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Editor-in-chiefHeather Ednie [email protected] EditorsColumns, CIM News, Histories, Technical Section:Andrea Nichiporuk [email protected] and Features:Angie Gordon [email protected] Editor Joan TomiukPublisher CIM

Contributors Jon Baird, Philip Bousquet, R.J. Cathro,Shannon Clark, Florence Dagicour, Marlene Eisner, JeanFortin, Michael Fuller, Andrew Gillam, Fathi Habashi,Minaz Kerawala, Aymerie Lefebvre, Don Lindsay, DianeMountain, Glenn Nolan, Gordon Peeling, Paul Pigeon,Robbie Pillo, Sunita Prasad, Jean-Michel Rendu, JuanCarlos Reyes, Michelle Sabourin, Verónica Sánchez, PatStephenson, Peter Stoker, Paul Stothart, HaideeWeldon, Melissa Whellams, Dan Zlotnikov

Published 8 times a year by CIM855 - 3400 de Maisonneuve Blvd. West Montreal, QC, H3Z 3B8Tel.: 514.939.2710; Fax: 514.939.2714 www.cim.org; Email: [email protected]

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This month’s coverEMS coordinator, Sol Sato, and local volunteer,Nelsa Dapat, monitor water quality at Taal Falls,Philippines.Reproduced by kind permission of Xstrata

Layout and design by Clò Communications.

Copyright©2008. All rights reserved.ISSN 1718-4177. Publications Mail No. 09786.Postage paid at CPA Saint-Laurent, QC.Dépôt légal: Bibliothèque nationale du Québec.The Institute, as a body, is not responsible for statements made or opinions advanced either in arti-cles or in any discussion appearing in its publications.

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Sustainability on the roster

Sustainability. It’s a word that encompasses virtually everything we do.However, it’s a word some people feel is over-used. I remember attendingthe Global Mining Initiative conference in Toronto back in 2002, my first

mining conference where the focus was on the three tiers of sustainability:social, environmental and economic responsibility.

Today, I can’t imagine a mining conference where sustainability isn’t on theroster. The CIM Conference and Exhibition in Edmonton this past spring exem-plified that, themed Moving Beyond: Innovation for a Sustainable Future. I’msigned up to attend Caterpillar Global Mining’s Health, Safety, Environment andCommunity Forum in September. CIM is hosting the Mines and Environmentconference in November. The list is endless.

Whether you call it sustainability, stewardship or responsibility, the mineralsindustry has proven itself a leader in the field. Forever under close scrutiny dueto the nature of our operations, mining companies, suppliers, consultants andall our professionals have gone well beyond the suggested guidelines and pio-neered best practices in community engagement and inclusion, environmentalmanagement and energy conservation.

This issue of CIM Magazine focuses on sustainability, though it merelybrushes the surface of all the exemplary developments and efforts throughoutindustry. If you’re going to be active in our industries, you’re maintaining afocus on sustainable practices. As you read the many articles throughout thisissue, you can think of ways to apply some of these tools, processes andapproaches at your workplace.

We need to get the message out, beyond the boundaries of our peers, to edu-cate the public about the great strides we’re taking. Both the Voices fromIndustry column (page 82) by Don Lindsay, president and CEO of Teck Cominco,and the MAC Economic Commentary column (page 46) provide terrific gems ofinformation to help you develop a message to share with your kids, your com-munity — with society.

Enjoy the issue,

Heather EdnieEditor-in-chief

4 | CIM Magazine | Vol. 3, No. 5

A SUSTAINABLE FUTUREL’AVENIR DURABLE

CONTENTSCIM MAGAZINE | AUGUST 2008 AOÛT

8 Suncor Energy Foundation invests inBoreal wetland conservation Foundationinvests $1.5 million in Ducks Unlimited by S. Prasad

9 Your green magazineNew variety of grass makes reclama-tion easier by M. Kerawala

10 e3: environmental excellence inexploration Information resource continues toexpand and evolve by P. Bousquet

12 Towards Sustainable Mining MACinitiative an important vehicle for managing risksand challenges by G. Peeling and P. Stothart

Recycling the pots Alcan’s new pilot plantfirst to offer a way to recycle spent pot linings by D. Zlotnikov

14 Sustainability reporting — whybother? Effectively managing risk andprotecting reputations and brand value by A. Gillam

and D. Mountain

15 Giving back Sandvik supports Habitat forHumanity | Diavik partners with Yellowknife for aclean city | Elk Valley Coal contributes to state-of-the-art playground

16 New addition to CIM executive NouveauPrésident élu 2008-2009 by M. Eisner

17 One part yellowcake, three partscheese? Addition of cheese whey cuts downthe time and cost of environmental remediationprocess by D. Zlotnikov

18 Liquid engineering Using a fuel catalyst to improve efficiency and decrease emissions by D. Zlotnikov

19 Mining out of this world Planetary andTerrestrial Mining Science Symposium held atCanadian Space Agency by A. Gordon

21 Steering a course to sustainabilityMining industry addressing issues of social and environmental responsibility by D. Zlotnikov

25 Water works The growing importance ofwater management practices by P. Pigeon

26 Turning water into gold New water treat-ment technologies by D. Kratochvil

28 Risky business The what, why, when andhow of social risk assessment by M. Whellams

NEWS COLUMNS40 Engineering Exchange by H. Weldon

42 The Supply Side by J. Baird

43 Eye on Business by F. Dagicour

44 Student Life by M. Fuller

46 MAC Economic Commentary by P. Stothart

48 HR Outlook by V. Sánchez

49 Parlons-en par A. Lefebvre

50 Standards by P.R. Stephenson, J.-M. Rendu

and P.T. Stoker

52 First Nations by J.C. Reyes

53 Innovation Page by J. Fortin

54 Mining Lore by M. Sabourin

82 Voices from Industry by D. Lindsay

CIM NEWS61 A passion for science by S. Clark

63 Going green at EPCOR by R. Pillo

HISTORY69 Homestake, South Dakota (Part 1)

by R.J. Cathro

72 Migration and movement of scholars(Part 5) by F. Habashi

TECHNICAL SECTION75 This month’s contents

IN EVERY ISSUE4 Editor’s Message6 President’s Notes/Mot du président

61 Welcoming new members65 Calendar81 Professional Directory

FEATURED MINEMINE EN VEDETTE

55 No harm done Teck Cominco’s Duck Pondoperation by M. Eisner

59 Sans aucun mal L’exploitation Duck Pondde Teck Cominco

55

3630 Moving beyond The inclusion of

aboriginal people in the mining industry by G. Nolan

32 The green cycle Supplying environmentallyfriendly options throughout the mining cycle by M. Sabourin

36 Notre façon de faire Les practiquedurable : joindre les gestes aux paroles

38 Aller au-delà L’inclusion des Autochtones dansl’industrie minière

Greetings fellow CIM’ers!The world is changing and the mining industry, particu-

larly in Canada, is at the forefront of this change. Integral tothis evolution, of course, is the concept of sustainability.More than ever, our industry must take into consideration theenvironment and the communities in and around where weoperate. Not that we did this poorly before. Many of us grewup in communities founded by the mining activity in our area.However, the issues are more complex now, and our indus-try is certainly working hard to meet those challenges.

Through its Toward Sustainable Mining initiative, theMining Association of Canada has helped guide the way bysetting accountable standards of performance for its mem-bership. Our industry is the single largest employer of abo-riginal people in Canada, and has signed more Impact andBenefit Agreements than all other industries combined.

So, where does CIM fit in all of this? Well, for starters,we are the vanguards of our industry. Our membershipmust continue to exhibit this leadership as we demonstrateour values for knowledge sharing and networking.

One of the ways in which CIMhas accomplished this is through itsdynamic and interactive Mining inSociety program, which was initiatedfour years ago. Aimed at educatingthe public — and school-aged chil-dren, in particular — about the vitalrole that mining plays in our every-day lives, it helps to demonstrate thepositive ways in which miningimpacts the world around us.

Going forward, CIM — throughits various initiatives, conferences,publications and copious members’activities — is at the heart of communicating this messageof sustainability, which will represent an important mandatefor the organization and the industry as a whole.

Regards,Jim Gowans

Chers (chères) collègues de l’ICM!Le monde change et l’industrie minière, surtout au

Canada, est à l’avant-garde de ces changements. Une par-tie intégrante de cette évolution est, bien entendu, le con-cept de durabilité.

De plus en plus, nous devons tenir compte de l’environ-nement et des communautés dans lesquelles et à proximitédesquelles nous exploitons. Non pas que nous n’en tenionspas compte avant! Plusieurs parmi ont grandi dans des com-munautés basées sur l’activité minière régionale. Toutefois,les enjeux sont maintenant plus complexes et notre industrietravaille certes très fort pour faire face à ces défis.

Grâce à son initiative Vers le développement minierdurable, l’Association minière du Canada a aidé à tracer lavoie en établissant des normes de responsabilité de ren-dement pour ses membres. Notre industrie est le plusimportant employeur d’Autochtones au Canada et a signéle plus grand nombre d’Ententes sur les répercussions etles avantages que toutes les autres industries combinées.

Quel est le rôle de l’ICM dans tout cela? Toutd’abord, nous sommes la tête d’avant-garde de notreindustrie. Nos membres doivent continuer à démontrerce leadership alors que nous affirmons l’importance quenous accordons au partage des connaissances et auréseautage.

L’ICM a accompli ce rôle entre autres par Les minesdans la société, le programme dynamique et interactifinitié il y a maintenant quatre ans. Son but est d’éduquerle public – plus spécifiquement les enfants d’âge sco-laire – sur le rôle vital des mines dans notre vécu quo-tidien; aidant ainsi à démontrer l’impact positif de l’ex-ploitation minière sur ce monde dans lequel nousvivons.

En allant de l’avant, l’ICM – par ses diverses initia-tives, congrès, publications et nombreuses activitéspour ses membres – est au cœur de la diffusion de cemessage de durabilité qui formera un important mandatpour l’organisme et l’industrie en général.

Meilleures salutations,Jim Gowans

Jim Gowans, CIM President Président de l’ICM

president’s notesThe times they are a-changing


Que de changements par les temps qui courent!

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Suncor Energy Foundation, a pri-vate non-profit charitable foundationestablished by Suncor Energy Inc.,invested $1.5 million in DucksUnlimited Canada (DUC) as part oftheir efforts towards conservingCanada’s wetlands. DUC is a national,private, non-profit organization thathas been involved in wetland conser-vation for 70 years.

The new commitment will establisha five-year partnership through DUC’sWestern Boreal Program (WBP) toenhance best management practicesfor oil and gas operations that protectand maintain wetland and watershedhealth. The group’s work will includegathering and sharing examples ofbest practices in the oil and gas indus-try, coordinating research into water-shed function and helping to raiseawareness of the importance of wet-

lands to all Canadians.“Suncor recognizes

water is a preciousresource that must be managedwisely,” said Gord Lambert, Suncor’svice president, sustainable develop-

Suncor Energy Foundation invests in Boreal wetland conservation

ment. “We want to be part of the solu-tion to help ensure the health of ourwetlands and the surrounding boreallandscape.”

Wetland loss is continuing at analarming rate, and much of DUC’s

work involves finding unique ways ofengaging landowners, industry, gov-ernment and the public to conservewetlands. Wetlands act as naturalwater filters, reduce the effects offloods and droughts, offer recreationalopportunities and provide homes forwaterfowl and other wildlife. They arealso integral to the removal of carbon,thereby mitigating greenhouse gases.

Eric Butterworth, manager, territo-rial and boreal operations for the WBP,emphasized the importance of sus-taining the wetlands. “There is astrong connectivity within the borealforest system, which mainly consistsof fens, bogs, swamps, marshes andponds,” he explained. “We haveinvested in hydrology research at theUniversity of Alberta to better under-stand the issues of construction inorder to protect the disruption to thewetlands. Collaboration with industryis a mutually beneficial situation, andthe minerals industry is very muchinterested in reducing their footprinton the landscape.” CIM

“With global warming upon us, John has started a fur-thinning salon… and may even sell Arctic franchises.”

Boreal wetlands provide a critical habitat for waterfowl.

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by Sunita Prasad

007-019 News 7/16/08 9:55 AM Page 8

August 2008 | 9

New variety of grass makes reclamation easier

Scientists at the Alberta Research Council (ARC) havedeveloped a new grass that promises better and easier landreclamation. Grouse Green Needlegrass, a native perennialprairie variety, will be commercially available from theBrettYoung seed company within two years.

A number of characteristics make this grass desirable forland reclamation. “Our variety has far greater germinationrates than needlegrass in the wild,” explained Jay Woosaree,who leads ARC’s native plant development project. It alsoforms a well-developed deep root system, which makes it agood soil stabilizer. When full-grown, it stands one to twometres tall and creates good habitat for wildlife.”

Gloria Weir, BrettYoung’s reclamation regional accountmanager, adds that because it is a native variety, “companies

reclaiming land in Canada can have confidencein its performance as it is well-suited to condi-tions on the Canadian prairies.” Moreover, its

decomposing leaves help build the soil’s organic composition. Here, then, is a humble grass that can not only help restore

degraded lands but also encourage biodiversity. Its develop-ment and that of other native varieties at ARC is supported bythe Canadian Association of Petroleum Producers, the SmallExplorers and Producers Association of Canada, HuskyEnergy, Talisman Energy, Alberta Sustainable ResourcesDevelopment and BrettYoung. CIM

by Minaz Kerawala

Your green magazineInformative, up-to-date and eco-friendly

Since February 2008, CIM Magazine has been printedon eco-friendly paper certified by the ForestStewardship Council (FSC). The FSC is an independent,international non-governmental agency that appliesstringent standards to certify products that come fromforests judiciously managed to meet the social, eco-nomic and ecological needs of present and future gen-erations. FSC certification is therefore a hallmark ofenvironmentally responsible production. In addition, themagazine is printed using eco-friendly, vegetable-based inks and our printer ensures that all printedwaste paper is recycled. CIM

007-019 News 7/16/08 9:55 AM Page 9

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In the minerals sector, it is anexploration crew that often introducesour industry to a community, and it istheir activity that begins the relation-ship. From its very earliest communi-cations and field work, a company isworking to build trust and credibilityas it conducts exploration to assess thepotential of a site. Both the technicaland the social aspects of its work con-tribute to determining the risk andvalue of investing more time and effortin a project.

Environmental excellence inexploration (e3) is an informationresource that is intended to raise

awareness of theseissues and toenhance the mineral

industry’s sustainability throughimproved company performance.Developed through the contributions

e3: environmental excellence in exploration

of industry leaders and managed bythe Prospectors and Developers

Association of Canada (PDAC), it is a comprehensive, Internet-basedtoolkit that offers leading examplesof environmental and social responsi-bility in the minerals industry. e3provides users with practical guide-lines on exploration activities, com-munity engagement and environ-mental management. Registration isfree and PDAC is working to ensurethat it continues to be an accessibleresource that reaches the broadestpossible audience.

New users and new contentNow in its fifth year, e3 is continu-

ing to expand and evolve. With over2,500 registered users operating inover 40 countries, it is increasinglybeing recognized as an essential toolfor mineral exploration and commu-nity engagement. Users come from awide variety of sectors. While many(roughly 42 per cent) have a mineralexploration or mining company back-ground, there are a growing number ofusers from universities and colleges,aboriginal communities and organiza-tions, environmental consulting fields,and government and non-governmen-tal organizations.


by Philip Bousquet

Low impact drilling in Indonesia.

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Government regulators and affected communities areturning to e3 as a source of information on mineral explo-ration practices. They expect high standards of performance,and the industry must deliver on these expectations in orderto maintain its social licence to operate. Therefore, it isimportant to ensure that e3 continues to be relevant, currentand easily accessible.

In the past two years, PDAC has implemented severalenhancements to the e3 database that improved the techni-cal structure (e.g. registration, search engine) and accessibil-ity of the site (e.g. translation into French, Spanish,Portuguese and Russian). New content is being developed torespond to user requests for guidelines on uranium explo-ration, as well as practical information and case studies thataddress community engagement, cultural heritage andarchaeological issues. In September 2007, a new registrationinterface was launched to determine whether a direct “cor-porate link” will encourage greater awareness and usageamong company employees.

Sustainable development framework for exploratione3 continues to evolve to meet the needs of the minerals

industry. Commencing in October 2007, PDAC embarkedon the development of a Sustainable Development Frameworkfor Exploration that will include high-level principles, per-formance guidelines, performance criteria and indicators,reporting guidelines and a consideration of an assurancemechanism.

The principles and performance guidelines strive toanswer the “why” and “what” of applying good practicein mineral exploration. The “how to” of applying goodpractice will be supported by e3, which will be integratedinto the Sustainable Development Framework forExploration.

August 2008 | 11

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We understand both.

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About the author Philip Bousquet is the director, sustainability,and e3 project manager, Prospectors and Developers Association ofCanada.

Conclusion Whether operating in Canada or

internationally, mineral explorationcrews are now viewed as ambassadors forthe global mining community, and theirsuccess in managing the environmentaland social aspects of their work plays acritical role in determining the future ofa project. e3 is one of several industryinitiatives that demonstrate a concern forgood environmental performance andgood community relations, thereby con-tributing to the sector’s sustainability.

Canadians are world leaders in min-eral exploration and mining and we areleading the way in developing tools thatpromote excellence in environmentalstewardship and community engage-ment, both in Canada and inter-nationally. CIM

Low impact drilling in a remote area.

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007-019 News 7/16/08 9:55 AM Page 11

Recycling the potsAluminium is a modern-day sta-

ple. Despite being in use for just over150 years, total annual production ofaluminium (approximately 50 mil-lion tonnes) is second only to steel.

Even though alu-minium is very abun-dant, it is found in

nature in very stable forms, whichrequire great expenditures of energyto break down. This is the reason thefinal metal is sometimes referred to as“stored energy” — energy costsaccount for a full third of the totalcost of production.

Beyond energy, there is also anissue surrounding byproducts —spent pot linings, in particular.

“Aluminium is smelted in what arecalled pot lines,” explained StefanoBertolli, Rio Tinto Alcan’s director ofcommunications. “These lines areusually composed of around 300pots.” Each of the pots is lined with athick layer of graphite or carbon,which serves as the cathode in theelectrical smelting process. “Theselinings have a useful lifespan of five toseven years,” continued Bertolli.

At the end of that period, the lin-ings must be discarded and replacedwith new ones. The environmentalproblem has always been the disposalof the spent linings, which can releasesulphur dioxide and fluoride whenexposed to the elements.

Alcan’s new pilot plant inSaguenay-Lac-Saint-Jean, Quebec, isset to change that. It is the first plantto offer a way of recycling the spentpot linings.

“We are prepared to process 80,000tonnes of linings at the pilot plant,”said Bertolli. The process is expectedto recover a portion of the original lin-ing for reuse and render the remainingbyproduct inert, ready for safe (andmuch less costly) disposal.

The primary goal of the $180 mil-lion facility is to take care of Alcan’sown pot linings, but if the plant provesto be a success, there is the potential tooffer the recycling option to other alu-minium smelters as well. CIM

news

Towards Sustainable MiningAn important, effective and evolving tool for the Canadian mining industry


by Dan Zlotnikov

Mining firms in Canada and inter-nationally face a range of challengesin the social-environmental sphere.Activities associated with exploringfor and extracting minerals, and pro-cessing them into useable products,all impact upon the environment bydisturbing land and generating waste.They also require significant consul-tation with governments, aboriginalgroups and other affected parties.

The Towards Sustainable Mining(TSM) initiative of the MiningAssociation of Canada (MAC) is animportant vehicle through which

companies canrespond to theserisks and challenges.TSM, when formally

launched in 2004, represented theculmination of several years ofresearch and consultation. Thisresearch led MAC to construct an ini-tiative that was highly dependent onpartnership with stakeholders for itssuccess and that draws, in its gover-nance, upon the formal participationof environmental and social groups,

aboriginal organizations and busi-nesses. Adherence to TSM’s principlesand disciplines is a condition of mem-bership in MAC.

From the outset, MAC’s membersidentified the need for performance

indicators to provide a consistentframework for evaluating andreporting on industry performanceagainst the TSM guiding principles.Indicators and protocols were there-fore developed to guide performance

The TSM initiative is an important vehicle through which companies can respond to social-environmental risks and challenges.

by Gordon Peeling

and Paul Stothart

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in four critically important areas —tailings management, energy useand greenhouse gas emissions management, external outreach and crisis management planning.Companies are judged and rankedfrom one (beginner) to five (best inclass) on a broad range of measuresin these areas.

In addition to annual reporting onthese indicators, external verificationof performance results by outsideprofessional verifiers began in 2007.This step affirms our members’ com-mitment to transparency, accounta-bility and continuous improvement.It also makes MAC the first miningassociation in the world to respond tothe expectations of its communitiesof interest, by implementing externalverification in a consistent way acrossits membership.

Beyond the four performanceareas, TSM has more recently soughtthe input of its “community of inter-est” advisory panel, to help set newpriorities and to develop two newperformance areas relating to aborigi-nal relations and biodiversity. Multi-stakeholder workshops and othersources of input have helped MACdevelop draft policy frameworks foreach area — these will progress overthe coming months.

In 2005, MAC and the TSM ini-tiative won the Globe Foundation’sAward for EnvironmentalExcellence. TSM has been broad-ened and strengthened during theensuing years — such as throughthe verification system and thedevelopment of new protocols andindicators. As well, the existingindicators continue to be refinedand updated. For example, we arepresently developing an improvedguidance document and workshopson energy and greenhouse gas man-agement to help companiesimprove their TSM reporting andprogress in this important and verytopical area.

Towards Sustainable Mining willevolve in the coming years. It willcontinue to exchange information

with organizations, such as theInternational Council on Miningand Metals and others, as theydevelop processes to advance theirmember performance in environ-

mental and social areas. TSM hasbeen a world-leading initiative sinceits formation and will continue toaim for this leadership position inthe years to come. CIM

August 2008 | 13

About the authors Gordon Peeling is president and CEO and Paul Stothart is vicepresident, economic affairs of MAC.

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It is undeniable; our world is smalland getting smaller. Globalization isbringing convergence in many indus-tries, while simultaneously creatingthe need for greater stakeholder inti-macy. Empowered stakeholders aredemanding that businesses providepractical demonstrations of their com-mitment to the principles of sustain-ability. This is especially true for min-ing companies, which often operate atthe interface of the developed and thedeveloping worlds.

So, how can mining companiesbuild a more cohesive image and pro-tect their reputations and brand value?One essential element is through effec-tive stakeholder engagement. Byattracting and retaining a diversegroup of stakeholders, global miningcompanies can forge strong relation-ships and build brand value.

How does sustainability reportingfit in? One part of the answer is effec-tive stakeholder engagement — andsustainability reporting is a valuabletool for conveying information andinviting dialogue. Over the past decade,in particular, the growth of this practicehas been accelerated by the dramaticincrease in socially responsible invest-ment (SRI) and the role of rating agen-cies such as the global Dow JonesSustainability Index, FTSE 4Good inthe UK and the Jantzi Index in Canada.

The Global Reporting Initiative(GRI) guidelines have emerged as awidely used platform to help organi-

zations get themost out oftheir non-f i n a n c i a l

reporting efforts. The guidelines rep-resent a multi-stakeholder perspec-tive on what should be included in acorporate sustainability report. Theguidelines, now in their third edition,are known as the G3 Guidelines. Inaddition to the guidance on manage-ment discussion and performanceindicators — which can be used as a

Sustainability reporting — why bother?

checklist when considering what toinclude in a report — the G3Guidelines also articulate the under-lying principles of transparency,materiality, accuracy, etc., which arecritical to producing a report thatmeets stakeholder needs and is a trulyuseful communication tool.

The International Council on Miningand Metals (ICMM) has partnered withGRI to develop supplementary guidancefor mining companies to use in address-ing topics that are specific to this indus-try, similar to other sector-specific sup-plements for electric utilities, for exam-ple. ICMM member companies mustcommit to reporting in accordance withthe GRI guidelines and the mining andmetals sector supplement.

GRI recently commissioned a sur-vey of individuals who read non-finan-cial reports (Count Me In: The readers’take on sustainability, KPMG andSustainAbility, 2008). With more than1,800 responses from report readers,90 per cent of them said their view ofa reporting organization had beeninfluenced by reading its sustainabilityreport, with 85 per cent of those indi-cating a more positive perception.

Leading companies, such as BHPBilliton and Rio Tinto, use the process of

by Andrew Gillam and Diane Mountain

AchievementsBarrick Gold Corporation recently marked its 25th anniversary. Barrick has 27operating mines and 10 projects in progress located on five continents. Itemploys more than 20,000 people.

Anglo American won three awards at the inaugural Commonwealth BusinessCouncil - African Business Awards in London on July 3, 2008: the BestInternational Business in Africa award for its contribution to business growthand development; the Biggest Contribution to the Millennium DevelopmentGoals award for commitment to poverty alleviation and social and communityinvestment; and the Gender Sensitivity award for its Women in Mining pro-gram and its focus on the feminisation of the HIV/AIDS epidemic in its com-munity programs. Chief Executive Cynthia Carroll commented, “These presti-gious awards are a tribute to the excellent work that colleagues do throughoutour operations.”

developing a report as a tool for improv-ing stakeholder engagement. One valu-able process these companies employ isto reach out to stakeholders across allaspects of a company’s geographic andoperational footprint and identify whatissues stakeholders are raising that areimportant to them and have the biggestimpact on the reporting company.

Even the most successful miningcompanies can benefit from keepingan eye on the broad social trends intheir country or region, as well as thelocal issues that affect workers andfenceline communities. This doesn’tmean that a company has to constantlychange to accommodate the latestmanagement fad or PR fashion. Rather,leaders in the global mining industrycan take advantage of feedback from adiverse set of stakeholders to moreeffectively manage risk and protecttheir hard-earned reputations. CIM

About the authors Andrew Gillam isvice president, Strategic Advisory forEnvironmental Resources Management Ltd.(ERM), based in Vancouver, BritishColumbia, and Diane Mountain is a seniorconsultant with ERM’s Strategic Advisorypractice, based in Washington, DC.

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Home is where the heart is

Sandvik Mining and Construction recently sent 10employee volunteers from the United States and

Canada to help support Habitat for Humanity’s 25thannual “Jimmy and Rosalynn Carter Work Project” in theGulf Coast.

This five-day event was attended by the former U.S.President and his wife as well as thousands of volunteersfrom around the world. The purpose was to constructand rehabilitate 60 houses and frame up 48 more in thehost cities of Biloxi, Gulfport and Pascagoula,Mississippi. In addition, the event hoped to raise aware-ness of the ongoing recovery efforts taking place alongthe Gulf Coast in the wake of hurricanes Katrina andRita. As part of the event, houses were also built andrepaired by volunteers in several communities inLouisiana, Mississippi, Texas and Alabama. In total,more than 250 houses will be built or rehabilitated bythe end of the year as part of Habitat for Humanity’s 2008Carter Work Project.

“Sandvik is happy to have participated in this veryworthy cause,” said John Remakis, the company’s market-ing manager. “People all over have been moved by thedetermination of this region to rebuild homes and com-munities in the wake of the hurricanes. Sandvik’s involve-ment in the construction industry made it a natural fit forus to participate, and we were especially fortunate inbeing able to send a highly motivated group of employeevolunteers.”

A real gem

A s part of the Polish the Gem cleanup campaign, the cityof Yellowknife and Rio Tinto’s Diavik Diamond Mines

Inc. unveiled the Madvac S300 Sidewalk Sweeper on June27, 2008. According to Mayor Gordon Van Tighem, this is“more than just a piece of machinery. The Madvac shouldbecome a symbol of Yellowknife’s ongoing commitmentand pride in a clean capital city. Let's keep our gem pol-ished!”

Diavik President Kim Truter reports: “For our part,Diavik employees recently participated in the springcleanup and helped celebrate with a barbecue on MainStreet. As with our other community projects, we are onceagain pleased to partner with the city to purchase the side-walk sweeper, which will help polish our city.” Diavik’sother community support endeavours have included theSideDoor Youth Centre, the Shorty Brown Arena, the BaileyHouse Transition Home and, most recently, the TerritorialDementia Facility.

August 2008 | 15

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Giving backThe play’s the thing

The children of the Crowsnest Pass community ofBlairmore, Alberta, will soon have a playground to boast

of to visiting friends and cousins. Their state-of-the-artspace will feature a crumb-rubber safety surfacing madefrom recycled-tires, making it completely wheelchairaccessible. Elk Valley Coal is contributing $60,000 to itsconstruction. The company will also help fund similarfacilities in the three British Columbia communities ofElkford, Sparwood and Fernie. Lori Groat, project coordi-nator, teacher and member of the Isabelle Sellon ParentCouncil said: “The children have been without a play-ground here for many years and we are excited to movetoward a new facility that will encourage healthy activityfor children in a safe, fun environment.”

“We are proud to contribute to legacy playground proj-ects in the communities where so many of Elk ValleyCoal's employees live,” said Doug Stokes, vice president ofoperations, adding, “Safe and environmentally friendlyplaygrounds reflect values that we embrace both on andoff the job.”

007-019 News 7/16/08 9:55 AM Page 15

news

According toMichael J. Allan,knowledge-shar-ing and fellowshiphave always beenimportant man-dates for CIM. AsCIM’s president-elect for 2008-2009, Allan willhave an opportu-nity to share his

time, passion and the expertisegained so far in his illustrious career.

Allan was born and raised inVancouver, British Columbia, gradu-ating in 1973 from the University ofBritish Columbia with a B.A.Sc. in

mineral engineering. After graduation, he

worked for four years asa metallurgist and shift foreman atGibraltar mine. In 1977, he joinedTeck Corporation, working for threeyears as chief metallurgist at Afton

New additon to CIM executive

Nouveau Président élu 2008-2009

mines in Kamloops, followed by fouryears as chief metallurgist and millsuperintendent at the Highmontoperation in the Highland Valley.

In 1984, he joined WrightEngineers in Vancouver as an engineer-ing consultant, working on a varietyprojects in Chile, Spain and Canada.Ten years later, he moved to H.A.Simons and helped to establish theSimons Mining Group (now AMEC).He worked there as a manager of min-eral processing and ultimately, as headof business development.

In 1998, Allan rejoined TeckCorporation to work on the detaileddesign of the Antamina project in Peru.He was then promoted, in September1999, to the position of vice president,engineering and continues to lead theengineering and evaluations functionswithin Teck Cominco.

Allan has been involved in CIMactivities throughout his career sincefirst joining as a student member while

Michael J. Allan, président élu del’ICM pour 2008-2009, est né et a étéélevé à Vancouver, en Colombie-Britannique; il a obtenu un baccalau-réat (B.A.Sc.) en génie minéral del’Université de la Colombie-Britannique en 1973.

Après avoir obtenu son diplôme, M.Allan a travaillé durant quatre anscomme métallurgiste et contremaîtrede quart à la mine Gibraltar. En 1977,il s’est joint à la Corporation Teck, tra-vaillant durant trois ans aux minesAfton à Kamloops; il a ensuite été chefde l’usine de traitement Highmont,dans la vallée Highland, pour une péri-ode de quatre ans.

En 1984, il s’est joint à la firmeWright Engineers à Vancouver en tantque consultant en ingénierie, travail-lant sur des projets au Chili, en

Espagne et au Canada. Dix ans plustard, il rejoignait H.A. Simons et aidaità fonder le Simons Mining Group(maintenant AMEC).

En 1998, M. Allan est retourné à laCorporation Teck pour travailler à laconception détaillée du projetAntamina au Pérou. Il a par la suite étépromu vice-président de l’ingénierieen septembre 1999 et il continue à êtreresponsable de l’ingénierie et des éval-uations chez Teck Cominco.

M. Allan a été impliqué dans desactivités de l’ICM depuis qu’il a adhéré àl’Institut alors qu’il était étudiant univer-sitaire. Il s’est impliqué activement dansde nombreuses sections, dont présidentdes sections South Central etVancouver; il a aussi été vice-présidentdu District no 6 en 1997-1998 et respon-sable du Comité de recrutement durant

quatre années. En janvier 2008, M.Allen a reçu le prix de Minéralurgiste del’année accordé par la Société canadi-enne du traitement des minéraux.

M. Allan dit que malgré son inac-tivité auprès de l’ICM ces dernièresannées, il se réjouit à l’idée d’y êtreplus actif. « L’ICM a toujours étéune organisation importante », dit-il. « L’Institut fournit un bon moyende connaître l’industrie et de ‘sebrancher’, du point de vue réseau-tage et technique. C’est très intéressant – peu d’industries possèdent ce genre de compagnon-nage. L’exploitation minière a tou-jours été une industrie dure etexigeante et nous partageons l’opin-ion suivante : ‘J’ai appris commentfaire; je devrais donc partager mesconnaissances’. » CIM


in university. He has been activelyinvolved in several branches, is a pastchairman of the South Central andVancouver branches, served a term asDistrict 6 vice president in 1997-98and headed the MembershipCommittee for four years. In January2008, he was awarded the MineralProcessor of the Year award by the CIMCanadian Mineral Processors Society.

Allan said that after having notbeen very active in CIM activities forthe past several years, he’s looking for-ward to getting more involved again.“CIM has always been an importantorganization for my career,” he said.“It provides a good way to learn aboutthe industry and to connect, bothfrom a networking aspect as well astechnically. It’s interesting — notmany industries have that sense of fel-lowship. Mining has always been atough business, so I guess we figure‘I’ve learned to do this and I shouldshare that knowledge.’” CIM

by Marlene Eisner

007-019 News 7/16/08 9:55 AM Page 16

When it comes to uranium and theenvironment, public opinion has beendivided for years. Some environmentalgroups view nuclear power as the solu-tion to the carbon emission problem,but others point to the damage causedby the extraction process and the risksinherent in storing the spent fuel.

Cameco, a major producer of ura-nium yellowcake, has been improvingthe extraction side of the equation foryears. But a recent process improve-ment comes from a most unusualsource — cheese whey.

Cameco’s operations include the in-situ Smith Ranch mine in the UnitedStates. To extract the uranium, thegroundwater is pumped out, mixed

with sodiumbicarbonate andpumped back intothe mine. There,the mixture dis-solves the ura-nium and is thenpumped back tothe surface wherethe uranium isextracted. Thefinal step in theprocess, as part ofthe environmentalremediation pro-

gram, is to return the groundwater toits original composition.

Until recently, that final step wascostly and time-consuming, requiringthe use of significant amounts of

chemicals. However, aCameco research teamhas found a new

approach that has drastically cut downthe time and cost involved: addingcheese whey to the mix. The whey, anutrient-rich byproduct of cheesemak-ing, serves to encourage growth of thebacteria historically found in the localrock formations. In turn, the bacteriacause a dramatic reduction in the con-taminants, uranium and seleniumremaining in the water.

news

A recent process

improvementcomes from

a most unusual

source — cheese whey

One part yellowcake, three parts cheese?

This bioremediation approach hasproven to be cheaper, safer and moreenvironmentally friendly than previ-ous methods, and Cameco intends to

implement the technique, which iscurrently in the process of beingpatented, at the Crow Butte in-situoperation as well. CIM

August 2008 | 17

North American Construction Group is the premier provider of mining, heavy construction,piling and pipeline services in Western Canada.

WE’RE MORE THAN JUST BIG EQUIPMENT.Our difference is in our unique talent and knowledge, combined with an unmatched history of over 50 years as an industry leader.

by Dan Zlotnikov

007-019 News 7/16/08 9:55 AM Page 17

news

The job of a site manager has alwayspresented its share of challenges, butcurrent circumstances certainly aren’tmaking things any easier. Financialpressure is continuing to mount as oilprices maintain their upward trend.Environmental regulations are growingmore stringent by the day, placingtighter limits on maintenance sched-ules, and sometimes even requiring thereplacement of units that fail to meetthe new emissions guidelines.

Rudy Pollino, a site manager at VeoliaEnvironmental Services, was confrontedby just such a challenge with one of hiscompany’s units — a Hitachi 330L exca-vator. “From the time I bought that exca-vator, it was smoking,” said Pollino. “Icalled the manufacturer and was toldthat it was normal and that this machinewould keep running just fine.”Meanwhile, Pollino was told that themachine wouldn’t pass the emissionstest when the new guidelines came intoeffect. At that point, he realized that hewould have to replace the machine itself.

However, around this same timePollino was approached by a represen-tative from American Clean EnergySystems (ACES) who was promoting adiesel fuel additive that was purportedto boost fuel efficiency by 15 per cent,lower particulate emissions by 50 percent, and decrease carbon monoxideand dioxide emissions as well asengine part wear. Pollino decided thatthe fastest way to make the rep disap-

pear was to prove theproduct for the“snake oil” he fig-

ured it had to be, given its lofty claims.So he put it to the ultimate test — thesmoking excavator. “I dedicated a tankto the fuel with the additive, andfuelled only the excavator from thattank,” said Pollino, “and three dayslater you couldn’t tell the machine wasrunning and it had stopped smoking.”

Pollino’s data also showed an 18 percent decrease in the excavator’s fuel

Liquid engineeringUsing a fuel catalyst to improve efficiency and decrease emissions

use. The two factors together wereenough to convince Pollino to startusing the product in his entire fleet.Over the last five years, Pollino’s 30-machine fleet — which ranges from 6-inch diesel-powered water pumps to50-ton 836G and H compactors to D8bulldozers — showed consistent fuelsavings of 18 to 21 per cent.

ACES isn’t new to the fuel additivegame. Brian Schubert, the company’svice president of chemical technologiesand special projects, said that the orig-inal idea emerged out of a U.S. militaryremote-controlled drone project.Schubert explained that the drones’stealthy nature meant that regular fuelcould not be used for fear that a sparkfrom the spark plugs could be detected.But the alternative, castor oil-basedfuel had a tendency to gum up theengine to the extent that after everyflight, the drone had to be disassem-bled and cleaned. ACES’ solution wasto improve the combustion cycle effi-ciency and increase the lubricity insidethe engine. With that first success,ACES realized they could alter the for-mulation slightly and get the same ben-efits from ordinary diesel and gasolineengines. Forty years and $10 million ofindependent testing later, the productis now available for commercial use.

The ACES product, Schubert clari-fied, isn’t an additive in the com-monly used sense of the word, butrather a catalyst. Whereas the major-ity of fuel additives alter the chemicalcomposition of the fuel, a catalystalters the physical properties of themix, but does not directlyparticipate in the com-bustion.

However Schubert cau-tioned that the advantagesof the additive don’t alwaysshow themselves in threedays. In fact, he said thecompany now insists onan extensive evaluation


by Dan Zlotnikov

period with every new client. “Whenwe enter into an evaluation, we workwith the client to select a representativesample of their equipment — at least10 per cent of their fleet,” he explained.“Then we bring in a third-party com-pany and run each of the selected unitsfor a full hour to get a baseline.” Withthat baseline in hand, the units gothrough a cleanout cycle (at double thenormal additive ratio), rangingbetween 30 and 45 days, depending onhow heavily each machine is used. It’snot uncommon to see an increase inemissions at that stage, as the carbonresidue accumulated in the engine isdislodged.

Following the cleanout cycle, themachines are used at the regular additiveconcentration of 1:2000 for three to sixmonths, to allow the adaptive strategysystem to adjust to the new fuel mix, andthe lubricity-increasing component topermeate the metal and take full effect.But at the end of this period, when thethird-party evaluator is brought back tocompare the results, Schubert said thatthe improvements are dramatic. Withindependent tests conducted by groupslike the U.S. Department of Energy andthe NASA Goddard Space Center, hesaid that ACES has a large amount ofdata to back up its claims.

Using a fuel catalyst probably won’tsolve the current climate crisis, andthe job of a site manager will definitelycontinue to be a challenging one; how-ever, it does represent a step in theright direction — at a time when everystep counts. CIM

Moving on upGeorge Flumerfelt has been appointed the newChairman of the Ontario Mining Association(OMA). Flumerfelt started at J.S. Redpath Ltd. in2003 and became president and CEO in 2005. Hehas served in various capacities at the OMA. Hispresent appointment will be for a two-year term.

007-019 News 7/16/08 9:55 AM Page 18

news

What in the world — orbeyond it — does mininghave to do with spaceexploration? Dale Boucher,chairman of the recentPlanetary and TerrestrialMining SciencesSymposium (PTMSS), isused to hearing this ques-tion. Boucher, who is thedirector of innovation atthe Northern Centre forResearch and Technology(NORCAT) located inSudbury, admits that atfirst glance the connectionis non-intuitive. However,the possibility of forgingthis link and fostering col-laboration between thetwo sectors is exactly whatbrought experts from theworlds of mining andspace exploration togetherat the symposium.

CIM was a platinumsponsor for the three-day conference,now in its fifth year. For the first time,the PTMSS, which in previous yearswas held at NORCAT headquarters,took a road trip down the 401 to theCanadian Space Agency, in St. Hubert,Quebec. Delegates included represen-tatives from the National Aeronauticsand Space Agency (NASA), theCanadian Space Agency (CSA),Canadian and U.S. academia and pri-vate corporations.

The conference fea-tured a mix of presen-tations, technical ses-

sions, workshops and technologydemonstrations focusing on solidplanet science — that is, the scienceand technologies of exploring theearth, its moon and other planetarybodies for the purpose of study orfor assessing resource extractionpotential.

Boucher said that his realization ofthe synergy that exists between min-

Mining out of this world

ing and space exploration came whileattending a NASA conference abouteight years ago. “I learned that thespace agencies view the moon as astepping stone to Mars,” explainedBoucher. Basically, in an effort toreduce the astronomical costs oftransporting fuel, materials and sup-plies from earth into space, agencieshad begun exploring the potential ofcreating a station on the moon fromwhich they could extract and pro-duce materials that could supportmissions to Mars.

“When I began talking to peoplearound NASA and CSA, it becamereadily apparent that what they weretalking about was a mining activity,”said Boucher. It occurred to him thatthe knowledge, expertise and tech-nologies that they postulated wouldmake the dreams of a lunar spacestation possible were basically thoseof in situ mining resource utiliza-tion. “That’s where I stepped back

and said: ‘Wait a minute. It doesn’tmake any sense that a bunch of peo-ple who are very capable at flyingspace shuttles and rockets figure outhow to re-do mining. Why don’t weget the two industries together andsee if we can create some synergiesand get a jump on this learningcurve?’”

Meanwhile, Boucher is quick topoint out that the benefits from thiscollaboration are certainly reciprocaland that this collaboration has led tomany advances in mining technolo-gies as well, including the develop-ment of drill bits that are being usedspecifically for sidewall drilling in theoil and gas industry. “Both industriesstand to gain a lot of ground by step-ping up to the plate,” said Boucher. Inthe mean time, they will have anotheropportunity to explore these synergis-tic connections at next year’s confer-ence, which will be held in Toronto inJune 2009. CIM

August 2008 | 19

by Angie Gordon

UNAMEEP 1 (UTIAS/NORCAT Autonomous Mobile Excavation and Exploration Platform) commencing an autonomous excavation taskduring the 2008 PTMSS conference.

007-019 News 7/16/08 9:55 AM Page 19

by Dan Zlotnikov

In today’s environmentally sensitive world, you’re unlikelyto find a mining company that hasn’t had to field ques-tions about its environmental record. Still, as legislationand public awareness continue to set new goals for envi-ronmental and social responsibility, the race towards more

sustainable operations is one in which all industry membersmust participate.

While sustainability is certainly not a new concept for min-ing companies, the importance of its pursuit cannot be over-stated. “Mining companies have been aware of sustainabilityissues and managed them, but have been doing so implicitly,”said Henry Stoch, senior manager for corporate responsibilityand sustainability at Deloitte. “But today’s legal and socialenvironment is one that requires this to be explicitly includedin a company’s strategy.”

Managing riskThe need for a global strategy, Stoch explained, comes

down to managing one’s risk. One illustration of this practiceoffered by Stoch was the work of Anglo American in some ofits African operations. “Anglo realized that in order to haveviable, long-term operations, it needed to ensure viability ofthe local community and workforce. To that end, they figuredout the cost of treating their employees who were HIV posi-tive, and the cost of lost labour and how that would affecttheir production and stock value. The latter far outweighedthe costs of setting up a large-scale, anti-retroviral drug proj-ect, which is what they did.”

Suncor’s Crane Lake reclamation

August 2008 | 21

Such initiatives are more than demonstrations of goodcorporate citizenship and ensuring that the company main-tains its social license; there are also clear financial benefits fordoing so.

“It’s important to realize how these externalities impactyour business viability in the long term,” said Stoch. In hisopinion, today’s mining companies must extend their focusbeyond the immediate future and consider the factors poten-tially affecting operations in the next three, five, or even sevenor more years.

Taking care of businessNot all sustainability initiatives require the implementation

of large-scale programs. Sometimes it entails that companiesrethink the way they conduct business on a daily basis.

Derek Teevan, manager of government and corporateaffairs at De Beers Canada, explained the steps the companytook to minimize the footprint of its Victor and Snap Lakeoperations in northern Canada. Both sites receive their equip-ment and supply shipments primarily in winter, when theycan be accessed by the winter roads. De Beers has opted tolimit airborne shipments to personnel and perishables, tominimize both its transportation costs and carbon footprint.But the implication of this access restriction means a lot moremust be stored onsite — and a lot of planning.

“For everything you take in, you have to consider howyou’re going to store it, consume it and dispose of it,”Teevansaid. De Beers has worked to minimize this cost, and relatedenvironmental impacts, by cutting down wherever possible


a sustainable future

Elk Valley Coal employee taking water samples as part of environmental testing.


on packaging materials. Additionally, De Beers has endeav-oured to minimize the number of people onsite at any giventime.“This limits the strain on the local environment and themine facilities,” explained Teevan.

Similarly, in the spirit of incremental improvement, theOntario Mining Association (OMA) undertook an air leak man-agement project in 2006. Pilot studies were done at threemines (McCreedy West, Copper Cliff South and the Williamsmine). Initiatives focusing on only the major and mediumleaks resulted in annual savings of $100,000 in energy costsper mine and, in some cases, allowed the operators to avoidthe added costs and environmental impact of purchasingand transporting additional compressors.

Not all external forces present challenges — sometimesthere are unexpected benefits that mining companies cantake advantage of. Teevan mentioned one such synergythat helped decrease both the costs and the carbonimpact of the Victor mine. “When we were working on theenvironmental impact assessment for the mine, it lookedlike the only viable option was for us to undertake onsite

power generation with diesel generators,” he explained.But before the assessment was completed, legislativechanges in Ontario made it more cost-effective to extendpower lines to the remote site. De Beers went back to theoriginal evaluation and determined that connecting Victorto the grid was more preferable in terms of cost and envi-ronmental impacts.“This was a factor beyond our control,”said Teevan, “but we took advantage of the opportunitywhen it presented itself.”

A whole new worldAs the business of mining continues to push geograph-

ical boundaries, the challenge for mining companies will beto find the correct initiatives, both locally and globally.“Thelocal stakeholder needs must direct the global strategy, in abottom-up approach,” Stoch explained.“There is no point inhaving a global focus that doesn’t exist in regions whereyou operate.”

Stakeholder engagement programs must also beginearlier, according to Karen Clarke-Whistler, global sustain-

Planting trees as part of Elk Valley Coal’s reclamation activities.

August 2008 | 23

Elk Valley Coal employees examine trees destined for reclamation.An HIV and AIDS awareness day at Anglo American’s Bafokeng Rasimone platinummine in South Africa.

ability leader at Golder Associates. In particular, Clarke-Whistler is concerned with the exploration stages of themining cycle.

“Firms like ours are often brought in to do an environmen-tal impact assessment when the company is working on itspre-feasibility study,” she explained, “but by that point theymay have been working at the exploration site for any num-ber of years.” She went on to say that the potential impact ofthe exploration activity may also extend beyond environ-mental concerns into social implications. “The impressionsand impacts made by the exploration camp can have a signif-icant impact even before production ever begins,” Clarke-Whistler said.“After all, the exploration guys are the first onesthe locals meet.”

In Clarke-Whistler’s opinion, it is crucial that explorationcompanies are aware of the need to manage communityrelations and minimize their environmental impact. Onceagain, there are clear financial incentives for doing so.

“The majors are getting less into exploration and moreinto development of known deposits, but a major firm is lesslikely to be interested in the property if there is already envi-ronmental or social damage,” she explained. Similarly, theremay be problems if the junior operations approach a lend-ing institution for funding. Over the past two years, most ofCanada’s major banks have become signatories to theEquator Principles, a benchmark for assessing environmen-tal and social risk in project financing. Under these princi-ples, a company would have to demonstrate it had a man-agement plan in place to minimize such risks before it couldreceive funding.

Talking the walkA final challenge faced by today’s mining companies is not

just developing and following sustainability principles, butalso making the public aware of them doing so. StefanoBertolli, director of communications at Rio Tinto Alcan,pointed out that sustainability and efficiency initiatives werenot new to the company, but have recently become muchmore of a focus for public inquiry. “We’ve made our sustain-ability operations as transparent as possible,” Bertolli said.“There is a sustainability report that we’ve been publishing forthe last few years, as well.”

Alcan is just completing a pilot plant that will pioneer amore energy-efficient AP50 smelting technology — a wel-come improvement in an extremely energy-hungry process.However, Bertolli said the motivation for these initiatives is notnew. The challenge for Alcan and many other mining firms isgetting the word out to the increasingly environmentally sen-sitive public.

This communication is yet another reason to formalizesustainable practices and include them in the company’soverall strategy — a process Stoch strongly advocates.

“The important thing is to understand both the risks andthe opportunities that climate change poses and to developsome possible scenarios,” he said. “The pursuit of sustainabil-ity is just that — a pursuit.”

But by looking beyond the short term, accounting for pre-viously ignored externalities and continuously reassessingstakeholder concerns, today’s mining companies will stand afar better chance of ensuring successful operations for yearsto come. CIM



Environmental testing at De Beers’ Snap Lake project.

Ontario’s French River

August 2008 | 25


As with the old-style Western movies in which cattlebarons and townsfolk face off over the rights to avaluable stream, water might just be responsible for

a modern-day showdown in the mining industry.Mining operations can potentially have a significant

impact on water supplies and their environments including:draw-downs of water tables due to dewatering, overall wateruse for processing needs and tailings disposal, denial of waterfor downstream uses such as irrigation and aquatic habitat,and the risk of water contamination through dissolved saltsand metals.

Current factors are putting more pressure on mining com-panies to prioritize the requirement to focus on resolvingtheir growing water concerns. Factors driving this trendinclude:• Global population growth, which has resulted in greater

overall water consumption and use, including thedemands of cropland irrigation and manufacturing.

• Erratic weather and climate change that have led to watershortages in many parts of the world, leading to increasedcompetition for each litre of water in a stream or water-shed.

• Escalating awareness of the need to protect dwindlingnatural environments, including the necessity to provideadequate watercourse volumes to serve aquatic species(an important food source for many people, particularly inthe developing world).

• Rising concern about the effects of mine-originated watercontaminants on natural environments and on humans.As a result of these factors, increasingly stringent environ-

mental legislation in many parts of the world is placing agreater emphasis on the corresponding responsibility of min-ing companies.

Water is actually becoming a key competitive factor in theindustry — those with judicious water practices are morelikely to succeed, in part because they avoid the longer termproblems that the poor management of this resource canbring.

The horse leading the cartIf there is a “horse”leading the cart towards improved water

practices, it would be stricter governmental regulations. Bothin Canada and worldwide, these are placing more constraintson company water management practices. Expectations are

The next big showdown in mining?by Paul Pigeon


increasingly being codified, as seen in the new environmental,health and safety guidelines from International FinanceCorporation, the arm of the World Bank responsible for projectfinancing in developing countries. IFC’s Guidelines have alsotended to be adopted by other financial institutions and serveas a good guide to expectations for corporate behaviour.Similarly, the Equator Principles — whosesignatory financial institutions now controlover 85 per cent of project lending world-wide — also illustrate a rising priority forenvironmental stewardship, includingwater policy.

There are practical concerns as well. Forexample, it is difficult for mines in aridparts of the world such as the southwest-ern United States to receive financingunless they have demonstrated that theyhave access to sufficient water in order tooperate.

Non-governmental organizations arealso helping navigate this cart to sustain-able water management practices bymeans of their ability to focus worldwideattention on activities they consider to beexamples of irresponsible development.Additionally, there is an increased scrutinyby financial backers who do not want tobe associated with a project that is attract-ing unfavourable headlines on the envi-ronmental front.

Going with the flowHistorically, some mining companies

have focused on staying just ahead of thewater management demands placed onthem. This, of course, becomes more diffi-cult as the number of interested partiesgrows, and their influence increases.

Conversely, consider the improvementsthat certainly make the destination worththe trip down the bumpy road to moresustainable mining practices.By helping toimprove stream flow volumes with good-quality water, for example, a mining com-pany may find greater acceptance of itsplans among regulators, members of thelocal community, financial sources andothers.

Therefore, mining companies areincreasingly looking for opportunities toimprove their water management prac-tices to the advantage not only of theirown project, but also to the benefit of thelocal and regional stakeholders. Clearly,this provides them the opportunity tobuild credibility and acceptance by stake-holders if they go the extra mile. For exam-

ple, mining operations might be able to store water on site forrelease during low-flow times of year so as to help maintainstream flows sufficient to support aquatic life. One coal-bedmethane extraction operation in Australia that producesnear-potable water as part of normal practices provides thiswater to stakeholders to ease the local water shortage.

Upping the ante for environmental sustainability by David Kratochvil

With the increasing focus on water management practices, the industry isquickly realizing the need for treatment options that will improve water qual-ity to levels not attainable by technologies commonly in use today. A viablealternative being deployed recently is a new ion-exchange process that incurscomparatively lower capital and operating costs and does not produce aresidual product that necessitates special disposal.

Jiangxi Copper Company, China’s largest copper producer, has deployedadvanced processing technologies to treat metal-contaminated water at six ofits mines. A BioteQ ChemSulphide™ treatment plant was recently commis-sioned at Jiangxi Copper’s Dexing mine in southeastern China, which pro-duces 120,000 tonnes of copper concentrate annually.The new plant removescopper from mine wastewater, producing a high-grade copper product andleaving behind clean water that can be safely discharged to the environmentor recycled into the mining process.


ChemSulphide™ treatment plant at Jiangix Copper Dexing mine.

Turning water

What is developing is a cascading understanding of theimportance of water, ranging from uses that demand highpurity to those that can tolerate more impurities. While waterfor drinking must meet high levels of purity, water used forother purposes, such as steam generation, cooling, utilitiesand other processes, need not meet such high standards.


About the author

Paul Pigeon holds a M.Sc. in environmentalengineering from the University of Colorado.He is senior environmental engineer/consultant in the Denver, Colorado, office ofGolder Associates Inc.

This process not only generates revenues from what hastraditionally been considered waste product, but also elim-inates the environmental liability associated with alterna-tive processes. The technology has also been successfullydeployed at five other plants in Canada, the United Statesand Australia, with more on the drawing board. BioteQexpects to produce more than 450,000 kilograms of copperannually from wastewater — a number that they expect togrow to approximately two million kilograms over time.

The first commercial-scale plant was built in 2001at theclosed Caribou mine site in New Brunswick. Although smallcompared to today’s deployments, it showcased the com-mercial application of the technology and led to projectswith Falconbridge (now Xstrata) at the active Raglan nickeloperation in northern Quebec.

In 2007, the Raglan plant processed 920,000 cubicmetres of water and prevented 12,500 kilograms of nickelfrom entering the pristine Arctic environment. Nickel wasremoved to less than 0.2 parts per million, well below the0.5 parts per million required by regulators. Recoverednickel is sold to offset water treatment costs.

The groundswell to new water treatment technologiescontinues. Last year, for example, BioteQ plants treated 4.46billion litres of contaminated water — averaging 12.2 mil-lion litres daily — enough to fill more than 1,700 Olympic-sized swimming pools. Two plants extracted more than635,000 kilograms of metals (including copper and nickel)from wastewater within one year.

The move to more sustainable water treatment practicesis no short-term experiment. The fact that large-scale oper-ations worldwide are overhauling their treatment systems isa testament to the viability of these new processes.

About the author David Kratochvil is the president and COOof BioteQ Environmental Technologies. He holds a doctorate inchemical engineering and is a specialist in wastewater treatmentand chemical processing, with 15 years experience in plantdesign and operations around the world.

CIM

August 2008 | 27

into gold

Understanding and applying the cascade principle helpsmining companies concentrate their purification efforts onwater that needs to meet a high standard.One reason this hasbecome more appealing is that even as standards and expec-tations regarding water management have risen, so too havetechnologies able to help make this possible.

New frontiersA significant aspect of the water issue for mines involves

quality. Dissolved salts, metals and other contaminants cannow be removed more easily, thanks to improvements intechnologies such as reverse osmosis that can remove moreimpurities with lower pressures, exacting fewer demands onthe mine’s power supply.

Passive water treatment, often involving organic andbacterial technologies, is also becoming more reliable andpractical. Containers of organic materials — sometimesincluding hay and cow manure — have proven surprisinglyeffective in treating mine water to remove a wide range ofcontaminants, including heavy metals. These systems canoften operate without electrical power and virtually noservice or maintenance for 10 or 15 years. One of their com-mon applications is for treatment of mine water issuingfrom a mine after closure, for long-term management ofpost-closure liabilities.

Another technology assisting mining companies in themanagement of their water issues relates to thickened tail-ings. Water used for slurry to transport the tailings can beremoved and pipelined back to the mill for re-use. As a result,there is less water bleed from a surface deposition of paste orother thickened tailings, meaning less need to treat waterthat may be contaminated with metals and salts. Becausethese deposits can be vegetated quickly, there is also reducedrequirement for the management of precipitation runoff.

Underground deposition of the thickened tails also meansless volume on the surface to be managed. As well, backfilledstopes will generate less mine water requiring treatment.With reduced necessity — or even none at all — for a con-ventional water-covered tailings disposal facility, there is lessrisk of leaks or dam failure releasing water into downstreamwatersheds.

By concentrating and focusing upon the ebb and flow ofwater management requirements and emerging technolo-gies, there don’t have to be winners and losers in the faceofffor this valuable resource. A happy ending can result for themining companies, the communities in which they operateand the interested stakeholders, and all participants can ridecomfortably into the sunset. CIM



There’s no question that mining can be a risky business— for the miners themselves, the people living in closeproximity to the operations and those investing in min-

ing activities. Operational risks can cause injuries to workers;spills and tailings dam breaks can wreak havoc on the localenvironment and the lives of those who inhabit it, and delaysin production can increase operating costs.

Fortunately, mining companies have made significantstrides over the years to better identify and manage health,safety,environmental and financial risks.However,until recently,the industry has not paid as close attention to some of the lessobvious social risks to mining companies and their operations.

Conducting a thorough social risk assessment (SRA)prior to and during exploration can assist companies toidentify key issues associated with operating in a particulararea. Furthermore, SRA can also allow company stakehold-ers to develop a strategy to mitigate such risks or avoidthem altogether.

What is a social risk assessment?Most Canadian mining companies conduct what is known

as a social impact assessment (SIA) as part of the formal plan-ning and approval processes for their mining operations. Thepurpose of the SIA is to identify how the company’s project

could affect the social, economic and cultural conditions inthe area of operation.

In contrast to an SIA, the purpose of an SRA is to identifyand analyze how the local social, economic and cultural con-ditions in the area of operation may affect the project — inparticular, the company’s risk profile. Depending on theregion of operation, an SRI may include a review of the coun-try’s human rights record and any legacy issues associatedwith mining, an evaluation of the political climate and conflictsituation, and, most importantly, an analysis of the project’sstakeholders and their interests and concerns.

Why now?As Canadian mining companies seek access to new juris-

dictions around the world, they are gradually encroaching onenvironmentally and socially sensitive areas, such as criticalwildlife habitats, biodiversity hotspots and indigenous com-munities. Many of these areas also have other existing chal-lenges including poverty, conflict, political instability and ahistory of human rights violations.

Consequently, mining companies are increasingly beingconfronted with serious social challenges, including strongopposition from local and international NGOs, conflictingworld views and complex cultural divides.

The what, why, when and how of social risk assessmentby Melissa Whellams

Tournigan representatives took a groupof its stakeholders on a hike to thedrilling sites to explain their plans.

August 2008 | 29


While companies often perform adequate due diligence toidentify financial and operating risks, many social threats areoften overlooked.These can lead to significant roadblocks,suchas permit delays and even the rejection of mining licenses.

Conducting an SRA is a proactive way of engaging stake-holders upfront to gain a better understanding of their con-cerns and to identify how the socio-economic and politicalcontext might affect the company’s operations. Informationgathered in the SRA can then be used by the company toinform the development of its operational, environmental,community investment, stakeholder engagement and com-munications plans.

Joe Ringwald, vice president of sustainable developmentat Tournigan Energy, described the benefits of conducting anSRA at its exploration site in Slovakia: “At first the companypaid little attention to in-country social risk, largely out of alack of knowledge of corporate social risk and social license.The SRA helped identify the importance of social risk andcommunity engagement. This led to assigning budget andpersonnel to deal with the issues.”

Conducting an SRA can also help the company gainaccess to additional capital as savvy investors are becom-ing increasingly concerned with the risks associated withoperating in different political and cultural contexts.According to Stephen Kibsey, senior portfolio manager forCaisse de Dépôt et Placement du Québec: “When evaluat-ing a company we look at both the qualitative and quan-titative aspects of the business. On the qualitative side, welook to see if the company can demonstrate that theyhave a good understanding of the environment they areoperating in, and that they have acquired a social licenseto operate.”

Finally, conducting an SRA can help a company avoid con-flict and costly business disruptions. The stakeholder map-ping and engagement process that is integral to an SRAallows a company to establish early open dialogue with itsstakeholder groups.

The return on proactive stakeholder engagement can besignificant, as demonstrated by Shell Phillipines ExplorationB.V. (SPEX) at the onset of its Malampaya Project. SPEX beganengaging with community stakeholders two years before itbegan construction. Engagement involved community out-reach and interviews with key opinion leaders, informationdissemination, perception surveys, participatory workshopsto validate survey results and community participation in thedevelopment of the company’s environmental managementplans. The result: an estimated US$50 to US$70 million inavoided contractual penalties and construction delays.

If that doesn’t convince managers of the importance ofconducting an SRA, the cost of not doing one ultimately will.In 2002 Meridian Gold Inc. acquired the development rightsof the Esquel Gold Project in Esquel, Argentina. Communitymembers in the area had little experience with mining proj-ects and were initially open to seeing how mining could beincorporated into the community’s development plan. Atthe same time, they did have some reservations about thepotential impacts of a mining operation on their commu-

About the Author Melissa Whellams is acorporate social responsibility (CSR) advisorfor Canadian Business for SocialResponsibility (CBSR). She works closely withCBSR’s oil and gas and mining companiesaround the world in the areas of social risk,stakeholder engagement, communityinvestment, human rights and reporting.

nity. However, Meridian largely ignored community con-cerns and failed to communicate its plans to communitystakeholders. In late 2002, public demonstrations wereorganized against the company and by early 2003, 81 percent of eligible voters in Esquel voted against the project ata public referendum. Meridian had planned on starting pro-duction by 2005, but instead recorded a loss of US$346.4million for that year (Note: In 2007, Meridian Gold wasacquired by Yamana Gold Inc.).

A proactive SRA would have highlighted the social chal-lenges, better positioned them to address the communities’concerns and helped them to decide whether or not to buythe development rights to the mine.

When do you get started?It is most beneficial to conduct an SRA before and during

exploration. Entering into a project blind of all social risk canbe incredibly damaging to the company and its shareholders.However, it is equally important to reassess social riskthroughout the life of the project, as the social and politicalenvironment can change over time.

How to proceed?A thorough SRA requires both desktop research and some

work in the field. Background or secondary research caninclude academic sources, government reports (e.g. ExportDevelopment Canada or the U.S. Department of State), NGOpublications (e.g. Business and Human Rights ResourceCentre), local newspapers, or even talking to other companiesthat have operated in the region.

Once the background research is complete, the field workbegins. To ensure that you are speaking to the “right” people,it is helpful to conduct a mapping exercise to identify thecompany’s primary stakeholders — that is, those groups orindividuals who would have a significant influence on thecompany’s operations. Companies need to identify legitimatevoices and concerns and also to understand how each of thestakeholders influence one another and how they worktogether to influence the company.

Subsequently, it is important to engage with them and dis-cuss their interests and concerns about your activities. Theseconversations will serve to help identify areas of potential risk.Once the relevant information is compiled and analyzed, itcan be used to develop a much more strategic response totheir concerns.

It can seem like a lot of work upfront, but think of it likeinsurance — pay a little now to avoid paying a whole lot later.In the end, your shareholders will thank you for it. CIM

Mining has always been about challenges, change andinnovation. Challenges confront the industry fromthe earliest stages of mineral exploration, through

development, production and closure. Change comes inmany forms and is essential to meet the growing demands ofthe industry, to remain competitive and to deliver the bestproduct in a burgeoning market. Innovation is necessary totake advantage of the latest technologies, make the industrymore efficient and environmentally sustainable, and to opti-mize the use of local human resources.

Moving towards a sustainable future, the industry musttackle all these challenges in a proactive manner. Thisincludes the development of cost-effective processes,enhanced protection of the natural environment anddemonstrating social responsibility in the inclusion of localaboriginal communities in all aspects of the mining cycle.

Of these, including meaningful engagement for localaboriginal communities can be the most difficult initia-

tive to undertake, as a wide range of issues might comeinto play. Many communities are still dealing with a work-force that is underemployed, lacks specific skills for themining industry and has had limited experience in awage economy. While daunting, these challenges are notinsurmountable barriers to aboriginal inclusion in theindustry; they are simply challenges that require creativesolutions.

Historically, the aboriginal people of North America —Wendat, Lakota, Yakima, Blood, Omushkego, Anishinabek,Iroquois, Inuit and Dene, to name a few — were self-govern-ing and practiced varied and elaborate forms of spirituality.These people thrived largely because they utilized naturalresources. They hunted, fished, trapped, farmed, and minedthe minerals and rock. They extracted silver, copper, jade andturquoise for use in jewelry and tools. They quarried siltstone,obsidian, chert and flint for axes, knives, arrowheads andscrapers.



The inclusion of aboriginal people in the mining industryby Chief Glenn Nolan

Boris Lum and Glenn Nolan take a break from performing a geophysical EM survey in the NWT.

Where we areToday the situation is very different. Life for many of our

people in Canada is dictated by government policies thatkeep our people from prospering from the resources thatsurround our communities. Most aboriginal people inCanada have been excluded from benefiting fromresource development, including those of the mineralsindustry. “Outsiders” have come into the traditional terri-tory of a community, conducted and completed theirwork and then moved on. To add insult to this exclusion,many of the exploration and mining projects have hadconsiderable negative impacts on the land and waters ofthese communities.

The methods used in mining today are of course signifi-cantly different from those of the past. So too are the atti-tudes. Many communities are willing to participate in everyaspect of the mining industry; however, many of their mem-bers feel excluded from mainstream Canadian society.

Aboriginal communities continue to be largely overlookedwhen companies are seeking both skilled and unskilled work-ers. And many companies are even recruiting from outsideCanada. Government programs actually encourage the use ofimmigrant workers. How can aboriginal communities andindustry work together to increase the participation of abo-riginal people in the mining industry?

The education system in our communities seems to befailing our youth, as 50 to 70 per cent of aboriginal studentsdo not complete high school. Communities and companiesneed to work together to create opportunities and incentivesfor our young people to complete their high school educa-tion. Aboriginal youth need to believe in dreams and beaware of opportunities, just like everyone else.

There is a fear that the mining industry will destroy ouraboriginal way of life, our culture and our identity. Often, thefear comes from not fully understanding the industry or theopportunities that arise through active participation.

Finding solutionsWith every challenge, there are solutions. The solutions

must be proactive, creative, inclusive and innovative if theyare to succeed. They must be addressed by industry, butalso from the aboriginal perspective. Creating positiveworking relationships early in the process will foster astronger commitment and understanding between indus-try and aboriginal people, for the benefit of both parties inthe future.

Companies have an important role to play to initiatechanges towards a greater inclusion of aboriginal people inthe mining industry. This will require a dedicated effort, andthe following ideas can assist companies to increase aborigi-nal participation in their projects.

Operations that intend to work with aboriginal individu-als should develop internal policies for community engage-ment. This policy development is similar to those originalenvironmental policies of the 70s and 80s. Also, senior man-agement needs to be committed to building positive work-ing relationships with community partners. There must be

August 2008 | 31


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About the author

Glenn Nolan is the Chief of the MissanabieCree First Nation, president of LearningTogther and the second vice president ofPDAC.

support for cross-cultural sensitivity awareness training forall staff.

In addition, companies should develop a procurementpolicy for community participation in the supply and servicechain of the industry, enhance recruitment, training, retentionand advancement of aboriginal partners, and regularly shareinformation and project updates with community represen-tatives.

Success is about developing a formula that works. Eachcompany must look closely at how they want to work withthe community. Community engagement is the key and willlead to greater willingness for participation in the industry,stronger support from grassroots community members,fewer project disruptions and, ultimately, greater capacity andgrowth within the community.

Change is inevitable. By working together, industry andaboriginal communities can affect positive outcomes. CIM

Suppliers in the mining industry contribute a great deal tothe environmental improvement of the sector. In orderto secure new business with mining companies, vendors

now need to be not only cost-effective and safe, but also pro-vide environmental solutions that will help a mine meet strictregulatory guidelines. As a result, a broad range of companieshave stepped up to the challenge, each specializing in a dif-ferent area of the mining process, and each one doing its partin making the industry, as a whole, more environmentally sus-tainable.

The early years — explorationStorage: Initially, when operations consist largely of explo-ration camps, or are within the first stages of construction,

onsite fuel storage can pose a considerable challenge.Historically, the options in these usually remote locationsincluded the use of drums, steel tanks or the freezing offuel-filled barges in winter ice. However, these methodscause an abundance of environmental problems includingpossible ruptures and fuel spills, the hazards posed byabandoned drums and tanks, and the exorbitant price —carbon cost included — that is necessary to transport thesefuel recipients.

SEI Industries Ltd.’s collapsible tanks offer an alternativesolution. Made from a high-durability fabric, these tanks havea volume capacity that is equivalent to 545 drums of fuel andcan fold into the size of a sofa, making them highly efficientfor shipping. Tank removal is also cost-effective and easy,



Supplying environmentally friendly options throughout the mining cycleby Michelle Sabourin

O’Kane Consultants Inc.’s cover system over the backfilled open pitat Vale Inco’s decommissioned Whistle mine near Sudbury, Ontario.

which encourages their proper disposal after use.“We’re offer-ing a long-term and environmentally friendly solution ratherthan a temporary and disposable one,” said divisional salesmanager Paul Reichard. As an added “green” perk, SEI is cur-rently working with Environment Canada to develop nationalstandards for these types of tanks.Waste management: Another environmental issue associ-ated with exploration camps is waste. Landfills are simply notan option in these remote and environmentally sensitiveareas, nor is the open-pit burning of waste.

One company, Eco Waste Solutions, is focusing on buildingclean-burning camp waste incinerators, which are distin-guished for their capability to meet regulatory guidelines foremissions such as dioxins and mercury. “It’s a dual-stage sys-tem that has a primary burning chamber and an after-burner,” explained Steve Meldrum, the company’s CEO. “Wemaintain a two-second retention time of all the gases that areproduced at 1,000ºC, to ensure that it is clean-burning whenrun properly.”

The use of clean-burning incinerators in mining camps hasnot been restricted to solid waste. During the Polaris mineclosure in the High Arctic, Eco Waste Solutions helped processvast amounts of glycol, which had been used in cooling andheating systems within the camp. “We processed all of theglycol onsite so that they didn’t have to deal with the risksassociated with shipping it over thousands of miles and, atthe end, still having to dispose of it,” said Meldrum.

Other liquid wastes that are generated in camps, suchas sewage or grey water from showers and laundry, alsoneed to be dealt with. Seprotech Systems Inc. specializes inwastewater treatment plants designed for mining camps.These are compact, portable, energy-efficient and simpleto operate, making them suitable for remote sites.According to Wilf Stefan, the company’s resource sectormanager: “We work with our clients to understand theirwater board or permit requirements and we make sure theequipment meets those criteria.” Once water qualityguidelines are met, water from the treatment plants can bereleased into local streams or, depending on the permit,into the subsurface.

Up and running — productionWaste treatment: Once mining operations are well under-way, other environmental issues subsequently arise. Theseinclude the generation of tailings and waste rock, the ensu-ing production of acid mine drainage, and heavy metals con-tamination.

Using high-density sludge (HDS) technology in the watertreatment plants they design for mines, SGS-CEMI Inc. is ableto neutralize acidic water as well as precipitate heavy metalsfrom industrial wastewater. Their area of expertise lies in theremoval of heavy metals, including selenium and molybde-num, even when present at very low concentrations. “Thereare a limited number of companies who know how toremove them successfully,” claimed Sohan Basra, presidentand CEO.Emissions: Mining equipment can also negatively impactthe environment and expose underground miners to harm-ful emissions. This is particularly the case with diesel-pow-ered machines, which are heavy polluters with regards toparticulate matters and nitrogen dioxide. EnvironmentalSolutions Worldwide Inc. is tackling this problem head-onby providing leading-edge emissions control technologiessuch as its latest product innovation, a fully automateddiesel particulate filter system. As Juergen Jennewein, vicepresident of sales for the company explained: “TheThermaCat™ system was specifically engineered to com-

August 2008 | 33


Collapsible fuel tank

Eco Waste Solutions’ ThermaCat features a fully automated diesel particulate filtersystem.

bine automatic regeneration and automated diesel post-injection into a single system targeted towards miningequipment operating in stop-and-go or low-speed dutycycles. It features filtration efficiency of 99.8 per cent for fineand ultra-fine particles, while maintaining NO2 levels withinMSHA standards.”

Similarly, companies such as Control ChemicalCorporation, are focusing on the manufacture of environ-mentally safe drilling fluids and lubricants, to reduce theharmful impacts caused when drilling with petroleum-basedproducts. These drilling fluids are vegetable oil-based, canbiodegrade and, most importantly, are non-toxic.“I think that’sthe greatest concern, especially in the case of spills,” saidproduct manager Bob Coak.“The key thing with our productsis that they’re not harmful to marine life or anything else thatthey may be exposed to.”

Last call — closureClosure plans and reclamation: Suppliers play a vitalrole in assisting mines with their closure and land reclama-tion plans long before the end of production is even insight. A project of this magnitude not only requires thatsuppliers work closely with the mining team, but also thatthey know when to bring in others with different areas ofexpertise.

“Understanding the most appropriate course of action fora mine closure and controlling adverse impacts in the receiv-

ing environment are extremely multi-disciplinary, and there’snot one person or one group that will have all of theanswers,” explained Mike O’Kane, president of O’KaneConsultants Inc., a company that specializes in the design,construction and performance monitoring of engineered soilcover systems for mine waste rock dumps. These cover sys-tems aid in controlling the generation of metals and poorwater quality seepage from mine waste storage facilities andare often used in mine closure.

According to O’Kane:“Cover systems are generally a partof the solution at a mine site; they’re not a ‘silver bullet’ —or a ‘green bullet,’ if you will — they’re part of the solution,and they need to be in place for as long as you need themto, so that the receiving environment is protected.” In orderfor these cover systems to perform and last, their designmust be carefully tailored to the available constructionmaterials, climatic conditions and sustainable vegetation atthe mine site.

“In my opinion the most important function for a coversystem is being able to establish a sustainable vegetationcover,” said O’Kane.“Because over the long term, it’s the vege-tation cover that is going to control the water balance andhelp to control erosion.”

Arctic Alpine Seed Ltd. specializes in precisely that — vege-tation cover. The company has spent 30 years developingindigenous seed for land reclamation purposes and assistsmines in rehabilitating their site once mining activities haveceased. Naturally, the work is very site-specific and it is crucialthat no foreign species are introduced. The company’s presi-dent,Randy Lewis,summed the work up nicely:“Once you cometo closure, then you are basically trying to back your way out the door and return the mine site to a sustainable ecosystemthat is as close as possible to the ecosystem that surrounds it.”

Clearly, suppliers to the mining industry serve an impor-tant role in mitigating the potentially detrimental effects ofthe industry’s operations, and do so at every stage of the min-ing cycle. They provide the services and innovative technolo-gies needed for the environmentally sustainable approachthat is essential to present-day mining. CIM



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Arctic Alpine Seed provided vegetation cover for the Faro mine reclamation project.


l’avenir durable

Dans le monde actuel, sensibilisé à l’environnement,vous auriez de la difficulté à trouver une compagnieminière qui n’a pas été questionnée sur son dossier

environnemental. Cependant, alors que les législations et lasensibilisation du public continuent à établir de nouvellesnormes pour l’environnement et la responsabilité sociale, lacourse a commencé pour atteindre des exploitations plusdurables et tous les membres de l’industrie doivent y par-ticiper.

« Les compagnies ont toujours été au courant des préoc-cupations de durabilité et elles les ont gérées, mais souventde manière implicite », dit Henry Stoch, directeur principal,responsabilité corporative et durabilité chez Deloitte.« L’environnement social et légal actuel demande que celasoit implicitement inclus dans la stratégie des compagnies. »

Le besoin d’une stratégie globale revient à gérer son pro-pre risque. M. Stoch explique par un exemple en Afrique. « Lacompagnie Anglo American a réalisé que, pour avoir des

exploitations viables à long terme, elle devait assurer la viabil-ité de la communauté locale et de la main-d’œuvre. La com-pagnie a calculé le coût de traiter les employés séropositifspour le VIH par rapport au coût de main-d’œuvre perdue etl’effet sur la production et la valeur des actions. Les pertesdépassaient de loin les coûts d’implanter un projet de distri-bution de médicaments antirétroviraux à grande échelle. »

De telles initiatives sont plus que des démonstrations debonne conscience sociale d’une entreprise, elles représententaussi des bénéfices financiers. Selon M. Stoch, les compagniesminières doivent penser plus loin que l’avenir immédiat etconsidérer les facteurs qui affectent leurs exploitations pourles prochaines années.

Derek Teevan, directeur des affaires corporatives et gou-vernementales pour De Beers Canada, explique comment lacompagnie a réduit son empreinte pour les exploitationsVictor et Snap Lake. Les deux sites reçoivent leurséquipements et leurs approvisionnements surtout en hiver

Les pratiques durables : joindre les gestes aux paroles

Cueillette d’échantillons d’eau à l’exploitation Key Lake de Camecodans le cadre de la gestion environnementale.

August 2008 | 37

l’avenir durable

par la route de glace. De Beers a décidé de limiter les envoispar avion au personnel et aux denrées périssables afin deminimiser les coûts de transport et la génération de carbone.Cela demande cependant beaucoup de planification et degrandes capacités d’entreposage sur le site même.

L’Association minière de l’Ontario a entrepris un projet degestion des fuites d’air en 2006. Des études pilotes ont étéeffectuées à trois mines : McCreedy West, Copper Cliff Southet Williams. Ne ciblant que les grosses et moyennes fuites, deséconomies d’énergie d’une valeur de 100 000 $ par mineont été atteintes. Cela permettait aussi d’éviter l’achat et letransport de compresseurs supplémentaires.

Des bénéfices hors de notre contrôle surviennent aussiparfois. « Lorsque nous analysions l’impact environnementalde la mine Victor, la seule option semblait la production d’énergie par des génératrices au diesel », dit M. Teevan.« Cependant, avant d’avoir terminé l’analyse, des change-ments législatifs en Ontario rendaient plus rentable l’amenéede lignes de transport d’énergie. De Beers a repris ses évalua-tions et a déterminé qu’il était préférable de se raccorder auréseau électrique. »

Un tout nouveau mondeAlors que les limites géographiques sont de plus en plus

repoussées, le défi des compagnies minières est de trouverles bonnes initiatives à l’échelle locale et à l’échelle mondiale.« L’intervenant doit diriger la stratégie en partant du bas. Celane sert à rien d’avoir une cible globale qui n’existe pas dansles régions où vous exploitez », explique M. Stoch.

Selon Karen Clarke-Whistler, responsable de la durabilitéglobale chez Golder et Associés, les engagements devraientdébuter plus tôt. Elle se préoccupe surtout des stages d’ex-ploration. « On demande à des entreprises comme la nôtre defaire une étude d’impact alors que la compagnie minière tra-vaille son étude de pré-faisabilité. Cela peut faire déjàquelques années que des gens travaillent sur le site. Les

impressions et les impacts du camp d’exploration peuventavoir des répercussions avant même le début de la produc-tion. »

« Les grandes compagnies font moins d’exploration etplus de développement mais elles seront moins intéresséespar une propriété où il y a des dommages environnemen-taux », explique-t-elle. Au cours des deux dernières années, laplupart des banques canadiennes ont signé les Principesd’Équateur, un ensemble de lignes directrices pour évaluer lesrisques environnementaux et sociaux des projets qu’ellesfinancent.

Joindre les gestes aux parolesUn des derniers défis des compagnies minières est de sen-

sibiliser le public au fait qu’elles développent et suivent desprincipes de durabilité. Stefano Bertolli, directeur des commu-nications chez Rio Tinto Alcan, stipule que les initiatives dedurabilité et d’efficacité ne sont pas nouvelles mais elles sontde plus en plus scrutées par le public. « Nous rendons nosactivités aussi transparentes que possible », dit-il.

Alcan termine le montage d’une usine pilote qui utiliseraune technologie de fonte à meilleur rendement énergétique– une amélioration bienvenue dans un procédé extrême-ment énergivore.

Le défi est de communiquer avec un public de plus enplus sensibilisé à l’environnement. Cette communication con-stitue une autre raison de formaliser les pratiques durables etde les inclure dans la stratégie globale de la compagnie.« L’important est de comprendre les risques et les occasionsque présentent les changements climatiques et de dévelop-per des scénarios possibles », dit M. Stoch.

En regardant vers l’avenir, en tenant compte des effetsexternes, ignorés jusqu’à maintenant, et en réévaluant conti-nuellement les préoccupations des intervenants, les compa-gnies minières auront une bien meilleure chance d’exploiteravec succès pour de nombreuses années à venir. CIM

Restauration du terrain à Elk Valley Coal. Gateway Hill — Syncrude Canada Ltée a restauré 104 ha de terrains.

Les exploitations minières ont toujours représenté desdéfis, des changements et des innovations. L’industrie estconfrontée aux défis dès les premiers stages d’exploration, enpassant par le développement, la production et la fermeture.Les changements se présentent sous plusieurs formes et ilssont essentiels pour satisfaire les besoins croissants de l’in-dustrie, demeurer compétitifs et livrer le meilleur produit pos-sible. L’innovation est nécessaire pour tirer avantage des plusrécentes technologies, rendre l’industrie plus efficiente etdurable du point de vue de l’environnement et optimiser l’u-tilisation des ressources humaines locales.

L’industrie doit donc gérer tous ces défis de manièreproactive, incluant le développement de procédés rentables,la protection accrue de l’environnement naturel et la démon-stration d’une responsabilité sociale en incluant des mem-bres des communautés autochtones locales dans tous lesaspects du cycle minier.

De nombreuses communautés ont une main-d’oeuvresous-employée, qui manque d’habiletés spécifiques auxmines et qui a peu d’expérience dans une économie baséesur les salaires. Bien qu’ils soient de taille, ces défis ne con-stituent pas des barrières à l’inclusion des Autochtones.

Historiquement, les peuples autochtones d’Amérique duNord : Wendat, Lakota, Iroquois, Inuit et Déné, pour n’en nom-mer que quelques-uns — étaient des collectivitésautonomes qui pratiquaient diverses formes élaborées despiritualité. Ils pêchaient, piégeaient, cultivaient et extrayaientdes minéraux et des roches. Ils extrayaient de l’argent, ducuivre et du jade pour des bijoux et des outils. Ils taillaient lasiltite, l’obsidienne, le chert et le silex pour faire des haches,des couteaux et des pointes de flèches.

La situation est maintenant différente. La vie de beaucoupd’entre nous est dictée par des politiques gouvernementalesqui empêchent notre peuple de tirer profit des ressourcesqui entourent nos communautés. Les gens « de l’extérieur »travaillent sur les territoires traditionnels puis s’en vont. Enplus de nous exclure, de nombreux projets ont des impacts

négatifs considérables sur le sol et l’eau de nos commu-nautés.

Les méthodes d’exploitation minière sont certes dif-férentes de nos jours. Les attitudes aussi ont changé; de nom-breuses communautés veulent participer à tous les aspectsde l’industrie minière. Cependant, les communautésautochtones continuent à être ignorées lorsque les compa-gnies recherchent des travailleurs avec ou sans qualifications.Pourtant, de nombreuses compagnies font du recrutement àl’extérieur du Canada, souvent aidées par des programmesgouvernementaux.

Le système d’éducation répond mal aux besoins de nosjeunes; de 50 à 70 % ne terminent pas leurs études sec-ondaires. Les compagnies et les communautés doivent tra-vailler ensemble à créer des occasions et des incitatifs pournos jeunes.

Chaque défi comporte des solutions; pour réussir, ellesdoivent être proactives, inclusives et innovatrices.L’établissement de relations de travail positives tôt dans lesprocessus encouragera une bonne compréhension entre l’in-dustrie et les peuples autochtones et ce, au bénéfice desdeux parties.

Les exploitations qui ont l’intention de travailler avec desAutochtones devraient développer des politiques internesd’embauche communautaire. De plus, les compagniesdevraient développer des politiques d’achat pour que lescommunautés autochtones puissent participer à la chaîned’approvisionnement et de services. Elles devraient encour-ager l’embauche, la formation et l’avancement de ses parte-naires autochtones, partageant régulièrement l’information etle progrès des projets avec les représentants communautaires.

Le succès, c’est développer une formule qui fonctionne.L’engagement communautaire est la clé; cela conduira à uneplus grande volonté de participation, un meilleur support dela communauté, moins d’interruptions des projets et, finale-ment, une communauté en pleine croissance avec plus decapacités. CIM

L’inclusion des Autochtones dans l’industrie minière


l’avenir durable

Site de forages à Bear Valley dans les T.N.-O.

du 2 au 5 novembre 2008 • Rouyn-Noranda, Québec

Chaire CRSNG Polytechnique - UQATen environnement et gestion des rejets miniers

Contactez Chantal Murphy, [email protected], 1.800.667.1246 www.cim.org/rouyn-noranda2008

Programme technique

L’Université du Québec en Abitibi-Témiscamingue (UQAT) et l’ICM vous invitent à Rouyn-Noranda, Québec, du 2 au 5 novembre 2008 à l’occasion du Symposium 2008 surl’environnement et les mines.

Durant la séance plénière des questions seront débattues par unpanel composé de leaders d’opinions de divers horizons sur lamanière de concilier mines et développement durable auCanada; comment satisfaire la demande mondiale en minéraux,tout en tenant compte de l'impact des activités minières sur lasociété et l'environnement; et comment intégrer ledéveloppement durable dans l’exploration, l'extraction et laproduction des ressources minérales.

Le programme inclut aussi :• Un salon commercial• Des excursions• Un cours intensif sur la Restauration des sites

d’entreposage de rejets miniers générateurs de DMA• Des activités sociales incluant un cocktail de bienvenue,

un souper spectacle et les déjeuner dans le Saloncommercial

Jour Sessions Présidents de session

Lundiavant-midi 1

Rejets deconcentrateur

Michel Aubertin, professeur et titulaire de la Chaire industrielle CRSNG Polytechnique-UQAT, ÉcolePolytechnique de Montréal

Lundiavant-midi 2

Remblayagesouterrain

Mostafa Benzaazoua, professeur et titulaire de la Chaire de recherche du Canada en Gestion des rejets minierssulfureux par remblayage, Université du Québec en Abitibi-Témiscamingue, et Bruno Bussière, professeur, titulaireadjoint de la Chaire Industrielle CRSNG-Polytechnique-UQAT et titulaire de la Chaire de recherche du Canada surla restauration des sites miniers abandonnés, Université du Québec en Abitibi-Témiscamingue

Lundiaprès-midi 1 Roches stériles

Michel Aubertin, professeur et titulaire de la Chaire industrielle CRSNG Polytechnique-UQAT, ÉcolePolytechnique de Montréal, et Bruno Bussière, professeur, titulaire adjoint de la Chaire Industrielle CRSNG-Polytechnique-UQAT et titulaire de la Chaire de recherche du Canada sur la restauration des sites miniersabandonnés, Université du Québec en Abitibi-Témiscamingue

Lundiaprès-midi 2

Politique etréglementation etMines et société

Jean-Claude Belles-Isles, directeur environnement, Association minière du Québec, Johanne Cyr, chargée deprojets, Direction du développement et du milieu miniers, Ministère des Ressources naturelles et de la Faunedu Québec, et Sylvain Boily, surintendant de l’environnement et du laboratoire, division Laronde, Agnico-Eagle

Mardiavant-midi 1

Qualité deseaux

Johanne Cyr, chargée de projets, Direction du développement et du milieu miniers, Ministère des Ressourcesnaturelles et de la Faune du Québec, et Jean-Claude Belles-Isles, directeur environnement, Associationminière du Québec

Mardiavant-midi 2

Restauration des sites

Gilles Tremblay, gestionnaire de programme, projets spéciaux, MEND/NOAMI Secretariats, Ressourcesnaturelles Canada, et Bruno Bussière, professeur, titulaire adjoint de la Chaire Industrielle CRSNG-Polytechnique-UQAT et titulaire de la Chaire de recherche du Canada sur la restauration des sites miniersabandonnés, Université du Québec en Abitibi-Témiscamingue

Mardiaprès-midi 1

Nouvellestendances

Michel Aubertin, professeur et titulaire de la Chaire industrielle CRSNG Polytechnique-UQAT, ÉcolePolytechnique de Montréal, et Michel Julien, associé principal, administrateur régional, Golder Associés ltée

Rouyn Noranda flyer 7/10/08 8:26 PM Page 1

engineering exchange

In 2000, the Ministry ofthe Environment (MOE)conducted an extensive soilsampling exercise in the cityof Port Colborne, Ontario.Findings showed nickel lev-els that exceeded MOEgeneric guidelines in a 29square kilometre area fan-ning out from Vale Inco’snearby refinery. Soon, thecity was up in arms againstthe mining company. ValeInco turned to JacquesWhitford to assist them inbetter understanding theextent of the alleged contam-ination and to find viablesolutions as needed.

Jacques Whitford scien-tists, engineers and riskassessors, led by project managerEric Veska, embarked on a compre-hensive eight-year community-basedrisk assessment in the city and sur-rounding area. Challenges were metand overcome on a daily basis. Veskarecalls facing accusations and angerat the frequent city meetings. Thetown hired (at Vale Inco’s expense) athird-party consultant to follow theJacques Whitford team every step ofthe way to assure the public that atransparent process was being fol-lowed. “They were always there,”Veska exclaimed, “questioning andchallenging our methods, and thenperforming the exact same tests wewere doing.” Veska often found him-

self swamped with allthe extra paperworkgenerated by the third-

party consultants, slowing the entireprocess down.

Sampling from homes was time-consuming and often difficult. Severalpeople were uncooperative andwould not allow scientists access totheir property.

Soil samples were taken at hun-dreds of homes, and dust and indoorand outdoor air samples were col-

Engineering a greater environment

lected throughout the area for chemi-cal analyses. Questionnaires werefilled out by residents to plot every-thing from how much water theydrank and where the water camefrom, to what they ate and how muchtime they spent indoors and out-doors. Water from private wells andthe city’s supply was tested.Vegetables growing in gardens weretested. Local produce from grocerystores was tested. Crops, earthworms,frogs, insects, voles, poultry, eggs,trees and natural vegetation were allsampled and tested.

Meanwhile, long-term studies inlaboratories and at universities exam-ined phytotoxicity, earthworm dose-response toxicity and the ingestednickel uptake among rats in vivo.Jacques Whitford’s work in gatheringsite-specific input values on the toxi-city of soil nickel to humans and theecology was used to develop risk-based soil criteria for the communityof Port Colborne.

In the end, it was found that thenickel present in the Port Colbornesoil was predominantly insolublenickel oxide. This was good newsbecause nickel oxide, when ingested,

enters the bloodstream only at verylow concentrations and is quite safeat the levels found in environmentalmedia around Port Colborne.

Phytotoxicity tests showed thatonly a two square kilometre area offarm land required remediation.Farmers were encouraged to distrib-ute limestone and manganese in theaffected soil to effectively reducenickel uptake by crops.

Only in one small company-ownedwoodlot was nickel concentrationfound to be higher than levels consid-ered safe for earthworms. No immedi-ate remediation is planned for thiswoodlot, unless its zoning changes toagricultural.

In 2004, Xstrata Nickel hiredJacques Whitford’s Montreal officefor assistance in completing theenvironmental and social impactassessment (ESIA) for the proposedwharf reconstruction in DeceptionBay. In accordance with the environ-mental protection regime of theJames Bay and Northern QuebecAgreement, its own views and thoseof Xstrata, the Jacques Whitfordteam worked closely with the localInuit people to make sure the project


Protecting the marine environment with a silt curtain during civil works.

by Haidee Weldon

engineering exchange

would generate as little impact aspossible. Meetings were held so thatlocal villagers could express theirconcerns and ask questions. Takinginto account what the local peoplewanted to protect was a big part ofproject planning. At the wharf siteitself, some old asbestos contamina-tion from a prior operation was dis-covered in the seabed, which Xstratawas quick to clean up. Dredged sed-iments were moved to land and thematerial was securely stored. Watercollected from dredging was treatedbefore being returned to the environ-ment. Water quality, fish habitat,plant species and the local bird pop-ulation were extensively surveyed inand around the project area. Certainareas near the wharf were demar-cated and declared off limits for con-struction activity.

Fish protection in Deception Baywas one of the key factors considered.The adopted objective was to ensureno net loss of habitat, in accordancewith the Fisheries Act. Also, any jus-tifiable loss of fish habitat needed tobe compensated for. An old collapsedculvert is scheduled to be repairedthis year and upgraded to facilitateArctic char passage and spawning,thus allowing better than 1:1 com-pensation for lost habitat. A section ofthe new wharf was designed to becrossed more easily and safely forLake Duquet area villagers travellingby snowmobile.

During the construction of thewharf, a local whale watcher washired to keep an eye on whale move-ment in the bay. All work wasstopped when a whale approached towithin one kilometre of the construc-tion site. Because nothing could bedone to encourage whales to leavethe area, work could only continuewhen they left of their own volition.Blasting was limited on land becauseof reverberation, and no underwaterblasting occurred. During wharf con-struction, a $500,000 silt curtain wasinstalled in the water around thewharf site to contain and limit sus-pended solids in the bay.

This was the Montreal office’s firstproject with Xstrata. Project managerRaymond Goulet found the experi-ence rewarding. “There were interest-ing challenges on this project andXstrata did everything by the bookand often exceeded environmentalrequirements as a means of being

good custodians of the land,” Gouletstated. “There is a lot of competitionin Quebec for engineering consulting.Most of them cover environmentalengineering as a sideline. I believethat Xstrata chose us because envi-ronmental work is our main businessand we do it best.” CIM

August 2008 | 41

Engineering Sustainable Solutions

www.jacqueswhitford.com/mining

At Jacques Whitford, we offer solutions to the challenges faced as we progress towards sustainable mining.

We understand the environmental and social issues facing the mining industry and work with you to realize the opportunities.

We know that being sustainable includes engaging the community and respecting cultures while bringing local economic value and protecting human health and the environment – from development to closure, and beyond.

At Jacques Whitford, we have embraced sustainability in our business practices too. That’s why we’re the first major environmentalengineering firm to become fully carbon neutral.

We are leaders in sustainable business practices.

We understand mining and sustainability. From coast to coast, Jacques Whitford is there, working with the mining industry, facilitating community consultation, mitigating potential environ-mental impacts, and designing mines with reclamation and the environment in mind.

Development without compromising the future.

Visit www.jacqueswhitford.com/mining to discover how we can help you work towards sustainable mining or e-mail us at [email protected]

the supply side


The total value of all projects in thepipeline at the end of 2007 wasUS$308 billion, an increase of 50 percent over the figure at the end of 2006.During 2007, 175 new mining invest-

ment projects, valued at US$58 billion,were added to the database, up fromUS$38 billion added in 2006.However, the number of new projectsdecreased from 200 in 2006, leadingRMG to conclude that the growth inthe number of new projects hasslowed. In comparison, in the troughof the last downturn in the industry in2002, only 65 projects, valued atUS$11 billion, were logged in.

Escalating costs are the main reasonthat the average cost per project hasincreased. RMG cites increased cost ofequipment, more complex orebodies,deeper, lower grade deposits, increas-ingly remote locations, and the lackand cost of staff as supporting a long-term rising cost level.

Mine constructors are busy. RMG’sconstruction category has expanded in2007 for the fifth consecutive year to atotal value of US$31 billion, up fromUS$23 billion last year. RMG antici-pates growth in this category to con-tinue in 2008, but at a slower rate.

Four metals — copper, iron ore,gold and nickel — account for 82 percent of the total project pipeline. Thishigh percentage is to be expected,since these commodities account forUS$235 billion, or 63 per cent of the

A page for and about the supply side of the Canadian mining industry

In 2008, we find ourselves at a timeof high prices for mined commodities,active mineral exploration, expansionof mining operations and new mineconstruction. It is a time for miningsuppliers to diversify their client base.This will help them grow and, byselecting from among a larger range ofopportunities, increase their margins.Further, diversifying now will betterprotect suppliers when the industrymoves into its next slow period.

The traditional mining cycle isdriven by the mining companiesresponding to higher prices to bringon too much production, which tipsthe balance of supply and demand tooversupply, in turn leading to lowerprices. At low prices, the high-costmining companies start to lose moneyand shut down capacity, and this leadsto supply shortage and price increases.This industry-controlled cycle has aperiod of about 10 years.

Superimposed on this are majorevents affecting supply and demand,which are not controlled by theindustry, such as the IndustrialRevolution, the rise of the U.S. econ-omy at the turn of the last century, theCold War, the collapse of commu-nism in the Soviet Union (with therelease of stocks of commoditiesmined at any cost during the ColdWar) and now, the industrialization

of China and India. It is difficult to combinethese cycles and predict

when mining may turn down again.The Raw Materials Group (RMG)

of Stockholm, Sweden, maintains amost comprehensive registry of min-ing projects. As of December 2007,this database contained informationon more than 3,000 projects includ-ing all major metals (except bauxiteand magnesium) and diamonds in 70countries.

by Jon Baird

About the author Jon Baird ismanaging director of CAMESE andpresident of PDAC.

Suppliers should plan for cyclicity

total value of all non-fuel mineralsproduction. Of the US$58 billion innew projects for 2007, iron ore invest-ments took a 47 per cent share; cop-per, 27 per cent; gold, 7 per cent; and

nickel, 8 per cent. The average iron oreproject is valued above US$500 mil-lion; copper projects, US$345 million;and gold projects, US$130 million.

By region, Latin America leads withslightly less than a third of new proj-ects listed in 2007. Oceania, includingAustralia and Papua New Guinea, issecond with 20 per cent, and Africaand North America, third with 15 percent. The leading project investmentsby country in 2007 were Australia, 15per cent; Canada, 11 per cent; andBrazil, 10 per cent. CIM

Diversifying now will better protect suppliers when the industry moves into its next slow period.

ings of the Ontario SecuritiesCommission.3. Various business losses and prop-erty damage resulting from storms,decreased rainfall, variation in wateravailability, etc.

Opportunities for Canadian mining industries

Canada’s early-action programmakes emissions credits available tomining companies that havereduced their GHG emissionsbetween 1992 and 2006. Conditionsapply, including registration withthe federal government no later thanJune 27, 2008, and specifics onreductions achieved between 1992and 2006.

Companies — regulated or other-wise — can develop carbon captureand storage projects eligible for the off-set system and obtain offset creditsapplicable to compliance with the2010 reduction target.

Canadian companies operating incertain developing countries mayreceive CERs for each GHG emis-sion reduction for projects approvedand registered by the CDMExecutive Board, such as coalmethane capture, energy efficiencyand bio-mass fuel switch projects.Canadian companies may be sus-pended from participating in CDMprojects and denied CERs pending aUnited Nations investigation of theCanadian obligations under theKyoto Protocol. CIM

after corresponding to GDP. Suchcontributions are limited to 70 percent of the total regulatory target in2010, decreasing and falling to 0per cent in 2018.

• Using the trading system, underwhich facilities can receive “emis-sions credits” — tradable title rep-resenting ownership of the GHGemissions reductions — in order tobank or sell such emissions credits.As of June 19, 2008, the Canadiancarbon price traded at $10.75 at theMontreal Climate Exchange. It isexpected that the price of one tonof CO2 will remain below $15 inCanada.

• Obtaining offset credits through the“offset system,” under which offsetcredits are granted for emissionreduction projects in Canada, out-side of regulated activities andunder certain conditions.

• Purchasing certified emissionreductions (CERs), issued underthe Clean Development Mechanism(CDM) under the Kyoto Protocollimited to only 10 per cent of eachregulated company’s target.Other climate-related risks include:

1. Legal proceedings targeting heavyemitters, as demonstrated by theaction in 2007 against a mining com-pany on account of its GHG emis-sions in Queensland, Australia, oragainst several oil, gas, electricityand coal companies in California(case filed February 26, 2008) seek-ing over US$400 million to relocate a village.2. Securities legis-lation, given thestringency ofemerging trans-parency standards for corporate disclosure andcarbon claims, aspreviewed in theFebruary 2008envi ronmenta lreport of key find-

eye on business

The development of Canadian andinternational carbon-related regula-tion deeply concerns the miningindustry, an important consumer ofenergy that employs some highlyenergy-intensive processes. While cli-mate-related risks are significant, themining industry can benefit fromopportunities arising from the newand emerging carbon markets.

Climate-related risksIn April 2007, the Canadian federal

government announced its intentionto regulate greenhouse gases (GHG)and air pollutant emissions in speci-fied industrial sectors, including min-ing. An initial 18 per cent reductiontarget from 2006 emission intensitylevels would be required in 2010 forexisting facilities, followed by a com-pulsory annual two per cent continu-ous improvement. The reduction tar-get will be applied at the sector-wide,corporate or facility levels. The latterlevel will govern most of the miningindustry, with individual facilitieswithin a sector being assigned an 18per cent target applicable to theirrespective 2006 emission intensitylevel.

Proposed GHG regulations areexpected to be published by the end of2008 and finalized in 2009, so as tocome into force, as planned, onJanuary 1, 2010.

The main task for the miningindustry is, therefore, to prepare forthe 2010 GHG reduction targets, start-

ing by assessing cur-rent GHG emissionsand determining the

most suitable options for achievingcompliance with the federally pro-posed GHG regulations, whichinclude:• Investing in new technologies

reducing the GHG emissions (i.e.in-house reduction).

• Contributing to a technology fund,for $15 per ton between 2010 and2012, with price increases there-

The opportunities and threats of climate change

August 2008 | 43

by Florence DagicourAbout the authorFlorence Dagicour is a lawyer with theEnergy, Environmental, Climate Changeand Regulatory Practice Group of FaskenMartineau DuMoulin LLP. Florence wasborn and raised in a rural setting and haspreserved her love of nature. For thisreason, she remains deeply committed toprotecting the environment and developinga consciousness and sensitivity to thepreservation of nature in others.

student life

At the recent CIM Conference andExhibition in Edmonton, I presented afocus on student perspectives in theStudent-Industry Partnership session.This presentation covered a number ofexamples from the University of BritishColumbia of engaging partnerships thatcan be created between the miningindustry and universities, and presentedthe results of a nationwide survey ofmining engineering students about fac-tors they look for when choosingemployment.

Examples of partnershipsThe importance of reaching out to

universities cannot be overstated. Bybecoming involved with future engi-neers while they are still students, acompany can create a positive and long-lasting imprint on them. The partner-ship is simultaneously altruistic andself-serving, because in addition to ben-efiting students, it improves the qualityof students entering the industry andthe future health of the Canadian min-ing sector. Partnerships come in variousshapes and depths, and I have catego-rized them into events, recruitment andconnections, and opportunities.

Events: Each February, about 150 ofCanada’s keenest senior mining engi-neering students gather to compete inthe annual Mining Games, which pitsstudents from each of the country’s tenmining universities against one anotherin academic and hands-on events.

Sponsoring a team, or thegames themselves, is anexcellent way to gain

exposure to a significant portion of thebest and brightest students — many ofwhom will graduate shortly.

Another way to partner for eventsis to invite a university class to touryour mine. Seeing a real mine in oper-ation is vital in augmenting the classroom education.

Recruitment and connections: Come to career fairs and hostinformation sessions to raise awareness about your

Partnership: it’s what students want

company and its summer/full-time opportunities.However, please, do not send HR staff alone; technicalpersonnel are appreciated, especially those who super-vise young engineers. Of course, as many of us are on


by Michael Fuller

student life

very tight budgets, free food will entice many to attend.Though, if I may add, even students can have their fillof pizza.

The most useful partnerships are “connections” such asparticipating in an industry advisory committee (IAC) atthe university. This gives your company input into the cur-riculum and decisions reached by a school, resulting in amore relevant education for students and, consequently,more employable students and graduates. At UBC, we cou-ple one of these IAC meetings with an alumni dinner, pro-viding an extended networking opportunity between stu-dents and alumni.

Opportunities: This category consists of work terms andscholarships. Work terms provide an opportunity for‘extended interviews’ with multiple students who willreturn to university and speak about the great experiencesthey had. Scholarships help encourage students to enterand continue within the mining disciplines. Holisticallyadministered, along with guaranteed work terms, scholar-ships can go a long way in encouraging capable young stu-dents. This “sponsorship” approach is a successful modelfor finding, attracting and developing young talent for yourorganization.

Recruitment surveyThis survey was inspired by UBC’s hosting of the

Mining Games this past February and encouraged byindustry after hearing qualitative feedback about what stu-dents look for when selecting work terms and full-timepositions. The results of this survey are unique and signif-icant, because it is the first survey of its kind ever con-ducted, reaching about 20 per cent of Canada’s miningengineering students.

Following are some highlights, based on a combinationof the quantitative data and my own perceptions. Many ofthe students’ inclinations are aligned with what industry isproviding, but some definite gaps exist.

Who was surveyed: Students from ten universities were sur-veyed. There were 185 respondents and 22 per cent ofthem were female. Equal responses from all years werereceived and 26 per cent were in their graduating year. Themost responsive schools were McGill University, UBC,Laurentian University and Queen’s University.

Work sought: Students and new graduates are interested in avariety of roles, but there are many seeking production andhands-on experience or supervisory managerial roles.More opportunities along these lines should be providedfor work terms and within engineer-in-training programs.

Accommodation: Help finding accommodation or providingaccommodations for temporary students on work terms isespecially appealing.

Location and schedule: There is a strong preference for fly-in/fly-out work or jobs based out of major communities.Mines in remote, small communities may consider offeringrotation-based positions to attract younger engineers. Forresidentially based schedules, students and new graduatesstrongly prefer the “four tens” schedule (four ten-hourdays on/three days off) versus the traditional five-day workweek.

Compensation: All respondents gave input about a numberof factors. The booming industry and skills shortage isleading to consistent, excessive working hours, and youngengineers are demanding fair compensation for overtimeworked, whether in pay or with flexible days off. Rotation-based schedules are also attractive as they allow a betterwork-life balance.

Graduating students also gave input on numerous com-pensation factors. Assistance for continuing education wasvalued higher than a signing bonus or stock options andwas seen as an indication of a company’s willingness toinvest in their employees.

Salary: The majority of graduating students expect startingsalaries to be in the range of $60,000 to $70,000 per year;however, internationally competitive salaries are impor-tant, because many young graduates are easily able andwilling to relocate (to Australia, for example).

Corporate culture: All respondents gave input about theimportance of various corporate culture factors. The threetop factors were: safety, engineer-in-training programs andresponsible employer (environmental and social).

The results of this survey were truly revealing. Theylend credence to the qualitative statements I have beenhearing from co-workers and peers throughout my aca-demic and industry experience. I hope that this article willstrengthen connections between universities and the min-ing industry, mutually benefiting both. The full presenta-tion can be downloaded from http://mining.ubc.ca/files/Student_Perspectives.ppt.

August 2008 | 45

About the authorMichael is a recently graduatedmining engineer from UBC. Hehas worked at Highland ValleyCopper, De Beers’ Snap Lakeand First Quantum’s Kansanshimine in Zambia. During his finalyear at UBC, he served as thestudent representative to theIndustry Advisory Committee. InSeptember, he’ll begin work forXstrata Nickel Australasia.

iPods, environmental groups and you

MAC economic commentary


land and resources in northern Canadacan frequently raise issues of aborigi-nal rights and relationships.Comparable issues, though on agreater scale, face the mining industryin its international operations, whichoften occur in countries with lessdeveloped infrastructure and withthinner environmental protection andcommunity consultation capacities.

In response to these challenges, onenotable mining NGO actively exam-ines the industry’s mining practices inall Canadian regions and in some 40countries, ranging from theDemocratic Republic of Congo andTanzania to Guyana and Ecuador. Ahost of other social-environmentalgroups provides a level of scrutiny andoversight, ranging from aggressive and

Few industry sectors are subject toas much scrutiny from environmentaland social groups as the mining indus-try. Mineral extraction and processing,virtually by definition, involve intru-sion upon the landscape — whether toconduct open pit or underground min-ing, to build access roads and powerlines, to remove exploration samples,or to treat and manage waste products.These actions represent encountersbetween humans and the surrounding

environment — andthe attendant need tomanage and minimize

the risk that accompanies theseencounters.

In the Canadian context, miningcan invlove accessing lands situatedwithin the Boreal Forest. Accessing

confrontational to cooperative andconstructive, covering everythingfrom human and indigenous rights tocommunity benefits and environmen-tal performance.

It is also evident that the industry isimproving its performance in thesocial and environmental spherethrough commitments to programssuch as TSM, the ICMM GuidingPrinciples and GRI Reporting. Accessto financing is being increasingly tiedto a range of evolving CSR standards.

In the face of this NGO scrutiny,and in light of the numerous social-environmental challenges that willalways face the industry, it is some-times also worth highlighting the pos-itive attributes of the mining industry.In this regard, it is important to not

by Paul Stothart

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MAC economic commentary

lose sight of the fact that modern soci-ety is integrally dependent upon met-als and minerals.

Today’s iPod generation could notmake do without the gold, copper,lithium, aluminum, titanium, silver,cobalt and zinc that comprise the cir-cuitry and components of moderncommunications and entertainmentproducts. Our plasma televisions andpersonal computers are dependentupon a range of metals and rare earthelements. Our medical instruments aremade of copper, silver, nickel, cobaltand brass, among other metals andminerals.

The cleaner society that we alldesire is also not possible withoutmetals and minerals. Hybrid vehicles,for example, draw upon nickelhydride batteries. Catalytic convertersrequire cerium. Water purificationsystems rely on nickel and a host ofrare earth elements. Cleaner energysources, whether nuclear, solar, windor hydrogen-based, draw upon arange of minerals and metals. And thislist goes on, encompassing virtuallyall facets of our residential, municipal,communications and transportationinfrastructure.

Beyond the everyday applicabilityof its products, the industry alsomakes a significant contribution to theCanadian and global economy. Itemploys some 370,000 workers in allCanadian regions and, beyond this,provides benefit to an estimated 2,400companies that supply goods and serv-ices such as environmental and engi-neering expertise.

While mines and processing facili-ties can be located in remote or ruralregions, there are also urban benefits.Much of the world’s mining financeexpertise is centred in Toronto, whileVancouver is a world hub in mineralexploration, Edmonton in oil sandsknowledge, Saskatoon in uranium andMontreal in aluminum and iron ore.The industry spent some $2.6 billionon mineral exploration in Canada in2007 and, including the oil sands,invested $21 billion in capital spend-ing. Exports of metals and minerals

amounted to $83 billion in 2007 —fully 19 per cent of Canadian mer-chandise exports — with the relatedbenefit accruing to our railroads, portsand shippers.

Significantly, the industry also paidan estimated $10 billion to Canadiangovernments in 2006, the most recentyear for which data is available. It mustbe noted that these very substantialtaxes and royalties, paid by oil sandscompanies and base metal smeltersamong other segments, and their tensof thousands of employees, are used tofund the education,health and social prior-ities of our federal and provincial/territorialgovernments.

The environmentaland social groups thatkeep a vigilant eye onthe industry, for themost part, play a con-structive and usefulrole — and there willnever be a shortage of

challenges for the mining industryto confront in these areas. However,we should not lose sight of thebroader context that surroundsthese issues. Nor should we forgetthat to the extent that all segmentsof our society — from left to righton the political spectrum — drawbenefit from the industry’s prod-ucts, services and tax payments, weare similarly all implicated in find-ing responsible ways to mitigate theenvironmental and social issuesthat arise. CIM

August 2008 | 47

About the author

Paul Stothart is vice president,economic affairs of the MiningAssociation of Canada. He isresponsible for advancing theindustry’s interests regarding federal tax, trade, investment,transport and energy issues.

The Mining Labour MarketTransition Study (2007), coordinatedby MiHR, pointed out that in order forthe mining sector to address the skillsshortage it would have to turn to non-traditional labour pools, whichincludes recently released workersfrom industries in decline. One suchindustry is forestry.

Forestry has long been an integralpart of the Canadian economy. In2005, its share of the GDP was threeper cent; direct sector employmentwas 339,900 in 2005, or 2.1 per cent oftotal employment in Canada (NaturalResources Canada, 2007). However,this sector has entered a sustainedperiod of decline. The various factorscausing this decline include the highvalue of the Canadian dollar andenergy prices, the ongoing U.S.-Canada softwood lumber dispute andthe pine beetle infestation in westernCanada. The compounding effects ofthese factors are the cause of layoffs inkey forestry areas across the country.

Many of these laid-off workers pos-sess skills that are highly transferableto mining occupations.

From Forestry to Mining (FF2M) isa new initiative under the coordina-tion of MiHR, funded by theGovernment of Canada’s SectorCouncil Program. The main objectiveof the FF2M initiative is to work col-laboratively with mining and forestry

employers, organizedlabour, training insti-tutions and govern-

ment on skills assessment and gaptraining tools to help forestry workerstransition to new careers in mining.

This project began in spring 2008.Over the next two years, the mainactivities of the FF2M project will beto conduct at least two pilot researchprojects to facilitate the transition ofworkers from forestry to mining.These pilots will focus on forestry

From Forestry to Mining A new labour market transition initiative

operations that are downsizing orplanning to downsize and are operat-ing in proximity (or have an affinity)to mining operations that are recruit-ing a significant number of new work-ers. Each pilot project will:• Form a regional advisory commit-

tee to provide guidance during theproject.

• Recruit former forestry workersinterested in a new career in mining.

• Conduct skills assessments withpilot participants to determinetransferable skills and areas requir-ing skills upgrading.

• Develop gap training programsbased on a skills assessment process.

• Conduct gap training sessions withnew mining workers.

• Record best practices and lessonslearned through the process.Based on these activities, a labour

market transition resource kit will bedeveloped and made available tomining and forestry employers aswell as related unions across Canada.This resource kit will document bestpractices in the transition process,skills assessment tools developed,support resources and services avail-able, potential pitfalls and recom-mendations for increasing success inthe transition of workers fromforestry to mining.

The FF2M initiative relates closelyto the newly developed NationalOccupational Standards (NOS) being developed under the umbrellaof the Canadian Mining CredentialsProgram. The NOS will serve as theresource that determines the skillsrequired for competent performancein a selection of mining occupationsin the areas of underground miner,surface miner and minerals process-ing operations technician. This infor-mation will help in the identificationand development of targeted skillsupgrading programs required to facil-

HR outlook


by Verónica Sánchez

About the authorAs project manager at MiHR, VerónicaSánchez is responsible for thedevelopment of occupational standards,the Canadian Mining Credentials Programand other projects related to labourmarket information and transition.Verónica holds a magna cum laudehonours degree in international businesswith a minor in economics from theUniversity of Houston-Downtown.

itate the rapid deployment of skilledworkers from forestry into miningoccupations.

MiHR is also developing a labourmarket information system that willsupport labour market transitionefforts. The Mining Industry WorkforceIntelligence Network (MIWIN) willprovide the Canadian mining sectorwith up-to-date labour market informa-tion. MIWIN will capture and analyzedata related to labour supply anddemand, which inform employersabout occupations that will be in highdemand in the medium and long terms,and where the potential labour poolsmay be available. Once potential labourpools are identified, resources such asthe labour market transition resourcekits may be used to assess and upgradethe skills of new workers. CIM

parlons-en

Déjà vingt ans! Vingt ans depuisPolytechnique et un diplôme de 1er

cycle en génie chimique. Si on m’avaitdit, à ce moment, que je deviendraisun professionnel dans la vented’équipements pour les mines j’auraissûrement ri. Après tout, moi-même, àcette époque, j’affichais le plus profondmépris pour tout emploi en représen-tation technique ou autre titre simi-laire. Pourtant, au centre d’emploi, lesconseillers me suggérait cette brancheà cause de mon profil : entregent,dynamisme, goût de bouger, toutes desqualités recherchées dans ce typed’emploi.

Ce n’est qu’après huit mois et prèsde 30 entrevues sans succès que j’aifinalement posé ma candidature. Deuxtentatives, deux fois classé parmi lesdeux candidats finalistes, un premieremploi. Et quelle découverte!

Formation technique, visites demines, voyages à l’étranger pour con-férences et formation, défis tech-niques, défis d’affaires… Personne nem’avait jamais présenté tous les côtésfascinants de cette profession que jedéfends maintenant ardemment.

Vendeur? Oui!Bien oui, la vente fait marcher le

monde. Pas seulement la vente audétail de chaussures chez Wal-Mart oula tondeuse chez Home-Dépôt! Maisaussi la vente industrielle, celle quirequiert des professionnels qualifiés.Équipements lourds, produits chim-

iques, équipementsspécialisés requérantde l’ingénierie; en fait,

une multitude de produits et de serv-ices demandent une solide formationtechnique à ceux qui en font la vente.Ce type de vendeur doit présenter auclient non seulement son produit et sacompagnie mais surtout bien expli-quer comment le design, la sélectionde matériaux ou le dimensionnementdu produit peuvent contribuer auxsuccès de l’exploitation du client en

Représentant technique – Profession méconnue

question. Le représentant techniqueest au milieu d’un échange technico-commercial qui permet à une organisa-tion de développer ses produits tout encontribuant au succès des clients. Ilconjugue technique et économique enayant toujours en tête les réalités dufournisseur et celles de l’opérateur.

Des avantages, du plaisir…Bien supporté par une équipe tech-

nique compétente, le représentanttechnique peut non seulement vendreson produit ou son service mais aussicontribuer à l’installation, au suivi etau développement pour le bénéfice duclient et celui de la compagnie qu’ilreprésente. Le représentant côtoie,dans son organisation, chez les com-pétiteurs et sur les sites, des opéra-teurs, des ingénieurs, des technicienset des opérateurs d’expérience quicontribuent à la connaissance du pro-duit qu’il vend tout comme de l’indus-trie dans laquelle il le vend. De plus, lereprésentant a la possibilité de faire denombreux voyages pour recevoir uneformation ou assister à des con-férences qui ouvrent des horizonsautant sur le plan personnel que pro-fessionnel.

Et de la pression…Pression de vendre, de performer.

Bien entendu, pour le représentant, lesuccès est fonction des chiffres deventes. Ses efforts de travail, de prépa-ration, sa capacité d’organisation touten comptantsur sonéquipe, sonproduit, laforce de sescompétiteurset son soucide succèsfont dureprésentantun émotifnaturel. Ilsubit la pres-

sion d’obtenir les commandes maisaussi de voir à ce que le produit vendudonne le rendement attendu. En effet,le travail du représentant ne se terminepas à l’obtention de la commande. Iln’est réellement satisfait que lorsque leproduit ou le service accomplit les per-formances promises ou garanties…Test de crédibilité en continu, unecommande ne remplissant pas les per-formances prévues coûte souvent plusau représentant qu’une commandenon obtenue; les clients se souvien-nent en effet des échecs plus que dessuccès…

Curieusement, il y a donc peut-êtremoins de risque à manquer des ventesqu’à en obtenir… Quel paradoxe! C’estune joute commerciale et techniquequ’il faut aimer et assumer avant de s’yengager. La vie de représentantdemande aussi une famille compréhen-sible étant donné les nombreux voyageset absences. Mais c’est une vie fasci-nante si nous aimons contribuer autantau progrès technique qu’au succèséconomique de notre communauté!

Au fil des années, j’ai découvert etapprofondi le métier de représentanttechnique tout en rencontrant deshommes et des femmes de tous hori-zons. Avec eux j’ai la chance de tra-vailler à de nombreux projets quicontribuent au succès d’opérationsindustrielles et d’exploitationsminières au Canada. C’est un métierexcitant qui mérite absolument d’êtreconsidéré. CIM

August 2008 | 49

par Aymerie Lefebvre L’auteur Gradué en génie chimiquede l’École Polytechnique de Montréalen 1988, Aymerie Lefebvre œuvredans la vente industrielle depuis prèsde vingt ans, surtout dans le secteurminier. Il représente maintenantPompaction. Il parle du rôle dereprésentant technique pour en faire lapromotion et susciter de nouvellesvocations.


standards

Public reporting of explorationresults, mineral resources and min-eral (ore) reserves now benefits fromconsiderable international conform-ity, thanks to the efforts of nationalreserves committees in Australia,Canada, South Africa, the UnitedKingdom/Western Europe, theUnited States and Chile, and of theinternational umbrella organizationCRIRSCO (Committee for MineralReserves International ReportingStandards). This article compares, ona high level, the reporting environ-ments for three countries that are ofconsiderable influence in the miningindustry.

National Instrument 43-101,Standards ofDisclosure forM i n e r a lP r o j e c t s ,

together with Companion Policy 43-101CP and Form 43-101F1, wasdeveloped and released by theCanadian Securities Administrators(CSA) in 2001. National Instruments

Comparison of reporting environments

have legal status, an important pointfor companies also listed in theUnited States. Each of Canada’s 13provincial/territorial securities regu-lators has adopted NI 43-101 andenforces compliance. Stock exchangelisting rules require listed companiesto comply with both listing rules andNational Instruments. MarketRegulation Services is a separate reg-ulator in Canada, created when TSXbecame listed on its own stockexchange.

NI 43-101 incorporates, by refer-ence, the 2005 CIM DefinitionStandards for Mineral Resources andMineral Reserves, developed by CIM’sStanding Committee on ReserveDefinitions. The definition standardsset out definitions and guidelines forreporting of mineral resources andmineral reserves, including thoseapplying to Qualified Persons. NI 43-101 also specifies requirements andguidelines for Qualified Persons, whomust belong to one of theprovincial/territorial geological, geo-

scientific or engineering organiza-tions or to a Recognised ForeignAssociation listed in Appendix A toNI 43-101.

CIM has also published best practice guidelines, referenced by NI 43-101, for general exploration,diamond exploration and resource/reserve estimation.

In Australia, there is one securitiesregulator — the Australian Securitiesand Investment Commission — andone national stock exchange — theAustralian Securities Exchange. TheJORC Code has been incorporated asan appendix to the listing rules of theAustralian Securities Exchange since1989 and of the New Zealand StockExchange since 1992, making com-pliance with the JORC Code compul-sory for listed companies in Australiaand New Zealand.

The JORC Code is the responsibil-ity of the Joint Ore ReservesCommittee (JORC), established in1971, and a joint committee of theAustralasian Institute of Mining and

by P.R. Stephenson,J.-M. Rendu and P.T. Stoker

Industry Guide 7, publishedmore than 20 years ago and notsince updated, differs significantlyfrom CRIRSCO-style reporting stan-dards in that it, or staff interpreta-tion of it:• Does not permit the reporting of

mineral resources except when acompany is required to do so byforeign or state law (hence theimportance of the distinctionbetween NI 43-101 being part oflaw and the JORC Code/AustralianSecurities Exchange listing rulesnot being part of law).

• Requires the use of commodityprices based on the average of thelast three years subject to a reason-ableness test, or on a contract priceif the commodity is sold undercontract. In other jurisdictions,management’s forward-lookingprices may be used.

• Requires a feasibility study toallow publication of mineralreserve estimates for new projects.Canada requires at least a pre-fea-sibility study, whileAustralia requires anappropriate assess-ment and study thatwill have deter-mined a technicallyachievable and eco-nomically viablemine plan.

• Does not recognizethe Competent/Qualified Personconcept.Industry Guide 7 is

a short document andtherefore requires con-siderable interpreta-tion to cover the widevariety of situationsfound in the miningindustry. SEC staffhave significantlychanged their inter-pretations of the guide over time.Unfortunately, theseinterpretations are usu-ally not made public.

standards

Metallurgy (AusIMM), the AustralianInstitute of Geoscientists andMinerals Council of Australia, withrepresentation from the AustralianSecurities Exchange and theFinancial Services Institute ofAustralasia.

The Australian Securities andInvestment Commission oversees theoperation of the Australian SecuritiesExchange and administers theFederal Corporations Act. Whilestock exchange listing rules are notpart of law in Australia, theAustralian Securities and InvestmentCommission can require compliance,thus giving them a degree of legal sta-tus. The Australian SecuritiesExchange Markets Supervision is asubsidiary of the Australian SecuritiesExchange, created when theAustralian Securities Exchange listedon its own stock exchange in 2006.

A Competent Person must be amember or Fellow of AusIMM, theAustralian Institute of Geoscientistsor a Recognised Overseas ProfessionalOrganisation included in a list prom-ulgated by the Australian SecuritiesExchange from time to time on advicefrom JORC. Both RecognisedOverseas Professional Organisationsand Recognised Foreign Associationsmay be self-regulatory professionalorganizations or statutory/semi-gov-ernment organizations.

In the United States, the equivalentto the JORC Code and CIM StandardsDefinitions is the SME Guide forReporting Exploration Results, MineralResources and Mineral Reserves, 2007edition (SME Guide). However, publicdisclosure of exploration results, min-eral resources and mineral reserves inthe United States is regulated by the U.S. Securities and ExchangeCommission. SEC does not recognizethe SME Guide or similar CRIRSCO-style reporting standards, insteadrequiring mining companies to complywith its Industry Guide 7 (Descriptionof Property by Issuers Engaged or to BeEngaged in Significant MiningOperations) and the SEC staff interpre-tations of this guide.

About the authors

Pat Stephenson is director/regionalmanager and principal geologist forAMC Mining Consultants (Canada)Ltd. He served for 18 years on JORCand was co-chairman of CRIRSCO in2005-2006.

Jean-Michel Rendu is an associateconsultant for AMC Consultants PtyLtd. He has represented the UnitedStates on CRIRSCO since 1994. He isalso chairman of the SME Committeeon Resources and Reserves, which hehas headed since 1988.

Peter Stoker is a principal geologist forAMC Consultants Pty Ltd. in Brisbane,Australia. He is chairman of JORC andhas been a member since 1992. He isalso an Australian representative onCRIRSCO.

In April 2005, SME submitted acomprehensive document entitled,Recommendations ConcerningEstimation and Reporting of MineralResources and Mineral Reserves, toSEC. The document aimed to bridgethe gap between the SEC and indus-try positions, making major recom-mendations in the main areas of dif-ference between Industry Guide 7and CRIRSCO-style standards. SEChas yet to respond.

In 2005, SME established theRegistered Member category, withqualification/experience require-ments and an ethical control frame-work to allow recognition asCompetent/Qualified Persons.

Greg Gosson of AMEC Americas Ltd.reviewed the Canadian portion of thearticle and Deborah McCombe providededitorial comment on behalf of CIM. Itis important to note that laws, policiesand regulations other than those sum-marized in this article also apply topublic reporting.

CIM

August 2008 | 51

first nations

Learning Together is an aboriginalorganization whose mission is toshare knowledge and experiencethrough dialogue that will enableFirst Nations, industry, governmentand other stakeholders to makeinformed decisions.

This year’s Learning Together con-ference was held in Winnipeg,Manitoba, on April 9 and 10. Thetwo-day event attracted nearly 200participants from over 50 aboriginalcommunities located across the coun-try and drew over 100 industry andgovernment stakeholders.

The primary purpose of the con-ference was to share knowledge, cre-ate an interactive medium for partici-pants to get first-hand accounts fromreal-life case studies and experiencedprofessionals, and to share best prac-tices. Aboriginal participants oftendescribe this conference as unique. Asone of our delegates, Vice Chief PaulGaul of the Waswanapi First Nation,put it: “It is the first time I haveattended a mining conference where90 per cent of the speakers are aborig-inal.” Industry representatives havealso found it to be an extremely use-ful way to learn how to improve rela-tionships and negotiations with abo-riginal communities.

Interactivity is the key that makesour conferences so successful year

after year. Everyworkshop andcase study has amaximum of 35

participants, in order to ensure thateveryone feels comfortable askingquestions.

Our opening keynote speaker wasVice Chief Don Deranger of thePrince Albert Grand Council inSaskatchewan. His presentation, enti-tled “Athabasca Regional Perspectiveon Exploration,” touched on a cur-rent hot topic in aboriginal communi-

Learning Together — an aboriginalapproach to building mining relationships

ties: the mining of uranium. Theregion he represents is one of thelargest uranium-producing regions inthe world, and one of the best casestudies of aboriginal communitiesworking together and collaboratingto achieve regional success.

Vice Chief Deranger emphasizedthe key priorities put forward by thePrince Albert Grand Council (PAGC)communities to carry out successfulFirst Nations partnerships:• Economic development for resi-

dent.• The region is not against positive

economic developments.• Preserving the land is essential.• Our participation in the develop-

ment is mandatory.• The community leadership has

generally not been pleased withexploration companies.He went on to note sig-

nificant regional success,which included:• First Nations having

large and growing devel-opment corporationsthat own businesses inaviation, catering, truck-

by Juan Carlos Reyes

About the author JuanCarlos Reyes, the organizer ofLearning Together, is passionateabout human rights and workstirelessly to help improve thelives of Canadian aboriginalpeople.

Chief Glenn Nolan presents Vice Chief Don Derangerfrom the Prince Albert Grand Council with a gift forspeaking at Learning Together.


ing and many other mining relatedcompanies.

• The presence of over 1,200 work-ing residents.

• The fact that regional economicdevelopment has focused on trans-portation, with $28 million beingsecured for new roads.

• The Athabasca Basin DevelopmentLimited Partnership, formed fiveyears ago, now ranks among the top100 companies in Saskatchewan interms of revenue.

• The fact that land use planningcontinues to be a priority and isconstantly taking place.The Prince Albert Grand Council

region is a success story of collectivework between First Nations that shouldbe shared with more aboriginal commu-nities and, most importantly, withindustry. Understanding that not onlythe community in which developmentwill take place will be affected, but alsothe region as a whole, will expedite thenegotiation process and increase thechances of achieving successful andlong lasting support in the region. Thiscan go a long way if the company everhas to negotiate with another commu-nity. In addition, as it was the case inPAGC, the communities that are lessaffected often assist in negotiating onbehalf of the industry.

To find out more about last year’s confer-ence and upcoming events fromLearning Together visit www.learning-together.ca. Our next conference will beheld in April 2009 in Montreal, Quebec.

CIM

innovation

August 2008 | 53

Our innovation focusthis month takes us tothe northern miningcommunity of Fermont,Quebec, situated 800kilometres northeast ofMontreal and 24 kilo-metres west of LabradorCity. Located at latitude52°48’ north, the townexperiences long win-ters with an averageannual temperature of -4°C. Fermont was alsothe first community in Canada to bepowered entirely by hydro-electricity.

To buffer the citizens of Fermontfrom the elements, town designersused the most advanced concepts innorthern town planning by incorpo-rating a structure they call the “wind-screen” as protection from prevailingwinds for the rest of the town. Thewindscreen consists of a long three-and five-storey apartment complexwith some 440 units, overlooking 654townhouses, detached and semi-detached houses and bungalowsaccommodating 3,000 people in total.

The windscreen complex is fully1.2 kilometres long and comprises fivemajor segments, varying from 15 to 20metres in height. The entire building iswell cared for by staff reporting to thehuman resources department ofArcelorMittal Mines Canada (formallyQuebec Cartier Mining Co.). This tal-ented and dedicated maintenance

team has kept the facilityin excellent condition,and is to be credited

with developing an innovative strategyfor implementing energy saving proj-ects throughout the complex.

Reducing energy consumption inthe windscreen facility required a com-prehensive plan. The maintenanceteam devised key elements of the planover time and enjoyed the support ofcompany management in carrying itout. Key initiatives included:

A success story in energy savings

1. A complete replacement, over a six-year period, of all windows with unitsthat take advantage of new technologyto reduce heat loss. Roofing upgradeswere similarly carried out over aperiod of 10 years to improve energyefficiency.2. With the advent of improved con-trol system technology, a fiber opticsystem was installed to connect everymechanical and control room in thefacility to a new energy managementsystem, in addition to providingimproved fire protection and videomonitoring of critical areas.3. Thermographic inspection technol-ogy was used identify areas ofincreased heat loss, and over a two-year period, these areas were effec-tively insulated to increase thermalresistance by 50 to 100 per cent overprevious values.4. For two of the five major facilitysegments, siding was upgraded andstairwell corridors fully enclosed toreduce heat loss.5. Another new tech-nology that was lever-aged included theinstallation of solarheat absorption wallson two facility seg-ments, wherein out-side intake air could beheated with solarpower by as much as20°C as it entered the

by Jean FortinAbout the authorJean Fortin is vice president,mining operations forArcelorMittal Mines Canada inMont-Wright, Québec.Employees, passion,communication, presence onthe floor and performance areattitudes and values he hasalways promoted in managingmining operations.

heating systems. This ini-tiative alone provided sav-ings with a full return oninvestment in less than twoyears.6. New advanced controlsystem architecture tookadvantage of an in-depthanalysis of energy systemsand occupant needs to optimize heat/exhaust con-trol towards achievingreduced energy require-ments.

7. A comprehensive program was exe-cuted that took advantage of all the lat-est technologies. Certification was car-ried out with Natural ResourcesCanada and supported by Hydro-Quebec.8. All company employees wereengaged and took on the challenge ofsaving energy, resulting in hundreds ofminor improvements in lighting effec-tiveness, service motor efficiency andinsulation upgrades.

The results are exciting — the com-bined efforts of the windscreen facilitymaintenance team and all supportingemployees have reduced total energyusage by 22 per cent. The employeesare to be credited and commended forleveraging new innovative technolo-gies and techniques, to increase energyefficiency and reduce environmentalimpact. It’s another way that the min-ing industry has improved environ-mental performance while synergisti-cally improving business results. CIM

Aerial view of Fermont, constructed byQuebec Cartier, to house its employees.


Throughout its recent history,Chibougamau wavered betweenobscurity and prominence as a

centre of industrial booms for well overa half-century, before becoming the well-established mining city it is today.

Located 500 kilometres north ofMontreal and 230 kilometres north-west of Lac St-Jean, Chibougamau,with a population of approximately8,000, is the largest town in northernQuebec.

The name Chibougamau, said tosignify “meeting place” in Cree, firstentered Canadian history in 1671 via aJesuit missionary, Father CharlesAlbanel. Father Albanel had beenmandated, in the name of the King ofFrance, to explore the territory linkingLac St-Jean to James Bay and establishthe fur trade with aboriginal groups.Though many other explorers,hunters, merchants and fur traders fol-lowed in his intrepid footsteps, theChibougamau area was virtually for-gotten by non-indigenous settlersfrom about 1760 to 1870.

Interest in the region was renewedin 1870, this time over minerals. Thefirst official mineral exploration wascarried out by James Richardson, whowas sent by the director of geologicalresearch in Canada. Richardson’s 1870

report indicatedthe probable pres-ence of asbestos

and copper in Chibougamau. Thisinspired many prospectors and adven-turers to endure arduous canoe voy-ages deep into the northern wilder-ness, tempting fate in the quest forcopper. Success eluded most in the fol-lowing decade.

In 1881, on a voyage to HudsonBay, Professor John Galbraith fromthe University of Toronto’s School of

Practical Science noted that his com-pass needle deviated stronglybetween Lake Wakonichi and LakeChibougamau. This mysteriousobservation set prospectors astironce again.

In 1903, Peter McKenzie had thehonour of discovering high-qualitycopper in Chibougamau. In additionto copper, he brought samples of mag-netite, ferrous pyrite, asbestos andquartz to Montreal for analysis.Impressed by the quality of these spec-imens, Joseph Obalski, inspector forQuebec Mines, decided to investigatethe area. During his 1904 expedition, asizeable gold vein was discovered onPortage Island, later to become the siteof Portage mine in 1959.

Obalski attested that Chibougamau’simportant mineral reserves wouldsurely be vital to the industrial futureof Quebec. Yet, Chibougamauremained distant, isolated and inac-cessible. Obalski, along with others,

championed the building of a north-ern railroad to develop the mineraldiscoveries profitably.

The railroad proposal was rejectedin 1910, because the climate wasdeemed unfavourable to agricultureand the known orebodies were notjudged to be sufficiently lucrative.General interest in Chibougamaupetered off and World War I furtherhindered exploration and develop-ment in the area.

Following the War, a new wave ofprospectors and engineers discoveredadditional lodes of copper, gold, ironand asbestos and new lodes of silver,zinc and lead in the Chibougamauarea. New companies were founded,encouraged by the soaring copperprice. Unfortunately, hopes were shat-tered with the Great Depression of1929. Chibougamau was quicklyabandoned and went virtually unmen-tioned until 1934.

From 1934 to the late 1940s, busi-ness was off and on. The town’s popu-lation climbed anew and mines werebuilt, but money was scarce. Then, in1950 a road was built linkingChibougamau with Lac St-Jean. This,along with the rising price of copper,finally set Chibougamau’s fortunes inmotion.

Within a decade from 1953, severalnew mines began production —Opemiska in 1953, Cedar Bay in 1957,Copper-Rand in 1960 and Obalski in1963. By 1960, seven millions tonnesof minerals were extracted. From 1960to 1970, the total reached a whopping28 million tonnes. Finally, in 1971, anannual record of over three milliontonnes was reached. Mining activitiescontinue to expand in Chibougamautoday, despite the cyclic nature of theeconomy and market demands. CIM

The changing fortunes of Chibougamau

by Michelle Sabourin

Puit Copper Rand 1958

Construction of the first mine shaft at the Copper-Rand mine in 1958, prior to production.

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August 2008 | 55

featured mine

I Zero-harm approachFrom the beginning, core areas of focus for the company

have been workplace safety, environmental management andhuman resources. The efforts certainly appear to be worth it,with a reduction in work-related incidents, a full complementof employees (despite industry hiring woes) and the implemen-tation of proactive solutions to environmental concerns.

Duck Pond general manager Bob Kelly explained that thestandard they are striving for is a “zero-harm” work environ-ment, and said that doing so is just good business practice.“We want people to come to work and leave it in at least asgood a shape as when they came,” he said. “When employeesfeel safe and secure in their workplace, they are more likely toenjoy coming to work, which affects their productivity level ina positive way. From day one, the standard was zero incident.”

It’s been just over a year since production began at TeckCominco’s Duck Pond operations, an underground copper-zinc mine and processing mill located in centralNewfoundland. The operation was acquired as part of thefriendly takeover of Aur Resources in August 2007. Annualproduction is approximately 657,000 tonnes of high-qualityore, a yearly output that is expected to continue for the nextfive to six years.

The Duck Pond operation transports uncrushed ore to thesurface through a ramp in the footwall of the deposit. It is thenfed through a jaw crusher and sent to a 1,500-tonne coarse orebin. It is processed using a SAG mill, ball mill and flotationprocess to produce separate copper and zinc concentrates,which are transported to a storage and shipping facility at theport of St. George’s on the island’s west coast.

No harm doneby | Marlene Eisner

The Duck Pond operation is a productive and safe workplace due to thecombined effects of a “zero-harm” objective, environmental action anda proactive approach to human resource management.

Duck Pond operations: administration building, mill complex, portal to mine, and camp complex.

harm reduction, there are a number of measures in place,including dust suppression, spill containment and efforts tominimize the amount of solids deposited into tailings ponds.

“The first thing we do to reduce the impact on the envi-ronment is take preventative measures,” said Kelly. “Theobjective is not to have any spills. In addition, we make surethe equipment is kept in good condition and our operators areproperly trained, so that if there does happen to be a spill, wehave the proper means to contain it.”

Kelly also explained that, where possible, the mine prac-tices progressive rehabilitation. “Rather than waiting until theend of the mine to address rehabilitation, we try to tackle itin the present,” he said. The Duck Pond mine recycles close to90 per cent of the mill process water, utilizing water recycledfrom the tailings pond. “We also have a number of brooks,rivers and streams surrounding the mine site, and we haveundertaken quite a bit of clean-up to try to create a new fishhabitat,” he continued. “Within the property, we have erosioncontrols as well as waste management, wood recycling anddust suppression programs in place.”

Kelly said they are also exploring innovative ways to han-dle the lead that ends up in the tailings pond. “As a copper-zinc mine, we do have a small amount of lead that goes to ourtailings pond. We are looking at recovering it and therebymaximizing the resource extracted from the ground. The envi-ronmental results have long-term benefits, as lead reclama-tion expenses are greatly reduced when it comes time toclose the mine.”

Kelly said this process is still in the developmental stage,with the company working on feasibility studies to see how

featured mine


Personnel carrier entering portal to Duck Pond mine; Mine rescue training; Duck Pond operations.

Safety firstStaying safe on the job requires awareness on all levels,

beginning long before an incident even occurs. Although thecompany has strong surface and underground emergencyresponse teams, as well as the appropriate protective equip-ment, Kelly asserted that employee involvement is a key partof the process. If an accident does occur, it is investigated notfrom a perspective of assigning blame, but rather from one ofeducation and prevention. “We put a lot of focus on incidentawareness and investigation,” added Kelly. “We investigate,look for root causes and perform a followup.”

As a matter of fact, the company takes advantage of “near-hits” — an unplanned event that did not result in a loss, butcould have. Every near-hit is reported and investigated, sothat the problem can be avoided in the future. Add to that jobsafety analysis, regular risk assessments and having the rightprotective equipment on hand, and the result is an impressivesafety record at Duck Pond. As of February 2008, the under-ground mine had operated without a “lost time incident” forthe previous two years, which is a significant milestone for anindustrial environment.

“In addition to doing regular ‘walk-arounds’ to inspect dif-ferent areas, we also conduct health and safety audits,” saidKelly. “We go back to the last quarter and review all of theincidents that occurred, what the findings were and see ifthey were put in place. Followup is critical.”

Environmental TLCDuck Pond’s “zero-harm” philosophy is extended to the

mine’s surroundings as well. When it comes to environmental

August 2008 | 57

featured mine

and if the lead can be reclaimed. “We have to do the designwork first to make sure we can control the various reagentsthat must be added to ensure water quality remains belowdischarge limits. We expect to know in the next three or fourmonths if it is feasible to do so. If so, we could probably makea 30 to 35 per cent lead concentrate. Certainly, anytime youcan minimize what goes into your tailings pond, it’s good forthe environment.”

Investing in the futureAs with most sectors in the mining industry, initially

there were not enough adequately trained workers to fill themany mining positions available. Duck Pond found an inno-vative solution by initiating and running a hard rock miningcourse at a local college located in nearby Grand Falls-Windsor.

“We decided to be proactive and partnered with CoronaCollege,” explained Kelly. While the hard rock course suppliedworkers for the Duck Pond mine, it also qualified students towork at mines anywhere in the country.

The operation also offered its facility as a training site foranother recent collaborative effort between Corona Collegeand the Cabo Drilling company. “We provide the site for thepractical component of the on-the-job training,” explainedKelly. As a result of these proactive approaches, by the end of2007, the operation had all the employees it required, with aworkforce of 227.

With its “zero-harm” focus, the Duck Pond mine serves asa good design model of sound business practice, where theoutcome is not just about the production of copper and zinc;

it’s about the creation of a safe and healthy environment forpeople as well. CIM

November 2 to 5, 2008 • Rouyn-Noranda, Québec

A Plenary will feature a panel of opinion leaders from varioussectors debating how to strike a balance between mining andsustainable development in Canada; how to satisfy the worlddemand for minerals, while taking into account the impact ofmining activities on societies and the environment; and howsustainable development can be integrated in exploration,extraction and production of mineral resources.

The program will also include:• a trade show• field trips• a short course on Rehabilitation of AMD-generating

tailings sites• a social program comprising a Welcoming Reception,

a banquet and lunch in the trade show

Contact Chantal Murphy at [email protected] or 1.800.667.1246 www.cim.org/rouyn-noranda2008

The Université du Québec en Abitibi-Témiscamingue (UQAT) and CIM invite you to Rouyn-Noranda, Québec, to attend the Symposium 2008 on Mines and the Environment.

Chaire CRSNG Polytechnique - UQATen environnement et gestion des rejets miniers

Technical Program

Day Sessions Chairs

MondayAM 1 Tailings

Michel Aubertin, professor, Department of Civil, Geological and Mining Engineering, and holder of theIndustrial NSERC Polytechnique-UQAT Chair in Environment and Mine Wastes Management, ÉcolePolytechnique de Montréal

MondayAM 2 Backfill

Mostafa Benzaazoua, full professor and Canada Research Chair holder in Mine tailings management usingfill technology, Université du Québec en Abitibi-Témiscamingue, and Bruno Bussière, professor, NSERC-ÉcolePolytechnique-UQAT Associate Industrial Research Chair (in Environment and Mine Waste Management)and Canada Research Chair in the restoration of abandoned mine sites, Université du Québec en Abitibi-Témiscamingue

MondayPM 1 Waste Rocks

Michel Aubertin, professor, Department of Civil, Geological and Mining Engineering, and holder of theIndustrial NSERC Polytechnique-UQAT Chair in Environment and Mine Wastes Management, ÉcolePolytechnique de Montréal, and Bruno Bussière, professor, NSERC-École Polytechnique-UQAT AssociateIndustrial Research Chair (in Environment and Mine Waste Management) and Canada Research Chair inthe restoration of abandoned mine sites, Université du Québec en Abitibi-Témiscamingue

MondayPM 2

Policies andRegulations in

Mining in Society

Jean-Claude Belles-Isles, director – environment, Association minière du Québec, Johanne Cyr, project leader,Direction du développement et du milieu miniers, Ministère des Ressources naturelles et de la Faune duQuébec, and Sylvain Boily, environmental and laboratory superintendant, LaRonde Division, Agnico-Eagle

TuesdayAM 1

ContaminatedWater

Johanne Cyr, project leader, Direction du développement et du milieu miniers, Ministère des Ressourcesnaturelles et de la Faune du Québec, and Jean-Claude Belles-Isles, director – environment, Associationminière du Québec

TuesdayAM 2 Site Restoration

Gilles Tremblay, program manager, special projects, MEND/NOAMI Secretariat, Natural ResourcesCanada, and Bruno Bussière, professor, NSERC-École Polytechnique-UQAT Associate Industrial ResearchChair (in Environment and Mine Waste Management) and Canada Research Chair in the restoration ofabandoned mine sites, Université du Québec en Abitibi-Témiscamingue

TuesdayPM 1 New Trends

Michel Aubertin, professor, Department of Civil, Geological and Mining Engineering, and holder of theIndustrial NSERC Polytechnique-UQAT Chair in Environment and Mine Wastes Management, ÉcolePolytechnique de Montréal, and Michel Julien, principal, regional director, Golder Associés Ltée

Rouyn Noranda flyer 7/10/08 8:26 PM Page 2

August 2008 | 59

mine en vedette

L Dès le début, la compagnie a ciblé la sécurité au travail, lagestion de l’environnement et les ressources humaines. Lesefforts portent fruit : une réduction des incidents, aucunmanque d’employés et la mise en place de solutions proac-tives pour les enjeux environnementaux.

Le directeur général de Duck Pond, Bob Kelly, explique quela norme « sans aucun mal » est une bonne pratique com-merciale. « Nous voulons que les employés repartent aumoins aussi en forme qu’ils sont arrivés. Lorsque les employésse sentent en sécurité au travail, ils y viennent plus volontiers,ce qui influence leur productivité de manière positive. Dès lepremier jour, la norme a été zéro incident. »

La production a débuté à la mine souterraine Duck Pond deTeck Cominco (Cu-Zn) il y a tout juste un an; cette mine a étéacquise en août 2007 de Ressources Aur. La productionannuelle est d’environ 657 000 tonnes de minerai de grandequalité; ce taux de production devrait continuer pour les cinqà six prochaines années.

Le minerai non concassé est remonté à la surface puisenvoyé au concasseur à mâchoires; le minerai est traité dansun broyeur semi-autogène, un broyeur à boulets et ensuiteflotté pour produire des concentrés séparés de cuivre et dezinc. Ces concentrés sont transportés aux installations portu-aires de St. George sur la côte ouest.

Sans aucun malL’exploitation Duck Pond, au centre de Terre-Neuve, est un environ-nement de travail productif et sécuritaire en raison de l’objectif « sansaucun mal », l’action environnementale et une approche pro-activeenvers les ressources humaines.

L’exploitation Duck Pond de Teck Cominco.


mine en vedette

La sécurité d’abord

Bien que la compagnie ait des équipes d’urgence en sur-face et sous terre et les équipements appropriés, M. Kelly stip-ule que l’engagement des employés est une partie essentielledu processus. S’il survient un accident, il est analysé non paspour assigner un tort mais pour en tirer des leçons et de laprévention. « Nous en cherchons les causes fondamentales eteffectuons un suivi », poursuit-il.

La compagnie tire aussi profit des « quasi-accidents »; cha-cun est signalé et analysé afin qu’il puisse être évité à l’avenir.Ajoutez les analyses de sécurité, les évaluations régulières desrisques et les bons équipements et vous avez un dossier sécu-rité impressionnant. En date de février 2008, la mine souter-raine n’avait eu aucun accident avec perte de temps pour lesdeux années antérieures. « En plus des ‘tournées’ régulièrespour inspecter les divers secteurs, nous effectuons des auditsde santé et sécurité », dit M. Kelly. « Nous révisons le derniertrimestre et analysons tous les incidents; nous vérifions queles recommandations ont été implantées. Le suivi est cri-tique. »

Ce principe de « sans aucun mal » s’étend aussi aux envi-rons de la mine par l’élimination des poussières, la contami-nation des déversements et les efforts pour minimiser laquantité de solides acheminés aux bassins de résidus.

« L’objectif est d’avoir aucun déversement. Nousentretenons les équipements et nos employés sont adéquate-ment formés. S’il survient un déversement, nous pouvons lecontenir », dit M. Kelly. Il poursuit en expliquant que la minefait de la restoration progressive. « Plutôt que d’attendre à lafin de la vie de la mine, nous commençons dès maintenant. Lamine recycle près de 90 % de l’eau de traitement. Nous avonsaussi des ruisseaux autour de la propriété; nous les avons net-toyés pour créer de nouveaux habitats pour les poissons.Nous contrôlons l’érosion sur la propriété et nous avons desprogrammes de gestion des déchets, de recyclage du bois etde suppression des poussières. »

La compagnie cherche aussi à faire quelque chose avec leplomb qui se retrouve dans les résidus. « Nous cherchons àrécupérer le plomb, maximisant ainsi la ressource que nousexploitons et diminuant nos coûts de restauration quand ilsera temps de fermer la mine », dit M. Kelly. Il explique que leprocédé est encore au stade de développement; la compagnieeffectue des études de faisabilité pour voir si, et comment, leplomb peut être récupéré. « Les réactifs ajoutés ne doiventpas nuire à la qualité de l’eau de l’effluent. Nous devrionssavoir au cours des prochains mois si cela est faisable. Nouspourrions alors avoir un concentré à 30-35 % de plomb.Lorsque vous pouvez minimiser ce qui se retrouve dans lesrésidus, c’est bon pour l’environnement. »

Investir dans l’avenirComme c’est le cas pour la plupart des secteurs de l’in-

dustrie minière, il manquait initialement de travailleurs qual-ifiés pour remplir les nombreux postes disponibles. DuckPond a trouvé une solution innovatrice en démarrant et endonnant un cours sur le minage de roches dures au CoronaCollege, une institution locale située à proximité, à GrandFalls-Windsor.

Alors que le cours fournit des travailleurs pour la mineDuck Pond, il forme aussi des étudiants pour travailler dansdes mines n’importe où au pays. « L’exploitation a aussi offertses installations comme site de formation pratique pour uneautre compagnie, la Cabo Drilling Company », poursuit M.Kelly. Grâce à ces approches proactives, l’exploitation avait, àla fin de 2007, tout le personnel dont elle avait besoin, soit227 employés.

La mine Duck Pond est un excellent exemple de concep-tion de bonnes pratiques commerciales, où le résultat ne con-cerne pas uniquement la production de cuivre et de zinc maisaussi la création d’un environnement sécuritaire et sain pourtous. CIM

Les mineurs Kim Rowsell et Greg West de Duck Pond. Échantillonnage de l’eau par un employé de Duck Pond.

Ataturay, Gokhan, TurkeyAbreu, Rene, AlbertaAfolabi, Ayo, South AfricaAl-Darbi, Muhannad, British ColumbiaAndrews, Daniel, USAArmatage, Neil, British ColumbiaArmstrong, Drew, OntarioAwuah-Offei, Kwame, USABada, Samson Oluwaseyi, South AfricaBhambhani, Tarun, USABond, Les, British ColumbiaBrodzik, Paul, USABurkholder, Jamison, OntarioBurns, Alexander, OntarioButlin, Greg, AlbertaCamball, Mark, OntarioCameron, Robert, USACarefoot, Darren, AlbertaChambers, Brandon, British ColumbiaChurcher, Adrian, OntarioCook, Adam, British ColumbiaCraig, Richard, AlbertaDaniel, Adrian, British ColumbiaDe Luca, Michael , AlbertaDelboni, Homero, BrazilDevries, Phillip, British ColumbiaElias, Andrew, British ColumbiaFahey, Peter, Nova ScotiaFahr, Chris, British ColumbiaFaulkner, Audrey, British ColumbiaGartley, Julia, AlbertaGauthier, Jean-Guy, New BrunswickGeorgescu, Petre Dan, RomaniaGiguere, Edwin, OntarioGillis, Andrew, British Columbia

Glazier, Elvis, British ColumbiaGong, Jihua, AlbertaHartley, Rob, OntarioHay, Peter, AustraliaHennerbichler, Nicole, AlbertaHewer, Dave Raymond, British ColumbiaHill, Ken E., British ColumbiaJackson, Aaron, British ColumbiaKaresvuori, Jarkko, OntarioKeating, Douglas, Nova ScotiaKebaeditse, Lesedi, OntarioKelly, Cecile, ManitobaKeogh, Colm, IrelandKoziura, Yarek, British ColumbiaLa, Quoc, AlbertaLe May, Ailsa, British ColumbiaLee, Justin, British ColumbiaMabsout, Mohamed, MoroccoMacKenzie, Richard D., Nova ScotiaMacLeod-Thurston, Erick, OntarioMalkhuuz, Ganbold, British ColumbiaMalm, Jordan, AlbertaMaries, Victor, AlbertaMarquina, Eduardo, ArgentinaMena-Patri, Ricardo, British ColumbiaMendenhall, Michael, British ColumbiaMonredon, Thierry, FranceMorrisson, Laura, USANaicker , Sodhiesiven B., South AfricaO’Brien, Sean, NewfoundlandOlurin, Olujide, NewfoundlandPashaei, Koorosh, IranPathak, Ajay, British ColumbiaRaytcho, Anguelov, British ColumbiaReeves, Spencer, Ontario

Reiano, Manny, British ColumbiaReid, Sarah, AlbertaRoworth, Megan, British ColumbiaSecord, Doug, AlbertaSemeniuk, Stephen, British ColumbiaShandro, Trevor, OntarioShields, Yvon, OntarioSilva, Daniel, ChileSmith, Mike, British ColumbiaSnider, Standen, OntarioSollner, Diana, British ColumbiaSoto, Heriban, ChileStamova, Rahilda, OntarioStewart, Robert, British ColumbiaStrome, Brian, British ColumbiaSullivan, Andrew, OntarioSvorcan, Rade, AlbertaSwanson, Robert, OntarioVaillancourt, Dylan, British ColumbiaVien, Andre, British ColumbiaWolf, Cameron, USAWolf, Karl, USAWonders, Glen, British ColumbiaWood, Paul, USAYong, Zhong Qi, ChinaYuhasz, Chad, British ColumbiaZambrano, Adolfo, USAZaradic, Andrea, British ColumbiaZwar, Kevin, British Columbia

CorporateABS CanadaFiresteel Resources Inc.Axxent Engineering Ltd.Cullen Diesel Power Ltd.

August 2008 | 61

CIM welcomes new members

The CIM Hamilton Branch held its final evening for the2007-2008 program year on May 22, with featured guestspeaker Juergen G. Schachler, president and CEO,ArcelorMittal Dofasco Inc. The evening’s meeting wasdedicated to one of the branch’s founding members, F.

John McMulkin, who passed away earlierthis year.

The three CIM Hamilton Branch awardwinners — Scott Cameron, Alan Stagg and Michelle Reid —from the local Bay Area Science and Engineering Fair wereon hand to show their displays and answer questions. Thebranch has been an active sponsor of BASEF for over 15years and provides two prizes for projects in the MaterialsScience category.

The fourth winner, Erica Szymkiewicz, was the recipientof a Nelson Steel Award. Nelson Steel is a valued corporatesponsor that celebrates the accomplishments of their win-ners by inviting them to this annual event. CIM

A passion for science

by Shannon ClarkErica Szymkiewicz Scott Cameron

Alan Stagg Michelle Reid

cim news

COSMO LabMining Engineering

For registration and information

please contact:

Deborah FranklandDept. of Mining and Materials

EngineeringMcGill University

Montreal, Quebec

Email:[email protected]

Phone: (514) 398-4755,ext. 089638

Fax: (514) 398-7099

Website:www.cim.org

http://cosmo.mcgill.ca

Geostatistical mineral resource/ore reserve estimation and meeting the new regulatory environment: Step by step from sampling to grade controlSeptember 15-19, MontrealMichel Dagbert, Geostat Systems Int, Canada; Jean-Michel Rendu, Consultant, USA; and Roussos Dimitrakopoulos, McGill University, Canada

Learn about the latest regulations on public reporting of resources/reserves through state-of-the-art statistical and geostatistical techniques. Learn how to:

• Apply geostatistics to predict dilution and adapt reserve estimates to that predicted dilution.• Learn how geostatistics can help you categorize your resources in an objective manner.• Understand principles of NI43-101 and SME Guide.

Strategic risk management and applied optimization in mine designSeptember 23-26, MontrealCindy Campbell, Gemcom, Australia; and Roussos Dimitrakopoulos, McGill University, Canada

mine planning methodologies and software. Learn how to: • Improve your understanding of strategic mine planning and life-of-mine optimization concepts.• Learn how to improve your understanding of the relationship of uncertainty and risk, and how to exploit uncertainty in order to maximize pro�tability.• Get hands-on experience with strategic mine planning software Whittle. Optional 1/2 day Whittle refresher skills workshop available.

Quantitative mineral resource assessment an integrated approach: Exploration risk analysis for strategic planningOctober 20-21, MontrealDon Singer, US Geological Survey, USA; David Menzie, US Geological Servey, USA

Learn how to provide decision-makers with unbiased information about the expected value and probabilities of other values of undiscovered mineral resources. Learn how to:

• Identify the sources and magnitudes of risk and uncertainty in assessments of undiscovered mineral resources.• Demonstrate how operational mineral deposit models can reduce uncertainties.• Construct internally consistent models.

Theory and practice of sampling particulate materials October 27-29, Part 1, MontrealOctober 30-31, Part 2 (QA-QC, mine, and project audits), Montreal

AGORATEK, USA

and appropriate applications. Learn how to:• Eye-opening facts you may have overlooked or ignored until now about the consequences of bad sampling and the di¢culties of good sampling.• The unsuspected amplitude of economic rami�cations of poor sampling.

Mineral project evaluation techniques and applications: From conventional methods to real options November 10-13, MontrealMichel Bilodeau, McGill University, Canada

techniques to mineral project assessments. Learn how to:• How to gain a practical understanding of economic/�nancial evaluation principles.• How to develop the skills necessary to apply these to support mineral project decisions.• About the real options approach to valuing mining projects.

2008 PROFESSIONAL DEVELOPMENT

SEMINAR SERIESSTRATEGIC RISK QUANTIFICATION AND MANAGEMENT

FOR ORE RESERVES AND MINE PLANNING

Upcoming 2009 Seminar

Applied risk assessment for ore reserves and mine planning: Conditional simulation for the mining industryMay, MontrealRoussos Dimitrakopoulos, McGill University, Canada

•

cim news

The Syncrude Award for Excellencein Sustainable Development promotesthe Canadian minerals industry as anactive seeker of sustainability solu-tions that engage and affect theCanadian public. This year’s winner— EPCOR Utilities’ Genesee 3 sta-tion — has achieved just that, settingnew standards for Canadian powerproduction.

Built and operated by EPCOR, andowned jointly with TransAltaCorporation, the 495-megawatt unitis Canada’s first generation facility touse supercritical combustion technol-ogy for greater fuel efficiency and sig-nificantly lower emissions. DavidLewin, senior advisor, corporate rela-tions, EPCOR Utilities Inc., discussedthe G3’s sustainability effects on ourindustry.

CIM: What is the G3 initiative?Lewin: EPCOR’s Genesee GeneratingStation includes three units. The lat-est, Genesee 3 (G3), is the cleanest-burning coal-fired power plant inCanada. It went into commercialoperation on March 1, 2005, and isthe most advanced coal-fired plantever built in Canada. The three unitsat Genesee have each raised the bar

for environmentalperformance andreliability. G3 is

equipped with $90 million in cleanair technologies and will provideenough power for a city of 350,000.

CIM: How does the technology benefit theenvironment?Lewin: G3’s environmental perform-ance is enhanced by the use of super-critical combustion and clean airtechnologies. In a supercriticalboiler, higher temperatures andsteam pressures, together with ahigh-efficiency steam turbine, createa more efficient process for convert-ing thermal energy into electricity.The process reduces emissions by

Going green at EPCOR

using less coal per megawatt hour ofelectrical energy than conventionalprocesses.

In addition, G3 was further sup-plemented with another $90-millionin scrubbing equipment. Thus, G3’sclean air technology goes beyond cur-rent provincial and national environ-mental standards.

CIM: What has winning the SyncrudeAward for Excellence in SustainableDevelopment done for EPCOR?Lewin: We are proud and honoured to receive the Syncrude Award

for Excellence in SustainableDevelopment. This type of recognitionfrom industry validates what we aretrying to achieve in clean-coal andCCS technology.

CIM: What other upcoming initiatives andprojects is EPCOR involved in?Lewin: EPCOR is partnering withTransAlta on a supercritical 450-MW coal-fired plant at Keephills.We’re also the only company inAlberta involved with all four car-bon capture and storage researchand development initiatives inAlberta today — the Alberta SalineAquifer Project, the Integrated CO2Network plan, the Heartland AreaRedwater Project and the WabamunArea Storage Project.

Each of these initiatives couldcomplement the most importantproject underway within EPCORtoday: the Integrated GasificationCombined Cycle study, which willdetermine which gasification tech-nology best suits Genesee sub-bitu-minous coal. Should a project pro-ceed, it would cost in the billions ofdollars. The earliest possible datefor commercial operation is2015. CIM

by Robbie Pillo

David Lewin

A look back in time20 YEARS AGO…• Two years before becoming president of CIM, Peter Tarassoff was elected

1988 chairman of the Canadian Research Management Association andchairman of the Minister’s National Advisory Council to CANMET.

• George Weatherly of the University of Toronto was awarded the 1988Canadian Metal Physics Medal for his outstanding contribution in physicalmetallurgy.

• Inco Limited and NSERC co-funded the Inco/NSERC Industrial ResearchChair in Chemical Process Metallurgy. Research programs were conductedunder the auspices of the Centre for Chemical Process Metallurgy.

• The first recipient of the Canadian Metal Chemistry Award was given toL.M. Pidgeon for his outstanding contributions to Canadian metal chem-istry.

The above was taken from the August 1988 issue of CIM Bulletin.

August 2008 | 63

October 6 to 9, 2009Vancouver, British Columbia

Call for PapersAPCOM is a major meeting place and discussion forum formining professionals, researchers and suppliers worldwide.The 34th edition of APCOM will be held in Vancouver, BritishColumbia, home to more than 700 junior mining companiesand industry leaders. Organized by CIM, APCOM 2009 willoffer paper presentations on systems of knowledge manage-ment, computer modelling in different areas of miningprocess, operations research, automation, robotics and vir-tual reality.

The peer-reviewed program will showcase leading work in thefields of automation, robotics, remote sensing and a myriadof technology focuses.

Don’t delay – submit your abstract online by September 30, 2008.

Application of Computers and Operations Research in the Mineral Industry

Impact andNews Gothic Medium

www.cim.org/apcom2009

1

2

3

Three-partProgram Schedule

DAY

Resource Identification Estimation and Planning

Geostatistics I

Geostatistics II

Investment Planning

Mine Planning and Equipment Selection

DAY

Automation in Mining and ProcessingMine to Mill Optimization

Process ControlDevelopments in Mobile Equipment Automation

Total Systems Thinking and IntegrationOperational Management and Optimization

DAY

Mine Life Cycle Current and FutureChallenges

Sensing and MonitoringGreenhouse Gases

Water Usage and ReclamationEnergy

CIM EVENTS

CIM New Brunswick Branch 33rd ConventionSeptember 4-6Bathurst, New BrunswickContact: Paul RennickEmail: [email protected]

CIM Northern Gateway Branch Annual GolfTournamentSeptember 12North Bay, OntarioContact: Roy SlackTel.: 705.472.3381Email: [email protected]

Frank Grieco Golf TournamentSeptember 17Toronto, OntarioContact: CIM Toronto Branch AdministratorTel.: 416.352.1989Fax: 416.352.1989Email: [email protected]

CIM Winnipeg Branch LunchGuest speaker (TBA)September 18Winnipeg, ManitobaContact: Mark FrancisEmail: [email protected]

Cobalt Branch Seafood NightSeptember 25Haileybury, OntarioContact: Todd SteisEmail: [email protected]

Conférence technique de la section Thetford Mines1er octobreThetford Mines, QuébecContact: Pierre LarocheTel.: 418.338.7500Fax: 418.338.7664Email: [email protected]

Symposium 2008 on Mines and the Environment/Symposium 2008 sur l’environnement et les minesNovember 2-5Rouyn-Noranda, QuébecContact: Chantal Murphy, CIM Meetings CoordinatorTel.: 514.939.2710, ext. 1309Fax: 514.939.2714Email: [email protected]: www.cim.org

41st Annual Canadian Mineral Processors OperatorsConferenceJanuary 20-22Ottawa, OntarioContact: Janice ZinckTel.: 613.995.4221Fax: 613.996.9041Email: [email protected]: www.c-m-p.on.ca

AROUND THE WORLD

21st World Mining Congress and Expo 2008September 7-11Krakow-Katowice, PolandContact: Katarzyna WitekTel.: +48.12.617.4604Fax: +48.12.617.4605Email: [email protected]: www.wmc-expo2008.org

1st Southern Hemisphere International RockMechanics SymposiumSeptember 15-19Perth, Western AustraliaContact: Josephine RuddleTel.: +61.8.6488.3300Fax: +61.8.6488.1130Email: [email protected]

Mining & Metallurgical Innovation ForumSeptember 17Almaty, KazakhstanContact: Boris DanilenkoTel.: +7.727.2583430Fax: +7.727.2583444Email: [email protected]: www.iteca.kz

2008 MINExpo InternationalSeptember 22-24Las Vegas, Nevada, USAContact: Hall-EricksonTel.: 630.434.7779Toll-free: 800.752.6312Email: [email protected]: www.minexpo.com

V International Mineral Processing Seminar(PROCEMIN 2008)October 22-24Santiago, ChileContact: Fabiola BustamanteTel.: +56.2.652.1555Fax: +56.2.658.1570Email: [email protected]: www.procemin.cl

World Scrap Metal Congress 2008November 3-5Shanghai, ChinaContact: Juliana TyanTel.: +65.6322.2726Fax: +65.6271.8057Email: [email protected] Website: www.terrapinn.com/2008/scrap

Northern Area Eastern Conference on MinimizingInfrastructure Corrosion and InternationalSymposium on Fundamental Corrosion Research inProgressNovember 9-11Toronto, OntarioContact: Sergei ShipilovTel.: 416.861.1607Fax: 416.363.2588Email: [email protected]

CA

LE

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The excitement and success of the California Gold Rush and the ComstockLode led to an unprecedented surge of prospecting and mining developmentthroughout the U.S. Southwest after 1860. Among the thousands of lode andplacer showings, occurrences, deposits and mines that were discovered in thefollowing decades, a special few stand out for the information they provided onthe origin of mineral deposits and their contribution to the new field of eco-nomic geology. One of the most important was the Homestake deposit in theBlack Hills of South Dakota, which became the largest gold mine in NorthAmerica. It produced 39.61 million ounces of gold and about nine millionounces of silver between 1877 and 2002 from workings that extended to a depthof over 2,440 metres (8,000 feet).

This impressive history was tarnished, unfortunately, by the circumstancessurrounding the birth of the camp. The Black Hills will always be associatedwith a tragic period in the history of the United States government and the min-ing industry, when stampeding prospectors triumphed over attempts by the gov-ernment to defend the rights of the native population.

The search for gold in the Black Hills probably began before 1811, whennatives reportedly brought small nuggets to a trading post at the forks of theCheyenne River. When a wave of prospectors were drawn to the Hills in theearly 1830s by persistent rumours of gold and by government surveys andmilitary expeditions that described the geology as favourable, they found oldadits, shafts and mining tools. Although minute flecks of gold were presentthroughout a large region, the amount had been insufficient to warrant a sus-tained effort.

Moreover, exploration was violently discouraged by the dominant nativetribe in the region, the Lakota (Sioux), which considered the Black Hills(called ‘Pahá Sápa’) to be the holy centre of their world. Although early gov-ernors of Dakota Territory lobbied for intensive exploration of the hills, theU.S. government signed the Treaty of Fort Laramie with the Lakota people in1868. The treaty created the Great Sioux Reservation, including the BlackHills and all of South Dakota west of the Missouri River, for the exclusive andperpetual use of the Lakota people, ensuring that white men could not enteror alienate the reserve.

Within the next few years, various groups, some with political rather thaneconomic objectives, advocated entering the treaty area by force. When theseefforts gained momentum due to a serious U.S. economic depression, the U.S.Army dispatched an armed force in 1874 under the command of the infamousBrevet General George A. Custer, to defend and survey the economic potentialof the hills. That by itself ignored the terms of the treaty and Custer, who hadled expeditions against the Plains Indian for several years, was a poor choice tolead it. Custer assembled an impressive force consisting of 10 cavalry compa-nies, two infantry companies, 100 native scouts, 110 wagons, 1,000 cavalryhorses, 300 beef cattle, and three machine guns, accompanied by an engineer, anaturalist, a botanist, two practical gold miners and newspaper correspondents.

By July 1, expedition miners found a trace of placer gold on the site of thepresent city of Custer, and when Custer moved to the site of the GordonStockade on August 1, they found a more significant placer paystreak. “Aroundthe campfire that night, the first mining company organized in the Hills, theCuster Peak Mining Company, was formed. …The excited soldiers, at Custer’s

history“Hostilities there have grown out of

the avarice of the white man, who had violated our

treaty stipulations in his search for gold… Gold

had actually been found in paying quantities, and

our efforts to remove the miners would only result

in the desertion of the troops that might be sent in

there to remove them.” U.S. President Ulysses S.

Grant, in a message to Congress in 1876-77(CASH, 1973)

Homestake, South Dakota (Part 1)*by R.J. “Bob” CathroChemainus, British Columbia

* Unless otherwise indicated, the history in this chapteris derived from Cash (1973), Fielder (1970) andRickard (1932).

economic geology


suggestion, called the valley of French Creek ‘GoldenValley’” (Cash, 1973).

By the end of the year, the first sizable party of minershad slipped through the army defences and reachedFrench Creek and, by February 23, 1875, they haddrafted mining laws and formed a mining district. Thearmy tried to expel the miners from the Hills on April 7but more continued to enter. After more negotiations, thegovernment called off the army, which marked the begin-ning of a stampede to the new goldfield and the lastattempt to enforce the treaty and protect the legal rightsof the Indians. Is it any wonder that the Lakota killedCuster and all 210 of his troops at Little Big Horn,Montana, in June 1876? In 1877, the U.S. Congresspassed another act that abrogated the Fort Laramie Treatyand provided the Lakota with subsistence rations andgrazing rights instead.

This wasn’t the first instance when gold had triumphedover the rights of native people in the United States. Aplacer gold discovery in 1829 on Dukes Creek in WhiteCounty, Georgia, resulted in a staking rush that occupiedland that was under the control of the Cherokee Indians.Between 1830 and 1839, the federal government defusedthe tension by seizing the land, arresting 17,000 Indiansand forcing them to migrate to Oklahoma along whatbecame known as the Trail of Tears. Four thousand areestimated to have died. Their land was then sold off in alottery.

An example of the racism of the period was contained inan 1867 prospectus for an Arizona company called SpecieBasis Mining Company, which was organized by promotersin Philadelphia, New York and Boston. It stated that “thewheels of progress cannot be stopped by the wild, murder-ous treacherous savages; they must go down as the grassbefore the scythe” (Sears, 1973).

The Lakota continued to insist that their rights hadbeen expropriated without just compensation but it wasnot until 1942 that the U.S. Court of Claims ruled thatthey were owed at least $17.5 million, without interest.The court also remarked upon President Grant’s duplicityin breaching the government’s obligation to keep tres-passers out of the Black Hills, and the pattern of duresspracticed by the government on the starving Sioux to getthem to agree to the sale of the Black Hills. It concluded:“A more ripe and rank case of dishonorable dealings willnever, in all probability, be found in our history, which isnot, taken as a whole, the disgrace it now pleases somepersons to believe.” In 1978, the same court ruled thatinterest should be added since 1878. In 1980, the U.S.Supreme Court upheld the decision (Findlaw). TheLakota, who want the return of the Black Hills instead,have refused the settlement and in spite of their poverty,they still refuse to take the money. It remains in an inter-est-bearing account and is now estimated to total over$750 million. By comparison, the value of the gold pro-

duced from the Homestake mine was at least $20 billion,using an arbitrary gold price of $500 per ounce.

George Hearst (1820-1891), who has appearedin this series twicebefore, played an impor-tant role in the develop-ment of Homestake. Hewas first mentioned inconnection with theCalifornia Mother Lode,where he mined withlimited success in adozen places over nineyears and opened twogeneral stores. That wasfollowed by the veryprofitable acquisition of apart ownership of theOphir mine at Comstock,

where he played an important role in its success by hiringthe experts who invented square-set mining and theWashoe milling process (CIM Magazine, March/April,2008, p. 61-63).

Hearst’s success was due to his intuitive understandingof mineral economics and his ability to recognize the geo-logical potential of a mining prospect. In the words ofSwanberg (1961), “he had the three requisites of the pio-neer — strength, courage and ingenuity — and on top ofthat he had a rudimentary knowledge of mining”. Hearstreceived little formal education, only two and a half yearsin school. However, he “quickly learned to read businesscontracts … had a genuine thirst for knowledge and anability to grasp and understand the importance of things”and had “a keen nose for ore” (Rickard, 1932). Accordingto legend, local Indians referred him to as “the boy theearth talks to.”

In his unpublished memoir, quoted extensively byRobinson (1991), George Hearst recounted how he wasfirst exposed to mining beside the family farm at St. Clairin Franklin County, Missouri, and while delivering pork tolead mines and crude smelters operated by French minerswithin the Southeast Missouri Lead Belt. “When I was 15years old, they found [the Virginia] mine only a mile fromour house. … For a long time the miners would not washanything out but would let us little fellows pick away intothe big banks of dirt and we would often thus make fromfour to six bits a day. … The ore was galena and limestoneand a sort of clay. There were a great deal of little nuggetsand these would pan out about 70 to 80 per cent galena; infact there was not a better mine in the world. … The menthere were not very scientific, and I soon saw how thingswere done.” Later, he tried his own hand at mining: “Iprobably made about four or five thousand dollars from1842 to 1849, more or less after I was 21 years old.”

George Hearst (1820-1891)

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economic geology

Although he was raised on a fairly successful farmwhere his family owned 19 of the 41 slaves in the area, heremembered being impressed with how well the Frenchminers lived compared to the farmers in his community.When “the gold fever broke out,” he sold his late father’s‘copper mines’ and seven other mineral tracts for $1,900 tohelp finance the trip to California and arrived there with“just a five-franc piece left.”

After becoming financially secure due to his Comstockholdings, Hearst began to scour new mining camps forinvestment opportunities, working with two San Franciscolawyers as partners, James Ben Ali Haggin and Lloyd Tevis.Their arrangement was that Haggin and Tevis would pro-vide the money and Hearst would supply the nose. Teviswas president of Wells-Fargo Express Company and a part-ner in the Central Pacific Railroad, while Haggin, hisbrother-in-law, was a businessman involved in Wells-Fargoand other California ventures (Cash, 1973). The syndicateeventually acquired interests in over 100 mining properties.

Their first success was at Park City, Utah, where theybought the Ontario property for $27,000 in 1872. It pro-duced over $50 million of silver in the next couple ofdecades. Today, Park City is a historic ski resort that hoststhe Sundance film festival, was the site of ski races duringthe 2002 Winter Olympics, and is almost a suburb of SaltLake City. Their next successful venture was at Pinos Altos,near Silver City, New Mexico, where they paid $20,000 foran option on a silver prospect in 1876 that later becamequite profitable.

George and his partners finally hit the jackpot in June1877, when their agent L.D. Kellogg, a practical miner,acquired a 30-day option to buy the Homestake claim inthe Black Hills. The Homestake vein had been discoveredin April 1876 by a team of four prospectors that includedtwo French-Canadian brothers, Fred and Moses Manuel,Hank Harney and Alex Engh. ‘Homestake’ was a word in

common use that meant ‘a strike (discovery) good enoughto enable a man to return home and retire.’ It resembles theword ‘grubstake,’ another prospectors term that describeda loan advanced to a prospector for food and supplies.

Moses recalled the discovery of the Homestake lode asfollows: “Toward spring … the four of us found some richquartz. We looked for the lode but the snow was deep. …I kept looking every day for nearly a week, and finally thesnow got melted on the hill and the water ran down thedraw that crossed the lead, and I saw some quartz in thebottom. … I took a pick and … took some to camp andpounded it up and panned it and found it very rich. Nextday Hank Harney consented to come and locate what wecalled the Homestake Mine, the 9th day of April, 1876.”The claim was 1,350 feet long and 75 feet on each side ofthe vein, covering a little less than 2 hectares (five acres)(Rickard, 1932).

The Homestake vein wasn’t the first discovery in thevicinity; in fact it wasn’t even the first one staked by thesepartners. However, whether because of good luck or skill, itwas richer and better exposed at surface than the others andturned out to be part of a much larger system of wide veins.

The prospectors raised enough money by selling theirother claims to drive a short adit and install an arrastra, butthey soon realized that the cost of developing theHomestake was beyond their means. Hearst rushed toSouth Dakota to complete the purchase negotiated byKellogg, $60,000 (plus $10,000 for a small interest ownedby a merchant who had provided a grubstake). He thenpurchased the adjacent Golden Star claim to increase thesize of the property to 5.7 hectares (14 acres), the start ofa long process of consolidation of the key claims held bydifferent owners. The Hearst syndicate incorporated theHomestake Mining Company in November and shipped an80-stamp mill by rail to Sidney, Nebraska. From there, itwas hauled about 425 kilometres to the mine with oxteams. Ore crushing began on July 12, 1878, a little overtwo years after the discovery, which was a remarkable featunder such difficult conditions.

The geology and development and production history ofthe mine will be described in the next chapter. CIM

ReferencesCash, J.H. (1973). Working the Homestake. Ames: The Iowa State University Press.

Fielder, M. (1970). The treasure of Homestake gold. Aberdeen, South Dakota: North PlainsPress.

Findlaw for Legal Professionals. Available online atcaselaw.findlaw.com/scripts/getcase.pl?court=US&vol=448&invol=371, accessed April 1,2008.

Rickard, T.A. (1932). A history of American mining. New York: McGraw-Hill Book Company, Inc.

Robinson, J. (1991). The Hearsts: an American dynasty. New York: Avon Books.

Sears, M.V. (1973). Mining stock exchanges, 1860 -1930: an historical survey. Missoula:University of Montana Press.

Swanberg, W.A. (1961). Citizen Hearst: a biography of William Randolph Hearst. New York:Charles Scribner’s Sons.

Topographic map of South Dakota showing the location of the Black Hills at the head-waters of the Cheyenne River, a tributary of the Missouri River. The Black Hills extendwestward into Wyoming. The Homestake mine is situated at the town of Lead. Mapprepared by Mike Cathro.

metallurgy


Migration and movement of scholarsA study in the history of diffusion of knowledge: Part 5

by Fathi Habashi, Department of Mining, Metallurgical, and Materials Engineering, Laval University

from other European and Chinese investors and sent itsdirector, Émile Franqui (1863-1935), with a Belgian tech-nical staff to replace the Americans. Edgar Sengier (1879-1963), another Belgian engineer from the University ofLouvain who joined a consulting firm in Birmingham, wassent to Shanghai in 1907 to direct the Compagnie interna-tionale d’Orient. He later became one of the directors ofUnion minière du Haut Katanga. He moved to New Yorkwhen Belgium was occupied by Nazi troups during WorldWar II.

Christian missions were active in Shandong, where in1882 steps were taken to upgrade a high school to collegestatus. The missions also concentrated on providing a basicwestern education for converts. St. John’s College inShanghai, which was to become one of the most celebratedacademic institutions in China, graduated its first class inthe 1890s. By 1903, the Jesuits had established AuroraUniversity in Shanghai, with faculties of Arts, Law, Science,Civil Engineering and Medicine. Classes were predomi-nantly taught in French. Imperial Pei Yang University wasfounded in 1895 in Tientsin. It changed its name to TianjinUniversity in 1951 after it merged with the Hebei Instituteof Technology. In 1907, Thomas T. Read (1880-?), a profes-sor at Colorado School of Mines at Golden, Colorado, wassent there to teach mining and metallurgy for three years. Hewas the first to introduce microscopic examination of met-als in China.

JapanBefore the mid-19th century, Japan was not interested in

having commercial or cultural relations with the rest of theworld. Other than contact with some Dutch merchantswho were allowed, under strict regulations, to have a trad-ing post on an island in Nagasaki Bay, it was cut off fromthe outside world. There were some Japanese scholars,however, who read books imported by the Dutch andunderstood that knowledge was increasing among theEuropeans. They argued that it was time for Japan to openits gates and admit new ideas. But such voices were ignoredor suppressed by the government. For example, Germanphysician Philipp Franz von Siebold (1796-1866), wholived on the island, was expelled from Japan in 1828, andhis Japanese interpreter was put to death when it waslearned that he was collecting information about Japan.Between 1832 and 1853, Von Siebold wrote numerousbooks about Japan’s culture, its fauna and flora.

Movement of specialistsFor centuries, scientists and engineers with specialized

knowledge have been in great demand around the world.

Ottoman EmpireSultan Mustafa III (1717-1774) hired Claude Alexandre,

Comte de Bonneval (1675-1747), a French soldier andadventurer who converted to Islam and took the nameAhmed, to organize and command the artillery. In 1734,Alexandre established the first technical school in the Empirethat later became known as Istanbul Technical University.Mohammed Ali (1769-1849), founder of modern Egypt,hired many French professionals to establish engineering andmedical schools as well as to organize an army. In modernTurkey, Fritz Arndt (1885-1969) of Germany spent over twodecades of his professional life as a professor of chemistry atIstanbul University.

PrussiaJoseph Louis Lagrange (1736-1813), the great French

mathematician, was a professor at the Artillery School inTurin when he was invited to Berlin by Friedrich the Greatto succeed Euler, who left for Saint Petersburg. Lagrangespent 20 years there as director of the Prussian Academy ofSciences. His great work, La Mécanique Analytique, waswritten there. After the death of Friedrich the Great, hereturned to France, at Mirabeau`s invitation, and in 1794was appointed professor at the newly established ÉcoleSupérieure Normale.

ChinaPrior to the revolution, China was flooded with westerners

seeking to exploit its natural resources. Among them wasHerbert C. Hoover (1874-1964), a mining engineer fromStanford University in the United States, who was hired by amajor London-based consulting firm in 1897 to examine andmanage mines in China. After demonstrating excellent abili-ties, he was offered the position of chief engineer of theImperial Bureau of Mines in China in 1898. He assembled anAmerican technical staff to work with him; however, the BoxerRebellion of 1900 put an end to his position. In 1901, hebecame the general manager of the Chinese Engineering andMining Company that operated the Kaiping mines north ofTientsin, one of the richest coal mines in the world.

In the fall of 1901, the Belgian company, Union Minièredu Haut Katanga, purchased the majority of the businesses

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teach mining and metallurgy. In 1877, his lectures on met-allurgy were translated to Japanese by his students andserved as a useful tool for many years.

John Milne (1850-1913), a British geologist fromLiverpool, studied at King’s College, Royal School of Minesand Freiberg Mining Academy. He obtained a doctoratedegree from Oxford University, and then worked inCornwall, Central Europe, Newfoundland and Labrador.From 1875 to 1895, Milne taught geology and mining at theTokyo Imperial College of Engineering. In 1880, he inventedthe seismograph and was cofounder of the JapaneseEarthquake Society. He returned to England with hisJapanese wife in 1895. Milne has authored Earthquakes(1883), Seismology (1888) and Miner’s Handbook (1894).

BrazilWilhelm Ludwig von Eschwege (1777-1855) was born

in Eschwege, Germany, where he studied engineering. Hethen left for Portugal where, at the age of 25, he wasappointed director of mines in Lisbon. When Napoleoninvaded Portugal, von Eschwege joined Prince RegentJoão, who escaped to Brazil. He became a high official inthe Royal Corps of Engineers and was appointed directorof the Royal Mineralogical Council. In 1811, he was sent toMinas Gerais and settled in Ouro Preto where he madeextensive mineralogical surveys. In 1812, he produced thefirst Brazilian pig iron. von Eschwege returned to Germanyin 1821 and in 1833 published Pluto Brazilienis (BrazilianRichness) a two-volume book about his Brazilian experi-ences. These volumes prepared the ground for establishinga School of Mines in Ouro Preto in 1876.

The French geologist, Claude-Henri Gorceix (1842-1919), was recommended to Emperor Pedro by the direc-tor of the School of Mines in Paris to establish a similarschool in Brazil. Gorceix took the job at the age of 31; hemarried a Brazilian girl at 43 and made Brazil his secondhome.

Spanish South American ColoniesFor 300 years, the Spanish colonies were off limits to

foreigners. In 1788, however, Spanish King Carlos III hiredFürchtgott Leberecht vonNordenflycht (1748-1815), a graduate of theFreiberg Mining Academy,to organize the Mines inAlto Peru (present-dayPeru and Bolivia). Hestayed in South Americafor 20 years. French engi-neer Carlos SantiagoLambert (1793-1876)went to Chile in 1824 as director of the South America Mining

A few years later, however, the situation changed. In 1861,the Japanese government invited the American mineralogistWilliam Phipps Blake (1826-1910) to organize a school ofmines. The Imperial College of Engineering was founded inTokyo in 1875 and it was there that the first courses on geol-ogy, mining and metallurgy were taught in Japan. In 1886,the college became Tokyo Imperial University and, afterWorld War II, was renamed University of Tokyo. BenjaminSmith Lyman (1835-1920), a Harvard graduate from theUnited States who also studied in France and Germany, wasa pioneer geologist and mining engineer in Hokkaido. In1872, he was invited to Japan to search for coal and oildeposits. During this time, he created excellent geologicalmaps for Japan.

Many German medical doctors were hired to teach med-icine at the University of Tokyo. Two of these became wellknown: Ervin Bälz (1849-1912) and Paul Mayer who wasin Japan from 1877 to 1894. A number of professors werealso hired for the newly established Imperial College ofEngineering.

Francisque Coignet (1835-1902), a French miningengineer, was hired by the Japanese government in 1867.He spent 10 years in Japan developing mining machines.Coignet engaged 24 French technicians to work with him.

In 1875, Joseph Hardy Neesima (1843-1890), aJapanese convert to Christianity and the first Japanese tostudy in the United States, founded the Doshisha Collegein Kyoto, a Christian establishment that literally means“one-purpose institution.” It later became DoshishaUniversity, one of the most prestigious schools in Japantoday. In 1877, the Academy of Foreign Languages wasconverted to a division of the University of Tokyo.

William Gowland (1842-1922) was educated at theRoyal College of Chemistry and the Royal School of Minesand worked for the Imperial Japanese Mint from 1872 to1888. After returning to England, he became a professor ofmetallurgy at the Royal School of Mines. He authoredMetallurgy of the Non-ferrous Metals in 1914.

Frank Fanning Jewett (1844-1926) received his under-graduate and graduate education in chemistry and miner-alogy at Yale University. From 1873 to 1875, he continuedhis studies at the University of Göttingen in Germany.Jewett returned home to the United States to work atHarvard University. Shortly after, he was nominated toteach at the newly founded Imperial College ofEngineering in Tokyo, where he worked from 1876 to1880. In 1880, he became a professor of chemistry andmineralogy at Oberlin College and mentor to CharlesMartin Hall, the inventor of the electrolytic aluminiumprocess.

Curt Adolf Netto (1847-1909) of Saxony graduatedfrom the Freiberg Mining Academy in 1869; he then vol-unteered in the German Army. In 1873, he went to Japanto work at Akita Prefecture, a silver refinery in Kosaka. In1877, he joined the Imperial College of Engineering to Wilhelm Ludwig von Eschwege

Company of La Serena (Compañía Minera Sudamericana).During this period, only copper oxide ores were treated.Carlos Lambert decided to apply the Welsh process used inSwansea to treat copper sulphides.

Moritz Hochschild (1881-1965), born in Biblis nearFrankfurt, was a student at the Mining Academy inFreiberg from 1900 to 1905 and became one of the majortin mine owners in Bolivia. He founded a mining companythat became the second largest tin producer in Bolivia. Hismines, however, were expropriated in 1952 when the min-ing industry in Bolivia was nationalized.

United StatesThe Swiss geologist Louis Agassiz (1807-1873) from

Fribourg, Switzerland, occupied the chair of geology andmineralogy at Harvard University from 1848 to 1873. He isfamous for his studies of glaciers and co-founder of theNational Academy of Sciences in the United States.Friedrich Anton Eilers (1839-1917) was born in Nassau,studied at Göttingen and Clausthal. In 1859, he went tothe United States, where he joined the consulting firmAdelberg and Raymond in New York, which at that timewas an important centre for constructing mining and met-allurgical plants. In 1883, he founded Colorado SmeltingCompany and in 1890, the Montana Smelting Company.

Ottokar Hofmann (1843-1909) was born in Hungary,studied at the Polytechnic School in Vienna, and from1864 to 1866, at the Mining Academy in Freiberg inSaxony. In 1867, he emigrated to the United States, wherehe worked at the Assay Office in San Francisco. In 1868,he went to Sonora, Mexico, to install a leaching plant.From 1899 to 1907, he was director of the United Zinc andChemical Company in Argentine, Kansas. He returned toMexico to build another leaching plant. He authoredHydrometallurgy of Silver in 1907 and Notes onHydrometallurgy of Copper in 1908.

Edward Dyer Peters (1849-1917) was student at theFreiberg Mining Academy from 1865 to 1968. He occupiedthe chair of metallurgy at Harvard University.

Bernhard Moebius (1852-1898) was born in Saxony,studied at the Mining Academy in Freiberg, and thenworked in different smelters in Germany, Austria, Spainand Mexico before he emigrated to the United States.There, in 1884, he invented the process that bears hisname for the electrolytic refining of gold, which wasapplied for the first time in Mexico. In 1886, he con-structed the Pennsylvania Lead Company and later theGuggenheim Works in Perth Amboy, New Jersey.

Heinrich Oscar Hofman (1852-1924) was born inGermany and graduated as a mining and metallurgicalengineer from the Technische Hochschule in Clausthal in1877. He was engaged in metallurgical practice in theUnited States from 1881 to 1887 when he went to teachprocess metallurgy at South Dakota School of Mines. In1889, he began teaching at the Massachusetts Institute of

Technology in Cambridge, Massachusetts. He is consid-ered to be the first teacher of process metallurgy in theUnited States. He authored Metallurgy of Lead and theDesilverization of Base Bullion (1892), General Metallurgy(1918), Metallurgy of Copper (1918) and Metallurgy ofLead (1918).

Albert Sauveur (1863-1939) was born in Louvain,Belgium, studied in Brussels, at the School of Mines inLiège (1881-1886), and then the Massachusetts Institute ofTechnology (1889). He worked at various steel companiesin the United States from 1889 to 1897 before taking ateaching position at Harvard. He received many medalsand awards. He authored Metallography of Iron and Steeland Metallurgical Dialogues.

Martin E. Straumanis (1898-?) was born in Lithuania,obtained doctorate in chemistry in 1927, and was awardeda fellowship from the Rockefeller Foundation at theInstitute of Physical Chemistry in Göttingen in 1927-1928.Straumanis was a professor of chemistry in Latvia from1928 to 1944, taught at the Marburg Institute ofMetallurgical Chemistry from 1944 to 1947, and then atMissouri School of Mines at Rolla, Missouri.

Antoine Marc Gaudin (1900-1974) was born inSmyrna, Turkey, to French parents. His father was theengineer and manager of a French-owned railroad inTurkey. Later, the Gaudin family moved to Haifa when thefather was commissioned to construct and operate theHijaz railroad. Following the “Young Turk” revolution in1908, the family returned to France, where the youngGaudin studied at the University of Paris. During WorldWar I, Gaudin senior was sent to the United States as amember of the French War Mission, in charge of purchas-ing railroad materials. The young Gaudin joined him in1917 and studied at the Columbia University School ofMines. He taught there from 1924 to 1926, then atUniversity of Utah, at Montana School of Mines, andfinally settled at the Massachusetts Institute ofTechnology. He authored books on flotation and mineraldressing.

Carl Wagner (1901-1977) was born in Leipzig and stud-ied at Munich, Leipzig and Darmstadt. After occupyingvarious positions in Germany, he joined the teaching staffof the Massachusetts Institute of Technology from 1950 to1958. Wagner returned to Germany to head the MaxPlanck Institute of Physical Chemistry in Göttingen. Heauthored Thermodynamics of Alloys in 1952.

Cyril Stanley Smith (1903-1992) was born inBirmingham, England. During World War II (from 1943-1946), he joined the Manhattan Project at Los Alamos,New Mexico, to work on metallurgical aspects of theatomic bomb. From 1946 to 1961, he was at theUniversity of Chicago where he founded and was the firstdirector of the Institute for the Study of Metals. In 1961,he returned to MIT as a professor of metallurgy andhumanities. CIM

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INDUSTRY KNOWLEDGE

CIM Bulletin abstracts

76 Observation of ore pass system performance at Brunswick mineJ. Hadjigeorgiou, K. Esmaieli and R. Harrisson

77 Critical hydraulic pressure forecasting of water inrush in coal seamfloors based on a genetic algorithm-neural network M. Zhong, T. Fu, C. Shi and T. Liu

78 Exploration and Mining Geology JournalVolume 17, Number 1 and 2

79 Canadian Metallurgy QuarterlyVolume 46, Number 4

Peer reviewed by leaders in their fields

YOUR

GUIDETO

Complete CIM Bulletin papers are posted in theonline Technical Paper Library

www.cim.org

Observation of ore pass systemperformance at Brunswick mine

The Brunswick mine, operated by Xstrata Zinc, is anunderground lead-zinc-copper-silver mine that has been inoperation since 1964 and produces almost 10,000 t/d. Theorebody consists of close to 10 sub-parallel massive sulphidelenses striking north-south and dipping 75º west; the overallstrike length is 1,200 m with a width of up to 200 m. The ore-body extends from surface to a depth of close to 1,200 m.

Brunswick mine covers a wide area resulting in the devel-opment and operation of multiple ore pass systems. Histori-cally, the mine has constructed close to 25 ore pass systems,with a total length of 7,200 m. Currently, only nine systems arestill in operation, with the remaining abandoned either due todepletion of material to be transferred or due to operationalfailures (critical expansion of the ore pass section).

This paper reports on work carried out to develop a site-specific database of ore pass systems and their performance.Information is provided on the ore pass systems includingexcavation methods, configuration, etc. At Brunswick, thelength of ore pass sections varies from under 25 m to over300 m. It was also noted that 41 sections of ore passes wererectangular, 44 were square and 13 were circular. Ore passinclination is critical as it controls material flow. Shallow sec-tions may restrict flow, especially if a high proportion of finematerial is present, while steeper excavations result in highermaterial velocities and compaction. At Brunswick, ore passinclination varied between 45o and 90o, with the mean incli-nation being 66.2o. Material flow is hindered at inclinationsless than 70o. Chutes with doors or fingers are the most pop-ular flow control infrastructures at Brunswick mine, althoughthe majority of ore pass sections at the mine are not equippedwith flow control infrastructures.

The paper also presents two case studies of ore passdegradation. The first case study refers to the 1000 South FillRaise (1000SFR ore pass) commissioned in the early 1990s. Itwas developed as a 3 m diameter, unsupported raise boredore pass comprised of two long sections. The ore pass had dis-played significant degradation in the upper section along thehanging and foot wall. Although the induced stresses aroundthe ore pass were comparatively higher than the strength ofthe rock mass, there was no significant degradation in thelower ore pass section. The upper section of the 1000SFRwas developed sub-parallel to the host rock foliation andbedding. This unfavourable orientation was made worse bythe high induced stresses and resulted in wear and abrasionof the ore pass. The lower part of the ore pass was developedin a favourable orientation and has maintained its integrity.Another explanation was that it was easier to maintain thelower part of the ore pass full, thus favourable ore passgeometry and good practice mitigated ore pass wear.

The second case study relates to the 18-21 ore pass sys-tem serving mining zones 20 and 21.This is a high-stress areadisplaying considerable seismic activity. Ore passes 19 and21 were abandoned in 2004 due to considerable enlarge-ment of their cross-sections. Ore passes 19 and 19A merged,thus necessitating the backfilling of ore pass 19 in order toinhibit further expansion. Damage to ore pass 18 was, how-ever, considerably smaller than other ore passes. This wasexplained by the presence of an adequate distance betweenthe ore pass and other infrastructure and because the expan-sion of nearby ore passes resulted in a stress shadow regionfor ore pass 18. This ore pass complex was constructed to alarge degree in a competent rock mass in massive sulphiderocks. The north and south walls of ore passes 19, 19A and21 were further damaged by the combination of high-stressconditions and the impact of material transferred through orepasses 19 and 21.

J. Hadjigeorgiou, K. Esmaieli, Université Laval, Québec City,Québec, and R. Harrisson, Xstrata Zinc, Brunswick Mine, New Brunswick

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executive summaries


Critical hydraulic pressure forecasting of water inrush in coal seam floors based on a genetic algorithm-neural network

In recent years, the risk of water inrush in coal seamfloors has increased due to an increase of the depth thatcoal is mined in China. Water inrush in coal mines is broughton by an unbalance in the groundwater flow and engineer-ing geomechanics fields. This occurrence is influenced by fac-tors such as rock characteristics of the base plate,destructiveness range of the fracture zone, relative magni-tude of ground stress, hydraulic pressure of the confinedaquifer, etc. However, it is difficult to quantitatively describethe relationships between these factors and water inrush.As a result, the issue has not yet been resolved either in the-ory or in practice.

Experiments show that water inrush in coal seam floorsonly occurs when the hydraulic pressure is higher than theminimum principal stress of the floor. Therefore, to preventwater inrush, it is important to predict the critical hydraulicpressure of water inrush in coal seam floors. The forecastingprocess is used to establish the expression of the criticalhydraulic pressure in certain conditions, based on the knownactual measurement data of some China coal mines, andthen to predict the critical hydraulic pressure of water inrushin other conditions or for other coal mines. Due to the non-linear relationship of multiple factors, it is difficult to find thesuitable function or equation to describe this forecasting.

This paper will investigate a method for conducting the-oretical forecasting of the critical hydraulic pressure of waterinrush in a coal seam floor using a combination method of agenetic algorithm-neural network. A neural network isadapted to treat the non-linear variables and may be chosento analyze the relationship between the critical pressure ofwater inrush and different conditions in coal seam floors.However, restricted by the local search capacity and the slowconvergence rate, general analysis results adopting a neuralnetwork are prone to reach the local extremum of a neuralnetwork and, therefore, are not ideal. Hence, in this paper,genetic algorithms will be adopted to train neural networksand optimize the topology structure of a neural network. Theutilization of genetic algorithms makes the training of neuralnetworks more effective. There is no requirement of continu-ance or differentiability for the objective function. Its searchis always throughout the entire solution space and, there-fore, it is easy to gain the global optimum solution. The crit-ical hydraulic pressure of water inrush in coal seam floors

M. Zhong, China Academy of Safety Science and Technology, StateAdministration of Work Safety, Chaoyang District, Beijing, China,T. Fu, Key Laboratory for Thermal Science and Power Engineering ofMinistry of Education, Department of Thermal Engineering,Tsinghua University, Beijing, China,C. Shi and T. Liu, China Academy of Safety Science and Technology,State Administration of Work Safety, Chaoyang District, Beijing,China

will be effectively predicted using the optimum structure of aneural network.

The actual measurement data are chosen from 74 work-ing faces of the Shuangshan, Xiazhuan, Xihe, Longquan,Shigu, Pucun and Hongshan coal mines. Initially, the topologystructure of the neural network is optimized using geneticalgorithms. The actual measurement data of 60 working facesact as the learning sample of the neural network. The searchspace of the genetic algorithm has one to ten hidden layersand each one has one to 30 nodes. According to the charac-teristics of the sample, the number of nodes of the neural net-work’s input layer is set as eight, and that of the output layeris set as one. The training and learning are conducted for thesamples. When the training error is 0.000315, the optimumtopology structure of the neural network is achieved throughthe calculations of the genetic algorithm, that is, the numberof hidden layers is one and the number of nodes of the hid-den layer is 20. The verification for these samples is con-ducted using neural networks with the same structure.Comparisons between the predicted results and actual meas-ured results proved that the proposed method in this paper isfeasible to forecast the critical hydraulic pressure of waterinrush in coal seam floors.

In addition, during the selection of the topology struc-ture of the neural network, there are some factors to considerthat influence the performance of the genetic algorithm,including the population size, mutation rate, crossing rate,optimum strategy, etc. Therefore, the system performancebased on these factors is also discussed.

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executive summaries

August 2008 | 77


Exploration and Mining Geology JournalVolume 17—Numbers 1 and 2

History, Tectonic Setting, and Models for Instrusion-Related Gold Deposits in Southwestern New Brunswick, Canada: Examples from the Clarence Stream Area

M.J. McLeod, New Brunswick Department of Natural Resources, Minerals, Policy and Planning Division, Sussex, New Brunswick, D. Hoy, Freewest Resources Canada Incorporated, Thunder Bay,Ontario, and K.G. Thorne, New Brunswick Department of Natural Resources; Minerals, Policy andPlanning Division, Fredericton, New Brunswick

Throughout the Paleozoic, a variety of gold depositional environments were created in the NewBrunswick segment of the northern Appalachians because of the complexity of arc and continentalplate collisions and subsequent erosion of the orogen. In southwestern New Brunswick, recent explo-ration and research has focused on deposits and occurrences that can be broadly classified as intru-sion-related, generated by late- to post-orogenic felsic to intermediate plutonic rocks emplacedduring the Early to Middle Devonian. This work has led to the establishment of models for gold min-eralization and guidelines for exploration in this area, which might also be applicable elsewhere inthe southern part of the province and, perhaps, throughout the northern Appalachians. The depositsin the vicinity of Clarence Stream in southwestern New Brunswick exemplify this deposit type, andhighlight the emergence of a possible major gold district in the region.

Characteristics of Mineralization at the Main Zone of the Clarence Stream Gold Deposit, Southwestern New Brunswick, Canada: Evidence for an Intrusion-Related Gold System in the Northern Appalachian Orogen

K.G. Thorne, New Brunswick Department of Natural Resources, Fredericton, New Brunswick,D.R. Lentz, Department of Geology, University of New Brunswick, Fredericton, New Brunswick,D. Hoy, Freewest Resources Canada Inc., Thunder Bay, Ontario, L. Fyffe, New Brunswick Department of Natural Resources, Fredericton, New Brunswick, and L.J. Cabri, Cabri Consulting Inc., Ottawa,Ontario

Mineralization at the Main zone of the Clarence Stream gold deposit in southwestern NewBrunswick occurs within a parallel series of quartz veins that occupy a NE-trending, steeply north-dipping, brittle–ductile shear zone related to the nearby terrane-bounding Sawyer Brook fault. Thisdeformation zone cuts volcaniclastic sedimentary and volcanic rocks of the Silurian Waweig Forma-tion, and is intruded by mantle-derived East Branch Brook gabbroic dikes and a number of felsicdikes. Intermittent shear-zone reactivation during local magmatic activity induced heterogeneousdeformation and alteration of the country rocks and dikes. The terminal phase of shearing is associ-ated with narrow pegmatite-aplite dikes that grade laterally into granophyric granite, and into anauriferous quartz vein. Gold, aurostibite, and gold-antimony intergrowths, predominantly with veinquartz, are associated with a low ƒO2 sulfide mineral assemblage (pyrrhotite, arsenopyrite, andberthierite) that has a sulfur isotopic signature consistent with a magmatic source. Gold saturationand deposition occurred episodically between 300° and 360°C at low activity of sulfur, predomi-nantly in response to pressure reduction during brittle failure combined with the effects of decreas-ing temperature and sulfidation reactions during fluid–wall-rock interaction. Geochronological

studies demonstrate that the timing of the emplace-ment of the pegmatite-aplite dikes and associatedauriferous veins overlap with that of the EarlyDevonian Magaguadavic granite. Moreover, thecomposition of the dikes is consistent with their der-ivation from this granite as late fractionates. The

Main zone of the Clarence Stream deposit is therefore interpreted to be intrusion-related, with theMagaguadavic granite being the ultimate source of the gold-bearing fluids.

emg abstracts

Excerpts taken from abstracts in EMG,Vol. 17, Numbers 1 and 2.

Subscribe—www.cim.org/geosoc/indexEMG.cfm

cmq abstracts

August 2008 | 79

Excerpts taken from abstracts in CMQ, Vol. 47, No. 1.Subscribe—www.cmq-online.ca

Impact of Preconcentration on the Efficiency of Magnesite Reverse FlotationE.T. Stamboliadis, Technical University of Crete, Greece

Magnesite (MgCO3) is used to produce magnesia (MgO) either active or dead burned. Beneficiation prod-ucts with commercial quality are directly calcined in rotary kilns. Products that do not fulfill the quality require-ments are ground to -300 µm and treated by a reverse flotation process. Magnesite concentrate is calcined at1,000°C to active magnesia, briquetted and finally dead burned at over 2,000ºC in a shaft kiln. The present workexamined the effect that the feed quality had on the reagent consumption and the product yield. It proposed astage of magnetic separation prior to flotation in order to remove any excess of magnetic serpentine present inthe flotation plant feed. The combined process reduced the reagent consumption, increased the product yieldand improved the physical separation as indicated by the calculation of the degree of separation.

Behaviour of Antimony and Bismuth in Copper Electrorefining CircuitsS. Beauchemin, T.T. Chen and J.E. Dutrizac, CANMET-MMSL, Ottawa, Ontario

Antimony- and bismuth-rich copper anodes, anode slimes and decopperized anode slimes from industrialcopper electrorefineries were studied mineralogically. Antimony in the anodes occurs mainly as Cu-Pb-As-Sb-Bioxide inclusions along the copper grain boundaries; bismuth is mainly present as Cu-Pb-As-Sb-Bi oxide, Cu-Bi-As oxide, Cu-Pb-As-Bi oxide and Cu-Bi oxide inclusions. The decopperizing process dissolves much of the Sb andBi, although the majority of the BiAsO4 phase remains unaffected. Subsequently, some of the dissolved Sb andBi reprecipitates as various oxide, sulphate and arsenate species. X-ray absorption near-edge structure (XANES)analyses suggest about 70% of the antimony in the anode slimes is present in the pentavalent oxidation state.The XANES analyses indicate that most of the Bi in all the slimes samples is present in the trivalent oxidationstate.

Separation of Silver by Ozone Oxidation of Silver Nitrate SolutionT. Nishimura, Institute of Multidisciplinary Research for Advanced Materials (IMRAM),Tohoku University, Sendai, Japan, and S. Hoshoda, School of Engineering, Tohoku University, Currently Sumit-omo Osaka Cement Corporation, Tokyo, Japan

The oxidative precipitation of silver(I) species with ozone has been studied for the separation of silver ionfrom aqueous nitrate solutions in the range of pH 2 to 12 at temperatures up to 80°C.The X-ray diffraction analy-sis showed that silver oxysalt, Ag7O8NO3, from acidic solutions and silver oxide, AgO, from neutral or alkalinesolutions were produced as the final solids, respectively. Their particles were assessed by a scanning electronmicroscope (SEM). The progress of the reaction was continuously monitored by measuring the oxidation reduc-tion potential (ORP) and the amount of NaOH added to maintain solution pH. A rise in pH of solution and ozonepartial pressure promotes the reaction. A rising reaction temperature, however, results in a considerably sup-pressed reaction.

Canadian Metallurgical QuarterlyVolume 47—Number 1


cmq abstracts

Silver Recovery from Silver-Rich Photographic Processing Solutions by CopperS. Aktas, Istanbul Technical University, Faculty of Chemical and Metallurgical Engineering, Maslak, Istanbul,Turkey

The present work investigates silver recovery from silver-rich photographic processing solutions by copper.The effects of different reaction parameters on silver recovery efficiency were studied in detail. Parameter opti-mization was also carried out. The possibility of recovering silver with more than 99% efficiency was demon-strated under both air and argon atmospheres. In the latter case, more than 99% recovery efficiency wasachieved at an agitation rate of 875 rpm for 8 minutes. When cementation was carried out under air, the silverrecovery efficiency decreased with increasing time and agitation rate. This decrease can be attributed to the redis-solution of cemented silver into the solution. The solution pH was also shown to influence the efficiency of sil-ver recovery by copper.

Uptake of Cd2+ from Aqueous Solutions Using Protonated Dry Alginate BeadsJ.P. Ibáñez, Department of Metallurgical Engineering, Arturo Prat University, Iquique, Chile, and Y. Umetsu,Institute of Multidisciplinary Research for Advanced Materials, Tohoku University, Sendai, Japan

The use of protonated dry alginate beads for the uptake of cadmium ions from aqueous solutions was stud-ied at 25ºC. The uptake of Cd2+ produced a release of protons, for which a molar ratio d[H+]/d[Cd2+] of 2.0 wasestablished. This ion exchange was the mechanism of cadmium uptake which followed a pseudo-second orderkinetic model. The maximum Cd-uptake was computed in 285.7 mg per gram of alginate beads (dry wt.) at pH4.5 by the Langmuir adsorption model. A residual concentration of around 0.09 mg/L of Cd2+ which allowedsafety discharge of some types of effluents having this heavy metal ion, was reached with a solution initially hav-ing 25 mg/L of Cd2+. EPMA-EDX of Cd-loaded beads showed a uniform distribution of the metal ions through-out the structure of the alginate bead, regardless the solution pH.

Dispersed Matte Droplets in Industrial Slag Melts from Flash Smelting FurnaceK. Genevski and V. Stefanova, Department of Metallurgy of Non-Ferrous and Semiconductors Materials, Univer-sity of Chemical Technology and Metallurgy, Sofia, Bulgaria

Investigations were carried out on slag melts during flash smelting furnace operations producing matte con-taining 60 to 63% Cu (Mode A) and 72 to 75% Cu (Mode B). Copper losses were determined by using electronprobe microanalysis of nitrogen and air quenched samples as well as material balance calculations of the processof crystallization of the slag melts. This work identified distinctive features of the matte droplets dispersed in slagmelts and the portion of copper loss. A hypothesis was proposed regarding the nature and behaviour of thesedroplets at the time they were in the flash smelting furnace settler.

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voices from industry


Mining and sustainabilityby Don Lindsay, president and CEO, Teck Cominco Limited

Try to imagine a world without metals and youmay find yourself thinking about what itmust have been like to live in the Stone Age.

Today, we are surrounded by technologies andinnovations that touch every facet of our livesand yet we don’t often link mining and theresources it makes available with the food andnutrition, shelter, energy, and transportation weenjoy every day.

In our industry we like to say, “if you can’tgrow it, you have to mine it,” and that statementshould make one pause to think about thetremendous role that metals play in advancing ourquality of life. And in caring for our planet, themore our society embraces sustainability, themore we need the products of mining.

As provocative as that may sound, considerthe following. The 2008 Copenhagen Consensus, atwo-year study by more than 50 eminent econo-mists to find the 10 best solutions to the world’sbiggest problems, identified micro-nutrientdietary supplementation, particularly zinc andvitamin A, as the top global priority for fightingmalnutrition in the 140 million children aroundthe world who are malnourished.

Not only is zinc an essential trace element forhumans, zinc is critical for the normal healthygrowth and reproduction of plants. When the sup-ply of zinc to plants is inadequate, crop yields arereduced and the quality of crop products is oftenimpaired. Zinc is the third most important nutri-tional factor affecting grain yield after nitrogenand phosphorous.

In healthcare, the United States EnvironmentalProtection Agency recently approved the registra-tion of antimicrobial copper alloys for coatings onsurfaces in hospitals because studies have shownthat 99.9 per cent of “super-bugs” exposed to thesesurfaces are killed within two hours at room tem-perature. Currently, it is estimated that in the U.S.alone infections acquired in hospitals affect twomillion individuals every year and result in nearly100,000 deaths.

In our pursuit of innovations in cleanerenergy and transportation solutions, consider that90 per cent of solar panels require silver and theyall use silicon. A wind turbine requires 170 tonnesof coking coal to produce a 70-metre tower. Ahybrid automobile needs about 15 more kilograms

of copper and 20 more kilograms of nickel than aconventional car, while an electric bus requiresalmost 1,700 metres of copper wiring.

Indeed, as we move forward to address cli-mate change, innovation will play an importantpart in shifting to technologies that reduce ourreliance on fossil fuels and in reducing the carbonintensity of resource extraction and utilization.However, it is also clear that society will continueto benefit from and rely on the use of carbon-based energy for generations to come.Accordingly, our industry will need to play a lead-ing role in developing improvements in energy-efficient production and in contributing toadvances in carbon sequestration solutions andoff-set measures.

And what about how we deal with productsat the end of their life? Metals can be recycledindefinitely without loosing any of their proper-ties. At our Trail smelting and refining facility, weare uniquely positioned to provide recycling solu-tions for metal-bearing manufacturing scraps andresidues and post-consumer scrap materials.

Our pioneering efforts in recycling spent leadacid batteries led to collaboration with the B.C.Government and other stakeholders in the devel-opment of Canada’s first provincial Lead AcidBattery Collection Program. The Trail facility con-tinues to annually recycle thousands of tonnes oflead acid battery products from customers andcollectors.

A more recent initiative has been recycling ofend-of-life-electronic (EOLE) equipment, alsoknown as electronic waste or e-waste. Our elec-tronics recycling process, in collaboration withthe B.C. Ministry of the Environment, has beentested and proven to meet the exacting environ-mental standards needed for the responsible pro-cessing of e-waste. We are proud to be part of thesolution to managing the growing volumes ofend-of-life electronic equipment generated byour modern society.

As we look to the future, achieving sustain-ability will ultimately depend on the collectiveoutcomes of our individual choices and actions.Sustainability depends on each of us participatingin its pursuit by being aware of the resources thatwe use daily to make life better, and choosing howwe can use and recycle them most wisely. CIM

CIM Magazine August 2008

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Transcript of CIM Magazine August 2008