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By W. E. Segsworth

Introduction By far the largest part of the money raised for mining is raised by honest and legitimate means; but a not inconsiderable amount is raised by fraudulent sales methods. It will be conceded without argument that the greatest menace to the mining business is the fraudulent promoter. The sale of worthless mining stocks to the public by high-pressure. salesmen, house to house canvassers, telephone campaigns, fraudulent use of the mails, fraudulent statements, and reloading, has seriously prejudiced the public against even legitimate mining. A very small percentage of the funds raised by such fraudulent means is ever spent on the property, but instead is absorbed by the promoter in illegitimate' profits, enormous commissions, high office rents, and other expenditures, and is just so much subtracted from the fund which the legitimate developer needs to bring new mines to the point of production. The mining fraternity has been at fault in that, while they recognized this situation, they made no adequate attempt to rectify it. They knew that these fraudulent practises were conducted by parasites who attached themselves to the mining business in boom times and claimed to be part and parcel of it, but who were merely professional salesmen and promoters who, when there was not a mining boom, were selling sky-line real-estate, worthless oil stocks, or fraudulent securities which happened to be popular with the public. While mining people had this distinction well in mind, the public did not differentiate between the crooked promoter temporarily selling fraudulent mining stock and the honest promoter who made mining finance his life work; and we did little to make this distinction clear to the public or to sweep these money grabbers out of our house. The historic boom of 1927-8 and '29 brought with it the usual crop of crooked mining promoters, and the scandals resulting from their operations forced the Governments into the enactment of laws to attempt to protect the gullible public against the operations of these meanest of thieves and to appease public clamour.

Jan 1, 1934

"Many advances in glass technology and processing are being made and the possibilities for glass as a material in the future appear unlimited. Float glass, glass-ceramics, high-strength sheet and container glass, glass-reinforced plastics, glass for electronic equipment, aerospace glass, glass fibres, glass vehicles, glasses with selective-reflective coatings and glare-reducing glasses, to name a few, provide areas of significance at present and for the future. There appear to be great opportunities, in certain localities of Canada, to develop new sources of raw materials for an expanding Canadian glass industry.New developments in the structural clay products industry have centered around facing brick as a structural load-bearing material, prefabricated brick panels, large-sized units, isostatic pressing of sewer pipe and auto-matic settmg of brick. Fast-firing techniques, using prefired or calcined raw materials, and the development of high-strength products will result in the use of a wider range of raw materials in the whiteware and structural clay products industries.Porcelain enamel, a material used for many years in domestic appliances and for sanitary ware, now is used extensively in architecture, agriculture, water tanks, highway signs and reflectors, and in products where resistance to corrosion-plus-temperature is important. Exotic composites of ceramics and metals, and specialized ceramic coatings applied on metals by various techniques such as flame spray, plasma jet, or vapour and chemical deposition have proved useful in materials for aircraft power plants, rockets, missiles and nuclear applications."

Jan 1, 1967

By Karl J. C. Harries

"11.1. INTRODUCTIONA royalty is the most common form of interest retained by an owner who is disposing of his property or by a joint venturer who ceases, voluntarily or otherwise, to participate in the joint venture.1 Rarely does a non-participating party have a direct interest in the property and/or assets of a project, except during the period when a non-participating joint venturer may be having his interest diluted.2 In fact, it is most unwise to permit a non-participating party to have such an interest. It may give rise to significant problems that could prevent or substantially delay the development of an orebody and require a considerable amount of time, effort, and money to correct.3In negotiating a royalty, it is important to be aware that there is no law or convention that says, “You just don’t do that in a royalty agreement.” As with any agreement, inventiveness and flexibility on the part of the negotiator are not just assets, but virtual necessities. It is also for this reason that it is essential to read the royalty provisions, particularly the definitions, fully and carefully, especially if you are the recipient. On the other hand, if your inventiveness and flexibility cause your accountant to question the advisability of one of your ideas, pay close attention to him.4 He will, no doubt, have had experience with many royalties, and no competent professional adviser disparages a client’s ideas without good reason. Besides, he will probably be the person who will be determining the royalty or certifying the determination of it. At the very least, he will be auditing your general financial statements, which must, of course, reflect the royalty determination. Heeding his advice not only may make the determination easier but also will probably save you money in professional fees later on. Nevertheless, do not simply accept his comments or recommendations without understanding what they mean, why they have been made with respect to your royalty agreement (sometimes professionals have comments that they make as a matter of course and, even though they may be valid, you should require them to be justified to you), and how they will affect your royalty determination.It is surprising how many corporate payors insist that their standard royalty provisions5 be used as a matter of policy, thereby effectively tying the negotiator’s hands. It is even more surprising, and to professional advisers frightening, how many of the senior employees who insist that such a policy be adhered to, virtually without variation, do not know what is in the standard provisions and would be hard-pressed to explain them to a property owner. If standard provisions are appropriate, by all means use them, but do allow experienced and sensible negotiators some flexibility and make sure that everyone within the corporation who may have to use such provisions – negotiator and supervisor alike – knows what they contain and why they are as they are. For example, there are often good and convincing reasons to describe a deduction in a certain way or to include a certain specific type of deduction. On the other hand, quite often the answer to the question “why?” is that “it has always been there”; this is, or should be, an unacceptable answer. In any event, if you, as the negotiator, appear to know what you are talking about, are familiar and comfortable with your royalty provisions, and are backed up by your boss with the same words or reasoning, a property owner cannot help but be satisfied that you are knowledgeable, even if he still does not agree with your provisions. Finally, if you do use standard provisions, make sure that they are reviewed and updated regularly."

Jan 1, 2003

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 C. G. Williams

IN preparing this paper on Canadian mine taxation, there has been no attempt to detail the requirements of the various taxing bodies; but rather to consider the matter from the standpoint of its underlying principles and give a general idea of the methods adopted. I have added an Appendix setting forth the principal features of the various Acts, which should be used for general reference only, since new rulings alter minor details from time to time. In current legislation, many important points are left to the discretion of the Ministers and their deputies. We are, indeed, fortunate in having in Canada an able and conscientious body of permanent officials, who bring a sense of justice and courtesy to their work which is most commendable, and which has done much to simplify the working out of general problems. The production of metals may rightly be deemed a form of manufacture, but differs from the average manufacturing business in three important respects: (1) In its early stages, it is wholly speculative, since it is impossible to make any definite appraisal of value or possibilities. (2) The principal asset of any mine, i.e., the ore in the ground, is a wasting asset, and is irreplaceable. (3) Any additional burden by way of taxation cannot be passed on to the public but must be borne entirely by the producer. Having regard to the first of these differences, it is apparent that, since the risk of loss is great, the reward in case of success must be correspondingly great. This fact seems to be constantly overlooked by those who regard the all too few outstanding successes in Canadian mining history as fit prey for predatory legislation. As an illustration of the speculative nature of early mining development, let us consider the Province of Ontario-and I take this illustration simply because I am more familiar with conditions there, and not because I believe it differs greatly from any other province. From 1907 to 1933, 165,243 claims were staked and recorded, from which 43 mines were developed which paid one or more dividends. There was, of course, some duplication through re-staking; also, on some claims very little work was done, and most mines have more than one claim. But, since staking and recording cost real money and effort, each of these claims must have been considered to have had merit.

Jan 1, 1935

"Pilot plants for pressure hydrometallurgy represent special design and project execution challenges. Over the past twenty years, Zeton has designed and fabricated a variety of world-class pressure hydrometallurgical pilot-plant facilities for the nickel industry, and this paper discusses design considerations and strategies related to such projects. Project execution methods are also discussed, and guidance is given for the selection of materials of construction and for the selection of appropriate pressure and temperature design points for pressure hydrometallurgical pilot equipment. The paper concludes with a discussion of the need for process similarity with future commercial operations and the realities of pilot-scale equipment.INTRODUCTION The process technology developer or owner and the designer/fabricator of a new pilot-plant facility are faced with some difficult technical choices even after the decision to build a dedicated plant has been taken. A pilot-plant project is usually on the critical path of a large commercial project involving investments many multiples greater than the capital cost of the pilot plant. Schedule savings in the design, manufacture, and commissioning of the pilot plant or in a rapid completion of the experimental program can be disproportionately beneficial to the overall development project. However, inappropriate shortcuts resulting in major oversights can be disproportionately problematic. A number of considerations and suggestions for both the project execution approach and the process engineering design of pressure hydrometallurgical pilot-plant facilities are presented as a guide for potential owners and operators of new pilot-plant equipment and facilities. These suggestions are particularly applicable to the nickel industry, where the majority of our firm’s prior hydrometallurgical experience was obtained. This paper is an update to an earlier publication (Martin, 2004), offering an opportunity for a new generation of metallurgists and engineers to learn the specialist requirements of pilot- and demonstration-scale plant design, which are key functions in the development and commercialization of new processes."

Jan 1, 2017

By Jeffrey T. McGinty, Frank M. Wheeler

Plant layout is the arrangement of equipment, process areas, departments, infrastructure, and support facilities. Plant logistics is the flow of parts, people, resources, and information throughout the production process. This chapter: outlines key factors and provides checklists to facilitate layout development; presents risk management approaches to test the logistics and functionality of alternative layouts; and uses real-world examples to illustrate effective simulation modelling to assess plant layouts.

Jan 1, 2015

By The Hollinger Mill Staff

MR. E. L. Longmore (l), in presenting this paper at the Annual General Meeting, suggested that it was neither desirable nor necessary to read any but the briefest portion of the paper. He wished to emphasize that the scale of the milling operations at the Hollinger not only provided several units in continuous operation to ensure that the test work was being carried on under normal conditions, but also provided a large and competent staff to supervise such an extensive experiment and to criticize intelligently the recorded results. He wished to acknowledge the enthusiastic co-operation of the group of assistants whose excellent work was responsible for the confidence with which the conclusions could be presented. The following data were given as a supplement to the published paper. Following conclusion of the test work described in the paper, the size of the balls fed to the mill was changed from 3-in. diameter to 2Yz-in. Within a short time, a gradual rise in the tonnage rate took place and, as no other condition had been changed, the increased tonnage was credited to the changed character of the ball load. At present, the average daily tonnage for the mill with low discharge is 1,507 tons, an increase of 77 tons over the 1,430 tons ground when feeding a 3-in. ball. A similar increase in tonnage should be credited to the high-discharge test, if the 2;Y2-in. ball had been used at that time. This would raise the 1,117 tons ground at that time to a new figure of 1,177 tons. From a study made to determine those factors influencing the rate of pulp flow through the low-discharge mill, it became evident that the ball screen used on the high-discharge mill must have been restricting the flow through the mill, although this was not recognized at the time. Accord-ingly, it was decided to repeat the high-discharge run. Additional length was added to the 21-in. ring grizzly originally used, and the length of the reverse spiral was increased. The end of the grizzly was left open so that, if necessary, excess pulp might flow out. A coarse mesh 3 ft. by 3 ft. flat screen was provided to catch stray balls.

Jan 1, 1937

By John Dasher

The analyses reported on in this paper indicate that there are hydrometallurgical routes from sulphide concentrates to copper that are potentially competitive with smelters which are not permitted to emit sulphur oxides. The various hydrometallurgical processes, and their economics, are discussed.

Jan 1, 1973

By Karl J. C. Harries

"8.1. INTRODUCTIONThe purpose of this chapter is not to provide precedents or examples of provisions, but rather to offer some comments that may be worth considering in the negotiation or review of an agreement. These comments are not intended to be exhaustive. It must also be noted that, although the chapter is written in the context of a common law joint venture, the concepts and concerns for the most part apply equally to a corporation that is owned by only a few shareholders for the purpose of participating in the project held by the corporation.The corporation has the advantage of having much of its organization established by local corporate law, but the particular wishes of the shareholders will appear in a shareholders’ agreement. The principal differences will be surprisingly small, save for the acquisition provisions that appear in a farm-in agreement1 and the substantial portion of the joint venture agreement devoted to creating and organizing the joint venture entity. Where the joint venture agreement refers to venturers and committees, the shareholders’ agreement will refer to shareholders and the board of directors, but both will have to deal with such basic matters as decision-making, default, dispute resolution, first refusals, funding, and carrying out work on the project. For convenience, this chapter usually refers to “venturers”, which may be taken to include shareholders.Negotiations give rise to many varying circumstances and concerns, and the main asset of the negotiator is an open and flexible mind. A desired result can often be accomplished indirectly in circumstances where the other side has adopted an inflexible position on a suggested approach. As precedents and standard forms tend to focus a negotiator’s thinking, they can be counterproductive. It is after the deal has been agreed to that a precedent can be of great assistance to the draftsman.The concepts are arranged in alphabetical order for convenience, not to suggest their sequence or position in an agreement or their relative importance. An agreement should adopt a progression of subjects in what the parties consider a logical sequence to read and work with. However, experience has indicated that it is best to set out in a single article the substance of the deal (i.e. the terms relating to the farm-in and what the acquiring party has to do to acquire his interest), preferably near the beginning of an agreement. The acquisition of the interest is, after all, the first order of business. The joint venture provisions will then follow in a reasonable sequence. It is also worthwhile to devote a single article to any special provisions that may apply during the earn-in period. For example, it may be provided that, although all work is to be done by the acquiring party as operator (with the duty of care, liability, and reporting requirements as set out in the joint venture sections of the agreement), but during the acquisition period, the acquiring party, acting as operator, may be at liberty to do such work as he wishes, without the need for any committee or other approvals, and committee meetings may be suspended.2An agreement is divided into paragraphs and articles to make it easier for the parties to read and understand, and to assist a party in finding “that provision” when the need arises. A comprehensive table of contents will also assist the parties who must work under an agreement. An added benefit of a table of contents is that in preparing it, the draftsman sees the overall structure of the agreement and will often catch and correct flaws."

Jan 1, 2003

By Vicken Aprahamian

"The Royal Canadian Mint (RCM) operates a gold and silver refining toll operation in Ottawa, Ontario, Canada. The silver refining line is a recent addition and was commissioned in 2005. One source of silver in the refinery is from gold doré which undergoes Miller chlorination before electrorefining to 99.99% cathode gold. Treatment of the Miller salt or silver-copper chloride produced consisted of a 2-stage high temperature reduction process step using soda ash prior to 2005. Copper-rich silver bars were produced and shipped offsite for further refining.The copper-rich bars could not be blended into sufficient high grade silver doré to dilute the copper and allow electrorefining in a silver nitrate medium. A new wet process was developed and commissioned to replace the high temperature reduction and allow removal of bulk copper. Thus upgraded impure silver produced was cast into anode for electrorefining to 99.9% purity silver flake. The 2005 RCM Hydromet Slag process is presented as well as its more current version. In addition, mention is made of a novel processing scenario for the introduction of Miller chlorination silver into the electrorefining circuit."

Jan 1, 2015

By V. Budinsky

In recent years the global mining industry has addressed its social and environmental responsibilities and numerous factors have contributed to this. Corporate Social Responsibility (CSR) is an important part of mining company strategy for practical implementation of the goals of sustainability, transparency, accountablity and good relationships with stakeholders:- investors, employees and communities. A key stakeholder for all mining companies is the local community which is affected by the mining operations. Companies must identify the emerging social and environmental trends, study the interests and concerns of various communities, address their needs and maintain a positive relationship. The CSR programmes of Czech coal mining companies are focused on surrounding community initiatives and sustainable responsible business. Mining in the Czech Republic is subject to strict rules and regulations and supervised by the State Mining Authority. Mining projects undergo rigorous approval procedures which encompass all operational measures at the different planning levels ? such as public participation in the authorisation process for mining projects, the application of the Environmental Impact Assessment Directive, environmental sustainability programmes, innovative solutions and flexible options offered by the mining company. One very important part is the preparation of the mining-technology preconditions and developing the integrated planning process in which all socially and politically relevant subjects in the mining operation surroundings are included. In an in-depth debate, all stakeholders may jointly develop the concept, in accordance with democratic principles. The optimally conducted dialogue process needs broad communication bases, including setting up theme-related joint taskforces, together with good moderation and the highly qualified support of technical experts. Using a case study of Severoceske doly a.s. Chomutov (SD Company) and the Czech Coal Group ? Czech leaders in the extraction of brown coal, this paper aims to examine the community development approaches and the CSR effectiveness of large scale mining companies. This paper brings a review of CSR and other such voluntary initiatives in the mining industry's proactive steps to contribute to societal well-being in a meaningful way. Key studies are provided by the projects ? Region with Better Perspective?, ?Stop Dust for Healthy Brezno Village?, ?Clever Heads for the North? and ?Coal Safari?. CSR issues are managed throughout all stages of the mine operation and beyond, long after the mine closes (e.g. post-closure programmes of new landscape, alternatives for reclamation including generation of lakes in former surface mines, conceptualization of industrial heritage). Communities need to be given the opportunity to help themselves through participation in CSR projects rather than being recipients of financial gifts from the company. A fair balancing of interests is the basis of any successful cooperation.

Aug 1, 2013

By M. E. Coleman, G. Money

Pneumatic Conveying and Process Injection Technologies have been implemented in the metals markets for the last 40 years and have considerably improved the productivity and the performance of many processes. There have been many steps forward in handling technology and this paper seeks to consider those now offered by Clyde Materials Handling who as an established customer-driven solutions provider has turned its attention to supporting the Metals Market. Clyde seeks to utilise its knowledge, expertise and technologies to transform the production processes of its customers, who operate in the ferrous and non-ferrous metals industries.

Jan 1, 2008

By Cindy Schiewek

Industrial injury occurrences are an ongoing concern for Mine Operators. Along with the personal suffering of injured workers comes an increase in compensation and productivity costs. Growing recognition of repetitive stress and bodily injuries, accompanied by recent studies, validates the assumption that a relationship exists between ergonomic injuries and machine design. Intuitively, there is a belief that an ergonomically designed machine will reduce repetitive stress injuries through design and education however; quantifying this belief has been a challenge for Mine Operators. Sandvik Tamrock has undertaken a project aimed at developing a business model to assist in quantifying the benefits of ergonomic intervention. This model focuses on distinguishing and quantifying this method of intervention to allow for a better evaluation of the machine. For simplicity, the project initially focused on the Face Drill Jumbos. The target of the project was three fold: !" Recognition of the cost drivers for compensation; ergonomic injuries !" Identification of the relationship between ergonomic machine design, and the decrease of the negative effects associated with the cost drivers !" Systematic prioritization for ?prevention by design? The project findings substantiate the expected reduction in injuries and compensation claims. Based on all ergonomic intervention studies conducted, each case showed a reduction in compensation cost; through prevention by design, one can reduce the amount of potential risk. The paper addresses the resources and methodology used, along with the findings and its relevance to the issues that face the Mining industry.

May 1, 2003

By J. E. Terry

This paper outlines the steps that are being taken to close the gap between training and industry and indicates areas in which more work needs to be done. Although based on experience in the Maritime Provinces, it is applicable to industrial and educational studies across the length and breadth of Canada.

Jan 1, 1970

By Tapio Leskinen, Jouko Koskinen, Timo Nlltti, Lappalainen Seppo, Pentti Vanninen

"The Courier 300 on-stream analysis system manufactured by Outokumpu has now been in operation at five of the company's concentration plants long enough to give a reliable basis for closer examination of the benefits achieved in control of these processes. The first system was installed at the Pyhiisalmi mine at the end of 1967. Since November 1970, two analyzers have been in operation at Pyhiisalmi feeding the assay data to a process computer which controls the whole plant and does the optimization of the process. In October 1970 the Courier 300 analysis system was installed at S. T. O. LESKINEN J. KOSKINEN the Keretti concentrator of the Outokumpu mine, followed soon by installations at the Vihanti Mine in May 1971, at the new Vuonos mine in November J 971 and at t he Kotalahti mine in December 1971. Since installation of the Courier analysis systems, considerable improvements have been achieved in the control and the economy of the plants. Immediate knowledge of the changes in the process and the possibility for rapid action has resulted in evener production and higher capacity and recovery. The recovery has been increased most significantly at the Vihanti concentrator, which operates on a complex ore. Consumption of chemicals has been reduced at all concentrators. Due to the fact that process control and partly also bilance analysis are not achieved by conventional methods any more, it has been possible to reduce the personnel of the laboratories drastically. Two of the plants, viz. the Pyhiisalmi and the Vuonos concentrators, are computercontrolled. The Vuonos concentrator started operation in January 1972 under computer control from the very beginning. The Pyhiisalmi concentrator has been computer-controlled since 1970. The Courier 300 analysis system was described in detail at the AIME Centennial Annual Meeting (1971). In this paper, less attention is paid to the analysis system. Only the sampling system of the Courier 300 is described in more detail. In the development of sampling equipment, effective use has been made of the company's wide knowledge of the problems involved and the test field offered by its concentrators. The sampling equipment includes secondary samplers and six basically different types of primary samplers, with which most sampling situations can be managed."

Jan 1, 1973

By William H. Emling

With profitability pressures in heavy industry increasing, many producers are turning to predictive maintenance as a means of harvesting untapped value from their production assets. Corporations are losing their maintenance and processing core competencies through attrition. As capital budgets are being trimmed, manufacturers are consolidating operating units into fewer, more profitable routes. Maintenance functions, however, typically receive low priority when investment is made, since many companies consider maintenance costs as ?overhead?. Condition-based monitoring, integrated to Level I and Level II process inputs, is seen as the most cost-effective solution to the implementation of predictive maintenance strategies. This paper will review the evolution of preventive and predictive maintenance programs, highlighting examples of successful application of integrated condition monitoring.

May 1, 2001

By J. E. Gill

THE 1938 season was marked by a distinct lull in exploratory activity in the Province of Quebec. Quebec was not unique in this respect, but the condition appears to have been more acute here than in most other parts of the Dominion. Various causes may be suggested to account for this. The general disturbance in political and economic conditions throughout the world has certainly had an adverse influence. Uncertainty induced by changes in the mining laws of Quebec in 1937 contributed. A third cause was the belief, now held by many, that the easily accessible deposits in the main producing belt extending eastward from. the Rouyn district have now all been found and that new discoveries in this field will henceforth come more slowly and more expensively. A fourth is the lack of conspicuous success by companies and individuals who have interested themselves in less accessible areas to the north, notably the Chibougamau district. A fifth, the unattractive appearance, as viewed on published geological maps, of the vast area extending northward to Ungava bay and Hudson strait. A sixth, the attraction of such speculative funds as were available to the Northwest Territories, where spectacular finds were reported in the fall of 1937. Whatever may be the relative importance of these causes, languor in exploration will ultimately be reflected in production returns. This appears, therefore, to be an opportune time to take stock of the general position of the Industry in the Province and to consider ways and means of counter-acting those conditions which are now impeding, or will in the near future impede, its expansion. At the request of the Institute Secretary, Mr. Carlyle, I have prepared a brief summary of accomplishments to date and a discussion of some of the geological aspects of the problem.

Jan 1, 1939

By M. Zanini, D. Wong

ABSTRACT: Metals market improvements in 2005 drove the desire to increase nickel throughput and the production of nickel oxide sinter at the Vale Ltd. Copper Cliff smelter. Significant difficulties were encountered due to the unreliable quality of Bessemer matte being produced. Concentrate feed changes and the loss of technical and operational expertise during the previous market downturn contributed to the challenge of making the required improvements. Significant progress has been made in the converter aisle by focusing on employee engagement and standardizing best operating practices for a new generation of skimmers. This paper documents these initiatives and seeks to balance the art and science of converting.

Jan 1, 2012

By Rob Boom, Yasuyuki Tozaki, Greg Traquair

The objectives of the business case are to examine a proposed metallurgical project and answer fundamental questions about project feasibility, risks, opportunities, and value. A business case fulfills these basic functions: estimates economic value; helps to understand competitiveness; serves as a risk management tool; and serves as a communication tool. A business case evolves with the project life cycle, and supports the gate reviews at the end of each phase of engineering, through to project construction and operations. A business case must be holistic, including all elements of scope that can impinge on project risk and value.

Jan 1, 2015