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By Robert B. Wickham

"American Barrick has always balanced its aggressive operating approach with a conservative financial strategy. In fact, what enables their mining team to pursue such aggressive plans with confidence is the conservative financial strategy adhered to by the company. These policies are built on a prudent mix of gold linked financings, equity and gold price hedging.This paper outlines these policies and focusses in particular on American Barrick's gold price hedging program.IntroductionThe company's balance sheet at the end of 1990 clearly shows the wisdom of its conservative policies. Total assets have grown to over US$1 billion; cash has grown to US$312 million and shareholders' equity to US$645 million. All amounts included in this paper are quoted in U.S. dollars. Increased gold production and an effective gold price hedging program also combined to produce record income from operations, earnings and cash flow in 1990.The first half of 1991 is also indicative of the benefits of the company's conservative financial policies. Increasing production, together with its comprehensive gold hedging program, has generated increased earnings, even in a period of falling gold prices.All year-over-year numbers for the first six months are up. Gold production was 36% higher; earnings of $40.2 million $ 0.30 per share - were 46% higher than 1990.Barricks revenue continued to increase despite gold prices remaining unchanged during 1990. Barrick's hedging policy protects the company from falling gold prices on the basis that the upside looks after itself. Their hedging program - including various goldlinked fmancings - enabled Barrick to realize an average price of $437 per ounce of gold sold in 1990, compared with the Comex average gold price for the year of $384 per ounce."

Jan 1, 1991

By Eric Low

Raising capital by issuing debt or equity is necessary in almost every corporation. In the field of corporate finance, the raising of capital is a heavily-studied topic. However, some of what is studied on this topic in corporate finance is not applicable in the mining industry. There are also many financing options that were created for the mining industry such as flow-through shares, prepaid forwards, and royalty sales. The cyclical nature of the industry makes the risk-return profile of financings more difficult to estimate than in other industries. Additionally, the methods used to assess firm value are different than other industries, as the values of orebodies are not included on balance sheets. For precious metals companies, which are a hedge against most other securities, there are additional complications with determining investor expectations and cost of equity. This thesis puts forth a decision-making framework to explain mine financing choices from the perspective of mining companies. The approach is threefold. First, all of the major equity and debt financing instruments available to mining companies are presented and analyzed. Each financing method is assessed on a wide range of criteria. Next, these concepts are applied in case studies of four companies: BHP Billiton, Barrick Gold, Teck Resources, and Noront Resources. For each company, the overall choice of financing methods is shown and analyzed. The effect of financing choices on the weighted average cost of capital (WACC) is calculated. The final section deals with case studies of individual mine finance decisions during the past two years.

May 1, 2011

By Wallace W. Wilson

It scarcely 1s possible to read a new issue of any of the principal mining trade journals without noting some mention of a major new overseas mining venture with which one or more domestic companies are involved. These projects seem to follow a fairly consistant pattern; most are large open pit mines, with relatively low grade ore bodies but huge reserves; the total price tag will be in nine significant figures and around half or more of the total cost will be for infrastructure. West1 noted that nearly $7 billion is being invested annually for new mining projects and the expansion of existing mining ventures, in the free world. He anticipates that by the year 1975 such investments would reach the $10-11 billion annual figure, and that in the five year period 1972-76 total capital requirements can be expected to aggregate around $45 billion. The proportion of this total investment which will be financed in some manner is difficult to estimate because of the variety of available financing arrangements. West estimated that around 75% of the total capital would come from internally generated funds, with the balance from external sources. Conceivably a substantially higher percentage could be attributable to external financing, especially it the trend of recent mineral development in Canada and Australia is any criterion, and of course, including local sales of equity as a part of the package.

Jan 1, 1973

By A. W. White

Introduction To discuss all the technical details of incorporation laws, security laws, underwriting procedures, codes, and ethics-as laid down by varous associations -would be impossible in the time which has been allotted to me. My remarks, therefore, will be made in a very general way and will naturally be coloured with experiences which my firm and I have had. There is a common expression that "money makes the mare go". I hardly have to mention here that the best prospect in the country is of very little value unless its prospects can be developed-and this requires large capital expenditures. The art and problems surrounding the raising of this money is a long and interesting story. Since by its very nature mining is risky, the appraising of its risks in the many phases of its development programme is continuous. Very few men-if any-and very few corporations -if any -can afford to take all the risk of mining. Because of taxation policies-and the very scheme of present-day living -the truth of this statement can be seen throughout the whole industry by a close examination of the records. Since this is so, it is essential that the mechanics of distributing risk on a sound, and equitable basis be known to those engaged in the business and to the investor or spectator who proposes to risk his funds in the industry. Perhaps the greatest stimulant to modern business activities has been the creation of corporate bodies. It is evident, from the number of charters being granted by various jurisdictions, that this method of doing business is becoming more and more important. A limited company -or corporation-can be defined as a fictitious person existing solely in contemplation of the law.

Jan 1, 1951

By N. R. MacMillan

INTRODUCTION The Bullmoose Coal Project is part of a major development in northeastern British Columbia which comprises a new rail line, a new townsite, powerline, highway, the upgrading of the Canadian National Railway's main line, a new coal port at Prince Rupert and two new coal mines, the Bullmoose mine and the Quintette mine. The total investment by all parties is estimated to be in excess of $2.6 billion and made up approximately as follows : [Table No. 1 $ Millions - Quintette Coal Limited 950 Teck-Bullmoose Coal Inc. 275 Canadian National Railway Company 800 6 British Columbia Railway Company Port at Prince Rupert 280 Townsite, Roads 6- Power ] The new infrastructure is intended to serve not only the Bullmoose and Quintette coal projects but also eventually a number of other coal properties in northeastern British Columbia. The Bullmoose project is structured on a joint venture basis as follows : [Table No. 2 Teck Corporation 51% Lornex Mining Corporation Ltd. 39% Nissho Iwai Coal Development 1 0% (Canada) Ltd. -- 100% ] The mine has a capacity of 2.3 million tonnes of clean coal per year. In the initial years 1.7 million tonnes will be metallurgical coal and 0.6 million tonnes thermal coal. After the first three years of operations the annual production of metallurgical coal will increase to an average of approximately 2.1 million tonnes and the production of thermal coal will decrease to an average of approximately 0.2 million tonnes. At this level of 2.3 million tonnes annual production, the Bullmoose mine has sufficient reserves for at least 26 years of production. History Brameda Resources Ltd. commenced coal exploration in the Bullmoose-Sukunka area in 1969. Teck obtained an option on the Bullmoose coal licences in 1970 and started surface exploration and diamond drilling in 1971. Teck earned a 50% interest in the property, and thereafter expenses were jointly financed by Teck and Brameda. In 1981 Brameda merged with Teck making Teck the sole owner. The initial phase of the exploration program, which was completed in 1975, included 7,200 meters of diamond drilling in 35 holes. During 1976 and 1977, detailed exploration and test work were carried out on the South Fork and West Fork areas where multiple seams close to surfaces indicated the potential for large tonnages of strippable coal. In those two years, work included road construction, detailed mapping and trenching to outline the coal seam traces at the surface, 6,300 meters of diamond drilling in 80 holes, and 300 meters of underground bulk sampling from seven adits. Washability tests and analysis work were carried out on the drill cores and adit samples, and pilot plant washability studies were undertaken. In 1978 and 1979 Teck engineers prepared open pit mining plans and production schedules and Kaiser Engineering was retained to prepare a layout of the plant preparation facility. A feasibility study prepared by Teck's engineering group in January 1982 was the base document used by the Lenders in assessing the technical and economic viability of the project. Property Location The property lies some 650 kilometers northeast of Vancouver, and 87 kilometers south by road from the village of Chetwynd. The Sukunka property (British Petroleum) adjoins to the north, the Mount Spieker property (Ranger Oil Option) adjoins to the east, and the Quintette property is located to the southeast.

Jan 1, 1985

By G. V. Campbell, O. T. Holdsworth, M. G. Nelson

A senior design project is required by all accredited mining engineering degree programs. Often referred to as the capstone of a student’s education, this project is expected to include all the important components of the preliminary economic assessment of a mineral prospect, including orebody modeling, grade and reserve estimation, selection of mining and processing methods, preliminary mine design, access and utilities, environmental compliance and reclamation, and financial analysis. Two of the authors (Campbell and Holdsworth) completed a senior project in 2021. They analyzed the Akie zinc deposit located in Canada. This paper summarizes the economic analysis portion of that project. The two primary objectives of this economic analysis were risk reduction and integration of economics and engineering. Addressing risk is important as risk is one of the primary concerns in mining investments. Risk reduction was the primary concern through the entirety of this economic analysis. Integration of financial analysis and engineering design was the first component of a risk reduction design. This allowed for financial and engineering design to be optimized in conjunction with one another. This produced benefits from both a financial and an engineering prospective. From a market, economic, and financial risk perspective, risk was reduced by forecasting multiple metal price scenarios, and then addressing the Akie project’s economic viability at each price point. Lastly, risk was address through consideration of nontraditional financing options. The project also sought to minimize financial and human capital risk, by proposing mutually beneficial cooperative social relationships and favorable work, schedules. Description of that work is not included in this paper.

Mar 2, 2022

By A. B. Parsons

Not so many years ago the interest of the average mining engineer in money matters-aside from his pay check or his consulting fees-was confined to the per-ton cost of mining and beneficiating ore and to the amount of capital that would be required to erect the plant necessary to carry out such operations on a prescribed scale. The so-called "business men" assumed that questions of marketing the products, of profits, and of dividends were in their exclusive sphere-matters too intricate or, perhaps, too practical for the mere engineer! In the case of a new enterprise, the promoter shouldered the entire responsibility for raising the necessary funds, and incidentally he got the lion's share of profits. In fact, he frequently profited handsomely even though the mine earned little or nothing. Occasionally the engineer turned promoter or entrepreneur--conspicuous examples are Herbert Hoover, D. C. Jackling, William Braden and F. W. Bradley- but by and large he remained in a sphere of his own. To what extent this condition of affairs has changed is difficult to say. It might be argued that it were better that it be not changed; and yet I cannot help feeling that in mine promotion lies a distinct opportunity for the

Jan 1, 1932

By Parker GJ

The financing of smaller resource projects has proven to be a difficult problem for promoters and financiers alike as very often such projects have not met the requirements of available financing methods and promoters have equally found it difficult to establish credibility, management and technical ability with potential financing sources. Solutions to the dilemma in which many of these projects find themselves are not readily apparent but will need to be found if the full potential of Australia's resources is to be realised. INTRODUCTION The growth of so called project financing in its present form is normally considered to be a phenomenon of very recent times, however, paradoxically there are references to what could be called financing in the old testament. To confuse the issue further financing small resource projects may not, and very often are not undertaken on a project financing basis. It is therefore quite apparent that one should be completely clear on:

Jan 1, 1982

By Barry S. Epstein

Financing the acquisition of a going coal mine operation has not had the exposure other finance-oriented projects have had. Therefore, C.I.T. feels that coal mining people and financial people should improve their understanding of the factors involved in this important type of acquisition. The discussion consists of two major subjects: analysis of the acquisition of the property, and sources and terms of funding the acquisition. Source and Terms of Funding There is a need to keep the competent medium-sized independent operator in the coal business, especially in these times of energy shortage. The creation of a resale market for coal mines encourages new investment in the coal mining business by medium-sized operators and their financial backers. Who provides debt and equity financing to acquire going coal mine operations and on what terms?

Jan 9, 1975

By Fred H. Brooks

INTRODUCTION The toughest job for any mining company, large or small, is to locate and identify a property which it feels has the potential for development and which can be tied up through location, lease or option under terms within their means. In the case of a small company, this precludes grass-roots exploration with its attendant high costs and the extended time required to develop a prospect to the point of being a project. The small mining company, therefore must limit its search to known properties which, for various reasons, have been shut down or were never thoroughly developed at the time of discovery. These types of prospects are located either through literature search, familiarity with many mining areas in general, or through contacts and submittals from a variety of sources. In order to develop a marketable presentation to any investor, the basic requirements are the same: - the property must demonstrate the potential to provide a satisfactory return on investment - the evaluation study must be thorough and professionally developed. In order to promote any mining property, it is first necessary to know what you have. INFORMATION DEVELOPMENT We normally begin with a detailed literature search of the district, assembling all available data on the basic geology, production records, and old reports of this or neighboring properties and any other information which can be found. This will aid in the general understanding of the basic geology and hopefully allow a fairly detailed knowledge of the specific occurrence. With this information one can begin to speculate on the reserve potential and develop some high and low figures for estimating purposes as to mining method, production rate, metallurgy and begin developing estimated capital and operating costs. Cashflow runs are developed for varying tonnages (high and low), estimated high and low grades of metal and at differing market prices for the product. FINANCE CONTACTS Brooks Minerals, from its inception, has been an operating company and we have been able to assemble a small but experienced operating staff. For this reason we try to put together projects and joint ventures where we can be the operator and maintain a certain degree of control. Whether due to familiarity with many colleagues in the mining industry or due to unfamiliarity with the banking houses and securities markets, the approach to raising finance has generally been to contact the established mining companies. This requires a familiarity with the corporate philosophies of these companies with respect to their development goals and financial capabilities. A common mistake is to shotgun the proposal to many companies of different sizes and goals in hopes that one might be interested. It is more beneficial, when possible, to tailor a proposal to each company, stressing the positive points where the specific proposal best meets their interests. One company may be more interested in a development program with fairly certain and conservative return potential. The property may well contain both possibilities but a lack of understanding of the individual company's method of operation could spoil the deal. In another instance, one company may look at a property as a moderate income producer over an extended life, yet a second may elect to high-grade the deposit over a shorter period in order to provide early cash flow or take advantage of a favorable market situation. MAKING THE DEAL There are as many types of deals as there

Jan 1, 1985

By Michael Chender

INTRODUCTION The project financing described elsewhere in this book is available to major mining companies on the basis of a strong balance sheet, a significant equity position in a project of proven feasibility, and a demonstrated ability to bring ore deposits into production. "Junior" mining companies, which are most active in Canada, Australia, the US, and South Africa, by definition do not meet these criteria. In many cases, junior companies will need to raise money simply to cover the costs of acquiring and exploring potential deposits. In what follows we will look primarily at junior financing practices in the US and Canada, although the same general principles will apply in Australia and South Africa. The principal vehicles for junior mine company financing are limited partnerships, the private placement of securities and debentures, and public offering of securities, and property deals with stronger companies, in the form of leases, earn-ins and co-ventures. The cost (in terms of dollars or equity) and, to some extent, the applicability of using these difficult approaches varies with the stage of development of the property and with the corresponding degree of risk to the investor. Much junior company fund raising is, in fact, "interim" financing in that it allows the company to improve its properties and develop its assets to the stage where more favorable financing arrangements may become available. Companies will therefore often use several of the approaches described above during the development life of a specific property. LIMITED PARTNERSHIPS Limited partnerships and syndications are a popular way of structuring the initial private financing of mine developments because of their attractive tax consequences for the well-to-do investor. Costs of exploration and development can in many countries be passed through as deductions to the limited partners, who are thus able to gamble on a possible windfall at little real cost. In addition to private Canadian funds, much German money flowed into Canadian exploration ventures on this basis, but stopped in 1982 due to economic conditions in West Germany. In the US, recent regulations have, in the great majority of cases, taken away the ability to "shelter" income in mining limited partnerships. Deductions taken by the individual investor cannot exceed the amount of money he actually has at risk. Nevertheless, the allowable deductions are still attractive and some of the major mining companies are now beginning to look at limited partnerships as a vehicle for attracting additional exploration funding. Ranchers Exploration and Development has successfully put together several drilling funds on this basis. THE PRIVATE PLACEMENT Initial funding for the acquisition and preliminary exploration of prospects is often accomplished through a private placement of unregistered securities or, where it is not a problem to carry debt on the statement, by a private placement sale of debentures. A fledgling company wishing to do a public offering may well be advised by an underwriter to accomplish a small private placement as a precondition of the larger offering. In this way, the sale of the registered securities is not inhibited by the company starting out with a debt-ridden balance sheet and no demonstrated ability to secure the additional financing generally necessary beyond the proceeds of that offering. In the US, the securities offered in a private placement are not registered with the Securities and Exchange Commission (S.E.C.) but are restricted as to their resale, and could be further restricted by a underwriting agreement

Jan 1, 1985

By William L. Young

I think I should let you in on one of Canada's best-kept secrets, if you will promise not to tell it all over the place. Believe it or not, good, honest, enterprising capitalism is still alive and flourishing north of our common border, and I am living proof that capitalism is still working for the little guy. My personal story of mining development in Canada isn't all that rare -- you've probably heard something like it from other areas and other days several times -- but my case brings it up-to-date. I would like to Tell you briefly the history of Northumberland Mines Limited, a contemporary case of individual enterprise getting a mining operation underway. And if I can do it you probably can too.

Jan 1, 1981

By Barrie A. Wigmore

There are two aspects of financing western coal development -- whether there is going to be enough money to finance the prospective large development of the industry, and the specific techniques of raising money for that development. To take the first question of whether there is going to be enough money around to finance your industry, I think it is quite clear that the restrictions on the development of western coal are going to be non- financial. Environmental impact problems are creating the greatest delay in coal mine development, at the moment; but getting enough personnel, mining equipment, railroad equipment, and failure of the Department of Interior to act on leasing federal coal lands all appear likely to create significant bottle- necks in the development of western coal -- larger bottlenecks than financing. Financing appears straightforward for the industry. There are many projections of the financing required to meet Project Independence goals. The National Academy of Engineers estimated that development of 500 million tons per annum of western coal would be necessary by 1985 to meet the Project Independence goals which might require $20 billion of capital spending. It is generally agreed that 500 million tons a year is not a realistic possibility. Carl Bagge?s estimate of production of 250 million tons a year by 1983 appears a more reasonable projection. Development

Jan 1, 1976

By Chris McBean

Due diligence mistakes ? lost opportunity ? High profile write-downs and cost overruns ? Result ? tight market for financing ? Implications for due diligence ? need to get it right ? maybe only one chance ? Where should focus be?

May 1, 2013

By S Arnold

Properties of the soil profile fundamentally control water-limited ecosystems. Soil water availability affects vegetation dynamics of plant communities, but is also affected by these communities in return. Understanding this eco-hydrological interplay and the role of physical soil restoration is crucial for successful rehabilitation and management of post-mining landscapes in semi-arid areas. However, uncertainties exist in both the mathematical description of plant communities within ecological submodels and the predictability of future rainfall events. This study uses information gap decision theory combined with an ecohydrological system model to investigate how both uncertainties impact decision-making in the context of ecosystem rehabilitation. A range of management strategies are investigated to identify the optimal soil thickness for successful rehabilitation of native plant communities in Central Queensland. The results emphasise that thicker soils can counterbalance uncertainty in mathematical description of plant communities by increasing the simulated survival probability of plant communities. However, the influence of thicker soils on the robustness of plant communities against a change in future rainfall amount is rather marginal. By allocating an economic value for restoring a particular thickness of soil layer, these results can be used to evaluate the costs of ecosystem re-establishment with regard to two target measures - the survival probability of the plant community and their robustness against climate change.CITATION:Arnold, S, 2012. Finding optimal soil restoration strategies in the face of uncertain future rainfall amount, in Proceedings Life-of-Mine 2012 , pp 91-96 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By R Barritt, P Scott, K Albano

Successful closure of tailings storage facilities (TSFs) is an environmental issue faced globally by metalliferous mines. During the initial feasibility and design phase of the mine life importance is placed on the physical stability of above ground TSFs, largely driven by legislative requirements, whilst closure planning is often a secondary consideration. However, as the landform is further developed and constructed attention must be paid to regularly revisit the original closure plan and update it to achieve the best (sustainable) possible outcome for both the environment and stakeholders. A mine in northern Queensland is in the process of developing a closure strategy at their TSF. Appropriate closure measures for the TSF are required to mitigate the impact of any seepage emanating from the TSF on the groundwater and surface water receptors. O’Kane Consultants Pty Ltd (OKC) have provided the mine assistance with the development of a TSF cover system design in order to appropriately manage tailings during operations and to prepare for the facilities’ closure. OKC has collected data since 2007 from cover system field trials located on the TSF. To enhance engineering judgement in the design of future cover systems, calibration of soil-plant-atmosphere numerical models to field data (referred as ‘field response modelling’) were completed. Calibrated model inputs can be used to provide insight into long-term cover system performance as well as a tool for design of the final landform.Following a site investigation, materials characterisation and numerical modelling program various cover system alternatives were developed. Two of the preferred cover system alternatives referred to as Test Plot #1 (TP#1) and Test Plot #2 (TP#2) (Figure 1), were constructed at the site and instrumented. Monitoring instrumentation comprised several nests of in situ volumetric water content and thermal conductivity sensors to measure changes in water content, temperature and matric suction within the cover system materials and underlying tailings waste. Run-off collection buckets and a fully-automated meteorological station were also installed. CITATION:Barritt, R, Albano, K and Scott, P, 2016. Findings and conclusions following ‘long-term’ cover system monitoring – refinement of the conceptual design for tailings storage facility closure, in Proceedings Life-of-Mine 2016 Conference , pp 85–88 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By T. E. Durney

In the Fall of 1987 The Wellmore Coal division of The United Company installed a fines separation circuit in its #20 plant near Big Rock, Va. The addition of the fines circuit included a bank of classifying cyclones and two flotation units; one a conventional 4 cell, 34 m3 Wemco cell, the other an 2.4 meter diameter by 7.6 meter tall, 28.3 m3 column flotation cell. The new fine coal separation circuit is depicted in Figure 1. The column flotation cell is manufactured by the Deister Concentrator Company, Inc., under the trade name Flotaire. The Deister Flotaire column cell utilizes a counter current flow arrangement and a different means of generating air bubbles than that of conventional mechanical flotation cells found in coal processing plants. Other features include diffusers for additional air supply and a froth washer. This cell is one of the few commercial scale column cells processing coal.

Jan 1, 1990

By S. K. Nicol

Flotation, water-washing cyclones (hydrocyclones) and spiral concentrators are the three process units most commonly utilised in fine coal preparation. The results of testwork conducted on these three units will be presented and their performance and separation characteristics examined in detail. In particular, the dependence of the separation characteristics of each unit on particle size and the constraint this places on product quality (ash and sulphur levels) will be discussed. This dependence will be shown to be a critical criterion in the selection of fine coal circuits.

Jan 1, 1986

By J. F. Myers, F. M. Lewis

THE crushing of ore, as defined by Taggart,1 is "usually a stage process, utilizing . . . machines especially suitable for the reduction of particular sizes... . down to a final stage, employed for the reduction of the finest sizes. . .. In contradistinction, comminution to 20-mesh or finer is called grinding. There is a twilight zone in which the product is 6, 10, or 14mesh limiting size which is either crushing or grinding. . .. " Since the data in this paper pertain to a rod-mill operation, comminuting a particular ore size of ¾ in. to a final stage, coarser than 20-mesh, the rod mill is designated as a "fine crusher machine" in this paper. The published literature discloses a wealth of data regarding a rod mill as a fine-grinding machine but relatively little as a fine-crushing operation. Typical of the latter operation is: (I) a description by F. J. Tuck2 in which a fine-crushing rod mill replaced crushing rolls and (2) a description by the present authors3 in which a fine-crushing rod mill was installed instead of a conventional fine-crushing machine. The experience of the authors is that a definite distinction must be made between the rod mill functioning as a fine crusher and as a fine-grinding machine. As a fine-crushing machine it prepares * relatively large amounts of ore for a subsequent fine-grinding operation; as a grinding machine, it grinds relatively small amounts of ore to some predetermined finished product. PULP MOVEMENT AND ACTION IN MILL In considering the work performed by a fine-crushing rod mill, it seems important to understand just what takes place within the mill. We were inspired to study this matter by a paper by E. W. Davis,4 which indicated that definite water classification of ore particles took place in a ball mill. However, in thinking of the rod-mill action from this point of view, we were confronted with the fact that our rod-mill discharge product showed no evidence of action by water classification. The Tennessee Copper Co. ore is relatively high in sulphides, and the gangue rock and the sulphides are of about the same hardness. In the presence of any action by classification, the coarser sizes are definitely very lean in sulphide minerals. [ ]

Jan 1, 1946

By Thomas J. Ferree

A Reichert cone concentrator was installed in an aggregate plant circuit to recover the extremely fine "flour gold" known to exist in the deposit. The gold content of the bank-run gravels averages about 0.1 grams per ton (about $1.45 per ton), based upon $14.47/g (345O/ounce) gold. Tine Reichert cone, in conjunction with a conventional shaking table, re- covers in excess of 85% of the gold. A screen analysis of the gold particles shows 44.1% is -i4 microns (-200 mesh) in size. The plant operates with a two-man crew.

Jan 1, 1981