Search Documents

By C Jones

When the Paulsens operation was poised to be placed on care and maintenance, Bill Beament and the rest of the Northern Star Resources (NSR) team capitalised on the opportunity to send the Ashburton region’s only operating gold mine into the record books.A three-stage strategy was devised by NSR to pay off the acquisition and maximise the return from the operation. The first stage was to mine the 55 000 oz mine plan and pay off the cost of the acquisition, then maintain profitable production beyond the seven months and re-establish a mine life. The second stage involved an early commitment to a 220 m long diamond drill drive being placed in the hanging wall of the orebody from which the extensions of the orebody could be further explored, allowing the second stage of the plan to come into effect and extend the mine life by converting Inferred Resources into the mine plan. The third stage of the initial plan was to utilise this drill drive and continue to drill deeper holes beyond the current limit of drilling in the ore zones to extend the orebody and increase the mine’s life.With an ever growing desire to further expand, the young company took on the bold move of establishing its own mining services division. A critical element to the success of this was ensuring that the right people were recruited with the appropriate specialised skill sets.Aligning common goals amongst all NSR team members, from the board and senior management to the work force on site, was critical to integrate the new and driven direction that Paulsens had adopted. It was essential to change the focus and a shift in all employees’ attitudes and values from a mine that was all but down and out, to a site that wanted to be kicking some serious goals.Teaming together a passionate and driven leader with a strong allied workforce was always going to put NSR in the best position possible to make Paulsens the success story that it now is. But without the calculated risks and enthusiastic attitude, the little known mine site in the Pilbara might have remained just that.CITATION:Jones, C, 2014. The Paulsens transformation – a shining light under a northern star, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 191–196 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By R. T. Swinderman

"Virtually every article you read on safety has a statement to the effect: “It’s obvious that safety pays”. If it is so obvious, why is it so hard to answer these questions? • How does the Maintenance or Operations Manager convince the Plant Manager to spend money from the annual budget for safety improvements? • How does the Plant Manager influence Corporate to prioritize safety improvements? • How does an engineering firm persuade the owner to spend more on design and equipment up front to reduce risk? There are many cultural and structural reasons why it is so difficult to prove the obvious. In my opinion the main culprits are: the almost universally used ‘Low Bid’ process, variations in reporting incident statistics between industries and countries, and, the Generally Accepted Accounting procedures (GAAP) [or International Financial Reporting Standards (IFRS)]. Conventional wisdom is it’s smart not to spend more than you need to meet the minimum regulations and maximize production. But buying on price alone often harms people, degrades the environment, and reduces the company’s bottom line. How can this be? You met the minimum safety requirements and saved money by buying on price. Don’t those savings go right to the bottom line? When you buy on price you get minimum quality, minimum compliance and are often backed corner with no reasonable options to rectify the problems that arise from buying on price instead of buying on long term life cycle cost. Culturally few companies actually ‘walk the talk’. It is trendy to have giant billboards at plant entrances proclaiming world class compliance with quality and safety standards. Annual reports are embellished with safety slogans and sustainability statements. Behind the front gates and the glossy annual reports the message is clear: produce or be replaced. Only a few companies go beyond the window dressing and actually endorse, from the top down, continuously improving their safety culture. Those that do embrace safety, show significant performance advantages over their competition that are reflected in their safety, productivity and environmental records and, ultimately their financial statements and share price. Current accounting (and reward) systems make it unlikely financial managers will accept non-conventional approaches to justifying expenditures on safety because they are driven to report “hard” numbers that can be documented and are within the “GAAP or IFRS Rules.” But in reality, accountants quantify soft or intangible costs all the time in their financial statements. Justifying safety investments is greatly enhanced by quantifying what most financial managers would call intangible costs. Government agencies have no problem assigning intangible costs to justify regulations to improve safety. How many times have you heard that the regulation is justified because the cost to industry is X while the benefit to the society is 2 or 3X? How can they say that without including intangible costs? We find it hard to believe these government claims of benefits to society because we have been trained to think about saving hard direct costs to justify investments."

Jan 1, 2017

By H. P. Pew

THE Pembina oil field is in west-central Alberta, about 88 miles west-southwest of Edmonton. The field, about 35 miles long by T HE Pembina oil field is in west-central Alberta, about 88 miles west-southwest of Edmonton. The field, about 35 miles long by 85 miles wide, is the largest in Canada in areal extent, in the amount of oil in place and in the current producing rate. The discovery well was completed in the middle of 1953. The field has grown until its present area is 369,820 acres. There are 74 working interest owners in the field. Early in the producing history of the Pembina field a committee of operators was formed on a permanent basis. The Pembina Operators' Committee has established a permanent staff, which compiles and distributes pertinent field information on a regular basis to all participants. The Alberta Oil and Gas Conservation Board has dealt with field-wide problems primarily through this committee. Expansion of the field was rapid as shown by the number of wells completed -from 135

Jan 1, 1961

By Robert B. Parsons

"The pendulum in Ottawa has swung dramatically from fiscal policy to monetary policy over the last several years. International trends indicate that the pendulum has to start its swing the other way, if Canada's mining industry is to maintain its preeminent position in the global mining arena. This article, which is based on a paper presented by the author at the 37th Annual Meeting of the Newfoundland Branch of CIM, identifies these trends and how they could interact with Canadian policy.IntroductionThe title of this paper is not a very imaginative or catchy one, but it states the topic quite succinctly, if not tersely. This paper looks into a crystal ball to see what might be in store for mine financing over the balance of the current decade.In the event that the reader feels some trepidation about the prospect that such a paper could seek to be the definitive work on the subject, it should be made clear at the outset that this is not the case. The author is, after all, not an economist, a scholar, a financial analyst, or a soothsayer, but is rather a simple accountant who has been closely involved with the mining industry, and the financing thereof, for some twenty years.The paper recognizes that, while a mine may be born when production begins, the mine is conceived when exploration starts. As this act of conception is obviously an essential part of mining, the financing of exploration is also covered in this paper. To attain a focus, this paper approaches the topic of mine financing in the nineties as follows: first, the major emerging forces in the industry are identified: and, second, the implications of each of these forces on financing are considered."

Jan 1, 1991

Currently, mining in Australia underpins the economic vitality of the nation, generating massive revenue from commodity exports and providing substantial infrastructure and employment. In addition, it is predicted that mining related services will in the future develop a global market of their own that could eventually grow to rival, in value, the export trade in mineral commodities. There is however little room for complacency. In the short- to medium-term, escalating, vigorous competition can be expected from many previously underdeveloped countries that are reforming their own mining and mineral export industries. In addition, most mining companies are facing a modem-day renaissance in terms of new expectations, changing social norms, evolving employee relations and statutory obligations. Thus, along with whatever promise the future might hold, the mining industry is currently being subjected to a growing number of largely unprecedented problems and pressures, both economic and social, that are both highly complex and demanding. In particular, it remains a matter of on-going concern that relations between mining companies and their employees still, in spite of recent reforms, continue to constrain productivity, perpetuate inefficiencies, affect quality of work life and retard progress towards mutually beneficial goals and achievements. If mining in Australia is to attain and hold on to a commanding position on the global scene, then further changes will clearly need to be made. Realisation of this appears to be growing, with most mining companies having attempted in recent years to improve workplace culture. Based on a wide ranging study, this paper presents an overview of what has been learned to-date with regard to the `people factor' when it comes to implementing and progressing positive change and reform in mining. From this, a number of practical suggestions, arising from hard won lessons and experiences in the field, are offered. Attention to the nine `key principles' given should help to ensure that many of the common problems encountered to-date with change and reform in the mining industry are in future avoided or at least minimised.

Jan 1, 1997

By K. P. Wang

Mining and metallurgy have had a long history in China, and resources there have always been considered promising. Under the People's Republic of China (PRC), a remarkable industrial renaissance is underway that should further gain momentum in the years ahead. Rapid development of minerals have not only brought the PRC prominence in industrialization, but also in world affairs. Chinese mineral developments, especially petroleum, have been increasingly in the news. Oil and gas may have great potential, but a very large coal industry is already in existence. The steel industry ranks fifth or sixth in the world. The PRC is also prominent in fertilizer, cement, and salt production. The export metals are well known. Also, the country is buying heavily in nonferrous base metals. The need to know and the intense interest in the subject have prompted this study. The world significance of Chinese minerals is pointed out. The history of growth and PRC's mineral supply position are reviewed. Evaluations are made of policy considerations and regional and technical factors affecting mineral development. PRC's mineral trade and efforts to obtain equipment, supplies, and know-how are assessed. Specific reviews are made of major mineral sectors, including coal and power, oil and gas, iron and steel, nonferrous metals, industrial minerals, and fertilizers and chemicals. The overall outlook is summarized.

Jan 1, 1975

By A Scrase, J Brereton

The Latrobe Valley is located approximately 150 kms east of Melbourne. Within a very small area there are 3 large brown coalmines and associated power stations, 3 large towns, and numerous smaller towns in the vicinity. The mines have been generating power for Melbourne and surrounds for the last 100 years, with two of the mines being owned and operated by the Victorian Government (State Electricity Commission of Victoria) prior to privatisation in the 1990s. All three mines were privatised with the expectation that the mine voids would be filled with water to become pit lakes, as the final landform/rehabilitation solution (Hazelwood Mine Fire Inquiry, Teague and Catford, 2016). It could be argued that until relatively recently, this was largely expected, by government and industry, to be the rehabilitation solution for managing the two key risks associated with the sites:  The geotechnical stability of the mine pits.  The prevention of fire – through covering coal batters with water. Transitioning away from mining economies requires collaborative, regional, innovative thinking with a multitude of stakeholders, from a wide range of government departments, industry, First Nations people and broader community. Closure planning and rehabilitation activities require a range of skills and experience, such as, closure planning, various scientific and engineering disciplines (pit water quality modelling, geochemical modelling, cover design, landform design, contaminated site etc), civil engineering, demolition etc. Some of these skills are similar, such as financial modelling, stakeholder engagement, contract and project management. But the majority are different to those required during the operational phase of a mine. These closure skills can also be lacking within government, with Departments more familiar with monitoring and compliance activities associated with operational facilities. Some key aspects that appear to be critical to planned successful closure are:  Collaborative regional and localised planning, with industry, government, community, First Nations and other industry, business leaders and entrepreneurs all involved in providing a smooth transition away from mining.  Well-defined and known regulatory pathways to achieve mine licence relinquishment assists in encouraging investment.  Appropriately skilled and experienced government and industry personnel.  Mining companies, who are committed to closure planning and provisioning from the earliest point in project planning.  Mine employees who are appropriately skilled and experienced in mine closure planning and implementation with access to all the relevant technical expertise required for the project. Areas like the Ruhr Valley in Germany provide good some examples of smooth processes that facilitate mine economies transition into new economies (World Resources Institute (WRI), 2021).

Aug 2, 2023

By Raymond E. Zimmerman

The cleaning of coal by the use of jigs is one of the oldest methods of separating coal from its impurities. Although in many situations jigs have been replaced by other methods, by far the largest percentage of coal today is still being cleaned by some form of jigs. Some piston- or plunger-type jigs are still in use throughout the world; however, the greater number are air pulsated, generally called the Baum jig, named after the original inventor, Fritz Baum of Germany. This standard jig, with slight modifications, has been in use for over 75 years. Up until recently, however, it has had certain limitations in obtaining the high performance and efficiencies required in modern coal preparation practice. TO improve its performance, some radical modifications have been made in its design and operation SO that there is now a Baum-type jig giving much higher performance in terms of capacity, efficiency and sharpness of separation- This new jig is called the Batac, and the purpose of this paper is to describe its characteristics and present data giving its performance in treating coarse and fine sizes of coal.

Jan 1, 1974

This section of Minerals and Materials analyzes the following three factors affecting the recent performance of the U.S. and world mineral industries: 1) the health of the U.S. and world economies, 2) the level of interest rates and 3) the performance of productivity in both the U.S. mineral industry and the general economy. While these indicators do not exhaust the possible critical factors, they represent an initial attempt to probe some of the considerations underlying the performance of the U.S. minerals and materials industry. The U.S. and World Economies It is essential to analyze the state of the U.S. and world economy because the demand for minerals and materials is a derived demand; that is, since minerals and materials are used in the productive process, the demand for them is a direct function of the demand for the finished products of which they are a basic input. Thus, the demand for minerals and materials is directly affected by changes in present and planned consumption and investment expenditures. The past two issues of this publication have highlighted the generally discouraging performance of the national and inter-national economies. Briefly, the world economy is in the third year of the first long recession in recent history where inflation rates have remained above 5 percent. With many countries either unable or unwilling to support domestic spending while inflation continues, there has been a growing tendency to institute trade-restrictive policies to support domestic demand. The resulting weakened demand conditions in exporting nations have had a direct effect on the mineral industry.

Jan 1, 1982

By S. X. Shi, M. Tan, Y. Q. Li, D. F. Han, Z. B. Han

Bauxite resources in China are mainly diaspore ore with the characteristics of low ratio silicon to aluminum. In order to obtain high quality of alumina product, flotation process is generally used to extract the aluminum from diaspore ore. Small aeration rate is needed for bauxite flotation, which requires air to be controlled accuracy. In addition, productive froth from bauxite flotation is too sticky to effects froth transportation. Air-forced XCF/KYF flotation machines are helpful for aeration control, while self-suction GF flotation machines benefits froth transportation. Zhongzhou aluminum plant of China Aluminum Group (Chinalco) uses 7 series of XCF/KYF /GF combined flotation machines to process bauxite. Air distribution, suspension characteristics, froth flow velocity and Al2O3 recovery were investigated, to evaluate the performance of flotation machines in one series and determine recovery contribution of each cell to the entire flotation circuit.The air distribution degree varies from 3 to 4, which is enough for bauxite floatation process. Froth in the tank could flow smoothly with a flow velocity of 2.4m/min. The recovery of the first KYF-40 flotation cell is the largest. Flotation concentrate of Al2O3 is up to 64.29%, the total recovery is about 75%, and the ratio of Al/Si has reached 10.4.

Jan 1, 2015

By C. M. Campbell

IN 1934 Newfoundland, after extravagant operation based on exaggerated ideas of what she had to work with, became bankrupt, ceased to be a self-governing Dominion, and passed into the hands of a Commission. Since the days of Dawson, Canadians have been taught that no country in the world is as rich as their own. This idea has become a religion; contrary views are heresy, and are suppressed even by technical organizations and government departments. Following the alleged habit of the ostrich, we have buried our heads in the sand and have refused to face the facts. This policy of "to have today and to hell with tomorrow" is now bearing fruit. After forty years of operation on the basis of unlimited natural wealth, with resulting over-expansion, wholesale depletion of capital assets, and huge borrowings, we are, now that our wealth has been shown to be very limited, face to face with the status of Newfoundland. Already, in this Province, commission government of bankrupt municipalities is not uncommon. The ostrich is referred to as the most foolish bird in the world. That is not the case-no ostrich ever hid his head in the sand. In the clear air of his home on the South African veldt, an area characterized by low bushes, he is a conspicuous object. When danger approaches, he lowers his head; matches his background, the bushes; and danger passes him by. This leaves the Canadian, with his head still in the sand, to fill the r61e cast for the ostrich. Fortunately, a few Canadians never did get their heads covered; others are getting them out far enough to see what is going on. Their comments are very much to the point. "Nowhere in the world," says Mr. Meighen, "has more harm been done to any country by an exaggeration of its resources and potentialities than has been done in Canada'.

Jan 1, 1941

By Jack M. Campbell

The regulatory process by which governmental authorities acknowledge and, in turn, permit the location, construction, and operation of large scale energy-related facilities has become extremely detailed in recent years. One example of the detail that is entailed in the regulatory process is the number of permits that must be acquired by operators prior to the construction and operation of energy-related facilities. It has been estimated, for example, that 75 permits are required prior to the opening of a new coal mine in Pennsylvania while 50 are required in Kentucky. From the perspective of facility owners and operators the regulatory process often appears overly complex and may be perceived as a constraint to the corporate decision making process. From the perspective of those responsible for administering regulations, the process is perceived as a mans by which public desires - pursuant to social objectives such as environmental protection and occupational safety - can be achieved. As a result of conflicting organizational interests, the clash between energy facility owners and operators and their regulators appears to be inevitable. Furthermore, the resolution of this conflict lies in the tradeoff between objectives and the costs of regulation. The balance of objectives and costs is a subject of the political process and not a topic of consideration in this paper. This paper is concerned with the actual administration of regulations, that is, the implementation of that which arises from the interplay of organizational interests. The paper assumes that environmental control laws will not likely be repealed, that regulations to implement the intent of these laws are here to stay and thus the paper seeks to assess how regulations are administered at various levels of government pursuant to objectives. The paper hypothesizes that the administration of objectives (or policy) has an impact on decision making which affects energy facility decision; making while recognizing the fact that regulatory policy cannot be totally divorced from administration, this paper proceeds

Jan 1, 1977

By C. Okrusch, C. Roos, M. Akers, S. Rosenthal

Modern mining consistently faces controversy. Public sentiment impacts the permitting and development of mines, so a quality public relations (PR) program for mining companies may improve society’s impression of the mining industry. Developing mines face more permitting challenges than operating mines, which stems from a lack of societal trust given the history of mining and its impact on the environment. Two case studies were selected based on the type of public controversy they face to demonstrate how pervasive permitting issues are in industry. Both Pebble Mine, owned by Northern Dynasty Minerals (NDM), and Black Butte, owned by Sandfire Resources America Inc (SRA), experienced difficulties with their water permitting due to potential risks their mine developments posed to local fish populations. Pebble has, to date, failed in all of their attempts to become permitted due to concern for the water and the fish. Black Butte dealt with the same problems, on a smaller scale, but was able to become permitted. These two mines will be discussed in detail including local history, mine setting, mining history in America, prevalent culture groups, technology development, and intercultural communication competence (ICC). The mining industry needs to evaluate its ICC skills since ICC directly determines the effectiveness of PR. Based on Barna’s Stumbling Blocks for intercultural communication, methods for improving the mining industry’s PR will be suggested in the hope of easing the permitting process for future mines by developing ICC.

Mar 2, 2022

By B Taylor

The Perseverance deposit is the most southerly known economic copper/gold deposit within the Cobar gold field. The deposit is situated approximately 12 km to the south-southeast of Cobar and is essentially blind to surface with the top of economic mineralisation occurring 750 m below ground level.Based on the December 2010 resource estimate (inclusive of reserves and net of depletion) the deposit contains 3 011 000 tonnes at 6.1 g/t Au and 0.90 per cent Cu (590 000 oz of gold and 28 000 tonnes of copper). The deposit is comprised of four principal lenses, the Perseverance, Hulk, Zone B, and Hercules lenses. In excess of 90 per cent of the known resource tonnes are contained within the Perseverance and Hulk lenses. The deposit is shear related and hosted within lower Devonian rocks of the Cobar Basin. The competency contrast of rhyolites juxtaposed against sediments by the Peak-Perseverance shear is the principal control on mineralisation. Both the Perseverance and Hulk lenses are primarily hosted by brecciated rhyolites juxtaposed against Chesney formation sediments across the Peak-Perseverance shear. This faulted rhyolite sediment contact roughly defines the global orientation of the deposit. The Perseverance lens continues within the shear for up to several hundred metres beyond the extent of the faulted rhyolite sediment contact. Mineralisation within the shear beyond the faulted rhyolite contact zone is hosted by sheared silicified sediments. The Perseverance lens remains open at depth and to the south.The Zone B and Hercules lenses, which are significantly less important in tonnage terms, are hosted by rhyolite breccias within the main body of the rhyolite and appear to be only tenuously related to the Peak-Perseverance shear. Within the Perseverance lens, the presence of northeast trending high grade breccia veins developed oblique to the north-south trending shear system has led to the development of steeply north plunging high grade ore shoots within a globally north-south trending mineralised domain. These high grade shoots have limited horizontal continuity but significant down plunge extent.The presence of coarse gold and the resulting strongly skewed nature of the gold grades, in conjunction with controls on mineralisation which are not parallel to the mineralised domain, has led to predictive difficulties regarding stope performance.Strong heterogeneity of the gold content of the ore and geological controls on mineralisation which are not parallel to the global trend of the mineralisation impose a set of difficulties which sound geological control is helping overcome.

Aug 22, 2011

By H. P. van Ormer

The objective of this paper and the developed personal computer program is not to identify or try to identify the actual total drilling cost in any Rotary Drilled Blast Bole Program. The ideas put forth here and in the computer program developed are a very accurate way to measure what is often very hard to identify and interpret -The actual direct operating cost of various drilling package combinations including comparing with available blast hole sizes and patterns

Jan 1, 1988

DESPITE the very small number of engineers who can get away from their tasks to New York, a point so far from the Mid-Continent and Cali-fornia oil fields, where the real important, engineering progress in the industry is being made, the attendance was remarkably good, and it was generally remarked that all the sessions were "snappy," and there was no drag. This was largely because, under instructions from the chairman, very few papers were permitted to be read, and the "high lights" of each paper were pre-sented orally as an introduction to the large and varied discussions, many of which were prepared in advance. The round table discussion on petroleum engineering research problems, conducted by W. E. Wrather, proved a greater success than was anticipated, considering the difficulty in getting many of the men to discuss such problems. There has been no crystallization of opinion heretofore of what are important engineering research problems, as distinguished from pure science problems, and a digest of the discussion will be made available so as to present the results obtained. It is hoped that further round table discussions, as well as committee work, in the meantime summarizing problems appear-ing in papers published the last two to three years, will enable the oil industry to determine intelligently which of the problems are most important for immediate attack. The roundtable discussion on petroleum engineering educational problems, conducted by H. C. George of the University of Oklahoma, was equally fruitful, and since managers of companies, consulting engineers, and pro-fessors cooperated in these sessions, a cross-section of their opinions on improving the curricula for training the large number of petroleum engineers, which the industry can absorb in-the next few years, was obtained.

Jan 3, 1927

By Alfred Brooks

Introduction PETROLEUM seepages are known in Alaska at four localities, all on Pacific seaboard. These, named from east to west, are Yakataga, Katalla on Controller Bay, Iniskin Bay on Cook Inlet, and Cold Bay on the Alaska Peninsula. Besides these, a petroleum residue has been found near Smith Bay on the north Arctic coast of the Territory. At Katalla, Cold Bay, and Iniskin Bay there has been some drilling for oil, and in the first field several productive wells have been opened up. Alaskan petroleum so far as its composition is known, is a refining oil, with paraffin base and low sulphur content. Most of what is known of the geology of Alaska oil fields is based on the investigations of Dr. George C. Martin, of the United States Geological Survey. A. G. Maddren, of the same service, has recently made a reconnaissance of the Yakataga oil field. The data to be here presented are chiefly taken from the following publications: G. C. Martin: The Petroleum Fields of the. Pacific Coast of Alaska, with an account of the Bering River coal deposits, Bulletin No. 250, U. S. Geological Survey, pp. 9 to 27 (1905). G. C. Martin: Geology and Mineral Resources of the Controller Bay Region, Alaska, Bulletin No. 335, U. S. Geological Survey, pp. 112 to 130 (1908). G. C. Martin and F. J. Katz: A Geologic Reconnaissance of the Iliamna Region, Alaska, Bulletin No. 485, U. S. Geological. Survey, pp. 126 to 130 (1912). A. G. Maddren: Mineral Deposits of the Yakataga District, Bulletin No. 592,. U. S. Geological Survey, pp. 143 to 147 (1914).

Jan 2, 1915

By S. A. Swensrud

NINETEEN Thirty-Six was the biggest year in volume in the history of the oil industry, and unquestionably the best since 1929 in respect to profits. The quota of new and difficult problems to face seemed a little smaller during 1936 than in most recent years, and a somewhat better balance existed between the different branches of the industry. 'Domestic consumption of gasoline in 1936, estimated at about 475 million barrels-the highest on record, was approximately 11 per cent above 1935, and 26 per cent above 1929. Demand for crude oil increased in about the same proportion: over 1935, and the average production, of about three million barrels daily,' constituted a new high level.

Jan 1, 1937

By Basil B. Zavoico

CRUDE oil production in the United States during 1938 reached approximately 1,214,355,000 barrels, an average of 3,327,000 barrels per day, or 5 per cent below the 1937 record output of 1,279,160,000 barrels. The decreased production did not prevent the stocks of all products from increasing to a total of 575,954,000 barrels by Sept. 30, an increase of 10,957,000 above the total on Jan. 1, or an average daily storage increase in all products of 40,135 barrels. The increase in total stocks was made entirely in the refined products, stocks of crude oil during the first nine months of 1938 having actually declined 7,155,000 barrels to 299,671,000 barrels, or an average daily decline of 26,209 barrels. The 1937 reversal of the preceding five-year trend of discoveries totalling less than withdrawals was continued through 1938 with indicated reserve addition from both new discoveries and extensions considerably in excess of the

Jan 1, 1939

By W. S. Morris

PETROLEUM'S importance in World War II can perhaps be better realized by the recitation of a few facts and figures: Gasoline needs in this war are already eighty times greater than in the last war. It takes nearly three pounds of gasoline to deliver one pound of bombs, filled with petroleum explosives, on an enemy objective. Every American soldier overseas requires an average of more than fifty gallons of petroleum products per week, with the oil used by Navy and supply ships and America's Allies boosting the consumption of oil per soldier to an even higher figure. Every oil well in the United States now must produce each day an average of four barrels of oil for war and combat jobs. More than fifty million gallons of gasoline, fuel oils, lubricants, and other petroleum products are now going directly to the fighting forces every day.

Jan 1, 1945