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By Nicole Peter

When introducing digital training technology a practical approach helps address cultural concerns.  Solutions to help create acceptance are discussed.  Resistance to change may be deeply rooted in traditional mine training personnel.  Traditional training staff members may consider themselves less digitally-savvy and resist technological methods available to them. A transitional approach intended to help mitigate or resolve resistance is presented as a continuous improvement pathway toward full adoption.  This presentation contends every mine should welcome the benefit of a digitally connected critical enabler.  The adoption of a digitally savvy learning centre is often viewed a disrupter to existing practice.  Given a commitment-driven learning centre model, technology offers the opportunity to transition from a compliance-based training model to one of competence.  Learning and Development practitioners should welcome the latest advances in neuroscience, Bloom’s taxonomy of learning model, and principles which guide mine safety training as outlined by the Lowell Institute for Mineral Resources at the University of Arizona. By employing digital applications to include animation, game-based simulations and immersive Virtual Reality (VR) these technologies create a viable digitally-savvy learning centre. We will outline the ingredients of a digitally enabled, or VR, Learning Centre to offer some observed benefits, successes, and potential short-comings. Much excitement in the industry surrounds implementation of simulation and/or VR headset training.  Given fair consideration of these as a ‘fit-for-purpose’ solution we examine the paradigm shift required to create real results for on-the-job learning.  Interim steps may be needed to meet the cultural transformation.   Simpler forms of VR, in the form of 3D models and VR environments as displayed on a large interactive touch screen, can serve to bridge this challenge and address a group learning environment. Features of the interactive 3D technology and ease of adoption are presented.  Usage of the touch screen is similar to that of a smart phone. It may be implemented as an obvious transitional tool.  To help describe merits of the interactive touch screen the presentation points out these sample underground and surface mine training applications. There are 3-D simulations such as ventilation, emergency response, support installation, and mine cycle and activity scheduling programs. These applications offer the ability to conduct entry examinations, complete digital pre-use checklists, and perform planned task observations in the virtual world of work. The tool may be used to teach the flow of hydraulics and do fault-finding on machinery such as loaders and dump trucks. Learners may navigate in a virtual mining environment to identify hazards, detect and assess abnormal ground conditions, address poor design features, and alleviate traffic constraints. It is possible to use connected physical controls to navigate machinery in the virtual environment. We conclude the presentation with a “compare and contrast” approach to cite potential cultural benefits by adopting a transitional method. 

May 4, 2025

By D. Neely

As Saskatchewan potash mines grow in age and size, mining reaches greater depths.  The stress-relief design principals which were empirically derived at shallower depths are beginning to show fault.  Nutrien Vanscoy Potash has began to encounter new ground support and panel design challenges which were previously had negligible effect.  While the initial reaction was to reduce extraction and implement distance buffers between operating machines, it eventually became clear that these would only provide short term relief and that in order to continue safely and efficiently mining broad areas, a fundamental change in the mine design would provide the long-term protection required.  Presented is a case study with an overview of the challenges encountered at Vanscoy Potash in areas of greater depth along with an account of the design changes considered, implemented and recommended for future success. 

May 4, 2025

By Gareth Barnes

Traditional approach to improvement is driven by good ideas from good people, but whilst the business case may sound good, when the project is complete, we often have not delivered on expectations.  Why not? The best way to successfully predict the outcomes of an improvement effort in a complex process is through using statistical modelling, which considers the impact of uncertainty within interacting processes.  Applying Theory of Constraints in a model helps leaders to quickly determine: Where the constraining process(es) is/are Where improvements will add the most value How much improvement should be targeted - before the next constraint takes over The confidence level of achieving a given target, which gives us a clear pathway to improvement. This paper presents an analysis of statistical modelling applications at Vale’s Manitoba Operations to achieve the 2025 targets. Using statistical modelling of the Business Structure, the team identified a series of process improvements through a Theory of Constraints Analysis. Value Stream Maps (VSMs) were used to define the required data, apply statistical modelling, and conduct training sessions enabling the Manitoba team to identify the constraining influences. Scenario testing in the Statistical models helped identify the Hierarchy of Constraints and specify the pathway to improvement. How to Improve a Business Video link https://vimeo.com/344418155

May 4, 2025

By Jeanie Wills, Theresa Nyabeze, Samantha Espley, Donna Beneteau

This presentation reports survey findings that aim to modernize the definition and understanding of the term 'mining.' The survey, conducted via LinkedIn in Winter 2024, garnered responses from a diverse group of individuals, including current or former employees of mining or exploration companies, mining consulting firms, service providers, supplier firms, as well as students and retirees with industry experience. The data, ethically approved by the University of Saskatchewan, offers valuable insights into satisfaction levels within the mining sector and suggests an expansion of the identifying characteristics of definitions of mining. This marks the third CIM gaining insights paper by Beneteau, Espley, and Nyabeze, following previous works on 'Career Satisfaction for Women in Mining' (2010) and 'Mentorship Initiatives in the Canadian Mining Industry' (2018*)."

Oct 1, 2024

By Cesar Carrasco

Mine reconciliation is the art and science of comparing predictions and real-world outcomes with the intent of revealing the true quality of performance of models, planning, mining, and mineral processing. When mine reconciliation is conducted in a systematic, transparent and sustainable way it can play a central role in the governance of Mineral Resource and Mineral Reserve (MRMR) estimation and reporting. The core processes of modelling, planning, mining, and processing need to be transparent to be able to demonstrate that MRMR are reliable predictors of mine performance and value. Transparency is also necessary for mine technical staff to generate meaningful analyses, conclusions, and business improvement actions that demonstrably maximise value for all stakeholders. Most mines have some form of mine reconciliation practice, however because there is no agreed industry standard, and because mine reconciliation is difficult for a variety of reasons, it is often unsustained and/or ineffective at delivering the required transparency of performance. To deliver true governance of MRMR and business value, mine reconciliation must be sustainable. There are two categories of issues that combine to make mine reconciliation extremely difficult to sustain, these are technical, and people related. Technical issues include defining standard terms, accurately tracking material flows, data availability/adequacy/quality, calculation of key performance indicators and tolerance limits, analysis, and interpretation of results, understanding limitations of modelling techniques, and defining appropriate actions that can deliver value. These technical challenges are non-trivial, however compounding these are a range of people issues that include personal agendas, scepticism, lack of knowledge and experience, poor teamwork, absent leadership, toxic workplace culture, staff turnover, ineffective communication, siloed organisational structure, and lack of deliberate change management. All these problems can be solved with clarity of purpose, definition of the process of mine reconciliation, discipline in following the process, appropriate resourcing, and commitment to success across the entire organisation. Outlined in this paper is a management system that delivers sustainable mine reconciliation by addressing both the technical and people issues described above. This approach can deliver significant value for a mine and adds a robust, defensible governance over MRMR estimation and reporting.

Oct 1, 2024

By CIM Environmental, Social Responsibility Society

Within the mining industry, the pathway from exploration, to planning, construction, operation and closure has become more complex over the last few decades. The current financial, environmental and social influences present the mining industry with unprecedented challenges and opportunities. In addition, international environmental and social reporting standards and codes are becoming increasingly robust. The reporting requirements provide an added impetus for issuers to effectively manage environmental and social impacts and risks. Reporting requirements also provide the opportunity to be transparent. The intended audience for these Environmental, Social and Governance (ESG) Guidelines for Mineral Resource and Mineral Reserve Estimation includes practitioners, industry participants at all levels of skill and experience, corporate management and board members, government agencies, academic institutions and interested parties. For practitioners, this document provides underlying key principles of environmental, social and governance practices. The ESG Guidelines provide guidance for those using environmental, social, governmental and governance information when preparing and implementing mineral exploration programs and contributing to the preparation of mineral resource and mineral reserve estimates for mineral properties that are either at the study stage (i.e., scoping / preliminary economic assessment, pre-feasibility, or feasibility studies) or in operation. The guidelines can also be used to help mineral resource and mining companies apply good practice to manage their environmental and social risks and opportunities. Companies can identify and retain appropriate professionals to prepare environmental and social materials to support company studies. The guidelines are also a resource for companies developing effective environmental and social management strategies at any project stage. This document is not intended to be prescriptive and is not intended to provide exhaustive guidance on what to consider in terms of environmental, social, legal and governmental modifying factors in the preparation of MRMR estimates. Rather, it is intended as general guidance to assist companies and practitioners in considering and applying these modifying factors for MRMR estimates. This document is also not intended to guide environmental and social impact assessment (ESIA); however, the measures needed to manage impacts help inform the constraints and costs for defining mineral resources and mineral reserves and inform the costs and schedules of mineral project studies. All documentation of MRMR estimates made by an issuer and intended to be, or reasonably likely to be, made available to the public in a jurisdiction of Canada must comply with the requirements of National Instrument 43-101 Standards of Disclosure for Mineral Projects (NI 43-101), as amended from time to time (Canadian Securities Administrators, 2016a and 2016b). Disclosure is not addressed in these ESG Guidelines. Determination of what to include in disclosures is defined in the applicable Securities’ legal frameworks. Appendix A presents a summary table showing the linkage of the principles and topics in these ESG Guidelines to the potential effects on project costs, schedules, government permits and approvals, social licence to operate and financing.

Sep 8, 2023

By Morgan Schauerte, Laura Raimondi, Mariel Palomeque

Executives in the mining industry are facing dramatically changing market expectations on reporting and transparency regarding the environmental and social impacts of projects, supply chains and products. Companies increasingly need to disclose the governance procedures they have in place to ensure communities, investors, employees, and Indigenous partners are effectively managing social and environmental risks. These disclosure requirements begin during exploration and carry through to all stages along the project life cycle. This type of environmental, social and governance (ESG) disclosure is referred to as ESG performance by the investment community. ESG is not a new concept, and it builds on and is intertwined with many concepts such as corporate sustainability, corporate social responsibility, eco-efficiency, triple bottom line thinking, life cycle management and many others. This paper will explore how mining companies can develop a credible ESG governance approach and strategy that will reduce risk, open opportunities, and create value. This paper will summarise ESG trends and drivers, discuss the economics and investors’ perspective towards ESG, and outline leading ESG standards and guidelines of interest to investors, regulators, communities and other stakeholders. Linkage of ESG to global sustainability efforts such the United Nations Sustainable Development Goals and Global Compact will also be addressed.

Jan 1, 2023

By W. E. Oching, M. M. Ghomshei

Attracting and retaining workers in mining industry has become an uphill battle to many mining companies. As workers with significant experience retire, it is getting more difficult to attract not only new workers but also top talent to the mining industry to replace professionals exiting the workforce. To make matters worse, students’ enrolment in the post-secondary mining programs in Canada and USA is continuously declining year after year for reasons not directly linked to job market. This raises a question of how can the future needs of mining be met? This paper focuses on avenues for collaboration of industry and educational institutions to meet the current and future needs of mining. It provides effective approaches that mining institutes can engage with program advisory committees, role of the mining industry in supporting both faculty and students, how to harness the benefits of diverse workforce in the country and use of innovative technologies to attract young workers in mining. This work presents Human Resources (HR) professionals with tools that they can use to hire and retain skilled workers with strong interest to work in the mining industry. It also provides HR professionals with an opportunity to re-evaluate their restructuring practices during economic downturns as they reduce number of employees on temporary or permanent basis. The paper stresses the need of working together of the mining stakeholders including mining industry, academic institutions, First Nations’ communities and provincial(state) and federal governments to meet the current and future demands of mining as the industry experiences shortage of labour and low students’ enrolment in post-secondary mining programs. It is shown that mining educational institutes can enhance their programs and recruitments through establishing a better communication with all stakeholders. This communication can be facilitated by creating a national advisory board, to work with all mining programs at the national level for sustainable mining.

Jan 1, 2023

By CIM Mineral Resource, Mineral Reserve Committee

These Leading Practice Guidelines for Mineral Processing (LPGMP) were prepared by the Sub-Committee on Leading Practice Guidelines for Mineral Processing. The Sub-Committee reports to the Executive Committee of the Canadian Mineral Processors (CMP) which is a Technical Society of the Canadian Institute of Mining, Metallurgy, and Petroleum (CIM) and incorporates those members of the CIM who are concerned with the processing of mineral deposits. The LPGMP covers the involvement of mineral processing professionals, referred to as Practitioners in this document, in providing inputs to the estimation of Mineral Resources and Mineral Reserves and providing technical content for internal reports as well as public reports on mineral projects as required under National Instrument 43-101 Standards of Disclosure for Mineral Projects (NI 43-101). The LPGMP supplement the CIM Exploration Practice Guidelines (2018) and the CIM Estimation of Mineral Resources and Mineral Reserves Practice Guidelines (2019) which are referenced in Companion Policy 43-101CP to NI 43-101 and recognized internationally. The LPGMP consist of 3 sections: • Principles of Process Support in Mineral Resources and Mineral Reserves Estimation; • Appendix A – Use of Supporting Studies in Process Evaluation and Assessment for NI 43-101 Documentation; • Appendix B – Glossary of Terms Relevant to the LPGMP. The LPGMP deal primarily with the description of leading practice as it applies to the mineral processing and extraction of base metals, precious metals, and other mineral products by the application of mineral processing technology. Other commodities may be considered with future updates of these guidelines. It is expected that this is a ‘living’ document and that these guidelines will develop in the future to address the requirements of the mining industry, investing public, and mining professionals involved. Clarifications and changes to these guidelines will be done under the guidance of the Executive Committee of the CMP.

Nov 25, 2022

By Mark Liskowich

When is it the proper time to initiate engagement with various stakeholders, including Indigenous communities? This paper will demonstrate what stage of a project’s evolution is the appropriate time to initiate a stakeholder engagement plan. It will look at aspects to consider when identifying the communities to involve. It will describe the contents of a Stakeholder Engagement Management Plan as well and touch on how tried and true options analyses, such as a Multiple Accounts Analysis can be used to inform the results of the engagement, guide the development of your project and clearly document the engagement process. It will illustrate the benefits of initiating engagement at the appropriate point in your project’s schedule, and the limitations of doing so too early and at later stages of the project engineering. The benefits of this approach can be realized within any legislative Jurisdiction including the Canadian Environmental Assessment Act 2012 and Canada’s new Impact Assessment Act.

Jan 1, 2020

By L. López

Argentina reported about 40,000 tonnes of uranium (tU) as reasonably assured resources and inferred resources for the production cost category <130 US$/kgU in the OECD-NEA/IAEA classification scheme. These resources belong to the following projects: Sierra Pintada, Cerro Solo, Don Otto, Laguna Colorada, Laguna Salada, Meseta Central and Amarillo Grande. With three heavy water reactors in operation and an approximate installed capacity of 1.7 GWe, the current natural uranium requirements are about 220–250 tU per year. Based on various nuclear growth scenarios, it is estimated that by 2030 there will be a generation capacity of some 3,092 GWe for the reference case, with raw material needs of some 486 tU per year. Currently, there are no perspectives for local uranium production in the short term, and it is thought that uranium projects with identified resources must complete resource delineation and advance in technical pre-feasibility studies for the recovery of uranium. It is expected that Argentina continue meeting the uranium demand with imports in the next following years. In the Latin America region, both Brazil and Paraguay could be considered as potential uranium suppliers. In conclusion, despite the apparent growth prospects for the use of nuclear energy to generate electricity in Argentina, there are no immediate prospects for the provision of uranium oxide concentrates from domestic deposits for fuel fabrication. This has implications for supply and energy security.

Jan 1, 2020

By C. Holmes, T. Holmes

Engineered-in material handling problems are responsible for significant unrealized value in mineral processing plants. At the root, is a lack of awareness and understanding of bulk material handling science and how important it is, especially in early design stages. Mineral processes add value to mined raw feedstock through physical and chemical transformations in unit operations, but only if the material can flow through them. Essentially, each unit operation receives a unique feedstock and produces a unique product to be collected, transported, and fed into the next unit operation. Such material-handling systems can only be expected to achieve design throughput if the system equipment is designed to the materials’ characteristics, over their full range of conditions. This requires quantification of flow properties to support the necessary customized equipment designs. Too often, assumptions or “library values” of a material’s properties are used as the basis for flow modelling and conceptual, and sometimes even detailed, design. This is especially true for hazardous materials like uranium ore, for which the additional precautions, costs, and time necessary for safe handling are often used to rationalize postponing or even bypassing testing. The surprises that often transpire in the wake of insufficient material handling consideration can have acute and costly effects. Fortunately, there is a better way.

Jan 1, 2020

By A. Kobzhanov, S. Saparova, S. Brochot, D. A. Mango

KATCO (an ORANO Mining and Kazatomprom joint venture) is the largest in-situ leach uranium mining operation in the world, exploiting the Muyunkum and Tortkuduk uranium deposits in southern Kazakhstan. After extraction from the deposits, uranium is then transported via a hydraulic network to be purified in three processing plants located near these deposits. Within KATCO, with the support of ORANO Mining and CASPEO, in 2018 and 2019, a large project that had as its main objective to improve the uranium accounting system was implemented. The objective of this paper is to describe this project and all the changes that it entailed. At KATCO plants, a black-box approach was previously used for uranium accounting. However, it is recommended to use all the available measurements and to deploy a data reconciliation model (between well-fields and plant) as the reconciliation uncertainty is overall lower and it provides a more accurate uranium balance. During the deployment of this project, the rules and algorithms to generate the uranium accounting report, the associated flow diagrams (for uranium accounting), the streams, units of operation, stocks, reporting and Key Performance Indicators calculation rules were re-defined.

Jan 1, 2020

By CIM Mineral Resource, Mineral Reserve Committee

The CIM Estimation of Mineral Resources and Mineral Reserves Best Practice Guidelines (MRMR Best Practice Guidelines) were prepared by the Canadian Institute of Mining, Metallurgy and Petroleum's (CIM) Mineral Resources and Mineral Reserves Committee (CIM MRMR Committee) to update an earlier version that was accepted by CIM Council on November 23, 2003 (CIM, 2003). These 2019 MRMR Best Practice Guidelines supersede and replace the November 23, 2003 version of the MRMR Guidelines. These 2019 MRMR Guidelines are not intended to be prescriptive and are not intended to provide detailed and exhaustive instructions for preparation of Mineral Resource and/or Mineral Reserve (MRMR) estimates. Rather, they are intended as general guidance to assist professional geoscientists (or equivalent) and engineers (or equivalent) in preparing high quality estimates of MRMR that incorporate sound geoscientific, engineering, evaluation and design practices. They are based on well-established estimation and mine planning principles and are designed to provide general guidelines of best professional practices employed in the preparation of MRMR estimates. Although the 2019 MRMR Best Practice Guidelines are intended for use by Canadian-based mining/exploration practitioners, many of the concepts and practices presented herein are in general agreement with current industry practices in jurisdictions with membership in the Committee for Mineral Reserves International Reporting Standards (CRIRSCO). For this document, persons preparing MRMR estimates are called Practitioners. Preparation of MRMR estimates should be carried out by Practitioners who either hold the status of Professional Geoscientist (or equivalent) or Professional Engineer (or equivalent), or who prepare the estimates under the supervision of a Professional Geoscientist (or equivalent) or Professional Engineer (or equivalent). For the purposes of this document, all references to reporting describe such necessary reports and related documentation that are created as part of the normal-course work flow of preparing MRMR estimates for internal purposes. For clarity, all public disclosure of MRMR estimates made by, or on behalf of, an issuer and intended to be, or reasonably likely to be, made available to the public in a jurisdiction of Canada must comply with the requirements of National Instrument 43-101 Standards of Disclosure for Mineral Projects (NI 43-101), as amended from time to time. At least one Qualified Person (QP) must take responsibility for each part of the estimation process when publicly disclosing the results of MRMR estimates. The intended audience for these 2019 MRMR Best Practice Guidelines includes Practitioners at all levels of skill and experience, government agencies, academic institutions, and the public.

Nov 29, 2019

By CIMVAL

This Code for the Valuation of Mineral Properties (the “CIMVAL Code”) is the result of a review more than a decade after the release in 2003 of the “Standards and Guidelines for Valuation of Mineral Properties” (the "2003 Standards"). The purpose of the review is to update the 2003 Standards to reflect domestic valuation, international valuation, and regulatory developments. The CIMVAL Code was adopted by the Canadian Institute of Mining, Metallurgy & Petroleum (the "CIM") Council on November 29, 2019. The CIMVAL Code supersedes the 2003 Standards. The 2003 Standards were dated February 2003 and were adopted by the CIM Council on March 9, 2003 as the first comprehensive set of standards for Valuation of Mineral Properties in the Canadian mining industry. The 2003 Standards followed recommendations of the Mining Standards Task Force of the Toronto Stock Exchange and the Ontario Securities Commission, where in its Final Report (January 1999), the CIM was specifically asked to form a committee of valuation practitioners to review and advise on standards for the Valuation of Mineral Properties. The Special Committee on Valuation of Mineral Properties ("CIMVAL") was created on May 5, 1999 with the mandate to recommend standards and guidelines for Valuation of Mineral Properties to be used by the mining industry in general. The CIMVAL Code is limited to the Valuation of Mineral Properties (including any interests therein) and does not cover valuation of corporations or other entities that hold Mineral Properties as assets. The CIMVAL Code does not cover petroleum and related assets. CIMVAL recommends that the CIMVAL Code be followed for all Valuations of Mineral Properties, including those required by securities administrators and stock exchanges. However, when a Valuation is required under the applicable rules of securities administrators or stock exchanges, such rules prevail to the extent of any inconsistency.

Nov 29, 2019

By W. E. Oching, M. M. Ghomshei

"Collaboration among Ventilation Engineers, Mine Inspectors, worker representatives, health and safety officers and management is key to an effective operational mine ventilation management. Mine ventilation training, ventilation survey reports for mine stakeholders and interaction with mine frontline workers and management concerning safety, energy saving, assets management and maintenance are effective tools in implementing best industry practices and significant reduction of ventilation operating costs without compromising safety. These approaches may not be new to well established mining companies but the real dilemma is how to implement them effectively and this is what this paper will address.INTRODUCTIONManaging an effective mine ventilation system is becoming increasingly challenging, especially during tough economic times in the mining industry. Management strives for more production while frontline miners work hard to surpass the production targets, thus improving their incentives and above all aiming to enhance the prospects of their job security when the mining industry is facing challenging times. Taking shortcuts by not fully following the safety regulations or industry best practices are often notable, resulting in the rise of Workers Compensation Board claims and temporary shutdowns of active workings, compromising productivity and increasing the operating costs.In accordance with the Mines regulations in various jurisdictions in Canada and the US, it is evident that companies adhere to establishing basic ventilation management systems through the provision of the code of practice, procedures, work practices and standards/guidelines. This is aimed at ensuring the health and safety of underground workers (de Souza, 2017). However, the challenge to many operations is the improper implementation of the mine ventilation regulations including some managers showing reckless disregard for workers safety by focusing on production and not worrying to address ventilation problems (Steven & O'Keefe, 2010). Other challenges facing effective ventilation management include inadequate training of frontline workers on ventilation system and hazards associated with poor ventilation systems such as toxic gases, dust, heat, and underground explosions (Mufson et al., 2010; Suvar et al., 2017); friction between mine managers and the mine inspectors (Mufson et al., 2010), improper maintenance of ventilation system and inventory management, among others."

Jan 1, 2019

By Joey Hoang, Robert Johansson, Tapani Keronen, Mikael Jåfs, Jani Jansson, Mikko Korpi

At the Copper 2016 conference in Kobe, Japan, Outotec introduced a vision for the year 2020, wherein smelting would make use of four digital cornerstones: intelligent instruments, advanced process control, improved information management and transparency of and access to data. Since then, this vision coined the phrase “Fully Automated Smelter” with the mission promising a concept where no manual actions from human operators would be needed during normal smelter operations. Replacing repetitive physical work, collection and analysis of everyday production data has a great potential for further automation and will provide productive ways to improve efficiency and safety of smelters in the future. Therefore, a lot of emphasis has been put into developing solutions to automate these tasks and to move people out of harm’s way. A lot of new equipment, systems and optimization tools are under development. In addition, a lot of effort is going into developing dynamic process models and advanced control systems to interface with the plant automation systems. The goal is to integrate all these concepts to meet Outotec’s Fully Automated Smelter vision. This paper will cover these latest achievements toward this vision and introduce the near-future of digital smelting. INTRODUCTION As is well known already, the humankind is currently experiencing a change, extent of which is broadly studied by the governmental, educational and industrial institutions and parties. The wellbeing and quality of life have traditionally been improved alongside the developments in industrial production, which is now about to enter its fourth revolution. Therefore, the current change is often described as fourth industrial revolution, or industry 4.0 (or industrie 4.0, as named by Acatech, 2013) and can be considered anything from small incremental development to a ground-breaking global reset that will affect everyone’s lives. Many seem to agree, that the scale of change will indeed be big, even significantly bigger than the three industrial revolutions before it (Pellini, Weyrauch, Malho & Carden, 2019; Geissbauer, Vedso & Schrauf, 2016; Jansson, Bjorklund, Lahtinen, Heinonen, Jafs & Fagerlund, 2016).

Jan 1, 2019

By William M. (Bill) Shaver

"The author will review the early history of shaft sinking as well as focus on the improvements made in shaft design and construction over the last fifty years (1970 to 2019) to predict how shaft sinking will change over the next fifty years and describe what the shaft sinking world might look like in 2070. INTRODUCTION It is a great honour to be one of your keynote speakers for the Fourth International Conference on Shaft Design and Construction being held in Toronto in November 2019. This is one of the opportunities we have to thank the Mining Companies of the world as well as the industries and companies we serve for their support of the mining contracting and shaft sinking business of Canada and the world at large. Many of these companies are represented here today. Without your support many of the innovations we will talk about today would not be possible. We would also like to thank all the companies that work with us in our business including all the contractors and suppliers who provide the various services we require. These include equipment manufacturers, engineering companies, project management companies and suppliers large and small who cater to our every need as quickly as possible. Without all these partners we would not be as good as we are. Many of these companies are our sponsors this week. Thank you from all of us! This is also an appropriate time to pause and think about those Shaft Sinkers we have lost and those who have been injured on our projects around the world. Please bow your head and remember the Shaft Sinkers you have worked with, who did not return home or those who returned home injured. Think about how we can continue the work of making shafts safer every day as we go forward with our projects so everyone goes home to their families safe and sound. Pause for a minute and thank you. The subject matter we have chosen to discuss today is “Shaft Sinking in the Next Five Decades”. How will the work be done, how fast will it be done, what will it cost, and why we think this may occur? It is appropriate to consider this over the next few days with this auspicious group we have assembled. Today, we will look back at all the advances that have been made over the last many years and look ahead to the future to attempt to predict what shaft sinking will look like in 2070. When I look around the room I recognize that many of us will not be around then so we need not worry about being wrong. Suffice it to say that the next 50 years will be very interesting and exciting for the shaft sinking business."

Jan 1, 2019

By A. Pearson, F. A. Auld, S. O. Colbeck

"""The theory of buckling of shafts and Steel tunnel-linings"" was published by E. Amstutz in 1970 and commented on by S. Jacobsen in 1974. The authors have revised and enhanced Amstutz’s work to address Jacobsen's comments on its limitations and to extend its validity over a wider range of pipe/shaft geometries, including those commonly found in deep mine access shafts. The author has looked at Amstutz’s assessment of strengthening with flexible shear anchorages and adapted the theory of non-linear shear deformation response of bolts to develop a method of assessing increased buckling capacity utilising the full plastic shear capacity of studs. INTRODUCTION “Amstutz Buckling” refers to the buckling of pipe embedded in concrete under external uniform pressure. In terms of a mining environment, this relates directly to the design of a watertight shaft. This load case will commonly occur where a main shaft is cast against a geostatically stable primary liner and the only load applied to the final shaft is that of a uniform ground water load. Ernst Amstutz wrote his first paper on buckling of pressure-shaft steel linings in 1950 and subsequently improved his theory (Amstutz, 1970), which was then widely adopted for use within the industry. Years later, an alternative approach (Jacobsen, 1974) was proposed. Within his paper Jacobsen critiques Amstutz work, identifying some mathematical inconsistencies and highlighting limitations of the theory imposed by approximations adopted by Amstutz. Despite these limitations Amstutz work has still been used as the favoured design theory for use in the mining industry. In reviewing this body of work the author realised that with the advent of readily available computing software it was possible to adopt an iterative approach using Amstutz approximate formulae to find a solution to the original precise formulae, thus eliminating the limitations highlighted by Jacobsen The shear deformation to load characteristics of bolts has long been established (Crawford & Kulak 1968) and used for the plastic design of bolted connections in shear. This relationship is directly transferable to the design of shear studs, typical properties are well known, and actual values easily established in simple lab tests. The author has taken this relationship and modified Amstutz theory (Amstutz, 1970) for shear anchored strengthened liner buckling, to give a more efficient solution, using readily available material properties."

Jan 1, 2019

By V. Prostakova, M. Shevchenko

The copper smelting gas / slag / matte / metal / solids system with the Cu-Fe-Ca-Si-O-S major elements has been a long-term focus of the present overall research program using integrated experimental and modelling approach for the phase equilibria characterisation and development of a thermodynamic database. A systematic investigation of phase equilibria of slag systems in equilibrium with Cu metal is providing information for systems where copper coexists in slag with lead, zinc, and aluminium oxides as major components. Experimental studies involve high-temperature equilibration of synthetic samples; rapid quenching; and measurement of the compositions of equilibrium phases using electron probe X-ray microanalysis (EPMA). Particularly important feature of the present study a wide range of temperatures (660-1670°C) being characterised that reveals major inconsistencies in the existing thermodynamic description of the multicomponent system, and allows to establish the thermodynamic properties from phase equilibria in a reliable way. FactSage-based thermodynamic modelling is integrated with experimental research. Initial thermodynamic assessments are used to identify priorities for experiments, planned to provide specific data for thermodynamic optimisation. Significant improvement in the accuracy of the phase equilibria description is achieved, in particular in the PbO-Cu2O-SiO2, ZnO-Cu2O-SiO2, and Cu2O-CaO- Al2O3 systems in equilibrium with metallic Cu. INTRODUCTION Slags high in lead and copper are generated in primary metal production in the smelting of lead sulfide concentrates and in pyrometallurgical metal recycling systems. The compositions of these slags are varied due to increased fraction of recycled materials in the feed as well as introduction of previously unused chemical elements to modern technology. Therefore, their processing becomes chemically more complex; in that way they contain a large number of different metals. These slags form complex non-ideal solutions (with possible formation of several immiscible slags) that can coexist with stoichiometric solids, solid solutions, mattes and molten metal depending on the bulk composition and process conditions. Predicting the outcomes of smelting and refining processes is becoming increasingly difficult. To assist in the optimisation of these metallurgical processing operations, a comprehensive research program is underway to develop accurate thermodynamic databases for these non-ferrous process systems.

Jan 1, 2019