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By R. Heiser, J. Vendetti, B. P. Connor, E. J. Haas

Health and safety indicators help mine sites predict the likelihood of an event, advance initiatives to control risks, and track progress. Although useful to encourage individuals within the mining companies to work together to identify such indicators, executing risk assessments comes with challenges. Specifically, varying or inaccurate perceptions of risk, in addition to trust and buy-in of a risk management system, contribute to inconsistent levels of participation in risk programs. This paper focuses on one trona mine’s experience in the development and implementation of a field-level risk assessment program to help its organization understand and manage risk to an acceptable level. Through a transformational process of ongoing leadership development, support and communication, Solvay Green River fostered a culture grounded in risk assessment, safety interactions and hazard correction. The application of consistent risk assessment tools was critical to create a participatory workforce that not only talks about safety but actively identifies factors that contribute to hazards and potential incidents. In this paper, reflecting on the mine’s previous process of risk-assessment implementation provides examples of likely barriers that sites may encounter when trying to document and manage risks, as well as a variety of mini case examples that showcase how the organization worked through these barriers to facilitate the identification of leading indicators to ultimately reduce incidents.

Jan 1, 2018

By R. Heiser, J. Vendetti, B. P. Connor, E. J. Haas

Health and safety indicators help mine sites predict the likelihood of an event, advance initiatives to control risks, and track progress. Although useful to encourage individuals within the mining companies to work together to identify such indicators, executing risk assessments comes with challenges. Specifically, varying or inaccurate perceptions of risk, in addition to trust and buy-in of a risk management system, contribute to inconsistent levels of participation in risk programs. This paper focuses on one trona mine’s experience in the development and implementation of a field-level risk assessment program to help its organization understand and manage risk to an acceptable level. Through a transformational process of ongoing leadership development, support and communication, Solvay Green River fostered a culture grounded in risk assessment, safety interactions and hazard correction. The application of consistent risk assessment tools was critical to create a participatory workforce that not only talks about safety but actively identifies factors that contribute to hazards and potential incidents. In this paper, reflecting on the mine’s previous process of risk-assessment implementation provides examples of likely barriers that sites may encounter when trying to document and manage risks, as well as a variety of mini case examples that showcase how the organization worked through these barriers to facilitate the identification of leading indicators to ultimately reduce incidents.

Jan 1, 2017

By Mei Long, Tawum Juvert Mbah, Jianhua Zhang, Haiwang Ye

There have been many improvements and advancements in the application of neural networks in the mining industry. In this study, two advanced deep learning neural networks called recurrent neural network (RNN) and autoregressive integrated moving average (ARIMA) were implemented in the simulation and prediction of limestone price variation. The RNN uses long shortterm memory layers (LSTM), dropout regularization, activation functions, mean square error (MSE), and the Adam optimizer to simulate the predictions. The LSTM stores previous data over time and uses it in simulating future prices based on defined parameters and algorithms. The ARIMA model is a statistical method that captures different time series based on the level, trend, and seasonality of the data. The auto ARIMA function searches for the best parameters that fit the model. Different layers and parameters are added to the model to simulate the price prediction. The performance of both network models is remarkable in terms of trend variability and factors affecting limestone price. The ARIMA model has an accuracy of 95.7% while RNN has an accuracy of 91.8%. This shows that the ARIMA model outperforms the RNN model. In addition, the time required to train the ARIMA is than that of the RNN. Predicting limestone prices may help both investors and industries in making economical and technical decisions, for example, when to invest, buy, sell, increase, and decrease production.

Jan 6, 2021

By K. Kavouridis

The competitiveness of power production from lignite depends on the ability of coal industry to meet CO2 emissions limits, as specified by the Kyoto protocol. According to the National Allocation plan issued by EC, power plants should reduce CO2 emissions to a certain level, other-wise they will be obliged to cover the difference buying CO2 certificates through the Emission Trading Scheme. These charges will increase the operating cost of current units, as well as the investment cost for new units. To predict the increase in the marginal cost of electric power produced from the current plants of Western Macedonia, an emissions factor (CO2 t/MWh) for various units has been computed. Based on the algorithm used, this factor depends on the calorific value of the lignite, the efficiency of the power plant and the oxidation factor of the unit. For lignite plants with efficiency ~37%, CO2 emissions factor ranged from 1.19 t/MWh to 1.32 t/MWh. The increase in the marginal cost of kWh, as compared to the values of CO2 certificates, is higher in units fed with low quality lignite and worsens if the efficiency of the unit is low too. Also the presence of calcareous minerals in lignite increases the CO2 emissions and consequently the cost of power generation.

Jan 1, 2006

By Robert T. McKnight

Introduction The minerals exploration business, like many businesses, is faced with the problem of valuing future, risky cashflows. These cashflows are derived from those mineral deposits which have been successfully commercialized. Many deposits, however, do not have the quantities or grade of ore to be considered economic at the projected metal prices using the traditional tools of the Capital Asset Pricing Model and discounted cashflow analyses. If one calculates the future revenues, costs and cashflows of one these marginal properties, and discounted it at the appropriate risk-adjusted discount rate, it may have a negative present value. Yet such a property may still have real, positive value in the marketplace. Why would a firm pay money for a property with an (apparent) minus present value? Mining properties such as these are bought and sold in arms- length transactions on a regular basis. Why is this so? Part of the reason relates to the nature of ore reserve information. To generate cashflows, the analyst must t assume that the reserve information is known with certainty when, in fact, reserves are not known with certainty. Mineral reserves are a function of commodity price, extraction costs and the level of (usually drilling) information about the reserves. Stated, or currently known, mineral inventories may vastly understate the true state of nature. Some firms may therefore be buying a property based on a completely

Jan 1, 1988

By Harold A. Taylor

The first use of graphite is lost in the mists of time. It was used by primitive man to make drawings on the walls of caves and by the Egyptians to decorate pottery. As early as 1400 AD graphite crucibles were being made in the Haffnerzell District of Bavaria. Through the Middle Ages graphite was confused with other minerals, especially galena and molybdenite. Two common names that are still being used for the mineral are plumbago, meaning lead-silver, and black lead. The latter name implied that graphite is either composed of lead or at least contains a large percentage of it. Gessner is credited with having recognized it as a separate mineral in 1565, but its composition was not determined until 1779, when Scheele demonstrated that graphite oxidized to carbon dioxide, thus proving its carbon constitution. In 1789, Werner named it graphite from the Greek word graphein, meaning to write. The United States has long relied on foreign countries for its graphite supplies. This reliance has been due more to the lack of suitable domestic graphites than to any particular preference for buying minerals overseas. Sri Lankan graphites were imported as early as 1820, and Madagascar graphites have been imported since the properties on that island were opened up about a hundred years later. Mexico has long supplied the United States with most of its requirements for amorphous graphite.

Jan 1, 1994

By Steve Kral

Competition from foreign coal producers could displace as much as 9 Mt/a (10 million stpy) of US coal bound for power plants located near waterways. But, according to a Maryland-based coal consultant, it could be worse. Theoretically, about 52 Mt (57 million st) of domestic coal could be vulnerable to imports by 1990, said Forrest Hill, of Hill & Associates of Annapolis. Hill was speaking to about 150 coal industry executives and experts at the third annual Coal Marketing Strategies Conference in November. Most were at the Denver, CO conference to pick up tips on how to sell coal in an oversupplied market. Imports threaten domestic markets Of the 200 utilities studied by Hill and his staff, 119 are situated near major waterways, he said. However, most of those waterways are not equipped to handle coal from the shipping lanes. Good news for US coal producers. But don't breathe too easily. Foreign coal still poses a major threat to domestic markets, Hill continued. The strength of the US dollar is an obvious factor. But easy access to US utilities located on waterways combined with low rates for ocean vessels give foreign producers another edge. And foreign mines are typically low cost producers. For example, Hill said Colombia's huge Cerrejon mine can deliver coal to an Illinois power plant for $47.87/t ($43.39 per st). That compares to $52.85/t ($47.95 per st) from a Kentucky coal mine. Also, Colombian coal producers can generate a cash flow even if the coal sells for $27.50/t ($25 per st). The main competition US producers face from abroad, as Hill sees it, comes from Australia, Canada, Colombia, Poland, South Africa, and, perhaps, from Venezuela. Domestic producers, however, do have some things going for them. Most US coal buyers, Hill said, "are not wild about the idea of buying foreign coal." A 10% price advantage or pressure from public utility commissions would be needed to force some of them to buy foreign coal, he said. Some of the utilities contacted said they would not commit to more than one-third of their stockpiles to a foreign source. Another advantage for US producers is that they have room in their long-term contracts to cut prices and still maintain a profit, Hill said. Railroads, too, have high profit margins written into their rate structures. They are also aware of the import threat. Therefore, they may reduce their rates accordingly to keep their markets. Marketing's role The energy price shocks of 1972 and 1976 caused major adjustments in world economics. Coal was no exception. High oil prices caused many utilities to look at less expensive coal. As the market improved, coal prices began to respond, said R. Gale Daniel, of Anaconda Minerals Co. But clean air legislation and the strengthening dollar caused havoc in the coal markets, he said. The price of oil crashed, taking with it predictions of record coal use. The result is an oversupply of coal that has led to price cutting. Now, coal marketing must be recognized in its "true leadership role," Daniel said. Marketing people must know when to use spot sales to balance production objectives and maintain cost-effective-

Jan 1, 1986

By T. V. Falkie

REMARKS OF DR. THOMAS V. FALKIE, DIRECTOR, BUREAU OF MINES, U.S. DEPARTMENT OF THE INTERIOR, BEFORE THE FALL MEETING OF THE SOCIETY OF MINING ENGINEERS, AIME, ACAPULCO, MEXICO, SEPTEMBER 23, 1974 This is a time of uncertainty on the world mineral scene. For some of the world's so-called "developed" countries, reserves and production of key minerals are running low. And, we have learned that the energy so essential in recovering and processing minerals can suddenly be in short supply. The prospects for a "no growth" situation in energy or mineral consumption are practically nil. Moreover, the world's economy is in flux, casting doubt on whether traditional mineral customers will continue to be able to buy, or for that matter, whether traditional suppliers of minerals will continue to sell. It is clear that the mineral situation is contributing to world inflationary pressures, which incidentally are most damaging to developing countries. So it is appropriate that SME members devote this session to the world mineral situation, and consider some of the opportunities and responsibilities that we will inevitably encounter as the future becomes the present. The opportunities, to me at least, are especially intriguing, I have the good fortune to be part of an organization that has an enormous capability and responsibility for dealing with mineral problems. The Interior Department's Bureaus, including the Bureau of Mines, have been around for a long time. They are. a prolific and reliable source of both mineral information and mineral technology.

Jan 1, 1974

By Kerry Spickelmier

A traveler driving across desolate central Nevada to the Round Mountain property can easily identify with turn- of-the-century prospectors seeking a fortune, or at least an existence, from the high desert. But now a shadow passing overhead is as likely a sophisticated fighter aircraft from Stillwater Naval Air Station as a circling bird, and the famous trails west show only as historical markers along the highway. Even the approximately 400- km (250-mile) trip southeast from Reno or northwest from Las Vegas takes hours now, not days. And the camps of Round Mountain’s early prospectors have been replaced by one of the world’s largest gold heap-leaching operations. While Round Mountain’s uniqueness begins with its scale, it doesn’t end there. Consider the mine’s low cutoff grade of 0.2 g/t (0.006 oz/st) gold, made possible by a new dedicated (not reusable) leach pad. Also, the operation’s degree of automation means that ore dropped in the south crusher system is not manually handled until it is stripped from the pads. There is the bonus of a geothermal field that is tapped to heat the leach solutions in the winter. And, of course, there was that “unexpected” hitch expected in all mining operations. For Round Mountain, it meant buying a gravity plant to process the gold nuggets discovered last summer in a fault gouge.

Jan 1, 1993

By Osvaldo A. Bascur, J. Pat Kennedy

Large metallurgical complexes have more data than a small city and much of it is "real time," changing rapidly as internal and external conditions evolve. As corporations buy and sell assets and reengineer their staff, the structures and tools that were used to understand these data are lost. The lack of an integrated approach makes the profitability of metallurgical plants lag behind that of other industries despite technical advances that have occurred in recent years. This results in significant deterioration in the ability to maintain a "smart” operation. The solution is to use the sophisticated new tools built for the Internet so as to leverage information in a familiar browser format that people can use and understand. Combining real-time infrastructure with portal technology is becoming an accepted methodology. This paper introduces real-time portals and team sites to support decision making by work- groups which require both real-time and documentary information from manufacturing assets, vendors, head office and the Internet. Workers get insight from the overall process effectiveness index based on key variables such as losses due to plant availability, performance efficiency and rate of quality. Real-time portals and smart clients are part of any real-time performance management (RtPM) solution. Three case studies in large metallurgical complexes are presented. PLANTS ARE YOUR STRATEGIC HANDICAP Information technology is arguably one of the fastest moving technologies used by the mining/metallurgical industry. However, the business model for managing that

Jan 1, 2004

By Richard Komarek

When limestone (Ca03) is calcined in rotary kilns to produce quicklime (CaO), it is not unusual for 10% to 20% of the stone to abrade and emerge from the kiln as quicklime fines (-6.3 mm or -0.25 in.). While there are various industrial processes that can use fines, handling and shipping is tricky and dangerous. Due to the highly caustic nature of quicklime, airborne dust easily bums eyes and skin. On the other hand, money has already been invested in mining (or buying) the raw material and in the equipment and energy needed for calcining. Discarding the fines will not only waste that investment, but add even more cost in transportation and possibly dumping charges. So the question becomes, how can fines best be turned into a revenue-generating asset? Some plants convert leftover quick-lime fines into calcium hydroxide - Ca(OH)2, also known as hydrated or water-slaked lime - for sale into agricultural applications. For farm uses, hydrated lime fines are preferred over quicklime because they are easier to handle. And they are favored over raw limestone fines for their higher concentration of calcium and greater solubil¬ity. From the producer's viewpoint, quicklime fines are ideal for this use because they go through hydration faster than the larger chunks of quicklime. Those larger chunks, or "pebble lime," are more readily salable and more easily handled, for such uses as steel, copper, aluminum and magnesium production, water waste treatment, chemical, paper, glassmaking and flue gas desulfurization in coal- fired boilers.

Jan 1, 1993

By Michael C. Newbury

For thousands of years gold has been not only a commodity, valued for its comparative scarceness, immutability and homogeneity but also a medium of exchange which has no nationality. Approximately 90% of the gold produced is still accessible in the world, although some of it in museums, galleries, jewellery and dental work is not immediately available for circulation. The majority is held as bars by central banks for their reserves; the balance circulates as coinage or bullion held for investment. The value is further enhanced by the political aspect that gold cannot be debased as paper currency can and, therefore, it always becomes an investment refuge. It has always been possible to buy and sell gold at a price which is readily established by reference to bullion's weight and purity; and it is this fact which makes a loan denominated in gold, rather than one in currency, a viable alternative means of finance. The purpose of this paper is to discuss some general aspects of what is considered to be one of the more effective and presently popular methods of financing the development of a gold mine - the gold loan. This is not intended to discuss all the minute details which must be uniquely designed to fit each individual situation, but rather to provide general guidelines. You will all be aware of the traditional sequence whereby companies primarily finance exploration work by the raising of equity through the sale of shares to the public or by that unique Canadian form.

Jan 1, 1987

By James Douglas

For the past several years, inflation has placed increasing pressure on our economic system. The total effect of inflation is complex when combined with other factors which affect the economics of equipment. A mathematical model is described herein which can be programmed on a computer to determine the effect of inflation on economic life and profits after taxes. The computer output results in graphic plots which clearly show the relation of various percentages of inflation to life and profits. Inflation has become a common topic of conversation in the recent past. What is it and how can it be measured? What effect does increased inflation have on equipment policy? Research now in progress at the Construction Institute at Stanford University is beginning to unravel some of the mystery of inflation. As a start, let us answer the first question by defining the word inflation. The dictionary says that inflation is "an increase in the volume of money and credit relative to available goods resulting in a substantial and continuing rise in the general price level. It appears, in fact, that we are in an inflationary spiral which is "a continuous rise in prices that is sustained by the tendency of wage increases and cost increases to act on each other." 3 Inflation behaves just like compound interest. It takes more dollars of future years to buy an equal amount of a given commodity, be it a material or a service. Let us assume an annual inflation rate of 5 percent. Assume that 1Associate Professor of Civil Engineering, Stanford University, Stanford, California. 2Webster's Seventh New Collegiate Dictionary, Springfield, Mass., G. and C. Merriam Co., 1969. 3Ibid.

Jan 1, 1972

By Martial P. Corriveau

The preparation of coal is essentially the same for export as it is for the domestic market. The big difference, I would say, is that, while coal for certain domestic uses (utilities, for instance) need not always be of the highest quality, as long as it is uniform, the buyer of coal for export invariably demands a well-prepared, top-quality product. And he is willing to pay for it, as long as he knows what he is buying. This is where quality control enters the picture. The day is long past since the export market was the dumping ground for coals which could not be sold on the domestic market. Today, the export buyer wants American coals not so much for a price but for the necessity of blending the American coals with foreign coals to achieve the desired chemical and/or physical characteristics, To blend intelligently, he must know in detail what are the qualities of the coals to be blended. Sampling and chemical analysis facilities at the piers provide the information on the coals exported, These facilities are maintained for the export buyer by independent laboratories; however, in one instance, the buyer operates his own laboratory. With very few exceptions, and Clinchfield?s Moss No. 3 mid-volatile coal is one, cargoes shipped overseas are loaded as blends of two or more coals. Up to now, foreign requirements have not been too clearly defined; therefore, shippers must be prepared to blend mixtures of the desired combination. Successful blending requires an accurate knowledge of the coals shipped. And this makes it necessary for the coal producer to maintain his own control laboratory.

Jan 1, 1959

By F. A. Renninger

The mineral aggregate industry is the world's largest mining and processing endeavor, yet it is graced with little of the romance or public awareness that accompanies mention of gold, silver, iron, copper, uranium, or aluminum mining efforts. Much of this reaction is undoubtedly due to the fact that the uses to which crushed stone and sand and gravel are normally put are not fully recognized or appreciated by the general public. Few individuals ever have occasion to purchase mineral aggregates for anything other than use for decorative shrubbery beds or walkways. They may, however, buy ready-mix concrete for a new patio, bituminous concrete for a new driveway, concrete blocks, or other building materials for a new room and never realize that the primary ingredients of their purchases are either direct or indirect products of the mineral aggregate industry. The average person driving past an operating crushed stone quarry or an active sand and gravel pit rarely realizes the economic impact the industry, represented by that operation, exercises on the general economy. He is not aware, nor does he really care, that elements of the modern comfortable environment to which he has grown accustomed rely to a great extent on the products of the crushed stone and sand and gravel industries Iron and steel, glass, cement, agriculture, and highway and building construction are but a few of the major industries to whom the products of the mineral aggregate industry are basic. Without these industries or without the stone, sand, and gravel basic to them, most of the major elements of our modern day civilization would be non-existent.

Jan 1, 1968

By Charles Bruce

Although much has been said about the high cost of exploration, both at home and overseas, little of a specific nature has been published on actual finding costs, if indeed such data has been developed. This contrasts sharply with our sister industry, petroleum, where finding costs for oil and gas are available for virtually any country In the world. The reason is largely attributable to the genetic complexity of the hard minerals, as opposed to petroleum, and the increasing difficulties we are facing in the search for new orebodies. We have available to us data on the annual exploration budgets of most of the major mining companies which show them to run into the tens of millions of dollars. My co-panelist, Dr. Walthier, Director - Corporation Exploration, St. Joe Minerals Corporation, New York, NY, summed up the feelings of many explorationists in a recent keynote address when he stated, "I would not recommend a mineral exploration program of a general nature in North America budgeted at less than three to four million dollars annually, spread over four to five years -- or smaller amounts for more years". We have the fact that many of the major companies now prefer to "buy into" a new mineral discovery, particularly overseas, because of the high-risk and high-cost of exploration. Is there, then, a place for the small investor, let us say with a budget of under $200,000 per year and, if so, where and how? This paper is directed toward the above question and is based on experience gained while managing a limited international exploration program, on a shoestring, over the past three years.

Jan 1, 1976

By R. E. J. Putman

The, principle purpose of applying control to any process is to improve -its profitability. Even when considering the impact of a plant on its surrounding ecology this is still, true, since the sanctions felt most immediately from violations of the regulations are the economic penalties or fines which result. 'Economic performance can be improved within a plant in several ways. Steps can be taken to cut the cost or quantity of resources (power, water, steam, reagents) consumed per ton of throughput. Alternatively the operation of the plant can be changed so as to increase product yield per ton of throughput. Or the cost of labor and plant overhead per ton of product can be reduced by raising the total 'throughput, assuming-that the increased amount of product can be sold for the same unit price. In designing a program to improve plant performance, all three routes should be borne in mind. To maximize the return on investment over a longer period, it is also desirable to set up a comprehensive plan of improvement, equipment being specified at each step in the implementation so as to ensure that it fits in with later requirements later implementation being either by means of modular additions or by having the necessary interfaces built into the original equipment. It is much cheaper in the long run to buy features which have been factory-installed, than to have to make provision for their later addition in the field. This paper examines some ways of improving plant performance by the application of various process control techniques using both analog and digital con¬trol equipment. A general philosophy of application is suggested and specific examples described.

Jan 1, 1972

By D. W. Scott

Ontario has a diverse industrial mineral resource base including abundant resources of structural industrial minerals such as sand and gravel, crushed stone, building stone, clay, shale, limestone and dolostone. These resources are used in the production of aggregates, brick, metallurgical stone, fillers, lime, cement and other construction materials. The majority of the operations are in deposits of Paleozoic and Quaternary age in southern Ontario, close to the major markets. Province-wide, there were over 140 million metric tonnes of aggregates produced in 1985, approximately 115 million tonnes of which was produced in southern Ontario with the remainder being largely from Crown land in northern Ontario. The structural industrial minerals account for over 80% of the value of total industrial mineral production, with the remaining 20% of the value king accounted for by the non-structural minerals being led by salt which is produced in southwestern Ontario. A host of other non-structural industrial minerals are known but production is currently restricted to calcite, gypsum, quartz, talc, nepheline syenite and by-product metallurgical sulphur products (Fig. 1). Location and Market Area Major production is in the area closest to the large markets of urbanized southern Ontario and the northeastern and north-central United States. In general, with the abundant variety and widespread resources of industrial minerals and the large population within 400 miles of most deposits, the market offers great potential. Ontario's 9 million population accounts for about 35% of the entire gross domestic product of Canada of $476.361 billion dollars in 1985. This equates to about 113 of the nation's buying power being within a 200 km (125 miles) radius of Toronto. This major concentration of industrial and economic activity has resulted in a well developed industrial minerals industry fulfilling most of the structural industrial minerals demand in Ontario, as well as a subsidiary demand in neighbouring provinces and states.

Jan 1, 1987

As we are all well aware, the demand for coal is increasing very rapidly. This makes the coal industry one of great opportunity for both the miner and the-supplier. Up until the middle 1960's, the price of coal had been one of the most stable of all commodities for the proceeding fifty years. In somewhat oversimplified terms this was because the inflationary tendencies had been offset by improved mine techniques and more efficient, more productive, and more reliable equipment; but, in the last seven years the price of coal has doubled. It is not the intent of this paper to discuss the many reasons for this price increase, but to show how the cost of hauling coal can be sharply decreased with a new truck concept. Not long ago a mining executive stated that all haulage trucks now available are basically the same. They look the same; they cost about the same; they have the same engine, power train, and tires; and, they have about the same operating cost. Truck size has increased which has reduced the number of drivers, but the purchase price and maintenance and repair costs have increased proportionally. Pits must be widened and loading shovels enlarged, out, all this has not reduced the cost of moving coal. Another executive said that he saw no advantage in buying new trucks because his people now know how to maintain and operate the ones they presently have. They have all the right spare parts along with a good maintenance program. Most replaceable parts of the trucks now in operation have been replaced and improved at least once and the trucks are now running better than when they were new. Besides, the trucks are no pretty well written off.

Jan 1, 1972

After the war that was nearing an end In early 1945, regular consulting work for Bralorne, the Bradleys, Pennsalt Chemical Co., and a directorship and occasional consulting for Homestake Mining Co. made it almost certain that in spite of my 61 years I would have enough work to feed my family. But this routine work would not provide enough income to lay up funds for the inevitable future when I could no longer do arduous work. And it would not give me the adventure that had first lured me into mining. Therefore I was greatly relieved as well as pleased when, in the 18 months from April 1945 to November 1946, I was asked to make three of the most adventurous as well as profitable examinations that ever came my way. Pati[n]o Mines, Bolivia The first of the exciting jobs was an examination of the Pati[n]o tin mines in Bolivia. After I had unsuccessfully tried to induce Anaconda to purchase these mines In 1915, the World War I crisis that had forced the half-Indian accountant to try to sell the mines had come to an end. The European market for tin improved dramatically, and "Don Simon" was able to borrow money for expenses while the concentrates were still In Bolivia. He took advantage of the favorable conditions by buying adjacent properties and increasing development work until his Bolivian tin mines were the greatest in the world. And his daughter had marled the French Count de Boisrouvain and was cutting a swath In high International society. Pati[n]o wanted to get rid of the drudgery of running a complicated mining Industry in a remote area In Bolivia when the fleshpots of Paris were much more seductive. An added incentive was the fact that his miners had become unruly and had even threatened his 11fe.

Jan 1, 1976