Canadian Mining Journal June/July 2021

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P U B L I C A T I O N

MINE CLOSURE

REVISITING

USING TAILINGS TO GET TO NET ZERO

JUNE/JULY 2021 | www.canadianminingjournal.com | PM # 40069240

CANADA’S NEXT URANIUM MINES

THE KCA CARBON CONVERTER

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Recovery of gold and silver into bullion is typically 99%. For waste carbon loaded to 200 grams gold per tonne, operating cost is $6.00 per gram, or 11% of the value of the recovered gold. Often waste carbons are loaded much higher – the cost per gram drops accordingly.

Mines with the Carbon Converter can recover their gold quickly without the Chain-of-Custody problems of shipping carbon to outside processors. Shipping mercury-contaminated wastes off-site incurs large risks of environmental contamination, and the Carbon Converter eliminates this risk.

Having the Carbon Converter on site allows the operation to explore various process optimization techniques.

For example, carbon fines below 30 mesh are usually lost to tailings in CIL plants, because such fines cannot be recovered cleanly. These losses can account for 1% of the gold fed to the plant. The Carbon Converter can process them. Another opportunity exists where process facilities periodically discard a portion of their coarse carbon in order to maintain optimum carbon activity. With the Carbon Converter, this carbon can be consumed on site and the contained gold recovered economically.

The installed cost of the Carbon Converter is about US$1 million including site services, a building, and infrastructure. For mines which generate at least 50 tonnes/ year of carbon wastes and fines, payback is typically less than one year.

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CANADIANMINING

JUNE/JULY 2021 VOL. 142, NO.5

JOURNAL

FEATURES 12 Infrastructure planning in Ontario’s Ring of Fire is slowly advancing –

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but the process remains contentious.

CMJ

16 How tailings can help the mining sector achieve net zero carbon emissions.

CLOSURE & RECLAMATION

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21 Stantec’s Phillip Crouse outlines the top trends in tailings closure – including sustainability and revenue generation.

24 Landform C A N AThe DIA N M I N IDesign N G J OInstitute U R N A Lshares principles and strategies for successful reclamation.

THE PRAIRIES

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27 CMJ and Mining Intelligence look at Saskatchewan’s top uranium development projects.

31 Wenco’s Devon Wells explains how the cloud is transforming asset management and maintenance.

33 How avoiding the contamination of lubricants can save operations from major disruptions and costs.

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DEPARTMENTS 4 EDITORIAL | The dizzying pace of decarbonization.

5 LAW | What CORE’s online human rights complaints process means for Canadian miners.

6 CSR & MINING | Carolyn Burns of NetPositive discusses practical steps for multi-stakeholder collaboration during reclamation and closure.

8 COMMENTARY | MineConnect’s new executive director, Marla Tremblay, on northern Ontario’s unique leadership position in mining innovation.

9 UNEARTHING TRENDS | EY’s Theo Yameogo outlines how companies can use the disruptions of the pandemic to transform their operations and keep employees engaged.

10 FAST NEWS | Updates from across the mining ecosystem.

35 ON THE MOVE | Tracking executive, management and board changes in Canada’s mining sector.

www.canadianminingjournal.com JUNE/JULY 2021

Cover image: CarbMin Lab researchers Bethany Ladd, Marti Doucet and Frances Jones doing field work on the alkali flats in Atlin, B.C. CREDIT: ANDREW MATTOCK FOR UBC

Coming in August 2021 Canadian Mining Journal’s annual Top 40 Miners issue. Plus a review of top development projects in Canada.

For More Information

Please visit www.canadianminingjournal.com for regular updates on what’s happening with Canadian mining companies and their personnel both here and abroad. A digital version of the magazine is also available at www.digital.canadianminingjournal.com

CANADIAN MINING JOURNAL |

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FROM THE EDITOR JUNE/JULY 2021 Vol. 142 – No. 5

CANADIANMINING The dizzying pace of decarbonization Alisha Hiyate

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ecarbonization has quickly become a top priority in mining, with miners big and small announcing targets for net zero production of metals. The amount of work going into solutions to decarbonize the industry – from renewable energy to battery electric and hyrogen fuel cell-powered equipment to digital technologies that make for more efficient mining – is truly dizzying.

This urgent pace, of course, has much to do with investor pressure and public sentiment. There’s a very real possibility that miners who don’t have adequate plans to address carbon emissions will be punished by the market.

As a result, major companies have set carbon reduction and neutrality targets for their operations between 2030 and 2050, and are beginning to outline the pathway to achieve those targets.

For miners of bulk commodities, this will be more of a challenge than miners of small-tonnage deposits – diamonds for example (which may help explain why De Beers’ carbon neutrality target for its operations is a full decade earlier than its parent company, Anglo American).

And miners who produce commodities that are inputs to highly carbon-intensive products – iron ore or metallurgical coal used to produce steel, for example – are especially challenged.

Most pledges to reduce emissions have understandably been focused on Scope 1 and 2 emissions – operational emissions that are under the control of miners (direct and indirect). However, some companies have committed to begin looking at Scope 3 or value chain emissions, which are technically outside of their control.

Rio Tinto, for example, the world’s largest iron ore miner by volume, had previously dismissed taking responsibility for Scope 3 emissions. But earlier this year, it set targets to reduce those emissions by 30% by 2030, and outlined the goal of carbon-neutral steelmaking by 2050. Partnerships will be a big part of that effort.

Indeed, in a recent report, The 2030 decarbonization challenge, Deloitte noted that addressing Scope 3 emissions won’t be possible without the collaboration of mining companies and other players in the supply chain.

While that will get us a step closer to the circular economy, efforts to reduce emissions alone won’t solve the carbon problem, says Greg Dipple, a professor and carbon capture researcher at the University of British Columbia.

“Ultimately we’ve already put out too much CO2,” Dipple says. “By 2050 or so, we need to be starting to actually remove CO2 from the atmosphere.”

Dipple is investigating one such method – carbon capture by tailings, a naturally occuring process that offers the potential to help some operations achieve net zero emissions, or better (page 16).

And along the climate theme, in this issue, we also look at several promising uranium deposits in Saskatchewan’s Athabasca basin that could help power the lowcarbon energy transition (page 27).

Also check out our coverage of what’s happening in Ontario’s Ring of Fire (page 12), and the latest trends in mine reclamation (page 21 and 24).

CMJ

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MINING JOURNAL

225 Duncan Mill Rd. Suite 320, Toronto, Ontario M3B 3K9 JOURNAL Tel. (416) 510-6789 Fax (416) 510-5138 www.canadianminingjournal.com Editor-in-Chief Alisha Hiyate 416-510-6742 ahiyate@canadianminingjournal.com Twitter: @Cdn_Mining_Jrnl

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Interim News Editor Marilyn Scales CANADIAN MINING JOURNAL mscales@canadianminingjournal.com Production Manager Jessica Jubb jjubb@glacierbizinfo.com Art Director Barbara Burrows Advisory Board David Brown (Golder Associates) Michael Fox (Indigenous Community Engagement) Scott Hayne (Redpath Canada) Gary Poxleitner (SRK) Manager of Product Distribution Allison Mein 403-209-3515 amein@glacierrig.com Publisher & Sales Robert Seagraves 416-510-6891 rseagraves@canadianminingjournal.com Sales, Western Canada George Agelopoulos 416-510-5104 gagelopoulos@northernminer.com Toll Free Canada & U.S.A.: 1-888-502-3456 ext 2 or 43734 Circulation Toll Free Canada & U.S.A.: 1-888-502-3456 ext 3 Group Publisher Anthony Vaccaro

Established 1882

Canadian Mining Journal provides articles and information of practical use to those who work in the technical, administrative

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LAW

What CORE’s online human rights complaints process means for Canadian miners

By Sharon Singh and Sander Grieve

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n March 15, 2021, the Canadian Ombudsperson for Responsible Enterprise (CORE) launched its complaints process, enabling the receipt of complaints respecting human rights abuses arising from the operations abroad of Canadian companies in the mining, garment, and oil and gas sectors.

The CORE is of particular relevance to Canadian companies with interests in mining assets outside of Canada. Now, anyone, anywhere will be able to lodge a complaint online.

The creation of the CORE was announced in January 2018 to promote Responsible Business Conduct (RBC) abroad and to hold Canadian companies accountable for human rights abuses.

It is meant to be an impartial body that operates at arm’s length from Global Affairs Canada, and reports directly to the Minister of Small Business, Export Promotion, and International Trade.

Sheri Meyerhoffer was appointed as Canada’s first Ombudsperson for Responsible Enterprise in April 2019.

The CORE’s mandate is to: w promote the implementation of the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises; w advise Canadian companies operating abroad on practices and policies related to RBC; w review alleged abuses of human rights arising from the operations abroad of Canadian companies or the entities they control (arising from complaints filed by individuals, organizations, and communities, or initiated by the CORE); and w recommend remedial action by Canadian companies and make recommendations to the Minister of International Trade regarding potential actions, measures, or reforms.

Human rights responsibility mechanism The complaints process is part of an overarching compliance and dispute resolution mechanism known as the human rights responsibility mechanism (HRRM). In addition to complaints, the HRRM can be initiated by a review commenced by the Ombudsperson, or a request for informal mediation services.

The HRRM launch allows any individual, resident in Canada or otherwise, to submit complaints of alleged human rights abuses arising from a Canadian company’s operations abroad, including an entity it controls.

The process for a filed complaint involves the following steps: intake, initial assessment, mediation, review, and a public report with recommendations. First, the CORE will decide whether the complaint meets three admissibility criteria: JUNE/JULY 2021

1 It alleges an adverse impact on an internationally recognized

human right, including any of the rights referred to in the Universal Declaration of Human Rights, the International Covenant on Civil and Political Rights, and the International Covenant on Economic, Social and Cultural Rights; 2 It arises from the operations abroad of a Canadian company in the garment, mining, or oil and gas sectors; and 3 It allegedly took place after May 1, 2019, or if it allegedly occurred before May 1, 2019, it remains ongoing.

All parties or subjects of a review are stated to be required to act in good faith, meaning they must respect confidentiality requirements, refrain from providing false information, refrain from publicly misrepresenting the HRRM process, and not retaliate against those who make a complaint. Failure of companies subject to a review to do so could lead to a recommendation that Global Affairs Canada deny trade advocacy support and that Export Development Canada stop any financial support.

It’s unclear what the ramifications would be to complainants apart from an unsuccessful complaint.

Concerns have emerged from industry and civil-society groups as to whether the CORE’s investigatory powers should include the quasi-judicial power to compel witnesses and documents.

Applicable investigatory powers raise objections, which include concerns in relation to procedural fairness, and that: w the HRRM will be used to harm the reputations of companies purely through unproven allegations, despite the confidentiality provisions; or w the CORE will have limited recourse in enforcing good faith, confidentiality and truthfulness expectations.

Takeaways for Canadian mining companies Companies should ensure that they have adequate systems to gather reports of human rights concerns or non-compliance with company policies. Adequate and right-sized whistleblowing systems, designed to incorporate protection mechanisms to encourage internal reporting and prevent reprisals, are an important risk mitigation strategy.

Companies should also review their diligence framework and mechanisms to identify, investigate, and address human rights concerns. They should also continue to implement, monitor, and document their diligence and investigation activities. CMJ SHARON SINGH is a partner and SANDER GRIEVE is partner and head of the mining team at Bennett Jones.

CANADIAN MINING JOURNAL |

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CSR & MINING

Multi-stakeholder collaboration during reclamation and closure

By Carolyn Burns

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hen we think of mine closure, we often think of decommissioning operations and infrastructure, rehabilitating the area as much as possible, and a long period of monitoring water, biodiversity and wildlife. But there are also important social and economic considerations that need to be integrated into the planning and implementation of the closure period.

From a socio-economic perspective, effective mine closure meets four main criteria. w It is properly planned, financed and resourced. w It is integrated into local and regional development planning and acts as a catalyst for longer term land use and economic development. w It is based on decisions made with multiple stakeholder groups to manage the impacts of out-migration, changes to employment opportunities and land use.

Mining companies are accountable to meet local regulations and commitments around mine closure, however, achieving the above criteria requires multi-stakeholder action and support.

Below is a list of practical steps we can take to support multistakeholder collaboration in mine closure.

Know who the players are. At every stage of the mine life a site needs a stakeholder map and engagement plan. For the closure period, there are likely going to be additional stakeholders that need to be considered. Make sure to map out who these broader groups might be. For example, identify: w Specific land users in the community (e.g., elders, traditional land users, recreational land users), including the sub-groups that should be included in general site engagement. w Private sector actors, including other mining companies and exploration teams as well as other land-based sectors like agricultural, renewable and tourism. A good place to start is the local business council or economic development corporations. w Local and regional land-use planners, social services and economic development departments. These groups can be part of governmental departments, agencies and civil society organizations.

Align with local land use planning. Find out who is responsible for land use and economic planning in a region and make sure you’re informed about their long-term plans. Take the lead from other local stakeholders, including local and regional governments, community groups and other private sectors actors. If 6 | CANADIAN

MINING JOURNAL

there isn’t an intentional land use and economic plan, consider if mine closure can be a catalyst for longer-term planning in the region. Depending on the dynamics with local stakeholders, the company could provide a platform for other stakeholders to plan for the future or revisit their vision for the future.

Share information about anticipated social and economic impacts related to closure. Mine closure can have many direct and indirect impacts. The immediate loss of employment and procurement opportunities and government tax revenue can be the most significant. However, the impacts of out-migration, long-term environmental impacts (or risks of impacts), and safety considerations for land users can also have generational impacts on local communities. These impacts should be considered in the site’s environmental and social impact assessment (ESIA), and then reassessed in a closure impact assessment. Make sure that the results of these studies are well circulated and understood by local and regional stakeholders as far in advance as possible.

Integrate the discussion into regular engagement and information sharing plans, but also consider specific dialogue, discussions and/or communications related to closure impacts. Closure should not come as a surprise to anyone and it’s up to the company to make sure information is well understood. Co-developing a post-closure engagement and information sharing plan is also a good idea. Historically, companies employ a closure expert who is responsible for engaging with local stakeholders and keeping people up to date with monitoring data. But there are great opportunities to take a multi-stakeholder approach and enlist local organizations such as academic institutions, think tanks and business councils to integrate this data into regular reporting, or even host databases and support participatory monitoring.

Support re-hiring and f ill the gap in employment opportunities.

Mine closure will inevitably result in fewer job opportunities (both direct jobs and in-direct jobs through suppliers). There are great success stories of companies supporting re-hiring campaigns with other mining or land-based businesses in the region.

This has to be planned in advance, and could include creating recruitment databases, sharing results, and providing opportunities for upskilling or re-training. Simply providing references and connecting employees with other employers can make a big difference. There are also a few examples of companies supporting the transition to retirement where relevant, including financial www.canadianminingjournal.com

The changes associated with mine closure will be felt across generations.

Multi-stakeholder collaboration can increase the likelihood those changes are positive.

planning and social supports for retiring employees and their families.

Get creative about the environmental legacy. We often think of the environmental impacts of mining as a deficit. And there is no question that mining activity leads to irreparable changes in land, water and biodiversity. However, that doesn’t mean that a mine site can’t leave a positive environmental legacy. Work with other stakeholder groups to determine what innovative ways the site can contribute to a positive environmental legacy. Many people in the industry have exciting ideas about what that can look like. w Share knowledge on biodiversity and ecosystem restoration with other local stakeholders. The United Nations Decade for Ecosystem Restoration is specifically aimed at encouraging multi-stakeholder approaches to prevent, stop and reverse ecosystem degradation. There is a wealth of knowledge in the mining sector that can be shared with other stakeholders invested in ecosystem restoration, especially as it related to historically poor mine closures or the impacts of artisanal and small-scale mining. w Re-purpose and/or share renewable (or greener) electricity

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sources. Many mining regions are dependent on carbon intensive electricity supplies. Where a site has developed greener options, these can be shared with local stakeholder groups. w Support conservation or rehabilitation activities, especially as the impacts of climate change are more acute and there are more significant initiatives to address them.

Start now – don’t wait. Planning for closure shouldn’t start five years away from when a mine stops producing. It needs to be integrated from the beginning. At this year’s virtual CIM convention, Anglo American chief executive Mark Cutifani was clear about the company’s approach to mine life planning which includes “… a focus on life-of-community plans and how (the company) can (contribute to) a 100 years future for those communities based on the infrastructure that we can bring as part of our mine development.” This is a great approach to make sure long-term multi-stakeholder planning for a region is considered from the project design phase.

CMJ CAROLYN BURNS is director of operations at NetPositive, a non-profit that works with diverse stakeholders to help local communities see sustained positive outcomes from mining.

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CANADIAN MINING JOURNAL |

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COMMENTARY

Northern Ontario: where homegrown solutions and innovation are the norm, not the exception

By Marla Tremblay

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eople from northern Ontario are a resilient bunch. Big on homegrown solutions, northerners don’t often shy away from a challenge. An unforgiving climate, limited infrastructure and hard to access resources have led to a culture of innovation that has propelled northern Ontario’s mining industry for many decades, giving rise to research and development (R&D) which is now in demand all over the world. The innovation coming out of northern Ontario is not only increasing productivity and driving down costs, but also creating safer working conditions in historically hazardous environments.

A major strength of northern Ontario’s mining supply and services sector is the depth and breadth of innovation across the industry value chain. A unique mix of traditional skills, cutting-edge R&D and environmental sensibilities, these efforts have underpinned much of the sector’s success.

R&D is intertwined with northern Ontario’s culture of collaboration between government, academia and industry.

Businesses and stakeholders in the region have longstanding relationships and a history of working together to create solutions through the development of innovative products and services resulting in a globally competitive industry.

Over the years, customer needs for quality and customization have grown increasingly demanding. Equipment and machines are being manufactured differently to comply with industry requirements to be more fuel efficient and reduce the carbon footprint, while positively impacting productivity. Companies must strive to keep up with new demands and trends or be left behind. Mining supply and services companies also face increased competition from within, and outside of the sector and must focus on innovative and creative solutions to provide greater value and ensure continued success and future growth.

Committed to responding with agility and creativity to find the right solutions for unique projects, northern Ontario boasts a strong offering and is home to a large number of thriving suppliers for OEMs, as well as many SMEs offering more niche products. Businesses and jurisdictions from around the globe look to the region to meet the constant need to upgrade processes and adopt innovative approaches, as well as fulfill requirements for the staff to undergo specialized training to effectively operate in the continually evolving landscape. The ability to innovate is imperative for sustainable growth and long-term success.

As Ontario’s leading mining supply and services industry 8 | CANADIAN

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Businesses and jurisdictions from around the globe look to the region to meet the constant need to upgrade processes and adopt innovative approaches, as well as fulfill requirements for the staff to undergo specialized training to effectively operate in the continually evolving landscape. association, MineConnect proudly represents many of the companies that are furthering the world’s mines into the future through innovation, creativity, and ingenuity. As a prominent advocate for the expansion of northern Ontario’s innovation capacity, MineConnect encourages technology adoption to capitalize on productivity and performance opportunities across the mining supply and services sector.

Technological advancements, such as automation, electrification, security and artificial intelligence (AI), all serve as engines for innovation; they have the potential to trigger significant economic growth and influence every aspect of the mining life cycle. Technology is also driving innovation within the areas of safety and the environment – both key areas of focus for the mining industry.

A prime example is the continued urgency to reduce greenhouse gas emissions and growing industry interest in adopting new approaches to underground and surface mining, such as battery-electric technologies and automation. The value proposition to adopt zero-emission vehicles in underground mining towards eliminating exposure of workers to diesel particulate matter and reduce ventilation costs present a strong business case. As a result, the rate of technological development and uptake to meet this demand is faster now than at any other point in the sector’s history, and the innovations that are starting to come through are quite remarkable.

A leader in mine-related R&D, northern Ontario boasts many mining supply and services companies that are leading the charge in both automation and BEV applications. Mines need look no further than MineConnect’s cluster of mining supply and services companies to find a supplier to meet the unique needs of any project.

CMJ MARLA TREMBLAY is the executive director of MineConnect (www.mineconnect.com).

www.canadianminingjournal.com

UNEARTHING TRENDS

Keeping employees engaged by accelerating the future of work

By Theo Yameogo

Image Talaj/iStock

T

he pandemic has spurred disruption in the culture of mining and metals companies, creating an opportunity for sustainable workforce transformation. We’ve already seen how the need for a quick and cohesive response to the crisis broke down silos inherent on mine sites, with many companies removing complexity and cutting through historical barriers to accelerate a transformation agenda focused on long-term resilience.

As Covid-19 vaccination rates increase and countries reopen, the sector is at a turning point that will either see companies return to old habits or continue forward with purposeful change. Those adapting will recognize the opportunity to transform operating models – including integrated operation centres, rosters alternatives and adjustments to the typical fly-in, fly-out model.

These shifts will be required for multiple reasons. The main reason is the workforce is evolving to include a more fluid network of employees – including contractors, consultants and freelancers – who are demanding flexible working options, purpose-driven workplaces and corporate cultures that champion a culture of lifelong learning. Companies that don’t respond could expect higher turnover – with recent research indicating 54% of Canadians are more likely to quit if they aren’t offered the flexibility they want.

With the operating model altered, the sector can anticipate a shift in the composition of the workforce, along with changes in capabilities and roles. According to a mining and metals study from the Minerals Council of Australia, technology implemented to both enable flexibility and support the organization’s digital transformation will enhance or redesign 77% of the sector’s roles by 2030. And in a post-pandemic world, the push for technological innovation will only increase demand for digital capabilities, including robotics and data literacy.

One of the challenges to innovation is having the appropriate space and infrastructure to properly test and develop the fit between new technologies and people. Unlike other sectors, mining and metals companies face added barriers when deploying technologies in practice, straight from the laboratory environment. To overcome this, businesses are collaborating with organizations like Onaping, Ont.-based Norcat. The innovation centre offers underground mine facilities to allow companies – and their employees – to physically develop, test and demonstrate emerging technologies in an operating mine environment. This helps to give hands-on, experimental training and development.

JUNE/JULY 2021

With the operating model altered, the sector can anticipate a shift in the composition of the workforce, along with changes in capabilities and roles.

According to a mining and metals study from the Minerals Council of Australia, technology implemented to both enable flexibility and support the organization’s digital transformation will enhance or redesign 77% of the sector’s roles by 2030. And in a post-pandemic world, the push for technological innovation will only increase demand for digital capabilities, including robotics and data literacy.

If the pandemic has taught us one thing, it’s that we’re all in this together. Resources like these are helpful to not only advance innovation and training, but collaborate with likeminded businesses, industry players and startups to augment the learnings and best practices of others.

At the end of day, the future of work comes full circle.

Without the skills and expertise, true digital transformation cannot be realized. And without digital transformation, dated operating models will fall into old organizational habits, potentially driving employees to look elsewhere for work. Balancing the right skills with the tools needed to enable new models while keeping teams safe, productive and engaged will be critical. CMJ THEO YAMEOGO is the EY Americas Mining and Metals Leader. He is based in Toronto. For more insights, visit www.ey.com/en_ca/mining_metals.

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FAST NEWS

Updates from across the mining ecosytem

• ASSAY TECHNOLOGY |

Partnership with MSALABS to bring Chrysos tech to Canada

CHRYSOS CORP., pioneer of the PhotonAssay technology, and MSALABS, a global provider of geochemical laboratory services for the exploration and mining sectors, have announced a global partnership to deliver Chrysos’s ground-breaking assay solution to the international mining industry.

The partnership will see MSALABS deploy at least six PhotonAssay units across the globe over the next 18 months. The first unit will be installed at Barrick Gold’s Bulyanhulu mine in Tanzania, and the companies will then commission three more units in Africa and a further two in Canada by mid-2022.

Chrysos says its PhotonAssay technology delivers faster, safer and more accurate gold analysis and is an environmentally friendly replacement for fire assay onsite and in the laboratory. Hitting samples with high-energy X-rays, the technology causes excitation of atomic nuclei allowing enhanced analysis of gold, silver and complementary elements in as little as two minutes.

Importantly, Chrysos PhotonAssay allows large samples of up to 500 grams to be measured and provides a true bulk reading independent of the chemical or physical form of the sample. The process is completely non-destructive, and all samples can be retained for further testing or analysis if required.

• EXPLOSIVES |

The technology is already being used at Kirkland Lake Gold’s Fosterville mine in Australia.

CMJ

BME Mining Canada to expand blasting plant

JUST EIGHTEEN MONTHS since its launch, BME Mining Canada has installed a dual salt emulsion explosive plant and is expanding its roll-out into the Canadian market with construction of a detonator assembly facility. The new plant gives customers access to a dual salt and single salt product, either gassed or micro-balloon sensitized.

BME Mining Canada’s facilities are located at Nairn Centre, on the Trans-Canada Highway.

CREDIT: BME MINING CANADA

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Chrysos’s PhotonAssay technology offers a non-descructive alternative to fire assay for gold. CREDIT: CHRYSOS CORP.

MINING JOURNAL

BME Mining Canada is a joint venture between South Africa-based BME, part of the JSE-listed Omnia Group, and Canadian contractor Consbec.

The venture focuses on underground mining in northern Ontario from Sudbury and Timmins.

The company will customize its emulsion product to suit a range of customer needs and

preferences. This customization capability is built on decades of field experience, research and development conducted since BME first introduced cold emulsion technology to Africa in 1984.

It is expected that the detonator manufacturing facility will deliver its products by the end of the Northern Hemisphere summer, and these will include non-electric detonators and the electronic AXXIS detonators. There will also be an Anfo bagging facility in place by the end of 2021, for those customers who require this packaged product.

BME’s detonator plant and other planned facilities are located at Nairn Centre, west of Sudbury on the Trans-Canada Highway and well served by major rail infrastructure.

The company’s first underground loading equipment – an uphole unit and a lateral unit – will soon be at work in a Sudbury mine. These machines will be supplied by BME from its Africa base, but there may be future local production in Sudbury.

In addition to BME Mining Canada’s current focus on underground mining, it draws on the capability of both joint venture partners to target blasting and related work in large open pits across the country. For instance, as one of Canada’s largest mining and construction contractors, Consbec has a network of approved bulk explosive manufacturing facilities located from British Columbia to Nova Scotia – and as far north as Labrador. CMJ www.canadianminingjournal.com

• ENERGY |

Canadian SMR development inches closer with licence application

CANADIAN MINING operations are often located in remote and often frigid areas where the hydro grid does not extend. The conventional solution is diesel power generation, but that is expensive and not environmentally friendly.

One solution that has been making news in the last few years is the use of small modular reactors (SMR). These reactors would emit no greenhouse gases, require no fuel transportation, and have a life expectancy of decades. SMRs could be a reliable, clean power source not only for mines but for Indigenous communities in the North.

A Canadian enterprise, the Global First Power MMR project, has announced it will advance to the formal licencing phase. GFP, is a joint venture of USNC-Power and Ontario Power Generation, is the first and only SMR to reach this phase with the

• VENTILATION |

Redpath bores record breaking hole at Macassa REDPATH MINING’S raiseboring division completed a record breaking hole in May at Kirkland Lake Gold’s Macassa gold mine in Ontario. At a length of 1,010 metres, this raise became the longest raise bored hole ever accomplished in the Northern Hemisphere and all of the Americas. This concludes the first of the planned twin, 365-cm diameter ventilation raises extending from surface down to 5617 level.

The hole was accomplished in two stages with two machines drilling concurrently; a Redbore 70 underground and a Redbore 90EX on surface, completing individual ventilation raises of 660 metres and 1,010 metres respectively. The Redbore series raise bore machines were designed and manufactured inhouse by Redpath in North Bay, Ont. The milestone occurred merely three months after Redpath broke another record at Niobec niobium mine in Quebec. That raise was the largest ever completed in the Americas and the Northern Hemisphere, and the third biggest globally.

Johan Davel, general manager of Redpath Raiseboring, noted that months of preparation went into engineering design, procurement and preparation of the equipment. Preparations have started to carry out the second raise bore hole at Macassa.

CMJ JUNE/JULY 2021

Canadian Nuclear Safety Commission.

The MMR project refers to “micro modular reactor.” It is based on fourth generation technology that is much smaller, more sustainable and efficient than older systems. The units are modular and can be transported by truck then assembled on site. No external power or water is needed to operate an MMR, and they come with advanced, passive safety systems that need no human interven-

tion. The project is being carried out at Chalk River, Ont. Each MMR can replace 220 million litres of diesel fuel during its 20-year life cycle.

USNC-Power estimates that a typical mining operation could replace nearly 1 billion litres of diesel with a single 20-MW MMR. Ontario Power Generation has produced a feasibility report for the use of SMRs (see www.OPG.com).

CMJ

Nuna Group of Companies

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CANADIAN MINING JOURNAL |

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FEATURE

Noront Resources’ camp. CREDIT: NORONT RESOURCES

SPARKING UP the

RING OF FIRE Progress on infrastructure in remote region offset by opposition from several First Nations, environmental groups

By D’Arcy Jenish

O

nce there were many. Now there are just two. The discovery in 2008 of vast deposits of nickel, copper, chromite, platinum and palladium in the Ring of Fire, in Ontario’s remote Far North, fuelled dreams of fabulous wealth and unleashed a predictable stampede to stake claims.

More than 35 junior mining companies laid claim to a piece of this crescent-shaped, mineral-rich formation, which, by some estimates, spans 5,000 sq. km. Even once mighty Cliffs Natural Resources of Cleveland jumped in with grand plans to invest $3.3 billion to a build a mine, a processing facility and a transportation corridor of 300-plus km to the CN rail line at Nakina.

But Cliffs was later forced to file for bankruptcy protection.

Exploration money dried up. The dreams of future wealth evaporated as the prospects of production receded ever further into 12 | CANADIAN

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the future. And one by one, all those juniors exited, leaving just two Toronto-based companies still standing – Noront Resources and KWG Resources.

“We looked at this strategically,” says Noront president and chief executive officer Allan Coutts. “We thought we could buy everyone out for pennies on the dollar and that’s what we did.

We’ve got about 26 deposits under our flag. Nine of them have 43-101 resource-compliant files and two have had full feasibilities completed.”

The Eagle’s Nest nickel, copper, platinum and palladium project is one of those two and the most advanced in the Noront portfolio. Coutts says the company plans to ship nickel concentrate that resembles moist, black beach sand to smelters in Sudbury for further processing. Crushed chromite ore will be www.canadianminingjournal.com

shipped to a ferrochrome smelter, as well as badly needed jobs and ecowhich the company hopes to build nomic development for many impovin Sault Ste. Marie, and the ferroerished First Nation communities in chrome will be shipped to customthe province’s Far North, but several ers in the U.S. major hurdles must be surmounted Noront’s fortunes took a big turn before any mining takes place. for the better last December when A transportation corridor must Wyloo Metals, one of Australia’s be built across an inhospitable terlargest private investment groups, rain of peat bogs and swamps, trabought the debt and equity preversed by dozens of rivers and lesser viously held by Resource Capital waterways. Then there is the growFunds, giving it a 23% stake in the ing coalition of environmental company. groups and individuals demanding “They love the exploration a moratorium on all development upside,” said Coutts in late April. until a whole host of conditions “They’re willing to be there the are met. In addition, concerned whole way, including financing about potential impacts on regional mine development.” wetlands and watersheds several Indeed, Wyloo liked the upside First Nations are opposed, includso much that at presstime in May, ing Neskantaga, located southeast it had just announced its intent to of the Ring of Fire, and Attawamake an offer to acquire Noront for Noront Resources’ camp in the Ring of Fire. CREDIT: NORONT RESOURCES piskat, Kashechewan and Fort $133 million. In response, Noront Albany, which are located hunnoted that Wyloo hadn’t actudreds of kilometres east of the Ring ally made an offer yet and recomon the James Bay coast. Finally, ‘This is not about building mended shareholders hold tight federal and provincial environmena road to get a mine. This is about until there was an offer to consider. tal assessments must be completed KWG’s stake in the region is before any permits are issued. building a network of roads so that narrower, but also promising. The Indigenous communities have junior, which has a market cap of Infrastructure plans better access to health, social under $20 million, holds a 30% KWG is pushing a rail corridor that interest in Noront’s Big Daddy extends from Nakina some 330 km services, broadband and a chromite deposit and 50% of the north to McFaulds Lake where the clean alternative to dieselBlack Horse chromite deposit. It is first mines would likely be develthat strategically important mineral oped. The company is studying an generated electricity.’ that excites the dreams of KWG innovative system developed by — GREG RICK FORD, MINES MINIS T ER president and chief executive offiSudbury, Ont.-based Rail-Veyor cer Frank Smeenk.

Technologies Global. The RailChromite, he notes, is an essenVeyor system is electrically powtial component of stainless steel and demand for that ered, fully autonomous and moves ore along light rail product is growing by 7-8% annually. Currently, tracks in cars that are 30 to 48 inches wide and form though, most of the world’s chromite is produced in a a continuous U-shaped trough. handful of countries – South Africa, Zimbabwe, TurHowever, Ontario’s Minister of Energy, Mines, key, Pakistan and Iran, among others. That means Northern Development and Indigenous Affairs Greg North American and European steel makers must Rickford says that any transportation corridor must compete for supply with China. be more than just a conduit for moving minerals to “The Western Hemisphere, with one small excepworld markets. He sees it as a “corridor to prosperity” tion in Brazil, has never had a source of chromite for the remote First Nations living in the Far North. until we discovered, in the Ring of Fire, the most “This is not about building a road to get a mine,” humungous orebody of its kind in recorded history,” Rickford says. “This is about building a network of Greg Rickford, says Smeenk. “This thing is 14 kilometres long and roads so that Indigenous communities have betOntario Ministry of 130 metres wide and we’ve only scratched the surface ter access to health, social services, broadband and a Energy, Mines, Northern with the little drilling we’ve done.” clean alternative to diesel-generated electricity.”

Development and The Ring of Fire holds vast potential to generate To that end, the government has provided $50 Indigenous Affairs CONTINUED ON PAGE 14 wealth for investors and tax revenues for governments, JUNE/JULY 2021

CANADIAN MINING JOURNAL |

13

FEATURE Map of proposed road development and communities in the Ring of Fire. CREDIT: NORONT RESOURCES

million funding for First Nations-led environmental assessments for two sections of road. Marten Falls First Nation has retained Aecon Group to conduct the assessment of a 200-km southern segment that would run from Aroland to Ogoki. Webequie First Nation, the closest Indigenous community to the Ring of Fire, is leading the assessment of a 160-km road that would link the community to any future mines and the band has hired SNC Lavalin.

These two stretches would form part of an eventual Northern Road Link, but there remains a gap of some 200 km between Ogoki and Webequie. “There have been some preliminary discussions and interest shown by world class infrastructure companies to partner with Indigenous communities on the development of that corridor,” Rickford says.

However, Rickford says such a project must await the outcome of provincial environmental reviews as well as a regional assessment under the auspices of the federal government’s newly formed Impact Assessment Agency.

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Calls for Indigenous-led regional assessment Environmental groups, allied with First Nations demanding a moratorium on development, are clamoring for a review that considers a broad array of impacts on Indigenous communities close by and far removed from any future mines.

A coalition of three First Nations, Attawapiskat, Fort Albany and Neskantaga, insists that the regional assessment must be an equal partnership between the federal government, Ontario and an “Indigenous governing body,” although the composition of such a body is far from settled. The coalition also insists that the terms of reference must be set in collaboration with the First Nations and that the assessment must be Indigenous-led.

“This moratorium will be enforced by our First Nations, our Mother Earth and our lawyers in Canadian courts,” according to a joint statement released by the coalition in early April.

“The risks are too great to allow the Crown to steamroll over our Mother Earth, our rights and our future.”

In short, the path to production in the Ring of Fire will be long and arduous, but Chris Hodgson, president of the Ontario Mining Association, believes that both Indigenous communities and environmentalists can be persuaded of the net benefits.

Mining brings jobs, service contracts and economic development to remote, isolated and often impoverished First Nations.

“Ontario mining companies employ more Indigenous Canadians than any other sector of the economy,” says Hodgson, adding that 11.2% of the industry’s workforce is Indigenous.

As for climate, the Ring of Fire hosts several minerals critical for the transition to a green economy. “Even ardent environmentalists are looking at the role mining plays in the greening of the world,” says Hodgson. “Smart people who care about climate change realize we need more minerals coming from jurisdictions like Canada.”

CMJ www.canadianminingjournal.com

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FEATURE

USING TAILINGS TO GET TO

NET ZERO Carbon mineralization has the potential to more than offset some mines’ emissions

By Alisha Hiyate

O

ver the last two years, a wave of miners, one after the other – has declared their intentions to become carbon neutral over the next 30, 20 or even 10 years.

How they plan to get there involves multiple avenues – replacing diesel at their operations, incorporating renewable energy, and moving less material.

And for some miners, something that’s previously been seen as a liability – tailings – could play a part in helping them achieve net zero carbon emissions through the process of carbon mineralization.

Specifically, tailings of ultramafic hosted deposits – nickel, diamonds or PGEs – have the potential to absorb a significant amount of CO2, says Greg Dipple, a professor and researcher at the University of British Columbia who’s been researching carbon mineralization for 20 years.

16 | CANADIAN

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“For some deposits, it won’t make a diffference at all,” Dipple says. “But for others, it’s technically easily feasibile to have mines that are operating net negative in terms of CO2 emissions.”

With a team at his lab, CarbMin Lab, Dipple is currently working with diamond miner De Beers – which last year announced an ambitious carbon neutrality target for its operations of 2030 (Scope 1 and 2 emissions) – and two juniors advancing nickel deposits they plan to be carbon neutral (FPX Nickel and Giga Metals).

The best part, given the enormity and urgency of the climate problem, is that the measures that Dipple is investigating are simple and inexpensive interventions that could be implemented in the near-term.

While carbon mineralization will only be one piece of the puzzle for miners on their path to decarbonization, Dipple says, www.canadianminingjournal.com

Peter Scheuermann conducts a carbon mineralization field experiment using material from the Baptiste deposit. CREDIT: BETHANY LADD/UBC.

it could have a significant impact on climate change – especially combined with other efforts.

“In terms of global impacts, you’re probably looking at something that would be in the tens to perhaps 100 million tonnes CO2 per year,” Dipple says. “That’s a relatively small part of the overall problem, which is more like 40 billion tonnes per year – but nobody’s doing 100 million tonnes right now.”

How it works Carbon mineralization is a natural process whereby rocks react with CO2 and convert it into rock, where it can be stored in a safe and stable form for thousands of years. Ultramafic rocks can contain highly reactive minerals that have strong potential for carbon mineralization. The mining process strongly enhances that potential by breaking up the rock.

JUNE/JULY 2021

“The overall process is a natural process of weathering, but it happens much much faster in mine waste because the rocks have been finely crushed and the surface area is much higher, Dipple says.

In fact, Dipple’s past work at BHP Billiton’s Mt. Keith nickel mine in Western Australia showed that mine tailings at the operation were offsetting 11% of its carbon emissions.

“We demonstrated it was doing 40,000 tonnes a year of captured mineralization in their tailings – accidentally and unknowingly at the time,” he says.

In addition to developing ways to measure the carbon mineralization process, Dipple’s work is focused on speeding up and enhancing the natural process.

“Our work looks to double or triple that rate through relaCONTINUED ON PAGE 18

CANADIAN MINING JOURNAL |

17

FEATURE

Above: In July 2020, Gahcho Kué mine laboratory operator Suzanne Andrews prepares a sample of processed kimberlite to be sent to UBC. Due to the Covid-19 pandemic, onsite experiments were not possible during 2020. CREDIT: DE BEERS GROUP Top right: Eric Wynands working on sensors for bench top tailings carbonation tests at CarbMin Lab in 2018. CREDIT: MARTIN DEE/UBC Right: FPX Nickel’s Baptiste nickel project in B.C. CREDIT: FPX NICKEL

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tively inexpensive surface modifications like churning and managing water content.”

In the lab and last year, in the field with work funded by FPX Nickel and the federal government on material from FPX’s Baptiste nickel deposit, 90 km northwest of Fort St. James, B.C., CarbMin Lab succeeded in that goal.

The trial, conducted on 300 kg of sample material crushed to the same expected size of tailings (50-360 microns) demonstrated a rate of carbon capture of 2 grams CO2 for each kg of material when it was churned or stirred daily to a depth of 12 cm, compared to 1 gram CO2 in material that wasn’t churned.

“Our work has shown that if you just manipulate it less than 30% of their tailings – the 30% that are the most reactive, then the mine would be greenhouse gas neutral,” Dipple said. “And if you did more than that, it would have a negative greenhouse gas footprint.”

The first 24 days of the trial took place near Prince George, B.C. (with similar climate conditions to the project but away from Fort St. James and smaller communities as a pandemic precaution) and completed in Vancouver at the UBC campus.

Results haven’t yet been released for the second part of the trial, but this year, tests on Baptiste material will be scaled up to a few tonnes from hundreds of kilograms.

The active mineral at Baptiste is brucite – and Martin Turenne, president and CEO of FPX Nickel says it is found throughout the deposit, so selective mining would not be necessary to access its carbon absorption benefits.

The junior has made a point of disclosing test results on Baptiste mineralization to show the fundamental science to the market.

The project is still at an early stage – a preliminary economic www.canadianminingjournal.com

assessment released late last year estimated the preproduction price tag at US$1.7 billion and FPX is working on a prefeasiblity that’s expected to take roughly two years.

But Turenne believes that the tailings capture and net-zero potential of Baptiste will help FPX attract financing, investors, partners or even potential acquirers.

“This project has potential for large nickel production and relatively modest CO2 footprint – or potentially net zero or net negative – I know based on conversations with those groups that it is of interest to them.”

With regulations such as the EU Sustainable Batteries legislation proposed in December by the European Commission that could see carbon footprint threshholds on the CO2 associated with production of EV batteries imposed by 2027, Turenne notes that lowering carbon emissions has become imperative for the metals industry.

“This push for low carbon metals and materials isn’t just a feel good thing,” he says. “It will impact on access to market.”

Direct injection CarbMin Lab’s work with FPX is focused on carbon capture from air, but it’s also working with De Beers at its Gahcho Kué mine in the Northwest Territories to test the idea of taking flue gas directly from the operation’s onsite diesel power generation plant and flow it into the tailings pile.

“If you’re frozen 10 months a year like in the Arctic, direct air capture systems are harder to operate,” Dipple says.

(In addition to strong climate controls, CarbMin Lab’s work so far has also shown that water is necessary to drive the reaction – but too much water can inhibit it.)

In 2019, a pilot test was completed at Gahcho Kué using 250 kg of tailings. A concentrated stream of 10% CO2 was injected into a 6-metre long tailings pipeline at a rate of about 1 litre per minute. Dipple says the pilot was successful – for 44 hours there was no detectable CO2 coming out the back end of the pipeline.

A larger-scale experiment is planned for this summer, using performated pipes underneath the tailings to flow the CO2 through. Natural Resources Canada’s Clean Growth program contributed funding of $675,000 towards the research in 2019.

Through its CarbonVault program, De Beers is funding research into several different ways to enhance the natural capacity of kimberlite to absorb carbon, says Kirsten Hund, head of Carbon Neutrality for De Beers Group.

In addition to looking at point-source injection at Gahcho Kué, the company is also working with other universities to research how physical manipulations of processed kimberlite, different chemicals, or photosynthetic bacteria can accelerate carbon sequestration at its other mines in southern Africa.

However, carbon capture in tailings is only a small part of De Beers’ plan to become carbon neutral (Scope 1 and 2 emissions) by 2030 – a full decade before its parent company Anglo American and among the most aggressive targets in the industry.

“We definitely don’t think it will be the solution to everything, those kimberlite rocks will not be the easy way out for us – we’re going to have to do a lot to fundamentally change the way we mind and we are working very hard on that,” Hund says.

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CONTINUED ON PAGE 20

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19

FEATURE De Beers’ plan to do so has three main levers: reducing energy intensity by changing the way it mines; replacing fossil fuels (it’s investigating hydrogen powered trucks with parent Anglo American, for example, and looking at renewable power options to replace coal-generated grid power in South Africa); and natural solutions such as carbon capture and reforestation to address any remaining emissions.

“For CarbonVault we’re really in the research phase. We’ve done a lot of academic level research that shows that this works – these rocks do absorb carbon and there are very effective ways to enhance that,” Hund said. “This year, we’re really looking at the engineering solutions of how do we apply this at scale, where do we apply this at scale, how does that work in terms of needs for land, water, energy, etc.”

By the end of the year, Hund says she hopes the company – which intends to put carbon capture through tailings in place at its operations by 2030 – will be able to better quantify the potential.

Hund also stresses that carbon neutrality is part of De Beers’ broader Building Forever sustainability strategy. “We don’t see our carbon neutral target as a standalone target – we really feel it needs to be closely connected to our other social and envirionmental targets to make sure that those are clearly aligned.”

Global impact Carbon capture in tailings is much less energy intensive than other methods of carbon capture, and it wouldn’t be expensive to imple-

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ment systems to maximize carbon uptake in reactive tailings.

“The cost really depends on how reactive the tailings are and it can vary from $20 per tonne CO2 to $200 per tonne CO2 depending on whether you’re in a highly reactive or relatively unreactive part of the system,” Dipple says.

Future operations could use automated solutions – such as a fleet of autonomous rovers – to safely churn the tailings to maximize the reaction. The industry will also need to look at the way that tailings are treated and stored – which often limits their carbon absorption capacity.

“These tailings get buried and isolated from the atmosphere and ultimately on mine closure, they’d be all sealed up and wouldn’t be available to react,” he says. “So we are limiting the carbon sequestration capacity that is lost if we don’t take actions to take advantage of it.”

Ultimately, the big potential for tailings and carbon capture will come from future mines being designed now, like Baptiste, says Turenne.

“The engineering challenge going forward is to think about a mine operating at a very high scale – how do you engineer around a real-world tailings facility to try and maximize that CO2 exposure to the surface of the brucite,” Turenne says. “One of the advantages of having an exploration/development stage project is trying to find clever ways to do that will form part of our engineering plans and tradeoff studies so that we can build it into the project plan from Day 1.”

CMJ

www.canadianminingjournal.com

MINE CLOSURE

TOP TRENDS IN

TAILINGS CLOSURE

The reclaimed Holden Mine closure project in Washington state (photographed in 2019) is a great example of a sustainable mine closure. CREDIT: STANTEC

Sustainability, revenue generation, becoming part of the planning process

By Phillip Crouse

I

n 2019, a tailings dam at the Córrego do Feijão iron ore mine near Brumadinho, Brazil, suffered a devastating failure.

When the tailings dam collapsed, it released a massive mudflow that wreaked havoc on the mine site, mine staff, and nearby communities. More than 250 people lost their lives and there was a significant amount of damage done to the environment.

Tailings dam failures like this example have fuelled the mining industry to accelerate the closures of their existing tailing storage facilities (TSF). Mine owners are updating existing closure plans, as well as performing prefeasibility and feasibility studies on TSFs and other mine waste facilities to determine anticipated closure cost. Several mines are beginning closure on large and complex TSFs as they transition their properties to other forms of mining – for example, from surface mining to underground mining.

JUNE/JULY 2021

Mine owners are being challenged to provide sustainable closure strategies that reduce long-term maintenance costs, ensure public safety, and find ways to generate revenue as part of the TSF closure.

Current TSF closure guidelines TSF closure guidelines are available from committees and organizations, both national and international, with goals to advance the mining sector’s safety, social, and environmental performance. These organizations include the International Council on Mining & Metals (ICMM), Mining Association of Canada (MAC), International Organization for Standardization (ISO), and International Committee on Large Dams (ICOLD) along with country affiliates such as the Canadian Dam Association (CDA) and Australian National Committee on Large Dams (ANCOLD).

ICMM, in partnership with the United Nations Environment Program (UNEP) and the Principles for Responsible Investment (PRI), established the independent Global Tailings Review panel, which released the “Global Industry Standard on Tailings Management” in August 2020.

The document sets standards for the safe and secure management of mine tailing facilities globally and includes principles applicable to closure and post-closure requirements.

Individual countries are revisiting tailing dam design, operation, and closure standards. For example, the Association of State Dam Safety Officials (ASDSO) in the United States is currently updating the Federal Emergency Management Agency (FEMA) Model State Dam Safety Program (FEMA 316) on applicability to tailings dams. The US Society

CONTINUED ON PAGE 22

CANADIAN MINING JOURNAL |

21

MINE CLOSURE on Dams (USSD) is the lead organization in developing a FEMA technical guidance document to support and provide a technical basis for the Model State Dam Safety Program regulatory guidance document. In Canada, the CDA and MAC are in the process of revising and updating guidelines on tailings dams.

What to expect in TSF closure guidelines and standards The technical criteria for closing a TSF at a mine, as per guidelines and standards, will be more robust than the criteria during its design and operation phase.

Why? Because closure is forever whereas the operation of the TSF lasts only as long as the life of the mine – a relatively short period of time compared to forever.

We can expect to see more robust changes to managing water over the long term by eliminating the impounding capability of the TSF. We can also expect more robust loading conditions for closure design, including the adoption

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of the probable maximum precipitation (PMP) storm event and maximum credible earthquake (MCE). New provisions in the closure plan will also address climate change and extreme events such as fire and drought, as well as maintaining and operating closure facilities like mine water treatment facilities.

Mine owners will need to form multidisciplinary TSF closure teams that include tailings planners, geotechnical engineers, surface water and groundwater hydrologists, geochemists, cover specialists, reclamation specialists, revegetation specialists, wildlife experts, and other technical people to supplement the Engineer of Record responsible for the design and operation of the TSF. There will be new trends in TSF closure, including more of a risk-based closure approach using risk-informed decisions in addition to the traditional deterministic standards-based analysis.

CDA (2019) provides guidance on a riskbased approach to TSF closure.

Post-mining ‘asset’ Adding value through closure will become more common practice as closure costs continue to increase and shareholders demand reduction in liability costs. There will be a change in the narrative surrounding the TSF closure to re-focus on a post-mining “asset” rather than a “liability.” TSF closure innovation is occurring now, but it will become more prevalent in achieving closure objectives. Some of these objectives include reprocessing and relocation of the tailings in-pit, integrating waste rock and tailings storages (termed Integrated Waste Landform, or IWL), reducing tailings production, and improving operational practices to improve stability.

Repurposing the closed TSF for renewable energy production, such as photovoltaic solar power, hydroelectric power, bioenergy, and wind power, presents the potential to provide numerous benefits to mining companies and their communities. Research in biotechnology and carbon sequestration using tailing materials

www.canadianminingjournal.com

Lingan coal mine site remediation in Nova Scotia.

10 MW of wind power was installed at site – one of Stantec’s NetZero Mining projects.

CREDIT: STANTEC

The mine owner needs to form a closure team that includes technical expertise from a variety of disciplines. CREDIT: STANTEC

to improve their properties for closure is fundamentally needed when turning a mine that’s a liability into an asset.

The TSF owner does not have to manage these closure changes alone. Organizations like Landform Design Institute establish a practice that allow mines to set clear goals, design objectives, and design criteria for the reclaimed landscape.

Academia, including the University of Queensland Geotechnical Engineering Centre, is teaching courses in value-added rehabilitation. The Center of Excellence for Tailings Dam Research – a partnership between the Colorado School of Mines, University of Arizona, and Colorado State University – is also dedicated to mine tailings research. We expect much to come of TSF closure from organizations like these and more.

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Not only are the obvious environmental benefits realized, but the reduction in energy demand in mining would change the industry.

New technologies in mine processing technology will change what we know to be the typical mine. Digital mining, precision sensing, information technologies, advances in chemical systems, and artificial intelligence are technologies that can optimize the mine in reversing the unbalanced ratio of waste to economic value.

CMJ Phil Crouse is the mine closure and reclamation practice leader at Stantec. Over the last three decades he has completed large closure projects on five continents. He can be reached at phillip.crouse@stantec.com.

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RECLAMATION

Cwmtillery Reservoir near Abertilley, South Wales, U.K., is located on reclaimed industrial land. CREDIT: CHRISTOPHER JONES/ISTOCKPHOTO.COM

MINING with the END in MIND

The Landform Design Institute shares principles and strategies for successful reclamation

By June Pollard and Gord McKenna

T

he Landform Design Institute (LDI) helps the mining industry, regulators, Indigenous and local communities, and academia work together to move beyond the status quo, mainly by fostering a global community of reclamation practitioners and providing landform design “how-to” publications and training.

At the institute’s inaugural landform design workshop held shortly after its founding in October 2019, we asked the seasoned reclamation participants, “What do you worry about? What keeps you up at night?” The group responded, “We spend millions of dollars and create beautiful reclamation, but we’re stuck 24 | CANADIAN

MINING JOURNAL

without signoff or our bond money back, and the users can’t get back on the land.”

The LDI’s subsequent gap analysis provided some of the insights as to why: a lack of a shared vision and goals, little financial incentive for progressive reclamation, and concerns about residual risk. And despite a rich body of literature in what ought to be done, there is little practical, how-to, boots-on-the-ground guidance. Instead, each mine develops its own local knowhow and practices.

Landform design elevates existing practices to achieve successful reclamation. It is the integrated, multidisciplinary design and construction of mining landforms and landscapes, directed by a dedicated team working with different mine

operations groups and others over the life of the mine and beyond. The team’s focus is on reclamation that will steadily fulfill the specific vision, goals, and objectives of the mining company, the regulator, and Indigenous and local communities.

Collaboration: planning, integration, governance At its most basic level, mining with the end in mind means recognizing, and constantly reinforcing, the intended end result for the land. For example, while the need to transform waste rock and tailings facilities into something resembling natural landforms is widely acknowledged, sustainable mining involves incorporating and implementing these measures into mine operations www.canadianminingjournal.com

even before breaking ground (or adjusting the approach if mining is already underway). This will improve long-term landscape performance and lower costs, reduce liability and risk, and help mines meet their commitments.

Collaboration is key. In creating a shared vision and stewardship for the reclaimed land, the mine, Indigenous peoples, and local communities must work together to earn one another’s trust.

Indeed, the industry is embracing the emerging concept of co-reclamation, or building the reclaimed landscape with – rather than for – the land’s users. The industry should actively acknowledge its responsibility to support their duty of stewardship. In this way, long-term aftercare of the reclaimed land can be welcomed and well-funded.

Much comes down to the integration of planning, design, and construction of mining landforms and landscapes – across spatial and time scales, disciplines and communities, and the multitude of mining activities and teams. Using such an approach, industry can deliver financial returns to shareholders and society while creating safe, useful, and productive reclaimed land.

Central to this integration is recognizing that effective governance (and corporate responsibility for the work) is a significant component of landform design. Often, mines use a management steering committee to oversee the process with a responsible manager or vice-pres-

ident. Including members of Indigenous and local communities in governance oversight will strengthen the likelihood of an outcome satisfactory to all.

Reclamation strategies: where to begin The Institute is proposing a new approach. For each mine, sustainable and responsible reclamation starts with the formation of a landform design team.

This group of specialists works together over the life of the mine and beyond in development, operations and progressive reclamation, final reclamation, and aftercare. The team typically includes representatives of six to 12 disciplines. A lead designer takes overall responsibility for the design and construction.

This is a significant change from the commonly used current practice, one that separates the reclamation team from the mining design, construction and operations teams. Often the landform is handed over to “start closure and reclamation” only after or well into mining, which is far too late.

The team, with oversight from the established governance model, sets out clear land-use targets, goals, design objectives, and design criteria for the landform design in a Design Basis Memorandum.

This document anticipates that the land will evolve over time, physically, chemically, ecologically, and socially. The team aims to design and maintain the land to adapt to these changes, including those driven by an ever-changing climate.

The design effort is worked at all spatial scales – regional, landscape, landform, element – simultaneously. These scales include a mining region (a collection of mines), a landscape (a single mine site), the landform (such as an individual waste rock or tailings storage facility) and the landform element (a designed feature on the landform such as a berm, outlet, or access route).

Most design is undertaken at the landform scale. Temporal scales are also an important consideration for a design in which evolution by natural processes is ongoing.

Fundamentally, landform design depends on construction and operations teams making it a reality. Landforms and landscapes should be easy to build and reclaim using available technology appropriate for the purpose. Special emphasis should be given to producing initial designs that are realistic, practical, and well costed.

Integral issues for many closure designs include controlling the source of contaminants and avoidance of producing soft tailings. As part of this landform design process, a risk-based approach should be used, and designs created for the most reliable or most likely case. The observational method and true adaptive management are integral components, with predetermined contingencies enacted as needed to allow the evolving land to perform as intended.

CONTINUED ON PAGE 26

WASTE OIL

JUNE/JULY 2021

CANADIAN MINING JOURNAL |

25

RECLAMATION An effective design involves several vital components. First is to follow every drop of water through the landscape, as water is both a key to life and a great agent of disruption. Practitioners also need to be familiar with their materials, ready to cover and revegetate all mine waste, and ensure the adequate borrow and conservation of soils. Designs should include the reclamation of every square metre of the project area; any areas left behind are rarely revisited once the trees are grown.

To close the gap and ensure timely access to reclaimed land, progressive reclamation and sign-off should be pursued collaboratively. The landform design and construction team can learn by doing (and the knowledge gained should be well documented). The vision is that progressive reclamation is part of normal operations, land is freed up to be reclaimed every year, and areas available for reclamation are reclaimed within two years.

At any reclamation project, team members can incorporate their experiences into future plans. When a mine closes and its mill shuts down, the amount of land yet to be reclaimed should be minimal. As a mining community, the industry has a duty to share its experiences locally and globally, all the while expanding its closure knowledge by learning from failure and celebrating success.

Gunnar remediation project While our vision of responsible landform design has yet to adopted widely, a few mines have made important steps toward that goal. For example, remediation efforts at the Gunnar uranium mine and mill,

An illustration from the Landform Design Insitute’s 2021 position paper shows a collaborative process is needed to implement landform design. CREDIT: LANDFORM DESIGN INSTITUTE

which has a footprint of more than 70 hectares of the Athabasca region of northern Saskatchewan, is based on a shared vision that sprang from extensive community consultations. General design criteria for the 5 million tonnes of unconfined tailing at the Gunnar site were developed to meet site-specific, risk-based objectives. Remedial objectives for the tailings were driven by human and ecological health risks posed by exposure to gamma radiation.

Mitigation measures were chosen based on materials available on site, construction plans that considered seasonal climate variations, robust technical specifications, and a comprehensive quality assurance and control program. A monitoring program was developed to demonstrate performance and track progress.

The resulting Gunnar Site Remediation

Project minimizes the need for care and maintenance activities or long-term institutional control.

These kinds of strategies form the essence of the 12 guiding principles the LDI considers front and centre in effective landform design. Our aim is to develop these overarching principles into detailed how-to guidance, and to advance the field of mine closure toward a new status quo. The institute is already producing guidance and training and is seeking out corporate and individual members to embrace this vision. Join us CMJ at www.landformdesign.com.

June Pollard is a member of the board of LDI and a professional geologist. Gord McKenna is the founder and chair of the LDI and principal of McKenna Geotechnical Inc.

THE POWER OF PEOPLE, FOR OVER 50 YEARS www.MacintyreMining.com

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PRAIRIE POWER

SASKATCHEWAN

NexGen Energy’s Rook 1 project.

CREDIT: NEXGEN ENERGY

Athabasca uranium projects that could help fuel the energy transition

By Alisha Hiyate

A

s the realization grows that nuclear energy has a part to play in a zero-carbon world, the uranium market is reviving. That means advanced projects in Saskatchewan’s Athabasca Basin are back in the spotlight after a rough, decadelong bear market.

CMJ used data from Mining Intelligence to pinpoint the uranium projects in the region with the largest resources that could be tapped to meet the expected surge of demand. (See table page 28.)

Here’s a closer look at the top three undeveloped uranium projects in the Athabasca.

Rook I – NexGen Energy Since first listing on the TSX Venture Exchange in 2013, NexGen Energy has steadily advanced its Rook I project from discovery of the Arrow deposit in 2014, through a first resource in 2016, a preliminary economic assessment in mid2017 and a prefeasibility study in 2018.

In February, it released a feasibility study for the project that underscores the project’s robust production potential and economics.

The feasibility for Rook 1, located in the southwest part of the Athabasca Basin, outlined a 10.7-year underground mine at Arrow.

The mine would produce an average of 21.7 million lb. U3O8 annually at an average annual operating cost of US$5.69. (ComJUNE/JULY 2021

pare that with Cameco’s Cigar Lake mine, which has a production capacity of 18 million lb. per year.)

Preproduction capital costs are pegged at $1.3 billion, with sustaining capital (including decommissioning costs) at $432 million. The feasibility forecasts Rook I’s after-tax net present value (NPV) at $3.5 billion, using an 8% discount rate, and its internal rate of return (IRR) at 52.4%. The payback period is estimated at under one year.

Those base case numbers are based on a long-term price of US$50 per lb. uranium oxide. However, the project still has robust economics at US$40 per lb. U3O8, with the NPV declining to $2.5 billion and the IRR to 44%. At US$65 per lb. U3O8, the NPV rises to $4.9 billion and the IRR to 62.8%.

The study is based on reserves in the Arrow deposit, a basement-hosted deposit consisting of parallel, vertically stacked sheets of vein mineralization that is amenable to conventional, low-cost bulk mining methods. NexGen plans to use long-hole stoping, and to develop two shafts – one for production and personnel and the other for ventilation.

Probable reserves stand at 4.6 million tonnes grading 2.37% U3O8 for 239.6 million lb., using a cutoff grade of 0.3% U3O8.

Tests show that conventional processing including ore sorting and storage, grinding, acid leaching, counter current decantation (CCD), and solvent extraction will achieve an overall recovery of 97.6% uranium.

CONTINUED ON PAGE 28 CANADIAN MINING JOURNAL |

27

SASKATCHEWAN Tailings disposal will be in a purpose-built underground tailings management facility – significantly reducing the surface footprint of Rook 1 and eliminating the risk of a tailings dam failure.

Project would take 3.5 years to build, in addition to an early works period (ahead of any construction decision) of six months.

NexGen president and CEO Leigh Curyer is confident of demand for yellowcake from Arrow.

While the feasibility study considered a mine life of less than 11 years, the company is permitting Rook 1 for a 24-year mine life.

“The global energy matrix is undertaking an enormous shift that will rely heavily on nuclear energy to deliver the decarbonization commitment for today’s and future generations,” Curyer said in a release. “It is proven to be a safe, clean and most reliably efficient form of power generation known to humankind. With all major countries signalling significant infrastructure spending, and re-prioritizing green energy policy as their major focus over this coming decade and beyond, Rook I will be a material component in the delivery of those global objectives.”

The environmental assessment process is under way. NexGen expects to submit an environmental impact statement for Rook I in the second half of the year, as well as a licencing submission with the federal nuclear regulator Canada Nuclear Safety Commission (CNSC).

NexGen has already raised $172 million to support early construction works beginning in 2022.

Including Rook 1, the company holds more than 2,090 sq km in the southwest Athabasca basin.

Wheeler River – Denison Mines Dension Mines’ flagship, 90%-owned Wheeler River project is located in the eastern Athabasca Basin, which contains a wealth of existing infrastructure, including its 22.5%owned McClean Lake mill. JCU, a subsidiary of Overseas Uranium Development Co. (OURD) holds a 10% interest in Wheeler River.

According to a 2018 prefeasibility study, development of one of the two deposits at Wheeler River – the ultra high-grade Phoenix deposit – through in situ recovery (ISR) could give it ultra-low production costs of US$3.33 per lb. Although ISR mining accounts for about 50% of production globally, development of Phoenix using the technique would be a first for Canada.

Saskatchewan uranium projects by size of resource Property

Development Status

Commodity Exposure

Majority owner

McArthur River

Production

Uranium

Cameco

Cigar Lake

Production

Uranium

Cameco

Rook I

Feasibility

Uranium

NexGen Energy

Wheeler River

Prefeasibility

Uranium

Denison Mines

Patterson Lake South

Prefeasibility

Gold, Uranium

Fission Uranium

Millennium

Advanced Exploration

Uranium

Cameco

Midwest Exploration

Advanced

Uranium

Orano

Rabbit Lake

Closed

Uranium

Cameco

Hidden Bay Exploration

Advanced Uranium

Copper, Nickel,

UEX

Shea Creek Exploration

Advanced

Uranium

Orano

The Wheeler River prefeasibility study looked at simultaneous development of the Phoenix and Gryphon deposits. While Phoenix would be developed as an ISR mine, Gryphon would be developed as a conventional underground mine employing longhole mining, with ore processed at the McClean Lake mill.

With a preproduction capex of $332.5 million, Wheeler River would have a 14-year mine life, producing an average of 7.8 million lb. U3O8 annually. The study pegged the project’s base case pre-tax NPV at $1.3 billion (at a 8% discount rate) and its IRR at 38.7%. (After-tax figures were not provided since the owners are not subject to the same taxation rules.)

Development of Gryphon, with a capex of $623.1 million would be funded by cash flow from Phoenix.

Phoenix would average production of 6 million lbs. U3O8 per year over a mine life of 10 years, and all-in costs of US$8.90 per lb.

Gryphon is expected to produce 7.6 million lb. U3O8 annually over a 6.5-year mine life at all in costs US$22.82 per lb.

The study used a spot price of between US$29 and US$45 per lb. for Phoenix and a fixed price of US$50 per lb. for Gryphon.

“Based on an estimated production cost of US$3.33/lb U3O8 and relatively modest initial capital costs, the Phoenix operation is expected to have superior leverage to an anticipated recovery

Above: Denison Mines’ Wheeler project. Right: ISR testing at Wheeler CREDIT: DENISON MINES

28 | CANADIAN

MINING JOURNAL

www.canadianminingjournal.com

Percentage ownership

Grade (% U3O8) of inferred resources

Contained U3O8 (tonnes) in inferred resources

Grade (% U3O8) in measured, indicated, proven, probable

Contained U3O8 (tonnes) in measured, indicated, proven, probable

Grade (% U3O8) of reserves

Contained U3O8 (tonnes) in proven, probable reserves

Is proven/ probable included in measured indicated

69.8

2.85

1,169

6.59

182,484

6.89

177,827

No

50.0

5.55

10,340

15.06

122,625

15.92

75,104

No

100.0

0.89

31,434

3.10

116,416

2.37

108,517

Yes

90.0

1.71

1,398

3.30

59,637

3.55

49,557

Yes

100.0

1.22

14,896

2.10

46,515

1.61

37,014

Yes

69.9

3.76

15,514

2.82

40,658

69.2

0.99

8,236

2.19

23,171

100.0

0.62

15,258

0.95

17,447

100.0

0.11

1,231

0.16

16,596

50.9

2.65

16,720

3.14

16,524 DATA PROVIDED BY MINING INTELLIGENCE.

of the spot price of uranium – owing to the fact that the operation may not require a book of long-term contracts to support a development decision,” Denison president and CEO David Cates noted when the study was released.

The project contains probable reserves totalling 109.4 million lb. uranium oxide. Of that, Phoenix hosts 59.7 million lb. in 144,000 tonnes grading 19.1% U3O8, while Gryphon hosts 49.7 million lb. in 1.3 million tonnes grading 1.8% U3O8.

Denison plans to combine several proven technologies in ISR mining, ground freezing and horizontal directional drilling to create a novel model for ISR mining at Phoenix, which has a unique geological setting, straddling the sub-Athabasca unconformity in permeable ground.

Mining at the deposit will involve injecting an acidic mining solution into Phoenix via a series of cased drill holes (injection wells). The solution will dissolve the uranium and be pumped

JUNE/JULY 2021

back to surface through recovery wells to recover the uranium.

To avoid any possible interaction with ground water, contain the solution within the deposit and maximize recovery, Denison will use ground freezing technology to create an isolated mining chamber with impermeable barrier on all sides.

In addition to being a low cost mining method, in situ recovery also offers environmental benefits, including generating zero tailings, and the potential to eliminate any water discharge to surface water bodies.

Denison restarted the EA process for Wheeler River in January after it was temporarily suspended last March due to the pandemic. It’s been under way since December 2018.

While the prefeasibility study assumed the start of preproduction operations at Phoenix in 2021 and first production in 2024, Denison expects to revise that timeline in light of the pandemic interruption.

CONTINUED ON PAGE 30

CANADIAN MINING JOURNAL |

29

SASKATCHEWAN At the core shack at Fission Uranium’s Patterson Lake South project.

Drilling at Patterson Lake South.

CREDIT: FISSION URANIUM

CREDIT: FISSION URANIUM

The decision to go ahead with a feasibility study hasn’t been made yet, however Denison had $95 million in cash and investments in May – enough to see it through the EA process and a feasibility study. The company also raised US$86.3 million in March to acquire an inventory of physical uranium to support the development of Wheeler River.

In the meantime, the company has started ISR wellfield tests and metallurgical ISR pilot plant tests.

And at presstime in May, Denison had just made a move to acquire JCU for its Wheeler River stake. The cash offer of $40.5 million trumps a $12.5-million deal UEX Corp. clinched less than two weeks earlier to acquire JCU.

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UEX says under its agreement with OURD, the company’s board of directors is obligated to recommend its bid to shareholders at a meeting set for June 18.

Patterson Lake South – Fission Uranium Fission Uranium’s Patterson Lake South (PLS) project in the southwest Athabasca Basin hosts the Triple R deposit, discovered in 2012.

A 2019 prefeasibility study for the project, located 550 km northwest of Prince Albert, looked at an underground only development scenario for PLS. Compared to another prefeasibility released earlier the same year that considered an open pit and underground operation, the study cut both capex (by 21%) and development time (by a year). Open pit mining would have required the construction of a ring dyke to access portions of the deposit that are located under Patterson Lake.

Instead, Fission plans to access the shallow deposit, which is located at a depth of about 50 metres, via decline only.

The project carries a $1.2-billion capex for a seven-year mine producing 1,000 tonnes per day. Total life-of-mine production would be 78.7 million lb. of U3O8, with production over the first five years averaging 13.1 million lb. per year. The study, which used a US$50 per lb. U3O8 price, put operating costs at US$7.28 per lb. U3O8. Construction would take three years.

The study projects an after-tax NPV of $702 million (using an 8% discount rate) and an IRR of 25%, with payback occurring in 2.5 years.

Conventional processing – including grinding, leaching, CCD, solvent extraction and yellowcake precipitation – is expected to yield recoveries of 96.8%.

A feasibility is under way and expected to be complete in late 2022. The company expects permitting to go to the end of 2026, with construction potentially starting at that time.

Fission is also conducting a 43-hole (12,640-metre) drill program this year at Triple R, which contains five zones. The company believes there is potential to grow the mine through exploration as the basement hosted, structurally controlled, sub-vertical, high-grade deposit. Triple R, part of a 3.2-km mineralized trend at PLS, remains open in several directions.

Triple R contains indicated resources of 2.2 million tonnes grading 2.1% uranium oxide for 102.4 million lb. U3O8 at a cutoff rate of 0.25% U3O8. Inferred resources add 1.2 million tonnes grading 1.22% for 32.8 million lb.

CMJ www.canadianminingjournal.com

THE FUTURE OF

ASSET HEALTH IS IN THE CLOUD

By Devon Wells

A

sset health technologies have transformed the reliability of mining equipment over the past generation. By tapping into the equipment’s onboard sensors, maintenance teams can observe and record hundreds of parameters that indicate equipment health.

Understanding this data and its effects has empowered mines to expand mean time before failure (MTBF), uptime, and other maintenance KPIs more than any tools in recent memory.

Yet, these technologies have their limitations. When installed exclusively on premises, asset health systems miss the advantages available with the power of cloud computing. In 2021, many innovations in predictive maintenance demand a cloud infrastructure and its unique capabilities to deliver optimal value. Remote data storage and aggregation, access to machine learning algorithms, and IIoT automation all rely on cloud technologies that are increasingly necessary elements in a forward-thinking mine maintenance program.

Fortunately, advances in data processing and communications technologies are

JUNE/JULY 2021

making cloud solutions more viable for the mining industry. While traditionally resistant to cloud implementations, mines are now leveraging the capabilities of cloud computing, and their maintenance departments are seeing the benefits. New solutions are empowering maintenance teams to do their jobs better in ways that were impossible a few years ago – predicting component fatigue from early warning signs at the edge, observing changes in equipment performance on a continuous basis, and even collaborating with OEMs on proactive asset management that leverages integrated digital platforms.

Real-time analytics, now at the edge Edge devices installed on mobile and plant equipment are the point of entry for much of the data in any asset health infrastructure. Traditionally, these low-powered hardware units provided simple data processing near the source of operation, streaming that information to a cloud server for aggregation with other datasets and cross-platform analysis.

While this configuration can work well, the wealth of sensors and data now

Emerging technologies in predictive maintenance demand a cloud infrastructure for their unique capabilities — remote data storage and aggregation, machine learning, and IIoT-based automation.

CREDIT: WENCO

available to mines and their maintenance teams often proves too voluminous and costly to manage in this way. Bandwidth restrictions and communication costs mean that traditional cloud infrastructures struggle to handle the requirements of emerging IIoT systems. Instead, new solutions see more and more calculations happening at the edge itself.

Long-established vendors like Emerson, as well as startups like FogHorn, are bringing advanced capabilities like analytics and AI to lightweight devices near the source of a data stream. Today’s edge devices are able to take raw sensor data – temperature, pressure, vibration, events, and more – and perform complex computations independent of a powerful cloud server. Data ingestion, processing, and reporting can now happen near the source, providing real-time, cost-effective insights to maintenance personnel.

CONTINUED ON PAGE 32

CANADIAN MINING JOURNAL |

31

EQUIPMENT MAINTENANCE & REPAIR After that time-sensitive information has been communicated, the systems can publish compressed data to their cloud counterparts for richer analysis and longterm storage.

“It’s a two-way street,” says Vien Dang, asset health specialist for Wenco International Mining Systems. “Edge and cloud solutions work together. You train edge devices using a cloud-hosted model of what a healthy equipment unit looks like, then set it loose to respond to real-world applications.

“Reliability teams get clean, accurate reporting quickly so they can respond quickly. Then, that data feeds up to the cloud, improving the model they started with. Over time, the whole process gets faster, more accurate, and more responsive – with very little latency or bandwidth issues.”

Digital twins deliver precise, specific asset health modelling Today’s inexpensive sensors and edge devices can easily produce vast streams of data, but making sense of it is another challenge. Often, maintenance teams have access to volumes of data, but lack useful information to diagnose emerging problems and intervene to prevent failures.

Rithmik Solutions is changing that.

The Montreal-based company’s Asset Health Analyzer (AHA) uses machine learning and a rapid analytics infrastructure to create accurate, site-specific equipment health baselines that enable early detection and diagnosis of maintenance issues.

Other asset health technology may claim to enable early issue detection, but AHA analytics go beyond manual error thresholds and standard AI models.

In effect, AHA uses a multi-tiered AI approach with digital twins, which act as virtual companions for the entire equipment fleet. This approach fundamentally transforms a mine’s preventive maintenance program, letting technicians follow component health on an ongoing basis and examine the exact condition of monitored parts before pulling it down for maintenance.

“There are a lot of advantages to embedding digital twins within a multi-layered AI approach,” says Amanda Truscott, 32 | CANADIAN

MINING JOURNAL

Today’s inexpensive sensors and edge devices can easily produce vast streams of data, but making sense of it is another challenge. Often, maintenance teams have access to volumes of data, but lack useful information to diagnose emerging problems and intervene to prevent failures. co-founder and CEO of Rithmik Solutions. “Earlier alarms without any threshold setting, insight about what’s going wrong, what’s about to go wrong, and what went wrong in the past, the ability to prioritize maintenance based on actual equipment health.”

AHA uses machine learning to quickly build a contextualized baseline for the best-performing equipment at the mine.

It then monitors equipment for any difference from that tuned-in “normal” state, providing deep and early insights into equipment issues so mines can prevent small problems from escalating. By maintaining models of standard equipment in this way, AHA also allows for cross-asset comparison, highlighting how like assets are similar – and how they vary.

Trials of AHA have already shown strong results, providing alarms hours – or even days – ahead of OEM alerts.

In one case, rod-bearing failures on Cat 793Ds were costing a site in Canada $4 million year due to a late OEM warning – coming only a few minutes before the failure occurred. AHA was able to find indicators of those failures 10 hours earlier – a relative lifetime for maintenance to intervene.

“In another recent trial in collaboration with our partner Wenco’s digital platform, our Asset Health Analyzer rapidly uncovered a customer’s fleet-wide inefficiency that had gone undetected for multiple years by both the equipment dealer and the mine maintenance team,” said

Kevin Urbanski, co-founder and CTO of Rithmik Solutions.

“What had happened was that temperature regulators failed on 76% of the mine’s haul truck fleet. Fixing the issue is going to both extend the life of the engines and result in significant fuel savings.”

Urbanski says AHA also pulled out previously unknown failure mode indicators on two separate chronic machine issues, which Rithmik and its customer are now using to generate earlier alerts of the failure modes. These insights are also providing a deeper understanding of the total impact of these failure modes on the machine themselves.

Cloud platforms create an ecosystem of partners in mine asset health Cloud-based platforms are another emerging development in asset health.

While digital portals are already common in medicine, entertainment, and enterprise business systems, they are new for mine maintenance.

The concept mirrors existing asset health systems: Sensor data streams to a server, which processes and reports realtime or historical information that maintenance technicians use to understand equipment condition. However, transferring this data to a secure cloud platform instead of an on-premises server opens up many opportunities for mining companies, including access to IIoT and AI-based analysis and stronger collaboration with OEM dealers.

Wenco and Hitachi Construction Machinery (HCM) are currently developing such a cloud-based solution, known as ConSite Mine. Operating on a digital IIoT platform, ConSite Mine remotely aggregates and processes the large volume of data associated with asset health for every installed unit at a mine site, displaying it on a customized dashboard for each customer.

Existing asset health systems may also allow customers to monitor equipment health in real time and anticipate issues before they occur, but a cloud solution like ConSite Mine enables the participation of partners outside the walls of the maintenance facility. With ConSite Mine, HCM dealers are able to remotely CONTINUED ON PAGE 34

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THE DANGERS OF LUBRICANT How to avoid contamination that can cause a major disruption in your operation

By DAN JENSEN

Y

ou can’t expect lubricant in your lubrication system to remain pristine indefinitely. But what happens when it becomes contaminated? The biggest danger is that it can unexpectedly shut down operations on capital equipment.

The cost of production capital expenditure (capex) equipment ranges from tens of thousands of dollars to millions of dollars. These machines keep factories

JUNE/JULY 2021

and fleets performing at optimal levels in order to maximize return on investment. When capex equipment unexpectedly shuts down, it creates downtime and opportunity losses proportional to the value of the machine.

For example, a large loader or excavator that fills four haul trucks an hour has the ability to earn $120,000 an hour for its owner if it’s operational. But if contami-

nation in the load arm pins or turret bearing causes the machine to seize up, then the company will lose $120,000 an hour until the problem is resolved, plus the cost of replacing the bearing or the pin.

Contamination is also a killer for the lubrication equipment, because it degrades the life and performance of the lubrication pump and metering systems.

CONTINUED ON PAGE 34

CANADIAN MINING JOURNAL |

33

EQUIPMENT MAINTENANCE & REPAIR A good-quality lubrication pump should operate for more than three years without requiring maintenance, but contamination can reduce that life to months – or even weeks if the contamination is really severe.

Depending on their size, the contamination particles can become trapped between the seals and act as an abrasive, scoring metal and scouring seals away. At some point, the reduced tolerances open up and allow a flow of grease through the sealing area, resulting in loss of lubrication system functionality.

Consider contaminated lubricant that kills a lubrication pump or meter, a minor cost compared with the operational downtime and maintenance costs associated with running capex equipment without lubrication.

Most contamination is caused by the operational environment and is introduced during lubrication system refilling operations. Usually, a lubrication system fill port, plug or cap is mistakenly left off or not reinstalled correctly, allowing con-

taminants to enter the system.

Contamination comes in many forms.

Everything from dust in the air to soaps from wash-downs and the water itself are considered contaminants to a lubrication system. Further complicating the matter, even incompatible lubricants can cause issues. Incompatible lubricants create chemical reactions forming solid particles or even a solidified lubricant clogging the system. What good is a lubricant if it doesn’t flow?

If lubrication equipment fails prematurely, it might be the result of contamination in the lubricant. Often users don’t discover the contamination until they experience a shorter than expected life of their equipment. Using good-quality lubrication filters helps ensure proper grease or oil filtration, protecting the lubrication equipment and the capex equipment.

It might be possible to make a lubrication system that’s impervious to contaminants, but this would allow contaminants into the high-dollar bearing or pin assemblies – the very systems the lubrication is

THE FUTURE OF ASSET HEALTH IS IN THE CLOUD,

meant to protect. A $100 grease injector can serve as the early-warning system. It’s better to lose an injector to discover contamination, rather than lose $120,000 per hour in downtime.

Users should look for lubrication systems that utilize sealed reservoirs and fully mechanical auto-fill shut-off systems to protect their systems and reduce the opportunity for contamination to enter the lube system. The fewer times ports and caps need to be removed and installed, the better.

Protect your equipment by being mindful that contamination is present and can have a major impact on operations. It slowly builds up over time, unobserved, and is reinforced by habits, and in some cases, product design decisions.

When it reaches critical mass, contaminated lubrication unexpectedly causes a major disruption.

CMJ Dan Jenson is global product marketing manager, automatic lubrication equipment, with Graco Inc. (www.graco.com).

continued from page 32

tural designs of future equipment. monitor equipment health in Taking it further, cloud platconjunction with their customforms like ConSite Mine are able ers, leveraging their expertise to integrate services from other and forging a partnership in OEMs and third parties, creating keeping units running. Dealer an ecosystem of partners all worktechnicians supporting their ing in support of the mine’s busicustomers can proactively ananess objectives. lyze asset health information “By bringing in OEMs and through the online dashboard, third parties, maintenance teams then pre-order parts and schedaren’t going it alone anymore,” ule planned maintenance – ConSite Mine dashboard.

Advanced digital technology helps extend says Dang.

“They have specialists avoiding the costs and delays equipment life and improve productivity and safety by providing the who are the most knowledgeof unplanned downtime from information to predict issues, such as visualizing signs of structural cracks. able people in the world working failed equipment.

CREDIT: HITACHI CONSTRUCTION MACHINERY with them 24/7 to extend their “There are so many opportuMTBF and reduce downtime. nities with a digital solution like ConSite maintenance team.

“And, really, it’s only feasible with the “That one preventive intervention Mine,” says Dang. “For example, the syscloud.” could save the mine $1 million, easy.” tem can detect signs of a pending failure CMJ Maintenance and operations data can of an excavator’s hydraulic pump, then let the customer and HCM dealer know feed into these emerging cloud platforms, Devon Wells is the corporate marketing well ahead of time. The dealer can check enabling mine personnel, dealers, and con- manager for Wenco International Mining their parts inventory, order a replace- sultants to investigate root causes, perform Systems, a Hitachi Construction Machinery ment, and schedule the install from their failure modes and effects analysis, and group company. To learn more, visit office, taking the pressure off the mine’s contribute to improved policies and struc- www.wencomine.com 34 | CANADIAN

MINING JOURNAL

www.canadianminingjournal.com

MAY 20 21 | VOLUME 2 | ISSUE 5

ON THE MOVE

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Executive, Management and Board Changes in Canada’s Mining Sector

MANAGEMENT MOVES

TOP MOVES IN THIS ISSUE

» Steve Burleton is now the interim CEO of Angus Gold, replacing Andrey Shamis who has also stepped down from the board. » Appian Capital has named Richard Johnson as a managing director and the global head of investor relations.

Mike Cinnamond

Leona Aglukkaq

Michael Insulan

The Canadian Institute of Mining, Metallurgy and Petroleum has announced the selection of Mike Cinnamond as the 2023-24 president. He has 22 years of experience in the mining industry and currently holds the position of VP finance and CFO of B2Gold.

Before joining B2Gold in 2013, he was an audit partner and the BC resources leader for the mining, forestry, energy and utilities practices at Pricewaterhouse Coopers.

Agnico Eagle Mines has welcomed the Hon. Leona Aglukkaq to its board of directors.

She was first elected to Parliament in 2008 to represent the Kitikmeot Region of Nunavut, and the following year became the first Inuk to be appointed to cabinet as minister of health. This year she received the 2021 Women in Mining Canada Indigenous Trailblazer Award.

She is the holder of a degree in public and business administration from Arctic College, N.W.T., and holds a certification in human resources from the University of Winnipeg.

Michael Insulan has been named VP, commercial for First Cobalt and will be responsible for marketing.

He holds a PhD in economics, focused on the extraction industries and have nearly 20 years of experience across oil and gas, bulk commodities, base and minor metals. Over the past four years, he has focused on the cobalt market where he has built a reputation as an industry expert.

JUNE/JULY 2021

» Lowe Billingsley has been named senior VP of operations with Argonaut Gold. » John Galassini is now COO and executive VP of Arizona Gold.

Martin Kostuik has stepped down from the president role, Giulio Bonifacio will assume the role of president in addition to CEO. » Keith Ross is the new VP mining operations at Atlan Rio Minerals. » Donald Taylor, director of Augusta Gold, has been appointed president and CEO. Maryse Belanger has resigned as CEO, president and director for personal reasons. » Mike Basha has resigned from the president and director roles with Aurion Resources. » Martin Kostuik has been named CEO and a director of Battery Mineral Resources. » Jack Lundin has been appointed president and CEO of Bluestone Resources following Darren Klinck’s resignation.

Klinck has also resigned from the company’s board. » Warner Uhl is now the president, CEO and a director of BMEX Gold. The new chief geologist is Christopher J. Wild. » Asa East is now the VP of exploration with Canterra Minerals.

» Maurice Colson, CEO and CFO of China Goldcorp, has passed away. » Cordoba Minerals has announced the appointment of Sarah Armstrong-Montoya as president and CEO. » Wylie Hui is now the CFO and corporate secretary of Eastern Platinum. » Ricardo Labo has been appointed country manager for Peru with Element 29 Resources. » Dan McCoy is now the chief geologist of Eminent Gold and has also joined the company’s board. » Robert Scott is now the CFO of Ethos Gold; Danica Topolewski has been named corporate secretary. » Michael Insulan has been named VP, commercial for First Cobalt and will be responsible for marketing. » Chris Sammartino has been named CFO of Fission Uranium, replacing Ryan Cheung. Jun Zhou and Felix Wang have joined the board following the resignations of Fei He and Shiming Ma. » Dusan Petkovic has been named VP of corporate development and investor relations with G Mining Ventures; Petkovic has resigned from the board. » Sebastien Ah Fa is now VP of exploration with GGX Gold. » Christopher Paul is now the CEO and corporate secretary of Gold Lion Resources; Paul has served as gold Lion’s exploration manager since February 2020.

The appointment follows Oliver

CANADIAN MINING JOURNAL |

35

BOARD ANNOUNCEMENTS » Kevin O’Kane and Alfredo Phillips have been named to the board of Almaden Minerals. » Bruce Bragagnolo has resigned from the board of AsiaBaseMetals. » Leily Omoumi has joined the board of Aurion Resources. » Bear Creek director Frank Tweddle has passed away. » Heather Kennedy has joined the board of Braveheart Resources. » Rodney Cooper has joined the board of Cabral Gold. » Victor Fern has resigned from the board of CanAlaska Uranium. » Neil Burns and James Claire have been named directors of Canstar Resources following the resignation of Patrick Reid.

» Simon Collins is now a director of Elemental Royalties. » Jean des Rivières is now a director of First Majestic Silver. » Frontier Lithium has invited Greg Mills to join its board of directors. » Lisa Riley has been named a director of GFG Resources. » Ed Baer has resigned from the board of Honey Badger Silver. » Maurice Colson, executive chair of Hornby Bay Mineral Exploration, has passed away. » Ben Munanga has been appointed chair of Kamoa Copper, the Democratic Republic of Congo (DRC) operating company of the joint venture between Ivanhoe Mines, Zijin Mining, Crystal River and the government of DRC developing the Kamoa-Kakula copper mine.

» Marimaca Copper has appointed Mike Haworth as non-executive chair, Hayden Locke as a director, Colin Kinley and Colin Kinley as lead independent directors. Petra Decher has stepped down. » Douglas Silver has joined the board of Metalla Royalty and Streaming. He also joins the board of Chakana Copper to replace Doug Kirwin. » Szascha Lim, CFO and corporate secretary of Mich Resources, has been appointed a director. » Tang Honghui is now a director of Neo Lithium. » Mathieu Savard has been appointed to the board of Niobay Metals. » Jurgen Kohler is now a director of Nouveau Monde Graphite. » Rene Galipeau, chair of Nuinsco Resources, has passed away.

» Tim Baker is now a director of MAG Silver.

» Mélissa Desrochers has been appointed to the board of O3 Mining.

» Rocio Rodriguez-Perrot is now a director of Dynacor Gold Mines.

» Robert Tjandra has been named a director of Manganese X Energy.

» Darrell Podowski has joined the board of OrganiMax Nutrient.

Friesen’s resignation as CEO and corporate secretary.

» Andrew Simpson has joined Mackenzie Investments as senior VP and portfolio manager.

» Hugh Bresser is now the chief managing geologist at Monument Mining.

» Miguel Bonilla has joined Magna Gold as COO.

» Northisle Copper and Gold and appointed Michelle Tanguay as head of sustainability and community relations.

» Kelli Ward has been appointed to the board of Desert Mountain Energy.

» Don Harris, GM, and Steven Koehler, manager of projects, at Gold Standard Ventures have both resigned. Joining the project team are Richard Yancey as geology manager and Eric Hill as chief metallurgist. » Richard Yancey is now geology manager for Gold Standard Ventures and Eric Hill is chief metallurgist. These appointments are due to the upcoming retirements of Don Harris and Steven Koehler. » Alastair Still is now the CEO of GoldMining. » Jessy Grady is now VP of exploration for Guardian Exploration. » Inomin Mines has hired Carlos Torres and Eduardo Ortiz to lead its community relations and evaluation activities in Mexico. » Steve Blower, VP of exploration with IsoEnergy, has resigned. » Diane Mann has been named corporate secretary of Lucky Minerals following Steven Cozine’s resignation.

36 | CANADIAN

MINING JOURNAL

» Don Anderson is now CEO and a director of Mantaro Silver; Jos Hantelmann has been named exploration manager for South America. » Marimaca Copper has appointed current president Hayden Locke as CEO, Luis Tondo to the new position of COO, and Petra Decher as CFO. » Stephen McGibbon has been appointed executive VP of exploration of McEwen Mining and Ruben Wallin as VP of environment, health, safety and sustainability. » Micon International has named Nigel Fung as VP of mining and Liz de Klerk as managing director of its Norwich, U.K. Office. » M.Plan International has named Derick de Wit as senior VP. » Timothy Heenan has been named president of Mirasol Resources.

» Guy Sande and Carson Sedun have joined OrganiMax Nutrient as GM of the Silver Valley project and in corporate development, respectively. » Red Metal Resources has appointed Rodney Stevens as VP corporate finance. » Ridgestone Mining has appointed Dante E. Aguilar Casillas as country manager, Mexico. » Bruce Ramsden has been named CFO of Roscan Gold; Pascal Van Osta is now VP of exploration. » Stew Carmichael is now chief geologist with RT Minerals. » Tim McGurk is taking over the group CEO’s responsibilities at SRK in Cardiff, U.K. » St. James Gold has appointed Timothy Lallas its new COO. » Stellar AfricaGold has announced a management

» Lorne Burden has retired from the board of Platinex. » Maurice Colson, a director of Q-Gold Resources, has passed away. » Scott Gibson has resigned from the board of Roughrider Exploration. » Jennifer Hui Wu has tendered her resignation from the board of Salazar Resources. » Dino Micacchi and Ben Fuschino have been elected to the board of Sarissa Resources. » Stone Gold has appointed Birks Bovaird to its board. » Having reached the age of 80 years, Jim Sinclair has retired as executive chairman of Tanzanian Gold Corp., although he will continue to serve as chairman. » Veljko Brcic will be joining the board of Tarachi Gold, replacing Leighton Bocking. » Taranis Thomas Gardiner has joined the board of Taranis Resources. » Tony Pearson has joined the board of Xanadu Mines.

reorganization. J. Francois Lalonde has been promoted to president and CEO, John Cumming will serve as executive chair and James Henning has been named CFO. » Jukka Pitkajarvi is now VP, Finland operations, with Strategic Resources. » Greg Reimer has joined Surge Battery Minerals as president and CEO, Reimer has also joined the board. » Paul Charlish is now the CFO and corporate secretary of Tectonic Metals. » Teck Resources welcomes Sarah Hughes as VP audit and improvement. » The board of Tesoro Minerals has accepted the resignation of president and CEO Peter Tegart. » Colin Smith is now VP of exploration with ValOre Metals. » World Copper has named Nolan Peterson its new CEO. » After completing the acquisition of Golder, engineering and design services firm WSP Canada has named Marie-Claude Dumas as president and CEO.

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