Jan Kudełko

The article aims to summarize the current challenges for tailing piles and ponds geological-mining projects focusing on the waste deposited in southwestern Poland.

Considering the diversity of clay raw materials, we can distinguish their numerous varieties using genesis and retention conditions, as well as specific physical, chemical, and thermal properties as criteria of division. Three samples of fine-grained clay materials, collected randomly from the Turów lignite mine tailing piles, were subjected to testing for their grain and chemical composition and specific surface area. The results show that the tested materials are non-porous adsorbents. Additionally, a thermal analysis was carried out with a simultaneous quadrupole mass spectrometry (QMS). In the tested samples, the weight loss associated with the release of water from the clay was observed in two temperature ranges: from 40 to 240 °C (physically bound water) and from 330 to 620 °C (structured water). The weight loss associated with the decomposition of organic matter was registered in the temperature range of 300 to 560 °C. The results of the conducted tests might provide the basis for further analysis of the potential use of these materials as heat stores, components of insulators, or additives of ceramic products.

Mineral waste is a side effect of mineral industry activity. In the case of metal industry, flotation waste generated during ore treatment and slag produced in metallurgical processes are large in quantity. Implementation of effective methods for utilisation of waste is one of priorities, leading to measurable economic and environmental effects. Taking these facts into consideration, four effectiveness models were proposed and analysed in terms of waste management in current processes as well as waste utilisation in new products. Calculation algorithms for all models have been developed.

The paper presents result of an empirical study in which presence of values among workers of two mining squads characterized by different level of work performance has been compared. Values have been measured by two scales: Mining Values Scale (MVS) and Organizational Culture Assessment Instrument (OCAI). The squad with higher performance had significantly higher level of five out of nine values measured by (MVS); while none of the values measured by OCAI have been differentiating the squads with a statistical significance. The results suggest that Managing by Values (MBV) model for a mining corporation should rather be based on values specific for the mining industry rather than general management value set proposed by OCAI. Research results suggest also an association between presence of certain values and work satisfaction among workers.

A structure is defined as a combination of organizational units and business processes by technological, organizational, hierarchical and other bonds. It is one of the management tools. Mining companies are characterized by a dynamic and static structure. A dynamic structure includes technological processes, which are determined by mining technology, the organization of mining works and a work system. The static structure consists of technological processes infrastructure and includes a group of organizational units connected by the specific standards and processes of their operation. The type of the structure, particularly in its static part, is defined considering the hierarchy and organizational units classification. Taking the hierarchy into account, we distinguish: linear, functional, linear-staff and matrix structures. Considering organizational units classification, we distinguish: functional, divisional, processing and mixed structures. Each structure can be described by the following features: specialization, hierarchization, centralization and formalization. The features mentioned above have a significant impact on the mining company activity. The dynamic structure of a mining company, considering basic and support technological processes, is described in the paper. Concerning static structures, special attention was paid to functional structures in the one-unit mining company, as well as on divisional structures of the multi-unit mining enterprise. Analyses of organizational structures of selected mining companies indicate that functional structures are suitable for small or one-unit mines. In the case of large mining companies, which through the dynamic development become the global operators of several mines/projects localized in different geographical regions or countries, their organizational structure should change from functional toward divisional.