Annual Report 2018
TA B LE O F CO NTE NT S
MESSAGE FROM THE CHAIR . . . . . . . . . . . . . . . . . . . . . . . 2
PROJECTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
WHO WE ARE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Exploration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Continuous Underground Mining . . . . . . . . . . . . . . . . . . . . . 11
OUR MEMBERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Surface Mining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
CORPORATE STRATEGY . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Energy Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
OUR BUSINESS MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
KEY DECISIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Portfolio at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Fit with TZWM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Technical Working Groups . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Project Portfolio Management . . . . . . . . . . . . . . . . . . . . . . . . 26 Project Management Practices . . . . . . . . . . . . . . . . . . . . . . . 26 Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 CHALLENGES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 FINANCIALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Membership Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 BOARD OF DIRECTORS . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 GLOSSARY OF ACRONYMS . . . . . . . . . . . . . . . . . . . . . . . 37
C M I C A n n u a l R e p o r t 2 018
1
w w w.c m i c - c c i m .o r g
M E S SAG E FRO M TH E CH A I R
For over 2,000 years, the mining industry has been central to society’s growth and development. Everything we use and touch relies on metal, from clean energy that powers our lives, to the Cloud that stores our data. Even the food we eat is produced, developed, and built on a foundation of metals and mineral products. More recent applications of rare earths and battery metals have been used to provide us with mobile power and communication, but just as importantly, steel and aluminum figure prominently in infrastructure, and copper in wiring and energy distribution.
As an industry, however, we have lost the trust of our communities, governments, and shareholders. Sadly, that lack of trust was further eroded this year with the failure of the tailings dam in Brumadinho, Brazil in January 2019, a tragedy that cost hundreds of lives and impacted hundreds of families in the region. While many industry initiatives currently address how our industry should work to ensure that such a tragedy not occur again, CMIC is there to work with its member partners to augment environmental and social solutions to continuous water and mine tailings management.
As part of the natural resource sector, Canada’s resource industry accounted for 17% of our country’s nominal gross domestic product in 2017; of that, 3.6% came from mining and minerals, and another 6.9% from the energy sector. Mining and minerals activities directly employ over 460,000 individuals, aside from the millions of other employees who benefit indirectly from the mining economy, including suppliers, engineers, and mining service professionals like engineers, lawyers, and bankers. Globally, mining is the number one industry to lift people out of poverty and raise their standard of living. Yes, mining.
Trust in the mining industry has eroded not only among communities and various levels of government, but also in recent years among investors. This erosion reflects in the significant decline in mining investment – not just in funding junior explorers, but also in major senior mining producers. In the past four years, billions of investment dollars have rotated out of mining to other sectors (e.g., technology); on a smaller scale, high-risk investors have turned from mining to cannabis and crypto-currencies. This exodus of investment means that the market capitalization of mining industry in aggregate – which is to say, the sum of the market cap of all the mining companies listed on the Toronto Stock Exchange, Australian Securities Exchange, and London Stock Exchange – now has roughly the same market value as Apple, Amazon, or Google. To ensure that some of that investment capital returns to our industry, we need to show shareholders that we can generate profits sustainably and in socially and environmentally responsible ways.
The Canada Mining Innovation Council’s (CMIC’s) vision is to transform the mining industry by developing and applying technologies and processes so as to lower energy and water use and reduce environmental footprints by 50% over the next 10 years. To achieve that vision, CMIC brings together innovative thinking and distributes the risk of innovation among our members, while accelerating innovative development and reducing costs. Ultimately, we look to generate not mere incremental improvements to our products, but real step-changes that fundamentally shift cost structures and environmental impact, while adhering to an economic shared purpose that benefits both our communities and society at large.
C M I C A n n u a l R e p o r t 2 018
2
w w w.c m i c - c c i m .o r g
To that end, we need to maintain discipline, apply innovative thinking, and commercially apply innovation, to drive the cost out of the equation at every phase of the mining process, from exploration and development to production, reclamation, and social development. If we as an industry are to generate sustainable and profitable growth and drive economic and social prosperity, these actions need to happen not only when mining commodity prices are down, but on a consistent basis.
acknowledge and recognize the work and input of our Board members – all of whom are volunteers – for their support and commitment to CMIC; I also welcome the new members of our recently expanded Board, expanded to reflect the broad global support and diversity of our member sponsors, balanced with independent member representation. Finally, I want to thank our retiring Chair, Jean Robitaille, for his commitment, guidance, and leadership over the last three years. Jean worked tirelessly with the Board and our management team to help steward and refine CMIC’s strategic direction.
Innovative thinking – like that seen among CMIC members, with projects managed on the CMIC platform – can reduce the risk inherent in developing technical and non-technical applications that can make all of our products – gold, copper, nickel, iron ore, rare earths, battery metals – better, faster, cheaper, and safer. These improvements benefit not only our employees, but also the environment and communities in which we work and live.
Well done, Jean, and thank you.
CMIC has never been more important to our industry. I am very passionate about this industry and about CMIC’s innovation vision. I am excited about sharing the journey of achieving this vision with you, our members, and to rebuilding the trust needed to make our products better, faster, cheaper, and safer; improving our social image; attracting the capital our sector needs; and rebuilding trust with our communities, governments, and shareholders. This growth and trust-building will be essential to sustaining our industry over the next 100 years.
Gordon J. Bogden Chair, CMIC Chairman, Black Loon Group
I wish to thank our many members and sponsors for their continued commitment and support, and welcome new CMIC members and sponsors. I wish also to acknowledge and thank our management team, led by our Executive Director and Chief Executive Officer (CEO) Carl Weatherell, for their tireless work; I extend to them congratulations on their collective and collaborative successes in executing on the CMIC strategy. I also want to
C M I C A n n u a l R e p o r t 2 018
3
w w w.c m i c - c c i m .o r g
WHO WE ARE
Our vision Transform mining towards a zero waste industry
CMIC’s vision is to transform the mining industry, by enabling the deployment of technologies that will reduce by 50% the mining industry’s energy use, water use, and environmental footprint. The goal is to have such technologies developed and proven by 2027. Focusing on these key areas is essential to reducing the adverse impacts of mining on the environment and on communities worldwide. Developing technologies to achieve these reductions will assist in making mining a more sustainable industry, while bearing in mind that minerals and metals are essential to modern life.
Our mission To connect innovators to catalyze transformation across the industry
Initiatives by which to reduce energy use, water use, and environmental footprint will cut across all aspects of mining operations, and realizing these reductions will require making changes to all aspects of the mining process. These changes will, in turn, transform how mining itself is done. By achieving Towards Zero Waste Mining (TZWM) we look to fundamentally shift the mining industry and how mining interacts with communities and the environment. To develop the technologies needed to do so, the underlying innovation system that drives change in the mining sector will, itself, need to change. For this reason, CMIC also has a broader mission.
Energy
C M I C A n n u a l R e p o r t 2 018
Water
4
Environmental Footprint
w w w.c m i c - c c i m .o r g
OU R M E M B E R S
C M I C A n n u a l R e p o r t 2 018
5
w w w.c m i c - c c i m .o r g
CO R PO R ATE S TR ATEGY
The following are the strategic goals of CMIC, as established by its Board of Directors.
1.
the funding needed to implement TZWM roadmaps, connect 3. Secure innovators, and catalyze transformation – Taking a refined focus on
Focus on TZWM roadmap implementation, to deliver the vision – A significant amount of resources has been invested in developing the TZWM strategy and the six roadmaps. The focus now is on project delivery.
project delivery, matching companies to specific challenges, and adopting a venture-capital type of investment vehicle will help secure essential project and operational funding.
collaboration across mining companies, and involve a broader 2. Deepen range of innovation players who bring new solutions – CMIC has made
In late 2018, CMIC’s Board of Directors held a strategy session to review and assess strategic priorities. The session included broad outreach to CMIC members. Figure 1 (on page 9) summarizes the contents of those discussions.
considerable progress among primarily mining companies; it must now strengthen relationships with existing members, new members, and technology companies and organizations outside of the mining industry.
C M I C A n n u a l R e p o r t 2 018
6
w w w.c m i c - c c i m .o r g
CO R PO R ATE S TR ATEGY
OUR BUSINESS MODEL CMIC adopted an innovation business model that has never been employed in mining or natural resources. The four components of this model are common to software engineering, aerospace and defense, microelectronics and pharmaceutical industries and include the following:
1.
Roadmaps – Roadmaps provide pathways to meeting the strategic TZWM objectives by identifying industry-level challenges, and gaps in technology or fundamental knowledge. They also assist to aligning various stakeholders around these common challenges, ultimately to define projects that directly address TZWM. CMIC facilitated the creation of industry-level roadmaps in exploration, underground and surface mining, mineral processing and the environment.
– CMIC projects tackle those platform processes and 2. Platforms technologies that consume excessive amounts of energy or water, or which impose a large environmental footprint. For example, our work in underground mining, surface mining, and processing is looking to develop or demonstrate platform processes that will enable significant reductions in energy and water use while reducing the amount of waste material produced.
C M I C A n n u a l R e p o r t 2 018
7
3.
Business ecosystem – This ecosystem comprises a network of organizations – including suppliers, distributors, customers, competitors, and government agencies – involved in the delivery of a specific product or service through either competition and cooperation. CMIC is harnessing innovation from these organizations to solve the complex challenges our industry faces. Organizations from Canada, Australia, the United States, Europe, and South Africa are actively involved in CMIC to help drive transformation.
4.
Open innovation – Every project CMIC leads engages mining industry partners – and, in some cases, partners outside the mining industry – in a collaborative and open approach to innovation. Ideas and expertise are freely shared with partners, and intellectual property is shared among the partners.
w w w.c m i c - c c i m .o r g
K E Y D ECI S I O N S
Four key decisions were made in 2018. membership model – CMIC introduced a new membership 1. New model to generate more working capital; this model is described in the
the technical working groups – This item is detailed under 3. Re-tool “Technical Working Groups.”
“Financials” section. This change was the first of its kind since 2012.
2.
lobbying efforts with the federal government related 4. Eliminate to TZWM funding – CMIC has since late 2008 actively lobbied the
Focus on project delivery in key areas – The effort to secure a large bid from a Government of Canada funding program stymied CMIC’s delivery on normal business goals, by approximately 12 months. The urgency to catch up, define, and implement innovation projects has been tangible. CMIC looks to focus on project delivery, take a Project Management Office approach to projects, and partner with organizations that will be instrumental to delivering on these projects.
C M I C A n n u a l R e p o r t 2 018
federal government, with considerable assistance from the Mining Association of Canada (MAC) and various mining companies. These efforts have generated no substantial value for CMIC or the mining industry. Natural Resources Canada (NRCan) did provide approximately $1.5 million to CMIC in its early days of inception, and for that we are exceptionally grateful.
8
w w w.c m i c - c c i m .o r g
Figure 1: Summary of the CMIC Board Strategy Assessment
Note: The green sections denote those areas on which CMIC will focus its efforts, as decided by the Board of Directors.
C M I C A n n u a l R e p o r t 2 018
9
w w w.c m i c - c c i m .o r g
PRO J ECT S
EXPLORATION The CMIC Exploration project Footprints, led by Laurentian University, concluded in 2018. The project resulted in numerous innovation outputs, and featured a number of unique characteristics: ■ ■ ■ ■ ■ ■
It linked disparate research groups (university and industry) It was the first exploration program with a truly national scope It took a non-standard approach to footprint studies It created access to previously unavailable knowledge linkages It brought machine learning into the exploration process It undertook both sociological and scientific experimentation
During 2018, a group of exploration geologists from across Canada, the United States, and Australia convened numerous times to define the follow-up project which is discussed below.
Secondary Dispersion through Cover: Processes, Solutions and Protocols for Exploration Geochemistry Almost 80% of Canada’s bedrock (7.5 million km2) is covered by soil, glacial till, and other surface deposits that conceal a significant proportion of Canada’s mineral deposits. While these surface deposits may physically conceal the underlying rock, they also contain evidence of the presence of mineral deposits. A better understanding of these surface deposits and how they interact with the mineral deposits they conceal can lead to new and improved mineral exploration tools. In addition, the waste rock and tailings that derive from the mining process are commonly managed in facilities sited atop these surface deposits. Deeper knowledge of surface deposits and their characteristics, and the creation of better tools by which to identify and map surface deposits, can help improve mine waste management processes. The CMIC Exploration group is developing a new project that focuses on building innovative mineral exploration technologies and strategies based on processes related to the formation of anomalous geochemical, hydro– geochemical, and bio–geochemical responses from concealed mineral deposits at depth. Improving our ability to effectively use surface responses to detect concealed deposits and eventually capitalize on the migration of elements requires a cumulative effort that must involve multi-disciplinary field and laboratory investigations. The objectives of this project are to reduce the cost and increase the success rate of mineral exploration, from which Canadians would enjoy significant economic benefits. This project will develop innovative mineral exploration technologies and strategies, based on a better understanding of how surface deposits and mineral deposits interact and result in anomalous geochemical, hydro– geochemical, and bio–geochemical “signatures” in surface deposits. A project charter is complete, and we are actively identifying host sites and project participants.
C M I C A n n u a l R e p o r t 2 018
10
w w w.c m i c - c c i m .o r g
CONTINUOUS UNDERGROUND MINING CMIC’s underground mining program looks to recognize and leverage the reality of a new era in mining, and employ continuous processes that leverage mechanical cutting as the mining platform. Mechanical cutting replaces the existing drill-and-blast approach to mining, and it enables continuous mining – not to mention faster advance rates, alternative haulage technologies, and ore sorting at the face. Early estimates of overall mine productivity improvements derived from mechanical cutting range from 30% to 50%; however, the overall impact is expected to be much more dramatic. Productivity improvements in this range can make previously uneconomic, shallow, and low-grade resources profitable, thus unlocking previously uneconomic reserves and renewing exploration opportunities within established mining camps. Organizations will not be limited to chasing high-grade deposits to depth or forced to explore in increasingly remote regions that offer little to no installed infrastructure. The new era in mining aims to deliver on the promises of breakthroughs in safety, productivity, and financial performance. The potential is in the hundreds of millions of dollars at the project and operations levels, and billions at the organizational/industry level. CMIC is leading these efforts and has defined two collaborative projects that will promote continuous underground mining in the mining industry.
C M I C A n n u a l R e p o r t 2 018
Mechanical Cutting Phase 1: The purpose of this project is to gain an understanding of stateof-the-art mechanical cutting in underground hard-rock mines and be able to design and plan relevant and cost-effective tests or demonstrations of mechanical cutting equipment within mines. For this project, mechanical cutting includes not only the physical cutting of the rock, but also the handling of the cuttings, as well as automated bolting and screening. A detailed report came out of this project, and members of the CMIC consortium visited existing mechanical-cutting machines from three different suppliers worldwide. Phase 2: The next phase will involve the execution of a demonstration/pilot project – not only to validate that hard rock can be cut, but also that, with the assistance of the original equipment manufacturers (OEMs) and consortium members, this technology can indeed be commercially viable. The following is a simplified Gantt chart showing the timelines for the demonstration projects.
Consortium Members
11
w w w.c m i c - c c i m .o r g
2019 J
F
M
A
M
J
J
2020 A
S
O
N
2021
2022
2023
2024
D Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Company 1 – OEM 1, Technology 1 Model 1 Approvals Site selection Equipment selection Site and Operational readiness Executions Company 2 – OEM 1, Technology 1 Model 2 Approvals Site selection Equipment selection Site and Operational readiness Executions Workshops 3rd Party Support Company 3 – OEM 2, Technology 2 Approvals Site selection Equipment selection Site and Operational readiness Executions Company 4 – OEM 3, Technology 3 Approvals Site selection Equipment selection Site and Operational readiness Executions
C M I C A n n u a l R e p o r t 2 018
12
w w w.c m i c - c c i m .o r g
Continuous Underground Requirements Discovery A second project is being scoped, which looks to examine and understand the various requirements related to the remainder of the integrated continuous mining platform. These requirements pertain to mine design, maintenance, material handling, and ground support. Together, these two projects will set the stage to transform how underground mining is done, ultimately resulting in a new, integrated, and fully automated process. This new platform process will be fully electric, reduce underground and on-surface energy use, and divert waste material underground. In this way, these projects address all three TZWM pillars.
C M I C A n n u a l R e p o r t 2 018
13
w w w.c m i c - c c i m .o r g
SURFACE MINING CMIC’s surface mining project activities started in 2018, with a roadmapping session held in Calgary that welcomed 40 attendees. The objective of that session was to identify industry-level challenges and gaps in technology or fundamental knowledge, and align mining companies. Over the course of two days, the following four significant outcomes were achieved.
Consortium Members
1. The industry created its first draft roadmap for the future of surface mining. 2. Attendees unanimously agreed that there are overlaps in the challenges related to various commodities. 3. It became clear that the high-level challenges of surface mining and underground mining are very similar. 4. The ideation/design process was introduced to a new group of mining companies.
C M I C A n n u a l R e p o r t 2 018
14
w w w.c m i c - c c i m .o r g
SURFACE MINING ROADMAP TO THE FUTURE
C M I C A n n u a l R e p o r t 2 018
15
w w w.c m i c - c c i m .o r g
A follow-up workshop was held in May 2018, in collaboration with the Global Mining Guidelines Group (GMG); it was titled Next Generation Mining Processes: Where Surface Meets Underground. Its intent was to challenge the audience to break down barriers between surface and underground activities and identify common challenges, so that we might collectively create the next generation of mining processes. The participants unanimously agreed that the two roadmaps could, quite easily, be merged. Subsequent meetings and workshop have led to the development of two projects under the surface mining umbrella. From these activities, the first project identified focuses on alternative hauling technologies, by exploring alternatives to the use of large haul trucks to move waste and ore. A project scope is being prepared, and the project expected to launch in 2019; full-scale demonstrations are slated for 2020. The intent is to demonstrate alternative technologies by 2020 that will address the energy and environmental footprint challenges posed by the use of large haul trucks in surface operations. The following Gantt chart outlines the proposed timeline for this initiative.
2019 J
F
M
A
M
J
J
2020 A
S
O
N
2021
D Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Technology scan (Phase 1) Evaluation assessment of technologies (Phase 2) Project identification (Phase 3) Project approvals and agreements (Phase 4) Demonstrations (Phase 5)
C M I C A n n u a l R e p o r t 2 018
16
w w w.c m i c - c c i m .o r g
ENERGY PROCESSING CMIC identifies five pillars in its mineral processing roadmap that will drive 50% reductions in energy and water use and in environmental footprint. These pillars are illustrated in the following mineral processing roadmap.
In 2018, efforts were made to engage stakeholders outside the CMIC membership to help implement the mineral processing roadmap. These efforts culminated in a project definition workshop in December 2018, where six new projects were identified and two of these projects launched. The following provides a brief summary of the processing projects being delivered.
CAHM & HAMMER RETROFIT DEVELOPMENT SCHEDULE
Oct-20
Sep-20
Aug-20
Jul-20
Jun-20
Apr-20
Mar-20
Feb-20
Jan-20
Dec-19
Nov-19
2020 Oct-19
Sep-19
Aug-19
Jul-19
Jun-19
May-19
2019
May-20
Tasks
Phase 1: CAHM Design Basis Equipment Design DEM Modelling & Piston - Die Testing CAHM Mechanical Design Hammer Retrofit Design CAHM Anvil/Hammer Casting Design CAHM Electrical & Automation Design CAHM Auxiliaries Design & Facility Integration Phase 2: Equipment Manufacture
Hammer Retrofit Manufacture & Integration
Phase 3: Equipment Installation, Commissioning & Initial Testing
Hammer Retrofit Testing
Phase 4: Equipment Modifications, Optimization & Testing
CAHM Modifications
Phase 5: Results Analysis
Results Analysis & Value Proposition Update
CAHM Manufacture & Delivery
Installation of CAHM CAHM Commissioning HPGR Base Case Testing & Operation CAHM Testing & Operation CAHM Testing & Operation
Assumes 18-month project starts in March 2019 CGP and Crush it funding in place. BLUE IS CAHM, GREEN IS RETROFIT C M I C A n n u a l R e p o r t 2 018
17
w w w.c m i c - c c i m .o r g
The Conjugate Anvil Hammer Mill Technology Platform CMIC identified mineral comminution as a key area where innovation is needed, given that the comminution stage is a large and inefficient consumer of energy. A technology appraisal study identified 26 technologies globally, of which only five appear to potentially provide energy savings of 50% or more. Of these five technologies, only one, the Conjugate Anvil Hammer Mill (CAHM), showed promise for near-term commercialization. The initial project phase focused on lab scale studies, to address fatal flaws inherent in that technology. The test work determined that no major issues precluded this technology from being pushed to the next phase, where its development would continue. The project brings together a project team from across Canada and the United States to model, design, build, and test a prototype of the CAHM technology in two forms. The first device will be a new CAHM to be installed in existing or new processing circuits. The second is a derivative of the CAHM technology that can be used to retrofit existing ball mills. The objectives of this project are to demonstrate and deploy a revolutionary new comminution technology platform that will reduce energy consumption by 50% and simplify future processing circuits; this platform is additionally promised to make significant and positive impacts on project economics. The following is a simplified Gantt chart that shows the project’s timelines.
C M I C A n n u a l R e p o r t 2 018
18
w w w.c m i c - c c i m .o r g
CAHM PROJECT LEADS
Inventor Lawrence Nordell CTTI
Project Manager Gillian Holcroft CMIC
Project Sponsor Carl Weatherell CMIC
Product Developer
First Adopters
David Delves HATCH
Rob Stephens Teck Resources
Dale Pearen HATCH
Paul Cousin Agnico Eagle Dominic Fragomeni Glencore XPS
Testing Expert Gianni Bartolacci COREM
Simon Hille Goldcorp
Process Experts
Michal Kowalczyk Kinross
Mick Bunyard HATCH Steve Wilson Consultant
C M I C A n n u a l R e p o r t 2 018
19
w w w.c m i c - c c i m .o r g
Mining Data for Value Mine operations produce and collect large amounts of data from a variety of sources, including pumps, controllers, and a myriad of other process devices and sources; however, only a small percentage of this data is used in decision-making. Frequently, the data collected are in forms that preclude even experienced operators and engineers from extracting relevant trends and relationships that might otherwise be used in decision-making. As an industry, we believe that the data are rich in information and that current advanced data analytics and machine-learning algorithms can be used to extract models, trends, and relationships. Such information can then be used to maximize ore body value, set business priorities, refine strategies, and even reinvent the process map, with the ultimate goal of promoting the economic viability of projects and operations. There is scarce industry experience with regard to integrating mining and milling operations data. This project works to demonstrate the benefits of advanced data analytic technologies in performing analyses of data collected in many areas of the mining life cycle, from the mine face to final products and tailings. The project is set to launch in 2019.
C M I C A n n u a l R e p o r t 2 018
Global Water Curves to Complement the CEEC’s Global Energy Curves The mining industry uses water in most of its processes; it is a vital resource required for metals production. Globally, water resources are under increasing scrutiny, as it is essential to the sustainability and survival of all living things. Mining companies’ access to and use of fresh water are being increasingly challenged on account of legislative or regulatory constraints. As a required resource across the mining business, water also poses a significant operational cost; however, the true cost of water usage in mining operations is not well understood. The Coalition for Eco-efficient Comminution (CEEC, Australia) and CMIC are collaborating on a project to produce tools that can be used to benchmark and evaluate water usage in mineral process circuits, particularly those related to grinding. The project is in the scoping phase and set to launch in Q3 2019.
20
w w w.c m i c - c c i m .o r g
ENVIRONMENT Mining Industry Knowledge Hub Unlike the Mining Data for Value project described above, this project involves the compilation, curation, and distribution of key water-quality data collected by mining companies. The aims of this project are to preserve key data over time, provide an accessible tool by which to access environmental data, and enhance transparency related to environmental performance. Access to temporal and spatial water-quality information will also reduce duplications of effort in collecting water-quality information, provide for improved management strategies, streamline regulatory processes, and strengthen social licence. A working prototype of the Knowledge Hub was created in partnership with GeoscienceBC, using readily available and open data from BC to demonstrate the utility and ease of use of open-data platforms. The prototype now hosts approximately 20 million water-quality data points from BC, as well as waterquality data from Imperial Metals’ Mount Polley mine. With the prototype available and the base platform technology now in place, 2019 efforts will focus on rolling out the knowledge hub platform to mining companies.
C M I C A n n u a l R e p o r t 2 018
21
w w w.c m i c - c c i m .o r g
Remote, Real-time Sensors Water-quality monitoring is a critical environmental management practice throughout all stages of the mining life cycle, from exploration and development through to operations, closure, and post-closure. Increasing the accuracy and frequency of water-quality data and enhancing data access will facilitate informed, data-driven decision-making with respect to water management in particular, and better resource management in general. From a financial perspective, the technology could potentially work to significantly reduce sampling costs – costs that are particularly prohibitive in remote locations. For example, a single round of waterquality sampling at a remote site in Nunavut can cost upwards of $25,000 (excluding laboratory and database costs). Clearly, there is a strong need for more cost-effective solutions.
The remote, real-time sensors project will accelerate the development of that technology for use in monitoring water for primary contaminants of concern, at a diverse array of mine sites across Canada. The priority contaminants selected by the participating mining companies are arsenic, copper, and mercury. This sensor technology will help overcome the challenges associated with grab-sampling and offer significant benefits to mine operators and stakeholders at large, including: ■ ■
■
■
■
■ ■
Reduce lag times in obtaining sampling analysis results Provide a greater temporal, and thus more representative, sample of water quality, as compared to “snapshots” provided by grab-sampling Enable access to higher-frequency, real-time data, to support enhanced data-driven decision-making Support proactive management systems, in the form of an early warning mechanism for non-compliance Mitigate human-induced sampling errors and sample degradation during transportation Reduce the health and safety risks inherent in sampling in remote locations Increase social licence and social acceptance by providing communities with an additional layer of environmental-monitoring confidence
The project involves the development of new platforms for water-quality monitoring – namely, genomics/catalytic-DNA technologies. These innovative platforms are frequently considered “disruptive” technologies that can help transform the mining business. This project phase is expected to finish in Q1 2019, after which the consortium will determine the next steps in technology development.
C M I C A n n u a l R e p o r t 2 018
22
w w w.c m i c - c c i m .o r g
OTHER In partnership with CANMETMining – a branch of NRCan, a Canadian federal government department – CMIC undertook a project, “Transforming Canada’s Mining Innovation Ecosystem.” This work, together with the CMIC roadmaps, will form the framework for the work described below.
During 2018, CMIC facilitated seven workshops across Canada focused on exploration, processing, and mining, with experts from start-ups, small and medium enterprises, OEMs, mining companies, academia, and research and innovation centres. Webinars were held in three of the main portfolios – namely, mining, processing, and the environment.
The primary project activities executed by CMIC will include:
In 2018, the contents and outcomes of that work included:
■
■
■
■
Continuing to serve as a national coordinating body and a gateway for mining innovation in Canada Further establishing and communicating innovation priorities and opportunities common to both the exploration and mining industries Further engagement with leading innovation stakeholders to refine and implement existing CMIC technology roadmaps The development of multi-stakeholder workshops to further enable collaborative innovation projects and partnerships
C M I C A n n u a l R e p o r t 2 018
■ ■ ■ ■
Seven workshops engaging over 250 individuals Seven new projects identified with high-level project plans Two projects launched Partnerships projects being developed between CMIC and the Alberta innovation ecosystem (through the Canadian Oil Sands Innovation Alliance)
Initial project details are available on the CMIC web site, with a comprehensive repository being released in 2019.
23
w w w.c m i c - c c i m .o r g
PORTFOLIO AT A GLANCE The following is a snapshot of the complete project portfolio, along with the proposed project timelines.
Portfolio
Project
GANTT 2018
2019
2020
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Exploration
Exploration 2 – Secondary Dispersion Under Cover
Plan Actual
Continuous Mining – Mechanical Cutting Demonstration (includes 2–3 site demos, initial concepts of mine design)
Plan
Continuous Mining – Discovery of Requirements for Mine Design, Ground Support, Infrastructure, Maintenance
Plan
Continuous Surface Mining – Technology Discovery and Applicability
Plan
Actual Actual Actual
Processing
Continuous Surface Mining – Proof of Concept Analytics for Haul Truck Failure Modes
Plan
Novel Technology to Reduce Energy in Grinding Mills – Conjugate Anvil Hammer Mill
Plan
Water Curves
Plan
Actual Actual Actual
CanMicro
Plan Actual
Environment
Mining Knowledge Hub
Plan Actual
Real-Time Remote Sensors for Water Quality Monitoring
Plan Actual
Integration
Transforming the Mining Innovation Ecosystem
Plan Actual
C M I C A n n u a l R e p o r t 2 018
24
w w w.c m i c - c c i m .o r g
FIT WITH TOWARDS ZERO WASTE MINING
Project
Energy
Water
Environmental Footprint
Exploration 2 – Secondary Dispersion Under Cover Continuous Mining – Mechanical Cutting Demonstration Continuous Mining – Discovery of Requirements for Mine Design, Ground Support, Infrastructure, Maintenance Continuous Surface Mining – Technology Discovery and Applicability Continuous Surface Mining – Proof of Concept Analytics for Haul Truck Failure Modes Novel Technology to Reduce Energy in Grinding Mills – Conjugate Anvil Hammer Mill Water Curves Mining Knowledge Hub Real-Time Remote Sensors for Water Quality Monitoring Transforming the Mining Innovation Ecosystem
C M I C A n n u a l R e p o r t 2 018
25
w w w.c m i c - c c i m .o r g
TECHNICAL WORKING GROUPS The CMIC technical groups have been the lifeblood of CMIC since its inception. Countless volunteers from across all business units of the mining industry have graciously devoted many hours of their time. These efforts have led to six roadmaps and the identification of a number of projects and project areas for CMIC, and others, to tackle. Subsequent to supercluster efforts, the Board of Directors mandated that CMIC should focus efforts toward executing projects and building a robust pipeline of projects. To make more effective use of our volunteers’ time, we collapsed the previous five technical groups into a single group of volunteers. This group will help CMIC build the project pipeline while taking advantage of challenges common to various areas of the mining business.
PROJECT PORTFOLIO MANAGEMENT As part of our engagement with stakeholder groups and the broader industry, we categorize projects in three different ways, as follows. Lead – These are consortium projects that CMIC manages, and for which it assumes complete legal and fiduciary responsibility. These projects are highlighted in the “Projects” section.
Learn – This category encompasses longer-term areas that align with CMIC roadmaps, and with disciplines traditionally outside of mining. For example, CMIC provides advice, guidance, and roadmaps as a foundation for academic programs such as the Metal Earth project at Laurentian University, the TerreNet consortium on passive treatment led by the University of Waterloo, and a research consortium on advanced manufacturing at the University of Alberta. We also held initial discussions with the Institute for Quantum Computing on the application of quantum microgravity in exploration and mineral processing.
PROJECT MANAGEMENT PRACTICES CMIC follows internationally accepted Project Management Institute guidelines for project, program, and project portfolio management. Projects that CMIC leads all take a general project structure. Project management structures are tailored to the size and complexity of each project, to ensure appropriate oversight while maintaining the greatest possible agility. All projects require project charters (created from project charters supplied by four mining companies) and consortium agreements. CMIC ensures that project funding is secured prior to project initiation. Executive Sponsors
Convene – These are projects where the mining industry asks CMIC to provide a service to convene the industry (and possibly suppliers) to discuss and determine a common pathway forward on a specific topic, or potentially share information on a specific technology’s implementation. The Battery Electric Vehicles and Short Interval Control guidelines created by the GMG are two such projects. CMIC also provided a convening function to four senior mining company executives who proceeded to create a stand-alone ore-sorting consortium.
Site 1 PM Site 1 Team
C M I C A n n u a l R e p o r t 2 018
Senior Responsible Authorities
CMIC PM/PgM
26
Site 2 PM Site 2 Team
Site 3 PM Site 3 Team
w w w.c m i c - c c i m .o r g
PARTNERSHIPS Sound partnerships are essential to achieving CMIC’s goal of TZWM. The following outlines some of the organizations we work with, in Canada and abroad.
COSIA (Canada Oil Sands Innovation Alliance) – A collation of oil and gas producers committed to accelerating improvements in environmental performance in Canada’s oil sands, through collaborative innovation. CMIC is exploring opportunities with its members to form an alliance that would result in: ■
Canada Mining Supply Trade Association (MSTA) – Connects mining supply and services companies to business opportunities across Canada and around the world. The MSTA and CMIC have been working together to bridge the gap between industry needs and supplier capabilities, by collaborating in terms of events, workshops, and dialogue with suppliers, and work with national, provincial, and foreign governments. COREM – The largest organization in Canada fully devoted to mineral processing R&D. Recognized as a world-class organization, COREM provides a wide range of mineral processing and analytical services to companies that explore and develop ore bodies and transform or recycle mineral substances. CMIC is currently working with COREM on three separate mineral processing projects.
C M I C A n n u a l R e p o r t 2 018
■ ■ ■
A vital foothold in Alberta A solid national presence Breaking down the silos between hard rock mining and oil and gas Providing CMIC members with exposure to how the members of other industries collaborate
GMG (Global Mining Guidelines Group) – A technical society of the Canadian Institute of Mining, Metallurgy and Petroleum (CIM). This network of likeminded companies develops multi-disciplinary guidelines to manage risk, enhance performance, design solutions, inform planning and decision-making, and save time and money. CMIC and GMG collaborated on developing guidelines for both battery electric vehicles and short-interval control. We continue to explore future opportunities concerning industry needs. MIRARCO (Mining Innovation Rehabilitation and Applied Research Corporation) – A provincial not-for-profit with an R&D focus. Its newly constituted Board of Directors comprises mining companies, many of which are also CMIC members. Members of their Board of Directors have asked that MIRARCO and CMIC work together, and we are in early discussions to examine project collaboration opportunities.
27
w w w.c m i c - c c i m .o r g
Australia CEEC (Coalition for Eco-efficient Comminution) – An Australia-based non-profit whose focus is knowledge dissemination related to reducing energy consumption in comminution. This objective connects directly to CMIC’s mineral processing roadmap. Achieving a better understanding of the correlation between water and energy use is critical to reducing water and energy consumption in processing circuits. The CEEC and CMIC have created a project charter that is currently under review by CMIC industry members, and these entities look to create tools by which to elucidate water and energy use in processing circuits. Mining3 – A non-profit founded as part of the Australian government’s Cooperative Research Centre program. Mining3 has developed modified mining methods and processes and cutting-edge mining equipment. CMIC is working with Mining3 as part of our continuous mining initiative, as it has developed models that estimate OPEX and CAPEX for mine sites that implement new mining technologies and/or processes. METS Ignited – An industry-led, government-funded growth centre for the mining equipment, technology, and services (METS) sector. They approached CMIC in early 2019, asking for assistance in better understanding global mining industry challenges and determining how Australia’s METS sector can position itself to address them.
C M I C A n n u a l R e p o r t 2 018
28
w w w.c m i c - c c i m .o r g
CH A LLE N G E S
CMIC continues to face three core challenges, as follows.
1.
Access to capital funding – CMIC does not maintain a readily available pool of capital for projects. This forces each project to fundraise, and this leads to launch delays.
2.
Access to relevant and accessible matching funding – Government programs are numerous, diverse, and complex. Identifying, accessing, and negotiating relevant matching funding from public sources can create delays and create for CMIC mission drift, at either the organizational or project level.
3.
Perceived competition with other entities – CMIC has made considerable progress in this area, and in terms of being the umbrella organization for innovation in Canada, it is broadly recognized by research, development, and innovation organizations in BC, Alberta, Saskatchewan, Quebec, and Ontario, and organizations in Australia.
C M I C A n n u a l R e p o r t 2 018
29
w w w.c m i c - c c i m .o r g
FI N A N CI A L S
MEMBERSHIP MODEL
CMIC’s fiscal year ended December 31, 2018. Andrews & Company provided audit services to CMIC for the 2018 fiscal year.
In 2018, CMIC created a new annual membership model that introduced four membership tiers, as follows.
The following is a summary of CMIC’s last three (3) years of audited financial statements. Final audited statements are available on our web site.
1. Strategic Membership ($100,000) 2. Enterprise Membership ($50,000) 3. Solution Membership a. Adopter ($25,000) b. Provider ($11,000 or $5,500) 4. Associate ($5,000) This membership model is based on the membership structure of a software engineering innovation organization. Prior to releasing the new structure, it was tested for two years among a select group of CMIC members.
2018
2017
2016
Revenues
$1,402,069
$1,666,726
$1,558,729
Expenses
$1,281,458
$1,657,233
$1,429,813
Excess of revenue over expenditures
$120,611
$9,493
$128,916
Figure 3: Snapshot of Funding, 2012–2018 $1,500,000
$1,000,000
Figure 2: CMIC Membership, 2013–2018 100% 90% 80% 70% 60%
Mining Company Supplier Academic Association Research Centre Junior Miner Government
$500,000
$-
2015
2016
2017
2018
$(500,000)
50%
$(1,000,000)
40% $(1,500,000)
30% 20%
$(2,000,000)
10% 0%
Members
2013
2014
2015
C M I C A n n u a l R e p o r t 2 018
2016
2017
Projects
Grant s
Ot her
Expenses
Revenues-Expenses
2018
30
w w w.c m i c - c c i m .o r g
BOA R D O F D I R ECTO R S
The CMIC Board currently consists of 12 Directors. The Directors span a wide range of leadership from inside and outside of the mining industry – including the private sector, public sector, and academia – and represent significant executive leadership value for CMIC. Gordon Bogden, Chairman Black Loon Group
As CMIC is a non-profit corporation, its proper governance is the responsibility of its Board of Directors. The key responsibilities of the Board are as follows.
Chair of the Board Member, Finance Committee Member, Executive Committee
1. Define and/or safeguard the mission, values framework, and operating principles within which it expects CMIC to be administered 2. Oversee development and approval of a long-term organizational plan and develop or approve annual budgets and operating plans 3. Monitor the overall performance of the organization as it works to achieve its objectives, mission, and strategic goals 4. Seek and secure the resources the organization needs to adequately finance its operational and capital requirements 5. Account to members, sponsors, other key stakeholders, and the public for the services of the organization and the use of funds 6. Ensure prudent and proper management of the organization’s resources 7. Anticipate, mitigate, and manage risks to which the organization, its staff, Board, and other key stakeholders are exposed
Mr. Bogden began his professional career as a geophysicist, co-founding Quantec Geoscience, moving on to CIBC, Rothschild, and National Bank Financial as a mining investment banker advising boards of directors and management teams of some of the largest mining companies in the world. He concluded his investment banking career as Vice Chairman, Mining & Metals, for Standard Chartered Bank after its acquisition of Gryphon Partners in 2011 where he was a co-founder and Managing Partner. Upon retiring from the financial services industry in 2012, he assumed a number of corporate board positions and engaged in board leadership, strategic development and corporate responsibility initiatives. Mr. Bogden is currently Chairman of Black Loon Group, a private mining investment company, and is a former President and CEO of Alloycorp Mining Inc. He has served as a director of over a dozen public mining companies and is currently a director of Royal Gold Inc., Orvana Minerals Corp., the former Chairman of Volta Resources, and past Chairman of Nexgen Energy. He is also a member of the Mt. Sinai Hospital Foundation Board in Toronto and in 2013, he was awarded the Queen Elizabeth II Diamond Jubilee Medal for his work with Right To Play where he currently serves as a member of the Canadian Advisory Board.
To discharge these responsibilities, the Board created four standing Committees of the Board, with Terms of Reference. Each Director is required to serve on at least one Committee. The members of the Board of Directors are listed below, each with a short biography and the Committee on which he or she serves.
C M I C A n n u a l R e p o r t 2 018
31
w w w.c m i c - c c i m .o r g
Bonnie Rose, President and CEO of the Technical Standards and Safety Authority
Mr. Bogden holds a B.Sc. in Applied Science (Geology) from Queen’s University, is a Professional Engineer, and earned his professional certification as a Corporate Director (ICD.D) from the Institute of Corporate Directors in Toronto.
Chair, Finance Committee Member, Executive Committee
Mr. Bogden is keenly interested in social and development issues around the world and is a member of the working group of the KIN Catalyst: Mining Company of the Future initiative on the Development Partner Framework on establishing sustainable, collaborative community relationships. He has authored and presented many papers on corporate responsibility, corporate strategy, and M&A and capital markets related to the mining industry.
Bonnie Rose, P.Eng., was appointed President and CEO of the Technical Standards and Safety Authority effective April 4, 2018. Overseeing all aspects of TSSA’s business operations, Bonnie provides leadership on the overall direction and strategic priorities of the organization. Bonnie is focused on strengthening TSSA’s role as a well-respected leader in the safety industry and upholding safety excellence.
Jean Robitaille, SVP Business Strategy & Technical Services at Agnico Eagle Mines Ltd.
Bonnie is a seasoned executive with a passion for safety and in-depth knowledge and experience in technical standards. This passion is evident in her previous executive positions as the former CEO and Registrar of Retirement Homes Regulatory Authority; President of the Canadian Standards Association Group – CSA Standards; and Vice President of Service Delivery and Service Quality with CSA International.
Past Chair Member, Governance Committee Member, Executive Committee Mr. Robitaille is Senior Vice-President / Business Strategy & Technical Services at Agnico Eagle Mines Ltd., a position he has held since Feb. 2014. Prior to his appointment, he served Agnico-Eagle in various capacities for more than 25 years, most recently as Senior VicePresident, Technical Services and Project Development, Vice-President, Metallurgy & Marketing, General Manager, Metallurgy & Marketing and as Mill Superintendent and Project Manager for the expansion of the LaRonde mill. Before joining Agnico-Eagle, Mr. Robitaille worked as a metallurgist with Teck Mining Group. Mr. Robitaille is a mining graduate of the College de l’AbitibiTémiscamingue with a specialty in mineral processing.
C M I C A n n u a l R e p o r t 2 018
Bonnie holds a Bachelor of Applied Science in Electrical Engineering from Queen’s University, a Master of Business Administration from the University of Toronto, and a Chartered Director from The Directors College.
32
w w w.c m i c - c c i m .o r g
Nils Voermann, Global Managing Director Technology, Hatch
Mark Thorpe, VP Corporate Responsibility, Torex Resources
Chair, Governance Committee Member, Executive Committee
Chair, Communications Committee Member, Executive Committee
Nils Voermann has executive responsibility for Hatch’s Business Practices globally, including Technologies, Systems, Consulting, Environmental Services and Operational Performance. These groups serve clients across the Mining & Metals, Energy and Infrastructure sectors. He also leads our Central North America region.
Dr. Thorpe is a senior mining executive with over 30 years’ experience both in mining operations and as an international corporate responsibility consultant working on mining projects from potash to diamonds and gold. His experience spans five continents and covers mining from greenfields exploration to closure and postclosure management. Having lived and worked in Latin America and Africa, Dr. Thorpe’s experience includes permitting a mine in a tropical rainforest area of Venezuela with several regulatory changes and working with the project teams to reduce the LTIFR at a mine in Africa from 2.1 per million hours worked to 0.15 per million hours worked.
Nils joined Hatch in 1989 as a Mechanical Engineer. In 1995 he was appointed leader of Hatch’s Metallurgical Furnace Design Group. Through a string of innovative and successful projects in Canada, USA, South Africa, Colombia and Korea, he expanded Hatch’s metallurgical furnace design team more than four-fold. The Furnace Group achieved global scope and became recognized as a world leader in its field. In 2003, Nils took on broader responsibility for development of Hatch’s proprietary know-how, as Global Managing Director, Technologies. Under his leadership Hatch maintains a strong pipeline of technologies in progressive stages of development and commercialization.
Dr. Thorpe holds a Ph.D. in mine land rehabilitation from the University of Saskatchewan and is the Chair of the Environmental Stewardship Initiative of the Canada Mining Innovation Council.
Krista Muhr, (former SVP, Eldorado Gold)
From 2009 to 2013 Nils was based in Brisbane, Australia to provide leadership for Hatch’s expanding business in the Asia-Pacific region.
Member, Communications Committee Krista Muhr has over 15 years’ experience in the precious metals industry, having previously held executive and senior positions with Eldorado Gold, Andean Resources Limited and Meridian Gold Corporation. She has extensive experience with international capital markets, corporate communications, government relations and overseeing global sustainability programs.
Nils is a graduate of Queen’s University in Kingston, Ontario where he received his B.Sc. in Engineering. He also earned his MBA from INSEAD in France. Nils is an award-winning author, having published and presented over 30 technical papers, with a focus on new technology implementation and management. He holds several patents and has received various awards including the Natural Resources Canada, CANMET Technology Transfer Award and The Minerals, Metals & Materials Society (TMS) Extraction and Processing Award. In 2011, he was awarded the Medal for Engineering Excellence by Professional Engineers Ontario (PEO).
Krista holds a Bachelor of Commerce from Ryerson University, and is a member of both the National Investor Relations Institute (NIRI) and the Canadian Investor Relations Institute (CIRI).
Nils is a Fellow of the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) and a Fellow of the Australian Institute of Mining and Metallurgy (AusIMM). An airplane pilot in his free time, Nils enjoys sharing his passion for flying with aspiring young aviators.
C M I C A n n u a l R e p o r t 2 018
33
w w w.c m i c - c c i m .o r g
Todd White, SVP North America Operations, Newmont Goldcorp
than 20 years of experience in the mining and manufacturing sectors with a focus on business improvement and change management. She began her career as a blasting engineer with Rio Tinto.
Member, Governance Committee
She also worked for Acacia Mining in Tanzania as Chief Operating Officer, having served earlier as Executive General Manager, Business Improvement and Planning. In these roles, Ash drove shareholder value by spearheading business improvement programs that resulted in operational improvements and cost-savings. Prior to this, she served as the Head of Alliance Planning and Co-ordination at the BHP Billiton Mitsubishi Alliance where she was accountable for the leadership of strategic projects. Ash has held similar operational leadership, business improvement and strategic roles at other companies including the Minerals and Metals Group and Australian Vinyls.
Mr. White is the Senior Vice President North America Operations for Newmont Goldcorp. Prior to assuming this position in 2019, he was the Chief Operating Officer at Goldcorp Inc. Mr. White was formerly Senior Vice President, South America, at Newmont Mining Corporation, responsible for leading business excellence, operations and environmental stewardship. His multinational background in large-scale development projects, management systems and operational efficiency over two decades led to his appointment as Senior Vice President, Technical Services and Business Excellence, at Goldcorp in July 2014.
Ash was named to the 2016 list of “100 Global Inspirational Women in Mining” by Women in Mining UK. Ash holds a degree in Civil Engineering and an Executive MBA from the Melbourne Business School; she also holds degree in psychology from Deakin University.
Mr. White’s objectives are to underscore a culture of continuous performance improvement and implement new opportunities to advance corporate social responsibility and sustainability through technical innovation. He holds a Bachelor of Science degree from the University of Nevada.
Dean Braunsteiner, Partner National Assurance Leader, Mining, PwC Member, Finance Committee
Michelle Ash
Dean is the Partner National Assurance Leader, Mining, PwC and provides public companies with audit and assurance services including advice on implementing new accounting standards, assistance on acquisitions and divestitures, and helps companies respond to comment letters received from Canadian and US regulatory bodies. Dean has extensive experience in IFRS and US GAAP, as well as SEC reporting, and is one of the firm’s subject matter experts on mining industry issues. As PwC Canada’s National IPO Services Leader, he also has significant experience with initial and secondary public offerings.
Member, Communications Committee Michelle Ash is the Chair of GMG as well as on the Advisory Board of a number of start-ups such as MineSpider and Petra Data Science. GMG is a member driven industry association working with members and industry participants to develop best practices and guidelines for the implementation of technology and socially enabled changes in the industry. In her role with Barrick, Ash oversaw the company’s Innovation program looking both at how innovation can drive productivity in the existing business as well as how it can be harnessed to deliver alternative business models. Ash joined Barrick in January 2016 to lead Operational Excellence and later oversaw the establishment of their digital program and brings with her more
C M I C A n n u a l R e p o r t 2 018
Dean obtained a BBA (Honours) degree from Wilfrid Laurier University in 1993 and received his CA designation in 1996. In 2001, Dean also received his CPA designation in Illinois.
34
w w w.c m i c - c c i m .o r g
Imogen Coe, Professor, Ryerson University
Jim Gowans
Member, Governance Committee
Member, Finance Committee
Dr. Imogen Coe is the former Dean of the Faculty of Science at Ryerson University and is Internationally recognized for her pioneering research in membrane protein cell biology and biochemistry.
Jim Gowans is currently involved with several companies as a corporate Director. Gowans was the President & Chief Executive Officer at Arizona Mining, from January 2016 until August 2018 when the company was sold to South32, an Australian based multi-national resource/mining company. He was formerly Co-President of Barrick Gold from July 2014 to August 2015 and Executive Vice President and Chief Operating Officer from January to July 2014.
Throughout her 15-year career in academia, Imogen has been a strong independent voice for science. She is committed to student experiential learning through participation in research projects having supervised more than 30 graduate and undergraduate students to date. Imogen is an advocate in the support and promotion of girls and women in science and has spoken on the topic locally and nationally. She is also active in promoting and highlighting the importance and relevance of science to her local community.
Recent prior roles include Managing Director of Debswana Diamond Company (Pty) Ltd., President and Chief Executive Officer of De Beers Canada Inc., Chief Operating Officer and Senior Vice President of PT International Nickel Indonesia tbk and Executive Vice President at Placer Dome Inc. Mr. Gowans has more than 40 years of experience in mineral exploration, mine feasibility studies, opening new mines (including the Red Dog and Polaris zinc mines), commissioning mine expansions and in the development of best practices in mine safety, mine operations and economic performance improvement, particularly in the application of innovative new technologies in the mining space.
An accomplished researcher and speaker, Imogen has presented her research at conferences and seminars across the globe for more than a decade and has more than 70 scholarly papers, book chapters and abstracts to her credit. Imogen has received many research grants and awards throughout her career, currently holds grants from both NSERC and CIHR and was awarded the Premier’s Research Excellence Award (now known as the Early Researcher Award) for her research activities from 2000 – 2005. She has also dedicated her time as an internal reviewer for multiple Canadian funding agencies including NSERC, CIHR, and the National Cancer Institute of Canada, as well as acting as a reviewer for other national and international funding groups. Previously, Imogen was Associate Dean, Research and Partnerships, in the Faculty of Science and Engineering, York University. Imogen received a PhD in Biology from the University of Victoria, an MSc from the University of Victoria and a bachelor’s degree from Exeter University in the U.K.
He is currently a director of Cameco Corporation, Titan Mining and New Gold Inc. He was Chairman of the Board of Dominion Diamond Corporation from April 2017 until its sale in October 2017, and was recently appointed a director of Gedex Inc., an innovative geophysics systems company. He has served on the Boards of various junior mining companies over the years including Phoscan, Arizona Mining and Newcastle Gold. He previously served as the President of the Canadian Institute of Mining, Metallurgy and Petroleum (CIM), Chair of the Mining Association of Canada (MAC), and as a Director of the Conference Board of Canada. Mr. Gowans is a Professional Engineer and received a bachelor of applied science degree in mineral engineering from the University of British Columbia and attended the Banff School of Advanced Management.
C M I C A n n u a l R e p o r t 2 018
35
w w w.c m i c - c c i m .o r g
Charles Dumaresq, VP Science and Environmental Management, Mining Association of Canada Member, Communications Committee Charles joined MAC in April, 2015. In his role with MAC, he focuses on regulatory and environmental aspects of mining, including mine waste management, effluent quality, and monitoring and mitigating effects on water quality and the aquatic environment. He is also responsible for the R&D and innovation file for MAC, and is involved in a recently establish MAC Board Innovation Task Force. In this role, he has taken over the responsibilities of his predecessor, Rick Meyers (VP, Northern and Technical Affairs), who was also a member of the CMIC Board. Prior to joining MAC, Charles spent 22 years with Environment Canada, working on regulatory and policy development related to mining and the environment. Charles has a background in earth sciences, with a M.Sc. from Carleton University. His graduate research focused on geochemistry and downstream water quality associated with closed and abandoned silver mines in Cobalt, Ontario.
C M I C A n n u a l R e p o r t 2 018
36
w w w.c m i c - c c i m .o r g
G LOS SA RY O F ACRO N Y M S
BC
British Columbia
CAHM
Conjugate Anvil Hammer Mill
CEEC
Coalition for Eco-efficient Comminution
CIM
Canadian Institute for Mining, Metallurgy and Petroleum
CMIC
Canada Mining Innovation Council
COSIA
Canadian Oil Sands Innovation Alliance
CRC
Cooperative Research Centre
GMG
Global Mining Guidelines Group
MAC
Mining Association of Canada
METS
Mining, Equipment, Technology and Services
MIRARCO Mining Innovation Rehabilitation and Applied Research Corporation MSTA
Mining Supply Trade Association
NRCan
Natural Resources Canada
OEM
Original equipment manufacturer
PgM
Program Manager
PM
Project management
SME
Small–medium enterprise
TZWM
Towards Zero Waste Mining
C M I C A n n u a l R e p o r t 2 018
37
w w w.c m i c - c c i m .o r g
info@cmic-ccim.org +1.613.627.0771 6 Gurdwara Road, Suite 107 Ottawa, ON K2E 8A3 CMIC-CCIM.org