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By William Gleason

At 6,898 ft below surface, the historic No. 9 shaft at Resolution Copper near Superior, AZ is now the second deepest single lift mine shaft in the United States and connects to the deepest single lift mine shaft in the U.S., Resolution Copper’s No. 10 Shaft (6,989 feet). The shafts serve as ventilation and access for future underground development of what could one day become one of the most significant copper mines in the United States. It is from the base of No. 9 and No. 10 shafts that hundreds of employees of Resolution Copper, a joint venture of Rio Tinto and BHP, hope will soon be given the go ahead to begin driving lateral tunnels to reach a copper deposit that is estimated to contain 28 Mt or 40 billion pounds of copper. Copper was recently added to the U.S. Geological Survey’s (UGGS) critical minerals list, in large part because of increasing demand. A study by S&P Global Energy & Market Intelligence “Copper in the age of AI: Challenges of electrification” released on Jan. 8, 2025, “identifies a transformative trajectory for copper demand, projecting a surge from 28 Mt (31 million st) in 2025 to 42 Mt (46.3 million st) by 2040 – a 50 percent increase that underscores the metal's pivotal role in multiple technological and economic domains.” The surge in demand is driven in large part by the global energy transition, electrification of vehicles, growth of artificial intelligence and data centers, and most recently robotics. Meanwhile, geopolitical tensions have increased the focus on the need for the United States to secure more of its own mineral supply chain. S&P Global’s report is one of many warnings that while copper demand has accelerated rapidly, future supply is being held back. Resolution Copper stands out as one example of a known mineral deposit remaining locked in the United States’ complex and lengthy permitting slog.

Feb 1, 2026

By William Gleason

The mining industry is at a crossroads. Currently, there is an estimated $25 billion worth of projects around the world that have been stopped as the consequence of a dispute or disagreement with their communities, the government or some other stakeholder. Anglo American chief executive officer Mark Cutifani is one who sees the mining industry in need of change and on Dec. 12, he gave the keynote address for the launch the Kellogg Innovation Network?s Mining Company of the Future Initiative?s Development Partner Framework (DPF). The launch was held at the Ford Foundation building in New York City. The DPF seeks to inspire and support the mining industry to adopt a new way of thinking and a new approach to how it secures, nurtures and revitalizes its social license to operate. Working with a diverse group of people from faith-based organizations, nongovernmental organizations (NGO) and other stakeholders, Cutifani often had the rather uncomfortable position of representing the mining industry in a room full of people who are far from the industry?s biggest fans.

By Heather Wright

Shovel operators are one step closer to having a better tool to operate and monitor their equipment. The development of a unified shovel interface is proceeding into phase three, focused on producing a standard application programming interface (API) for connecting onboard devices. This solution will positively impact safety, performance and productivity, and is the result of collaborative work driven by the Global Mining Standards and Guidelines Group (GMSG). Proof of concept revealed During the spring of 2013, Peck Tech Consulting was engaged to develop the working proof of concept (POC) software implementation, which integrates multiple vendors? systems into a single interface using one-to-two displays. As a result, the GMSG developed a functioning, manipulatable, unified shovel interface proof of concept and unveiled it at the World Mining Conference in August in Montreal. The proof of concept effectively provides a unified operator interface that pulls together the many divergent systems onboard large shovels.

Mar 1, 2014

By W. Missildine, J. K. Hrica, I. Benbourenane, T. J. Orr, J. L. Bellanca

Each year, haul truck accidents account for a large portion of mining injuries and fatalities. To better understand why these accidents continue to occur, researchers from the National Institute for Occupational Safety and Health (NIOSH) utilized a cognitive task analysis methodology to identify the user requirements of surface haul truck operators and assess differences in perceptions between operators, managers, health and safety professionals, trainers, and maintenance personnel. Additionally, researchers used the critical decision method to focus on better understanding the cognitive demands, decision-making, and problem solving during nonroutine incidents. The preliminary results of this study identify and explore themes within the broad categories of hazards, skills & expertise, and training and provide detailed accounts of nonroutine incidents such as near-misses, loss of control, and collisions. These accounts reveal insights into operator decision making and event progressions that can then be used to build more realistic training scenarios and address hidden hazards and root causes of these incidents. These results, along with potential solutions offered by study participants, can inform future research and help identify creative interventions that can be used by mine operators to address haul truck safety issues

Mar 2, 2022

By John S. Carman

Our industry is in trouble. Real trouble. It has never been an easy, secure business. But to-day it is engulfed in revolutionary currents. No longer can there be reliance upon the checks and balances of market forces. Supply and demand largely dictated the economics of business enterprise in simpler days. To-day politics, in particular nationalism become increasingly dominant. And as governments expand and put out tentacles of interference in the direction of the mining industry, far too little understanding is evidenced as to how that industry works. Then there is something which is relatively new -stagflation. As the prices of minerals falls, the capital investment required for new extractive facilities soars at rates which far outdistance those which are cited by governments to indicate the magnitude of inflation. To illustrate; 1) In 1971 it was calculated that $355 million would be required to bring the Cuajone property in Peru into production. Five years later that stage was reached at a cost of $680 million. 2) With the Caridad mine in Mexico, estimated capital investment doubled between 1971 and 1976. 3) The requirements calculated for Cerro Colorado in Panama have risen in two years from $560 to $800. 4) The budget of $240 million for Sar Chesmeh in Iran in 1971 had become $500 million by 1976.

Jan 1, 1977

By K. H. McDaniel

People are our most valuable resource. It is as true today as any point in mining history as we face unprecedented personnel shortages aggravated by a workforce that is aging, significant generational gaps and difficulties recruiting younger professionals all amidst increasing global mineral demand. The educational system has a similar, but slightly contrary problem. Many historically strong mining engineering programs have died. Now, fewer mining oriented universities are trying to produce more students in order to meet the demand. Moreover, their situation is aggravated by a similarly aging workforce, a general lack of mid-career PhD?s with the interest and field experience to teach effectively, an extremely slow hiring and funding process, and an inability to be competitive against private industry compensation packages. The traditional instructional model, while not necessarily broken, is most certainly dated, and can penalize programs and students where schools do not have in-house expertise in a given topic. Mining companies, like Rio Tinto, have the opportunity, if not necessarily the obligation, to positively influence how this model works. Educational Partnerships may be the key. This paper will address some observations, and possibilities, associated with Rio Tinto?s efforts in this area.

Feb 23, 2014

By H. Sevim

Belt network simulators developed in the last two decades are reviewed. Critical parameters in belt network design are identified, and the capabilities of belt simulators in providing values of these parameters are investigated. An alternative design model that optimizes values of the critical parameters is introduced. To illustrate the capabilities of the alternative model, a real life case is treated and the outcomes are discussed.

Jan 1, 1990

By Aaron Jones, Guy Reed, Russell Frith

"In 2017, one of the international authorities on coal bursts, Dr. Chris Mark, published a paper entitled “Coal Bursts that Occur during Development: A Rock Mechanics Enigma,” in which several relevant technical issues were identified, the most pertinent being:i.whilst development coal bursts are commonly associated with geological faults, understanding which specific faults result in burst-prone development mining conditions and why, remains undefined.ii.conventional wisdom in relation to strong roof and floor geology of the coal seam might be limiting, based on certain burst examples in Colorado.iii. development coal bursts can occur without the local ground stresses being substantially elevated from their in situ levels.This paper outlines what is considered to be a credible, first-principles, mechanistic explanation for these three current development coal burst conundrums by reference to early published coal testing work examining the significance of a lack of “constraint” to coal stability and an understanding of how very specific structural geology and other geological features can logically cause this to occur in situ, albeit on a statistically very rare basis. This basic model is examined by reference to published information pertaining to the development coal-burst that occurred at the Austar Coal Mine in New South Wales, Australia, in 2014 and from the Sunnyside District in Utah, USA.The “cause and effect” model for development coal bursts presented also offers a meaningful explanation for the statistical improbability for what are nonetheless potentially highly-destructive events, being able to explain the statistical rarity being just as important to the credibility of the model as explaining the local conditions associated with burst events.The model could also form the basis for a robust, risk-based approach utilising a “hierarchy of controls” to the operational management of the development coal burst threat. Specifically, these include the use of pre-mining predictions for likely burst-prone and non-burst-prone areas, the use of the mine layout to avoid or at least minimise mining within burst-prone areas if appropriate, and finally the development of an operational Trigger Action Response Plan that reduces the likelihood of inadvertent roadway development into a burst-prone area without suitable safety controls already being in place."

Jan 1, 2019

By Wallace Macgregor

The direct investment role of Middle Eastern oil producing countries in future world-wide mineral development probably will be a limited one for the next five years. Their needs and their longer range economic objectives substantially preclude any such risk taking ventures. There is, of course, the possibility of political in- vestment. One hears many rumors and doomsday calculations of what the Arabs might do with the rising accumulation of surplus funds. Up to now, this kind of investment has been more in rhetoric than in money. For the most part, oil producing countries of the Middle East have been, and will be, investing surplus funds with strong emphasis on the preservation of capital. They will seek security first and yield second just like any other prudent investor. In several respects, this is regrettable. A direct infusion of risk capital into mineral development, especially in the Third World countries, is a constructive way of enhancing their earning power which many desperately need just to stave off starvation. It would also be a good way of eliminating material shortages in the industrialized world. Most important of all, it would help to ultimately reduce inflation without imposing the hardship of recession. So why isn't it done?

Jan 1, 1975

By Russell H. W. Chadwick

Reviewing events in the minerals industry, in economic geology, and in my own exploration work, I find that the most compelling subject for comment is the increasing ferment in ore deposits theory. New discoveries and continued investigations of bedded deposits of lead and zinc, copper, iron, uranium, etc., coupled with the availability of much new and significant data from sedimentary and metamorphic petrology, geochemistry, and oceanography, has led many economic geologists like myself to become disenchanted with former simplistic notions. Now disenchantment among serious people should presuppose both valid objections to the old, and valid new substitutes. I can sum up my own position and, I believe, what most of the recent writers on ore deposits theory are trying to tell us, by saying that a physico-chemical (bench science) approach to a natural science is neither correct nor useful, and that the obvious cure is a return to the study of the geology of ore deposits. More specifically, ore should be viewed merely as an unusual concentration produced, in stages, by the natural processes inherent in the geochemical cycle. In criticizing the conceptual basis of a science, one is involved simultaneously in the inherent character of the science, its subject matter, and the old and new concepts. I have found it impossible to make a clean separation along those lines. As a result, and as the title suggests, these are not-quite-random reflections on genesis, a matter near and dear to all true treasure hunters since Agricola.

Jan 1, 1967

When I wrote the Railroad portion of "Mining Engineering" magazines 94 Powder River Basin (PRB) Coal Article I described to you some definite destinations the Railroads had in mind. As with many destinations, the ones I wrote of turned out to be merely stops on the way to places that we have yet to reach. Somewhere along the way we discovered that making it better is a continuous process not just something that you can do in phases I, II, III, & IV. We always knew this I suspect, but perhaps not at the awareness level that exists in RR environments in 1997. The purpose of this article is to update the 94 article, which I could do very quickly. Everything I told you we were going to do in 94 is done, end of story! But in addition to making it a very short article it would not be telling you the things RR has done beyond what we were planning in 94 and for the future.

Jan 1, 1998

By Willard C. Lacy

A mining operation begins with prospecting and exploration-stages with long periods of investment and high risk of failure. However, success in exploration ultimately determines survival of the mining industry. Prospecting and exploration may discover evidence of a mineral occurrence and outline its size and character, but ore deposits that support mining are "made" through the collective efforts of project geologists, geophysicists, geochemists, metallurgists, engineers, chemists, lawyers, and even politicians (Joralemon, 1975). Some deposits may go through multiple cycles of rejection and recommendation, discovery and development, decline and abandonment, rediscovery and development, etc., as economic, technological, or political conditions change or geologic understanding is improved. Peters (1987, p. 233) graphically illustrates the normal life cycle of a mine and the position of exploration in the cycle (Fig. 4.0.1). During the past fifty years, mineral exploration has evolved from comparing evidence of mineralization of prospects with that of known deposits to a more quantitative science employing many facets of geochemistry, geophysics, multispectral sensing from space, computer data storage, analysis, modeling, and most importantly, a better understanding of ore genesis. This modem approach to exploration began in the late 1940s and continues to develop. Exploration efforts peaked in the 1960s with emphasis upon the search for porphyry copper deposits, Mississippi Valley lead-zinc deposits, and volcanogenic massive sulfide copper-lead-zinc deposits. It peaked again in the middle and late 1980s with emphasis upon micron-size disseminated gold and epithermal and stratiform precious metal deposits.

Jan 1, 2008

By Ralph T. Buscarello

For practical purposes, the terms "natural frequency," "resonance" and "critical speed" are synonymous. A part passing though its "critical" or "critical speed" may also be said to be "resonant" or "resonating." The vibrations of a precisely balanced part can be magnified by the structure in which it is assembled. Anyone who has driven an automobile knows that it will vibrate more at a certain speed than at others. According to the formula for centrifugal force, vibration should increase steadily with a rise in rpm. What happens instead is that the vibration not only in- creases with r m. but suddenly rises at a much higher rate through the critical speed, and then apparently smooths out as the rpm passes beyond it. To visualize what happens, consider a simple flat spring with a weight mounted at one end. When the spring is deflected by pulling down on the weight and then letting it go, the spring will oscillate, and the spring-and-weight system will vibrate at its natural frequency. If the timing or direction bf the impulses imparted to the spring did not coincide with its natural frequency, the result would be an irregular vibration that would not build up. If, on the other hand, the timing and direction of the impulses did coincide with the spring's natural frequency, the result would be a larger and larger amplitude. If the impulses were continued indefinitely, the amplitude of the spring's vibrations would go on rising [while its frequency stayed the same] until the spring broke or the amplitude of the vibrations reached an equilibrium [because frictional or other forces would tend to damp it]. Resonance magnifies the amplitude of vibrations in a relatively undamped system between 100 to 200 times over that of nonresonant vibrations. Frictional or viscous damping often reduces the magnification [from 10 to 20 times], but even with this reduction the amplitude would still be large enough to cause excessive wear, and sometimes even fractures. For example, a blower might show only 0.001 in. of vibration on the manufacturer's test stand. Installed, the blower could pass into its critical speed [the speed at which the frequency of the vibrations caused by the rotor coincides with the supporting structure's natural frequency], and the 0.001 in. of vibration could be resonated to 0.010 in., or as much as 0.020 in. The cure for such a condition would not be to lower the vibration of the blower by further balancing or better alignment but to separate the two frequencies by at least 20 to 30%.

Jan 1, 1970

By R. Heiser, J. Vendetti, B. P. Connor, E. J. Haas

"DISCLAIMER The findings and conclusions in this paper are those of the authors and do not necessarily represent the views of the National Institute for Occupational Safety and Health. Reference to specific brand names does not imply endorsement by the National Institute for Occupational Safety and Health. ABSTRACT Health and safety indicators help mine sites predict the likelihood of an event, advance initiatives to control risks, and track progress. Although useful to encourage organizations to work together, executing such risk assessments comes with challenges. This paper focuses on one trona mine’s experience in the development and implementation of a field level risk assessment program to help its entire organization understand and manage risk to an acceptable level. Through a transformational process of ongoing support and communication, Solvay Green River fostered a culture of trust and safety grounded in risk assessment, safety interactions, and hazard correction. The application of consistent risk assessment (RA) tools was critical to create a participatory workforce that not only talks about safety, but actively identifies energies that contribute to hazards and potential incidents. In this paper, reflecting on the mine’s process of RA implementation provides examples of likely barriers that sites may encounter when trying to document and manage risks. As discussed, consistent efforts to establish a participatory risk management program are worth the initial struggle to ultimately reduce incidents. INTRODUCTION Work-related health and safety (H&S) incidents often account for lost days on the job, contributing to organizational/financial and personal/social burdens [1-2]. Accompanying research demonstrates that risk and ambiguity around risk contribute to almost every decision that individuals make throughout the day [3-4]. In response, understanding individual attitudes toward risk has been unquestionably linked to predicting H&S behavior [5]. Although an obvious need exists to identify more comprehensive methods to assess and mitigate potential hazards, some argue that risk management is not given adequate attention in occupational H&S [6]. Additionally, research suggests that a current lack of knowledge, skills, and motivation are primary barriers to mitigating workplace risks [3-6]. Therefore, enhancing knowledge and awareness around risk-based decisions, including individuals’ abilities to understand, measure, and assign levels of risk to determine an appropriate response, is increasingly important in hazardous environments to predict and prevent incidents. This paper focuses on tailored approaches to field level risk assessment (FLRA), measurement, and common barriers to participating in such activities. The authors use a trona mine in Green River, Wyoming, as a case study to illustrate how the organization overcame widespread and site-specific challenges to implement a proactive risk management program. By discussing the mine’s tailored FLRA program, this case study contributes to the literature by first, providing examples of critical components that need to be in place to ensure successful risk management and second, context for continuous quality improvement that can foster a higher level of trust and empowerment on site."

Jan 1, 2017

What is your personal view and assessment of the overall health of the industry in the current global economy? The economic outlook remains soft for the near future and, although the global economy is showing signs of recovery, uncertainty has tempered the pace of recovery. In addition to uncertainty, we are still facing significant economic challenges in many parts of the world, including Europe and the United States. The rapid expansion of China?s economy has recently slowed, further contributing to the sense of uncertainty in the overall health of the global economy. This situation is both a blessing and a curse, depending on which sector of the mining industry we are considering. For example, coal, industrial minerals, aggregates, base metal and precious metals markets are impacted by different forces and drivers and will experience different outcomes within the same economic environment. Let me give a few concrete examples to illustrate this concept. The prevailing economic uncertainty that I have just described tends to drive investors toward safe havens. Gold has historically been viewed as a safe haven and as long as investors shy away from traditional investments, gold prices will remain high and gold mining companies will continue to expand and invest capital in their operations. The same sluggish economy that drives gold prices higher has the opposite effect on other segments of the minerals industry. A great example of this is industrial minerals and aggregates used in construction. The markets that consume these minerals have contracted significantly over the past five years. The outlook for this segment is poor, as the glut of available housing continues to inhibit demand for new construction and, thus, many industrial minerals. In addition to this, the federal government?s lack of political will to enact long-term legislation funding transportation and infrastructure projects continues to be a drag on the U.S. aggregates industry.

Jan 1, 2013

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. We commonly consider conflict in a two-party sense, but this deeply over-simplifies the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. Conflict is commonly considered in a two-party sense, but this can deeply over-simplify the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By D. R. Willmer, E. J. Haas

"DISCLAIMER The findings and conclusions in this paper are those of the authors and do not necessarily represent the views of the National Institute for Occupational Safety and Health. Reference to specific brand names does not imply endorsement by the National Institute for Occupational Safety and Health. ABSTRACT This study analyzed the publicly available health and safety policies of 26 mining companies to determine the quantity of health and safety (H&S) practices that mining companies encourage in relation to the Plan-Do-Check-Act cycle. A thematic content analysis of the policies identified elements and practices within the text. On average, companies communicated information on about 7 elements (range 1–14, standard deviation = 3.49) and discussed 15 practices (range 2–34, standard deviation = 9.13). The elements in which companies highlighted the most practices were risk management, emergency management, leadership development, and occupational health. A discussion of the policy trends shows areas that mine sites can improve upon within their Plan-Do-Check-Act cycle, in addition to encouraging the use of both leading and lagging indicators to manage health and safety performance. INTRODUCTION Mining companies and their employees are expected to identify and manage risks at their worksites to ensure the health and safety (H&S) of everyone at the site. The primary mechanism in place to control these risks is a company’s health and safety management system (HSMS) (Boyle, 2012). Broadly, an HSMS is a set of standard, interrelated, and interacting elements used to promote and achieve occupational H&S goals (ANSI/AIHA Z-10, 2012; BS OHSAS 18001, 2007). The practices conveyed within an HSMS are expected to minimize incidents, injuries, illnesses, and even save worker lives (Alsop and LeCouteur, 1999; Arocena and Núñez, 2010). In the United States, both the Occupational Safety and Health Administration (OSHA) and Mine Safety and Health Administration (MSHA) regulate and encourage aspects of an HSMS (US Federal Register, 2011, 2010). Many HSMS documents (i.e., Chemical Industries Association, 1995; Health and Safety Executive [HSE], 1995; International Labour Office [ILO], 2001) attribute the source of their basic management system to Deming’s Plan-Do-Check-Act (PDCA) model of continuous quality improvement and organize their practices within this cycle (Johnson, 2002). The PDCA cycle is a well-adopted approach in health and safety management and promotes continuous learning and adaptability (Robson et al., 2007)."

Jan 1, 2018

Satisfactory means of managing growth in boom towns is a concern in mineral, energy and other large industrial developments. This session will include examinations of socioeconomic impacts, major issues such as social disruption, case studies, methods of managing growth, and concerns involving Indian lands. Innovative methods will be offered to assist the public, government, and industry in finding solutions to managing growth in rapidly growing communities.

Jan 1, 1979

By Scott Lawson

BOB FALCONER: Our next topic leader is Scott Lawson. Scott is manager of human resources for Independence Mining Company, Cripple Creek and Victor Gold Mining Company, Victor, Colorado. Scott has 25 years of human resources management experience in the mining industry, surface and underground, precious and base metals. His topic this morning is "It's the Employee That Counts." SCOTT LAWSON: When reviewing the topic of productivity in a union versus nonunion workplace, we need to look at who, and not what, can make the difference in ensuring the success of a production-oriented operation. It's not explicitly whether the property is unionized or not, but whether the employee team (including the "management group") is working together to accomplish common, shared, and meaningful goals. The bottom line is what action or actions can be taken to develop trust and to strengthen working relationships that challenge and compel employees to willingly share their particular areas of expertise. I want to share a real-life experience that happened to me during the summer of 1961. Perhaps some of you will be able to relate to the following story. I was an 18-year-old fresh out of high school, ready for my first true work adventure. I found summer employment for myself and two friends with the New York Central Railroad in Cleveland, Ohio. Our jobs were as laborers, laying ties and rails, and unloading ballast. We made $2.62 an hour. We were fat cats! My friends and I took on the job with a great deal of vigor, to the dismay of our fellow workers. These workers were unionized by the Railway Workers, which I believe were affiliated with the Teamsters. Talk about being naive, we wrote the book in 1961. When we took the jobs, we did not realize the employees were represented by a union, even though we didn't think they worked too hard. Within our first two weeks of work, we established new daily records for laying virtually twice as many ties as had been standard, and we nearly tripled production by the end of our hall of fame railroad careers. We even took naively to the next level by lining up the ties for our afternoon work shift during our lunch break. In 1961, we thought we were the Mantle, Maris, and Colavito of tie laying. For the younger set in the audience, we would have felt like the McGwire, Griffey Jr., and "The Big Hurt" Thomas of tie laying. A section of the union contract allowed for a 60-day probationary period during which the employee was evaluated and also exempt from joining the union. I will venture to say that, to none of your surprise, on day 60 we were asked to join the union, and on

Jan 1, 1998