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Remarks of Mr. Robert W. Hunt, General, Superintendent, Albany and Rensselaer Iron and Steel Company., Troy N. Y.—In discussing Dr. Dudley's two most interesting papers, I feel a natural hesitancy in disagreeing with conclusions formed after such careful and conscientious work. But I think he has made his deductions from too meagre premises. The analyses of but twenty-five samples are entirely too few to justify the establishment of so important a formula. When we consider that he indirectly proposes to regulate an interest amounting, even at the present low prices, to over $20,000,000 per annum, we may well hesitate before accepting a formula based upon the chemical and physical analyses of but twenty-five steel rails. Dr. Dudley touches the keynote in referring to the proposed labors of the Government Test Commission. They based their hopes of attaining success upon the chemical and physical analyses of a very large number of samples, and in the only branch of investigation which the short-sighted policy of Congress has allowed them to complete, i.e., chain cables, we find that a dozen, twenty-five or one hundred tests gave no satisfactory results. It was only after many hundreds that they were enabled to' draw conclusions. There are so many circumstances hearing upon the life of a rail, that the task of extracting a correct result seems herculean. I presume I am right in stating that in our Northern latitudes early winter and spring months witness the breaking of the greatest number of rails, thus seeming to prove that an unstable road-bed has much to answer for. Then, again, broken and flattened wheels must be taken into account, but I am convinced that more rails have been broken by the treatment which they received before leaving the rolling-mill

Jan 1, 1879

Remarks Of Mr. Robert W. Hunt, General Superintendent, Albany And Rensselaer Iron And Steel Company., Troy N. Y. - In discussing Dr. Dudley's two most interesting papers, I feel a natural hesitancy in disagreeing with conclusions formed after such careful and conscientious work. But I think he has made his deductions from too meagre premises. The analyses of but twenty-five samples are entirely too few to justify the establishment of so important a formula. When we consider that he indirectly proposes to regulate an interest amounting, even at the present low prices, to over $20,000,000 per annum, we may well hesitate before accepting a formula based upon the chemical and physical analyses of but twenty-five steel rails. Dr. Dudley touches the keynote in referring to the proposed labors of the Government Test Commission. They based their hopes of attaining success upon the chemical and physical analyses of a very large number of samples, and in the only branch of investigation which the short-sighted policy of Congress has allowed them to complete, i.e., chain cables, we find that a dozen, twenty-five or one hundred tests gave no satisfactory results. It was only after many hundreds that they were enabled to draw conclusions. There are so many circumstances bearing upon the life of a rail, that the task of extracting a correct result seems herculean. I presume I am right in stating that in our Northern latitudes early winter and spring months witness the breaking of the greatest number of rails, thus seeming to prove that an unstable road-bed has much to answer for. Then, again, broken and flattened wheels must be taken into account, but I am convinced that more rails have been broken by the treatment which they received before leaving the rolling-mill * The remarks of the participants in this debate have been written out by the speakers, and are here given without any attempt to retain the order of the dis¬cussion. While the report does not, therefore, preserve the vigor and spontaneity of the debate, it is believed that it gains in value by giving the matured views of the speakers. The continuation of this discussion at the Pittsburgh Meeting, May, 1879 (beginning with remarks of Mr. Cloud on page 401), is appended for convenience of reference.-T. M. D., Sec'y

Jan 1, 1879

By Walter L. Fisher

The public interest in the Alaskan situation is such that, with the consent of the President, I have concluded, at the request of the American Mining Congress, to make at this time a candid, if somewhat informal, expression of the views I have formed as Secretary of the Interior, under whose official supervision much of the administration of the Territory is now placed. Pressure of other matters imperatively requiring attention has prevented their presentation in as precise and comprehensive a form as I had hoped. The absence of the President from Washington has also prevented the submission to him of what I have prepared. I wish to say, however, that no one is more earnest than he in the desire to see a policy of prompt and wise development inaugurated in Alaska, and that the general policy contained in this address has been discussed with him, meets his approval, and will have his support. I have recently returned from an altogether too brief but nevertheless a most interesting and profitable visit to those portions of Alaska that are more immediately involved in the questions now under public consideration. Favored by extraordinary weather and the cooperation of steamship and railroad lines and the assistance of all of the governmental agencies, including the Revenue-Cutter Service, I visited every port in Alaska that seems likely in the near future to become an important entrance to the country. I examined all of the harbor and town sites which for this purpose have attracted any considerable public attention. I traversed the entire length of each of the three railroads that have been constructed in the Terri.tory and made a short trip from White Horse down the upper Yukon. Both before and during the journey I examined a mass of books, records,' and papers relating to the country and its resources. I had conferences with official committees representing the principal communities I visited and with numerous individuals, residents both of the coast and of the interi.or, and conferred with engineers, miners, prospectors, railroad officials, business and professional men.

Jan 1, 1911

By Paul D. Tomlingson

The difficult and often harsh working environment of the mining industry can stress both personnel and equipment to the extreme. Often, the unintended consequences of this environment lead to confrontations between departments, as each goes about its tasks of mining, maintaining or supporting these activities. On occasion, the confrontations may result in criticism of other departments for perceived or real sins or omissions. The offended department may not be able to change the circumstances, but can only complain while frustration persists. The most effective solutions are the actions of the mine manager. By establishing mutually supporting roles of each department and specifying conditions for the interactive conduct of maintenance, the mine manager can better assure that the inherent problems of the mining environment are neutralized.

Jan 1, 2011

By Timothy C. Siegel

This report presents the results of a synthesis on the design and analysis of ground improvement for liquefaction mitigation. The synthesis included an industry survey concerning the practice of ground improvement for liquefaction mitigation. Participation in the survey was solicited by advertisements in several trade magazines and by e-mail for the DFI membership. The survey participants numbered 150. Their professional roles include consulting engineers, specialty contractors, design engineers, government engineers, and academicians. They represent a variety of geographical areas including North/Central/South America, United Kingdom, Middle East, Caribbean, Hawaii, Japan, India, Egypt, France, Australia and New Zealand. Upon completion of the survey, several professionals in the field of liquefaction and ground improvement were interviewed for them to elaborate on the survey results. The interviews are included in the Appendix of this report. Financial support for the project was provided by DFI and Dan Brown and Associates PC. The concept of the liquefaction mitigation synthesis was developed by DFI?s Ground Improvement Committee in recognition that: (a) The results of recent research and post-earthquake reconnaissance have challenged previously longheld beliefs about liquefaction and associated mitigation techniques, and; (b) The DFI membership and the engineering/construction industry are interested to know if and how engineers and designers are subsequently adjusting their practice in consideration of recent research and post-earthquake reconnaissance. For more detailed information on recent research and post-earthquake reconnaissance, presentations are available from the State-of-the-Art Forum: Liquefaction Consequences and Mitigation that was held in St. Louis in 2012. A commentary of the state-of-practice in ground improvement for liquefaction mitigation (prepared by DFI?s Ground Improvement Committee) is included in this issue of the DFI Journal. The author would like to thank the participants of the survey and especially Mr. Mike Jeffries, Dr. Les Youd, and Dr. Ikuo Towhata for their willingness to share their expertise in interviews. The author also acknowledges Mary Ellen Bruce of DFI, Billy Camp of S&ME, Inc., and Marty Taube of DGI Menard (and Chair of DFI?s Ground Improvement Committee) for their signifi cant contributions.

Aug 1, 2013

Mine Evaluation Engineering , Operational and Social evaluation. Focus is on what opportunities are available. Social ??History ??Past Management Practices ??Community / Available labor force Mining Method / Equipment ??Competent rock ?little support required, no backfill ??Shallow mining ?ramp mining, no shafts or hoisting ??Large scale mining potential ??Simple rock breaking and crushing on surfaceMill Process ??Straightforward gold liberation process Create a Plan / Create a Team Following the feasibility 44-101. Key people were hired and a full operational Business Plan was developed. Focus is on how to get the job done. ??Scoping Study / Pre-Feasibility / Feasibility ??Operational Business Plan ??Hire key people ??Purchase key equipment

May 1, 2006

By Emily Rose

The concept of risk management is applied to multiple aspects of the mining lifecycle including safety, mine design, business plan—anything that affects getting the ore to the mill for production. However, risk management is not a topic that can readily be taught in universities. Many situations require knowledge gained from experience to know how this impacts current and future operations. Recent graduates, who must develop and apply decisions based on geotechnical monitoring, likely have not developed “operational experience” and may not be aware of options and typical applications. Thorough resources that explain different monitoring systems, and when and how to implement them, are available for geotechnical professionals. Accessibility to this information can often cause information overload, leaving one unsure of where to start, without knowing where to start. This paper is intended to serve as a high-level overview of development practices, levels of risk, and risk tolerance for entry-level geotechnical and mining professionals who do not come from a geotechnical background. Summarized detail on typical monitoring practices, types of instrumentation, and how to communicate what the data indicates to key stakeholders are provided.

Feb 22, 2026

By Karl J. C. Harries

"2.1. INTRODUCTIONNo agreement can be perfect in the sense that it contemplates and provides for all eventualities. Mineral acquisition agreements are usually negotiated and drafted at a time when an orebody is no more than a gleam in a geologist’s eye, so it is hardly possible to provide for development and operation in other than the most general terms. However, an agreement that stops short of contemplating the possibility of an orebody and production is ill-advised. Accordingly, it is important to provide procedures to make decisions that will let the project proceed, even in the face of a fallingout between parties. Whether the parties are shareholders in a corporation or venturers in a contractual common undertaking like a joint venture, differences of opinion and disputes will occur. Unfortunately, more and more are ending up before the courts. Besides greed and the growing tendency in society to fight rather than talk, there are other factors that contribute to the increase of litigation. In some jurisdictions, agreements have tended to become complicated, often defying interpretation, even by a lawyer, and explorationists want their budgets to go into the ground as constructive work rather than into a lawyer’s pocket. All this has led to a growing tendency for corporations to take the attitude that the chances of finding a mine are, at best, marginal and there are lots of earlier agreements in the files to draw from, so why not prepare their own agreements? As discussed in the preceding chapter, this can be folly. All these factors can quickly have parties facing each other in court while a project sits idle. Added to this is the problem that, in some jurisdictions, lawyers may take cases on a contingency-fee basis, sometimes promoting the pursuit of a nebulous claim.When an orebody is discovered, someone will always want some, or more, for himself. There is a breed of “prospectors” who prospect for legal actions, on the somewhat sound grounds that a major corporation will buy off nuisance litigation, rather than incurring the cost and effort of attacking even a poorly founded claim in the courts. They may even find a winner. Besides, it is far more comfortable and relaxing to prospect for problems and legal niceties than to prospect for an orebody.1 In short, it is appropriate to consider briefly some of the factors relating to lawsuits and judgments. Although many of the comments are made in the context of the common law and the Canadian legal system, most of the concepts and suggestions are applicable to any legal system."

Jan 1, 2003

By T Horberry

This paper describes work conducted as part of an overall research project that aims to identify current and emerging trends in the development of automation and remote mining technologies, and to provide an operator-centred perspective to the design and deployment of such systems. More specifically, this paper outlines a research and development process being constructed to examine the issues of the human skills and capabilities required to operate or maintain automated/remote controlled mobile mining equipment. A human factors approach presented here, where the focus is upon designing equipment interfaces to fit operators, rather than purely designing and deploying the equipment based on a technology-centred approach. However, the importance of training to help develop the required skills and capabilities is also emphasised.The work built on a full review of the literature about the effects of automation in mining and elsewhere, extensive interviews with different stakeholders in mining automation and recognised best practice regarding designing for the human element in automated systems. The human element research and development process proposed is in four stages, ranging from understanding the tasks involved in both manual and automated equipment operation through to user trials to ensure that the automated systems are acceptable to operators and are fit for purpose.It is outside the scope of the current paper to present the full data collection described by this four stage process, but an overview of what will be collected is presented. As such, this paper focuses on the broad methods being developed, rather than the specific results to be obtained. The ultimate objective is to apply a broad ‘technology assessment’ approach to the design, deployment and evaluation of automated mining technologies, in particular by considering the user-centred design implications of these technologies.

Nov 22, 2011

By A. Roy MacLean

This paper outlines the changes in modern-day coal mining that have been brought about by the increased cost of labour and the use of new and highly efficient equipment. In the latter category are mentioned the ramp-plate, the Bretby cable carrier, armoured face conveyors and the shearer-loader. Greater productivity and increased safety are emphasized.

Jan 1, 1969

By Brian FitzPatrick, Michael J. Weaver

Everyone has a role in site safety, even consultants. This paper presents a summary of how a geotechnical and environmental consulting firm, with field staff on construction and subsurface explorations sites, engaged their staff and leveraged relationships with contractors to assess the construction related risks to which its staff members are exposed. These findings were then integrated into their technical training materials for both new staff and those needing a refresher, so that safety is discussed at the same time as the technical work and not treated as a separate topic. The paper outlines the process of identifying and evaluating the construction related risks that staff members face and presents examples of how the consultant can engage contractors in the process. By doing this, knowledge can be shared and there is a better mutual understanding of the risks associated with common construction and exploration related field tasks. The work resulted in an increase in staff engagement in safety, a better understanding of the true risks that staff face in the field, better relationships with contractors, and lower safety metrics. HISTORY At Haley & Aldrich, Inc., we renewed our safety journey in May 2012. Like many others, we had concerns over injuries our staff experienced in the three previous years, and a potentially significant utility strike we experienced while excavating a trench. In 2009, 2010 and 2011 we experienced an increase in recordable injuries, including two significant injuries, which caused our Experience Modification Rate (EMR) (see note below), Total Recordable Incident Rate (TRIR), and Days Away-Restricted, and Transferred Rate (DART) to rise significantly. See Fig. 1 for details. This caused us to step back and review our approach to safety, and our “safety culture”. The rise in reportable incidents and injuries also corresponded to the beginning of a growth period for the company.

Jan 1, 2019

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

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

Jan 10, 1999

By Karl J. C. Harries

"12.1. NO DEPRECIATION/GAAPAll calculations and computations relating to the Royalty shall be carried out in accordance with generally accepted accounting principles consistently applied to the extent that such principles are not inconsistent with the provisions of this Schedule and the agreement attached hereto, it being specifically agreed that nothing herein contained shall permit, or be construed to permit, the Operator to deduct any amount for depletion, depreciation, amortization or any deduction that represents a non-cash outlay.Comment: In cases like net profit royalties where recoupment of prior expenditures is permitted, care should be taken to avoid any implication that depreciation may also be taken. It is only logical and equitable that Property Owners should not be permitted an apparent ability to “double dip” with respect to deductions. A provision like this example should accomplish the task. It will be noted that the example specifically contemplates that the negotiated arrangements will prevail over any requirements of GAAP. Accordingly, if the parties agree to an unusual formula for recoupment, it will not be set aside to accommodate GAAP requirements. Under GAAP, revenues and expenditures are accounted for on an accrual basis. In addition, it specifically prohibits the taking of non-cash deductions, which is in keeping with the concept of recoupment.Although in some ways the example states the obvious and could be considered redundant, its presence, especially in provisions contemplating recoupment, makes it clear to the financial people that there may well be some variations from normal practices dictated by GAAP, while at the same time confirming the availability of GAAP to fill any voids.The accounting profession often makes the caveat that application of GAAP is an “art”, not a “science”. GAAP do not provide a cure-all and can create problems that will have to be addressed. For example, GAAP contemplate that asset costs are to be reduced by investment tax credits, which can cause a problem for a payor with more than one mine."

Jan 1, 2003

By Sir Stopford Brunton

Gold was first found in Nova Scotia about 1830-40, but its significance at that time was not appreciated. Probably the first discovery that resulted in any work was made by Lieut. C. !'Estrange, at Mooseland, on the Tangier river, in 1858.1 Since that time gold has been mined with varying success until now, and from 1868 onwards work has never altogether ceased. Gold mining in Nova Scotia is at the moment under a cloud, and the idea generally accepted by most people is that it has failed in the past, and that there is no prospect for it in the future. The actual reasons for the present situation have never been carefully analysed, and it seems a good thing to see what really is the state of the case and whether or not this general idea is worthy of credence. It is the purpose of the present paper to analyse the situation in the light of present knowledge, and to set forth some data which may assist in the future development of the Province.

Jan 1, 1926

Exploring long-term future possibilities for your business and methods for achieving them are critical functions of leadership. More than ever, strategic initiatives today have to be planned and delivered in an environment of disruptive change û driven by shifting business or regulatory imperatives, new technologies and global economic change, and diverse stakeholder interests. The notion of The Future as a single inevitable outcome is obsolete. There are many possible futures. This paper explains an innovative process û known as scenario planning û to help executives in the construction and testing of longer-term strategies to deal with uncertainty.

Jan 1, 2006

Water quality standards for some of the substances likely to be discharged to natural waters by the mining industry are discussed. After briefly examining how uses of water can be affected by discharges, standards for suspended solids and turbidity, pH, and toxic materials are considered. Heavy metals are examined in some detail because of recent public concern regarding their discharge. Caution is given in connection with their analysis at the very low concentrations required for management of natural waters. Finally, the issues of what constitutes a water right concentration compliance breach, and the appropriateness of biological monitoring as a condition on a water right are raised.

Jan 1, 1986

By S M. Stewart

Industry, especially extractive industry, must now give serious attention to the impact its operations have on the natural environment and on the economic, social, and cultural context within which it operates.   While this obligation is statutorily managed, there has been a recent shift towards a culture of self responsibility. Industry is now talking about earning its ôsocial licence to operateö and the importance of maintaining the ôtriple bottom lineö, thus adding environmental and social performance to the usual financial criteria used to measure organisational performance. The social context within which companies operate has also become more sensitive with industry responding to a growing public expectation that it conduct itself in a way that strives for sustainability by operating and developing in a way that meets the needs of the present without compromising the ability of future generations to meet their own needs.   There are glowing accounts of industries engaging and collaborating with the communities within which they are based. In amongst these are also some disasters which result from cultural assumptions, industry created dependencies and the failure to attain community buy-in despite significant investment by the industry involved.   There are also remarkable stories of communities, and action groups within communities, being a significant catalyst for positive change of their natural, cultural and social environment. In amongst these stories there are also accounts of long and drawn out battles; adversarial situations where no one wins; a litany of mistrust, tricks and tactics, with the better resourced party ultimately achieving its primary objectives at the cost of the other (and at the cost of any potential fruitful, mutual relationships).   So what makes the difference in achieving the positive rather than negative outcomes? The answer lies in the way the outcomes are achieved. Building relationships based on good communication, respect for divergent views, mutual understanding, and the development of trust and empathy, makes it possible to identify shared goals and objectives that best meet the needs of all parties.   Research indicates the mining industry is making good progress in developing policy and commitment to community development and engagement but that, ætranslating commitments into improved practices at the site level remains one of the industryÆs toughest challengesÆ. (Australian Government - Community Engagement and Development Handbook October 2006 @ page 49.)   This paper considers the merits of a process of community collaboration and what it has to offer in terms of meeting that challenge.

Jan 1, 2007

By Earl A. Berry

Someone once said, "The safest mine is one in which no one goes into." We all recognize this as being perhaps wishful thinking. We also recognize in it a certain amount of truth and an ultimate goal if we are optimistic. All of us are aware of the many things that have been done, are being done and will be done to reduce manpower in mining. For those of us; who are optimistic about this ultimate goal it would appear from the records-we are more than well on our way to the so called safest mine. Let us see what has been done in the past 20 years. T e period from 1935 to 1956. For example in the coal mining industry: In 1935 there were employed 462,903 men who produced an average of 805 tons per man per year or 4.50 tons per man per day. In 1955 there were employed 225,093 men who produced an average of 2,064 tons per man per year or 9.84 tons per man per day. There are no comparable figures compiled for the metal mining industry as a whole that can be broken down in this manner. However, from examination of figures available for different groups in metal mining there is a trend similar to that in coal mining. No-dbout the above figures reflect the intense development and perfection of machines and mining systems to tear out, transport and process our mineral wealth. The figures also show the mining industry has been able to double its production and at the same time reduce its manpower by half. When you compare the number of men employed today with the number which would have been employed 20 years ago to gain todays production at that time it become apparent that greater safety has been accomplished. For example the years 1935 to 1956 for all mining show. In 1935 there were approximately 649,226 men employed in mining and reports show 1,399 fatalities and 74,913 non-fatal injuries. In 1955 when there were 313,883 men employed in mining 496 fatalities and 25,365 non-fatal injuries were reported. To have produced the same tonnage of material in 1935 that was produced in 1955 it would have required the employment of approximately 1,298,452 men. 2,798 could have been fatalities and 149,826 could have had non-fatal injuries. You can now measure the full impact of what has been accomplished in the past 2o years by the aggressiveness of mine management, the wizardry of our engineering personnel and the thoughtfulness and devotion of our safety people and their programs. Therefore, there is a trend towards the goal of our opening statement. We whoare toptimistic believe this trend will accelerate at a-faster pace. Why? Because anyone engaged in the mining industry today can well afford to invest a minimum of $30,000.00 in capital equipment todisplace the labor of one man. This fact alone is a terrific incentive for mine management to apply and manufacturers to develop equipment of a type to get the men out of the mine. Now you can determine this problem not only becomes one of safety but also one of economics, When productivity is stepped up and manpower reduced management is learning the hard way what it means to them; in the profit and los s column when a few minutes of delay or downtime of costly machines and processes occur. They have learned that fast and efficient communication systems are the best means of combating breakdown, delays, bottlenecks, supply problems, the saving of lives and property and increasing production. One large western metal mine was able to increase Its tonnage by 4000 tons a day by using modernup to date electronic type communication system. The National Coal Board of Great Britain recently allocated 45,000,000.00 to study and develop faster and more efficient communications when a survey indicated what a serious bottleneck poor communication in their present systems of mining turned' out Lobe.

Jan 1, 1958

By Scott G. Britton

Mine exploitation is a broad subject whose focus is the technical skills or efforts needed for the extraction of mineral from a known ore body. Mine exploitation can be considered the very core of the mining engineering discipline. It begins at the conclusion of the exploration and development stages of mining and ends when the ore body is exhausted and the mine (or mines)closes and is reclaimed. Section 8 on mine exploitation is comprised of seven chapters: (1) classification of mining methods, (2) mine surveying and mapping, 3) systems engineering, (4) computer methods, (5) labor relations and training, (6) management and administration, and (7) mine closure, sealing, and abandonment. Each chapter focuses its efforts towards providing detailed and useful information for the engineer on basic mine exploitation principles. The information can be applied to a broad range of mining problems without regard to mineral type or mining method.

Jan 1, 2008

By Geo. E. Cole

A GREAT deal of time and energy is now being devoted to the study of post-war reconstruction and rehabilitation, in spite of the fact that as yet we have not won the war in which we are presently engaged. If you feel that the study of post-war problems takes our thought away from the problem immediately before us, you may well query, "Well! What has all that to do with winning the war, our most urgent problem today?" The answer has been given by Principal James of McGill University, Chairman of the Cabinet Committee on Reconstruction: "Reconstruction is something which must be thought of in advance, partly for the purpose of recognizing exactly the influence of war-time activities, controls, and regulations on the post-war Canadian scene. Many people are acutely interested in this great problem. It is not that they are not interested in the war itself, or epochal events that are taking place from day to day. They have a vision of that future which they hope will be Canada's, and this vision inspires them to even greater efforts at the present time". The trend of events would indicate that changes, economic and industrial, after this war will be greatly out of line with those that followed previous wars in history, for the present struggle has involved every nation in the world. In the peace that will come, every engineer will have a task in bringing the most desirable order out of the most distressing chaos. We certainly are living in a changing world; we are witnessing geo-graphical and economic readjustments that no other generation in world's history has ever witnessed. And there is an opinion gaining strength in our Dominion, as in other lands, that after this war we shall live in a world in which our process of thinking and our very way of life will have to undergo drastic changes to cope with the new order of things. Sadly our world of today has had to revise the sublime vision that nation shall not lift up sword against nation, while salvage operations continue to beat ploughshares into tanks and the peaceful pruning-hook into a weapon for the deviltry of the commando.

Jan 1, 1943