EDITORIAL PAGE (May 11, 1992)

After 94 years, the Canadian Institute of Mining, Metallurgy and Petroleum is still capable of putting on a remarkable convention and annual meeting for its 12,000 members, but the institute has to grapple with some nagging problems in order to maintain its relevancy to the industry.

Simply organizing a 5-day convention with 210 technical papers, a 129-exhibit trade show and a full slate of social activities is a mammoth task. Ensuring that it is easily accessible, that it meets the changing needs of members and that it makes a profit might be asking too much. Even so, the CIM comes very close.

Although the price was up this year, such increases were inevitable in light of the parent organization’s difficult financial situation. Branches have already been asked to contribute to the national body to help offset its shortfall in 1991. The annual convention has to charge rates that reflect its true cost.

Nor can the CIM be faulted when it comes to accessibility. The convention is held in a different major centre each year. If someone from Tumbler Ridge, B.C., for example, couldn’t make it to Montreal for the convention this year, they might get to Calgary for the 1993 convention.

Even the CIM’s organizational structure is designed to get people involved. The 57 branches across the country are located where mining men and women work, and membership fees are not excessive.

Despite its accessibility, however, attendance at the annual convention is slipping. The recession is partly to blame — some companies simply would not let employees attend the CIM this year because of financial constraints. Considering that the meeting provides the single largest forum for the exchange of ideas and information, operating mining companies would do well to reconsider that approach. It’s tempting during difficult times to cut spending on professional development, but in the long run encouraging staff to attend may improve productivity and save money.

At one time, the convention was considered something of a “perq” for staff working at remote mine sites. For them, often accompanied by their spouses, the convention provided a valuable opportunity to keep up with changes in the industry as well as a chance to socialize.

But that role of the CIM is changing. It’s not unusual for operators living in Hemlo to visit Ottawa, Toronto, Las Vegas or other destinations for rest and relaxation. And today there is a proliferation of technical symposia for operators to attend.

The CIM is trying to keep up with changes in the industry. This year’s executive, under the leadership of President Bill Stanley, has made some significant changes. For one thing, the institute’s mineral economics committee was given “society” status providing it with a seat on the board of directors. The higher profile for mineral economics should make the institute more responsive to mining people in the financial side of the business. The CIM’s recent efforts to mount professional development seminars at various locations across the country is another example of the institute doing its best to meet the needs of its members.

The CIM’s role as a facilitator for the free flow of information has been one of the major reasons why Canada’s mining industry is a world leader. Ensuring that an organization with such a diverse membership changes with the times is difficult, but the institute is working hard to do just that. Ultimately, however, it will only succeed to the degree that its members want it to.