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By J. Robert Denny

The impact of the computer revolution--so pervasive in some industries--has been less startling in the mining industry. Computer techniques have been used successfully to provide drill hole calculations, contour maps, and a variety of conventional maintenance scheduling, and accounting applications. But it is our experience that the real economic payoffs lie in the engineering application of computers to mine planning and the use of systems engineering techniques for mine operations. Since 1964, Newmont Mining Corporation has been engaged in systematic research and development of computer techniques in a variety of mine planning applications. The general objective in using computers has been twofold: first, to arrive at a viable, near-optimum plan for mining a particular orebody, and second, to decrease the financial investment by reducing the man-hours required for mine planning. Three major phases in the evolution of these computer techniques for mine planning are discernible. In phase one, the machine capability for duplicating manual drafting and contour mapping was developed. The necessity of including all recognized geologic characteristics is obvious. Capability for properly incorporating structure, stratigraphic trends, and other geological features was a significant aspect of phase one development.

Jan 1, 1970

By Bruce D. Hansen

For many years, Newmont has focused on improving its operations. After the merger between Newmont and Santa Fe Pacific Gold, Newmont created synergies of more than $50 million a year in Nevada. This was done primarily through optimal ore movements and consolidation of various functions. During the current period of low gold and copper prices, Newmont has refocused its efforts on efficient operations worldwide. At its mine facilities in Nevada, Newmont has used a combination of several strategies to decrease the costs of operations and to increase profitability. These include computer technology, optimal use of infrastructures, procurement strategies, functional consolidation, enhanced mine planning and several available metallurgical processing options.

Jan 1, 1999

By David L. Hill

Newmont Gold Company's Mill No. 4 is located along the Carlin trend, about 25 miles North of Carlin, Nevada. The plant consists of a primary grinding circuit using a 7.2 m (22 ft) diameter by 2.6 m (8 ft) long semi-autogenous mill along with a 2.3 m (7 ft) diameter cone crusher. Secondary grinding is performed in a 4.8 m (14.5 ft) diameter by 9.2 m (28 ft) long overflow ball mill in closed circuit with a set of 66 cm (26 in) diameter cyclones. The ground product is fed to a typical carbon-in-leach gold leach circuit. The grinding/crushing circuit operation and control scheme are the topics of this paper.

Jan 1, 1993

By James J. Komadina

INTRODUCTION Newmont Gold Company's Rain operations are located in Elko County, Nevada, approximately 9 miles southeast of the Town of Carlin.The property was submitted to Newmont Exploration Limited in 1979 and underwent development drilling over the course of the next four years, culminating in the completion of a project feasibility study in October 1986. Initial project scope included development of an open pit mine, an 815,000 DSTPY heap leach, a 572,000 DSTPY mill (Mill No. 3), and associated support facilities. Approval to proceed was given by Newmont Gold Company management in June 1987. Detailed engineering began in early July, followed immediately thereafter by procurement of major equipment components through various second hand sources. PROJECT DESIGN Keep It Simple In early August, Newmont Mining Corporation, parent company of Newmont Gold Company, became the takeover target of an "investor" group headed by T. Boone Pickens. Details of the ensuing events have been well documented by the press; suffice to say their impact on this project was material and required immediate flowsheet changes. Project design throughputs were increased to 1,000,000 DSTPY and 760,000 DSTPY for the heap leach and mill, respectively, in mid- September. These changes caused major project headaches as all general arrangement drawings had been approved and structural steel as well as concrete contracts were in place. Additionally, ground breaking was to commence in two weeks time! Rain project management assembled shortly after the announced changes, to devise an engineering and construction strategy capable of handling these new business conditions. The project had been justified using a gold price of $325 per ounce with a forecasted overall cash cost per ounce of $230. Hence, strict control of capital expenditures was necessary to maintain development economics. Mill start-up had also been moved forward one month, to August 1, 1988. To meet an already ambitious schedule, construction techniques needed to be simple and proven as most of the facilities were planned for erection during winter at a site with design criteria of -40F and 90 mile per hour winds. Perhaps the most critical factor requiring consideration was that of personnel. Newmont Gold's revised business plan called for corporate-wide production increases from 587,000 ounces per year in 1987, to 1,400,000 ounces by mid- 1989. Labor requirements were forecasted to grow from 900 employees to over 2,100. This fact, in combination with the rapid growth of Nevada's gold industry, led to the expectation that turnover of operating personnel would be extremely high. It was concluded that, to meet cost, time, and operational goals, the necessary strategy could be succinctly put - "Keep It Simple." Mining/Metallurgical Factors The Rain deposit consists of three interconnecting mineable shapes with host rocks ranging from 90%+ barite to a highly silicified jasperoid. Due to a limited number of mining faces in the first two years, in-pit blending

Jan 1, 1990

By Stephen P. Winkelmann

The expansion of gold production in Nevada's Carlin Trend over the last few years has been staggering. To increase gold production while minimizing capital requirements and providing for the safe and efficient mining and processing of ores has required a tremendous effort by the mine engineering group at Newmont Gold. Organizational changes were implemented by the company to effectively deal with a full range of engineering problems. Specially developed computer software and its applications will be explained in this article as well as improvements in the techniques used in converting geologic resources into reserves. Scheduling procedures for the mining of multiple pits to feed multiple processing facilities will likewise be presented. Ore control procedures and current mine engineering practices are discussed. Growth at Newmont Gold Expansion of production levels at Newmont Gold Co. was brought about primarily by the economic incentive to exploit increased reserves. From 1987 to 1989, mined production increased by 260%, gold production by 238%, and manpower by 166% (Table 1). These increases came quickly and demanded

Jan 1, 1990

By Walter R. Lawrence

Newmont Gold Company, formerly Carlin Gold Mining Company, is a publicly owned corporation, 95% owned by Newmont Mining Corporation. Newmont Gold Company has operated gold recovery operations North of Carlin, Nevada, since 1965. Development of the Gold Quarry ore body, 19 kilometers south of the original mine, resulted in the decision to construct gold recovery and ancillary facilities in what is referred to as the Southern Area. Plant No. 2, located 11 kilometers North of Carlin, Nevada, was designed to treat 6350 tonnes per day of oxidized gold bearing ore assaying 2.5 grams per tonne of Au at an average recovery of 87%. Flowsheet development conducted by Newmont personnel resulted in the decision to construct a carbon-in-pulp recovery circuit preceded by two-stage grinding, Detailed engineering was done at Toronto by Bechtel of Canada beginning on January 1, 1984. Actual construction began on March 1, 1984, and was completed in June, 1985. First feed was run on June 22, 1985.

Jan 1, 1987

By William Gleason

"There are few people more qualified to speak of the tumultuous times in the global mining industry during the past four years than Newmont Mining Corp. president and chief executive officer Gary Goldberg.Goldberg stepped into his current position in 2012, just before MINExpo 2012. Gold prices had hit record highs not long before that ($54.15/g or $1,856.40/oz on Sept. 8, 2011), expansions were happening around the world and the gold mining sector was still living in the glow of one of its longest upswings in history.That all changed between April 8 and April 15, 2013 when the price of gold dropped by nearly $200/oz ($46.27/g or $1,586.20/oz on April 8 to $40.45/g or $1,386.80/oz on April 15), putting an end to the decade-long mining boom and forcing mining companies like Newmont to re-evaluateeverything.Three years later, with the gold sector recovering, Newmont Mining is not only surviving but is thriving with a pair of mines coming online, Long Canyon in Nevada and Merian in Suriname. On Oct. 1, the Merian Mine went into production on time and more than $150 million under the initial development capital budget.Goldberg, who was one of the featured speakers at the opening session of MINExpo International 2016 on Sept. 26, also spoke with Mining Engineering about the previous four years and the future of the industry.“Mining goes through cycles all the time and gold is no different,” Goldberg told Mining Engineering when asked about surviving the downturn since 2012. “I thought it was important that we take a good methodical and steady approach across the business to determine what was the right thing to do and to set the business up to improve performance. Anyone can cut costs for the short term, but we set out to do it in a sustainable and reliable way. We created a program we call Full Potential to look for sustainable ways to reduce costs and improve productivity. That program has taken more than a billion dollars out of our costs since we implemented it 2013 and that shows up in our results. Our all in sustaining costs are down 28 percent and our productivity is up 39 percent.”During the downturn, Newmont restructured its business model, sold off some assets and created a leaner, more nimble operation. It has paid off with the addition of two new mines and the acquisition of another, the Cripple Creek & Victor Mine in Cripple Creek, CO.“The gold industry had not seen a downturn in 12 years. We had half a generation that had not experienced a downturn, so helping them through that in an organized way and keeping a view toward the long term throughout the downturn was important. We were one of the few companies that continued to invest in assets,” he said."

Nov 1, 2016

By S Thacker, M Noakes

The Newmont Tanami Operations (NTO), formerly the Granites Gold Mine, commenced operation in the mid-1980s with tailings deposition evolving over the past three decades as production has increased and the operation has expanded. Paddock-style tailings storage facilities (TSFs) and in-pit tailings deposition have fulfilled the tailings requirements for NTO over its lifetime with the technical specifications of these facilities improving over time in line with the positive development of standards, guidelines and best practice.This paper reviews the options for tailings storage facilities at NTO and the many considerations that have been analysed and deliberated upon before settling on specific TSF types and designs. It also explains the operating philosophies of the tailings deposition and how the facilities have always strongly maintained the optimum capture and retrieval of water. The current TSF design and criteria is presented, along with the introduction of dry tails harvesting for use in paste production as a backfill product for the underground mine. Tailings deposition and recovery remains a critical function of the Granites process to ensure long-term operation and gold production.CITATION:Thacker, S and Noakes, M, 2015. Newmont Tanami Operations – tailings storage facilities, in Proceedings Tailings and Mine Waste Management for the 21st Century , pp 305–314 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 27, 2015

The Newmont Waihi Operations are centred on the Martha mine at Waihi, New Zealand. The mine has produced over 6.6 million ounces of gold from both openpit and underground sources since operations began in 1878. The current open pit operations commenced in 1988 and in the year to 30 June 2002 produced 129,790 ounces of gold at a cash cost of USD122 per ounce. This paper provides an overview of current operations and future directions.

Jan 1, 2002

By J. F. Barry

Newmont Mining Corporation and Barrick Goldstrike Mines, Inc. concluded an exchange of land and reserves in an agreement signed May 3, 1999.This exchange of assets allowed Newmont to develop the Deep Post underground mine from within Barrick’s Betze-Post open pit, thus reducing capital expenditures, lowering operating costs, and advancing the production schedule by nearly three years. Based on previous experience, Newmont is confident that the Deep Post underground mine can be successfully developed and operated within a large, active, open pit mine. The project also faces difficult geotechnical conditions including weak ground, scattered pockets of groundwater, and elevated rock temperatures.

Jan 1, 2000

Scattered north and south along a 161-km (100-mile) stretch of Interstate 80, Newmont Min¬ing Corp. owns four active mining properties in Nevada?s northern high desert ? Carlin Trend Operations, Midas, Twin Creeks and Phoenix. Among the four, there are nine openpits, five underground mines and 14 processing facilities. While gold is the predominant ore, silver and copper are also produced. And in a move to hold down energy costs, Newmont built and owns the 200-MW (net), coal-fired TS power plant. This plant provides about 65 percent of the power used for Newmont?s own operations, while the rest is sold to NV Energy, which services Nevada and northeastern California. Bringing the Phoenix Mine ? Newmont?s newest in Nevada ? on-line presented many developmental and operational challenges. Located about 19 km (12 miles) southwest of the town of Battle Mountain, the general area had been home to prospectors and other mining companies since the 1860s. But any profitability in developing the lower grade gold, copper and silver deposit at Phoenix proved elusive, with Battle Mountain Gold being the last company to make an attempt. When Newmont acquired Battle Mountain Gold and its Phoenix reserves in 2001, the lower grade of ore was not a deterrent. Newmont found Nevada-wide cost savings synergies for maximizing profit during the depressed gold market of the late 1990s. The new property was aptly renamed the Phoenix Mine, a nod to its rising from the ashes of the dreams and efforts of previous mine owners.

Jan 2, 2010

By John Mitchell, Mark K. Jorgensen

Newmont Mining’s Ahafo Mine is located in Ghana approximately 300 km (190 miles) northwest of the capital city of Accra in the Brong-Ahafo region. The nearest city is Sunyani, located 45 km (28 miles) to the north. The Ahafo Mine will process ore from seven major pits that extend along a 40-km (25-mile) strike. Four pits are in the south and three pits are in the north. The resource is currently stated at 373 t (12 million oz). But it still has the potential for growth both from new discoveries and the development of underground operations.

Jan 1, 2007

By L. Harris

The Yanacocha project is the first foreign investment in Peruvian mining since Cuajone during 1976. Three years after the project began, it has become the largest producer of gold from heap-leach operations in the world and the top producer in Latin America. The success of Minera Yanacocha SA (MYSA) opens a new chapter in Peruvian mining with the exploitation of its widely spread gold deposits. And it has attracted the interest of foreign investors in Peru’s mineral resources. Construction began on Aug. 1, 1992. The first gold bar was poured on Aug. 7, 1993 from ore from the Carachugo Mine. During 1993, Minera Yanacocha produced 2.5 t (81,000 oz) of gold and 9.4 t (304,000 oz) during1994 (40% above budget). Production was expected to exceed 15.5 t (500,000oz) during 1995 with the start-up the Maqui Maqui Mine.

Jan 1, 1996

Large scale mining of Mesabi taconites may have moved nearer to realization with the arrival of the latest model Linde Jet-Piercing machine at Reserve Mining Co.'s Babbitt, Minn. property. When the machine is placed in operation it is expected to pierce blast holes in the hard taconite beds up to 10 times faster than is possible with existing drilling equipment. The new primary blast hole drilling machine has been designated the JPM-3, and is the successor to the JPM-1, in operation at Erie Mining Co.'s taconite mines at Aurora, Minn. The size of primary blast holes which can now be pierced has increased from a nominal 61 in. diameter to 71 in. diameter and maximum hole depth has increased from 35 ft to 47 ft. Development has progressed to where 71/2 in. holes can be pierced with the same speed as 61/2 in. holes. Piercing progress is controlled by electronic blowpipe descent controls. Other features of the JPM-3 include: automatic burner ignition from the operating cab; heated and air conditioned operating cab designed for all-year operation; mechanical improvements for sub-zero operation common to the Mesabi, and redesign of wearing parts for longer service with minimum maintenance. The 40-ton machine is self-propelled. Power, oxygen, and cooling water lines trail from the machine. Jet piercing is based on combustion products of oxygen and a liquid fuel such as kerosene. The flame, jetting from a burner at speeds of about 6000 ft per sec, disintegrates layers of spallable rock. The burner is cooled by water which is then directed through orifices around the periphery of the burner. The water changes to steam and carries the spallings out of the hole. The equipment used in Jet-Piercing is essentially a tractor-mounted blowpipe containing a combustion chamber and nozzle, which is in effect a miniature rocket motor, from which the supersonic combustion gases emerge to do their work.

Jan 1, 1952

Lieut. Louis J. Brunel, now in France, was commissioned on July 27, 1917, as Second Lieutenant in the Engineers Reserve Corps, assigned to the 7th U. S. Engineers, Dec. 10, 1917, and has been with the American E. F. since Mar. 26, 1918. He was assigned to the staff of the General commanding the 5th Field Artillery Brigade, as Engineer Officer, on Aug. 6, 1918. E. Ross Housholder writes that "the record for pontoon bridge building was broken Sept. 25, 1918, by Section A, Co. 4, 5th Engineer Officers' Training School, at Camp Humphreys, Va., of which I am a member. The time was 15 min. 11 3/5 seconds. We then proceeded to break the record for dismantling in 9 min. 57 1/5 seconds. The length of the bridge section was 200 ft. The post band was sent out to meet us, and we feel proud of this record. I have met quite a few A. I. M. E.

Jan 11, 1918

Thomas H. Beddall, so we are informed by Major J. B. Carlock, has been promoted and is now Adjutant of the 1st Battalion, 1st Gas Regi¬ ment. He was awarded, last summer, the Croix de Guerre. R. A. Bull. See letter in Proceedings of Milwaukee Meeting. Captain Stanley C. Bullock's record since entering the service is given as follows in a letter recently received from Mrs. Bullock: Resigned position of mine manager in Chile in November, 1915, to return to England to obtain commission in Royal Engineers. Joined Officers' Training Corps, Dec. 20, 1915. Commission gazetted, Jan. 27, 1916, 2d Lieut., R. E. Landed in France, Feb. 6, 1916. Posted to 179th Tunnelling Co., R. E. Took part in following battles: Somme, 1916; Ypres;1917; Arras, 1917; Somme, March and July, 1917; Messines, 1917. Gazetted: Acting Captain, July 11, 1916; Temp.-Lieutenant, Oct. 26, 1916; Captain, Sept. 29, 1918. Awarded Military Cross, Jan. 1, 1918, for conspicuous bravery and devotion to duty under a heavy enemy gas bombardment, when, by his example and perseverance in spite of every difficulty and obstacle, mining work was successfully completed which was vital for the success of the operations. The Cross was presented to Capt. Bullock by the King, on Sept. 25, 1918. First Lieut. J. J. Cadot, in a letter sent to Mr. H. `V. Hardinge from France, says he has been at the "Front." He also mentions that the Boche "is a good sprinter."

Jan 12, 1918

Lieut. Maxwell E. Erdory, now with the Army of Occupation in France, writes as follows: "The 602d Engrs., many of whose officers are members of the Institute, started its active service in France at Avocourt, where we built a road across `No Man's Land.' This road from Avocourt to Montfaucon started us on a career of road building which lasted from Sept. 26 to Nov. 9. The engineer in war has no working hours. Our first job meant 50 hr. continuous work, a layoff of 4 hr. and 18 hr. more. That was our initiation in this war game. "Back in the States we practised building trenches, dugouts, and underground shelters of all sorts. In France we were unfortunate enough to come upon the scene when the so-called open warfare started. That made all the above unnecessary. Roads was the cry and our job was to see that all the artillery got their roads and got over them. "I might mention here that the roads of France, which were in excellent condition except for numerous shell holes, w re one of the leading factors in the rapid termination of the war. "We built a narrow-gage railroad from Romagne to Landre St. George which cost us a few men. At Stenay we did our first bridge building. We built nine bridges across the Meuse, capable of carrying tanks, in 18 hr. The next day the American army crossed these bridges on their way to Virton, Belgium, and the Rhine. " Our course from Virton, Belgium, took us through Longwy, Musson, and Athus, in which towns I inspected the steel plants. In Musson as well as Longwy the Germans had destroyed most of the blast furnaces. This destruction began in August, 1917. In Athus the furnaces were in good condition, the Germans having removed all motors land electrical apparatus, rendering the plant inoperative. I have taken several photos of interest of these plants. "It is but fitting that I say that the engineer in this war has contributed much toward its success but the "Doughboy" is its hero and we engineers one and all say "All hail the Doughboy."

Jan 2, 1919

By Thomas Trochalides

Newtown Creek Water Pollution Control Plant in Brooklyn, NY is the largest of 14 Water Pollution Control Plants in New York City. It services over 1 million people with a current processing capacity of 310 million gallons daily. Upgrades to the plant have been underway since 1998. This paper details the foundation elements installed in three separate contracts during 2009: NC-41F, NC-36G, and NC-47G. The elements are Concrete-Filled Pipe Piles, H-Piles, Steel Sheet Piling, Secant Walls, Drilled Caissons, and High Capacity Micropiles. Soils on the site consist of fill over organic silty clay and silty sand. Beneath the organic layers lie lake sand and varved silt and clay, sitting atop glacial till and rock. Due to Federal Mandates, certain plant capacity and secondary treatment requirements had to be met by specific dates. Failure to meet the requirements would have an adverse affect on the NYC areas being serviced. Further complicating the project, the existing plant operations had to be maintained throughout the entire construction phase. To accommodate the constraints of the project, new specialty equipment and several key redesigns were used to maintain construction schedules

Jan 1, 2010

By Troy Boisjoli, Sean Hillacre, Matt Batty

Discovered in 2014, the Arrow Uranium Deposit has undergone rapid development through successive drilling programs informed by geostatistical drill hole spacing studies. An independent third-party geostatistical drill hole spacing study was completed by Clayton V. Deutsch Consultants Inc. in 2017, evaluating the uncertainty of thickness, grade, density, and areal limit of the Arrow Deposit to determine a drill hole spacing suitable for Indicated Mineral Resources. Indicated spacing was defined to be 24 to 32 metres (“m”) to be within 15% of predicted for a nominal quarterly production volume with a probabilistic tolerance between 75 and 90%. The study not only defined the Indicated Mineral Resource resultant from the 2016 drill program, but also provided drill hole targeting criteria for subsequent drill programs aiming to convert Inferred to Indicated Mineral Resources. A subsequent geostatistical drill hole spacing study on the Arrow Deposit was completed by Clayton V. Deutsch with Resource Modeling Solutions in December 2018 to define Measured Mineral Resource spacing in support of the 2019 drill campaign. The study resulted in a drill hole spacing of 9 to 17 m to be within 15% of predicted for monthly and quarterly production volumes using an accepted industry probabilistic tolerance of 90%.

Jan 1, 2020

Five Hypotheses are given for factors influencing long-run metals price forecasts. 1 . Geologists succeed when given the money. 2. Better understanding of a metals market depresses its price. 3 . Statistical techniques get forecasts wrong. 4. Long-run metals prices are related to crustal abundance. 5 . Economic cycles affect metals prices more than is realised. These are then framed within the transition between eras as influenced by apparent long waves in economic activity. Innovation surges during the transition between eras. The transition to the 5th Wave since the Indus- trial Revolution 200 years ago is now underway. Finally, price projec- tions are given both for the 5th Wave and 200 years from now on the assumption that a similar monetary measure to today will be then extant.

Jan 1, 1988