Addressing Some of the Challenges of Precious Metal Accounting in Base Metal Plants

"Several base metal plants operate in low grade/high tonnage conditions which impose strict cost control on all fronts for their operations to remain profitable. This leads to decisions regarding plant design, procurement, operations and maintenance that often favor cost minimization over value optimization. This may hinder the representativeness of the metal accounting systems while this should be a priority in a low margin environment. Such poor representativeness not only creates confusion in plant scheduling but can also hide suboptimal metallurgical performance. Furthermore, this situation can run undetected for a while since one dominant feature of a poor metal accounting system is its poor self-awareness. During their practice, authors have particularly identified measurement bias and reproducibility, as well as their impact on metal recoveries as areas of concern. These issues have not been extensively reviewed in the specific context of precious metals in base metal plants. Pragmatic solutions are proposed either at the design stage for a new project or to retrofit an actual operation. These solutions should be based on a business analysis that set a value of information matching the contribution of precious metals as well as the potential to use such information to act toward increasing plant profitability. Conclusions are that trade-offs are an inherent part of the design/audit/retrofit of any metal accounting system in any plant processing either base or precious metals. However, compromises must be evaluated on economic/technical ground.INTRODUCTION Every mineral processing plant must produce metal accounting reports (Morrison, 2008) where estimated saleable metal flows and inventories are published. These metal accounting reports are delivered to a variety of stakeholders who use them for internal management purposes (day-to-day plant production planning, plant operation optimization, capital spending, etc.) as well as for external management (royalty settlements, tolling agreements, etc.). Hence, there should be no doubt that state of the art metal accounting is instrumental for mining companies to reach and sustain high-quality corporate governance (Gaylard, Randolph, & Wortley, 2014). However, producing a metal accounting report involves much more than just printing it (Lachance, Leroux, & Gariépy, 2015a). The underlying metal accounting system (Figure 1) is responsible not only for the reliable production of the metal accounting reports but also for the quality of the outcome. As such, the crucial tasks of its design/audit/retrofit should neither be seen as ancillary nor be left as an afterthought."