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By Lorne Roberts

"This paper describes: how Falconbridge's fire protection system meets the needs of the Lockerby Mine; why the system was chosen over other alternatives; how it is unique, but can be applied to any underground situation; details of the system; how it was installed; the role of a fire protection company; and general considerations when choosing afire-suppresant system.IntroductionIn May 1981, after about three years of searching for the best fire protection system for the re-opened Lockerby nickel mine at Whitefish, near Sudbury, Ontario, Falconbridge Nickel Mines Ltd. installed an AFFF type of fire suppression system. It was designed and supplied by the Fire Protection Systems Division of Levitt -Safety Ltd.The system protects against loss of life, equipment and/or production, and it complies with legislation should fire occur in a fuel storage area and/or scooptram garage and service bay at any or all of the three levels near Shaft No.2.About 18 months after Levitt-Safety began working with Falconbridge, the system was designed and installed at a cost considerably less than that which would be incurred if fire damage caused the loss of two days of production.The fire protection system, which overcomes a limited water supply, is a self-contained balanced pressure proportioning system. It senses the flow and automatically determines the correct concentration of foam to water. It is triggered by a release mechanism which operates a bank of nitrogen cylinders, which in turn pressurize a pressure vessel to expel the foam concentrate and water from the tanks. This solution is piped to sprinkler heads in the specific area."

Jan 1, 1982

By Henry Brehaut

"It is difficult to know how much environmental information is absorbed by those in a position to put it to use. The following information may seem like ""old stuff"" to those whose companies are taking steps to improve their environmental performance. This paper is directed in particular to those people who are interested in determining what further changes are required to make improvements as concerned environment citizens.IntroductionUntil recently, the author was comfortable with the fact that none of the operations for which he was responsible had any environmental charges against them. It was not until one of his operations was charged with non-compliance that the author discovered due diligence as a way to avoid a second charge, and when an unfortunate spill occurred at another operation, the meaning of risk prevention was learned. Knowledge was gained step by step to the point where finally environmental information is being heeded, rather than waiting to learn from sad experience. With the appreciation of what it takes to do a good environmental job, comes an understanding of the challenge that lies ahead, and the fact that there is a lot to learn.At a recent environmental gathering, comments from the participants varied considerably. Some just didn't understand why government was being so unreasonable, while at the other end of the spectrum one individual whose company was well along the path to becoming a good environmental citizen remarked that it was all very basic. What was immediately understandable to one went right over the heads of others, indicating the different stages that have been attained in the acceptance of environmental responsibilities."

Jan 1, 1991

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 Joanna LaForte

"In response to “Arctic Mineral Wealth —Equitable Participation with Aboriginal Landowners – A slow or fast process?”, this author’s impression is one that, to her, seems obvious — this is definitely going to be a slow process. To question this issue seems ridiculous, unless the mining industry is considering following the same patters of the past, thereby adding to the suppression and injustices to which the aboriginals are so accustomed. To make genuine progress, where trust and good communication has been achieved with time as a factor in proceeding, the author feels, without a doubt, that the triangle of industry, government and aboriginals will seriously have to be restructured or eliminated. Anytime you mix government with progress, along with other problems, you are looking at bureaucracy, and that takes time. Issues such as the settlement of land claims have not been resolved, and in all likelihood could take forty years to finalize. Aboriginals have been suppressed for centuries by governments and industries with ethnocentric ideologies, and now that they are in a position to reclaim their lands, attain their own economies and government, and truly secure a wealthy, self-sufficient legacy for their descendants, how can anyone imagine they’ll move quickly? This author also strongly disagrees to some sections of Mr. Wakefeld’s article and will expand on her objections.We question whether aboriginals under-stand the process of mine development. If we encounter an electrical problem in our home, o we not call an electrician without having to learn the trade ourselves? This comparison seems simplistic, but does convey a point. As cited, “there are now over 100 000 aboriginals who have completed post-secondary education.” Are the numbers revealed in Mr. Wakefeld’s paper there to scare us? Is he suggesting that without the industry’s haste, the aboriginal’s new found intelligence could pose a problem to the mineral explorer. While it is true that not all are highly educated, the aboriginals have specialists in market fluctuations, feasibility studies and the needed skills. They have specialists, such as their representative organization of COPE 1984, (the Committee for Original People’s Entitlement), who under-stand their cultures, language and desires. Their education should expedite the negotiations and end the power struggles equitably. Aboriginal people are not stupid. Once they have reason to be proud, regain their communities and know the direction that they’re headed, their self-determination will return."

Jan 1, 1996

By L. M. Southwick

"The history of extractive metallurgy is replete with examples of commercializing new processing technologies. The successes are widely reported, but failures seldom are. This is unfortunate, for usually we can learn more specifics on how to succeed in technology development by studying and thoroughly understanding their failures. Frequently one encounters a red herring that caused the whole effort to fail. A thorough and objective due diligence up front would have identified those red herrings and prevented the pursuit of a bad idea and the resulting destruction of capital. Due diligent analyzes performed before construction of three such bad ideas will be discussed. One is an EAF dust process, which pursued the red herrings of a poor understanding of the business, a naïve view of past experience, and false confidence in the technology. Another will examine the effort to commercialize a new pressure copper leach process that followed the red herrings of inadequate testing of the raw material, application of processing conditions that were inherently unsafe, and an improper assessment of the inherent advantages of past developments. The last is an alternative iron-making process, where the red herrings were incomplete and superficial assessment of prior pilot plant and demonstration plant tests, an assumption that the commercialization model of “build it and we will make it run” was viable, and a technology whose technical fatal flaws had already been identified. Unfortunately, capital destruction often also closes the window to more intelligent pursuit of technology development. TECHNOLOGY COMMERCIALIZATIONThe development and commercialization of new technology is a vital part of keeping industry profitable, able to deal with new sorts of feed stocks and current with economic, product, operational and environmental requirements. This is a difficult task in the best of times, and can be compounded when the developers become enamored of a particularly favorable characteristic of the project or of the product. These “red herrings” divert project focus away from the arduous path to success and, in the end, result in project failure."

Jan 1, 2012

By M. Vallée

Several reviews of mineral project performance in the past 35 years indicate a pattern of occasional, but recurrent, mining project failures due to shortcomings in geological information and estimation, mineral processing and metallurgical testing, feasibility study objectives and requirements, and project start-up methods. A commitment to quality assurance and continuous improvement methods and to obtaining “ENOUGH DATA, OF APPROPRIATE QUALITY” is essential. Recent international and Canadian proposals for mineral resource and ore reserve definitions have taken a nonprescriptive stance that will undermine the formulation of requirements, guidelines and industry standards for efficient deposit delineation and estimation, and for the determination of project feasibility. To help reduce problems, every feasibility study supporting a mine development and production decision should be based on objectives and methods adequate to reach completion targets similar to the bankers’, as a good business target for a profitable project. In a resource/reserve system, the use of reserve should be restricted to a project that meets required technical, economic and legal feasibility requirements for successful project implementation, and the definitions of these categories should provide explicit limits. Current shortcomings will limit the ability of the Qualified Person to provide “adequate professional practice,” fulfill his/her professional responsibilities to his employer or client and provide adequate information to the investing public. We must take advantage of present opportunities for Setting New Standards for the new Millennium.

Jan 1, 2000

By Mark Hollingworth

"There is general consensus that as the world continues to change at an ever-increasing pace, companies must continually adapt their operations in order to remain competitive. Those that change fast enough, survive; those that don’t, perish quickly. Today, we hear that it is not worth the time preparing corporate business plans as they are out-of-date before the ink is dry. Within the corporate environment of the 1990s, we must “think” strategically, be a “learning organization”, keep our costs low, focus on our core competencies, stay as flexible as possible and create value. So-called “sustainable competitive advantages” can be obsolete before a patent is issued — if its even worthwhile patenting the advancement. This is industry in the 1990s.Now, while all this radical change has been underway in the global industrial environment, what have Canada’s universities been doing to keep pace with the change affecting one of their major stakeholders? Have they adapted their products and services to suit the new market conditions? Have they built closer links to industry to try to understand how better to serve this important client? Do they welcome industry input as to how to redefine their mission, objectives, strategies or their course contents? Do their students graduate with skills ideally tailored for the global mining industry? In the era of communication, can they write high quality reports in English, never mind speak French or Spanish?In an effort to provide Canada’s engineering faculties with a “blueprint” for the future, the Canadian Academy of Engineering pre-pared a report entitled “Engineering Education in Canadian Universities”, published in August1993, which concluded with the following recommendations:"

Jan 1, 1996

By D. M. Baird

"THE Island of Newfoundland lies on the extreme eastern edge of the continent of North America and at the extreme northeastern end of the Appalachian geological province. Its belonging to the Appalachian province is shown in the geological history of the region and in the rock types and structures.Geosynclinal sedimentation in early and middle Palaeozoic times was interrupted by Taconic and, more profoundly, by Acadian, mountain building activity. Mid-Palaeo-zoic intrusions range from masses of serpentinized ultrabasic rocks to granite batholiths. A Carboniferous overlay of continental and shallow, drying sea types covers the earlier developed complex. Local basins in these times were filled with products of the erosion of tl1e earlier rocks, and, locally, grew the right kind of vegetation to make thin, discontinuons seams and pockets of coal. Post-early Pennsylvanian history is one of erosion and pene-planation with renewal of movement along many of the older fault systems."

Jan 1, 1960

By J. F. Henderson

THE National Advisory Committee on Research in the Geological Sciences was established seven years ago - in 1949. In 1952, shortly after the Committee had really begun to function and had issued its first report, a paper ( l) was presented describing the objectives and organization of the Committee and the progress to that time. Another four years have gone by and the Committee feels a further progress report may be of interest. HISTORY Ten years ago, in 1946, the Geology Division of the Institute set up a Committee on Geological Research. This Committee, under the Chairmanship of Dr. J. E. Hawley, recommended that "a National Advisory Committ.ee on Research in the Geological Sciences be formed" (2). With the backing of the President and Council of the C.I.M. this recommendation went forward to the then Minister .of Mines and Resources and, with his approval, to the Committee on Scientific and Industrial Research of the Privy ?Council. As a result, the National Advisory Committee was set up in 1949.

Jan 1, 1956

By J. Cueto, M. Torres, J. Fernandez, J. Nuñez, C. Salgado, G. Zarate

Anglo American has used the extractant M 5640 in all the Divisions, which is an aldoxime modified with TXIB formulation, except in Los Bronces, where an aldoxime modified with tridecanol (TDA) formulation is used. It is a well-known fact that the aldoxime degrades while the modifier does not. With time the aldoxime/modifier ratio decreases significantly depending on the operating conditions of each plant. In order to evaluate the effect of this increasing modifier content in the organic of the plant, especially in the organic losses, a complete metallurgical test work program was started at laboratory and pilot plant scale. Results showed that the addition of aldoxime without modifier does not affect the chemical performance of the organic phase, but there is a significant decrease in the viscosity and density of the organic phase. Based on the results obtained in the metallurgical program, it was decided to run plant scale tests at both SX plants, Mantos Blancos and Mantoverde. In these tests, instead of adding the usual formulation of aldoxime modified with TXIB to maintain the organic inventory, CuPRO MEX™ 3406 which is an aldoxime without modifier is going to be added until the original aldoxime/modifier ratio is reached. The plant tests started in April 2013 at Mantos Blancos and in June 2013 at Mantoverde and will last 18 months. The results obtained at the laboratory and pilot plant scale, together with the preliminary plant test results, are discussed in this paper.

Jan 1, 2014

By Frank Ebbutt

In this paper it is proposed to point out certain structural factors that; have an important bearing on gold deposition. The subject will be treated; more or less generally. Although the writer has had access to a great many; of Canada's gold mines he does not wish to take the liberty of discussing; details of any particular mine or mines; the aim will be to discuss controls; that are evident in many places.

Jan 1, 1954

By John Stubbles

Data are presented on the global warming issue to reinforce the decision by the U.S to reject the Kyoto protocol. The evidence that CO2 is a problem rather than a benefit is inconclusive and will be discussed in this paper. Nevertheless, for economic reasons alone, the US steel industry will continue to minimize CO2 emissions (and the release of real pollutants) per ton of steel through energy reduction programs. However, relative to inevitable increases in absolute CO2 emissions from the utility industry and the transportation sector, future reductions by the steel industry will be inconsequential in the "big picture."

Jan 1, 2004

By A. P. Craig

"I HAVE BEEN looking forward to addressing this particular audience about Trans-Canada Pipe Lines because you men, more than most, understand the problems of the pioneer. Trans-Canada Pipe Lines qualifies as a pioneer on two counts: it is certainly pioneering a completely new industry in Canada -the long-distance transmission of natural gas -and it has at least a few of the problems that are expected and normal to any pioneering venture.This morning, I’m going to try to give you a sketchy picture of our project and a brief report on its current status and our progress to date; and then a broad picture of Canadian markets for natural gas.The physical characteristics of the Trans-Canada Pipe Lines project have been discussed so often that I am not going to take the time today to quote a lot of statistics on pipe sizes, miles, tons of steel, etc. Suffice it to say that this project, estimated to cost approximately $350,000,000, will be the longest large-diameter gas pipe-line ever built anywhere.Let me try to paint a broad picture of this great national project, using only a few basic 'round' figures.First, it involves exploration for and development of the natural gas fields in Alberta and other provinces -the cost of which will run into hundreds of millions of dollars.Then comes the gathering, stripping, and cleaning of the gas before it can be delivered to Trans-Canada. This will cost close to $100 million.Next we have the Trans-Canada Pipe Lines project for transmission of the gas to Eastern markets -estimated to cost $350,000,000 during the first three to four years and making natural gas economically available to one-half the population of Canada."

Jan 1, 1955

By S. Steinlechner

"Today the common recycling technologies of automotive catalysts are either energy intensive pyrometallurgical processes generating huge amounts of residues or hydrometallurgical ones which have to cope with effluent problems. Next to that, other valuable metals beside PGMs such as rare earths from the wash coat are not recovered.Therefore, the present paper introduces a hydrometallurgical concept developed in cooperation with the company Railly & Hill for the recovery of the PGMs as well as cerium from the wash coat of the catalysts in a closed loop. Next to the process concept, the required parameters for the different steps are discussed, including the chemical reactions, leaching efficiencies and mass flows, which form the basis for an economic estimation of the concept.Contrary to the pyrometallurgical recycling where the monolith is completely melted down to slag which is typically dumped, in this process the remaining monolith forms an utilizable product for the ceramics/refractory industry. As a result of the closed loop of the leaching media an environmentally friendly process was developed from which nearly no new residues or effluents are generated, with a sustainable usage of chemicals."

Jan 1, 2014

By D. Berkley

"Economic and environmental constraints drive more and more industrial organizations in using energy management as one of the means for addressing these issues. The recent increase in energy price could even make energy management a matter of “survival” in some cases.Experience shows that energy management is successful when the energy is managed like a resource, i.e. continuously, systematically, and in an organized manner, not like an expense, paying the bills once a month. This requires the development and implementation of an energy management program (EMP).This paper outlines some of the barriers, keys to success, components, and approaches to a successful energy management program, plant- or corporation-wide."

Jan 1, 2005

By Jacob W. Young

A casual reading of the geological literature extant to-day would give one the impression that carbon is an element which by some chance or another always existed at or near the surface of the earth, and was never of a magmatic origin. The carbonaceous matter in shales is said to be of vegetal derivation; petroleum is stated to have been derived from vegetable matter or from marine animal bodies; if carbon or bituminous matter is found in igneous rocks or associated with metallic ores, the statement is made that deeply buried carbonaceous sedimentaries were undoubtedly the source from which such carbon or bituminous matter was derived. This, I do not consider a reasonable or common sense view of the matter. Carbon is one of the elements of which the earth is composed. In the table giving the periodicity of the elements it comes sixth in the order of increasing atomic weights. It is an element formed like all the rest were formed, and must be as common to the interior of the earth as the rest of the eighty-odd elements so far discovered. The spectroscopic analysis of light from the sun, and the stars, shows the presence of carbon in the sun and in the colder stars. Thus with carbon, an element, found throughout the universe as well as on the earth, it is entirely reasonable to consider it as present in the interior of the earth with the other elements. Such being the case, the magmatic origin for the various forms of carbon in rocks and ores is a rational and logical conclusion. If but a small fraction of thought and effort was made along these lines, which is made in fostering the idea of the organic origin of the carbon found in the earth's crust, untold advances in this phase of geological science would result.

Jan 1, 1925

By P. Roman, L. Daneshmend

"During the last decade, mining companies have been overwhelmed by technological solutions to perceived problems. This is particularly true with information technology where rapid advances have resulted in a professional climate characterized by technomania — the perception that failure to adopt emerging technologies will result in a loss of competitive advantage. This paper describes the applicability of structured analysis and design techniques as an appropriate methodology for integrating emerging technologies in the mining industry. The potential of this approach to improve overall mine effectiveness through improved communication and co-ordination between operations and maintenance is discussed. IntroductionA strong working relationship between the operations and maintenance departments in both open pit and underground mines is fundamental to the overall success of the mining endeavour. Unfortunately, for many mines, this characterization is far from accurate. Short-range production targets dominate the day-to-day management of the mines. This can be seen in Bostwick and Buchanan’s (1993) report on American Barrick Resources efforts to achieve an aggressive 415 000 tpd mining program at their Goldstrike operation in Nevada. When production managers do not meet their quotas, the finger is often pointed at maintenance. As a result, a confrontational culture can develop between the two organizations, resulting in a lack of cooperation that exacerbates the problem. Historically, production planning has taken priority over maintenance planning. This is reasonable since production is the primary purpose of the mine with maintenance serving in a support role. This basic relationship remains intact today. However, the trends toward mechanization, increasing levels of automation, and larger equipment, have resulted in increased reliance on the equipment used in the mine. As a result, downtime costs now go well beyond the direct labour associated with the repair of the machine. Lost production costs due to downtime resulting from failed equipment are becoming an increasingly important factor in determining a mine’s overall economic performance."

Jan 1, 2001

By P. Cheung, J. Gulyas, R. Clary

Over the past 50 years, the use of autoclaves in the metallurgical industry has evolved from final metal recovery (hydrogen reduction) and purification (sulphide precipitate oxidation) to treating whole ores and concentrates. Recent process developments, such as the use of autoclaves for laterite leaching, have necessitated higher temperature and pressure operations, which in turn have seen marked advancements in technology and manufacturing capabilities to keep in step with process demands. This paper will discuss the advances in technology in terms of design, materials and construction of autoclaves and liners, typical dip tube design and geometric layout. This paper will also address specific auxiliary equipment, such as acid and steam injection systems, and components, such as agitator seal systems.

Jan 1, 2004

By A. Perucho, J. P. Harrison, A. Bedi, L. Alejano, L. Lamas, A. Sofianos, A. M. Ferrero, R. Migliazza, R. Olsson, J-F. Mathier

"In 2010, the Eurocode for Geotechnical Design, EN-1997-1:2004 (CEN, 2004), informally known as Eurocode 7 or EC7, became the Reference Design Code (RDC) for geotechnical design – including rock engineering design – within the European Union (EU). EC7 is one standard within the comprehensive Structural Eurocode suite, which as a whole has been also adopted by a number of other countries beyond the EU. EC7 is thus becoming a key design standard for geotechnical engineering worldwide.As part of the Structural Eurocode suite, EC7 requires designs to adhere to the principles of Limit State Design. However, it is not clear that current rock engineering design practice can satisfy this requirement. In addition, evidence is accumulating that EC7 is currently difficult to apply to, and may even be inappropriate for, rock engineering design. These issues may be due to the fact that the development of EC7 to date took place without any formal input from the international rock mechanics and rock engineering community.In early 2011 under the auspices of CEN (Comité Européen de Normalisation / European Committee for Standardisation), EC7 entered a formal period of maintenance which was aimed at improving the applicability and ease-of-use of the Code. This maintenance cycle will conclude in 2020 with the publication of a revised version of EC7.This paper describes a number of critical aspects for rock engineering in the context of EC7, inparticular the following:– the history of the Structural Eurocodes and the concepts they embody;– the nature of Limit State Design and the challenges and opportunities it poses for rock engineering design;– the formal means by which the Structural Eurocode maintenance cycle proceeds;– the plans currently being developed for improving EC7 with regard to rock engineering design and construction;– the unique and vital opportunity for the entire international rock mechanics and rock engineering community to comment on the Code and make suggestions for its improvement."

Jan 1, 2015

By M. Hitch, M. B. Lytle

Resource development conflicts arise largely due to differences in worldview between those who support and those who oppose development. This paper illustrates how societies and civilizations with different worldviews produce different levels of creative and economic energy. A questionnaire was created to build a database of responses to test whether worldview and resource development are correlated. Factor and multivariate regression analysis determined correlations for respondent groupings. Results showed a positive correlation between the respondents\u2019 worldviews and their attitudes toward resource development. Correlations became stronger as the homogeneity of the sample subgroups increased.

Jan 1, 2017