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By S. Hopkins, J. Nolan, S. Gillis

"Cast in place concrete shaft linings have been used in many salt and potash shafts sunk in North America over the last 100 years. A large number of these shafts have exceeded their initial design lives and as producers look to extend the life of their operational assets, maintenance costs and shaft downtime will, in many cases, continue to rise unless repair work is undertaken. Successfully implementing concrete liner repair schemes in operating salt and potash shafts is complicated due to their age, environment and time constraints during inspection, detailed design and construction. This paper outlines a general approach to the repair of concrete-lined portions of these shafts, based on lessons learned from the authors’ involvement in a recent repair project. INTRODUCTION Prior to the recent boom in potash mine construction many of North America’s potash mine shafts were entering their sixth continuous decade of production (Table 1). Of North America’s salt mines, one has been in continuous production, for nearly nine decades.As would be expected, considering the environment in which these liners operate and the age of the material, the concrete-lined sections of the shafts outlined in Table 1 have been noted by the authors to have lost both cross-sectional thickness and strength over time. Since construction, three principal factors have contributed to this loss in section/strength; (1) physical degradation (impact, freeze/thaw or rebar expansion), (2) chemical degradation from brine/water inflows (Neville 1969; Bothwell, 1972) and (3) overstressing of the liner. These factors may act in combination, in which case they can produce more significant distress than individually. Physical degradation There are three main causes of physical degradation of concrete shaft liners. The first is impact from falling debris/tools or equipment (whether large or small), which may damage specific sections of concrete lining as they fall through the shaft. Impacts tend to damage infrastructure fixed to the shaft liner more than the liner itself, so damage from this mode of failure is usually localised, for example, where bolts fixing a shaft services bracket to the wall have been pulled away, pulling out the concrete around the bolts with them."

Jan 1, 2019

By Alfred W. G. Wilson

In this paper is presented a review of the changes that have taken place in certain Canadian non-metallic mineral industries since 1909. The fifteen-year period 1909 to 1923, inclusive, has been selected for two reasons. In the first place, statistical treatment of the subject under review has been nearly uniform throughout the period. In the second place, this decade and a half is itself further subdivisible into three well marked quinquennial periods, the middle one covering the period of the great war when industrial conditions were greatly disturbed. It then becomes possible to institute certain comparisons between equal periods before and after the war disturbances. The items selected for inclusion in this review are certain of the more important members of that class of minerals usually grouped together under the heading of non-metallics. They are all minerals of which Canada is known to possess important resources, and which are indispensable to many of our greatest manufacturing industries.

Jan 1, 1925

By C. L. Monroe

It has been the custom in recent years to look upon Atlin as a worked-out placer camp. This is a conception, however, which is far from the real situation. The placer-gold deposits of Atlin are today, after thirty-one years of continuous working, a field well worth the attention of the mining world. It is true that the shallow diggings (the 'easy money') have been practically cleaned out, but although there have been perhaps ten millions, or more, in gold already taken from the district, there are still many more millions left in the creek beds . A conservative estimate of the gold still remaining in one creek alone, Spruce creek, for a long time known as the 'prospector's meal ticket', would place the amount at anywhere from fifteen to twenty million .dollars, and there are a number of other creeks that have never been thoroughly worked, and some only partially prospected. That the true situation is beginning to be recognized by those who are on the lookout for a profitable field for investment, is born out by the fact that, within the last few years, New York capital directed by Mr. Charles V. Bob, who is also responsible for the opening up of the Engineer mine, has installed on Pine creek, where the first discovery of gold in the district was made, one of the largest hydraulic mining plants on the continent, utilizing six miles of the old hydraulic ditch of the Discovery Mining and Power Company, and over two miles of pipe line. On Boulder creek, where already two millions have been taken out, the Consolidated Mining and Smelting Company are on their third year of development work in opening up the unworked ground, while on Otter creek a newly organized French company have started a plan of development which will involve an expenditure in the neighbourhood of $200,000, and two or three years' work, before they can hope to find gold in paying quantities. It is probably safe to prophesy that placer gold will be produced in the Atlin district for the next fifty years

Jan 1, 1929

By V. J. Southey

"This paper reviews the history of Wabana Mines from 1892 to 1966, inclusive, in order to clarify the essential factors involved in the achievement of maximum mining efficiency and in the search for an acceptable product to satisfy changing market requirements. It outlines the progressive steps taken to mechanize both surface and underground operations, and forecasts anticipated performance, assuming certain major plans could have been implemented. Results of extensive research in the treatment of the complex ore are discussed. Selected processing alternatives are compared as to feasibility in a summary incorporating estimated capital and operating costs."

Jan 1, 1969

By Manqiu Xu, Joe Holmes, Peter Wells, Peter Langlois, Germain Labonté, Jim Barrett

"The flowsheet for the Voisey’s Bay mill had to meet the challenge of processing an ore containing high pentlandite and chalcopyrite values in a largely pyrrhotite/troilite matrix. In the 1994-97 period, circuit development focused on making a high-grade copper concentrate and a relatively low-grade nickel concentrate. However, in 1998 a circuit with copper concentrate, high-grade nickel concentrate and a Ni/Cu middlings concentrate was specified. Following a three year project delay, work resumed on the flowsheet in 2001, and the target for the overall grade of the nickel concentrate was raised from 14% to 20% nickel. To achieve this target triethylamine tetramine (TETA) and sulfite pyrrhotite depressants were used in an all lime circuit. It later became evident that, with appropriate selection of collector and adjustment of the circuit by the addition of a scavenger on the scavenger cleaner, it would be possible to approach the grade of concentrate required without the use of pyrrhotite depressants. The recycle of water and the contained thiosalts was also proven to be instrumental in raising the grade.Construction and commissioning of the mill were fast-tracked with start-up of the mill in September 2005 some six months ahead of the original schedule. Ramp-up of both throughput and metallurgy was faster than any other recent nickel installations with tonnage being limited mainly by concentrate dewatering due to the higher than initially planned ore grades.INTRODUCTIONNickel was discovered in the vicinity of Voisey’s Bay by Chislett and Verbiski working for Diamond Field Resources in 1993 and the Ovoid deposit was delineated in the winter of 1994/95. By the end of 1995 the Ovoid had been well explored and at that time was thought to have a reserve of at least 30 million tonnes with an average grade of 2.83% Ni and 2.0% Cu. Drilling to the east of the Ovoid had indicated the presence of significant mineralization. In June of 1995, Inco Limited bought a 25% share in the Voisey’s Bay Nickel Company (VBNC) which was a subsidiary holding company set up by Diamond Fields. Inco also bought 8% of Diamond Fields and negotiated the right to sell all the nickel produced from VBNC for twenty years as part of this agreement. In April 1996, Inco bought the 75% of VBNC shares that it did not own."

Jan 1, 2007

By John Convey

This paper, a follow-up to an earlier study, gives the history of Canadian developments in mineral processing from 1921 to the fall of 1964. It deals extensively with comminution and flotation, and then goes on to cover the fields of gravity concentration, magnetic concentration, cyanidation, the processing of uranium ores, and instrumentation. Several outstanding examples of installations are given. The paper concludes with a discussion of present-day trends in mineral processing. Introduction T HE history of the developments in mineral processing in Canada from its earliest times to 1920 has already been published by one of the authors (1). The present paper is thus a logical follow-up to bring this history to date. From 1834 to 1920, mineral processing in Canada, as elsewhere in the world, was in its formative stage. This, however, prepared the ground for developments that have resulted in a mining empire from the Atlantic to the Pacific, a mining empire which could be said to be almost on par with that in the United States.

Jan 1, 1965

By Karl J. C. Harries

"7.1. INTRODUCTIONThis chapter addresses the joint venture and examines a number of general concepts of the joint venture relationship. Chapter 8 looks at some specific concepts related to the provisions of a joint venture agreement, which are equally applicable to a shareholders’ agreement or other contractual relationship. The term “joint venture” is used because the author is a common law solicitor (a matter of convenience for which apologies are offered to civil law readers), but it should be noted that, in many aspects, the legal structure of an entity is irrelevant. It is the relationship of the parties, be they venturers or shareholders, that is important, and the areas of concern are surprisingly similar (except for terminology).The details of the joint venture relationship and agreement could fill several books. Accordingly, this chapter and the next focus on selected topics that appear to have caused problems or confusion or to be the basis for disputes. And remember that, although the following discussion is in the context of a joint venture, many of the comments apply, either directly or indirectly, to virtually any common undertaking and the agreement defining it.For interest’s sake, this chapter starts with a summary of some of the earlier types of agreements and arrangements that have evolved into the joint venture agreement of today in Canada, the philosophy of their format, and the reasons for their demise.7.2. EVOLUTION OF THE CANADIAN JOINT VENTUREThe Early DaysMuch of the opening up of Canada’s north is due to exploration for and development of mines. The early discoverers were relatively free to roam and explore at will and, if they were fortunate enough to find something, they dealt with the appropriate government to acquire exploitation rights. The early interests lay in gold or silver. Workings were small, usually worked by the owner alone or with only a couple of helpers to extract the native gold or silver. If the owner wanted to move on, he could sell his property outright and use his stake to look elsewhere.As logging and mining camps were opened, the development of better roads and railways made access easier. Entrepreneurs saw the opportunity to make money by assembling large parcels of land and working them as a single operation. In order to do this, some owners who were not ready to sell out had to be convinced to do so through more attractive offers"

Jan 1, 2003

By R. Liu

As Building Information Modeling (BIM) becomes widely adopted by the construction industry, it holds undeveloped possibilities for supporting Facility Management (FM). Some FM information systems on the market claim to address the needs for FM requirement. However, the question of whether the functionalities provided by the current BIM-based FM software companies are those actually required by the FM Professionals still need to be answered. The data is required by FM professionals in the operation and maintenance phases of facilities and type of maintainability problems that frequently occur, which can be solved early in design phase, have not yet been addressed. The aim of this paper is to clarify the frequently occurring maintainability problems and to investigate the potential areas that can use BIM technology to solve the maintenance problems in early the design phase. A survey was conducted to collect perspectives from the industry practitioners for the maintenance problems and their frequency. The survey results indicated that maintainability considerations should be taken into consideration during the facility design phase. The results also address the perceived areas by practitioners that need maintainability consideration in design phase

Aug 1, 2013

By N. A. Warner

Virtually zero gas emission smelting is promoted as a means for securing environmental advantages and the general public’s acceptance. Concerns about climate change will increasingly make it more difficult for new primary metals projects to come to fruition unless greenhouse gas emissions are decreased. Assuming a sustainable market for sulphuric acid is not locally available, the next best option is high temperature reaction of strong SO2 with limestone or dolomite. This is followed by CO2 liquefaction and disposal either underground or in the deep ocean. The Voisey’s Bay nickel project is cited as an example where appropriate location of a new smelter close to large dolomite or limestone deposits would lead to a virtually zero gas emission operation. Most of the electrical energy required for producing technically pure oxygen and for liquefying CO2 and transporting it to disposal can be derived from smelting a bulk sulphide concentrate and then reacting SO2 at high temperature. Provided the smelter gases are properly cleaned before sulphur fixation, the sulphated stone should be uncontaminated and environmentally benign and possibly of use in the building and construction industry.

Jan 1, 1999

By Eric Low

Raising capital by issuing debt or equity is necessary in almost every corporation. In the field of corporate finance, the raising of capital is a heavily-studied topic. However, some of what is studied on this topic in corporate finance is not applicable in the mining industry. There are also many financing options that were created for the mining industry such as flow-through shares, prepaid forwards, and royalty sales. The cyclical nature of the industry makes the risk-return profile of financings more difficult to estimate than in other industries. Additionally, the methods used to assess firm value are different than other industries, as the values of orebodies are not included on balance sheets. For precious metals companies, which are a hedge against most other securities, there are additional complications with determining investor expectations and cost of equity. This thesis puts forth a decision-making framework to explain mine financing choices from the perspective of mining companies. The approach is threefold. First, all of the major equity and debt financing instruments available to mining companies are presented and analyzed. Each financing method is assessed on a wide range of criteria. Next, these concepts are applied in case studies of four companies: BHP Billiton, Barrick Gold, Teck Resources, and Noront Resources. For each company, the overall choice of financing methods is shown and analyzed. The effect of financing choices on the weighted average cost of capital (WACC) is calculated. The final section deals with case studies of individual mine finance decisions during the past two years.

May 1, 2011

By H. C. Gunning

In spite of the fact that mining has been more or less active in the northern part of Vancouver island since the late 'nineties', there seems to be a remarkable lack of information regarding the nature and development of the region. Recently the operations at the Old Sport mine of the Coast Copper Company, Limited, and spectacular copper discoveries in the vicinity of Nimpkish lake, have directed the attention of the mining fraternity to the district. The writer spent the summer of 1929 making a reconnaissance examination of the general geology and mining properties of the area between Quatsino sound and Nimpkish lake, and he feels that a short paper describing the nature and mining possibilities of the region should be of interest at this time. A more detailed account of the ?geology and of the mining properties will be published in the forth- coming Summary Report of the Geological Survey. A short paper dealing with the Nimpkish Lake district was presented at the Annual Meeting of the British Columbia Division, held recently in Vancouver.

Jan 1, 1930

By D. Holz

In this work we present a novel level set-based model for the real-time simulation of soil deformations. A level set defined by a signed distance function and sampled in a regular 3D grid represents and tracks the soil volume under deformation. Moving away from classical 2.5D heightfield representations of soil to a full 3D volume representation allows for improved tracking of cutting tool operations and the simulation of near-vertical or vertical soil faces. The proposed level set representation furthermore provides a versatile mathematical platform for modeling additional effects such as soil slip, and does not suffer from the sampling limitations of commonly used heightfields. Cutting forces applied to the tool are simulated via a formulation based on the Fundamental Equation of Earthmoving, modified to support inclined soil surfaces and transient states of tool motion. Discretisation of this 2D cutting force model with respect to the tool surface allows capturing the effects of irregular 3D terrain shapes on blades and buckets. The surcharge created during cutting operations is tracked in the form of particles and included in the soil failure force computation. We make use of an adaptive, hybrid level set-based and particle-based soil deformation scheme, which allows the soil deformation to be simulated in real-time.

Aug 1, 2013

By L. van Hijfte, A. Piché

"Drilling and blasting are fundamental operations in the mining cycle and constitute an important component of the mining costs. Problems associated with improper drilling and blasting practices can create losses of several millions of dollars per year. For this reason, a Blasting Technology program was initiated in 1984 at the Noranda Technology Centre (NTC). In this paper, advances made at NTC in drill and blast technology are reviewed. Impacts of drilling and basting for Noranda are assessed in terms of dilution and ore losses. Future challenges are addressed. IntroductionUp to 1997, Noranda was a diversified natural resources company that operated in three sectors: mining and metallurgy, forest products, and oil and gas. The company employs more than 33 000 people in operations and sales offices around the world. Today, Noranda has returned to its roots in mining and metallurgy. The new vision of Noranda is to be dedicated to the responsible and profitable development of mineral resources around the world for the benefit of its shareholders. In so doing, Noranda will continue to be deeply committed to the environment, health, workplace safety, cost competitiveness and return on capital. Technology is an integral part of Noranda’s success strategies. For this reason, the Noranda Technology Centre, formerly known as Noranda Research Centre, was founded in 1963. Since then, it has undergone four expansion phases to keep up with the increasing needs of the businesses. Today, NTC employs more than 220 specialists who work in partnership with different Noranda companies to identify, develop, and transfer technology to the operations, as well as to explore new sectors of activity."

Jan 1, 2000

By I. Le May

"The assessment of integrity in plants is discussed, together with the codes that are being developed for in service evaluation of engineering fitness for service. The use of Risk Based Inspection is described and some examples are provided of the evaluation of in service components in which flaws have been detected. An example of the assessment of the structure of a mine processing facility is described, and application of Risk Based Inspection and plant assessment procedures to mines is discussed. Periodic assessment of large plants and components to determine their integrity for continued safe operation is becoming a more accepted approach than formerly when regular shutdowns were the normal practice. This is on the way to becoming the preferred procedure for petrochemical plants and power generating plants, and the same philosophy is appropriate for many mining operations. Both the American Petroleum Institute (API) and the American Society of Mechanical Engineers (ASME) have committees developing codes for the continued operation of equipment as distinct from the existing design codes. The philosophy is one of risk-based inspection, which can be on a purely qualitative basis or more quantitatively based.The purpose is to reduce the inspection of unnecessary and non-critical items and to concentrate on the most critical components, reducing costs and downtime and increasing safety. The approach differs from that considered by many maintenance engineers, in that defects that are identified during an integrity evaluation do not automatically cause a component or structure to be condemned or require that repairs are made right away. The seriousness of the defect must be considered and the safe operating life can be estimated before it becomes necessary to replace or repair the unit or component. This is no different from what is done today with passenger aircraft and, to an increasing extent, with pressure vessels, reactor vessels and similar components in the petrochemical and power generating industries."

Jan 1, 1998

By D. Jean Hutchinson, Mark Diederichs

"Cable bolts are an important support component in modern underground mines. If an optimized cable bolt system is to be achieved, it is insufficient to focus on cable bolt layout design or on cable bolt installation in isolation. Cable bolt support, like all engineered systems, requires a holistic approach, encompassing integrated elements of design, implementation and verification. The “Cable bolting Cycle” described in this paper incorporates these components along with related tools and procedures which should be used together to ensure effective and efficient cable bolt support.Design involves the consideration of demand, capacity and constraints as outlined in this paper. The demands imposed on the sup-port system by the rock mass response to excavation under the combined action of stress and gravity must be matched to the capacity of the cable bolt array. The cable bolt system capacity is a function of the component strengths of the steel strand and the bond (load transfer) and by the deformation response and retention characteristics of the system. The design is bounded by operational and economic constraints.Implementation of the cable bolt array can then proceed and must include appropriate protocols of communication, training and quality control, in addition to both general and site specific installation procedures. Implementation will be discussed as the sum of these components.Implementation of the cable bolt array can then proceed and must include appropriate protocols of communication, training and quality control, in addition to both general and site specific installation procedures. Implementation will be discussed as the sum of these components.The information presented in this paper represents a very abbreviated version of much broader concepts, procedures and design charts, presented in a practical cable bolting handbook by Hutchinson and Diederichs (1996)."

Jan 1, 1996

By K. L. Azinger

Successful relationships between mining companies and local stakeholders are now an essential part of the social contract of “doing business” (Prescott, 1995). The methodology presented in this paper is designed to assist mining companies in understanding and building relationships with diverse stakeholder groups. The methodology starts by recognizing that mining projects have a natural life cycle which can be used to identify when new external affairs strategies are required. In designing an external affairs strategy, the first step is to set objectives that are compatible with the overall objectives of the mining project. The management team then identifies the main stakeholder groups and seeks to understand the priorities and inter-relationships of the individual stakeholders. The result of this stakeholder analysis is an understanding of the Degrees of Influence of each of the stakeholder groups along with a relationship map which illustrates the strong interactions between stakeholders. The company is then prepared to take a proactive approach to building relationships with the primary stakeholders. This methodology was developed by BHP to assist with the federal government environmental approval process for the development of Canada’s first diamond mine. BHP has successfully used the methodology in three different phases of the NWT Diamonds Project and is now applying the methodology to mining and development projects around the world.

Jan 1, 1998

By Corrie Pitzer

Safety performance in many companies and even industries has stalled in the last decade. Accidents rates are improving but more slowly and yet, serious accidents and fatality rates are not: in fact, these rates of more serious incidents have plateaued or deteriorating. In more dramatic cases, organizations that had ?exemplary? safety statistics, suddenly had a catastrophic or multi-fatality event occurring. Popular books such as In Search of Excellence of Peters and Waterman or Good to Great of Jim Collins created many delusional ?secrets? or recipes, to achieve great performance and yet, most of those ?great? or ?excellent? companies have now declined in their performance, some dramatically and some have fallen from grace, like Fanny Mae, a company Jim Collins identified as a ?great? one, that had to be bailed out in the latest financial crisis. These organizations share several ?delusions? about managing a business, and often, these delusions are created by academics, consultants and authors of popular books about (safety) management. More damaging however is that safety management is defined by a set of key practices or axioms: a focus on human error, compliance to rules and regulations, creating consistency of systems and actions, reacting to accidents and incidents and on prevention of those, measuring safety with performance metrics and rewarding employees on those measurements. All of these axioms contain the seeds of destruction, and they create conditions and dynamics that precede the disaster - and ironically, they are all 'good things' we do in safety management. For example, a mere focus on safety in the business, and the measurement of it, create a culture of repression of mistakes and incidents, leading to a situation where the organization knows incrementally less and less of risks and risktaking behaviour - until the day it all coincides destructively! This paper discusses seven such safety delusions and how they impact on the views and safety management approaches. They are: ??The delusion of (risk) control, that risks can actually be identified, analyzed and mitigated. ??The delusion of compliance, that mere compliance to rules will safeguard the business ??The delusion of consistency, that standard operating procedures will ensure safe operations ??The delusion of predictability, that accidents and trends tell us everything about the risks of the future ??The delusion of human error, that people are the weakest link and that it can actually be dealt with through discipline and enforcement. ??The delusion of statistical trends, that safety is measurable with statistics ??The delusion of invulnerability, that we have achieved high levels integrity and capability to deal wit risks. Organizations that suffered catastrophes all share some or all of these delusions and this paper traces how these played a role in many disasters, ranging from the Titanic, Challenger, Piper Alpha, Bhopal, BP Deepwater Horizon and many more.

Aug 1, 2013

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

By M. L. McAllister, M. Veiga

The mineral industry has seen many significant changes in the past decade. Increasingly, it has responded to unanticipated pressures and demands with a variety of voluntary initiatives. Yet there is still much to do. Mining now takes place in a different context than was the case in the past. Socio-economic, political and environmental considerations must now be integrated into traditional mining systems. This process of integration needs to involve industry, governments, academics, communities and other stakeholders to design a new approach to mining, one that can be fostered through interdisciplinary links and holistic strategies. This paper considers the meaning of sustainability in the context of the Canadian mining industry and explores the need for a broader vision for the mining industry. The role of technology is then analyzed and related to an initiative recently taken by Canadian universities to develop a national network for interdisciplinary research into sustainable mining, CaSM.

Jan 1, 1999

By G. J. McTeer, D. L. Verhelst, D. J. Rioux

Teck Metals Ltd. operates an integrated zinc-lead complex at Trail, British Columbia, Canada. Since 1997, KIVCETTM flash smelting technology has been utilized for the treatment of zinc plant residues and lead concentrates. Trail Operations’ furnace uses four water-cooled jackets for bullion tapping. This paper provides an overview of KIVCET bullion tapping for the past 16 years, and discusses successes and challenges encountered with respect to operations, training and monitoring.

Jan 1, 2015