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Shane is enjoying his new work. Six months ago, he was stocking shelves at his local supermarket and decided to make the big move to a job in mining with more challenge and, of course, more dollars. He's been through his inductions, received his training tickets and is now working in a crew of eight underground at a fly-in, fly-out (FIFO) operation. There are many more systems and processes here than in his retail job, and Shane's comfortable that his safety is being looked after. He is enjoying the continually changing work and conditions, it makes the job interesting. It's taking some time to get used to the roster and he is worn out by changeover, but he gets more time with friends and family during R & R.   Generally, the mining industry has a maturing safety culture and well developed systems. This sometimes lulls people into a false sense of security. Safety systems cannot anticipate every possible situation, nor can they replace people's perception, thinking and decision-making. To manage safety, it's critical to find the right balance between dependence on systems and a healthy fear and respect of risks we face.   As safety standards are raised, systems tend to get more thorough and complex. When a new person joins a mining crew, we induct and train them to provide the information they need. As labour availability again becomes short, and many new people join our industry, we shouldn't assume they know the fundamentals. We need to explain not only what they are expected to do, but why doing what we ask and expect will keep them safe. We must equip people to deal with both the routine and the unexpected.   This presentation explores the challenges of balancing a structured, systematic approach to safety with the need to also equip people to deal effectively with risks everyday in dynamic and extraordinary situations.   Session purpose Introduce participants to a way of looking at risk from a different perspective, as a force for change and progress, if managed well. Demonstrate that risk is something we need to engage with emotionally as well as physically, if we want our risk management efforts to be successful. This purpose will be achieved through an entertaining and engaging presentation, using photos and case studies. The session will initiate interest to explore new ways of thinking about risk and generate discussion about the balance between people and systems. What is the right balance and why getting it right enhances the safety culture, while getting it wrong can impact on safety, business performance and sustainability.

Jun 1, 2010

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 Lawrence Devon Smith

What is a Failed Project? For mining projects, some key indicators of a ?failed? project are: ? Cost is more than it should be (particularly capital) ? Schedule ? It takes longer to build than expected ? It takes longer to ramp-up than expected ? It does not do what it is supposed to do ? Poor performance; output, product specifications; ? Low revenue ? High costs ? No one is happy about it: Management, Shareholders, Bankers ? Does a project fail if it does not meet expectations that were unrealistic and unattainable? ? Caution: Failure may not become evident until years later

May 1, 2010

By Tarrant Elkington

Underground mine planning practices are typically manual and time consuming and will often produce sub-optimal solutions due to the application of generic rule-of-thumb assumptions or ?tried and tested? choices. The development of computer-automated tools for underground mine planning enable a wide range of scenarios to be considered rapidly in arriving at an optimised solution, subject to input assumptions. We have applied these tools to demonstrate ?optimised? solutions that challenge industry standard practices. Further, we have incorporated grade and price/cost uncertainty into these tools to gain an understanding on how the consideration of uncertainty may further alter strategy selection. Finally, we enable the tools to dynamically adjust cut-off grades in conjunction with the evolution of prices/cost.

May 1, 2010

What is the BC AMTA? ?What is an ASEP? ?Who are the partners? ?Critical Success Factors ?Questions/Answers Aboriginal Skills and Employment Program (ASEP) ?A collaborative partnership of industry, employers, post secondary, First Nations and government ?Working together to plan and implement training and education programs ?Demand-driven: targeted JOBS for participants

May 1, 2010

By Sarah R. Hindle

Carbon capture and storage has jumped to the forefront of climate change mitigation efforts for its capacity to sequester large amounts of carbon. Mineral carbonation is one prominent option, mimicking and accelerating the natural weathering process of certain silicate minerals. This has the ability to produce stable carbonate minerals that can store carbon on geologic time scales with little to no risk of leakage. Commercialization of this process is ideally suited for integration into the proposed mining operations at the Turnagain Nickel site in Northern BC. This is due to the abundant supply of suitable ultramafic feedstock material, as well as the economic benefit of sharing costs while reducing net emissions and bringing value to otherwise valueless and costly waste rock. While studies have shown this process to be technologically viable on a laboratory scale, assessing the economic and financial viability of such a process on an industrial scale is necessary. An evaluation of the financial feasibility of integrating mineral carbonation into the mining cycle at Turnagain under a proposed cap-and-trade system is presented.

May 1, 2010

By Robert Boutilier

For more information on what the social licence means, see the following: Joyce, S. and Thomson, I. 2000. Earning a social licence to operate: Social acceptability and resource development in Latin America. The Canadian Mining and Metallurgical Bulletin, 93(1037) Nelson, J. and Scoble, M. 2006. Social License to Operate: Issues of Situational Analysis and Process. Vancouver, BC: Department of Mining Engineering, University of British Colombia. Thomson, I. and Boutilier, R.G. 2010. The Social License to Operate In P.Darling, (Ed.), SME Mining Engineering Handbook: Littleton, CO: Society for Mining, Metallurgy and Exploration. Much of what has been written and said about the social license to operate focuses on what the company has to do or not do. But the social license is a two-sided relationship. We also need to look at what the community has to do, or not do, in order to be capable of issuing a social license that is meaningful.

May 1, 2010

By Roger Davieds

FACT: a company?s profitability (or loss) is directly related to the efficiency and effectiveness of its maintenance operation. Fact: in order to contribute in a positive manner, maintenance must understand what its true purpose is in the organization. It is easy to say our main purpose is to increase: ?equipment uptime ?OEE ?asset life cycle We all understand this; so does management.

May 1, 2010

What Discounted Cash Flow Analysis can do for you: ?Provide an accurate financial analysis of a project for the first 25 to 30 years of operations ?Identify cash flow requirements ?Identify relative sensitivity of the project to the various input parameters ?Place a value on the resource in place after 30 years of operations ?Correct for errors in input parameters

May 1, 2010

By George Meadows

Consultation and Accommodation Introductions Consultation -Best Practices The Role of Negotiations The HVC Experience Summary / Conclusions The Challenge Meeting legal and policy obligations to consult while adhering to project priorities, timelines and budgets Defining who needs to be consulted, by whom, and ?how much?? Accommodation ?who is responsible and what is the appropriate scope? Social License -establishing positive working relationships with First Nations involved in project review / approvals / implementation in a manner that advances the interests of all parties

May 1, 2010

By Kevin O?Callaghan

Applying Legal Concepts - The Crown must consult, and where necessary accommodate, when: - Crown has knowledge, real or constructive, of the potential existence of Aboriginal rights or title and contemplates conduct that might adversely affect it - Duty to consult is triggered at a low threshold - How much consultation necessary? - Proportional to the strength of claim and potential impact - Spectrum: notice to direct involvement in decision making - Not duty to agree or to get consent (no veto) - Reciprocal: Duty requires good faith and sincere engagement on both sides Role of Proponents: Crown may delegate procedural aspects of its legal duty

May 1, 2010

By Roberto Busato Belger

- Fertilizer Business Overview - Supply -Demand Balance in the World - Supply -Demand Balance in Brazil - Brazilian Market Growth Opportunities - Fosfertil Operations - Fosfertil Expansion Plan - Salitre Project - Project Characteristics - Technical Challenges and Solutions - Technical Support Studies Conclusions

May 1, 2010

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 Cesar H. Oboni

The development of specific risk-based methodologies to guide and prioritize clearing decisions in countries contaminated by Unexploded Ordnance and Land Mines (generically defined as Explosive Remnants of War: ERW) either at country-wide scale or road-network-scale was used in an unexpected way when a large mining company asked Riskope (www.riskope.com) to develop a multi-modal transportation network risk assessment plan, which included ocean going vessels, ports, wharves, railroad, trucking and other modes of transportation. What had been a first-in-the-world attempt in the humanitarian landmine clearing industry turned out to be extremely useful and equally innovative in the extractive corporate world. Instead of a country contaminated by man-made hazards such as Explosive Remnants of War (ERW) we were now dealing with a very complex multi-modal transportation system afflicted by all sorts of potential hazards from quakes to climate change, sabotage to labour strikes, and vulnerable infrastructures to potential energy crises. Interestingly enough the method developed to deal with ERW risk based clearing was also capable of solving the transportation risk evaluation problem, after necessary customization. This paper shows how ?out of the box? thinking and industry cross dissemination can bring significant evolution and a competitive edge even to unexpected areas of the world-wide mining industry. The results of the logistic system risk assessment shed new light on the management of the system, changed the way insurance coverage was purchased, and led to significant potential cost reductions in a period of global recession.

May 1, 2010

By Ian Thomson

OBJECTIVES OF EXPLORATION ? Prove/Disprove presence of potentially economic mineralization ? Keep on budget ? Minimize negative environmental impacts ? Gain a ?Social License to Operate? (SLO) WHAT IS A ?SLO? ? Granted by the local community ? Intangible, informal, non-permanent ? Has to be earned and then maintained ? Defined as ? Ongoing Approval (BSR and AccountAbility) ? Ongoing Approval, broad social Acceptance (Joyce and Thomson) ? Ongoing Acceptance (Nelson, and many others) ?Expression of the quality of a ?relationship?

May 1, 2010

Mining Subscribes to Murphy?s Law Personal observations on the past ?Perfect, benign deposit mines can be screwed up-spills and concentrate handling issues ?Long term contamination and water management assessments inadequate ?The ?permitting mentality? and its effects on the application of proponent and regulator resources ?Reliance on simple principles but nature and chemistry is more complex

May 1, 2010

By Juliana Parreira

The past decade shows record increases in global demand for minerals and metals with an accompanying significant decline in skilled personnel. Mining companies today are examining new technologies to maximize production, reduce costs, and create safer work conditions to deal with this shortfall. Automation of an open-pit mine haulage system is receiving attention as a beneficial option since it provides more consistent and efficient operation of mining equipment, it removes workers from potential danger, it reduces fuel consumption significantly reducing greenhouse gas (GHG) emissions, and it can help optimize vehicle repairs and equipment replacement because of more-predictable and better-controlled maintenance. This paper describes a simulation model under development using the EXTENDSIM software package to examine scale-up issues and constraints of autonomous vehicles in comparison to a manual system. The software can predict and manage Key Performance Indicators (KPIs), such as productivity, safety, cost, equipment failures, fuel consumption, and tire wear under different road and load conditions. By breaking-down the various systems of an autonomous haulage truck and simulating the overall haulage system using a Monte Carlo approach, the model becomes a flexible and powerful tool to use within a mining organization. Direct comparison to a manuallyrun system can be done to show the cost and operational benefits of automation. Project managers can use this tool to guide decision-making about possible application of autonomous haulage trucks at a specific mine site.

May 1, 2010

By David Davidson

Overview- Points To Be Addressed ? Review the building blocks of a successful and vibrant industrial economy ? China?s current position in the global economy ? China?s voracious appetite for raw materials ? Distortion in import/export trends ? Areas of strategic importance for China - Steel and its components - Agriculture self sufficiency - Energy now and for the future ? Do current valuation techniques fairly value ?strategic? assets? China ? The Economical Miracle - Massive shift in population from rural to urban - ?Middle class? growing rapidly, hence strong consumer growth - China is the manufacturing center for the world ? cheap labour and - modern facilities - Infrastructure build out ?US$585b stimulus package and 5 year plan - Rail ? 30,000 kms of new track planned by 2020 - Power ? 50% capacity increase, including 35 nuclear reactors - 100 major new airports - State of the art process and manufacturing facilities - Port capacity ? 100m TEU capacity increase by 2020 Class 1 national highway ? 35,000 km?s by 2020

May 1, 2010

By Michael Davies

Mined Material Management Meeting or Missing the Mark? o you agree that we have the technology to consistently design robust M3 facilities? ?YES your experience do these M3 facilities perform as expected during operations? ?USUALLY hat can be done to improve performance, e.g. better communications between project and operating teams, discontinuity between design and operational input by designers, others? ?UNDERSTANDINGWHY THINGS GO WRONG an we identify the key characteristics of ?good M3 facilities?, i.e. ones that are performing well? Can we identify ?good M3 facilities?, i.e. ones that perform well and can be held up as examples? ?WITHOUT QUESTION?? your opinion, for what reason do they not perform as expected? ?NO SINGLE REASON??..

May 1, 2010

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