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By David Clarry

?The issue ?reduction requirement ?Planning abatement steps ?Energy Management & Energy Efficiency ?Energy Recovery / Utilization ?Alternative Energy Professional Services Overview ?Capital Projects and Construction ?Project Development and Planning ?Engineering ?Project management ?Construction management ?Consulting ?Process ?Business ?Environmental ?Technology ?Operational Services ?In-house engineering services for operations

May 1, 2009

By K. C. Armstrong, A. B. Cron, L. A. Melis

"The Johnny Mountain gold mine in northern British Columbia, owned by skyline Gold Corporation, has been in operation since August 1988. Mill operating difficulties at the start of the operation resulted in a depleted cash flow situation and quick improvements were required to generate a self-sustaining financial basis of operation. In October 1988, Melis Engineering Ltd. was contracted to identify metallurgical difficulties, implement necessary modifications, and undertake mill operations and personnel training in order to achieve production targets.This paper presents the operating difficulties which existed at start-up and describes the methodology used to overcome production problems. Metallurgical testing results are described along with the modifications made to the milling circuit to suit ore metallurgy. Plant changes led to the operation of a simple gravity/flotation circuit to recover gold as bullion and in a copper concentrate. Operation of the originally installed cyanidation circuit was discontinued. This contributed to substantial savings in operating costs and virtually eliminated environmental problems. PROPERRTY LOCATION ANR DESCRIPTIONThe Johnny Mountain mine site is located in northern British Columbia along the Iskuit River about 60 km east of Wrangell, Alaska and 275 km north of Terrace, B. C.. A location map is presented in Figure 1 and a site plan is shown in Figure 2. The complex is located on a mountain plateau about 3, 600 feet above sea level. The plateau is flanked to the north by Johnny Mountain and surrounded on the other sides by steep cliffs."

Jan 1, 1990

By Ross Nairn

"Tulawaka Mine is a joint venture between Pangea Minerals Limited 70% (a wholly-owned subsidiary of Barrick Gold Corporation) and Northern Mining 30%. Tulawaka Mine is located in North West of Tanzania in the Lake Victoria Goldfields. Tulawaka Mine is scheduled to process 360,000 tonnes per year at an average 11.5 g/t head grade over a 4 year mine life.The Tulawaka Process Plant uses single stage crushing, single stage SAG milling, gravity, intensive leach of gravity concentrates, CIL, Zadra desorption and cyanide detoxification to process the ore. Gold recovery exceeds (or is expected to) 95%.The Process Plant was designed and constructed under the supervision of Ausenco Engineering of Australia. Site works commenced in January 2004, Process Plant construction commenced in July 2004 and the first ore was presented to the Process Plant 26th February 2005. The first gold was poured on 15th March 2005. All construction contractors were demobilized from site 7th April 2005. Major achievements have been 3.4 million hrs LTI free during construction and operation to date, training of the Tanzanian workforce at Bulyanhulu Mine prior to commissioning, a succession plan to replace expatriate personnel with Tanzanian staff and significant over performance of the Process Plant against design.INTRODUCTIONTulawaka Mine is situated approximately 160 km south west of Mwanza in the western Lake Victoria Goldfields District of north western Tanzania. The property is held under a joint venture between Pangea Goldfields Inc (70%), a wholly owned subsidiary of Barrick Gold Corporation, and Explorations Minieres Du Nord Ltée (30%). A location map showing the position of the operation in Tanzania is shown in Figure 1.Mine site staff at Tulawaka comprises a combination of Tanzanian and Expatriate personnel. All Pangea personnel live on site and commute to their place of residence for their R&R on a 9 weeks on 4 weeks off roster."

Jan 1, 2006

By M. Veiga

"Mining is an energy and water intensive activity. Increasing energy efficiency and reducing water consumption are two of the key requirements in moving toward a more sustainable mining industry. Water reduction, reuse and recycle options are reviewed, identifying cases where these options have been implemented. Then a novel mine water network design method is described, which analyzes a mine/mill water system in order to identify areas where water requirements and water system energy requirements can be reduced. First, a site water balance is determined and major water consumers and sources are specified. Next, multiple possible combinations of supplying water to mine and mill consumers are compared. Finally, low energy and water combinations are identified.INTRODUCTIONMining consumes vast quantities of energy: The whole mining and metals sector consumes over 12% of the world’s energy (DOE, 2009). Mining also requires large quantities of water, although mining water consumption is a relatively small portion of the overall world water use. Even in relatively dry, mining-intensive countries like Australia and South Africa, mine water consumption is only 2-3% of national water demand (Brown, 2003). However, at the local level, when mining takes place in areas where water is scarce, mine water consumption can severely impact local supplies. In addition, acid rock drainage, leaks from waste impoundments, or direct disposal of tailing into waterways can contaminate surface and groundwater (MMSD, 2002). Mine water systems can be large energy consumers, but better mine water systems can reduce both water and energy consumption. Improving water system design and practice are key strategic requirements in moving toward a more sustainable mining industry.This paper addresses conventional base-metal or precious-metal mine sites, which consist of an underground or open pit mine and a mineral processing plant, or mill. Ore is extracted and processed through the plant to produce a saleable product. Tailing, or waste material, is then deposited in a tailing storage facility (TSF). Any rock removed from the mine with no economic value, or waste rock, is stored without being processed."

Jan 1, 2010

By Godfrey MacDonald

"The East West Caribou deposit with an underground mine, concentrator and ancillaries is located 30 km west of Bathurst, New Brunswick. The Restigouche deposit, an open pit mine is 30 km west of East West Caribou. The ore will be trucked from the Restigouche site to the East West Caribou minesite.History:The East West Caribou ore body was discovered in 1955 and the subsequent metallurgical programme focused on producing a bulk sulphide concentrate. However, in 1966 a Mr. P.G. Kihlstadt of Anaconda did float a Copper-Lead concentrate and a Zinc concentrate. He also reported that as the grind became finer the recoveries improved. In 1968 the Mines Branch in Ottawa produced a Lead concentrate of 30 percent at a 60.5 percent recovery and a 52 percent Zinc concentrate at an 83.4 percent recovery.Laboratory testwork proceed the 1988 start up of our current concentrator and underground mine facilities. The concentrator was designed to produce a Lead ""rich"" concentrate and a Zinc ""rich"" concentrate which were combined to make a marketable Bulk concentrate. In 1990 the operation was suspended because of declining base metal prices, increasing smelter treatment charges, increasing operating costs and operating difficulties.The 1997 operating plan is to produce a Lead concentrate and a Zinc concentrate.The Restigouche ore body was discovered in 1989. The subsequent testwork done at Lakefield Research recommended the production of a Copper, a Lead and a Zinc concentrate. The ore reserve could not support a stand alone concentrator so the project was put on hold.Laboratory testwork was carried out at Lakefield Research to confirm compatibility of the East West Caribou ore and the Restigouche ore in their processing."

Jan 1, 1997

By Willemijn Husslage

Tata Steel Group At a glance ? Part of the Tata Group ?Tata Steel Group: ?Fortune 500 company ?Top 10 global steel producer ?Annual crude steel capacity of 28 million tonnes ?More than 80,000 employees ?Manufacturing operations in 26 countries across 5 continents ?Serving customers all across the globe ?Turnover 2009-10: $22.8 billion

May 1, 2011

By A. J. Monhemius

This paper reviews the history of modern iron-control processes in hydrometallurgy. Attention is paid to processes developed in the electrolytic zinc industry for removal of iron from zinc sulfate leach liquors and the problems faced by the industry in the safe disposal of the iron residues produced by these processes. Past lessons learned are projected onto current efforts to develop hydrometallurgical processes for treatment of copper sulfide concentrates. It is argued that any attempt to create a \u201chydrometallurgical copper smelter\u201d will fail, unless methods are developed that can recover iron in a form that can be directly used by the steel or pigment industries.

Jan 1, 2017

By Margaret Anne Stephenson

While the concepts of Aboriginal title share a similar jurisprudence in both Australia and Canada resource development regimes on Aboriginal title lands differ significantly. In Australia, the process is the right to negotiate with mining proponents. In Canada, the process is the duty to consult with government regarding mining projects. This paper compares and assesses the processes for ?consultation and negotiation? with Indigenous peoples when development actions (particularly in the context of mining resource development) impact Indigenous property rights and how agreement making can be progressed. This paper will question whether the resource development processes afford Indigenous people?s property rights full respect when mining developments on Indigenous lands are proposed.

Aug 1, 2013

A mathematical model of a decision is represented by the table in Figure 4. The numbers in the matrix are a measure of the effectiveness of each alternate for an objective. In this case, it is the per cent of desired profit that is satisfied by each alternate for each objective. By adding all of the values in a row, we have a measure of which alternative is best for both objectives. However, if you think that alternate 1 is necessarily better than alternate 2, you are wrong. Why? Because the weight of the objectives may not be equal. It could just be that this plant can sell more than it can produce, so that the loss in profit represented by increased sales is more than twice as important as reductions in costs. (See Figure 5). In that case, let us weigh objective 1 as 30 per cent and objective 2 as 70 per cent. It must also be obvious that the sum of all the "objective weights" must equal 100 per cent. Now, by evaluating our alternates according to their weights. we find that alternate 2 is better than alternate

Jan 1, 1964

By W. S. Dyer

The Minto coal basin lies in the central part of the province of New Brunswick, near the head of Grand Lake. The village of Minto which is the centre of mining activity of the district, lies about 35 miles east of Fredericton and somewhat greater distances to the north and west of the cities of St. John and Moncton respectively. Although coal has been mined in the basin for a number of years, it was not until recently that the production became sufficient to warrant a thorough geological investigation. The summer of 1922 was spent, in accordance with in structions from the Director of the Geological Survey, in making a detailed study of the geology and coal resources of the Minto coal basin, which is covered by the Minto and Chipman map sheets, each embracing an area of 200 square miles. The present paper is a short outline of the principal results obtained in the field. The writer wishes to acknowledge the assistance cheerfully given him by the managers and officials of the various companies operating in Minto. He wishes especially to thank Mr. W. B. Evans, Manager of the Rothwell Coal Company, for assistance in the collection of fossils and for the generous supply of information relative to the early history of the coal field.

Jan 1, 1924

By Francis Chachula, Niel Erasmus

"In 2002, Titanium Corporation Inc. focused its attention on the development of a process for the recovery of valuable heavy minerals, including zircon and titanium bearing minerals from oil sands froth treatment tailings. The development of a process flowsheet to recover the titanium and zircon minerals from the Athabasca oil sand tailings has evolved through many laboratory, bench and pilot scale iterations.Initial development work focused on so-called ‘beach sand’ material, which is tailings material deposited over a period of time close to the tailings pipe discharge. The derived process flowsheet primarily consisted of gravity concentration stages, which is typical of all mineral sands operations. Titanium Corporation’s business plan calls for the utilization of tailings directly from the tailings pipeline – the process developed around the beach material is therefore risky as it differs from the live tailings in a number of aspects, with the effects on the process unknown. Titanium Corporation successfully obtained an intermediate product through a ‘bulk sampling plant’ coupled directly to an Oil Sands operator’s froth treatment tailings pipeline, during the summer of 2005. Subsequent further processing of this material resulted in poor separation or concentration of the heavy minerals due to a number of reasons. A more effective process flowsheet had to be developed.The newly derived process is basically a marriage between mineral sands technology and oil sands technology that can economically concentrate and recover the heavy minerals and entails the incorporation of a flotation process that takes advantage of the entrained bitumen in the feed to separate the heavy mineral fraction from the quartz gangue This paper will describe the newly derived process as well as the successful results of a subsequent on-site concentrator pilot campaign completed during the 3rd Quarter of 2006."

Jan 1, 2008

By G. S. Crawford

Forecasts prepared by the B.C. Research Council for the National Harbours Board suggest that mineral shipments through B.C. Lower Mainland port facilities will increase more than four-fold, from 6 to about 25 million tons, during the decade 1965 to 1975. The longer term outlook is for a six-fold increase to about 35 million tons by 1985. In 1967, minerais accounted for more than one-third of the total deep-sea traffic tonnage, nearly as much as grain. By 1975, the minerals' share will be about half the total. The principal items are exports of potash from Saskatchewan, and of coal and sulphur from Alberta and British Columbia. Additional exports include copper and other mineral concentrates and propane. Imports are chiefly salt and phosphate rock. Coastal traffic in such items as cement, sand and grave!, and limestone totalled 3.3 mil-lion tons in 1967. They will continue to be of major importance, but do not have the spectacular growth potential of the deep-sea traffic.

Jan 1, 1968

By Cameron J. Clayton

Cumberland Resources Ltd. is currently planning to develop the Meadowbank Gold Project located some 70 km north of Baker Lake, Nunavut in the eastern Canadian Arctic region. The Meadowbank Gold Project currently consists of up to 6 main gold bearing deposits within relatively close proximity to one another which are planned to be mined primarily as a truck-and-shovel open pit operation and using conventional gold milling and extraction. The mining plan indicates that approximately 20 million tonnes of ore will be mined over a mine life of 8 to 10 years. The operation will generate approximately 160 million tonnes of mine waste rock and about 20 million tonnes of tailings. The site is located in an area of continuous permafrost with mean annual average air temperature of -11 °C and average annual precipitation in the range of 100 to 200 mm. Lakes cover a large portion of the site, including some of the ore deposits. The location of the site, and the physical environment, pose challenges to development. This paper presents some of the designs considered to effectively manage and utilize the waste products of mining at the project.

May 1, 2004

By J. B. Gilliatt

The discovery of ore at Wabana was quickly followed by the mining of the ore beds where they outcropped in the land areas. The third phase, as at present carried out, consists of extensive submarine operations, which were commenced in 1908, by driving a pair of slopes out under Conception bay, opening. the mine for a distance of a mile and a half from the shore. Two other slopes, now driven just beyond the shore line, are being sunk to the submarine territory where, it is generally recognized, huge reserves of ore lie under the bay. The process of erosion of the land, the solution and re-disposition of its iron-bearing minerals in thick beds of ore have been considered elsewhere, but these bear small relation to the physical forces which have acted upon the ore-beds since the deposition of the strata. These physical changes are made manifest by jointing and cleavage and faulting. The discussion of these, the relation they bear to each other, and to the folding of the strata, is the purpose of this article. For the benefit of those who may not be familiar with the formation in which the ore occurs, I include a general summary of the geology of Be!! island and its environs; also a description of conditions that prevailed during the period of deposition, so that the reader may appreciate some of the later changes that took place during or subsequent to its emergence from the sea, and the folding or tilting of the strata to the position it now occupies.

Jan 1, 1924

By S. E. Daniel

"Due diligence reviews are an essential part of mineral property acquisitions. One of the primary reasons to complete an environmental review prior to exploration property acquisition is to assess the potential environmental liability. It is critical to identify the potential reclamation costs or existing environmental liability associated with the exploration property. A review of the existing condition of the property and its history can allow prioritization of exploration targets and ease future expenditures for historic damages. IntroductionIn Canada and some other jurisdictions, the purchaser of a property is assumed to know, and is (in the absence of deceit or fraud) financially responsible for, what is purchased. A plea of ignorance, at least from the perspective of environmental liability, is not an acceptable excuse to avoid responsibility (Nelson, 1994). Therefore, if an exploration company (for the purposes of this paper, any organization conducting exploration work) purchases a property that has environmental contamination, the new owner is liable for the cost to reclaim the site to an acceptable level. The cost to reclaim the site is the environmental liability. The new owner is responsible for existing environmental liability of the property, even if the exploration company’s personnel were not aware of the problem. In simplest terms, buyers beware. Therefore, in order to protect the exploration company’s interests, the exploration manager should determine the characteristics of the property of interest prior to purchase or other involvement, and exercise due diligence.The term “due diligence” is often used in the mining industry. To ensure clarity, in this paper’s context, the author has chosen to use the following meaning: “… due diligence is used to describe a detailed data review, generally in connection with the purchase or sale of a mineral property, the approval of a large capital expenditure, or the borrowing of a large sum of money” (Smith, 1997).Directors of the exploration company are held liable for the decisions made, unless they have relied in good faith on,“…a written report of the auditor, or a report of a lawyer, accountant, engineer, appraiser, or other person whose profession lends credibility to a statement made by any such person” (OBCA, 1994)."

Jan 1, 2003

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 M. C. Makepeace

"It is the objective of designed experiments to obtain more information for less material and process cost than can be obtained by traditional experimentation. In this paper, the fundamental concepts on which the statistical design of experiments is based are briefly re-viewed according to the following outline: The Experiment The Design The Analysis Two simple 2"" factorial experiments are presented as examples."

Jan 1, 1967

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

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 Jacek Paraszczak

For mining companies facing strong international competition and unfavorable commodities? prices, automation of underground operations has got a potential to increase productivity and help cut cost. However, despite considerable technological progress in this field, there still remain some problems to overcome. Furthermore, a success implementation of automation depends also on numerous operational, organizational and even human factors. In this context, this paper reviews briefly a technological progress with regard to different underground operations. Following that, several issues related to implementation of automated equipment and systems are presented and discussed. Particular emphasis is put on the factors whose importance is sometimes underestimated. Some recommendations in this respect are also given. It is stated that a success of an automation project is a function of many ?winning conditions?, which may be created through a very thorough planning and preparation. It is also underlined that despite achievements made, a vision of a man-less underground mine is not yet a question of near future as it may seem.

May 1, 2001