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By Len H. Steele

To date VMD have designed, built and supplied nine autoclaves to various mining companies in Canada, the US, and Papua New Guinea. Initially, completely fabricated and lead lined units were shipped. The logistics of Placer Dome's Porgera PNG Project necessitated fabricating and lead lining each autoclave in five sections for transportation to site, each piece weighing approximately 30.5 tonnes. Support equipment such as turning rolls, automatic and manual welding machines had to be set up on site to facilitate assembly of these units which was a challenge in planning. This on site erection programme was completed in three months.

Jan 1, 1992

By T J. V Duffy, L H. D Siahaan, P G. Albert

G-ResourcesÆ Martabe Mine in North Sumatra, Indonesia, is a US$700 M world-class and world-scale operation in a country which, with a few notable smaller scale exceptions, has had no significant hard rock mining development in more than ten years.The mine was commissioned in the middle part of 2012 and poured first gold on 24 July. At full production Martabe will produce 250 000 oz/a of gold and 2 - 3 Moz/a of silver at cash costs in the lowest quartile. The mine location is on the west coast of North Sumatra, which experiences annual rainfall of 4 m with no notable dry season, adjacent to seismically active fault zones, and relatively close to a rural community of 31 000 people with no significant industrial experience.The management team has successfully forged strong links with the various government departments and levels in Jakarta, North Sumatra Province and the local Regencies; developed long-term relationships with the various community groups within the local district of Batangtoru to build a sustainable social licence; has dealt with the physical and environmental challenges presented by the project location, and has successfully raised more than US$900 M over a period of three years for the original acquisition then the development of the project.Whilst in its infancy of operation, the mine is set up to deliver a long-term sustainable future for the company, the shareholders, and the people of Batangtoru and all stakeholders generally. The quality of the project execution and commitment by the company will ensure that maximum value can be delivered from Martabe, not just for the current mine life but from the significant exploration potential that exists on the large tenement area that the company has access to for 30 plus years.This paper will deal with the physical challenges associated with the design, the Indonesian government regulatory requirements for mine development, the social aspects of building a world-class project in a developing area, the in-country commitment necessary for any project development anywhere in the world and the successful funding arrangements for the mine development.CITATION:Albert, P G, Siahaan, L H D and Duffy, T J V, 2012. Building AsiaÆs latest hard rock mine, in Proceedings International Mine Management 2012, pp 189-204 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By B Beale

Bow-tie analysis is a commonly used tool to identify and display risks that have the potential for an undesired hazardous event. The output of the analysis are bow-tie diagrams, which are an effective and versatile communication format that can be applied to any type of risk. Contrary to their simplicity, a proper bow-tie diagram that maintains its usefulness and clear communication is difficult to build. Over two decades assisting Major Hazard Facilities with bow-tie analysis for Safety Cases, several common mistakes have been identified. This paper aims to highlight those issues with examples and provide improvement strategies. A sample of the most common mistakes are: - overly complicated risk analysis - poorly scoped and defined terms - poor descriptions and justifications - identifying too many dependent controls. Overly complicated risk analysis leads to wasted time in obtaining data for little gain. The bow-tie diagram is only a model. Effort should be redirected into identifying and managing controls that will make a tangible difference to site risk. Broad scopes lead to enormous and confusing bow-tie diagrams for both the user and the workshop team. Defining the scope of the study, the consequence severity of interest and critical control characteristics creates focused workshops and targeted analysis. With more definitive scope, there may be more bow-tie diagrams, however, they are succinct and specific. Well described causes are imperative for clear communication to users, regulators and future bowtie review workshop groups. It is best to use common wording structures and explain the event stepby- step. Also, clearly document any likelihood calculations and use data references where applicable. Identifying all possible controls creates a false sense of security that there are many layers of protection. In reality, most controls are dependent on a single system or person and could all be compromised from a single failure. A definition of a ‘bow-tie’ control is required whereby it must be independent from other controls. Improving the bow-tie analysis process will assist operators in developing meaningful and ‘operational’ bow-tie diagrams to support risk management systems and practices.

Apr 16, 2024

The structural design of a mine haul road involves the determination of cover thickness requirements above the in-situ or sub-grade material. The specification of these layerworks is a critical component in the overall road design process. Poor design often leads to premature failure of the road, safety is often compromised and productivity and equipment service-life will certainly decrease. Historically, the California Bearing Ratio (CBR) cover-curve design method has been widely applied to the structural design of mine haul roads. More recently, established mechanistic design principles have superceded the CBR approach to haul road design, using a multi-layer model to represent the various road structural layers. The structural design and associated layer thickness requirements are then determined following a maximum strain criterion. This paper develops a case-study evaluation of the CBR cover-curve and mechanistic design methodologies and through a comparative analysis of layerworks and materials, highlights how improved structural design can be achieved mechanistically.

Jan 1, 2011

By P. Maltais

Over the last 10 years, Computer Aided Design, Finite Elements Analysis and field testing of prototypes have enabled the cycling industry to grow and to significantly improve its products. However, today's cyclists have become more and more demanding, making these classical design approaches almost obsolete. Devinci understood that problem four years ago and fully revisited its design approach; to offer bicycle frames better suited to real life riding, one must fully know those real life conditions. In partnership with the University de Sherbrooke, Quebec, Canada, Devinci then developed a bicycle enabling them to measure the actual load applied on a bicycle frame in real-time for real riding conditions: the instrumented bike. Today, Devinci uses its instrumented road and mountain bikes, combined with virtual prototyping and laboratory testing capabilities to develop better bicycles, faster.

Jan 1, 2006

By Paul A. Filteau

Asbestos ranks among the leading minerals produced in Canada. It is also mined in Russia, Rhodesia, South Africa, Cyprus, Italy, the U.S.A., Japan, China and several other countries. The most abundant variety, chrysotile, and also the most valuable form of asbestos produced, makes up 90% of the world's supply. In Canada, chrysotile is found in the provinces of British Columbia, Ontario, Newfoundland as well as in Quebec, the latter accounting for almost 90% of all the fibre produced in this country. A number of developments emerging this year could make 1968 a record production and export year for Canada's asbestos mining industry. Asbestos fibre consumption in increasing in the U.S., Canada, up 10% to date this year, Japan and in Latin America. Demand in Western Europe is again on the upswing, following a cut-back last year. As a result, shipments from Canadian mines for the first eight months of this year reached some 916,968 tons versus 873,402 in 1967, an increase of 43,566 tons or 5%. Indications are that Canadian asbestos production will for the first time ever top 1.5 million tons in 1968.

Jan 1, 1969

By L. Bloom

In 1996, lack of confidence in assaying methods and sample handling affected companies as diverse as Bre-X and Timbuktu. Both share prices and the ability to raise financing are impacted when the quality of assay data is suspect. Overseas projects are subject to enhanced scrutiny when local facilities are used that are unfamiliar to brokers, financing agencies and banks. Quality control systems can be -implemented but there are associated costs. These costs should reflect the risk to the mining company, investors and financiers and the size of the proposed investment. In this regard, assay control call is considered a form of insurance to enhance the value of an exploration or mining project.

Jan 1, 1997

By Brian Koch

Michels installed 242 drilled shafts to support the piers for a new basket-handle, true-arch twin bridge across the Mississippi River from Moline, IL to Bettendorf, IA. The installation of the drilled shafts was completed with the simultaneous use of two Liebherr LB36 and one IMT 300 drill rigs. Utilizing barges, 233 drilled shafts were installed in the river. Michels crews also installed 7-ft to 10-ft permanent steel casing into the bedrock, and drilled to depths of 60 feet for each shaft. Despite working in strong currents, freezing temperatures and on rocking barges, Michels crews placed the shafts within 3 inches of plan position. Since the drilled shafts are the key piece in supporting the bridge structure, Michels provided cross-hole sonic logging to verify the integrity and strength of the concrete within the shafts and to add another level of quality control for the owner/customer. Extensive planning took place each day to ensure that tugboats, the linchpin of the project, were being efficiently utilized to shift the barges and materials daily. On any given day, Michels transported five concrete trucks by barge from shore to shaft sites to pour between 40 and 240 cubic yards of concrete. The Michels environmental team was diligent with preparing, discussing and implementing a water treatment plan that was accepted by all state and federal agencies and adhered to strict environmental regulations. Grain hopper barges were rented to control and treat the water that was used in the drilling operations. Another challenge crews ran into was the discovery of caverns when drilling into some parts of the bedrock. Michels worked with the engineer to develop a plan to construct the drilled shafts that encountered the caverns.

Jan 1, 2019

By Olivia Gamache

When working in remote and extreme environments, projects are faced with new challenges for engineering and project execution. This is heightened when also working in countries with a developing environmental regulatory framework, small skilled workforce available for recruitment, and minimal infrastructure such as power, roads, and water. There is an increasing realization that social and environmental aspects need to be built into project execution. Giving proper attention to these issues during project development and execution, and maximizing opportunities is an ongoing challenge.

May 1, 2013

By W. M. Hart

Business Process Improvement (“BPI”) Change to Survive “It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change.” [Charles Darwin] “If you want to understand something, try to change it.” [Kurt Lewin, social scientist] Many companies have tried one or more process management initiatives. Each effort may help develop a culture that is more receptive to change. Executive Management needs to be unwavering in support of change with systems and structures, staffing, development of people, measures, with incentives and rewards. General Electric developed principles for quality change management that are necessary for effective, continuing Business Process Improvement (BPI). Change Acceleration Process (“CAP”) One of the tools General Electric developed has been used successfully by companies around the world in a wide variety of industries. This tool, named Change Acceleration Process (“CAP”), is designed to improve acceptance of change. Acceptance is the method by which the creative energies of the workforce can be fully tapped. Over time, every employee receives CAP training at least once, and in many instances three (3) or four (4) times, and will work on one or more High Performance Teams. Thus, BPI can achieve and maintain its goals. The CAP tool focuses on: • Leading Change • Creating a Shared Need • Shaping a Vision • Mobilizing Communication • Making Change Last • Monitoring Progress • Changing Systems and Structures

Jan 1, 2006

By R. E. Mclvor

This is an update of an original dissertation on this topic by Lavallee, McIvor and Stolovitch (1992). A step-by-step, technical procedure used to measure and improve the performance of plant grinding circuits was adapted into a training program. ?Systematic Design of Instruction? was applied to: ? Determine if training was a suitable way to deliver this new technology; ? Define the technical content of the program; ? Select program specifications based on learner and context characteristics; ? Design, create and test prototypes of the training modules; and, ? Establish a process for plant implementation. The training program covers numerous skills that are extremely valuable for plant personnel, not only in the grinding area, but also for many other parts of the plant. This paper describes how new skills are brought into the workplace through designed instruction can be an effective alternative to hiring during severe skilled labor shortages.

Jan 1, 2008

By Jane Spooner

"The papers presented in this edition of the Bulletin cover some of the business issues that face mining companies exploring or operating in jurisdictions outside Canada. While technical innovations may, generally, be seen as fast-moving and farreaching, these papers also show that changes in approach and thinking continue to be evaluated and implemented.The Forum paper co-authored by Roger Taplin of McCarthy Tétrault LLP and Marchand Snyman of Muratie Investments Pty Ltd. highlights the quite radical changes that have taken place in South Africa’s mining industry with the introduction of the Mineral and Petroleum Resources Development Act, 2002, in October of that year, together with the Broad-based Socio-Economic Empowerment Charter for the South African Mining Industry and the Mineral and Petroleum Royalty Bill of March 2003."

Jan 1, 2004

By E. M. Haynsworth

The disposal of phosphatic clays has presented a problem to the phosphate industry since the mining of phosphate rock first began. As the flotation process was introduced in the late 1920's, the problem of clay disposal was increased significantly since clay is present in proportionally greater quantities in reserves yielding flotation concentrates. Because of their physical character and the tremendous surface area per unit volume, these clays have the characteristic of retaining large volumes of water as they are slurried during processing. The phosphatic clays with which we are dealing consist primarily of apatite, wavellite and montmorillonite. In the beneficiation process, we remove the -150 mesh material as waste. However, the particles are essentially smaller than -325 mesh, and more than 70% are smaller than three microns. The disposal of clay and the recovery of a portion of the water require settling areas with a capacity ranging up to 2 cubic feet for each cubic foot of phosphate matrix mined. According to a recent study by the Bureau of Mines, the average cost for disposal of these wastes is 24.5 cents per ton of, product (U. S. Bureau of Mines Circular 8404). This is a major cost of phosphate rock production.

Jan 1, 1970

Project Details ? Located 420 km northeast of Yellowknife, Northwest Territories ? Jericho kimberlite discovered in 1995 ? Feasibility study showed +3,000,000 carats recovered from 2.6 million tonne reserve ? Nine year mine life ? Approx. 100 person workforce in full production ? First mine for Tahera, First new mine for Nunavut Completed Ambitious Construction Schedule During 2005 o Feb ? Mar/05 Winter road mobilization o Mar ? Dec/05 Pre-stripping, earthworks o Mar ? Apr/05 Camp facility, occupied May 3 o May ? Dec/05 Process plant o Jun ? Dec/05 Maint. shop, fuel storage, power plant o Jan ? Mar/06 Commissioning, start-up o April 2006* COMMERCIAL PRODUCTION

May 1, 2006

By John Ratti

Building on Canadian Capabilities for Space Resource Missions: Space resource science and technology mission building blocks Canadian historical perspective Status and future pursuits It takes Canadian Teamwork to succeed in space exploration! Space resource science and technology building blocks: Orbiting / Delivery Elements Spacecraft Sensors Landed elements Roving / Mobility, Autonomy Sample acquisition and handling Sensors, GN&C Science Operations Partnerships: Government ? Industry Between Industry With Academia and Scientists

May 1, 2013

For the past two years, Cliffs Natural Resources in Minnesota has tried an experiment: it has staffed a booth at the Iron Range Earth Fest. ?It was a little unusual for a mining company to participate in an event that centers around preserving the Earth?s resources,? said Julie Lucas, environmental manager at Hibbing Taconite Company. ?But Cliffs is a sustainable company and we want to take every opportunity to share information about our practices. We found the response to be overwhelmingly positive.? Cliffs? outreach effort is just one of the surprising ways mining companies across Minnesota are reaching out to stakeholders and finding success. The 85th annual SME Minnesota Section Meeting (73rd Annual University of Minnesota Mining Symposium), held April 17-18 in Duluth, MN, demonstrated the Minnesota mining community?s commitment to connection and collaboration, and how that approach is bringing success.

Jan 1, 2012

By F. Segobia, M. Portal, F. Ysla, L. Goicochea

It is our responsibility to promote responsible and sustainable mining with new generations, promoting a culture of equality and respect. To fulfill this commitment, we are working with the SME UNC Student Chapter team, Newmont Yanacocha, BRG Women and Allies and the Museo de Agua y Tierra (MAT) to carry out the “Building our future” project. It is our responsibility to promote responsible and sustainable mining with new generations, promoting a culture of equality and respect. To fulfill this commitment, we are working with the UNC SME Student Chapter team, Newmont Yanacocha, BRG Women and Allies and the Museo de Agua y Tierra (MAT) to carry out the “Building our future” project. This project seeks to instill in new generations the importance of mining, integrating sustainable development objectives. We have the participation of Newmont Yanacocha and external professionals, who share their life stories and inspire participants from rural and urban educational institutions to pursue their dreams and aspirations. We believe that this project is important because it will help new generations understand the importance of mining and its role in the development of the country, covering the economic, environmental and social spheres. Since its inception in 2022, the project has positively impacted more than 500 participants.

Feb 1, 2024

By F. Segobia, M. Portal, F. Ysla, A. Mujica, L. Goicochea

The “Building Our Future” project is a collaborative initiative between the UNC SME Student Chapter and the Water and Earth Museum (MAT) of Asociación Los Andes Cajamarca (ALAC), both corporate entities of Newmont Yanacocha. Its mission is to promote responsible and sustainable mining among new generations while fostering a culture of equality and respect. This comprehensive educational program integrates sustainable development goals and includes workshops led professionals and external experts who share their personal stories to inspire students from rural and urban educational institutions to follow their dreams. Additionally, for this year 2024, the project development and implemented an interactive mobile application that educates users about the use of minerals in everyday life through four levels: Minerals in the Home, Minerals in Medicine, Minerals in Transportation, and Minerals in Agriculture. This multi-faceted approach seeks to raise awareness about the importance of mining in Peru’s economic, environmental, and social development, ultimately fostering a new generation of informed and engaged citizens who understand the vital role of mining in a sustainable future.

Feb 1, 2025

The relationships between Aboriginal Traditional Owners and mining companies have often been mired in dispute, particularly since the High Court Mabo decision and the Native Title Act of 1993. In the Pilbara region, Rio Tinto Iron Ore (RTIO) impacts the traditional country of 12 Aboriginal Traditional Owner/language groups. Over the past 12 years the company and the Traditional Owners have negotiated and settled several significant land use agreements including the Yandi Land Use Agreement over the Yandicoogina mine in 1997, between Hamersley Iron (now Rio Tinto Iron Ore) and three language groups û the Bunjima, Nyapaili and Innawonga people and the Eastern Guruma Indigenous Land Use Agreement (ILUA) of 2006. These substantive agreements are now being followed by a new generation of region wide ILUAs which are close to conclusion. Arising from these regional agreements is a new framework for engagement which has been informed by the implementation of the previous agreements in the Pilbara and across the Rio Tinto group of companies. They are driven by both a company desire to have a consistent approach to engaging with Traditional Owners and the Traditional Owners wanting to have a similarly transparent and consistent standard of performance by the company in implementing the agreements which can deliver improved employment, cultural heritage engagement and direct and indirect benefits for the life of mining by the company. During the past three years the growth in the Pilbara, Western Australia brought new opportunities with people flocking to the region for employment flowing from the mining boom. Housing was at a premium and FIFO (fly-in, fly-out employment arrangements) was developed as a method to manage the general growth and demand for skills. Despite the recent down turn in the world economy since September 2008, which has reduced demand for minerals, the Pilbara continues to enjoy high levels of employment and as a result there is still significant pressure on housing and services provision. Although there has been vast economic growth in the Pilbara not only by mining companies but also oil and gas companies, the 2006 census data indicated that the direct benefits of improved employment, business development and engagement in the mainstream economy continued to exclude Aboriginal people. Indigenous people constitute a significant proportion of the population in the Pilbara region, some 6000 people û currently 14 per cent of the population rising to 18 per cent by 2015 û yet they remain at the bottom of the socioeconomic scale. More than 40 years of mining has returned relatively little to this group of people who are the permanent residents of the region and are connected through their traditional culture to this country (Taylor and Scambary, 2005). Ensuring local Aboriginal participation in the mainstream economy has been a challenge for resource companies, Traditional Owners and local residents in the Pilbara. The case study explores the relationship between a mining company û Rio Tinto Iron Ore and the Traditional Owners of the Pilbara. It examines two projects that have been developed to engage Indigenous people in the development of their region and through regional representation and business development to build a sustainable future for themselves and their future generations and at the same time ensure social cohesion to support social licence to operate. The case study also examines the process that was followed by Rio Tinto Iron Ore and its operations in undertaking a regional agreement for land access, participation and the integration of local Indigenous people into their business and the local economy.

Jan 1, 2009

By J. Ellzey Hayden

THE Cliffs Shaft mine of the Cleveland Cliffs Iron Co., located in the city of Ishpeming, Mich., is the largest producer of hard hematite ore on the Marquette iron range. The two shafts, A and B, lying 820 ft. (250 m.) apart on the east-west trend of the ore formation, were sunk in the early eighties, and, except for four years, have been steady producers of iron ore. Their location, on a hill overlooking the general offices of the company on the one side and the city of Ishpeming on the other, has made the shaft houses landmarks. In the spring of 1919, as the old wooden shaft houses had become shaky and out of line, and would soon be unsafe, it was necessary to replace them with the least possible delay. Three plans of construction were, therefore, considered: To replace the old shaft houses by somewhat similar structures made of wood; to use steel and radically change the design; or to build reinforced-concrete shaft houses outside of the wooden structures, completely enclosing them. The first plan was disapproved, because it is anticipated that the mine will have a long life and the proximity of other buildings makes the danger from fire rather great. Delay in receiving material, and the necessity for closing the shafts during erection, were other factors in the situation. The second plan was disapproved on account of the high cost of steel, slow delivery, and interference with hoisting during the period of erection. The presence near one of the shafts of a large bed of hard gravel suitable for concrete made, the cost of the third plan considerably less than the second, and little, if any, delay in hoisting was expected. Our expectations in this regard' were fully realized. Furthermore, the work could be done by unskilled labor, which was plentiful, and the erection could be quickly started. When the proposition was submitted to Mr. W. G. Mather, president of the company, he recommended that, on account of the prominence of the buildings due to their location, an effort should be made to combine in the design as far as practicable something of architectural beauty. Following his recommendation, the original plans were submitted to the

Jan 8, 1920