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By Anton Gronningsater

AT the present time we hear a great deal about organization of labour, collective bargaining, workmen's councils, and company unions; about C.1.0. with its principle of vertical unions and A.F.L., largely based on craft unions; and about provincial and federal laws for protection of labour's right to collective bargaining. What we perhaps hear too little about is corresponding organization of the employers, although it recently is mentioned more frequently. I will only mention W. H. Davis, Chairman of the United States War Labour Board, who has had and is having plenty of experience in this field and has also studied labour conditions in Europe-in Sweden for instance. He has repeatedly expressed the opinion that where employer-employee problems are involved, a thing badly needed in America is organization of employers as well as employees to get some order in the present chaos. With this I agree. I believe a strong organization on one side necessitates a correspondingly strong organization on the other side; that has at least been the experience in the industrialized countries in Europe. I happen to be fairly familiar with conditions in Norway, where they have struggled with these problems for fifty years, and a talk on the history, development, and present state of employer-employee relations in that country might perhaps be of interest as giving a general picture of the development of such relations in the northwestern European countries as a whole. The talk was originally given to the Fourth Year students in Mining and Metallurgy at the University of Toronto. I have changed it somewhat to fit a different audience, but I hope you will make allowances if you now and then are reminded of the school auditorium. I will try to be as objective and factual as possible, but it is probably unavoidable that some of what is said is coloured by personal opinion.

Jan 1, 1943

By S. H. Logan

Mr. B. Neilly: A week or so ago the Secretary was good enough to forward me an advance copy of this paper by Mr. Logan and it was suggested that I comment on it at this meeting. At that time I was not very certain that I would be here, so I committed my thoughts to paper. As a matter of courtesy to Mr. Logan, I sent him a copy of my proposed remarks and I would like to give you just what I sent to him. Appreciating fully Mr. Logan's ability and many sources of information, one naturally hesitates to question anything seriously set forth as his considered opinion. Neither does one of my political stripe like to accuse him of being too 'conservative.? However, in places his paper reminds me of another general manager of a Canadian bank. While I was still Secretary of the Ontario Mining Association, this general manager wrote asking for our forecast on the current year's mineral production, stating that he proposed to refer to such production figures in his annual address to his shareholders. The request was considered very complimentary to the Ontario Mining Association and, in my opinion, justified a great deal of serious study and effort. Finally, the estimate was prepared and forwarded, showing a modest increase over the previous year's total. Picture our surprise and chagrin on reading his address to find that he predicted not an increase but, if you please, a decline of over $10,000,000. Before I cooled off I wrote asking the basis of such a prediction and got a reply to the effect that men in his position had to be ultra conservative in picturing the future.

Jan 1, 1931

By R. D. Brown

In view of the many changes which have taken place since 1950 in the rules of the Income Tax Act concerning the deduction of exploration and development expenses, many corporate taxpayers each year face the tedious task of determining which particular rules their unclaimed exploration and development expenses are subject to and in what sequence these expenses are to be claimed. Recent amendments to the Act have cleared up some of the mystery of the "ordering" of these deductions. This article examines the sequence in which various categories of exploration and development expenses are to be deducted in accordance with the terms of the Act as amended by Bill C-11.

Jan 1, 1978

By John D. Lupton

This paper will discuss the benefits and advantages of using 3D survey data in stope analysis. Obtaining detailed 3D survey data of underground mine progress and production is a challenge. It is almost impossible to ?see? around corners, underneath overhangs, or deep into dark, dusty, humid underground voids. Thus, valuable ore can remain permanently encased in backfill. Without the benefit of 3D survey data, underground mines have the difficult task of meeting grade quotas without the benefit of knowing exactly what has been mined. Lack of this data usually results in unfavorable month end Reconciliation factors, where grades must be adjusted to match grades assessed by the Mill.

Apr 1, 2005

By Wm. L. Giachino

"Over the last 10 years, C-1-L has played a significant role in the major advances that have taken place in blasting technology, among them the following: development and introduction of capsensitive slurries; development of bulk slurry systems both for underground and open-pit operations; development of the TOE-DET and ANODET systems of delay blasting;introduction of the NONEL system of initiation;development of the Vertical Crater Retreat (VCR) system of mining.This paper identifies areasin which we foresee further developments in blasting technology over the next 10 years and outlines how and to what extent C-1-L will become involved."

Jan 1, 1980

By W. L. Single

"LET ME FIRST OF ALL thank you for sending this invitation to me to participate in this Annual Meeting of The Mining Society of Nova Scotia. As an engineer, although I don't get an opportunity to practice very much engineering these days, I am, of course, always pleased to be able to meet with my fellow engineers to exchange views, but I must admit that today I feel a little bit out of place in the midst of all the experts that are here today. Let me make one thing clear - I'm a generalist! Your program states that I am to make a keynote address. I have always thought that a keynote speech is one that says something that has not been said before - announces some new program or policy, or says something startling. I am sure you will understand when I tell you that keynote addresses are made by politicians and that civil servants speaking publicly are usually expected to give an account of what is, or what is likely, to happen as a result of policies that have been announced in keynote speeches by politicians. I am reminded of a statement by a distinguished parliamentarian who said, ""However exalted a civil servant may be, he is not above the elected officials."" So today I will confine myself to giving you an overview with particular emphasis on the development side of oil and gas. The theme of ""Oil and Gas"" is a topical one these days. I suppose it's because of all the copy that is being generated by the media on the U.S. energy crisis, the Mid-East situation, the fact that most of the world's proven oil reserves are in Arab hands and, of course, the accelerated exploration activity that is taking place in the North Sea, in the Arctic, and off the coast of Newfoundland and Nova Scotia."

Jan 1, 1973

By Mafalda Arias

Most mining and mineral exploration companies? operate in remote locations, in Canada or internationally. Not knowing the cultural imprint of your team and the places where your company is active, may lead to problems. To set the foundation for a better world, it?s important to built trust and relationships inside your global team, within communities and together with stakeholders. Building the ?invisible asset? and developing intercultural awareness is an important part of leadership programs for geologists and engineers on your team, and should be a key component of your Corporate Social Responsibility initiatives. Why is culture important for mining and mineral corporations in their CSR initiatives? Because culture is the foundation of your organizational identity. Understanding the impact of identity, for an organization and for each individual, will provide a description of the experiences and values that affect every work placed interaction, with your clients, with colleagues, with suppliers, with the community of the host country. Each one of us sees and evaluates the world through our perceptions. Through these perceptions we give meaning; how we view and understand our reality which sets the tone for how relationships are built. This is what I call building the ?invisible asset?. Identity, experiences, values and beliefs are invisible commodities, locating them can be as difficult as finding a mine. But if they are not located, the commodity does not have value. Just like in the work we do in our industry. For example when you are working in an underground gold mine and the vein is lost, you keep on working and trying to find the vein; time passes, money is being used and no results. You decide to bring an expert on this type of deposits who gave you directions that allowed you to find the vein. To be a responsible citizen of the world and to set the foundation for a better world, it is imperative to go deep, as deep as your next drilling program, because only there and then, can you develop the cultural sensitivity and the ability to become an agent of change for responsible, sustainable and profitable businesses.

Oct 1, 2010

By A. Eltringham

Operations downstream of mining and beneficiation are still being subjected to increasing scrutiny as highly capitalized projects have been either slow to achieve their targets or have actually failed to do so. Leaching and smelting projects have fundamentally high calls on capital and technology as reaction rates are increased and the capture and disposal of unwanted products are subjected to greater restrictions. Separating value from waste inherently becomes riskier as the purification of the desired product imposes greater demands on the process to produce benign wastes. When we superimpose on the chemistry of the project severe predictions of throughput rates, that bring in facets of manufacturing, we are introducing complexities that the records show are not handled well. This paper discusses some of the more common challenges that operators face and what methods are available and are likely to be successful in preventing the loss of value as projects are brought on-stream. This thinking needs to start much earlier and at greater intensity than our industry has normally chosen to employ.

Jan 1, 2011

By J. F. K. Brown

WHEN I first received the kind invitation extended to me by the Mining Society of Nova Scotia, I read over very carefully the suggested title-"The importance of long-distance planning and budgetting in modern methods of mining, and the advisability of working to some definite plan". I came to the conclusion that I might as well confess my inability to handle properly such a vast and intricate subject within the scope of any one paper. More properly, I think a round-table discussion should be indulged in-a sort' of symposium carried on in similar fashion to the World Power and Coal Conferences- you know, a committee for this, a committee for that, and, finally, a committee to see what the committees are doing. Weil, your Secretary's suggestion is just like that- much too comprehensive for any half-hour's presentation. As a paper, also, it either becomes too general and therefore uninteresting, or i.t descends into detail and describes means and methods to the end desired, which have little attraction because they were designed to meet quite different conditions than those my audience would mentally be considering. Of the two evils facing me, I have chosen the one that sticks to the generalities. Your Secretary's query almost automatically divides itself into two distinct phases: First, the importance, and second, the advisability, of planning. Let us dwell for the moment on the second, because, if we can prove advisability, that leads to desirability and, finally, to doing. Proving is the difficult part of the little problem. Here was something I, personally and as a mining engineer, had been battling for all my corporate life without being able to prove it to anybody. Then I saw the way out of that. I perceived I could put that little question of advisability on another basis altogether-:put it in the class of "coming- some day- soon" whether you or l or anybody else liked it or not; call it, if you please, mandatory, certain, necessary, enforceable planning. All of which means that the problem of advisability has rather suddenly become the very practical one of "how to do it". Why?

Jan 1, 1937

By M. F. Vancas

Control of the interface elevation between the aqueous and the organic phases in typical settlers is a fairly straight forward principle. However, when looking at the details involved in actually designing the aqueous and organic discharge launders and weirs, one comes to realize just how sensitive the system is to small variations in operating conditions and/or parameters. This discussion focuses on the details that must be considered during design, looks at the various types of control systems typically used (from the basic manual systems through to full automation), and equally importantly, looks at what happens in an operating plant when the conditions and/or operating parameters change.

Jan 1, 2007

By Jianping Zhang

QUESTIONS: ?? Is it more expensive to find an ounce of gold in Canada today than 50 yrs ago? ?? Did the Canadian gold industry find more gold than they mined? ?? What is the future sustainability of the Canadian gold industry? ANSWERS: ?? The gold discovery costs in real terms only increased slightly from 1946 to 2000. ?? Though the Canadian gold industry mined more gold than they discovered in the period, when undeveloped deposits are taken into account, the deficit was merely 12 million ounces. ?? The Canadian gold mining industry would be sustainable in the foreseeable future, particularly, given the overwhelming predicted promising gold market in the mid/long run.

May 1, 2006

By Peter Lighthall

What is an engineering firm?s role? ? The ideal situation is a life of mine service alliance with the owner ? Engineering firms are long term custodians of information ? Maintain consistency with established closure objectives, adjust closure plans to meet changing situations and technologies ? Develop range of solutions and present owners with risk profile The mine closure planning process ?new mines ? For metal mining, geochemistry is the issue ? The planning process: ?Sampling ?Waste characterization ?ARD prediction ?ARD control strategies ?Life of mine waste management planning ?Assessment of residual impacts ?Development of strategies for dealing with residual impacts ?Estimate closure costs ?One time decommissioning and reclamation costs ?Ongoing treatment/maintenance costs

May 1, 2006

By H. C. Boydell

Those connected with mining, prospecting, or mining geology in northern Ontario are familiar with the fact that it is a comparatively unusual thing to have assayed a sample for which the assay report shows no gold. Values of 20 cents to 80 cents per ton, or even higher, are extremely common. Whilst contamination by fluxes, faulty manipulation, or a desire, on the part of the assayer, to sugar-coat the pill for the client, may account for 20 to 40 cent values at times, it is un1ikely that they would a1ways do so. Exonerating the assayer from being necessarily at fault, what can be the cause of such a widespread distribution of gold (and silver) in minute quantities- of a dissemination .that, in the writer's experience, and so far as he is? aware, is not met with on a simi1ar scale in other parts of the world? Explanations that suggest themselves are, that the dissemination is due: 1. To a very widespread auriferous minera1ization, post-dating (epigenetic) the formation of the rocks in which it occurs. 2. To a general syngenetic distribution of gold in the volcanic rocks of Keewatin age that form so large a part of the sections of northern Ontario that have been prospected.

Jan 1, 1928

By Karl J. C. Harries

"5.1. INTRODUCTIONThis chapter is intended as a general overview of the subject of royalties between private parties – royalties extracted by governments are not dealt with. This same subject is covered in detail in Volume II, which critiques many sample provisions taken from agreements, giving both pros and cons. If you find something that interests you in this chapter, check Volume II for extra information. Detailed cross-referencing to Volume II has not been attempted, however, most subjects mentioned in this Chapter will also appear in Volume II, usually in greater detail. Reference should be made to the Index.A Brief History of Royalties1In the early days of mining in Canada, the tendency was to sell a claim for cash and to move on, using the stake to look for and stake more prospects. As prospectors became more sophisticated and Canada’s North opened up, the market for properties and the number of mining properties available increased dramatically. Speculation and the practice of consolidating several small properties into one large holding entity became common. In “hot” areas, the speculators2 could far outnumber the prospectors, many of the former having little or no prospecting expertise but lots of market and promotional savvy. However, to consolidate a number of small parcels into one large project can be expensive, and many of the parcel owners became interested in keeping a share in the project, rather than giving up everything. Speculators who were trying to consolidate small parcels wanted to minimize cash payments to parcel holders (usually they did not have much cash and preferred it flowing in their direction rather than away from them). Accordingly, non-cash transactions were developed to meet the aspirations of both owners and speculators."

Jan 1, 2003

By Karl J. C. Harries

"4.1. INTRODUCTIONThis chapter, although divided into four parts, deals with only two principal topics. The first briefly describes and discusses some common types of property interests and considerations relating to them and the second deals with entering upon privately owned lands and obtaining the consent to do so.It should be noted that the terms “mining rights” and “mineral rights” are used interchangeably. As so used, they include the right to exploit the minerals and dispose of them for the benefit of the owner/lessee. This is relatively common in common law jurisdictions. In some jurisdictions, the two terms have distinct meanings, with “mining rights” referring to the right to work or exploit the minerals and “mineral rights” referring to the minerals themselves.Finally, it must be mentioned that the comments in the Introduction and §§ 4.2., 4.3. and 4.4. are based primarily upon Ontario law and Ontario’s mining and real property systems of registration. They have been included for illustrative purposes.4.2. LICENCES, CLAIMS, AND LEASESIn most jurisdictions, there are several basic types of interests that can be obtained from the state for mining purposes and that are of interest to the explorationist, as opposed to the operator. Different jurisdictions will have variations of these and possibly some extra ones that will address special purposes or local concerns. In virtually every jurisdiction, privately owned property rights are obtained through negotiation between owner and acquiror.Exploration or prospecting licence. This licence grants to the holder the right to prospect over a large tract of land and the exclusive right to acquire mining claims within that tract for the term of the licence. Such licences are usually negotiated documents requiring a minimum expenditure during the first year (often secured by a deposit or surety bond) and minimum annual expenditures thereafter to continue the licence in force up to its full term. The term will rarely exceed four years. The number of claims permitted to be staked will be limited in some way, possibly as to a maximum aggregate area or a maximum number of claims per annum. It is normal for the holder to have to drop part of the licensed area each year, so that the area shrinks annually, although exploration expenditure requirements will usually increase.These types of licences are usually used by governments to encourage exploration of otherwise unattractive or remote areas, such as the far northern parts of some of Canada’s provinces. They do not grant any real property interest in the area for which they are issued, and they will be subject to any claims or property rights that exist in the area. They are contracts with the state that grant certain exclusive rights in return for commitments to carry out work. They may or may not be specifically authorized by statute."

Jan 1, 2003

During the past decade, the miner-al industries have been faced with an increasing shortage of engineers. The point has now been reached where the shortage may be termed critical. This shortage may be attributed directly to declining enrollment in the mineral science programs offered by the universities on this continent. Although the reasons for declining enrollment are undoubtedly many, two major hypotheses may be postulated. The first is that high-school graduates are either unaware of the mineral industries and the opportunities in them or that they are aware of them but have somehow obtained a false image of their true nature. The second is that they are aware of the true nature of these industries and the opportunities they offer but find them exceedingly unattractive. The problem of dwindling enrollments has, in recent years, been subjected to a concerted attack by the industries and professions concerned. However, their efforts to date have been based essentially on the first hypothesis. Sufficient results are now available to suggest that either the methods of attack are inappropriate

Jan 1, 1965

By Karl J. C. Harries

"The following is an outline or check sheet of some things that might be looked at when considering the concept of a royalty or royalty provisions. It is not intended as a guide to what is right or wrong (that is for the parties to decide). It does not replace the discussions in this work and is not intended to be a complete or exhaustive compilation of matters to be considered. It presumes that you are familiar with the basic concepts of royalties and has been included as an aide memoire only. Use it as such, with caution and common sense, and amend it to suit your needs. Remember also that brevity can result in inaccuracy or imprecision. This is a danger in many points below.The section references are for the sections where the matter is the main subject of the section – see the index for other sections.Royalty TypesNet Proceeds [§§ 5.8.; 11.4.]• No accepted or understood meaning within industry.• Literal meaning, if not defined, would imply “net operating profit”.• Often defined as net profit with revenue base of proceeds from sale of product.• Should not be used without detailed and clear definition. Net Operating Profit [§§ 5.8.; 11.4. – referred to only]• Net profit without recoupment of pre-production expenditures.• Revenue base: usually proceeds from sale of product.• Operating costs deductible.• Some reserves may be permitted.• Recoupment of some post-production capital expenditures may be permitted.• Not often seen as basis for royalties in Canada."

Jan 1, 2003

By Larry M. Southwick

There have recently been executives at major metals companies who have recommended that Greenfield Projects not be pursued. Greenfield includes not only new geographical locations, but also new technologies and new types of feed materials. In the middle part of the 20th Century, two such projects were successfully commercialized to recover nickel from Cuban lateritic ores. One project (at Nicaro) used the Caron ammonia-ammonium carbonate leach and the other (at Moa Bay) a high pressure acid leach. How both of these projects dealt with these Greenfield issues will be reviewed, based on the original reports that described the research and development of the plants. This study will include a review of the critical ore characterization and sorting issues, as well as the extractive metallurgical, product recovery and equipment selection and sizing problems and how they were solved at each stage of project development, from laboratory through one or more pilot scale plants to start up and operation. In one case, a major revision of the plant was made after several years of operation to correct operating, equipment selection and materials of construction problems that hindered economical operation. These descriptions will provide a guide through the complicated and critical issues that in recent times have caused many companies to give up on similar development. Even with the more advanced analytical and computational tools available to today’s mineralogists, engineers and metallurgists, the basic concepts with which these projects successfully addressed their sets of problems are still required. In addition, upper management, now perhaps further removed from hands-on experience than was common then, will see how complicated problems require intense and detailed effort to avoid failure in the field and capital blowouts. Build it and we will make it run, kicking the can down the road and borrowing operating and design concepts incorrectly on technological issues, or nine year olds on a sugar high making financial decisions are not philosophies by which to succeed with Greenfield Projects.

Jan 1, 2014

Mine Evaluation Engineering , Operational and Social evaluation. Focus is on what opportunities are available. Social ??History ??Past Management Practices ??Community / Available labor force Mining Method / Equipment ??Competent rock ?little support required, no backfill ??Shallow mining ?ramp mining, no shafts or hoisting ??Large scale mining potential ??Simple rock breaking and crushing on surfaceMill Process ??Straightforward gold liberation process Create a Plan / Create a Team Following the feasibility 44-101. Key people were hired and a full operational Business Plan was developed. Focus is on how to get the job done. ??Scoping Study / Pre-Feasibility / Feasibility ??Operational Business Plan ??Hire key people ??Purchase key equipment

May 1, 2006

By Karl J. C. Harries

"2.1. INTRODUCTIONNo agreement can be perfect in the sense that it contemplates and provides for all eventualities. Mineral acquisition agreements are usually negotiated and drafted at a time when an orebody is no more than a gleam in a geologist’s eye, so it is hardly possible to provide for development and operation in other than the most general terms. However, an agreement that stops short of contemplating the possibility of an orebody and production is ill-advised. Accordingly, it is important to provide procedures to make decisions that will let the project proceed, even in the face of a fallingout between parties. Whether the parties are shareholders in a corporation or venturers in a contractual common undertaking like a joint venture, differences of opinion and disputes will occur. Unfortunately, more and more are ending up before the courts. Besides greed and the growing tendency in society to fight rather than talk, there are other factors that contribute to the increase of litigation. In some jurisdictions, agreements have tended to become complicated, often defying interpretation, even by a lawyer, and explorationists want their budgets to go into the ground as constructive work rather than into a lawyer’s pocket. All this has led to a growing tendency for corporations to take the attitude that the chances of finding a mine are, at best, marginal and there are lots of earlier agreements in the files to draw from, so why not prepare their own agreements? As discussed in the preceding chapter, this can be folly. All these factors can quickly have parties facing each other in court while a project sits idle. Added to this is the problem that, in some jurisdictions, lawyers may take cases on a contingency-fee basis, sometimes promoting the pursuit of a nebulous claim.When an orebody is discovered, someone will always want some, or more, for himself. There is a breed of “prospectors” who prospect for legal actions, on the somewhat sound grounds that a major corporation will buy off nuisance litigation, rather than incurring the cost and effort of attacking even a poorly founded claim in the courts. They may even find a winner. Besides, it is far more comfortable and relaxing to prospect for problems and legal niceties than to prospect for an orebody.1 In short, it is appropriate to consider briefly some of the factors relating to lawsuits and judgments. Although many of the comments are made in the context of the common law and the Canadian legal system, most of the concepts and suggestions are applicable to any legal system."

Jan 1, 2003