Top 10 Mines Around the World
With support from Robert Spence @ Mining Global
Discovered in 1988, the MacArther River Uranium Mine is the world's largest high-grade uranium deposit—accounting for 14% of world mine production.
Located north of Saskatoon and northeast of the Key Lake mil in the uranium rich Athabasca Basin, production is regulated at 18.7 million pounds of yellowcake annually. Between the year the mine achieved full commercial production in 2000 and 2011, the operation has produced 211 pounds of U3O8.
The mine has been awarded several times for having the best safety record for metal mines from the Canadian Institute of Mining, Metallurgy and Petroleum. Owned by Cameco Corporation (70%) and AREVA Resources Canada Inc (30%), the mine has proven and probable reserves of 870,200 tonnes (324.0 Million pounds).
2. Rabbit Lake (Saskatchewan)
The second largest uranium milling facility in the West is Saskatchewan's longest operating uranium production facility: Rabbit Lake. After its discovery in 1968, exploration has resulted in the discovery of additional deposits in the area. It has also won several safety record awards from the Canadian Institute of Mining, Metallurgy and Petroleum.
3. Rössing Uranium Mine (Namibia)
Located in the Namib Desert near the town of Arandis in Namibia sits one of the largest open pit uranium mines in the world. The mine was discovered in 1928 and started operations in 1976. By 2005, the mine produced over 3,700 tonnes of uranium oxide, becoming the world's fifth largest uranium mine, with eight percent of global output. Namibia in itself is the world's fourth-largest exporter of uranium.
4. Candelaria and Ojo del Salado Mines (Chile)
Under the ownership of FCX (80%) and affiliates of Sumitomo Corporation (20%), Candelaria is a 6,000 metric ton-per-day underground copper mine. Ojos del Salado consists of nearby underground copper mines. A world leader in water conservation, Candelaria was the first mining operation in the world to certify all of its facilities under ISO 14001 standards.
5. Grasberg (Indonesia)
The largest gold mine and third largest copper mine in the world, the Grasberg Mine, is located in the highest mountain in Papua, Indonesia. Mostly owned through a subsidiary by Freeport-McMoRan, FCX operates under an agreement with the Government of Indonesia to conduct exploration, mining and production.
6. Oyu Tolgoi (Mongolia)
Located in the south Gobi Desert, the Oyu Tolgoi is a combined open pit and underground mining project being developed by Turquoise Hill Resources, Rio Tinto and the Government of Mongolia—the largest financial undertaking in the nation's history. Upon completion, it is expected to account for over 30 percent of Mongolia's GDP.
7. Northparkes Mine (Australia)
In central New South Wales, sits a copper and gold mine with an operational capacity to produce five million tonnes of ore per year, containing about 60,000 tonnes of copper and 50,000 ounces of gold. Under the ownership of Rio Tinto and Sumitomo, the economic viability is expected to extend through the year 2015 or longer.
8. Antamina (Peru)
Just north of Lima in the Andes Mountains, owners Xstrata (33.75%), BHP Billiton (33.75%), Teck-Cominco Limited (22.5%) and Mitsubishi Corporation (10%) are working on the world's third largest zinc and eighth largest copper mine. Commercial production in 2011, followed by two years of exploration and three years of construction, cost $2.3 billion—the most significant investment in Peruvian mining history. In 2012, a $1.3 billion expansion increased the sites capacity by 38 percent to 130,000 tonnes per day.
9. Las Cruces (Spain)
Located in the Sevilla Province of Southern Spain, Las Cruces is an open pit volcanogenic massive sulphide deposit that uses leaching and electrowinning technology to produce copper cathode, producing some 72,000 tonnes per year. It is 100 percent owned by Inmet Mining Corp.
10. Pyhäsalmi Mine (Finland)
Europe's deepest metal mine (with a depth of 4,738 feet or 1,444 meters), the Pyhäsalmi Mine, is a zinc, copper and pyrite mine owned by Inmet Mining Corp. in central Finland. Its copper and zinc concentrates are sold under long-term contracts to smelters in the country, while its pyrite is sold to several customers throughout Europe, Asia and other markets.
Top 10 ways to prepare for COVID-19
Energy Digital sets out Gartner’s Top 10 ways organisations can prepare for a pandemic, via effective operational risk management.
As the spread of the Coronavirus (COVID-19) continues to develop, many businesses are left uncertain as to whether their risk mitigation plan is sufficient.
In a recent webinar conducted by the research and advisory firm just 12% of 1,500 people believe that their business is highly prepared for the impact of COVID-19, while 56% believed themselves to be somewhat prepared, and 11% believed themselves to be very unprepared.
“Most organizations have done some pandemic planning but still have many unanswered questions about whether they have done everything they can to manage risks,” says Jim Mello, Senior Director, Advisory, Gartner.
Establish a preparedness framework
Establish a team that represents all critical business functions. These people will report directly to executive management and are responsible for prioritising the importance of business activities and organise them in tiers for response and recovery.
Monitor the situation
It is important to ensure that organisations monitor the rate in which the infection is spreading and its severity. Many rely on the World Health Organisation for information.
Be sure to revise revenue forecasts and communicate with investors, as well as suppliers in regards to any potential finance issues. It is important to ensure that the business has the working capital to ride it out.
Ways to ensure this include: working capital checks, seeking loans or government-sponsored financial relief.
Extend personal hygiene and cleaning protocols
It is important to comply with any changes to workplace regulations. In addition, it is important to establish protocols for staff returning from infected areas, as well as extending existing hygiene activities.
Ensure close monitoring of absenteeism rates for signs of problems. It is important to identify critical staff in order to make sure the company can continue to function in their absence and be prepared for up to 40% absentee rates.
In addition to reviewing HR policies and procedures, it is important to maintain a level of sensitivity when it comes to engaging with employees and workplace preferences.
Establish a communication programme
People can feel out of the loop quickly. Establish a spokesperson appropriate for the situation who can maintain lines of communication. In addition, organisations should establish pre-approved messages and scripts for various stakeholders.
Review the impact on the operation
Although this may seem overwhelming, the team established to represent all critical business functions should identify key areas to consider. It is important to maintain a connection with the reality on the ground in countries affected.
Key questions to consider: is transport functioning? Have holidays been extended? Where can operation continue and where do they need to stop?
IT business functions tend to be relatively well-prepared for business continuity. However, it is important to assess the supply chain for critical equipment and keep extra inventory if required.
In addition, organisations should keep in mind remote data centre management and cloud options for critical systems as well as enabling remote working programs and rescheduling any non-essential IT work prioritising key applications.
Review pandemic plans to identify any gaps in response
Conduct a preparedness exercise by validating roles and responsibilities as well as recovery requirements and procedures, in order to identify any gaps in the recover capabilities and resource needs.
Following the establishment of a pandemic plan, identify three lessons learned, key observations or improvements for the exercise. After establishing these organisations should priorities the short and long term follow up actions.