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By Bill Almdal

Today?s presentation ? Role of the Regional Issues Working Group ? What does RIWG do? ? How can RIWG?s work benefit Stakeholders? ? Review of forecasts vs. reality ? How have past investment compared to the reality? ? Risks to future growth ? The growth potential is very high and so are the risks ? Examples of outputs ? Housing needs ? Growth in population ? Tires for large trucks The Regional Issues Working Group ? Our vision ? To provide a proactive process which promotes the responsible, sustainable development of resources within the Regional Municipality of Wood Buffalo for the benefit of all stakeholders ? What we do ? Facilitate planning for growth ? Facilitate effective and efficient resolution of issues ? Involve all of the resource developers and affected stakeholders in planning ? Develop plans for sharing benefits with Aboriginal stakeholders ? Benefits for Stakeholders ? Our forecasts include up-to-date information from all developers ? including information on employment and housing needs ? Our forecasts are the basis of planning for many stakeholders ? and can assist in their development planning

May 1, 2002

What Bottleneck? ??Resurgence of BC Mining Industry; ??Climate of heightened activity ?Increases pressure placed upon regulatory agencies; ??Current EA and permitting system, when Federal agencies are involved, remains duplicative and inefficient ?not necessarily leading to better decision making; ??Inefficiencies will impederecovery

May 1, 2006

By Eric L. Hoffman

Sample preparation technology changes Rock Soil Vegetation Analytical Innovation Assay or Geochem Choice of Digestions Choice of analytical method Whats new in analytical technology? Innovations in surface Geochemical Methods Hydrogeochemistry Biogeochemistry Soil Gas Hydrocarbons (SGH) Selective Extractions Glacial Environment Arid Environment

May 1, 2008

By Robert B. Parsons

"Considering the traumatic events of Canadian mining taxation of the 1970s, one wonders at the sanity of anybody who tries to predict what the 1980s might hold for the tax structure of the mining industry. Yet, the author agreed to tackle this task when called upon to do so at the annual meeting of the Quebec Metal Mining Association in June. The text of this ""daring"" speech follows.IntroductionI have been asked to play the part of the oracle at Delphi, and to predict what the 1980s might hold for the Canadian mining industry in terms of taxation. To appreciate the challenge of this difficult assignment, try to imagine someone in my position back in 1972 attempting to forecast the balance of the 1970s. I daresay that ten years ago nobody could possibly have conceived of the devastating and casualty-ridden rollercoaster ride that mining taxation actually took in the 70s. Nevertheless, I shall examine the entrails and try to shed some light on what might happen during the balance of this decade as far as mineral taxation is concerned.If one were to retreat deep into history, one would find that taxation generally served one purpose-namely, to raise revenues for the government. More recently, an important second function has emerged: taxation is increasingly being used as a fiscal tool-a tool intended to mould and shape future events in order to accomplish certain economic, social and political objectives. It is these two main forces-the need (or desire) for revenues and the perceived convenience of using taxation as a fiscal tool-which will continue to shape the tax structure of the future.In our assessment of where taxation of the mining industry may be headed, we should be able to learn something by looking at where we have been."

Jan 1, 1982

By Craig M. Sams

"Variable speed mill popularity has grown during the last 10 years with almost every SAG mill fitted with a variable speed drive. In addition, many of today’s larger ball mills are running a variable speed drive for various reasons. In the past, motor suppliers, especially gearless drive suppliers, have considered mills as being an overpriced rotor. This has lead to mills demanding more torque than what a motor can generate. This paper identifies the reasoning of what has happened and how to mitigate the mismatch in the future. Technical and economical issues are discussed, allowing mill operators to make an informed decision of which path to take in deciding what motor to put on a mill.INTRODUCTIONIt has been generally accepted in the past that motor suppliers and specialists in engineering companies understand the workings of a SAG mill or a ball mill and although there is a fair knowledge within the industry, in regards to mill torque requirements, the advent of variable speed drives in ball mills has shown the writer that a complete understanding of the mill torque requirements are not fully understood.This paper will discuss two aspects of mill torque requirements, (operating torque at various charge levels and start up torque), and how it relates to specifying the proper motor torque requirements.MILL OPERATING TORQUEMill operating torque at a given charge level and density in a mill is essentially constant throughout the entire speed range. For the purpose of this paper, we will take a 38’x 22.5’, 20’ EGL, SAG mill and provide the power draw at variable speeds but fixed loading conditions.The power draw and mill torque of this mill at 8% ball charge and 28% total loading (Highlighted) is shown below as Figure 1, at variable speeds."

Jan 1, 2007

By Stuart Elliot

Brownfield project portfolios are notoriously hard to manage. Day to day there is a constant stream of changes and challenges within projects and across the whole program. When the budget year is over, we?re often left wondering: did the facilities get what they really needed? Did we get value for the capital that was spent? Did we get all the project control and process improvement that we paid for? Great work has been done over the years by the Project Management Institute, Construction Industry Institute and Independent Project Analysis to identify what leads to project success, develop project delivery systems and equip project leaders to perform better. But is attention to individual projects all we need when the job is to deliver a portfolio of many projects? Let?s work with an analogy for a moment, and say a project is like a car, and a project manager the driver. Why can?t all the projects in the portfolio get home in time for dinner? The answer, of course, is that the commute home is about traffic, not just about cars. The road, the signals and the actions of other drivers affect us in our individual cars. Optimizing traffic flow is not about managing individual cars, it is about creating the conditions that allow all traffic to move as smoothly as possible. When we?re stuck in traffic, it doesn?t really matter that we are skilled drivers who know our exact location and our engine?s vital signs. Success with a brownfield portfolio requires more than the equivalent of driver training and a good GPS in every vehicle. Managing the annual budget requires more than tight management of each project. This is not a suggestion to abandon project management in the brownfield multi-projects world; the idea is to find and apply the right tools for delivering a portfolio. Remember, we want confidence in 3 areas: 1. that the facility is getting what it really needs, when it needs it 2. that we are getting value for money invested in facility modifications and improvements, and 3. that our controls are adding value by guiding our improvement What are those portfolio tools? The job they have to do is distinct from project-level thinking: ? Create a clear and balanced business pull for project ideas ? Maintain a respectable plan for fiscal, resource and business control ? Organize the work into a steady flow ? Manage the nature and timing of value-driven project substitutions and priority changes ? Focus on overall business value added and best use of resources ? Repurpose the projects organization into being the way the facility gets improved

Nov 1, 2011

1. Scientific prospecting has had a profound and some-what unexpected effect on the world's supply of raw materials over the past twenty years. Where shortages were recently anticipated, abundance now prevails. It seems probable that, for the foreseeable future, adequate metallic resources will be found at costs well within the world's economic means. 2. The amount of research devoted to scientific prospecting has been extremely small in relation to the possible importance of the problem and to what could be done. It has been dominated by the thought of a dozen brilliant men, and true research expenditures have not amounted to more than a few million dollars. 3. An undue proportion of the expenditures have been for so-called geological research -mostly of a petrologial character. The results have essentially been of historic interest only. However, there has been some in-crease in genetic understanding, and this is of great importance for future resources. 4. Basic advances in mineral exploration have been made in detection techniques, generally called geophysics and geochemistry.

Jan 1, 1964

"ALTHOUGH Canadian metallurgists have long been active in research, the scope of the work was somewhat limited until the be-ginning -of World War II. The rapid industrial development of Canada during the past ten years has been accompanied by .a similar upsurge in research. However, the wide geographical distribution of the research centres has made it difficult for the individual research workers to meet together and to exchange ideas or even to learn what projects .are being investigated or the nature and extent of the facilities available for work of this kind.The purpose of the present symposium is to assemble data relating to projects under investigation and the facilities employed at the various metallurgical research laboratories in Canada, thus providing some measure of correlation so that workers in different locations may learn what kind of work •is being .done at other points throughout the country.In reporting the symposium it has not been possible to reproduce the papers in full, but excerpts have been selected that give the essentia1 data."

Jan 1, 1952

"In numerous meetings, conferences and discussions over the past year, the Conference Board of Canada has been impressed with the efforts of Canadian organizations to improve their competitive position. The attempt should be made to try to pull together and synthesize what has been heard. The topic of this paper, however, is even more daunting. The task is not only to analyze and discuss what is happening now, but also to look into the future—to the year 2000.The future seems to have an endless capacity for surprises, often unpleasant. This is one of the lessons learned in the twentieth century, particularly over the last 15 or so years.This paper covers three areas of managing in a changing com¬petitive environment: (1) the major global and domestic trends that will influence the ways in which Canadian organizations are managed (2) how Canadian companies are responding or will need to respond to these trends; and (3) the implications of the preced¬ing for human resource management and human resource professionals."

Jan 1, 1991

By Vic Briccardi

Energy Management Challenges The Holistic Standard to Energy Management Energy Management Information System (EMIS) "Best Practices?: Energy Management Maturity Curve De Beers Canada Profile & Mine Locations Significant ROI Driven by Real-Time Energy Visibility Mining Energy KPI?s Summary: What Does EMIS Deliver? Q&A Session

May 1, 2013

OVERVIEW OF PRESENTATION ? What is LMI ? Who uses LMI and how? ? Value of LMI to the Mining Industry ? Mining Industry Workforce Information Network (MIWIN) ? The Challenge: Forecasting the future in uncertain times ? Results: Hiring requirements in the next decade ? Results: Occupational information ? Next steps

May 1, 2009

By Joanne G. Petrini

ISO 26000 Unique Process Unique Personality ?Almost 10 years in the making ?What type of standard is this? Different type of ISO Standard ISO 26000 Structure and Substance ?Principles ?Core Subjects ?Implementation Guidance ISO 26000 Impact ?Same old, same old? ?So Is there really anything NEW? ?Should I care??

May 1, 2011

By Rob Kelso

What is a Lunabot? ?Robot Controlled Remotely or Autonomously ?Visual and Auditory Isolation from Operator ?Excavates Black Point 1 (BP-1) Simulant ?Weight Limit - 80 kg ?Dimension Limits - 1.5m width x .75m length x .75m height ?Designed, Built and Tested by University Student Teams

May 1, 2013

By Ken Woloschuk

??Owners?Perspective ??Owners?Challenges ??EcoNomics?Delivery Model ??Projects ??Project Outcomes ??Questions ??Balancing the triple bottom line initiative: ?shareholders expectations of economic costs and benefit; ?stakeholders expectations of social and environmental costs and benefits; ?deciding what is sustainable and which design alternatives are the most sustainable. ?? Delivering required project outcomes

May 1, 2008

By Donald E. Wakefeld

"The pace at which mining will occur in Northern regions and Arctic lands will depend on the answers to a number of questions. Who are the local aboriginal participants? What land uses are they pursuing? What are their objectives? What is their understanding of the process of mining development? This paper will focus on the last question, communicating the process of mineral development to local aboriginal communities.IntroductionIn the environmental impact hearings for the BHP-DiaMet diamond mine, the smaller Dene Treaty 8 Nation argued for the settlement of its Land Claims as a pre-condition to development. However, the larger Dene Treaty 11 Nation were prepared to permit the mine to proceed on the basis that their people would receive benefits during the construction and operation of the mine.Wherever mining is the significant basis for tax revenues and economic development expectations may be encouraged beyond the realities of the situation. Izok Lake has been known for several decades as a significant mineral deposit but because of its size and the transportation costs involved, it is now a “frozen” ore body. The extent of its mineralization at current metal prices will not support the mining and processing costs without substantial government support for infrastructure and roads. At the opposite side of Canada, Voisey’s Bay clearly satisfies all technical criteria but, nonetheless, two Inuit groups, the Innu, and Métis, have all made LandClaims relating to the mine area.Contrasting the mineral deposits at Voisey’s Bay and Izok Lake emphasizes that the timing of production is dependent on factors such as the grade and amount of reserves, their market price, location and availability of government support. Nonetheless, it is this author’s thesis that given an economic orebody the next most important factor is good communications. It is his view that Arctic mineral development will occur quickly only where good communication has resulted in the trust and mutual respect necessary to implement the mammoth cultural changes required."

Jan 1, 1996

By Reis. E., P. Pino Véliz

"Along the process of defining the fundamentals of a ferronickel project, several questions require proper answers from the very beginning such as the size and characteristics of the laterite deposit (oxide or silicate), the mineralogical variability, and the selection of the most valuable process route. In general, these elements will be defined along the progress of the exploration and feasibility studies, and definitive engineering. Also, from the very preliminary estimates, three questions are very common: what should be the plant capacity (annual tonnes of contained nickel), what will be the probable capital required (CAPEX), and what will be the estimated timeline (schedule) between the initial stage, say the feasibility study and the plant start-up and ramp-up to designed capacity. The accuracy of the capital cost estimates also progresses along the different stages of development from ±50% at the Preliminary Economic Assessment (PEA) stage down to ±5% for the Detailed Engineering and Construction stage. These accuracies of estimates have been, in some ways, accepted by the mining community and investors. The industry accepted benchmark for ferronickel projects in terms of CAPEX are then in the order of US$50,000 per tonne of nickel contained in the FeNi product. In this paper, the authors analyze in some details three ferronickel projects for lateritic ores that have selected the Rotary Kiln - Electric Furnace (RKEF) as the suitable technological route and have started production in the period 2006–2016. Some key aspects of the ferronickel projects are examined: 1) size and type of deposit; 2) flowsheet selection; 3) evolution of capital cost as a function of capacity from the feasibility stage to construction; 4) comparison between planned production scale and actual ramp up; 5) estimated capital expenditure (CAPEX) compared with actual figures; 6) nickel price evolution and timing of the approval for the project to proceed to construction and production start-up. The objective of this paper is to identify key elements that should be addressed in future projects and that are proposed as benchmark figures for similar projects."

Jan 1, 2017

By Ken Musgrave

"What Most Effective Management Does?It must satisfy the demands, of three groups of people: owners, employees and the public.OwnersOwners want profitable operations that will pay them a return on their investment, plus operations managed for long life. Many owners are also concerned with employee's well being and their company's public image.EmployeesJob security and a good income are probably still the most important demands, however, as time goes by, employees are also demanding more involvement in safety issues, working conditions, and even how work is done.The PublicThe public requires acceptable environmental standards, as well as enjoying the prosperity supplied by a successful operation.How are Mines Managed?Most mines are managed very traditionally. The basic credo is that the managers make the decisions, and the hourly, and junior salaried employees do what they are told. Clearly this is the extreme case, epitomized by the long service shift boss who might say ""It took twenty-years to become a shift boss, and no miner is going to tell me what to do"" .There are some exceptions, two notable ones being Campbell-Chibougamau, and T.G.S. (now Kidd Creek Mines) which, in very different circumstances, decided on a more participative style.Campbell-Chibougamau, having closed down due to unprofitable operations, reopened, using a team structure with working leaders, and a system for sharing gains against cost targets with employees. Although the system has some problems, and development miners are bonused conventionally, this has been a basically successful program.Texasgulf Sulphur, a company with a history of non-union operations, and a participative management style, made a corporate decision to operate their Kidd Creek Mine in the same way. The orebody was rich enough to allow them the luxury to do this, but they have never had a strike, so perhaps they have more than saved the cost of the benefits and salaries they needed to pay. They also reward employees with a stock distribution scheme based on service and earnings."

Jan 1, 1985

By Antonio Fontana

"Environmental problems encountered with the use of diesel equipment in underground mining operations are discussed. The concept and procedure o implementing the Health Effects Index equation as a means of quantitatively assessing an underground working environment is outlined and sample calculations are present ed. Advantages and disadvantages of utilizing this method are also discussed.IntroductionWith the introduction of diesel-powered mining equipment in the 1960s there arose several question s for the environmental engineer to consider. These included: 1. What are the constituents of diesel exhaust and how can they be detected and evaluated?2. What are the toxicities and long-term health effects of these constituents?3. What is the ventilating volume required to maintain the concentration of these constituents below toxic levels?Diesel engines are a class of reciprocating, internal combustion engines in which relatively high compression ratios are used to generate high air-charge temperatures, which cause ignition of fuel to occur spontaneously. Ideally, perfect combustion of the fuel would produce an exhaust consisting solely of nitrogen (N2), water (H2O), carbon dioxide (CO2) and oxygen (O2). However, because no combustion process is perfect, relatively small quantities of imperfect-combustion products, or pollutants, are also generated. These include hydrocarbons (HC), carbon monoxide (CO), nitric oxide (NO), nitrogen dioxide (NO2), carbon (C) or soot, and sulphur dioxide (SO2).Currently, the Regulations for Mines and Mining Plants, made under the Occupational Health and Safety Act (Section 176), stipulate that weekly tests shall be made to determine the carbon monoxide (CO) concentration in the undiluted exhaust and at the operator's position, and the nitrogent dioxide (NO2) concentration at the operator's position. Also, the aldehyde (as HCHO) concentration in the atmosphere, at the operator's position, is to be measured at least every three months. Threshold limit values (TLVs) have been established for each of the three combustion products, and each is regarded as a separate entity. Consequently, this does not allow for consideration of interactions and possible synergistic effects between the various exhaust components."

Jan 1, 1982

By Peter McGoldrick

This Talk ?Australian deposits in world context ?Geological setting: the importance of the basin fill ?Key deposit features using HYC (McArthur River) and Century as examples ?The difference between Aussies & Canuuks(that is between Australian & Canadian sedexdeposits!) ?Timing of mineralization ?Sources for metals and ore fluids ?What makes a super giant sedexdeposit?

May 1, 2006

Leadership "Organizing a group of people to achieve a common goal" Paradigms ? Rush to produce or cut costs. ? The most important thing after safety is production. ? We?ll take care of ??this?? once in production. ? I know what to do, 30 years of experience in mining. ? I want a 100% reliable operation.

Aug 1, 2013