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By Jim Dodd, Jim Paynter

"We would like to acknowledge the efforts of the following key people who helped to make this project a success.Ron Jung, instrumentation supervisor for the Golden Giant Mine, spent many hours reviewing process and instrument drawings, selecting instruments and providing hands on support during commissioning.Andy Keough, underground production supervisor for the Golden Giant Mine, was responsible for readying the underground distribution network for paste backfill.H.A. Simons Ltd. personnel who did an excellent job providing sound conceptual and detailed engineering.Fred Brackebusch, of Mine System Design who designed the paste backfill delivery systemPierre Lacombe, mill superintendent of the Louvicourt Mine, generously shared information and operating experience of their paste backfill plant.AbstractThroughout the 11 year history of the Golden Giant Mine, the primary backfilling method made use of consolidated rock fill. New backfill technologies have developed over recent years which now make it possible to use large quantities of fine mill tailings as backfill.In January of 1996, construction began on a new paste backfill plant at the Golden Giant Mine. Six months following, the plant was commissioned. This paper describes the design, commissioning and operational experience to date of the paste backfill plant."

Jan 1, 1997

By Gerald Blackmore

"This paper suggests that with the settlement of long-term contracts of fifteen years' duration, with prospects of extension, the coal mining industry has, for the first time, a complete commercial justification for large-scale planning.The labour costs of coal production over past years are analyzed and, with the acceptance of the premise that the basic shift rates are certain to rise in the years to come, the paper suggests that forward planning should provide &r capital investment to make a traditionally labour-dense industry into a capital-dense industry.Automated methods of manpower deployment and timekeeping and the monitoring of all equipment back to a central control point are discussed as ail-important means of obtaining maximum utilization of high-cost capital investment.Principles of payment of the work-force, and the utilization of equipment 24 hours a day, seven days a week and the maximum number of days a year, are dealt with as means of achieving maximum capital utilization. Some of the new technical underground and coal preparation problems which will undoubtedly result from the concentration of workings and maximum machine utilization are discussed, and the author makes suggestions as to how these might be solved.In short, the author predicts that if the coal mining industry is prepared to recognize the problems and invest in modern equipment backed by highly trained staff. then the outcome will justify the high capital investment involved. He stresses the importance of human communications in achieving this end."

Jan 1, 1970

We report the studies of Proton-Exchange Membrane Fuel Cells (PEM FC) and hydrogen storage materials at McMaster University for the last 14 years. From the initial investigation of ionic conduction mechanism to the revelation of the origin of non-Arrhenius temperature dependence, as well as the synthesis and characterization of high temperature polymer electrolytes, both experimental and theoretical works have been compiled for the fuel cell membranes. In addition to the discovery of suppressed ionic conduction in Electrode-Membrane Assembly (EMA) and novel hydrocarbon PEMs based on micro-emulsion, the first evidence of hydrogen adsorption saturation by carbon nano-tubes was also achieved, which has been the bottleneck for the application of PEM FC. Prior to our study, a number of controversial publications have claimed the hydrogen capacity of these materials to be between 0.1 to 10.0 wt.%, and none demonstrated a plateau of adsorption with pressure that is consistent with monolayer saturation. Others suggested that the tube bundle structure is opened under high pressure to enable higher adsorption on newly uncovered surfaces, but received no confirmation. Using our home made high-pressure instrument with in-situ electrical probes, we found that a plateau is nearly achieved at about 300 atm in the room temperature isotherm, and that nanotube bundles actually compress with pressure instead of splitting, using in-situ electrical measurements.

Jan 1, 2005

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 J. E. Rehder

IN A DISCUSSION of use of any material of ?construction in the mining industry, two points of view must 'be kept in mind - that of the producer or manufacturer of mining and metallurgical equipment, and that of the maintenance and operating staff of the mining plant. In the first case, the choice of material of construction is up to the manufacturer and the user of the equipment has little direct say in the matter. However, if materials are badly chosen and the equipment does not function properly, wears out rapidly, or costs too much, repeat orders ?will likely go to a different manufacturer, so that, in the end, the consumer or mine operator does have the final voice. In the case of materials for maintenance work and plant operations, however, .the mill personnel have direct control over purchases and it is then that a well-balanced knowledge of materials, their properties, and their costs, can be directly useful. With all materials of construction, the final criterion is unit cost versus service performance, so that the lowest possible total operational cost will be obtained. Sometimes this means using the cheapest material available, sometimes the most expensive, but in any case careful analysis of service performance, replacement cost, and material cost is essential to determining the material that produces lowest total cost.

Jan 1, 1956

By CIM Environmental, Social Responsibility Society

Within the mining industry, the pathway from exploration, to planning, construction, operation and closure has become more complex over the last few decades. The current financial, environmental and social influences present the mining industry with unprecedented challenges and opportunities. In addition, international environmental and social reporting standards and codes are becoming increasingly robust. The reporting requirements provide an added impetus for issuers to effectively manage environmental and social impacts and risks. Reporting requirements also provide the opportunity to be transparent. The intended audience for these Environmental, Social and Governance (ESG) Guidelines for Mineral Resource and Mineral Reserve Estimation includes practitioners, industry participants at all levels of skill and experience, corporate management and board members, government agencies, academic institutions and interested parties. For practitioners, this document provides underlying key principles of environmental, social and governance practices. The ESG Guidelines provide guidance for those using environmental, social, governmental and governance information when preparing and implementing mineral exploration programs and contributing to the preparation of mineral resource and mineral reserve estimates for mineral properties that are either at the study stage (i.e., scoping / preliminary economic assessment, pre-feasibility, or feasibility studies) or in operation. The guidelines can also be used to help mineral resource and mining companies apply good practice to manage their environmental and social risks and opportunities. Companies can identify and retain appropriate professionals to prepare environmental and social materials to support company studies. The guidelines are also a resource for companies developing effective environmental and social management strategies at any project stage. This document is not intended to be prescriptive and is not intended to provide exhaustive guidance on what to consider in terms of environmental, social, legal and governmental modifying factors in the preparation of MRMR estimates. Rather, it is intended as general guidance to assist companies and practitioners in considering and applying these modifying factors for MRMR estimates. This document is also not intended to guide environmental and social impact assessment (ESIA); however, the measures needed to manage impacts help inform the constraints and costs for defining mineral resources and mineral reserves and inform the costs and schedules of mineral project studies. All documentation of MRMR estimates made by an issuer and intended to be, or reasonably likely to be, made available to the public in a jurisdiction of Canada must comply with the requirements of National Instrument 43-101 Standards of Disclosure for Mineral Projects (NI 43-101), as amended from time to time (Canadian Securities Administrators, 2016a and 2016b). Disclosure is not addressed in these ESG Guidelines. Determination of what to include in disclosures is defined in the applicable Securities’ legal frameworks. Appendix A presents a summary table showing the linkage of the principles and topics in these ESG Guidelines to the potential effects on project costs, schedules, government permits and approvals, social licence to operate and financing.

Sep 8, 2023

By Richard Frentress, Dave Donelon, Robert Henderson, Mike Warnert

"The Round Mountain gold mine is an open-pit mining operation located 97 kilometres north of Tonopah in Nye County, Nevada. Gold has been produced from the property since 1906.Gold is currently recovered using a combination of four independent processing operations. These include a 10,000 ton per day mill, a 30,000 ton per day, crushed ore heap leach, a 150,000 ton per day, run-of-mine ore heap leach and a small high-grade gravity concentration circuit. In 2002, Round Mountain Gold Corporation produced 755,494 troy ounces of gold at a total direct operating cost of US$2.14 per ton ($193/oz).This paper presents a summary of the Round Mountain operations and discusses some of the processing innovations that have enabled the mine to profitably recover gold from a large low-grade ore body.INTRODUCTIONRound Mountain Gold Corporation is a 50/50 joint venture between Kinross Gold Corporation and Barrick Gold Corporation. Kinross acquired its ownership interest in the Round Mountain mine upon completion of combination with Echo Bay on January 31, 2003. The joint venture partners continue to support an aggressive exploration program in the vicinity of the mine in order to add reserves and extend the mine life.The Round Mountain mine currently operates a conventional open pit that is approximately 8,200 feet long, 4,900 feet wide and 980 feet deep. Mining is conducted on 34-metre benches by electric shovels and front-end loaders paired with 150, 190 and 240-ton haul trucks. Blasthole samples are collected and assayed and provide the control for ore segregation. Based upon these assays, blasted pit rock is determined to be run-of-mine Dedicated Pad ore, crushed Reusable Pad ore, high-grade ore or waste.Gold is recovered using a combination of four independent processing operations. These include run-of-mine ore heap leaching (Dedicated Pad), crushed ore heap leaching (Reusable Pad), milling and the gravity concentration circuit. Non-mineralised rock is delivered directly to the waste dumps. Low-grade ore is trucked directly to the Dedicated Pad and medium-grade ore is crushed and placed on the Reusable Pad. High-grade ore is handled in one of three ways: 1) leached on the Reusable Pad and offloaded to the mill; 2) sent directly to the gravity plant with tails reporting to the mill; or 3) sent directly to the mill or mill stockpile. The gold particle size distribution of highgrade ore determines the processing method."

Jan 1, 2005

By Leslie S. Weldon

THE Lake Shore mine has been developed by two vertical shafts, with level intervals at 200 feet to the 2200 level and at 125 feet below this horizon. A main cross-cut joins the two shafts on all levels to the bottom of No. 3 shaft, and opening into these cross-cuts are the ore passes and sand passes, which are completed from surface To the 4450 level. In the west part of the mine, additional connections have been made between No. 1 and No. 2 veins, through which the major part of the ore from No. 2 vein west is routed to drifts in No. 1 vein. With the lesser amount of stoping on No. 1 vein, this arrangement permits better haulage to be maintained. The ore passes are driven at 50 degrees from the ends of short cross-cuts off the main ones and are broken through to the levels above at the mouths of the short cross-cuts, to allow for dumping on each level. The passes are controlled at each level by ball-and-chain gates and deliver to crushers and thence to loading pockets, shown in Figure 1. That system is quite flexible in that it is possible to by-pass the crushers at any station and load from either shaft at a number of different pockets. The sand passes are driven from the main cross-cuts at the same inclination as, and parallel to, the ore passes. Each is equipped with a chute and dump hole, so that waste or sand fill may be loaded or dumped at each level. A transfer door, hinged on the bottom, is installed opposite the chute for by-passing fill from one level to the next, and in the closed position protects the opening at the top of the pass. The dump hole situated beside the transfer door is protected by a grizzly with 10-inch spaces. Waste rock may be withdrawn from the system through No. 3 shaft loading pocket at the 2950 level to a waste bin on surface. Levels are developed by drifts in No. 1 and No. 2 veins for their entire lengths. Subsidiary breaks are followed at a later date, when full information has been obtained by exploration, and a considerable amount of development by sub-drifts is carried out in the upper part of the mine, particularly in more or less erratic sections of No. 1 vein.

Jan 1, 1936

By Sherwin F. Kelly

"THE TITLE I have chosen is certainly not one of those self-explanatory ones. I shall endeavour to make its significance clear during my remarks but, in the hope of minimizing that inevitable exodus which follows a good lunch such as this, I am going to withhold the final key to its meaning until the very last sentence of this talk.Some explanation is due at the beginning, however, so for those of you unfamiliar with Spanish I will explain that casa means house, or home. The casa about which I am going to talk necessitates a wide .and generous interpretation of the word, because I am using it to indicate principally that portion of the North American continent which is the home, in the western hemisphere, of British and American ideals of justice and freedom, the dignity of the individual and his right to exercise private initiative .and engage in private enterprise. In a wider sense, I am including the entire western hemisphere, which may yet stand as the last bulwark of political and industrial democracy.As for the treasures of which I am about to speak, may I remind you that there are no• material treasures but those derived from the earth, and they are derived by one of two processes, -mining and farming. These two fundamental industries are the basis, and the sole material basis, of our welfare, our wealth, our very existence. From farming, whether it be farming of the land. or farming of the sea, we obtain the food to keep us alive, healthy and able to work."

Jan 1, 1955

By Andrew Bamber

Between the early 20th Century and the present, the production of mined copper ore has increased from tens of millions of tonnes per annum to several billion tonnes per annum, an unprecedented increase. Contemporaneously, the average grade of mined copper ore has declined from over 2% to approximately 0.5%. Again, in parallel, the price of copper has increased dramatically to reflect the increasing cost of extracting and beneficiating such large amounts of low-grade ore. Within the period the copper price however exhibited several periods of intense volatility, driven by interrelationships between demand and supply, themselves strongly driven by periodic industry developments in the fields of exploration, ore extraction, mineral processing and extractive metallurgy. It is notable that these periods of intense innovation exhibit a strong correlation to preceding periods of price, demand or production volatility. This paper examines key trends in each theme between 1900 and 2018 and draws strong conclusions as to the interrelationship between them. INTRODUCTION The production of copper metal has increased from around half a million tonnes per annum to over fifteen million tonnes per annum over the course of the 20th Century. Contemporaneously, the average grade of copper ore mined has declined from over 2% to approximately 0.5% copper by weight. As a result, the volume of Run-of-Mine (ROM) copper ore required has increased from around ten million tonnes per annum to over a five billion tonnes per annum over the period, an unprecedented increase. The adage is that demand drives supply, that prices rise in times of high demand and/or short supply, and that prices fall when supply catches up with demand. The market sellers in biblical times knew this well; mediaeval market sellers equally. Dutch tulip sellers in the 1600’s experienced both in extremis — much to their dismay — and the great industrialists and early capitalists of the industrial revolution knew this also. Mining recently went through a cycle where investors and producers both believed that the “old” rules did not apply any more and that the industry was in a “supercycle” where prices would continue to rise on the back of increasing demand. However, as the GFC of 2008–2011 showed, this was not to be. Another adage says that we constantly innovate to lower costs of production. Is this true? Do we only innovate to lower cost? Has the true cost of producing copper actually gone down over the century? Or are there other balancing forces at play? Herb Kellogg, in his Centenary address to the American Institute of Mining Engineers (now SME), categorized two types of innovation: ‘Bigger and Better’, and ‘New Process’ (Kellogg, 1970). ‘Bigger and Better’ allows increased production at presumably lower cost; ‘New Process’ supports the same result at presumably the same scale, but at significantly enhanced efficiencies and (therefore) lower cost. It is suggested that both types of innovation are constantly and interchangeably required to achieve the kind of scale-up, at achievable operating and capital cost that the industry has achieved over the period. What can be shown, over this last Century and a bit, is that supply and demand are indeed inextricably linked, price and demand are linked, but so are price and cost of production. And the innovation required to sustain that weaves in between them all, cost-effectively increasing production capacity or lowering the cost of production at the same throughput, and sometimes both.

Jan 1, 2019

By Gordon W. Hines

This paper, dealing with network planning in an industrial complex, discusses the type and size of project that can be handled on a manual basis. After a review of the fundamentals of network planning, and specifically of the Critical Path Method, the author analyses several different types of projects, each with its own characteristics. Some can be handled in conjunction with a computer, but others can be dealt with equally well without one. Among the projects discussed are a blast furnace reline, the installation of a billet mill flying shear, and routine maintenance-type operations.

Jan 1, 1967

By T. Banerjee, D. Felsher, G. Leavoy

"Lake Shore Gold is engaged in commercial gold production at both the Timmins West and Bell Creek mines, located in Timmins, Ontario. Run of mine ore is processed at the Bell Creek mill which consists of a conventional gold mill flow sheet involving crushing, grinding, gravity concentration and carbon-in-leach (CIL) for gold recovery. Since 2009, the operating capacity of the mill has been upgraded from 2000 tpd tonnes per day (tpd) to over 3,000 tpd. The most recent expansion involved the installation of a low aspect ratio SAG mill to replace the secondary crusher. Without operational data on the low aspect mill, combined with a site team that was new to SAG milling, there were many challenges in achieving the target throughput from the circuit. Through the implementation of AwaRE advanced controllers, running in closed loop with PRC fragmentation cameras as well as embedded PARC modules within the Allen Bradley PLC, the site was able to rapidly develop a best operating practise and has been successful in creating a stable and consistent operational environment. The process, lessons learned and eventual solution will be reviewed in this paper.INTRODUCTIONLake Shore Gold is engaged in commercial gold production at both the Timmins West and Bell Creek mines, located in Timmins, Ontario. Run of mine ore is processed at the Bell Creek mill which consists of a conventional gold mill flow sheet involving crushing, grinding, gravity concentration and carbon-in-leach (CIL) for gold recovery. Since 2009, the operating capacity of the mill has been upgraded from 2,000 tpd tonnes per day (tpd) to 3,150 tpd. The most recent expansion involved the installation of a low aspect ratio SAG mill to replace the secondary crusher. This endeavor was split into two phases: the expansion of the back-end (Phase 1) and the front-end (Phase 2) of the mill. Phase 1 of the expansion was completed at the end of 2012 and involved enhancements and capacity addition to the leaching and adsorption circuits, which increased the mill’s capacity to 2,500 tpd. Phase 2 of the expansion commenced at the end of July 2013 and involved the expansion of the crushing and grinding circuits. The expanded front-end of the mill now has a capacity of 5,500 tpd, and processes ore from both Bell Creek and Timmins West mines. The updated flow-sheet, as shown in Figure 1, illustrates the replacement of the two-stage crushing and ball milling circuit with a single stage crusher and a low aspect ratio SAG mill."

Jan 1, 2015

By S. Tuttle, R. Sisson

"Suncor Energy Inc. has proposed a 2.2 billion dollar expansion to the current oil sands operation, which will more than double the productive capability of the facility. As part of the application for this expansion, a comprehensive closure plan had to be developed and filed.Closure planning includes a systematic evaluation of the area to be developed, the development activities planned, the goals and objectives of the corporation in re-establishing landforms and ecosystems at the same time as running an effective operation. As early as is practical during the mine development, surface contouring is completed, soil is reconstructed, and vegetation, surface drainage and wetlands are re-established. Once active reclamation is complete and vegetation has been re-established, Suncor monitors maturation of landscapes and ecosystems to provide the submission basis for reclamation certification"

Jan 1, 1999

By P. J. Gron

"The Samatosum Project is a base and precious metal deposit located in south central British Columbia. A dilute ore reserve of 766, 682 tonnes grading an average 1.1% copper, 3.0% zinc, 1.4% lead, 833 gram per tonne silver and 1.6 gram per tonne gold is available. The base metals occur as tetrahedrite, chalcopyrite, sphalerite and galena. Virtually all of the silver and gold are associated with the tetrahedrite.The mill is operated at a rate of 21 tonnes per hour. Sulphur dioxide is used as a zinc depressant in the grinding circuit. Production of a Cu/Pb/Ag concentrate is accomplished by conventional flotation. This concentrate is then separated into Cu-Ag and Pb concentrates through a reverse flotation circuit utilizing sulphur dioxide, starch and sulphuric acid as lead depressants.The tailings from the Cu/Pb/Ag circuit are treated with copper sulphate to activate the zinc. Production of a zinc concentrate is accomplished by conventional flotation. Dewatering of the concentrates to 6% moisture is done with a LAROX filter press.Tailings effluent is treated with lime and sodium sulphide to precipitate out the heavy metals. The resulting sludge is treated in OYNASAND sand filtration units to produce a quality effluent."

Jan 1, 1990

By Lawrence Winter

why are these deposits significant? (i) economically and (ii) in a VMS/geological context. ?Significance of the tectonic setting. ?New understanding of the regional geology: volcanic stratigraphy, first geochronologic data. ?Deposit geology: paleomorphologyof the seafloor setting. ?Lessons and conclusions ?Regional Potential

May 1, 2006

By Waldemar W. Koczkodaj, William O. MacKasey

A consistency-driven pairwise comparisons method for mineral potential assessment is presented, using a simpli?ed case of volcanic-associated massive sul?de type deposits as an example. Geological, geochemical, and geophysical criteria are considered on two levels: local and regional. The local geological criteria are subdivided into stratigraphy, lithology, alteration and/or mineralization, and structure. The concept of geomerit index and a procedure for computing this index are introduced. The method of consistency-driven pairwise comparisons can be combined with other quantitative and qualitative assessment methods, enhancing them by incorporation of non-measurable geological criteria (e.g., stratigraphy or lithology) and by computation of weights. The consistency-driven approach allows experts to re?ne at-times subjective judgments concerning exploration and land-use planning, and contributes to the improvement of mineral-potential assessments.

Jan 1, 1997

By Waldemar W. Koczkodaj, William O. MacKasey

Abstract - A consistency-driven pairwise comparisons method for mineral potential assessment is presented, using a simplified case of volcanic-associated massive sulfide type deposits as an example. Geological, geochemical, and geophysical criteria are considered on two levels: local and regional. The local geological criteria are subdivided into stratigraphy, lithology, alteration and/or mineralization, and structure. The concept of geomerit index and a procedure for computing this index are introduced. The method of consistency-driven pairwise comparisons can be combined with other quantitative and qualitative assessment methods, enhancing them by incorporation of nonmeasurable geological criteria (e.g., stratigraphy or lithology) and by computation of weights. The consistency-driven approach allows experts to refine at-times subjective judgments concerning exploration and land-use planning, and contributes to the improvement of mineral-potential assessments.

Jan 1, 1997

By L. D. Smith

"Those who submit competing proposals for projects seek to present senior management with complete and fully supported material that will not fail under questioning. Hopefully, misleading notions and omissions will have been minimized and there will have been testing of the assumptions regarding the economic, social and political environments. A capital project evaluation team can do management and itself a service by including a sound approach to the impact of inflation (and its twin problem, interest) on a project and a great disservice with an inappropriate approach to inflation.InflationHandled deftly, inflation can alter a project evaluation to show almost any result the handler desires. It must be a constant source of frustration for design people and cost estimators to spend weeks perfecting the technical aspects of a project in order to minimize costs, only to have all of their efforts set awash in a sea of financial and economic assumptions that submerge all of the detail. In all of this, inflation is perhaps the largest offender, with inflation criteria often being brought to bear at the last minute, almost as an afterthought. Perhaps this tardiness reflects the difficulty of the subject and the belief that senior management will take its own approach to the problems of inflation. Such a belief is unfair to senior management, for it is entitled to not being misled by omission. It is entitled to the full use of the skills of the evaluating team, including respectable assumptions of the impact of inflation.Working in a consulting context, one has the opportunity to participate in the evaluation of a large number of projects. Reflecting the observation of a wide range of views regarding the subject of inflation, this paper will-address the impact of five different approaches to inflation on the evaluation of a single Canadian mining project."

Jan 1, 1987

By Leslie McHattie

?Intelligent mine? conjures up a futuristic image of unmanned extractors and loaders working in harsh conditions in a remote lunar landscape. The promise of increasing mine fleet productivity and solving the problem labor shortages in mining regions can certainly be achieved today through remote controlled extraction and automated hauling. The technology is available and it doesn?t seem to be so much science fiction when Google?s self-driving cars hurtle down the freeway. ?Intelligent mining,? on the other hand, implies the application of information technology at every phase of the mining value chain, from exploration and geological modeling to equipment, operations and maintenance, and logistics and transportation. These are really industry-specific, enterprise-class software solutions focused on using information technology to support the business processes of mining and make them more efficient and effective. Overlaying the physical world with the digital or virtual world enables us to model and simulate our assets, giving us the ability to effectively design, build, and ultimately optimize the performance and reliability of our assets throughout the lifecycle. The digital asset, often a 3D model, is created initially during the engineering and construction phase, and is handed over to the operator before the mine goes into operation. Combined with geospatial or geographic information systems, the operator has a complete digital representation of the physical world, which forms the foundation for risk and performance management, along with compliance and regulatory reporting. Laser scanning and positioning technology can be used to create point clouds ? information models consisting of millions of data points ? which enable the visualization and representation of the ?as-operated? reality. But consider that once the mine is in operation, it throws off an endless stream of data in the form of performance and condition data from sensors and monitoring devices on fixed and mobile assets through networks, servers, and services. This ?big data? can be processed and analyzed to spot trends, help predict events, and formulate reliability strategies as early as the design stage (e.g., reliability-centered design). ?Intelligent mining? implies that massive amounts of data augment the reality of the physical mine, plant, and equipment. This embedded intelligence can be used to optimize operational efficiency, increase asset availability and utilization, improve safety and environmental integrity, and maximize return on investment. Lastly, the sweet spot for intelligent mining is seen in the convergence of consumerization and industrialization. The application of ?consumer? technologies that we use every day on our iPhones and Android devices, such as cameras, motion sensors, and positioning in an industrial context, are producing ?immersive? experiences. Overlaying the digital world on the physical world and connecting them accurately through intelligent positioning results in ?intelligent infrastructure,? which is safer and more sustainable. Bentley Systems works with many mining companies and engineering, procurement and construction companies involved in all aspects of mining infrastructure development. In fact, 10 of the top 20 mining companies ranked by market capitalization are users of Bentley software, including all of the top five. In addition, Bentley provides software solutions to the world?s leading engineering, procurement, and construction companies, as well as owner-operators, who design, build and operate the world?s infrastructure. Bentley?s solutions for mining and resource extraction industries help increase the efficiency of capital projects associated with the design, procurement, and construction of mines and processing plants, as well as the operation and maintenance of mining fleet and equipment.

Aug 1, 2013

By W. E. Roscoe

"Mineral exploration properties are those on which an economically viable mineral deposit has not yet been discovered. Such properties are bought, sold, optioned and joint ventured on the basis of their perceived potential for the existence and discovery of a viable mineral deposit. The intrinsic value of an exploration property is therefore based on the exploration potential. One measure of the exploration potential is the amount that can be justified to spend on exploration for a viable deposit.The appraised value method uses a cost approach to value exploration properties. It is based on the premise that an exploration property is worth the meaningful past exploration expenditures plus warranted future costs to test remaining exploration potential. Results of past exploration work are analyzed in order to retain only those past expenditures that are productive in terms of identifying remaining potential. Warranted future costs comprise a reasonable exploration budget to test that potential."

Jan 1, 2002