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Avakash Patel, P.Eng.President - Advisory and Consulting Americas, RPMGlobal

MINE AND MINING PROJECT SITE VISIT GUIDELINES: A PRACTICAL APPROACH

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TABLE OF CONTENTS TABLE OF CONTENTS ........................................................................................... 2

PART 1- SITE VISIT FUNDAMENTALS .................................................................... 3-4

PART2- GUIDELINE TO SITE VISIT BEST PRACTICES.......................................... 4-10

GEOLOGY..................................................................................................................... 5

MINING......................................................................................................................... 5-6

PROCESSING/METALLURGY....................................................................................... 6-7

ENGINEERINGING/INFRASTRUCUTRE...................................................................... 7-8

ENVIRONMENT........................................................................................................... 8

SOCIAL ENGAGEMENT............................................................................................... 8-9

GEOTECHNICAL.......................................................................................................... 9

TAILINGS...................................................................................................................... 9-10

HEALTH AND SAFETY................................................................................................. 10

PART 3- REMOTE SITE VISITS.................................................................................. 10-15

INTRODUCTION......................................................................................................... 10

PRE-REMOTE SITE VISIT............................................................................................ 11

REMOTE SITE VISIT..................................................................................................... 11-12

TECHNOLOGIES.......................................................................................................... 12-15

ACKNOWLEDGEMENTS............................................................................................ 16

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PART 1 – Site Visit Fundamentals

1. Introduction

Key concepts: The 5 W’s (Who, What, When, Why, Where) prior to the best practice guideline (How).

Mine site visits have long been held in high regard by prospectors, mining companies, regulators, and investors. There is no doubt that having a technical team available to view any asset and provide observation and opinion is critical to understanding the asset. Most professionals agree that the cleanliness and hygiene of a site, facility, operation, and their respective sub-parts are a reflection of the management, project, operation, and culture in general. A site visit is normally used to validate information and data on a particular property. It is always helpful if the information and data can be evaluated and understood prior to the visit, and assessed for gaps that the site visit may need to address. During any site visit, a number of peripheral observations happen naturally that can help form an opinion on the property, management and operation. Part 1 of this article is an attempt to normalize and standardize how to view a site visit using some industry best practices that are currently accepted.

In developing these Guidelines, a number of professionals i.e. Qualified Persons and Competent Persons (“QP”s and “CP”s) in various disciplines were surveyed to determine critical areas of investigation, respectively, during a site visit. It became immediately evident that different professionals in the same field viewed different things with different priorities.

As the individual professionals on the visit most greatly impact the outcome of the visit, it is important to choose the correct disciplines. This is the “WHO”.

WHO – Often a site visit team is a mix of disciplines, ranging from a single generalist Project Manager with possibly one technical specific background, to a large technical team of experts. This includes, but is not limited to, the disciplines of Geology, Mining, Metallurgy/Mineral Processing, Infrastructure, Engineering, Tailings, Geotechnical, Environment, Social, Health and Safety. Depending on the stage of development or the particular project, mine, property, asset, or facility being visited, any one of the disciplines may have more or a less of a role during the site visit. For example; a greenfield project with almost no drilling may require more site investigation from a process engineer or Infrastructure specialist rather than, or perhaps in addition to, a geologist which may normally be required. Alternatively, an operating

smelter may require less attention from a geology perspective rather than a process engineering or operating and maintenance perspective. The key to best practice is choosing the appropriate team for both the stage of project development, and the type of mine, project, or facility. Which brings us to the “What”.

WHAT – The what is based on commodity. The “How” to be looked at by respective disciplines will be discussed in further detail post the W’s as the guideline practice and should not be confused with the W.

Commodities.

There are a few different ways to break down commodities. For purposes of ease to determine guidelines for site visits, a simplistic approach has been used to define the commodities. A break down could be considered to be, and not limited to:

1. Coal and Bitumen related materials.2. Industrial Minerals3. Precious Metals4. Platinum Group Metals (PGM)5. Base Metals6. Poly-metallic

Different types of commodities will require different specialists in the disciplines that have experience with regards to those respective commodities, but the requirement for them to visit site will be dependent on the stage of Project Development, which is the “When”.

WHEN - Stage of Development.

There are arguably 5 basic Stages of Project Development based on economics, technical definition and knowledge, and probability of certainty:

1. Inception / Scoping Study / PEA. This stage is very early. From pre-drilling through to possible Resource definition. (A Geologist is a minimal recommended requirement for site visit at this stage). Note: (Through-out these guidelines, arguments can be made to include other disciplines and they are valid. The Guidelines suggested here are a minimum).

2. Preliminary Feasibility Study. This is further than conceptual with more technical information and speaks to the “what” in being able to define metals, minerals, commodities of value to be investigated. It also starts investigations into the how, including trade-off studies, mining methods, alternate utility and infrastructure investigations, and further definition from Resource(s) to defining Reserve(s). (A Geologist, Mining Engineer, Process Engineer, Infrastructure/Engineering specialist,

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Environmental Specialist, and Social specialist are the minimal disciplines recommended for a site visit team)

3. Feasibility study. This is the final definition stage of development. Here the resource and reserves are defined. The metallurgical testwork is completed using representative samples. The process route is clearly defined and fixed. The site and plant layout is fixed. The mine plan is fixed. The financial model and Capital and Operating cost estimates are at a +/- 15% level with the necessary back and engineering. (At this point a full team of disciplines is recommended and some sub-specialists depending on the nature of the project).

4. Project Execution – This stage is defined a number of interconnected and in some cases concurrent sub-stages. The sub-stages are mainly comprised of; basic engineering (BE), detailed engineering (E), procurement (P), Construction (C), Management (M), (it should be noted that some turnkey projects are designated EPC where the C and M are combined to a single general contractor), operational readiness, commissioning, and ramp up. At minimum an Infrastructure/Engineering specialist is required at this stage and some sub-specialties or Process Engineers may be required.

5. Operational Mine or Processing Facility – All disciplines are recommended for this type of site visit given that all disciplines are involved on an on-going basis.

Once the Who, What, and When are established, the team selection is dependent on the “Why”.

WHY – Purpose of the Review and Visit.The disciplines required for the site visit will be dependent on the nature and/or the reason for this site visit. The reasons can be attributed to the following, but not limited to:

1. Regulatory – Reporting internal and Public2. Audits – internal or external3. Diligence on behalf of potential investors4. M&A on behalf of mining companies or lenders/

investors5. Valuations for public listings or M&A6. Studies – (at any of the stages of When)7. Expert Witness – (EW), or8. Inspection and Verification

Based on the reason for the visit, the key items and disciplines may vary as the requirements can change. It is important for the proponent to clearly understand the scope and requirements. It is also important for the respective professionals involved to help outline the requirements to the proponents instigating the investigation. The final item that drives individuals and team selection is the “Where”.

WHERE- Location, Location, Location.

The team and individuals for the site visit are recommended to be chosen based on, but not limited to; proximity, knowledge of the property or operation, experience in similar climatic conditions, experience at elevation, experience with geophysical limitations, experience in local customs and culture knowledge of language, and understanding of local, federal, and global regulations and issues.

The location plays a critical role in site visit personnel selection.

The basis of selection of the team or specific members is primarily to reduce the materiality of risk due to; incomplete information or data, validation of information or/and information, data and observances only available during a visit.

Practically it will be impossible to find a team where all individuals have deep experience in all 5 W’s, but identifying the key 1-3 disciplines may help to streamline the site visit and get the most value. Once the team is determined based on the 5 W’s, the practice of the site visit is the “How”.

PART 2 – Guideline to Site Visit Best PracticesThe list of items to be viewed or examined during a site visit are not exhaustive or comprehensive due to the 5W’s and what is available and material to see. There is always the discretion of the expert in the discipline to assess what needs to be done during the site visit.

This is a compilation of the main basic target items to view during a site visit, if possible. It should not be considered a final list nor a minimum, but rather a guideline to key items and areas within each respective discipline to view during the visit.

Prior to the site visit, it is recommended to review as much data and information as possible, and prepare a list of gaps or omissions in data and information. It is also recommended to view and observe the site on a publically available satellite image program on the internet if possible.

It is recommended that a field note book, and camera/video be brought on the visit, and with the appropriate approvals, document aspects of the visit at the discretion of each individual with respect to their discipline.

The list of items is not prioritized for any discipline, and prioritization is left to the discipline expert.

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MINING: Open Pit (OP)-

1. Site Preparationa) Clear and Grub Considerations

2. Remaining cutbacks and interactions with voids

3. Site preparation for different weather considerations

4. Waste dump location(s) and condition(s)a) Review Acid Rock Drainage (ARD) and management methods if applicable.

5. Run-of-Mine (ROM) and stockpile(s)

6. Blasting methods and management

7. Fragmentation

8. Dewatering operation(s) and management

9. Mobile equipment maintenance facilities

10. Warehousing and storage

11. Fuela) Type, storage, distribution

12. Overall Site conditions

13. Wall conditionsa) Review Acid Rock Drainage (ARD) and management methods if applicable.b) Dewatering. Pit wall depressurization for stability purposes.

14. Haulage routes and Haulage road conditions

15. Drainage conditions

GEOLOGY:

1. Operational site visit if possible (Open Pit -OP or Under Ground - UG)

a) Grade control methodologyb) Ore waste determinationc) Blast control pre and post processd) Ore blocking oute) Ore spottingf) Ore reconciliation practices, i.e.; F0-F8g) Pit and backs mapping etc.

2. Outcrops (mine or surface)a) Controlsb) Geometryc) Continuityd) Contact behavior

3. Drill hole rigsa) Drilling and Sampling Practicesb) Core tray labels (trays or bags)c) Drill interval labelsd) Drilling control operative sheete) Drill core review

4. Sampling methodology and appropriateness a) Follow samples; from collection through preparation, analysis, reporting, and storage / disposal b) Including assay and density

5. QA/QC methodology and appropriateness

6. Core Sheda) Core tray inventory-stageb) Coarse/fine rejects inventory-stagec) Log sheet (and methodology)d) Prior to visit select 5 – 10 holes, have the entire holes laid oute) Sample interval labelsf) Core rejects halves definitiong) Mineralized intervalsh) Contacts behaviori) Discuss geologic model and ask for interpretation assumptions

7. Sample preparation Laboratorya) General impression (cleanliness)b) Ideally, an operator describes the protocolc) Data acquisition/transfer to Databased) Discuss the QC insertion protocole) General Stage of the equipmentf) Emphasis in Mass reduction equipmentg) Mass reduction example if it is possible

8. Chemical Laboratorya) General impressionb) Equipment stagec) Calibration Protocolsd) Lab QC

9. Density (S.G.) Determination Laboratorya) General impression (cleanliness)b) Ideally, an operator describes the protocolc) Check there is an ovend) Data acquisition/transfer to Database

10. Geological interpretation and understanding –Interviews

11. Verify Modeling estimation parametersa) Capping & compositing strategyb) Variographyc) Block size justificationd) Search parameterse) Model validation resultsf) Classification strategyg) Reporting parameters

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16. Review Production planning

17. Interview and assess management team

18. Observe and interview contractors

19. QA/QCa) Sample method(s), collection, custodyb) Lab turn-around timec) Analysis methods

20. Observe if ore contact can be visually detecteda) Deleterious material or rock types which need to be separated or blended can these be visually detected.b) Grade control procedures and communication and documentation between geology and mining

21. View to whether the fleet selection is reasonable for the geometry of the ore body

22. Observe condition of the mobile fleet

23. Interview and understand the interaction between short and long-term planning

a) Cut-off grade and calculations (CoG)b) Reconciliation data and procedures to determine strength of geological model and mining and planning.c) Review and verify Reserves estimates

24. General housekeeping

Underground (UG) -

1. Observe the ground conditions, air slack, blast damage, stress, water, etc.

2. Observe and assess infrastructure installation and observe performance

a) Air/Ventilation method and distributionb) Power, Lighting, and associated Utilitiesc) Water supply and Dewatering methods and distribution

3. Observe condition of equipment, and U/G shop facilities

4. Interviews and observations to verify:a) Cut-off grade and calculations (CoG)b) Grade shell at CoG. (triangulation)c) Minable shapes with design criteria, e.g., hydraulic radiusd) Planned/unplanned dilution and recovery assumptionse) Review and verify Reserves estimatesf) Existing mine as builtg) Known faults and structures (triangulations)h) Mine development design including shops,

explosive powder magazines, secondary egress.i) Single line diagrams and capacity for underground; vent, power, dewatering, ore/ waste flow, and backfill, including mass balancej) Development and stoping sequence and rates (scheduling viewer)k) Production profiles for ore, waste, and backfilll) Underground equipment fleet with availability and utilization assumptionsm) Underground manpower summary, (org structuren) Summary of management systemso) Underground CAPEX/OPEX estimates and trendsp) Known variations to studies or designq) Short and medium term plan compliance, (including stope performance and block model correlation)r) Risk registry

PROCESSING /METALLURGY

1. Core sheda) View core that represents all ore typesb) View and observe oxide intervals, transition intervals, and sulphide intervalsc) Review drill holes with respect to section and plan views to attain an understanding of metallurgical sample collection and intervals, and to understand compositing.d) Review QA/QC, storage, handling, and custody protocols and standards.

2. Plant and site layout

3. Plant and Plant equipmenta) Conditionb) Major equipment name plate sizing, and respective motor powers. Observe operating and stand-by philosophy.c) Control room, view trends of weekly and monthly operating history to verify production and quality, power consumption, consumable consumption, and water balance.d) Review all points of sampling and collection and analytical methods, verify process control points and methods.e) Review sampling, locations, and measurement methods for metallurgical accounting and balancing. Review for inspection frequency.f) Security and transport methodsg) Housekeeping and cleanlinessh) Level of automationi) Level of sampling equipment condition and online analysis – Particle size distribution, on stream analyzers, etc.j) PLC-DCS level of controls and feedback along with location(s) and number(s) of cameras.k) Security measures and material handling controls.

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4. Maintenance facilitiesa) Review predictive, preventative, and planned maintenance procedures.b) Review cranes in maintenance facilities and processing facilities, for both capacity and reach. c) Review storage facilities, storage yards, warehousing, spare parts, inventory methods. Condition of Spare parts and volume of spare parts. Observation of critical spares or start up spares.d) Review QA/QC, documentation, and schedule of maintenance activities.

5. Interview and observe process management personnel and operational personnel

6. Tailing storage facility(s)a) Review and observe deposition methods and equipment.b) Review and observe mass balance, water balance, and material quality. c) Review and observe water reclaim methods, tailings treatment methods including consumables, and treatment of deleterious elements if any.d) Review quality of material in Tailings storage facility including moisture content, general particle size distribution and general chemical composition, and note total volumetric capacity at time of visit.e) Review tailings monitoring methods and control strategy.f) Review tailings communication plan and understand areas of responsibility.

7. Powera) Observe and record methods of supply and total site capacity along with unit capacity for; mining, admin, processing, and othersb) Observe and record methods of delivery and distribution.c) If self-generating, observe and record fuel type, storage capacity, number and types of generators. Maintenance method(s) and responsibilities.d) Observe and record back up Power in terms of type, capacity.e) Interview operations and maintenance as to the stability of supply.f) Observe trends in the controls to verify power supply and availability.g) If possible verify power costs and fuel costs as experienced.

8. Water-supply and distribution – balance

9. Laboratorya) Observe sample collection, reception, custody,

and documentationb) Observe sample preparation area, housekeeping, and safety protocolsc) Observe systems and procedures ISO, SOP’s etc..d) Observe dry and wet facilities for Assaying.e) Assay methods and limits.f) Note equipment type, number, and condition. This includes all equipment from sample preparation crushing, screening, and drying, through major analytical equipment ICP – AA, furnaces, fume hoods, etc. PSA’sg) Use of laboratory information management systems (LIMS) and observation of feedback to DCS systems or process controls.h) Saving and storage of rejects and duplicates.i) Documentation.j) QA/QC procedures and protocolsk) Number, type, storage of reject samples

10. Reagent-storage facilitya) Delivery methods (volumes, masses, and frequency)b) Storagec) Distribution and controld) Frequency of preparation

11. Camp- capacity, facilities, costs.

12. Interview – Operations and Management, a) Review daily and monthly production reports, Inventory and shipping documentation, and metallurgical balancesb) Review special projectsc) Discuss bottlenecks, product qualityd) Review processing labour plans for operations and maintenance and shift schedules

13. Production Storage and Shipping methods and frequency

a) Review daily and monthly shipping records and cross reference production

ENGINEERING/INFRASTRUCTURE

1. Site Access – Road – Rail – Air

2. Site conditions and topography

3. Climate

4. Elevation

5. Earth works Required

6. Power – Supply and Distribution

7. Water – Type, Supply, and Distribution

8. Telecommunications

9. Security

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10. Materials of construction

11. Construction Areas

12. Temporary facilities

13. Camp and Mess – associated facilities

14. Administrative buildings and facilities.

15. Waste – Type, storage, treatment, and handling

16. CAPEX/OPEX

ENVIRONMENT

1. Acquire an understanding of the existing organizational capacity and competency for environmental and social management of the Project.

a) Does an organizational structure exist that defines roles, responsibilities, and authority to implement the Environmental Social Management System developed for the operation.2. Review implementation of water management

and water quality protection actions with an emphasis on:

a) Control of erosion and sedimentationb) Quality of water discharged from the project areasc) Seepage from mine waste management facilities and water management activities related to road ditches, diversions, culverts etc;d) Water treatment facilities and waste water treatment/sewage management

3. Observe and review the management of air quality for the mine, port and power plant.

a) View the project area with regard to dust generation from roads, processing plant, and other facilitiesb) Processing and laboratory facilities should be evaluated with regard to emissions.

4. Review mine waste management (waste rock, overburden and tailings) facilities

a) Review those related to the development of acid rock drainage and leachable elements that have the potential to impact water resources. b) Seepage protection should be understood and observed

5. Review leach pad facilities using cyanide or acid to assure hazardous solutions are properly managed.

a) Water management and seepage control are primary considerations during the inspection process

6. Review environmental monitoring programs including:

a) Air quality and vibrationb) Surface water including seepage from storage facilitiesc) Groundwater relating to mine waste, processing waste, domestic waste, etc.d) Review monitoring sites and develop an understanding of how background and impacts related to the project are determined

7. Review site management of hazardous materials such as cyanide and hazardous wastes

a) Observe that appropriate management techniques are in-place and the workforce is using appropriate techniques to prevent health issues

8. Review legacy issues including;a) Erosion and sedimentation featuresb) Impacts to rivers, streams, lakesc) ARD and elemental leaching, etc

9. Observe topsoil removal and storage activities

10. Adequacy of waste management activities related to:

a) Domestic, industrial, hospital and hazardous wastesb) Review storage facilities related to environmental protection

c) Review the manifest system to make sure assurances are in-place for proper waste disposal by contractors

11. Observe and/or review reclamation activities active primarily on disturbed sites without future use.

12. Understand the management of terrestrial and aquatic biodiversity and ecosystems services with regard to national and international standards and guidelines.

13. Some projects encapsulate acid forming waste rock in the WRSF to prevent acid rock drainage.

a) Observe encapsulation activities to make sure management plans are implemented using appropriate techniques

SOCIAL ENGAGEMENT

1. Verify quality of community engagementa) How well does the mine understand the local community? (Baseline data, socio-economic data, vulnerability, ethnic and tribal structures)b) How often, and how regularly does the mine communicate with the community?c) What processes does the mine use to listen to the community? (Key example – if mine

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plans change, how do the CR staff inform and consult with community? Is there any avenue for the community to influence the changes, as in shifting a road or halting near surface mining at night?)d) If there are community problems (protests, haul road blockages, vandalism) did the mine have any advance warning, or were they caught by surprise. (If they were surprised, it’s a very bad sign for the quality of engagement.)e) Make-up of CR team – is there good gender balance, are all local ethnic groups represented. f) Is there an attitude of respect towards the local community?g) Does the local community and mine have a shared understanding of both impacts and benefits that will come from the mine?h) Meet with community and verify their perspective on above

2. Review Grievance Mechanisma) Is it in place and how well is it functioning?b) Are the definitions of grievance and complaint appropriate and differentiated?c) Has the system been widely publicized? d) Is the data collected being used and shared upwards with management?e) Are the grievances, on average, being successfully resolved in a timely manner and with clear feedback to the complainants

3. Review Community Investmenta) What’s (is there?) the overarching strategy behind the investment? b) Are projects being equitably distributed?c) Is there collective as well as individual investment? (Collective projects, ex. roads, are very important but do little to convince community that they personally have benefited).d) Who decides on projects? Only the mine, only Government, only chiefs? Or does the community have a say? Look for elite capture of benefits.e) Are projects only infrastructure? (Bad sign)f) Is there a long-term (mine closure) vision for economic viability to guide the community investment?g) Look at old projects (5+ years): are they used and maintained? If they’ve failed (which many will have) has the CR team learned lessons and applied them to current/future projects?

4. IFC PS compliance a) This goes into lots of detail, which essentially tells if they have the correct systems established, but does not tell how well they engage with the community or what the local risk is.

5. Commitments and Obligations Register

6. Risk register

7. Local employment and procurement

8. Artisanal (ASM)/Illegal mining

9. Resettlement

10. Security

11. Environment

12. Land access

13. Life of Asset/Life of Province plana) Review LOA/LOP. Is mine expansion planned, is the community aware, is it the same expansion as was planned from the beginning, or has everything changed? Will it involve resettlement or economic displacement? What’s the long-term plan for expansion and how will that impact on near-mine?

GEOTECHNICAL

1. Physiography and geology plus topography & surface cover

2. Design Criteria adherence

3. As-built adherence

4. Climate

5. Slopes and Natural angles of repose

6. Subsurface conditions

7. Ground temperatures

8. Hydrology and drainage

9. Hydrogeology

10. Construction materials

TAILINGS

1. Tailings Storage Facility (TSF)a) Number and configurationb) Delivery System and deposition methodsc) Inspection frequency and methodsd) Anomalies such as instability events, cracks, settlements, seepage, excessive vegetation, drain effluent turbidity, etc.

2. Permittinga) Emergency response planb) Closure plan

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3. Dams where at least the following items should be inspected:a) Erosion protectionb) Free-boardc) Beachd) Movements of crests and slopese) Drainage system(s)f) Leakage and seepage areasg) Material transport in leakageh) Trees and vegetation on damsi) Other detected damages

4. Discharge arrangements and function where at least the following items should be inspected:

a) Accessb) Damages on construction and controlsc) Leakage through and around discharge arrangementsd) Erosion downstream outlete) Vegetation in or close to discharge arrangementf) Discharge regulation equipmentg) Emergency discharge arrangements

5. Monitoring instruments and equipment and function

6. Control equipment and function

7. Back-up - alternate power supply

8. Waste transport and placement

9. As a minimum, it is recommended that inspections of extractive waste facilities shall include at least the following elements:

a) Review of regulatory compliance including but not limited to; (legislation, regulations, permits and voluntary commitments)b) Review of monitoring and inspection reportsc) Review of inspection report findings, recommendations and program(s) for their implementationd) Assessment of ongoing and potential environmental impacts (e.g., land use and disturbance, impacts on surface and groundwater, dust, noise and odour) and measures to minimize such impacts;e) Assess the need for additional inspections which may be required to be undertaken by the independent expert

10. For operating facilities it is recommend to:a) Review of the waste management plan (including inspection and control of all components), where special attention should be given to any changes to the original design, waste management and water managementb) Assess any potential risks related to other activities on the site with respect to the extractive waste facility (e.g. with regard to

water management, infrastructure, etc.)c) Assess the validity of any progressive closure measures, and the adequacy of the closure planning and adequacy of the financial guaranteed) Assessment of the roles, responsibilities and competence of personnel as well as traininge) Monitoring instruments and equipment and functionf) Control equipment and functiong) Waste transport and placement system

HEALTH AND SAFETY The area of Health and Safety is not covered under this guideline:

Details of this area go beyond the scope of these guidelines. In general, the primary responsibility is of the individual, all management, and the owner of the facility.

It should be clear that all individuals at a site visit report to their hosts any issues identified immediately and each person follow all inductions, guidelines, use of PPE, rules, regulations, and laws pertaining to a particular site and facility.

PART 3 – Remote Site Visits1. Introduction.

Key concepts: How to perform a remote site visit, technologies available and applicability, and limitations.

For purposes of this article a remote site visit is defined as the ability for a professional or team to view and observe a site without physically being present personally on that site.

A remote site visit can never completely replace an actual site visit, and the intent of this guideline is to provide as much remote inspection information to reduce the risk of a desktop only or data room review. The reason the word “virtual” is not used, is because it is actually a site visit and both images and sounds are live, not created in computer graphics (CG). Many EPCM companies produce virtual 3D models that are based on actual engineering design, but these are generally not as-built. In some cases, a follow up physical inspection may be necessary for certain disciplines. The intent is to make assessments and judgments that reduce the risk of reliance on reports and data without personal physical confirmation. If the remote visit is performed properly, the information and data validation will be sufficient to reduce the risk associated with only a desktop review.

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2. Pre-remote site visit.

Prior to the site visit, the maximum possible data and information review should be performed, and a parallel site team should be established. Each remote discipline lead (RD) being responsible for the visit, should be assigned a respective local counter-part site inspector (SI), being responsible to collect and transmit the sensory information required. Although preferable, it is not required that the SI be a specialist in the discipline of the RD.

Instruction should be provided to the SI regarding how to properly use any communication, measurement, or documentation equipment.

There are two parts to the technology that is required to carry out a remote site visit. The first part is real-time communication methods including compatible software for transmission and reception. The second part is the equipment necessary and software to gather and transmit sensory information. This equipment can vary from a simple smartphone or iPAD to surveying and measurement tools, including helmet cameras, eye glass cameras, microphones, and drones. A full agreement must be made on technologies to be used for a remote site visit. A trial run is recommended to ensure the equipment and software works and to ensure the SI can successfully use it.

A pre-site visit meeting should be held to calibrate and coordinate the visit between the RD and SI. It is recommended that this be done in two phases. The first phase being with the entire team to highlight the scope and intent of the visit (the Why in Part 1), and the second phase is to coordinate between individual RDs and their respective Sis separately.

During phase 2 of the meeting, a number of activities in preparation need to be performed, including, but not limited to:

• The RD should provide an agenda and plan for the locations of where they would like the SI to go. The RD should send through the main elements to examine in each area. This will be the map/schedule for the remote site visit.

• During Phase 2, the SI and RD can discuss the merits and weaknesses of the plan and finalize the actual “tour route” or “Remote map”.

• Testing live mobile communication devices in all regions of the visit and facility. If live communication is not possible then storage of instruction and transmission must be agreed to.

• A recorded method of instruction and feedback can be used when live communication is not possible.

• Ensure all communications devices are fully charged and have back up sources of power.

• The preferred methods of communication should be Wi-Fi or cellular, but if they are not available, then the site technology would govern how communication can happen with the RD. A mobile smart phone or helmet camera with audio are best suited for the SI.

• Begin a trial run.• The SI should ensure that they can view what

their camera lens captures. In the case of phones, the front camera can be used, and in the case of helmet cameras a remote or heads up display can be used.

• Photos can be taken directly by the RD through an application or by taking screen shots. The SI may also take and send photos to the remote inspector. Upon approval and instruction, the SI can also take short video’s as necessary.

• Discussing camera movement terms are recommended as is testing between RD and SI – this will be known as Calibration: (i.e., slowly pan or move right, left, up, or down or zoom in or out). The RD can instruct the SI to move the camera slow and steady for optimal video, or to zoom in and out as necessary or to move closer or further away.

• For safety, it is critical to emphasize to the SI the importance of being aware of surroundings and watching where he or she is walking or stepping to avoid trips/falls. SI’s must keep their eyes on the walk path at all times, not on the display of the device transmitting information.

• Once the RD and SI work through the above details during the trial run, they should be ready for the inspection. In some instances, periods with no Wi-Fi or cellular connection or delayed audio or video transfer may present a challenge, but it is generally not a significant barrier to completing an effective inspection.

• A full schedule should be developed to match both physical inspection and interview time. This needs to be coordinated to have live conference video to discuss observations and address questions with; operational, maintenance, project, and/or management personnel, prior to the date of the visit to establish on-site availability or at minimum availability for communication.

3. Remote site visit. It is recommended that two inspections be done per discipline, after the trial. This allows for communications issues and errors, changes in real time differences in observance. It allows the RD to go through the first transmission and create a list of items to finalize and make the inspection comprehensive by capturing items missed during the first inspection. Finally, it allows the SI to prepare to capture items that were not captured during the first inspection.

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• When possible, if matching “tour routes” or “remote maps” between multiple disciplines it is possible that the second inspection can be a team or grouped inspection, with one SI servicing multiple RD’s. This is only possible once each RD has completed the first inspection, and has conferred with other RD’s on the team to see if synergies exist.

• A final report should be provided by the SI of what was inspected, viewed, or observed. It should include schedules, dates and times as and when necessary, and it should be provided to the RD as proof and documentation of visit. This documentation is critical to establishing a record of what was actually requested to be viewed and what was viewed.

4. Technologies.

In most cases, more than one technology should be used to complete the remote site visit. The reasons are the benefits and limitations each piece of technology lends for other technologies to fill gaps.

There are practical limitations of control, timing, capacity, accuracy, and other limitations depending on the complexity of the technology.

A list of available technologies and some of the benefits and limitations are provided in Table A. It should be noted that the list is not comprehensive, but intended to be helpful as a guide. Each site visit team / respective project would need to make the determination on the technology(ies) best suited. Table A – Technologies for Remote Site Visits

Technology Pros Cons

HELMET CAMERAS (LIVE GO CAMERAS)

• Dynamic Video• Fully recorded in real-time • Easier for SI to manage other

tasks• Safe as SI has hands and eyes

free during site visit and tour.• Streaming capability

• Zooming into details and out is limited

• Photo capabilities are limited• Resolution for detail may not

be as clear as other devices• Head movement and views

may not be well controlled and the time for a slow pan or field of view make it harder to control for SI

• RD has no remote control capability

SMARTPHONES - iPADS - TABLETS

• Readily available• Transmit in Wi-Fi or Cellular • Can perform both

communication, and recorded or transmitted video, photo, and audio

• Equipment for RD and SI do not have to be the same as protocols for transmission go across multiple vendors

• Little to no training required for the SI (in this case the operator)

• Can have decent storage

• Requires the hands of the SI• Requires very clear

communication between SI and RD since remote operation of movement is not possible

• Impossible to continually stream due to safety, the SI must pay attention to their movement.

• Battery life may require multiple batteries to perform full inspection visit

• Start-stop operation must be implemented due to safety during movement

• RD has limited remote control capability

©2020 RPMGlobal13

Technology Pros Cons

SMART EYE GLASSES • Dynamic Video• Heads up display for SI, so

user can see what is being recorded

• Fully recorded in real-time • Easier for SI to manage other

tasks• Safe as SI has hands are free

during site visit and tour

• Technology is not perfected• Distance resolution is limited• Photo capabilities are limited• Resolution for detail is limited• Head movement and views

can be controlled• RD has no remote control

capability• Streaming capability is limited

DRONES • Readily available equipment and technology

• Dynamic Video• User can have display

remotely so can be controlled by RD or SI

• Fully recorded in real-time • Can use GPS and do surveys• Can use laser surveys and can

be fitted with various sensory equipment

• Excellent for use in the field and has track record for being used in mining and surveying

• There are existing survey companies that can contract the service

• In general for outdoor use, limited capacity in closed environments and facilities

• Requires very well trained operator and practice for control

• Weather dependent• Sound of drone can impede

audio clarity• Close up visual details may be

limited• Operator must have

full understanding of surroundings so SI is required to avoid collisions or accidents

LIVE FIXED CAMERA FEEDS FROM DCS or CLOSED CIRCUITS

• Often existing in Facilities• Normally in key operating

area’s• Can be fully recorded in real-

time • Possible to have remote

control capability

• Existing infrastructure is often analogue and not digital for transmission

• Limited range of view• Impossible to inspect areas of

view from a different angle unless there are multiple cameras on a single unit operation which is rare

• Dependent on weather or dust conditions for quality of images

• In general never available in greenfield or early stage projects, and often limited to processing facilities, tailings areas, and security.

• Not well suited for deeper investigation

©2020 RPMGlobal14

Technology Pros Cons

MOBILE EQUIPMENT CAMERAS • Dynamic Video• Display possible for operator,

so user can see what is being recorded

• Can transmit images in real-time

• Easily mounted on equipment• Many manufacturers already

offer the ability to add auxiliaries

• Weather and condition dependent

• Distance resolution is limited• Stability during vibration and

operation doesn’t allow for detailed views or photos of faces

• Impacts equipment operation if being used for inspection, so normally value is only for observation of operation

• SI and RD do not control mobile equipment, very much limited like Fixed Camera feeds

CONTROL ROOM AND SCADA SYSTEM FEED SHARING

• Often existing in Facilities• Normally in key operating

area’s• Can be fully recorded in real-

time • Possible to have remote

control capability• Can review historic trends

and data, and verify operating data

• Can view real-time operations performance

• Not normally providing remote access to 3rd parties for site visit reasons

• Security of information and operating data is sensitive and not normally shared in real time

• RD must have an understanding of limitations and operation of DCS when requesting views, screen shots and history

• Highly dependent on level of automation of facility

GPS – SURVEY EQUIPMENT • Readily available equipment and technology

• Dynamic Video possible, generally static

• User can have display remotely so can be controlled by RD or SI

• Fully recorded in real-time • Can be used to verify design

and quantities - CAPEX• Excellent for use in the field

and has track record for being used in mining and construction

• There are existing survey companies that can contract the service and provide the technology

• Requires very well trained operator and practice for control, normally SI will not have this skill set

• Not actually video, so images are digital data recreations

• More suited to outdoor use where satellites are available

• Visual and Audio details are limited

• Operator must have full understanding of technology

©2020 RPMGlobal15

Technology Pros Cons

3-D LASER SCAN SURVEY EQUIPMENT

• Readily available equipment and technology

• User can have display remotely

• Fully recorded in real-time • Can be used to verify design

and quantities - CAPEX• Excellent for use in the field

and has track record for being used in mining and construction

• There are existing survey companies that can contract the service and provide the technology

• Very accurate surveys and dimensional information

• Requires trained operator and practice for control, normally SI will not have this skill set

• Not actually video, so images are digital data recreations

• Visual and Audio details are limited

• Rare to add value for most site visits as it is an engineering tool

• No value in greenfield projects

SATELLITE IMAGERY • Greenfield – general site conditions

• Remote sites• View to proximity of

infrastructure and access• View of other conditions

• Static – dependent on timing of images

• Commercial resolution can be good in feet or meters, but not more detailed

• Not controlled by RD or SI• Dependent on pre-existing

images, very costly to attain specific non-existing images

©2020 RPMGlobal16

ACKNOWLEDGEMENTS The compilation of these practices come from the contributions of the following well-respected professionals in their respective discipline.

Esteban Acuña, QP - Principal Geologist – RPMGlobal.

Kristen Simpson, P.Geo., Senior Geologist – RPMGlobal.

Aaron Poole, P.E. Director Consulting Americas, – RPMGlobal.

Blaine Bovee, QP -Principal Mining Engineer, – RPMGlobal.

Jackie Wheeler, P.Eng. Manager, Canada – RPMGlobal.

Dick Addison, P.E. C.Eng., Principal Process Engineer – RPMGlobal.

Greg Rasmussen, F.AusIMM, VP Metallurgy and Processing – RPMGlobal.

Marcelo del Giudice, QP – General Manager, Advisory South America – RPMGlobal.

Dr. Terry Brown, CPSS, VP Environment and Social Governance – RPMGlobal.

Luke Stephens, MSc., Principal Social Specialist – RPMGlobal.

Pedro Repetto, P.E., Principal Tailings and Geotechnical Specialist - Repetto Consulting LLC.

Igor Bojanic, F.AusIMM, CP, General Manager – Metals Australasia, Russia, and CIS – RPMGlobal.

Philippe Baudry, QP – Executive General Manager – Advisory Services – RPMGlobal.

About RPMGlobal

RPMGlobal is the global leader in the digital transformation of mining. We provide data with context, transforming mining operations. Our Enterprise approach, built on open industry standards, delivers the leading digital platform that connects the systems and information and seamlessly, amplifying decision-making across the mining value chain.

RPMGlobal integrates the planning and scheduling, with maintenance and execution, with simulation and costings, on RPMGlobal’s Enterprise Planning Framework, the mining industry’s only digital platform that delivers insight and control across these core processes.

RPMGlobal’s Consulting & Advisory Team advise the global mining industry on their most critical issues and opportunities, from exploration to mine closure. Their deep domain expertise, combined with their culture of innovation, and global footprint, ensures our mining customers continue to lead.

RPMGlobal is the global leader in Enterprise mining software, Consulting & Advisory services and Professional development who operate offices in 20 locations across 13 countries and have worked in over 125 countries.

For more information visit rpmglobal.com or email info@rpmglobal.com.