> What is better than gold? Green gold
> One precious metal to rule them all
> Updates on Greenstone and Côté Gold mines
Canadian mining tech gets critical minerals to market faster
Remote-controlled demolition equipment
Port Radium and the atomic highway
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GOLD IN CANADA
12 Victoria Gold’s Eagle gold mine heap leach pad failure: Q & A.
14 Greenstone the great: Why Equinox’s flagship is flourishing.
18 Côté Gold: A model for modern mining and sustainability.
SPACE MINING
21 The lunar rush: Mining the moon.
TECHNOLOGY AND COMMUNICATIONS
27 The challenges of digital transition: A case study from Canada’s Arctic Circle.
29 Canadian mining tech gets critical minerals to market faster.
MAINTENANCE, EQUIPMENT, AND LUBRICANTS
33 Tailings tank level control valves in mining applications.
35 The right lubrication can make all the difference in harsh mining conditions.
37 Remote-controlled demolition equipment.
HISTORY OF MINING
39 Port Radium and the atomic highway.
4 EDITORIAL | One precious metal to rule them all.
6 FAST NEWS | Updates from across the mining ecosystem.
8 OPINION-EDITORIAL | Minister’s statement on the 10-year anniversary of the Mount Polley dam breach.
10 ESG | What is better than gold? Green gold.
41 ON THE MOVE | Tracking executive, management, and board changes in Canada’s mining sector.
37
39
In this issue, we hail to the yellow precious metal. So far, gold has been on a remarkable run in 2024. The price of gold hit several record highs, including US$2,160 per oz. in March, US$2,265 per oz. in early April, and US$2,435 per oz. at the end of the third week of May. Since late May, gold prices have begun to settle. In June, the spot price of gold has been hovering around the US$2,300 per oz. mark. However, the surge continued as of the beginning of July, and by the time of drafting this article at the end of the third week of August, the prices were nearing a record US$2,500 per oz.
This surge has been driven by various factors, including geopolitical uncertainty, inflation concerns, and central banks’ reluctance to cut interest rates. Additionally, the World Gold Council’s mid-year outlook attributed the upward price movement to continued central bank buying, Asian investment flows, and resilient consumer demand. Overall, gold futures have increased by nearly 13% this year, and experts are expecting gold to be higher going into Q4.
Here in Canada, we recently celebrated the opening of two major gold mines in Ontario: Equinox’s Greenstone gold mine, located 275 km northeast of Thunder Bay, and Iamgold’s Côté Gold, located near Sudbury in northwestern Ontario. Two articles in this issue (pages 14-19) feature the recent updates on both mines.
While the article on page 12 initially paints a gloomy picture of Victoria Gold’s Eagle gold mine heap leach pad failure, it also offers the Yukon Chamber of Mines’ view of the current situation and the proposed course of action to deal with the impact of the incident on the environment and the local community.
On another subject, since NASA is predicting a moon mining trial within the next decade, the article on page 21 sheds some light on the current and future endeavours to mine the moon.
Featured articles on maintenance, equipment, lubricants, technology, and communications can be found on pages 27-38 of this issue. Additionally, our regular columns on ESG and History of Mining discuss several interesting topics.
MINExpo International 2024 is at the end of September, and The Northern Miner group and the Canadian Mining Journal will be present at booth #222. Visit our booth to collect free copies of this issue and the annual Top 40 ranking August issue.
Finally, ESG related matters will dominate our October issue, as we focus on innovations that will lower carbon output and reduce environmental footprint. Additionally, there will be a feature report on mining in Quebec and the Maritimes. Relevant editorial contributions should be sent to the Editor in Chief no later than September 7, 2024.
SEPTEMBER 2024
Vol. 145 – No . 6
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South Africa’s Gold Fields is buying Canada’s Osisko Mining in a deal valued at US$1.6 billion (C$2.16 billion) as record-breaking prices for the precious metal fuels mergers, acquisitions and expansions.
The takeover, which grants the Johannesburg-based gold miner full ownership of the Windfall project in Canada, is its latest move to diversify beyond the home country. These efforts include an unsuccessful attempt to acquire another Canadian gold miner, Yamana Gold, two years ago.
Gold Fields will pay C$4.90 per share, a 55% premium to Osisko’s Aug. 9 trading price, it said in a statement. The deal will help the South African producer expand its presence in the Americas region, where it already has mines in Chile and Peru.
The deal makes Gold Fields the sole owner of the Windfall project in Quebec, which it has been developing in a 50:50 joint venture with Osisko.
“Over the past two years, beginning with our initial due diligence in 2022 and throughout our joint ownership of the project since May 2023, we have developed a strong understanding of Windfall and its potential, and view it as the next long-life cornerstone asset in our portfolio,” Gold Fields chief executive
Mike Fraser said in a statement.
Gold Fields plans to bring the Windfall mine into production by the end of 2026 or early 2027, eventually ramping up to approximately 300,000 ounces annually. The project, along with the recently commissioned Salares Norte project in Chile, is central to the company’s growth strategy as it looks to replace output from aging assets in Ghana and Peru.”
Osisko’s board has given unanimous approval to the deal, calling on shareholders to support it. Chair and CEO John Burzynski said the transaction represented an early payout for Osisko investors and also reflected Windfall’s potential.
“In the span of nine years, we’ve transformed Windfall into one of the largest and highest-grade gold development projects globally, and this transaction is a testament to the extraordinary entrepreneurial effort of the Osisko Mining team,” Burzynski said in a separate statement.
The 2022 feasibility study estimates the Windfall mine will average 306,000 oz. gold per year over its lifetime.
Delivering fit-for-purpose solutions across the entire project life cycle
Our fit-for-purpose solutions encompass the skills of qualified geologists, geostaticians, analytical chemists, mineralogists, metallurgists, process engineers and mining engineers brought together to provide accurate and timely mineral and process evaluation services across the entire project life cycle.
• MAPPING | New digital tool from Northern Miner and DigiGeoData
DigiGeoData and The Northern Miner have introduced a new online mapping tool designed to enhance traditional paper maps. This free digital interface provides detailed information on over 17,000 mining assets worldwide, offering improved access to data and aiding decision-making for investors and companies.
As subsidiaries of EarthLabs, both DigiGeoData and The Northern Miner now offer a more integrated and comprehensive mapping service. The new platform combines the strengths of DigiGeoData’s mapping technology with The Northern Miner’s extensive mining data.
President of The Northern Miner Anthony Vaccaro said, “This new interface is an evolution of our legacy, offering unprecedented access to global mining data. This tool will help investors seeking the next discovery by empowering them with comprehensive and accurate data so that they can conduct due diligence and make more informed decisions.”
DigiGeoData’s managing director Glen Jones highlights the tool’s ability to present global mining data in an interactive format. “This tool revolutionizes how companies showcase their properties and how investors access and analyze mining information.”
FPX Nickel made improvements to the Baptiste nickel project in central British Columbia. These changes have enhanced project economics, mine operability and significantly reduced greenhouse gas emissions. Funding from BC Hydro will support electrification studies for Baptiste, advancing BC’s and Canada’s critical minerals strategy.
Using trolley-assist haul truck systems, diesel consumption at Baptiste has been cut by about 50%. This optimization has lowered the mine’s carbon intensity to 1.2 tonnes elemental carbon dioxide per tonne of nickel produced, putting it among the lowest of global nickel producers and halving the emissions reported in the 2023 preliminary feasibility study (PFS).
“Our plans to adopt best-in-class mining technologies are expected to enable Baptiste to be one of the lowest-carbon nickel operations in the world, “ said president and CEO of FPX Nickel Martin Turenne. “The optimization of our approach to mine planning highlights our made-in-Canada advantage.”
The 2023 PFS shows Baptiste will be a high-margin, low-carbon nickel mine, producing an average of 59,100 tonnes per year over a 29-year mine life. Baptiste can produce high-grade concentrate for the stainless steel industry or further refine it for electric vehicle batteries.
The economics of the PFS are strong with an after-tax net present value of US$2.01 billion at an 8% discount rate, an internal rate of return of 18.6% at a price of US$8.75/lb. of nickel, and a payback period of 3.7 years.
NexGen Energy has revised the cost estimates for its Rook I uranium project in Saskatchewan, with expenses now 70% higher than projected in 2021. The updated capital cost is $2.2 billion, up from $1.3 billion. Operating costs are projected to nearly double to $13.86 per pound of uranium oxide (U3O8), compared to $7.58 in the previous estimate.
The project’s after-tax net cash flow is expected to average $1.93 billion annually over the first five years, down from $2 billion. The after-tax net present value has decreased to $6.3 billion from $7.7 billion, with the internal rate of return now at 45%, down from 79%.
“NexGen’s updated capex, opex and sustaining capital reflect the company’s focus on ensuring that every aspect of the project aligns for the development of a truly world-class resources project,” said NexGen’s CEO Leigh Curyer. “The
Is your mine design based on sound geology?
updated capital cost presents an all-encompassing spend to bring the Rook I project into production based on robust, proven mining and construction methodologies, with a payback period of 12 months.”
Annual production is expected to reach 21.7 million pounds of U3O8, with a capacity of up to 30 million pounds. The project has 3.7 million tonnes of measured and indicated resources grading 3.1% U3O8. Sustaining capital costs are now estimated at $785 million, averaging $70 million per year, more than double the $33 million estimated previously.
Engineering progress has moved from 18% to about 45% complete. Construction will commence following final federal environmental assessment approval, Representation of NexGen Energy’s Rook I project in Saskatchewan. CREDIT: NEXGEN ENERGY
Ten years ago, the Mount Polley mine tailings dam breached, releasing 25 million cubic metres of mine tailings and wastewater into Polley Lake, Quesnel Lake, and Hazeltine Creek. This catastrophic event left an indelible mark on a fragile local environment and on the mining industry. Since that time, our government has taken significant steps to ensure the company responsible continues restoring and monitoring the impacted areas, and we have reformed B.C.’s regulations to establish the highest safety and environmental standards.
These changes include bringing B.C.’s regulatory framework for tailings storage facilities to the highest standard; creating a Chief Auditor role and a Mines Audit Unit to continuously evaluate our regulatory framework; establishing a monetary penalties regulation to improve compliance; launching a Mines Investigation Unit; and improving our financial securities collection track record from 40% to 90%.
August 4 marks the 10-year anniversary of the Mount Polley dam breach.
A community tour of Mount Polley in June 2015. Residents of Likely, B.C., view progress that has been made on channel reconstruction and erosion control work.
CREDIT: IMPERIAL METALS
B.C. Since 2014, Williams Lake First Nation has worked collaboratively with B.C., and we are encouraged to see that there has been significant improvement in the regulatory framework and a commitment to more responsible management of the mining industry in this province. We have also seized the opportunity to work collaboratively with the operator of the mine to ensure that the impacts of the breach are remediated as fully as possible. We are encouraged by the positive developments over the last 10 years and remain committed to doing everything within our power to prevent an incident like this from occurring in the future,” said WLFN Kukpi7 Chief Willie Sellars.
An Auditor General’s report following the disaster was clear that B.C. had allowed a regulatory framework to exist that did not adequately protect the environment or people. Economic development cannot happen without responsible management of industry, and we must maintain a world-class regulatory system to bring peace of mind to the mining sector and British Columbians.
Today, the management and operation of tailing storage facilities (TSFs) in B.C. must conform to one of the most stringent TSF regulatory frameworks in the world. We have significantly reduced potential safety, health, environmental, and business risks associated with TSFs.
Mining can only be successful if there is trust that the sector will be responsible stewards of the land, and incidents like Mount Polley cast a long shadow. Working with the sector and with First Nations’ partners, including the Xatśūll First Nation and Williams Lake First Nation, we have developed rigorous rules to ensure that people can have faith in mining across the province, and we will continue to take actions to strengthen regulations and oversight of the industry. I am grateful to all who have supported building a better industry, including local First Nations, and I am pleased to share these words from Williams Lake First Nation (WLFN) and Xatśūll First Nation:
> “The failure of the Mount Polley tailings dam had catastrophic impacts on a critical watershed within our traditional territory. The breach punctuated the need for significant regulatory reform and for greater involvement of First Nations in the oversight of mining operations in
“On the 10th anniversary of the Mount Polley tailings breach, Xatśūll First Nation highlights the continuing and ongoing harms the disaster has inflicted on our community to this very day, particularly affecting water quality, fish habitats, traditional land use, and severe impacts to our Aboriginal Title and Rights, culture, and way of life. While we recognize the provincial government’s efforts to strengthen regulatory frameworks since the breach, more work remains, including advancing the implementation of the United Nations Declaration on the Rights of Indigenous Peoples in Xatśūll Territory. We express a strong interest in continued collaboration with the government to address outstanding environmental assessment, regulatory, and enforcement gaps to ensure the protection of our lands and cultural heritage in the face of continuous proposed industrial development. Furthermore, we underscore the need for additional reforms and stress the importance of moving toward consent or joint decision-making with the province in relation to mining in Xatśūll Territory, including in relation to any proposed expansion of the Mount Polley mine site,” said Xatśūll First Nation Chief Rhonda Phillips.
For many people, that day 10 years ago, is hard to forget. I am heartened by the certainty that this government remains steadfast in our commitment to continue to strengthen mining regulations, ensure diligent oversight of all regulated mining practices, and maintain — and improve — our world-leading mining regulation standards.
Honourable Josie Osborne is British Columbia’s minister of energy, mines, and low-carbon innovation.
By Stephan Keese and Dominique Gautier
As a market premium emerges for low-carbon gold, strong ESG performance will become a bankable differentiator
From inside the mining industry, environmental, social, and governance (ESG) obligations look primarily like an added set of commitments. Meeting high ESG standards is the right thing to do, but it can be hard to see it as anything but more costs, particularly for a mining company.
However, a closer look by Roland Berger’s experts suggests this pessimism is not warranted. Yes, the costs of ESG compliance can be high, but on the other hand, it also creates an opportunity for profitable differentiation.
This may be particularly true for gold. Whether they are jewelers looking for stable supply chains, investors who do not want to invest in any surprise liabilities, or consumers who do not like the idea of making wedding vows with rings made from gold tainted by bad karma, many buyers are willing to pay a little more for gold mined and smelted with minimal damage to the environment or a First Nation community.
In most major gold-producing countries, mining and smelting gold with impressive ESG characteristics is not easy. However, two factors give Canada a unique opportunity to profit from the market for green gold:
1. Clean power: Canadian producers may be particularly well-positioned to benefit from such market demand, as
many operate under strict environmental and social regulations and power their operations with low-carbon electricity. Canada’s plentiful supply of low-carbon electricity is a significant advantage for Canadian gold mines, which typically have access to grids in which 80% of power is generated through renewables or nuclear power. As a result, Canadian gold mining operations have a lower carbon intensity than those in any of the top eight gold mining countries. Even Peru’s gold production has double the carbon intensity of Canada — and that is the Canadian gold industry’s closest competitor.
2. Large-scale production: Roughly 20% of the world’s global annual gold production is by artisanal and small-scale mining companies (ASM). Such firms are much more likely to be involved in negative environmental and social actions, from the use of mercury for gold extraction to corruption and smuggling. In Canada, by contrast, there are few ASMs outside marginal numbers of placer mines. This is because Canada’s lower-grade deposits require significant processing to be profitably exploited.
About 55% of the global annual demand for gold is in the jewelry market (2021), and end customers are increasingly concerned with the environmental and social impacts of what they buy. Tiffany sources its gold from U.S. mines or recycled sources, and several other major jewelry brands have pledged to source exclusively from ethical companies. Swiss demand for recycled gold increased by 64% between 2018 and 2020 to meet the rising demand for green gold in Switzerland.
These days, green gold fetches a premium of only two to five US$ over the per-ounce spot price. This might not sound like much with gold over US$2400 per oz., but we think it is significant as a fork in the road for gold pricing, a separation that will grow once consumers become more aware that the option is available. Commercial gold buyers will find reasons to favor green gold because many companies will also have
their own ESG rating to consider. It is hard to say how much difference a higher ESG rating might make to the price of gold, but people do pay 20% to 25% more for diamonds, another ethically sourced luxury mineral.
We believe green gold represents a huge, overlooked opportunity for Canadian producers. An awareness campaign that acquaints retailers and consumers with the ESG advantage of Canadian gold could lead to a rare chance to differentiate a metal treated as a commodity.
The time to move is now Eventually, most significant producers will move towards the high ESG standards that Canada already delivers. In the meantime, Canadian gold miners have a unique opportunity to demand a premium for their current green gold and invest their green dividend in technologies that will make their gold even greener tomorrow.
How can Canadian producers position themselves to benefit more from the green gold premium?
> Embrace the rules: New regulations, particularly the new Clean Fuel Standard and the higher carbon tax that will follow, are expected to accelerate ESG practices in the mining sector. Do not fight this well-disguised opportunity: A company focused on earning a green gold premium should embrace low-carbon rules, as it will make its product more appealing to ESG-conscious consumers.
> Develop an appropriate ESG reporting and operational improvement roadmap: Producers of steel and other commodities have seen a rise in scrutiny of their operations, and gold seems likely to follow suit. At the same time, it will study emerging ESG-related regulations and trends, emission reduction costs, review and ranking of strategic options, develop an implementation road map, note details of key strategic projects, and create an annual sustainability report.
> Make ESG part of your acquisition strategy: If an acquisition is stronger on ESG issues than you, follow its
lead. On the other hand, if you have a more robust ESG program, ensure your acquisition follows your best practices.
Canadian gold producers stand at the forefront of a promising market shift toward green gold, with a unique opportunity to capitalize on their already stringent ESG practices. As global demand for ethically sourced products grows, embracing and promoting your
ESG strengths can transform this obligation into a strategic advantage. Now is the time to act — position your company as a leader in sustainable gold production and secure your share of the growing premium market.
07-29_CanadianMiningJournal_InsertV1.pdf 1 8/5/24 4:20 PM
Stephan Keese is a senior and managing partner, United States, at Roland Berger. Dominique Gautier is a senior partner, Paris office, Western Europe, at Roland Berger.
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By Tamer
Responses to the questions of the Canadian Mining Journal were provided by Jonas Smith, executive director of Yukon Chamber of Mines, on August 21, 2024.
Q: As a conversation starter, can you please introduce yourself and talk to us about how you became the executive director of the Yukon Chamber of Mines?
A: My name is Jonas Smith, and I have had the good fortune to have played several roles relative to the mineral exploration and mining industry in the Yukon over the years. I previously served in similar capacities with both the Klondike Placer Miners’ Association and the Yukon Producers’ Group. I spent a decade being active in both territorial and federal politics. Most recently, I managed corporate affairs for a long-time local mineral exploration drilling contractor. The Chamber was actively recruiting for an executive director earlier this summer, and given my previous experience, I was encouraged to put my name forward for consideration.
Q: Please talk to us about the history of the Yukon Chamber of Mines; how does the Chamber support the mining industry in the Yukon?
A: Since its creation in 1943, the Yukon Chamber of Mines has worked to serve its dynamic membership and advance the interests of all those involved in the Yukon mining industry. This strong and diverse group includes exploration, mining, and service and supply companies, contractors, and individuals that have a direct or indirect interest in the mining industry.
Q: What is the Yukon mining industry’s perspective on the unfortunate heap leach pad failure incident at Victoria Gold’s Eagle gold mine in Yukon? How did the mining community respond to this incident?
A: The Yukon is a small jurisdiction, and the Yukon mining industry is very close. Thankfully, there were no significant injuries involved with the incident, but the human toll is con-
siderable. A lot of our friends, neighbours, and colleagues have been affected, so that is front of mind. The situation continues to be dynamic, so it has been a challenge to get ahead of anything with new information coming out almost daily. But we want to see an independent investigation launched and the critically important environmental work addressed as soon as possible in the hopes that the mine can go safely back into production and put Yukoners back to work.
Q: From your personal perspective as a mining industry expert, did you expect that such an incident could happen?
A: It certainly came as a shock, given our modern regulatory and safety regimes. And my heart sank when I realized the scope of the incident and its environmental, social, and economic repercussions. It will take time to identify the root causes.
Q: What is the Chamber’s view on the investigation to identify the cause of the failure?
A: From the beginning, the Chamber has been supporting the call for an immediate independent investigation to understand the cause of this unfortunate incident, to learn from it, prevent future occurrences, and maintain the high safety, environmental, and operational standards that Yukoners expect from us, and that we hold ourselves to. We urge the Yukon government to promptly initiate a comprehensive independent investigation, and we are committed to providing all necessary support expected from the industry to facilitate this process.
Q: The Yukon government has now entered Victoria Gold’s Eagle mine into receivership, subsequent to the company’s struggles with the scale of remediation work. In your opinion, was that the right move by the Yukon government?
A: There are a lot of factors to consider — what is best for the environment, what is best for the taxpayer, and what is best
for the employees and affected contractors — and I think it is still too early to make a judgement call. Initially, we would have preferred to have seen Victoria Gold remain on site for several reasons, as it would have demonstrated confidence in the situation and allowed the use of their cumulative expertise. I think the receiver will have many of the same challenges with the short timelines between now and the onset of winter, so we hope that they will engage as many of the people with experience with the site as possible, because at the end of the day, we all want the site stabilized and cleaned up as quickly as possible, by whomever is most capable.
Q: Finally, how will Victoria Gold be impacted by the incident? And how will it impact the mining industry in the Yukon?
A: Again, with the dynamic nature of the situation, it is difficult to tell. Victoria Gold’s future as a corporate entity is subject to several factors, but I like to think that the people themselves will persevere and continue to contribute to mining in the territory, as they have demonstrated they have a lot to offer. As for the impacts on mining, the Yukon is still a world class mining destination with a modern, comprehensive regulatory regime, and most importantly, is bestowed with enviable mineral wealth and potential. The Eagle resource is not going anywhere, and there are many other exciting properties across the territory. The sooner we can incorporate any lessons learned from the Eagle incident, the sooner we can reassure confidence in the Yukon as one of the best regions in the world to invest in.
From the start, Equinox Gold’s goals were ambitious: To be an annual one-million-ounce gold producer, to deliver 580,000 oz. annually, and rebalance its portfolio so that its Canadian gold operations represent a quarter of its gold mining properties.
With three newly built mines and a string of acquisitions since 2018, Equinox Gold’s production base is now eight mines across Canada, the United States, Mexico, and Brazil.
What might be called the crown jewel was the completion in May of the 100% acquisition of the Greenstone gold mine 275 km northeast of Thunder Bay, Ont. This is Equinox’s flagship asset and largest, lowest-cost gold producer. In the same month the Vancouver headquartered company saw its inaugural pour of 1,800 oz. of gold from a full recovery circuit and not a single operational glitch.
Equinox president and CEO Greg Smith describes himself as “very, very pleased with the pace at which we were able to build one of the largest mines in Canada.” He attributes Greenstone’s unusually rapid development to “permits and goods support and advanced engineering already in place. That helped immensely.”
Today, Greenstone is key to Equinox’s strategy of growth through development and creative acquisition. But Smith stresses he also wants to “build 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.
“Generally operating assets trade at a better valuation than developing assets. If you have too much in your portfolio in development and not enough in production, you’re going to trade at a lower valuation and have a higher capital cost which makes it more of a challenge to grow,” he said.
It was for this reason Smith admits “to kind of getting beat up a little bit by the market for a few years while we were building Greenstone.” There are lots of things that can beat you up, of course: schedule and budget overruns, price fluctuation,
and capital constraints to mention only a few.
“You’re taking a bet on geology and that your ore deposit’s going to deliver what you think it will, and you’re right about price so that we’re not completely exposed to price changes,” said Smith.
Equinox is making the same bet during its expansion of three other gold mining operations: Castle Mountain Phase 2 operations will complement the current operation in California, the company said, increasing production “to more than 200,000 oz. of gold per year.” The new Piaba underground and satellite open pit “will nearly double” the Aurizona mine life in Brazil. Constructing a carbon-in-leach plant to process higher grade ore “would extend the Mexican Los Filos mine life by four years and add more than 1 million oz. of gold production.”
So many reasons to build Greenstone encompasses the former Hardrock, MacleodCockshutt, and Mosher underground mines which produced more than 2 million oz. between the late 1930s and 1970. Site
rehabilitation began in the 1990s with Equinox eventually proposing a 15-year life of mine.
Today with proven and probable reserves of 5.5. million oz. at an average grade of 1.27 g/t, the first five years at Greenstone are expected to produce 400,000 oz. per year with an average of 360,000 oz. of gold per year for its initial 14-year mine life.
The property is replete with advantages, said Smith, not the least of which is the mine’s presence in northern Ontario “and one of the top mining jurisdictions in the world.”
“It was accessible to the TransCanada Highway, so it had very easy logistics and access to energy infrastructure, mas-
Greenstone encompasses the former Hardrock, Macleod-Cockshutt, and Mosher underground mines
tailing facilities are more than 83% complete; and additional infrastructure largely in hand. “So we’re pretty pleased.”
Smith reserves some of his highest praise for one particular addition to the Greenstone operation – the high-pressure grinding rolls (HPGR) as part of the crushing circuit. Studies show HPGRs “enhance fracturing of the material” which may allow for “improved solution penetration once it’s in the tanks,” said Smith.
In effect the HPGRs “take the place of a semi-autogenous gringing (SAG) mill. “But really the big benefit is our material is more amenable to going through the HPGRs, they draw a lot less power than a SAG mill on a much smaller footprint so it makes more economic sense.”
One question surrounds both the size and development pace of one of Canada’s largest open pit gold mines.
sively important permits in place, and a team that had been working on this project for a long time.” The property ticked off every box, Smith noted.
For all this, no one at Equinox expected entire seamless progress towards mine completion. This was evident by the company’s contingency plan which was much larger than had been anticipated in the project’s feasibility study. “It was based on the data we were seeing and in part on a gut feel,” said Smith.
The gut feel materialized with the unexpected arrival of Covid and of inflation which had an immediate impact on the project’s supply chain. But Smith’s team was ready, he said. Pre-construction activities, long lead ordering, and detailed engineering “completed long before we had even started construction were incredibly helpful achieving the schedule and budget we eventually built the mine on.”
Today, that budget of $1.23 billion is on track, said Smith. The power plant is nearly commissioned; process plant and
Noted Smith, small mines often take as much managerial effort and focus as large mines. Another deciding factor is often the very short mine life of many gold operations. Hence the need for assets with scale, Smith said, plus sufficient mine life and exploration growth potential to weather the multiple phases the commodities cycle is subject to.
“As a public company a large portfolio and scale increases liquidity, increases the multiples that you trade at, and decreases your cost of capital going forward,” Smith said. “We are an industry that’s always hungry for capital, so having that scale gives you greater access to capital and attracts larger investors.”
Of particular interest to investors will be what’s underfoot at Greenstone. According to Equinox’s analysis the mine’s underground potential is for 9.8 million tonnes at 3.93 g/t gold (1.2 million oz. indicated) and 35.6 million tonnes at 3.87 g/t gold (3.1 million ox. inferred).
Investors will also be examining what happens during the next five years of production from which Equinox hopes to reap an average 400,000 oz. annually as a preset to longer range 14-year high-grade gold production. Smith says at
With three newly built mines and a string of acquisitions since 2018, Equinox Gold’s production base is now eight mines across Canada, the United States, Mexico, and Brazil.
Greenstone, Equinox expects “a little bit of a dip” in the grade profile of the deposit mid-mine life before picking up again.
“We’re also looking at a large land package with satellite deposits that have existing resources on them.” This includes the Brookbank project, with undeveloped high-grade gold deposit potentially within trucking distance to Greenstone plant and 396 km2 of underexplored land package “with excellent potential for new discoveries.”
“We’re looking at ways those can feed into the mine life,” said Smith. “And the underground deposit already is north of 4 million oz. That can contribute to the mine life as well.”
One thing Equinox does not suffer from, Smith said, is the boom and bust mindset some companies get caught up in, i.e. getting carried away with investments when business is looking good, slashing and burning when things go sideways.
Smith stressed a management team has prepared for the good times and bad times, “and build a company that navigates through both phases.”
“We built this company through acquisitions but we’ve always done them in a very targeted fashion. The market envi-
ronment really didn’t play into our valuation of our acquisitions. It was much more strategic than that, he said.
In addition to being a profitable, million-ounce-per-year producer, Smith added, we do it in a sociably responsible manner. That’s because along with growth comes social challenges. A case in point is the population centre in the town of Geraldton where environmental concerns and local economics are always top of mind.
Hence, the need for agreements and support from the local First Nation early on in Greenstone’s development. Those agreements eventually blossomed into 24 joint venture agreements with First Nations representing more than $180 million (e.g., 20% of the project’s contracted value).
Equinox’s local commitments were enough to persuade Doug Ford, Premier of Ontario, to visit the Greenstone mine in June to witness yet another a gold pour. There, he outlined nearly $4 million that will be used to underwrite Equinox’s social commitments in the area including training and skills development to support local construction contracting.
David Godkin is a freelance writer.
The newest gold mine in northern Ontario has the potential to become the biggest in Canada. Iamgold’s Côté Gold open pit mine had its official ribbon-cutting ceremony at the end of May 2024. The company has declared commercial production at its 60%-owned Côté mine in northern Ontario, the company’s third producing gold mine and second in Canada. This mine will be one of Canada’s largest gold producers with an 18-year mine life. During the first six years of operation, Côté Gold’s output will be 495,000 oz., and over the life of the mine, it will average 365,000 oz. per year. Construction of Côté began in 2020 and was expected to take three years to build. The mine cost $1.9 billion to build.
The Côté mine has proven and probable reserves of 234.6
Along with the community, Indigenous, government, and business partners, Iamgold’s president and CEO, Renaud Adams, executives, and staff gathered at the site to mark the official inauguration of the mine. CREDIT: IAMGOLD
million tonnes grading 1.01 g/t gold and containing 7.6 million oz. of gold. Reserves are included in measured and indicated resources, which are 444.8 million tonnes at 0.84 g/t and containing almost 2.3 million oz. of gold. There are also inferred resources of 60.6 million tonnes at 0.61 g/t and containing 714,000 oz. of gold. One of the most interesting advantages of the Côté Gold project is the potential upscale of the reserve base. With the recent inclusion of the Gosselin zone into the resource category, measured and indicated resources now exceed 490.4 million tonnes at 0.9 g/t, equating to 13.56 million oz. of gold. A 15,500-metre drill program slated for this year is positioned to expand the Gosselin zone, as it is still open at depth and on strike to the west.
The Côté Gold project was constructed through a partnership with Sumitomo Metal Mining. The mine, located 125 km southwest of Timmins, Ont., is owned as a 60/40 joint venture agreement entered in December 2022, which saw Iamgold retain a 60.3% ownership share in Côté and a transferred interest of 9.7% held by Sumitomo. Iamgold holds the option to return to 70% ownership, which it intends to execute before it expires in 2026. With Côté Gold commissioning, Iamgold now
Côté Gold is in the Chester and Yeo Townships, Sudbury, in northeastern Ontario. It is approximately 25 km southwest of Gogama, 125 km southwest of Timmins, and 175 km northwest of Sudbury. The mine is accessible year-round via Highway 144, which runs north-south 5 km to the east. The Côté Gold properties cover a total area of about 596 km2.
Côté Gold is located on Treaty 9 territory, on the traditional lands of Mattagami First Nation and Flying Post First Nation as well as within the traditional harvesting area of the Abitibi Inland Historic Métis Community, Métis Nation of Ontario Region 3.
has three operating mines, including Essakane in Burkina Faso and Westwood in Quebec.
As expected, the mine has poured its first doré bar on March 31, 2024, with the crushing, high-pressure grinding rolls (HPGR), and processing circuits performing within expectations, including power consumption. Now that construction is complete, the construction teams have been demobilized with a successful handover to the operations team. Operations continued to ramp up in the second quarter of 2024, and commercial production is expected to be achieved during the third quarter of 2024. Commercial production means the mine has reached at least 30 consecutive days of operations at about 60% of its 37,000 t/d capacity.
Adhering to its Zero Harm vision, Iamgold incorporated natural channel design principles into the strategy to create self-sustaining systems that restore ecological functions. This approach reflects the company’s dedication to maintaining the highest standards in health, safety, and sustainability.
its 18-year mine life, Côté Gold is expected to contribute $10 billion to Ontario’s GDP, $5 billion in wages, and provide nearly 600 full-time jobs.
“I am delighted to announce that Côté Gold achieved the milestone of first gold pour, less than 90 days since the start of the pre-commissioning activities,” said Iamgold’s president and CEO, Renaud Adams, in a release. “This achievement represents the culmination of over 15 million hours of work over four years of construction — an incredible effort for the team on the ground as the project cost to first gold remains in line with the updated budget estimate while maintaining a near impeccable safety record,” he added.
The company expects the Côté Gold operation to end this year at approximately 90% of nameplate capacity. The goal this year is to produce between 220,000 and 290,000 oz. of gold, assuming the remaining commissioning activities go according to plan.
“Since achieving the first pour of gold, our teams have spent the last four months methodically and iteratively testing and ramping up all facets of the mine,” said Adams in a release at the end of July.
Operating at a planned capacity of 37,200 t/d, the mine will produce close to 500,000 oz. of gold yearly, with significant resource potential to grow further.
Throughout its 30-year history, Iamgold has demonstrated its commitment to responsible and sustainable mining through consistently meeting high standards of environmental, social, and governance (ESG) practices, incorporating its Zero Harm vision in every aspect of the business.
To the company, the Zero Harm vision is a journey, rather than a goal with an end in sight, and a responsibility to continue to improve mining practices in the context of evolving sustainability opportunities and challenges.
The creation of Oshki Lake: Early in July 2024, Iamgold executive and Côté Gold teams alongside their Indigenous partners from Mattagami and Flying Post First Nations and representatives from Sumitomo Metal Mining gathered at the Côté Gold mine site for a water ceremony marking the creation and official naming of Oshki Lake. This new water body was built to offset fish habitat lost during the construction of the Côté Gold mine.
The creation of Oshki Lake was a crucial step in Iamgold’s commitment to environmental responsibility. The ore deposit for the Côté Gold mine was partially located beneath an existing lake. To proceed with the mine’s construction, the Mollie River and other nearby waterways had to be rerouted to prevent potential flooding of the open pit. This rerouting project included the creation of Oshki Lake to compensate for the loss of fish habitat.
The rerouting project was an integral part of the environmental permitting process, conducted in close consultation with Iamgold’s Indigenous partners and other stakeholders.
The extensive tailings management facility raise was also completed just before the spring freshet and created sufficient water storage capacity for commissioning activities.
This year, as part of its sustainability reporting alongside the annual Sustainability Report, Iamgold published its inaugural Tailings Management Report, intended to demonstrate the com-
pany’s values of accountability and transparency by providing more details on the approach to tailings in a standalone report.
A unique feature of this mine is the implementation of an autonomous mining fleet: Côté is the first gold mining project in North America designed and built for a fully automated haulage
fleet. Ten autonomous vehicles have been commissioned thus far, including Atlas Copco Pit Viper 231s (to drill 12 m benches) and a combination of Cat 6060 electric shovels and Cat 793F haul trucks. Three Cat 994s will also be
on-site for loading and stockpiling.
Grid connection to the provincial hydro grid was completed, and it provides 56 MW of power required for the processing plant. By incorporating an efficient crushing design, HPGR, and Vertimills, the project team mitigated risk by designing a plant with available grid power.
The installation of a Weir Minerals 2.4 by 2.4 metre HPGR marks the largest scale installation of an HPGR in Canada. This single HPGR will utilize 7,800 kW of power to crush up to 1,596 t/h into an 80% passing 2.4 mm product for the ball and Vertimill circuits.
A typical SAG mill configuration, even with high ball loads, would not have been energy efficient. Pilot stage grindability test work indicated the Côté Lake deposit material is very competent and resistant to SAG milling. Test work conducted using HPGR technology confirmed its metallurgical and economic advantages over SAG milling.
The HPGR provides metallurgical benefits by inducing micro cracking in the ore which improves the cyanide leach kinetics that would not be possible if a conventional flow sheet was utilized.
Moreover, a conscious effort to maintain a safe work environment is front and centre at this mine. In early 2023, the mine surpassed 10 million project hours with a lost time injury frequency rate (LTIFR) of 0.02 (the company’s total recordable injury frequency rate (TRIFR) in 2023 was 0.69), which is clear evidence of a workforce that embraces a Zero Harm attitude.
The worldwide effort to design a mining operation on the moon is gaining momentum. Private companies are actively planning for lunar mining, indicating a growing interest in space resource extraction. Major powers are also eyeing the moon for its potential resources, leading to discussions about a lunar gold rush. Despite the excitement surrounding moon mining, there are important considerations related to governance in space mining that experts are addressing.
This trend towards space mining reflects a broader shift towards exploring and utilizing resources beyond Earth, with initiatives like mining in space becoming increasingly feasible. The legal aspects of moon mining are also coming under scrutiny, with space law experts weighing in on the implications and challenges associated with these endeavours.
On March 3, the Wall Street Journal published Mark Mills’ review of an important new book: “The War Below: Lithium, Copper, and the Global Battle to Power Our Lives” by Ernest Scheyder. Mills focused his review on the fact that governments “seek an expansion of global mining as part of the transition away from oil and coal.” The review pointed out that “the governments of Europe and the U.S. implement policies requiring that global mining expand, and soon, by 400% to 7,000%. Those poli-
cies are meant to force a transition away from the oil, natural gas, and coal that supply 80% of global energy. But it is an unavoidable fact that building the favoured transition machines — wind turbines, solar panels, electric cars — will require astonishing quantities of minerals to produce the same amount of energy.”
Several of the world’s leading space agencies, and some private companies, have recently shown a keen interest in mining on the moon. This trend is being driven by rising financial and environmental costs associated with Earth-based mining, and the capacity to extract valuable lunar resources like water, rare metals, and helium-3.
While specific projects may vary, here is a general overview of some initiatives being considered:
NASA’s Artemis Program is a new lunar exploration program aimed at returning humans to the moon and eventually paving the way for future crewed missions to Mars, with the goal of establishing a sustainable presence on the moon by the mid2020s. While not explicitly focused solely on mining, NASA intends to utilize lunar resources to support long-term human habitation. NASA has expressed interest in mining water ice at the lunar poles, which could be used for drinking water,
In an era where the mining industry is increasingly focused on sustainability and reducing its environmental impact, Foran Mining Corp.’s partnership with Sandvik Mining and Rock Solutions stands out as a groundbreaking endeavor. This collaboration, centered on the McIlvenna Bay copper project in Saskatchewan, Canada, represents the next step in carbon-neutral mining, driven by the deployment of one of the world’s largest fleets of battery-electric vehicles (BEVs) in an underground mining operation.
The McIlvenna Bay project is Foran’s flagship operation, located in east-central Saskatchewan. Designed as an underground mine, it aims to produce approximately 4,900 tonnes of ore per day, primarily focusing on critical minerals such as copper, zinc, gold, and silver. These minerals are essential for the transition to a low-carbon future, playing a vital role in the production of electrical grids, solar panels, wind turbines, and batteries.
Foran’s vision of sustainable and responsible mining is reflected in its pursuit of carbon-neutral copper production at McIlvenna Bay. This approach is expected to prioritize minimizing environmental impact while maximizing social and economic benefits. A key strategy in realizing this vision is the early and comprehensive adoption of battery-electric vehicles, ensuring that every step aligns with Foran’s commitment to a cleaner, more sustainable future.
Foran’s decision to commit to a BEV fleet from the start, rather than adopting a more gradual approach, reflects the company’s confidence in the technology and its alignment with their sustainability goals. According to Gilbert Lamarche, Chief Operating Officer of Foran, the decision was driven by the maturity of BEV technology and the company’s commitment to responsible mining.
“It’s really aligned with Foran’s vision and mission, within our want to be responsible and sustainable miners. The team felt comfortable as to where the technology was. It’s not an R&D project. It’s being used,” Lamarche stated in a recent interview. This confidence was further bolstered by Foran’s previous experience with BEV technology during Lamarche’s tenure at Vale, where he witnessed the potential of electric vehicles in underground mining environments.
The McIlvenna Bay project’s startup fleet will include 20 battery-electric vehicles from Sandvik, comprising seven LH518iB loaders, six TH550B trucks, four DD422iE jumbos, two DL422iE longhole drills, and one DS412iE mechanical bolter. This fleet is expected to not only reduce the project’s carbon footprint but also enhance operational efficiency and safety. The delivery of these vehicles began in late 2023, with full deployment expected by 2025.
future of sustainable mining,” said Corcoran. He highlighted the enormous potential of BEVs to reduce a mining operation’s carbon footprint, noting that Canada is at the forefront of mining electrification and is setting a blueprint for other major mining regions to follow.
One of the key technologies that influenced Foran’s decision to partner with Sandvik is the AutoSwap and AutoConnect battery system. These innovations allow for rapid battery changes, minimizing downtime and maximizing productivity. Lamarche praised the system for its efficiency, noting that it is a waste of productivity, time and money when a vehicle is idle while charging the battery. The seamless operation of AutoSwap technology is expected to be a significant factor in achieving the operational goals of the McIlvenna Bay project.
While the initial capital investment in BEVs is higher compared to traditional diesel-powered equipment, Foran’s decision was driven by a
Sandvik Mining and Rock Solutions has emerged as a global leader in the development and deployment of battery-electric mining equipment. Their partnership with Foran is a testament to Sandvik’s commitment to driving sustainable mining practices through innovation. Peter Corcoran, VP of Sales Area Canada for Sandvik Mining and Rock Solutions, emphasized the significance of this partnership.
“This milestone agreement is the product of a year of partnership between Foran and Sandvik, underscoring our mutual commitment to electrification as the driving force behind the
comprehensive analysis of long-term costs and benefits. During the 2020 pre-feasibility study, Foran determined that the use of BEVs would result in better financial outcomes when considering the savings from reduced ventilation capital and operating costs. In underground mining, ventilation typically accounts for 60-70% of total mine power costs, and BEVs significantly reduce the need for extensive ventilation systems. Moreover, the environmental benefits of BEVs are substantial. Foran estimates that the use of BEVs at McIlvenna Bay will eliminate approximately 350,000 liters of diesel consumption annually, equivalent to around 1,000 tonnes of CO2 emissions. Over the projected 20-year life of the mine, this reduction in emissions will have a profound impact, contributing to the global effort to combat climate change.
Foran’s commitment to sustainability extends beyond operational efficiencies. The company views its investment in BEVs as a strategic move that aligns with its broader brand values and resonates with environmentally conscious investors. “You look at overall, your company brand, your company name and the thirst for shareholders to be joining and investing in a company that is doing the right thing for the environment,” Lamarche explained.
The partnership between Foran and Sandvik is characterized by a deep sense of co-operation and shared purpose. Both companies are heavily invested in the success of the McIlven-
na Bay project, with daily communications and joint problem-solving efforts ensuring that the project remains on track to meet its ambitious goals. Lamarche described the relationship with Sandvik as “collaborative,” emphasizing the importance of trust and co-operation in navigating the challenges of deploying a full BEV fleet in an underground mine.
As the mining industry faces increasing pressure to reduce its environmental impact, the collaboration between Foran and Sandvik serves as a powerful example of what can be achieved through innovation, vision, and partnership. By pioneering the use of BEVs at McIlvenna Bay, these companies are not only advancing their own sustainability goals but also setting a precedent for the industry as a whole.
The McIlvenna Bay project is more than just a mining operation; it is a potential blueprint for sustainable mining practices. Through their partnership with Sandvik, Foran is demonstrating that sustainability and profitability can go hand in hand. As the world moves towards a low-carbon future, the lessons learned from this project can benefit the direction of mining operations globally. The success of this partnership could inspire others in the industry to follow suit, accelerating the transition to more sustainable practices and ultimately contributing to the global effort to combat climate change.
breathable oxygen, and as a source of hydrogen for rocket fuel. The program originated from earlier NASA initiatives focused on returning to the moon: a U.S.-led program with commercial and international partners to enable human expansion across the solar system.
In 2019, the program was officially named “Artemis” after the Greek goddess of the moon and twin sister of Apollo, linking it to the famous Apollo program that first landed humans on the moon. The name was announced by NASA Administrator Jim Bridenstine, with the goal of landing the first woman and next man on the lunar surface. Artemis’ key components include the Space Launch System (SLS) mega rocket, the Orion crew capsule, the Lunar Gateway space station, and the Human Landing System (HLS) for descending to and ascending from the lunar surface. These elements draw from legacy programs like Constellation as well as new commercial partnerships.
However, timelines have shifted over the course of the decade as follows:
> Artemis 1 (2022): An uncrewed test flight of SLS and Orion around the moon, successfully completed in November 2022.
> Artemis 2 (2025): A crewed Orion flight beyond the moon and back, taking humans farther into space than ever before.
> Artemis 3 (2025): The first crewed lunar landing since Apollo, aiming to land the first woman and next man on the moon’s south pole region for about a week.
> Subsequent missions: Establishing a sustained lunar presence through the Lunar Gateway, surface habitats, rovers, and regular crew rotations, enabling future crewed missions to Mars.
The European Space Agency (ESA) has also shown interest in lunar mining as part of its broader lunar exploration plans. One of the main focuses is on prospecting for water ice, which could support future human missions and be converted into rocket fuel. The ESA’s moon village concept envisions a collaborative effort involving various countries and organizations, which could include mining activities.
China National Space Administration (CNSA) has been actively pursuing lunar exploration through its Chang’e program. While mining has not been a primary focus thus far, China has expressed interest in utilizing lunar resources for future missions. CNSA’s missions have included prospecting for lunar resources and understanding the composition of the lunar surface, which could lay the groundwork for future mining endeavors.
Commercial initiatives are getting financed and building momentum. Several private companies, such as SpaceX, Blue Origin, and Moon Express, have expressed interest in mining the moon for various resources. These companies see potential business opportunities in extracting resources like water, which could be used for space habitats or fuel production. Some companies are also interested in rare metals and helium-3, which
could be used in advanced technologies like fusion reactors.
International collaborations and partnerships are emerging in lunar exploration and mining. For example, the Artemis Accords, initiated by NASA, aim to establish principles for cooperation among nations in lunar exploration, including resource utilization. These agreements could pave the way for multinational efforts in lunar mining.
While specific moon-based mining projects may differ in their objectives and approaches, there is certainly a common factor at work here: A growing interest in developing projects on the part of both government agencies and private entities. As the exorbitant costs for launching rockets have been tamed, exploring, and potentially exploiting the resources of the moon, is no longer considered to be far-fetched. To date, however, no large-scale lunar mining operations have been fully initiated; much of the current focus remains on prospecting and feasibility studies.
Establishing a mining operation on the moon will be challenging because of several factors: technology development, infrastructure requirements, and the specific objectives of the mission. The following cost components must be considered:
1. Launch cost: Launching payloads to the moon involves significant expenses. The cost per kilogram to send mate-
Based on both scientific analysis and geological projections, some of the most valuable minerals that could be mined on the moon include the following:
> Helium-3 (3He): This light, stable isotope of helium (with two protons and one neutron) is highly valuable for potential future fusion energy production. On Earth, helium-3 is rare and expensive, with prices varying widely depending on the source and purity. Estimated prices have ranged from $3,000 to $5,000 per gram.
> Water ice: While not a mineral in the traditional sense, water ice is crucial for sustaining life and supporting future human activities on the moon. It could also be used for rocket fuel (hydrogen and oxygen). Water is abundant in the solar system, but extracting and processing it on the moon could still be economically valuable.
> Rare earth elements (REEs): Elements such as neodymium, dysprosium, and yttrium are essential for various technological applications, including electronics, magnets, and renewable energy technologies. Here on Earth, REEs are valuable, and prices fluctuate, with some individual elements costing hundreds of dollars per kg.
> Titanium: Titanium is highly valued for its strength, corrosion resistance, and low density, making it useful in aerospace applications, among others. The price of titanium varies depending on factors such as grade and form, but it typically ranges from $2 to $10 per Ib.
> Platinum group metals (PGMs): These include platinum, palladium, rhodium, ruthenium, iridium, and osmium. They have various industrial applications, including catalytic converters, electronics, and jewelry. Prices for PGMs fluctuate significantly based on supply and demand, with platinum and palladium often being the most valuable among them. For example, platinum prices can range from $800 to $1,200 per oz., while palladium prices can be even higher.
rial to the moon can range from thousands to tens of thousands of dollars, depending on the launch vehicle and mission requirements. This cost includes the development and operation of rockets and associated infrastructure and launch services.
2. Technology development: Developing the necessary technology for lunar mining, including robotic systems, drilling equipment, resource extraction methods, and processing facilities, requires substantial investment. Research and development costs for modern technologies tailored to the lunar environment can be significant.
3. Mission design and operations: The expenses of planning and executing a lunar mining mission include mission design, spacecraft development, mission operations, and communication infrastructure. These costs include mission planning, spacecraft manufacturing, testing, and ongoing mission operations.
4. Infrastructure: Establishing infrastructure on the moon, such as habitats, power systems, communication networks, and transportation capabilities, adds to the overall cost of a mining operation. Building and maintaining infrastructure to support mining activities and human presence on the lunar surface require significant investment.
5. Resource assessment: Conducting resource assessments and prospecting missions to identify and characterize lunar resources adds to the overall cost. These missions involve the development and operation of instruments and spacecraft for remote sensing, sample collection, and analysis.
6. Regulatory compliance: Compliance with international treaties, agreements, and regulations governing space activities will entail additional costs. Companies and organizations involved in lunar mining must adhere to legal and regulatory frameworks established by their respective countries and international bodies.
7. Risks and contingencies: Factoring in risks and uncertainties associated with lunar mining operations is essential. Contingency planning and risk mitigation strategies add to overall mission costs.
It is challenging to provide a specific estimate for the total cost of establishing a lunar mining operation because of the varying nature of missions, technological advancements, and market conditions. However, some estimates suggest that initial lunar mining missions could cost billions of dollars, with costs decreasing as technology matures and infrastructure becomes more established. Additionally, the involvement of private companies and international collaborations will influence cost dynamics and funding sources for any one of the possible lunar mining ventures. Three key potential benefits associated with mining on the moon are worth noting here:
1. Space resource utilization: moon mining offers the potential to extract valuable resources like water, helium-3, and rare earth elements, which could support future space missions and settlements.
2. Economic opportunities: There is a race between private and public sectors to mine the moon, indicating the economic benefits that could arise from space resource extraction.
3. Technological advancements: Mining on the moon could drive technological innovation in areas like robotics, resource extraction, and space infrastructure development.
At the same time, three big risks lurk in the near distance:
1. Business relationships: Moon mining poses risks in terms of business relationships, as various entities compete for access to lunar resources, potentially leading to conflicts or disputes.
2. Human safety: The safety of personnel involved in moon mining operations is a critical concern because of the harsh lunar environment and the challenges of operating in space.
3. Legal and governance challenges: There are legal complexities surrounding moon mining, including issues related to property rights, environmental impact, and international cooperation that need to be addressed.
The surge in interest in moon mining is becoming a key dimension of the growing worldwide focus on commercial space exploration and resource utilization.
The accelerating interest in lunar mining underscores a pivotal shift in humanity’s approach to space exploration and resource utilization. With private companies and major space agencies actively pursuing lunar mining initiatives, the moon is fast becoming the next frontier in the quest for valuable resources. These endeavors, driven by both economic and environmental factors, highlight the growing feasibility of space-based operations and the potential for significant technological advancements.
However, the journey towards establishing lunar mining operations is fraught with challenges. From the substantial costs associated with launching missions and developing the necessary technology to the intricate legal and regulatory frameworks that govern space activities, numerous obstacles must be overcome. The involvement of both governmental and private entities adds complexity, necessitating international cooperation and robust governance structures to manage potential conflicts and ensure the equitable distribution of resources.
The potential benefits of lunar mining are vast, promising new opportunities for economic growth, technological innovation, and the sustainability of future space missions. Yet, the risks — ranging from business disputes and human safety concerns to the legal intricacies of space mining — cannot be overlooked. As the prospect of extracting resources from the moon moves closer to reality, it is imperative to address these challenges thoughtfully and collaboratively.
The momentum behind lunar mining reflects a broader vision of a future where humanity extends its reach beyond Earth, harnessing the resources of the cosmos to drive progress. This new era of space exploration will require ingenuity, cooperation, and a commitment to ethical and sustainable practices to ensure that the benefits of space resources are realized for all.
Gordon Feller is a freelance writer.
OpenGround’s cloud-connected data management enables connected digital workflows, throughout every stage of the ground investigation lifecycle.
The Baffinland Mary River project in Canada’s Arctic Circle is one of the most remote mining operations in the world. In this article, Hatch’s geotechnical investigative team faced helicopter-only access, permafrost conditions, and the need for wildlife monitors with guns to ensure their safety. But equally as daunting, only weeks to digitally transition the pilot project and get up to speed with OpenGround.
To thrive in a digital world, organisations must invest in new technologies and processes to stay competitive, relevant, and align with customer expectations. And, by investing in innovation, they can position themselves as agile industry leaders.
“In an ever-evolving business landscape, digital transformation has become a necessity rather than an option. As we increasingly rely on global, online, and secure cloud-based tools to exchange information, we must also adjust how we collaborate across teams and manage tasks,” said Warren Hoyle,
global lead for geotechnical operations at Hatch.
Hatch is a professional engineering service company, operating across the mining, energy, and infrastructure sectors.
The company opted to use their Baffinland Iron Mines project as a pilot to transition its geotechnical team to OpenGround’s secure, cloud-based geotechnical information management (GIM) platform.
Seequent’s cloud evolution of gINT, OpenGround is designed to streamline site investigation and make borehole log production seamless with cloud-connected data management that enables connected digital workflows throughout every stage of the ground investigation lifecycle.
A tight turnaround and challenges in the field Baffinland is a greenfield project requiring infrastructure support for air, road, rail, and marine terminals with the Steensby rail alignment vital to transport a proposed six million tonnes of iron ore from the mine to coast. Hatch oversaw the Steensby 2023 activities, including geophysical surveys, geotechnical investigations, photogrammetry of rock faces, and tunnel locations.
“Our decision to implement OpenGround on our Baffinland project was made in late March 2023, with the investigation team scheduled to be in the field by mid-May — it was tight!” said Kiran Chandra, senior geotechnical engineer and project manager at Hatch.
“With OpenGround’s extended platform capabilities, we could quickly see improved team practice, including enhanced subsurface modelling and cloud connectivity across all applications, bringing real value, such as efficient onsite data capture. The centralized data management platform also enabled better collaboration and business continuity, including immediate engagement and approval from senior management to keep our project moving at pace,” he added. Supporting a successful implementation A successful digital transition goes beyond just implementing new tools and systems; it also requires a strategic approach and attentive management. OpenGround’s administrator, Krista Flachs, helped internally guide OpenGround’s launch and implementation.
“As we accelerated our transition to OpenGround’s more advanced digital workflows, our goal was to ensure a smooth transition that minimized any disruptions or negative impacts
for our geotechnical teams,” said Flachs.
All field crews, and the support team, were very new to this technology and needed to learn and adapt constantly under the pressure of an active project.
“To best support the transition, we first worked on understanding OpenGround’s data model, then developed standard templates for project completion logs and updated our data entry profiles. We shared learnings, such as how to use a tablet correctly or troubleshoot under certain circumstances. We also captured specific details of the environmental conditions, such as permafrost. Unfortunately, this led to a bug in the system, but Seequent quickly resolved the issue. Overcoming the natural human resistance to change was another challenge. When people are used to report-centric, paper-based workflows, adopting brand-new technology with fully connected digital deliverables can often be intimidating, but our teams quickly saw the benefits,” she added.
Regarding futureproofing, software is constantly evolving and needs teams to be flexible. To prepare for future projects and safeguard historical investigation data, the geotechnical team is currently importing large amounts of gINT data into OpenGround, with Seequent recently developing improved tools for this import.
Additionally, even though they are only a year into this significant step change, the company regularly engages with vendors to understand their digital development roadmap and adapt their strategy to align with, and take advantage of, technology and workflow changes as they are delivered.
Alooming supply gap in critical minerals is putting the mining industry in the spotlight. Our industry is under tremendous pressure to deliver quickly — and to do it with less cost, risk, and environmental impact.
Where will this new supply come from? Only a small fraction will come from recycling or new green-field discoveries. Even if the mineral exploration process were yielding suitable new supply (and it is not — discoveries are down 75% with –45% return on investment over the past decade), the average time from initial exploration to mine production is still 16 years, with a 99.9% project failure rate. The conclusion is that the critical mineral resources the world requires to shift to clean energy quickly must come from existing mines.
Given humanity’s long-standing use of mineral and metal resources, most near-surface resources have already been recovered. Mining companies are searching deeper under-
Detectors are deployed down drill holes from surface and in underground mine workings. Detectors are positioned at varying depths beneath the target zone of interest, capturing incoming muons as they pass through the subsurface. Each sensor captures the directional intensity of incoming muons within a field of view larger than 120°, imaging upwards towards the surface. Denser features attenuate or block muons as they arrive, casting a muon shadow on the sensors. Less-dense features result in more muons passing through, creating an elevated flux of muons along those directions.
CREDIT: IDEON TECHNOLOGIES
ground and revisiting historic sites to find new resources. From near-mine exploration through to mine planning and operations, mining companies stand to benefit from new technologies that allow them to understand the subsurface at great depths, and with higher resolution than ever before.
The new technology uses naturally occurring energy from supernova explosions, in the form of subatomic particles
called “muons,” to image deep beneath the Earth’s surface. The development and application of cosmic-ray muon tomography offers a subsurface intelligence platform — comprising proprietary detectors, dynamic data acquisition and integration, artificial intelligence, and 3D visualization — that helps mining companies map and monitor mineral deposits and other anomalies with precision and confidence. Equipped with subsurface intelligence from beginning to end of the mining value chain, mining companies can improve critical metals recovery, reducing time to market, cost, risk, and environmental impact while optimizing their investments across the life of mine. When they understand the subsurface, with quantified measures of uncertainty, they can make risk-based and informed decisions that help them conduct targeted recovery and get critical minerals to market quickly. In so many parts of the mining value chain, unknown uncertainty is a paralyzing driver of slow-downs and corporate write-downs. The technology provider, Ideon, is already working with multiple global mining majors (including BHP, Rio Tinto, Glencore, and Vale) that see its technology as a game-changer.
How muon tomography works
The survey layout at Leinster mine, showing in-mine and borehole detector locations, detector fields of view, and existing mineralization. The strike length explored was 3 km.
CREDIT: IDEON TECHNOLOGIES
arise naturally from cosmic radiation interacting with the Earth’s upper atmosphere. Showers of muons bombard Earth steadily and are attenuated by the muon interactions with matter along their trajectory. Muons can penetrate deep into the Earth’s crust, down to thousands of metres, and their attenuation in matter is proportional to the density of material the muon passes through.
A good analogy to explain the technology is medical imaging. Medical imaging (such as X-ray and CT scans) uses an external energy source (radiation) to image non-invasively inside the body. Bones stand out very clearly because of the density contrast with the tissue surrounding them. Precision imaging like this allows medical professionals to conduct minimally invasive surgery. The technology uses the same principle in our application of muon tomography, harnessing cosmic-ray muons as a safe and naturally occurring energy source to image the Earth’s subsurface in 2D and 3D. Anomalies such as mineral deposits and subsurface voids stand out because of their density contrast with the surrounding rock. Precision imaging of the subsurface allows mining professionals to mine with fewer delays, less cost, and less waste, and mitigate targeted geotechnical risks in the subsurface.
Cosmic-ray muons are charged elementary particles that
By measuring muon flux through detectors positioned beneath the surface, we can determine the average density in the overburden within a wide field of view above each detector. Each detector produces a radiographic image of the rock mass above it, and combining these images enables three-dimensional tomographic reconstructions of subsurface density. Rock density models derived via muon tomography can be used in a wide variety of settings from exploration and resource characterization to void mapping and monitoring of key operational workflows.
The muon tomography has been successfully deployed on multiple sites to map MVT and VMS-type base metal deposits, as well as unconformity-hosted uranium deposits. BHP Nickel West leveraged this capability to successfully image massive sulfide deposits over a 3-km strike extent in Western Australia. We imaged 1.5 billion m3 of the subsurface with no additional drilling, delivering metre-scale resolution of both high- and low-density anomalies — unlocking low cost, high-resolution prospecting and ore body mapping.
Leinster Mine is situated in the Agnew-Wiluna greenstone belt in Western Australia and is wholly owned by BHP and operated by BHP’s Nickel West group. The mine complex hosts several sulfide ore bodies. An existing subsurface drive was an
A massive sulfide structure, revealed in drill data and shown in the interpolated density model derived from drilling with East-West and North-South slices shown along with a red iso-surface. CREDIT: IDEON TECHNOLOGIES
ideal location to deploy in-mine muon detectors and search the volume above the drive for undiscovered massive mineralization. Further to the north, mineralization was hypothesized to recur down-dip, and no subsurface workings were present in that area.
Two different muon-tracking detectors were used: an
in-mine detector and a cylindrical borehole detector. In phases 1 and 2, in-mine detectors collected data at nine locations along an underground drive at vertical depths below 800 metre. In phase 3, borehole detectors were installed to the north to explore an exploration target zone at downhole depths ranging from 200 to 400 metre.
The average rock density was directly measured in each direction within the detectors’ fields of view. Data analysis was conducted remotely in Canada to verify quality and calibration, and to develop radiographic images of subsurface density and a high-resolution muon model of the region. A provided
Horizontal section of inverse density model, derived from muon tomography data at Leinster. The surface topography and main geological contacts, as well as drill hole collars, are shown in greyscale. A low-density contour (in white) aligns very well with a large waste dump of unconsolidated rock, and there is also good correlation with a shear zone that is the conduit for sulfide mobilization. CREDIT:
airborne gravity gradient and ground gravity data were used to perform multi-physics analysis and inversion, delivering a robust, unified 3D density model of the Leinster area.
The program successfully mapped well-known superficial features with few-metre lateral resolution from muon detectors positioned almost a kilometre below the surface and successfully resolved small regions of massive sulfide. Areas with high density were qualified with confidence intervals, and a >95% confidence level was ascribed to important massive sulfide and geological targets. The analysis also revealed voids from mining in the area, showcasing the utility of the technique for geotechnical applications.
The regional geology was mapped in high resolution, with almost no ground disturbance and minimal operational overhead on the mine.
The whole analysis was performed blind without imposition of geological constraints — showcasing the potential of muon tomography for use in mine-scale geological mapping, ore delineation, and brown-field exploration. BHP subsequently engaged Ideon to deploy muon tomography at Olympic Dam, one of the world’s most significant deposits of copper, gold, silver, and uranium.
The muon technology is effectively de-risking critical mineral exploration and mining processes by quantifying geological uncertainty. With few ways to unambiguously know what lies beneath the Earth’s surface, most mining companies rely heav-
ily on intensive drilling (at above-ground sites and in underground workings) to try and understand the subsurface, performing geological biopsies and inferring what may lie between those holes. Without geological certainty, these companies are basing billion-dollar decisions on fractional knowledge.
They are also continually advancing new mining techniques (such as subsurface caving) to unlock the potential of lower-grade critical mineral deposits, such as copper porphyry, but they do not yet have a complete set of tools to monitor and assess progress with confidence.
The ultimate challenge is to achieve better knowledge of and confidence in ore body characteristics, better informed mine planning, longer mine life, greater ability to leverage deposits previously considered inadequate, and more efficiencies across the entire mining value chain.
The new technology is addressing key knowledge gaps on mine sites — delivering certainty of understanding in an environment that has traditionally been very uncertain. Mining companies can drill less while mapping and characterizing more resources. As a result, they can make decisions faster, increase output while mining responsibly, reduce risk, save costs, and minimize environmental impact across the mining value chain.
Gary Agnew is CEO & co-founder of Ideon Technologies. He has led Ideon through the transition from R & D to successful commercialization and engagements with the world’s top five mining companies, leveraging 25 years’ experience in mining technology, equipment, and services sector.
By Amir Emami
Tailings tank level control valves in mining applications play a critical role in mineral processing, especially in the process of increasing water recovery, which is paramount for improving the environmental sustainability of mining projects. One example of this application in mineral processing is the tailings control valve at the bottom of an Eriez coarse particle flotation circuit using HydroFloat technology. The throttling response, reliability, flow dynamics, wear resistance, and sizing practices of the control valve in this critical service require a dedicated engineering approach to ensure the valve is properly designed to handle this abrasive service, which is crucial to the operation of the flotation cells.
In this article, Special Alloy Fabricators (SAF) engineering team sheds light on valve sizing practices to account for changes in slurry fluid behavior during the mine start-up phase versus normal operation. The changes in slurry fluid properties impact valve sizing and throttling response, and if
not accounted for with proper engineering practices, it can lead to valve and piping failures, resulting in unplanned downtime and repairs. This article illustrates the critical nature of these considerations by analyzing an application at NewCrest Cadia in Australia, demonstrating the coarse particle flotation technology.
A severe service control valve designed to handle the challenging flow conditions of tailings applications needs to have proper engineering checks and balances to ensure reliable service.
Over years of dealing with extreme abrasive processes, the following design philosophy has been developed to ensure control valves selected for these processes provide the right control and the longest lifespan:
1. Dedicated effort in sizing each valve for the full spectrum of process conditions.
2. Streamlining and optimizing flow components to reduce unwanted turbulence for most of the throttling positions of the valve.
3. Using the toughest materials available for flow components to slow the damaging effects of erosion.
With the coarse particle flotation technology demonstration project at NewCrest mine, this design philosophy was used to successfully mitigate challenges in this tailings control application. For step one, in addition to evaluating typical process conditions covering minimum, normal, and maximum flow conditions, the design engineer sought to understand the mine start-up flow conditions, which had vastly different flow environments and fluid properties that significantly impact the throttle characteristics of the
valve. In this project, the mine start-up phase produced very high viscosity tailings, which are considered a non-Newtonian fluid, requiring a Cv (flow coefficient) correction method using high viscosity numbers. The science of valve sizing for non-Newtonian fluids is not exact, and there is no straightforward calculation; however, iterative approaches coupled with experimental data can assist a valve design engineer in ensuring the rated flow capacity of the valve can handle higher flow demands required with very high viscosity tailings fluids. This detailed flow and sizing analysis is a critical starting point in custom engineering a control valve for this type of service.
The next step was the design and development of the valve trim components, which are the parts that control the fluid through the valve. An iterative approach, using computational fluid dynamics (CFD) simulations, was employed to study the velocity gradients through the valve at different flow conditions and analyze flow parameters such as turbulence, eddies, and areas of flow recirculation that can create excessive erosion damage to valve components. This iterative design approach allows the engineering team to minimize unwanted turbulence and evaluate valve performance in all throttling conditions while carefully monitoring the discharge jet and many other variables to predict valve performance in the field.
Another crucial design step in custom engineering a valve for abrasive flow environments is the dedicated approach to streamline flow components. The final step of the design philosophy is selecting materials appropriate for the given application in terms of corrosion, temperature, pressure limitations, and especially abrasion. In some cases, a proprietary
composition of carbide is used to balance toughness and strength with abrasion resistance, as these valves must function in some of the harshest flow environments with large solids and high-velocity tailings fluids.
Following the design and custom engineering philosophy mentioned above, the reliable and predictable operation of severe service control valves designed to handle tailings discharge has been practically demonstrated. In many mining applications, end users are reluctant to use control valves for throttling high percentage solids tailings fluids, as they have proven to be difficult for most control valve types. However, it has been demonstrated that for severely abrasive control applications in the mining industry, the right approach is an engineered valve designed specifically for the process conditions to ensure proper control while minimizing turbulence and centering the flow.
Amir Emami, P.Eng. is a mechanical engineer and the current vice president of engineering at Special Alloy Fabricators (SAF). He has 14 years of experience in valve design, flow analysis, and product development. Over the past nine years, he has been leading a growing engineering team at SAF with a dedicated approach in custom designing flow equipment for some of the most challenging applications around the world.
Maria Aguirre, P.Eng. is a mechanical engineer and current business development manager at Special Alloy Fabricators (SAF), she holds a master’s degree in engineering and has 14 years of experience in the valve and automation industry.
Mining operations can present significant challenges, especially when dealing with extreme environmental conditions. Equipment at mines is often exposed to the elements of the weather and other conditions 365 days a year, meaning that mining operators are trying to keep their equipment running and maximize uptime even as they combat dirt, weather fluctuations, and complications imposed by a heavy load. This is why, when it comes to extreme heat, severe cold, or wide temperature fluctuations, your choice of lubricants is your first and best defense.
Why lubricants over all the other components that can protect equipment? Because a properly selected lubricant can improve operations by protecting critical components and preventing premature wear. Extreme heat lowers viscosity, reducing the thickness of the lubricant film and ultimately rendering the protection provided inadequate. On the other hand, extreme cold can cause poor start up performance — or even damage to the equipment — because of the excessive viscosity that can negatively impact pumpability, efficiency, and most machine operations.
Mining operators are trying to achieve their performance objectives while also reducing their impact on the environment by lowering lubricant consumption and waste. High
quality premium and synthetic lubricants can help extend oil drain intervals safely, thereby helping advance customers’ sustainability ambitions — but even that technological advantage can be undone by the realities of working in environments with both blisteringly hot summers and frigid winters. High performing lubricants inside a properly maintained machine can extend oil drain intervals beyond what was traditionally considered normal; however, mine sites are inherently dirty by nature, and in this environment, lubricants can become contaminated during maintenance services and can necessitate premature oil changes. These additional service events lead to increased product consumption and more time that technicians need to interact with equipment, which can impact safety and decrease machine availability.
Fortunately, technological solutions exist for this challenge. High performance, multigrade lubricants formulated with a balanced base oil and additive solution can help equipment perform across a wide range of temperatures, allowing them
to stay in service through wide ranging temperature fluctuations. This enables mining operations to avoid seasonal changeouts and offer an all-season solution, helping operators extract more value out of their oil and their equipment.
There are three primary advantages to using high performing lubricants in your harsh environment mining operation:
1. Saving money
By switching to an all-season, multigrade product, mine operators can lower their total cost of ownership (TCO) through extended oil drains, increased component life, and improved fleet uptime.
We are often able to work with large mining customers to extend the oil drain intervals in engines — sometimes up to 2,000 hours. With filtration, transmissions can often be extended up to 6,000 hours, hydraulics up to 10,000 hours, and differentials to around 12,000 hours. Of course, when extending drains, it is important to use oil drain analysis to ensure that drains are being extended safely.
As alluded to, one of the more significant impacts is because of the logistics of seasonal changes. High-end engines can go out to 1,500 hour oil drain intervals (ODIs), transmissions out to 6,000 hours, hydraulics out to 10,000 hours, and differentials to 12,000 hours (with proper filtration) in a single year — but if your fleet is using oil with a limited temperature range, the transition from summer to winter (or the reverse) can necessitate a switch long before
the oil reaches the end of its useability. The unpredictable nature of weather compounds this challenge further: a sudden cold-snap or heat wave can necessitate an unplanned seasonal changeout with very little notice. Multigrade lubricants can work across a wider temperature change, and in some instances eliminate the need for seasonal changeout, or at least provide more operational flexibility.
2. Improving safety
Most experienced miners know that the best way to maximize safety is to minimize the time your team spends working hands-on with the machinery. Increasing ODIs can help reduce the number of oil changes, which in turn reduces the number of hours spent interacting with equipment. Furthermore, less time spent conducting routine maintenance can reduce the chances of contaminants entering the lubricant or components, which can reduce the chances of the unplanned future downtime or, in extreme cases, the dangerous catastrophic equipment failure that can result.
3. Minimizing waste and in-use greenhouse gas (GHG) emissions
Extending drain intervals can also help reduce product consumption and, as a result, the waste oil generated in an operation. High quality synthetic lubricants can also help equipment run more efficiently and, in some cases, reduce in-use GHG emissions.
Mining is an old business based on simple principles — you extract minerals from the ground — but it is also a rapidly growing, innovating, and evolving industry. Every year, equipment gets lighter, smaller and can do more work — and these improvements often place a greater demand on the lubricants. From fully autonomous vehicles to smaller gearboxes capable of bearing heavier loads, lubricants play a key role in many major mining industry innovations and will only become more essential to cutting-edge performance as we improve our operations in the many industries we serve.
Roger Young is a senior field technical advisor for Imperial Fuels & Lubricants, part of ExxonMobil’s Canadian Operations. His focus is to provide solutions to the mining operation around productivity, environmental care, and safety.
By Raymond Ippersiel
The benefits of robotic equipment have long been understood in mining applications. However, common mining robots tend to be cumbersome and highly specialized — a great tool for drilling in large, open areas, but not much else. Looking to apply mechanized solutions to ultra-deep, narrow-vein applications, some operations are employing a different kind of robot. Compact, highly versatile remote-controlled demolition robots are uniquely suited for the demanding conditions deep underground. These compact machines offer exceptional power-to-weight ratios — on par with classic excavators three times their size — while an advanced three-part arm provides unrivaled range of motion for drilling, scaling, breaking, and bolting in any direction.
But there is a lot more these flexible, hard-hitting machines can offer modern mining operations. In addition to ultra-deep applications, the power and versatility of remote-controlled demolition machines make them an ideal solution for support tasks, such as shaft revitalization and maintenance. Miners are finding employing a demolition robot not only speeds up progress in these situations, but it also increases safety by taking on much of the physical work while keeping employees out of harm’s way.
Mining techniques have changed over the years, and tonne per man has decreased steadily since the 1960s. For many opera-
tions, returning to old shafts with more modern equipment can supplement production. However, getting these shafts in shape to meet modern safety regulations can be a difficult process requiring substantial work. Most are littered with rubble, collapsed supports, and downed utilities, making the process of opening them up slow and dangerous.
In these types of situations, the versatility of remote-controlled demolition machines can minimize equipment and personnel requirements for highly efficient renovations. Armed with a suite of attachments, a demolition robot can perform almost any required task.
A breaker, for example, is used for scaling during initial refurbishment work, and a grapple is used to handle rubble and refuse to clear the bottom as well as assist in installing utilities. To dismantle old supports, steel or timber, a saw/grapple combination can be used. This reduces handling and cutting the steel to premium scrap lengths while working off a Galloway.
Primary and secondary blasting and rock bolting can all be managed with the drill attachments. Miners can then switch to a beam handler for erecting support ribs and installing wire
mesh. These dexterous attachments can also be used for setting up new services such as rails, pipes, or cables. Finally, shotcrete attachments are also available.
These attachments also make it easier for mines to maximize productivity for shaft and tunnel maintenance tasks. Replacing large crews with a small team and a demolition robot can result in a significantly more efficient process.
One operation was able to eliminate all manual labor in a shotcrete removal application and advance their maintenance schedule by months. They positioned the demolition robot on a platform that rotated around the core of a shaft boring machine. After the shotcrete was removed, they used the robot to pin and bolt new screening.
In addition to making shaft maintenance easier, demolition robots are increasing safety and efficiency for widening operations. They can be underhung from a Galloway stage, hammer, drill and blast, drill and split, and replace old clam buckets for mucking out.
With extensive equipment and attachment options available from innovative manufacturers, there is an opportunity to use demolition robots in just about every high-risk, heavy-labour shaft maintenance situation. The possibilities are only limited by the imagination.
Raymond Ippersiel is a training and application specialist for Brokk Inc. He has 10 years with the company and specializes in robotic demolition applications for the tunneling, process, and demolition industries. He has actively worked in all these industries as a machine operator since 1979.
By John Sandlos
Gilbert LaBine is one of the most celebrated heroes in Canada’s mining history. He began his career prospecting around Cobalt, the Porcupine, and Kirkland Lake, but his success was limited. Everything changed, however, when LaBine found pitchblende near Great Bear Lake in 1930, a discovery that cemented his legend as a plucky explorer, willing to brave the harshest northern environments to strike paydirt. LaBine created a company, Eldorado Mines, to develop extremely valuable radium mines at Cameron Bay (later re-named Port Radium). This first mining development in the Northwest Territories (NWT) created a huge amount of excitement within the government and the industry about the potential of mining north of the sixtieth parallel. The Port Radium development even attracted attention from the Group of Seven’s painter, A.Y. Jackson, in 1938, whose images of the mines celebrated the melding of technology and nature in the northern wilderness. In 1950, Labine’s other company — Gunnar Gold Mines — discovered a huge uranium deposit in northern Saskatchewan, launching what remains Canada’s
most important uranium producing region. For helping usher Canada into the atomic age, LaBine was inducted into the Order of the British Empire, the Order of Canada, and the Canadian Mining Hall of Fame.
As with the Skookum Jim story (see November 2023 issue of the Canadian Mining Journal), the discovery narrative surrounding Gilbert LaBine takes on different colours when seen through an Indigenous lens. According to the Sahtúot’įnę (Sahtu Dene) of Délįnę, NWT, it was an Elder known simply as Beyonnie who found an unusual rock while camping near Port Radium. He showed it to a prospector, who then took it to Edmonton to show it to Labine. Only then did LaBine travel north to “discover” the pitchblende. In an interview with folklorist Sarah Gordon, Délįnę community member Dennis Kenny said Beyonnie was given only a sack of flour for his discovery, while LaBine became a rich man after staking his claim to the area around the pitchblende deposit. As with many mineral discovery narratives, Beyonnie’s absence from the story underscores his community’s exclusion from any role in the discov-
ery of the mine and the financial benefits that flowed from the development.
George Blondin, a renowned Sahtúot’įnę elder has told another story about Port Radium. Long ago, the prophet Ayah (who died in 1920) was camping with a group of Sahtúot’įnę at the site that would become Port Radium. In the middle of the night, some of the group woke and noticed Ayah sitting and singing to himself. In the morning, Ayah told his companions he had a dream where white people were digging up rock from the ground and hauling it away. In the dream, Ayah followed the rock down the big rivers of the NWT and northern Alberta, all the way to the United States. Here, the rock was put in a long stick and loaded into a huge bird, which then flew over the Pacific Ocean and dropped its payload. The result was a huge fireball that killed thousands of people who looked like the Sahtúot’įnę.
Ayah was correct that the Port Radium mines would come to play an important role in the Manhattan Project. With the advent of World War II, LaBine’s radium mines, which had fallen on hard times, shifted to uranium production, and the Canadian government soon took control of the operation for strategic reasons. Although much of the uranium for the U.S. nuclear weapons research program came from the Belgian Congo, Port Radium provided a safe Northern American supply, shipped south by river and rail on the “Highway of the Atom” to Port Hope, Ont., for processing, and then on to Los Alamos in the New Mexico desert. Because of purity issues, it is unlikely Canadian uranium was used in the atomic bombs dropped on Hiroshima and Nagasaki, though almost certainly it was used in the many experiments and tests conducted as part of Robert Oppenheimer’s research program.
The Sahtúot’įnę played an important role in the production of Port Radium’s uranium, serving as ore carriers who loaded and unloaded barges that ferried the ore across Great Bear Lake and then along the big river systems to the south. Bella Modeste, Ayah’s Granddaughter, described her husband’s work this way:
“We did not go to Part Radium, but when the big boat transported bags of ore across the lake, my husband helped unload them at the NTCL’s (Northern Transportation Company Ltd.) camp. He also worked along the river at the Rapids, where they transported the ore bags off the barges. I never went with him when he worked there because I had a lot of children. I think he worked two or three summers. I know some of the ore bags they handled spilled nearly every day. Sometimes when he returned from work his clothes were covered with powder. He was the type of person who never really took time to think about the things that happened around him.”
Beginning in the 1980s, documentary films, news reports,
and eventually a Sahtúot’įnę-produced oral history began to depict the community as a “village of widows,” owing to many cancer deaths among ore carriers. In 2005, a joint panel of the federal government and Délįnę representatives acknowledged some harm to the community, but ultimately downplayed the cancer risk, a conclusion that many in the community have disputed. The Sahtúot’įnę had hoped for an apology from the federal government following the release of the panel report, but none was forthcoming.
Nonetheless, the Sahtúot’įnę extended an apology for their role in the creation of the atomic bomb, even though they could not have known the purpose of the ore during top-secret early years of uranium production. In 1998, Délįnę sent a small delegation of community members, including George Blondin, to Hiroshima to express regret to survivors and attend commemorations of the 53rd anniversary of the atomic bombing of the city. This meeting of people from two endpoints of the atomic highway reminds us that the history of Port Radium encompasses much more than the legacy of one man.
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.
Craig Hallworth is the new CFO at Excelsior Mining, bringing over 13 years of finance leadership from Hudbay Minerals, where he managed a billion-ton copper project in Arizona.
A CPA and CFA charterholder, Hallworth began his career as a manager at Ernst & Young LLP. His passion for mining and metals finance began in his youth, inspired by early experiences with a geological hammer and safety glasses.
Josephine Man is appointed as CFO and treasurer of Uranium Energy, bringing 28 years of financial expertise. Previously the CFO of Gold Royalty, she played a pivotal role in its IPO and multiple acquisitions. With extensive experience in financial reporting, corporate finance, M&A, and risk management, she is a valuable asset to the team.
Fluent in Cantonese and Mandarin, Man has a deep understanding of accounting and regulatory requirements across Hong Kong, China, the U.S.A., and Canada.
the new VP of exploration at Pacific Bay Minerals. He led the development of Brazauro Resources’ Tocantinzinho gold project, the first major discovery in Brazil’s Tapajós Mineral Province, later sold to Eldorado Gold. Pereira also spearheaded the Castelo de Sonhos gold project for TriStar Gold. Recently, he contributed to developing nickel-coppercobalt deposits in Bahia State, Brazil, through his work with Appian Capital Advisory and Bahia Nickel Mineração.
» Andean Precious Metals’ Segun Odunuga stepped down as the EVP, finance.
» Appia Rare Earths & Uranium and Romios Gold Resources named Brian Crawford its new CFO as Frank van de Water retired from the role.
» Argentina Lithium, Blue Sky Uranium and Golden Arrow Resources, members of the Grosso Group named Pompeyo Gallardo its new VP corporate development.
» Argyle Resources welcomed Michael Yeung as its new CFO.
» Awale Resources appointed Andrew Smith as VP exploration, Ardem Keshishian as VP corporate development and investor relations, Kirmat Noormohamed as exploration manager and John Scott as principal geologist .
» Baffinland Iron Mines’ Brian Penney stepped down as CEO.
» Besra Gold welcomed Renee Minchin as its new CFO.
» Excelsior Mining named Craig Hallworth its new CFO.
» Freemont Gold named Joel Sutherland as its new CEO and a director
» Global Uranium appointed Ungad Chadda as its new CEO as John Kim has stepped down.
» Hiru welcomes Khalid Nasser as CEO and chair and James Peter Thorp as CFO.
» International Battery Metals welcomed Iris Jancik as its new CEO.
» Ivanhoe Electric named Mike Patterson as its new VP of investor relations and business development.
» Karnalyte Resources welcomed Danielle Favreau as its new CEO and Christie Gradin as its new CFO.
» Kestrel Gold’s CEO and director Rob Solinger has stepped down in his roles.
» Lion Copper and Gold welcomed John Banning
as its new VP and COO and Doug Stiles as its new VP sustainability and environment.
» Lodestar Battery Metals named David Christie its new strategic advisor.
» NEOL Copper Technologies co-founder Leyla Alieva is now the CEO.
» Pacific Bay Minerals appointed Elton L.S. Pereira as its new VP exploration.
» Patriot Battery Metals welcomes Alex Eastwood in the newly created role of EVP commercial.
» Perseus Mining welcomed Amanda Weir as its new COO.
» Red Metal Resources CEO, president and director Gregg Jensen has stepped down in his roles.
» Sendero Resources appointed Alex Gostevskikh as its interim CEO as Hernan Vera has stepped down. Raymond D. Harari also stepped down as president.
» Spanish Mountain Gold named Mark Ruus its new CFO.
» TRU Precious Metals named Steve Nicol as its new CEO.
» Uranium Energy appointed Josephine Man as its new treasurer and CFO.
» Waraba Gold appointed Jose Teixeira as its new CFO.
» Zodiac Gold named Tom Dowrick its new director of exploration.
» Argyle Resources welcomed Marianne Richer-Lefleche to its board
» Auxico Resources Canada’s Richard Boudreault stepped down from the board.
» Banyan Gold appointed Marc Blythe as the non-executive chair and welcomed Hayley Halsall-Whitney to its board
» Barksdale Resources welcomed Quinton Hennnigh to its board
» Belgravia Hartford Capital welcomed Ava Tahmasebi and Dr. Shoaib Sheikh to its board
» CanAlaska Uranium selected Karen Lloyd as its chair and welcomed Shane Shircliff to its board.
» Crestview Exploration’s Andreas Becker has stepped down.
» Goldhaven Resources welcomed Michael Stier and Chris Cooper to its board as David Smith and W. Scott Dunbar stepped down.
» GR Silver Mining welcomed Brent McFarlane and Jessica van den Akker to its board
» IberAmerican Lithium appointed Frederico Restrepo-Solano and Laureano von Siegmund to its board.
» Kingsmen Resources welcomed Mark J. Pryor to its board.
» New Gold welcomed Richard O’Brien as its chair of the board.
» ONGold Resources’ Thomas Morris has stepped down.
» Power Nickel selected Steve Beresford to its board.
» Puranium Energy named Nick Tintor to its board.
» QNB Metals selected Nikolas Perrault to its board.
» Salazar Resources welcomed back Jennifer Wu to its board as Mary Gilzean stepped down.
» Sherritt International welcomed Shelley Brown to its board.
» Solis Minerals welcomed Michael Parker to its board as Matt Boyes stepped down.
» Starr Peak named John Fahmy to its board.
» Thunder Gold’s Bonnie Lyn de Bartok stepped down from the board.
» Torr Metals named Gordon Maxwell to its board.
» Waraba Gold named Jose Teixeira to its board.
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