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[Mr. Houston T. Aars Carter Mining Co PO8 3007 Gillette, WY 82716 Mr. Jay Abbott Union Supply Co 7458 S Jackson St Littleton. CO 80122 Mr. Ronald H. Achziger Midwest Rbr & Sply Co 6404 E 39th Ave Denver, CO 80207 Mr. Randy Acre Dorchester Coal Co 9350 E Arapahoe Rd Englewood, CO 80112]

Jan 1, 1983

[Mr. Jay Abbott Union Sply Co 7458 S Jackson St Littleton. CO 80122 Mr. Ronald H. AchZlger Midwest Rbr 6 Sply Co 6404 E 39th Ave Denver, CO 80207 Mr. Randy Acre Dorchester Coal C 9350 E Arapahoe Rd Englewood, CO 80112 Mr. Dell H. Adams Kenerco Corp 5480 Swanton Dr Lexington, KY 4051 Mr. Robert S. Affleck Anderson Mavor (USA) Ltd RD #1 Box 140-Lake R Bradford Woods, PA 15015]

Jan 1, 1984

By Robert B. Parsons

"The customary onslaught of government budgets this spring offers lots of interesting reading to the mining industry.While the favourable changes tend to get all the fanfare, there are some ""sleepers"" in the host of proposed changes which will be bitter pills for some mining people to swallow.IntroductionOn a scale of one to ten, the Canadian mining industry will probably give this year's federal and provincial budgets a score that is pretty close to five. Although some budgetary proposals are generally perceived to be favourable to the industry, there are other provisions (and lack of provisions) which are considered to be negative.This month, Tax Notes examines in a summary manner the principal features of the 1985 federal and provincial budgets which are of particular interest to this country's mineral industry."

Jan 1, 1985

At the Annual Meeting of the RMCMI Board of Directors held June 29, 1985, the following amendments to the corporation bylaws Article III were made: Section 2. Advisory Board. There shall be an Advisory Board of Directors which shall be com- posed of all former presidents of the corporation and of the unincorporated association, also known as The Rocky Mountain Coal Mining Institute, of which the corporation is the successor. The Advisory Board shall periodically review the philosophy and policies of the corporation and make recommendations concerning the same to the Board of Directors. The Advisory Board shall hold an annual meeting at the same place as and immediately pre- ceding the annual meeting of the members in each year and written notice stating the place, day, and hour of the meeting shall be given or mailed to each member of the Advisory Board at least thirty days prior to the date fixed for such annual meeting. The annual meeting of the Advisory Board shall be for the purpose of electing a chairman from among its members and the person so elected chairman shall also serve as a member of the Board of Directors of the corporation. The Advisory Board shall meet at such other times and conduct its affairs in such a manner as it shall determine from time to time by resolution. Section 4. Regular Meetings. A regular meeting of the Board of Directors shall be held immediately following the annual meeting of the members, at the site of the annual meeting of the members, the day and time to be fixed by the Board of Directors at its annual meeting immediately pre- ceding the annual meeting of the members in each year, without the necessity of any other or advance notice. Such regular meeting of the Board of Directors shall be for the purpose of considering committee appointments, and for the transaction of such other business as may come before the meeting. A regular meeting of the Board of Directors shall also be held in the Fall of each year following the annual meeting of the members and written notice stating the place day and hour of the meeting shall be given or mailed each member of the Board of Directors at least thirty days prior to the date fixed for such regular meeting. Such Fall regular meeting of the Board of Directors shall be for the purpose of receiving the treasurer's annual financial report of the previous fiscal year as reviewed and approved by the auditor, to take action on the budget, and for the transaction of such other business as may come before the meeting. Section 8. Standing Committees. The Board of Directors may create by resolution adopted by a majority of the entire Board of Directors, a Bylaws and Resolutions Committee, a Nominating Committee, a Finance Committee, and one or more other committees each of which shall consist of two or more directors and which shall have and may exercise such authority in the management of the corporation as shall be provided in such resolution or in these bylaws. Section 9. Ad Hoc committees. The Board of Directors from time to time may by resolution create a Membership Committee, a Scholarship Committee, an Education Committee, various convention committees, and one or more other committees each of which shall consist of members of the corporation and which shall have and may exercise such authority, other than in connection with the management of the corporation, as the Board of Directors may determine. MINUTES of the Rocky Mountain Coal Mining Institute 81 st Member Annual Business Meeting July 2, 1985 The 81st Annual Business Meeting of the mem¬bers of The Rocky Mountain Coal Mining Institute was called to order by the president, Charles W. Margolf at 1:35 p.m. Tuesday, July 2, 1985 in the Windom Peak Room of the Tamarron Resort near Durango, Colorado. Thirty members were present and a quorum was established. It was moved by Bill Balaz, seconded and car¬ried to dispense with the reading of the minutes as these were published on pages 67 thru 77 of the 1984 issue of the Proceedings. The chair called for reports of the various com¬mittees and these reports will be placed on file in the RMCMI Office. Bylaws and Resolutions. Chairman Loren V. Linville reported that the Board of Directors had adopted changes to Article III, Sections 2, 4, 8 and 9 calling for clarification of Ad Hoc and Standing Committees as well as setting forth a purpose for the Advisory Board meetings and stating a time for an annual meeting. He further reported that the Board had passed three resolutions: (One) Noting the passing of these members since the last conven¬tion - Einar M. Arentzen, Gerhardt A. Benne¬witz, Claude P. Heiner, Raymond A. Johnson, Vard H. Johnson, P. T. Schonstrom, Augusta F. Whiteside and Edward Wiemann; (Two) Of appreciation to the officers, chairmen and their commit-

Jan 1, 1985

[ACC, Inc. Bucyrus-Erie Company CINCO (Coal Industry Consultants, Inc.) Coal Magazine Colowyo Coal Company Coors Ceramic Company Crane & Hoist Sales, Inc. Cummins Power. Inc. Cummins Southwest, Inc. Cyprus Coral Company Denver & Rio Grande Western Railroad Company Energy Fuels Corporation FMC Corp.- MHE Division Ford. Bacon & Davis Inc. T.J. Gundlach Machine Company Hemscheidt American Corp. GH Hensley Industries Honnen Equipment Company Jennmar Corporation Soy Technologies, Inc. K&P Sales Engineers, Inc. Kennametal, Inc. Kerr McGee Coal Corp. McLanahan Corporation National Mine Service Company Peabody coal Company Pitrsburg & Midway Coal Mining Co. Pyramid Parts, Div. American Alloy Ramsey Technology. Inc. Roberts & Schaefer Company Santa Fe Pacific Coal Corporation Scandura. Inc. Tamarron Resort TIC (The Industrial Company) Tribol Utah Power & Light Western Energy Company]

Jan 1, 1988

By Charles L. Kimbell

In overview, the world's mineral industry in 1989 registered gains over its 1988 performance, but these gains were by no means as pronounced as had been those of 1988. The traditional statistical measures of mineral industry performance, namely production, trade, and consumption levels, reflected significant growth in most industry sectors from crude material extraction through the gamut of down- stream processing. Growth in market economy countries generally exceeded growth in the centrally planned economy countries as a result of a variety of causes that will be covered subsequently, but even among the centrally planned countries there were some upturns. In contrast to these measures of the soundness of the industry, the situation for nonfuel mineral and metal prices was less satisfactory than in 1988, and low crude oil prices continued as a problem for the all-important petroleum sector, despite some gains during the year. The oil price situation mitigated against price increases for competitive fuels. Although this was unfavorable for fuel producers, it remained advantageous to consumers, including nonfuel mineral producers, processors, and transporters. Thus it cannot be viewed as a negative factor for the whole of the global mineral industry. Global crude mineral output value was estimated at nearly $1,420 billion in current dollars, an increase of 9% over the 1988 level, and an increase in current dollar terms for the seventh consecutive year. Measured in terms of constant dollars, however, adjusting for inflation, the increase was only 4.7% compared with the 1988 level. Despite the prolonged growth trend, the 1989 crude mineral output value level was still 3.2% below the record high set in 1980, which was $1,467 billion in terms of 1989 dollars.

Jan 1, 1992

By Charles L. Kimbell

In broadest overview, a substantial part of the world's mineral industry in 1990 registered small gains over its 1989 performance, but traditional statistical measures of mineral industry performance, namely global production, trade, and consumption levels, failed to mirror these gains. This was because of the sharp downturns in the mineral industry activity in the U.S.S.R. and the former centrally planned economy nations of eastern Europe. These downturns in this one geographic area had influences on almost all traditional statistical series, in some cases simply significantly reducing growth, in other cases providing for a global downturn, in almost all cases despite considerably brighter outlooks based on activities in other world areas. To be sure, the U.S.S.R. and eastern Europe were not the only places on the planet suffering problems of one type or another in 1990 that impacted on minerals industry activity, but with the acquisition of information presently available, it seemed almost assured that the difficulties of these economies in transition will be the most difficult of problems to resolve in the long run. It certainly appeared that the legacy of the half century or more of economic central planning will be a decade or more of very difficult adjustments, and a number of these will greatly affect not only the minerals industry of these transition countries, but also the rest of the globe's mineral industry as well.

Jan 1, 1993

By James J. Scott

I am indeed honored to be the 1991 recipient of the Daniel C. Jackling Award. To be voted this honor by my peers in the Society for Mining, Metallurgy, and Exploration and AIME means more to me than I can truly express. Daniel Jackling's position and prominence in the mining industry first came to my attention in the fall of 1949 when I transferred from Wisconsin Institute of Technology, then a three-year school, to the Missouri School of Mines to complete my last year for a bachelor's degree in mining engineering. I played basketball in the Jackling gym and ran track on the Jackling field. I didn't know a lot about Jackling then, except he was an honored graduate of the school and, obviously, supported the school financially. Over the years, Jackling's name kept coming up. He was a man with a reputation for being a doer, a mining leader who was always a step ahead, a mining engineer who knew how to motivate men in the working place, to organize mining systems, to finance and organize corporations. to open up new, low-grade ore bodies for exploitation. If Jackling were alive today, I would expect he would bean excellent candidate to apply practical rock mechanics to his projects. Looking over the list of Jackling Award recipients, I have known many, have met many personally and had a few who were dear friends that affected my own professional life. Ab Shoemaker, '58, and I consulted at the White Pine Copper Co. on mining problems in the 1960s. We arranged for our visits to the mine to coincide so that we could collaborate on our ideas. I would rent an auto and drive for Ab. He said he was the only mining engineer in the country that had a PhD for a chauffeur. James Boyd, '67, was my mentor as regards the White Pine Rock Mechanics Program that we organized in 1963. Only through Boyd's forsight. leadership, dedication and willingness to spend money on research and development did the Practical Rock Mechnics Program at White Pine succeed. He never wavered in his support to that program or to me personally. Tom Howard, '75, was my predecessor in 1970 as Director of Mining Research for the US Bureau of Mines. When I joined the Bureau in August 1970, he had the research centers up and running. Any successes I may have had with the Bureau of Mines were due in great part to Tom's leadership and organization throughout the 1960s. Gene Cameron, '68, was my teacher at the University of Wisconsin and I remember him fondly. He was the one professor who lectured in a manner that made me welcome going to his classes each day, a truly remarkable educator. If you have come today to listen to me talk about instrumentation, rock properties, stress-strain relationships, rock mechanics theory, etc., you will be disappointed. Large volumes of data have been collected by well qualified theoreticians to define stress-strain conditions in mines. Unfortunately, very little of this data has been used by industry due to the lack of initiative and understanding by the researchers to the true problems of implementation in the industry. I hope my remarks will assist future investigators to work through the maze of operational problems so they will experience the satisfaction of seeing their research used. I fully realize that the Jackling Award is given by the Society for Mining, Metallurgy, and Exploration and is primarily offered for accomplishments in hardrock mining. I have found it impossible to separate hardrock and coal mining when I talk about "Applied Rock Mechanics." There is too much overlap and the same mechanics principles are applied to both. For example, coal mine designs have been applied to salt, trona and potash. Also, the original layout and design of White Pine Copper Mine was based on coal mine designs. Any developments to apply rock mechanics ideas must

Jan 1, 1992

1991 New Zealand Branch Annual Conference û Appendix

Jan 1, 1991

BHP-Utah International, Inc. Coal Magazine Crane & Hoist Sales, Inc. Cummins Southwest, Inc. Cyprus Coal Company Harnischfeger Corporation Hemscheidt Corporation Jennmar Corporation Joy Technologies, Inc. K&P Sales Engineers, Inc. Kennametal, Inc. Kerr McGee Coal Corporation McLanahan Corporation National Mine Service Company The North American Coal Corporation Peabody Coal Company Pittsburg & Midway Coal Mining Co. Roberts & Schaefer Company Santa Fe Pacific Coal Corporation Southern Pacific Lines Tamarron Resort Utah Power & Light Company Utility Fuel

Jan 1, 1991

By J. Peck, M. J. Scoble, C. Hendricks

This paper is based on field studies in North American surface mines. The work involved the adaptation of microprocessor-based instrumentation to monitor various operating parameters on-board rotary blasthole drills and mining shovels. Following a review of instrumentation and monitoring methodology - drawing on experience gained under field conditions-the paper will focus on the application of monitoring technology within the framework of an Integrated Equipment Monitoring System. Such a system will permit real-time performance evaluation of key equipment involved in surface mine production. Drill performance monitoring has been demonstrated through work to date, to provide significant input into blast design, reserve estimation, mine planning and production control processes, through an improved facility for ground characterization. Monitoring excavation equipment has been proven valuable in assessing how effectively the input from drill monitored data has been used in the evolution of blast designs. This specifically refers to assessing blast efficiency through measuring associated levels of excavator performance in relation to muckpile characteristics. The medium-term goal of equipment instrumentation and monitoring has been to assist mines in optimizing the overall rock breakage and handling process. Based on the reported results, this has been accomplished. Long-term efforts now concern using a greater understanding of equipment performance and response to varying operating conditions as a foundation for the implementation of mining automation.

Jan 1, 1993

By Charles L. Kimbell

In broadest overview, UN global industrial production indicators released and shown in table 2 suggest that the extractive sector of the world's mineral industry in aggregate registered a very slight upturn in 1991 relative to its 1990 performance. It also shows a continued rebound in the industry from the recessionary period of the mid-to late-1980's. These same indicators as calculated in late 1991, however, reflected a very minor downturn in extractive mineral industry operations between 1989 and 1990. This latter downturn represented a notable revision from the data reported in the immediate previous edition of this chapter, which suggested a tiny upturn. The apparent slight 1991 upturn in extractive sector industrial output generally was not mirrored in the performance of the processing sectors of the global mineral industry. Although the aggregate index for the chemicals, petroleum, coal, and rubber products manufacturers (see table 3) showed a notable gain in 1991, similar indices for nonmetallic mineral products and for base metals registered declines between 1990 and 1991. Examination of regional performance indices shows that the difficulties experienced in 1990 in maintaining output levels within the countries that formerly constituted the CMEA were reinforced by trends toward reduced gains in output levels, if not actual reductions in output, in several other areas. Generally speaking, the traditional developed market economy countries recorded downswings in overall industrial activity in 1991, particularly after midyear, whereas developing market economy countries logged gains. The developed market economy country downturns, however, were not nearly as significant as were the downturns recorded for the former centrally planned economy states - those that before 1992 were either constituent Republics within the U.S.S.R. or the latter's CMEA partners.

Jan 1, 1993

By F. F. Aplan

Prologue Antoine Marc Gaudin (Fig. 1) was truly a giant in the field of mineral processing, and his shadow is still cast long on our profession. "Tony," as his students affectionately called him (but never to his face), came to the United States in 1917 and enrolled at Columbia University where he studied under Professor Arthur F. Taggart. Later, as a lecturer, he wrote his classic comminution paper (Gaudin, 1926). This important work led to his appointment as an associate professor at The University of Utah, where he conducted highly original work on flotation fundamentals that is still widely quoted today (Gaudin et al., 1928-30). In 1929, he was appointed Research Professor of Ore Dressing at the Montana School of Mines in Butte. Shortly thereafter, he published his first book, Flotation (Gaudin, 1932). Because Gaudin could so quickly cut through the fog to get to the essence of a problem, this is still a valuable reference book. It is a valued part of my personal library, and I consult it frequently. Over the next decade, he conducted an outstanding graduate research program at Butte, but, more importantly, he honed his undergraduate lectures and produced the century's outstanding text in the field, Elements of Mineral Dressing (Gaudin, 1939). More than 50 years later, this terse book is still found to contain most of the elements of the discipline. Its sections on the

Jan 1, 1994

By H. Douglas Dahl

Thank you, Don Gentry, for your generous introduction. It is not adequate simply to say that I appreciate very much the vote of the Award Committee putting forth my name as the winner of the 1992 Daniel C. Jackling Award. To look at the list of previous Jackling Award winners is a humbling experience. The Society for Mining, Metallurgy, and Exploration has been blessed with some exceptional members over the years, and I feel privileged indeed to be included among the Jackling Award winners. During the years of my education at Penn State, my field of specialization was mining engineering, with particular emphasis in my master's and Ph.D. work on rock mechanics. But my career has not been quite so tightly focused as that. I have been involved with coal mining in all its variety - its technical aspects, both theory and practice; and its business side, dealing with management and labor, accountants and lawyers, politicians and environmentalists. And I have also been involved with related fields - construction; exploration; barges, railroads, ships and docks; supply houses; the coke business; you name it. Coming from that practical background, I believe it is most appropriate that I talk with you today about some practical matters. But I will not advise you today how to mine coal or protect roof in a hard-rock mine. You fellows know how to do that. The practical matters that I have in mind relate to policy - national policy. I will acknowledge immediately that national policy is often much less than practical, but bear with me as we explore the subject together. I am reminded of a supervisor I had early in my career. He very strongly advised me, back in 1961, to "get involved in the political process," for without objectivity injected into our national policy making, we will become a second-rate economic power. I have selected as the subject of my remarks today, "Coal and the de facto National Energy Policy." There is an energy policy relating to coal, a de facto one, and it's the one we see as a result of regulation, attitudes and culture from our nation's capital. This de facto policy is the one we in the coal business live with every business day. My thesis is very simple - Coal is, in fact, a vital part of our national energy policy and will remain so, as a practical matter, no matter what politicians may do to us, or not do to us. Coal will prevail - that will be the happy ending to my story in which, of course, we are the good guys in the black hard hats. But first, I must flesh out the plot with some other characters and with some threatening activities. There are five main characters in my story: in order of appearance - Perpetual Politics, Rampant Regulation, Selective Science, Electrification and Confident Coal. The time: the present. Perpetual Politics is always a threat to coal. When you cross the Capital Beltway into Washington, D.C., check your wallet and your gold fillings, because you're not likely to run into any friends. On Feb. 20, 1991, just over one year ago, President Bush presented to Congress his National Energy Strategy. It's a thick document of more than 260 pages, with discussions on securing our future energy supplies, increasing energy effi-

Jan 1, 1993

By A. Rios

ENAMl's Paipote Smelter commenced operations in 1951. At present, it processes 230,000 tonnes/year of green feed in a conventional smelter, which comprises one reverberatory furnace, two Hoboken, one Peirce-Smith converters and one rotary anode furnace. The feed is composed of 83% copper concentrate and 17% metallic copper precipitates, which results in a feed average grade of 32% of copper content. The final products are 75,000 tonnes/year of copper anodes and 48,000 tonnes/year of sulphuric acid. At present, the plant is undergoing a modernization to expand the smelter capacity to 300,000 tonnes/year of green feed and increase the sulphuric acid production to 100,000 tonnes/year. This will be achieved with the installation of an El Teniente Converter and an expansion in the acid plant. The work began in November 1991 and is scheduled to be in operaton by March 1993. The paper provides an overview of the modernization plans and results achieved to-date.

Jan 1, 1993

Allis Mineral Systems ARCO Coal Company Buckley Powder Co. CALCO, Inc. Coal Magazine Colowyo Coal Company Continental Conveyor & Equipment Company Crane & Hoist Sales Cummins Southwest, Inc. Energy West Mining Company Paul J. Epley FMC Corporation The Falkirk Mining Company Fleischli Oil Co., Inc. T. J. Gundlach Machine Company Halbach & Braun Harnischfeger Corporation Hemscheidt Corporation Hyatt Regency Beaver Creek Jennmar Corporation Joy Technologies, Inc. K&P Sales Engineers, Inc. Kennametal, Inc. Kerr-McGee Coal Corporation McLanahan Corporation National Coal Association The North American Coal Corporation Northwestern Resources Company Peabody Coal Company Phillips Machine Service, Inc. Pincock, Allen & Holt, Inc. Pittsburg & Midway Coal Mining Co. Roberts & Schaefer Company Rust Tractor Company Salt River Project Santa Fe Pacific Coal Corporation Schroeder Industries Shearson-Lehman Brothers Southern Pacific Transportation Stamler Corporation Trapper Mining Inc. Wagner Equipment Company Western Energy Company Wheeler Machinery Company

Jan 1, 1992

By Milton H. Ward

The percentage of exploration dollars flowing out of the industrialized countries continues at an all-time high, and this shift in risk money is justified (Samuels, 1990; Bosson, 1977). Clearly, the odds of discovery are greatly enhanced if exploration is pursued in an untrampled and geologically more prospective environment. Unfortunately, such major unexplored areas of the developed world are shrinking rapidly, not just because the lands have already been tested, but primarily because they have been withdrawn from exploration. Experience, however, has shown that foreign investment is not without risks. These include problems that result from working in isolated areas, a lack of infrastructure, untrained workers and an absence of a solid geological data base. While the likelihood of once-feared expropriation is now low, mining enterprises still must take precautions to gain the support of their constituencies, including a variety of governments (local, provincial and central), workers, environmentalists, cultural organizations and local landowners. Is foreign exploration worth the risk? In most cases, Yes! But maintaining tenure and long-term success in a less developed country is only likely with good planning and the use of appropriate safeguards. These include measures such as buying country-risk insurance, building multinational relationships, forming joint investments, developing a broad customer base and seeking local investors in the company (Cobbe, 1979). The primary theme of this lecture is: How a company handles its constituency is critical to long-term tenure in a foreign country. Ideally, a multinational mining company would be so effective in dealing with the local people and managing its relationship with the host government that it would become a preferred employer, preferred over its competitors and over local companies. Historical overview Our earliest ancestors lived in Africa three to four million years ago. The Paleolithic or Old Stone Age, about 500,000 years ago, marked the beginning of mining in its earliest form (Gregory, 1980; Wolf, 1984). Various types of rocks and stones were used for tools and weapons, with flint being the preferred resource for implements. Initially, these materials were collected as stones (eoliths) lying on the surface. Then they came from excavations of flint in limestone beds that were exposed in river banks or naturally occurring excavations. Later, more formal mining developed. No doubt tribes of the Old Stone Age experienced conflict over rights to eoliths, food and land. The question of who owns the land and has rights to its contents and what is fair value for extraction is still the subject of intense debate and, occasionally, open conflict. As time passed, the search for useful minerals required migration from one area to another. Later, voyages from Europe to the New World and travels to other remote regions were funded and supported by absentee investors, kings and such (Rogers, 1976). The primary objective of such funding was to obtain gold, silver, food stuffs and other commodities that could be collected from the new countries. This is still the objective of foreign investment.

Jan 1, 1994

Jan 1, 1994

Amax Coal Inc. Colowyo Coal Company Continental Conveyor & Equipment Company Crane & Hoist Sales Cummins Southwest, Inc. Energy West Mining Company Paul J. Epley The Falkirk Mining Company Fleischli Oil Company T. J. Gundlach Machine Company Halbach & Braun Hemscheidt Corporation GH Hensley Ingersoll Rand Jennmar Corporation Joy Technologies K & P Sales Engineers, Inc. Kennametal, Inc. Kerr-McGee Coal Corporation L & H Welding McLanahan Corporation National Coal Association The North American Coal Corporation Northwestern Resources Company Peabody Western Coal Company Phillips Machine Service, Inc. Pincock, Allen & Holt The Pittsburg & Midway Coal Mining Co. Ramsey Technology, Inc. Roberts & Schaefer Co. Rust Tractor Company Salt River Project Schroeder Industries Smith, Barney, Shearson Snowmass Resort Association Southern Pacific Lines Stamler Corporation TerraMatrix TIC (The Industrial Company Wyoming, Inc.) Trapper Mining Inc. Wagner Equipment Company Western Energy Company Wheeler Machinery Company

Jan 1, 1993

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