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By Roxanne Scott

Outline ? Overview of Community Investment in the Mining Sector ? Emerging Good Practice: ?Strategic Integrated Community Investment? ? Assessing Local Context: ? Institutional Assessment ? Partnership Assessment Approaches to Community Investment Isolation: No proactive engagement in community development Ad hoc philanthropy: small infrastructure, sponsorships, donations Strategic philanthropy: Community proposes options for development Company decides what to do and carries it out, e.g. building schools, health posts, roads Strategic integrated community investment: ? Aligned with government/community development goals and priorities ? Communities and government involved in decisions and execution ? Focused on training and capacity building ? Partnerships ? Continuation in absence of company support Measured returns on investment

May 1, 2010

By Bill Mercer

The Triggers for PDAC Involvement in H&S ??Increase in serious accidents in mineral exploration in past few years ??Increasing junior role in exploration ?? Impression that there were few H&S protocols in place in smaller companies ??Lack of national benchmarking ?? The attitude that H&S is a provincial responsibility ??Corporate Social Responsibility initiative What is the issue in exploration? ??Mining?s reputation as ?dirty and dangerous? ??In public?s and media?s minds exploration employees are ?miners? ??In Canada, regulators often do not distinguish between ?exploration? and ?mining?. ??How does exploration compare to mining from a H&S point of view?

May 1, 2008

By Karl J. C. Harries

"1.1. WHAT ARE AGREEMENTS AND HOW ARE THEY FORMED?In order to have an agreement, at common law, there must be an offer, acceptance of that offer, and consideration passing between the parties. In addition, the material terms (i.e. the basics or substance) of the agreement must be discernible, preferably by means of documentation. Although these concepts may appear simple and straightforward, the law relating to them is voluminous and complex. Some brief comments are worthwhile.• Offer/acceptance: Both offer and acceptance should be in writing, but they need not be. The actions, conversations, and/or correspondence of the parties may constitute either or both of them. Notwithstanding, the local law or practice of a jurisdiction will impose some specific requirements for certain types of agreements. If these requirements are not met, the agreement may be unenforceable. For example, Ontario’s Mining Act requires transfers of unpatented mining claims to be evidenced in writing and recorded.1• Consideration: Consideration is usually thought of as being money, but it can be virtually anything, even “the premises” (i.e. the mutual covenants or promises contained in the agreement itself). In addition, if one party, relying upon the offer of another, does something to his detriment, then the doing of the act can be considered to be an acceptance of the offer and, under the legal concept of “detrimental reliance”, can also be consideration. Whether or not detrimental reliance exists will depend upon the circumstances of each case.2• Material terms: The requirement that the material terms of an agreement must be discernible does not mean that all of the terms of an agreement must be documented or even have been considered, just the basic or material ones. In addition, it will be up to a judge to decide what is material – not necessarily the parties. In order to establish the material terms, a Court may look at all relevant documentation and may hear oral evidence. It will resist “writing the agreement”"

Jan 1, 2003

By Karl J. C. Harries

"8.1. INTRODUCTIONThe purpose of this chapter is not to provide precedents or examples of provisions, but rather to offer some comments that may be worth considering in the negotiation or review of an agreement. These comments are not intended to be exhaustive. It must also be noted that, although the chapter is written in the context of a common law joint venture, the concepts and concerns for the most part apply equally to a corporation that is owned by only a few shareholders for the purpose of participating in the project held by the corporation.The corporation has the advantage of having much of its organization established by local corporate law, but the particular wishes of the shareholders will appear in a shareholders’ agreement. The principal differences will be surprisingly small, save for the acquisition provisions that appear in a farm-in agreement1 and the substantial portion of the joint venture agreement devoted to creating and organizing the joint venture entity. Where the joint venture agreement refers to venturers and committees, the shareholders’ agreement will refer to shareholders and the board of directors, but both will have to deal with such basic matters as decision-making, default, dispute resolution, first refusals, funding, and carrying out work on the project. For convenience, this chapter usually refers to “venturers”, which may be taken to include shareholders.Negotiations give rise to many varying circumstances and concerns, and the main asset of the negotiator is an open and flexible mind. A desired result can often be accomplished indirectly in circumstances where the other side has adopted an inflexible position on a suggested approach. As precedents and standard forms tend to focus a negotiator’s thinking, they can be counterproductive. It is after the deal has been agreed to that a precedent can be of great assistance to the draftsman.The concepts are arranged in alphabetical order for convenience, not to suggest their sequence or position in an agreement or their relative importance. An agreement should adopt a progression of subjects in what the parties consider a logical sequence to read and work with. However, experience has indicated that it is best to set out in a single article the substance of the deal (i.e. the terms relating to the farm-in and what the acquiring party has to do to acquire his interest), preferably near the beginning of an agreement. The acquisition of the interest is, after all, the first order of business. The joint venture provisions will then follow in a reasonable sequence. It is also worthwhile to devote a single article to any special provisions that may apply during the earn-in period. For example, it may be provided that, although all work is to be done by the acquiring party as operator (with the duty of care, liability, and reporting requirements as set out in the joint venture sections of the agreement), but during the acquisition period, the acquiring party, acting as operator, may be at liberty to do such work as he wishes, without the need for any committee or other approvals, and committee meetings may be suspended.2An agreement is divided into paragraphs and articles to make it easier for the parties to read and understand, and to assist a party in finding “that provision” when the need arises. A comprehensive table of contents will also assist the parties who must work under an agreement. An added benefit of a table of contents is that in preparing it, the draftsman sees the overall structure of the agreement and will often catch and correct flaws."

Jan 1, 2003

By John A. Allan

Introduction There are times when meditation on the past is worth while. Too often does it happen that in the busy routine there appears t9 be little time for reflection, and little good or benefit to be derived from what has already taken place, or what has become past achievement. Under conditions such as those that prevail at present, consideration is being given to many subjects that a few years ago were not looked upon as worthy of time or thought. The temporary lull in industrial development is permitting of a stock-taking investigation, a perusal of past activities, and a planning for future development with the return to normality. It is not proposed to include much new data in this address, but the endeavour will be made to survey, in resume, the sequence of events which led up to the birth of the mining industry in Canada, and to show how, as new discoveries were made, the centres of interest changed from time to time until mineral development extended across Canada from the Atlantic to the Pacific. It will appear, also, that external causes have accentuated mineral development at one time and retarded it at another. Early Records A, historical background to the mining industry extends even to an earlier date than the discovery by white men of that part of the continent of North America represented by Canada. It has been stated that the aborigines were still in the neolithic stage when the white man arrived. One metal only was known to the natives, and that was copper, obtained from possibly many parts of Canada, but particularly from the shores of lake Superior in Ontario, from the Coppermine river on the Arctic coast, and from die coastal regions of British Columbia.

Jan 1, 1933

By W. R. Horn

"WHAT I PROPOSE TO DO is to review or report very briefly and generally on the most important subject areas of environmental concern within the mining industry and to indicate the progress being made. First, however, it seems to me both appropriate and necessary to refer to what I said in an address to the CIM Annual Western Meeting, in November 1971, in Vancouver. At that time, I tried to convey: that the awareness and alertness of this far-flung and diversified industry was sharply on the up-swing; that the knowledge of helpful technology for the abatement of pollution by water and solids was significantly increasing; that most mines were doing something about it; that many had already achieved a recycling of process water to a really significant extent; that progress was being made - though not without considerable difficulty - on the large-scale neutralization and subsequent chemical treatment of acid- and metals-bearing waters; that increasing work was being done by individual mining companies on methods for the vegetation of completed tailings impoundments; and that it had been possible to develop a meaningful estimate of the amount of money to be spent by the industry on environmental control measures during the period 1971-75 (as much as $500,- 000,000 ) . Reference was also made at that time to the constructive work in hand toward the fixation, elimination or dispersion of sulphur from smelters and to the considerable attention which was being given by the indust(y itself toward in-plant problems, e.g., dust and noise. Finally, note was taken of the fact that the inclusion of environmental control costs in the pre-operational financial provisions of new mining operations is now established practice."

Jan 1, 1973

By W. L. Stuewe

For the purpose of this paper I shall, in order to limit myself, define the words 'Maintenance' and 'Equipment' as follows: Maintenance shall mean the 'care of or 'the sustaining of equipment in as nearly perfect condition as possible. Equipment shall mean any item of a mechanical nature entering into the production of coal; it will be seen that unless one limits the use of this word it could take in administration as well as operative equipment, and include metal mines, mills and smelters, and manufacturing plants. In any industry the first consideration is the proper operation of all units entering into the production of the article manufactured or produced. I wish to quote here what a man, well known internationally in financial circles, told his operators at the time a large expansion programme was under consideration. His exact words were: "I do not care how much it is going to cost. What I want to know is how much it is going to cost to operate and maintain. It is the continuous drain for repairs that costs us the most money." The truth of this statement has been proved time and again, and many companies have found the cost of maintenance to be the balance between profit and loss-so much so that, in two instances with which the writer is familiar, the mechanical equipment was practically replaced throughout. I bring this point out here to emphasize the value and necessity of keeping abreast of the times, and obtaining maximum efficiency with the minimum outlay. Time is indeed money where delays occur due to defective or poorly kept equipment, and it is absolutely necessary to prevent machinery from becoming defective or inefficient.

Jan 1, 1930

By J. Wong, M. G. Lipsett, L. K. Daneshmend

"Current trends of increased size, complexity, and automation of surface mining equipment necessitate more comprehensive and objective techniques for equipment comparison and selection. The field of reliability analysis provides tools to generate quantitative bases for maintenance and reliability aspects of such comparisons. Results from statistical analyses of failure and repair time data are used to perform the comparison. A case study is presented which analyzes five machines of two different technologies and three different designs.IntroductionThe surface mining industry is currently faced with a rapid evolution in production equipment. The more obvious trend in this evolution is the steady introduction of even larger machines. Parallel, and complementary, to this increase in size is the introduction or adaptation of new technologies. Together, these two trends result in new surface mining equipment designs; these designs are often more complex and may feature technologies that have yet to be proven for the application or at the scale they are now fielded.The prospect of significant automation of open pit equipment is also bound to add complexity to future equipment designs. Semi-automated features, such as drilling controllers (Aquila, 2000), have already been commercialized. Fully autonomous haul trucks have been demonstrated in open pit mines (Jackson and Zoschke, 2000). Design concepts for comprehensive teleoperation of open pit operations have been formulated (Lipsett, 1998).With this rapid availability and deployment of new technology and equipment, managers and maintainers are faced with a multitude of decisions regarding what equipment to acquire and what maintenance strategies to implement. In light of this evolution in mining equipment, it is necessary to develop better methods for making equipment management decisions (Dessureault et al., 1999; Paraszczak, 1999). The incentive for development of such techniques is that a large portion of an open pit mine’s operating cost is maintenance related, as shown in Table 1."

Jan 1, 2000

By Forrest A. Kerr

The subject of the Coast Range batholith and its eastern contact zone needs no introduction to British Columbia mining men. Because of its reputed potentialities, this zone has aroused much interest. Because it has touched the pockets of the people by actually producing dividend-paying mines, it has been able, more particularly in certain isolated sections, to retain and accentuate that interest. However, the Stikine River section of the zone has never had the good fortune to have a mine developed, which, through profits or lack of profits, could create such interest. The Cassiar district, beyond the Stikine River area, has been a lure to the prospector for over half a century and was still strong enough in the last few years to attract close to a million dollars in capital and labour. All of this has passed through the Stikine river area, has looked at it, and ignored it. Sufficient interest has never been aroused in the area to bring forth an effort to see what is there, in spite of the fact that it belongs to the same zone in which some of our richest mining camps are located. Because the contact zone of the Coast Range batholith has long been recognized as an ore producer of considerable potentiality, the Geological Survey some years ago formulated a plan to map as much of this area as possible in order to assist in promoting its development. This plan has been furthered during the last fifteen years whenever opportunity presented itself, until today a fairly large part of the area has been covered. The work which has been done on the Stikine during the last two years is the beginning on what is the largest remaining gap in the general plan.

Jan 1, 1928

By Lucas G. Thompson

My topic, "The Administration of Mineral Rights'.' is possibly an unusual one, as it deals with a subject upon which many of us have a more than passing interest, I thought ?it might prove consistent with the objects of this meeting, more especially as I propose to deal, not with those broad subjects of nation-wide importance which are often the subject'? of learned (and sometimes futile) academic discussion, but rather with problems in their practical light. To the scientist, the important question is What is it? to the technician, Can it be utilized? to the business-man, Will it pay? All three questions are important, and so quick has been the march of business on the heels of science? that the one question follows the other with astonishing rapidity and all three must be considered in the modern management of a mineral estate. A .good illustration of the force of this can be found in the recent advance of our knowledge of the element helium in which we have advanced from a solution of the first question to the last question in the short period of 55 years. It is to be borne in mind, however, that in the administration of mineral rights, the question "Will it pay?:' is of primary importance. What forms a mineral estate ? A former practice in western Canada in selling lands was to sell the hair with the hide. All transactions sold the lands in fee simple, which included all mines, minerals and rights and privileges whatsoever, excluding only the royal metals, gold and silver, which by imputation, though not by specific reference, in deeds. of title are reserved to the Crown. At that time the country was in the first ?stages of settlement and the value of our mineral resources was hardly appreciated and little understood.

Jan 1, 1923

By E. P. Cadwell

"Throughout the years Cyanamid has been a supplier of cyanide and a supplier of information to the mining industry. In general, the knowledge of mineralogy is greatly overlooked. Mineral deposits in the Western hemisphere have been exceedingly rich in the past but now they are becoming poorer. In other words, we will have to use our talents to the utmost to extract the precious metals and base metals from these ores. Modifications of some of the mineralogical equipment displayed here belong in the mill.Cyanidation of copper has been one of the main projects in our labs in recent years. De-rimming or de-filming of copper in order to upgrade copper concentrate was the main aspect investigated. A study was made as to how wide spread was the filming of secondary copper on pyrite, and to what extent it affected the copper industry. It was very wide.Often there is no conception as to what the minerals are. One open pit copper producer with a chalcopyrite ore was producing a copper concentrate with a 5% copper value whereas chalcopyrite contains 35% copper. They used primary and secondary grinding and a regrinding section. The ore contained about 8 parts chalcopyrite to one part of other copper minerals. In tests, a 3 1/ 2% copper rougher concentrate, cleaned without regrinding but conditioned with cyanide for a low contact time of 30 seconds produced a 30% copper concentrate with 90% recovery by removal of the film. It was of utmost importance that some quantitative mineralogical analysis be made before flow sheet changes were made. Every man should be trained to do his own microscopic examination in order to get quick answers. The fundamental thing in all mineral dressing is to first of all know the minerals and the mineral associations."

Jan 1, 1964

By T. E. Newkirk

In the past few years there has been considerable controversy on the most suitable material to be used in ventilation doors which will have to serve also as fire doors. For this reason it was thought useful at Mclntyre to find out to what extent our zinc chloride treated spruce doors were fire resistant and what protection we could expect in case of an underground fire. The doors to be tested were constructed of the same material as that used in our regular ventilation doors underground, namely, 2-inch tongue-and-groove well seasoned spuce. It is to be noted, however, that whereas the dimensions of the ventilation doors are 5 ft. by 6 ft., those of the test doors were only 14 in. by 17½ in. The treated doors were made up from lumber that l1ad been treated with chromated zinc chloride, as described in Mr. Keeley's paper. Two kinds of tests were carried out: a heat test and a flame test. An electric muffle furnace for assaying, equipped with a pyrometer, was used for the beat test, the furnace door being replaced by the wooden door to be tested. In the flame test, the door to be tested formed one end of a rectangular steel box in which was placed a large blow-torch. Air was admitted at the rear of the box. A pyrometer recorded the temperature at the inside surface of the door where flame impinged. The results of the tests are presented in the accompanying table, in which the word 'failed' is to be interpreted as meaning that the door had been damaged to the extent that smoke, but not necessarily flame, issued from its outside surface.

Jan 1, 1949

By A. J. R. Smith

"CANADA'S ECONOMY TODAY is about two-fifths larger than it was six years ago, as measured by the total volume of production of goods and services. Such an achievement has been a rare phenomenon in Canada's first one hundred years. Excluding the forced-draft expansions which took place under war-time conditions, perhaps only the first decade of this century recorded a performance of greater dimensions, when, with massive immigration, the opening up of the West and a powerful array of well-de-signed development policies, the country was looking forward confidently to a great future of nation-building in the twentieth century.What makes Canada's over-all economic advance since 1961 all the more remarkable is that six years ago there was virtually no one in this country who anticipated an expansion of such dimensions. Back in the buoyant conditions of 1956-57, perhaps such an achievement would not have seemed beyond our grasp. After 1957, however, Canada stumbled through an extended period of slow economic growth, high unemployment and substantial and widespread under-utilization of its productive capacity. By the early 1960's, conditioned by the emergence of substantial, persistent and pervasive slack in the economy, t h e r e were few Canadians bold enough to anticipate that their economy was about to embark on a Great Expansion. However, this •is, in fact, what occurred. Beginning early in 1961, Canada moved forward into a sweeping advance which grew into the longest and largest peacetime business expansion in Canada's first century as a nation -a truly great expansion by any standard of measurement. This strong thrust has moved Canada into the front ranks of over-all economic expansion among the industrially advanced nations in the 1960's."

Jan 1, 1970

By Jerry Z. Lu

Belt conveyor design involves the evaluation of belt tensions, drive selection, pulley configuration and other technical issues. The conveyor belt tensions vary with conveyor layout, drive pulley configuration, belt selection, and idler selection. The decisions for the belt conveyor construction always take all technical, commercial and maintenance issues into consideration. A good conveyor design shall provide required operational features and at the same time be cost effective. The common issues for an engineer to face during belt conveyor design include: (1) Conveyor drive selection ? drive with fluid couplings or variable frequency drives; (2) Drive system configurations - single pulley large drives or dual pulley smaller drives, if intermediate tripper booster drives shall be applied, what power ratio should be adopted for a multi-drive conveyor; (3) Gear reducers ? shaft mount drives, right angle gear reducers or parallel gear reducers; (4) Drive pulley lagging - ceramic lagging or rubber lagging; If ceramic lagging, what type should be used. (5) Conveyor speed variation ? If conveyors run at variable speeds, faster speed/lower percentage loading or slower speed/higher percentage loading. In many cases the decision maker find themselves in a dilemma ? technical benefits vs. financial benefits, capital cost vs. operational cost, and capital and operational cost vs. maintenance effort. Although many conveyor design topics above have been discussed in numerous technical papers and design reference books, management executives and inexperienced engineers may be confused and feel lost. The consultation of people around them may lead to different opinions since experiences tend to vary, making the decision making process complicated. The purpose of this paper is to simplify these complicated issues and provide useful guidelines for belt conveyor design. This paper focuses more on providing simple and practical answers and solutions instead of discussing each topic academically and theoretically in depth.

Nov 1, 2011

By Sylvain Castonguay, Sylvain Pilon

"Operator competency is an important factor in the safe and successful operation of today’s complex processes. Competent process unit operators deliver superior performance and results. In greenfield projects, operator competency is particularly critical, as the lack of specific operations experience must be offset with proven practical knowledge and skills to avoid mistakes that can cost millions in terms of start-up delays, production losses and equipment damage. It is, therefore, important to know precisely what competencies are required for a project or site, and what any gaps in operator competency need to be addressed and improved. The success of plant commissioning, start-up and sustainable operations is directly tied to operator competency. The significant investments required for new projects, the exploitation of more challenging ore bodies, and the increasing complexity of plant operations have placed renewed emphasis on the need for competent operators. Furthermore, many large capital projects are being developed in remote regions, often with ties to the delivery of social benefits for the local population in terms of jobs, training and other development opportunities. While automation and processing technologies have helped do more with less, indicators now point to a bottleneck in human performance limiting operational results.Automation industry development in managing abnormal situations, including solutions for simulation and operator training, has produced applications to provide customized and flexible training methods. This paper will discuss tools to automate the operator competency process in order to guide trainers to effectively teach, measure, control, provide feedback, and monitor operator skills. Today’s competency management solutions can be effectively applied throughout the course of an operator’s professional life, as a guide to hiring new operators, for developing competencies to support operations, and also to develop and refine best practices and share lessons learned."

Jan 1, 2016

By G. A. Buckland

"The development, in Ontario, of a common industry-wide program for the development of skills for employees in underground hard-rock mining is described. This program is designed to increase the productivity of individual workers by improving their skill levels, while at the same time ensuring that employees are instructed in the requisite safety and health aspects of performing various underground tasks. The program's development through a management-labour-government tripartite approach is described. How this program was coordinated with new Government Regulations on Occupational Health and Safety dealing with mandatory training of underground employees is also outlined. IntroductionThis paper will describe briefly what modular training is all about and outline why, and how, it was developed in Ontario on an industry-wide basis. Simply stated, what's been accomplished to date is an industry-wide program for developing the mining skills of underground production employees.The basic objective of this program is to improve the productivity of underground workers. It involves developing an employee's skills to improve his productivity and, because working productively involves knowing how to do a job safely, the program includes instructing an employee in the various safety and health aspects of underground work. An important and, I believe, distinguishing point about the development of this program is that it has been done with the full participation, cooperation and commitment of management, labour and government.It's of considerable interest to note that companies in Ontario who are now using this program are finding that new employees are approximately six months further advanced in productivity than was the case before its use, and in some cases the frequency of accidents has shown a reduction among those employees who have taken this program as compared to those who haven't"

Jan 1, 1980

By Stephen R. Grano, Jon Glatthaar, Philippe Steinier, Christopher J. Greet

"The importance of the oxygen content of sulphide mineral pulps in determining which reactions occur, and their subsequent influence on flotation behaviour is grossly underestimated in most operating concentrators. While pH is routinely monitored, Eh and dissolved oxygen measurements are obtained infrequently. However, dissolved oxygen measurements in conjunction with other pulp chemical parameters (i.e. pH, Eh, and EDTA extractable metal ion analysis), can provide valuable insight into where and what type of reactions are occurring within a circuit. Unfortunately, these readings yield “instantaneous” measurements of the pulp chemical parameters.What is needed is a means of establishing how reactive a pulp is, and how this reactivity changes as components of the system are manipulated. Oxygen demand provides an opportunity to do this. Several attempts at measuring the oxygen demand of a pulp have been made in the past with varying degrees of success. Most notable among these are Noranda and BOC Gases.Learning from these experiences, Magotteaux have developed the MagO2 ® demand vessel to measure the oxygen demand of mineral pulps. This paper described the apparatus, and through a case study on Broken Hill lead/zinc ore demonstrates how the MagO2 ® demand vessel is used.INTRODUCTIONThe role of oxygen in flotation is complex. While a considerable body of work exists demonstrating the strong involvement of oxygen in the interactions between sulphide minerals and collector (Gaudin and Finkelstein, 1965; Gaudin, 1974; Woods, 1984; Laajalehto, Nowak and Suoninen, 1993), the presence of oxygen can also affect the oxidation state of sulphide and non-sulphide minerals, which can impact on their flotation behaviour. Further, sulphide mineral oxidation is related to their oxygen demand (Spira and Rosenblum, 1994)."

Jan 1, 2004

By David R. Macedon

"Through the years, a wide variety of dust control methods have been utilized at mineral processing operations. While some have been successful, many have been highly ineffective. Dust Control systems currently in use include baghouse systems, fog systems, surfactant spray systems, and foam dust suppression. While baghouse systems can be effective, they are capitalintensive and costly to operate and maintain. Chemical dust control programs can be very effective. However, if applied incorrectly, they can have detrimental effect on mineral recovery. Thus, many operations utilize a combination of baghouses and water, often with limited success.Recent advancements in surfactant and polymer chemistry have resulted in substantially improved chemical dust suppression programs. These products range from non-corrosive surfactant/humectant combinations for road dust control to foam-based systems for crushers and transfer points, to advanced polymers for pile binding and soil stabilization. These advances are discussed in detail, citing results from fieldwork in the precious and base metals industries.INTRODUCTIONThe global nature of the mineral processing industry presents a unique set of challenges. Traditional thinking would tell us what works in one place should work in another. This could not be further from the truth in the area of dust control. We learn very quickly that there are a number of factors that can affect the efficiency and success of a dust control program and that these factors are not all chemical or equipment related. Some of these factors include facility maintenance, product selection, water quality and characteristics, and economic considerations.What has been learned from past experience is that each mineral processing plant presents a unique set of factors that will affect the ability to create an optimal dust control program. This paper presents a myriad of treatment options that will highlight the advancements in chemical dust suppression products and equipment."

Jan 1, 2004

By Karl J. C. Harries

Mineral Agreements and Royalties

Jan 1, 2003

"One of the corporate values mentioned by many companies deals with respect for people. This paper discusses one aspect of this value, namely, the need for clarity of accountabilities and authorities. The job of the manager in achieving this goal is analyzed and the benefits of enhancing the manager-employee conversation outlined. IntroductionCorporate values usually refer to the standards of behaviour that the leaders of the organization expect of all employees, including themselves, in carrying out their duties. Terms such as integrity, respect for the individual, continuous improvement, continuous learning, teamwork, speed, and innovation are quite common. The company-specific values are typically developed by the top executives of the company, and then tested with a broader group of employees. Where the process works, employees have a good understanding of what behaviour is expected of them in doing their work, in making difficult decisions, and in interacting with others.Having spent considerable time in his career investigating and studying the management systems at over 50 of the most successful companies in Canada, the United States, Europe and Japan, the author has had the opportunity to visit organizations such as Hewlett-Packard, 3M, Xerox, Intel, Toyota, NEC, Komatsu, British Airways, and Eastman Chemical. These experiences, together with the work of many other researchers, including the work of Dr. Elliott Jacques, have helped significantly to form the thoughts expressed below.Rather than reviewing the creation of corporate values and their deployment through the organization, these remarks focus on issues over which managers and employees have some control. The value in which managers can have significant impact deals with people and the respect shown them in the workplace. The component of respect to be emphasized is to be clear about expectations or accountabilities for oneself and the people who report to you, and to ensure that personal authority matches those expectations."

Jan 1, 1999