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By N. M. Stubina, P. J. Lind

Barrick Gold is in the process of building several new mines and implementing new processes at existing mines for which metallurgical technology is of key importance. The roles of the company's Strategic Technology Solutions team and the Barrick Technology Centre are discussed within the context of their responsibilities within Barrick's Operations Support group. The paper will present an overview of the development of the technology centre from the former Placer Dome Research Centre to its current form supporting strategic technology, capital projects, and operating sites. Novel approaches to research and development will be presented as well as an overview of some of the technologies developed from bench-scale to pilot-scale, and beyond.

Jan 1, 2011

By Eric Konigsmann, Doug Spence, Scott Jones

"The Williams Gold Mine is located in the Hemlo camp of Northwestern Ontario and is one of Canada’s largest gold producers with annual gold production of 400,000 ounces. The operation is owned and operated as a 50:50 joint venture between Teck Cominco Limited and Barrick Gold Corporation.In July 2002, the decision was made to introduce paste backfill produced from mill tailings as the primary backfilling method in the mine and to decommission the existing cemented rock fill system. This required a fast track design to be completed for both a surface paste backfill plant and an underground paste distribution system followed by an intensive construction phase through the fall and winter of 2002/2003. The paste system was commissioned on schedule in late April 2003 and was in full production within 4 weeks of the initial start up. Overall, the project duration was only 42 weeks from initial project release to commissioning and it was completed $2 million under the budget of $14 million.This paper presents an overview of the lab testwork and process flowsheet design, process control methodology and describes the construction and commissioning phases of the project. Preliminary paste plant performance and operating cost data is also presented.IntroductionThe Williams Gold Mine is located in Northwestern Ontario adjacent to the Trans Canada Highway in the Hemlo Gold Camp as shown in figure 1. The mine currently produces approximately 400,000 ounces of gold annually and is owned and operated as a 50:50 joint venture between Teck Cominco and Barrick.The deposit was discovered as part of the Hemlo gold discovery in 1981 which led to the development of three mining operations within a 2 kilometre radius. The neighboring operations are the Golden Giant Mine, currently owned and operated by Newmont Gold, and the David Bell Mine, currently owned and operated by the same joint venture which is running Williams. David Bell ore is blended and milled in the Williams concentrator."

Jan 1, 2004

By H. Staton, V. Suontaka, E. Sharifi

"Flotation circuits are typically controlled using on-line elemental assays obtained from the slurry lines. In base metal applications, X-ray fluorescence (XRF) analyzers are the most common instruments for elemental analysis of the slurries. Eagle Mine has been utilizing a Courier XRF Analyzer since 2014. Typically, in XRF analysis, the sampling rate is 10-25 minutes which is good enough for manual process control. In 2018, Eagle Mine upgraded the Courier XRF analyzer with the Rapid Measurement module that is based on reflectance spectroscopy. This option reduces the sampling rate to 10-15 seconds, while maintaining the superior accuracy of the XRF analyzer. This paper presents the results from implementation of Rapid Measurement at Eagle Mine.INTRODUCTION Eagle mine is an underground mine producing nickel and copper concentrates. Eagle Mine is owned by Lundin mining and located in the Upper Peninsula of Michigan, USA. The Humboldt Mill, previously an iron ore processing facility, was refurbished in 2014 and is used to process the ore and produce separate nickel and copper concentrates. Approximately 2,000 metric tonnes of ore is milled per day. Ore is processed using a conventional crushing followed by single stage ball mill and flotation. Nickel and copper concentrate are transported to facilities in North America via rail car. A bulk copper-nickel concentrate is produced by separating the copper and nickel minerals from gangue material by flotation. The copper-nickel bulk concentrate is reground, followed by one stage of cleaning to reject further gangue minerals. The bulk cleaner concentrate is then subjected to a final flotation stage where the copper and nickel minerals are separated from one another through the addition of lime. Final concentrate grades are 14% Ni and 2% Cu in the nickel concentrate and 31% Cu and 0.8% Ni in copper concentrate."

Jan 1, 2019

By L. Gonzalez-Sardi, W. McCombe, M. Pearson

Pressure oxidation is increasingly being used for processing refractory sulphide ores and concentrates because it offers highly effective base metal and precious metal extraction while minimizing elemental sulphur, arsenic & mercury emissions. Yet pressure oxidation processes introduce new safety concerns and process risks as demonstrated by a number of safety incidents over the last 20 years, including overfilling, oxygen-metal fires, nozzle/sparger failures, and uncontrolled pressure relief events. Chemical Process Safety regulations in the United States and Canada mandate that companies constructing or operating chemical process facilities perform a rigorous hazard and risk analysis based on either ANSI/ISA-84.00.01 or IEC 61511 safety standards to determine the level of protection required for each hazard in the plant. This paper describes the application and implementation of three (3) unique safety instrumented systems developed by Hatch for ensuring the safe operation of three different pressure oxidation processes.

Jan 1, 2014

By J. Andrew Cornier, Mike Cooper

"Upon successful completion of the AG/SAG Mill project (Cooper et al., 2001) the Brunswick Mine concentrator was configured with single line processing through the AG/SAG mill, followed by two parallel ball mill and flotation circuits. The Stage Grinding project was undertaken to utilize a pre-flotation stage on the AG/SAG mill primary cyclone overflow and simplify the flowsheet by consolidating the two ball mill and flotation circuits, resulting in single line processing fi-om AG/SAG mill to final concentrate. Concurrently, the reclaim water supply capacity was increased to enable flotation cleaning at lower percent solids.Benefits from the Stage Grinding project include revenue enhancement from increased zinc grade and recovery combined with additional lead recovery. Further benefits included a reduction in the number of process pumps, reduction in loss associated with spillage to sumps and process simplification through efficient use of equipment layout.The Stage Grinding project was implemented in six phases over a period of seven months in 2000. Each phase was commissioned during scheduled concentrator shopdays with minimal additional downtime required. One year after project approval the Stage Grinding project was completed at a total cost of $1 1.8 million.INTRODUCTIONThe Noranda Inc. Brunswick Mine, located near Bathurst, New Brunswick, is one of the world’s largest leadzinc mines. Milling of ore began in 1964 from the No. 12 orebody, with an expansion in 1966 to accommodate ore fkom the No. 6 open pit located several kilometers away. In 1980 the pit was exhausted and the concentrator rationalized to accept a design feed rate of 10,500 tomes per day from the No. 12 mine. In excess of 100 million tomes have been milled to date, representing over three-quarters of the known reserve. The concentrator employs differential froth flotation to produce lead, zinc, copper and leauzinc bulk concentrates. The ore is massive sulphide, with approximately 20% valuable minerals, 60% pyrite and 20% silicates."

Jan 1, 2002

By Claude MacDonald, John H. Ashburn

"IntroductionIndustrial growth and technological change over recent years had been accompanied by two major sources of concern to management and employees: (a) increase in occupational injury and illness and the resultant costs involved; and (b) equipment damage and breakdowns in concentrated production lines causing more extensive loss potential.Due to economic factors, management attention has focussed more on production and quality than on safety, health and related loss potential sources. As a result , occupational safety and health activism has grown, government legislation of compensation and occupational safety and health standards have progressively developed and stronger liability attitudes have been taken by courts of law.To improve efficiency and allow development in more competitive markets, rising labour costs, equipment costs and safety related financial losses have dictated that attention be given to conservation of all resources. Conservation of resources, people, equipment, material and environment, can no longer be addressed in isolation but must be managed integrally with production and quality. To this end, systems have developed utilizing sound management principles applied with equal intensity to production, quality and loss potential"

Jan 1, 1987

By Donald Leroux, Asim Tuzun, Simon Gariépy, Luc Lachance, Hayley Halsall-Whitney

"The importance of coherent material balance results has long been recognized by mining and metallurgical companies. Although this is still true nowadays, various stakeholders are increasingly concerned about the origin and the accuracy of the reported numbers. The last decade has shown that most metallurgical accounting concerns can be addressed by making two important changes to plant performance monitoring practices. First, introducing data redundancy into the metal balance procedure allows the estimation of measurement errors. Second, the migration from spreadsheet-based to relational database based systems brings transparency, data integrity, traceability and auditability into metallurgical accounting. Relational databases also facilitate the production of reports that metallurgical accountants must issue routinely. Recognizing the caveats of the spreadsheet-based metal accounting method they had been applying for years, Strathcona decided to switch to a commercial relational database system in 2008. For the most part, the migration was seamless. Some challenges were raised but they could all be overcome and outweighed by benefits gained from day-to-day utilization of the system.INTRODUCTION Metal accounting (Morrison, 2008) has always been essential to high-quality corporate governance of mining and metallurgical companies. Although the importance of coherent material balance results has long been recognized, various stakeholders are increasingly inquisitive about how the reported numbers were obtained and how much accuracy can be attributed to them. This accrued scrutiny is obviously no stranger to the corporate governance tightening that happened through the years in response to outrageous accounting scandals. It is also in continuity with securities laws (such as NI-43-101 in Canada) that were passed to protect the public from other market fraud. Recognizing the importance of spotless metal accounting in their reports to the public, a group of global mining companies gave AMIRA International the mandate of developing a set of rigorous yet practical metal accounting guidelines for the mining and metallurgical industry. The AMIRA P754 project was launched in 2004 and the first version of the resulting Code of Practice was released the following year. Since then, the Code was reviewed twice and revised releases were issued (AMIRA, 2007). While some parts of these guidelines are in continuity with current commonplace practices, other parts recommend changes to inherited practices that may be significant. For example, they highlight the importance of data redundancy (Lachance & Flament, 2011) which in many operations is either already available but unexploited or achievable with reasonable efforts. These guidelines also stress the importance of state-of-the-art metal accounting systems, such as those based on relational databases, which are secure and entirely auditable by a Qualified Person. Because most spreadsheet software packages allow data and formulae to be modified at any time, without a trace and anonymously, they do not meet these requirements."

Jan 1, 2012

By Lauri Gregg

The implementation of Energy Management within the global mining industry has advanced significantly during the past 20 years. Consequently, the industry?s knowledge of energy efficiency improvement opportunities, more energy efficient technologies, renewable energy technologies, energy procurement practices, and most importantly, practical approaches for integrating the energy management best practices into business processes and operational procedures has improved greatly. Based on 25 years of experience leading the management of energy in mining operations and the Canadian mining community, the author discusses the key building blocks in the evolution toward becoming an energy efficient mining facility. Sustainable energy management depends on the internalization of the behaviors related to the effective energy use by a mining organization. The paper outlines the typical business drivers that stimulate top management commitment to allocate the resources necessary for this to happen. It also explores the barriers that mining companies must overcome to maintain the commitment. Additionally, it will advocate the need for the application of the principles of organizational change management as part of the energy management implementation process. The question regarding how energy management can be made to happen in a way that is practical for an established organization is answered by providing the details of the framework for energy management, the methodology for controlling energy use, and the roadmap for integrating energy as a key business parameter and production process input variable. An Energy Management System standard developed within the Mining Association of Canada?s ( MAC ) Towards Sustainable Mining ( TSM ) initiative has played an important role in increasing the capacity of the Canadian mining industry to manage energy. The impact of the application the MAC TSM Energy/GHG Management Protocol by Canadian mining companies will be discussed. In June of 2011, the international ISO 50001 Energy Management Systems standard was finalized and published for use. The structure of ISO 50001 will be outlined along with its applicability to the mining industry. Opportunities for practically improving mining energy performance along with the most appropriate current new technologies will be identified. A brief discussion of case studies will be included that demonstrates the successful implementation of Energy Conservation Measures ( EAC?s ) and economic benefits. In conclusion, thoughts on important areas of research and development related to increasing mining energy efficiency will be provided.

Aug 1, 2013

By J. G. Bensley, K. S. Detheridge

"Many plants use computers for process control and most have computerized Management Information Systems but few have been able to have these systems interact with one another. Developing this system interaction is not a one-step process but requires careful planning and implementation. This paper describes two projects that were implemented to provide the bridge between the process control and management information systems of Cominco Limited. Both projects include the replacement of essentially process control systems installed in the late 1960s. These original systems provided an enhanced level of control in the form of Direct Digital Control (via computer/manual analogue control stations) and a management reporting capability of process data. The experience gained from the use of these systems over a period of fifteen years formed a basis for the evaluation and planning for the new systems. The new systems were commissioned in 1985 and 1986 and operating and further developments leading to a totally integrated process information and control system are underway. INTRODUCTIONThe concept of hierarchical control involves a control structure consisting of a number of defined levels. Each level performs a defined function with information consolidated and combined as it moves up through the hierarchical structure. The commonly accepted structure of a hierarchical control system echoes the structure of the plant which is being controlled. Referring to Figure 1:Level 0 - Sensors and ActuatorsSensors and actuators, such as thermocouples and flow control valves, interface directly to the process and are generally connected directly to the controllers or multiplexers at Level I.Level 1 - Regulatory ControlThis level provides basic PID control (proportional/integral/ derivative) typically using microprocessor based controllers and programmable controllers for digital control of motors and machines. Systems at this levelare usually segregated by plant unit, e.g, crushing, flotation, drying. Control is concentrated on achieving optimum conditions for a particular feed rate."

Jan 1, 1989

By B. Wasmund, B. Haneman, G. Sheehan

Success in implementing new technology for metallurgical processes is not a foregone conclusion: This paper includes a survey of 23 new technology-based metallurgical plant start-ups, in which the authors have identified 7 successes, 9 difficult start-ups, and 7 failures. Success is defined not only as meeting the schedule and budget to the end of mechanical completion; the key goal is a fast ramp up to the full design production level, with minimum plant and equipment modifications required after start-up. This paper sets out the key factors that underlie achievement of a quick production ramp up curve, as determined from the authors' project experiences and a quantitative analysis of over twenty metallurgical plant start-ups, both pyrometallurgical and hydrometallurgical. Thorough test-work and pilot plants, plus appropriate scale-up to the full commercial plant, are key determinants of success in implementing new technology in metallurgical processes. Another critical factor is the number of new elements and their interactions. Project phasing is also particularly important for new technology projects, with appropriate review after each phase to develop a risk mitigation plan for the subsequent phase. New technology projects need committed champions to advance the project in the face of sceptics, but also require dispassionate and unbiased experts to ask the hard questions. As a project evolves, it is important to periodically question the appropriateness of assumptions, as well as to re-assess the relevance and completeness of data from test-work I pilot plants I industrial analogues. Sufficient human and financial resources are required to complete the often arduous implementation phase. During the ramp-up period, the operation generates little positive cash flow; however, significant expertise and capital are required for the de-bottlenecking projects that are often necessary to reach the plant's design output level.

Jan 1, 2011

The information in this document has been prepared as at February 16, 2011. Certain statements contained in this document constitute ?forward-looking statements? within the meaning of the United States Private Securities Litigation Reform Act of 1995 and forward looking information under the provisions of Canadian provincial securities laws. When used in this document, the words ?anticipate?, ?expect?, ?estimate?, ?forecast?, ?will?, ?planned?, and similar expressions are intended to identify forward-looking statements or information. Such statements include without limitation: statements regarding timing and amounts of capital expenditures and other assumptions; estimates of future reserves, resources, mineral production, optimization efforts and sales; estimates of mine life; estimates of future internal rates of return, mining costs, cash costs, minesite costs and other expenses; estimates of future capital expenditures and other cash needs, and expectations as to the funding thereof; statements and information as to the projected development of certain ore deposits, including estimates of exploration, development and production and other capital costs, and estimates of the timing of such exploration, development and production or decisions with respect to such exploration, development and production; estimates of reserves and resources, and statements and information regarding anticipated future exploration; the anticipated timing of events with respect to the Company's minesites and statements and information regarding the sufficiency of the Company's cash resources. Such statements and information reflect the Company's views as at the date of this document and are subject to certain risks, uncertainties and assumptions, and undue reliance should not be placed on such statements and information. Many factors, known and unknown could cause the actual results to be materially different from those expressed or implied by such forward looking statements and information. Such risks include, but are not limited to: the volatility of prices of gold and other metals; uncertainty of mineral reserves, mineral resources, mineral grades and mineral recovery estimates; uncertainty of future production, capital expenditures, and other costs; currency fluctuations; financing of additional capital requirements; cost of exploration and development programs; mining risks; community protests; risks associated with foreign operations; governmental and environmental regulation; the volatility of the Company's stock price; and risks associated with the Company's byproduct metal derivative strategies. For a more detailed discussion of such risks and other factors that may affect the Company?s ability to achieve the expectations set forth in the forwardlooking statements contained in this document, see the Company's Annual Report on Form 20-F for the year ended December 31, 2009, as well as the Company's other filings with the Canadian Securities Administrators and the U.S. Securities and Exchange Commission. The Company does not intend, and does not assume any obligation, to update these forward-looking statements and information. Marc Legault, a Qualified Person and the Company?s Vice-President, Project Development, reviewed the technical information disclosed herein. For a detailed breakdown of the Company?s reserve and resource position see the February 16, 2011 press release on the Company?s website. That press release also lists the Qualified Persons for each project.

May 1, 2011

By Daniel D. M. Adams

In 2004, Rio Tinto started a major project to implement Mine Monitoring and Control (MMC) systems worldwide. A detailed selection processes was undertaken and migration to a standard system was started. Today systems are operating around the world and serve as the core of to many business processes. Implementations include highly union areas, large mines, centrally managed mines, and remote areas. Each implementation has unique challenges but all are working towards the common goal with common systems. This paper reviews two projects that Rio Tinto has deployed in diverse conditions. The projects are the Rossing Uranium upgrade from the original Wenco system to the common standard and Iron Ore of Canada?s general technology upgrade. Also discussed is the future of mining at Rio Tinto, specifically the drill automation projects, and how it is utilizing the common standard MMC systems.

May 1, 2010

Automation Defined ?Using self-operating equipment to reduce human exposure to the mining environment and routine or repetitive work.?-Atlas Copco Terminology: ?Manual Operation ?A vehicle being operated by a person ?in the cab?. ?Radio Remote Control (RRC) ?A vehicle being physically operated by a person through a Line Of Sight (LOS) or Video-Remote equipment. ?Tele-Remote Control ?A vehicle being physically operated by a person at an operator station which is not necessarily located near the vehicle?s working area. ?Autonomous Operation ?A vehicle under self control with the possibility of human supervision and override.

Oct 1, 2010

By J. Wickens

"Campbell Mine is dedicated to quality management in the form of a Continuous Improvement (CI) Operating Philosophy. This paper discusses that philosophy, why and how it is being implemented in the milling facility, and some of the challenges experienced to date. Examples of mill CI team projects and results are described. This paper describes practical experiences for those who are considering or are in the process of adopting a CI operating Philosophy.INTRODUCTIONCampbell Mine is 100% owned and operated by Placer Dome Canada Ltd. The mine is located in Balmertown, Ontario approximately 300 km northeast of Winnipeg, Manitoba. Campbell Mine has produced over s,000,000 ounces of gold since commencing operation in 1949. The operation is profitable and continues to be a major contributor to the gold production of Placer Dome Inc.At Campbell Mine, the concept of Continuous Improvement (CI) is being implemented to make further improvements to safety, quality, productivity, and subsequently profits. CI is not a ""program"". It is a way of doing business that concentrates on improving the system rather than finding fault and being resigned to the status quo.CI focuses on involving all employees in the decision making process and tapping their expertise to improve every facet of the business. In the past, many solutions were simple ""band-aid"" fixes treating the symptom, only to see the problem resurface again. With CI, solutions endeavour to address the root cause of problems and eliminate them permanently. Another primary goal is to eliminate unilateral decisions that benefit a small group but have a negative effect on the whole system."

Jan 1, 1995

By Brien A. Perry, Art Wiebert

"Many organizations which have implemented Total Quality Management (TQM) are finding that the process has either stalled or is not working so well as originally envisioned. This can be particularly evident in an engineering environment where the uniqueness of engineers and their particular culture has not been adequately considered. Winning the commitment of a highly educated group ojprojemnnJJ1s to the TQM concepts, which are often initially 5W2 as too simplistic poses special challenges.Successful TQM implementations are found among technical groups where employees have significant input into creating the new work culture, feel empowered to make changes and are well trained in teamwork. A coach who is knowledgeable in implementation problems can, when working closely with the technical teams, help them circumvent obstacles and guide them successfully through the difficult early phases. The remaining key ingredient for success is supportive management which leads the change and is both informed and appreciative of the accomplishment being made.This Paper is based on first-hand experience with common problems and results encountered in implementing TQM in an engineering environment. Described in the paper are ways of avoiding these problems through awareness of the unique nature of engineering groups, implementation planning, just-in-time training and coaching people in the TQM process. The paper concludes with a focus on the opportunities and results from a successful implementation. These opportunities and results include the benefits each engineer can realize through process thinking, empowerment and teamwork."

Jan 1, 1995

By Carl Sonnen

Reading the newspapers, you will know that opposition to ratification on economic grounds always points to the view that action will result in major price increases for energy (to both industry and households) with consequent severe losses of energy production and a loss of competitiveness for energy-intensive producers (i.e., in your kinds of industries). You might think of this as the ?carbon tax? fear, and you should note that many of the initial policy development experiments included variations of this theme. Analysis reported in late 2000 and into early 2002 reported reductions in energy production in the long run of between 10% and 20%. At the upper end of that view, these were the kinds of numbers reported in the Industry Canada study ?leaked? to the Press last week. The consequences of this approach included significantly uneven negative effects for some provinces (e.g., Alberta, but also Saskatchewan and Newfoundland). It had been agreed by the First Ministers of Canada, however, that the policy should not yield those results so development in recent months has focused on eliminating sector and therefore provincial ?sore thumbs?. Although an emissions trading system, which represents this type of approach and directly impacts costs of production, continues to be featured in the new or current policy and is applied to the Minerals Industries among others, it is designed to be implemented in such fashion that the costs are more moderate than before. And because the industries covered by permits are almost all price takers, there is no device for moving an increased price signal forward to ?consumers?. What this does do is even out negative effects among sectors in the economy and for provinces, but at the expense of government financial results.

Nov 1, 2002

By Fidelis T. Suorineni

The conditions for rockburst occurrence are traditionally identified as: high stress, high extraction ratio, strong brittle rocks, folding, faulting, and unfavourable excavation geometry. Based on a critical review of case histories, this paper identifies oblique loading of orebodies by the major far field principal stress as a cause of rockbursts. Orebodies subjected to this loading condition are termed orebodies in shear. Orebodies in shear are subjected to compressive and shear loads. The case histories presented unambiguously show that the magnitudes of the far field principal stress alone, and a knowledge of the conventional rockburst causing factors are not sufficient for mine planning and design. The orientation of the major far field principal stress, or for that matter the driving stress relative to the orebody axis, should be recognised as one of the causes of rockbursts. It is suggested that since stress orientation is an important factor, and orientations from stress measurements are so variable, orientations from stress measurement data be complemented with underground observations from borehole and excavation breakouts to determine the actual in situ stress orientation, whenever possible. Also stress modelling for the design of critical elements (pillars) should include a sensitivity analysis on the relative critical field stress direction. The paper emphasises that special attention should be paid to or

Jun 1, 2012

By J. Guha, R. Kanwar, G. Archambault, A. Tremblay

The Copper Rand Cu-Au deposit lies within a shear zone which strikes N50-60W and dips steeply southward (50°-55°) and extends over 1. 5 km with a thickness which varies form 350 to 425 metres. Mineralization, inside the shear zone, is structurally controlled by a dilation mechanism which can be explained by a fracture dilatancy model. The principle of this model involves the mechanics of overriding of irregular planes and surfaces of faults and schistosities, These structures are characteristic features of the Copper Rand shear zone. A structural analysis of the shear zone has been carried out to establish relations between the different structures within the shear zone and their evolution with the development of the shear zone. A geomechanical interpretation of the Copper Rand shear zone explains the formation of internal structures such as faults, schistosities and microstructure during the shearing. This interpretation confirms Ramsay's theoretical model on the geomechanical evolutuion of shear zone development, and the experimental work of Morgenstern-Tchalenko on the simulation of shear zones in clay models. The geomechanical interpretation of the shear zone demonstrates that at the onset, subsidiary fracture patterns are developed in second order faults in the following sequence. At peak strength Riedel shears ( R and R') are formed which propagate outside the strength, restraint (P) shears are developed in the thrust attitude within the shear zones. Principal displacement shears (D) develop toward residual strength in the direction of movement. Shear lenses are formed by the interaction of these shear discontinuities and these facilitate the formation of schis tosi ties with the continuation of the shear displacement within the main shear zone. While the main shear zone and the P and D shears within the main shear zone were in continual movement, the Rand R' structures, once formed, retained a simple fracture pattern and moved little outside the shear limits in comparison to the main shear zone. Parts of these structures inside the shear zone were reactivated by subsequent movements and deformed into folds to account for the present attitudes of the HW-1 and HW-2 and HW-3 structures. This geomechanical model for the shear zone with its subsidiary structures (R, R', P and D shears) is also applied on a larger scale to the Dore Lake shear belt and explains the different structures accompanying it. The initial development of the WNW shears (most are ore deposits) was followed by the subsidiary structures of the Dore Lake shear in a north-south stress field and is well defined by the movements characteristic of the different structures. It is concluded that the Dore Lake shear cannot be the prolongation of the McKenzie Narrows shear but it seems that this prolongation relates to the Henderson-Portage shear zone.

Jan 1, 1984

By Michael Chender

Emerging Equity Sources ? Larger IPOs ? China Inc. ? Other sovereign wealth funds ? New funds and higher allocations ? Private equity

May 1, 2010

By P. Keating, J. Goutier, J. Ayer

"New, high-resolution geophysical surveys were undertaken over parts of the Abitibi Subprovince, Canada, to help with geological mapping and to promote mineral exploration. Gravity surveys in the Rouyn-Noranda and Matagami areas (Québec) allowed better 3-D mapping of important geological structures, and a multiscale edge analysis of ground gravity data over the Blake River Group confirms that major faults behave at depth as predicted by surface geology. Airborne gravimetry west of Matagami (Québec) helped to identify a new trend south of Lake Grasset that is almost perpendicular to the assumed geological trend of the area. Electromagnetic (EM) surveys, flown in the Chibougamau (Québec) and Bartlett Dome (Ontario) areas, allowed new conductors to be identified at greater depths than were achievable with previously used EM systems. Airborne magnetic surveys were flown in the Burntbush area (Ontario), and other available high-resolution magnetic data were compiled to produce a continuous and homogenous magnetic grid of the Abitibi region.The resulting compilation map clearly shows the locations of dikes, faults, and shears zones, and reveals some fault extensions in areas of extensive overburden. This grid also allows the computation of enhanced maps, such as vertical derivative and tilt maps (e.g., a tilt map shows subtle magnetic features in the Blake River Group that are difficult to see in the total magnetic field or its first derivative). Results from these new surveys show there is considerable value in (1) resurveying areas covered by older surveys, and (2) recompiling data sets from these older surveys."

Jan 1, 2012