aying down the broad principle that to get the best out of our national
asset the National Mining Board must bring about through its power of
granting leases the formation of larger working units than at present
usually exist. The geological and other conditions in the different
coalfields vary enormously, and these form a very relevant factor in
deciding upon the ideal unit of size. It is conceivable that in certain
districts all the colliery-owners in the district, with the aid of the
National Mining Board, would form a statutory company on the lines of
the District Coal Board, described in the Report made by Sir Arthur
Duckham as a member of the Sankey Commission. One advantage accruing
from unification (to which recent events have given more prominence) is
that it mitigates the tendency for the wages of the district to be just
those which the worst situated and the worst managed colliery can pay
and yet keep going, and no more. This tendency seems to be recognised
and mitigated in the Agreement of June, 1921, on which the mines are now
being worked. Secondly, Provision for Progressive Joint Control, that
is, for enabling all the persons engaged in the mining industry either
in money, in brains, or in manual labour, or a combination of those
interests, gradually to exercise an effective voice in the direction of
their industry.

Some of the arguments for this principle appear to me to be (i) that, as
indicated in my opening remarks, a sufficiently large number of the
manual or mainly manual workers in the industry ardently desire a
progressively effective share in the control of the industry; (ii) that
this desire is natural and legitimate, having regard to the great
increase in the education of the workers and the improvement in their
status as citizens, and that so far from being repressed it should be
encouraged; (iii) that it is the natural development of the system of
Conciliation Boards and (occasionally) Pit Committees which has
prevailed in the industry for many years, though more highly developed
in some parts of the country than others. So far, these organs have been
mainly used for purposes of consultation and negotiation; the time has
come when with a more representative personnel, while not usurping the
functions of a mine manager or, on a larger scale, the managing
director, they must be developed so as to exercise some effective share
in controlling the industry. (iv) While working conditions are not so