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By J. A. Ressinger

"The purpose of this paper is to discuss some of the differences between various methods of excavating and loading as they relate to mining operations. The intent is not to provide ""pat"" answers, but instead to raise some questions and set forth some reasonable guidelines.Specifically, the paper deals with the differences and relative merits of power shovels versus rubber-tired front-end loaders - or, carrying this further, comparing what could be called ""stationary"" loading or excavating devices to ""mobile"" types."

Jan 1, 1972

By Loris S. Pascoli

The increased pace of globalization in the mining industry has presented more opportunities for Canadian service companies to participate in ventures abroad. However, varying cultures, laws, competitive environments and contracting philosophies in other countries make it impossible to take for granted what is normal in the Canadian context. The author discusses some of his experiences and situations encountered in over 30 years in the diamond drilling industry, the last third of which were primarily focused on projects outside of this country.

May 1, 2001

TRE ? worldwide leader in InSAR ? Spinoff of Polytechnic University of Milan ? Numerous patents for cutting edge technology (e.g. SqueeSAR?, PSInSAR?) ? Focus solely on InSAR with over 13 years experience ? ISO 9001 quality certification ? Powerful scalable parallel processor to handle all jobs What can InSAR provide for mining? An advanced suite of tools for monitoring ground deformation over mine sites: ? Deformation maps ? A dense network of measurement points ? Time series ? Cross sections of surface profile evolution

Aug 1, 2013

By Jean Vavrek

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.

Feb 1, 2004

By Alan E. Cameron

WE assemble again today in this comfortable, hospitable Inn to begin this, the 58th, Meeting of our Society. It is just a year ago when last we met but that year was, probably, the most portentious year in the whole history of mankind. In that year, the German 'Atlantic Wall' was broached, the Rhine was crossed, and Germany, as a Nation, has ceased to be. The agony of Europe is over; convalescence may be, probably will be, slow. But blood no longer flows in Europe. Time will heal the sores, cover the scars, regenerate the industries, rebuild the cities, and re-establish the people. True, the war of all wars is not yet over. True, a bloody conflict remains . But, the power of the United Nations now converges on one target. The rain of blood will be heavy. We can hope the storm will be short. The sun is on the horizon. The light of peace 1s in the sky. What of that Peace? Are we ready for it? Have we a 'sure foundation ' for our future world? Are the footings under that foundation broad and substantial? Can we look forward with confidence to a lasting peace and a fruitful life? The United Nations, even as this is being written, are in conference in San Francisco, placing the footings, rearing the foundations for a world edifice. There are bickerings; there are jealousies. The world is tired, and a tired family always squabbles. We can, we must, believe that the decisions they make, the edifices they rear, will be better than anything we each could effect separately. It will be a compromise, probably; it will carry things that will hurt us, just as it will carry things that will hurt others. We can, we must, believe that the good of the whole is a greater good than the good of the part. Each Nation within the United Nations must sacrifice something, each part of each Nation must sacrifice something, each individual within each part of each nation must contribute something, if the whole is to be wholesome. Sacrifice and contribution must be the order of the day if the New World we are about to build is to be worth while. What of Nova Scotia? The world has travelled far in the last year; how far has Nova Scotia gone? Canada has preparations for the Peace under way; what has Nova Scotia done? Is Nova Scotia preparing counter measures for the sacrifices it must make? Is each of us ready to contribute his share?

Jan 1, 1945

By F. Osmond, R. Kelly

"Malcolm Knowles, the famous adult educator once wrote: ""What a challenge we in human resources development face if we are to avoid the obsolescence of our workforce. I can foresee this challenge requiring that we reconceptualize (...) and redefine the role of HRD, away from that of managing the logistics of conducting training activities to that of managing a system of learning resources"".The context in which this was written surrounds the subject of adult education and the need for business and industry to change its approach to the treatment of adults as learners. In explaining what 'managing a system of learning resources' means, Knowles refers to line supervisors and managers as the most ubiquitous resources for day-in and day-out employee development. In many organizations training has been largely a staff rather than line responsibility. Even where trainers reported to line management, it was still seen as a staff function performed by a few specialists.This change referred to by Knowles places a much heavier responsibility on line supervisors and managers for the development of their personnel than has traditionally been the case. Managing that change - handing over the responsibility to the line organization - is the supreme challenge for the HRD function.Just why is this change necessary? Because too often, the learner does not effectively use on the job what he or she learned in the classroom. In fact, learners often discard new methods and revert to the older ways. The reason training does not stick is that the systems for training and work management are most often separate entities and while one may support the other, they need to be a single integrated system in order to ensure the transfer to the job effectiveness of training and some real value for the training dollars.Because much training can be wasted, steps have to be taken to ensure that it fulfills its intended purpose. The effective and continuing application of knowledge and skills that learners acquire can only be realized when line supervisors and managers are at the centre of the training system.This paper describes how such a systemis being developed at the Iron Ore Company of Canada (IOC) as a functional training program is introduced. The following text provides background information on the IOC - who they are and where they are located, a definition of functional training, an evaluation of the suitability of this approach for adults in industry, a description of how the program is being implemented at IOC and some observations that have been made as this change is experienced."

Jan 1, 1995

By Brian Hall

For some years, the mining industry has been consistently delivering returns below the market average. One of the causes is a disconnect between what is perceived to drive value creation by many industry analysts and senior corporate executives, and what actually drives the intrinsic value of mining operations. The perverse effect is that strategies that should increase value are perceived to have the potential to drive share prices down, and vice versa. This paper challenges common perceptions of what drives a mining company?s value. Anecdotal evidence suggests that the key drivers of value in the market, and hence in many boardrooms, are such things as increasing the reserves and production rate, and reducing unit operating cost. However, while the quoted reserves may satisfy ore reserves reporting code requirements to be economic, this does not imply that they are optimal. Often, a proportion of the quoted reserve reduces the potential value of the operation. Metal price increases, increased production rates, and operating cost reductions are all seen as conditions or actions that can improve value, and lead to cutoff grade reductions, thereby increasing ore reserves. However, modern cutoff theory and studies conducted by the author and his colleagues show clearly that, while breakeven cutoff grades will fall in these circumstances, optimum cutoffs may be much less volatile, and may even increase. Results from case studies indicate that value is maximised by right-sizing, not maximising, the production capacities, and by optimising the cutoff strategy. Values of many existing underground mining operations can be increased significantly by a substantial cutoff grade increase. Also, an increase in downside risk, and hence reduced returns, can occur using typical life-of-mine planning strategies if prices received are lower than predicted. Since this is often the case, low industry returns may be a direct result of typical strategic mine planning processes. Relatively simple cost-effective techniques are available to provide senior decision makers with information needed to assess the tradeoffs between their many conflicting corporate goals, and the balance between risk and reward. Often this information is not being generated at all. If it is, decisions affecting the value of the company are occurring by default at relatively low levels within the hierarchy, with senior executives apparently unaware of them or their potential impact. The paper concludes that without a re-evaluation of the way mining projects are valued, to demand proven value optimisation from mining plans by boards and mining analysts, the industry will continue to deliver below average returns.

May 1, 2003

By Fiona Campbell

"Modern history is full of breakthroughs in technology, all striving to increase productivity and efficiency. What are the elements that should be taken into consideration in the design and implementation of modern automation systems in a control room? Both industry and international standards are now demanding that Human Factors be considered as part of the design of control rooms to maximize efficiency and minimize the potential of human error which can lead to downtime and a loss of profit as a result of interruptions in production. As the current workforce ages and the younger generation matures, this is also becoming a key element when planning a control room. New standards are helping to address some of these challenges that are facing the mining industry today. With an increased focus on the operator, an intelligent and ergonomic workspace can both mitigate risk and optimize production. Optimization is money. We will examine how to analyze and implement innovative control room planning to maximize mineral processing production and minimize risks that can impact overall production and profit.INTRODUCTIONIn this day and age, optimization of production in an industrial environment is becoming more and more of a challenge. With ever changing technology as well as other external factors, this can be especially daunting. There are several key elements that may not be immediately obvious when planning a control room design or renovation, most notably the role of the human in this environment. Fatigue, stress, distraction, reaction times and situational awareness are all critical in a 24/7 environment. With the growing need to include human factors when considering and designing an optimal work and production environment, it is becoming even more important to design a control room that can address as many of today’s challenges as possible.The standard definition of the word “optimization” is “an act, process or methodology of making something (as a design, system, or decision) as fully perfect, functional or effective as possible.” (www.merriam-webster.com). If we apply this to business, what it really means is finding the most cost effective way to achieve the highest level of performance while considering constraints, both external and internal, by maximizing the desired factors and minimizing undesired ones. Sometimes, however, we can get caught up in the day to day processes, without taking a moment to step back and objectively review what it is we need to achieve, and more importantly, the steps that can facilitate our success."

Jan 1, 2016

By L. Shasko, M. Hurlbert

As climate change is increasingly perceived as a problem, and fossil fuel based power production options are increasingly limited through regulatory restrictions and public distaste, future options become constricted. Reflexivity and social learning elicited through qualitative and mixed research methods offer important insight into what future power production pathways might be. Given factors of cost, baseload requirements, and energy density, options such as nuclear may be increasingly accepted. This paper explores this literature and possible methods of pursuing the reluctant acceptance of nuclear energy.

Jan 1, 2020

By R. L. Veenstra

This paper explores the connection between the stresses observed and the failure mechanisms present in the modelled cemented paste backfill. In order to look at this connection, the authors have used a previously developed model to conduct a sensitivity analysis of the model?s strength and permeability input parameters. The results from the sensitivity analysis were then compared to determine what causes modelled stresses and failure mechanisms to vary. Increased insight into the behaviour of the modelled paste will help clarify how paste behaves in the field.

Aug 1, 2013

By Greg Barnes

Agenda ? The Mining Stock Life Cycle ? Current Environment ? Valuation ? Golds ? Valuation ? Base Metals ? Case Study ? Quebrada Blanca Hypogene Commodity Investment Cycle ? Macro-Economic Indicators ? LME Inventories ? watch the trend; rising inventories ? bad for prices, declining inventories good for prices ? OECD Leading Indicators ? PMIs ? Purchasing Manager Indices ? Industrial Production ? more important for metals consumption than GDP ? Housing Starts ? US, Europe ? Auto Sales ? All things China ? metal imports/exports; SHFE inventories; SRB stockpiling ? Seasonality ? it does play a role ? What is Chris Dutton (TDSI Quantitative Analyst) saying?

May 1, 2010

By Greg Gosson

These materials are provided for general information purposes only and do not constitute legal advice. Readers are advised to seek specific legal advice from their own counsel in relation to any decision or course of action contemplated. Outline ??What is meant by a ?current technical report? under NI 43-101? ??When is a current technical report required? ??Who makes the decision regarding whether a technical report is current? ??Examples of the types of information that make a technical report no longer current for securities filing purposes.

May 1, 2009

By V. C. Wansbrough

First, permit me to say with what very great pleasure we find ourselves assembled in this most ancient and honourable city of Quebec. It is a city which we deeply respect as the fountain-head of the culture of French-speaking fellow citizens, and the seat of government of a province which is steadily recording new achievements in Canadian mining. Such achievements prove what can be accomplished when enlightened and progressive government policy, technical and scientific competence, and private initiative pull forward together in harmonious rhythm. It is a most happy and auspicious event also that the guiding control of the affairs of the Institute and of the fine traditions of provincial administration have for the past year been united in the person of our honoured President, Dr. A. O. Dufresne. This year, again, we have bad prepared for us by our hosts a splendid programme of technical sessions and social entertainment. Each year we pay an unspoken compliment to the Institute, expecting as a matter of course nothing but the highest standards in both these spheres. In its annua1, semi-annual, and regional meetings, in the constant activity of its local Branches, the Institute continues with marked success to perform its great dual service, social and educational. We are all its beneficiaries to the extent to which we choose to profit by participation in its affairs. But, one imagines, to none are the advantages of Institute membership more valuable than to young men embarking on their professional careers.

Jan 1, 1951

By T. Patching

"A GLANCE BACK AT what has happened in the past is often a useful guide to the future, although it should be used mainly to provide a sense of direction rather than a map that must be followed. As a preamble to discussing some of the questions posed by the organizing committee it may be appropriate to briefly review the distribution and careers of the graduates of our Department since the first degree in mining engineering was awarded in 1916. An attempt has been made to keep a record of the locations and careers of the Department's 540 graduates in mining and metallurgical engineering. Almost all of those who graduated before 1930 have now retired, but a very large proportion held positions as senior executives prior to retirement. A major proportion of those who graduated before 1950 are now in what might be considered senior management positions. Those who have 10 to 20 years of experience are generally in work of senior engineering responsibility or in supervisory or junior management ranks, while those who graduated in the last ten years appear to be generally in staff engineering or junior supervisory positions. This classification is admittedly imprecise because it is difficult to determine from a job description whether duties should be considered of an engineering or management nature - a distinction between the two terms is often over-emphasized. Nevertheless, the trend from technical engineering to management responsibilities with seniority and years of experience is clear in the careers that we have been able to follow."

Jan 1, 1972

By K. G. Chipman

IN 1936, the Department of Mines and Resources was formed by the amalgamation of the former Departments of Mines, Interior, Indian Affairs, and Immigration. In the amalgamation, the Geological Survey and the Topographical Survey became the major divisions of the Bureau of Geology and Topography, which is a part of the Mines and Geology Branch which, in turn, is a part of the Department of Mines and Resources. The Topographical Survey was formed by combining the former Topographical Division of the Geological Survey and the air and ground mapping sections of the former Topographical and Air Survey Bureau of the Department of the Interior. The latter organization, previous to 1933, had been known as the Topographical Surveys Branch of the Department of the Interior. The amalgamation of 1936 definitely placed on the Topographical Survey the responsibility for the original mapping required for the development of our natural resources. The war has brought upon us the situation where all work has had to be in the furtherance of the war effort. With decreased staff and limited appropriations, the mapping on those scales which are directly concerned with the natural resources has been confined to the search for oil and strategic minerals. The reconstruction period will produce a different situation, with different problems. The past is behind us and it is necessary to prepare for the future. First, we should consider briefly a few general principles in the making and using of maps, then take stock of what we have, see what the needs are, and consider how we are to meet these needs.

Jan 1, 1944

By Frederick J. Browne

Water, water everywhere, but not a drop (fit) to drink! Trite, but how often only too true? What is there met with in mining which, under various circumstances, may be said to be the most sought-for and highly-prized and also the most objectionable and most feared? Water! What visions that combination of five letters brings to all thoughtful minds? Up to near the end of the eighteenth century water was thought lo be an element but was then discovered to be the result of the combustion of two volumes of hydrogen with one volume of oxygen, and water so produced is chemically pure. Pure water is a clear and colourless liquid when seen under ordinary conditions, but appears bluish when seen through a long tube, and this same bluish tint may be observed in many lakes, especially those of glacial origin. A story often told describes a prospector in the desert who, failing to find water to replenish his canteen, suffers torture and death under fearful circumstances. Then again we may recall the flooding of mines, where water poured in so quickly that there was no opportunity of saving the unfortunate workmen. Instances might be multiplied without number showing that either the lack or excess of this essential fluid has taken heavy toll of human life. In all branches of mining and associated industries water must be dealt with to a larger extent, from an economic point of view, than any other substance, and very often the purity of the water is a matter of considerable importance.

Jan 1, 1925

Some Statistics ? Feasibilitystudiescostbetween2% & 3% of capital andrequire8% to15% of total engineering effort ? Feasibilitystudiesusuallytakebetween8 and16 months ? Historically more than80% of projects fail to achieve all their objectives, usually blame the feasibility study ? What is bankable? Means that your promises will long be remembered. ? Poorly executed feasibility studies ? Driven by inexperience, unrealistic expectations, time constraints, financial constraints, lack of objectivity, front end loading activities incomplete or poorly done ? lack of minimum standard to provide a consistent approach Trend to improve???

May 1, 2010

By Stephen Esposito

Outline ? Brief Overview of Solid Energy New Zealand ? Need for Integrated Risk Management at Solid Energy New Zealand ? Overview of Solid Energy?s IRM program ? What are the results and key learnings? Overview Of Solid Energy New Zealand ? 100% NZ Government Owned ? Produces 95% of New Zealand?s Coal ? Sales turnover USD150 million per year ? Sold 4 million tonnes of high quality coal in 2003 ? Coking and Thermal coals ? Exported 2 million tonnes of coal ? Significant international and domestic growth expected going forward

May 1, 2004

By C. R. Lattanzi, M. J. Davie, L. D. Smith, J. R. Goode

"The feasibility study determines the technical and economic viability of a project at the level of accuracy required by the owner to make an investment decision. The economic analysis usually includes calculation of the discounted cash flow. Key components of the cash flow include the project capital cost, the operating costs, construction schedule, production rate, product prices and financial details.This paper examines the feasibility study for a typical mining project. The paper discusses acceptable methods for the determination of the geological and mineable are reserves. The prerequisites for the development of suitable designs, and the calculation of capital and operating costs for the mine, processing plant, and infrastructure are reviewed. Important features of the cash flow analysis and its interpretation are presented.IntroductionThe commercial development of a mineral deposit invariably requires the investment of capital in preparing the deposit for production. It has always been necessary, therefore, to demonstrate to the investor of capital that production of a saleable commodity is both technically feasible and economically viable. The instrument typically used to make these determinations is the feasibility study .Traditionally, mining companies have been rather conservative in their approach to financial management. Until about thirty years ago, the capital required to develop a new mine was most frequently provided by internal corporate cash now and virtually all of the necessary technical and economic studies were performed 'in house'. Under these circumstances, there was little standardization as to what constituted an acceptable feasibility study, and even less as to what constituted an acceptable measure of economic viability."

Jan 1, 1991

In some parts of the world explosions in mines are more commonplace events. Even in the more developed nations explosions have occurred in recent times. In some cases these mines have significantly lowered their lost time injury frequency rates and as such considered themselves to be ?safe? operations. The consequence of these explosions has been devastating. It is not just the loss of those underground, but also to the families that have lost people in them and the broader community that has lost friends, income, business opportunities, and in many cases support and sponsorships. It begs so many questions, ?What went wrong??; ?Why were the circumstances not foreseen??; ?What could have been done to prevent it??; ?How is it that no one stopped it, reported it, fixed it etc.??. Being held accountable for negligence, should not be overlooked, however this may not aid the processes required to find all the answers. If the nature of explosions is understood, the circumstances and tools to prevent them are readily available then the occurrence and reoccurrence are due to weaknesses or inadequacies of the systems of work or in the implementation of them. This paper restates the fundamentals of gas explosions, examines the options to control the underground environment through ventilation, gas management and monitoring, education and training. Case studies have been used to examine systematic failures in ventilation management. In some of these cases it is not so much, the system that had been developed, but the interpretation and implementation of the system that resulted in the failure and subsequent loss.

Aug 1, 2013