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By F. X. Spachtholz

"Raw materials industry is crucial for national economy. German mining companies are known for their high degree of resource efficiency based on modern technology and know how. K+S is one of the world’s leading suppliers of standard and specialty fertilizers. In the salt business, K+S, with sites in Europe as well as North and South America, is the world’s leading producer. The mine sites of K+S are distributed all over the world producing mainly potash and magnesium salts and rock salt. Focus is on the sustainable use of the natural deposits in order to stay competitive. For this reason a raw material policy, both national and international, is necessary to ensure access to new mineable deposits which are still available in Germany. Further on, knowing market conditions is a must for sustainable development. At least sustainability and resource efficiency in potash and rock salt mining are achieved by constantly developing new technologies as well as optimizing the organization and improving qualification of workers."

Jan 1, 2011

By M. L. McAllister, M. Veiga

The mineral industry has seen many significant changes in the past decade. Increasingly, it has responded to unanticipated pressures and demands with a variety of voluntary initiatives. Yet there is still much to do. Mining now takes place in a different context than was the case in the past. Socio-economic, political and environmental considerations must now be integrated into traditional mining systems. This process of integration needs to involve industry, governments, academics, communities and other stakeholders to design a new approach to mining, one that can be fostered through interdisciplinary links and holistic strategies. This paper considers the meaning of sustainability in the context of the Canadian mining industry and explores the need for a broader vision for the mining industry. The role of technology is then analyzed and related to an initiative recently taken by Canadian universities to develop a national network for interdisciplinary research into sustainable mining, CaSM.

Jan 1, 1999

By Ning Yang, Sup Hong

INTRODUCTION Metal components contained in deep-seabed mineral resources are being highlighted as “energy metals”, which are widely utilized in the entire fields of energy: harvesting and generation, storage and transportation, and saving. Those are mostly trace and rare metals, and rare earth elements as well: manganese, nickel, cobalt, copper, molybdenum, tellurium, selenium, platinum, etc. Toward low carbon society, for global sustainability, the role of metals and minerals is growing up in industries of energy and transportation [1]. In this context, the production and supply of energy metals from deep seafloor have to be approached also based on sustainable development. In deep-seabed mining activity, the sustainability is focused on potential impacts on ecosystems in benthic area and water column. The environmental impacts in deep-seabed mining are caused basically by intervention in benthic zones and transportation of materials. Those are, in particular, removal of benthic habitats, generation and dispersion of sediment plumes, surface transportation of seawater and sediment, tailing from mining vessel, sound and light noises, and chemical leakage, etc. This paper is aiming at fundamental guidance towards sustainable mining of polymetallic nodules.

Jan 1, 2018

Many mining companies aim to integrate sustainability principles into their new projects. There is an intention for improvement, but frequently this results in little more than 'business as usual' projects that retrospectively categorise controls for environmental and social risks as sustainability initiatives as part of a public relations exercise. The successful implementation of sustainability requires a change of mind-set and behaviours at an organisational and personal level. In addition, sustainability incorporates a very wide range of interests and technical disciplines. One of the key challenges is in understanding how and when to pull these diverse threads together within a project or organisational process. This paper will explore a number of themes: What does it mean to implement a project in accordance with sustainability principles? How far beyond 'business as usual' is it reasonable to go, and what is the business case for this? Why do the intentions for sustainability sometimes fail and how can we prevent this happening in future? People are instrumental in delivering sustainability; how do we embed sustainability thinking into their behaviours and decision-making? The approaches that have been taken to integrating sustainability in design; what has and has not worked and some of the barriers to integrating sustainability into design? The authors will discuss these themes drawing on case studies from URS' experience in integrating sustainability into large projects. The authors will discuss the need for: a strategic approach which provides a simple framework for tactical decision-making and the consequences of taking tactical decisions in the absence of this framework, alignment of the project team and promotion of a culture of innovation, a shift from a risk/compliance mentality to an opportunity identification mindset, and a systematic approach to integrating sustainability into project design processes.

Jun 1, 2010

By Grant C. Lukey, Jannie S. J. van Deventer

"The environmental effects of the mining and mineral industry include destruction of natural habitats, changes in river regimes and water tables, and other serious ecological impacts. In this century, it is likely that water will become a critical resource, and in most countries the mining industry competes for a share of this resource. The Kyoto Protocol may at first seem only relevant to the coal mining and power industry, however, it should not be forgotten that the mining and mineral industry is a significant consumer of power. Therefore the ratification of the Kyoto Protocol by most developed countries and the introduction of a carbon credit trading scheme will impact on the industry by potentially increased costs in utilities and waste discharges. It is clear therefore that the mining industry faces many challenges in the coming years. The mining industry?s commitment to sustainable development needs to continue to evolve, in order to meet these challenges effectively. With the advent of globalisation of the industry, it is now an opportune time for the industry to gain international agreement on how they want the industry to achieve sustainability in future years; such a progressive approach is necessary, otherwise government will force the industry to change, which may not necessarily be the best outcome for the industry.INTRODUCTIONThe Earth Summit in Rio de Janeiro in 1992 was an opportunity for world leaders to assemble and discuss strategies and initiatives that provide for further industrial growth without adverse effects on the environment. The World Summit on Sustainable Development held last year in Johannesburg, South Africa, was an opportunity to evaluate those initiatives implemented over the past 10 years, and to set a new and sustainable direction for the future. It is clear that industrial and technology development will continue at a rapid pace in order to serve the needs of a growing world population, but it is essential that the course of this development is well planned, well executed, and that it is sustainable. In reality, while government officials and politicians continue to debate policy and international protocols, the environment continues to suffer and the effects of climate change and global-warming become more real each day."

Jan 1, 2003

The global mining industry is perceived to be a world leader in sustainability reporting û with a 2008 Ernst & Young survey placing four mining companies in their top five performers in sustainability reporting in South Africa. There is certainly good evidence to support this finding, but there remain many ongoing issues with respect to sustainability reporting and some important areas for improvement by mining companies globally. This paper begins with a broad (but brief) review of sustainability and the technical basis for reporting against a wide range of typical indicators or measures on the environmental aspects of mining. The various protocols, frameworks or systems are then reviewed, with a particular focus on the Global Reporting Initiative (GRI) and its associated mining sector supplement (including the evolution from environmental to sustainability reporting). A wide-ranging survey of reporting by mining companies is presented, including detailed analysis of 2007 and some commodity sectors over time. Examples of reported data are synthesised and analysed, focusing on their accuracy, consistency and utility for accurate assessment of the life cycle impacts for minerals and metals. A number of areas are identified for improved reporting by all mining companies, including water resources and consumption, energy consumption, process inputs (eg acids, solvents, etc), pollutant emissions, including greenhouse emissions, mine site data (not aggregate company totals) and finally rehabilitation and land status. Given the nature of mining, and considering parallels between æpeak oilÆ and the mining sector, it is critical that the state of sustainability reporting continue to evolve and improve û both in the number of companies using the GRI but also in the level and consistency of data being reported. Overall, the paper presents an important review of the present state of the art in sustainability reporting for mining, and provides a range of insights into ways to help improve reporting in the future for all mining companies.

Jan 1, 2009

By Gerald Verbeek

There are certain concepts that seem to invite responses from some, including some in the foundation industry and even some within DFI, that are at best surprising. Business owners and their employees share the desire that their company does well and continues to operate. Maybe company growth is not always realistic but maintaining the current level of activity is in the least what they hope for. In other words, they hope that their company is sustainable, and they are fully behind that notion. But when the concept of sustainability is raised, there is, at least with some, suddenly doubt that that is a good thing. And yet, that concept only aims to achieve at a grander scale what the owners and employees desire for their company. There are many definitions of the term sustainability, but probably the most commonly used description is that framed by the United Nations in 1987. It states that sustainability is the concept of meeting the needs of the present without compromising the ability of future generations to meet their own needs. Arguably that definition is too abstract and does not provide the type of specific goals and targets we are used to. To help with that, to some extent, in 2015 the United Nations formulated 17 Sustainable Development Goals (SDGs), to provide "a shared blueprint for peace and prosperity for people and the planet, now and into the future." And undoubtedly those SDGs are fodder for those that question the concept of sustainability in the foundation industry. How can our industry, they wonder, ensure that there is no poverty or hunger (SDG 1 and 2), and the climate action goal (SDG 13) immediately leads to the hot button topic of global warming. And maybe this is where advocates lose (some of) the sceptics of the sustainability concept, but hopefully they will continue to read this article that lays out why sustainability simply makes sense, also for the foundation industry and especially for DFI.

Nov 1, 2022

By George P. Demopoulos

For more than 20 years the author had the privilege of working closely on a number of R&D projects with Lucy Rosato and her team at CEZinc. Several of these projects were driven from the sustainability agenda that Lucy Rosato championed as an innovation leader that supported research collaborations. Highlights from this highly rewarding collaboration are to be presented in this paper. In particular we will deal with the following works-topics: (a) iron control via solvent extraction as alternative to jarosite precipitation; (b) production of high-density gypsum by controlled neutralization of simulated zinc plant process/waste waters; (c) selenium removal from weak acid solutions; (d) electrolyte purification by cementation; and (e) manganese control by oxidative precipitation with SO2/O2.

Jan 1, 2015

OneSteel and BlueScope Steel have been working with the CSIRO to develop sustainable carbon fuels and reductants which are suitable for use in the iron and steel industry. One of the initial focuses of this work has been a process called steel recarburisation which is the addition of carbon to liquid steel to produce particular steel grades. This paper reports on the preliminary work and the recent full scale recarburisation plant trials conducted at the OneSteel Sydney Steel Mill.   Preliminary experimental work involved kilogram scale recarburisation of liquid steel with a range of commercial and prepared charcoal products. This work showed that charcoal dissolves into liquid steel very quickly and that carbon recovery to steel was inversely related to the charcoal volatile content. Initial larger scale work focused on the collection of wood, and preparation of low volatile charcoal which is required for steel recarburisation. Approximately three tonnes of charcoal was prepared at the Corrimal coke ovens of the Illawarra Coke Company. This charcoal was dried, crushed, sized and packaged in a form suitable for addition to 80 tonne liquid steel ladles.   The recarburisation trial was conducted over 30 ladle heats during June 2009. The charcoal was manually added to the liquid steel in 5 kg bags using normal plant practice. Conventional commercial recarburiser was also added to the liquid steel in alternate ladle heats. The performance of the charcoal was compared with the conventional recarburiser based on the carbon recovery to steel, hydrogen pick-up by steel and the rate of carbon dissolution into steel.   An analysis of the trial results showed that the charcoal performed at least as well as commercial recarburiser in carbon recovery and rate of dissolution but may have resulted in a slightly higher hydrogen content of steel. This is probably due to the higher moisture content of charcoal. The main challenges in the future include: increasing the charcoal density to improve transport and handling economics, securing a sustainable supply of biomass for the steel industry and developing a charcoal production industry so materials of suitable quality for both production and trials on other applications can be conducted.

Jun 1, 2010

By J. Kretschmann

According to the model of product life cycles, the global coal mining industry is in the stagnation phase. The coal demand of the main consumer, China, has peaked in 2013 and is slowly declining. The Norwegian sovereign wealth fund, the world´s largest, has excluded coal-related companies for ethical reasons. Important players like the UN or the EU have already begun to describe pathways towards de-carbonization. Increasing competition between coal mining companies and the mining regions can be expected worldwide if companies want to keep their positions on the global and national coal markets. Companies will focus on the best deposits. European countries like France, Spain or Germany are only forerunners of this development - their centuries of coal production have been finished. The concept of Sustainable Development (SD) is fundamentally based on a model of progress where ecological, economic and social dimensions should be developed equally and positively. But without the idea of competition, the concept of SD is incomplete. Questions arise, such as: How can SD be realized on stagnating or declining markets without guarantees for companies “to live forever”? How can SD be a corporate goal in a phase of decline? How can declining mining regions sustainably progress into a better future? The German hard coal mining industry´s lifecycle has ended in 2018 after 60 years of stagnation and decline. As of 2019, all hard coal consumed in Germany will be imported, especially from Colombia, Russia and South Africa. What has been done in Germany to handle the coal decline in a sustainable way and the lessons learned from this process is described in this paper. It may be useful for mining regions who will face a similar future sooner or later. INTRODUCTION Principally, mining natural resources is a finite business that reaches its limits once the deposits mined are depleted, the resources can no longer be mined in an economically profitable way, or substitutes are pushing the mined products out of the market. An example for the latter is the increasing replacement of coal with natural gas and renewables in power generation in the USA. (Kok 2017) According to the model of the product lifecycle, the global mining hard coal mining industry has reached the stagnation phase. (Kretschmann 2000) Although the coal mining business is more a multi-regional than a global business the trend is obvious. The peak of coal use is behind us, especially because the coal demand of China is slowly decreasing since 2013. (Shell 2018) China´s government has announced investing $360 billion in renewable energy by 2020 and scrap plans to build 85 coal-fired power plants. In March 2018, Chinese authorities reported that the country was already exceeding official targets for energy efficiency, carbon intensity, and the share of clean energy sources. China’s energy regulator, the National Energy Administration, rolled out new measures to reduce the country’s dependence on coal. (Kejun and Woetzel 2017) Coal consumption in the US is facing a 16 % decline in five years from 800 to 670 million short tons between 2015 and 2019 and - according to the EIA – will not rise again. (EIA 2018) The decline is attributed to complex market dynamics from low gas prices because of the “shale gas revolution” (Kok 2017, p. 3) to federal environmental regulation like the Clean Power Plan. The United Nations´ UNEP Finance Initiative is cooperating with the Portfolio Decarbonization Coalition of institutional investors to implement decarbonization strategies across their portfolio. Amongst these investors is the New York State Common Retirement Fund, the third largest public pension plan in the USA. (UNEP 2017) The European Union has already begun to de-scribe pathways to decarbonization. (European Union 2018) The Norwegian sovereign wealth fund, the world´s largest, excluded coal-related companies for ethical reasons. The oil giants Total S.A. and Royal Dutch Shell, tradi

Jan 1, 2019

By Jürgen Kretschmann

According to the model of product life cycles, the global coal mining industry is in the stagnation phase. The coal demand of the main consumer, China, has peaked in 2013 and is slowly declining. The Norwegian sovereign wealth fund, the world’s largest, has excluded coal-related companies for ethical reasons. Important players like the UN or the EU have already begun to describe pathways towards decarbonization. Increasing competition between coal mining companies and the mining regions can be expected worldwide if companies want to keep their positions on the global and national coal markets. Companies will focus on the best deposits. European countries like France, Spain, or Germany are only forerunners of this development—their centuries of coal production have been finished. The concept of sustainable development (SD) is fundamentally based on a model of progress where ecological, economic, and social dimensions should be developed equally and positively. But without the idea of competition, the concept of SD is incomplete. Questions arise, such as how can SD be realized on stagnating or declining markets without guarantees for companies “to live forever”? How can SD be a corporate goal in a phase of decline? How can declining mining regions sustainably progress into a better future? The German hard coal mining industry’s lifecycle has ended in 2018 after 60 years of stagnation and decline. As of 2019, all hard coal consumed in Germany will be imported, especially from Colombia, Russia, and South Africa. What has been done in Germany to handle the coal decline in a sustainable way and the lessons learned from this process is described in this paper. It may be useful for mining regions who will face a similar future sooner or later.

By Jürgen Kretschmann

According to the model of product life cycles, the global coal mining industry is in the stagnation phase. The coal demand of the main consumer, China, has peaked in 2013 and is slowly declining. The Norwegian sovereign wealth fund, the world’s largest, has excluded coal-related companies for ethical reasons. Important players like the UN or the EU have already begun to describe pathways towards decarbonization. Increasing competition between coal mining companies and the mining regions can be expected worldwide if companies want to keep their positions on the global and national coal markets. Companies will focus on the best deposits. European countries like France, Spain, or Germany are only forerunners of this development—their centuries of coal production have been finished. The concept of sustainable development (SD) is fundamentally based on a model of progress where ecological, economic, and social dimensions should be developed equally and positively. But without the idea of competition, the concept of SD is incomplete. Questions arise, such as how can SD be realized on stagnating or declining markets without guarantees for companies “to live forever”? How can SD be a corporate goal in a phase of decline? How can declining mining regions sustainably progress into a better future? The German hard coal mining industry’s lifecycle has ended in 2018 after 60 years of stagnation and decline. As of 2019, all hard coal consumed in Germany will be imported, especially from Colombia, Russia, and South Africa. What has been done in Germany to handle the coal decline in a sustainable way and the lessons learned from this process is described in this paper. It may be useful for mining regions who will face a similar future sooner or later.

By Leonard Weixler, Peter Halbach, Michael Jarowinsky, Johannes Post

Germany as an industrial nation is highly dependent on the import of mineral or metal resources. Sources which have not been considered until now are the marine mineral resources (MMR), which in recent times are enjoying more and more increasing interests and which might provide in the future a considerable contribution to the supply security on metal resources not only for the industrial countries. Backed up by the German government’s "National Masterplan Maritime Technologies" (NMMT) and corresponding industrial R&D-activities, the idea and the advantages of deep-sea mining is gaining more and more interests and supporters with respect to industrial and political considerations on strategic raw material resources as well as on the development of deep-sea mining technologies. The NMMT aims to initiate growth and increase the competitiveness of the German maritime industry on international markets and covers about 10 different marine and ocean technology sectors including deep-sea mining.

Sep 1, 2014

By Steve Kral

The concept of sustainable development is not new to the mining industry. Many people involved with mining have argued that the industry throughout the world has always supported the communities where they operated. They say that the mining industry was employing sustainable development practices before the phrase became fashionable. The mines employed residents and supported the local economy through tax payments and the purchase of goods and services from local businesses. In many cases, mining companies have built medical facilities and contributed money, equipment and services to local schools. In modern times, mining companies have donated reclaimed land to the local communities for use as parks and recreational facilities.

Jan 1, 2004

By A Bossilkov

Although environmental and sustainable development reporting has now become widespread in the Australian mining and minerals processing sector, there remains a great deal of diversity in reporting contents and practice. Moreover concerns remain about the effectiveness of reporting for delivering the companyÆs business case for sustainable development as well as for communicating sustainable development performance to a range of external stakeholders. This paper therefore reviews the status of sustainable development reporting in the Australian minerals processing industry. Pertinent international and national developments are briefly captured, leading to a discussion of the framework for integrating sustainable development reporting with sustainable development management (as proposed by the World Business Council for Sustainable Development). This leads to a discussion of the results of a comparative review of sustainable development reports of a cross-section of eight Australian resource companies. Best practice elements are highlighted in regard to reporting on company context, governance, performance and assurance.

Jan 1, 2004

By J. R. Yates, R. J. Young, G. E. Forward, J. B. Farrell, R. J. Milbourne

"Sustainable development in the mining and metallurgical industrial sectors can be implemented by two distinct groups: the managers and operators of existing facilities, working with industrial processes and systems that have been operating for many years, in some cases, several decades; and those who are engineering and building new facilities or upgrades of existing plants.The focus of this paper is to look at approaches and tools available to bring sustainable development thinking and action to these two distinct areas. The paper will discuss the concept of working with existing facilities and processes to minimize waste and maximize product from a regional raw material/resource consumption perspective using by-product synergy. The BPS concept has been carried out in Texas (e.g., TXI-Chaparral’s STAR), in Calgary, Alberta, with Suncor assistance, in Montreal, Quebec, with Noranda as project leader, and currently in Ontario with Dofasco as industry champion. Successful outcomes are presented. The paper will also discuss a new approach to designing greenfield facilities or upgrades to existing plants using a sustainable development review process. Undertaking the review early in every project can institutionalize the concept of discussing and implementing waste elimination, design for environment, ecoefficiency, risk minimization and community awareness and involvement in the future capital stock. The review process has been developed as an excellent tool for measuring and reporting on a corporation’s sustainable development progress. Examples of how this approach has been adopted in the mining and metallurgical industry, and the resultant outcomes are given."

Jan 1, 2003

By A. Bamber

Canadian leadership in a global mining context will depend not only on entrepreneurship and best practice but also on technological innovation. This paper argues for more ambition and commitment to R&D for technological innovation in Canadian mining. It focuses on underground hardrock mining, where past R&D initiatives have simply not stood the test of time, and it is important to examine why. Concerns arise because industry’s commitment to R&D has not been sustained over time. Innovation through exploration, processing, and environmental technologies has been more significant. Meanwhile, R&D capacity and synergies in government institutions and universities have not been exploited. There is a need for more commitment, coordination, and collaboration by industry, governments, and universities. This paper examines some corporate models that have achieved sustainable innovation, along with some that have not. A strategy for innovation is discussed that relates to culture, commitment, coordination, and collaboration.

Jan 1, 2005

By M. H. Attia

The concept of sustainable development has been evolved into a working framework for sustainable manufacturing, in which the environmental requirements are introduced into product development at the design stage. This keynote paper is discussing a number of issues pertaining to the impact of manufacturing on the environment. The conflicting requirements of sustainable development, sustainable manufacturing (SM) and economical growth are presented in the light of successful case studies that were able to convert conflicts into opportunities. Integration of SM into the product life cycle is also presented. A number of concepts that are related to Ecoefficiency, e.g., inverse manufacturing, demanufacturing and re-manufacturing are also discussed. The paper underlines the fact that the positive impact of this new philosophy is equally applicable and beneficial to both; developed and developing countries. The paper concludes with an overview of Global trends in environmentally benign manufacturing (EBM); e.g., product-take back and emerging material and processing technologies. The state-of-the-art approach to Life Cycle Impact Assessment and integration of design for the environment DfE principles are demonstrated through some case study.

Jan 1, 2006

By D Laurence

Mining cycles have come and gone and with them there have been dramatic swings in the levels of interest and student entry into minerals-related education programs, hence graduate supply to the industry. So what is the problem? These trends will keep happening and the industry will keep on keeping on – or will it?This paper discusses recent trends in Australian minerals education programs and some international examples, together with some of the more recent initiatives taken by both the minerals education sector and the industry, such as the Minerals Tertiary Education Council (MTEC) and MEA. The real problem is that things will not just keep going the way they have over recent decades – there will come a time when there is no longer a supply of minerals academics available to provide the educational programs; and universities will simply shut down subcritical mass mining programs and invest in the much more lucrative programs such as commerce, law, medicine, etc. By the time this starts to happen it will be at least ten years too late for any last-minute reactive response by industry, if they were to try and avert such a consequence. International experience with mining programs bears out this scenario quite clearly.It is therefore timely for industry individual mines and mine management to take a much more strategic look at their role in the education sector. Sustainable mining also means sustainable minerals education – without one, the other will not function over the long-term. There is a pressing need for long-term strategic buy-in by industry into the education sector – not just for the good times, but also through the tough times. This means much more than a scholarship here or there, but includes such commitments as major industry-university research partnerships; collaborative recruitment initiatives and much more. The paper will discuss a range of such issues, problems and opportunities to address these important issues through strategic, comprehensive, long-term commitments by industry and equally significant and appropriate responses by the education sector. We care – do you?

Mar 21, 2011

By T. Banerjee, D. Felsher, G. Leavoy

"Lake Shore Gold is engaged in commercial gold production at both the Timmins West and Bell Creek mines, located in Timmins, Ontario. Run of mine ore is processed at the Bell Creek mill which consists of a conventional gold mill flow sheet involving crushing, grinding, gravity concentration and carbon-in-leach (CIL) for gold recovery. Since 2009, the operating capacity of the mill has been upgraded from 2000 tpd tonnes per day (tpd) to over 3,000 tpd. The most recent expansion involved the installation of a low aspect ratio SAG mill to replace the secondary crusher. Without operational data on the low aspect mill, combined with a site team that was new to SAG milling, there were many challenges in achieving the target throughput from the circuit. Through the implementation of AwaRE advanced controllers, running in closed loop with PRC fragmentation cameras as well as embedded PARC modules within the Allen Bradley PLC, the site was able to rapidly develop a best operating practise and has been successful in creating a stable and consistent operational environment. The process, lessons learned and eventual solution will be reviewed in this paper.INTRODUCTIONLake Shore Gold is engaged in commercial gold production at both the Timmins West and Bell Creek mines, located in Timmins, Ontario. Run of mine ore is processed at the Bell Creek mill which consists of a conventional gold mill flow sheet involving crushing, grinding, gravity concentration and carbon-in-leach (CIL) for gold recovery. Since 2009, the operating capacity of the mill has been upgraded from 2,000 tpd tonnes per day (tpd) to 3,150 tpd. The most recent expansion involved the installation of a low aspect ratio SAG mill to replace the secondary crusher. This endeavor was split into two phases: the expansion of the back-end (Phase 1) and the front-end (Phase 2) of the mill. Phase 1 of the expansion was completed at the end of 2012 and involved enhancements and capacity addition to the leaching and adsorption circuits, which increased the mill’s capacity to 2,500 tpd. Phase 2 of the expansion commenced at the end of July 2013 and involved the expansion of the crushing and grinding circuits. The expanded front-end of the mill now has a capacity of 5,500 tpd, and processes ore from both Bell Creek and Timmins West mines. The updated flow-sheet, as shown in Figure 1, illustrates the replacement of the two-stage crushing and ball milling circuit with a single stage crusher and a low aspect ratio SAG mill."

Jan 1, 2015