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

Jan 1, 2012

By H. J. M. Rose

Arising out of the world energy crisis and the increasing demand for nuclear fuels, the Elliot Lake operation of Denison Mines Limited is currently expanding its facilities to meet its increased contractual obligations of some 90,500,000 kg of uranium oxide between now and the year 2011. The mining of uranium is subjected to increasingly stringent environmental controls by governmental and associated agencies so as to safeguard the health of the employees. A heavy burden of responsibility is thus placed on the Ventilation Department to ensure, through efficient planning and good control, that satisfactory ventilation conditions prevail throughout the entire operation. Management realized at the outset of the present phase of this expansion, that the establishment of a properly organized and administered Ventilation Department would be essential to ensure that long term production goals are achieved within the numerous constraints imposed by existing legislation. The paper describes the formation of the department by recruiting technically competent, but largely inexperienced, ventilation personnel, their practical training programme, the departmental structure and the operational and control responsibilities of the ventilation staff.

Jan 1, 1980

By D. W. Mitchell

Never increase, reduce, or remove ventilation without unquestionable, compelling reasons. This rule applies every day as well as when fighting fire, attempting to find survivors, or recovering the mine. Right now in some mine a miner is adjusting a regulator in one place to get more air into another. The chances are the desired result will be achieved. Has the miner done a good thing? NO! Solving the immediate problem reinforces the belief he or she can do it again. That "again" might be, to give but one of many examples, the explosion in Greenwich No. 1 Mine. Robbing the proverbial Peter can be the prelude to disaster in a mine. Reducing the airflow is a common practice when fighting a mine fire. In fact, some people have been taught to do that at MSHA's academy. People who believe that to be proper must be people who never experienced a fire. To fight most fires you have to scramble to get enough air. An explosion demands totally different "thinking". If people are soon to go into the mine, DON'T adjust the ventilation. If teams are in the mine, each affected area must be explored or sealed before making any ventilation change.

Jan 1, 1993

By David Brown, Glen Hall, Ken DeVos, Frank Barone

Dredging and Flooding was completed on the Falconbridge Limited "New Tailings Area" in the period from 1996 through 1998, as part of their site closure measures. Part of the decision making process and closure planning was water quality prediction, including oxidation and diffusion modelling. The purpose of this modeling was to define the potential water quality that would result during and after dredging. A significant body of research on the geochemistry and oxidation kinetics of this site had been compiled. The results of the modeling provide practical insight on the potential water quality that may be expected. Water quality in the pond has steadily improved since flooding was completed with the exception of short term peaks during spring runoff. Aquatic vegetation is appearing through natural recovery and transplanting of local species, and colonies of minnows are now observed in the ponds.

Jan 1, 2000

By F. Newton Parks

SOUND management organization is as essential to a mining operation as sound mining practices, exploration methods, concentration processes, or marketing methods. In fact, if a mining company is well organized, with the right people in the right management positions, it can be reasonably assured of the adequacy of its operating practices. Management problems in mining are unique, but certain principles of organization are universal. These principles should be used as ground rules in mining as they are in other industries.

Jan 5, 1958

By Chris A. Minnucci

In 1978, the U.S. Department of Energy funded a 2-year study to identify and quantify causes of the post-1969 coal mine productivity decline. A large number of factors hypothesized to have affected productivity during this period were analyzed using regression techniques. The results were particularly interesting for two of the factors--mining method and shift scheduling. The study results indicate that the use of longwall mining has an insignificant impact on overall mine productivity, compared to other methods, and mines operating on a two-production shift per day schedule are more productive than mines employing other shift schedules.

Jan 1, 1984

By Clark Woodland, William E. Stanley

Mining companies have been required to enter a "new era of management" in the 1980's as they strive to become more efficient in an increasingly competitive market place. One response for many companies has been to modify their mine accounting systems to make them more effective for cost control and decision-making. This paper discusses some of the major issues in developing and implementing a standard costing system as part of improved management reporting and cost control procedures. It describes the key features and benefits of a computerized standard costing system with particular emphasis on budget-setting and variance analysis. It also identifies important factors to be considered in order to achieve successful project planning and Implementation.

Jan 1, 1987

Education for the Mineral Industry in Australia developed in an uncoordinated but effective fashion till the mid 1960's, with recognised quality in graduates, with output matching demand, and with industry needs being fulfilled. Then in the space of a further 20 years, as company structures expanded, as the number, complexity, and costs of mineral projects escalated, as educational facilities, costs and politics increased, as community perceptions and aspirations changed, as government control of minerals and education increased, and as mineral sales cycles and markets fluctuated widely, the very fabric of Australian Mineral Education fell in tatters. Extractive Metallurgy Education suffered most in this collapse, and no compre- hensive remedies have been initiated. We are all the losers. In the 1990's, the extraction of Australian minerals and metals will increase in international significance, and the education of Extractive Metallurgists must meet this need. After examining the current situation, a series of management strategies are proposed to enable Extractive Metallurgical Education to survive and prosper in the next two decades and beyond. These strategic proposals involve industry, the government, the educational bodies, and individuals, in a range of short and long term objectives, policies, and actions.

Jan 1, 1984

Technological advances evolve in different ways; many are the result of years of application of scientific method. i.e. Observation Deduction Hypothesis Proof In the mining industry, better explosives, drill bits or reagents are likely to evolve in this way. The scientific method is suited to the application of conventional management structures. Other advances are simply the result of a "brainstorm", or building a better mousetrap. Such inspiration probably resulted in "Split Set" rock bolts, or the first use of a vacuum cleaner principle for shaft mucking. Individual consultants can apply lateral thinking to generate such inspiration. In gathering material for the presentation of this paper, I sent a.letter to all members of the Mineral Industry Consultants Association asking them to nominate problems in the industry requiring investigation. The answers have been divided into two classifications - contract research underway and identified problems requiring solutions.

Jan 1, 1986

By Steve Karl

Introduction Technological advances in mining and processing have started the domestic mining and mineral industry back on the road to competitiveness. A massive trade deficit, however, coupled with foreign competition and more government regulations threaten to slow this recovery. So say mining executives in Colorado and Minnesota. These industry decision-makers agree that their challenge is to continue the technical innovations of their industry. The journey back to profitability and competitiveness means improved products, they say, but at lower production costs. At separate gatherings in January, officials in both states said that they believe their industry is up to the challenge. Worker attitudes will have to change, they understand, and management styles will need adjusting. And, while they are willing to make the necessary adjustments, they are going to need some help. Or, at the very least, less interference from the federal government. Foreign markets, all but closed to American products, must be opened up on a reciprocal basis. The nation's $170 billion trade deficit is a priority item that can no longer be ignored. And, closer to home, federal and state environmental regulations concerning mineral production must themselves be monitored. 1987 in Colorado While Colorado's service and trade industries should have a fairly good 1987, the state's mining industry can expect another disappointing year filled with layoffs and declining profits, according to the Colorado Mining Association. Once again, foreign competition and government regulations are seen as the main reasons for the mineral industry's woes. And state mining officials see little relief until at least the 1990s. Speaking to a group of reporters at its annual press briefing in Denver, CMA officials said Colorado's overall nonfuel mineral production is expected to fluctuate between a flat and declining growth trend. Mining employment in the state is expected to fall by 400 people this year, to about 7500. In 1981, Colorado mines employed as many as 17,800 people. During the 1970s and early 1980s, the employment rate in mining in the state grew by 12% annually, according to a summary report compiled by the CMA. Last year, worldwide molybdenum production continued to exceed demand US moly producers, therefore, were forced to continue their familiar path of production cutbacks, as well as workforce reductions. And some molybdenum mines in the US closed altogether, the CMA report stated. In Colorado, Amax's Climax and Henderson molybdenum mines operated at about 50% of combined capacity. Climax employed about 200 people at the beginning of 1987, producing about 5.4 kt/d (6000 stpd) or ore. Henderson employed about 700 people, producing about 24.5 kt/d (27,000 stpd) of ore. In coal, the number of licensed coal mines in Colorado has declined from 124 in 1960 to 43 in 1986, of which only 23 were producing. Once a stable source of employment and production, the metallurgical coal industry in the state has only one surviving metallurgical coal mine, Mid-Continent's Orchard Valley mine. High production and transportation costs, weakness in the US steel industry, and a weak market position have contributed to the decline, the summary reported. "The challenge facing most mining companies in the United States today is to survive," said

Jan 3, 1987

The Lennard Shelf Operations owned by Western Metals Ltd evolved from the Cadjebut Zinc Lead Mine (BHP) in August 1994. Original production of 0.5 mtpa will rise to 2.0 mtpa at the end of 1998. Employees work a multiple of fly-in/fly-out (FIFO) rosters from the Kimberley region and the WA Capital. The three underground mines, treatment and services departments will employ approximately 300 people by the end of 1998. The expansion of the Lennard Shelf Operations as a remote mining location was based on a fresh look at management systems and employee rosters which were generated from many years of mining experience. This paper will endeavour to summarise these experiences and analyse some of their outcomes. Dealing with several mining methods, engineering difficulties, logistical problems and climate extremes, the Lennard Shelf Operations has managed social/employee issues with excellent results. Much time has been spent to get this correct for the Lennard ShelfÆs own set of circumstances. Employees and associated companies must expect continuing changes and improvement as Western Metals strives to continually improve its management systems and employee rosters.

Jan 1, 1998

By Tim Mann

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

Jan 1, 1991

It is no longer adequate in running mines and quarries to simply select the best equipment. Today's competitive international commodity markets demand superior efficiency. This requires efficient production and commercial processes together with systematic involvement of people in continuous improvement of processes. True Total Quality of Management (True TQM) principles provide an operating philosophy for maximising productivity and minimising unit costs of output. Unfortunately, even though these principles are proven in all industry sectors worldwide, they have not always been used correctly. This paper describes basic methodology for correct use of these principles to successfully improve the productivity of rock breakage production processes.

Jan 1, 1995

Currently all engineering schools face a common problem, an ever expanding technological base which must be presented to students within a fixed time period. Traditionally the programmes of study taken by engineering students destined for employment within the mineral industry include formal instruction in aspects of management to an extent greater than that presented in other engineering disciplines. Providing an adequate coverage of an expanding technological base within a fixed time span can lead to a reduction in the time available for 'non-technical' subjects, such as 'management'. This situation calls for periodic review of course contents and allocations of time. Following consultation with an Advisory Committee representing the mineral industry, mining research establishments, and kindred teaching institutions, the University of Melbourne has revised its mining programme. This programme is offered as an example of how aspects of management such as communications, economics, labor

Jan 1, 1980

By Alan R. Gadberry

To resolve drilling and blasting problems, rather than treating symptoms and allowing problems to grow, the mine operator needs to change the way he operates. When a mine operator discovers a drilling and blasting result that he doesn't like, it is easy for him to think of that disappointing result as a problem. More often than not, however, that result is only a symptom of a problem, and the real, underlying problem cause can be seen when the operator looks in the mirror. Symptoms and problems relating to drilling and blasting are resolved when the mine operator makes appropriate changes in the way he manages his operations.

Jan 1, 1985

By William L. Batt

IT IS becoming increasingly evident to management that it has other obligations than merely to earn dividends for stockholders. The head of one of America's largest organizations has stated it in these words: "There rests upon them a far broader responsibility than the mere production of goods and services, or solely the interests of their stockholders. They must assume the important obligation, through proper policy, of attuning industry to a rapidly changing world, from social as well as economic standpoints." Stockholders might as well reconcile themselves, therefore, to the fact that management cannot always put their interests first in the obligation of business enterprise: and that the legitimate requirements of customers and employees have acquired a new significance which must be recognized if the business of today is to prosper.

Jan 1, 1938

By M. J. deBastiani

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

Jan 1, 1963

By R. L. Hills

America's industry uses about 44% of the total energy consumed by the nation directly as fuel burned in industrial plants or indirectly as fuel burned by utilities to provide electric power. In addition, industry requires raw materials or feed stocks derived from fuel sources or having fuel value. This represents about 11% of total U. S. energy consumption, bringing industry's portion to about 55%. Adding that portion of energy consumption required by the transportation sector to move raw materials, intermediates, and finished products, the total energy impact of industry approaches 213 of total U. S. consumption. It is obvious that American industry has the largest share in the task of balancing energy demand and supply. What are we going to do? -- We must increase the supply of energy and increase the beneficial results obtained from each unit expended. Both avenues, unfortunately, are limited in extent and speed. Increases in supply cannot occur without drastic and permanent increases in cost. These increases in cost are un- desirable and inflationary but do provide incentive for the rational businessman to expend the effort and money required to improve the effectiveness of energy in industry.

Jan 1, 1975

The 1990s present many challenges, not the least of which is in the area of health and safety. Integrating of safety and health into the management process to suit the overall needs of a company will require commitment. Organisations which consistently perform to high success levels do so because they plan it that way. By using tools of total quality management, the potential to continually improve all safety processes exists. The successful integration of total quality measurement principles used in the improvement of safety processes, and the measurement of performance-based activities allow for prevention of accident causing scenarios and performance improvement.

Jan 1, 1993

By R. G. Eggert, M. R. Walls

A mining CEO's willingness to participate in risky investment opportunities significantly affects a company's strategic-investment decisions. Decision-analysis techniques provide a mechanism for measuring a CEO's risk tolerance and ability to make formal comparisons of risk propensity among mining firms. The authors developed a methodology for measuring CEO risk tolerance. The findings from a confidential survey of mining CEOs are presented. The results from the survey suggest that: •mining CEOs are overwhelmingly risk averse when considering investment decisions; •CEOs of small mining firms are significantly more risk averse than CEOs of large mining firms; and •there appears to be some differences between Australian and non-Australian CEOs regarding their willingness to participate in risky investments. The results of this survey suggest that CEOs are pursuing objectives other than, or in addition to, maximizing shareholder wealth and that they act to reduce the financial exposure associated with strategic investments.

Jan 1, 1997