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By Robert C. Freas

Genesis 1:28 "And God blessed them and God said he fruitful and multiply and replenish the earth and subdue it and have dominion over it." Genesis 2:15 "And the Lord God made man and put him in the garden to dress it and keep it." Depending on one's perspective, these two verses from the Book of Genesis either complement one another or are in conflict. I believe that they are complementary. What they imply is that where there is privilege, there is responsibility. Privilege comes from the fact that the Lord created the heavens and the earth and he placed man on the earth to have dominion over it. The responsibility that accrues to us comes when the Lord also said that we are accountable for how we handle that which he has given us. The very nature of our responsibilities in resource utilization or, more appropriately, resource management, has changed over time as the nation's needs and priorities have changed. Thus, I have attempted to examine, from a historical perspective, how natural resource policy has evolved, where we are now and what may lie ahead.

Jan 1, 1995

At first glance the staid Joralemon background does not seem to equate with the life of adventure that irresistibly called me for over 70 years. But my ancestors had their adventures too. My father's family were Dutch Reformed Protestants who had energy or daring enough to come to America to escape the Catholic persecution that followed the Massacre of St. Bartholemew. The first Joralemon came from Friesland to New Amsterdam m 1636, just after Peter Stuyvesant. My father's mother's family, the Berdans, were French Huguenots who came to northern New Jersey only a little later to escape the Catholic domination in France. Some say that the first Berdan to come to America was given all the land between the Passaic and the Hacken-sack Rivers by King James. Whatever, the Berdan family settled there and was able to make a scanty living by farming and selling their produce in Manhattan. The spirit of adventure in my mother's family was just as tenuous. Gamaliel Beaman was pastor of a shipload of Puritans who came to Massachusetts in 1636. Gamaliel's descendents were peaceful farmers and some ministers in New England and later New York State. They had got all of the adventure out of their systems in the long and dangerous voyage across the Atlantic to escape religious persecution. The Joralemons and the Berdans married into families that had been in America almost as long as they had. On my father's side the Berdans, Doremus, DeGreys, Vanderbeeks, and Varicks showed by their names their Dutch or French Huguenot stock. The only one who achieved any fame was Peter Varick, who was George Washington's military secretary during the American Revolution. After this he was nine times mayor of New York and was one of the founders of Kings College, later Columbia University. He was responsible for one of my few ancestral claims to distinction. When the Marquis de Lafayette made a fare-

Jan 1, 1976

By I. S. Parrish

Reserve audits have increased in recent years as more companies, especially juniors, enter the ranks of producers. Corporate and individual investors are seeking corroboration of stated reserves. The reserve audit satisfies this need. An audit assures investors that the reserves, as presented, are a reasonable and accurate approximation of the quantity and grade of the economically viable material present. The reserve audit verifies that there are no fundamental errors in logic, style or the data base, and that the reserves, as given, may be used for mine planning or economic forecasting. Reserves that pass an audit may be used with confidence in preparing cash flow projections and in deriving net present value or internal rate of return on any given project. This article describes what a consultant does while performing the reserve audit. In performing an audit there are four general areas of concern that must be checked: definitions, parameters, data and procedures. In each of these, the auditor must convince himself that the reserve study has complied with governmental regulations and guidelines, professional standards and industrial practices. Any deviation from these norms must be identified and its effect upon the appropriateness of the reserves evaluated. By concluding that a reserve study passes his audit, the reviewer is stating that there are no fundamental errors in logic or style and that spot checks have revealed no substantive errors in procedure or mechanics. The responsibility for the reserves remains with the entity that compiled the original study.

Jan 1, 1990

By Jack R. Miller

This session has been organized to suggest to you that the development of direct reduction is important to the iron ore mining and coal mining industries. The papers presented this morning will include a discussion of the costs of making direct reduced iron (DRI), the iron ore and coal supplies needed to produce DRI, the financing of direct reduction (DR) projects and, probably most important, the impact of the DR development on the iron ore and coal industries. For starters, this opening presentation offers a brief statement about DR practice and DRI, under the title that should surprise no one: "Direct Reduction: What Is It?" There is always the chance? that a brief statement may become long and complicated. But, by mixing some slides borrowed from Hal Lownie with a larger number of photographs accumulated from other sources, I hope to avoid such pitfalls.

Jan 1, 1978

By Jeffrey M. Christian

Gold prices are rising, in what is coming to be seen as the beginning of a longer term upward trend. After languishing between $325/oz and $364/ oz from early 1991 into early 1993, prices began rising in the first half of 1993. Gold rose from a low of $326/oz in March 1993 to $414/oz on an intraday basis in early August. There was a speculative sell-off at that point, which took gold prices quickly back down to $350/oz briefly in October 1993. At that time, there still was a fair degree of skepticism about gold's price prospects. Many banks believed that gold prices could not mount a sustained rally. As prices dropped in August and September of last year, these suspicions seemed to be confirmed. Gold prices quickly rebounded, however, reaching $395/oz by early January 1994. The strength of this renewed increase led many banks, investors and others that had held negative views of gold to grow more positive. They began buying gold and trading it from the long side of the market. The result was that gold prices remained strong during the first quarter of 1994, trading between $375/oz and $390/oz.

Jan 1, 1994

By R. A. Matuszak

In recent years, a new concept in the control of electrically powered excavators has come into existence. The new type of control system has come to be known as "static" control. The use of the name "static" to describe this system is somewhat misleading since this term refers only to one of the many advantages of this very important advance in excavator control systems. In 1959, the first truly "static" control for Ward-Leonard equipped electric excavators was designed, developed and placed in service. The control system, originally intended only as a more modern electronic type of alternate to the tried and proven rotating amplifier control system then in use, has since proven to be much more.

Jan 1, 1964

By A. Mahmoudkhani

Primary cementing is the process of placing cement in the annulus between the casing and the formations exposed to the wellbore. Portland cement was first used in 1903 in the Lopoc Field in California for well cementing. Since then, the major objective of primary cementing has always been to provide zonal isolation in oil, gas and water wells, i.e. to exclude fluid(s) in one zone from another zone in the well. To achieve this objective a hydraulic seal must be created between the casing and cement and between the cement and the formations, while at the same time preventing fluid channels in the cement sheath. This requirement makes primary cementing the most important operation performed on a well. Without complete isolation in the wellbore, the well may never reach its full producing potential. The industry knowledge on cements relies heavily on empirical data, but the chemistry, physics and structure of cement are not fully understood yet. The strength of concrete can be increased essentially by reducing its porosity through optimizing the size distribution of its components and filling the residual porosity of the hydrated cement phase with inorganic fillers. This approach has successfully utilized in different ways and several technologies for placing high performance oil and gas well cements have been developed over the last few decades. There are reasons to believe that the next source of improvement will lie in the fine-tuning of the hydrates themselves and of the different parameters that drive short (ionic?covalent bonding) and long (ionic correlation) interactions.

Jan 1, 2012

By Francis F. Pitard

North America had an Important role in the early development of sampling theories. Unfortunately many progressive ideas were soon frozen into a series of guidelines based on the philosophy that "honest sampling only requires good judgment and practical experience". Such a philosophy appeared to be good enough In the early age of the mining Industry; however, it became quickly necessary to find new approaches. During the last thirty years, Pierre Gy's sampling theory provided tremendous breakthrough in the comprehension of this new science, nevertheless went unnoticed in North America. Sampling always generates complex problems and as the philosopher and mathematician Descartes suggested: "A complex problem can often be dissociated Into a series of several simpler problems, only then you try to solve those one by one". The only way to solve sampling problems is to consider each component of the overall sampling error: components of a continuous model such as long-range quality fluctuations, periodic quality fluctuations, weighting fluctuations; components of a discrete model such as materialization errors, delimitations errors, extraction errors, fundamental errors, grouping errors, and segregation errors. PAST AND CURRENT PRACTICES Many sampling methodologies have been developed, improved, and standardized during the first half of this century. Accordingly, sampling equipment has been proposed, selected, and used by standards committees. Today, there is a tremendous variety of sampling methodologies and corresponding tools offered to anyone with limited experience in sampling and it is very easy for a chemist, metallurgist, geologist or miner to spend considerable money in equipment transgressing the most basic rules of sampling correctness. Sampling stations that never worked properly in modern plants often cause engineers to abandon them and return to a primitive form of grab sampling.

Jan 1, 1986

By Diane Moody

I have been asked to give you the National Coal Association's (NCA) view of the future of the coal industry. However, before discussing the outlook for the future I would like to set the stage by taking a brief look at how the industry has changed over the last decade. In 1977 the coal industry was in the midst of a period of steady growth. Although most of the gains in the early and mid 1970's occurred in the west, the industry was still predominately eastern, with eastern production accounting for 76 percent of the 697 million total tons produced in 1977. The labor force was nearing a high - at over 220,000 workers, and the number of active mines was also at a decade high of over 6,000. Productivity on the other hand was at a low. The average miner produced 1.80 tons per hour, and labor relations were also at a low point. Projections for coal's future were very optimistic, mainly because of the unprecedented growth in coal use by the utility industry. In 1977 the 477 million tons of utility coal accounted for 68 percent of U.S. coal production, and the utility industry planned on 129,000 MW of new coal-fired capacity over the next decade. Consumption of metallurgical coal at coke plants was the second largest market at 78 million tons; the industrial and residential market consumed 70 million tons and exports were at 54 million tons. But in retrospect, a lot was happening in 1977 that signalled many changes in the coal industry: - Amendments to the Clean Air Act were passed, which required that utilities take an entirely different approach to meeting New Source Performance Standards at new plants, and required that standards be set for industrial boilers as well; - the Surface Mining and Reclamation Act became law; -electrical generation, despite the optimistic forecasts, was nearing the end of a period of close to five percent annual growth; -1977 ended and 1978 began with the longest coal strike in U.S. history. -crude oil imports in the U.S. reached an all time high as did both total consumption of petroleum products in the U.S. and oil consumption at utilities. The high level of oil imports set the stage for the oil price increases of 1979 and 1980 which resulted in an immediate increase in demand for coal, not only in the United States, but world wide. Labor strikes in Australia and Poland sent foreign buyers to the U.S. literally in droves, and quickly made the U.S. a force in the world steam coal market. The U.S. coal and transportation industries responded to this overwhelming potential demand for coal. In a very short time, the capability had been developed to mine and transport the 1.2 billion tons of coal that forecasters said would be needed by the mid 1980's. What was not anticipated was that the economic effects of sharply higher oil prices would dampen demand for energy, especially for electricity, as quickly as we have seen; that coal industries in other countries would respond as rapidly as the U.S. coal industry, and at a rate

Jan 1, 1988

By O. Schumacher

Guidelines for publication of information defining the amount and grade of resource material available in a deposit are well established in Australasia?s JORC Guidelines, Canada?s National Instrument 43-101 and similar documents in South Africa, Peru, Chile and elsewhere (Table 1). These guidelines provide standards to apply regarding the geologic and geostatistical basis for describing the level of confidence to be assumed for an estimate of the amount and grade of material. All of them provide for a strict distinction between material that has been demonstrated to be economically mineable and that which has not, and all of them provide terms such as ?resource? or ?exploration information? to be applied to data regarding material that has not been demonstrated to be economically mineable. It is not until an economic study has been completed that we are allowed to apply the powerful terms ?reserves? and ?ore? to our deposit material. Indeed, the application of these eye-catching labels immediately tells the reader that an economic study has been completed by a qualified person, and that the results of the study were positive. While extensive guidelines are established for describing the level of confidence in published geologic data, and the nature of the economic study that should be accomplished before using the terms ?reserves? or ?ore?, surprisingly little guidance is provided regarding the process to use, and the level of detail to attain, for estimating capital and operating costs for the study. The intent of this paper is to lay the groundwork for development of suitable guidelines for the cost estimating process. While the codes do not provide specific instructions for the cost estimate, they do provide numerous hints and clues to help determine the level of detail expected and the type of procedure to apply in preparing the estimate. This paper will first review the various codes to gain an insight into the thinking of the drafters of the codes regarding their unstated expectations for the cost estimating process. Based on this review, a series of guidelines are proposed for this purpose.

Feb 27, 2013

By Paul C. Lingo

The title of my talk today might lead you to two logical conclusions: The industry is faced with a problem that requires a solution and after discussing the problem I will offer a solution. The first conclusion is painfully accurate. One need only look at the accident statistics to be aware of the problem. During the eight-year period 1954 through 1962, the United States Bureau of Mines reports that falls of rock and coal accounted for 1,435 of the 2,516 fatal injuries that occurred in underground bituminous coal mines. Some improvement was made during 1962. For the first time since records have been kept, falls of rock and coal accounted for less than 50 per cent of the underground fatal injuries. The 105 deaths recorded in 1962 indicate that a great amount of work remains to be done in this area. As to the second conclusion, let me assure you at the outset that I have no panacean solution; however, I do propose to discuss some aspects of the problem and some possible methods of solution. What methods of solution are now, or have been employed in attempting to solve the problem? More specifically, what methods have you and your associates used? Has it been an orderly well thought out approach to the entire problem, or has it been a somewhat piecemeal approach which tackled the immediate problem and left the total problem for another day? Perhaps a new approach may be in order.

Jan 1, 1964

By T. Reed Scollon

Before we can attempt to answer the question of what can be expected from coal research, let us examine why research is done in other fields and what others expect for the money they spend on research and development. Up to 1900 almost all organized research was carried out at universities. Most of the support came from the university, and by present standards the amount of research was extremely small. The motivation for university research was basically discovery of new phenomena, with the objective of advancing knowledge. Side by, side with this organized effort was that of individual inventors who were primarily responsible for applying this new-found knowledge to useful purposes. During this period inventors were rarely supported by anyone, and experimentation was carried out either in their spare time or at the expense of earning a living. Men like Edison, I believe, were the first to demonstrate on a large scale that one could systematically apply newly discovered scientific principles to inventions that would serve useful purposes and would return a profit to those engaged in the effort. The tremendous expansion in research therefore began with the realization and demonstration that the scientific discovered could be applied in such a way as to return a' handsome profit to those who invested in it. The motivation of many of the research personnel however, remained the satisfaction associated with new discoveries, The money to support their efforts came from those interested in a return on their investments. Since the First World War and a rapidly accelerating rate since the Second World War another important motive for supporting research has appeared--the needs associated with national defense; this type of research has been supported almost exclusively by the Government.

Jan 1, 1959

By Carl L. Morris

This short dissertation concerning "what the client expects from the engineer" is directed mainly at the design and construction of metallic ore concentration or beneficiation plants. However, practically the same conditions apply to the design and construction of cement and lime manufacturing facilities, with the exception that the latter facilities reflect the client's and engineer's concepts of customer service and in some cases reflect promotional considerations for the product manufactured and distributed. The client expects his engineering contractor to contribute in an efficient, cooperative, and economical manner current industry-wide know-how and experience to the specific project under consideration through the client's organization

Jan 1, 1969

By E. C. Skinner

As the program says -we'll he talking about the expectations of the Management of an Industrial Mineral enterprise relative to the activities of geologists engaged in that enterprise. Industrial Minerals is such a large industry both in tons produced and in value of product -and of such diversity and complexity of participating enterprises, minerals and products that I doubt if anyone person can speak for the entire industry as to the expectations of management with respect to the geologist. I'm sure there are major differences in emphasis between segments of management as to the relative importance of the different aspects of the geologists' role in the scheme of things. However, we will try to generalize concerning what we consider to be important factors and to be more specific perhaps of some of the factors with which we have had direct assessable experience.

Jan 1, 1972

By John Reilly

"INTRODUCTION Successful management of megaprojects, meaning delivery within budget, on time and according to expectations, is a fundamental requirement. Many projects have been successful, some have not. This paper reviews megaprojects1, drawn from the author’s projects over the last 50 years, with “lessons-learned” and a summary of recommendations that, if implemented, would improve megaproject management and delivery. Characteristics of these projects are summarized – including outcomes related to key factors such as politics, management, organizational structure, contracting methods, cost estimates, risk and other elements. The projects include the Washington D.C. Metro, Boston Southwest Corridor, LA Metro, Toronto Rapid Transit Expansion Program, BART San Francisco, MARTA Atlanta, London Underground and the Washington State Highway megaprojects – including the SR520 Floating Bridge and the Alaskan Way tunnel. Other projects that illustrate successful, innovative management and contracting methods include the Madrid Metro (low-cost delivery), the Sydney Northside Storage tunnel (outturn cost, alliancing) and the Lake Mead tunnel (working in partnership, risk management). KEY ISSUES A characteristic of megaprojects is that their complexity increases exponentially with size (Reilly 2010, Galloway et al. 2012). These projects are very visible politically, have many stakeholders who must be satisfied and generally span many years and political election cycles. To be successful they must meet expectations, function efficiently, and be delivered under, at or close to budget and schedule. There is a widely-based perception that large, complex projects are always delivered late, over budget and with problems. Specific examples include projects such as Tren Urbano in Puerto Rico – $1.28 billion over initial budget (+133%), the Silver Line Transitway Project in Boston – $286 million over budget (+90%), the London Jubilee Line Transit Project – 2 years late and £1.4 billion (+67%) over budget, the Channel Tunnel Rail Project – £3.7 billion (+80%) over budget, Denmark’s Great Belt Link rail and road link (54% over budget), the 2003 Woodrow Wilson bridge tender in Virginia (72% over estimate) and Boston’s Central Artery Project – several billion (perhaps 100%) over what would have been a realistic initial budget and years late (Reilly 2001c, 2004a; Salvucci 2003)."

Jan 1, 2016

By S. D. Rosenthal

"This paper will share my ‘shift in career direction’ journey from corporate mine engineer, with 31 years of mining various commodities with a wide range of responsibilities in a variety of countries, to the world of academia. There are times in one’s career that a change is required, albeit perhaps not as drastic of a change as moving to teaching. This paper will share how the transition arose, the decision to make the change, the challenges of the first year in academia, and the journey within academia going into the second year. INTRODUCTION As a graduate of the Montana College of Mineral Science and Technology (Montana Tech) with a B.S. Mining Engineering degree in May of 1982, my first job with Utah International in the Farmington area took me back to my home state of New Mexico. Some of you will remember that the early 1980’s was not a period of prolific opportunities for mining engineers; given low commodity prices, especially for copper (for example, Anaconda Company had been taken over by Arco and was in the midst of closing down its Butte operations). Coal was good and the learning opportunities abounded with Utah (which became BHP and then BHP Billiton). Gold was taking off in the mid to late 1980’s thanks to use of cyanide and heap leaching technology improvements, coupled with deregulation of the gold price, so I ventured off to work in the gold industry with a (then) junior Canadian company called Barrick at a new acquisition of theirs known as Goldstrike. That same gold surge was causing a shortage of iron ore mining engineers in Australia so after a few years in Nevada, I uprooted the family and left for a little town in the Pilbara of West Australia, known as Newman, to work in the iron ore industry with BHP Iron Ore. An initial short overseas posting turned into six plus years before transferring to BHP’s Indonesian steam coal mines in Kalimantan on the island of Borneo. BHP was going through a rough period following some ill-fated projects (Magma copper purchase, Beanup and HBI) and was reviewing assets and staffing so internal opportunities became scarce. Employees were encouraged to ‘leave the company and find work elsewhere.’ So, off I go to Argentina to try copper mining in the Andes with Minera Alumbrera. This short stint in South America was followed by a move to another mining town, Morenci, Arizona, and a posting with Phelps Dodge (now Freeport McMoran). After 12+ years without living close to snow we moved to the Denver area in a new position with Newmont Mining Corporation. Along the way I became a Professional Engineer (Nevada) and completed a Masters in Project Engineering and Management. After 11 years with Newmont, I moved to Butte, Montana where I accepted a position as Assistant Professor of Mining Engineering."

Jan 1, 2015

By Joseph B. Novak

In the last decade or so, the importance of effective preventive maintenance controls and practices has taken on a new and accelerated emphasis. Advances in technology and changes in equipment and product designs impose more precise and demanding standards of quality, productivity and customer service at a very rapid pace. Daily, it is becoming more apparent that in order to fulfill current requirements, existing manufacturing practices and associated control programs must also be upgraded and expanded. This is particularly true in the field of maintenance services. As production and quality standards become more demanding, effective equipment maintenance takes on more importance and becomes more difficult to sustain. In modern plants, the failure of a single equipment component can shutdown a complete production line causing interruptions to operating and shipping schedules that result in costly downtime, dissatisfied customers, and reduced profits. These costly experiences can be minimized with an effective maintenance program that provides maximum equipment reliability and minimum downtime and readily adapts to revision and change. A significant feature of an effective program is the provision of controls over activities generally identified as

Jan 1, 1971

By Simon J. D. Cox, Nicholas J. Archibald, Steve Nichols, Peter B. Ketelaar, Donelle C. Davies, William L. Power

In the mining industry, there is a critical need to communicate complex, three dimensional information about the geology, ore reserves and development plans for mining operations. This information has to be communicated to a diverse audience, the members of which may not be trained in all of the disciplines required to create, utilise, or interpret the information. Software developed to support World Wide Web (WWW) activities has the potential to improve and change the way exploration and mining data and in- formation is organised, presented, and processed. In this paper, we discuss the creation of interactive displays of complex three dimensional data for the mining industry.

Jan 1, 1996

By R. M. Guymon, D. D. Lauriski

Safety management can best be described as how each company deals with the control of hazards (human or mechanical) to reduce costly accidents and employee injury caused by accidents. Properly used, effective safety management can mean the difference between being a highly productive, cost-efficient operation or one that "walks the fence," that is less productive with higher product costs. At Utah Power & Light Co's mining division, effective safety management has been used as tool to achieve this difference and remains as the number one priority to maintaining that difference.

Jan 1, 1990

By Nancy Bingham

The mining industry’s image is molded by what the public knows, or thinks it knows about mining. As Caterpillar prepared for the production of its educational video, Common Ground, the public’s perceptions about mining needed to be established. Before we could educate people about mining, we had to find out what they already thought. As those perceptions were analyzed, we were able to narrow the video’s focus to relevant, realistic approaches. We found out what people did not know about mining. And, most importantly, facts they should know were singled out - facts that could create more favorable attitudes. This research was instrumental in the final direction of the Common Ground project. What the public believes As these perceptions about mining were researched, it was found that the beliefs of the general public are dominated by four concepts. Quotations from interviewees are included with the discussion of each of these concepts. Figure 1 shows an overview of people’s beliefs before education.

Jan 1, 1994