> How the green transition became an environmental hazard
Quebec Mining Act reform: A breakdown of Bill 63
Remembering the Hillcrest mining disaster
13 Circular mineral harvesting: The future of clean mining and environmental sustainability.
15 ESG: The foremost risk for global mining companies.
21 ESG frameworks can still support the achievement of circularity.
23 Carbon dioxide removal (CDR) technology within the mining sector.
17 How the green transition became an environmental hazard.
ASK
25 Q & A on mine closure with Dr. Neeltje Slingerland.
29 Multi-stage pressure reduction in mining applications.
31 Costs of unfilled jobs add up for Canada’s miners.
MINING
33 Taking colour for granite.
OF MINING
35 Remembering the Hillcrest mining disaster.
www.canadianminingjournal.com
What is better than tariffs? Faster permitting
Effective October 1, 2024, the federal government will implement a 100% surtax (tariff) on all Chinese-made EVs, accusing China of subsidising its EV industry, giving its car makers an unfair advantage. This includes electric and certain hybrid passenger automobiles, trucks, buses, and delivery vans. Canada also plans to impose a 25% duty on Chinese steel and aluminium.
China has called the move “trade protectionism,” accusing Canada of violating the “World Trade Organization rules.” The Asian country is the world’s largest manufacturer of EVs, and its car makers have quickly gained a significant share of the global market.
I am sorry to rain on the federal government’s parade, but tariffs do not help make goods more affordable, and consequently they do not help consumers. Affordability is the main concern for Canadian consumers.
According to Clean Energy Canada, this decision could lead to fewer affordable electric vehicles for Canadians, reduced competition, and increased climate pollution.
Clean Energy Canada also suggests that “Strong EV demand depends on building and offering EVs that Canadians want — and can afford. If Canadian EV sales drop because of the new measures, this might be used as a justification for cancelling, delaying, or downgrading EV ambitions and, ironically, further delaying the domestic production they are meant to protect. The federal government must complement its trade measures with an EV affordability package, including extending the iZEV program until 2028, lowering the price cap on rebates to $50,000 to compel automakers to drop their EV prices below the cap and introducing rebates for used EVs.”
What is better than tariffs? A faster, more robust permitting process to help timely produce the critical minerals necessary for the domestic manufacturing of EVs. Canada has struck deals worth billions of dollars with major European car makers, as it tries to become a key part of the global EV industry. Where will the critical minerals needed for these EVs come from? The answer is China. Because of the persisting permitting issues, Canada could see its reputation diminished in the eyes of mining investors, to the detriment of Canada’s miners, and the country’s economy. On page 6 of this issue, Bruce Downing (an independent mining expert) offers some insights into regulatory permitting for dummies. We hope that helps!
The focus of this issue is ESG related topics and clean mining (see pages 13 to 16) as well as circular economy in mining (pages 21 to 24). Our Law column on page 11 also features Mining in Quebec. We also launch two new titles for our C-suite interviews: CEO Interview (page 17) and Ask an Expert (page 25). We continue the discussion on rebranding mining (page 33), and the sad History of Mining story on page 35 recalls the Hillcrest mining incident in 1914 and how the Canadian Mining Journal was advocating for safety at mine sites more than a hundred years ago.
Finally, our November issue will focus on underground mining and ventilation. Relevant editorial contributions should be sent to the Editor in Chief no later than October 7, 2024.
President, The Northern Miner Group Anthony Vaccaro
Established 1882 Canadian Mining Journal provides articles and information of practical use to those who work in the technical, administrative and supervisory aspects of exploration, mining and processing in the Canadian mineral exploration and mining industry. Canadian Mining Journal (ISSN 0008-4492) is published nine times a year by The Northern Miner Group. TNM is located at 69 Yonge St., Ste. 200, Toronto, ON M5E 1K3. Phone (416) 510-6891.
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Regulatory permitting: Exploration to mine development
The issue of permits has become a major obstacle in the advancement of many resource projects. No permits lead to “no investment,” which leads to negative economic impacts such as “no jobs, no government revenues, no benefits for Indigenous groups, and no value supply chain.”
Permit problems
• Delay(s) of permits leads to investment flight to other countries;
• Redundant and overlapping regulations leads to inefficiency;
• Redundant and overlapping government ministries/departments/bureaucrats lead to decreasing productivity commonly known as the bureaucratic paralysis syndrome; and
• The precautionary principle that is commonly used to evaluate impacts can be also used as a virtual veto creating barriers to issuing of permits.
Concerns
• Bureaucratic job security can become an issue (delaying a permit and/or continuously finding faults in proposals and/ or adding more levels of additional work can be seen as a job security consequence).
• Foreign and domestic environmental, community, and Indigenous groups may try to delay permitting through legal challenges and injunctions with the goal to delay or stop resource development. If such challenges and injunctions are not successful, then project stakeholders will have the right to sue for costs of delays.
Practical solutions
• Eliminate redundant and overlapping regulations and reduce overlapping regulatory governmental ministry/ departments to increase productivity.
• Investors and project owners have the right to ascertain the potential conflict of interest within the various levels of government who become involved in the permitting process which can become an issue if the permit(s) are contested in court.
• First Nations can issue permits after specific governmental timelines have passed for issuance of various permits.
• Resource development requires certainty of the timely issuance of permits to ensure continuous flow of project capital.
Government(s) can be sued after 180 days if no permits are offered after specific governmental timelines have passed. Investment dollars have a right to be included as lost revenue to the investor which can often result in bankruptcy.
• Resource related revenues should be tied directly to community beneficial programs and relevant expenditures within government(s). If the government has no “skin in the game,” then its revenue source(s) become non-existent. Thus, No perceived benefits to the voters.
Financing solutions
• A fresh look at critical mineral mining — processing investment.
• Several associations have mentioned government(s) should provide money/loans/subsidies to First Nations to enhance resource development. This must be linked to the timely issuing of permits.
Timely issuing of permit allows investments, which create new mine development and benefits, elevating the return to government and to society, making both investing and mining more sustainable.
Bruce Downing, M.Sc., P. Geo., FGC, FEC (hon.) is an independent mining expert.
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Updates from across the mining ecosystem
ADVANCED EXPLORATION
Magna hikes Crean Hill economics
An updated preliminary economic assessment (PEA) for Magna Mining’s Crean Hill project near Sudbury, Ont. bumps its internal rate of return more than five times to 129% compared with the initial study last year.
The new PEA pegs pre-production cash costs for the nickel-copper-PGE project at $27.7 million, down from $81 million in the initial study, and gives the underground mine a base case post-tax net present value (at an 8% discount) of $194.1 million and a 13-year mine life.
“A low capital approach of establishing a new surface portal will provide quick access to the resource, allowing us to offset capital costs with early revenues,” Jeff Huffman, COO, said in a release. “The project timeline has been derisked by having environmental permits approved and in-hand, as well as more detailed stope planning and sequence optimization.”
In September, Magna sent 20,714 tonnes of ore from Crean Hill to Glencore’s processing plant in Sudbury. The bulk sample will provide crucial data on the ore’s metallurgical performance and recovery rates. The mapping and grab samples taken during this phase will help Magna plan future stopes for the advanced exploration program.
Magna also announced that it has agreed to purchase a portfolio of base metal assets from a subsidiary of KGHM International. The deal, announced on Sept. 11, 2024, includes the McCreedy West copper mine, along with three other past-producing mines in the Sudbury basin mining district: Levack,
SHUTDOWN Ascot halts Premier gold mine
The Toronto-quoted shares of Ascot Resources cratered on Sept. 6 after suspending operations at its Premier gold mine less than five months after celebrating its first gold pour.
Insufficient ore feed from the Big Missouri and Premier Northern Lights (PNL) deposits, 25 km from the town of Stewart in British Columbia’s Golden Triangle, missed production targets and forced the halt. as Ascot will need to secure additional funding to complete the necessary work, it said it in a release.
Ascot estimates that three to six months of additional development will be required before it can resume operations. The company seeks funding to complete this work and has entered discussions with secured creditors. At the end of August, Ascot had about $15 million in cash, enough to cover costs during the winter suspension and maintain environmental compliance programs, it said.
“Despite strong mill performance, the delay in mine development poses a significant challenge,” BMO Capital Markets mining analyst Brian Quast told clients in a note Friday. Even so, the company’s progress in the mine’s commissioning process means it maintains an ‘outperform’ rating and a $1.25 target price, Quast said.
Podolsky and Kirkwood. Magna will also acquire exploration properties, including the Falconbridge footwall and Northwest Foy, among others.
The purchase price consists of $5.3 million in cash, $2 million in Magna common shares upon closing, an additional $2 million in cash due on Dec. 31, 2026, and contingent payments of up to $24 million, depending on future milestones.
US$1 MILLION PRIZE Wheaton kicks off technology challenge
Wheaton Precious Metals and Foresight Canada are launching the Future of Mining challenge, offering a US$1 million prize for groundbreaking technology. This global competition seeks innovations to reduce greenhouse gas emissions and enhance efficiency in the mining sector.
Said Wheaton CEO Randy Smallwood, “It is critical that we foster innovation and collaboration to improve the future of mining, with a goal of making current practices more efficient and sustainable.”
The challenge invites cleantech companies from around the world to submit their proposals. This year’s focus is on technologies that can significantly reduce emissions in base and precious metal mining operations and are scalable for global implementation. By driving advancements in mining technology, Wheaton and Foresight aim to support the industry’s shift toward more sustainable practices and help address the pressing environmental challenges faced by the sector.
Applications opened on Sept. 18, 2024, and the winner will be announced in March 2025 at the PDAC convention in Toronto.
An aerial view of the former Crean Hill nickel-copper mine site. CREDIT: MAGNA MINING
The Premier gold project mill near Stewart, B.C.
FAST NEWS
MERGER
AngloGold Ashanti to buy
Centamin for US$2.5 billion
AngloGold Ashanti is buying Egypt-focused smaller rival Centamin in a US$2.5 billion stock and cash deal that would see the South African gold miner become the world’s fourth largest producer of the precious metal.
The acquisition hands AngloGold the key Sukari mine in Egypt, which is the country’s largest and first modern gold operation, as well as one of the world’s largest producing mines. Since production began in 2009, Sukari has produced more than 5.9 million ounces of gold, and has a projected mine life of 14 years.
The addition of the Sukari mine to its portfolio will increase AngloGold’s annual production by around 450,000 oz., bringing its total output to 3.1 million oz.
Under the terms of the deal, Centamin shareholders will receive 0.06983 new AngloGold shares for each Centamin share and $0.125 in cash. The offer represents a 37% premium to the target company’s closing price on Sept. 9, the parties said.
Once and if the deal goes through, AngloGold shareholders will hold about 83.6% of the combined entity, while Centamin investors will own roughly 16.4% of the enlarged share capital.
NEW BATTERY Volt Carbon unveils Li-ion tech for extreme cold
Volt Carbon Technologies announced a breakthrough in lithium-ion battery technology, revealing that their new proprietary electrolyte can function at temperatures as low as –80°C. This development could have major implications for industries needing reliable energy storage in extreme conditions, including mining.
Solid UltraBattery, in collaboration with Volt board member and University of Waterloo professor and director Dr. Aiping Yu, have developed a high-entropy electrolyte. This specialized battery fluid blends multiple compounds to enhance battery performance and longevity, particularly in low temperatures.
Testing showed that the new electrolyte retained 30.3% capacity at –80°C, compared to no capacity retention in standard electrolytes.At –60°C, the proprietary electrolyte maintained 49.7% capacity, while conventional versions showed none. Even at –40°C, it retained 62.5% of its capacity, significantly outperforming the 16.8% seen in standard electrolytes.
“This innovation is particularly critical for regions like Canada,” said head of battery development at Solid UltraBattery Dr. Hey Woong Park. “With this technology, we aim to overcome the challenges of cold-weather battery performance, ensuring reliable operation even in the most demanding climates.”
DEEP SEA MINING The Metals Co. scales up processing of deep-sea nodules
The Metals Company (TMC) and Japan’s Pacific Metals Co. (Pamco) have successfully approximately 500 tonnes of high-temperature material (calcine) during the first phase of a commercial-scale campaign to process polymetallic nodules at Pamco’s rotary kiln electric-arc furnace facility in Hachinohe.
During the process, a 2,000-tonne sample of nodules was heated to remove moisture and initiate the transition of minerals to their metallic forms.
According to TMC, in the coming months, the calcine will be transferred to Pamco’s demonstration smelting facility to begin
CORRECTION
smelting into a high-grade nickel-copper-cobalt alloy and manganese silicate.
In November 2023, TMC signed a memorandum of understanding with Pamco to complete a feasibility study for the pro-
cessing 1.3 million tonnes of wet polymetallic nodules a year into high-grade nickel-copper-cobalt alloy and manganese silicate, which are feedstocks for the production of lithium-ion batteries, electrical infrastructure and steel.
Last June, the company announced that it had successfully produced the world’s first cobalt sulphate derived exclusively from seafloor polymetallic nodules. The cobalt sulphate was generated during bench-scale testing of TMC’s hydrometallurgical flowsheet design with SGS Canada at its facility in Lakefield, Ont.
Equinox Gold would like to add the following information/corrections to the article in the print and digital edition on pages 14-17 of the September issue entitled, “Greenstone the great:” The first paragraphs should read as “From the start, Equinox Gold’s goals were ambitious: To be a diversified, Americas-focused gold producer with more than one-million-oz. of gold per year. Equinox president and CEO Greg Smith said Equinox wanted to “grow quickly and the only way to do that is through acquisition and developing assets as we go along.” Is there a particular ratio of acquisition to asset development that Equinox aims at in balancing that approach? Not really, Smith replied. The key is to pay attention to your portfolio. Smith stressed a management team has prepared for the good times and bad times, “and built a company that navigates through both phases.” With four mine builds and a string of acquisitions since 2018, Equinox Gold’s production base is now eight mines across Canada, the United States, Mexico, and Brazil. Additionally, the following paragraph should be deleted: Today, that budget of $1.23 billion is on track, said Smith. The power plant is nearly commissioned; process plant and tailing facilities are more than 83% complete; and additional infrastructure largely in hand. “So we’re pretty pleased.” The full text article on the website has been revised.
Sukari is Egypt’s largest and first modern gold mine, as well as one of the world’s largest producing mines. CREDIT: CENTAMIN
Pamco’s Rotary Kiln Electric-Arc Furnace facility in Hachinohe, Japan. CREDIT:
By François Brabant and David Gravel
Quebec Mining Act reform
A breakdown of Bill 63, An Act to amend the Mining Act and other provisions
On May 28, 2024, Bill 63, a proposed amendment to the Mining Act, was presented to the National Assembly (Quebec). Bill 63 marks the first significant reform of the Mining Act since 2013 and is deemed by the Ministère des Ressources Naturelles et des Forêts (MRNF) to aim at enhancing transparency, improving land use coordination, providing a better framework for exclusive exploration rights, raising environmental requirements, maximizing the benefits of extracted mineral resources, and increasing overall efficiency for the entire Quebec mineral industry. This change, along with the recent introduction of the new Impact Exploration Authorization (IEA), which came into effect in May 2024, reflects the Quebec government’s overall aim at modernizing mining laws in Quebec to further protect the environment and local communities.
Changes with respect to mining rights
Among the many significant updates brought by Bill 63, a considerable change consists of the replacement of the term “claim” with “exclusive exploration right.” This terminological change is indicative of Quebec’s shift away from the free mining regime, as it is concurrent with the implementation of new methods for granting, selling, and renewing a mining right, as well as certain conditions governing its exercise.
More specifically, with respect to exclusive exploration rights renewals, the modifications impose a minimum requirement regarding the cost of work executed. Pursuant to section 36 of Bill 63, holders of such rights will only be able to renew or sell their rights once 90% of the planned exploration work has been carried out. They are also required to pay the minister an amount equal to twice the difference between the minimum cost of the work that should have been performed and the work reported.
While these stricter requirements may impact investments in the mining sector, they nonetheless serve to prioritize legitimate mining projects by curtailing the acquisition of rights for the sole purpose of upselling. With approximately 350,000 claims in Quebec, it is estimated that solely 13% to 17% are currently undergoing active work.
Moreover, other updates regarding mining rights include the addition of “minerals and crystals” to the resources
defined as “surface mineral substances.” Therefore, any exploitation of such resources now requires a lease for the exploration of surface mineral substances. Bill 63 also provides that the mining of mining residues is now subject to the obligation of obtaining a mining lease.
Changes with respect to Indigenous communities
First, to harmonize mining operations with Indigenous activities related to food, rituals, social practices, and other traditional pursuits, Bill 63 introduces a new provision that facilitates Indigenous participation in the delimitation of land boundaries by allowing the government to enter into agreements with the respective Indigenous communities.
• Second, Indigenous rights are further safeguarded by way of ministerial protection. Bill 63 thus increases the minister’s powers, specifying that the minister
• may take into consideration impacts on Indigenous communities when granting mining leases;
• must notify the Indigenous community concerned of the existence of any exclusive exploration rights;
• may impose conditions to prevent impacts on Indigenous communities;
• may impose conditions and requirements on exclusive exploration right holders to prioritize or reconcile land use and preservation;
• has discretion to require the holder of a mining right to remove or move any property or extracted ore to prevent impacts on Indigenous communities; and
• may refuse an exclusive exploration right for any public interest reason, namely, to prevent or limit impacts on local and Indigenous communities.
Private land prohibition
Likely in response to the consultation reports by the MRNF from spring 2023, which provided an opportunity to gather the concerns and ideas of the public and various stakeholders interested in the subject, Bill 63 will prohibit the mining or prospecting on lands in the private domain and within urbanized perimeters. Thereby, any mineral substance that forms part of the private domain is withdrawn from prospecting, mining exploration, or mining excavation. Nonetheless, excep-
LAW/MINING IN QUEBEC
tions may be made at the request of municipalities and in such cases, mining exploration will still require the consent of the landowners.
Environment impact assessment
To ensure better environmental protection, Bill 63 provides that all new mining projects in Quebec will now be subject to the environmental impact assessment and review procedure provided under the Environment Quality Act (EQA). Such change will update the obligations and process for rehabilitating and restoring mining sites to introduce, among other things, an obligation for the holder of a mining lease to perform monitoring and maintenance to ensure follow-up on the holder’s rehabilitation and restoration work.
Conclusion
In short, Bill 63 provides for a reform of the Mining Act and related regulations by providing for further environmental protection, increasing ministerial powers to ensure regulation
of mining activities, safeguarding of the interests of Indigenous communities, and prohibiting excavation on certain lands. By introducing stricter requirements for exploration rights and ensuring sustainable development, Bill 63 seeks to create a more accountable, transparent, and efficient mineral industry in Quebec.
François Brabant is a partner at Dentons Canada and the leader of the securities and corporate finance group in the Montreal office. He practices securities and corporate finance, M&A, corporate and commercial law.
David Gravel is a senior associate at Dentons Canada in the corporate group of the Montreal office. His practice focuses on M&A and securities law.
The authors would like to thank Ana Grubac, summer student, for her contributions to this article.
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Circular mineral harvesting
The future of clean mining and environmental sustainability
As the world moves toward a sustainable energy future, the demand for rare earth elements (REEs) is rapidly increasing. These elements are essential for the production of clean technologies, such as electric vehicles (EVs) and wind turbines. Traditional methods of extracting these valuable resources can pose environmental challenges. Aclara Resources is redefining mining practices with its innovative clean extraction technology: Circular mineral harvesting. This approach not only aligns with global sustainability goals but also sets a new standard for environmentally responsible mining.
The need of clean mining in the modern world
Mining has long been a cornerstone of industrial development, providing the raw materials necessary for technological advancement. As the global community becomes more aware of the environmental impact of industrial activities, the demand for cleaner, more sustainable mining practices has never been greater. This is especially true in the REEs sector, where the materials are essential for developing green technologies but are traditionally associated with environmentally intensive extraction processes.
Recognizing the need to innovate in both production and extraction methods, Aclara Resources developed “circular mineral harvesting,” a patented process designed to minimize environmental impact while maximizing efficiency.
Circular
mineral harvesting: A new approach to rare earth extraction
Circular mineral harvesting represents an innovative
approach to mining. Traditional mining methods typically involve processes, such as blasting, crushing, and milling, which can have significant environmental footprints. In contrast, this innovative process eliminates the need for these activities, thereby reducing the energy required for extraction and maximizing harmony to the surrounding environment.
One of the most notable features of this technology is that it does not produce liquid residues, ensuring more efficient waste management and enhancing environmental safety compared to traditional mining operations. Instead, the process recycles approximately 95% of the water used and 99% of the main reagent, a common fertilizer, ensuring that operations are both resource-efficient and environmentally friendly.
The commitment to sustainability extends beyond the extraction process, with full reforestation of all areas impacted by mineral extraction, ensuring that local ecosystems are preserved and restored.
Aligning with global sustainability goals
The global move towards sustainability is not just a trend; it signifies a fundamental shift in how industries operate. Governments, investors, and consumers are increasingly prioritizing environmental stewardship, and companies that fail to adapt may be left behind. Aclara’s clean extraction technology is aligned with key international initiatives. This year, the company joined the United Nation’s Global Compact Network in Chile, a commitment to both sustainability and transparency, requiring annual reporting on progress towards these goals. This alignment not only enhances project appeal to
Circular mineral harvesting.
investors but also ensures readiness for increasingly stringent regulatory environments.
The economic and environmental benefits of circular mineral harvesting
The benefits of circular mineral harvesting extend beyond environmental sustainability, translating into significant economic advantages. By reducing the energy required for extraction and minimizing waste, operational costs are lowered, making projects more economically viable. This allows for competitive product pricing while maintaining high standards of environmental responsibility.
The technology minimizes the need for traditional mining infrastructure, such as tailings dams, leading to lower capital expenditure for new projects and simplifying the management of waste material. The focus then shifts to further advancing technology and expanding operations.
Transparency and community engagement
Transparency and community engagement are essential components of sustainable development. Maintaining open communication with all stakeholders, including local communities, government agencies, and investors, ensures that
needs are addressed and that operations align with the broader goals of the communities involved.
Regular environmental and social impact assessments are conducted to identify potential challenges and opportunities. This approach enables informed decisions that benefit both the business and the environment. Close collaboration with local communities fosters reforestation and land reclamation programs, contributing to the long-term health and vitality of the ecosystems involved.
Beyond environmental initiatives, supporting the economic development of the regions where operations are based is crucial. By creating jobs, providing training, and investing in local infrastructure, resilient communities are built, thriving long after the mining operations have ended.
The future of clean mining
As the future unfolds, the commitment to clean mining and environmental stewardship remains a priority. The demand for REEs will only increase as the world transitions to a more sustainable energy future and meeting this demand in an economically viable and environmentally responsible manner is crucial.
Circular mineral harvesting technology is just the beginning, with ongoing research and development focused on improving processes, reducing environmental impact, and contributing to the global effort to address climate change. By embracing innovation and sustainability, a brighter, more sustainable future is within reach.
The proprietary circular mineral harvesting technology represents a new era in mineral extraction, prioritizing sustainability, efficiency, and community engagement, ensuring that the resources needed to power the future are extracted in a way that respects the environment and benefits society.
Ramon Barua Costa is CEO, Aclara Resources.
Ricardo Sepulveda, process assistant manager with Aclara Resources (right), displays heavy rare earth carbonates to a Brazilian delegation at the Aclara pilot plant earlier this year. Credit: Aclara Resources
ESG: The foremost risk for global mining companies
The mining industry stands at a crossroads, with environmental, social, and governance (ESG) factors dominating the risk landscape for the third consecutive year. EY Canada’s latest report on the “Top 10 Risks and Opportunities in Mining” underscores the intricate challenges miners face in 2024. Many of the ESG risks raised in our survey this past year are not new, but what is changing is a growing degree of both complexity and investor attention. We believe this will spur more innovation, more ambitious targets, and greater transparency in reporting.
Much of the challenge of ESG is the diversity of risks and opportunities at play. Companies are grappling with issues ranging from water stewardship to ethical supply chains and mine closure — all while trying to navigate what respondents describe as an “alphabet soup” of regulations and with ongoing data integrity challenges. Forty-one percent of executives surveyed said their digital priority was a platform to track and report ESG metrics. To avoid disclosure missteps and make the best use of resources, the industry will need a better view of high-quality ESG data, with strong governance and controls in
place to ensure appropriate signoffs and processes. This article delves into the ESG considerations that continue to reshape the sector.
Environmental: Innovations in waste management and water stewardship
The environmental aspect of ESG, particularly waste management and water stewardship, has garnered intense scrutiny. Innovations in tailings and waste management have become paramount as the industry manages over 200 billion tonnes of tailings, with billions more anticipated in the coming years. The International Council on Mining and Metals (ICMM) has made strides in transparency with the Global Industry Standard on Tailings Management (GITSM). Projects like the “Mining Microbiome Analytics Platform” demonstrate the sector’s commitment to non-chemical extraction and remediation strategies, showcasing the potential for microbes to bind to minerals and prevent toxic leaching.
Water stewardship is another critical area, with over half of the survey respondents acknowledging it as a top risk. With governments like Chile imposing stringent water usage poli-
cies, the industry must adopt comprehensive hydrology and hydrogeology management. Some companies are leading the way with transparent water usage disclosures, setting a precedent for others to follow.
Social: The drive for inclusivity and wellbeing
The top social components of ESG raised in the last year emphasize diversity, equity, and inclusion (DE&I), health and wellbeing, and human rights. Despite setting DE&I targets, the mining industry struggles to make a significant impact. Female participation in C-suite roles has seen some improvement, but overall diversity remains low. Industry associations are advocating for more robust protocols to accelerate progress, though concerns about automation’s impact on diversity persist.
Health and wellbeing initiatives are expanding in scope, addressing the mental health challenges of Fly-in fly-out (FIFO) workers and integrating psychological wellbeing into safety protocols. The rise in bullying and harassment claims indicates a need for a cultural shift towards a safer, more inclusive workplace.
Human rights scrutiny is increasing, with 25% of respondents noting investor attention in this area. The Responsible
Governance: The ESG data dilemma
Governance is the linchpin of ESG, with the emphasis on measurement and monitoring. The plethora of regulations and frameworks creates a complex environment for the industry to navigate. Establishing credible baselines and integrating considerations throughout the mine lifecycle are essential for maintaining integrity and achieving global ESG sustainability standards.
Natural capital accounting, as piloted at BHP’s Beenup mineral sands mine site, offers a glimpse into future assessment methods. However, data integrity remains a significant concern, with companies stressing the need for robust platforms, personnel, and processes to track and measure ESG goals effectively.
Conclusion
As ESG continues to be the predominant risk for metals and mining companies globally, the industry’s resilience and inventiveness are more crucial than ever. Upcoming years will continue to be pivotal, with expectations of increased innovation, collaboration, and agility. Mining companies must
UNCOVERING THE MATERIALS OF TOMORROW RESPONSIBLY:
How the green transition became an environmental hazard
Interview with Gregory Beischer, CEO, president, and director of Alaska Energy Metals
As part of our “CEO interview” series, we had the opportunity to sit with Gregory (Greg) Beischer, CEO, president, and director of Alaska Energy Metals to discuss how the recently formed company is working on unlocking Alaska’s (and Quebec’s) nickel for a cleaner energy future.
Alaska Energy Metals is spearheading the development of a large-scale nickel project in the interior of Alaska, aiming to supply the essential strategic metals required to secure America’s energy future and drive the energy revolution.
CEO INTERVIEW
CMJ: As a conversation starter, we would like to get to know you a bit, so can you please talk to us about your background and how you became CEO of Alaska Energy Metals Corporation (AEMC)?
GB: I am a geologist and mining engineering technologist by trade. I am highly knowledgeable on the geology of magmatic nickel-copper-platinum deposits, and my entry point into mining was through INCO, a Canadian mining company and the world’s leading producer of nickel for much of the 20th century. From there, I worked for several companies, including Bristol Bay Native, where I forged many strong connections across Alaska before founding Millrock Resources in 2007. I led the team at Millrock for 15 years and together we built a successful “project generator” company that attracted more than US$50 million in capital from major mining companies, junior explorers, and investors.
In May 2023, I retired from Millrock and founded Alaska Energy Metals Corp. (AEMC), a publicly listed junior exploration company (TSXV: AEMC). This was a big but necessary step, as several years ago, I began to realize that nickel demand would far outstrip domestic supply. Shortly after that realization, in 2021, the U.S. Geological Survey (USGS) deemed nickel a single point of failure for the U.S. Today, the U.S. is almost completely trade-dependent on foreign entity of concern (FEOC) countries, including China and Russia. Therefore, to secure a domestic supply of nickel and other critical and strategic metals for North America’s energy future, I knew we needed to switch from focusing on multiple projects and focus on exploring domestically for critical metals.
Alaska Energy Metals currently holds two projects, our flagship project in interior Alaska — the Nikolai nickel project, where we have discovered a multi-critical, multi-decade deposit — and a nickel-copper project in Quebec, the AngliersBelleterre project.
Our multi-critical deposit at Nikolai, Eureka, contains nickel, copper, cobalt, chromium, iron, platinum, palladium, and gold.
CMJ: Please talk to us more about the history of AEMC.
GB: The company was formed in 2023, and we have made impeccable progress on the exploration front over the last year and a half, since our inception. In less than a year, we were able to take an exploration concept and turn it into a substantial deposit of nickel and other critical and strategic metals for our energy transition.
Nine months ago, we announced the results of our first Maiden Ni43-101 mineral resource estimate for the Eureka deposit at Nikolai in Alaska, which exceeded 1.5 billion Ib. of contained nickel. Three months later, we were able to confidently update the mineral resource estimation (MRE), which produced a 180% increase in the inferred tonnage and added substantial, new indicated tonnage to the deposit.
Around the same time, we announced the acquisition of Angliers-Belleterre in Quebec, which marked a significant milestone — deeper penetration of the North American market. We have filed two technical reports over the year, closed the acquisition of Angliers, and added new remarkable additions to our advisory board.
Most recently, we closed a US$5 million special warrant, and unit offering and exploration at Nickel is well underway with more than US$8.68 million recently raised. To raise such a substantial amount in this environment really speaks to the quality of the project, confidence in our exploration team and plans, and to our new company directors, who are in place to assist in fully unlocking value for all our shareholders.
CMJ: Why do we need to mine critical metals domestically, and do we need to quicken the pace?
GB: The U.S. is four times more dependent on China’s minerals and their processing than it was on the Middle East at the peak of its oil dependence. Fast forward to today, the U.S. has become the leading producer of oil globally. We need to mimic this strategy if we are to ensure our mineral supply for the long-term without any sudden disruptions. And given the U.S.
A view looking east along the axis of the Eureka deposit.
Gregory Beischer, CEO, president, and director of Alaska Energy Metals during a field trip.
The Nikolai project is located 80 kilometers south of the city of Delta Junction, on the southern flank of the Alaska Range. The claims are close to paved highways, and a network of gravel roads and trails provide access to the Canwell claim block. The city has many services and amenities that support the Alaska mining community. The main Alaska power line and railway are 100 kilometers to the west along the Denali Highway.
is the world’s second largest consumer of nickel, we need to ensure our mineral supply remains economically resilient. Mining is the lifeblood of our existence. The mining industry powers every single facet of our daily lives: the bridges we cross, the planes we fly in, the electricity we use, and the technology we are addicted to. Even the plates on our table and the cosmetics on our faces come from mines, and if you own an electric vehicle, then you likely know, they would not have existed if it was not for the critical metals found in the ground.
CMJ: What is your opinion on the current permitting processes in Canada and the U.S.?
GB: As part of our energy transition, we are trying to replace a hundred years of internal combustion technology and infrastructure with electrified mobility. Despite all efforts to date, some still think it is impossible and for good reasons. This is because we are going about it all wrong. Part of the issue in both Canada and the U.S., but especially in the U.S., is permitting. It is one of the biggest challenges being faced by the mining industry today. There is a real disconnect between what is being said and what is being done at the federal level. On one hand, the government has created great urgency around the need for electrification, but on the other, no urgency around the reforms needed in the permitting process. One cannot happen without the other. Without timely, defensible permits, projects cannot move forward, domestic mines cannot be built, and society cannot transition to net-zero.
though there is excess nickel available, the market is not satisfied. That is because nickel from Indonesia, while cheap, is also dirty and therefore will not support climate and net-zero goals. In fact, it is doing the opposite, and that is affecting investors’ decision-making.
Look at the facts: In 2023, Indonesia’s coal burning hits record high — and “green” nickel is largely the reason. They became the world’s sixth-highest fossil CO2 emitter, behind Japan. If Indonesia continues to produce nickel, our global carbon footprint will continue to grow, not shrink.
The entire purpose of producing more nickel and related energy metals is to help decarbonize transportation. To help electrify our society and reduce emissions to mitigate a 1.5°C rise in global temperature. Mining in the West, which is governed by responsible mining practices, will help us do this. But if we continue to rely on Indonesia, we will never reach this goal.
One solution is traceability. Investors, customers, and governments will want and eventually need to be able to trace raw battery materials such as nickel back to their origins, and those producers that can deliver that information quickly will come out on top.
Even despite the “excess nickel,” the International Energy Agency has forecasted supply shortages later this decade, as demand for green technologies rises, marking the importance of continued mining expansion in the West.
CMJ: The role of nickel goes beyond EVs; national defense is also on the line. Can you please explain?
The Angliers project is in the Témiscamingue region of western Quebec. The project represents a highly under explored region of the Baby volcanic group of the Belleterre-Angliers greenstone belt, historically known to host Ni-Cu-PGE, Au, Cu, Mo, Zn, and diamond mineralization.
CMJ: Why has the green transition become an environmental hazard?
GB: Excellent question. It is no secret that Indonesian nickel output pillaged global mining producers last year. But even
GB: The national security environment is changing and inducing pressure on the domestic industrial base and supply chains. Nickel and other critical/strategic metals can help fulfill this need and alleviate the pressure.
Nickel plays a key role in our national defense. Take the tanks for example: In 2024, the U.S. had approximately 4,657 main battle tanks in its armed forces, the most of any NATO member state. The U.S. had twice as many tanks as Türkiye, which had the second-highest number in NATO at 2,231. A lot of nickel is needed to produce tanks.
To provide the U.S. a greater capacity for long-term indus-
trial readiness, bulk tonnage deposits like ours, can significantly support domestic metal needs, reduce dependency on low-quality, carbon-intensive, and unsustainable Chinese and Indonesian nickel, and enable the future creation of a greater domestic stockpile held in the U.S. defense industrial base. It may help meeting rising military demand and ultimately derisk the U.S. from unforeseen foreign export controls.
CMJ: Can you please talk to us about AEMC’s role in the critical metals race?
GB: Our Eureka deposit at Nikolai in Alaska is on track to become one of the largest deposits in North America. In the future, if metals from the deposit are extracted and processed, the U.S.’s decades-long absence of domestic nickel production and its total and continued dependence could meet a major turning point. This has been incited by the development of new sectors, such as the EV industry and long-term energy storage, which have been supported by the Defense Production Act (DPA), tariffs, and the Environmental Protection Agency ruling on decarbonized transportation, among other regulatory implementations.
With growing cross-sector demand from North America’s
strategic industries, there is now heavier competition for the same supply of nickel. Prior to the entrance and boom of these industries and the EV industry, U.S. demand was built in from the stainless-steel sector, which today still accounts for almost two-thirds of nickel’s total consumption.
Nikolai’s metals could lock in a safety net around these industries by increasing a domestically available supply for the long-term.
CMJ: Finally, what does the future look like for AEMC?
GB: AEMC’s future looks good. We are chasing both government grant funding and investments from major miners and/ or refiners. That level of capital injection would be transformational and allow us to accelerate timelines. Access to capital is our biggest hurdle right now, but with increasing metal prices anticipated in the coming years, we know that capital for a quality domestic critical and strategic metal mining development project like Nikolai will flow well. With the right support, our company can help the U.S. avoid metal supply disruption caused by geopolitical forces beyond anyone’s control. The country is vulnerable to metal supply chain disruption, and AEMC can help.
Responsible
Stantec
Let’s partner to treat our Earth like the precious resource it is. stantec.com/net-zero-mining
By Steve Gravel and Madiha Khan,
ESG frameworks can still support the achievement of circularity
The concept of the circular economy has gained significant prominence in recent years as businesses, governments, and consumers increasingly recognize the environmental and economic limits of the traditional linear model. With growing concerns over climate change, resource scarcity, and waste, the circular economy has moved to the forefront of sustainability discussions. As global priorities shift toward net-zero emissions and sustainable growth, the circular economy is becoming a cornerstone of modern economic and environmental strategies.
A circular economy, characterized by circular supply chains, is broadly defined as a set of closed-loop processes that prolongs the life of resources, maximizes economic benefits, and minimizes the negative environmental impacts of production and consumption. This paradigm has gained practical traction in recent years, partly because of the reports issued by premier institutes like the World Economic Forum, which suggest that the growing, global cost of climate change damage will be an estimated US$1.7 to US$3.1 trillion per year by 2050. While many industries have responded by accepting global decarbonization goals, their efforts are hindered by the magnitude of the task. Embracing an environmental, social, and governance (ESG) framework may be a partial solution to this problem.
ESG frameworks pertain to an organization’s relationship with the natural and human environment. They come with metrics, performance benchmarks and reporting frequencies, and can
be voluntary or government mandated, while their roots in the financial markets mean that there can be significant socioeconomic advantages to adopting the same. In fact, ESG-oriented investing now tops US$30 trillion — up 68% since 2014. And in a survey administered by PwC Canada in 2024 of 20,662 consumers worldwide, 46% said they intentionally buy products that are more sustainable than others. This meteoric rise has been attributed to growing consumer awareness and pressures on companies to ensure the ethical provenance of their goods and sustainable (eco-friendly) manufacturing of the same. ESG frameworks, therefore, inherently support the basic tenets of circularity, which include the 3Rs for manufacturers: “reduce (minimizing the consumption of natural resources), reuse (materials and parts), and recycle (for additional value creation and proper disposal).” As such, ESG frameworks can remain a viable starting point on the path to mitigating the circularity gap with benefits to boot.
Additionally, ESG frameworks come with internal benefits
ESG AND CIRCULAR ECONOMY
too, which further incentivises their adoption and the movement towards sustainable development. An ESG-based operational approach can help reduce rising operating expenses (OpEx), which can affect profits as much as 60% according to McKinsey research. Proper ESG execution can also
1. enhance employee retention and engagement, which increases overall productivity;
2. reduce adverse external interventions (regulatory and/ or legal), and thereby prevent the diversion of resources; and
3. enhance internal investment and asset optimization. It also creates opportunities.
Mining companies, for example, may acquire social license to operate in areas previously denied to them by more effectively engaging with Indigenous communities. And as far as availability goes, ESG frameworks are widely available to be used as a potential roadmap to achieve circular strategies. Unfortunately, therein lies a limitation of these well-intentioned tools, the sheer diversity of the same. Hundreds exist, with only a dozen major ones. In the mining sector alone (both globally and in Canada), the list includes offerings from the World Gold Council’s Responsible Gold Mining Principles (RGMPs), the International Council on Mining and Metals (ICMM), and Towards Sustainable Mining (TSM). As such, the
scoring system for E, S, and G lacks consistency, and there is debate on whether ESG principles should be risk management or impact focused. Individual mining companies can also span a range of jurisdictions, where different frameworks may apply, and process heterogeneity or organizational maturity (junior miners versus small and midsize enterprises (SMEs) versus established giants) can also render the adoption of certain frameworks ineffective. Some of these reasons may be contributing to the decreased global shift towards circularity, with a drop from 9.1% in 2018 to 7.2% in 2023 of secondary materials consumed, despite the volume of discussions on this topic having tripled in the last five years.
In the absence of alternatives, however, ESG frameworks remain a step in the right direction. The concept of circular economies is still evolving and subject to innovation: various consulting groups like SLR, IBM, and Venture have developed ESG evaluation, guidance, and adoption tools; research and development groups are formulating algorithms to quantify the circularity index in an industrial cluster, which may make data capture and reporting easier; and bodies like the International Organization for Standardization are producing protocols for global harmonization and alignment of ESG approaches (2024). Companies have also hired and/or ensured that at least one current employee/department handles work related to ESG-compliance. And so, a continued steadfast commitment to ESG adoption is warranted.
Today’s critical minerals are the green energy of tomorrow.
As global mining consultants, we champion sustainable, responsible processes that see beyond profit to support people and the planet. Through our expertise across the mine life cycle, we meet the needs of now, and guide the industry to where it needs to go next.
wsp.com/mining
In the Canadian context, ESG frameworks, if properly leveraged, can also serve as a differentiating factor for Canadian mining on the global commodities scene. This strategic shift not only reduces environmental impacts but also enhances the long-term sustainability of mining operations by promoting innovation in areas like recycling, energy efficiency, and closed-loop supply chains. To better support the integration of ESG frameworks, entities like Cambrian College’s Centre for Smart Mining (CSM) can work with mining groups to develop clean and green methods of extraction. This is the case with the CSM’s partnerships with lithium miners, whose operations are consequently differentiated from processes abroad. Moreover, the CSM currently offers upskilling programs in Indigenous engagement designed to support organizations, companies, and corporations as they engage with Indigenous peoples and communities.
In a competitive global market, where environmental and social concerns are increasingly influencing investment and trade decisions, developing these strategies can position Canadian mining as a leader in sustainable resource management, setting it apart from less environmentally conscious competitors. While circular economy should remain the medium to long-term goal, ESG frameworks can get organizations heading down the right path.
Steve Gravel is the manager of the Centre for Smart Mining at Cambrian College, and Dr. Madiha Khan is an analytical research lead at Cambrian R&D.
Carbon dioxide removal (CDR) technology within the mining sector
Canada’s mining sector plays a critical role in the national economy, contributing approximately $149 billion to the national gross domestic product (GDP) according to published estimates from Natural Resources Canada (NRCan) in 2022.
Canadian mines have emerged as global leaders in minimizing greenhouse gas (GHG) emissions. Canada’s proactive investments in research, development, and the adoption of innovative green technologies have bolstered the industry’s carbon competitiveness, positioning it as a model for sustainable mining practices on the international stage. However, mining operations are still quite carbon-intensive, particularly in excavation, processing, and transportation phases, which together contribute to the sector’s impact to national GHG emissions.
scaled to meet the unique challenges of Canadian mining.
Initiatives like the CanmetMining program within the Green Mining Initiative, led by NRCan, aim to improve the sector’s environmental performance. NRCan collaborates closely with provincial and territorial governments, as well as the Canada Mining Innovation Council (CMIC), to explore and promote technologies that enhance the sustainability of mining operations. These partnerships ensure that Canadian mines remain at the forefront of global efforts to mitigate climate change while maintaining overall economic competitiveness.
Additionally, the Mining Innovation Commercialization Accelerator (MICA), developed through the Centre for Excellence in Mining Innovation (CEMI), plays a crucial role in driving these types of advancements in green mining technology. MICA’s focus on accelerating the commercialization of clean technologies aligns with Canada’s broader efforts to decarbonize the minerals sector. By working with partners from across the mining ecosystem (government agencies, industry stakeholders, and academic institutions), MICA fosters the rapid deployment of sustainable solutions that can be
As the mining sector continues to innovate, a critical focus area is the development and implementation of carbon dioxide removal (CDR) technologies. These technologies are rapidly gaining importance as essential tools in addressing climate change and mitigating emissions within the mining sector. These technologies can vary in range from nature-based solutions such as reforestation to advanced technological approaches like direct air capture (DAC). Unlike traditional emissions reduction strategies, which primarily aim to lower ongoing emissions, CDR technologies actively remove carbon dioxide from the atmosphere, providing a critical mechanism for offsetting emissions that are usually difficult to eliminate.
The CDR approach of converting organic waste, such as forestry or agricultural residues, into durable carbon storage materials like biochar presents a highly relevant solution for the Canadian mining sector. This technology aligns well with the industry’s increasing focus on sustainability and emissions reduction and the adoption of green mining solutions. Many mining operations in Canada are in regions rich in biomass, providing a readily available resource for carbon dioxide removal and sequestration through pyrolysis-based processes.
For the mining sector, this method offers many benefits: It not only captures and locks away the carbon, helping mining companies meet their net-zero targets, but also provides soil-enhancing materials that can be used for land reclamation efforts, which is a crucial component of environmental stewardship in mining. By incorporating these types of CDR tech-
CLEAN MINING
nologies, Canadian mines can reduce their carbon footprint while addressing challenges in parallel that are associated with land degradation, water pollution, biodiversity loss, and tailings management. Additionally, utilizing CDR technologies continues to address potential regulatory compliance issues, maximize operational efficiency, and takes advantage of federal government incentives.
Moreover, this solution is scalable and can be integrated into remote mining operations, where infrastructure for traditional emissions reduction technologies may be limited. By utilizing local biomass and turning it into long-term carbon storage, mining companies in Canada can enhance their sustainability efforts while supporting broader national goals for carbon neutrality. If paired with the emerging carbon credit market, these technologies could be at the forefront of market adoption when combined with nature-based approaches and localized environmental stewardship. The potential to generate industry accepted carbon credits through CDR will become a major economic driver, with the overall price of carbon credits rising.
With the federal government’s net-zero challenge encouraging industrial sectors to explore the adoption of net-negative CDR technologies, such as DAC, biomass to biochar production, and bioenergy with carbon capture and storage (BECCS), regulatory measures like these may strengthen the progressive adoption by the mining sector. Canada’s carbon pricing mechanisms, such as the Greenhouse Gas Pollution Pricing Act, incentivize industries to adopt CDR solutions by imposing financial penalties for excessive emissions. Mining companies are increasingly aware that failing to integrate CDR technologies could lead to significant cost increases and reputational risk over time.
Many major Canadian mining companies have begun to announce ambitious decarbonization goals and initiatives to mitigate this reputational risk. Although originally driven by federal incentives and stringent regulatory requirements, investor and consumer demand for more sustainable mining operations in Canada will become the long-term leading industry trend. For example, Teck has made a commitment to achieving carbon neutrality by 2050, pursuing investments into renewable energy, operational electrification of mining operations, and carbon capture and storage projects. Another example includes Rio Tinto’s focus on reducing their carbon footprint of its aluminum smelting processes by investing in CDR technologies in their Quebec based operations.
Utilizing CDR technologies like DAC and biochar production that mutually led to land rehabilitation and carbon sequestration opportunities will align with industry-wide momentum to reach short-term and long-term sustainability objectives set forth by the leading sector players. Vale, for example, has explored the use of biochar for carbon sequestration and improvements to soil quality at challenging mining sites.
Challenges
The adoption of CDR technologies in the Canadian mining sector faces several key challenges. High initial investment costs present a significant hurdle, particularly for small and midsized companies. Technologies such as DAC require substantial capital, making it difficult for some operators to justify the upfront expenditures required, although costs are expected to decline as these technologies are scaled. Technical and operational barriers also complicate the integration of CDR solutions, particularly in remote mining locations where infrastructure is limited. The complexity of maintaining these systems requires specialized expertise, potentially straining the aging of the technical workforce in general.
One of the biggest barriers to consider is a lack of awareness and understanding of CDR technologies amongst Canadian mining sector leaders. Strengthening collaborative partnerships between mining companies and CDR technology providers through incentivized pilots and demonstration sites and showcasing this work through mining sector associations and networks will be crucial to overcoming these knowledge gaps and facilitating broader adoption in Canada.
The increasing demand for CDR technologies within the mining sector underscores a pivotal shift toward more sustainable and decarbonized operations. While the sector has made significant strides in reducing emissions through electrification and clean energy adoption, the implementation of CDR solutions, ranging from direct air capture to biochar production, offers a promising path to achieving net-zero and even net-negative emissions.
High initial investment costs, technical complexities, and gaps in market knowledge present barriers that must be addressed through innovation, collaboration, and strategic partnerships between major players, vendors, and various levels of the Canadian government.
The adoption of CDR technologies represents not just a compliance strategy but a competitive advantage for Canadian mining companies. As carbon pricing mechanisms and regulatory pressures intensify, early movers will benefit from reduced operational risks, enhanced reputational value, and access to emerging carbon markets. With the mining sector playing such a vital role in Canada’s economy, embracing CDR is not only a matter of environmental stewardship but also essential for securing the industry’s long-term viability in a low-carbon future. Through the proactive integration of these transformative innovative solutions, Canadian mines are poised to lead the global transition toward sustainable resource extraction over time.
Eric Meliton is a principal consultant at Echion Group. He has over 20 years of strategic and operational expertise in industrial manufacturing, regulatory compliance, water and wastewater treatment technologies, and governmental engagement. Eric’s portfolio includes strategic research and publications on corporate social responsibility, sustainability, infrastructure investment, regulatory impacts, and emerging treatment technologies.
Q & A on mine closure with Dr. Neeltje Slingerland
By
Dr. Neeltje Slingerland is the mine closure practice lead (Canada) at WSP. She is a geoscientist in Alberta and B.C. and a landscape architect in Ontario, specializing in landform design for closure of mine waste structures. She has a PhD in geo-environmental engineering from the University of Alberta, a master of landscape architecture from Guelph University, and a B.Sc. with earth science minor from the University of Waterloo.
Q: I am interested in hearing about your experience. How did you become interested in mine closure?
A: My background is a bit varied, and I think this is common in mine closure professionals because there are few opportunities to learn. My exposure was in an educational institution where there are a few short courses here and there. Mine closure touches on everything, so you cannot take somebody from a bachelor program right out of school and expect them to be a mine closure expert. Typically, the people working in mine closure have multiple degrees in different areas that overlap, so they understand how everything is connected, or they have a lot of experience.
It is an interesting area of study because you end up learning constantly. There has not been a lot of mine closures, relatively speaking. You are constantly innovating and trying to understand how these different, highly technical areas fit into one another and affect one another. When I do speak to students at the universities, there tends to be a lot of enthusiasm for the closure aspects of mining. It is completely opposite from what we have historically seen in the industry. Students are excited to learn about it and the potential of making mining a greener, more sustainable industry than it has been in the past.
There are a lot of different reasons for this, including abandoned mines. Often, the costs of closure are greatly underestimated. With that underestimation, you can have the best of
intentions, but if you are working with a number that is not realistic and you suddenly find that out, you know you will need a lot more money, and that is how companies go bankrupt. And that is how mines get abandoned. There is not enough money to do it. It is poor cost estimation, and it is not to say there were not good intentions. I would say predominantly mines close ahead of schedule and not according to their life of mine closure plan.
Q: What happens if a company does not follow the closure plan? Are they subject to fines?
A: It depends. Region to region around the world, and in some mining jurisdictions, there is something called trailing liability so the previous owner would be liable for the closure costs, and that puts a lot more pressure on whoever you are selling your site to. In some instances, companies will not sell it to a company who could make decisions that they would not agree with if they will be liable regardless. In other instances, the company could go bankrupt and there are not a lot of repercussions that can happen at that point.
It is unfortunate, but this is why we have a growing catalog internationally of sites that are abandoned or do not have owners anymore. Occasionally, mining companies buy another mine that they think is going to be profitable, but it comes with legacy sites that they were not aware of. It is quite an interesting challenge.
Q: In terms of the cost of a mine closure, what are companies usually looking at?
A: We have seen costs range from hundreds of millions all the way up to billions. The one that has been most publicized recently is the Ranger mine site that is in the billions. It depends on what risks are involved and the level of complexity. The best resource for references on closure statistics is government documentation. If the government is responsible for closing or reclaiming those sites, the information is public.
Q: Would open pit mines have a much higher closure cost than underground mines?
the complexity of the closure. They can be relatively straightforward to clean up or very complex potash underground mines that are going to take up to 1,000 years to backfill with water. Even if it is just groundwater backfilling, it requires monitoring for an extended timeframe. It is an interesting conundrum. How do you communicate what needs to be done to future generations and potentially over that length of time?
ers of additional environmental and social questions. It is one more reason it is a very interesting area to work in.
Q: Are there any areas of mine closure that are more important or is it site-specific?
A: It is site-specific. We are trying to put nature back. Ideally, we have appropriate geochemistry, and all these things are part of the puzzle. We are trying to find an optimal solution and put a puzzle back together, and every site will have different things that throw that off. We are trying to get back to a functional and stable system. Mines might not have salvage topsoil, or those topsoil salvage areas might be dead, and other areas might have difficult geochemical issues. At each site, we will have to navigate these problems. There tends to be one or two issues that dominate and start to dictate how things move forward.
A closure plan in most cases can be implemented within five to 10 years. And in some cases, water must be treated for an extended timeframe. There are people on site monitoring it and fixing any areas that need to be refined. Or there may be instances of erosion, so there is a need to revegetate. We have this wide range of situations to wrap our head around.
It is very important to get things right from the beginning. We have a lot of design decisions to be made at the beginning, and the impact of those decisions is carried all the way through to the end. We have been told for years and years that we need to design with the end in mind. We need to develop the materials, tailings, and waste rock in such a way
Fossickers Lake is part of Oceanagold’s rehabilitation of its Globe Progress mine site in New Zealand.
that our waste products are something that we can close.
Closure professionals tend to be included to an increasing extent as the mine ages and as you get closer to closure. However, the largest benefit of using closure practitioners could be right at the beginning instead and in conjunction with the other technical disciplines.
When you compare what you are doing in terms of material processing in geotechnical engineering, they can be misaligned with the closure plan. You may realize that you cannot achieve the outcome written in your closure plan with the processing method recommended.
There needs to be so much communication. Closure professionals are a little bit like a mining dating service for professionals because you are constantly saying you are doing this, so you need to talk to this person.
There is a lot of talk right now about biodiversity and nature loss. Mines need to be nature positive moving forward, and closure is a big aspect of how our mining companies are going to get there. We are at a turning point where we are starting to recognize that our world is changing. We need to act fast, and people are listening, and actions are being implemented to move in that direction.
It is a very exciting field now, but 15 or 20 years ago, the role of a mine closure specialist basically did not exist.
Q: Do you need a flexible closure plan as some aspects will likely have to change over time?
ERIEZ_TrampMetal_1-2Pg_CMJ_3_23.qxp_Layout 1 2/17/23 9:40 AM Page 1
A: Think about a mine life from the early planning stages when there is no mine all the way to the end where you
are going through all these iterations. Once you get to a certain point and are doing reassessments, the closure plan does something similar. Even if the mine plan is at an advanced stage and you are ready to put shovels in the ground and start building, the closure plan still must be conceptual because you do not have all the information yet. As you dig, you are going to learn more about what you are dealing with. As you go through each iteration of that mine and every change, you are rewriting the closure plan. If you have designs, you are adjusting those designs until you get to a certain point. For example, if a facility is only intended to last halfway through the mine life and it is now between two and five years from the end of that facilities lifespan, you can start the detailed design.
Ideally, we are doing progressive clo-
Stop DangerousTramp Metals
sure wherever we can on site. Whenever there is a change in the mine plan, there is a conversation that happens between the closure specialists and the mining company to optimize how that occurs so that we are not making decisions throughout the life of the mine that make it difficult to close.
This is a real shift in thinking. We still see miners who are trying to wrap their head around this because they are in the business to mine, they are not in the business historically to close it. It is a shift in thinking that you need to get the technical stuff right in terms of the stability, analysis, et cetera, but it is equally important that you are not designing something that cannot be closed or creating challenges later that will be expensive and less desirable environmentally and socially.
using our inhouse software has been when we are working on a project, and we want it to show us a certain piece of information that currently is not available. You just reach out to your colleague who developed the software and ask them to add it in. It might take a couple of weeks or months before that is added in and checked, but at the end you have a customized software that does exactly what you want it to do.
Q: In terms of ongoing monitoring during closure, is most of it remote using sensors as opposed to having people on site?
A: We still use a combination, but there is a lot that can be done remotely. At least for a small period, some water treatment is needed so you need people on site. Some monitoring is done better with people on the ground. Some remote technology is better to get the big picture, like satellites, LIDAR, or drones.
Q: How important is community engagement when closing a mine?
Q: In terms of in terms of technology, do you use a lot of in-house proprietary software and solutions or is it a combination of in-house and commercial solutions?
A: We do a lot of modeling, and your model is only as good as the information that goes into it. It takes a really experienced individual to be able to understand the implications and how the model is representing them.
We use a variety of software, whatever is going to be the best tool to get the job done. For example, I do a lot of landform design for closure, and we have a variety of tools to do that. We use both in house software as well as external software and it depends on the job.
When we need modeling to understand the potential performance of landform designs, we have three or four different tools that we use depending on the type of design we are implementing, whether it is macro scale, landform design, or there are micro topographic changes in in the landform as well.
We have developed some proprietary software that allows us to do very quick regrading. It is important to be flexible and use the right tool rather than get bogged down and stuck in in your ways with one tool in my perspective. The benefit of
A: That is a big issue and rightfully so. If I had a mine in my backyard, that would be my big question. What will I be able to use that land for afterwards? What is it capable of? Closure can be an unpopular word, and site transition perhaps speaks more to what we are working towards. Our target is not to have a closed mine site. Our target is to have a functional and high capability post mining landscape.
That site transition is what we are really working towards, and that we cannot do that without stakeholder and local community engagement. It is essential at every stage, and it is the right thing to do. We see it in the urban realm all the time. If there is a new building being constructed within a few blocks of you, or a new park, you receive notification.
You can get a lot of creative ideas that are site specific from consultation. It is in everybody’s best interest. I think as an industry we are increasingly valuing it much more and realizing that it is good for everybody involved. There is so much opportunity if we get the right people around the table. For all the unfortunate stories we have had in the past, there really is so much potential and opportunity for positive outcomes.
Catherine
Hercus is a freelance technical writer.
View over the now closed Argyle Diamond mine in the East Kimberley region of Western Australia.
CREDIT: SJM 51/ADOBE STOCK
Geomembrane pool filled with rainwater at the bottom of an open mine pit.
By Kareem
Multi-stage pressure reduction in mining applications
In the field of industrial flow handling equipment, pressure reduction often needs to be managed in a controlled and staged manner, a process known as multi-stage pressure reduction. This approach is crucial across various applications, including slurry transport pipelines, hydro dams, power generation, oilsands processing, and other multi-phase flow scenarios. The design goals and guidelines for these pressure-reducing systems can vary widely depending on the specific application.
Each multi-stage pressure reduction system has a unique design objective tailored to its process control requirements. For instance, in slurry transport pipelines within the mining industry, the goal might be to prevent Slack Flow — a condition that can damage equipment and cause instability. Alternatively, for multi-phase slurry fluids, the goal may be to avoid turbulent phenomena like cavitation and sudden pressure drops that could lead to excessive flocculation.
This article explores the diverse applications of multi-stage pressure reduction systems, their design goals, and the flow equipment used in different scenarios.
Applications of multi-stage pressure reduction
To illustrate the wide spectrum of applications requiring multi-stage pressure reduction, we present three distinct cases, each highlighting a specific design approach and flow equipment configuration necessary to meet process flow control objectives.
Application 1: Multi-phase oilsands tailings
In this scenario, a three-phase oilsands tailings fluid must undergo a significant pressure drop. Attempting to achieve this pressure reduction in a single stage could lead to cavitation (bubble formation) and potential erosion damage, as well as undesirable changes in the fluid’s properties. Maintaining the key fluid properties of tailings fluids are crucial for optimizing water and land reclamation efforts.
To prevent damaging impacts of this high-pressure drop application, the system must be carefully analyzed, and equipment and design protocols should be followed. Because of the complexity of these processes, the most effective way to achieve this is customizing the device to achieve the predefined needed conditions. The proven approach employed here for managing this multi-stage pressure reduction was in two stages with following details:
• First stage: This pressure drop stage utilizes a custom trim control valve to handle the initial pressure drop while maintaining minimal fluid shear impact.
• Second stage: In this stage, an orifice plate, with an eccentric orifice hole, positioned downstream of the control valve further reduces pressure to the desired control requirement.
For similar multi-phase applications where dispersed solids are closely monitored, predicting the shear rate of the fluid as it flows through the valve and/or orifice plate is essential. Typically, the non-Newtonian behaviour of these fluids makes their analysis ideal candidates for computational fluid dynamics (CFD) simulations. However, accurate rheology and mathematical models are still required to predict the shear-sensitive flow behavior of these fluids. With the right inputs and simulation techniques, CFD simulations can help optimize valve trim designs, study shear rates, turbulence, and velocity gradients, ultimately enhancing the performance of the flow components.
Application 2: Choke stations for slurry transport pipeline to prevent slack flow
In mining operations, slurry transport pipelines often traverse significant elevations. The resulting changes in pipe velocity and inclination can cause “slack flow,” leading to pipe damage, vibration, and erosion.
The “slack flow” phenomenon can be prevented by designing the pipe to have discrete and staged pressure reduction areas called “choke stations”. Each choke station would be designed with different flow equipment to reduce a certain amount of head pressure which is typically based on eliminating cavitation.
Depending on the design goals and process conditions, each choke station may require different flow equipment to meet
CFD, three-phase fluid studying the impacts of valve trim to fluid shear rate in a high pressure drop application.
the desired objectives. In a specific application, a system was designed with three choke stations where each station featured one custom control valve and four orifice plates - each with a progressively larger orifice hole diameter. The setup also features a custom control valve downstream of the three choke stations to manage back pressure if needed, thereby achieving the multi-stage pressure reduction.
Overall, there could be multiple choke stations from the highest to the lowest elevation of the pipeline, each contributing to the discrete multi-stage pressure reduction required. In mining applications, where tailings have high solid concentrations and flow at high velocities, the environment can be particularly abrasive for flow equipment such as control valves and orifice plates. Therefore, the equipment must be specifically designed to handle abrasive fluids. Additionally, precise sizing calculations are critical to the ultimate performance of the choke stations.
In this third application, we examine a hydro power example where only fixed orifice plates were employed for multi-stage pressure reduction.
From a system design perspective, using fixed orifices for pressure reduction offers less flexibility for variations in pressure drop as flow rates change. In contrast, incorporating control valves with orifice plates provides greater flexibility for systems with significant changes in volume flow rates and pressures. However, in certain hydrostatic gravity-fed applications where the flow rate is stable with only minor fluctuations and a fixed pressure head, using multiple fixed orifice plates in series can be an effective solution.
For instance, in one hydro dam application, two fixed ASME 600 pressure class orifice plates were used to reduce the high inlet pressure before reaching a pump station. This setup was designed to protect downstream equipment rated for lower pressures, such as ASME 300 pressure class. Each orifice plate in this application was specifically designed to reduce a prescribed head pressure at a fixed flow rate.
In this and similar applications, it is ideal to design the orifice plates with a field-replaceable insert. This design allows for changing the pressure drop characteristics of each orifice plate by simply replacing the internal insert with a different orifice hole. This approach provides the end user with the flexibility to experiment with various orifice sizes and install the one that delivers the desired performance in the field.
Pressure reduction is a common aspect of any process fluid handling system; however, managing multi-stage pressure reduction in abrasive and multi-phase fluids presents significant and complex challenges. These applications can involve pressure reductions exceeding 6,895 kPag, handling complicated multi-phase slurry mixtures with unique properties, and operating in extremely abrasive environments with a high potential for erosion damage to flow equipment.
Addressing these challenges and designing effective flow equipment requires sound engineering practices and reliable field proven designs. Each multi-stage pressure reduction application may present new challenges and demand unique system design solutions to meet process goals.
Kareem Lemboye, M.Sc., P.Eng., is a design engineer at Special Alloy Fabricators.
Any HR leader knows that recruiting and onboarding can be time-consuming, complicated, and above all, costly. For highly specialized technical hires, or executive positions, recruitment and onboarding costs average about 213% of their annual salary.
But even amongst experienced workforce planners, less is understood about the cost that unfilled positions can impose on organizations. Increased burdens on existing employees, missed production targets, or projects that never come to fruition are real consequences that Canadian miners are dealing with. As labour challenges persist, the costs of positions remaining vacant can add up quick.
As Canada’s mining industry expects that 80,000 jobs will go unfilled by 2030, understanding the hidden costs associated with chronic job vacancies will be important for mining leaders, because they are likely to be substantial.
When positions become vacant, the initial reflex for many managers is to distribute the workload to existing employees. While this may be necessary, the long-term implications can translate to exorbitant costs for the organization.
Direct costs by means of overtime, increased wages or addi-
tional training to employees who are not just doing their own jobs, but also covering until a new hire can be found, are typically easy to calculate, but can often amount to more than the cost of simply filling the position.
Indirectly, workload distribution often comes with many harder to measure costs. Employees who are expected to do their own job, and at least a portion of someone else’s, mean that retention becomes more challenging.
In fact, in recent studies, high workload was determined to be the number one factor for employee burnout. As employees begin to leave and workloads remain high, many organizations experience a compounding effect that increases employee turnover. For mining organizations that are not careful, distributing workloads can create a slippery slope of employee dissatisfaction.
Workload distribution also means that specialized workers are forced into unfamiliar roles to cope with vacant positions. As such, mining organizations risk losing productivity associated with specialization. In more extreme cases, work distribution can lead to increased errors and worsened health and safety outcomes as employees struggle to cope with increased
TRAINING AND WORKFORCE
overtime and unfamiliar tasks.
Long term, workers being chronically mismatched could prove to be detrimental for organizations looking to develop their next generation of mining leaders. Instead of investing in management training, employees with a high potential to move into leadership roles could see their talent squandered as they work in
positions that do not match their skillset.
As labour challenges persist in Canada’s mining sector, miners are increasingly coping by paying a premium for third party contractors. A rise in chronically unfilled roles has also spurred some organizations to invest in new technologies, which come with added costs of technology implementation.
However, perhaps the most disturbing cost to the mining sector as it pertains to positions going unfilled is lost opportunity. As Canada’s miners struggle to fill positions, more mines are reporting that even above-average levels of absenteeism can translate, at least temporarily, into production stoppages.
For others, ambitious growth plans have been put on hold, or cancelled altogether, as a lack of labour has made many projects simply untenable. It is thus no surprise that 72% of mining leaders say that talent shortages have negatively impacted their production and growth plans. If labour challenges continue, Canada could see its reputation in the eyes of mining investors diminished, to the detriment of Canada’s miners, and the country.
So, do high costs associated with vacant position mean that HR leaders in Canada’s mining sector need to compromise to fill roles rapidly? Not necessarily. Though the costs of unfilled positions can be enormous, recruiting professionals into positions to simply “fill the role,” can be detrimental and lead to high first-year attrition rates, which can be costly, demoralizing, and leave mining organizations in the same situation they were in prior to hiring.
Instead, HR leaders must do more to understand the costs associated with unfilled positions. With this data better decisions can be made regarding the urgency to fill a role. If the cost of the position going unfilled drastically outweigh onboarding costs, perhaps it is worth investing in additional onboarding and training to hire a professional that may not have all the skills necessary but could alleviate some of the costs associated with an unfilled position.
As the labour crisis worsens in Canada’s mining sector, an intimate understanding of the costs of unfilled positions will be critical so that Canada’s miners can adjust their workforce strategies. If not, the costs to miners and to Canada, whether they are known are not, will be damaging.
Danny Parys is a senior consultant at Calross Consulting, a recruitment and HR consulting firm that specializes in the Mining and Metals sector.
By Patrick Ecobichon and Donna Beneteau
Taking colour for granite
When you think of mining, what colour comes to mind? Perhaps the typical hues of rock; grey or brown? Or maybe the nature-inspired green and blue of water and trees, reflecting the setting of many mines? Yet, mining is not devoid of other colours. The bright yellow safety equipment is deliberately designed to stand out against the drab surroundings. While grey stone and brown mud tones are not typically associated with positivity, amidst the mundane lies the allure of the hidden treasures — a glimmering reminder of the beauty concealed beneath the earth’s surface. For those with a negative environmental perception of the industry, however, showcasing green and blue images may be seen as misleading.
The hidden treasures, once embedded in picturesque landscapes, significantly benefit humanity. It is disheartening that mining is often perceived as a dirty and dangerous industry that destroys natural settings. The limited colour palette of greys and browns could benefit from intentional augmentation with other colours. Working with predominantly inert rock, a substance seemingly visually devoid of life, we navigate a landscape where the grandeur of nature meets human necessity. What if we embraced colour as a gateway to appreciation for the products born from mined rock?
The beautiful hues of a rainbow are often associated with brighter days following a storm, whereas the colours of mining — typically a brown and grey combination — resemble the storm itself. The truth is that many of the subterranean tunnels of an underground mine or barren landscapes of surface mines, essential for operations, may simply lack visual appeal to most people. While we appreciate the beautiful gold excavated from the earth and the natural landscapes in which mines are located, few of us are eager to be the ones to do the
work to recover it.
According to the Mining Industry Human Resources Council (MiHR) in their postsecondary education report (2023), “remoteness makes mining nearly invisible to students living far away from mining-centric places” (see p. 49 at this link: https://mihr.ca/wp-content/uploads/2023/10/MiHRPostsecondary-Education-Report-EN-2023.pdf). That means that there is a great deal of space, both literally and figuratively, between potential employees and that mining industry. Since mining is frequently done in remote areas, we must share the excitement of mining with the public.
What can we do?
The current sentiment is that no one wants to work in mining. The industry could benefit from colourful and innovative graphics in advertising to attract attention. We propose a new
way of looking at mining, one that incorporates the full spectrum of colours inspired by the rainbow, in hopes of educating people that mining extends beyond the stereotyped images of drab earthy tones and natural landscapes that sometimes contradict the industry’s image. By adopting this perspective, we aim to paint a brighter picture of mining. We have matched the colours of the rainbow with real-world mining examples that embody each vibrant hue, intending to highlight the strengths and wonders of mining through a selection of job-accurate examples.
RED: We chose a large steel headframe, coloured in striking red, to represent the iron in the steel from which it is constructed. This choice encapsulates multiple aspects of mining, with the most obvious being the distinct location unique to mining. This image of a strong sturdy frame conveys a sense of construction, integral to mining, highlighting that the materials used to construct it were themselves mined.
ORANGE: We chose a bright orange safety vest to address the common perception of mining as a dangerous industry. This image combats the stigma by emphasizing the industry’s commitment to safety and dedication to protecting its workers.
YELLOW: For yellow, we chose large heavy-duty equipment and machinery. Much like young kids playing with toy trucks, we aim to tap into the childlike wonder inspired by machines far larger than a person.
GREEN: Another multifaceted colour is green, symbolizing both the natural environment surrounding the mine and the ecological efforts undertaken after a mine’s lifecycle. This image aims to dispel the misconception that mining companies disregard environmental concerns, presenting a more accurate portrayal of the industry’s commitment to ecological stewardship.
BLUE: Blue is often associated with technology, a crucial facet of mining that could engage those potentially interested in the industry. Mining relies on cutting-edge technology, and
by highlighting these technological advancements, we aim to showcase the innovative aspects of the job.
INDIGO: We chose a hardhat for indigo to reiterate the importance of safety and to highlight the people of mining. Mining involves a multidisciplinary group of individuals with diverse backgrounds working together to achieve common goals. Hardhats unite those working at mine sites, symbolizing our shared commitment to safety and demonstrating equality by highlighting our mutual basic needs.
VIOLET: Finally, we chose an amethyst stone for violet. Amethyst is a beautiful and natural treasure that is visually appealing and can only be uncovered through mining. We wanted an image that encapsulates these colours in a way that is visually appealing. The illustrator not only did that, but also chose to go beyond and evoke a sense of fun through the workers sliding down the hardhat. By consciously incorporating vibrant images, dynamic designs, and even emotion, we believe that the mining industry can create attractive and compelling narratives about opportunities within the industry. We advocate for a marketing strategy centred on bright, eye-catching visuals to enhance appeal. We believe that visual approaches can help to shift perspectives on mining and renew interest in the field. Colour should never be taken for granted — especially if you are in the mining business.
This article highlights how Donna Beneteau’s enthusiasm for mining has influenced her family and emphasizes the importance of involving youth with diverse skills in promoting mining. Donna Beneteau is an associate professor at the department of civil, geological, and environmental engineering at the University of Saskatchewan, donna.beneteau@usask.ca. Her son, Patrick Ecobichon, who completed an English degree in 2023 and currently serves as a research assistant at the University of Saskatchewan, conceived the idea and led the writing of the article. patrick.ecobichon@usask.ca. The illustration was created by her daughter, Heather Ecobichon, a recent graduate of the global business and digital arts program at University of Waterloo (2024), who brought the article to life with her graphics.
Remembering the Hillcrest mining disaster
Underground coal mining has been synonymous with danger for much of its history. While coal miners faced dangers found in all underground mines (falling rock, collapsing stopes, or a tumble down a shaft), the chemical makeup of coal presented its own unique perils. Chief among these is the fact that coal seams emit highly flammable methane (often called firedamp) that could be ignited from improperly placed explosives, a faulty gas lamp, or even a small spark from an electrical wire. Coal dust is flammable too, and though it was much harder to ignite than methane, even a small gas explosion might detonate dust in the air or clinging to walls and timbers. Miners fortunate enough to avoid an underground explosion still faced grave danger from the dreaded afterdamp, a mix of carbon monoxide and other toxic gases that typically spread far and wide in the mine after an explosion.
Colliery explosions were especially common in the 19th and early 20th century, when coal was mined at a furious pace to meet the energy demands of industrial expansion in Europe and North America. Canada’s coal producing regions remained small by global standards, so the number of fatalities never reached the shocking total of 3,242 miners killed in just one year (1907) in the United States. Even so, 2,584 miners died in Nova Scotia between 1838 and 1992, the vast majority in coal mines; while in Alberta, 773 miners died between 1906 and 1930, most of these in the burgeoning coal mining regions at Lethbridge and in the Crowsnest Pass. Major coal mining explosions occurred at Nanaimo, B.C., in 1887 (150 dead); Springhill, N.S., in 1891 (125 dead); and Coal Creek, B.C., (128 dead). But the worst of all Canada’s coal disasters occurred at the Hillcrest mine on the Alberta side of the Crowsnest Pass.
On the morning of June 19, 1914, the morning shift of miners entered the Hillcrest mine, which had just re-opened after low seasonal demand for coal had shuttered the mine for two days. At about 9:30 a.m., a powerful explosion ripped through section number 2 of the mine, causing parts of the mine to cave in and afterdamp to spread throughout its inner workings. The mine’s general manager, John Brown, rushed to re-start a fan at the section’s entrance, pushing oxygen back into the mine,
saving at least some lives. Tragically, however, there were not that many lives left to save. Of the 237 men working in the mine, only 48 escaped alive. Rescue efforts were complicated by the total collapse of one of the mine’s two entrances, and impromptu rescue teams had to pick away rubble at the other entrance to gain access to the underground. These initial rescuers had no protective equipment, and three had to be brought back to the surface because of exposure to the afterdamp. By the afternoon, rescuers from other coal communities came equipped with gas masks that enabled a more thorough search of the mine. For the most part, they found only the bodies of the dead, eventually bringing all but three of the 189 deceased miners to the surface.
In the days that followed, newspapers reported a scene of crippling grief among Hillcrest mining families. The District Ledger of the United Mineworkers noted the “many sorrowing and tear-stained faces” in the community, and other press outlets reported on the overwhelming sorrow in the miner’s hall as rescue crews laid out the dead for identification and burial preparations. The Winnipeg Free Press described multiple stories of tragedy: the death of David Murray and two of his sons had left ten surviving children without a father; a restaurant owner, Mrs. Petrie, lost all three of her sons; Charles Murray had bravely and recklessly run into the mine to search for his two boys, but none of them came out alive; superintendent Thomas Corkill died on his last day at work, never realizing his dream to move to property he owned near Nelson, B.C.
In the aftermath of the disaster, there were widespread calls for a public inquiry (including The Canadian Mining Journal’s appeal for a “rigorous” investigation in its July 1st issue). A com-
Mass burial of explosion victims in two long trenches.
SOURCE: PURCHASED FROM PROVINCIAL ARCHIVES OF ALBERTA, A1782
Mine rescue teams.
SOURCE: PURCHASED FROM PROVINCIAL ARCHIVES OF ALBERTA, A1779
HISTORY OF MINING
mission of inquiry, led by Judge Arthur A. Carpenter, began hearing evidence on July 2nd. Almost immediately, Carpenter ruled out some potential sources of ignition, noting that open flame lamps were prohibited in the mine and the employee responsible for firing explosives had not yet set up blasting equipment on the morning of the explosion. On the crucial question of explosive gas, however, Carpenter had difficulty reconstructing air flows in the mine because the only two employees who understood the ventilation system had been killed and the ventilation plan destroyed. One miner suggested that air being expelled from the mine often mixed with incoming air, compromising the system’s ability to remove underground gases. Carpenter was bewildered by the testimony of William Adler, the examiner responsible for monitoring underground gas, who claimed that some areas were “full of gas” but later testified that there was no “undue amount of gas” in the mine. The evidence on dust was contradictory as well: some witnesses testified that coal dust was everywhere in the mine while others suggested it was not at all dusty compared to other mines.
In the end, Carpenter was able to make only the most obvious conclusion: The disaster was caused by a gas explosion, likely augmented by coal dust. The crucial questions of what ignited the gas, and what systemic failures allowed gas to remain in the mine, remained unanswered. Carpenter made a few recommendations, including better monitoring of fans, removal of
workers from the mine while dynamite was being fired, vigorous searches of employees for pipes or cigarettes, and storage of vital mine planning documents off-site from the mine.
The lessons learned at Hillcrest and other mine disasters did lead to some safety improvements, including new provincial regulations mandating controls for coal dust and funding for the proper training and equipping of mine rescue teams. Nonetheless, another explosion at Hillcrest killed two more miners in 1926. Not until the company closed the mine in 1949 was the risk of mining Hillcrest finally removed.
The casualty rates experienced by coal miners are not nearly those Canadian soldiers would experience with the outbreak of World War I, just a few weeks after the Hillcrest disaster. But the sacrifices of workers who built the mining industry in Canada are no less important to memorialize than those of soldiers who died in Belgium and France. A monument at the Hillcrest site captures this idea with its dedication “to the underground coal miners and their families whose hard work and sacrifices helped to establish our communities and our country. They will not be forgotten.”
John Sandlos is a professor in the History Department at Memorial University of Newfoundland and the co-author (with Arn Keeling) of “Mining Country: A History of Canada’s Mines and Miners,” published by James Lorimer and Co. in 2021.
ON THE MOVE
Executive, Management and Board Changes in Canada’s Mining Sector
TOP MOVES IN THIS ISSUE
Richard Young is i-80 Gold’s new CEO, bringing decades of experience in finance, development and operations. He previously held senior roles at Barrick Gold and Teranga Gold, which he transformed into a low-cost producer acquired by Endeavour Mining for $2.5 billion. Young recently led Argonaut Gold, sold to Alamos Gold in 2024. He’s earned multiple sustainability awards, including PDAC’s in 2008 and 2017 and the UN Global Compact Award in 2020.
Scott Lauschke has been appointed VP of business development at Canada Nickel A metallurgical engineer with 27 years of experience in stainless and alloy steel sectors, Lauschke held leadership roles at AK Steel, Timken Steel and Republic Steel. Known for driving top-line growth and increasing shareholder value, Lauschke is a strategic leader and skilled negotiator who has consistently delivered strong results throughout his career.
Lesley Antoun joins Bonterra Resources board as an independent nonexecutive director. She brings 30 years of leadership in engineering, marketing and program management across industries like mining, aerospace and infrastructure. Her consulting firm has experience working with First Nations organizations. Antoun is also a board member of Wainbee Ltd. and The Jacques Cartier and Champlain Bridges Inc. She holds a mechanical engineering degree and an MBA.
MANAGEMENT MOVES
» i-80 Gold named Richard Young as its new CEO as Ewan Downie stepped down
» AuMEGA Metals named Rick Greenwoods as its new VP of exploration.
» Atacama Resources’ CEO Glenn Grant stepped down.
» Bolt Metals welcomed Branden Haynes as its new president, CEO and director. Ranjeet Sundher stepped down as president and CEO.
» Canada Nickel appointed Scott Lauschke as its new VP business development.
» Crestview Exploration named Dr. Craig J. Mach as its new VP of exploration.
» E2 Gold welcomed Kyle Nazareth as its new CFO as Carmelo Marrelli stepped down.
» Eagle Plains Resources’ founder Robert (Bob) Termuende passed away.
» EMX Royalty welcomed Stefan Wenger as its new CFO.
» Euro Manganese named Laurel Petryk as its new VP, legal and corporate secretary as Fausto Taddei stepped down.
» Intrepid Metals welcomed Ken Engquist as its new CEO as former CEO Ken Brophy becomes new president and COO.
» IsoEnergy’s Tim Gabruch stepped down as president.
» Koryx Copper’s Pierre Leveille stepped down as CEO but remains president and director.
» Kraken Energy appointed Brian Goss as its interim CEO and board director as Matthew Schwab stepped down in these roles.
» Military Metals named Scott Eldridge as its new CEO and board director as Latika Prasad stepped down as CEO but remains on the board.
» MineHub Technologies appointed Esther Babb as its new COO.
» Minsud Resources appointed Agustin Dranovsky as president and CEO as Ramiro Massa stepped down from that role and joins the board.
» Mistango River Resources’ Jamie Spratt stepped down from his role.
Scott Lauschke
Lesley Antoun
Richard Young
MANAGEMENT MOVES
» Rockland Resources appointed William Rascan to the board, and he will also be the new president.
» Sorrento Resources named Alex Bugden as president and CEO as Brayden Sutton stepped down.
» Valleyview Resources named Roger Lemaitre as president, CEO and board director as Joel Leonard transitions to CFO replacing current CFO John Shapter who stepped down.
BOARD ANNOUNCEMENTS
» Alma Gold appointed Dušan Petkovićto its board.
» Alpha Exploration appointed Tim Livesey to its board.
» BCM Resources’ Harry Yanowitz stepped down from the board.
» Besra Gold welcomed Michael Higginson to its board.
» Bonterra Resources welcomed Lesley Antoun to its board as Matthew Happyjack stepped down.
» EnGold Mines’ chair Rolf Van Driesum stepped down from the board.
» Fancamp Exploration welcomed Francis MacDonald to its board
» First Phosphate appointed Peter Nicholson to its board as Marc Branson stepped down.
» Forge Resources welcomed Peter Jonathan Murphy as its chair and director.
» Forsys Metals’ Pierfranco Malpenga stepped down from the board.
» Nova Pacific Metals appointed David Mark to its board.
» Koryx Copper welcomed Heye Daun as its executive chair and Alan Friedman
as lead director. Jean-Luc Roy, Pierre Matte and Tim Fernback stepped down from the board.
» KWG Resources appointed Jeffrey Steiner to its board.
» Lithium Ionic welcomed David D’Onofrio to its board as Juliana Sprott stepped down.
» Mandalay Resources appointed Amy Freedman to the board as Braam Jonker stepped down.
» MC Mining welcomed Steele West and Muthui Huang to its board as Douglas Abrahams stepped down.
» Northstar Gold welcomed Tanya Yang to its board as Chuck Main stepped down.
» Premium Nickel Resources named Paul Martin to its board as John Hick stepped down.
» Roscan Gold appointed Nana Sangmuah as executive chair of the board as Sir Samuel Jonah stepped down as non-executive chair.
» Renegade Gold welcomed John Newell to the board.
» Volt Lithium’s Maury Dumba stepped down from the board.
THE NORTHERN MINER’S
GOLD AND SILVER GIVEAWAY
FIRST PRIZE 1 oz. Canadian Maple gold coin
SECOND PRIZE 10 oz. Germania silver bar
THIRD PRIZE 1 oz. Canadian Silver coin ENTER HERE
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