generate the foreign exchange, tax revenues and other assets necessary for economic growth and development. Nevertheless, this conventional view has always had its critics.

Jan 1, 2008

By D. J. Kunz

Myanmar Ivanhoe Copper Company Ltd. (MICCL) has been operating the Sabetaung- Kyisintaung (S&K) Project producing LME Grade A Copper Cathode using the Heap Leach-SX-EW Process since 1998. The mineralization is mainly Chalcocite and the mine has a life of 20 years at the designed annual production of 25,000 tonnes of cathode copper. Design capacity was achieved within two of months of start-up. The mine is among the world’s lowest cost, Heap Leach-SX-EW operations. Information regarding plant design and operation are presented along with the challenges lying ahead and the latest developments. Daniel Kunz is President and Chief Operating Officer of Ivanhoe Mines, and a director of MICCL. He has more than 20 years’ experience in mining, construction and engineering. Prior to joining Ivanhoe Mines in 1996, Mr. Kunz was Vice President and Controller of Morrison Knudsen Corporation, a major international mining and construction company. He was also President and Chief Executive Officer of MK Gold Company, a public mining company listed on NASDAQ.

Jan 1, 2001