Canadian Mining Journal February 2020

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MINING IN

Ontario OMA TURNS 100 RED LAKE REVIVAL SUDBURY’S GLOBAL REP FOR TECH FEBRUARY/MARCH 2020 | www.canadianminingjournal.com | PM # 40069240

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CANADIANMINING

FEBRUARY/MARCH 2020 VOL. 141, NO. 2

JOURNAL

FEATURES 53

Centerra Gold leads the way on implementing the Responsible Gold Mining Principles.

CMJ 58

CostMine’s analysis of how mining salaries compare in Canada and the U.S.

RED LAKE REVIVAL 18

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Great Bear Resources finds high grade gold in the ‘wrong rocks’ at its Dixie project.

24 Evolution Mining is the latest Australian miner to look to Canada for growth – this time in the storied Red Lake gold camp.

CANADIAN MINING JOURNAL

29 OMA 100th Anniversary 30 Ontario Mining Association president Chris Hodgson

24

discusses the #ThisIsMining campaign.

32 OMA members share their experiences in mining.

39 Peter Xavier, OMA Chair, on the mining industry’s legacy of community building in Ontario.

40 A photo essay on the re-greening of Sudbury.

SUDBURY/NORTH BAY INNOVATION CLUSTER 43

Paul Bradette of SAMSSA outlines the role of northern Ontario’s mining supply and service companies in the future of mining.

44

North Bay-based Miller Technology expands its electric vehicle options for underground mines.

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CEMI seeks to accelerate advance rates in underground mines.

DEPARTMENTS 4 EDITORIAL | The OMA reaches out to young Canadians.

6 UNEARTHING TRENDS | EY’s Theo Yameogo explores how process mining can help miners get measurable value from data.

8 CSR & MINING | Jane Church and Carolyn Burns of NetPositive discuss

how mining companies can build the personal relationships that lead to better collaboration.

10 LAW | Robert Mason of Norton Rose Fulbright details the turnaround story of the Lac des Iles mine and what it could mean for other platinum projects in Ontario.

12 FAST NEWS | Updates from across the mining ecosystem.

16 GENERATION NEXT | Putting the spotlight on the new generation of miners.

www.canadianminingjournal.com FEBRUARY/MARCH 2020

ABOUT THE COVER

Glencore Sudbury Integrated Nickel Operations’ Nickel Rim South mine, in Sudbury, Ont. CREDIT: GLENCORE SUDBURY INO

Coming in April Canadian Mining Journal looks at water management and dewatering technology.

For More Information

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

CANADIAN MINING JOURNAL |

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FROM THE EDITOR FEBRUARY/MARCH 2020 Vol. 141 – No. 2

CANADIANMINING OMA campaign reaches out to young Canadians Alisha Hiyate

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ncorporated on Feb. 20, 1920, the Ontario Mining Association is celebrating its Centennial this year. The association’s mission at the time of formation was to promote mining and support its members, as well as pursue educational and charitable initiatives.

While the OMA’s purpose hasn’t changed, the mining industry has. Advances in technology, more stringent environmental regulations, and an enormous increase in safety, have and continue to transform mining.

Yet, the OMA is not focusing on the last 100 years of mining history in the province in its 100th Anniversary campaign. Rather than a conventional campaign designed for initiates of the mining industry who already understand the critical importance of mining to the economy and to modern life, the association has chosen to appeal to a younger demographic in its messaging.

Outreach to younger generations, who generally have very little knowledge of and exposure to mining, is a challenge. Still, communication with young Canadians is crucial to the industry as they represent the sector’s future personnel and leadership, as well as future regulators, and are key to maintaining our licence to operate.

The themes of the OMA’s #ThisIsMining campaign are based on the knowledge gaps younger Canadians have around mining and what they want to know about the sector, including: technology in mining; inclusiveness and diversity in the sector; its sustainability record and efforts; the opportunities for adventure that come with a career in mining; and mining’s legacy of community building in Ontario.

The OMA, which is airing its “adventure” video series during the Ontario Hockey League’s 2019-20 season, says the response to the campaign so far has been overwhelmingly positive.

“People really respond to the authenticity and personal nature of the stories we’ve been sharing,” says OMA president Chris Hodgson. “A lot of our mining ambassadors are millennials themselves, so they instinctively understand what will resonate with our audience.”

Key to the success of the campaign is the support of OMA members – both in promoting the campaign in their own communities, and in sharing their stories.

“We are very excited to continue to see the creativity, curiosity and feedback that this campaign is inspiring,” Hodgson says. “It has been especially rewarding to see people who are not directly involved in the industry, but who have been positively impacted by mining, get involved and share their stories with us. We’ve also received some really good questions from our social media followers and the constructive dialogue that flows out of that is really encouraging.”

Also in this Ontario-focused issue, we report on the nascent revival of the famous Red Lake gold camp. Not only do we have an Australian company making an acquisition – Evolution Mining buying Newmont’s Red Lake operation (see page 24), we also have the story of Great Bear Resources, a junior that’s developing a new understanding of Red Lake geology that may point to untapped potential in the camp (see CMJ page 18).

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MINING JOURNAL

225 Duncan Mill Rd. Suite 320, Toronto, Ontario M3B 3K9 JOURNAL Tel. (416) 510-6789 Fax (416) 510-5138 www.canadianminingjournal.com Editor-in-Chief Alisha Hiyate 416-510-6742 ahiyate@canadianminingjournal.com Twitter: @Cdn_Mining_Jrnl

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News Editor Magda Gardner CANADIAN MINING JOURNAL mgardner@canadianminingjournal.com Production Manager Jessica Jubb jjubb@glacierbizinfo.com Art Director Barbara Burrows Advisory Board David Brown (Golder Associates) Michael Fox (Indigenous Community Engagement) Scott Hayne (Redpath Canada) Anthony Moreau (Iamgold) Gary Poxleitner (SRK) Manager of Product Distribution Jackie Dupuis 403-209-3507 jdupuis@glacierrig.com Publisher & Sales Robert Seagraves 416-510-6891 rseagraves@canadianminingjournal.com Sales, Western Canada George Agelopoulos 416-510-5104 gagelopoulos@northernminer.com Toll Free Canada & U.S.A.: 1-888-502-3456 ext 2 or 43734 Circulation Toll Free Canada & U.S.A.: 1-800-387-2446 ext 3505 Group Publisher Anthony Vaccaro Established 1882

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

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

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

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

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

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

Subscriptions – Canada: $51.95 per year; $81.50 for two years.

USA: US$64.95 per year. Foreign: US$77.95 per year. Single copies: Canada $10; USA and foreign: US$10. Canadian subscribers must add HST and Provincial tax where necessary.

HST registration # 809744071RT001.

From time to time we make our subscription list available to select companies and organizations whose product or service may interest you. If you do not wish your contact information to be made available, please contact us via one of the following methods: Phone: 1-800-387-2446 ext 3505; Fax: 403-245-8666 ; E-mail: jdupuis@jwnenergy.com Mail to: Jackie Dupuis, 2nd Flr. 816–55th Ave. N.E. Calgary, Alberta T2E 6Y4.

We acknowledge the financial support of the Government of Canada.

www.canadianminingjournal.com

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UNEARTHING TRENDS

Mining for measurable value from data

By Theo Yameogo

M

onetary or not, many sectors have been able to attach value to the data they collect and use. Search engines can put a value on data because they sell it to organizations.

Telecoms can put a value on data because they can share a user’s location. Retailers can monetize data because they can generate sales from targeted advertisements. But mining and metals organizations have yet to really put a value on data.

Generating measurable value from data remains an untapped opportunity for the sector. Digital and data optimization was, again, one of the EY Top 10 business risks and opportunities for 2020. It’s not that mining and metals companies aren’t becoming digital. They’re simply stalled on how to take the next steps. We hear frequently from clients that obtaining the right data and making it actionable are critical components to unlocking value from digital investments. Although we’ve seen great strides – with success stories such as digital twins and integrated operations centres – now is the time to shift focus. Companies need to better manage the data from these business models and processes to extract maximum value.

The first step is having a deep understanding of what data is available, and then differentiating between what data is valuable versus merely transactional. Process mining could be the answer to that.

At a high level, process mining is a set of analysis tools used to understand the actual behaviour and performance of business processes by looking at the transactional data (events) recorded in common IT systems (event logs). This allows companies to analyze the current state of business process performance, identify areas of improvement and assess the results of future process improvements. Therefore, process mining can help predict faulty assets leading to preventative maintenance, identify more efficient routes for haul trucks and optimize train speed from sensors to maximize time from pit to port, among other things.

Although this concept is new for the sector, it is achievable if organizations are committed to developing a data-driven culture. This four-phase approach can help realize data value:

a process model baseline. Identify end-to-end, 1in Develop enterprise-wide processes that have been modelled and held a process model repository or modelling tool. Organizations

have traditionally struggled to keep process models updated, 6 | CANADIAN

MINING JOURNAL

however, process mining allows for automated discovery and visualization of process models through analysis and interrogation of transactional data.

Process data value chain (current state). Map the process 2approximate model baseline to all underlying datasets and associate an business value to each to create the process data value chain. This shows the links between processes and the datasets required within those processes.

Value chain innovation map. Identify potential innovations 3optimizations. across the value chain, enabled by data and realized as process By developing use cases using AI, advanced analytics and intelligent automation, organizations can start to visualize, and rapidly understand, key problems or opportunities.

Future state process model. Embed value chain innovation 4models.” into enterprise process models to create “future state process Each data-driven innovation can be mapped to an

existing step in the process. This highlights the potential for automation, or for using advanced analytics to transform decision making through more accurate and earlier predictions.

Process mining can define and quantify the internal value of data, but also identify opportunities for data to drive innovation over the long-term – providing executive management with a clear view of what data is valuable and where investments should be made.

CMJ

THEO YAMEOGO is the EY Canada Mining & Metals co-leader. He is based in Toronto. For more information on digital and data optimization, visit www.ey.com/miningrisks.

www.canadianminingjournal.com

Canadian Mining Magazine 8.125 x 10.75 (Canada Specific).pdf 1 08 Jan 2020 23:41:16

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CSR & MINING

Building personal relationships that lead to better collaboration

By Carolyn Burns and Jane Church

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We often participate in the same type of events and conferences. If you’re interested in building new relationships think about who isn’t at the events and conferences you go to. Perhaps you want to build more relationships with community stakeholders but you only attend technical or industry events.

Where do other people gather or go to learn? Can you ask to join those activities?

who you want to collaborate with and why 1localIdentify We tend to get stuck working in silos. Yet collaboration with stakeholders is critical, particularly when trying to achieve

ences. If you’re interested in building new relationships think about who isn’t at the events and conferences you go to. Perhaps you want to build more relationships with community stakeholders but you only attend technical or industry events where community stakeholders do not attend. Where do other people gather or go to learn? Can you ask to join those activities? There are more and more multi-stakeholder forums such as the Devonshire Initiative and the Extractive Industry Transparency Initiative that offer opportunities to meet people from other stakeholder groups. These types of forums can be an effective way to hear from other stakeholders and understand their perspectives and experiences. The Prospectors & Developers Association of Canada convention also offers opportunities to hear presentations or meet people from multiple stakeholder groups. It can be intimidating to go to a session that isn’t in your field (and you might not know all the jargon!) but it is a useful way to hear different perspectives and ideas.

n the Jan 2020 issue of Canadian Mining Journal, we wrote about the importance of partnership and collaboration to achieve sustained positive social outcomes in the mining context. Mining is a catalyst that brings together people from many different stakeholder groups including local communities (who also may be rightsholders) and all the sub-groups that make up local communities; different levels of government; companies; civil society organizations and NGOs. An approach to mining that supports sustained positive outcomes is not possible without collaboration and partnership. It is not enough that stakeholders are willing to work together – they must put that willingness into practice.

But, the idea of partnership is much easier said then done.

Many organizations want to pursue a collaborative approach, but don’t know how to get started. Often the easiest first step is to build relationships at an individual level which can then support a broader, more systematic approach to long-term collaboration.

social goals, such as implementing an effective local content strategy or developing a local workforce for a mining project, is critical. The first step to collaborating is identifying which organizations or individuals would be helpful to reach out to, get information from, or involve. Then, be clear on why you want to collaborate with them. You may not know yet what the end result of collaboration will be and your purpose for collaborating may be fairly basic to start, such as just gathering information.

Taking the time to prepare and understand your own interests in collaboration will make any outreach you do more effective. to your own personal and professional network 2whoLook Often times we have individual relationships with people can connect us to other organizations or stakeholder

groups or at least provide the big picture understanding that makes new relationships easier. Who do you know in your personal or professional life that could give you insight into a government body, NGO, company or community?

3

Get out of your comfort zone We often participate in the same type of events and confer-

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MINING JOURNAL

Spend time with people 4between Collaboration requires communication and a degree of trust individuals. That is hard to develop if your interactions are transactional. Spend time with the people you want to build relationships with in informal or social settings. This gives individuals the opportunity to open up, get to know each other and www.canadianminingjournal.com

build an understanding. When you’re invited to a community cultural event, a company social or asked to sponsor a sports team, use that as an opportunity to get to know people and build trust.

Be honest 5especially Building relationships with new people can be awkward, if you don’t have any history. Be honest with people about your objectives. Acknowledge that you’re trying to get to know people from other stakeholder groups in order to support better collaboration. This will provide context and set people at ease.

your privilege 6actual,Check Every relationship has a power dynamic. It can be based in codified authority (e.g. a boss or judge) or unseen power related to historical relationships, education, experience and identity. For example, in Canada as in many countries, mining companies and government officials must be aware of the power dynamics between Indigenous and non-Indigenous communities that is rooted in centuries of colonialism and governance systems that have excluded Indigenous communities from land use planning and decisions. It is equally important to understand the power dynamics within stakeholder groups, including the dynamics between elected people and community members, executives and managers and other employees. When you are interacting with someone new be mindful of the power dynam-

ics. How are you contributing to a real or perceived dynamic that is unequal? Power dynamics can be overt, but more often than not they are subtle – rooted in specific words, body language and social norms. Acknowledging your privilege or role in supporting those dynamics is an important first step in creating an open and balanced relationship.

Collaboration at an individual level – from person to person – builds the foundation for collaborative relationships on an organizational level. But it’s only the first step. Achieving positive social outcomes (whether that be improved local hiring and contracting, greater economic growth, strengthened environmental impact management, or just better stakeholder relationships) requires more systemic collaboration between mining companies, communities, the private sector, government, and civil society groups. As such, there are limits to only relying on individuals to collaborate. When those individuals leave an organization, relationships may be lost. Or, new organizational strategies may emerge that don’t take into account the collaborative relationships and programs that have been developed.

Collaboration between mining companies and their affected stakeholders in particular needs to be institutionalized and made a part of the company’s systematic approach to stakeholder relations and social performance.

CMJ CAROLYN BURNS is director of operations at NetPositive, a non-profit that works with diverse stakeholders to help local communities see sustained positive outcomes from mining.

JANE CHURCH is a co-founder and director of collaboration with NetPositive.

Reinforcing Progress

The world relies on mining for raw materials to drive human progress. And mining companies rely on us to drive their progress underground. By reinforcing their mines, safeguarding their people and protecting their investment, we help keep their mines open to supply precious metals and minerals to help the world advance. We reinforce progress – for our customers, and for the world.

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CANADIAN MINING JOURNAL |

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LAW

Palladium and an Ontario mining success story

By Robert Mason

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MINING JOURNAL

www.canadianminingjournal.com

Photo: claffra, iStockimages.com

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alladium has been making headlines of late with the scarce metal surging past gold to hit a record high, the rally in part driven by concerns over Russian and South African supplies. Just a few years ago, in February 2016, prices fell to as low as US$482 per oz. Since that time, however, they have increased by almost 400% to sit today at about US$2,300 per oz. This is a remarkable increase over such a short period of time, due largely to growing demand from the automotive industry for use in emissions-reducing catalytic converters. Canada produces little palladium, but it boasts an incredible success story.

Thanks to the meteoric rise in palladium If PGM prices remain at historic levels, then it is prices, the value of the Lac des Iles mine inevitable that other PGM projects in the province near Thunder Bay has increased many times over during the last three years, cul- will attract considerable attention. One possible minating in the project’s sale to Impala beneficiary of the PGM price explosion is the Marathon Platinum for $1 billion last fall. palladium-copper project near the town of Marathon.

The Lac des Iles platinum group metals (PGM) mine, previously owned by North American Palladium (NAP), has been in production for 25 years. In April 2015, NAP announced a arounds in recent memory in Ontario, driven by unprecedented significant recapitalization and restructuring transaction in the palladium price increases and strong operational performance. face of an unmanageable debt load. At that time, palladium was But what does the future hold for PGM mining in Ontario? trading at approximately US$765 per oz. NAP undertook a If PGM prices remain at historic levels, then it is inevitable that major underground mine expansion, transitioning from long- other PGM projects in the province will attract considerable hole open stoping to the sublevel shrinkage mining method attention. One possible beneficiary of the PGM price explosion (SLS), which led to material increases in PGM production, is the Marathon palladium-copper project near the town of revenue and earnings before interest, tax, depreciation and Marathon, in northern Ontario, which was recently the subject amortization. It paid off. Last August, the mine reported the of a new joint venture. In January, Generation Mining released highest underground production in the company’s history at the results of a positive independent preliminary economic more than 7,000 tonnes per day for the quarter, as well as assessment (PEA), projecting development of the property could result in an operation producing 107,000 oz. palladium record revenue.

The market price for NAP shares rose from approximately annually over a 14-year mine life.

In any event, there is no doubt that continued demand for $5 per share in 2016 to more than $24 per share in 2019, with the minority shareholders of NAP ultimately receiving $19.74 palladium and other PGMs will continue to impact the futures of many mining projects across Ontario as entrepreneurs work per share as part of an acquisition by Impala Platinum.

During the unprecedented run in the palladium price, the Lac to take advantage of this extraordinary time for the precious CMJ des Iles project represented one of the few standalone PGM metal. projects in the world. So it was not a surprise that it was eventually swallowed up by one of the global PGM producers. NAP ROBERT MASON is a Toronto-based partner and the head of mining in Canada at Norton Rose represents one of the most remarkable mining project turn- Fulbright. For more information, please visit www.nortonrosefulbright.com

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FAST NEWS • COMMUNICATIONS |

Updates from across the mining ecosytem

RCT launches specialized underground Wi-Fi network

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utonomous solutions specialist RCT has released RCT Connect, the first digital Wi-Fi communications network designed specifically for machine automation and control in underground mines.

The product is designed to be user friendly and portable and can be installed into a production area and commissioned with minimal time and expertise.

RCT Connect has been designed to withstand the harsh conditions common in underground environments. The platform uses a coaxial cable which is able to transfer power and information to access points for up to 1.5 km before additional power insertion is required along the length of a drive.

This feature offers several major benefits over traditional Wi-Fi deployments; these include reduced configuration requirements and a simple installation with only two connections.

RCT Connect provides a connection to a ControlMaster area access control at strategic locations which then link into the mine-wide backbone to transfer information to a machine operator located in a ControlMaster automation centre on surface.

The platform operates at 2.4 GHz and is capable of carrying out remote diagnostics, live machine tracking and delivering

• COMMUNICATIONS |

RCT Connect units. CREDIT: RCT

live health and production data from the machine.

“RCT Connect is specifically designed to ensure uninterrupted communication between the machine and the operator regardless of location,” said RCT product manager, automation and control, Brendon Cullen. “The platform has very stable performance with low, consistent latency and so ensures reliable communications between command inputs from the surface station and subsequent

Ambra deploys LTE network at Scully mine

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mbra Solutions has deployed a new 5G-ready LTE network for Tacora Resources’ Scully open pit iron ore mine, enabling a new fleet dispatch system.

This is the first time a fleet dispatch system has been running fully on an LTE network in Canada. The network is also one of the first open pit LTE deployments outside of Australia.

This project leverages licenced band LTE technology to ensure interference-free wireless communication. With the design, configuration and testing offsite, installation of the main infrastructure on-site was complete within five days.

The LTE network was designed to ensure minimal maintenance with only two fixed transmission sites. The cost of deploying LTE is much lower than using mesh Wi-Fi

12 | CANADIAN

machine activities.”

The network has been tested at a mine site in Western Australia and was recently deployed in an underground mine.

RCT Connect can be sold as a standalone package or in conjunction with RCT’s ControlMaster automation products.

RCT is a global leader in smart guidance, teleremote and remote control automation solutions for the mining industry.

CMJ

MINING JOURNAL

technology. The lower price and the choice of LTE end devices (phones, sensors, modems) also makes this solution advantageous over Wi-Fi based technologies. The LTE network is entirely managed on-site and was configured for Tacora’s needs.

Propagation of a private LTE network was required for the 15-sq.-km area of the pit; with two LTE transmission sites covering an area of over 150 sq. km. This network will enable new IoT applications to monitor pumping stations and use low power IoT sensors at multiple locations. It can also be used to provide communication to all employees without needing a separate system.

Ambra Solutions is a world leader in the deployment of private LTE networks.

CMJ

www.canadianminingjournal.com

• CRUSHERS |

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Superior to introduce new products at CONEXPO

uperior Industries, a U.S.-based manufacturer and global supplier of bulk material processing and handling systems, will be introducing a dozen new products at CONEXPO-CON/AGG 2020 in Las Vegas in March, including the P500 model Patriot Cone Crusher.

The crusher is the newest model in Superior’s line of Patriot Cone Crushers and is engineered to operate most effectively at 500 horsepower (350 kW).

Other specifications unique to the P500 include a head diameter of 59 in. (1,500 mm), maximum feed opening of 13.5 in.

(343 mm) and closed side settings from 3/8 – 2 in. (10-50 mm).

Notable features of the P500 model cone include: • Inverted or reverse design of tramp relief cylinders ensure the hydraulic seals are not exposed to contamination during operation.

• Tramp relief system designed with fewer accumulators for less maintenance. An automatic pressure relief valve means additional protection.

The P500 Patriot Cone Crusher.

CREDIT: SUPERIOR INDUSTRIES

• Universal crushing chamber design requires no major, time-consuming change outs when transitioning from secondary to tertiary applications.

• If loss of clamping pressure, counterclockwise countershaft rotation causes crusher to open rather than turn down, which can cause significant damage.

Other new products Superior will be showcasing include a brand new conveyor drum pulley; a new Sentry Horizontal Shaft Impactor crusher, a new screen/ wash plant (the Portable Spirit Wash Plant) and a new drum-style conveyor pulley known as the Prime Mine Duty Pulley.

CMJ

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FAST NEWS • SOFTWARE |

Updates from across the mining ecosytem

Micromine releases Geobank 2020 for geological data management

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oftware provider Micromine has introduced new geological data management software product, Geobank 2020, which features significant additions and modifications to the popular product.

Geobank 2020 makes data management simpler and more efficient for geologists and engineers and has been designed in collaboration with clients and end users.

The product has been built with enhancements to provide users with a platform to interact with their geological data using creative intuitive interfaces and customizable forms.

“One of the most highly anticipated features of Geobank 2020 is the new form designer. The form designer streamlines and facilitates business processes and, in turn, increases data management accuracy and efficiency,” explained Ian Whitehouse,

Micromine’s Geobank 2020 software.

CREDIT: MICROMINE

product strategy manager.

“The ability to design and build forms also enables users to create intuitive interfaces and rich tools to produce better information. It’s about configuring our tools to facilitate our clients’ processes, rather than them having to

change their processes to fit our tools,” Whitehouse added.

With a new and improved licence manager, Geobank 2020 also gives users access to licence borrowing, activation and transfer functions.

The latest release also enables data sharing between all of the popular industry file types.

“Within Geobank 2020, it is possible to pass data parameters to third-party applications in a ready-to-work state. A ‘connector’ has also been included so Geobank 2020 offers full .dat unicode support,” Whitehouse added. “As a result, Geobank 2020 offers a dynamic, efficient and scalable software solution that will help companies of all sizes better record, access, review, integrate and utilize their essential geological data.”

CMJ

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WINNER’S JOURNEY FROM FOOTBALL TO MINING

By Alisha Hiyate

W

hen James Comeau began studying undergrad engineering several years ago at St. Francis Xavier University in Antigonish, N.S. – a program that allowed him to start at St. Francis Xavier and finish his degree at Dalhousie University in Halifax – he was “a football player that was good at math.”

Then, two things happened. First, he was introduced to the mining industry when – almost at random – he picked mining as his engineering discipline.

“I really had no background information going in but then as soon as I got into it, I really loved the problem-solving aspects and the complexity of the issues with it,” Comeau says.

The other disruptive event came in the form of an injury.

“I herniated two discs in my lower back and that basically 16 | CANADIAN

MINING JOURNAL

ended my career there. Up until that point I was a big boy, I used to play Centre – I was 320, 330 lbs. so I herniated my lower back and all of a sudden, football was over and I was really in rough shape.” Comeau got himself back to health and being pain free over the course of a year and half, and lost 150 lbs. while studying engineering and working a full-time job.

It was that story of perseverance, along with exceptional www.canadianminingjournal.com

grades, and leadership roles as president of the CIM student chapter at Dalhousie, president of the Mining Society and captain of the Mining Games team, that landed Comeau the Peter Munk scholarship last November through Young Mining Professionals. Funded by Barrick Gold, the $10,000 scholarship is awarded to a student who embodies the entrepreneurial spirit of the gold giant’s founder.

Asked to comment on why Comeau was chosen, Barrick’s three-person selection committee said: “We’re impressed with James’s academic excellence, extra-curricular involvement, and his perseverance when overcoming his injury.”

Comeau will get the chance to interview with Barrick as part of his scholarship – a chance that he says would be exciting both because of the travel opportunities that come with working for a big mining company and for the chance to gain exposure to the “latest and greatest” advanced mining technology.

Originally from Alberta, Comeau says the unique challenges of underground mining – which he got to see firsthand during a 16-month co-op placement at Trevali Mining’s Caribou mine in New Brunswick, are what drew him away from the oilsands or conventional open pit mining.

“Every case is so specific and unique from the ground up, even the geology, that you really have to approach every scenario in a mine as a completely isolated incident. You can draw similarities but at the end of the day it’s really whatever you see in the data that you collect, and there never is enough data,”

Comeau says. “I like solving problems where you have not a lot to go off of and then actually getting to see it unfold in person when you’re underground– it’s not month long timelines – you’re blasting that tomorrow.”

The level of technology being used in mining operations was a bit of a shock for Comeau, who as a 25-year old, has grown up immersed in technology.

“In some cases it was like the stone ages,” he says. “You’re writing on paper.”

Technology and the changes it’s bringing to the mining industry are what’s most exciting to Comeau.

“All the ways that we do things are going to change very quickly. I consider myself and people my age to be a new generation of mining engineers that, while we learn a lot from older engineers and people in senior roles, I think that the book is going to get rewritten here pretty soon with technology. We’re at a place where it’s close, it’s almost there – but I really think it will be people my age who have grown up with some of these things, (that make the change).”

Comeau will graduate with a business accounting degree as well as mining engineering in May. CMJ This is the first in a new series CMJ is starting profiling some of the young people in mining who represent the next generation of the industry.

If you have suggestions for our next profile, please email ahiyate@ canadianminingjournal.com.

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RED LAKE REVIVAL

Great Bear

UPENDS THE RED LAKE MODEL Systematic exploration reveals high grade gold in the ‘wrong rocks’ at Dixie

By Alisha Hiyate

I

t wasn’t easy for Great Bear Resources to scrape enough money together for its first drill program at the Dixie project in Red Lake, Ont., in 2017.

The company, relying on financing from a few shareholders, including president and CEO Chris Taylor and vice-president exploration Bob Singh – plus a crucial $100,000 Junior Exploration Assistance Program (JEAP) grant from the province of Ontario – managed to cobble together

18 | CANADIAN

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$200,000 for an extremely modest 1,000metre drill program.

“It was very difficult early on to get the funding,” Taylor says. “People didn’t believe in the project.”

While the project had already seen 171 holes drilled by previous operators, Great Bear’s fifth hole at Dixie returned the best intercept to date: 10.4 metres of nearly 16.84 g/t gold.

Since then, the company has made several discoveries at Dixie and this year, it’s conducting a fully funded $21-million exploration program, and planning more

than 100,000 of metres of drilling with four to five drill rigs.

“What we really want to show everybody by the end of the year is that we have a very significant mineralized zone that has few parallels in terms of dimension and gold endowment in the country,” Taylor told CMJ late January. “That’s our primary goal and it’s ultimately the drill rig that turns that concept into reality.”

www.canadianminingjournal.com

LEFT: Great Bear Resources is conducting a $21-million drill program at Dixie this year.

RIGHT: Chris Taylor, president and CEO of Great Bear Resources CREDIT: GREAT BEAR RESOURCES

‘The wrong rocks’ How did Great Bear go from struggling junior to having $30 million in the bank, a market cap of over $400 million and a share price above $9 a share at press time?

It has to do with the company’s methodical approach, led by Taylor, a structural geologist by training, and Singh, a computer model-driven explorationist.

There were several reasons there were few early believers in Dixie’s potential.

The project had quite a few strikes against it: though only a 15 minute drive from downtown, it was southeast of Red Lake – not in the same area where so many of the gold deposits in the mining camp are clustered. There’s also very little bedrock exposure on the property, so it was uncertain whether it contained the “right type of rocks” from the Red Lake model perspective.

In fact, some of the historic work had turned up felsic volcanics and sediments, light-coloured rocks that are different chemically from the dark-coloured mafic and ultramafic rocks found at the main mines in Red Lake, and definitely considered the “wrong rocks.”

However, early on in evaluating Dixie before acquiring the property in 2015, it became evident to Taylor and Singh that the existing data on the project was Drilling at Great Bear Resources’ Dixie project, in Red Lake, Ont., has turned up high-grade, near-surface gold. CREDIT: GREAT BEAR RESOURCES

FEBRUARY/MARCH 2020

What we really want to show everybody by the end of the year is that we have a very significant mineralized zone that has few parallels in terms of dimension and gold endowment in the country.

– CHRIS TAYLOR, PRESIDENT AND CEO, GREAT BEAR RESOURCES

flawed. Dixie had seen 171 holes drilled between 1984 and 2014. But even in zones that had typical Red Lake mineralization hosted in mafic rocks, previous operators made mistakes. While Teck did quality work at the project and made a discovery in the late 1980s (the 88-4 zone), juniors that subsequently explored Dixie didn’t have the tools or budgets to deal with the magnetic quality of the rocks in those zones.

“That rock is so magnetic, it’s difficult to line up the drill rigs properly if you’re just using a compass, and locate the drill holes accurately,” Taylor says. “Some of the holes were off by up to 80 metres and going the wrong direction.”

All of that meant that previous owners’ interpretation of the geology at Dixie, which was thought to contain disparate gold zones, could also be flawed.

“Bob replotted all the data and did up a quick three-dimensional model of the original zone,” Taylor recalls. “Instead of having, like previous groups have interpreted, a bunch of discontinuous lenses of gold – even though there were drill holes that were poorly recorded and going the wrong direction – you could still see that it was a very compelling sheet of gold mineralization going from surface down to about 450 metres and it looked like it would be a plane – like a predictable sheet of gold.”

With that realization, Great Bear acquired 67% of the project in 2015 and then the spent a year and a half relogging historical core, cleaning up, re-evaluating and reinterpreting the data to get a solid understanding of the geology before doing any drilling.

“We relogged all the historical core we could find, even when it was in the ‘wrong rocks’ and found high-grade visible gold in it. Then we began to realize that this big target that we had down the middle of the project was probably a very good gold host,” Taylor says, referring to the LP Fault. “That was part of the equation – we didn’t have a particular model in mind when we went exploring, we just followed the gold and followed the data.”

CONTINUED ON PAGE 20

CANADIAN MINING JOURNAL |

19

RED LAKE REVIVAL At the same time, Taylor restructured the company and brought it into John Robins and Jim Paterson’s Discovery Group (both Robins and Paterson are advisors), brought in a new board, and did a share rollback.

Discoveries Back to that fifth hole that Great Bear drilled at Dixie in 2017, which became the Dixie Limb discovery: “That was the best hole on the project to date and the reason we were able to drill it was because we understood, based on cleaning up the data carefully beforehand, that we had these predictable gold sheets of high grade mineralization and that really started to get the ball rolling,” Taylor said.

“We fixed up a lot of the historical data and ultimately began making a series of discoveries by not cutting any corners geologically,” Taylor says. “Oriented drill core, surveying all the drill collars, assaying holes top to bottom – that led to a sequence of major gold discoveries which have brought the company to where it is now.”

The company has made several discoveries at Dixie over the last three years, including the Dixie Limb zone (2017), Hinge zone in 2018 (which has returned up to 16.3 metres of 26.91 g/t Examining drill core at Great Bear Resources’ Dixie project, in Red Lake, Ont. CREDIT: GREAT BEAR RESOURCES

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gold), and the LP Fault deformation zone last year. Because of its size, the LP Fault has become the main target for this year’s drill program – it’s been drilled along 4 km of its interpreted 18-km strike length.

Results from the LP Fault have included: 18.2 metres of 10.32 g/t gold from 58.8 metres depth; 8.7 metres of 48.67 g/t gold from 251.6 metres depth; and 42 metres of 5.28 g/t gold from 90 metres depth. The LP Fault contains six zones: Viggo, Auro, Yauro, Yuma, GAP and Bear-Rimini.

Dixie Limb and Hinge have been drilled to a depth of about 500 metres and are still open. The LP Fault zone, about 500 metres away, has also been drilled down to around 500 metres.

The zone, which appears to get wider with depth, and return more high-grade intervals, is completely open, with the company conducting stepout, infill and step-down drilling.

It’s clear now that Dixie hosts two main styles of gold minwww.canadianminingjournal.com

We fixed up a lot of the historical data and ultimately began making a series of discoveries by not cutting any corners geologically.

– CHRIS TAYLOR, PRESIDENT AND CEO OF GREAT BEAR RESOURCES

eralization. The first is typical for Red Lake – high-grade gold in quartz veins and silica-sulphide replacement zones.

Hosted in mafic volcanic rocks and localized near regional-scale D2 fold axes, this is the type of mineralization found at Dixie Limb and Hinge.

The second type is high-grade disseminated gold within wider moderate to lower-grade zones. Hosted in light-coloured felsic volcanic rocks, this is the type of mineralization found in the LP Fault.

Previously, when explorers hit felsic rocks in Red Lake, they would stop the drill hole and move on as they were considered the “wrong rocks” to host gold.

“This had happened on our project,” Taylor says. “The LP fault, which is a multi-kilometre high-grade gold zone that has these big bulk-tonnage grade halos around it, they had drilled into that rock and because it was the light-coloured felsic volcanic rock, they had shut down the holes and hadn’t even assayed a lot of that drilling. There was high-grade visible gold in that rock that had been left there by past explorers but never assayed.”

‘Big scale’ All told, Great Bear paid only $210,000 for a 100% interest in Dixie with no underlying royalties. After acquiring the

Visible gold in core from the Dixie project.

CREDIT: GREAT BEAR RESOURCES

CONTINUED ON PAGE 22

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RED LAKE REVIVAL initial majority interest, it acquired the remaining 33% stake from Newmont (which had inherited the project through M&A) in 2017.

Interestingly, Great Bear hasn’t felt the need to rush to compile an initial resource for the project.

A first resource estimate is planned for early 2021 – by which time the company will have completed 200,000 metres of

drilling, in addition to drilling by previous operators.

Sure that it’s onto something big, Great Bear wants to ensure that its shareholders get exposure to any potential future production at Dixie – regardless of the owner – and has proposed to spin out a 2% net smelter return royalty on the project.

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A first resource estimate for Dixie is planned for early 2021 – by which time the company will have completed 200,000 metres of drilling. that looks very impressive, if, in the future we become an acquisition target, we want to make sure our shareholders that put all this risk equity in very early on in the discovery process benefit over the long term,” Taylor says.

As royalty companies are some of the most profitable businesses in the mining space, shareholders could reap substantial rewards from the spinout, which won’t be listed right away.

“Based on the size of the system that we’re looking at right now, the only parallels that we can really point to are big deposits that we know about from other areas,” Taylor says. “Geologically, we have some very strong similarities to the Hemlo camp. That’s also felsic geology hosted, it’s disseminated high grade gold in predictable sheets along a strike length of about 2.6 km whereas we already have a drilled strike length of more than 4 km.”

Revisiting Red Lake geology The company’s new understanding of Red Lake geology has been a “gamechanger,” Taylor says – and the industry is paying attention.

“Most of the gold that we found has been in “the wrong rocks” – these felsic rocks,” he says, noting that there are belts of felsic rocks across the Red Lake area that are underexplored.

“It may be that the rocks themselves are not the key factor – it’s the big fault zone that goes down to the bottom of the continental crust which has all of our gold in it,” Taylor concludes. “But it has opened people’s eyes to the fact that there’s a new story to be told in the Red Lake area which doesn’t fit into the old CMJ models.” www.canadianminingjournal.com

RED LAKE REVIVAL

Evolution looks for growth in storied

Red Lake camp

Australian mid-tier plans to invest in exploration, implement ore sorting

By David Godkin

T

he two companies’ announcements couldn’t have been more upbeat.

“Evolution is excited to be adding Red Lake to its portfolio,” enthused Evolution Mining’s executive chairman, Jake Klein. “Red Lake is an under-capitalized asset which, through a committed investment in development and exploration, is intended to become a cornerstone 24 | CANADIAN

MINING JOURNAL

asset in the Evolution portfolio.”

“This transaction both strengthens our balance sheet and provides ongoing exposure to new discoveries at Red Lake,” echoed Newmont president and chief executive officer Tom Palmer.

Comments by both company heads may go a long way to encouraging Evolution’s shareholders to support closure of the

acquisition, expected in March.

The deal occurs in the wake of mergers by precious metals miners last year, including Newmont Mining and Goldcorp; Barrick Gold and Randgold Resources; and Pan American Silver and Tahoe Resources to compete with gold exchange-traded funds (ETFs) and boost their dividends. But to do that, some, www.canadianminingjournal.com

Red Lake is an asset that propelled Goldcorp in the not too distant past to be the largest gold mining company in the world. Is there another HG zone? We’re not about to rule that out.

– JAKE KLEIN, EXECUTIVE CHAIRMAN, EVOLUTION MINING

scale assets. St. Barbara Ltd., for example, acquired Nova Scotia-based Atlantic Gold, and Newcrest Mining acquired a 70% stake in Imperial Metals’ Red Chris copper-gold mine in B.C. With its news release in November, Australia’s Evolution Mining was now jumping in with both feet, touting a “significant upside potential for Evolution to extend the longevity of the (Red Lake) operation well beyond its current 13-year life of mine plan.”

The prolific Red Lake gold mine in Red Lake, Ont. CREDIT: NEWMONT

like mining giant Newmont, promised to offset increased debt incurred from these mergers by divesting themselves of underperforming assets.

By many accounts, mid-tier gold companies, notably in Australia, grinned from ear to ear at the news. Facing declining gold mining opportunities at home, they happily began buying up these smallerFEBRUARY/MARCH 2020

Australia calling To understand this deal you have to understand Evolution’s profile since its inception in November 2011 as a midtier gold mining company. Evolution chairman Klein defines that as a company with six to seven assets on the books and a view to improving its portfolio.

Evolution has several mines in Australia with total production in 2020 expected at of 725,000 oz. of gold at all-in sustaining costs of A$940-990 per oz. (around US$642-663).

“The underlying belief is that a company of that size has the capacity to fund its own growth and not depend on shareholders all the time for capital,” Klein says. “From there, you can invest sufficiently in your asset base, portfolio, exploration and discovery.”

Even better, if you’re small enough, a discovery could make a major material difference to the underlying value of the company, Klein notes. Hence the hopes for Red Lake, an asset that has produced more than 25 million oz. of gold at an average grade in excess of 20 g/t since production began in 1949.

On the other side of the slate is Goldcorp, one of the world’s largest gold mining companies – and larger still when it merged with Newmont last

November. Like others, the new entity Newmont Goldcorp (since renamed simply Newmont) set about shedding underperforming assets.

“We believe there’s still untapped potential at Red Lake, but that untapped potential will require investment,” says Newmont spokesperson Omar Jabara.

“Because we have a very robust project pipeline, all these projects compete for a finite amount of capital.”

Since Red Lake had ceased to be a priority for Goldcorp, Evolution’s offer of $375 million in cash and contingent payments of up to an additional $100 million tied to new resource discoveries seemed like a no-brainer.

Given its stated optimism about more gold to be had at Red Lake, did Newmont ever consider purchasing stock in the event Evolution could do more with the property than Goldcorp had? Surely this would appeal to investors anxious to see debt cut and their dividends boosted.

“Not necessarily,” responded Jabara.

“If you’re selling an asset, you’re getting something in return. It could be cash, marketable securities or any number of things that have value that can be used as dividends for shareholders or for paying down debt.”

In short, Newmont Goldcorp is flush, said Jabara, having paid down debt both before and after the merger, with enough liquidity on the books from deals like Red Lake to exploit its remaining project pipelines to the benefit of shareholders.

Geology doesn’t change While Evolution is convinced Red Lake has more gold to offer, perhaps the first caution came in Evolution’s own announcement Nov. 26 when it said reserves at Red Lake will be revised downCONTINUED ON PAGE 26

CANADIAN MINING JOURNAL |

25

RED LAKE REVIVAL ward 30% to 40% after the deal closes – the first reassessment since Goldcorp’s ore reserves update in 2018.

Despite that downgrade, “the resource is likely to be stable,” Klein says. “Red Lake is also an asset in a high-grade zone that propelled Goldcorp in the not too distant past to be the largest gold mining company in the world. Is there another HG zone? We’re not about to rule that out.”

To find out, Evolution is not only ponying up the US$375 million in cash and US$100 million more tied to new resource discoveries, it has committed US$100 million to existing operations and another US$50 million in exploration over three years. The property’s main appeal, says Klein, is the geology in a premier district that’s been going for 70 years, and the prospect of additional discoveries.

“That was the foundation of our interest in this asset,” he adds. But other things make Red Lake a turnaround opportu-

nity – not just historic head grades of over 20 g/t in Archaean greenstone gold geology with which Evolution is already familiar, but a transaction funded with 100% debt by a new five-year A$600million unsecured term loan through a syndicate of lenders.

In the 2018 calendar year, Red Lake produced 276,000 oz. of gold at an AISC of US$988 per oz., but in 2019, production dropped to 150,000-160,000 oz. at an AISC of US$1,600 per oz. Following a three-year turnaround plan, Evolution is targeting annual production of over 200,000 oz. at an AISC below US$1,000 per oz. Joe Mazumdar, an economic geologist/analyst at the newsletter Exploration Insights, offers two cautions pertaining to the grade and the refractory state of the ore at Red Lake.

“The problem with the geology is the grade continuity,” Mazumdar notes. “It’s a very high grade, but not very continuous. That was a problem forever for that asset.” When Goldcorp hit a high-

grade deposit, they made a lot of money, Mazumdar says. “But when they didn’t hit it, the money wasn’t there.”

Klein doesn’t disagree with Mazumdar’s assessment of the narrow orebody but notes the recent lack of attention to continued, intensive exploration at Red Lake, something that was not a priority for Newmont Goldcorp given other, more lucrative assets that required attention.

He remains convinced “the good times at Red Lake will continue,” notwithstanding geological challenges all gold companies have, including Evolution.

The second challenge, says Mazumdar, is that some of the ore is refractory. In the case of a simple, free milling gold deposit you can crush, mill or grind then leach it with cyanide to get 90% of the gold. “If the gold mineralization is refractory, the gold is within sulphide and you may have to pre-oxidize it using an autoclave or roaster before you can leach it,” Mazumdar says. “That’s more expensive.”

Equipment is already on site at Red

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26 | CANADIAN

MINING JOURNAL

www.canadianminingjournal.com

Evolution Mining’s acquisition of Newmont’s Red Lake project is expected to close in March.

Lake’s Campbell mill which will allow Evolution to process refractory ore, recovering gold by flotation followed by pressure oxidation, neutralization and CIL. The ore at the Red Lake mill will be processed via conventional crushing and grinding, gravity concentration and CIP methods.

Investment follows innovation Despite his cautions, Mazumdar agrees Newmont’s decision to sell Red Lake and Evolution’s to buy it make sense.

Red Lake is a low-margin, high-cost asset and small as a proportion of the company’s overall production profile. As a result, “it was easy to get rid of,” says Mazumdar. From Evolution’s perspective, the asset is in Canada, a jurisdiction investors love because of its low geopolitical risk, high geological prospectivity and strong mining culture.

So, yes, the verdict is still out on what remains at Red Lake. But for its part, Evolution says it’s prepared to make the required investment needed to turn Red Lake around, notably improvements to drill and blast practices to increase mining recovery and improve mining fleet efficiency and effectiveness. That’s in addition to rationalizing material movement and improving geological data management and optimizing use of two processing plants on site.

“We’re going to look at whether we can rationalize those and operate a single FEBRUARY/MARCH 2020

CREDIT: NEWMONT

mill on a larger scale,” says Klein. “We don’t think running two mills concurrently is the best outcome.”

Also on site is a new Acacia reactor which manufacturer Consep Acacia

Engineering says achieves overall gold recoveries of more han 98%. Evolution also plans to introduce ore sorting technology. Klein says the latter is gaining commercial scale traction in the gold space, noting that Evolution has already introduced the technology at its Cowal open pit gold mine in New South Wales.

“Our bench-scale test is not at Red Lake but at some of our other operations where we believe we can get 70-80% of the gold with 20-30% of the tonnages.

So, this is something I think has real opportunity right across the gold sector and across our portfolio.”

Klein adds the opportunities in Ontario are not just at Red Lake, but regional. “My understanding is that outside of Africa, this is one of the most well-endowed districts in the world.” He’s also sensitive to increasing global geopolitical risks, adding: “Countries like Australia and Canada where the rule of law can be relied upon are going to be given a premium relative CMJ to other jurisdictions.”

Is your mine design based on sound geology? .com

CANADIAN MINING JOURNAL |

27

Ontario Mining Association

celebrates 100 years

30

Chris Hodgson, president of the OMA, talks #ThisIsMining

32

OMA campaign seeks to engage and inspire

39

OMA chair Peter Xavier discusses mining’s legacy

40

The remarkable re-greening of Sudbury

FEBRUARY/MARCH 2020

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OMA 100TH ANNIVERSARY

AND NOW FOR SOMETHING COMPLETELY DIFFERENT:

#ThisIsMining takes a fresh look at the industry

By Chris Hodgson

T

he Ontario Mining Association is turning 100 years old in 2020. When an organization and the industry it represents has been around for this long, it risks two things: that people stop thinking about it and appreciating the benefits it brings, or that they think of it in outdated terms. We are enormously proud of how far we have some as an industry, as a community and as individuals, and we are eager to both celebrate our past achievements, and even more so, build excitement about our industry’s future.

Mining has always been about discovery. The more we mine the earth’s depths for the elements that drive our modern world, the more we discover what we have become and where we are headed. If you ask anyone in our community, “What is mining?” they will tell you some great stories. Stories that touch on the latest technology; inclusive and increasingly diverse workplaces; stewardship of our planet; a life of adventure; and a legacy of community building in Ontario. To us, mining is all of these things and more. In our centennial year, we are inviting Ontarians – particularly the younger generations – to join us in discovering everything mining in Ontario is, and all it has to offer. #ThisIsMining, the OMA’s centennial campaign, offers an opportunity to take a fresh look at the role of mining in our lives and in our province. What are the elements that make up our industry? Is it the drilling and the digging, the machinery and extraction of essential minerals and metals from the earth?

Or is there something different to be uncovered when one looks beneath the surface? #ThisIsMining aims to surprise and inspire, motivating people to form opinions about our industry based on curiosity, discovery and engagement.

Ontario mining is on the forefront of providing the world with the sustainably-sourced minerals and metals needed to make modern life a reality, and to solve our most pressing environmental problems. Demand will only grow as we transition to a low carbon future. Rich in mineral resources, Ontario is a leader in responsible mining. We have a world-class safety record, clean processes and low carbon emissions compared to other industries and jurisdictions. Furthermore, Ontario 30 | CANADIAN

MINING JOURNAL

Ontario miners and suppliers are driving the evolution of the industry, with companies worldwide looking to us for solutions related to mine planning and construction, ventilation, electrification, and other aspects of operations. miners and suppliers are driving the evolution of the industry, with companies worldwide looking to us for solutions related to mine planning and construction, ventilation, electrification, tailings management, closure and other aspects of operations.

With our commitment to excellence and innovation, we are constantly improving. Our vast reserves of accumulated experience and diverse talent make this improvement possible. At the same time, we are letting our values shape how we interact with our employees, the communities where we operate and the www.canadianminingjournal.com

Frank McKay, president and CEO of Windigo Catering; Roger Souckey of Newmont; Sol Mamakwa, MPP; and Chris Hogdson at the #ThisIsMining food truck at the CNE.

Right: A mining-inspired copper dress, designed by Lesley Hampton.

COURTESTY OF THE OMA

natural world, which sustains us. All of this comes through in the stories we hear through #ThisIsMining.

It is these stories that bring the campaign themes to life and bring a values-driven vision of the future of mining into focus.

The mining ambassadors showcasing inclusion include the head chef at a fly-in fly-out northwestern Ontario mining operation, who cooks locally-sourced, home-style food inspired by his Lac Seul First Nations heritage for around 500 people each day.

Thanks to #ThisIsMining, visitors to the Canadian National Exhibition (CNE) got to sample Marcel Boucher’s modern twist on bannock, a traditional Indigenous bread. The residents of Kirkland Lake can always enjoy food prepared by the owner of The Vault, a local family restaurant that feeds the mining families in the area. Another #ThisIsMining ambassador is a Toronto-based fashion designer whose father’s global career in mining shaped her design philosophy of diversity and inclusion.

Lesley Hampton is the creator of an extraordinary mining-inspired copper dress that debuted to great acclaim at this year’s Toronto Fashion Week.

Our adventure video series, which is being showcased during the Ontario Hockey League’s 2019-20 season, features a production geologist, who loves the outdoors – fishing, boating, hiking, snowshoeing, 4-wheeling - as well as her career, which takes her 5,000 feet underground to chase veins of gold. We also feature an environmental superintendent, who is passionate about her community, an exploration geologist, who ventures into the bush around Red Lake in search of discovery, and a drilling and blasting engineer, who travels the world. Their stories are resonating with people who want both an unconventional career and a fulfilling lifestyle.

Those who are looking for stories of environmental resilience and hope will be uplifted by the video and photo exhibit we are FEBRUARY/MARCH 2020

developing to honour the collective successes of Sudbury’s re-greening efforts over the past 40 years and offer inspiration for the future (see page 40-41) We love seeing the reactions people have to discovering these different elements of mining. We love it even more when people tell us things that are new and surprising. As we uncover more themes and add new voices, we hope that a vibrant and unexpected narrative will continue to emerge. Please help us tell the stories that belong to all Ontarians.

CMJ Chris Hogson is the president of the Ontario Mining Association.

Engage with #ThisIsMining on Twitter: www.twitter.com/this_is_mining and Instagram: www.instagram.com/this_is_mining.

Mines go deeper.

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CANADIAN MINING JOURNAL |

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OMA 100TH ANNIVERSARY

OMA Centennial celebration seeks to engage and inspire Association steps up its outreach to the ‘millennial plus’ demographic

By Alisha Hiyate

The last 100 years have seen incredible change in Ontario’s mining industry. But the Ontario Mining Association, which is celebrating its 100year anniversary in 2020, deliberately isn’t focusing on the past in its #ThisIsMining campaign marking its centennial.

Instead, the campaign seeks to tell the hidden stories of what mining is today and to reach younger generations in particular.

Roy Slack, director of mine contracting and engineering company Cementation Americas.

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MINING JOURNAL

“Our Communications and Outreach committee took a data-driven approach to develop a strategy focused on the “millennial plus” demographic – a demographic inclusive of our future employees, voters, policy makers, investors and consumers,” says OMA president Chris Hodgson.

CREDIT: CEMENTATION

www.canadianminingjournal.com

Glencore Sudbury Smelter. CREDIT: SUDBURY INTEGRATED NICKEL OPERATIONS

Roy Slack, Director and founder of Cementation Americas (40 years’ experience in the mining industry)

Mohammed Ali, Director of Environmental Affairs, Kirkland Lake Gold (20 years’ experience)

Natasha Dombrowski, Environmental Superintendent at Macassa gold mine, Kirkland Lake Gold (10 years’ experience)

The campaign focuses on five key messages: the technology that’s transforming Ontario’s mines; inclusiveness and diversity in the sector; how mining is demonstrating stewardship and care for the planet; how mining is synonymous with a life of adventure; and mining’s legacy of community building in the province.

“The themes we selected directly correspond to knowledge gaps and topics that this demographic is curious about – as is evident in the data,” Hodgson explains.

“To ensure we are successful in reaching our audience, the campaign is focused on sharing authentic stories in direct, emotional and highly visual ways.

“This is not your typical anniversary campaign. We are not really focused on celebrating our historical achievements, FEBRUARY/MARCH 2020

Derek Budge, Director – Health, Safety and Environment, Redpath Mining (39 years’ experience)

Sari Muinonen, Superintendent, Process Technology, Sudbury Smelter, for Glencore Sudbury INO (22 years’ experience)

instead we are facilitating engagement, dialogue and mutual discovery. We see it as a way to inspire the next 100 years.”

The OMA brings the province’s industry together to share best practices and acts as a conduit for reciprocal feedback between industry, regulators, and other partners, as well as conducting outreach to the wider public.

While Ontario’s mining industry has had many accomplishments over the decades, when asked what OMA members are most proud of, Hodgson says the improvements in safety in the sector are far and away the most important achievement.

“The wellbeing of our people is always the number one priority, and we are continuing to make strides on our safety per-

Erin Satterthwaite, Vice-President, Corporate Affairs and Communications, Impala Canada (12 years’ experience)

Dave Bernier, Country Manager, Lake Shore Gold, Pan American Silver (25 years’ experience)

formance. Over the past 30 years, we’ve improved lost time injury frequency by 96%, making Ontario one of the safest mining jurisdictions in the world and making mining one of the safest industries in Ontario.”

In 2016 and 2018, the industry met its zero-fatality objective – a significant achievement on its way to achieving zero harm, Hodgson says.

“We’ll get there by continuing to collaborate with labour, government and other partners. So actually, it is not just the safety record we’re proud of, but also the collaborative approach we’ve taken to building a world-class safety culture.

Collaboration and inclusion are the secrets of our success.”

CONTINUED ON PAGE 34

CANADIAN MINING JOURNAL |

33

OMA 100TH ANNIVERSARY

CMJ invited OMA members to comment on some of the themes of the OMA’s Centennial campaign, and the changes they’ve seen in mining over their own careers. Here’s some of what they said.

What are some of the biggest changes you’ve seen in mining over the course of your career?

Roy Slack: When I started in mine contracting, fatalities were a reality and as a young engineer that was a shock to me. I am very proud of the improvements that our industry has made in the area of safety.

The Ontario mining industry runs many lost time injury free operations and projects now and we strive towards zero harm.

We still have work to do in this area but safety and protecting our people has probably been the most substantial and important change I have seen over the years.

Natasha Dombrowski:

One of the biggest changes that I’ve noticed is really around the status quo. You see people asking “why?” a lot more – why do we this this way, why have we always done it this way, is there a better way to do it?

Even within my own team, I’ve seen so many changes in terms of how we col-

lect water samples and how we assess risk and how we communicate some of these risks. So even in the short timeframe of 10 years, a whole mindset and attitude towards risk management and health and safety and asking why and really pushing the envelope has continued to grow so quickly.

Mohammed Ali: When I started my career, greenhouse gas was just a buzzword and CSR was something that only a few companies really took seriously.

Now, the question is no longer what is sustainability and what does it mean to the company, the question is how do we

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Far Left: Impala Canada’s Lac des Iles platinum mine, near Thunder Bay. CREDIT: IMPALA CANADA Left: Pan American Silver’s Bell Creek gold mine, near Timmins. CREDIT: PAN AMERICAN SILVER

idate engineering drawings, using drones to perform inspections and surveys and machine learning to aid in the prediction of process optimization.

We have access to so much information and data about our processes.

Interpreting and making use of this data

is our challenge.

I remember the first time I took home a laptop computer and was able to check on the plant performance, from my dining room! The flexibility that this provided was stunning. Constant connectedness has been an incredible support to staying current with operational performance. However, this has created a blurring of work and home that brings many other challenges.

CONTINUED ON PAGE 36

HEPBURN ENGINEERING INC. Engineered in Canada do it – you don’t have to convince the board anymore why you’re doing these things.

Secondly, the financial community has come onboard – you can’t get financing for mining projects that don’t demonstrate strong commitment to environment and community issues. They’ve understood the financial risks of investing in a project that has human rights issues and potentially strike issues or government volatility issues because of corruption, etc. People follow the money and now that the money’s talking the same language, a lot of places all over the world are looking at environmental and social issues. Risk is not just technical risk anymore.

Sari Muinonen: It has been nearly 22

years since I started working in pyro metallurgical operations within the mining industry. There have been fast and significant changes in the technology used for communication between equipment and operations as well as administratively. It’s an incredible understatement to say this has changed every aspect of how we interact with the physical equipment and also between people. Some examples I have seen are: scanning mobile equipment with RFID readers for tracking purposes, email notifications from mobile equipment when not operating as expected, GPS tracking used in Geofencing, Wi-Fi/LTE cellular networks below surface in mines, laser scanning areas to valFEBRUARY/MARCH 2020

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OMA 100TH ANNIVERSARY

Kirkland Lake Gold’s Macassa gold mine, in Kirkland Lake.

How is technology transforming Ontario mines?

Dave Bernier: The industry has seen

massive progression with technology integration over the past decade. It is allowing companies to reduce injuries, automate and improve processes, increase productivities and reduce cost, therefore potentially increasing the mine life through extracting previously uneconomical materials.

Roy Slack: Ontario operations have been leaders in embracing battery equipment mine wide. This approach, and enabling technologies, will allow us to reduce our carbon footprint while at the same time controlling energy costs, a win-win. And it will give the deeper mines a chance to be more competitive. Organizations such as CEMI, Mirarco and Norcat are leading in different areas of innovation such as deep mining, safety, and cutting edge training, as well as establishing platforms for innovators and entrepreneurs.

From a national perspective, the Mining Association of Canada’s (MAC) Towards Sustainable Mining – a program that many Ontario-based operations embrace – is a globally recognized program that green investors are now demanding, and it establishes Canada as the global leader in sustainable mining practices.

36 | CANADIAN

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CREDIT: KIRKLAND LAKE GOLD

Natasha Dombrowski: Kirkland Lake

Ontario operations have been leaders in embracing battery equipment mine wide. This approach, and enabling technologies, will allow us to reduce our carbon footprint while at the same time controlling energy costs, a win-win.

– ROY SLACK, CEMENTATION AMERICAS

Mohammed Ali: If it were not for bat-

tery electric vehicles, Kirkland Lake Gold’s Macassa mine and any other very deep resources in Ontario would not be mined.

Deep mines require quite a lot of ventilation to get people down to work at the face. A battery electric vehicle, although it may be more expensive, makes economic sense because it allows you to access deep orebodies that traditional technology can’t get to economically.

There are not many new mines being built but there are a lot of legacy mines and existing operations. Macassa has been leading the way in how to convert an existing mine to electric – and we’re at 80% electric underground now.

Gold’s Macassa mine is one of the flagship operations in terms of battery electric equipment. We’ve been employing them for many years now, and exposing our workforce to less dust and particulate matter.

Also, we’re encouraging a whole new potential workforce who will be able to operate and maintain this equipment.

The technology is introducing new opportunities into mining that didn’t exist a couple decades ago – now you have a different talent pool you’re able to tap into and really drive the sector in terms of opportunities.

Erin Satterthwaite: There’s a circular relationship between technology and mining: technology is getting better because of the metals that literally make the building of technology possible, and then these new technologies are being applied to create and enable more efficient mining. We’re now able to mine more, mine cleaner and mine safer.

On what adventures has your mining career taken you?

Dave Bernier: I have been lucky enough to travel throughout Canada and work in what I consider to be world-class mining camps. I think we often take for www.canadianminingjournal.com

Kirkland Lake Gold’s Macassa mine is a pioneer in adopting battery electric vehicles. CREDIT: KIRKLAND LAKE GOLD

granted how lucky we are to work in such a beautiful place with so many resources.

Derek Budge: With Redpath, I have had an opportunity to visit proj-

FEBRUARY/MARCH 2020

Underground at Pan American Silver’s Bell Creek gold mine.

CREDIT: PAN AMERICAN SILVER

ects in Australia, Zambia, South Africa, Mongolia, Germany and Russia, and many projects in South America, the U.S. and Canada. I have experienced tropical rainforests and high elevation in Indonesia

(4,000 metres), the Andes Mountains (over 5,000 metres) and the Tian Shan mountains in Kyrgyzstan.

One of my most memorable trips was to Alaska where we took a float plane to

CANADIAN MINING JOURNAL |

37

OMA 100TH ANNIVERSARY our camp on a barge (including office, cookhouse and accommodations) parked at the edge of a rainforest where we were driving a portal into the side of a mountain. From there, we travelled to Juneau where we visited a Redpath hydroelectric project by helicopter which involved a “lake tap” – driving a tunnel under a lake and then blasting it through to help provide electricity to the city of Juneau.

Sari Muinonen: My adventures in mining started when I was still a student at Dalhousie University in Halifax.

I had the chance to participate in two work terms in other provinces, both in the north. What a change from the small fishing village where I grew up.

I spent some time in South Africa on a project early in my career. I had the chance then to meet some people

that took time to share some of their local culture and history. I have travelled to South America and through the Andes. I have visited Norway, Finland, Bulgaria, Germany, Belgium, France, Great Britain – all for benchmarking and learning about best practices related to my work.

In the early 2000’s, I spent four months working in California within Glencore’s recycling business. I learned so much about our American neighbours and, on weekends, experienced the beauty and diversity of their landscape.

I have also had the chance to flex many skills related to my work – from people skills, managing technical challenges, navigating business challenges, presenting at conferences and panel discussions.

I have been able to support our organization in its objectives on the development of our employees, increasing our focus on workplace physical and mental health and meeting with hundreds of high school and university students to expose them to our industry. These experiences have been incredibly rewarding.

How does Ontario mining benefit from diversity and inclusion?

Erin Satterthwaite: Having diversity in mining brings with it exactly what you would expect – new ideas, new thinking, new cultures, different solutions, greater innovation, collaboration. The more diverse any work environment, the better.

There is a shortage of talent in the mining sector and subsequently, the sector has had to get creative with its recruitment strategies and expand its geography and its reach. We have people at our mine from the Thunder Bay area, B.C., the east coast, India and France.

Opportunities that used to be fulfilled by an immediate geographical group aren’t being filled and we have to go further and go global and in doing so, we have been able to help build our population and also add a welcome new layer of diversity.

Mohammed Ali: Mining is one of only

three sectors involved with Indigenous lands and also in the reconciliation process.

CONTINUED ON PAGE 60

38 | CANADIAN

MINING JOURNAL

www.canadianminingjournal.com

OMA 100TH ANNIVERSARY

ONTARIO’S MINING LEGACY:

A continuing story

By Peter Xavier

T

he tens of thousands of skilled Ontarians that proudly work in our province’s mining sector represent an industry that safely provides the building blocks of society. From your kitchen sink to advanced computing, green energy, electric vehicles and rechargeable batteries, mining provides the elements that make it all possible.

Ontario’s mining industry is also a key contributor to the success and prosperity of Ontario, and is an engine for regional development – especially in the North. Today, mining in Ontario produces revenues of around $10 billion per year, employing 78,000 workers in well-paid, rewarding careers. We are also the single largest private sector employer of Indigenous Canadians.

Looking back, mining helped to build Ontario – both literally and figuratively. What were once small mining camps have grown to become vibrant communities that are home to innovative companies that see the importance of diversity and talent, and whose global connections, experience and use of new technologies give Ontario and our mining companies a competitive edge. They are also home to family businesses and creative startups in the extensive mine supply and service cluster.

Mining uncovers Ontario’s potential by powering regional development, creating opportunities and driving prosperity in all parts of the province. Diverse places such as Sudbury, Windsor, Goderich, Perth, Midland, Timmins, Red Lake, Kirkland Lake, Marathon and North Bay all recognize mining as an important contributor to their local economies.

Our success in these communities and many others hinges on our ability to create alliances based on open communication and trust, enabling us to identify opportunities that will make a positive social impact. The importance and value of continuing to evolve sustainable working relationships with our key stakeholders, in particular with our Indigenous partners and surrounding communities, is essential to our ongoing and future success. With a clear focus on the future, Ontario’s dynamic mining industry is continually evolving to meet society’s changing needs and expectations.

It is not just about what and how much we mine, but about our guiding values. Members of the Ontario Mining Association are committed to prioritizing the health and safety of their employees; minimizing the impact of their activities FEBRUARY/MARCH 2020

Mining uncovers Ontario’s potential by powering regional development, creating opportunities and driving prosperity in all parts of the province.

on the environment by adopting innovative technologies and approaches; contributing to the development and enhancement of local economies; and investing in the future by supporting human capital, education, research and development.

The story of our legacy is an unfinished one, as we continue to change and progress, guided by the desire to make Ontario mining the cleanest, most productive, most technologically advanced and socially responsible in the world. While we work to make our industry better, we are striving to build a legacy in other profound ways as well, as we supply the world with the elements it needs to construct a better future.

When we look back at the last 100 years of mining in our province, we find ourselves as builders of communities, proud of our contributions to the cities and towns in which we work.

These are legacies that will live on, far into the future. As we try to imagine what the next hundred will bring, there is no denying that both our sense of pride and our responsibility grows exponentially. We are ready to embrace all that comes with being a part of this great industry.

You can follow the OMA’s centennial campaign using the CMJ #ThisIsMining hashtag on Twitter and Instagram.

Peter Xavier is the chair of the Ontario Mining Association and vicepresident of Glencore’s Sudbury Integrated Nickel Operations.

CANADIAN MINING JOURNAL |

39

1) When we think about the effects humankind has had on our

2)

3)

4) Sudbury, Ontario is a testament to what we can do to bring a

environment, we ask ourselves, “have we gone too far?�

While many lose hope, we see where change is possible.

Fifty years ago, the people, governments and mining companies in Sudbury recognized that, no matter how afflicted their environment was, it was not beyond repair.

40 | CANADIAN

MINING JOURNAL

Are the footprints of previous generations to be permanent scars?

devastated landscape back to beauty and health.

www.canadianminingjournal.com

5)

7)

5)

Almost 12 million trees have been planted, achieving a remarkable re-birth. Soils are returning to balance.

Wetlands are healthy and flourishing.

6)

Green hills and valleys are being restored, the meadows taking on a painter’s palette of colour. The air is fresh and clean, wildlife returning once again.

7)

As our industries continue to sustain the communities that live in this lush and vibrant land, Sudbury is a beacon of hope...

8)

‌ and an example to the world that learning from the past can inspire us to do better. We all play a continuing role in caring for our planet. With hard work and hope, Sudbury is re-emerging green and proud. And growing.

FEBRUARY/MARCH 2020

Photographs by Mike Grandmaison and Don Johnston CANADIAN MINING JOURNAL | 41

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SUDBURY/NORTH BAY INNOVATION CLUSTER

SAMSSA and the future of mining

By Paul Bradette

Photo: NicoElNino, iStockphoto.com

A

s SAMSSA – the Sudbury Area Mining Supply and Service Association – looks to evolve into a pan-northern organization and extend its global reach, the association’s future goals are designed to maximize the value of our membership, expand our presence to other jurisdictions and increase sales for our members. There has been a substantial increase in SAMSSA membership recently as more and more companies see the value that we can bring in supporting their daily operations and overall growth.

As part of our northern expansion strategy, SAMSSA will have dedicated directors for each of the five northern cities who will oversee SAMSSA initiatives in their respective jurisdiction.

The pace at which our suppliers are transforming the mining industry keeps our cluster top of mind throughout world. It is impressive how our member companies are able to make use of all available technology to reduce the industry’s environmental footprint and improve safety while facilitating an increase in productivity – all at a lower cost.

The industry is evolving so quickly in terms of artificial intelligence, automation and the internet of things that walking through an underground mine in 2030 will see a significantly changed working and operational environment.

SAMSSA has hosted some of the largest mining companies in the world as they look to this cluster to unlock value within their operations. As an organization, our responsibility is to support our members and ensure their innovations get the attention of both regional and international mining companies.

Our incoming missions program has a similar focus, seeking to attract only qualified buyers to take part. Some of the upfront planning includes providing them with our electronic catalogue where they choose the companies that are the best fit for their needs. That way we are better equipped to make the best possible match to ensure the primary outcome is sales.

For 2020, SAMSSA will host at a minimum two incoming visits with qualified buyers from both North and South American companies.

SAMSSA has recently completed the development of our new website, which will form the cornerstone for our new lead generation campaign targeting both domestic and international clients. The “Find a Supplier” link on our website will be the priFEBRUARY/MARCH 2020

The industry is evolving so quickly in terms of artificial intelligence, automation and the internet of things that walking through an underground mine in 2030 will see a significantly changed working and operational environment.

mary marketing piece. The focus of the campaign is to develop collateral marketing initiatives designed to drive mine operators, contractors and EPCMs to our website so they can source the goods they rely upon to maintain their operations.

Moving forward our primary focus will be on connecting with the 38 operating mines in Ontario as well as a targeted program to reach mine operators in our bordering provinces and identified states. Through our international partners, the campaign will be extended globally to drive more sales and CMJ export opportunities.

Paul Bradette is SAMSSA’s director of business development (www.samssa.ca).

CANADIAN MINING JOURNAL |

43

SUDBURY/NORTH BAY INNOVATION CLUSTER

Electrifying from the ground up

Miller Technology expands EV options

By Magda Gardner

Miller Technology’s 55,000-sq.-ft. manufacturing plant and head office is located in North Bay, Ont. CREDIT: MILLER TECHNOLOGY

44 | CANADIAN

MINING JOURNAL

www.canadianminingjournal.com

Milller Technology’s newest offering, the Relay electric vehicle (left).

The company is also a Toyota Landcruiser dealer and offers electric conversion kits for it.

CREDIT: MILLER TECHNOLOGY

W

ith the growing focus on reducing operating costs and curtailing greenhouse gas emissions, electrification of equipment for underground mines is a field that mine operators are keen to venture into. While the larger suppliers have taken the lead in tackling this challenge with bulk material handling equipment, North Bay, Ont.based Miller Technology has taken on this task starting with personnel transport.

“Mine sites are actively planning and developing the adoption of this technology and, with an investment like that, the rate of payback is quite good for the end user,” Hugh McDermid, the company’s head of product research and business development, said in an interview with the Canadian Mining Journal.

For Miller, the focus throughout its development of electric vehicles has been on interoperability with resulting cost savings expected from simpler designs and easier operations.

The Ionic Drive: an interchangeable kit Miller Technology was established in 1979 and started out producing its own proprietary gear for personnel transport underground. That same year, it built its FEBRUARY/MARCH 2020

first Miller Minecart, an underground personnel carrier. Since that time, Miller has established a global customer base and now has 50 employees at its manufacturing plant and head office in North Bay. Miller has also been an authorized dealer of the Toyota Landcruiser range, a mainstay at many underground mines, since 1989.

In addition to collaborating with a supplier to develop an electric conversion kit for this vehicle, Miller has developed the Relay – its first foray into battery powered equipment. The Relay is an electric personnel support vehicle that contains the company’s Ionic Drive kit, an adaptable, scalable battery electric drive system CONTINUED ON PAGE 46

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enabling it to operate without a diesel engine.

“The Relay is representative of a vehicle we’d typically sell to customers, that same (Ionic Drive) kit is adaptable and scalable to any number of pieces of gear underground,” McDermid says.

“We’re working with existing OEMs (original equipment manufacturers) of diesel equipment to lend our knowledge in the electrification field to them.”

Having completed the Relay, Miller has also recently started to offer an electric grader. McDermid notes that the grader is being developed as part of a joint venture with Miller retrofitting the machine with the Ionic Drive system. (Miller hasn’t disclosed the JV partner yet.) As the company is aiming to maintain commonality of parts across its offering, while the grader is three times the weight of a personnel carrier, it features roughly 85% of the same parts in its drive system as the Relay. McDermid adds that Miller develops their vehicle programming in-house to be able to directly investigate any issues with its equipment and minimize downtime for end-users.

A standardized charging system In designing a charger for its Ionic Drive, Miller developed a system that is compatible with a standardized, CCS type 2-compliant (combined charging system) charger, eliminating the need to purchase separate chargers for each electric vehicle model.

According to McDermid, adopting a standardized charging system means a reduction in additional costs to mine sites. It also allows the company to maintain its focus on vehicle creation.

“We have adopted more of an automotive style of thinking in the sense that we want to focus more on vehicle design and www.canadianminingjournal.com

ABOVE: Miller ensures that all components of the electrical system are tested for safety. BELOW: The Relay in use underground in Matachewan, Ont. CREDIT: MILLER TECHNOLOGY

development and any vehicle should be able to pull up to any charger and charge,” McDermid says. “We are one of the first in the market to adopt and commercialize this CCS type 2 charge standard for underground mining.”

Simplifying maintenance with printing In order to maintain its technological edge, Miller has invested in a laser sintering wire printer for harness manufacturing that will allow the company to transition from a color-coded to an alphanumeric labelling in the physical system that relays information throughout a vehicle. McDermid says that the conversion to letters and numbers in labelling will simplify diagnostics for the end-users as they will be able to identify different aspects of each wire without needing to reference a colour code chart.

“Being a smaller manufacturer in kind of a niche market, it is fairly unique in our space to be offering that type of diagnostic option,” he adds.

Moving towards deployment underground At this point, Miller Technology is sending out the Relay units to customers on a trial basis with an official launch of the vehicle, as well as the electric grader and Toyota Landcruiser, planned for the September MINExpo in Las Vegas. McDermid estimates a three- to nine-month lead time between order placement for an electric unit and its delivery with units currently in stock. CMJ FEBRUARY/MARCH 2020

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CEMI

SUDBURY/NORTH BAY INNOVATION CLUSTER

seeks to accelerate advance rates

Canopy system designed to triple advance speeds

By Doug Morrison

access more orebodies that are distant from an existing shaft, driving single-heading accesses over several kilometres will become commonplace. Getting to the orebody as soon as possible is crucial because it increases the net present value of the deposit so improving the rate of advance in access drift development is critically important.

The activities in the conventional drillblast cycle (removing broken rock, installing ground support, drilling face holes and charging explosives) in a deep Canadian mine add up to about 16 hours. Given the availability of equipment and crews in a

48 | CANADIAN

MINING JOURNAL

multi-heading setting, completing one cycle can take 36 hours. In simple terms this is about 3 metres per day and even a 16-hour cycle with centralized blasting would result in a rate of 4.5 metres per day. Mine contractors can progress faster because they manage a more efficient shift change and blast at will.

Unfortunately, the effectiveness of the drill-blast process has decreased over time. Safety standards increased, accesses became bigger to accommodate larger equipment, and so has the need for more ground support because of the size increase, higher stresses and rockbursting at the face. Conventional drill-blast techniques responded poorly to these changes: installing face support every cycle to pro-

tect against face bursting reduced the advance rate to less than 3 metres per day.

Concurrent face activities In our view at the Centre for Excellence in Mining Innovation (CEMI), one of the best ways to significantly increase the drill-blast advance rate in deep hard rock mines, is to introduce a system that allows concurrent activities to reduce the critical path cycle time. To be able to drill and charge the face while simultaneously installing ground support, the equipment and workforce in the heading requires temporary protection. We asked North Bay, Ont.-based Nordic Minesteel Technologies to build a set of canopies that would be strong enough www.canadianminingjournal.com

Photo: agnormark, iStockimages.com

ccess development is one of the Aunderground most important and expensive things mines do. As deep mines

Photo: agnormark, iStockimages.com

to provide protection equal to or better than the permanent ground support to be installed. We also asked Pierre Labrecque, now with SRK Consulting, to use discrete event simulations to confirm that a critical path process less than 10.5 hours could be achieved. This analysis showed that this is possible, but the time taken to remove broken rock from the heading had to be less than one hour.

Contracting the cycle time to less than 10.5 hours, makes it possible to complete two standard advances every day (9 metres per day) – a significant improvement on 3 metres a day.

Three steel-frame canopies make it possible to carry out drilling, charging and bolting activities in a fully manual FEBRUARY/MARCH 2020

operation, but as drilling and charging becomes autonomous, some canopies can be eliminated. The two front canopies protect operators against rock-related damage on the walls and roof of the drift and there is a face shield to protect against

The Key IP in this rock removal process is the autonomous control of the loader and the Mascot cars that allow 350 tonnes of rock to be removed in less than 50 minutes.

CREDIT: CENTRE FOR EXCELLENCE IN MINING INNOVATION CONTINUED ON PAGE 50

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SUDBURY/NORTH BAY INNOVATION CLUSTER face bursting. The captive drill unit has the time necessary to execute iRing blast designs that will improve perimeter control and face fragmentation. The third canopy at the rear is for installing ground support, bolting through the frame to attach the removable mesh on the outside of the frame to the rock surface in the normal way. The external mesh on the third canopy is re-installed manually every cycle while the initiators are being connected up, eliminating the manipulation of mesh from the critical path.

Nordic Minesteel is in the process of organizing a trial at a mine in Chile and the original prototype is being modified to prepare it for the trial.

A critical activity is preparing the face holes for explosives, cleaning the holes and installing the timed initiators.

These tasks are easily completed with the dexterity of human fingers but making equipment to achieve the same tasks is difficult. Sudbury, Ont.-based TesMan Inc. has been successful at creating

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technology to accomplish these tasks remotely and since drill equipment has been automated for many years, it will soon be possible to execute all of the face activities without people in the heading.

Fast rock removal The other important factor is removing broken rock from the heading in less than one hour. Using a batch activity such as a load-haul-dump (LHD) unit wastes a lot of time travelling to and from the dump point. A continuous loader can move rock at over 400 t/hour but loading into an LHD or truck forces the loader to stop operating while a full batch unit leaves and an empty one arrives. The Rail-Veyor and Torex Gold Resources’ Muckahi systems are recent attempts to solve this problem by relying on a rail system, either on the floor or on the roof.

An old technique, used when drifting, included installing rail transport, and used a simple loading machine to fill multiple self-discharging cars that were later pulled away by a locomotive. CEMI has had a new self-discharging system designed, called the Mascot, to solve the problem. The system relies on autonomous control of the units and so avoids the use of a rail system. There are two partners working with CEMI to build the first Mascot prototype, which is really just a re-build of a very old manual system to be operated by digital technology.

Each Mascot receives a fixed amount of rock from the loader and transports it autonomously to a dump point. The key is the autonomous movement of the units that allow them to be filled rapidly while allowing other units to move into place. Once broken rock is removed from the face, they allow the face equipment and canopies to move into the heading immediately. The concurrent face activities take around eight hours to complete and during this time the Mascots travel to the dump point and return to their parked position near the face. They can do this under battery power, being hauled by other vehicles or by connecting to a trolley assist system. Once the blast is ready for initiation, the canopies can be withdrawn to a safe distance and the face equipment can then travel past the waiting Mascots

Continuous rock cutting technology is unlikely to ever completely eliminate explosives from the underground mine environment. In order to set up a cutting machine for a new excavation, the void in which the machine is configured has to be created by drill-blast equipment.

for maintenance and re-supply. After the blast, the continuous loader can re-enter the heading autonomously, with or without the canopies, followed by the Mascots in sequence, to begin the next cycle.

The Canopy and Mascot system relies on digital equipment control to offer the real possibility of a completely autonomous drill-blast development process.

This can achieve two cycles per day, advancing a 5- to 6-metre square heading in poor ground conditions at about 10 metres per day, using a process that allows all equipment maintenance and re-supply to be completed off-cycle.

Continuous rock excavation The poor performance of the drill-blast cycle has led several companies to invest in trials of continuous rock excavating machines for deep underground mines.

This equipment has been successful in civil tunnelling projects in relatively shallow conditions with ‘soft’ rock where they can achieve up to 20 metres per day. Their performance depends on rock strength, but they can certainly achieve 10-12 metres per day in rock with up to 200 MPa uniaxial strength.

However, there are several reasons why we don’t believe that continuous rock excavators can provide a complete solution to speeding up advance times.

There is an operational trade-off between drill-and-blast and continuous mining technology platforms. Cutting machines require a relatively long time to set up, and then compete very well in long tunwww.canadianminingjournal.com

nels once they are operating. In shorter tunnels, the long set-up works against them and few machines are able to create the complex geometries and sharp corners common in most hard rock mines. The drill-blast process is slower but is more flexible and has a shorter set-up time.

Continuous rock cutting technology is unlikely to ever completely eliminate explosives from the underground mine environment. In order to set up a cutting machine for a new excavation, the void in which the machine is configured has to be created by drill-blast equipment.

However, the fundamental difference between tunnelling and mining is the impact of post-completion stress changes. In transportation tunnels there are very few post-construction stress changes and virtually no need for repair or rehabilitation after completion. Mine access drifts at depth are routinely subjected to significant stress changes caused by adjacent, large-scale ore production activity. In the case of highly stressed, brittle rock masses, this results in dam-

age from seismicity and rockbursting that has to be repaired quickly and efficiently.

It is simply not feasible to bring back a large, continuous rock cutting machine to repair this kind of damage. Finally, massive cutting machines that almost completely fill the excavation are susceptible to being trapped by stress-induced damage and their weight makes them difficult to recover. Compared to the smaller, more manoeuvrable drill-blast equipment, there is a higher risk of long delays caused by rock instability issues.

Mining Innovation GPS Given that drill-blast technology in deep mines is likely to remain essential for the foreseeable future, we have focused on making it as lean and efficient as possible.

This leaning of the process is similar to the second stage of Industry 3.0, when manufacturing introduced just-in-time delivery along with automation. Although leaning production processes in mining – improving their time and energy efficiency – has been largely ignored to date, it is essential

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before Industry 4.0 can be introduced.

This redesign process is part of our Mining Innovation GPS (MI-GPS) approach, which considers how system constraints affect the effectiveness of technological options. This accelerates the arrival at the ideal ‘destination’ (solution) for each situation, rather than the slower and more expensive ‘try-itand-see’ approach. CEMI has applied Mining Innovation GPS (MI-GPS) to every aspect of mining, including development, production, ventilation, backfill and tailings treatment systems. We think the resulting solutions are how mining processes have to be redesigned if the performance of the hard rock metal mining industry is to be improved significantly and so be able to meet all the demands of the future.

CMJ n Doug Morrison is the president and CEO

of the Centre for Excellence in Mining Innovation (CEMI). For more information on the MI-GPS, visit https://www.cemi.ca/ innovation-gps/.

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‘Ambitious yet achievable’

ESG

CENTERRA LEADS THE WAY ON IMPLEMENTING THE RGMPs

By Marina Proskurovsky

New Responsible Gold Mining Principles look to create ESG unity in gold mining

I

n 2017, Centerra Gold joined the World Gold Council’s (WGC) Environmental, Social and Governance (ESG) Taskforce. The taskforce was created to develop a single, overarching ESG framework specifically for the gold mining industry that addressed issues like community relations, environmental impact, tailings management, Indigenous relations, local suppliers and diversity and inclusion.

While many credible standards and approaches had already been adopted by individual companies, it was commonly recognized by sustainability and ESG practitioners that the gold

FEBRUARY/MARCH 2020

mining industry could be better served by one unified framework that reflected all these existing best practices.

A comprehensive framework would CREDIT: CENTERRA GOLD help alleviate the challenges companies faced in aligning, assuring and reporting against numerous standards, norms and approaches.

As a greater number of investors considered ESG in their due diligence process, they were requesting to have a better underCenterra Gold’s Kemess copper-gold project in British Columbia.

CONTINUED ON PAGE 54

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ESG

Mining at Centerra Gold’s Kumtor mine in the Kyrgyz Republic. CREDIT: CENTERRA GOLD

standing around the gold production process in order to have confidence that their gold was responsibly mined and sourced.

Further, a unified framework for mining companies was needed to complement the responsible sourcing standards being developed at the refinery level, including the London Bullion Market Association’s Responsible Gold Guidance, to ensure that the miner-refiner relationship could continue to function effectively.

From principle development to road test After more than a year of collaboration with its peers, in April 54 | CANADIAN

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2019, Centerra Gold “road tested” the draft Responsible Gold Mining Principles (RGMP), consisting of 10 umbrella principles and 51 criteria, at its Kumtor gold mine in the Kyrgyz Republic. The Kumtor mine is one of the largest gold mines operated in Central Asia by a Western-based company, having produced more than 12.7 million oz. of gold between 1997 and the end of 2019.

In preparation for the soft assurance, Kumtor formed a CAP (change acceleration process) team comprised of representatives from each mine site function, creating site-wide accountability early on. The CAP team was tasked with assembling relevant www.canadianminingjournal.com

Responsible Gold Mining Principles Governance

1 2

Ethical conduct: we will conduct our business with integrity including absolute opposition to corruption.

Understanding our impacts: we will engage with our stakeholders and implement management systems so as to ensure that we understand and manage our impacts, realise opportunities and provide redress where needed.

3

Supply chain: we will require that our suppliers conduct their businesses ethically and responsibly as a condition of doing business with us.

Social

4

Safety and health: we will protect and promote the safety and occupational health of our workforce above all other priorities, and will empower them to speak up if they encounter unsafe working conditions.

5

Human rights and conflict: we will respect the human rights of our workforce, affected communities and all those people with whom we interact.

6

Labour rights: we will ensure that our operations are places where employees and contractors are treated with respect and are free from discrimination or abusive labour practices.

7

Working with communities: we aim to contribute to the socio-economic advancement of communities associated with our operations and to treat them with dignity and respect.

Environment

documents and evidence (including site-level policies, procedures, strategies, and plans) that demonstrated conformance with the 10 principles and 51 criteria, as well as identify areas for improvement.

During the road test, the assurance providers spent five days in the Kyrgyz Republic interviewing key personnel and walking through the company’s documented processes at site to ensure its policies aligned with practices on the ground.

For Kumtor, external assurance wasn’t a new experience.

The mine site had previously received project financing by the European Bank for Reconstruction and Development (EBRD) and until recently had annual audits confirming compliance to the EBRD’s Performance Standards. This helped prepare

8 9

Environmental stewardship: we will ensure that environmental responsibility is at the core of how we work.

Biodiversity, land use and mine closure: we will work to ensure that fragile ecosystems, critical habitats and endangered species are protected from damage and we will plan for responsible mine closure.

10

Water, energy and climate change: we will improve the efficiency of our use of water and energy, recognizing that the impacts of climate change and water constraints may increasingly become a threat to the locations where we work and a risk to our licence to operate.

CONTINUED ON PAGE 56

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ESG

Centerra Gold’s Mount Milligan copper-gold mine, in British Columbia. CREDIT: CENTERRA GOLD

how they’ll strengthen operations by further emphasizing our The RGMPs are a risk-based approach to our ESG way for us to identify strategy. where our key risks To build on this communication, a champion at each site lie and help manage was appointed. While the natuTone from the top these risks, and for ral inclination was to appoint a This past September, following the release of the final an external assurance principles by the WGC, Centerra Gold publicly commitmember of either the environprovider to validate ted to company-wide conformance. For Centerra, a comment or sustainability (E&S) pany whose core values are rooted in being a responsible our assessments. team to serve as RGMP site miner, the RGMPs are an opportunity to demonstrate Further, we recognize champion, there was consideration for whether this would our company’s ongoing alignment to good international that third-party inadvertently position the prinindustry practices (GIIP). assurance is important ciples as the responsibility of Like with any new initiative though, tone from for us to maintain only the E&S teams, which the top was the first and most critical step. This was market credibility and was frankly not the case. At important as the goal was to garner genuine ownership Centerra Gold, accountability for the implementation of the RGMPs at the corporate allows us to address our stakeholders’ sits with many teams, including and site level.

The tone from the top came directly from Centerra increasing demands for legal, human resources, supply Gold’s president and chief executive officer Scott Perry, transparency. chain, operations, and security. who serves as the executive sponsor for the initiative.

In order to demonstrate full-site To demonstrate that the RGMPs were a top priority accountability, the champion was for the company, the senior leadership team have tied selected based on their undertheir annual variable compensation to successful implestanding of the entirety of the mentation of Centerra’s RGMP implementation roadmap. site’s activities, credibility and reputation within the site, and With the senior leadership team firmly committed to RGMP ability to influence and lead teams through change management conformance, it was important to get the general managers of periods. each site on board with the vision of the principles. It was key for the RGMPs not to feel like just another corporate imposed The path towards company-wide conformance initiative. To counteract this, we started with the “why” and Over the next few quarters, each of Centerra Gold’s sites will focused on explaining why the RGMPs were important and complete an initial self-assessment to identify conformance Kumtor for the soft assurance as the CAP team was well experienced in maintaining comprehensive documentation and having to explain the mechanisms and controls in place to ensure alignment against good industry practices.

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www.canadianminingjournal.com

and areas for improvement. Depending on the site’s readiness, teams will develop an internal action plan and work towards remediation or preparation for formal external assurance.

Like Kumtor, Centerra’s Oksut gold mine in Turkey, is well positioned for RGMP conformance. Current project financing by both EBRD and UniCredit require the site to be compliant with the EBRD’s E&S Performance Requirements and the International Finance Corporation Performance Standards (through compliance with the Equator Principles), with regular audits being conducted throughout construction to ensure compliance.

Despite this, we recognize that the RGMPs is a continuous improvement process. Annual self-assessments will allow us to ensure that even in years where formal assurance at a specific site is not scheduled, teams work to ensure that processes, practices, strategies, and mechanisms are kept up to date with industry and peer best practices.

In our conversations internally, we continue to stress that RGMP conformance is not a check box exercise. The RGMPs are a way for us to identify where our key risks lie and for an external assurance provider to validate our assessments. Further, we recognize that third-party assurance is important for us to maintain market credibility and allows us to address our stakeholders’ increasing demands for transparency.

We are cognizant though that audit fatigue is a reality and as a mid-tier producer, we need to be mindful of our team’s

resources. The RGMPs were designed to address this concern.

The RGMPs are not intended to duplicate existing assurance.

Rather, they are intended to reinforce existing codes and norms that much of the industry has already adopted. In these circumstances, the assurance provider may be able to accept existing assurance activity if they are satisfied with the scope and quality of the previous audit.

For example, the Kumtor mine is certified by the International Cyanide Management Code (ICMC) for Transport and is aligned with the Voluntary Principles of Security and Human Rights (VPSHR). When possible, the assurance provider will be able to leverage any previous certifications and inspections in order to determine conformance with the specific principles.

Ambitious yet achievable The RGMPs are an ambitious set of principles. While ambitious, they are achievable and reflect the general transition in the gold mining industry toward greater transparency, riskbased analysis and enhanced disclosure.

We believe this momentum will only continue to grow and that the RGMPs are well-positioned to help gold mining companies like Centerra Gold continue to demonstrate their commitment to being a responsible global miner.

CMJ Marina Proskurovsky is an advisor, sustainability and environment, with Centerra Gold.

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COMPENSATION

Exchange rates continue to impact mining

Salaries

Strength of US dollar puts American workers at advantage

mployment in the mining industry Eretaining is highly specialized and as a result, skilled staff is challenging.

These employees are often the most valuable asset at a mine and can run anywhere from 25% to 50% of the daily operating costs.

One of the top reasons that employees leave for greener pastures is how much they are paid. Individuals such as geologists, engineers and top line supervisors are in demand and can often find new opportunities fairly quickly. Mines compete for these specialized employees, often recruiting from other countries. As a result, the mining workforce is highly mobile.

According to CostMine’s 2019 mine

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survey results of U.S. and Canadian mines, employees at Canadian mines received a 2 to 4% salary increase for the year, while their U.S. counterparts reported an average increase of 2.7%.

These statistics are derived from the results of two surveys completed last year

by CostMine.

Taking a longer view, we analyzed the salaries for Canadian and U.S. mine superintendents and mine geologists over the last ten years derived from our previous surveys. The charts below show the average annual salaries for these selected titles at metal mines in Canada and the U.S., over the period from 2009 to 2019.

In 2009, the salaries were very simi-

lar for these professionals between the two countries. It is clear from the charts, that beginning in 2011, U.S. salaries for these titles lagged behind their Canadian counterparts. Our studies show that while salaries expressed in their own currencies have steadily increased over time, once the exchange rate between the two countries is factored in, the salaries for Canadian mine superintendents and geologists falls far short of their U.S. counterparts beginning in 2015.

As shown below, the strengthening U.S. dollar shows the impact on Canadian salaries when expressed in U.S. dollars.

Over the ten year period from 2010 to 2019, salaries for mine superintendents www.canadianminingjournal.com

Photo: MicroStockHub, iStockimages.com

By Krista Noyes

Mine Superintendent

Mine Geologist 1.2

180,000 160,000

Annual Salary

140,000

0.8

120,000 100,000

0.6

80,000

0.4

60,000 40,000

0.2

20,000 0

20

09

20

10

20

11

20

12

20

13

20

14

20

15

20

16

20

17

20

18

20

1.2 1 0.8 0.6 0.4 0.2 20

09

20

10

20

11

20

12

20

13

20

14

20

USA (US$) Canada (US$)

Canada (CAD$)

Canada (CAD$)

Oanda Historical Conversion 1CAD=

Oanda Historical Conversion 1CAD=

20.6

exchange rate, Canadian geologists are making almost 7% less than they were in 2010 in USD equivalents.

But are Canadians in the mining industry keeping up with inflation?

According to Statistics Canada, inflation increased by 16.7% from 2010 to 2019, while mining wages increased an average of 21%.

So while Canadians may be at a disadvantage compared to their American counterparts, within Canada, wages continue to grow at a pace greater than inflation. CMJ

-5.4 ■ Mine Superintendent % Change (US$) ■ Mine Superintendent % Change (CAD$) ■ Mine Superintendent % Change (US$ Equivalent)

FEBRUARY/MARCH 2020

20

16

20

17

20

18

20

0 19

n

Krista Noyes is a cost analyst/geologist with CostMine (www.costmine.com), publisher of Mining Cost Service and part of the Glacier Resource Innovation Group, based in Spokane, Wash. She can be reached at knoyes@glacierrig.com. n CostMine conducts annual surveys of compensation practices at U.S. and Canadian mines. Complete survey reports – including actual wage and salary scales, benefit plan profiles and bonus plans for Canadian mines, and US mines can be purchased from CostMine.

Details are available at www.costmine.com or by calling +1-509-328-8023.

Mine Geologist Salaries – % Change over 10 Years

23.0

10 Year Change

15

19

Canada (US$)

Mine Superintendent Salaries – % Change over 10 Years

Photo: MicroStockHub, iStockimages.com

0

180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 10,000 0

USA (US$)

have increased by 21% in the U.S., and 23% in Canada. Though, for Canadian mine superintendents, when you factor in the exchange rate their salary is 5% less than in 2010, when expressed in USD. Salaries for mine geologists show a similar trend over the last ten years, with the exception of a slight downturn for U.S. geologists in 2019. Even with the decline in 2019, a geologist in the U.S. enjoyed a 25% increase over the last ten years, while Canadians saw a 21% increase. However, as with mine superintendents, when you factor in the

25.0 20.0 15.0 10.0 5.0 0.0 -5.0 -10.0

Annual Salary

1

25.0 20.0 15.0 10.0 5.0 0.0 -5.0 -10.0

25.1

21.3

-6.8

10 Year Change ■ Mine Geologist% Change (US$) ■ Mine Superintendent % Change (CAD$) ■ Mine Superintendent % Change (US$ Equivalent)

CANADIAN MINING JOURNAL |

59

OMA 100TH ANNIVERSARY CONTINUED FROM PAGE 38 Derek Budge: Responsible mining and good corporate social responsibility practices along with demonstrated environmental stewardship in the local communities in which mining companies operate demonstrate care for the planet and hope for a sustainable future.

Transparency and openness with local community stakeholders with regards to how the mine owner plans to minimize the impact of operations on the environment and discussions relating to land reclamation and mine closure plans go a long way to building a relationship based on community engagement and trust.

What do you want the public to know about mining?

Staff of Redpath, which offers underground mining and engineering services, at an underground mine in Ontario.

CREDIT: REDPATH MINING

Diversity and inclusion has always been a part of how mining had to work. The labels and tools have become more sophisticated, we’ve become more proactive at it – but you can’t survive as a mine if that’s not a vital part of the program.

Diversity also brings diversity of thought and challenging the status quo and how we can do things better. Diversity of thought may come because a person comes from a diverse experience, worked in a different sector, or has a different background, training or culture. All sectors, including mining, benefit from a diversity of thought.

What mining company actions best demonstrate care for the planet and offer hope for a more sustainable future?

Erin Satterthwaite: Mining produces

the essential metals the world demands in its quest for more sustainable, advanced technologies. For example, palladium for catalytic converters and nickel and cobalt for electric car batteries.

Most mining companies realize we have a responsibility to apply the lens of safety and environmental sustainabil-

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We need to make sure people see that we have become a more sustainable industry so that smart young people with talent see the value of our work and want to be part of it.

– ERIN SATTERTHWAITE, IMPALA CANADA

ity on everything we do. The sector still isn’t perfect, but we’re working on it – we can’t afford not to. And it’s not just to satisfy external regulations and policies.

It’s simply the right thing to do.

The mining sector is respecting the planet in what we’re doing and how we’re doing it. And we are transforming the way we communicate to improve our image from an environ­ mental standpoint. We need to make sure people see that we have become a more sustainable industry so that smart young people with talent see the value of our work and want to be part of it.

Natasha Dombrowski: I think people

don’t realize how far we’ve come – there’s that stigma that we’re polluting and we don’t clean up after ourselves, but we’ve come leaps and bounds. I think people would be shocked to know how heavily regulated we are. It’s very strict, it’s very prescribed, so I think that shows how responsible we have to be to do our jobs.

There are a lot of misperceptions about dirty miners, not being educated, pouring this and that out the back door.

That’s not the case!

Sari Muinonen: As an industry, we should increase our effort in communicating our significant role in society. We should continue to communicate the importance of mining beyond jobs and economy and how our products/commodities are used in everyday life and for the benefit of modern society.

For example, there are more than 300,000 applications of nickel, and they all contribute to innovation and sustainability in our daily lives. Nickel is used for mobile phones, computers, and rechargeable batteries that power up these mobile devices; it is essential to the health industry for making better surgical tools and medical equipment. Nickel and nickel alloys are found in aircraft, subways and trains, and in components of wind turbines, fuel cells, solar power and other green energy resources.

CMJ www.canadianminingjournal.com

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Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . deutzusa.com DSI Underground . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . dsiunderground.ca Eriez Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . eriezfloatation.com Ford Motor Company. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ford.ca/superduty Golder Associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . golder.com Hepburn Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . hepeng.com Hercules Sealing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . herculesca.ca Hitachi Construction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . hitachiconstruction.com Luvan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . luvan.com.cn Metso Minerals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63. . . . . . . . . . . . . . . . . . . . . . . . . . . metso.com/tailingsmanagement MINExpo 2020. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . minexpo.com Norseman Structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . norsemanstructures.com Nuna Logistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . nunalogistics.com Panorama Helicopters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . panoramahelicopters.com PR Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . prengineering.com Provix Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . provix.net Pugmill Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pugmillsystems.com Redpath Mining. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . redpathmining.com Sandvik Mining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . rocktechnology.sandvik Smithco Side Dump Trailers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . sidedump.com/cmj SMS Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . smsequipment.com SME.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . smenet.org SRK Consulting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . srk.com T.D. Micronic.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . tdmicronic.com Titan Environmental.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . titanenviro.com TopVu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . topvu.ca Victaulic.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . victaulicknifegate.com Westpro Machinery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . westpromachinery.com

62 | CANADIAN

MINING JOURNAL

www.canadianminingjournal.com

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