Alamos Gold Inc
Message from the President and CEO
For Alamos, 2017 was a transformational year. In this, our fifteenth year, we outperformed nearly every expectation: we broke company records for production, costs and safety, and solidified our financial foundation. And we gained a fourth producing mine, the Island Gold mine in Ontario, Canada.
In a time of wide fluctuations in the gold price, we feel it is critical to position ourselves for sustained production, while steadily reducing our cost profile. In 2017, we achieved a 10 percent increase in gold production to 429,400 ounces, and an 8 percent decrease in all-in sustaining costs to $933/ounce. The financial arrangements that we procured will provide tremendous financial flexibility: a $250 million dollar bought-deal financing arrangement made us debt-free, and we expanded our credit facility from $150 to $400 million.
The acquisition of Richmont Mines in November added the Island Gold mine to our portfolio. Island Gold is a well-managed, long-life underground mine in Ontario with a strong record of safety and environmental performance and active engagement with local communities.
Young-Davidson, our cornerstone mine, produced 200,000 ounces of gold for the first time in its history, with strong safety performance and ongoing partnership with local First Nations. At the Mulatos mine, which produced 160,000 ounces, we installed new water management facilities to ensure that no untreated mine contact water leaves the site. The mine’s Industria Limpia (clean industry) recertification is in progress, in recognition of their continued excellence in environmental management. Over the year, we moved forward on relocating the town of Mulatos and building an entirely new town site. This multi-year project is proceeding in close collaboration with the local ejido (community landholders’ association) and we will continue to work with, and assist, the community for years to come.
Both the Mulatos and El Chanate mines were again recognized as Socially Responsible Mining Companies by CEMEFI, the Mexican Center for Philanthropy. El Chanate is nearing the end of its mining life, and the reclamation process has begun, but the mine still produced over 60,000 ounces. In these early stages of closure, our efforts are focused on reforestation.
Our development projects made great progress in 2017: positive feasibility studies were completed in Turkey, for the Kirazlı and Aği Daği projects, and in Manitoba, Canada, at the Lynn Lake project. At Kirazlı, work was initiated on the reservoir, and on relocating the project’s access road and power lines. The Lynn Lake project received the environmental guidelines that allowed the Environmental Assessment process to begin, and our team continued with community engagement efforts. Our La Yaqui project, which is in the Mulatos district, completed Phase I of development on budget and ahead of schedule, and first gold was poured in August.
I want to make special mention of the diligence of our site safety teams, at every operation. Over the past two years we have rolled out the Home Safe Every Day safety program and its success is evident: in 2017 the El Chanate mine reached 4.8 million work hours, and 1,104 days, without a Lost Time Incident (LTI). The Young-Davidson mine has reached over 2.7 million work hours, and 699 days, without an LTI, and Mulatos, nearly 2.7 million work hours and 244 days. These remarkable statistics attest to a safety-first work culture that reaches from management to safety leadership to each individual worker. Island Gold, the newest member of the Alamos team, joins us with a solid safety record.
In closing, I want to express my gratitude to the people of Alamos and the Board, and their significant contributions to this year of transformation.
We entered 2018 with four producing mines, a solid operation base of 500,000 ounces of annual production, and a strong development pipeline. In 2018 and beyond, we expect continued growth, expanding margins and cash flow, and a relentless commitment to safe, sustainable production, and social and environmental stewardship in all our operations.
John A. McCluskey
President and Chief Executive Officer
Source: https://www.alamosgold.com/sustainability/Message-from-the-President-and-CEO/default.aspx
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Development Boomtruck Operator
- Safely move material as directed. Report and document all material moved accurately to his/her Supervisor;
- Accurately report to supervisor the material needed in storage areas U/G
Rock Breaker Operator
- Operate rock-breaker;
- Perform pre-op and post-op inspections on equipment
Scissordeck Bolter
- Install ground support as per company standard;
- Install and maintain services;
- Load development rounds
Ground Control Engineer
- QAQC of shotcrete, ground support installation, grouting, ground support auditing and paste fill;
- Document inspections of underground stoping and development;
- Rock mass characterisation and classification
Mine Engineer
- Assist with blast improvement investigations;
- Look for opportunities to improve efficiencies;
- Provide guidance to EIT’s
Construction Miner - Transmixer
- Operate equipment such as transmixer and shotcrete sprayer;
- Assist in installation, modification and repairs of UG infrastructures
Geological Technician/or Junior Geologist
- 3D digitizing of underground geological mapping and integration into 3D mining software.
- Digitize geological surface geological mapping lithology, structure and mineralization
- Digitize chip sampling of ore development headings as required
Mill Operator/Labourer
- Works and ensure all workers work in compliance with the Occupational Health & Safety Act, Regulations for Mines and Mining Plants and all other applicable government standards and regulations;
- Adheres to and enforces all safety and environmental considerations
Document Control Coordinator - Phase III
- Implement document and data management solutions with a primary focus on workflow, document control, information security and records management.
- Provide ongoing training and support to end users in the use of the document management system.
- Ensure project and operations teams comply with the document management requirements and procedures
Project Controls Manager - Phase III
- Development and implementation of project controls systems and procedures.
- Working with accounting personnel to ensure accurate reporting and approval of accruals, forecasts, and project status.
- Early identification and notification of deviations and variances to project baseline schedule and spend