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Jan 1, 1971

Jan 1, 1955

By Bob Burnham

Agenda 1 Overview of forecasting process 2 Review of Pre and Post Recession Forecasts 3 US Demand/Supply Summary 4 Coal Demand by Region 5 Coal Distribution by Census Region 6 Coal Price Outlook 7 Carbon Cases 8 Takeaways

Jan 1, 2009

of our good friends and fellow members: Patrick J. Quealy J. C. Roberts Gilbert Morton Sidney W. Farnham who left the world better for their having lived in it

Jan 1, 1930

The seventh Annual RMCMI Mine Rescue Evaluation was held during the 1998 Institute convention at the Silvertree Hotel, in Snowmass Village, Colorado. The Mine Rescue committee, co-chaired by Becki Boam and Elliott Tsosie, is one of 18 committees of the Institute. In 1998 a record number of 10 teams participated in the program. The teams were from the four western states of Montana, New Mexico, Texas and Wyoming and were comprised of about eight members each. Teams participating were BHP-La Plata Mine, BHP-Navajo Mine, BHP-San Juan Mine, all from Farmington, New Mexico; Bridger Coal Company, Rock Springs, Wyoming; General Chemical, Green River, Wyoming; Jacobs Ranch Mine, Gillette, Wyoming; Powder River Coal Company-North Antelope/Rochelle, Gillette, Wyoming; Sabine Mining, Hallsville, Texas; Solvay Minerals, Green River Wyoming, and Western Energy-Colstrip, Montana. The professional evaluators provided challenging scenarios for over 90 participants and many observers. The evaluators were: Art Saenz and Tom Bass of Western Environmental Associates, Keith Mitchell and Jim Jennings of Emergency Services Detail; Mary Bailey of Mary Bailey Associates; and John Peleaux of Innovative Access. Teams are not given advance warning of what the problem will entail. They are provided the necessary details when they arrive at the scenario location and work to resolve the problem in an effective and efficient manner. [ ] Seven participants made up each team with an . eighth member as an alternate. Team trainers and other mine personnel traveled with the team from scenario to scenario providing support and encouragement. The teams were presented with four scenarios each day, involving High Angle Rescue, Low Angle Rescue/Medical, Hazmat, and Confined Space. All of the victims, except for one, were provided through the cooperative efforts of the Snowmass Fire Department, who also assisted with providing several evaluators. Snowmass Fire Department is to be commended for providing over 20 victims/evaluators each day to facilitate the evaluations. Training sessions were held Friday afternoon and Saturday evening to help the teams prepare for the scenarios. A swap meet was held Friday evening for teams to trade hats, shirts, belt buckles, stickers, etc. All mine rescue participants and spouses and registered families attended the Bar-B-Q on Sunday evening followed by an adult dance. [ ] Front row: Ray Blaisdell, Solvay; Gary Rasmussen, General Chemical; Spencer Thompson, Sabine; Jack Ervin, Western Energy. Back Row: Ken Kellywood, BHP Navajo; Jonathan Sorrell, BHP LaPlata; Elton Stanton, Jacobs Ranch; Travis Roy, Powder River Coal; Ron Neff, BHP San Juan; Steve Whaley, Bridger. Sponsors who contributed to the 1998 program financially were: Blue Mountain Energy, (Deserado Mine); Flanders Electric Motor Service, Inc.; Rocky Mountain Electric Motors, L.S.; and Western Environmental Associates. Glass trophy cups, with an etching of a Mine Rescue figure and the RMCMI Logo on cherry wood bases, were presented to the 10 team captains at the Monday Mine Rescue Awards Breakfast. Eight of the ten teams had a proficiency level of 3 and 2 teams achieved a proficiency level of 2.

Jan 1, 1998

PRESIDENT MARKS: We have a letter from Mr. Frank N. Cameron, of the Utah Fuel Company, that perhaps I had better read to you. It is addressed to Mr. Shubart, Rocky Mountain Coal Mining Institute (hands letter to Secretary Shubart). UTAH FUEL COMPANY MINE SUPERINTENDENT Castle Gate, Utah, February 9, 1926 Mr. F. N. Cameron, Vice-President & General Manager, Salt Lake City, Utah. Dear Sir: It has now been about nine months since we started the system of having the fire bosses take charge of all shooting and gas inspections at the Castle Gate Mines. We had considerable trouble when we started. Like all other new systems which have been installed, this one was hard to get started and was criticised both by the miners and officials in our own organization, as well as by other organizations in the mines of this county. The older the official and miner was the stronger they seemed to be opposed to the new method. They have no arguments to offer against it, but they know it is not right "because their grandfather did not work it in that way." We know that when some of the other systems were started in the mines of this county, they were fought from all angles. The electrical shooting almost brought the miners at Sunnyside out on strike; their main argument was that they could not make a living if they had to obey the rules that the company was trying to enforce. They also claimed that they could not make enough coal for the day's work by only shooting once at the end of the shift. The same applies to the sprinkling the miners claimed that they would all die of some disease if they were forced to work in a sloppy, wet mine every day. The mining machine was another thing that was hard to install the miners claimed that the company was trying to rob the Door miner out of a chance to make living by installing mining machines to cut the coal. I do not think that the system we have at our mines is perfect-there is still room for improvement in the shooting and inspection of the mines, but I do really think that for safety and efficiency, the inspection department at our mines, working under the new system, is as good if not better than any other inspection department working under the old method in the other mines. I am giving some of the arguments in favor of the new system and would like to hear the arguments against it-if there are any. In cutting the men from monthly to day wages, I do not think it is only the company that benefits by the arrangement, but the fireboss is the one that gets the best of it by the change. How often have we heard the fireboss complain of the hours he had to put in just because he was a monthly man? Under the new wage scale he is paid for every hour he puts in the mines, and when the mines are working every day he makes considerable more than when he was being paid a monthly salary. When the mines are working slow, there is generally some work that has to be done on idle days, or in slow times the force could be cut to a point where some of the work could be done on idle days, and thus the fireboss could be given the preference in this extra work and in this way, his wage could be kept up to the standard monthly salary he was getting before. Under this arrange-

Jan 1, 1926

By George Cherpelis

1. Historical Background of the Employment Relationship A. The Relationship at Common Law 1. Jacob & Rachel 2. Domestic Relations 3. Statute of Laborers (Black Plague) 4. Puritan View (idleness as the parent of all vices) 5. Shift from law based on status to one based on contract B. Enforcing the Employee's Promise to Work I. Forced Labor a. English law b. Thirteenth Amendment 2. Forced Labor vis a vis Forced Performance - Role of the Court 3. Prevent working for another employer C. The Employer's Promise of Employment 1. Originally employment was considered of personal nature and employer could not be forced to employ or continue to employ 2. Impact of modern statutes

Jan 1, 1984

Jan 1, 1980

The first session of the Rocky Mountain Coal Mining Institute was called to order by John T. Maulsby, Superintendent of Maintenance and Planning, Columbia-Geneva Steel Division, U. S. Steel Corporation, Dragerton, Utah, representing the past-president. W. K. Dennison, Jr., Superintendent. Koehler line. Kaiser Steel Corporation. Raton, New Mexico, who was unable to attend. Mr. Maulsby welcomed the members and guests, and introduced the President, A. Z. Dimitroff, Mining Electrical Engineer, Health and Safety, District 1-L, U. S. Bureau of Mines. Denver. Colorado. The text of President Dimitroff's address of welcome is as follows: The President's Remarks Guests and Members of the Rocky Mountain Coal Mining Institute: The distinct honor and privilege of officially welcoming you to this, the fifty-seventh regular meeting of the Institute, is indeed a pleasure. Your officers and committees have tried to provide a varied program which I am sure should have something of interest to all of us. The theme of this meeting, "Where Do We Go From here'?", appeared rather fitting for the In¬stitute this year because, as most of you know, until only two weeks ago we thought that this is the last time we will be able to meet at the Colorado Hotel, which has been the favorite spot of most members. Your officers and many of you were literally asking just that question.

Jan 1, 1961

Jan 1, 1974

PRESIDENT MOSES.: The meeting will please come to order. Will you kindly state your names prior to making any statements, in order that we may deep the record straight? The first paper this morning is a joint one on vocational training, by D. W. Rockey, H. A. Tiemann and Wm. Moorhead. Mr. Rocdey. (Applause.) D. W. ROCKEY (State Superintendent, Industrial Education, Santa Fe, New Mexico) (Mr. Rocdey's notes not received in time for publication.) MR. TESCHER: I would like to ask you, Mr. Rocdey, you say you gave the Phelps-Dodge Corporation financial assistance; to just what extent was the State obligated, and how much assistance was given, etc.?

Jan 1, 1927

The following pages contain valuable information about the products and services offered by our advertisers

Jan 1, 1984

By Richard M. Whiting

Thank you very much for that introduction. I spent part of my early career in the coal industry here in Colorado, and I am always happy to return. In such a beautiful setting, it seems out of place to talk about "Improving the Climate". But in our work-a-day worlds, we know the climate for the coal industry is something less than picture perfect. But unlike Mother Nature's climate, there are some things we can do about the climate for coal. Today, I want to talk to you about sonic of the activities that we are engaged in... and that you can support... to improve that climate. A number of challenges and opportunities face our industry. I will try to set the stage for this conference by briefly describing the current climate for coal - which is indeed very challenging. I will then outline some of the steps we are taking to broaden our base to include our allies in the rail and electricity industries and the public at large.

Jan 1, 2000

By Michael A. Poling

Ladies and gentlemen, I appreciate this opportunity to be with you, and to share my outlook on the future of Federal coal leasing. I'm told that you wanted the best speaker on this subject in the world. Perhaps it's a reflection of these trying financial times, but I'm glad you finally agreed to settle for the best speaker your budget would afford. I have been asked to give you some insight on the status of Federal coal leasing, and how the budget problems facing the Department will affect the coal program. So I've polished up my crystal ball, and I'll try to give you a peek at the future. Before I do that, however, let me first go back in time - to when this Administration took office in 1981. We had a coal program then, after a hiatus of ten years. But that program was untested and - for reasons well known to all of you - did not work well in practice once we began operating the program. We went back to the drawing board and redesigned the program so that it can do what it is intended to do. We've made the program more predictable. That means that when future lease sales are scheduled, those sales will be reflective and reactive to the need to lease coal. On February 26, Secretary Hodel unveiled a framework for resumption of Federal leasing program activities, ending a more than two-year suspension of regional coal sales. The new program will provide the opportunity to satisfy market demand for acquiring and developing new leases, assure the government of fair market value for its coal reserves, and provide a stable supply of coal for this country's energy needs. The new program grew out of the Department's response to recommendations of the Linowes Commission and the Office of Technology Assessment, coupled with a supplemental environmental study. The Linowes Report, issued in 1984, contained 36 recommendations and three Judgments on leasing levels, tract selection, sale procedures, appraisal methods, key statutory and related factors, and organization and management of the leasing program. Major changes in the new leasing program reflect these concerns. We have developed a definition for captive tracts and devised procedures to appraise their value to the adjacent coal or mine owner. Other steps include a coal lease appraisal guide which describes our appraisal methodology and is available to the public. Improvements have also been made in the gathering of lease assignment information to help in estimating the value of potential lease tracts. To improve market analysis, a three-tiered system will be used to ensure that steps of the lease sale decision process are undertaken in the context of coal supply and demand. Regional Coal Teams will thus have the advantage of long range, regional and tract specific market studies to help them determine whether sufficient demand is expected first to warrant the initiation of activity planning, then to set regional leasing levels, and finally to actually offer specific tracts for lease sale. Sale procedures will also be improved in many ways to encourage competition, improve the chances for receiving adequate bids, and to evaluate whether bids represent fair market value. We made additional modifications to the program in response to the OTA recommendations. Regional Coal Teams have been given a larger role in recommending key decisions concerning the amounts of coal to be studied and the actual selection and scheduling of tracts for lease sale. These recommendations will be accepted unless the Secretary can cite an overriding national interest factor, or a governor's request to modify the recommendations. Smaller, more frequent sales will be held, to better judge market conditions and prevent over- or under-leasing. Public participation guidelines have been written, to document all opportunities for the public to comment at various stages in the planning process. We also decided that resource management plans prepared after the passage of FLPMA in 1976 must be completed, in order for a new round of lease sale planning to begin. The BLM will also beef up its procedures for consulting with affected Federal agencies during the planning process, to assure that the purposes and values of those agencies are considered and factored into land use decisions. To assure consistent use of an adequate data base in coal lease decision-making, Regional Coal Teams will develop standards and guidelines for data adequacy, and document the use of these standards. These procedures will also be applied to the unsuitability criteria screening process. Thus, the new leasing system announced by Secretary Hodel: is fully responsive to recommendations made by the Linowes Commission and the Office of Technology Assessment for improving environmental planning and fair market value procedures; gives the regional coal teams a major say in determining leasing levels, and on the timing,

Jan 1, 1986

Jan 1, 1995

Note this date. This will be the biggest meeting we have ever held. It is arranged so as to permit you to go immediately afterwards to Salt Lake. City to attend the meeting of the American Institute of Mining and Metallurgical Engineers there on August 31, September 1, 2 and 3. Notify the Secretary of any change in your address.

Jan 1, 1925

Meeting called to order by President Herres, eleven o'clock A. M., Monday, August 27, 1928. Address of Welcome by Mr. T. S. Taliaferro, Jr. Address by Mr. William Redshaw, Chairman of the Rock Springs Chapter of the Institute. Paper, "The Effect of Mechanical Coal Mining on Mine Safety," by Lyman Fearn, State Mine Inspector, Wyoming. Paper, "Safety," F. C. Miller, Chief Chemist, Colorado Fuel & Iron Com¬pany, Trinidad, Colorado. Afternoon session, meeting called to order two P. M. On suggestion of Mr. William Littlejohn, the President appointed a special resolutions committee, consisting of Messrs. P. J. Quealy, R. L. Hair and William Littlejohn, to draft resolutions protesting against the granting of a franchise for piping natural gas into Salt Lake City, to be sent to the City Commissioners of Salt Lake City, with carbon copy to the Utilities Commission of Utah. The Committee submitted resolutions which, upon motion of Mr. Littlejohn, and seconded by Mr. Butler, were adopted and sent by telegraph to the Utilities Commission and the City Commissioners.

Jan 1, 1928

Jan 1, 1925

By Mike Onsager

Jan 1, 2006

Jan 1, 1960