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Unlike the bituminous part of the coal industry, the production of anthracite has been fairly well publicized; in fact until about 1845 whenever the coal industry of Pennsylvania was mentioned in papers, magazines or books, anthracite only was meant. Beginning with shipments by river in 1820 fairly complete records of shipments were published each year, and as this variety of coal was the only one used for domestic purposes east of the mountains and north of the Potomac, there was considerable interest in the producing fields on the part of the public. Transportation of anthracite was the cause of the building of the early canals in the state, and later, of some of the earliest railroads. In most publications it has been assumed that commencement of shipments in 1820 was the beginning of the industry; this is far from being so, and it is with the earlier developments this chapter will deal, leaving the later and better known records to existing publications. (See Table No. 53.) The first reference to coal in Pennsylvania by Gabriel Thomas in 1698 has already been mentioned,1 it could only have been anthracite in that section; although of course, he never saw any coal there. Little coal was used excepting by smiths for many years after that. In 1728 the Coventry Forge paid the expenses of a man "to town for Sea Coall and Steell for ye hammer;”2 in 1729 New Castle coal was sold in Philadelphia;3 in 1740 an advertisement mentioned, "very good Pitt and Sea Coal at 18 pence a bushel; at which price 'tis allowed to be cheaper Fewel for Hearth Fireing than Wood at the present Rates,"4 a view not shared by most of the people there for about eighty years; in 1752 Newcastle coal was again mentioned.5 There are no references to coal in the writings of any of the Moravian missionaries, although some who settled near Mauch Chunk in 1746 said that the Indians there made their pipe heads of a soft black stone, which was much more apt to have been slate than anthracite." Several stream

Jan 1, 1942

Coal was known in this county before 1819, but there is no record of its use before that year. In that year a furnace, the first one built in the northwestern countries, was put in blast on Bear Creek; it was built to use coke and its first blast was with this fuel, which was made in heaps, but the blast was too weak and the furnace chilled after two or three tons of iron had been made. Charcoal was then substituted, and this use of coal ceased.1 In November of the same year a resolution was adopted urging state aid for a road from Kittanning to. Hamilton, New York: "that this road will increase the trade and industry of the whole county, between Pittsburgh and the New York line; and that our soil will in consequence be better tilled, our mines of coal, of iron and of salt, be better wrought, etc."2 In 1828 an advertisement of lands situated near Freeport on the Allegheny River and contiguous to the canal nearly completed between the Kiskiminitas and Pittsburgh stated that they contained "large and never failing springs, Coal in abundance, and a great deal of Fine Timber."3 In 1830 there were said to have been 24 salt wells in this county producing 327,000 bushels of salt, chiefly on the Kiski and Allegheny Rivers. In 1837 there were a number of wells in the vicinity of Freeport. As all the salt works on the Conemaugh River, were using coal long before 1830,4 it is safe to say that a considerable tonnage of coal was used for some years in these plants. In 1837 a tract of land in Clarion Township having a new saw mill and abounding "in Stone Coal" was offered for sale,5 and also one in Toby Township having "an abundance of the best quality of iron ore and stone coal."' In 1839 an advertisement in the Pittsburgh Mercury said

Jan 1, 1942

By C. M. Young

THIS is an attempt to bring together some of the knowledge of the .coal-forming conditions obtaining during the Pennsylvanian period in the Western Interior Coal Province, to sketch briefly the present extent and character of the coals produced, and to show the beginning of cor-relation of beds over wide areas. Coals of later age than the Pennsyl-vanian are not included and, for reasons that will appear later, little attempt is made to cover the districts of eastern Oklahoma and western Arkansas, and northern Texas is omitted entirely. GEOLOGICAL CONDITIONS The conditions that made possible the formation of large coal beds in the United States were most favorable in the Pennsylvanian period, formerly known as the Upper Carboniferous. The geological conditions can be determined from the records, but not the reasons for them. Preceding the Pennsylvanian was the Mississippian, formerly known as the lower Carboniferous and still later as the sub-Carboniferous. Dur-ing this time, large bodies of limestone were deposited and at the close f the Mississippian they were warped upward and for along period were eroded. Then there began a period of subsidence, more or less inter-rupted at times, during which the Pennsylvanian strata were deposited (see table on page 2). " These consist of sandstones, limestones and shales, with occasional coal beds: At the beginning of the Pennsylvanian there was subsidence, which allowed the sea to extend over the eroded Mississippian surface to the north and east, extending over eastern and central Texas, a large part of Oklahoma, with a projection into Arkansas, over Kansas and part of Nebraska, all the northern and western part of Missouri, a large part of Iowa except a strip in the north, most of Illinois, practically all of Ken-tucky, northern Tennessee, most of Indiana, all of the eastern part of Ohio, practically all of West Virginia, western Maryland, the west end of Virginia, and a large part of Pennsylvania. The Ozarks were already

Jan 1, 1935

There is growing acknowledgement that successful organisations, including mining companies, achieve their competitive advantage by better managing their employees, customers and other stakeholders. The fact that I have been asked to address this conference is perhaps evidence of the recognition of the importance of ensuring the improved management capabilities of the personnel within Australian mining companies. As many of you will be aware, prior to my appointment to the role of President of Minera Alumbrera Limited (MAA), the operator of the Bajo de la Alumbrera project, my career had been more generally focussed on industrial relations and human resources management. My appointment was met by surprise in some quarters, as it is unusual for a person without the technical background of a mining discipline to manage a world-class mining operation. However, it was recognised early in the life of the Alumbrera project that the operation did not lack technical expertise or a committed workforce; rather what was required was innovative management of the project and its operational resources, particularly given that we were operating with totally ægreenÆ workforce in a country without a large-scale mining culture. It is my experience that a particular shortcoming of mining companies is that they have tended to ægrowÆ managers based on their technical expertise rather than people management skills. Historically, many companies have assumed, or at least hoped, that their better technical people would develop the requisite skills to take on the challenges of management. Such philosophy has not always met with success. Whilst the topic for my presentation was originally published as People in the Mining Industry, within the context of the overall theme for this plenary session, People: Education for the Future, it is a subject with an extraordinary breadth of possibilities for discussion. Therefore, I have chosen to redefine my presentation to People Management Issues in Offshore Mining Projects,an issue which I consider to be an important area within the overall topic and one which has particular currency given the increased tendency by Australian miners towards offshore exploration. It is also relevant from the perspective of continued rationalisation of our industry, the recognition that there will be more large-scale, global corporate mining entities and that significantly more mining professionals will become æcitizens of the worldÆ. We therefore need to prepare our future leaders for these challenges. The topic also allows me to highlight the importance of an holistic management approach as the establishment of a new project in a foreign environment puts into stark relief the need for the application of the full range of competencies, rather than the narrow ætechnicalÆ approach to doing business. I hasten to add, however, that the mining industry is not alone in this regard and I was interested to read an article in the Weekend Australian of 22/23 January 2000, which reported on the first key speech of former Westpac CEO, Bob Joss, as Dean of the Stanford University Graduate School of Business. He said: à We know that when our students go out into the world, if they have to struggle, it will not be because theyÆre not smart enough, or they donÆt have enough good ideas. It will be because they struggle over managing themselves and their relationships to other people. The article then went on to say that Bob Joss foreshadowed an initiative to build alliances between the Business School and other Humanities departments within Stanford University to draw on their learning. Other business schools have also recognised this need, albeit somewhat late in the day, as have the most enlightened of modern corporations; in summary, successful businesses have recognised that in an age where competitive advantage through, for example, technological breakthroughs is very short-lived, it is the quality of management that will provide the leading edge. By using the Alumbrera project as a case study, I will identify certain of the challenges with which companies and individuals may be confronted in the establishment of a greenfields project outside Australia. However, many of the issues raised will have direct application in the context of the development of an Australian operation. My objective is to provide an indication of areas which should be considered at the formative stages of a projectÆs development, with particular focus on the issues of people management. I would expect that such a study would be of benefit to companies, education institutions and individuals in preparing themselves for similar experiences.

Jan 1, 2000

By Alvin Kaufman

Malthus, an eighteenth century economist, predicted a rather dismal future for the world. It was his contention food supplies would not be sufficient for the population of the world because the economy of a nation grew arithmetically while population increased geometrically. As a consequence, within a relatively few years mass famine would spread throughout the world. This prophecy, based on an agrarian economic situation, did not come true at least insofar as the Western World was concerned. In largo measure, the salvation of our part of the earth resulted from the growth engendered by the Industrial Revolution. Throughout much of today's world, however, the Malthusian theory seems to be coming true. The advantages and benefits of the Industrial Revolution have net reached all nations. Further, the situation has been compounded by the benefits of modern medicine. This has reduced child mortality and extended life expectancy, but placed no limitations on births in the developed countries, child mortality has declined to 2 percent and adult life expectancy has doubled, but education and general prosperity have resulted in voluntary limitations on pregnancies thus partly offsetting the increased chance of survivals Even so, the present rate of population increase in Europe is approximately 6 percent per decade, and somewhat higher in the U.S., Japan, and other developed countries. The world as a whole, however, is expected to double its population by the year 2000, This would imply a rate of increase in the less developed countries approximately four times that in Europe.

Jan 1, 1966

By J. P. Cooney

Placer Dome is learning from experience in Latin America, Asia and Africa, as well as in North America, that contributing effectively to sustainable human progress in the areas of its operations presents unending challenges to think creatively, communicate effectively and remain culturally sensitive. People must be better off in terms of their economic circumstances, their social conditions and the quality of their natural environment not only during the life of the mines, but after mines close. Stakeholders, all those who are directly or indirectly affected by a mining project, should be able to participate in decisions which affect them. The development of sustainability strategies, the monitoring of sustainability performance and the implementation of sustainability programs are best done in partnerships with governments, communities, nongovernmental organizations and multilateral development institutions. Ultimately, the success, if not the survival of mining, will depend on our ability to get the sustainability equation correct.

Jan 1, 2000

By L. M. Ame, W. D. Harwood

"This paper outlines a management philosophy aimed at promoting employee involvement, quality and process improvement at Inco 's Thompson operations. It describes the use of statistical process control techniques, lessons learned and examples of progress.IntroductionThis paper provides an overview of the Manitoba Division's performance through the promotion of greater employee involvement, quality and process improvement. Having learned from other practitioners o f quality management, the Manitoba Division believes its experiences are applicable to all mining and other businesses.The Thompson operation consists of two underground mines, an open pit, a mill, a smelter and an electrolytic refinery. The workforce consists of 2000 members. The main products are electrolytic nickel slab and proprietary nickel rounds. Production levels are currently at capacity in response to heavy market demand.Paralleling much of the mining industry the corporation was faced with six years of decreasing nickel prices (Fig. I). Inco Limited survived by focusing on productivity and cost improvement. Manitoba Division productivity improved 32070 over three years beginning in 1982-the worst financial year in the company's history (Fig. 2). A real unit cost reduction of 20%, net of inflation, was also achieved (Fig . 3)."

Jan 1, 1990

The determinants of human behaviour are numerous and complex. Many scientific disci- plines focus on various processes which play some part in shaping the actions of individ- uals and groups. Behavioural science attempts to synthesise data produced by these investigations in an attempt to formulate principles by which people's thoughts, feelings and actions may be described, diagnosed, predicted and changed. While no comprehensive account of people and their reactions can be attempted in a brief paper a review of six principles does provide a framework within which managers can establish reliable knowledge applicable to all their subordinates and to themselves. This information may be used to arrange organizational environments and management practices which enable people to discover, release and increase their best intellectual, emotional and motivational capacities.

Jan 1, 1982

Rather like the mythical "Economic Man" "an employer" in this context must necessarily be an abstraction, and the views possessed by such an abstraction, a composite of many views known to have been expressed. Not even the complex Conciliation and Arbitration legislation in this country provides any helpful specifications, except in one peculiar particular. The Australian Conciliation and Arbitration Act provides an almost totally tautological definition, except in that one oddity referred to above. It is this : "An employer means any employer in any industry, and includes any person who is usually an employer in an industry, and also includes a Club." No doubt there is some perfectly justifiable reason for such specific and unique particularity in an otherwise meaning- less definition. That need not trouble us in this exercise.

Jan 1, 1982

Trade unions are people. As organisations they exist to represent the needs and interests of their members; that is the workforce. Thus one of the underlying objectives of the trade union movement has been and will continue to be: achieving from management recog- nition that the labour input to the production process - whether that be in the factory, office or service context - is made up of individual people who can not be treated as just another factor of production. The essential difference between labour input and other factors of production such as capital and raw material is the "humanness" of the individual entities which make up a firm, company or industry's labour supply. Recognition of the "people" input to the production process has essentially two aspects: humanisation of the workplace and the treatment of labour as human beings who have a role to play both within the workplace and within broader society.

Jan 1, 1982

Immigration has influenced Australia's development more than any other factor. As well as being critical to our economic growth and development, it has made a major contrib- ution to our population growth, to the richness and diversity of our society and to our inter- national relations. Migration from the United Kingdom has been the mainstay of our settler intake for many years, but its relative importance has declined in recent decades. Non-British European migration formed an important part of our post-war intake and, in the past few years, migration from Asia has reached significant levels - particularly through our resettlement of Indo-Chinese refugees. In planning our future immigration, it is important to look beyond short term direct economic consequences. Australia has looked to its resources for progress, but Japan, Korea, Taiwan and Singapore have achieved dramatic economic progress without resources, based on the will and dynamism of their societies. Immigration can contribute greatly to the development of a dynamic, outward looking Australian society able to make the most of our great resource potential.

Jan 1, 1982

By Cole RT

The cultural ages of man have been defined in terms of smelting and hence as a prerequisite, mining for example the iron age and the bronze age. There could be no separation of the man from his role as the technologist (miner/ smelter) for his early metal working efforts were to enhance survival. In the millenniums since, the artisan specialist developed and the technologist emerged. The process is a sort of technical natural selection. From the generalist hunter, gatherer, miner, metalworker we advanced over the centuries with great 'steps for mankind' to the series of specialists each largely intent on securing his/her technical functions from the curious assaults of other tribal members. The relevance of all this to the theme, 'Past, present and future of the Victorian mining and metallurgical industries', is simply that people have always, and will always, be the moving force in our industries. It is the effectiveness of people now and in the future that this paper addresses.

Jan 1, 1982

Total quality control in tandem with Japanese style management largely accounts for the high product quality and international competitiveness of growing manufactured exports from Japan. Japanese management is often identified with life-time employment, promotion by seniority, company-based unionism, the process of obtaining the sanction of executives to a plan by circulating the draft prepared by a person in charge of a particular matter, internal consultation, consen- sus-based decision-making, etc., all of which are just formal manifestat- ions of the underlying current of the spirit of cooperation that translates itself into "management through labor- management cooperation".

Jan 1, 1982

By Brian Flintoff

SCOTT COULTER: Our second speaker today is Brian Flintoff. Brian graduated from the University of Alberta in 1973 with a master's of science degree and worked as a project metallurgist at Brenda Mines until 1977. He returned to the University of Alberta in late 1977 to work on his Ph.D. and later joined the faculty of engineering in 1980, leaving in 1988 to rejoin Brenda in the newly formed process technology division. In 1998 he left Svedala-Brenda to take a position with Simons International's newly formed enterprise development services group. His topic today is "People: Reduce, Reuse, and Recycle." INTRODUCTION BRIAN FLINTOFF: Historically, the mining industry has relied on the people within a corporation to get things done. The culture of most companies was one of a slow but sure development of people, processes, equipment, and technology. Many of the larger companies supported in-house engineering and research organizations. However, the metal market pressures of the 1980s and the emergence of the global economy in the late '80s and early '90s put enormous financial pressures on the industry. As the old adage says, "necessity is the mother of invention," and the mining industry, like many others, has undergone a transformation. A cornerstone element of the transformation was the downsizing (or right-sizing) that was calculated to "trim the fat" from the capital and operating budgets. The goal was and is to find the highest sustainable operating profit.' While I'm sure one can find examples of losers (e.g., those who can be classified as suffering from corporate anorexia or institutional Alzheimer's) in such business reengineering efforts, there is little doubt that, on the whole, the transformation has been successful. The reality that now faces mill management is "How to do more with less?" At the risk of oversimplifying, one can look at this on two levels:

Jan 1, 1998

By K Orth

The volcanic successions that host massive sulphide deposits are diverse in composition, facies types and facies relationships. They also show a variety of spatial and temporal relationships to mineralisation. In many examples, such as the Koongie Park Formation in Western Australia, the host succession includes more or less conformable syn-volcanic sills with peperitic contacts. Such sills can be an important source of heat for fluid circulation, influencing patterns of hydrothermal alteration and the location of co-eval and later mineralisation. The impact of syn-volcanic sills on the host succession depends in part on the initial porosity and permeability of the enclosing facies. The special properties of glassy pumice û being highly porous, permeable, and reactive û allow pumice-rich facies to preferentially focus hydrothermal fluid flow. However, the same properties promote early alteration and porosity reduction. Hence, the diagenetic and compaction history of pumiceous facies strongly influences their potential to host massive sulphide mineralisation. In contrast to pumice, dense glass has relatively low porosity, at least initially, and does not compact. Non-vesicular glass is a major component of submarine lavas, syn-volcanic intrusions and some volcaniclastic facies. However, especially in submarine settings, dense glass is commonly intensely perlitically fractured soon after eruption. The fractures greatly increase the porosity and permeability, locally accelerating diagenetic and hydrothermal alteration. In addition to false pyroclastic textures, altered perlite may exhibit false porphyritic textures. Silica- or feldspar-altered perlite kernels surrounded by intensely altered phyllosilicate domains can resemble phenocrysts in a fine grained groundmass.

Jan 1, 1999

Peraluminous metamorphic rocks may form from a variety of protoliths by a range of processes. Stratiform bodies of such rocks are relatively common in the Precambrian, but less commonly, also occur in the Phanerozoic. The protoliths of such stratiform bodies may have been regionally deposited chamosite-rich sediments, with varying amounts of clastic component, or may have resulted from the in-situ depositional or diagenetic alteration of volcaniclastic sediments, ranging in composition from rhyolite to basaltic andesite.Stratiform peraluminous metasediments, especially those of low to medium metamorphic grade, and relatively iron rich, may be genetically associated with, or be the host rocks for, a variety of styles of mineralization, especially for the ores of An, Ag, Cu, Zn and Pb.

Jan 1, 1990

"In the UK, Ireland, and Western Europe, the mineral resource and reserve reporting standard is the PERC Code, developed and maintained by the Pan-European Reserves and Resources Reporting Committee, which is a standing committee set up under the auspices of a number of professional organisations which include the Institute of Materials, Minerals and Mining (loM3), the Geological Society of London (GSL), the European Federation of Geologists (EFG) and the Institute of Geologists of Ireland (IGI) to develop a Pan-European reporting code. The PERC Code supercedes the old IMMM Reporting Code 2001 and is recognised by the UK securities regulators and stock exchanges.""FOREWORD1 The Pan European Reserves and Resources Reporting Committee (PERC) Code for Reporting of Exploration Results, Mineral Resources and Mineral Reserves (further referred to as 'the Code') sets out minimum standards, recommendations and guidelines for Public Reporting of Exploration Results, Mineral Resources and Mineral Reserves in the United Kingdom, Ireland and Europe. The history of development of this code is summarised in Appendix 4.This 2008 edition supersedes all previous editions of The Reporting Code and the IMM Reporting Code.INTRODUCTION2 In this edition of the PERC Code, important terms and their definitions are highlighted in bold text. The guidelines are placed after the respective Code clauses using indented italics. They are intended to provide assistance and guidance to users in interpreting the application of the clauses in the Code. The same indented italics typeface formatting has been applied to Table 1, and to Appendices 1 and 2 which form part of the Guidelines.3 The Code has been adopted by the Institute of Materials, Minerals and Mining (loM3), the Geological Society of London (GSL), the European Federation of Geologists (EFG) and the Institute of Geologists of Ireland (IGI), and is therefore binding on their individual members.Appendix 1 contains a table of generic terms and their equivalents, designed to avoid unnecessary duplication or ambiguity in the textAppendix 2 provides Rules of Conduct for Mineral Resource and Mineral Reserve estimators that should be considered in addition to the Codes of Ethics normally applying to members of professional institutions."

Jan 1, 2003

Interest in the potential use of high-density, thickened tailings has recently increased significantly. Reasons for considering this new technology vary across projects, but commonly include the need to conserve water, perceived lower risk of catastrophic failure, potential easier closure, or even reduced overall costs. As with any new technology, there has been some tendency to overstate its potential benefits. This paper reflects on whether or not the potential benefits that have been attributed to paste and thickened tailings have been realized. Using a grading system, thirteen benefits that were ascribed to the new technology some years ago are evaluated. Data is taken from case studies, and it is suggested that the key proven benefits appear to be reduced operating costs in some cases, reduced wall-building costs, and reductions in water consumption. One key potential benefit that has not been universally achieved is a reduction in the footprint of the tailings facility. Reports in the literature highlight the sometimes confusing nature of trade-off studies. Unless full life-of-mine costs are considered, these studies can be misleading and incorrect. The need to establish a consistent basis for comparative studies is discussed.

Jan 1, 2012

By WM. HUFF WAGNER

Computations and allowances for mine depletion for Federal income tax purposes depend upon the meaning of certain terms in the pertinent provisions of section 114(b) 4 of the Internal Revenue Code. Unfortunately, but one of these terms is defined in the Code. Congress left it to the Commissioner to define the other terms in the Regulations. Even though the Commissioner, through his staff, labored long and earnestly to draft these definitions they have not been satisfactory to the mining industry, because the definitions in the Regulations and the interpretation placed thereon by the Commissioner do not state what the industry believes to be the clear and obvious intent of Congress. Consequently serious and prolonged disputes, unduly delaying the settlement of Federal tax returns involving percentage depletion deductions are continually arising between taxpayers and the Commissioner.

Jan 1, 1949

By Lucía Neme, Camila Cabrera, Consuelo García

La creciente preocupación mundial por el cambio climático y los esfuerzos para lograr el desarrollo sostenible requieren mayores cantidades de materiales de transición energética (ETM) cada año, entre ellos, el litio. Sin embargo, quienes viven en los territorios donde se extrae este mineral se ven doblemente expuestos, tanto a los riesgos provocados por el cambio climático como a los que produce la creciente e intensa actividad minera. Este trabajo busca identificar y explorar los riesgos sociales percibidos por las diferentes partes interesadas en la extracción de litio en la región del Triángulo del Litio (el Triángulo), y cómo estos riesgos son gestionados por ellos.

Sep 29, 2023