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  • Pages
  • Editions
01 Cover
02 Welcome Letter / Sections
03 Article & Interview Directory
04 Section 1: Introduction
05 Introduction to Mining in Ontario
06 Government of Ontario Interview
07 Ontario Mining Association (OMA) Interview
08 Canadian Institute of Mining, Metallurgy and Petroleum (CIM) Interview
09 Navigating Uncertainty
10 Ormston List Frawley LLP Interview
11 PDAC Interview
12 Section 2: Production and Development in Ontario
13 Production in Ontario
14 Map of Ontario Mines
15 Newmont Interview
16 Barrick Gold Interview
17 Wesdome Gold Mines Interview
18 Alamos Gold Interview
19 Evolution Mining Interview
20 A New Wave of Ontario Gold Mines
21 Argonaut Gold Interview
22 Equinox Gold Interview
23 Industry Thoughts: Production and Development in Ontario
24 Section 3: Mining Finance
25 Mining Finance and Investment
26 Insights from the Toronto Stock Exchange
27 PearTree Securities Interview
28 Triple Flag Interview
29 Red Cloud Securities Interview
30 IBK Capital Interview
31 Stifel Interview
32 Roth Canada Interview
33 Industry Thoughts: Mining Finance Trends
34 Section 4: Toronto's Global Reach
35 Toronto’s Global Reach
36 Toronto's Global Reach Map
37 Rupert Resources Interview
38 Eloro Resources Interview
39 Industry Thoughts: Global Operations Based in Ontario
40 Eyes on Latin America
41 Torex Gold Resources Interview
42 Minera Alamos Interview
43 Sable Resources Interview
44 Section 5: Junior Exploration
45 Junior Exploration
46 Great Bear Resources Interview
47 Exploring Across Canada
48 O3 Mining Interview
49 Purepoint Uranium Group Interview
50 ALX Resources Interview
51 Industry Thoughts: Gold Juniors Have Their Say
52 Gold Juniors Replacing Depleting Resources
53 Moneta Gold Interview
54 Goldshore Resources Interview
55 Galleon Gold Interview
56 Element79 Gold Interview
57 Signature Resources Interview
58 Section 6: ESG and the Battery Materials Supply Chain
59 Transition Metals on the Rise
60 Conquest Resources Interview
61 Generation Mining Interview
62 Inventus Mining Interview
63 Noble Mineral Exploration Interview
64 The Move to Combat Climate Change Gathers Pace
65 Insights from Onyen Corporation
66 Thorn Associates Interview
67 Leading the Charge
68 Electra Battery Materials Interview
69 Frontier Lithium Interview
70 Industry Thoughts: Entering The Transition Economy
71 The Battery Material Supply Chain
72 ION Energy Interview
73 Clean Air Metals Interview
74 Section 7: Services, Technology and Innovation
75 Engineering, Construction & Consultancies
76 Ausenco Interview
77 Cementation Americas Interview
78 PCL Construction Interview
79 Redpath Mining Interview
80 Technological Advancements & Innovation
81 Industry Thoughts: Canadian Associations
82 EY Interview
83 Maestro Digital Mine Interview
84 Centric Mining Systems Interview
85 Industry Thoughts: OEMs Have Their Say
86 Drone Delivery Canada Interview
87 Sofvie Interview
88 Novamera Interview
89 Industry Thoughts: Paving the Way for ESG Reporting
90 Section 8: Company Profiles
91 Wesdome Company Profile
92 ION Energy Company Profile
93 PearTree Securities Company Profile
94 Ormston List Frawley Company Profile
95 Maestro Digital Mine Company Profile
96 Sofvie Company Profile
97 Credits

Robert Black, Director Business Development,

PCL CONSTRUCTION

"Our Job Site Insight (JSI) system monitors everything on-site and flags what may not be apparent to a human observer."

What is your vision for PCL Construction within the Ontario mining sector?

As a US$9 billion company, we are the largest construction company in Canada and are in the top 20 globally. One of the challenges that we regularly experience is market perception, as many are not aware that we are capable of small assignments, and only associate us with very large projects. Therefore, one of our goals in our outreach to the mining industry was to communicate that we can tackle small projects cost-effectively and on schedule. Mining represents a significant part of our marketing efforts since we decided to explore a permanent presence in northern Ontario specifically. An office was established in Sudbury to support this vision. While working with Glencore and other producers, we were happy to see that our organizational cultures are well aligned.

How is the structure of the company unique when it comes to employee ownership?

PCL has been 100% employee-owned since the 1970s. The founders, the Poole family, decided to change the ownership structure to an employee-owned organization. Today we have 4,200 employees and at least 90 - 95% are shareholders. All permanent staff have the option to become shareholders, resulting in a high participation rate and a high degree of engagement. With employee-owners, lasting relationships and commitment to client success are critical to everyone and provide a high degree of commitment.

How are you preparing for the uptick in mining projects given the electrification revolution?

Critical metals are being prioritized in multiple jurisdictions and we are preparing by building a market presence with a team of qualified individuals with industrial and process backgrounds to bring value to clients’ projects and to present high-value construction solutions. Due to our scale and ability to deliver construction in a variety of formats, we can provide developers with a turnkey solution to deliver an entire project or we can participate in the project by carrying out small individual assignments. We developed significant expertise in solar farm development after several extremely large projects in Australia, Canada and the US. Our process experience also helps with the production side of the critical metal mining business, adding unmatched skill to our project delivery.

Can you comment on the transition to solar energy and how you see this playing out relative to other renewable energy sources?

Both wind and solar have challenges because of the availability of power. I believe this will be addressed through the enhancement and the evolution of battery technologies. However, full replacement by renewable is still rare and unlikely at this stage. More organizations are exploring a complete solution, incorporating solar, wind, battery and stored energy.

Is the world moving too fast or not fast enough in the green energy transition from your perspective?

I believe the world is not moving fast enough on mining EVs. There are legitimate concerns about underground fires and the harshness of the environment that electric mining vehicles are exposed to. However, without going through the process of installing these vehicles and allowing the operators and manufacturers to evolve the technologies, there will be no advancements. The installation of electric mining vehicles and construction equipment create a new set of risks but it is significantly less than that presented by vehicles powered by diesel or propane in their early days of development long ago.

How are you integrating big data and analytics in construction?

Data is increasingly collected and analyzed to provide meaningful results. Our Job Site Insight (JSI) system monitors everything on-site and flags what may not be apparent to a human observer. The digital construction technology is becoming more mature and we have carried out multiple large-scale projects paper-free and entirely digitally. This provided information on the efficiency of these projects and on how to tweak the process to provide more value and efficiencies. One of the challenges in a large construction site is having connectivity and making it robust and reliable so that the design team, builders and clients have access to the appropriate data. We are exploring different technologies that allow us to use semi-autonomous robotics to monitor the site such as drones with pre-programmed flights or autonomous robots which walk around the site documenting it in 3D scans and images. These tools gather data that gets fed into an analytical engine which then assesses progress or flags issues. It’s a broad topic, but we have committed resources for years to advance applicable technology and improve its efficiency.

Next:

Interview: Redpath Mining