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By A. L. Slaughter

A mineral deposit has been discovered and explored sufficiently to establish the presence of ore in ?commercially marketable quantities," This is the point at which exploration ends and development begins, Of course, when the presence of commercially marketable quantities of ore are thought to be present the deposit had to be evaluated before this decision could be reached. If, on the other hand, it was thought that commercially marketable quantities of ore are not present, either more exploration has to be done or the project must be abandoned. It is this decision with which this paper is concerned, more particularly, the influencing factors behind this decision. The final question to be answered is: what profit can my company reasonably expect to make by developing this property and putting it into production? The answer must be expressed as a figure for final profit per ton, money which can be used to pay dividends or to build up cash reserves. Some acquisition cost has probably been paid and the exploration cost incurred at the time of decision, (abandonment or development). In addition to returning these acquisition and exploration costs, the deposit must pay development, mining, milling, capital expense of new plants and equipment, taxes, and various other related costs.

Jan 1, 1958

By D. R. Young

Drilling exploration over the Wesizwe Platinum Limited?s Pilanesberg Project has identified the Merensky Reef at depths varying from 594 m to 1 552 m depth. Merensky Reef thickness varies from 0.05 m to 3.63 m and contains PGE(4) mineralization above a cut-off grade of 1.0 g/t over intersection widths of 0.95 m to 2.63 m. Four distinct facies types have been identified over the property, viz.1) Normal Merensky Reef, generally 1.2 m thick, bounded by thin top and basal chromitite layers and composed of upper feldspathic pyroxenite and lower feldspathic olivine pegmatoids containing base metal sulphide mineralization overlying poikilitic anorthosites. 2) Single chromitite Merensky Reef, generally0.15 m thick and usually devoid of internal silicate material, overlying variable stratigraphy containing significant base metal sulphide mineralization. 3) Detached Merensky Reef, generally1.0 m thick, bounded by thin top and basal chromitite layers and composed of feldspathic pyroxenite or pyroxenite containing base metal sulphide mineralization overlying Merensky Pyroxenite. 4) Normal footwall Merensky Reef, generally 1.8 m thick, bounded by thin top and basal chromitite layers and composed of feldspathic pyroxenite containing base metal sulphide mineralization overlying norites also containing significant base metal sulphide mineralization. The PGE(4) content?s (g/m2) distribution for the global intersection data appears to be lognormal, and conversion to lognormal space produces a near normal distribution which could be interpreted as a compound lognormal distribution. The mean PGE(4) contents estimated by these three different distributions are the same, and thus do not impact on the contained metal. Data for the Normal Merensky Reef facies type are sufficient to indicate that a normal distribution is followed for this facies type, and therefore does not need to be transformed to log space for estimation of the mean and the 90% confidence limits. A global evaluation based on all of the data is compared with a facies-weighted evaluation. The latter method is noted to provide a better definition of the associated estimation errors and thus potential classification of Mineral Resources. A valuation of $20.95 for Inferred and $41.90 for Indicated PGE(4) ounces is applied to both of the evaluations and compared. The global evaluation is considered to over-value the project by approximately 40%, thus indicating that valuations based on global summary sampling data that have a compound distribution may be materially flawed, and that cognizance of the underlying geology is crucial for unbiased valuation.

Jan 1, 2006

By Hrayr Agnerian

The fair market value of an exploration property is determined by its potential to host a mineral deposit. This potential is gauged by the results of previous exploration, exploration stage, meaningful past expenditures and remaining targets that are not yet tested. Values of exploration properties can be viewed as distinct points in a three-dimensional space defined by orthogonal axes, namely: Exploration Stage (x-axis); Cumulative Expenditures (y-axis); and Property Value (z-axis). In general, these values are estimated by applying activity factors on previous exploration expenditures, e.g. an activity factor of 100% for an active property with good potential and a factor of 50% for an active property but past expenditures have not upgraded the property. At certain periods, a market factor may also be applied to reflect the activity of mineral property acquisitions. For properties that do not exhibit any exploration potential, only nominal values are applied.

Jan 1, 1996

This paper examines the issues involved in the technical audit and valuation of exploration prospects. Certain methodologies are more appropriate to use depending upon whether the mineral property valuation is of an exploration area, a project under development, or an operating mine. Valuation approaches that are reviewed include the Multiple of Exploration Expenditure, Joint Venture Terms, Rules of Thumb, and particularly the Kilburn Rating Method. The DCF/NPV Financial Simulation Method, even modified by the use of Expected Values, is not considered appropriate for valuing exploration prospects. The choice of the most appropriate methodology and its successful application depends primarily upon the amount of reliable input data available and, more importantly, the experience and judgement of the valuer. It must be remembered that all valuations are time and circumstance specific and will be generally subject to revision as more data becomes available.

Jan 1, 1993

By W. E. Roscoe

"Mineral exploration properties are those on which an economically viable mineral deposit has not yet been discovered. Such properties are bought, sold, optioned and joint ventured on the basis of their perceived potential for the existence and discovery of a viable mineral deposit. The intrinsic value of an exploration property is therefore based on the exploration potential. One measure of the exploration potential is the amount that can be justified to spend on exploration for a viable deposit.The appraised value method uses a cost approach to value exploration properties. It is based on the premise that an exploration property is worth the meaningful past exploration expenditures plus warranted future costs to test remaining exploration potential. Results of past exploration work are analyzed in order to retain only those past expenditures that are productive in terms of identifying remaining potential. Warranted future costs comprise a reasonable exploration budget to test that potential."

Jan 1, 2002

By William E. Roscoe

"Mineral exploration properties are those on which an economically viable mineral deposit has not yet been discovered. Such properties are bought, sold, optioned and joint ventured on the basis of their perceived potential for the existence and discovery of a viable mineral deposit. The intrinsic value of an exploration property is therefore based on the exploration potential. One measure of the exploration potential is the amount that can be justified to spend on exploration for a viable deposit.The appraised value method uses a cost approach to value exploration properties. It is based on the premise that an exploration property is worth the meaningful past exploration expenditures plus warranted future costs to test remaining exploration potential. Results of past exploration work are analyzed in order to retain only those past expenditures that are productive in terms of identifying remaining potential. Warranted future costs comprise a reasonable exploration budget to test that potential.INTRODUCTIONThe purpose of this paper is to describe a cost approach to the valuation of mineral exploration properties and to provide some valuation examples. The particular cost approach described is the Appraised Value Method, which is best applied to mineral properties at the exploration stage.At present there are no comprehensive regulations or guidelines in Canada which specify what approaches and methods to use for the valuation of mineral properties. In this paper, the Appraised Value Method described is one method that the writer considers to be accepted industry practice for mineral properties at the exploration stage.Mineral properties are valued for a number of reasons, including mergers and acquisitions, non arm's length transactions, pricing of initial public offering of stock, support for property agreements, litigation, expropriation, and insurance claims."

Jan 1, 2003

By R. D. Lawrence

"Comparable transaction analysis is the best known of the market approaches to valuation of exploration-stage mineral properties. The analysis of option and farm-in agreements can also provide useful guidance to valuators. While such approaches can be distorted by incomplete analysis, market-based methods are capable of providing consistent, credible results when carried out carefully with due consideration paid to all factors which buyers and sellers consider when dealing in the real market. IntroductionMineral properties without defined resources present one of the most challenging tasks to the mineral valuator. This paper will concentrate on market-based approaches to valuation of such properties. Other authors at MM2000 presented papers on cost and income approaches. Sorentino (2000) also provides a useful overview with some provacative commentary on methods.Market based-approaches are based on the principle of substitution and include such techniques as: comparable transaction analysis (sometimes referred to as sales comparison analysis); farm-in commitment (or option agreement) analysis; rules-of-thumb; and comparable market value analysis.Are there any valuation standards available to assist the valuator? In Canada there are none that apply to the valuation of mineral assets or securities. This problem is being addressed, at least in part, by the CIMVal Committee of the Canadian Institute of Mining, Metallurgy and Petroleum (CIM)1. Further, the recently established Canadian Association of Mineral Valuators will be giving consideration to the adoption of valuation standards."

Jan 1, 2002

By L. C. Raymond

Valuations in the mineral industry differ from those of other enterprises because mines and oil wells have a definite life so cannot be considered a perpetuity. This requires that in any mineral-property evaluation the recovery of invested capital is necessary during the life of the property. Capital write-offs for nonextractive industries are assumed to be continuously plowed back to sustain the operation and produce yields on the capital invested. The extractive or mineral industry, however, generally attempts to return to the investor both interest and principal during the life of a property. Normally this is done currently and the dividend includes both items. Where the mineral property possesses large reserves and the life factor approximates a perpetuity, the return on investment is generally comparable to that of industrial stocks. The valuation of a mineral property, at best, is based on educated estimates and judgment factors. This is particularly true as it relates to estimating selling prices over a long term or assessing the quality of management. Also, it is possible to make various assumptions as to rapidity of working out the deposit, varying time for start-up of operations, varying earning rates, so as to obtain different results with the same basic facts. Thus it is not surprising that two engineers, irrespective of their abilities, may not agree exactly even when given the same facts, but their results should be close enough to be used in establishing a fair value for trading purposes. The valuation is no better than the source of basic data and the soundness of judgment factors. Fundamentally the basic principles of mineral valuation are similar for base metals, sulfur, oil, or any other mineral. Each mineral, however, requires an engineer to have a knowledge of such factors as its occurrence, distribution, mining and processing methods, and marketing problems in order to gather and analyze all the facts and data that have a bearing on the earning potential of the property. Present Value of a Mineral Property In essence the present value of a mineral property is a sum of money in today's dollars that future income from the property are worth. It differs from the total anticipated earnings by the amount of the interest that the unrecouped investment could be expected to earn during the period of recoupment. Thus, if one could accurately estimate what a mineral property will earn during its life, after deducting all operating, administrative, capital, interest, and tax charges, the determination of present value would be a relatively simple mathematical calculation. Normally, where the expected life of the mineral property extends beyond 20 or 25 years, the discounted value of earnings beyond this period is relatively small. The petroleum industry generally discounts the annual cash flow of an operation rather than earnings since, for tax-saving purposes, earnings are kept

Jan 1, 1976

By William E. Roscoe

"Valuation methods are well established for mineral properties with production or imminent production, and include discounted cash flow and comparable transactions. Valuation methods for non-producing mineral properties, however, are more subjective. Non-producing mineral properties include those at various stages of exploration, properties at the prefeasibility or feasibility stage, properties with currently uneconomic mineral resources, and past-producers. Different valuation methods may be appropriate for different types of mineral properties.Income approach methods such as discounted cash flow and option pricing are generally not applicable to properties at the exploration stage. The market approach is generally appropriate to all types of mineral properties, although it is difficult to find good comparables because of the unique nature of mineral properties and the small number of transactions. Cost approach methods, such as appraised value and geoscience factor, are commonly used for exploration stage properties.Canadian standards and guidelines for valuation of mineral properties are in the process of being finalized by a Special Committee of the Canadian Institute of Mining, Metallurgy and Petroleum (CIMVal Committee). The CIMVal Standards are intended to be consistent with National Instrument 43-101, which sets regulatory standards of disclosure for mineral projects, and with International Valuation Standards. The intent of the CIMVal Standards and Guidelines is that mineral property valuation be carried out by appropriately qualified individuals and that all relevant information be disclosed."

Jan 1, 2003

By William E. Roscoe

"Non-producing mineral properties include those at various stages of exploration, properties at the pre-feasibility or feasibility stage, properties with currently uneconomic mineral resources, and past-producers. The market approach is applicable to all these types of non-producing mineral properties. Income approach methods such as discounted cash flow and option pricing are generally not applicable to properties at the exploration stage, but may be applicable to non-producing mineral properties with defined mineral reserves or mineral resources.The value of a non-producing mineral property depends on its perceived potential for the existence and discovery of an economic mineral deposit. The potential, in turn, depends on a number of factors which must be considered when choosing market comparables. These comparability factors include such items as geology, mineralization, stage of exploration and results, mineral resources, location and geography, and political jurisdiction. The date of the market comparables must be within a reasonable time period of the valuation date of the subject property. Although it is difficult to find good market comparables because of the unique nature of mineral properties and the small number of transactions, these difficulties are compensated for by analyzing a number of transactions on similar properties to develop a range of values for the subject property.For valuation purposes, market comparables can be expressed in terms of total property value, value per unit area (e.g., $ per hectare), or value per unit of metal contained in mineral resources (e.g., $ per ounce of gold, or $ per pound of copper). The market comparable value can be used to estimate the value of the subject property by using the total property value, unit area value or contained metal value."

Jan 1, 2003

By A. A. de Gast, R. B. James

"The metal content of ore blocks can be calculated by the use of many different methods. These methods range in sophistication from manual calculation to computer. oriented techniques. In this case a cubic polynomial regression model is developed to depict the grade distribution of an orebody. Mine production, in stope dimensions, is then simulated on a computer to predict the output of metal content. The volume, grade and variance of the grade are estimated by triple integration and matrix algebra. A case study shows reasonable agreement between the results from the mathematical model and the mine geologists' estimate of production and ore reserve grade and tonnage."

Jan 1, 1972

By Amila Sandaruwan Ratnayake, T. Dilmi. U. Wijewardhana, H. C. S. Subasinghe

The value addition potential of ilmenite was examined using several characterization techniques. Raw ilmenite is composed of 93.65 wt.% of FeOTiO2, 3.55 wt.% of SiO2, 1.22 wt.% of Al2O3, and the remainder being other minor oxides. Ilmenite and powdered carbonized coconut shells were mixed in the weight ratio of 4:1. A separate fraction of the same mixture was added with powdered seashells in the weight ratio of 4:1:0.5. Six fractions of each mixture were distinctly milled from 1 to 6 h in a planetary ball mill. XRD spectra (broadened and diminished reflections of ilmenite) and FTIR observations (Ti―O―Cbonding) of milled samples indicate the possible incorporation of carbon into the ilmenite structure. Any clues of an occurrence of new rutile peaks were not observed in XRD spectra of milled samples. Consequently, the carbothermic reduction has not been initiated during mechanical activation. In this case, samples powdered for 6 h in a mill were isothermally annealed for 2 h under normal airflow at temperatures of 800 °C, 1000 °C, and 1200 °C, respectively. According to the X-ray diffractograms, the annealing temperatures of 1000 °C and 1200 °C exhibited almost similar trends with rutile (R), pseudobrookite (PB) and elemental iron (F), and a very few ilmenite (I) peaks. Consequently, 6 h of milling and 1000 °C annealing were concluded as the optimum conditions for the carbothermic reduction. Moreover, this study indicated seashells as a potential rate raiser for the carbothermic reduction of ilmenite at 800 °C. Therefore, this process is applicable to upgrade ilmenite into a mixture of synthetic rutile and elemental iron.

Mar 29, 2021

By M. H. Moys, J. A. Finch, A. R. Laplante

"A detailed review of ball milling circuit control practices in industry has been carried out. Based on fundamental process performance objectives, a standard system for base-level control of most ball mill installations is presented. This system is simple, inexpensive, and provides the major economic benefits available from contemporary automatic control technology.Value Analysis of Grinding OperationsValue analysis (or engineering, or management), originally developed by Lawrence D. Miles of the General Electric Company (1), focuses on the identification of value (product or process worth versus cost) and provides a systematic procedure for its improvement. A recent research and development project involving the application of the principles of value engineering to grinding operations has provided a basic technoeconomic model of grinding processes (2). The functional objectives of the ball milling process and the means to achieve value based grinding circuit control originate from this study.The Need for Grinding Circuit ControlThe economic effectiveness of a process is determined by the quality or value of the product and the related processing costs. If the inputs (both the raw feed and the applied processing work) are absolutely constant, the product characteristics and the process efficiency will be determined only by the engineering design. The need for and degree of process control is therefore determined by the nature of variations or upsets in the process inputs, and the extent to which these effect product value and operating costs."

Jan 1, 1988

By Orica

Unlicking the Possibilities ISEE Digital Detonator Workshop New Orleans, LA Wednesday, February 4, 2004

Jan 1, 2004

By C. Lumley

The management of the Anglo Platinum (AP) mining technical systems (MTS) embarked upon a process of defining the strategy for the MTS department. The newly established department forms part of the greater Group Information Technology (IT). The strategic process took place within an environment that had witnessed a dramatic proliferation of IT implementations across the group within the last three years. The IT department has been structured in terms of the classical plan, build and run functions with the applications and integration streams running perpendicular across these three functions. The application stream is divided into commercial and mining technical systems with business systems integration the third stream. The mining technical systems department supports mine management to effectively gather, analyse and disseminate data relating to the ore reserve by integrating a number of strategically selected IT applications to ensure that the safety, legal and operational requirements are met. This service to business is rendered by management of a strategic outsource partner via tightly controlled service level agreements (SLAs). The framework used for creating a mining technical systems department that is empowered to add value to business was formulated using the AP value chain as both the starting point and guiding process to ensure alignment to the greater internal strategy of the business. Keywords: Platinum, Mine planning, Mining technical systems, Value chain.

Jan 1, 2003

By P. J. Le Roux

"Mining companies are under constant pressure to reduce their cost structures to sustain profitability. In mines using an open stoping mining method, dilution often has a significant effect on profitability. At Target mine in South Africa, dilution in some open stopes was found to exceed 10%, falls of ground being a major contributor to the problem. This dilution can reduce the recovered grade from 5.5 to 4.5 g/t, resulting in a potential loss of about R21 million per month based on a gold price of R240 000 per kilogram. In addition to the cost of dilution, the cost of damage to, or loss of, trackless equipment as a direct result of falls of ground in open stopes is significant. Other associated costs include transport, hoisting, secondary blasting, milling, and plant treatment of waste material. Stable open stopes are essential in order to reduce falls of ground. Back-analyses of stope instability at Target mine have indicated that conventional rock mass failure criteria are unsuitable for stope design. An alternative strain-based criterion has been developed, and has proved to be very successful, allowing the stability of open stopes to be calculated reliably. Since its implementation in 2010, dilution and equipment damage have decreased markedly, creating value for the mine. IntroductionMines that make use of an open stoping mining method aim to extract only the ore, leaving the waste behind. Many orebodies have well-defined boundaries between the ore and the waste rock. In such orebodies, the introduction of waste into the ore due to overbreak dilutes the grade. In massive disseminated orebodies, dilution is less problematic. Overblasting, falls of ground, or other causes may result in dilution. A study undertaken in Canada (Pakalnis et al., 1995) found that approximately 51% of all underground metal mines utilized open stoping mining methods and, from surveys conducted at these mines, open stoping operations experienced dilutions of up to 20%, and occasionally more. Dilution of this magnitude has a significant economic impact on any mining venture. Research carried out in Australia by Capes (2009) came to the same conclusion."

Jan 1, 2017

By Juan Camus

To understand why some companies excel in creating value, Jim Collins (2001) and a group of postgraduate business students engaged in a comprehensive, five-year research project. They examined 1,435 U.S. companies for more than 40 years, seeking those that made significant improvements in their financial performance over time. The distinctive pattern sought was: ?Fifteen-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next 15 years. ?The search identified 11 outperforming companies, all in different industries, that were called the ?good to great? companies. To contrast these companies with similar peers within the same industry, the search also selected a group of comparison companies that failed to make the leap from good to great. Collins then set out to examine the transition point. What distinguishing features did the good-to-great companies have that their industry counterparts did not? At the heart of the findings about these outstanding companies is what Collins refers to as the ?hedgehog concept? ? how to find the one big thing that the company must focus on. According to Collins, those who built the good-to-great companies were, to one degree or another, hedgehogs. Those who led the comparison companies tended to be foxes, never gaining the clarifying advantage of a hedgehog concept, being instead scattered, diffused and inconsistent. This insight is complemented by Peter Drucker (2004), an influential management guru, who asserts that the first question an effective executive should ask is: ?what needs to be done?? Asking this question and taking it seriously, he asserts, is crucial for managerial success; and that the answer almost always has more than one urgent task, but the effective leader only concentrates on one task. In this last respect, Drucker emphasizes: ?If they [executives] are among the sizeable minority who work best with a change of pace in the working day, they pick two tasks. I have never encountered an executive who is effective while tackling more than two tasks at a time.?

Jan 1, 2011

By J. M. Garcia

This paper highlights several management practices from the oil and gas industry to support the proposition that financial performance in the finite, non-renewable resource business relates more to upstream rather than downstream activities. Based on the analysis of nine oil and gas companies, this study supports a previous study involving fourteen mining companies that showed reserves growth is one of the main levers of value creation in mining. Interestingly, this study also finds that the oil and gas industry has been historically more profitable than mining. The reason, it is argued, is that oil and gas companies count on management practices that focus primarily on the upstream segments of the business, compared to the traditional downstream focus of mining. This paper delves into these ideas to conclude that what mining may need to improve its competitive advantage is a new organizational framework. Another conclusion is that the upstream management focus is vital not only for strategy formulation in the resource business, but also for policy formulation in economies based on the export of finite, non-renewable resources.

Jan 1, 2011

The OptiPit® software program is developed based on expertise gained at the Colorado School of Mines (CSM) using Mixed Integer Linear Programming (MILP) techniques. This program has been developed to satisfy the need in the mining industry for a multi-time period schedule and cutoff grade optimization tool that handles large scale open pit and underground mining operations involving many dumps, stockpiles, complex processing options and blending requirements. The current software (or earlier development versions) has been beta tested and used on various large scale projects within Placer Dome Inc., Newmont Mining Corporation, and Phelps Dodge Corporation since 2003. Through the use of this software, these companies experienced additional value creation by optimizing mine sequences, cutoff grades, material process flows and stockpiles under complex operational and processing constraints. This paper will present simple case study results to demonstrate the power of OptiPit® when used as a cutoff grade optimization tool. Furthermore, the paper will show, by example, how significant the difference in the Net Present Value (NPV) of a given project can be, depending on whether results are obtained by way of cutoff grade optimization using OptiPit®, or by using traditional breakeven cutoff grade approach.

Jan 1, 2007

By M J. Van Der Merwe

The mining industry is facing a serious skills resource shortage, growing commodity demand and cyclical prices. This makes focus and allocation of resources in the early stages of project development very important. To assist with these six key elements in the project prioritization process is proposed, namely: 1) Define the project vision, objectives and business case, 2) Determine the potential show stoppers, 3) Determine the key value drivers, 4) Track changes and provide regular feedback, 5) Evaluate the alternatives and, 6) Ensure proper gate management governance at the decision point. Incorporating these elements in the project development process will assist in resource allocation and focus on the high value aspects of projects and alternatives during the early stages of the project development lifecycle. Keywords: Resource allocation and focus, vision, show stoppers, value drivers, project prioritization, linear programming, business case modelling, management decision.

Jan 1, 2008