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By Allan A. Este, Bruce Arthur

"Rio Algom's Stanleigh Mine and Mill Operation Was' officially started up in August 1983. In September 1982, Rio Algom contracted Estonix International Inc. from Lively, Ontario, to develop and implement two innovative programs: (1) Work Renovation Planning, and (2) Systems Performance Training. This paper deals with the development and implementation of these two concepts relative to the plants technology from start-up to present and the exceptional results achieved. This paper discusses how a small but motivated workforce resulted in the smooth transition from startup to full production. It also deals with how these concepts were applied elsewhere in the organization which permitted a successful transition and downsizing of the over-all operation.IntroductionRio Algom Limited produces uranium in Elliot Lake, Ontario. In the late 1970s Rio Algom entered a contract with Ontario Hydro to supply uranium from its Stanleigh property, which had been idle since 1960. The mine was subsequently upgraded, and a new modem mill was designed and built, commencing operation in 1983.From then until September 1990,Rio Algom had three producing mines and mills in the Elliot Lake area. Quirke mill, with a capacity of 6350 tonnes per day, operated continuously from 1968. The Panel mill with a 3000 tonnes per day capacity, operated since 1979. Stanleigh mill continues to operate under long-term contracts, although at a production rate about 25070 lower than its rated capacity of 5000 tonnes per day.Both the Quirke and Panel mills, although not entirely similar, were conventional uranium mills utilizing crushing, grinding, leaching and ion exchange. As such, and in keeping with the traditional management style, there was a rather large mill operating workforce, which utilized a line-of-progression job classification system."

Jan 1, 1993

By D. W. Euler, D. G. Brophey

"In an attempt to address the issue of rising labour costs, and to improve productivity, a laser-based system to guide underground LHDs and trucks has been developed. This comprehensive system is known as the Opti-Trak system.Essentially, the vehicle is equipped with front and rear-mounted lasers which scan a reference strip mounted on the drift back. The vehicle follows this reference strip and in addition, based on reflective bar codes mounted beside the reference strip, initiates certain functions (i.e. dump cycle, speed change, brake check, etc.). Any programming that is drift-specific is handled by the positioning of the reference strips and bar codes. Consequently, the vehicle can easily travel to many different haulageways or branches, providing the reference strip and bar codes are in place.The advantages of this system are an immediate elimination of haulage operator costs and an increase in available hauling time to 7 hours out of an 8-hour shift as compared to the typical 5Y2 out of 8 hours that a manned haulage system offers.This paper describes the Opti-Trak system and the benefits to be realized from automation of mine haulage requirements."

Jan 1, 1994

By E. J. Debicki

"At the 1992 PDAC Convention, Norman Keevil announced the formation of the Exploration Technology Division (ETD) of the Mining Industry Technology Council of Canada (MITEC). It was evident that base metal reserves in Canada were declining and that the cost of discovering a deposit in Canada was increasing. Coordinated research to develop new exploration technologies was required to discover the next generation of ore-bodies. The ETD was formed in response.The mission of the ETD is to contribute to the survival, profit, and growth of the Canadian mining industry by improving the efficiency and effectiveness of mineral exploration through development of innovative technology by man-aging and coordinating applied cooperative research. In addition, it is the intent of the ETD to become the principal agency by which cooperative research funds are transferred to researchers from the mining industry. The division is industry driven, industry funded and industry managed.The ETD’s Three-Year Plan has focussed80% of its research funds toward two objectives, improving the efficiency of exploration for VMS deposits and establishing the parameters necessary to discover the next Hemlo deposit. The remaining 20% is allocated to other projects, with the current emphasis on geophysics.In 1995, corporate members total twenty-three major mining companies accounting for90% of the exploration expenditures in Canada. The ETD is currently managing ten cooperative research projects totalling $4.6million. Other projects, estimated at $1.6 mil-lion, are currently under development."

Jan 1, 1996

By E. C. Keeley

Some Safety Measures at Ontario Mines The following safety precautions have of late been taken by several of the Ontario mines: installation of water crossovers; washing clown of faces to show-up missed holes; insistence on gloves being worn as a protection to men's hands; wearing of safety boots and hats by underground men; and wearing of goggles by all men using hammers, starting holes, etc. In the summer of 1924 the Mclntyre mine began experimenting with means of removing powder smoke from headings by installing fans and pipe-lines of various designs, also with different means of introducing water into the air-blast when blowing smoke. By October of that year they had devised a scheme of water connection between the water and the air line, at a distance of about one hundred and fifty feet back from the face, using two valves and a short hose. By this means a limited amount of water could be introduced into the air which blew into the face, resulting in a fine spray of air and water combined. This spray not only helped to eliminate fumes but also introduced fine particles of water into the air, raising it above the dew point, with the result that when these fine particles of water settled they had attached to them fine dust particles, thus eliminating, to a great extent, the injurious dust caused by blasting. The combined air and water is turned on immediately after blasting and allowed to blow continuously for from four to five hours, until the muckers come on shift.

Jan 1, 1931

By F. K. McKean

Introduction The present paper may be considered as a sequel to a paper, A Process for Cleaning Molybdenite .Concentrate, which was presented by the author at the annual meeting of the Institute last year. In that paper, a description was given of the laboratory work leading up to the adoption of a new process for treating complex molybdenite ores of the Molybdenite Corporation of Canada. A bare outline of mill performance with the new flow-sheet was included. With this writing, the purpose is to describe the highly interesting work of translating laboratory experience into mill practice, to show what changes were required in design to put the scheme on an operational basis, and to point out the gratifying improvements in mill products which resulted from the new procedure. The process has been placed in operation at the La Corne mine of the Molybdenite Corporation of Canada. This mine was operated during the war by Wartime Metals Corporation, and, earlier, by the Molybdenite Reduction Company, which installed a small plant. The property is situated on the highway from Amos to Val d'Or, Quebec. The claims held by the Company are at the boundary between La Corne and Vassan townships.

Jan 1, 1947

By J. Kolacz

"A new sensor based sorting system has been developed, providing a possibility for laboratory scale testing and further scale-up of the separation results to the industrial operation. The new system contains different sensors as: X-ray detectors, visible light cameras, NIR cameras, ultraviolet cameras and magnetic sensors, in the same sorting unit. The sorting unit allows advanced calibration options and fine-tuning of the installed sensors to achieve the best separation effect under controlled conditions. Finally, the processed material can be analysed and separated by the rejection mechanism, similarly to the industrial scale operation. At the same time, the process is carried out with limited amount of material allowing detailed statistical calculations for processed particles and all sensor types. The optimal settings and sensor types are specified for the industrial application.The paper describes the scale up of the results achieved for iron ore and coal, where the test work was first carried out using the new laboratory sorting system and where the industrial scale sorting system has been built, in the final stage. The industrial scale sorting results showed a very good correlation between the laboratory and full scale operation. Thanks to the detailed study carried out in the laboratory equipment, the settings of the sensors in the full scale operation provided much better separation efficiency. It was especially important to provide proper setting for the X-ray sensor data calculations, which can be very critical for achieving the best results. During the industrial scale sorting of coal, the input material had 40-55% rock particles as the direct source of ash in the coal stream. The optimal laboratory unit settings and transferring these settings to the industrial sorter, provided 98.8% efficiency for removing rock particles with only few % losses of coal."

Jan 1, 2016

By I. Cotman

Dimensional stone processing has become an important part of the world extractive industry, and today?s total stone block yearly production is estimated to be around 134.000.000 tons and is still growing by an average yearly rate of approximately 20%. In future, the same production will become an important part of the mining industry and presently, in some countries it represents even the main mining output. New environmental regulations, together with landscape and nature conservation requirements, create a number of difficulties in setting up new open pit dimensional stone quarries. As a result, many dimensional stone producers have recently started to apply underground techniques in order to produce the ornamental stone blocks intended for further processing. Underground production of stone blocks requires special mining methods and so far it has not been a cost-effective excavation method for all types of rocks. Presently, this type of stone excavation is generally applied in sedimentary and marble deposits because the rock has small to no mineral quartz content. When starting a new underground dimensional stone mine, it is necessary to analyse the impact of all primary factors which are crucial to set up a technically and cost effective advanced underground dimensional stone mine. The role of physical and mechanical properties of the rock, geological conditions, mineralogical composition, micro-tectonic state of the site, rock mechanic conditions on the site, durability and saw ability of the stone are decisive factors in foreseeing the future methods of extraction. The laboratory research work as well as the field work, is very important in decision-making aimed to choose the future excavation method. Also of equal importance is the serious market research, because it renders the indication of selling price potential. Having obtained the results from both types of research, mining engineers can design the mining methods which optimize financial return to the mine. The practice approved by 15 years of testing in the underground limestone quarry of Kanfanar gives future producers very useful advice and general data to facilitate the process of exploration intended to establish new similar underground quarries.

Aug 1, 2013

By Roy T. Bowles

This paper focusses on technological developments which occurred in the village of Deloro, Ontario between 1868 and 1919. These developments illustrate the manner in which improved metallurgical processes linked Ontario mineral resources to industrial expansion. Overview of Deloro The village of Deloro is in Hastings county, about 5 miles from the village of Marmora, the site of the old Marmora iron works and the more recent Marmoraton iron mine. In this area, the Canadian Shield meets the Great Lakes lowlands. The first settlement in the vicinity occurred in the 1820s and was associated with the Marmora iron works. Settlement grew around agriculture. Gold was discovered in Hastings county in 1868. Deloro - the name derives from gold - developed as a concentrated settlement in proximity to several gold mines and the related processing activities. By 1901, substantial smelting works were successfully producing gold and arsenic from local ores. The village was developing as a company town within the framework of benevolent paternalism. For reasons associated with markets and with local ore supplies, the Deloro mills were idle for a period beginning in 1902. Developments in later periods connected Deloro to world events. In 1903, silver was discovered at Cobalt, Ontario. By 1907, M.J. O'Brien, who owned mines at Cobalt, had purchased the Deloro works and was using them to process Cobalt-area ores*.

Jan 1, 1999

By M. F. Goudge

ROCK wool, one of the most recent additions to the list of Canadian-made, insulating materials, is a soft, light, fibrous material consisting of interlaced, flexible, glassy fibres so exceedingly fine that, individually, they are almost invisible to the naked eye and will float in air. In the process of manufacture, a suitable rock, generally a self-fluxing argillaceous dolomite consisting of nearly equal proportions of acidic and basic constituents, is melted to a completely fluid state and then converted into fibres either by a blast of steam or air, or by a mechanical device. The increase within the past five years in the number of plants in the United States making rock wool and slag wool has been remarkable, especially in view of the depressed conditions prevailing 'with most industries during this period. In 1930, there were only 8 plants reporting production of .these materials, whereas at the present time there are 44 plants in the United States listed as making these products, and there are 3 plants in Canada. In 1929, the total sales of rock-wool products in the United States amounted to-$2,377,324. In 1934, according to the National Rock and Slag Wool Association, 26 member companies reported sales of $3,695,405, and in 1935 the sale's of 30 member companies had a value of $5,571,469. The establishment of the rock-wool industry in Canada followed the publication in 1931 of a report (1) by the Mines Branch, Department of Mines, Ottawa, in which was set forth the results of field work and laboratory studies which indicated that large deposits of rock in the Niagara peninsula, hitherto regarded as valueless, were suitable for the making of rock wool. This report was supplemented in 1934 by another report (2), giving the results of further laboratory and commercial-scale tests on the rock from these particular deposits, which proved conclusively that rock wool of good quality could be made from the rock in question.

Jan 1, 1936

By Stephen B. Cheeseman

The quantity of data available and the rate at which we access such data are rapidly increasing. Electronic data capture systems, fleet management systems and a host of other technological advancements have created a constant stream of real-time, tactical data. However, are we taking advantage of this data? Are we converting data into useful information to aid in efficient decision-making? Mining operations are struggling with ?information overload?, finding it difficult to extract the benefits from vast stores of data. Without the necessary tools to facilitate a data filtering and information reporting process, most operations revert to old practises such as re-entering data into multiple spreadsheet reports. As a result, the ability to make effective use of data still eludes many mining operations. Some operations have taken audacious steps to rectify this situation. The De Beers Venetia mine in South Africa has implemented an integrated mining information technology solution that transforms their data into practical, usable information allowing staff and management to make decisions that improve efficiencies and reduce costs. In the absence of quantitative justification or ROI, De Beers took a risk in implementing change. Today, they are realising the benefits. This paper will unearth the information technology issues that surfaced during the Venetia implementation, then identify the benefits De Beers has obtained from deploying an integrated mining information technology solution at the Venetia mine.

May 1, 2002

By A. G. Roach

HISTORY AND LOCATION SEAL HARBOR GOLD MINES, LIMITED, was incorporated in January, 1934, to take over 116 acres of mining lands in the Stormont gold district, Guysboro county, Nova Scotia. The nearby ten-stamp Mulgrave mill was also purchased, and since that time 974 acres of adjoining properties have been secured from the Government by direct lease. The property is served by a motor road and is about two miles from the village of Goldboro, situated on the shore of Isaac's harbour. The bulk of ?the supplies are brought in by coastal steamer from Halifax, a distance of about 100 miles, since the nearest railway connections are at Antigonish, some 40 miles distant. EARLYY WORK The Seal Harbor properties include the old Partington and Beaver Hat mines. A small tonnage of ore was mined from each and treated on the properties in stamp mills, which were later torn. down . A survey of old records shows that this ore averaged about $8.00 gold per ton. Development work by the present Company was confined to the 100-foot level until February, 1935, but after that rime the incline shaft was deepened to 425 feet and the 300-foot level was explored east and west of the shaft. Six belts of ore were intersected to the west of the shaft. The ore from these belts was hand sorted and the ore portion was put through the 10-stamp Mulgrave mill to defray operating expenses and to serve as a sample of the deposits. The average recovery per ton from this sorted ore was $6.10. Samples of the ore were sent to the testing laboratories of the Mines Branch, at Ottawa, and of Canadian Industries, Limited, at Toronto. Recommendations from both of these authorities were for removal of the coarse gold by concentration and barrel amalgamation, followed by cyanidation of the residue.

Jan 1, 1937

By Côme Carbonneau

The ten -year case history of La Société Québécoise d'Exploration Minière (SOQUEM) is reviewed under the headings of the company's raison d'être, objectives, policies, structure and final goal. A brief analysis of its past operations is presented: aborted efforts, findings and developments. A projection is made of the future earnings, in terms of estimated present value, of its three main discoveries - Louvem , Niobec and Selim.

Jan 1, 1978

By K. G. Chipman

THE discussion on Dr. Chipman's paper, Mapping by the Topographical Survey, centred mainly on the urgent need for aerial photographic reconnaissance of unmapped portions of the country as an initial phase in the provision of suitable topographical maps for use as a guide in geological mapping, prospecting, exploration, and development work in the areas concerned. This, ir was pointed out, would necessitate an expansion of the topographical work of the Bureau of Topography to keep pace with the photographid work and to meet the demand for maps for use by geologists of the Bureau of Geology and others. A resolution requesting Institute Council to make representations to the proper authorities, urging that aerial photography and topographic map-ping be greatly expanded to meet the pressing needs of the situation, was moved by DR. W. F. JAMES and seconded by MR. L. G. SMITH, and carried unanimously. The full text of the resolution appeared on page 221 of the May BULLETIN. Others who spoke in support of the resolution were MESSRS. E. S. MOORE, L. B. ROCHESTER, F. D. SHEPHERD, and W. J. WRIGHT. Dr. Hansen then presented his paper, Mapping by the Geological Survey, discussion on which is summarized below. MR. FRANK EBBUTT(l) spoke of the very valuable service the Geological Survey bas rendered the mineral industry, and indeed the whole nation, in its century of existence, despite the very inadequate financial support it has received. Now, more than ever before, a strong and expanded Geological Survey is essential if the Industry is to continue to prosper. Our known ore reserves are being depleted very rapidly, and we are finding no new orebodies to take their place. As an aid in prospecting and exploration, and also in the development of orebodies when they have been found, we must have geological maps of the vast sections of the country which at present are unmapped or inadequately mapped. The Institute should make every endeavour to have the Geological Survey strengthened so that such maps may be made available as soon as possible.

Jan 1, 1944

By Elaine R. Goetz

The eastern and southeastern regions of Ohio are part of Appalachian coal country, with a documented 1,300 miles of streams impacted by acid mine drainage. Since 1995, partnerships of local watershed groups, government agencies, private industries and universities have focused on the remediation of the affected waterways. The partnerships have spent $2.4 million annually in constructing and operating treatment systems such as wetlands, anoxic limestone drains, successive alkalinity production systems, steel slag leach beds, and lime dosers. These systems have been partially successful, and water quality has improved in the region, but no treatment has yet met the ultimate objectives of low cost, continual remediation. Our research group has investigated an alternative system for acid mine drainage treatment: electrolysis combined with pH adjustment to selectively precipitate recoverable, saleable metal products to offset the cost of treatment. We utilized a $0.2 million pilot facility constructed by the Wayne National Forest, in Nelsonville, Ohio, to process approximately 40 L/min of mine drainage from surrounding seeps. The pilot facility has multipurpose tanks that can be adapted to process acid mine drainage with different characteristics, such as high or low aluminum content or high or low carbonate concentrations. Sodium hydroxide was used for pH adjustment. Results indicate that saleable product can be generated with this treatment technology. In an initial, not optimized trial, one seep yielded 4.7 kg of dried 69 % iron oxide product from 10 hours of pilot facility operation, treating 23,000 L with electricity costs of $4.68. Dissolved iron concentrations in the water were reduced from 242 ± 18 mg/L to 2.8 ± 2.0 mg/L (99.0 % removal) while the initial acidity of 443 mg/L as CaCO3 was neutralized to an alkalinity of 160 mg/L as CaCO3. Iron oxide can be sold as pigment for an average of $1.47 per kg in the United States. Currently, approximately 80 % of all pigment used in the United States is imported, and there is incentive to purchase domestically recovered pigment. If the iron oxide from the pilot facility could be sold as pigment for $1.47 per kg, 43 % of the operating cost (raw materials, electricity and construction costs) of treatment could be offset by the sale of the product. Considering the cost offset, the electrolysis process shows potential as a sustainable low cost alternative for treating acid mine drainage.

Aug 1, 2013

By Knud Sinding

Mining firms are widely criticised for their adverse impacts on the environment. At the same time many firms in the industry devote extensive resources, both financial and managerial, to the reduction or elimination such impacts. Very considerable improvements have been made, although these are sometimes overshadowed by a few high-profile accidents, such as the occasional collapse of a cyanide-containing tailings dam. In parallel, much effort is also directed at projecting a positive environmental image, as witnessed by extensive environmental reporting, both on paper and increasingly through web-platforms. Mining projects today almost invariably involve some form of environmental protection. In industrial countries regulations in this area are extremely stringent, as is enforcement. In less well developed countries, regulation and enforcement may be weaker, but firms are in many cases and for a number of reasons committing themselves to high levels of environmental protection, even if they might get away without doing so. Research in the area of environmental performance of mining firms has so far paid much attention to concepts such as sustainability indicators and the sustainability of individual firms. Given the still raging debates about the appropriate way to determine the degree to which any given firm is sustainable (Welford 1995) as well as the usefulness of what will in the final analysis be a value judgement, anyone on the sidelines of the debate will come back to the fundamental issue, how is knowledge that a particular firm has been judged ?sustainable? going to be made use of. This issue remains unresolved, which may explain the lack of progress in formulating a useful definition of a sustainable firm The question addressed in this paper is not so much about what firms are doing on the ground or in any particular case of environmental protection, but more in the subsequent use of these efforts - and by extension - on the overall direction of corporate environmental strategy. The fundamental problem facing all mining firms is that they cannot easily benefit from unilaterally reducing their environmental impact. The firm can of course avoid liability and keep a variety of stakeholders happy and hence experience lower costs of obtaining the [input] resources they need (in a broad sense, not just minerals), but this represents only part of the opportunities available form pursuing an environmental strategy (Reinhardt 2000). The other part, which may have an enormous potential, involves the concepts of competitor management and product differentiation. The logic of keeping stakeholders happy has been most forcefully argued by Pfeffer and Salanchick (1978) who link the behaviour of firms in all domains to their ability to obtain the resources they need, at a cost that is lower than it would otherwise be (Pfeffer & Salanccik 1978). Several varieties of strategy can be included under this heading, including cost reduction and risk management. The alternative logic is to convince customers that they want to pay more for minerals supplied by mining firm X or directly attributable to mine Y, or by making all mineral users pay more. These two strategies, which may be referred to as product differentiation and competitor management, respectively (Reinhardt 2000) are related to the demand side of mineral supply, whereas cost reduction and risk management are related to the supply side. Mining firms have not pursued the demand side very much, if at all. This is probably due to the extreme difficulty of moving mineral products, bulky and unglamorous as they are, away from their

May 1, 2003

By J. W. Thomson, H. J. Lloyd, R. J. Taylor

"THE HOLLINGER MINE has been producing gold and by-product silver almost continuously for forty-eight years. The value of current production is $10,000,000 annually from one million tons of ore. Its management •has, particularly over the past decade, increasingly . concerned itself with the problem of profitable operation in a time of steadily rising costs and a fixed price of gold. At one period in the life of the mine, before World War II, production resulted in yearly profit margins that were stable and relatively thick. In winning gold from a series of inconsistent vertical ore lenses, operating management was much better protected than it is today against a general rise in cost or dip in grade of ore. The tissue-like thinness of present-day margins demand more careful handling. A sharp rise in costs, if protracted, could easily rip the tissue to shreds and close down the business. The counter-measure of raising grade and gutting the mine would bring on the end perhaps more rapidly, without having contributed much to the recovery of our national re-sources, nor to community welfare. The alternative is to keep costs under control."

Jan 1, 1960

By P. J. Urso

"The coal reserves of the Crow's Nest Basin in British Columbia have been known since the late 1860's. The 51.0-million-long-ton (over 15 years) sale of low-volatile coking coal to Japanese steel mills, as finalized in 1968, establishes the importance of these coal reserves in the world markets.In the early stages of the exploration program, which began in January, 1967, emphasis was placed on deter-mining the reserve of underground low-pitch coal within the No. 10 or Balmer seam of the Kootenay coal forma-tion. The finding of low-cover reserves in excess of 100,000,000 tons altered the initially planned underground program. Extensive tests were performed, establishing the excellent coking characteristics of the open-cast Balmer coal. Due recognition was given to the ultimate reclamation costs of mined lands and associated spoil areas.t was determined that, to achieve the costs desired, a high productivity was necessary, requiring large mining equipment. Operating criteria were set out, based on producing 4.2 million tons of clean coal per year. To optimize recovery, the preparation plant feed size was fixed at Yi in. x 0. The initial basic design capacity of the plant was 1,000 tph. The washing plant is composed essentially of four separate cleaning sections: a dedusting section; a multi-stage heavy media cyclone section; water cyclones; and flotation cells. Subsequent to the basic program, additional sales were made of 6.0 million long tons over the initial three-year period and the plant capacity was raised to 1,400 tph through the addition of a 400-tph coarse-coal treatment section. All wet coal products from the fine coal plant will be dried in a 70-tph (water) heat dryer. A unit-train concept of coal transportation between the mine site and the Westward Terminals at Roberts Bank has been negotiated with the Canadian Pacific Railroad. Facilities at the port will include a 4,000-tph rotary car bumper, 400,000-ton clean-coal stockpiles, and a bucket reclaiming system having a total ship-loading capacity of 6,000 tph."

Jan 1, 1969

By Lawrence Bragg

WE associate metals with hardness, toughness, and strength. But a curious paradox lies at the root of the valuable mechanical proper-ties of the metallic state: in order to be strong, a metal must be weak. This paradox, and the equally surprising fact that, in a sense, metals are not true solids at all, are among the topics here discussed by Sir Lawrence Bragg. (1) WHAT METALS MEAN TO US We employ various materials to build or fabricate the many objects we use in everyday life, choosing those whose properties are most suitable for the purpose which the object has to serve. Certain of these materials have been used from the earliest times, such as stone, wood, leather, and animal or vegetable fibres, each with its own peculiar valuable properties. Stone resists crushing and is very durable and permanent, as indeed it must be, since it has so long resisted change as a part of-the earth's crust. It is there-fore ideal for walls and buildings, and very early in his history man discovered how to make artificial stones by burning clay, with the advantage that they could be given any desired shape, and made into bricks or given elaborate forms as pottery. Wood is strong and tough and light, it resists tension as well as compression, and is nor brittle like stone. It forms beams and furniture and parts of tools or weapons. Leather is tough but at the same time iris flexible; it is ideal as straps or sheers. Vegetable fibres such as linen or cotton, and animal fibres such as wool and silk, owe their value to their flexibility and strength in resisting extension. They can be spun into yarn or rope, and woven into cloth. The technological age in which we are now living is replacing the natural products used by early man by a series of artificial products, but it is remarkable to see how in nearly every case we are copying Nature's materials. The wide use of concrete represents a developed art of making artificial stone. Artificial fibres such as rayon or ?nylon replace cotton, wool, and flax. Plastics are coming very much to the fore; they correspond to early man's use of horn, another substance with peculiar properties of roughness in all directions without the 'grain' of wood. For the most part we are following in the footsteps of our remote ancestors, though we can make for ourselves what they had to cull from wood and field. There are exceptions; for instance, we have discovered comparatively recently the number of uses to which natural rubber can be put, and are now making it artificially. This is a really new discovery; our ancestors had nothing with such remarkable powers of elastic stretching without breaking, and resistance to being abraded.

Jan 1, 1943

By H. F. Maulson

For the benefit of those who are not familiar with the history of the western Provinces-Manitoba, Saskatchewan, and Alberta-as regards our natural resources, a few words of explanation may be in order before taking up the consideration of the Mines Act of 1930. In 1867, The British North America Act was passed by the Imperial Parliament. That Act, which is our constitution, created a union between the provinces of Nova Scotia, New Brunswick, and Upper and Lower Canada (now known as Ontario and Quebec respectively) under the name of the Dominion of Canada. Provision was made therein for embracing other parts of Canada from time to time. That portion of Canada which today comprises the Provinces of Manitoba, Saskatchewan, and Alberta and the lands to the north of them, was then known as Ruperts Land and the North West Territory. In the year 1670, King Charles II had granted by Letters Patent to Prince Rupert and his associates, known as ?The Governor & Company of Gentlemen Adventurers of England, Trading into Hudson's Bay?, commonly known as the Hudson's Bay Company, the lands and territories therein described, being roughly all the lands adjacent to and west of Hudson's bay; also the gold and silver to be found or discovered therein and other rights as more fully described in said Letters Patent. The land so granted was called 'Ruperts Land'.

Jan 1, 1930

By D. M. Morrison

"The most important factor in Canadian mining is not the operating cost of current projects but the availability of capital for future projects. The future of mining at depth will be producing ore from the top of the orebody working downward with very effective, tightly controlled mining methods, i.e. either selective mining or bulk mining with well controlled dilution and fragmentation. The key characteristics of future mines will be smaller access excavations, more effective ground support, very precise blasting techniques and more efficient and reliable materials handling systems. Equipment will be smaller and designed for high efficiency and low maintenance, reducing both the capital and operating cost. This means there will be fewer scoops, more continuous mucking machines and conveyor belts, both lateral and vertical.Orepass failures have become accepted and the resultant redevelopment and retramming has become common. The capital investment in so-called permanent ore passes and crusher stations becomes questionable, particularly when crushers are only necessary for less than 10% of the ore going through the system. The best way to solve the chronic instability of ore passes is, as with all of the stability problems at depth, by reducing the excavation size rather than increasing ground support. Smaller access drifts would reduce the capital cost and increase the rate of development as well as reduce the amount of waste to be handled, reducing the ground support and the ventilation requirements. Large drifts and ore passes are essential only for the equipment needed to handle large pieces of ore and the productivity of scoops is very expensive when the requirements for ventilation and large access drifts are taken into account. The key issue is the fragmentation generated by primary blasting.The future of mining in Canada will depend on simple and robust technology geared to the environment in which it will have to operate. Its survival will depend on some-thing much more fundamental and difficult to accomplish than a technological advance — it will require a dramatic change in the way the mining process is managed, how work is organized, how effort is rewarded and how costs are measured — a complete change in mind-set."

Jan 1, 1996