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By W. R. Bacon

"IntroductionTHIS IS a brief discussion of certain regional and economic aspects of the Coast Range of British Columbia. Between Portland canal and the 60th parallel of latitude, only the eastern margin of the Range is in Canada. The solely British Columbia interval extends from Portland canal to Burrard inlet. Personal observations in various parts of this area form the basis for much of this paper.Regional GeologyGranitic RocksSome of the best, most continuous exposures in the Coast Range are found at sea level. Reconnaissance study of the coastline has shown that the Range is predominantly granitic in character, but there simplicity ends, for the term 'granitic' as applied to the Coast Range covers a variety of mineralogical compositions. Actual granite is quite uncommon, occurring mainly in irregular or dyke-like masses that do not achieve batholithic dimensions. It is commonly pinkish, relatively homogeneous, and exhibits few of the deformational features that are obvious in much of this plutonic complex.Most of the granitic rocks of the Range fall well within the compositional limits of quartz diorite and granodiorite. The problem of resolving the great mass of these rocks into smaller coherent units is in general a difficult one. As noted above, granitic rock of uniform composition and texture is found in restricted areas and can be outlined without much difficulty. One such body occurs on the southern shore of Nelson island."

Jan 1, 1955

Building off the enthusiasm generated by Credit Suisse First Boston on the potential benefits of an industry-wide effort to market gold jewellery, a group of gold producers, led by Randall Oliphant, CEO of Barrick Gold, decides to investigate the long -term impact of launching a significant marketing initiative to stimulate demand for gold jewellery. The group establishes an international Steering Committee representing producers of differing sizes, members and non-members of the World Gold Council. This Committee comprises representatives from AngloGold, Barrick, Gympie Gold, Kinross, Randgold, and Sons of Gwalia and is supported by the Australian Gold Council, the Gold and Silver Institute, and CSFB. The Steering Committee hires McKinsey to assist it by conducting an independent review of whether investment in a large-scale marketing initiative for gold jewellery would be effective in increasing demand for gold, and ultimately of significant economic benefit of the gold industry. Based on McKinsey?s review* and its own discussions with key stakeholders across the industry, the Steering Committee strongly believes the case for marketing is compelling and sufficiently proven to persuade the industry to undertake a major initiative over the next few years. The Steering Committee, supported by McKinsey, conducts briefings with a range of gold producers to share its findings and to understand producers? perspectives on an industry-funded marketing campaign. The Steering Committee is asking for your support to bring this industry-funded marketing campaign to life.

May 1, 2002

By Chris Twigge-Molecey

Demand for metals will continue to grow as global population numbers and prosperity levels steadily increase. Consequently, there will continue to be a need to design and construct new metallurgical plants. Business success in general requires projects to be financially successful and return appropriate value to their owners. However, in the metals industry, private and public sector financing sources have become very sensitive to the perceived inability of projects to contain costs and meet other business objectives. Thus, the capital for projects has become more difficult and expensive to obtain. It is instructive to note that Ernst and Young (2011) identified that: “Delivery of predictable project results bestows competitive advantage and market confidence to those corporations who successfully instill this discipline”. The implication for future projects is that they must be systematically developed to minimize perceived risks—and more importantly—to demonstrate that the risks are managed to achieve the business case. Then, provided that the project has been developed in a well-structured way, project success can again be defined as a project with: a final cost within 10% of the budget approved at the end of FEL3, when the project is properly defined and the permit conditions are agreed upon; a start-up date within three months of the definitive, scheduled startup date; production levels at 85% of design capacity within a year of starting commercial operation; production meeting the target environmental restrictions; and with zero lost time accidents during construction and startup. The plant design is one of many integrated activities required to achieve these objectives. This book represents a valuable link between the existing engineering literature that encompasses a wide range of engineering fundamental textbooks and design manuals and the project management literature such as the Project Management Body of Knowledge, or PMBOK® (Project Management Institute, 2014). It is evident throughout this book, that the design team is a small but essential part of a much larger project team comprising the project management, construction management, and construction contractor staff. Design activities must be regarded and managed as part of the integrated whole, with two fundamental links throughout the design process:

Jan 1, 2015

By B. Crane, S. Schwartz

"IntroductionThe Cape Breton Development Corporation (CBDC) located in Cape Breton, Nova Scotia, in eastern Canada, was established in 1967. Its mandate at that time was to facilitate a phased downsizing of the coal industry and developing viable replacement industries. The oil crisis in the early 1970s changed CBDC’s mandate and focus was modified to increase coal production to support Nova Scotia Power Commission’s “off oil” policy for their power generators. In the late 1980s the mandate to develop viable replacement industries was eliminated and CBDC became primarily a coal mining company. CBDC presently operates two underground coal mines, Phalen Colliery and Prince Colliery, using a retreat longwall method of mining. Both mines operate beneath the Atlantic Ocean. CBDC also operates associated infrastructure — central workshops, a railroad, coal preparation plant, and international pier. The Need For Substantial ChangeOver the last few years, CBDC has been facing some challenging issues, including improving labour management relations and achieving financial self-sufficiency and profitability. Recent achievements with regard to human resource issues, especially in the areas of collective bargaining, absenteeism, and attendance, show noticeable improvements. All participants should be commended for successfully concluding the collective bargaining process with all four CBDC unions, CUPE; CAW; IAM&AW; and UMWA. However, although these changes are encouraging, even critical in the short term, they are not sufficient to ensure the long-term viability of the company. Market ForcesShort- and long-term financial realities are drawing the need for further substantive changes. The corporation has a mandate to achieve financial self-sufficiency by the year 1999. This goal can only be achieved through a combination of cost reductions and productivity gains, specifically, a reduction in the workforce of 658 and an increase in production of 800 000 tonnes annually. This increase in productivity requires CBDC to re-think the way it does things.In the longer term, CBDC faces even greater challenges. The energy market is becoming more competitive. The electrical utilities across Canada are anticipating deregulation and are positioning themselves for the resultant competition. As primary fuel supplier to Nova Scotia Power Inc. (NSPI), the corporation will have to become ever more competitive to stay in business."

Jan 1, 1997

By Osvaldo A. Bascur

Business Challenges ? Many Versions of the Truth ? Lack of Enterprise Visibility (Transparency) ? Limited Communication & Collaboration ? Complex Implementation & Maintenance of software ? End user ease of use of information applications ? Responsive to change ? Access to timely information ? Secure computing ? Maturing Workforce Real time Portal - First of All ? Why Move to a Portal - Portals Recaptures the Business User - Broader Scope - Easy Navigation, World Standard - Features of a Portal - User Profile - Delegation (Secure Delegation of Admin Authority e.g. portal\pat) - Single Sign-On ? HUGE

May 1, 2004

By John Kostuik

"This paper discusses the outlook for uranium resources, and comments briefly on the measures needed to meet market objectives. Areas of recent exploration interest are also discussed.THE PREVIOUS SPEAKER has capably described the truly phenomenal growth in demand for energy from all sources. The basic factors -population growth and industrial development -which will create energy demand are so fundamental to national economies that the ascending energy demand curve will be little affected by short-term factors.Because of the economic and practical advantages of nuclear power and the degree of present acceptance by electric utilities, there is no doubt that uranium will be a principal source of primary energy in industrial countries -and this will happen within a decade. Indeed, during this period it will be the fastest growing source of energy, capturing, for example, more than half of the electric utilities' expansion in the United States by 1980. The ready availability of energy sources from domestic and foreign resources is so essential to industrial nations that the long-range outlook for their adequacy is of prime importance. There has been international concern about the availability of uranium resources at reasonable cost to adequately support and foster the development of the nuclear power industry. Canada, fortunate in having established reserves and a potential in excess of any forseeable domestic demand, can confidently look forward to being a principal supplier to the industry."

Jan 1, 1969

By John L. Bonus

"WITHIN THE BROAD PARAMETERS implied by the title of my speech, I propose to deal more particularly this evening with a subject the many aspects of which have constituted the essential elements of one of the main thrusts undertaken by the MAC in the past two years, i.e., to create among Canadians a much greater awareness of the importance of mining and to demonstrate to them what are the many and varied benefits they derive from mining activities across their country. In other words, MINING - WHAT IT MEANS TO CANADA.I also intend to discuss some aspects of government-industry relationships.I am very conscious of the fact that I am speaking to an audience made u in large part of experts in several fields of mining and exploration activities. They will be familiar with many of the points I intend to discuss. However, without in any way suggesting that familiarity breeds contempt, might I emphasize that even in this particular forum there is justification for reiterating some of our basic philosophies and suggesting ways whereby they might be better understood and promoted.Let us first summarize the present dimensions of the Canadian mining industry."

Jan 1, 1971

By Rashid Bashir

The presence of groundwater in the form of large aquifers can have an important influence on investment decisions for underground mines. The design for such mines requires development of special mining methods, and mine dewatering infrastructure to avoid hazards during shaft sinking and underground development. The costs associated with mine drainage control and Mine Dewatering Systems (MDS) are relatively small compared to the huge consequential losses that can occur in case of an uncontrolled inflow and subsequent flooding of the mine. The design of MDS needs consideration of accurate prediction of the maximum uncontrolled inflow rate, availability of the system during an uncontrolled inflow while the inflow is mitigated, and decision on pumping system technology to have capability to operate under water. The research presented in this paper provides a theoretical framework for a reliability based design procedure which takes into account the uncertainty in the estimate of the maximum uncontrolled inflow, performance of the system during the period of an uncontrolled inflow and a methodology to decide on appropriate pumping technology considering the reliability of the system and available underground storage. The reliability based mine design procedure integrates the ideas of Effective Reserve and Hydraulic Reliability Index to come up with a unified methodology for design of Mine Dewatering Systems.

Aug 1, 2010

By E. W. O'Brien

Personnel protection involves effective grounding and positive clearance of faults. This paper deals, in a general sense, with various schemes to achieve fool-proof personnel protection and reduce, to a minimum, the effects of human error and equipment failure.

Jan 1, 1966

Planning and operational problems Difficulty in getting accurate geological interpretation Hard to plan work in advance Constant changes in engineering drawings and specifications Occasionally, a small stope portion requires changing the mining method from room-and pillar to shrinkage The ground has to remain stable until the entire stope is mined out A large stope portion is mined as development (30%) Frequent corrective excavation work due to dip changes Unstable and inclined working surface Frequent rehabilitation work is required

Feb 1, 2008

CAT offers three different methods to accomplish crowd & retract on an electric rope shovel Rack and pinion Rope crowd HydraCrowd The presentation will compare the three systems and introduce the benefits of the Hydracrowd

May 1, 2013

By T. L. Tanton

"The New Helen mine is 12 miles east of Michipicoten harbour on lake Superior. It is 2 miles east of Wawa station, on the Algoma Central railway, with which it is connected by a spur line railway and a highway.The mine was discovered by Ben Boyer in 1898 during the gold rush near Wawa lake, Ontario. The original discovery was of solid hematite ore extending to a height of 100 feet on a hill rising abruptly on the east side of Boyer lake. The property was acquired by the Algoma Steel Corporation and mining was commenced in 1899. The first iron ore was shipped in 1900. The mine was operated until 1918 when the hematite became exhausted at a depth of 800 feet below Boyer Lake level.Drilling at the Helen mine, after 1910, revealed a large body of siderite both below and to the east of the hematite. By 1913, the body was known to be about 200 feet wide, 3,000 feet long, and at least 2,200 feet deep. In this there was estimated to be 100,000,000 tons of proved and probable siderite ore. An adit was driven into this body in 1917, and in 1918 work was suspended. In 1937 the Algoma Steel Corporation proceeded with the development of the New Helen mine by open-cut mining, and the beneficiation of the ore by sintering. Production commenced in 1939 and has since been maintained at the rate of approximately 500,000 tons a year.From 1900 to 1918, inclusive, the total production from the Helen mine was 2,823,369 tons of hematite ore and 51,930 tons of pyrite. From 1939 to the end of 1945 the total production from the New Helen mine was 3,921,455 gross tons of siderite ore.GEOLOGYThe Helen property is underlain by rocks of Precambrian age. For general description, and a statement on the structure of the iron deposits, the map-units are those shown in Fig. 1.The oldest rocks occur in a complex that lies north and south of an east-west trending zone, 1 ½ miles long and ¼ mile wide, in which the iron deposits occur. That part of the complex lying south of the iron deposits includes small masses of altered conglomerate and slate, and greenstones and pyroclastics. Other fairly abundant rocks are sericitic, chloritic, ottrelitic, and carbonatized schists of doubtful origin, and almost massive metamorphic rocks in which a development of carbonate, ottrelite, quartz, and other minerals has obscured a pre-existing schistose structure. Felsite and quartz porphyry are· prominently exposed south of the iron deposits."

Jan 1, 1954

By J. E. Reeves, J H. Morgan

Certain non-metallic minerals are used widely as fillers in the manufacture of many Canadian products. The first part of this paper deals in a general way with deposits of such minerals and their mining, with the concentration and preparation of the minerals for market, with specifications of the consumers, and with methods of control of the products to meet the specifications. The second part of the paper de-scribes talc as a specific example of mineral filler. Its production and uses in Canada and the possibility of producing higher grades of talc are discussed. Some suggestions are made for meeting the needs for mineral fillers as Canada's industry expands. RELATIVELY few people are sufficiently aware of the vast and important role that is being played in our everyday lives by mineral fillers. Many kinds of paints, papers and plastics, to mention three major classes of industrial products, are literally loaded

Jan 1, 1961

By Stephen G. Mlot

The evaluation of mineral projects involves the identification, mitigation and management of significant uncertainty. Benchmarking is an essential and effective way of increasing confidence and reducing uncertainty associated with input parameters and assumptions. Comprehensive and detailed benchmarking will ensure ?best practice? technologies, methods and systems have been considered and that the appropriate practices can be identified and incorporated into the project. In conjunction with the involvement of experienced industry practitioners, benchmarking is best employed throughout project evaluation to enable early identification of ?errors?, producing more accurate and predictable outcomes. Considerable time and effort is required to gather data and information, which should be benchmarked by the project evaluation team. There is a history of mining projects underperforming, on production, on costs and on return to the investors. The quality of mine plans and feasibility studies, and the quality of the input data is being questioned in many ways. Benchmarking assists sound project evaluation practices, by providing a database of actual results, to validate project inputs and outcomes, ensuring they are realistic and achievable. Benchmarking also provides unbiased, statistical support as the basis for sound investment decision making and ensures well considered decisions are made resulting in a more efficient study process. The evaluation of the quality of projects which are the subject of transactions also benefits from the use of real data obtained from a benchmarking database. Vendors are quick to highlight the benefits of their projects, and conceal the flaws, inflating the value. Buyers will want to quantify the potential of a project through the due diligence process relying on actual results from benchmarking. For the reasons broadly outlined above, benchmarking should be considered as an essential component of effective Project Evaluation.

Aug 1, 2013

By J. Vanderlaan

A proposed method of applying high-speed, non-destructive part scanning technologies to the production process of UO2 (Uranium Dioxide) fuel pellets is presented. The scanning process examines each pellet individually for correct surface roughness and any surface imperfection or defects. Using optical scanning methods, which consist of laser and CCD camera technology, the complete circumferential surface of the pellet is examined to meet the reactor fuel bundle specifications.

Aug 1, 2010

By Ellis Thomson

The microscope is now used extensively not only in the examination of solid ore but also in the determination of fragmental mill products. It has therefore become a matter of paramount importance to be able to mount and polish fragmental as well as solid specimens in the easiest and most efficient way, so that the minerals present may be readily determined. In the case of the solid ore the ordinary mount of plasticine set on a glass or metal slide serves for most practical purposes. An improvement on this is furnished by the small brass container inside of which the specimen is mounted in a cementing medium of sealing wax. The latter is the method in use at Harvard University. It has the advantage of uniform height, thus obviating the necessity of a slide of any sort. It is also easily catalogued as the brass holder may be stamped with a convenient series of letters and numbers that will serve as a label. Other advantages of this type are the ease with which any particular part of the section may be re-located, the excellent storing facilities afforded by mounts of uniform size, and the possibility of polishing ten or a dozen sections at the same time by means of a holder which is placed over the polishing wheel, is geared with it, but revolves the opposite way.

Jan 1, 1926

By N. J. Duncan

"Coal mining, whether surface or underground, has hazards that make it unique in the field of industrial safety and health. The often soft, faulted and folded sedimentary strata make wall or roof movement a risk to the safe and economic removal of the coal, while the extraction and handling of coal may create an explosion hazard even in surface operations, In Canada, these problems are compounded by the situation of the coal fields which range from deep undersea deposits in Nova Scotia to steeply pitching thick coal seams high in the Rocky Mountains. Climate too can create its own problems, particularly the effect of metals of minus 40°C temperatures, as crumpled dragline booms at prairie strip mines witness. Because of the difficult and sometimes hazardous conditions, Canada's underground colliery managers, in common with those of other Commonwealth coal-producing countries, must have a government ""certificate of competency"" before being appointed as mine managers. Certification of assistant managers (""under-managers"") and foremen (""fire-bosses"") is also a legal requirement for all of Canada's underground collieries, while the province of Alberta requires certification of surface management personnel. Electricians and mechanics who install and maintain the specially designed equipment underground and in hazardous areas of surface mines and processing plants, and mine surveyors who ensure accuracy of the location of underground workings, must also hold government certificates of competency. The requisites for all certification include a minimum work experience and knowledge of coal mining technology and mine safety and health legislation. Despite recognition of the hazards and increasing knowledge of methods of preventing explosions of flammable gas and coal dust in Canada's underground mines, there have been several disastrous explosions such as those at Springhill Colliery in Nova Scotia in 1891 with the loss of 125 lives, at Hillcrest Colliery in Alberta in 1914 with 189 dead, and more recently · explosions and fires in No. 20 and No. 26 Collieries in Cape Breton. Preventing explosions has required developing optimal ventilation techniques, reducing ignition potential, suppressing ignition at source, draining flammable gas before it can enter the air courses, and preventing, or sealing off, autogenous heatings with their associated carbon monoxide or explosion dangers."

Jan 1, 1985

By Fathi Habashi

This Historical Metallurgy Note is the second part of a three-part series, the first of which appeared in the November- December issue of the Bulletin. Part III will be published in February, 1998. This series of articles is dedicated to the memory of Nikolai Maximovitch Pereskuryakov (1940-1994), Rector of Saint Petersburg Mining Institute from 1992 to 1994 who passed away unexpectedly at the age of 54, shortly after celebrating the 275th Anniversary of his Institute.

Jan 1, 1998

By Fathi Habashi

This Historical Metallurgy Note is the final part of a three-part series, the first two of which appeared in the November- December, 1997 and January, 1998 issues of the Bulletin. This series of articles is dedicated to the memory of Nikolai Maximovitch Pereskuryakov (1940- 1994), Rector of Saint Petersburg Mining Institute from 1992 to 1994 who passed away unexpectedly at the age of 54, shortly after celebrating the 275th Anniversary of the Institute.

Feb 1, 1998

By William E. Roscoe

"Non-producing mineral properties include those at various stages of exploration, properties at the pre-feasibility or feasibility stage, properties with currently uneconomic mineral resources, and past-producers. The market approach is applicable to all these types of non-producing mineral properties. Income approach methods such as discounted cash flow and option pricing are generally not applicable to properties at the exploration stage, but may be applicable to non-producing mineral properties with defined mineral reserves or mineral resources.The value of a non-producing mineral property depends on its perceived potential for the existence and discovery of an economic mineral deposit. The potential, in turn, depends on a number of factors which must be considered when choosing market comparables. These comparability factors include such items as geology, mineralization, stage of exploration and results, mineral resources, location and geography, and political jurisdiction. The date of the market comparables must be within a reasonable time period of the valuation date of the subject property. Although it is difficult to find good market comparables because of the unique nature of mineral properties and the small number of transactions, these difficulties are compensated for by analyzing a number of transactions on similar properties to develop a range of values for the subject property.For valuation purposes, market comparables can be expressed in terms of total property value, value per unit area (e.g., $ per hectare), or value per unit of metal contained in mineral resources (e.g., $ per ounce of gold, or $ per pound of copper). The market comparable value can be used to estimate the value of the subject property by using the total property value, unit area value or contained metal value."

Jan 1, 2003