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By David L. Giles

The alkalic igneous province of Montana consists of centers of laccolithic and stock-like intrusive complexes with associated sills, dikes, and breccia pipes (e.g., Judith, Highwood, Little Belt Mts.); isolated plug-like mafic bodies (e.g., Smokey and Eagle Buttes); and clusters of kimberlitic diatremes and ultrabasic dike swarms (Missouri River Breaks). The province extends in a belt throughout central Montana from the North Absaroka Range in the south to the Sweetgrass Hills on the Canadian border. Intrusive activity ranged in age from Late Cretaceous to late Miocene, peaking at about 50 m.y, ago. Diverse types of significant epithermal gold mineralization occur at many of the laccolithic centers. This mineralization took place in large part during the waning stages of, or following, igneous activity. Large remnant travertine blankets in the region attest to comparatively recent hydrothermal activity. The quartz-pyrite-gold mineralization ranges from igneous- hosted stockworks or fracture sets (Zortman-Landusky and Neihart districts) and breccia pipes (North Moccasin Mts.) to replacement zones in flanking and upwarped Madison Group limestone (Gilt Edge and Kendall districts). The latter are mostly localized by intraformational solution breccias in the upper Madison, notably near porphyry contacts. Gold mineralization in the province was accompanied by varying amounts of silver, base metals, sulfosalts, and tellurides, with quartz, fluorite, carbonate, and barite and gangue. Gold occurs as auriferous pyrite, sylvanite, or in native form. Since the 1880's, primary gold production from numerous scattered deposits in the Judith, Moccasin, and Little Rocky Mountains, along with byproduct gold from the Neihart silver district (Little Belt Mountain), has totalled around 2 million oz. The major deposits were in the 1-2 million ton range at an average gold tenor of 0.3-0.6 oz per ton. Most of the ore was mixed oxide or carbonaceous sulfide ore and was treated either by amalgamation or by roasting-cyanidation. Current activity includes heap-leach operations on bulk- tonnage low-grade (approximately 0.03 oz per ton) ores at Zortman-Landusky, and several small-scale, experimental leach or mining operations on carbonaceous replacement ores, as in the Kendall district and Spotted Horse mine. Current exploration efforts for gold are focused not only in the old established districts, but also in and around other alkalic centers, which have been unproductive to date, such as the Crazy Mountains, Sweetgrass Hills, and Bearpaw Mountains. Target concepts in these efforts are porphyry-hosted stockwork or disseminated gold ores and Carlin-type replacement lodes in the flanking Madison or other favorable carbonate units.

Jan 1, 2013

By Stephen C. Everett

Why? This is the first question that everyone asks. Why did Renison give away such a valuable asset? What is the problem with Mt Lyell? No doubt this question was asked of Denehurst regarding Woodlawn, MPI at Stawell, Golden Shamrock at Cobar, Western Metals at Cadjebut and Poseidon with the Big Pit. Whilst it is not possible to second guess the rationale behind Renison's strategic withdrawal from an operation that they considered to be uneconomic, the Renison/Mt Lyell deal has certain specific perspectives:

Jan 1, 1995

By T. J. Haddon

For the mining industry in general and gold mining in particular the past few years have been difficult. Economic conditions coupled with growing regulatory restrictions have led to increasingly important reasons for managing assets wisely. From a public company perspective this makes sense because it ultimately provides for an increase in shareholder wealth and that's what we're in business to do. Regardless of whether a company is public or not, assets must be managed effectively to remain a player in today's competitive environment. So, as the CEO of a gold mining company, how do we manage our assets to ensure that we are satisfying our obligations to our customer --the Amax: Gold shareholder? Let me tell you. As I said earlier, the gold industry has been under siege. We have just completed our third year of average prices below $400 per ounce. When you add finding and/ or acquisition costs and development costs to operating costs, there isn't much of a profit margin left. What this environment provides, however, is opportunities for growth. In the gold business, you either grow or you die. Today, most North American gold producers have at most a 10 year mine life. We are all scrambling to add reserves so we don't become extinct. As prices remain low, opportunities for increasing diminishing reserves abound. This is the time for the opportunistic company to take advantages of market conditions and that's precisely what we, at Amax: Gold, have done!

Jan 1, 1992

By Timothy J. Haddon

For the mining industry in general and gold mining in particular, the past few years have been difficult. Economic conditions, coupled with growing regulatory restrictions, have led to increasingly important reasons for managing assets wisely. From a public company perspective, such asset management makes sense because it ultimately provides for an increase in shareholder wealth, and that is why we are in business. Regardless of whether a company is public or not, assets must be managed effectively to remain a player in today's competitive environment. So, as the chief executive officer of a gold mining company, how do we manage our assets to ensure that we are satisfying our obligations to our customer-the Amax Gold shareholder? The gold industry has been under siege. We have just completed the third year with average prices below $12.85/ g ($400/oz). When finding, and/or acquisition costs and development costs to operating costs are added, there isn't much of a profit margin left. What this environment provides, however, is opportunities for growth. In the gold business, you either grow or you die. Today, most North American gold producers have, at most, a 10-year mine life. We are all scrambling to add reserves so we do not become extinct. As prices remain low, opportunities abound for increasing diminishing reserves. This is the time for the opportunistic company to take advantage of market conditions and that is precisely what Amax Gold has done. There are six components to running a successful gold business: • finding reserves through exploration, acquisition or joint venture, • financing the project, • permitting and constructing the project, • operating the project, • cash management and • communication.

Jan 1, 1992

By Raul Z. L. Cançado, Virginia S. T. Ciminelli, Roberto Galery, Armando C. de Araujo

Brazil is presently among the seven largest gold producing countries in the world. This paper discusses the evolution of gold mining through the history of Brazil. It also gives a general account of the present practices for mining, processing and extraction of gold. Flowsheets of some selected plants are presented. The environmental aspects involved with gold production are also considered.

Jan 1, 1987

By Brian W. Hester

All gold occurrences in Tanzania are of Precambrian age and in geological settings similar to gold deposits in other parts the world. The three main areas of interest are perhaps the least prospected of areas of gold mineralization in Precambrian rocks in non- aligned, or market economy nations. Historic production exceeds 77.660 kg (2.5 million oz). Current results by small scale workers go unreported, but have been estimated to be as high as 11.000 kg (350.000 oz) annually. Gold occurs in both lower and upper Precambrian rocks. In the older. gold is associated with greenstones and iron formations typical of many cratonic areas of Precambrian age. The Tanzanian Craton lies in the north west quarter of the country where it is flanked on both east and west sides by mobile belts involving upper Precambrian rocks of high metamorphic grade. Gold occurs in fractures in the western belt within two distinct areas.

Jan 1, 1989

By Richard E. Deery, Reginald E. Reid

A large portion of the public lands in the United States is managed by the U.S. Department of the Interior, Bureau of Land Management (BLM). Public lands administered by the BLM comprise about 39 per cent (270 million acres) of the entire Federal surface estate or about 1/8 of the surface of the United States. Most of this land, located in the 11 Western States, including Alaska, is available for mineral exploration and development. The BLM is a multiple-use land management agency responsible for the balanced management of the public lands and their resources. The BLM's task is to ensure the balanced and sustainable development of the public lands and resources. This task translates into the management of people and their use of the public resources. As a result, the BLM manages a diverse group of programs including recreation, range lands, timber lands, fish and wildlife habitat, watershed, wilderness, scientific, cultural, and historic properties, and most importantly for this paper, energy and mineral resources. The BLM has developed several new policies with respect to mining, including policies on inspection and enforcement, financial guarantees for reclamation, and the use of cyanide. The goal of these policies is to demonstrate to the American public that mineral exploration and development can be an integral part of sustainable development on public lands in an environmentally sound manner.

Jan 1, 1991

By Sidney V. Gold

Should Gold Producers Hedge Their Positions Through : Sales on Forward Markets? Purchases of Put Options? Sales on Spot Market? Forward Markets Assumptions 1. Producer has a known amount of Gold to sell in year ahead. 2. Effect on price is the same whether sold Forward or Spot Market. 3. None of us have knowledge of Future Price Trend. 4. Contange Market prevails in which Forward price premium is approximately equal to rate of interest.

Jan 1, 1983

By J. Réal Cloutier

[Options are a natural extension of the forward and futures markets as they offer fexible method of hedging exposure. -An organized options market is preferable to the "over the counter forward markets since EGCC (EOE, ME, VSE) assumes responsibility for contract fulfillment minimizing credit risks by guaranteeing transactions. -Options ante considerably more "fexible" than the futures and forward markets, permitting prompt, precise and respected adjustment of one's exposure risk position. -The risk to the buyer of the options market is limited to the initial premium paid.]

Jan 1, 1983

By G. R. Tostengard

Gold plant performance during the start-up period, which extends until capacity production is sustained, has a major impact on the internal rate of return and the net present value of gold projects regardless of mining and processing configurations. The start-up period experiences substandard production, extra expenses, and sometimes reduced recovery. This results in lost profits, a portion of which are recouped at the end of the life of the mine. Poor start-up performance can put projects into financial jeopardy. The gold mining industry regularly experiences start-ups ranging from good to poor. Problem areas, which affect start-up performance, include shortcomings in ore reserve sampling and testing, equipment design and installation, untrained plant operators, inability to cope with problems which arise, and organization of the maintenance program. An investment, equal to 0.5% to 1.0% of plant capital cost, in programs to prepare for start-up, in advance, is recommended. Investment in such a program will make a good start-up possible. Without it the best result which can normally be expected is a fair start-up. Developers of new gold mines are urged to compare the cost of this investment with the anticipated increase in project net present value. Funds for this investment should be included in feasibility studies.

Jan 1, 1988

By K. S. Fraser, R. Frischmuth

High temperature pressure oxidation (>190°C) is a wellrecognized and versatile metallurgical oxidative pre-treatment process commonly used to liberate gold from refractory sulfide ores and concentrates. The pressure oxidation of refractory gold ores was first commercially applied in 1985, at Homestake Mining Company’s McLaughlin mine in the United States. Since that time numerous refractory gold and other high temperature pressure oxidation facilities have been built throughout the world. The design of each facility was met with unique challenges and opportunities which have led to an array of plant configurations, pressure oxidation autoclave sizes, and sulfide oxidation capacities. This paper presents a historical review of high temperature pressure oxidation operations and current projects in execution with a focus on the autoclave vessel design, circuit configuration, and unit sulfide oxidation capacity as a basis for characterization and comparison.

Mar 2, 2022

By E. J. Wade

My subject is gold price forecasting and monitoring as an important aspect of gold marketing. While I 'm specifically addressing gold, it is understandable that many other commodities could be readily substituted. Gold marketing must be studied as three distinct processes, and it is my intention to cover each of these processes in turn. First I?ll cover the process of gold price monitoring and forecasting in some detail. In order to select a method, or combination of methods, to be used to sell gold a determination of the future price profile is essential. The profitability of the sales effort will be determined, to a large extent, by how accurately the future price behavior of the gold market has been forecast.

Jan 1, 1985

By Lane White

The 1989 Annual Meeting and Exhibit of SME in Las Vegas, NV, February 27 - March 2, 1989, was the largest ever, drawing more than 4000 regis¬trants and 240 exhibit booths. Technical sessions included presentation of nearly 500 papers, including symposia on Biotechnology in Minerals and Metals Processing, Surplus Capacity in the International Metals Industry, and APCOM `89 - the 21st International Symposium on Application of Computers and Operations Research in the Mineral Industry. Technical sessions covered the gamut of minerals industry interests; however, the proximity of the meeting to recently surging gold development in Nevada drew special attention to gold operating practices. Several of the papers on gold processing are reviewed below. To keep pace with the strong world- wide interest in gold development, SME has scheduled three additional upcoming programs that will focus specifically on gold: World Gold '89 - Gold Forum on Technology and Practices will be held November 5 - 8, 1989 in Reno, NV, as a joint meeting and exhibit between SME and the Australasian Institute of Mining and Metallurgy. Technical sessions will encompass a full program of papers covering geology and exploration, mining, and mineral and metallurgical processing. Cooperating sponsors for this meeting include the Canadian Mineral Processors Division of CIM, The Institute of Metals, The Institution of Mining and Metallurgy, The Mining, Geological & Metallurgical Institute of India, and The South African Institute of Mining and Metallurgy. Gold '90 - Salt Lake City, UT, February 26 - March 1, 1990, will be a symposium held in conjunction with the 1990 SME Annual Meeting. Current research on the processing of refractory gold ores will generate innovative papers on process mineralogy at this symposium, with special emphasis on gold with pyrite and gold with carbon. Other sessions are planned for gold exploration and mining, gold metallurgy, gold plant design and practice, and gold in scams. Advances in Gold and Silver Processing Conference, October 1 - 3, 1990 will be held in Reno, NV. Preliminary planning calls for technical sessions on heap leaching practice, refractory ore processing, non-traditional lixiviants, bioleaching, metal recovery from solution, and the environmental aspects of processing operations. PLANT DESIGN, OPERATION Technical sessions organized by the Minerals and Metallurgical Processing Division of SME at this year's meeting in Las Vegas covered a wide range of gold operating practices. Eight papers relating to gold plant design, operation, and equipment are summarized here. Preprints of these papers are available by writing to Publications Sales, PO Box 625002, Littleton, CO 80162-5002 ($2.50 per paper for AIME members, $4 for nonmembers). Continuous elution process A. M. Stone, of Bechtel Australia Pty. Ltd., described the "Development of the Continuous Elution Process for Extraction of Gold from Carbon" (pre-print 89-75). Developed by Bechtel Pacific Corp. for Ok Tedi Mining Ltd., the Continuous Elution Process uses the same reagents as batch processes for elution of gold from carbon, while yielding significant savings in stripping vessel size and energy consumed in comparison with equivalent batch processes. The process is also simpler to operate than batch processes. Other advantages include reduced maintenance costs, higher average eluate grade, and near steady final eluate grade. Pilot testing for the Continuous Elution Process was conducted at Western Mining's Kambalda gold plant beginning in December 1982. The Continuous Elution Process is a continuous countercurrent system operating in a pressure vessel at elevated

Jan 1, 1989

By James R. Arnold

Gold Fields Mining Corporation started processing ore from it's Chimney Creek operation in northern Nevada in November, 1987. Since that time production has averaged about 200,000 ounces per year from the milling and dump leaching circuits combined. The events that led up to commissioning of the plant started in January of 1985 when the Gold Fields exploration team drilled their first hole in an area now known as Discovery Hill. The major orebody was located later in the year in what is currently the major focus of activity, the North Pit. Subsequent drilling since plant startup has found another 14 million tons of ore two miles south of the original orebody. This South Pit orebody is currently being stripped and metallurgical testing is underway. Engineering Engineering on the Chimney Creek plant started in earnest in May, 1986. Davy McKee Corporation from San Ramon, California, did both the engineering and the construction management. Before engineering began the entire senior staff of the Plant Department was hired and assigned to the project. Senior staff included the Plant Superintendent, Plant General Foreman, Maintenance General Foreman and Chief Metallurgist. Gold Fields does not employ an internal central engineering staff to design their plants. We feel that the people who design the plant should be the ones who will be required to run it once it has been commissioned. This philosophy affords a continuous accountability from start of design through commissioning and operations. All four of the senior staff spent the most critical phase of the engineering stage at Davy McKee, so the plant is truly a reflection of all four disciplines. In bringing on the Maintenance General Foreman from the start, there was a focus placed on ease of maintaining the plant. Another philosophy that was adopted from the start was that the plant be easy to work in and maintain for both operators and maintenance personnel. Numerous design criteria were given to Davy McKee to ensure this. For example, we required that every piece of equipment could be reached easily with a crane or fork lift. All conveyors were required to have walkways on both sides for ease of maintenance and a minimum of 30 inches of clearance under them for ease of cleanup. Visibility for operators was considered very important and the control rooms and general plant layout were designed with this in mind. A list of about 100 general rules were given to Davy McKee during the early layout meetings and these were held as the general design criteria throughout engineering and construction. While engineering was progressing in San Ramon, California, dump leach test work was being done at the site. Three 6 foot diameter fiberglass columns were constructed and filled to a 20 foot height with low grade ore. Leaching characteristics were determined and the dump leach design was based on information collected from these columns. Construction The major contractors on the project were The Industrial Company for the bulk of the piping and structural, EMKO on the electrical/ instrumentation and Hunewill for most of the earth work and leach pad construction. All plant operating and maintenance personnel were employed eight weeks before startup for intensive training. Instructors were Gold Fields personnel, including foremen, and Davy McKee engineers. On occasion, selected suppliers representatives were brought in to discuss major pieces of equipment. Project completion was targeted for January, 1988 at a projected cost of 78.9 million dollars. Actual startup was about 1 1/2 months ahead of schedule and slightly under budget. Full design capacity was achieved the first full month of operation. Crushing Run of mine ore is delivered to the crusher and dumped into a 90 ton hopper which is topped with a 30" X 30" opening stationary grizzly. Ore is fed to a 50" X 60" Telsmith jaw crusher with a 5' wide apron feeder. The closed size setting of the

Jan 1, 1989

By V. A. L. Breguncci, A. H. Martins, C. P. Ribeiro Jr.

This work presents experimental results for the recovery of gold present in alkaline cyanide solutions by using the electroelution technique of strong-base anionic polymeric resins IRA 402-CL from Rhom and Haas-Brazil Ltd. loaded with gold. This technique of electroelution of anionic polymeric resins is based on the removal of metal ions adsorbed to the resin, resulting from a potential difference applied between the cathode and anode in an electrolytic cell. The electrolytic cell was composed of an aqueous solution with suitable chemical characteristics and an anionic polymeric resin bed loaded with gold. The resin used in the experiments was loaded using synthetic alkaline gold cyanide solution with 1.0 g/L of gold. The variables studied were electroelution time, cathode current density, distance between cathode and anode and the electrolyte chemical composition. Statistical methods made it possible to establish the optimum conditions that would achieve satisfactory gold recoveries by the electroelution technique. The statistically predicted response for the resin loaded with gold by percolation was 16.5% gold recovery, 2.0 A/m2 cathode current density, 20-mm distance between electrodes and 6.0 hrs electroelution time. For the centrifuging system, the statistically predicted response was 7.41% gold recovery under the following conditions: 0.25 A/m2 cathode current density, 1-mm distance between electrodes, 3.5 hrs electroelution time and 10.9% NaOH in the electrolyte chemical composition.

Jan 1, 2002

By R. Y. Wan

Recent research efforts have shown have shown selective solvation extraction of a gold cyanide ion-pair complex from alkaline cyanide solution is possible with organic phosphorus esters. These alkyl phosphorus esters such as tributyl phosphate (TBP) and di-n-butyl n-butyl phosphonate (DBBP) can selectively load gold to rather high levels, even in excess of 30 gpl. However, traditional stripping techniques are not particularly effective. In this regard, gold recovery by direct electrolysis of the organic phase has been found to be an interesting possibility. Further, the rate of direct electrodeposition from the organic phase can be improved significantly by using an aqueous/organic mixture. Direct electrodeposition of sheet gold from loaded DBBP was successfully accomplished at a current density of 8x10 4 amp/cm2 and 55°C from such a two-phase mixture with the aqueous phase as the continuous phase. No appreciable degradation the DBBP was found after 5 cycles of extraction and, electrodeposition. Finally, the applicability of the process strategy for an industrial situation was demonstrated by the successful treatment of waste gold cyanide electroplating solutions.

Jan 1, 1986

By D. L. Slyter

Coeur d'Alene Mines Corporation's Thunder Mountain project in Valley County, Idaho, is one of the most remote active mining operations in the US. High altitude, heavy snows, and proximity to wilderness complicate operations in this environmentally sensitive area. Mining is conducted by conventional open pit techniques while processing utilizes on-off heap leaching and Merrill-Crowe zinc precipitation. The project is one of a few similar operations which detoxify the leached ore prior to its removal from the leach pads. Both leaching and neutralizing ( detoxifying) circuits are closed and independent loops. After leaching, alkaline chlorine solutions destroy residual cyanide in the heaps. Calcium hypochlorite solution for the cyanide destruction is prepared by injecting chlorine gas into milk of lime solution.

Jan 1, 1998

By R. Fernández, E. Marczak, A. Collins

Newmont roasting plant in Carlin, Nevada commenced operating in December 1994. Over the years, refractory ores and pyrite concentrates from different gold deposits constituted the feed to the facilities. Historical plant performance indicated that the roasting temperature was the main variable that affected the structural characteristics of the calcine which, in turn, affected the recovery of gold by cyanidation. Gold recovery as a function of roaster temperature was closely monitored since October 2000. Original design temperature was 550oC. Lower roaster temperatures of around 500oC resulted in gold recovery increase by more than 6 percent. This increase was directly related to an increase of the surface area of the calcine. The implementation of an “intelligent” process control system helped significantly in achieving steady low roasting temperatures thus achieving high gold recoveries between 92 and 93 percent. Under those conditions, several roasting campaigns with high-arsenic-containing ores were conducted, which resulted in a significant decrease of gold recovery. The reduced gold recovery was caused by the loss of surface area (e.g. porosity) of the calcine as the arsenic content of the roaster feed increased.

Jan 1, 2007

By R. R. Fernández

The Newmont roasting plant in Carlin, Nevada, commenced operating in December 1994. Over the years, refractory ores and pyrite concentrates from different gold deposits constituted the feed to the facilities. Historical plant performance indicated that the roasting temperature was the main variable affecting the structural characteristics of the calcine, which in turn affected the recovery of gold by cyanidation. Gold recovery as a function of roaster temperature has been closely monitored since October 2000. The original design temperature was 550° C. Lower roaster temperatures of around 500° C resulted in a gold recovery increase of more than six percent. This increase was directly related to an increase of the surface area of the calcine. The implementation of an ?intelligent? process control system helped significantly in achieving steady low roasting temperatures, thus obtaining high gold recoveries of 92 to 93 percent. Under these conditions, several roasting campaigns with high-arsenic-containing ores were conducted, which resulted in a significant decrease in gold recovery. The reduced gold recovery was caused by the loss of surface area (e.g., porosity) of the calcine as the arsenic content of the roaster feed increased.

Jan 1, 2010

By M. R. Lastra

Island Copper Mine began gold recovery Tom molybdenum sulfide concentrates in April, 1985. Plant design capacity is 20 tons of molybdenum concentrate per day. The molybdenum concentrate is produced in a conventional copper/molybdenum flotation circuit by selective copper depression. After thickening, the molybdenum concentrate is leached with cyanide solution in a series of five leaching tanks. The leached concentrate is then filtered and soluble gold values recovered on activated carbon with a six column adsorption circuit. The gold leach extraction is approximately 80 percent with a gold adsorption on activated carbon of 97 percent.

Jan 1, 1986