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By B. Adams, T. Angelov, G. Sasov, D. Steinhilber, A. L. Tsekov, S. Neufeind

A complementary ion exchange/solvent extraction process for the recovery of copper from low- grade ores is described. It has successfully been implemented on a full-scale plant level at the Buchim Copper Mine in Macedonia, yielding a maximum copper cathode production of 2400 tons per year. Compared with conventional SX/EW operations, this technology makes the exploitation of low-grade copper ores economically attractive, due to reduced operational and capital expenditures. Furthermore, the additional Lewatit® ion-exchange installations diminish the volumes of harmful organic substances in the following SX step and minimise the risks associated with the handling and usage of these chemicals, such as environmental pollution or fires. Finally, the significantly diminished quantities of liquids for the SX operation have a tremendous effect on the footprint of the plant (ca. 50% less) thereby leading to a reduction of capital expenditures. This paper reviews the main stages of the combined IX/SX process, the applications for metal recovery and introduces projects where the process is applied. Key findings of the process are also presented. A comprehensive technical comparison between processes has been carried out. This paper also evaluates the advantages of using combined IX/SX technology as a purification and separation step in copper production process, with the aim of further increasing the overall copper recovery and to ensure that a suitable copper concentration in the advanced electrolyte is achieved. The implementation of a Ion Exchange (IX) process in the classic Solvent Extraction-Electrowinning process(SX/EW) is found to be beneficial for processing of pregnant leach solutions both from spent and new copper heaps and dumps, acid mine drainage and other industrial streams without any preconditioning as well as in terms of achieving improved recoveries and copper cathode quality. INTRODUCTION The concentration and separation of copper from primary leachates is one of the key operations in the hydrometallurgical processing of oxide ores (Langner, 2011). Conventionally, this basic operation is conducted by submitting the pregnant leach solution (PLS), with a 1–5 g/L Cu content, from the initial sulfuric acid leach to a solvent-extraction (SX) process in which copper reports to the organic phase. After phase separation, the metal is stripped from the extractant/diluent mixture employing sulfuric acid to furnish a concentrated metal solution, usually containing 40–50 g Cu/L. The final products of the overall process are copper cathodes, which are obtained from a terminal electrowinning step.

Jan 1, 2019

By Konstantinos Modis

According to recently established theoretical analysis and under certain conditions, a critical sampling density can be determined for an earth-related space-distributed natural variable. Sampling above this critical limit adds little to the mapping results. The objective of this paper is the application of the above theory to the Sesklo clay quarry in Greece, where Heracles General Cement Company had conducted a sampling campaign to estimate its reserves. The structural analysis of Al2O3 values generated a variogram model, from which the critical sampling density was identified. This critical number was by far lower than the existing sampling density. Clay reserves were then estimated using geostatistics and inverse distance squares in different data schemes with variable densities. The results of the comparisons between the various models revealed that, when the sampling density was greater than its critical value, geostatistics and deterministic interpolation gave similar estimations, which is also in agreement to the theory. The optimal sampling grid finally proposed here, will result to significant cost savings in the next drilling program which is now in plan by the company.

Oct 1, 2009

By Brian Hall

For some years, the mining industry has been consistently delivering returns below the market average. One of the causes is a disconnect between what is perceived to drive value creation by many industry analysts and senior corporate executives, and what actually drives the intrinsic value of mining operations. The perverse effect is that strategies that should increase value are perceived to have the potential to drive share prices down, and vice versa. This paper challenges common perceptions of what drives a mining company?s value. Anecdotal evidence suggests that the key drivers of value in the market, and hence in many boardrooms, are such things as increasing the reserves and production rate, and reducing unit operating cost. However, while the quoted reserves may satisfy ore reserves reporting code requirements to be economic, this does not imply that they are optimal. Often, a proportion of the quoted reserve reduces the potential value of the operation. Metal price increases, increased production rates, and operating cost reductions are all seen as conditions or actions that can improve value, and lead to cutoff grade reductions, thereby increasing ore reserves. However, modern cutoff theory and studies conducted by the author and his colleagues show clearly that, while breakeven cutoff grades will fall in these circumstances, optimum cutoffs may be much less volatile, and may even increase. Results from case studies indicate that value is maximised by right-sizing, not maximising, the production capacities, and by optimising the cutoff strategy. Values of many existing underground mining operations can be increased significantly by a substantial cutoff grade increase. Also, an increase in downside risk, and hence reduced returns, can occur using typical life-of-mine planning strategies if prices received are lower than predicted. Since this is often the case, low industry returns may be a direct result of typical strategic mine planning processes. Relatively simple cost-effective techniques are available to provide senior decision makers with information needed to assess the tradeoffs between their many conflicting corporate goals, and the balance between risk and reward. Often this information is not being generated at all. If it is, decisions affecting the value of the company are occurring by default at relatively low levels within the hierarchy, with senior executives apparently unaware of them or their potential impact. The paper concludes that without a re-evaluation of the way mining projects are valued, to demand proven value optimisation from mining plans by boards and mining analysts, the industry will continue to deliver below average returns.

May 1, 2003

By Thomas R. Larson

"Many concentrators use re-circulating “plant” water for dilution in their flotation circuits. However, if crusher dust suppressants, ball mill grinding aids, or even agitator bearing grease are introduced into this water, and the water itself is not subject to cleaning steps, then sufficient quantities of these chemicals may appear in the flotation cells and begin to impact the flotation separation. A bench flotation procedure has been coupled with statistical analysis in order to estimate the impact of small quantities of non-flotation chemicals on flotation performance.INTRODUCTIONCleveland Cliffs produces iron oxide pellets for blast furnace feed, and is developing the capability to produce ferrous metallic products to supply a wider customer base. Cliffs manages five North American iron mines, including the Wabush mine sites in Labrador and Quebec. Based on various characteristics of the ore bodies, the flow sheets of the five mines are diverse. For example, Hibbing Taconite uses magnetic separation alone as their primary upgrading method, but Northshore and Empire use magnetic separation followed by flotation, and Tilden uses flotation alone. Last but not least, the Wabush concentrator upgrades primarily with gravity and electrostatic separation techniques.At Northshore, concentrate from the magnetic separator circuit is fed to a reverse flotation circuit. By design, the magnetic separators operate at the highest possible recovery of magnetite, as the separator tails are discarded, and relatively high silica content was acceptable to Northshore’s customers. As the steel-making industry moved toward lower and lower slag volumes, the silica content in the magnetic separator concentrate became a problem. The flotation step was added in the late 1980s in order to decrease the silica assay of the magnetic separator concentrate to meet the current customer requirements. In this setting, the flotation feed stream contains very little silica that occurs as liberated quartz particles. As the degree of liberation of the flotation feed stream is then a limiting factor for silica removal, the online grind control then was linked to flotation in the overall plant control system so that grind can be adjusted to achieve improved liberation if necessary for the flotation process."

Jan 1, 2002

By Greg Barnes

Agenda ? The Mining Stock Life Cycle ? Current Environment ? Valuation ? Golds ? Valuation ? Base Metals ? Case Study ? Quebrada Blanca Hypogene Commodity Investment Cycle ? Macro-Economic Indicators ? LME Inventories ? watch the trend; rising inventories ? bad for prices, declining inventories good for prices ? OECD Leading Indicators ? PMIs ? Purchasing Manager Indices ? Industrial Production ? more important for metals consumption than GDP ? Housing Starts ? US, Europe ? Auto Sales ? All things China ? metal imports/exports; SHFE inventories; SRB stockpiling ? Seasonality ? it does play a role ? What is Chris Dutton (TDSI Quantitative Analyst) saying?

May 1, 2010

By F. Sorenson, P. A. Castellarini, F. Garbarino, M. N. Garcia

"Recently, significant efforts to improve productivity from the tight intervals of the Mulichinco Formation within the Sierra Chata Field in the Neuquén Basin have been ongoing. Because conventional high quality reservoirs were being developed in this field, a proper reservoir understanding and completion approach was applied. After developing these high permeability reservoirs, the operator began evaluating the tight intervals and new areas within the field, but a completely different approach was necessary to achieve motivating production improvement.An extensive study to help enhance reservoir understanding and identify key factors controlling productivity of these tight intervals (which tend to be in the range of 5 µD) has been ongoing. Some of the issues discussed in this study are 1) petrophysical review, 2) rock properties calibration, 3) geomechanics understanding, 4) faulting and micro faulting/lineaments description, 5) stimulation and completions review and, 6) understanding key production drivers.As in many other tight reservoir projects, a considerable area of the reservoir must be effectively stimulated during the hydraulic fracturing process to achieve economic productivity. Two critical issues hinder these objectives. First, the low permeability in addition to a pore pressure close to or even lower than hydrostatic are critical characteristics when attempting to flow back the well and clean up fractures. Second, very high horizontal stress anisotropy resulting from a strike slip stress regime promotes the generation of simple planar bi-wing fractures. It is well-known that this fracture geometry will contact much less reservoir area compared to more complex fractures, as the operator would normally intend to create at very low permeability reservoirs.This paper discusses these issues and how they were addressed. A pilot drilling and completion program was initiated during 2012 to validate this study. Key factors include well location relative to formation unconformities, their orientation relative to the far field principal stresses, hydraulic fractures generated, and overall completion design."

Jan 1, 2015

By W. R. Middagh, R. M. Garvey

"Phosphate rock is shipped by boat from Florida to Vancouver, B.C., where it is unloaded and stored in a 50,000-ton silo. It is shipped from Vancouver in 100-ton hopper cars in 80-car trains to Fort Saskatchewan. Both the ship and the hopper cars are on a back-haul with potash. The rock cars are unloaded at Fort Saskatchewan at a rate of approximately 4 cars per hour. The rock is stored in three concrete silos, 40 ft in diameter by 110 ft high, which hold 18,000 tons of recoverable rock with 2,000 tons dead space. The rock is reclaimed from the silos by gravity and fed to the phosphoric acid plant by remotely operated conveying equipment.Problems encountered in the operation include scheduling the rock shipments, contamination of the rock with potash, and handling the 80-car trains both in Vancouver and Fort Saskatchewan."

Jan 1, 1968

By Júlio C. Lúcio

Consider the case of a mining company with N investment opportunities in projects of different commodities. The problem is: since the company has limitation of capital, equipments, technical staffs, etc, what is the best portfolio of production projects in order to maximize expectations from shareholders? In the no-longer past, the traditional method for the selection of portfolio of projects was the rank-an-cut method. But, this does not properly account for the risk to which the company is exposed. The Markowitz?s Mean-Variance is an advance because the risk of the NPV can be estimated at the level of the company or even division of the corporation. The final product of the Markowitz?s model is the efficient frontier, in which, the manager can clearly understand the maximum return from existing assets and the associated risk level - but this model does not recommend which one is the best portfolio. In this paper we present a model to select the best portfolio considering not only economic indicators, but also requirements of production, constraint in investments, etc. We show that if investors are diversified, managers should select projects with highest return, regardless of risk. However, in practice, if bonuses of managers are tied to their performance, the choice for portfolio with lower return and risk can happen. Numerical application considering typical portfolio of large mining company is used as example.

May 1, 2009

By L. L. Bolton

The Department of Mines as at present constituted has evolved from the organization which came into existence following the passage of the Geology and Mines Act by the Dominion Parliament in 1907. At the outset, it may be said that it is not a function of the Department of Mines, nor of any of its branches, to administer the mining rights vested in the Crown. The title to Crown lands in the provinces of Nova Scotia, Prince Edward Island, New Brunswick, Quebec, Ontario, and British Columbia ( with the exception of certain specified areas, such as Indian Reserves, Ordnance Lands, the Railway Belt of British Columbia, and the Peace River Black) is vested in the respective provincial governments ; the title to Crown Lands in the provinces of Manitoba, Saskatchewan, and Alberta, the Yukon and Northwest Territories, and in the Canadian Arctic, is vested in the Dominion Government, and matters pertaining thereto are (with a few exceptions) administered by the Department of the Interior, Ottawa. Nor are statistics of mineral production at present collected and published by the Department of Mines. This function did belong to the Geological Survey from 1886 to 1906, and to the Mines Branch from 1907 to 1920; but commencing with 192l this duty was transferred to the Dominion Bureau of Statistics, consequent upon the decision of Government to place the collection of all statistics under the direction of one officer.

Jan 1, 1929

By Don Welch

Pressures for change ?Land use constraints ?Project financing ?Local communities ?Environmental issues ?Sustainability requirements ?Stricter regulatory procedures ?Technical excellence ?Reduce risk ?Impacts of failure & non-compliance

May 1, 2010

By Emilio Giuseppe Sarno Severi

Mining and Petroleum Similar Industries ?Asset Intensive ?Exposed to market volatility ?Highly Risky Operations ?Scarcity of Experienced and Trained resources ?Operating in diverse countries with different cultures ?Increasing Environmental and Safety Regulations

Nov 1, 2011

By W. G. Johnson

"As we move into 1983, Canada is not only in a deep recession, there are major changes taking place.International competition is growing fiercer.Major core industries such as automobile, steel, mining, oil, agriculture, forestry, fishing, major manufacturing and others are just not expanding.If and when recovery comes starting in mid-1983, as many predict, don't expect industries to suddenly resume former growth patterns. It's just not possible.Companies, by necessity, are becoming lean and mean, and they are still in the process of reducing staff to meet changing times and conditions. Many of the staff now being released may never return to fulltime work with a single employer, particularly if they cannot measure up to more exacting performance standards and management expectations.There are clear cut instances of people who lose a job for reasons beyond their control. A merger, the loss of function, or a major reorganization sometimes creates casualties of people who were excellent performers. Such people can survive well, based on the tongue of good report and with some help from associates or others. However, even good performers often have difficulty in adjusting to the rigors of finding a new job and to become their own personal salesman."

Jan 1, 1983

By Yve Aymong

"The objective of this paper is to help readers benefit from the practical experience of persons who have been engaged for several year s in the testing and repair of power transformers. Power transformers are known to be reliable pieces of equipment with expected usage of 25 to 30 years, but simple problems such as leaking radiators, or a bad contact on a tap changer, could shorten the life of a transformer. To ensure a longer life span, transformers should be checked on a regular basis.What is a Power Transformer?It can be a 90 MVA transformer for Hydro-Québec or a power transformer can be a 500 KVA unit in a small hospital. Generally a power transformer is an oil -filled type of 3 to 5 MVA. It can also be a dry type transformer, that should be treated in the same manner as oil-filled transformers, and some of the tests explained in this paper also apply."

Jan 1, 1984

ONE of the morning sessions at the recent Annual Meeting was devoted to a Symposium on ways and means to expedite geological investigation, and also to promote greater prospecting activity, in Canada. It will be recalled that at the 1940 Annual Meeting, held in Winnipeg, a paper(l) prepared by Dr. G. A. Young, Chief Geologist of the Geological Survey, was presented, and was followed by a Symposium on Geological Investigations in Canada(2). On that occasion, the participants were in the main geologists, and they included the directors or other officials of each of the Provincial departments or bureaus of mines. At the Montreal meeting, the subject was discussed mainly from the point of view of the mining industry. The following pages present, in somewhat summarized form, the several contributions to that discussion.-ED. DR. J. J. O'NEILL(3), who was to have opened the Symposium, was unfortunately prevented through illness from attending the meeting. He had intended outlining the main features of his paper on The Exploitation and Conservation of Mineral Resources in a Balanced Development of Canada, presented at the last annual meeting of the Royal Society of Canada( 4). In his absence, DR.J. A. DRESSER presented a summary of the paper.

Jan 1, 1941

By S. Shokri

The increasing size and complexity of mega construction projects result in having several geographically distributed stakeholders, collaborating with each other to successfully deliver the project. Electronic Product and Process Management Systems (EPPMS) are recently emerging to facilitate the collaboration between stakeholders, reduce the surprises and issues, and improve the project productivity. These are commercially successful but evolving systems. An important component of EPPMS is the Interface Management System, which aims at formalizing and automating the communication channels between stakeholders. An interface is generally considered the link between construction elements, phases, or stakeholders. An interface Management System (IMS) involves five iterative steps: (1) Interface Identification, (2) Interface Documentation, (3) Interface Transferring, (4) Interface Communication, and (5) Interface Closing. A fundamental part of step 2 is recognizing different roles in dealing with interfaces. Each stakeholder is assigned a different role, such as responsible, accountable, consulted, and informed. In a mega project, several thousands of interfaces exist with complex relationships between stakeholders. Therefore, identifying stakeholders with higher responsible roles has been requested as useful information to the project owner in dealing with some of the project risks. After the interfaces are determined, and the responsibilities are allocated, the critical stakeholders are identified using the centrality concept in Social Network Analysis. The critical stakeholders can be determined at the highest level, considering all types of interfaces, as well as for each specific type or discipline-related interfaces. The proposed methodology is applied on a hypothetical offshore project with over 500 interfaces. In fact, this project is a simplified representation of a real scale Liquid Natural Gas project. In order to reduce the complexity of calculations and clarity of explanations, the simplified case study is used. By implementing IMS in mega projects, different parties not only formalize the communication between each other, but also gain better visibility concerning their roles and responsibilities. In addition, the owner benefits from analysing the complex relationships between stakeholders to further identify critical ones, along with other criteria like package cost, stakeholders? experiences, etc.

Aug 1, 2013

By Manouchehr Oliazadeh

Talc is used as a gelating, diluting, antimould and softening agent in the pharmaceutical industries. This article reviews efforts made for producing pharmaceutical grade talc from a mine located in the west of Iran, called Masoud Abad. Reaching to the pharmaceutical standards, was the principal goal of the talc beneficiation. Methods such as flotation and leaching were applied to eliminate the impurities. Considering to the negligible Fe content of the ore, the major impurity was calcium carbonate and to some extent dolomite. Depressants used in froth flotation were dextrine, quebraco and sodium silicate. Variation of collectors such as oil petroleum, paraffin, stearic acid were also used. After optimization of the effective parameters, followed by two stages of flotation (rougher and cleaner) acid leaching process was also applied as a complementary step to remove the impurities. CaO impurities in the sample was 11.63% which reduced to 1.03% after two stages of flotation, and finally reached to 0.03% CaO by leaching process. This figure is more lower than the world pharmaceutical standards (i.e. <0.6 % CaO). The highest recovery was 55% at the best conditions. Other impurities (i.e.As, lead, heavy metals ,?) which were at standard levels, confirmed by the authorized health organizations.

May 1, 2001

By S. Foged

Umicore and MWH jointly demonstrated that mechanical dewatering of goethite and neutralised tailings significantly increased the life of a 30 ha tailings pond and improved the operation of the pond. Umicore operates one of its zinc production plants in Balen, Belgium. As part of its production process, an excess of neutralised and goethite¬containing tailings is generated. These have historically been stored inside large lined ponds. As the storage area of the current goethite pond was nearing its capacity, Umicore studied the potential for an extension to the existing embankment. However, this extension would face intense regulatory scrutiny, because the environmental and safety impacts were considered important. Together with Umicore, MWH suggested and investigated an alternative treatment approach consisting of mechanical dewatering prior to storage. A feasibility study was prepared where wet storage was compared to dry storage. Differences in safety risks, environmental impacts and economic costs were outlined. The study demonstrated that the life of the tailings pond could be increased from 6 to 22 years, seriously reducing the environmental impacts and safety risks at no significantly higher cost than would have been incurred with the continued operation of the existing pond. The results of the study are presented in this paper.

Jan 1, 2006

By A. Tylczak, C. Norman, C. Shook, S. Loif

"There are a lot of good reasons to manage energy use at mining operations. Optimizing process energy use reduces operating costs. Tracking energy use can help identify unplanned process changes or malfunctioning equipment early, which allows problems to be corrected promptly.Sacré-Davey Engineering in Vancouver has performed over 50 Energy Management studies for various industries including: mining, pulp and paper, oil and gas, etc. Energy Management programs can be used to identify energy reduction opportunities, assess project feasibility, complete equipment selection trade-offs, as well as to monitor and manage energy costs. Benefits of energy management programs are reduced energy costs, reduced maintenance, and increased plant automation. Additionally, energy management can provide access to utility incentive funding and quantify savings which can greatly improve the return on investment of potential projects.Energy management studies are funded by many Utility programs across Canada. There are various programs available for existing plants energy audits, project feasibility studies, new plant design reviews and energy monitoring and targeting, etc. There are capital incentives available which can significantly reduce payback period.This paper discusses how energy management can be used to support mill/mine operations groups, maintenance programs, as well as expansion or green field projects. This paper will also provide an overview of Canadian Utility companies programs and how they can assist mining companies.IntroductionThere are a lot of good reasons to manage energy use at mining operations. Optimizing process energy use reduces operating costs. Tracking energy use can help identify unplanned process changes and identify malfunctioning equipment early, which allows problems to be corrected promptly."

Jan 1, 2015

By Neil Westoll

Extensive Global Network ?Working together, AECOM provides clients with a unique blend of global reach, local knowledge, innovation and technical excellence. ?43,000+ team members worldwide ?450+ offices ?100+ countries ?6 continents The Changing Climate ?Climate change is ?official??IPCC 2007 ?Climate change will create instability, change and opportunities ?Companies that are resilient and adapt will survive and evolve ?CO2/GHG emissions will be curbed by legislation ?How will this affect the mining industry? ?How can the mining industry adapt to the new realities?

May 1, 2009

By H. Clare Horwood

"Fractures and fracture zones containing veins and stringers of auriferous quartz in a quartz porphyry dyke are the principal structural features at the Howey and Hasaga gold mines. The 'break' containing the dyke was produced by a force from the northwest, the fractures in the dyke by compressive stress from the west.Both mines are in the north-central part of Heyson township, in the Red Lake area. They lie close to the southeastern side of the Dome granite stock. The Howey mine exhausted its ore reserves and ceased operations in November 1941. The Hasaga mine is producing at the present time (June, 1946).Mineralization was first discovered in the dyke in 1925 by the Howey brothers. Lorne Howey's discovery, which became the Howey mine, came into production in April, 1930; Ray Howey's find, which is now the Hasaga mine, started production in November, 1938.The total production from the Howey mine was 421,324 oz. gold and 144,253 oz. silver from 5,158,376 tons of ore hoisted ( 4,319,331 tons milled) during its 11 years of operation.The total production from the Hasaga mine from November, 1938, to December 31, 1945, was 124,434 oz. gold and 51,009 oz. silver from a total of 901,098 tons hoisted (721,361 tons milled).GENERAL GEOLOGYThe porphyry dyke containing the orebodies at the Howey and Hasaga mines lies a short distance southeast of the contact of a granite-granodiorite mass known as the Dome stock. The dyke fills a fracture trending N.65°E. in a tongue of Keewatin volcanic breccia that extends in a rather irregular manner into an elongate intrusive stock of dioritic rock known as the Howey diorite. The accompanying table presents the geological succession."

Jan 1, 1954