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[Trans. No. Place Date Vol. Page 1. Wilkes-Barre, Pa.*...May, '71.. 1 3 2. Bethlehem, Pa Aug., '71.. 1 10 3. Troy, N. Y Nov., '71, , 1 13 4. Phildelphia, Pa Feb., '72.. 1 17 5. New York, N. Y. May, '72 120 6. Pittsburgh, Pa Oct., 7. Boston, Mass Feb., '73.. 1 28 8. Philadelphia, Pa.* ... May, '73.. 2 3 9. Easton, Pa Oct., '73.. 2 7 10. New York, N. Y Feb., '74.. 2 11 11. St. Louis, Mo.* May, '74.. 3 3 12. Hazleton, Pa Oct., '74.. 3 8 13. New Haven, Conn.... Feb., '75.. 3 15]

Jan 1, 1940

[Trans. No. Place Date Vol. Page 1. Wilkes-Barre, Pa.* May, '71.. 1 3 2. Bethlehem. Pa Aug., '71.. 1 10 8. Troy, N. Y Nov., '71.. 1 1S 4. Philadelphia, PaFeb., '72.. 117 5. New York, N. Y.*May: '78.. 120 5. Pittsburgh, PaOct., '72.. 125 7. Boston, MassFeb., '78.. 128 8. Philadelphia, Pa.* May, '78.. 2 3 9. Easton, POct., '78.. 27 10. New York. N. YFeb.. '74.. 2 11]

Jan 1, 1946

[Trans. No,PlaceDate Vol. Page1 1. Wilkes-Barre, Pa*May, '71 13 2, Bethlehem, Pa Aug., '71110 3, Troy, N. Y Nov., '71.. 113 4. Philadelphia, PaFeb,, '72.. 117 5, New York, N, Y.*May, '72,, 120 6. Pittsburgh, Pa Oct,, '72,, 125 7. Boston, Mass Feb,, '73.. 128 8. Philadelphia, Pa,*May, '73., 23 9. Easton, PaOct., '73., 27 10. New York, N, Y Feb., '74,, 211 11. St. Louis, Mo,*May, '74.. 33 12, Hazleton, PaOct., '74., 38 13, New Haven, ConnFeb., '75., 315 14. Dover, N. J,*May, '75.. 43 15, Cleveland, 0Oct,, '75,, 49]

Jan 1, 1928

[Trans. No. Place Date Vol. Page 1. Wilkes-Barre, Pa May, '71.. 1 3 2. Bethlehem, I's Aug., '71.. 110 3. Troy, N. Y Nov., '71.. 113 4. Philadelphia, PaFeb., '72.. 117 5. New York, N. YMay, '72120 6. Pittsburgh, Pa Oct., '72.. 125 7. Boston, MassFeb., '73.. 128 8. Philadelphia, Pa.*May, '73.. 23 9. Easton, PaOct., '73.. 27 10. New York, N. Y Feb., '74211] [ ]

Jan 1, 1925

[Trans. No.Place Date Vol. Page 1. Wilkes-Barre, Pa.* .... May, '71.. 1 8 2. Bethlehem Pa Aug., '71.. 1 10 3. Troy N. 'l Nov., '71.. 1 13 4. Philadelphia, Pa Feb., '72.. 1 '17 5. New York, N. Y.• ....May, '72 1 20 6. Pittsburgh, Pa Oct., '72.. 1 25 7. Boston, Mass Feb., '73.. 1 28 8. Philadelphia, Pa.' May, '73.. 2 3 9. Easton, Pa Oct., '73.. 2 7 10. New York, N. Y Feb.. '74 2 11 11. St. Louis, Mo' May, '74.. 3 3 12. Hazleton, Pa Oct., '74.. 8 8 13. New Haven, Conn....Feb., '75.. 8 15 14. Dover. N. J.' Mav. '75.. 43] [ ]

Jan 1, 1925

[Trans. No. Place Date Vol. Page 1. Wilkes-Barre, Pa.*.. *May: '71.. 1 3 2. Bethlehem, Pa Aug. '71.. 1 10 3. Troy, N. I X Nov. '71.. 1 13 4. Philadelphia, Pa Feb. '72.. 1 17 5. New York, N. Y.*.... May, '72.. 1 20 6. Pittsburgh, Pa Oct., '72.. 1 . 25 7. Boston, Mass Feb., '73 1 28 8. Philadelphia, Pa.*.... May, '73 2 3 9. Easton, Pa Oct., '73 2 7 10. New York, N. Y Feb., '74.. 2 11] [ ]

Jan 1, 1925

By L Dawson, S Carr-Cornish, N Boughen, K Moffat, S Masterson

The risk and consequences of community rejection and loss of a social licence to operate is well articulated (Moffat et al 2018), however, the means for systematically managing this risk are less established. At the local scale, a mining operation is said to have a social licence to operate (SLO) when it achieves ongoing acceptance or approval from the local community and other stakeholders who can affect its profitability (Graafland, 2002). Without this social acceptance, it is very difficult for a business to operate effectively or profitably. It is well understood that social (or community) acceptance of a mine and its associated operations is a reflection of the quality of the relationship a company has with their host community (Thomson & Boutilier, 2011; Lacey & Lamont, 2014; Parsons et al., 2014; Moffat et al., 2015). Community relations are an integral part of successful mining operations and where these interactions are effective, they tend to foster mutual understanding, trust and support between a company and the host community (Kemp et al., 2006; Holley & Mitcham, 2016). Research further demonstrates that where such interactions are perceived to be procedurally fair, the increased trust created in these company-community interactions tends to lead to higher levels of acceptance of mining operations (Moffat & Zhang, 2014; Lacey et al., 2017).The challenge, however, is how to listen systematically to communities that mining and associated operations; communities that are often located across vast geographic areas and with diverse demographics. To date, traditional methods deployed to both guide and evaluate community engagement and social investment activities have been challenged to reflect the nature of the phenomenon they seek to observe, the voice of community. For example, detailed baseline surveys of community attitudes every three years by companies, as is the requirement within the policy frameworks of most large miners, provide rich insights but do not reflect the dynamic, temporal nature of the relationships that underpins their SLO. These processes typically are largely opaque to communities and distinct from the company’s engagement activities. The CSIRO Local Voices project was developed with Rio Tinto to go some way towards meeting this challenge of how to listen to the voice of community systematically. CITATION:Moffat, K, Dawson, L, Carr-Cornish, S, Boughen, N and Masterson, S, 2018. Listening to Local Voices – a systematic approach for understanding what a social licence to operate means for Rio Tinto in the Pilbara, in Proceedings Life-of-Mine 2018, pp 8–11 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By David Hoadley, Kenneth R. Maser, Ashok B. Boghani, James E. Billar, D. Randolph Berry, Mackenzie Burnett, Robert H. Trent

B 6 Listing The following is a listing of the Mine Evacuation Simulation Program

Jan 1, 1976

By Maureen Jensen

For mining companies looking to establish a strong North American presence, raise their profile or finance and position themselves for future growth, there is no other destination in the world that can offer a mining company the same opportunities as Canada whether you are an established blue chip or promising junior. Despite historically poor world commodity markets and shaky investor sentiment towards junior explorers caused in part by fallout from the high profile Bre-X fraud, Canada continues to shine as the undisputed mining finance capital of the world. Our natural riches and mining history go a long way to explain Canada's international prominence in mining finance. Canada has actively created and maintained one of the most integrated national frameworks to support mining ventures of all kinds. Our diverse industry, from one-person grass-roots explorers to mining industry giants, is one of our main strengths whether your company is Canada-focused or internationally active. The mining industry continues to be a vital contributor to the Canadian economy, contributing $26.2 billion in 1997 or 3.8% of national GDP, and is the second largest earner of foreign exchange. Industrial mineral companies are a very important part of this strength. These companies require a continuing access to capital to ensure that they can continue to compete and the globalisation of the Canadian mining industry has affected this industry just as much as it has affected every other industry in Canada.

Jan 1, 2001