What made you enter the minerals industry?

I have always admired the minerals industry, even as a teenager when I took my first job at a smelter in the 1950s. After my first job, I recognized that the people in the minerals industry were strong-willed and high-profile individuals. I also admired these individuals’ ability to build operations like the ones in Trail, Sudbury, Thompson and elsewhere. These high-profile individuals attracted me to the industry, and mentored me into a successful mining professional.

What is your proudest achievement in mining?

My proudest achievement was when I became Shift Boss at Denison Mines. At that time, I was the youngest ever Shift Boss and, once I received that position, I knew that I was rising up the management ladder. Within six months, I was promoted to Mine Captain at the age of 24, again, one of the youngest Mine Captain’s ever at the time. These two positions enabled me to qualify for future positions I would receive namely, from Inco.

With the merger and acquisition activity being so prominent, what are your thoughts on the mining industry? Has the mining industry changed today? If so, how?

The merger and acquisition activity means that there is more money and bigger players in mining. The mining industry is consolidating, particularly in certain metals. It takes longer to develop a mine now than ever before. There are also more stringent environmental processes and continually increasing capital costs. As a high capital industry, the mining industry has greatly improved its technology and in many instances, mines are virtually computer controlled.

Of all the aspects of mining that you’ve been involved in, which did you feel was the most challenging? Which was the most rewarding?

Developing a new mine is definitely the most challenging and rewarding aspect of the mining industry. The reason it is the most challenging is there are so many issues to consider when first opening a mine.

At the same time, developing a new mine is also the most rewarding. I remember when I first developed Tara Mines in 1972. At that time, Tara Mines represented 10 per cent of the Irish economy. The mine and its development were frequently covered in the Irish newspapers. I remember reading about the mine’s progress and mine stories every day. That was a very gratifying experience, and I’m proud to say that I have had many others as well.

I grew up on a farm which is why the environment is really important to me. My family instilled in me the mentality that I must preserve the environment in whatever career I choose. So, when I began my mining career I always wanted to follow the best environmental practices. It hasn’t been easy. There are a lot of people in the mining industry that oppose following the best environmental practices. I’ve had many projects where people in the industry challenged me on my environment policies, but following the best environmental practices not only makes a mine better technically, it shows outsiders like the government and the mine’s townspeople, that the corporation is responsible.
 
My experience as Vice-President and General Manager of Tara Mines, Ireland, is a perfect example. Tara Mines, Europe’s largest zinc-lead mine, was considered one of the most environmentally responsible mines in Europe. The personnel was top-notch, and the standards implemented to monitor the environment were unheard of at that time. Tara Mines monitored everything from blasting rates to sound intensities. These environmental practices made Tara Mines a technically-better mine, and it showed the government and the people of Ireland that Tara Mines cared about the environment.