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By Ish Grewal

The ACACIA Reactor - Introduction What is it? The Acacia Reactor is a fluidized bed high intensity cyanide leaching system. Purpose for its existence? The Acacia Reactor was developed to treat high grade gold concentrates generated from primary gravity concentration systems. Why intensively cyanide leach a gravity concentrate? Current secondary upgrading processes, such as tabling, create significant losses of fine gold that is initially recovered in the primary gravity concentration units. Additional benefits include improved security and a reduction in health hazards associated with calcining.

May 1, 2002

By C. O. Staples, J. G. Morrow

The application of cationic flotation to the upgrading of magnetic concentrates was investigated in the laboratory by both batch and continuous test procedures. It was found that the collection of coarse gangue particles with amine, heretofore considered a serious obstacle to this particular application of cationic flotation, is greatly enhanced by a drastic reduction in what might otherwise be considered normal impeller speed. Gangue flotation is in-dependent of variations in the rate of aeration. The collector and Crother additions and the impeller speed which favour the formation of a matte froth yield optimum results.

Jan 1, 1966

By Larson. William

What is Lunar In-Situ Resource Utilization (ISRU)? ISRU involves any hardware or operation that harnesses and utilizes ?in-situ? resources to create products and services for robotic and human exploration In-Situ Lunar Resources ???Natural? Lunar Resources ??Discarded Materials Lunar ISRU Products and Services ??Excavation, Site Preparation, and Outpost Deployment/Emplacement ??Mission Consumable Production ??Outpost Growth and Self-Sufficiency Benefits of ISRU ??Increased science and exploration hardware (instead of consumables) ??Increased safety, crew exploration time, and self-sufficiency ??Technology spin-in/spin-offs help recycling on Earth & space economy

May 1, 2009

By N. Aslin, R. Clark, G. Heferen

The methods of harvesting copper from stainless steel mother plates has been investigated from fundamental and operational experience perspectives. At least five different harvesting techniques have been identified that have different effects on product quality, current efficiency, current distribution, growth morphology and ease of stripping. Each method is examined from fundamental principles to understand what occurs during the harvesting process and why the particular effects are manifested. Experience from plants operating the harvesting method is provided to show that the fundamental understanding is relevant. Best practice harvesting method and harvesting management are described.

Jan 1, 2014

By Andreas Oberrauner

Content ? What is? an introduction ? Crushing technology ? Conveying in pits ? Pit-exiting strategies ? Mine Planning in IPCC ? Summary/Conclusions EHS slide ? Sandvik?s objective is zero harm to our people, the environment we work in, our customers and our suppliers ? Current EHS-figures will be added in August! Who is this? Andreas Oberrauner ? Born in Austria ? Living in Cologne (Ger) ? Mining Engineer ? Montanuniversitaet Leoben (Austria) 2000-2005 ? PhD on Mineral Processing 2008-2012 ? Sandvik Mine Planning Department ? Main task: Provide practical and efficient solutions for mining-challenges

Aug 1, 2013

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 Marius Jacobs

"Safety performance in many companies and even industries has stalled in the few years. Accidents rates are at a "plateau" and yet, serious accidents and fatality rates are not. In more dramatic cases, such as in the BP Texas disaster, organizations that have "exemplary" safety statistics, suddenly have a catastrophic or multi-fatality event occurring. Other classic examples are the Piper Alpha disaster and NASA’s Challenger and Columbia disasters and even the Chernobyl nuclear reactor. Looking into the root causes of these accidents provides an insight into the events and deficiencies that led up to the accident, but what are the common features in the organization’s mindset? What characterizes these organizations’ decision-making, their approach to safety and to risk and are there specific cultural features that can be delineated? The research and review presented in this paper covers a period since 1994, which started in the Australian resource industry and since then covered international events. The features of these organizations are summarized as the seven deadly delusions, based on extensiveresearch since 1997 of organizations that suffered unexpected disasters.The Piper Alpha Oil Rig disaster in the North Sea, on the 6 July 1988, was one of the most pivotal events in safety around the world. It changed the thinking and focus of governments, whole industries and led to numerous books and papers. It resulted in new legislation, textbooks and a critical self-examination by the oil and gas industry.In short, an explosion and fire occurred when a pipe started leaking gas and ignited. A temporary flange, with no safety valve, was used to block off this pipe during a maintenance operation the previous shift. The permit to advise operators not to start the pumps on this line was misplaced and lost. Several deficiencies, problems and system failures coincided. A key factor was that the water deluge system was inoperable at the time and failed to extinguish the large fire that erupted, followed by an even larger gas explosion. The accommodation unit, situated on top of the oil rig, was the main "killing field" - most men gathered here to await instructions (which never came) and where they died from smoke inhalation. Later, a large explosion of the gas pipeline from an adjoined rig exploded and killed more people.The line of events and the associated system failures are all very relevant in the analysis of the accident, and provide the only insight into what caused the accident. But much "further back", inside the organization’s culture, lurks more dark matter. The first inclination is to ask what was "deficient" in the culture. Did they not care enough about safety, or about their people? Did they have a culture where production decisions were more important than safety considerations? Did they ‘coerce’ supervisors and employees to ignore safety precautions or did they just "fly by the seat of their pants"?Not surprisingly, it is very difficult to identify the true nature of the culture in that business because in such an aftermath of death and destruction, no one dare say that the safety culture was a ‘positive one, focused and caring’ or that the company was doing well in safety and that this is only a freak accident. Indeed, there were many deficiencies in the organization’s systems and procedures, such as the permit to work system.But there are some niggling questions: How is then that the Piper Alpha Oil Rig was actually considered the company’s most productive and safest oil rig in the North Sea? Why would this rig win a safety competition, 6 months before the disaster, with the deficient permit as its most outstanding successful system?"

Jan 1, 2014

By Brian W. Mackenzie

The paper addresses five questions concerning the economic of gold exploration in the western Canadian shield. Can historical footprints be used to project future gold prices for exploration planning? Experience suggests that gold price forecast are too clo ely tied to current market events to provide meaningful guidelines. What range of breakeven gold price will typically be required to ju tify gold exploration in Canada? Minimum price requirements. initially asses ed at $540 to $1080 per ounce, probably lie in the range of $480 to $760 per ounce (expressed in 1985 Canadian dollar). Within Canada, what role do regional conditions and taxation policies play in determining the viability of prospective gold exploration targets? Striking interprovincial differences are found to exist, given the same geological circum tance -Nova Scotia, ew Brunswick, and Quebec rank towards the top in term of motivating exploration, Briti h Columbia provides the least investment incentive, while Saskatchewan and Manitoba place around the middle of the Canadian league. How can minimum acceptable tonnage-grade conditions for gold targets in the western shield be established and, then, constructively applied to provide exploration planning guidelines? Minimum target conditions, realis tically defined in terms of a broad band of doubt, can be used judiciously to help balance the direct costs of uneconomic exploration with the opportunity costs associated with rejecting economic deposits. How does the average cost per ounce of gold discovered in the western shield compare with the overall Canadian experience? Average discovery costs for the we tern shield, apprai ed at $100 per ounce, are shown to compare favourably with the Canada-wide record.

Jan 1, 1986

By Etienne Roy Grégoire

Since the early 1990s, the Canadian mining industry has been increasingly defined by the signing of Impact and Benefit Agreements (IBAs) between mining companies and Aboriginal peoples. While these agreements are intended to complement the legal system, they also serve to establish the legitimacy of mining projects and to encourage the harmonious integration of these projects into their social and environmental contexts. Beyond their practical implications, what are the effects of such agreements on the ability of Aboriginal communities to access the institutional space where the authorization of mining projects and the conditions of their implementation are decided? Can we view IBAs as a preliminary step towards the operationalization of the principle of Free, Prior and Informed Consent? This paper aims to explore the potential of IBAs as a sustainable solution to the legitimacy issues that result from the implementation of the formal regulatory framework governing mining activities in this jurisdiction. We highlight what constraints and opportunities the James Bay and Northern Quebec Agreement (JBNQA) engenders for local communities and draw attention to the ways in which the negotiation of the Raglan IBA and the environmental evaluation processes act upon each other. We find that certain structural problems - and problems of legitimacy ? related to mining in Northern Quebec cannot be solved by the sole signature of an IBA, which suggests the need for caution when considering such agreements as a panacea. The Raglan case demonstrates that IBAs, like other modes of regulation relying on the direct interface between companies and communities, would benefit from a stricter framework and more explicit ties with official regulation channels.

Aug 1, 2013

By Stanley Davidson

Introduction The ore deposit mined by Falconbridge Nickel Mines, Limited, is one of the numerous nickel-copper sulphide bodies marginal to the large oyster-shaped mass of differentiated norite in the Sudbury district, famous as the world's most important nickel producing field. The unique character of the ore deposits of the district has resulted in its intensive geological study over a period of more than fifty years. The results of these studies have given rise to a voluminous geological literature and to a great deal of controversy as to the genesis of the ores. This description of the structural geology at the Falconbridge mine is presented in the hope that it may form a small part of the chain of evidence leading to a reasonably satisfactory explanation of the ore genesis. The mine, named after Falconbridge township in which the deposit occurs, lies along the southeast margin of the norite mass which, however, is here concealed beneath a deep mantle of glacial sands and gravels averaging over 100 feet in thickness. As a consequence, the deposit was not discovered by the early prospectors, and it was not until 1916-17 that E. J. Longyear, of Minneapolis, located the ore by drilling. The discovery was foreshadowed in 1899 by the work of Thomas A. Edison, who found indications of the deposit by what is believed to have been a combination of magnetic and electrical geophysical surveys. He sank a prospect shaft over what has to date proven to be the largest and richest ore section in the mine. A wet quicksand layer at the rock surface proved impenetrable, however, and the "Edison' shaft never reached bed-rock.

Jan 1, 1946

By Jean Vavrek, Rob Barber

"What is CIM’s role on a planet-wide scale?That question has been coming back to the forefront of many discussions regularly in the months since we came on board as Executive Director and Vice- President International. CIM, by its name and by the nature of its history and make up, has mainly been a Canadian entity. It has been created by an act of Canadian Parliament and it is set up to work within the Canadian federal and provincial framework.Yet the name CIM is one well known and recognized for quality and professionalism worldwide. One could say that CIM has established a level of brand recognition that transcends it name and its origin. CIM has also evolved with the times, as the world has evolved and more so as the world of mining has evolved. So we stand today with a fairly large portion of our membership residing outside Canada and outside the United States. We also stand today looking back at the role CIM has played in events that we have been partners in organizing outside Canada; and for a long time CIM has provided insights into what is going on in the rest of the mining world by inviting authors and by featuring topics from around the globe.Today, Canada is still a leader in the mining industry. Canadian mining companies are involved in exploration and operations around the world. Canadian operations serve a good portion of the global demand of many metals and minerals, recently adding diamonds to the slate. Canadian expertise in various areas also makes Canada a good base for exporting a wide range of products and services around the world."

Jan 1, 2004

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 B. J. Clauzier

"The Falconbridge Limited approach to employing communication equipment is first, to determine what is required in a given situation, second, to evaluate the possible alternatives, third, to select the most suitable hardware and, fourth, to determine what modifications, if any, are required to ensure not only successful implementation but continued low-cost reliability. Two examples are examined.The first situation required remote video monitoring of an acid loadout station. Several alternatives for linking to theremote site were investigated, including hard-wired, slow-scan and microwave. A comparison of these alternatives is shown and an appraisal of the performance of the selected microwave link is presented.The second situation required direct voice contact between the two members of an underground tram crew. Alternative solutions are described and an evaluation of the selected system- SHF portable radios - is presented.ObjectivesIn general, projects must have four main objectives: (1) to improve the safety of its operations; (2) to reduce its operating and capital costs; (3) to increase the efficiency of its work force; and (4) to increase its productivity. ScopeCommunication, when used wisely, can be a good tool to achieve these objectives. Projects can be kept simple using existing technology and adapting it to a particular task. To ensure the success of the project, it was necessary: to determine the project objectives; to evaluate the possible alternatives; to select the most suitable hardware; to adapt the hardware to the application, if required; and not to provide more than is necessary.Application at FalconbridgeTo illustrate this approach, two examples of actual installations at the Sudbury Operations are presented, sulphuric acid loadout, and the Falconbridge Mine haulage system."

Jan 1, 1987

By Robert A. Macinnes, Peter Moon, John P. Pappone

"This paper, in presenting the results of the application of the assessment centre method at Texasgulf Canada Ltd., illustrates a novel "" in-use"" technique for manpower training in the mining industry.IntroductionMining history is full of examples of what goes wrong when human judgment fails-disasters, floodings, loss of life and property. We must, therefore, assume the importance of selecting competent people for supervisory responsibility. This article de scribes a method for assessing supervisory ability, its first application in Canadian mining and the result s obtained over the past six years. It is known as the assessment centre method."

Jan 1, 1981

By R. Gordon, J. Palich, W. Qian

The EarthProbe DCIP system deploys tightly spaced electrodes connected to a centralized data acquisition system that enables arbitrary selection of current and potential electrodes through relays. Rapid data collection (approximately 1000 readings per hour) and advanced signal processing allow for efficient use of conventional and novel arrays and the removal of natural and cultural noise. What is unique about the system is its electrode and borehole cable design, which allows seamless integration of borehole and surface measurements. EarthProbe operates in four configurations - surface, borehole, borehole-to-borehole, and surface-to-borehole (a variant of the borehole-to-borehole configuration).

Jan 1, 2011

By G. Grassmück

The question of whether the air curtain principle could be used under conditions prevailing in Canadian metal mines was investigated. A vertical, portable BERRY air curtain was tested, at first in a wind tunnel built at Ecole Polytechnique at full scale (8-by 8-ft cross section) to simulate a drift and its lateral connections, and then in the haulage ways of a metal mine under actual conditions. The results permit us to predict under what conditions this type of air curtain is capable of acting as an air stopping or flow regulator and how it could be further developed.

Jan 1, 1969

By J. Guha, el, G. Bouchard, W. Zuckerk, J. Carignan, G. Archambault

The Gwillim Mine, located 8 km northwest of Chibougamau, is underlain by two mafic volcanic cycles separated by a dominantly felsic cycle. These rocks are part of the Gilman Formation of the Roy Group. The mafic rocks are cut by weak shear zones containing the "North" and "Main" veins, both east-west striking gold-bearing structures dipping 75° to the north. The felsic cycle, which is also gold-bearing, contains textures suggesting a syngenetic origin. The Gwillim Mine presents an excellent opportunity for the study of what may be two coexisting gold deposits, a volcanogenic and a veine type.

Jan 1, 1984

By A. Azizi, P. Blatter, A. Bouajila

ABSTRACT In-situ monitoring of gold dissolution by means of a rotating electrochemical quartzcrystal microbalance unveiled dramatic decreases in gold leaching from sulphide-rich ore after 360 minutes in an actual cyanidation circuit. Pre-oxidation was effective in enhancing gold extraction by preventing a passive film from forming on gold surfaces. This work aims to highlight efforts undertaken to determine (1) how gold cyanidation is limited by passivation, (2) what reactions and mechanisms are involved during sulphide-rich ore cyanidation, and (3) how peroxidation efficiency of an industrial sulphide ore is controlled by galvanic associations between its sulphide constituents.

Jan 1, 2013

By J. R. Donald, K. Scholey

"Nickel has been mined and processed from the Sudbury basin for over 100 years. During this period, the process has evolved into what is one of the largest and most complex mining and metallurgical facilities in the world. This paper will describe the geology and mining of the Sudbury basin as well as the Copper Cliff metallurgical flowsheet circa 2005, including:•,Clarabelle Mill,•,The flash smelting furnaces,•,The bulk converters,•,Matte casting, separation, and processing•,The carbonyl refineries•,Carbonyl residue processing•,Copper processing•,Sulphur productsThe challenges of today and the opportunities for the future are discussed."

Jan 1, 2005

By Göran Bäckblom

The Swedish mining companies LKAB and Boliden, the equipment supplier Atlas Copco, the general contractor NCC and the specialist company Reflex joined forces in 2005 to advance the field of rock technology for the purpose of mining and underground construction. The creation of the company Rock Tech Centre is part of the strategy developed by the Swedish mining industry to strengthen co-operation with industry, academia and society. This paper outlines the current R&D strategies developed for the industry in general, discusses what focus areas are selected and provides some details on the current RTC project portfolio, especially faster and better drifting.

May 1, 2006