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Ontario MineralExplorationREVIEW
Spring 2013
PUBL
ICA
TIO
N M
AIL
AG
REEM
ENT
#409
3451
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WWW.omer.ca
Another stellar year for Ontario’s mineral sector
Phase II amendments to Ontario Mining Act now in effect
Ontario’s opportunity: achieving sustainable development in minerals resource development
The top 10 issues mining companies may face
SCR Mines Technology Inc.
Spring 2013 3
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Ontario MineralExplorationREVIEW
Another stellar year for Ontario’s mineral sector: MNDM 4
Red Lake: golden past, brilliant future 6
Abitibi geophysics interview with the Ontario Mineral
Exploration Review 8
Ontario Exploration Corporation offers grants to prospectors 10
From the bush to the boardroom: the value of top-to-bottom
exploration services 12
Canada: Phase II amendments to Ontario Mining Act now in effect 14
Belmont Resources Inc. – a diversified resource exploration
and development company 16
Mining and tourism – forging ahead 19
LMI – Thunder Bay’s hidden industrial secret 23
Technical innovations in geochemistry 26
Deloitte’s Tracking the Trends 2013: the top 10 issues mining
companies may face 28
Minimize downtime and maximize profit with Bull Powertrain 30
Increasing Aboriginal engagement in mining through collaborative
pre-employment training 34
BDI Canada helps mining companies to maximize efficiency 36
Ontario’s opportunity: achieving sustainable development in
minerals resource development 38
The generational chasm: bridging the gaps 44
The new Argo 8x8 XTI sets a new benchmark for handling
extreme terrain 46
The one-stop-shop for any steel building solution 48
Engineering success in Northern Ontario 50
BriteSpan Building Systems has you covered! 52
Hearst Air Service Ltd. provides mining companies with remote
fly-in services to Northern Ontario 54
Index to advertisers 55
4 Ontario Mineral Exploration Review
Ontario’s mineral sector continued its string
of stellar performances in 2012. Explora-
tion and deposit appraisal expenditures
continued at near-record levels, new mines
continued to reach commercial production
and financial markets continued supporting
mineral development and exploration.
Nothing less is expected from the prov-
ince that is Canada’s leading jurisdiction for
both mineral exploration and mineral pro-
duction—the province that is consistently
among the top 10 jurisdictions for explora-
tion spending globally. The province has
been a major supplier of metals and indus-
trial minerals to the world for more than a
century and is well-positioned to continue
doing so into the future. Ontario takes pride
in being a mining-friendly jurisdiction with
a superior investment climate and tremen-
dous growth potential.
OntarIO’s MInEraL sECtOr suCCEss
Ontario is one of the most attractive desti-
nations for mineral sector investment in the
world. It features favourable geology, large
capital markets, competitive business tax re-
gimes, a stable regulatory environment and a
government supportive of the industry.
Ontario is blessed with diverse geological
endowment with vast regions of high min-
eral potential. Ontario produces more nickel,
gold, silver and platinum group metals than
any other province or territory in Canada. It
continues to be a top 10 global producer of
nickel and platinum group metals and a top
20 global producer of gold, copper, silver and
zinc. It is also part of a select group of ju-
risdictions that produce, process and market
diamonds.
Ontario’s capital city of Toronto is the
mine-finance capital of the world. The prov-
ince is home to an unparalleled concentra-
tion of mining technical, financial and legal
expertise which support domestic and in-
ternational mine development. In fact, close
to 60 per cent of all publicly traded mining
companies are listed on Toronto’s TSX and
Venture Exchanges and account for 40 per
cent of the world’s mining equity capital.
The Ontario government is committed
to ensuring clear rules for advancing sus-
tainable mineral development. By working
together with stakeholders and Aboriginal
communities, the modernized Mining Act
reflects today’s realities. These new rules and
tools establish a framework for consultation
with potentially affected Aboriginal com-
munities, while helping to build positive
relationships with surface rights owners and
providing greater clarity and certainty to in-
dustry.
Ontario has one of the most innovative
and reputable mining supply and services
sectors in the world, with expertise in all re-
lated disciplines from mineral exploration
right through to mine closure. In recent years
the annual output of the Northern Ontario
mining supply and services sector, alone, has
been valued at $5.5 billion. The growth in
this sector has been immense and its global
reach is growing—the international reputa-
tion of Ontario’s mining-related goods and
services is impressive.
Ontario’s competitive, stable and trans-
parent tax regimes appeal to mineral de-
velopers. A focused flow-through tax credit
of five per cent, for example, encourages
mineral exploration. Additionally, there are
significant tax benefits for new or expand-
ing mines and particularly for new mines in
remote areas.
Power drives the mineral development in-
dustry. With this in mind, Ontario proposes
to extend its Northern Industrial Electric-
ity Rate Program. The program supports
Northern Ontario’s largest industrial con-
sumers in reducing energy costs, which helps
sustain employment and maintain the sec-
tor’s global competitiveness.
Furthermore, Ontario continues investing
in services such as geological mapping and
the digitization of geoscience information
to help Ontario’s mineral exploration sector
identify areas of economic opportunity.
Eyes firmly on the future, government,
industry and academia have established a
burgeoning nucleus of research and develop-
ment focused on making mining safer, more
efficient and more profitable. Organizations
such as the Northern Centre for Advanced
Technology at Cambrian College, the Min-
ing Innovation Rehabilitation and Applied
Research Corporation, and the Centre for
Excellence in Mining Innovation at Lauren-
tian University are pushing the boundaries
of mining innovation.
MInIng anD MInEraL ExpLOratIOn In OntarIO
Early estimates indicate that mineral ex-
ploration and deposit appraisal expenditures
in Ontario for 2012 reached $982 million,
representing approximately 25 per cent of
mineral exploration expenditures for all of
Canada.
There are more than 600 active explora-
tion projects throughout Ontario, ranging
from early development right through to
feasibility-stage projects. They can be found
in both traditional and emerging mining
camps. It is important to note that junior
mining companies continue to play a very
important role in the discovery of mineral
deposits, accounting for over half of Ontar-
io’s exploration expenditures.
Another stellar year for Ontario’s minerals sector
Ministry of Northern Development & Mines Message
Spring 2013 5
The Ontario mining industry spends
more than $2 billion dollars annually on
goods and services, 75 per cent of which is
within the province. The mining sector also
supports about 27,000 direct and 50,000 in-
direct jobs.
The value of mineral production in 2011
was $10.7 billion, an increase of $2.6 billion
from 2010. There are 41 mines currently op-
erating in Ontario including 14 base metal
mines, 15 gold mines, one primary palla-
dium operation, one diamond mine and ten
industrial mineral operations.
Capital investment in new projects in On-
tario has climbed from $600 million in 2002
to over $3 billion in 2011. As a result, new
mines such as Wesdome Gold Mines Ltd.’s
Mishi Gold Mine, AuRico Gold Inc.’s Young
Davidson Mine and Lake Shore Gold Corp.’s
Bell Creek Mine all reached commercial pro-
duction in 2012.
Also in 2012, Armistice Resources Cor-
poration reported its first shipment and
sales of gold concentrate from its McGarry
Mine development project. First Nickel Inc.
re-opened the Lockerby Mine with a goal of
reaching full production in the first quarter
of 2013.
After several years of development ac-
tivities, a number of projects are expected
to reach production in 2013. Detour Gold
Corporation is rapidly advancing its massive
Detour Lake Project north of Cochrane. The
first gold pour is anticipated in early 2013.
In Timmins, the legendary Hollinger
Mine will be rejuvenated when Goldcorp
begins open-pit production. Meanwhile in
Sudbury, Xstrata and Vale are quickly ad-
vancing their respective Fraser Morgan and
Totten nickel-copper-platinum group metals
projects. All three operations are expected to
reach commercial production in 2013.
In the Thunder Bay area, North Ameri-
can Palladium Ltd. continues progress on its
major expansion of the Lac des Iles Mine. In
the prolific Red Lake gold camp, Goldcorp
Inc. is advancing its projects and has recently
reported that the high-speed haulage drift
from its Red Lake Mine over to the Coche-
nour/Bruce Channel Project is 60 per cent
complete. The Cochenour Mine is expected
to produce its first gold in 2014.
Northern Graphite Corp. continued to ex-
plore and develop its Bissett Creek graphite
property in 2012. It has reported that met-
allurgical testing has succeeded in purifying
spherical graphite up to 99.99 per cent gra-
phitic carbon.
Gold continues to be the mineral explora-
tion industry’s commodity of choice. About
75 per cent of the more than $1 billion min-
eral exploration expenditures in Ontario in
2011 was directed towards gold, almost all
in Northern Ontario. The decade-long bull
market for gold has resulted in the delinea-
tion of over 20 advanced-stage gold projects,
many of which are rapidly advancing toward
production.
With the exciting mineral discoveries like
those in the Ring of Fire in Ontario’s Far
North, the future of the industry looks very
bright. Although in the very early stages of
development, vast deposits of chromite be-
ing developed by Cliffs Natural Resources
Inc. and the nickel-copper-platinum group
metals project being developed by Noront
Resources Ltd. will add to Ontario’s stature
as a global mining force.
OutLOOk fOr 2013The outlook for 2013 remains positive for
Ontario’s mineral sector, particularly if glob-
al commodity prices hold. Since adopting its
Mineral Development Strategy in 2006, the
province has been committed to ensuring
the long-term sustainability, global com-
petitiveness and community development
through a range of actions. Our successes
today are the stepping stones on the road to
future mineral development and prosperity.
We look forward to you joining us on our
journey.
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Ontario has one of the most innovative and reputable mining supply and services sectors in the world, with expertise in all related disciplines from mineral exploration right through to mine closure.
6 Ontario Mineral Exploration Review
With the value of gold hovering around $1,700 per troy ounce, Red Lake’s mineral production and exploration firms continue to work toward implementing major mine infrastructure improvement initiatives. Goldcorp Red Lake Gold Mines, Rubicon Minerals Inc., and Claude Resources Inc. are examples of mining companies invest-ing millions of dollars in new state-of-the-art infrastructure and innovative mining tech-niques to realize previously unobtainable production goals.
Located in one of the world’s most prolific gold districts, Red Lake is a top producer for Goldcorp, yielding in excess of 600,000 ounc-es annually at low production costs. The reha-bilitation of its Cochenour Willans mine site is a current example of infrastructure invest-ment for the future. The Cochenour project is an important part of Goldcorp’s long-term plans in the Red Lake district, and is antici-pated to provide sustained, high-quality gold production beginning in late 2014.
The Cochenour/Bruce Channel deposit is located down-dip from the historic Co-chenour Willans mine site. To access the resource, the existing Cochenour shaft is be-ing widened, while at the same time a five-kilometre underground haulage drift is un-
der construction that will allow efficient ore hauling from Cochenour to existing process-ing facilities at Red Lake’s Campbell milling operation. The drift also opens up “at depth” exploration of five kilometres of untested ground, dissecting one of the world’s richest gold districts. The Cochenour to Balmer-town haulage drift is advancing at a rate of approximately 18 feet per day, and is over 60 per cent complete. Once the Cochenour Mine is fully operational, the haulage drift outfitted with its underground high-speed tram is expected to transport 1,500 tonnes of unprocessed ore per day for refining.
Rubicon Minerals Corporation is an ex-ploration and development company fo-cused on developing its flagship Phoenix Gold Project in Red Lake, Ontario. Rubicon’s focus is in high-grade gold-producing ar-eas of North America. The company owns over 100 square miles of prime exploration ground in the prolific Red Lake gold camp of Ontario, Canada. A significant high-grade gold discovery referred to as the Phoenix Zone is a deposit located in a jurisdiction with low political risk. The Phoenix Gold Project is fully permitted and Rubicon is ful-ly funded to develop the project. The Phoe-nix Project is 100 per cent controlled by Ru-
bicon in the heart of the Red Lake, Ontario gold district, home to Goldcorp’s Campbell Red Lake Mine. The Phoenix Project’s infra-structure improvements include: • 44KVconnectiontoHydroOne’selectri-
cal grid
• Shaftaccesswithmodernhoistingplant
• Shaft deepening in progress, currently at
>500m depth
• All-weather road completed, connecting
Rubicon to Red Lake
• Newheadframeunderconstruction
• Modernhoistingfacility:2,500horsepow-
er, 14-foot diameter hoist
• 59,000-square-footmillprocessingfacility
and tailings impoundment under con-
struction
• Lateraldevelopmenttodate:2,750metres
• Raisingtodate:625metres
The Madsen Gold Project comprises ap-proximately 10,000 acres. Located on the southwestern part of the Madsen Property is the historic Madsen gold mine and mill. Situated in the prolific gold-producing Red Lake camp only 20 kilometres from Gold-corp’s high-grade Red Lake mines, the prop-erty is accessible from Highway 618. The mining infrastructure includes a mill with 500 tonnes, a functioning 4,125-foot-deep timbered shaft and a tailings management
Starratt Olsen Gold Mine headframe, circa 1940s.
Red Lake: golden past, brilliant future
Spring 2013 7
facility. All existing infrastructure is fully permitted. The Madsen Gold Project at Red Lake, Ontario represents a significant explo-ration opportunity for Claude Resources. Since 2008, Claude has demonstrated the potential for discovery of high-grade gold deposits and provided and updated National Instrument 43-101 Technical Report on the property. From 1938 until the mine’s closure in 1976, gold production exceeded 2.4 mil-lion ounces. Historic production exceeded 100,000 oz/year and was derived from both the “Tuff” and “8 Zone” Trends.
One of the most significant infrastructure
investments that Red Lake has ever seen was
completed at the end of 2012. A $39-mil-
lion natural gas pipeline has been extended
almost 50 kilometres from the old Griffith
Iron Ore mine to service Cochenour, Balm-
ertown and Red Lake. Federal and provincial
government, Goldcorp, Union Gas and the
Municipality of Red Lake collaborated and
forged partnerships to fund this energy-
savings initiative. In fact, new residential,
commercial and industrial developments
will enjoy, and retrofitted business and resi-
dents are enjoying, 50 to 70 per cent energy
savings from natural gas installations. With
natural gas routed along Red Lake’s new
fully serviced 20-acre Highway Commercial
area, more investment activity is anticipated.
Within this Highway Commercial area Tim
Hortons and Super 8 Motel are fully opera-
tional and very busy. Increased airport pas-
senger use has been expedited from the new
larger, energy-efficient Airport Terminal
Building (ATB). Retail/restaurant lease/space
opportunities are available within the ATB
and the associated Airport Business Park for
aviation-related businesses.
Red Lake’s past mining history, current
high levels of exploration activity, and out-
look to a brilliant future provide potential
investors, businesses and industries immedi-
ate and “golden” opportunities!
For more information please contact
Bill Greenway, economic development officer
by phone: (807) 735-2096 ext. 238 or email:
bgreenway@redlake.ca.
The Municipality of Red Lake was proud to
exhibit (Booth 0752) at the 2013 Prospectors
& Developers Association of Canada
International Convention March 3rd – 6th
in Toronto, Ontario.
Old Cochenour Willans Mine from McKenzie Island.
Goldcorp Red Lake Gold Mines Campbell Complex.
View of Goldcorp Red Lake Gold Mines from downtown Balmertown.
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8 Ontario Mineral Exploration Review
OntariO Mineral explOratiOn review (OMer):Following the article on your ARMIT combined B-field & dB/dt
sensor published in our fall/winter edition, can you give us an update
on ARMIT?
abItIbI gEOphysICs InC. (ag): During the fall and winter, our engineering team has continued to
work on ARMIT to finalize the design. Production has started with
new units being deployed as soon as all QCs have been passed.
In addition to the innovative instrumentation, we have also looked
at how we can improve survey efficiency. We can reduce the time
required to conduct low-frequency surveys that are often used in ex-
ploration for highly conductive targets such as Ni sulphides. Using
the 16-channel SMARTem24 receiver, we are able to record the signal
from two ARMIT sensors simultaneously; this increases production,
making low-frequency surveys more affordable.
OMer:Abitibi Geophysics has invested a lot of time and effort into devel-
oping state-of-the-art TDEM systems. Do you think that you will see
a return on this investment while remaining competitive?
ag: It is our goal to be the best at what we do and we cannot achieve
this without investing in innovation. As the big mineral deposits are
depleted and all the easy-to-find mines are found, exploration is
driven into more and more complex and challenging environments.
The Ring of Fire in the James Bay lowlands of Northern Ontario is
a prime example of this. Huge mineral potential lies beneath con-
ductive overburden, hidden from prospectors and conventional geo-
physics alike. We feel that it is in places like this where our new in-
novations will play an important role in future discoveries.
OMer:InfiniTEM has been available since 2005, are there any cases where
you can say that the use of this technique has led to the discovery
of a deposit that may not have been detected with a conventional
approach?
ag:Undoubtedly! One such example is the Virginia Mines’ Coulon base-
metal property located in the James Bay region of Quebec. In 2006, In-
finiTEM located an anomaly that had been undetected by previous EM
techniques. The target was drill-tested and yielded 4.49 per cent Zn, 0.60
per cent Cu, 1.37 per cent Pb, and 59.20g/t Ag over a 3.50-metre interval.
In the winter of 2012, Borehole InfiniTEM was deployed in two barren
holes on the property and identified two off-hole conductors. Subse-
quently, five holes were drilled and intersected two horizons of dissemi-
nated to massive sulphides. The best results to date include 11.06 per
cent Zn, 1.87 per cent Cu, 26.45g/t Ag and 0.16g/t Au over 11 metres
(courtesy: Virginia Mines [www.minesvirginia.com]).
OMer:You claim that the IPower3D IP system can “see” through thick,
conductive overburden that would be impenetrable to conventional
IP. How do you achieve this?
ag: The Secret of IPower3D is in the electrode configuration. Instead
of reading just along lines as with conventional IP our readings take
sweeps at many angles, maximizing the geometric factor, allowing us
to record chargeability responses that would otherwise be within the
noise envelope. In addition to penetrating conductive overburden,
IPower3D is a true 3D survey because data is obtained from all angles
through the sub surface. This allows us to generate accurate 3D mod-
els of chargeable zones that can then be used for drill targeting.
Abitibi Geophysics interview with the Ontario Mineral Exploration Review
ARMIT combined B-field & dB/dt sensor, 2013. PhOTO CReDIT: eRIC GILBeRT, ABITIBI GeOPhySICS.
Three-D Chargeability model created from inverted IPower3D field data.
Spring 2013 9
OMer:In the two years of production with IPower3D, have you encoun-
tered any limitations with the system?
ag:Of course, at Abitibi we are never satisfied when something just
works — we always think, How can we improve this? IPower3D is no
exception—over the past year, we have been working to extend the
capabilities of the array, allowing us to read lines from 500 metres to
2,000 metres using one receiver set-up. We have also modified our
reading sequence and array setup to allow us to capture more 3D
data with a greater depth of investigation. We will soon take delivery
of our new IPower3D custom cables; these will replace the multiple
strands of wire that we currently use to connect our electrodes to
the receiver, and will simplify field operations and reduce the time
required to lay and manage individual wires on the lines.
OMer:We have already discussed ARMIT, InfiniTEM and IPower3D;
what other innovative solutions has Abitibi brought to production?
ag: We are now the exclusive provider of the Scintrex GRAVILOG
borehole gravity probe in North America. This sensor is based on the
highly successful Scintrex CG-5 technology, but miniaturized so it is
actually smaller than a golf ball! Having a diameter of only 48 mil-
limetres allows BQ holes (without casing) and larger to be surveyed
to a maximum depth of 2,300 metres. Despite the diminutive size,
this probe offers sensitivity of five µGal.
OMer:What are the principal applications of a borehole gravity probe?
ag: Gravilog can be used to locate zones of excess mass due to massive
sulphides, or other high-density ores, verification of surface grav-
ity anomalies, association of mass, or in the case of graphite, lack of
anomalous mass, with conductors. If sufficient holes are surveyed,
inversions can be performed yielding a 3D density model. We have
had significant interest from companies working in the Labrador
Trough wanting Gravilog to assist with resource estimates for iron
ore projects.
For more information, please visit www.ageophysics.com.
Gravilog sensor shown next to a golf ball for scale.
As the big mineral deposits are depleted and all the easy-to-find mines are found, exploration is driven into more and more complex and challenging environments.
10 Ontario Mineral Exploration Review
A funding program by the Ontario Exploration Corporation (OEC)
is helping prospectors to offset some of the costs associated with
working their claims. The three-phase program gives successful ap-
plicants up to $85,000 to help fund prospecting activities such as
drilling and sampling. In return, the OEC keeps a royalty, up to 1.5
per cent net smelter return (NSR), a portion of which prospectors
can buy back up to 11 years after receiving the funds.
“This program puts more prospects forward and the more we
find, the more of an economic generator it is for the province,” says
Garry Clark, president of the OEC and executive director of the On-
tario Prospectors Association (OPA). “Some people are concerned
about the royalty, but there is the option to buy back part of the NSR
and three prospectors have done that.”
Owned by the OPA, the OEC is a for-profit corporation that
was established to invest in mining lands that have high economic
potential. Founded in 2002, the OEC’s grant program replaced the
provincial government’s Ontario Prospectors Assistance Program
(OPAP), which also awarded grants to prospectors, but had no roy-
alty attached. Of the $3 million initial funding from the Northern
Ontario Heritage Fund Corporation, approximately $1.8 million re-
mains. Sustainability of the program is achieved through royalties on
the mining lands.
The first phase of the funding program is $10,000, half of which
is given up front. The other $5,000 is awarded after the prospector
files an assessment report with the Ministry of Northern Develop-
ment and Mines. The OEC takes a one per cent NSR on this initial
$10,000. If a claim proves to have no economic potential, the pros-
pector is under no obligation and doesn’t have to pay back the funds.
For successful claims, however, prospectors can apply for phase two,
$25,000, and another $50,000 for phase three of the program. For the
second and third phases, the OEC takes another 0.25 per cent each,
for a total of 1.5 per cent NSR.
“The first $10,000 may fund trenching and the sampling of
soil and the next $25,000 could cover stripping with a backhoe,”
Ontario exploration Corporation offers grants to prospectors By Lisa Fattori
Leckie Lake.
PhOT
OS CO
uRTe
Sy: J
OhN
SCOT
T, P.
GeO.
Spring 2013 11
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Clark says. “With the third-phase $50,000, a prospector could drill
a couple of holes and then, maybe, a junior company will jump on
the project.”
While the OEC has awarded funds for approximately 170 claims,
only one project has received phase-two funding. The program spurs
greater exploration activity, however, and has led to a number of suc-
cessful projects that have been optioned by junior mining compa-
nies.
“The OEC gives you money to work with and pays for the assays
and their transportation,” says one OEC recipient who has received
funding since the program’s inception. “If you get results, you can
pass it on to a company that can further the work. We’ve passed on
projects to juniors and also to a producing mining company.”
The application for the OEC fund is available on the OPA website.
Applicants must also submit a prospecting proposal that outlines
details of the project, such as location, accessibility, geology and a
summary of all previous work done on the property. A third-party
consultant reviews the applications for completion and economic
potential, and then makes recommendations about funding to the
board.
Approval for funding is not limited to precious metal explora-
tion, but can include industrial minerals, such as lithium, as well as
building stone. The OEC provides prospectors with another source
of funding, and becomes all the more attractive in times of tighter
financing. Eligible claims have the opportunity to become, if not the
next Hemlo, then a viable project that catches the interest and deeper
pockets of a junior mining company.
“The response to the funding is very positive; people are happy
that there is a source of funding,” Clark says. “This money helps to fill
the gap between what a prospector finds in the ground and getting a
junior company interested in the claim.”
ed holbik Greenwater.
12 Ontario Mineral Exploration Review
In 2007 geologists Neil Pettigrew, Caitlin
Jeffs and Michael Thompson saw a need in
the mineral exploration business for a verti-
cally integrated exploration consulting firm.
The sector was booming and the majority of
the established consulting firms only dealt
with higher-end work: resource estimations,
preliminary economic assessments and fea-
sibility studies, etc. As a result of this, many
junior resource companies found themselves
with a revolving door of independent con-
tract geologists for on-the-ground explora-
tion, and an overbooked established consult-
ing firm for their resource estimate. The re-
sult was little continuity of knowledge on the
project and when the all-important resource
estimate was completed, it was done by indi-
viduals with little knowledge or attachment
to the project.
In the spring of 2007, the three partners
founded Fladgate Exploration Consulting
Corporation, adopted the motto “From the
Bush to the Boardroom”, and commenced
assembling a team with experience in ev-
erything from claim-staking to resource es-
timation to corporate management. Since
2007 the partners have put this motto into
practice and have grown Fladgate into one of
the largest firms in the province, with nota-
ble clients including PC Gold, Tamaka Gold
Corporation,andKesselrunResourcesLtd.
Fladgate is based in Thunder Bay, North-
west Ontario, with a branch office in Van-
couver, B.C. Unlike many consulting firms,
the vast majority of our staff are full-time
employees who live in Thunder Bay and have
a long history with the firm. Our corporate
culture has resulted in very little turnover
even during the boom times and as a result,
we are blessed with a tight-knit, highly moti-
vated group that works as a team.
Although Fladgate does provide individ-
ual geologists and geotechnicians to a wide
range of clients for short-term programs,
our specialty is long-term partnerships with
select clients to develop and advance com-
plex projects such as PC Gold’s Pickle Crow
mine and Tamaka’s Goldlund project. In
these types of projects, Fladgate’s vertically
integrated structure shines. We are able to
fully manage the exploration program for
the client and provide continuity of staff and
knowledge, as well as provide ongoing 3D
modeling to assist in targeting and then ap-
ply our intimate knowledge of the deposit to
the eventual resource estimate.
Northwest Ontario is Fladgate’s backyard
and continues to be our largest area of op-
eration. Our long history in the area means
we have developed excellent relationships
with local suppliers, government agencies,
drillers, and engineering firms. These long-
term relationships allow us to mobilize and
finish complex projects quickly and cost-
effectively.
Although the majority of Fladgate’s clients
are in Ontario, we have worked and contin-
ue to work throughout Canada—as well as
internationally, most notably in Chile with
long-time client Red Metal Resources Ltd.
Fladgate has several native Spanish-speak-
ing geologists on staff and has an intimate
knowledge of Chilean geology and mining
law. Fladgate’s geological staff have an even
more diverse range of experience, from Aus-
tralia to Southeast Asia to Africa.
Fladgate also brings to the table an in-
depth knowledge of many commodities in-
cluding gold, copper, nickel, PGEs, lithium-
REE, uranium, and iron ore. In fact, we have
become the “go-to” firm for iron ore exper-
tise as of late, with notable projects includ-
ing Bending Lake Iron’s Bending Lake, and
Canadian Orebodies’ Haig inlet (Nunavut)
deposits.
Fladgate’s expertise consists of four core
areas:
Geology – Fladgate’s geological team is the
heart of the firm. We have extensive experi-
ence managing exploration programs, geo-
logical targeting, and project development.
Our staff ’s expertise covers the spectrum
from surficial geology to geochemistry to
structure. We have geologists on staff with
in-depth knowledge of virtually every min-
ing camp in Ontario.
Technical Services – Our technical ser-
vices group is integral to carrying out effec-
tive exploration programs. We have excellent
connections to local labour in northwest
Ontario, labour managed on the ground
by our senior geotechnicians. We offer geo-
technical services for staking, prospecting,
line-cutting, and trenching, though we are
best known for our ice-road expertise. We
have five years of experience in building ice
From the bush to the boardroom:The value of top-to-bottom exploration services
ioglobal.net
Announcing two upcoming intensive Applied Geochemistry Workshops plus ioGAS Software Training in Whitehorse (May 6-8) and Timmins (May 27-29).
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Who is the course for?Exploration, Mine & Resource Geologists, Industry & Government Geochemists
and Metallurgists
Spring 2013 13
roads in Ontario for ice-based drill programs
(most notably for Magma Metals, now Pan-
oramic Resources Ltd.) and have built as
many as six separate roads for different cli-
ents in one season.
Resource Estimation – Fladgate’s in-
house resource team and our associates pos-
sess extensive experience and knowledge in
many commodities and deposit types. We
use both Gemcom and Datamine software,
providing flexibility to clients, and we are set
up to handle large historical datasets. Most
importantly, we work with the client to make
sure that the geological model, and not just
the statistics, dictates how the resource is es-
timated.
Corporate Management – Fladgate’s cor-
porate management team is composed of of-
ficers and directors of several public compa-
niesincludingPCGold,KesselrunResources
Ltd., Red Metal Resources Ltd., and Fairmont
Resources Inc. Working closely with DaCos-
ta Management out of Vancouver, Fladgate
is able to manage all TSX-Venture and OTC
filings, financings and strategic management
of public companies.
A successful resource company requires
expertise in all aspects of its business, wheth-
er it is at the initial stages of exploration,
moving forward with a resource estimate, or
assisting in a corporate direction. Fladgate
provides highly qualified people no matter
what the client’s needs, just as our motto
states “From the Bush to the Boardroom”.
For more information, please give us a
call at 807-345-5380 or visit our website
www.fladgateexploration.com.
The Fladgate exploration team during the expansion of our Thunder Bay office.
14 Ontario Mineral Exploration Review
The previously announced amendments to the Ontario Mining Act
(the “Act”), which came into force on November 1, 2012, will have
a substantial impact on the activities of exploration stage mining
companies. The Phase II amendments contemplate considerable
consultation and cooperation between exploration stage mining
companies and Aboriginal groups and open the door for compa-
nies to undertake voluntary rehabilitation projects without assum-
ing liability for pre-existing environmental issues. Highlights of
the amendments include:
1. Duty to Consult.
Amendments clarify that the purpose of the Act is to promote
mineral exploration and development in a manner that recognizes
and affirms Aboriginal and treaty rights and to facilitate ongoing en-
gagement by industry members with Aboriginal communities. Ac-
cordingly, the rules impose a mandatory duty to conduct Aboriginal
consultation in connection with most stages of early exploration, in-
cluding when developing an exploration plan and when applying for
an exploration permit (discussed below). The rules are also aimed
at building positive relationships with other surface rights holders;
therefore, proponents have a duty to notify rights holders of pro-
posed or planned activities in these stages as well.
2. Compulsory online education program.
Effective immediately, every person holding or applying for a
prospector’s license, and every person classified as a “qualified
supervisor” for the purposes of exploration plans and permits,
is required to complete a compulsory online education program
known as the Mining Act Awareness Program (“MAAP”) within
certain time periods.
3. Requirements for identifying sites of Aboriginal Cultural
Significance.
Prior to staking, prospectors must check the Minister of Northern
Development and Mines (“MNDM”) online CLAIMaps application
to determine whether an area has been withdrawn from staking as
a result of the area being classified as a site of Aboriginal cultural
significance.
4. Amendments to the claim staking process.
All applications to record a ground staked mining claim in un-
surveyed territory on or after November 1, 2012 must include GPS
georeferencing data.
5. Introduction of exploration plans.
Effective April 1, 2013, proponents conducting specified early ex-
ploration activities will be required to prepare and submit an explo-
ration plan unless the activities fall below minimum thresholds. The
plan must summarize the early exploration activity and timing, pro-
vide a map of the general location where proposed activity is to oc-
cur and confirm that the qualified supervisor for the plan has com-
pleted the MAAP. Once the plan is complete, the proponent must
conduct Aboriginal consultation and notify surface rights holders.
Exploration plans must be submitted to the MNDM but are not sub-
ject to Ministry review.
6. Exploration permit requirements.
Other early exploration activities will require an exploration
permit. Additionally, a Director may require an exploration permit
where the Director is of the opinion that a permit is necessary to ad-
dress Aboriginal or treaty rights or where the activity is to take place
on lands for which the Minister has issued notice of an intent to order
surface rights restrictions. In order to apply for a permit, the propo-
nent must notify all surface rights holders and is required to consult
with Aboriginal groups. The Director is required to make a decision
Canada: Phase II amendments to Ontario Mining Act now in effect Article by Allan Goodman, Grant McGlaughlin and Lyndsay Hatlelid – Goodmans LLP
Spring 2013 15
on whether to issue the permit, with or without specific terms and
conditions, within 50 days of Aboriginal consultation (the “circula-
tion date”). Permits are effective for a period of three years, and all
activities under the permit must be performed in accordance with
the new Provincial Standards for Early Exploration (available here on
the MNDM website: http://www.mndm.gov.on.ca/sites/default/files/
null/provincial-standards-for-early-exploration-nov1.pdf).
7. Amendments to bulk sampling rules.
Under the new rules, samples of materials under 100 tonnes do
not require permission for bulk sampling under the Act. All bulk
samples greater than 1,000 tonnes require an Advanced Exploration
Closure Plan under Part VII of the Act.
8. Amendments to assessment work credit claims.
Assessment work credits may be claimed for reasonably incurred
expenses relating to Aboriginal consultations, the submission of GPS
data on certain mining claims in unsurveyed territory and payments
in lieu of actual assessment work.
9. Amendments to rules governing closure plans.
All projects initiated after November 1, 2012 will require Aborigi-
nal consultation prior to the submission of a certified closure plan
or certified closure plan amendment. Proponents submitting closure
plans or amendments for advanced exploration and mine produc-
tion stage projects are required to submit a Notice of Project Status
(or Notice of Material Change) to the MNDM in advance of sub-
mission of a closure plan. The MNDM will review the notice and
provide written direction as to which Aboriginal communities are
to be consulted and whether interim consultation reports will be re-
quired. The proponent must prepare a consultation report and file
it along with the certified closure plan or amendment. Financial as-
surance for the plan must be submitted to the Financial Assurance
Coordinator.
10. Protection from liability for voluntary rehabilitation projects.
The new rules shield companies and individuals who undertake
voluntary rehabilitation of mine hazards not created by them from
liability for pre-existing environmental issues on the site, subject to
compliance with certain requirements including: completing a vol-
untary application form, notifying surface owners and claim holders
and conducting Aboriginal consultation prior to commencing reha-
bilitation work.
Previously published online on Mondaq.com: http://www.mondaq.
com/canada/x/207928/Mining/Phase+II+Amendments+To+Onta
rio+Mining+Act+Now+In+Effect. Reprinted with permission from
Goodmans LLP.
The content of this article does not constitute legal advice and should
not be relied on in that way. Specific advice should be sought about
your specific circumstances. Specific questions relating to this article
should be addressed directly to the authors.
Online: www.goodmans.ca.
Lyndsay hatlelid.Allan Goodman. Grant McGlaughlin.
16 Ontario Mineral Exploration Review
LuMby/bufO prOpErty, atIkOkan, OntarIOSince 2010, Belmont has been exploring its 3,127-hectare (23
contiguous mineral claims) property in the Atikokan, Ontario area
known as the Lumby/Bufo (“LB”) claims. The property adjoins on
strike to the north-northeast with the Osisko Mining Corp. (for-
mer Brett Resources Inc.) “Hammond Reef Deposit”. The LB prop-
erty is located approximately 160 kilometres west of Thunder Bay,
and 40 km northeast of the former mining town of Atikokan.
Osisko’s Hammond Reef deposit (530.6 million tons at an aver-
age grade of 0.62 grams per tonne gold for 10.5 million ounces
and based on a cut-off of 0.30 gram per tonne gold1) is related
to the northeast-trending Marmion shear; numerous historic gold
occurrences in the Marmion batholith are associated with similar
parallel northeast structures.
Since acquiring the property, Belmont has conducted over
$500,000 worth of exploration expenditures and drilled 13 holes
totaling 3,465 metres. The property and surrounding area have
been of interest to mineral exploration companies since the dis-
covery of a high-grade gold-bearing float boulder at the west end
of Lumby Lake made by the Geological Survey of Canada in 1937.
This boulder was reported by the GSC to contain several ounces
of gold per ton. The claim group has potential for the discovery
of high-grade gold, silver and base-metal deposits as proven by
the exploration work carried out by Atikokan Resources Inc. from
1994 to 2004. Atikokan Resources made a significant high-grade
silver-base metal discovery at the east end of Lumby Lake, report-
ing grab samples from the main showing assaying up to 416 ounc-
es/ton silver, 25 per cent lead and 15 per cent zinc. A 300-ton bulk
sample extracted in 2003 averaged 15 ounces /ton silver.
The volcanic rocks of the property and area consist of bimodal se-
quences of felsic, intermediate and mafic volcanic rocks which are fa-
vourable geological environments for a VMS-style deposit. Previous
geological, geochemical and geophysical surveys carried out by past
operators have assisted in identifying several parallel conductors and
chargeability anomalies which suggest continuation of favourable
sulphide mineralization on the eastern portion of the LB property at
Jefferson Lake. Recent diamond drilling and prospecting by Belmont
suggests base metal and gold mineralization can be traced eastward
from Bufo Lake through Morris, Lumby, and Herontrack lakes and
to the central portion of Spoon Lake.
In 2010, Belmont identified an east-west striking, over 200-me-
tre-wide zone of moderate shearing and strong carbonate alteration
primarily within mafic volcanic rocks along southern contact of the
Lumby Lake belt in the Bufo Lake area of the property. Subsequent
drill-testing of this zone returned up to 17.9 g/t gold over 1.5 metres
and 6.35 g/t gold over 1.5 metres, with visible gold in hole BB-10-
02. Further drilling has traced the carbonate alteration system over a
strike length of 550 metres, and the system remains open to the east,
the west, and down-dip.
Belmont has recently entered into an agreement with Yuntone
Capital Corp. The agreement with Yuntone consists of cash pay-
ments totaling $50,000, a total of 350,000 shares and a work com-
mitment of $1.5 million for a 60 per cent interest in the property.
The agreement and an updated NI Independent 43-101 Technical
Report is subject to regulatory approval.
QuEbEC prOpErtIEs: bErthIauME, OrvILLIErs anD JOutEL tOwnshIps
Belmont recently optioned four groups (51 mineral claims), represent-
ing 2,254.27 hectares, all located within the Abitibi Harricana-Turgeon
volcanic greenstone belt of Northwestern Quebec. This belt hosts several
world-class deposits that have produced both gold and base metals.
The Joutel block is just northeast of major past producers including
the Agnico-Eagle gold mine (6.1 Mt @ 6.57 g/t gold) and two base-metal
mines, the Poirier Mine (4.8 Mt @ 1.97 per cent Cu, 0.6 per cent Zn, 4.57
g/t Ag) and Joutel Copper (1.5 Mt @ 2.4 per cent Cu, 2.9 per cent Zn, and
17.15 g/t Ag).
The Orvilliers block is midway between the Selbaie Mine (41 Mt @ one
per cent Cu, two per cent Zn, 0.65 g/t Au, 43 g/t Ag) and the Estrades base
metal-gold deposit (1.0 Mt @ 0.94 per cent Cu, 10.7 per cent Zn, 182 g/t
Ag, 5.5 g/t Au), and northeast of the Casa-Berardi gold mine (+ 9.2 Mt @
5.8 g/t gold).
BELMONT RESOURCES INC. – A DIVeRSIFIeD ReSOuRCe eXPLORATION AND DeVeLOPMeNT COMPANy
high-grade silver-acanthite sample collected during bulk sampling.
18 Ontario Mineral Exploration Review
The other two claim groups, located in Berthiaume
(“Be”) Township, covers a massive sulphides occur-
rence that provided both zinc and copper anomalies
from a previous drilling program. Belmont has just
completed 51.8 km of line-cutting in three separate
blocks on the Be property and as recommended in the
Ni 43-101 report, GeoSig Inc. of Quebec completed
approx. 44.4 km of Induced Polarization (IP) survey.
The results were very encouraging and Belmont will
be proceeding with detailed mapping, prospecting and
Native Silver 8” west of PC-2 with two high-grade silver intersections.
uranium City Kaput Lake rock sample.
Winter drilling mobilization.
rock-chip sampling on high-priority anomalous zones as
well as drilling. See further details in our news release of
February 12, 2013.
CraCkIngstOnE anD OrbIt LakE, uranIuM CIty, saskatChEwan
Belmont holds 50 per cent interest in two highly pro-
spective properties: a 982-hectare core (Crackingstone)
property and adjoining 11,859 (Orbit). Previous grab
samples collected assays up to 12.53 per cent uranium.
Belmont has completed extensive ground geophysical
programs, and a helicopter airborne magnetic and radio-
metric survey which identified numerous NE-SW anom-
alies on the Orbit Lake blocks, one with a strike length
over 15 km, and four major trends having linear strike
distances of one to 4.5 km long. Belmont has also com-
pleted a successful radon gas survey on Crackingstone.
Phase 1 drilling completed (20 holes, 3,075 metres) on a
1,800 metres conductor, multiple radioactive zones, with
assays up to 2.087 per cent (41.74 lbs./t) U3O8 on Crack-
ingstone.
For more information, visit
www.belmont-resources.com/.
fOOtnOtE:1 National Instrument 43-101 compliant global inferred
resource (see Osisko press release November 7, 2011).
Lumby Lake. Geologist Raymond Bernatchez shows high-grade silver,
lead, and zinc.
Spring 2013 19
In the heart of the Boreal Forest, connected
by wireless Internet, highway, rail, boat, and
air: Dryden is built along the Trans-Canada
Highway, linking our community with mar-
kets in Eastern and Western Canada, as well
as south to the northern and central states
of the United States of America. Dryden
also serves as the corridor and regional hub
to remote First Nation communities north
of the 51st parallel—an underutilized mar-
ket of more than 40 communities and ap-
proximately 35,000 in population.
The key role of the Dryden Develop-
ment Corporation (DDC) is to facilitate
investment and employment opportunities
through affordable taxes, fees and well-es-
tablished infrastructure and services. Build-
ing cooperative relationships with First
Nations, neighbouring communities, local
suppliers and attracting new businesses is a
priority. The DDC believes developing local
capacity to support and sustain exploration
companies is necessary to achieve long-term
sustainable development.
trEasury MEtaLs InC.Treasury Metals Inc. (TSX: TML) is a
Toronto-based gold exploration and devel-
opment company focused on its northwest-
ern Ontario mineral projects, including the
100 per cent company-owned Goliath Gold
Project.
Treasury Metals Inc.’s flagship Goliath
Gold Project is an advanced stage, high-
grade gold deposit and is presently being
permitted for mine development and un-
dergoing a significant exploration program.
Mining and tourism – forging ahead
IMAG
e COu
RTeS
y OF
TReA
SuRy
MeT
ALS I
NC.
20 Ontario Mineral Exploration Review
The project is located in an area with
world-class infrastructure, situated near the
community of Wabigoon and 20 kilometres
east of the city of Dryden, Ontario, within
the Eagle-Wabigoon-Manitou greenstone
belt.
The Goliath Gold Project has an NI
43-101 compliant resource of 1.7 million
ounces in the combined categories and
is entering the mine feasibility stage. The
company’s July 2012 preliminary economic
assessment analyzed a combination of sur-
face and underground mining methods at
Goliath.
Treasury Metals is led by a strong man-
agement team composed of people with
successful careers built on experience at
publicly listed exploration and develop-
ment companies and other resource-based
industries.
“The project will bring significant ben-
efits to the local area due to the number
of direct and indirect jobs associated with
bringing the project to production,” says
Norm Bush, vice-president of Goliath. “The
company philosophy is to design, construct,
operate and maintain operations by [hiring]
people from the local area and northwestern
Ontario. We purchase as many goods and
services locally as possible, assuming they
are competitive from a quality, service and
price perspective.”
“People are our strength and it is very
important that our operation is a leader
in safety and environmental performance,”
Bush states. “We are committed to continue
working to forge strong relationships and
partnerships with our local communities,
First Nations and the Métis Nation of On-
tario. Everyone has a role to play in the suc-
cess of the project.”
The company was pleased to invite
shareholders and interested parties to visit
with Treasury Metals representatives at the
PDAC 2013 International Convention and
Trade Show, in Toronto, March 3 – 6, 2013
(Treasury Metals had booth number 2150).
Key Treasury Metals representatives at
the conference included president and chief
executive officer Martin Walter; chairman
of the Board Marc Henderson; Norm Bush,
vice-president of Goliath; and Greg Ferron,
vice-president – corporate development.
Further details are available at www.trea-
surymetals.com.
rEs EQuIpMEnt saLEsRES Equipment Sales is a global sup-
plier of quality products and services to
all sectors of the resource industry and
is a business of focus for Dryden. The
company supplies most types of under-
ground mining equipment—including
load-haul-dump, drilling and loading,
service vehicles, rail-bound and track-
less equipment, pneumatic and electric
machinery—and provides custom design
and fabrication, hydraulic component
overhauls and powertrain rebuilds. In ad-
dition, RES Equipment is able to remanu-
facture or refurbish most mine-related
equipment with a wide selection of parts
and supplies for mine equipment mainte-
nance and operations.
RES reported that the marked increase
in exploration drilling in the area has ac-
counted for a volume increase in parts
sales of about 11 per cent since 2010. As-
suming the exploration trend continues
as forecasted, a similar increase over the
next two years is anticipated. Addition-
ally, RES is expecting major equipment
sales to be more pronounced as some of
the local early-stage mining operations
move toward production.
Producing mines are dynamic econom-
ic engines that fuel employment, business
and quality of life and RES is looking for-
ward to being here for the show! For more
information, visit http://www.resequip.
com or call 1-807-221-4670.
LaurEntIan gOLDfIELDsLaurentian Goldfields’ Van Horne Gold
Project is located eight kilometres southwest
of Dryden and is situated within the emerg-
ing Wabigoon Subprovince, an area known
to host several major gold deposits. The
property hosts multiple targets along a great-
er-than-five-kilometres-long “Gold Trend”.
Laurentian completed a 10-hole,
2,500-metre diamond drill program at
the bulk-tonnage Flambeau Zone that in-
cluded highlights of 0.73 g/t Au over 33
metres and 1.34 g/t Au over 11.6 metres.
Subsequently, Laurentian Goldfields devel-
oped a conceptual geological model for the
Flambeau Zone which envisions a prospec-
tive bulk-tonnage near surface exploration
target requiring further follow-up drilling.
In addition, the property is host to several
drill-ready high-grade gold targets. In 2012,
Laurentian completed a property-wide
campaign of detailed structural mapping
and rock sampling to better understand
the controls on mineralization and con-
strain the location and style of high-grade
gold mineralization at surface. A total of 85
channel and grab samples were collected,
highlighted by results of 80.5 g/t Au over
Rebuilt mucking machine.Rebuilt underground loader.
People are our strength and it is very important that our operation is a leader in safety and environmental performance.
Spring 2013 21
0.30 metres, 24.8 g/t Au over 0.15 metres
and 21.3 g/t Au over 0.20 metres at the Lost
League Zone, and 7.93 g/t Au over 0.20 me-
tres at the Bonanza Zone.
Prevailing weak capital markets have re-
stricted Laurentian’s ability to advance both
the bulk-tonnage and high-grade targets at
Van Horne, and accordingly the company
has begun to explore strategic partnerships
as a means to advance the property. With
Van Horne’s excellent access to infrastruc-
ture, size potential and several drill-ready
targets, all situated in an area known to host
several major gold deposits, Laurentian is
determined to source the right partner to
move the property forward. The DDC con-
tinues to support the project on behalf of
the City of Dryden.
At the heart of Dryden’s thriving and
vibrant community are over one hundred
local volunteer clubs and organizations of-
fering a wide array of recreation and leisure
opportunities for people of all ages and eth-
nicity to enjoy. We invite you to “Discover
Dryden’s” state-of-the-art recreation facili-
ties and award winning conference centre.
From two sheets of ice at the Dryden Me-
Vh targets. IMAGe COuRTeSy OF LAuReNTIAN GOLDFIeLDS.
RES Equipment Sales is a global supplier of quality products and services to all sectors of the resource industry and is a business of focus for Dryden.
109-19433 96th Ave Surrey, B.C. Canada V4N 4C4 Tel: 604-513-9930 • Fax: 604-513-9905 E-mail: conveyors@iem.ca • Web: www.iem.ca
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With over 40 years of engineering and manufacturing experience, IEM offers a complete range of bulk materials handling equipment for the mining industry.
Heavy Duty Apron Feeder
22 Ontario Mineral Exploration Review
morial Arena, brand-new state-of-the-art
baseball pavilion, the finest soccer pitches in
northwestern Ontario and first-rate cultur-
al events, our facilities are sure to impress
athletes, spectators, families as well as offer
a multitude of opportunities for entrepre-
neurs and investors from the exploration
and mining supplies to tourism industries,
and everything in between.
We challenge you to experience first-
hand all that Dryden has to offer, now and
in years to come—check out ‘Living in’, ‘In-
vest in’ and ‘Discover’ Dryden for yourself,
your family, and your business:
• Visitusonlineat:www.dryden.ca
• Inpersonat30VanHorneAve,Dryden,
Ont. P8N 2A7
• Itineraryplanningisavailableat:
www.GoNWO.ca
For more information:
Dryden Development Corporation
edo@dryden.ca
Tel: 807-223-4100
Toll free: 1-877-737-9336
https://www.facebook.com/DiscoverDryden
https://twitter.com/DiscoverDryden
http://www.youtube.com/user/DiscoverDrydenVh outcrop. IMAGe COuRTeSy OF LAuReNTIAN GOLDFIeLDS.
IMAG
e COu
RTeS
y OF
TReA
SuRy
MeT
ALS I
NC.
We challenge you to experience first-hand all that Dryden has to offer, now and in years to come.
Spring 2013 23
With 10 months of change and diversifica-
tion, including recently added general man-
ager Roy Summers, P. Eng., LMI is continu-
ing to pursue and develop new markets with
the addition of value-added services and
capabilities. “The key to our growth will be
the investment in our staff, customer satis-
faction, and a focus on what we do best for
our clients: large, heavy industrial fabrica-
tion. Our main goal over the next few years
is to ‘Make Progress’,” says Summers.
There are over 100 years of history at
LMI. The site was established in 1911 as the
Port Arthur Shipbuilding Company Ltd.
While ship repair and conversions continue
to be a mainstay, the equipment and skills
developed over its history of shipbuilding
and ship repair are easily adapted to heavy
industrial fabrication and machining.
In fact, the facilities at LMI are quite im-
pressive—a hidden gem located in Thunder
Bay. Located at the north end of Thunder
Bay’s water front is the 40-acre facility with
over 60,000 square feet of shop space. Its
fabrication shop with dual 40-ton overhead
cranes alone is 25,000 square feet and hous-
es the following equipment:
HYDRAULICPRESSBRAKE
•Capacity:750tons
•Bedlength:15’-0”
VERTICAL PLATE ROLLER
•MaximumThickness:11/2”@140”wide
HORIZONTAL PLATE ROLLER
•MaximumThickness:½”@120”wide
HYDRAULIC PLATE SHEAR
•MaximumThickness:1”@144”wide
BURNING AND WELDING
•Mildsteel,stainlesssteel,aluminum
•SMAW,FCAW,SAW(CWBcertified)
Also, there is a full complement of steel
burning and welding capabilities. While the
fabrication facility is impressive in its own
right, just to the north is the machine shop.
This is no mere “Ma-and-Pop” shop. In this
35,000-square-foot shop—with dual 15-ton
overhead cranes in the main hallway and
dual overhead 20-ton cranes in the annex
side of the machine shop—is housed some
of the largest equipment in Northern On-
tario, including:
VERTICAL BORING MILL
•Maximumdiameter:190”
•Maximumheight:90”
HORIZONTAL BORING MILL
•Maximumhorizontal:240”
•Maximumheight:96”
•Maximumwidth:60”
LMI – Thunder Bay’s hidden industrial secret
Overview of LMI facility.
24 Ontario Mineral Exploration Review
LARGE LATHE
•Maximumdiameter:80”
•Maximumlength:40’-0”
X-I SHELL LATHE
•Maximumdiameter:22’-0”
•Maximumlength:50’-0”
•Maximumcapacity:100tons
While the X-1 Shell Lathe has not oper-
ated in some time, LMI is looking to refur-
bish this important piece of equipment and
is actively seeking out project work suitable
to this massive lathe. Other services include
a CNC machining centre, CNC lathe, an
open-side planer/milling machine, and dy-
namic balancing capabilities.
With increased project work in the min-
ing and oil and gas sectors—Northern
Ontario, Manitoba and Western Canada—
significant opportunity exists for LMI’s
growth. Several initiatives are underway to
ensure sustained managed growth includ-
ing certification of LMI’s quality program
with ISO 9001, reinvestment in people and
equipment and the continued development
of the engineering services group.
“While LMI has had an ISO-compliant
quality program, we look at ISO 9001 as a
crucial component to ensuring our clients
are confident in our abilities. ISO 9001 is
an industry standard and LMI will have the
processes in place to achieve certification
in 2013,” states Devin Mason, LMI’s quality
assurance manager.
Through strategic planning, LMI has
recognized that industrial clients are look-
ing for value in their procurement process.
More often there is a need to have not only
a fabrication capability, but also an under-
standing of the process and use of the end
product.
While speaking with Morgan Ellis, LMI’s
business development manager, the need
for additional design services to supple-
ment the fabrication process becomes
obvious. “With LMI being able to offer
detailed drafting, design and engineering
services, we are looking to help supplement
our clients’ engineering capabilities by
working with them on their projects. This
could be through a contractor on a project
or directly with the facility’s engineering
and maintenance staff,” Ellis states.
Crane cab in fabrication shop being loaded out.
Gantry crane roller-house beam being machined in horizontal milling machine.
Spring 2013 25
This sentiment is echoed by Rod
Spicer, LMI’s industrial manager. Spicer
has been at the facility through thick
and thin and has been instrumental in
ensuring that LMI’s current clientele
continue to view LMI as a technically
competent, quality supplier. “While
there has been a decline in pulp and pa-
per, we have noted a dramatic increase
from the mining industry in our region.
We are moving quickly to ensure our
production capabilities are in step with
the heavy industrial mining require-
ments,” Spicer says.
“Our growth is just beginning. I was
fortunate to inherit a highly qualified,
experienced staff and workforce that are
looking forward to the challenge and
growth of our facility,” remarks Sum-
mers. “Change is not easy but it is nec-
essary for LMI to ensure our long-term
viability.”
Plasma cutting of stainless angle with metal shear in background.
We have noted a dramatic increase from the mining industry in our region. We are moving quickly to ensure our production capabilities are in step with the heavy industrial mining requirements.
Large fabrication & heavy machinery facility serving the needs of the mining, pulp and
paper and shipbuilding industries.
When you require MACHINING of LARGE EQUIPMENT, we “Custom Manufacture” to suit your needs with:
•VerticalBoringMill•HorizontalBoringMill•LargeLathe•X-IShellLathe
ADDITIONAL MACHINING SERVICES•CNCMachiningCenter,CNCLathe•OpenSidePlaner/MillingMachine•DynamicBalancing
Shopfloorareais35,000sq.ft.withtandemcraneliftsto40tons
Fax:(807)683-3607www.lakemind.caTel: (807) 683-6261
401ShipyardDriveThunderBay,ONP7B6V1
When you require FABRICATION of LARGE EQUIPMENT we “Custom Manufacture” to suit your needs with:
•HydraulicPressBrake•VerticalPlateRoller•HorizontalPlateRoller•HydraulicPlateShear•BurningandWelding•SMAW,FCAW,SAW(CWBcertified)
ADDITIONAL FABRICATION SERVICES•AngleIronRollingandPipeRolling•SawingandPunching•StressRelieving•SandBlastingandPainting
Shopfloorareais25,000sq.ft.withtandemcraneliftsto80tons-38’-0”underhook
LAKEHEAD MARINE & INDUSTRIAL INC., (LMI)
26 Ontario Mineral Exploration Review
Technical innovation is one of the corner-
stones of the ALS Group. The ALS geo-
chemistry team continues to exemplify
this value through several recent initiatives
aimed at improving service to our clients.
In the coming year, there is an expecta-
tion that clients in mineral exploration will
be focused on soil analysis and will require
lower detection limits on routine methods
to define targets for further work. Recog-
nizing this coming trend, the geochemistry
group put in place a coordinated develop-
ment plan to meet clients’ needs.
First, to improve sample preparation
turnaround time, new soil preparation sta-
tions were installed in several laboratories.
These stations are necessary to prevent
cross-contamination from higher-grade
rock samples received in the laboratory.
The gold detection limit from an ICP-MS
method designed for soils was lowered by
rapid development of a graphite block heat-
ing and shaking system, and by improved
sample introduction to the ICP-MS. The
graphite block fits disposable plastic bottles
which reduce carryover contamination be-
tween samples during digestion, and the
block shaking system is robust, providing
reliable productivity and automation on a
previously labour-intensive task. Syringe
pump systems coupled to the ICP-MS re-
duce background noise and improve preci-
sion.
Detection limits for other key elements
in soils by ICP-MS analysis were reduced by
factors of 10 to 100. The ICP-MS is operat-
ed in collision cell mode to remove spectral
interferences, and fitted with a thermally
Technical innovations in geochemistry By Brenda Caughlin, Vice-president, Technical Services – ALS Minerals, Vancouver
INTEGRATED SERVICES THAT WORK TOGETHERYour competitive advantage is our priority. That’s why SGS provides an integrated approach from exploration to closure.
Our expanded multi-labs on the east and west coasts of North America offer geochemical, metallurgical, mineralogical and environmental services in one place. Our integrated teams and expertise generate the synergistic time, logistical and safety advantages you need.
SGS IS THE WORLD’S LEADING INSPECTION, VERIFICATION, TESTING AND CERTIFICATION COMPANY
MINERALS@SGS.COMWWW.SGS.COM/MINING
ALS Geochemistry has developed a rapid, high-quality clay-size fraction separation on screened soils.
Spring 2013 27
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controlled spray-chamber utilizing online
dilution in order to significantly reduce
background signal and memory effects in
the instrument. This has the added benefit
of reducing the time required to analyse
each sample.
Finally, ALS Geochemistry has devel-
oped a rapid, high-quality clay-size frac-
tion separation on screened soils. The clay
fraction in soils may be analyzed to enhance
subtle geochemical signals, or used in other
cutting-edge exploration techniques. The
screened soil is combined with water, soni-
cated to suspend very fine particles in solu-
tion, and centrifuged in two steps to isolate
the clay fraction. The increase in signal for a
few key elements can be seen in the accom-
panying graph.
This work represents a co-ordinated
plan of service delivery through improve-
ments on existing facilities and methods,
and implementation of new technologies to
benefit our clients. And most importantly,
this work was done by a global team with
members from labs around the world.
Technical innovation is one of the cornerstones of the ALS Group.
28 Ontario Mineral Exploration Review
Every year since 2008, Deloitte partners from around the world
have come together to identify the issues that are top-of-mind
with mining leaders and consider how those leaders have man-
aged the challenges of the previous year, including what has
changed, or not, for them and for the sector. The results are pub-
lished in our annual Tracking the Trends reports.
In the past several years, mining companies have been experi-
encing rising levels of volatility, set against a backdrop of spiral-
ling costs for raw materials, labour, capital projects and compli-
ance. Some companies began postponing projects or halting con-
struction in 2012. Others are seeking out pre-emptive mergers to
secure financing and searching for more effective ways to deliver
short-term investor returns.
While long-term demand in industrializing nations for metals
and minerals is anticipated to rise, short-term dynamics are in-
terfering with current operations. Share prices, for instance, have
decoupled from underlying commodity values for many miners,
restricting access to capital on favourable terms. This is especially
difficult in an environment of declining grades—a trend that’s
pushing companies to more remote, and more costly, regions.
The challenge now is for miners to address this volatility in
the short term without compromising their ability to meet world
demand. Before companies decide where to locate and which
projects to pursue, they need to take a wider range of factors into
account—including shifting legislative and political trends, com-
munity expectations, infrastructure needs, risks associated with
corruption and fraud, talent requirements, and the availability
of key resources like energy and water. This mandates a level of
analytical capability that many companies currently lack. From
our perspective, however, the companies that thrive into the fu-
ture will be those that set a solid strategic direction and hold the
course amid shifting industry realities.
For 2013, we expect the following trends to be of particular
relevance.
1. Counting the costs: paying the price of bullish behaviour –
Costs are on the rise across the board—from equipment, raw
materials and labour to input costs, infrastructure investment
and compliance. Capital project costs are also spiraling, with
rising labour and materials prices pushing up construction
costs. To improve financial discipline, miners should pinpoint
their cost drivers, automate, use analytics to improve asset effi-
ciency, improve operating models, streamline the supply chain
and share costs with industry peers.
2. Managing demand uncertainty: conflicting market indica-
tors magnify volatility – Slowing growth in key regions of the
world, including China, is making it difficult for mining com-
panies to predict—or plan for—future demand. Some compa-
nies are responding by halting production or delaying projects.
Rather than risking an inability to meet future demand, com-
panies may want to consider applying game theory to enhance
their scenario planning, using multi-attribute decision analy-
sis (MADA) to better quantify project benefits and improving
decision-making with more sophisticated analytics.
3. Capital project deceleration: quality trumps quantity in the
project pipeline – Capital project overruns are escalating due
to a range of both external and internal pressures. In response,
companies should take steps to narrow their focus to those
projects capable of delivering a demonstrable return on capi-
tal. Options for making more disciplined investment decisions
include more careful capital allocation, improved capital ef-
ficiency, project rationalization, customer use research, data
analytics, project delivery quality assurance and good gover-
nance.
4. Preparing for the M&A storm: market indicators point to
rising deal volumes – Both debt and equity capital remains
tight. To attract capital, some companies have begun to pursue
proactive and “rescue M&A” by attempting to enter deals pre-
emptively with partners of their choice. As deal volumes rise
through 2013, miners can improve their odds of transactional
success by knowing their partners, engaging in more compre-
hensive due diligence and planning for the integration in ad-
vance.
5. Governments eye the mining prize: resource nationalism
remains – Governments around the world are exercising nu-
merous forms of resource nationalism, from mining industry
privatization and expropriation to the introduction of wind-
Deloitte’s Tracking the Trends 2013The top 10 issues mining companies may face in the coming year
By Leigh Derksen, Deloitte
Spring 2013 29
fall taxes, resource taxes and export controls. To help coun-
ter this political instability, mining companies should work
to strengthen relationships with national governments, band
together to improve their negotiation strength, diversify their
commodity mix and geographic areas of focus, and demon-
strate the industry’s value to local governments and citizens.
6. Combating corruption: miners are being held to higher stan-
dards – To counter the risks posed by corruption, mining
companies have begun to adopt global transparency standards.
Heightened regulatory scrutiny will mandate even more re-
sponsible practices—for companies as well as their suppliers
and service providers. This will require the adoption of strong
corporate practices, such as third-party relationship manage-
ment, internal compliance programs and investigation readi-
ness.
7. Climbing the social ladder: a new level of responsible behav-
iour – Corporate-social responsibility involves understanding
shifting community and government expectations, addressing
the demands of NGOs and relevant stakeholder groups, and
committing to a higher level of transparency and operational
sustainability. To meet these expectations, leading companies
are embedding sustainability into their internal processes,
engaging in micro-economic analysis, earning project buy-in
with more intimate community engagement, adopting social
media strategies and using data analytics to get early warning
of emerging risks.
8. Plugging the talent gap: skills shortages still loom – Loom-
ing skills shortages threaten the mining industry’s long-term
productivity. Companies have responded by sponsoring uni-
versity programs, recruiting from non-traditional labour pools
and engaging in workforce planning. Other solutions include
strengthening the owner’s team, cross-training, training—and
retaining—local talent, confirming their approach to work/life
balance and exploring labour-driven acquisitions.
9. Playing it safe: using analytics to generate insights and im-
prove safety outcomes – Many mining companies have seen
their safety performance plateau and some continue to experi-
ence serious safety incidents and fatalities. To improve safe-
ty outcomes, companies need to understand the factors that
cause safety incidents. Other strategies include integrating new
technologies into existing processes, improving preventative
maintenance and using predictive modeling to identify at-risk
segments and improve the structure of safety programs.
10. At the IT edge: getting the most out of emerging—and ex-
isting—technologies – Mining companies are increasing their
technology investments. Yet many fail to leverage back-end
technologies, such as data analytics. Many also fail to properly
integrate disparate technology platforms following a merger
or acquisition. To improve operations while reducing costs,
mining companies should revisit their IT strategies to consider
investing in programmable logic controllers (PLCs), supervi-
sory control and data acquisition (SCADA) systems, remote
operations, manufacturing execution systems (MES), business
intelligence systems, data analytics and advanced manufactur-
ing systems.
sEt an unwavErIng COursE
Despite all of these pressures, companies that succeed over the
long haul will have understood the need to maintain corporate
resolve. Mining companies are known for taking a long-term
view of the market. Rather than revising corporate strategy, how-
ever, it is time for executives and boards to hang tough in the face
of shifting industry dynamics.
This longer-term view reveals the imperative for more concrete
industry collaboration. The endemic issues facing the mining
sector cannot be resolved by companies working in silos. By shar-
ing water management, electricity generation and infrastructure
building, companies gain the ability to share costs and risk, while
benefiting local communities in the process.
The key is to determine where to focus during volatile times
because, regardless of the route, the companies that thrive into
the future will be those that set a solid strategic direction and
hold the course amid shifting industry dynamics.
For more information, please read the full report at
www.deloitte.com/ca/mining-trends.
Leigh Derksen is a partner in Deloitte Canada’s Assurance & Advisory
practice and the leader of its mining sector group for the Prairies. He can
be reached at lderksen@deloitte.ca.
30 Ontario Mineral Exploration Review
The booming mining industry has cre-
ated a great demand on Canadian min-
ing resources, such as skill trades, tires,
and machinery components. In fact, some
critical powertrain components and parts
are quickly becoming very difficult to find.
Mining companies know that they can’t
afford long waits for critical parts. This is
why Bull Powertrain has made it its mis-
sion to fulfil the growing need for “in-
stock” parts and components in the off-
highway powertrain market, especially in
the mining industry.
“To service our customers best in the
powertrain industry”—this simple strat-
egy has been at the heart of Bull Pow-
ertrain’s operation since its founding in
1977. Over the last 35 years, Bull Pow-
ertrain has held itself to a higher standard
in the powertrain industry to make sure
customers get the best service, best prod-
ucts, and best support. The staff at Bull has
built a vast knowledge base in the industry,
keeping up with the advances in technolo-
gies and changes within the industry.
In the early years, Bull was comprised
of a very small but dedicated team of five
people who worked by this strategy. Today,
the company has grown to now comprise
25 individuals who have kept the same
hard work and dedication as their prede-
cessors—and the same value is placed on
service to the customer. In fact, this proves
to be one of the greatest assets of the com-
pany, an understanding of the customer’s
needs. Specializing in off-highway pow-
ertrain components, Bull has created a
reputation of excellent service, dedication
to their customers and expert knowledge
of powertrain assemblies. The company
understands that downtime needs to mini-
mal, and so it strives to provide the best
repair service, quality work and quick
turnaround.
Bull is based in Sudbury, Ontario; this
has given it the opportunity to specialize
even further by supplying powertrain com-
ponents and parts to the booming mining
industry. At the beginning, the company
simply provided service to the local min-
ing sector, and now has gathered a network
of customers who span the globe. Shipping
internationally on a daily basis, distance is
not a problem for Bull.
Bull’s focus in mining has enabled staff
to intimately learn the mining process,
equipment machines, people and business.
If you want a knowledgeable, understand-
ing supplier for the powertrain compo-
nents in your mining fleet, look no further
than Bull Powertrain. The knowledgeable
staff has experience working on all pow-
ertrain for mining equipment, enabling
them to help with parts identification, and
to help troubleshoot problems with your
powertrain system.
Bull Powertrain supports many product
lines, but the core of its business is based
in the Dana/Spicer/Hurth/Clark, Axletech/
Rockwell, andKesslerproducts.Bull sup-
plies both new and rebuilt components
and parts. Whether it’s a torque convert-
er, transmission, axle, or other associated
parts, Bull will rebuild, repair, or supply
parts according to your powertrain needs.
Bull’s component exchange program
helps to minimize downtime and maxi-
mize profits by offering same-day shipping
on over 300 new, rebuilt and tested com-
ponents stocked within the building. Need
a component repaired? Bull offers same-
day repair return service on most compo-
nents; a part goes on a mechanic’s bench at
8:00 a.m., and is out the shipping door at
5 p.m. that day.
Bull has one the largest OEM parts and
component inventories in the world and
Ride the powertrainMinimize downtime and maximize profit with Bull Powertrain
We are now proud to announce our new genuine Driveline Division. With our new driveline manufacturing facility on site
we can supply all your genuine driveline needs.
WWW.BULLIND.COM
Attention!
Now, with the addition of the Driveline product line, Bull Powertrain is proud to provide a one stop shop for all your genuine Off-Highway Powertrain needs.
(705) 560-BULL (2855)Toll Free: 1-800-461-5959
1510 Fairburn St.Sudbury, ON
New and RebuiltGenuine Components
Genuine Partsand Part Kits
Genuine DrivelinesFlanges and Hanger Bearings
32 Ontario Mineral Exploration Review
with our high availability and same-day
shipping, we can ensure our customers’
productivity will be down for the mini-
mum amount of time. The OEM products
we carry and support, in addition to the
previously mentioned lines, include Aus-
co, Superior Upbox, New Holland, New
Process and Timberjack. With 300+ built
components in-stock, they are ready to
ship at a moment’s notice.
Bull’s facilities have also grown, expand-
ing a few years ago to a 25,000-square-
Spring 2013 33
APPRAISALS | SURPLUS EQUIPMENT SALES MINE LIQUIDATIONS | PROCUREMENT SERVICES
A proud member and past director of C.A.M.E.S.E. - Canadian Association of Mining Equipment and Services for Export
- APPRAISALS – Mackwood has travelled the World completing appraisals of Mining Company assets, relating to Crushing and Mill Processing as well as Surface
Open Pit, Track and Trackless Underground Mine Operations.
- SURPLUS MINE EQUIPMENT SALES – If you have Equipment on your property, that is Surplus to your needs, The Mackwood Group has assembled one of the largest client data bases
within the Worlds Mining Industry. Through our direct marketing and sales campaigns, we promote your Surplus Equipment specifically to the Mines and Mine Contractor decision makers, and are able to make an immediate impact on your Investment Recovery Program, due to our ability to
find buyers that are prepared to pay the dollar values you are most intent on receiving.
- COMPLETE MINE LIQUIDATIONS – The Mackwood Group has conducted numerous Complete Mine Liquidations and maintains an impressive list of client references, and is currently
Managing a number of these projects at this time. These projects included complete Mining Equipment Fleets, Hoisting Facilities and complete Mill Crushing, Grinding and Processing Plants of various sizes and operating characteristics. If you are in need of any type of equipment,
please do not hesitate to contact us for quotations.
- PROCUREMENT SERVICES – The Mackwood Group is able to tap into our World Wide Network of Mine Contacts and Equipment Dealers,
to locate any kind of equipment you may require.
MICHAEL P. MACKWOODPRESIDENT
9 Perini Road | Elliot Lake, OntarioP5A 2T1 | Canada
Tel: (705)848-4296 | Cell: (705)849-3249Fax: (705)848-7948
mike@themackwoodgroup.com
http://www.themackwoodgroup.com
Please do not hesitate to contact us if you are in need of equipment, or if you are interested to sell yourSurplus Equipment or liquidate your Mine Site.
foot building with a brand-new shop
designed with ergonomics and safety in
mind to ensure the team can work in the
best possible manner. Bull has also in-
stalled all the most up-to-date working
tools to ensure maximum performance
can be achieved. This was done with the
customer in mind, speeding up the pro-
cessing time in the shop in order to get
the components to the customer sooner,
minimizing downtime.
This year Bull has reached another mile-
stone in its history, and has expanded its
services again to better serve its customers.
Bull carries components to manufacture
or rebuild all driveshafts, from small PTO
shafts to the larger industrial mining, for-
estry and highway applications. Sizes range
from 1000 series to 1810 and SPL highway
series, and from 4C to 10C and GWB 2000
series for off-highway applications. All
components are genuine original manu-
facturer quality (Dana/Spicer, Rockford,
GWB) and are assembled with new equip-
ment utilizing the latest technologies. The
driveline technician has over 20 years of
experience and will help solve any drive-
line problems that you might have. We
stock the most popular numbers and can
manufacture to your specifications when
required. This new aspect of the company
is now operational and all driveline appli-
cations can be supplied. Bull Powertrain
is confident that they will be able to meet
any customer’s driveline needs.
34 Ontario Mineral Exploration Review
The Temiskaming Native Women’s Sup-
port Group (TNWSG), located in Kirk-
land Lake, Ontario, will begin an exciting
two-year mine training initiative. The
organization will be delivering Mining
Essentials, a work-readiness training pro-
gram for Aboriginal peoples, co-owned
by the Mining Industry Human Resourc-
es Council (MiHR) and the Assembly of
First Nations (AFN). The program was
launched in 2011 following an initial pi-
loting phase and is typically delivered in
12 weeks. Mining Essentials was devel-
oped to increase participation rates of
Aboriginal peoples in mining by enhanc-
ing the preparedness of the local work-
force, and, in turn, leading to increased
community economic development and
achieving a better balance between sup-
ply and demand of labour to support the
mining industry.
The TNWSG will be delivering three
Mining Essentials intakes of 16 Aboriginal
women starting in April 2013. The orga-
nization has strong partnerships with six
mining companies (Kirkland Lake Gold
Inc., Dumas, Armistice Resources Corp.,
AuRico Gold Young Davidson, GoldCorp
Porcupine Gold Mines and Queenston
Mining Inc.). These companies have com-
mitted to actively participate in the pro-
gram by providing guest speakers, mine
tours, mine-site visits, on-the-job train-
ing and job offers to the graduates.
Mining Essentials teaches industry-val-
idated essential, non-technical skills and
knowledge the mining industry requires
for an individual to be considered for an
entry-level position. By incorporating
both industry knowledge and traditional
cultural teachings for a unique learning
experience, the program provides learn-
ers with the opportunity to develop the
essential and work-readiness skills need-
ed to gain employment in one of Canada’s
highest-paying industrial sectors.
Mining Essentials continues to be im-
plemented in various communities across
Canada, thanks to partnerships between
industry, community and education.
To date, 93 learners have enrolled in the
program, with 75 per cent graduating. Of
those graduates, 50 per cent have already
found work in the mining industry or are
pursuing further training or education.
MInIng EssEntIaLs traInIng sItEs In OntarIO
The Mining Essentials implementation
at the TNWSG in Kirkland Lake is the
program’s first suite of women-only co-
horts, with close to 50 women enrolling.
At another current implementation in
Gull Bay, Ontario, Anishinabek Employ-
ment and Training Services (AETS) will
give a group of learners a truly authen-
tic experience of working at a mine site;
learners will alternate one week of learn-
ing on-site with one week off-site (re-
turning home). This delivery of Mining
Essentials was made possible by the part-
nerships between AETS, North American
Palladium - Lac des Iles Mine and Con-
federation College.
In addition, Oshki-Pimache-O-Win
Education & Training Institute began
the Webequie Skills Training Project by
delivering the Mining Essentials Program
on January 28th, 2013 in Webequie, On-
tario, in partnership with Cambrian Col-
lege and Cliffs Natural Resources. Sixteen
members of Webequie First Nation will
take the training in the community, in
both a classroom setting and in the Cam-
brian College’s Mobile Trades Training
trailer. Bringing training to the commu-
nity in collaboration with multi-partners
that include the MiHR’s Mining Essentials
Program is an innovative workforce de-
velopment approach for the Ring of Fire
area. The Webequie Skills Training Proj-
ect received financial support from the
Ontario Ministry of Aboriginal Affairs.
At the end of 2012, nine learners com-
pleted the 14-week training program in
Timmins, Ontario. Learners were given
the opportunity to do a one-week place-
ment at Detour Gold, job-shadowing
with a given worker for two different jobs
of their choice. They were also able to take
an underground tour at Gold Corp. The
involvement of Northern College, Detour
Gold and the Wabun Tribal Council made
Increasing Aboriginal engagement in mining through collaborative pre-employment trainingClose to 50 Aboriginal women poised to prepare for mining careers in Northern Ontario By Lindsay Forcellini, Marketing and Communications Specialist – Mining Industry Human Resources Council (MiHR)
Spring 2013 35
this delivery a success and enabled the
graduates to pursue a career in mining.
aDDrEssIng thE hr ChaLLEngEMining Essentials is one key part of an
industry strategy in addressing the skills
shortage in mining. According to MiHR’s
latest report, Canadian Mining Industry
Employment and Hiring Forecasts 2012,
one-third of the mining workforce will be
eligible to retire within five years, creating
a need for 140,000 new workers by 2022.
As one of the fastest-growing segments
of the Canadian population and with
Aboriginal communities located within
close proximity to many mine sites and
operations, Aboriginal peoples are a large
potential pool of talent for the mining in-
dustry and play an important role in miti-
gating this human resources challenge.
As the national council for the Cana-
dian mining and exploration industry,
MiHR has mobilized employers, educa-
tors and Aboriginal groups to work more
collaboratively and to enhance partner-
ships. In 2006, Statistics Canada reported
seven per cent of the mining workforce
self-identified as being of Aboriginal
descent, nearly double the rate for the
overall labour force. While the mining in-
dustry outperforms the rest of Canada’s
economy in the employment of Aborigi-
nal peoples, a great deal of potential re-
mains for further improvements in this
area and MiHR is committed to facilitat-
ing connections between Aboriginal orga-
nizations, education and the mining sec-
tor in support of this continued effort to
increase Aboriginal inclusion in mining.
MiHR has many resources that can as-
sist industry in the attraction, inclusion
and training of Aboriginal peoples. These
resources can be accessed at www.aborigi-
nalmining.ca and www.mihr.ca.
The Mining Essentials Program is
always looking for additional qualified
training sites. If you are interested in
delivering the program, please contact
Pascale: plarouche@mihr.ca.
A group of Mining Essentials learners at the Oshki-Pimache-O-Win education & Training Institute in Webequie, ON. Photo courtesy of the Oshki-Pimache-O-Win education & Training Institute.
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38 Ontario Mineral Exploration Review
The past two decades have seen increasing
worldwide interest in sustainable devel-
opment. It has attracted increased atten-
tion from the non-renewable resources
sector, including fossil fuels and minerals.
And mining jurisdictions are now much
more sensitive to the need to achieve a
balance between environmental protec-
tion, economic development and social
well-being.
However, the quest for balance between
environmental protection and wealth cre-
ation is not new. It has been around for
long time, but awareness among pub-
lic, mass media, governments, industry
politicians and developmental agencies
was heightened by the publication of
Our Common Future (also known as the
Brundtland Report), which outlined a
path for global sustainable development
and served a key role in bringing sustain-
ability into the public’s view. It led peo-
ple to recognize that many of our issues
and challenges are interrelated, and that
fundamental shifts are required on many
fronts. That cooperation among many en-
tities is vital to achieve sustainable devel-
opment goals.
This article begins with the definition
of sustainable development, then shows
how it can be achieved in the minerals
resource development. It highlights some
reasons for the lack of progress to date;
why cooperation is key, and how it can be
achieved. It then explores how sustainable
development affords an opportunity for
Ontario to gain a competitive advantage
through “A Framework for Action”.
sustaInabLE DEvELOpMEnt DEfInItIOn
The most frequently cited definition
of the concept comes from the Brundt-
land Report, which defined sustainable
development as meeting the needs of the
present without compromising the ability
of future generations to meet their own
needs. The three pillars of sustainable de-
velopment are economic growth; environ-
mental protection; and social equity. A key
message from Bruntland is that economic
development, reduction of poverty and
conservation of resources are essential to
protecting the environment.
sustaInabLE DEvELOpMEnt anD MInEraLs rEsOurCE DEvELOpMEnt
Based on these assertions, the achieve-
ment of sustainable development goals in
the mining and mineral sector requires: an
equitable distribution of economic profits
and social development (e.g., income, em-
ployment, training, infrastructure devel-
opment—not the greatest benefits for the
few at the expense of others); a net posi-
tive environmental legacy (e.g., parks, wet-
lands, fertile farmland, enhanced biodi-
versity and the removal of contaminants);
and the conservation and enhancement of
the resource base (produce more with less,
minimize rates of depletion and degrada-
tion beyond reasonable recovery, and the
development of substitutes).
Over the past decade, sustainable devel-
opment has gained significant importance
and has become a major concept driving
reform in legislation and regulation. Min-
ing companies have introduced corporate-
social responsibility, as have development
agencies such as the World Bank, the In-
ternational Council on Mining and Met-
als (ICMM), the World Economic Forum
(WMF), the Organization for Economic
Co-operation and Development (OECD),
industry associations and think-tanks in
Canada and elsewhere. These organiza-
tions have collectively developed resource
material, organized forums and workshops
that provide platform to engage diverse
stakeholders to debate and discuss issues,
impediments, possibilities and present
policy options. And educational institu-
tions have developed in-depth course ma-
terial on sustainability. This work to date
has resulted in greater public awareness as
well as expectations for equitable resource
distribution, environmental sustainability
and economic and social well-being, espe-
cially of the resource dependent commu-
nities affected by mineral resource devel-
opment.
sustaInabLE DEvELOpMEnt—MakIng prOgrEss, but nOt EnOugh!
Despite these efforts, progress in advanc-
ing sustainable development goals has been
slow and some view it as disappointing,
especially with the equal distribution of
resources. More assertive communities are
seeking their fair share and community pro-
tests are not confined to developing coun-
tries, but are also taking place in developed
Ontario’s opportunity: Achieving sustainable development in minerals resource development
Over the past decade, sustainable development has gained significant importance and has become a major concept driving reform in legislation and regulation.
By Indira Singh
Spring 2013 39
countries such as Australia, Canada, Finland
and the U.S. Labour disputes and unrest,
and illegal strikes, are on the rise worldwide.
Inadequate mining, community, social and
living conditions increasingly attract at-
tention; the adverse impact on broader
communities (including displacement and
relocation), the environment, wildlife, and
crops, these issues have yet to be effectively
addressed.
The lack of progress can be attributed to
a number of factors: it is a complex under-
taking with multifaceted issues and chal-
lenges, inadequate governance structures
and approaches, competing and differing
perspectives and interests, an integration of
the economy and the environment, histori-
cal legacy issues, inequitable distribution
of mineral resource benefits and environ-
mental damage. It requires ongoing and
enduring public-private partnerships and
collaboration within and between many
sectors. Success with sustainable develop-
ment will require new governance methods
and collaborative public engagement pro-
cesses; changes in attitudes and behaviours;
and a willingness to address historical leg-
acy and environmental damage issues, the
deployment of breakthrough technologies,
and above all, cooperation and collaboration
among all major entities for a shared vision
and commitment to sustainable develop-
ment goals in a sustained manner until sus-
tainability is embraced and integrated.
sutaInabLE DEvELOpMEnt Is hErE tO stay
Evidence and global trends suggest that
sustainable development is here to stay.
Using resources efficiently from extraction
to disposal is no longer seen as a matter of
separate local, provincial, national deci-
sion-making; it is increasingly becoming a
matter of global importance. Issues such as
the current accelerating rate of consump-
tion; resource extraction and processing
effects on future land use and water qual-
ity; resource nationalism; resource deple-
tion, water scarcity and climate change; the
growing disparity between the developed
and developing countries and the increas-
ing economic divides within both; and ris-
ing public expectations will keep sustain-
able development agenda on the forefront
of the public debate.
sustaInabLE DEvELOpMEnt as a busInEss IMpEratIvE
When Brudtland was first released, the
business community saw environmental
protection requirements as an “unproduc-
tive” investment that would result in the
loss of market share to foreign competitors.
But Michael Porter of the Harvard Business
School, in his report on the state of the Ca-
nadian economy, pointed out that “Strict
environmental regulations do not under-
mine competitive advantage against foreign
rivals; indeed, to the extent that they antici-
pate international trends, they can enhance
it . . . . . the result, in many cases, is a process
that is not only cleaner but that lowers costs
or improves quality.”
Porter went on to note that strict regu-
lation of particular industrial sectors in
Germany and Scandinavian countries has
resulted in technological leadership in those
sectors, and that if anything, Canadian en-
vironmental standards have been too weak:
they “have not been anticipatory in a way
that could have pushed Canadian com-
panies more forcefully toward innovative
processes and strategies”. An example close
to home comes from Sudbury, in the mid-
1980s, in response to the Ontario govern-
ment’s new regulation in to reduce dioxide
emissions; Inco (now Vale) invested $500
million into a program to cut emissions of
sulphur dioxide.
Canada’s Opportunity: Adopting Life Cy-
cle Approaches for Sustainable Development,
a recently released report, sets out the risks
faced by Canadian companies that are “un-
prepared” for or “unable” to comply with
existing or anticipated foreign government
regulations that require product life-cycle
disclosure. It also identifies opportunities
for Canadian companies that adopt a “Life
Cycle Approach” to achieve better supply-
chain performance, internal operational
efficiencies, and increased institutional ca-
pacity to enhance innovation and support
environmental stewardship.
sustaInabLE DEvELOpMEnt thrOugh COLLabOratIOn anD COOpEratIOn
To make progress with the three elements
of sustainable development described
above, institutional cooperation among key
entities such as governments, the mineral
industry and its associated organizations,
and academic and educational institutions
is required, where institutional cooperation
is defined as the ability of organizations
to work cooperatively and collaboratively.
Institutional cooperation is crucial for the
simple reason that it is beyond the sphere of
authority, capacity or control of any one en-
tity; neither the government, nor the private
sector, alone, can achieve goals relating to sus-
tainable development.
Mining is a complex and interdepen-
The author, Indira Singh, at a Regional Roundtable in Thunder Bay.
Evidence and global trends suggest that sustainable development is here to stay.
40 Ontario Mineral Exploration Review
dent web of businesses and organizations.
The schematic diagrams of Ontario’s Min-
eral Industry Cluster and the Linkages
show mining complexity, scope and inter-
dependencies of players (Singh and Evans,
2009). Institutional cooperation requires
all major entities to work together col-
laboratively. There is one approach, com-
monly referred to as “the cluster approach”,
which has been used worldwide and has
been shown to facilitate and promote col-
laboration and cooperation.
The cluster approach is an inclusive and
integrated approach to creating sustain-
able economic development. It requires
all key entities/players (e.g., such as gov-
ernment, private-sector organizations, re-
search and educational institutions, NGOs,
labour and business associations) to work
together(KetelsandMemedovic,2008).It
breaks down “silos”, brings together part-
ners and stakeholders who otherwise will
not come together, and provides collab-
orative platform for constructive dialogue.
Working in a cluster environment provides
business leaders with access to government
officials, enabling them to influence poli-
cies and programs that affect their sectors
and industries. It provides government of-
ficials access to top business leaders to pro-
actively seek and receive their advice and
input on major policies. It provides indus-
try leaders with access to researchers and
academics to convey their requirement for
applied research. It provides suppliers with
access to major mining companies to un-
derstand their requirements for products
and services. And it enables business as-
sociations to influence major public policy
directions.
The cluster approach promotes a para-
digm shift from “control to engagement”
and from “conflict to consultation”. It
requires a shift from “looking after our
patch” to a “broader view of responsibil-
ity”. In clusters, the sum is greater than its
parts. Governments use their “Power of
Convocation” to bring together the players
mentioned above to engage them and cre-
ate a sense of urgency. Usually the govern-
ment act as “broker”, a “facilitator”, and as
a “conveyor”.
The cluster approach helps parties to
express their interests and concerns in a
constructive and proactive way and iden-
tify areas of mutual benefits. The idea is to
contribute to the prevention or resolution
of conflicts and ultimately, to the econom-
ics and social development of a region in
a responsible environmentally manner.
Some 30 countries have deployed a clus-
ter approach. Successful examples show a
direct correlation between clusters and in-
novation. But innovation does not happen
in isolation. For example, any new break-
through in technologies or new products
from concept/idea to market now typically
requires several organizations working
together. The days of vertically integrated
solutions developed solely within an orga-
nization are fast receding.
OntarIO’s suCCEss wIth COLLabOratIOn
The Ontario mining industry, beyond its
strengths, also had and continues to have
enduring issues with access to land, land
tenure and Aboriginal rights, distribution
of resource benefits and so on. The Govern-
ment of Ontario’s first efforts to bring to-
gether stakeholders at a forum in Toronto
took place in February 2003. The Forum
was sponsored by the Ontario Ministry of
Northern Development and Mines and at-
tracted approximately 80 participants di-
rectly and/or indirectly involved with the
mining industry, from presidents of large
and small mining companies to northern
Ontario mayors, college presidents and
prospectors. The forum created great deal
of energy, enthusiasm and optimism among
all stakeholders. It was called “an historic
event” in the history of mining, where for
the first time in living memory, all of the key
stakeholders came together.
In 2004, the Ontario Government cre-
ated the Ontario Mineral Industry Cluster
Council (OMICC). It was mandated to
foster a sustainable and rising standard of
living from Ontario’s rich mineral endow-
ment. Council membership was drawn
from key sectors, including: exploration,
major mine operators, service and sup-
ply sectors, R&D institutions, educational
institutions and industry associations,
labour, First Nations and environmental
groups.
OMICC’s notable achievements in-
cluded the establishment of the Centre for
Excellence for Mining Innovation (CEMI).
It sponsored a number of forums and de-
veloped of a number of tools and products
which raised the profile of mining and im-
proved its public perception. The Council
was an early advocate of resource benefit
sharing with First Nations communities,
a long-standing issue. More importantly,
a broader and wider view of the mining
and mineral development was promoted
through the cluster lens.
sustaInabLE DEvELOpMEnt as OntarIO’s OppOrtunIty
Ontario has it what it takes to be a
model mining jurisdiction to advance a
sustainable development agenda in the
21st century. It has the international stat-
ure to advance sustainable development
goals and secure a position of promi-
nence. Ontario is a leading mining ju-
risdiction in a number of ways—its size
in terms of its population, land mass,
GNP and GDP is larger than a number
of western countries. Ontario is home to
many leading mining companies. It has
a critical mass of R&D and educational
institutions, a strong supplier base of
mining-related products and services,
including environmental technologies
and pro-economic development First
Nation’s communities. Ontario’s mining
companies have operations all around
the world. The mineral industry is mod-
ern, technologically advanced and has
In 2004, the Ontario Government created the Ontario Mineral Industry Cluster Council (OMICC). It was mandated to foster a sustainable and rising standard of living from Ontario’s rich mineral endowment.
Spring 2013 41
introduced a number of mining innova-
tions (Ontario Mineral Industry Cluster
Council, Ontario Mineral Industry Clus-
ter: An Economic Powerhouse, 2006).
Numerous examples of cooperative ef-
forts between the industry and govern-
ment, industry and the R&D institutes;
industry and labour; First Nation com-
munities and the industry can be found
in Ontario.
Environmental stewardship is taken
seriously by all involved; the government,
the mining industry and the industry as-
sociation recognises that in addition to
environmental responsibility, there is
also social and economic responsibility.
The mineral industry is a leading in-
dustry in achieving efficiency and pro-
ductivity gains. A number of mining
companies have implemented corpo-
rate-social responsibility. The industry
has made significant strides in improve-
ments in health and safety and environ-
mental rehabilitation. The Rehabilitated
Mines Calendar provides a striking
pictorial testimony of rehabilitation of
mined lands, environmental steward-
ship by mining companies, government
regulations, and use of best practises and
technologies.
But Ontario faces the same challenges
as other mining jurisdictions, perhaps in
a lesser degree. Each year billions of dol-
lars are lost due to conflicts, legal law-
suit action, blockades resulting in can-
cellation, delayed and deferred mining
projects. Some of the mining-dependent
communities live in poverty way below
national average and lots more needs to
be done to rehabilitate damage caused by
past practise.
sustaInabLE DEvELOpMEnt In OntarIO thrOugh thE COLLabOratIvE prOCEss “No single blueprint for sustainability will
be found, as economic and social systems
and ecological conditions differ widely
across the globe. Each nation will have to
work out its own concrete policy implica-
tions”. (United Nations, 1987, p.11)
There appears to be a consensus about
the need for collaboration among vari-
ous stakeholders. The Danish Institute
for International Studies sponsored re-
port talks to the need to involve “…all
stakeholders (companies, host country
governments, donors and NGOs) to fos-
ter economic development in a just and
Left to right: Luz Gutierrez, Indira Singh and Susana yepes Bernal. Singh was one of the key speakers in the plenary session at the 2012 Colombia Generia conference, of which one of the sponsors was CNN.
Ontario is a leading mining jurisdiction in a number of ways—its size in terms of its population, land mass, GNP and GDP is larger than a number of western countries.
42 Ontario Mineral Exploration Review
sustainable manner” (Bourgouin, 2011). The World Economic
Forum describes the need to establish “collaborative processes
for stakeholder engagement” (World Economic Forum, 2011).
In a recent discussion, the panel of experts of the Guardian Re-
sponsible Business discussed the issues and impacts around respon-
sible mining and noted that “governance weaknesses are a challenge”
and “efforts where government, industry, development partners
and civil society stakeholders come together to work towards im-
proving public-sector capacity will be the most effective”. (Guardian
Responsible Business, 2013). Yet there is a scarcity of tested models
and frameworks which have been successfully used in a sustained
manner to bring all stakeholders together to achieve sustainable de-
velopment objectives.
It is a strategic imperative that government and private-sector
leaders and other entities work together to advance the objectives
of the sustainable development that will result in mineral resources
being explored, developed and used in a manner that supports the
distribution of wealth close to the resource areas, protects the envi-
ronment and promotes positive values (social equity, social justice
and democracy), and recognizes and builds upon the best in its cul-
ture and history.
Ontario’s success in achieving sustainable development goals will
depend on factors such as its ability to engage all stakeholders proac-
tively; secure and sustain their active participation and commitment
to sustainability; and its mining companies’ abilities to anticipate
global needs and develop breakthrough technologies and products
required to support sustainable development.
Within this context, it is proposed that Ontario establishes a
multi-stakeholder collaborative council with membership from all
sectors with a mandate to advance sustainable development agen-
da in Ontario’s minerals resource sector. It is a strategic imperative
which makes good business sense for Ontario to advance sustainable
goals. Such a council will need to develop a broad vision, and have
a strong mandate to develop an action-oriented agenda. It will ob-
viously need resources, but must also have clear responsibility and
accountability measures. Having Council with representative from
key sectors will convey a strong message that Ontario takes sustain-
able development seriously and purse it through co-operation and
collaboration.
Ontario can pride itself as being one the very first mining juris-
dictions to advance sustainable development as part of its social and
economic agenda. But our previous efforts have only lasted while the
sponsoring participants remained in place. The trick appears to be to
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Ontario can pride itself as being one the very first mining jurisdictions to advance sustainable development as part of its social and economic agenda.
Spring 2013 43
mandate the development of capacity and momentum beyond the in-
terests of the initial sponsors. Other communities have achieved this,
the mineral and mining community needs to explore it.
It is time we addressed that “missing link”.
rEfErEnCEs:Brundtland Commission, 2012 – The Regeneration Roadmap. Online:
http://theregenerationroadmap.com/wp-content/uploads/2012/02/
Bringing_Rio_Closer_Brundtland_Commission.pdf
Ernst & Young Annual Report, 2012. Business Risks Facing Mining &
Metals, 2012 – 2013.
France Bourgouin, 2011. Mining for Sustainable Development: A
Missed Opportunity, Danish Institute for International Studies DIIS)
Policy Brief. Page 1. Online: http://www.diis.dk/graphics/Publica-
tions/Policybriefs%202011/France%20Bourgouin%20pol%20
brief%20small.pdf
Guardian Responsible Business, 2013. “Responsible mining: can it
work?” Ideas and Insights for Progressive Business Leaders. Online:
http://www.guardian.co.uk/sustainable-business
International Council for Mining and Minerals (ICMM), 2012. The
Role of Mining in National Economies. Online: http://www.icmm.
com/document/4440
International Mining and Metals Council, 2013. Sustainable Devel-
opment Sessions at Investing in African Mining Indaba. Online:
http://www.miningindaba.com
KetelsCandMemodovicO,2008.“FromClusters toClusterBased
Economic Development”. International Journal of Technological
Learning, Innovation and Development. Vol.1, Number 3, pages 375-
392. http://www.inderscience.com/info/inarticle.php?artid=19979
Mills P, 2003. “Mining Cluster Forum, A First”. Northern Ontario Busi-
ness. Vol 25, No 5, March, 2003.
National Round table on the Environment and the Economy. Can-
ada’s Opportunity: Adopting Life Cycle Approaches for Sustainable
Development. Online: http://nrtee-trnee.ca/canadas-opportunity
Ontario Mineral Industry Cluster Council, 2006. Ontario’s
Mineral Industry Cluster. Online: https://docs.google.com/
file/d/0BxGW5Vpn-P5_ajE5TVNWalpVOEU/edit
Ontario Mineral Industry Cluster Council, 2011. Rehabilitated
Mines Calendar. https://docs.google.com/file/d/0BxGW5Vpn-P5_
YVg0am1fTC1MOU0/edit
Schrecker, T., 1993. “Sustainable Development: Getting There from
Here”. A handbook for Union Environment Committees and Joint
Labour-Management Environment Committees.
Singh I and Evans J, 2009b. “Natural Resource-Based Sustainable De-
velopment Using a Cluster Approach”. Mining, Society and a Sus-
tainable World. Springer, page 189.
United Nations, 1987. “Our Common Future, Towards Sustainable
Development”. Report of the World Commission on Environment and
Development. Chapter 2, page 41.
World Economic Forum, 2011. “Responsible Mineral Development
Initiative: A Framework for Advancing Responsible Mineral Devel-
opment”. World Economic Forum, with the Boston Consulting Group.
Chapter 3. Online: http://www3.weforum.org/docs/WEF_MM_
Report_2011.pdf
Singh I and Evans J, 2009b. “Natural Resource-Based Sustainable De-
velopment Using a Cluster Approach”. Mining, Society and a Sus-
tainable World. Springer, page 189.
United Nations, 1987. “Our Common Future, Towards Sustainable
Development”. Report of the World Commission on Environment and
Development. Chapter 2, page 41.
World Economic Forum, 2011. “Responsible Mineral Development
Initiative: A Framework for Advancing Responsible Mineral Devel-
opment”. World Economic Forum, with the Boston Consulting Group.
Chapter 3. Online: http://www3.weforum.org/docs/WEF_MM_
Report_2011.pdf
abOut thE authOr:Indira Singh
Principal, Mining Consultancy International
Thunder Bay, Ontario, Canada P7J 1H6
Email: mcinternational112@gmail.com
Linked-In: http://ca.linkedin.com/in/indirasingh1
Indira Singh is the principal of Mining Con-
sultancy International Inc. (MCI). MCI special-
izes directly, and through its associates, in strategic planning; global
and local cluster strategies; sustainable resource development; project
management; and government and corporate relations.
Indira recently concluded a 25-year career of public service in Can-
ada, having worked in both Alberta and Ontario. The common thread
running through her work has been the challenges of large, complex,
multi-disciplinary and decentralized environments. She has provided
leadership to a wide range of large, visible, and politically sensitive
provincial programs and to a number of high-profile international
projects.
In her most recent decade of public service (until January 2012),
Indira was at the Ontario Ministry of Northern Development and
Mines, where she worked to transform public-private sector relation-
ships within the mining and mineral sector. She was both a senior di-
rector within the Ontario Public Service and the executive director to
the Ontario Mineral Industry Cluster Council (OMICC)—a private-
sector-led multi-stakeholder collaborative body. As a senior director in
the Ontario Public Service, she provided expert advice to the Minister,
ministry senior management, and she influenced public policy and
program design and contributed to corporate and ministry initiatives.
Her dual roles gave Indira practical insights and experience in all as-
pects of the mining and mineral development sector, from mining law
and regulations, policy tools and instruments, resource governance,
capacity building, global trends and their impacts on the mineral sec-
tor to the various stakeholders and their perspectives and aspirations
corporate social responsibility, historical legacy issues, equitable dis-
tribution of resource revenue, and the challenges and opportunities
associated with responsible and sustainable minerals development.
Indira has a world view of how natural resources have been used
as an engine for sustainable growth and prosperity. Her perspectives
have been widely published in international and national mining
magazines. Indira has shared her expertise and knowledge through
engagements at conferences in India, Russia, Sweden, Finland, Co-
lombia and the United States.
44 Ontario Mineral Exploration Review
My CrEDEntIaLs I graduated from the University of Manitoba in 1978 in geophys-
ics and received my MBA at the University of Calgary in 1988, and
am a full-fledged stereotypical baby boomer. My parents are classical
“builders” (traditionalists) and my children (a relative term) are gen-
eration Y. I have managed a service company of baby boomers, gen-X
and gen-Y staff for many years and I have at least a cursory and prag-
matic understanding of the issues. For my sources of information,
I flagrantly plagiarize from reliable Internet sources like Wikipedia
and various blogs, rely on innuendo and hearsay, discuss issues with
my peers over beverages and read the odd professional management
article. All in all, sound and reliable sources of fully pedigreed infor-
mation (see note of apology on next page).
kIDs thEsE Days... “They waste time chatting with co-workers. They show up for work
in shorts and T-shirts. They plug in their music, text on their phone and
try to work at the same time. And they take the afternoon off to go ski-
ing.” ~Overheard in a management meeting.
Welcome to the brave new world of generation Y, the “Age of En-
titlement”.
While one hates to generalize and categorically plug personalities
into pigeon holes, there are some commonalities that are useful to
identify when discussing trends amongst generations. The literature
is rife with type-casted characteristics associated with different age
groups that could be useful in understanding communication styles.
Gen-Yers (19 to 33 years old) value positive reinforcement, au-
tonomy, positive attitudes, diversity, money and technology. They
have grown up in prosperous and tranquil times and as a result
have a very optimistic outlook on life, although 2009 to 2012
might have tempered that somewhat. They demand more input
into their learning regimen, crave supportive feedback and lots
of variety in the workplace and expect good salaries to spend on
multitasking gadgets. They are the generation of “multi-taskers”
and utilize technology to read, listen, type and talk all at the same
time, sometimes creating both frustration and envy from their
baby boomer bosses. As a mentor of the gen Y, you will need to
understand the cross-generational characteristics that can create
the “generational chasm” if you want to communicate effectively.
why unDErstanDIng thE gEnEratIOn ChasM Is IMpOrtant tO thE gEn-yEr
I call it the “Totem Pole Concept of Corporate Hierarchy”. The rela-
tionships involved in mentoring are complex because not only is there
a chasm to bridge between the mentor and the gen-Yer, you also have to
understand the generational differences that the gen-Y employee is or
will soon be faced with in their organization.
Chances are that when a new gen-Y employee starts into their new
role as a young intern, they will be at the bottom of the totem pole (al-
though they might think they belong somewhat higher up than that!).
Their boss will likely be a gen-Xer, whose boss will likely be a baby
boomer (and the gen-Yer may perceive that they are plugging up their
career pipeline). If they think their immediate boss doesn’t understand
them, ask them how they’re making out talking to the next level up!
Gen-Xers (34 to 47 years old) believe in investing in their own de-
velopment rather than in their organization’s, and they embody the en-
trepreneurial spirit. They are cautious about investing in relationships
The generational chasm: bridging the gaps A how-to guide for mentors By Larry Herd, P. Geoph.
Spring 2013 45
with employers because experience has shown that these relationships
are not reliable. They usually have clear goals and prefer managing their
own time and solving their own problems rather than having them
managed by a supervisor. This generation works hard but they would
rather find quicker, more efficient ways of working so that they have
time for fun. While the baby boomers worked hard to move up the
ladder, gen-Xers are working hard so that they can have more time to
balance work and life responsibilities. When communicating with this
generation, the gen-Yer should use email and texting as their primary
tools, and talk in short sound-bites to keep their attention. They need to
keep their gen-X boss in the loop and ask them for feedback regularly.
Baby Boomers (48 to 67 years old) value peer competition and
coined the phrase “workaholic”. They work hard because they view it as
necessary to climb the ladder of success, which is a fundamental belief.
Boomers are the “Show Me” generation, and body language is impor-
tant when communicating. When dealing with boomers, the gen-Yer
should answer questions thoroughly, expect to be pressed for the details,
and present options to demonstrate flexibility in their thinking. They
embrace the team approach to business and as long as the gen-Yer per-
forms to their standards, they will accept them as an equal. They don’t
appreciate rules for the sake of having rules, and they are not afraid of
challenging “The System”. Baby boomers have strong principles and will
fight for a cause if they believe in it.
The good news: gen-Yers want to be mentored, and in most cases,
they demand it as a part of their career development regimen that they
have planned out in detail already. They are creative learners and re-
spond well to innovation. By understanding the differences between
your own psyche as a mentor and the gen-Yers, it is possible to connect
effectively. Ignore these differences or pretend they don’t exist at your
own peril!
ChaLLEngEs, pItfaLLs anD tIps fOr brIDgE-buILDIngGen-Yers don’t like to be told what to do, and yet that’s exactly
what baby boomers are inclined to do, whether as a boss to a gen-Y
employee or as a mentor to gen-Yer. They like technology, and as
far as they are concerned, mentoring doesn’t have to be face to face.
More than likely, it’s the mentor who has problems or limitations
with electronic communications.
Gen-Yers are used to immediate response. Social media, games,
cell phones and texting have all provided immediate responses in
their life. If the mentor doesn’t get back to a request from a gen-Yer
in short order, he or she will lose authenticity in their eyes.
The inherent efficient and effective use of technology has created
terrific gen-Y information gatherers. Their knowledge of the Inter-
net and social media has propelled gen-Yers to be voracious informa-
tion collectors. They may not have the wisdom yet to discriminate
between what is useful and what is a waste of time, but under the
guidance of a savvy manager they will excel at collecting a wealth of
information very quickly.
thEsE sIMpLE tIps May hELp In thE EffECtIvE MEntOrIng Of gEn-yErs: • Virtual is fine. Use communication technology as much as pos-
sible. They consider that work is portable as long as it gets done,
so be flexible with assignments. Respond as soon as possible to
meeting requests, questions etc. to ensure engagement with gen-Y.
Someone who is not available will not work out as a mentor.
• Mentoring is not routine. Don’t take over the agenda—let the gen-
Yer tell you what the agenda should be. Do not tell gen-Yers what
to do; rather let them figure it out while you provide guidance and
offer pragmatic tips and tools. They don’t want to hear anecdotal
stories about how you solved problems “in your day” and will re-
sent it if they think you are talking down to them.
• Seek feedback. Constantly seek their commentary about the pro-
cess and their level of satisfaction, and provide them with regular
feedback.
• Use humour. Create a fun mentoring relationship and don’t take
yourself too seriously. Praise successes but don’t coddle them.
They need to know that there isn’t an award provided just for par-
ticipating.
• Encourage them to take risks.TheyneedtoknowthatitisOKto
break a few rules so you can explore new ways of learning with
them and that they can use in their work environment.
• Ask their opinion. Ask the gen-Yer to show you what they know (or
they think they know), and you can shape their knowledge with
wisdom.
Mentoring gen-Yers can be challenging and very rewarding. Once
they understand that experience DOES count for something, they
will respect you. Don’t take it personally when they tell you that they
have another mentor—this is typical of gen-Yers and is encouraged
in today’s mentorship philosophy.
Good luck!
~Larry
This is a topic of interest for me and although it should be
abundantly clear, in no way should I be considered an expert.
If you have any questions about this article, I invite you to contact
me at herdl@rpsgroup.com.
An apology to my sources (NASA, Randy Emelo, Susan Hall,
Elizabeth Lions, Jessica Stillman, Mike Preston, Sharyn Devereux,
Catherine Jones, Shane Austin, Jennifer Blanchard and Ray Williams):
I have mutilated this discussion so much over the years so as to make
all references from reputable sources indistinguishable from my own.
If you recognize any of the text as direct quotes, I will just plead igno-
rance, so I ask your indulgence.
46 Ontario Mineral Exploration Review
Classical mechanics, founded by the bril-
liant Sir Isaac Newton, captures the essence
of “power” with a simple definition: the
rate at which work is done over time. The
engineers at ARGO distilled simplicity and
power into this innovative off-road vehicle
when they developed the all-new ARGO
8x8 XTI. The ARGO XTI gives mining, util-
ity, oil and gas companies, as well as serious
outdoorsmen, the power to excel and pro-
duce in extreme terrain with very low main-
tenance. The all-new ARGO XTI is an am-
phibious utility vehicle with seating for up
to four people on land, and a flexible cargo
platform option that can be customized to
work like no other ARGO before.
Fancy design features may make for
catchy brochures, but the ARGO 8x8 XTI
features performance and extreme versatil-
ity where it is needed the most for commer-
cial applications. The proven, direct-drive
triple-differential ADMIRAL transmission
steers smoothly through challenging ter-
rain, and allows for turns within the ve-
hicle’s own length with minimal effort.
With a 1,500 lbs./680 kg cargo rating and
a 1,150 lbs./520 kg drawbar pull, it is built
to handle tougher chores than the stan-
dard ARGO lineup, but still remains very
cost-effective compared to the heavy-duty
ARGO 8x8 Centaur. An optional rugged
Roll-Over Protective Structure (ROPS)
frame for two or four passengers can be in-
stalled when required. The ARGO 8x8 XTI’s
custom tire-tread is shaped for propulsion
over small bodies of water as well as traction
and flotation on deep mud, over obstacles,
and through flooded areas. As an industry
first, the steering column can also be moved
quickly from left to right so the operator can
position himself/herself comfortably on the
bench seat as required for various scenarios.
Work is the accomplishment of tasks.
The versatile and flexible cargo compart-
ment is already proving itself as mission-
capable, whether the task is to carry equip-
ment and supplies across Northern Ontario
muskeg for mineral exploration, work hard
in Malaysian plantations to optimize palm
fruit harvesting, or maintain power lines
and cellular towers in the Colorado Rock-
ies. The XTI’s eight-wheeled layout provide
incredible traction and stability; and the
field-tested accessories, including heavy-
duty 15-inch or 18-inch mud or snow-track
solutions, make the ARGO XTI a workhorse
12 months of the year, thus maximizing uti-
lization and ROI. At full payload a ground
pressure of low as 1.06 PSI is achieved The
optional flatbed allows for the mounting of
standard and customized cargo boxes, as
well as third-party spraying equipment for
insect and weed control or firefighting sys-
tems, thus meeting the expectations of the
most serious users when it comes to versatil-
ity. Other accessories include a 4,000-pound
NEW FOR 2013:
The ARGO 8x8 XTI sets a new benchmark for handling extreme terrain
Spring 2013 47
power winch, brush guard, dual bilge pump,
rear bench seat and a helicopter lift-kit.
thE bEst anD tOughEst argO EvEr buILt!
As proven by Sir Newton, work must be
done over time to demonstrate true power.
In the utility vehicle world, this requires reli-
ability that translates into a low cost of own-
ership. The mobility advantage for an energy
company crew or natural resource explora-
tion team vaporizes when a vehicle gets stuck
in the bush or in the repair shop. ARGO’s
45 years of unmatched experience in the
toughest places on Earth back each and ev-
ery ARGO XTI. Every step in the design is a
step forward in dependability and durability,
providing excellent value. All eight-drive ax-
les feature tapered roller bearings contained
in an oil-bath axle housing. Heavy-duty,
auto-lubed, single-roller drive chains ride
on self-tensioned nylon slider blocks, result-
ing in longer service life and very low main-
tenance. The ARGO XTI’s rock-solid 31HP
fuel-injectedKohlerpowerplanthasproven
itself around the globe in many other ARGO
platforms.
A best-in-class highly functional instru-
mentation package keeps the driver in-
formed of critical vehicle conditions such
as fuel level, charging system output, and
engine temperature. From smooth skid-
steering to the impact-resistant waterproof
hull, this is a serious utility platform that
will overcome the forces of nature even after
years of rugged use. In addition, ARGO ve-
hicles are backed by application engineering,
technical support and fast parts turnaround.
Just as men have marveled at Newton’s
intellectual brilliance throughout the years,
ARGO has built a time-tested track record
of achieving what no other fleet solution
on Earth can do when the going gets tough.
ARGO has once more raised the bar in the
utility vehicle class with the ARGO 8x8 XTI,
giving the unsung geniuses in the working
world more power to produce in extreme
terrain than ever before.
Make the next smart move for your
business by visiting your local ARGO
dealer or researching online at
www.argoutv.com/XTI.
$1000 inFREE Options*
*CERTAIN RESTRICTIONS APPLY. SEE WEBSITE FOR DETAILS.
LIMITED TIME OFFER! ARRANGE A DEMO RIDE
AT YOUR LOCATION
1-877-274-6288www.ARGOutv.com/XTI
48 Ontario Mineral Exploration Review
Buildings for Mining is the commercial project division merg-
ing the steel-building products of Future Buildings and Toro
Steel Buildings, creating a convenient single source for any
prefabricated steel building or roofing system.
Big suppliers to the commercial sectors, including mining
and their support services, Future Buildings and Toro Steel
formed this unique division as a practical way to offer the in-
dustry the convenience of structural solutions in both the arch
design and the straight-wall style. Recognizing from project
to project and site to site that the locations, specifications and
budgets will differ immensely, Buildings for Mining came to
exist so that clients could utilize the building products and
expertise from one or both companies where it made sense. In
some cases, the clear-span arch design is the ideal product and
in others, the straight-wall format is the only viable solution.
Either way, the client is always receiving the best structure for
that particular project’s requirements. Sometimes both build-
ing styles were procured to complete what was needed for one
project.
Essentially the specialists and engineering teams at Build-
ings for Mining can design and manufacture any style prefab-
ricated steel building—for any application—in any size—to
ship anywhere in the world.
Alexis, DeBeers, Bema Gold, Diavik Diamond, Iamgold,
Nova Gold and Xstrata Copper, to name a few operations, have
come to Buildings for Mining for diverse applications that met
rigid timelines, remote construction locations and inflex-
The one-stop-shop for any steel building solutionANY SIZE—ANYWHERE
Vehicle and equipment garages. Gravel, ore and sand storage.
Well shelters.
Roofing systems.
Spring 2013 49
ible project budgets. Combined with decades of experience in
design-to-delivery project management, the teams at Buildings
for Mining have recommended, designed, manufactured and
shipped steel-building solutions for these and other mines or
their EPCM’s that ranged in use from:
• Warehousingandequipmentstorage
• Vehicleandheavymachinerygarages
• Bulk-storagestructures
• Coresamplingfacilities
• Conveyorcovers
• Millingoperations
• Dormitoryhousingandpersonnelbuildings
• Wellsheltersandroofingsystems
With a total cost of ownership approach and a corporate
mandate for Green Building practices and environmental im-
pact accountability, both Future Buildings and Toro Steel
Buildings operate directly in line with what a mining operation
would expect from a preferred supply partner. The manufactur-
ing facilities, as well as the design and engineering office, have
stringent quality and performance metrics compliant with all
industry regulations and a corporate mandate to be:
• Committedtothehigheststandardsinperformanceandop-
erational integrity
• Proudtomotivateemployeeswithsafety,qualityandservice
as the cornerstones of its business platforms
• Experts in assessing schedule impact and additional safety
factors and integrating the products and services to deliver
steel buildings that are code-compliant, on-time and on-bud-
get
• Veryexperiencedintheprocurementpoliciesandpracticesof
First Nations and the Inuit after decades of supply partnering
with many bands and groups
• Fullybilingualandabletoprovidecustomerservice,manuals
and support materials in French as well as many other inter-
national languages
Repeat business and B2B referrals are a strong statement of
capability in the mining industry and what motivates Buildings
for Mining to be considered one of “the best project partners in
the business”. The success of this objective is clearly evident by
the volume of steel service buildings that this expert division
has designed, manufactured and delivered to mining sites across
the North America and all over the world.
Plant ServiceS SPecialiStSServing the industrial markets
for over 40 years
(807) 345-8825 (888) 777-27001234 Amber Drive, Thunder Bay
Ontario, P7B 6M5
rentalSSaleS
Service
50 Ontario Mineral Exploration Review
Developing successful projects requires
a team with market-specific expertise,
broad experience and a shared vision.
Together with our client partners, we
cultivate vibrant, sustainable communi-
ties through the delivery of a wide range
of projects.
Our focus is on providing surveying,
geomatics and infrastructure services
to a variety of projects in the Northern
Ontario mining community, including
a 15-hectare open-pit mine, situated in
the James Bay Lowlands in northwest-
ern Ontario, with a 600,000 annual car-
at production capacity. From inception
to the mine’s production in 2008, exp’s
geomatics team has been involved in
the project and has completed a dozen
Engineering success in Northern Ontario
Spring 2013 51
perimeter claiming surveys to facilitate
mining leases. Additional on-site layout
work, quantity surveys and field audit-
ing were provided after the completion
of the mine’s design.
The project included claims inspec-
tion, staking resolution and delineation,
and monumentation of more than 100
kilometres of boundary, and required
extensive helicopter support to trans-
port field crews to reach many of the
remote locations.
“In conducting legal survey services
that are supported by helicopter, costs
can really skyrocket if it’s not planned
right,” says Paul Quesnel, geomatics
manager of exp’s Timmins office, who
played a major role in this project. Legal
survey services, necessary for any min-
ing project to begin production, can be
complicated and often involves overlap-
ping claim staking and, if not carefully
navigated, can result in litigation.
With extensive knowledge and ex-
perience in claim surveys and offices
in Dryden, Fort Frances, Kenora, New
Liskeard, North Bay, Sudbury and Tim-
mins, exp is strategically located to suc-
cessfully complete projects and meet
deadlines, saving money on travel costs.
With temperatures plunging to -50
degrees Celsius in mining areas, not ev-
ery firm has the ability to work in those
conditions, but exp does, Quesnel says.
“We’ve been assisting mining projects
in the arctic climate since 1970s, mak-
ing us well-suited to work in Ontario’s
mining community,” Quesnel adds.
Exp is applying their experience to
the ongoing Detour Lake Mine project.
Since 2009, exp has provided cost-ef-
fective legal and pre-engineering survey
services for the Detour Lake project,
including six mining claim perimeter
surveys totaling over 100 kilometres in
length. Exp also provided construction
survey layout services for a 185-kilo-
metre hydro transmission line to sup-
ply hydroelectric power to support the
mine’s processing plant.
Exp is one of North America’s fastest-
growing consulting firms, providing
building engineering, earth + environment,
infrastructure engineering, planning +
design, program + project management and
sustainability services to clients around the
world. For further information, please call
1-800-461-4584.
Our focus is on providing surveying, geomatics and infrastructure services to a variety of projects in the Northern Ontario mining community.
52 Ontario Mineral Exploration Review
Based in Ontario, Canada, BriteSpan Build-
ing Systems is a premier Canadian manu-
facturer and distributor of fabric-covered
buildings. With over 17 years experience
in the fabric-building industry, we have
supplied and constructed over 5,000 fab-
ric-covered structures for several different
applications including mining, municipal,
aggregate, warehousing and agricultural.
We have constructed buildings as small as
19 feet wide by 30 feet long to and as large
as 160 feet wide by 937 feet long.
Our product offers ranges in widths from
19 feet to 160 feet to any length required.
Custom widths and designs are available for
special applications. Our free-span design
allows for optimal storage space. Some of
our building models can achieve an interior
50-foot height in the centre of the building.
This allows for trucks to enter the building
and dump directly inside, thus eliminating
time and labour moving materials in and
out of the building. Also, the fabric cover
provides great lighting and eliminates the
need for costly electrical installations and
operation. This creates a safe working envi-
ronment for your employees. The building
seems bright even on a cloudy day!
Our buildings can be customized to meet
specific requirements including special
door requirements, conveyor systems, in-
ternal liners, insulating heating and more.
The unique design of our structures allows
for cost effective and reduced installation
times. Many different foundations can be
used including poured walls, sea contain-
ers, cement blocks, floating slabs and grade
beams. Most buildings can be easily relocat-
ed or we can extend the building if required.
CSA/A660-certified, BriteSpan Buildings
are engineered to meet and exceed the site
specific wind, snow and rain loads. BriteS-
pan Building Systems can help you with
your fabric-covered building project from
start to finish. Our qualified dealers and
building consultants have years of experi-
ence and can recommend the right building
solution for your building needs.
BriteSpan Building Systems has you covered!
Accurassay Laboratories Ltd. Fast, ISO-certified Analysis for:
Gold and PGEs
Copper, Zinc and other Base Metals Iron, Chrome and other Oxides
www.accurassay.com
Spring 2013 53
brItEspan Can COnsuLt wIth yOu rEgarDIng:• Foundations
• Coverreplacements
• Capacitycalculations
• Bidspecifications
• Dismantlingbuildings
• Serviceorrepairs
• Yearlymaintenanceinspections
In December of 2011, BriteSpan Build-
ing Systems broke ground for their new
25,000-square-foot manufacturing facility
beside business partner Rob Stute’s Welding
& Machining plant. The new plant will al-
low BriteSpan to move out of their current
1,200-square-foot rented facility a half-mile
away and be more efficient. The new plant
is a fabric-covered, steel-framed building
just as BriteSpan sells to its own customers.
BriteSpan wanted to showcase one of their
products. The plant is insulated to R30 and
has a steel inner liner. The new manufac-
turing facility will include a combination
of new and existing equipment and new
special proprietary equipment. The most
important aspect is to double our manu-
facturing space and make BriteSpan more
efficient in all aspects of manufacturing.
This new, increased work space will enable
BriteSpan to triple their manufacturing ca-
pabilities and streamline the manufacturing
process.
BriteSpan Building Systems recently
launched their new “Apex” Building Series.
This new building design combines features
from both the Atlas and Genesis Buildings.
“The Apex Building Series is ideal for the
60-foot- to 100-foot-wide market; it pro-
vides everything our customers have been
asking for!” enthuses Ben Hogervorst, presi-
dent of BriteSpan Building Systems Inc.
The Apex can be constructed to any
length required and can easily be extended
down the road. The design of the Apex
provides exceptional sidewall clearance,
making it ideal for large equipment stor-
age, commodity storage, salt/sand storage
and livestock barns. “We wanted to offer a
building that is versatile with features our
customers have asked for,” states Hoger-
vorst. The Apex building can be customized
to suit your building needs with doors, ends,
ventilation and various foundation options.
To get started on your next building
project, contact BriteSpan Building System
today.
For information, visit us online at
www.britespanbuildings.com.
Our product offers ranges in widths from 19 feet to 160 feet to any length required. Custom widths and designs are available for special applications.
54 Ontario Mineral Exploration Review
Mineral exploration in the north of Ontario has given many small- to medium-sized businesses the opportunity to offer services in their own backyard. Hearst Air Service Ltd. is one of those compa-nies that has grown with industry demand and is eager for more. Hearst, as a region, is a full-service community with expertise in trades, service and industry needs. The area has hosted projects for mining, forestry, tourism and research. Entrepreneurs have worked hard together to meet all expectations, and change is wel-comed by all.
Hearst Air Service Ltd. offers air transportation to the most
remote parts of Northern Ontario. With a fleet of DeHavilland
aircraft such as a Turbo Otter, Turbo Beaver, Beaver and a newly
acquired Cessna Caravan, this air support team is an asset to all
successful ventures. Aircraft maintenance is done on site and this
factory has helped establish a quality standard like no other; to be
able to tend to aircraft issues, maintenance or preventative mainte-
nance on-site is priceless.
The key to a successful remote job is a strong support system.
Hearst Air’s team works diligently to provide supplies and equip-
ment needed. Local businesses are available around-the-clock for
equipment repairs and servicing for quick turnarounds and return
to camps. Drilling equipment needs to run efficiently 24-hours
per day and having quick access to parts and service is imperative.
Hearst Air’s support ensures drillers are supplied as needed, and
other subcontractors (such as helicopter companies) are also well-
supported by Hearst Air. Inventory is managed at base for rods,
casing, parts and lubricants. Hearst Air manages crew changes,
parts and maintenance crews to help eliminate ferry costs and
other costly delays. Hearst Air has also had the pleasure of working
with a new expediter of food service, which operates a quality sup-
ply of groceries packed as per camp standards to facilitate trans-
portation and handling once it has arrived at camp.
Whether your company has a need for special work boots, hard-
ware, personal items for staff or custom fabrication from the weld-
ing shop, Hearst Air Service Ltd. is the best company to provide
you with the service needed for remote fly-in locations in the north
of Ontario.
For more information, call toll-free 1-866-844-5700 or visit Hearst
Air online: www.hearstair.com.
HEARST AIR SERvICE LTD.Providing mining companies with the services they need for remote fly-in to Northern Ontario
• 4 season air charter • inventory management • logistical support • bulk drum hauls • expediting services
call now toll free 1-866-844-5700 charter@hearstair.com www.hearstair.com
Hearst Ontario HWY 11N ~ ideally located for Far North Programs
Air Charter and Logistics with Hearst Air Service Ltd.
C-208 DHC-3T DHC-2T DHC-2
Spring 2013 55
C
M
Y
CM
MY
CY
CMY
K
Index to AdvertisersAbitibi Geophysics ................................................................9
Accurassay Laboratories Ltd. ..............................................52
Activation Laboratories Ltd. .................................................5
ALS Minerals ......................................................................27
Assaynet Canada Inc. .........................................................36
BDI Canada.........................................................................37
Belmont Resources Inc. ......................................................17
Britespan Building Systems Inc. .........................................53
Bull Powertrain ..................................................................31
Di-Corp ...............................................................................35
exp Services .......................................................................51
Fladgate exploration Consulting Corporation .................. OBC
Fordia .................................................................................10
Future Buildings .................................................................11
hearst Air Service Ltd. ........................................................54
hertz equipment Rental .....................................................49
Industrial equipment Manufacturing Ltd. ..........................21
io global .............................................................................12
Kirkland Lake Gold Inc. .......................................................32
Lakehead Marine & Industrial Inc.......................................25
Mine Site Technologies .......................................................50
Mullen Trucking LP .............................................................32
Norske Drilling ...................................................................14
OBM equipment Service .......................................................7
Ontario Drive and Gear Ltd. ................................................47
Ross Industries Ltd. ............................................................15
SCR Mines Technology Inc. ................................................IFC
SGS Canada Inc. ..................................................................26
Terraquest Ltd. ..................................................................45
Tetra Tech ...........................................................................13
The Mackwood Group of Companies Ltd. ...........................33
Wilson Mining Products .....................................................29
World Mining Congress ......................................................55
We o f f e r a w ide r ange o f se r v i ces to t he resou rce i ndus t r y i nc l ud ing :
land management and technical services, exploration services, geomatics-database management, resource estimation and 3D modelling, mining services,
project evaluation and generation, and corporate management.
Our goal is to provide exceptional service, produce high quality products and provide our clients value to create value.
F R O M T H E B U S H T O T H E B O A R D R O O M
195 Park Avenue Thunder Bay, Ontario, Canada P7B 1B9t. 807.345.5380 f. 807.345.1875
info@�adgateexploration.com
l a d g a t e e x p l o r a t i o n . c o mw w w . f