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Advantages to Members of Our Advertising Section.-It is our intention to make the advertising section of the Bulletin as comprehensive as possible, so that members can turn to it for complete information as to where to buy the best mining and metallurgical supplies at the lowest prices. No firms or supplies of dubious reputation are advertised in the Bulletin. If members, in buying any material, will refer to the advertisement of that material in the Bulletin, or if they do not find it advertised in the Bulletin, will, when ordering, ask the manufacturers why the goods were not advertised in the Institute publication, it will be of material benefit to all of us, because the chief reason why advertisers are unable to trace direct results is because purchasers do not mention the Bulletin when writing. Finally, if members, when in need of anything whatsoever, will write to the Institute headquarters, an effort will be made to send them a complete list of manufacturers able to supply the desired materials of good quality. The furnishing of these lists will be a benefit to our Advertising Department, as well as to the members. We need scarcely call attention to the advantages obtained by the members from the money which advertising brings in, because all this money is returned directly to the members in one form or another.

Jan 7, 1913

INTERNATIONAL ENGINEERING CONGRESS This Congress will be held under the auspices of five National Engineering Societies, of whi h the Institute is one. The sessions will be held in 11 sections and the proceedings will be published in 10 volumes of 500 pages each, of which Volume 8 will contain the papers and proceedings on Mining Engineering and Metallurgy. The membership fee of $5 will entitle the holder to the volume of General Proceedings and Index, and, in addition thereto, any other single volume chosen. Other volumes may be subscribed for according to a sliding scale depending upon the number of volumes taken. The Institute will have a meeting in San Francisco during 1915, and it is desirable for our members to join the International Engineering Congress at in early date in order that their support of the enterprise may be given in its early stages, when it is most needed.

Jan 2, 1914

All manuscripts intended for presentation at the February meeting of the Institute must be in the hands of the Secretary of the Institute not later than Monday, Nov. 23, 1914. This is the date at which the manuscript must be in the hands of the Secretary, and is not the mailing date upon which it leaves the author's hands. In case manuscripts are sent to members of Technical Committees, they must be in the hands of the Technical Committee a sufficient time in advance of Nov. 23 so that they may be in the hands of the Secretary on the date indicated.

Jan 10, 1914

AN UNUSUAL OPPORTUNITY FOR INSTITUTE MEMBERS to increase or complete their sets of the Transactions. In order to encourage the custom of members increasing each year the number of Volumes of the Transactions in their private libraries until the sets are complete, the Board of Directors has authorized the sale of Transactions previous to the year 1913 at the following greatly reduced rates. This offer is made effective for sales made only during the year 1914, and applies only to members in good standing, and to libraries. The reduced price automatically ceases to apply to any volume when the total number of such volume left in stock is reduced to fifty (50).

Jan 12, 1913

Annual Meeting, February 17 to 19, 1914.-The following Committees have been appointed to have charge of the arrangements for the Annual Meeting in New York City: . General Committee: Louis D. Huntoon, Chairman; Arthur S. Dwight, Vice-Chairman; W. deL. Benedict, George F. Kunz, Thomas T. Read, E. Maltby Shipp. Reception Committee for Each Day: Chairmen to be announced later. Banquet Committee : Theodore Dwight, Chairman. Luncheon Committee: E. Maltby Shipp, Chairman. Ladies' Committee: Mrs. Arthur S. Dwight. Badge Committee : George F. Kunz, Chairman; E. Maltby Shipp, Vice-Chairman. Program Committee: Thomas T. Read, Chairman. Bureau of Registration and Information: Burr A. Robinson, Chairman.

Jan 1, 1914

October Meeting of the Institute.-Invitations have been sent to the members of the following societies through the respective Secretaries to attend the October meeting of the Institute and the Dinner which will be given on the evening of Oct. 17 : American Society for Testing Materials, American Iron and Steel Institute, American Society of Mechanical Engineers, American Society. of Civil Engineers, American Institute of Electrical Engineers, . American Foundry men's Association. Members of these Societies have also been invited to contribute to the discussion of the various papers to be presented at the meeting, a revised list of which appears in the notes of the Iron and Steel Committee on p. vi. Many individuals of national and international prominence have also been invited to contribute discussions of these papers, and the response to these invitations has been extremely encouraging.

Jan 9, 1913

One of the results of the work of the Committee on Precious and Base Metals is that the present Bulletin is as large as some of. the annual volumes of Transactions of the Institute, and we extend our. compliments and thanks to the Committee and express to the members thereof and to. the authors, who have so bounteously given of their time and information, the. sincere gratitude of the Institute. In order to get all these papers printed and distributed to the membership in advance of the meeting, it was necessary to divide the work between two printers. This accounts for the discrepancy in the pagination of the Bulletin; and we also ask the indulgence of our readers in case errors have crept into this preliminary edition during the period of unusual pressure. Program of the Butte Meeting.-The program of the Butte meeting will include six technical sessions for the presentation and discussion of papers and five half-clay visits to mines and metallurgical works. The following program is practically in final form, with slight additions which may be necessary later. Every effort will be made to have papers presented and discussed on scheduled time, so that members who are unable to attend the entire meeting may so plan their trip as to hear and discuss papers in which they are especially interested.

Jan 8, 1913

NOMINATIONS FOR OFFICERS. In accordance with the Constitution, Article VII., the following nominations have been prepared by the Nominating Committee, submitted to the Board of Directors at its October meeting, and are hereby published for the information of the members. For Director and President: Benjamin B. Thayer, District 0 For Directors and Vice-Presidents: Herbert C. Hoover, District 6 W. L. Saunders, District 0 For Directors : Reginald W. Brock, District 11 Charles W. Merrill, District 6 Albert R. Ledoux, District 0 Henry L. Smyth, District 1 D. C. Jackling, District 7 The Constitution further provides that " Any complete or partial ticket of nominees signed by any twenty-five Members or Associates of the Institute and transmitted to the Secretary by December 15 shall also be printed and circulated with the official ticket and over the names and with the recommendations of the nominators, together with an expression of opinion of the Board thereon if deemed expedient.

Jan 11, 1913

New York Meeting, October 16 and 17, 1913.-The One Hundred and Sixth meeting of the Institute for the reading and discussion of professional papers will be held in New York City, on Thursday and Friday, October 16 and 17, 1913. Headquarters will be at the Institute office in the Engineering Societies Building, 29 West 39th Street. The sessions will be held in one of the assembly rooms of the building. Because of the many valuable papers on iron and steel obtained with the assistance of the Iron and Steel Committee, which papers could not appropriately be presented and discussed at the Montana meeting, this October meeting of the Institute is held for the purpose of reading and discussing these papers, most of which will be printed and distributed in advance. The members of the following societies have been invited to attend the meeting, and several have accepted and declared their intention of taking part in the proceedings: American Society for Testing Materials, American Iron and Steel Institute, American Society of Mechanical Engineers, American Society of Civil Engineers, American Institute of Electrical Engineers, American Foundrymen's Association. The meeting will be conducted under the auspices of the Iron and Steel Committee, and the latest revised program of the proceedings will be found on page xi, under the notes of this Committee.

Jan 10, 1913

The papers to be presented in this Session show an interesting range of subject matter. Three discuss specific problems associated with existing mines, one deals with hydrogeological risk evaluation and one uses the impact of mine drainage on an aquifer to analyse a large-scale hydraulic parameter. Paper 1. Environment studies to determine the impacts of re-opening Banska Stiavnica-Hodrusa ore district in Czechoslovakia - Dusan Cababla - Marian Skaviniak. Future developments in established mining areas may have significant hydrogeological implications, especially where the existing mines are to be deepened. In turn this may have an impact in the area of the disposal of ever larger quantities of mine water, particularly, as is often the case, where the quality of this water is poor.

Jan 1, 1988

The three papers reviewed here consider different problems of mine management. Comparison of two of the papers demonstrates a marked contrast between the old and the new, in terms of mine management and impacts. The third paper discusses post-mining rehabilitation. The paper "The impact of a derelict base metal mine on the aquatic environment", by Brooks and Mclveen contrasts strongly with the paper "Narbarlek Uranium Mine design, construction, operation monitoring and decommissioning of the water management system" by McLoughlin, Grounds and Weatherhead. Brooks and Mclveen detail the contamination emanating today from the Conrad Mine in New South Wales which was mainly operated for 15 years at the turn of the century and later for 7 years in the 1950's. The mine was apparently developed over the years on an intermittent, ad hoc basis with no regard to contamination management, resulting Ti significant contamination persisting through time. This type of mining development is the antithesis to the type of planned mining and management operation which was carried out in Arnhem Land at Narbalek, and which apparently resulted in no uncontrolled contaminant release and successful decommissioning of the mine.

Jan 1, 1988

By M. J. Coolbaugh

Mining of potash more than 3000 ft beneath the water-bearing sediments in Saskatchewan presented the unique challenge of designing stable mine workings and assuring protection from overhead water in a material that was believed to flow plastically, but whose behavior as a plastic material was not sufficiently known. Under the stress conditions ordinarily encountered in mining most rocks behave as elastic materials; that is, they compress slightly under pressure, and rebound when the pressure is released. Salt and potash, however, are different. Even under the relatively low pressures encountered at shallow depths, these materials become slightly plastic and yield to stress by flowing.* The plastic properties become more pronounced at greater depth and pressure, and the question arises as to whether or not the plastic flow will be rapid enough and exert enough pressure to destroy underground structures or interrupt the mining process.

Jan 5, 1967

Sampling of CIL/CIP circuits is typically done by compositing samples of feed and tails over eight or 12 hour periods. As the residence time in the leaching tankage may be approximately 20 hours, the tails from any period being derived from material entering the circuit 20 hours earlier do not correspond to the head from the same sampling period. Moreover, mixing in the series of tanks in a circuit also modifies correspondence between input and output. A special purpose simulator has therefore been developed to allow for the mixing and delay in the tankage and permit estimation of the head assays corresponding to any tailings sample. Thus more accurate assessment of the day-to-day recoveries of gold and silver follows. The model, programmed in Excel, assumes that the tanks are perfect mixers. By inputting the sequential head grades and considering that no leaching has occurred, the head grade which corresponded to the tailings for each period could be estimated. Allowance is made for variations in feed rate over the sampling period by computing the average flow rate of slurry and thus the residence time of each increment of the tailings. This simple model and its application have been found to be subject to some limitations, which are discussed in the paper, resulting in some unresolved variability in results. However, for a typical circuit even the simple model was able to greatly improve consistency of recovery data with variations being approximately halved by eliminating much of the anomalous variation arising from the lack of correspondence between head and tail when changes in head grade are occurring. Therefore, this permits genuine variations in metallurgy to be identified with greater confidence and thus operational shortcomings can be identified and addressed more quickly.

Jan 1, 2006

By C. P. Blair

In discussing so-called "volume rates" for the movement of coal, I start from one basic premise: That it is the job of the railroads to devise rates which will move the traffic, while at the same time assuring a fair return on their investment. No matter how reasonable and nondiscriminatory freight rates may be, if they fail to attract and hold traffic to the rails, they are utterly useless - both to the carriers and the shipping public. And it will be my purpose here to show that under certain circumstances the use of volume rates by the railroads enables them. to hold traffic which would otherwise be lost, and to avoid needless dissipation of revenues, Properly employed, volume rates should benefit both the coal industry and the railroads, I do not, however, advocate the discarding of the carload as the basic rate-making unit. Far from it. Sound operating reasons dictate the making of rates based on car- loads, and the tradition of carload rates has a firm foundation in railroad operating costs, many of which vary directly with cars handled. In short, the carload was, Is and, in my opinion, will continue to be the basis for most rail rates on coal, as well as on other commodities. But change is an inevitable result of progress, and we should not be so bound by tradition that we are unwilling to try novel methods of ate making, should the circumstances require, The modern rate maker must, now and then, run the risk of being called an iconoclast if he is to keep up with the times. As T will point out, volume rates were for many years rejected by both the Interstate Commerce Commission and the railroads, But now both the Commission and the carriers have come to recognize that under proper circumstances and conditions volume rates are a powerful and effective tool.

Jan 1, 1959

By S. D. Bechtel

Bechtel Civil and Minerals, Inc., one of the Bechtel group of companies, is a large engineering and construction firm that services the mining industry, among others. The firm's head, S. D. Bechtel Jr., comments on how his E&C company is dealing with the recessionary economy. First, he offered a historical perspective. About a half century ago-in the middle of the Great Depression-W. A. Bechtel and several business partners drew up a fixed price bid to build the Hoover Dam. At that moment in history, the W. A. Bechtel Co. was a modest success, but the times were troubled and uncertain. Money was scarce and a lot of contractors across the country were one project ahead of bankruptcy. The bid for Hoover was a make-or-break proposition for Bechtel, and it turned out successfully. The Hoover Dam was a no-frills operation in an isolated and harsh environment. There was plenty of hard work, long hours, and not many amenities. Controlling costs was critical. Everyone knew what had to be done, and why and what the consequences were. Today's Challenge Bechtel is now a bigger, more complex organization whose management views the current economic recession as a challenge to be met in much the same way W. A. Bechtel met the challenge of the Hoover Dam: by pulling together with a sense of purpose and direction. In many respects, Bechtel's situation today has a number of parallels to that which faced my grandfather. The company is eminently successful, but times are tough and there are plenty of signs that they could get tougher. My grandfather bet on the Hoover Dam to insure the future health of his company and I think we can work together again in that same tradition, make some tough decisions together, and the company's future can be just as promising. The first and most important requirement is to make certain that everyone understands the situation. The Bechtel group of companies are in an excellent financial position now. Its workload hit an alltime high in 1982 and it is well positioned in its principal markets. But the next two years may be critical for the company. Traditionally, Bechtel's work load lags behind general developments in the economy. Although many of its clients continue to suffer serious business difficulties, Bechtel is only beginning to feel the impact. The worldwide market for basic metals remains soft; relatively low prices and abundant supplies of oil and gas have flattened the petroleum market and made once promising synfuels projects economically unattractive; utility clients are still caught in the vise between overregulation and escalating costs. And persistently high, long-term interest rates have made capital investments expensive and difficult to justify. The company maintained a healthy workload through 1982. In some areas it has had little new work and consequently has been forced to lay off some staff as projects have been canceled or concluded. In other areas new work has tided the company over and more people have been hired. But new work bookings have fallen off, creating some uncertainty for the near future. 1983 requirements are clear, although seemingly contradictory. Belt tightening and cost reduction are necessary for Bechtel to remain healthy and competitive, enabling it to handle a possible further downturn with a minimum of turmoil and dislocation. At the same time, we need to allocate resources and funds in areas that will keep us positioned for the turn-around marketplace.

Jan 2, 1983

By Hans W. Schreiber

Most geologic and mining engineering consulting firms* began to experience the recession with declining billing levels, number of inquiries, and proposal requests in late 1981 or early 1982. As of today, most of them have been functioning at reduced income levels for nearly a year. And while many consulting firms have apparently reached a stabilized income level, they can see little prospect for attaining normal (pre-late 1981) billing levels and income for the remainder of 1983. A few firms have escaped being affected by the recession. Such com panies almost without exception are small (fewer than 20 personnel), offer a limited range in technical capabilities, and tend to be highly specialized in a particular niche. They include those specializing in the heap leaching of precious metals ores, in ground water testing programs, and in the derivation of computer-aided programs to monitor particular mineral processing functions. Those firms affected by the economic downturn have instituted a variety of policies and undertaken actions to cope with significantly reduced incomes to bring fixed costs in line with the depressed demand for services. These changes fall into the following broad categories: • management and management practices; • markets and market definition; • marketing and the pursuit of assignments; and • administration and personnel relationships. Not all of the perceived changes have necessarily been instituted by every consulting firm, and any one appears sporadically instituted. Management and Management Practices In favorable times the managers, and often the owners of the equity, of consulting firms tend to concentrate their attention on the part of the business they find most satisfying and enjoyable. For some, this means acting as project or assignment leaders, even undertaking a specific technical aspect of the job. For others, it means constant marketing with the associated heavy travel and entertainment schedules. In unfavorable conditions, such as the current recession, managers tend to spread themselves far more thinly, expending time and effort on all facets of the business including marketing, proposal preparation and cost estimating, budgeting, general administration, accounting and cash flow monitoring, project/assignment overview, and actual client work. The manager who in favorable times concentrated on client work is now less billable. The manager who concentrated on marketing is somewhat more billable. The manager now needs to pay attention to and expend equal effort on each facet of the business just to keep all the facets in relative balance. Falling behind schedule on a client job or carrying an unduly large percentage of accounts receivable exact a cost to the firm. Clearly the absolute cost to the firm is the same whether demand for service is good or slack. But in periods of slack demand the firm is frequently less able or even unable to bear such costs. Marketing and Market Definition Markets appear to have undergone some significant changes: • Federal and state governments have assumed a greater importance as providers of work vis-a-vis both industry and private groups. • Projects with increase-in-capacity aspects have given way to projects with maintenance or reduced operating cost aspects. • Projects searching for new deposits of minerals in generally new locations have given way to projects reviewing known mineral districts or known deposits. • Industrial mineral and mining companies have exhibited a great propensity to cut back the use of consultants and to undertake as much work as possible in-house. Further-more, a number of industrial mineral and mining companies have entered the competitive arena with consulting firms, submitting proposals (usually to the federal government) in an effort to keep their staffs intact and occupied. In response, consulting firms have reevaluated their capabilities by reviewing old work and reassessing personnel. The purpose is to broaden the services offered and the potential client base, thus redefining the available market. For example, a firm specializing in assessment of technical and cost parameters of a deposit would normally assist a prospective lender in judging the deposit's suitability for project financing. That same company could easily expand into the field of analyzing production costs for an individual operation -something that is needed in periods when lower prices reduce profit margins. Similarly, a firm that has confined such economic assistance to commercial banks could expand to provide its expertise to other lending and even equity buying in-stitutions such as insurance companies. Marketing and the Pursuit of Assignments With few exceptions, consulting firms have significantly increased their

Jan 2, 1983

By Simon D. Strauss

The recession that began in late 1980 has proved to be not only prolonged and severe, but in certain ways unique in its effect on the mineral industries among the periods of economic slowdown experienced in the Western world since the end of World War II. This time almost all minerals have been affected. In previous business turndowns, by contrast, some mineral sectors have with-stood economic adversity well. They experienced little or no adverse effect-thanks either to a strong secular expansion in the markets for their particular product or to specific factors that caused demand to be well maintained. For example, aluminum, molybdenum, and nickel are three metals that enjoyed extraordinary growth in applications during the years 1946-1973. These metals were little affected during the recessions that occurred in that era. Similarly, coal did not suffer a pronounced drop in sales in the 1974-75 turndown because, with the price of oil rising sharply, a switch away from oil and back to coal was clearly indicated for some energy-intensive applications. Oil itself was largely impervious to the ups and downs of the business cycle until very recently. And the precious metals, gold and silver, have often been regarded as benefiting from reduced economic activity because labor becomes more available, productivity rises, and operating costs diminish. In the current recession, however, no major mineral has escaped the broad trend. The secular growth factors that were previously so evident for aluminum, molybdenum, and nickel have disappeared, at least temporarily. The stable pricing behavior that previously characterized all three of these commodities has been replaced by extreme price weakness and apparent inability of the major producers to continue their roles as market leaders. Coal and oil both have suffered from a sharp drop in energy requirements. There are those who now anticipate a collapse of the market control over oil prices so clearly exercised by OPEC since 1973. If oil prices are no longer effectively controlled by the governments of the exporting countries, then coal prices are also certain to be affected. And the combination of high interest rates, tight money, and a change in public perceptions of precious metals put the skid under gold and silver quotations in 1981 and early 1982. Although inflation has been viewed as the scourge of most Western countries ever since the oil crises of 1973-74, prices-in constant dollars-of most minerals have not risen. On the contrary, with the exception of the precious metals and oil, for most minerals the prices that prevailed at the end of 1982 were close to the levels of the Great Depression of the 1930s in constant dollar terms. Table 1 compares prices for copper, lead, zinc, and aluminum at the end of 1982 with the average prices in 1934, stated in constant 1967 dollars. This emphasis on prices for mineral commodities reflects the fact that profits of mining enterprises vary directly with the level of prices. Manufacturing and retailing enterprises march to a different tune. They establish sales prices based on costs. Their profits tend to vary with volume. Commodities are for all practical purposes fungible, that is the advantages of known brands in marketing manufactured goods have little application in a commodity market. Thus the individual seller of minerals is unable to establish his sales prices. Except where a monopoly is present, he must sell at the going market. His option is to abstain from selling if he finds the price unremunerative. In past recessions, some mineral producers chose to do precisely that-either accumulating a substantial share of their output in inventory or, in prolonged downturns, abstaining from production. During the current recession, however, private-sector mining companies did not have the option of accumulating inventories to any great extent. Capital costs for new mineral projects or for expansion of existing facilities have escalated at an alarming rate since the early 1970s. Added to this has been the heavy cost of installing pollution control or safety equipment to comply with the regulations adopted in most industrialized countries (and particularly the United States) since 1968. The consequence has been that the financial position of most major mineral enterprises in mid-1980 was already strained. To finance increased inventories meant incurring additional funded debt at high interest costs, thus impairing the concern's credit rating. Management Choices Private-sector managements have had to face up to the alternative of either continuing to produce at an unchanged rate and marketing output at unremunerative prices or reducing output. The latter has meant either operating at a curtailed rate, with con-

Jan 3, 1983

By Franklin J. Stermole

The current financial state of the mineral industry, in general, is bad. Economic prospects for improvements in the near future are uncertain. What will improve mineral investment economics so the mining industry can return to a more normal (in terms of past experience) production level? Basically, mineral commodity prices must rise. They must rise to economically justify reopening closed mines and for management to seriously consider expansion or development of existing and new mines. With the worldwide economy depressed for more than a year now (longer for most segments of the mineral industry), supply/demand relationships for mineral commodities are such that prices are depressed-except for precious metals. In investment analysis of the economic potential of existing or new investments in any industry, product price generally is one of the key parameters having great impact on the economic viability of projects. Petroleum and synfuels industry development contracted last year for the same product price reasons that have brought mineral industry development to a standstill. Much of the new mine development activity now underway or in the serious planning stages around the world involves precious metals ore body development simply because precious metal prices are high enough now or are projected to be high enough in future production years to give overall satisfactory project economics. It will take significant improvement in nonprecious metal mineral commodity prices in 1983 to develop significant new mine investment interest except in very high grade ore body special situations. Mineral Investment Decision Making Before progressing further with the discussion of mineral investment considerations for the coming year, it should be emphasized that mineral investment decision making-like all industry or individual investment decision making does not relate just to economic considerations. Investment decision making should and generally does involve three analyses: • Economic analysis • Financial analysis • Intangible analysis Economic analysis evaluates the relative economic merits of investment situations from a profitability viewpoint based on discounted cash flow analysis of projected investment revenues and costs. Financial analysis, on the other hand, refers to where and how the funds for proposed investments will be obtained. Regardless of the project's economic potential, if you can't finance it, the project will not be done. Intangible analysis considers factors affecting investments but which cannot be quantified easily in economic terms. Typical intangible factors are legal considerations, public opinion, goodwill, environmental and ecological impacts, and regulatory or political considerations, to name a few. New mine development investment decision making in the US has been impacted heavily by intangible considerations in the past decade and will probably continue to be impacted by them in 1983. There is a common tendency in literature and management practice to interchange the terms economic analysis and financial analysis. This often leads to confusion about the rationale for investment decisions. For example, in the past year a majority of companies in all types of industries cut back budgets for new projects. Often this was done not because new project economics were unsatisfactory, but because cash flow from existing operations was reduced compared to previous years due to the recession, and debt service requirements were high from existing loans so new borrowing was undesirable. For financial reasons, in other words, many projects were shelved last year. That included some precious metal mining projects and many petroleum projects. Many other projects were shelved for economic reasons (sometimes combined with financial reasons in the case of marginal economic projects). New mine development for copper, lead, zinc, molybdenum, iron ore, and synthetic fuels are a few examples. Economic Uncertainty and Financial Considerations Mineral project analysis has always involved a lot of uncertainty with respect to determining ore grades, tonnage of producible reserves, operating and capital cost projects, and mineral commodity prices estimates. The wide swings in mineral commodity prices in recent years and the almost impossible task of projecting future prices with any degree of confidence or accuracy concerns mineral project investment decision makers. In developing a new copper or silver mine, it is not today's price of copper or silver that is relevant to economic analysis of the mine, but what the price will be during the producing years. There is no way to avoid projecting the escalation (or de-escalation) effects on revenues and costs. To analyze a project in terms of today's dollar revenues and costs implicitly assumes that escalation will not change today's project costs and revenues; or that, if they do change, the project economics will be unaffected by the changes. This often is not the best or even a realistic assumption. The inherent uncertainty associated with historical mineral price swings is exacerbated in 1983 by the uncertainty of when

Jan 2, 1983

By Kenton E. McElhattan

Financial analysts have often called National Mine Service Co. the only "pure play" company to the mining industry, meaning that an investment in NMS is an investment in the mining industry. As a leading manufacturer and supplier to the industry, National Mine Service does enjoy a close and direct relationship with mining. It is the only independent company that offers products and services that include mining machinery, health, safety, instrumentation, mine supplies, and reconditioning services for hydraulics, electronics, and machinery. But what is a positive relationship in periods of economic upturn can be eauallv as negative during the downturns. In fact, National Mine Service has felt the resounding blows of the current recession in the mining industry. Two-Fold Strategy Rising unemployment, corporate losses, bankruptcies, and mine closings in particular have directly affected NMS. But the company embarked on a strategy several years ago that included a two-fold approach to becoming less dependent upon the vagaries of the US coal industry. One strategy was to develop additional products and services for other mineral industries such as potash, trona, and salt and, where possible, apply the technology developed for the mining industry to industrial markets. The other strategy was to become a more international company. The objective was to make export sales a minimum of 10% of total corporate sales. Even today, NMS believes this is a good strategy as opposed to diversifying because its expertise is in mining, not in other areas. A review of NMS's fiscal 1982 annual report indicates that the company's strategy did begin to pay off. 1982 was a turnaround

Jan 2, 1983

By Graham J. Morgan

The following material is excerpted from a presentation Mr. Morgan gave recently to representatives of the financial community. Introduction 1982 was a period of challenge for United States Gypsum Company because of reduced market opportunity. Housing starts for the first 10 months averaged a seasonally adjusted annual rate of 1 million units, 9% below the comparable 1981 period when housing starts were the lowest in 35 years. Industry gypsum board shipments declined 9% from the already low levels of the same period in 1981. US Gypsum met the challenge with stringent cost reduction programs and aggressive action in the marketplace. In late 1981, anticipating market deterioration, the company's management adopted strategies to focus on two shortterm objectives: • Adjust operations to perform profitably in view of limited opportunities through more efficient operations and asset management. • Continue to strengthen U.S.G.'s resources and ability to take advantage of important market opportunities as the economy improves through selective expansion of production capacity in key growth markets. Concentration on these two objectives resulted in a nine month performance in 1982 that, while certainly not satisfactory by company standards, compared very favorably with that of principal competitors in terms of net earnings, margin on sales, and return on average stockholders' equity. To counteract limited market opportunities, U.S.G. focused on productivity improvement, cost reduction, expense control, and maximization of market penetration. Energy Use Improving performance encompassed all segments of operations. For example, efficient use of energy was a significant factor despite lower operating rates at most plants. Overall, in the third quarter of 1982 versus 1972, the company used 27% less energy per unit of production, a savings of $15 million in that quarter alone. These continuing improvements helped to partially offset constantly rising energy costs. A number of operations achieved superior results in the first nine months of the year compared with the same period in 1981. For example, gypsum board plants in Jacksonville, FL, and Sweetwater, TX, recorded 8% and 7% reductions, respectively, in energy use per unit of production. Paper mills in Oakfield, NY, Galena Park, TX, and Kansas City, MO, each reduced energy use more than 12%, while the Greenville, MS, ceiling products facility achieved a 16%o reduction. Safety Safety is another important element that received increased attention. U.S.G.'s safety performance over the past five years has consistently improved. In 1981 it was five times better than that of the gypsum industry; nearly 10 times better than all industry as measured by the National Safety Council; and almost 20 times better than all US manufacturing as recorded by the Bureau of Labor Statistics. In addition to human concerns, this excellent record results in significant dollar savings that directly affect company results. In 1981, U.S.G.'s pre-tax savings in claims, premiums, and related expenses were about $20 million compared to the industries in which it competes. For the first half of 1982 performance improved further, with a cumulative lost workday incidence rate per 200,000 man-hours worked of only 0.27, an all-time record. Expense Control Careful control of inventories and receivables also received special attention. As of Sept. 30, 1982, inventories were 29%, or $44 million, below the level of Sept. 30,

Jan 2, 1983