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By Pierre C. Vieillescazes

MIGA: Unique Multilateral Risk Mitigator ?A World Bank Group agency established in 1988 to promote and facilitate sustainable foreign direct investment in emerging coufacilitate countries ntries (north(north--south and southsouth south--south) ?Guarantees equity and debt and many other types of investments against non-commercial risk. ?Can cover the following type of risks: ?Expropriation ?Breach of Contract ?Currency Transfer and Inconvertibility ?War and Civil Disturbance ?Non-Honoring of Sovereign Financial Obligations

May 1, 2010

Safe, efficient production is a common objective for all large open pit mines. Despite comprehensive policies, procedures and regulations aimed at protecting workers, several people die each year in mining equipment-related collisions. The limited sightlines of heavy equipment operators coupled with difficult operating conditions are major contributing factors to the majority of mining equipment collisions. Off road haul trucks are the most common type of machinery involved in surface accidents. These vehicles represent the primary target for improving safety performance by mine operators. Although several commercial products have been introduced to address these issues, none have achieved significant market acceptance. The current collision avoidance solutions lack integration with onboard fleet management and equipment health systems. To achieve acceptance in industry, any collision avoidance system must offer high reliability, minimal false alarms, and value for money. With these criteria in mind, this paper will examine the pros and cons of the various technological approaches to collision avoidance in an open pit mining environment. The unique global positioning systems (GPS) and camera-based proximity detection solution on offer from Modular Mining Systems will be described. This solution uses intelligent filters to minimise false alarms. Tight integration with fleet management provides context information to enhance warnings and enable back-office near-miss analysis. Available today, this combination creates a practical solution to improve the situational awareness of heavy equipment operators, at a compelling price point. Future directions for maximising heavy equipment operator situational awareness will also be examined.

May 1, 2010

By Charles A. Taschereau

Burkina Faso ? Formerly known as Upper Volta; Country is landlocked and dry (Sahel sub-Sahara zone); ? Among poorest countries in the World, according to the United Nations Human Development Index (in 2005, 178 out of 179 countries; in 2009 173 out of 179); ? Population 13,9 Millions; Life expectancy is 51.4 years; Fertility rate 6.47 children/woman; Average age is16 years; literacy rate 23.6% and GDP per capita $1,213; ? French is official language; Politically stable country; very low criminality rate; corruption level low. Multiparty elections since early 90s; Legal and political systembased on French civil law system; ? Country just opened a few years ago to International mining companies, with a new mining code and investment code; ? No experienced labour; ? All new codes and laws; no established practices; Very limited economic development, mining is already main product of exportation and the country will become with Essakane a mineral economy (over 50% of total exports from mineral sources);

May 1, 2010

By Ben Bradshaw

Context ? Community engagement has become an increasingly significant and challenging part of mineral exploration and mine development; indeed, opposition from communities proximate to a proposed mine site has been known to derail technologically- and financially-sound projects. ? These cases suggest that mining firms need to better understand how to engage constructively with local communities in the pursuit of their claims. ? While a range of publications exist promoting various community engagement strategies, these recommendations, when viewed as a whole, are disjointed and largely untested in real development contexts. Aims of Presentation 1. Synthesize industry, NGO, government and academic publications focused on community engagement best practice in order to highlight those practices that are most commonly recommended. 2. Review the (Canadian) mining industry?s experience with some of these strategies based on existing case material in order to identify the extent to which commonly prescribed strategies are used and validated in practice.

May 1, 2010

By Jacek Paraszczak

Possibility to move human workers away from dangerous places ?enhanced safety and improved working environment; ? Increase of actual operational time: ? Less losses due to shift changes, regulatory breaks, blasting periods, ventilation after blasting, etc.; ? Possibility to work in extremely dangerous conditions where man-operated machine could not be used (for example: ST-14 loader in backfilling operations in the Kemimine, following roof collapse). Reduction of the production cost through: ? Lower maintenance cost (less damage due to operator?s mistakes and no machine abuse); ? Higher productivity and effectiveness of the equipment (less machines to meet production targets, less operators required, lesser maintenance cost...). ? Although personnel health and safety are key drivers behind autonomous operation of mobile equipment in U/G mines, with significant capital and operation costs one expects to achieve: ? Productivity higher, or at least equal to that offered by man-operated equipment and systems; ? Lower production cost. Therefore, high effectiveness of the autonomous equipment is crucial to succeed.

May 1, 2010

Terrane?s Canadian Assets Mt. Milligan, British Columbia Copper, gold (100%) Berg, British Columbia Copper, molybdenum (100%) Howards Pass, Yukon/NWT border Zinc (Option payments, and Royalty interest) Maze Lake, Nunavut Gold (Joint venture with Laurentian Gold Fields)

May 1, 2010

By Patrick R. Stephenson

The current version of the JORC Code was issued in 2004 and since that date the Australian Securities Exchange, in collaboration with JORC, has issued a number of companies? updates to provide guidance on various reporting issues. An interim review will be undertaken during 2010 to meld these updates with the current 2004 Code. This will be followed by a full review during 2010/11 covering all aspects of the Code and focusing particular attention on: ? clauses / guidelines relating to Exploration Results1, exploration targets and the reporting of historical estimates; ? issues relating to the Public Report2, including definition, the requirements for Competent Person sign-off, level of disclosure and mandatory requirements; ? guidance on techniques to quantify resource / reserve estimation uncertainty; ? the level of study required to convert Mineral Resources to Ore Reserves, and disclosure of prices and economic factors; ? expansion of the requirements for reporting of marketable material for bulk commodities; ? the use of language and tone that anticipates new and emerging technologies and techniques for the qualitative and quantitative measurements of data; and ? linkages to valuation and the valuation code (The VALMIN Code). Although the Canadian and Australian reporting regimes for public statements on Exploration Results, Mineral Resources and Mineral (Ore) Reserves are similar in intent and coverage, they differ in detail, sometimes substantially. Canadian requirements are generally more wide-ranging and prescriptive than Australian requirements, including in the need in many situations to publicly lodge a Technical Report, a requirement that does not exist in Australia. Australian-listed companies seeking to list in Canada, and Competent Persons seeking to act as Qualified Persons in Canada, need to ensure that they are fully conversant with Canadian regulations and how they differ from those in Australia.

May 1, 2010

By Ian D. Pirie

Presentation outline ?Project location ?Geology ?Resources and reserves ?Results of the FEED study ?Social and environmental considerations ?Project path forward

May 1, 2010

When looking for indicators for the mining business ? and these days who isn?t? ? one might need to look no further than the SME Annual Meeting. Held in Phoenix, AZ Feb. 28 to March 3, the meeting was, by almost any measure, a record-breaking success. Attendance included 4,937 industry professionals. Many of whom, feeling rejuvenated following the worst economic recession since the great depression, were greeted with a record 630 exhibits and 103 technical sessions covering all aspects of the mining and minerals business. Adding to the general optimism of the future was a celebration of the past and re-cent achievements in safety and health. The theme of this year?s meeting was ?Celebrating 100 Years of Mining Research? and the emphasis on advancements in safety was evident from the keynote address that kicked off the conference, to the field trips, to the Resolution and Safford mines that concluded the meeting.

May 1, 2010

Presentation Agenda ?Background ?OEM Recommendations before RCM ?Operating Context ?OEM Recommendations after RCM ?Reality of Failure ?RCM Deliverables ?Maintenance program optimization ?Spare part optimization ?Implementation ?Further Considerations -Three scenarios ?Summary and Conclusion Background ?P&H Mining?s LCM division performed a RCM study on a ?generic 4100 XPB shovel?in Milwaukee. ?P&H soon realized that the analysis required context -The recommendations were manufacturer knowledge based. -The outcome based on manufacturer requirements. -The strategy was not applicable to all machines, etc. Operator experience and ?local knowledge? are key to the success of an RCM analysis. P&H approached Teck Coal?s Fording River Operation to assist with ?Operating Context?. Teck provided operator and maintainer experience.

May 1, 2010

Who is CIBC? ? Canadian Imperial Bank of Commerce (?CIBC?) is a leading North American financial institution. ? Total Assets: US$315 billion ? Market Capitalization: US$29 billion ? CIBC comprises three strategic business lines: ? CIBC Retail Bank ? CIBC Wealth Management ? CIBC Wholesale Bank ? CIBC Wholesale Bank is a leading North American investment bank with niche capabilities in Asia, Australia & Europe. ? 1,000 + employees around the world ? Product range includes: Mergers & Acquisitions advisory and financing, Equity and Debt issues, Merchant Banking and Strategic Lending ? CIBC is ranked as the #1 investment bank in Canada across most of its key products and industries ? #1 Equity Underwriter in Canada ? #1 Mergers & Acquisitions Advisor in Canada

May 1, 2010

Improved Process & Practices Result In: ? Reduction of undesirable downtime, & expensive secondary damage ? Improved equipment performance & health ? Extension of equipment life, & reduction of operating costs ? Safety and environmental performance improvement Equipment knowledge capture and consistently applied

May 1, 2010

TIPS FOR SUCCESSFUL WASTE MANAGEMENT ? WASTE MANAGEMENT PLANS ? Define the question to be asked in waste characterization studies ? Calibrate assessments and designs with field conditions ? Ensure consistent with short, medium and long-term mine plans ? Design robust plans - goalposts and expectations will change ? Fully assess and integrate costs into economic models ? Integrate waste specialists into the feasibility and design teams ? Keep it simple and when you can?t, communicate it in simple terms ? PLAN EXECUTION ? Integrate the waste management plan into daily mine operations ? Identify the critical KPI?s , track them and set clear action triggers ? Know the difference between knowledge and data ?make sure you retain knowledge and document the important Maintain management, engineering and operational focus through the mine life

May 1, 2010

By Terry Keough

Contents for discussion ?Current liner technology ?Innovation of magnetic products ?Development of magnetic wear liners ?Installation and change out method ?Uses and capabilities ?Internal wear liners ?Summary Vulcanized rubber ?Many of you are familiar with using vulcanized rubber to provide wear protection on mining equipment. For years, this was the standard for most mining equipment, and mines spent a lot of money fabricating and lining steel equipment.

May 1, 2010

By Jason Rrno

The emergence of Impact and Benefit Agreements (IBAs) in the Canadian mining sector has been read by many as a positive governance innovation. Negotiated directly between mineral resource developers and Aboriginal communities with limited government interference, IBAs serve to manage impacts associated with a mining project and deliver tangible benefits to local communities. Notwithstanding their increasing use and significance, limited systematic analysis has been undertaken to determine whether they are, in fact, working. This paper reports on the effectiveness of a number of IBAs negotiated in support of three northern Canadian diamond mines, drawing on evidence from time-series data, key informant interviews, and focus group meetings in Yellowknife and Dettah, NWT, and Kugluktuk, NU. While some deficiencies were apparent and perceptions of effectiveness varied somewhat by Aboriginal community, the IBAs were generally found to be meeting their objectives, especially with respect to the delivery of benefits. For Aboriginal communities affected by mineral development in the Canadian North, this represents a significant change to typical outcomes of the past. Moving forward, research on IBA effectiveness needs to adopt a longer timeframe and begin to gauge the degree to which IBAs are able to address long-standing concerns associated with hinterland resource extraction beyond their agreement-specific objectives.

May 1, 2010

By Rayleen Riske

Why do we look for better reconciliation when times get tough? Why wait? Mine reconciliation should be a priority throughout the good times too. In fact, with good reconciliation, those good times are going to be even better and will help pave the way to success through those preventable bad times. Reconciliation throughout the entire mining value chain requires the capture, validation, and analysis of copious amounts of data. This task can be daunting for a team in a small mine, let alone reconciling across a suite of large mines. This paper will outline the different ways we can reconcile across the value chain, why we should reconcile over differing periods of time and how Snowden?s solution to proving reconciliation can be a simpler, reliable and transparent process. Snowden?s Reconcilor is proving to be a valuable tool on any mining scale, by capturing, validating, sorting and reporting data for timely decision making by the site geologist through to corporate management. By instigating vigorous reconciliation, you are setting your mine up for the future. Not only will you have the means to analyse your current processes and measures, but you will have the opportunity to identify and improve your mine?s performance from the resource model through to the final product.

May 1, 2010

By Jason Prno

Context ? Climate change an issue of global significance ? Research is lacking ? Study initiated by the David Suzuki Foundation, led by ArcticNorth Consulting Industry Surveying ? 34% and 48% of respondents indicated climate change is already affecting operations ? Majority believed climate change would have negative impacts in the future ? Cost and uncertainty of Future impacts are major barriers to adaptation

May 1, 2010

By Robin Sheremeta

What is the goal of every organization when it comes to safety? Everyone Going Home Safe and Happy Every Day Good old days: Era of Death (accidents will happen) Era of Engineering: (Eg. hand rails, limitswitches, machine guards, etc.) Era of Legislation: procedures, laws and regulations (Eg. SWP?s, Mines Act) Era of Behaviour-Based Safety: (eg. STOP program)

May 1, 2010

By Chris Ryan

Operational excellence along with the need for a capital management strategy demanded an educated budgetary retirement age for haulage fleets, with uniform applicability. Given fleet size and volume of data for the Komatsu 830E fleet within Teck, this unit type was selected for development of a retirement age model suitable for all operations. The model is designed to act as a capital planning and fleet management tool aimed at minimizing costs. Life cycle parameters were examined to facilitate a visual and numerical representation of a fleet over a period of time. Physical availability and operating cost models were developed to obtain an understanding of the life cycle. These models became the drivers behind the fleet-wide retirement model. A wide analysis range of the equipment life cycle was used as it assured that the optimum retirement regime would be accurately captured. Average annual spend, including cost of operating and ownership was measured against the corresponding retirement age. Targeting the minimum within this range yielded the optimal retirement age.

May 1, 2010

By Gerald Whittle

What is Enterprise Optimization? Releasing value through better planning decisions: Philosophy, Methodology, Software The key to 5% -35% increase in enterprise value (NPV) The culmination of 25 years development in optimization for the mining industry ?Jeff Whittle Simultaneously optimizing: ?all steps in the value chain ?all assets in the enterprise portfolio ?all periods together

May 1, 2010