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By John Ratti

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

May 1, 2013

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

Jan 1, 2012

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

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

Feb 1, 2024

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

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

Feb 1, 2025

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

Jan 1, 2009

By J. Ellzey Hayden

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

Jan 8, 1920

By N. Coulson, P. Ledwaba

"The University of the Witwatersrand presents an accredited four-course training programme for community relations practitioners (CRPs). Between May 2013 and October 2014 six courses were facilitated for 145 participants, of whom 82% were from sub-Saharan Africa, 62% worked in mining, and 58% worked directly with communities. Thematic analysis of the comments of course participants collected during course exercises found that there were a set of coherent drivers for resilient companycommunity relationships, but that the restrainers to resilient relationships were often context-specific and dominated by politics. CRPs reported facing as many difficulties in the internal company environment as in the external environment. These findings for CRPs in Africa resonate with those worldwide.InroductionMuch has changed in how the extractive industry responds to social and community issues. There has been a growing prioritization of community-related issues within the extractive industry globally (Kemp, 2010; Tatar, n.d.). According to Kemp (2010) this can be attributed partly to escalating pressure from local-level stakeholders to push mining companies to take greater responsibility for the social, economic, and environmental impacts of mining. Securing and maintaining the social licence to operate is ranked fourth in terms of the top risks facing the mining and metals industry in 2016, up one place from 2015 (Ernst & Young, 2016).Conflicts between local communities and large-scale mining companies arise because of the social, environmental, and economic impacts of mining. Worldwide, large-scale mining companies have a poor reputation amongst communities, including those in Africa (Gilberthorpe and Banks, 2012; Kemp and Owen, 2013a; van Wyk, n.d.). For mining companies, conflicts for whatever reason, result in loss of productivity, lost opportunities, lost time, and adverse impacts on reputation (International Council on Mining and Metals, 2015). Conflicts also have a significant financial impact on mining operations (Franks et al., 2014). Davis and Franks (2014), estimated that US$10 000–50 000 is lost each day when a project is delayed during the exploration phase, and about US$20 million per week when in operation. Today these costs could be expected to be higher due to increasing input costs."

Jan 1, 2017

By James W. Mahar

The following paper summarizes our observations on building response to mine subsidence and techniques for mitigation of building damage. The subsidence cases are located in Illinois. The general description of the geologic and mine conditions are primarily for those sites. Data on building response and mitigation measures were collected under grants supported by the Abandoned Mined Lands Reclamation Council (AMLRC) of Illinois and the U. S. Bureau of Mines, in Twin Cities, Minnesota. Case histories include pit and sag subsidence primarily beneath abandoned room and pillar mines. The majority of the paper deals with structures affected by sag subsidence. Most of the structures are one and two story homes. The first section of the paper summarizes the typical geologic and mining conditions at the sites. Building response to pit and sag subsidence follows the first section. Emphasis is placed on the behavior of concrete and masonry foundations, and wood frame and masonry superstructures. The third section describes mitigation techniques used to prevent or minimize building damage. A summary of the observations and critical parameters is given at the end of the paper.

Jan 1, 1982

By Marco D. Boscardin

Control and mitigation of building response to construction activities are assuming a greater role in design decisions for underground construction. Alternatives for controlling building response have multiplied with the continued development of ground modification methods, better control of construction activities that cause ground movements, and increased understanding of building behavior and response. This paper describes approaches to estimating building response to construction-related ground displacements caused by adjacent excavation and highlights the discussion with several case history examples. Examples discussed includes experiences with two, seven-story historic structures, supported by timber piles with granite block pile caps, which were underpinned in preparation for ground-freezing ground stabilization and tunnel construction beneath the buildings. The elevation of each building column was monitored and elevation adjustments were actively performed during construction. The second example examines the performance of a slurry wall braced cut, 45 to 50 feet deep penetrating through a stiff crust into a soft clay layer and associated building response. This cut was immediately adjacent to two, approximately 15-story office buildings, which were supported by deep foundations founded in the stiff crust.

Jan 1, 2003

By Manchanda H, Agarwal J.

The construction industry has one of the largest numbers of injuries compared to other industries. Thus, reducing accidents and determining construction risks are extremely important. One of the essential steps for construction safety management is hazard identification and risk assessment, since the most unmanageable risks are from unidentified hazards. While the urban rail transit systems are being developed rapidly in almost all major cities of India, adjoining Existing Building Structures and historic sites are facing possible threats of unexpected damages and accidents. The protection of these structures becomes one of the major challenges specifically when the infrastructure being developed involves construction of underground tunnels passing through old cities. The assessment of settlement induced damage on buildings during the preliminary phase of tunnel excavation projects, is nowadays receiving greater attention. Analyses at different levels of detail are performed on the surface building in proximity to the tunnel, to evaluate the risk of structural damage and the need of mitigation measures. The current paper presents current practices being adopted in India for prediction and excavation of tunnelling induced ground movement and building damage risk-assessment. The paper highlights empirical and numerical approaches towards predicting settlement induced damages on buildings during the tunnelling, detailed step by step methodologies for conducting building condition surveys, evaluating associated hazards, and adopting adequate building risk identification and mitigation methods. The paper also discusses associated technical and contractual challenges and highlights way forward to overcome them.

Sep 1, 2022

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By T. Lupek, S. Plaum

"The execution of classical building services in underground mining operations is more truth than myth. From small concrete foundations for conveyor belts to the construction of huge workshops for large machinery maintenance, nearly every operation requires building services. By creating such fixed facilities, these services ensure the efficiency of the production. A distinction must be made between fixed facilities which directly enable the production and auxiliary facilities which only indirectly support the production. The construction costs of such auxiliary facilities are often roughly estimated because they do not immediately contribute to mineral extraction. The research project ‘Development of a systematic cost-calculation method for building services in underground mines’ seeks to address the question: ‘Can the construction costs concerning fixed auxiliary facilities be neglected e.g. within a prefeasibility study?’ The presentation will show the monetary relevance and significance of these auxiliary facilities and introduce a guideline for cost estimators. PROBLEM DEFINITION The overriding interest of an underground mining operator is to exploit the commodity with the maximal quality by minimum cost and time expenditure. If a new operation shall be installed, it has to promise profitability. Therefore, predictive economic feasibility studies are performed in advance of installation. Herein, all cost expenditure for installation and operation of the future underground mine is determined and compared to the expected income by selling the raw material. The described interest of the mining operator is the starting point of the research project ‘Development of a systematic cost-calculation method for building services in underground mines’. While economic feasibility studies for future operations are focused on the profitable exploitation of raw materials and the efficiency of the accompanying necessary production processes, auxiliary actions are only considered rudimentary. Necessary production processes, as well as auxiliary actions regularly require classical building services, which are normally performed in construction business on the surface in the same manner. By performing building services like masonry or concrete works in underground mines, fixed facilities shall be set up in order to enable or support the raw material production. Production enabling fixed facilities are varying from small concrete foundations for conveyor belts or other infrastructural elements to upstream processing plants situated in the mine workings. While such fixed facilities are essential parts of the production process chain, supporting facilities underground shall increase the efficiency of the mining operation. Workshops, control rooms and social installations are only a few examples for supporting facilities. Those could be situated on the surface as well, but the efficiency increases significantly by installing them underground. Especially supporting facilities are evading from the main interest of the mine operator, since they are only indirectly connected to the production process. The building costs are oftentimes only roughly assumed."

Jan 1, 2017

By Morgan Schauerte, Laura Raimondi, Mariel Palomeque

Executives in the mining industry are facing dramatically changing market expectations on reporting and transparency regarding the environmental and social impacts of projects, supply chains and products. Companies increasingly need to disclose the governance procedures they have in place to ensure communities, investors, employees, and Indigenous partners are effectively managing social and environmental risks. These disclosure requirements begin during exploration and carry through to all stages along the project life cycle. This type of environmental, social and governance (ESG) disclosure is referred to as ESG performance by the investment community. ESG is not a new concept, and it builds on and is intertwined with many concepts such as corporate sustainability, corporate social responsibility, eco-efficiency, triple bottom line thinking, life cycle management and many others. This paper will explore how mining companies can develop a credible ESG governance approach and strategy that will reduce risk, open opportunities, and create value. This paper will summarise ESG trends and drivers, discuss the economics and investors’ perspective towards ESG, and outline leading ESG standards and guidelines of interest to investors, regulators, communities and other stakeholders. Linkage of ESG to global sustainability efforts such the United Nations Sustainable Development Goals and Global Compact will also be addressed.

Jan 1, 2023

By Benjamin Gi ldersleeve

Uniquely colored, thin-bedded quartzite is quarried between Crossville and Crab Orchard in Cumberland County, Tenn. It is produced in all sizes up to the limits of transportation from beds usually ranging in thickness from less than 1/2 in. to 6 in. The stone is very resistant to wear and weathering and is marketed throughout the country for many different purposes in exterior and interior construction. The annual production exceeds 36,000 tons, valued at nearly $1,000,000.

Jan 1, 1950

By Benjamin Gildersleeve

Uniquely colored, thin-bedded quartzite is quarried between Crossville and Crab Orchard in Cumberland County, Tenn. It is produced in all sizes up to the limits of transportation from beds usually ranging in thickness from less than 1/2 in. to 6 in. The stone is very resistant to wear and weathering and is marketed throughout the country for many different purposes in exterior and interior construction. The annual production exceeds 36,000 tons, valued at nearly $1,000,000.

Jan 8, 1950

By Paul Guliov

Preliminary investigations of stone resources were conducted in the La Range, Johnson Lake-Pelican Narrows-Deschambault Lake and Creighton-Amisk Lake regions of Saskatchewan. The work identified a rich variety of accessible, attractive and technically promising stone resources. Ordovician dolomites in various combinations of red, buff, yellow, grey and purple are very dense and take a very good polish. These are classified as marbles in the industry and some rival the famous marbles of Verona, Italy. A wide variety of attractive granites have been identified. Among these is a jade green stone (charnockite) and ornamental banded granites (gneisses). A dark greenish to black stone (amphibolite) with white and red veining resembles the well-known Verde Antique variety of Vermont and Italy and surpasses it aesthetically and in engineering properties. Some of these stones have been displayed at Canadian and United States expositions where they received an enthusiastic response from the international stone industry. More detailed evaluation and test quarrying of promising deposits are required. Such work could be rewarding to the industry as some stone varieties in the province have the potential for gaining international markets.

Jan 1, 2001

"The building stone industry of Utah has developed slowly on account of the limited market offered. The state has large and varied deposits of granite, limestones, marble and onyx.Three cement companies manufacture Portland cement in the Salt Lake valley. Brick clay, fire clay and clay for sewer pipe is found in the vicinity of Salt Lake City and Ogden.Large deposits of gypsum have been found in several localities in Utah. The gypsum deposit near Nephi has been developed to be one of the most important plaster producers in the western country. This gypsum occurs in large quantities and is exceptionally pure.Oil and Oil ShaleVast deposits of rich oil shale occur in the Green River formation of the Tertiary rocks in the Uintah Basin, northeastern Utah. It is estimated by the United States Geological Survey that the basin contains at least 92,159,000,000 tons of shale which will yield as much as 15 gallons of oil to the ton when distilled. These shale deposits indicate that ultimately Utah will be one of the leading shale oil producing states of the country. Some development work and considerable experimental work has been done, but overproduction of petroleum and general low prices afforded little incentive to the oil-shale operator, consequently no commercial production has yet been established in Utah."

Jan 1, 1925

By Travis Rhoden

Merriam Webster?s Collegiate Dictio­nary (1996) defines team as ?a number of persons associated together in work or activity? and teamwork as ?work done by several associates with each doing a part, but all subordinating personal prominence to the efficiency of the whole? (page 1209). According to Dr. Geller, author of Building Successful Safety Teams: Together Everyone Achieves More (1998), a team of people working together for industrial safety consists of as few as two people or as many as fifteen who have complementary skills, assignments, or abilities for completing a particular task. Effective teams have members who share a common mission and relevant goals, and they share specific methods to reach their goals and accomplish their mission. They also have an evaluation system in place for holding themselves mutually accountable for goal-directed responsibilities.

Nov 1, 1998

Organisations are starting to develop processes for achieving sustainability principles they have defined for their organisation. The foundation for these principles is now well accepted. The definition of a sustainability framework is a good starting point for any project. The delivery of the framework requires the organisation to think differently about how project objectives can be met. New tools are becoming available to help achieve the sustainability outcomes for the projects. This paper will examine the project building blocks that are necessary to ensure the sustainability framework can be achieved for the project. These include new approaches to decision-making processes and evaluation tools and when to apply them. An integrated approach with shared expertise to project delivery, which is applicable to the whole supply chain, will be discussed. This will cover sustainability procurement, integrated waste management, cleaner production and eco-efficiency, sustainable products and disposal. A project toolkit will be presented and some key project tools identified. The need for management support in undertaking these new approaches is critical, as is the need to develop partnerships and cooperative management to facilitate delivery.

Jan 1, 2004

By Geraldine Woods

I work for the State of Washington as an Explosives inspector. My paper will describe the mission of the Wa. State Dept. of Labor pertaining to explosives and the regulation of explosives in the State.Blasting safety is high on the public safety list and the regulation of explosive use and storage has been mandated through legislature. The Dept. considers pro-active partnering forexplosive safety preferable to after-the-fact citations for non-compliance.In some cases, the Dept. will issue civil citations with monetary penalties, meant to be a deterrant, of course, to blasters who choose not to comply with the explosive regulations of the State.The Dept. has also revoked and suspended blasting licenses. In some instances, the Dept. has allowed recipients of citations with monetary penalties to reduce the amount paid by attending technical training classes. The idea here, is to reduce the chance of reoccurence of unsafe blasting practices. The State of Washington partners with MSHA in the regulation of explosives use and storage in mines, pits and quarries in the Stateas well as working closely with law enforcement, State and local fire marshals, ATF,and is active in ISEE in part of it’s ongoing effort to promote explosive safety and establish communications in a nonadversarial way with explosives users. My paper will include some statistics on licensing in the State, pounds of explosives used, inspection numbers, numbers and types of complaints with information from the inspections resulting of these complaints. My paper will include examples of storage, both good and bad, examples and pictures of fly rock incidents, accidents, near-miss close calls, break-ins, thefts, and abandoned explosives. This paper may also include a brief summary of my opinion of explosive regulation and my job as a regulator, including examples of high and low points of the job, joys and frustrations.

Jan 1, 2002