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By David M. Spatz

Anyone who scans the modern literature will realize that concepts of leadership have changed during the past few years. And like change in so many areas of our culture, change has been rapid in the perception of leadership. Many traditional leadership traits are still highly regarded and many of the longstanding personal qualities that improve leadership abilities continue to be effective. In the past, though, leaders could rely on dominance, intimidation and fear to accomplish their goals through the actions of others. In contrast, effective leaders today build relationships, provide vision and guidance, and strive for communication, cooperation, trust and employee satisfaction. Earnest leadership involves moral issues like honesty, integrity, fairness, empathy and respect. Modern leaders guide, facilitate and coach, rather than command and direct. But how well equipped are managers in the mining industry to meet the leadership challenges that lie ahead? More importantly, is he or she becoming a better leader? This article outlines steps to becoming a more effective leader. Management consultants stress that the changes that lie ahead will demand swift organizational adjustments and managers who are equipped to lead during times of change (Boyett and Conn, 1991; Hesselbein et al., 1996; White et al., 1996 and Kotter, 1997). Becoming a better leader begins with self-assessment and a commitment to unify all who depend on one's leadership abilities. Simply defined, leadership is leading others. Contrary to common practice, leadership is not about advancing one's own career but about bringing out the best in others. The beauty of modern leadership, however, is that the path of serving others creates synergies. They benefit everyone, including the leader, those the leader manages, upper management and company shareholders.

Jan 1, 1998

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of top-down managerial practices: layoffs of employees, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefit is often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative, and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization’s various constituencies with this direction, and motivate and inspire the organization. Dramatic cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2000

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of topdown managerial practices: reductions in production volume, employee layoffs, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefits are often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost-cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization's various constituencies with this direction, and motivate and inspire the organization. Cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2002

By Dave Southworth

After Abe Lee discovered gold (in April 1860) near the site of present-day Leadville, Colorado, he and is group staked nearly all of California Gulch with "speculative claims." They did so in an effort to grab any property that might be potentially profitable. But the plan did not work. New prospectors demanded a miners' meeting, from which arose the official "Bylaws of California Mining District, California Gulch, Arkansas River." These bylaws, adopted on May 12, 1860, established provisions as to the number, size and type of claims that could be filed. Fair laws invited more newcomers. By mid-summer, 5,000 people with tents and wagons were scattered from one end of the gulch to the other.Among the earliest arrivals to the region that spring were Horace Austin Warner Tabor and his wife, Augusta. H.A.W. Tabor, who was to become a pillar in the development of Leadville, arrived at California Gulch during a food shortage. He sacrificed his oxen so that hungry miners could eat. By doing so, he immediately became the friend of many. Augusta established a little store where she sold her baked goods and provided meals. Like most of the men, Horace prospected the surrounding hills. He only did so, however, for a short time. California Gulch yielded more than $5 million in gold during the next five years. By 1866, however, the placer gold was gone and most of the miners had packed up and left. Charles J. Mullen and Cooper Smith, who were grubstaked by a Philadelphian named J. Marshall Paul, found a new, rich lode at the Printer Boy Mine in 1868. It was the first underground gold mine in the Leadville area and marked the transition from surface mining to underground hard rock mining. Its discovery created a new but modest flurry of activity. Heavy black sand covered the region and made gold mining difficult. In 1875 William Stevens and Alvinus Wood decided to have the sand assayed. They discovered that it contained 15 ounces per ton of silver and was rich in carbonate. Stevens and Wood kept their find a secret for nearly two years. When the word spread in late 1877, the silver boom was on. In 1878 prospectors, merchants and others trickled into town from all directions. Dr. David H. Dougan closed his office. in Alma, crossed Mosquito Pass and set up shop in Leadville. Nobody seemed to need a doctor, however, and Dougan sat in his office for 28 days without a customer. On the 29th day he received word that there had been a mining accident and he was needed immediately. -That was the begin¬ning of his illustrious career in Leadville. Dougan was a successful physician, became mayor in 1881 and was later president of the Carbonate National Bank. Leadville was a simple community of log structures in 1878. By June of the following year, however, it had blossomed considerably. According to Cass Carpenter, as of May 1,1879, Leadville had "...19 hotels, 41 lodging houses, 82 drinking saloons, 38 restaurants, 13 wholesale liquor houses, 10 lumber yards, 7 smelting and reduction works, 2 sampling works for testing ores, 12 blacksmith shops, 6 livery stables, 6 jewelry stores, 3 undertakers and 21 gambling houses where all sorts of games are played as openly as the Sunday School sermon is conducted." Additionally, there were 36 brothels. When George E. King and other architects arrived, Leadville took on an air of elegance and sophistication. In sharp contrast to some of the Victorian-style, gingerbread-laced homes in Leadville, its suburbs were comprised of many tenement shacks and plain cabins mixed with a few commercial buildings, many mines and smelters. Mines sprinkled the area east of Leadville like pepper from a pepper shaker. Wherever there was a cluster of mines, a camp usually sprang up. Most were very close together. South of Leadville the giant Arkansas Valley lead smelter sprawled out between Stringtown and Bucktown in an area known as Smelter Valley. Founded in 1879 as the Billing and Eilers Smelter, the Arkansas Valley plant was operated by the American Smelting and Refining Company. Several other smelters operated in the vicin¬ity. In April 1878, Horace Tabor grubstaked prospectors August Rische and George Hook. For $64 worth of supplies and tools, he was guaranteed a one-third interest in their findings. Rische and Hook discovered the Little Pittsburg (often spelled Pittsburgh) Mine and made Tabor an instant millionaire. Tabor once purchased a "salted" mine, the Chrysolite; but instead of considering it a bad deal, he further developed the property and struck rich silver ore. Later, Tabor purchased the Matchless Mine for $117,000, possibly the only investment he made without partners. During its peak years, the Matchless yielded $1 million worth

Jan 1, 1998

By J. F. T. Agapito, C. E. Brechtel, M. E. Adam

Full-scale stopping and simulated over- cast structures were constructed in large opening (30 ft high by 55 ft wide) room and pillar excavations in an oil shale mine. The program was undertaken to develop construction techniques and to generate data on structure costs and leakage rates. Leakage rates were measured using both sulfur hexafluoride tracer gas and "brattice window" methods at varying differential pressures. The measurements were conducted before and after a full-scale face blast to characterize the effects of blasting on leakage, and blast air pressures were measured across the stoppings. The operating performance of different combinations of permanent and temporary stoppings was evaluated by developing an operating model for a two-panel oil shale mine. The operating performance for the different stopping combinations was then compared to the system cost to evaluate the overall performance.

Jan 1, 1987

By Jon C. Yingling

Lean manufacturing, pioneered by Toyota, has been credited with the most significant improvements in production efficiency and product quality since the transformation from craft manufacturing to mass production in the early 20th century. It represents a comprehensive philosophy for structuring, operation, control, and management of production systems that is believed to have wide applicability. This paper outlines major lean manufacturing principles and discusses their potential for application in the mining industry.

Jan 1, 1999

By Brendan Demich, Joseph McGuire, Emily J. Haas

Near misses recorded and reported by workers can provide awarenessto the potential causes of injury and prompt safety management initiatives. Although most companies require near-miss reporting, it is unclear what the value of these reports are, if any, and how they influence subsequent actions or controls to reduce on-the-job risks. Researchers at the National Institute for Occupational Safety and Health (NIOSH) conducted a case study with an aggregates company in which near-miss reports were analyzed at each of their locations over an entire quarter during the summer of 2018. Within that quarter, workers recorded 249 near misses. Of those, 167 were valid near misses that occurred at work. Researchers coded the reports using a qualitative 5 × 5 risk matrix. Of the 167 near misses, 19% were deemed low risk, 25% moderate risk, 30% high risk, and 26% critical risk. Several patterns in the near-miss incidents were documented, including classification of incidents and common corrective actions referenced (i.e., elimination/substitution, engineering control or redesign, work process/procedures, and personal protective equipment). The analysis provides insight into ways that risk communication and management programs can be improved to reengage workers and their situational awareness on the job.

By Brendan Demich, Joseph McGuire, Emily J. Haas

Near misses recorded and reported by workers can provide awarenessto the potential causes of injury and prompt safety management initiatives. Although most companies require near-miss reporting, it is unclear what the value of these reports are, if any, and how they influence subsequent actions or controls to reduce on-the-job risks. Researchers at the National Institute for Occupational Safety and Health (NIOSH) conducted a case study with an aggregates company in which near-miss reports were analyzed at each of their locations over an entire quarter during the summer of 2018. Within that quarter, workers recorded 249 near misses. Of those, 167 were valid near misses that occurred at work. Researchers coded the reports using a qualitative 5 × 5 risk matrix. Of the 167 near misses, 19% were deemed low risk, 25% moderate risk, 30% high risk, and 26% critical risk. Several patterns in the near-miss incidents were documented, including classification of incidents and common corrective actions referenced (i.e., elimination/substitution, engineering control or redesign, work process/procedures, and personal protective equipment). The analysis provides insight into ways that risk communication and management programs can be improved to reengage workers and their situational awareness on the job.

By Robert N. Pratt

The rapid acceleration and sweeping consequences of what we have all come to characterize as "the ecology movement" has marked a period of serious trial and challenge for the mining industry. It has blossomed into a major factor in our daily business and added a significant new dimension to the problems we must meet and overcome as businessmen. It has become an important new consideration at a time when we must continue to cope with our traditional problems such as rising costs, competition at home and abroad, and the always vital necessity to continually develop new and better technology to produce more minerals more efficiently and more economically. The body of law embracing environmental quality control grows each day, becomes more complex and offers more contradictions. And there is little relief in sight. The requirement to comply with sound environmental regulations -- or challenge unrealistic legislation -- has placed a major burden on the private sector. The economic significance of enacted and proposed environmental regulation is pressing management in the mining industry to some hard decisions -- basic day-to-day business decisions and decisions which acknowledge the undoubted long-term effects of the new laws.

Jan 1, 1973

By J. Wesley Atkins

In considering the importance of lease management and administration, I have decided to approach the topic, Lease Default and Eviction: Action or Reaction, as a three phase presentation dealing with mineral lease administration and management, past, present and future. Though the title may border on the dramatic, it illustrates the real consequences of alternative approaches to property management viewed from my experience in the evaluation, development and implementation of a number of such systems and services in my current position as president of Talco Group Corporation. First, though, let's take a moment and set the stage by giving a few actual examples of why a pragmatic approach is needed in this particular area.

Jan 1, 1983

By J. Devon, D. L. Ewart

Long-term coal mining plans are often based on attainment of an average cost of coal. This is achieved by blending low- and high-cost coal production. Coal that is beyond the economic limit of the reserve is mined in a misguided effort to improve reserve recovery. Long-term contracts should be least cost-based and generate the best net present value from the economic reserve within the context of a rational mine plan. The selected economic reserve should he mined on a low- to high-cost basis to benefit from the time value of money.

Jan 1, 1996

By J. W. Devon

The coal mining industry is divided into two distinct economic segments based on Coal Supply Agreements. Coal supply agreements generally fall into two categories, spot or long-term, with the selected contract term being driven by the buyer's market expectations, security of supply considerations, fuel tonnage and quality requirements, and economics. Short-term or spot coal purchases are generally market driven and are highly competitive in today's marketplace. Long-term contracts, particularly those involving captive mines and mine-mouth power plants, are commonly driven by considerations other than economics. These other considerations, such as Reserve Conservation and Resource Recovery, Security of Supply, and Maintenance of Levelized Costs may increase the cost of coal, often needlessly and without benefit to the buyer or seller. The basic economic principles which guide the market driven metals industry and generally guide the spot coal sector of the coal industry should apply equally well to the long-term coal supply contract. The artificial constraints imposed as a result of regulated rates of return should be re-examined and in most cases, abandoned. There are many methods of surface and underground coal mining being used today such as, open-pit, contour, mountaintop, and area mining for surface mineable reserves; conventional, standard continuous and super-section continuous miners, and longwalls for deep reserves; and highwall miners, thin seam miners and augers in between. This discussion is primarily directed to surface mining, however the same principles of least cost mining on a Net Present Value basis must be considered in all cases.

Jan 1, 1994

By John J. Sammarco, Alan G. Mayton, Elaine N. Rubinstein

Researchers from the National Institute for Occupational Safety and Health (NIOSH) developed a light-emitting diode (LED) area luminaire called the Saturn and conducted a laboratory study using a Fletcher High Dual-boom Mast Feed (HDDR) roof bolting machine. The Saturn luminaire was designed to (1) enhance floor illumination to enable better detection of trip hazards in the interior spaces of a roof bolter and (2) reduce glare that has typically been an issue of concern on roof bolters. This paper reports on the results of achieving the second objective. The existing roof bolter lighting was the baseline and was compared with three versions of the Saturn luminaire relative to light intensity (100%, 75%, and 50%). Discomfort and disability glare data were obtained from 30 participants that comprised three age groups. Discomfort glare perceptions were obtained using the De Boer rating scale, and disability glare was quantified by using Mars Letter Contrast Sensitivity tests. Discomfort glare was reduced at least 3 levels with all Saturn versions. Also, a predictive model was used to estimate discomfort glare, and the results were similar. Disability glare was the least for the Saturn’s 50% intensity, and all Saturn versions had significantly less disability glare than with the baseline lighting. Veiling luminance was calculated and used as another indicator of disability glare. Veiling luminance was 28 to 42 times greater with the baseline lighting as compared with that of the Saturn lighting. Lastly, visibility levels were calculated. The Saturn versions were 4 to 6.5 times better in terms of visibility level.

By John J. Sammarco, Alan G. Mayton, Elaine N. Rubinstein

Researchers from the U.S. National Institute for Occupational Safety and Health (NIOSH) developed the Saturn light that significantly improves illumination for roof-bolting machine operators while reducing glare. The existing roof-bolter lighting was the baseline and was compared to the Saturn at 100, 75 and 50 percent intensities. Discomfort glare and disability glare were measured by the De Boer rating scale and the Mars Letter Contrast sensitivity test, respectively. Thirty study participants were tested. Discomfort glare was reduced at least three levels with the Saturn luminaire. Visibility levels were four to 6.5 times better with the Saturn than with the baseline. The Saturn design is freely available for commercialization.

By Steve Vaughan

Canadian Regulation and Reporting Requirements High reporting standards are essential in developing and sustaining a strong confident capital market. As of February 1, 2001, technical reports on mineral exploration and mining work, must conform to the standards of the Canadian Securities Administrators (CSA) National Instrument 43-101. Only a ‘qualified person’ may supply the technical information on which a news release is based and must verify that the final version of the release is accurate.

Jan 1, 2003

By Gail L. Achterman

Most mining companies today perform site assessments and operational or compliance audits regularly. The purpose of these audits is to review company facilities and operations to determine whether they comply with applicable federal, state and local environmental laws and regulations. Why Audit? Companies adopt assessment and audit programs for legal and business reasons. The business reasons include: (1) ensuring efficient and cost-effective compliance through early problem identification and resolution; (2) planning and implementing business transactions such as real estate conveyances, loans, mergers and acquisitions, and waste disposal service contracts; and (3) employee training and relations. Legal reasons for audits include: (1) avoiding enforcement actions and penalties; (2) meeting environmental permit certification requirements; (3) avoiding corporate officer liability; and (4) meeting Security and Exchange Commission disclosure requirements. The Environmental Protection Agency ("EPA") encourages environmental auditing by regulated entities. The EPA Environmental Auditing Policy Statement was published in the Federal Register on July 9, 1986 (51 Fed Reg 25,004). Although the existence of an auditing program does not create a defense to or otherwise limit a company's regulatory responsibilities, EPA considers compliance programs in setting inspection and enforcement priorities. If a company makes an honest effort to identify and correct its own problems, EPA's enforcement approach is influenced, especially if violations are promptly reported. Perhaps more significant to many executives, the U.S. Department of Justice issued guidelines last year on when it will pursue criminal prosecution for environmental violations. See Department of Justice, "Factors and Decisions on Criminal Prosecutions for Environmental Violations in the Context of Significant Voluntary Compliance or Disclosure Efforts by the Violator," (July 1, 1991). It is now commonplace to read about major companies pleading guilty to criminal violations and paying millions of dollars in penalties. For example ALCOA recently agreed to pay criminal fines and civil penalties totaling $7.5 million for unauthorized excavation of PCB-contaminated soil and improper dumping of spent caustic solution. No executive wants to explain to the Board of Directors or shareholders why the company was criminally indicted. The Department of Justice considers factors such as voluntary disclosure, preventive measures and compliance programs, such as a regular compliance auditing program, the effectiveness of the disciplinary system for employees who violate the company's environmental policies, and subsequent compliance efforts by companies to remedy ongoing noncompliance. The Department of Justice looks closely at whether audit recommendations were implemented in a timely way and whether environmental compliance was a standard by which employees were judged. The Lawyer's Role. The role of the lawyer in an audit team deserves special attention. When enforcement action or litigation has begun or is contemplated or a government agency has asked for information, attorneys always should be directly involved in environmental audits. In most situations, however, environmental audits are management tools, and the attorney's role should be to advise the team. The attorney can help make sure the team understands the laws and regulations the facility must

Jan 1, 1992

By J. M. King, C. J. Boggs

Acquisitions of mineral properties and companies can saddle the acquirer with unexpected and substantial liabilities and obligations incurred by the acquired or selling company that are not readily apparent from review of the company's books or files. This paper will address selected areas of concern, such as environmental and reclamation liabilities, problems of foreign ownership by the buyer or seller, pension obligations, plant closing laws, effective title review, land use and zoning.

Jan 1, 1992

By J. M. King

A crucial step in the acquisition by one company of the assets of another, the acquisition of the stock of another company, or the merger of two com-ponies, is the legal due diligence which needs to be performed in order for the acquirer to ascertain or confirm the obligations, liabilities and exposures to risk that are being assumed along with the assets or corporate stock being acquired. Where the obligations, liabilities, or exposures to risk arise from existing contracts, or from pending lawsuits, administrative proceedings, or threats of these actions, those matters are relatively straightforward to discover by careful review of the files of the party whose assets or stock is being acquired. However, where a company is engaged in ongoing mining or processing operations and has operated or owned mining proper-. ties, there are many sources of liability and exposure to risk which could have major adverse economic consequences to the acquiring party and which are not revealed, or at least are not clearly delineated, by the records of the company whose stock or assets are being acquired.

Jan 1, 1990

By C. G. Roache

Mining legislation in Jamaica dates back to only 1947 when, on August 30 of that year the Minerals (Vesting) Act was promulgated. None of the exploratory and trial-mining projects over the preceding 450 years were regulated or controlled by law. It was the seriousness of the intent of the North American Aluminum Companies to establish a bauxite mining industry in Jamaica which led to the development of the first piece of mineral legislation. It is of note that the incoming mineral industrialist was more anxious than the Government to see that a legislative framework was in place. It was relevant then as it is today for good mining legislation to be in place for the Government to regulate and control the exploration and exploitation of mineral resources. It was also necessary for the industry to know their rights and obligations so that they could plan, explore and exploit with some assurance that their capital was secure. One of the main reasons that the mining of bauxite did not begin in Jamaica until 1952 was that no legislational framework existed prior to 1947. The Jamaican dollar is tied to the US Dollar at a rate of J$35.00 to US$1.

Jan 1, 1998

By Northcutt Ely

My topic today is our Nation's interest in the minerals beneath the oceans. I will state what I think should be our objectives, the means available to attain these objectives, and the obstacles to their accomplishment. It is possible that as early as this year of 1969 our country must make policy decisions on this subject, and that these, once made, will be almost irreversible. Two factors are hastening an. early decision. First, the 1958 Convention on the Continental Shelf becomes eligible for amendment after June 10, 1969, if the Assembly of the United Nations so decides. Second, the United Nations has created a permanent committee of 42 nations, which was preceded by an ad hoc committee of 35 nations, to study the question of the peaceful uses of the seabed "beyond the limits of national jurisdiction. While these measures purport to deal with the creation of a regime to govern mineral development on the deep sea floor beyond the limits of the jurisdiction of the coastal nations, it has become clear that the urgent issue is the extent to which this future regime shall acquire jurisdiction over the mineral resources of the continental margin, and receive royalties therefrom. This brings the proposal into potential collision with the interests of the coastal nations under the 1958 Convention on the Continental Shelf, including, of course, the United States.

Jan 1, 1969