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By J D. Bryant

The Ernest Henry Copper-Gold mine, the third largest copper deposit in Australia, is located 35 km NE of Cloncurry in the Mt Isa-Cloncurry mineral district of NW Queensland. Ernest Henry Mining Pty Ltd (EHM), a wholly owned subsidiary of Xstrata Copper Australia, operates the mine. Approximately 10.2 Mt of ore grading 1.12 per cent Cu and 0.56 g/t Au were processed during the 2001 - 2002 financial year. The Ernest Henry plant produces copper-gold concentrate, which is trucked to Mt Isa for smelting. The Ernest Henry deposit is a member of the diverse Fe-oxide-(Cu-Au) class of deposits. The orebody is hosted within a sequence of moderately SSE-dipping, intensely altered Paleoproterozoic intermediate metavolcanic and metasedimentary rocks. Copper (chalcopyrite)-gold mineralisation occurs mainly within the magnetite-biotite-calcite ¦ pyrite matrix of a 250 m + 300 m pipe-like breccia body. The breccia pipe comprises two anastomosing lenses separated by a lower grade, clast-supported breccia zone. Several anastomosing brittle faults affect the macro-geometry of the orebody. Copper grade is proportional to the degree of matrix support in the breccia. The July 2002 Ore Reserve was 88.7 Mt @ 1.0 per cent Cu and 0.5 g/t Au. Resource estimation at Ernest Henry is based on a large database of predominantly diamond drill hole information. Drill spacing is typically 50 m + 50 m. Ordinary kriging is used to estimate Cu, Au, SG and IST (oxidation indicator) into model parent cells of dimension 20 m E + 20 m N + 16 m RL. The block model is comprised of five geological-geochemical domains represented by 3D wireframe surfaces. Zonal control, where samples and blocks are assigned the same domain number, is used to control grade estimation. The geometry of the domains defines hard grade boundaries across strike and soft boundaries along strike A Deep Drilling Project was initiated in August 2002 with the initial aim of testing the down-plunge extension of the orebody to a vertical depth of over 1 km. The encouraging intersections to date have resulted in a significant increase in the mineÆs open pit Mineral Resource together with the identification of an underground Mineral Resource. Added benefits of the project included an expanded and updated geological legend and an improved understanding of the host geological sequence.

Jan 1, 2003

Companies involved in the mining industry are exposed to risks, referred to as corporate risks, as part of the business process. Directors and management should be aware of these risks and make appropriate business decisions to address each risk. If business risks are not addressed on a timely basis the consequences are likely to be serious and will adversely impact the ultimate success of the business.The key corporate risks are:Poor cash flow and treasury management. ò Incompetent or unmotivated staff.ò Poor product quality.ò Accounting systems that do not provide meaningful and timely information.ò Computer system deficiencies. ò Ineffective credit screening.ò Assets not adequately protected.ò New ventures undertaken that are either inappropriate or not adequately researched.Exposures to corporate risk should be dealt with by Directors and management by systematically identifying major risk areas and implementing appropriate internal and management controls to deal with such risk areas. Proper management controls and procedures include the setting of overall corporate objectives and policy, monitoring adherence to such policy, establishing early warning systems to highlight problem areas and maintaining security over assets.

Jan 1, 1990

By Paul R. La Pointe

GEOTECHNICAL OBJECTIVES OF UCG PROGRAM Underground coal gasification (UCG) is one of several in situ extraction technologies for utilizing deep, otherwise unmineable coal. This technology involves the injection of air or oxygen into the target coal seam, ignition of the coal and recovery of product gases. Geotechnical characteristics of the coal and enclosing rock strata strongly influence the success of this Process. The flame front follows the coal cleats (Hill, 1979), and cleating and bedding control the manner in which coal collapses into the cavity, thereby affecting recovery efficiency (Ramirez and others, 1982). Moreover, coal seams typically behave as fracture dominated aquifers in which cleat orientations govern subsequent contaminant dispersal. For these reasons, the Anaconda Minerals Co. undertook a detailed study of fracturing within the Wyodak-Anderson Coal in the eastern Powder River Basin (PRB) near its Rocky Hill UCG test site (Fig. 1). STRESS HISTORY AND FRACTURING IN THE POWDER RIVER BASIN Vertical jointing, or cleating, in coals may arise from shrinkage shortly after deposition under low confining pressures, or later in time, soon after burial but after the coalification process is well advanced (Ting, 1977). There is much evidence to support the formation of cleating after coalification (e.g. Hawkes and Mellor, 1970; McCulloch and others, 1974), which suggests that the stress state existing at that time strongly influences cleat formation. McCulloch and others (1974) argue that the typically better developed face cleat forms parallel to the plane containing [ol] and [o2]. Where the relation between cleats and stess has been studied (McCulloch and others, 1974; Stone and Snoeberger, 1977; Ward, 1977; Kulander and Dean, 1978), the highly systematic face cleat strongly parallels the [o1] direction. Stone and Snoeberger (1977) report face and butt cleat measurements of N70E and N29W for the Felix Coals 220 m stratigraphically above the Wyodak at the Hoe Creek UCG site (Fig. 1). Structural trends also indicate the past state of stress in the PRB. Glaze and Keller (1963) suggest that the NE-SW regional compression during the late Permian formed major N-S fold lines and basement magnetic anomalies. Mapel (1959) describes folds having N60W and N30W rends in the northern PRB, as well as a large normal fault trending northeast. Glass (1976) also describes normal faults trending northeast. Similarly, Olive (1957) mapped normal faults

Jan 1, 1984

By Kenneth G. Thomas

Since approximately 2003 we have witnessed the unprecedented escalation in commodity prices. Coupled with economic chaos following the 2008 economic downturn this has caused difficulties in controlling schedule, capital costs and operating costs for mining projects. Once again escalation has returned to commodity prices fuelled by growth in the BRIC countries especially China and Brazil. This is further exasperated by the missing generation of skilled technical personnel not graduating from universities in the 1980s and 1990s owing to depressed commodity prices. This paper examines the six tenets for successful project implementation.

Jan 1, 2011

By Klaus Böde

Within the national and international strategy of the German based construction company HOCHTIEF, the majority of its business units is equipped with the comprehensive software package ARISTOTELES. This software is a powerful business information system for all accounting and controlling related processes in medium-sized and large construction and other related companies. Due to the complexity of the software, time constraints, and limited financial resources an implementation of this software package requires thorough project management. In this paper the relevant elements of project management are outlined based on practical experiences gained during this international IT - implementation project. Special emphasis is directed to the identification and management of potential risks. In this case particular acknowledgement was given to the multinational nature of the project and modernization of the business. This includes thorough reorganization of the company, significant changes of job requirements, and substantial trainings for its employees. At the same time key success factors like knowledge transfer, adoption of Czech legal requirements, commitment of management, networked thinking, and integrated project planning come into play. The costs for implementation had to be carefully evaluated because the software was implemented in a country with a considerably low cost I price level. All these impacts to the business had to be managed within the scope of transformation of business and political environment from socialist to market driven economy.

Jan 1, 2002

By Drupad B. Desai, James G. Gallanes

A key component of the Inland Feeder Project is the Riverside Badlands Tunnel, a7.9-mile stretch subjected to high internal and external hydraulic pressures passing beneath highly eroded hills in a semi rural environment. The tunnel presented significant design and management challenges to the project team. This paper describes the formula for project success used to manage the design of this complex pressure tunnel, from team member selection to the completion of all contract documents, on schedule and below budget. The project team dealt with sensitive regional and local community issues and won the trust of the community. The team included participation by senior management and recognized experts from inception to finish. The team worked diligently to build quality into design and adopted a claims avoidance approach to management and preparation of documents.

Jan 1, 1997

Ground conditions at the Kencana mine, Indonesia, are generally poor and an underhand cut and fill mining method is used for extraction. Due to these poor ground conditions, all vertical development has been conducted using blind, top-down, sink and line excavation methods. Due to time constraints, raiseboring was considered the only viable excavation method for the installation of a return ventilation system for the K2 (Kencana extension) project. In order to achieve successful raiseboring in the poor ground conditions a number of strategies were used including: a detailed geotechnical study for optimal position of the shaft/s, splitting shaft excavation vertically, raiseboring of multiple smaller diameter shafts, extensive pregrouting, installation of drainage holes, and rapid installation of support following excavation.

Nov 25, 2010

By S. Yalcin, S. Chang, M. Oliazadeh

"Present day ferrochrome demand is on the rise, as more steel products require this material as an alloying element. It is projected that the stainless steel demands will grow by about 6% per year to 2020; as such, the supply and demand for ferrochrome appears promising. Chromite is the only economical source of chromium, which is commonly upgraded by gravity techniques and used to produce ferrochrome. The gravity separation methods are not able to treat particles finer than 0.1 mm efficiently. Therefore, in processing chromite ore, a large quantity of fine tailings; some 25% of the mineral values have been reported as lost in slimes during processing. The chromite content of these tailings is typically 10-20% Cr2O3 and accumulates into a large stockpile/pond. A chromite concentrator project in Canada, considers a cut-off grade of 20% Cr2O3. This indicates further processing might be required to recover chromite from low-grade stockpile when the high-grade deposits are depleted. Low-grade ores normally indicates disseminated chromite ores with low liberation and consequently fine comminution. This paper reviews the techniques for treating chromite from fine material and provides some examples of successful operations in fine chromite recovery. Beneficiation techniques for fine particles include gravity separation, magnetic separation, and flotation. Several case studies are presented here that used one of the aforementioned methods or a combination of them.INTRODUCTIONChromium is one of the essential element and important material for production of ferrochrome alloys and special steel. Chromium occurs as chromium spinel, a complex mineral with chemical composition of (Fe, Mg) O (Cr, Al, Fe)2 . Chromite ore is exclusively found in ultramafic igneous rocks. Major associated gangue minerals are talc, quartz, serpentine and iron oxides.Chromite is a heavy mineral, with a specific gravity in the range of 4-5, relative to associated gangue minerals in a chromite ore, which makes gravity concentration a suitable process. This is generally true for coarse particles, ranging from 1 mm to 100 mm. Typically, the ore is prepared by crushing (and grinding if necessary) to a suitable size and the material is sized for the appropriate beneficiation techniques. It is common to use heavy medium separation (e.g. dense media drums, dense media cyclones, or Dyna Whirlpool) to treat coarse size and intermediate size particles (1 – 100 mm). Intermediate and fine particles (20 – 0.1 mm) could be treated by jigs. Spirals, shaking table, sluices, and Reichert cones can upgrade fine particles. Figure 1 shows a typical chromite beneficiation process flowsheet. As can be seen, it consists of three major sections: feed preparation (crushing, screening), de-sliming, and concentration. Beneficiation recoveries range from 80 to 85%, although the ratio of upgrading is only 2 to 3."

Jan 1, 2013

By S C. Barrie

St BarbaraÆs Marvel Loch operations have successfully used longhole open stoping as the primary mining method for a number of years. A transition to Core and Shell mining was implemented in 2009 to recover substantial ore grade resources remaining in sill and rib pillars. The transition to core and shell for the Exhibition lode required continuous waste filling of created voids and thus the removal of the crown pillar at the base of the Exhibition pit by blasting. Access to the top of pillar was denied as the pit was partially rock filled with waste rock from underground development.Beyond the technical challenges of the blasting project, a simple and transparent risk management process was developed to ensure appropriate controls and mitigating strategies were in place to minimise risk to personnel during the pillar removal process.Although failure of the crown pillar was anticipated but with the actual timing unknown, on 25 December 2011 the crown pillar yielded during normal mine operations. Engineered and isolation controls in place at the time were of a sufficiently high standard to ensure limited exposure of the underground workforce and minimal damage to mine infrastructure. Successful risk management through implementation of appropriate controls during the project lifecycle of two years and three months proved to be fundamental to the safe removal of the crown pillar.CITATION:Barrie, S C, 2012. Successful risk management through project life cycle for removal of the crown pillar at the Marvel Loch Underground Mine, in Proceedings International Mine Management 2012, pp 125-134 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By Peter Kolitsch, Galyn Rippentrop

INTRODUCTION On April 14, 1994, the joint venture of Kiewit Construction Company and Kenny Construction Company was awarded a 76 million dollar contract for the construction of the New Hampshire Avenue Tunnels in Washington D.C. The Notice to Proceed was given on May16, 1994 and scheduled completion is September 1997. This project is one of five contracts for the Mid-City E Line as part of the Washington Metropolitan Area Transit Authority (WMATA)Greenbelt Route. Once completed, the Mid-City E Line subway tunnels will connect service between the U Street-Cardozo and Fort Totten stations (See Figure 1). The New Hampshire Avenue Tunnels project consists of approximately 6800 feet of twin single track subway tunnels, three vertical shafts, associated utility work and comprehensive restoration work. Section E4b involved two methods of tunneling along the project alignment. The first method consisted of the well known soft ground open face shield driven tunnel and the second method consisted of tunnels driven using the New Austrian Tunneling Method (NATM) . The NATM section of twin tunnels begins at the Buchanan Vent Shaft and proceeds approximately 2630 feet under Rock Creek Cemetery, including the Farragut Emergency Access Shaft and connects approximately 390 feet beyond to the existing Fort Totten running tunnels (See Figure 2). Special considerations had to be given to the portion of the tunnel alignment which passed beneath Rock Creek Cemetery. The analyses and subsequent selection of the tunnel support system were based on anticipated geological conditions and the sensitive tunnel alignment. The New Hampshire Avenue Tunnels project was the second soft ground NATM project in Washington D.C. The first, by no coincidence, was completed at the adjacent Fort Totten Station and Running Tunnels Project by Mergentime/Hochtief, AJV. Currently, on a nearby WMATA jobsite, the J.F. Shea Construction Company has started a third NATM soft ground tunnel. Tunnel support systems were studied with respect to three tunneling methods: •A one-pass system consisting of a bolted precast concrete segmental lining •A two-pass system consisting of an unbolted precast concrete segmen

Jan 1, 1997

By P. Saunier, S. Fourmont, R. Stafford, A. Jung, J. Mlynarek

The safe and economical storage of tailings generated by modern day mining operations is possibly the single largest challenge faced by miners today. By nature, tailings are a waste product that have little to no economic value. Yet, their physical and chemical contents can pose incredible environmental hazards if not stored correctly. The variety of factors that are met when designing Tailing Storage Facilities (TSFs), means that in most cases, a low-cost solution is sought to accomplish storage, meet environmental regulations, and adhere to industry best practices. TSFs can be large dam face structures or smaller structures like retention/evaporation lined ponds. Water management is potentially the single largest factor that miners and designers must contend with when constructing a TSF. Water is a necessary component in the process of extracting ore but can be difficult and expensive to remove once it is mixed with solid tailings particles. As a result, the most common disposal of these water containing tailings, called a slurry, is to simply discharge into an embanked TSF (Vick, 1990). These structures, just like any other water retaining dam, can breach releasing contents downstream. Despite modern advancements in TSF design, there have been numerous dam failures that have resulted in tragic loss of life and ecological devastation. Most notably in the last decade, the Brumadinho and Mariana Dam disasters in Brazil killed 278 people in downstream communities when TSF dams failed in 2019 and 2015, respectively (Rotta at el., 2020). Similarly, in 2014, the Mount Polley tailings spill in British Columbia was the second largest tailings spill on record and caused extensive damage to adjacent watershed ecosystems when the TSF embankment was breached (Byrne at el., 2018). While there were indeed numerous unique and underlying factors present in each of these structural failures, a shared element in the devastation was the large-scale release of unstable liquefied tailings

Mar 2, 2022

By J Ralston, W Skinner, D Fornasiero

The Wark has been conducting collaborative research through the AMIRA International P260 series of projects for over 20 years. This paper reviews specific outcomes of successful technology transfer to flotation plant practice over that time. Moreover, findings of an independent audit of industry users of the research outcomes of the P260 project are reviewed. The key to successful technology transfer is the active engagement of industry personnel at all phases of the technology transfer process. Other research outcomes include the novel application of new measurement tools and methodologies which include, for example, advanced surface analysis techniques. These new tools and methodologies have been pivotal to improving our understanding of factors that limit the flotation separation of minerals at plant scale. Future potential targets for technology transfer to improve flotation plant practice are discussed.

Jan 1, 2009

By S. Nikolic, G. M. Stieper, D. P. Mallah, B. J. Hogg, P. B. Voigt

Copper feed materials processing is becoming more challenging, due to an incremental increase in the mineralogical and compositional complexity of these feeds. These complex and polymetallic feeds are now becoming more common and many sites have been forced to re-evaluate their operating strategies to process these materials at cost competitive rates, whilst meeting ever more stringent environmental regulations. Most operations must first evaluate the merits of pyrometallurgical and hydrometallurgical treatment routes. Although there are multiple copper smelting technologies available, only top-submerged lance (TSL) technology, supplied by Glencore Technology as ISASMELT™, has been applied in the real world to consistently and successfully smelt complex materials in integrated metallurgical facilities such as Glencore’s Kazzinc Ltd. operation in Kazakhstan, Umicore Precious Metals Refining in Belgium and Aurubis AG in Germany. Glencore Technology also offers hydrometallurgical processing, through the Albion Process™ technology, opening up viable flowsheet options previously not possible for these complex feeds. This paper describes a number of real world process flowsheets at global operations and Glencore’s own operations at Mount Isa and Kazzinc Ltd., which process complex feeds. These flowsheets integrate the ISASMELT™, Albion Process™, ISACONVERT™, ISAKIDD™ Tank house, and bottom blown oxygen cupel (BBOC™) technologies to provide an effective process solution for the treatment of complex polymetallic feeds to produce metallic copper and associated by-products. INTRODUCTION Traditional smelters and those built in recent times within the bulk smelting hubs of the world have been designed to treat standard/clean concentrates. In recent years the processing of complex polymetallic sulfide concentrates and the recycling of secondary copper and derivatives of waste electrical and electronic equipment, such as e-scrap, have become a focus for numerous companies (Alvear & Nikolic, 2013). Processing of these complex feeds, characterized by relatively high levels of minor elements (over 5% of elements such as arsenic, antimony, bismuth, lead and zinc) is more challenging. Facilities not designed for these types of materials may require significant modifications or a change in smelting technology to treat them. Often operations find themselves re-evaluating the merits of pyrometallurgical and hydrometallurgical treatment routes for their sites through a number of factors:

Jan 1, 2019

By Thomas P. Kwiatkowski, Joginder S. Bhore, Christopher D. Orlandi, Jose Velez

Three case histories of successful TBM tunneling for New York City Water Tunnel No. 3 are presented. The tunnels, costing about one billion dollars total, are the 5-milelong, 18'-11" OD Brooklyn Tunnel; the 5-mile long, 23'-2" OD Queens Tunnel, and the9-mile long, 12'-4" OD Manhattan Tunnel. The three tunnels are the first major tunnels constructed in New York City rock utilizing the TBM method of construction. This paper describes and compares the three tunnel projects in terms of geology, construction methods, TBM’s, rock and groundwater behavior, rates of advance and other performance data, and challenges and solutions encountered during the projects.

Jan 1, 2007

By Rosa H. Harris

The world's largest gold dump leach operation, Minera Yanacocha S.A., has installed community assistance programs in Peru concerned with health, education, electrification, agricultural assistance and road improvements. The programs are conducted in a joint venture fashion in association with various organizations.

Jan 1, 1998

By S. McPherson, M. Chalkley, R. Ellenwood, W. Nicot

"The Moa JV was formed in December 1994 as a 50/50 joint venture between Sherritt Inc. and General Nickel Company S.A. of Cuba. The joint venture consists of the mine and Pedro Sotto Alba processing plant in Moa, Cuba and the Corefco refinery in Fort Saskatchewan, Alberta, Canada. Throughout its now nearly 23-year history, the Moa Joint Venture has faced a number of global, operational and process challenges. Global challenges have included high input costs such as for fuel oil and sulphur, as well as low nickel prices. Operational and process challenges have included increasing ore haulage distances, decreasing ore Ni + Co grades, and increasing ore impurity contents. For example, increases in impurities such as Mg and SiO2 in the ore result in increasing acid demand in leaching and decreasing solids content of preheated leach feed slurry, respectively. In spite of these challenges, the mixed sulphide production capacity from the Moa Joint Venture has increased from 12,500 to 37,000 t/y Ni + Co since 1994 by judiciously targeting expansion projects and by continuously performing process and operational improvements.INTRODUCTION The Pedro Sotto Alba high pressure acid leach (HPAL) plant at Moa Bay, Cuba has a long history (Maslenitzkiy, 1969; Chalkley, 1996; Carlson, 1960; Roy, 1961; Carlson 1961). The plant was constructed by Moa Bay Mining Company and started up in late 1959 after several years of process development by Freeport Nickel Company, including operation of a 10 t/d plant in Hoskins Mound, Texas and a 50 t/d plant in Port Nickel, Louisiana (Southwick, 2004), as well as development work by Chemical Construction Company (Chemico) to precipitate metal sulphides (Roy, 1955a; Roy, 1955b). The Moa plant had an original reserve of 50,000,000 t of ore, graded at 1.35 wt% Ni, 0.146 wt% Co, 3.70 wt% Si, 1.00 wt% Mg and 4.5 wt% Al. At original design rates of 2,000 kt/y of ore, the design capacity of the plant was around 25,000 t/y Ni + Co as a mixed sulphide product, which would be shipped to the Port Nickel Refinery in Louisiana for processing. In 1960, the plant changed ownership and was restarted in 1961 under Cuban management. Between 1961 and 1989, the plant was also supported by involvement from the former USSR, supplying spare parts and consumables. In 1994, Sherritt Inc. partnered with the General Nickel Co. S.A. of Cuba and formed the Moa Joint Venture. This joint venture includes the mine and Pedro Sotto Alba HPAL processing plant in Cuba and the Corefco refinery in Fort Saskatchewan, Alberta, Canada. Under this partnership, ore is processed in Cuba to produce a nominally 55 wt% Ni and 5 wt% Co mixed sulphide product that is shipped to Canada and processed by Corefco to produce class 1 nickel, high grade cobalt and byproduct ammonium sulphate fertilizer."

Jan 1, 2017

By B McCarthy

Mining has been typified of late as a boom and bust, cyclical industry operating against a steady decline in the size and quality of mineral deposits. Decreasing deposit grades and increasing costs of traditional mining techniques, all in the face of another commodity downturn, are forcing mining companies more than ever before to seek out new and innovative ways to operate. New technologies are emerging to model, control and track resources through the mining value chain, to move material about mines more efficiently, and to identify and separate ore from gangue early in the extraction process.Discovering such technologies however is only the first challenge for mining companies. Actually implementing technological change successfully has proved to be an even bigger challenge. Like for many industries, fulfilling the promised benefits for the expense and timing envisioned, has not been easy when innovative technologies are introduced.Citing the author’s insights and experiences in a number of emerging technologies, this paper explores barriers to implementing technological change in the mining context. Key elements of a change management framework, first developed for implementing mine management systems, are described to give mining executives insight into how they and their organisations can succeed through technology-driven change.CITATION:McCarthy, B, 2016. Successfully implementing technology-driven change in the mining environment, in Proceedings International Mine Management Conference, pp 89-104 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By E. W. Vekris

Patents are playing an increasingly important role in the business world. A diverse patent portfolio can enable a company to secure a monopoly within the market, which can provide a competitive advantage over competitors. At the same time, possessing a diverse patent portfolio greatly increases the value of a company's intangible assets. This paper provides an overview of the patenting process as it pertains to the fields of metallurgy and mining, and summarizes some general patenting strategies. A review of new "green technology" initiatives recently adopted by Patent Offices around the world is also provided.

Jan 1, 2011

By Waldemar Lindgren

THE following pages present data accepted by many geochemists and geologists regarding the succession of minerals and the temperatures of formation in ore deposits affiliated with igneous rocks. They also present the individual views of the author on the composition of the solutions that were active and on the mode of deposition. He does not regard these views as speculations or hypotheses but as forming a well motivated and consistent theory. It is not certain, however, that all investigators will subscribe to them.

Jan 1, 1936

By Robert B. Parsons

"The February 18, 1987, Federal Budget contains a proposed amendment which would simplify somewhat the ""successor corporation"" rules in the Income Tax Act. Despite this amendment, though, the important successor rules will continue to be relatively complex.IntroductionThe February 18, 1987, Federal Budget papers propose an income tax amendment whereby the so-called ""successor corporation"" rules would be revised by removing the present provision which limits the application of these rules to a maximum of two ""successions"". The successor corporation rules represent one of the most complicated sets of rules in the Income Tax Act. This month, Tax Notes seeks to explain these rules and the proposed amendment in simplified terms.Basically, the successor rules provide a mechanism for transferring unused exploration and development expenses from one taxpayer to another , in specified circumstances. The aforementioned limitation of two successions refers to the rule which allows a maximum of two such transfers with respect to any particular pool of deductions."

Jan 1, 1987