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By S. A. Willis

For the past several months 1 have been considering the functions of this Society and its reasons for continuance. The fact that it is now sixty years old indicates that it must have been of value and we all know that it has contributed much that was worthwhile to Nova Scotia and the Maritime Provinces. The question arises: "What is the future of the Society, and how might its activities be altered to suit present-day activities and to be of even greater value?" Let us analyse the various activities in which we are interested and determine which, if any, are of more value than others. First of all, at least once a year we have a two-day convention which constitutes a holiday for the members and their wives. This has always been well planned and has been much enjoyed. Second, there are many social and business contacts made during the meetings and interim meetings. These certainly tend toward better relations and co-operation between the various people concerned. Mine operators meet other mine operators, engineers, people from the education fields, Department of Mines, and so forth. Various sales contacts are made at these meetings which can be of value and use to both the Company selling and the customer. Third, and of greatest importance in any conference, is the exchange of ideas by the members and by authorities from outside, and the presentation of slides and drawings, or actual visits to operations. It is upon this phase that 1 wish to elaborate. These papers are not only presented to our meetings but are generally published in the C.I.M. Bulletin so that members throughout the Dominion have access to them. Many important papers describing new phases of operations have originated through our Society.

Jan 1, 1947

By E. S. Yan, R. Graley

"The StackCell was developed to overcome the engineering and design challenges that are commonly associated with existing flotation technology such as pneumatic, self-aspirating cells, mechanical cells, and flotation columns. These challenges include high energy consumption, large floorspace requirements, and size. They are most evident when designing systems to process streams containing a high volumetric flow rate coupled with a significant float yield. Unlike many metalliferous and industrial mineral applications, fine coal flotation circuits are typically characterized by feed streams containing a low solids content (<5%, by weight) where up to 85% of the feed can report to the product launder. With input from major engineering houses and end-users, the Eriez Flotation Division (EFD) developed the StackCell technology with the goal of providing an additional flotation option for end-users. This technology was designed specifically to overcome these challenges by providing an efficient method of separation in terms of metallurgy, but also with respect to equipment size, energy consumption, and installed costs. Besides being placed in tandem with existing cells to provide cost-effective supplemental capacity, this technology can be installed in a stand-alone arrangement as recently demonstrated at Patriot Coal’s Kanawha Eagle preparation plant. This manuscript provides an understanding of the underlying fundamentals of this new technology and presents data from Kanawha Eagle in addition to other industrialscale installations.INTRODUCTIONOver the past decade, column flotation has continued to gain acceptance as an alternative method for recovering fine coal due to superior metallurgical performance as compared to mechanical flotation cells. This point has been proven on numerous occasions by comparison of plant flotation data with the release analysis separation curve (Dell et al., 1972). Data from a release analysis test approximates the ultimate flotation response of a coal sample. In North America, a number of investigations have been published that document bottom-line improvements achieved using column cells (Luttrell et al., 1999; Kohmuench et al., 2004; Baumgarth et al., 2005). According to these reports, the benefits are derived from an overall increase in plant yield that can be achieved due to the improved product grade in the flotation circuit. In particular, the application of wash water to a deep froth utilized in column flotation minimizes the nonselective recovery of high-ash ultrafines that are hydraulically entrained in the froth by conventional flotation machines."

Jan 1, 2013

By Pablo González, Rodolfo Espinosa, Jose-Luis Noyola, Sergio Cossio

"Minera Penmont, at La Herradura, is a joint venture between Industrias Peñoles, S.A. de C.V., and Newmont Mining Corporation. The mine is located in the northern Mexican state of Sonora. La Herradura consists of an open pit mine with two-stage crushing and heap leaching facility, the gold is recovered from the pregnant solution using the Merrill-Crowe process; production began in July 1998. La Herradura produces about 130,000 gold ounces per year, and treatment capacity is 22,000 tonnes/day. Ore mineralization occurs in a shear zone with quartz and native gold. Gold distribution is quite heterogeneous due to the coarse visible gold, in some coarser particles ranging from 100 to 600 microns.Sampling and assaying protocols where established during exploration and prior to starting up operations, based on nomographs developed from early heterogeneity tests. But, as the coarse gold problem became noticeable, it was necessary to develop new sampling protocols to have an acceptable relative standard deviation to control the fundamental error within ± 15%.An experimental program was developed and conducted on a selected ore block made of 195 blastholes; regular ore grade control procedures were applied to both sets of data to evaluate the difference in results between the protocol established prior to starting up operations (“existing”) and the new protocol (“leaching”). In the “existing” protocol, subsampling is done through riffle splitters, and coning and quartering. Fire assaying is used to estimate the gold content, on a 50 g sample. In the “leaching” protocol a 12,000 g sample was bottle rolled cyanide leached, and the leach residue was assayed on a 50 g sample using fire assaying, and a weighted average total gold content was calculated. Currently, a new alternative method is being evaluated, where sub-sampling is done using rotary splitters, and fire assay on a 50 g sample; in this “rotary sampling” protocol and for comparison purposes, gold assays were also repeated using the “leaching” protocol.Test results were compared in three groups < 0.30 g/t (below cut-off), 0.30 to 0.8 g/t, and >0.8 g/t. Overall. Results show that the protocol established prior to starting up operations underestimates the gold assays. Detailed technical results, alternative options, and their implications are discussed in the paper."

Jan 1, 2003

By A. Wright, P. Lacombe, R. del Villar, D. Hodouin, C. Sepulveda

"The data acquisition from industrial plants is a fundamental step for process modelling in process optimization, process analysis and automatic control.The introduction, some years ago, of modern distributed control and data acquisition systems in concentrators imposes a new approach in designing experimental schemes for data acquisition campaigns and new criteria for the treatment of the obtained discrete information.This paper presents the methodology applied to sample a zinc flotation circuit at Les Mines Selbaie, Joutel, PQ. Values of 85 process variables were obtained form the Distributed Control and Data Acquisition System (Bailey Network 90) and transferred to the DOS environment. Another 11 variables (flowrates and valve positions) were directly sampled using an IBM-PC compatible computer equipped with a data acquisition card and a signal processing circuit.All variables, under the vector form, were processed in the PC-MATLAB environment to either filter or eliminate the non-linear disturbances and noises, producing useful data for model development. The filtering algorithms are also presented.INTRODUCTIONProcess control does not need to be justified. Whether manual or automatic, any processing plant requires some form of control to accomplish its main objectives: a good quality product and a target throughput. Process control of mineral processing plants has steadily evolved from manual control, where the operator skills and/or experience play an important role, to some level of automatic control, usually considered better, as less human subjectivity is involved, at least when actions have to be taken.The design of these control systems requires the knowledge of the dynamics of the process it is deemed to control. Process modelling is therefore an essential step in the assessment and the design of a control strategy. The choice of model will depend on the available resources and manpower."

Jan 1, 1991

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

May 1, 2011

By Olli Aulio, Outokumpu Oy

"GENERALThe Outokumpu Company is today an important European producer of metals from its own mines: copper nickel cobalt, ferro chrome and zinc being the main products. In 1972 about 4 million tons of ore was hoisted from eleven mines.Outokumpu Oy has gained experiences on the various aspects of on line computer control since 1968. This knowledge has been combined to develop a standard computer control package for concentrator control. Before the development of computer control package was started Outokumpu Oy had three large computer control systems. The first system was at the Pyhasalmi Concentrator, thee second at the LokkolaPlant, and the installation of the third system at the Vuonos Concentrator was just started.The characteristics of general computer software packages - both control and executive ones - were thus well-known as well as the practical usage of control theory. Furthermore Outokumpu had developed the Courier analyzer which included a so-called minicomputer. This project had given experience both 1n totally self made real tire executives and in computer hardware and peripheral d=vices. The instrumentation of the Outokumpu concentrators was designed and installed traditionally by the engineers of Outokumpu themselves."

Jan 1, 1973

By Hans de Ruiter

"Delft University of Technology, RWTH Aachen, Helsinki University of Technology and Imperial College established the Federation of European Mineral Programs (FEMP) in 1999 as a legal body to coordinate joint M.Sc. education.By 2003 the number of participating universities in Europe has grown to 9 (in 7 countries) offering 3 different M.Sc. joint programs. Furthermore students from 8 universities in the USA, Canada, Australia and Chile participate through exchange agreements. About 25 companies are associated with FEMP. Further expansion with other clusters of universities is being investigated.So far some 160 students have taken the programs and are working in all parts of the world in a variety of jobs.The European Commission has recently announced the new “Erasmus World” program that will stimulate the offering of joint programs by European universities and offer third-country students and teachers a greater opportunity for mobility and an enhanced European added value. Host European postgraduate courses will be selected for a five-year period. They will receive funding from the Community and a “EU” seal. Around 250 “EU Masters Courses” will be established.The envisaged new Erasmus program and it’s network and operating practices are very similar to those being used by EMC, EMEC and EGEC. Erasmus World therefore offers a great opportunity for further developments with FEMP as the official body.INTRODUCTIONThe current situation in Europe is that globalisation of the supply of mineral resources has caused the larger mining and the manufacturing companies to expand and invest particularly outside Europe. However these industries still have a great significance for the European Union and its members, which means that mineral engineering know-how is still important in the E.U. It was therefore realised in the mid-nineties that is vital to maintain the very high level of knowledge and skill base in mining engineering and mineral technology that currently exists in the E.U., through good and well-balanced education programs."

Jan 1, 2004

By R. J. Munday

Although uranium deposits in northern Saskatchewan are clustered around the Athabasca basin, basement lithostructure determines their distribution. Basal Wollaston Group pelites are invariably graphitic and carry uraninite in felsic segregations and biotitic pegmatite. Where these intersect the Athabasca Formation, remobilized uranium concentrated as pitchblende. Uranium is also concentrated in silicified and hematized sandstone where the Athabasca Formation overlies post-orogenic faults. Presumably, pregnant solutions associated with the fault were stripped of their metals as they emerged into the contrasting physico-chemical environment of the sandstone basin. Both these types of mineralization correlate with a Grenvillian (-1,000 m.y.) heating event and associated diabase intrusions. However, the rich pitchblende veins at Uranium City appear to predate the Athabasca Formation, but display spatial correlation with the Martin Formation. They are tentatively associated with a syn- to post-D3 retrograde metamorphic event which thoroughly leached crystalline basement and generated uraniferous fluids which escaped, and precipitated metals, into fractures associated with faults that define the grabens in which the Martin Formation was deposited. Remobilization events allowed some of this uranium to move upward into fractures within Martin sediments.

Jan 1, 1979

By V. Baboudjian, R. J. Geren, J. Thiriar

"The electrolytic tankhouse at CCR was recognized by management as lagging behind modem refineries in terms of productivity, energy efficiency and controls. The operation was also burdened by high maintenance costs of cells, floors and electrolyte recirculation systems.A bench marking program was started in 1986 to evaluate processes and other technology by visiting major copper refineries in North America, Europe and Japan. The basic principles necessary to optimize the operation were defined, and a program calledCCR 2000 was prepared for approval of the necessary capital investments.This paper describes the results obtained to date and outlines the remaining work to complete the modernization program, in particular, the control of electrolytes, the elimination of the Baltimore groove and studies to modernize the stripping operation or adopt permanent cathode technology.IntroductionThe CCR Refinery of Noranda Copper Smelting and Refining (Noranda Minerals Inc.) , in Montreal East, is one of the world &apos;s largest custom copper and precious metal refineries with a capacity to refine 350000 tonnes of copper per year. The silver refinery, which treats the copper tankhouse anode slime, foreign slime and precious metal ingots, produces 800 000 kg of silver, 26 000 kg of gold and 3800 kg of platinum-palladium concentrate annually. Copper anodes are received from the Horne Smelter at Rouyn-Noranda, Quebec, and Mines Gaspe Division in Murdochville, Quebec. CCR also refines anodes from Hudson Bay Mining and Smelting Co. Ltd. in FIin Flon, Manitoba, and remelts anode scrap along with blister and purchased copper scrap ."

Jan 1, 1993

By G. Winkel

Safety conditions in industry have greatly improved over time. However, around the world, in Canada, and in each province or territory, people are still the victims of serious industrial accidents. The increasing safety of people at work then continues to be an imperative in industry today.<p> So how do we achieve a workplace where no one gets hurt? Well, in simple terms, folks need to be protected from unplanned exposures to equipment or energy sources that can do harm. If you think about it, all of our efforts in loss management and safety should then be directed toward avoiding these uncontrolled events. And it works! Our safety performance over the years has enjoyed tremendous improvement due to this support for loss management and safety. We now explore best practices toward achieving that next step in safety improvement.<p> As shown following, a large combination of loss management activities act together to support safety performance. Many of these activities are interrelated and some people have described them as the ?inputs? into an approach or program for achieving safety. Using this description, it follows that the ?outputs? of the program are some of the advertised measures of safety we see around us today, such as injury frequency rates. <p> It is asserted that a leadership focus to regularly measure safety and loss management activites (so-called ?inputs?), as a basis for taking supportive actions to ensure their effectiveness, is the basis for safety results (so-called ?outputs?) that consistently achieve high standards of excellence.<p> The concept of managing input activities, as enabled by effective measurements, can significantly act to transform our focus and priorities in the workplace. Supporting input activities like strategies, plans, or procedures with our best efforts will get us to our intended goals. Tracking outputs alone will not.<p> Safety and production have traditionally been cast as competing objectives. When both objectives are mutually supported and considered, however, people will invent ways of doing work that support both safety and production, and any other business parameter. When done right, innovation through meaningful involvement of affected people in the workplace will support safety excellence in a manner that in turn improves business efficiency overall.<p> For a workplace to be safe, it then requires everyone?s help and participation to make it happen, a collaborative effort by management, leaders, and frontline folks with the power and responsibility to take appropriate action at every level in the organization. In this way, everyone becomes a leader in safety.<p> The achievement of commitment to loss management input activities by folks in the workplace is the basis for attaining safety excellence. A workplace founded on commitment supports a safety culture with a vision for safe work performance at outstanding or world-class levels of achievement.<p> One may ask if injury incidents will be eliminated with this commitment and focus on workplace safety? Well, despite our best efforts in this area, there is never a guarantee that things can?t go wrong. We are simply not perfect. There remains in our workplace complexities and unanticipated risks that can have disastrous consequences if not managed at every moment. And when it goes wrong, we need to know we?ve truly tried our best, and now we have more to learn so we can get even better. <p> That?s the challenge represented by the safety imperative, a challenge to take safety performance that next step, a fulfillment of our commitment to the moral obligation we have to each other?s safety. It?s an effort that will continually raise the bar of world-class safety performance achievement for future generations. It?s a legacy we can be proud to be part of.

Sep 1, 2004

By Jon R. Maki

"EVTAC, an iron ore mine in Minnesota, had trouble meeting the customer’s pellet silica requirements. In addition, the mine plan was moving towards a lower grade ore and funding was not available for plant improvements to compensate for the change in ore or improving quality. Small changes to optimize various processing equipment resulted in significant improvements in both quality and productivity; for example, productivity on one mill line increased by 10% while producing lower silica concentrate. This paper will provide the methodology that allowed EVTAC to improve quality and productivity through process optimization with little capital investment.INTRODUCTION EVTAC, an iron ore mine in Minnesota, had trouble meeting the customer pellet silica requirements. In addition, the short-term mine plan was changing to a lower ore grade. Because of limited funds, EVTAC did not have the capital for investing in the plant to compensate for the ore change or to make improvements to lower product silica levels. Small changes to optimize process equipment resulted in significant improvements in quality and productivity; for example, one mill line feed rates increased by 10% while also producing a higher quality concentrate. These changes were sufficient enough to allow the mine to lower the target ore grade beyond their initial goal. At one time, a $3M flotation facility was considered as a way to meet quality with the new ore grade. However, the process changes were able to accomplish the same silica reduction with roughly a $50,000 investment in VFDs for sump controls. This paper will discuss some of the modifications that allowed EVTAC to meet the quality and production objectives with little capital investment. It also discusses the methodology used to make these process improvements."

Jan 1, 2014

By Ross Nairn

"Tulawaka Mine is a joint venture between Pangea Minerals Limited 70% (a wholly-owned subsidiary of Barrick Gold Corporation) and Northern Mining 30%. Tulawaka Mine is located in North West of Tanzania in the Lake Victoria Goldfields. Tulawaka Mine is scheduled to process 360,000 tonnes per year at an average 11.5 g/t head grade over a 4 year mine life.The Tulawaka Process Plant uses single stage crushing, single stage SAG milling, gravity, intensive leach of gravity concentrates, CIL, Zadra desorption and cyanide detoxification to process the ore. Gold recovery exceeds (or is expected to) 95%.The Process Plant was designed and constructed under the supervision of Ausenco Engineering of Australia. Site works commenced in January 2004, Process Plant construction commenced in July 2004 and the first ore was presented to the Process Plant 26th February 2005. The first gold was poured on 15th March 2005. All construction contractors were demobilized from site 7th April 2005. Major achievements have been 3.4 million hrs LTI free during construction and operation to date, training of the Tanzanian workforce at Bulyanhulu Mine prior to commissioning, a succession plan to replace expatriate personnel with Tanzanian staff and significant over performance of the Process Plant against design.INTRODUCTIONTulawaka Mine is situated approximately 160 km south west of Mwanza in the western Lake Victoria Goldfields District of north western Tanzania. The property is held under a joint venture between Pangea Goldfields Inc (70%), a wholly owned subsidiary of Barrick Gold Corporation, and Explorations Minieres Du Nord Ltée (30%). A location map showing the position of the operation in Tanzania is shown in Figure 1.Mine site staff at Tulawaka comprises a combination of Tanzanian and Expatriate personnel. All Pangea personnel live on site and commute to their place of residence for their R&R on a 9 weeks on 4 weeks off roster."

Jan 1, 2006

By Cecilia Arrue, Dominic Fragomeni, N. O. Lotter

"A statistically designed benchmark mill survey was carried out in July 2005 at the Kidd Creek Concentrator, D Division circuit, which processes Ni/Cu ore from the Montcalm deposit. A structured statistical survey approach was followed, together with defined quality controls, which would assign a 95 percent level of confidence in the result.A set of six surveys were completed over a limited time; the corresponding stream samples of the surveys found acceptable were combined to obtain high confidence composite samples. The head grade of each survey is compared to two distributions to test its acceptability; surveys that fail to conform to these trials are rejected. The accepted set of surveys, which is a robust representation of the process, is prepared into a composite for QEM-SEM analysis and mass balance purposes.Where the above practice is a standard procedure in Falconbridge for QEM*SEM purposes, in this case each individual two-hour survey unit was measured and analysed for a mass and value balance. It is shown that none of the individual mass and value balances close as well as the composite set of accepted two-hour survey units. This founding is in keeping with the averaging properties of the Central Limit Theorem.INTRODUCTIONMontcalm OperationsNi/Cu bearing ore from the Montcalm deposit is being processed at the Falconbridge, Kidd Creek Concentrator in a modified D Division circuit. The circuit was commissioned in the fall of 2004. Ore is crushed at the minesite to –19 mm and trucked to Kidd for delivey into the 4 parallel fine ore bins.Ore is milled in a rod mill followed by cyclones and 2 parallel ball mills. The grinding circuit treats Montcalm ore at an average feed rate of 100 wet tonnes/hour (750,000 tonnes/annum) and produces a flotation feed particle size of 83% -53 um. A simple flowsheet including bulk Cu/Ni roughing and 2 bulk cleaning stages followed by Cu/Ni separation in 2 stages is practiced. Soda ash is used as a pH modifier in bulk flotation. SIBX is the collector. Lime and Dextrin are added into Cu/Ni separation for the depression of pentlandite."

Jan 1, 2007

By Christoph Mueller

Mining operations today are characterized by a high degree of mechanization and single machine automation. However, their potential for cost cuttings and increase of productivity in the future is quite limited. Enabled by newest IT and networking technology, the operation of underground mines more and more can be seen from a process related point of view: Standardized Ethernet and Wireless LAN are the basis for a seamless and unified communication backbones providing an integrated infrastructure for data, telephony and video. All the components are available as off-the-shelf devices leading to an excellent cost efficiency. Basing on this standardized infrastructure, the equipment is able to become part of the infrastructure. To enable machines to be integrated smoothly into IT networks, the machine also has to have enhanced networking capabilities. This results in a new system architecture for the on board machine electronics separating real time control from IT and networking level functionality which can be implemented by a Machine Server. This machine server communicates with all kinds of above ground systems using mainly standardized formats like html or the IREDES standard. This information is made available mainly in 3D mine visualization tools. The paper explains this technology and shows implementations by two working examples.

May 1, 2006

By Walter S. Bergholz, Michael L. Schreder

"Since Escondida began operations in fiscal 1991, a series of aggressive expansion projects have enabled market share to be increased and ever larger profits to be realized. This was possible due to the very large size of the ore body and its high grade - averaging 2.7% copper from startup through fiscal 1997. The situation has now changed: ore grade is falling rapidly and is projected to be only 1.55% by 2003. Since revenue is directly proportional to ore grade, while costs are proportional to quantity of ore processed, profits will begin to fall dramatically. The Phase IV Expansion Project is intended to forestall this drop in profits by increasing ore processing capacity by over 85%.The Phase IV concentrator is designed for a nominal capacity of 110,000 MTPD and the key to achieving this value is through the proper design of the grinding circuit. This paper presents the general design criteria for the grinding circuit, as well as a description of the facility.INTRODUCTIONThe Phase IV Expansion Project consists of a new copper concentrator located 8.5 km south of the existing operations, a new tailings disposal and water reclaim system, a new concentrate slurry pipeline to the coast, and added concentrate handling capacity at the port of Coloso. The new concentrator has a nominal capacity of 110,000 tonnes per day (MTPD), compared to the existing concentrator’s capacity of 127,500 MTPD. The Laguna Seca concentrator is based on using the largest and most efficient ore grinding mills now available.The concentrator has been designed for a 110,000 MTPD nominal capacity. The process design criteria for the Phase IV project were established from in-house operating information and from test work. Unlike a green field project, Escondida already had an operating plant and it processes ore from the same pit that feeds the Phase IV plant. It is expected that the current mineralization will be similar for the first 6 years of operation of the new project. Therefore, some of the current plant operating conditions were incorporated directly into the design criteria."

Jan 1, 2004

By G. Winkel

"Safety conditions in industry have greatly improved over time. However, around the world, in Canada, and in each province or territory, people are still the victims of serious industrial accidents. The increasing safety of people at work then continues to be an imperative in industry today. In addition to protecting people, safety has been shown to make good business sense in any industry.The road to safety improvement is built on establishing a culture of safety that forms the basis for how work gets done in a company. Most importantly, an effective safety culture is built on the full engagement and participation of workers and leaders alike, who share in a vision for safe work performance where “no one gets hurt” and “everyone is a leader in safety.”Let’s learn together on how we can make a safety culture happen. The resulting bias for safety will ultimately save lives, and fulfills our moral objective to strive for safety excellence. IntroductionWe have the good fortune of living in democratic countries where freedom and the value of human life are key beliefs. These beliefs translate into the moral obligations and laws that we value and uphold in our society and life today.A minesite or workplace is simply a necessary part of our society where people earn a living. It is a place where our moral obligations and laws equally apply, a place where human life is of ultimate importance and value. In the early years of industry, this value has not always been evident. Take this description of a tragic accident reported in a coal mine on December 8, 1879:“Oliver Thompson, shaftman, aged 35— While taking wooden partitions out of a ventilation shaft, he fell off the work platform a distance of 100 yards, there did not appear to be anything unusual to account for this accident.”"

Jan 1, 2004

By N. Behnood

"This paper describes how material selection, quality assurance, and failure investigation play important roles in the efficiency and safety of mining and metallurgical operations.INTRODUCTION Material selection, quality assurance, and failure investigation are all complementary elements of materials engineering in the application of materials technology for failure prevention. Based on commodity price increase of 300% between 2002 to 2013 [1] and increased cost ofcapital projects and operation, equipment failure, which in some cases causes complete shutdown of the operation, becomes a vital importance in mining and metallurgical plants. The following sections present a number of examples from many failure cases experienced by the author during his three decades of work as a materials engineer in the mining industry."

Jan 1, 2015

By Tapio Leskinen

"In the 1960’s, when large flotation machines appeared on the market, this was a part of a world-wide trend towards the use of ever larger machine units.One factor that has played a decisive part in this development is the increased of the amounts of ore that have to be handled as the exploitation of successively poorer ores becomes necessary. The advancing application of instrumentation and automation has worked in the same direction.In 1970, a working group was set up within Outokumpu Oy, for the purpose of flotation machine development. The principal task of this group was to be the design and development of- a new type of rotor of increased efficiency, especially for the dispersion of large amounts of air- a mechanical-pneumatic flotation machine of substantially larger size that existing plant.This development project required an extensive program of theoretical investigation and experimental studies at several concentration plants of the company.The commonest flotation machine presently used in the concentration plants of Outokumpu Oy is the VK-3. It is of the mechanical-pneumatic type, and the volume of its cell tanks is 2.5 m3 per shaft. This machine was developed within the company, and its first development phase i s represented by the OKKO 3, built for the Kotalahti concentrator in 1959. It was, in its time, comparable in volume to the largest machines that were then in use anywhere in the world."

Jan 1, 1976

DynoMiner APS Delivery Systems Overview ? New Design of DynoMiner APS-M2 ? Stand alone or attach to Cargo type 10,000 lb (4536 kg) emulsion bins. ? Hose reel w/200-ft (61-m) by 1-inch I.D (25-mm) hose capacity, power rewind. ? Increased water and trace capacity. ? Hose reel and gassing offered as options. ? New Flow Meter ? DN-100: aluminum body, UHMWPE rotors. ? Will be offered as an option. ? APS Nomenclature ? Proposed changes ? DynoMiner APS and APS-M1 to become DynoMiner APS Drifter ? DynoMiner APS-M2 to become DynoMiner APS Stoper. ? Both to have optional gassing / flow metering.

May 1, 2004

By Jennifer Pell

Dunsmuir Ventures? Nanuq diamond project is located approximately 250 km northeast of Baker Lake and 170 km north of Chesterfield Inlet. It occurs at the intersection of the Wager Bay shear zone with the Keewatin Arch, a major long-lived crustal uplift. The newly discovered diamondiferous kimberlites at Rankin Inlet, Repulse Bay and on Melville Peninsula also occur along this arch. Kimberlite indicator mineral (KIM) sampling has outlined a distinct KIM train more than 35 km long and 6 km wide. Geomorphological studies, boulder displacements and dispersion of magnetite in tills suggest that glacial transport distances were on the order of 4 to 6 kms only. The presence of multiple sources within the main Nanuq indicator train would account for its length and breadth. A second train has been located on the west central part of the property and anomalous concentrations of KIM occur elsewhere. Pyrope garnets (G9?s and G10?s), diamond inclusion field (DI) eclogitic garnets and DI chromites were confirmed by microprobe analyses. Clinopyroxene thermobarometry indicates a cool geotherm, approximately 35 mW/m2, and that mantle within the diamond stability field was tapped. An aeromagnetic survey has identified a number of anomalies. Those with down ice KIM support will have ground geophysical follow-up and will be tested in a spring 2004 drill program. Dunsmuir is optimistic that this will lead to the discovery of a new kimberlite cluster on the Nanuq property.

May 1, 2004