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By John Crusius

? 3-year research program overview ? initial results- MainZone pit Waterline pit ? questions raised ? increasingly common in western N. America ? frequently low-pH waters with elevated concentrations of many metals ? water quality controls poorly understood ? some in U.S. are Superfund sites

May 1, 2002

Spatial information Critical to a project since it underpins: ?Discovery of mineral resources ?Orebodydefinition and technical assessment ?Mine design and planning ?Profitability and project value Data ?Single most import asset. ?Good interpretation of quality data underpins project growth and success. TEAMWORK

May 1, 2002

The Project ? $1.4 billion project ? 59,000 tonnes of nickel and cobalt ? Large resource base ? First production end of 2004 The Place ? Half the size of Vancouver Island ? Population 210,000 ? 43% Melanesian, 37% European, 12% other South Pacific groups, 8% other nationalities ? Tourism principal industry ? 1/3 of world?s nickel resources The Politics ? French Overseas Territory ?1998 Noumea Accord: increased local control over domestic policy ? Referendum on independence in 2014 ? Seeking more economic autonomy, less dependence on French support

May 1, 2002

By Stephen B. Cheeseman

The quantity of data available and the rate at which we access such data are rapidly increasing. Electronic data capture systems, fleet management systems and a host of other technological advancements have created a constant stream of real-time, tactical data. However, are we taking advantage of this data? Are we converting data into useful information to aid in efficient decision-making? Mining operations are struggling with ?information overload?, finding it difficult to extract the benefits from vast stores of data. Without the necessary tools to facilitate a data filtering and information reporting process, most operations revert to old practises such as re-entering data into multiple spreadsheet reports. As a result, the ability to make effective use of data still eludes many mining operations. Some operations have taken audacious steps to rectify this situation. The De Beers Venetia mine in South Africa has implemented an integrated mining information technology solution that transforms their data into practical, usable information allowing staff and management to make decisions that improve efficiencies and reduce costs. In the absence of quantitative justification or ROI, De Beers took a risk in implementing change. Today, they are realising the benefits. This paper will unearth the information technology issues that surfaced during the Venetia implementation, then identify the benefits De Beers has obtained from deploying an integrated mining information technology solution at the Venetia mine.

May 1, 2002

By Peter K. Kaiser

Planning and design of deep underground mines involves a process of complex three-dimensional data integration utilizing information from exploration (geology, rock mass characteristics), engineering (mining method, excavation geometry, stress) and operations (time, in the form of sequencing). As new logging and monitoring technologies are being developed, the amount and data complexity becomes overwhelming and decisions are often made based on only a small part of the available data. Recently, Laurentian University opened a state-of-the-art Virtual Reality Laboratory (VRL), a Mining Exploratorium that is unique in the world of mining and offers an exceptional data interpretation environment for mine planning and design. The Mining Exploratorium combines a large format spherical stereoscopic projection system, equipped with high definition projection providing the highest resolution of active stereo in the world today, with advanced features of earth modeling software. Combined, this creates the first virtual reality facility geared specifically to the interpretation of mine geometry, geology, geochemistry, microseismicity, geomechanics and mining data sets. This paper demonstrates how value can be added to the mine planning and design process by utilizing this unique tool in the mining decision-making process via better comprehension of spatial relationships of data and by interpreting the data in a collaborative immersive virtual reality environment.

May 1, 2002

By Hans D. Gougar

To meet an increasing demand for minerals, mining operations are moving to ever more remote regions. The lack of a local energy supply and infrastructure, coupled with social and regulatory demands for lowered environmental impact of mining operations, presents an opportunity for a seemingly unlikely competitor ? a nuclear power plant. The Modular Pebble Bed Reactor concept, currently in various stages of research and development around the world, offers a high degree of reliability and safety with minimal consequences for the local or global environment. The passive safety features of this design eliminate the need for the extensive active safety systems that add significantly to the cost of current water-cooled reactors. With the MPBR, as with all nuclear plants, there are no appreciable quantities of waste products released to the environment during normal operations. In contrast with conventional reactor designs, the MPBR would also remain radiologically safe even under the most severe abnormal circumstances. The key to the design is the fuel element. Enriched uranium microspheres are coated with various layers of pyrolytic carbons and silicon carbide to form a highly-temperature resistant particle that effectively retains all fission products. These particles are mixed with graphite and formed into 6 cm pebbles. A randomly packed vessel of such pebbles forms the reactor core through which helium is circulated as a coolant. Computer models and tests performed on actual pebble bed reactors confirm that fuel failure temperatures are not reached even during the most severe conceivable loss of coolant accident. The reactor drives a gas turbine cycle with resulting efficiencies as high as 48%, comparable to natural gas-fired units. The low price of uranium fuel and low maintenance requirements translates into competitive operating costs. However, high capital costs prevent the MPBR from competing with natural gas in most markets. In remote applications where no fossil supplies are readily available, the playing field is more level. This paper summarizes the features of two of the more promising candidates for remote applications and discusses the strengths of the MPBR from the perspectives of fuel supply and environmental impact.

May 1, 2002

By Ray Collier

MINING TODAY l EXTENSIVE AND EXPENSIVE PERMITTING PROCESSES WITH UNKNOWN RESULTS l GENERAL AND IMPASSIONED RESISTANCE TO RESOURCE BASED INDUSTRY l SOPHISTICATED, ORGANISED, AND WELL FUNDED OPPOSITION l MOST LOCAL GOVERNMENT DOESN?T WANT MINING TODAY?S TALK l FOUR SPECIFIC OPERATIONS ON WHICH OUR EXPERIENCE IS BASED ? SECHELT ? CADMAN ? GRANVILLE ISLAND ? LEHIGH CEMENT DELTA PLANT l OUR APPROACH TO COMMUNITY RELATIONS

May 1, 2002

By Radford B. Langston

Mining Methods Majority of Production Ramp and Fill at Stillwater, Sub-level Becoming More Important Production at East Boulder from Sub-level l Majority JM REEF ROCK TYPES NORITE - plagioclase and bronzite cumulate GABBRONORITE - plagioclase, augite, and bronzite cumulate TROCTOLITE - plagioclase and olivine cumulate ANORTHOSITE - plagioclase cumulate PERIDOTITE - olivine cumulate

May 1, 2002

By Normand Champigny

The Forces of Change ? The current business environment ? What can we expect for the future on management of physical assets ? The impact of maintenance on production costs ? What is RCM is doing is improving business performance ? The beginnings of RCM The RCM II Process ? RCM II is a structured process that involves employees in determining the best failure management tactics for systems and equipment in their operating context ? The method is an effective approach to risk and cost reduction as well as failure management

May 1, 2002

By Cristina Echavarría

MAIN POINTS ? The region: opportunities and limitations ? Overview of main issues emerging from MMSD in South America ? Who comprises the local community? ? What are the main challenges? ? Some suggestions for companies to improve their contribution to local sustainable development of mineral rich localities THE REGIONAL CONTEXT 1. The region is a producer of minerals contributing over 20% to world metal production. It consumes only 8% 2. Significant diversity of national contexts-both between countries and within countries 3. Variable but predominant need for strengthening of government and community institutions and governance, especially at the local level 4. Dearth of baseline information for decision making 5. Sustained social spending during early 90?s as a consequence of economic recovery and fiscal policy, produced important advances in education and health 6. Despite government efforts in most countries poverty continues growing 7. Highly inequitable distribution of wealth persists

May 1, 2002

By Ish Grewal

The ACACIA Reactor - Introduction What is it? The Acacia Reactor is a fluidized bed high intensity cyanide leaching system. Purpose for its existence? The Acacia Reactor was developed to treat high grade gold concentrates generated from primary gravity concentration systems. Why intensively cyanide leach a gravity concentrate? Current secondary upgrading processes, such as tabling, create significant losses of fine gold that is initially recovered in the primary gravity concentration units. Additional benefits include improved security and a reduction in health hazards associated with calcining.

May 1, 2002

By Robert G. Boutilier

So far, most social performance monitoring systems have not gone beyond listing the impacts on various stakeholders. Executives have had to rely on intuition to devise interventions that would improve the impacts. This paper describes a survey process, known as the Stakeholder 360 (S360), which eliminates much of the guesswork. The paper reviews key studies showing that raising the levels of communication, trust, and common vision among stakeholders leads to the acquisition of the resources needed to improve the socio-economic situation. Therefore, the Stakeholder 360 measures the levels of these three factors in the relationships between a company and its stakeholders, and among the stakeholders themselves. In a validation study at a gold mine in rural Papua New Guinea, the S360 produced a socio-political ?roadmap? that showed management and stakeholders alike which relationships need more communication, trust, or common goals/vision. Management used the findings to create alliances that helped the government move forward on a regulatory regime for the mine closure. The community used the findings to focus its planning for life after the closure. An S360 survey conducted six months later revealed a decline in dependence on the mine and an overall increase in levels of mutual understanding.

May 1, 2002

Concentrator Improvements -1990-1995Back to Basics ?pilot plant versus plant opportunities identified ?understand process fundamentals & baseline -1996-2000Point ?C?Projects ?strategy to improve global competitiveness ?structure implemented to generate & drive ideas ?capital investment for life of mine asset renewal - 2001-200?Six Sigma Methodologies ?emphasis on data, measurements & analyses ?dedicated, highly trained personnel on projects 1990-1995 Improvement Phase??Philosophy??back to basics?approach?understand what each piece equipment needed to do?understand reagents, control variables?confirm operating strategies ??probe, stabilize, institutionalize??test theories, confirm with lab and plant trials?process stability (equipment reliability, controls)?enhanced operator guidelines, operator training?focus on continuous improvement?optimize existing equipment capability?stop looking for ?magic?solutions 1990-1995 Improvement Phase??Technical?finer grind, same equipment?optimize media size/shape to grinding application?balanced available ball mill power to applications?lowered cyclone feed densities where possible?improved selectivity, same equipment?balanced available cells to applications?streamlined process (eliminate process steps)?added cleaning stages where required?understanding pulp/mineral surface chemistry?lowered flotation pulp densities 1990-1995 Improvement Phase??Effort?numerous studies to understand process?liberation and mineralogical characterization?pulp and mineral surface chemistry?flotation kinetics and entrainment?extensive internal and external manpower?Brunswick, Noranda Technology Centre?CanMet, AMTEL, MinnovEx, Lakefield Research, McGill University?small capital expenditure

May 1, 2002

By Anthony T. Eyton

Intelligent Systems: Advantages for Mining ? Increased safety (reduced risk to workers) ? Increased productivity (reduced downtime) ? Reduced maintenance costs ? Customized solutions for different mines ? Growing acceptance among mine managers A Typical Precarn Project ? Meets definition of intelligent systems ? Involves at least two Precarn members ? a technology developer partner and a user partner ? in a true collaboration ? Involves at least one university and may have various other players ? Leads to a demonstrated prototype ? Costs $2-4 million, and lasts 12-30 months ? Gets up to 40% of its funding from Precarn (max. $1 m) ? Produces new intellectual property -- owned by the project team

May 1, 2002

By Rick Wilkins

The stability of steep embankments is a major safety issue in open pit mining, highway passes, and earth filled dams. A failure in any one of these situations could mean a loss of very expensive equipment, a long term inconvenience, and more importantly, a loss of life. These possible catastrophes could be avoided by installing a reliable real time monitoring system. Robotic total stations (RTSs) give one possible cost effective solution to creating a near real time monitoring system. Repeated surveys at predetermined time intervals can automatically generate warnings if slope movements exceed a preset tolerance level. The variation in atmospheric refraction, combined with possible instabilities in reference targets, can make a monitoring system based on RTSs produce false alarms. A methodology has been developed at the Canadian Centre for Geodetic Engineering (CCGE) for reducing these systematic error effects. The methodology has been realized in the creation of a software package that has been successfully implemented at large earthen dams in California and at an open pit mine operation in British Columbia.

May 1, 2002

By Tim Grain Joseph

This paper considers the duty cycle of an electric cable shovel and correlations with measured passive seismic responses of the underfoot oil sand material in-pit. It has been observed that the cyclic activity during operation of any shovel in the oil sands environment causes the material to deteriorate and provide a less than ideal footing for this large item of equipment, whose dead weight approaches 1500 tons with a footprint of merely 75 square yards. Consequences are manifest in the form of carbody and side frame cracks, and associated downtime, maintenance activity, cost, and subsequent loss of availability. The objective of these considerations, as part of the Oil sands Equipment Interaction Program (OsEIP); currently a joint venture between Syncrude Canada Ltd., JPi Ltd., Caterpillar Inc., P&H MinePro and the University of Alberta; is to identify and provide feedback to the manufacturer and end user adverse shovel - ground conditions. This would enable the manufacturer to incorporate greater knowledge into the design process and the end user to direct operations in an enhanced proactive maintenance stance.

May 1, 2002

INTINERARY ?What is SRI? ? How do we define good corporate social and environmental performance in the mining and petroleum industries? ? Why should you care? MJRA Inc. ? Established in 1992 ? Canadian Social Investment Database (CSID) launched in 1993 ? Jantzi Social Index launched in January 2000 ? created in 2000 SRI is ?the incorporation of social and environmental parameters into the investment decision making process.

May 1, 2002

By Steven D. Botts

The Antamina project, owned by BHP Billiton Plc, Mitsubishi Corporation, Noranda Inc., and Teck Cominco Ltd. , is a $2.3 billion copper/zinc project, located in the Ancash Department in Perú. The project consists of an open pit mine, a 70,000 ton per day concentrator, a 302 Km. long concentrate pipeline, port facilities, a new access road, power line, and town site. The project is designed to produce up to 1.5 million tonnes per year of copper and zinc concentrates over a 23-year project life, and will be the third largest producer of zinc and the seventh largest producer of copper in the world. This mega project is the largest mining investment in the country and, during its construction stage, was the most important construction project worldwide. On May 28th, 2001, Antamina commenced testing operations and four months later, it reached commercial production. Antamina was officially inaugurated on November 14th, 2001 by Peruvian president Alejandro Toledo. The construction stage of the project generated 8,000 direct jobs, with a peak of 10,000 employees, and 30,000 indirect jobs. The permanent workforce consists of approximately 1650 employees, the vast majority of which are Peruvian Nationals; around 30% of whom came from the department of Ancash where the deposit is located. Approximately 5,800 indirect jobs will be generated from the project. Independent sources state that Antamina will increase the Peruvian mining exports by 30% and Peruvian GDP by 1.4% within its first year of full operation in 2002. Since winning the privatization bid for the project in 1996, the company has implemented a successful approach to community development and environmental protection based on sustainable development principals. Throughout the development of the project, a number of initiatives have been undertaken to ensure full involvement of the local populations in community development activities and the company?s environmental program. Due to its size, difficult logistics, cultural considerations and financial aspects, the project has faced a number of unique challenges in the area of environmental protection and management of community interaction. Antamina has been innovative in its approach to these issues, and as a result, has set new standards in Perú for environmental and community management, and sustainable development.

May 1, 2002

Objective To develop safety training tools for mine safety and health professionals that fill gaps in currently available materials. Background Over the past 4 years, NIOSH has developed and released a series of training videos targeted at underground mine safety. These videos were developed in close cooperation with the mining industry and safety training professionals and were intended to provide realistic, interesting, effective training to both new hires and experienced miners. The videos cover the mining cycle, starting with the breaking of the rock (Handling Explosives in Modern Mines), making certain the work area is safe after a blast (Rock Falls— Preventing Rock Fall Injuries in Underground Mines), installation of ground supports and recognition of failed supports (Miner Mike Saves the Day), and hauling both ore and materials in the mine (Hazards in Motion). A separate video (Hidden Scars) captures the story of a fatal rock burst through an interview with a miner who nearly died and who lost his partner in the accident. These videos have been extremely popular in the mining industry and are being used across the nation as well as in 18 other countries. Two of them, Rock Falls and Miner Mike Saves the Day, have won Alice Hamilton awards, NIOSH’s highest recognition for Excellence in Occupational Safety and Health, in the Educational Materials category. Approach A recently completed independent evaluation of the SRL mining videos identified five themes that mine safety trainers consider necessary for successful training materials: high quality, credibility, accurate content, effectiveness, and an engaging nature. All of the NIOSH videos were rated very high for each theme. Using these measures of effectiveness, a more difficult challenge has been undertaken. Much has been written in the mining industry about the coming turnover in employment. The average age of miners in the United States is approaching 50, and many of the “experts” will be leaving the industry as they reach retirement age. The mining industry, like many industries involving skilled labor, relies heavily on a master-apprentice relationship between new hires and older miners. New hands learn from experienced miners. Their learning falls into three primary categories—they learn what’s important to know, they learn how to do things correctly and safely, and they learn the culture.

Mar 1, 2002

Objective The main purpose of this video is to teach mine rescue personnel certain aspects of rescue work that are not traditionally taught. These include the strain caused by working continually under adverse conditions; the "survivor guilt" that occurs from being spared the fate of one's deceased cohorts; and the posttraumatic stress that may be experienced during the sometimes lengthy task of recovering the victims' bodies. Background On November 20, 1968, an explosion rocked the Farmington No. 9 Mine in northern West Virginia (figure 1). The explosion killed 78 of 99 miners who were working in the mine, including all but one member of the mine's rescue team. Some 30 years after the event, researchers from the NIOSH Pittsburgh Research Laboratory (PRL) conducted a video interview with Danny Kuhn (figure 2), the only Farmington No. 9 mine rescue team member who was not working that day and who did not die in the explosion. According to the Mine Safety and Health Administration (MSHA), there are about 80 underground coal mine rescue teams in the United States, and according to the National Mining Association, there are more than 850 underground coal mines. This represents a significant decrease in both over the past decade. The low number of rescue teams is a concern because serious incidents, though fewer, still happen, and if a disaster occurs, there will be fewer rescue teams to respond. This would result in an increased need to use available human resources very efficiently. Much training to prepare these rescue teams still takes the form of what educators call "teaching to the test." In other words, teams practice in order to win mine rescue contests. This test-oriented approach has traditionally been augmented by interactions with others who have responded to real situations or by participating in actual incidents. Given few incidents and fewer rescue teams from whom to derive enrichment, the preparation of coal mine rescue personnel becomes a problem. Recently, more emphasis has been placed on active learning, such as working out problems in smoke. These sessions more nearly simulate the actual conditions that today's team members might rarely encounter. To properly prepare and retain the current coal mine rescue personnel who are left in the workforce, it is necessary not only to offer such hands-on experience, but also to replace the learning narratives that once were passed from team to team. The present video is intended to contribute in that capacity. Approach NIOSH researchers first learned of Mr. Kuhn in the fall of1998. Mr. Kuhn was contacted and agreed to an interview. An oral history interview was conducted with Mr. Kuhn in early November1998. After reviewing the videotape of the interview, researchers determined the content to be so rich as to warrant a second interview in a more formal setting. The second interview was done in early December 1998. During this interview, Mr. Kuhn spent about 2 hours describing the Farmington disaster, including the workplace climate leading up to the explosion, the events that took place in the 10 days after the explosion, and the nearly 10-year effort to safely and successfully recover most of the victims' bodies. The videotape of the second oral history interview with Danny Kuhn was reviewed and edited by NIOSH researchers for content. Careful attention was used to ensure that valuable information was presented, but within a reasonable timeframe. A detailed map of the Farmington No. 9 Mine was edited into the final video and used to highlight critical features as they were being described by Mr. Kuhn. Results and Accomplishments A 60-minute videotape and instructor's guide for use in safety training or other settings was completed. The target audience consists of all those who work in underground coal mines. This training video will help safety instructors better prepare mine rescue team members for the situations that they will encounter when engaging in extended rescue and recovery work. As a result of this expectations training, team members will be more likely to serve their

Mar 1, 2002