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By John Stoten

"The 1980s have proven extremely difficult years for many resource-based organizations. Mining companies have learned how to weather the negative effects of inevitable economic cycles. However, with some notable exceptions, such as gold mining companies, the mining industry has faced a broader and deeper round of cutbacks than any experienced since the 1930s. Downsizing has been a major issue for many mining companies as they have faced the need for dramatic staffing cost reductions in the recent past.The continuing current rapid rate of change in technology and the marketplace, coupled with increasing merger and acquisition activity, will provide an on-going need for some companies to face major reorganization. This inevitably will involve down-sizing activity in some instances.Given this scenario, it is worth reviewing the industry's past experiences to identify approaches and techniques that could prove of value in handling a future staff downsizing challenge. This paper is based upon a downsizing consultant's experiences with the mining industry and other sectors, and highlights what appear to be key staff reduction planning and process issues.Planning for DownsizingA review of companies' downsizing activities of the last few years reveals four key activity stages which need to be addressed to ensure a successful transition. These stages are:1. organization planning;2. developing cost reduction strategies;3. implementing downsizing; and4. building for the future.A business situation that is severe enough to require drastic staff cuts typically affects all aspects of a company's operations. Most mining companies have reviewed cost efficiencies in many operational areas. However, these reviews often have been short term in focus . As a result, some companies have experienced multiple downsizing; each event a response to an immediate economic threat. This has sometimes resulted in an unstable organizational environment, with severe stresses on staff morale and productivity.In the long term it is more efficient and less stressful to the organization to adopt a more comprehensive and longer-term strategy. Especially in capital intensive mining operations, it makes sense to review all areas of business activity, not just staffing."

Jan 1, 1989

By Leonard Kellogg

Introduction The Mine Manager or Superintendent is a man faced with a difficult problem. He must direct the activities of his mine in such a manner that, over a period of time, the greatest possible profit will be realized. In this respect, a mine is no different from any other business organized for profit. What makes the mine manager's task so difficult then? The profit of a mine is determined by -among other things -the grade of ore, the market price of the metal or metals produced, and the cost to operate the mine. The mine manager cannot do much about the first two of these, but he has considerable control over the operating cost. This cost will depend in large measure on the nature of the programme on which he plans to operate his mine. This operating plan may be broad or specific, on a long-range basis or on a month to month basis. The development of the plan, however, is made very difficult by the existence of so many factors which must be considered. These may be (1) factors requiring decisions based on the best judgment and interpretation of engineering and geological information available, or (2) items which must be considered but which are largely non-controllable. To be more specific, examples of such items would be: (1).-(a) The amount and type of development work to be done in relation to amount of ore to be mined. (b) Mining methods to be followed and type of equipment to be used. © Amount of exploration diamond drilling to be done if the orebody is not clearly defined. (2).-(a) Rock type and degree of hardness. (b) Width, depth, and pitch of veins. © Amount of work requiring timbering. (d) Faults encountered. (e) Water and gas conditions met with.

Jan 1, 1952

By Engineering Staff

"This paper briefly describes the surface mining operations at Smoky River Coal Limited (formerly McIntyre Mines Limited, Coal Division) near Grande Cache, Alberta. Geology, mining methods, equipment, manpower and reclamation and environment topics are discussed. Introduction Smoky River Coal Limited, a wholly-owned subsidiary of McIntyre Mines Limited of Calgary, Alberta, produces a high quality, low sulphur, low volatile bituminous coking coal from its minesite located at west central Alberta, approximately 20 km from the town of Grande Cache and 360 km west of Edmonton (Fig. I). Most of the coal property is contained within a 30 km long by 20 km wide block lying in a northwest-southeast direction in mountainous terrain. Elevations vary from 920 m above sea level ·at the plant·site on the Smoky River to 1,600 mat the upper levels of current and proposed mining operations. A total of 11 coal seams have been identified. Only two seams, No. 4 Seam and No. 10 Seam are currently considered of major commercial value. These seams are recovered by both surface and underground mining. Approximately 650Jo of the plant feed coal is obtained from a conventional shovel/truck surface mine; the balance is mined underground by room-andpillar methods. Background In 1921, McIntyre Mines Limited acquired some 26,300 hectares of coal leases at Smoky River. Since then the leases were explored intermittently by different companies including McIntyre. In the mid-l 960s exploration activities increased and several feasibility studies were completed. Development of the area was undertaken by McIntyre in 1968 and, in August of the same year, a long-term contract was signed with a consortium of Japanese steel mills for delivery of 2 x 106 t of clean coking coal for 15 years commencing in 1970. Production was focussed on underground mining, using longwall methods."

Jan 1, 1985

By Stéphane Robert

This document presents estimates of future "total cash cost per ounce" and "minesite cost per tonne" that are not recognized measures under United States generally accepted accounting principles ("US GAAP"). This data may not be comparable to data presented by other gold producers. These future estimates are based upon the total cash costs per ounce and minesite costs per tonne that the Company expects to incur to mine gold at the applicable projects and do not include production costs attributable to accretion expense and other asset retirement costs, which will vary over time as each project is developed and mined. It is therefore not practicable to reconcile these forward-looking non-GAAP financial measures to the most comparable GAAP measure. A reconciliation of the Company's total cash cost per ounce and minesite cost per tonne to the most comparable financial measures calculated and presented in accordance with US GAAP for the Company's historical results of operations is set forth in the notes to the financial statements included in the Company's Annual Information Form and Annual Report on Form 20-F, for the year ended December 31, 2009, as well as the Company's other filings with the Canadian Securities Administrators and the SEC.

May 1, 2011

By R. K. Collings

Mineral wastes from the mining, metallurgical and chemical processing industries in Canada amount to about 800 million tonnes annually. Such wastes often are largely non-metallic in composition and are of interest for traditional non-metallic mineral uses and applications. Mineral waste disposal and maintenance are costly; furthermore, these wastes may pollute groundwater, rivers and lakes. These factors and an increased appreciation of the potential utility of some mineral wastes have stimulated research in this area.

Jan 1, 1984

By R. A. Crouse

The Tanco pegmatite at Bernie Lake, in the Lac du Bonnet mining district of southeastern Manitoba, is a unique deposit of Li, Rb, Cs and Ta, with substantial reserves of Be and several industrial minerals. This paper summarizes the present state of understanding the regional geology, structural setting, zoning, mineralogy and geochemistry of the pegmatite, and the mining and ore-processing methods used in its exploitation.

Jan 1, 1979

By A. Mykytiuk, I. E. Puddington, W. D. Macleod, F. W. Meadus

"A laboratory-scale continuous procedure for the up-grading of naturally occurring tin ores, based on the principle of spherical agglomeration, is described. High recoveries are indicated. A proposed second stage suggests useful fractionation steps.IntroductionA LABORATORY-SCALE batch process for the upgrading of a tin ore using the principles of spherical agglomeration has already been described (1). This procedure consisted of milling, for about an hour, a precrushed ore with at least 200 per cent water, 0.2 per cent of a reagent such as tall oil (to render the de-sired ore particles hydrophobic) and about 3 per cent of a viscous petroleum oil. The feed material passed an 8-mesh Tyler sieve, and the percentages of re-agents are based on the dry weight of the feed. Du-ring the grinding, the hydrophobic particles transfer into the oil phase to produce coherent semi-solid bodies while the gangue stays preferentially in the aqueous phase. The concentrate can be separated from the gangue easily by a mechanical operation. Using an ore containing about 0.3 -0.5 per cent tin, grades of from 1.5 to 7.0 per cent were obtained by varying the pH of the system. Recoveries fell from about 80 per cent to as low as 50 per cent as the grade in-creased."

Jan 1, 1966

By A. K. Watt

"The availability of fresh water to meet present and future needs in Ontario is of concern to an increasing number of people. Rain and snow are the source of our potable water and provide, on the average, some 180,-000 billion gallons of water annually. This amount is reduced to 94 billion gallons a day as a result of the evaporation and transpiration of water and our inability to construct the necessary reservoirs for capturing surplus stream flow.The water used for domestic, irrigation, public supply and industrial purposes amounts to some 7 billion gallons daily at present and will reach 21 billion gallons daily by the year 2000; however, only about one-fifth of the water used is actually consumed, and this, along with the possibilities of water re-use, improves the water supply picture still further.The need for adequate pollution control has accompanied industrial and urban expansion and is an important factor in the extent to which our surplus water is used. In the 10-year period since the formation of the Ontario Water Resources Commission, the cost of water and sewage works constructed in the Province has exceeded one billion dollars. A special effort is now being made to control the industrial pollution situation.Numerous federal and provincial agencies are engaged in hydrologie studies in the Province, providing in-formation of benefit to those involved with water resources management."

Jan 1, 1967

By Pierre Buteau

Peat/ands distribution in Canada is widely spread thoughout the country and corresponds to a wide spectrum of wetland habitats which overlay peat deposits. The development and the evolution ofpeat/ands and peat deposits are closely linked together, since the vegetal remains of the peat deposits originate from the peatland habitats, and the peatland habitats constitute a response to many factors, including the properties of the substrate, which are the peat deposits. Peat/ands are defined as waterlogged terrains where the production of plant materials usually exceeds the rate of decomposition. The underlying peat deposits consists of organic residues associated to peatland vegetation, more or less decomposed, built up and kept under anaerobic conditions. Peat/ands evolution and distribution are determined primarily by climatic factors, but also by the geomorphology and edaphic conditions. All of these create particular hydrodynamical environments which will vary according to different regional settings, and sequentially to an evolutive time frame.

Jan 1, 2001

By E. Quaquero

This article reports on the current state of an ongoing research project which is aimed at implementing intelligent models for hardly predictable hazard scenarios identification in construction sites. As past evidences showed that no programmatic action can deal with the unpredictable nature of many risk dynamics, we tried to survey on how the current approach for safety management in the construction industry could be improved. In our previous research the use of Bayesian networks elicited from subjective knowledge were preliminarily tested. Those networks might be meant as a reliable knowledge map about accident dynamics and they showed that a relevant ratio of occurrences fall in ?hardly predictable hazards? class, which cannot be warded off by programmatic safety measures. This paper reports the second outcome of our research project, which focused on the development of first elementary fragments, regarding the occurrence of a possible ?hardly predictable scenario?. Instead of experts? contributions (who, over their carrier, seldom incurred in accidents), we used ?legal cases? as an accurate source of information. They suggested which categories of ?hidden hazard scenarios? are more likely to happen. We found that the most frequent hidden hazard scenarios are linked to operator?s negligence and abnormal behavior, e.g. irregular removal of scaffolding?s components, unprotected openings, improper use of PPE, etc. Every pattern determined by legal cases has been formalized by a fragment (i.e. elementary network) of the overall Bayesian network. Finally, all the elementary networks were integrated into a comprehensive intelligent tool for realtime hardly predictable hazards prevention. The final setup, asked for interfacing these intelligent models to a low-level sensor network and used to feed them with inputs about the current state of the context, is discussed too.

Aug 1, 2013

By Brennan Lang

Why Seal Tunnels? ?Restore groundwater levels to pre-mining conditions. ?Saturate rock mass to reduce acid rock drainage. ?Reduce discharge flow to the environment. ?Reduce or regulate flows to a water treatment plant.

May 1, 2002

By M. G. Manzone

Approximately two-thirds of the annual 210,000 tons at copper refined by AMAX Inc. at the United States Metals Refining Company in Carteret, New Jersey, comes from a wide variety of copper scrap ranging from low-grade smelter scrap to wirebar-grade material. The equipment and methods used to effect such large-scale metal recycling in an urban area and the measures taken to collect and recover metal values from smelter and refinery byproducts while protecting the environment from pollution are described and discussed.

Jan 1, 1977

By Pritii Tam Wai Yin, Tony Leong, Neetu Bansal, James Vaughan, Amiel Boullemant

Mercury is a toxic element that is associated with many industrial activities including the Bayer process. Mercury is known to enter the Bayer process with the bauxite feed material and has the potential to accumulate as the process solution is recycled. This paper explores the speciation of mercury in Bayer process streams. The process parameters considered are the oxidising-reducing potential, basicity and temperature. The results of a refinery circuit survey are presented and compared with the thermodynamic predictions. Electrochemical measurements on relevant synthetic systems are also included.

Jan 1, 2014

By William J. Davis, R. Blair Hrabi, Sally Pehrsson, Amelia V. Logan, Ross Sherlock

"Abstract - The Meadowbank gold deposits are hosted by a series of polydeformed and metamorphosed auriferous iron formations located in the Neoarchean Woodburn Lake group, western Churchill province, Nunavut. The supracrustal rocks in the Meadowbank area consist of a thick sequence of intermediate-composition volcanic rocks with intercalated iron formation, ultramafic volcanic rocks, and quartzite to quartz arenite. U-Pb geochronology gives an interpreted age of 2711 ± 3 Ma for the host strata at Meadowbank.The intermediate volcanic rocks are predominately volcaniclastic and have a geochemical composition that is consistent with an active continental margin setting. Iron formation deposition was coeval with the intermediate volcanism, as indicated by incorporation of volcanic detritus in the chemical precipitate. The geochemistry of the iron formation indicates that it precipitated from a fluid that at one time was at high temperature (>250°C), reducing, and likely acidic. Intercalated ultramafic rocks rarely show spinifex textures and have trace element ratios that are consistent with mantle plume-related undepleted mantle asthenosphere, likely recording episodic mantle upwelling associated with rifting in an active continental margin. The contact between the ultramafic volcanic rocks and the overlying quartz arenite is a disconformity marked by a quartz pebble conglomerate. However, similar geology on the structural hanging wall and footwall of the contact suggests that the conglomerate does not represent a significant hiatus in deposition, and is more likely a prograding terriginous siliciclastic unit.Three metamorphic events are recognized. The first, M1, is a cryptic greenschist facies event that is pre-D2. The second event, M2, is a mid-greenschist to amphibolite facies, syn-D2 event. M3 is the last event recognized, and is a post-tectonic greenschist facies event that is regional but inhomogeneous in extent, possibly reflecting thermal aureoles around post-tectonic 1.7 to 1.8 Ga Nueltin granites. The structural geology of the area is complex with four phases of deformation recognized, two of which had a significant effect on the geometry of the deposit. All of these regional events are interpreted as Paleoproterozoic in age. Relationships between deformation fabrics and mineralization, as well as the overall geometry of the mineralized envelopes, suggest that the deposit formed during syn- to late-D2. Superimposed on the mineralization are D4 structural elements that postdate gold mineralization.The main control on gold mineralization is replacement of magnetite by pyrrhotite and pyrite in high-strain corridors. The composition of amphiboles and chlorites associated with gold mineralization is remarkably consistent and shows no spatial or temporal variation, suggesting that it was buffered by the iron-rich nature of the host rocks. The bulk metasomatic effect on the intermediate volcanic rocks is characterized by the addition of K2O and the loss of CaO, Na2O, and MgO, with little variation in the total iron content. The elemental losses are likely the result of destruction of feldspars, stilpnomelane, and ferroactinolite, which are relatively common in the unmineralized rocks, and the formation of sericite, chlorite, and grunerite."

Jan 1, 2004

By Claudia Gasparrini

"Factors affecting the extraction of gold are of a mineralogical nature. Knowledge of the mineralogy of the ore or metallurgical product to be treated, if appropriately combined with the metallurgical test work, may improve gold recoveries. .This paper outlines the mineralogical techniques f or the study of gold ores and metallurgical products and describes the gold mineralogy in relation to its metallurgy. An effective plan for studying refractory and other difficult ores, combining metallurgical test work, chemical analysis and mineralogy and capable of giving positive results over relatively short periods of time, is suggested.IntroductionFactors affecting gold recoveries are of a mineralogical nature and include (i) the gold-bearing minerals, (ii) their grain size and, particularly where the grain size is very fine (10 microns in diameter and less), (iii) their host minerals and (iv) the association these form with the gold-bearing minerals.Mineralogical studies of gold ores and metallurgical products containing gold in economic amounts (today down to 1/10 of one ounce per tonne or 2.84 ppm) are difficult and time consuming. Mostly because of such reason, metallurgical testing (test work) is usually done simply by trial and error without understanding the causes for failure or success.Mineralogical studies, if appropriately conducted and combined with the test work, provide an efficient mean s of improving recoveries through the understanding of gold losses derived from the use of the wrong technique for separation. The information they provide is therefore the first step in the development of recovery techniques, for those ores where the test work alone failed to produce positive results."

Jan 1, 1983

By Marsh A. Cooper

THE THEME of my remarks provides a great deal of latitude. I shall therefore take advantage of the scope it offers to look at our industry across a broad spectrum. My observations reflect a Canadian mining man's varied career as a geologist, mine operator, geological consult ant and company executive in Canada and overseas ... under differing cultures, business environments and political jurisdictions. I was fortunate to come into this industry in the mid-1930's when it was characterized by great enthusiasm, drive and resourcefulness. It was the beginning of a burgeoning era of some 30 years' duration in which the individualist, the entrepreneur and the builder found ample room for expression. As I contemplate the environment in which we now have to operate and try to perceive what lies ahead, I find myself deeply disturbed. Something serious has happened to this industry along the way. It appears that our very success has been the source of our undoing. I believe it is useful to summarize our industry's basic strength at home as a take-off point f or assessing its position in world terms. I hope that I can focus on some of the things that, in my view, must be done for this industry and by this industry to restore Canada's historic role in the world mining community. The Canadian mineral industry provides 140,000 jobs. It pays the second -highest average weekly wages and salaries among the country's major industries. The output per employee in the mining industry is estimated at about three times that for the economy as a whole.

Jan 1, 1977

"IntroductionIn the 1970s, environmental concerns and associated liabilities were a new and unknown aspect of corporate risk. Today, social concerns and the associated conflicts that they can generate constitute a rapidly expanding aspect of risk. Although not a new phenomena — the Bougainville copper mine was forced into closure in 1988 — social risk has emerged as considerably more important, and increasingly visible, in the last few years. Social risk is now an aspect of all mining activities which needs to be calculated into project assessments, and to be managed throughout the life of a project. While social risk has a number of aspects at the corporate level, such as company image and shareholder relations, at the level of the individual project, its primary component is social acceptability, and the principal tool for managing it is the Social Licence to Operate.Social Risk in Latin AmericaThroughout Latin America there are newly modernized mineral codes and economic systems introduced over the last ten years which, together with new environmental legislation, look very much like regulations in developed countries. To the corporations, the existence of these instruments means that the risks from the environmental issues associated with the project are known; they are legislated, defined, quantifiable and hence manageable.It seems ironic that, just when comprehensive regulations for the environmental management of mining have been put in place throughout Latin America, there arise an increasing number of challenges to mining activities. For, in spite of the apparent guarantees provided by these new legislative reforms, communities in Latin America today are more frequently standing up and taking exception to the presence of mining companies, or the ways in which the companies are conducting themselves. The viability of projects becomes threatened because they are considered socially unacceptable, a phenomenon that we describe as social risk. These challenges are less about opposing mining activities than many people would think. Rather, they are based on an increasing desire on the part of the local population to have some measure of control over their own future, and to participate in the development process from the earliest stages."

Jan 1, 2000

By John A. C. Fortescue

There is a need for better communication between scientists who plan and carry out mineral exploration research in glacial terrain and the exploration geologists who look for mines. In this paper, four ways in which workshops could be used to close this communication gap are described and discussed in relation to the solution of this problem in Canada.

Jan 1, 1973

By B. R. Johnston, K. D. Streeter

"ABSTRACTCoal Mountain Operations is the newest of Fording Coal’s operations although it is the oldest in terms of its historical production. In October, 1994, Fording purchased the former Corbin Creek/Byron Creek Mine. The mine is located in southeastern British Columbia, approximately 150 air kilometers from Calgary, Alberta. It was first developed in 1905 and has gone through a variety of owners in its 90-year history.This paper will deal with the remobilization strategy and the mining plans for the operation which are being implemented to make this operation competitive in the world export coal market. IntroductionIn October 1994, following a due diligence process, Fording Coal Limited purchased Coal Mountain Operations from Corbin Creek Resources, an employee group which had previously owned the mine. The purchase awarded Fording Coal Limited with 100% of the assets, and control of all the coal leases at Coal Mountain.The mine is located in southeastern British Columbia, southeast of Sparwood at the hamlet of Corbin, (Fig. 1).Rehiring of laid-off employees started in November 1994, with mining activities also recommencing in November. The coal preparation plant was restarted in December with one shift, went to two shifts in January 1995, and had four-shift, full-time operation in April 1996."

Jan 1, 1997

By C. S. R. Rondestvedt

In February 2010, Teck?s newest Concentrator at Mina Carmen de Andacollo (CDA), Andacollo, Chile was commissioned. The Concentrator is a single line configuration, comprising of one 36 ft diameter x 20 ft long SAG mill driven by an 18,000 hp gearless drive. The SAG mill feeds two ball mills each 25 ft in diameter x 40.5 ft long, each driven by a total of 19,000 hp through dual pinion drives. A series of four phases will be reviewed from operational readiness, mechanical completion, commissioning, and ramp-up. Also, now after 6 months of operation, this paper will review the significant steps taken during ramp-up enabling the announcement of commercial production, in October 2010.

Jan 1, 2012