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By T. Owen

Not since 1917 has a foreign company developed a standalone, grass roots gold mine in Russia. With. Russia's political changes of the late 1980s, development of mineral prospects once again beckons foreign investors. In 1990, Cyprus Amax began aggressively searching for such an opportunity. Early in 1997, production will commence at the Kubaka gold project located in the Russian Far East, near the Arctic Circle. The Kubaka project is a 1,750-tonne per day open-pit operation that will produce more than 300,000 ounces of gold per year. This paper discusses the challenges of locating such a prospect, doing business in Russia, developing supply lines, identifying work force capabilities, gaining government approvals, securing financing, arranging for gold sales and ultimately building a facility in this arctic region.

Jan 1, 1997

By Terry Owen

Business development process. Throughout Cyprus Amax's early months in Russia, the company stayed focused on what was needed from a deposit for economic success. Cyprus Amax's reason for success in Russia is that all involved - its Russian partners, the workforce and expatriates - provided a focused effort that served the project as it worked through the tender process and the Russian regulations. The company developed an understanding of the regulatory process by working with solid, ethical partners. Infused into the Kubaka management structure were Russians with the knowledge to facilitate the process and a professional group of expatriates. Developing credibility and a solid rapport with the Russian mining authority was critical to the success of this venture. Identifying and gaining the trust of key Russian individuals was also critical during the early stages. Gaining their trust and building credibility was part of the process. These key Russians were brought to the United States to visit existing Cyprus Amax mines. These efforts proved valuable in building an understanding with the Russians about the kind of company Cyprus Amax is and the kind of efficient operations that it can run. This was a learning process for all parties. Fortunately, the company was dealing with intelligent and educated people.

Jan 1, 1997

Kudremukh Iron Ore Company Ltd, a wholly owned Government of India Enterprise, was established in the year 1976 to develop mine and plant facilities to produce 7.5 Mtpa of high-grade iron ore concentrate at Kudremukh. The mine and plant facilities were commissioned in 1980. In view of high demand for iron oxide pellets in iron and steel industry worldwide and as a diversification activity, a pelletisation plant of 3.0 Mtpa capacity was commissioned in the year 1987 at Mangalore for production of high-quality blast furnace and direct reduction grade pellets for export. The pellet plant capacity has been increased to 3.5 Mtpa by technological improvement which included installation of roll press for quality and productivity improvement. In addition, the pellet capacity is being increased to 4 Mtpa by the addition of Shaft Pelletising Furnace plant.

Jan 1, 1999

The Kunwarara magnesite deposit is the largest known magnesite (MgCO3) deposit in Australia. It is located under black soil plains to the north of Rockhampton in Queensland. The deposit consists of magnesite nodules set in a fine-grained sandstone, siltstone and mudstone matrix. The magnesite is derived from weathering of serpentinite in adjacent hills and transport of magnesium in solution to a Tertiary/Quaternary river system. The magnesium has come out of solution in the active river system, and combined with atmospheric and biogenic CO2 to form magnesite nodules. The magnesite can be very pure with certain varieties up to 98 per cent MgO (LOI free). The deposit has been mined since 1991 and processed into magnesia (MgO) which is sold into refractory, agricultural and other markets. The geologist is an integral part of the small mine technical team. The role of the geologist includes characterisation of the ore through drilling and bulk sampling, supervision of geological aspects of mining and assistance in the optimisation of ore processing.

Jan 1, 2000

By G. Kolosay, J. Rajala, G. Deschênes, A. Romanov

ABSTRACT: The Kupol project, located in Far East Russia, treats a high-grade, free-milling ore containing 25.5 g/t Au, 298.3 g/t Ag, and 0.5% pyrite,with a P70of 53 microns. Most of the gold occurs as elec-trum and the silver is predominantly present in the forms of acanthite, stephanite, pyrargyrite, andproustite. The mill reached the design throughput of 3,000 tpd six months after start-up. AKnelson con-centratorrecovers10.4% gold and 0.5% silver. Leaching (14.5 hours pre-treatment and 116 hours cyanidation)of gravity tailings is performed with the CANMET Enhanced Leach Process (CELP),using only 490 ppm NaCN (cyanide consumption of 1.1 kg/t). The precious metals are recovered by counter-current decantation and the Merrill-Crowe process. Calcium hypochlorite destroyscyanide and thiocyanate. Overall, gold and silver recoveries for 2008 were 95.4% and 85.6%,respectively (2.8% and7.5% higher than targets). In the first eight months of 2009, gold and silver recoveries were 95.0% and82.6%, respectively. By August 2009, the mill processed 1.42 million tons of ore with production of 1.1 million ounces of gold and 11.3 million ounces of silver. CELP performance was not affected by changes in feed grade and ore mineralogy. Additional modifications to the leaching strategy allowed further reduction in cyanide consumption and effluent treatment costs.

Jan 1, 2011

By R. Scott

This article describes and evaluates the establishment of Kuyasa Mining including the search for a suitable deposit, the ongoing lack of finance, and market constraints. Despite the dramatic initial growth and success of their Ikhwezi Colliery near Delmas, Mpumalanga, Kuyasa?s experiences offer some sobering arguments for significant changes to mineral rights ownership, the attitude of financial institutions and government policy if South Africa is to have a dynamic and successful junior and small-scale mining sector.

Jan 1, 1998

By Dennys Huaman, Carlos Rojas

Using the Levenberg-Marquardt algorithm to reparametrize the Kuz-Ram original model equation of the mean characteristic size and assess the errors of both models and their comparisson using different statistics measures like chi-squared or relative error with the usage of the Monte-Carlo algorithm.

Feb 1, 2020

The history of the discovery and development of the Kambalda nickel orebody. is reviewed and the decision to process the Kambalda concentrates by the Sherritt-Gordon process at Kwinana is discussed. The Kwinana Nickel Refinery is described and the problems encountered in the first year of operation are Outlined.

Jan 1, 1971

By A. J. Rogers

The KX36 kimberlite was discovered using a high-resolution gradient aeromagnetic survey, with follow-up detailed ground geophysics and deflation soil sampling used to assess and prioritize the geophysical anomalies identified from the initial aeromagnetic survey. Prospect drilling intersected kimberlite in the first hole drilled on the KX36 anomaly. Preliminary evaluation has shown that KX36 is diamondiferous, and a more detailed evaluation and sampling programme is currently underway. The area around KX36 has been prospected by numerous companies over the last few decades, with sporadic kimberlite indicator mineral (KIM) recoveries in regional deflation sampling indicating the possible presence of kimberlites, but without sufficient resolution to ?home in? on specific targets. Previous (lower resolution) aeromagnetic surveys and soil sampling campaigns also did not define anomalies with sufficient detail to guide prospect drilling effectively. The discovery of KX36 highlights the prospectivity of areas of Botswana under deep Kalahari cover that have been explored previously. Keywords kimberlite exploration, central Kalahari, overburden, high resolution aeromagnetics, deflation sampling, KIM.

Jul 1, 2013

By H. Immink

Keywords: Kyoto Protocol, carbon credits, global warming, energy, auditing Climate change is nowadays being taken increasingly seriously, and the link between global warming and the carbon dioxide released in the generation of energy is coming under increasing scrutiny. The Kyoto Protocol was signed in 1997, after five years of negotiation. So far, about 84 countries have ratified this agreement, under which terms developed countries have strict targets linked to their 1990 level of emissions. However, ?greenhouse gas? (such as carbon dioxide) emissions continue to rise alarmingly. According to the World Resources Institute, greenhouse gas emissions in the USA increased 13% from 1990-2002, while Australia recorded a 22% increase. In contrast, the European Union, a Kyoto signatory, has seen a small decline in its emissions during the same period. This is led by the UK and Germany, who reduced their emissions by 15% and 19% respectively. The concept of ?carbon credits? provides a funding mechanism for companies in the developed world to compensate for some of their CO2 emissions by paying companies (trading credits) elsewhere in the world to undertake projects to bring about reductions in emissions. In the southern African mining industry, it will be possible to get refunded for undertaking voluntary emission-reduction projects. Concern about the environment is creating business opportunities. A preliminary calculation has shown that various projects in South Africa (those in the pipeline, with quite a high likelihood of coming off) could earn a combined total of about R2.5-billion, under the initial phase of the Kyoto Protocol's carbon-credit scheme, which allows developed-country companies to trade credits with developing countries. A number of local companies are planning projects that could comply with the Clean Development Mechanism (CDM), in which they will implement techniques to achieve certified emission reductions (CERs) of greenhouse gases. In order to prevent abuse of such a system involving vast sums of money, vigorous audits need to be carried out. A company has to prove it has made real changes and is not simply conducting business as usual under a cloak of claimed environmental improvements. PricewaterhouseCoopers has applied to become one of only a few international agencies that will be accredited to conduct validation and verification of the credits, by auditing what is called the ?designated operational entity?. An independent validator needs to confirm that the project meets the strict requirements of the Kyoto Protocol. The company has to demonstrate that it?s not business as usual. So, if you refurbished every five years, the next refurbishment is not a good CDM project, unless you can demonstrate that you will do something beyond the maintenance - that is what can be registered. So, Kyoto intends to get additional projects going, and the money for that is actually quite good - prices of 14 euros per ton of carbon dioxide not emitted have been seen. The price depends on who takes the risk for non-delivery if a project doesn?t deliver the emission reductions on time. The highly energy-intensive South African mining industry is heavily dependent on coal. There should be many opportunities for the pyrometallurgical industry to come up with creative ideas to reduce emissions, and there is now an additional financial incentive to encourage this. Companies can actually get money in return for doing these types of projects, in addition to the contribution to corporate social responsibility.

Jan 1, 2006

By Bernhard Leist, William D. Leech, Johann Kröyer, Holger Evers

Landsvirkjun—the national electric power company of Iceland—is building the Kárahnjúkar Hydroelectric Project in eastern Iceland. Two glacial river systems will be dammed and channeled through a series of tunnels into a 690 MW underground powerhouse. The Project has a total of 73 km of tunnels to be excavated of which mosthave been completed. From three access adits, three large diameter (7.2 m to 7.6 m),main-beam, gripper-type, Tunnel Boring Machines (TBMs) are being used to complete50-km of the waterway tunnel. Using the TBMs was a first in Iceland to excavate the complex Icelandic basalt formations, which consist of inclined layers of hard basaltic flows with weaker scoriaceous and sedimentary interbeds. Faults, fissures and dykes that frequently cross the lava flows posed both geologic and hydrogeologic difficulties to the TBM tunneling. This paper describes the extreme challenges that the men and equipment had to endure to complete the tunneling, including the harsh winter weather on the surface and the cold, abundant ground water inflows within the tunnels.

Jan 1, 2007

Lime and Marble Limited was founded by the late T J McKee OBE and his family in 1935. The Company had its base in the high grade marble deposits on Takaka Hill, and was also shipping crushed limestone to the Auckland glass works, and supplying burnt lime for industry.

Jan 1, 1998

By Gaston Gendreau, Marcel Allard

"Sidbec-Normines Inc. est une société formée de trios partenaires soient: Sidbec, British Steel Corporation et la Compagnie Minière Quebec Cartier. L'objectif de l'opération minière est d'exploiter à ciel ouvert le gisement d'hématite spéculaire de Fire Lake et de produire au concentrateur de Lac-Jeannine, près de la ville de Gagnon, 6 million de tonnes de concentré pour alimenter l'usine de bouletage de Port Cartier.Le présent exposé a pour but de fa ire ressortier les caractéristiques d'une opération dont la mine est située à plus de 100 km du concentrateur, d'en faire ressortir les particularités touchant le transport du personnel et du minerai. En plus, on traitera de l'importance dans une telle situation d'une organisation efficace dans la gestion des services et de l'opération (atelier, concasseur, entrepôt, etc.).IntroductionSidbec-Normines Inc . a entrepris l'exploitation minière du gisement de Fire Lake, le 1er janvier 1977. Le but de l'entreprise est de produire annuellement six millions (6 000 000) de tonnes de concentré d'hématite (oxide de fer) titrant 66% Fe au concentrateur de Lac-Jeannine a partir d'un minerai d'une teneur moyenne de 33% Fe, extrait de la mine de Fire Lake. Ce concentré est ensuite achemine à Port-Cartier et alimente I'usine de bouletage.Les installations minières de Sidbec-Normines sont situées a trois endroits différents : la mine à Fire Lake, le concentrateur à Lac-Jeannine et l'usine de bouletage à Port-Cartier. La mine de Fire Lake se situe à 83 km de la ville de Gagnon et à 100 km du concentrateur de Lac-Jeannine. Une route provinciale relie la ville à la mine et au concentrateur. Le minerai est acheminé de la mine au concentrateur par chemin de fer et le concentré est transporté par train sur une distance de 309 km à l'usine de bouletage de Port-Cartier."

Jan 1, 1982

By Michael B. Gilbert

The Woodbury L-73 Tunnel involved the design and construction of a 96-inch tunnel driven through 8,080 lf of very difficult ground conditions. Anticipated ground and groundwater conditions consisted of potentially flowing silty sand with cobbles and boulders, mixed face of sand and sandstone and full face of the St. Peter Sandstone. Actual conditions were similar, although the quantities did change from bid quantities. This paper presents the approach used for development of the GBR regarding risk management. The means of arriving at a fair compensation for variances from the baseline values to address the actual encountered tunneling behavior of the soil, boulder count and its effect on production rates are presented.

Jan 1, 2008

By Josée Dartois

En 1988, à l?instar de plusieurs états du monde industrialisé, le Québec décidait d?accélérer la cadence de l?assainissement des rejets industriels et lançait un programme intégré de réduction de la pollution industrielle visant, à la fois, les rejets dans le milieu aquatique, les émissions atmosphériques et les matières résiduelles. Ce programme fut intitulé le Programme de réduction des rejets industriels.

Nov 1, 2002

By Jacek Paraszczak

L?exploitation rentable des gisements de type filonien constitue un problème important dans le contexte actuel de l?industrie minière québécoise. Les études effectuées depuis 1994 ont indiqué, que la technologie d?abattage mécanique utilisant l?outil hydraulique appelé « éclateur radial-axial » constitue une alternative intéressante par rapport aux méthodes conventionnelles par le forage et sautage. Les essais du prototype de l?éclateur ont prouvé qu?il est en mesure d?abattre les roches dures dans un environnement minier, mais sa performance dans les termes de masse du roc abattu dans une unité de temps a soulevé certaines doutes. Pour cette raison, une étude de préfaisabilité de l?éclatage en tant qu?une technologie d?excavation souterraine a été réalisée. Cet article présente quelques résultats des travaux effectués dans le cadre du contrat octroyé à l?Université Laval par le Ministère des ressources naturelles du Québec. Leur objectif principal consistait à comparer, pour les conditions des gisements filoniens, la productivité et les coûts des méthodes d?exploitation souterraine utilisant l?éclatage par rapport à celles conventionnelles. Deux variantes proposées de cette méthode ont été comparées avec la méthode conventionnelle sur le plan du coût (par tonne de minerai) et de la teneur de coupure de minerai d'or. Les études ont démontré que l?application de l?éclatage représente un potentiel de réduire ce coût, surtout dans les situations où l?abattage sélectif pourrait avoir lieu. Pour le cas de base on a trouvé, qu?il serait possible de réduire la teneur de coupure par la marge d?environ 16 ? 26%. Toutefois, les études de sensibilité ont démontré, que le coût dépend de façon important de la productivité d?éclatage, qui, pour sa part, varie beaucoup en fonction de paramètres du massif rocheux devant être abattu.

Oct 1, 2001

By Modesto Bargallo

De acuerdo a las descripciones de los cronistas del siglo XVI, la "guaira" era un horno pequeño, portátil, de barro crudo y forma troncocónica o troncopiramidal cuadrada e invertida. En ese sentido, el presente texto señala las crónicas y relatos respecto del uso de dicho horno, así como las posibles localidades de las guairas al Cerro de Potosí y campos vecinos como Cerro de Porco y la región de los Lipes: las tres, en época colonial. Asimismo, Potosí y aledaños fueron el lugar clásico, donde funcionaron simultáneamente hasta unas siete mil guairas en sus mejores tiempos de fundición (antes de 1571) según Capoche, y en 6497 existían asientos de guairas.

Mar 1, 1969

By Oscar Mejía

El presente texto describe la importancia del reasentamiento de las poblaciones involucradas para el normal desarrollo de las operaciones mineras en el Perú. En este sentido, es necesario que el Estado garantice no solo el crecimiento del sector extractivo, sino que cuente con una regulación responsable para la adquisición de terrenos y que a su vez dote dote a las poblaciones reasentadas las vías necesarias para hacer valer sus derechos.

Sep 1, 2013

By Héctor Quispe

El presente trabajo señala la aplicacíón de las estrategias en Sistema de Gestión de la producción en la mina Raura, de forma que mejore su administración de flujo de recursos y actividades para lograr óptimos resultados con mayor productividad. Entre sus principales objetivos están: la determinación de los stándares de producción en tonelaje, leyes, costos y plazos, que hagan rentables los procesos de operación minera, la definición de sistemas standarizados que generen valor económico en cada uno de sus procesos. Asmismo, se realizó un diagnóstico previó que abarcó los procesos de geología, planeamiento, exploración, explotación, beneficio de minerales en planta concentradora, mantenimiento y proceso de comunicación gerencial. Los resultados y datos de este diagnóstico tiene como base la referencia para la evaluación y avance del proyecto.

Sep 13, 2001

By Luis Artola

El presente trabajo describe los principales elementos de la gerencia de proyectos que aseguran la calidad de los servicios de consultoría brindados al sector minero. La calidad del servicio de consultoría dependerá del grado de madurez e integración en que se implementen los factores críticos de éxito. Uno de los factores más importantes, es la implementación de metodologías que aseguren procesos confiables, estándares y maduros. En ese sentido, se aplicará la metodología descrita en la guía del PMBOK, así como la de dos buenas prácticas consideradas críticas en el desarrollo del proyecto como son: la aplicación de valor ganado en el control y seguimiento del proyecto y la implementación de un sistema de gestión de riesgos para el proyecto que proteja sus objetivos a través de una gestión consistente y eficaz de la incertidumbre.

Sep 14, 2009