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In 2001, 14,623 mining operations reported employment statistics to the Mine Safety and Health Administration (MSHA). This was an increase of 210 mining operations compared to 2000. Almost half (49%) were sand and gravel mines, followed by stone (29%), coal (15%), nonmetal mines (5%), and metal mines (2%).

May 1, 2003

In 2005, 14,666 mining operations reported employment statistics to the Mine Safety and Health Administration (MSHA).1 Almost half (48.5%) were sand and gravel mines, followed by stone mines (30.6%), coal mines (14.1%), nonmetal mines (5.0%), and metal mines (1.8%).

Jan 1, 2008

In 2006, 14,885 mining operations reported employment data to the Mine Safety and Health Administration (MSHA).1 Almost half (48.2%) were sand and gravel mines, followed by stone mines (30.7%), coal mines (14.2%), nonmetal mines (5.0%), and metal mines (1.9%).

Jan 1, 2008

In 2007, a total of 14,871 mining operations reported employment data to the Mine Safety and Health Administration (MSHA).1 Almost half (48.4%) were sand and gravel mines, followed by stone mines (31.2%), coal mines (13.7%), nonmetal mines (4.9%), and metal mines (1.9%).

Aug 1, 2009

1. A total of 14,413 mining operations reported employment to the Mine Safety and Health Administration (MSHA). Nearly half (48.9%) were sand and gravel operations, followed by stone (28.5%), coal (14.7%), nonmetal (5.7%), and metal mines (2.1%). 2. Mine operators reported 240,000 full-time equivalent workers1 (down 3.9% from 1999). Independent contractors reported 42,000 full-time equivalent workers working on mine property (up 8.6% from 1999). Coal operators accounted for 26.8% of reported employee hours, followed by stone operators (25.9%) and sand and gravel operators (12.1%). 3. Eighty-four (84) work-related mine fatalities occurred in 2000 compared to 90 the year before. •The mine fatality rate was 29.8 per 100,000 full-time equivalent workers compared to a fatality rate of4.6 per 100,000 employees for all private industry. •Thirty-one percent (31%) of the fatalities occurred in underground work areas, which account for only17% of total employment. •Although the largest number of fatalities (28) occurred among miners who work for coal operators, coal contractor employees had the highest fatality rate (61.1 per 100,000 full-time equivalent workers). 4.There were 10,839 nonfatal lost-time injuries reported to MSHA, occurring at a rate of 3.8 injuries per 100full-time equivalent workers, and resulting in a total of 417,918 lost workdays.2 •Among all employees,3 the highest injury rate occurred among coal operator employees (5.6 nonfatal injuries per 100 full-time equivalent workers). •The highest percentage (34.7%) of nonfatal lost-time injuries were due to handling materials (e.g., over-exertion in lifting, pulling, or pushing objects), which also accounted for the greatest percentage of lost workdays (29.3%). •Among the most frequently occurring injuries, the most severe (as measured by the median number of days lost) were associated with accidents involving falls of ground, the use of powered haulage, and slips or falls. •The most frequently reported part of the body injured was the back (22.9% of all injuries). Back injuries accounted for the highest percentage of lost workdays (21.6%). 5.Seven hundred sixty-seven (767) cases of occupational illness were reported to MSHA. •The most frequently reported illness was repetitive trauma, resulting in joint, tendon, or muscle inflammation or irritation (37.3%). •There were 155 (20.2%) illnesses reported as hearing loss. The majority (68.4%) of hearing loss cases occurred among surface workers. •Coal workers' pneumoconiosis accounted for 14.5% of reported illnesses.

May 15, 2002

1. In 2003, 14,391 mining operations reported employment statistics to the Mine Safety and Health Administration (MSHA). Almost half (49%) were sand and gravel mines, followed by stone mines (30%), coal mines (14%), nonmetal mines (5%), and metal mines (2%).

Feb 1, 2005

By NIOSH Publications

In 2004, 14,478 mining operations reported employment statistics to the Mine Safety and Health Administration (MSHA). Almost half (48.9%) were sand and gravel mines, followed by stone mines (30.4%), coal mines (13.9%), nonmetal mines (5.1%), and metal mines (1.7%).

Sep 1, 2007

By Z. Scopa, E. Tarshizi, R. Setterlind, L. Frost, R. Livernois

"THE MINES OF THE FUTURE The mines of the future present a host of challenges, which may appear exciting or daunting depending on one’s perspective. Whether some sectors of the public recognize it or not, the demand for raw resources is not going away any time soon. In fact, it is rising as global population grows, urbanizes and attempts to steadily increase quality of life. Yes, at the same time that much of the highly developed world is calling for greener goods, reduced consumption, and cleaner production, in other areas there are cries for clean water and sanitation, consistent energy supply, access to health care and education, personal security, and support for basic human rights. The balancing act for sustainable development of our global society is indeed precarious, and the mining community is necessarily a key player. Fortunately, many industry members have accepted this role and the responsibility to provide leadership and a solid foundation for progress. Looking ahead, we need new generations of leaders, many of whom will be mine engineers, which are ready to tackle all sorts of complex problems. There are tremendous needs just for technological innovations. Increasingly tough deposits will require that we continue to expand scale toward “super” pits and “deep” underground mining fully develop unconventional recovery techniques like in-situ leaching and gasification or deep-sea extraction, and seriously consider off-earth endeavors. Such work will take entirely autonomous equipment; novel separations, processing and recycling methods; and systems that can withstand extreme physical conditions – just to name a few. It will also take a level of systems integration never-before seen in our field, complete with big data issues, sophisticated analytics and modeling efforts, and cyber-security challenges. Moreover, increasingly complex environmental problems will require creative solutions. Addressing issues like pollution control across multiple media, emerging contaminants, optimal management of wastes, selective mining, and shared use of resources between mine operations and surrounding communities and ecosystems are among top priorities. Really, a complete paradigm shift must occur, such that our focus is on overall improvement of environmental conditions, rather than minimization of impacts. A similar shift will be required in the social realm. How can we make miners safer and healthier on-site and off? How can we contribute to communities such that they are better off, now and long-term, for having a mine next door? How can we help transform artisanal mining practices to also contribute to sustainable development? How can our work be a factor in increasing economic and political stability? How can we improve the public understanding of raw resources and the need for mining enterprises?"

Jan 1, 2017

By Ebrahim Tarshizi, Livernois Ryan, Emily Sarver, Zoe Scopa, Robert Setterlind, Leah Frost

"The mines of the future present a host of challenges, which may appear exciting or daunting, depending on one’s perspective. Whether some sectors of the public recognize it or not, the demand for raw resources is not going away any time soon. In fact, it is rising, as the global population grows, urbanizes and attempts to steadily increase quality of life. Yet, at the same time that much of the highly developed world is calling for greener goods, reduced consumption and cleaner production, in other areas there are cries for clean water and sanitation, consistent energy supply, access to health care and education, personal security and support for basic human rights. The balancing act for sustainable development of our global society is, indeed, precarious and the mining community is a key player. Fortunately, many industry members have accepted this role and the responsibility to provide leadership and a solid foundation for progress. Looking ahead, we need new generations of leaders, including many mine engineers who are ready to tackle all sorts of complex problems.There are tremendous needs just for technological innovations. Increasingly tough deposits will require that the industry continues to expand scale toward “mega pits” and “super caves;” fully develop unconventional recovery techniques like in situ leaching and gasification or deep-sea extraction and seriously consider off-earth endeavors. Such work will take entirely autonomous equipment, novel separations, processing and recycling methods, and systems that can withstand extreme physical conditions, just to name a few. It will also take a level of systems integration never-before seen in the mining industry, complete with big data issues, sophisticated predecitve analytics and modeling efforts and cyber-security challenges.Moreover, increasingly complex environmental problems will require creative solutions. Addressing issues like pollution control across multiple media, emerging contaminants, optimal management of wastes, selective mining and shared use of resources between mine operations and surrounding communities and ecosystems are among the top priorities. Really, a complete paradigm shift must occur, such that the focus is on overall improvement of environmental conditions, rather than minimization of impacts. A similar shift will be required in the social realm. How can miners be safer and healthier on-site and off? How can the industry contribute to communities such that they are better off, now and longterm, for having a mine next door? How can artisanal mining practices be transformed to also contribute to sustainable development? How can the industry’s work be a factor in increasing economic and political stability? How can the public understanding of raw resources and the need for mining enterprises be improved?Given the coming challenges, there is no doubt that the mine engineers of the future will need highly diverse skillsets — meshing traditional and contemporary competencies to a degree not previously considered in mining, or most others fields. To be sure, the scope and scale of mining projects make them wholly different than most other engineering work, aside from perhaps the largest civil and urban development projects. While on-the-job experience will continue to be essential, formal education programs (i.e., at post-secondary institutions) must lay critical groundwork."

Jan 6, 2017

By M. K. McCarter

The history of mining education, like the history of the mining industry, is typified by “boom and bust” cycles. In academia, the perpetual problem can be stated as “too many graduates for the jobs or too many jobs for the graduates.” The deep “bust cycle” that spanned the 1990s through 2003 spawned renewed efforts to eliminate, consolidate, restructure, rename, reinvent or otherwise change mining education to make it (for some) more fiscally or socially acceptable. During this period, a number of mining programs were eliminated, and by the late 1990s senior people in academia and their counter-parts in industry became increasing concerned about the very real possibility that strategic disciplines may disappear altogether. As a result, the Mining and Metallurgy Society of America (MMSA) created an educational committee to explore how industry could help preserve key programs necessary to provide future professionals. Several meetings were held to assess the problems and look for solutions. In 2004, this effort culminated in the first of the “Engineering Education” sessions to be held at the SME Annual Meetings. In response to the information presented in this first meeting, Marc LeVier (then president of MMSA) invited a number of the participants to reconvene the following day. An action plan was formulated and a task force was organized. To more fully represent all industry sectors, SME later that year assumed the sponsorship role for the task force.

Jan 1, 2007

By William F. Boericke

THE Christy Creek clay mine of the General Refractories Co., in the Olive Hill District, ranks with the most important producers in the north-eastern Kentucky fire clay field, both from production of high-grade flint clay, as well as unusual extent and thickness of deposit. The property is but one of a number controlled by the General Refractories Co. in this district, but is given first consideration among them by the operating staff. Its total area is over 5000 acres, owned in fee or by lease of clay mining rights, and although mining operations have been in progress for over five years, scarcely one per cent of the ground has been worked as yet. The mine is near the southwestern end of the clay field, which extends in a belt 12 miles wide and 55 miles long, in a southwestern direction from Kenova, W. Va., which, as the name indicates, is at the junction of Kentucky, Ohio, and West Virginia. Olive Hill, where there is one of the l1Ulin plants of the General Refractories Co., and to which the clay from the mine is shipped, is about 26 miles distant from the mine. Connection is made with the Chesapeake & Ohio R. R. by a spur line . 8 miles in length, owned and operated by the company.

Jan 1, 1929

By CIM CIM

Why Workplace Important! ?We need Diversity is to do more in the industry as a whole to encourage and support diversity. It has long been an industry of white dudes and we?re not going to survive if that?s how we continue to think.? ? Mark Scott, HR Superintendent, Vale Inco PURPOSE OF MINING FOR DIVERSITY ? Share best practices in the areas of HR Development ? Support industry in attracting, recruiting and retaining a diverse workforce ? Raise awareness of industry HR challenges and collaborate with stakeholders to develop sustainable HR practices

May 1, 2009

By Russell Barr

Operational excellence is generally known as a management system integrated across critical functions that is geared towards continually improving operational performance. Functional areas such as health, environment and safety, quality and human resources are the focus of many corporate-wide operational excellence programs. Operational excellence also focuses on improving areas such as customer orientation, employee empowerment as well as process, and systems optimization. It is widely viewed as critical to sustaining business performance improvement. Although it is difficult to find a universally accepted definition, or even common foundation in many respects, operational excellence remains a popular term in the business world. Many organizations have developed their own version of organization excellence, influenced by such individual factors, other similar institutions or even third-party service providers. A mining organization is no different from other organizations in that adopting and implementing effective operational excellence programs can dramatically improve business execution and performance across regional or global interests. This paper brings together various perspectives of operational excellence and reconciles them for a useful composite for the mining industry. While most agree that operational excellence should include normal functions in a manufacturing operation such as production, maintenance and engineering and processes such as quality, environmental and continuous improvement, many other factors for operational excellence seem to vary from perspective to perspective. Thus, programs that manufacturers engage in may seem the same, but may, in fact, be different in key areas. This may affect organizational performance in tangible ways. Management must buy into the company?s definition of operational excellence and be dedicated to achieving it. A review of many of the existing definitions of operational excellence, explicit or embedded as part of a program, seems to yield the following common factors: ? It should help organizations better execute their processes and services. ? It should be geared towards improving quality ? It requires that the various operations should be aligned with the overall enterprise strategy. ? It should be geared towards continuous improvement. A composite of operational excellence definitions suggest that it is: ? Geared towards helping the organization achieve sustained profitability; ? tied to strategic alignment and business objectives; ? tied to solid investment strategies; ? integrated as part of the culture, process, time plan and performance; ? a relevant performance measurement system; ? extended to include all aspects of the supply chain (including external suppliers); ? integrated with health, safety and environmental (HSE) aspects. And, while the pursuit of operational excellence intuitively suggests that businesses should improve, it is very difficult to achieve given the difficult challenges facing companies today. Mining businesses face numerous pressures to perform in a global marketplace such as demand, energy cost, variable cost and pricing fluctuations as well as infrastructure challenges to further confound the environment. Companies generally must look to the following:

Jan 1, 2009

By Michel Doyon

Canadian Context: Exploration ??Space Exploration is within the unique mandate of the Canadian Space Agency ??Global partnerships ??Maintain close relationship with our partners ??New knowledge in S&T ??Retain and attract highly qualified personnel ??Participation in missions leads to design roles in industry and academia ??Collaboration between government laboratories, industry and academia

May 1, 2009

Sandvik built its first stone crusher in 1896 and has since grown to become a world leader in mining equipment. ?We are the best in the world, and we can now be even better at making our cone and jaw crushers in different models,? Olle Lundberg, production engineer at the Sandvik Mining factory in Svedala, Sweden told freelance journalist U. Samuelsson, of mekpoint.com. As a specialty manufacturing business under the umbrella of the Sandvik Group, Sandvik Mining is a leading global supplier of equipment, tools, services and technical solutions for the mining industry. Its expertise covers the areas of rock drilling, cutting and crushing, as well as loading, hauling and the handling of materials. Lundberg, along with five colleagues, will write CNC programs for the lathes and machining centers that manufacture Sandvik?s specially constructed casting. In 1999, Sandvik chose ESPRIT computer-aided-manufacturing (CAM) software by DP Technology to program its array of machine tools, and has worked with ESPRIT reseller Holotech, based in Örebro, since 2003.

Jan 1, 2014

By N Lefebvre, M Jakeman, R Aseervatham

Semi-arid regions suffer from two afflictions; evaporation may exceed precipitation by multiples of two or more and variations in precipitation can be both extreme and difficult to predict. Many Australian mines are situated in semi-arid areas where communities are reliant upon locally sourced water or special purpose infrastructure is built as part of the mine construction. As the question of climate change looms, issues related to future water supply and sustainable water management become increasingly important. Across Australia several mining operations co-exist in a single surface water and/or groundwater catchment area. The management of water on a mine by mine or a community by community basis is illogical and must be reconsidered based on a single water catchment and a whole-of-community basis. Mine water should be considered on a full life cycle basis where the quality is assessed for specific mine site applications. This paper addresses technical challenges that include surface water and groundwater supply in semi-arid regions, operational water in the mining industry, beneficial uses of water, water economics and demand management. In much the same way as emissions trading evolved into a multi-stakeholder forum, mining regions offer scope for innovative thinking in water supply and reuse. In addition, this paper considers a number of initiatives taken by Australian mining companies that are entering a prefeasibility stage and contrasts these initiatives against the established success within a South African mining region. The challenges and potential solutions to this initiative are presented for future consideration.

Jan 1, 2006

The 20th annual American Mining Hall of Fame Awards Banquet sponsored by the Mining Foundation of the Southwest will be held at the Westin La Paloma in Tucson, AZ, on Saturday, Dec. 7, 2002. This year’s inductee, guest of honor and featured speaker is J. David Lowell, one of the preeminent exploration geologists of the past 30 years. Among his most recent discoveries is the world-class Pierina gold deposit in Peru, currently owned and operated by Barrick Gold. As representatives of mining heritage, the Hall of Fame will induct Howard Allen Twitty, Sr., and Bernhardt Rohe. Twitty was a respected public lands attorney. He made significant contributions to the mining industry by representing several major companies in many court cases. He was also the author of numerous papers on mining law. Rohe was managing director of Peñoles. In that position, he helped guide the Mexican mining company for its growth into the international mining company that it is today.

Jan 1, 2002

The 21st Annual American Mining Hall of Fame Awards Banquet sponsored by the Mining Foundation of the Southwest will be held at the Sheraton Tucson Hotel in Tucson, AZ on Saturday, Dec. 6, 2003. This year’s inductee, guest of honor and featured speaker at the banquet will be Thomas J. O’Neil, recently retired president and chief operating officer of Cleveland Cliffs Mining. Prior to Cliffs, O’Neil spent 10 years with Cyprus Minerals. He was also professor and head of the Department of Mining and Geological Engineering at the University of Arizona. As representatives of mining heritage, the Hall of Fame will induct James Boyd and Thomas F. Walsh. Walsh discovered a rich gold telluride vein in Ouray, CO, which became the Camp Bird gold mine. Boyd was a former director of the U.S. Bureau of Mines, vice president of Kennecott Copper and later president of Copper Range.

Jan 1, 2003

The Mining Foundation of the Southwest will hold its 14th annual American Mining Hall of Fame awards banquet Saturday, Dec. 7, 1996 at the Leows Ventana Canyon Resort in Tucson, AZ. Each year, preceding the Arizona Conference of SME, the Mining Foundation sponsors this banquet to honor outstanding contributions by people in the mining industry. A permanent display of honoree vitae is located at the Arizona Historical Society in Tucson. Each year, one living award recipient and up to two honorees from mining’s history are chosen by the hall of fame committee and the board of governors of the Mining Foundation. In 1989, the foundation also established a medal of merit to recognize outstanding individual technical and professional contributions to the mining industry. And, in 1995, an award was created to recognize contributions made by companies and individuals in partnership with the mining industry. This year’s inductee is Richard de J. Osborne, chairman, president and chief executive officer of Asarco. He will also be the featured speaker at the banquet.

Jan 1, 1996

The 22nd Annual American Mining Hall of Fame Awards Banquet sponsored by the Mining Foundation of the Southwest will be held at the Westin La Paloma in Tucson, AZ on Saturday, Dec. 4, 2004. This year’s inductee, guest of honor and featured speaker at the banquet will be J. Steven Whisler, chairman and chief executive officer of Phelps Dodge. Whisler is also a director of Phelps Dodge, Burlington Northern Santa Fe, America West Holdings, the National Mining Association, the International Copper Association and the Copper Development Association.

Jan 1, 2004