MINING your business E-NEWSLETTER | A NORTH OF 60 COMPANION PUBLICATION
AUGUST
2021 VOL. 1, ISSUE 1
Sixty North Gold restarting a high-grade gold producer near Yellowknife Aurora College meeting the training needs of the mining industry now and into the future Gold Terra continues to discover ounces on the doorstep of Canada’s most prolific past-producing mines in Yellowknife
miningnorthof60.com
IN THIS ISSUE Message from the editor, Shayna Wiwierski – 4 The value of land use planning – 5 Operating in a pandemic: Update from the Yukon Chamber of Mines – 6 Back to basics: Restarting a high-grade gold producer near Yellowknife – 8 Gold Terra continues discovering ounces on the doorstep of Canada’s most prolific past-producing mines in Yellowknife – 10 Aurora College transformation – 12 Zeroing in on energy in mining – 13 Advancing your understanding equity: The Inclusion Growth Curve – 14 Commercialization and innovation for mining capacity health check – 16 Working with NAPEG – Collaborating for a better future for our north – 18
MINING your business DEL COMMUNICATIONS INC. www.delcommunications.com President & CEO DAVID LANGSTAFF Managing Editor SHAYNA WIWIERSKI shayna@delcommunications.com Director of Online Marketing & Sales MIC PATERSON mic@delcommunications.com Advertising Manager DAYNA OULION Sales Representatives BRENT ASTROPE BRIAN GEROW © 2021 DEL Communications Inc. All rights reserved. Contents may not be reproducedby any means, in whole or in part, without the prior written permission of the publisher. While every effort has been made to ensure the accuracy of the information contained in and the reliability of the source, the publisher in no way guarantees nor warrants the informationand is not responsible for errors, omissions or statementsmade by advertisers. Opinions and recommendationsmade by contributors or advertisers are not necessarily those of the publisher, its directors, officers or employees.
DEL Communications Inc. and miningnorthof60.com are extremely grateful to our advertisers for their support in this publication. We invite you to visit their sites by clicking the companies below. Aurora College................................................................................................................ 3 Gold Terra.......................................................................................................................11 Lockett Consultation Services Inc............................................................................... 5 NAPEG............................................................................................................................ 19 Sixty North Gold Mining Ltd......................................................................................... 9
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message from the editor
SHAYNA WIWIERSKI Welcome to Volume 1, Issue 1 of Mining Your Business e-newsletter. When we first came out with our flagship publication, North of 60 many years ago, little did we know how much of a hit this magazine would be in the industry. As a result of the success of North of 60, we are excited to present to you Mining Your Business e-newsletter, which is delivered straight to your inbox. For our first issue, we have curated a number of interesting stories from mining giants, research institutions, academic centres, suppliers, and more. On page 10 we take a look at Gold Terra’s Yellowknife City Project, which is located immediately north, south, and east of the City of Yellowknife. The company has amassed an 800-square-kilometre contiguous land package covering 70 kilometres of strike length along the main mineralized break known as the Campbell Shear in proximity to the former high-grade Con and Giant gold mines. On page 12, Aurora College outlines how they are transforming into a polytechnic university by hands-on learning and research. In October 2020, the four main initial areas of specialization and teaching for the new polytechnic university were announced, which includes Earth Resources and Environmental Management and Skilled Trades and Technology. Much of the training and research in these areas of specialization will focus on the needs of the mining and resource-based industries.
Those are just a taste of what we have in store for you in this inaugural issue of Mining Your Business. I hope you enjoy this first edition and we hope you will help us spread the message about this exciting new initiative. Also, if you haven’t signed up already, we invite you to share this with your colleagues and friends and to sign up for our newsletter at miningnorthof60.com/mining-yourbusiness/. Finally, we wish to thank all the companies who have contributed a story for Volume 1, Issue 1 of Mining Your Business. Special thanks goes out to the following contributors: • Sixty North Gold Mining •W omen in Mining and Women in Nuclear Saskatchewan Inc. (WIM/WiN-SK) • Saskatchewan Research Council • Gold Terra Corp. • Lockett Consulting • Aurora College • Yukon Chamber of Mines We invite all interested companies to share their news and editorial ideas with us. If you would like to contribute a story for future issues of Mining Your Business e-newsletter, please contact Shayna Wiwierski at shayna@delcommunications.com. Visit us online at miningnorthof60.com. 7
SEARCH BY CATEGORY OR SEARCH BY KEYWORD – GET LISTED FOR FREE The buyer’s guide is a searchable index of northern mining companies serving the Yukon, Nunavut, Northwest Territories and Northern Canada. Search by category or search by keyword for: northern mine sites, north of 60 consulting services, mining supplies, mining services, construction companies, exploration companies, welding services, drilling and blasting, trucking and transport and other industrial services to the Yukon, Nunavut, Northwest Territories and Northern Canada mining industry.
Three listing levels – Free Listing, Logo Listing and Enhanced Logo Listing
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The value of land use planning BY DENISE A. LOCKETT As I travel around the North (Yukon, NWT, and Nunavut) and work with Inuit and First Nations, as well as governments and regulatory agencies, I am both encouraged and dismayed about land use planning. Encouraged by the many jurisdictions that have taken on the onerous and often contentious task (and often a regulatory obligation) of land use planning, without a comprehensive land use plan, how are you or anybody to know where sensitive areas are? Places where areas of heritage and cultural values are. Those need to be protected from disturbance and yet made available for people to honour and respect their heritage and culture. Land use plans can provide certainty of land tenure, which is of particular importance to the mineral exploration and mining industries. Exploration companies need to know for certain where they can explore and what the rules are. Of particular importance to exploration companies is rules, regulations, and guidelines with respect to wildlife. Perhaps you are allowed to explore in a certain area (as designated under an approved land use plan), but there are restrictions on access during certain times. These include caribou migration, bird nesting, etc. So, if you know what the rules are, you can conduct your activities. What happens if there is no land use plan? Well, that’s where it can get tricky. Right now, in Nunavut for example, there is no Nunavut-wide land use plan.
There are two regional land use plans, the Keewatin Land Use Plan and the North Baffin Land Use Plan. So, because of the Nunavut Agreement (formerly known as the Nunavut Land Claim Agreement), the Nunavut Planning Commission is mandated to implement and monitor land use plans. That includes the development and implementation of a Nunavut Land Use Plan.
the Federal Government Department
Where are we at with the Nunavut Land Use Plan? Another draft has been developed from information and conversations heard during the previous drafts. The trick is getting it right for the next draft, or next draft, or next draft, and in my opinion, it will take many, many more drafts until we see an approved land use plan, as the plan must be approved by the three signatories. That means, the Government of Nunavut,
would say that the people of Nunavut are
of Crown Indigenous Relations and Northern Affairs Canada, as well as Nunavut Tunngavik Incorporated must all agree that with everything they have heard and everything that they have read, the land use plan meets the balance of environmental protection, cultural and heritage protection, and economic development. A daunting task, but I up for it. It’s up to all of us, including the mineral exploration and mining companies, to participate in these processes and ensure that their voices and concerns are heard. If you don’t speak up, your lack of voice can be seen as agreeing to what is being considered. Food for thought. Get involved or get out of the way. 7
Lockett Consultation Services Inc. Over 25 Years Experience in the NWT and Nunavut
Cell: 604.340.4766
lockettda@telus.net 5
Operating in a pandemic Update from the Yukon Chamber of Mines
Yukon’s mining industry contributes millions to Yukon’s economy and focuses on safe, efficient, and sustainable practices.
Exploration and mining are the foundation of the Yukon’s private-sector economy; however, the many reasons why may not always make news headlines. Like everything during the pandemic, how exploration and mining companies, and the Yukon businesses which serve them, have persevered has been unprecedented. Despite the pandemic’s challenges, Victoria Gold Corp., owner and operator of the Eagle Gold Mine, located northwest of the Village of Mayo within the traditional territory of the First Nation of Na-Cho Nyak Dun, has both successfully ramped up operations to become the largest gold mine in Yukon history. They remain committed to hiring and training locally to provide Yukoners with rewarding and well-paying jobs— a core philosophy which supports employee recruitment and retention. Like Victoria Gold, Alkan Air Ltd., 6
which serves the industry and recognizes exploration and mining’s significant contributions to the territory, has also focused on hiring, training, and retaining Yukon employees. Archer Cathro, a Whitehorse-based geological consulting company, has been operating in the Yukon since its establishment in 1965. In 2020, 73 per cent of the company’s employees were Yukoners and 38 per cent of those were Yukon First Nations citizens. Industry-wide, all efforts have been continuous and adaptive to uphold the health and safety of Yukoners and Yukon communities, while meeting and exceeding the COVID-19 guidelines and recommendations of the Yukon government and the chief medical officer of health. Archer Cathro shared all of its COVID-19 protocols with the Yukon First Nations
within whose traditional territories the company has projects. Alkan Air developed a COVID-19 committee of key company personnel which worked to ensure the necessary personal protective equipment was in place to protect both the company’s employees and clientele. When COVID-19 first impacted the territory in March 2020, Victoria Gold reduced travel to the mine site and the employee schedule was adjusted from a two-week-in, two-week-out rotation to a four-week-in, four-week-out rotation to mitigate pandemic risk and adapt to Yukon’s self-isolation requirements. In October, the company received approval from the territorial government to adjust yet again to a three-week-in, three-week out rotation, and from the pandemic’s onset, travel by mine employees and contractors into Yukon communities has been restricted, which continues today.
ANNUAL YUKON GEOSCIENCE FORUM & TRADE SHOW GOES VIRTUAL IN 2020 In light of the pandemic, and like so many organizations and companies facing similar scenarios, the Yukon Chamber of Mines’ staff, board of directors, and event organizers faced a gut-wrenching decision over the fate of November 2020’s Annual Yukon Geoscience Forum & Trade Show on whether to proceed or not when event attendees could not come together in person. The very culture of the event throughout its 48 years centres on gathering, sharing success stories, and best practices, and the annual event is a highlight for attendees after a traditionally busy summer and fall field seasons. “We decided after much discussion and deliberation over the summer and fall to move forward with an adapted event in order to continue to support our dynamic membership and ‘come together’ as COVID-19 protocols would allow to help advance the interests of all those involved and invested in the Yukon’s mining industry,” says Ed Peart, Yukon Chamber of Mines president. The result was an innovative and interactive virtual conference, complete with Annual Yukon Geoscience Forum favourites, including corporate presentations, technical talks, a trade show, and poster and coreshack sessions. New was the inclusion of a one-on-one meeting platform, through which delegates were able to schedule a host of meetings via video conferencing on their devices or desktops, and live coverage and physically distanced interviews through the popular Geoscience Broadcast Centre. The plan is to have this year’s 49th Yukon Geoscience Forum and Trade Show to be a hybrid event, having both in-person and virtual components so everyone has an opportunity to participate as the world recovers from the pandemic’s interruption. The chamber’s website will offer details of this event as they are provided at www. yukonminers.ca.
During this year’s Yukon Mining & Geology Week, activities for all ages were offered from May 31st to June 4th, 2021.
YUKON MINING & GEOLOGY WEEK 2021 ACTIVITIES
& Geology Week scheduled activities in-
In partnership with Yukon Women in Mining, Klondike Placer Miner’s Association, Yukon Producer’s Group, Yukon Prospectors Associations; the Government of Yukon Departments of Economic Development, Energy Mines and Resources and Education, Yukoners kicked off the commemoration and celebration of Yukon’s 125-year mining history and its contribution to the territory’s diverse and inclusive culture, thriving economy and globally, leading quality of life during this year’s Yukon Mining & Geology Week. This year, activities for all ages were offered from May 31st to June 4th, 2021.
AN OPTIMISTIC FUTURE
Yukon’s business community also came together to cap the week off, gathering for two events that champion the ongoing commitment to innovation and partnerships and diversity, inclusion and equity – safely connecting to continue building the best place for business and supporting wellness and prosperity in our communities.
Yukon’s mining history is like no other
We look forward to having Yukon Mining
into the future. 7
person for 2022. IN THE YUKON’S MINING & EXPLORATION INDUSTRY Exploration and mining are at the foundation of Yukon’s history, economy, and culture, and as a global leader that meets and exceeds best practices in environmental, social, governance metrics and regulations, we continue to contribute, advance, and innovate. Yukon’s mining industry contributes millions to Yukon’s economy and focuses on safe, efficient, and sustainable practices. in Canada, it highlights the tenacity and strength of Yukoners. Mining is an important part of our economy today, as the Yukon experiences a new modern-day gold rush. The Yukon Chamber of Mines continues to be a strong voice of advocacy towards the metal and mineral industry’s responsible and sustainable development
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Back to
basics
Restarting a high-grade gold producer near Yellowknife
During the initial staking rush in Yellowknife in the 1930’s, a highgrade quartz vein was discovered outcropping along the side of a hill 45 kilometres north of Yellowknife, NWT. Cominco identified a 42-metre-long folded quartz vein with the fold grading 121.7 gpt gold over 1.5 metres and the planar western limb grading 14.4 gpt gold over 0.7 metres. Subsequent exploration attempted to trace the vein to the west with limited success. In 1988 it was recognized that the vein was folded into a horseshoe shape and drill holes intersected 50.7 gpt gold over 2.8 metres, and 35.3 gpt gold over 1.5 metres. Mining over the next six years extracted 15,000 tonnes of ore grading >27 gpt gold to a depth of 15 metres. Drilling has traced the gold-bearing vein to a depth of 60 metres below surface where it remains open. Sixty North Gold Mining Ltd. is earning a 100 per cent interest in the property from New Discovery Mines Ltd. by making $6 million in expenditures developing the property. The overall size, grade, and form of the mineralization, as well as its host rock assemblage, is similar to the Discovery Mine (located 50 kilometres to the north) where one-million tons of ore were mined and one-million ounces of gold were recovered between 1949 and 1969, to a depth of 1,200 metres below surface. The project is permitted to operate at 100 tpd, similar to what the Discovery Mine and Con Mine started producing.
The northeast area of Sixty North Gold Mining’s 20 man camp with the 75,000-litre fuel tank in the foreground and the orange sewage treatment plant to the right on the Mon Gold Mine site. The gravel field in the foreground is the historic, capped and covered tailings storage facility from operations in the 1990’s. Photo taken by mine manager Rodney McKay, on July 1st, 2021 from on top of the A-Zone gold deposit.
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Sixty North has sampled the crown pillar of the hinge zone over 45 metres with results shown on the following page.
Trench
Intersection Au Grade (metres) (gpt)
17-1
0.28 0.50
20.3 3.4
17-2
0.50 0.80 0.50
688.8 273.1 2.6
17-3
0.40 0.60
5.6 15.9
17-4
0.40
1.8
17-5
0.50
8.4
17-6
0.50 0.50 0.60
4.9 390.0 3.0
17-7
0.50 0.90
16.3 1.2
17-8
0.90
143.9
17-9
0.50 0.50 0.70
65.0 311.6 198.8
17-10
1.00 0.90
60.2 27.7
New Discovery Mines Ltd. currently holds renewable permits to mine, process, and dispose of tailings for the Mon Property. A winter road was constructed to the site in early 2021 and a camp, equipment, and supplies were mobilized to site. The north portal will be re-opened and an extension of the main ramp will be driven 200 metres down to the south to allow for cross-cuts to be driven into the A-Zone vein 20 metres below the historic stopes that had produced at around one ounce per tonne. Several thousand tonnes of vein material are planned to be collected during this phase for sampling, testing, and ultimately processing in early 2022. A total of eight personnel would be on the property in 2021 until milling starts in 2022 when an additional four personnel would be needed, with a similar number of people off property on rotation. The concept of starting a mine at 100 tpd proved to be very successful in Yellowknife in the past at the Con Mine, Giant Mine, and Discovery Mine, where nuggety, high-
grade gold mineralization was difficult to assess using diamond drilling. We credit the diamond industry with demonstrating that the grades of very nuggety deposits are best assessed using bulk samples. Drill holes confirm that the deposit is where one believes it to be, and that it is mineralized, but it is not used to develop a grade model. Exploration on the property has traced the A-Zone to the south for an additional 1.5 kilometres, and additional zones have been identified, including shear zone hosted gold mineralization that has returned up to 7.22 gpt gold over a true width of 6.0 metres. No shear zone targets have been drilled on the property. In 2019 a precious metals-rich volcanogenic massive sulphide (VMS) deposit was discovered with grab samples including 360 gpt silver, 2.3 gpt gold, and 5.7 per cent lead plus zinc along a 2,500-metre-long mixed mafic and felsic volcanic horizon. Geophysics has traced this zone to where larger and stronger anomalies lay under cover of overburden and lakes. Drilling is planned in the future. 7
MON GOLD PROPERTY Near Yellowknife, NWT, Canada
Restarting a Past-Producing Mine • Mon Gold is the only gold project in the NWT permitted for production • Bulk sampling program commencing with owned mining equipment and camp on site • Similar to the regional 1m oz, 1 oz/ton gold Discovery Mine • Crown pillar grades up to 688 g/t gold over 0.5 m; 98.8% met recoveries • Further exploration potential for VMS and shear zone gold
SIXTY NORTH GOLD MINING LTD. CSE: SXTY
FRANKFURT: 2F4
OTC-PINK: SXNTF
Contact: Dave Webb, Ph.D., P.Geol., P.Eng., President & CEO p: 604-818-1400 • e: dave@drwgcl.com
www.sixtynorthgold.com 9
Gold Terra continues discovering ounces on the doorstep of Canada’s most prolific past-producing mines in Yellowknife
Above: Inside the core shed in November 2020. Left: Gold Terra is highly encouraged by the continuity of gold deposits associated with the historic gold envelope of the Con Mine and potential of the gold-bearing Campbell Shear.
Gold Terra is well on track to find more gold at their Yellowknife City Project and re-establish Yellowknife as a premiere gold mining district. Yellowknife is known for several historic gold rushes that put the boomtown on the map, starting with the discovery of visible gold on the east side of Yellowknife Bay in 1934. After that initial discovery, gold exploration boomed and the Con Mine opened in 1938. By 1948, the Giant gold mine became the second producing mine within Yellowknife. Although both mines are now closed, the Con and Giant mines established Yellowknife as one of Canada’s premiere mining districts with the production of approximately 14 million ounces of high-grade gold, bringing with it prosperity and the contagious excitement of finding gold in the area. 10
Gold Terra believes there is a lot more high-grade gold to be found in the prolific Yellowknife Gold Belt and their Yellowknife City Gold Project. The company has amassed an 800-square-kilometre contiguous land package covering 70 kilometres of strike length along the main mineralized break known as the Campbell Shear in proximity to the former high-grade Con and Giant gold mines. The Yellowknife City Gold Project is located immediately north, south, and east of the City of Yellowknife and is close to vital infrastructure, including all-season roads, air transportation, service providers, hydro-electric power, and skilled tradespeople. Gold Terra has already outlined 1.2 million inferred ounces of gold north of the former Giant Mine and is currently drilling the Yellorex Zone on the southern extension of the gold bearing structures that hosted the Con Mine. Gold Terra optioned
Gold Terra’s exploration program is run by a seasoned minebuilding management team. Gerald Panneton, executive chairman, is a geologist and former founder, president and CEO of Detour Gold Corporation, where the Detour Lake project grew to over 16 million ounces in reserves and was brought into production in just over six years. David Suda, president, chief executive officer and director is a financial services professional with 11 years of experience in capital markets including managing director at Beacon Securities Limited for four years heading up the institutional trading desk. Joseph Campbell, P. Geo, chief operating officer, is a professional geologist and founder of Gold Terra (formerly TerraX) in 2008. He was instrumental in the acquisition of the Yellowknife City Gold project and prior to that he had a successful career with Noranda and Western Mining Corporation. As the already funded drilling continues, the company anticipates steady news flow through the second half of 2021. Gold Terra is highly encouraged by the continuity of gold deposits associated with the historic gold envelope of the Con Mine and potential of the gold-bearing Campbell Shear. Gold Terra offers a rare opportunity to invest in a world-class high-grade discovery on the doorstep of Canada’s most prolific past gold production. For more information, please go to our website at www.goldterracorp.com/. 7
property from Newmont Ventures Limited and Miramar Northern Mining, adjacent to Gold Terra’s Yellowknife City Gold Project. Winter drilling has outlined more than two kilometres of gold mineralization in the Campbell Shear structure south of the former Con Mine and high-grade gold intersections up to 14.09 g/t Au over 4.65 metres. The company’s experienced and successful technical team believe the Yellorex Zone has the same signature as the gold-bearing zones in the Con Mine. The former Con Mine produced five million ounces of gold from the Campbell Shear structure. Following on very successful winter drilling results, Gold Terra is conducting another 10,000 metres of drilling on the Yellorex Zone with closer-spaced drilling targets. The objective of this Phase 2 drilling program is to delineate a potential gold mineral resource to add to the company’s current 1.2 million inferred ounces and ultimately bring the mineral resource towards the next stages of advanced planning. Once the Yellorex drilling is complete, the potential for more discoveries remains high as the two-kilometre stretch along the Campbell Shear remains open at depth and along strike.
GOLD TERRA RESOURCE CORP. TSX-V: YGT; FRANKFURT: TXO; OTC QX: YGTFF
Multi-million ounce potential in Yellowknife Gold Belt. Drilling to delineate gold underway on high-grade Newmont option claims south of former Con Mine.
www.goldterracorp.com 11
Aurora College transformation Meeting the training needs of the mining industry now and into the future Aurora College is transforming into a polytechnic university in response to the training needed to meet the local, regional, and national labour market demands across the Northwest Territories and beyond. There are wide-ranging benefits to establishing a polytechnic university, including increased social and economic benefits for communities and employers. Hands-on applied learning and research are the hallmarks of any good polytechnic university. Meeting students where they are on their education journey with the right supports, programs, and services at the right time will translate to student success. Successful students can then become part of the workforce for industry employers and others. Areas of specialization are at the core of a post-secondary education institution’s identity. They signal the institution’s teaching and research focus to current and prospective students, educators, researchers, funders, and employers. In October 2020, the four main initial areas of specialization and teaching for the new polytechnic university were announced, including Earth Resources and Environmental Management and Skilled Trades and Technology. Much of the training and research in these areas of specialization will focus on the needs of the mining and resource-based industries and will continue to prepare graduates for all phases of the mining life cycle: from exploration through development and production to reclamation. Polytechnic universities across Canada – many of which have had their roots as community colleges – are all about providing training and research to meet the needs of industry and stakeholder groups. Programs at the college and the polytechnic university will be largely driven by the needs of the NWT labour market. Mining continues to be an important segment of the NWT’s economy and Aurora College will increase employer engagement through collaborative approaches like program advisory committees. These committees will be designed to ensure industry employer’s needs for qualified employees are met through dialogue and discussion. 12
Heavy Equipment Operator (HEO) programs train students on various pieces of heavy equipment used in mining and other industries.
Currently, the college’s Centre for Mine and Industry Training (CMIT) in Fort Smith offers a variety of programs, including: GeoScience Field Assistant (five weeks), Introduction to the Mining Industry (four weeks), Surface Miner, Underground Miner, and Mineral Processing Operator training (12 weeks). Through partnerships with NWT’s diamond mines and the Mine Training Society, paid work experience components are part of mine training programs. Heavy Equipment Operator (HEO) programs train students on various pieces of heavy equipment used in mining and other industries. Aurora College also delivers the Northern Leadership Development Program in partnership with the mining industry and other NWT employers. The polytechnic university will also afford industry the opportunity to engage in applied research. This applied research – in partnership with a program at the polytechnic university – would be undertaken to address an identified need the mining industry currently faces, either with respect to production, innovation, and/or efficiencies. Research partnerships allow a mining company, or industry organization, the opportunity to apply for federal grants. The new polytechnic university will facilitate industry-driven research innovation and excellence. The most significant benefit of a polytechnic university to the mining industry will be the increase of highly qualified individuals for a variety of roles. Graduates in areas of leadership and innovation, business administration, accounting, office administration, human resources, environmental/natural resources monitoring and management, skilled trades and apprenticeships, and technology programs related to the mining industry are just some of the employment-ready individuals Aurora College and the new polytechnic university will continue to produce. 7
Zeroing in on energy in mining BY BROOK THALGOTT, SASKATCHEWAN RESEARCH COUNCIL As industries examine how they can reduce emissions and their carbon footprint, the idea of net zero energy is gaining traction. The mining industry is part of the great energy transition, but has more hurdles to cross, often due to mine sites’ remote locations and in some jurisdictions, lack of connection to the traditional energy grid. However, there are ways to make the march to net zero. Ryan Jansen, Saskatchewan Research Council (SRC) senior research engineer in process development, is an industry expert and has much to say on the subject. GETTING STARTED “Some companies, whether driven by policy, stakeholders, or strategy, will declare their intention to become net zero and then begin analyzing options to get there,” says Jansen. “Other companies, especially ones with a long operational history, will examine pathways to net zero and develop a plan prior to declaring plans to meet net zero energy operation.” Either option can work for companies. It is a matter of deciding which works for your organization. Whether you declare first or examine first, a thorough look at operations is required to get a current state on energy usage, emissions, and more. “An assessment of a mining company’s whole operation can set the baseline. Net zero means more than just energy consumption at a mine site. It also includes air travel, miles driven, waste disposal, and more. It’s the whole energy picture.”
Reducing usage or using energy more efficiently is often where changes can be made first to have the most cost-effective impact on the goal of net zero. Once that data is compiled and assessed, then a company can start making decisions on where to make changes to reduce energy consumption, use energy more efficiently, and shift energy sources where possible. CHANGE FOR THE BETTER “Once you have determined your baseline and can see where work is needed, it’s time to go after the quick wins,” says Jansen. Reducing usage or using energy more efficiently is often where changes can be made first to have the most costeffective impact on the goal of net zero. It’s here where processes can be altered or eliminated to reduce consumption, or technology can be integrated that is more efficient. THE BIG STUFF After the energy load reductions and efficiencies are addressed, attention should turn to energy sources and generation. This is the most complex hurdle on the road to net zero with many established and cutting-edge technologies offering the mining industry opportunities for change. “Reliability is the core matter in this space,” says Jansen. “Mining operations need a reliable energy source all the time. While renewable energy sources can help reduce emissions and carbon footprint, additional technologies and controls should be considered to ensure both reliability and resiliency.”
Solar and wind energy are wellestablished technologies, but storage may be required to ensure that energy is available constantly—or an alternative backup system may be needed. Lakesource or ground-source heat pumps may offer advantages for space heating requirements, and nuclear energy through small modular reactors may be a great asset in the near future. Renewablebased micro and smart grids also offer options for net zero energy goals. The incorporation of renewables, energy storage, conventional generation, and load management in a smart microgrid can provide substantial gains on the pathway towards net zero operation. LET’S DO THIS “There is no straight line to net zero energy,” says Jansen. “Pre-assessment, a deep understanding of your operation, assessing costs and benefits, and setting goals are vital for success. Just the process of getting started will raise more questions.” Baseline assessment is the start, and SRC’s energy experts can help your company determine what steps you need to take to achieve net zero. Net zero energy in mining is possible with the right mix of data analysis, decisions, technology, and expertise to guide the way. SRC offers net zero energy services for the mining industry. Learn more at www.src.sk.ca. 7 13
Advancing your understanding of equity The Inclusion Growth Curve Mining operations are situated across the country, but are especially significant to northern Canada where “mining is the largest private sector driver...employing approximately 8,500 people [and] accounting for roughly one in every six jobs.” (Marshall, 2020). There has been a recent shift within mining companies to reflect the diverse communities in which they operate (Peltier-Huntley, 2019). Under-represented groups, such as women, can help to fill these projected labour gaps and aid in solving challenges the industry faces. Inclusive and diverse workplaces have been found to be more profitable, more innovative, and better places to work.
of treatment for women and men, according to their respective
When considering the road to equity for under-represented groups and the recent shifts towards inclusive and diverse workplaces in the mining industry, we can and should choose to become allies or agents of change. As part of our own personal growth, we can educate ourselves about the historical, systematic, and cultural barriers that under-represented groups continue to face. As you work on setting personal or career goals, WIM/WiNSK challenges you to reflect on where you are on the Inclusion Growth Curve and select an area where you can advance your understanding of equity.
needs. This may include equal treatment or treatment that is
REFERENCES
A goal of Women in Mining and Women in Nuclear Saskatchewan Inc. (WIM/WiN-SK) is to improve gender equity which will flourish in inclusive and diverse workplaces. Diversity is the variety within an organization that is often reflected in demographics, such as gender, race, or sexual orientation. Inclusion is the acceptance and celebration of differences in an organization, which allow people to be themselves. Gender equity is defined as a: “Means of fairness
different, but which is considered equivalent in terms of rights, benefits, obligations, and opportunities.” (Pavlic et al., 2000, p. 5). To create inclusive and equitable workplaces, we need both systemic changes to company policies and practices, or “institutionalizations” (Johnson & Johnson, 2019), and also a shift in collective individual behaviours and attitudes, or “cultural inscriptions” (Johnson & Johnson, 2019). The Inclusion Growth Curve was originally published by Women in Mining’s 2015 National Action Plan as guidance for organizations to navigate systemic and cultural changes. We can also use an individualized Inclusion Growth Curve, shown in Figure 1, as a roadmap for individuals to proceed along their journey to
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Both organizations and individuals may cycle at the bottom of the curve as they struggle with “articulation and definition” (Johnson & Johnson, 2019) of the problems they see or experience or “the debate” (Johnson & Johnson, 2019) around these problems. It is clear that, in order to shift the needle on improving gender equity, we need to move beyond simply producing more recommendations for equity, diversity, and inclusion (Laplonge, 2016) to showing examples of actions. Actions could include showcasing successful implementation strategies and case studies which are shifting culture and systems towards being equitable (Mining Industry Human Resources, 2018; Wells, Williams, Corrigan, & Davidson, 2018).
Johnson, N., & Johnson, G. P. (2019). Teaching critical analysis in times of peril: A rhetorical model of social change. Peitho, 22 (Fall/Winter 2019). Laplonge, D. (2016). A toolkit for women: the mis(sed) management of gender in resource industries. Journal of Management Development, 35(6), 802-813. doi:10.1108/JMD07-2014-0078 Marshall, B. (2020). The case for greater federal investments in northern mining infrastructure. Retrieved from https:// nunatsiaq.com/stories/article/the-case-for-greater-federalinvestments-in-northern-mining-infrastructure/ Mining Industry Human Resources. (2018). Gender equity in
equity. While we might not be in positions to change company
mining works: Case studies report. Retrieved from https://
policies and systems, we can choose to take action as individuals
mihr.ca/wp-content/uploads/2020/02/Mihr-GEM-Case-
to improve company culture.
Studies-EN-web-1.pdf
Figure 1: Inclusion growth curve, shown with descriptions for individuals. Adapted from Women in Mining’s (2017) National Action Plan which outlined a roadmap for organizations to advance equity.
Peltier-Huntley, J. O. (2019). Closing the gender gap in Canadian mining: An interdisciplinary mixed methods study. (Master of Science). University of Saskatchewan, Saskatoon, SK. Wells, M. A., Williams, M., Corrigan, E., & Davidson, V. (2018). Closing the Gender Gap in Engineering and Physics The Role of High School Physics. Retrieved from Ontario Network
of Women in Engineering: http://www.onwie.ca/wp-content/ uploads/2019/02/White-Paper-Final-Draft.pdf Women in Mining. (2017). Welcoming to women: An action plan for Canada’s mining employers. Retrieved from http://wimcanada.org/wim-canada-national-action-plan/ 7
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Commercialization and innovation for mining capacity health check
CEMI has developed a tool and a methodology tailored to the mining sector to assess for commercialization capacity.
Canada’s Centre for Excellence in Mining Innovation (CEMI) is headquartered in Sudbury, Ont. in the heart of a vibrant ecosystem that supports many aspects of the global mining supply chain. CEMI’s role in the mining industry is to solve challenges through advancing innovation.
The commercialization process is pretty much everything that an entity does to successfully support innovation from ideation to commercial uptake. Many different organizations across Canada and from around the world are active in supporting the commercialization process.
Charles Nyabeze, vice-president of business development and commercialization, believes that an organization’s commercialization and innovation health status is directly correlated with that organization’s ability to successfully see innovation through the commercialization process.
CEMI’s niche lies in advancing late-stage developed technologies through a very specific area of the commercialization valley of death (CVD), which is the place where good ideas go to die. The strong health status of an organization’s commercialization capacity will enable it to successfully navigate through the
CVD. CEMI has developed a tool and a methodology tailored to the mining sector to assess for commercialization capacity. Innovation Commercialization Capacity Assessment (ICCA) is conducted over a 90 to 120 minute interview with relevant decision-makers and influencers. Getting an ICCA is equivalent to going to the doctor for a full health check. The ICCA tool provides a snapshot in time of current organizational capacity to commercialize innovations. Moving a product or service through the commercialization cycle requires organizations to have business
CEMI’s niche lies in advancing late-stage developed technologies through a very specific area of the commercialization valley of death (CVD), which is the place where good ideas go to die. 16
resource execution capacity. This means that the business has to have the capacity to support the end-to-end commercialization cycle. The ICCA is intended to provide organizations with insights into the potential capacity gaps that are inhibiting the organization to fully accelerate the commercialization of innovations. The outcome of the ICCA is a report that can be used to rationalize activities to close identified gaps. CEMI blocks and provides various services that help close identified gaps. Through the ICCA, CEMI will conduct a gap analysis in the following eight areas: 1. Innovation; 2. Marketing; 3. Operations; 4. Administration; 5. Human Resources; 6. Financials; 7. Globalization, and 8. Product Development. An organization that has the most capacity in these eight areas tends to be better positioned to accelerate the commercialization of innovation. Each of the eight areas of assessment has a series of qualifying questions. In total, there are 39 questions that span the eight assessment areas. Each of the 39 questions has a defined key term that brings focus to the area of capacity. The assessment also flushes out opportunities for CEMI to send referrals to appropriate integrators and other ecosystem support organizations. Here is a breakdown of the intention behind each area of assessment: INNOVATION Ensuring the proper innovation capabilities, support, mentality and systems are in place. This includes assessing corporate culture, innovation metrics, and communication. MARKETING Ensuring preparation for market
intelligence, value proposition, business model understanding, and marketing/ promotional tools. This includes assessing market research, digital marketing, and external engagement. OPERATIONS Ensuring successful product/service
FINANCIALS Ensuring proper financial controls, financial acumen, funding and investment awareness, and planning. This includes assessing experience with financing, existing revenues, and the ability to manage financial resources.
development, manufacturing,
GLOBALIZATION
logistics, and service implementation.
Ensuring the capacity and capability to bring the entity’s services or products to the international market. It also measures the entity’s going global strategy. This includes assessing the existing global market intelligence, regulatory compliance, and cultural sensitivity and awareness of the entity.
This includes assessing production capabilities, supply chain engagement, and tracking systems. ADMINISTRATION Ensuring proper business controls and readiness for legal/accounting and other administrative requirements. This includes the management of intellectual property, certifications, contracts, and research and development (R&D). HUMAN RESOURCES Ensuring proper alignment between people and the work to be performed. It also looks at appropriate business functions. This includes assessing the existing team, training, programming, incentives, and other gaps.
PRODUCT DEVELOPMENT Ensuring a sequential order of steps is followed that involves the idea generation, screening, designing, developing, testing, and marketing of newly produced or newly rebranded processes, products, or services. For more information on the Innovation Commercialization Capacity Assessment (ICCA) tool and methodology contact CEMI through www.cemi.ca. 7 17
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