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Jan 1, 1907

Jan 1, 1952

Jan 1, 1944

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Jan 1, 1907

[Executive E. DEGOLYER, Chairman SYDNEY H. BALL WILLIAM H. Bassett RICHARD PETERS, JR. J. V. W. REYNDERS Finance GEORGE D. BARRON, Chairman H. A. GUESS GEORGE OTIS SMITH]

Jan 1, 1928

Jan 1, 1910

By Sidney Swensrud

ABOUT a year ago, I attempted in a general way to trace the origin and development of some of the marketing problems of the petroleum industry, and to describe certain trends which it then seemed possible to foresee. To summarize briefly, it was pointed out that the consumption of gasoline, after increasing for more than a decade at an almost unbelievable rate, was slowing down, but that the two factors which determined the supply of gasoline-namely, the production of crude oil and the percentage of gasoline derived therefrom-were tending steadily to mount. It was suggested that, while the increase in gasoline outlets began with and probably was justified at the start by the rapidly increasing demand, long after all reasonable requirements as to number of outlets had been met the number continued to increase-if anything, at a still more rapid rate-because by that time the overproduction of crude had begun to exert an impelling urge upon the owners of that crude to seek assured outlets for it in the form of gasoline. As more and more companies became integrated all the way from crude oil to marketing, there took place an ever-increasing competition among them, not only for the existing outlets but for new ones. The wide margin between wholesale cost and retail price, which is characteristic of the early stages of most new industries, persisted in the oil industry longer. than in most industries, for various reasons. The existence of that wide margin provided in large measure the means of attracting new outlets, for as the gallonage per outlet declined with the increasing number of outlets, competing companies simply offered the dealers a larger part of the total margin. The very nature of competition suggests that such a process would continue until practically all of the available margin was thus given away, and such was clearly the, tendency. It was a system that in turn produced increasing marketing expense per gallon on account of the -diluted gallonage per outlet; this increased expense might seem to have provided a justification for continuing wide margins. Economics, like its parent, nature, however, progresses by mutations and so began to throw out new types of marketers, in the form cf tank-car service stations, cut-price jobbers, and the like-heretics or

Jan 1, 1932

New Mexico School of Mmes, and State Bureau of Mmes and Mineral Resources, Socorro, N. M E. H Wells, President and Director Available publications of the State Bureau of Mines and Mineral Resources of the New Mexico School of Mines are: Bulletin 4, Fluorspar in New Mexico (1928), 60 cents; 5, Geologic

Jan 1, 1933

UNIVERSITY OF ALABAMA University, Ala. MINING AND METALLURGICAL SOCIETY James W Stewart UNIVERSITY OF ALASKA College, Alaska MINING SOCIETY OF THE UNIVERSITY OF ALASKA Guinn Metzger UNIVERSITY OF ARIZONA Tucson, Ariz. MINERS, SOCIETY H. Krumlauf

Jan 1, 1951

By Richard M. Foose

WOULD you like to find a large new ore deposit next year? The answer is as obvious as the question is foolish. But perhaps the question does have some merit if we alter it slightly and ask: What are you doing about finding new ore? This one is more difficult to answer. Possibly you are doing nothing about finding new ore because you have proved reserves for many future years of production. Others may be investing some small percentage of time, effort, and money in mineral exploration, and reserves may be currently adequate, or inadequate, in terms of many future productive years. Still others may be engaged in large-scale mineral exploration programs involving large expenditures of time, personnel effort, and money. In whatever category you may be, a final question might well be asked. Is your current mineral exploration program, or lack of program, consistent with the long-range needs and objectives of your organization and of the mining industry as a whole, and is it designed to stimulate the growth of the industry in future years, or is it only a short-range program in response to some current situation?

Jan 3, 1958

By William J. Potter, Roger N. Pyle

Introduction The primary ingredient for survival of mining companies during a recessionary period is to be innovative and resourceful in the structuring and financing of operations. Over the past decade, many mining companies have had to retrench and restructure their operations and to redeploy their assets just to survive. During the same period, traditional sources of financing for mining companies -- commercial banks, subsidized export credit loans and long term straight debt financing in the public markets -- became less available and more expensive. Meanwhile, new markets and new financing instruments provided new alternatives for mining companies. Those companies which exploited these alternatives greatly enhanced their capacity for survival and even for profitability. This article considers the strategies adopted by some companies to adapt to changes in this recessionary environment; the inadequacy of traditional sources of financing; certain of the new financing instruments, structures and markets which have become available; and how several mining companies have utilized these new instruments, structures and financial markets to improve their competitive positions. THE IMPACT OF RECESSION ON MINING COMPANIES AND TRADITIONAL FINANCING SOURCES In its 1983 year-end article "The New Economic Order" Mining Journal characterized many of the large private sector mining companies with operations in the industrialized countries as being "gripped between the jaws of high working costs and stagnating metal commodity prices." The article went on to characterize the Canadian mining industry in particular as being "in the difficult position of having to seek to sell the bulk of its output in a world market characterized by over-capacity, where production costs were determined by internal political and economic factors while prices were set by external competitive forces of supply and demand." Miners of a wide range of commodities in the industrialized countries have come to realize that their domestic mineral resources are in many cases no longer competitive with global sources of supply. To compete and survive they would have to rely on their technical and financial expertise in mineral exploration and development and in mining and processing. Strategies For Survival Global competition has compelled management in the extractive industries to improve their worldwide cost position. This is the only means whereby a mining company can differentiate its product and attain a substantial competitive advantage. During the past decade, for example, ASARCO Inc. and Inco Ltd. chopped their payrolls, postponed expansion plans and otherwise retrenched. ASARCO reduced its capital expenditures and cash requirements for operations in 1984 to a level almost equal to its internally generated cash. The company's finances were also strengthened by increasing total lines of credit from outside sources, by selling common stock, and by reducing annual pension funding through a change in actuarial assumptions. Other companies returned to their traditional organizational structure where they had a demonstrated competitive strength. Consolidated Gold Fields, for instance, resumed its operation as a mining finance house. Its capital investment programs are now devoted solely to resource development. In mid-1984, at a time of firming zinc prices, Union Miniere S.A. used the opportunity to integrate its smelting capacity and to direct investment to certain subsidiaries at the expense of less viable operations. Smaller corporations realized that it was not enough just to be the low-cost producer. For example, Drummond Coal Company in Alabama, which dominates its regional market due to its low-costs, has also developed a world-wide trading capability and has placed incremental tonnage from its own mines as well as brokered coal produced by others, thereby minimizing capital risk. In Canada, Campbell Resources has exploited difficult times by acquiring assets cheaply. In the process it improved its capacity to withstand cyclical economic swings by diversifying from solely a copper and gold producer to a company based upon asbestos, coal, copper, gold and natural gas.

Jan 1, 1985

Geological Survey of the State of Maine, Orono, Me. Joseph Conrad Twinem, State Geologist In the years 1837, 1838, 1839, Charles T. Jackson made three reports on the geology of Maine Reports were made in 1861-1862 by C. H Hitchcock entitled, respectively, "General Report on the Geology of Maine" and "Geology of Maine." These old reports are now out of print

Jan 1, 1933

Jan 1, 1952

J. MURRAY RIDDELL, Chairman Guy N. BJORGE, Vice-chairman Alluvial Mining CLINTON BERNARD , H. R. NORSWORTHY BENERE H. GRANT O. B. PERRY

Jan 1, 1938

YEAR OF ELECTION 1944. SELWYN GWILLYM BLAYLOCK Trail, B.C., Canada 1922. FEDERICO GIOLITTI Torino, Italy 1917. HERBERT HOOVER New, York, N. Y. 1941. DANIEL COWAN JACKLING San Francisco, Cal if. 1939. HENRY KRUMB New York, N. Y. 1942. ESSINGTON LEWIS Melbourne, Vic., Australia 1921. C. McDERMID London, England 1942. PAUL DYER MERICA New York, N. Y. 1913. EZEQUIEL ORDONEZ Mexico City, Mexico 1938. A. M. PORTEVIN Paris, France. 1937. JOHN V. W. REYNDERS New York, N. Y. 1937. GEORGE S. RICE Washington, D. C. 1911. ROBERT H. RICHARDS Cambridge, Mass. 1934. T. A. RICKARD Victoria, B.C., Canada

Jan 1, 1944

Jan 1, 1957

By G. H. Kennedy

CYCLONE thickeners are "hydraulic centrifuges" designed either to produce a maximum practical separation between the water and solids of a feed slurry or to classify the slurry solids according to particle settling rate. The possibilities of utilizing the thickener to "close" plant water circuits have been investigated.

Jan 3, 1951

[EXEOUTIVE OOMWITTEE OF TEE BOARD OF DIREOTORS DONALD H. MCLAUGHLIN, Chairman WILBER JUDSON, Vice-Chairman JOHN L. CHRISTIE CLYE E. WEED FELIX E. WOBYSER]

Jan 1, 1946

Jan 1, 1937

Arizona FRANK A. WARDLAW, JR., Chairman GRANT R. RUBLY, Secretary-Treasurer Miami Copper Co., Box 505, Miami, Ariz. MICHAEL CURLEY C. R. KUZELL BURRELL R. HATCHER A. MENDELSOHN WILLIAM KOERNERA. C. REIFSNIDER Black Hills L. B. EAMES, Chairman ALEXANDER J. M. Ross, First Vice-Chairman FRANCIS CHURCH LINCOLN, Second Vice-Chairman NATHANIEL HERZ, Secretary-Treasurer Lead, S. D. JOSEPH P. CONNOLLY C. N. KRAVIG C. E. DAWSON EDWARD L. TULLIS

Jan 1, 1939