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By Terry M. Hertel

The chemistry of waters processed by Acid Rock Drainage water treatment plants can affect the Total Suspended Solids quality of the plant effluents. The sulfate ions in the ARD water will combine with the calcium ions from the lime that is used to adjust pH to form calcium sulfate. When the sulfate content of the waters to be treated is greater than about 1400 parts per mil­lion, the resulting calcium sulfate concentration will be approx­imately 2100 parts per million. This concentration is above the saturation point for calcium sulfate, and the salt will drop out of solution until the concentration falls below the saturation point. This "salting" phenomenon affects the total suspended solids of the treatment plant effluents by virtue of the fact that the salts will report to the filtration apparatus used for the analy­sis. This scenario is exacerbated as an effluent sample ages. Zortman Mining's water treatment plant effluent was being affected by "salting" during the spring and summer of 1995, and it seemed as though the effluents were exceeding the TSS lim­its; for no obvious reason. A testing program was initiated to verify an observation that "salting' was taking place. Treatment plant samples were collected and allowed to age, with TSS analyses being performed every day that the samples aged. Synthetic solutions were also prepared to study the "salting" phenomenon.

Jan 1, 1996

By E. Sehner, G. Van Weert

Metal chloride pyrohydrolysis is a fifty year old technology, operating satisfactory in many plants around the world, mainly on ferrous chloride, The capabilities and costs of its two equipment options (spray roaster and fluid bed pyrohydrolysis) are well known. Why is the technology not more widely used in mineral processing, beyond the production of MgO and upgraded TiO2slag? After briefly reviewing chloride vs. sulphate process characteristics and existing plant operations, this paper will discuss pyrohydrolysis options for the mine developer using the processing of ilmenite, siliceous zinc oxides and oxidic nickel / cobalt ores as examples.

Jan 1, 2003

By S. D. Rosenthal

"This paper will share my ‘shift in career direction’ journey from corporate mine engineer, with 31 years of mining various commodities with a wide range of responsibilities in a variety of countries, to the world of academia. There are times in one’s career that a change is required, albeit perhaps not as drastic of a change as moving to teaching. This paper will share how the transition arose, the decision to make the change, the challenges of the first year in academia, and the journey within academia going into the second year. INTRODUCTION As a graduate of the Montana College of Mineral Science and Technology (Montana Tech) with a B.S. Mining Engineering degree in May of 1982, my first job with Utah International in the Farmington area took me back to my home state of New Mexico. Some of you will remember that the early 1980’s was not a period of prolific opportunities for mining engineers; given low commodity prices, especially for copper (for example, Anaconda Company had been taken over by Arco and was in the midst of closing down its Butte operations). Coal was good and the learning opportunities abounded with Utah (which became BHP and then BHP Billiton). Gold was taking off in the mid to late 1980’s thanks to use of cyanide and heap leaching technology improvements, coupled with deregulation of the gold price, so I ventured off to work in the gold industry with a (then) junior Canadian company called Barrick at a new acquisition of theirs known as Goldstrike. That same gold surge was causing a shortage of iron ore mining engineers in Australia so after a few years in Nevada, I uprooted the family and left for a little town in the Pilbara of West Australia, known as Newman, to work in the iron ore industry with BHP Iron Ore. An initial short overseas posting turned into six plus years before transferring to BHP’s Indonesian steam coal mines in Kalimantan on the island of Borneo. BHP was going through a rough period following some ill-fated projects (Magma copper purchase, Beanup and HBI) and was reviewing assets and staffing so internal opportunities became scarce. Employees were encouraged to ‘leave the company and find work elsewhere.’ So, off I go to Argentina to try copper mining in the Andes with Minera Alumbrera. This short stint in South America was followed by a move to another mining town, Morenci, Arizona, and a posting with Phelps Dodge (now Freeport McMoran). After 12+ years without living close to snow we moved to the Denver area in a new position with Newmont Mining Corporation. Along the way I became a Professional Engineer (Nevada) and completed a Masters in Project Engineering and Management. After 11 years with Newmont, I moved to Butte, Montana where I accepted a position as Assistant Professor of Mining Engineering."

Jan 1, 2015

By S. D. Rosenthal

"This article will share my ‘shift in career direction’ journey from corporate mine engineer, with 31 years of mining various commodities with a wide range of responsibilities in a variety of countries, to the world of academia. There are times in one’s career that a change is required, albeit perhaps not as drastic of a change as moving to teaching. This paper will share how the transition arose, the decision to make the change, the challenges of the first year in academia and the journey within academia going into the second year.As a graduate of the Montana College of Mineral Science and Technology (Montana Tech) with a B.S. mining engineering degree in May of 1982, my first job with Utah International in the Farmington, NM area took me back to my home state of New Mexico. Some of you will remember that the early 1980s was not a period of prolific opportunities for mining engineers, given low commodity prices, especially for copper (for example, Anaconda Co. had been taken over by Arco and was in the midst of closing down its Butte operations). Coal was good and the learning opportunities abounded with Utah (which became BHP and then BHP Billiton).Gold was taking off in the mid to late 1980s thanks to use of cyanide and heap leaching technology improvements, coupled with deregulation of the gold price, so I ventured off to work in the gold industry with a (then) junior Canadian company called Barrick at a new acquisition of theirs known as Goldstrike. That same gold surge was causing a shortage of iron ore mining engineers in Australia. So after a few years in Nevada, I uprooted the family and left for a little town in the Pilbara of West Australia, known as Newman, to work in the iron ore industry with BHP Iron Ore. An initial short overseas posting turned into six plus years before transferring to BHP’s Indonesian steam coal mines in Kalimantan on the island of Borneo. BHP was going through a rough period following some ill-fated projects (Magma Copper purchase, Beanup and HBI) and was reviewing assets and staffing, so internal opportunities became scarce. Employees were encouraged to “leave the company and find work elsewhere.” So, off I went to Argentina to try copper mining in the Andes with Minera Alumbrera. This short stint in South America was followed by a move to another mining town, Morenci, AZ, and a posting with Phelps Dodge (now Freeport- McMoRan). After 12-plus years without living close to snow, we moved to the Denver, CO area in a new position with Newmont Mining Corp. Along the way I became a professional engineer (Nevada) and completed a masters in project engineering and management. After 11 years with Newmont, I moved to Butte, MT where I accepted a position as assistant professor of mining engineering."

Jan 1, 2015

By Robert L. Major

The expanded role which coal has been assigned in the energy future of the United States has raised numerous policy questions. The very complexity of these questions makes them suitable to analysis by econometric models. However, as the Wall Street Journal indicated in its recent article, business' success with such models have been mixed. I have been asked to present my views as to how coal producers can use such models and in what ways the industry is likely to be impacted by such models. I do not presume to speak for the whole coal industry, but only to share with you the personal observations of one who has worked "both sides of the street", having been employed' both by government and a consulting firm prior to joining the coal industry. In my opinion, the use of econometric models to analyze the coal industry will impact the coal producers in two main ways. First, their use by government will have a profound impact on future government policies related to the mining, transportation and utilization of coal. Second, such models, when properly calibrated and refined, may become useful tools for the coal producers in doing market research and long-range planning. While the former has already begun to impact on the operating environment or the coal industry, the latter is still in the embryo stage.

Jan 1, 1977

By T. Reed Scollon

Before we can attempt to answer the question of what can be expected from coal research, let us examine why research is done in other fields and what others expect for the money they spend on research and development. Up to 1900 almost all organized research was carried out at universities. Most of the support came from the university, and by present standards the amount of research was extremely small. The motivation for university research was basically discovery of new phenomena, with the objective of advancing knowledge. Side by, side with this organized effort was that of individual inventors who were primarily responsible for applying this new-found knowledge to useful purposes. During this period inventors were rarely supported by anyone, and experimentation was carried out either in their spare time or at the expense of earning a living. Men like Edison, I believe, were the first to demonstrate on a large scale that one could systematically apply newly discovered scientific principles to inventions that would serve useful purposes and would return a profit to those engaged in the effort. The tremendous expansion in research therefore began with the realization and demonstration that the scientific discovered could be applied in such a way as to return a' handsome profit to those who invested in it. The motivation of many of the research personnel however, remained the satisfaction associated with new discoveries, The money to support their efforts came from those interested in a return on their investments. Since the First World War and a rapidly accelerating rate since the Second World War another important motive for supporting research has appeared--the needs associated with national defense; this type of research has been supported almost exclusively by the Government.

Jan 1, 1959

By Jim V. Rouse

The decision to hold parallel conferences dealing with hazardous waste and mining waste grew out of the conviction that there were advantages to having personnel serving the two groups talk to each other, as both groups develop cost-effective and environmentally-protective solutions to present and future waste-disposal problems. There has been a certain amount of "reinventing the wheel" which could have been avoided by a better dialog between the two groups. The intent of holding the two parallel conferences is to allow for networking, to minimize future needless redundant effort. The opening session panel speakers represent expertise from both industries; I feel honored to speak as one with a history of serving both groups as a specialist in the subsurface behavior of heavy metals.

Jan 1, 1991

By Simon J. D. Cox, Nicholas J. Archibald, Steve Nichols, Peter B. Ketelaar, Donelle C. Davies, William L. Power

In the mining industry, there is a critical need to communicate complex, three dimensional information about the geology, ore reserves and development plans for mining operations. This information has to be communicated to a diverse audience, the members of which may not be trained in all of the disciplines required to create, utilise, or interpret the information. Software developed to support World Wide Web (WWW) activities has the potential to improve and change the way exploration and mining data and in- formation is organised, presented, and processed. In this paper, we discuss the creation of interactive displays of complex three dimensional data for the mining industry.

Jan 1, 1996

By John J. Sammarco

"The mining industry has made great strides in making mining safer and reducing the occurrence of mine disasters. Nevertheless, sometimes miners encounter smoke while trying to escape from a mine. Underground miners use different visual cues to help them escape from a smoke-filled environment. Foremost, miners look for primary and secondary escapeways that are typically indicated with reflective markers of various colors, with at least 11 colors available from manufacturers. Federal regulations require that escapeways be marked, but they do not specify the colors to be used. Thus, no standard color code exists and some colors can be more difficult to see in a smoke-filled mine.Researchers at the National Institute for Occupational Safety and Health (NIOSH) Office of Mine Safety and Health Research (OMSHR) tackled this problem by taking a human-centered approach to provide miners with better visual information that would improve their ability to see escapeway markers in smoke, thus enhancing their ability to self-escape. What marker colors does your mine use?Does your mine use blue retro-reflective markers to indicate primary or secondary escapeways? Is your mine ready to purchase new or replacement retro-reflective markers? Color is important and blue had the poorest visibility as determined by OMSHR’s recent research investigating the visibility of markers in smoke. OMSHR researchers are not alone in their interest to improve a miner’s ability to escape - specifically when their efforts are hampered by smoke. For instance, there is a LinkedIn Mining Safety subgroup called "Standardized Color Code for Escape Ways and Returns in Underground Mines," and a recent National Academy of Sciences report recommended the development of humancentered technologies to enhance self-escape from underground mines. The mining industry has a common goal of helping improve miner safety, especially when it can be done by way of a simple and relatively low-cost solution of using escapeway colors that are more visible."

Jan 1, 2014

By Stanley Dempsey

INTRODUCTION The mining industry has been under- going a significant restructuring for the past several years. Some firms have been liquidated. Some have been merged with other firms. A number of mining divisions of larger firms have been spun off, in some cases in leveraged buyouts by management. Recently, there have been a number of spin outs of gold subsidiaries. There are also a number of start-up situations where new firms are emerging as significant gold producers through mine development or acquisition. This restructuring has created an attractive market for specialized mining finance firms, and a number of firms have recently entered that field in the United States. These firms provide financial advisory and valuation services to mining firms and project developers, and access to venture capital. In some cases, they invest for clients or for their own account. I have been asked to describe how our firm works, and what kind of information we expect to receive when mine developers seek our assistance in financing a project. HOW WE OPERATE Denver Mining Finance works for both mine developers and investors. We also provide expert advice on mining issues to governments and to firms who are in litigation over mining issues. A lot of our work involves valuing mineral interests for various purposes. Our principal expertise is in the technical, commercial, and financial area. We help put mining deals into shape commercially so that they can be financed, and we help investors get into mining deals that are commercially sound. We work on projects, but we also advise mining firms on the structure of their business and how to make the most out of one or several mines that they might own. In addition to our work for clients, we are also prepared to invest in mining projects for our own account, and to recommend gold properties for acquisition by our parent company, Royal Gold, Inc. We are, to some extent, a venture capital firm, in that we sometimes work with projects that are not "bankablerV1 and are prepared to invest in attractive early-stage situations in mining. However, I want to emphasize that our principal focus is on development of commercially attractive mining projects that can be brought into production in the best possible financial terms. If we can make a project qualify for a project loan from a commercial bank, we will not advise the developer to use high cost venture capital. For the purpose of this paper, I will focus primarily upon our functions with respect to development of precious metal projects. In a typical case, a firm with an advanced-staged project approaches us for help with financing the final feasibility study, and construction and operation of a mine. In some cases, the developer has already developed a financing plan and wants only our access to investors. If we agree that the project is sound and that the financing scheme will be attractive to investors, we will help the developer reach investors on a commission basis. In such cases, we are particularly insistent that the financing plan and our participation meet all regulatory requirements, particularly compliance with state and federal securities laws. In most cases, however, the developer asks us for advise both on how to structure the financing, and how it can be implemented. Here we work for fees based on hourly rates for advisory work,

Jan 1, 1987

By Stanley Dempsey

Mine developers commonly undertake projects that require more funds than they can invest themselves. From that point until they are able to complete a "bankable" feasibility study, they require access to venture capital. In the United States, most venture capital has been provided to the small mining segment of the industry through tax advantaged limited partnerships. Recent changes in Federal tax law makes other forms of financing competitive, and the use of corporations and private and public offerings of shares may soon become more popular ways of securing venture capital. A number of new financial services firms have entered the mining finance business in recent years. They provide mine developers with access to venture capital.

Jan 1, 1987

By James M. Barker

Marketing is the linchpin of the industrial-mineral (IM) industry. Without markets and consumers for IM products, all other associated IM activities are superfluous. The simple existence of an IM deposit does not mean that it can be exploited. A dynamic interaction between exploration (geology), mining, processing, transport, marketing, sales, and consumers is required for profits. Geology dictates the existence of a deposit, but markets dictate its development, and transportation provides the connection. This is true to such an extent that marketing commonly is called the exploration phase of IMs. Marketing is strategic and includes long-range market-development and planning activities, whereas selling is tactical and more focused on day-to-day consumer interactions. Each will help the other when properly done. Many producers of IMs have failed because of inadequate marketing skill, information, and practice. Over many years at the Montana Bureau of Mines, the many developers seeking technical assistance to find an IM deposit, but who had no marketing plan, always failed. In contrast, the few who sought assistance first on marketing, with the IM deposit to be found later, always succeeded (Richard Berg, personal communication, 1998). Marketing has many facets helped by geologists who must be aware of what marketing is attempting to do. A geologist needs to understand many aspects of IMs: location (deposits, plants, consumers), processing (specifications), transportation (truck, rail, barge, ship), competition (local, regional, national, international), substitutes, pricing, and new developments and market forces of all kinds. Some needed skills are not taught formally to geologists, so well-rounded self-education and on-the-job training are the way a geologist normally enters into IM marketing. The IM geologist generally is associated with marketing either by helping to prepare a market study or by acting on the results of one. Preparing a market study is a two-part process. The first part is relatively simple but requires a time-consuming collation of data into an IM survey (mostly past-and present-oriented). The more difficult and much more important second part entails expanding the IM survey into a market evaluation (mainly future-oriented) that emphasizes forecasting, timing, location, and specific products. A market evaluation generally boils down to formulating the right questions to ask of the right persons. One very good question to ask is, "What could be the market for this specific IM?" while thinking for yourself without excessive recourse to gossip, rumors, promoters, developers, or (at times) IM experts. The evaluation must prove that market potential exists and suggests a marketing plan. Effective marketing is an ongoing process, with the initial marketing plan modified over time, using wide and continuous input to avoid tunnel vision. Industrial-mineral markets are based either on commodity (lower-priced, basic-processing) minerals or specialty (higher-priced, value-added) minerals. IM marketing methods are either product-driven (commodity minerals), a more traditional approach, or market-driven (specialty minerals), but these are neither mutually exclusive nor is one always better than the other. Focusing too much on specialty minerals can lead to problems. A blend of commodity products with specialty products commonly lowers risk and enhances long-term profits. The highest profits occur in specialty minerals at the cost of higher risk and complexity and require intelligent marketing, versatile technical services, and creative research and development. Industrial minerals are best served by an industrial-marketing approach rather than a consumer approach. Modern industrial marketing emphasizes the consumer using the "marketing concept." The marketing concept focuses all management and operational activities on total consumer management and satisfaction similar to the total quality management approaches to excellence.

Jan 1, 1999

By C. Roos

Traditionally within the mining industry, the main functional process flow for resource and reserve evaluation proceeds from geologists who build the geological model, to resource estimation geologists (modelers) who estimate the grades, to mining engineers who develop the mine design and schedule. The interface between these three disciplines is not always seamless. Assumptions made during one stage of the process are not always communicated down the line, even though most mining companies have procedures in place to encourage communication across the various disciplines. These procedures do not always achieve their aim due to a variety of reasons including time constraints, appropriate people not being available, or a lack of understanding of what other disciplines require, and the handover process can degenerate into one of sending computer files on to the next discipline in the process flow. This paper focuses on the interface between the resource estimation and mine engineering disciplines, and outlines some of the common assumptions made when generating a resource model and the risks that engineers may be taking when elevating cutoff grades, optimizing schedules or generating forecasts. The case studies presented focus on openpit gold deposits, but the concepts should be applicable throughout the industry. A summary of key questions and recommendations is provided.

Jan 1, 2014

By C. Roos

Tradicionalmente en la industria minera, el flujo principal del proceso funcional para la evaluación de recursos y reservas procede de geólogos que elaboran el modelo geológico, de allí a los geólogos que hacen la estimación de los recursos (los modeladores) quienes estiman los grados, y a los ingenieros de mina que desarrollan el diseño de la mina y su calendario. La interfaz entre estas tres disciplinas no está siempre exenta de baches. Las presunciones hechas durante una etapa del proceso no siempre son comunicadas a los demás, a pesar que la mayoría de las empresas mineras tienen procedimientos y protocolos establecidos para promover la comunicación a lo largo de las distintas disciplinas. Estos procedimientos no siempre logran su propósito debido a una variedad de razones que incluyen restricciones de tiempo, no tener disponible a las personas apropiadas, o a una falta de entendimiento de lo que las otras disciplinas requieren, y el proceso de traspaso puede degenerar en el envío de archivos a la siguiente disciplina en el flujo de proceso. Este artículo se ocupa de la interfaz entre la estimación del recurso y las disciplinas de la ingeniería de minas y el esquema de algunas de las presunciones comunes hechas al generar un modelo del recurso y los riesgos que los ingenieros podrían correr al elevar los grados de corte, optimizar calendarios o realizar predicciones. Los casos de estudio presentados se centran en depósitos de oro a cielo abierto, pero los conceptos deben ser aplicables a toda la industria. Aquí también proveemos un resumen de preguntas clave y recomendaciones.

Jan 1, 2014

By Ann L. Backstrom

The Apex Tunnel is part of the Southern Nevada Water Authority?s proposed Clark, Lincoln, and White Pine Counties Groundwater Development Project. The project is intended to develop unused Nevada groundwater for meeting the water needs of Southern Nevada and would involve over 322 km (200 mi) of water transmission facilities. The Apex Tunnel, as currently conceived by ongoing planning and environmental analyses, would extend 2804 m (9,200 ft) through a structurally complex terrain of Paleozoic carbonate rocks and younger basin fill deposits and will traverse both public and private lands. Several faults cross the tunnel study area, juxtaposing rocks of varying lithology and degree of folding, and creating intervals of differing rock conditions along the tunnel alignment. This paper discusses how the geotechnical program was developed to be flexible and allow for rapid implementation of revisions based on new knowledge that became available during program execution, resulting in more effective decision making and enhanced value from the geologic investigation during the planning phase of the project.

By E. C. Skinner

As the program says -we'll he talking about the expectations of the Management of an Industrial Mineral enterprise relative to the activities of geologists engaged in that enterprise. Industrial Minerals is such a large industry both in tons produced and in value of product -and of such diversity and complexity of participating enterprises, minerals and products that I doubt if anyone person can speak for the entire industry as to the expectations of management with respect to the geologist. I'm sure there are major differences in emphasis between segments of management as to the relative importance of the different aspects of the geologists' role in the scheme of things. However, we will try to generalize concerning what we consider to be important factors and to be more specific perhaps of some of the factors with which we have had direct assessable experience.

Jan 1, 1972

By R. A. Matuszak

In recent years, a new concept in the control of electrically powered excavators has come into existence. The new type of control system has come to be known as "static" control. The use of the name "static" to describe this system is somewhat misleading since this term refers only to one of the many advantages of this very important advance in excavator control systems. In 1959, the first truly "static" control for Ward-Leonard equipped electric excavators was designed, developed and placed in service. The control system, originally intended only as a more modern electronic type of alternate to the tried and proven rotating amplifier control system then in use, has since proven to be much more.

Jan 1, 1964

By Adam Bedell, Brad Crenshaw

Tunnel project contract documents often present groundwater infiltration requirements for components of the underground portions of the project. All too often these documents require quantifiable target inflows for these components, but only refer to them in subjective terms such as “dry,” “manageable,” etc. The Contractor’s definition of these terms will inevitably differ from the Engineer’s definition of these terms. The purpose of this paper is to look at common subjective terms used in documents and provide suggestions for reasonable quantifiable language. Additionally, the paper will provide information and recommendations on relative levels of cost and effort increase needed to provide increasing levels of water cutoff (i.e., achieve “dryness”?).

Dec 1, 2022

By Diane Moody

I have been asked to give you the National Coal Association's (NCA) view of the future of the coal industry. However, before discussing the outlook for the future I would like to set the stage by taking a brief look at how the industry has changed over the last decade. In 1977 the coal industry was in the midst of a period of steady growth. Although most of the gains in the early and mid 1970's occurred in the west, the industry was still predominately eastern, with eastern production accounting for 76 percent of the 697 million total tons produced in 1977. The labor force was nearing a high - at over 220,000 workers, and the number of active mines was also at a decade high of over 6,000. Productivity on the other hand was at a low. The average miner produced 1.80 tons per hour, and labor relations were also at a low point. Projections for coal's future were very optimistic, mainly because of the unprecedented growth in coal use by the utility industry. In 1977 the 477 million tons of utility coal accounted for 68 percent of U.S. coal production, and the utility industry planned on 129,000 MW of new coal-fired capacity over the next decade. Consumption of metallurgical coal at coke plants was the second largest market at 78 million tons; the industrial and residential market consumed 70 million tons and exports were at 54 million tons. But in retrospect, a lot was happening in 1977 that signalled many changes in the coal industry: - Amendments to the Clean Air Act were passed, which required that utilities take an entirely different approach to meeting New Source Performance Standards at new plants, and required that standards be set for industrial boilers as well; - the Surface Mining and Reclamation Act became law; -electrical generation, despite the optimistic forecasts, was nearing the end of a period of close to five percent annual growth; -1977 ended and 1978 began with the longest coal strike in U.S. history. -crude oil imports in the U.S. reached an all time high as did both total consumption of petroleum products in the U.S. and oil consumption at utilities. The high level of oil imports set the stage for the oil price increases of 1979 and 1980 which resulted in an immediate increase in demand for coal, not only in the United States, but world wide. Labor strikes in Australia and Poland sent foreign buyers to the U.S. literally in droves, and quickly made the U.S. a force in the world steam coal market. The U.S. coal and transportation industries responded to this overwhelming potential demand for coal. In a very short time, the capability had been developed to mine and transport the 1.2 billion tons of coal that forecasters said would be needed by the mid 1980's. What was not anticipated was that the economic effects of sharply higher oil prices would dampen demand for energy, especially for electricity, as quickly as we have seen; that coal industries in other countries would respond as rapidly as the U.S. coal industry, and at a rate

Jan 1, 1988

By L. M. Gochioco

The U.S. coal industry is under-going dramatic changes to meet the challenges of the keenly competitive fuels market. The application of innovative technologies is needed to improve safety and to increase productivity in order to make coal more competitive as a fuel. As more coal companies shift into capital intensive longwall mining, there is a clear need to invest more in exploration before mine plans are made. Coal seam anomalies may create adverse mining conditions. The early detection of these anomalies could make the longwall mining safer and more productive through improved planning. A standard exploratory drilling program can provide only limited geologic information. The seismic reflection technique can be used to detect coal seam anomalies and is effective in reconnaissance surveying. Recent advances in the quality of coal seismic data have increased the success rate of seismic surveying. Therefore, surface seismic surveys, coupled with selective drilling, will come to play an integral role in coal exploration in the 1990s.

Jan 1, 1990