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By B. Crane, S. Schwartz

"IntroductionThe Cape Breton Development Corporation (CBDC) located in Cape Breton, Nova Scotia, in eastern Canada, was established in 1967. Its mandate at that time was to facilitate a phased downsizing of the coal industry and developing viable replacement industries. The oil crisis in the early 1970s changed CBDC’s mandate and focus was modified to increase coal production to support Nova Scotia Power Commission’s “off oil” policy for their power generators. In the late 1980s the mandate to develop viable replacement industries was eliminated and CBDC became primarily a coal mining company. CBDC presently operates two underground coal mines, Phalen Colliery and Prince Colliery, using a retreat longwall method of mining. Both mines operate beneath the Atlantic Ocean. CBDC also operates associated infrastructure — central workshops, a railroad, coal preparation plant, and international pier. The Need For Substantial ChangeOver the last few years, CBDC has been facing some challenging issues, including improving labour management relations and achieving financial self-sufficiency and profitability. Recent achievements with regard to human resource issues, especially in the areas of collective bargaining, absenteeism, and attendance, show noticeable improvements. All participants should be commended for successfully concluding the collective bargaining process with all four CBDC unions, CUPE; CAW; IAM&AW; and UMWA. However, although these changes are encouraging, even critical in the short term, they are not sufficient to ensure the long-term viability of the company. Market ForcesShort- and long-term financial realities are drawing the need for further substantive changes. The corporation has a mandate to achieve financial self-sufficiency by the year 1999. This goal can only be achieved through a combination of cost reductions and productivity gains, specifically, a reduction in the workforce of 658 and an increase in production of 800 000 tonnes annually. This increase in productivity requires CBDC to re-think the way it does things.In the longer term, CBDC faces even greater challenges. The energy market is becoming more competitive. The electrical utilities across Canada are anticipating deregulation and are positioning themselves for the resultant competition. As primary fuel supplier to Nova Scotia Power Inc. (NSPI), the corporation will have to become ever more competitive to stay in business."

Jan 1, 1997

By K. H. B. Wenzl

"Since the autumn of 1973, the world's attention was captured by the startling revelation that conventional energy supplies were not inexhaustible but were in fact quickly dwindling with future shortages imminent until lagging exploration and technology yielded additional energy sources to catch up with the spiralling increase in demand. This situation was precipitated by the Arab Oil Embargo and the resulting soaring cost of world crude oil.During the past few years there has been tremendous activity in the energy field which has had a direct impact on the Inca Metals Company Ontario Division operations. The company's reaction has been to establish an energy management program which will be described later in the paper. First, a brief description of the Inca Metals Company and the primary energy resources which are utilized will assist in putting the program into perspective.The Inca Metals Company, a unit of Inca Limited, is responsible for the production and sale of primary metals products worldwide. The company's operations in the Sudbury District include mines, ore concentrating plants, a Smelter, Nickel and Copper Refineries and an Iron Ore Recovery Plant. The Ontario Division also has a mine and concentrating plant in Shebandowan near Thunder Bay, and a metals refinery at Port Colborne. Inca is the largest producer of nickel in the non-communist world and is also a major producer of copper and platnium group metals."

Jan 1, 1978

By Curtiss O. Ehrsam, M. Naseem Mian

Alaska’s Red Dog Mine is strengthening its position within Cominco’s “Vision 2000”strategic plan by continually improving quality and quantity of production while reducing costs. Red Dog has evolved into a stable and mature operation, after six years of milling experience. A high grade, partially oxidized orebody in the severe Arctic environment, along with competing producers in a volatile metals market, are the continuing challenges facing Red Dog. The Red Dog Mine is striving to meet these challenges with emphasis on operator training combined with creative systems development and increased production. This paper describes developments in operations along with future plans.

Jan 1, 1996

By Donald J. Hallbom

"While pipeline hydrotransport is often the most economical way to transport large volumes of mineral concentrate, tailings, or fine ore slurry over long distances, it is in mountainous terrain that pipelining becomes particularly attractive. These areas are often remote, with limited existing infrastructure and few potential users willing to share in the cost of new infrastructure. The rugged terrain makes the construction of railways or roads suitable for haul trucks difficult and expensive. The elevation difference between the mine and the terminal means that the empty trains or haul trucks need to return up-hill, resulting in high fuel costs. With pipelines, this elevation difference may reduce or even eliminate the need for pumping. As a result, numerous pipelines have been built, or are being considered, in mountainous regions around the world including: Tasmania, New Guinea, China, Madagascar, the Rockies of North America, and the Andes of South America. However, there are technical difficulties that need to be overcome in the design and operation of mountain pipelines that do not affect pipelines on more level terrain. This presentation reviews some of these difficulties and methods used to overcome them.INTRODUCTIONPipeline transport of solid-liquid slurry (“hydrotransport”) is an important and cost-effective means of transporting large volumes of solids over long distances, especially from a single supplier to a single user (e.g., a concentrator to a port, a concentrator to a tailings dam, or a coal mine to a power plant). Pipelines are generally found to be more economically attractive than alternate transportation methods (e.g. trucking, rail, conveyors, shipping, or some combination) over the life of a project (Aude et al. 1974).Hydrotransport systems have been built in a variety of terrains, but it is in mountainous regions that pipelining becomes particularly attractive. These regions are often remote and generally do not have existing transportation infrastructure (roads, railways, navigable rivers). There are few potential users (e.g., farmers, other mines, forestry companies, etc.) who may be willing to share in the cost of new infrastructure. The rugged terrain makes the construction and maintenance of railways or all weather roads suitable for large haul trucks difficult and expensive. Mines tend to be higher than the receiving terminal (e.g. a port). This means that the empty trains or haul trucks need to return up-hill, resulting in high fuel costs. With pipelines, this elevation difference may reduce or even eliminate the need for pumping. Pipelines are easier to construct than roads and railroads in these areas for several reasons, including:"

Jan 1, 2006