Canadian Mining Journal | October 2025

ESG IN MINING:

> Tailings and water management

> Simplifying mine closure

MINING IN QUEBEC AND ATLANTIC CANADA:

> Key reforms introduced by Quebec’s Bill 63

> Gold price buoys Goldboro

AI is driving mining’s next evolution

The mining engineer’s guide to advanced scraper strainer technology

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FEATURES

MINING IN QUEBEC AND ATLANTIC CANADA

10 Mining in Quebec: Key reforms introduced by Bill 63.

13 New Found Gold brings the mine to the community.

15 Gold price buoys Goldboro: Nova Scotia’s newest gold producer nears for NexGold.

ESG, CLEAN MINING, TAILINGS AND WATER MANAGEMENT, AND MINE CLOSURE

18 Q & A on water management in mining with Andrea Bowie.

20 Mine water treatment operations: Bridging the handover gap.

22 Simplifying mine closure: How integration can lead to stronger results.

29 Mining waste: Creating value through thermal processing and agglomeration.

32 Underground flow control: Mine dewatering systems.

42 Mining water treatment: Photocatalysis could redefine risk and resilience.

TECHNOLOGY AND EQUIPMENT

28 Advanced technology in belt conveyor drive pulleys.

38 The role of AI in driving mining’s next evolution.

43 The mining engineer’s guide to advanced scraper strainer technology.

45 Thermal video monitoring for mining operations.

INTERNATIONAL MINING

36 Q&A with Blake Mclaughlin, vice-president of exploration at Axcap Ventures.

REBRANDING MINING

40 What have you done today that did not involve a mineral? Part 5: Who owns the minerals?

DEPARTMENTS

4 EDITORIAL | Carney launches fast-track reviews for major mines, but not fast enough for the industry.

6 FAST NEWS | Updates from across the mining ecosystem.

26 MIN(E)D YOUR BUSINNESS | Mining permits in Canada: Success starts with preparation.

34 MIN(E)D YOUR BUSINNESS | NI 43-101: Fixing errors in technical reports.

13

22

40

Carney launches fast-track reviews for major mines, but not fast enough for the industry

Earlier in September, Prime Minister Mark Carney named two mining operations among the first five major projects to undergo fast-track approval under Canada’s new Major Projects Office (MPO). The first is the McIlvenna Bay Foran copper-zinc mine in east-central Saskatchewan, operating in one of Canada’s richest mineral belts, which will supply critical minerals for clean energy, advanced manufacturing, and modern infrastructure. Also included is the expansion of the Red Chris copper mine in northwestern British Columbia, which will increase annual copper production by over 15% and extend the mine’s lifespan by more than a decade, while reducing greenhouse gas (GHG) emissions by over 70% when the expanded operations are in full swing. Both projects include collaboration with Indigenous Nations — the Peter Ballantyne Cree Nation in Saskatchewan and the Tahltan Nation in B.C. — underscoring the government’s emphasis on Indigenous partnership in mining operations.

These mining projects are part of a broader strategy to both build economic resilience and support Canada’s transition to clean energy. In particular, the government intends for the MPO to close regulatory and permitting gaps and ensure that financing plans are credible, so proponents can make investment decisions with greater certainty and speed. The inclusion of McIlvenna Bay and Red Chris reflects an effort to position Canada as a reliable supplier of critical minerals — like copper and zinc — that are essential for electric vehicles, renewable energy infrastructure, and low-carbon manufacturing. By fast-tracking these projects, Ottawa aims to generate jobs, stimulate local economies, and meet growing global demand, while aligning with climate targets and Indigenous rights.

The other projects referred to the MPO are LNG Canada Phase 2 in Kitimat, B.C., which would double LNG Canada’s output; the Darlington New Nuclear Project in Bowmanville, Ont. — Canada’s first G7 small modular reactor; and the Contrecœur Terminal Container Project near Montréal, which would expand the Port of Montréal’s capacity by about 60%. Together with the two mining ventures, these initiatives reflect the federal government’s priority of expediting critical energy and resource projects that underpin Canada’s transition to a net-zero economy.

Carney said the government’s strategy is to accelerate nation-building projects while maintaining standards and partnerships: “At this moment of transformative change, Canada’s new government is focused on delivering major projects to connect our communities, empower Canadian workers, and build Canada’s strength. With the first in a series of new projects, we will build big, build now, and build Canada strong,” he said.

Still, the announcement left some in the industry underwhelmed. After months of anticipation, only two mining projects made the cut, and it has taken considerable time just to reach this stage. If Ottawa is serious about making Canada a competitive destination for investment, then the so-called fast-track approval process itself must be fast-tracked. Otherwise, all the hype risks being overshadowed by frustration at the slow pace of progress.

OCTOBER 2025

Vol. 146 – No. 7

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Established 1882

Canadian Mining Journal provides articles and information of practical use to those who work in the technical, administrative and supervisory aspects of exploration, mining and processing in the Canadian mineral exploration and mining industry. Canadian Mining Journal (ISSN 0008-4492) is published nine times a year by The Northern Miner Group. TNM is located at 69 Yonge St., Ste. 200, Toronto, ON M5E 1K3. Phone (416) 510-6891.

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• TOP JURISDICTIONS | Two Canadian provinces among top ten most attractive mining jurisdictions in world: Report

Saskatchewan continues to dominate Canada’s mining scene, earning a top 7th place globally in the Fraser Institute’s latest Annual Survey of Mining Companies. The Fraser Institute is an independent non-partisan research and educational organization with a free market orientation.

Newfoundland and Labrador also was among the top ten, ranking 8th place overall and sixth for policy. In terms of policy attractiveness, Alberta, Saskatchewan, and Newfoundland and Labrador are among the top ten ranked jurisdictions.  Finland leads the world, with Nevada close behind.

• LANDMARK INVESTMENT | Leading mining investment commits $450M for Cariboo gold project, de-risking project

Osisko Development has entered into a credit agreement with funds advised by Appian Capital Advisory for a senior secured project loan credit facility totaling US$450 million to develop and construct its permitted, 100%-owned Cariboo gold project in central British Columbia.

The company will use the credit facility to access strategic capital and gain enhanced financial flexibility as it advances Cariboo through the next phase of pre-construction and early works milestones toward construction readiness. The facility features two tranches, which align with the project’s planned development timeline.

• MINE LIFE EXTENSION | Teck greenlights Highland Valley copper mine expansion, extends life to 2046

Teck Resources has approved the construction of the Highland Valley copper mine life extension (HVC MLE) project, advancing a multi-billion-dollar investment that will keep Canada’s largest copper mine operating through 2046. Construction is set to ramp up in August 2025, following the issuance of all major permits and an environmental certificate in June.

• HISTORIC MERGER | Anglo American, Teck strike $50B merger in decade’s top mining deal

Anglo American is set to acquire Teck Resources, Canada’s largest diversified miner, in a $50-billion all-share merger that would create the world’s fifth-largest copper producer — if regulators in Canada, the United States and China sign off. If completed, Anglo shareholders will own 62.4% of the new company, to be named Anglo Teck, while Teck shareholders will hold 37.6%.

Industry Minister Melanie Joly says Ottawa would want to see longer-term commitments to Canada’s national interest before it is approved. Executives from both companies have promised new company would be headquartered in Vancouver.

Underground at the Cariboo gold project.

Ranking graphic for Fraser Institute’s Annual Survey of Mining Companies. CREDIT: FRASER INSTITUTE WEBSITE.

A member of the USW at Highland Valley Copper in British Columbia.

Highland Valley Copper Operations in British Columbia.

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• NEW PARTNERSHIP | Idled mine gets new life with First Nation partnership

A definitive agreement has been announced between Venerable Ventures and the Selkirk First Nation, paving the way for the formation of Selkirk Copper Mines. This new venture will take complete control of the currently inactive Minto copper-gold mine, situated about 250 km north of Whitehorse in the Yukon.

The C$15 million transaction, structured entirely in shares, will result in the Selkirk First Nation becoming the majority stakeholder in the reorganized company.

The Minto mine, which was in operation between 2007 and 2023, was deserted and placed under the control of a receiver the previous year. The Selkirk First Nation successfully obtained the mine’s assets in June 2025 after legal proceedings and discussions with the Yukon government.

• EXPLORATION BOOST | Ontario invests $10M in junior mining exploration, boosts Indigenous

participation

The Ontario government is injecting up to $10 million into early-stage mineral exploration with the launch of the 2025 Ontario Junior Exploration Program (OJEP). The investment aims to help junior miners and prospectors overcome the high risks and challenging conditions inherent in early exploration.

The government will also be upgrading Indigenous support. Funding for Indigenous employment and business opportunities leaps from $10,000 to $15,000 per project, on top of core program funding.

• MINING SAFETY | ICMM unveils tools for psychological health and safety of mining

The International Council on Mining and Metals (ICMM) has released a set of tools designed to help mining and metals companies actively embed robust psychological health and safety practices into their daily routines and workplace culture. These resources empower companies to strengthen their safety culture and proactively reduce risk, all with the ultimate goal of preventing harm.

The industry has already made significant strides in managing physical risks by prioritizing safety. However, as operational demands become more intricate and workplace expectations shift, addressing psychological health and safety has become a vital, though still developing, focus. Mining and metals workers continue to face challenges such as fatigue, isolation, workplace stress, bullying, and trauma—often more frequently than in other industries.

Ontario Junior Exploration Program.

The ICMM has a mission to make mining more sustainable. Take the survey.

Mining Insights

How Dundee Sustainable Technologies’ eco-friendly advances boost ESG credentials

SPONSORED POST | BY NORTHERN MINER STAFF

Dundee Sustainable Technologies (CSE: DST) has developed two innovative metallurgical processes that offer significant environmental benefits for the mining industry.

The recent tailings dam breach in the Yukon is a case in point where cyanide-laced material used to extract gold contaminated nearby waterways. But green technologies and sustainability-focused projects are helping the industry address risks earlier and build longer lasting community ties.

Earlier this year, Jean-Philippe Mai, President & CEO of DST, sat down with MINING.com’s Devan Murugan to discuss how DST’s technology can provide miners with safer and more efficient alternatives to traditional mining practices.

Devan Murugan: It’s been about 10 years since your first demonstration plant went up. That was back in 2014. What gap were you hoping to fill in the market back then? Take us through those beginnings.

Jean-Philippe Mai: We’ve been focused on developing and commercializing our process for numerous years. Starting with bench scale concepts, we moved to pilot scale in 2009-2011, then built our first industrial demonstration plant in 2015. Our objective was to provide an efficient gold extraction and recovery process as a safe, efficient alternative to cyanidation. We wanted to not only replace cyanide completely but also provide added efficiency compared to standard processes.

DM: From an elementary perspective, what miners do is extract gold using cyanide, which comes with risks. How does Dundee’s process provide an alternative?

JPM: We use a chlorinationbased approach with sodium hypochlorite and a catalytic amount of sodium

hypobromide. We leverage the fast kinetics of bromide to rapidly solubilize gold using essentially a diluted household bleach solution operating at ambient temperature and pressure. This novel chemical approach provides a very efficient way of solubilizing gold without the toxicity concerns of elemental chlorine.

DM: It’s interesting because this method not only eliminates cyanide but also reduces leaching time and waste. That’s a major benefit for mining companies, isn’t it?

JPM: Absolutely. Typical processes take 24-48 hours to solubilize gold. Our approach achieves this within 1-2 hours, providing huge benefits in throughput and plant size for equivalent capacity. We also handle contaminants like sulphur and arsenic efficiently, removing them before transferring to the CLEVR process. The CLEVR process operates in a closed loop, regenerating all effluents and generating dry stackable tailings, eliminating ponds and reducing liability and footprint.

“We wanted to develop an efficient gold extraction and gold recovery processes which provided a safe, efficient and a viable alternative to cyanidation.”

— JEAN-PHILIPPE MAI

DM: And I suppose on the other side of the spectrum, the other process that you do, the GlassLock process, is aimed at similar efficiency, isn’t it?

JPM: When developing CLEVR, we worked with refractory arsenopyrite gold ores. After decomposing arsenic compounds, we needed to stabilize the arsenic product. This led us to develop GlassLock, an arsenic stabilization process using vitrification that incorporates arsenic within a glass matrix for long-term stability. This increases efficiency in permanent stabilization while reducing associated costs of handling and stabilizing arsenic.

DM: Let’s talk about investor appeal. You’re in a space where environmental, social and governance (ESG) standards matter. What’s your investor experience been on that front?

JPM: We’re offering tools to address project challenges differently. Investors and the industry seek the right solutions for given projects. Having processes that

efficiently recover gold and properly handle contaminants like arsenic, combined with our use of proven equipment at larger scales, provides alternatives. Our novelty is in chemistry. Understanding processes like ours offers routes that can be welcomed by investors, miners, and communities.

DM: From an investor point of view, at the end of the day, it’s really about industry adoption, isn’t it? Is there momentum there?

JPM: Our industry is conservative but keen to learn about processes like ours. We’ve seen significant recent interest and ask mining companies to be curious and try us. Adoption requires proper understanding through development, test work, and engineering designs that provide data for sound decision making. Once you generate supporting technical data, both operators and investors will support it as the right thing to do.

Visit: dundeetechnologies.com for more information.

DST’s CLEVR gold extraction plant in Canada. DUNDEE SUSTAINABLE TECHNOLOGIES

By Mira Gauvin, Jade Lemieux, and Chloé Bourque

Modernizing mining in Quebec:

Key reforms introduced by Bill 63

In the last year, Quebec’s mining sector experienced significant regulatory changes. The government enacted Bill 63 (An act to amend the Mining Act and other provisions), reforming the Mining Act (c M-13.1) (the act) to reconcile mining development with other land uses and promote coexistence among users, responsible resource exploitation, and tighter environmental controls. Bill 63 received Royal Assent on Nov. 29, 2024, with most provisions taking effect immediately. Additional regulations to complete the reform are anticipated in the next year.

This article highlights some of the major changes introduced by Bill 63 and their implications for environmental protection and Indigenous rights, as of Sept. 2025.

Before Bill 63

A “mine” was defined as all surface and underground infrastructure necessary for the extraction of ore, including ore storage areas, handling areas, tailings accumulation areas, waste rock deposits, and wastewater treatment and retention ponds.

An “operating area” was defined as the area occupied at ground level by the mine. For an existing mine, as of March 23, 2018, the operating area corresponds to:

• the area authorized under section 22 and, if applicable, section 31.5 of the Environment Quality Act (c Q-2) (the “EQA”); or

• the area existing on that date if the establishment and, where applicable, its expansion did not require prior authorization under the EQA.

REFORM OF THE ACT

Modernization of terminology

Bill 63 replaces the term “claim” by “exclusive exploration right” (EER). An EER is valid for three years and may be renewed in two-year periods if conditions are met, including the exploration work of the nature and cost as determined by regulation. Bill 63 also amends the definitions of “mine” and “operation area” in section 22 of Part II of Schedule I of the Regulation respecting the environmental impact assessment and review of certain projects (c Q-2, r. 23.1) (the EIA Regulation) as follows:

After Bill 63

Following Bill 63, a “mine” now refers to all surface and underground infrastructure that are part of a mineral substance operation, excluding surface mineral substances as defined in the act.

Following Bill 63, an “operating area” now refers to the surface area authorized under the EQA or, if there is no such surface area, the surface area occupied by the mine; if the project includes an ore treatment plant, the operation area also includes the area of the plant.

Note: These changes will affect the types of projects that will from now on be subject to an environmental impact assessment (EIA).

Commerce Resources’ Ashram rare earths project in Quebec.

Changes to the procedures regarding EERs

Bill 63 introduces significant changes regarding the rules governing the EERs. Section 9 introduces section 18.1 to the act, allowing any person who meets regulatory conditions to apply for and hold a mining right. Section 18.1 formalizes eligibility criteria to obtain a mining right, providing a regulatory framework to better regulate access to mineral resources, curb speculation, promote responsible land use, and strengthen the credibility of the mining regime for the benefit of Quebec’s economy. Section 18.1 is not yet in force and will take ef fect when the government establishes new regulations under the act.

Ministerial discretion and territorial oversight

The new section 52.1 of the act autho rizes the minister to impose conditions on holders of an EER. These may con cern the work to be performed and may be imposed notwithstanding other pro visions of the act, either for public inter est reasons, particularly to prevent or limit impacts on local and Indigenous communities or to enable prioritization or reconciliation of uses and preserva tion of the territory.

Bill 63 also amends registrar’s duties regarding the refusal of a notice of map designation. Under the amended sec tion 52, the registrar must refuse a no tice of map designation in cases includ ing where the land has been designated by a person who does not meet the con ditions set out in section 18.1 of the act. This expands the registrar’s obligation, strengthening regulatory oversight of land use for mining purposes.

Prior to Bill 63, section 101 of the act al lowed the minister to grant a mining lease without proper EQA authorization in cases where delays in obtaining such au thorization were deemed unreasonable. This “unreasonable delay” exception has been removed in the amended legislation. Bill 63 introduces a new version of section 101.0.1 of the act, granting the minister authority to impose condi tions or obligations when granting a mining lease. These conditions may be applied (i) to enable prioritization or reconciliation of land uses and preservation of the territory, (ii) for public interest reasons such as limiting im-

pacts on local and Indigenous communities, (iii) where the lease concerns land with mineral substances reserved to the province, or (iv) to maximize the economic benefits of the mining project within Quebec.

The removal of the “unreasonable delay” exception, combined with the new discretionary powers under section 101.0.1 of the act, represents a significant change in the legal framework gov-

of Part II of Schedule I of the EIA Regulation has been replaced by a new provision subjecting certain mining projects to an environmental impact assessment procedure under the EQA (EIA procedure). Under this provision, the EIA procedure now applies to

• Work required for the operation of a new mine;

• Where the operation of a mine was authorized under section 31.5 of the

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MINING IN QUEBEC AND ATLANTIC CANADA

date, work required for any expansion of 50% or more of the mine operation area; and

• For mines not authorized under section 31.5 of the EQA before Nov. 29, 2024, any

> work required for any expansion of 50% or more of the mine operation area.

> work required for any project to increase the maximum daily extraction capacity by 50% or more.

> work that increases the maximum daily extraction capacity of a metal ore mine to 2,000 metric tonnes or more.

> work that increases the maximum daily extraction capacity of an ore mine other than a metal ore mine to 500 metric tonnes or more.

> work required to resume the operation of a mine that underwent dismantling or restoration work after its operation stopped.

The replacement of section 22 of Part II of Schedule I of the EIA Regulation introduced by Bill 63 aims to ensure greater predictability and transparency regarding impacts on the territory. Regarding rehabilitation and restoration of the site, Bill 63 introduced the notion of “harm caused to the environment.”

CONSULTATION WITH INDIGENOUS COMMUNITIES

Consultation mechanisms

As part of modernizing the legal mining framework, the government has expanded its regulatory mechanisms to, among other things, enable prioritization and reconciliation of uses and preservation of the territory and ensure greater transparency and predictability for Indigenous people regarding mining activities.

To reconcile mining activities with the Indigenous people activities, the act now allows the government of Quebec to enter agreements with Indigenous communities to determine the boundaries of a parcel of land where any mineral substance forming part of the domain of the government is reserved to the government, on the conditions fixed in the agreement, or withdrawn from prospecting, mining exploration, and operations.

Bill 63 also establishes an obligation for the minister to notify, within 60 days of the registration of an EER, any Indigenous nation or community concerned by the existence of such right. Additionally, to enhance predictability and transparency for Indigenous people, EER holders are now required to submit an annual work planning, using the prescribed form, to each affected Indigenous nation or community, at least 30 days prior to the commencement of any exploration work and, subsequently, on an annual basis for as long as the work continues. Any Indigenous nation or community concerned may also request that the holder conduct an information session concerning such annual work planning.

The annual work planning must be published on the holder’s website or by any other means authorized by the minister. Where an information session is to be held, a summary thereof must also be published.

Finally, Bill 63 grants the minister, under certain conditions, the authority to require a holder of a mining right to remove or

move, within the timeframe determined by the minister, any property or extracted ore or surface mineral substance located on the land subject to mining right to enable prioritization or conciliation of uses, preserve the territory, or for reasons of public interest, including, notably, the mitigation of impacts on Indigenous communities. Should the holder fail to comply with such a requirement, the minister may proceed with the removal or relocation at the holder’s expense.

Recent jurisprudence on Indigenous consultation in mining

The intent to strengthen communication, transparency, and predictability regarding mining activities affecting Indigenous communities aligns with the principles reflected in the 2024 Superior Court of Quebec decision in Mitchikanibikok Inik First Nation (Algonquins of Barriere Lake) versus Procureur Général du Québec. The Algonquin First Nation alleged that the government failed to fulfill its duty to consult regarding mining exploration activities on territory over which the Nation asserts Indigenous title or rights.

The court declared that a decision to be made under the act, whether or not to accept the designations of claims on territory subject to asserted Indigenous titles or rights known to the Crown in right of the province, engenders a duty to consult prior to the decision being made. It further emphasized that the application of the act requires a more robust approach to the implementation of the duty to consult Indigenous communities, including, where circumstances justify, distinct consultations.

Both this judgment, issued before Bill 63 came into force, and the amendments enacted through Bill 63, illustrate a distancing from the traditional free access regime, reflecting a transition towards a more inclusive framework for mining governance that considers the concerns of Indigenous communities. The Attorney General of Quebec appealed the decision on Nov. 22, 2024. The outcome of this appeal, still pending as of Sept. 2025.

Conclusion

Bill 63 marks a turning point in Quebec’s mining governance. By modernizing terminology, tightening eligibility, expanding ministerial discretion, and strengthening environmental and Indigenous consultation obligations, it significantly modifies the legal framework that has long characterized mining development in Quebec. While many regulatory requirements remain to be set, the direction of the reform is clear: Quebec is moving toward a more structured, transparent, predictable, and accountable regime.

As of Sept. 2025, it is our understanding that some regulations are expected in the Gazette officielle du Québec by the end of 2025, with a public comment period, their coming into force is anticipated for next year.

Mira Gauvin is a partner in Dentons Canada’s Corporate Group, with a focus on environmental law. She is also a member of the Firm’s Environment and Natural Resources and Climate Change Strategies groups. Jade Lemieux is an associate in Dentons Canada’s Corporate group in Montréal. Chloé Bourque is an associate in Dentons Canada’s Corporate group in Montréal.

New Found Gold brings the mineto the community

There are just a handful of producing mines that sit near the Trans-Canada Highway across the country, and New Found Gold’s (TSXV: NFG, NYSE: NFGC)

Queensway could be the next one.

Located 15 km west of Gander, N.L., the highway goes right through the northern portion of Queensway, whose 110-km long strike length crosses the Appleton and JBP fault zones.

“Your Tim Hortons does not even get cold by the time you get to site. You will have a full Tim Hortons that is nice and hot,” New Found Gold’s CEO Keith Boyle said during a mid-June site visit.   New Found Gold has over the last few years developed its exploration work into an initial resource, with a preliminary economic assessment (PEA) expected imminently. It has also drawn the attention of Eric Sprott, who in May increased his interest to 19% of the Vancouver-based company. New Found Gold subsequently raised $63.48 million in a bought deal financing in early June.   Queensway hosts 18 million indicated tonnes grading 2.4 grams gold per tonne for 1.39 million oz. gold, plus 10.7 million inferred tonnes at 1.77 grams gold for 610,000 oz., according to the initial resource released in March.

The company’s shares traded for $1.97 apiece recently in Toronto, for a market capitalization of C$441 million. Its shares traded in a 12-month range of $1.34 to $4.98.

Tip of the iceberg

Your Tim Hortons does not even get cold by the time you get to site. You will have a full Tim Hortons that is nice and hot.”

Driving alongside Queensway’s Iceberg target, just north of the highway, the grey rock sits in a depression that resembles an excavated site where dinosaur bones might poke out. Iceberg and other high-grade zones such as Keats and Keats West — part of the AFZ Core resource area — were originally hidden under bogs that have since been drained. The exposed, light-grey rock at Iceberg is the result of thousands of metres of drilling.

Pointing out some examples of visible gold marked with pink tape sitting along the bottom of the canyon-like Iceberg zone, Boyle explains that most of the Queensway resource might end up in five open pits.

About 1.6 million indicated oz. would be in open pits and 400,000 inferred oz. in an underground component, which the upcoming PEA aims to better define.

“There is a really good high-grade core here,” he emphasized.

Aerial view of Queensway North site, adjacent to the Trans-Canada Highway. CREDIT: NEW FOUND GOLD

MINING IN QUEBEC AND ATLANTIC CANADA

“Seventy-five per cent of our open pit ounces are in 25% of the tonnes.”

Sketching out economics

The assessment will not upgrade the resource to measured. Rather, it will “put economics” to the indicated and inferred resources by adding mine, mill, and infrastructure plans around it, Boyle said.

Citing potential concerns that the PEA’s release could lead to a drop in the company’s stock, as occurred when the initial resource came out, the CEO said there were expectations that were not met. New Found shares fell by almost one-third when the resource was released on March 25.

“I think it was just a question of properly communicating those expectations prior to that continuous disclosure and properly putting context around maybe some of the results that had been previously communicated,” he said.

Results from that program are to be included in a pre-feasibility or feasibility study that could be released towards the end of 2026, Boyle said.

Local conditions benefit

Looking further down the road, Boyle declined to say if the company would opt to produce the Queensway deposit itself or be open to an acquisition by a producer.

However, he stressed that the context of operating in Gander and Newfoundland helps the project to shine.

One factor is that the environmental assessment (EA) period for exploration projects in Newfoundland and Labrador is only 45 days

The company is currently about 11,750 metres into a 70,000-metre drill program using five rigs, most of which are focused on infill drilling of inferred resources in the pit shells at the AFZ core.

long, one of the shortest in Canada.

“That is the kind of jurisdiction that we want to do business in,” Boyle said. The company might apply for the EA towards the end of the year.

Another factor is that the relatively high unemployment rate in the Gander region could help New Found fill new roles if a mine starts up at Queensway. The rate sat at 10.6% as of last December, according to the most recent data from Statistics Canada.

“We have got that high-grade core that will allow us to look at both a small starter and then a larger operation,” Boyle said. “We have got great infrastructure. It is not hard to see the possibility that this thing, once started, could go on for many years,” Boyle concluded.

Watch a video of the visit: https://vimeo.com/1096457844?fl=pl&fe=sh Blair McBride is a writer and copyeditor at The Northern Miner.

Aerial view of the Iceberg Excavation at Queensway North. CREDIT: NEW FOUND GOLD

Bird’s eye view of the Lotto excavation at Queensway North. CREDIT: NEW FOUND GOLD

Grab sample from the Keats main excavation zone. CREDIT: NEW FOUND GOLD

Gold price buoys Goldboro

Nova Scotia’s newest gold producer nears for NexGold

Humans have been hunting gold since prehistoric times. In what is now Nova Scotia, the yellow metal was first observed in the mid-1800s in Halifax County and many other areas. The rush was on. By 1862, the region was — for a brief time — Canada’s largest gold district.

Today’s explorationists continue to advance gold projects in the region, notably the Goldboro property, 100%-owned by NexGold. The property lies 175 km east of Halifax and includes the former Boston Richardson mine and historic tailings facilities.

Thus far, the project is showing evidence that it will be successful. The fact that the gold price has more than doubled in the four years since the feasibility study was prepared will only make the undertaking more profitable.

According to the 2022 feasibility study with a gold price of US$1,600 per oz., the Goldboro property contains open pit measured and indicated resources of 16.7 mil-

RECENT HISTORY OF THE GOLDBORO PROJECT

1984-1988 Onitap Resources did grassroots exploration

1988 Orex Exploration acquired property

2010-12 Osisko Mining explored under option

2017 Orex becomes subsidiary of Anaconda Mining

2018 Anaconda takes underground bulk sample

2021 Anaconda completes PEA

2022 Anaconda changes name to Signal Gold

2024 Signal Gold acquired by Treasury Metals, which also owns the Goliath gold project in Ontario

2025 Treasury Metals changes name to NexGold, continues permitting Goldboro project

lion tonnes, grading 2.82 g/t gold, containing approximately 1.4 million oz. This resource, on which the feasibility study was prepared, will support the development of two initial pits. There is also an inferred resource of 975,000 tonnes at 2.11 g/t gold for 66,000 oz. A cut-off grade of 0.45 g/t was used in the calculation.

Included in the resources are proven and probable reserves totaling 15.8 million tonnes at 2.26 g/t gold, containing roughly 2.2 million oz.

NexGold is updating the resource estimate, but it was not yet available at press time. Anyone interested should check the company’s website for news of the changes.

An underground bulk sample was collected in 2018. With a cut-off of 2.40 g/t, the underground M+I resource is 5.9 million tonnes grading 6.09 g/t gold, containing approximately 1.2 million oz. The inferred portion is a further 2.2 million tonnes at 5.89 g/t gold, containing 418,000 oz. The potential has been identified for future underground development as the project matures.

What the feasibility study outlines

NexGold envisions a conventional truck-and-shovel open pit mine that will have a life of 11 years. Average gold production will be approximately 100,000 oz. per year in each of the first nine years. The expected gold recovery rate is 95.8% with an

Goldboro gold property in Nova Scotia. CREDIT: SIGNAL GOLD.

MINING IN QUEBEC AND ATLANTIC CANADA: NOVA SCOTIA

open pit mining and the availability of local infrastructure.

Goldboro takes advantage of generous existing infrastructure. The property is accessible year-round via Route 316 from Antigonish 60 km away. The nearest power supply is only 1.6 km from the village of Goldboro. NexGold will be undertaking earthworks for pit development and ancillary buildings, accommodations, roads, power, freshwater, water treatment, and the TMF. Services and skilled labour are both available nearby.

all-in sustaining price per ounce of US$1,072 (and that was using a conservative price of US$1,600/oz.).

Development of the two pits will take a year before the 4,000-t/d processing plant begins operation. The project will ramp up to full capacity over the next six months. The pre-production year will also see the initial stage development of the tailings management facility (TMF).

The 4,000-t/d processing plant will be of conventional design and operate in two shifts per day. Three stages of crushing will be followed with ball milling followed by cyclone classification. Ball mill discharge will report to the gravity circuit designed to collect 40% of the gold. Intensive cyanidation of the gravity concentrate will follow ahead of a carbon-in-pulp (CIP) circuit. The pregnant solution will be washed from the carbon, followed by electrowinning and smelting to produce doré. After the gold is recovered, carbon will be regenerated in a rotary kiln.

Tailings will undergo cyanide destruction using the SO2/air process, followed by arsenic precipitation. Tails will be thickened before placement in the TMF.

After taxes, the project carries a preproduction capital requirement of $271 million, which should be paid back in 2.9 years. The internal rate of return is 25.5%, and the net present value with a 5% discount is $328 million. The ability to keep development costs low is due to the decision to begin with

Goldboro nearly shovel-ready

Goldboro is nearly shovel ready. Most of the major permits and licences are in hand as is the impact benefits agreement with the local Mi’kmaw community.

Permitting is successfully underway at Goldboro. The project earned environmental approval in August 2022, mining and Crown leases in May 2025, approval of Schedule 2 amendments in July, and industrial approval in August 2025. The company filed for the necessary Fisheries Act authorization recently, and the initial feedback is positive for the project.

NexGold and the Assembly of Nova Scotia Mi’kmaw Chiefs signed a historic benefits agreement for Goldboro in December 2024. This ensures the project will advance in a mutu-

The former shaft for the underground portion of the Goldboro mine was backfilled by the provincial department of natural resources several years ago.

CREDIT: ANACONDA MINING

Drill core from the Orex exploration program in 2005 at Goldboro.

CREDIT: WIKICOMMONS BY KENGIF.

over 17.7 metres,

As for the long intersections, they include 36.7 metres at 1.60 g/t gold, 25 metres at 6.91 g/t gold, 21.2 metres at 1.05 g/t,19.7 metres at 2.79 g/t, 18,2 metres at 5.28 g/t, and 18.3 metres at 3.56 g/t gold.

The company has now traced gold over a 3.4-km strike length at Goldboro. The deepest hole was 550 metres, and it remained open at depth.

The growing exploration potential will add to the value of a solid gold mine project that has already benefited from the steep rise in the gold price.

UNDERGROUND MINING EQUIPMENT WORLDWIDE

ally beneficial manner. The agreement contains a community grants program that pays at least $1,000 to eligible organizations.

Exploration potential

NexGold recently completed approximately 25,000 metres of diamond drilling at Goldboro. The results confirm that the project has growth potential in all directions, particularly to the west and toward the past-producing Dolliver Mountain gold mine. Geophysical surveys have defined mineralization about 1.7 km to the west of the current deposits, including near-surface mineralization.

Results from the drilling campaign have been both long and strong. High-grade assays highlighted since mid-year have included 108.76 g/t over 1.4 metres, 77.30 g/t over 1.25 metres, 67.23 g/t over 2.20 metres, 50.73 g/t over 6.7 metres, 40.09 g/t

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Exploration potential at Goldboro.

CREDIT: ANACONDA MINING.

Marilyn Scales is a freelance mining writer.

Underground at Goldboro gold project in Nova Scotia in 2019.

CREDIT: ANACONDA MINING.

By Catherine Hercus and Tamer Elbokl,

Water management in mining: An interview with Andrea Bowie

Andrea Bowie, a principal consultant at SRK Consulting with a B.Sc. in engineering chemistry from Queen’s University, has over fifteen years of experience in mine water treatment and management, water and load balances, permitting support, and remote northern operations. In this interview, she discusses challenges and opportunities in water treatment, permitting and closure, emphasizing First Nations consultation, realistic planning, best available technology (BAT), recycling and hybrid systems, cost variations, proactive modelling, clean energy, continuous community engagement, and the broader complexities of project development and water management in mining.

Q: WHAT DO YOU THINK ARE THE MAIN REASONS SOME PROJECTS ARE NOT SUCCESSFUL?

A: There are several. Two of the biggest are team experience and how consultation is handled. Engaging meaningfully with First Nations and local communities is critical. If people feel shut out of the process, opposition can delay or stop a project altogether. Too many companies underestimate the importance of relationship building.

Another challenge is being realistic about the technical and logistical difficulties of working in remote locations. Mines in Canada often deal with long distances, limited access, harsh weather, and supply chain bottlenecks.

Ignoring those realities leads to budget overruns and schedule slippage. Then, there are market conditions. In 2008, I worked on a zinc project that was well-advanced, but when zinc prices collapsed overnight, the economics no longer worked.

No matter how capable your team is, external conditions matter. Success requires strong planning, stakeholder trust, and resilience. Bringing a project through the permitting process to the construction stage is as much about credibility and persistence as technical design.

Q: DOES THE TECHNOLOGY READINESS LEVEL (TRL) FRAMEWORK IN B.C. MAKE PERMITTING MORE DIFFICULT?

A: Permitting in B.C. is demanding, and not only because of technology readiness levels. A key improvement is the Ministry of Environment’s best available technology handout, which compares treatment and management options by performance, cost and reliability. Step four favours proven technologies, giving regulators and the public confidence but creating bias against unproven ideas. Clients can move new technologies from bench tests to pilots and full-scale plants, but scaling is slow. The framework highlights what is achievable and promotes transparency.

Q: HOW LONG DOES IT TAKE TO PLAN A WATER TREATMENT SYSTEM?

A: Timelines vary. Mines in Canada are rarely near established infrastructure, and design is iterative and requires contributions from engineers, regulators, and local communities.

Smaller, straightforward systems can be designed, permitted, and built in a matter of months, particularly if they fit into existing infrastructure. Adjustments to current plants are often quicker Entirely new, complex systems — especially treatment plants built from the ground up — can take five years or more to plan and deliver.

Q: IS WATER RECYCLING COMMON IN NEW UNDERGROUND MINES?

A: Extremely common. The industry average is that about 80% of process water is recycled. In regions with a positive water balance, operators face the challenge of discharging excess water without harming receiving streams.

In arid climates, scarcity makes recycling essential. At the process level, some solutions include coarse particle flotation, tailings dewatering, and evaporation control. The goal is to close the loop as much as possible to reduce withdrawals and limit environmental impact.

Q: HOW IS WATER RECYCLED, AND HOW DO YOU FILTER OUT ANY CONTAMINANTS?

A: The answer depends on the commodity and processing methods. In most operations, water travels as slurry to the tailings facility, where some dilution occurs. In drier cli-

Andrea Bowie

Surface water sampling at Lobo Marte in Laguna Satna Rosa, Chile. CREDIT: SRK CONSULTING.

mates, evaporation concentrates metals and salts in the water column.

That reclaimed water may require treatment before reuse. Mill processes also contribute; for example, the thickening stage often operates at a high pH, which allows metals to precipitate out of solution. This acts as a polishing step that can make recycling more feasible.

In other cases, additional treatment is needed before water can be fed back into the mill. Each site has its own water chemistry fingerprint, which dictates treatment steps.

Q: WHEN YOU ARE PLANNING A SYSTEM, ARE HYBRID SYSTEMS MORE COMMON NOW?

A: They are becoming more common, but applications are very site-specific. In northern Canada, passive systems are rarely suitable because of climate, except as polishing steps where flows are small and water quality is already good.

We are increasingly developing in situ options, where pits or underground workings are used as reactors for treatment. This approach is particularly useful in closure or post-closure phases, when sites are not staffed year-round.

Water can be left to accumulate over winter. Then, in summer, when logistics are easier, personnel arrive to treat and discharge it at times when receiving waters can handle the load. Once treatment is done, the site can be left until the next cycle.

This seasonal strategy reduces costs, minimizes risks associated with winter access, and still meets environmental obligations.

Q: WHAT CHALLENGES ARISE IN CLOSURE AND TRANSITION?

A: Cost and logistics dominate. Operating water treatment systems post-closure is expensive. Winters bring storms, travel delays, and higher safety risks. Staffing is reduced, so efficiency is critical. Reagent delivery can be difficult. At closure, companies must maintain monitoring, treatment, and environmental sampling, often with fewer people and limited infrastructure. Optimizing the footprint and designing systems that can run seasonally or with minimal intervention is vital.

The challenge is finding approaches that are technically sound, environmentally protective, and financially sustainable for decades after mining stops.

Q: WHAT IS THE AVERAGE COST OF A WATER TREATMENT SYSTEM?

A: There is no set cost. Flow rates, layout, and chemistry matter. Reservoirs or pits cut pond expenses. Chemistry often drives cost: lime treats acidic water with metals, while selenium requires complex biological methods. Reagents increase logistical and transport burdens. Each site demands early, detailed cost assessment.

Q: HOW IMPORTANT IS FLEXIBILITY IN PLANNING?

A: It is essential. We use operational water and load balance models to simulate mine sites. These models are constantly updated as conditions change.

For example, the chemical signature of waste rock is defined from exploration samples, but once you are deeper into mining, you may discover differences that require treatment adjustments.

Technology readiness levels (TRLs), created by NASA, measure maturity from research (1-2) through development (3-5), demonstration (6-8), to adoption (9).

Our models allow us to test scenarios: different climates, different waste rock profiles, or different mine schedules. Based on the outcomes, we can recommend upgrades, new systems, or different management approaches.

Flexibility prevents surprises. Most adjustments are small course corrections, but they keep the site compliant and reduce long-term costs.

Q: DOES SRK RELY ON PROPRIETARY TECHNOLOGY?

A: No. We are consultants, not vendors. We do not sell equipment. That independence is important because it allows us to evaluate all options fairly and recommend the best fit for each site. Our only goal is to help the client find the right solution.

Q: HOW MUCH MONITORING CAN BE REMOTE?

A: Remote technologies have improved, but people are still needed on site. Equipment can fail — sensors get stuck, floats jam — and only physical presence can resolve those issues.

Compliance monitoring also requires samples to be collected and analyzed on a schedule, often weekly or monthly. Downstream monitoring is also essential.

Most operating mines already have staff on site, so water treatment monitoring fits into existing responsibilities. Remote systems are helpful, but they cannot fully replace people.

Q: IS CLEAN TECHNOLOGY A BIGGER FACTOR NOW THAN A DECADE AGO?

A: Yes, awareness of sustainability has grown significantly. Ten years ago, clean power was often considered optional. Now, it is an expectation to be considered during project design.

We are seeing more projects integrate renewables, though feasibility depends on geography and cost. Remote sites still need fuel backups, and even renewable projects rely on mined materials. But public and investor expectations are clear: companies must show they are minimizing emissions and environmental impacts. Clean technology is no longer a side consideration — it is central to project design and community acceptance.

Q: DOES SRK PROMOTE CONSULTATION WITH LOCAL COMMUNITIES?

A: Consultation is central to project development. At SRK, Canadian teams act as technical experts, explaining risks and uncertainties, attending meetings, responding to requests, and providing transparent analysis of environmental outcomes. This builds trust, especially with First Nations, who have experienced mining’s impacts — from gold rushes to abandoned sites. Skepticism is understandable. Today, emphasis is on sustainable projects and reclamation, with First Nations directly involved. Without consultation, projects rarely succeed socially or environmentally.

Catherine Hercus is a freelance writer.

By Jeff Coombes

Mine water treatment operations: Bridging the handover gap

teams, rather than leaving them to inherit instability. An Operations contract prior to Handover reframes transition as proactive risk management, making accountability part

Treating mine water treatment operations handover as a defined phase of operational risk reframes how mining projects move from construction into operation. Instead of leaving stability to chance, this approach integrates O&M di-

Designing for stability, not just completion: tuning systems for seasonal flows and variable water quality before they stand alone.

• Building continuity into the process: transferring operational control decisively, with clear definitions of success for transition, documentation, and trained staff.

• Making data actionable: applying monitoring, automation, and adaptive process controls from the outset to shorten the path to compliance.

Closing the accountability gap: ensuring performance, training, and compliance are managed, not assumed.

The payoff is faster process validation, fewer compliance risks, and stronger trust with regulators, stakeholders, and communities.

delivery and operational results, reinforcing ESG commitments. Regulators gain confidence that compliance will not falter during the transition. Communities see proof that environmental promises are being met from the first day of operation.

Recognizing handover as an operational risk and managing it deliberately with structured water treatment plant operations and maintenance services turns a blind spot into a moment of competitive advantage, helping mines reduce costs, strengthen credibility, and accelerate the path to long-term reliability.

Turning transition into advantage

• Scoped operations and maintenance (O&M) plans defining uptime targets, compliance protocols, and escalation paths in advance.

Readiness reviews that expose gaps in staffing, systems, and SOPs before they turn into incidents.

Phased handovers with decision gates that support internal

Handover risk is predictable — preparation decides whether it turns into a setback or a strategic advantage. Addressed head-on, it becomes the moment to prove compliance, build trust, and give operations teams the confidence to run effectively from the start.

Jeff Coombes, M.Sc., B.Comm., is the manager of strategic development at Integrated Sustainability.

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Simplifying mine closure: How integration can lead to stronger results

Closing a mine is never an easy task. The amount of work needed to meet regulatory requirements can be daunting, particularly where the requirements may not be clear.

It is a difficult economic, technical, political, and labour-intensive task to accomplish, one made even more difficult when rigorous planning and preparation has not taken place in the months and years leading up to the mine’s end of operational life.

Application of regulatory minimum is often the default level of closure effort. But regulatory minimum is rarely enough as regulations change to meet evolving societal expectations, leaving you in a state of constant catch up over closure timeframes.

There is, however, a better way; one that provides effective and efficient closure, focused on the material aspects and provides for clearer conversations with impacted stakeholders. By integrating mine closure considerations throughout operations, making it part of everyday processes and activities, better overall closure outcomes, including business outcomes, can be achieved.

Establishing integrated practices

We have seen numerous regional and global documents created to provide guidance for mining companies on what needs to be done to create good integrated mine closure practices. These documents, including the International Council on Mines and Metals (ICMM)’s Planning for Integrated Mine Closure Toolkit, are a valuable resource for establishing a starting point. However, these documents are not without their own challenges. The following three key issues emerge:

• The guidance is ambiguous, as it often identifies what is required but not how, when, or who.

• Individual business drivers are often considered contrary to good practice closure requirements, confounding efforts to gain the internal attention that closure risks so often pose to the business.

• Good practice guides might promote an aspirational, but idealistic and potentially unachievable, end point. Each of these presents its own unique challenge for integrating mine closure practices. However, none of these are challenges that cannot be overcome with a strong, simple plan in place.

Define your process and requirements

Developing a site-specific framework is the starting point for a

successfully integrated mine closure plan. Using the existing resources available, such as the ICMM Toolkit, will ensure the plan is thoughtful, considering site-specific needs and identified risks.

Start by using the tools that provide direction on the what and the how, and adapt them to suit your company, site, and context. Take the necessary time to develop internal processes that will then connect the what to the who and when. Creating a RACI (responsible, accountable, consulted, informed) chart will provide clarity on who is responsible and accountable for specific closure processes and actions. Where possible, integrate into existing processes, so closure is not seen as an add on — often incorporating closure is a minor stretch of existing considerations rather than something completely different.

Then, develop your company or site-specific criteria, also known as design basis. For example, what does “safe closure” for a tailings facility mean in terms of factors of safety and level of residual geotechnical and geochemical risk for your company or site? And what more is then required to achieve responsible closure?

Not all companies will have the internal expertise needed to execute every facet of an integrated mine closure plan. Obtain the needed strategic and technical subject matter expertise for assistance to get the plan right. Investing in setting up the structures, frameworks, limitations, boundaries, and technical basis for design specifications will lead to an executable closure planning process that achieves objectives and delivers outcomes. Clear frameworks and requirements will help the company avoid overspending on deliverables that might need to be reworked.

The business case for closure

When mine closure is not effectively planned or executed, it can impact reputation, company credit rating, and can divert free cash flow funds from growth projects over decades and beyond. This is the case both for timed and untimely closures. The risk of not being prepared, with a solid plan in place, can have a significant impact on the future success of the business, making integrated closure planning completely consistent with overall business drivers.

Integrate closure into every life cycle phase and every discipline and task on site, where everyone is applying entire life of the asset considerations to everything they do, and start this integration early. Key performance indicators (KPIs) associated with integrated mine closure should reward eliminating risk across the entire lifecycle of assets and maintaining asset value

To minimize closure liability and maximize closure efficiency and effectiveness, integrated mine closure is a critical part of mine planning and operations. CREDIT: WSP

rather than short-term wins. Integrated closure can add value to the business, including economic, and there are plenty of examples available in the public domain, e.g., in the Anglo American Mine Closure Toolbox, which is freely available for reference.

There are also ways for closure professionals to approach the integration conversation that can yield successful outcomes with a site or corporate management team. One method is to raise awareness of closure risks, costs, and opportunities using the plethora of case studies that exist in the public arena. Another is to frame closure challenges and opportunities in the language that most resonates with the audience. For example, if risk is the company business language, focus closure as a risk.

Also, focus on materiality; immaterial closure considerations can become “noise” in a busy project or operational environment. Focus on the material risks and material liabilities as effort here will yield the biggest value. This approach helps simplify what closure concerns/actions need to be addressed in the short term, while building buy-in and consensus throughout the operation or company.

Preparing for plan B

Almost all jurisdictional mine closure regulations include a vague pathway to relinquishment, usually looking something like the following:

1. Prepare a closure plan.

2. Get the closure plan approved.

3. Execute the closure based on the existing plan.

4. Obtain sign off from the regulator.

5. Surrender the mining tenure.

One problem: this is rarely played out, for many reasons. These may include increasing regulator risk aversion largely based on a growing liability from legacy sites being held by governments, or older sites starting to show signs that the closure solutions applied at the time are not as effective or durable as expected. And the regulations themselves can often be put in the same ambiguous box as good practice guides. The actual steps in the process are often undefined, or there are uncertain post-relinquishment management protocols or unclear guidance to arrive at agreed financial provision for residual risk.

So, what can we do about it? There are two key steps to take: First, be informed AND be realistic. Understand the regulatory environment and precedent, what sites have relinquished,

how their site compares to yours in all contexts, and how clear the pathway is in the regulations. Start discussions with regulators about what a pathway to relinquishment really looks like. What are the exact requirements and criteria to be met? It is never too early to start having that conversation. Second, if it is realistic, conduct high level scenario planning to understand the effort and cost of achieving relinquishment at your site. What would it take, technically and economically, to be able to relinquish the site? What would need to change? What would the regulatory minimum look like? What are the risks and opportunities left for the company? What does a scenario of meeting all your sustainability related commitments look like? And what does a closure scenario controlling material risks in the long term look like? Which of these scenarios is achievable within the resources of the company?

This process will help you identify a realistic closure strategy and will help frame internal and external future conversations. It will help you be aspirational while understanding your plan B. None of this is easy. It takes effort. It takes resources. It takes informed management. But so does mining. The effort is worth it. The work supports the reduction of liability, facilitates effective closure of the site, and provides for a positive legacy. And throughout the effort, be open, honest, transparent, collaborative, informed, and most of all, passionate and persistent. Because while a perfect closure may not exist, good ones most definitely do!

Kim Ferguson is the director of mine closure for WSP’s global mining and metals business.

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Navigating mining permits in Canada: Success starts

Mining projects in Canada, whether focused on base metals or critical minerals, must navigate a complex regulatory landscape. With global demand rising, the country has positioned itself as a key supplier of the metals and minerals needed for electrification and clean technologies. Governments frequently promise to fast-track projects to secure Canada’s role in the global value chain, creating the impression that projects can move quickly from exploration to production. Understanding how these regulatory processes unfold is essential for any company hoping to succeed.

In practice, the reality is far less flexible. Regardless of political rhetoric, permits remain mandatory at every stage, and regulatory standards remain rigorous. Even projects labelled as strategic must meet the same social and environmental requirements as any other. The true path to acceleration does not lie in shortcuts but in preparation: identifying requirements early, investing in robust baseline studies, and building trust with communities from the outset.

The importance of baseline studies

Regulatory compliance starts from the earliest phases of exploration. Activities such as constructing access roads, establishing camps, or initiating drilling all require approvals, and overlooking these obligations can cause cascading delays that may stall a project for months.

To avoid these setbacks, companies need a comprehensive roadmap. This means identifying all necessary authorizations, from the first drill hole to full-scale production, while also planning and executing studies and engaging environmental specialists immediately.

Baseline studies are the foundation of environmental and

with preparation

social assessments. They establish the conditions that exist before a project begins and provide a benchmark for measuring impacts. Without reliable data, companies cannot credibly demonstrate that their mitigation strategies will protect ecosystems or communities. These studies must be thorough, seasonally aligned, and closely integrated with project design.

Timing is critical. Certain ecological information, such as fish spawning, bird migration, or vegetation cycles, can only be collected at specific times of the year. If these windows are missed, additional fieldwork may be required, delaying projects and adding costs.

Building relationships with communities

Equally important is proactive engagement with communities. Transparent communication, responsiveness to concerns, and flexibility in project design are key to establishing positive relationships with both local and Indigenous communities. Engagement is not simply a procedural step but a core component of project success.

Communities expect their viewpoints to be taken seriously and reflected in project decisions. For example, companies may need to adjust mine layouts to avoid culturally significant sites, protect wildlife corridors, or reduce environmental risks. When businesses demonstrate good faith and genuine responsiveness, they are more likely to secure the trust and support necessary for a project’s social licence to operate.

Proactive engagement also reduces the risk of conflict. Rebuilding relationships after they have been damaged is far more difficult, and costly, than building trust from the start. By investing early in engagement, companies create space for long-term partnerships that can extend beyond a single project, benefitting both stakeholders and communities.

Political promises versus regulatory reality

Political announcements about accelerating approvals can often lead some to believe that requirements are being relaxed. In practice, it is the opposite. Legal standards remain stringent, and, in many respects, are expanding to address new priorities such as climate disclosure, biodiversity protection, and more robust Indigenous participation.

Governments are changing process efficiency, not the rules themselves. Federal, provincial and territorial regulators are working to reduce duplication and align frameworks more closely.

• British Columbia has modernized its Environmental Assessment Act, embedding cumulative effects analysis and stronger Indigenous participation.

• Ontario has linked its Critical Minerals Strategy with federal objectives, emphasizing early engagement and electrification goals.

• Québec has updated Directive 019 to set higher standards for water management, emissions control, and site rehabilitation.

At the federal level, the Impact Assessment Agency continues to require comprehensive project reviews. Even those labelled as strategically important must undergo rigorous scrutiny. The recent launch of the new Major Projects Office (MPO) introduces a streamlined review process for projects designated as being of national interest. The goal is to consolidate reviews under a single evaluation and reduce approval timelines to a maximum of two years.

However, only projects that are formally recognized as national priorities will benefit. All other projects must proceed through the standard federal review process, which may lead to potentially longer timelines, as regulatory capacity shifts toward MPO priorities.

This makes preparation more critical than ever. Companies that submit complete applications, strong studies, and well-documented consultation records are better positioned to avoid costly delays. Regulatory frameworks are evolving constantly. Staying ahead of these changes, and ensuring compliance, requires continuous monitoring and expert guidance.

Key takeaways

Companies that succeed are those that approach permitting as a strategic priority. Best practices include the following:

• Map every required permit early: Developing a clear roadmap prevents surprises and ensures approvals are sequenced efficiently.

• Invest in robust baseline studies early: Comprehensive environmental and social data provide the foundation for credible assessments and meaningful consultation. The earlier these studies begin, the stronger the foundation for project design.

• Engage communities from day one: Building trust is far easier than repairing relationships. Continuous and transparent dialogue demonstrates credibility and good faith.

• Integrate disciplines: Engineers and environmental specialists must collaborate throughout the project life cycle. Even small design changes can trigger new regulatory requirements.

• Commit to early investment: Resources allocated upfront

reduce the risk of major delays later. In the mining sector, where timing is decisive, early preparation is the true accelerator.

• Monitor regulatory shifts: Rules and expectations evolve quickly. Staying ahead requires continuous monitoring and expert guidance.

The bottom line

Canada’s critical minerals ambitions depend not on shortcuts but on foresight and discipline. Environmental protection, Indigenous consultation, and rigorous permitting standards remain at the heart of project development, as they should.

For companies, the path forward is clear: success comes from preparation, integration, and collaboration. By investing early in strong baseline studies, meaningful consultation, and adaptive project design, companies can navigate Canada’s regulatory framework with fewer setbacks and greater efficiency.

In the race for critical minerals, the decisive advantage belongs not to those who cut corners but to those who plan. By aligning with regulatory expectations and building strong community partnerships, companies can transform Canada’s mineral wealth into projects that deliver value for investors, communities, and the country.

Stéphanie Blondin is a senior environmental professional at BBA Consultants, and Andréanne Séguin is a senior advisor, social acceptability at BBA Consultants.

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The core of the system is the permanent magnet direct drive pulley, which adopts an outer rotor permanent magnet synchronous motor structure. Its technical features are as follows:

1. Integrated structure: The pulley body serves as the motor rotor. Permanent magnets (UH-grade NdFeB) are embedded into the inner wall of the pulley, which is laminated from silicon steel sheets, forming the rotor magnetic field.

2. Fixed stator: The main shaft acts as a fixed component, fulfilling the function of the stator. The stator core (laminated silicon steel sheets) and three-phase windings are fixed to the main shaft, generating a rotating magnetic field when energized.

3. Drive and control: The matching intelligent VFD supplies symmetrical three-phase alternating current. Through precise field-oriented control (FOC) strategy, it drives the pulley (rotor) to rotate, thereby enabling the start-up, speed regulation, operational protection, and condition monitoring of the conveyor belt.

4. Specifications: 11 kW to 2000 kW drives. 0.8 to 6 metre per second belt speeds. ≤2400 mm diameters. ≤5000 t/h. X-P sealed design.

This revolutionary design fundamentally replaces the traditional multi-stage transmission chain composed of motors, reducers, couplings, fluid couplings, and mechanical pulleys.

TECHNICAL ADVANTAGES AND EFFICIENCY DATA

1. Energy efficiency improvement: By eliminating mechanical losses in multi-stage transmission (such as gear meshing, windage, and friction losses), the system’s transmission efficiency is significantly enhanced. Measured data show that its comprehensive efficiency can exceed 96%. Compared to traditional gear transmission systems, it achieves an energy consumption reduction of 18% to 25% under equivalent working conditions.

2. Maintenance cost optimization: The simplified structure directly leads to a significant reduction in maintenance requirements. The primary maintenance focus is on bearing lubrication, with a maintenance cycle extended to 20,000 operating hours. It avoids routine tasks such as reducer oil changes, gear wear replacement, fluid coupling maintenance, and alignment adjustments. Application cases in bulk material handling sectors such as ports, mining, and grain processing demonstrate that customers’ comprehensive maintenance costs can be reduced by over 35%.

3. Enhanced reliability: The removal of vulnerable components reduces the failure rate, significantly shortening unplanned downtime. The fully sealed (IP66) protection design ensures long-term operational reliability in harsh industrial environments such as dust and humidity.

The Jasung permanent magnet outer rotor direct drive pulley system provides an efficient and reliable power solution for belt conveyor drives through its electromechanically integrated design. Engineering application data confirms its significant advantages in improving energy utilization efficiency, reducing lifecycle maintenance costs, and enhancing system reliability. This represents a significant advancement in belt conveyor driving technology suitable for continuous conveying applications.

Bob Spicer is the managing director of 2SP Solution Providers Inc. www.2SP.ca

Components of the patented Jasung permanent magnet intelligent direct drive pulley system.

IN MINING WASTE:

Avenues in recovering and creating value through thermal processing and agglomeration

Growing recognition of the potential value locked in tailings and mine wastes has spurred renewed interest in how these materials can be recovered or repurposed. With demand for minerals rising, ore grades declining, and environmental risks from tailings storage becoming more pressing, the industry is beginning to see these wastes less as liabilities and more as untapped resources. Several emerging avenues, particularly those leveraging thermal processing and agglomeration, are showing promise in transforming mining byproducts into sources of critical minerals or materials useful in construction and agriculture.

FACTORS THAT INFLUENCING REUSE

Several factors are converging to make tailings and other mining-related wastes increasingly attractive resources for minerals and material inputs.

a. A Substantial resource: Mining waste has been produced for as long as mining has occurred. The quantity of tailings continues to grow every year by an estimated 7 billion tonnes globally. With many of these sources containing valuable components, this growing waste represents a potentially major source of already mined, readily accessible minerals and metals. Such resources could be essential in taking the pressure off finite virgin resources, many of which are already strained.

b. Growing demand for minerals and metals: The constant advancement of technology, paired with clean energy pursuits, among other factors, continues to drive demand for various metals and minerals to unprecedented heights, making every possible resource critical to meeting demand.

c. Risks of tailings: The risks associated with the storage of tailings and other mine waste are well-documented, with a growing catalog of disasters prompting calls for a global response and resulting in the Global Industry Standard on Tailings Management (GISTM).

d. Declining ore grades: Ore grades have long been in decline as high-grade, surface-level deposits become depleted.

e. Improved recovery technologies: Advancements in extraction have made mineral recovery more efficient than ever,

leading many miners to revisit old tailings piles previously considered economically unviable owing to their low grades.

Hidden opportunities

Waste from the mining and mineral processing industry covers a diverse range of materials and conditions, all with varying physical and chemical attributes; tailings ponds, overburden, and process waste all hold potential value. This diversity across sources and forms translates to the need for an equally diverse approach to valorization, with promising opportunities in both recovering value and reprocessing materials for beneficial reuse.

Recovering value

The potential value that these wastes hold varies significantly across types, but everyone agrees: the value is there; it is just a matter of retrieving it at a cost that makes sense. Old mine sites previously considered too low grade to economically process with the time’s technology cover the gamut from gold to copper, nickel, and even lithium and rare earth elements (REEs).

Earlier this year, a new research report by Action Canada, entitled “Waste Not: Unlocking Critical and Strategic Mineral Opportunities in Canada’s Tailings,” highlighted the significant value locked away in tailings throughout the nation; $8 to $10 billion worth of nickel at one site alone. Considering that these resources are already mined, the return on investment (ROI) for recovering them offers additional economic incentive.

Mineral processing waste streams, such as phosphogypsum, red mud, and coal fly ash also abound, each holding essential metals and minerals.

A 2024 study in the U.S. confirmed what many have long suspected: accessible coal ash piles in the U.S. are holding significant value in REEs; an estimated US$8.4 billion worth.

Beneficial reuse/repurposing

In tailings where inherent values such as REEs or other critical minerals are not present, significant opportunities still exist for reuse and repurposing, most notably in the building and construction materials industry.

ESG: WASTE MANAGEMENT

a. Building and construction materials

Various types of tailings are under exploration for use in a range of construction and building materials, including aggregates, pozzolans, bricks, mortars, concrete, and geopolymers. Researchers are finding that substituting a portion of raw material with tailings can even offer product improvements in many cases. One study found that, used as an alternative filler to limestone powder, red mud could improve the resistance and wear properties of porous asphalt. Another study looked at using copper tailings as a partial substitute for cement in concrete production and found that it reduced heavy metal leachability.

b. Additional applications

Additional reuse applications are being explored for these wastes as well. Some of the more common ones include soil amendments and fertilizers, soil stabilizers (for erosion prevention), landfill covers, and carbon sequestration.

Advancing progress

Successful scale-up of recovery and reuse processes often hinges on specialized facilities equipped to simulate commercial-scale conditions. Facilities like the FEECO Innovation Center allow mining waste to be evaluated through batch and pilot-scale equipment testing, generating the data needed for commercial scale-up. Mining and waste recovery companies are testing options for legacy sites, looking at old wastes to recover new value, and trialing novel reuse opportunities. Two technologies have been the central focus of research in the Innovation Center: thermal processing in rotary kilns and agglomeration.

a. Thermal processing via rotary kilns

Rotary kilns utilize high temperatures and a controlled processing environment to facilitate a chemical reaction or phase change. Capable of processing a wide array of materials, rotary kilns are a well-established technology in recovering value across different types of materials: spent catalysts, drilling mud, spent activated carbon, and more. As such, they have become a key tool in recovering the value locked away in tailings and mine wastes.

In one example, red mud (the bauxite residue remaining after the conversion of bauxite to alumina in the Bayer process) is constantly being explored for recovery thanks to the waste’s rich metal composition. Iron, REEs, titanium, and aluminum represent a few of the valuable compo-

nents remaining in the waste known for its iron-red colour. Batch- and pilot-scale kilns (direct or indirect) can be used to develop the time and temperature profiles required for optimal reduction roasting and eventual iron recovery. The data gathered during testing is then used to engineer and manufacture commercial-scale equipment. Rotary kilns are also being employed in processes that extract REEs from fly ash and many other recovery applications as well.

b. Recovery and reuse via agglomeration

Agglomeration has also become a vital tool in utilizing mine waste, most notably when combined with the heap leaching process. In the case of historic non-ferrous tailings, the heap leaching technique has already seen widespread adoption in recovering metals from low-grade ores. Gold, copper, nickel, uranium, and the like can be piled and irrigated with a leachate that dissolves the target component into a solution collected for recovery. This hydrometallurgical technology has breathed new life into old mines and opened the door to other low-grade ore sources. By agglomerating ore fines prior to heap leaching, producers can significantly increase recovery. This is because ore fines and leachate can be premixed in the agglomeration drum, ensuring uniform leachate distribution. Improved leachate percolation through the heap also boosts recovery thanks to a greater uniformity in ore particle size and shape.

Agglomeration has also improved efforts to recover materials from waste in the form of dust and fine powder. Agglomerating fines into larger, more uniform particles allows for improved bed permeability in reactors. The recovery of zinc from electric arc furnace (EAF) dust, for example, is largely made possible by agglomerating the dust into spherical granules, allowing it to be effectively heat-treated.

In the same way, agglomeration improves the reusabil-

Direct-fired batch kiln used for testing in the FEECO Innovation Center. CREDIT: FEECO

Illustration of ore fines before (left) and after (right) agglomeration, showing leachate percolation.CREDIT: FEECO

Red mud samples produced at various time and temperature intervals during testing in the FEECO Innovation Center.

drums

in thermal processing and agglomeration are opening new pathways, with batch- and pilot-scale testing facilities proving essential in moving concepts into practice. Progress will depend on continued research and collaboration across industry, equipment manufacturers, and research institutions to turn mine wastes from liabilities into valuable resources.

Innovation Center.

ity of tailings and wastes in the form of fines by converting them into products that are easier to handle, store, and apply. This is frequently seen in the soil amendment and fertilizer industry, as well as in construction materials, owing to the otherwise difficult nature of managing a dusty product.

Concluding remarks

Recovering and reusing tailings presents significant opportunity, but scaling these approaches is not without obstacles. Heavy metals, complex mineralogy, regulatory requirements, and economic considerations all pose challenges that must be addressed. Even so, advances

Shane Le Capitaine is a process sales engineer at FEECO International. With a degree in chemical engineering and nearly 30 years of experience, he specializes in ore agglomeration, fertilizer and animal feed granulation, and bulk solids drying and cooling. Alex Ebben is a process sales engineer at FEECO International. Alex has a degree in chemical engineering and has over a decade of experience in advanced thermal processing systems.

INTRODUCING AN EASY WAY TO PROTECT YOUR WORKERS AS

Fly ash bound for the construction industry before (top) and after (bottom) agglomeration in the FEECO

CREDIT: FEECO

Agglomeration

at a copper mine.

UNDERGROUND FLOW CONTROL: Raising

Managing underground water in mining is no small feat.

Underground mine dewatering systems were traditionally designed for clean water, relying on large sumps to settle out solids. Today, there is a shift toward faster deployment and a growing recognition among mine operators that mine water is never truly clean — it always contains solids, and that reality must be factored into system planning. As a result, underground mine dewatering systems are increasingly being designed to handle dirty water from the outset. This might mean using more robust materials within a clean water pump or simply designing a pumping system that is capable of handling dirty water.

This latter option has advantages in terms of space and capital expenditure. Put simply, there are obviously space constraints in underground mines, and if the pumping system requires additional space to be excavated for settling sumps or vertical dams, these works are both capital and time intensive. Moreover, dirty water pumps have been specifically designed for higher wear and abrasive duties.

Another common issue is that the sumps are almost always neglected and are rarely cleaned as frequently as they need to be, if at all, to maintain proper settling to produce clean water. As a result, the clean water pumps end up pumping dirty water before long and, inevitably, wear the pumps

the bar in mine dewatering systems

out much faster than originally anticipated. This then leads to unplanned downtime and increased operating costs, as well as the need to carry higher inventory to, in a sense, plan around the unplanned downtime.

Furthermore, settling solids, which is essentially a waste product, must be brought to the surface; this is typically done via the production skip, which is an inefficient system that is more energy intensive and less sustainable than pumping the solids to the surface. Mine operators want to focus their resources on driving production. Maintaining settling sumps means resources need to be reallocated away from production to keep the clean water pumping system operating reliably. Therefore, this loss of production cost needs to also be considered when choosing the type of dewatering system. Since most operations have already mined the easily accessible ore, existing mines are now going deeper to access the ore bodies. And ore bodies that were once too deep or too expensive to access are today’s greenfield or brownfield expansion projects. This means that underground dewatering systems typically require higher pressures than they did previously.

Weir’s WARMAN DWU pump can handle dirty water with 10% w/w solids concentration, with high peaks during temporary upset conditions up to 20% w/w concentration. It is designed with a casing pressure rated at 7000 kPa (1,000 psi), which means it is well-suited to these high-pressure underground dewatering applications. At maximum operating speed, the WARMAN DWU pumps can individually achieve heads of approximately 140 metre at the best efficiency point. However, because of the high casing pressure design, and when combined with the correct pump sealing selection, the pumps can be configured in an in-series solution to achieve discharge pressures of up to 5500 kPa.

DWU

Weir has multiple pump sizes within its WARMAN DWU range to deliver various flowrates based on the site’s requirements, from low flow for drier mines to very high capacity in wetter mines. The ability to pump higher heads per pump, while also delivering higher casing pressure, means Weir can produce a higher total discharge than its competitors. Moreover, it typically needs less pumps in a series to achieve the same discharge pressure. As a result, the overall footprint is smaller, requiring less excavation. The reduced number of pumps reduces capital expenditure, while also lowering operating costs because there are less pumps to maintain and service.

As a mine gets deeper, Weir has developed a solution whereby its WARMAN DWU pumping system can be mounted to a skid and dragged down the mine as it is progressively developed. The system obviously needs to be able to handle the higher pressures required at greater depths. To ensure this, Weir utilizes variable frequency drives (VFD), which allows it to simply speed up the pumps to match the required flowrate of the system as required.

The WARMAN DWU pumps’ casing pressure capabilities also

provide additional flexibility. For instance, if an operator has a two-pump system and they want to go deeper, they can simply add a third or fourth pump to that system to achieve their head requirements. This also allows more traditional cascade pumping systems operating over many levels using a single pump per station to be optimized by combining pumps in series on a single level, thereby reducing the number of operating systems across many levels that need to be attended to and maintained.

One of the other challenges that many mines must contend with are variable flows throughout the year, depending on climate. For instance, in Canada, underground mines experience a lot of water ingress in spring when the snow melts and rains are higher. During these periods, it might be necessary to have two pumps running at a high flowrate and one on standby or, alternatively, it may be more effective to put them on a VFD to control the speed to ensure they are always operating near the best efficiency point.

Weir partners with miners to develop, trial, and implement dewatering solutions based on their unique operational requirements and their site-specific needs and challenges. Planning for mine dewatering typically happens early in the development of a new underground mine, and there are a multitude of factors to consider. Weir has teams of experts and a portfolio of products that ensure it works with customers to provide the ideal solution based on their needs.

Nick Lancaster is Weir’s product manager for dewatering, thickened tailings, and mine backfill.

The WARMAN DWU pump can be configured to meet the unique operational requirements of each site.

By

National Instrument (NI) 43-101: Fixing errors in technical reports

Atechnical report prepared and filed in accordance with National Instrument 43-101 — Standards of Disclosure for Mineral Projects (NI 43-101) — is a critical document to support public disclosure and to ensure transparency, accuracy, and investor protection. These reports are prepared by or under the supervision of a qualified person (QP) and are filed on SEDAR+ under the prescribed circumstances. But what happens when a mistake is discovered after filing, or an issuer is requested by a regulator to make a revision to the technical report because of a continuous disclosure or other review?

Mistakes do happen, and it is important to ensure any error in a technical report is quickly and adequately addressed. Material errors in technical reports can lead to investor misinformation, regulatory non-compliance, reputational damage, and potential legal consequences. Whether it is a data misstatement, a misclassification of mineral resources, or a compliance oversight, correcting errors in a filed NI 43-101 report must be handled with care, professionalism, and regulatory awareness.

What should be done when an error is discovered?

When an error is discovered, the first step for an issuer is to determine whether the error is material. Any errors that could influence an investor’s decision, or that affect mineral resource or mineral reserve estimates, or economic assumptions, would typically be considered material. If the error is material, the technical report will need to be corrected to limit, among other things, secondary market liability (see details below).

In addition to the correction of the technical report, for any material error, the issuer should address the nature of the error in a news release and indicate that the incorrect disclosure should no longer be relied upon. The news release may address the implications of any error or other factors leading to the corrective disclosure, as well as how the issuer is proposing to correct the disclosure. This is expected promptly, even if the issuer requires more time to investigate and quantify all aspects of the error and the amended technical report is not yet ready to be filed. Issuers should consider both the timing of the news release and the prominence of the description of the error to ensure that market participants are appropriately informed. Also, securities regulators expect the news

release and any corrective disclosure to be prominently displayed on the issuer’s website as if it were in the ordinary course of disclosure for the issuer (i.e., the news release is not buried in an unexpected location).

Furthermore, if the errors and corrections amount to a material change, a material change report would also be required to be filed.

How can a technical report that has already been filed be corrected?

Technical reports that have already been filed on SEDAR+ cannot be removed, regardless of the scope and nature of the error. The only way to rectify errors in a previously filed technical report is to re-file the report with an amended report date.

It is recommended that the issuer include a cover note on the amended report referencing the original report, identifying the date of the amendment, explaining the nature of the correction, and stating that the amended report amends and restates the original report. The corrected report will need to be clearly titled as “amended,” “revised,” and/or “restated.” The “effective date” of the technical report can remain the same, but the “report” date must be updated.

When filing an amended technical report, all QP consents and certificates will need to be (i) updated to reflect the updated report date, (ii) re-signed by the QPs, and (iii) re-filed on SEDAR+.

In addition (and in addition to any previous news release noted above), concurrently with the filing of an amended technical report, the issuer must immediately issue and file a news release authorized by an executive officer disclosing the nature and substance of the change to the technical report.

Secondary market liability

Canadian securities laws provide a statutory right of action for investors who acquired or disposed of securities while there was a misrepresentation that is not corrected in a report, statement, or opinion. Investors have a right to bring an action against the issuer, its directors, officers, and experts (i.e., QPs).

For secondary market liability, the statutory regime provides that investors do not need to prove reliance on the misrepresentation to win their case and obtain a damages award. That said, investors need to obtain leave of the court prior to the action proceeding.

It is important to quickly correct any errors once discovered

Alexander Pizale, Gregory Hogan,

to limit the possibility of a successful secondary market liability action being brought against the issuer, any of its directors and officers, and the QPs who prepared or supervised the preparation of the technical report.

Under Canadian securities laws, reliance on an expert can serve as a defence to liability for an issuer in both primary and secondary market disclosure contexts. However, once an error is identified in a technical report, it is important to note that an issuer can no longer rely on the defence that the liability for the error lies with the expert (i.e., the QP) who prepared the technical report, rather than the issuer. As such, the issuer has an obligation to correct the technical report to limit liability.

Refilings and errors list

depending on the circumstances. A draft of the news release will need to be pre-cleared with the OSC before it is disseminated. The British Columbia Securities Commission (BCSC) is the other commission in Canada that deals heavily with mining issuers. Currently, the BCSC does not have a public register to identify issuers who have had to refile technical reports. Regardless, the BCSC requires the same prompt action to correct disclosure concerns.

Conclusion

It is important to leave ample time for legal and technical review of technical reports prior to a filing deadline to catch material errors prior to the technical report being filed.

Correcting a filed technical report is a serious but manageable process. A prompt and transparent response from the is-

AXCAP’S EXPLORATION VISION: Discipline, discovery, and de-risking

Q&A with Blake Mclaughlin, vice-president of exploration at Axcap Ventures

Axcap Ventures is an investment company with a focus on acquiring premier gold projects in North America. Blake McLaughlin, vice-president of exploration at Axcap Ventures, says the company’s disciplined focus on gold projects in Tier 1 jurisdictions is yielding results. In an inter Blake Mclaughlin, vice-president of exploration at Axcap Ventures view with the Canadian Mining Journal, he outlines Axcap’s exploration philosophy, new discoveries at the Converse project in Nevada, and the company’s strategy to de-risk and expand its portfolio.

IDENTIFY HIGH-POTENTIAL EXPLORATION PROJECTS WORTHY OF AXCAP’S SUPPORT?

Q: AS A CONVERSATION STARTER, CAN YOU PLEASE TALK TO US BRIEFLY ABOUT YOUR BACKGROUND AND HOW YOU JOINED AXCAP?

A: When the sale of Argonaut Gold to Alamos gold was announced, I had been there for five years and was the sixth hire in Canada where we grew to a team of 700. I was chief geologist at Argonaut and had led the exploration and development strategy for Argonaut’s Magino mine. A few colleagues called me up and asked me what this sale meant for me. I was not sure, but they were starting up a new company and looking for a technical guy to lead that side of the business. The idea sounded interesting; it was a good opportunity to flex my skills a bit more on my own, and so, I jumped at the chance to get in on the ground floor.

Q: AS VICE-PRESIDENT OF EXPLORATION, HOW DO YOU DEFINE THE COMPANY’S EXPLORATION INVESTMENT PHILOSOPHY? AND WHAT CRITERIA DO YOU USE TO

A: We are simply only looking for gold projects in Tier 1 jurisdictions with a long history of exploration and a good record of that work. By adhering to this disciplined framework, we mitigate jurisdictional and operational risks while positioning ourselves to capture meaningful exploration upside.

Q: WHICH GEOLOGICAL ENVIRONMENTS OR DEPOSIT TYPES ARE PARTICULARLY ATTRACTIVE TO AXCAP RIGHT NOW, AND WHY? AND CAN YOU WALK US THROUGH A RECENT PROJECT WHERE YOUR TECHNICAL DUE DILIGENCE CHANGED THE INVESTMENT TRAJECTORY?

A: In general, gold projects in Canada and the U.S. We like Nevada; it has a proven history of scale and production. This was recently demonstrated through our first two drill holes released with new discoveries at depth in both. We knew the favourable formations should exist at depth, but they had never been tested. We tested the idea with a deep hole and hit a zone over 150 metre of continuous mineralization.

Q: HOW DO YOU ENSURE ALIGNMENT BETWEEN TECHNICAL EXPLORATION TEAMS AND AXCAP’S FINANCIAL OR STRATEGIC GOALS?

A: We really look at how we can continue to add value to projects. To ensure the exploration does not become a science project and that an economic lens is always used when targeting and exploring. Explorers are optimists. They must be to continue looking for the next deposit. The financial and strategic goals are to fund these efforts through to the point where

Axcap’s Converse gold project in Nevada.

The Converse gold project is the largest undeveloped gold deposit not owned by a major mining company in Nevada — U.S.’s premier mining state. The project is located within the prolific Battle Mountain trend and has 5.6 million oz. of measured and indicated gold resources and a further 0.42 million oz. of inferred gold resources.

there is sufficient justification to move forward with permitting and development.

Q: WHAT DOES AN IDEAL EXPLORATION PARTNER LOOK LIKE FROM YOUR PERSPECTIVE — BOTH IN THE FIELD AND IN THE BOARDROOM?

A: Well-funded and strategic. Theories must be well-developed and sound before they are tested with the drill bit as drilling is often the most expensive thing we do. Often, preparation is raced to get that intercept to issue a press release. But the opportunity cost of this that the value of putting the hole in the ground to advance the project towards a build decision is suddenly lost.

Q: HOW IS THE EXPLORATION LANDSCAPE EVOLVING IN TERMS OF TECHNOLOGY, DATA INTEGRATION, OR ARTIFICIAL INTELLIGENCE (AI)? ARE YOU SEEING GAMECHANGING INNOVATIONS?

A: For sure! A lot of new technology is available but slow to be adapted. There is a reason for this though. Mines run for a long duration, so it is hard to take risks and utilize new methods because of that. There are tech products we have added to our stack to make things more efficient, and we have seen the value.

Q: WHAT COMMODITIES DO YOU BELIEVE ARE CURRENTLY UNDERVALUED FROM AN EXPLORATION INVESTMENT STANDPOINT?

A: I think they are all undervalued. Commodities have such a key part of our society and have been throughout history. Look

to the stone age, bronze age, iron age; all named after the mastery of commodities that reshaped society. We have mined the easiest and cheapest resources available to us over the last centuries and now our demands have gone exponential: the math becomes simple in my view.

Q: IN YOUR EXPERIENCE, WHAT ARE THE MOST COMMON REASONS EARLY-STAGE EXPLORATION PROJECTS FAIL — AND HOW CAN THOSE RISKS BE MITIGATED?

A: Something I stand by is this: Exploration programs must be built on discipline, not dreams. It does not matter if you are in the early stage greenfield or revisiting a brownfield property with a thick legacy database, the rule is the same: garbage in; garbage out. I have seen programmes burn through millions because of blind trust or leaning on assays with no blanks, duplicates, or any real consistency. It is easy to fall in love with a cross-section that looks like the next big discovery, but if the underlying data is flawed, you are not building a mine, you are building castles on the sand.

Q: WHAT ARE YOUR STRATEGIC GOALS FOR AXCAP’S EXPLORATION PORTFOLIO OVER THE NEXT THREE TO FIVE YEARS?

A: We will look to derisk Converse project through a PEA and a PFS. With the new discoveries at depth, we have shown there is still huge potential to be discovered, so we will continue to aggressively explore and define new zones around the existing open pit resource. Our second hole was the deepest in the valley and demonstrated there was a 150+ metre zone of continuous mineralization present in a previously unknown limestone formation at depth. We will continue to expand on this type of exploration success targeting both high grade discovery at depth and open pit expansion and optimization.

The great thing at the Converse project is the resource is already well-drilled, and 5.6 million oz. of the deposit is defined as “measured and indicated.” These classifications are eligible for conversion to reserves.

For the rest of the portfolio, we will continue to explore the projects. Both Rattlesnake Hills and Newton have drill ready targets available, and as we look to allocate capital, we will work to continue to add value to these projects.

Drilling at Axcap’s Converse gold project in Nevada. CREDIT: AXCAP

AThe role of AI in driving mining’s next evolution

Unlocking productivity and innovation from contributor to organization

s mining reclaims its position at the heart of economic development and national security, the sector faces unprecedented challenges and opportunities. The new digital economy — spanning transportation, energy, and artificial intelligence (AI) — depends on critical minerals that, at present, cannot meet projected demand. To remain competitive, the mining industry must adapt to constraints in capital allocation, regulation, and a scarcity of qualified talent. AI is rapidly emerging as a transformative force, already shaping mining operations and poised to play an even greater role in the future.

As the leader of an AI-focused research team at Seequent, a leading technology provider for the mining sector, I am motivated to share insights into how AI is poised to address these challenges and redefine our interaction with data, technology, and decision-making. AI’s impact will be felt by individual contributors and organizations alike. Those companies — both miners and technology providers — that achieve productiv-

ity breakthroughs vertically and horizontally will set the pace. While current AI applications are primarily at the software level, truly disruptive gains await those who embed AI into organizational workflows.

AI at the contributor level: Streamlining complex tasks

At the individual level, machine learning (ML) and AI tools are already automating and simplifying complex tasks — from geophysical inversion and geostatistical modeling to drilling data analysis. What took weeks to do now can now be completed in days, and software that previously required months of training can become operational in weeks.

AI-powered applications and add-ons have been available for years, offered by both startups and established providers and supported by innovation from academia. With tools like Python notebooks and open-source libraries, many mining organizations are developing their own intelligent workflows. This trend is accessible, visible, and will only continue to grow in both depth and breadth. These solutions leverage ML techniques, including neural networks, and the power of cloud computing. In this

context, AI helps mitigate the ever-increasing complexity of mining software. As new features are added, what was once straightforward becomes intricate, demanding greater expertise. Generative AI shows real promise in reducing the time required for users to become proficient with advanced tools. However, while automation at the contributor level is essential, it is not sufficient for industry-wide transformation. Achieving true disruption requires that information, data, and capabilities flow freely across traditional organizational silos.

AI at the organizational level: Unlocking

transformative gains

To harness the full potential of AI, mining organizations must look beyond individual applications and focus on the business. Transformational gains in productivity and accelerated decision-making can only be realized by breaking down barriers between experts, data repositories, and information silos — allowing AI agents to operate across the enterprise.

For AI agents to deliver real value, they must have access to three critical elements: data, contextual information, and computational capabilities. Organizations must therefore ensure the secure dissemination of both explicit data — such as drillholes, geophysical surveys, block models, and reports — and the metadata that provides vital context. Data lineage, for example, records the history and transformation of data objects, enabling AI agents to understand not just the numbers, but the purpose and evolution behind them. This context is what brings true intelligence to agentdriven workflows.

Structural modelling in Seequent’s Leapfrog 2025.1. CREDIT: SEEQUENT.

Graham Grant, CEO of Seequent during EVO (Seequent’s cloud platform) launch. CREDIT: SEEQUENT.

Tacit knowledge — the experience and intuition of the workforce — is more challenging to encode for AI. It can be partially captured from reports and workflow documentation. Where tasks heavily depend on such knowledge and errors carry high costs, AI is best positioned to support, rather than replace, human experts. As more tacit knowledge becomes explicit, AI agents become even more effective.

Finally, AI must be empowered to act, not merely analyze. Agents require access to computational APIs — ideally via cloud platforms — to transform knowledge and data into tangible results. Imagine a future where a block model agent monitors new drillholes via data lineage, updates the block model, and provides real-time validation and executive dashboards — all autonomously.

Getting started: Laying the groundwork for AI adoption

Regardless of personal perspectives on AI, organizations should begin their journey now. The shift to AI-enabled systems will likely be one of the most significant change management undertakings in leaders’ careers. While contributor-level AI changes the work of individuals and teams, organizational-level AI will necessitate broad transformations in digital infrastructure and company culture. Data that was once stored locally and in application-specific silos must be made widely accessible, and reports that were read infrequently may now be routinely accessed by AI agents. Tacit knowledge, often assumed, must be captured explicitly.

At a minimum, every technological decision regarding data format, access, and storage should be made with the assumption that agents will access this information, and that all relevant metadata must be included for efficient AI utilization.

The AI research conducted by our team at Seequent Labs — an innovation team charged with developing breakthrough, industry-transformational capabilities in partnership with customers, research institutes, and academia — has been both enlightening and sobering. There are no “magic bullet” solutions, and no technology partner can undertake the work of data collection and organizational change for you. While AI can be deployed in numerous areas, the best place to start is where knowledge is explicit and the cost of error is low. Highrisk, knowledge-intensive tasks should be addressed only once experience with AI agents has been established.

For technology providers like Seequent, preparation means investing in innovations that both augment existing Seequent and non-Seequent products and make them accessible to AI agents. As our clients engage with AI, we must support a new kind of user: the customer agent. These agents will require secure access to data, computational capabilities, and seamless communication with provider-side agents. Seequent Evo, our new cloud platform, embodies this vision: all data is stored with purpose-built open schemas accessible via API, and AI agents can leverage the same computational functions as traditional software — making them true users of the platform.

This AI-ready environment stands in stark contrast to today’s siloed subsurface modeling experience, where distinct domains such as geomodelling, geophysics, and geotechnical engineering operate in isolation. While each software solution should be enhanced with AI, their collective impact will be limited unless unified under a comprehensive, enterprise-wide AI strategy.

It is important to recognize that AI-driven progress is cumulative. Each incremental improvement builds on the last. The sooner organizations begin, the greater the compounding technological and structural benefits they will realize.

Conclusion: Committing to AI for a stronger future

Over the past 18 months, our team at Seequent Labs has been exploring, developing, and testing AI approaches for subsurface modeling, integrated with an open cloud platform designed for AI compatibility. We quickly recognized the benefits of applying AI to routine tasks but also saw that these gains will remain localized without a cohesive, organization-wide data and compute strategy. The potential for AI in mining is immense — but realizing it requires openness to new approaches, a willingness to adapt, and strong leadership committed to lasting transformation.

Dr. Alex Boucher received his PhD in geostatistics from Stanford University, an MPhil from the University of Queensland in mining geostatistics, and a degree in geological engineering from École Polytechnique de Montreal. He was “acting assistant professor” at Stanford University from 2007 to 2010 where he taught and conducted research in geostatistics. Prior of joining Seequent, he was the founder of Advanced Resources and Risk Technology, a geostatistical technology and research company serving mining and energy customers. He has published more than 30 articles in peer-reviewed journals and proceedings and has been a speaker at various conferences.

By Bruce Downing and Donna Beneteau

What have you done today that did not involve a mineral? PART 5

Who owns the minerals? A journey from denial to integration

Minerals and hydrocarbons are part of the same natural earth forming processes. They are created over hundreds of millions of years through volcanic activity, erosion, sedimentation, and tectonism. Humanity extracts these resources and transforms them into tools, technologies, and wealth, drawing from all seven continents: Asia, Africa, North America, South America, Antarctica, Europe, and Australia. As human life has evolved, so too has our universal reliance on minerals. But who truly owns these minerals?

From both a scientific and philosophical standpoint, minerals are not created by humans, nor are they confined to any single nation, culture, or economic system. They are part of the Earth’s fabric and are ubiquitous, essential, and shared. As Downing and Beneteau ask, “What have you done today that did not involve a mineral?” (Canadian Mining Journal, Nov. 2024). Yet, the ownership and use of minerals are often framed through political, legal, and economic lenses of who has the rights, who profits, and who controls them. Accordingly, mineral interests may be perceived to be held by private citizens, private landowners, Indigenous nations, corporations, or various levels of government.

The philosophical concept of the “Rights of Nature” (also known and perceived as Earth rights) can lead to legal personhood (Downing and Beneteau, Canadian Mining Journal, Aug. 2025). This concept was further discussed by Hosgood in her article “Should mineral deposits be considered legal persons?” (The Tyee, Aug. 25, 2025). The advocates of the “Rights of Nature” adhere to the inherent right of ecosystems to naturally co-exist with a right to protection, conservation, and restoration without undue human interference. With the potential granting of legal rights to nature, the “Rights of Nature” framework would provide a system for protecting the environment.

A “Universal Declaration of the Rights of Mother Earth” was proposed and adopted in 2010 at the “World Peoples’ Conference on Climate Change and the Rights of Mother Earth” in Bolivia. Many countries have reviewed this declaration but may not have enshrined it into law. Notably, within this “Rights of Nature” concept, there is NO reference to minerals.

To explore these perspectives more deeply, we propose applying Milton J. Bennett’s “Developmental Model of Intercultural Sensitivity” (DMIS). This model offers a lens through which we can understand how individuals and societies perceive and respond to cultural difference, and, by extension, how they might evolve in their understanding of mineral ownership and stewardship. The following examines mineral use and ownership through each of Bennett’s six stages:

1) Denial

At this stage, people may not recognize minerals are a shared global resource and part of our collective heritage. Ownership is assumed to be local or national, ignoring the deep interconnectedness of geology, ecosystems, and cultures. Although the words “Earth” and “Land” have been defined, these definitions rarely incorporate minerals explicitly. Minerals are invisible in the discourse, despite their omnipresence.

2) Defense

At this stage, distinctions such as “Earth” and “Land” are acknowledged, but they are often perceived as threats. The 2025 United Nations Convention to Combat Desertification (UNCCD) defines land as “the terrestrial bio-productive system that comprises soil, vegetation, other biota, and the ecological and hydrological processes.” In economic terms,

Piles of rare earth elements (REEs) mined and refined.

CREDIT: ANASTASIIA/ADOBE STOCK

land may be classified as a natural resource used to create goods and services. In other words, land use refers to the combination of human activities and uses, which may include mineral resource extraction. A resource extraction company can be construed as a shareholder of “Earth,” producing goods for human sustainability.

Political boundaries and legal claims over mineral rights become battlegrounds. Nations and corporations defend their access, often at the expense of Indigenous communities and environmental sustainability. The “Rights of Nature” movement, while advancing legal personhood for ecosystems, still omits minerals perhaps because they are seen as commodities rather than living entities. The tension between entitlement and inherent rights becomes central to the mineral ownership debate.

3) Minimization

In this stage, people may acknowledge that minerals are universally used yet still assume that their own cultural and economic systems are universally applicable. For example, viewing mineral extraction solely as a technical or economic activity overlooks the spiritual and cultural relationships Indigenous peoples have with the Land.

4) Acceptance

Acceptance involves recognizing that different cultures relate to minerals in diverse ways. Indigenous peoples, for instance, have mined for millennia. They did not mine for profit, but for sustenance, art, medicine, and ceremony. Their practices reflect a deep respect for the Earth, viewing themselves as steward rather than owners. One of the biggest challenges facing the resource extraction sector is the disconnect between urban and rural communities. Many people benefit from natural resources but do not fully recognize the role of minerals in the economy and involvement in all aspects of their lives.

5) Adaptation

Adaptation means shifting perspective and behaviours to honour these differences. This could involve integrating Indigenous land knowledge into mining

practices, recognizing the cultural value of minerals, and redefining land use to include mineral stewardship.

6) Integration

At this highest stage, people see themselves as part of a global community with shared responsibility. Minerals are no longer viewed solely as resources. They are part of a living Earth that belongs to everyone. Legal frameworks could evolve to include minerals within the concept of “Legal Personhood of Nature,” and reconciliation could extend to mineral extraction, balancing use with respect and restoration.

While philosophical and cultural shifts are essential, we must also acknowledge that resource extraction cannot stop. Humanity’s reliance on minerals is deeply integrated into our daily lives, from food and medicine to infrastructure and digital technology. Minerals are not optional; they are foundational. However, this necessity must be approached with respect for the entire Earth system. Mining involves not only extraction but also transformation and waste. Every decision about where and how to extract mineral resources carries significant ecological consequences.

For example, when high-grade mineral deposits such as the Windy Craggy deposit in B.C. are legally restricted, mining may shift to lower-grade deposits that require more energy, more land disturbance, and

produce significantly more waste. This raises a critical question: Are we truly respecting the Earth if our laws lead to greater environmental harm in the name of protection?

True stewardship means making informed decisions that consider ecological impact, cultural values, long-term sustainability, and economic viability. It is not simply about limiting access; it is about choosing wisely, minimizing harm, and honouring the Earth’s legacy.

Minerals and rocks are part of Earth’s enduring legacy. By moving from denial and defense toward integration, we can reimagine mineral use as a form of shared stewardship, grounded in intercultural respect and ecological wisdom. As human life has evolved over time through the universal reliance on minerals and rocks, it follows that these resources belong to all people, as echoed in the question: “what have you done today that did not involve a mineral?” Earth is for everyone to use and enjoy, and this shared connection could be honoured through the establishment of a “World Mineral Day.”

Connections within the industry can expand our knowledge. Bruce Downing, a geoscientist consultant based in Langley, B.C., combines research, education, geochemistry and industry expertise. Donna Beneteau, an associate professor in geological engineering at the University of Saskatchewan, combines academic insight with industry experience in mining.

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Mining water treatment: Photocatalysis could redefine risk and resilience

Water management has always been one of mining’s most costly and complex responsibilities. For operators across Ontario and Canada, the challenges are mounting: regulations are tightening, insurers are recalibrating risk models, and communities are demanding more accountability. Most mines already operate treatment systems, but these are expensive, energy-intensive, and often fail to handle emerging contaminants or stricter standards.

Liabilities do not disappear when a mine closes. Acid rock drainage, metal leaching, and seepage can persist for decades, locking companies into perpetual treatment. Regulators require financial assurance to cover these obligations, and insurers add long-tail charges to account for the risk. Climate pressures such as flooding and freeze-thaw cycles make contaminant movement even harder to control, resulting in an equation of rising costs and mounting liabilities with little room for flexibility.

Headlines often focus on catastrophic dam failures, but insurers and regulators are just as concerned with chronic exposure. Even low-level discharge can trigger fines, lawsuits, and years of treatment. Under Ontario’s Mining Act and O. Reg. 240/00, operators must post security for long-term water management, while federally the Metal and Diamond Mining Effluent Regulations set strict discharge limits. For insurers, the math is simple: expected loss equals probability multiplied by consequence. Cutting either factor directly reduces premiums, deductibles, and bonding requirements.

This is where innovation in water treatment begins to align directly with financial strategy.

Innovative water purification materials can address the toughest challenges in mining water management: long-term liabilities, high treatment costs, and tightening compliance. Using a proprietary database of more than 850,000 molecules, combined with artificial intelligence (AI) and quantum chemistry, we can identify high-performance materials up to 40 times faster than traditional discovery methods.

Xatoms’ photocatalyst materials activate under sunlight or LEDs to target a broad spectrum of contaminants across different industries. In mining, they are especially effective against heavy metals that drive compliance and liability risks, such as chromium (VI), arsenic, nickel, and copper. Designed to inte-

grate into existing systems, they cut energy usage and operating costs while delivering measurable improvements in water quality without creating harmful byproducts. For operators, this translates into reduced risk of regulatory exceedances, lower closure bonding requirements, and stronger ESG performance, while shrinking the longtail liabilities that push up insurance and financial assurance costs. By harnessing quantum chemistry and AI, we are proving that innovation can make a real difference, so Canadian mines can be cutting treatment costs, shrinking closure liabilities, and delivering resilience through photocatalyst technology. Those who lead with innovation will set the benchmark for the industry.

Key Canadian innovation hubs such as the NORCAT Underground Centre and the Centre for Smart Mining at Cambrian College provide an opportunity for new technologies to be trialed under real mining conditions. Their work highlights the potential for emerging solutions to strengthen operations, reduce costs, and keep Canada’s mining sector globally competitive. With provincial and federal backing, and the support of local organizations, Canada is building the foundation for a stronger, more sustainable future in mining.

Mining water management is not just about ticking a box but more of a financial and competitive lever. Canada’s strict regulations and innovation capacity give us the chance to set a global benchmark in sustainable mining. By bringing advanced science into practical use, we can help operators cut treatment costs, mitigate long-tail insurance liabilities, and manage climate and regulatory risk more effectively.

As supply chains tighten and climate pressures rise, Canadian mining’s edge will depend on how quickly it adopts new approaches to water. Photocatalysis offers a practical way to reduce compliance costs, shrink long-term liabilities, and strengthen confidence among regulators, investors, and communities. Turning tailings water from a liability into a managed asset is both a technical step forward and a strategic one, positioning the industry to lead on performance and sustainability.

Diana Virgovičová is the founder and CEO of Xatoms, an award-winning water deep-tech company that leverages patented quantum chemistry and AI technology to discover new materials capable of using sunlight to eliminate some of the toughest contaminants from water.

The mining engineer’s guide to advanced scraper strainer technology

Mining engineers and plant managers oversee mineral extraction and processing while ensuring compliance with strict environmental rules. They manage slurry systems, ore processing, and vast volumes of water used in separation and dust control, maintaining reliability under abrasive conditions. With water use under scrutiny, mines seek efficient ways to strain, treat, and reuse water. Advanced water filtration — particularly automatic scraper strainers — remove debris without interrupting flow, protecting equipment and meeting discharge standards. Unlike backwash or basket strainers, they use brushes and blades for direct cleaning, requiring no auxiliary piping.

Automatic scraper strainers — cleaning the screen through direct mechanical contact using brushes and blades — are less commonly known. Many mining engineers are unaware that self-cleaning systems utilizing mechanical brushes are available. These systems offer a simpler design, eliminate the need for auxiliary piping or external water sources, and provide a more robust and adaptable operational profile. Consequently, Automatic scraper strainers are frequently overlooked because of the limited familiarity, leading to default specifications of backwash or basket strainers — even in scenarios where a scraper strainer would offer superior performance.

Strainer selection and sizing

Selecting the appropriate strainer begins with understanding the application’s process requirements, including the type and size of solids, solid loading, and what needs to be filtered. Strainer sizing involves balancing flow rate, particle size, and solid concentration. Higher solid loading requires a larger filtration area and vessel size. As flow rate and particle concentration increase, so must the strainer’s capacity. Proper data on particle size distribution and operational conditions is critical for accurate equipment selection and sizing as well. For example, backwash strainers are sometimes specified in applications where the solids are large, sticky, or difficult to remove — conditions that backwash systems struggle to manage effectively. In these cases, scraper strainers are the better option, as their mechanical clean-

ing action is specifically designed to handle challenging debris. Oversizing backwash strainers can also reduce cleaning efficiency. Contrary to assumptions, bigger is not always better. Additionally, no fluid processing or filtration system remains static. Treatment conditions continually change owing to variable factors such as pressure, particle size, solids loading, and even the presence of sticky biologicals.

Flow rate and the amount of suspended solids in a fluid can vary significantly based on production demands, equipment in use, time of day, day of the week, and even seasonal conditions.

Manual basket strainers

Basket strainers are manual filters used to remove large solids or debris from a fluid stream, typically in water or process piping systems. They consist of pressure vessel housing that contains a perforated or mesh-lined basket. The basket acts as a screen to capture and retain particulates while allowing the fluid to pass through.

In water filtration applications, basket strainers are used to remove coarse materials such as leaves, sand, rust, scale, and other solids that may be present in the water. This helps protect downstream equipment such as pumps, valves, meters, and more sensitive filters from clogging or damage.

In continuous flow processes that cannot be shut down for cleaning purposes, duplex basket strainers are often installed. This type of strainer employs two distinct chambers that function independently. When one chamber needs cleaning, the flow is seamlessly diverted to the alternate chamber, enabling the removal and cleaning of the first basket.

Cleaning is a messy process that involves equalizing pressure between the baskets. If an operator fails to adequately clean the basket strainers for any reason, both strainers can become clogged at the same time. This can result in quality issues or unexpected downtime until the problem is resolved.

Backwash systems

Backwash filters are used in water filtration systems to remove suspended solids, sediment, and other particulate matter from water. They are designed to operate continuously with mini-

ACME strainers for mining wastewater. CREDIT: ACME

ACME Strainers FRP unit for mining. CREDIT: ACME

TECHNOLOGY AND EQUIPMENT

mal manual intervention by automatically cleaning themselves through a backwashing process.

In normal operation, dirty fluid flows through the filtration screen, trapping suspended solids, allowing the effluent to pass through the outlet. Over time, these trapped particles accumulate and begin to restrict flow, increasing the pressure drop across the strainer.

Mining engineers are generally most familiar with backwash systems, which often leads to their default specification even in cases where scraper technology would offer a more effective solution. This tendency to standardize known designs can result in missed opportunities for performance and efficiency improvements.

Backwash filters rely on a substantial amount of flow and constant pressure, which can compromise reliability if not always available. Those units do not operate well in backwash mode below 207 kPa. To compensate, some utilize complex, pressure-inducing tactics that do not always resolve the issue. Additionally, conventional backwash units are not designed to effectively remove larger or irregularly shaped solids.

Backwash systems are also more complex and require additional control valves, instrumentation, and sometimes external water sources. Scraper strainers eliminate these needs and operate more flexibly through programmable control panels.

A key distinguishing feature of ACME’s backwash filters is that they do not require an external source of cleaning water. Instead, they utilize the system’s own process fluid for cleaning, which simplifies installation and reduces water consumption. Additionally, these filters are engineered to operate effectively at lower differential pressures, enhancing system efficiency and extending component life. Another notable advantage is the internal cleaning mechanism: the suction arm assembly rotates during backwash cycles, while the filter screen itself remains stationary. This design minimizes wear on the screen and maintains structural integrity over time.

Automatic scraper strainers

Automatic scraper strainers are a viable alternative to backwash systems in many scenarios. Unlike backwash strainers, scraper strainers do not rely on a pressurized backwash to remove solids from the screen. Instead, blades and brushes provide more reliable cleaning under varying conditions.

An automatic scraper strainer consists of a motorized unit designed to continuously remove both large and fine suspended solids. This process is managed by a fully automatic control system. These scraper strainers are offered with three screen types, selected based on the specific application. Reverse-formed wedge wire screens are the standard choice, valued for their durability and compatibility with brush cleaning systems. For applications requiring finer filtration, multilayer sintered metal mesh screens are recommended. In fibrous processes, perforated screens with round holes provide optimal performance.

Four blades/brushes rotate at 8 rpm, resulting in a cleaning rate of 32 strokes per minute. The scraper brushes get into wedge-wire slots and dislodge resistant particulates and solids. This approach enables the scraper strainers to resist clogging and fouling when faced with large solids and high solids concentration. It ensures a complete cleaning and is very effective

against organic matter “biofouling.”

Scraper strainers allow the solids to accumulate at the bottom of the vessel, where the blowdown valve will open periodically to clear them out. Blowdown occurs only at the end of the intermittent scraping cycle when a valve is opened for a few seconds to remove solids from the collector area. Liquid loss is well below 1% of total flow.

If additional pressure is required to clean the screen, an inexpensive trash pump can be added to the blowdown line to assist in removing the solids from the strainer sump. Since the solids are small, a little trash pump can pressurize the blowdown line to evacuate solids from the strainer.

For applications with high solids loading that are prone to clogging, a macerator can be installed upstream of the automated scraper strainer to break down large solids into smaller fragments. This combination of proven technologies is already in use for some of the most demanding and debris-laden straining applications.

While standard carbon steel or stainless-steel construction is suitable for typical applications, corrosive environments such as those involving seawater, erosive slurries, or aggressive chemicals can rapidly degrade conventional equipment. This deterioration can create risks related to safety, quality, and regulatory compliance, as well as cause production downtime owing to the need for premature replacement of strainer components.

When the chemical properties and temperature of the process fluid raise concerns about material compatibility, automated scraper strainers are available in other materials such as fiber-reinforced plastic (FRP). The internal mechanism and wet components can be manufactured from super duplex or similar high-performance steels.

Cost comparison

The cost-benefit ratio of scraper strainers should factor into reduced infrastructure requirements, wear item replacement costs, and ongoing maintenance. For example, a single, automated scraper strainer can replace multiple manual basket strainers as well as the associated piping. Basket strainers require regular maintenance, with manual models requiring cleaning several times daily. The process is messy and undesirable.

While scraper strainers contain a few more wear components, such as brushes and blades, these parts are relatively inexpensive. In contrast, backwash systems can feature fewer wear parts but require more costly replacements.

As engineers become more familiar with scraper technology’s capabilities, supported by application data, installation success stories, and performance metrics, they are more likely to consider it a primary option in system design.

Jeff Elliott is a technical writer.

ACME Strainers screen and brush for mining. CREDIT: ACME

THERMAL VIDEO MONITORING

is essential for modern mining operations

In the mining industry, there is an unspoken truth that every operator knows: downtime is expensive — sometimes catastrophically so. When a haul truck sits idle, when a conveyor belt grinds to a halt, or when a crusher unexpectedly stops mid-shift, the ripple effects spread across production, safety, and profitability.

Many of these stoppages are not caused by dramatic, unforeseeable failures. They start as small, subtle issues: unexpected excess heat, a bearing beginning to wear down, an electrical connection that is a little too warm, or a motor running hotter than normal. In the harsh, high-demand environment of mining operations, these early signs often go unnoticed until they erupt into full-blown equipment failure.

This is where thermal video monitoring has emerged as a transformative technology — not as a flashy gadget, but as a practical, data-driven tool for predictive maintenance and operational safety.

Heat is the mining industry’s early warning system

Every piece of mining equipment generates heat during operation. That heat, in normal ranges, is simply the byproduct of mechanical and electrical processes. But when temperatures begin to climb beyond those normal thresholds, it is often the first sign of trouble.

An overheating gearbox might mean lubrication failure. A hot spot on a conveyor motor could signal misalignment or an impending electrical fault. Excess heat in a crusher bearing could be a precursor to a total breakdown.

Unlike noise, vibration, or performance lag — which might appear later — heat anomalies often surface early, sometimes days or even weeks before a mechanical failure. By spotting them quickly, mine operators can act before a minor issue becomes an expensive and dangerous problem.

The predictive edge: Moving beyond the calendar

Traditional preventive maintenance has been standard in the mining industry for decades: inspect and service equipment at regular intervals, replace parts before the expected end of life, and try to catch issues before they cause downtime. The challenge is that mechanical failures do not follow calendars. A brand-new motor can fail early if stressed by operating conditions. A gearbox might run flawlessly for years before suddenly breaking down. Preventive schedules can lead to over-servicing some assets and missing critical issues in others.

Predictive maintenance, on the other hand, changes that equation. By using real-time data from technologies like ther-

mal imaging, maintenance teams can respond to actual conditions, not just the clock. Deloitte has reported that predictive maintenance can reduce downtime by up to 15% and improve labour productivity by as much as 20%. For mining operations, where a single unplanned outage can cost tens or hundreds of thousands of dollars, that shift is not just about efficiency — it is about survival in a competitive market.

How thermal video monitoring works

Thermal video monitoring uses infrared imaging to detect temperature variations. Modern thermal cameras can operate continuously in real time, providing heat maps that clearly show temperature changes and abnormal hot spots.

In a mining setting, these cameras need to be rugged enough to withstand dust, vibration, and temperature extremes. They must also be able to capture precise readings despite variable lighting and environmental conditions.

Opticom Tech’s thermal camera system — designed specifically for industrial environments — can be configured with custom temperature thresholds. When readings go outside the acceptable range, alerts can be sent instantly via text or email or integrated into existing monitoring and alarm systems. This capability ensures that the right people are informed at the right time, without relying solely on periodic manual inspections.

The multi-layer benefits for mine operators

Thermal video monitoring offers more than one advantage. Its benefits span safety, cost control, and operational efficiency.

1. Early fault detection

Small issues — like worn bearings, loose electrical connections, or improper lubrication — show up as abnormal heat signatures long before they affect performance. Addressing them early means repairs can be planned during scheduled downtime to avoid production interruptions.

2. Reduced unscheduled downtime

In mining, downtime is measured not just in hours lost but in revenue lost. Predictive monitoring minimizes these interruptions by allowing for targeted, timely interventions.

3. Enhanced safety

Overheated components can lead to fires, explosions, or other hazardous failures. By detecting dangerous heat buildup, thermal monitoring provides an additional layer of worker protection.

The Opticom Tech MIB-5141T thermal camera.

TECHNOLOGY

4. Lower maintenance costs

Emergency repairs are always more expensive than planned ones. By catching issues early, thermal monitoring helps avoid costly breakdowns, extend equipment life, and optimize parts inventory.

Where thermal monitoring makes the biggest impact in mines

The versatility of thermal monitoring allows it to be applied across multiple equipment types:

• Haul trucks and loaders: Monitor engines, transmissions, and hydraulics for early signs of wear or stress.

• Conveyor belts: Identify overheating caused by worn rollers, belt misalignment, or motor problems before they cause major damage.

• Crushers and mills: Detect abnormal temperatures in bearings or gearboxes to prevent costly shutdowns.

• Electrical panels and switchgear: Detect potential electrical fires early and give yourself time to act.

In each case, the principle is the same: consistent, real-time monitoring replaces occasional manual checks, closing the gap where failures often occur.

Early fire detection

Thermal monitoring is not just about mechanical reliability — it can also prevent catastrophic safety incidents. In mining, fires in processing areas or on large mobile equipment can be devastating, endangering lives and causing millions in damage. Continuous thermal surveillance can detect heat buildup in conveyor drive motors, electrical cabinets, or fuel-powered equipment before a flame ever appears. By alerting operators to dangerous heat thresholds, these systems provide valuable minutes — or even hours — to intervene before a situation becomes unmanageable. Thermal monitoring should be part of every mine’s fire management strategy along with smoke and fire detectors, fire suppression like sprinklers, ventilation management, and other tools.

Overcoming

barriers to adoption

While the benefits are compelling, adopting thermal video monitoring is not always straightforward. Common concerns include the following:

• Upfront investment: Some operators hesitate because of

the cost of hardware and integration. However, when measured against the cost of just one major unplanned outage, the ROI often becomes clear.

• Adding extra cameras: More cameras does not always mean better monitoring. Thermal cameras have dual sensors to provide both thermal and standard video feeds, reducing the need for excess cameras in the mine.

• Data overload: Continuous monitoring generates a constant stream of data. Without a plan for filtering and acting on that data, the insights can get lost. Proactive alerts help make thermal monitoring effective out of the gate.

• Training requirements: Staff must understand how to interpret thermal data and how to respond when alerts are triggered.

These challenges are solvable. Start with critical assets where failure risk is highest, integrate thermal monitoring into existing workflows, and provide targeted training for maintenance teams.

The future: Smarter, more connected thermal monitoring

Thermal imaging technology is advancing quickly. New systems can integrate with AI-driven analytics, comparing live temperature data with historical performance to predict failures even more accurately. For mining companies, this evolution means a future where thermal monitoring is part of a fully connected operational ecosystem — feeding into enterprise asset management systems, triggering automated work orders, and helping operations move toward truly autonomous maintenance.

Why mines that invest now will be ahead later

Mining is in a period of rapid technological transformation. From automation in haulage to remote operations centers, the drive is toward safer, more efficient, and more resilient operations. Thermal video monitoring fits squarely into that vision. By adopting it now, operators can build the data history and staff expertise needed to make the most of future advancements.

Heidi Schmidt is global sales manager at Opticom Tech. She has worked in the video technology space for more than 20 years.

LONDON, UK

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