Canadian Mining Journal | August 2022

40 S

A’ D A

N

CA

TOP

Our annual ranking of producers

> PLUS WORKING WITH THE TAHLTAN NATION:

AN INTERVIEW WITH SKEENA’S CEO

REBRANDING MINING: DOES MINING NEED A REBRAND?

AUGUST 2022 | www.canadianminingjournal.com | PM # 40069240

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2022-07-28 8:55 AM

REPUTATIONS ARE

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AUGUST VOL. 143, NO.6

CANADA’S TOP 40

25 Top 40 revenues top $143 billion: $19 billion up from last year.

FEATURES

12 Rebranding mining: Does mining need a rebrand?

44 Health & Safety: The burnout that no one talks about.

FIRST NATIONS

37 Working with the Tahltan Nation: An interview with Skeena’s CEO, Walter Coles, Jr.

12

CONVEYORS & SCREENS

20 Copper Mountain mining corporation: STM-screen case study.

32 The future for bulk handling is preventive and predictive maintenance.

TECHNOLOGY

48 Innovative mobile sample preparation units (MSPUs).

MAINTENANCE

37

15 A new way to address mining cost reduction through proper equipment selection.

23 Breaker basics: Four quick steps toward increased uptime.

DEPARTMENTS 4 EDITORIAL | Strong and resilient: Canada’s Top 40 miners in 2021 and mining on the moon!

5 ESG | ESG 101: A primer.

7 FAST NEWS | Updates from across the mining ecosystem.

10 UNEARTHING TRENDS | Enhancing the procurement function to capitalize on evolving market trends.

11 LAW | For All Personkind?

53 ON THE MOVE | Tracking executive, management, and board changes in Canada’s mining sector.

15 About the cover: Heavy mining truck. CREDIT: MAKSYM DRAGUNOV

Coming in September 2022 Canadian Mining Journal’s annual gold issue with a highlight of a Canadian gold miner.

Plus, reports on reclamation and clean energy/ decarbonization.

For More Information

www.canadianminingjournal.com AUGUST 2022

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Please visit www.canadianminingjournal.com for regular updates on what’s happening with Canadian mining companies and their personnel both here and abroad. A digital version of the magazine is also available at https://www.canadianminingjournal.com/digital-edition/

CANADIAN MINING JOURNAL | 3

2022-07-26 8:29 AM

FROM THE EDITOR

Tamer Elbokl, PhD

Strong and resilient: Canada’s Top 40 miners in 2021 and mining on the moon!

I

n this issue, we publish our much-anticipated annual ranking of Canada’s Top 40 miners (pages 25-31), which is based on financials from 2021. The mining sector continued to handle the impact of Covid-19 pandemic effectively. Mining was designated an essential service during the pandemic, and mining activities continued following provincial health regulations in case of any unfortunate events.

Our Top 40 ranking and total revenue numbers (page 27) show how strong and resilient the Canadian mining sector was in 2021. While it is true that miners faced a huge challenge in the last two years, including the costs of pandemic protocols and temporary suspensions, strong commodity prices were a good compensation, especially for gold, silver, and copper miners, who make up the vast majority of our Top 40. Also, the good news is that mining employment has increased since June 2020. In May 2021, employment was 28,800 in the western provinces of Canada (up almost 9%, year-over-year).

We need mining for our future, but does mining need a rebrand to deal with the issue of trust between the mining industry and its stakeholders? A feature article starts the discussion on rebranding mining (page 12). On page 44, Susan Eick argues that executive burnout rates are increasing in mining. Wait, what?!! No, they are not always on the golf course.

Also in this issue, we feature articles on conveyors, crushers and screens, as well as the Eskay Creek mine revitalization story on pages 37-43. And for the first time, our Law column discusses mining on the moon (page 11).

In response to the rising trends in mining in the last few years, I am also glad to announce to our readers that, starting this issue, we are adding new regular departments to the Canadian Mining Journal. The new departments will highlight recent advances in ESG (environmental, social, and governance), Technology, and Equipment. Several articles in this issue discuss new technology, for example, the innovative SGS mobile sample preparation units (MSPUs) are featured on page 48.

Novel contributions to those departments, and other regular departments and sections, should be sent to the Editor in Chief’s email address.

Finally, we had our first in-person PDAC meeting in two years last June, and it was exciting to meet everyone in person. PDAC president Felix Lee joined Minister of Natural Resources Seamus O’Regan in the announcement of Canada’s list of critical minerals. He also welcomed 17,445 attendees from 120 countries, 1,293 investors, and 344 exhibiting organizations. The program this year included four short courses and 265 speakers. The next issues of CMJ will feature a series of interviews with executives and government officials whom I met when I attended my first PDAC. On a personal note, since this is my first editorial as the Editor in Chief of the Canadian Mining Journal (my introduction and brief bio can be found in June-July issue), I would like to thank interim editor Marilyn Scales, and the publisher, Robert Seagraves, for their tremendous support during the last few months. I am grateful to all my colleagues for the support I have been receiving since I started in this position. CMJ

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AUGUST 2022 Vol. 143 – No. 6

225 Duncan Mill Rd. Suite 320, Toronto, Ontario M3B 3K9 Tel. (416) 510-6789 Fax (416) 510-5138 www.canadianminingjournal.com Editor in Chief Dr. Tamer Elbokl TElbokl@CanadianMiningJournal.com Interim News Editor Jackson Chen jchen@mining.com Production Manager Jessica Jubb jjubb@glacierbizinfo.com Art Director Barbara Burrows Advisory Board David Brown (Golder Associates) Michael Fox (Indigenous Community Engagement) Scott Hayne (Redpath Canada) Gary Poxleitner (SRK) Manager of Product Distribution Allison Mein 403-209-3515 amein@glacierrig.com Publisher & Sales Robert Seagraves 416-510-6891 rseagraves@canadianminingjournal.com Sales, Western Canada George Agelopoulos 416-510-5104 gagelopoulos@northernminer.com Toll Free Canada & U.S.A.: 1-888-502-3456 ext 2 or 43734 Circulation Toll Free Canada & U.S.A.: 1-888-502-3456 ext 3 President, The Northern Miner Group Anthony Vaccaro Established 1882

Canadian Mining Journal provides articles and information of practical use to those who work in the technical, administrative

and supervisory aspects of exploration, mining and processing in the Canadian mineral exploration and mining industry.

Canadian Mining Journal (ISSN 0008-4492) is published 10 times a year by Glacier Resource Innovation Group (GRIG).

GRIG is located at 225 Duncan Mill Rd., Ste. 320, Toronto, ON, M3B 3K9. Phone (416) 510-6891.

Legal deposit: National Library, Ottawa. Printed in Canada.

All rights reserved. The contents of this magazine are protected by copyright and may be used only for your personal non-commercial purposes. All other rights are reserved and commercial use is prohibited. To make use of any of this material you must first obtain the permission of the owner of the copyright. For further information please contact Robert Seagraves at 416-510-6891.

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www.canadianminingjournal.com

2022-07-26 9:14 AM

ESG

ESG 101: A primer

By Carolyn Burns

E

veryone is still talking about ESG. Companies are producing ESG reports, governments have ESG policies, investors are ranking companies based on their ESG performance, and the list goes on. But that does not mean that everyone gets ESG. To be honest, the ESG field is changing and maturing so fast that there is not necessarily a firm definition or system for ranking ESG. If you are still wrapping your head around ESG, you are not alone. Here are a few things to know (and questions to ask) about ESG.

What does ESG mean?

sustainability team is usually responsible for strategy and ESG disclosures, but every department is responsible for contributing to ESG performance. ESG includes everything from social performance to diversity and inclusion; net zero commitments to health and safety; procurement practices and hiring and employment practices to name a few. Every single employee contributes to ESG performance, regardless of what department you are in. The sustainability department leads the strategy and disclosures about ESG – much the same way every department contributes to a good balance sheet, but the finance team is in charge or setting the strategy and leading the way.

ESG stands for environment, social and governance and it is the term that investors use to think about non-financial but material issues facing a company.

E – Environment. This represents our lived environment and space, including water, land and air, plants and animals, and climate.

S – Social. This represents businesses influence on society, local communities, political and economic systems, and employees.

G – Governance. This represents all the decision-making systems, management and communications that a company has.

ESG is not necessarily new, it is part of the ongoing discussion about the role of a company in supporting a healthy society, environment and economy. ESG is particularly relevant in the mining sector because the negative impacts and benefits of mining for local stakeholders and for our global society can be so extreme. The language we use to talk about ESG has changed a lot over time depending on who is talking. Investors talk about ESG, companies used to talk about corporate responsibility and now generally refer to sustainability. Some civil society groups will talk about ethical resources or the just transition.

ESG has gained favour over the past few years because it specifically calls out three factors and speaks to the whole company approach to managing these non-financial material issues.

When it comes to ESG, it is really important to have a discussion about definitions, because this language is adapting and changing. We are still landing on common language and standards related to ESG. The fact that there is not an agreed upon definition in this space speaks to how quickly this space is changing and adapting and formalizing

Why does ESG matter?

Who is responsible for ESG?

> Sharing Benefits – Mining activity has many great benefits.

Not only the value of the final product but also the financial

It is easy to think that the sustainability group is the part of the company that is responsible for ESG. At most companies, the AUGUST 2022

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ESG matters for a number of different reasons. Effective ESG limits the likelihood and severity of risks to the business. In addition, many stakeholders, specifically investors, see effective ESG as a proxy for good management and this is one of the reasons why so many investors have grabbed on to this topic and are integrating it into their decision making. Effective ESG is also an expectation of stakeholders and rightsholders. They expect that companies limit the negative impacts and share the benefits associated with their activities. They also expect that companies communicate about their activities and collaborate with other stakeholders like government, local communities (especially when mining activity has an impact on Indigenous Peoples), civil society organizations, other businesses for example. This is compounded now more then ever because globally we see that society has less and less trust in government institutions and the private sector is more and more present. Effective ESG is also a legal requirement. Not only where you are doing business (host government) but also where you company is located (home government) will have rules and requirements for how businesses need to behave.

The mining industry also has a lot of voluntary standards or requirements that guide practice, like the Mining Association of Canada’s Towards Sustainable Mining program. Last but not least, ESG is aligned with a company and employee’s values. It is the expression of a company’s and employees’ commitment to responsible practice.

What are companies doing about ESG?

Across the industry we can think about a company’s ESG strategy in three ways

CONTINUED ON PAGE 6

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ESG wealth that is developed, the taxes and revenues that are generated, the jobs that are created as well as the indirect value of some of the infrastructure that comes along with mining activity. There can also be less direct or obvious benefits like improving local governance and economic development.

How a company shares those benefits with stakeholders is a very big part of their ESG strategy. > Managing Impacts – Mining activity also has some very significant, sometime irreversible impacts. These can be environmental impacts like changes to water quality and quantity, impacts to wildlife and plant life and how emissions contribute to climate change. They can also be social impacts as a result of resettlement, influx, as well as employee and community interactions for example. > Collaborating and Communicating – Companies are not the only entity involved in (or managing) mining activity and they cannot work alone. How a company works with other stakeholders is central to an effective ESG strategy. This can include working with governments, including Indigenous governments and Indigenous Peoples, employees, investors and civil society organizations. Communicating with these stakeholders (which is different than collaboration) is also really important. This includes how companies share infor-

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ESG stands for environment, social and governance and it is the term that investors use to think about non-financial but material issues facing a company

mation about their activities for example – a sustainability report and disclosures, sharing information with local communities, being transparent about government payments.

A companies ESG response will change across the life of mine, but it will still hang on these three elements. This time of year, companies have recently released their ESG disclosures and / or sustainability reports. This is a great place to start if you want to start to learn more about a company’s approach. CMJ CAROLYN BURNS is the executive director of the Devonshire Initiative. The Devonshire Initiative is a multi-stakeholder forum focused on improving development outcomes in the mining context.

You can learn more about it at www.devonshireinitiative.org.

www.canadianminingjournal.com

2022-07-25 1:50 PM

FAST NEWS • SOFTWARE |

Updates from across the mining ecosystem

Onyen, MSV offer ESG solution

THE ONYEN CORPORATION has signed an agreement with Mining Shared Value (MSV), a non-profit initiative of Engineers Without Borders Canada, to offer mining companies using Onyen software the ability to report in accordance with the Mining Local Procurement Reporting Mechanism. The LPRM joins several other standards already available in Onyen’s ESG reporting system.

“We consistently see mining companies who want to report on vital ESG issues, such as local procurement, but lack the time to aggregate and disclose corporate activities,” said MSV managing director Jeff Geipel. “We are thrilled that the Mining LPRM’s disclosures are now available as an option for mining companies to include in their Onyen-generated reporting.”

Laurie Clark, CEO of Onyen, stated, “Local procurement is a key component of building long-term successful businesses with a strong social licence to operate. Now our customers will have an opportunity to transparently illustrate their local social impacts.”

The Mining LPRM is a publicly available information sharing framework created by MSV and German partner Deut-

• BELT CLEANERS |

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sche Gesellschaft für Internationale Zusammenarbeit. Procurement spending on goods and services typically represents the largest financial flow from a mining project to a host country, and so in addition to being major lever for economic and social development, it is important for companies due to its role in achieving a social licence to operate.

The Mining LPRM is structured like the Global Reporting Initiative and is now being used by 12 mining companies,

including several Canadians.

The LPRM framework will be integrated with all other standards within the Onyen system, eliminating duplicate reporting. Customers can track real-time progress, including trends, benchmarking, and targets on the dashboard ensuring in real-time. Public disclosures generated to the Onyen ESG Scorecards and to the PDF sustainability reports allow stakeholders to better evaluate social economic impacts. CMJ

Two new versions from Martin Engineering

MARTIN ENGINEERING offers two new, rugged secondary conveyor belt cleaners, both engineered for fast and easy maintenance. The innovative design of the DT2S and DT2H reversible cleaners reduces system downtime and cleanup or service labour, thus helping prolong the life of other conveyor components.

Featuring a unique split-track blade cartridge that slides in and out on a stainless steel mandrel, the cleaners can be serviced or replaced without stopping the belt when onsite safety approvals are in place.

“Even when the cleaner is encrusted with material,” said Dave Mueller, Martin’s conveyor products manager for AUGUST 2022

From the cover of the Mining Shared Value LPRM document. CREDIT: ENGINEERS WITHOUT BORDERS CANADA

Martin’s new belt cleaners can be switched out while the conveyor is running.

CREDIT:MARTIN ENGINEERING

Martin. “One-half of the split frame can be removed so the cartridge can be

changed in just five minutes. This allows users to have a spare cartridge on hand and quickly change it out when the blades need replacement. Then they can take the used cartridge back to the shop, clean it up and change the blades so it’s ready for the next service.”

Both belt cleaners have steel blades and tungsten carbide tip set in a flexible base to reduce material carry back, and are engineered to accommodate reversing conveyors. The DT2H XHD is suited for heavy material loads on belts ranging from 400 to 2,400 mm wide that operate at speeds up to 6.1 m/sec. The DT2S can be installed on belts from 400 to 4,800 mm wide and is designed for belt speeds of 4.6 m/sec. CMJ CANADIAN MINING JOURNAL | 7

2022-07-25 4:42 PM

FAST NEWS • HOISTING |

Updates from across the mining ecosystem

ABB launches next-generation controls

The new ABB Ability NGX hoist control can adapt to any hoist and replace older and third party systems. CREDIT: ABB

ABB has launched its Ability NGX hoist control, with new levels of reliability, flexibility and ease of use to smaller companies on greenfield projects or upgrades.

It can also help larger companies reduce costs and improve efficiencies through standardization of control systems.

The NGX hoist operating station is based on the latest human machine inter-

• TUNNELING |

face (HMI) insights, offering the most modern and intuitive operator interface.

It can be easily integrated with other market leading ABB technologies including Ability Safety Plus for hoists – the first fully SIL 3 certified hoist solutions which ensure the highest level of safety – which was first commissioned in 2019 on the world’s largest friction hoists. It is also

compatible with advanced digital monitoring service ABB Ability performance optimization for hoists which continuously tracks the status of a mine hoist and improves uptime, availability, performance and productivity by providing actionable information on key performance indicators and provides remote access to ABB experts at all times. CMJ

Komatsu, Codelco to trial unique tunneling machine

KOMATSU has agreed with Chilean state-owned miner Codelco to collaborate on trialing a new tunnel excavation method using Komatsu’s newly developed mining tunnel boring machine (TBM) starting in 2024 at Codelco’s Chuquicamata mine. The new TBM is equipped with new technologies that enable adaptability to small curves, reversing, and passing intersections in hard rock tunnel excavation. CMJ

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Komatsu’s TBM for underground hard rock mining. CREDIT: KOMATSU

www.canadianminingjournal.com

2022-07-25 4:42 PM

KSM, including the Iron Cap deposit shown here, is the world’s largest undeveloped gold project. CREDIT:SEABRIDGE GOLD

• PREFEASIBILITY |

Seabridge NPV for KSM hits US$7.9B

SEABRIDGE GOLD (TSX: SEA; NYSE: SA) has released an updated preliminary feasibility study for its 100% owned KSM project located in northern B.C. The study was prepared by Tetra Tech, the same firm that authored the 2016 PFS. Compared to the previous version, the 2022 PFS shows a considerably more sustainable and profitable mining operation.

Over the projected 33-year mine life, total after-tax net cash flow generated by the KSM project would reach US$23.9 billion, up from US$10.0 billion previously. The initial capital would increase to US$6.4 billion from US$5.0 billion, primarily due to inflation. Its after-tax net present value (at 5% discount) has increased by 426% to US$7.9 billion from US$1.5 billion, with the internal rate of return doubling to 16.1% from 8.0%. These parameters would drop the project’s payback period from 6.8 years to 3.7 years.

Design improvements include a smaller environmental footprint, reduced waste rock production, reduced green house gas emissions by electrification of the mine haul fleet, a 50% increase in mill throughput, and the elimination of capital-intensive block cave mining.

The primary reasons for the improvements in the plan arise from the acquisiAUGUST 2022

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tion of the East Mitchell open pit resource and an expansion to planned mill throughput. Since 2016, the reserve base at KSM (proven and probable) has grown 22%, from 38.8 million oz. to 47.3 million oz. (2.3 billion tonnes grading 0.64 g/t), due to higher gold grades added from the East Mitchell deposit, where the resource was updated in April. Mill throughput has increased from 130,000 to 195,000 t/d. The strip ratio has also been reduced by 23% to approximately 1:1.

These changes result in a significant improvement in the KSM project’s prof-

itability through an estimated 90% increase in average annual gold production, plus a 22% increase in copper production, 36% increase in silver production and 363% increase in molybdenum production.

The measured and indicated resources at KSM are 5.4 billion tonnes grading 0.51 g/t gold, 0.16% copper, 2.4 g/t silver, and 63 ppm molybdenum. An additional 5.7 billion tonnes are estimated in the inferred resource category grading 0.36 g/t gold, 0.28% copper, 2.2 g/t silver, and 33 ppm molybdenum. CMJ

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CANADIAN MINING JOURNAL | 9

2022-07-25 4:42 PM

UNEARTHING TRENDS

Enhancing the procurement function to capitalize on evolving market trends

By Biju George

T

he effects of climate change and the associated rising stakeholder expectations, coupled with global supply chain volatility, are forcing mining organizations around the world to reshape their operations to address market demands, mitigate risks, and capitalize on emerging opportunities. This sentiment was echoed in our annual report, where mining and metals companies ranked environmental and social issues, decarbonization, and license to operate as their top three risks and drivers for change. As a result, there are several evolving trends disrupting the sector that organizations must analyze and address to remain competitive. > Miners are experiencing ongoing volatility in supply, demand, cost inflation, and geo-political factors that are increasing the push towards the regionalization of supply chains. Companies must explore opportunities to improve supply chain resiliency, mitigate risks, and develop contingency plans when faced with disruption. > License to operate is at stake due to increasingly complex and rigorous requirements regarding water management, decarbonization, community satisfaction, and clean energy transitions. Miners must positively contribute to the environment and find ways to innovate to secure capital from investors and secure their license to operate. > The sector can benefit from global economic market recovery and the growth forecast that exists within the industry.

Commodity prices are increasingly driven by growing demand due to government stimulus, impacts of the vaccine roll out, supply chain volatility leading to low inventory and forecast shortages, as well as growth in the battery sector. > Increasing pressure from stakeholders, investors, and governments to drive better environmental, social, and governance (ESG) performance is pushing mining companies to consider how they can increase supply chain transparency to include areas that are external to the core business (Scope 2 and 3 emissions reporting).

In this ever-changing business climate, mining organizations are constantly seeking opportunities to drive profitability, long-term value, and protect their license to operate. By leveraging the procurement function, organizations can reduce supply chain volatility, capitalize on market recovery and growth forecasts, drive transformational change, increase value chain transparency, and address ESG and decarboniza-

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tion considerations. To do so, mining organizations must consider the following core imperatives: 1 Optimize spend through category management to ensure effective sourcing strategies and management are in place for critical supply chains. Significant opportunity exists to integrate or enhance category management through the review, planning, and strategic management of spend, sourcing events, contracts, and suppliers. Mature organizations can further enhance existing category management functions by integrating it across the value chain and increasing focus on ESG practices and technology use.

2 Streamline the procure-to-pay (P2P) process to drive compliance, transparency, and get the right product to the right place at the right time. Embedding efficiency into the P2P process is vital to the organization’s operational excellence, as the process spans across a variety of business units such as procurement and accounts payable. Having an effective P2P process can ensure miners have increased transparency throughout their operations.

3 Develop strategic partnerships with suppliers to drive mutually beneficial value and innovation. Developing or improving the supplier relationship management (SRM) function can help mining organizations mitigate supply and demand risk that may arise due to unexpected disruptions. SRM is built on a foundational framework that includes a supplier segmentation strategy and plans for managing and developing core business partners.

4 Increase ESG compliance to secure license to operate and ensure access to capital. By integrating ESG practices throughout the procurement function, organizations can ensure longterm, sustainable economic growth and social progress during and beyond the life of their mines.

An additional emerging imperative that spans the procurement function is technology integration. The importance of technology in procurement has been highlighted by the unpredictable business climate, and the need to digitize business functions to allow for remote work. Both ESG and technology can help organizations differentiate while working towards sustainable procurement goals and achieving end-to-end visibility across their supply chain. CMJ BIJU GEORGE is an Associate Partner, Consulting, at EY Canada. For more information, please visit www.ey.com/en_ca/mining-metals.

www.canadianminingjournal.com

2022-07-25 4:57 PM

LAW

For All Personkind?

By Sander Grieve

I

f you have been enjoying the latest installments of AppleTV’s “For All Mankind,” you may, as a mining industry participant, be wondering what is out there. If you have not been watching, J.J. Abrams has created another alternate universe. In this version, Russia beats the United States to the moon, and the space race dominates the subsequent 40 years in a way that energizes life on earth, technological change and superpower competition. If your thoughts drift to the stars this summer, you are not alone.

It may not be at your boardroom table yet, but the Government of Canada has started to turn its policy engine to contemplate conditions in the great unknown. The first stop is the moon.

In Bill C-19, the legislation that implements the 2022 federal budget, an amendment is included that says, “A Canadian crew member who, during a space flight, commits an act or omission outside Canada that if committed in Canada would constitute an indictable offence is deemed to have committed that act or omission in Canada.”

Presumably, the act or omission would need to occur on the surface of the moon, on the planned Lunar Gateway space station or while traveling to it. Canada is participating in the Lunar Gateway project. The proposed criminal law change is part of amendments to support participation in that project. While we have not floated a new mining law yet, we might want to start thinking about what happens when an occupant of the Lunar Gateway backs a moon rover into an interesting outcrop.

“Canada’s resource-based economy means that we can ill afford to be left behind as others move into scouring the heav­ens for resources, starting with the moon.” —DANIEL SAX

Mining on the moon

Daniel Sax, CEO of the Canadian Space Mining Corporation, in October 2021, was quoted in the Toronto Star, noting the special interest of Canada in resource opportunities. He said that Canada’s “resource-based economy means that we can ill afford to be left behind as others move into scouring the heavens for resources, starting with the moon … Someone is doing it. The ship has already left. Canada is not on that ship.”

Canadian Space Mining Corporation and Interstellar Mining Inc. made written submissions as part of the 2022 pre-budget consultations, calling for flow-through share tax treatment and the METC to be extended to companies engaged in space resource exploration with specific intent to mine in outer space.

The budget didn’t ultimately adopt this suggestion.

As we look at the stars from a dock or patio this summer, perhaps we need to start to think about what the rules for mining in space should include and whether exploration departments need to look for talent minded to “boldly go where no one has gone before.” CMJ

I had the good fortune to take an elective in space law many moons ago. Taught by Bin Cheng, the authority in the subject from University College London, we contemplated satellites and extraterrestrial bodies. We spent much of the course on fascinating attempts through the United Nations to regulate the use of space through international treaties. The Agreement Governing the Activities of States on the Moon and Other Celestial Bodies stalled without a single ratification by any country capable of independent space flight.

Perhaps the relationship to national interests in mining were behind the failure. The Moon Treaty provided at Article 11.5 that states undertake, “to establish an international regime, including appropriate procedures, to govern the exploitation of the natural resources of the moon as such exploitation is about to become feasible.” Among purposes, which included orderly development, was “equitable sharing by all States Parties in the benefits derived from those resources, whereby the interests and needs of the developing countries, as well as the efforts of those countries which have contributed either directly or indiAUGUST 2022

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rectly to the exploration of the moon, shall be given special consideration.” Despite meetings on the framework, no progress was made.

Fast forward, NASA has tried to found a new regime and six new countries have signed the NASA-led Artemis Accords so far in 2022, bringing the total number of signatories to 20. Canada is one of the founding eight member countries to sign in October 2020. The Artemis Accords establish a practical set of principles to guide space exploration co-operation, including for space resources. While sovereignty claims are limited, like under the 1967 Outer Space Treaty led by the UN, the Accords are friendlier to the concept of exploration, exploitation and development within standards.

Thinking ahead

SANDER GRIEVE is a partner at Bennett Jones, Toronto.

CANADIAN MINING JOURNAL | 11

2022-07-25 4:59 PM

THE MINING INDUSTRY

> By Mike Commito and Steve Gravel

Rebranding mining M

ining needs a rebrand. That was the statement that Pierre Julien, past President of the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) said to the attendees at the final day of this year’s CIM convention in Vancouver in May. Julien even went a step further by saying the mining brand, as we know it, is dead. He said that the word mining has such a negative connotation with so many Canadians, that for the industry to continue to thrive well into the 21st century, it would need to be called something else.

As we listened to his remarks from the audience, we were struck by his words and began to think, how could we rebrand mining? Would it even be possible?

It would be an ambitious undertaking. As far as we know, an entire industry has never been rebranded before. Sure, certain

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mainstay products have undergone revitalization campaigns over the years to reposition its value and importance in the market, but a sector has never been renamed.

For as long as mining has been around, it has been defined by the legacy it leaves behind. For many, mining represents pollution and degradation of the environment. If you were to ask someone what they first think of when they hear the word mining, they might say belching smokestacks from smelter facilities or tailings ponds where mine waste is stored.

Although we know the economic importance of mining and how the industry will remain critical as part of the energy transition to combat climate change, we cannot escape the longstanding narrative that mining is dirty and bad for the environment.

But mining is not what it used to be. Take Sudbury, Ontario,

CREDIT: SMALL SMILES/ADOBE

DOES MINING NEED A REBRAND?

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2022-07-25 1:53 PM

CREDIT: SMALL SMILES/ADOBE

for example, a place that has become synonymous with mining.

In the early 20th century, nickel was smelted out in the open in football field-sized roast heaps. These massive piles would burn for months at a time. By the time the heap roasting process was phased out, Sudbury, for the most part, was barren and devoid of vegetation. It remained that way for decades until a concerted effort was made to regreen the area and salvage it from the moonscape that it had become. Today, Sudbury is heralded as a success story and held up as the model for how a vibrant community can coexist with the mining industry.

So, if Sudbury can re-green and shake off its reputation as a mining wasteland, perhaps the industry can rebrand. But how?

In recent years, the Dairy Farmers of Ontario have had a series of successful advertising campaigns that have focused AUGUST 2022

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on reorienting the public’s perception of dairy products by zeroing in on notions of social and environmental responsibility in local-sourced dairy products, as well as support for the hard-working families of dairy farmers in Ontario. The key was to highlight the experience of local family-owned farms and deemphasize any notions of potentially cruel factory farming to change public perception of the dairy industry and to stem the tide of consumers leaving dairy products behind in favor of the rapidly growing list of alternatives. The slogan “Dairy Done Right,” while pleasing to the ear, is also meant to reflect how the demand for transparent food sourcing has become intermingled with the importance of community. In conjunction with that slogan, the group also launched the blue CONTINUED ON PAGE 14

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THE MINING INDUSTRY

HIGH-SPEED, SAFE PERFORMANCE SINCE 1962

Mine Development Shaft Sinking Mass Excavation Production Mining Raiseboring Mechanized Raise Mining Underground Construction Percussive Drilling Mechanical Excavation Engineering & Technical Services Specialty Services AFRICA | ASIA | AUSTRALIA | EUROPE NORTH AMERICA | SOUTH AMERICA

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badges certifying a dairy product is made with Ontario milk so that they can easily be identified in supermarkets. Perhaps it is an ad campaign with evocative storytelling and meaningful slogans like this that can effectively reset perceptions of the mining sector as well.

The global clean energy transition required to combat the climate crisis is expected to significantly increase the demand for metals. Upwards of three billion tons of metal could be needed in the clean energy transition. These materials are needed to create technology such as electric vehicle battery packs, solar panels, and wind turbines. Suppliers of critical minerals have a responsibility to minimize its environmental impacts through decarbonizing initiatives. While the speed and scale of these initiatives are being unevenly applied across the industry, many end-users are taking immediate steps in operations and governance to align with global climate risk mitigation strategies. Mining is essential to solving climate crisis and this fact may be at the heart of how mining can be rebranded. For centuries, mining has been part of the problem when it comes to environmental degradation. Now, there is an opportunity for mining to be part of the solution.

Mining critical minerals will enable us to transition to energy alternatives to become more carbon neutral, but for many, this process is tied to the longstanding narrative of pulling rocks out of the ground, which we have been trying to shake for decades.

Although there is little that can be done to change the fundamental outcome of extracting minerals from the earth, mining has done an excellent job of integrating and adopting new technologies to make this process safer, more efficient, and environmentally friendly. This is an industry that currently works with advanced technologies such as telemetry, robotics, and autonomy. To the outside observer, these processes may seem futuristic, but they are becoming more common at mine sites across Canada and have been around for years.

When minerals are pulled from the ground they are simply rocks. They need to be crushed, smelted, refined, and turned into the materials that we find in everyday products such as the components in our smartphone or kitchen sinks. These raw minerals are future materials but, especially when it comes to fighting climate change, they are also critical to our future.

With so much emphasis on the importance of mining to the future, would it be too simplistic to rebrand the industry as future materials? The marketing that would accompany the rebrand could focus on the advanced technologies utilized in the process and key into their importance to our dire fight to save the planet. We do not know if you could ever get a veteran of the industry to say that they “work in future materials” rather than mining, but we are not trying to change the perceptions of those already working in mining; it is those who are outside the industry that we need to reach.

We need mining for our future, so perhaps it is time we focus on that to not only change the misconceptions about the industry but also inspire the next generation of workers to enter the sector and perform this critical work.

If you have your own idea about what mining could be rebranded as, submit your thoughts to CMJ. CMJ Mike Commito is the Director of Applied Research & Innovation at Cambrian College and Steve Gravel is the Manager of the Centre for Smart Mining at Cambrian College.

www.canadianminingjournal.com

2022-07-25 1:53 PM

MAINTENANCE

> By Josh Swank

CHANGING THE CONVERSATION ON MINE MAINTENANCE COSTS

E

A new way to address mining cost reduction through proper equipment selection

very mine plays its own game of give and take when it comes to reducing expenses. And with the beating that mining equipment, especially truck bodies, face day in and day out, finding ways to balance longevity and productivity creates a challenge. Navigating this decision can leave many mine managers turning to different rules of thumb to help them prioritize operational productivity and equipment durability.

For addressing cost, one popular approach promotes a heavier, durable truck body to give years of low-maintenance operation. These heavy-duty units also tend to be heavy in weight, reducing the amount of material that can be hauled, and heavy in price. These durable bodies tend to outlast the original purchasing manager and leave new management questioning the “heavy duty” approach. In contrast, another school of thought places emphasis on increased hauling capacity and higher productivity from a lighter weight “throwaway” body.

These units are lower priced but often wear out quickly, leading to downtime and need for repairs or replacements. Even those seeking some middle ground end up without a viable option in

an off-the-shelf truck body that does not maximize the mine’s potential. The only option that provides a unique, sustainable solution to the productivity dilemma is a custom-designed truck body, manufactured to meet the specific challenges of the individual mine.

Here are not only the truck body features that can lead a mine toward an efficient operation, but also a new way to think about reaching a mine’s full potential.

Look at your mine (do not follow trends)

Before a mine manager starts researching truck body features, they need to take a long, hard look at their mine. Is a humid environment causing issues with carryback? Are trucks hauling corrosive materials? Do materials need to exit slowly while dumping the bed? These basic questions lay the groundwork for any equipment decisions. Working with a custom equipment manufacturer adds benefit by working in tandem with the mine to analyze specific requirements while also offering an objective and experienced eye to encourage consideration of CONTINUED ON PAGE 16

Above: High sides and a poor baffli g design can cause round water tanks to be unstable. CREDIT: PHILIPPI-HAGENBUCH AUGUST 2022

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MAINTENANCE

often overlooked details.

Finding this synergy and expert insight requires the understanding of what a true custom manufacturer offers. The inclusion of add-ons like sideboards and floor liners is not an indication of a custom manufacturer. Many important options to maximize effectiveness in the mine go far beyond these addons to include the truck body’s design, material make-up, and much more. A truly tailored answer to a mine’s durability-productivity problem will address these numerous elements, all the while ensuring that good bones lie underneath any custom solution. And with the instability of steel prices and availability, there is little time and material to waste on not getting a design right the first time.

With the groundwork in place, a mining manager can move on to considering the features that will ensure they are getting a functional, efficient, and durable truck body.

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Body basics

No matter the skill level, sometimes operators cannot help but damage ill-fitting off-the-shelf truck bodies when the loading tool comes into contact with the truck body while filling.

Whether the truck body is too small, mismatched with the loading tools, or does not have the proper height, repeated damage during loading can quickly destroy a body and cause expensive maintenance and repair issues elsewhere on the truck.

Customizing individual truck bodies to the mine’s specifications increases loading safety and greatly reduces the potential for loading damage by ensuring width is correctly paired with the loading tool. This provides the lowest possible loading height and allows the shovel bucket to get closer to the truck body floor, nearly eliminating the chances that loading equipment will damage the truck’s sides, while simultaneously reducing the whole-body vibration associated with mass dump-

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Customizing individual truck bodies to the mine’s specifications.

CREDIT: PHILIPPI-HAGENBUCH

when removing or installing a body down the road.

Bolsters and frame rails provide maximum reinforcement to the sides and floors of bodies. Traditional bodies simply buttweld bolsters to frame rails, making them vulnerable to wear and tear. Look for custom bodies with intersecting bolsters and frame rails, as these offer superior support that will not buckle under the immense stress of materials, keeping the payload at maximum capacity.

Ensuring a truck body has these general design features will help to make sure mines get a body with good bones that can be infinitely customized and refurbished to find the sweet spot for handling daily abuse while maintaining productivity. And in the volatile steel market, partnering with a custom manufacturer ensures the best steel is used throughout, and that parts and materials are available and made in-house. Additionally, checking off all these boxes provides mines with a solid base to expand on with other truck body options that can further streamline operations, like rear-eject bodies.

Rear-eject offers an upgrad

Rear-eject bodies provide an efficient, low-maintenance alternative to end-dump trucks for smaller, niche areas within the mine. As the name implies, rear-eject bodies use an ejector blade to discharge material. Without moving or raising the truck bed, the blade pushes material toward the rear of the truck. This simplifies the dumping process and enhances efficiency, since operators do not have to wait for the bed to lower CONTINUED ON PAGE 18

ing. Additionally, choosing a wide body option offers well-balanced weight distribution across all the tires, which reduces the potential for uneven tire wear and extends the truck components and body’s life.

With heavy use and high reliability required in mining applications, maintenance is inevitable. Simple design considerations in the body can either speed the process and decrease issues or lead to delays and additional challenges to address.

For example, consider adding four free-floating lifting eyes into the floor of the body rather than the sides. This enables fast and easy removal or installation of a body for maintenance without the risk of bowing the body, a common issue with lifting points incorporated on the sides. As the body sides age, traditional lifting points integrated into the body sides, such as pivots and holes can become fatigued, risking a potential safety situation AUGUST 2022

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Sustainable Designs Innovative Thinking

Responsible Mining

At WSP Golder, being curious about the future inspires us to innovate and deliver impactful and sustainable designs today.

Be part of our team doing purposeful work, helping our communities thrive today, while shaping them for tomorrow.

CANADIAN MINING JOURNAL | 17

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MAINTENANCE

As the name implies, rear-eject bodies use an ejector blade to discharge material. CREDIT: PHILIPPI-HAGENBUCH

“Rear-eject bodies provide an efficient, low-maintenance alternative to end-dump trucks for smaller, niche areas within the mine.”

before driving away. Mines can further enhance their level of productivity by keeping an eye out for a few rear-eject features that prioritize simplicity and decrease costly downtime.

When selecting a rear eject, mining operations should keep in mind less is more. Rear-eject bodies constructed with a single hydraulic cylinder minimize maintenance costs and maximize uptime by operating both the ejector blade and the rear tailgate mechanism at the same time. Selecting a body with ejector guides integrated into the inside of the truck bed provides smooth operation and decreases overall maintenance requirements by eliminating rollers that typically break or bind. With the guides and track within the bed, there are no external rails

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that loader operators can hit, which can disable a unit until costly repairs are made.

Some rear-eject bodies feature designs tailored specifically to reduce carryback. Naturally, the unique sweeping action of the ejector blade reduces the tendency for carryback even with materials prone to sticking to the sides or floor of the truck bed.

But certain conditions, such as a humid, sticky environment, pose even greater challenges. In these instances, true custom manufacturers can work with mines to add exotic steel liners to the ejector blade to deter sticking and further ensure no carryback.

Integrating a rear-eject body into a mine has its obvious

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benefits for dumping, but these bodies can also be fitted with add-on attachments that further increase the flexibility and utility value of the specialty body in the mine.

Spreading and stemming become an option

By safely controlling the dumping rate, when paired with a material spreading attachment, rear-eject trucks can increase efficiency for tasks where materials need to be evenly and precisely distributed. They are ideal for applications such as haul road maintenance or certain drying applications like spreading salt, diatomaceous earth, or lime onto leach beds. These attachments are available from custom-equipment manufacturers and are designed to integrate seamlessly with the reareject bodies. Spreading attachments can handle a wide range of material, from very fine to 2-inch-minus-sized material and spread width can be adjusted from approximately 5 feet to 60 feet or more (1.2 to 18.2 meters). In addition to hauling and road maintenance, it can also help to spread grit for traction on icy roads in the winter.

Stemming is another time-consuming task where an attachment can revolutionize productivity and increase rear-eject versatility. Many operations rely on side-dump buckets or loaders to fill blastholes with stemming material after the explosives are packed in the bottom. However, opting for a rear-eject body with a stemming attachment can greatly improve efficiency.

Consider this: using a single 3-ton loader, operators might only be able to fill two holes per load before traveling back to aggregate piles to get more material. Depending on how close the stockpile is, this can result in cycle times of 15 minutes or more. With each blast averaging 100 or more holes, filling the blastholes with stemming material often takes two to four crew members several days, creating a significant drain on productivity.

Alternatively, producers can run a rear-eject body with a stemming attachment on a 40-ton articulated truck, for example, and be able to streamline the process and increase efficiency by 200% or more compared to traditional methods.

Custom rear-eject bodies are compatible with stemming attachments that incorporate into the rear-eject body, offering an adjustable arm that can be easily positioned over the stemming hole to precisely deposit material in less time and with minimal labor. The ejector blade pushes material to a cross auger, which loads the articulating stemming arm and conveyor. The ejector blade speed, in-cab controls, stemming conveyor, and operator controls at the stemming arm all precisely control the flow of material for even distribution.

Finding more cost savings with support solutions does not stop here. A mine’s water tank selection also provides an excellent opportunity for improvement.

Do not forget water tanks

Though they may seem basic, water tanks are crucial for dust suppression, firefighting, and more. Traditional round water tanks limit productivity and increase costs. Round tanks suffer from designs with high sides, which results in a poor center of gravity that can lead to tipping. Instability is worsened by a baffling system that incorporates open maintenance access cutouts leading to poor water compartmentalization and excessive water churn. The safety concerns and instability operators feel in these water trucks result in reservations to completely fill the AUGUST 2022

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tank, leading to less efficiency and more trips to refill. To combat this, look for a square tank that addresses these issues from the ground up. The squared off corners and a more sophisticated baffling system can prevent water from surging between compartments and offer easier maintenance access through doors in the baffling, rather than cutouts. Not rounding off the sides also allows for a higher storage capacity, so drivers can be more efficient with their trips.

Lasting Solutions

Every mining manager wants their mine to operate at its full potential, and that usually rides on the back of a haul truck.

But designing an operation around one of the industry philosophies that pit durability and productivity against one another rarely offers a sustainable solution. By laying the groundwork and incorporating the assistance, and endless options, available through a fully custom manufacturer, mining managers can include their wants and needs into their unique operation.

This close, personal relationship with a custom manufacturer can not only give managers more knowledge about the solutions available for their unique operation, but it can set up a mine for years of future success while others waste time and money bouncing between off-the-shelf options. CMJ Josh Swank is the vice-president of sales and marketing for PhilippiHagenbuch.

PLAN NOW TO REACH CANADA’S MOST INFLUENTIAL MINING AUDIENCE Canadian Mining Journal’s 2022 Editorial Calendar and media kit is now available via this link: https://mediakit.northernminer.com/canadianmining-journal/ You can also contact the Publisher, Robert Seagraves, at rseagraves@canadianminingjournal.com or 1-416-510-6891 for more marketing information.

CANADIAN MINING JOURNAL | 19

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SCREENS

> By General Kinematics staff

WetDrum

Copper mountain mine, Princeton, BC. CREDIT: GENERAL KINEMATICS

STM-screen COPPER MOUNTAIN MINING CORPORATION: CASE STUDY

C

opper Mountain’s flagship asset is the 75% owned Copper Mountain mine (CMM) located in the Canadian province of British Columbia near Princeton. CMM currently produces approximately 90 million lb. of copper equivalent per year.

Copper Mountain mine is a conventional open pit, truck, and shovel operation. The operation has a 40,000 t/d mill that utilizes a conventional crushing, grinding, and flotation circuit to produce copper concentrates with gold and silver credits.

The challenge

The SAG-ball-flotation circuit was initially designed for 35,000 t/d. A secondary crushing circuit was installed to exceed the original design and push the mill tonnage rate to 40,000 t/d. The increased circulating load led to the original SAG mill discharge screen overloading.

The initial screen was supplied and rated for a total infeed, including circulating load, of 2,298 t/h with 13 mm deck openings. Brute force screen design inherently dampens vibration under load, which adversely affects the screening efficiency.

Once a brute force machine is overburdened, effective screen-

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ing stops, and screen body and structure stresses increase significantly.

CMM, along with their previous screen supplier, committed time and resources trying to increase the screen capacity: First, they declined the screen, expecting the increased angle would throw the material toward the discharge end faster. The change helped reduce overloading, but the screen’s structural failures continued, as the screening efficiency was affected negatively.

Second, the original screen OEM increased the wheel force and horsepower of the drive. Again, the change helped reduce overloading, but the screen’s structural failures continued and became more frequent. Each time the SAG mill had a surge (or burp), the screen would become overloaded, increasing stresses and leading to additional maintenance.

Brute force vibratory screens require significant horsepower and eccentric forces to operate. The increased horsepower induces a tremendous amount of stresses on the screen body, ultimately creating structural failures in just months. CMM experienced this firsthand and began scheduling downtimes to

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replace the screen entirely every quarter. The screen that came out of service would be rebuilt, costing them tens of thousands of dollars with each occurrence. Furthermore, each attempt to increase the throughput in the circuit also increased the frequency of repairs.

The goal

> With a stretch target of 50,000 t/d, CMM knew that the current screen bottleneck would need to be addressed. The new SAG mill discharge screen would need to achieve a sustained capacity of 2,400 t/h, with periodic surges to 2,700 t/h.

This increase in capacity represents a 30% increase over the existing screen’s sustainable capacity (in the same screen footprint). > To raise operational uptime and increase average daily capacity, the operations and maintenance team determined that reducing downtime associated with the screen was an essential requirement. > Finally, the new screen would require minimal changes to the existing support structure, saving installation time and financial resources.

The solution

After extensive research, CMM selected General Kinematics’ STM-screen, featuring Two-Mass technology. The engineering principles behind Two-Mass technology WetDrumAd.qxp_Layout 1 8/20/20 3:37 PM Page 1 are inherently more

The General Kinematics (GK) screen was installed with minimal modifications o the existing area or screen supports to make the change out smooth and seamless. CREDIT: GENERAL KINEMATICS

suited for the rigors of heavy-duty screening applications like the SAG mill discharge. The Two-Mass drive system responds to rapid increases in material loading by sustaining stroke.

Whereas the brute force screen loses stroke and screening efficiency during surge conditions. Since the STM-screen does not dampen, screening efficiency and production continue to be maintained even during surge conditions.

General Kinematics provided a 3.6 x 8.5 metre STM-screen for CMM’s application. General Kinematics designed the screen CONTINUED ON PAGE 22

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CANADIAN MINING JOURNAL | 21

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SCREENS

Both immediate and long-term average capacity goals have been exceeded, and the screening quality has improved due to the longer retention time of material on the screen deck.

The screen’s stroke stays consistent even with large variations in the product infeed. CREDIT: GENERAL KINEMATICS

to fit the existing mounting arrangement to reduce modifications and the related downtime during the switch.

The results

> The new General K STM-screen required no significant changes to the support structure to facilitate installation. > Screen cracking issues have been eliminated (successful operation for more than two years with no structural problems). The Two-Mass drive system distributes drive forces evenly along the length and across the width of the screen and, therefore, dramatically reduces concentrated forces at any point. The reduction of these concentrated forces reduces/eliminates the cracking of side structures that lead to

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planned and unplanned downtime as well as the related expense. > CMM reports maintenance costs have been significantly reduced by eliminating the quarterly screen rebuild program. With zero structural failures since installation, CMM has saved an estimated US$800,000 annually in time, material, and labor annually since installation. > CMM reports that the screen is no longer the bottleneck restricting the increased daily throughput of the mill. The successful operation of the new screen will allow CMM to increase hourly/daily tonnage to an average hourly capacity of 2,400 t/h (including circulating load) with surges to 2,700 t/h once the new ball mill (No. 3) comes online. > Screening efficiency has improved, allowing the operators to “manage” the screen panel apertures to achieve higher recoveries throughout the overall comminution circuit (resulting in more “sized” material reporting correctly to the ball mills).

The STM-screen will allow mill operators to increase throughput as soon as the downstream processes are expanded with the installation of ball mill #3.

Both immediate and long-term average capacity goals have been exceeded, and the screening quality has improved due to the longer retention time of material on the screen deck.

General Kinematics’ STM-screen retains material for approximately 26-33 s versus a typical brute force screen that retains material for approximately 6-8 s. The longer retention time allows for an optimized material separation as fines have more time to drop out. Equally as important is the ability of the STM-screen to process at a higher bed depth without sacrificing throughput. The material spreads out evenly at the feed end, even at higher bed depths. The increased retention time of the evenly spread material allows for increased screening efficiency at the required capacities.

SUMMARY

• Maintenance costs due to structural issues have been reduced by approximately US$800,000 annually.

• Unscheduled downtime associated with screen structural failures has been slashed to near zero.

• Capacity will increase from an average of 1,800 t/h (fresh feed) to over 2,400 t/h.

• SAG mill transfer sizing to the ball mills has been reduced, allowing a finer overall grind with a corresponding improvement in overall recoveries.

The result is that CMM has removed the SAG mill discharge screen from the list of plant bottlenecks and is now able to plan for further plant capacity growth with the installation of a third ball mill. CMJ

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2022-07-25 5:05 PM

MAINTENANCE

> By Jeff Keeling

Breaker basics

T

FOUR QUICK STEPS TOWARD INCREASED UPTIME

he hydraulic breaker attachment (one of the most common attachments for a remote-controlled demolition machine) generates as much as 1,500 foot-pounds of force at its tip. Typical wear and tear is expected, which is why keeping up on breaker maintenance is vital to ensure optimum performance on the jobsite.

“Operators often overlook breakers, so they might not receive the proper time and attention they deserve in a maintenance regiment,” said Keith Becker, managing member of Becker Equipment.

“To get the most out of their investment, operators should consider the breaker as another piece of equipment with its own service schedule rather than a simple attachment, such as a bucket scoop.

While the breaker requires the machine’s hydraulic system to provide the pressure to run, it is just as important as the machine itself and requires regular servicing.”

Ready to begin servicing, but not sure where to begin? It is simple. Take the time to follow these four steps and you will be on your way to increased uptime and maximum breaker life.

1

Step one: choose the right grease

Not all grease is the same.

Look for a chisel paste that can withstand temperatures as high as 235°C. Keep in mind, if grease is running down the tool, it is most likely not correct. Proper greasing minimizes metal-

on-metal contact to prevent the tool from overheating, which can prematurely wear tool steel, damage bushings, and ruin hydraulic seals.

Using standard grease may save you nickels and dimes now but could eventually cost you time and money by requiring more frequent greasing. And if the tool steel is not properly lubricated, you will see added costs in tool steel replacements.

Some companies offer a durable, molybdenum-based chisel paste. This paste contains small copper and graphite particles that roll up like ball bearings between the tool steel and working bushing. The paste is also more viscous than standard lubricants, which allows it to CONTINUED ON PAGE 24

Above: Grease with a chisel paste that can withstand high temperatures. CREDIT: BROKK INC. AUGUST 2022

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MAINTENANCE

Above: Greasing before and during operation also is part of proper breaker maintenance.

Right: Many breakers feature nitrogen gas in the back-head as a cushion and for increased power. CREDIT: BROKK INC.

remain between the steel and bushings and provide better lubrication for longer periods than using grease alone.

2

Step two: lubricate appropriately

Once you have the right grease, be sure you are using it correctly. Greasing before and during operation is also part of proper breaker maintenance that reduces equipment wear. To lubricate a breaker, apply pressure on the tool steel to verify that it is pushed all the way into the breaker. Inject grease into the breaker’s lubrication points using a grease gun until it exits the bottom of the

breaker. This ensures the void between the bushings and the tool steel is filled and new grease displaces any remaining grease that might contain dust or debris.

Some manufacturers recommend adding grease every two hours when a breaker requires manual greasing or if the operator sees shiny slivers of metal on the tool steel.

Some breakers have automatic lubrication systems that keep tool steel properly lubricated, but those systems still need daily inspections to ensure there is adequate grease in their vessels.

3

Step three: check the bushing

Even with the best lubrication, replacing the wear bushings is inevitable. Measuring the wear of your bushing is essential to maintaining a reliable breaker, and you do not always need to take apart your machine to do so.

Instead, use a 4.75-mm drill bit and try to slide it between the tool and bushing.

Typically, about 6.35-mm of space is the wear limit for a bushing. A good way to estimate is if the drill bit fits between the tool and the bushing, it may need replacing. However, having a mechanic evaluate the bushing is the most accurate way of assessing wear bushings.

4

Step four: monitor nitrogen levels

Many breakers feature nitrogen gas in the back-head as a cushion and for increased power. This minimizes the power demand on the carrier’s hydraulic system and ensures consistent, high-impact energy. It is important to maintain and fill the nitrogen reservoir as needed for consistent power output.

Be sure to conduct a visual inspection of the breaker before every use, and a thorough examination weekly to ensure everything is working properly; this results in increased uptime and extended breaker life. CMJ Jeff Keeling is vice-president of sales & marketing, Brokk Inc.

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40 A’S

D NA

CA

TOP

2021

> By Tamer Elbokl and Marilyn Scales

AUGUST 2022

25-31_CMJ Aug2022_Top 40.indd 25

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CA

TOP

Top 40 revenues top $143 billion: $19 billion up from last year Nutrien continues to top the list for another year

A

lthough businesses were still trying to adjust to the global Covid-19 pandemic, the mining sector continued to handle the pandemic effectively in 2021. Mining was designated an essential service during the pandemic, thus most mining activities continued while following provincial health regulations.

The mining sector still struggled with some unfortunate events in 2021. At the recommendation of health officials, Cameco revised its protocols to include the temporary closure of all common spaces at the Cigar Lake camp but continued to operate safely.

It is true that miners faced a huge challenge in the last two years, including the costs of pandemic protocols and temporary suspensions, but strong commodities prices were a good compensation, especially for gold and copper miners, who make up the vast majority of our Top 40. Also, the good news is that mining employment has increased since June 2020. In May 2021, employment was 28,800 in the western provinces of Canada (up almost 9%, year-over-year).

According to a recent survey by Fraser Institute, only Australians enjoy higher labour productivity growth, and living standards than Canadians due largely to improvements in their mining and energy sector. The Fraser Institute’s annual survey of mining and exploration companies indicated that the top jurisdiction in the world for investment based on the Investment Attractiveness Index is western Australia.

However, Saskatchewan ranked second this year, and Canada has a total of three jurisdictions in this year’s top 10.

An overall Investment Attractiveness Index combines the Best Practices Mineral Potential index, which rates regions based on their geologic attractiveness, and the Policy Perception Index, a composite index that measures the effects of government policy on attitudes toward exploration investment.

26 | CANADIAN MINING JOURNAL

25-31_CMJ Aug2022_Top 40.indd 26

Moreover, according to the policy perception index (PPI) of Fraser Institute, which measures the overall policy attractiveness separately, Canada had the most jurisdictions (Quebec, Saskatchewan, and Alberta) in the top 10.

Nutrien has taken the top spot again this year with revenues of $35 billion. It was also the No. 1 revenue generator for the last three years. Potash is vital for the efficient expansion of the world’s food supply with almost 95% of the world’s potash being used in farming, and since there are no known substitutes for potash, we expect Nutrien to continue to dominate our list for several years.

Gold and copper are joined by silver

Most of this year’s list are primary gold miners. That includes the new additions to the Top 40. There are some copper-gold miners and many gold-silver miners. Several companies moved up the list assisted by their increased silver output in 2021. Both gold and copper continued their gains overall last year. Despite the lasting impact of the Covid-19 pandemic, the average price for gold was $1,798.89 per oz. in 2021, up from $1,773.73 and $1,393.34 per oz. in 2020 and 2019, respectively.

CONTINUED ON PAGE 30

THE CRITERIA FOR CHOOSING THE TOP 40 To be eligible for CMJ’s Top 40 Canadian miners list, companies must meet two of the following three criteria: 1. Be domiciled in Canada.

2. Trade on a Canadian stock exchange.

3. Have a significant share of an operating mine or advanced development in Canada.

We have put extra effort into checking the eligibility of all the miners on the current list. However, we remain open to the suggestions of our readers.

www.canadianminingjournal.com

2022-07-25 2:32 PM

Canadian dollars |

40

All figures in the tables are expressed in millions of Canadian dollars.

’S

DA

NA

CA

TOP

2021 2020 HQ TSX Rank Rank Company Country Ticker Primary Output

1

1

Nutrien

Canada

NTR

Number of operating mines in Canada

Revenue C$ millions 2021 2020

Potash

6

34,722

26,197

Net Income C$ millions 2021 2020

Cash Flow C$ millions 2021 2020

3,951

575

4,869

4,163

2

3

Newmont

United States NEM

Gold

3

15,314

14,405

1,461

3,544

5,361

6,117

3

2

Barrick Gold

Canada

Gold

1

15,017

15,781

2,534

2,912

5,485

6,787

ABX

4

4

Teck Resources

Canada

TECK.B

Diversified

6

13,481

8,948

2,868

–864

4,738

1,563

5

5

First Quantum Minerals

Canada

FM

Copper-Silver

0

9,037

6,514

1,042

–226

3,615

2,021

6

9

Newcrest Mining

Australia

NCM

Gold-Silver-Copper

2

5,734

—

1,458

—

—

—

7

7

Agnico Eagle

Canada

AEM

Gold-Silver

8

4,791

3,931

680

641

1,649

1,493

8

6

Kinross Gold

Canada

K

Gold-Silver

0

4,673

5,279

277

1,682

1,422

2,452

9

10

Lundin Mining

Canada

LUN

Diversified

0

4,171

2,558

978

212

1,861

709

10

18

Turquoise Hill Resources

Canada

TRQ

Copper-Gold-Silver

0

2,470

1,351

657

509

722

51

11

12

Yamana Gold

Canada

YRI

Gold

2

2,275

1,955

185

255

930

774

12

11

B2Gold

Canada

BTO

Gold

0

2,208

2,241

526

787

907

1,191

13

14

Pan American Silver

Canada

PAAS

Gold-Silver

1

2,046

1,677

122

223

491

579

14

17

Hudbay Minerals

Canada

HBM

Copper-Gold-Silver

2

1,881

1,369

–306

–181

481

300

15

23

SSR Mining

Canada

SSRM

Gold-Silver

1

1,848

1,069

461

167

763

436

16

20

Franco-Nevada

Canada

FNV

Gold

0

1,629

1,279

919

409

1,197

1,007

17

13

Cameco

Canada

CCO

Uranium

3

1,475

1,800

–103

–53

458

57

18

16

Wheaton Precious Metals Canada

WPM

Gold-Silver

0

1,506

1,373

946

637

1,059

959

19

15

Iamgold

IMG

Gold

2

1,443

1,556

–318

53

357

435

Canada

20

22

China Gold International

Canada

CGG

Gold-Silver

0

1,425

1,082

335

141

523

327

21

24

Equinox Gold

Canada

EQX

Gold-Silver

0

1,356

1,056

695

26

402

271

22

30

Champion Iron

Australia

CIA

Iron ore

1

1,282

785

464

89

623

310

23

19

Eldorado Gold

Canada

ELD

Gold-Silver

1

1,179

1,290

–170

131

454

533

24

21

Centerra Gold

Canada

CG

Gold

1

1,128

2,116

–479

511

520

1,166

25

25

Torex Gold Resources

Canada

TXG

Gold

0

1,072

989

190

137

414

428

26

26

Alamos Gold

Canada

AGI

Gold

2

1,032

938

–83

181

447

461

27

43

Capstone Copper

Canada

CS

Copper-Silver

0

996

569

284

15

693

185

28

27

New Gold

Canada

NGD

Gold-Silver

2

935

806

177

–100

406

370

29

44

Lundin Gold

Canada

LUG

Gold

0

919

449

277

–60

524

143

30

29

Dundee Precious Metals

Canada

DPM

Gold

0

804

764

263

245

316

246

31

—

Fortuna Silver Mines

Canada

FVI

Gold-Silver

0

752

349

73

27

185

117

32

32

First Majestic Silver

Canada

FR

Silver

0

735

459

–6

29

86

100

33

33

Ero Copper

Canada

ERO

Copper

0

614

406

252

65

457

204

34

37

Copper Mountain

Canada

CMMC

Copper-Silver

1

578

342

104

35

315

122

35

34

Argonaut Gold

United States AR

Gold-Silver

1

547

401

33

17

163

140

36 31

GCM Mining

Canada

GCM

Gold-Silver

0

480

490

233

–6

101

170

37

36

Taseko Mines

Canada

TKO

Copper

1

433

343

36

–24

175

106

38

—

Calibre Mining

Canada

CXB

Gold

0

411

304

73

79

132

102

(Formerly Gran Colombia Gold)

39

—

Amerigo Resources

Canada

ARG

Copper

0

377

224

50

7

117

25

40

45

Victoria Gold

Canada

VIT

Gold

1

356

179

111

15

132

112

AUGUST 2022

25-31_CMJ Aug2022_Top 40.indd 27

CANADIAN MINING JOURNAL | 27

2022-07-25 2:32 PM

40 ’S

DA

NA

CA

TOP

Net income

CONTINUED FROM PAGE 26

According to the Silver Institute, global demand for silver surged in 2021. The average price for silver was $25.14 per oz. in 2021, up from $20.69 and $16.22 per oz. in 2020 and 2019, respectively. Silver demand increased in all categories last year, raising the annual total to 1.05 billion oz., an impressive 19% gain over 2020. The global silver demand is forecasted to reach a record 1.112 billion oz. in 2022.

C$ millions 2021 Rank Company Revenue Net

income

Net income/ Revenue

18

Wheaton Precious Metals

1,506

946

63%

16

Franco-Nevada

1,629

919

56%

21

Equinox Gold

1,356

695

51%

36

GCM Mining

480

233

49%

33

Ero Copper

22

Champion Iron

614

252

41%

1,282

464

36%

30

Dundee Precious Metals

804

263

33%

Next, Newmont and Barrick continue to play musical chairs for another year, with Newmont retrieving the second place it lost to Barrick in last year’s list. Barrick lost second place this year by merely $300 million in total revenue with revenues of $15.3 billion for Newmont and $15 billion for Barrick Gold. Both companies are gold producers and lead the domination of gold miners on this year’s list.

Barrick is expected to continue with this strong performance in the future, especially with the latest news of them being close to a final deal with Pakistan on $7 billion Reko Diq copper-gold project.

Teck Resources continues to hold steady in fourth place overall with a whopping $13.5 billion in revenues, mainly assisted by its diversified output of copper, zinc, coal, and bitumen.

Next, First Quantum Minerals was able to hold on to the fifth place with over $9 billion in total revenue from copper, gold, and silver sales. Newcrest Mining is on the list for the again this year in sixth place with $5.7 billion. In seventh place for the third year in a row is Agnico Eagle Mines with $4.8 billion and a total of 8 operating mines in Canada.

The rest of the top 10 include Kinross Gold in with $4.7 billion in total revenue and dropping two spots from last year; Lundin Mining with $4.2 billion (the only other diversified miner on the list along with Teck Resources). Finally, with $2.5 billion comes Turquoise Hill Resources with a big leap from the eighteenth spot in last year’s Top 40.

40

Victoria Gold

356

111

31%

29

Lundin Gold

919

277

30%

27

Capstone Copper

996

284

29%

10

Turquoise Hill Resources

2,470

657

27%

6

Newcrest Mining

5,734

1,458

25%

The acquisitions boost

13 8 32

First Majestic Silver

735

–6

–1%

17

Cameco

1,475

–103

–7%

26

Alamos Gold

1,032

–83

–8%

23

Eldorado Gold

1,179

–170

–14%

To replace or be replaced

Sixth place Newcrest Mining, with $5.7 billion moved up the list from ninth in 2020. Newcrest received a boosting shot in the arm due to its acquisition of Pretium Resources, which was No. 28 on the list of 2020. As a result, Pretium is now part of Newcrwest and its revenues are included in the latter.

The Aussie miner earned a spot last year due to its 70% share and position as operator of the Red Chris copper mine in British Columbia with the CONTINUED ON PAGE 31

28 | CANADIAN MINING JOURNAL

25-31_CMJ Aug2022_Top 40.indd 28

15

SSR Mining

1,848

461

25%

12

B2Gold

2,208

526

24%

20

China Gold International

1,425

335

23%

9

Lundin Mining

4,171

978

23%

4

Teck Resources

13,481

2,867

21%

28

New Gold

935

177

19%

34

Copper Mountain

578

104

18%

38

Calibre Mining

25

Torex Gold Resources

3 7 39

Amerigo Resources

5

First Quantum Minerals

411

73

18%

1,072

190

18%

Barrick Gold

15,017

2,534

17%

Agnico Eagle

4,791

680

14%

1

Nutrien

31

Fortuna Silver Mines

377

50

13%

9,037

1,042

12%

34,722

3,951

11%

752

73

10%

2

Newmont

15,314

1,461

10%

37

Taseko Mines

433

36

8%

11

Yamana Gold

2,275

185

8%

35

Argonaut Gold

547

33

6%

Pan American Silver

2,046

122

6%

Kinross Gold

4,673

277

6%

14

Hudbay Minerals

1,881

–306

–16%

19

Iamgold

1,443

–318

–22%

24

Centerra Gold

1,128

–479

–42%

www.canadianminingjournal.com

2022-07-25 2:32 PM

Operating cash flow

Revenue Change

(SORTED BY CASH FLOW) C$ millions 2021 Rank Company Revenue Cash Flow

2021 Op CF/ Revenue

3

Barrick Gold

15,017

5,485

37%

2

Newmont

15,314

5,361

35%

1

Nutrien

34,722

4,869

14%

4

Teck Resources

13,481

4,738

35%

5

First Quantum Minerals

9,037

3,615

40%

9

Lundin Mining

4,171

1,861

45%

7

Agnico Eagle

4,791

1,649

34%

8

Kinross Gold

4,673

1,422

30%

16

Franco-Nevada

1,629

1,197

74%

18

Wheaton Precious Metals

1,506

1,059

70%

11

Yamana Gold

2,275

930

41%

12

B2Gold

2,208

907

41%

15

SSR Mining

1,848

763

41%

10

Turquoise Hill Resources

2,470

722

29%

27

Capstone Copper

22

Champion Iron

29

Lundin Gold

20

China Gold International

24

Centerra Gold

13

Pan American Silver

14

Hudbay Minerals

17

Cameco

996

693

70%

1,282

623

49%

919

524

57%

1,425

523

37%

1,128

520

46%

2,046

491

24%

1,881

481

26%

1,475

458

31%

33

Ero Copper

614

457

74%

23

Eldorado Gold

1,179

454

39%

26

Alamos Gold

1,032

447

43%

25

Torex Gold Resources

1,072

414

39%

28

New Gold

935

406

43%

21

Equinox Gold

1,356

402

30%

19

Iamgold

1,443

357

25%

34

Copper Mountain

578

315

54%

30

Dundee Precious Metals

804

316

39%

31

Fortuna Silver Mines

752

185

25%

37

Taseko Mines

433

175

40%

35

Argonaut Gold

547

163

30%

40

Victoria Gold

356

132

37%

38

Calibre Mining

411

132

32%

39

Amerigo Resources

377

117

31%

36

GCM Mining

480

101

21%

32

First Majestic Silver

735

86

12%

AUGUST 2022

25-31_CMJ Aug2022_Top 40.indd 29

2021 Rank Company

31

Fortuna Silver Mines

C$ millions Revenue 2021 2020

Revenue Change

752

349

115%

29

Lundin Gold

919

449

105%

40

Victoria Gold

356

179

99%

2,470

1,351

83%

996

569

75%

1,848

1,069

73%

578

342

69%

10

Turquoise Hill Resources

27

Capstone Copper

15

SSR Mining

34

Copper Mountain

39

Amerigo Resources

377

224

68%

22

Champion Iron

1,282

785

63%

9

Lundin Mining

4,171

2,558

63%

32

First Majestic Silver

735

459

60%

33

Ero Copper

614

406

51%

4

Teck Resources

13,481

8,948

51%

5

First Quantum Minerals

9,037

6,514

39%

1,881

1,369

37%

547

401

37%

14

Hudbay Minerals

35

Argonaut Gold

38

Calibre Mining

1

Nutrien

411

304

35%

34,722

26,197

33%

20

China Gold International

1,425

1,082

32%

21

Equinox Gold

1,356

1,056

28%

16

Franco-Nevada

1,629

1,279

27%

37

Taseko Mines

433

343

26%

13

Pan American Silver

2,046

1,677

22%

7

Agnico Eagle

4,791

3,931

22%

2,275

1,955

16%

935

806

16%

11

Yamana Gold

28

New Gold

26

Alamos Gold

1,032

938

10%

18

Wheaton Precious Metals

1,506

1,373

10%

25

Torex Gold Resources

1,072

989

8%

2

Newmont

15,314

14,405

6%

30

Dundee Precious Metals

12

B2Gold

36

GCM Mining

3

Barrick Gold

19

Iamgold

1,443

23

Eldorado Gold

1,179

1,290

–9%

8

Kinross Gold

4,673

5,279

–11%

17

Cameco

1,475

1,800

–18%

24

Centerra Gold

1,128

2,116

–47%

804

764

5%

2,208

2,241

–1%

480

490

–2%

15,017

15,781

–5%

1,556

–7%

CANADIAN MINING JOURNAL | 29

2022-07-25 2:32 PM

40 ’S

DA

NA

CA

TOP

Runners-up

2021 2020 HQ TSX Rank Rank Company Country Ticker Primary Output

41

—

Lucara Diamond

Canada

LUC

Diamond

Number of operating mines in Canada

Revenue C$ millions 2021 2020

0

289

Net Income C$ millions 2021 2020

157

30

–33

Cash Flow C$ millions 2021 2020

105

–2

42

—

Mandalay Resources

Canada

MND

Gold

0

288

224

69

11

78

77

43

—

Karora Resources

Canada

KRR

Gold

0

264

239

27

88

106

91

44

41

Wesdome Gold

Canada

WDO

Gold

1

263

215

131

51

131

102

45

—

Largo

Canada

LGO

Vanadium

0

249

150

29

8

50

–75

Canadian oilsands producers C$ millions Company

TSX ticker

Suncor Energy 1

Revenue

2021

SU

41,133

Imperial Oil

IMO

Cenovus Energy 1

CVE

Canadian Natural Resources

Net Income

Revenue

2020

Net income

4,119

24,900

–4,319

37,508

2,479

22,284

–1,857

20,631

3,670

8,473

–649

CNQ

13,025

6,211

7,450

1,599

MEG

4,321

283

2,292

–357

Athabasca Oil

ATH

834

458

504

–658

Teck Resources 1,2

TECK

575

–133

212

–326

1

MEG Energy

1. Oilsands only. 2. Estimated.

THE FINE PRINT > We recognize that revenues are an imperfect way of looking at companies, as they discount the value of near-term expansions and development projects. Since the cut-off for our Top 40 can be close, we have also included a runners-up table to highlight other Canadian companies that are generating strong revenues. > Please see also the criteria for our Top 40 eligibility, which is unchanged from past years. > Differences in reported revenue figures between this year and last are attributable to different exchange rates used to convert U.S. dollar figures for each year and to some companies having restated prior years’ revenue. Financial results are also impacted by commodity prices and exchange rates. For comparability purposes, note that cash flow from operations is calculated after changes in working capital. > We use the Bank of Canada’s average exchange rate when converting U.S. to Canadian dollars: for 2021, the average was US$1.00 for C$1.2535. > This year, we also added a column displaying the number of operating mines in Canada for each company to the main table on page 27. > We are thankful to Katja Freitag, Manager of MiningIntelligence, for her help in generating the data for the tables using MiningIntelligence.

30 | CANADIAN MINING JOURNAL

25-31_CMJ Aug2022_Top 40.indd 30

www.canadianminingjournal.com

2022-07-25 2:32 PM

CONTINUED FROM PAGE 28

bulk of its revenues coming from mines in Australia and Papua New Guinea. The acquisitions, as well as the purchase of a gold prepay, streaming facility and offtake agreement on production from Lundin Gold’s Fruta del Norte mine in Ecuador, have served as Newcrest’s entry into North America. The company listed on the TSX in October 2020, thus becoming eligible for inclusion in CMJ’s Top 40.

Despite moving up one spot to the eleventh place this year, Yamana Gold will no longer appear on future Top 40 lists. On 11 July 2022, Gold Fields announced a market update regarding its proposed acquisition of Yamana Gold, including the intention to pursue a listing of Gold Fields shares on the Toronto Stock Exchange to provide shareholders additional flexibility, subject to the completion of the transaction.

New to the top 40

Several miners made the Top 40 despite not being on last year’s list. Capstone Copper and Lundin Gold are twenty-seventh and twenty-ninth, respectively.

Both benefit from the continued strength of copper and gold. Victoria Gold, in fortieth place, is another gold miner that joined the Top 40 from last year’s runners-up list.

Other newbies include Fortuna Silver Mines (silver again), Calibre Mining, and Amerigo Resources in thirty-first, thirty-eighth and thirty-ninth, respectively.

Finally, Gran Colombia Gold is off the list this year as it changed name to GCM Mining Corp and appears as thirty-sixth on the list.

enues running into the 10s of billions.

For this reason, we break their numbers out of our regular tables.

As shown in the table on page 30, these operations saw tremendous revenue increases in 2021, compared to 2020 – generally 50% to 75% – most of which were due to improved oil prices. Part of

the higher revenues was due to a 9.3% increase in production to 3.26 million bbl/day over the same time period. Or for the entire 2021-year, production totalled 517,600 m3, split roughly evenly between mined bitumen (up 7% to 253,000 m3) and steam-assisted gravity drainage (SAGD) (up 11.6% to 264,600 m3). CMJ

Mid-Tier Producer Over 200,000 ozs of gold /yr at Segovia Path to >400,000 ozs by 2024 with Toroparu Diversified Portfolio Operations in Colombia Project in Guyana, operating in 2024 Equity investment in Spain: Denarius (DSLV) Adding copper, zinc and lead to existing gold and silver production

Shareholder Return Paying a MONTHLY DIVIDEND with an annual yield equivalent to ~5% Committed to ESG It’s part of our DNA www.gcm-mining.com

TSX: GCM OTCQX: TPRFF

The runners-up

A list of five runners-up, including only Wesdome Gold from last year’s runners-up is also shown on page 30. It is worth mentioning that Wesdome Gold officially has only the Eagle River mine in production. Four new companies made it to the runners-up list for the first time: two gold miners (Mandalay Resources and Karora Resources) with the other two producing diamonds (Lucara Diamond) and vanadium (Largo).

The oilsands

Canada’s oilsands sector is huge with rev@gcm_mining

AUGUST 2022

25-31_CMJ Aug2022_Top 40.indd 31

@GCMGold

/gcm-mining

@GCM.Mining

GCM Mining

CANADIAN MINING JOURNAL | 31

2022-07-25 2:32 PM

CONVEYORS

> By Daniel Marshall

THE FUTURE FOR BULK HANDLING IS

preventive & predictive

E

MAINTENANCE

ffective upkeep of high-tonnage conveyor systems is critical to maintaining production and profitability, and maintenance repair and operations (MRO) professionals need a comprehensive plan with a foundation built on workplace safety.

Formulating such a strategy requires an understanding of the advantages and disadvantages of reactive maintenance (RM), preventive maintenance (PM), and predictive maintenance (PdM), with goals that include minimizing unscheduled downtime, improving safety, raising efficiency, and reducing the overall cost of operation to achieve a better return on investment (ROI).

Reactive maintenance

A run-till-it-breaks approach can introduce significant safety hazards CREDIT: MARTIN ENGINEERING.

Other disadvantages include shorter asset life expectancy, since components are not maintained in optimal running condition, as well as uncontrolled budgets and potential safety hazards. Further, technicians tend to take more risks and make more mistakes when under pressure to restore operation in the shortest possible time frame.

Despite the clear downside of a predominantly reactive maintenance strategy, it has been estimated that half of all the conveyor maintenance activities in the average North American facility follow this approach. The obvious reason is budget: reactive maintenance requires less staff, less planning, and a lower initial investment. But such a strategy leads

Even today, many companies practice what can be called reactive maintenance on their conveyors, meaning they simply fix whatever breaks. Components are left to run until they fail, and the resulting system downtime is unscheduled, disruptive, and expensive. Among the contributors to the costs of this approach are unplanned production stoppages, ancil-

lary equipment damage (when a broken component damages something else), overtime, and emergency service fees.

A mistracking conveyor belt cutting through a

Regular inspection and maintenance are an integral part of preventive maintenance.

roller bracket. CREDIT: MARTIN ENGINEERING

CREDIT: MARTIN ENGINEERING

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A regular checklist of essential components reduces unscheduled downtime. CREDIT: MARTIN ENGINEERING AUGUST 2022

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CONVEYORS

Sensors collect data that is sent to a centralized control system. CREDIT: MARTIN ENGINEERING

to ineffective planning, insufficient oversight, and far less system control.

The shift to preventive maintenance

The deficiencies of reactive maintenance have driven an evolution to a more preventive approach to minimize failures that force unplanned shutdowns for repairs. Guidelines are typically based on time in service or operating hours.

The idea of PM has been around almost since the invention of the wheel: performing regular maintenance on equipment to reduce the chances of failure. It is the same approach that consumers use when they take their car in for scheduled oil changes to extend engine life.

Bulk handling equipment endures ongoing punishment by transporting millions of tons of rock, aggregate, and sand in fluctuating weather conditions, potentially creating dust emissions, spillage, and carryback. PM prolongs component life, increases productivity, improves

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overall efficiency, and reduces maintenance costs. Also, an effective PM schedule requires strict adherence and consistent updating.

Some firms take this responsibility in-house, but others find that specialist service providers deliver a better return on their maintenance investment, relying on the expertise and scheduled maintenance from industry experts so their employees can focus on core activities.

Generally triggered by time, metered inspection or common indicators (mistracking, spillage, etc.), the PM approach to conveyor maintenance assumes that each component has a typical equipment life based upon previous similar applications and environments. Using observation and experience, PM determines when relevant parts should be retired, replaced, or refurbished, before the expected failure point. The result is generally greater safety, higher system efficiency, reduced spillage, and better overall system control.

The cost of preventive maintenance

Equipment life estimates often do not account for performance in varying service conditions, so calculating cost projections based on the rate of failure drawn from data of similar applications remains largely theoretical. In most situations, PM can be no more than an educated guess, allowing for the conditions, application, and operating schedule (among several other variables). However, a primary issue with PM is that some parts will inevitably be serviced too frequently, driving up costs, while others will not be serviced often enough, leading to degraded performance at best and catastrophic failures at worst.

Maintenance on bulk handling systems also depends on the availability of parts, age of equipment, trained labor to perform the work, and the regulations around each procedure. Operations such as coal-fired boilers, cement production, and smelting plants may require cool-

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down and ramp-up periods that can take days on either end of the maintenance work and introduce added safety concerns (personal protective equipment, confined space entry, exposure limits, etc.).

need for personal inspections and maintenance, for conveyor systems that can be miles long and, in some cases, cover difficult terrain, this approach saves time and reduces potential hazards.

Predictive maintenance

Predictive maintenance implementation

Predictive maintenance (PdM) directly monitors equipment performance during normal operation to more accurately anticipate failure. Relying on sensors and supported by software, it collects information over time, aggregates the facts and uses an algorithm to deliver a practical result that is made available to stakeholders. When combined with regular physical inspections, this type of data-driven system provides far more complete, accurate, and actionable information for service technicians and operations personnel.

Some component manufacturers offer structured conveyor inspections and belt cleaner maintenance as part of a managed service relationship. Their monitoring systems can track component wear and update the service technician and/or operations team via wifi or cell phone on upcoming service needs. The technology will also send an alert through a mobile app in the event of upset conditions, allowing service technicians and plant operators to access real-time data. There are some new systems that can even adjust belt cleaner tension automatically.

Highly trained service technicians provide an added set of eyes on the conveyors, travelling to and from the equipment to be serviced and logging details in their reports. Because they see so many different applications, they can often alert on problems that general maintenance personnel overlook or have become accustomed to ignoring. With factory-direct managed service, the responsibility for maintenance falls on the provider, allowing the staff to focus on other priorities.

Unlike PM that is determined by an average or expected life statistic, PdM is based on the actual condition of the equipment. Sometimes called “condition-based maintenance,” when predictive analysis identifies a potential issue, the repair can be scheduled at a time that minimizes the impact on production. The benefits include further optimized system performance and component life, reducing the need for visual inspection, and minimizing guesswork through a more automated, analytics-based system.

Although it does not fully eliminate the AUGUST 2022

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A predictive maintenance program starts with data collection and storage, and then proceeds to analysis. In the past, CMJad_7-5insertV1.pdf 1 7/6/22 adding new points of measurement was

a time-consuming and expensive undertaking, but wireless instruments have greatly reduced these costs. With more readily available data collection, storage and analytics options, some bulk material handlers are recognizing that each critical component can and should be monitored and analyzed to optimize performance. Sensors can also feed data to cloud-based software which then broad1:30 PM

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CLEANER, SAFER, MORE PRODUCTIVE CONVEYING

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CONVEYORS casts it to the mobile apps in the field.

The initial capital expenditure for these systems may appear steep, but cloud-based technology can defray some of the entry cost. The benefits of extended equipment life, tighter budget forecasting, more reliable maintenance scheduling, increased worker efficiency, decreased downtime, and better productivity all add to a swift ROI.

Machine learning

Unlike PM, which relies on wear life determined by manufacturer and/or operator observations, machine learning adapts maintenance needs to the operation and service environment, fueled by all previous input. The benefit is a tailored experience that has the effect of equipment seeming to communicate its needs directly to decision makers.

A recently commercialized example is a belt cleaner position indicator that monitors the blade, tracking and reporting its remaining service life. The intuitive device continuously gathers data on primary belt cleaners, notifying factory-trained service technicians and/or plant operations personnel when re-tensioning or replacement is required or when abnormal conditions occur. Managers and service technicians can quickly access info on any networked cleaner via cell phone or Wi-Fi. The device delivers critical real-time intelligence and reduces worker exposure to moving conveyors, improving both efficiency and safety. Maintenance planning is simplified by having detailed information available on demand, allowing service personnel to deliver and install replacement wear parts during scheduled outages. Relying on actual operating conditions instead of human judgement to monitor blade wear and tension for optimal cleaning performance, the indicator maximizes the blade’s usable surface area and reports with certainty when a blade is nearing the end of its useful life.

Taking the technology a step further is a patent-pending device that combines the position indicator with an automated belt cleaner tensioner. This novel powered assembly incorporates sensors that constantly monitor blade pressure and adjust its position to maintain optimal cleaning tension. Maintenance personnel no longer need to visit each cleaner and manually re-tension. Instead, the tasks

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A new automatic belt cleaner tensioner design delivers optimal pressure and real-time performance data. CREDIT: MARTIN ENGINEERING

are performed automatically, reducing maintenance time while maximizing the usable area of every cleaner. This takes the concept of preventive maintenance to another level: rather than optimize for a process parameter or other metric, the approach makes real-time profitability the priority outcome.

Combining the power of PM and PdM

Predictive maintenance has many advantages over preventive maintenance, but in the past, it was often too expensive or impractical to implement this strategy on all but the most critical components. Now that data collection, storage, and analysis are becoming easier and less expensive, additional components and systems are likely to become part of a plant’s conveyor maintenance program.

Bulk material handling systems working in harsh operating environments experience unexpected failure events that can be difficult to predict when they are caused by random, abnormal overloads or human error. So, maintenance staff need to have some capacity to react to sudden failures. During unscheduled downtime, managed service providers can take advantage of the outage to main-

tain or upgrade equipment.

Some service providers are also taking steps to help customers whose facilities have limited access during the Covid-19 pandemic by training maintenance staff remotely to effectively maintain their conveyor systems, offering guidelines on preventive maintenance, inspections, and replacement blade options. Factory-direct technicians remain in close contact with periodic check-ins and operate within key parameters to assure optimum performance.

With the goal of an efficient and cost-effective maintenance schedule, human labor will always be needed to design and carry out solutions, just like data will always rely on human experience to be properly applied. That is why leveraging the benefits of both PM and PdM is the best approach. Because unscheduled downtime, prematurely degraded wear parts, and unnecessary labor have such a serious impact on the cost of operation, applying both methods to a maintenance strategy maximizes the effectiveness of both. CMJ Daniel Marshall is a product engineer, Martin Engineering.

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FIRST NATIONS

> By Tamer Elbokl, PhD

Revitalizing

Eskay Creek Working with the Tahltan Nation: An interview with Skeena’s CEO, Walter Coles, Jr.

In October 2020, Barrick Gold Inc, a wholly owned subsidiary of Barrick Gold Corporation (NYSE:GOLD) (TSX:ABX), entered into a definitive agreement with Skeena Resources Limited (NYSE:SKE) (TSX:SKE) pursuant to which Skeena will exercise its option to acquire 100% of the Eskay Creek project. CONTINUED ON PAGE 38 Bird’s eye view of Eskay Creek at sunset (2021). CREDIT: SKEENA RESOURCES AUGUST 2022

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FIRST NATIONS

E

relationship with the Tahltan Nation to gain consent skay Creek was the highest-grade for the Eskay Creek revitalization project. gold mine in the world when it was in production. The mine proCMJ: To start our conversation off, Skeena acquired duced 3.3 million oz. of gold and Eskay Creek mine in 2018, almost a decade after it 160 million oz. of silver at averwas shut down due to higher operational costs in age grades of 45 g/t gold and 2,224 2008. So, what made you think that the acquisition g/t silver from 1994 to 2008 when it was was a promising idea at that time, 10 years later? shut down due to the high operating cost.

What influenced that decision in 2018?

The open pit Eskay Creek reserves contain 3.88 million oz. at 4.57 g/t AuEq WCJ: Something I was taught early on in this indusin the proven and probable categories. try is “the best way not to lose money is not to put Skeena completed a prefeasibility study money upfront,” so we try to do option deals where (PFS) in July 2021 on Eskay Creek, which we have an opportunity to evaluate an asset. We highlighted an after-tax NPV 5% of $1.4 took the option deal because it was minimal risk. billion, 56% IRR and a 1.4-year paySkeena’s CEO and Director We did not acquire Eskay Creek in 2018. We back at US$1,550/oz Au and US$22/oz signed an option deal with Barrick, so we did not Ag. Skeena is currently advancing Eskay pay anything upfront. In fact, Barrick made a milCreek towards a feasibility study, which lion-dollar investment into Skeena as part of the option deal. is expected to be released later in 2022.

The Canadian Mining Journal recently caught up with Skee- We had three years to evaluate the asset as part of the option na’s CEO and Director Walter Coles, Jr. (WCJ) after his plane just agreement. If we liked it, we could acquire the asset for $20 millanded in Vancouver and asked him for an update and outlook lion at any time within the three years.

We spent the three years doing a detective mission to evalon the Eskay Creek project. Coles shared the story of working with several parties, including Barrick Gold Inc, the Tahltan First uate all the historical data and see if in today’s world, there Nation, and the provincial government until the acquisition was would be value at Eskay Creek that would cause us to exercise completed in 2020. We also discussed Skeena’s unique working the option and acquire the asset 100%. As it turns out, there is a

Walter Coles, Jr.

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lot of material there (material being gold and silver) that is economic at today’s prices.

However, there are three substantial changes between 2008 and where we are today in 2022: The first is the much higher price of gold. Also, the price of silver is much higher today than it was in 2008.

The second significant difference is that since historical production, there has been over US$2 billion invested into infrastructure in the area. This includes three new hydroelectric facilities, the closest one, the Volcano Creek hydroelectric power station, is 7 km away from Eskay Creek. In the 1990s and 2000s, Eskay Creek was powered by diesel and propane. When oil prices were over a hundred dollars per barrel, the energy component of the operating cost at Eskay Creek was as much as 50% of the total operating cost.

Now, with cheap clean hydropower, our energy cost should be less than 5% of the operating costs. You can see that is a huge 45% reduction in operat-

Skeena geologist analyzing core.

CREDIT: SKEENA RESOURCES

CONTINUED ON PAGE 40

Skeena staff on balcony at Eskay Creek (2021).

CREDIT: SKEENA RESOURCES

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FIRST NATIONS

“You must have your relationship with the First Nation in order before you get the support of the provincial government.”

Drilling at Eskay Creek (2021). CREDIT: SKEENA RESOURCES

ing cost that comes with access to low-carbon hydropower. It also means that the greenhouse gas emissions are projected to be in the lowest quartile amongst global gold producers. The excellent infrastructure includes all-weather road access.

And the third substantial change was to look at Eskay Creek as an open pit rather than being an underground mine.

CMJ: I am sure you get this question all the time: why did Barrick not open pit Eskay Creek?

WCJ: First, it was not Barrick who originally took Eskay Creek into production. Tom Mackay was the prospector who explored Eskay Creek in 1932 and who first believed in its potential. His widow, Marguerite, held on to the property through Stikine Resources, which was later acquired about equally by International Corona Resources and Placer Dome.

International Corona Resources then went into a hostile legal battle with Placer Dome over the asset back in the early 1990s.

International Corona Resources borrowed a lot of money and took on too much debt to win the legal fight to acquire Eskay Creek. Due to having such a large burden, they needed to start

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paying that debt off as quickly as possible. The quickest way for them to do that was to start underground mining to mine the highest grade component of the deposit.

In addition to that, back in the 1990s, the government in British Columbia was not very favourable towards mining; it was almost impossible to permit an open pit mine in British Columbia at that time.

So, those are the reasons it ended up being an underground mine. Later, several open pit mines got permitted in BC, and it became possible to have an open pit at Eskay Creek. Then, we went to the Tahltan First Nation and asked their leadership if they could be supportive of an open pit? Their answer to us was “Yes, as long as you are able to demonstrate that it is not going to do anything to the environment.”

CMJ: So, you acquired it after three years from taking the option?

WCJ: Yes, we acquired it on October 1st, 2020.

CMJ: Did you plan to work with the Tahltan Nation before the acquisition or did it just come up after the acquisition?

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WCJ: Skeena started working in the Golden Triangle in 2014 and went through several projects in the area. We felt that the Golden Triangle has enormous potential. Our view is that the Tahltan Nation are good partners, if you acknowledge that you are a guest in their territory.

They are great partners for mining companies, so while working on several projects in their territory, we built a friendship and a healthy mutual respect.

CMJ: And how did it start in 2014?

WCJ: We were doing exploration in their territory. It was incumbent on us to engage and consult with them to identify the areas in their territory where they would be supportive of mineral exploration and mining and what areas would be, basically, off limits.

Our view is that it is always best to sit down and listen before you start running around trying to do things. That has been our modus operandi for working in Tahltan Nation territory, and it has been working to our advantage to listen, as we have avoided a lot of frustrations and heartache.

CMJ: Who leads Skeena’s negotiation team with the Tahltan Nation, is it you or someone else?

WCJ: Our senior vice-president, external affairs and sustainability, Justin Himmelright engages with the lead negotiator from the Tahltan Nation, and then, I engage with their president, Chad Norman Day, but Chad and I do not get into details.

It is the negotiating teams that work out the details.

CMJ: You mentioned in a previous interview that Skeena adapted a “reverse permitting process” that started with the consultation with the Tahltan First Nation. When you got their approval, you went to the BC government. Do you think obtaining the Tahltan’s approval first influenced the provincial government’s decision?

WCJ: As a matter of practice before we apply for permits with the province, we always consult with the Tahltan First Nation and make sure they are supportive before we go down the formal permitting process. More generally speaking, in British Columbia if you do not have First Nation support, you are going to have a lot of trouble obtaining a permit for your project, no matter what it is, whether it is forestry, building an electronics plant, or building a mine. You must have your relationship with the First Nation in order before you get the support of the provincial government.

CMJ: Do you think this is how it should be in other provinces as well?

WCJ: I learned about 15 years ago that all politics are local. If you do not have your local communities onside, you are going to end up having problems. So, I think for natural resources projects globally, any company that is trying to build these kinds of projects must make sure the local community that is going to be AUGUST 2022

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most affected by the project is supportive of it. Once you have that in order, then you start working with the government officials in the provincial capitals. Again: all politics are local.

CMJ: Does this kind of collaboration cost you more money than the regular permitting process? Have you ever put a dollar figure on how much this kind of collaboration has cost?

WCJ: It ends up saving us money. If we spend millions or hundreds of millions of dollars to get the far away government officials support for our project but end up having a problem with the local community, that can halt the project at the very last minute. So, to me, the investment that we make in building relationships and understanding the concerns and desires of the local community is priority number one.

CMJ: Did you sign an impact benefit agreement with the Tahltan Nation government or are you planning to sign it?

WCJ: We are working on that right now and hope to have it done in September of this year.

CMJ: Can you summarize the main impacts of that agreement and of the permitting process on the Tahltan Nation economically and environmentally?

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FIRST NATIONS

“Any company must make sure the local community that is going to be most affected by the project is supportive of it.”

Drill crew on pad. CREDIT: SKEENA RESOURCES

WCJ: Skeena believes in shared prosperity. If the company and the province, by tax revenue, are going to benefit, then shareholders benefit by gaining the profits out of the mine, the obvious question is how does the Tahltan Nation benefit? And that is what we are negotiating with the impact benefit agreement. It is obviously going to have a commitment to a certain percentage of jobs being allocated to Tahltan Nation, a certain percentage of contracts allocated to Tahltan entrepreneurs and businesses, and there will be some form of revenue/profit sharing. If we accomplish our goal, this agreement should be the most beneficial agreement the Tahltan Nation ever had with a mining company and that is something we are quite proud of.

CMJ: That is great news for them. So, what stage are you at right now in the permitting process, and what are your next steps?

WCJ: We are working to complete a “permitting charter schedule,” that will lay out the timeline to complete all the permits, which would enable Eskay Creek to go into production. I like that it is going to be made public because it identifies who is responsible for which permit at what time in months.

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I hope that it creates some level of accountability and transparency on the part of government, on the part of the Tahltan, and on the part of Skeena.

CMJ: How does Skeena plan to engage and support the training for the Tahltan people during the next phase? Are you allocating a percentage of the contracting or sourcing budget to the local Indigenous businesses and contractors?

WCJ: To be honest, we would employ as many Tahltan people as possible, but the issue is that there are already several mines operating in Tahltan territory, and I am sure that any Tahltan who wants to have a job in the mining industry can already secure one. So, our thinking is how to help raise the skill level of Tahltan people beyond driving mining trucks or working as a caterer, and how to mentor and train the next generation of Tahltan leaders to work as executives on the management teams or to become mining engineers and geologists.

We have already started a mentorship program through which we have six young Tahltan engineering students interning with us. Hopefully, when those young individuals graduate from university, they will choose to work full-time with us as well.

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CMJ: What are the lessons learned, or what would you do different from that experience with the Tahltan people the next time you collaborate with First Nations?

WCJ: Our lessons learned are from a project not in British Columbia but in the United States where we focused on the state and federal governments, and we did not focus enough on the local community, and that project remains tied up in the courts with permitting challenges. So, when we came to British Columbia, I vowed to do it differently; to focus on the local communities.

That has been the key to our success in Tahltan territory: putting the Tahltan Nation as the number one priority as a stakeholder.

CMJ: The government of the Tahltan Nation is business savvy compared to many other First Nations; what kind of advice would you give to companies working in the territories of First Nations that are less business savvy than the Tahltan nation or those communities that have no existing economy and they have urgent needs for infrastructure and not equipped to negotiate agreements created by the mining industry?

WCJ: This is a tough one! Every region or district has its own nuances that are important for a project in that area. I guess the one advice I would give is to listen. A lot of times mining executives come in and try to do a lot of the talking, and my advice is trying to listen. That will guide their strategy of consultation and hopefully allow companies going into an area to make the right decisions and avoid mistakes. And often it is obvious if you just listen!

CMJ: In a previous online interview, you mentioned that your team will be excited to build and operate the mine in the future.

However, Skeena will also be open to acquisition offers for the project. Can you elaborate on that?

WCJ: As a member of the board of directors of Skeena, our obligation is to get the highest share price possible for our company. That may be through building the project, or it may be through accepting an offer to sell the project. Currently, I do not know which path we will go down.

As a matter of practice, day to day, we keep our heads down with the idea that we are going to be building Western Canada’s most valuable mining company. CMJ

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HEALTH & SAFETY

> By Susan Eick

MENTAL HEALTH IN THE C-SUITE:

The

BURNOUT that no one talks about

“I was exhausted, mentally, and physically. I h

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Why are leader burnout rates increasing in mining?

And why are people still not comfortable talking about it?

F

or many executives, achieving the status of a leadership position in a mining organization signals the epitome of one’s career. All the years of working at site, climbing the leadership ladder in one or several different organizations, shift work, remote locations, frequent global travel, and balancing investors’ expectations with team members’ capacity are finally worth it. Yet, sitting alone in their offices at the company headquarters or mine site late at night, pondering the next strategic move on yet another project that is running over on budget and under on productivity, the life of an executive does not seem as great as it was supposed to be.

In the mining industry, executive burnout has soared in the last two years, thanks to supply chain issues, COVID-19, global economic disruptions due to political unrest, and shifting expectations of a younger workforce. Recent mental health studies confirm this. According to a survey conducted by the Angus Reid Institute, more than half of Canadians indicated that their mental health has worsened over the past two years. Contributing to that statistic is the finding that an overall majority of those surveyed believed that the COVID-19 pandemic pulled people apart as opposed to bringing them together, due in a large part to isolation from loved ones during lockdowns. AddiCONTINUED ON PAGE 46

ly. I had nothing left. I was done,” John Nieuwenburg, Founder, W5 Business Coaching, remembering the day he attempted suicide.

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HEALTH & SAFETY tionally, in the age group of which many mining executives find themselves (35-55 years old), 49% reported that the disruptions in their lives due to COVID-19 have been significant or severe.

But mental health issues in the mining industry were on the rise even before COVID-19. In 2019, Vale Canada published the results of a 5-year study analyzing the mental health of its employees in Sudbury, Ontario. Half of the more than 2,000 respondents in the survey reported work-related mental health issues, 10% of whom had experienced thoughts of suicide. In a 2019 survey administered by Refinery (of which a large portion were executives in mining and resources), 74% of respondents indicated that they worked with leaders who demonstrate high levels of stress and/or burnout. Yet, leaders are still uncomfortable talking about mental health issues: 68% of these same survey respondents indicated that they have an elevated level of discomfort approaching someone who is demonstrating symptoms of burnout.

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factors for this, including the following: > More physically demanding work, leading to physical exhaustion > Working in isolation or remote locations away from family and social support structures, leading to feelings of loneliness > Working in male-dominated environments that have traditionally not been open to discussing mental health issues > Increased demand for production/ extraction as global supply chains for materials get squeezed due to economic and political unrest > Unplanned production variations SUSAN EICK, CEO OF REFINERY

Why are leader burnout rates increasing in mining? And why are people still not comfortable talking about it?

Research shows that mining workers in general have higher rates of anxiety, stress, and depression, all components of burnout. There are several contributing

For mining leaders particularly at the front-line or mid-tier level, these factors get compounded by the added stress of having pressure from the people reporting to them who are exhausted, combined with pressure from head office to increase productivity and decrease costs—all while maintaining high safety standards. Added to this the fact that most leaders in mining are male, and you can quickly see that there are several factors working against mental health in mining leadership. According to a 2018 study published by the International Journal of Mental Health Systems on mental health in the Australian coal mining industry, “addressing mental ill-health in male-dominated industry presents a number of challenges, as men tend to have a lower mental health literacy and are less likely to discuss mental ill-health with either professional or non-professional sources of support.”

Additionally, they report that there continues to be a strong stigma around mental illness that is higher in men which many times results in them being reluctant to seek help. The results? Mental illness within male-dominated industries such as mining may be more likely to go unrecognized and untreated.

The concept and reporting of executive burnout has been reported as far back as the late 1800s, as executives’ health crumpled amidst the constant pace of change during the Industrial Revolution. Over the past several centuries, the prevalence of executive burnout has increased at the pace of technological change and advancement. Today, the World Health Organization (WHO) defines burnout as “A syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed.”

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WHO characterizes burnout by three main symptoms: 1) feelings of energy depletion or exhaustion, 2) increased mental distance from one’s job, or feelings of negativity or cynicism related to one’s job, and 3) a sense of ineffectiveness and lack of accomplishment.

If this sounds like you or someone you know, here are some ways to get help, according to the Mayo Clinic: 1 Evaluate your work options. Are there changes that you can make in your work situation to allow you to gain more time to rest and restore yourself? Are there goals that can wait? Meetings that can be rescheduled or delegated to someone else?

2 Look for support. This can come from a mental health professional, a friend or loved one who is able to listen, support and collaborate with you on your situation and help you to find a solution.

3 Find a way to quiet your mind and

Research shows that mining workers in general have higher rates of anxiety, stress, and depression, all components of burnout. body. Regular physical activity can boost your ability to deal with stress and help to create a healthy outlet for stress. Practicing mindfulness exercises in combination with exercise can help you to stay in the moment rather than worrying about future stressors that may be out of your control.

In its decades of work with leaders in global mining organizations, Refinery has also found that emotional intelligence (the ability to be aware of, control, and express your emotions to others) has a

profound impact on leaders’ overall mental health. Having the ability to be honest about their struggles with burnout is key in the process of healing, and many executives may be surprised to learn that they are not alone in their feelings of burnout.

“Understanding the self (your own triggers and motivators) enables your ability to communicate to others with authenticity,” says Jelena Vath, Refinery Director of Design. “Accessing our emotional intelligence in this way strengthens connections, trust, and empathy in relationships at work which supports overall mental well-being.”

Executive burnout is real, and it can be scary to go through or watch someone else go through it. If you or someone you know is experiencing thoughts of self-harm or suicide, contact the Canada Suicide Prevention Service at 833-456-4566 or https:// www.crisisservicescanada.ca/en/. CMJ Susan Eick is CEO of Refinery, a Vancouverbased global leadership development firm that specializes in the mining industry.

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AUGUST 2022

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TECHNOLOGY

> By P.J. Kwong and Teddy Katz

Mobile sample preparation units Innovative mobile sample preparation units (MSPUs) allow for exploration and testing in remote locations for the mining sector

I

n July 2020, a scant three months into the COVID-19 pandemic, the business consulting leader, McKinsey, in an article on their website, thought that it was important enough to address “What can previous crisis periods teach us about the impact of the COVID-19 pandemic on the mining sector, and what can we expect going forward?”

There was no way to know at that time just what a shock the pandemic would create globally and what specific challenges would be identified within the mining sector. The news has been mixed with many lessons learned, obstacles overcome, and innovations implemented.

Canada has been a major exploration focus during the pandemic with exploration investments of more than two billion dollars in 2021, representing a 35% increase year-over-year.

The big demand for commodities like gold and other precious metals and a supply shortage of minerals like copper, lithium, and cobalt have led to significant drilling activity.

With that drilling activity, has come the need for ongoing and accurate testing which can be problematic when operat-

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ing in a remote location. This was evident in particular in Newfoundland which is an area of North America that has been experiencing a gold rush over the past 8 years. SGS, one of the world’s top testing, inspection, and certification companies started working closely on an innovative initiative with Matador mining at their Cape Ray project.

In April 2021, SGS and the company set about building a mobile sample preparation unit (MSPU) in one of the most remote areas of the island to address on-site testing needs. The thinking was that if it were possible to establish an MSPU in Port-Aux-Basques, Newfoundland, a fishing village of about 3,000 people located on the island’s southwestern tip, then the viability for the MSPU in extreme weather conditions would step closer to reality.

“SGS prides itself on innovation and customer solutions and the MSPU is a perfect example of that,” said Carlos Cordoba, SGS NAM vice-president, natural resources. “The reality of the two-and-a-half-hour drive from the site to the closest regional airport at Deer Lake which linked it to the rest of Canada was

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The exterior of the MSPU. CREDIT: SGS

The reality is the world will need to turn to the mining industry to help shift towards a green economy.

one of the motivating factors in finding a way to optimize the on-site testing requirements and processes.”

A year later, the MSPU provides an excellent example for exploration companies around the world for what is possible.

Instead of having to ship 100,000 samples ranging from three to five kg across the country to SGS’ Centre of Excellence in Burnaby, British Colombia for analysis, only 250 g per sample are AUGUST 2022

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sent while the remaining materials remains at the client’s site.

It goes without saying that this is good news on the sustainability front with major carbon footprint reduction and cuts to CO2 emissions. Customized truck-mounted creations allow for each MSPU to establish a sample process unique to each project while also minimizing the overall environmental impact encountered once the project advances in the life cycle.

With the unprecedented pressure from investors and stakeholders who are demanding timely information and tangible action and accountability when it comes to corporate social responsibility and sustainability, this is seen as a step forward.

The reality is the world will need to turn to the mining industry to help shift towards a green economy. The mining industry has also recognized the importance it holds for that transformation to occur. Twenty-one of the top 30 largest metals and mining companies by market capitalization have set some level of net-zero greenhouse gas emissions target or are already claiming carbon neutrality.

CONTINUED ON PAGE 50

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TECHNOLOGY Now, with the proven mobility, accuracy, and versatility of the MSPU, it is possible to work with companies in situations that are much more remote. Once the exploration plan, sample volumes, and financing are in place, then using an MSPU makes sense. The MSPU has a smaller footprint and ability to be relocated at the conclusion of a job versus a bricks and mortar lab which takes longer to build and is for all intents and purposes, a permanent footprint.

Instead of building a permanent facility, the mobile unit runs on its own power and prepares all samples on site with the side benefit of allowing SGS to train and employ a local workforce at the MSPU site. When the work is finished at one site, the MSPU can be transported by truck to its next client and location.

There are benefits to the local work force as well in an MSPU location where employees receive training in skills that could offer them a pathway to exploring new career options within the mining sector. Although this is a field that is physically demanding with the use of pulverizers and crushers that has been dominated by men, automation and scaling the business means there are more women now in the mix including Leslie Clark, SGS’ North America onsite laboratories operations manager who oversees the MSPU in Port aux Basques.

The SGS lab provides Matador with the reliable preparation services they require and helps reduce overall analytical turnaround times sometimes by ½ to 1/3 based on current industry turnaround for analytical results. The MSPU service

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The interior of the MSPU. CREDIT: SGS

insulates them from turnaround variability caused by sample preparation queues which can develop in peak field season in brick-and-mortar labs. This allows clients to make important decisions, to advance their project on an expedited timeline and to report feedback to investors for financing.

Until recently, dealing with clients who already had infrastructure and were well-established was the norm. The customization that comes with using an MSPU means that many more clients and situations can be serviced. Each MSPU is built to a certain capacity that is predicated on the level of interest or business in a region from a client or group of clients. Current best business practices can allow for an MSPU now to be shared between clients. Capacity is customized based on the requirements of the stakeholder(s) in each location.

Recently, there has been a shortage of drillers and as a result, companies have been incentivized to drill all year without the normal slow time in the winter months. This means that sample preparation also must happen at the same time to keep up with the demands of a project. The advantages of the MSPUs are undeniable. They can be deployed around North America and beyond for any project from greenfield to development or production and can be utilized year-round.

“Currently, we have three MSPUs in Canada and numerous others globally. We should have several more across the continent by next field season by my projection, with more to be commissioned this year,” said Cindy Collins, director of sales and business development, geochemistry, SGS Natural Resources. “And for context, since 2004, we have had 35 MSPUs in places like Papua New Guinea, Peru, Congo, West Africa, Mexico, and Kazakhstan. It is exciting and encouraging to be a part of this growth, and I am eager to continue to share its many benefits and uses.”

If the quality of service for an MSPU that is found in Kazakhstan is the same as another found in Newfoundland and Labrador is the question, the short answer is yes. The MSPU is built

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require and expect from SGS laboratory services. In the last few years, analytical results across the industry have seen significant delays resulting in companies waiting months for their results due to many factors resulting in backlogs at analytical testing facilities. In an innovative shift, by combining the SGS’ MSPU and in-field analytical services and testing (FAST), it is possible to not only reduce turnaround time to receive material data, but to have it immediately. This enables pre-screening of samples sent to the lab for more qualitative testing and directs in-field activities quickly.

In summary, MSPUs help expedite the sample preparation process, leading to quick analytical turnaround times so companies can make important decisions. Having their data faster allows for clients to continue or even modify drill program strategies based on real time information.

You can see more information about the work SGS has done with Matador Mining at https://youtu.be/c-7elBWaFs8 More information about SGS’s MSPUs can be found here at https://youtu.be/W-0oU1LNUhY CMJ

Mobile unit staff. CREDIT: SGS

and operated using the same standards and operating procedures SGS uses in its labs around the world regardless of location. It is important to note that the MSPUs are built to the same quality and safety standards as required in all SGS commercial laboratories.

Everything points to the kind of quality that customers

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P.J. Kwong is well known to figure skating fans everywhere. She has been the in-house PA voice at many national and international events including five Winter and three Summer Olympics. She has been working for CBC Sports as a writer, commentator, and social media reporter for figure skating. More can be found here https://pjkwong.com/ Teddy Katz is founder, journalist, podcaster, and chief storyteller at Think Redefined Inc. with 20 years of experience gained as a journalist at CBC and as a Communications Executive. https://www.thinkredefined.com/about

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Building on the success of our first Reimagine Mining symposium, this event will connect delegates with industry leaders on the forefront of these changes. Topics to be discussed include: ESG, Water Management, Automation, De-carbonization, Digitization, and the role of New Technologies. Interact with experts tackling mining’s big challenges and specialists who can shed light on how to implement these solutions.

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ON THE MOVE

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Executive, Management and Board Changes in Canada’s Mining Sector

MANAGEMENT MOVES

TOP MOVES IN THIS ISSUE

» Battery Mineral Resources announced the appointment of Max Satel as its new CFO.

New Guinea. » Moneta Gold appointed Jason Dankowski as VP technical services and geology, Gerry Rogers as VP projects, and Stephen McGinn as director of field operations.

» C3 Metals president and CEO Kevin Tomlinson stepped down. » Candente Copper appointed Dale Found as VP and CFO.

Mark Cruise Mark Cruise joined Bunker Hill Mining as an independent director. He is a professional geologist with over 27 years of experience in Europe, the Americas and Africa. At Bunker Hill, he will replace the board position vacated by Wayne Parsons Cruise founded and served as CEO of Trevali Mining. Under his leadership, that company grew from an initial discovery into a top 10 global zinc producer with operations in the Americas and Africa. He previously served as VP business development and exploration, COO and CEO for several companies.

Walter Storm Tudor Gold founder and chairman Walter Storm passed away at the age of 91. Storm was a successful entrepreneur with more than 50 years of global experience. He left his mark in Canada by providing startup financing to Osisko for Canadian Malartic.

He also guided it to a market capitalization of $4.5 billion before it was sold in 2014.

In 2016, Storm founded Tudor Gold, which company published in 2021 an initial mineral resource estimate for its flagship project Treaty Creek, with the Goldstorm deposit, one of the largest gold discoveries of the last 30 years.

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Robert Beekhuizen Athabasca Minerals announced the resignation of CEO and director Robert Beekhuizen. As CEO, he set up AMI Silica, a joint venture company that provides Western Canada with premium sand. COO Dana Archibald will serve as interim CEO. Beekhuizen has over 30 years of experience including executive roles managing multibillion-dollar capital programs.

He has overseen engineering, procurement, construction, commissioning, and operations in oil and gas, oilsands, refining, power, mining, and infrastructure.

» Nevada Vanadium Mining appointed Zula Kropivnitski as its new CFO.

» Constantine Metal Resources appointed Ernst Siemoneit as project manager and senior engineer for its Palmer project in Alaska.

» Andrew Caruso was named president and CEO of New Moly.

» Discovery Silver president and CEO Taj Singh stepped down. Tony Makuch will serve as interim CEO. » Christopher Hopkins assumed the role of interim CFO at EDM Resources. » Electra Battery Materials appointed David Marshall as VP engineering and Craig Cunningham as CFO.

» NioCorp Developments promoted Jim Sims to the newly created role of chief communications officer. » Hugues Jacquemin is the new CEO of Northern Graphite. Former CEO Greg Bowes moves to executive chairman.

» Peter Marrone is now an independent advisor at Eloro Resources.

» John Seaberg is the new CEO and a director of NV Gold.

» Foremost Lithium appointed John Gravelle as president and CEO.

» OceanaGold appointed Brian Martin as SVP business development and investor relations.

» Garry Flowers was named president of International Battery Metals. » Jasper Mining announced a new management team led by Tim de Freitas as president and CEO, Kent Busby as VP production, Greg Feltham as VP exploration, and Mark Smith as VP finance and CFO. » K92 Mining appointed Christopher Kinver as project director of expansion at the Kainantu gold mine in Papua

» Newfoundland Discovery appointed Jeremy Prinsen as president and CEO and Brandon Schwabe as CFO.

» Pacific Ridge Exploration appointed Paul Jago as chief geologist. » Daniel Limpitlaw is the new president and CEO of Pasofino Gold. He replaces Ian Stalker. » Prospect Ridge Resources named Yan Ducharme as the new president and Nicholas Luksha as its new EVP. CONTINUED ON PAGE 38

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MANAGEMENT MOVES » Lowell Kamin is the new CEO of Silverton Metals, replacing John Theobald. » Sims Metal hired Robert Thompson as its chief commercial officer.

BOARD ANNOUNCEMENTS » ATAC Resources added Maureen Upton to its board. » Avino Silver & Gold Mines appointed Peter Bojtos as board chair. » Kevin Tomlinson resigned as a director of C3 Metals.

» Stratabound Minerals appointed Keith Boyle as director of the Fremont gold project.

» Churchill Resources appointed Jessie LiuErnsting as an independent director.

» Richard Graham replaced Murray Sinclair as president and CEO of Talmine Resources.

» Taj Singh resigned from the board of Discovery Silver.

» Trojan Gold appointed Sarah Morrison as COO. » Scott Jobin-Bevans is replacing Michael Rosatelli as VP exploration of Val-d’Or Mining. » White Metal Resources named Wesley Hanson president and CEO

» Colibri Resource director Jacques Monette passed away.

» Excellon Resources added Zoya Shashkova to its board. » William Hayden was elected to the board of Nevada King Gold. » New Break Resources appointed Andrew Frederic De Paula Malim as a director. Nigel Lees, director and non-executive chairman, resigned. » Jeremy Prinsen joined the board of Newfoundland Discovery.

» NovaGold Resources director Igor Levental passed away. » Prismo Metals added Louis Doyle to its board. » Sierra Metals appointed Oscar Cabrera as chair. It also welcomed Miguel Aramburu as its newest board addition. » Juan Carlos Ortiz became a director of Silver Mountain Resources. » Lowell Kamin replaced John Theobald on the board of Silverton Metals. Departing the board is Gordon Wylie. » Snow Lake Resources chair Louie Simens resigned from the board. He will be succeeded

by CEO Philip Gross. » StraightUp Resources appointed Matthew Markin as executive chairman and director. » Bo Liu and David Smith resigned from the board of Three Valley Copper. » Torex Gold director Frank Davis retired. » Treasury Metals welcomed two new board additions: Margot Naudie and Paul McRae. » Trojan Gold added Sarah Morrison to its board.

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