The Northern Miner July 25 2016 Issue 24

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GOLDEN ARROW RESOURCES

ODDS 'N' SODS

Options Antofalla project in Argentina / 3

DOMINION DIAMOND

A freakish mound in Arizona / 4

Approves $647M Jay expansion / 16

JULY 25-31, 2016 / VOL. 102 ISSUE 24 / GLOBAL MINING NEWS · SINCE 1915 / $3.99 / WWW.NORTHERNMINER.COM

IDM’s Red Mountain moves closer to development

Stornoway's first diamonds MILESTONE

| Renard enters the history books as Quebec's first diamond mine

BC GOLD

| Production could start in 2018 BY SALMA TARIKH starikh@northernminer.com

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DM Mining’s (TSXV: IDM) executive chairman couldn’t hide his excitement while talking about the updated preliminary economic assessment (PEA) at the Red Mountain gold project in northwestern B.C. “We have demonstrated a lowcapital cost, high rate of return project with a near-term development strategy here that’s really been de-risked,” Michael McPhie said in an interview. The revised PEA, released on July 12, envisions a larger and more profitable project at Red Mountain than the original PEA in 2014. Over its five-year life, the proposed underground mine could deliver 348,000 oz. gold and 965,000 oz. silver. This would come from 1.8 million tonnes at a head grade of 7 grams gold and 21.45 grams silver per tonne, and average recoveries of 89% gold and 80% silver. This compares to the earlier plan of processing 1.4 million tonnes at slightly higher grades to produce 277,000 oz. gold and 852,000 oz. silver. “We are mining more tonnes, so we are producing more gold. We have added 100,000 oz. into developing the project, which is good because that increases our annual production and overall economics,” McPhie says. See IDM MINING / 2

Workers look on as a truck prepares to dump the first load of ore into the primary crusher at Stornoway Diamond’s Renard diamond mine in Quebec.   STORNOWAY DIAMOND BY SALMA TARIKH

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starikh@northernminer.com

t’s not easy to over deliver, let alone deliver according to plan. But it’s what Stornoway Diamond (TSX: SWY) has a knack for doing. In mid-July, the company started processing ore at Quebec’s first operating diamond mine, ahead of its already revised schedule. “There’s a huge amount of human capital that goes into bringing any mine into production — just time and money. So seeing it happen, and it is happening under the

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best circumstances, [means] we are doing very well. We’re ahead of schedule, we’re below budget … it’s a terrific experience,” Matt Manson, the company’s president and CEO, says in a phone interview. The Glasgow native, who became president in March 2007 and CEO in January 2009, notes Stornoway chose ore processing as the “moment to celebrate” the achievements at Renard. “It really marks the end of a 15-year journey of huge amounts of effort in exploration, development studies, permitting, financing and construction.” Ashton Mining of Canada and Soquem — the mining exploration arm of the Quebec government — found the diamond deposit in 2001. Stornoway acquired half of the project through its purchase of Ashton in 2007, and the rest from Soquem in 2011. Despite the early bumps in sketching out Renard’s economics, Stornoway proved up the project’s potential and nailed down financial and local support. It has since exceeded its construction goals. Back in February, the miner rebaselined its schedule for construc-

tion. It anticipated ore processing would kick off in September, with commercial production beginning by year-end 2016, roughly five months ahead of its previous plan. This revision lowered Renard’s estimated start-up capital to $775 million, from $811 million earlier. In July, Stornoway processed 10 weeks ahead of the rebaselined target and seven months ahead of its estimate. Manson attributes this to three factors. The first is contracting and procurement. “We’re the only mine under construction in Eastern Canada, and that’s a big construction market. We were able to expedite the process of finding preferred vendors and contractors,” he says. Given that the company built Renard during the downturn in global mining, it benefitted from minimal lead times on equipment and material delivery. “Everything was immediately available to us,” Manson says. For example, the 2011 feasibility estimated an 18-month lead time on Caterpillar equip-

PM40069240

See STORNOWAY / 2

ROXGOLD: HUMMING ALONG IN BURKINA FASO / 14

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