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By Lawrence Devon Smith

The Business Case for Sustainable Development ?What are SD & TBL? ?Investment Funds & Fund Managers ?Banks and Risk Aversion ?The Dilemma of Juniors ?Meet Your New Partners ?The Cost of Problems ?The Cost of Delays Sustainable Development ?Humanity has the ability to make development sustainable -to ensure that it meets the needs of the present without compromising the ability of future generations to meet their own needs.? Our Common Future BrundtlandCommission, 1987

May 1, 2003

By Niklas Frank

Ore and waste transports form an integral part of any mining operation and represents a substantial portion of the mine´s total operating cost. Mine layout, truck fleet and size, production rates, haulage distances, shift schedules, maintenance strategies etc. are all important and not at all static variables. They all change during the life of a mine and interact in a dynamic way. It is therefore essential for the successful mine management to constantly analyse and optimise the mine's transport systems. Önnerlöv has recently conducted a life-of-mine haulage simulation project for Zinkgruvan Mining, a medium sized, underground zinc producer, located approximately 60 kilometers south of Örebro, Sweden. The main objective of the project was to analyse and optimise the investments required to provide ore and waste haulage under changing conditions over an +10- years period: Deepening of the mine, increased production rates, changed mine layout, changed truck fleet etc. A large number of scenarios has been tested in the simulation model in order to identify the "lowest cost per ton" solution. This paper comprises an introduction of Zinkgruvan Mining and a brief background to the actual project, a description of the simulation model, project conclusions and some useful hands-on tips for mining engineers and project managers how to run a successful simulation project.

May 1, 2003

By Andrew Abraham

Continual improvement is the key to success in today?s competitive global arena. You require tools that promote dynamic quality management, deliver cost savings to your bottom line and provide the foundation for process improvement. ISO 9000 and ISO 14001 management systems and OHSAS 18001 are those tools. Since their inception, the benefits of ISO management systems and registration have been touted as the way to achieve better bottom line results. This spurred many companies to embark upon the road to registration with high expectations. The potential benefits of ISO management system implementation and third party registration that are commonly provided by Registrars and consultants are compelling adverts for success. ISO 9001:2000 is promoted as an essential tool for systematic efficient and affective management controls that provide a framework for analyzing errors and improving a company?s internal operational processes. It also allows companies to comply with internal and external customer and regulatory requirements thus continually improving the quality of their products and services and thus enhancing customer satisfaction. This, in turn, leads to greater customer recognition and increased market share. ISO 14001 implementation and registration may assist your company in reducing its litigation risk, raw material and energy consumption, waste disposal costs and possibly non tariff trade barriers. It should also provide continuity of operations, enhanced operational efficiency and consequently a competitive advantage in the market place. Registration of your ISO 14001 management system should also improve your company?s profile and credibility leading to regulatory flexibility and improved community goodwill. All of this will be a catalyst for improved morale and pride by employees and management alike. Likewise, OHSAS 18001, the latest certification specification for Occupational Health and Safety Management Systems supports Occupational Health and Safety legal and regulatory obligations and compliance, manages & controls Occupational Health and Safety risks and improves performance, safety culture and efficiency. OHSAS 18001 is an audit certification, and not a legislative requirement. Suggested benefits of implementation include reduction in accidents, lost time and associated liability and insurance costs and improving reputation and credibility through demonstrated commitment to health and safety. The foregoing increases access to new customers, joint venture partners and financing The skeptics say these are motherhood statements and lack corroborative evidence, i.e., ?Show me the money!?

May 1, 2003

By Emmanuel Henry

Hanging wall deformation monitoring at the Kiruna Mine is a major concern for Luossavaara- Kiirunavaara AB (LKAB) since underground production is deepening towards the Kiruna Town. In the quest for more effective monitoring techniques, LKAB decided to evaluate satellite-borne Synthetic Aperture Radar (SAR) interferometry?s ability to monitor ground subsidence by generating continuous deformation maps from satellite radar images. While adopted by other geoscience-related industries, SAR interferometry is still relatively untested in the Mining industry. This paper describes how subsidence is actually monitored on the Kiruna Mine?s hanging wall and gives an insight on SAR interferometry?s principle. The encouraging results are discussed as well as the technique?s benefits (continuous deformation mapping, low cost, fast, etc) and limitations (sensitivity to snow and vegetation cover).

May 1, 2003

Train on Different Equipment - * Immersive?s interchangeable cabin controls technology - ?clip on & off? * Change Simulator from one machine to another in minutes * No technical expertise required to swap * Real, functioning, controls and displays are used to aid rapid learning Immersive has produced a range of Conversion Kits to suit most equipment. Modular design - Easy to convert from one machine model to another with a Conversion Kit. Caterpillar Models Trucks - 769D, 773D, 777D Trucks - 785B, 789B, 793B Trucks - 785C, 789C, 793C, 797 Excavator/Shovel - 5130, 5230 Front end loader ? 992, 994 Dozer ? D10, D11 Komatsu Models Trucks - HD325, 785-5, 985-5 Trucks - 730E, 830E, 930E Dozers - D375A-3, D475A-3 Shovel - PC8000 P&H Shovels - 4100A, 4100XPB, 4100BOSS Hitachi Shovels - EX2500, EX5500 O&K Shovel - RH200 Bell Articulated Truck - B40C

May 1, 2003

By Patrick F. R. Murphy

The mechanization of platinum group metal (PGM) underground reef mining in South Africa has posed a challenge to mining engineers for several decades. This is primarily due to the shallow dip angles and narrow thickness (<1.1m) of the tabular orebodies mined, and the issues faced in developing reliable drilling, bolting and loading machines suitable for such hard-rock mining applications. Presently, mining is typically conducted using hand drills and scraper shovels. These methods, however, are intensive in terms of manual labor, and limited in terms of productivity, and improved methods are desired. This paper will review the technical features of a 4 tonne, low-profile, LHD for narrow-reef PGM mining, developed by EJC Loaders Division.

May 1, 2003

By Carlos Alberto Spier

The Águas Claras and Pico mines are two world-class, iron-ore mines hosted within Lower- Proterozoic banded iron-formations (locally known as itabirites) of the Minas Supergroup located in the Quadrilátero Ferrífero District, Minas Gerais, Brazil. The Águas Claras orebody consists of a 2,500 m long roughly tabular-shaped lens hosted within the dolomitic itabirite of the Cauê Formation. Dolomitic itabirite is the protore of the soft high-grade iron ore, which is the main ore type of the Águas Claras orebody, and represents more than 85% of the 284 Mt mined since 1973. Hematite is the main constituent of the iron ores. It occurs as martite, granular hematite and, locally, as specularite. Magnetite appears subordinately as relicts within martite and hematite crystals. Gangue minerals are very rare. These consist of dolomite, chlorite, talc and apatite and are especially common close to the contact with the protore. This virtual absence of gangue minerals is reflected in the chemistry of ores which are characterized by very high Fe contents (an average of 68.2% Fe). The Pico orebody is a continuous ~3,000 m long body of lenticular shape hosted within quartz itabirite, which is the protore of the soft high- and low-grade ores at the Pico mine. The soft high-grade ores, together with the low-grade ores, called iron-rich itabirite, are the main types of ores at the Pico mine, respectively representing approximately 51 % and 29 % of the reserves within the pit. The iron oxide mineralogy is the same as that of the Águas Claras mine, but in different proportions. Gangue minerals are very rare in the high-grade ores, but are slightly more common in the iron-rich itabirite. Quartz is the dominant gangue mineral, and is found with minor quantities of chlorite. The chemistry of the high-grade ores is characterized by high Fe contents (an average of 67.0 %) and low P, Al2O3, and SiO2 which are concentrated in the fines. Iron rich itabirites average 58.6% Fe and 13.5% SiO2.

May 1, 2003

By John Steele

The goal of this project is to detect the presence of objects behind haul trucks and to provide an alarm to the driver if such objects are detected. Objects of interest include people, pickups, other equipment, and large rocks. Another goal is to see if the system can identify the existence of a berm and determine the distance from the truck to that berm, so a safe backup distance can be computed and used as a reference. This paper presents results that demonstrate that such a system is feasible and includes results from work at a local quarry. Architecture of the system is provided and the various subsystems are discussed. Details of the algorthims are included and discussion of the issues involved in developing a fieldable system are also included.

May 1, 2003

By Bill Dupley

We believe that the inability of employees to effectively manage information has reached an epidemic problem throughout the corporate world. ? All the available knowledge in the world is accelerating at a phenomenal rate. ? The whole world&apos;s codified knowledge base (all historical information in library books and electronic files) doubled every 30 years in the early 20th century. ? By the 1970s, the world&apos;s knowledge base doubled every seven years. ? Information researchers predict that by the year 2010, all the world&apos;s codified knowledge will double every 11 hours.

May 1, 2003

By Knud Sinding

Mining firms are widely criticised for their adverse impacts on the environment. At the same time many firms in the industry devote extensive resources, both financial and managerial, to the reduction or elimination such impacts. Very considerable improvements have been made, although these are sometimes overshadowed by a few high-profile accidents, such as the occasional collapse of a cyanide-containing tailings dam. In parallel, much effort is also directed at projecting a positive environmental image, as witnessed by extensive environmental reporting, both on paper and increasingly through web-platforms. Mining projects today almost invariably involve some form of environmental protection. In industrial countries regulations in this area are extremely stringent, as is enforcement. In less well developed countries, regulation and enforcement may be weaker, but firms are in many cases and for a number of reasons committing themselves to high levels of environmental protection, even if they might get away without doing so. Research in the area of environmental performance of mining firms has so far paid much attention to concepts such as sustainability indicators and the sustainability of individual firms. Given the still raging debates about the appropriate way to determine the degree to which any given firm is sustainable (Welford 1995) as well as the usefulness of what will in the final analysis be a value judgement, anyone on the sidelines of the debate will come back to the fundamental issue, how is knowledge that a particular firm has been judged ?sustainable? going to be made use of. This issue remains unresolved, which may explain the lack of progress in formulating a useful definition of a sustainable firm The question addressed in this paper is not so much about what firms are doing on the ground or in any particular case of environmental protection, but more in the subsequent use of these efforts - and by extension - on the overall direction of corporate environmental strategy. The fundamental problem facing all mining firms is that they cannot easily benefit from unilaterally reducing their environmental impact. The firm can of course avoid liability and keep a variety of stakeholders happy and hence experience lower costs of obtaining the [input] resources they need (in a broad sense, not just minerals), but this represents only part of the opportunities available form pursuing an environmental strategy (Reinhardt 2000). The other part, which may have an enormous potential, involves the concepts of competitor management and product differentiation. The logic of keeping stakeholders happy has been most forcefully argued by Pfeffer and Salanchick (1978) who link the behaviour of firms in all domains to their ability to obtain the resources they need, at a cost that is lower than it would otherwise be (Pfeffer & Salanccik 1978). Several varieties of strategy can be included under this heading, including cost reduction and risk management. The alternative logic is to convince customers that they want to pay more for minerals supplied by mining firm X or directly attributable to mine Y, or by making all mineral users pay more. These two strategies, which may be referred to as product differentiation and competitor management, respectively (Reinhardt 2000) are related to the demand side of mineral supply, whereas cost reduction and risk management are related to the supply side. Mining firms have not pursued the demand side very much, if at all. This is probably due to the extreme difficulty of moving mineral products, bulky and unglamorous as they are, away from their

May 1, 2003

By Michael Stuart Parsons

The haulage cycle is the sequence which a haulage vehicle must first arrive at the loading area, then turn around and reverse into position. Once it is loaded, the vehicle leaves and travels to the unloading area, where again it must turn around and back up to unload. The cycle is repeated over and over again. The Vector Neutral truck is a rubbertired, self-propelled hauling vehicle designed such that it eliminates the requirement to turn around and back-up to either load or unload. Vector Neutral Truck Cycle: 1.) Travel from the load station to the dump station. 2.) Stop and dump load. 3.) Travel from the dump station to the load station. 4.) Stop and load. The Advantage is in the Difference: 1.) Shorter distance traveled. 2.) Fewer brake and steering actuations. 3.) Easier to automate. 4.) Easier to adapt for remote control operation.

May 1, 2003

By René Dufour

Jusqu?à son acquisition par MM René Dufour et Alain Robin en 1994, les claims miniers et les droits de surface de la propriété étaient détenus depuis 1953 par la société Québec Columbium, une filiale de la socité américaine Kennecott Copper qui y a réalisé d?importants travaux miniers. En 1995 la compagnie NIOCAN inc. fut incorporée; ses actions furent inscrites à la bourse de Montréal en 1997, et à la bourse de Toronto en décembre 1999. Jusqu?à maintenant, NIOCAN a investi plus de 7 millions de dollars dans le développement de sa propriété minière de niobium située à quelques 40 kilomètres au nord-ouest de Montréal. Le haut rendement économique des deux gisements principaux que compte exploiter la compagnie, le S-60 et le HWM-2, a été établie par des études de faisabilité effectuées par le consortium Met-Chem/SNC-Lavalin. La mission que s?est donnée NIOCAN inc. consiste à mettre en production ses deux gisements et à devenir ainsi productrice de ferroniobium dans les plus brefs délais. Figure 2 Le projet est présentement à un stade avancé d?obtention du certificat d?autorisation du ministère de l?Environnement. À plus long terme, la compagnie compte aussi exploiter les sous-produits de ses gisements (apatite, forsterite, magnétite, calcaire et terres rares).

May 1, 2003

1. Scope of project In South Australia, the Western Mining Corporation operates the underground copper and uranium mine Olympic Dam. The deposits concerned are enormous (approx. 570 million tons) and have been mined since 1988. At the end of 1996, Western Mining decided to increase the capacity of Olympic Dam from 85,000 t.p.a. to 200,000 t.p.a. Planning At this point, SIEMAG-GHH Mining Division was asked to carry out a study including the planning of the entire shaft hoisting operations and calculation of the investment and operating costs involved. With the assistance of Australian partners, the study was completed within a single month. The principal points of the study were as follows: ? Planning of the hoisting machinery for 1,375 tons per hour from the surge bin below ground to the discharge bunker above ground. ? Optimisation of the hoisting operation with regard to maximum availability and safety. ? Optimisation of the time schedule to minimise the financing costs of the investment. ? Statement of the investment and operating costs. ? Comparison of the technical data, design and availability of the planned machinery with reference plants. Construction of the plant Following acceptance of the study, the decision was taken within a few weeks to implement it. SIEMAG Transplan GmbH received the order to execute the entire shaft hoisting machinery on the basis of the study submitted. The decisive factors in placing the order were: ? Convincing study, adherence to schedule ? Reference to comparable plants elsewhere ? Reference with regard to availability.

May 1, 2003

A series of small scale tests have been conducted to evaluate the effect of micro-fracture development, imposed by blasting, on the material properties of the rock as well as its resistance to crushing and grinding. The uniaxial compressive strength, tensile strength, Poisson?s ratio, P-wave, Swave velocity, point load test index, crushing and grinding work indices were evaluated for samples without any blasting load and for samples which had received a variety of blast loads ranging from a single impact with low strength detonating cord, to combination of impacts at different times and significant impacts with powder factors close to those used in practical blasts. It was shown that the rock mechanics parameters change even at low impacts, suggesting easier crushing of the rock. Damage values appear to be affected by timing as stress wave superposition affects the damage process. Fragmentation is achieved at higher impact levels while work index modification of the fragments is also observed when high powder factors are used, suggesting improvements in grinding.

May 1, 2003

?General Facts:Barrick?sFirst Mine in Peru Production started in November 1998 ?The Facilities:Open Pit, Primary and Secondary Crusher Valley Fill Heap Leach PadMerrill Crowe PlantRefinery Environmental Facts: High Rainfall - Average Annual Precipitation of 1,200 mm (47 inches) Rainfall Events: Common 20mm daily events High Altitude Site - Elevations range from 3900 to 4250m. Steep topography - Terrain ranges from 3:1 slopes up to cliffs. Water Issues: Sediment Control - Open Pit PAG Encapsulation - Waste Dump Stormwater control - Leach Pad Erosion Control Techniques ? Offsite impacts mitigation Social Issues: 11 communities surrounding the property Town of Huaraz

May 1, 2003

By P. H. Oliver

The current theory of how explosives fracture rock offers no explanation for the improvements in fragmentation and the reduction of fly rock and back break which occurs when an adequate inter-row delay time is used. Nor does it explain why fragmentation improves with rectangular drill patterns where the hole spacing may be as much as four times the hole burden. A new theory of rock fragmentation is proposed which builds on the existing theory. It offers rational explanations for the many blast effects which the current theory does not address and the need for adequate timing delays between rows. It improves on the design of inter-row delay timing by defining the length of free-blasted face needed in front of a hole when selecting the delay element which will provide an adequate inter-row delay time.

May 1, 2003

By James W. Cassie

The Snap Lake Diamond Project is located approximately 220 km northeast of Yellowknife, NT, Canada at an approximate latitude of 63?35?. The project location is within the zone of continuous permafrost; measured ground temperatures are about ?2?C at 10 to 20 m depth below surface. The site is located on a peninsula jutting into Snap Lake. The site is generally barren of vegetation, except for some isolated areas with low trees located in topographic lows and near the shoreline of Snap Lake. As part of phased evaluation process with regards to the mining project, an Advanced Exploration Program was undertaken in 2000 and 2001. This program included the underground extraction of a bulk sample of kimberlite, which was processed on site. A Processed Kimberlite Containment (PKC) area was required as part of this program. The area chosen as the PKC facility was a small inland lake, called Inland Lake #1, on the peninsula. Construction of the PKC area required the construction of two dams, one on either end of the lake. At the south end of the lake, Dam 1 was constructed partially on a talik and partially on continuous permafrost. Dam 2 was constructed entirely on permafrost. The effects of the remote location, selection of suitable construction materials and permafrost conditions on the designs of the dams are discussed. A description of the design elements and construction schedule are provided. A review of the performance of these two dams, in terms of settlement, deformations, pore pressures and thermal regime, over the last several years is provided.

May 1, 2003

By Mark Rantapaa

Measurable improvements in throughput have been documented at Barrick Goldstrike due to increased ore fragmentation through efficient drilling and blasting techniques. A decrease in throughput at the Autoclave, due to increasingly hard ore, was identified in early 2002. A team of individuals from the Open Pit and Process areas worked closely on the Drill-to-Mill (D2M) Continuous Improvement initiative to ensure that it would address the needs of both groups, with the target of actually improving throughput in future years, despite the projected harder ores. A series of tests were conducted to determine if adjustments to drilling and blasting could positively influence throughput. Better fragmentation and a subsequent increase in mill throughput were achieved through the use of: 1) Electronic caps for more precision and flexibility, as well as for allowing extremely fast shots. 2) Explosives with a higher velocity of detonation (VOD), to provide for improved shock energy. 3) Improved distribution of the explosives by decreasing pattern spacing. Early tests indicated a significant increase in throughput when processing identified harder ore. It is anticipated that the total process throughput (hard and soft ore) will increase by six tph in 2003 due to the improved fragmentation of the hard ore. Barrick Goldstrike?s D2M initiative includes roaster ?hard ore? (BWI >17), as well as autoclave ?hard ore? (BWI >15). Approximately six million tons of D2M material is expected be shot in 2003, a relatively small amount compared to the 150 million tons to be mined. The benefit of additional ounces produced should far outweigh the additional drilling and blasting costs.

May 1, 2003

By Robert Hamilton

Aur Resources is Canada&apos;s leading copper mining company with producing mines and development projects in North, Central, and South America. Copper production from Louvicourt Mine in Quebec, Quebrada Blanca, and Andacollo Mines in Chile had a record of 245 million pounds in 2001. Located 600 km North of Montreal, Louvicourt Mine is a joint venture between Aur Resources (30%), Teck Cominco (45%), and Novicourt (45%). Aur Resources is the mine operator with 280 employees working to produce a copper and zinc concentrate. In operation since 1994, the mine has produced a total of 12,606,000 metric tonnes of ore grading 3.6 % Cu, 1.5 % Zn, 26gr./m.t Ag, 0.9gr.m.t Au. This highly mechanized mine reached full production in August 1995 at 4,000 tpd. From 1996 to 2001, the average mine production rate was more than 4,300 tpd. The Louvicourt Mine continued its record of solid performance in 2002 and is expected to continue to do so for the balance of its 2.5 years mine life.

May 1, 2003

By Adrian Dance

The Antamina orebody is a geologically complex, polymetallic skarn located in the Peruvian Andes. A range of copper and copper-zinc ores are campaigned separately through the concentrator producing copper and zinc concentrates as well as lead and molybdenum by-products. Ore type classification at Antamina is based on chemical assays; geological or lithological variations are not considered. Consequently, each ore type demonstrates a wide range of concentrator performance. Antamina is currently implementing a system to track ore movements from the shovel face to the concentrator. Relatively sophisticated models of the ROM and coarse ore stockpiles ahead of the mill will be used to account for the variable delay between mining and milling. One of the numerous benefits of ore tracking is the ability to directly associate the measured concentrator performance with a physical location in the orebody. Using existing mine planning software, three-dimensional models can be created of such performance measures as metal recovery, concentrate quality, operating cost and reagent consumption. Such a database of information allows the true value of different ore sources to be determined. The value of an ore source is conventionally measured as metal content (individual or combined ?equivalent?) with a cut-off grade applied to indicate some base level operating cost. However, the true value of an ore source should include dynamic factors like haulage cost, reagent use, smelter penalties and even prevailing metal prices. If an ore source is considered from all perspectives rather than simply its potential to deliver value, the concept of ?ore? becomes more flexible. Any ore source that reveals itself to be unprofitable can be eliminated from the mine plan or possibly blended with others to improve its value. The ability to predict mill performance ? and thereby profitability ? is a powerful tool. In an operation such as Antamina, where managing ore sources, campaigns and the delivery of a variety of concentrates in a narrow timeline to customers is a daily challenge, prediction is the key to success and improved efficiency.

May 1, 2003