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MR. McKEEVER: I think we had to start some- where. The proceeds of the beltbuckles and hard hat stickers will certainly be a beginning in a scholarship for some of our young people. And maybe, you know we might even get one of them sometime to go to the University of Oklahoma. A few years ago the luncheon speaker for tomorrow, Brooks Mitchell, got a few of the mine presidents together and we spent a full five hours of just dedicated listening to Carl Terzian. We listened basically on three subjects: how to work with the media, how to work with image, and how to identify with our political systems and those who are in them. I remember that as one of the turning points in my perspective on how our system really works. This gentleman who will be addressing you today, Mr. Terzian, will be conducting about a three-hour session tomorrow. And it's a shame that our other activities will not allow some of the golfers to probably be there. Those of you who can come to the session tomorrow morning will find it most rewarding. A little bit later on we will also have a panel session. And I see all of the panelists are here except for Bob Golten, but I understand that he is registered. We should have a full afternoon session with Charlie and his panel. When we started working on this, we naturally went back to Carl Terzian to give us some guidance. If there is anything wrong with your session, it's my fault because he knows how these should be done and he guided us along the way. One thing that I am sorry, it wasn't his fault necessarily, is that Harry Reasoner will not be with us for lunch tomorrow. Brooks Mitchell is going to make all of the PR he can out of the fact that Harry got scratched and he got in place for him. Brooks gave me one comment along that line. He said, "Do you know what you get when you cross a gorilla with a computer"? Of course I bit on that. He said. "Well, you get a Harry Reasoner." A little over a month ago I was invited out to California to Woodbury University at Carl Terzian's insistence. I happened to be sitting by one of his vice presidents. It was a formal affair. We had to wear tuxedos and everything and Mr.Green was sitting there and he said, "You know," he didn't know who I was at that time, but he said, "You know Carl really didn't want this formal affair. Said he had a couple of friends coming from the coal mining industry and they wouldn't know what to do with tuxedos." So with that Carl, we will start this little session and it's your mike. MR. TERZIAN: Thank you very much Ira. Let me begin by expressing my appreciation to the men and women of the Institute for allowing me to be here. I'm deeply concerned about my reputation, my image and don't want you to get the inference that I am responsible for Ira McKeever's image. Nobody could be responsible for that! But it is a great case in point that we all should be concerned about our images. I guess tomorrow morning from about 8:30. a.m. to about 11:30 a.m. we are going to do a? hopefully, a productive and very pleasant expertence for all of us in this growing field and great interest that people have in the area of image. I happen to be from Los Angeles. I have a national firm which has handled about 600 corporations', over the years through the areas of public relations,' community, civic involvement all built around a strengthening and safe guarding our precious, free enterprise system. And the message that I hope to give you, as you will be eating your lunch today, is really not so much about the image of individuals but as the attitudes built on what Bill Banowsky

Jan 1, 1982

By Michael A. Berdine

Twentymile Coal Company?s first longwall face in the late 1980?s was oriented approximately 45 degrees to the major coal cleats and 45 degrees to the primary horizontal stresses. This combination of stress and coal cleating resulted in frequent violent bursts of coal along the longwall face. The bursts created particles of sufficient size and force with the potential of causing injury to employees and occasional damage to shield components. Partial web cutting was subsequently developed in an attempt to relieve the stress on the coal face and required the shearing machine to travel to the tailgate and back for a full 36 inch web. The partial web cutting pattern is focused on first cutting the lower 90% of the seam to relieve the stress as the shearer travels from the headgate to the tailgate. The web depth during the headgate to tailgate pass is typically in the range of 70% to 80% and varies with conditions to maximize production rates. The top and bottom of the seam in the remaining 20 to 30% of the web are then cut out to allow the shields and face conveyor to advance. 100% of the web is cut at each gate end for a distance of approximately 19 shields. This paper addresses some general mine geology and the procedures and benefits of partial web cutting with respect to safety, production and maintenance on a high production longwall face.

Jan 1, 2004

The Annual Meeting of The Rocky Mountain Coal Mining Institute was called to order by the President, John T. Atkins, at 2:00 p.m. Tuesday, June 26, 1984 in the Colorado Ballroom of the Marriott's Mark Resort in Vail, Colorado. There were 36 members in attendance. It was moved by Bob Diederich, seconded and carried to dispense with the reading of the 1983 Annual Meeting minutes as printed on pages 105 thru 109 of the 1983 Proceedings. In keeping with the printed agenda in the convention program/ticket booklet, the President called for reports of standing committees as follow: 1. Bylaws & Resolutions - Loren Linville, Chairman Linville noted that the committee had been working for two years on bylaws changes and concluded a corporate lawyer specializing in nonprofit organizations be engaged. He then introduced Mr. Peter B. Nagle of the Denver law firm of Sherman and Howard who outlined the major changes in converting the Institute's current status of 501(c)(6) to 501(c)(3). He pointed out that such a conversion would give the Institute a proper legal status, would give individual contributors to the scholarship or other programs a personal income tax deduction, would qualify the Institute for the postal nonprofit mailing rate and the Institute would achieve the advantage of limited liability inherent in a corportion and would insulate its members, officers and directors from liability for corporate obligations. Copies of the Articles of Incorporation as well as the Bylaws were available for all members. A discussion ensued and the following resolution was moved by Bob Diederich, seconded and carried: RESOLVED, that the unincorporated association known as the Rocky Mountain Coal Mining Institute be, and hereby is, dissolved and in its place, and to carry out its objectives, shall be formed a nonprofit corporation under the laws of the State of Colorado, which corporation shall also be known as The Rocky Mountain Coal Mining Institute, and to which shall be transferred all of the assets and liabilities of this association. FURTHER RESOLVED, that the proper officers of this association are authorized and directed to execute and file with the Colorado Secretary of State, Articles of Incorporation in a form substantially similar to those prepared for this association by its counsel, and the names of the individuals identified in such Articles of Incorporation as the initial Board of Directors of such corporation, which names were proposed and recommended by the Nominating Committee of this association, are hereby approved. FURTHER RESOLVED, that the proper officers of this association are authorized and directed to do all acts necessary or convenient to carry out the terms of the preceding resolutions. (Articles of Incorporation and Bylaws as adopted are printed following these minutes.) Additional resolutions were read by Linville as follows: Item 1: WE RESOLVE herein that in the year since the last convention of the RMCMI, the Institute and the coal industry have suffered the loss, through death, and the services of: Lloyd W. Taylor Charles T. Holland THEREFORE, BE IT RESOLVED, that we record in the minutes of the RMCMI, recognition of the passing of these members who have so greatly contributed to the advancement of the industry, both nationally and in the Rocky Mountain area, and that a copy of this resolution be sent to the next of kin as evidence of the sincere sympathy and deep regard of the members of the Institute. Item 2: RESOLVED, that in recognition of their long and faithful service to the coal industry that the status of Life Member be conferred upon: Bernard Bernstrom Roy Coulson Shirl C. McArthur Item 3: RESOLVED, that we commend and express our gratitude to our Executive Secretary, officers, chairmen and committees for an outstanding job in presenting. the 80th RMCMI meeting. Item 4: RESOLVED, that the RMCMI express its gratitude to K&P, INC. of Golden, Colorado for their generous donation of office facilities and furniture for the RMCMI office and to K&P SALES ENGINEERS, INC. also of Golden, Colorado for their assistance in telephone answering, other office procedures and the use of certain office equipment. Item 5: RESOLVED, that six scholarships be awarded annually to advance the education program of the Institute to worthy students pursuing career paths in mining or other related industry in the six states in which the Institute generally operates and has members and in accordance with the criteria set forth by the Scholarship Committee. It was moved by Jim Neal, seconded and tamed

Jan 1, 1984

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

The second annual RMCMI Mine Rescue Performance Evaluation was held in conjunction with the 1993 RMCMI Convention at Beaver Creek. [ ] Six teams participated in this year's evaluation; BHP Minerals, Navajo Mine, Fruitland. NM; BHP Minerals - LaPlata Mine. LaPlata, NM; BHP Minerals - San Juan Mine. Waterflow. NM; The Coteau Properties Company - Freedom Mine, Beulah. ND; Cordero Mining Company, Gillette, WY; and The Falkirk Mining Company - Falkirk Mine. Underwood, ND. The Western Energy Company of Colstrip, MT was represented through observers and evaluators. [ ] Realistic industrial related scenarios, closely simulating the stress of actual rescue incidents, were provided by members of the Eagle Valley Ambulance Service. Five different scenarios were presented to each team on the first day of the evaluation and three on the second. Each team was given the pertinent information to solve the problem as they assembled at the scenario site. The scenarios were going on simultaneously and each team was unaware of the circumstances until they entered the scene. Interested onlookers were afforded the opportunity of viewing the actual simulated rescue operations as they occurred. The teams received valuable pointers and direction from the ream of evaluators following each scenario. They were are also given the opportunity to observe the other teams in action and to meet with the members of all the teams to share information and ideas during team meetings per the predetermined schedule. The primary goal is to recognize current rescue skills, knowledge, and abilities of participating teams. In doing this, each team was provided with individual evaluations and a path for improvement as needed. Each team was recognized for their efforts at an awards breakfast on the final day of the evaluation. New innovations in rescue equipment were introduced and demonstrated for interested teams following the awards program. The importance of progressive training such as what we are witnessing at evaluations during the RMCMI conventions cannot be stressed strongly enough. These teams are the providers of immediate rescue and medical care for victims of accidents at their respective properties. Every mining operation has the potential for very serious accidents due to immense size of equipment and mining logistics. These rescue teams must be prepared to act with the most immediate, professional and knowledgeable actions to save lives and prevent further injuries. Safety is a primary concern of every mining operation and the mine site rescue team is an integral part of that safety effort. The evaluation program is very appreciative for the financial support of the following businesses to enable this program to continue: Safety Master, Acme Welding, North American Coal, Triune. Cummins, OK Tire. Modern Industrial, The Industrial Company, Mine Safety Appliances (MSA), Biomarine, Personal Safety Enterprises, Inc., and Blattner Construction, Thank you again for your much needed assistance. Plan to be a part of next year's Mine Rescue Evaluation Program as a participant or an observer. You will be amazed at the skill levels of the Rescue Teams. See you next year! Linda G. Ash The falkirk Mining Company [ ]

Jan 1, 1993

Jan 1, 1955

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

By Lloyd Garrison

The Garrison Automatic Domestic Stoker is a device intended primarily for residences and small apartments. In the development of the device com- [ ] mercial features have been given as much consideration as have engineering features. As a result of this consideration the stoker is well within the reach of the middle class buyer as regards price, while at the same time it possesses all of the features of comfort, economy and convenience which accompanies this type of stoker. The stoker is of the over feed type and uses the natural draft of the furnace. A 1/12 H.P., 1,800 R.P.M., motor drives a small worm gear unit through [ ] grooved pulley and rubber belt, effecting a speed reduction from 1,800 to 6 R.P.M. The gear shaft drives a slide situated in the bottom of the coal hopper that causes the coal to be deposited on a link belt chain which carries it through a trough and drops it on the grate. Use of a screw feed has been purposely avoided because of

Jan 1, 1925

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

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

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

By Margaret N. Maxey

For the past quarter century, it is fair to say that the political agenda of Western industrialized societies has been driven by those opposed to forms of economic growth providing sustenance to a growing population. They regard growth as the major threat to their social philosophy which champions a wholly "new ethic of biocentric equality" or "living as if Nature mattered." This ethic demands that "a violent, plundering humankind" must abandon its alleged rape of Planet Earth and derive its ethical norms from pre-existing harmonies and fragile, precarious balance present in Nature. A Green political agenda appeals strongly to deep longings shared among many people whose temperament seeks tranquillity in a world of wild natural beauty uncluttered by dependency on tools and experts and specialists. According to proponents of the Green philosophy, our world is pregnant with enormous problems. Armed with expanded political powers, regulatory guardians at state and local levels have mustered their forces with shotguns cocked, poised to prod an ignorant and lazy citizenry to the altar for an exchange of vows with Environmental Ethics. Social engineers have skillfully discredited the traditional role of professionals in scientific engineering who are summarily dismissed as the failed architects of an industrial system pillaging the earth. They stand accused of producing unmanageable offspring - from mining minerals and energy resources to disposing of toxic wastes - whose disputed parentage and expectant crimes against humanity must be prevented by removing them from normal custody. Green critics claim that markets cannot be given custody of industrial offspring - pollutants, wastes, land-use abuses. Markets appear to have failed to provide equity to present and future generations. The only custodian with sufficient coercive power seems to be the regulatory bureaucracy. The upshot is a stark Hobson's choice - Shotgun Wedding vs. Custody Dispute. It derives its fateful predestination from an uncritical acceptance of several preconceptions which currently undergird the altar of Sustainability characterized by its acolytes as "a new and exciting doctrine." It is significant that Limits to Growth slogans of the 1970s have been displaced in the 1990s by the more palatable language of Sustainability. As a policy recommended to forestall an impending doom, Sustainability derives its credibility from dire predictions of global warming, ozone depletion, acid rain and the like. The Rio Declaration announced to the world in June 1992 that, although energy is essential to human well-being, its production and consumption in wealthy industrialized nations is unsustainable. It called for a complete overhaul of energy systems with nothing short of a total replacement of fossil fuels, uranium fission reactors, and large hydroelectric projects by means of so-called renewable energy sources, augmented by coercive regulations to force conservation and limit consumption demands. The social and political consequences of such a sweeping

Jan 1, 1995

ARTICLE I - General Section 1. Name. The name of the corporation shall be The Rocky Mountain Coal Mining Institute. Section 2. Objects and Purposes. The objects and purposes of The Rocky Mountain Coal Mining Institute and the nature of the business to be carried on by it are as follows: (a) To sponsor educational programs pertaining to coal mining technologies and production techniques, mining management and safety, federal, state, and local laws, rules and regulations pertaining to coal mining, and other energy related issues. (b) To disseminate to the public and to educational and scientific institutions knowledge, and the results of study and research into recent developments in coal mining technologies and production techniques, mining management and safety, federal, state, and local laws, rules, and regulations pertaining to coal mining, and other energy related issues. (c) To do and engage in all lawful activities that further or are consistent with the preceding objects and purposes of the corporation. Section 3. Nonprofit Corporation. This corporation shall operate as a nonprofit corporation under the laws of the State of Colorado. ARTICLE 11- Principal Office and Corporate Seal Section. 1. Principal Office. The principal office and place of business of the corporation in the State of Colorado shall be in the County of Jefferson, Colorado, or at such other location as the Board of Directors may from time to time determine. Other offices and places of business may be established from time to time by resolution of the Board of Directors. Section 2. Corporate Seal. The seal of the corporation shall be inscribed with the name of the corporation, the year of its incorporation, and the words "Colorado" and "Seal," and shall be in a form approved by the Board of Directors, which may alter the same at pleasure. ARTICLE III - Members Section 1. Classes. The membership of the corporation shall be divided into three classes, consisting of active members, life members, and senior members, who shall have such rights, privileges, and qualifications as these bylaws may provide. Section 2. Qualifications. The members of the corporation shall have the following qualifications: (a) Any individual interested in the goals and purposes of the corporation may become an active member of the corporation upon payment of such annual dues as the Board of Directors may determine from time to time by resolution. (b) An individual who has devoted long and dedicated service to the corporation and to its goals and purposes may become a life member of the corporation upon being elected to that status by the Board of Directors, and such individual shall retain such status for life. (c) An individual who has been at any time an active member of the corporation and who has reached 70 years of age may become a senior member upon payment of such annual dues as the Board of

Jan 1, 1994

Jan 1, 1960

Jan 1, 1980

CONCLUSIONS: Our experience, where we attempt to remove a continuous face with a seam more than six and one-half feet in thickness, has been rather disastrous. We have been able to open up faces and retreat for a distance of 75 to 100 feet in this particular character of coal, but after the supporting timbers have been removed for the second or third time we have found that the roof has a tendency to ride over the props and break off at the face of the coal support. However, where our coal is below six and one-half feet in thickness we have had very good success in handling the roof and breaking it off systematically with our break line of props, which are usually from 12 to 15 feet from the face of the coal. Our practice in to set props at about two-foot intervals in each direction and remove two sets of props, at the same time two additional sets are placed along the coal face. At all times we are very insistent that all props be removed from the gob and that entire coal be taken out so that it is possible for the roof to break freely and all come down, not having any supporting pillars in the gob. The conclusion of our experiments to date is that if all the supports beyond the breaking line of props are taken out as the long face retreats and the closer the breaking line of props is kept to the face the better the results will be. We have never felt it safe to have less than four rows of props to protect the machinery and men working along the coal face. We feel that the time element as to the rapidity with which these faces are advanced or retreated, is of vast importance, but to date have not had an opportunity or experience enough to reach any conclusion as to what time element is proper here with us. We feel that the crushing strength of the overlying strata will govern this to a large extent, and as ours varies considerably, it is going to he very difficult for us to reach a definite conclusion. My opinion is, that conditions may be such that rather than have a short face and retreat rapidly, it will be found that a longer facewith a slower retreat will work out better. Such a condition might give the overlying strata time to settle. The caving of roof or of control of this caving, with us, is quite closely associated with the ventilation. We find that the places where the strata overlying the coal are composed of shale, that the effect of the air on this is of very great importance. It is our endeavor, at all times, not only to remove obnoxious gases, but to keep a current of fresh air moving along the face and, of course, a portion of this travels over the gob and comes in contact with the roof and overlying strata. This, we find, helps materially in keeping the roof on the move. As it is our practice to keep water for sprinkling purposes at all places, we also use this water to keep the roof wet back in the gob. The effect of water on the shale is to cause it to disintegrate quite rapidly. MR. HOLMAN (Concluding): If there are any questions about this, I will be glad to answer them. I have some prints and also some pictures of the scraper loader and the shaking conveyors (distributes.) PRESIDENT MOSES: We wish to thank you, Mr. Holman, and also wish that you would thank Mr. Dupont for his paper. Are there any discussions? Do you wish to ask Mr. Holman any questions? (No response.) PRESIDENT MOSES: Mr. Holman, I would like to ask you how you take the photographs; were they taken by flashlight, or were globes used, or how were they taken, in a gaseous mine? MR. HOLMAN: Our mines being gaseous, we do not use the ordinary flashlight for taking underground photographs, but we have had considerable success, I think, with underground pictures by means of electric lights. We use 250 watt globes. We have six of these rigged up with tin reflectors, 18 inches in diameter, on standards, and we carry two or three hundred feet of wire connected with these six lights, and they can be turned on in the room where we take the photograph, by means of this extra wire. We set the kodak up and arrange the picture and take a long time-exposure. We usually take an

Jan 1, 1926

Jan 1, 1995

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

By M. H. Forester

The Bituminous Coal Industry has for the past year been faced with a most serious problem. I am sure that you have had your own individual and local problems, as do we all. In my thirty years of practical experience with coal mining, I have never found an operating man nor a coal mine without problems. The very nature of mining, with so many unknown factors involved, precludes the absence of problems. But they are not insurmountable, and one should not dwell on them interminably. They should be recognized as a challenge to our ability and ingenuity to solve them, and once the proper solution is found, it should be applied and the problem dismissed. However, we find ourselves at the moment in the midst of a serious challenge to our very existence. In the early thirties, many in the industry welcomed the re-establishment of Unionism as a balance wheel, in the belief that the stabilization of wage scales would also stabilize prices and eliminate disastrous price cutting practices. The ultimate effects of having twenty-six years of benevolent paternalism in the administrative branches of Federal and State Governments with their labor courting policies, could hardly have been anticipated. And so with wages spiralling under government sponsorship, we have finally reached the point where competitive fuels, such as natural gas and oil are more attractive to the consumer, from the economic angle of cents per BTU cost, than coal.

Jan 1, 1953