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By M. J. Brodie

"The decision to proceed with mine decommissioning, generally involves a number of complex and independent factors. These factors, including potential for re-opening, legal requirements, contingent liability, asset depreciation, due diligence, and public relations are discussed in the context of the financial implications on a net-present- value basis. It is concluded that the decision to delay mine decommissioning is commonly not in the best financial interests of the mine operator. Some measures to reduce decommissioning costs and expedite the process are presented.IntroductionThe primary audience for this paper is mining executives, although it should be of interest to all professionals involved in the planning and carrying out of mine decommissioning. Historically, mines were abandoned, not decommissioned. Then, as decommissioning became required, it was assumed that salvage revenue would pay for decommissioning. During the I980s, it became apparent that mine decommissioning costs would exceed salvage revenue for nearly all sites, and that a substantial net cost for decommissioning would be realized for some sites. Throughout this period, the approach to decommissioning has evolved through the sequential addition of measures to meet the increasing regulatory burden. This has resulted in a process in which the elements of decommissioning may not be optimized with respect to each other for the most favourable net present value to the corporation. Additional considerations which are not specific to mine decommissioning, such as environmental policy, due diligence and public relations, may now come to bear on the decision-making process.This paper addresses the issue of mine decommissioning as a three-step process. The first step involves identification and evaluation of all of the issues that relate to mine closure, the most importantof which is the potential for re-opening of a mine. Assuming that it is decided that a mine is unlikely to re-open, the second step is to determine when to carry out the decommissioning work. This aspect is examined through a net present value (NPV) approach. Finally, details regarding who does the work and how the various tasks are divided up must be resolved.Every mine is a unique concentration of minerals at some specific location, hence the development, operation and closure of a given mine must be regarded as a special case. Superimposed on the site-specific considerations are the size, history and financial status of the associated corporation."

Jan 1, 1995

By Edward C. Dowling

Dilbert, management mumbo-jumbo, and human resource buzzwords aside, this paper defines corporate culture and why it is important to understand it. The sum of company experience, both good and bad, defines the way people work together. This integration of experience outlines the expected behaviors, or culture, in an organization. Given the competitive pressures inherent to our industry, the dizzying ongoing industry restructuring, and the recognition that behaviors drive effectiveness, the appreciation of an organization's culture is a prerequisite to meaningful improvement, particularly for those organizations undergoing growth, acquisitions, or mergers.

Jan 1, 2001

By Brian W. Mackenzie

The mineral exploration environment has observable economic characteristics, the assessment of which provides guidelines for exploration planning in the mining company. The long-term survival of the mining company is directly dependent on successful exploration. Exploration planning contributes to successful exploration through the development of exploration strategies. The objective of exploration planning is to select exploration environments which will enable the mining company to realize best possible profit and corporate risk conditions. Thus, the formulation of exploration strategies is based on profit and corporate risk criteria. Strategic considerations include the selection of commodities as exploration targets, geographic concentration of exploration effort, the realization of acceptable survival conditions, and the structuring of an exploration programme to optimize the economic benefits of the exploration investment process.

Jan 1, 2014

By James S. E

Financial risk of environmental problems is the key to many important business decisions within the mining industry. Massive uncertainty makes it difficult to choose a strategy for managing environmental problems to reduce corporate financial exposure to environmental impairment. A correct and practical method exists to clarify the risks and help make decisions. A case study on an insurance problem illustrates the method.The approach used is to translate existing data on environmental problems into probabilistic expressions of financial risk, and organise the expressions to reveal alternative solution strategies for the insurance problem.

Jan 1, 1993

In the late-1990s, and into the 2000s, many industries, including the mining industry, have seen significant transaction activity by way of acquisitions, floats, joint ventures and major capital projects. The fundamental financial trends are two-fold. First and foremost, a high level of transaction activity within the industry and secondly, the recently introduced requirement for corporate governance standards, have placed increasing pressure on the directors of mining companies. This paper will deal with specifically corporate governance implications of any large capital investment transaction and the associated impact on the mining industry. To provide the framework for this paper, I have looked at a number of recent transactions as well as corporate governance recommendations from the ASX and the HIH Royal Commission.

Jan 1, 2003

By Blain CF

For all mineral resource-based companies, it is important to reach the right balance of investment between acquisition and exploration to allow the best chance of achieving long-term corporate goals. The Broken Hill Proprietary Company Limited (BHP) provides an excellent example of success from generative exploration and supports the belief that exploration can be justified, not only in terms of investment criteria, but also because it is essential to a company wishing to build a dynamic profitable growth path based on world-class deposits as cheaply as possible. BHP was incorporated in 1885 to mine a lead/zinc/silver discovery at Broken Hill. The Company has since gone through a steel development phase (1911-1965) and is now in a major phase of growth partly based on exploration success. This third phase was marked by decisions taken in the 1950's to search actively for mineral and energy resources above and beyond the requirements of the steel industry. The commercial successes of this period have been Bass Strait oil and gas, Groote Eylandt manganese, Deepdale iron ore, Gregory coal and Carnilya East nickel. In total at least 22 new resource discoveries have been made in the last 25 years, of which 11 have been developed and several are undergoing feasibility studies. A financial analysis shows that the real value of the returns seeded by discovery covers the real exploration cost many times over. Moreover, the major discoveries have had a spectacular impact on the growth and development of the Company. BHP's present exploration effort is directed towards geological targets which most frequently meet attractive financial criteria and also promote diversification from steel-related earnings.

Jan 1, 1986

By V. Budinsky

In recent years the global mining industry has addressed its social and environmental responsibilities and numerous factors have contributed to this. Corporate Social Responsibility (CSR) is an important part of mining company strategy for practical implementation of the goals of sustainability, transparency, accountablity and good relationships with stakeholders:- investors, employees and communities. A key stakeholder for all mining companies is the local community which is affected by the mining operations. Companies must identify the emerging social and environmental trends, study the interests and concerns of various communities, address their needs and maintain a positive relationship. The CSR programmes of Czech coal mining companies are focused on surrounding community initiatives and sustainable responsible business. Mining in the Czech Republic is subject to strict rules and regulations and supervised by the State Mining Authority. Mining projects undergo rigorous approval procedures which encompass all operational measures at the different planning levels ? such as public participation in the authorisation process for mining projects, the application of the Environmental Impact Assessment Directive, environmental sustainability programmes, innovative solutions and flexible options offered by the mining company. One very important part is the preparation of the mining-technology preconditions and developing the integrated planning process in which all socially and politically relevant subjects in the mining operation surroundings are included. In an in-depth debate, all stakeholders may jointly develop the concept, in accordance with democratic principles. The optimally conducted dialogue process needs broad communication bases, including setting up theme-related joint taskforces, together with good moderation and the highly qualified support of technical experts. Using a case study of Severoceske doly a.s. Chomutov (SD Company) and the Czech Coal Group ? Czech leaders in the extraction of brown coal, this paper aims to examine the community development approaches and the CSR effectiveness of large scale mining companies. This paper brings a review of CSR and other such voluntary initiatives in the mining industry's proactive steps to contribute to societal well-being in a meaningful way. Key studies are provided by the projects ? Region with Better Perspective?, ?Stop Dust for Healthy Brezno Village?, ?Clever Heads for the North? and ?Coal Safari?. CSR issues are managed throughout all stages of the mine operation and beyond, long after the mine closes (e.g. post-closure programmes of new landscape, alternatives for reclamation including generation of lakes in former surface mines, conceptualization of industrial heritage). Communities need to be given the opportunity to help themselves through participation in CSR projects rather than being recipients of financial gifts from the company. A fair balancing of interests is the basis of any successful cooperation.

Aug 1, 2013

By E. A. Adey, C. Baciu, P. Whitbread-Abrutat, M. Varul, T. Ejdemo, R. K. Shail, F. Wall

Responsible mining requires stakeholder engagement throughout all operational stages and after mine closure. By assessing the current and anticipated future socio-economic and environmental impacts, a company can maximise the positive impacts they can have on a community, whilst minimising any negative impacts. Despite the current emphasis on companies maintaining effective stakeholder relations to gain their ‘social license’ to operate, findings of the present study reveal a wide variation in community expectations, with different degrees of ‘acceptability’ evident across seven sites in Romania (Rosia Montana), Sweden (Kristineberg), the United Kingdom (Cornwall), Bosnia Herzegovina (Vihovici) and Russia (Karabash, Gay and Mednogorsk). These variations reflect the current status of mining within a community, as well as its socio-economic background and the nature of existing engagement with mining companies already operating in the region.

Jan 1, 2011

CORPORATE SOCIAL RESPONSIBILITY CSR is about how companies manage the business processes to produce an overall positive impact on society. - Indentured work, sexual slavery, fair trade, organic growing, business ethics, environmental issues, ?Right to know -Right to decide?, AIDS activism, civil society - Balancing stakeholder issues - Government responses Who are the bad guys? Where are the threats?

May 1, 2010

By Dwight Newman

This paper discusses the author?s work identifying international law norms of consultation with indigenous communities and poses a potentially counterintuitive argument that corporate stakeholders? interactions with indigenous communities may have effects on the content of those norms. The claim is counterintuitive because the international law of pertinence is customary international law, which arises from consistent state practice and opinio juris (a belief by states that they are acting in a way they are legally bound to do so). Customary international law traditionally has no reference to corporate conduct per se. The paper first surveys several sources on developing international law on consultation obligations. Then it references the impact these norms can have on corporate stakeholders in industries like mining. Then, it poses an argument as to an economic ratcheting effect that can occur through various agreements between corporate stakeholders and indigenous communities that then feeds through into international law via several mechanisms. The consequences for mining companies are diverse and include the possibility that conduct by one company can have longer-term implications for the obligations of other companies and, indeed, of states. The effects will differ in the context of different competitive environments and may actually have effects on the economics of different competitive models.

Aug 1, 2013

By James E. Brewer

Procedure for approval by the U. S. Army Corps of Engineers of a new source of aggregate is in three phases. Phase 1 consists of an investigation of a quarry or proposed quarry by district geologist and laboratory geologist and/or petrographer. The quarry face or suitable outcrop is logged in detail or, if exposures are poor, cores may be taken to determine whether further investigations are warranted. Phase 2 consists of thorough laboratory testing. Cores and crushed material are subjected to a number of acceptance and quality tests for soundness, absorption, abrasion, reactivity, and other properties. Petrographic analysis is also made. Phase 3 is a physical and economic study of the site and involves determining quantity of stone avail- available, amount-and character of overburden, condition of haul roads and distance to rail shipping point, plant flow sheets and capacity, aggregate sizes produced, and approximate price of material at plant.

Jan 1, 1966

By Allison

During the 1980’s, laboratories opened throughout the United States to serve the analysis needs of a rapidly growing asbestos abatement industry. The samples analyzed were either collected during the abatement of known asbestos-containing materials or were suspect asbestos-containing construction materials. Many asbestos analysts received minimal training and used analytical protocols that were industry specific. False positives (reporting a sample as containing asbestos when none is present) went unnoticed or had minor repercussions. The mindset of the industry was to err on the conservative side – it would be better to identify a non-asbestos fiber as asbestos than visa versa. With growing public awareness of the health hazards of asbestos, other materials began to be tested for asbestos content. Rock and ores began to be tested for naturally occurring asbestos by these laboratories using the same protocols or an in-house protocol. Analysts were given no additional training and accreditation, in most cases, it was not required. With no consistency in sample collection, testing protocol or expertise in analysis, significant discrepancies in final results can be expected. If we further complicate this scenario with misidentification of naturally occurring look-a-likes for asbestos, expensive false positives are likely. To avoid the repercussions of misidentification of naturally occurring chrysotile asbestos from look-a-like fibers in rock and ores, correct sampling and analysis protocols with more stringent scientific diagnostic criteria are needed.

Jan 1, 2005

By Francis Pitard

"The optimization of metallurgical processes requires an in-depth understanding of the heterogeneity carried by any constituent of interest. It emphasizes that knowledge of the Theory of Sampling (TOS) is the necessary step to ensure that valuable and valid research programs, pilot plants, feasibility studies, plant design and plant operations have been set on solid foundations. Too many publications today are solely based on the properties of the sample, with no mention of how this sample relates to anything in the environment where it was collected. Unfortunately sampling is an error-generating process that leaves no apparent tracks of its shortcomings. Indeed, it is easier to track down analytical errors than sampling errors. Consequently, bad sampling practices plague the scientific community and the industry and are responsible for severe money losses, unsatisfactory science and processing, and sometimes litigation. A point-by-point strategy is presented addressing sampling problems in early stages of a project. Sampling system requirements for metallurgical accounting and process control are listed. The use of Chronostatistics is suggested to determine if sampling systems are performing satisfactorily and to identify the various types of process variability that may not be easily detected by a conventional inspection of available chronological data. This strategy will help engineering firms, manufacturers, managers and supervisors to provide, install, use and maintain key sampling systems located at very important points in a process. Equipped with the appropriate sampling and statistical tools it becomes easier to minimize reconciliation problems with the mine, with suppliers and with clients. Contrary to the beliefs of many people, good sampling systems are not expensive because in the long run they help to reduce hidden cost and better regulate plant productivity; they most certainly minimize the number of unnecessary meetings looking for solutions where there are none. The suggested strategy will help specialists to extract maximum information from the available data, as large investments and crucial decisions depend on it."

Jan 1, 2014

By L. Adler

Determining whether a railroad locomotive will skid under varying conditions is a fairly routine, pervasive problem. However, some of the equations provided are wrong, others are at best murky. All require correction or clarification. Skidding during heavy braking is a crucial safety problem, possibly resulting in loss of control and collision. It can also be an economic detriment, ruining wheels and tracks and, by inhibiting acceleration, causing reduced full-speed times. While skidding is less likely for rubber-tired equipment, a comparable problem exists for tractor-trailers operating on poor surfaces. The primary reference is to the SME Mining Engineering Handbook (pp. 14-11, Eqs. 7 and 8), which is taken as authoritative and normative (Brantner, 1973). Fundamentally, the physical weight of the locomotive can never be negative (-). However, based on this reference it can be negative on adverse grades, during braking (Eq. 7), and on favorable grades, whether accelerating or braking (Eq. 8). Additionally, it should be noted that the term rW should be Rw. To avoid having the locomotive weight turn out negative, "absolute value" brackets must enclose the right-hand expression of both equations. Also, the weight of locomotive can be greater than the right-hand side value introducing the common "greater than or equal to" symbol (>_). While these alterations are easy to make, the use of the algebraic sign associated with each term is still confusing, as

Jan 1, 1991

By M. L. Free

Laboratory scale extraction of metals from heterogeneous materials such as copper ores is often performed using fine material to increase kinetics and reduce sample size requirements and costs. In contrast, commercial extraction is usually accomplished using much larger material sizes than are used in laboratory settings. The large size difference between laboratory testing and commercial application materials makes it difficult to use laboratory test data to accurately predict performance for commercial material. One solution adopted widely in industry is the use of large test columns. Large test columns cost considerably more to set up and run and take much longer periods of time to evaluate than laboratory scale tests with small particles. Consequently, from a cost and data collection efficiency perspective, the development of accurate scale up methods offers significant potential for saving both time and money. This paper provides details for a new approach to correct for scale-up phenomena in heterogeneous material processing.

Jan 1, 2007

By T J. Howard

At BHP Billiton Iron Ore operations, run of mine ore from the several Newman Joint Venture (NJV) mines is railed in 12 kt rakes to Port Hedland. Rakes are processed sequentially, with the lump and fines components from each rake sampled after crushing and screening. The grade of ore from the individual mines varies around consistently different means. Although a discrete sample is attributed to each rake, the sample contains some material from the following and/or the preceding rakes due to dilution by ore from the neighbouring rakes during the dumping, screening and crushing processes. Individual rake grades at the port are therefore biased according to the mine sources of adjacently processed rakes. Dilution does not affect the grade of the overall NJV product or the accuracy of port stockpile grades; however, it does limit the ability to use port rake grades to review the quality performance of individual mines and provide meaningful lump-fines algorithms and port to mine biases for individual mines, information that is useful when scheduling ore for mining. A non-linear regression model has been used to estimate the average dilution from the preceding and following rakes. It has been shown that the lump and fines samples for 12 kt rakes are each diluted within the Port process with about 8.3 per cent of the sample coming from the preceding rake and about 3.6 per cent from the following rake. This can bias the reported rake grade by up to one per cent iron. The results of this analysis have been incorporated into the daily grade scheduling system to provide more accurate individual mine grade data and consequently better decision making.

Jan 1, 2007

By J Gresham, A Turichshev

Ore from Henderson’s 7700 Southwest panel cave is transported between the production and truck haulage levels through a series of orepasses. A typical orepass complex consolidates dump points from four production drifts into two long bored raises feeding into a single truckloading chute. The system typically covers a vertical extent of 200 m and a lateral extent of 90 m. In the process of commissioning several initial orepass complexes, challenges with preferential draw in the long bored raises were observed. Preferential draw occurs when one long orepass mobilises much sooner and/or flows significantly faster than the other orepass. This has negative implications for orepass availability in the production drifts. As future mining at Henderson relies on the construction and use of such orepass systems, the development of appropriate design criteria and practical solutions to existing flow problems was necessary.A series of PFC3D numerical models were developed to assist in identifying the factors influencing preferential draw and possible corrective measures. The models helped to identify two primary factors that caused the preferential effect: the relative elevation of the brow at the bottom of each long bored raise, and the location of the bin used to funnel fragmented rock from both raises into the chute. This paper covers the initial design of the orepass complexes at Henderson, results of the numerical models, mitigation work done to date on existing orepass complexes, and design criteria for future construction.CITATION:Gresham, J and Turichshev, A, 2016. Correcting preferential flow problems in long orepass systems at Henderson Mine, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 549–554 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

Redetermination of the Chromium and Nickel Solvuses in the Chromium-Nickel System by C. J. Bechtold and H. C. Vacher, p. 14 The text of pages 16 and 17 is in improper sequence. The correct version will appear in the bound volume.

Jan 1, 1962

By J. Richard Kyle

On page 1617, the author's box was incorrect. It should have read: J. R. Kyle, member SME, is an assistant professor of geology. Dept. of Geological Sciences, The University of Texas at Austin. Austin, TX. On page 1616, the italic line 22, beginning "Murray, R.C. ... " should have been deleted. On the same page, the first two lines (27 and 28) referring to Norris, A.W., 1965 . . . should have been deleted. Column 2 should have preceded column 1.

Jan 1, 1981

By AIME

[Fig. 1], at left, is a corrected version of the first figure of the paper. Please note corrections in labeling of deposits.

Jan 1, 1973