Ontario Mineral Exploration Review - Spring 2013 by DEL Communications Inc.

Ontario Mineral

ExplorationREVIEW

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Spring 2013

Another stellar year for Ontarioâ&#x20AC;&#x2122;s mineral sector Phase II amendments to Ontario Mining Act now in effect Ontarioâ&#x20AC;&#x2122;s opportunity: achieving sustainable development in minerals resource development The top 10 issues mining companies may face

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Ontario Mineral

ExplorationREVIEW Another stellar year for Ontario’s mineral sector: MNDM

Red Lake: golden past, brilliant future

Abitibi geophysics interview with the Ontario Mineral Exploration Review

Ontario Exploration Corporation offers grants to prospectors

From the bush to the boardroom: the value of top-to-bottom exploration services

Canada: Phase II amendments to Ontario Mining Act now in effect

Belmont Resources Inc. – a diversified resource exploration and development company

Mining and tourism – forging ahead

LMI – Thunder Bay’s hidden industrial secret

Technical innovations in geochemistry

Deloitte’s Tracking the Trends 2013: the top 10 issues mining companies may face

Minimize downtime and maximize profit with Bull Powertrain

Increasing Aboriginal engagement in mining through collaborative pre-employment training

BDI Canada helps mining companies to maximize efficiency

Ontario’s opportunity: achieving sustainable development in minerals resource development

The generational chasm: bridging the gaps

The new Argo 8x8 XTI sets a new benchmark for handling extreme terrain

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Engineering success in Northern Ontario

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Hearst Air Service Ltd. provides mining companies with remote fly-in services to Northern Ontario

Index to advertisers

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Spring 2013

Ministry of Northern Development & Mines Message

Another stellar year for Ontario’s minerals sector Ontario’s mineral sector continued its string of stellar performances in 2012. Exploration and deposit appraisal expenditures continued at near-record levels, new mines continued to reach commercial production and financial markets continued supporting mineral development and exploration. Nothing less is expected from the province that is Canada’s leading jurisdiction for both mineral exploration and mineral production—the province that is consistently among the top 10 jurisdictions for exploration spending globally. The province has been a major supplier of metals and industrial minerals to the world for more than a century and is well-positioned to continue doing so into the future. Ontario takes pride in being a mining-friendly jurisdiction with a superior investment climate and tremendous growth potential. Ontario’s Mineral Sector Success Ontario is one of the most attractive destinations for mineral sector investment in the world. It features favourable geology, large capital markets, competitive business tax regimes, a stable regulatory environment and a government supportive of the industry. Ontario is blessed with diverse geological endowment with vast regions of high mineral potential. Ontario produces more nickel, gold, silver and platinum group metals than any other province or territory in Canada. It continues to be a top 10 global producer of nickel and platinum group metals and a top 20 global producer of gold, copper, silver and zinc. It is also part of a select group of jurisdictions that produce, process and market diamonds. Ontario’s capital city of Toronto is the mine-finance capital of the world. The prov4

Ontario Mineral Exploration Review

ince is home to an unparalleled concentration of mining technical, financial and legal expertise which support domestic and international mine development. In fact, close to 60 per cent of all publicly traded mining companies are listed on Toronto’s TSX and Venture Exchanges and account for 40 per cent of the world’s mining equity capital. The Ontario government is committed to ensuring clear rules for advancing sustainable mineral development. By working together with stakeholders and Aboriginal communities, the modernized Mining Act reflects today’s realities. These new rules and tools establish a framework for consultation with potentially affected Aboriginal communities, while helping to build positive relationships with surface rights owners and providing greater clarity and certainty to industry. Ontario has one of the most innovative and reputable mining supply and services sectors in the world, with expertise in all related disciplines from mineral exploration right through to mine closure. In recent years the annual output of the Northern Ontario mining supply and services sector, alone, has been valued at $5.5 billion. The growth in this sector has been immense and its global reach is growing—the international reputation of Ontario’s mining-related goods and services is impressive. Ontario’s competitive, stable and transparent tax regimes appeal to mineral developers. A focused flow-through tax credit of five per cent, for example, encourages mineral exploration. Additionally, there are significant tax benefits for new or expanding mines and particularly for new mines in remote areas. Power drives the mineral development industry. With this in mind, Ontario proposes

to extend its Northern Industrial Electricity Rate Program. The program supports Northern Ontario’s largest industrial consumers in reducing energy costs, which helps sustain employment and maintain the sector’s global competitiveness. Furthermore, Ontario continues investing in services such as geological mapping and the digitization of geoscience information to help Ontario’s mineral exploration sector identify areas of economic opportunity. Eyes firmly on the future, government, industry and academia have established a burgeoning nucleus of research and development focused on making mining safer, more efficient and more profitable. Organizations such as the Northern Centre for Advanced Technology at Cambrian College, the Mining Innovation Rehabilitation and Applied Research Corporation, and the Centre for Excellence in Mining Innovation at Laurentian University are pushing the boundaries of mining innovation. Mining and Mineral Exploration in Ontario Early estimates indicate that mineral exploration and deposit appraisal expenditures in Ontario for 2012 reached $982 million, representing approximately 25 per cent of mineral exploration expenditures for all of Canada. There are more than 600 active exploration projects throughout Ontario, ranging from early development right through to feasibility-stage projects. They can be found in both traditional and emerging mining camps. It is important to note that junior mining companies continue to play a very important role in the discovery of mineral deposits, accounting for over half of Ontario’s exploration expenditures.

Ontario has one of the most innovative and reputable mining supply and services sectors in the world, with expertise in all related disciplines from mineral exploration right through to mine closure. The Ontario mining industry spends more than $2 billion dollars annually on goods and services, 75 per cent of which is within the province. The mining sector also supports about 27,000 direct and 50,000 indirect jobs. The value of mineral production in 2011 was $10.7 billion, an increase of $2.6 billion from 2010. There are 41 mines currently operating in Ontario including 14 base metal mines, 15 gold mines, one primary palladium operation, one diamond mine and ten industrial mineral operations. Capital investment in new projects in Ontario has climbed from $600 million in 2002 to over $3 billion in 2011. As a result, new mines such as Wesdome Gold Mines Ltd.’s Mishi Gold Mine, AuRico Gold Inc.’s Young Davidson Mine and Lake Shore Gold Corp.’s Bell Creek Mine all reached commercial production in 2012. Also in 2012, Armistice Resources Corporation reported its first shipment and sales of gold concentrate from its McGarry Mine development project. First Nickel Inc. re-opened the Lockerby Mine with a goal of reaching full production in the first quarter of 2013. After several years of development activities, a number of projects are expected to reach production in 2013. Detour Gold Corporation is rapidly advancing its massive Detour Lake Project north of Cochrane. The first gold pour is anticipated in early 2013. In Timmins, the legendary Hollinger Mine will be rejuvenated when Goldcorp begins open-pit production. Meanwhile in Sudbury, Xstrata and Vale are quickly advancing their respective Fraser Morgan and Totten nickel-copper-platinum group metals projects. All three operations are expected to reach commercial production in 2013. In the Thunder Bay area, North American Palladium Ltd. continues progress on its major expansion of the Lac des Iles Mine. In the prolific Red Lake gold camp, Goldcorp Inc. is advancing its projects and has recently reported that the high-speed haulage drift from its Red Lake Mine over to the Coche-

nour/Bruce Channel Project is 60 per cent complete. The Cochenour Mine is expected to produce its first gold in 2014. Northern Graphite Corp. continued to explore and develop its Bissett Creek graphite property in 2012. It has reported that metallurgical testing has succeeded in purifying spherical graphite up to 99.99 per cent graphitic carbon. Gold continues to be the mineral exploration industry’s commodity of choice. About 75 per cent of the more than $1 billion mineral exploration expenditures in Ontario in 2011 was directed towards gold, almost all in Northern Ontario. The decade-long bull market for gold has resulted in the delineation of over 20 advanced-stage gold projects, many of which are rapidly advancing toward production. With the exciting mineral discoveries like those in the Ring of Fire in Ontario’s Far

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North, the future of the industry looks very bright. Although in the very early stages of development, vast deposits of chromite being developed by Cliffs Natural Resources Inc. and the nickel-copper-platinum group metals project being developed by Noront Resources Ltd. will add to Ontario’s stature as a global mining force. Outlook for 2013 The outlook for 2013 remains positive for Ontario’s mineral sector, particularly if global commodity prices hold. Since adopting its Mineral Development Strategy in 2006, the province has been committed to ensuring the long-term sustainability, global competitiveness and community development through a range of actions. Our successes today are the stepping stones on the road to future mineral development and prosperity. We look forward to you joining us on our journey.

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Spring 2013

Red Lake:

golden past, brilliant future

Starratt Olsen Gold Mine headframe, circa 1940s.

With the value of gold hovering around $1,700 per troy ounce, Red Lake’s mineral production and exploration firms continue to work toward implementing major mine infrastructure improvement initiatives. Goldcorp Red Lake Gold Mines, Rubicon Minerals Inc., and Claude Resources Inc. are examples of mining companies investing millions of dollars in new state-of-the-art infrastructure and innovative mining techniques to realize previously unobtainable production goals. Located in one of the world’s most prolific gold districts, Red Lake is a top producer for Goldcorp, yielding in excess of 600,000 ounces annually at low production costs. The rehabilitation of its Cochenour Willans mine site is a current example of infrastructure investment for the future. The Cochenour project is an important part of Goldcorp’s long-term plans in the Red Lake district, and is anticipated to provide sustained, high-quality gold production beginning in late 2014. The Cochenour/Bruce Channel deposit is located down-dip from the historic Cochenour Willans mine site. To access the resource, the existing Cochenour shaft is being widened, while at the same time a fivekilometre underground haulage drift is un6

Ontario Mineral Exploration Review

der construction that will allow efficient ore hauling from Cochenour to existing processing facilities at Red Lake’s Campbell milling operation. The drift also opens up “at depth” exploration of five kilometres of untested ground, dissecting one of the world’s richest gold districts. The Cochenour to Balmertown haulage drift is advancing at a rate of approximately 18 feet per day, and is over 60 per cent complete. Once the Cochenour Mine is fully operational, the haulage drift outfitted with its underground high-speed tram is expected to transport 1,500 tonnes of unprocessed ore per day for refining. Rubicon Minerals Corporation is an exploration and development company focused on developing its flagship Phoenix Gold Project in Red Lake, Ontario. Rubicon’s focus is in high-grade gold-producing areas of North America. The company owns over 100 square miles of prime exploration ground in the prolific Red Lake gold camp of Ontario, Canada. A significant high-grade gold discovery referred to as the Phoenix Zone is a deposit located in a jurisdiction with low political risk. The Phoenix Gold Project is fully permitted and Rubicon is fully funded to develop the project. The Phoenix Project is 100 per cent controlled by Ru-

bicon in the heart of the Red Lake, Ontario gold district, home to Goldcorp’s Campbell Red Lake Mine. The Phoenix Project’s infrastructure improvements include: • 44KV connection to Hydro One’s electrical grid • Shaft access with modern hoisting plant • Shaft deepening in progress, currently at >500m depth • All-weather road completed, connecting Rubicon to Red Lake • New headframe under construction • Modern hoisting facility: 2,500 horsepower, 14-foot diameter hoist • 59,000-square-foot mill processing facility and tailings impoundment under construction • Lateral development to date: 2,750 metres • Raising to date: 625 metres The Madsen Gold Project comprises approximately 10,000 acres. Located on the southwestern part of the Madsen Property is the historic Madsen gold mine and mill. Situated in the prolific gold-producing Red Lake camp only 20 kilometres from Goldcorp’s high-grade Red Lake mines, the property is accessible from Highway 618. The mining infrastructure includes a mill with 500 tonnes, a functioning 4,125-foot-deep timbered shaft and a tailings management

facility. All existing infrastructure is fully permitted. The Madsen Gold Project at Red Lake, Ontario represents a significant exploration opportunity for Claude Resources. Since 2008, Claude has demonstrated the potential for discovery of high-grade gold deposits and provided and updated National Instrument 43-101 Technical Report on the property. From 1938 until the mine’s closure in 1976, gold production exceeded 2.4 million ounces. Historic production exceeded 100,000 oz/year and was derived from both the “Tuff ” and “8 Zone” Trends. One of the most significant infrastructure investments that Red Lake has ever seen was completed at the end of 2012. A $39-million natural gas pipeline has been extended almost 50 kilometres from the old Griffith Iron Ore mine to service Cochenour, Balmertown and Red Lake. Federal and provincial government, Goldcorp, Union Gas and the Municipality of Red Lake collaborated and forged partnerships to fund this energysavings initiative. In fact, new residential, commercial and industrial developments will enjoy, and retrofitted business and residents are enjoying, 50 to 70 per cent energy savings from natural gas installations. With natural gas routed along Red Lake’s new fully serviced 20-acre Highway Commercial area, more investment activity is anticipated. Within this Highway Commercial area Tim Hortons and Super 8 Motel are fully operational and very busy. Increased airport passenger use has been expedited from the new larger, energy-efficient Airport Terminal Building (ATB). Retail/restaurant lease/space opportunities are available within the ATB and the associated Airport Business Park for aviation-related businesses. Red Lake’s past mining history, current high levels of exploration activity, and outlook to a brilliant future provide potential investors, businesses and industries immediate and “golden” opportunities! For more information please contact Bill Greenway, economic development officer by phone: (807) 735-2096 ext. 238 or email: bgreenway@redlake.ca. The Municipality of Red Lake was proud to exhibit (Booth 0752) at the 2013 Prospectors & Developers Association of Canada International Convention March 3rd – 6th in Toronto, Ontario.

Old Cochenour Willans Mine from McKenzie Island.

Goldcorp Red Lake Gold Mines Campbell Complex.

View of Goldcorp Red Lake Gold Mines from downtown Balmertown.

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Abitibi Geophysics interview

with the Ontario Mineral Exploration Review Ontario Mineral Exploration Review (OMER): Following the article on your ARMIT combined B-field & dB/dt sensor published in our fall/winter edition, can you give us an update on ARMIT? Abitibi Geophysics Inc. (AG): During the fall and winter, our engineering team has continued to work on ARMIT to finalize the design. Production has started with new units being deployed as soon as all QCs have been passed. In addition to the innovative instrumentation, we have also looked at how we can improve survey efficiency. We can reduce the time required to conduct low-frequency surveys that are often used in exploration for highly conductive targets such as Ni sulphides. Using the 16-channel SMARTem24 receiver, we are able to record the signal from two ARMIT sensors simultaneously; this increases production, making low-frequency surveys more affordable.

OMER: InfiniTEM has been available since 2005, are there any cases where you can say that the use of this technique has led to the discovery of a deposit that may not have been detected with a conventional approach? AG: Undoubtedly! One such example is the Virginia Mines’ Coulon basemetal property located in the James Bay region of Quebec. In 2006, InfiniTEM located an anomaly that had been undetected by previous EM techniques. The target was drill-tested and yielded 4.49 per cent Zn, 0.60 per cent Cu, 1.37 per cent Pb, and 59.20g/t Ag over a 3.50-metre interval. In the winter of 2012, Borehole InfiniTEM was deployed in two barren holes on the property and identified two off-hole conductors. Subsequently, five holes were drilled and intersected two horizons of disseminated to massive sulphides. The best results to date include 11.06 per cent Zn, 1.87 per cent Cu, 26.45g/t Ag and 0.16g/t Au over 11 metres (courtesy: Virginia Mines [www.minesvirginia.com]). OMER: You claim that the IPower3D IP system can “see” through thick, conductive overburden that would be impenetrable to conventional IP. How do you achieve this?

ARMIT combined B-field & dB/dt sensor, 2013. Photo credit: Eric Gilbert, Abitibi Geophysics.

OMER: Abitibi Geophysics has invested a lot of time and effort into developing state-of-the-art TDEM systems. Do you think that you will see a return on this investment while remaining competitive? AG: It is our goal to be the best at what we do and we cannot achieve this without investing in innovation. As the big mineral deposits are depleted and all the easy-to-find mines are found, exploration is driven into more and more complex and challenging environments. The Ring of Fire in the James Bay lowlands of Northern Ontario is a prime example of this. Huge mineral potential lies beneath conductive overburden, hidden from prospectors and conventional geophysics alike. We feel that it is in places like this where our new innovations will play an important role in future discoveries. 8

Ontario Mineral Exploration Review

AG: The Secret of IPower3D is in the electrode configuration. Instead of reading just along lines as with conventional IP our readings take sweeps at many angles, maximizing the geometric factor, allowing us to record chargeability responses that would otherwise be within the noise envelope. In addition to penetrating conductive overburden, IPower3D is a true 3D survey because data is obtained from all angles through the sub surface. This allows us to generate accurate 3D models of chargeable zones that can then be used for drill targeting.

Three-D Chargeability model created from inverted IPower3D field data.

As the big mineral deposits are depleted and all the easy-to-find mines are found, exploration is driven into more and more complex and challenging environments. OMER: In the two years of production with IPower3D, have you encountered any limitations with the system? AG: Of course, at Abitibi we are never satisfied when something just works — we always think, How can we improve this? IPower3D is no exception—over the past year, we have been working to extend the capabilities of the array, allowing us to read lines from 500 metres to 2,000 metres using one receiver set-up. We have also modified our reading sequence and array setup to allow us to capture more 3D data with a greater depth of investigation. We will soon take delivery of our new IPower3D custom cables; these will replace the multiple strands of wire that we currently use to connect our electrodes to the receiver, and will simplify field operations and reduce the time required to lay and manage individual wires on the lines.

OMER: What are the principal applications of a borehole gravity probe? AG: Gravilog can be used to locate zones of excess mass due to massive sulphides, or other high-density ores, verification of surface gravity anomalies, association of mass, or in the case of graphite, lack of anomalous mass, with conductors. If sufficient holes are surveyed, inversions can be performed yielding a 3D density model. We have had significant interest from companies working in the Labrador Trough wanting Gravilog to assist with resource estimates for iron ore projects.

OMER: We have already discussed ARMIT, InfiniTEM and IPower3D; what other innovative solutions has Abitibi brought to production? AG: We are now the exclusive provider of the Scintrex GRAVILOG borehole gravity probe in North America. This sensor is based on the highly successful Scintrex CG-5 technology, but miniaturized so it is actually smaller than a golf ball! Having a diameter of only 48 millimetres allows BQ holes (without casing) and larger to be surveyed to a maximum depth of 2,300 metres. Despite the diminutive size, this probe offers sensitivity of five µGal.

Gravilog sensor shown next to a golf ball for scale.

For more information, please visit www.ageophysics.com.

Spring 2013

Ontario Exploration Corporation

By Lisa Fattori A funding program by the Ontario Exploration Corporation (OEC) is helping prospectors to offset some of the costs associated with working their claims. The three-phase program gives successful applicants up to $85,000 to help fund prospecting activities such as drilling and sampling. In return, the OEC keeps a royalty, up to 1.5 per cent net smelter return (NSR), a portion of which prospectors can buy back up to 11 years after receiving the funds. “This program puts more prospects forward and the more we find, the more of an economic generator it is for the province,” says Garry Clark, president of the OEC and executive director of the Ontario Prospectors Association (OPA). “Some people are concerned about the royalty, but there is the option to buy back part of the NSR and three prospectors have done that.” Owned by the OPA, the OEC is a for-profit corporation that was established to invest in mining lands that have high economic potential. Founded in 2002, the OEC’s grant program replaced the provincial government’s Ontario Prospectors Assistance Program (OPAP), which also awarded grants to prospectors, but had no royalty attached. Of the $3 million initial funding from the Northern Ontario Heritage Fund Corporation, approximately $1.8 million re-

Ontario Mineral Exploration Review

Leckie Lake.

mains. Sustainability of the program is achieved through royalties on the mining lands. The first phase of the funding program is $10,000, half of which is given up front. The other $5,000 is awarded after the prospector files an assessment report with the Ministry of Northern Development and Mines. The OEC takes a one per cent NSR on this initial $10,000. If a claim proves to have no economic potential, the prospector is under no obligation and doesn’t have to pay back the funds. For successful claims, however, prospectors can apply for phase two, $25,000, and another $50,000 for phase three of the program. For the second and third phases, the OEC takes another 0.25 per cent each, for a total of 1.5 per cent NSR. “The first $10,000 may fund trenching and the sampling of soil and the next $25,000 could cover stripping with a backhoe,”

Photos courtesy: John Scott, P. Geo.

offers grants to prospectors

Clark says. “With the third-phase $50,000, a prospector could drill a couple of holes and then, maybe, a junior company will jump on the project.” While the OEC has awarded funds for approximately 170 claims, only one project has received phase-two funding. The program spurs greater exploration activity, however, and has led to a number of successful projects that have been optioned by junior mining companies. “The OEC gives you money to work with and pays for the assays and their transportation,” says one OEC recipient who has received funding since the program’s inception. “If you get results, you can pass it on to a company that can further the work. We’ve passed on projects to juniors and also to a producing mining company.” The application for the OEC fund is available on the OPA website. Applicants must also submit a prospecting proposal that outlines details of the project, such as location, accessibility, geology and a summary of all previous work done on the property. A third-party consultant reviews the applications for completion and economic potential, and then makes recommendations about funding to the board. Approval for funding is not limited to precious metal exploration, but can include industrial minerals, such as lithium, as well as building stone. The OEC provides prospectors with another source of funding, and becomes all the more attractive in times of tighter financing. Eligible claims have the opportunity to become, if not the next Hemlo, then a viable project that catches the interest and deeper pockets of a junior mining company.

“The response to the funding is very positive; people are happy that there is a source of funding,” Clark says. “This money helps to fill the gap between what a prospector finds in the ground and getting a junior company interested in the claim.” Ed Holbik Greenwater.

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Spring 2013

From the bush to the boardroom:

The value of top-to-bottom exploration services In 2007 geologists Neil Pettigrew, Caitlin Jeffs and Michael Thompson saw a need in the mineral exploration business for a vertically integrated exploration consulting firm. The sector was booming and the majority of the established consulting firms only dealt with higher-end work: resource estimations, preliminary economic assessments and feasibility studies, etc. As a result of this, many junior resource companies found themselves with a revolving door of independent contract geologists for on-the-ground exploration, and an overbooked established consulting firm for their resource estimate. The result was little continuity of knowledge on the project and when the all-important resource estimate was completed, it was done by individuals with little knowledge or attachment to the project. In the spring of 2007, the three partners founded Fladgate Exploration Consulting Corporation, adopted the motto “From the Bush to the Boardroom”, and commenced assembling a team with experience in everything from claim-staking to resource estimation to corporate management. Since 2007 the partners have put this motto into practice and have grown Fladgate into one of the largest firms in the province, with notable clients including PC Gold, Tamaka Gold Corporation, and Kesselrun Resources Ltd.

Fladgate is based in Thunder Bay, Northwest Ontario, with a branch office in Vancouver, B.C. Unlike many consulting firms, the vast majority of our staff are full-time employees who live in Thunder Bay and have a long history with the firm. Our corporate culture has resulted in very little turnover even during the boom times and as a result, we are blessed with a tight-knit, highly motivated group that works as a team. Although Fladgate does provide individual geologists and geotechnicians to a wide range of clients for short-term programs, our specialty is long-term partnerships with select clients to develop and advance complex projects such as PC Gold’s Pickle Crow mine and Tamaka’s Goldlund project. In these types of projects, Fladgate’s vertically integrated structure shines. We are able to fully manage the exploration program for the client and provide continuity of staff and knowledge, as well as provide ongoing 3D modeling to assist in targeting and then apply our intimate knowledge of the deposit to the eventual resource estimate. Northwest Ontario is Fladgate’s backyard and continues to be our largest area of operation. Our long history in the area means we have developed excellent relationships with local suppliers, government agencies, drillers, and engineering firms. These longWho is Explora the course fo tio Geolog n, Mine & Re r? source ists Govern , Industry & m and Me ent Geochem ists tallurgis ts

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Ontario Mineral Exploration Review

term relationships allow us to mobilize and finish complex projects quickly and costeffectively. Although the majority of Fladgate’s clients are in Ontario, we have worked and continue to work throughout Canada—as well as internationally, most notably in Chile with long-time client Red Metal Resources Ltd. Fladgate has several native Spanish-speaking geologists on staff and has an intimate knowledge of Chilean geology and mining law. Fladgate’s geological staff have an even more diverse range of experience, from Australia to Southeast Asia to Africa. Fladgate also brings to the table an indepth knowledge of many commodities including gold, copper, nickel, PGEs, lithiumREE, uranium, and iron ore. In fact, we have become the “go-to” firm for iron ore expertise as of late, with notable projects including Bending Lake Iron’s Bending Lake, and Canadian Orebodies’ Haig inlet (Nunavut) deposits. Fladgate’s expertise consists of four core areas: Geology – Fladgate’s geological team is the heart of the firm. We have extensive experience managing exploration programs, geological targeting, and project development. Our staff’s expertise covers the spectrum from surficial geology to geochemistry to structure. We have geologists on staff with in-depth knowledge of virtually every mining camp in Ontario. Technical Services – Our technical services group is integral to carrying out effective exploration programs. We have excellent connections to local labour in northwest Ontario, labour managed on the ground by our senior geotechnicians. We offer geotechnical services for staking, prospecting, line-cutting, and trenching, though we are best known for our ice-road expertise. We have five years of experience in building ice

The Fladgate Exploration team during the expansion of our Thunder Bay office.

roads in Ontario for ice-based drill programs (most notably for Magma Metals, now Panoramic Resources Ltd.) and have built as many as six separate roads for different clients in one season. Resource Estimation – Fladgate’s inhouse resource team and our associates possess extensive experience and knowledge in many commodities and deposit types. We use both Gemcom and Datamine software, providing flexibility to clients, and we are set up to handle large historical datasets. Most importantly, we work with the client to make sure that the geological model, and not just the statistics, dictates how the resource is estimated. Corporate Management – Fladgate’s corporate management team is composed of officers and directors of several public companies including PC Gold, Kesselrun Resources Ltd., Red Metal Resources Ltd., and Fairmont Resources Inc. Working closely with DaCosta Management out of Vancouver, Fladgate is able to manage all TSX-Venture and OTC filings, financings and strategic management of public companies.

A successful resource company requires expertise in all aspects of its business, whether it is at the initial stages of exploration, moving forward with a resource estimate, or assisting in a corporate direction. Fladgate provides highly qualified people no matter

what the client’s needs, just as our motto states “From the Bush to the Boardroom”. For more information, please give us a call at 807-345-5380 or visit our website www.fladgateexploration.com.

Spring 2013

Canada: Phase II amendments to Ontario Mining Act now in effect Article by Allan Goodman, Grant McGlaughlin and Lyndsay Hatlelid – Goodmans LLP The previously announced amendments to the Ontario Mining Act (the “Act”), which came into force on November 1, 2012, will have a substantial impact on the activities of exploration stage mining companies. The Phase II amendments contemplate considerable consultation and cooperation between exploration stage mining companies and Aboriginal groups and open the door for companies to undertake voluntary rehabilitation projects without assuming liability for pre-existing environmental issues. Highlights of the amendments include: 1. Duty to Consult. Amendments clarify that the purpose of the Act is to promote mineral exploration and development in a manner that recognizes and affirms Aboriginal and treaty rights and to facilitate ongoing engagement by industry members with Aboriginal communities. Accordingly, the rules impose a mandatory duty to conduct Aboriginal consultation in connection with most stages of early exploration, including when developing an exploration plan and when applying for an exploration permit (discussed below). The rules are also aimed at building positive relationships with other surface rights holders; therefore, proponents have a duty to notify rights holders of proposed or planned activities in these stages as well. 2. Compulsory online education program. Effective immediately, every person holding or applying for a prospector’s license, and every person classified as a “qualified supervisor” for the purposes of exploration plans and permits, is required to complete a compulsory online education program

known as the Mining Act Awareness Program (“MAAP”) within certain time periods. 3. Requirements for identifying sites of Aboriginal Cultural Significance. Prior to staking, prospectors must check the Minister of Northern Development and Mines (“MNDM”) online CLAIMaps application to determine whether an area has been withdrawn from staking as a result of the area being classified as a site of Aboriginal cultural significance. 4. Amendments to the claim staking process. All applications to record a ground staked mining claim in unsurveyed territory on or after November 1, 2012 must include GPS georeferencing data. 5. Introduction of exploration plans. Effective April 1, 2013, proponents conducting specified early exploration activities will be required to prepare and submit an exploration plan unless the activities fall below minimum thresholds. The plan must summarize the early exploration activity and timing, provide a map of the general location where proposed activity is to occur and confirm that the qualified supervisor for the plan has completed the MAAP. Once the plan is complete, the proponent must conduct Aboriginal consultation and notify surface rights holders. Exploration plans must be submitted to the MNDM but are not subject to Ministry review. 6. Exploration permit requirements. Other early exploration activities will require an exploration permit. Additionally, a Director may require an exploration permit where the Director is of the opinion that a permit is necessary to address Aboriginal or treaty rights or where the activity is to take place on lands for which the Minister has issued notice of an intent to order surface rights restrictions. In order to apply for a permit, the proponent must notify all surface rights holders and is required to consult with Aboriginal groups. The Director is required to make a decision

Ontario Mineral Exploration Review

Allan Goodman.

Grant McGlaughlin.

Lyndsay Hatlelid.

on whether to issue the permit, with or without specific terms and conditions, within 50 days of Aboriginal consultation (the â&#x20AC;&#x153;circulation dateâ&#x20AC;?). Permits are effective for a period of three years, and all activities under the permit must be performed in accordance with the new Provincial Standards for Early Exploration (available here on the MNDM website: http://www.mndm.gov.on.ca/sites/default/files/ null/provincial-standards-for-early-exploration-nov1.pdf).

mission of a closure plan. The MNDM will review the notice and provide written direction as to which Aboriginal communities are to be consulted and whether interim consultation reports will be required. The proponent must prepare a consultation report and file it along with the certified closure plan or amendment. Financial assurance for the plan must be submitted to the Financial Assurance Coordinator.

7. Amendments to bulk sampling rules. Under the new rules, samples of materials under 100 tonnes do not require permission for bulk sampling under the Act. All bulk samples greater than 1,000 tonnes require an Advanced Exploration Closure Plan under Part VII of the Act.

10. Protection from liability for voluntary rehabilitation projects. The new rules shield companies and individuals who undertake voluntary rehabilitation of mine hazards not created by them from liability for pre-existing environmental issues on the site, subject to compliance with certain requirements including: completing a voluntary application form, notifying surface owners and claim holders and conducting Aboriginal consultation prior to commencing rehabilitation work.

8. Amendments to assessment work credit claims. Assessment work credits may be claimed for reasonably incurred expenses relating to Aboriginal consultations, the submission of GPS data on certain mining claims in unsurveyed territory and payments in lieu of actual assessment work. 9. Amendments to rules governing closure plans. All projects initiated after November 1, 2012 will require Aboriginal consultation prior to the submission of a certified closure plan or certified closure plan amendment. Proponents submitting closure plans or amendments for advanced exploration and mine production stage projects are required to submit a Notice of Project Status (or Notice of Material Change) to the MNDM in advance of sub-

Previously published online on Mondaq.com: http://www.mondaq. com/canada/x/207928/Mining/Phase+II+Amendments+To+Onta rio+Mining+Act+Now+In+Effect. Reprinted with permission from Goodmans LLP. The content of this article does not constitute legal advice and should not be relied on in that way. Specific advice should be sought about your specific circumstances. Specific questions relating to this article should be addressed directly to the authors. Online: www.goodmans.ca.

Spring 2013

BELMONT RESOURCES INC. – A DIVERSIFIED RESOURCE EXPLORATION AND DEVELOPMENT COMPANY Lumby/Bufo Property, Atikokan, Ontario Since 2010, Belmont has been exploring its 3,127-hectare (23 contiguous mineral claims) property in the Atikokan, Ontario area known as the Lumby/Bufo (“LB”) claims. The property adjoins on strike to the north-northeast with the Osisko Mining Corp. (former Brett Resources Inc.) “Hammond Reef Deposit”. The LB property is located approximately 160 kilometres west of Thunder Bay, and 40 km northeast of the former mining town of Atikokan. Osisko’s Hammond Reef deposit (530.6 million tons at an average grade of 0.62 grams per tonne gold for 10.5 million ounces and based on a cut-off of 0.30 gram per tonne gold1) is related to the northeast-trending Marmion shear; numerous historic gold occurrences in the Marmion batholith are associated with similar parallel northeast structures. Since acquiring the property, Belmont has conducted over $500,000 worth of exploration expenditures and drilled 13 holes totaling 3,465 metres. The property and surrounding area have been of interest to mineral exploration companies since the discovery of a high-grade gold-bearing float boulder at the west end of Lumby Lake made by the Geological Survey of Canada in 1937. This boulder was reported by the GSC to contain several ounces of gold per ton. The claim group has potential for the discovery of high-grade gold, silver and base-metal deposits as proven by the exploration work carried out by Atikokan Resources Inc. from 1994 to 2004. Atikokan Resources made a significant high-grade silver-base metal discovery at the east end of Lumby Lake, reporting grab samples from the main showing assaying up to 416 ounces/ton silver, 25 per cent lead and 15 per cent zinc. A 300-ton bulk sample extracted in 2003 averaged 15 ounces /ton silver. The volcanic rocks of the property and area consist of bimodal sequences of felsic, intermediate and mafic volcanic rocks which are favourable geological environments for a VMS-style deposit. Previous geological, geochemical and geophysical surveys carried out by past operators have assisted in identifying several parallel conductors and chargeability anomalies which suggest continuation of favourable sulphide mineralization on the eastern portion of the LB property at Jefferson Lake. Recent diamond drilling and prospecting by Belmont suggests base metal and gold mineralization can be traced eastward from Bufo Lake through Morris, Lumby, and Herontrack lakes and to the central portion of Spoon Lake. In 2010, Belmont identified an east-west striking, over 200-metre-wide zone of moderate shearing and strong carbonate alteration primarily within mafic volcanic rocks along southern contact of the Lumby Lake belt in the Bufo Lake area of the property. Subsequent 16

Ontario Mineral Exploration Review

drill-testing of this zone returned up to 17.9 g/t gold over 1.5 metres and 6.35 g/t gold over 1.5 metres, with visible gold in hole BB-1002. Further drilling has traced the carbonate alteration system over a strike length of 550 metres, and the system remains open to the east, the west, and down-dip. Belmont has recently entered into an agreement with Yuntone Capital Corp. The agreement with Yuntone consists of cash payments totaling $50,000, a total of 350,000 shares and a work commitment of $1.5 million for a 60 per cent interest in the property. The agreement and an updated NI Independent 43-101 Technical Report is subject to regulatory approval.

High-grade silver-acanthite sample collected during bulk sampling.

Quebec Properties: Berthiaume, Orvilliers and Joutel Townships Belmont recently optioned four groups (51 mineral claims), representing 2,254.27 hectares, all located within the Abitibi Harricana-Turgeon volcanic greenstone belt of Northwestern Quebec. This belt hosts several world-class deposits that have produced both gold and base metals. The Joutel block is just northeast of major past producers including the Agnico-Eagle gold mine (6.1 Mt @ 6.57 g/t gold) and two base-metal mines, the Poirier Mine (4.8 Mt @ 1.97 per cent Cu, 0.6 per cent Zn, 4.57 g/t Ag) and Joutel Copper (1.5 Mt @ 2.4 per cent Cu, 2.9 per cent Zn, and 17.15 g/t Ag). The Orvilliers block is midway between the Selbaie Mine (41 Mt @ one per cent Cu, two per cent Zn, 0.65 g/t Au, 43 g/t Ag) and the Estrades base metal-gold deposit (1.0 Mt @ 0.94 per cent Cu, 10.7 per cent Zn, 182 g/t Ag, 5.5 g/t Au), and northeast of the Casa-Berardi gold mine (+ 9.2 Mt @ 5.8 g/t gold).

The other two claim groups, located in Berthiaume (â&#x20AC;&#x153;Beâ&#x20AC;?) Township, covers a massive sulphides occurrence that provided both zinc and copper anomalies from a previous drilling program. Belmont has just completed 51.8 km of line-cutting in three separate blocks on the Be property and as recommended in the Ni 43-101 report, GeoSig Inc. of Quebec completed approx. 44.4 km of Induced Polarization (IP) survey. The results were very encouraging and Belmont will be proceeding with detailed mapping, prospecting and

Lumby Lake. Geologist Raymond Bernatchez shows high-grade silver, lead, and zinc.

Native Silver 8â&#x20AC;? west of PC-2 with two high-grade silver intersections.

rock-chip sampling on high-priority anomalous zones as well as drilling. See further details in our news release of February 12, 2013. Crackingstone and Orbit Lake, Uranium City, Saskatchewan Belmont holds 50 per cent interest in two highly prospective properties: a 982-hectare core (Crackingstone) property and adjoining 11,859 (Orbit). Previous grab samples collected assays up to 12.53 per cent uranium. Belmont has completed extensive ground geophysical programs, and a helicopter airborne magnetic and radiometric survey which identified numerous NE-SW anomalies on the Orbit Lake blocks, one with a strike length over 15 km, and four major trends having linear strike distances of one to 4.5 km long. Belmont has also completed a successful radon gas survey on Crackingstone. Phase 1 drilling completed (20 holes, 3,075 metres) on a 1,800 metres conductor, multiple radioactive zones, with assays up to 2.087 per cent (41.74 lbs./t) U3O8 on Crackingstone. For more information, visit www.belmont-resources.com/. FOOTNOTE: National Instrument 43-101 compliant global inferred resource (see Osisko press release November 7, 2011).

Ontario Mineral Exploration Review

Uranium City Kaput Lake rock sample.

Winter drilling mobilization.

Mining and tourism â&#x20AC;&#x201C;

Image courtesy of Treasury Metals Inc.

forging ahead

In the heart of the Boreal Forest, connected by wireless Internet, highway, rail, boat, and air: Dryden is built along the Trans-Canada Highway, linking our community with markets in Eastern and Western Canada, as well as south to the northern and central states of the United States of America. Dryden also serves as the corridor and regional hub to remote First Nation communities north of the 51st parallelâ&#x20AC;&#x201D;an underutilized market of more than 40 communities and approximately 35,000 in population.

The key role of the Dryden Development Corporation (DDC) is to facilitate investment and employment opportunities through affordable taxes, fees and well-established infrastructure and services. Building cooperative relationships with First Nations, neighbouring communities, local suppliers and attracting new businesses is a priority. The DDC believes developing local capacity to support and sustain exploration companies is necessary to achieve long-term sustainable development.

Treasury Metals Inc. Treasury Metals Inc. (TSX: TML) is a Toronto-based gold exploration and development company focused on its northwestern Ontario mineral projects, including the 100 per cent company-owned Goliath Gold Project. Treasury Metals Inc.â&#x20AC;&#x2122;s flagship Goliath Gold Project is an advanced stage, highgrade gold deposit and is presently being permitted for mine development and undergoing a significant exploration program. Spring 2013

The project is located in an area with world-class infrastructure, situated near the community of Wabigoon and 20 kilometres east of the city of Dryden, Ontario, within the Eagle-Wabigoon-Manitou greenstone belt. The Goliath Gold Project has an NI 43-101 compliant resource of 1.7 million ounces in the combined categories and is entering the mine feasibility stage. The company’s July 2012 preliminary economic assessment analyzed a combination of surface and underground mining methods at Goliath. Treasury Metals is led by a strong management team composed of people with successful careers built on experience at publicly listed exploration and development companies and other resource-based industries. “The project will bring significant benefits to the local area due to the number of direct and indirect jobs associated with bringing the project to production,” says Norm Bush, vice-president of Goliath. “The company philosophy is to design, construct, operate and maintain operations by [hiring] people from the local area and northwestern Ontario. We purchase as many goods and services locally as possible, assuming they are competitive from a quality, service and price perspective.” “People are our strength and it is very important that our operation is a leader in safety and environmental performance,” Bush states. “We are committed to continue working to forge strong relationships and partnerships with our local communities, First Nations and the Métis Nation of Ontario. Everyone has a role to play in the success of the project.” The company was pleased to invite shareholders and interested parties to visit with Treasury Metals representatives at the PDAC 2013 International Convention and Trade Show, in Toronto, March 3 – 6, 2013 (Treasury Metals had booth number 2150). Key Treasury Metals representatives at the conference included president and chief executive officer Martin Walter; chairman of the Board Marc Henderson; Norm Bush, vice-president of Goliath; and Greg Ferron, vice-president – corporate development. Further details are available at www.treasurymetals.com. 20

Ontario Mineral Exploration Review

RES Equipment Sales RES Equipment Sales is a global supplier of quality products and services to all sectors of the resource industry and is a business of focus for Dryden. The company supplies most types of underground mining equipment—including load-haul-dump, drilling and loading, service vehicles, rail-bound and trackless equipment, pneumatic and electric machinery—and provides custom design and fabrication, hydraulic component overhauls and powertrain rebuilds. In addition, RES Equipment is able to remanufacture or refurbish most mine-related equipment with a wide selection of parts and supplies for mine equipment maintenance and operations. RES reported that the marked increase in exploration drilling in the area has accounted for a volume increase in parts sales of about 11 per cent since 2010. Assuming the exploration trend continues as forecasted, a similar increase over the next two years is anticipated. Additionally, RES is expecting major equipment sales to be more pronounced as some of the local early-stage mining operations move toward production. Producing mines are dynamic economic engines that fuel employment, business and quality of life and RES is looking for-

ward to being here for the show! For more information, visit http://www.resequip. com or call 1-807-221-4670. Laurentian Goldfields Laurentian Goldfields’ Van Horne Gold Project is located eight kilometres southwest of Dryden and is situated within the emerging Wabigoon Subprovince, an area known to host several major gold deposits. The property hosts multiple targets along a greater-than-five-kilometres-long “Gold Trend”. Laurentian completed a 10-hole, 2,500-metre diamond drill program at the bulk-tonnage Flambeau Zone that included highlights of 0.73 g/t Au over 33 metres and 1.34 g/t Au over 11.6 metres. Subsequently, Laurentian Goldfields developed a conceptual geological model for the Flambeau Zone which envisions a prospective bulk-tonnage near surface exploration target requiring further follow-up drilling. In addition, the property is host to several drill-ready high-grade gold targets. In 2012, Laurentian completed a property-wide campaign of detailed structural mapping and rock sampling to better understand the controls on mineralization and constrain the location and style of high-grade gold mineralization at surface. A total of 85 channel and grab samples were collected, highlighted by results of 80.5 g/t Au over

People are our strength and it is very important that our operation is a leader in safety and environmental performance.

Rebuilt underground loader.

Rebuilt mucking machine.

VH targets. Image courtesy of Laurentian Goldfields.

RES Equipment Sales is a global supplier of quality products and services to all sectors of the resource industry and is a business of focus for Dryden. 0.30 metres, 24.8 g/t Au over 0.15 metres and 21.3 g/t Au over 0.20 metres at the Lost League Zone, and 7.93 g/t Au over 0.20 metres at the Bonanza Zone. Prevailing weak capital markets have restricted Laurentian’s ability to advance both the bulk-tonnage and high-grade targets at Van Horne, and accordingly the company has begun to explore strategic partnerships as a means to advance the property. With Van Horne’s excellent access to infrastructure, size potential and several drill-ready targets, all situated in an area known to host several major gold deposits, Laurentian is determined to source the right partner to move the property forward. The DDC continues to support the project on behalf of the City of Dryden. At the heart of Dryden’s thriving and vibrant community are over one hundred local volunteer clubs and organizations offering a wide array of recreation and leisure opportunities for people of all ages and ethnicity to enjoy. We invite you to “Discover Dryden’s” state-of-the-art recreation facilities and award winning conference centre. From two sheets of ice at the Dryden Me-

109-19433 96th Ave Surrey, B.C. Canada V4N 4C4 Tel: 604-513-9930 • Fax: 604-513-9905 E-mail: conveyors@iem.ca • Web: www.iem.ca

With over 40 years of engineering and manufacturing experience, IEM offers a complete range of bulk materials handling equipment for the mining industry. ✦ ✦ ✦ ✦

Apron Feeders Belt Conveyors Belt Feeders Belt Trippers

✦ High Angle Conveyors ✦ Ball Handling Systems ✦ Pulley and Belt Cleaners for the Oil Sands ISO 9001: 2008 Certified

de pron Fee A y t u D y Heav

Spring 2013

Image courtesy of Treasury Metals Inc.

We challenge you to experience first-hand all that Dryden has to offer, now and in years to come.

morial Arena, brand-new state-of-the-art baseball pavilion, the finest soccer pitches in northwestern Ontario and first-rate cultural events, our facilities are sure to impress athletes, spectators, families as well as offer a multitude of opportunities for entrepreneurs and investors from the exploration and mining supplies to tourism industries, and everything in between. We challenge you to experience firsthand all that Dryden has to offer, now and in years to come—check out ‘Living in’, ‘Invest in’ and ‘Discover’ Dryden for yourself, your family, and your business: • Visit us online at: www.dryden.ca • In person at 30 Van Horne Ave, Dryden, Ont. P8N 2A7 • Itinerary planning is available at: www.GoNWO.ca For more information: Dryden Development Corporation edo@dryden.ca Tel: 807-223-4100 Toll free: 1-877-737-9336 https://www.facebook.com/DiscoverDryden https://twitter.com/DiscoverDryden http://www.youtube.com/user/DiscoverDryden

VH outcrop. Image courtesy of Laurentian Goldfields.

Ontario Mineral Exploration Review

LMI – Thunder Bay’s hidden industrial secret

Overview of LMI facility.

With 10 months of change and diversification, including recently added general manager Roy Summers, P. Eng., LMI is continuing to pursue and develop new markets with the addition of value-added services and capabilities. “The key to our growth will be the investment in our staff, customer satisfaction, and a focus on what we do best for our clients: large, heavy industrial fabrication. Our main goal over the next few years is to ‘Make Progress’,” says Summers. There are over 100 years of history at LMI. The site was established in 1911 as the Port Arthur Shipbuilding Company Ltd. While ship repair and conversions continue to be a mainstay, the equipment and skills developed over its history of shipbuilding and ship repair are easily adapted to heavy industrial fabrication and machining. In fact, the facilities at LMI are quite impressive—a hidden gem located in Thunder Bay. Located at the north end of Thunder Bay’s water front is the 40-acre facility with over 60,000 square feet of shop space. Its

fabrication shop with dual 40-ton overhead cranes alone is 25,000 square feet and houses the following equipment: HYDRAULIC PRESS BRAKE • Capacity: 750 tons • Bed length: 15’-0” VERTICAL PLATE ROLLER • Maximum Thickness: 1 1/2” @ 140” wide HORIZONTAL PLATE ROLLER • Maximum Thickness: ½” @ 120” wide HYDRAULIC PLATE SHEAR • Maximum Thickness: 1” @ 144” wide BURNING AND WELDING • Mild steel, stainless steel, aluminum • SMAW, FCAW, SAW (CWB certified)

Also, there is a full complement of steel burning and welding capabilities. While the fabrication facility is impressive in its own right, just to the north is the machine shop. This is no mere “Ma-and-Pop” shop. In this 35,000-square-foot shop—with dual 15-ton overhead cranes in the main hallway and dual overhead 20-ton cranes in the annex side of the machine shop—is housed some of the largest equipment in Northern Ontario, including: VERTICAL BORING MILL • Maximum diameter: 190” • Maximum height: 90” HORIZONTAL BORING MILL • Maximum horizontal: 240” • Maximum height: 96” • Maximum width: 60” Spring 2013

LARGE LATHE • Maximum diameter: 80” • Maximum length: 40’-0” X-I SHELL LATHE • Maximum diameter: 22’-0” • Maximum length: 50’-0” • Maximum capacity: 100 tons

Crane cab in fabrication shop being loaded out.

Gantry crane roller-house beam being machined in horizontal milling machine.

Ontario Mineral Exploration Review

While the X-1 Shell Lathe has not operated in some time, LMI is looking to refurbish this important piece of equipment and is actively seeking out project work suitable to this massive lathe. Other services include a CNC machining centre, CNC lathe, an open-side planer/milling machine, and dynamic balancing capabilities. With increased project work in the mining and oil and gas sectors—Northern Ontario, Manitoba and Western Canada— significant opportunity exists for LMI’s growth. Several initiatives are underway to ensure sustained managed growth including certification of LMI’s quality program with ISO 9001, reinvestment in people and equipment and the continued development of the engineering services group. “While LMI has had an ISO-compliant quality program, we look at ISO 9001 as a crucial component to ensuring our clients are confident in our abilities. ISO 9001 is an industry standard and LMI will have the processes in place to achieve certification in 2013,” states Devin Mason, LMI’s quality assurance manager. Through strategic planning, LMI has recognized that industrial clients are looking for value in their procurement process. More often there is a need to have not only a fabrication capability, but also an understanding of the process and use of the end product. While speaking with Morgan Ellis, LMI’s business development manager, the need for additional design services to supplement the fabrication process becomes obvious. “With LMI being able to offer detailed drafting, design and engineering services, we are looking to help supplement our clients’ engineering capabilities by working with them on their projects. This could be through a contractor on a project or directly with the facility’s engineering and maintenance staff,” Ellis states.

This sentiment is echoed by Rod Spicer, LMI’s industrial manager. Spicer has been at the facility through thick and thin and has been instrumental in ensuring that LMI’s current clientele continue to view LMI as a technically competent, quality supplier. “While there has been a decline in pulp and paper, we have noted a dramatic increase from the mining industry in our region. We are moving quickly to ensure our production capabilities are in step with the heavy industrial mining requirements,” Spicer says. “Our growth is just beginning. I was fortunate to inherit a highly qualified, experienced staff and workforce that are looking forward to the challenge and growth of our facility,” remarks Summers. “Change is not easy but it is necessary for LMI to ensure our long-term viability.”

Plasma cutting of stainless angle with metal shear in background.

We have noted a dramatic increase from the mining industry in our region. We are moving quickly to ensure our production capabilities are in step with the heavy industrial mining requirements.

LAKEHEAD MARINE & INDUSTRIAL INC., (LMI) When you require MACHINING of LARGE EQUIPMENT, we “Custom Manufacture” to suit your needs with:

When you require FABRICATION of LARGE EQUIPMENT we “Custom Manufacture” to suit your needs with:

• Vertical Boring Mill • Horizontal Boring Mill • Large Lathe • X-I Shell Lathe

• Hydraulic Press Brake • Vertical Plate Roller • Horizontal Plate Roller • Hydraulic Plate Shear • Burning and Welding • SMAW, FCAW, SAW (CWB certified)

ADDITIONAL MACHINING SERVICES • CNC Machining Center, CNC Lathe • Open Side Planer/Milling Machine • Dynamic Balancing Shop floor area is 35,000 sq. ft. with tandem crane lifts to 40 tons

Large fabrication & heavy machinery facility serving the needs of the mining, pulp and paper and shipbuilding industries. 401 Shipyard Drive Thunder Bay, ON P7B 6V1

ADDITIONAL FABRICATION SERVICES • Angle Iron Rolling and Pipe Rolling • Sawing and Punching • Stress Relieving • Sand Blasting and Painting Shop floor area is 25,000 sq. ft. with tandem crane lifts to 80 tons -38’-0” under hook

Tel: (807) 683-6261

Fax: (807) 683-3607 www.lakemind.ca

Spring 2013

Technical innovations

in geochemistry By Brenda Caughlin, Vice-president, Technical Services – ALS Minerals, Vancouver Technical innovation is one of the cornerstones of the ALS Group. The ALS geochemistry team continues to exemplify this value through several recent initiatives aimed at improving service to our clients. In the coming year, there is an expectation that clients in mineral exploration will be focused on soil analysis and will require lower detection limits on routine methods to define targets for further work. Recognizing this coming trend, the geochemistry group put in place a coordinated development plan to meet clients’ needs. First, to improve sample preparation turnaround time, new soil preparation stations were installed in several laboratories.

ALS Geochemistry has developed a rapid, high-quality clay-size fraction separation on screened soils. These stations are necessary to prevent cross-contamination from higher-grade rock samples received in the laboratory. The gold detection limit from an ICP-MS method designed for soils was lowered by rapid development of a graphite block heating and shaking system, and by improved sample introduction to the ICP-MS. The graphite block fits disposable plastic bottles which reduce carryover contamination between samples during digestion, and the

block shaking system is robust, providing reliable productivity and automation on a previously labour-intensive task. Syringe pump systems coupled to the ICP-MS reduce background noise and improve precision. Detection limits for other key elements in soils by ICP-MS analysis were reduced by factors of 10 to 100. The ICP-MS is operated in collision cell mode to remove spectral interferences, and fitted with a thermally

INTEGRATED SERVICES THAT WORK TOGETHER Your competitive advantage is our priority. That’s why SGS provides an integrated approach from exploration to closure. Our expanded multi-labs on the east and west coasts of North America offer geochemical, metallurgical, mineralogical and environmental services in one place. Our integrated teams and expertise generate the synergistic time, logistical and safety advantages you need.

SGS IS THE WORLD’S LEADING INSPECTION, VERIFICATION, TESTING AND CERTIFICATION COMPANY

MINERALS@SGS.COM WWW.SGS.COM/MINING 26

Ontario Mineral Exploration Review

controlled spray-chamber utilizing online dilution in order to significantly reduce background signal and memory effects in the instrument. This has the added benefit of reducing the time required to analyse each sample. Finally, ALS Geochemistry has developed a rapid, high-quality clay-size fraction separation on screened soils. The clay fraction in soils may be analyzed to enhance subtle geochemical signals, or used in other cutting-edge exploration techniques. The screened soil is combined with water, sonicated to suspend very fine particles in solution, and centrifuged in two steps to isolate the clay fraction. The increase in signal for a few key elements can be seen in the accompanying graph. This work represents a co-ordinated plan of service delivery through improvements on existing facilities and methods, and implementation of new technologies to benefit our clients. And most importantly, this work was done by a global team with members from labs around the world.

Technical innovation is one of the cornerstones of the ALS Group.

Best in the Business! > Industry Leading Turnaround Time > Expert Geochemistry Support > Expert Client Services > Strong Technical Partnerships in Chemistry and Metallurgy > CoreViewerâ&#x201E;˘ Technology For more information, scan this QR code or visit www.alsglobal.com Phone: +1 705-560-7225

Spring 2013

Deloitte’s Tracking the Trends 2013 The top 10 issues mining companies may face in the coming year By Leigh Derksen, Deloitte Every year since 2008, Deloitte partners from around the world have come together to identify the issues that are top-of-mind with mining leaders and consider how those leaders have managed the challenges of the previous year, including what has changed, or not, for them and for the sector. The results are published in our annual Tracking the Trends reports. In the past several years, mining companies have been experiencing rising levels of volatility, set against a backdrop of spiralling costs for raw materials, labour, capital projects and compliance. Some companies began postponing projects or halting construction in 2012. Others are seeking out pre-emptive mergers to secure financing and searching for more effective ways to deliver short-term investor returns. While long-term demand in industrializing nations for metals and minerals is anticipated to rise, short-term dynamics are interfering with current operations. Share prices, for instance, have decoupled from underlying commodity values for many miners, restricting access to capital on favourable terms. This is especially difficult in an environment of declining grades—a trend that’s pushing companies to more remote, and more costly, regions. The challenge now is for miners to address this volatility in the short term without compromising their ability to meet world demand. Before companies decide where to locate and which projects to pursue, they need to take a wider range of factors into account—including shifting legislative and political trends, community expectations, infrastructure needs, risks associated with corruption and fraud, talent requirements, and the availability of key resources like energy and water. This mandates a level of analytical capability that many companies currently lack. From our perspective, however, the companies that thrive into the future will be those that set a solid strategic direction and hold the course amid shifting industry realities. For 2013, we expect the following trends to be of particular relevance. 1. Counting the costs: paying the price of bullish behaviour – Costs are on the rise across the board—from equipment, raw materials and labour to input costs, infrastructure investment and compliance. Capital project costs are also spiraling, with 28

Ontario Mineral Exploration Review

rising labour and materials prices pushing up construction costs. To improve financial discipline, miners should pinpoint their cost drivers, automate, use analytics to improve asset efficiency, improve operating models, streamline the supply chain and share costs with industry peers. 2. Managing demand uncertainty: conflicting market indicators magnify volatility – Slowing growth in key regions of the world, including China, is making it difficult for mining companies to predict—or plan for—future demand. Some companies are responding by halting production or delaying projects. Rather than risking an inability to meet future demand, companies may want to consider applying game theory to enhance their scenario planning, using multi-attribute decision analysis (MADA) to better quantify project benefits and improving decision-making with more sophisticated analytics. 3. Capital project deceleration: quality trumps quantity in the project pipeline – Capital project overruns are escalating due to a range of both external and internal pressures. In response, companies should take steps to narrow their focus to those projects capable of delivering a demonstrable return on capital. Options for making more disciplined investment decisions include more careful capital allocation, improved capital efficiency, project rationalization, customer use research, data analytics, project delivery quality assurance and good governance. 4. Preparing for the M&A storm: market indicators point to rising deal volumes – Both debt and equity capital remains tight. To attract capital, some companies have begun to pursue proactive and “rescue M&A” by attempting to enter deals preemptively with partners of their choice. As deal volumes rise through 2013, miners can improve their odds of transactional success by knowing their partners, engaging in more comprehensive due diligence and planning for the integration in advance. 5. Governments eye the mining prize: resource nationalism remains – Governments around the world are exercising numerous forms of resource nationalism, from mining industry privatization and expropriation to the introduction of wind-

fall taxes, resource taxes and export controls. To help counter this political instability, mining companies should work to strengthen relationships with national governments, band together to improve their negotiation strength, diversify their commodity mix and geographic areas of focus, and demonstrate the industry’s value to local governments and citizens. 6. Combating corruption: miners are being held to higher standards – To counter the risks posed by corruption, mining companies have begun to adopt global transparency standards. Heightened regulatory scrutiny will mandate even more responsible practices—for companies as well as their suppliers and service providers. This will require the adoption of strong corporate practices, such as third-party relationship management, internal compliance programs and investigation readiness. 7. Climbing the social ladder: a new level of responsible behaviour – Corporate-social responsibility involves understanding shifting community and government expectations, addressing the demands of NGOs and relevant stakeholder groups, and committing to a higher level of transparency and operational sustainability. To meet these expectations, leading companies are embedding sustainability into their internal processes, engaging in micro-economic analysis, earning project buy-in with more intimate community engagement, adopting social media strategies and using data analytics to get early warning of emerging risks. 8. Plugging the talent gap: skills shortages still loom – Looming skills shortages threaten the mining industry’s long-term productivity. Companies have responded by sponsoring university programs, recruiting from non-traditional labour pools and engaging in workforce planning. Other solutions include strengthening the owner’s team, cross-training, training—and retaining—local talent, confirming their approach to work/life balance and exploring labour-driven acquisitions. 9. Playing it safe: using analytics to generate insights and improve safety outcomes – Many mining companies have seen their safety performance plateau and some continue to experience serious safety incidents and fatalities. To improve safety outcomes, companies need to understand the factors that cause safety incidents. Other strategies include integrating new technologies into existing processes, improving preventative maintenance and using predictive modeling to identify at-risk segments and improve the structure of safety programs. 10. At the IT edge: getting the most out of emerging—and existing—technologies – Mining companies are increasing their technology investments. Yet many fail to leverage back-end technologies, such as data analytics. Many also fail to properly integrate disparate technology platforms following a merger or acquisition. To improve operations while reducing costs, mining companies should revisit their IT strategies to consider investing in programmable logic controllers (PLCs), supervisory control and data acquisition (SCADA) systems, remote operations, manufacturing execution systems (MES), business intelligence systems, data analytics and advanced manufacturing systems.

Set an unwavering course Despite all of these pressures, companies that succeed over the long haul will have understood the need to maintain corporate resolve. Mining companies are known for taking a long-term view of the market. Rather than revising corporate strategy, however, it is time for executives and boards to hang tough in the face of shifting industry dynamics. This longer-term view reveals the imperative for more concrete industry collaboration. The endemic issues facing the mining sector cannot be resolved by companies working in silos. By sharing water management, electricity generation and infrastructure building, companies gain the ability to share costs and risk, while benefiting local communities in the process. The key is to determine where to focus during volatile times because, regardless of the route, the companies that thrive into the future will be those that set a solid strategic direction and hold the course amid shifting industry dynamics. For more information, please read the full report at www.deloitte.com/ca/mining-trends. Leigh Derksen is a partner in Deloitte Canada’s Assurance & Advisory practice and the leader of its mining sector group for the Prairies. He can be reached at lderksen@deloitte.ca.

Spring 2013

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The booming mining industry has created a great demand on Canadian mining resources, such as skill trades, tires, and machinery components. In fact, some critical powertrain components and parts are quickly becoming very difficult to find. Mining companies know that they can’t afford long waits for critical parts. This is why Bull Powertrain has made it its mission to fulfil the growing need for “instock” parts and components in the offhighway powertrain market, especially in the mining industry. “To service our customers best in the powertrain industry”—this simple strategy has been at the heart of Bull Powertrain’s operation since its founding in 1977. Over the last 35 years, Bull Powertrain has held itself to a higher standard in the powertrain industry to make sure customers get the best service, best products, and best support. The staff at Bull has built a vast knowledge base in the industry, keeping up with the advances in technologies and changes within the industry. In the early years, Bull was comprised of a very small but dedicated team of five people who worked by this strategy. Today, the company has grown to now comprise 30

Ontario Mineral Exploration Review

25 individuals who have kept the same hard work and dedication as their predecessors—and the same value is placed on service to the customer. In fact, this proves to be one of the greatest assets of the company, an understanding of the customer’s needs. Specializing in off-highway powertrain components, Bull has created a reputation of excellent service, dedication to their customers and expert knowledge of powertrain assemblies. The company understands that downtime needs to minimal, and so it strives to provide the best repair service, quality work and quick turnaround. Bull is based in Sudbury, Ontario; this has given it the opportunity to specialize even further by supplying powertrain components and parts to the booming mining industry. At the beginning, the company simply provided service to the local mining sector, and now has gathered a network of customers who span the globe. Shipping internationally on a daily basis, distance is not a problem for Bull. Bull’s focus in mining has enabled staff to intimately learn the mining process, equipment machines, people and business. If you want a knowledgeable, understand-

ing supplier for the powertrain components in your mining fleet, look no further than Bull Powertrain. The knowledgeable staff has experience working on all powertrain for mining equipment, enabling them to help with parts identification, and to help troubleshoot problems with your powertrain system. Bull Powertrain supports many product lines, but the core of its business is based in the Dana/Spicer/Hurth/Clark, Axletech/ Rockwell, and Kessler products. Bull supplies both new and rebuilt components and parts. Whether it’s a torque converter, transmission, axle, or other associated parts, Bull will rebuild, repair, or supply parts according to your powertrain needs. Bull’s component exchange program helps to minimize downtime and maximize profits by offering same-day shipping on over 300 new, rebuilt and tested components stocked within the building. Need a component repaired? Bull offers sameday repair return service on most components; a part goes on a mechanic’s bench at 8:00 a.m., and is out the shipping door at 5 p.m. that day. Bull has one the largest OEM parts and component inventories in the world and

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with our high availability and same-day shipping, we can ensure our customers’ productivity will be down for the minimum amount of time. The OEM products we carry and support, in addition to the previously mentioned lines, include Ausco, Superior Upbox, New Holland, New Process and Timberjack. With 300+ built components in-stock, they are ready to ship at a moment’s notice. Bull’s facilities have also grown, expanding a few years ago to a 25,000-square-

Ontario Mineral Exploration Review

foot building with a brand-new shop designed with ergonomics and safety in mind to ensure the team can work in the best possible manner. Bull has also installed all the most up-to-date working tools to ensure maximum performance can be achieved. This was done with the customer in mind, speeding up the processing time in the shop in order to get the components to the customer sooner, minimizing downtime.

This year Bull has reached another milestone in its history, and has expanded its services again to better serve its customers. Bull carries components to manufacture or rebuild all driveshafts, from small PTO shafts to the larger industrial mining, forestry and highway applications. Sizes range from 1000 series to 1810 and SPL highway series, and from 4C to 10C and GWB 2000 series for off-highway applications. All components are genuine original manufacturer quality (Dana/Spicer, Rockford,

GWB) and are assembled with new equipment utilizing the latest technologies. The driveline technician has over 20 years of experience and will help solve any driveline problems that you might have. We stock the most popular numbers and can manufacture to your specifications when required. This new aspect of the company is now operational and all driveline applications can be supplied. Bull Powertrain is confident that they will be able to meet any customer’s driveline needs.

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If you have Equipment on your property, that is Surplus to your needs, The Mackwood Group has assembled one of the largest client data bases within the Worlds Mining Industry. Through our direct marketing and sales campaigns, we promote your Surplus Equipment specifically to the Mines and Mine Contractor decision makers, and are able to make an immediate impact on your Investment Recovery Program, due to our ability to find buyers that are prepared to pay the dollar values you are most intent on receiving.

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The Mackwood Group has conducted numerous Complete Mine Liquidations and maintains an impressive list of client references, and is currently Managing a number of these projects at this time. These projects included complete Mining Equipment Fleets, Hoisting Facilities and complete Mill Crushing, Grinding and Processing Plants of various sizes and operating characteristics. If you are in need of any type of equipment, please do not hesitate to contact us for quotations.

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Spring 2013

Increasing Aboriginal engagement in mining through collaborative pre-employment training Close to 50 Aboriginal women poised to prepare for mining careers in Northern Ontario By Lindsay Forcellini, Marketing and Communications Specialist – Mining Industry Human Resources Council (MiHR) The Temiskaming Native Women’s Support Group (TNWSG), located in Kirkland Lake, Ontario, will begin an exciting two-year mine training initiative. The organization will be delivering Mining Essentials, a work-readiness training program for Aboriginal peoples, co-owned by the Mining Industry Human Resources Council (MiHR) and the Assembly of First Nations (AFN). The program was launched in 2011 following an initial piloting phase and is typically delivered in 12 weeks. Mining Essentials was developed to increase participation rates of Aboriginal peoples in mining by enhancing the preparedness of the local workforce, and, in turn, leading to increased community economic development and achieving a better balance between supply and demand of labour to support the mining industry. The TNWSG will be delivering three Mining Essentials intakes of 16 Aboriginal women starting in April 2013. The organization has strong partnerships with six mining companies (Kirkland Lake Gold Inc., Dumas, Armistice Resources Corp., AuRico Gold Young Davidson, GoldCorp Porcupine Gold Mines and Queenston Mining Inc.). These companies have committed to actively participate in the program by providing guest speakers, mine tours, mine-site visits, on-the-job training and job offers to the graduates. 34

Ontario Mineral Exploration Review

Mining Essentials teaches industry-validated essential, non-technical skills and knowledge the mining industry requires for an individual to be considered for an entry-level position. By incorporating both industry knowledge and traditional cultural teachings for a unique learning experience, the program provides learners with the opportunity to develop the essential and work-readiness skills needed to gain employment in one of Canada’s highest-paying industrial sectors. Mining Essentials continues to be implemented in various communities across Canada, thanks to partnerships between industry, community and education. To date, 93 learners have enrolled in the program, with 75 per cent graduating. Of those graduates, 50 per cent have already found work in the mining industry or are pursuing further training or education. Mining Essentials Training Sites in Ontario The Mining Essentials implementation at the TNWSG in Kirkland Lake is the program’s first suite of women-only cohorts, with close to 50 women enrolling. At another current implementation in Gull Bay, Ontario, Anishinabek Employment and Training Services (AETS) will give a group of learners a truly authentic experience of working at a mine site; learners will alternate one week of learning on-site with one week off-site (re-

turning home). This delivery of Mining Essentials was made possible by the partnerships between AETS, North American Palladium - Lac des Iles Mine and Confederation College. In addition, Oshki-Pimache-O-Win Education & Training Institute began the Webequie Skills Training Project by delivering the Mining Essentials Program on January 28th, 2013 in Webequie, Ontario, in partnership with Cambrian College and Cliffs Natural Resources. Sixteen members of Webequie First Nation will take the training in the community, in both a classroom setting and in the Cambrian College’s Mobile Trades Training trailer. Bringing training to the community in collaboration with multi-partners that include the MiHR’s Mining Essentials Program is an innovative workforce development approach for the Ring of Fire area. The Webequie Skills Training Project received financial support from the Ontario Ministry of Aboriginal Affairs. At the end of 2012, nine learners completed the 14-week training program in Timmins, Ontario. Learners were given the opportunity to do a one-week placement at Detour Gold, job-shadowing with a given worker for two different jobs of their choice. They were also able to take an underground tour at Gold Corp. The involvement of Northern College, Detour Gold and the Wabun Tribal Council made

this delivery a success and enabled the graduates to pursue a career in mining. Addressing the HR Challenge Mining Essentials is one key part of an industry strategy in addressing the skills shortage in mining. According to MiHR’s latest report, Canadian Mining Industry Employment and Hiring Forecasts 2012, one-third of the mining workforce will be eligible to retire within five years, creating a need for 140,000 new workers by 2022. As one of the fastest-growing segments of the Canadian population and with Aboriginal communities located within close proximity to many mine sites and operations, Aboriginal peoples are a large potential pool of talent for the mining industry and play an important role in mitigating this human resources challenge. As the national council for the Canadian mining and exploration industry, MiHR has mobilized employers, educators and Aboriginal groups to work more collaboratively and to enhance partnerships. In 2006, Statistics Canada reported seven per cent of the mining workforce

A group of Mining Essentials learners at the Oshki-Pimache-O-Win Education & Training Institute in Webequie, ON. Photo courtesy of the Oshki-Pimache-O-Win Education & Training Institute.

self-identified as being of Aboriginal descent, nearly double the rate for the overall labour force. While the mining industry outperforms the rest of Canada’s economy in the employment of Aboriginal peoples, a great deal of potential remains for further improvements in this area and MiHR is committed to facilitating connections between Aboriginal organizations, education and the mining sector in support of this continued effort to

increase Aboriginal inclusion in mining. MiHR has many resources that can assist industry in the attraction, inclusion and training of Aboriginal peoples. These resources can be accessed at www.aboriginalmining.ca and www.mihr.ca. The Mining Essentials Program is always looking for additional qualified training sites. If you are interested in delivering the program, please contact Pascale: plarouche@mihr.ca.

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Spring 2013

BDI Canada

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For more than 70 years, manufacturing companies have relied on BDI Worldwide to maximize efficiencies, eliminate down-time and improve overall profitability. As a world-leading supplier of specialized industrial products, BDI has relationships with over 6,000 global manufacturers, which provides customers with efficient accessibility of quality products. The company has 179 global branch operations in the U.S., Canada, Mexico, Europe and Asia, with 39 locations across Canada. BDI is a leader in the distribution and application of bearings, mechanical power transmission, electrical power transmission, linear motion, fluid power, material handling, industrial and safety products. Value-added services include providing on-site training on updated products. In addition, BDI can help companies achieve inventory and supplychain optimization, and the company provides advanced technical support. In Canada, 15 per cent of BDI’s overall sales is attributed to the mining industry, and the percentage is even higher for central Canada. “Approximately 40 per cent of our business is devoted to the mining sector,” says Clem Meunier, district manager for BDI Canada, who is responsible for five locations in northern Ontario and northwestern Quebec. “We’ve built very strong relationships with drilling and exploration companies, fabricators and producing mining companies. We conduct regular customer satisfaction surveys and the response has always been that we provide the highest level of service. Our customers really appreciate the expertise that we offer. In some branches, if you added up the years of experience of our staff, it would be 200 years of expertise. In Certified BSA bearing specialists, we have more in our company than all of our competitors combined.” Mining companies can save tens of thousands of dollars by repairing, rather than replacing, major manufacturing components. A BDI technical representative can coordinate inspections of critical assets to determine if the part can be refurbished. Some equipment that is a critical part of operations contains large-cost items. In some cases, a $60,000 component may only need a $5,000 repair—a significant cost-savings for the customer. BDI’s Operation Services include the electronic processing of orders, national account service, specialized inventory allocations, project development consultations, and OEM

conversion programs. A BDI team of specialists can also conduct plant and storeroom surveys to provide an up-to-date bill of materials. A current accounting of parts and their corresponding model identifications can save companies the enormous expense of downtime in operations. “These equipment surveys avoid having to shut down operations, when a part breaks down and has to be removed,” Meunier says. “In mining processes, it’s not unusual for breakdowns to cost in the tens of thousands hourly. It’s better to gather the necessary information while machinery is operational, and to incorporate equipment surveys as part of planned maintenance. This way you can avoid emergency situations and costly downtime.” BDI is ISO-certified with highly trained staff who keep abreast of the latest technically advanced systems. Streamlined operations mean that customers with more than one location can expect the same level of service from any BDI branch. Many of these branches can offer same-day or next-day service. The company also offers 24-hour emergency service 365 days of the year.

Clients can maximize productivity through BDI’s selection of top brands, including SKF, Timken, SEW Eurodrive and Emerson. The company has a fast-turning inventory of over $15 million and continues to build long-term, excellent relationships with suppliers. “BDI offers world-class brands and good delivery times, and we’re able to pass on

specialty knowledge, such as product innovations and process enhancements,” Meunier says. “One of our goals is to assist organizations with order efficiency, which helps them to control their indirect material spending. This is the BDI difference that continues to win customers and strengthen our own success.”

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Spring 2013

Ontario’s opportunity:

Achieving sustainable development in minerals resource development By Indira Singh The past two decades have seen increasing worldwide interest in sustainable development. It has attracted increased attention from the non-renewable resources sector, including fossil fuels and minerals. And mining jurisdictions are now much more sensitive to the need to achieve a balance between environmental protection, economic development and social well-being. However, the quest for balance between environmental protection and wealth creation is not new. It has been around for long time, but awareness among public, mass media, governments, industry politicians and developmental agencies was heightened by the publication of Our Common Future (also known as the Brundtland Report), which outlined a path for global sustainable development and served a key role in bringing sustainability into the public’s view. It led people to recognize that many of our issues and challenges are interrelated, and that fundamental shifts are required on many fronts. That cooperation among many entities is vital to achieve sustainable development goals. This article begins with the definition of sustainable development, then shows how it can be achieved in the minerals resource development. It highlights some reasons for the lack of progress to date; why cooperation is key, and how it can be achieved. It then explores how sustainable development affords an opportunity for Ontario to gain a competitive advantage through “A Framework for Action”. Sustainable development definition The most frequently cited definition of the concept comes from the Brundt38

Ontario Mineral Exploration Review

land Report, which defined sustainable development as meeting the needs of the present without compromising the ability of future generations to meet their own needs. The three pillars of sustainable development are economic growth; environmental protection; and social equity. A key message from Bruntland is that economic development, reduction of poverty and conservation of resources are essential to protecting the environment. Sustainable development and minerals resource development Based on these assertions, the achievement of sustainable development goals in the mining and mineral sector requires: an equitable distribution of economic profits and social development (e.g., income, employment, training, infrastructure development—not the greatest benefits for the few at the expense of others); a net positive environmental legacy (e.g., parks, wetlands, fertile farmland, enhanced biodiversity and the removal of contaminants); and the conservation and enhancement of the resource base (produce more with less, minimize rates of depletion and degradation beyond reasonable recovery, and the development of substitutes). Over the past decade, sustainable development has gained significant importance and has become a major concept driving reform in legislation and regulation. Mining companies have introduced corporate-

social responsibility, as have development agencies such as the World Bank, the International Council on Mining and Metals (ICMM), the World Economic Forum (WMF), the Organization for Economic Co-operation and Development (OECD), industry associations and think-tanks in Canada and elsewhere. These organizations have collectively developed resource material, organized forums and workshops that provide platform to engage diverse stakeholders to debate and discuss issues, impediments, possibilities and present policy options. And educational institutions have developed in-depth course material on sustainability. This work to date has resulted in greater public awareness as well as expectations for equitable resource distribution, environmental sustainability and economic and social well-being, especially of the resource dependent communities affected by mineral resource development. Sustainable development— making progress, but not enough! Despite these efforts, progress in advancing sustainable development goals has been slow and some view it as disappointing, especially with the equal distribution of resources. More assertive communities are seeking their fair share and community protests are not confined to developing countries, but are also taking place in developed

Over the past decade, sustainable development has gained significant importance and has become a major concept driving reform in legislation and regulation.

countries such as Australia, Canada, Finland and the U.S. Labour disputes and unrest, and illegal strikes, are on the rise worldwide. Inadequate mining, community, social and living conditions increasingly attract attention; the adverse impact on broader communities (including displacement and relocation), the environment, wildlife, and crops, these issues have yet to be effectively addressed. The lack of progress can be attributed to a number of factors: it is a complex undertaking with multifaceted issues and challenges, inadequate governance structures and approaches, competing and differing perspectives and interests, an integration of the economy and the environment, historical legacy issues, inequitable distribution of mineral resource benefits and environmental damage. It requires ongoing and enduring public-private partnerships and collaboration within and between many sectors. Success with sustainable development will require new governance methods and collaborative public engagement processes; changes in attitudes and behaviours; and a willingness to address historical legacy and environmental damage issues, the deployment of breakthrough technologies, and above all, cooperation and collaboration among all major entities for a shared vision and commitment to sustainable development goals in a sustained manner until sustainability is embraced and integrated. Sutainable development is here to stay Evidence and global trends suggest that sustainable development is here to stay. Using resources efficiently from extraction to disposal is no longer seen as a matter of separate local, provincial, national decision-making; it is increasingly becoming a matter of global importance. Issues such as the current accelerating rate of consumption; resource extraction and processing effects on future land use and water quality; resource nationalism; resource depletion, water scarcity and climate change; the growing disparity between the developed and developing countries and the increasing economic divides within both; and rising public expectations will keep sustainable development agenda on the forefront of the public debate.

The author, Indira Singh, at a Regional Roundtable in Thunder Bay.

Evidence and global trends suggest that sustainable development is here to stay. Sustainable development as a business imperative When Brudtland was first released, the business community saw environmental protection requirements as an “unproductive” investment that would result in the loss of market share to foreign competitors. But Michael Porter of the Harvard Business School, in his report on the state of the Canadian economy, pointed out that “Strict environmental regulations do not undermine competitive advantage against foreign rivals; indeed, to the extent that they anticipate international trends, they can enhance it . . . . . the result, in many cases, is a process that is not only cleaner but that lowers costs or improves quality.” Porter went on to note that strict regulation of particular industrial sectors in Germany and Scandinavian countries has resulted in technological leadership in those sectors, and that if anything, Canadian environmental standards have been too weak: they “have not been anticipatory in a way that could have pushed Canadian companies more forcefully toward innovative processes and strategies”. An example close to home comes from Sudbury, in the mid1980s, in response to the Ontario government’s new regulation in to reduce dioxide emissions; Inco (now Vale) invested $500 million into a program to cut emissions of sulphur dioxide.

Canada’s Opportunity: Adopting Life Cycle Approaches for Sustainable Development, a recently released report, sets out the risks faced by Canadian companies that are “unprepared” for or “unable” to comply with existing or anticipated foreign government regulations that require product life-cycle disclosure. It also identifies opportunities for Canadian companies that adopt a “Life Cycle Approach” to achieve better supplychain performance, internal operational efficiencies, and increased institutional capacity to enhance innovation and support environmental stewardship. Sustainable development through collaboration and cooperation To make progress with the three elements of sustainable development described above, institutional cooperation among key entities such as governments, the mineral industry and its associated organizations, and academic and educational institutions is required, where institutional cooperation is defined as the ability of organizations to work cooperatively and collaboratively. Institutional cooperation is crucial for the simple reason that it is beyond the sphere of authority, capacity or control of any one entity; neither the government, nor the private sector, alone, can achieve goals relating to sustainable development. Mining is a complex and interdepenSpring 2013

In 2004, the Ontario Government created the Ontario Mineral Industry Cluster Council (OMICC). It was mandated to foster a sustainable and rising standard of living from Ontario’s rich mineral endowment. dent web of businesses and organizations. The schematic diagrams of Ontario’s Mineral Industry Cluster and the Linkages show mining complexity, scope and interdependencies of players (Singh and Evans, 2009). Institutional cooperation requires all major entities to work together collaboratively. There is one approach, commonly referred to as “the cluster approach”, which has been used worldwide and has been shown to facilitate and promote collaboration and cooperation. The cluster approach is an inclusive and integrated approach to creating sustainable economic development. It requires all key entities/players (e.g., such as government, private-sector organizations, research and educational institutions, NGOs, labour and business associations) to work together (Ketels and Memedovic, 2008). It breaks down “silos”, brings together partners and stakeholders who otherwise will not come together, and provides collaborative platform for constructive dialogue. Working in a cluster environment provides business leaders with access to government officials, enabling them to influence policies and programs that affect their sectors and industries. It provides government officials access to top business leaders to proactively seek and receive their advice and input on major policies. It provides industry leaders with access to researchers and academics to convey their requirement for applied research. It provides suppliers with access to major mining companies to understand their requirements for products and services. And it enables business associations to influence major public policy directions. The cluster approach promotes a paradigm shift from “control to engagement” and from “conflict to consultation”. It requires a shift from “looking after our patch” to a “broader view of responsibility”. In clusters, the sum is greater than its parts. Governments use their “Power of Convocation” to bring together the players 40

Ontario Mineral Exploration Review

mentioned above to engage them and create a sense of urgency. Usually the government act as “broker”, a “facilitator”, and as a “conveyor”. The cluster approach helps parties to express their interests and concerns in a constructive and proactive way and identify areas of mutual benefits. The idea is to contribute to the prevention or resolution of conflicts and ultimately, to the economics and social development of a region in a responsible environmentally manner. Some 30 countries have deployed a cluster approach. Successful examples show a direct correlation between clusters and innovation. But innovation does not happen in isolation. For example, any new breakthrough in technologies or new products from concept/idea to market now typically requires several organizations working together. The days of vertically integrated solutions developed solely within an organization are fast receding. Ontario’s success with collaboration The Ontario mining industry, beyond its strengths, also had and continues to have enduring issues with access to land, land tenure and Aboriginal rights, distribution of resource benefits and so on. The Government of Ontario’s first efforts to bring together stakeholders at a forum in Toronto took place in February 2003. The Forum was sponsored by the Ontario Ministry of Northern Development and Mines and attracted approximately 80 participants directly and/or indirectly involved with the mining industry, from presidents of large and small mining companies to northern Ontario mayors, college presidents and prospectors. The forum created great deal of energy, enthusiasm and optimism among all stakeholders. It was called “an historic event” in the history of mining, where for the first time in living memory, all of the key stakeholders came together. In 2004, the Ontario Government cre-

ated the Ontario Mineral Industry Cluster Council (OMICC). It was mandated to foster a sustainable and rising standard of living from Ontario’s rich mineral endowment. Council membership was drawn from key sectors, including: exploration, major mine operators, service and supply sectors, R&D institutions, educational institutions and industry associations, labour, First Nations and environmental groups. OMICC’s notable achievements included the establishment of the Centre for Excellence for Mining Innovation (CEMI). It sponsored a number of forums and developed of a number of tools and products which raised the profile of mining and improved its public perception. The Council was an early advocate of resource benefit sharing with First Nations communities, a long-standing issue. More importantly, a broader and wider view of the mining and mineral development was promoted through the cluster lens. Sustainable development as Ontario’s opportunity Ontario has it what it takes to be a model mining jurisdiction to advance a sustainable development agenda in the 21 st century. It has the international stature to advance sustainable development goals and secure a position of prominence. Ontario is a leading mining jurisdiction in a number of ways—its size in terms of its population, land mass, GNP and GDP is larger than a number of western countries. Ontario is home to many leading mining companies. It has a critical mass of R&D and educational institutions, a strong supplier base of mining-related products and services, including environmental technologies and pro-economic development First Nation’s communities. Ontario’s mining companies have operations all around the world. The mineral industry is modern, technologically advanced and has

Left to right: Luz Gutierrez, Indira Singh and Susana Yepes Bernal. Singh was one of the key speakers in the plenary session at the 2012 Colombia Generia conference, of which one of the sponsors was CNN.

introduced a number of mining innovations (Ontario Mineral Industry Cluster Council, Ontario Mineral Industry Cluster: An Economic Powerhouse, 2006). Numerous examples of cooperative efforts between the industry and government, industry and the R&D institutes; industry and labour; First Nation communities and the industry can be found in Ontario. Environmental stewardship is taken seriously by all involved; the government, the mining industry and the industry association recognises that in addition to environmental responsibility, there is also social and economic responsibility. The mineral industry is a leading industry in achieving efficiency and productivity gains. A number of mining companies have implemented corporate-social responsibility. The industry has made significant strides in improvements in health and safety and environmental rehabilitation. The Rehabilitated Mines Calendar provides a striking

Ontario is a leading mining jurisdiction in a number of ways—its size in terms of its population, land mass, GNP and GDP is larger than a number of western countries. pictorial testimony of rehabilitation of mined lands, environmental stewardship by mining companies, government regulations, and use of best practises and technologies. But Ontario faces the same challenges as other mining jurisdictions, perhaps in a lesser degree. Each year billions of dollars are lost due to conflicts, legal lawsuit action, blockades resulting in cancellation, delayed and deferred mining projects. Some of the mining-dependent communities live in poverty way below national average and lots more needs to be done to rehabilitate damage caused by past practise.

Sustainable development in Ontario through the collaborative process “No single blueprint for sustainability will be found, as economic and social systems and ecological conditions differ widely across the globe. Each nation will have to work out its own concrete policy implications”. (United Nations, 1987, p.11) There appears to be a consensus about the need for collaboration among various stakeholders. The Danish Institute for International Studies sponsored report talks to the need to involve “…all stakeholders (companies, host country governments, donors and NGOs) to foster economic development in a just and Spring 2013

sustainable manner” (Bourgouin, 2011). The World Economic Forum describes the need to establish “collaborative processes for stakeholder engagement” (World Economic Forum, 2011). In a recent discussion, the panel of experts of the Guardian Responsible Business discussed the issues and impacts around responsible mining and noted that “governance weaknesses are a challenge” and “efforts where government, industry, development partners and civil society stakeholders come together to work towards improving public-sector capacity will be the most effective”. (Guardian Responsible Business, 2013). Yet there is a scarcity of tested models and frameworks which have been successfully used in a sustained manner to bring all stakeholders together to achieve sustainable development objectives. It is a strategic imperative that government and private-sector leaders and other entities work together to advance the objectives of the sustainable development that will result in mineral resources being explored, developed and used in a manner that supports the distribution of wealth close to the resource areas, protects the environment and promotes positive values (social equity, social justice and democracy), and recognizes and builds upon the best in its culture and history. Ontario’s success in achieving sustainable development goals will depend on factors such as its ability to engage all stakeholders proactively; secure and sustain their active participation and commitment to sustainability; and its mining companies’ abilities to anticipate global needs and develop breakthrough technologies and products required to support sustainable development.

Ontario can pride itself as being one the very first mining jurisdictions to advance sustainable development as part of its social and economic agenda. Within this context, it is proposed that Ontario establishes a multi-stakeholder collaborative council with membership from all sectors with a mandate to advance sustainable development agenda in Ontario’s minerals resource sector. It is a strategic imperative which makes good business sense for Ontario to advance sustainable goals. Such a council will need to develop a broad vision, and have a strong mandate to develop an action-oriented agenda. It will obviously need resources, but must also have clear responsibility and accountability measures. Having Council with representative from key sectors will convey a strong message that Ontario takes sustainable development seriously and purse it through co-operation and collaboration. Ontario can pride itself as being one the very first mining jurisdictions to advance sustainable development as part of its social and economic agenda. But our previous efforts have only lasted while the sponsoring participants remained in place. The trick appears to be to

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mandate the development of capacity and momentum beyond the interests of the initial sponsors. Other communities have achieved this, the mineral and mining community needs to explore it. It is time we addressed that “missing link”. REFERENCES: Brundtland Commission, 2012 – The Regeneration Roadmap. Online: http://theregenerationroadmap.com/wp-content/uploads/2012/02/ Bringing_Rio_Closer_Brundtland_Commission.pdf Ernst & Young Annual Report, 2012. Business Risks Facing Mining & Metals, 2012 – 2013. France Bourgouin, 2011. Mining for Sustainable Development: A Missed Opportunity, Danish Institute for International Studies DIIS) Policy Brief. Page 1. Online: http://www.diis.dk/graphics/Publications/Policybriefs%202011/France%20Bourgouin%20pol%20 brief%20small.pdf Guardian Responsible Business, 2013. “Responsible mining: can it work?” Ideas and Insights for Progressive Business Leaders. Online: http://www.guardian.co.uk/sustainable-business International Council for Mining and Minerals (ICMM), 2012. The Role of Mining in National Economies. Online: http://www.icmm. com/document/4440 International Mining and Metals Council, 2013. Sustainable Development Sessions at Investing in African Mining Indaba. Online: http://www.miningindaba.com Ketels C and Memodovic O, 2008. “From Clusters to Cluster Based Economic Development”. International Journal of Technological Learning, Innovation and Development. Vol.1, Number 3, pages 375392. http://www.inderscience.com/info/inarticle.php?artid=19979 Mills P, 2003. “Mining Cluster Forum, A First”. Northern Ontario Business. Vol 25, No 5, March, 2003. National Round table on the Environment and the Economy. Canada’s Opportunity: Adopting Life Cycle Approaches for Sustainable Development. Online: http://nrtee-trnee.ca/canadas-opportunity Ontario Mineral Industry Cluster Council, 2006. Ontario’s Mineral Industry Cluster. Online: https://docs.google.com/ file/d/0BxGW5Vpn-P5_ajE5TVNWalpVOEU/edit Ontario Mineral Industry Cluster Council, 2011. Rehabilitated Mines Calendar. https://docs.google.com/file/d/0BxGW5Vpn-P5_ YVg0am1fTC1MOU0/edit Schrecker, T., 1993. “Sustainable Development: Getting There from Here”. A handbook for Union Environment Committees and Joint Labour-Management Environment Committees. Singh I and Evans J, 2009b. “Natural Resource-Based Sustainable Development Using a Cluster Approach”. Mining, Society and a Sustainable World. Springer, page 189. United Nations, 1987. “Our Common Future, Towards Sustainable Development”. Report of the World Commission on Environment and Development. Chapter 2, page 41. World Economic Forum, 2011. “Responsible Mineral Development Initiative: A Framework for Advancing Responsible Mineral Development”. World Economic Forum, with the Boston Consulting Group. Chapter 3. Online: http://www3.weforum.org/docs/WEF_MM_ Report_2011.pdf

Singh I and Evans J, 2009b. “Natural Resource-Based Sustainable Development Using a Cluster Approach”. Mining, Society and a Sustainable World. Springer, page 189. United Nations, 1987. “Our Common Future, Towards Sustainable Development”. Report of the World Commission on Environment and Development. Chapter 2, page 41. World Economic Forum, 2011. “Responsible Mineral Development Initiative: A Framework for Advancing Responsible Mineral Development”. World Economic Forum, with the Boston Consulting Group. Chapter 3. Online: http://www3.weforum.org/docs/WEF_MM_ Report_2011.pdf ABOUT THE AUTHOR: Indira Singh Principal, Mining Consultancy International Thunder Bay, Ontario, Canada P7J 1H6 Email: mcinternational112@gmail.com Linked-In: http://ca.linkedin.com/in/indirasingh1 Indira Singh is the principal of Mining Consultancy International Inc. (MCI). MCI specializes directly, and through its associates, in strategic planning; global and local cluster strategies; sustainable resource development; project management; and government and corporate relations. Indira recently concluded a 25-year career of public service in Canada, having worked in both Alberta and Ontario. The common thread running through her work has been the challenges of large, complex, multi-disciplinary and decentralized environments. She has provided leadership to a wide range of large, visible, and politically sensitive provincial programs and to a number of high-profile international projects. In her most recent decade of public service (until January 2012), Indira was at the Ontario Ministry of Northern Development and Mines, where she worked to transform public-private sector relationships within the mining and mineral sector. She was both a senior director within the Ontario Public Service and the executive director to the Ontario Mineral Industry Cluster Council (OMICC)—a privatesector-led multi-stakeholder collaborative body. As a senior director in the Ontario Public Service, she provided expert advice to the Minister, ministry senior management, and she influenced public policy and program design and contributed to corporate and ministry initiatives. Her dual roles gave Indira practical insights and experience in all aspects of the mining and mineral development sector, from mining law and regulations, policy tools and instruments, resource governance, capacity building, global trends and their impacts on the mineral sector to the various stakeholders and their perspectives and aspirations corporate social responsibility, historical legacy issues, equitable distribution of resource revenue, and the challenges and opportunities associated with responsible and sustainable minerals development. Indira has a world view of how natural resources have been used as an engine for sustainable growth and prosperity. Her perspectives have been widely published in international and national mining magazines. Indira has shared her expertise and knowledge through engagements at conferences in India, Russia, Sweden, Finland, Colombia and the United States. Spring 2013

The generational chasm: bridging the gaps A how-to guide for mentors By Larry Herd, P. Geoph. My Credentials I graduated from the University of Manitoba in 1978 in geophysics and received my MBA at the University of Calgary in 1988, and am a full-fledged stereotypical baby boomer. My parents are classical “builders” (traditionalists) and my children (a relative term) are generation Y. I have managed a service company of baby boomers, gen-X and gen-Y staff for many years and I have at least a cursory and pragmatic understanding of the issues. For my sources of information, I flagrantly plagiarize from reliable Internet sources like Wikipedia and various blogs, rely on innuendo and hearsay, discuss issues with my peers over beverages and read the odd professional management article. All in all, sound and reliable sources of fully pedigreed information (see note of apology on next page).

Kids these days... “They waste time chatting with co-workers. They show up for work in shorts and T-shirts. They plug in their music, text on their phone and try to work at the same time. And they take the afternoon off to go skiing.” ~Overheard in a management meeting. Welcome to the brave new world of generation Y, the “Age of Entitlement”. While one hates to generalize and categorically plug personalities into pigeon holes, there are some commonalities that are useful to identify when discussing trends amongst generations. The literature is rife with type-casted characteristics associated with different age groups that could be useful in understanding communication styles. Gen-Yers (19 to 33 years old) value positive reinforcement, autonomy, positive attitudes, diversity, money and technology. They 44

Ontario Mineral Exploration Review

have grown up in prosperous and tranquil times and as a result have a very optimistic outlook on life, although 2009 to 2012 might have tempered that somewhat. They demand more input into their learning regimen, crave supportive feedback and lots of variety in the workplace and expect good salaries to spend on multitasking gadgets. They are the generation of “multi-taskers” and utilize technology to read, listen, type and talk all at the same time, sometimes creating both frustration and envy from their baby boomer bosses. As a mentor of the gen Y, you will need to understand the cross-generational characteristics that can create the “generational chasm” if you want to communicate effectively. Why Understanding the Generation Chasm is Important to the Gen-Yer I call it the “Totem Pole Concept of Corporate Hierarchy”. The relationships involved in mentoring are complex because not only is there a chasm to bridge between the mentor and the gen-Yer, you also have to understand the generational differences that the gen-Y employee is or will soon be faced with in their organization. Chances are that when a new gen-Y employee starts into their new role as a young intern, they will be at the bottom of the totem pole (although they might think they belong somewhat higher up than that!). Their boss will likely be a gen-Xer, whose boss will likely be a baby boomer (and the gen-Yer may perceive that they are plugging up their career pipeline). If they think their immediate boss doesn’t understand them, ask them how they’re making out talking to the next level up! Gen-Xers (34 to 47 years old) believe in investing in their own development rather than in their organization’s, and they embody the entrepreneurial spirit. They are cautious about investing in relationships

with employers because experience has shown that these relationships are not reliable. They usually have clear goals and prefer managing their own time and solving their own problems rather than having them managed by a supervisor. This generation works hard but they would rather find quicker, more efficient ways of working so that they have time for fun. While the baby boomers worked hard to move up the ladder, gen-Xers are working hard so that they can have more time to balance work and life responsibilities. When communicating with this generation, the gen-Yer should use email and texting as their primary tools, and talk in short sound-bites to keep their attention. They need to keep their gen-X boss in the loop and ask them for feedback regularly. Baby Boomers (48 to 67 years old) value peer competition and coined the phrase “workaholic”. They work hard because they view it as necessary to climb the ladder of success, which is a fundamental belief. Boomers are the “Show Me” generation, and body language is important when communicating. When dealing with boomers, the gen-Yer should answer questions thoroughly, expect to be pressed for the details, and present options to demonstrate flexibility in their thinking. They embrace the team approach to business and as long as the gen-Yer performs to their standards, they will accept them as an equal. They don’t appreciate rules for the sake of having rules, and they are not afraid of challenging “The System”. Baby boomers have strong principles and will fight for a cause if they believe in it. The good news: gen-Yers want to be mentored, and in most cases, they demand it as a part of their career development regimen that they have planned out in detail already. They are creative learners and respond well to innovation. By understanding the differences between your own psyche as a mentor and the gen-Yers, it is possible to connect effectively. Ignore these differences or pretend they don’t exist at your own peril! Challenges, Pitfalls and Tips for Bridge-Building Gen-Yers don’t like to be told what to do, and yet that’s exactly what baby boomers are inclined to do, whether as a boss to a gen-Y employee or as a mentor to gen-Yer. They like technology, and as far as they are concerned, mentoring doesn’t have to be face to face. More than likely, it’s the mentor who has problems or limitations with electronic communications. Gen-Yers are used to immediate response. Social media, games, cell phones and texting have all provided immediate responses in their life. If the mentor doesn’t get back to a request from a gen-Yer in short order, he or she will lose authenticity in their eyes. The inherent efficient and effective use of technology has created terrific gen-Y information gatherers. Their knowledge of the Internet and social media has propelled gen-Yers to be voracious information collectors. They may not have the wisdom yet to discriminate between what is useful and what is a waste of time, but under the guidance of a savvy manager they will excel at collecting a wealth of information very quickly.

meeting requests, questions etc. to ensure engagement with gen-Y. Someone who is not available will not work out as a mentor. • Mentoring is not routine. Don’t take over the agenda—let the genYer tell you what the agenda should be. Do not tell gen-Yers what to do; rather let them figure it out while you provide guidance and offer pragmatic tips and tools. They don’t want to hear anecdotal stories about how you solved problems “in your day” and will resent it if they think you are talking down to them. • Seek feedback. Constantly seek their commentary about the process and their level of satisfaction, and provide them with regular feedback. • Use humour. Create a fun mentoring relationship and don’t take yourself too seriously. Praise successes but don’t coddle them. They need to know that there isn’t an award provided just for participating. • Encourage them to take risks. They need to know that it is OK to break a few rules so you can explore new ways of learning with them and that they can use in their work environment. • Ask their opinion. Ask the gen-Yer to show you what they know (or they think they know), and you can shape their knowledge with wisdom. Mentoring gen-Yers can be challenging and very rewarding. Once they understand that experience DOES count for something, they will respect you. Don’t take it personally when they tell you that they have another mentor—this is typical of gen-Yers and is encouraged in today’s mentorship philosophy. Good luck! ~Larry This is a topic of interest for me and although it should be abundantly clear, in no way should I be considered an expert. If you have any questions about this article, I invite you to contact me at herdl@rpsgroup.com. An apology to my sources (NASA, Randy Emelo, Susan Hall, Elizabeth Lions, Jessica Stillman, Mike Preston, Sharyn Devereux, Catherine Jones, Shane Austin, Jennifer Blanchard and Ray Williams): I have mutilated this discussion so much over the years so as to make all references from reputable sources indistinguishable from my own. If you recognize any of the text as direct quotes, I will just plead ignorance, so I ask your indulgence.

These simple tips may help in the effective mentoring of gen-Yers: • Virtual is fine. Use communication technology as much as possible. They consider that work is portable as long as it gets done, so be flexible with assignments. Respond as soon as possible to Spring 2013

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Gold and PGEs Copper, Zinc and other Base Metals Iron, Chrome and other Oxides www.accurassay.com 52

Ontario Mineral Exploration Review

Our product offers ranges in widths from 19 feet to 160 feet to any length required. Custom widths and designs are available for special applications. BRITESPAN CAN CONSULT WITH YOU REGARDING: • Foundations • Cover replacements • Capacity calculations • Bid specifications • Dismantling buildings • Service or repairs • Yearly maintenance inspections In December of 2011, BriteSpan Building Systems broke ground for their new 25,000-square-foot manufacturing facility beside business partner Rob Stute’s Welding & Machining plant. The new plant will allow BriteSpan to move out of their current 1,200-square-foot rented facility a half-mile away and be more efficient. The new plant is a fabric-covered, steel-framed building just as BriteSpan sells to its own customers. BriteSpan wanted to showcase one of their products. The plant is insulated to R30 and has a steel inner liner. The new manufacturing facility will include a combination of new and existing equipment and new special proprietary equipment. The most important aspect is to double our manufacturing space and make BriteSpan more efficient in all aspects of manufacturing. This new, increased work space will enable BriteSpan to triple their manufacturing capabilities and streamline the manufacturing process. BriteSpan Building Systems recently launched their new “Apex” Building Series. This new building design combines features from both the Atlas and Genesis Buildings. “The Apex Building Series is ideal for the 60-foot- to 100-foot-wide market; it provides everything our customers have been asking for!” enthuses Ben Hogervorst, president of BriteSpan Building Systems Inc. The Apex can be constructed to any length required and can easily be extended down the road. The design of the Apex provides exceptional sidewall clearance, making it ideal for large equipment storage, commodity storage, salt/sand storage

and livestock barns. “We wanted to offer a

To get started on your next building

building that is versatile with features our

project, contact BriteSpan Building System

customers have asked for,” states Hoger-

today.

vorst. The Apex building can be customized to suit your building needs with doors, ends,

For information, visit us online at

ventilation and various foundation options.

www.britespanbuildings.com.

Spring 2013

Hearst Air Service Ltd.

Providing mining companies with the services they need for remote fly-in to Northern Ontario

Air Charter and Logistics with Hearst Air Service Ltd. • 4 season air charter • inventory management • logistical support • bulk drum hauls • expediting services

call now toll free 1-866-844-5700 charter@hearstair.com www.hearstair.com

C-208

DHC-3T

DHC-2T

DHC-2

Hearst Ontario HWY 11N ~ ideally located for Far North Programs 54

Ontario Mineral Exploration Review

Mineral exploration in the north of Ontario has given many smallto medium-sized businesses the opportunity to offer services in their own backyard. Hearst Air Service Ltd. is one of those companies that has grown with industry demand and is eager for more. Hearst, as a region, is a full-service community with expertise in trades, service and industry needs. The area has hosted projects for mining, forestry, tourism and research. Entrepreneurs have worked hard together to meet all expectations, and change is welcomed by all. Hearst Air Service Ltd. offers air transportation to the most remote parts of Northern Ontario. With a fleet of DeHavilland aircraft such as a Turbo Otter, Turbo Beaver, Beaver and a newly acquired Cessna Caravan, this air support team is an asset to all successful ventures. Aircraft maintenance is done on site and this factory has helped establish a quality standard like no other; to be able to tend to aircraft issues, maintenance or preventative maintenance on-site is priceless. The key to a successful remote job is a strong support system. Hearst Air’s team works diligently to provide supplies and equipment needed. Local businesses are available around-the-clock for equipment repairs and servicing for quick turnarounds and return to camps. Drilling equipment needs to run efficiently 24-hours per day and having quick access to parts and service is imperative. Hearst Air’s support ensures drillers are supplied as needed, and other subcontractors (such as helicopter companies) are also wellsupported by Hearst Air. Inventory is managed at base for rods, casing, parts and lubricants. Hearst Air manages crew changes, parts and maintenance crews to help eliminate ferry costs and other costly delays. Hearst Air has also had the pleasure of working with a new expediter of food service, which operates a quality supply of groceries packed as per camp standards to facilitate transportation and handling once it has arrived at camp. Whether your company has a need for special work boots, hardware, personal items for staff or custom fabrication from the welding shop, Hearst Air Service Ltd. is the best company to provide you with the service needed for remote fly-in locations in the north of Ontario. For more information, call toll-free 1-866-844-5700 or visit Hearst Air online: www.hearstair.com.

CMY

Index to Advertisers Abitibi Geophysics.................................................................9 Accurassay Laboratories Ltd................................................52 Activation Laboratories Ltd...................................................5 ALS Minerals.......................................................................27 Assaynet Canada Inc...........................................................36 BDI Canada.........................................................................37 Belmont Resources Inc........................................................17 Britespan Building Systems Inc...........................................53 Bull Powertrain...................................................................31 Di-Corp................................................................................35 exp Services........................................................................51 Fladgate Exploration Consulting Corporation................... OBC Fordia..................................................................................10 Future Buildings..................................................................11 Hearst Air Service Ltd..........................................................54 Hertz Equipment Rental......................................................49 Industrial Equipment Manufacturing Ltd............................21

io global..............................................................................12 Kirkland Lake Gold Inc.........................................................32 Lakehead Marine & Industrial Inc.......................................25 Mine Site Technologies........................................................50 Mullen Trucking LP..............................................................32 Norske Drilling....................................................................14 OBM Equipment Service........................................................7 Ontario Drive and Gear Ltd..................................................47 Ross Industries Ltd..............................................................15 SCR Mines Technology Inc..................................................IFC SGS Canada Inc....................................................................26 Terraquest Ltd....................................................................45 Tetra Tech............................................................................13 The Mackwood Group of Companies Ltd.............................33 Wilson Mining Products......................................................29 World Mining Congress.......................................................55 Spring 2013

We o ffe r a w ide r ange of s e r vi c e s t o t h e r e so u r c e i n d u st r y i n c l u d i n g : land management and technical services, exploration services, geomatics-database management, resource estimation and 3D modelling, mining services, project evaluation and generation, and corporate management.

Our goal is to provide exceptional service, produce high quality products and provide our clients value to create value. F R O M

T H E

B U S H

T O

T H E

B O A R D R O O M

195 Park Avenue Thunder Bay, Ontario, Canada t. 807.345.5380 f. 807.345.1875 info@fladgateexploration.com

P7B 1B9

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