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By Jean Rosaire

?GWIOP Location ?Climate and Physiography ?History ?Geology ?Deposit Types ?Mineralization ?Historical Mineral Resources ?Conclusions and Work Program

May 1, 2007

By C. E. Rodgers

WHEN I was asked to prepare, for presentation at the 1938 Annual Meeting of the Institute, some data concerning low-discharge grinding at the Sylvanite mill, it seemed entirely reasonable to expect to have at my disposal the results of at least four full months' operation after the last unit, as then proposed, was installed. Delays in delivery of equipment, nevertheless, shortened the interval, as will be shown herein. In submitting the data contained in this discussion, I wish distinctly to state that the intention is not to claim that final conclusions can be reached at this time concerning our operation. Test periods, in certain instances at least, have been too short for this purpose, although some, where so stated, have been extended through March and April. It is hoped, however, that an advantageous trend in practice can be shown and that the experience related may be of interest to others who are now operating, or who are considering the operation of, low-discharge grinding mills. In the plant under review, four mills are in use: one primary and three secondary. Present mill capacity (grinding, as shown by screen test, about 99 per cent through-200-mesh and approximately 88 to 89 per cent minus-325-mesh with infrasizer giving about 90 per cent of the latter) averages about 525 tons per day. A brief description of each unit will be given and comments will also be made relating to operation. This will be followed by certain test data from which, in conclusion, operating results are summarized.

Jan 1, 1938

By Brad Sampson

Project Ownership ?Discovery Metals Limited ?ASX (DML), BSX (DML), AIM (DME) ?Market Cap AUD 195M ?Key assets ?Boseto Cu ?Dikoloti Ni The Boseto Copper Project ?Location ?Setting ?History ?Status ?Future

May 1, 2010

By Paul R. Clark

Outline of Presentation ? Brief review of gasification and IGCC ? Polygenerationand its potential ? Why gasification today ? Major technology providers and their activities ? US initiatives ? Alberta Energy Resources and application of gasification ? CO2 management ? Advantages and barriers to gasification ? Conclusions

May 1, 2006

By T. Strong

"Selectively recovering pentlandite from high levels of pyrrhotite presents a technical and operational challenge. The liberation characteristics and also the chemical environment is critical to performing a successful separation. Reviewing the mineralogy to understand the characteristics of the ore and the plant flotation behavior is fundamental to designing a successful improvement program.At Savannah Nickel the challenges presented by a falling nickel price required a rethink of the flowsheet to improve the project economics through improving the concentrate grade and recoveries. Glencore Technology reviewed the plant performance and proposed and tested solutions to improve the grade performance of the concentrator with the support of the plant team. A pilot plant comprising a M20 IsamillTM followed by an L500/1 Jameson Cell was operated on various plant streams. In addition to the pilot plant, flotation surveys and a plant based laboratory program was used to supplement the plant understanding and within two weeks significant improvements were identified and demonstrated. The combination of the pilot operation and the plant based laboratory program was able to quickly demonstrate the improvements and test with equipment that is fully scaleable from pilot plant to full scale.IntroductionPanoramic Resources Limited is a Western Australian mining company formed in 2001 for the purpose of developing the Savannah Nickel Project in the East Kimberley region of Western Australia. Panoramic successfully commissioned the $65 million Savannah Project in late 2004. The process plant at Savannah comprises a single stage crusher, SAG mill, flotation, thickening and filtering stages to produce a bulk nickel, copper, cobalt concentrate. Metallurgical recoveries average 86-89% for nickel, 94-97% for copper and 89-92% for cobalt. The plant was originally designed for a throughput of 750,000 tonnes per annum, but has consistently outperformed the design specifications.Due to low nickel prices the Savannah Nickel mine and processing plant were placed into care and maintenance in May 2016. Prior to suspending production Glencore Technology was engaged to investigate options to improve the concentrate grade. With the discovery of Savannah North in 2014 and the Savannah North Scoping Study demonstrating LoM ~8 years and Mining Inventory of 6.07Mt @ 1.26% Ni, 0.64% Cu and 0.09% Co significant future potential exists. By completing pilot plant studies prior to shutting down, the plant engineering studies can be completed and the plant readied for restart by the time the nickel price improves."

Jan 1, 2017

By Mike Turner

The Otter-Juan mine was closed by WMC Resources? Kambalda Nickel Operations (WMC-KNO) in 1999 due to the combined effects of low Nickel prices and high mining costs. GBF Mining Pty Ltd purchased Otter-Juan Mine from WMC in early 2001 as part of WMC?s disinvestment from the nickel mines in the Kambalda area. Goldfields Mine Management (GMM), (a wholly owned subsidiary of GBF Pty Ltd) re-opened Otter-Juan in May 2001. The Otter-Juan mine is one of the oldest mines in the Kambalda region and is now mining at depths below 1160mbs. Stresses are very high, rock mass deformation considerable, and the mine has a history of serious seismic activity. Orebody widths in the current mining area range from 2 to 2.5m, with dips from 25° to 40°. On taking over the operation, GMM converted the mining method from the previous mechanised drift and fill method to a slot-rise and strip method using hand held airlegs. During the latter years of production under the control of WMC, production averaged around 12000 tonnes per month, with grades of 2.7% and orebody extraction of only 55 to 60%. In the last three years of operation under the control of GMM the mine has produced an average of 12000 tonnes per month of ore at an average grade of 4.2% and with an orebody extraction of 70 to 75%. The mine is now highly profitable with at least another 3 years of reserves remaining at depth. The main benefits of the current method include reduced dilution and increased extraction. In the relatively poor ground conditions experienced this has only been possible using airleg mining, with excavations designed to suit conditions, support to suit rockmass deformations, and with improved extraction sequencing. Other benefits have included improved operating conditions, reduced falls of ground incidents and a dramatic reduction in seismic activity. These achievements have only been possible by stepping back in time and using traditional airleg stoping methods to extract the maximum amount of the orebody with minimum dilution. This paper includes details of the mine history, geology, mining method, seismicity, and support.

May 1, 2004

By Fuzail Siddiqui

"The SIDMIN program aims at filling the mineral processor’s need to know the deportment of ‘minerals of interest’ not just ‘elements of interest’ that pass through the processing plants. Generally, chemistry is used as a tool of routine monitoring on site. Mineralogy, which is relatively much slower, is used more as a tool of research and post mortem investigations and these services are usually provided by a distant facility. The SIDMIN program enables site management to receive chemical and quantitative mineralogical reports on their critical samples daily, simultaneously and affordably.The author developed the SIDMIN program at ZCCM Nchanga Division where it continues to be a powerful tool for monitoring the efficiency of operations. Outlines are given of procedures for quick sample preparation and quantification of significant minerals in process samples. A specimen report is presented, which shows the format of reporting the contributions of individual minerals to metal losses at critical stages of the circuit. It is shown that SIDMIN provides timely information to management, about trends and abrupt changes in the quality of ore, and its processing, in a way never achievable by chemical analyses alone. This greatly helps in resolving the age-old problem of ‘bad ore’ or ‘bad operations’ on a day-by-day basis. For example increase in copper mica in the feed indicates excessive ore dilution during mining. Increased loss of free sulphides was traced to insufficient reagent conditioning time at the Concentrator. Persistent losses of leachable oxides at the Tailings Leach Plant were traced to inadequate leach residence time.SIDMIN is affordable because it can be implemented using basic optical microscopes, minimal quantities of micro-chemical reagents and custom trained site staff who demonstrate good colour perception and an ability to follow laid down procedures consistently."

Jan 1, 2000

By W. Bullen

A hypothetical economic model has been developed for diamond projects in the Canadian Arctic using data from recent exploration and mining projects. The model reflects economic conditions applicable to the diamond mining industry in the Canadian Arctic at the present time. The economic model captures pre-production expenditures, production data, and post-production costs. Before- and after-tax cash flows are derived from the data along with the relevant economic criteria. From the corporate perspective, the model provides guidance concerning the minimum size and/or in situ value per tonne requirements of targets being sought in order to ensure economic success and predict exploration and development expenditures. From the government perspective, the model provides an indication of income and mining tax revenues that can be expected from a particular diamond project. The model shows, on average, diamond projects in the Canadian Arctic are expensive to explore for and develop, but are economically robust under the present conditions. They generate great economic return for mining companies and significant amounts of tax revenue for governments. The fact that diamonds can be transported directly from the minesite by air makes them particularly attractive targets for mining companies that operate in the Canadian Arctic.

Jan 1, 2006

By N. M. Soonawala

Detailed regional geophysical and geochemical surveys, ground surveys and drilling were undertaken to follow-up the federal-provincial Uranium Reconnaissance Program (URP) over the 27,OOO-km2 Kasmere-Munroe area in northwestern Manitoba. An analysis of the URP data showed a fair correlation between the regional airborne radiometric results and lake-bottom geochemical results, both of which also correlated with the regional geology. More detailed surveys defined anomalies with greater precision within the broad zones outlined by the URP. The ground follow-up indicated that URP anomalies can be caused by varying degrees of uranium concentration in the rocks. Mineralization of interest was found in leucogranites at several locations within the survey area. Anomalous uranium concentrations were also found in coarse pegmatites and Hudsonian granitic intrusions. It can be concluded that large-scale regional surveys can be followed up in relatively short periods of time to yield meaningful results if a properly planned exploration sequence is employed, each stage of which successively narrows the area of interest.

Jan 1, 1979

By R. Mohan Srivastava

"The goal of estimation is considered in the light of decision analysis. A simple example reveals the essential elements of decision-making in the face of uncertainty. A second example shows that these elements are also key features of many mining decisions. These two examples cause us to revive an old probabilistic notion that the goal of estimation should be to quantify what is unknown. The conditional probability distribution provides the complete statement of one's uncertainty. Once the conditional probability distribution has been established, one should retain as an estimate the value which minimizes some objective loss function. A third example shows how the ""best"" estimate depends on the chosen loss function. Current practice is almost exclusively based on the least squares method, which assumes a loss function which penalizes underestimation and overestimation equally. This is unfortunate not only because symmetry is an unrealistic assumption but also because mining offers a rare opportunity to state the loss function directly in terms of profitability. Both the theoretical framework and the practical tools exist to allow us to reconsider the conventional notion of the ""best"" estimate. IntroductionThis paper looks at estimation in the mining industry from the point-of-view of decision analysis. Virtually all decisions depend on estimates since few of the important parameters are ever known exactly. In this paper we will be referring mainly to the estimation of ore grades, though the approach discussed here is generally applicable to any decision in which relevant information is uncertain.In the first section we look at a very simple example of decision-making in the face of uncertainty. We will then tum to a mining example and see that the essential features of the simple example still pertain. From these two examples it will be clear that the decision analysis approach rests on two key concepts: the conditional probability distribution and the loss function. A third example demonstrates how different loss functions produce different ""best"" estimates from the same conditional probability distribution. In the final sections we willexamine the current practice of estimation in the mining industry. Though the tools for estimating the conditional probability distribution already exist, a change in the way we think about ""best"" estimates is needed. Very little attention is presently paid to the loss function even though it is readily available in many mining applications."

Jan 1, 1987

By R. Cotton

"1. INTRODUCTIONTo say that the environment will be a dominant issue in the 1990' s is an understatement. A world-wide ""green revolution"" is taking place not only with the general public and politicians, but in the boardrooms and plant facilities of corporations around the world. There is probably not a plant manager who has not been requested by his corporation to assist in some way on environmental issues by providing advice and strategy, by dealing with customer or community concerns, by considering environmental matters in transactions, by developing new environmental compliance policies and requirements, and so on.There are, in the author's view, three main challenges for the mining industry in the environmental area in the 1990's. This paper will discuss each in turn. The first challenge is the concept of ""sustainable development"". Whatever the meaning of this much-debated phrase, we are rapidly moving beyond the buzzword, and into the specifics. It will clearly impact on the way we manage our companies, our communities and our personal lives.The second is the challenge of personal liability; particularly for officers, directors, supervisors and managers of the corporation. For example, in Ontario today, a good percentage of prosecutions for pollution offences are against individuals, usually managers and supervisors, in addition to the prosecutions against the corporation itself for the same offence. In all likelihood, prosecutions will increase in number and will increasingly be directed at individuals. A corporate president has already served a jail term for contempt of court related to his corporation's breach of a court order related to sewer by-law offences. Although the case is on appeal, another president has become the first officer in Canada to be sentenced to jail for violation of an environmental protection statute. Other corporate officers and directors have recently been charged with breach of their duty under Ontario's Environmental Protection Act."

Jan 1, 1991

By K. Spence

"The notion of “value” has always been a subjective and contentious issue. Indeed, value is in the eye of the beholder. There are as varied methods and practices for valuing property, as there are industries in which they are applied. For example, there is replacement value, insurance value, salvage value, appraised value, book value, and fair market value, to name a few, although in the mining industry, valuations usually refer to fair market value.In the Canadian mining industry, at present, there are no comprehensive regulations or guidelines that specify which approaches or methods are appropriate for use in the valuation of mineral projects. In January 1999, The Mining Standards Task Force of the Toronto Stock Exchange and the Ontario Securities Commission recommended that the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) establish a committee to review and advise on approaches and methodologies for the valuation of mineral properties. Among the approaches to be considered are included the following: the discounted cash flow approach, the cost approach, the option pricing approach and the market comparables approach. In addition, methodologies differ depending on whether the project is at the exploration stage or the producing stage.The CIM Special Committee on the Valuation of Mineral Properties (CIMVal) expects that its final report will form the basis for a Canadian code or standard for the valuation of mineral properties."

Jan 1, 2002

Ontario Operaations Mining Garson Stobie Copper Cliff North Copper Cliff South Creighton Mcreedy East Milling Clarabelle Mill Smelting Smelter Matte Processing Anode Casting Refining Copper Cliff Nickel Refinery Port Colborne Cobalt Refinery

May 1, 2007

By Kimiz Dalkir

Some things to keep in mind? ! What is your role in knowledge management? ! What knowledge-related challenges are you facing today? ! How does important knowledge get shared in your organization? ! Can you name factors that enable/block innovation and organizational learning in your work context? A brief history of KM? ! Top-down / imposed ! Rigid / bureaucratic ! Slow deployments ! Expensive ! Unpopular: empty libraries, info-junkyards, low adoption rates ! Problems measuring success ! The result: traditional KM is not the answer

May 1, 2003

By C. Patel, George H. Hope

"INTRODUCTIONThe Hemlo area is located in Northern Ontario, some 350 km east of Thunder Bay along highway 17. Hemlo is Canada's largest, recent discovery of gold ore. Three companies, Lac, Noranda, and Teck are currently developing mines and processing facilities in the area. A combined milling capacity of approximately 10,000 tonnes per day will ultimately be available in the area. The gold yield will be between 750,000 to 1,000,000 ozs. per year. This will slightly more than double Ontario's gold production but only represents 2.5% of the total world gold production.Lac Minerals Ltd. is substantially committed to the gold mining business. Lac currently operates four (4) gold mines and mills and produces 300,000 ozs. per year. Lac's Hemlo development will put the company in the position of number one gold producer in Canada.The Lac Hemlo ore body has an estimated reserve of 37 million tonnes at 6.2 g/t. The mining will take place at an initial rate of 3,000 t/d commencing in the first quarter of 1986. The mine and plant will be expanded to 6,000 t/d in 1988. At this capacity, Lac will be the largest producer in the Hemlo area.1. GEOLOGYThe orebody is divided into two (2) zones for mining purposes. The 'A' Zone is to the east and dips to the Northeast from surface to 300 m below surface. This zone has a strike length of 250 m to 300 m at an average width of 20 m. The upperpart of the zone will be mined by open pit and the remainder from underground. The 'B' Zone, to the north west of the 'A' Zone, although lined up is not necessarily an extension of 'A' Zone. 'B' Zone has a known strike length of 600 m and is open to depth and along the strike. It is over 70 m wide in the core. This zone holds most of the property's known reserves. 'C' Zone with narrow gold zones is under exploration in the south west portion of the property."

Jan 1, 1985

By G. Couture

"The Glencore Raglan mine Concentrator, located in Quebec’s Nunavik region, has been in operation since 1997. The nickel metallurgical plant was originally designed to process 100 tonnes per hour of ore to produce 130 000 tonnes of nickel concentrate per year at 16% Ni. The increased grinding capacity and the discovery of rich ore bodies have increased the annual production to more than 190 000 tonnes of concentrate at 19% Ni. In 2014, the Metallurgical group, with support from BBA, implemented an expert control system on the flotation circuit. This project was initiated to cope with the high variability of the concentrator’s feed. Increasing the plant recovery and final concentrate grade were also important project objectives. The implementation of the expert system ensures better control of concentrate inventory while maintaining maximum plant throughput. This paper describes the successful implementation of the new control system, the control technology selection and the flotation circuit optimization. It will also discuss the performances obtained with this new approach and the improved process stability.IntroductionThe Raglan Mine is located in Northern Quebec along the 62th parallel. It has been in operation since 1997 and was originally designed to produce 130 000 tonnes of concentrate annually at 16% Ni. The increasing of the grinding capacity and the discovery of rich ore bodies have increased the annual production to more than 190 000 tonnes of concentrate between 18 and 20% Ni."

Jan 1, 2015

By Paul Miranda, Corby Anderson

"The Center for Advanced Mineral and Metallurgical Processing (CAMP) has recently obtained a Mineral Liberation Analyzer (MLA). CAMP has utilized the technology for several projects with excellent results. The MLA is able to both analyze size and quantify mineral phases. Therefore, the MLA is becoming the Sherlock Holmes of the mining and metallurgical industry. For this presentation, four projects have been evaluated and data was collected using the MLA. The first project involved tungsten mine. Previous mining practices have yielded poor tungsten results and recoveries. By using the MLA, tungsten mineral phases, along with possible contaminants, were verified and the results used to try to increase overall tungsten recoveries. The second project evaluated a molybdenite/chalcopyrite concentrate with surprising results. The third project is a silver project. Initial flotation scoping tests were performed by attempting to separate silver from gangue material. Because of the poor recovery results (less than 5%), MLA was used to determine possible scenarios for increasing silver recovery. Finally, the last project involves gold evaluation in tailings. For all projects, MLA application results will be presentedand discussed.INTRODUCTIONThe Center for Advanced Mineral and Metallurgical Processing (CAMP) has recently received a software add-on to a scanning electron microscope (SEM) located at Montana Tech. The Mineral Liberation Analyzer (MLA) technology was developed by Dr. Ying Gu of the JKTech Center of the University of Queensland. Since August 2006, CAMP has received and processed over 50 samples. These samples include a total mineralogy of tungsten ore samples, gold tailings, lead zinc tailings pile, molybdenite concentrates, copper concentrates, as well as others. During analysis of these received samples, the technology allows the samples to be quantified mineralogically with some surprising results.For analysis, the samples were initially sieved between 170 to 200 screen sized mesh. This ensures that received samples mineral size is fairly uniform. The samples are then placed into epoxy and allowed to harden. Next, the samples are polished and carbon coated for MLA analysis."

Jan 1, 2007

By Norman O. Lotter, Lori Kormos, Greg J. Wilkie, Peter J. Whittaker, Johannes S. Stickling

"Assessment of opportunities to improve mineral processing performance in existing concentrators and in describing undeveloped orebodies is key to improving the business case of a mining company. This assessment has traditionally been performed using the distinct and separate inputs from Mineral Processing and Mineral Science.More recently, Process Mineralogy has been used to integrate these two disciplines. This trend has been driven by the need to develop and process more challenging ore deposits, and has been assisted by the availability of modern automated instruments. Together with the acquisition of a QemSCAN (Quantitative Evaluation of Materials by Scanning Electron Microscope) from CSIRO in Australia, and with the use of a supporting SEM with EDX / WDX capabilities and an XRD, the development of Process Mineralogy at Falconbridge commenced in 1997.The sampling challenges in presenting a QemSCAN with representative sample material at the polished section level are significant, but have been effectively addressed. The full description of this aspect is beyond the scope of this paper.It is shown that, by use of this approach, the set nature of an orebody can be best exploited with selected flowsheet changes in a concentrator which address the generic characteristics of the orebody. In this way, the flowsheet provides a process that more effectively fits the mineral processing requirements of the ore. This leads to clear and tangible improvements in grade and recovery."

Jan 1, 2002

By Sylvie Brassard

Available information ?? InfoMine: mineral properties ?? Metals Economics Group: budgeted exploration expenses ?? MineScan: Canadian and American Mining Companies ?? Statistics Canada: Canadian Direct Investment Abroad, by Sector in the world OR all sectors by Country

May 1, 2008

By K. Musgrave

"The ISO 9000 Quality Management System Standards have become internationally accepted as the way to manage quality assurance. The author has developed a Maintenance Management System Standard using ISO 9001as a model and is working with a major basemetal mining company to implement this. This paper describes the structure of the standard and the steps required for its implementation.Using a management standard ensures that a system is maintained, reviewed by internal audit, and when instances of failing to follow the procedures (nonconformances) occur, that corrective action is taken. It also ensures that regular reviews are made and that the sys-tem is continuously improved.The Standard is designed so that if an organization decides to register to an ISO 9000standard, the Maintenance Management System will be in a format that is compatible and can be incorporated with little effort into the Quality System.IntroductionIn reviewing maintenance operations at many mining companies, and often seeing those same organizations some years later, two recurring issues have been noticed..The first issue is how dependent effective maintenance is upon individual supervisors and crews. In one situation, a mine that had an excellent maintenance system in the 1980s. Now, with new supervisors and crews, it is starting to develop a system that will bring it back to where it once was. No written procedures remain from the earlier excellent system.The second issue is that most operations feel that maintenance is the sole responsibility of the maintenance supervisors and crews. Nothing could be further from the truth. Maintenance, like safety, is everyone’s responsibility. If the operator does not report problems and perform daily checks, and if the production supervisor runs equipment until it fails, then nothing the maintenance crew does will prevent emergency breakdowns and lost production. More importantly, equipment will be operated in unsafe conditions, putting employees at risk and, with today’s regulations, leaving supervisors open to prosecution.The Maintenance Management System outlined in this paper is designed to establish the present best practices as standard procedures, to provide a continual review so that these practices are improved in the future, and to identify instances where the system fails so that corrective action is taken. The mine referred to above is using this approach to make sure that, this time, the system it implements will survive."

Jan 1, 1997