Plant Practice Report Apex Mining Co., Inc.
Submitted by Luiz Miguel Porciuncula In partial fulfillment of the requirements for the degree of Bachelor of Science in Mining Engineering
Submitted to the Department of Mining, Metallurgical and Materials Engineering College of Engineering University of the Philippines Diliman, Quezon City July 2015
Title Page………………………………………………………………………………………i Table of Contents……………………………………………………………………………...ii List of Figures and Tables………………………………………………………………….....iii List of Abbreviations………………………………………………………………….............iv Introduction. …………………………………………………………………..........................1 A. The UP DMMME Plant Practice Program………………………………………………...1 B. Apex Mining Company, Inc. Profile ………………………………………………………1 C. Business and Technical Management……………………………………………………...3 Schedule of Training……………………………………………………………………….….5 Technical Report………………………………………………………………………………7 A. Geology and Exploration…………………………………………………………………..7 B. Production Line……………………………………………………………………………8 C. Mill Operations…………………………………………………………………………….9 D. Commodities and Support Services………………………………………………………..9 Work Experience……………………………………………………………………………..10 Assessment of the Company…………………………………………………………………10 References……………………………………………………………………………………12 Appendix
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List of Figures and Tables Figure 1. Apex’s ownership over Monte Oro Resources………………………………………………………… 1 Figure 2. Mine site location in the Philippine Map……………………………………………………………….2 Figure 3. Vision and Values of the company…………………………………………………………………… ..3 Figure 4. Management Team and Executive Officers…………………………………………………………….4 Figure 5. Technical Management Team………………………………………………………………………… ..4 Figure 6. Tenement Map of the company………………………………………………………………………...8 Figure 7. Annual tonnages for the past five years……………………………………………………………….10
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List of Abbreviations AMCI - Apex Mining Company, Incorporated LHD - Load-Haul-Dump Truck LPT - Low-Profile Truck MORE - Monte Oro Resources & Energy, Inc. MPSA - Mineral Production Sharing Agreement PPE - Personal Protective Equipment SAMICO - Samar Mining Company
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I. Introduction A. The UP DMMME Plant Practice Program The Plant Practice Program of the UP Department of Mining, Metallurgical and Materials Engineering (UP DMMME) is participated in by inco ming fifth year mining engineering, metallurgical engineering and materials engineering students. The students are required to undergo a two-month, in-plant training as a prerequisite for graduation. The Plant Practice Program aims to 1) expose the students to the nature of work to be expected in their particular field of interest; 2) provide a venue for putting into practice the theories and concepts which have been learned; and 3) update students’ information on more advance technological equipment and techniques currently practiced in the industry.
B. Apex Mining Company, Incorporated Apex Mining Company, Incorporated or AMCI is a Philippines-based gold mining company with a main project situated at Maco, Compostella Valley in the island of Mindanao. It was incorporated and registered with the Philippine Securities and Exchange Commission on February 26, 1970. Besides mining, the company carries out the business of milling, concentrating, treating, manufacturing, buying, selling and production of different kinds of material. The company primarily produces gold and silver with by products of copper, lead, zinc brass, and iron. It also deals with the manufacturing of steel. The company continues to investigate the optimum mining rate for the ore bodies and the viability of recovering both copper and zinc concentrates, should the copper and zinc prices recover. Other processes relevant to the field of study include exploration, material recovery, and wastewater treatment. In 1973, the company acquired the Masara gold deposit from Samar Mining Company (SAMICO), and a year after, their gold mining operation commenced in the municipalities of Maco and Mabini, Compostela Valley. AMCI now has been operating for over 40 years. Unfortunately, in 1990, weak gold price and prolonged labor conflict caused the suspension of the mining operations. By 1995, an agreement with Base Metal Mineral Resources Corporation was made but after two years of partnership, the agreement was terminated when the latter withdraw from the project leaving Apex in loss. In 2000, Apex stopped operations due to prolonged depressed gold price. A definitive agreement was then signed among the Crew Gold Corporation, Mapula Creek Gold Corporation and Apex enabling t he purchase of Apex’s 72.8% shares by the two other companies in 2005. After four years, Crew Gold Corporation then sold its total shares to Mindanao Gold. By 2014, Apex was able to acquire 100% ownership over Monte Oro resources & Energy, Inc. (MORE). On the same year, a group of armed men attacked the mining site, burning almost one-t hird of the underground production fleet and equipment.
Figure 1. Apex’s ownership over Monte Oro Resources
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The ownership is tabulated in Figure 1 and detailed in the company’s website; copied here for reference: MORE’s mining interests in the Philippines consist of 100% ownership over Paracale Gold Ltd. which, in turn, fully owns Coral Resources Philippines, Inc. and 40% of Bulawan Mineral Resources Corporation, both located in the Municipality of Jose Panganiban, Camarines Norte. MORE has mining interests in ot her countries consisting of: (a) 100% shareholding in Minas de Oro Mongol LLC (a Mongolian company) which owns 51% equity in Erdenejas LLC, a joint venture company holding a mining license in Khar At Uul in Mongolia; (b) 90% shareholding in Monte Oro Mining Company Ltd., which is engaged in mining exploration in Sierra Leone, and in MORE Minerals SL which is engaged in artisinal mining and gold trading in Sierra Leone; and (c) 3.92% participation in National Prosperity Gold Production Group Ltd. which holds mining claims and license from the government of Myanmar to develop and operate the gold mine located at Moe di-Moe mi Region, Township, Mandalay Division, Myanmar, known as the Maudi Taung Gold Mine. MORE’S non -mining businesses consist of a 52% ownership over International Cleanvironment Systems, Inc., a company engaged in solid waste management, and a 30% participating interest in Service Contract No. 72 for natural gas in the Sampaguita gas field offshore northwest of Palawan in the West Philippine Sea. [2] The acquisition of MORE provided the fuel for the expansion of Apex from a single-mine company to a multinational business and project manager including several operations in Mongolia and Myanmar. [3]
Figure 2. Mine site location in the Philippine Map
The Maco gold mine is located in the southeastern portion of Mindanao. It is about 950 km from Manila and about 53 km northeast across Davao Gulf from Davao City. Geology of the mine area is a Philippine fault - associated spatially and temporally mesothermal-epithermal gold-silver-base metal-bearing quartz-calcite veins, gold bearing porphyry copper deposits and pyrometasomatic skarn deposits with Lower to Middle Miocene intrusives occurring as batholitic to stock-like intrusions. Pre-Tertiary Masara Formation is overlain by Paleocene-Oligocene Hijo Formation, which is conformably overlain by the Lower Miocene Limpacan limestone.[3] From Manila, the mine site can be reached most conveniently by taking a plane to Davao City then, from Davao, by land through the concrete Pan Philippine Highway by driving a distance of some 74 km to the town of Mawab, Compostela Valley Province. From the Mawab highway junction, a 26-km of mostly gravel-paved road heads east- to southeastward following the Hijo-Masara river valley upstream. The Maco minesite is nestled at the upper reaches of Masara River within the adjoining barangays of Masara and Teresa in the Municipality of Maco, Compostela Valley Province. The mountainous area around the mine site is susceptible to landslides caused by typhoons/heavy rainfalls. Barangay Masara had two landslides in the past; in 2006 and 2008 while Barangay Mainit, just across Barangay Masara, was hit by a landslide caused by a heavy downpour in 2013.
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The company’s head office is located at 3304B Wes To wer PSE Centre, Exchange Road Ortigas Center, Pasig City.
Figure 3. Vision and Values of the company
The mission and vision of AMCI is visualized in Figure 3. In their mission and vision, they aimed to be known as a responsible mining company practicing the five star systems standards created in 2010 by the board. It shows that AMCI is proud to be a Philippine company run by a n All-Filipino team. The image contains the e leven goals of the company: geared towards the assurance of resources’ rapid growth which is done through continuous exploration and monitoring of ore reserves, and accompanied by the identification and management of risks in order to provide a safe and bett er workplace for the employees. Moreover, the company’s vision includes sustained excellent external relationships specifically with the indigenous people through proper stakeholder engagement and livelihood support systems. Furthermore, maintenance of an outstanding AMCI mining image through world standard safety, health and environmental practices and shaping a high performance working team in order to resourced flow of adequate fund and achieved optimal production summed up t he remaining vision of AMCI.
C. Business and Technical Management The company was listed in the Philippine Stock Exchange since 1974 under the symbol APX. The Board of Directors is composed of six directors, duly elected by the stockholders at the annual stockholders meeting, and is headed by Ramon Y. Sy, former President/CEO of United Coconut Planters Bank, as the Chairman of the Board. Members of the board are the following: former Philex Mining Corporation and National Grid Cor poration of the Philippines president Walter W. Brown, Lift Logistics Resources Inc. former president and previous vice president for Business Development of Leonio group of Companies Noel V. Tanglao, CRAU Mineral Resources Corporation current director and president Modesto B. Bermudez, multi-awarded researcher Graciano P. Yumul Jr., entrepreneur and Udenna Corporation’s chairman, president and director Dennis Uy and the president and CEO of Mabuhay Capital Corporation Joselito H. Sibuyan. The Management Team and Executive Officers is arranged in Figure 4.
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Figure 4. Management Team and Executive Officers
After the management team and the executive officers of the company, the section level consists of the Administrative Department, Human Resources Department, IT Department, Finance Department, Mechanical Department, Mill Operations Department, Mining Operations Department, Security Department, Health and Safety Department and t he Community Relations Department and the Environmental Department. This can a lso be called the technical management where engineering planning, mine development, and other auxiliary services are housed. The organizational structure of the technical team is summarized in Figure 5.
Figure 5. Technical Management Team
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II. Schedule of Training Date start and finish
Section/Division, etc.
Activities
Immediate Supervisor
June 9, 2015
Training Department
• Company overview • Memorandum of Agreement Signing • SDMP Presentation
Mr. Nicanor Calamba, Training Officer
Community Relations Department Environmental Department
General Services Department Apex Clinic
• Environmental Policies of the company • Company project: Apex Nursery • Accommodation and Transportation
• Medical Verification and Physical Examination
Ms. Nympha Modina, Community Relations Officer
Ms. Imelda Timosan, General Services Personnel
Dr. Rodolfo Rimando, Resident Doctor June 10, 2015
Security Department
• Security Induction
June 11, 2015
HR Department
• Issuing of IDs
Safety Department
• Safety Induction • PPE issuance
Ms. Mary Bongabong, Safety Officer
June 12 -13, 2015
Safety Department
• Underground Mine Operations Safety Orientation • Mill Operations Safety Orientation
Ms. Mary Bongabong, Safety Officer
June 15, 2015
Mine Operations Department
• Mine Planning Engineers Underground Visit • Mine Operations Overview and Exercise
Engr. Ramon Besa, Mine Planning Engineer Engr. Kevin Gocela, Mine Planning Engineer
June 16, 2015
Geology Division – Drilling and Core logging
• RQD computation in core house
Ms. Kristine Ang, Grade Control Geologist
June 17, 2015
Geology Division- Grade Control
• Grade control and sampling underground
Mr. Daniel Laos, Grade Control Supervisor
June 18, 2015
Geology Division- Grade Control
• Grade control overview • Mine and mill yard spotting
Ms. Hizle Sumodebila, Grade Control Geologist
June 19, 2015
Mine Surveying Division
• Topographic traverse across Masara River • Plotting of traverse in AutoCAD
Engr. Gilbert Reales, Geodetic Engineer
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June 20, 2015
Mine Ventilation Section
• Mine Ventilation overview • Underground visit
Engr. Ruffy Galicia, Mine Ventilation Engineer
June 22, 2015
Geology DivisionExploration
• Surface mapping • Compass Traverse
Mr. Arvin Trinidad, Geologist Mr. Orlando Ayson, Geological Assistant
June 23, 2015
Geology DivisionExploration
• Soil Sampling • Mountain trek
Mr. Orlando Ayson, Geological Assistant
June 24, 2015
Geology Division
• Resource Estimation • Geology overview of Apex
Mr. Alex Diambrang, Senior Geologist
• Underground support system of Apex
Engr. Kenneth Suico, Rock Mechanics and Underground Supports Engineer Engr. Jamil Matanog, Drilling and Blasting Engineer
Rock Mechanics Division
June 25, 2015
Explosives and Blasting Division
• Drill and blast design lecture • Explosives Magazine Visit
June 26, 2015
Mine Planning Division
• • • •
June 27, 2015
Sandy Portal: L840/870
• Area overview
Engr. Rebecco Canon, Area Manager
June 29 – July 1, 2015
Sandy Portal: L840/870
• Working areas visit • Pump installation in Decline • Drilling and blasting of a face
Engr. Danilo Dice, Jr. Mining Engineer
July 2-4, 2015
July 7-8, 2015
L 700/720/780 Portals
L 590 Maligaya Portal (Ramp 2)
• • • •
Mine Conceptual Design Lecture Mine Economics Overview Mine Economics Exercise Mine Design Exercise
Area overview and tour Conventional rock drill hands-on Side logs timber installation Jumbo drill hands-on
• Area visit • Shotcreting
Engr. Josel Retardo, Head of Mine Planning Department
Mr. Dionisio Plaza, Sr. Underground Supervisor Engr. Richard Licang, Area Manager Engr. Vladimir Libres, Jr. Mining Engineer Engr. Frank Fermin, Area Manager Engr. Francis Escubillo, Jr. Mining Engineer
July 9-10, 2015 L 590 Maligaya Portal (Malumon)
• Working areas visit • Rockbolting observation • Observation of mucking out and double handling
Engr. Camilo Labajo, Area Manager
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July 11-12, 2015
Masarita/Barabadan/Fern Vein Portal
• Masarita Portal tour • Man-way climbing • Observation of mine carts and chutes • Installation of rock bolts with wire mesh • Spotting of ore at the ore yard
July 13, 2015
Mine Mechanical Department
• Lecture on mechanical availability and utilization
July 14-19, 2015
Mine Operations Department
• Preparation for research proposal • Literature survey • Report writing
July 20-23, 2015
Sandy Portal: L840/870
• • • •
Time and motion study Data Gathering and Analysis Report writing Consultation
July 24, 2015
Mine Operations Department
• Research Presentation
Training Department, Safety Department, Security Department
• • • •
Engr. Narciso Mutia, Masarita Area Manager
Engr. Josel Retardo, Mine Planning Head Engr. Kevin Gocela, Mine Planning Engineer Engr. Danilo Dice, Jr. Mining Engineer
All concerned
Submission of presentations Return of PPE Completion of Clearance Issuance of Certificate
III. Technical Report A. Geology and Exploration Geology of the mine area is a Philippine fault - associated spatially and temporally mesothermal-epithermal goldsilver-base metal-bearing quartz-calcite veins, gold-bearing porphyry copper deposits and pyrometasomatic skarn deposits with Lower to Middle Miocene intrusives occurring as batholitic to stock-like intrusions. Pre-Tertiary Masara Formation is overlain by Paleocene-Oligocene Hijo Formation, which is conformably overlain by the Lower Miocene Limpacan limestone. Four mineralizations were identified within the Masara Gold District which are as follows: I) gold-base metal quartz veins comprise of at least fifteen (15) vein systems; II) porphyry copper-gold attributed to the mid-Miocene diorite intrusives and Pliocene andesite porphyry domes and dikes; III) sediment-hosted and strata-bound disseminated gold and; IV) base metal gold skarns. High-level epithermal gold/silver vein mineralization, porphyry-related copper-gold mineralization and skarn mineralization are within the property of Apex. Mine operations of the Masara gold deposit is under Mineral Production Sharing Agreement (MPSA)-225-XI2005, allowing the development and deposit extraction, and MPSA-234-XI-2007 for gold, copper and associated metals exploration. Covering six parcels with a total area of one thousand five hundred fifty-eight (1,558.53) hectares, MPSA-234-XI-2007 include Maco municipality, while contract area under MPSA-225-XI-2005 sum up to six hundred seventy-nine (679.02) hectares. The contracts will expire by 2030 for MPSA-225-XI-2005 and 2032 for MPSA-234-XI-2007. The company employed historical data capturing and creation o f project-wide GIS, a three-dimensional geologic model utilized for mine operations and detailed surface mapping, as its current exploration techniques. Vital data
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such as rock types, structure systems (presence of faults, folds, fractures), mineralogy were gathered through daily mapping activities (surface mapping, underground mapping). These daily mapping activities produced level maps, sections, geologic face maps and vertical longitudinal maps for underground purposes and area geologic maps and sections for surface exploration. Outcrop sampling, trench sampling and test pit sampling were performed. The company has undertaken two drilling activities under the MPSA-225 in 2005 and in 2009. The current drilling program is a hybrid consisting of in-fill, resource definition and production support drilling. Extension of the 2009 surface and underground drilling activities to further reinforce and verify previous identified alteration systems was also performed. As of 2014, exploration was focused on near-mine extensions for the area o f MPSA 225. A total of 4 rigs including two DE-140 rigs, one HFU-3A rig and one Kempe rig were utilized for the underground diamond drilling to further evaluate the continuity of the veins. A tot al of 27 holes were completed for t he whole year.
Figure 6. Tenement Map of the company
B. Production Line Having a vein type ore body, Apex has different levels of operations measured in meters above sea level. From the lowest, L530 Masarita Portal, L 545 Barabadan Portal, L590 Maligaya Portal, L700/720/780 Portal, L840/870 Sandy Portal and the Dons Area. The Dons Area particularly Don Calixto Portal and Don Fernando Portal are operated by contractors as well as the Masarita and Barabadan Portals. The Maligaya Portal is the largest mine area in Apex and is the main source of production while the Sandy Portal has a target of 250 Tons per day out of the 800 Tons target of the whole mine operations department per day. Both Maligaya and Sandy portals are mechanized, mainly using Load-Haul-Dump trucks (LHD) and Low Profile Trucks (LPT) for t he ore and waste handling while the smaller mine areas (eg. Dons area) employ conventional methods using raises, chutes, mine cars and a railway system to transport the ore. The Maco gold mine employs bot h conventional and mechanized methods as stated earlier. Conventional methods primarily use pneumatic drills, muckers (also called scooptram) and mine cars for their production. Stoping methods are common; cut and fill and sublevel stoping are most common. The mechanized methods include longhole stoping, cut and fill stoping, sublevel and shrinkage stoping. The mine generally employs a ramp system with low-profile trucks (LPT) and Load-Haul-Dump trucks (LHD) to handle the material.
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From the stopes, the ore is loaded, hauled and dumped by a Load-Haul-Dump truck (LHD) to a Low-Profile Truck (LPT) and is brought out of the mine via the ramp. Ore traffic is controlled by a dedicated spotter situated near the ore yard. Spotters are responsible for ensuring that the material is dumped in the correct stockpile. The ore is dumped in the designated stockpile for a designated working area while waste is dumped at the designated waste dump for a specific area. The spotters also sample the stockpiles by grab sampling using a shovel per trip of the LPT. These samples are brought to the preparatory lab located near the Maligaya Portal before being brought to the assay lab located at the mill site. The stockpiles are then marked using red and blue flaglets if they are ready to be hauled to the mill yard. When the stockpiles in the ore yard are ready, dump trucks are used to deliver them to the mill yard where a spotter is also situated. The mine operations department classifies the ore as marginal, good or waste. Good ore having a grade of 2 gpt above, marginal 1-2 gpt and waste having a grade of less than 1gpt. The mine operations send ore according to the grade required by the mill department and usually uses high grades to dilute the low grades to extend the mine life.
C. Mill Operations Transportation of run-of-mine (ROM) from the mine to mill utilizes four to five Volvo dump trucks with capacity of forty tonnes. Reduction of ore sizes is done using jaw and cone crushers, followed by grinding (ball mill and rod mill) producing finer products, with desired size of 0.8mm. The material then undergoes t hickening before it is pumped to leaching tanks. It is then subjected to leaching by Carbon-in-Leach (CIL) and Carbon-in-Pulp (CIP) for the selective extraction of valuable components. The further use of carbon is done to separate the gold and silver from the liquid solution. Waste as a result of the previous leaching method undergo detoxification before pumping it to the tailings dam. Further extraction of the metals is employed using an electrolytic extraction process called electrowinning. Finally, the electrolytic product undergo separation by melting o f approximate temperature of 1,250oC. Dore, which is a non-bank standard gold-silver bar, is the final mineral beneficiation product. AMCI’s milling plant has 900 t onnes per day milling capacity as of December 2014. Several mill up grades were decided and employed during the year 2014 which includes the installation of additional 3 -ft cone crusher, 1000kW ball mill and cyclones, fine ore bin expansion, rehabilitation-conversion of o ld conventional thickener to highrate one, upgrading electrical capacity to 9.5 MW and new tailings pumping system and pipe line installation.
In 2014, mill production is composed of bullion containing gold and silver, transported and refined at Metalor Refinery in Switzerland. By 2015, a Refining and Transportation Agreement between Apex and a Hong Kong based refiner, Heraeus Limited - was signed.
D. Commodities and Support Services Commodities of Apex include Gold and Silver in the form of bullion or ‘dore’ bars. Their daily tonnage is 800 Tons and by the end of 2015, they are targeting to ramp up to 1000 tpd. In 2010, their total tonnage was around 210,000 Tons with average grade of 5.3 gpt and by 2013, it was around 255,000 Tons with an average grade of 3.79 gpt. At the end of 2015, the target mine production is 1000 tons per day from the 800 tons per day as of July 2015. By 2020, the company’s target is 20,000 oz of gold.
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Figure 7. Annual tonnages for the past five years
Support services include the Tailings Disposal, Safety Department, Security Department, Clinic, Community Relations, Environmental Department, Human Resources, and the IT Department. The tailings disposal method employed by the company involves the use of a tailings dam, tailings pumping system and pipe line. The leaching process wastes undergo treatment prior to t he transportation of the by-product to the tailings dam. Regular maintenance of the pumping system is done to ensure safe tailings disposal as well as to reduce and/or avoid certain risks.
IV. Work Experience The transportation inside the Apex compound for us interns were by hailing the Hilux pick-ups that are used by the employees usually engineers and asking if we have the same destination. Miners buses and jeepneys exclusively for employees and people living inside the compound are also available. These buses have a daily schedule and missing the bus means waiting for a carpool by c hance. Work in the mine is divided in three shifts; 1st shift beginning at 11pm to 7am, 2nd shift at 7am to 3pm and 3rd shift at 3pm to 11pm.
V. Assessment of the Company As observed in my area of research (Sandy Portal: L840/870) where the daily target to nnage is 250 tons, t hey had one shift were they were lacking some tonnages and the junior mining engineer decided to get ore from the next shift. But overall, the target tonnage of the mine operations department is usually met. Frequent problems may be occurring in the mill division since there was a 3-day shutdown of the whole mill for maintenance and because of the expansion project of Apex where additional leaching t anks and conveyor belt were installed near the present mill. The operations are systematic in theory but in actual, production scheduling is not followed. Sometimes, charging and blasting is an hour earlier than the scheduled blasting time. The mechanical availability of the equipment is high but utilization is usually low because o f this problem in their scheduling. Operators are usually entering the mines when it is convenient. Power switching from the main source to the company’s generator usually happens during the 1st and 3rd shift. It usually causes an operational delay of 1 hour. Tonnage is also not well-documented since equipment operators and supervisors do not consider the bucket factor of the LHD. A good thing about Apex is that they their current Safety Department strictly adheres to their po licies. The saying “Safety First” is followed than the las t management. Safety inspections are done daily and t he head of the Safety Department, a mining engineer, always attends meetings with t he Mine Operations Department to represent and to check if the safety protocols are still being followed. They are also strict in implementing Personal Protective Equipment (PPE).
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Accommodations were provided by the company care of Ms. Imelda Timosan, from the General Services Department. It is located outside the Apex compound, in the heart of the Barrio of Masara. It is a 10-minute walk from the compound. The house was reasonably clean and we ’ve grown comfortable with our rooms as we ended the plant practice. It was also safe since the people around us are also employees of Apex. Food was not that a problem to us since many sari-sari stores are near to us. There were times when we cooked our own food and times were we just bought complete meals in the stores. Drinking water was delivered every other day or so by the company. Electricity was a main problem in our house because there was always a rotating brown-out during the night and we were sometimes forced to do our research inside the Apex compound.
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References [1] “Company Profile” Apex Mining Company, Inc., accessed March 19, 2016, http://www.apexmines.com/?page_id=39 [2] “Our Company” Apex Mining Company, Inc., accessed March 19, 2016, http://www.apexmines.com/?page_id=10 [3] Apex Mining Company Inc. 2014 Annual Resource Estimate Report. Retrieved from http://www.apexmines.com/wp-content/uploads/2015/07/APEX-AR2014-FA06.pdf
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Appendix A. Certificate of Completion B. Reports/Case Study/Project/Finite Study/Presentation (Include the technical reports or presentations that you composed during your plant practice. Cons ider your NDA when you attach files here) C. Daily Time Record and Identification Card D. Training Contract E. Non-Disclosure Agreement F. Miscellaneous pictures (Figure F1. Caption)
