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Data collected from payload management systems at a number of surface mining operations show significant variance. Heavily loaded trucks travel slower up ramps than lightly loaded trucks. Faster trucks are slowed by the presence of slower trucks, resulting in 'bunching' and production losses. A stochastic model was constructed to simulate a truck haulage return cycle of 12.5 km at a large open pit gold mine in the USA. For a fleet of 35 trucks, the best estimate of the benefit achieved by a sustained reduction in payload variance of 25 per cent is a throughput increase of 1.6 per cent, within a possible error range of 0.6 to 3.2 per cent. This potential benefit is worthy of further investigation by Continuous Improvement teams at large open pit mines. The model also indicates that, under the right circumstances, provision of an overtaking lane can provide throughput benefits of up to ten per cent, The feasibility of providing unidirectional haulage circuits within large open pit mines should be examined.

May 1, 2010

By D. R. Wilburn

This summary of international mineral exploration activities for the year 2009 draws upon information from industry sources, published literature and U.S. Geological Survey (USGS) specialists. The summary provides data on industry exploration budgets by region and mineral commodity, identifies significant mineral discoveries and areas of mineral exploration, discusses government programs affecting the mineral exploration industry and presents analyses of exploration activities by the mineral industry based upon these data. Two types of information are reported and analyzed in this annual review of international exploration for the year 2009: 1) budgetary statistics expressed in U.S. nominal dollars provided by Metals Economics Group (MEG) of Halifax, Nova Scotia, and 2) information on regional and site-specific exploration activities that took place in 2009 and were compiled by the USGS. The MEG information summarizes planned company budgets for worldwide exploration activities in 2009, primarily for base metals (copper, lead, nickel and zinc), diamond and precious metals (gold, platinum-group metals and silver). Information on uranium exploration was included in the MEG overview for the first time in 2007, although this information was not included in the USGS analysis prior to 2008. The MEG survey methodology was changed in 1999 to include companies with exploration budgets greater than $100,000, as well as those companies included in prior studies whose anticipated budgets were above $2.9 million. MEG estimates that its post-1999 surveys cover at least 90 percent of world nonferrous nonfuel mineral exploration budgets. The 2009 survey is reported by MEG to cover an estimated 95 percent. Companies who chose not to participate in the MEG study, private companies that do not publish data and government-funded exploration activities make up the majority of the remaining 5 percent. MEG included 86 more companies in its 2009 survey than it did in 2008.

May 1, 2010

By David Laing

Completion of a Feasibility Study represents a major milestone in the development path of a mine, and one which typically triggers a need for project financing. Obtaining funding for construction relies on a positive Feasibility Study and a host of other related activities. This paper looks at the financing process and work required to support it, during and after the Feasibility Study, and bring it to a successful closing. It will include comment on the significance of permits, environmental plans, construction contracts, offtake arrangements, hedging, insurance, and others requirements to support a financing plan.

May 1, 2010

An Attractive Investment ?Near term low cost and secure PGM producer ?restricted supply legislated demand ?strong pipeline of resource development ?Building Canada?s largest undeveloped PGM-Cu resource ?All work (resource, reserves, DFS, EA) is NI43-101 compliant ?Strong balance sheet: over $8 m in cash with no debt

May 1, 2010

Boliden's Aitik open pit mine located in northern Sweden, will expand yearly production from 18 to 36 Mt of copper ore during 2010. The expansion includes a new concentrator located 3 km off the pit, two new apron feeder crushers connected to the ore storages and concentrator with conveyors at a total length of 7 km. The concentrator has two lines with autogenous grinding mills and flotation each with a capacity of 18 Mt. Consequently the mine operation has to be expanded. To achieve this, there was several parallel processes ongoing; investments in new equipment, reorganisations, improvement projects in maintenance and productivity. The Aitik 72 project was started to coordinate productivity and mine planning activities. Initially the long-term strategic mine plan called for a total movement of ore and waste to increase from 40 to 72 Mt but has today increased to 89 Mt. Productivity projects have been focused on load and haul activities such as fuel economics (Renstr÷m, 2007), effective utilisation of trucks partly by increasing manning levels, improved dispatch and shovel utilisation focusing on optimal use of loader/truck fleets. The eco-driving projects previously reported have reduced fuel consumption significantly. This project is also a productivity project, as part of the fuel savings comes from minimising idle engine hours due to queues, break-downs, operator shift changes, etc but also from under and overloading. Effective use of truck fleets, ie transport of material, loading and dumping, thus excluding non-productive engine hours has been an essential motivator when deciding the size and number of new trucks required. This has resulted in a reduction of the investment with at least one but maybe two trucks. A third major project was to optimise shovels together with truck fleet by improving short-term, up to two weeks, detailed planning of drilling and shovel activities. Daily scheduled breaks for maintenance as well as planning of shovel utilisation, down to shift level are included in the production plans. KPIs and online production reports, based on real-time monitoring of drill rigs, shovels and trucks, have been an essential tool used regularly to engage and motivate mine production personal and information reporting to management. Several projects have already reached their goals. The projects will continue throughout 2010 to ensure that productivity targets are met.

May 1, 2010

It had been more than a decade since this many booths were occupied at an SME Annual Meeting, but at the 2010 meeting in Phoenix, AZ 630 booths were sold to 470 vendors from the entire spectrum of the mining and minerals industry. Exhibitors such as Metso, FLSmidth, West-Tech, ABB, NIOSH, Eriez and Resource West took their usual prominent places on the exhibit floor and were joined by newcomers such as tunnel boring machine manufacturer Herrenknecht AG, Frontier Kemper, the International Society of Explosive Engineers and more than 100 other first-time exhibitors. On the floor, one could find everything from a new pair of boots to a new career in the recruitment pavilion where some of the biggest companies in mining (Barrick Gold, Freeport-McMoRan, Newmont Mining, etc..) set up shop. The following is a look at some of the companies and products that were on display at the 2010 meeting. For information about displaying at the 2011 annual meeting in Denver, CO, Feb. 27 to March 2, contact exhibits@smenet.org.

May 1, 2010

By Staff

Minerals contribute to U.S. gross domestic product (GDP) at several levels ? from mining and processing to the manufacturing of Anished products. In 2009, the estimated real GDP of the United States decreased by 2.4 percent compared with, and the estimated nominal GDP was about $14.2 trillion (Table 1). Trends in various sectors of the domestic economy are often reflected in mineral production and consumption rates. In 2009, the continued decline of the housing market was reflected in reductions in the production and consumption of cement, clays, construction sand and gravel, and crushed stone (those mineral commodities that are used almost exclusively in construction). Production of mineral commodities associated with the manufacture of goods for the housing market, such as ceramic tile, heating and air conditioning equipment, paint, plumbing and sanitaryware, roofing, wiring and wallboard also decreased. Declines in auto-mobile manufacturing resulted in reduced production

May 1, 2010

Northern Iron Ltd (NIL) is an Australian listed company that recently brought the historic Sydvaranger open pit Magnetite Mine (the Project) in Northern Norway successfully back into production. NIL made the decision to operate the Project on an owner mining basis, due to limited large scale mining expertise amongst Norwegian mining contractors, a long mine life, a limited range in planned mining rate and to minimise costs. As a new mine operator in a country where labour practices are strictly regulated, there was the desire to reduce the risk associated employing and managing skilled personnel. This was achieved by coupling the purchase of the required mining equipment from the original equipment manufacturer's (OEM) regional dealers with OEM supported Maintenance and Repair Contracts (MARC). This paper examines the process that was followed to implement an owner mining operation in a short time frame; approximately 12 months from the initial requests for quotation to actual delivery of mining equipment to site, and some of the challenges faced. By following a formal and well-tested process, not only was the implementation achieved in the set time frame, but significant value was added through the cost savings achieved in the equipment purchase price and MARC rates that were negotiated through this process.

May 1, 2010

By Royston Colbourne

Objectives Of Presentation - Identify specific risks - A fresh look at risk - Provide a moment reflection on risk - Open discussion on risk A route to solution and advanced thinking.

May 1, 2010

The use of teleoperation in mining is increasing due to requirements to improve safety and reduce the number of people required to work in remote and difficult environments. We recently completed a project to develop a teleoperated control system for a rock breaker at an iron ore mine in the Pilbara region of Western Australia, with the objective of demonstrating the feasibility of remote rock breaking over long distances. This required controlling both the rock breaker and an array of pan-tilt-zoom (PTZ) cameras using joysticks. Controlling the cameras distracted operators from the primary task of controlling the rock breaker to position and fire the hammer. This lengthened task times as both the operator's attention and their hands have to swap between different control interfaces. In this paper, we present a novel design using human eye gaze as an interactive input for the remote camera control. It follows a simple and natural design principle: Whatever you look at the screen, it goes to the centre. A prototype system has been implemented by integrating computer vision based eye tracking technology, with the advantage of being real-time, robust and marker-less. We conducted a user evaluation, where users undertook a control task while obscuring the direct view of the working area and using a remote camera to transfer the live video stream as the visual feedback. Subjects were required to participate in the experiment using eye tracking camera control and traditional joystick control respectively. The statistical analysis of objective measures indicated that our novel eye tracking control significantly outperformed the joystick control. The results of the post-experimental subjective measures also revealed much higher user preference for using eye tracking control, which provides clear evidence that this design is a better interface for remote camera control in mining teleoperation settings.

May 1, 2010

By Roxanne Scott

Outline ? Overview of Community Investment in the Mining Sector ? Emerging Good Practice: ?Strategic Integrated Community Investment? ? Assessing Local Context: ? Institutional Assessment ? Partnership Assessment Approaches to Community Investment Isolation: No proactive engagement in community development Ad hoc philanthropy: small infrastructure, sponsorships, donations Strategic philanthropy: Community proposes options for development Company decides what to do and carries it out, e.g. building schools, health posts, roads Strategic integrated community investment: ? Aligned with government/community development goals and priorities ? Communities and government involved in decisions and execution ? Focused on training and capacity building ? Partnerships ? Continuation in absence of company support Measured returns on investment

May 1, 2010

By Jennifer Young

Presentation Outline ? Introduction ? Aboriginal Inclusiveness ? Common interpretations, practices ? Aboriginal Community Expectations ? Lessons Learned ? Native Code of Conduct Introduction Jennifer Young ? Nestu'et (Mi'kmaq) means: becoming wiser, becoming more knowledgeable Aboriginal Inclusiveness ? Internal hiring strategies (affirmative action) ? Incorporating cultural awareness programs ? Approaches in governmental/organizational policy development Practices in negotiating economic development and fiscal sharing strategies

May 1, 2010

By Ruy L. Rodrigues

Vale is in the early stages of commissioning its Onça Puma nickel operations. The project is meant for the production of 58,000 tpa of nickel contained in ferro-nickel, substantially contributing to the company?s vision to achieve world leadership in the nickel business. Mineral resources will be exploited from the homonymous deposits in the Midwest of state of Para, Brazil ? some 100 km southwestwards from the company?s Carajás iron ore properties. Resources as of 83 Mt at 1.73 % Ni will sustain a mine life of approximately 40 years. The property was acquired in late 2005 and Vale has since extended the engineering studies and proceeded with the implementation. Nickel will be mined from saprolitic ore at a rate of approximately 10 Mtpa (ore plus waste) in early years ? ramping up to some 15 Mtpa 7 years later ?, to feed the plant at a rate of 2.5 Mtpa. The process uses conventional RKEF (Rotary Kiln Electric Furnace) pyrometalurgical route whereby the ore is homogenized, calcined in rotary kilns, melted in electric furnaces and further refined to ferro-nickel. The plant has been designed and constructed applying the latest available technology, aligned with Vale?s vison to exceed the highest existing standards for environmental control, health and safety and productivity in the industry. Total investments in these operations are anticipated to correspond to USD 2.3 Bi and will materially contribute to the regional development and well being of the nearby communities and other stakeholders.

May 1, 2010

Post--Crunch Financial Management -An Overview A. The Industry and the Capital Markets B. .The SME -De-risking the Current and New Assets Followed by: C. The Lender?s Perspective on Re-financing?Jeff Stufsky, BNPParibas, NYCD D. .The Agency/Export Credit Lender Perspective?Doug Macaulay, EDC, Ottawa E. The Foreign Political Insurance Perspective?Pierre Vieillescazes, Carrick-Bend, Washington, DC ?Four Fundamental Metal Models No Longer Prevail. ?Mining is in new ?waters?: so be prepared (next page). ?Capital markets are uncertain-so be your own financier first ?If tight capital may remain, prepare to triage based on cash-flow production (not oz, lbs, tonnes, etc) ?Know your banker/financier(and it should know mining) ?In the past, it was ?know your borrower? ?The climbing team can fall if one climber carries too much ?Constantly re-assess the risk matrix (and j/v?s), and ?De-risk/diversify both the asset and the capital base

May 1, 2010

By Marcio Luis S. Godoy

The Salobo Project will be the first Vale operation to use an HPGR mill to process copper-gold ore. The mine is located in Para state, southeast of the Amazon region in Brazil. The circuit was designed to treat 12 million metric tons per year of finely disseminated sulphide ore with high hardness. The comminution circuit comprises a gyratory primary crusher, secondary crushing utilizing two cone crushers, two 2 x 1.5 m HPGR operating in closed configuration with 6 mm screens, followed by two 26 x 40 ft ball mills. The concentration circuit consists of two rougher flotation stages using mechanical cells, regrinding with vertical mills, three cleaner stages with columns and one cleaner scavenger stage in mechanical cells. The concentrate is dewatered, filtered and transported by trucks and train to the port, to be exported. The circuit was designed on the basis of data obtained from a comprehensive laboratory and pilot plant campaign. The ore variability was assessed through simulation using data from a drilling core characterization program. The start-up of the industrial plant is planned for 2011. This paper describes the main aspects of circuit design, as well as information related to the beginning of the project construction.

May 1, 2010

Training by Inclusiveness ?Background ?Video ?Results ?Partners ?How SEM works ?Future of SEM Background: Inclusivity partners ?Northwest Community College ?Smithers Exploration Group ?With support from the Province of BC ?Federal government ?And First Nations across the northwest

May 1, 2010

Agenda ?Introduction ?Geology ?Mining ?Metallurgy ?Process, Layout ?Environmental Background ?Kinross Gold Corporation owns the Lobo-Marte gold property, located in Region III of northern Chile. ?The property is close to two other Kinross mines, Maricunga 50kmto the south and La Coipa 60km to the north, plus a regional office in Copiapo and district level operating synergies are expected. ?Lobo and Marte were discovered in the early 1980s and are intrusion-hosted, porphyry-type precious metal deposits, typical of the Maricunga District. ?The Marte open pit heap leach mine was in commercial production in late 1988, but was suspended in February 1992 as it did not meet forecasted production levels and recoveries. ?Kinross plans to recover ore from the Lobo and Marte deposits through an open-pit, heap leach47,000tonne per day operation.

May 1, 2010

By Glenn Davis

In the world of large scale open pit mining, the majority of a mines operating cost is tied to the removal and transportation of the overburden waste material. Typically, many large haul trucks are employed to transport this overburden from each excavating face. The trucks transfer the waste material from deep within the pit to waste dumps on the surface incurring significant costs in operators, road construction and maintenance, vehicle maintenance staff and support facilities, fuel, tires, and spare parts, as well as the capital cost of the truck fleet itself. In addition, the haulage of the actual mined material carries similar operational costs. In both cases, these costs grow as the mine face advances and pit haulage distances increase. Reducing truck haulage is one key to the success of the Dual Truck Mobile Sizer (DTMS). Being the world?s first fully mobile truck dump station, transportation costs can be significantly reduced as the mine face advances. Furthermore, when used in conjunction with a shiftable face conveyor and a mobile overland hopper, substantial cost savings can be achieved. The mobility of the system allows for the considerable reduction in the haul truck fleet. Overall mine site emissions levels are greatly reduced by the fleet elimination, as well as keeping the majority of the hauls on a flat grade within the pit. Emission levels on a typical truck will dramatically spike as the angle and the length of the haul are increased. Moreover, comparing diesel engines versus electric powered conveyors to move the material contributes to the realized savings.

May 1, 2010

Minerals and Metals Group (MMG) Century mine (Century) is a large open-cut mine in northwest Queensland approximately 2.5 km long, 1.5 km wide and 240 m deep, with an ultimate pit depth of 320 m. In 2009, the mine experienced three failures which began as small failures, and progressively developed into significant multi-batter failures. The incidents were managed by a combination of analysis, redesign and practical management to achieve positive outcomes for the mine. On the south wall of the mine, a series of batter-scale wedge failures occurred in December 2007. Analysis of structure orientations and design changes aimed to minimise the risk of failure extending over multiple batters, while accepting a risk of further small-scale failures. Design changes were constrained by a culturally sensitive area (CSA) located south of the wall. As mining progressed, shallow wedge failures developed over multiple batters and cracks were observed 60m back from the pit crest, indicating that a large-scale wedge failure was developing. Movement increased in January 2009 as a result of significant rainfall. After considering several design options, the area was stabilised by a cut-back of the wall. Two multi-batter failures also occurred on the north wall as mining progressed through a structurally complex area. Both north wall failures began as small failures that progressively developed, and required a redesign of the wall below as well as practical management of safety aspects. The complex structural geology was difficult to predict ahead of mining, and required geotechnical input into design changes as mining progressed. All three failures potentially had significant impact for ore recovery, and were managed by a combination of analysis, redesign and operational management have resulted to achieve positive outcomes in a challenging mining environment.

May 1, 2010

By Zetti Gavelán

Lack of skilled workforce in mining industry during the current decade has been a serious concern for most mining organization globally. At the beginning of this decade the major envisioned difficulty was related to generational breach of mining professionals. By 2003, mining industry recover from a low metal prices cycle following by a worldwide mining investment boom in 2005 that triggers a talent war among mining companies that was not only limited to professional level but skilled operators as well. Despite world?s economy collapse in October 2008, impact on mining industry was small comparing to other industries and appears to show evidence of healing. Under this context, fundamentals that have been driven lack of skilled workforce for the mining industry in previous years still valid. Starting in 2007, Minera Argentina Gold SA - Barrick Veladero, subsidiary of Barrick Gold, initiated an innovative selection and training program for candidates without exposure to mining. Following our corporate social responsibility mandates, Barrick Veladero decided to change its hiring process entirely, concentrating on selection and training of local people with no experience rather than hire experienced mining operators. This paper shares Barrick Veladero experiences on its hiring program, challenges faced, and current results.

May 1, 2010