Home Grievances Company About Us Board Policies History Collaboratio ns Structure Achievements Corporate Song Our Business Products & Services NCDP Pricing e-Auction Coal Videsh Washery Performance Physical Financial Reports Investor Center Events & Announcement s Investor Contacts India’s Energy Scenario & Coal India is currently among the top three fastest growing economie world. As a natural corollary India's energy needs too are fast expanding with its increased industrialization and capacity add Power generation. This is where 'Coal' steps in. In India coal critical input for major infrastructure industries like Power, Cement. Coal is the most dominant energy source in India's energy Coal meets around 52% of primary commercial energy needs i against 29% the world over. Around 66% of India's power generation is coal based. India is the 3rd largest coal producing country in the wor China and USA. Coal India Limited at a glance
India is currently among the top three fastest growing economies of the world. As a natural corollary India's energy needs too are fast expanding with its increased industrialization and capacity addition in Power generation. This is where 'Coal' steps in. In India coal is the critical input for major infrastructure industries like Power, Steel and Cement.
Coal is the most dominant energy source in India's energy scenario.
Coal meets around 52% of primary commercial energy needs in India against 29% the world over.
Around 66% of India's power generation is coal based.
India is the 3rd largest coal producing country in the world after China and USA.
Coal India Limited at a glance
Coal India Limited (CIL) as an organized state owned coal mining corporate came into being in November 1975 with the government taking over private coal mines. With a modest production of 79 Million Tonnes (MTs) at the year of its inception CIL today is the single largest coal producer in the worldthrough 81 mining areas CIL is an apex body with 7 wholly owned coal producing subsidiaries and 1 mine planning and consultancy company spread over 8 provincial states of India. CIL also fully owns a mining company in Mozambique christened as 'Coal India Africana Limitada'. CIL also manages 200 other establishments like workshops, hospitals etc. Further, it also owns 26 technical & management training institutes and 102 Vocational Training Institutes Centres. Indian Institute of Coal Management (IICM) as a state-of-the-art Management Training 'Centre of Excellence' - the largest Corporate Training Institute in India - operates under CIL and conducts multi disciplinary management development programmes.
CIL having fulfilled the financial and other prerequisites was granted the Maharatna2011. It is a privileged status conferred by Government of India to select state owned enterprises in order to empower them to expand their operations and emerge as global giants. So far, the select club has only five members out of 217 Central Public Sector Enterprises in the country.
Unmatched Strategic Relevance
Produces around 81.1% of India's overall coal production
In India where approximately 52% of primary commercial energy is coal dependent, CIL alone meets to the tune of 40% of primary commercial energy requirement
Commands nearly 74% of the Indian coal market
Feeds 82 out of 86 coal based thermal power plants in India
Accounts for 76% of total thermal power generating capacity of the Utility sector
Supplies coal at prices discounted to international prices
Insulates Indian coal consumers against price volatility
Makes the end user industry globally competitive
Thus, plays a key role in "India Growth Story" and making India incorporate globally competitive.
Mission of Coal India Limited
The Mission of Coal India Limited is to produce the planned quantity of coal, efficiently and economically with due regard to safety, conservation and quality.
Coal India is a holding company with seven wholly owned coal producing subsidiary companies and one mine planning & consultancy company. It encompasses the whole gamut of identification of coal reserves, detailed exploration followed by design and implementation and optimizing operations for coal extraction in its mines. The producing companies are:
1. Eastern Coalfields Limited (ECL), Sanctoria, West Bengal
9. The consultancy company is Central Mine Planning and Design Institute Limited (CMPDIL), Ranchi, Jharkhand.
North Eastern Coalfields (NEC) a small coal producing unit operating in Margherita, Assam is under direct operational control of CIL.
Coal India's major consumers are Power and Steel sectors. Others include Cement, Fertiliser, Brick Kilns, and small scale industries.
MoU Excellence
For previous three consecutive years CIL has bagged 'Excellent' rating in its Memorandum of Understanding (MoU) - a negotiated contract between Government and CIL Management - for performance evaluation on key physical and financial parameters.
Production and Growth
Produces over 400 Million Tonnes of Coal annually. Coal production ending Financial Year 2011 was 431.32 Million Tonnes (MTs). CIL's dynamic production momentum is evident in the fact that in recent years, CIL leaped from 300 MTs mark achieved in 2003-04 to 400 MTs (2008-09) in a time span of 5 years. It took CIL 12 years to cross the 300 MTs production mark from that of 200 MTs achieved in 1991-92. CIL Is targeted to produce 452 MTs FY ending 2012.
Two of the subsidiary companies of CIL South Eastern Coalfields Limited and Mahanadi Coalfields Limited are in the elite club of 100 MTs coal producing companies which number only a few worldwide.
Acquiring assets abroad
It is becoming increasingly evident that domestic coal demand is far outstripping the indigenous production in India. The gap between demand and supply is ever expanding. Especially so in the wake of increased capacity addition in power sector which predominantly coal dependent.
In spite of best efforts, realistically CIL would not be able to satiate growing coal demand. Letters of Assurance (LoA) issued so far are already in excess of CIL's production. Present analysis indicate that there would be a shortage of 350 MTs of coal by 2016-17. To meet this need coal import is inevitable.
CIL has taken it upon itself, in the interest of meeting the country's energy requirement, and is foraying into foreign shores for acquisition of coal properties. For the purpose CIL has adopted a three pronged approach. Acquisition of coal properties directly on its own; through equity participation with coal mining companies abroad and through long term coal off-take contracts.
Transparency Initiatives
Introduced e-auction for selling coal to any consumer from any location in a transparent manner.
Introduced Integrity Pact in High Value Procurement.
e- procurement introduced for speeding up purchase of vital inputs
Employee Welfare& CSR
Pursues a structured CSR policy around coal mining areas to improve quality of life with community consensus and inclusive participation
Mobile Dispensaries and wellness clinics introduced on a large scale.
Tele-medicine facilities introduced in central hospitals.
Provides medical services to employees, their families and local populace through 86 fully equipped hospitals having 5835 beds.
Employs 1524 specialist Doctors.
Runs 423 dispensaries and has 640 Ambulances.
Provides potable water to about 2.3 million populace in remote corners of CIL's areas of operation
Supports 536 schools under different categories - Project Schools (55); Privately managed Schools with grant packages (284); Private Committee Managed Educational Institutes (72) and other schools where occasional grants are given (125).
Introduced 'Coal India Scholarships' for 100 Below Poverty Line students plus 25 wards of land losers in government engineering and medical colleges. Scholarship covers education, hostel and mess charges
Meets the entire cost of wards of workmen securing admission in government engineering and
medical colleges
Committed to generate employment opportunities for people in mining areas by providing vocational training.
The company Pursues 'Mining with a human face' through socially sustainable inclusive model of growth by making Project Affected People stakeholders in the decision making process for their livelihood.
Medical facilities extended to nearby communities in fully equipped company hospitals.
Mobile dispensaries and Tele-medicine facilities meant for employees also extended to nearby village populace.
(Figures are as of April 2011)
Care for Environment
One of the inherent tendencies of coal mining is degradation of the land and environment. CIL constantly addresses the impact of mining activities across environmental and social issues. Eco-friendly mining systems have been put in place in all of its mining areas. To make environmental mitigation measures more transparent, CIL introduced state-of-the-art Satellite Surveillance to monitor land reclamation and restoration for all opencast projects.
Coal India has made afforestation over an area of around 32,000 Hectares while the total forest area degraded due to mining operation is around 12,800 Hectares, which means, for every hectare of forest land degraded, CIL has made plantation in 2.5 Hectares of land.
Committed to minimize the adverse impact of coal mining on environment through well structured Environment Management Plans and sustainable development activities.
As a part of 'Clean & Green' programme, massive plantation has been taken up by CIL wherever land is available. CIL has till date planted over 73 million trees.
A positive result of this effort towards improvement of environment through massive plantation undertaken
in Singrauli Coalfields since 1985, is such that the analysis for the period 1985-1995 and 1996-2002 carried out by Conservator of Forest indicates that the annual average maximum temperature in Singrauli has decreased by 0.4oC while the annual average rainy days increased by 11.2 days and average annual rainfall has increased by 105.6 mm.
CIL has started integration of Environment Management System (ISO:14001) with Quality Management System (ISO:9001) and till date have successfully achieved certification of 53 of its projects. This integration is being extended to all mines in phases.
With dawn of the Indian independence a greater need for coal production was felt in the First Five Year Plan. In 1951 the Working Party for the coal Industry was set up which included representatives of coal industry, labour unions and government which suggested the amalgamation of small and fragmented producing units. Thus the idea for a nationalized unified coal sector was born. Integrated overall planning in coal mining is a post-independence phenomenon. National Coal Development Corporation was formed with 11 collieries with the task of exploring new coalfields and expediting development of new coal mines.
Factors which led up to Nationalization of Coal Industry in India
Nationalization of coal industry in India in the early seventies was a fall out of two related events. In the first instance it was the oil price shock, which led the country to take up a close scrutiny of its energy options. A Fuel Policy Committee set up for this purpose identified coal as the primary source of commercial energy. Secondly, the much needed investment needed for growth of this sector was not forthcoming with coal mining largely in the hands of private sector. The objectives of Nationalization as conceived by late Mohan Kumaramangalam were; Conservation of the scarce coal resource, particularly coking coal, of the country by
Ensuring adequate investment for optimal utilization consistent with growth needs.
Improving the quality of life of the work force.
Moreover the coal mining which hitherto was with private miners suffered with their lack of interest in scientific methods, unhealthy mining practices etc. The living conditions of miners under private owners were sub-standard.
Formation of Coal India Limited
With the Government's national energy policy the near total national control of coal mines in India took place in two stages in 1970s. The Coking Coal Mines (Emergency Provisions) Act 1971 was promulgated by Government on 16 October 1971 under which except the captive mines of IISCO, TISCO, and DVC, the Government of India took over the management of all 226 coking coal mines and nationalised them on 1 May, 1972. Bharat Coking Coal Limited was thus born. Further by promulgation of Coal Mines (Taking over of Management) Ordinance 1973 on 31 January 1973 the Central Government took over the management of all 711 non-coking coal mines. In the next phase of nationalization these mines were nationalized with effect from 1 May 1973 and a public sector company named Coal Mines Authority Limited (CMAL) was formed to manage these non coking mines.
A formal holding company in the form of Coal India Limited was formed in November 1975 to manage both the companies.
Major Events and Milestones :
2011-12 Maharatna Status
Coal India Limited was granted the 'Maharatna' status on 11 April, 2011 by the Government of India thus becoming only the 5th PSU in the country, of a total of 215 Central Public Sector Enterprises (CPSEs), to have been conferred with this status. Government of India has introduced the Maharatna scheme in February 2010 for Central Public Sector Enterprises, in order to empower the mega CPSEs to expand their operations and emerge as global giants. So far, the select club has only five
100 Days Programme of Ministry members. The objective of Mahartna is to delegate enhanced powers to the Boards of the identified large Navratna CPSEs, fulfilling the specified criteria, to facilitate expansion of their operations both in domestic as well as global markets.
Coal India joins SENSEX
Coal India made it to the 30-stock Sensex, on 8 August 2011, globally considered to be the barometer of the Indian economy, in short span of nine months since its listing on 4 November 2010. No other company has made it to the index in such a short time. And then Coal India's raise to the top came in just seven trading sessions since its entry to SENSEX. This is considered to be a remarkable accomplishment.
Most Valued Company in the country
On 17 August 2011, Coal India emerged as the Most Valued Company in the country in terms of Market Capitalization - the pinnacle of success every business entity dreams of and aspires for. The company's value stood at a whopping Rs.2,51,296 Crores. What made the achievement all the more significant was that a public sector company could attain such lofty heights.
CMPDI in a gas recovery project
Central Mine Planning and Design Institute (CMPDI) the Ranchi based mine consultancy subsidiary of Coal India Limited has been identified for participation in a Green House Gas recovery from coal mines and un-mineable coal beds and conversion to energy (GHG2E) - an EU funded Research Project from India along with Indian Institute of Technology, Kharagpur.
The basic objective of the project is to contribute to global greenhouse gas reduction by controlling methane emission from coal mines and maximizing utilization of produced methane. Moonidih and Sudamdih mines of BCCL have been considered for taking up this research project. The total time schedule for the project is 42 months. Officials from CMPDI participated in the kick-off meeting held in Slovakia from 6th - 9th Oct.'11. A team comprising of Prof. Sevket Durucan of Imperial College of Engineering, London and Prof. K.Pathak of IIT, Kharagpur and other representatives of both the institutions visited CMPDI on 16th Nov 2011 and the matter was discussed in details regarding the implementation of the project. The team along with CMPDI officials also visited Moonidih mine and BCCL for detailed discussions. CMPDI has received an advance payment of EURO 47,867.35 for the
Project.
Finalizes National Coal Wage Agreement IX in record time
Coal India Limited (CIL) on 31 January 2012, finalized the wage agreement for its 3.63 Lakh strong non-executive work force by giving a 25% increase on gross wages as of 30 June 2011. The wage hike that would be effective retrospectively from 1 July 2011 is for a five-year period. With the conclusion of the wage negotiation, Coal India for the second time becomes the first Central Public Sector Undertaking in the country to successfully finalize the wage pact. The NCWA IX was concluded in a record time of only 6 months since the formation of JBCCI in August 2011. Never in the history of CIL was a wage agreement concluded so swiftly.
Pays Highest Interim Dividend to Government of India
Ms. Zohra Chatterji, IAS, CMD, Coal India Limited on 23 March 2012, accompanied by Functional Directors of CIL Shri R Mohan Das, Director (P&IR); Shri A K Sinha, Director (Finance) and Shri N Kumar, Director (Technical) presented a cheque of Rs.5400.49 Crores towards the Interim Dividend for the fiscal 2011-12 to Shri Sriprakash Jaiswal, Hon'ble Union Minister of Coal, Government of India, in New Delhi. Present during the occasion were Shri Alok Perti, Secretary to Government of India, Ministry of Coal and other senior officials of MoC.
The amount of Rs.5400.49 Crores, the highest ever, Interim Dividend paid to Government of India so far, constitutes 90% of the total interim dividend of Rs.6000.55 Crores for the fiscal 2011-12. The rest 10% (Rs.600 Crores) was distributed amongst the shareholders of the company. This is at the rate of Rs.9.50 per share against Rs.3.50 paid in the previous fiscal registering an increase of 171 .4%.
2010-11 Coal India Limited signed a Memorandum of Understanding (MoU) Ministry of Coal on 31st March, 2011 - for its key performance areas for the fiscal 2011-12. As per the MoU for the fiscal 2011-12, CIL's targeted production and coal off-take have been fixed at 452.00 Million Tonnes (MTs) and 454.00 MTs respectively for attaining an 'Excellent' rating. Incidentally for previous three fiscal years i.e 2007-08, 2008-09 & 2009-10 CIL was rated 'Excellent'.
Under the present MoU for 2011-12 special emphasis on Research & Development, Corporate Social Responsibility, Sustainable development & Corporate Governance
have been made as major thrust areas. To attain the targeted off-take, CIL has sought 175 rakes/day for 2011-12 as against the average availability of 156.8 rakes/day & 161.9 rakes/day during previous and current fiscal years . Average growth of coal movement through Rail is only around 2 % during the last 3 years whereas CIL has envisaged a growth of around 13.5 % through rail for achieving above target.Since last year (2010-11) expenditure on CIL R&D activities has taken a quantum jump from 2009-10 level of around Rs 15 Crores annually to Rs.30 crores. CIL has also stepped up its target for expenditure on CSR activities in line with DPE's guideline.
Coal India Limited bagged a prestigious first ever international award in Geneva on 7 March 2011. CIL was conferred with the "Century International Quality ERA Award (CQE)" in the Gold Category in recognition of commitment to Quality, Leadership, Technology and Innovation. It was stated that Coal India represents success for India in the Business world. The awards were given by Business Initiative Directions (BID) - a leading private organization focused on the Quality Mix Plan.
Coal India Limited signed a Memorandum of Understanding with The Shipping Corporation of India Limited in December 2010 for promoting a Joint Venture Company (JVC) In order to create comprehensive end-to-end logistic solution from load port to consuming end. Currently imported coal is supplied by both private and PSU players at consuming ends, particularly to power stations, with comprehensive quality and quantity assurance, whereas, in case of indigenous coal, CIL's term of sale is Free on Rail at Colliery
Primary objective of the JVC are
1. Owning/chartering of vessels
2. Draft surveying
3. Inspection of cargo
4. Stevedoring at unloading port in India including unloading of vessels, customs clearance, shore clearance, and stacking
5. Indenting wagons from railways, loading of wagons, quality analysis and delivery of coal at power stations
4th November was CIL share was listed at Rs.291/- and closed over Rs.342/- on the first day of trading. Most importantly, a national asset was offered to public as 'peoples' ownership' in PSUs.
21 October 2010, the day CIL's IPO closed, would be etched as a historic event in the annals of Coal India Limited. The day unraveled the value and the true potential of CIL. Innumerable road shows involving count less man hours of effort across the country and in US, Europe markets had resulted in the grand success of CIL's IPO.
CIL's IPO the largest so far in Indian capital market was over-subscribed 15.3 times. The resounding success of record shattering result of the company's public offer with the aggregate funds flowing amounted to Rs.2,35,276.55 crores which was so far unheard of in the Indian capital market. The over-subscription of the issue happened in all the three major segments i.e. Qualified Institutional Buyers (QIB), High Networth Individuals (HNI) and retail. The QIB for which there was a reservation to the extent of 50% of the net issue of the shares, the over-subscription was as much as 24.62 times. Around 784 QIB investors had put in over US dollar 38 billion i.e. Rs.1,71,469.64 crores which by itself is also an all time high in the history of Indian IPO. In the retail segment nearly 16.36 lakhs applications were received - the highest among all PSU IPOs so far amounting to Rs.63,639.26 Crores. This is also the highest so far in the Indian capital market. Interestingly, the foreign investors alone had put in around US $ 27 Billion which is equal to first ten months of FII investment in India this year.
CRISIL the leading credit rating agency in the country has assigned maximum grading of 5 to CIL's proposed IPO - the best for any public sector. The grading indicates that the fundamentals of the IPO are strong compared other listed securities in the country.
2009-10 Award of the Scope Excellence Award to our Company by the Standing Conference of Public Enterprises for the year 2007-08.Establishment of Coal India Africana Limitada, a foreign subsidiary in Mozambique;Conversion of our Company into a public limited company.Award of 'Mini Ratna' status by the Department of Public Enterprises, GoI, to CMPDIL.Receipt by our Company of a composite score of 1.47 and rating as "excellent" for the year
2007-2008 by Department of Public Enterprises, Ministry of Heavy Industries & Public Enterprises, GoI.
2008-09 Award of 'Navratna' status to our Company by the Department of Public Enterprises, GoI, for our operational efficiency and financial strength, which affords greater operational freedom and autonomy in decision making.Overall production of coal by our Company and our Subsidiaries, crossed 400 million tonnes.
2007-08 Award of 'Mini Ratna' status by the Department of Public Enterprises, GoI, to CCL.
2006-07 Award of 'Mini Ratna' status by the Department of Public Enterprises, GoI, to our Company and to MCL, NCL, SECL and WCL.Decline in debt as a percentage of net worth from 66 % in 2001-2002 to 10 % in 2006 -2007.
2005-06 Rating of 'AAA/Stable', indicating highest degree of safety with regard to timely payment of interest and principal, awarded by CRISIL in respect of the Rs. 250 million bond programme of our Company.Introduction of sale of coal through 'e-auction method';ECL and BCCL reported profit of Rs. 3,638 million and 2,026.67 million in Fiscal 2006.
2003-04 Overall production of coal by our Company and our Subsidiaries crosses 300 million tonnes.
2001-02 Laying down of a minimum internal rate of return of 12% at 85% capacity utilization as cut off for the development of a project.
1997-98 Corporatization of the financial flow between our Company and Subsidiaries, such that our Company is to receive only dividends under applicable policy from our Subsidiaries and the corpus of our Company was to be utilized to provide strategic support to a loss making entity only for, inter alia, maintaining their productive capital assets.Sanction of loan of USD 1.03 billion from the World Bank and the Japanese Bank for International Co-operation for implementing 24 highly viable open case projects with global sourcing of equipments, of which USD 484.40 million was availed during the period between Fiscal 1998 to Fiscal 2004.
1996-97 Rating of 'A+', indicating adequate safety with regard to timely payment of interest and principal, awarded by CRISIL in respect of the Rs. 4,000 million bond issue by our Company.Adoption of financial viability as the basis for approval of coal development projects.Discontinuation of retention prices scheme and the Coal Price Regulation Account (CPRA), with the deregulation in prices of certain grades of coal.
1995-96 Approval of a financial restructuring package by the Government, whereby Rs. 8,917 million of interest liability was waived, Rs. 9,041.8 million of plan loan repayment arrears was converted to preference equity and Rs. 4,326.4 million of non plan payment arrears were allowed a moratorium for repayment and interest accrual for a period of three years, to be repaid in three equal instalments.A profit of Rs. 6,116 million in Fiscal 1996 was earned by our Company.
1992-93 Formation of MCL as our Subsidiary to manage mines Talcher and IB valley in the state of Orissa.
1991-92 Uptrend of profit started in 1991 and our Company earned a profit of Rs. 1,670 million in
Fiscal 1992.Overall production of coal by our Company and our Subsidiaries crossed 200 million tonnes.Fixing of coal prices once a year to compensate for increase in price of inputs on a normative cost basis, and adoption of the escalation formula prescribed by the Bureau of Industrial Cost and Prices ("BICP").
1987-88 'Blasting Gallery Method' introduced at East Katras mine under BCCL and Chora mine under ECL.
1985-86 Formation of NCL and SECL as Subsidiaries of our Company, to manage certain mines managed by WCL and CCL.
1981-82 Introduction of retention prices of coal by amending the Colliery Control Order, 1945 by notification dated March 31, 1982, in respect of our Subsidiaries.
1980-81 Construction of five new washeries: Moonidih washery, Ramgarh washery, Mohuda washery, Barora washery, Kedla washery.Overall production of coal by our Company and our Subsidiaries crossed 100 million tonnes.
1979-80 Construction of the low temperature carbonized plant started in Dankuni Coal Complex.The pricing policy of CMPDIL was reviewed to ensure that the company was working on a commercial line instead of working on "no profit no loss" basis.
1975-76 Change of name of our Company to 'Coal India Limited'.Incorporation of CMPDIL, ECL and WCL, and formation of BCCL, CCL, CMPDIL, ECL and WCL, as our Subsidiaries.
1973-74 Nationalization of coal mines, in order to provide for a higher growth in coal sector to meet the growing energy needs of the country.Incorporation of our Company as 'Coal Mines Authority Limited'.
Authors: Priyadarshi Hem (Norman B. Keevil Institute of Mining Engineering - University of British Columbia), Greg Fenrick (InfoMine), and Jack Caldwell (Robertson GeoConsultants)
Revised: February 2012
In This Review
Introduction Careers Types of Shovels Used Shovels for Sale GPS and Shovels World's Largest Shovels Electric Rope Shovels vs Diesel Powered
Hydraulic Excavators Shovel Training Videos
News Shovels Excavators Search Mining
News
Careers Shovel Operator Shovel Maintenance Heavy Duty
Reclamation Mine RoboMine TECHNOMINE About TechnoMine Technology ReviewsTechnoMine Home
Summary
This review describes the current state of technology of the equipment and technical processes involved in shovels and excavators in open pit and underground mine operations. Topics covered include suppliers of shovels and related equipment, the types and varieties of shovels and excavators available on the market, the cost and technical characteristics of shovels and excavation equipment and operation, jobs and employment involving the design, procurement, operation, and maintenance of shovels and excavators at mines.
INTRODUCTION
You have drilled the rocks and maybe blasted too. Time to pick it up and put it in a truck. Or maybe you have soft soil and rock and can simply dig away. Either way you need a shovel. A case history for proof:Ore production at Bingham Canyon is approximately 100,000 metric tons per day. With a waste-to-ore stripping ratio of 3:1, this calls for drilling, blasting, and removing an average of 400,000 tons of material per day, using power shovels with 5 to 20 m3 capacity dippers, rail cars of 65 to 80 metric-ton capacity, and trucks designed to
Shovels and Hydraulic Shovels
Shovel Buckets, Blades and Wear Parts
Open Pit Mining Excavators
Maintenance- Contracting
Search Mining Suppliers
Consultants Shovels Equipment Design
& Selection Maintenance Mechanical
Engineering Search Mining
Consultants
Publications Shovel Excavation
Equipment Search for Papers
Edumine Courses Maintenance
Management (a CIM Course)
Uptime: Strategies for Excellence in Maintenance Management
haul 60 to 140 metric tons of ore and rock. Shovels of this size require a bench at least 30 m wide. Heights of bench faces range from 4 to 8 m in weak rock and from 15 to 20 m in moderately strong rock.
Here is a brief review of the technology and equipment used in excavation: SHOVELS.
If you have more recent and relevant information about shovels than appears in this review, please contact the Technology Division Manager and help spread the word and keep the users of InfoMine informed and up-to-date.
CAREERS
With the rapid evolution of open pit mining and oil sand mining in recent years, Shovel Operators, Heavy Duty Mechanics, and Maintenance Supervisors are in continuous demand in the surface mining industries.
TYPES OF SHOVELS
Electric rope shovels, with bucket capacities ranging from 20 m3 to over 100 m3, raise and lower the bucket using large cables attached to powerful electric motors. With a 100 m3 shovel, it can fill a 300 ton haul truck in three passes every 80 seconds. Manufacturers include:
P&H Mining Equipment Inc.
Caterpillar Global Mining
Hydraulic shovels have a similar capacity range, but use hydraulics and a forward or backhoe loading motion to dig into the ore being excavated.
Processing Search EduMine
Courses
Events Equipment Search Events
Links Excavators
Publications Search
Manufacturers include:
Caterpillar Global Mining Hitachi Construction Machinery Co. Komatsu Ltd. Liebherr Group
USED SHOVELS FOR SALE
InfoMine Equipment lists over 45 used shovels, and InfoMine Buyer's Guide provides ready access to the catalogs of over 200 suppliers of shovel and shovel associated parts and equipment.
GPS AND SHOVELS
So that you know where your shovel is, put a GPS unit on it. C. Seymour describes the technology in Applications for GPS on Shovels and Excavators. U.S. Borax uses GPS for machine guidance at their mine in California's Mojave Desert-a beautiful place to which I would love to return one day. Modular Mining Systems provides the equipment.
WORLD'S LARGEST SHOVELS
HYDRAULIC
In the Canadian Oilsands - one of the toughest mining applications known - the RH 400 has achieved a new production world record for hydraulic shovels: Well over 9,000 t/h during performance testing and more than 5,500 t/h on average. With recorded bucket payloads of up to 100 sht the RH 400 easily fills 240 sht trucks with 3
passes and, up to 400 sht trucks with 4 to 5 passes respectively. RH 400 has a bucket capacity of 45 m3 and a maximum cutting height of 20.2 m. To view the detailed specification of RH 400, visit RITCHIESpecs.
ELECTRIC
Bucyrus-Erie model 1850B electric shovel (commonly known as Big Brutus), while not the largest electric shovel ever built, is the largest electric shovel still in existence. With a bucket capacity of 69 m3, Big Brutus removed overburden from approximately 9,000,000 tons of coal during its operating period from 1963 to 1974 in Pittsburg and Midway Mine.
Marion 6360, also known as The Captain, is largest electric shovel ever built, with a bucket capacity of 140 m3 and boom length of 66m. It was used in operation by Southwestern Illinois Coal Corporation and then by Arch Coal, before it was scrapped in early 1990.
Currently 4100XPC Shovel and 7495 HF are the largest shovels built by P&H Mining Equipment and Caterpillar respectively. Both have a bucket capacity of 120 tons.
ELECTRIC ROPE SHOVELS VS DIESEL POWERED HYDRAULIC EXCAVATORS
The December 2005 issue of International Mining describes how to choose between electric and hydraulic shovels, backhoes, and wheel loaders. See page 21 of the PDF article for a useful table on selecting shovels.
SHOVEL TRAINING
Both P&H Mining Equipment Inc. and Bucyrus International, Inc. offer operator training using Immersive Technologies training simulators. Fifth Dimension Technologies - Virtual Reality for the Real World supplies training simulators for the mining industry, including modules for shovels and excavators.
VIDEOS
Here are a number of videos on various types of shovels: http://video.mining.com/avc-search.aspx?kwd=shovel
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