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By J. L. Huisman, G. Schouten

After pyrometallurgy and hydrometallurgy, bio(hydro)metallurgy is the latest development in the ongoing search for efficient and economic metal winning processes. In addition to bioleaching, other biotechnology-based applications are getting more and more accepted. In this paper a number of proven and commercial processes will be presented that can be applied for nickel and cobalt recovery and refining. These processes are based on the ability of biomass to convert the redox state of sulphur compounds under ambient conditions. They can be applied to recover sulphate from effluents or SOx from off gases and convert it to H2S or dissolved sulphide that can be reused in production or effluent treatment. Not only does this minimize the costs on resources but it also reduces waste production and improves the quality of discharges even to the point where reuse becomes feasible.

Jan 1, 2005

By P. Cain, B. Martens

"Grande Cache Coal (GCC), an investor-owned Alberta company, is in the final stages of the regulatory process leading to the resumption of coal mining in the Smoky River Coal Field of Alberta. Although many opportunities for low-cost, high-yield mining remained on the property, GCC opted for a long-term production plan that ensures stability for the local economy, sustainable use of the resources in the area, environmental responsibility and a satisfactory return for its investors.GCC entered the Alberta coal approval process in late 2000 with a public disclosure document. In October 2001, GCC formally submitted an application for mining approval and an environmental impact assessment (EIA) to the government and the public. The application covered the proposed Grande Cache Coal project, which includes the No. 7 underground mine, No. 8 surface mine and coal processing operations. The EIA provided a comprehensive investigation of environmental sensitivities in the project area, matched with environmental protection programs. The project is based on commencement of operations in late 2002. GCC’s plans are founded on a commitment to sustainable development and has framed this commitment in the context of a long-range mine development plan that will sustain the community of Grande Cache over the next 25 years. The Grande Cache coalfields offer extensive coal reserves and opportunities, for both surface and underground mining. Combining highly productive U.S.-style room and- pillar underground mining methods and conventional truck-and-shovel open pit mining, GCC’s approach to sustainable development encompasses community involvement and reclamation of mine sites to productive land uses after mining."

Jan 1, 2002

By G. Auld

"A simple method is presented whereby the additional quantity and static pressure necessary to compensate for ventilation duct leakage may be estimated using the circular reference functions of modern spreadsheets. Favourable comparisons have been made to the National Coal Board (United Kingdom) design charts and to a case study analysis. IntroductionIn mining, most ducted systems are applied to the development of access tunnels, and most of these systems leak to some extent. When the ventilation duct fails to deliver the required quantity of air to the work place, there is a significant contribution to the development costs, either directly or indirectly.Directly — More air and more pressure are required to compensate for the leakage, more capital development (ventilation shafts, parallel drives) are required because ventilation systems cannot push the fresh air far enough, and longer re-entry times to ensure toxic blast fumes to be diluted.Indirectly — There is a reduction in productivity because of the inclement atmospheric conditions, and/or closure of development ends because of unacceptable atmospheric conditions at the working place. This has been exacerbated over the last few decades because of the increased use of diesel equipment of ever increasing power, and the more stringent Occupational Health and Safety requirements demanding more air flow per kilowatt of diesel power.The leakage from a duct must, therefore, be reliably estimated in order to assess the effectiveness and construction of the system; assess the effectiveness of the maintenance or repair of the duct; appreciate the cost of the leakage, and therefore apply effective maintenance and installation procedures; and engineer safer, healthier and more cost-effective ventilation systems."

Jan 1, 2002

By A. G. Roach

Introduction The plant described in this paper is located at Coniston, Ontario, the smelting centre of the former Mond Nickel Company. Coniston is situated some eight miles east of Sudbury on the main line of the Canadian Pacific railway and on the Toronto-Capreol branch of the Canadian National-railways. The plant is now under control of the International Nickel Company, as a result of the merger of the two companies in 1929. The smelter proper includes four 50-in. by 240-in. blast furnaces and five 13 ft. by 30 ft. converters, and has a capacity of about 65,000 tons of ore charge per month. As accessories to the smelter there are a mill, where some 10,000 tons per month of low-grade ores are concentrated, and the sintering plant, which is the subject of this paper. The present 6-unit sintering plant replaces a former 4-unit installation. Here, fine ores, concentrates, and flue-dust are sintered on Dwight-Lloyd machines, the sinter produced being charged into the blast furnaces. At the time of writing (1931), only the concentrator is operating at capacity, due to present world conditions.

Jan 1, 1932

By C. L. Emery, A. V. Corlett

"The stress equilibrium is disturbed in a body of rock by a mine opening and is restored by a redistribution of the stresses around the opening. The pattern of the redistribution of unilateral stress around an opening has been established by mathematical analysis and photoelastic measurements. The pattern for multilateral stress is found by superimposition of unilateral fields. The mathematical analysts do not use the elastic moduli as parameters and they are not significant in photoelastic work. The medium is isotropic. The concept of unilateral stress from vertical loading and the classical pattern of its stress distribution around openings does not explain commonly observed failures around the perimeters of mine openings. They show evidence of compression where tension is postulated.When it is recognized that few minerals and perhaps no rocks are Hooke Solids, most rocks must be St. Venant Solids. The components have varying degrees of elasticity and viscosity. The assembly will be-have elastically to rupture under shock loading, but when loaded short of rupture will adjust viscously to equilibrium. Similarly, the highly elastic components may initiate rupture before equilibrium can be established when stress is instantaneously relieved. Polycrystalline adjustments may produce permanent deformation. The mechanics of consolidation, especially in sedimentary deposits, ac-quire a stress component normal to the direction of compaction which can exceed that of the loading. It is one source of prestress. There are others. The principles of prestress design are based on the normal beam reactions, modified by a built-in compression in the lower chord. When the beam is loaded to design limits, the lower chord retains some compression and the whole beam depth is effective in compression. Some of the . common evidences of failure in compression over a mine opening can be duplicated in a prestressed experimental model.When the triaxial stress pattern is recognized and suitable measuring techniques are devised, mine design can be done on a rational basis."

Jan 1, 1959

By Gordon R. Harris, Raymond Chalk

Descriptions of typical pulp and paper manufacturing processes are presented, with particular emphasis on the use of minerals and derived products. Some consideration is given to the future demand for these minerals by the pulp and paper industry. Possible influences of techno-logical change and social legislation are suggested and their effect on saltcake demand by the pulp industry is discussed. Predictions are made regarding trends for new and existing paper products.

Jan 1, 1968

By Barbara Hendrickson

Outline ? Canadian Regulatory Update ? Turning the Corner: Background & Status ? Implications of U.S. Waxman-Markey bill for Canada ? Federal-provincial considerations ? Current certainties and uncertainties ?Turning the Corner? as Originally Proposed ? April 26, 2007 - the Canadian federal government announced Turning the Corner: An Action Plan to Reduce Greenhouse Gases and Air Pollution (?Turning the Corner?)

May 1, 2009

By J. W. Reynolds

Introduction The Sullivan mine, at Kimberley, B.C., is the principal source of ore for the Consolidated Mining and Smelting Company of Canada, Limited. Current production amounts to about 2,500,000 tons of lead-zinc ore a year. With approximately 1,600,000 feet of percussion drilling and 700,000 feet of diamond drilling being carried on each year, any improvements in drilling practice are important. Testing of new equipment and drill bits is a major function of the Testing Department at the mine. Tungsten carbide bits have been the subject of many tests since 1947 and have been used in operations since 1948. This paper details with the methods of testing and gives comparative data on performance and costs for tungsten carbide bits as compared to steel bits. Operational use of tungsten carbide bits started in April, 1948, and the extent of application has increased considerably since that time. The scale of employment is illustrated in Table I, which also shows other statistics on the use of carbide bits. Up to the present time eighteen types of carbide bits or tipped steel, as made by six different manufacturers, have been tested. In general, one supplier's bits have been used in operations, but some large-scale operational tests have been carried out with other types. The types tried are shown in Table II. To date they have been, the subject of 33 tests, covering the destruction of 804 bits over an observed footage of 42,586 feet.

Jan 1, 1951

By Catherine N. Mulligan

Thickening of mine tailings is a relatively new concept for their sustainable management. Removal of water from the tailings to form a paste instead of slurry disposal decreases environmental and geotechnical concerns. As the use of these pastes is relatively new, their behaviour requires investigations such as liquefaction and seismic stability, freeze-thaw behaviour, consolidation and leachate characterization. Slurry density, ore type, particle size distribution, specific gravity and environmental conditions can all influence paste characteristics. In this paper, the effect of the above-mentioned parameters is examined. New developments in water removal, and additives (such as flocculating agents, cements, organics, fertilizers, etc) leading to low moisture content tailings are reviewed, and the potential for thickening to enable sustainable management of mine tailings is discussed with respect to storage volume requirement, use of virgin land, consolidation of the tailings, land use after decommissioning.

May 1, 2007

By A. H. Winckers

"CAMIRO, The Canadian Mining Industry Research Organization, formerly known as MITEC, is a collaborative research organization of Canadian Mining Companies. It is comprised of Exploration, Metallurgical Processing and Mining Divisions.The Metallurgical Processing Division (MPD) has the mandate to contribute to the profitability, competitiveness, safety and growth of the Canadian mining industry by improving the efficiency and effectiveness of mineral processing and extractive metallurgy in an environmentally conscious manner through the development of innovative technology by managing cooperative industry focused research programs.Current membership includes about ten Canadian mining companies. Past research has largely focused on base metal mineral processing. The Division wants to expand its research base to include all areas of mineral processing and extractive metallurgy.Past performance and plans for the future will be highlighted in the presentation."

Jan 1, 1998

By J. C. Bothan

A program to provide technical in-formation on the use of fuels in pyro-metallurgical processes, from the Canadian fuel viewpoint, was initiated about five years ago by a Canadian Institute of Mining and Metallurgy liaison grou1> composed of members from the Coal Research Committee of the Coal Division and the Iron and Steel Committee of the Metallurgy Division. This paper is another of a series prepared for this program. Previous papers included a review of pyrometallurgical processes of Canadian interest, a survey of ferrous processes relevant to the development of an integrated steel industry in western Canada and a survey of the fuel requirements of the non-ferrous metals industry in Canada. It is widely recognized among per-sons familiar with the Canadian coal industry that, because of the large resources of coking coal in western Canada, the

Jan 1, 1963

Red Chris Project Project Status ? Tahltan, Iskut First Nations MOU ? Bankable Feasibility Study ? BC Environmental Assessment Certificate ? CEAA (Federal Environmental) ? EPCM contracts LOI?s ? US$110 million Project Debt Financing(credit approval pending) ? 1st5 years concentrate production sold ? 99,150 m of drilling in 371 holes First Nations Participation Agreement ?Advanced stage negotiations

May 1, 2006

By Sean Dessureault

Information technology (IT) initiatives in the past have tended to be sold on their ability to maximize resource output and return on capital by using assets more effectively and efficiently. Many IT projects fail, not delivering return on their investment. This is known in the IT industry as the ?productivity paradox,? where increasing investments in IT do not result in comparable increases in productivity. Experiences and studies of most business sectors reveal that this paradox is rooted in the false assumption that more IT spending automatically results in financial benefit, whereas the true source of benefits is in how effectively IT is used. Most business sectors have accepted that the reengineering of processes is required to gain the full benefits promised of IT. A mining operation has organizational processes similar to most business sectors but unique operational processes. The lessons of changing business practice in more common business processes such as inventory control and customer-supplier relationships can be adequately transposed into a mine. The unique operational processes in mines, in turn require unique redesign efforts. Several enabling information technology opportunities have recently become available, such as more integrated mine production management systems and tactical manger training simulators. This paper reviews the latest IT products and ou lines the processes and kinds of change that will be required in order to benefit from these new investment options.

May 1, 2002

By Jom Kresta

Fundamental changes in the Bitumen Production process at Syncrude have led to the integration of Mining and Extraction operations. Successful operation of the integrated process requires the coordinated effort of several business units. Hence, decision-making has become increasingly more complex and better tools are required. IO2 is a collaborative effort to develop a proof-of-concept prototype of a distributed decision-support system for integrated short-term production and maintenance planning with fleet allocation and dispatching. The prototype includes three main modules (planning, dispatch, and maintenance), a shared database, and a simulation module. At this stage, this prototype is used to plan and operate a simulated mining operation. It is used to demonstrate the viability of the chosen systems architecture and algorithms, as well as the information flows and interactions necessary for improving the overall performance of the integrated operation. While the problem is demonstrated using Syncrude?s site, the methodology is applicable to most integrated resource allocation problems.

May 1, 2002

By Michael W. Russnak

Productivity and operating expenses are everything when it comes to judging how well your mine and company are doing. Stakeholders are always looking at these numbers and trying to understand if productivity is improving, if operating costs are trending downward and what you are basing your decisions on. o make improvements you first need to understand how you are performing. If you can?t get this basic information, you will never improve. You will not be able to make simple decisions related to maintenance, operations or production. Forget about planning, as you will only be guessing based on the numbers some stakeholder or your executive wants to see. The problem miners run into is not that the data doesn?t exist; it does, but typically it?s raw, it?s everywhere and its volume is huge. Today there is more on-board computing capability in shovels than we had on our desktops three years ago. Add other mobile equipment, plant systems and multiple OEM vendors to the equation and the challenge is daunting.

May 1, 2007

By G. J. Birnie

Introduction The preparation of the following paper has been undertaken in the belief that a description of the development methods and equipment used at Lake Shore, at the present time, will prove of general ? interest. Working depths of nearly a mile and a half in shaft sinking and of more than one mile for stoping operations have imposed problems not encountered at shallower horizons. Among the problems contributing to the difficulty of mining at extreme depths might be mentioned: Rock pressures Ventilation Hoisting Shorter work period at the face Geological considerations In the main, the effects of these factors add to the difficulty of mining at depth, but it is not entirely true to say that each must necessarily become more pronounced as mining operations proceed to greater depths. Corrective measures may, in some cases, retard the effect and in others may even relieve some of the difficulty. It is proposed here to discuss these features in the light of the experience at Lake Shore, and to present, in some detail, the current practice in shaft sinking and in driving ore and waste passes, raises, drifts and cross-cuts.

Jan 1, 1950

By Stuart Elliot

Brownfield project portfolios are notoriously hard to manage. Day to day there is a constant stream of changes and challenges within projects and across the whole program. When the budget year is over, we?re often left wondering: did the facilities get what they really needed? Did we get value for the capital that was spent? Did we get all the project control and process improvement that we paid for? Great work has been done over the years by the Project Management Institute, Construction Industry Institute and Independent Project Analysis to identify what leads to project success, develop project delivery systems and equip project leaders to perform better. But is attention to individual projects all we need when the job is to deliver a portfolio of many projects? Let?s work with an analogy for a moment, and say a project is like a car, and a project manager the driver. Why can?t all the projects in the portfolio get home in time for dinner? The answer, of course, is that the commute home is about traffic, not just about cars. The road, the signals and the actions of other drivers affect us in our individual cars. Optimizing traffic flow is not about managing individual cars, it is about creating the conditions that allow all traffic to move as smoothly as possible. When we?re stuck in traffic, it doesn?t really matter that we are skilled drivers who know our exact location and our engine?s vital signs. Success with a brownfield portfolio requires more than the equivalent of driver training and a good GPS in every vehicle. Managing the annual budget requires more than tight management of each project. This is not a suggestion to abandon project management in the brownfield multi-projects world; the idea is to find and apply the right tools for delivering a portfolio. Remember, we want confidence in 3 areas: 1. that the facility is getting what it really needs, when it needs it 2. that we are getting value for money invested in facility modifications and improvements, and 3. that our controls are adding value by guiding our improvement What are those portfolio tools? The job they have to do is distinct from project-level thinking: ? Create a clear and balanced business pull for project ideas ? Maintain a respectable plan for fiscal, resource and business control ? Organize the work into a steady flow ? Manage the nature and timing of value-driven project substitutions and priority changes ? Focus on overall business value added and best use of resources ? Repurpose the projects organization into being the way the facility gets improved

Nov 1, 2011

By Robert D. Brown

"On April 22, 1980, the Ontario government introduced a totally new incentive program for mineral exploration in the province to be effective September I, 1980. Replacing the former Mineral Exploration Assistance Program (MEAP) and also the assistance formerly provided to the mining sector under the Small Business Development Corporations Act, the new Ontario Mineral Exploration Program (OMEP) promises to offer a valuable benefit to certain eligible applicants.Unfortunately, the program is not without its shortcomings: the eligibility for grants or tax credits under the program is comparatively restrictive, and an October 1980 federal budget provision to amend income tax legislation would blunt some of the originally intended attractiveness of the grants and credits.IntroductionIn his budget of April 22, 1980, Ontario Treasurer Frank Miller introduced a new incentive program to encourage mineral exploration in the province.The Ontario Mineral Exploration Program (OMEP) replaces the Mineral Exploration Assistance Program (MEAP), which will be phased out by March 31, 1981. Exploration programs approved under MEAP will continue to qualify for incentives under that program, but will not qualify for OMEP."

Jan 1, 1981

By A. R. Byers

"This paper describes the distribution, occurrence, and paragenesis of known sulphide deposits within an area bounded by longitudes 102°00' to 106°00' west and latitudes 54 ° 301 to 57 °00 1 north. The Precambrian bed-rock which outcrops over all but the southern fringe of the area con- . sists of regional metamorphic assemblages ranging from low grade or green schist facies to high grade or amphibolite-granulite facies. The areas . of low-grade metamorphism correspond to 'islands' of volcanic rocks which are surrounded by highgrade paragneisses and migmatites. Intrusive rocks range in composition from ultrabasic to granitic and may be divided into syntectonic and posttectonic sequences. The average composition of the former is granodiorite and of the latter quartz diorite.The massive sulphide deposits fall naturally on basis of mineral content into the following divisions: ( 1) pyrrhotite and / or pyrite, (2) sphalerite and/ or chalcopyrite plus iron sulphides, (3) sphalerite and galena, ( 4) sulphide-bearing pegmatite, and (5) nickeliferous pyrrhotite and / or chalcopyrite. The deposits of iron sulphides are ubiquitous. Ratio of pyrrhotite to pyrite is fairly constant for individual deposits, but their areal distribution appears to be independent of the nature of the enclosing rock and grade of regional metamorphism. All deposits containing ore-grade quantities of base metals have been concentrated at favourable structural locations. Copper-zinc and lead-zinc deposits appear to be associated with syntectonic granodiorite with the lead-zinc concentrations confined to calc-silicate gneisses. Copper-nickel deposits show a close relationship to post-tectonic gabbros and pyroxenites. The paragenesis is more or less the same for the majority of deposits, with iron sulphides and sphalerite being introduced early and followed by chalcopyrite and galena. Some vertical and / or horizontal zoning is apparent in a few deposits. Temperatures of formation and origin of the deposits are briefly discussed."

Jan 1, 1960

By Donald V. Currie

"The Alberta and Northwest Chamber of Mines was founded in Edmonton, Alberta in 1935. The organization represented private sector mining explorers and developers in the province and north west Canada. The Chamber aided and abetted the establishment of the two territorial mining associations. Because of corporate human resource department creation by north of sixty mine operators, the Chamber refocused on Alberta and broadened its perspective to include activities beyond mining. In 1977 the name changed to the Alberta Chamber of resources. The slogan (in more modern terms vision, mandate, goal, etc) remains as Orderly Development of Canada's Resources.The sixty-three year reputation of the Chamber, built on volunteer rather than staff contribution, is the principal reason for any success. The key has truly been the reputation, not an image, as all activities have been solution oriented.This presentation provides insight into the structure and methodology applied by the organization, and reviews some of the successes and failures during the period 1985 to present. Examples discussed include:• Canada-Alberta Partnership on Minerals 1992-1995• Regional Upgrader Business Plan• National Oil Sands Task Force• Lakeland and Waterways Railway"

Jan 1, 1998