© 2015 A2ZMining.com
A2Z Mining

Aiden Carey

Foundation

Aiden’s first mining assignment came in 1994 in the Northwest Territories at the Colomac Gold Mine. He rotated through grade control, short-range planning, drill-blast engineering, and Life- of-Mine Planning before taking on operational roles. He worked through the mine closure as the Mine Superintendent. From here Aiden moved to the Anvil Range poly- metallic operation at Faro, Yukon holding the dual portfolios of short-range planning and ore grade control.

Iron Ore Operations

Wabush Mines Aiden spent 5 years at Cliffs Natural Resources Wabush Mines in the Labrador Trough, from 2000 to 2005. The first year he performed the mining geology functions before assuming the role of Area Manager – Mining. Managing in a mature operation offers challenges, and these were the areas of focus for improvement. Twice the mining department achieved 400 days without a Lost-Time Incident. Mining productivity was increased by 20% as part of a project involving hot-shift changes and lunch rotations. This was done through extensive consultations with multiple stakeholders including the local Steelworkers Union. Wabush experienced large groundwater inflows, and a perimeter deep well system was designed and placed to intercept 40,000 US gallon per minute of water. This allowed mining to proceed in dry conditions, which in turn allowed a number of subsequent improvements to be made. Michigan Operations During 2007 and 2008, Aiden assumed the role of Area Manager – Mining at Cliffs Natural Resources Michigan Operations. This was a position managing both the Tilden and Empire mining operations, which had been combined into a centrally-dispatched operation. Safety results at this operation were improved through a series of detailed inspections and meetings involving people from all areas of this operation. This set of changes took some time, and required a cultural shift before results were realized. MSHA reportable incidents were reduced from an average of one per month to ZERO for the last 6 months Aiden spent there. Another major area of improvement was operational planning. This operation had been experiencing a high percentage of operational rework, elongated shift changes, and lower than planned productivity. Through organizational design changes involving engineering, geology, dispatch, and multiple levels of supervision, rework was taken to near zero, shift changes were reduced from 38 to 25 minutes, and overall productivity increased. Additionally, blasted material diggability was improved through the introduction of electronic detonators, blast design changes, and the use of two detonators in each 15” blasthole. These changes eliminated blasted oversize as an issue and allowed the P&H 2800 XPA/B shovels and Letourneau L1850 Front End Loaders to reach their planned instantaneous productivity rates. This in turn caused the 26 240 ton haul trucks to achieve their production targets as well, as loading time was reduced and load size and placement was improved. Labrador Iron Mines Aiden has been Senior Vice President, Operations with LIM from 2011 through to the present time. Joining just as the company entered production in 2011, Aiden was instrumental in helping the company achieve commercial production. An excellent safety and environmental compliance record through start-up and multiple operating seasons demonstrates the strength of control systems created through the mine start-up. A number of large capital projects were completed including multiple phases of a process plant. LIM operated seasonally through the end of the 2013 season; much lower commodity pricing has prevented operational restart since that time.

Gold Operations

Colomac Gold Mine Aiden started in mining at the Colomac Gold Mine in Canada’s Northwest Territories. Colomac was a remote fly-in-fly-out operation with a 200+ km ice-road and had severe weather as a challenge. It was a high volume (10,000 ton per day throughput) and low grade (0.046 ounces per ton) gold operation. Aiden managed ore dilution down to a measureable 3% from the previous 10%+ through detailed control of survey, laboratory assay procedures, and drill-blast operations. With high turnover that often comes with remote environments, there were opportunities to take assignments in multiple technical areas, and these opportunities were taken in short range planning, LOM planning, and drill- blast engineering. Aiden worked through the mine closure as the Mine Superintendent.

Gold Operations cntd

Barrick Gold Corporate Office Aiden Spent 4 years with Barrick in their Corporate Office in Toronto in an Operations Support role. Aiden reviewed capital spending projects, especially related to equipment purchases and fleet replacements, making recommendations as necessary. He also reviewed LOM annual submissions from open pit operations. Aiden received a Barrick Safety Award through implementation of a global initiative around supervisor skills enhancement. Using a team of consultants, a program titled “The Barrick Professional Supervisor” was used at a number of operations. This is a leadership program that focuses on communication and problem solving skills, how to work with more difficult employees, enhancing safety results, problem solving skills, and general leadership skills. This program contains a number of elements including a senior management 2-day session, the 3- day Professional Supervisor Course, a 1-day follow-up to the course (refresher and experiential review), a 1- day session focusing on coaching skills and performance management techniques, and one-on- one field coaching for both supervisors and managers. Aiden also created and implemented a Corporate Program called “Loading and Hauling Optimization”. This program starts with a detailed 10-day site review focusing on areas of strength and opportunities ending with a set of detailed recommendations for improvement. A detailed report is written to document the experience, then a team is sourced (both internally and externally) and led by Aiden to assist sites with the recommended improvement list. Results were measured and significant improvements were made in multiple operating and technical areas macros a number of operations.

Polymetallic Operations

North American Palladium Aiden spent 2 years at this primary Palladium operation that also included Platinum, Gold, Nickel, Copper, and Cobalt. In addition to the primary assignment of Mining Manager, Aiden also held the role of Loss Control Manager. He was the company Co- Chair of the JOHS Committee and led a reset of the committee and its terms of reference, resulting in a more focused and effective site-wide safety management body. Aiden led a team that revamped the LOM plan, fully optimizing the open pit and underground operations, especially in areas where both operations intersected. Pit wall parameters were revised resulting in significant stripping savings and enhanced safety procedures. A long-standing blasting issue was worked through and solved; blasted oversize was eliminated and loading unit diggability was restored to normal industry expectations. The drill-hole size was changed and drill rigs were reconfigured from rotary to DTH percussion drilling. Anvil Range Faro Lead-Zinc Mine Faro is a Primarily Lead-Zinc mine in Canada’s Yukon Territory, also including silver and gold. Aiden lead the grade control and short-range planning teams here in 1997/8. Coal Operations Smoky River Coal In 1996 Aiden spent one year at Smoky River Coal as the Assistant Coal Coordinator. Aiden was the primary liaison between the coal processing plant, the open pit mines and the underground mines.

Current Status

Aiden currently still hold the position ‘Senior Vice- President Operations’ for Labrador Iron Mines. LIM is currently not in an operating state as a result of prevailing low commodity prices, and must see better market conditions to allow refinancing and a future restart of operations. Aiden is also the President of consulting company, Mining (R)Evolutions Incorporated. Through a close working relationship with Jim Decker and Associates, Aiden is engaged in the delivery of a suite of mining personnel development programs collectively titled “The Professional Supervisor”. Program elements include: The Professional Supervisor    o A 3-day course for “Anybody who achieves results through the efforts of others”. This time is spent working through communications skills, improvements to each company’s safety practices, leadership skills, problem solving skills, etc.    o A 1-day follow up, typically 6 months after the 3- day course. This day is used as a refresher and experiential review. The Professional Leader    o A 2-day session focusing on senior mine management, helping align this group with expectations of their supervisor group and preparing them to support the changes their supervisor groups will go through Leading Performance    o A 1-day session focusing directly on supervisor and manager coaching skills and performance management techniques One-on-One field coaching, follow-up telephone based coaching    o We spend 2 full working shifts with each supervisor observing their leadership skills in action. This is followed by a detailed review of observations and specific opportunities for each person to action going forward. During the follow-up monthly phone calls with each person, experiences are related and further improvement are suggested and agreed upon for future action. The Professional Employee    o A multi-session program targeting culture change with the employee group. This session is interactive and topics include what supervisors and managers expect from employees, and most critically, why. Each company’s ‘core values’, safety systems, and other systems are placed front and centre for employees and explained in a way they understand and relate to. Aiden also offers: detailed operating and technical audits/reviews due diligence reviews study management temporary management postings safety system review and enhancement communications systems review and enhancement
© 2015 A2ZMining.com
A2Z Mining

Aiden Carey

Foundation

Aiden’s first mining assignment came in 1994 in the Northwest Territories at the Colomac Gold Mine. He rotated through grade control, short-range planning, drill-blast engineering, and Life- of-Mine Planning before taking on operational roles. He worked through the mine closure as the Mine Superintendent. From here Aiden moved to the Anvil Range poly- metallic operation at Faro, Yukon holding the dual portfolios of short-range planning and ore grade control.

Iron Ore Operations

Wabush Mines Aiden spent 5 years at Cliffs Natural Resources Wabush Mines in the Labrador Trough, from 2000 to 2005. The first year he performed the mining geology functions before assuming the role of Area Manager – Mining. Managing in a mature operation offers challenges, and these were the areas of focus for improvement. Twice the mining department achieved 400 days without a Lost-Time Incident. Mining productivity was increased by 20% as part of a project involving hot-shift changes and lunch rotations. This was done through extensive consultations with multiple stakeholders including the local Steelworkers Union. Wabush experienced large groundwater inflows, and a perimeter deep well system was designed and placed to intercept 40,000 US gallon per minute of water. This allowed mining to proceed in dry conditions, which in turn allowed a number of subsequent improvements to be made. Michigan Operations During 2007 and 2008, Aiden assumed the role of Area Manager – Mining at Cliffs Natural Resources Michigan Operations. This was a position managing both the Tilden and Empire mining operations, which had been combined into a centrally-dispatched operation. Safety results at this operation were improved through a series of detailed inspections and meetings involving people from all areas of this operation. This set of changes took some time, and required a cultural shift before results were realized. MSHA reportable incidents were reduced from an average of one per month to ZERO for the last 6 months Aiden spent there. Another major area of improvement was operational planning. This operation had been experiencing a high percentage of operational rework, elongated shift changes, and lower than planned productivity. Through organizational design changes involving engineering, geology, dispatch, and multiple levels of supervision, rework was taken to near zero, shift changes were reduced from 38 to 25 minutes, and overall productivity increased. Additionally, blasted material diggability was improved through the introduction of electronic detonators, blast design changes, and the use of two detonators in each 15” blasthole. These changes eliminated blasted oversize as an issue and allowed the P&H 2800 XPA/B shovels and Letourneau L1850 Front End Loaders to reach their planned instantaneous productivity rates. This in turn caused the 26 240 ton haul trucks to achieve their production targets as well, as loading time was reduced and load size and placement was improved. Labrador Iron Mines Aiden has been Senior Vice President, Operations with LIM from 2011 through to the present time. Joining just as the company entered production in 2011, Aiden was instrumental in helping the company achieve commercial production. An excellent safety and environmental compliance record through start-up and multiple operating seasons demonstrates the strength of control systems created through the mine start-up. A number of large capital projects were completed including multiple phases of a process plant. LIM operated seasonally through the end of the 2013 season; much lower commodity pricing has prevented operational restart since that time.

Gold Operations

Colomac Gold Mine Aiden started in mining at the Colomac Gold Mine in Canada’s Northwest Territories. Colomac was a remote fly-in-fly-out operation with a 200+ km ice-road and had severe weather as a challenge. It was a high volume (10,000 ton per day throughput) and low grade (0.046 ounces per ton) gold operation. Aiden managed ore dilution down to a measureable 3% from the previous 10%+ through detailed control of survey, laboratory assay procedures, and drill-blast operations. With high turnover that often comes with remote environments, there were opportunities to take assignments in multiple technical areas, and these opportunities were taken in short range planning, LOM planning, and drill- blast engineering. Aiden worked through the mine closure as the Mine Superintendent.

Gold Operations cntd

Barrick Gold Corporate Office Aiden Spent 4 years with Barrick in their Corporate Office in Toronto in an Operations Support role. Aiden reviewed capital spending projects, especially related to equipment purchases and fleet replacements, making recommendations as necessary. He also reviewed LOM annual submissions from open pit operations. Aiden received a Barrick Safety Award through implementation of a global initiative around supervisor skills enhancement. Using a team of consultants, a program titled “The Barrick Professional Supervisor” was used at a number of operations. This is a leadership program that focuses on communication and problem solving skills, how to work with more difficult employees, enhancing safety results, problem solving skills, and general leadership skills. This program contains a number of elements including a senior management 2-day session, the 3- day Professional Supervisor Course, a 1-day follow-up to the course (refresher and experiential review), a 1- day session focusing on coaching skills and performance management techniques, and one-on- one field coaching for both supervisors and managers. Aiden also created and implemented a Corporate Program called “Loading and Hauling Optimization”. This program starts with a detailed 10-day site review focusing on areas of strength and opportunities ending with a set of detailed recommendations for improvement. A detailed report is written to document the experience, then a team is sourced (both internally and externally) and led by Aiden to assist sites with the recommended improvement list. Results were measured and significant improvements were made in multiple operating and technical areas macros a number of operations.

Polymetallic Operations

North American Palladium Aiden spent 2 years at this primary Palladium operation that also included Platinum, Gold, Nickel, Copper, and Cobalt. In addition to the primary assignment of Mining Manager, Aiden also held the role of Loss Control Manager. He was the company Co- Chair of the JOHS Committee and led a reset of the committee and its terms of reference, resulting in a more focused and effective site-wide safety management body. Aiden led a team that revamped the LOM plan, fully optimizing the open pit and underground operations, especially in areas where both operations intersected. Pit wall parameters were revised resulting in significant stripping savings and enhanced safety procedures. A long-standing blasting issue was worked through and solved; blasted oversize was eliminated and loading unit diggability was restored to normal industry expectations. The drill-hole size was changed and drill rigs were reconfigured from rotary to DTH percussion drilling. Anvil Range Faro Lead-Zinc Mine Faro is a Primarily Lead-Zinc mine in Canada’s Yukon Territory, also including silver and gold. Aiden lead the grade control and short-range planning teams here in 1997/8. Coal Operations Smoky River Coal In 1996 Aiden spent one year at Smoky River Coal as the Assistant Coal Coordinator. Aiden was the primary liaison between the coal processing plant, the open pit mines and the underground mines.

Current Status

Aiden currently still hold the position ‘Senior Vice- President Operations’ for Labrador Iron Mines. LIM is currently not in an operating state as a result of prevailing low commodity prices, and must see better market conditions to allow refinancing and a future restart of operations. Aiden is also the President of consulting company, Mining (R)Evolutions Incorporated. Through a close working relationship with Jim Decker and Associates, Aiden is engaged in the delivery of a suite of mining personnel development programs collectively titled “The Professional Supervisor”. Program elements include: The Professional Supervisor    o A 3-day course for “Anybody who achieves results through the efforts of others”. This time is spent working through communications skills, improvements to each company’s safety practices, leadership skills, problem solving skills, etc.    o A 1-day follow up, typically 6 months after the 3- day course. This day is used as a refresher and experiential review. The Professional Leader    o A 2-day session focusing on senior mine management, helping align this group with expectations of their supervisor group and preparing them to support the changes their supervisor groups will go through Leading Performance    o A 1-day session focusing directly on supervisor and manager coaching skills and performance management techniques One-on-One field coaching, follow-up telephone based coaching    o We spend 2 full working shifts with each supervisor observing their leadership skills in action. This is followed by a detailed review of observations and specific opportunities for each person to action going forward. During the follow-up monthly phone calls with each person, experiences are related and further improvement are suggested and agreed upon for future action. The Professional Employee    o A multi-session program targeting culture change with the employee group. This session is interactive and topics include what supervisors and managers expect from employees, and most critically, why. Each company’s ‘core values’, safety systems, and other systems are placed front and centre for employees and explained in a way they understand and relate to. Aiden also offers: detailed operating and technical audits/reviews due diligence reviews study management temporary management postings safety system review and enhancement communications systems review and enhancement