Developing a domestic supply of critical minerals
TRANSPORTATION AND LOGISTICS
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Matching the dump body to the payload
Over the past 30 years, SMS Equipment has designed, fabricated, and assembled hundreds of custom dump bodies for off-road mining trucks.
Recruiting skilled workers in remote regions
A career in Heavy Equipment Maintenance provides benefits and growth opportunities that few industries can match.
ESG / RECRUITMENT, TRAINING & CAREERS
10 Five tips for growing and maintaining the mining workforce.
BATTERY METALS
12 Supply-demand balance, technology, and circular economy in emerging ecosystems.
24 Developing a domestic supply of critical minerals: Interview with Simon Clarke, CEO of American Lithium.
BATTERY ELECTRIC VEHICLES
13 Round up: BEV manufacturers’ product releases.
18 The other BEV supply chain nobody is talking about.
TRANSPORTATION AND LOGISTICS
22 A First Nations heavy-cargo port in northern Ontario.
TECHNOLOGY
29 Canadian company breaking ground on mine extraction tech.
DECARBONIZATION
30 A pathway to carbon-negative mining: Interview with Paul Needham, CEO of Arca.
MINING IN CANADA
33 Mining’s critical role in Canada’s future: Q&A with WSP’s Andy Haynes.
SAFETY
35 The empty chair: A miner’s true story | Part 2.
4 EDITORIAL | We need more mining.
4 LETTER TO THE EDITOR | The EV supply chain in Canada.
6 FAST NEWS | Updates from across the mining ecosystem.
8 LAW | What Canada’s new forced labour reporting law means for mining companies.
37 ON THE MOVE | Tracking executive, management, and board changes in Canada’s mining sector.
It is essential to understand that we need more mining to switch from fossil fuel energy sources to carbon-free renewables and electric vehicles (EVs). The clean energy transition will require up to 20 times more critical minerals, such as nickel, copper, cobalt, lithium, and others by 2040. That means more mining is required to achieve decarbonization goals. Fortunately, the provincial and federal governments are aiming to leverage Ontario’s supply of critical minerals to attract investment in electric vehicle production.
Early in March, the provincial government proposed changes to Ontario’s Mining Act that will speed up approvals for new mining projects in an effort to boost Ontario’s production of minerals essential to electric vehicle batteries and other technologies.
The changes would speed up permits for new mines to begin operations and make it easier for companies to get a permit to recover minerals from mine tailings and waste. The proposed changes will be posted on Ontario’s environmental registry for public feedback until mid-April.
The U.S. government acted one year earlier, in March 2022, when President Joe Biden ordered more federal resources directed toward mining metals and minerals essential for electric vehicle batteries, including nickel, cobalt, graphite, and lithium.
This issue features articles on battery electric vehicles (BEVs), battery metals, decarbonization, and more. You can learn more on the latest BEV manufacturers’ product releases by reading the round up article on page 13. Flip to page 24 to learn how American Lithium is working to develop a domestic supply of critical minerals in North America.
Arca, a company that was established in the backyard of the University of British Columbia, has developed a technology that significantly accelerates the all-natural process of carbon mineralization in mine tailings; learn more from my interview with Paul Needham, CEO of Arca, on page 30.
Finally, our May issue will be devoted to mining in the digital age with a feature report on Mining in Canada. Relevant, novel editorial contributions can be sent to the Editor in Chief until Apr. 7, 2023. CMJ
The EV supply chain in Canada should begin with the development of Windy Craggy, North America’s largest undeveloped cobalt-copper deposit. Though it was shuttered in a park for political reasons over 30 years ago when cobalt technology was not as robust as today, this deposit should be reviewed. The Champagne Aishihik First Nation in whose traditional territory this deposit occurs would now have rights to the metal in the ground via United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) and British Columbia’s Declaration on the Rights of Indigenous Peoples Act (DRIPA).
Approximately $50 million has been spent resulting in a 1992 non-NI 43-101 compliant historical resource estimate of 297,400,000 tonnes: 1.38% Cu, 0.069% Co, 0.20 g/t Au, 3.83 g/t Ag using a 0.5% copper cut-off grade. This estimate should be considered a minimum, as a new zinc-rich zone was discovered at the end of latest drilling campaign in 1990. This deposit and surrounding area remain open for further exploration.
I have been involved with the Windy Craggy project since 1975 and was project geologist from 1989 to 1992. I have been engaged with Mr. James Allen (former chief of Champagne Aishihik First Nation) since 2011 regarding this project. This deposit can be developed via a mineral park and is a solution to the EV supply chain and subsequent decarbonization.
— Bruce Downing, MSc, P Geo, FGC, FEC (hon)APRIL 2023 Vol. 144 – No . 03
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Tudor Gold shared the results of its updated mineral resource estimate (MRE) for its flagship Treaty Creek gold-copper-silver project, in B.C.’s Golden Triangle, and grades have all increased. The MRE was prepared by Garth Kirkham of Kirkham Geosystems, and JDS Energy and Mining.
Highlights from the MRE include for the Goldstorm deposit indicated resources of 23.3 million oz. of gold-equivalent within 641.93 million tonnes at a grade of 1.13 g/t, comprised of 18.7 million oz. of gold at 0.91 g/t, 112.4 million oz. of silver at 5.45 g/t, and 2.18 billion lb. of copper at 0.15%.
The inferred resource is 7.3 million oz. gold-equivalent within 233.9 million tonnes at a grade of 0.98 g/t gold-equivalent, comprising 5.5 million oz. gold at 0.74 g/t, 45 million oz. silver at 5.99 g/t, and 848 million lb. of copper at 0.16%.
The CS-600 Domain, an intrusive gold-copper porphyry system, hosts an indicated mineral resource of 9.8 million oz. of gold-equivalent within 278 million tonnes at a grade of 1.10 g/t gold equivalent, comprised of 6.22 million oz. gold at 0.70 g/t and 1.98 billion lb./t of copper at 0.32%.
The 1.0 g/t cut-off for all the indicated mineral resource (open pit and underground) measures 15.1 million oz of gold-equivalent at a grade of 1.48 g/t gold equivalent comprised of 12.2 million oz. of gold at 1.20 g/t, 72 million oz. of silver at 7.0 g/t and 1.35 billion lb. of copper at 0.19%.
“These higher cut-off grades exemplify the robust nature of
this deposit, including the mineral consistency and thickness of the higher-grade gold and copper mineralized domains that were intercepted during the company’s 2021 and 2022 drill programs,” said Ken Konkin, president and CEO of Tudor Gold.
“These improvements to the Goldstorm deposit are expected to provide an excellent foundation as the company advances the Treaty Creek Project towards an initial economic assessment. Continued definition and expansion drilling will continue in 2023 to target higher gold, silver and copper grades throughout the northern expansion area of the Goldstorm deposit,” he added. CMJ
Electra Battery Materials successfully recovered lithium in its black mass recycling trial, conducted at its refinery north of Toronto. Black mass contains highvalue elements, including lithium, nickel, cobalt, manganese, copper, and graphite, that once recovered, can be recycled to produce new lithium-ion batteries. According to data from McKinsey & Com-
pany, available battery material for recycling is expected to grow by 20% per year, through 2040.
Electra launched its black mass demonstration plant at the end of December 2022 and has processed material in a batch mode, successfully extracting lithium, nickel, cobalt, manganese, copper, and graphite. Electra
says the recovery and subsequent production of a technical-grade lithium carbonate at the plant validates the company’s proprietary hydrometallurgical.
As a result of preliminary results achieved to date and interest expressed by potential commercial partners, Electra has decided to extend its black mass processing and recovery activities through June 2023, beyond the company’s initial target of 75 tonnes.
Our
WWW.SGS.COM/NATURALRESOURCES NAM.NATURALRESOURCES@SGS.COM
“Recovering lithium from black mass represents a potential game changer for Electra and the North American EV supply chain,” said Trent Mell, CEO of Electra. “From Electra’s perspective, it considerably strengthens the economics of our battery recycling strategy by providing another high-value product we can sell.”
SGSIS
THE WORLD’S LEADING TESTING, INSPECTION AND CERTIFICATION COMPANY
fit-for-purpose solutions encompass the skills of qualified geologists, geostaticians, analytical chemists, mineralogists, metallurgists, process engineers and mining engineers brought together to provide accurate and timely mineral and process evaluation services across the mining life cycle.
Canada Nickel’s first metallurgical test at Reid, an ultramafic nickel project near its flagship Crawford nickel sulphide project in Ontario, reported a head grade of 0.35% nickel, 0.10% sulphur and 6.2% iron. The company said the initial open pit circuit test was done on a sample from the higher-grade area of the Reid property, 16 km southwest of Crawford and 37 km northwest of Timmins.
The sample achieved a nickel recovery of 63%, iron recovery of 31%, and chromium recovery of 0.27%. The final nickel concentrates had a combined nickel grade of 46% and cobalt grade of 0.27%, while the magnetite concentrate had an iron grade of 55% and chromium grade of 3%. In addition, over half of the recovered nickel is reported to have a nickel sulphide concentrate 60%.
The company said the sample was also tested for its potential to transfer the metallurgical process at Crawford to the Reid ultramafic nickel mineralization. The company said it used a standard test process from the Crawford feasibility variability program, including grind sizes,
reagent dosing strategies and flowsheet layout.
Canada Nickel said Reid contains an ultramafic body with a target geophysical footprint of 3.9 km2 compared to Crawford’s 1.6-km2 footprint. Earlier this year Canada Nickel reported drill results from a 16-hole program at Reid. Highlighted intervals included 54 metres grading 0.30% nickel, 0.01% cobalt, 0.021
g/t palladium, 0.007 g/t platinum, 0.73% chromium, 7.36% iron, and 0.07% sulphur starting from 369 metres in drillhole REI22-06.
The results of the drill program, the company noted, “show that the Reid deposit is approximately 50% wider than the Crawford Main zone and more than 100% wider than the Crawford East zone.” CMJ
stantec.com/net-zero-mining
We’re excited to see the industry focus on net zero. Stantec is here to help you do right by the environment.Mineralization from the Reid nickel property appears to be amenable to milling at the Crawford mine CANADA NICKEL
Canada may soon have a new public reporting regime that will have immediate implications for mining companies. Bill S-211, an act to enact the fighting against forced labour and child labour in supply chains act and to amend the customs tariff, is poised to imminently pass third reading in the House of Commons. If passed, the act will create disclosure obligations for many Canadian mining companies and clarify and expand existing laws on forced labour and child labour.
Bill S-211 will require government institutions and certain “entities” – that produce, sell or distribute goods, import into Canada goods produced outside Canada, or control an entity that engages in such an action – to submit a public annual report. TSX and TSXV listed mining companies meet the definition of “entity.” The report would describe the steps they have taken in the previous fiscal year to prevent and reduce the risk that forced labour and child labour is used at any step of the production of goods in Canada or elsewhere by the entity – or of goods imported into Canada.
If the Bill passes and receives Royal Assent in 2023, the first report will be due in May 2024. Mining companies would have to disclose the steps they are taking this fiscal year to address these risks.
The definition of an “entity” is similar to that found in the Extractive Sector Transparency Measures Act – a corporation or a trust, partnership or other unincorporated organization that > is listed on a Canadian stock exchange;
> has a place of business in Canada, does business in Canada, or has assets in Canada and that meets at least two of the following conditions for at least one of its two most recent financial years:
• it has at least $20 million in assets,
• it has generated at least $40 million in revenue, and
• it employs an average of at least 250 employees; or > is prescribed by regulations.
Mining companies that fall under S-211 would have to include information on the following:
> its structure, activities, and supply chains;
> its policies and its due diligence processes in relation to forced labour and child labour;
> the parts of its business and supply chains that carry a risk of forced labour or child labour being used and the steps it has
taken to assess and manage that risk;
> any measures taken to remediate any forced labour or child labour;
> any measures taken to remediate the loss of income to the most vulnerable families that results from any measure taken to eliminate the use of forced labour or child labour in its activities and supply chains;
> the training provided to employees on forced labour and child labour; and
> how the entity assesses its effectiveness in ensuring that forced labour and child labour are not being used in its business and supply chains.
The annual report must be approved by the reporting entity’s governing body.
In addition to the disclosure requirements, the bill creates personal liability for directors and officers, among others, who direct, authorize, assent to, acquiesce in, or participate in an offence under the proposed act. Failure to comply with the requirements under the new legislation can lead to a summary conviction with fines up to $250,000.
Since 40% of the world’s public mining companies are listed on TSX and TSXV, many mining companies will meet the definition of “entity.” In turn, a subset of these mining entities satisfies the test to publicly report. As many mining companies operate in multiple jurisdictions across the globe, some companies may already disclose similar information according to the laws of the relevant countries, including the laws of Australia.
Although there are no prescribed guidelines on the type of measures a mining company must take to combat modern slavery, any public reporting will need to withstand public, investor, and lender scrutiny. This includes demonstrating year-on-year improvement and effectiveness of any measures that are implemented.
Mining companies should review their supply chain due diligence and monitoring practices now, familiarize themselves with best practices, understand the differences between Canadian and other jurisdictions’ legislation combating modern slavery, and implement appropriate systems, processes, and practical strategies to prevent and mitigate the risk of forced labour and child labour in their supply chains. CMJ
lack of career-advancement opportunities as a leading reason for leaving their jobs. Designing intentional mentoring programs can expand career growth options. Compared with an employee leaving a company, mentoring is less costly than replacing an employee. Plus, with a relatively low cost, companies can benefit from massive returns on the investment.
It is no secret that the mining industry has been feeling the pressure of a tight labour market for many years. But people are one of mining’s largest assets, so recruiting and retention should be top of mind. It is essential to enhance how the industry brings in more people and encourages employees to stay and grow. This is more critical than ever, considering the huge demand for metals and minerals needed for the energy transition and to build our green, sustainable future.
Here are five ways companies can grow and maintain a mining workforce.
When we think of inclusion and diversity, it might be easy to first think of race or gender. The truth is we need to think about lots of diverse groups of people to build a work environment for everyone. Mining companies can update their
workplace strategies. How? By identifying and changing processes to eliminate unconscious bias. They can also encourage all employees to better understand people with different worldviews or abilities.
Company culture has quickly become an important driver of job satisfaction and employee retention. More than just a box-checking exercise, intentional diversity and inclusion efforts can build a meaningful culture in the workplace. A team with a diverse set of perspectives can be a significant business advantage. Thanks to concerted efforts of many major global mining companies like Vale, Cameco, Newmont, Teck, and Rio Tinto, we are also seeing a more diverse workforce.
While mentoring programs have traditionally teamed seasoned veterans with new employees, we are seeing new, creative takes on mentoring. For example, reverse mentoring allows a younger person to mentor an older person on topics like relating to millennials and Gen Z or utilizing technology. Another creative approach is peer mentoring – where colleagues mentor each other. At Stantec, we have launched an extremely successful women’s peer mentoring program to strengthen professional networks and promote individual and group development. The program encourages engagement while providing a forum for diverse perspectives and collaboration. The positive results of this group have surprised everyone involved!
One outcome has been improved retention rates among younger women by creating an open environment. The program has helped prepare more women for leadership roles and has empowered women, and those who identify as female, from diverse and more reserved cultures to step forward and to grow and contribute.
Another way to attract people into the mining industry is to feature non-traditional jobs. A modern mine needs support in roles that simply did not exist until recently. Technological advancements, social license to operate, and strict
environmental regulations mean mining companies need new kinds of expertise. The industry needs professionals in sustainability, automation, community engagement, data science, and more.
This is also a win for inclusivity as there is a new opportunity to be creative with remote work. People who were not interested in mining, or who were not able to work at a mine, can now find lucrative jobs in the mining industry. Now that millions of people have dabbled in remote work, the door is open for more off-site work. Virtual and augmented reality has huge applications in the mining industry.
Corporate social responsibility has increased the need to respectfully engage with Indigenous communities. Similar to needed technical positions, the mining industry requires more professionals who are aware of Indigenous values. People in these roles would also seek opportunities for collaboration and ensure that the priorities and voices of Indigenous Peoples are honoured through projects that impact natural resources.
This is obvious but sometimes over looked. Doing the right thing means tak ing care of people and the planet. Another way to think of this is embracing the environmental, social, and governance (ESG) framework. Though this is not unique to mining, enhancements to employee benefit packages are required to accommodate the needs of evolving family models (e.g. parental leave and religious holidays).
Recognition plays an important role in this discussion, too. Simply put, peo ple want to be recognized for the good work they do. Recognition is shown to enhance morale, productivity, perfor mance, engagement, and retention. Leadership researchers Jack Zenger and Joseph Folkman published an article on this subject in 2022 saying, “leaders rated in the bottom 10% for providing recognition had employees at the 27th percentile on engagement. By contrast, those leaders rated in the top 10% were at the 69th percentile. Those leaders in
the top group also had employees who > were much more confident that they would be treated fairly; > felt they were kept better informed; > showed significantly higher levels of discretionary effort; and > were much less likely to quit.”
The workforce shortage is an ongoing concern and one that cannot be solved overnight. However, with an unbiased, open mind-set, we can seek and recruit
environments. Satisfaction comes from not only having a safe and inviting workspace, but also from contributing to, and thriving in a critical industry that fuels our modern lives.
It is the duty of all companies in the mining industry to take an active role in recruiting the next generation of talent. If you are attending the CIM conference in Montreal this year, do not miss the “Mining for talent” sessions. They will run all three days of the technical program, May 1-3, and cover many of the themes in this article.
CMJ
Recognition is shown to enhance morale, productivity, performance, engagement, and retention.Trang Tran-Valade is Stantec’s business development leader, mining, Sudbury Ontario, and Kwestan Salimi is a
See what you need to avoid operational bottlenecks.By Dzmitry Bianko
Currently, the demand for battery metals is mostly driven by EV OEMs and green energy producers with both sectors expected to grow double digits within the next decades. For instance, our research showed that of Canadians looking to purchase a vehicle in 2022, nearly half were considering an EV; that is up 11% from 2021. In addition, green energy producers are creating increasing demand for reliable energy storage solutions to ensure the stability of the grid. This demand will, in turn, translate to the demand for batteries and for battery metals. With that, mining volumes will need to grow by approximately 15% per year for lithium and 5% per year for cobalt and nickel. Figure 1 illustrates the potential balance of supply and demand for battery metals over the next decade.
share. The current 70:30 split between NCM and LFP is forecasted to move towards a more even 50:50 distribution within the next decade. If this shift towards LFP or hard electrolyte cobalt-free technology speeds up, this could eliminate expected shortages of cobalt and nickel in 2035 and onward. Similarly, an increase in battery lifespan could lead to a tighter market as fewer retired batteries would be available for recycling.
All these factors reinforce the importance for ecosystem players to regularly monitor the market, forecast future demand and make necessary adjustments to their strategies, if needed.
Retaining and reusing battery minerals at the end of the battery’s life seems like a no brainer, opening an opportunity of new commercial models for battery disposal. While Canada’s track record for such an opportunity is slim, electric vehicles could change that. Their batteries are too toxic, too large and too valuable to simply throw away. The global EV revolution has brought about a new recycling industry that hopes to capitalize on this future waste problem and help solve a looming minerals shortage.
Traditionally, mining operations follow a linear process of take (mine), make (process), and dispose. Recycling in a circular economy rounds off this process to instead take, make, use, and recycle/reuse. In other words, ore is mined and processed, but opportunities to create by-products from waste that can be used within mining or in other industries are an integral part of the process. Many markets are exploring circular economic principles to increase mineral and metal self-sufficiency.
We have seen Glencore make headway with its smelting and refining assets that allow a wide range of recyclable materials to be processed, especially end-of-life electronics, batteries, and battery metals.
It is important to note that this supply and demand gap is highly sensitive to various factors, such as future growth in EVs and green energy, depth of recyclability of retired batteries, potential local regulations that may have a sizable impact on concentrated mining and smelting, and shifts in battery technologies. Not surprisingly, even a small shift in EV sales could influence demand for all three metals. However, larger swings are also possible. Regulators could catalyze or slow down adoption by providing incentives, the cost of EV ownership may fluctuate, or customer behaviour could pivot.
Technological changes could also impact the metals supply and demand balance significantly. Cobalt-free technologies (for example, LFP batteries) are expected to be gaining market
The circular economy offers opportunities for mining and metals companies to take ownership of their products throughout their lifecycle, finding ways to unlock new value. For example, a company that mines battery minerals can also play a role in ensuring they are retained and reused at the end of the battery’s life. Stewardship of minerals throughout their lifecycle can be an excellent differentiator for companies, particularly while recycling continues to develop.
As industry players navigate the everchanging battery metal world and brace for the technology evolution, they must ensure that the circular economy is leveraged to the utmost. CMJ
Dzmitry Bianko is an EY-Parthenon strategy partner and the chemicals leader for Canada. For more information visit, www.ey.com/en_ca/mining-metals.
The adoption of battery electric vehicles is paramount to the mining industry as it cuts its carbon footprint and greenhouse gas emissions going forward. The sector is taking the lead in the use of low-emissions equipment, as outlined here, from all the major manufacturers. The BEV is finding its way into every aspect of open
pit and underground operations.
A bit of a “Catch 22” situation has arisen in that the minerals we need to build efficient, costeffective BEVs must be mined. Miners know this, and the public is beginning to realize it, too. Therefore, the adoption of low-carbon technologies cannot come fast enough.
The R700 is Rokion’s newest line of industrial support equipment featuring dual end functionality. This multi-purpose platform is built for versatility with a quick attach system that supports a variety of accessories including forklift, backhoe, loader, bolter, blade, tire manipulator, and man lift.
The R700 is designed for optimum performance, even on uneven ground, with a shifted articulation pivot reward to reduce the relative motion of load and keep the center of gravity within the track width of the vehicle. Engineered to handle the harshest mining conditions safely and efficiently, the R700 is
outfitted with configurable auxiliary hydraulic power circuits, five efficient induction motors, dual steering cylinders, 180° seat swivel, and on-board charging.
Explore the full line of Rokion trucks and vehicles to power your mine at rokion.com.
Sandvik has released the latest generation Toro LH518iB 18ton battery electric loader. The loader, now with AutoMine mining automation readiness, also includes improved field serviceability. The equipment is currently undergoing factory tests before production ramp up and deliveries to customers in North America, Australia, Europe, Latin America, and
Southeast Asia during 2023.
“We are extremely proud of this new loader that is setting the standard for productive, sustainable and autonomous underground mining,” says Jari Söderlund, product management director, Division Load and Haul, Sandvik Mining and Rock Solutions.
Learn more: ROCKTECHNOLOGY.SANDVIK
Machine manufacturer Jama Mining Machines, Sweden, has launched the JMS 7000, a new medium-sized machine model for scaling rock in mines. The compact, state-of-the-art machine can be powered either entirely by battery, by a combination of electricity and diesel, or solely by diesel. A major focus for the machine has been to create a market-leading driver environment, based on the protected ergonomic, tiltable cab in combination with Jama’s latest control system. Explore the full-line of Jama vehicles at www.jama.se.
Leave the constraints of cables behind with Joy battery-powered haulage carts, like the 18-tonne capacity BH-18. Agile and versatile, particularly in low seam conditions, they deliver plenty of power and flexibility to get the job done.
The optional lithium-ion battery (the first in soft rock mining) is designed to boost productivity with a 75% faster charge time, much lower maintenance and no hydrogen off-gassing versus traditional lead acid technology. Less maintenance than lead acid batteries overall means a lower cost of battery hauler ownership. The battery and charger are also available as retrofits.
Normet SmartDrive is a modular battery electric vehicle (BEV) architecture designed to optimize energy consumption and performance in underground
mining and tunnelling applications. The latest battery electric technology combined with decadeslong process expertise takes underground operations to the next level.
SmartDrive equipment allows for higher productivity, lower operating costs and, most importantly – zero local emissions. Ease of use and carefully engineered controls guarantee that SmartDrive machines are safe and effortless to operate. The electric motors both reduce tramming time to reach worksites faster and recover energy in downhill driving.
In addition to complete turnkey solutions, Normet can also offer flexible services to integrate SmartDrive equipment step-by-step into existing operational models.
Battery conversions are an essential part of the mining industry’s transition towards fully electric underground mines and increased health and safety for employees on site. As mining operations adapt to this innovation, the ability to convert diesel machines to battery as their project progresses is highly beneficial.
Epiroc collaborates with mines to make the switch as smooth as possible without disrupting productivity. Conversions are cost efficient with a short turnaround time and are included as part of a midlife rebuild. Ultimately, this feature helps equipment return to maximum efficiency while offering thousands of new hours with zero emissions.
Miller Technology has continually added to their electric vehicle product offerings, this time launching a battery electric Landcruiser. This vehicle has been designed and manufactured to meet increased demand and harsh duty cycle required in an underground mining environment. Miller is able to offer a complete solution with this vehicle including charging stations, remote diagnostics as well as any other customer specified request.
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The Hitachi EX2600-7E electric excavator is packed with features to meet any challenge. Agile enough to maneuver the toughest terrains yet powerful enough to maximize productivity. It uses an 860 kW Hitachi AC electric motor. Performance is maximized with an advanced hydraulic system. Each individually controlled hydraulic pump utilizes its own electric regulator for efficient performance. A flow regeneration valve reduces power requirements from the hydraulic system and electric motor.
The Hitachi-exclusive center track-frame delivers optimal stress dispersion using specially designed forged-steel parts. Advanced computer modelling and specially designed track shoes maximize longevity.
The MacLean product development pipeline remains very active, powered by the acquisition of an underground test facility in Sudbury in 2018 and the embedding of an advanced vehicles and technology engineering team at the site. The company’s global BEV leadership also continues. Since the launch of its fleet electrification program back in 2016, MacLean has shipped over 50 battery electric mining vehicles across North America, Africa, and Australia, with the fleet amassing close to a quarter million operating hours to date.
MacLean also continues to push forward with the refinement of the on-vehicle technology systems at the foundation of its automation and digitalization product development. This includes the rollout of Quickscan (nearinstant shotcrete depth measurement) and Chemsave (technology that delivers a step-change reduction in shotcrete sprayer accelerant consumption); a new MacLean vehicle telemetry offer that features a cloud-based customer dashboard; a completely redesigned cab and control system; and, the 2023 unveiling of another three additions to the company’s 5-Series product line – the ML5 multi-lift, the MC5 explosives charger, and the BT5 boom truck.
The new 985 Abi-Bolter will deliver the 975 scissor bolter’s value proposition but with ‘no boots on the deck’ for drilling and bolting. This is achieved by integrating ruggedized industrial robotics capabilities and vision system precision that allow the operator to guide the drilling, screen handling, and bolt insertion from the safety and comfort of a cab, which can subsequently evolve to full tele-remote surface-controlled operation.
As mines continue to get deeper, operations become more expensive to develop and operate. One way to remedy these issues is through the adoption of underground battery electric vehicles (BEVs), which not only save on costs of ventilation and cooling, but they also improve worker health and safety by being emissions-free. This has led to unprecedented demand for BEVs coming from the mining companies eager to unlock the benefits downstream. What has resulted has been a herculean effort on the part of the mining equipment manufacturing community to design, develop, and deploy BEVs in a very short timeline. These underground innovators achieved this on their own by building new component supply chains from scratch and developing in-house expertise and engineering bench strength starting nearly at square one.
In response to the new demand, underground vehicle manufacturers have been able to rise to the challenge set out by their end user customers and build out advanced electric platforms at an incredibly quick rate in an industry not typically known for its speedy innovation to adoption timeline. In a time where all eyes are on the next new electric car being developed by the big automakers, it is important to highlight how mining equipment companies have rapidly developed emission-free alternatives. On top of the obvious technical challenges this feat has posed, it is noteworthy that the electrification we see
taking place in the underground equipment space has occurred largely during a time marked by travel restrictions and unprecedented delays within the supply chain and work-from-home policies due to the global Covid-19 pandemic. This fact, coupled with the shear speed of this transition makes the feat even more unlikely and impressive.
Underground equipment manufacturers are not the same as car companies. Automakers have a closer relationship with the manufacturers in their supply chain as orders for vehicles sometimes total in the thousands of units and suppliers often develop unique assembly lines to meet vehicle-specific production quotas. As such, these long-term reciprocal relationships can result in a responsiveness among parts suppliers to pivot and make new components when required. Locally, we see this with tier one parts makers like Linamar, who have begun to make the shift from ICE (internal combustion engine) to electrified vehicles by investing heavily in R&D, design/validation expertise, and production equipment necessary to provide products needed for the electric auto sector of the future. However, this symbiotic relationship does not exist to the same extent in the mining equipment sector.
Original equipment manufacturers (OEMs) of battery electric equipment in mining have had to build out a supply chain without the R&D budget, devoted parts ecosystem, and talent pool
enjoyed by the auto sector. Electric propulsion in underground mines is by no means a new concept, as electric locomotives and plug-in jumbo drills have been around for some time. However, starting around a decade ago, underground mobile equipment manufacturers began developing untethered battery-powered equipment. While there are fewer parts on electric units, OEMs had to forge brand new relationships with parts providers. To put that into perspective, the diesel powertrain components were now being replaced by electric parts. At minimum, vehicle engineering teams were being asked to source reliable providers of components not used previously, such as inverters and power control units, onboard and offboard chargers, DC-DC converters, electric traction motors, auxiliary batteries, powertrain thermal management solutions, high voltage cables and connectors, charging ports, battery packs, and battery management systems to name a few. The
By Steve Gravelfact that these talented teams were successful in such a short period in establishing reliable sources of the technologies they needed should be recognized as a significant accomplishment.
Adding to this already difficult task, OEMs were making these relationships without the “carrot” of thousands of unit orders in hand which are commonplace in the auto sector. While the sale price for an underground EV is nearly 1.5 times that of its ICE counterpart, unit totals per OEM number in the dozens per year. This inherently makes developing strong, long-term linkages more difficult. As a result, companies have had to employ partnership strategies for this enterprise to make business sense. Some OEMs have opted to secure their supply chain via mergers and acquisition with suppliers in the ecosystem. Others have worked with intermediary engineering firms that work with multiple OEMs to pool demand and set-up adequate volumes for component ordering. Each OEM has developed a strategy for supply chain management of electrical components that is right sized for their needs. To avoid painting an overly rosy picture, it should be noted that gaps in the supply chain do persist and procurement departments at OEMs must be nimble and adapt; especially as equipment changes and evolves over time.
Perhaps as important as the component supply chain, the mining equipment OEMs did not have an initial pipeline of talent to shift to electric vehicle development. There are relatively few electric vehicle experts with decades of experience hanging around to draw from. And, if there are, many of them are looking to the automotive sector for their next career move and not the heavy-duty mining sector. Again, mining OEMs had to innovate and overcome. Some OEMs have found talent in obvious places such as engineering departments at automotive and automotive parts manufacturers while others have found people working at mobility start-ups as far away as Silicon Valley. Others still have taken it upon themselves to develop talent internally by retraining and augmenting the capacity of existing engineering staff to design and develop EVs. The good news is there is a nascent talent pipeline developing in Canada. Namely, engineering programs that focus on electric drive train development at Ontario Tech University, MacMaster University, and the University of Windsor have started producing high-quality graduates, and I have even seen some of them starting to trickle into the mining OEM space. Moreover, the new battery electric vehicle lab at Cambrian College will be the first academic facility to focus on the heavy-duty electric vehicle sector, and it will start turning out highly skilled graduates later this year.
Despite these challenges, the OEM ecosystem in Canada has performed admirably. By last count, there are at least 12 companies that are either Canadian-owned or that have a strong Canadian presence currently manufacturing electric equipment in the sector. There are about a half-dozen more that are currently working diligently on the R&D needed to offer BEV versions of their equipment. Adopting EVs at mine sites comes with its own intricacies and complexities, and perhaps that is a story for another time. For now, all indications are that the demand we are seeing for electric equipment is expected to sustain and even increase and we can expect our OEMs to continue to rise to the challenge. CMJ
Mining companies require specialized transportation services for the delivery of heavy equipment, machinery, and parts to mine sites. They also need outbound logistics solutions to transport the mined commodities such as coal, concentrates, metals, and minerals. Multimodal logistics involving trucks, trains, and vessels are critical for the global mining supply chain. These include providers of mining logistics solutions and services such as cargo shipping, freight forwarding, heavy lifting, break bulk services, pre-shipment, and post-shipment services, as well as logistics planning, management, and consultancy services.
The Ring of Fire development requires comprehensive logistics services and solutions to enable smooth transportation of materials from mines, processing plants, and inventories to railways, ports, ships, and finally to the destination markets. The CEO of Ring of Fire Metals, Kristan Straub, recently estimated the value of minerals in the region at around $90 billion. Also recently, Ontario mines minister estimated the Ring of Fire could be worth $1 trillion (a figure critics call exaggerated).
Mining logistics solutions and services include, but not limited to, the following:
> Cargo shipping and contracting
> Heavy-lift and towage services
> Heavy machinery shipping services
> Customized ore wagons and bottom and side dumpers
> Customs clearance, container handling, warehousing, and transit services
> On-board load and discharge supervision
> Helicopter transport service
> Customized coach, bus, and transport services for mining site personnel
> Logistics consultancy, planning, survey, and project management
recently signed a memorandum of understanding (MOU) that will allow them to explore the redevelopment of lands formerly used by a linerboard mill in Red Rock, Ont., as a deep-water port that would be the northernmost heavycargo port on the Great Lakes.
The Red Rock Integrated Marine Supply Chain (RRIMSC) is a partnership between The BMI Group and the Red Rock Indian Band that aims to connect the Great Lakes seaway to existing transportation infrastructure from the Red Rock port through to the Trans-Canada Highway and the northern community infrastructure corridor.
The Red Rock Indian Band (RRIB) is an Ojibwe First Nation in northwestern Ontario, Canada.
The Council is an independent member of Union of Ontario Indians, a provincial territorial organization. As of November 2020, the total registered population of the Red Rock Indian Band is 2,089, with 1,789 members residing off-reserve.
As mining companies look for logistics solutions that are reliable, agile, and cost-efficient, as well as offer increased transparency and co-ordination to optimize production planning and supply chain efficiency, the BMI Group, known for their restorative state-of-the-art development experience,
During PDAC 2023, I caught up with Chief Marcus Hardy of the Red Rock Indian Band and Justus Veldman, one of the managing partners of The BMI Group, to talk about the importance of the new partnership and what it represents to the local community as well as the logistics of the Ring of Fire.
Chief Hardy started by clarifying that the Red Rock Indian Band is located on the Lake Helen Reserve #53A, approximately near the junction of Highways 11 and 17. It consists of two sections, Parmachene Reserve 53 and Lake Helen Reserve 53A. The total area covered by these two reserves is approximately 3.8 km2. Red Rock is on the northernmost shore of Lake Superior, just off the Trans-Canada highway, about 110 km northeast of Thunder Bay.
“We have been moved a few times in our history. One of the original spots where we lived would be at the site that The BMI Group is looking to develop,” said Chief Hardy.
“The BMI Group is myself and my two brothers that make up Brothers Management Inc. We are based in southern Ontario. We have land holdings throughout northern Ontario with a specific focus on abandoned and/or underutilized industrial sites, and an even stronger focus on the abandoned paper industry mills,” explained Justus Veldman.
Veldman added that the project is very difficult because the site was a mess. For the last four to five years, The BMI Group has been trying to get the environmental reclamation funding in place with a goal of developing a deep seaport for the Ring of Fire.
“Our partnership with the Red Rock Indian Band is fantastic and really solidifies our commitment to work with local communities. In fact, this is not about The BMI Group; it is about the community that we will develop in, and giving back as much as we take is our philosophy in business,” said Veldman.
According to Chief Hardy, it is important to build up, train, and enrich the lives of First Nations membership with meaningful employment opportunities and careers that help them move forward as well as their children and their children’s children. The project will help revitalize the area with the development of this port. It will bring more jobs, housing development,
and business opportunities.
“Back in the day when the mills were active when I was younger, the town was busy and flourishing, and everyone had a good life. There were always activities going on. Overnight, all that changed. The mill was closed in 2006 and most of the buildings were removed. We have the capacity, our people have the capability, and we want to give people a good life,” Chief Hardy explained.
He added that it is going to help ease the problems of the supply chain for the Ring of Fire and for the mining industry in northern Ontario in general.
For the port to start working and ease supply chain and logistics problems, Veldman explained that they are at PDAC 2023 to encourage cargo to come in and to talk to mine developers. “We think that in the first five years of the port, there will be a lot of oversized construction and mining equipment. And then over time, the commodities will start to come out of the Ring of Fire. Of course, the first five to 10 years will be about building the mining infrastructure,” said Veldman.
He added, “The partnership brings together Neptune Marine and The BMI Group’s experience with the Hamilton-Oshawa Port Authority (HOPA) in Niagara to develop a shipping and transload solution to support mining, First Nations, and heavy industry in northern Ontario. Our group operates a multimodal hub in Niagara at HOPA Ports, and facilities across Canada.” CMJ
“We are stewards of the land. The importance of this partnership is to really forge a good relationship with the industry for the success of both the townships in the area, our First Nations, and the people.”
—CHIEF MARCUS HARDY, RED ROCK INDIAN BAND.
Earlier this year, American Lithium Corp. announced it has received approval to list its common shares on the Nasdaq Capital Market, and trading commenced at the opening of markets on Tuesday Jan. 10, 2023, under the symbol “AMLI.”
American Lithium is actively engaged in the development of large-scale lithium projects within mining-friendly jurisdictions throughout the Americas. In the U.S., the company is currently focused on enabling the shift to the new energy paradigm through the continued development of its strategically located Tonopah lithium claims (TLC) claystone project in the richly mineralized Esmeralda lithium district in Nevada, as electric vehicle (EV) makers are hoping that a spike in domestic lithium supply will bring much needed support for their expansion plans.
Currently, the global production of lithium is dominated by pegmatite and closed-basin brine deposits, but there are significant resources in lithium-bearing clay minerals, oilfield brines, and geothermal brines. Brines in the middle of Chile’s Salar de Atacama contain the world’s highest known concentrations of lithium.
I caught up with Simon Clarke (SC), CEO of American Lithium, who was in Peru during a coup d’état last December, after he returned to his office to discuss the recent updates for the company’s major projects, spin-out announcement, and other updates. American Lithium continues to advance its Falchani lithium and Macusani uranium development-stage projects in southeastern Peru. Both Falchani and Macusani have been through robust preliminary economic assessments, exhibit strong significant expansion potential, and enjoy strong community support.
CMJ: Could you please talk to us about your professional background and how you became the CEO of American Lithium?
SC: I trained as a lawyer in Scotland. I hold an LLB and diploma in legal practice from Aberdeen University, Scotland. Then, I went to the bright lights of London in the early nineties as a newly qualified lawyer. I worked in London as a securities lawyer for four years and then moved into small mid-caps banking, corporate brokering as they call it over there. I was offered a job in Vancouver with Deloitte on their corporate finance side in 2000. Vancouver was a place that we loved from the day we got there, and we made it our home. Then, I moved from Deloitte into the world of junior mining companies.
For more than 25 years, I have been involved in building companies and implementing successful capital markets and growth strategies focused on mining, energy, and energy technology. Most recently, I was the founder, CEO, and director of M2 Cobalt (cobalt-copper exploration in East Africa) which was sold to Jervois Mining in June 2019. I have accumulated significant experience and knowledge of the battery metals space and my roles with M2 Cobalt and Jervois Mining involved managing government and stakeholder initiatives relating to the supply of battery metals in several jurisdictions.
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I joined the group that had been behind Millennial Lithium as one of the key staff. During the recapitalizing and refocusing of American Lithium, I was asked to sit on the board in mid 2020. Then, having been in that position for a while, and as we were looking to make a major acquisition of Plateau Energy, I was asked to step up to the CEO position in April of 2021, and I have been CEO since then.
I was also a co-founder, executive, and director of Osum Oil Sands and, together with former American Lithium CEO, Michael Kobler, helped build a company valued at more than US$1 billion at the peak of oil sands valuations. Osum was recently acquired by Watreous Energy.
CMJ: In your opinion, what are the key milestones in American Lithium’s history? Could you please talk to us about American Lithium’s assets and the countries you are operating in?
SC: American Lithium started in 2015 and focused on the brines. The main producing areas in the world are hard rocks, largely in Australia, and some are starting to happen now in North America. In South America, it is mainly brine. At that time, the brine had been successful, and there was a small brine production in Nevada from the only producing mine in North America which is Silver Peak.
The company produced 3,000 to 4,000 barrels of lithium. I was not involved at that time. The company raised money, did some
Environmental advantages
> No water issues: Entire resource is above the water table; no groundwater, run-off, or watershed issues; and water rights are secured.
> No endangered species: No species or habitat protected under the Endangered Species Act.
> Low deleterious elements: Low contaminants in waste material.
Processing advantages
> Simple lithium upgrading: Gravity separation upgrades lithium.
> Unique claystone characteristics: Near surface, easy to mine, and highly leachable; lithium is weakly bound to the clays.
drilling, and figured out that brine does not have the grades in Nevada, certainly not like South America at that point. So, Andy Barring, who was one of the founders of Millennial Lithium, got involved and refocused the company on claystone, which is the type of deposit/mineralization that started to become a big focus in Nevada. It is in the center of a sedimentary claystone deposit. Andy refocused the company on that in 2017 and 2018. They assessed several packages of land and finally settled on the TLC project, which is a near-surface “Made in America” lithium deposit – one that is amenable to low-cost, sustainable mining methods. Studies show that no protected plant or wildlife species are impacted by these operations.
The TLC claims are located 9.7 km northwest of Tonopah in Big Smoky Valley, which is best known for hosting a large solar power plant. TLC’s proximity to Tonopah offers access to paved roads, electricity, water, and skilled labour. The region is a center of epithermal mineralization that produced 138 million oz. of silver, as well as considerable amounts of molybdenum. On Dec. 1, 2022, the company announced an updated mineral resource estimate (MRE) that significantly increased the contained lithium resources for the TLC project. This MRE was completed as part of the process of compiling the maiden preliminary economic assessment and was incorporated into the mine plan within the PEA, which was released recently on Feb. 1, 2023. Currently, TLC hosts 4.2 million tonnes lithium carbonate-equivalent (LCE) measured resources, 4.6 million tonnes LCE indicated resources, and 1.9 million tonnes LCE inferred resources.
One of the early milestones was the undertaking of benchmark environmental studies, and then ultimately the really big thing that drove the company forward was the very large measured and indicated resources announced in 2020 at a time when critical minerals were really starting to become in focus.
The acquisition of Plateau Energy Metals was the next major milestone, and that closed in May of last year. The acquisition included the advanced-stage Falchani project, which is the sixth largest hard rock lithium deposit in the world. It benefits from a highly sustainable business model in a geopolitically friendly jurisdiction in southern Peru.
Finally, we are very pleased to be joining Nasdaq as this listing marks a major milestone for the company and is a testament to the dedication and hard work of our team. We are confident this listing will elevate American Lithium’s profile in the United States capital markets by providing greater visibility and exposure to a broader institutional and retail investor base.
As for the current assets, there are three very large development stage assets: The TLC lithium project, the advanced-stage Falchani lithium project, and the Macusani uranium project, where we are advancing one of the world’s largest and lowest-cost uranium deposits to help meet the need for clean and efficient energy strategically-sourced in the Americas.
CMJ: Our meeting was delayed because you were caught up in the recent coup d’état in Peru? How does political instability in countries where you have big assets affect the progress of your investments/projects?
SC: Certainly, instability anywhere does not help. For us, it is about stability, and we hope that the situation stabilizes soon. In Peru, the economy has continued to perform well throughout this because they have a very big agricultural sector. They also have a big mining sector that they know is key to the economy. I know that the interim government that has taken power is looking to bring forward early elections later this year. So, hopefully they will have proper elections that will drive the democratic process forward and will allow us to drive the projects forward. Peru is a big mining jurisdiction. Mining is protected in the constitution. There may be some calls from the left to nationalize mining, but that cannot be done under the constitution. The U.S., Canada, and most countries back the interim government ahead of the near-term elections. For us, we just want to move our projects forward because these projects are very large-scale, world-class assets. Obviously, it makes sense to be patient and we really believe they are going to be not only good for American Lithium and its shareholders, but for Peru and especially for the communities around those projects who are very engaged and supportive.
CMJ: What are the recent updates on the company’s TLC lithium claystone deposit in Nevada?
SC: In the U.S., there is an urgent need to develop domestic sources of supply of critical minerals, including battery-grade lithium. Recently, we announced the results of the preliminary economic assessment (PEA) for the TLC project located in the Esmerelda lithium district northwest of Tonopah, Nevada. This independent PEA was completed jointly by DRA Global and Stantec Consulting and demonstrates that the TLC project has the potential to become a substantial, long-life producer of low-
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cost lithium carbonate (LCE or Li2CO3) with the potential to produce either battery-grade LCE or lithium hydroxide (LiOH). The PEA base case envisions an initial 4.4 million t/y processing throughput expanding to 8.8 million t/y. The PEA alternative case is identical, but with added production of high purity magnesium sulphate as a by-product over the life of operations.
We are pleased to announce a very robust PEA for TLC. Our team has worked hard and spent considerable time getting an in-depth understanding of TLC mineralization and the best way to recover high-purity lithium utilizing conventional processing methods with the latest techniques and best in class plant and equipment. A significant portion of the processing work has been done to pre-feasibility levels, as we believe this will help us move quickly through the next phases of development. At 99.4% LCE purity, TLC offers the capability to produce either battery-grade lithium carbonate or hydroxide with minimal additional refining.
CMJ: You recently made the decision to pursue a spin-out Macusani uranium into an independent public company. What was the reason for that decision and what’s the timeline for the transition?
SC: Nuclear energy is experiencing a robust renaissance because it clearly stands out as the planet’s cleanest, most cost-effective, and reliable form of 24/7 dispatchable energy. Accordingly, the world’s premier uranium deposits are attracting more and more global interest.
We recently came to realize that we are never going to get value out of it within a lithium developer; it needs to be in its own company. After a review with our advisors, we made the decision to pursue a spin-out of Macusani uranium project into an independent public company.
We think the spin-out of the Macusani project into a standalone vehicle will be the preferred route to generate value for American Lithium and its shareholders from the continued development of this large-scale uranium project. The re-structuring of the Macusani project’s ownership is well-advanced, and we could finalize the terms of the transaction by the second quarter in 2023. The issue is that we believe that the current share price does not fully recognize the value of the Macusani project. By structuring an appropriate spin-out into an independent, uranium focused vehicle, the company and our shareholders will benefit from unlocking the value of this project. Additionally, this will allow us to concentrate our efforts on advancing our two premier lithium projects: TLC in Nevada and Falchani in Peru.
CMJ: What is the timeline for the pre-feasibility study (PFS) on the Falchani lithium project after the initiation of an environmental impact assessment (EIA) with SRK Peru?
SC: We are accelerating PFS work at Falchani through the appointment of DRA Global to drive completion of what we believe will be a very robust update to the existing PEA and to fast-track completion of the PFS process. Falchani is a unique, large-scale lithium deposit on which a lot of exploration and development work has already been done. We have been able to build on this through ongoing work at the Australian
Nuclear Science and Technology Organization (ANSTO) and the launch of the EIA in August of last year. At the same time, we are delighted to be able to restart drilling at the project, and the fact that the deposit is open in several directions gives us confidence in our ability to materially expand the mineral resources at Falchani. The existence of other key targets in the area surrounding Falchani with similar surface expressions continues to fuel our belief that there are additional deposits on our concessions.
As part of this process, Stantec Consulting will also prepare an updated mineral resource estimate on Falchani which will involve the reclassification of existing resource categories, as well as including new drill data from the recent hydrology drilling which commenced in August 2022.
As announced in June 2022, work by ANSTO validated sulphate of potash as a viable and important by-product at Falchani. ANSTO is now focused on adding sulphate of potash and cesium circuits to the overall flowsheet, while maintaining or increasing the impressive lithium extraction rates and battery-grade purity. It is anticipated that this work will be finalized in the near term.
Finally, the PEA will also be updated to reflect the material increase in lithium carbonate pricing since the original report was published in early 2020, which used a US$12,000 per tonne LCE price. Recent studies on other lithium projects globally have used up to US$24,000 per tonne LCE reflecting material price rises in the commodity over the last two years and anticipated long-term pricing. Higher pricing is even more applicable to Falchani given the potential to precipitate battery-grade lithium carbonate through its flow sheet.
CMJ: Finally, what is your vision for the mining of critical minerals (critical mining) in North America going forward?
SC: One of the drivers in the sector is all the auto makers and end users committed to lithium on the long-term and electric vehicles. We need to produce all the critical minerals that are needed for those products. Historically, North America, like most of the world, has been dependent on other jurisdictions for refined lithium projects, notably China. The problem with lithium is that it is extremely difficult to recover.
We have seen with the issues in Europe (the conflict between Russia and Ukraine) that, when it comes to energy security, we need to be more independent and look after our own supply chain. So, I clearly think the governments in Canada and the U.S. have ultimately recognized that we must develop this domestic critical industry with countries that would be part of a western supply chain. We do have the potential to produce a large portion of what we need.
The governments have done a lot recently, especially with the recent incentives announced by the Canadian government and the Inflation Reduction Act in the U.S., which is a positive step towards helping to incentivize not only domestic production, but that Act also has the potential to apply to countries like Peru and other countries to help make sure that we can secure the supply. The amount of lithium and other critical minerals we need to make this transition is huge.
It is good to see the governments starting to embrace it. My vision is to extend that to all the other players in the western supply chain to get to net-zero by 2050. CMJ
At Hard-Line Solutions, innovation is part of the tech development process. “Our customers come to us for solutions that would not only enhance the safety of their workers but also increase production and mine profitability,” said Nikita Di Gioseffo, communication specialist at Hard-Line, based out of Dowling, Ont.
While the exact statistics are not easily researchable, it is not uncommon for mining equipment to get buried in mines. Unstable ground conditions created while digging and quarrying sometimes lead to critical mining equipment getting buried. As a result, companies lose valuable time retrieving the equipment.
“It could be several weeks before the buried equipment can be retrieved which results in downtime and added costs for replacing the buried machinery,” Di Gioseffo said.
Some of the common extraction methods include using other mining equipment such as loaders and haul trucks to pull out the buried machines. These methods could present several problems such as vehicle and mine damage. They may also put operators and spotters in unsafe situations.
Earlier this year, Hard-Line collaborated with Australia-based Murray Engineering and Beltor Engineering on the Beltor machine extraction device 210 (MED). In their most recent collaboration, the MED was fitted with HardLine’s radio remote control (RRC) system, allowing the MED to be controlled from over 100 metres away. This function especially helps machine operators maintain a safe distance from the 190tonne pulling force of the extraction machine and its various high pressure hoses.
The units have been deployed around 22 times to attempt recovery of buried loaders with a success rate in excess of 90%, Hard-Line claims.
Despite its Canadian roots and its inter-
national presence – including offices in America, Chile and Peru – Hard-Line long recognized the importance of the Australian market.
“As a company wanting to get a foothold in a new marketplace, you need to know your customer profile just as much as your distributor criteria,” Di Gioseffo said. “The Australian mining industry is a key marketplace for Hard-Line as our solutions are geared towards ensuring
not only the safety of the machine operators in the mines but also ensuring continuous production and increased profitability for the mining companies,” she added.
“We are always looking to expand, and we value our partners across the globe, including Murray Engineering. All of Hard-Line’s partnerships across the globe, including Murray Engineering, are testimony that all good things take time,” said Di Gioseffo.
In 2018, Hard-Line pledged $250,000 towards the mechatronics program at Laurentian University’s Bharti School of Engineering. As of December 2022, the mechatronics, automation, and robotics lab was fully upgraded with new workstations, furnishings, and multimedia equipment for the students.
“Our president, Walter Siggelkow believes that investing in students is crucial as they are the future of our industry. He believes if students have the best learning environment today, they will bring their best into the workforce tomorrow,” Di GioSeffo said. CMJ
According to the International Energy Agency, the clean energy transition will require up to 20 times more critical minerals, such as nickel, copper, cobalt, lithium, and others by 2040. That means more mining is required to achieve decarbonization goals. Unfortunately, more mining means more emissions. So, how are we going to deal with that?
The experts from Arca may have the answer to that question. The company –first established in the backyard of the University of British Columbia as Carbin Minerals – developed a technology that significantly accelerates the all-natural process of carbon mineralization in mine tailings, i.e., transform mine waste into a valuable new resource, using ultramafic mine tailings, which are a by-product of critical metal mining. This presents an unprecedented opportunity for permanent carbon dioxide removal from the atmosphere on a gigatonne scale, which makes critical metal mining carbon negative.
Recently, I met with Paul Needham (PN), CEO of Arca, to talk about the company, the technology, and the future of net-zero.
TE: Can you please tell us about the history of Arca, its mission, goals, and how the company started?
PN: Arca is a leader in carbon mineralization. Our mission is to help stop – and reverse – climate change by capturing gigatonnes of CO2 and returning it to the ground. We are developing and deploy-
ing a range of technologies that accelerate the natural geochemical process of “carbon mineralization” (i.e., the transformation of CO2 from the air into solid carbonate minerals).
We work in partnership with producers of critical metals, the mining companies that are finding and delivering the metals and minerals that are essential for the clean energy transition. We help them transform their mining waste – the by-products of their mineral extraction processes – into a massive carbon sink. In short, Arca captures atmospheric CO2 and transforms it into rock, where it is safely stored forever.
PN: I met the co-founders of Arca, Prof. Greg Dipple, Peter Scheuermann, and Bethany Ladd, just after they decided to launch the company. I was working as an “entrepreneur in residence” at the University of British Columbia helping start-ups translate their ideas into businesses.
I am a multi-time entrepreneur myself. Prior to working with Arca, I co-founded
a solar energy company in India. After having sold that company, I moved back to Vancouver and joined the University of British Columbia. When I met the Arca co-founders, I quickly understood that they have a solution that can help solve and resolve the clean energy paradox. On the one hand, the world will need 10 to 20 times more nickel and other critical metals to successfully transition to clean energy. On the other hand, modern mining processes are carbon intensive. Arca resolves that paradox by providing a pathway to carbon-negative mining.
TE: Recently, you rebranded from Carbin Minerals to Arca. What was the reason for the rebranding? Why did you feel that you needed to rebrand?
PN: In Latin, Arca is a chest, a treasure chest, a safe place to store valuables. Our company is capturing and safely storing away CO2. Our mission is to help stop and reverse climate change, by capturing gigatonnes of CO2 and returning it to the ground.
The timing of our rebrand marks the transition of our project from an aca-
demic research programme to a commercial operation and establishes our leadership in this promising new domain of accelerated carbon mineralization as a climate solution.
TE: How does Arca provide a pathway to carbon-negative mining?
PN: We believe that mines of the future can help tackle emissions of the past. There is already far too much CO2 in the atmosphere. The world needs to rapidly transition to zero-carbon energy, and that of course creates a remarkable opportunity for the minerals industry. But we all know that mining itself can be very carbon intensive.
More than a decade ago, Prof. Greg Dipple, our co-founder, started to ask the questions: What if mining could become carbon negative? What if the producers of the critical metals and minerals we need for the clean energy transition could also be mining the air for CO2?
At Arca, we work with minerals producers that are committed to the clean energy transition and help them transform their mining waste into a massive
carbon sink. As you may know certain minerals naturally react with CO2 forming carbonate minerals such as magnesium carbonates. We work in the context of ultramafic rock, and we have developed technologies that significantly accelerate the natural geochemical process of carbon mineralization.
We are working with mining companies that have properties at all stages of development. We help our partners analyze, measure, and maximize the carbon mineralization potential of their resource. Our partners recognize that the ability to produce zero-carbon critical metals could give them an advantage in the marketplace. That advantage could take the form of long-term purchase agreements, or better pricing.
TE: Last year, 2022, Arca won US $1 million award from XPRIZE and the Musk Foundation. Can you talk to us about the XPRIZE carbon removal competition? How important was it for you to have won that prize?
PN: XPRIZE is the leader in prize competitions to accelerate breakthroughs that »
Dynamic flux chambers were developed for soil science and now also used on mine tailings.
benefit humanity. The XPRIZE milestone award for carbon dioxide removal is an important recognition and validation of our technology. The XPRIZE organization runs a very thorough process of due diligence, and we know that they received over 1,300 initial applications. This
award helps us advance our R&D and has attracted a lot of attention to the company, opening new doors to new partnership opportunities as well.
TE: Also recently, Foresight Canada has announced the honorees for the second
annual Foresight 50, including Arca. Please talk to us about Foresight Canada, and tell us what it means to you to be included on that list?
PN: We are especially proud to be included in this list of Canada’s most investable cleantech ventures. Foresight is Canada’s cleantech accelerator, bringing together innovators, investors, government, and academia to create solutions to the world’s most pressing climate challenges.
TE: Prior to that, you also launched a partnership with Shopify’s sustainability fund. What is the goal of that partnership and how will it help you achieve your goals?
PN: Shopify is truly a climate leader. They have committed to get to net-zero and are investing in emission reductions and CO2 removal. Together with Stripe, Shopify has co-founded an organization called “Frontier Climate,” an association of pioneering climate leaders that are taking responsibility for their emissions. Under our contracts with Shopify and Frontier, we have committed to capture and permanently store nearly 1,000 tonnes of CO2 over the next two years.
TE: Finally, how does the future of net-zero look like to you?
PN: The world must rapidly decarbonize. We need to reduce emissions by 50% by 2030 and another 50% by 2050. But even that is not enough. We also need to begin to remove excess CO2 from the atmosphere. Tens of millions of people around the world are experiencing the negative impacts of climate change today. That is why we work with the producers of the critical metals and minerals that are essential for the clean energy transition and help them transform the by-products of their mining operations into a positive climate solution that can capture CO2 from the atmosphere and return it to the ground. CMJ
This interview is complimented by a video interview with Greg Dipple, head of science and co-founder of Arca, that will be posted on the Northern Miner website.
For more than 30 years, Andy Haynes, WSP Canada’s senior vice-president, mining, has been immersed in the sector. Now, as the mining industry reaches a critical time in its history, striving to meet the demands for materials for a clean energy future, while trying to significantly reduce its own environmental footprint, Haynes reflects on the impact of WSP’s acquisition of Golder, the industry’s challenges ahead, and the path for success for mining in Canada.
The acquisition of Golder allowed WSP to expand its footprint in the Canadian market. How has the combined expertise from both companies allowed you and your team to better serve your clients?
> Golder brought strong client relationships in western Canada and Ontario that complemented the WSP relationships in Quebec. The combined client portfolios are now strong across Canada and are well-linked through a global mining platform.
Golder brought the industry’s best capabilities and capacity in several areas including mine waste management, water, and underground rock mechanics. Combining these and other areas of mutual capabilities in the mining sector and linking to WSP’s expertise in mineral processing and mine infrastructure has enabled us to assist clients to solve a broader portion of the challenges they face today and those they anticipate facing in the future.
Adding in the recently acquired environment and infrastructure team from Wood has further enhanced our teams, including environmental expertise to deliver industry-leading solutions for environmental protection and restoration measures.
Where have you seen the recent introduction of technologies and innovations that are improving operational efficiency?
> I think there are a few areas where we have seen new technologies that improve operations. The introduction of digital tools, such as 3D site mapping, has been an important development. It allows us to share operational designs with clients, identify risks, and create better overall site plans from an energy, transportation, and environmental perspective.
Advancements in water conservation, including tailings dewatering, has allowed the sector to take an important step forward in reducing the amount of water needed to mine.
We are seeing more and more electric vehicles utilized on mining sites throughout Canada in both surface and underground applications. This is allowing some operations to create a notable reduction in carbon emissions.
The progress the sector has made with deep and mass mining, including block caving, is also worth noting. This can bring significant improvements in operational efficiency, while also significantly reducing the surface disturbance compared to open-pit methods.
We have seen a real commitment from the mining sector to reduce its overall environmental footprint. What steps is the industry taking to continue that effort?
> Two things mentioned earlier that have been real areas of focus: water conservation and electrification. Mining companies have significantly minimized the impact their operations have on water resources, both in and around the mine, using new technologies and advancing the state of practice in water stewardship. Electrification brings obvious reductions in fuel use and carbon generation. Many companies are changing or exploring ways to reduce the impact of the transport of the mined products, largely through substitution of fuel types.
An ongoing emphasis on the life cycle impacts, including reclamation costs and end land use, means early decisions are made with the eventual closure of the mine in mind. We are seeing that mine design options with the lowest total environmental footprint are getting strong consideration during the project planning process.
There is a real commitment to ESG at the highest levels, including many companies linking executive performance to ESG performance. That is really the next step, looking beyond just the environment, and adding in social and governance factors as well. Leaders across organizations are expected to work diligently to improve the ESG performance of mine sites, finding ways to reduce impacts, and risk at all stages of project development and execution, but also to identify opportunities for improvements – thinking net positive, not just net zero.
The demand for mining in Canada is growing, as the need for critical minerals to supply low emissions technologies is rapidly increasing. Is the mining sector poised to meet this increase in demand? What is still needed?
> Canada is a resource rich nation, hosting many of the critical minerals and metals required for the green transition. The mining sector in Canada is well-positioned to support the growing needs of society through the responsible mining of these resources, following progressive protocols such as the Mining Association of Canada’s Towards Sustainable Mining or International Council on Mining and Metals (ICMM).
We recognize that the development of new resources is a choice that Canada makes, and our country’s permitting and review processes are intended to assist with making appropriate choices, such that new developments are those which are performed responsibly, and which provide appropriate longterm value to communities. However, many would argue that the permitting process is arduous, which can be a deterrent to potential developers who feel that the timeline between identifying a feasible resource and developing that resource can be so extensive and/or uncertain that development of resources outside Canada may become more attractive. Obviously, we desire a good balance between a process that protects the environment and provides long term societal value to Canada with timelines that are reasonable.
We have seen greater integration of Indigenous communities in mining projects across Canada. How does the sector continue to ensure that it is having a positive social impact on communities affected by mining operations?
> ESG frameworks, which focus on environmental, social, and governance factors, are critical to ensuring that projects have positive social impacts. The environmental aspect is well-advanced and understood, and now we are seeing an increasing focus on the social aspects of mining projects, which have the potential to create positive opportunities. Many mining companies have developed advanced community partnership models with Indigenous communities. These take various forms, but often include mechanisms where the local communities are active participants in the development and operation of mining projects. In fact, the mining industry is the largest private sector employer of Indigenous People, according to MAC’s 2021 Facts and Figures report. However, there is no doubt that this aspect is never a simple or standard approach. Only through direct involvement and consultation, aligning with United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP), can we determine what constitutes a positive social impact for local communities. CMJ
The mining industry is the largest private sector employer of Indigenous People, but we need to determine what constitutes a positive social impact for local communities.
Ihave thought several times about what went wrong that day. I have been working in underground mining for many years and have always been mindful about safety. I have never had a close call.
Soon after the incident, I was able to single out the root cause. Surprisingly, it was something remarkably simple: I made a wrong decision. There was nobody to blame but myself. My company has safety systems in place, including continuous awareness and training on safety. I had multiple options at hand before the incident happened that morning, but I chose the wrong one. I could have waited where I had finished my job, which was a safe spot to be. I could have called my ride and told him to come and pick me up in that location. I could have stopped when I saw the mucking activity taking place in the drift, put my gear down, and used my radio to call the scoop operator. I could have just gone back to a safe place and waited until the right moment to continue my journey. Lastly, I could have walked around the scoop on the operator’s side and not in straight line as I did. Choosing this path put me in the scoop’s blind spot. Yes, I had much better options, but for some reason I picked the wrong one. I
learned the hard way that no matter how much my company does for my personal safety, ultimately, I make the final call, and that call must always be the right one.
To feel more comfortable with myself, I could say that making mistakes is human and that I made a mistake because I am human. However, in this case I have to say that when it comes to your personal safety and the safety and wellbeing of your coworkers, you cannot make mistakes, period. You need to realize that safety is a priority and a value. Safety is about cherishing life, the greatest gift that was given to each one of us. Safety is about growing and nurturing
everything good that is inside of each one of us. Safety is the foundation of living a meaningful life. It must permeate every moment of your life, every step of the way, every decision, everything you do at work and away from work. Thinking of your personal safety as a value will ensure that you will always be safe and you will always keep your coworkers, your family, and your friends safe. You will know that safety is your personal value when you make only the right decisions related to your personal safety and the safety of those around you. You cannot leave it to chance that your life and wellbeing, as well as the lives and wellbeing of others around you, will be fine.
Finally, to summarize the lessons learned
1 When it comes to your personal safety, you make the final call and you can only make the right call, period.
2 Safety is a priority and a value. It must permeate everything you do every day
I made the wrong decision. There was nobody to blame but myself.
and every step of the way. You work safe because you are thankful for your life, the only and greatest gift ever given to each one of us.
3 Eliminate bad safety habits from your life. They will kill you one day. Shortcuts will work until one day they will not, and it will be too late. Instead, nurture good safety habits. They will keep you
alive and happy.
4 Pay attention to the behaviour and conditions of your coworkers. Someone may not be feeling 100% today, and he or she can put themselves at risk and put you at risk. Your coworkers may look the same day after day, but their behavior is driven by what is happening inside their minds. And that you do not know.
5 Always check your surroundings. Not just once, but always, continuously. Things and people are in a state of continuous change. It is not always evident until it is too late.
6 Always be defensive. Do not trust anything until you are satisfied that it is safe. You will never win a battle against a scoop, a truck, a man carrier, a piece of falling rock, or even a hammer.
7 The lifesaving rules are the voice of the dead, the voice of those who did not live to tell the story. Think of every sentence written in the lifesaving rules as being said by someone who was tragically taken away from life. The dead are asking you to please pay attention and do not make the same mistake they did.
8 The field risk assessments are not a formality, nor are they just paperwork. They are a reminder about the simple things where we can fail, those trivial things that we take for granted most of the time because they seem so obvious. When doing a field risk assessment, think about the real meaning of every reminder and how it applies to the task you are about to take. Reset your mind every time you start a new field risk assessment. Hazards are just waiting for you to make a mistake.
9 Maintain your workplace in good and safe condition. Good housekeeping will ensure that many hidden hazards are uncovered before they hit you. Housekeeping is not just an exercise to make a place to look pretty. It is an integral part of maintaining the workplace free of hazards. Never leave your workplace in disarray. The next person can be exposed to harm. You do not want to do that to your colleagues. And remember, the next person can be you.
10 Communicate with your team regularly about the condition of tools, equipment, and the surroundings; about your whereabouts, about your decisions regarding your tasks. Communication is like the blood stream in your body. It keeps all the parts healthy.
11 Wear proper PPE for the job. Make sure it is always in good condition. Make sure it is well-fitted and secured. I came out from the incident with just a few scratches because I was wearing my PPE and it was properly fitted. CMJ
The best company to route, plan, and design your connection to the grid is the one that is going to build it.
We have the experience, knowledge, and resources to take on any utility project, any size, any complexity, any place in Canada and the US.
» Argonaut Gold announced Marc Leduc, as COO.
» Beyond Minerals appointed Allan Frame as president and CEO.
» Calibre Mining appointed John Jory as VP geology, Nevada and Pedro Silva to VP exploration, Nicaragua.
Annie Sismanian Zeeshan SyedNewly announced president of Avalon Advanced, Zeeshan Syed has close to twenty years of multi-sector executive leadership experience. Syed has deep expertise as an international business development leader, a climate change negotiator, a nonprofit founder, and a natural resources regulator. He is credited with helping governments, institutional investors, multinational corporations and stakeholders understand how political factors shape energy markets and investment decisions.
Prior to joining Avalon in 2019, Syed was focused on publicprivate partnerships and management in public service, the nonprofit sector, and politics.
Ring of Fire Metals’ CFO Annie Sismanian is a chartered professional accountant with over 20 years of experience in finance, strategy and corporate development and started her career at PriceWaterhouse Coopers. Sismanian has held the CFO position at Kuya Silver previously, she was also VP of corporate finance and investor relations at Guyana Goldfields, vicepresident of corporate development at Hydro One, director at Kinross Gold and senior manager of budgeting and forecasting at Barrick Gold. She holds a bachelor’s degree in business and a masters degree in management and professional accounting.
Markus Schmit is the newest CEO of Beumer and joins the company with more than 30 years of industry experience and 18 years of executive experience. Schmidt has decades of experience and expertise in intralogistics automation, market segmentoriented strategy, understanding of the unique challenges facing operations throughout the North American market. Schmidt has a diploma from University of Cologne and has sought advanced education focused on leadership development at the University of California, Berkeley, the University of Virginia, Darden School of Business and the University of St. Gallen.
» Canada Silver Cobalt Works named CEO Frank J. Basa, as president and CEO of Coniagas Battery Metals
» Carlyle Commodities appointed Andrew Brown as its corporate secretary.
» CDN Maverick Capital named Raul Sanabria as VP exploration.
» Cerrado Gold appointed Clinton Swemmer as chief technical officer.
» Defiance Silver named Douglas Cavey as executive VP.
» E-Power Resources appointed James Cross as president and CEO, and Jamie Lavigne as VP exploration.
» E3 Lithium named Greg Foofat as manager, investor relations.
» First American Uranium announced Shawn Balaghi as CEO.
» Frontier Lithium appointed Graeme Goodall as VP of operations.
» G Mining Ventures announced Dušan Petković as senior VP, corporate strategy.
» Greenland Ruby appointed Arnt-Eirik Rornes as CEO.
» Highlander Silver named Leandro Echavarria as VP exploration.
» Honey Badger Silver appointed Brian Briggs as interim CEO.
» IsoEnergy named Darryl Clark as VP exploration.
» K92 Mining promoted Chris Muller to executive VP exploration.
» Mantaro Precious Metals appointed Darren Hazelwood as CEO.
» Maple Gold Mines announced Paul Harbidge to its technical committee.
» Newmont announced Natascha Viljoen as VP and COO.
» New Pacific appointed Andrew Williams as president.
» Newpath Resources appointed Douglas Turnbull as CEO.
» Nexus Gold appointed Milad Zareian as CEO.
» O3 Mining announced CFO Elijah Tyshynski as corporate secretary.
» Premium Nickel Resources appointed director Sean Whiteford as president.
» Pure Energy Minerals announced Xavier Wenzel as CFO.
» Ring of Fire Metals appointed Kristan Straub as CEO.
» Royal Road Minerals announced Ivan Devia as VP America.
» Silver Hammer Mining named Peter A. Ball, president and CEO and director.
» Skeena Resources appointed Scott Fulton as VP of construction and engineering.
» Smooth Rock Ventures appointed Mohammad Fazil, as company director.
» Soma Gold appointed Mark J. Bren as VP operations.
» Star Diamond announced Richard Johnson as CFO.
» StrategX Elements named Gary Wong, VP of exploration.
» Trillium Gold Mines named Jeffrey O’Neill as CEO.
» Viscount Mining appointed Scott Davias its new CFO.
» Vizsla Silver announced Michael Pettingell as senior VP, business development and strategy.
» West Red Lake Gold announced William Robinson as VP exploration and Amandip Singh as VP corporate development.
» White Pine Precious Metals appointed John Marma as president and CEO.
» ZebNickel announced Richard Montjoie as interim CEO.
» Arcland Resources appointed Tim Sun as director.
» Ascot Resources named José Néstor Marún and Stephen Altmann to its board.
» Beyond Minerals announced Michelle Dececco as director.
» Blue Moon Metals accepted John McClintock’s resignation as a director.
» Blue Star Gold appointed Don Collie as a director and non-executive chair.
» Burin Gold appointed Tom Panoulias and Douwe van Hees as directors.
» Dynacor Group announced Cyril Gradis has joined the board.
» Euromax Resources named Ali Vezvaei as non-executive director.
» F3 Uranium named Chris Hilditch to the board.
» Fission Uranium appointed Beatriz Orrantia to the board.
» Foran Mining appointed Majd Bakar to its board.
» Fury Gold Mines named Brian Christie as an independent director.
» Gratomic appointed Bruno Baillavoine as chair of the board.
» Iamgold appointed Christiane Bergevin to the board.
» Jourdan Resources appointed Robert Bryce to the board.
» LithiumBank appointed Paul Matysek as executive chair.
» Mawson Gold named Bruce Griffin as independent director.
» Millennial Potash appointed Farhad Abasov as chair.
» New Destiny Mining named Brad Kitchen as a director.
» Nicola Mining’s co-CEO Brent Omland has joined the board.
» Northern Dynasty Minerals added Siri C. Genik to its board.
» Nova Royalty announced Douglas Silver as independent director.
» Orea Mining added Rock Lefrançois to the board of directors.
» Origen Resources appointed Thomas Hawkins as managing director.
» Patriot Battery Metals named Mélissa Desrochers to the board.
» Pedro Resources announced Ronald Mercier, Will McInnes and Kent Couillard as directors.
» Rockhaven Resources appointed Loralee Johnstone as director.
» Sherritt International named Anna Ladd-Kruger to its board.
» Snowline Gold appointed Calum Morrison to the board.
» Strathmore named Jamie Bannerman to the board.
» Strathmore Plus Uranium appointed John DeJoia to the board.
» Talisker Resources appointed Christy Smith and Robert Power as directors.
» TRU Precious Metals appointed Manish Z. Kshatriya as chair.
» Visible Gold elected Martin Dallaire, Sylvain Champagne, Pierre Vézina and Sébastien Bellefleur as directors.
» Wesdome Gold appointed Louise Grondin to the board.
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