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By Edmund J. Flynn

My subject Is Industrial Relations. Thus, I may appear as an intruder at this annual meeting of the Society of Mining Engineers. But I am no more an intruder here than is Industrial Relations in the day-to-day functioning of an engineer either in a staff or a line job. Engineers deal with people, as well as with blueprints, organizational charts, production data, etc. Where you have people, you have emotions, gripes, wants - real or imagined. Or you may just need some people or, at the other end of the pole, you may want to free yourself of people. But whether it is the wants or the needs, the pleasant or the unpleasant aspects of dealing with people, an Industrial Relations Department within an organization is there to help with these human relationships. This is the point for a definition of terns. Reference has just been made to "dealing with people? and to "human relations." This is, precisely the area in which Industrial Relations operates in the western Mining Divisions of Kennecott. In other organizations, what we refer to as Industrial Relations, may be called personnel relations, personnel administration, employee relations, or labor management relations. In our opinion the term Industrial Relations is best descriptive of the activity because it embraces the broad field of human behavior, reactions and satisfactions growing out of an individual?s entire employment relationship including his hiring, his lifetime on the job, and his termination. This is an individual?s industrial life. However, despite the use of the word "industrial", we are ever conscious that Industrial Relations is limited to human relations. Operational activities and decisions relating to the mining, milling, smelting and refining processes are for the line organization. The Industrial Relations interest in these line organizations activities and decisions relates only to the impact they nay have on employees - on people generally within the organization.

Jan 1, 1959

By J. N. Houser

THE industrial relations between the Tennessee Copper Co. and its employees have developed a number of interesting things and have been most, profitable to the employees and to the company. It is noteworthy that considerable has been done without a formal organization of any kind built up through the efforts of the company. From time to time there have been discussions regarding the advisability of a formal organization and the decision has always been in favor of the present method. In the year 1919, the company was dealing with its employees through union committees and, after an understanding was reached, satisfactory results began to be obtained, but as time went on the committees did not function and it came to a question of how to reach the men. For the past two years, about once a month, but at no stated time, there has been a meeting with a committee of employees consisting of 40 or 50 men out of 700. This committee is secured by notify-ing the locals. In addition, the Service Department notifies a number of men not represented in the union, so as to have a large representative committee. The meetings are on company time and the men are rotated, so that in time every employee attends , at least one meeting. All department heads and a number of foremen also are present. The operating plans and policy of the company are set out at the meetings and the market outlook for products is discussed. Explana-tions are also given of anything that has come up since the last meeting which affects the employees, and an effort is made to inform them of what will probably happen in the next month or two. Once a week there is a meeting of department heads with the manager, for discussion of all operations as a whole and such depart-mental details as seem advisable. When the depression started, it was necessary to curtail operations and the reasons were carefully explained; before the men were laid off, the employees as a whole were advised of the coming layoffs through these meetings. They were also advised generally who would be retained and given an opportunity to express their agreement or their. disapproval. In fact, an effort was and is being made to keep the employees advised in advance of matters affecting them and to give them full opportunity to express themselves.

Jan 12, 1922

By Oscar A. Glaeser

INDUSTRIAL relations in the United States Smelting Refining and Mining Company's Western operations covers the field of personnel and labor relations, and the principal aims are to render service to the employes of the Company and to its operating departments. Accident prevention Safety is a primary function. A safety engineer is employed at each operation. The wholehearted support of Company officials, staff, and the working force has been most successful in preventing accidents. Constant vigilance has been combined with a policy of building safety into all operating activities whether these are in the construction of a new facility, the developmnt of a mining system, or the direction of the working force. That this policy has produced results is attested to by the fact that the accident frequency rate at the Company's major mining operations in Utah has been reduced approximately 75 per cent in the ten-year period ending Dec. 31. 1946.

Jan 1, 1948

To explain in any depth the industrial relations of Broken Hill I believe that it is necessary to trace some of the many happenings that created the present industrial climate. While appreciating that our relations with the local industry are relatively good, it must be pointed out that to preserve and improve this present situation a duty is owed to everyone connected with the industry (workers, share- holders, etc.) by management and unions to see that just and reasonable agreements are found for any disputes. If the companies ever take the local position for granted it would soon die, killed by someone who may get some short term benefit, but who would lose something of incalculable worth in the long run. Similar- ly if the unions were to adopt some of the "wild cat" methods adopted in other parts of

Jan 1, 1975

As world demand for various minerals increases the mining industry in its endeavour to satisfy this demand will, eventually,look to the extraction of orebodies which previously may have been uneconomical to mine. These orebodies may be of two types. Firstly, new low grade orebodies and secondly, remnant sections of previously mined orebodies. Some of the factors relative to remnant mining operations are discussed and the potent- ial of remnant mining in providing an important contribution to future world metal production is considered.

Jan 1, 1975

By Tyler MA

If the record of maj or proj ects in Australia is taken into account, it is apparent, the proper planning of an industrial relations strategy for many such projects has been ill considered by project developers. The recognition of the need to develop a plan from the initial feasibility study has been forced on those promoting new projects by the publicity given to the Australian industrial relations record. The delays in delivery caused by factors supposedly out of the project's control are often given for non-performance of contract and used as an excuse for limiting further development. Many of the problems experienced in project development can be overcome with sound industrial relations planning. The promises given in the euphoria of the early stages of a project relating to price and delivery often become a burden for the future because the complexities of the Australian Industrial Relations Systems are not understood or considered. The recognition by senior executives of their responsibilities in this area will contribute greatly to a new era of project development.

Jan 1, 1983

By Selwyn G. Blaylock

There is no more important problem today than industrial relationship, and probably none that is receiving more thought. But in these days of Epie and Utopia, one has to be rather careful in speaking on this subject. Consequently, for fear that my plea for taking the working man into the family might be misconstrued, by some, as a step towards communism or socialism, I would like to say at the outset that I believe that, so long as we have human individualism, human ambitions, human hopes and fears, straight socialism is as far off as the Millennium. The same applies to communism, which only differs from socialism in that the communist realizes that his ideals can only be attained by massacring millions and destroying all that we hold sacred. Each still looks to Russia for inspiration and guidance, totally disregarding the Soviet swing-back to individual contract work and differential wage scales. They seem to be oblivious of the tyranny and repression in the present Russian system, and get very restless when reminded of it. In spite of the fact that the standard of living in civilized countries has improved tremendously and is still improving, we find that, every seven or eight years, production in many lines has outstripped consumption, and we have had panics or depressions of greater or less magnitude, accompanied by extensive unemployment. It is evident to every thinking person that there must be no little inefficiency in the control of industry. For four long years, governments and industrialists have striven to find the key to solve the present problem. Many countries are getting back to a position approaching normal-Canada probably more so than most. None, however, can feel assured that they have actually cured the situation. All kinds of schemes have been developed; tariff barriers have sprung up over-night where none existed before; currencies have been inflated to gain added security in the home markets and to try to gain advantage in export trade; and each country watches the movements of the others with fear and mistrust. I am not prepared to formulate a full solution of our troubles, but I hope to be able to demonstrate the feasibility and wisdom of the type of industrial relationship I advocate, and also that it may be a large, and possibly an essential, step towards the solution of our difficulties.

Jan 1, 1935

By Clarence Hicks

THE labor policy, of the Standard Oil Co. (New Jersey) is founded. first of all on paying at least the prevailing scale of wages in the community; on, the eight-hour day, with time and one-half for overtime; one day's rest in seven; sanitary and up-to-date working conditions; just treatment assured each employee; payment of accident benefits beyond the amount prescribed by the State compensation law; health supervision by a competent medical staff; payment of sickness benefits after one year's service; cooperation with employee in promoting thrift and better social and housing conditions; and assurance for a generous annuity at the age of 65, guaranteed for life after 20 years of service. Most of these features have been a part of the company's policy for many years, but it is only during the past two years that the cooperation of employees in determining these matters has been definitely assured through industrial representation. Industrial representation, in the Standard Oil Co., is a principle rather than a procedure. It is built upon the belief that personal association of those interested in any problem leads to a mutual understanding and a fair decision as to what is right. Fully believing in this, principle, representatives of employees and representatives of management evolved a simple plan, the basis of which is that it gives every individual employee representation at joint conferences on problems and fundamental principles affecting all those interested in the industry. It is based on cooperation, not antagonism; its operation makes perfectly clear both to management and to employees that their interests are identical, that mutual understanding and cooperation insure progress and success for all. Furthermore, experience has definitely shown that representatives of the employees are not only alert for the employees' interests but are as keen as the representatives of the management in determining and insisting upon fairness to the employer.

Jan 3, 1920

By D. Swan

Industrial research may be defined as a critical and exhaustive investigation to create new and better ways of doing things. The results of industrial research are new and improved products, processes, and techniques. This broad definition, of course, covers investigation of all subjects by either individuals or groups of people, and this chapter aims to examine the purpose (what research tries to do), and methods (or how research is done) as applied in the mineral industries. Concepts and History The idea or concept of organized research probably originated in the universities of Europe. There, groups of scholars banded together for discussion and application of their particular specialty to a common problem. Publication of the conclusions drawn from such investigations gave scholars in other areas the opportunity to review and criticize the work of their colleagues, and one of the hallmarks of scientific research work is the publication and criticism of the results of the investigation. It was not until the late nineteenth century that the concept of organized research for the profit of industry was recognized. During the late nineteenth and early twentieth centuries, a large number of industrial enterprises sponsored organizations to study the application of the physical sciences with the aim of making discoveries that would result in profit to the sponsoring organization. The tangible benefits accruing from these activities were so great that they, in turn, fostered several other methods for the support of organized research activities. For the large problems involving public interest, United States Government scientific re- search laboratories were set up. As the demand of smaller enterprises for research activities increased, research institutes and consulting laboratories were organized. In Europe the idea of common industry sponsorship of research centers grew and many large research organizations there were sponsored by associations of manufacturers. Finally, in the United States

Jan 1, 1959

By D. Swan

Industrial research may be defined as a critical and exhaustive investigation to create new and better ways of doing things. The results of industrial research are new and improved products, processes, and techniques. This broad definition, of course, covers investigation of all subjects by either individuals or groups of people, and this chapter aims to examine the purpose (what research tries to do), and methods (or how research is done) as applied in the mineral industries. Concepts and History The idea or concept of organized research probably originated in the universities of Europe. There, groups of scholars banded together for discussion and application of their particular specialty to a common problem. Publication of the conclusions drawn from such investigations gave scholars in other areas the opportunity to review and criticize the work of their colleagues, and one of the hallmarks of scientific research work is the publication and criticism of the results of the investigation. It was not until the late nineteenth century that the concept of organized research for the profit of industry was recognized. During the late nineteenth and early twentieth centuries, a large number of industrial enterprises sponsored organizations to study the application of the physical sciences with the aim of making discoveries that would result in profit to the sponsoring organization. The tangible benefits accruing from these activities were so great that they, in turn, fostered several other methods for the support of organized research activities. For the large problems involving public interest, United States Government scientific research laboratories were set up. As the demand of smaller enterprises for research activities increased, research institutes and consulting laboratories were organized. In Europe the idea of common industry sponsorship of research centers grew and many large research organizations there were sponsored by associations of manufacturers. Finally, in the United States

Jan 1, 1964

By P. H. Dudley

I HAVE taken the liberty of calling the researches herein mentioned industrial, to distinguish them from those strictly scientific, where every known appliance is used to insure accuracy in determining principles. The industrial researches are made to ascertain wherein we have failed to embody, in practice, the principles which have been fully demonstrated by the more purely scientific investigations. So far the researches have been mostly confined to the conditions of combustion as used in locomotive furnaces, although we have examined, to some extent, furnaces under marine and stationary boilers. The products of complete combustion are gases, and, knowing what we should have, it is at once shown by analyzing the products whether the desired reactions are taking place. In spite of imperfect furnaces, lack of system in the arrangement of grate-bars and exhaust nozzles, the results are not altogether vitiated, because the analyses are not closer than one-tenth of one per cent., as under the present conditions it is hardly possible to collect gas exactly under the same conditions at different times. All of our industrial operations have developed in the past few years so rapidly, nearly all of them paying, that, until within the past three years, comparatively little attention has been given to their economy outside of the profession. Great corporations have not asked and considered the question in earnest, can we utilize our heat so as to produce the same effect at less cost? The applications of heat are so extensive, entering into every branch of industry, the principal power used to carry on metallurgical processes, to conduct transportation, that its economical generation becomes of universal importance; in fact, its economical generation and application is the leading industrial question of the day. It is stated by those who have given the subject much attention, that in our best steam-engines not over 10 per cent of the theoretical value of the fuel is utilized, and upon locomotives it is far less, probably not exceeding under the most favorable circumstances 5 or 6 per cent. In recent experiments made with the dynagraph, in drawing trains upon the Lake Shore and Michigan Southern Railway from Cleveland to Erie, 95i miles, we found the force required to draw a stock train of 709 tons to be 2,498,396,320 foot-pounds, exclusive of the force to move the locomotive itself. We

Jan 1, 1876

By Roger J. Goodman

"Major industrial restructuring, which started to manifest itself in the mature economies of the Western World and Japan in the 1970s, will accelerate in the 1980s and 1990s. Conventional heavy manufacturing industries will continue to lose ground to lighter processing/assembly operations and the new wave of high technology, information and service sectors. The decline in heavy manufacturing has severely impacted on the steel industries of Western Europe, the U.S.A . and Japan.World trade in metallurgical coal has shifted correspondingly, with declining demand in the mature developed countries being only partially offset by large increases in the steel intensity of the newly-industrialized countries (NICs) of the Far East, Latin America and, to a more limited extent, the Middle East and Africa. These trends will be accentuated in future years with direct implications for the distribution of metallurgical coal trade. This paper discusses, in quantitative terms, such changes in the 1980s and 1990s, and examines the implications for, and impacts on, Canadian metallurgical coal exporters.IntroductionThe twenty-year period from the early 1950 s to the early 1970s was characterized by inexorable growth in consumer demand and industrial expansion in most of the advanced countries of the western world. Long- term forecasting during this period typically used linear extrapolation techniques which , despite their simplicity, invariably ended up predicting future demand and production level s with uncanny accuracy. Times have changed!The last decade has been characterized by a n abysmal failure of our economies to respond to simple long-term, linear growth patterns. We appear to have entered a new world in transition, where we can observe a wave of dying or sunset industries reluctantly being submerged by a wave of emerging or sunrise industries.This paper is aimed a t examining the evidence for long-term industrial restructuring trend s. For want of a better word, these so -called, megatrends are then used to predict future demand level s and spatial distribution of steel development and , hence, metallurgical coal trade. It is tempting to correlate the decline in economic activity in the western world with the first Organization of Petroleum Exporting Countries' (OPEC) crisis of 1973. This crisis was probably no more than the straw that broke the camel's back, as the megatrends and embryo s of major industrial restructuring were already evident. Today these megatrends are merely more apparent and transparent than they were ten years ago.While the concept of industrial restructuring is the new economic buzz word, the process was at work, to a lesser degree even throughout the period of strong economic growth of the post-Second World War boom. Many people still remain convinced that our present-day sluggish economy is just part o f the typical , though rather more prolonged, recessionary cycle. Yet, we have always been part of a dynamic economic system and industry throughout history has been the subject of a continuous process of evolution, restructuring and reconstitution . Now the time is ripe to examine the evidence for such restructuring in order to develop coherent policies of adjustment in this transition from one industrial regime to another."

Jan 1, 1985

By David Leidel

A major characteristic that distinguishes modern society from its predecessors is the understanding that events are not driven by the whims of the gods, pre-ordained fate or nature, but are controlled to a greater or lesser extent by the actions, (or inactions), of people. The study of risk assessment is the basis for determining risk or the likelihood of an event occurring combined with the consequences of that event if it does occur. This study is indubitably linked to the mathematics of probability and statistics which permits the quantification of risk. As the Industrial Revolution significantly increased the exposure of persons to new types of energy sources, materials, equipment, and means of more rapid transportation of goods and people, quantitative risk assessment became a vital tool in protecting workers and the general public exposed to these new technologies.

Jan 1, 2007

By Tim C. Webb

For almost 350 years, industrial rocks and minerals have been produced, used locally and exported from New Brunswick to markets throughout the world. Up until the early 1960s, commodities like grindstone, building stone, gypsum, and limestone served as the foundation of the province's non-fuel mining industry. The importance and high level of activity surrounding industrial rock and mineral development in New Brunswick is reflected in a multimillion dollar industry generating substantial revenue and providing a valuable service to its people. New Brunswick's varied geology is reflected not only by the diversity of industrial rock and mineral resources presently under development but also in several promising exploration and potential development opportunities. The province also hosts several industrial rock and mineral processing facilities, each with established technologies ensuring high-quality products and each with sufficient flexibility to supply customized products for various specialized niche markets. With the imminent availability of natural gas to parts of the province, the prospects for additional value-added processing and re-examination of known, yet presently undeveloped deposits, appear excellent. These variables coupled with the province's advantageous geographical location, highlighting tidewater access to global markets and within one day's trucking distance to a regional market of several million people, guarantee prompt delivery of high-quality products at competitive prices.

Jan 1, 2001

By Bryce T. Tripp

Utah produces a wide variety of industrial rock and mineral commodities, valued in 1998 at $534 million (28 percent of the total non-fuel mineral production of Utah). Major commodities produced in 1998 include: halite; potash and magnesium chloride; Portland cement; sand and gravel; car- bonates including lime, limestone, and dolomite; phosphate; crushed stone; clays; perlite; gypsum; and sulfur and sulfuric acid. Commodities produced in lesser amounts include: diatomite; pumice; silica; lightweight aggregate; gemstones, ornamental stone, and mineral and fossil specimens; byproduct sulfur and sulfuric acid; silica; and building stone. The years 1993 through 1998 were a period of steady growth in industrial rock and mineral production. However, some commodities have grown much more rapidly than others. The robust western U.S. economy has stimulated production of construction-related commodities like sand and gravel, raw materials for Portland cement, lime, and building stone, resulting in exploration for raw materials, development of new quarries, and expansion of existing plants. Noteworthy specific developments include: (1) opening of new aggregate operations and buyouts of small aggregate operations by large national and international firms, (2) expansion of a lime operation and two cement plants, and (3) development of several new gypsum mines. The future of the industrial minerals industry in Utah looks promising despite a more restrictive regulatory environment and a growing anti-development attitude among its citizens. While Utah has become less pro-development than it was prior to the 1990s, it is still moderate compared to strongly anti-development states, so companies have some motivation to choose Utah in their strategic mineral development plans. As long as the western states' economies continue to grow, Utah's industrial minerals industry should thrive.

Jan 1, 2001

By Richard J. Wardle, Ambrose F. Howse

The industrial minerals industry in Newfoundland and Labrador is a significant contributor to the provincial economy. The variety ofcommodities produced reflects the diverse geological environment from which they come. A highlight of the past decade has been the continuing development of dimension stone quarries, with producers now active in anorthosite, gabbro, granite and sandstone. Other dimension stone prospects have been identified and are in various stages of assessment and development. Western Newfoundland hosts a large resource of limestone, dolomite and marble. It provides raw material for industries that produce Portland cement, agricultural limestone and aggregate, as well as chemical-grade limestone and dolomite products. In western Labrador, dolomitic marble is quarried for use in the production of self-fluxing iron ore pellets. The recent opening of a new gypsum quarry at Fischells Brook signalled the beginning of a new era in the commercial production ofgypsum, a commodity which the province has produced since the 1950s. Hopefully it will emulate the nearby Flat Bay Quarry (now closed) which was a long-time exporter to markets along the U.S. eastern seaboard, in addition to supplying local demands. Oil production and continuing exploration in the Newfoundland offshore has renewed interest in local barite deposits for potential use in drilling fluids. Already there has been some production from the Collier Point deposit, and at Buchans, an existing plant is being refurbished to recover barite from a large tailings pond. Emerging new industries include the development of an antimony mine in central Newfoundland, the development of silica deposits near Labrador City for silicon metal production, and reactivation of the St. Lawrence fluorspar mine. The province has many deposits with development potential such as rare metals at Strange Lake, white marble at Roddickton and salt deposits near St. George's Bay region.

Jan 1, 2001

By Bryce T. Tripp

Utah's abundant industrial rock-and-mineral resources support a relatively small but important sector of the State's economy. In 1983, six of the top 10 nonfuel mineral commodities (by value) were industrial commodities. Portland cement was ranked fourth, potash fifth, halite sixth, phosphate seventh, construction sand and gravel eighth, and lime tenth. Portland cement was produced by three operators, principally from the Jurassic Twin Creek Limestone. Potash was produced by three companies from Pennsylvanian beds in the Paradox Basin, surface brine of the Great Salt Lake, and subsurface brines of the Great Salt Lake Desert. Halite was produced by eight operators, primarily from surface brine of the Great Salt Lake. Additional production came from salt beds in the Jurassic Arapien Shale, solution mining of the Pennsylvanian Paradox Formation of the Hermosa Group, and subsurface brines of the Paradox Basin. Phosphate was mined by one company from the Permian Meade Peak Phosphatic Shale Member of the Park City Formation. Construction sand and gravel were produced by dozens of operators, primarily from Quaternary Lake Bonneville beach and nearshore deposits. Lime was produced by four operators from Paleozoic formations in the Basin and Range physiographic province of Utah. The future production of these and other industrial commodities, though individually uncertain, is expected to increase gradually as a group. Factors favorable for the future of the industrial commodities industry in Utah include large to almost unlimited resources for the major commodities, a healthy projected population growth, an abundant local supply of relatively inexpensive energy from coal and natural gas, and a favorable corporate tax structure and business climate.

Jan 1, 1987

By Wm. Terry Siemer

Abstract. The value of industrial rocks and minerals produced in New Mexico in 1978 exceeded 227 million. 1e state ranked first in the nation in production of potash and perlite and was a leader in pumice production. Other commodities with sizable production in New Mexico include barite, caliche, clay, dimension stone, fluorspar, gypsum, humate, limestone, mica, salt, sand and gravel, scoria, and silica sand Non metallic resources are distributed throw out the state, but development and exploitation is concentrated in western and southeastern New Mexico. The value of industrial rocks and minerals within the state grew about 9 percent to more than $227 million in 1978. Continued growth, however, depends on continued demand, exploration, and development.

Jan 1, 1980

By Wm. Terry Siemers, Frank E. Kottlowski, George S. Austin

The value of industrial rocks and minerals produced in New Mexico in 1978 exceeded $227 million. The state ranked first in the nation in production of potash and perlite and was a leader in pumice production. Other commodities with sizable production in New Mexico include barite, caliche, clay, dimension stone, fuorspar, gypsum, humate, limestone, mica, salt, sand and gravel, scoria, and silica sand. Non-metallic resources are distributed throughout the state, but development and exploitation is concentrated in western and southeastern New Mexico. The value of industrial rocks and minerals within the state grew about 9% to more than $227 million in 1978. Continued growth, however, depends on continued demand, exploration, and development.

Jan 1, 1982

By William Conger, Greg Schick

Grinding media consumption is a major cost variable in industrial mineral comminution circuits. Specifically, industrial SAG media consumption results from a combination of surface abrasion wear, media breakage, surface spalling and rejection size from the mill. Three main consumption rates; weight of media consumed per time, per kWh and per weight of ore ground are defined and compared. Recent industrial data has provided an opportunity to relate consumption in terms of weight of media consumed to weight of ore ground (g/tonne) and weight of media consumed per kWh of energy consumed (g/kWh) with SAG specific grinding energy consumed (kWh/tonne). Using relationships developed from this data it is possible to project SAG media consumption in future mineral comminution circuits.

Jan 1, 2014