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By A. J. Harrison

"The introduction of an amendment to the Mines Regulation Act in the Province of British Columbia, passed in July 1974, and similar amendments since enacted by other provinces introduced the Canadian underground mining industry to the use of fire-resistant hydraulic fluids.Few, if any, of the hydraulic circuits in use in underground mining at that time were specifically designed for use with fire-resistant fluids, compared with the increasing number of such circuits conceived and in production today. The technology required in designing equipment for use with fire-resistant fluids may be likened to that associated with conventional mineral oils, but, in many respects, a variety of additional and / or alternative considerations must be taken into account. The fast-increasing use and development of fire-resistant fluids throughout all facets of industry, world wide, during the past 20 years has led to a whole new technology in system construction and component design, whereby acceptable performance can be achieved . However , the transition from conventional mineral hydraulic oils has not been without its problems, particularly when retro-fit of existing units was involved."

Jan 1, 1981

By Robert B. Parsons

"The mining industry is adjusting its sights to take a shot at the rising level of non-profit taxes which threaten to handicap the industry 's competitive advantage. In the case of this particular expedition, the industry evidentally has a strong ally - the country's mines ministers. It appears that an initiative is under way to assess the impact of non-profit taxes on mining in Canada as compared to other mining nations.IntroductionSeventy-five years ago, Canadians were unceremoniously introduced to something called income tax. Since then, income tax has been identified as the source of countless evils ranging from the common cold (attributed to stress) to the demise of the economy. Some years later, the provinces jumped on the bandwagon with their own income taxes, and later on with mining taxes. These profit-based taxes had some appeal to elected officials and to a segment of the populace. The onus of the taxes varied directly with the ability to pay (in theory, at least). Previously, the principal sources of government revenues had been property taxes and customs duties, which were viewed as possibly being somewhat regressive in nature.The mining industry has always had concerns about different aspects of income and mining taxes - the tax rate is too high or the depreciation rate is too low, and so on. Recently, though, the industry has turned its sights on the expanding array of taxes which are not based on profit, including payroll taxes, capital taxes, water taxes, sales taxes, fuel taxes, property taxes, environmental levies and user fees. The industry is seriously concerned that the rising level of non-pro fit-based taxes is not only hampering the industry 's ability to reinvest in Canada, but is also placing Canada at a disadvantage in terms of trying to attract new investment capital."

Jan 1, 1992

By Z. D. Hora

Sev_eral dozen si lica occurrences have been reported from various parts of Brit ish Columbia. Some represent hydrothermal veins or parts of pegmatite bodies; other are recrystall ized sandstones. Several vein type deposits were mined for smelter flux and as a source of white chips for stucco dash and simi lar products. Some quartzites were studied as potential sources of high-grade silica for ferrosilicon and silicon metal production. The province's only production of silica for ferrosilicon has come from a pegmatitic quartz plug near Oliver in southern British Columbia. Its reserves are now practically depleted.

Jan 1, 1984

By A. W. Chan

"An interactive computer simulation model of conveyor systems used in oil sands mining has been developed to aid in the selection of mining equipment and the evaluation of operating policies. The materials handling links between supply points, such as bucket-wheel excavators and draglines, and demand points such as bins and extraction plants are modelled in such a way that the conveyor model can be interfaced with any combination of these equipment submodels. Detailed calculations of the power demand of each conveyor section based on operating characteristics and conveyor design parameters are included to permit the close monitoring of energy requirements. Various interactive features are incorporated so that an operator can not only monitor, but also control, the mining operations in the model and experiment with different operating strategies.IntroductionThe interactive simulation model of conveyor systems described in this paper is one of a number of detailed computer models being jointly developed by the National Research Council and Canstar Oil Sands Ltd. on the mining equipment and operations used in oil sands mining. Reference I presents an overview of this whole series of models, their interrelationships and the underlying motivation for their development.A network of conveyors constitutes one of the practical ways for transporting mined material in an oil sands plant. The materials handling links between supply points, such as bucket-wheel excavators, bucket-wheel reclaimers and bins, and demand points such as dumps, bins and extraction plants can be represented by a series of interconnected conveyor sections. For example, the fluctuations of the feed rate at the bucket-wheel excavator, the flow of ore material through the conveyor network and the arrival of this material at the extraction plant can be simulated."

Jan 1, 1982

By S. N. Bhatnagar, S. K. Haldar

"Mineral exploration is an expensive speculative venture and calls for optimization of sampling. Exploration is generally planned in grid pattern to be conducted in phased manner. The objective of any such campaign is to assess the quality, quantity and its reliability. The traditional estimation methods are unable to provide a means of calculating the degree of reliability. Application of mathematical models can quantify the precision of estimation and bring forth decision-making criteria at any stage.In this paper three statistical and geostatistical models, viz., Frequency, Probability, and Semi-variogram, have been employed to evaluate sequential exploration data of RampuraAgucha zinc-lead deposit. The optimization in exploration for a specific objective has been highlighted.IntroductionAny exploration campaign demands heavy resource investment starting from the collection of the first sample to the production of the first ton of ore. The best estimation would be if the entire orebody is taken out and sampled. However, this is neither possible, nor desirable. Drilling is the primary tool of geological sampling. It shares the major portion of the investment and, thereby, warrants critical analysis at every stage during the ongoing exploration projects.The exploration program should be conducted as a well planned scheme based on a sequential evaluation approach in a phased way to achieve a specific objective. It would then be possible to evaluate exploration data at the completion of each phase by employing computer-based mathematical techniques to quantify the precision of the estimate for fulfillment of objectives. The subsequent drilling program should be modified accordingly."

Jan 1, 1987

By R. C. Bryce

"Accident prevention has been an on-going priorty for five years. In 1987, adherence to the ILCI five-star rating loss control program was started, and a first star was awarded. Extensive training programs have been undertaken to establish standard procedures and upgrade employee skills. Due to its location, Selbaie owns and rents housing in the town of Joutel and contracts a busing service to and from the mine. Employees from other areas are lodged in dormitories and fed in the site dining room. Accounting and warehousing services are carried out in efficient fashion. Employee relations are structured to provide prompt resolution of complaints and differences. No lost time due to industrial relations differences has been encountered during the history of the mine.Safety and Loss ControlAll mines are concerned and occupied with a wide range of activities to ensure the safety of its employees. Selbaie is no exception. Programs to achieve success in safety and loss control have been implanted since the start of construction and development at Selbaie and have followed three interesting stages of evolution."

Jan 1, 1990

By Esteban M. Domic

"T.L. Leaching ProcessCommercial PerformanceSociedad Minera Pudahuel Ltda. (SMP) has been innovating in the copper producing field with the commercial application of the Thin Layer (T .L.) leaching process in its two operating division s: Lo Aguirre and La Cascada. Since November 1980, SMP' s Lo Aguirre Division has been producing high-purity copper cathodes at a nominal rate of about 16,500 metric tonnes / year, by mean s of the new route of T.L. leaching, followed by solvent extraction and electrowinning (TLlSX/EW). This has been the first commercial application on T .L. technology in the world, and the only commercial application in Chile for solvent extraction and electrowinning.By mid -1980, SMP acquired Sagasca Mining Co., renaming it as La Cascad a Division. The existing vat leaching facilities were modified to apply T.L. in the same old vats. The existing scrap iron cementation recovery circuit was kept running for the continuing production of copper precipitates. The modifications in the leaching circuit allowed shorter treatment cycles with a lower acid consumption and consequently, copper product ion increased from a previous historical high of 12,000-13,000 metric tonnes /year to a new level of about 22,000 metric tonnes/ year . These changes have been in operation since March 1981.T.L. Leaching commercial performance, both at Lo Aguirre (TL / SX /EW) and at La Cascada (TL/cementation), has been presented in several recent publications. Real operating parameters and process requirement s were reviewed in detail. A breakdown for TL / SX/ EW economics was also published based on Lo Aguirre' s performance during 1982(41."

Jan 1, 1986

By F. P. Yungwirth

"IntroductionTrout Lake Mine is located about 5 km north of the Hudson Bay Mining and Smelting Co., Limited complex at Flin Flon, Manitoba. The mine was brought into production in 1982at the onset of a severe recession in the base metal market. The mine is operated as a joint venture with HBM&S, MMR and SMS.During the first several months of operation it became evident that there were opportunities to reduce costs at the mine significantly, and a productivity improvement subcommittee was formed to make recommendations. The first committee met in January, 1983 and consisted of the mine manager from Hudson Bay Mining, a geological expert and a maintenance expert from Outokumpu Oy, Finland, and a mine manager from Granges, Sweden.Recommendations from this committee were implemented during 1983 and a new subcommittee was constituted in 1984 to continue the work begun the previous year. The committee remains as constituted in 1984 and meets quarterly.The committee consists of M.A . Kirby , manager - Flin Flon Mines, HBM&S; Gustav Hoberstorfer of Mindelco , a Swedish mining consultant retained by Granges; Eero Laatio, mine superintendent of Keretti Mine at Outokumpu Oy in Finland; and Bob Bray, a mining consultant retained by Manitoba Mineral Resources.Many productivity improvements made in the operation are attributed to the work of this committee and other experts retained at various times throughout the mine life."

Jan 1, 1988

By James E. Rider

"Fractures in mine hoist drumshafts are rare. We know of no previously reported attempts to repair a fractured drumshaft; any feasible method would involve welding and the associated problems of distortion, crack formation and strength.In June 1984, a fracture was discovered in the drumshaft of the production hoist in the Teck Corporation, Lamaque Division Mine at Val d'Or, Quebec. Delivery time on a new shaft would have been at least six months. The shaft was repaired in ten days and the total out -of-service time was four weeks.This paper describes why the shaft failed, how it was repaired, and the special alignment procedures employed during re-installation to minimize stresses in the repaired area.IntroductionThe performance of a mine hoist drumshaft is absolutely critical to mine operation. An inoperable drumshaft means no hoist, which in turn means no production or mine operation.Fractures in mine hoist drumshafts are rare. Previously when they have occurred, no one has seriously considered attempting a repair because of problems involved. Any feasible method would involve welding, which raises several major problems - namely, metallurgical, alignment, and strength.In July 1984 this very situation occurred at the Teck Corporation, Lamaque Division Mine in Val d'Or, Quebec.It was recognized that a new shaft would take at least 6 months' fabrication and delivery time. However, having had some experience at repairing broken shafts in other machines under similarly desperate circumstances, and after due consideration, it was concluded that by applying the correct techniques and engaging the right expertise, it would be possible to perform a repair and have the mine back in operation within a month.Thanks to outstanding efforts by all, the repair was accomplished in ten days and total out-of-service-time was only four weeks. The causes of the failure were determined and the calculated stress levels confirmed by strain gauge measurement during operation.The success of this project was achieved by adhering rigorously to fundamental management and engineering principles."

Jan 1, 1988

By H. K. Taylor

"As a mining engineer with over 50 years' experience in underground operations and mine planning, I appreciate the enormous amount of work that went into the paper; and despite an imbalance between geology-geostatistics and the profit-earning actions of mining and treating (possibly because of sponsorship only by the Geological Society), I agree with probably 85% of the detail. But the paper fails to build on its own sound foundations and, like many predecessors, drifts instead into idealism. Even the starting quotation from the US SEC Form S-18 is little more than a platitude. An American consultant (l) has observed: ""an evaluation that accepts ore reserves as guaranteed because their definition meets SEC criteria is an invitation to disaster"".Idealism enshrines at least two myths that have bedevilled definition over the last several decades. The first is that the only purpose of 'ore reserves' is to promise successful new mines, and that 'ore reserves' must necessarily follow feasibility studies.In practice, the identification of what is likely to be mined if a mine is started must often be done on broad economics long before the feasibility study, and there may be only little later flexibility. The second myth is that there can be a perfect deposit with a simple exploration-appraisal-development sequence (the paper's Figure 2) against which all inferiors can be matched. If the field of definition be regarded as a pyramid, the quest for perfection and the imposition of rigid promises upon the terms 'ore' and 'reserves' drive definitions so near the apex (or the bottom right corner of Figure I, if preferred) that little is left to define. The process is reminiscent of the legendary super-medicine, the one so powerful that the patient had to be in perfect health to take it!"

Jan 1, 1992

By Lesley Hymers

First Nations Natural Resources Youth Employment Program PDAC Mining Matters ? Charitable organization ? Provide education to students, teachers, and the public about rocks, minerals, metals, and mining ? Provide current information and offer exceptional educational resources that meet provincial Earth science and geography curriculum expectations First Nations Natural Resources Youth Employment Program ? Provide instructional development workshops for educators who are teaching Earth science and geography ? Since 1994, reached more than 400,000 students, teachers, industry representatives, and members of the public

May 1, 2009

By James E. Rider

"Fractures in mine hoist drumshafts are rare. We know of no previously reported attempts to repair a fractured drumshaft; any feasible method would involve welding and the associated problems of distortion, crack formation and strength.In June 1984, a fracture was discovered in the drumshaft of the production hoist in the Teck Corporation, Lamaque Division Mine at Val d'Or, Quebec. Delivery time on a new shaft would have been at least six months. The shaft was repaired in ten days and the total out -of-service time was four weeks.This paper describes why the shaft failed, how it was repaired, and the special alignment procedures employed during re-installation to minimize stresses in the repaired area.IntroductionThe performance of a mine hoist drumshaft is absolutely critical to mine operation. An inoperable drumshaft means no hoist, which in turn means no production or mine operation.Fractures in mine hoist drumshafts are rare. Previously when they have occurred, no one has seriously considered attempting a repair because of problems involved. Any feasible method would involve welding, which raises several major problems - namely, metallurgical, alignment, and strength.In July 1984 this very situation occurred at the Teck Corporation, Lamaque Division Mine in Val d'Or, Quebec.It was recognized that a new shaft would take at least 6 months' fabrication and delivery time. However, having had some experience at repairing broken shafts in other machines under similarly desperate circumstances, and after due consideration, it was concluded that by applying the correct techniques and engaging the right expertise, it would be possible to perform a repair and have the mine back in operation within a month.Thanks to outstanding efforts by all, the repair was accomplished in ten days and total out-of-service-time was only four weeks. The causes of the failure were determined and the calculated stress levels confirmed by strain gauge measurement during operation.The success of this project was achieved by adhering rigorously to fundamental management and engineering principles."

Jan 1, 1988

By Doug Ashbury

Diamond Miners? Challenges ? Remote ? 300 kilometres from Yellowknife ? Sub-Arctic conditions ? permafrost, climate ? No power ? No all-weather roads ? Ore bodies difficult to find ? Caribou, fish of special concern ? Communities with low education, little experience, but high expectations ? Major investment required ? Diavik C$1.3 billion

Apr 1, 2005

By P. Garritsen, J .. A. Blanco, M. C. Bell

"By 1994, Inco Limited will lower sulphur dioxide emissions from the Copper Cliffsmelter by 60% to 265 000 tonnes/year, primarily through implementing two key process changes. First, new milling technology will permit economic rejection of additonal pyrrhotite prior to smelting. Second, a bulk coppernickel concentrate will be oxygen flash-smelted, thereby eliminating the existing multi-hearth roasters and reverberatory furnaces . All copper will be recovered in the matte separation plant as a nickeliferous chalcocite, and will be oxygen flash-smelted for blister production. This paper outlines the development of the project and describes the process, including the flash furnaces, new sulphuric acid plant and additional oxygen plant.IntroductionInco 's SO2 Abatement Program will lower sulphur dioxide emissions at Sudbury from the current levels of 685 000 tonnes per year to 265 000 tonnes per year by 1994 as required by Ontario' s countdown on acid rain regulations.It is the high tonnage of sulphur mined that creates the magnitude of the SO2 emission problem at Sudbury. At a production rate of 240 million pounds of nickel per year, Inco mines 12 million tonnes of ore. At 10% sulphur it mines 1.2 million tonnes per year of sulphur. If Inco did not fix any of this sulphur it would be emitting 2.4 million tonnes per year of sulphur dioxide-about as much as all other Canadian emissions. Today, however, Inco is already fixing 70% of the SO2 in ore, in several ways : mostly as sulphur in pyrrhotite rejected to tailings in the milling operations; as acid from the roasting of pyrrhotite and some nickel concentrate at the Iron Ore Recovery Plant (lORP) and some as liquid S02 from the copper flash smelting furnace. By fixing 70% of the sulphur the current allowable SO2 emission levels of 685 000 tonnes per year is met. Total sulphuric acid production is currently 450 000 tonnes per year and in fact, the 10RP operation is being continued only to maintain established acid markets.Historically emissions have been reduced from the 2 000 000 tonne per year level to the current level of 685 000 tonnes per year by rejecting pyrrhotite from the smelter feed, and 70% of the SO2 containment problem at Sudbury has already been addressed.While Inco's profits are large at current nickel prices, most people have forgotten that back in 1982 Inco was losing a million dollars a day. Inco did make a dramatic response to this economic stimulus. The Ontario Division increased productivity by 65% and lowered costs to become the lowest cost nickel producer."

Jan 1, 1990

By W. P. Clement, M. C. Bell

"PT International Nickel Indonesia, a subsidiary of Inco Limited, mines and processes nickel laterite ores for the supply of nickel matte, primarily to the Japanese market. It has large ore reserves and a substantial portion of its energy requirement is supplied from its own hydro-electric plant. Since the early 1980s, the company has increased its production level and has dramatically reduced its unit costs. Projects are in progress to further decrease costs and recently a major expansion - 31% increase in nominal capacity - has been undertaken, consistent with marketing opportunity in Japan. The expansion project, which has a low capital cost per unit of production, is outlined in this paper.IntroductionPT Inco is a fully integrated mining and smelting facility located in Indonesia on the island of Sulawesi, and is based on a very large, world class nickel laterite orebody located 60 km inland from the Gulf of Bone. Construction of a single furnace line plant started in 1973. Complete supporting infrastructure of townsite, hospital, schools, shopping centres, road systems, and an airport, all had to be built. Prior to completing the first phase, the decision to expand the plant to a three kiln-furnace line was made. A major factor in the decision was the ability to develop the hydroelectric potential of the nearby Larona River. This involved construction of a 30 m high dam, and a 7 km surface canal to the generating station. The penstocks drop 150m to three 55 Mw turbines. The power generated is sufficient to supply the entire electrical load for the complete smelting complex and town site. The unique capability to supply the high smelting energy requirements for a lateritic nickel ore by fully captive hydro power, has, over the past decade insulated PT Inco from the large upward swings in oil prices suffered by other lateritic nickel producers.Wet ore is first partially dried to 20% moisture in two co-currently fired rotary driers, screened on an internal trommel, and delivered to two dry ore storage buildings. The partially dried ore is calcined at 750°C and partially reduced in three large 100 m by 5.5 m kilns. Reduction is accomplished by lancing bunker C oil onto the ore bed at the discharge end of the kiln. The kilns are equipped with five air pipes with onboard blowers to gradually bum the combustible gases generated by the lance oil. The kilns were also originally equipped with two side burners to supply additional heat close to the feed end of the kiln. Calcined ore is transferred by 20 ton refractory lined containers to the furnace feed bins at the top of the smelter. Smelting is carried out in three 18 m diameter furnaces powered by 45 Mw transformers. Slag is skimmed at 1550°C through water cooled breast plates and removed to the slag dump by Haulmaster Carriers. Matte of 25% Ni, 1O% S, 65% Fe is tapped at 1350°C into the converter aisle. The iron is slagged in converters to produce a nickel sulphide matte at 80% Ni. Three rotary Kaldo converters were initially installed. The product matte is granulated, dried, and shipped in returnable rubber bags to Japan. Most of the matte is fluid-bed roasted to nickel oxide and then directly reduced in a second reducing fluid bed reactor at our facilities in Japan.The smelting complex was designed to smelt two million tonnes of dry ore per year, equivalent to 34 000 tonne nickel production at an ore grade of 2% Ni. The cost of the entire project including working capital was $900 million."

Jan 1, 1990

By G. B. Bosworth, M. J. Lake, J. W. Hogg

The Quintette Coal operation in northeastern British Columbia has one of the world's largest Preparation Plants, with a design capacity of 6.5 million tonnes per year of clean coal.This paper will discuss several innovative aspects of the flowsheet and plant design with particular reference to the selection of process equipment, materials handling and control systems.The operations and maintenance experience during the first two years of production will be described and discussed in relation to the design objectives.

Jan 1, 1987

By B. W. Brooks

"After an extensive period of University research and field trials, large scale reclamation of the Waite Amulet tailings discharge areas commenced in the spring of 1978. The Noranda program consists principally of sampling the complete dam to determine the vegetation potential of the various areas, addition of the required amelioration materials, and the use of good agricultural practices. This paper describes the development work that led to the establishment of the Noranda-Guelph Contract and the subsequent findings concerning the revegetation of tailings dams. Current revegetation procedures are presented. INTRODUCTIONThe Amulet Mine Ltd. was staked in 1924 and by 1930 had constructed a small 300 ton per day flotation plant. During the late twenties and early thirties, Noranda Mines Ltd. increased its equity in the company to gain a sixty percent share of this small mine. In 1933 the mine was amalgamated with another small producer, the Waite Ackerman Montgomery Mine Ltd., which was more than eighty per cent controlled by Noranda to form the Waite Amulet Mines Ltd.An interesting historical side point to the story of the Waite Ackerman Montgomery property is that a concentrator was never constructed. In fact, the first ore to go through the Horne mill of Noranda Mines Ltd., built in 1928, was not from the famous upper H and L ore bodies but custom shipments from the Waite."

Jan 1, 1981

Situation Brands & Employment Value Propositions of mining sector firms are perceived negatively Competitive labour market is generally not aware of the diversity of mining careers Jobs requiring unique skills & experiences are no filled Traditional means of generating awareness to attract candidates is not aligned with how youth (for example) uses technology throughout the recruitment process Gobal economic downturn

May 1, 2009

By C. R. Edwards

"Equity Silver Mines Limited owns and operates an open pit silver 111ine located 37 km southeast of Houston in the Omineca District of British Columbia, Figure l. The property is approximately 300 km west of Prince George and 417 km east of the Port of Prince Rupert. This is the largest silver mine in Canada and one of the five largest silver producers in the western world.Equity is a subsidiary of Placer Development Limited, which owns 70 of Equity's issued and outstanding Common Shares. Placer was responsible for financing and developing the property and now provides general management and administrative services.All mining is by open pit methods, using three 1600 P&H shovels, eight 45 t Caterpillar and three 77 t Wabco trucks, three 40R rotary drills, two D8 dozers, one 9888 front-end loader and other ancillary equipment. We are now phasing out the Southern Tail pit and bringing the Main Zone into productior; see Figure 2.Comminution in the concentrator is achieved via primary, secondary, and tertiary crushers followed by rod and ball mills. The flotation circuit, with Southern Tail ore, produces a concentrate containing between 3 000 and 6 500 g of silver per tonne, 201 copper, and 25 g of gold per tonne. Running Main Zone ore, concentrate grades will decrease to about 4 500 g of silver per tonne, 17% copper, and 18 g of gold per tonne. Design milling capacity is 5 300 tpd, which is often exceeded.The flotation concentrate contains relatively high levels of antimony and arsenic. Because of these impurities Equity was unable to obtain economically acceptable long-term sales contracts for flotation concentrate. For this reason a leaching process was developed, and a plant designed, built and placed in operation. Due to the complex and unique technology involved, many start-up problems were encountered but by March 1983 the leach plant was considered ""fully operational."" This paper describes some of our progress and problems in bringing the Equity leach plant through its start-up period."

Jan 1, 1984

Overview of Presentation ?About MiHR ?Human Resources Challenges in the Minerals and Metals Industry ?Getting the Facts -Sector Study Project ?Key Findings ?Recommendations ?Conclusions ?MiHR?srole

May 1, 2006