Search Documents

By Audrey Wagenaar

Introduction ?? Rising public pressures are being placed on companies worldwide to protect the environment and the health and safety of their workers and local communities. ?? International bodies and shareholders want to make sure developments and companies can meet internationally acceptable standards for EHS. In 2005, Golder Associates was asked by the IFC to conduct a comprehensive review and update for their Environmental Health & Safety Guidelines including the mining sector.

May 1, 2008

By Daniel L. Cluff

The Canadian mining industry needs to find viable alternatives to the conventional cemented pastefill/hydraulic methods of backfilling open stopes for underground mines located within a permafrost zone. The harsh environment and the isolated location of a mine north of 60° impose additional challenges to standard backfill methods and opportunities to the technological and operational issues related to the use of frozen fill. Underground open stoping mining methods require the placement of fill material to enable the controlled recovery of ore from secondary and tertiary stopes. The typical design of the fill material requires the specification of inert material, water and binder. The permafrost conditions provide the additional parameter of subzero temperatures for backfill design and process control. The paper presents the results of an experimental field study, using large size samples, to determine the strength capacity of frozen backfill. The experimental work was performed utilizing rockfill and tailings material with moisture content consisting of water and ice crystals. Preliminary results indicate that the mixture of rockfill, tailings and moisture, develops strength that meet the demanded requirements for open stoping. A thermal equilibrium modelling analysis is presented in the paper.

May 1, 2008

By Navid Bahrani

Overview ? Case history of footwall slab failure ? Procedure used to build a finite element model ?? Pre- and post- mining topography ?? Slab geometry ?? Excavation stages ?? Input parameters ? Finite element modelling results ?? Unloading-induced displacements (magnitudes & directions) ?? Calibration of overall model using measured prism displacements ?? Shear stresses and displacements along the base of slab ?? Factors of safety at different stages ?? Effectiveness of rock bolts ?? Staged or unstaged model? ? Conclusion

May 1, 2008

By Ertugrul Alp

Alp & Associates - Who We Are ?? Canadian consulting company (1999-?) ?? Principal Consultant: Dr. Ertugrul Alp, P.Eng. ?? Over twenty-five years experience serving the chemical, mining, pulp & paper, energy, steel, and transportation industries, and government clients. ?? Ph.D. in Mechanical Engineering, University of Waterloo ?? Experience: ?? Westinghouse Canada, Atomic Power Division, Manager, Analysis and Modelling ?? Concord Environmental (later Bovar Environmental), Principal, Manager, Air Quality and Risk Assessment ?? Arthur D. Little, Associate Director, Safety & Risk Practice Leader in Canada ?? Member: NATO CCMS Pilot Project on Disaster Preparedness (1991-1993) ?? Chair: MIACC Risk Assessment Expert Committee, 1995-1999 ?? Member: MIACC Committees on Land Use Planning and Pipelines (1993-1998) ?? Member: CSA/Q850 Risk Management Standard Technical Committee ?? Member: CSA/Z1002 OHS Risk Assessment Standard Technical Committee ?? Member: CCPA/CSChE Process Safety Management Committee (1999-?) ?? Member: ISO-31000 Risk Management Standard Canadian Advisory Committee ?? Chair: CSChE Process Safety Management Committee (2005-2006) ?? Chair: CSChE Expert Committee on Risk Assessment (1999-2005) ?? CSChE 2007 Process Safety Management Award

May 1, 2008

TSUG Presentation Overview What/Who we are? Objectives & Mandate How to become a member (who qualifies)? Meeting Agenda?s & Frequency Q & A SMART is an association of mining companies that meet regularly to coordinate the technology development needed by the mining industry. Since 1995, the member companies and institutions have directed research and influenced the manufacturers and suppliers to improve surface mining technology and services. SMART actively supports learning seminars, collaborative research projects, and user groups. Members of SMART include some of the major surface mining companies in North America and Australia. These companies have recognized the value that collaboration can bring to the needs of individual organizations as well as the global mining industry.

May 1, 2008

By Greg M. Hollyer

The search for minerals in the future will be dominated by deeper exploration and the need to accurately target ?blind? deposits as more and more of the ?easy? near surface targets are exhausted. In this context, key technologies are emerging for deep exploration both in grassroots and minesite exploration, including the Titan 24 Deep Penetrating geophysical technology. Introduced in 2001, this technology has grown rapidly into an accepted approach for exploration in a variety of geologic environments, including brownfield environments where discovering additional reserves would most quickly benefit companies. Titan 24 belongs to a new class of sophisticated Distributed Acquisition Systems (DAS) which record high-volume, high-quality data simultaneously at multiple receiver stations. This data is then processed digitally, modeled using specialized inverse modeling software, and interpreted according to geologic and other parameters. The result is a robust, high-quality, high-volume data sets which provide a basis for improved imaging to depth. In this paper, the Titan 24 distributed technology is discussed. Illustrations of the vast improvement to overall exploration are showcased through results in several case studies. These include examples from two gold deposits, a porphyry deposit and a minesite. These examples show the range of applicability of the technology and the ability to effectively image mineralization, lithology, structure and alteration to depth as an aid to understanding prospective mineral deposits and targeting drills more accurately.

May 1, 2008

By Dianne M. Lapierre

Mining firms in Canada are increasingly incorporating the social and environmental interests of their stakeholders into their projects in an effort to become more sustainable. Such initiatives have included negotiating Impact and Benefit Agreements (IBAs) directly with would-be impacted, often aboriginal, communities near resource developments in the Canadian north. Why does a mining firm take on this extra time-and cost-intensive initiative when governments and regulatory measures are in place to address social and environmental issues? Past research has paid little attention to the corporate rationales for IBAs. Based on document review and interviews with mining executives, this study investigates the rationales of mining firms that ?over-comply? with legislative requirements by negotiating IBAs or similar types of agreements with communities. The results indicate that mining firms increasingly recognize IBAs as an intrinsic part of the permitting process. When queried, executives regularly identified the negotiation of agreements as ?the right thing to do?. While this response could be read in ethical terms, a commercial rationale is also clearly present. By building strong relationships with nearby communities, addressing community concerns, and directing benefits to local people, all of which are explicitly achieved with an IBA, mining firms are maintaining their long-term financial viability, thus their sustainability, within an evolving industry.

May 1, 2008

By Michael DeLallo

Clean Coal Technology (CCT) ?Technologies designed to enhance both the efficiency and the environmental acceptability of coal extraction, preparation and use?. These technologies reduce emissions, reduce wastes, and increase the amount of energy gained form each ton of coal extracted and converted into energy. ?? Carbon Capture and Sequestration are an integral part of CCT either as constructed or on a future retrofit basis.

May 1, 2008

By Jessica Barber

Problem ? Mining operations consistently need equipment that is available, and able to perform to its maximum potential ? The most difficult part of a Maintenance Manager?s job is often a lack of knowledge on how long their equipment has to last ? The short term view can lead to interim fixes that accumulate into larger problems ? It is always difficult to justify major overhauls and upgrades when there is pressure to meet mine plan production targets

May 1, 2008

By Jr. Arcand

Canadian Economy ? Getting Results ???? A stronger Canadian economy ???? National debt cut ???? Taxes reduced, tax-free savings account, support for manufacturing sector ???? Assisting with infrastructure Aboriginal issues affect all Canadians ???? Aboriginal prosperity is in everyone?s interest ???? Conditions for Aboriginal success include: - Indian residential school settlement - resolving outstanding specific claims

May 1, 2008

By Rebecca L. Jones

The paper addresses the application of XPAC AutoScheduler at the Fort Hills Energy Oil Sands Project to complete fast turn around ?what if? scenario testing of different mine schedules. Traditional scheduling approaches involve engineers making a ?best guess? at the required mining sequence, loading this sequence into a scheduling package and testing the results to determine if the schedule meets corporate objectives. This process is iterative and can be very time consuming. Autoscheduling techniques, on the other hand, are based on the engineer pre defining the mining rules and constraints of the deposit. The software then automatically selects a sequence of mining which the schedule should try and achieve, based off specified corporate objectives. Under this system the engineer is able to adjust the objectives and rules to evaluate numerous scheduling scenarios quickly and easily. An XPAC AutoScheduler model was built, documented, and implemented by Runge and Petro-Canada Oil Sands Inc. personnel in a month. It is currently being used by Petro-Canada Oil Sands Inc. to run multiple schedule scenarios, most taking less than ten minutes configure and ten minutes to schedule. The results of each schedule are tabulated with supporting graphs on; the bitumen grade profile, strip ratio, ore inventories and mined tonnage. In addition to this, the block model may be animated to show the progression of the resources mining the schedules.

May 1, 2008

By M. G. Lipsett

General Challenges for Mining & Mineral Processing Operations ? Capital-intensive industry ? Ongoing cost pressures ? Remote locations ? Workforce demographics ? Dynamic, unstructured, rugged environment

May 1, 2008

By Jeremy P. Richards

Key inputs are volatiles and heat: Slab dehydration: Breakdown of amphibole and serpentine in hydrated oceanic crust releases fluids into mantle wedge, causing metasomatism.

May 1, 2008

By Andrew Popko

Introducing EnCana ?? A leading North American Oil and Gas company ?? Focused on natural gas and oil sands development in 12 key resource play areas across North America ?? In 2007, over 4300 wells drilled, producing about Enterprise value of approximately $50 billion ?? Invest between $5.8 Billion in 2007 ?? Over 7500 employees ?? Headquarters ? Calgary, AB

May 1, 2008

Introduction ?MT involves the measurement of naturally occurring magnetic and electric field oscillations. ?The ratio of E/H (wave impedance) is measured as a function of frequency to give resistivitydepth information. ?The ratio of vertical and horizontal magnetic fields (tipper) gives information about the location of (channeled) current systems.

May 1, 2008

By David L. Sprott

This paper presents an evaluation of underground-to-surface haulage options for a relatively large deposit. Specifically, it presents a recommended haulage option to provide the greatest value to the Project. Options considered included conventional truck, trolley-truck, conveying and shaft hoisting. The work was done at the level of a preliminary assessment as input to an internal pre-feasibility study. The Base Case for the analysis in this study was a Long Hole Open Stoping option (LHOS) using conventional truck haulage. Two scenarios were considered for the evaluation and included: 1. The current resource to ~700 m depth. 2. An expanded resource to ~825 m depth. The haulage options evaluated included three trucking options, three conveyor options and two shaft options. The paper presents the results from evaluating these options within the two mining scenarios using a Discounted Project Cost (DPC) comparison. Recommendations are made for the options that will provide the greatest overall value to the project.

May 1, 2008

By Ingrid Hann

The Triple Bottom Line ? Economic Sustainability ? Creation of Joint Venture companies ? Planned evaluation of other kimberlites ? Social Sustainability ? Impact Benefit Agreement and Participation Agreements ? Education and training initiatives ? Environmental Sustainability ? Environmental management ? Mine closure planning

May 1, 2008

By David Fisk

Mining: Current Business Environment ? Commodity prices are high, but cyclic ? Increasing global competition ? Equipment costs remain high ? Maintenance costs continue to increase ? Aging experts with ?tribal knowledge? are leaving/retiring ? High metal prices multiplies theimpact of downtime on production and profitability

May 1, 2008

By Barrie Robb

Outline 1. Mackenzie Aboriginal Corporation (MAC) 2. ACR background 3. ?Learning from Experience? project - What - Why - lessons 3. How Industry could contribute to sustainable Aboriginal communities 4. Concluding words What is the Mackenzie Aboriginal Corporation (MAC)? ? Aboriginal owned ? Established construction capabilities ? Commitment to development of northern resources ? Partners have extensive experience

May 1, 2008

Presentation Outline ERM ? corporate profile Background to sustainability reporting GRI G3 Guidelines (Oct 2006) Best practice examples Contact information ERM ? corporate profile Over 35 years of experience World?s largest all-environmental consultancy* 130+ offices in 40+ countries; 3,200+ professional staff Worked with >50% of the Global Fortune 500 (FY07) Annual turnover > US$500 M (FY07) 2008 Environmental Advisor of Year** Offices/Staff ? Canada (5/50) and US (65/1,350) *Source: Engineering News Record: July 2, 2007 ** Source: Acquisitions Monthly: December 2007

May 1, 2008