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By Richard J. Wardle, Ambrose F. Howse

The industrial minerals industry in Newfoundland and Labrador is a significant contributor to the provincial economy. The variety ofcommodities produced reflects the diverse geological environment from which they come. A highlight of the past decade has been the continuing development of dimension stone quarries, with producers now active in anorthosite, gabbro, granite and sandstone. Other dimension stone prospects have been identified and are in various stages of assessment and development. Western Newfoundland hosts a large resource of limestone, dolomite and marble. It provides raw material for industries that produce Portland cement, agricultural limestone and aggregate, as well as chemical-grade limestone and dolomite products. In western Labrador, dolomitic marble is quarried for use in the production of self-fluxing iron ore pellets. The recent opening of a new gypsum quarry at Fischells Brook signalled the beginning of a new era in the commercial production ofgypsum, a commodity which the province has produced since the 1950s. Hopefully it will emulate the nearby Flat Bay Quarry (now closed) which was a long-time exporter to markets along the U.S. eastern seaboard, in addition to supplying local demands. Oil production and continuing exploration in the Newfoundland offshore has renewed interest in local barite deposits for potential use in drilling fluids. Already there has been some production from the Collier Point deposit, and at Buchans, an existing plant is being refurbished to recover barite from a large tailings pond. Emerging new industries include the development of an antimony mine in central Newfoundland, the development of silica deposits near Labrador City for silicon metal production, and reactivation of the St. Lawrence fluorspar mine. The province has many deposits with development potential such as rare metals at Strange Lake, white marble at Roddickton and salt deposits near St. George's Bay region.

Jan 1, 2001

By K. H. J. Clarke

SINCE the beginning of this century the non-ferrous mineral industry has contributed $17,809,-000,000 to the economic growth of Canada. To contemplate the vast amount of investment capital required and the resultant beneficial distribution of these billions of dollars for labour, transportation, supplies, taxes and dividends, challenges the imagination. It is the purpose of this paper, (a) to trace the development of the industry since its formative period to the present; (b) to discuss the current situation and problems; and ( c) to attempt to peer into the hazy future. Although there are 21 metals currently being produced in Canada which are classified as non-ferrous, or as alloying metals, copper, lead, zinc, nickel-the metals which will be discussed in this paper-constitute almost 60 per cent of their total value. ;The story

Jan 1, 1961

By B. Erdem, N. Çelebi

An important problem associated with tandem dragline systems is that of matching the productive capability of individual draglines in the combination. In this paper, a dependence mechanism among draglines in a tandem system is described, and possible consequential problems in a poorly-matched system are defined. The rate of linear advance and the cost of stripping are determined as two major indications for an efficient operation. The proposed decision criteria and the underlying mechanism to select a synchronous couple are introduced and used in simulating tandem dragline systems. The developed model is tested on a hypothetical strip mine where pullback stripping is applied with a tandem dragline system.

Jan 1, 1999

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

By Michelia Alba, Ronaldo S. Sampaio, Davi S. Braga, Mathieu Dubé

Climate change is pressuring industries and governments for decarbonization commitments, research, testing, and use of best practices to achieve the target of global warming below 1.5/2 °C. As it accounts for as much as 7% of all global CO2 emissions and 7% of energy consumption, the steel sector needs to address this issue with extended efforts. This paper provides information on the key potential of renewable biochar as an alternative fuel for pellet production. It also summarizes the successful application of biochar in a pioneering case study as the main fuel for a Grate-kiln pellet plant in Brazil, as well as the study of its use to replace coke and anthracite as an additive for iron ore pellets and other possible applications in the steel industry in COREM's precompetitive research & innovation program. The final discussion reveals the large quantity of biochar required by the Brazilian and Quebec scenarios for reducing CO2 emissions of iron ore pelletizing plants.

Jan 1, 2023

By Habib Zughbi, Paul Zulli

"A key step towards sustainability in iron and steelmaking is to optimise the use of raw materials and energy consumption, and consequently minimise CO2 emissions. Models based on a Process Integration (PI) approach play a key role in evaluating various scenarios and the impact of introducing changes in raw materials and operational conditions on the overall energy consumption and CO2 emissions. BlueScope uses a PI based comprehensive model for its Port Kembla Steelworks (PKSW), called the Integrated Steelworks Energy and Emissions Model (ISEEM). ISEEM is tightly coupled to the configuration of PKSW. It is based on mass and energy balances as well as thermodynamic relationships. ISEEM is a steady-state model and is used to predict overall and detailed unit-by-unit energy consumptions and CO2 emissions. It is also used for plant-based scenario modelling. This paper investigates the impact of major changes to PKSW configuration, including the shutting down of a blast furnace and cokemaking battery, on the energy consumption and CO2 emissions of the plant. It discusses some of the issues involved in updating the model and some identified opportunities."

Jan 1, 2015

By Arthur Notman

Since addressing the Institute a year ago on The Future of the Copper Industry (l), many things have happened, most of them bad. It has been a hard year for profits and prophets. It was, therefore, with consider-able perturbation that I accepted the gracious invitation of your Committee to reappear. On reviewing my remarks of a year ago, I. have wondered whether, under pressure of more important matters, the Committee had neglected to make a note of them, or whether they felt that further explanations from me were in order. In either event, I am glad that I am here and welcome the opportunity to make any contribution I can to a clearer understanding of the problems of copper to those concerned. The English-speaking nations own 80 per cent of the present world-production of the metal. Col. P. E. Barbour, Secretary of the Mining and Metallurgical Society of America, and I recently completed an estimate of the known world resources of copper. We placed the figure, in round numbers, at 100,000,000 tons of metal. Of this amount, about one-third lies in the United States, one-third in the British Empire, and one-third in South America; and all but 4 per cent of this is owned by British Empire and United States capital. Our figures do not include any estimates for Russia, Japan, or Europe, on which there are no available data. It is true, consequently, that the British Empire and the United States are the ones concerned. It seems to me to be a matter of great importance to the world at large, and of even greater importance to those nations themselves, that the known sources of supply of this metal, so essential both in peace and war, rest so strongly in their hands. I cannot believe that in the long run they will neglect their responsibilities in the wise administration of these resources.

Jan 1, 1932

By Ilpo O. Auranen

Background: Mines of today are moving ever increasing tonnages of rock. The new ore bodies tend be of lower grade and located deeper in the earth?s crust. The industry?s focus to overcome this ?deeper but poorer? ore problem has traditionally been to lower the costs by increasing the scale of mining. This has resulted in an ever increasing size of mining equipment like drills, loading shovels, dump trucks. The main focus has been in reducing the cost per ton of mining. This cost focus has often resulted in increased waste rock dilution and more ore losses. From costs to value: Waste rock dilution means waste rock in the concentrator feed. It?s value in open pit mining is equal to the value of ore it replaces. In underground mining, waste rock dilution?s value is equal to the value of ore it replaces added to the costs of mining it. It is commonly accepted that waste rock dilution in open pit mining ranges between 5 and 20% and in underground mining between 5 and 40 % . In a typical large open pit mine ore value is from 20 to 60 USD per ton and mining costs are 1 to 3 USD per ton. One percentage point reduction in waste rock dilution represents savings corresponding to about 20% of total mining operation costs. The difficulty of reducing waste rock dilution comes from the complicated nature of the ores. Accurate ore waste-border detection has not been possible due to excessive costs. Core drilling combined with geochemical lab analysis is the most accurate method for locating ore waste borders. However, it is also expensive and time consuming, which is why it is often combined with somewhat lower cost methods like sampling drill cuttings from blasting drill holes or from reverse circulation drills and analyzing them in a laboratory. The main drawback with these methods, in addition high costs, lies in the sampling accuracy and in the quality control of the whole process when a large number of samples have to be handled manually. In every mine it is possible to halve waste rock dilution by using new on-line analysis technology .

Oct 1, 2009

By Karl J. C. Harries

"14.1. INTRODUCTION1The boilerplate of an agreement is not a single provision, but a series of provisions that are expected in “every agreement”. They are sometimes also referred to as the “lawyer’s provisions”. Many businessmen consider the boilerplate to be superfluous and, to some extent, window-dressing by the lawyers – even legalese. They will often offer advice to the effect that it can “pretty well be ignored”. Such advice could not be more wrong.Most boilerplate provisions are essential parts of every agreement. Some may be part of a “standard package” and may have little relevance to the agreement at hand, but these are the exception rather than the rule. The exceptions should not be treated as justification for giving all these provisions short shrift. The boilerplate should receive the same review, consideration, and negotiation as the provisions that set forth the business deal. It is often these provisions that make the deal work or that are turned to at the time of disputes. If they are inadequate, as they sometimes are (unfortunately, some draftsmen are also loath to review or update their standard boilerplate provisions or to tailor them to the deal at hand), they can create problems, rather than offer solutions. Such problems can be costly and time-consuming for the parties to address. Inadequate or incomplete provisions may ultimately be one of the reasons for the parties to turn to the courts to settle their differences. On the other hand, good boilerplate provisions can help keep them out of the courts.One of the principal objectives of an agreement should be to provide procedures, or mechanics, for implementing agreed principles and for the parties to follow to settle their differences, real or perceived, without going to the expense and disruption of a lawsuit. An agreement should aim to keep the parties away from the courts, not serve as a springboard to the courts. It must nevertheless be acknowledged that, if there is a major falling-out among the parties to an agreement, the chances are that, however carefully the provisions of that agreement have been negotiated and drafted, the parties will end up before the courts or some other adjudicating body."

Jan 1, 2003

By A. H. Marquis

Since the start-up of its first Direct Reduction Module in April 1973, S1DBEC has produced over 2 million tons of prereduced iron. During this period, SIDBEC has acquired comprehensive experience in the operation of the direct reduction process and at the same time has learned to recognize the characteristics that the oxide should have to constitute an adequate feed for the process. A comparison is made as to the design and operation of the two direct reduction units now operating at Contrecoeur, Que. A description is given of a method of evaluation of a direct reduction unit, which takes into account the main process variable sand which permits comparison ofthe results on a daily basis. The paper defines the characteristics that the iron oxide and the prereduced iron pellets must have to meet the specific requirements of the direct reduction and the electric arc furnace processes. A simple model makes possible a rapid evaluation of the technical and economic effect related to the use of a given raw material. Finally, the paper outlines the advantages of prereduced iron in the steelmaking process and on the quality of the steel products.

Jan 1, 1979

By A. R. Miller, G. Desrivières, T. MacKinnon, H. Bursey, M. C. Bétournay, B. Replogle, D. L. Barnes, P. Laliberté

"A mine production locomotive, the world’s first applied industrial fuel cell vehicle, has been designed and tested in the context of a number of proof-of-concept projects supported by the Fuelcell Propulsion Institute, an international consortium of stakeholders dedicated to facilitate the commercialization of fuel cell vehicles.The locomotive’s simple electric-powered motor and controller system was ideal to study a number of requirements related to fuel cell power application: hydrogen power plant operation, underground hydrogen use, risk and regulatory requirements, production performance versus the conventional battery- powered locomotive version under measured duty cycles and production requirements, power plant design improvements for other fuel cell vehicles, and cost benefit aspects.This article will focus on the design and testing aspects of this project which has led to successful performance demonstrations of the vehicle under surface and underground conditions at two mines. It will also present information on the creation of a safe, reliable, and efficient power plant that fulfilled its design objectives, including longer productivity time for a given vehicle fill-up."

Jan 1, 2004

By Karl J. C. Harries

"1.1. WHAT ARE AGREEMENTS AND HOW ARE THEY FORMED?In order to have an agreement, at common law, there must be an offer, acceptance of that offer, and consideration passing between the parties. In addition, the material terms (i.e. the basics or substance) of the agreement must be discernible, preferably by means of documentation. Although these concepts may appear simple and straightforward, the law relating to them is voluminous and complex. Some brief comments are worthwhile.• Offer/acceptance: Both offer and acceptance should be in writing, but they need not be. The actions, conversations, and/or correspondence of the parties may constitute either or both of them. Notwithstanding, the local law or practice of a jurisdiction will impose some specific requirements for certain types of agreements. If these requirements are not met, the agreement may be unenforceable. For example, Ontario’s Mining Act requires transfers of unpatented mining claims to be evidenced in writing and recorded.1• Consideration: Consideration is usually thought of as being money, but it can be virtually anything, even “the premises” (i.e. the mutual covenants or promises contained in the agreement itself). In addition, if one party, relying upon the offer of another, does something to his detriment, then the doing of the act can be considered to be an acceptance of the offer and, under the legal concept of “detrimental reliance”, can also be consideration. Whether or not detrimental reliance exists will depend upon the circumstances of each case.2• Material terms: The requirement that the material terms of an agreement must be discernible does not mean that all of the terms of an agreement must be documented or even have been considered, just the basic or material ones. In addition, it will be up to a judge to decide what is material – not necessarily the parties. In order to establish the material terms, a Court may look at all relevant documentation and may hear oral evidence. It will resist “writing the agreement”"

Jan 1, 2003

By Robert Keyes, Charle Knowles, Glenn Kendall, Gary Fletcher

"The metal mining industry in Canada has been dramatically affected by the changes that have occurred in the world mineral market place. World economic restructuring in the post ""oil shock"" period of the mid-1970s, greatly increased competition from suppliers in the developing countries, and commodity price and currency pressures have all combined to severely test Canadian competitiveness. In the new mining world, the rate of growth of demand for metals has declined due to product downsizing, materials substitution, and a relatively slower growth of over-all world economic activity.The interplay of market and political factors is complex. Canadian metal mining companies must compete in world markets against low-cost producers in developing nations whose priorities often appear to be centred on maximizing foreign exchange earnings to foster development goals and debt repayment. Many of these countries have high levels of government intervention in their mining industries. The result is a greatly in-creased number of suppliers all vying for a share of a world demand growing at a relatively slower rate than in the past. To be able to compete under these circumstances, Canadian companies have had to undertake 'survival mode' measures and look to new ways of doing things. In order to identify the effects that the recent market and economic trends have had on the Canadian metal mining industry, a study was undertaken by Canada Employment and Immigration to assess these changes and their implications for the metal mining workforce.The Canadian Occupational Projection System (COPS)—Sector Study Group with the cooperation of the Mining Association of Canada, undertook a human resource survey to gather current employment and occupation information. This formed an important part of the Canadian Occupational Projection System Metal Mining Sector Study. This article addresses the with survey results, a C.E.I.C. worker mobility study, and trends and issues that are changing the mix of jobs and the way they are being done.Figure 1 shows metal mining employment for the period from 1974 to 1984. It provides a clear picture of the employment swings that the industry has experienced especially during the recession period of 1981 to 1983. From 1981 to 1983, employment dropped by 14 000, from 68 000 to 54 764, and then dropped to its lowest point in 1984 of 52 783. We feel that employment in the medium term will be flat with growth in gold mines being largely offset by continued workforce rationalizing in other sectors.Perhaps the key point is that equivalent levels of output have been achieved in the recent period (1981-1984) with a workforce that is 25% smaller than it was in 1974. This also raises the questions which the COPS/MAC survey and COPS mobility study sought to clarify, namely, what jobs have been cut and where have these people gone? Equally important are the questions of occupational skill level changes, and what types of jobs are declining and which ones are becoming increasingly important, as economic and technological changes have altered the mining work place."

Jan 1, 1987

By G. Lipsett, S. Dessureault

Information technology (IT) initiatives in the past have tended to be sold on their ability to maximize resource output and return on capital by allowing assets to be used more effectively and efficiently. Many IT projects fail, not delivering return on their investment. This is known in the IT industry as the “productivity paradox,” where increasing investments in IT do not result in comparable increases in productivity. Experiences and studies of most business sectors reveal that this paradox is rooted in the false assumption that more IT spending automatically results in financial benefit, whereas the benefits are in how effectively IT is used. Most business sectors have accepted that re-engineering of processes is required to gain the full benefits promised of IT. A mining operation has organizational processes similar to most business sectors, but unique operational processes. The lessons of changing business practice in more common business processes, such as inventory control and customer-supplier relationships, can be adequately transposed into a mine setting. The unique operational processes in mines, in turn, require unique redesign efforts. Several enabling information technology opportunities have recently become available, such as more integrated mine production management systems and tactical manager training simulators. This paper reviews some of the latest IT products and outlines the processes and kinds of change that will be required in order to benefit from these new investment options.

Jan 1, 2009

By Karl J. C. Harries

"7.1. INTRODUCTIONThis chapter addresses the joint venture and examines a number of general concepts of the joint venture relationship. Chapter 8 looks at some specific concepts related to the provisions of a joint venture agreement, which are equally applicable to a shareholders’ agreement or other contractual relationship. The term “joint venture” is used because the author is a common law solicitor (a matter of convenience for which apologies are offered to civil law readers), but it should be noted that, in many aspects, the legal structure of an entity is irrelevant. It is the relationship of the parties, be they venturers or shareholders, that is important, and the areas of concern are surprisingly similar (except for terminology).The details of the joint venture relationship and agreement could fill several books. Accordingly, this chapter and the next focus on selected topics that appear to have caused problems or confusion or to be the basis for disputes. And remember that, although the following discussion is in the context of a joint venture, many of the comments apply, either directly or indirectly, to virtually any common undertaking and the agreement defining it.For interest’s sake, this chapter starts with a summary of some of the earlier types of agreements and arrangements that have evolved into the joint venture agreement of today in Canada, the philosophy of their format, and the reasons for their demise.7.2. EVOLUTION OF THE CANADIAN JOINT VENTUREThe Early DaysMuch of the opening up of Canada’s north is due to exploration for and development of mines. The early discoverers were relatively free to roam and explore at will and, if they were fortunate enough to find something, they dealt with the appropriate government to acquire exploitation rights. The early interests lay in gold or silver. Workings were small, usually worked by the owner alone or with only a couple of helpers to extract the native gold or silver. If the owner wanted to move on, he could sell his property outright and use his stake to look elsewhere.As logging and mining camps were opened, the development of better roads and railways made access easier. Entrepreneurs saw the opportunity to make money by assembling large parcels of land and working them as a single operation. In order to do this, some owners who were not ready to sell out had to be convinced to do so through more attractive offers"

Jan 1, 2003

By A. Taylor, E. Thorn Corthay, J. Farrell, L. A. Westfall, S. Borchardt

Mining and metallurgical industries need to minimize their greenhouse gas (GHG) emissions; Hatch specializes in conducting mining and metallurgical energy management assessments and optimizing productivity. Projects executed have demonstrated that there is a wealth of energy management, waste reduction, and process efficiency improvements that require no or low capital investment. Typical energy cost savings are on the order of 5% to 12%, with similar reductions in GHG emissions. Hatch generates Marginal Abatement Cost Curves to optimize the implementation pathway, maximizing carbon abatement and minimizing cost. The findings of a practical case study from Cameco are presented.

Jan 1, 2010

By N. Aslin, G. Heferen, H. DeWaal

"Mount Isa Mines (MIM) acquired a reputation for the successful application of R&D to develop break-through technologies for the mining industry starting in the 1978’s through until the early 2000’s. The ISAPROCESSTM tank-house technology has been licensed to copper refineries throughout the world, and a significant per cent of the world’s copper is refined using this technology. Since development in the late 1980’s more than 20 ISASMELTTM copper and lead smelting furnaces are now installed in countries around the world. Jameson Cell flotation technology developed jointly by Mount Isa Mines and Professor Graeme Jameson is widely used in the Australian coal mining industry and increasingly in the base-metal and gold industry. The IsaMillTM’s developed at Mount Isa and McArthur River made it possible to develop the McArthur River and George Fisher orebodies and has been successfully implemented into base metal fine grinding applications around the world. The most recent commercialised innovation is the atmospheric leach Albion ProcessTM with its supersonic HyperSpargeTM gas sparger, is being adopted as a solution to the increasing complexity of orebodies. MIM’s contribution to the industry was significant given the size and the remote location of its operations with Townsville Copper Refineries more than 1350 km and Mount Isa 1800 km from the nearest state capital of Brisbane. This paper will briefly discuss the development of each of these technologies and why MIM – now owned by Glencore - was so successful innovating and developing such technologies over a period of nearly 40 years.INTRODUCTION Mount Isa is located in the Gulf Country region of Queensland about 1800 kilometers North West of Brisbane (see Figure 1). It came into existence because of the world class mineral deposits found in the area. In 1923 the orebody containing lead, zinc and silver was discovered by the miner John Campbell Miles. Mount Isa Mines Limited (MIM) was founded in 1924 to develop the minerals discovered by Miles, but production did not begin until May 1931. It paid its first dividend in 1947 after 16 years of troubled production. In 1954 the 1100 copper orebody was discovered and with rapidly rising reserves during the 1950’s and 1960’s led to the construction of new concentrators to treat lead/zinc/silver ores in 1966 (#2 concentrator) and copper ore’s in 1973 (#4 concentrator). The difficult nature of the Mount Isa lead-zinc orebodies has meant that the company had always needed to be at the forefront of mining technology. In the 1970’s through to the 1990’s, it became a world leader in developing new mining techniques and processing technologies as a response to declining metal prices and rising costs. Mount Isa has been smelting copper since 1953 and lead since the early 1930’s. Copper Refining at Mount Isa’s fully owned subsidiary of Copper Refineries Proprietary Limited (CRL) had commenced operations in 1959."

Jan 1, 2018

By Walter Durst

On October 16, 1978, the Harnback open cut of Rheinische Braunkohlenwerke, the largest open cut ever planned, was officially put into operation. It will outperform all of the large open cuts known at present, both in its dimensions and in its annual output of overburden and coal. Present plans are to commence coal mining in 1983, although target production will only be achieved in 1995when the annual output will be 50 million tons of coal. Considering an overburden: coal ratio of 6: 1, this will involve the removal of approximately 300 million bank cubic metres of overburden. For overburden removal and coal mining, this open cut will use bucket-wheel excavators exclusively. It is planned to employ eight excavators with a daily output of 240,000 bank cubic metres each (Fig. 1). The transport of the overburden and coal to the dump and the power station, respectively, will be effected by 30Q0-mm-wide conveyors, running at a speed of 6 m/sec. The overburden will be dumped by spreaders having a boom length of 100 m, capable of dumping 240,000 bank cubic metres per day (Fig. 2). Such giants, of course, can only be used for extreme conditions . Their employment indicates that huge quantities of material can be handled economically for long periods. However, the use of bucket-wheel excavators is economic when daily outputs of 5,000 bank cubic metres are involved, in particular if direct backcasting of the overburden is not possible.

Jan 1, 1979

By John R. Goode

"This paper reviews options for the separation of a mixture of rare earth elements (REE) into its component elements. Earlier separations used selective chemistry such as double salt precipitation and reductive/oxidative processes – methods that still have a place in the industry. Fractional crystallization was developed for more complete separations of adjacent REE. The latter method was replaced by ion exchange (IX), which was in turn replaced by solvent extraction (SX). Two main SX chemistries are in use, solvation and cation exchangers, with several variants (mixed solvents, ionic liquids, etc.) now under investigation. SX plant configurations have evolved including advanced techniques like “hyperlinking”, novel saponification methods, and alternative stripping techniques. The classic mixer-settler is the most commonly employed device although centrifugal contactors have been pilot-tested. Non-dispersive SX options including microfluidic devices and membrane-assisted SX techniques are being developed and could revolutionize the SX option. Other REE separation techniques now being studied include Molecular Recognition Technology (MRT), Free Flow Electrophoresis (FFE), newer IX systems, and electrolytic processes. Additionally, the classical crystallization and selective precipitation methods and newer bacteria-mediated processes, chloride volatilization, high performance liquid chromatography, and magnetic separation systems have been studied. This paper reviews the options and concludes that conventional SX is the technology of choice but viable alternatives could be demonstrated and acceptable within a couple of years.INTRODUCTIONThe chemical properties of the individual REE are very similar which is why REE minerals and ore deposits almost invariably contain a mixture of all fifteen REE, i.e., La to Lu plus Y. That said, the distribution of REE in a given deposit is frequently dominated by the light REE (LREE, i.e., La to Nd). Examples include the Bayan Obo, Mianning, Lynas Mt. Weld, and Molycorp Mountain Pass deposits where heavy REE (HREE – Sm to Lu and Y) typically account for well under 5% of the REE content. The LREE operations produce some HREE but the main sources of these important elements are the ionic clay deposits of Southern China. Importantly, all of the REE recovery operations referenced above, except for cerianite-bearing ionic clay deposits, initially produce a mixed REE precipitate or calcine with a REE distribution similar to that in the ore (Goode, 2016). However, the consumers of the REE, the manufacturers of magnets, phosphors, catalysts, optical glass, etc., require separated products with purities generally ranging from 99% to as high as 99.9999% depending on the element in question and the end use. Hence there is a need to separate the individual REE one from the other. This paper is intended to review the options."

Jan 1, 2016

By Paul Harvey

Following initial discovery in 1991, BHP Billiton Diamonds Inc opened Canada?s first diamond mine, the Ekati Diamond Mine TM (Ekati) in the Northwest Territories on October 14th, 1998. Four short years later on November 29th, 2002, saw the opening of North America?s first underground diamond mine - the Koala North mine. Nestled between the original Panda open pit and the new Koala pit which is in the early stages of production, Koala North represents the only underground kimberlite mining venture in arctic conditions outside the new underground mines being developed by ALROSA in the Yakutsk region of eastern Russia. Extensive underground kimberlite mining has been practiced in the Republic of South Africa for much of the 20th century and continues today. Underground mining represents a key component of the long term business plan for the Ekati. As various open pits reach their economic limit, continued recovery of high value ore at depth is dependent upon the ability to productively mine the kimberlite pipes by underground methods. As a function of its location, size, and value, the Koala North pipe is ideally positioned to host the first underground mine at Ekati . In addition to being a production source for the operation, Koala North is designed as a learning mine, from which to gain valuable experience in preparation for the potential mining of other larger, higher value pipes by underground methods in the future. Fortuitously Koala North was available for development so the learnings could be integrated into the Panda mine design prior to completion of the Panda pit. Establishing our first underground diamond mine, and applying the open benching mining method in arctic conditions brings a unique combination of mining challenges together in a harsh climate and remote environment. This paper examines the design and establishment of the Koala North mine. Discussion includes experiences gained from the first year of development, production start-up, and provides a brief overview of our potential underground future at Ekati .

May 1, 2003