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To expediate the transfer of technology from Bureau laboratories into new products and processes that enhance the economic competitiveness of the U.S. mining and minerals industry in world markets. Background The U.S. Bureau of Mines and various members of the industry are concerned about the current technology challenge to the minerals industry in the United States. They arc working together to delineate ways of enhancing the mineral industry's technology base. More emphasis is being placed on collaboration between the government, academia, and industry to formulate the innovative revolutions needed to maintain our technology edge. Through these partnerships, real issues and problems can be identified, the industry's needs as customers can be defined, and research and development activities can be tailored to meet these needs. Now is an especially exciting time in research because some special opportunities exist to encourage private industry to capitalize on Federal laboratory research and development. These opportunities arc called CRADA's. What Is A CRADA? The Congress recently enacted a mechanism that enhances collaboration between industry and government through the Technology Transfer Act of 1986. A key lea lure of this Act is a provision through which Cooperative Research and Development Agreements or CRADA's can be developed to encourage industry and government to work together and stretch their research budgets. By entering into a CRADA, a private, non-Federal company can cost-effectively perform research by sharing the costs of this research with the Federal Government. The agree¬ment involves no transfer of funds from the Government. The Government agrees to provide personnel, services, facilities, equipment or other resources (but nut funds) and the non-Federal party agrees to provide funds, personnel, services, facilities, equipment, or other resources needed to conduct a specific research or development effort.

Jan 1, 1992

By Milford L. Skow

This report summarizes the principal activities and results of 15 years of research by the Bureau of Mines, U.S. Department of the Interior, on methane control in coal mines. This research has investigated fundamental factors regarding the occurrence and movement of methane in coal beds, removal of methane prior to mining, and control of methane during mining. The report includes a bibliography listing the more than 150 publications resulting from the Bureau's methane control program as well as numerous other references, a section on methane recovery and use, a look at the upcoming Bureau of Mines research program, and a brief review of methane drainage practices in other coal-producing countries.

Jan 1, 1980

By G M. Young

IT IS most appropriate that this first Memorial Lecture should be given in the Province of Quebec, near the site of the first metallurgical industry in Canada. At La Forge, about seven miles north of Three Rivers, iron was produced in 1783. We are told that the early settlers obtained most of their iron-ware -stoves, kettles, axes and ploughshares -from this smelter, with its foundry and forge. The Canadian copper industry also had its beginnings in Quebec when, nearly 100 years later, in the 1880's, several small copper smelters were erected in the Eastern Townships. Later, in 1899, Canada's first aluminum smelter was built at Shawinigan. From these small beginnings has grown a vast metals industry, the export value of its products being only exceeded by that of our forest products -newsprint, pulp-wood and lumber. As we are not a large country in terms of population, our domestic capacity to consume is often small in relation to our developed capacity to produce.

Jan 1, 1963

By N Anderson

With traditional grade control processes, geological models are created by geologists at the completion of the data collection stage and wireframe construction is closed off at a set date to allow for time to complete the estimation process. Any issues identified at earlier stages or the addition of new data requires the estimation process to be started again. Alternative interpretations are explored only if time allows and often in a limited fashion. An alternative workflow has been developed at the Waihi Underground Gold Mine utilising Leapfrog Edge and Seequent Central. Geological and grade control models are created, dynamically linked, and saved as separate branches. A project geologist is able to work on the grade control model and a mine geologist on the geological model simultaneously. This allows for a non-linear modelling workflow with continual review and feedback. The introduction of new data can occur right up to the model due date, with data collection, validation, alternate interpretation, and review happening incrementally. Models are categorised and stored in Seequent Central according to project status. An approved version of the geological model and grade control estimate are uploaded at the time of release and transparently capture all data used at a point in time, as well as the review process. Dynamically updating models for grade control has reduced turnaround time while increasing accuracy and quality. Estimates of individual domains are vastly improved from being able to rapidly evaluate the effects of model parameter changes in real time and 3D. Development and stope design directly benefit from these streamlined processes, with higher quality, timely production occurring as a result.

Mar 22, 2022

By Steven D. Botts

The Antamina project, owned by BHP Billiton Plc, Mitsubishi Corporation, Noranda Inc., and Teck Cominco Ltd. , is a $2.3 billion copper/zinc project, located in the Ancash Department in Perú. The project consists of an open pit mine, a 70,000 ton per day concentrator, a 302 Km. long concentrate pipeline, port facilities, a new access road, power line, and town site. The project is designed to produce up to 1.5 million tonnes per year of copper and zinc concentrates over a 23-year project life, and will be the third largest producer of zinc and the seventh largest producer of copper in the world. This mega project is the largest mining investment in the country and, during its construction stage, was the most important construction project worldwide. On May 28th, 2001, Antamina commenced testing operations and four months later, it reached commercial production. Antamina was officially inaugurated on November 14th, 2001 by Peruvian president Alejandro Toledo. The construction stage of the project generated 8,000 direct jobs, with a peak of 10,000 employees, and 30,000 indirect jobs. The permanent workforce consists of approximately 1650 employees, the vast majority of which are Peruvian Nationals; around 30% of whom came from the department of Ancash where the deposit is located. Approximately 5,800 indirect jobs will be generated from the project. Independent sources state that Antamina will increase the Peruvian mining exports by 30% and Peruvian GDP by 1.4% within its first year of full operation in 2002. Since winning the privatization bid for the project in 1996, the company has implemented a successful approach to community development and environmental protection based on sustainable development principals. Throughout the development of the project, a number of initiatives have been undertaken to ensure full involvement of the local populations in community development activities and the company?s environmental program. Due to its size, difficult logistics, cultural considerations and financial aspects, the project has faced a number of unique challenges in the area of environmental protection and management of community interaction. Antamina has been innovative in its approach to these issues, and as a result, has set new standards in Perú for environmental and community management, and sustainable development.

May 1, 2002

By J. P. Earnhardt

Recycling of such municipal solid wastes as glass containers, metal cans, and newspapers has received increasing attention recently. However, municipal solid wastes account for only 1% of the total solid waste stream in the United States. The remainder includes hazardous and non-hazardous industrial wastes. Generators of industrial wastes are facing higher landfill costs. Future liability potential, and public image concerns which are forcing them to seek innovative and often profitable solutions to minimize, reuse, and recycle their waste streams. Opportunities for the mining industry in industrial recycling include recovery of mining wastes and by-products, and utilization of mineral products for treating waste streams.

Jan 1, 1993

By Mark P. Juzli

During the 1980s, a revolution has been taking place in industrial minerals marketing. Transportation deregulation and a handful of creative marketing and distribution managers have completely changed the rules for marketing many industrial minerals. Minerals are being transported much farther than in prior decades and at much less cost. Bulk and package terminals are becoming increasingly common as a means to take advantage of freight rate savings and to provide enhanced service to faraway customers. Water and rail transportation are being used increasingly to penetrate markets considered unreachable just a few years ago. No longer do the textbook rules of thumb for industrial minerals marketing apply. This author recalls three of those rules he was taught in mineral economics graduate school in the 1970s. As recorded in class notes: • construction aggregates are seldom shipped more than 32 km (20 miles) from the quarry; • cement is sold within 240 km (150 miles) of the mill; and • industrial sand is sold regionally - it is freight constrained to a market radius of no more than 320 to 400 km (200 to 250 miles) from the plant. And yet, the author looks up in 1989 and observes overland movements of aggregates of many hundred miles, overland movements of cement and industrial sand of 1600 km (1000 miles) or more, and water movements of both aggregates and cement into the United States from sources halfway around the world. Truly, industrial minerals are in the midst of a marketing revolution. The companies that have led this revolution have enjoyed considerable financial success in the 1980s. They have enhanced their profitability by increasing market share, capacity utilization, and average selling prices by taking product to remote markets where premium prices are available. They have consistently outperformed their competition, many of whom remain unaware that the marketing revolution going on around them is actually a transportation/distribution revolution. The successful industrial minerals company of the next 10 to 15 years must participate in the transportation revolution as it continues to evolve. Additional human and capital resources must be committed to maximize the effectiveness of a company's transportation and

Jan 1, 1989

By R. H. Schonewille

One of the many challenges in developing new metallurgical processes is choosing the best option for validating process design parameters and establishing the process operating window. Historically this has been achieved by constructing pilot or demonstration plants of considerable size and complexity, to enable integrated operation of all key process units for a significant duration. While this would appear to be the best option for minimizing technical risk, it is often impractical from a perspective of cost, schedule, resources or bulk sample acquisition. Such an undertaking can even provide a false sense of security, as the optics of running a complete scaled-down version of a commercial plant suggest a high level of process understanding, regardless of the challenges encountered during operation. Xstrata Nickel has undertaken numerous process development and improvement projects over the past 15 years to support green field project development and continuous improvement in existing operations. The approaches used have included; computer simulation, cold flow modeling, construction of pilot test units in third party facilities, commercial plant referencing and the more conventional construction of integrated test plants. Regardless of the strategy employed, the keys to success have included; managing stakeholder expectations, involving the commercial plant design engineers in the planning stage, anticipating subsequent data and sample requirements and most importantly, constructing and operating complex demonstration plants only as a last resort. This paper provides examples of various process development approaches used by Xstrata Nickel and discusses the rationale specific to each project.

Jan 1, 2011

By Charles Vaught, Jeff Duncan, Michael J. Brnich, Lisa J. Steiner

This document contains most of the materials needed to use the exercise. The main part of the document is the instructor's copy. It tells how to use the exercise, presents the objectives, the master answer sheet, the scoring key, and discussion notes to be used following the exercise. The next section summarizes results from field tests of the exercise, and reports the miners' evaluation of the activity. The last part of this document is three appendices. Appendix A is the exercise problem booklet. This booklet can be duplicated locally. The booklets are reusable. One is needed for every person in the classroom. Appendix B is the answer sheet. Copies of this answer sheet must have the latent image (invisible) ink answers that appear in Appendix C printed on them.3 Answer sheets are consumable. One is needed for each person or each small group of persons who work the exercise. Exercise Summary Read this section first. It determines if the exercise is appropriate for your classes. If you choose to use the exercise, examine the table of contents and review the remainder of this document. Type: Latent image Audience: Remote control and extended cut miner operators and face crews Length: Eight questions (30 minutes for administration plus 30 for discussion) Skills: Remote control mining procedures including remote control mining, taking extended cuts, resetting breaker on mining machine, and setting timbers. Communicating mine conditions, influencing safe behaviors when mine conditions are less than stable Location: Underground coal mine, four section continuous mining operation Average seam height is 48 inches Problem: Your regular job is on the general labor crew at Cripple Creek #9 mine, a four section continuous mining operation. The mains are 9 entries wide and panels are 5 entries across. You and the rest of the crew had annual refresher training about 3 months ago. For the past few days you have been sent to 2 South panel to fill in as the third shuttle car operator. This morning, however, your buggy is down. The face boss asks you to get the scoop and take seven or eight timbers to the number 5 entry because the last shift got off sight line. The miner will be working in entry 5 while the bolter crew pins entry 4. When you get up to the face you see that Mo, the remote control continuous miner operator, has rounded off the left inby corner in order to make his first cuts in the right hand rib. Now, he has squared around enough so that you and Red, the miner helper, can set some posts on the corner. The two of you set posts along the left inby rib of #5 entry while the shuttle car operator waits. You are in a tight spot when Mo decides to start mining. You must decide where the best place is to stand for safety and to be out of the way.

Jan 10, 1999

"Developed by CRIRSCO, IRT is a document that draws on the best of the CRIRSCO-style reporting standards. These reporting standards are recognised and adopted world-wide for market-related reporting and financial investment.The IRT is not an international reporting code and does not supersede existing national reporting standards. Rather it is a guideline that encapsulates the content of these standards for the benefit of the international mining industry and its various stakeholders.The template is a 'living document' that is continuously updated and improved as new national laws, rules, codes and guidelines are created or amended.The International Template is advisory only and where national codes already exist, these will take precedence. The International Template is intended to assist those countries that either do not have a reporting code or whose code is outdated, to produce a new code consistent with international best practice. It also provides a consolidated version of national codes that reflects their compatible international components and may thus be used in comparisons with other international reporting systems. The word 'Template' is used advisedly to indicate that this document is a model for code development and does not in itself constitute a 'code' which implies that it has legal or other regulatory force.From this point forward, the Template includes words that imply a mandatory action, such as ""requires"", ""applies"", ""must"" etc. This is to enable the Template to be easily adopted by countries and organisations wishing to do so, and does not imply that the Template itself is a mandatory reporting standard.INTRODUCTION2 In this edition of the International Reporting Template (""The Template""), important terms and their definitions are highlighted in bold text. The guidelines are placed after the respective Template clauses using indented italics. They are intended to provide assistance and guidance to readers for interpreting the application of the clauses in the Template.Indented italics are also used for Appendix 1 — 'Generic Terms and Equivalents"", and Table 1 —'Check List of Assessment and Reporting Criteria' to make it clear that they are also part of the guidelines for the application of the Template.Appendix 1 contains a table of generic terms and their equivalents, designed to avoid unnecessary duplication or ambiguity in the textAppendix 2 provides Rules of Conduct for Mineral Resource and Mineral Reserve estimators that may be considered in addition to the Codes of Ethics or Practice normally applying to members of professional institutions."

Jan 1, 2003

By A Parbhakar-Fox, B G. Lottermoser, N Fox

"Determining the deportment of economic and environmentally significant elements in sulfidic mine materials (eg ore, gangue and waste) requires the use of advanced microanalytical techniques, including electron microprobe analysis (EMPA) and laser ablation inductively coupled plasma mass spectrometry (LA-ICPMS). Sulfidic boulders were sampled from an acid rock drainage impacted ephemeral stream adjacent to historical copper-silver workings at Baal Gammon, northern Queensland. The abundance and deportment of a range of trace elements and precious metals were analysed in these samples. Whilst many of these elements represent a potential environmental risk if leached from sulfidic rocks into streams in the surficial environment, significantly some of these elements (eg In, Sb and Co) represent specialised metals that are currently considered to be in critical supply.Sulfidic waste rock material at Baal Gammon is dominated by chalcopyrite, arsenopyrite, pyrrhotite and pyrite. Microanalytical investigations revealed that chalcopyrite contains significant quantities of In, Sn, Ag and Zn either substituted directly into the crystal lattice or occurring as discrete sphalerite and stannite inclusions. Arsenopyrite, which may comprise more than 50 per cent of some boulders, is notably enriched in Sb, Co and Ni but also contains inclusions of sphalerite, chalcopyrite and stannite. In contrast, pyrrhotite contains no trace elements of economic significance, but instead represents a likely contributor to acid generation during oxidation in the surficial environment. Trace metals (eg In, Sb, Co, Ni, Zn) are liberated during sulfide oxidation of these boulders in the surficial environment, generating a metal-rich, low-pH leachate.Fe-oxides precipitated as rinds on the surface of these boulders under low pH conditions also contain abundant As, Bi, Sn, Cu and Zn. Abandoned or historical mines represent potential sources of metalliferous drainage that poses potential environmental risks to water and habitats. However, sulfide-rich historical waste rock, stockpiles and processed waste (eg tailings) at abandoned mines may also represent significant sources of critical (eg indium) or other significant metals (eg Sn) that if liberated economically could improve environmental conditions in and around abandoned and historical mines.CITATION:Fox, N, Parbhakar-Fox, A and Lottermoser, B G, 2016. Critical and Deleterious Metal Deportment in Sulfidic Waste Rocks, Baal Gammon, North Queensland, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 173–182 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

"Beneficiation of low grade ores is the process of increasing the grade of a mineral through unit operations that remove and separate the waste (or gangue) material from the valuable mineral that can then be used for further processing or direct use. Important factors when deciding upon a beneficiation program are the feed grade, mass yield and the metal recovery. As lower grade ores are being processed beneficiation is a critical process. How predictive is laboratory test work for “as built” operating projects? Beneficiation includes all or some of the available unit operations to produce a beneficiation flow sheet i.e. associated unit operations including but not limited to optical sorting, radiometric sorting, crushing and screening, coarse cobbing, jigging, dense media separation (DMS), spirals, magnetic separation, flotation, thickening, filtering and drying. Reference to specific projects and the approach developed in formulating a beneficiation flow sheet and a comparison of difficult and simple beneficiation flow sheets are cited. INTRODUCTIONReserves of high-grade iron ores are reducing all over the world, at an alarming rate, over the years as a result of the rapid increase in demand for steel particularly from Japan and then China. The recovery of mineral value from the low-grade ores using present technology is more expensive than DSO ores due to high energy and capital costs. Beneficiation is defined as a variety of processes whereby extracted ore from mining is reduced to particles that can be separated into mineral and waste.Various physical properties of an ore can be exploited to separate a low grade fraction including variation in hardness, density, reflectance, conductivity and magnetism.""Beneficiation"" of iron ores includes concentration, generally by physical removal of unwanted gangue. Also considered beneficiation is the regulation of product size, or other steps such as agglomeration to improve its chemical or physical characteristics prior to smelting."

Jan 1, 2012

By Robert W. Gordon

The art of excavating tunnels with continuous, full-face boring machines began almost 90 years ago, in the early 1880's. At this time, Colonel Beaumont designed and manufactured a seven-foot diameter tunneler for boring under the English Channel, Despite the absence of modern materials and manufacturing techniques, Beaumont's tunneler, powered by compressed air piped in from the surface, was quite successful. During its short, but impressive existence, this machine set a record of advancing in chalk 50 feet per day for 53 days - which is impressive even by today's standards. Despite the apparent success of this early tunneler, almost 80 years passed before any further significant development was accomplished in this field. Demands from the construction and mining industry and society itself have motivated the development of the modern tunneling machine. Our rapidly growing civilization needs faster, less expensive and safer means of excavating tunnels. Space age technology and materials have played a major role in making hardrock tunneling machines possible.

Jan 1, 1970

By A Deakin

It has been almost a decade since the release of the International Council of Mining and Metals (ICMM) Health and Safety Critical Control Management: Good Practice Guide (2015a). During this time the ICMM member companies, along with many others across industry, have been busy designing, deploying and enhancing their own critical control management (CCM) programs. So, what have we learnt? This paper discusses the scope, application and learnings from the implementation of CCM within the mining industry. What’s going well? What are the common challenges? What are the opportunities to strengthen the approach? What are the threats to successful implementation? The paper draws on the author’s experience as one of the key contributors to the development of the CCM Good Practice Guide and an adviser to many mining companies, including six of the ICMM members. The paper focuses on the practical (operational) application of CCM and the cycle of identifying, defining, implementing, verifying and improving critical controls at the frontline. The paper also includes a discussion on the safety performance of the ICMM member companies over the past decade and provides a recommendation for how CCM can be incorporated into a more proactive model to measure safety performance. The paper concludes with practical recommendations that mining companies, regardless of their CCM maturity, can consider as they look ahead. They are supplemented by three additional recommendations for consideration at the industry level.

Apr 16, 2024

By James M. Griffin

Ladies and Gentlemen, There have been no less than ten major coal project financings in the last eighteen months. Each of these has been in the order of $100 million to $1 billion for the development of a coal property and its associated infrastructure. It is appropriate at this time to review the nature of these past financings. Why has there been so much activity? There are primarily two reasons. The first is due to the large number of contracts which were signed as a result of OPEC oil shocks. High projections were made for increased coal consumption particularly in world trade. This is distinct from domestic coal mine/power plant projects which often tap a government source of funds. Second is the high cost of coal development in the 1980's compared with a typical company's corporate borrowing capacity.

Jan 1, 1984

By J. R. Goode

Up to one half of neodymium and praseodymium production, key ingredients in permanent magnets, is produced illegally. About 60% of cobalt production, critical in lithium-ion batteries and other applications, comes from central African states, and much of it is produced illegally. Tantalum, important in modern electronics, is also primarily sourced from central Africa and, again, much of it illegally. Illegal mineral production, as exemplified here, is often used to fund armed conflict. Furthermore, it is typically conducted with scant regard for human rights and environmental protection. It also leads to depressed prices which in turn limits the possibility of legitimate producers entering the market. Systems of traceability and provenance, along with cooperative supply chain participants can limit the production of illegitimate material and thereby improve conditions in the countries of origin and reduce downward pressure on prices.

By A Dennis, T Hunter, R Coleman

For metallurgical plant design, it is necessary to progress through successive phases of test work, piloting and process development before involving all the other engineering disciplines and “freezing” the process design criteria and flow sheet. This process usually relies upon the experience, skills and personal preferences of various technology providers, study and engineering entities, test work and metallurgical laboratories and, most importantly, the owner’s team and its operators. Current industry trends include lower grades, more complex orebodies, geometallurgy in defining orebody variation and design envelopes, more common “hybrid” plant processes and the market demands for more reliable, timely and predictable early plant performance.This paper will discuss interaction of these trends and provide guidelines for the level of detail and technical complexity required for a number of different “typical” examples. The paper will pay particular attention to the study definition level translated into the required detail and certainty needed by the overall process “owner” and original equipment manufacturer (OEM) equipment suppliers to ensure the best real plant performance. Some recent case studies will be discussed. In many projects, at a late stage of project definition, it has become common practice to undertake a “value engineering” phase. Although it could be argued that this should be undertaken earlier, it is largely driven by an overall need to reduce capex and “optimise” the perceived “fat” built into the project during the detailed design process. This value engineering can be very counterproductive to project timing and operational performance and warrants discussion.The paper is intended to promote discussion on a topic of wide interest. The authors’ diverse backgrounds and experiences are integral to the views in this paper.CITATION:Dennis, A, Coleman, R and Hunter, T, 2017. Critical process design considerations from test work to operations, in Proceedings MetPlant 2017, pp 12–30 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 11, 2017

By M. Abouhamad

According to the Canadian Urban Transit Association (CUTA), 140 Billion CAD is required to maintain, rehabilitate, and replace subway infrastructure between 2010 and 2014. The current practice adopted by transit authorities for prioritizing subway stations for rehabilitation is based on the station structural needs. While this classification is reflective of station condition, other factors, such as station size, location and passenger capacity, play an important role. The criticality of a station is an index that represents the functional importance of a station depending upon a set of identified factors. The system criticality is based on several attributes, such as station location, size, and nature of use. This paper presents a novel method of clustering subway stations for rehabilitation priority based on their criticality level. The different stations in a subway network are rated according to their relative importance against predefined attributes. The weights and scores of the attributes are computed with the help of experts and current subway network data. The analysis is done using the Fuzzy Analytic Network Process (FANP) to accommodate the subjectivity of human judgment as being expressed in natural language which entails ?fuzziness? in real-life problems and account for the interdependency between the selected attributes. The output of the model is a criticality based clustering of subway stations. The proposed framework helps authorities prioritize stations for rehabilitation and highlight stations with more criticality for a more robust asset analysis.

Aug 1, 2013

By Roger J. Goodman, Don Riva

"IntroductionCrows Nest Resources Limited (CNRL), a wholly-owned subsidiary of Shell Canada Resources Limited, is nearing completion of its first coal project, located in southeastern British Columbia. CNRL shipped over 700,000 tonnes of thermal coal to foreign markets in 1982. With the completion of the metallurgical coal plant in December, 1982, shipments of both thermal and metallurgical coal will increase substantially in 1983 and will approach the anticipated operating capacity of 3.0 million tonnes in 1985. The Line Creek Mine lies some 25 kilometres north of Sparwood in southeast British Columbia (Fig. 1). The open-pit mine is located on top of Line Creek Ridge, with coal being hauled 16 km to the thermal and metallurgical coal preparation plants, situated adjacent to the already existing Canadian Pacific Railway. Most of the coal is moved by 108 car unit trains by CP Rail to coal ports in Vancouver, where it is loaded onto vessels destined for overseas markets. Some smaller scale car load shipments are moved by rail to contiguous markets in the Pacific Northwest. History The southeastern British Columbia area, known as the East Kootenays, is steeped in a rich coal mining heritage, dating back to the latter part of the nineteenth century. Predecessors of Crows Nest Resources Limited were instrumental in developing the rich coal reserves in the area. In 1887, William Fernie, a pioneer-cum-prospector recognized the potential of coal deposits in the East Kootenays. Spurred by the relentless push west of the Canadian Pacific Railway through the Crows Nest Pass area, Fernie recognized that it was just a matter of time before the steam locomotives provided him with his required market. That time arrived in 1897 when Fernie helped to form the Crows Nest Pass Coal Company and coal mining commenced at Coal Creek, near his namesake town of Fernie. During its almost 70-year history, this company produced over 48 million tonnes of steam coal and 8 million tonnes of coking coal. In 1965, the Crows Nest Pass Coal Company was re-named Crows Nest Industries, to better reflect its expanded interests into forest products, and it is the latter company which Shell Canada Resources Limited acquired in 1978. The extensive coal resources of Shell, in both Alberta and British Columbia, were rationalized into one group with the birth of Crows Nest Resources Limited to manage and develop the coal holdings."

Jan 1, 1985

By Louis H. Meece

The romance of the River lives on in the tales of Mark Twain; and many Americans still think of the Mississippi River in terms of the steamboats loaded with passengers, gamblers and cotton. Yet for many years, coal has been a major cargo on the American waterways. Currently, about 100 million tons a year of coal is handled in some part of its journey from mine to destination by barge. The bulk of this traffic has been on the Ohio River System and the Upper Mississippi River System in years past. Now we have a new entry. Over the past 10 years various movements of coal have developed down the Mississippi River to power plants at Memphis and along the Gulf Coast, and a small amount of metallurgical coal has moved down the Mississippi River for export to Japan since 1970. But in 1980 a brand new player came on the scene. 1980 was a momentous year for the American coal business. Historically, we have exported about 50 million tons a year of metallurgical coal to the world's steel mills. Just before and after World War I, we also had a fairly healthy export trade in steam coal; and again in the late forties, we supplied large amounts of coal to Europe until domestic production could recover from the ravages of World War II. But since the early fifties, the name of the export game has been metallurgical coal. Starting in the mid seventies, something began that was almost totally missed by the American coal industry; and that was the growth in the use of coal first in Europe and now in the Far East as a steam product and as an alternative to petroleum products. As these world coal markets began increasing, the U.S. at first was thought to be noncompetitive because ocean rates were still very low. For example, as recently as 1977, Australian coal could be moved all the way from Australia to the Gulf Coast for $12.50 per metric ton. Coal exporting countries were Poland, Australia and South Africa, except for the continuing exports of U.S. high quality metallurgical coal. But then came the second oil shock, and all of the sudden that $12.50 rate from Australia to the U.S. Gulf became $25.00. And then suddenly and almost unrecognized by the American industry, American coal was in fact competitive at overseas destinations because of the drastic change in trade patterns brought on by the doubling and tripling and quadrupling of bunker fuel prices for ships.

Jan 1, 1982