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By J. W. McCammon

WHEN times are booming and metal prices are high, most mining men pay little attention to the industrial mineral industry. However, when metal prices drop and mines close down, many mining eyes begin to scan the less glamorous non-metallic field. For some this proves a temporary diversion, but others find this branch of mining, with its generally more stable conditions, to their liking and enter it permanently. The resulting gradual influx of trained mining men into the industrial mineral industry ?has been one of several factors responsible for the rise in production of non-metallic materials in our Province. Another and ?perhaps the most important factor influencing the production of industrial minerals has been the growth in the population of British Columbia. Because most industrial minerals .are low priced and either heavy or bulky commodities they are normally sold on relatively local markets. Thus the extent of the development of the industrial mineral industry of a region is largely governed by the size of the population and the level of industrialization of that region. This point is well shown by com-paring population and industrial mineral production statistics for 1936, 1946, and 1956 (see Figure 1)9. Note that not only has the overall production rate grown with the population increase, but that the per capita production has risen greatly.

Jan 1, 1958

By L. H. Cole

FOR many years Industrial Minerals, or as they were formerly called, 'the Non-Metallic Minerals', compared with the metallics, were considered of only minor importance and as such were given scant attention in the technical press as well as in the public press. Those days are, however, happily passing, and thanks, to an appreciable extent, to the constant endeavour of the Industrial Minerals Section of this Institute, established in the fall of 1932 industrial minerals are now assuming the importance to which they are entitled. The term 'Industrial Minerals', when first adopted in this sense by the Institute, was thought to be original in its application, but it is interesting to note that it had been used many years previously by the Queensland Geological Survey in the following publication: SALT Article 1 in Industrial Minerals by B. DUNSTAN, Chief Government Geologist (Publication No. 268, in Part) Queensland Geological Survey, Department of Mines, Brisbane 1920 In Queensland, however, the term embraced some of the metals as well as the non-metallic minerals proper. The lead furnished by Canada in this matter bore rapid fruit, and already the term 'Industrial Minerals' is widely used, not only throughout Canada but in the United States as well.

Jan 1, 1939

By Joseph Bradley

THROUGHOUT this article, minerals used in the paint industry are designated 'pigments'. They may be classified in two groups: (1) Pigments which are used in the state in which they occur in nature, requiring only mechanical preparation. (2) Pigments which require heating or chemical treatment before use, in order to obtain from them a product of the desired quality or shade of colour. They may be further classified according to colour, as follows: White Pigments .-These include calcium carbonate (chalk, marble), gypsum and alabaster, kaolin-or china-clay, and magnesia. However, the white pigments most extensively used are compounds prepared chemically from minerals containing lead, zinc, titanium, and antimony. The white pigments are of particular importance because, not only are they used by themselves, but they also serve as adjuncts to other colours for the production of special shades. Yellow Pigments.-These are mainly naturally occurring ferric hydroxides, as limonite and bog iron ore, or similar. compounds prepared artificially. Brown Pigments .-Pigments of this group are distinguished for their beauty and depth of colour, and many of them are used in the finest of paintings. Familiar names are sienna, umber, and Vandyke brown. They are for the most part ferric hydroxides, containing varying amounts of water; but the group also includes a manganese brown, which consists chiefly of a mixture of oxide and hydroxide of manganese. Red Pigments.-Chief among this group is ferric oxide, known under various trade-names, such as Canadian red, Persian red, etc., and also the much prized and somewhat rare vermilion. The pigment used is either naturally occurring hematite, de-hydrated limonite, or artificially produced red ferric oxide.

Jan 1, 1937

By A. Zaidi

"The mining and metallurgy industry is highly energy intensive and one of the largest energy users in Canada. Energy costs are also a major component of total production costs in this industry as described in the 1990 Report of The Canadian Industry Program for Energy Conservation (CIPEC). For some plants, energy costs are reported to be up to 30% of total production costs. Therefore, a reduction in energy costs provides an opportunity to improve industry profitability. The specific energy intensity and production costs can be reduced by using modem energy efficient natural gas technologies. In addition, these technologies often improve product quality and increase productivity. Natural gas not only offers economic benefits, but is also environmentally benign as compared to other major energy sources. Emissions of NO"", CO2 particulates and SO2 are lower with natural gas than other fossil fuels.This paper provides a brief overview of some state-of-the-art gas technologies for the mining and metallurgy industry including cogeneration, oxy-air-fuel burners, ceramic immersion tube heaters, direct gas contact process, low NOx burners, and energy efficient liquid heating systems.CogenerationCogeneration is defined as the simultaneous production of electricity or mechanical power and useful process heat from a single fuel source. One of the primary considerations in selecting a cogeneration system is the relative quantities of electrical and thermal energy which are to be produced. Two types of systems are discussed below."

Jan 1, 1993

By Riggin P. R.

"IntroductionIndustrial Relations combines two very important relationships - employee relations and union relations.Employee relations always come into play when people are hired to perform tasks. Because mineral processing plants cannot be operated successfully without people, at least not yet, if they ever will be, employee relations must exist in an operatingplant.If the employees choose to be represented by a union, then a relationship with the union as an institution also comes into play. It is very important to note that unionization does not mean that the employee relationship is replaced by a relationship with the union. The latter is superimposed on the former, but it does not replace it. Similarities and overlaps in the two relationships will be present, some of which are of fundamental importance. Nevertheless, they are two different relationships and the reader should bear this in mind when reviewing those parts of this chapter which discuss unionization, collective bargaining, collective agreements, and work stoppages.These two important relationships, which we have chosen to combine and call industrial relations, have crucial roles to play in the social system which interrelates people performing the necessary tasks involved in the operation and maintenance of a plant. The technological organization - equipment, process layout and so forth - and this social system are interdependent and complementary. This chapter attempts to show that the potential level of effectiveness of both the technological organization and the social system depends on the recognition and nurturing of this nexus between them.Occupational health and safety and training are subjects for another chapter. But, both of these have been critical and longstanding employee relations topics . They are destined to take on added importance in the future. As issues in collective bargaining, they are also attracting increasing attention in all union relations. It is hoped that the reader will not isolate from industrial relations those topics which are being dealt with in another chapter. They are very much a part of it and we cannot refrain from making some reference to them."

Jan 1, 1989

By Selwyn G. Blaylock

There is no more important problem today than industrial relationship, and probably none that is receiving more thought. But in these days of Epie and Utopia, one has to be rather careful in speaking on this subject. Consequently, for fear that my plea for taking the working man into the family might be misconstrued, by some, as a step towards communism or socialism, I would like to say at the outset that I believe that, so long as we have human individualism, human ambitions, human hopes and fears, straight socialism is as far off as the Millennium. The same applies to communism, which only differs from socialism in that the communist realizes that his ideals can only be attained by massacring millions and destroying all that we hold sacred. Each still looks to Russia for inspiration and guidance, totally disregarding the Soviet swing-back to individual contract work and differential wage scales. They seem to be oblivious of the tyranny and repression in the present Russian system, and get very restless when reminded of it. In spite of the fact that the standard of living in civilized countries has improved tremendously and is still improving, we find that, every seven or eight years, production in many lines has outstripped consumption, and we have had panics or depressions of greater or less magnitude, accompanied by extensive unemployment. It is evident to every thinking person that there must be no little inefficiency in the control of industry. For four long years, governments and industrialists have striven to find the key to solve the present problem. Many countries are getting back to a position approaching normal-Canada probably more so than most. None, however, can feel assured that they have actually cured the situation. All kinds of schemes have been developed; tariff barriers have sprung up over-night where none existed before; currencies have been inflated to gain added security in the home markets and to try to gain advantage in export trade; and each country watches the movements of the others with fear and mistrust. I am not prepared to formulate a full solution of our troubles, but I hope to be able to demonstrate the feasibility and wisdom of the type of industrial relationship I advocate, and also that it may be a large, and possibly an essential, step towards the solution of our difficulties.

Jan 1, 1935

By Roger J. Goodman

"Major industrial restructuring, which started to manifest itself in the mature economies of the Western World and Japan in the 1970s, will accelerate in the 1980s and 1990s. Conventional heavy manufacturing industries will continue to lose ground to lighter processing/assembly operations and the new wave of high technology, information and service sectors. The decline in heavy manufacturing has severely impacted on the steel industries of Western Europe, the U.S.A . and Japan.World trade in metallurgical coal has shifted correspondingly, with declining demand in the mature developed countries being only partially offset by large increases in the steel intensity of the newly-industrialized countries (NICs) of the Far East, Latin America and, to a more limited extent, the Middle East and Africa. These trends will be accentuated in future years with direct implications for the distribution of metallurgical coal trade. This paper discusses, in quantitative terms, such changes in the 1980s and 1990s, and examines the implications for, and impacts on, Canadian metallurgical coal exporters.IntroductionThe twenty-year period from the early 1950 s to the early 1970s was characterized by inexorable growth in consumer demand and industrial expansion in most of the advanced countries of the western world. Long- term forecasting during this period typically used linear extrapolation techniques which , despite their simplicity, invariably ended up predicting future demand and production level s with uncanny accuracy. Times have changed!The last decade has been characterized by a n abysmal failure of our economies to respond to simple long-term, linear growth patterns. We appear to have entered a new world in transition, where we can observe a wave of dying or sunset industries reluctantly being submerged by a wave of emerging or sunrise industries.This paper is aimed a t examining the evidence for long-term industrial restructuring trend s. For want of a better word, these so -called, megatrends are then used to predict future demand level s and spatial distribution of steel development and , hence, metallurgical coal trade. It is tempting to correlate the decline in economic activity in the western world with the first Organization of Petroleum Exporting Countries' (OPEC) crisis of 1973. This crisis was probably no more than the straw that broke the camel's back, as the megatrends and embryo s of major industrial restructuring were already evident. Today these megatrends are merely more apparent and transparent than they were ten years ago.While the concept of industrial restructuring is the new economic buzz word, the process was at work, to a lesser degree even throughout the period of strong economic growth of the post-Second World War boom. Many people still remain convinced that our present-day sluggish economy is just part o f the typical , though rather more prolonged, recessionary cycle. Yet, we have always been part of a dynamic economic system and industry throughout history has been the subject of a continuous process of evolution, restructuring and reconstitution . Now the time is ripe to examine the evidence for such restructuring in order to develop coherent policies of adjustment in this transition from one industrial regime to another."

Jan 1, 1985

By Tim C. Webb

For almost 350 years, industrial rocks and minerals have been produced, used locally and exported from New Brunswick to markets throughout the world. Up until the early 1960s, commodities like grindstone, building stone, gypsum, and limestone served as the foundation of the province's non-fuel mining industry. The importance and high level of activity surrounding industrial rock and mineral development in New Brunswick is reflected in a multimillion dollar industry generating substantial revenue and providing a valuable service to its people. New Brunswick's varied geology is reflected not only by the diversity of industrial rock and mineral resources presently under development but also in several promising exploration and potential development opportunities. The province also hosts several industrial rock and mineral processing facilities, each with established technologies ensuring high-quality products and each with sufficient flexibility to supply customized products for various specialized niche markets. With the imminent availability of natural gas to parts of the province, the prospects for additional value-added processing and re-examination of known, yet presently undeveloped deposits, appear excellent. These variables coupled with the province's advantageous geographical location, highlighting tidewater access to global markets and within one day's trucking distance to a regional market of several million people, guarantee prompt delivery of high-quality products at competitive prices.

Jan 1, 2001

By Richard J. Wardle, Ambrose F. Howse

The industrial minerals industry in Newfoundland and Labrador is a significant contributor to the provincial economy. The variety ofcommodities produced reflects the diverse geological environment from which they come. A highlight of the past decade has been the continuing development of dimension stone quarries, with producers now active in anorthosite, gabbro, granite and sandstone. Other dimension stone prospects have been identified and are in various stages of assessment and development. Western Newfoundland hosts a large resource of limestone, dolomite and marble. It provides raw material for industries that produce Portland cement, agricultural limestone and aggregate, as well as chemical-grade limestone and dolomite products. In western Labrador, dolomitic marble is quarried for use in the production of self-fluxing iron ore pellets. The recent opening of a new gypsum quarry at Fischells Brook signalled the beginning of a new era in the commercial production ofgypsum, a commodity which the province has produced since the 1950s. Hopefully it will emulate the nearby Flat Bay Quarry (now closed) which was a long-time exporter to markets along the U.S. eastern seaboard, in addition to supplying local demands. Oil production and continuing exploration in the Newfoundland offshore has renewed interest in local barite deposits for potential use in drilling fluids. Already there has been some production from the Collier Point deposit, and at Buchans, an existing plant is being refurbished to recover barite from a large tailings pond. Emerging new industries include the development of an antimony mine in central Newfoundland, the development of silica deposits near Labrador City for silicon metal production, and reactivation of the St. Lawrence fluorspar mine. The province has many deposits with development potential such as rare metals at Strange Lake, white marble at Roddickton and salt deposits near St. George's Bay region.

Jan 1, 2001

By Robert E. McIvor

The Functional Performance Equation for Ball Milling” was first presented in 1988. It now has been used successfully in more than a dozen mineral processing plants. This powerful, yet simple tool provides a new level of understanding of closed circuit grinding. It shows how grinding circuit efficiency is in reality comprised of two distinct efficiencies. It demonstrates how circuit production rate is related, collectively, to these two efficiencies, mill energy input, and the grindability of the ore. It links circuit performance to design and operating variables that can be manipulated, and creates an effective strategy for making plant improvements. This paper covers the derivation and industrial validation of this equation. As part of an engineering and management system that also incorporates suitable metrics and process control, other operators can now use this tool to make improvements and to manage the performance of their grinding operations with clarity and confidence.

Jan 1, 2005

By G. de Alva

"Industrias Peñoles S.A. de C.V. (Peñoles) is a private enterprise and is the main silver producer in Mexico. Peñoles is a Mexican Company, and since 1887 ranks as one of Mexico's main natural resources industrial groups.Peñoles Mining Group includes six operating Companies producing mainly gold, silver, lead, and zinc. All mines are underground operations, and the ore is milled in ten concentrator plants near the mine sites. Plant throughputs range from 150,000 to 810,000 tonnes per year.This paper gives a general view of the Peñoles Mining Group, their type of deposits, mining methods, and mineral processing work practices.The paper also discusses some of Peñoles work philosophies and measures being adopted to become more competitive. Due to the small size of the deposits, the mining methods used and size of the concentrator plants are somehow different to those typically seen in large deposits. This could make the paper more interesting.IntroductionIndustrias Peñoles S.A. de C.V. (Peñoles) since 1887 ranks as one of Mexico's main natural resources industrial groups; initially in the mining field and afterwards in the metallurgical, chemicals and refractories areas.Peñoles is integrated as follows: a Mining Group; an Exploration, Engineering and Construction Groups; the Metals Group; and the Chemicals Group.Peñoles is a Mexican Corporation devoted to the location, extraction, industrialization and commercialization of natural resources under its control, performed in an efficient and responsible manner for the benefit of its shareholders, employees and the communities where it operates, through blending and managing a portfolio of sound highly profitable business, offering products and services with integral quality; leaders in their respective fields or with an outstanding presence; technologically and operatively effective, with ecological consciousness and international projection, and an image of prestigious integrity."

Jan 1, 1996

By Jessica E. Heuchan

An industry survey has been conducted by the Queen's University Mining Engineering Department of 30 Canadian mining organizations to determine how effectively newly graduated mining engineers meet the needs of the industry. The principal objectives of the survey were to evaluate, and thus provide focus on change for, curricula being taught at Canadian mining engineering schools in service of the industry's needs; to provide feedback on current industry expectations; and to reinforce contacts with the industry as a means of providing future collaboration. A strong focus of the survey was placed upon industry's perception of the special attributes of engineering hires and applicability of student academic training to meet their industrial requirements. In providing this detailed summary of corporate responses, a clearer understanding of the mining industry's expectations of engineering training at Canadian colleges and universities has been gained.

May 1, 2003

By Fred Delabbio

There are presently several issues that the mining industry is facing, such as underground air quality, deep mining and green house gas emissions, which could be addressed by the application of alternate energies. Several aspects must be considered by the industry in any drive to introduce new technologies within the context of a producing underground mine. This article presents several operational and support aspects that will evaluate the relevance of alternate energies, with emphasis on hydrogen power systems: operational drivers, commercial supply of technology, site supply system requirements, health and safety, capital and operating costs, mine production, corporate philosophy, and role of government. It is concluded that introduction of alternate energy technology requires a step-wise progression: Applicability to the industry, proof of concept testing, development of generic infrastructure, power systems and regulations, whole system studies and detailed studies of cost and risk versus benefits. The current initiative to apply fuel cells is at the proof of concept stage, entering the generic infrastructure stage.

May 1, 2007

RISKGATE is an interactive online risk management system developed by the Minerals Industry Safety and Health Centre (MISHC; University of Queensland) to assist the mining industry in implementing continual improvement in management of major unwanted events, and so maximising health and safety performance. A comprehensive body of knowledge has been compiled from diverse mining industry experts for risk management of tyres, collisions, fires, isolation, strata underground, ground control open cut, explosions, explosives, manual tasks and slips/trips/falls. This paper presents an overview of the body of knowledge captured from diverse mining industry experts for the management of unwanted strata incidents, and explosions in the underground environment. This knowledge is divided into a series of initiating events within both topics (as listed) with further degrees of classification based on design, operation, and management concerns. Strata Underground Initiating Events: Explosions Initiating Events Loss of strata control at longwall face Fire or ignition in a sealed area Loss of strata control in outbye roadways Fire or ignition in an unsealed goaf area Loss of strata control in roadways under development Fire or ignition in an extraction face Loss of control of overburden and caving behavior Fire or ignition in outbye Loss of pillar system stability Loss of control of goaf edge in pillar extraction Fire or ignition in a development panel or first working Loss of strata control in shafts The system guides the user in generating substantive and leading edge controls to assist industry stakeholders in the design, management and reporting of organisational and regulatory compliance requirements. From a broader industry perspective, RISKGATE provides an environment for knowledge capture and knowledge exchange to drive innovation and best practice in the identification, assessment and management of risk. By capturing operational knowledge from industry experts, RISKGATE provides a cumulative corporate memory at a time of high personnel turnover in the coal industry.

Aug 1, 2013

RISKGATE is an interactive online risk management system developed by the Minerals Industry Safety and Health Centre (MISHC; University of Queensland) to maximise health and safety performance in the mining industry through implementing continual improvement in management of major unwanted events. A comprehensive knowledge base has been captured for risk management of tyres, collisions, fires, isolation, strata underground, ground control open cut, explosions, explosives, manual tasks and slips/trips/falls. This will be extended to outburst, coal burst and bumps, interface displays and controls, tailings dams and inrush in 2013. RISKGATE presents substantive and leading edge controls to assist industry stakeholders in the design, management and reporting of organisational and regulatory compliance requirements. From a broader industry perspective, RISKGATE provides an environment for knowledge capture and knowledge exchange to drive innovation and best practice in the identification, assessment and management of risk. By capturing operational knowledge from industry experts, RISKGATE provides a cumulative corporate memory at a time of high personnel turnover in the coal industry. All major Australian mining companies are contributing topic experts to this broad industry initiative. In the first 24 months, nine coal mining companies nominated over 80 different experts who contributed over 400 days of individual time to the knowledge capture workshops. RISKGATE is the largest single Australian Coal Association Research Program (ACARP) occupational health and safety (OHS) initiative to date.

Aug 1, 2013

By Robert B. Parsons

"The mining industry is adjusting its sights to take a shot at the rising level of non-profit taxes which threaten to handicap the industry 's competitive advantage. In the case of this particular expedition, the industry evidentally has a strong ally - the country's mines ministers. It appears that an initiative is under way to assess the impact of non-profit taxes on mining in Canada as compared to other mining nations.IntroductionSeventy-five years ago, Canadians were unceremoniously introduced to something called income tax. Since then, income tax has been identified as the source of countless evils ranging from the common cold (attributed to stress) to the demise of the economy. Some years later, the provinces jumped on the bandwagon with their own income taxes, and later on with mining taxes. These profit-based taxes had some appeal to elected officials and to a segment of the populace. The onus of the taxes varied directly with the ability to pay (in theory, at least). Previously, the principal sources of government revenues had been property taxes and customs duties, which were viewed as possibly being somewhat regressive in nature.The mining industry has always had concerns about different aspects of income and mining taxes - the tax rate is too high or the depreciation rate is too low, and so on. Recently, though, the industry has turned its sights on the expanding array of taxes which are not based on profit, including payroll taxes, capital taxes, water taxes, sales taxes, fuel taxes, property taxes, environmental levies and user fees. The industry is seriously concerned that the rising level of non-pro fit-based taxes is not only hampering the industry 's ability to reinvest in Canada, but is also placing Canada at a disadvantage in terms of trying to attract new investment capital."

Jan 1, 1992

By Edward I. Renouard

"THE mineral industry is constantly undergoing changes and facing challenges, and today we are in the midst of another serious one -namely, manpower requirement at every level in the mines, shops and plants. In the not too distant past we had a situation where labour was plentiful, although the equipment, by present-day standards, was quite inadequate, and that's easily understandable when you look back at the primitive methods by which our Western mines were first developed and operated, and then improved by the inventiveness and ingenuity of man.I'd like to show you a few slides from drawings made by Buck O'-Donnell which illustrate some of yesterday's methods of mining. Some of you probably had first-hand experience with some of these so you know they were tedious, time-consuming and involved a lot of heavy labour.Taking the Anaconda Company operations at Butte as an example, we can see what has happened in just the past ten years. In August of 1956, the Butte mines had 5,516 day's-pay employees and 976 salaried employees, for a total payroll of 6,492. In August of this year, there were 3,645 day's-pay employees and 605 on the salaried roll, for a total of 4,250. The number of contract miners had gone from 1,347 in 1956 to 606 in 1966 and that of other underground miners from 2,893 ten years ago to 1,149 this year. Along with these changes, however, another change of special significance has taken place, and that is in the number of skilled craftsmen, surface engineers and so on required for our operations. In 1966, we had 1,890 of these people, 600 more than in 1956 and nearly three times as many as just twenty years ago."

Jan 1, 1967

By Mark Hollingworth

"There is general consensus that as the world continues to change at an ever-increasing pace, companies must continually adapt their operations in order to remain competitive. Those that change fast enough, survive; those that don’t, perish quickly. Today, we hear that it is not worth the time preparing corporate business plans as they are out-of-date before the ink is dry. Within the corporate environment of the 1990s, we must “think” strategically, be a “learning organization”, keep our costs low, focus on our core competencies, stay as flexible as possible and create value. So-called “sustainable competitive advantages” can be obsolete before a patent is issued — if its even worthwhile patenting the advancement. This is industry in the 1990s.Now, while all this radical change has been underway in the global industrial environment, what have Canada’s universities been doing to keep pace with the change affecting one of their major stakeholders? Have they adapted their products and services to suit the new market conditions? Have they built closer links to industry to try to understand how better to serve this important client? Do they welcome industry input as to how to redefine their mission, objectives, strategies or their course contents? Do their students graduate with skills ideally tailored for the global mining industry? In the era of communication, can they write high quality reports in English, never mind speak French or Spanish?In an effort to provide Canada’s engineering faculties with a “blueprint” for the future, the Canadian Academy of Engineering pre-pared a report entitled “Engineering Education in Canadian Universities”, published in August1993, which concluded with the following recommendations:"

Jan 1, 1996

By D. Sprott, P. A. Kirsch, J. Harris, D. Cliff

This paper details the work of RISKGATE, the largest Australian Coal Association Research Program (ACARP) occupational health and safety initiative to date. The program is an interactive online risk management system developed to maximize health and safety performance in the coal mining industry by implementing continuous improvement in managing major unwanted events. The comprehensive knowledge base covers tires, collisions, fires, isolation, strata control underground, ground control open cut, explosions, explosives, manual tasks, and slips/trips/falls. All major Australian coal mining companies contributed topic experts to this broad industry initiative: nine coal mining companies, more than 80 experts, and more than 400 days of individual time for knowledge-capture workshops.

Jan 1, 2014

ABSTRACT This paper details the work of RISKGATE, the largest Australian Coal Association Research Program (ACARP) occupational health and safety initiative to date. The program is an interactive online risk management system developed to maximize health and safety performance in the coal mining industry by implementing continuous improvement in managing major unwanted events. The comprehensive knowledge base covers tires, collisions, fires, isolation, strata control underground, ground control open cut, explosions, explosives, manual tasks, and slips/trips/falls. All major Australian coal mining companies contributed topic experts to this broad industry initiative: nine coal mining companies, more than 80 experts, and more than 400 days of individual time for knowledge-capture workshops.

Jan 1, 2014