Potash Producer 2023, issue 3

p otash producer THE

E-newsletter | a potashworks companion

2023 issue 3

The Mosaic Company’s flagship potash operation in Esterhazy is now the world’s largest

Can make mining and engineering Thewe need for boilermakers thewomen energy transition moreTransitioning welcomingtofor (and others too)?

Competing for talent

|

Measuring safety performance

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IN THIS ISSUE Message from the editor, Shayna Wiwierski – 6 From where I sit: Doubling down on potash – 8 SIIT and Nutrien unveil pawâcikêwikamik: Nutrien Makerlodge to empower Indigenous innovation and technology – 12 The Mosaic Company’s flagship potash operation in Esterhazy is now the world’s largest – 14 Prioritizing potash and uranium in Canada’s Critical Minerals Strategy – 18 Sensor-based sorting testwork for potash operators – 20 Exploring the early settlement history of Saskatchewan: A siding at Neely – 22 Coatings: The silent heroes in the potash industry – 26

p otash producer THE

Exploring submerged combustion: An industrial heating and evaporation solution – 30

DEL Communications Inc. www.delcommunications.com President & CEO David Langstaff

Transitioning to the energy transition – 34

Managing Editor Shayna Wiwierski

Apprenticeship success enhancement strategy helps apprentices achieve journeyperson certification – 36

Director of Online Marketing & Sales MIC PATERSON

SIMSA providing 100x ROI for its members – and now it’s growing – 38 Seeing is believing: Mitigating risks using 3D CADD models and scanning – 40 The need for boilermakers – 43

shayna@delcommunications.com mic@delcommunications.com Advertising Manager dayna oulion Contributing Writers: Carey Carriere,

Murray Edmunds, Steve Halabura, Andrea Hansen, Erin Matthews, Sam Voegeli © 2023 DEL Communications Inc. All rights reserved. Contents may not be reproduced­by any means, in whole or in part, without the prior written permission of the publisher­.

While every effort has been made to ensure the accuracy of the information contained in and the reliability of the source, the

Competing for talent – 44

publisher in no way guarantees nor warrants the information­

Why sampling valves – 46

made by advertisers. Opinions and recommendations­made

Measuring safety performance– 48

publisher­, its directors, officers or employees.

and is not responsible for errors, omissions or statements­ by contributors or advertisers are not necessarily those of the

DEL Communications Inc. and potashworks.com are extremely grateful to our advertisers for their support in this publication. Click here to download the media kit.

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Caltech Group.................................................... 25

Nutrien.................................................................13

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Parkland Manufacturing....................................17

CODC....................................................................21

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Commercial Sand Blasting & Painting.............. 3

Pebco, Inc........................................................... 24

Sutton Benefits & Pension............................... 45

Continental Conveyor.........................................31

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Message from the editor

Shayna Wiwierski

A

s we dive into the latest edition of The Potash Producer e-newsletter, it’s clear that the world of potash production is thriving and evolving in exciting ways. From record-breaking operations to

innovative partnerships, the industry continues to make headlines and drive progress.

We are thrilled to feature an in-depth report from The Mosaic Company on their flagship potash operation in Esterhazy, Sask., which has secured its place as the world’s largest potash

facility. This achievement speaks volumes about the dedica-

tion and ingenuity of those in the potash sector. The story behind this remarkable feat can be found on page 14 and is one that will inspire and inform our readers.

In another groundbreaking development, Nutrien and the

Saskatchewan Indian Institute of Technologies (SIIT) have

joined forces to unveil the pawâcikêwikamik: Nutrien MakerLodge, an initiative that empowers Indigenous innovation

and technology within the potash industry. This collaboration underscores the industry’s commitment to diversity, inclusion, and the importance of Indigenous voices in shaping its future.

Canada’s Critical Minerals Strategy has also been a topic of discussion for some time now, and it’s heartening to see the

prioritization of potash and uranium within this strategic

framework. The critical role these minerals play in various industries and national security cannot be understated. We delve into the details of this strategy and its implications for

the potash sector in the feature from the Saskatchewan Chamber of Commerce on page 18.

Our commitment to keeping you updated on the latest trends

and insights in the potash industry remains unwavering. In

addition to these featured stories, we have also included a range of articles, interviews, and expert opinions that provide a comprehensive overview of the current landscape.

Lastly, I invite you all to actively engage with us, sharing your

experiences, insights, and success stories. As we navigate an

ever-changing world, innovation, sustainability, and collaboration will continue to be the driving forces behind the potash industry’s growth. We encourage you to explore the content in

this issue, engage in the conversation, and share your thoughts with us.

6

With that, we would like to thank our contributors for this is-

sue:

• International Brotherhood of Boilermakers Local 555 • Checkfluid Inc. • Inproheat Industries Ltd. • March Consulting Associates Inc. • The Mosaic Company • Nutrien • Park Derochie Inc. • Proactive Consulting • RESPEC • The Saskatchewan Chamber of Commerce • Saskatchewan Apprenticeship and Trade Certification Commission (SATCC)

• Saskatchewan Industrial and Mining Suppliers Association (SIMSA)

• Saskatchewan Research Council (SRC) • Steve Halabura Potash Consulting Ltd. • Sutton Benefits & Pension • Western Heritage We invite all interested companies to share their news and ed-

itorial ideas with us. If you would like to contribute a story for

future issues of The Potash Producer e-newsletter, please contact myself at shayna@delcommunications.com.

Finally, we also welcome you to help spread the message about our publication. In addition to The Potash Producer

e-newsletter, we publish a handful of other mining-related e-newsletters. You can find out more and subscribe at www.delcommunications.ca/mining/.

Thank you for your continued support of The Potash Producer e-newsletter and keep an eye out for our upcoming annual PotashWorks magazine, to be released in late 2023/early 2024.

Together, we can propel the industry to new heights and ensure a sustainable future for all.

Shayna Wiwierski shayna@delcommunications.com l

POTASH

INDUSTRY

UPDATE

from where i sit

doubling down on potash

By Steve Halabura, P.Geo., Halabura Potash Consulting Ltd.

H

ere is an investment thesis I’ve heard this summer: fertilizers, and by association, potash, is heavily

potash prices and poorer than expected

that fertilizer shortages will create op-

I am most likely to hear the “potash is

oversold, thus discrediting any claims

portunities for production expansions in the near to medium term.

share price performance of the fertilizer majors over the past year?

Hear me out on this. oversold” thesis from my contacts in the investment community, who are not investing directly in the sector, like a pure

Wrong!

How can I say this given the drop in

potash production company would

do, but into the equity markets within

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which those same producers are listed.

The big potash producers are integrated fertilizer producers, so they hang their performance upon nitrogen and phosphate, alongside potash.

Because the title of this publication is The Potash Producer and not The Nitrogen Producer or The Phosphate Producer, I will not delve into some of the deeper aspects of why nitrogen prices have been a serious drag on fertilizer companies over the past year; however, I will dive a bit deeper into potash as a pure fertilizer play.

While the sector has underperformed compared to 2022, what I am disputing is whether this can be taken as a proxy of the future of the potash sector. Therefore, let me propose an antithesis: the underlying potash market supply and demand is not properly accounted for in what we see reflected in the performance of potash producers share prices.

I base this upon several factors: 1. While market performance in 2023 is down from 2022, it is still much better than 2021.

2. Most of the big producers are not pure potash plays.

3. Equity markets reflect corporate, not operational initiatives.

4. Market disruptions abound.

5. A ddition to new production capacity is hampered by larger macroeconomic impacts.

While all five points have validity, the key point is this: while 2023 is not as good as 2022, it is better than 2021, and most definitely better than the production and price performance over the past decade.

What do I base this claim upon?

I have said this many times before: the best public source of information about the health of the global potash sector is from the Province of Saskatchewan (Check it out yourself, here is the link: https://dashboard.saskatchewan.ca/ business-economy/business-industry-trade/mineral-sales#by-commodity-tab). Please note one peculiarity about the data I am about to present – the province reports its production and sales in “tonnes K2O equivalent”, not KCl or product tonnes. If you want to think in terms of product tonnes, just divide the tonnes K2O by 0.6317.

Let’s begin with potash production, beginning with a comparison of the month of June 2021 to June 2022. In 2021, mines produced 1,074,048 tonnes, while in June 2022 those same mines

10

produced 1,331,314 tonnes, an increase of 24 per cent. June 2023 saw production of 953,622 tonnes, which is a 28 per cent drop from 2022. However, compared to 2021, 2023 production was down by only 11 per cent. Comparing year-to-date numbers for 2023 to 2021, production is down only 9.5 per cent.

The next comparison is potash sales.

Comparing the month of June 2021 to June 2022, 2021 potash sales were $580 million, while in June 2022 sales were $2 billion, an increase of 250 per cent. June 2023 saw sales of $615 million, which is a 70 per cent drop from 2022. However, compared to 2021, 2023 sales are up by six per cent. It’s even better when we compare the year-to-date numbers for 2023 compared to 2021, as sales are up 106 per cent.

Last, let’s look at realized price. The month of June 2021 compared to June 2022 saw a realized price of $540 per K2O tonne in 2021 compared to $1,527 per K2O tonne in 2022, an increase of 183 per cent. June 2023 saw a realized price of $645 per K2O tonne, which is a 58 per cent drop from 2022. However, compared to 2021, 2023’s realized price is up 19 per cent, and on a year-to-date basis, 2023’s realized price is up 128 per cent.

What do I make of this? Yes, 2023 when compared to 2022 is disappointing, but when 2023 is compared to 2021, it’s doing pretty good! Let’s take a broader

look at the question of pricing and production.

The charts look back 12 years and they show some interesting trends.

Annual production since 2011 show steady growth of about 550,000 tonnes per year, which by my calculation is about 3.9 per cent annual growth per year. There is a decline in production from 2022 to 2023; however, I would attribute this to demand destruction forcing production cutbacks, as well as difficulties in shipping potash from Canadian ports due to labour strikes.

Note that 2022 saw no production spike, which I attribute to the inability of current producers to expand production.

Hence, Nutrien’s announcement last year to expand production capability and in turn, its retraction in August 2023.

If we look at the price chart, the overall price trend was downward until 2020, when prices began to rise. Clearly the 2022 price is a spike that, in my opinion, was induced by several geopolitical factors, but when compared to the longterm trend, 2023 is dramatically higher than the preceding decade trend.

What can we take away from this analysis? Here are my conclusions: First, the geopolitical forces that buffeted the potash sector in 2022 and in 2023 may have had little long-term ef-

fect on production, and it’s reasonable to conclude that demand growth will continue to be between 2.5 per cent and 4.5

per cent per annum, depending upon who is your market guru.

Second, the price spike of 2022 demon-

strates to me that potash is very sensitive to farmgate price, and if prices rise

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example is Mosaic’s announcement in

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Third, a short-term outlook may work in the public markets, but it is the wrong

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brine inflows, not ore depletion.

Fourth,

geopolitical

considerations

have significant impacts upon potash

supply and demand; however, underlying these influences, there is a real and steady growth in demand for potash.

Population growth, food insecurity, and

climate change will have far greater impact over the next several decades than anything else.

‘Nuff said … l

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SIIT and Nutrien unveil pawâcikêwikamik: Nutrien MakerLodge to empower Indigenous innovation and technology

N

utrien’s partnership with SIIT provides unparalleled access to advanced technologies and training for Indigenous students, revolutionizing tech education in underserved communities.

Nutrien recently partnered with SIIT to launch the pawâcikêwikamik Nutrien MakerLodge.

As a company deeply rooted in Saskatchewan, Nutrien recognizes the importance of building meaningful relationships and supporting initiatives that empower individuals in the province.

The recent announcement of Nutrien’s

partnership with Saskatchewan Indian Institute of Technologies (SIIT) as they

proudly launched the pawâcikêwika-

mik (pronounced puh-wah-see-kewwik-ah-mik’): Nutrien MakerLodge,

demonstrates Nutrien’s commitment to inclusion, paving the way for increased opportunities and enhanced

educational pathways for Indigenous students and entrepreneurs.

“SIIT and Nutrien have been partners

for a very long time. When Nutrien heard there was a physical space that

[SIIT] wanted to create to support Indigenous entrepreneurs and innova-

tion, we knew that was something

we wanted to be a part of,” says Pam

Members from SIIT and Nutrien.

12

Beaudin, senior Indigenous relations manager at Nutrien. “It aligns with our

values at Nutrien and supporting our community here in Saskatoon, helping to grow that entrepreneurial spirit within our Indigenous communities.”

The MakerLodge will stand as a vibrant hub, with the name “pawâcikêwikamik” – which is a Cree word – meaning ‘a lodge supporting those who dream’. Its mission is to empower Indigenous learners, nurture creativity, and strengthen community connections while preserving culture and language. The MakerLodge has already facilitated over 800 training hours, benefiting more than 60 First Nations and making significant strides in fostering First Nation inclusion and leadership in the tech economy.

For Nutrien, this partnership holds additional significance as one of its employees, Brooke Laliberte, senior advisor, Indigenous relations, is a proud graduate of SIIT. “SIIT played a crucial role in my academic journey, providing access to the Business Administration Program and easing my transition to Edwards School of Business at the University of Saskatchewan for my Bachelor of Commerce,” says Laliberte. “I then began my journey with Nutrien in 2020 as part of the company’s Indigenous Internship Program. Nutrien’s investment in SIIT’s MakerLodge makes me feel proud to work here. The MakerLodge empowers youth, supporting their growth as future leaders in the technology field, benefiting our communities for generations to come.”

minds, enabling them to become future leaders.

“Investing in these opportunities and including Indigenous communities in

“The partnership with SIIT exemplifies

community investment reflects respect

meaningful relationships with Indig-

belief in the potential of Indigenous

Nutrien’s commitment to inclusion and

for Treaty 4 and Treaty 6 territories and

enous communities,” says Laliberte.

youth to shape a brighter future.” l

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13

The Mosaic Company’s flagship potash operation in Esterhazy is now the world’s largest

K3 came fully online in 2022, and its design and technology make Mosaic’s Esterhazy facility the world’s most advanced and largest potash operation. The early development of K3 started in 2009, with the sinking of the shaft beginning in 2011, and crews successfully reaching the ore in 2017. The cost to build K3 was $2.9 billion.

“At the time, this project was the first of its kind in the province in nearly half a century,” says Dustin Maksymchuk,

A

during a market up-swing, but with

fter a decade-long jour-

constructed to house powerful hoists

invested, Mosaic’s expan-

to the surface. Construction was com-

ney and nearly $3 billion sion project in Esterhazy,

Saskatchewan is complete. The massive

mining complex now holds the title of

the world’s largest potash operation after externally verified results con-

firmed it can produce 7.8 million tonnes of potash.

The project was first announced in

2009, followed by shaft sinking in 2011.

By early 2017, the first ore was uncovered. Two massive headframes were

14

Esterhazy’s general manager. “It began

and skips that bring the valuable ore

pleted on a conveyance system to transport the raw ore to Mosaic’s two mills

that sat next to the original K1 and K2

mine shafts. As surface infrastructure took shape, while underground, new

mining machines fabricated in Saskatchewan were expertly assembled

using a modular approach – meaning they could be partially put together

the time it takes to build a new potash

mine, much of the work was completed during depressed markets and a global pandemic. We accelerated our timeline several times and delivered the project

well ahead of the original timeline and

on-budget. This project is a true testament to our team’s persistence and

endurance. This is a 50-plus-year investment for the company and a generational commitment to Esterhazy and Saskatchewan.”

above ground then carefully lowered

Mosaic added 13 automated mining

get them into production faster.

underground fleet, which cut through

down the shaft to save shop time and

machines, often called “miners”, to its

The IOC system is constantly evolving with feedback from employees operating the system and those working underground.

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Above left: Today, the underground footprint of K3 is about four times the size of the City of Yorkton. By 2025, the mine will be double the size of the City of Regina. What is more incredible? WiFi is also accessible throughout the entire underground to power the extensive digital footprint.

Above right: Thirteen automated miners complete the underground fleet at K3. The 13th miner officially joined the fleet in July 2023. ore beds left behind in the Cretaceous period. The automated miners are controlled by professional operators

housed in the new Integrated Operations Centre (IOC).

Innovation and technology power Mosaic’s Esterhazy Complex Esterhazy’s new IOC uses the latest

technology in cameras and sensors to

Mining at K3 is 150- to 300-feet deeper

than Mosaic’s previous two underground mines, which impacts what is

called ground conditions by the industry. Underground personnel must always be aware of the conditions above their hard hats and below their work boots.

monitor and operate the mining ma-

Mosaic introduced a specialized Own

moves potash to surface, and then over

condition checks top of mind on every

chines and the conveyance system that

Your Ground program to make ground

11 kilometres of enclosed conveyors to

shift.

reach one of two mills for processing.

“Safety is at the forefront of every de-

“The IOC streamlines the flow of in-

cision we made when building every

from end-to-end,” says Maksymchuk.

vice-president, mining, North Amer-

that’s a good thing. This is the future of

its design and when transitioning our

formation and optimizes our operation

part of this project,” says Kelly Strong,

“It’s revolutionized how we work, and

ica. “The team was intentional with

mining – it offers improved safety and empowers our people to make the best decisions faster and with real-time information.”

workforce into a new environment. You

must adapt your processes and policies

to fit a modernized underground operation with different conditions.”

Owning the ground

Esterhazy keeps on “Crushin’ It”

Automation has improved safety for

“Crushin’ It” became the slogan for

most aspects of the operation from a

duction to prove its new operational

employees because they can monitor safe distance, while also increasing

16

productivity with a 24/7 run-time.

Esterhazy as the team ramped up procapabilities.

Today, strategic investments are underway in the K1 and K2 mills to relieve operational bottlenecks and provide even more product flexibility.

“K3 has been Mosaic and Esterhazy’s future for the past decade – and I’m proud to say the future is finally here,” says Maksymchuk. “This is a rural community in Saskatchewan that’s now home to the largest potash operation in the world. That’s huge for us, and it’s a big deal for the local area and the entire province.”

Strong adds that the magnitude of this project is hard to truly comprehend.

“As a company, our mission is to help the world grow the food it needs. We take that responsibility seriously. The world is counting on us every day, and now we’re ready to deliver 50 more years of potash from the world’s best reserves to farmer’s fields so they can grow food that feeds us all,” says Strong. “What an incredible story for us to tell.”

Learn more about The Mosaic Company by visiting www.mosaicco.com. l

The north production headframe that houses massive infrastructure to lift potash deep from underground in Esterhazy and 380 feet above the surface, making it the tallest structure between Winnipeg and Calgary.

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PRioritizing potash and uranium in Canada’s Critical Minerals Strategy

By Jordan Ewart, Senior Director of Policy & Research, Saskatchewan Chamber of Commerce

I

n today’s rapidly evolving global economy, the significance of critical minerals cannot be overstated. These minerals form the

include potash and uranium, highlighting their pivotal roles in food and energy security.

ing technology, food production, and

The six prioritized critical minerals—lithium, cobalt, nickel, graphite, copper, and rare earth elements—are integral to the clean technology sector, playing a crucial role in the development of environmentally friendly technologies. The recent introduction of a 30 per cent investment tax credit for clean technology manufacturing in Federal Budget 2023 demonstrates the government’s commitment to fostering innovation and sustainability. These minerals are considered essential for the clean technology supply chains that are driving the future.

backbone of various industries, includenergy generation. Canada, with its

abundant mineral resources, has identified 31 critical minerals, but a select

group of six minerals has been given top priority. While this prioritization

is crucial for clean technology supply chains, it is equally vital to ensure the

continued prosperity of existing industries such as uranium and potash.

In this article, we will explore why the Government of Canada should expand its list of prioritized critical minerals to

The priority minerals

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However, while these efforts are commendable, it is imperative not to lose sight of the broader economic landscape. Canada’s established critical mineral industries, such as uranium and potash, have been the cornerstones of the country’s economic success for decades. Therefore, they too deserve a place in the spotlight when it comes to government support and prioritization.

Balancing priorities The global stage is increasingly competitive, and Canada’s established industries face pressure from countries with differing environmental and human rights standards. This global competition poses risks to the country’s economic stability and sustainability.

To mitigate these risks, the government must strike a balance between supporting emerging critical mineral opportunities and bolstering the existing, world-leading industries.

Canada’s role as the top global producer of potash and the second-largest producer of uranium is not a coincidence. These minerals are fundamental to the country’s food and energy security. Potash is a key ingredient in fertilizers, supporting agricultural productivity and ensuring a stable food supply. Uranium, on the other hand, is essential for nuclear energy generation, a low-carbon energy source that plays a crucial role in reducing greenhouse gas emissions.

To ensure the long-term success and sustainability of Canada’s critical minerals sector, the Government of Canada should broaden its list of prioritized critical minerals to include potash and uranium. maintain Canada’s competitive edge on

Next steps To ensure the long-term success and

the global stage.

sustainability of Canada’s critical min-

Finally, the Canadian Critical Miner-

should broaden its list of prioritized

2022, must undergo regular reviews to

uranium. Recognizing the importance

cumstances. The federal government

security is essential. Further, potash

resources on new trends while neglect-

ceive the same level of support and

ready excels.

erals sector, the Government of Canada

als Strategy, which was last released in

critical minerals to include potash and

ensure that it adapts to changing cir-

of these minerals to food and energy

should avoid concentrating too many

and uranium production should re-

ing commodities in which Canada al-

incentives as emerging critical min-

erals. This support should encompass

research and development, infrastructure, and environmental standards to

Conclusion Critical minerals are the building

blocks of our modern world, influenc-

ing technology, agriculture, and energy production. While the prioritization of

certain minerals for clean technology is essential, Canada must not forget the significance of its established in-

dustries, particularly potash and uranium. These minerals are vital for the

country’s food and energy security. By expanding the list of prioritized critical

minerals to include potash and ura-

nium, and offering equal support to existing and emerging opportunities, the

Government of Canada can ensure the sustainable development of a diverse

range of supply chains, securing the

nation’s prosperity for years to come. l

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Sensor-based sorting testwork for potash operations

S

By Erin Matthews (SBS)

such as X-ray transmission (XRT), near

mond industry, SBS technologies have

evolving, offering the mining

tering — the Saskatchewan Research

mining sectors in recent years due in

ensor-based

sorting

technologies and testwork are industry another tool in the

mineral processing toolbox. SBS is a

collection of technologies that use sensors to separate ore from waste, either

on a particle basis (particle sorting) or “parcel”-of-ore basis (bulk sorting).

Using different sensor techniques —

20

infra-red (NIR), colour and laser scatCouncil (SRC) provides SBS testing

solutions that help industry clients select the most ideal sorting technologies and applications to upgrade their ore and reduce waste.

Used for decades in the recycling and

food industry, as well as in the dia-

begun to rapidly expand into other

part to the increased speed and accuracy at which sensor data can be processed. This has enabled sensor-based

measurements to be applied to ore-processing streams and downstream separation mechanisms in near real-time.

Sorting can potentially remove waste

or provide valuable upgrading possibilities for the potash industry. Knowing mineral properties in near realtime can enable effective and efficient preconcentration or separation of ores before expensive grinding, beneficiation, and hydrometallurgy.

How do you know if sorting is for you?

SRC has developed a testing regime to assist industry clients with choosing the right sensor-based sorting technology for their needs. This regime has evolved over the years through SRC’s work with industry clients, helping to select, adopt, and test effective sensor-based sorting applications. Using a data-driven approach, SRC’s testing regime helps to maximize early decision-making. It also helps to minimize the sample required and streamlines the metallurgical testwork needed for

Understanding insolubles

industry clients to obtain real-world

Understanding the individual minerals

derstanding of sorting yields and re-

within the waste (called “insolubles”)

is one of the important factors in applying sensor-based sorting to potash.

This includes the proportion of potassium-bearing minerals to other soluble salts. Sensor-based sorting targets

minerals (such as clays) within wastes differently and is important for understanding the types of insolubles and how they present within the ore.

sorting performance data and an un-

coveries under these conditions, as well as general performance of the full

circuit. This phase is important in determining the feasibility and capital costs of a sorting project. SRC currently

possesses two XRT sorters for these purposes and is evaluating options for

introducing other sorting sensor technologies.

In the second stage, targeting (selecting

Why is testing so important for potash?

corresponding sorting technology) and

Through our testing regime, SRC’s

the target mineral, particle size, and modelling help potash clients decide

on a desirable sorting strategy – upgrading or waste removal. Before deciding on a pilot testwork strategy, SRC

develops a sorting model from sensor

response data. Clients can then use this valuable modelling tool to test out

various scenarios — including sizes, grades, and sorter parameters — while

design and adoption.

designing their final flowsheet.

SRC’s testing stages for potash sorting

Finally, SRC’s pilot testing stage allows

sorting team plays a key role in the optimum application of SBS technologies

for potash. We help the potash industry to identify, integrate, and optimize

the right sorting solution for their operation in the most cost-effective and

streamlined way. Using a unique com-

bination of mineralogical work, sensor testing, and data, SRC helps navigate

the application of sorting technologies. l

starts with sensor-based mineralogical characterization, which assesses the type of sensor technology and the amenability of the ore — based on specific sensor responses and mineral-

ogical characteristics. Using this data, target minerals can be identified and the potential for upgrading or waste removal is determined.

SRC uses a mineralogical sample

The unionized construction and maintenance industry is proud to be partners with the Saskatchewan potash industry in growing and developing our local Saskatchewan workforce.

preparation method for potash that was developed in-house and is proprietary. SRC also tests sensor responses for all commercially available sensors, including XRT, XRF, NIR, colour, laser scattering, radiometric, electromag-

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netic, and more.

21

Exploring the early settlement history of Saskatchewan A siding at Neely

A number of years ago, Western Heritage was looking at a potash mine expansion and when they surveyed the cultivated field, they noticed a few settlement-era artifacts and a big lump of concrete.

T

here is a common misconception that archaeology is only concerned with the early Indigenous history of the

province. Archaeology is interested in all history, including the settlement pe-

Another misconception is that early settlement is well mapped out in the many mile-by-mile sections that describe the province. The truth is much more interesting. The Dominion Land

riod and into the early industrial period.

Survey started in 1871, however, most of

certainly intersect with the early settle-

There were people on the land before

Potash developments in the province

Saskatchewan was surveyed after 1881.

ment and farming practices.

that.

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22

This was not the only system of describing land. Metis settlements were surveyed in river lots. Prior to that, territories and locations were defined by landforms and trails. Finding those boundaries and settlements is a challenge since names and landforms have changed and there are cultural differences in what aspects of a landform are significant, as well as how landforms were used and settled.

The Dominion Land Survey created road allowances but roads often followed earlier trails and people liked to settle along roads and trails. The quarter section grid came after the trails were established so while it is useful for describing settlements, it may not have been the dominant feature in describing where people settled. Railways also had a major role in determining where people settled and Saskatchewan had a lot.

It was said that Saskatchewan and Alberta had over 7,000 kilometres of railways in just the agricultural portion of the province (Bohi and Kozma 2008).

There was a hierarchy of settlements around railways, and sidings were one

Above: In 2010, Western Heritage returned to the site and completed a ground-penetrating radar (GPR) survey of portions.

Right: 1944 photo of the original Neely Siding.

of the smaller ones. A number of years ago Western Heritage was looking at a potash mine expansion and when they surveyed the cultivated field, they noticed a few settlement-era artifacts and a big lump of concrete – what was that?

The first clue was a rail siding at the potash mine called Neely. A quick check into the local history indicated that the siding was moved when the mine was built but the name stayed the same. The local history for the rural municipality also produced the following paragraph: At Neely there was a loading platform where farmers loaded grain into boxcars by hand using grain scoops. In about 1928 the northern elevator was built and a combined office and house for the agent. This created a small community with several families living at Neely. The elevator later was bought by National Grain Co. and served the area until July 31, 1969, when it was closed (Garner 2005).

The first question is where is the original Neely Siding (and was it Neely or Neeley?) as the location seemed to jump

The GPR survey picked up the location of the railway, roads, and several buildings, there was also a buried component.

23

Magnetic map.

were very high-quality photos from around on some early road and railway maps of the area. This jumping around

1944 and 1947. The elevator and several

buildings are clearly visible in both im-

was not uncommon as the location of

ages so the location was fixed.

settlements was determined by features

To investigate the site further, Western

such as road intersections or post office locations, and these could and did move over time. Fortunately for Neely, there

Heritage employed a surface collection

of artifacts and two geophysical surveys. Artifacts that were observed or

collected included some white ware, bottle glass, and ceramic jars that were likely related to the people living at the site. A rail shoe and some wire and insulators fragments are directly related to railway activity. Some artifacts could provide further information, like an ink bottle from the Reliance Ink Company in Winnipeg, and a glass bottle embossed with Aspirin on the side (paper work and headaches do go together).

The Aspirin bottle was manufactured in 1942 which fits the time period, while the ink bottle has a wider date range.

Were there buried building remains?

In 2008, Western Heritage completed a magnetic survey of the area of the siding. There was a very active area around the old elevator (the area of no data was the large piece of concrete), and several significant anomalies to the north. It looked promising, but more data was required.

In 2010, Western Heritage returned to the site and completed a ground penetrating radar (GPR) survey of portions of it. The GPR survey picked up the location of the railway, roads, and several buildings, and there was also a buried component.

24

Archaeology is a regulated concern and the regulator decided that while there was evidence of buried features, there was insufficient evidence to argue for site excavation. That was the end of the search for the settlement at Neely. The concluding statement from the local history runs: “The elevator and the station has since been torn down. The rails and ties in the old rail bed were lifted in 1978. Neely is only a memory!” (Garner 2005).

An interesting side story relates to the changes in ownership in the elevators.

The Northern Elevator Company was a Canadian company from Winnipeg that was in business from 1893 to 1900.

It was later sold to the U.S.-based Peavy Elevator Company where it operated as a subsidiary. The Peavy Elevator Company became part of the U.S.-based National Elevator Company in 1940. This illustrates the rapid consolidation in agriculture at that time and undoubtedly the higher capitalization of the U.S. customers.

Positioning you for success.

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+ Construction layout + As-built + Earthworks modeling

+ Inspection surveys + Deformation surveys + QA/QC reporting

References Bohi, CW and LS Kozma 2008 – Interwar rail construction in Saskatchewan and Alberta: an evaluation. Prairie Perspectives (Vol. 11) 45, University of Regina Garner, L. 2005 – NEELY CNR SIDING in Milestones and Memories: Colonsay and Meacham Districts 1905 -1980. l

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25

Coatings: The silent heroes in the potash industry

By Park Derochie Inc. Park Derochie potash gallery used to transport potash to and from large product storage warehouses via internal conveyor belts. Aiding in safety, schedule, and quality of the finished product.

Safety Enhancement Not only do coatings prevent corrosion, but they also guard against the release

of harmful gases and substances into the air and into the ground. Internally, coatings facilitate efficient containment and remediation, while externally, they

ensure the environment remains less

C

exposed and therefore not as effected as

anada is the leading potash producer and exporter in the world. That’s right. With the largest reserves, we were

Corrosion Protection

able to contribute over 30 per cent of the

Coatings in the potash industry serve

to grow the industry year after year.

sault of caustic potash solutions. Acting

the country’s vast geological wealth, but

ment and infrastructure from corrosive

global production in 2021 and continue

as indispensable armour against the as-

This achievement not only underscores

as protective barriers, they shield equip-

also its pivotal role in sustaining agriculture worldwide.

harm. Without these coatings, corrosion

when coatings are absent.

Jobs & Innovation

As with any industry, the potash industry is ever evolving to keep up with the

times. Whether its through research or a newly developed product, there will always be a need for expertise and hard work to keep this market viable.

can infiltrate the heart of machinery and

Product Quality

As you may know, potash is primarily

facilities, casting shadows of structural

Last, but certainly not least, we need

tant role in enhancing crop yields and

lating maintenance costs.

used in fertilizers – playing an imporensuring global food security. But, that’s not all. Potash can be applied to various manufacturing

processes,

including

soaps, ceramics, pharmaceuticals, and even water treatment. However, as the

potash industry expands, it brings for-

26

Why do coatings matter?

compromise, safety hazards, and escaAsset Longevity In addition, coatings can extend the overall lifespan of equipment, tanks, pipelines, and other vital components

ward unique corrosion and wear chal-

used in the potash industry. By prevent-

mental effects. So, what does this mean

reduce downtime and enhance overall

lenges that could lead to severe environ-

ing corrosion and degradation, they

for coatings in the potash industry?

operational efficiency. A real win-win!

to consider the final potash product.

Minor variations can have significant

ramifications! Contamination resulting from corroded or degraded equipment

poses a direct threat to the quality and

consistency leading to impurities, discolouration, altered chemical compositions, and reduced efficacy. Coatings intervene – preserving the industry’s commitment to delivering impeccable quality to global consumers.

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The transfer chute is a critical piece of equipment in mining, quarrying, and other material handling operations. Considering all factors up-front will result in a transfer chute design that aids, rather than restricts, production.

West River Conveyors pays careful attention to the properties of the material being conveyed — with an expert understanding of how it moves through the transfer chute. From the design stage forward, we can find a solution that fits your needs.

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27

What are the different types of coatings and their applications?

What are the different types of coatings and their applications?

Coating

Typically Applied To

Pros

Cons

Epoxy

Equipment, storage tanks, and pipelines

Corrosion resistance

Limited abrasion resistance

Ceramic

Equipment subjected to abrasive conditions, such as crushers, screens, and chutes

Abrasion resistance

May be brittle and prone to cracking

Polyurethane

High-wear areas like conveyors and chutes

High durability and chemical resistance

Limited temperature resistance

Thermal Spray

Areas subjected to extreme conditions, such as high temperatures and severe wear

Superior resistance to extreme conditions

Complex application process

Zinc (Galvanization)

Structural-steel components, support structures, and buildings

Corrosion protection

Limited resistance in highly acidic media

Polymeric Linings

Storage tanks and containers

Corrosion and chemical resistance

May require skilled application

Fluoropolymer

Areas requiring resistance to highly corrosive environments

Exceptional chemical and corrosion resistance

High cost and specialized application

Concrete

Infrastructure like containment structures and walls

Corrosion protection

Heavy and may require complex installation

High-Performance Paints

Areas requiring specific surface protection

Tailored protection for specific surfaces

Varies widely by formulation and application

Anti-Fouling

Equipment surfaces that require minimized fouling and buildup of materials

Prevents fouling and material buildup

Not typically used as primary protection

Environmental Barrier

Equipment and structures exposed to harsh environmental conditions

Shields against harsh environmental conditions

Specialized use for specific environments

Coatings simultaneously prevent corroThe choice of coating depends on facof the potash industry, quietly working The choice of coating depends on factors such as the specific application, environmental conditions, material being tors as the specificOften, application, en-use abehind-the-scenes sion, extend the the lifespan of assets, proto safeguard protected, desired level of protection, andsuch project budget. facilities combination of these coatingsits fuvironmental material being mote compliance with environmental ture combinations success and growth. strategically to address unique challenges posed by conditions, their operations.

There are many that areThey sureensure to get protected, the desired level of protecyou the exact result you’re looking for. regulations, and safeguard the quality the industry continues to be a reliable tion, and project budget. Often, facilities and purity of the final product. By consource of essential resources while In the end, coatings are the silent heroesuse of athe potash industry, quietly working behind-the-scenes to safeguard its combination of these coatings stratributing to a cleaner, safer, and sustainsetting an example for sustainable, future success and growth. They ensure the industry continues to be a reliable source of essential resources while tegically to address unique challenges able production process, coatings notsafe, and environmentally conscious practices.safe, and industry environmentally conscious setting an example for sustainable, As they evolves and posed by their operations. There are only protectcoatings the environment but expands, will remain analso indispensable ally in shaping its bright future. practices. As the industry evolves and many combinations that are sure to get enhance the industry’s reputation as a expands, coatings will remain an inyou the exact result you’re looking for. responsible and environmentally condispensable ally in shapingPAGE its bright The Importance of Coatings in the Potash Industry | 1 | 2023-09-22 | 3 of 3 scious contributor to global agriculture.

28

In the end, coatings are the silent heroes

future. l

Pumps are at the heart of fertilizer production, and correct equipment selection that takes into consideration hydraulic design, materials, application knowledge, duty point and maintenance regime are critical to achieving reliable long-term pumping operation and maximum plant production. As an expert in solutions for corrosive and abrasive liquids, or those with high gas content, Sulzer offers a complete range of pumps, agitators, mixers and compressors for the fertilizer industry. Our innovative products are suitable for the production of potash, phosphate and NPK compound fertilizers as well as acids and industrial chemicals.

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29

Exploring submerged combustion: An industrial heating and evaporation solution

S

ubmerged combustion is a highly efficient and safe method to heat and evaporate a wide range of aqueous solutions and slurries, even those with a high tendency to scale, corrode, or erode.

It involves the direct contact between combustion gases burned in a submerged combustion chamber and the liquid. Thermal efficiencies in excess of 99 per cent on HHV basis are feasible, therefore less fuel is required and less greenhouse gas emissions are produced than conventional heating methods.

The Submerged Combustion Components • Tank: Used to contain the liquid and support the combustion chamber. Material selection is based on the liquid properties.

A 60 MM Btu/h submerged combustion process water heater for sulphate of potash production.

• Fuel Source: Often natural gas. Other fuels like propane, butane, or No. 2 fuel oil can be used. Innovative fuel sources can be applied as they emerge.

• Combustion Air: Usually from a centrifugal or positive displacement blower, the air source must overcome resistance to deliver air at the appropriate pressure.

• Combustion Chamber: Usually cylindrically-shaped and especially designed to ensure complete combustion of the fuel gas is achieved before the gases leave through openings specifically sized for each application.

• Exhaust Outlet: Exhaust gas is vented to a safe location using a stack.

A view of the submerged combustion fuel management system.

30

• Burner Control and Safety: CSA, NFPA, FM, and CEN safety requirements set operational standards for submerged combustion systems, but specific tools

Left: A 10 MM Btu/h submerged combustion evaporator for Magnesium Chloride concentration. Right: Enthalpy of saturated air versus 6 temperature.

can further enhance safety. Flame detectors and scanners provide ongoing monitoring, while mass-flow measuring devices track fuel and airflows.

• Process Control: Effective control allows oversight of the burner firing rate, the container’s liquid level, and any other process variable of interest.

with enthalpy increasing rapidly with temperature. At higher liquid temperature limits, submerged combustion’s efficiency decreases. In order to maintain high thermal efficiency, a heat recovery unit is added to the process flowsheet.

This unit operation can be internal or external to the submerged combustion tank.

This phenomenon of latent heat carried by the exhaust gas makes it impossible to boil water by submerged combustion at a certain temperature below the boiling point. The amount of energy contained in the water vapour in the saturated gas is equal to the amount of energy that is brought into the liquid by the burner. At sea level, pure water

The Process The process begins with starting the combustion air blower, which must overcome the hydrostatic liquid head in the combustion chamber. Afterwards the burner will ignite and a flame is established.

Combustion gases exit the combustion chamber and bubble through the liquid, transferring their sensible heat energy to the liquid. Some combustion water is condensed, transferring latent heat as well. The gases leave fully saturated and at the same temperature as the liquid, carrying sensible heat, and latent heat from the water vapour.

The saturated gas contains latent heat relative to the humidity ratio (Table 1),

31

Submerged combustion offers an effective method of

can only be heated to about 85°C. This makes submerged combustion an effective evaporator.

heating difficult solutions with high thermal efficiency.

Applications

Applying it can yield plant operators cost savings,

Submerged combustion can be used to heat and evaporate any aqueous solution or slurry; however, it is often found to be the best available technology when dealing with difficult streams that pose a significant challenge to conventional equipment.

higher efficiency, and lower emissions.

Heating • Potash brine • Sulphuric acid heap leach solution • Log chest water containing suspended wood fibre and dissolved lignin • Process water containing high levels of chloride • Sea water for LNG vapourization • Wastewater aerobic activity • Municipal sludge - Class A biosolids • Fresh water for process use • Iron ore concentrate slurry

Evaporation • Iodine brine • Produced water from oil and gas wells • Brine from cowhide curing • Reverse osmosis rejects • Salt whey • Calcium chloride solution • Metal acid leach solution • Landfill leachate

Looking Ahead

32

Powered Mobile Equipment Training Mobile/Overhead Crane Training Safety Program Development | Onsite Safety Services Turnaround Safety | Contract Safety Professionals

Submerged combustion offers an effective method of heating difficult solutions with high thermal efficiency. Applying it can yield plant operators cost savings, higher efficiency, and lower emissions.

proactiveconsulting.ca admin@proactiveconsulting.ca Saskatoon 306-955-6108 | Regina 306-543-6108

For more information about submerged combustion, contact Osama Shenouda, CEO, Inproheat Industries Ltd., at oshenouda@inproheat.com. Or visit them online at Inproheat.com. l

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33

Transitioning to the energy transition The hydrogen revolution begins underground

By Sam Voegeli

Cavern Dome Modeling.

P

icture a future where clean and sustainable energy isn’t just a goal but a dream realized. A future that runs on a limitless source: hydrogen. This reality is closer than you think—and it begins underground.

Climate change concerns and the quest for cleaner alternatives have propelled hydrogen into the international spotlight. Hydrogen’s appeal is simple: it’s a versatile energy source that produces zero carbon emissions when spent. By 2050, hydrogen-based fuels are projected to account for 13 per cent of the global energy demand. For hydrogen to reach its full potential, however, successful storage solutions are needed.

Currently, the most cost-effective, safe, and proven method for storing bulk-s-

34

cale hydrogen is underground storage caverns developed within evaporite formations, such as salt and potash.

Fortunately, the potash industry is situated to take advantage of the unique convergence of hydrogen energy with underground salt and potash storage resources. Potash caverns have served industrial purposes for numerous years, but now they could hold the key to a sustainable energy future—particularly for facilities that use solution mining to extract potash. Unused depleted potash wells can potentially be converted into underground hydrogen storage with minimal cost and in a shorter time than greenfield development.

Investing in hydrogen storage infrastructure gives you a competitive advantage in the rapidly growing energy

landscape, where an increasing demand for hydrogen services will eventually span various industries, including longdistance transportation, infrastructure, and power generation. Forward-thinking potash companies can now position themselves as leaders in the energy transition by aligning their operations with global sustainability objectives.

But how do you get there? Converting your potash cavern to underground hydrogen storage requires a unique, combined understanding of both potash production and hydrogen storage. RESPEC has both. We have devoted more than 50 years to the underground industry, using custom in-house software to design, optimize, and ensure safe and economical hydrogen storage facilities.

RESPEC’s process is seamless. We con-

duct thorough prefeasibility studies to determine the potential for underground hydrogen storage. RESPEC can also develop a preliminary design and cost estimate based on the existing geologic information from the potash facility to strengthen confidence in the economics of hydrogen storage. We then use our in-house rock mechanics laboratory and field exploration program to better understand the geologic behaviour and constraints of converting the caverns.

Transforming potash caverns into hydrogen storage reservoirs contributes to carbon reduction; helps reach Environmental, Social, and Governance (ESG) goals; and champions an environmentally sustainable future. This endeavour is a strategic investment that not only boosts long-term profitability, but also meets the surging demand for clean energy. With RESPEC supporting you through the process, you can position yourself as a leader who shapes a

Above: Cavern perspective.

Left: Salt testing.

cleaner world. l

trust us with your success.

RESPEC has tested, modeled, and observed salt and potash behavior from nearly every actively mined evaporite deposit

in the world.

Contact our award-winning potash experts

respec.com

// 605.394.6400 35

Apprenticeship success enhancement strategy helps apprentices achieve journeyperson certification at the Saskatchewan Apprenticeship and Trade Certification Commission

(SATCC) that supports the Apprenticeship Success Enhancement Strategy

(ASES). The SATCC developed ASES to

improve pass rates and increase support for apprentices attempting to advance in their education.

ASES is based on three components: early intervention; the development of more customized learning plans; and

training oversight, both on-the-job and

technical training. This includes the development of a trade-specific learning strategy to increase apprentice success on the certification exam.

Dow is passionate about helping clients

succeed. Together, he and the apprentice identify the biggest challenges and

which types of supports might work

best, such as working on exam anxiety, as well as study and note-taking skills.

In addition to his Bachelor of Education

The Saskatchewan Apprenticeship and Trade Certification Commission (SATCC) that supports the Apprenticeship Success Enhancement Strategy (ASES). From left to right: Théo Dow, Elvis Kambeitz, and Jolee Kambeitz.

A

s a learning strategist,

Théo Dow works with apprentices who may need

further supports to suc-

ceed during technical training or ex-

Elvis Kambeitz, is also a Red Seal Carpenter. Having worked as an apprentice, Kambeitz has first-hand experience

with both on-the-job training and tech“Helping our clients overcome challenges to achieve their Red Seal certification is really cool. It’s a huge accomplishment and it opens a lot of

nical training, which gives him a strong understanding of how to help clients.

“I have experienced the opportunities

and challenges that are part of the ap-

opportunities for them,” says Dow.

prenticeship journey,” says Kambeitz.

of his job is seeing apprentices to meet

Dow, who holds a Bachelor of Education

their goals.

degree, is one of two learning strategists

apprenticeship training, which better

aminations. The most rewarding part

36

degree, the second learning strategist,

“I understand the fast-paced nature of assists me when I develop a plan for

Offering a clear training plan, regular constructive feedback, and opportunities for progression can ensure apprentices gain comprehensive skills. balancing both school and daily life demands.”

So far, 218 apprentices have accessed learning strategist services, and 44 have

ficulty that they’re struggling with, and

work on diverse projects with journey-

can achieve to their potential,” Kambe-

with other experienced workers can

if they have supports in place, then they itz says.

successfully completed their Red Seal

While the ASES team provides learning

expand the program and is looking to

training, the majority of apprentices’

certification. The SATCC continues to

increase capacity to serve more appren-

strategies and supports for technical

time is spent learning on the job. Em-

persons and encouraging collaboration contribute to a well-rounded training

experience. Dow adds that ensuring the

workplace is a welcoming and supportive environment enhances apprentices’

success. If employers recognize that an

ployers and mentors play an essential

apprentice is struggling, they can refer

role in the success of apprentices.

them to Learning Services.

with the SATCC, is also part of the team.

Common feedback from ASES clients

Kambeitz is grateful to be part of a team

for an underlying learning difficulty or

full scope of the trade before attending

cant challenges.

tices.

Jolee Kambeitz, registered psychologist

If an apprentice is identified as at risk learning disability, they are referred to

her. She performs evaluations to determine accommodation needs, including

psychoeducational evaluations to identify learning disabilities, ADHD, and other cognitive difficulties.

She also liaises with other licensed

health-care professionals who work with apprentices to identify supports

needed, as well as internal staff working directly with clients.

“I do an evaluation that pinpoints the underlying nature of the difficulties that they’re having so that we are able to provide appropriate supports for them,”

centre around a desire to experience a

that helps apprentices overcome signifi-

technical training. Employers can help

“The positive effects from doing an as-

apprentices by providing structured

mentorship, hands-on experience, and exposure to a variety of tasks.

sessment with a client are not limited

to just school,” says Kambeitz. “A lot of times they’re life changing, like if some-

Offering a clear training plan, regular

body has undiagnosed ADHD their

nities for progression can ensure ap-

treatment. It can totally change their

Additionally, allowing apprentices to

work.” l

constructive feedback, and opportu-

whole life and suddenly they’re getting

prentices gain comprehensive skills.

life inside and outside of school, and at

We understand that protecting

infrastructure drives profit.

Feeding your process refinery safely and without interruption is paramount.

she says. Those supports can include ex-

We have the solution...

note-taking software, or alternative for-

Pre-Krete G-8

Regular meetings and strong communi-

Pocono Fabricators’ Pre-Krete G-8 has been safeguarding site piping of Potash slurry from abrasive and corrosive conditions at elevated temperatures since 1982.

tra time on exams, a reader for exams, mat textbooks.

cation are key. When the team at SATCC better understands what’s going on,

they can implement the supports and strategies that will be most helpful for

the client. “We help apprentices under-

stand that it’s not a problem of low intelligence. There’s a specific area of dif-

P: 610-400-1885 | info@pre-krete.com | www.pre-krete.com

37

SIMSA providing 100x ROI for its members – and now it’s growing

Saskatchewan and Kazakhstan people meet in-person and virtually to discuss potash.

L

ast year the Saskatchewan Industrial and Mining Suppliers Association (SIMSA) wrote in PotashWorks that on average, a SIMSA membership resulted in a 100x ROI, stemming from our membership fee. We substantiated this with survey results and the like. And, we even further pledged that in 2022 and 2023 we would provide a significantly higher ROI. And now, to fulfill that pledge, SIMSA has added to its membership offerings, the presentation opportunities in another potash-basin as an entirely new market – Kazakhstan – as well as an entirely new sector for the same suppliers to fulfill – nuclear reactors and fuel.

The Kazakhstan initiative was kickedoff by an event at PDAC, which was jointly presented by the Canada Eurasia Chamber of Commerce (CECC) and SIMSA. With the event, SIMSA

38

connected Saskatchewan’s “potash brain power” with the Government of Kazakhstan and businesses to study the development of the Kazakh potash basin. Kazakhstan has vast undeveloped potash deposits.

relationships with Kazakhstani suppli-

During the event, Saskatchewan’s world-leading potash miners and engineering firms met with the wonderful people of the Republic of Kazakhstan to begin exploring the development of Western Kazakhstan’s potash deposits. The result was a bridge being established between the two groups and planning began for subsequent meetings and conversations.

and India – both of which can be ser-

The logic for SIMSA to arrange the event with the CECC was that if Saskatchewan-based potash miners or engineering firms develop the Kazakhstan resource, then the Saskatchewan potash supply chain will be “first call” suppliers. These suppliers will likely establish

ers to see the economic benefits from

their deposits assist Kazakhstan (as we expect the same here).

Further, they are uniquely located adja-

cent to the key potash markets of China viced by rail. And, while Saskatchewan

potash miners already sell into those markets, if they established a physical

position in Kazakhstan, they would be able to serve Asian markets from there

and balance it with operations here. Of

note is that China typically pays the lowest prices of any market for potash.

Finally, the opening of a new potash basin will allow a growing world to be

continually fed, as fertilizer (of which potash is one of three types) is directly attributable to half of the world’s food production.

The event took place at the Ontario In-

vestment and Trade Centre in downtown Toronto.

Two months after the event at PDAC, SIMSA signed MOUs with two Kazakhstani agencies, which will see the release of the geological data on Kazakhstan’s potash deposits. These MOUs will see SIMSA as a hub for the geological data, allowing Saskatchewan companies access. The signing event was facilitated by the CECC. In addition to a new market, SIMSA is working to facilitate a new sector for its members, thus once again increasing their membership’s ROI. In 2022, SIMSA signed MOUs with GE Hitachi, X-energy, and the OCNI to see us spearhead supply chain development in SMR deployments. We also began working with Cameco and Westinghouse on SMRs, as well as fuel fabrication.

The key to this initiative is that many of the same skills and services required in potash mining and other existing SIMSA member markets are directly applicable to nuclear work.

To turn this opportunity into a reality, SIMSA hired Tom Kishchuk as its nuclear specialist. As such, SIMSA and its members will now be able to leverage his considerable previous experiences, such as being the former president and CEO of Mitsubishi Hitachi Power Systems Canada, as well as the former vice-president of operational support for Federated Co-operatives Limited.

As SIMSA’s nuclear specialist, Kishchuk will maximize the amount of Saskatchewan content for new nuclear development in Canada and globally, especially in Saskatchewan, including but not limited to: Small Modular Reactor component manufacturing and deployment, certified services to the nuclear industry, nuclear fuel manufacturing, etc.

Dilyara Ibragimova, board director, Canada Eurasia Chamber of Commerce (CECC) and SIMSA’s executive director, Eric Anderson after signing the MOUs. This will allow Saskatchewan’s traditionally potash-sector suppliers to expand their reach to another sector, as well as other provinces and countries.

This will also ensure that supply chain capacity is available for upcoming Saskatchewan projects, which will run concurrent to significant nuclear projects in New Brunswick and Ontario.

Saskatchewan is a logical hub for a safe and ethical nuclear supply chain.

Kishchuk brings a unique combination of technical and business leadership experience gained during more than 25 years of developing provincial, na-

tional, and international networks and relationships to support the manufacturing of heavy industrial equipment in Saskatchewan. He is qualified to

review design elements and then help members assess the risk to their business from stepping into the sector by assessing the time/space requirements.

SIMSA will continue to search for new avenues to create value for its members and adapt existing ones to fit the future. l

He can also discuss business attraction

and regulatory items with major vendors and government.

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sales@tewinch.com 39

Seeing is believing Mitigating risks using 3D CADD models and scanning

By Carey Carriere and Murray Edmunds

A

s engineering, construction, and management teams in the potash industry know, successfully integrating new components into existing environments requires meticulous planning, attention to detail, and a commitment to safety and efficiency.

Three-dimensional Computer-Aided Design and Drafting (3D CADD) models have become indispensable tools for engineering designs to seamlessly integrate new components and equipment into existing spaces and facilities.

These models offer numerous advantages, including clear visual representations, improved spatial understand-

ing, enhanced collaboration, validation of designs, and robust documentation.

Whether it’s large-scale projects like debottlenecking or expansions to increase production capacities, or smaller projects like reconfiguring piping layouts, accurate 3D CADD models streamline the design process, reduce errors, and boost overall efficiency and effectiveness in integrating new components and equipment into established environments.

Consequences of inaccurate information Mine sites change over time. From equipment being added or changed, to

A 3D scan combined with a 3D model, pictured here, depicts an accurate diagram of the current site conditions where March designed reconfigured piping routes to improve pumping performance for a major potash mining company.

40

portions of piping being upgraded, to electrical cable trays being modified, these smaller incremental changes can lead to big challenges when trying to define an accurate current state.

Starting an engineering project with inaccurate or incomplete information that doesn’t accurately reflect the current conditions will result in the generation of imprecise 3D CADD models, and engineering deliverables, at the project’s outset. This can result in a chain of erroneous design choices, which can have repercussions on procurement and construction activities. Budgets and timelines may be compromised, and design choices may lack accuracy, ultimately

March uses state-of-the-art software to generate detailed and accurate 3D models, as shown here, which are important when integrating new components into existing environments.

leading to disappointing outcomes for all involved.

By incorporating precise, up-to-date information about existing infrastructure, engineers and designers can ensure that designs seamlessly integrate into the existing environments, ultimately enhancing safety, efficiency, productivity, and overall project success.

Ensuring accuracy of 3D CADD models and engineering outcomes

measurements can be obtained directly from the 3D scan, along with the detection of clashes, enhancing design accuracy and preventing costly interferences that can occur during the project’s construction phase. Using 3D scanning technology, 3D CADD models, and generating photorealistic representations allow our clients to visually assess how new components and equipment will integrate into their existing facilities.

This ensures alignment with their operational needs, safety requirements, and production and business goals before starting construction.

Generating 3D scans and developing 3D CADD models requires expertise The generation of 3D scans for mining design projects typically requires specialized equipment and expertise.

Choosing the method and the engi-

One technique we employ at March Consulting Associates Inc. (March) is conducting up-to-date 3D scans during the early stages of the design process.

This approach enhances design accuracy while reducing the time required for on-site inspections. In addition, critical information can be collected via 3D scan in areas that are difficult to access, making it safer than visual inspections.

3D scans are generated using point cloud data collected by 3D laser scanners or through an array of digital photographs. The scan data, often referred to as photogrammetric data, can be imported into specialized software for indexing, organization, and saved in a format compatible with other software programs. Applications can then read the 3D scan file in conjunction with a 3D CADD model created using specialized software.

The benefits of 3D scans The adage of “seeing is believing” becomes particularly evident when considering the advantages and benefits of 3D scanning. 3D scans provide a more realistic and practical context for a 3D model, allowing for superimposition, rotation, and observation from many views and perspectives. This capability empowers the design team to proactively identify interferences and determine optimal locations to place new equipment and components. Additionally, geometric and dimensional

41

The 3D Photorealist scan combined with a 3D model, pictured here, depicts an accurate diagram of the current condition where March designed.

Right: Identifying interferences or clashes between components at the early stages of the engineering design avoids costly future redesigns or construction issues. In this case, March engineers and designers were able to identify interferences with a new steel structural design with an existing tank and ladder. As a result, the March team was able to proactively propose modified designs prior to construction. neering professionals to support you

designing for our clients, we leverage

in a variety of industries with a specialty in

compassing factors such as site size,

modeling technology tailored for the

many projects from commissioning through

depends on specific project needs, enrequired detail level, budgetary con-

the right cutting-edge 3D scanning and

project and the outcomes our clients

straints, and the technology availability.

need. This trusted service has gained

tial data capture and 3D modeling who

many, has become an essential require-

ground and surface potash mine sites

Carey Carriere, senior mechanical

Collaborating with experts in geospa-

popularity among our clients, and for

have extensive experience in under-

ment for their projects.

will significantly improve the quality of the engineering solutions.

March has a wealth of experience in employing 3D scanning technology to generate precise 3D models for numerous

potash mining projects. We have accumulated this expertise over our 25 years

of operation in Saskatchewan. When

designer, March Consulting Associates Inc. Carey Carriere is a knowledgeable senior

mechanical designer with over 14 years of

experience. She is skilled in the production of 3D models and detail drawings of mechanical and structural systems.

Carriere’s experience has made her a key

member of the mechanical team for projects

“Good Decisions start with Good Information” PICA provides excellent information on the condition of your pipeline assets.

www.picacorp.com 42

1-800-661-0127

mining operations. She has contributed to

to construction and successful completion.

Murray Edmunds, senior mechanical

designer, March Consulting Associates Inc. Murray Edmunds is a knowledgeable

senior mechanical designer with over 17

years of experience in multiple sectors. His leadership skills and technical expertise

have been an asset to many recent projects where he has served as the layout and

mechanical design lead. Edmunds has a broad base of knowledge with many

software programs, as well as a substantial background in surface mining design projects. l

A Saskatchewan get-it-done environmental consulting company #234 - 400 Broad Street, Regina, SK S4R 1X3 Cell: 403.561.6808 Office: 306.596.1119 Email: sverot@wlcs.ca

www.wlcs.ca

The need for boilermakers

T

he birth and growth of the Boilermakers Union in the 19th century goes hand-in-hand with the birth and growth of the United States and Canada. Emergent industries needed to harness steam, transport people across the nation, as well as power a growing manufacturing sector. Skilled craftsmen were in demand.

As the 1800s chugged along, industry’s need for higher pressure vessels increased. The use of steam power expanded, as well as the need for craftsmen who could build boilers. Designs became more complex, and the need to build safe and practical vessels grew more specialized. During this time, boilermaking had evolved into its own craft, requiring precise skills and creativity to meet the ever-growing challenge for more powerful machines. Ships, trains, and plants to power the two nations required the skills of boilermakers.

While the uses of steam power grew, so did the demands of workers for fair working conditions and a fair wage. The 19th century proved a tumultuous time for workers’ rights, so the working class turned to forming unions to increase their power and influence. After the Civil War, boilermakers began to organize in earnest. At the time, a boilermaker earned around $30 for a 10-hour day. Workers did not have health insurance, pension, or paid holidays. Children were working 10- and 12-hour days. Safety on the job was also of little concern to employers.

Two different unions of boilermakers formed—a Chicago group and one in the south. In 1893, the two groups merged to form the International Brotherhood of Boilermakers and Iron Shipbuilders. Through subsequent mergers, the union today stands as the International Brotherhood of Boilermakers, Iron Ship Builders, Blacksmiths, Forgers and Helpers, AFL-CIO. While it’s not recorded when boilermakers began working in field construction, by the early 1900s, members were building the Los Angeles Aqueduct. During the last century, members, along with other crafts, even worked on the Panama Canal.

As the 20th century progressed, the union continued to support working people by joining with other unions to bring about an end to child labour. Boilermakers fought for and won wage protections, safety on the job, and the eight-hour workday, to name only a few safeguards that organized labour brought into existence.

During the free world’s fight for liberty in the Second World War, and with President Franklin D. Roosevelt’s new deal, members went back to work after the Great Depression and increased the union’s membership to meet the needs of war production—especially in shipbuilding. Even then, the union’s fight for workers’ rights continued.

Today, we as Boilermakers construct, fabricate, weld, assemble, install, erect, alter, maintain, repair, dismantle, demolish, and test steam generators, boilers, economizers, air heaters, de-aerators, induction draft and forced draft fans, tanks, pollution control devices and systems, duct systems, furnaces, reactors, water towers and reservoirs, penstocks, scroll casing, stacks, and other related components and parts, as well as their access structures and assemblies, including all types of structural and plate work on dust, air, gas, steam, oil, water and other liquid-tight containers. Boilermakers work from engineer-approved drawings to fabricate components from steel or other materials. We calculate, select, and attach rigging and work with cranes and other hoisting devices to lift components into place. The systems must be tested for leaks and other defects and deficiencies to ensure they are operating safely and efficiently.

Our work is performed indoors and out, and may be at extreme heights or underground. Our work environments can expose us to hazards and conditions such as vibration, excessive noise, fumes, confined spaces, extreme temperatures, radiation, asbestos, and all kinds of other toxic environments. Boilermakers possess good hand-eye coordination, mechanical aptitude and manual dexterity. We also possess a full range of knowledge, abilities, and skills required of the trade including an understanding of mechanical drawings along with mathematical aptitude. We require strength and stamina to work with heavy components and equipment that are even hard to describe. It is common in our trade to travel for work opportunities, thus all boilermakers must be able to adapt to frequently changing work environments and cultures. It is also common to work long hours and many consecutive shifts. With experience, boilermakers may act as mentors and trainers to apprentices in the trade. They may also advance into supervisory position, quality assurance inspectors, and safety personnel.

In the potash industry specifically, we work on bag houses, evaporators, crystallizers, as well as repair and maintain shakers, compactors, rotary dryers, fluid bed dyers, boilers, and heaters. We fabricate and install tanks and drums made from metal, as well as fiberglass. We work on conveyers and dust collection systems, product elevators, hoppers, chutes, bins, and scrubbers. We get to see the intricacies of the processes in which potash is refined into a marketable entity. We are an essential part in maintaining the potash mining and refining process.

Potash is notoriously hard on equipment and without the boilermaker to repair, fabricate, and replace as needed, it would be a process that is next to impossible to sustain. l

43

Competing for talent Financial wellbeing is at the forefront for the Saskatchewan manufacturing, industrial, mining, and energy sectors

By Andrea Hansen, B.Comm, CFP®, GBA, President of Sutton Benefits & Pension

H

elp wanted! If you’re an employer coping with the shortage of skilled labour in Saskatchewan, particularly in the manufacturing, industrial, mining, or energy sector, you’re not alone. Where specialized skills and experience are crucial, finding qualified employees is a big problem for production and can close the door to potential growth.

It’s evident that there are significant hurdles to overcome. We’re facing a “record wave of looming retirements”, we’re attracting fewer workers into skilled trades, and beyond the scarcity of craftspeople, finding a suitable recruit with the right attitude and work ethic is challenging.

With high inflation and interest rates, the allure of higher wages for experienced tradespeople often leads to employee attrition after significant employer investments in training.

Money has remained the top source of Canadians’ stress for the sixth year, according to FP Canada’s 2023 Financial Stress Index. Furthermore, one in three Canadians (36 per cent) experience mental health challenges, such as anxiety or depression, related to financial stress.

Should you be addressing employees’ financial stress as a part of your recruitment and retention strategy? In the current market, peace of mind is more important than ever and will continue to be at the forefront of your employees’ minds as a factor in attraction and retention.

Employees need safety and security to bring their best to work.

Employers can save hundreds of thousands of dollars per year when they bring employee financial wellbeing to the forefront.

People are struggling to afford groceries, gas, and other goods and services, and they have less disposable income. Manulife’s survey “Stress, finances, and wellbeing” says financial stress could cost employers up to $1,786 per employee per year in lost productivity.

More and more employers are becoming interested in financial wellbeing as a driver of productivity, employee engagement, and employer differentiation in the marketplace. There is a growing understanding of the importance and need for long-

44

term financial security among the workforce, and employers are willing to invest in their employees.

The idea that retirement savings plans are critical for attracting and retaining employees is not new. However, the interviews conducted with local employers shed light on the particular challenge of addressing employees’ financial stress. It’s easier to offer guidance when an employee has just joined you or received a promotion. They may also be more receptive at key life stages, such as buying a house or starting a family. But on an ongoing basis, how do you educate employees, help them build confidence and resilience, and reinforce the value you provide as their employer?

Employers are relying on more personalized support from their pension advisory firms to educate and empower employees. In addition, employers are dedicating work hours to providing employees with opportunities to access financial advice beyond choosing their investments.

Financial wellness platforms, another emerging category in workplace wellbeing, are becoming more popular. They are designed to provide cost-effective avenues to alleviate financial pressures for employees through solutions ranging from self-guided learning in financial literacy to AI platforms that can automate personal finances, right from payroll.

Educating employees on total compensation regularly is a key component. Employees often don’t fully understand the comprehensive value of their compensation package beyond the base wage. According to the 2023 Benefits Canada Healthcare Survey, when asked to choose between extra annual cash or their health benefits plan, $5,000 appeared to be the tipping point: 52 per cent of respondents opted for the plan and 48 per cent for the $5,000.

So talk about it! Encouraging open conversations about all your company offerings and normalizing discussions around them can contribute to employees making more informed career decisions, being more productive at work, and recognizing the security and value you provide. l

45

Why sampling valves

L

et’s delve into the ongoing

like a blood test, requires a few simple

in the industry, a challenge

represents the entire system is critical.

erosion of maintenance skills

exacerbated by the immi-

nent wave of retirements. These trends are poised to persist well into the next

decade, and while time and human resources might be perceived as limiting factors, they can be effectively managed.

Oil analysis, along with vibration, ultrasonic, infrared, and motion-detection

analysis are untapped time resources

in our industry. Oil analysis, like a simple blood test, can provide a wealth of information to a skilled maintenance professional. Getting good sample data,

steps and tapping the active fluid that

Statistically, precision samples taken over time create patterns, sometimes complex, sometimes simple, that can

point maintenance or reliability in the right direction. Keep in mind that the majority of samples, often over 90 per

cent, do not require immediate action.

Quick and easy periodic sampling is great insurance.

What we do want to focus on is using our time wisely.

Valve-based sampling is the answer, es-

Oil sample valve.

46

Oil analysis, like a simple blood test, can provide a wealth of information to a skilled maintenance professional.

pecially for those high-value or critical assets. Data-rich samples can show patterns to the analyst and provide the opportunity for the reliability specialist to

A definite challenge in the industry is to avoid opening the system to outside contaminants, including moisture. make sound maintenance or acquisition decisions. The value to the organization of this team is often hard to calculate.

The analyst capable of discerning fewer

false positives plays a pivotal role in preventing unnecessary maintenance.

Moreover, the ability to promptly raise

the red flag when fluid or equipment

conditions undergo changes takes precedence.

These reports based on historical data

patterns, like AI, can save the reliability professional from the necessity of buying and storing expensive backup

parts or equipment in the event of an

emergency. Knowing oil condition can lead to extending drain intervals, if desired, or optimizing the oil selection.

Improving on-going lubrication main-

tenance can extend equipment’s life expectancy. At a time when supply chain issues are not fully restored, the boost

to profitability can’t be underestimated.

vacuum pump to extract the sample, often taking up to 20 minutes.

In the case of non- or low-pressurized

systems such as gearboxes, reservoirs, final drives, transformers, and chillers,

optimal results can be achieved by employing a valve, often equipped with an extension tube, to access the active fluid.

A definite challenge in the industry is to avoid opening the system to outside

contaminants, including moisture. Preventing contaminants is estimated to be

only 10 per cent of the cost of removal.

Where valves are not readily available

there is now a vacuum charged and cleaned bottle to quickly extract warm fluid from a dipstick.

To paraphrase Peter Drucker, it is difficult to manage which you cannot measure.

Industry resources exist on valve selection and placement, making it easier to tap into this opportunity to offset the loss of people and expertise in the industry.

To help with this situation, combination

Measuring improvements in lubrication

combine sampling with level checking,

lating “saves” to savings. Valve-based

ney loop filtering, bottom sediment and

by over 20:1. Consider contacting your

drum or tote inspection, and filtering.

get started on the path to proven prof-

or sensor ports when needed.

importantly, safety. l

adapters are now being used. You can

performance can now be measured re-

air filtering, desiccant breathing, kid-

oil analysis returns an investment often

water inspection, incoming transfer oil,

laboratory or sampling valve supplier to

You can also twin sampling with gauge

itability, operational success, and most

The pattern of equipment performance

can be a great tool for asset managers

purchasing replacement equipment or trading in assets.

Give Your Lab a Valve Based Data Rich Sample.

Get Back the Time to Keep your Fleet Moving.

There is an excellent publication, D 8112

offered by ASTM, which highlights the best practices to obtain these samples.

The key is most lubricated systems can be sampled using a clean, dedicated sampling valve.

For pressurized systems like engines,

transmissions, coolant, hydraulics, compressors, or fuel, often a valve can be

used to take a sample while the equipment is running in less than a minute compared to getting down and using a

Cost compare the Checkfluid advantage for most applications.

Just send an application picture and we can schedule a 10 minute call to see how we can help.

The First Step in Oil Analysis 47

Measuring safety performance

M

easurement is the process of assessing an

Measures must also be valid and reliable. Validity in a mea-

over a specific time. Each organization must

the results will assist in determining whether the activity

organization’s efforts and tracking progress

have safety measurements that identify

whether their safety initiatives are effective.

All too often, a safety management system is measured by

its failures, which are injuries or lost time. This is focusing

on the outcomes rather than on the system itself. The simplest way to think of measurement is that the process is what

needs to be measured, not the outcomes. The items to be measured will be directly related to the goals of the safety

management system. The easiest way to determine whether a strategy is working is to measure it. One model that may be used follows a five-step process.

1. Identify failures – what is it that needs improving?

2. Identify causes – why does it need improving?

3. Identify corrective actions – what will be done to improve it?

4.

Identify how actions will be measured – what can be tracked?

5. Set goals for the measurement – how many activities need to be completed?

When determining measurements, the acronym S.M.A.R.T. is often used. Measures must be:

• Specific – they must apply to certain activities, such as how many employees have received orientation.

• Measurable – they must be something that can be mea-

sured, measuring enjoyment of the orientation would not apply.

• Action oriented – they require some type of activity to be completed, such as a Job Hazard Analysis (JHA).

• Realistic – if not a single JHA has been completed, it would

be unreasonable to set a measure of completing 50 in a week.

• Time bound – they need to be set to a time frame, such as weekly, monthly, or quarterly.

48

sure ensures that the intended activity is being measured and helped toward achieving a specific goal. For example, if the

goal was an increase in the use of PPE for a particular area, measuring the number of safety talks that discussed PPE

may be valid. Reliability refers to the information being collected. No matter who takes the measurement or how many times it is done, the results need to be consistent. Measuring

the number of hazards identified during a formal inspection

completed by different individuals may not be reliable due to their individual perception of a hazard.

When determining measures for use inside an organization, it is important to incorporate both proactive or leading, and reactive or lagging measures. Proactive measures are those

that give an indication as to how the safety management system is functioning and whether certain activities are being completed. They could include measuring the number of employees that have received specific training for example.

Reactive measures are after the fact and provide information as to the failures of the system. They include such measures

as injury rates or compensation costs. While the use of proactive measures is critical to the proper function of a safety

management system, it is also important to use reactive measures as well.

Measurement must occur at all levels of an organization, and individuals need to be aware of the measures that apply to

them. For example, managers may measure how many formal inspections are completed in their departments. Supervisors may measure how many safety talks they have and workers may measure how many hazards are identified in their area. Typically, the lower the organizational level, the more proactive the measures should be.

The measurements that are developed become the standard

by which the organization is compared. Measuring the performance of the entire safety management system is critical,

as it helps to identify whether the system is functioning as

intended. This measure is the audit, and it too must have a specific standard to which it will compare.

Risk is something that must be managed by every organi-

Measurement must occur at all levels of an organization, and individuals need to be aware of the measures that apply to them. For example, managers may measure how many formal inspections are completed in their departments. Supervisors may measure how many safety talks they have and workers may measure how many hazards are identified in their area. zation. Peter Drucker stated that “the guiding principle of

business economics is not to maximize profits, but is to avoid loss”. Numerous studies have identified that 85 per cent of an

organization’s loss can only be controlled by management. A Safety Management System Audit (SMSA) is a tool that can assist an organization manage and control loss.

When the current system fails to effectively control the losses

sponsibilities. Failure to do so can occur at any level in an

organization. Once the failure occurs at a certain level, it is

unlikely that those below it will comply. This can be the re-

sult of poor communication, lack of enforcement when the acts occur, or lack of reinforcement of desired behaviours.

Measurement is critical to the prevention of loss. By employing proper measures for management of health and safety,

in an organization, there may be a variety of reasons. How-

an organization can easily determine what is working and

ries.

improvement. l

ever, they will typically fall into one of the following catego-

what is not. This will lead them down the path of continuous

1. The programs in the system are insufficient.

2. The standards are poor.

3. Failure to comply with the standards.

Insufficient program This is a program that fails to identify the risk potential for a particular element in the safety management system. It does not adequately assess the relationship between the workers, procedures, and the environment. For example, assume that an inspection program developed and implemented does

not address pre-use inspections of tools and equipment. This could certainly lead to an incident that will result in a loss.

Poor standards Standards may be considered poor if they are not set high enough or they are not clear about the procedures to follow,

who is responsible, and when the activities are to be completed. For example, if the above inspection program identified the need for pre-use inspections, but failed to assign responsibility for it, they would not occur. Effective standards ensure that everyone understands what is required of them.

Failure to comply When the standards are adequate and the program is well

designed, it will still require individuals to fulfill their re-

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