BBMC Yearbook 2023

Industry and operational developments | The critical mineral called coal Towards net zero/decarbonisation | BBMC Updates Extracting more value from mining | Technology-driven operations and the future of mining BBMC Yearbook 2023

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yearbook 2023 EDITOR Jodie Currie jodie@bbminingclub.com CONTENT CURATORS Sarah-Joy Pierce sarahjoy@strategicminingcomms.com Debbie Wolhuter deb@joyfulcommunications.com.au GRAPHIC DESIGN Holly Williams holly@kingstcreative.com.au

CONTRIBUTING WRITERS Ian Macfarlane, Michelle Manook, The Hon Scott Stewart MP, Kim Wainwright, Tania Constable, Warren Pearce, Rohitesh Dhawan, Adam Lancey, Daniel van der Westhuizen, Paul Flynn, Douglas Thompson, Matt Anderson, Adam Battista, Nick Rees, Steph Byrom, Mark McCallum, Bjorn Everts, Chris Vegh, Dr Jane Hodgkinson, Dr Nerrida Scott, Clint McNally, Andrew Pedley, Professor Andre van As, Rainee Shepperson, Dr Tom Evans, Matt Cooper, Brad Waldon, Christopher Clark, Jeff Sterling, Peta Chirgwin, Adrian Beer, Anton Guinea ON THE COVER

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DISCLAIMER The Bowen Basin Mining Club Yearbook is published by the Bowen Basin Mining Club Pty Ltd, PO Box 2620, Chermside Centre QLD 4032.

Every effort has been made to ensure that the information contained in this publication is accurate at the time of publication (December 2023). The Bowen Basin Mining Club and its agents accept no responsibility for the accuracy or completeness of the contents and accepts no liability in respect of the material contained in the yearbook.

The Bowen Basin Mining Club recommends that users exercise their own skill and care in evaluating accuracy, completeness, and relevance of the material and where necessary obtain independent professional advice appropriate to their own particular circumstances.

In addition, parties, their members, employees, agents and officers accept no responsibility for any loss or liability (including reasonable legal costs and expenses) or liability incurred or suffered where such loss or liability was caused by the infringement of intellectual property rights, including the moral rights, of any third person.

BBMC Yearbook 2023

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Contents From the Editor

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INDUSTRY AND OPERATIONAL DEVELOPMENTS

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The Resources Sector: Queensland’s ‘nest egg’

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Writing a new chapter in Queensland’s resources journey

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Exploration opportunities: A call for collaboration and investment in Queensland, plus QEC's cutting-edge initiatives for 2024 16 Future Critical: how Australia can meet the minerals investment challenge

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The FutureCoal Journey starts now

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Access is vital for critical minerals needed to decarbonise our economy

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The fundamentals of creating social value and environmental resilience that supports shared prosperity

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Integrating renewable energy towards net zero: the challenges and opportunities

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Overlapping resources and renewables developments: progressing through the regulation gap

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BBMC UPDATES

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2023 BBMC luncheons: The Bowen Basin is digging in for the long term

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2023 BBMC Crib Room Podcast: Standing our ground: defending the critical mineral called coal

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EXTRACTING MORE VALUE FROM MINING

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Rare earth elements in coal: doing more with coal waste

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A new critical mineral unlocked: Basalt driving a new narrative for the Bowen Basin

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THE CRITICAL MINERAL CALLED COAL

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The copper supply challenge

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The role of coal

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Breathing new life into abandoned mines

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Why steelmaking coal is critical for a renewables-focused future

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The Queensland Minerals Deposit Atlas: pre-competitive data to streamline discovery

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Whitehaven Coal looks to the Bowen Basin for diversification and growth opportunities

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Steering a sustainable future for metallurgical coal mining

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What’s next for Queensland’s coal sector?

Mutually Captive: Can we reverse coal’s risk vacuum?

Does rising country risk threaten mining investment in Queensland?

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Empowering today’s coal miners for tomorrow’s opportunities

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Applying Business Intelligence to underground explosion prevention

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Why automated drone data capture is a game-changer for mining

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Will AI eat my lunch?

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The Chameleon: harnessing the power of change

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Revolution not Evolution: the next wave of innovation in the resources sector

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Unearthing success: navigating the depths of leadership in the mining industry

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MINING SERVICES DIRECTORY

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TOWARDS NET ZERO/ DECARBONISATION

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The challenges and opportunities of decarbonising the Bowen Basin

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Navigating Australia's path to net zero: Redefining the role of Australian resources

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Mining in a net-zero future and the role of carbon offsets

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TECHNOLOGY-DRIVEN OPERATIONS AND THE FUTURE OF MINING 108

We understand workplace safety

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From the Editor jodie currie

T

he Bowen Basin is in a state of change as we finish off the year that was 2023. From coal royalty impacts that have changed the outlook of our sector to major projects changing hands and new policy directions pushing us towards unlocking the critical minerals in our state, it’s been a year that has set us on a different course.

Many big-picture, critical issues are outlined within the pages of this Yearbook. Right from the World Coal Association rebranding as FutureCoal to reflect a clear and forward-thinking approach to sustainable stewardship (page 24) to an entire section devoted to the critical mineral called coal (starting on page 36), or more articles than we’ve ever had about extracting as much value as possible from coal – pun entirely intended – it’s clear that the industry is on the verge of a significant shift.

Personally, it’s been a significant year for the Bowen Basin Mining Club as we celebrate an ongoing series of sold-out 4

BBMC Yearbook 2023

events. Demonstrating that live events are back in full swing, we attended multiple mining trade shows across the country and represented the industry on panel discussions from Sydney to Perth and back again, as well as recording several more episodes of the Bowen Basin Mining Club Crib Room Podcast (if you missed an episode, check out pages 85-90).

There’s some incredible thought leadership that we’ve uncovered this year as part of our travels. Rohitesh Dhawan’s keynote speech from IMARC (page 32) is both inspiring and thought-provoking, as he issues the challenge ‘…we are called upon to show that society will prosper because of mining, not despite it.’ After connecting through our growing network and industry events, we also welcome Bjorn Everts, Peta Chirgwin and Andrew Pedley as first-time contributors. LETA, who stole our hearts with their ‘cheers to captured carbon’ stubby coolers, are also new to the pages of this Yearbook (page 61).

I couldn’t summarise the year without thanking Ian Macfarlane as he retires from the Queensland Resources Council at the end of 2023. Ian’s voice on our November 2023 C-suite panel was particularly poignant as one of his last speaking engagements. On behalf of the Bowen Basin Mining Club, a huge thank you to Ian for his tireless contribution

to industry and his relentless advocacy through a number of difficult periods in our recent history. We welcome Janette Hewson as the new Chief Executive of the Queensland Resources Council and hope to continue our strong working partnership with the QRC into 2024 and beyond.

As mentioned in our November C-Suite panel discussion (page 83), the challenges facing our sector are significant but not insurmountable. From attracting and retaining the best people to conquering challenging landscapes in investment, activism and risk - balancing steady demand for our coal with the increasing difficulty of mining it and exporting it is a problem that doesn’t have just one solution.

When presented with problems of this scale, it’s quite natural to avoid the difficulties and just focus on doing what you do, leaving the big problems for someone else to solve. But I want to challenge you as you browse these pages – think about how you can take action and apply the learnings and the calls to action – and then solve the challenges presented to you in your very own corner of the Bowen Basin.

While some of the issues facing our industry can’t be solved overnight, they will be solved when the industry works together to understand the problems and, importantly, when we take action. 

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Industry and operational developments Industry and Operational Developments

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The Resources Sector: Queensland’s ‘nest egg’ Ian Macfarlane, Chief Executive Queensland Resources Council

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n 2010-11, the Queensland Resources Council (QRC) published its report on the economic impact of the resources sector for the first time. That year, the sector supported more than 294,600 jobs and created a total economic value of $49.4 billion for the state economy.

They were impressive figures at the time that illustrated just how important the resources sector was becoming to every Queensland town and city. More than a decade later, the figures are astonishing. Even for a sector where the billions roll off the tongue, this year’s contribution is one for the record books.

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Industry and operational developments

s

Our industry now makes up one in every four dollars in the Queensland economy and supports one in every six jobs.

Even for a sector where the billions roll off the tongue, this year’s contribution is one for the record books.

The 2022-23 Economic Contribution Report QRC’s economic contribution report for 202223 shows the resources sector is now worth $116.8 billion to the Queensland economy.

It also supports almost 533,000 jobs, both directly in resources projects as well as in the supporting jobs that buoy up every town and city in Queensland.

Our industry now makes up one in every four dollars in the Queensland economy and supports one in every six jobs.

It’s no exaggeration to say Queensland’s future depends on a strong and vibrant resources sector - every Queensland community is built on the resources sector in one way or the other.

A substantial part of the value of the resources sector comes from the royalties it pays to the Queensland Government, which was more than $18 billion this year.

These royalties help pay for the roads, police, hospitals and schools Queenslanders rely on every day.

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From the tradies in engineering workshops in Mackay, to the baristas in Brisbane who brew the coffee for fly-in fly-out workers, the resources sector is the foundation on which Queensland’s diverse economic base is built. No wonder the resources sector is often described as the golden goose. Or as I prefer to say, the resources sector is Queensland’s nest egg.

Mining is a long-term game, and it has always been the case that the multibillion-dollar large-scale, long-term investments in the resources sector deliver for Queenslanders over decades, not years.

Excessive royalties now sending negative signals to investors Our royalty system has worked well in the past by delivering a fair return for Queenslanders while maintaining our state’s reputation as an attractive, long-term destination for resource investment.

The previous royalty regime took into account that Queenslanders own the resources in the ground and are entitled to their fair share in the benefits of mining. The rates were struck at a level that provided investors with the confidence they needed to support new greenfield projects.

However, the next wave of long-term investment in Queensland’s resources sector is now at risk because of an excessive new tax regime, and all Queenslanders stand to lose out. Our royalty rates are now uncompetitive and will send future investment to other states and other countries.

That is why the Queensland Resources

Council has been unrelenting in our advocacy for the sector through a community information campaign to ensure Queenslanders are aware of what’s at risk. Our message is simple – by introducing the world’s highest coal royalty rates, the Queensland Government is damaging Queensland’s nest egg. When you hurt Queensland’s resources sector, you hurt Queensland’s future.

Already, projects are being cancelled or delayed, and it’s not just the coal sector where the downturn will be felt.

Queensland’s uncompetitive royalty rates send a signal to all investors across all commodities - from coal to critical minerals - that Queensland is now a riskier place to invest capital compared with other resources-rich areas in Australia and around the world The other part of the resources puzzle causing concern is the challenge of accessing the skilled workforce needed to help deliver on Queensland’s rich resources potential.

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Industry and operational developments

For the majority of Queenslanders who don’t work on a mine site or resources project, these are the big-ticket items that demonstrate why the resources sector is indispensable to all of our lives. But so many more Queenslanders benefit from the prosperity of our sector, even if they’re not one of the 61,430 people directly employed on a resources project.

Mining is a long-term game, and it has always been the case that the multibilliondollar largescale, long-term investments in the resources sector deliver for Queenslanders over decades, not years.

The career opportunities in our sector are as diverse as they are remarkable. As the resources industry plays its role in the development of commodities to support lower emissions economies, there is a need for a new and more diverse skill set to facilitate the changes required.

The QRC’s latest skills campaign, called ‘Shape Your Future, Innovate Our World’, will help address this challenge through the promotion of career opportunities for ‘Gen Z’ school leavers as well as university and trade skills graduates.

Queensland is built on the resources sector – literally This year, the QRC has taken the opportunity to travel across our state’s regional resources communities, from Mount Isa and Townsville, to Moranbah, Mackay and Rockhampton and to the Western Downs.

Everywhere we went, it was clear how highly valued our industry was to regional towns and businesses.

These trips reaffirmed the importance of a strong and resilient resources sector to Queensland.

On a personal note, this will be my last article for the Bowen Basin Mining Club Yearbook. After seven years, I am retiring from the role of QRC Chief Executive at the end of this year. I will miss travelling to our vibrant resources regions, but this definitely doesn’t signal the end to my involvement with the resources sector.

As a proud regional Queenslander based in Toowoomba, I will continue to take every opportunity to support the resources sector and speak up about the incredible benefits it delivers to our state.

I hope you will continue to join me in supporting our sector through the years ahead. I wish you all the best. 

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Writing a new chapter in Queensland’s resources journey The Hon. Scott Stewart, MP Queensland Minister for Resources

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023 has been a seismic year for Queensland’s resources sector because it marks the start of a new chapter in this state’s rich resources history.

In June, all the world’s eyes were on Brisbane as we hosted the World Mining Congress.

It was the first time in its 65-year history that the Congress was held in Australia, and what an enormous privilege it was that the organisers chose Brisbane and Queensland to host!

More than 3,000 delegates, including more than 200 chief executives from more than 50 countries, saw firsthand 12

BBMC Yearbook 2023

Photo: Anglo American

the contributions of the resources industry to this great state and the enormous opportunities still before us.

Those opportunities lie in helping the world limit the impacts of climate change by reducing carbon emissions.

The energy transition from fossil fuels to renewable and less-polluting energy sources is driving massive demand for the raw materials needed to decarbonise our energy and industrial systems. In particular, the critical minerals needed for renewable energy generation, electric vehicles, advanced electronics and defence technologies.

The International Energy Agency estimates demand from clean energy technologies for critical minerals such as copper, cobalt, silicon and rare earth elements is expected to quadruple by 2040 to meet the goals of the Paris

Agreement.

This means both domestic and global decarbonisation commitments can only be achieved with significant and accelerated growth in the supply, processing, refining and manufacturing of critical minerals.

A strategy for a new resources future Estimates tell us there is potentially more than $500 billion in critical mineral deposits in Queensland’s North West Minerals Province.

But our ambition is to be more than an exporter of raw materials. We want to capture more of the value chain and have local processing and advanced manufacturing industries – right here in Queensland.

That is why Premier Annastacia Palaszczuk unveiled the Queensland

Industry and operational developments

Critical Minerals Strategy at the World Mining Congress.

The strategy builds on the $68.5 million Queensland Resources Industry Development Plan released in June 2022. It provides an additional $245 million in investment to focus on and grow the critical minerals sector and advance four key objectives.

The first objective is to move faster and smarter, including $75 million in funding for Critical Minerals Zones around Julia Creek and Richmond, and around Mount Isa to support collaborative opportunities that achieve time, resource and capital efficiencies.

support exploration and mineral characterisation activities in mine waste and provides for a review of the regulatory framework to support secondary prospectivity opportunities.

Under the second objective, maximise investment, the Queensland Government has reduced the rent for mineral exploration permits to $0 for five years, supporting companies to redirect funds towards their exploration activities.

This initiative makes Queensland the lowest-cost jurisdiction in Australia to hold mineral exploration tenures and incentivises companies to invest in Queensland.

The Queensland Government understands the value and opportunity that exists in mine waste at operating and abandoned mine sites.

This is supported by a $1 million campaign to profile and promote Queensland through an investor-focused interactive portal.

The strategy invests $5 million to

The third objective of our strategy,

to build value chains, is crucial to our economic future and includes the $100 million Critical Minerals and Battery Technology Fund, designed to support companies in reaching commercialisation and accelerating the pit-to-product supply chain to meet the growing demand for clean energy technologies.

The fourth objective of our strategy is to foster research and environmental, social and governance (ESG) excellence.

The Queensland Government will invest $1 million to work with industry to build ESG excellence and meet anticipated future requirements from consumers, investors, local communities and First Nations peoples.

In addition, $8 million will go towards research and development in circular economy and mining, mineral discovery, extraction, processing and recycling.

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To support the rollout of this strategy, we are establishing a dedicated critical minerals office – Critical Minerals Queensland.

Critical Minerals Queensland will provide a central point of contact for investors and stakeholders, coordinate activity to develop critical minerals projects, market Queensland internationally and work with the Australian Government.

We have also committed $75 million to build the Queensland Resources Common User Facility in Townsville, which will be a hub to trial production processes for commercialisation.

This will enable prospective miners to begin producing mineral samples at scale.

The aim of the facility is to accelerate the development of commercial mining projects and promote investment in mineral manufacturing opportunities in Queensland.

The strategy aligns with other key Queensland plans focussed on building a decarbonised economy. One of these is the Queensland New Industry Development Strategy, released in May 2023.

The strategy focuses on processing, manufacturing, and product development of critical minerals, which are essential for the switch to renewable energy technologies.

The Queensland Battery Industry Strategy is currently being developed to leverage our state’s mining and manufacturing expertise and bring forward a pipeline of battery investment that provides opportunities for regional businesses.

These strategies are helping to achieve the renewable energy and decarbonisation targets outlined in our $62 billion Queensland Energy and Jobs Plan.

This is a plan that could deliver $25.7 billion to Queensland’s economy by 2040.

Other Queensland Government investments include the $5 billion CopperString 2032 project. The largest ever economic development project in North Queensland and the largest expansion to the power grid in Australia, it will connect our world-class North West Minerals Province to the North Queensland Renewable Energy Zone and Townsville.

The project will support 800 direct jobs and thousands of new jobs in critical minerals mining, manufacturing and construction of renewables.

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Ready for Tomorrow The Queensland Critical Minerals Strategy was well received at the World Mining Congress, and that is because it was a result of listening to and working with industry and local communities.

I had the pleasure of hosting a select group of Congress delegates on a tour of north Queensland, showcasing the multi-billiondollar potential of our state’s critical minerals.

From Mount Isa to Cloncurry to Townsville, delegates had a chance to see all that Queensland’s geology and geography have to offer.

It is a message that resonated during my recent trade mission with the Premier to South Korea, where we had exciting and fruitful discussions with senior business and government leaders about the next phase of Queensland’s resources journey.

What is the role of other resources?

The development of Queensland's critical minerals sector builds on our strong track record of delivery in traditional resource commodities.

In particular, we remain one of the world’s major suppliers of high-quality metallurgical coal for steelmaking. We exported $55.9 billion of product in the 12 months to May 2023, a 2.3% increase on the previous 12 months.

Critical Minerals Queensland will provide a central Steelmaking coal makes up about 85% of the value of Queensland coal exports, and we point of contact know it will be a strength of ours for a long time to come. Even as the world transitions for investors and to renewables, steelmaking coal will remain stakeholders, an essential and valuable international export commodity for Queensland. coordinate With strong demand for renewable energy equipment such as wind turbines and new activity to pockets of demand opening up in the Indodevelop critical Pacific region, we expect Queensland’s steelmaking coal will be in demand for some time minerals to come.

Similarly, our $66 billion LNG industry is a projects, market critical enabler for Queensland’s economy. It Queensland provides royalties, direct jobs in the industry, and is vital to our manufacturing sector. internationally Queensland is doing the heavy lifting when and work with it comes to domestic gas policy and supply in this country, and we are continuing to work on finding new sources. Ensuring more gas supply the Australian for the domestic market is one of the key Government. features of the 2023 Queensland Exploration Program (QEP).

From plans to reality So, as we approach the new year, Queensland stands ready to embrace a new decarbonised future. The pathway to this future runs through the Queensland resources sector.

The plans and strategies the Queensland Government has developed with industry and communities will ensure our great state is ready for the next resources boom.

By transitioning from digging and shipping raw materials to processing and refining our critical minerals and manufacturing high-value products, we will futureproof Queensland's next generation of jobs, diversify and decarbonise our economy, and ensure Queensland’s future sustainable economic prosperity. 

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Industry and operational developments

Two of the exploration areas will help keep more gas on Australian shores to benefit local businesses and communities, subject to the Australian Market Supply Condition.

Exploration opportunities: A call for collaboration and investment in Queensland, plus QEC's cutting-edge initiatives for 2024 Kim Wainwright, Chair Queensland Exploration Council

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n the heart of the Queensland Resources Council (QRC) and its exploration arm, the Queensland Exploration Council (QEC), lies a commitment to providing valuable insights into Queensland's exploration sector. The recently released 13th annual QEC Exploration Scorecard serves as a beacon, illuminating the challenges and opportunities that shape the future of our vibrant resources sector.

The powerhouse of Queensland's economy Photo: Kestrel

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BBMC Yearbook 2023

Undoubtedly, the Queensland resources sector is the backbone of our state's economy, generating jobs

and driving growth. The Bowen Basin, with its awe-inspiring coal mines, showcases the scale and sophistication of our resources industry. Yet, our sector extends beyond coal, embracing gas projects and mineral mines in the north, all globally renowned.

At the heart of this prosperity lies the exploration sector, the catalyst for world-class mines and energy projects. The QEC Exploration Scorecard, now in its 13th year, stands as a testament to the sector's vitality.

It offers crucial insights, urging industry and policymakers not to overlook the sentiment that underpins our exploration efforts.

Navigating challenges with optimism This year's Scorecard resonates with a clear message: perception shapes reality. Despite a current of negative sentiment among explorers, there is a silver lining of optimism and resilience.

The exploration sector, facing challenges from policy interventions, environmental regulations, and uncertainty, stands poised for a positive future if governments get the policy settings right and keep Queensland competitive.

sentiment among explorers.

A positive and competitive policy environment is crucial for attracting investment.

The QEC, alongside QRC, is ready to engage with both the Queensland and Commonwealth Governments to shape a positive future for our state.

The exploration industry's robustness relies on collaboration and strategic partnerships. The Scorecard provides compelling evidence that a collaborative approach is vital. It is an invitation for explorers, policymakers, and industry leaders to come together, understanding that a resilient exploration sector is essential for Queensland's ongoing prosperity.

Thirteen years ago, the concept of a scorecard measuring exploration success was revolutionary.

It coincided with the era of physically pegged tenures, with exploration applications lodged in unimpressive pine boxes. Today, we stand at the forefront of a new era, with Queensland boasting a world-class Open Data Portal and innovative tools like AI systems contributing to exploration success.

Perception indeed shapes reality, and it is our collective responsibility to shift

Exploration Scorecard: A journey of evolution

Despite the technological

leaps, the essence of exploration remains in our core skills. The Scorecard recognises the volatile nature of sentiment, where optimism fuels investment and drives geological discovery. It is a dynamic journey, evolving from groundbreaking to an essential tool in understanding Queensland's exploration landscape.

Addressing sentiment: A call for a new partnership While the Scorecard highlights persistent negative sentiment, it also signals a need for action. We have a unique opportunity to reset industry expectations through a new partnership between explorers and regulators. This deep dive into sentiment issues can uncover underlying systemic problems and reshape the relationship between industry and government.

Despite challenges, there is much ground for optimism in exploration fundamentals.

The Queensland Critical Mineral Strategy, launched at the World Mining Congress, signifies a bold vision for the future. It allocates unprecedented funding to develop Queensland's critical minerals potential and offers explorers a five-year rent holiday, among other benefits.

Optimism amid challenges The Scorecard presents a nuanced view of exploration in Queensland for the past year. While sentiment results are perplexing in some areas, the data shows a positive outlook towards exploration spending, especially in minerals and coal.

Queensland's exploration landscape is evolving, with a shift towards mineral exploration and the promise of continued activity despite negative sentiment.

Thank you Central Queensland We’ve had an amazing year celebrating the first 10 million tonnes of coal exported from the Carmichael mine. The best thing is that’s just the beginning.

We’re here for the long haul.

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Industry and operational developments

As we navigate the concerns highlighted in the Scorecard, it is essential to recognise that the Queensland resources sector is a world leader. Our rich natural resources and skilled workforce position us as a global player. However, the current sentiment underscores the need to address policy settings and collaborate to ensure a competitive edge.

Drilling companies anticipate steady activity levels, and the sector looks poised for growth. However, the Scorecard suggests that addressing industry sentiment is paramount. It's time for explorers, government, and policymakers to come together and chart a course for a positive and collaborative future.

A rich landscape of opportunities Queensland's resource prospectivity is a primary driver for exploration endeavours. The state's abundant prospects in base and precious metals, coal, and gas present a diverse canvas for exploration.

The critical minerals sector, buoyed by global shifts towards renewable energy technologies, offers substantial opportunities for diversification and growth.

With its significant investments and initiatives, the Queensland Government's Critical Minerals Strategy solidifies Queensland's role in the critical minerals sector.

It aligns with global trends and positions the state as a hub for critical minerals exploration. The exploration sector's optimism remains unwavering, supported by the transformative projects and initiatives shaping Queensland's resource landscape.

As we journey forward, the exploration sector must embrace innovation without losing sight of expertise. The Scorecard, coupled with the Critical Minerals Strategy and global demand for critical minerals, signals a future of progress and prosperity.

Queensland's resource-rich landscape, coupled with the industry's resilience, promises extraordinary opportunities in an energy and commodityhungry low-emissions world.

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BBMC Yearbook 2023

The Queensland Exploration Scorecard 2023 serves as a call to action. It urges stakeholders to collaborate, address sentiment issues, and ensure a positive and competitive policy environment. With faith in the sector's potential and a commitment to collaboration, we can steer Queensland's exploration industry towards extraordinary opportunities and a sustainable, lowemissions future. Let us unite in the pursuit of a thriving exploration sector in Queensland, where challenges become stepping stones to success.

Exploration beyond boundaries: QEC's vision for 2024 In our relentless pursuit of advancing Queensland's exploration sector, the QEC is excited to unveil several transformative initiatives poised to shape the industry's future.

ESG Toolbox for Explorers (Launched in March 2023) One significant milestone on this journey was the recent launch of the ESG Toolbox for Explorers. Developed by a dedicated working group of members over 18 months, this toolbox equips small to mid-cap explorers with essential resources to navigate the evolving landscape of environmental, social, and governance (ESG) expectations.

The toolbox includes: 1. Current Standards and Frameworks: An insightful overview of the prevailing standards and frameworks commonly referenced in the industry.

2. ESG Factsheet: A comprehensive guide outlining what ESG entails and why it's crucial for explorers to report on these metrics.

3. Voluntary Guidance Framework: A userfriendly, voluntary exploration-focused framework designed to assist explorers in implementing specific ESG practices and measures.

These resources are freely accessible to the entire resources exploration community, underscoring QEC's commitment to fostering collaboration and knowledge-sharing.

Explorers can now access these materials via the newly launched QE-Connect website.

QEC Pitch-Ready Program Looking ahead to 2024, QEC is excited to announce the upcoming launch of the QEC Pitch-Ready Program. This initiative aims to empower exploration companies, particularly small and mid-cap entities, by providing them with the tools, guidance, and support needed to present their projects effectively to potential investors.

The QEC Pitch-Ready Program reflects our dedication to nurturing Queensland's dynamic and investor-friendly exploration ecosystem. Stay tuned for more details as we gear up to roll out this impactful program in the coming year.

QE-Connect: A hub for exploration excellence In August 2023, QEC took a giant leap forward with the launch of QE-Connect, a cutting-edge exploration industry promotion website.

This digital platform serves as a hub for industry stakeholders, providing a centralised space for information, collaboration, and resource access.

Using QE-Connect, explorers, policymakers, and industry enthusiasts can seamlessly connect and stay abreast of the latest developments in Queensland's exploration sector. The website reinforces our commitment to transparency and collaboration and promotes Queensland as a premier destination for exploration.

As we navigate the challenges and opportunities outlined in the Exploration Scorecard, these initiatives underscore QEC's proactive approach to addressing industry needs. From ESG guidance to project pitching support and a digital hub for industry collaboration, QEC is paving the way for a resilient and innovative exploration landscape in Queensland while supporting explorers on their pathway to production.

Join us in this exciting journey as we continue to shape the future of exploration in the Sunshine State. 

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Future Critical: how Australia can meet the minerals investment challenge Tania Constable, Chief Executive Officer Minerals Council of Australia

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ustralia’s mining industry has been a vital contributor to the economy, mining regions and local communities over the last two decades. The major expansion in mining driven

by Asia’s economic growth transformed the economy.

This has left Australia at the frontier of global mining and positioned the industry as a significant driver of productivity growth.

The MCA’s most recent publication, Future Critical: Meeting the minerals investment challenge, highlights the importance of the Australian mining industry to the economy, the opportunity that lies ahead, and the critical role of policy settings in attracting new investment.

Australia must act urgently if it is to benefit from the next resources boom.

The world must undergo an extraordinary deployment of clean energy within the next two and a half decades, along with a potentially massive increase in global production of the material inputs required to manufacture the necessary technologies and infrastructure.

Australia must get the policy settings right to attract investment in mining and the downstream processing and advanced manufacturing it enables. Without the correct policy settings, the opportunity presented by increasing global demand for the minerals, metals and energy commodities needed for the world to get to net zero emissions will be lost.

After all, Australia does well when Australian minerals do well.

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Addressing Australia's declining reputation for investors Australia’s attractiveness as a place to do business is no longer assured.

Rising costs, declining productivity and increasing policy risk are impacting investment decisions. Australia’s vulnerability to competition from resource-rich economies is only growing as other countries seek to seize the opportunity to supply the minerals and metals needed to achieve global net zero emissions.

Australia is fortunate to have the mineral resources, stable political system, world-leading exploration geoscience, and the processing technologies and environmental management systems needed to help meet this growing demand.

The importance of having secure, resilient supply chains and transparent, well-functioning markets for minerals and metals has never been higher — Australia’s comparative advantage in mining positions it firmly as a strategic partner in clean energy supply chains.

However, due to intense competition from other resource-rich countries, mining investment cannot be taken for granted.

Dramatic, short-term interventions by federal and state governments are resetting trader partner and investor perceptions of Australia’s mining industry.

The Australian government has a clear role in providing policy settings that improve investment conditions for mining if capital is to flow to the strongest projects and provide the surest path to long-term industry growth, the jobs it creates and the higher incomes it generates.

The last major expansion in mining demonstrates the massive contribution mining can make to Traditional Owners, communities, regions, the national economy, and government budgets.

Harnessing the next opportunity to attract investment will enable these significant benefits to continue well into the future. As global demand for minerals and metals intensifies and other resource-rich countries respond, time is running out for Australia to catch the next wave of mining investment.

Australia’s potential to expand its mining industry is only limited by its ambition, which must be supported by tangible and targeted policies to attract investment.

A critical role for government - Policy settings must support economic growth by lifting productivity.

Improving Australia’s productivity performance will not just happen. It will require federal and state governments to implement

Industry and operational developments

It takes decades to discover and develop mineral resources and establish downstream industries, including processing and manufacturing.

Accordingly, it is imperative the Australian government takes a long-term view to ensure policies enable Australian mining to grow and deliver for the future.

reforms that ensure policy settings reduce distortions and disincentives, which are limiting the economy’s international competitiveness in attracting investment and the ability of businesses to lift productivity to drive economic growth.

Government exerts substantial influence over productivity and an industry’s international competitiveness through all the different policy settings that affect investment conditions. For example, the impact of policy settings that reduce the mining industry’s productivity may result in potentially significant effects on economic growth, household consumption and real wages.

The challenge confronting the Australian government is how to reduce the budget deficit and pay down debt without

Photo: Kestrel

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impairing the economy’s performance.

Drastically cutting expenditure or increasing the burden of taxation on individuals and businesses makes little sense when the result is slower economic growth and lower living standards.

There is no single lever for improving productivity and international competitiveness. Policy must aim to improve investment conditions continually. This includes delivering internationally competitive tax settings, expanded trade and investment opportunities, efficient and effective regulatory environments, productive workplace arrangements, an efficient transformation to net zero emissions and industry-focused skills and training.

Internationally competitive, stable and aligned policy is critical By achieving these outcomes, policies support and enable businesses to innovate, invest and acquire the workforce capabilities and flexibilities they need to compete and grow successfully.

Stable policies, aligned and internationally competitive at attracting investment, are needed to alleviate impediments currently constraining the mining industry from making even more substantial contributions to communities, regions and, more broadly, the national economy.

The government can stack the odds in favour of the Australian mining industry catching the next wave of global investment with the right policy settings. If it does, the benefits will be widespread and durable. If it does not, there are considerable downside risks to the economy. So, alleviating key policy impediments to mining activity is critical to retaining Australia’s comparative advantage in mining and minerals exports and expanding activity in minerals processing and mining-related manufacturing.

Australia’s mining industry operates in overlapping jurisdictions, has broad linkages to other industries across the economy, and is subject to high risks with large amounts of capital at stake. The sheer scale and scope of the industry mean that any mining activity is simultaneously subject to Commonwealth, state and territory, and local government policies, which are not always aligned. Also, the vast amounts 22

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of capital investment, skills development and technological assets required specifically for mining operations expose investors to significant risk from policy uncertainty.

Clearing impediments to mining is critical to achieving net zero emissions globally Policy should be targeted at alleviating the impediments to mining activity required for the global transition to net zero emissions. The clean energy transition offers a critical, if still uncertain, opportunity for the Australian mining industry and the broader economy. How countries around the world resolve the complexity of achieving global net zero emissions, as well as the magnitude of the material requirement, will determine the size of the opportunity for mining and, in turn, the benefits flowing to the Australian economy.

Lifting mining productivity starts with addressing five key impediments Australia’s mining industry is continually improving processes and adopting innovations on various fronts. Actions include investing in specialist mining skills, developing flexible workforces, sourcing higher quality capital inputs, and developing and deploying new exploration, mining and environmental management technologies and systems.

But in many cases, the efforts of the industry to improve its productivity and competitiveness are impeded by government policies that directly deter investment by reducing profits or broader policy settings that constrain activity rather than incentivise growth.

The policy impediments to mining activity in Australia, both current and emerging, fall into five broad categories, with the full list of recommendations available to read at www.minerals.org.au:

Photo: Photo: Pure Pure Gold Gold Films, Films, Hastings Hastings Deering Deering && Batchfire Batchfire Resources Resources

1. Excessive regulatory burdens without additional benefits Regulations that seek to address environmental, heritage, cultural or safety issues but create excess regulatory burden without benefits.

2. Restrictive policies that impact project returns Impediments that affect decisions about whether to explore for new reserves, change production plans, and expand or develop new mines.

3. Inefficient provision of public infrastructure and services Under-provision of public goods such as transport infrastructure, national security and cyber security that impair the mining industry’s ability to operate.

4. Political imperatives that delay or prevent projects Political factors that present difficulties in gaining community support for projects, as well as the political process delaying or preventing investment 5. Fiscal policy that raises the cost of capital to projects Constraints in the availability of project capital, increases in the cost of capital, and domestic monetary and fiscal policy settings.

If the world embarks on a concerted, vigorous effort to achieve net zero emissions by 2050, the potential for a global mining boom is immense. The materialsintensive pathway to reducing emissions that many countries are adopting foreshadows a surge in demand for minerals and metals.

In the urgency to bring materials to market, existing impediments to mining activity will be exacerbated, and new impediments will emerge. Australia’s role in supplying the minerals and metals required for the global transition to net zero emissions will depend on how well domestic policies alleviate these impediments.  BBMC Yearbook 2023

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Industry and operational developments

The government can stack the odds in favour of the Australian mining industry catching the next wave of global investment with the right policy settings.

The FutureCoal Journey starts now Michelle Manook, Chief Executive Officer FutureCoal

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023 will be remembered as the year when the global coal industry audaciously embraced transformative change.

Commenting as the now Chief Executive of ‘FutureCoal: The Global Alliance for Sustainable Coal,’ I’m proud to say this feat was only accomplished because of a dedicated and committed group of global members, who led the charge on behalf of the entire coal value chain.

Having spent nearly three decades in the fossil fuel, energy, and mining sectors, I can’t help but feel the significance of rebranding the World Coal Association’s 38-year legacy to FutureCoal. Like all things coal, it came with the expected criticism. But in the two largest coal economies, China and India, it was met with overwhelming support, signalling a new beginning. This support serves as a powerful reminder that progress can be achieved when the global coal value chain operates with self-belief and unity.

In May 2023, our now FutureCoal Board approved this reset, and just six months later, on 20 November, we launched the new organisation in New Delhi, India.

In my October/November pre-launch roadshows with high-ranking officials in both Chinese and Indian governments and the captains of industry, spanning the mining, power, steel and cement sectors, our shared vision for a unified

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alliance was endorsed. For these stakeholders, the only global organisation representing coal now reflected and acknowledged their vision.

FutureCoal is intended to reflect a forward-thinking approach while acknowledging our continued involvement with coal. There is no denial or defensiveness. Just ‘coal clarity’. It speaks to the reality of coal’s contribution to our future modern society, even beyond its traditional uses and its commitment to sustainability.

This is captured and underpinned by what we term Sustainable Coal Stewardship (SCS) - a pathway that supports extracting more value per tonne of coal. But when we speak of ‘value’, we speak in both economic and environmental terms because these are not mutually exclusive events for coal and its allied sectors.

SCS describes an intent, approach, and a much broader definition of the abatement opportunities beyond CO2.

It is a roadmap that the entire coal value chain can embrace to modernise and transform their coal and allied businesses (i.e., power, steel, cement, chemicals, fertilisers, coal abatement technologists, etc.), to meet the environmental expectations and advance needs of our interconnected and global society.

SCS also emphasises pragmatism, rationality, and objectivity in its approach to achieving a sustainable coal value chain, ensuring that we are realistic and not undermining the very goals we set out to achieve.

FutureCoal is intended to reflect a forwardthinking approach while acknowledging our continued involvement with coal.

There is no denial or defensiveness. Just ‘coal clarity’.

Industry and operational developments

Two roads diverge

feasible nor a solution.

When I initially joined this organisation, I encountered an industry in shock – a deer in the headlights, if you will. We were at a crossroads. We could not believe how we had arrived at this vilified place. We were unsure how to proceed.

Despite this uncertainty, in November 2019, we did settle on a direction and strategy titled Evolving Coal 2020-2025.

This strategy allowed us to proceed, one logical and unemotional step at a time.

Robert Frost provides an excellent metaphor for many of life’s contemplations. In the emerging and developing markets, this fork in the road - choosing the diverging path, is caught in a delicate dance around energy politics and the need for coal not just to survive but thrive if it is to deliver the economic prosperity and environmental stewardship many seek.

As I think about our journey, I am reminded of a parallel I drew between the less-travelled road (coal) and the more common ‘renewable road’ taken by countries predominantly in the Global North. These countries opted for a popular, well-travelled route: renewables and coal plant closure. Yet they encountered energy security and supply concerns without the agility to respond to the reality of events unfolding. This further highlighted the vulnerabilities that ensue from restrictive and singular policies that ignore the importance of baseload, affordable and diverse energy sources.

I emphasised the importance of making informed and thoughtful choices. So, following the less-travelled path included all fuels and technologies, a perspective we've been advocating for over four years through Evolving Coal. We conveyed the message that eliminating coal is neither

A New Perspective – The Global Coal Ecosystem FutureCoal is about ushering in a new era that better represents the economic development and growth ambitions of coal-based economies and those who support them. There is no differentiation across the value chain.

It responds to research conducted under Evolving Coal with Members, prospective Members, and government and finance stakeholders across the coal value chain in all key coal markets.

It became very clear that our organisation was still entrusted with preserving the coal legacy but that the organisation of the past had to change and be more representative of an integrated coal future.

And so, the FutureCoal organisation was born, uniting coal and allied sector stakeholders as a Global Alliance of coal

value chain participants representing thermal, metallurgical, renewable supply chains and coal innovation sectors.

Corporate Members and national industry partners are based in major coal economies and markets, including Australia, Botswana, Brazil, Canada, China, Colombia, India, Indonesia, Japan, Mongolia, New Zealand, South Africa, Russia, the United States, and Zimbabwe.

As an integrated coal value chain, we understand that our role is to facilitate and deliver on economic and environmental goals. We firmly believe that coal can significantly contribute to these goals when used responsibly and sustainably. As stated before, this, underpinned by our Sustainable Coal Stewardship, captures a more comprehensive perspective on the opportunities available to the coal value chain from the pre-combustion state through combustion and into its beyondcombustion phase for revitalising and reshaping coal to meet the evolving needs of our global society.

Our philosophy acknowledges the existence and further development of a comprehensive coal ecosystem, encompassing efficiency, process enhancements, safety, emissions reduction, waste management, land rehabilitation, technological innovation, and more.

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Questioning the Reality For those of you who follow any of our speeches and social media posts, you will know that my aim has never been to get people to LIKE coal. I have always believed, and still maintain, that our responsibility is to ensure the global community understand why they NEED coal. But not coal as it was. We are supporters of PHASING IN a new abated coal era.

However, as mentioned, abating coal is much more than just CCS/CCUS. We know it is a wider range of processes and technologies that get us closer to achieving our goals.

Today, our global community is confronted with issues of energy affordability, reliability, and security. They increasingly recognise coal as a critical input into many of the modern conveniences they enjoy. They are starting to understand the significant economic contributions it makes. They are learning how it supports renewables. They are also being challenged about coal’s legitimate role in the energy transition, given the existence of abated coal solutions and technologies.

This is about coal’s role as a real-world provider and supporter.

The world-wide positive and neutral media response following our rebrand launch to ‘FutureCoal’ has spanned hundreds of millions of impressions across global publications. What has become apparent is that the naysayers were few and predictable. Their narrative has not moved on, but ours has.

Photo: BHP

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I believe this is because FutureCoal, and previously, the World Coal Association, never shied away from confronting reality, as we are grounded in the facts and acknowledge where we are in our transition.

But let’s not fool ourselves.

This recognition is reluctant.

It will be resisted until hard reality checks can no longer be ignored and there is nowhere else to point fingers.

The timing of this is yet to be determined as a significant amount of vested interest remains in maintaining the mostly Global North energy transition mantra.

As we pen this article for this Yearbook, COP28 is imminent. The special envoys have been deployed along with the media to lobby for eliminating coal and fossil fuels. Interestingly, this comes from many who have brought back coal to deal with their energy security and reliability concerns.

As we called it in our widely internationally read op-ed titled "Energy Debate Falling into an Alternate Reality", published by The Australian, the blurred lines between fact and fiction in the energy discourse highlighted an unjust depiction of coal which serves no purpose but to hold us all back – economically and environmentally.

It’s time for sense and balance. Frankly, we are long overdue.

The Future for Coal is Now Looking at the path we have taken and what is unfolding around the world, the challenge of perceptions and misperceptions, the opportunity for the global coal value chain is now.

Industry and operational developments

Does the hypocrisy seem stark? It does, but we are reminded that many reputations and billions of subsidies and investments are at stake. Some of this is coming to the fore, as we have already seen in Sweden, Germany, and the UK. McKinsey’s 2022 report titled "The net-zero transition” estimates that achieving a net-zero economy by 2050 would cost US$275 trillion, or approximately US$9.2 trillion annually, impacting every sector and timeframe. If we are to believe this statement, then shifting gears to the realities has never been more critical.

It will: • enable new co-operations and collaborations to advance coal abatement technologies and advance coal beyond its known traditional uses • unite value chain players, including governments and the finance and investment sectors, in a common and strategic purpose - sharing opportunities and risks • support the modernisation of a sustainable coal industry to tackle the world’s biggest challenges, including energy poverty, affordable electricity, food security, water scarcity and urbanisation • reduce the scarcity of critical minerals that are essential for the development and functioning of many modern technologies, such as renewable energy, electric vehicles, aerospace, defence, and healthcare.

• go forward with the vision that every person deserves the opportunity to live well in the modern age What will be FutureCoal’s legacy? For my part, I hope it is full of courage and demonstration. A sophisticated coal collective delivering a sustainable coal future. This is the most responsible, long-lasting impact we can have. 

FutureCoal will provide a differentiated platform for visible and responsible coal participants. A platform where the value chain members now own and navigate the narrative to better inform the market.

Photo: BHP

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Put simply – building permanent surface infrastructure on land to generate renewable electricity, be it wind, solar or hydro, can sterilise that land for future economic development.

Access is vital for critical minerals needed to decarbonise our economy Warren Pearce, Chief Executive Officer Association of Mining and Exploration Companies

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here is an endless stream of debate and discussion about the topic of land access across the country.

staggering $1.069 billion, second only to $1.099 billion in September 2022 - high points in what has been two pretty good years for exploration in Australia.

With an abundance of land, competing interests and critical resources the envy of the world, it’s little wonder that Australia is often referred to as the lucky country. However, as we look to grow our position as one of the world’s most important critical mineral suppliers, new challenges are emerging that threaten this opportunity.

This record-breaking effort has delivered considerable discovery and exploration success across the country. As a result, many AMEC member companies are advancing projects and heading into their ‘development window’.

Perhaps ironically, this new challenge is coming from renewable energy technologies, built from the critical minerals we need to mine. More on that further in this article.

Exploration spend at an all-time high To provide some context, Australian mineral exploration expenditure has scarcely been higher, with the 2023 June quarter (ABS data) recording a 28

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In Queensland, exploration spend is similarly high, with $147.8 million in the 2023 June quarter, with a 60/40 split between minerals and coal.

Nationally, copper was the prime mover, recording a record-high $176 million in expenditure, with $44.8 million of this recorded in Queensland. This is off the back of record expenditure in both NSW and South Australia, up 15% and 33% respectively.

While these results are promising, the announcement in October by Glencore to close their Mount Isa Mines underground copper operations and copper concentrator by 2025 served as a reminder to Government and industry

not to take things for granted.

We can’t just expect things to continue trending in the right direction without the appropriate support from authorities.

The Glencore announcement serves as a wake-up call to ensure the Queensland State Government does everything in its power to support current projects, help with expansion opportunities and develop new projects.

With the right support, there is a wide range of explorers, project developers and producers in this area that can help fill the mineral and employment gaps left by the Glencore announcement. So, now is the time to turn the talk about being a smarter and faster place to do business, into reality.

In a positive sign, the significant policy and funding commitments already in place to develop the North West Region shows that the Government is motivated to develop minerals vital for our energy transition.

And herein lies the irony I referred to earlier. What underscores these remarkable results is the global appetite to find and mine critical minerals.

Industry and operational developments

The substantial lift in exploration expenditure for critical minerals, particularly lithium, nickel and copper, reflects the changing ambitions of many mineral exploration companies, and the anticipated demand growth for these minerals.

Exploring greenfield sites for critical minerals – threats and opportunities This demand is taking explorers further into unexplored parts of the country.

Greenfields exploration rose again by 15% to $318.3 million, and greenfield metres drilled increased 30%.

So, as the world craves more critical minerals to fuel the energy transition, there is a growing threat that explorers and developers may be locked from the land needed to supply them. This is completely incongruous because Australia has long benefitted from the multi-land use approach between land users that has enabled the agricultural, pastoral and resource industries to co-exist and, for the most part, to work together effectively.

However, with the rush to introduce renewables and hydrogen projects to help decarbonise our economy and battle climate change, governments appear to be putting aside the multi-land use approach that has served us so well.

Around the country, these land use conflicts are becoming hot issues, and we are seeing major conflicts and real confusion and uncertainty for rights over land.

Land use in Queensland Here in Queensland, where coexistence has been a live issue for more than a decade between the LNG and agricultural industries, lessons of the past appear not to have been learned.

The proposed ‘Renewable Energy Developments’ and the draft Queensland Renewable Energy Zone (QREZ) Roadmap scarcely reference known geology and existing land tenure.

This runs the real risk that tracts of land, and the critical minerals beneath, are being sterilised for uses outside of developing renewable energy projects and agriculture.

Restricted Areas are being used by Government to freeze all land rights, in favour of future renewable proponents.

It is a tricky situation as exploration companies can’t raise capital ethically or invest the capital they do have due to the lack of certainty; meanwhile the State is happy to collect rents.

The current state of play around Australia In NSW, Restricted Areas are being laid down to protect future renewable projects without any engagement with the companies holding exploration tenure. Companies wake up to find decisions have already been made without any consultation, putting their rights to explore or develop in serious jeopardy.

In Victoria, farmers are discovering the massive impact that huge transmission lines will have on their properties, and in Western Australia the prime areas for renewables, such as solar and wind, seem to be in the same place as prime mining and exploration areas.

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Balanced solutions to futureproof land use Here are some reasonable and balanced solutions our Association is taking forward to ensure coexistence on the land: • an integrated whole of government policy to coordinate the interests between resources, agriculture and renewable energy projects • a level playing field for engagement and notifications, so that all proponents are required to meet the same requirements for exploration and development • treat and protect mineral resources like other natural resources, with similar approval processes we use to protect flora and fauna • create a modern tenure solution that provides flexibility and that favours multiple land use

All of which mean there is going to be a greater contest for land and greater conflict between industries across the country.

Despite this, our members support the development of major renewable projects.

These developments will ultimately assist our industry to decarbonise, but we need to manage this development carefully. If we don’t, we might lose access to the huge amounts of mineral resources needed to generate and store renewable energy in the rush for renewable projects.

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Put simply – building permanent surface infrastructure on land to generate renewable electricity, be it wind, solar or hydro, can sterilise that land for future economic development. It is not impossible, but once something is built, let's face it, the business case substantially changes.

So, we need processes in place now that will safeguard critical mineral resources from renewable energy infrastructure, to ensure we don’t lock ourselves out of future mining opportunities.

Instead of a haphazard shot in the arm that only considers what is required today.

The mining and exploration industry is no stranger to coexisting alongside other major land users, agricultural and pastoral industries. And while occasional conflict arises, for the most part, an uneasy truce has held firm, with each industry recognising that the other had legitimate rights over the land and that by working together, both industries could not just survive but flourish.

The principle and policy of multiple land use have enabled Australia to benefit from these thriving primary industries. As our industries and land uses continue to evolve, decision-makers have a responsibility to futureproof our land to ensure we can adapt to the challenges of today and tomorrow. 

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The fundamentals of creating social value and environmental resilience that supports shared prosperity Rohitesh Dhawan, President and CEO International Council on Mining and Metals (ICMM) This speech was delivered as a keynote at this year’s IMARC event in Sydney.

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he fundamentals of creating social value and environmental resilience that supports shared prosperity”. That’s a lot of BS, isn’t it? And by BS of course, I mean “business speak”; I don’t know what you were thinking I meant by BS! 32

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I think this somewhat wordy title is, in fact, very worthy. It gets to the heart of a simple but profound question that society is putting at the feet of all companies: when the world is literally on fire and billions of people are living at the edge of survival, can we trust you to make it better, or at the very least, not make it worse?

That’s a relevant question for all sectors, but for mining, it is existential because of what is to come. By now, we have said and heard a thousand different ways that mining has to grow exponentially to meet the world’s demand for critical minerals – so I won’t repeat those numbers here.

collectively, we have not always acted in ways that create shared prosperity.

And so, we are called upon to show that society will prosper because of mining, not despite it. That the natural world and people’s rights and aspirations won’t be collateral damage in the growth of mining to meet this demand. And that when it comes to critical minerals, the ends – important as they are – do not justify any and all means.

• We abandoned hundreds of thousands of mines when we should have responsibly closed and rehabilitated them.

I am confident that this is possible, and I want to share with you some reallife examples of mining that create shared prosperity – and the lessons those hold for the future of mining.

But before doing that, I need to level with you, and we collectively need to level with society. The honest truth is that, as an industry

• We waited too long after disasters such as tailings dam failures to create better standards to prevent them from happening again.

• We have, for too long, tolerated discrimination, bullying and assault against women and underrepresented groups in our workplaces.

• On too many occasions, we have disrespected cultural heritage and communities' rights to self-determination.

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Industry and operational developments

Photo: Bravus

Even the general public increasingly understands this fact.

• And we have failed in our primary and solemn duty to keep people safe at work, with people dying and getting injured with unacceptable frequency.

These are harsh realities that have caused trauma for many people across generations.

And we must acknowledge this in any discussion about building shared prosperity in the future. If we don’t, we’ll fail to learn the lessons of the past and be unable to build common purpose with those who have a stake in mining.

So, what does mining for shared prosperity look like?

I want to share five key principles and a story about each. I’ve tried to avoid any BS with them, but you decide.

First, mining for shared prosperity means recognising that just because you can doesn’t mean you should. A legal license tells you that you can mine; a social license tells you if you should. This doesn’t mean getting every person to agree, let alone support mining activities – but to do what it takes to get a sufficient majority to that place, and maintain that support throughout Anglo American’s Quellaveco copper project in Peru gives us a blueprint for how to think about this. At the time of receiving their legal license for the project, the company did not have the community’s broad support. Instead of pushing ahead, they delayed the start by 18 months to hold Dialogue Tables with the community to get to the point of solid consensus. Of course, this would have cost the company in the short run, but communities today feel the project helped them achieve the lives they want, and the company enjoys their broad support.

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Second, mining for shared prosperity means valuing things that don’t have a price. Razor-sharp financial models are essential in an industry with thin and often variable margins, but if we’re not careful, they can lead us to destroy intangible value and in that process, everyone loses.

The antidote to this lies in thoughtful and principled leadership of the kind demonstrated by Sigma Lithium. Their financial model told them to build one big super-pit at their mine in Brazil. That would have meant diverting and disrupting a river that was not only important for the sustenance of their downstream communities but held significant intangible cultural value, too. Recognising this, Sigma decided to build two smaller pits on either side of the river, which was operationally and financially less efficient. However, the community has the water they need and want, and Sigma Lithium has its enduring support.

Third, mining for shared prosperity means staying true to your word. Even when things get tough – in fact, particularly when things get tough – following through on past promises is the surest way to build a shared future.

Vale shows us what this means in practice. Nearly 40 years ago, Vale committed to protecting nearly 800,000 hectares of Amazon forest while mining iron ore within a tiny proportion of it. Over that time, deforestation has ravaged the surrounding areas, but the forest protected

by Vale still stands, thanks to huge investments in monitoring, protection, enforcement, and scientific research. Brazil and the entire world benefit from this most

precious ecosystem remaining healthy and intact, and Vale from the support of the people that are directly and indirectly connected to it. I also know that staying true to their word is also the principle guiding the reparations from the Brumadinho and Mariana tragedies.

Fourth, mining for shared prosperity means going above and beyond. Sticking to what is only strictly required of us and being oblivious to the challenges that others face is not what this moment calls for.

Instead, the actions of Antofagasta Minerals and Teck Resources related to water in Chile show what it means to go beyond what is strictly necessary to support the communities that they, in turn, rely on. Both companies have voluntarily given up part of their allowance to use fresh water in Chile so that precious water can be used for communities and conservation. They did this by investing billions of dollars into desalination plants or gearing their operations to use raw seawater.

Finally, mining for shared prosperity means being the change you want to see in the world. On almost any issue, it is easy for one stakeholder group to blame others for not creating the conditions for progress.

Some companies choose to be the source of change rather than victims of circumstance. Take BHP’s goal in 2017 of achieving gender parity by 2025, for example. It was remarkable not only in its ambition but its departure from the conventional wisdom of the time, which said that companies would hire more women if the education system produced them and if society encouraged them

to work in mining. Instead, BHP chose to do everything in its control to make mining a place where people from all backgrounds can thrive, and in doing so, has reshaped the attitude and ambition on this issue for the wider industry and society at large.

So, 1. Recognising that just because you can doesn’t mean you should 2. Valuing things that don’t have a price 3. Staying true to your word 4. Going above and beyond, and 5. Being the change you want to see in the world These are the five principles that I believe underpin a mining industry that helps build shared prosperity. No BS, right? We know it can and is being done by the companies I mentioned, and many more. But we also know we’re a long way from these being the norm. That’s a challenge too big for any of us individually to solve – but if we each move our little corner of the industry towards these principles, great change is possible. And great change is what this moment calls for. 

We are called upon to show that society will prosper because of mining, not despite it.

Industry and operational developments

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BBMC Yearbook 2023

the critical mineral called coal The critical mineral called coal

Photo: BHP

36

BBMC Yearbook 2023

The critical mineral called coal

The role of coal Adam Lancey, Asset President BHP Mitsubishi Alliance (BMA)

A

s the world changes, so too does the role of coal. BHP produces resources the world needs to decarbonise and develop more sustainably, and we’re proud of our part in the world’s efforts to pursue a lower greenhouse gas (GHG) emission future.

This includes bold change in the way we operate, including the introduction of renewable power and working towards the transition of fleets to electrification, as well as aligning our resource mix for the future.

Capitilising on growing demand for critical and other key minerals is becoming increasingly important not only to support the energy transition, but also the diversification, growth and future resilience of the Australian economy.

With this in mind, the tradition of coal and iron ore underpinning Australia’s prosperity won’t continue, but they still have a huge role to play. Provided the world keeps growing and pursuing decarbonisation, demand for steel will continue, and it is metallurgical coal, or hard coking coal, essential for today’s global steelmaking, which we expect will champion our commodities’ place in the industry for decades to come. As steel insiders know, metallurgical coal will remain essential to the viability of the global steel industry for the foreseeable future. It’s in the steel required for cars, buses, our household appliances and the schools, hospitals, bridges and technologies needed to accommodate the 200,000 people relocating to cities across the globe, every single day.

Metallurgical coal is also expected to lift its weight in the decarbonisation agenda, helping to supply the steel needed for building transmission lines, wind turbines or electric vehicles. Equally, we expect higher quality coking coals to be valued for reducing the greenhouse gas emission intensity of steelmaking blast furnaces.

As one of Australia’s largest seaborne exporters of metallurgical coal, at BHP

Photo: Kestrel

BBMC Yearbook 2023

37

Mitsubishi Alliance (BMA) our challenge is to continue producing the coal required to support future construction, infrastructure and the energy transition, while reducing the greenhouse gas emissions footprint of our operations.

We’re proud to be adapting to the changing role of coal and it's also why in October 2023 we announced the signing of sale agreements for BMA’s Blackwater and Daunia mines, in line with our long-term strategy to focus our coal portfolio on our higher-quality metallurgical assets.

year, BMA spent more than $7.9 billion across Queensland with suppliers, and contributed over $5.3 billion in state royalties and other payments to government. In the past decade, BMA’s mining operations have been a major contributor of royalties, paying more than $16.5 billion to the Queensland Government. We also invested more than $13 million in health, education, Indigenous and environmental projects in Queensland. I’m most proud of the real outcomes and benefits of these investments.

Coal’s contribution

As the biggest regional employer in Queensland, BMA’s own team members make up a large portion of our local communities. These are the areas where we have a proven track record of adding value in Central Queensland but they’re also the areas that most concern me when we turn our minds to headwinds facing our industry.

In my mind, one of the important roles of coal is the positive contribution to society afforded by its production. The mining sector is the largest contributor to Queensland’s economy, the largest regional employer and the largest export industry in the state. The size of our positive impact is always front of mind for us, and we know it’s our people, partners and local communities that sit at the heart of what we do.

I’m proud to share that last financial

Coal in the arena As we navigate the critical and other key minerals boom and the changing role of coal, we’re doing so in a time where we

won’t be afforded the luxuries we’ve seen in times gone by. Many of the factors that have set us up for success previously and attracted decades of investment, such as a thriving labour market and a stable investment landscape, are now fundamentally challenging.

Firstly, our productivity is at risk with threats to the stability of our investment landscape and reasonableness of our policy environment. Aspects of proposed changes to the Australian industrial relations framework under the Fair Work Legislation Amendment (Closing Loopholes) Bill 2023 are of particular concern and, like many businesses, we believe they will have a negative impact on Australia’s competitiveness and jobs.

Fundamentally, to be more competitive, we must be more productive and this means investing in people, skills and technology. Policies such as the proposed ‘Same Job Same Pay’ legislation risk doing the opposite.

Narrowing into Queensland, we are also confronted with the Queensland Government’s decision to nearly triple top end royalties, further impacting

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BBMC Yearbook 2023

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The critical mineral called coal

Many of the factors that have set us up for success previously and attracted decades of investment, such as a thriving labour market and a stable investment landscape, are now fundamentally challenging.

our position. As I said, the outlook for Queensland’s world-leading metallurgical coal is strong, with anticipated longer-term demand from global steelmakers. However, we are competing with other states, including Western Australia and South Australia, as well as other countries such as Canada and Chile. The challenge for us as a business – and the industry more broadly – is attractiveness relative to opportunities in other jurisdictions. When returns go down and risks go up, investing in growth gets harder.

Secondly, critical mineral resources may come with different challenges to iron ore and metallurgical coal such as being deeper or more remote or individually smaller by scale, which can make them more complex and expensive per tonne to produce – this will affect our entire business.

Finally, the talent pipeline is reducing. Nearly 50% of the world’s skilled engineering workforce will reach retirement age over the next decade, and we’re seeing university enrolments in relevant courses dropping off as the sentiment towards careers in mining declines.

This sharp decline comes despite mining offering some of the highest skilled and paid careers in Australia. Annual apprentice completion is also the lowest it’s been for 23 years, with numbers falling, year-onyear, for the past decade.

Coupled with a shrinking talent pool, the cost of labour continues to rise in Australia. To counter this, we need sector-leading productivity.

In order to keep the competitive edge Australia has today our future

prosperity, we need to continually adapt and find new ways of doing things in order to improve productivity in this environment. This is on us as a business, but also requires initiatives across industry, and actions in concert with government.

Operating in this environment will require us to be more resilient than ever.

All that is to say - as the world seeks to accelerate toward decarbonisation, the BMA coal business proudly owns our place in the global transition to a low GHG emission future and embraces the challenges we face front on so we can continue to contribute for decades to come. 

Photo: Bravus

BBMC Yearbook 2023

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Why steelmaking coal is critical for a renewablesfocused future Dan van der Westhuizen, Chief Executive Officer Anglo American Australia

T

he global transition towards renewable energy sources like solar, wind and hydroelectric power is creating massive demand for critical minerals like copper, lithium, nickel and cobalt. But one essential material is often overlooked.

While solar, wind and batteries grab headlines, it is steel that underpins these technologies and steelmaking coal is a vital ingredient in that process. Steel is widely used in infrastructure for renewable energy, as well as the facilities necessary to process new critical minerals.

Copper is essential for conducting electricity in all its forms, while lithium and cobalt are crucial for many battery technologies that store energy from renewables or power battery-electric cars. But steel forms the structures that support solar panels and wind turbines. Without steel, these technologies fall over – literally. Upgrading power grids to handle and connect to renewables also requires huge volumes of steel for transmission towers.

Photo: Anglo American

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BBMC Yearbook 2023

The global energy transition is being driven by a need to reduce carbon emissions and mitigate climate change. Australia has made a commitment to be ‘net zero’ by 2050, and

just like us, many developed countries have set ambitious targets to increase the share of renewables in their energy mix over the coming decades. The European Union, for example, aims to source 32% of its energy from renewables by 2030, while the United States is targeting 30% by 2030. At Anglo American, we have committed to carbonneutral operations by 2040.

Steel is a fundamental enabler across the entire renewables supply chain.

For steelmakers, it’s important to note metallurgical or steelmaking coal remains an essential input into the steel manufacturing process, even with the energy transition. Steel cannot currently be produced without carbon from coal at the commercial scale that the world demands. There is no other material that can reliably and economically replace the unique role of metallurgical coal in the steelmaking process today.

While processes using hydrogen are being developed and supported by companies, including Anglo American and large steelmaking customers, they remain many years away from large-scale commercial viability. Realistically, a significant portion of global steel manufacturing will continue to rely on blast furnace technologies using high-quality steelmaking coal for many decades to come.

Even if we ignore the global energy transition, steelmaking coal demand will remain strong.

The World Steel Association says 1.95 billion tonnes of steel were produced in 2021, and this number is projected to grow steadily

The critical mineral called coal

Realistically, a significant portion of global steel manufacturing will continue to rely on blast furnace technologies using high-quality steelmaking coal for many decades to come.

with urbanisation and industrialisation. As major steel-consuming economies like India and China continue to industrialise, their demand for steelmaking coal will only rise.

Let’s remember that two billion more people on our planet by 2050 means a lot more steel-bearing infrastructure, from homes to transport networks.

This broader trend towards major renewable power generation investment in infrastructure around the world continues to drive steel and steelmaking coal consumption. Wind, solar, hydro, high-rise buildings, airports, railways, bridges, ports, and megacities – all require enormous amounts of the Bowen Basin’s finest.

India, for example, plans to invest US$1.7 trillion in infrastructure over the next five years. Its ongoing urbanisation means massive steel usage for construction and machinery.

At the same time, more advanced economies like the United States continue to invest in infrastructure modernisation. The US Infrastructure Act, signed in 2021, will deploy more than US$0.5 trillion to overhaul ageing roads, bridges, and electricity grids. All these ambitious infrastructure programs globally will stimulate steel demand and the need for steelmaking coal.

narrative where we responsibly mine and help people understand the end uses of this critical mineral.

As we invest for the long term, we must also act as a trusted partner for our host communities, employees and the suppliers on whom our business relies. Whether that’s through the significant methane abatement programs underway, housing and food security support services, road action groups or reinforcing our connection to Queensland’s grassroots through our partnership with the Dolphins NRL team, we are committed to fostering sustainable practices that not only meet the demands of the present but also contribute to the wellbeing of future generations.

With a bright future for steel and steelmaking coal, the Bowen Basin is set to be a global hub for mining and innovation. Anglo American looks forward to working with the local community to support a responsible and sustainable minerals industry. As a trusted partner, we will continue to supply steelmaking coal to underpin the energy transition and the global decarbonisation trend. I’m excited to be part of it. 

Despite the talk of many mining companies planning to ‘exit coal’, the need for steelmaking coal continues to endure. At Anglo American, we recognise steelmaking coal’s ongoing role in the global economy. It’s important that we are increasingly part of the

BBMC Yearbook 2023

41

Whitehaven Coal looks to the Bowen Basin for diversification and growth opportunities Paul Flynn, Managing Director and Chief Executive Officer Whitehaven Coal

A

little over 12 months ago, my contribution to this Yearbook reflected on the opportunities and challenges the industry was encountering, driven in large part by ongoing trade sanctions, labour constraints and the cyclical nature of the industry.

While many of these remain, and likely will for some time, it has been a productive year for Whitehaven Coal.

Like many of our peers, we benefitted from high coal prices to deliver a record financial performance in FY23. This helped to provide us with a platform to pursue growth opportunities and deliver on our long-held strategy to diversify our portfolio and geographic exposures.

Daunia and Blackwater mine acquisitions Announced in October 2023, our acquisition of the Daunia and Blackwater metallurgical coal mines in the Bowen Basin marks a significant milestone for Whitehaven and reflects our 42

BBMC Yearbook 2023

commitment to evolving the business to align with changing market demands.

Whitehaven has a long and proud history of producing premium-quality coal in the Gunnedah Basin in Northern NSW and we are excited to bring our track record of safe, sustainable operations and long-term community investment to Queensland. The opportunity to acquire both the Daunia and Blackwater mines will enable us to transform Whitehaven into a metallurgical coal producer, doubling our saleable production and opening the door to new and critical market segments across Asia where demand for both metallurgical and thermal coal will continue for decades to come.

In addition to being the largest acquisition in our corporate history, the deal represents our biggest investment in Queensland and takes Whitehaven from a company that is developing in the Bowen Basin (via our Winchester South Project) to one that will be immediately operational from financial close.

The Bowen Basin is a globally-renowned coal region with a rich history and a proud record of innovation. We are thrilled to be establishing a larger local presence, and we look forward to greater opportunities to engage and share expertise with our industry peers in years to come.

Diversifying risk and operations In making the decision to acquire Daunia and Blackwater, Whitehaven conducted extensive due diligence, assessing alternative capital allocation opportunities and strategic growth options. Ultimately, we determined the acquisition provided a unique opportunity to accelerate our growth while diversifying and de-risking our business.

In light of the challenges our industry has and will continue to face, the need to consider greater diversification is becoming an increasingly prominent discussion among Boards and management teams looking to shore up their operational longevity and buttress against exogenous factors as much as possible.

The acquisition of Daunia and Blackwater achieves this, providing Whitehaven with greater exposure to long-life, metallurgical coal assets with attractive cost profiles. It will diversify our customer concentration and reduce risk as we expand outside of a single coal basin and a single port, with our operations to increase from four to six operating mines and our exports to be spread across three ports, as opposed to one.

However, perhaps the most compelling element of the transaction is how it will diversify our product offering. Both Daunia and Blackwater will enable Whitehaven to supply high-quality metallurgical coal to highgrowth market segments and gain greater exposure to the stronger pricing currently being experienced.

This repositioning in our portfolio will see us produce approximately 70% metallurgical coal, compared to our 10-year average of 17%.

With Wood Mackenzie forecasting high demand for metallurgical coal across Asia, including in India and Southeast Asia, where population growth and economic development are expected to drive strong demand for steel production and metallurgical coal through to at least 2050, the deal will ensure Whitehaven is well placed to cater for the region’s industrial and economic development.

Bringing our community focus to the Bowen Basin As a business, Whitehaven has a track record of delivering growth through acquisitions, meaning we have the expertise and experience to integrate these assets and deliver meaningful benefits to our communities and industry.

Daunia and Blackwater will bolster our existing operations and open up further opportunities for job creation, partnerships with local suppliers, and direct investment in local organisations and community groups.

Whitehaven understands the importance of mining to regional areas, and we are proud of the role we play in supporting our local communities in NSW, where 75% of our 2,750-strong workforce is based in the towns surrounding our operations. 10.5% of our workforce identify as Aboriginal or Torres Strait Islanders, and our commitment to local environmental management saw us record zero environmental enforceable actions in FY23.

In the same period, we paid $266 million in wages and salaries, spent $357 million with regional suppliers and contributed $4.35 million in corporate community partnerships and donations to local organisations. Our long-held approach has been that local communities should be the main beneficiaries of our presence, and these numbers reflect our success in achieving this in Gunnedah and Northern NSW. Whether it’s investing in local jobs and procurement, empowering Aboriginal and Torres Strait Islander people, or creating training and development opportunities for the local workforce, this local focus is part of our DNA, and we are excited and committed to creating and maintaining a positive economic and social presence for the local communities around Daunia and Blackwater.

We know the local teams will be a fantastic addition to the company and we look forward to welcoming them to the Whitehaven family.

As we look to the future, we’re excited by the opportunity to evolve our business and tap into the expertise that exists across Daunia, Blackwater and the broader industry in the Bowen Basin.

We’re grateful for the positive reception we’ve received in the region to date. We look forward to working together to continue building on coal mining’s long history and positive legacy in the Bowen Basin’s communities.  BBMC Yearbook 2023

43

The critical mineral called coal

Against a backdrop of ongoing geopolitical issues, economic headwinds and energy transition challenges, our industry has continued to demonstrate the important role it plays in supporting our communities and our customers.

Steering a sustainable future for metallurgical coal mining Douglas Thompson, Chief Executive Officer and Managing Director Coronado Global Resources

T

he world’s ever-increasing need for steel in the coming decades dictates that demand for highquality metallurgical coal (met coal) will undoubtedly remain strong and continue to grow over the next 20 years – and even well beyond 2050.

To ensure demand for steel is delivered sustainably, met coal producers such as Coronado, must uphold the highest level of safety on their operating sites, strive to have a positive impact on the communities which surround their operations and ensure this critical material is produced efficiently and with the least possible environmental impacts.

While producers in Australia are fortunate that our 44

BBMC Yearbook 2023

high-quality met coal is more efficient and delivers lower emissions than many other locations in the world, the industry still needs to continue investing and implementing new technologies to eliminate activities that involve safety risks, enhance the work experience of their employees, and to deliver on emission reduction targets.

Some of the recent new technologies and innovations we have been exploring to bolster safety, efficiency, and sustainability include:

findings not just for Coronado but for the greater mining industry.

The project included a review of proximity detection systems, as well as a review of equipment interactions such as working in and around dragline operational areas. In Australia, there are approximately 70 draglines that have similar personnel and equipment interaction risks across multiple coal mining operations.

Dragline Proximity Awareness Project

Some of these draglines are up to 40 years of age with minimal technology changes to control systems or safety functions in that time.

Coronado’s Curragh mine complex in the Bowen Basin owns and operates four draglines. In 2022, the mine began an engineering study to identify risk control opportunities that decreased the likelihood of people entering the operating area of a dragline without prior operator warning. This project is known as the Dragline Proximity Awareness Project and has resulted in major

To assist in ensuring the functionality of operational controls in the safety context, our Curragh site followed the Australian Standard AS4024 Safety of Machinery Series in developing an innovative solution. While undertaking the project and implementing the technological solutions, we saw an opportunity to reduce the residual operating risk profile for the machine to machine; and machine-

to-personnel interactions by using additional new technologies with different sensing technologies: radar (short), LiDAR (medium); and cameras (long).

By utilising a layered approach with disparate technologies, the outcome of the project has been to effectively reduce the risk of personnel and equipment interactions with draglines to promote an enhanced safe working environment.

Other technologies or efficiencies that we have introduced at Curragh, which will have a positive impact on our safety and sustainability include: • using artificial intelligence to build coal processing capabilities • our Gas Pilot Project to utilise waste mine coal gas to operate truck fleets and power generation.

Our Coal Handling and Preparation Plant (CHPP) team is building coal processing capabilities by implementing Optimus AI. This AI solution, which the team has renamed POPPI (Plant Operational Process Planning Interface), helps control room operators in setpoint selection and maximises primary yield under all feed types and operating conditions. POPPI enables tighter control of ash in clean coal and standardises plant operations across different crews, resulting in increased yield.

Gas Pilot Project Significant progress is being made on our Gas Pilot Project at Curragh.

The project is targeting the capture and beneficial use

of open-cut waste mine coal gas from our operations, with numerous downstream use cases being explored, including gas turbines to generate electricity and use as a diesel substitute in mining fleets to reduce cost and environmental impact.

Drilling works for the pilot program were completed in early July 2023, and subsequent surface and production facilities have been procured and are in the final stages of installation.

The dual-fuel mine truck 12-week trial using gas transported from Brisbane was completed without incident.

The part substitution of gas for diesel showed no discernible difference to a full diesel run truck (haulage speed/time) and performed safely and as expected. Workshops are planned between Coronado and support partners to

analyse the data and begin the development of a roadmap to potentially roll out the conversion to the broader truck fleet. This is the first step towards the conversion of a fleet of 5-6 trucks, that will utilise extracted waste mine coal gas, targeted to occur in 2024.

This project is expected to reduce emissions at Curragh, but also realise a reduction in costs given the substitution of diesel for gas to power the fleet.

We know that, as met coal producers, we have a critical role to play in building a sustainable future as global met coal demand increases and we sincerely thank our staff, partners, and businesses across the Bowen Basin for their role in assisting us with this cause, and in supporting our met coal growth strategy. 

BBMC Yearbook 2023

45

The critical mineral called coal

Using artificial intelligence (AI) to build coal processing capabilities

The coal producers that can maintain a strong financial position in the short term, whilst continuing to invest in organic growth options, will reap the rewards.

What’s next for Queensland’s coal sector?

Matt Anderson, Director - Research and Consulting Commodity Insights

T

he last 18 months have produced a highly unusual operating environment that has tested the resolve of Queensland coal producers. On the one hand, despite rising costs due to the high inflationary environment of the last two years, record coal prices during 2022 have strengthened the balance sheets of many producers.

Despite the Queensland Government's short-sighted royalty raid on Queensland coal profits, and the fact that costs and inflation were already very high, many coal producers still find themselves in a financially sound position which allows management a degree of flexibility and the opportunity to de-leverage. However, the move toward decarbonisation in Australia has made it difficult for producers to explore external growth options within the industry.

To date, 2023 has seen coal prices retreat, but they remain high relative to historical prices, and this is particularly true with metallurgical coal. Given this dichotomic environment, there are two key concerns that Australia’s coal producers face: • What does the future hold in terms of price and demand?

• Given this outlook, what are the best options to deploy cash held within the business after a stellar 2022?

In the short to medium term however, there are various broader macro issues at play that could negatively affect markets, with some pundits interpreting the recent retracement of copper prices as a bearish signal for coal markets.

A slowing economy in China and the un-inversion of the US yield curve in 2023, (which has historically been a reliable indicator of oncoming recession), point to a potential global economic slowdown through 2024/25.

Against this backdrop, costs within Queensland’s coal sector are indeed escalating (predominantly from inflationary and volume pressures, in addition to the onerous new royalty regime). This, in turn, is leading to a ‘margin squeeze’, as shown below. In this context, the current macro environment should be focused on reinvestment in the sector (i.e., a supply response). However, the lack of greenfield (inorganic) projects suggests that if we enter a new downward cycle on the current trajectory, producers will need to be mindful of margin pressures.

History tells us that producers will optimise mining operations, defer capital expenditure and undertake cash preservation strategies. This will have a flow-on effect throughout the sector, from plant operators to mining services.

300

What does the future hold?

250

Ardent advocates of climate change will paint a picture of renewables totally powering our societies, and coal demand falling away as a distant memory. A cursory glance at coal market data and forecasts eviscerates this claim.

200

Coal prices have skyrocketed as overall demand has stayed strong, and the lack of investment has strangled the supply side. Our view is the medium to long term looks very healthy for coal producers in Australia.

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BBMC Yearbook 2023

Average Margins for Queensland Metallurgical Coal Producers

150 100 50 0

2010

2011

2012

2013

2014

2015

2016

USD Weighted Avg.

2017

2018

2019

AUD Weighted Avg.

Source: Commodity Insights Estimates

2020

2021

2022

H1 2023

The critical mineral called coal

How should capital be deployed?

Historically, mining companies have the option of growing the business organically (using capital expenditure to extend existing operations, investments in technology etc.) or inorganically (e.g., M&A or ‘greenfield’ development). In terms of organic growth options, decarbonisation policies adopted by the Australian government mean that banks are increasingly reluctant to fund new coal projects.

This, in turn, restricts the options available to coal producers, but ironically, has also come at a time when many producers are flush with funds, given the substantially higher revenues of 2022 and the sticky coal prices of 2023. Many of these companies are effectively forced to return money to shareholders at this point in the form of dividends and share buy-backs because many are finding inorganic investment options limited.

Where the focus lies Through necessity, this type of environment has seen many producers focus on organic growth – but this doesn’t come easily. For example, the Queensland state government took over a decade to approve New Hope’s New Acland Phase 3 project (which was restarted in 2023).

Despite a tough regulatory environment, many mining companies see the growing supply gap and are using strong balance sheets to position for the future. However, given the lack of growth options at present (especially in the coal and gas space) many mining companies remain in somewhat of a late-stage mode where they are ultimately dividend machines for shareholders.

In recent times, Australian miners have gone through a de-leveraging phase, where paying back debt has been an attractive option in the rising interest rate environment.

Overall debt to EBITDA levels has fallen considerably, indicating a risk-averse mood amongst mining companies, but also reflecting the fact that there are fewer inorganic options available. Not to mention the onerous regulatory approval process that is holding up 28 coal projects nationally (12 of these are in Queensland).

2022 Met Coal Export Volume (Mt)

The healthy balance sheets have also become an attractive target for the government, which resulted in an excessive royalty rate imposed on Queensland’s coal producers in 2022.

This has effectively made the state the highest-taxed coalproducing region in the world (see below), and greenfield projects are already being shelved in the state (i.e., BHP has explicitly stated there will be no greenfield investment in Queensland, putting the Saraji East project into question, and has recently divested two Queensland coal assets – Blackwater and Daunia). Glencore has also indicated that the development of its Valeria project is in doubt following the increase in Queensland’s royalty rate.

Royalty Rates in Metallurgical Coal Jurisdictions 180 160

QLD 40%

140 120 Russia 5%

100

Mongolia 2.5%

80 60

USA 8%

40

Canada 15%

NSW 8.2%

20 0 0%

5%

10%

15%

20%

25%

30%

35%

Maximum Royalty Rate (%) Source: Commodity Insights (bubble size indicates proportion of global metallurgical coal exports)

40%

Although some inorganic growth options remain (e.g., Whitehaven Coal’s acquisition of Daunia and Blackwater coal mines; Thungela Resources acquisition of the Ensham coal mine; Peabody’s acquisition of the Wards Well tenement), these M&A transactions are a product of the prosperity of the coal sector in general rather than the attractiveness of Queensland as a stable mining jurisdiction.

Five-year outlook Our view on coal markets up to the end of the decade remains bullish given that coal continues to be the backbone of energy and steel production globally. Our demand outlook is far healthier (i.e., more pragmatic) than the populist viewpoint, and investment in coal continues to be difficult - which constrains supply in the medium to long term.

Both these factors suggest price tailwinds, particularly when looking beyond a short-term horizon. Demand for electric vehicle uptake further adds to this story which is contributing to increased electricity demand forecasts over the coming decade.

Our overall outlook remains very positive for the muchmaligned coal industry, and we think the thermal price is approaching the bottom given the current supply-demand setup. The economics of producing electricity using coal cannot be denied, and decarbonisation policies continue to mis-match supply with pragmatic demand. The coal producers 45% that can maintain a strong financial position in the short term whilst continuing to invest in organic growth options, will reap the rewards.  BBMC Yearbook 2023

47

The days of relying on a standard insurance contract to pick up a large portion of the tab when an adverse event occurs in the coal sector are certainly becoming numbered.

Mutually Captive: Can we reverse coal’s risk vacuum?

Adam Battista, Executive Director CRE Insurance Broking

I

n 2023, the cost of insurance and cover options for most participants in the coal industry continued its significant decline.

For those clients who cannot diversify their operations to dilute their thermal coal exposure below the arbitrary 30% threshold, thereby opening themselves up to more insurers to entertain underwriting their businesses, prospects of relief remain bleak.

Mt

Further, against the backdrop of undeniable global demand resulting in increased production in Australia and accelerated consumption in Asia, clients throughout the supply chain are struggling to narrate their ‘coal exit’ strategy to insurers amidst these increasing volumes. The International Energy Agency (IEA) admits these volumes won’t start levelling or tapering until at least 2030.

Global coal consumption, 2021-2023

5000 4500 4000

2500

So, with most in the traditional insurance sector refusing to fulfil their role, what are the solutions?

As a key theme of the Queensland Resources Council (QRC) Annual Forum in November 2023, many believe an industry insurance mutual could be the way to go.

To recap on part of last year’s BBMC article, an insurance mutual is an organisation owned by its policyholders, where they pool their premiums to insure against specific risks; they share in any profits the mutual may achieve, as well as being at risk to be ‘called upon’ to top-up the mutual if it suffers more losses than it can pay with its existing capital.

What classes of insurance should be underwritten by an industry mutual?

2000 1500 1000 500 China

India 2021

48

Can coal bypass traditional risk transfer?

And while, in principle, this could work for Australia’s coal mining sector, the practicalities present some steep challenges.

3500 3000

0

Despite demand being entirely unaffected, this apparently redundant underwriting position persists for most major insurers when assessing fossil fuels more broadly. This author knows for a fact that the individual technical underwriters who understand what the reality is, on balance, disagree with this dictatorial stance. However, at the behest of ill-informed activists, their executives have gone ‘all-in’ on the first hand of this rushed energy transition and will not willingly wind back their positions.

United States 2022

BBMC Yearbook 2023

2023 (forecast)

EU

Rest of World

Our experience suggests that all classes essentially fall afoul of insurers' anti-coal stance. Property and liability criticality are well known but also consider that motor, mobile plant/ equipment, travel, professional indemnity, directors’ and

Mid-large operators have the resources to establish their own captives (again, as a recap, a captive is essentially your own insurance company to self-insure risks that the traditional markets either cannot cover or charge too much premium for) for their major classes of insurance to reflect their own specific needs, rendering a broader mutual arrangement for them redundant on their key risks. However, they would potentially contribute to some non-core policies if these were on offer from an industry mutual.

While small producers, suppliers, contractors, and consultants would benefit from a mutual insurance structure, they represent a small subset of diverse risks with casual commonality at best. This makes scaling the risk data to quantify premiums actuarially and to establish rating criteria, while not impossible, certainly a difficult prospect.

Imagine the machinations required to set up an insurance mutual that can competently underwrite all these different classes of insurance in the context of these differing risk profiles, including the management of claims, when most insurers globally only manage to offer maybe four to five of these classes profitably.

It always comes down to that other critical mineral: money If we can overcome these factors, the glaring issue is capitalising the mutual.

Without the ‘big licks’ of premium contributions from mid-large operators, funding the mutual is, by far, the biggest challenge.

Mutuals, by their nature, are a notfor-profit structure that cannot cater to shareholders outside of the mutual itself. So, possibly securing equity investment from sources other than the membership struggles from the outset, as profits may only be returned to the mutual members.

Mutual Capital Instruments (MCIs) can be used to raise external (and internal) capital for mutuals to strengthen balance sheets and to expand operations. But

is having them as an accepted form of base solvency and capital adequacy by the Australian Prudential Regulatory Authority (APRA) part of their considerations?

What about debt funding? Clearly, the traditional funding sources like the big four banks are out of the picture immediately, but even if they weren’t, would they (or other funders) provide finance to an organisation whose solvency requirements are only to retain pays it is required to pay in claims?

Further, extending debt funding to an organisation that will potentially use that debt to pay out large, unexpected claims looks a lot like sunk capital from the outset.

This is where others have attempted to get government funding to help in the initial stages, while the mutual selfcapitalises. Clearly, in Australia, the current state and federal governments have only one interest in coal - wringing every royalty dollar and tax while they can. Supporting the sector is simply not on the popular agenda.

Can we use the corner we’ve been backed into?

With the financial and government sectors continuing to turn away from the coal industry, in the author’s view, a part of the solution may lie with the contracting parties within the industry itself.

The last time the insurance industry was entirely dislocated was in 2001, when the most significant corporate failure in Australia occurred: the $5.3 billion implosion of one of our largest insurers at the time, HIH. Liability insurance was practically impossible to source in its aftermath, and revised civil liability legislation was drafted and passed to limit certain types of claims and cap the heads of damages available. This had the effect of encouraging insurers back into the market, easing the availability of cover and, eventually, stabilising pricing.

Changing hearts and minds What happens when a task that is either so risky or so specialist in nature needs to be done that it’s uninsurable? The job still needs to be done, right? So, the parties determine a way to share or allocate the risk of something going wrong equitably.

If the broader industry is concerned about its collective survival, perhaps a change to how it contracts with each other to maintain a viable commercial relationship needs to be considered while preserving competitive tension and mutual interest.

While this approach does not nullify the risks, it may serve to take some of the heat out of the equation between like-minded, cooperating parties working toward a common purpose.

While not entirely unachievable, the days of relying on a standard insurance contract to pick up a large portion of the tab when an adverse event occurs in the coal sector are certainly becoming numbered.

Thinking differently Some final questions to consider in this context: The insurance industry developed and broadly adopted an ‘Adani Exclusion’ that is deployed on most clients’ insurance programs in the Queensland coal sector.

• How was the $2 billion Carmichael Project and its associated infrastructure built in the face of this punitive attack?

• Moreover, how does it continue to operate without the insurance industry supporting it or its suppliers?

Surely, this is not the only example of where great outcomes can still be achieved in the absence of traditional finance and insurance support.

Perhaps there are some learnings and some lateral thinking within the industry and its advocates that could offer some assistance in mitigating the failure of the traditional insurance mechanism to support this still vital sector.

And, like the concept of a mutual, which we may not all agree on, whatever the combination of solutions entails, one is abundantly clear: the industry itself needs to pool its collective minds and resources to push (or pull) in the one direction to support each other.  BBMC Yearbook 2023

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The critical mineral called coal

officers' liability, and marine are also caught with very limited remaining markets that still offer coverage for both thermal and metallurgical coalexposed risks.

Does rising country risk threaten mining investment in Queensland?

Nick Rees, Co-Founder & Managing Director Bridgend Capital Advisory

A

Cottager and his wife had a Hen, which laid every day a golden egg.

They supposed that it must contain a great lump of gold on its inside and killed it in order that they might get it when to their surprise, they found that the Hen differed in no respect from their other hens. The foolish pair, thus hoping to become rich all at once, deprived themselves of the gain of which they were day by day assured.”

From Aesop's Fables translated by George Fyler Townsend, 1867

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Mining is a highly capital-intensive business, as a result requiring a long-term lens on investment and capital return decisions and a stable policy and regulatory backdrop to enable efficient long-term capital management through commodity price cycles. The intense capital demands of mining emanate from the large up-front development capital required for mining projects and associated infrastructure, as well as the ongoing working capital and sustaining capital needed for dayto-day operations.

Over time, the Australian natural resources industry has leveraged an enviable resource endowment, world-class technical skills, an experienced labour market, entrepreneurial spirit and strong government support to become one of the world’s largest commodity exporters. This growth has come with an historical dependency on offshore capital markets to meet the significant capital demands, with investors very much aligned to an understanding of Australia’s risk profile in these important supply chains.

For Australia’s natural resources industries to continue to flourish and safeguard the country’s economic prosperity, there is a requirement for stable government policy settings that are genuinely supportive of the industry, well understood by investors with the conviction to make long-term investment decisions, and as a result conducive to the attraction of long-term global capital on competitive terms.

Where adverse changes in government policies create headwinds, as we have seen in recent years, these erode Australia’s competitive advantage in a global market, heavily competing for economic and human capital to develop new projects. The evolving industry response in Australia requires, as a minimum, countering the increasing country risk with closer engagement with capital providers, broadening of capital sources, more robust economic modelling and structural protections, and increased lead times to secure capital, alongside efforts to promote a return to stable and supportive long-term policy frameworks.

The critical mineral called coal

Government policy drives growth - or slows it

The event began in the usual fashion, with official welcomes from congress conveners and government representatives, including Queensland Premier Anastasia Palaszczuk.

However, as BHP’s Chief Executive Mike Henry took the stage for the opening plenary session, delegates were to hear firsthand the continuing fallout from the Queensland Government’s unprecedented increase in coal royalty rates the previous year. Reflecting on both the unreasonable financial impact of the changes, and a decision devoid of industry consultation, Henry announced that BHP would no longer invest any growth capital in Queensland under these conditions.

While the Queensland Government was quick to brush aside this critique, the sobering reality of the damage done to Queensland’s standing as a preferred destination for mining capital investment was not lost on anyone attending. To have the Chief Executive of the world’s largest and most respected mining company announcing at a global industry gathering that his company would no longer invest in Queensland cannot easily be downplayed or ignored.

Regrettably, this royalty rate increase is not an isolated example but just one in a series of actions and policy shifts by State and Federal governments in recent years that have ‘shifted the goalposts’ for existing investments and risk eroding confidence in Australia as a stable and supportive jurisdiction for long term capital deployment.

Some other such examples include: 1. Energy Price Relief Plan

A big call from the Big Australian

In December 2022, the Federal government announced what was euphemistically titled its ‘Energy Price Relief Plan’ but was, in fact, the most significant regulatory intervention into domestic coal and gas markets in living memory. An arbitrary cap of A$12 per gigajoule (GJ) was unilaterally imposed on the East Coast domestic wholesale gas market by the Federal government, together with the imposition of a punitive mandatory Gas Code.

For the first time in its 65-year history, the World Mining Congress was held in Australia in June 2023. Brisbane played host to this triennial gathering of the global mining industry that brought together thousands of delegates from more than 70 countries to address the many challenges and opportunities the industry now faces.

Meanwhile, the New South Wales (NSW) and Queensland (QLD) governments used existing powers or amended legislation to cap coal prices for domestic thermal coal supply at A$125 per tonne. The NSW government went further in requiring coal producers – even those not supplying the domestic market – to reserve up to 10% of production for domestic use.

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These are actions sometimes seen in developing countries, not mature developed free-market economies such as Australia. There is an old adage that ‘the best cure for high prices is high prices’, meaning that as the price for a commodity increases, the high price leads to demand destruction (for example, via substitution) or the economic enticement to new supply, in either case leading to a reduction in prices. This is foundational to supply/ demand economics.

Market interventions like this in the form of price caps may serve some short-term economic or political purpose but are counter-productive in the longterm by increasing market demand while at the same time reducing the incentive to add new supply through investment in exploration and development activities.

2. Safeguard Mechanism In March 2023, the Federal government amended the national ‘Safeguard Mechanism’, which applies to some 215 mining, oil and gas, manufacturing, transport and waste facilities nationally that each emit more than 100,000 tonnes of carbon dioxide equivalent each year. Notably, approximately one-third of these facilities are in Queensland.

The changes set legislated targets, known as baselines, on the net emissions from Safeguard facilities to drive progressive emissions reduction from Australia’s largest industrial facilities in line with Australia’s 2030 emission reduction target and commitment to net zero by 2050.

While the government has made some support available for emissions reduction activities and for trade-exposed industries, the Safeguard Mechanism will impose a growing cost burden on many mining, oil and gas, and metal processing and refining operations, especially those with difficult-to-abate emissions. At a time of high inflation, where rising costs already cause significant pressure, these additional compliance costs will further erode profitability and returns on capital and likely lead to early closures.

The government makes it clear that the progressive adoption of ‘industry average emissions intensity values’ is designed to “provide an incentive for production to occur where emissions are lowest”1, meaning there will be winners and losers.

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3. Cultural Heritage Protection In the wake of the tragic destruction of the Juukan Gorge rock shelters in the Pilbara region of Western Australia in May 2020, the Western Australian government enacted a new Aboriginal cultural heritage protection regime, which was to commence in mid-2023.

However, after widespread backlash from landowners, farmers, explorers and even some Indigenous groups, the government acknowledged2 the new legislation had gone too far and was too prescriptive and complicated. Just five weeks after taking effect, the planned repeal of the Act was announced.

The sequence of events highlighted not only the complexity of these issues and the difficulty in striking the right balance but also the potential for unintended consequences from regulatory overreach or Pavlovian policymaking.

4. Workplace Relations Reform Much has been written about the Federal government’s sweeping workplace relations reforms omnibus bill currently before parliament. While some uncontentious elements of the bill enjoy broad support from government, unions and businesses, many proposed changes raise serious concerns across the mining industry, particularly in areas such as casual employment, labour hire and ‘same job, same pay’ provisions.

Far from being modest reforms to ‘close loopholes’, the Minerals Council of Australia has highlighted3 the risks the proposed changes present to the industry in reducing labour market efficiency and increasing the risks and costs associated with routine commercial arrangements. BHP notes4 the proposed changes “will disincentivise the creation of permanent jobs by locking in workforce costs at highest common denominator rates set in peak market periods”, “fails to recognise the positive role of performance-based pay or incentive arrangements” and could cause “increased risk of industrial disputation”.

So, what does this all mean?

While there will naturally be a range of views on each of these government policies, and some may feel certain policies are necessary or justified, the more significant issue confronting the natural resources industry is the

cumulative effect of these policies in increasing complexity and costs, reducing profitability, discouraging new investment, and eroding confidence in Australia as a competitive and stable jurisdiction for investment.

Within global financial markets, this issue is described as ‘country risk’.

While some use the term ‘sovereign risk’ when describing these effects, this is not strictly correct. Sovereign risk is the measure of risk that a government becomes unable or unwilling to meet its loan obligations - not a relevant consideration here. More aptly, ‘country risk’ is a measure of the collective risks of investing within a country, arising from possible changes in the business environment, including government policies and regulations, that may diminish profits or asset values, especially after investments have already been made. In extreme cases, country risk may manifest as resource nationalism, a term used to describe the actions of governments to assert increasing control over resource assets, or as expropriation (compulsory seizure) of natural resources projects.

There is emerging evidence that Australia’s reputation has been damaged.

For the first time, the perception of rising country risk for mining sector investment in Australia is now factoring into boardroom and investment committee decisions around the world.

Several examples illustrate this point.

BHP and the Minerals Council of Australia Responding to the Federal government’s proposed workplace relations changes, BHP observed5 that the resulting unsustainable cost pressures “will further erode Australia’s competitiveness as an investment destination”. Speaking on the same subject at its annual dinner in Canberra in September 2023, Minerals Council of Australia Chief Executive Tania Constable noted, “At a time when Australia needs more investment to unlock this exciting next chapter, these changes added to other policies – environment, safeguards and energy – will push much sought after capital to other shores.”

Japan’s Ambassador to Australia In a rare public excoriation during a speech at the University of Queensland

“Make no mistake, this is a huge shock for Japanese companies. The future of the successful partnership between Japanese businesses and Queensland, as a competitive investment destination could be at great risk. What concerns me is the damage that it could deal to this trust and goodwill that Japanese business has built up with Queensland over the years. Some Japanese companies are already questioning whether Queensland will continue to be the safe and predictable place to invest that they had known for decades. I fear that this may have widespread effects on Japanese investment beyond the coal industry.”

It is no exaggeration to say that Queensland would not have the coal industry it does today without the foresight, commitment and investment from Japanese companies over the past six decades. Japanese investment and commodity offtake agreements laid the

foundation for the opening up of the Bowen Basin coalfields, as it did for iron ore from Western Australia’s Pilbara region and LNG from the North West Shelf. The concerns this key partner and friend of Australia expressed must not be brushed aside.

Fitch Ratings Agency In assessing the implications from government intervention in the coal and gas market, global ratings agency Fitch noted6 in December 2022 that “the caps highlight that energy companies face mounting political risks that could influence investor perceptions of the sector and capex plans over the long term.”

It went on to explain that “mounting political risk may influence investors’ perceptions of the sector, and therefore the terms on which companies are able to access finance. This could also have ramifications for M&A plans or long-term capex strategies.” It is quite extraordinary to see a global ratings agency refer to mounting political risk in Australia.

Fraser Institute Mining Survey The Fraser Institute is an independent,

non-partisan policy think-tank headquartered in Vancouver, Canada.

Each year, it conducts a highly regarded ‘Annual Survey of Mining Companies’ to assess and rank the relative attractiveness of global jurisdictions for mining investment. In its latest 2022 survey7, Australia still ranked very highly, with three states or territories – Western Australia, Northern Territory and South Australia – ranking in the top ten on the Investment Attractiveness Index.

A key component of this Index is an assessment of geologic attractiveness, for which Australia rates very highly.

The other key component is the Policy Perception Index, a composite index that assesses the effects of government policies. On this measure, the latest survey reported an alarming decline for Queensland from an index score averaging 80 in the four years prior to 67.8 in 2022, placing the State in 28th place of the 62 jurisdictions surveyed.

This compares to a score of 96 for South Australia and 87 for Western Australia, which is lower than seven key mining jurisdictions in Canada and all

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The critical mineral called coal

in July 2022, Japan’s then Ambassador to Australia, Mr Shingo Yamagami, addressed the Queensland government’s coal royalty changes, stating:

For the first time, the perception of rising country risk for mining sector investment in Australia is now factoring into boardroom and investment committee decisions around the world.

jurisdictions surveyed in the United States other than California.

Over 30% of survey respondents stated that the taxation regime in Queensland (which includes royalties) would be a strong deterrent to investment (13%) or would prevent any investment (19%). This stands in stark contrast with Western Australia (10%), New South Wales (6%) and South Australia (0%). The next survey may well see further deterioration.

Where do we go from here?

It may be tempting – especially for governments – to believe these trends do not matter. This can be a view only held by those who do not understand the confluence of economic, geologic and political conditions and incentives that have given rise to the remarkable growth of Australia’s mining industry over the last 100 years, and those conditions required to sustain it well into the future.

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Resource-related projects represent long-term capital investment decisions that need stable and predictable government policy and regulation.

While overall, Australia’s country risk assessment remains very low in comparison to most other global mining jurisdictions, the natural resources industries in Australia are highly capital-intensive and substantively dependent upon foreign direct investment – not only for the equity required for project development but increasingly for debt capital too as Australian banks withdraw support for the industry.

Global capital is fluid and investors have myriad options available globally for capital allocation, including into other industries such as infrastructure, renewables and technology.

As the natural resources industry in Australia continues to see strong demand for key commodities – iron ore, coal, LNG, gold and base metals – and prepares for future demand for new commodities like lithium arising from global energy transition, engagement with government has never been more important to ensure a return to stable and supportive policy frameworks in which capital providers may restore conviction.

Hand in hand with this is the perennial need to highlight more broadly to the voting community the critical role the industry plays in safeguarding Australia’s economic prosperity to the benefit of all.

The critical mineral called coal

For companies and project sponsors seeking capital, the headwinds created by government policies can be countered somewhat with closer stakeholder engagement with capital providers, broadening of capital sources, more robust economic modelling and structural protections, and increased lead times to secure capital, alongside efforts to encourage a return to stable and supportive long-term policy frameworks.

For the resources sector to flourish requires government policy settings that are genuinely supportive of the industry and conducive to the attraction of global capital.

In Queensland, especially, there is clearly much work ahead to repair and restore its reputation.

It is not too late. The Hen which lays the golden eggs might yet be spared, and let's hope it is. Australia’s future economic prosperity, global energy security, and collective hopes of achieving energy transition all depend upon a thriving and wellsupported natural resources industry in Australia.  1 ‘Safeguard Mechanism Reforms’, Department of Climate Change, Energy, the Environment and Water, May 2023 2 ‘Laws overturned: Aboriginal cultural heritage legislation replaced’, WA Government Press Release, 8 August 2023 3 Submission to Senate Education and Employment Legislation Committee, Minerals Council of Australia, September 2023 4 & 5 ‘Same Job, Same Pay’, Investor engagement presentation, BHP, November 2023 6 ‘Coal and Gas Price Caps May Compound Political Risk for Australian Corporates’, Fitch Ratings, 20 December 2022 7 ‘Annual Survey of Mining Companies, 2022’, Fraser Institute, 4 May 2023

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towards net zero/ ecarbonisatio Towards net zero/ decarbonisation Photo: Pembroke Resources

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Towards net zero/decarbonisation

on

The challenges and opportunities of decarbonising the Bowen Basin Steph Byrom, General Manager – Decarbonisation Talisman Technical

F

or Queensland's coal sector, the revised Safeguard Mechanism is not just a policy shift; it's a paradigm shift.

It delineates clear targets for emissions reduction with an overall 43% reduction across Safeguard facilities between now and 2030. Each operation requires a different reduction based on site-specific emissions intensity and the delta between this and the industry average emissions intensity. For most sites, it’s a daunting 25% to 50% reduction by 2030.

We are now entering a time where emissions intensity curves will impact the risk and opportunity of an operation alongside cost curves. This is a sink-or-swim moment for the coal sector, particularly for those high-quality but gassy metallurgical mines in the Bowen Basin. The big question for any mine owner or operator: how do we continue to extract value from our mines in a low-emissions future?

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Underground coal mines: Safety and greenhouse gas management go hand in hand Managing fugitive emissions from coal mine methane is well understood in underground coal mines as this has been primarily a matter of safety.

Concentrations of methane in the mine workings above the safety threshold are managed via pre- and post-drainage coupled with flares. The remaining gas will report through to the vent stack as ventilation air methane (VAM) where the low concentrations make GHG management very difficult and expensive. VAM abatement technologies are available and starting to make headway in Australia.

While safety will always be paramount in mining operations, we stand before an untapped opportunity to marry this safety requirement with enhanced gas recovery for Safeguard compliance. The high-quality gas extracted from pre- and post-drainage is a resource that can provide opportunity through additional revenue via offtake, or operating cost reductions through power generation.

The Open-cut conundrum: Understanding equals opportunity Open-cut coal mines present a different kind of challenge. Since the commencement of GHG reporting, the industry has applied a blanket approach in the form of an emissions factor provided by the Clean Energy Regulator to report fugitive emissions.

This method, while straightforward, overlooks the nuanced and varied nature of the gas emissions across different sites. Our role as consultants has evolved to unravel this complexity, helping operators understand the actual volume and potential value of their gas. This understanding is the first step toward leveraging it, not only for compliance but also for improved economic outcomes.

For the open cut mines in the Bowen Basin and beyond, proactive gas drainage ahead of mining operations emerges as the most impactful strategy for emission reduction. It's not just about meeting regulatory requirements; it's about enhancing operational cost efficiency and creating a compelling business case for sustainable practices.

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Navigating short, medium, and longterm horizons

There are two ways of draining this gas ahead of mining. One is surface-to-in seam (SIS), where rigs drill through the overburden layers to the coal seams. This method harnesses directional drilling that can follow the coal seam horizontally.

However, this method can be expensive and leaves steel casing in the ground which can be a safety hazard when mining progresses. The other method is horizontal drilling from a bench or a ramp in the pit.

This method drills straight into the coal seam and can target multiple seams at once. It is approximately half the cost of SIS drilling and uses no steel in the process.

Once the gas is recovered, it can be put to beneficial use. This can include but is not limited to use as power generation to offset purchased grid power, conversion to compressed natural gas for use in haul trucks to displace diesel, conversion to ammonium nitrate for use in blasting, or sale to a third party.

Mapping the journey to compliance and beyond We know there are ways to reduce emissions and create opportunities for each site, particularly when it comes to gas. However, each operation will have a different pathway. The journey starts with developing a base case to understand where each operation’s emissions are sourced. This requires meticulous data gathering to develop a detailed emissions profile for each site.

Once we have established a clear picture of the current state, the path to reduction can be developed. It involves a careful assessment of both the immediate and long-term modifications required to align with the Safeguard Mechanism and beyond. Projects must be classified not just by their emissions reduction potential but also by their ease of operational integration and economic impact. This assessment must bring operations along the journey – without their buy-in, we reduce the likelihood of having a meaningful impact.

Our strategic approach must consider the temporal realities of project implementation. Short-term initiatives will focus on optimising current processes and behaviours for immediate gains. Medium-term projects will involve more significant capital investments, integrating commercially available technologies that promise a reasonable return on investment.

Long-term strategies require a strong understanding of global and local climate change politics, anticipating future technological developments, and embedding flexibility into the planning and design of mining operations.

Prioritisation through economic lenses: The role of MAC curves An essential tool in the decarbonisation arsenal is the Marginal Abatement Cost (MAC) curve. This economic model allows us to weigh the cost of the project against the potential emissions abated across the life of mine. Some projects will show clear cost savings; others may have costs that need to be justified by the scale of emissions reduction or the strategic advantage they may deliver. The MAC curve is not merely a theoretical exercise; it frames dialogue with stakeholders, aligns economic rationale with emissions reduction compliance, and guides the industry towards a sustainable and profitable future.

Boosting the Bowen Basin As the Queensland coal mining industry contends with these new regulatory requirements, our mandate is clear guiding our clients not just to meet compliance, but to lead the industry through decarbonisation. The strategies we devise, the technologies we champion, and the efficiencies we uncover will collectively define the industry's trajectory in the decades to come.

The Bowen Basin coal industry now has the unique opportunity to unlock fugitive gas emissions as a resource to drive both operational gains and tangible emissions reductions. 

The 'big picture' of ESG

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Towards net zero/decarbonisation

Navigating Australia's path to net zero: Redefining the role of Australian resources Mark McCallum, Chief Executive Officer Low Emission Technology Australia (LETA)

T

oday, Australia’s economy includes significant volumes of energy-intensive commodities that will be impacted by a global transition to a low-carbon future.

However, the natural resources sector is home to the world’s best engineering capability, which means Australia is well positioned to benefit from a low carbon transition simultaneously – from rolling out new technologies to supporting the development of new, clean industries like hydrogen and ammonia. These are not only technologies of a low-carbon future, but these are technologies with enormous potential.

This technological transformation has the potential to not only accelerate progress in deploying low emissions technologies but also fuel our longterm prosperity. But it rests on our ability to promote the mining industry’s unmatched enterprise and creativity and expand early wins in low emissions technologies into mainstream solutions.

Carbon Capture and Storage (CCS) plays a pivotal role in reducing emissions from industries that are currently

dependent on fossil fuels. Australia’s abundant resources can continue to play a role in providing seasonal flexibility for heating and power generation if coupled with effective CCS. This technology not only aids in reducing the carbon footprint of existing energy sources but also unlocks the potential of cleaner alternatives like hydrogen and ammonia.

The technological transformation spearheaded by CCS extends beyond just reducing emissions. It fuels long-term prosperity by accelerating the deployment of low-emission technologies, promoting the mining industry's innovation, and transforming early achievements in low-emission technologies into mainstream solutions.

Hard-to-abate sectors such as aviation, shipping, heavy-duty transport, and the production of materials like steel, aluminium, cement, and chemicals pose significant challenges in transitioning to a low-carbon economy. Here, hydrogen, produced via CCS from natural gas or coal, emerges as a key solution. This lowcarbon hydrogen can gradually replace natural gas in heating and cooling, and even in existing gas distribution systems, marking an early stage in developing a comprehensive hydrogen economy.

Hydrogen and ammonia also offer solutions for reducing emissions in power generation. Co-firing existing coal or gas-fired power plants with hydrogen or ammonia can maintain

electricity security while decreasing their carbon footprint. The high energy density of hydrogen makes it a promising alternative fuel for sectors like aviation, buses, trucks, and shipping.

Moreover, hydrogen’s versatility extends to chemical production, conversion to ammonia for fertilisers, and even in steelmaking and alumina production. Australia's foray into exporting hydrogen in forms like liquid ammonia demonstrates its commitment to leveraging these technologies for global energy transition. Trials to cofire power plants with ammonia, with ambitions for complete ammonia fueling, exemplify this commitment. This is a strategic move, especially considering international demand, such as Japan’s aim to use significant amounts of ammonia for power generation by 2030.

Innovative Solutions Decarbonisation should not mean deindustrialisation. Instead, embracing technologies like carbon capture and storage (CCS) and carbon dioxide removal (CDR) can reduce emissions in heavy industries. These technologies are vital in maintaining a robust industrial economy while adhering to environmental goals.

Leading climate and energy analysts recognise CCS and CDR as pivotal in adhering to the Paris Agreement's goal of limiting global temperature rise to 1.5 °C. BBMC Yearbook 2023

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Recent developments, such as the 2023 Global Status of CCS report, show significant progress driven by North American and European policy initiatives to catalyse all forms of climate change mitigation. In the United States, federal policies are paving the way for CCS deployment on a scale of hundreds of millions of tonnes per annum this decade.

2023, in many respects, has been a pivotal year for CCS, with an impressive surge in the number of facilities. The CCS landscape has welcomed 11 new operational facilities and 15 additional projects under construction. As of July 2023, there are 392 projects in the pipeline, showcasing a staggering 102% year-on-year increase. This growth signifies the highest project pipeline in terms of both facility numbers and capacity ever recorded.

The capture capacity of CCS facilities has been on a remarkable upward trajectory since 2017, growing at a compound annual rate of over 35%.

This growth rate has further accelerated in the last year, with a 50% increase from 2022 alone, marking the most significant annual increase since 2018.

This acceleration clearly indicates the growing commitment to CCS as a key climate mitigation strategy.

The statistics account for a comprehensive view of the CCS landscape. While capture capacity figures exclude CO2 transport or storage projects to prevent double counting, the facility count includes CO2 transport 62

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and storage facilities, even those without their own CO2 capture source. As of July 2023, there are 101 transport or storage projects in various stages of development, construction, or operation.

The increase in capture capacity is not limited to operational facilities; it extends to projects in both advanced and early development stages, each witnessing a 47% increase. Projects in the advanced development stage are particularly noteworthy, as they have received significant funding for engineering development, demonstrating higher commitment levels and a greater likelihood of progressing to funding approval and construction.

At the state level, initiatives like Western Australia's Petroleum Legislation Amendment Bill, which integrates greenhouse gas transport and storage into existing legislation, are pivotal. These amendments aim to promote decarbonisation through CCS, addressing key operational aspects like permitting, liability transfer, and site closure requirements. This illustrates a progressive approach at the state level in supporting CCS technologies.

The Australian Government's emphasis on self-sufficiency in critical industries and manufacturing also aligns with the need for carbon capture solutions.

Avoiding a one-size-fits-all approach and leveraging all available resources, including CCS and novel energy sources, is essential for achieving Australia's emission reduction targets.

Amidst these developments, a critical aspect that the government needs to consider is maintaining technology neutrality. It is essential for the government not to "pick winners" among various low-emission technologies. This means providing a fair and balanced policy environment that supports a range of solutions, from renewables to hydrogen production, CCS, and beyond. Technology neutrality ensures that the best solutions can emerge based on efficiency, cost-effectiveness, and environmental impact rather than being influenced by disproportionate governmental support for specific technologies.

After reducing support for CCS by cancelling funding from the CCUS Hubs and Technologies Program, the government has taken some positive actions towards supporting CCS. These actions include important steps towards enabling the transboundary transport and geological storage of CO2, an issue of significant importance for the broader Southeast Asia region.

As the demand for CCS increases globally, innovative business models that could significantly accelerate its deployment, particularly in regions like the Bowen and Surat Basins, are emerging. The network and hub models, gaining traction globally, present an efficient and cost-effective framework for CCS implementation.

Government Perspective: The Urgent Imperative for Enhanced Support

The Australian Scenario

The network model reduces cost and commercial risk, fostering specialisation and competence in each segment of the CCS value chain. It mitigates counterparty risk by creating multiple service providers or customers and achieves economies of scale, lowering the overall cost of CCS projects. These networks typically consist of pipelines between capture facilities and hubs, with shared compression facilities leading to high-pressure injection wells.

With their significant mining activities, the Bowen and Surat Basins are prime candidates for this model. These basins

Conclusion

already have a concentration of large CO2 emitters, making them ideal for establishing CCS hubs. Implementing CCS in these regions can significantly reduce emissions in hard-to-abate industries and contribute to the local economies.

CCS hubs in areas like the Bowen and Surat Basins could become attractive destinations for additional carbon emissions-intensive industries seeking CO2 management solutions. This creates a virtuous cycle, where the presence of CCS infrastructure encourages more industries to locate there, further boosting local economies and achieving greater emissions reductions.

The hub and cluster model of CCS networks offers a promising pathway for Australia, especially in regions with concentrated industrial activities like the Bowen and Surat Basins. By adopting this model, Australia can accelerate its CCS deployment, reduce costs, and significantly contribute to both regional economic growth and the national goal of reducing carbon emissions.

As Australia marches towards its ambitious climate goals, it is crucial to recognise and affirm the continuing role of fossil fuels in the national energy mix.

While embracing innovative solutions like CCS, hydrogen production, and electricity sector decarbonisation, the importance of traditional energy sources as a critical component in the energy mix remains substantial.

Progress in CCS and other technologies aimed at reducing emissions not only bolsters the environmental viability of using these energy sources but also cements their position in the changing energy scenario. This strategy ensures that Australian resources continue to play a significant part in the nation's energy security and economic growth, all while staying in tune with environmental goals.

This approach is not just about preserving an industry; it's about innovatively adapting and transforming it to meet the new challenges and standards of a world increasingly focused on emissions. 

Revolutionising mining safety through innovation operations@stratalock.au

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Towards net zero/decarbonisation

In this model, an industrial 'cluster' is established, often led by one or multiple joint venture companies. These entities develop CO2 transport and storage infrastructure, including pipelines, compressors, port facilities, ships, and injection wells. This infrastructure then serves local businesses requiring CO2 management solutions, which are available for a fee. This approach allows each entity to focus on its core business without extending into unfamiliar operational areas.

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Towards net zero/decarbonisation

Mining in a net-zero future and the role of carbon offsets Bjorn Everts, Head of Carbon Solutions Tasman Environmental Markets

D

espite being a challenging sector to decarbonise, the Australian mining industry could be a key player in a lower-carbon world. What role will the Safeguard Mechanism reforms and carbon offsetting play in this?

The energy transition: from fuels to minerals We are in the middle of a profound shift in our global energy system.

It now takes 50% more minerals to produce one unit of energy than it did ten years ago – think solar panels, wind turbines, new copper for an expanding grid network, battery storage – and this is only at 30% global renewable adoption, according to the International Energy Association’s calculations. The scale of the minerals we will need to transition to net zero is profound. If we are to achieve net zero, then we need to begin by replacing a staggering 3,500 gigawatts of grid-transmitted electricity – currently being produced by fossil fuels – with clean energy.

Put into a global perspective, we would need around 1,000 Sun Cable projects to get the world’s current grid-based energy needs to zero emissions. But again, this is just the start, as the above calculations only account for electricity in our grid systems that currently comes from fossil fuels. If we look to electrify iron smelting, aluminium production, and other heavy industries, then we need to go much further.

The big opportunity Australia has over 300 operating mines, producing 26 mineral commodities. At face value, it produces 9.5% of Australia’s Scope 1 and 2 emissions (direct emissions).

It’s significant, but things get quite interesting when you look at the mining industry’s indirect emissions.

The electrification of mining and the introduction of cheap hydrogen could once again make it economically viable to produce large quantities of steel and aluminium in Australia. Not only would net zero green steel and aluminium attract a global premium, they would also dramatically reduce Australia’s total emissions. They could equate to one of the most profound and powerful sources of climate action this country is capable of producing.

Many mining companies are partnering with carbon project developers to develop or invest in their own carbon project as a way of securing supply, managing risk and containing future costs.

This is the environmental case for net zero mining, but there is a mounting economic and business case, too.

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AVOID Design out emissions before construction

The Safeguard Mechanism In Australia, the country’s 220 largest emitters are now required to reduce their emissions by approximately 5% a year until we reach our climate goals in 2030 under the Labour Government’s reforms to the Safeguard Mechanism. In short, a mining company’s carbon footprint is fast becoming one of its most significant liabilities and the days when large mining companies could emit carbon for free are over. While it has not been announced by the government, it is also feasible that the Safeguard Mechanism will apply to a wider circle of facilities in the future, which have lower emissions than the current ‘covered facilities’, which emit over 100,000 tonnes of CO2-e annually.

It is also becoming cheaper and more viable to electrify harder-to-abate mining activities that used to rely on diesel.

Mining companies are already investing in large-scale solar and wind projects to feed directly into their mines, and electric autonomous trucks are being prototyped and tested by some of Australia’s largest mining companies. Things will really take off if we crack the ability to produce green hydrogen and ammonia at scale as these can be transported, much like coal and gas, from where they are produced to where they are needed. These products could replace many of the highintensity fossil fuel-reliant mining and processing operations that have historically been hard to abate.

The role of carbon offsets The high energy intensity of mining, heavy reliance on emissions-intensive fuels, such as diesel and gas, and lack of access to grid electricity continue to make it a challenging sector to decarbonise. The prevailing wisdom is for mining companies to decarbonise their operations in accordance with the ‘mitigation hierarchy’ (see Figure 1). The hierarchy starts by avoiding any impact to begin with, by designing out emissions before constructing anything new. It follows by eliminating or removing emissions through step-changes, such as switching from coal or gas to renewables, then it suggests the reduction of emissions through improved efficiency and reduced energy consumption, and finally, by offsetting all remaining hard-to-abate emissions that can’t otherwise be abated.

Theoretically, this hierarchy makes sense, although it can be deeply flawed in practice. It assumes that we have enough time on our hands to innovate our way toward a decarbonised future for mining and resource extraction. This is problematic mainly because we need action now. Carbon offsets allow mining companies to take bold leadership positions by offsetting the emissions that they are not yet able to eliminate through electrification or the use of renewable fuels.

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ELIMINATE Remove emissions through step-change

REDUCE Improve efficiencies & reduce energy consumption OFFSET Buy

Figure 1. The conventional mitigation hierarchy

Under the Safeguard Mechanisms, the incentives and penalties are more immediate. If a facility generates more emissions than its baseline, then the company that owns the facility has a couple of options. These are: 1. If the company fails to act, they will face a fine. Under the Safeguard Mechanism, Safeguard facilities that exceed their baseline emissions are liable to pay a pecuniary penalty of $275 for every tonne of carbon dioxide equivalent (CO2-e) by which they exceed their baseline. This penalty is indexed to the Consumer Price Index (CPI) plus 2% each year.

2. A much safer option is to buy and surrender Australian Carbon Credit Units (ACCUs) or Safeguard Mechanism Credits (SMCs) for each excess tonne of CO2-e it emits, with each ACCU or SMC representing one tonne of CO2-e.

By virtue of the fact that both ACCUs and SMCs are limited in number, the price of each of these units will be subject to market supply and demand dynamics. To seek to provide some level of comfort to covered facilities, the government has created a pool of ACCUs that it will put aside for covered facilities to be able to purchase. The price of those units is set at AU$75 per unit, increasing at 2% plus CPI each year. This pool of ACCUs is known as the Cost Containment Measure and its settings will be reviewed in 2026-27.

Companies can also source ACCUs from the secondary market, where prices will be subject to market forces. It must be noted that this $75 price does not impose a price celling on the whole ACCU market – it only applies to ACCUs owned by the government that have been put aside to sell to safeguard-affected companies. There is a real possibility that government-held ACCUs will be sold out and that the market price for high-quality ACCUs will climb much higher than $75.

Towards net zero/decarbonisation

Carbon market investment strategies Option 6.

Option 5.

Complexity

Option 4.

Common offsetting strategies mining organisations are using With forecasts of carbon credit demand outpacing supply in 2025, mining organisations are currently entering the carbon market in a few ways: • The shorter-term spot market to cover immediate offsetting needs • Longer-term forward contracts to manage market risk (3-5 years) • Direct project investment

Option 3.

Option 2.

Option 1.

Spot purchase from broker or integrated carbon offset provider.

Short-term forward offtake of between 3-5 years.

Price escalation often applied.

Acquisition of entire brownfield project or portfolio of projects to establish full ownership of carbon supply.

Project-level investment of greenfield projects through a carbon developer to secure long term ACCU supply.

Joint venture project development with carbon developer to develop new project with custom parameters and criteria.

Long-term forward offtake of 5 to 15 years to secure long term supply and price security.

Timeframe

Figure 2: Carbon market investment strategies

Many mining companies are partnering with carbon project developers to develop or invest in their own carbon project as a way of securing supply, managing risk and containing future costs. Some of the more forward-thinking mining companies are using this as an opportunity to position themselves as leaders in climate action and conservation.

When done correctly, these companies are not only able to manage risk and reduce emissions, but also potentially meet other ESG-related goals. These could include having transformational impacts on conservation, biodiversity and the climate in Australia at a scale that may be out of reach for even the most successful conservation organisations. 

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Safety can feel like a monster, but it doesn't need to be scary BBMC Yearbook 2023

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Integrating renewable energy towards net zero: the challenges and opportunities Chris Vegh, Sales Manager - Mining East Aggreko

A

clean energy future is only possible with clean, renewable energy sources, such as those generated from solar power, wind power, hydropower, and other sources. Fortunately, technology in the energy sector is evolving rapidly to help miners with their decarbonisation efforts.

Increasingly though, power generation needs to be flexible, so that: • power can be scaled up and down as required • thermal generation can be applied as back-up • proven, new energy solutions can be applied as soon as they become affordable While those in the mining industry will be aware of the early successes of some renewable energy sources, there are solutions that haven’t even been discovered yet. The rapidly changing energy transition presents challenges, as well as opportunities and excitement about how we can better protect the earth for the generations to come.

Flexible energy providers are constantly adapting to make sure a sustainable future is at the forefront of their strategy. Miners are looking ideally for flexible and non-permanent power generation to meet their short and long-term needs, especially in areas of none or weak grid applications.

Proven and emerging energy solutions Solar and wind power, along with battery storage, are proven renewable technologies being increasingly applied in the mining sector.

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Current off-grid technology does not permit a 100% reliable renewable energy supply on a 24/7 basis, which is why some mining companies have adopted a hybrid solution using batteries and thermal generators – alongside diesel and liquefied natural gas (LNG) to support the renewable energy supply. The hybrid solution addresses the challenge of reliability, while also reducing carbon dioxide emissions.

The increased adoption of renewables has resulted in the cost of solar, wind and energy storage becoming more affordable, and therefore there has been growth for localised power generation and microgrids. Renewable energy technology will continue to advance in a way that improves the renewable penetration percentage for off-grid operations. Nevertheless, for long-term power supply arrangements, it is worth considering including a flexible contract term that allows for the initial technology to be swapped out for new equipment as renewable energy technology advances.

Aggreko have implemented hybrid power plants including: • Our work with Gold Fields’ Granny Smith mine in Western Australia led to the installation of an off-grid solar renewable microgrid, which covers 22.68 hectares – the equivalent of 181 Olympic swimming pools. The scalable, renewable microgrid is integrated with our existing natural gas power generation. In total, the battery storage and solar power assets produce about 18 GWh of energy a year with carbon dioxide emissions expected to reduce by 9,500 tCO2e.

• At Gold Fields’ Salares Norte mine in Chile we’re constructing an off-grid renewable power station 4,500 metres above sea level, and about 190km from the nearest town. The off-grid hybrid power station comprises both solar and diesel, to cater for harsh environmental conditions.

Estimated cost of energy savings across the 10 years of our contract are expected to be about $7.4 million.

Towards net zero/decarbonisation

Technology being explored Hydrogen, FAME, HVO and others are far cleaner than diesel in terms of fuels, though there are still challenges in producing these alternatives safely and abundantly. Ways to limit the challenges are being explored.

HVO: Hydrotreated vegetable oil (HVO) – also known as renewable diesel, hydro-processes esters and fatty acids (HEFA). It is the most advanced fossil fuel alternative for mobile, modular power. In developed markets like Europe and North America it can reduce carbon dioxide emissions by up to 85% when it works with existing power generation equipment. Downsides of HVO, though, include the expense and concerns about deforestation to produce feedstock.

Aggreko has already started using this fuel source in our low-emission equipment.

FAME/Biodiesel: Biodiesel is produced through a chemical process called transesterification, which converts fat and oils into fatty acid methyl esters (FAME). It can be made through nearly any raw material with enough free fatty acids (used cooking oils, etc) and is more readily available in developed markets where incentive schemes make it financially viable. Biodiesel emits about 78% less carbon than fossil diesel.

The downside is that it can’t be used in low temperatures and product quality can vary.

Liquefied natural gas (LNG): LNG is suitable for projects where there is access to a gas pipeline or it needs to travel short distances (up to 1,000km).

It has been cooled to a liquid state for shipping and storage which means you can store up to 600 times more gas in the same tank space. It works when projects can build dedicated infrastructure for long-term usage, or for emergency applications. The downside is the reliance on port/LNG facilities and supply logistics. Using LNG alone won’t achieve net zero.

In Western Australia, Aggreko has assisted miner Ora Banda with a worldclass gas plant. The LNG station uses a virtual gas pipeline of gas trucked more than 650km. Carbon emissions are expected to be cut by 25,000 tonnes in the first five years of operation. Solar can also be added at a later stage.

Hydrogen: Hydrogen as a fuel source can play an important role; particularly green hydrogen, where electrolysis is powered by renewable energy. However, it is still not at a point where it is commercially viable. The expense of transporting it is among the challenges.

Re-deployable solar: For use in small scale operations, re-deployable solar can be seamlessly packed up and moved onsite an operation or picked up and taken to a new location.

Re-deployable solar is being used at a remote Indonesian copper mine, where Aggreko is providing a hybrid power package. We introduced the two renewable technologies of mobile solar PV panels with a battery storage system and upgraded technology on their diesel power generation. In the five years of our contract, we expect the mine will save up to 4.6 million litres of fuel and reduce emissions by 12,340 tonnes of carbon.

There are other by-product fuels, such as biogas/landfill gas and bio-methanol, being explored for their benefit in transitioning industries to clean fuel options. Fleet electrification is also a major undertaking for miners.

How miners can successfully transition to renewables Ultimately, it is envisaged that miners will one day be able to adopt 100% renewable energy off-grid power plants. Until then, the best option is hybrid power plants, and adopting cleaner fuels and renewable energy into your power mix. A hybrid power plant – incorporating the likes of solar, and wind power backed up by diesel or gas – offers reliability, as well as a reduction in greenhouse gas emissions.

Battery storage is also key in improving renewable penetration and using less diesel and gas. 

Miners are looking ideally for flexible and non-permanent power generation to meet their short and long-term needs, especially in areas of none or weak grid applications.

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Overlapping resources and renewables developments: progressing through the regulation gap Liam Davis, Partner & Kate Swain, Partner McCullough Robertson Lawyers

I

t’s well known that Australia, particularly Queensland, is endowed with valuable resources that are critical for developing new ‘clean’ technologies. This land is often also ideal for other competing uses, including agricultural pursuits or renewable energy developments.

This frequently leads to renewable energy operators scoping out land for wind and solar farm projects that overlaps with existing mineral and gas resources tenements.

We’ve seen this result in various challenges and opportunities as both industries seek to use the land effectively while balancing their commercial goals. Some of the key issues we’ve been working through include:

Photo: Bravus

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• conflicting land use rights under the current legislative regimes; • lack of clear government policy regarding priority industries; and • securing access to the constrained electricity network.

Towards net zero/decarbonisation

However, many companies are also exploring ways to jointly develop renewable energy projects and extract minerals and gas from the same land to achieve the highest and best use of the land, and for the benefit of all Australians.

Background: mining and petroleum rights A mining or petroleum tenement granted by a state or territory government will generally allow the tenement holder to: a) prospect or explore for a certain class or classes of mineral or petroleum (including conventional and coal seam gas, both onshore and offshore); or b) exclusively mine for minerals or produce petroleum over a specified area.

A tenement holder possesses a unique form of tenure granted by the relevant legislation, which affords the tenement holder a right to enter upon and explore or mine private land.

Generally speaking, landowners are entitled to compensation for such disruption, and may agree on the reasonable terms of the tenement holder’s entry upon their land. But ultimately, any objection raised by the landowner may be overcome in arbitration or by a court at the request of the tenement holder.

Depending on the jurisdiction, this may or may not afford a right to compensation to a renewable energy developer who is also intending to develop a renewable energy project on that same land. In addition, in some cases, an occupier of land, as distinct from an ‘owner’ of that land, may also be entitled to compensation.

In our experience, whether the interests of a renewable energy developer are protected largely depends on the progress made in negotiations with the relevant landowner, and the nature of any agreements in place.

For example, in Queensland, it is common for renewable energy developers to enter into ‘exclusivity arrangements’ with landowners to access the land and undertake feasibility studies for their projects. These arrangements can result in the renewable energy developer becoming an ‘occupier’ of the land, a status that affords them negotiation and compensation rights.

This can significantly increase a tenement holder’s compensation liability for the land, including if the future use of the land for a renewable energy development is considered in assessing compensation.

In contrast, renewable energy developers are generally not required to consult with the holders of exploration tenements while securing access agreements with the underlying landowners.

Background: renewable energy operators and landowners In contrast to the mining industry, there is currently no dedicated form of land tenure afforded to renewable energy developments in Australia.

These projects – wind farms, solar installations, and other new forms of energy generation and storage – currently rely on more traditional land tenure arrangements, including option agreements, leases and licences, rather than being required

Photo: Bravus

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Photo: Pure Gold Films, Hastings Deering & Thiess

In contrast to the mining industry, there is currently no dedicated form of land tenure afforded to renewable energy developments in Australia.

to hold a consistent form of tenure regulated by the state or territory. These agreements usually provide the operator with rights to use a landowner’s land for a fee, conduct feasibility investigations, and eventually construct a wind farm, solar array or other renewable energy projects on the land.

Traditional resources projects are heavily regulated, requiring various approvals and benefitting from a clear statutory pathway to secure land access rights to carry out exploration for minerals and petroleum resources.

However, when compared to the renewables industry, a noticeable lack of consistent statutory regulation is present.

Progressing through the regulation gap As many BBMC Yearbook readers will appreciate, these issues are creating confusion

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among developers in both industries, with neither party wishing to impact the other, nor have their own project affected by the activities of others.

Developers of overlapping resources and renewables projects can carefully coexist with: • Due diligence: a key step, yet often overlooked.

Identification of thirdparty interests early in the piece is critical.

• Transparent and defined lines of communication: large-scale projects, whether resources or renewables involve project developers, investors, landowners and government authorities.

It is important that representatives from all interested parties regularly communicate in good faith to determine how adjacent

Towards net zero/decarbonisation

projects might impact, complement or otherwise affect one another.

These lines of communication should be established early to understand indicative project timing and to ensure the efficient use of land. As much as practically possible, be clear about what needs to be communicated, when, and by whom.

• A clear understanding of rights: getting across the myriad of rights afforded by mining legislation around Australia ,and a lack of regulation and understanding of how these resource projects are able to co-exist on land occupied, is a complex task that will require specialist advice and guidance. With thorough due diligence completed

at the outset, you’ll have a clear understanding of the third-party interests and other risks relating to the area. Seek advice so that you can appropriately mitigate these issues in a way that aligns with your risk profile.

• Robust documentation: where adjacent projects are required or desire to co-exist, it is extremely important to ensure each party’s rights and obligations are documented and risk and liability are allocated appropriately between those involved. This documentation can also be used to confirm those transparent and defined lines of communication discussed above.

Where to from here?

The resources and renewables industries both play crucial

roles in Australia’s economy, employment landscape and energy sectors, and the limited amount of suitable land for these large-scale projects inevitably means that co-existence and cooperation are essential.

While we anticipate additional regulation on how multiple ambitious land users can move beyond competition for the same patch of land, to sustainably co-exist and perhaps even complement each other, neither industry can afford to wait for this to be implemented.

By adopting the above approach, developers can continue to progress towards their commercial goals and move Australia towards its climate targets, while we wait for the regulation to catch up. 

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bbmc updates BBMC Updates

Photo: Low Emission Technology Australia (LETA)

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bbmc updates

2023 BBMC LUNCHEONS

The Bowen Basin is digging in for the long term

Strong demand and strong community connections: Whitehaven Coal is here for the long game Paul Flynn, CEO and Managing Director, Whitehaven Coal 13 February 2023 The first Luncheon Event for 2023 saw a packed venue hear first-hand from Paul Flynn about Whitehaven’s Winchester South project and broader outlook.

As Australia’s largest independent producer of high-CV coal, Whitehaven Coal’s current Gunnedah Basin operations proudly claim their product as ‘the best thermal coal that you can buy’.

A diversified client base across Japan, Korea, Taiwan and Southeast Asia would agree, as would the company’s track record of growth.

With a long and proud commitment to supporting local suppliers, local employment and Indigenous participation in the workforce, Whitehaven enjoys community and stakeholder support in the Gunnedah Basin, and hopes to bring that model to the Bowen Basin with the Winchester South Project.

Mr Flynn painted a positive picture of Whitehaven’s future in the market, despite popular predictions of coal’s demise. While all of the company’s product historically goes to overseas power generation, the company isn’t expecting demand to subside for quite some time.

“We all know there’s a transition coming, but coal will be around for a lot longer than the media narrative indicates.

There’s increasing demand in our key markets, and little foreseeable increase in supply. On that basis, prices just can’t go backward in the long run in that kind of market situation,” said Mr Flynn.

“We acknowledge we have a role to play when it comes to reducing or offsetting our environmental impacts but equally, without coal, the lights go off for our customers. So as a company, we only sell to countries that are signatories to the Paris Accord. All of our energy coal goes to HELE power stations and in doing so we help deliver real emissions reductions.”

From the global perspective to the local, Mr Flynn reiterated the company’s commitment to getting the greenfield Winchester South Project off the ground – a high-quality metallurgical product, strategically located to rail, water and power, and presently progressing through state approvals.

“We try to craft our business proposition around what’s important for our stakeholders – whether that’s in our rehabilitation projects, supplier engagement, economic contribution or the taxes we pay. Coal mining for us is not a zero-sum game: there needs to be a net benefit to the community and our stakeholders,” said Mr Flynn.

“There’s plenty of opportunities for companies like ours who are willing to push along and get things approved, but we need to step up our industry advocacy. I encourage you all to play your part in educating others about the fundamental role we play in energy security and economic contribution.”

BBMC Director Jodie Currie couldn’t agree more, saying the time was right for the industry to call out popular ideas that were simply out of touch with reality.

“Unfortunately, we see commentary around the future of coal and net zero aspirations where ideology doesn’t marry up with reality. The technology that will take us to a fully decarbonised world may not even be invented yet, let alone able to be commercialised at scale.” 

The presentation ended with a rousing call for industry to step up and advocate rather than shying away from the reality of our role in keeping industry moving and continuing society’s progress.

I encourage you all to play your part in educating others about the fundamental role we play in energy security and economic contribution.

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BHP: Future readiness key to attracting a changing workforce Tamara Barden, Head of HR, BHP Mitsubishi Alliance (BMA) 30 March 2023 No matter where a business sits in the mining industry supply chain, there’s a common struggle - finding and keeping right people with the right skills. Attendees at the BBMC’s March luncheon were treated to a glimpse into BHP’s workforce, and the way the mining company attracts, retains and upskills a changing workforce.

Tamara Barden, Head of HR - BMA was this month’s keynote speaker, sharing both workforce updates and an update on the wider status of the BMA business - among a global setting with rising costs, supply chain disruptions and coal royalty increases.

“Our industry remains essential to the future, as industry seeks to solve some of its biggest challenges. As that role evolves, so does our workforce, and we need to make sure our businesses have the right skills to make the most of that future,” said Ms Barden.

“The recent royalty increase is another challenge to our industry, putting investment across Queensland at risk. But we are resilient, and as an industry we’ve shown that we will always be resilient. We’re meeting a global demand for high-quality metallurgical coal, and BHP’s strong commitment to social value sets us apart as a provider.”

Ms Barden attributed the company’s strong performance to a key factor - their people.

The workforce’s skills are what makes the difference in innovation, meeting a changing market that is accelerating towards decarbonisation.

“The world is growing, and more infrastructure means more steelmaking. We expect global demand for metallurgical coal to continue for decades..”

Ms Barden also spoke about the need for employers to change old mindsets on ways of working - a particular challenge in an industry that works on shift-based rosters.

“Just paying people these days doesn’t cut it people want to work for organisations that are relevant, inclusive and that make a difference.”

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“We’re not balancing life and work, we want to integrate the two. Job sharing for operational roles and flexible transitions to retirement are just two things that we’re doing now that we would have never considered in the past.”

A key part of that inclusive approach is BHP’s ambitious gender targets, which saw 13,000 women welcomed to the company’s global workforce in FY22.

“We’re really proud of our efforts, but we’re determined to keep going. Our data tells us that BHP teams who are more inclusive and diverse are also safer, more productive and more engaged. So it’s clearly good for business.”

The event finished with a conversation about future readiness. Ms Barden stated that there is no silver bullet when it comes to ensuring we have the right skills for the future.

“In the workforce of the future, the competition is strong but the talent is also strong. It takes a combined effort from government, business and education to keep a sustainable pipeline of talent into our workforce to meet demand.

Along with future readiness, BHP sent a strong message on adaptation - that we can’t rest on the laurels of what’s worked in the past.

“People expect more from companies these days, and we need to adapt to a changing world. The acceleration of digitisation across our industry is astronomical, so we need to adapt and evolve how our skills and workforce are cultivated. Private sector and industry need to work together with education to plug the gap in our future workforce. 

bbmc updates

The future of the mining supply chain is people Peter Mifsud, Head of Commercial, Bravus Mining & Resources Paul Davis, Regional Procurement Manager, Anglo American Luiz Sapucaia, General Manager Supply, Stanmore Resources 25 May 2023 Procurement and supply chain leaders from Stanmore, Anglo American and Bravus Mining & Resources led a lively panel discussion at May’s luncheon event.

Topics ranged from post-COVID operating norms to regional policy, decarbonisation and the future of resource supply chain – with a lively discussion between companies and suppliers in the rooms.

The largest unexpected factor in demand was the emphasis on skills and people to ensure a strong future for the resources industry’s next few decades of operations in a decarbonising world.

Peter Mifsud, Head of Commercial for Bravus Mining & Resources, said the mining industry needs to change popular rhetoric around the industry’s future to win the war for talent.

“Coal mines have long asset lives – even with a transition towards sustainable energy in developed markets, we’re talking decades of remaining demand for both thermal and metallurgical coal. We need to be winning hearts and minds of the next generation to show them there’s a future in the mining industry for their entire career.”

But it’s not just about people as employees – people as suppliers bring valuable ideas and innovations to the table. This is proving to be a hallmark of the industry, particularly in previous years as suppliers helped companies to navigate the supply chain complexities that came with the COVID pandemic.

Paul Davis, Regional Procurement Manager from Anglo American, said suppliers stepped up during the pandemic to help simplify supply chain complexity.

“I don’t think we fully appreciated the complexity of

supply chain pre-COVID – take cars and microchips for example, and the incredible delays in vehicle supply at the moment. To be effective and find your way around sticky situations, you have to know your suppliers and also your suppliers’ suppliers, and where that chain goes.”

According to Luiz Sapucaia, Stanmore’s General Manager Supply, people are also what makes the difference in longterm supplier relationships.

“Partnership is so important – if a vendor can deliver and is happy to work with you for the long run, it’s far more economical and sustainable to form that long-term partnership rather than jumping from contract to contract to get the best price.”

And on the challenge of identifying and developing local capability, Mr Sapucaia said it’s about re- framing challenges like labour shortages, shipping delays or even wider trends like decarbonisation as an opportunity, rather than a threat.

“Challenges and shortages help us to identify gaps in our supply chain, and we’ve seen very capable local vendors

fill those gaps. But when it comes to decarbonisation, we really need to see the innovation come through from local suppliers beyond just the usual solar panels or alternative fuels. The answers are out there in our supply chain, and we want to be having those conversations about how to move forward with our suppliers.”

Finally, those looking to get a foot in the industry’s door need to realise that while mining companies may seem like giant conglomerates, there’s people at the other end of the phone or behind the vendor platforms.

Peter Mifsud has a solution: find a champion who’s willing to help your best-in-class solutions move across sites.

“Performance talks – find someone who’s willing to help based on your performance. Offer initiatives and ideas to get other sites interested and be a poster child where you are.”

Mr Davis agreed saying, “If you can demonstrate best practice on one site, as a company we’re always looking to develop agility so stick to your knitting and do what you do well – the rest will follow.”  BBMC Yearbook 2023

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The critical mineral called coal Ian Macfarlane, Chief Executive, Queensland Resources Council Nick Jorss, Executive Chairman, Bowen Coking Coal 13 July 2023 Ian Macfarlane, Chief Executive of the Queensland Resources Council (QRC), teamed up with Nick Jorss, Executive Chairman of Bowen Coking Coal, to speak with local suppliers and producers at the Bowen Basin Mining Club’s annual Rockhampton luncheon event.

As leading advocates for the coal mining industry, the pair pulled no punches to emphasise the urgency of acting right now for the economic future of Queensland and Australia, and to ensure a wealthy, thriving future for the upcoming generations.

Mr Macfarlane highlighted the imperatives of attracting younger generations into the resources industry now, to bring in fresh ideas, innovative thinking and energy to solve the challenges of transitioning to a lower carbon future and sustaining the growth of exports of Queensland’s world-leading quality thermal and metallurgical coal.

In his address, Mr Macfarlane urged Central Queensland suppliers and manufacturers to take a keen interest in the growing North West Minerals Province in northern Australia, saying, “No matter what the mineral, there’s a whole new wave of demand as a result of low emissions technology beginning to be manufactured now.”

Mr Macfarlane said the QRC had recently launched a campaign aimed at Gen Z called ‘Shape your Future, Innovate Our World’ which highlights the many benefits of a career in mining to young people.

The strong message it sends to the next generation is to “stop throwing rocks from the grandstand, and instead get on the field and be part of the solution to achieving a lower-emissions economy”.

Bowen Coking Coal (BCC) provided an update on their operations which are investing heavily in that future, with three mines coming online with over 1.5m tonnes of ROM coal production in the last year. The company has also overseen the refurbishment of their Burton CHPP broadly on time and within budget, secured shipments to Asian steel mills and progressed the Isaac River mine approvals process.

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BCC’s project pipeline includes a diversified portfolio of production and development-ready coal assets, from Bluff in Central Queensland to the Burton Complex and Hillalong in the northern Bowen Basin.

Mr Jorss happily confessed his bullish outlook for the future of coal as a critical mineral. He quoted Economist Jeff Currie of Goldman Sachs who recently commented, ‘US$3.8 trillion of investment in renewables moved consumption of fossil fuels from 82% to 81% of overall energy consumption in 10 years.’ He also reminded the audience that producing one electric vehicle currently takes six times the mined minerals that a fossil-fuelled vehicle needs.

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BCC is strategically investing in coal, with Queensland’s steel-making coal being “the engine room of the seaborne market”, as Mr Jorss calls it. He predicts the demand for steel will be up 30 – 60% on current levels by 2050, fuelled in part by the drive to decarbonise and electrify the energy sector, which is “about to unleash the mother of all mining booms.”

Despite the major hurdles in the approvals process and the fact that Queensland’s top coal royalty rate is now the highest in the world and five times higher than our neighbouring state of NSW, Mr Jorss believes that the facts speak for themselves.

“Wind and solar are expensive forms of electricity if you look at the total system costs and include the massive storage and transmission requirements to create dispatchable electricity, which is what we need. Green hydrogen is also highly unlikely as a replacement for coking coal in steel making with up to 80% of the energy lost in the manufacture and transport of this commodity, making it prohibitively expensive,” said Mr Jorss.

Both speakers urged the audience to join the conversation to restore community and business confidence in coal mining, by being prepared to understand the science and not be easily led by the tiny vocal minority. A recent example discussed is the way just 18 people held up the New Acland mine approvals for 14 years, decimating the local businesses and community over that time. Mr Macfarlane commented that politicians ask why they should speak up for the industry if we don’t speak up for ourselves.

As Bowen Basin Mining Club Director Jodie Currie commented, the future of the ‘critical mineral called coal’ is far from over, so it’s our job to advocate for the workers and resources we need for a strong future. 

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collaboration between miners, OEMs, communications and technology partners.”

“It’s a full process – you have to weave autonomy through the business from the ground up. Autonomy doesn’t just touch operations – there’s training, HR and maintenance that all have to come on the journey.”

Partnerships towards a sustainable future: Thiess pursuing transformation Trent Smith, Head of Autonomy & Operations Technology, Thiess Matt Sayers, Head of Assets for Australia East, Thiess 14 September 2023 Attendees at the September luncheon in Mackay heard from two senior leaders at Thiess about the company’s experience in automation and how they are contributing to the decarbonisation transformation that is central to achieving net zero emissions by 2050.

Thiess is a well-respected Tier 1 mining services provider in the industry today, with an origin in contracting that began 90 years ago in the Toowoomba region. Thiess was there at the foundation of the Bowen Basin coal industry and has recently pioneered a new frontier in autonomous mining services, harnessing the power of people and technology to create a sustainable future.

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Autonomy & Operations Technology, provided an overview of Thiess’ approach to automation, which focuses on working with clients to improve operational safety, reduce operating costs and implement innovation.

He used the example of Pembroke Resources’ Olive Downs Complex, which has gone from a greenfield site to an autonomous mining operation within the space of 18 months.

With plans to operate 15 autonomous Caterpillar 794AC, six autonomous Caterpillar 793 haul trucks and three autonomous drills supported by 85 connecting assets and a private LTE network, Thiess has notched up a number of world firsts as a mining services provider deploying new technology.

In taking on the challenge of automating Olive Downs Complex operations, the ultimate goal was reliability.

Remarkably, the autonomous haul fleet at Olive Downs hit production targets only two months into full operation – a unique result in a greenfields operation.

The career pathways created to move traditional mining roles across to autonomous mine roles are also impressive, with the business reimagining the way people work on a mine site and using their skills to the biggest advantage.

The theme of transformation continued in the second half of the keynote, as Matt Sayers, Head of Assets for Australia East, highlighted significant challenges for the industry across decarbonisation, an aging fleet with short asset life, and capital competition as input costs increase.

However, these challenges come with an opportunity for collaboration with suppliers, industry and technology partners.

But Mr Smith says the core learning from Thiess’ adoption of autonomous technologies so far is that it’s not just about the technology.

Mr Sayers presented Thiess’ decarbonisation roadmap, which includes exciting initiatives underway now to integrate low-carbon, cost-competitive and remote operations technology.

“There are also important partnerships involved in successful automation deployments. Delivering and enabling autonomy programs requires close

One of the key immediate initiatives in the roadmap is the trial of dual fuel technology. As part of their partnership with Mine Energy Solutions, Thiess is currently

running a 793F truck trial at one of their sites in the Bowen Basin to evaluate the use of dual fuel – highdensity compressed natural gas (HDCNG) and diesel – with the ultimate aim of up to 80% natural gas substitution.

“The first step is really winning people’s hearts and minds and bringing them along on the journey.

HDCNG isn’t necessarily an endpoint but it’s an important step along the way to use a less emission intensive fuel to replace diesel and bring down the total greenhouse gas emission profile. The trial to date has made inroads into the targeted substitution with a second truck being commissioned in Q4 this year. It is certainly a step in the right direction.”

It’s not all about fuel and energy though. Thiess also talked about implementing composite chassis frames on their 793C/D fleet to reduce stress and extend asset life, with the cost- competitive and waste reduction element of decarbonisation in mind.

“Again, this is about changing the way it’s always been done, which takes a people-first approach throughout. The people need to be on board with the journey first, and then the team can deliver.”

For suppliers, Sayers urged an understanding of the journey towards decarbonisation and asset stewardship, with the solutions a long-term journey rather than an overnight solution.

“We’d love for our suppliers to partner with us on sustainability projects, understand our asset and operational future, and help us develop and integrate the latest technology. A two- way conversation and relationship is where that begins, so bring us your ideas.” 

Ian Macfarlane, Chief Executive, Queensland Resources Council Barry Tudor, Chief Executive Officer, Pembroke Resources Mark Scott, Chief Executive Officer, Hastings Deering Mick Crowe, Chief Operating Officer, Bravus Mining & Resources Jason Economidis, Chief Operating Officer, South32 24 November 2023 With decades of leadership experience between them, the panel tackled some of the toughest topics and hot-button issues facing the industry today; from the threat of a changing regulatory environment, major asset sales and the investment landscape on the back of the Queensland Government’s 2022 royalties regime increase, to decarbonisation opportunities and industrial relations challenges.

Perhaps it shouldn’t be a surprise that of all of the potential challenges, the unanimous agreement was that the ‘everything shortage’ for talent remained the biggest hurdle for the industry to clear in coming years.

Across the changing nature of employees’ expectations, the crunch for degree-qualified mining engineers and capital city competition for tradebased workers, we asked the panel what the best strategy would be to continue attracting people to the sector.

Mark Scott made mention of Hastings Deering’s significant apprenticeship program, which sees over 2,000 applicants annually for just 50 roles. Increasing the intake to ‘grow’ more trade-qualified staff is a priority for the company, as well as attracting university graduates into new fields like data analytics and automation.

The Queensland Resources Council’s Queensland Minerals and Energy Academy (QMEA) is another key strategy for Hastings, which partners to increase school-aged children’s awareness of the opportunities presented by the mining industry.

The challenges of living regionally were

addressed by Mick Crowe and Jason Economidis, who both agreed that more should be done to increase the attractiveness of living regionally, from basic community amenities like healthcare and safety to work and play opportunities for partners and children of resources workers. The less-obvious elements of work-life balance and flexibility for people to spend more time with their families were also a big sticking point.

The panel threw out the challenge to collaborate on the ‘brain drain’ that will draw future talent away, particularly with the 2032 Brisbane Olympics attracting people back to south-east Queensland. Ian Macfarlane put it well, discussing the QRC’s latest campaign which encourages young people to “be a part of changing the world, get out of the grandstand and make a difference”.

How? By joining the mining industry.

As an industry, we could all heed that advice: securing the future of mining in Queensland will require every single player, from the C-suite to the workshop floor, to ‘get out of the grandstand’, proactively advocate for the industry, and change the world together. 

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People over production: C-suite Panel discusses industry challenges and opportunities

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2023 BBMC CRIB ROOM PODCAST

Standing our ground: defending the critical mineral called coal

D

uring 2023 we interviewed leaders from parts of the sector most affected by changing political and environmental pressures. We asked the big industry questions – and discovered fascinating little-known facts about our guests and their influential journeys.

Nothing is off the table in The Crib Room – here’s what we discussed! Interested in catching up on past episodes? Search ‘BBMC Crib Room’ wherever you listen to your podcasts, or scan the QR code.

EPISODE 1 Royalties, ESG and the future of the industry with Ian Macfarlane, Chief Executive, Queensland Resources Council We couldn’t have started the year any better than interviewing industry legend Ian Macfarlane. It’s been a big few years, politically speaking. As expected, Ian didn’t hesitate to fill our listeners in on lesser-known details of how the royalty hikes were ‘managed’ and the politics of ESG in Australia, along with his predictions for the future of the coal industry in Queensland.

Royalty hikes There’s no doubt it’s one of the biggest industry battles in recent memory. One of the most controversial points has been the lack of industry consultation before legislation. The Treasurer claimed the industry was consulted, but Ian confirmed the sequence of events, which certainly didn’t include consultation.

Ian explained that although mining companies are currently raking in huge profits, these profits are necessary for the cyclical coal mining industry.

Companies need to make profits when demand is high to save and invest and see them through the inevitable downturns. Secondly, profits are not hoarded – they’re devolved to shareholders and institutional investors,

many of whom are the superannuation companies that pass on the dividends to their members, ordinary people.

Copperstring 2.0 Ian clearly remembers discussing the need for this ‘spine’ of energy generation along the northern part of Queensland. He confirms this is fundamentally different but totally necessary to unlocking the growing mining boom, allowing electricity to flow into the development of strategic mineral operations. The main challenge is building the public user infrastructure. running east to west, so that solar farms follow the sun to Mt Isa, balancing the grid by coming on online one after another with the movement of the sun.

Ian also pointed out that the North West Province will never be bigger than coal, as most operations will run with hundreds, not thousands of workers after the construction period is over.

Renewables Talking of baseload power ultimately transitioning to renewables, Ian pointed out that the trick will be getting there without sharp increases in prices. He sees serious opportunity for the gas industry to provide peaking power to fill the troughs in solar and wind power generation, as happens every night and any rainy day! Ian foresees major problems ahead in the construction of a renewable grid. He commented,

“We need to make sure we manage this transition very closely … a huge amount of the infrastructure has got to be built at a time when Brisbane is trying to finish the Cross River Rail, build for the Olympic Games and so on. The continued demand for civil engineering alone is going to be a major challenge in itself.”

Big industry question – do Queenslanders understand coal?

In Ian’s extremely wide experience – no.

Particularly those who protest about coal, but drive their steel car, work in a steel tower, and live in a house built of steel. Again, we need to be better at explaining in order to drive the message that the world is better off burning Queensland’s low ash, no sulphur, more efficient coal, since most the developing world will be burning it anyway for the next 30-40 years at least.

Ian’s advice to change perceptions from hysteria to a balanced debate: • Make the story interesting • Make sure the journalists understand what they’re writing about • Stay away from the marginal arguments • Tell the truth – it always floats to the top. Sticking to a science-based, factual interesting account is the best way to get the point across.

• Repeat things more than once – most will be just starting to hear it.

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EPISODE 2 Activism and changing the narrative with Kate Campbell, Bravus Mining & Resources In Episode 2, we welcomed Kate Campbell, who has worked in mining for more than 20 years. Kate started at Mt Isa Mines in communication and community relations and has built a stellar career in resources communication since then.

Over the last two decades, Kate noted how some areas of communication have transformed - and not always for the better. Employee communications and community relations were much more integrated, with the staff and families almost all living nearby in residential towns. Today there are many more audiences to think about, including social media and global stakeholders, which tends to lead to more cautious communication.

What hasn’t changed is that for really good communication, nothing beats face-to-face. But this is not always possible, so using social media with video, infographics and fact-based communication is essential, using the channels that our audiences use.

Fighting fear with facts Kate has had great experience in fighting fear through fact-based communication.

During her time with Santos and other companies as the coal seam gas industry in Queensland was being built, Kate and her team were instrumental in taking the communities on the journey to understand the facts rather than trust

the ‘fracking industry’ hype of the time, mainly from America. Assuring people in many different settings that fire would not come out of their taps, for example!

Even simple strategies like speaking about natural gas rather than coal seam gas (the same thing) was important at the time.

Staying on the front foot In Kate’s current role at Bravus Mining & Resources, the strategy is purposefully different. They’re taking the initiative to lead and shape the conversation deliberately, telling their story first rather than defending other people’s conversations – thus arming people with correct information and inviting the public to get to know the locally managed Australian team on the ground.

Kate’s biggest takeaway is the importance of getting on the front foot early, and meet activists head-tohead with your own equally detailed, passionate, colourful information backed by fact.

Use all the channels where your antagonists communicate, but think about who they are trying to influence, and reach out to those same people.

Also, talk to the people who are part of the network of our industry – our neighbours, our employees, our communities, our suppliers and potential suppliers, our decisionmakers like Councils and politicians.

We can’t assume that people in our industry understand – Kate often comes across industry insiders who carry misunderstandings about the demand for coal or believe things that are not true.

Big industry question – why has Bravus had to ‘try harder’?

Kate explained that a few different reasons came together: 1. Unfortunate timing - Adani wanted to open the Galilee basin at the same time that anti-coal lobbyists had coalesced, with huge funding from overseas to the point where they could attack one large project.

2. Carmichael is Adani’s first big project outside of India, allowing activists to play on business ‘takeover’ imaginations in public perception.

3. Because the activists were so aggressive, it resulted in court challenges that stalled progress.

4. Social media campaigns made it appear that there were massive numbers of people involved, whereas we know now there was a very small group using amplifying tactics. The nature of social media also allowed communications and fake news and images that would not be acceptable today.

Now the operation is established, Kate noted how the company is now firmly embedded and has built solid relationships throughout the sector.

Photo: Bravus

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EPISODE 3 Coal, contribution and communication with Michelle Manook, Chief Executive Officer, World Coal Association Episode 3 was a great conversation with Michelle Manook, who is committed to coal’s strong future as an energy source and had some excellent contributions to this conversation.

Michelle’s role is complex and challenging, but she took it on in 2019 out of growing concern about the misunderstandings around the critical resource called coal. As she explained, “I found it certainly concerning, the way the debate was escalating and that binary and righteous nature of it, particularly from the global north. I also felt there was such a naivete that ignored the real-world issues of energy poverty and the needs of emerging and developing nations, which I couldn’t see reflected in the debate.”

Two major challenges ahead Michelle noted that the major challenges for our industry are two-fold: 1. We will need to continue to educate governments, investors, communities and stakeholders at large about coal’s total contribution to society.

2. At the same time, we’ll need to demonstrate that we are a united coal value chain, with strong connection and commitment to both national and global development and decarbonisation goals.

She emphasised the importance of taking the emotion out of the debate and focusing on the compelling facts, making the discussion less about sensational headlines and more about how we’re going to solve these problems of development and decarbonisation together.

About the World Coal Association The WCA is a member advocacy NGO and over the last 4 years they’ve been reframing their strategy ‘Evolving Coal’.

The WCA was recently described by international media and key stakeholders as a think tank. The Association’s members are very committed to building what they regard as an abated and fully sustainable coal future.

They’re also very focused on the United Nations SDGs, working to create an agnostic policy environment that is inclusive of all fuels and all technologies, in line with the Paris Agreement that did include all fuels, including coal.

Becoming an influential woman in mining Michelle was recently named as one of the 100 most influential women in mining. Michelle has found the most meaning in the cultural diversity of the group. She commented that awards like these are particularly valued by younger, upcoming women as they do take inspiration for their own journeys from other influential women from the journeys of influential women.

Coal’s sustainable future Michelle confidently foresees that coal will continue to a significant contributor to global electricity. Coal currently supplies 35% of global demand, but by 2030, even based on the IEA’s conservative forecast, coal will be needed to supply around a 26% share of a much larger and more diverse energy pie. It’s never going to be a cut and paste with renewable scenario. Beyond that, of course, is coal’s criticality in the manufacture of steel, cement, aluminium, fertiliser and allied industries for the foreseeable future.

The other key statistic that is often overlooked or disregarded – 99% of coal pollutants can be abated – and those material efficiency gains can be achieved through existing technologies. Many methods are being investigated and deployed globally, despite the negative sentiment circulated particularly among the global north.

WCA members want to ensure their contributions towards society go far beyond combustion. To deliver high value-added products that need coal as a critical input, the WCA is working towards openness and transparency to transform the wider network, starting from the inside.

Changing the energy debate narrative Michelle is passionate about changing the narrative using facts to understand abated coal. As she said, "You’ve got to challenge the perceptions with facts – the media may not ever like us, but we can make them pause and reflect.

We really need to engage with media about coal beyond combustion, and talk about coal’s facilitating role in food production, hydrogen production, supply of critical minerals, a critical enabler of heavy industries and so on. It’s a good way to mature the conversation going forward."

Big Industry Question – how did coal become a demonised commodity?

Michelle believes that critics have failed to understand the difference between abated and unabated coal, and we as a community have failed to explain the total contribution of coal to society and consistently explain that distinction between abated and unabated.

Another major factor, in Michelle’s opinion, was that over the last decade we were all messaging independently, leaving a few to tackle the debate, not representing ourselves as a united value chain, allowing our focus to stay on the ‘noisy’ shrinking western markets and not course-correcting towards developing and emerging markets and what they were saying.

The future is bright, and we’ve come a long way towards our coal transformation journey.

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EPISODE 4 AI, technology and the future with Theodora Le Souquet, Managing Director, Canaria Technologies With AI as a growing conversation in the industry, this episode was an eye-opener to the exciting future of the safety industry with personal predictive biometrics – and getting to know Theodora’s background and plans for the future.

Theodora started in the US public service as a strategist and policy maker. But she always had an entrepreneurial edge to her career, working or volunteering to use technology and strategy to accomplish more, faster and in new ways in fields as diverse as engineering, architecture, literary publishing and cricket. Theodora’s long-term career trajectory is to become a senator in the USA in 2040 – and we have no doubt she will achieve that and have great influence in that role!

Has your company experienced pushback against wearable preventive technology?

Theodora explained, "Canaria has worked with large and small companies around Australia, in terms of putting technology online and gaining uptake is hard, it doesn’t happen overnight.

Mentalities take time to change, and there are so many other factors that go into making the technology relevant in order to get past the adoption issues.

Tech is an enabler, not a replacement, not to allow people to replace their decision making, and take responsibility for action.

We make it very clear that there is no privacy breach, and no GPS! It activates with or without connectivity, it will work anyway. It’s about getting people home safe with no other purpose in mind.

How has the personal predictive biometrics industry changed?

Of course, gathering data over time is very valuable and allows patterns to show which might allow support of whatever might be going on in the person’s normal life."

In her current role leading Canaria Technologies, Theodora has seen the safety industry move from a reactive to a more proactive outlook. She has noticed that people are starting to understand that it’s very good for accountability to prove ‘what happened’ in an incident, with the intent of being able to solve potential problems before it becomes an issue.

Theodora has a great perspective on AI. She says "AI is a big word! When it started, it was all about getting robots to be ‘people’. Yes, AI will replace some repetitive tasks, but what it can’t do is get to the future first. That is what humans have been doing since Day Dot – we’ve been thinking of what comes next.

And we’ll keep doing that to make our lives better and easier.

What’s the next big thing unfolding for the sector?

It’s getting our heads around what we don’t want to do anymore. Let’s trust and verify and see where it takes us, with ethical policies out there, so when it goes outside those lines, we know what to do, rather than allowing technology to dictate what we do.

We’re seeing the effects of automation trickling down throughout the resources sector. Theodora noted she was bullish and happy about automation. The opportunities are still there onsite or offsite – for example, the person controlling 12 automated dump trucks needs just as much proactive monitoring as operators in the field would, as removing people from site does not necessarily reduce stress.

People will always be part of the supply chain or process, and we look to ensure these people are given the tools to optimise what they’re doing, in terms of AIs, sensors, and change management to keep the industry growing, keep people coming into the industry, and serving best practice.

Photo: Anglo American

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Robots are going to take our jobs – aren’t they?

I hope robots take our jobs! If your job doesn’t make sense to you or something you care about, let it be automated. There's a scope that we forget about that technology is enabling us to do what we want to do, not what we have to do. For example, the data we collect is so rich- in 10 years it will be a safety game changer – there’s so much that can be done and will be done because of technology and data."

‘Greenwashing’

Greenwash, green shift, greener with Michael Rosengren, Managing Director, QMetco

Management considered the feasibility of installing a 30MW solar farm in 2019.

The 26-year payback was commercially unattractive; additionally, the facility would need connection to the grid, without any guarantee of being able to feed into the already fully loaded wires and poles in the area. Therefore, investing in solar, for Foxleigh, would have been unviable and to do so would merely be greenwashing for the sake of appearance.

Michael’s long career has seen him in leadership with most of the major names in Queensland’s mining industry. He’s brought all that experience to his current role as QMetco Managing Director.

QMetco manages Foxleigh coal mine in the Bowen Basin and several other assets in Australia and overseas. Here are the key takeaways from Michael’s experience and viewpoint.

How does an operation become a benchmark for PCI coal pricing and quality?

Foxleigh is in the enviable position of producing the world benchmark for quality and pricing for low-volume PCI coal. A key factor to quality is the low volatility and Foxleigh’s ash and specification level is highly beneficial for blast furnaces. Foxleigh coal is well known by name by importers in Japan, Taiwan and Korea.

Minimising carbon, retaining a viable operation Michael asserts that humans have an impact on our environment, whatever we do. We have a responsibility to be continually mindful about how we minimise the negative effects and ensure there’s a long-term harmony and sustainability in the environment. But it needs to make sense in business terms.

He uses Foxleigh’s carbon footprint and how it’s been dealt with as a case study of sensible reckoning.

The situation: Foxleigh is required to report carbon emissions annually to the clean energy regulator. The major focus currently is Scope 1 emissions; Foxleigh has a baseline of 281,000T of CO2 annually, based on current operations, reporting around 220,000T in 2022.

Of the 220,000T, roughly 35% was ‘fugitive’ (a direct and inescapable result of mining coal), and the balance of 65% is related to diesel burn. By contrast, Scope 2 emissions were only 12,500T.

In another example, the mine infrastructure area is powered with a diesel genset producing 650,000MW per year. Electricity lines terminate at the wash plant 5.5km away. Foxleigh considered extending the electricity line as an option to reduce diesel burn. The gen set uses about 200,000 litres of diesel per year, and the carbon footprint is 543T (out of the total 220,000T CO2). Looking at the regulator-provided tables, the equivalent footprint using electricity from wires would have been 524T – a saving of 19T – for an investment of $1.5 million and 14-year payback. With no meaningful difference, Michael and team felt that going ahead wouldn’t have been a responsible decision, even though some operations do so in order to be seen ‘making a difference’.

‘Greenshifting’ Michael knows that the 35% fugitive emissions means that unless they stop mining coal, they’ll never get to zero emissions. Some OEMs have net zero targets – and he struggles with this, as generally, the proposed solution is to provide electrical solutions instead of diesel. Therefore, the same emissions now fall into Scope 2 – effectively shifting the problem from a Scope 1 label to a Scope 2 label. There are good options to replace truck haulage, like trolley assist, but this is not suitable for all mines. Similarly, the likelihood of large-scale ‘green’ steel, that is more than 50% produced by hydrogen, is many decades ahead.

The Australian Carbon Credits Unit offset scheme is another great example of greenshifting. While offsets can be bought and relinquished, fundamentally none of these change a coal mine’s actual carbon footprint. Some would argue they are just another defacto tax on the resources sector, and Michael is not convinced this is a long-term credible solution.

Whatever solution the industry comes up with, it requires an integrated approach. As Michael succinctly remarked, “If they’re not considering the practicalities of the others, it’s a bit like pushing a balloon in – whatever is pushed in pops out somewhere else, and the volume doesn’t change at all.”

‘Greenhushing’ Michael emphasises that no one should be ashamed of being in the coal industry and we certainly don’t need to hide behind the ‘green’ hubris. It is getting more difficult because we do have to explain and we know some people will not be listening, no matter what we say. But it’s not a time to be silent in any arena, and it’s important to be ready with an answer about what the operation is achieving in practical terms – like Foxleigh, who are working to minimise litres of diesel per volume of payload moved, to make a real difference.

At the same time, resource businesses are often part of the problem, setting aspirational goals of net zero by a certain date with little realism attached.

Big Industry Question – As a mining engineer, what can be done differently to reach the next generation of engineers?

While there was much less choice back when Michael started, engineering remains a fascination even today, as a starting point for a career. What made mining attractive was the paid vacation work from Year 1, and he never looked back. In those days, for example, Mt Isa Mines employed 300 undergraduates, and today there’s nowhere near that level of exposure today.

Michael believes that as an industry, we have an obligation to generate the excitement of a varied, well-paid career and get younger people talking about their personal experiences. Michael says even today, he’s never had a steeper learning curve and he’s still totally enthusiastic about the industry.

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EPISODE 5

EPISODE 6 Mental Health in Resources with Nathan Turner, Business Development Manager, Onsite Rentals Brought up in PNG, Nathan’s early career choices revolved around the culinary sector. He started as a chef in Port Moresby, then moved into largescale catering in mining camps. He took on security and community roles in the region working with large resource companies, and returned to Australia just before COVID kicked in. With a huge network and transferrable skills, Nathan was snapped up by Onsite Rentals and hasn’t looked back.

Lessons learned - PNG and Solomon Islands Nathan highlighted the advantages of experience in remote and difficult regions that have given him the ability to relate to diverse clients. He also learned to pivot at speed, use his teams well and come up with out-of-the-box solutions easily when dealing with the pressures and logistics of remote operations.

Reputation is everything, and in a strong, tight-knit culture like PNG, your reputation certainly goes before you, he found. As Nathan noted, the easiest way to succeed in a new project was to “do the right thing” with the local community on every project.

Representing ‘Spoke to a Bloke’ Nathan has accepted a role as Ambassador to mental health NFP ‘Spoke to a Bloke’. From personal experience, both his sons were impacted by friends who took their own lives, and the ripple effect was incredible. The sobering reality is that 9 people a day take their life in Australia, and 7 of those are men. And if one bloke is helped to find help at the right time, the ripple effect on hundreds if not thousands is incredible.

While working in the resources industry, Nathan worked with a number of Returned Services men and women, various police agencies and first responders and has seen first-hand the impact of PTS and mental health issues.

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‘Spoke to a Bloke’ runs two major programs – 121, working with clinicians to pay for people who can’t afford help when it’s needed, and MINDS which provides tailored video support delivered digitally to people working remotely who can’t access support locally. This program goes further to help organise face-to-face support when the person gets to home base.

Nathan commended Movember, RUOK, Mates in Construction, and Soldier On for doing a lot collectively, but not enough if even one person feels that suicide is their only solution. He says, “Every day should be RUOK day. It’s not only knowing how to speak to someone, but how to follow up to help that person get to where they need to be”.

As an Ambassador for ‘Spoke to a Bloke’, Nathan is working at getting the message out to the resources industry wherever he goes. And the message is “Don’t be ashamed to ask for help if you’re even a ‘bit off’, and don’t be afraid to ask a mate how they are. Breaking the ice with a short conversation is the start of positively impacting a mate.”

Helping customers towards decarbonisation targets In his role with Onsite Rentals, Nathan is actively working with OEMs to provide solutions. His opinion is that while it’s clear that businesses in the Bowen Basin are working proactively and using incredible technology, effectively meeting imposed goals is not yet attainable. For example, solar options are good, but cannot meet decarbonisation targets - and we’re nowhere near not needing diesel for example. The mining companies are working hard, but there’s going to be a huge need for ongoing collaboration, phased over a longer time.

Photo: BHP

Big industry question – what are the factors that make our industry more susceptible to mental health issues?

The remoteness of the majority of mining leases is the obvious reason, although there’s a trend building to steer away from FIFO and back to more residential labour models. People are realising that long separations are tough and not healthy. Mining camps, for example, Civeo are certainly making a difference in terms of creating a healthier environment and atmosphere, though.

Nathan also sees that the increase in the number of women in the workforce is also a positive. It adds a different perspective and it’s not such a blokey atmosphere - old attitudes are slowly going and it’s becoming more acceptable to put your hand up and ask for help when the going gets tough.

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EPISODE 7 A strong voice for nuclear with Dr Steven Wilson, Managing Director, Cape Otway Associates Steven Wilson is currently juggling no less than five hats – MD of Cape Otway Associates, Adjunct Professor at the University of Queensland, and consulting on in-house policy and analysis for major mining companies. Over the last 30 years, he has worked in many countries across economics, mechanical engineering, the future of nuclear, global energy efficiency and the geopolitics of energy and resources. He aptly describes himself as an ‘energy tragic’.

Where does Australia sit in the global nuclear arena?

Putting specific technology aside, Australia’s legislative barriers are the country’s biggest stumbling block. Even sitting politicians are unaware of current laws banning nuclear power totally in most states, so education and awareness building is a huge focus. And removing bans is one thing, but they need to be replaced with laws and regulations that will manage nuclear going forward.

Australia’s one operational research reactor, Lucas Heights, is a very small but high-quality industry that has been operating for decades. It is well governed by laws – the country is signed up to many global treaties that surround it, but we’re not geared up to support a civilian nuclear industry.

But with AUKUS now in play, it’s imperative to ‘lift the country’s game’ to a whole new level to support and maintain the country’s commitment to building and maintaining nuclear-powered submarines. Overall however, Steven sees indications that 92

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the tide of anti-nuclear sentiment is turning.

The power / cost paradox Steven warns us not to believe what the media publishes about the perceived hurdle of cost. No surprises there. But as he explained, if we don’t plan well, as the energy and resources sector, we’ll end up paying more for emergency refurbishments down the road as plant ages.

While the cost seems to be a battlefield, there’s very little high-level engagement about total system cost – and this is where nuclear becomes a very attractive option. Steven described the scenario: “Imagine you’re the Energy Minister, surrounded by eager young law, finance and economic advisors telling you that wind and solar farms’ levelized cost is $50MWh, while nuclear is, say, $100MWh. Which is the cheaper system? The lawyer dismisses the whole question since nuclear is ‘illegal’. The accountant advocates wind and solar as the cheaper solution here and now. The economist suggests letting the market decide. But where is the energy engineer who understands the full system cost, with the optimum amount of nuclear easily integrated with existing systems?”

How is the SMR different to ‘traditional’ reactors?

A small modular reactor (SMR) is 50 – 300MW. Below 50MW, micro modular reactors are 5 – 10MW. These are designed to be installed underground, for example, or made to fit in a 40ft shipping container.

Until relatively recently, the philosophy was to build bigger and bigger units to achieve economies of scale. Each 20th-century unit averages 1000MW – the largest single

unit in Australia is 750MW, and most are 500MW. Typically water-cooled with large towers, these create the mental image most people have of nuclear power plants.

viable, emissions-friendly, cost-effective alternative for diesel. Diesel fuel is one of the highest operational costs on a mine site anywhere in Australia.

But thinking has changed in the 21st century. In the last 20 years, engineers, in collaboration with governments, have been planning a different approach to make much smaller units.

Instead of building the whole thing on site as a project, the approach is to prefabricate units and components in factories, under controlled conditions, achieving economy by replication and modularity. In reality, not unlike wind and solar farms.

Particularly for the more remote sites, without affordable access to the existing or planned power grid, investigating new nuclear technologies is the most sensible choice. A future where small or micro modular power forms part of an independent, lowemission energy system for mines is very achievable and very affordable – once Australian legislation and industrial development reach that point. Some mines, like Mt Isa Mines, are already investigating feasibilities.

Developed countries are in the construction phase for SMRs. Canada, for example, is planning to be part of the nuclear global supply chain and is currently implementing the supply of 1.2GW of power using four 300MW SMRs. An entire SMR or micro power system can be contained in three shipping containers – one to hold the reactor, one containing the control system, and one turbine power block, with the system capable of being located and operational in 30 days. This model is ideal for remote mine sites, the Air Force, and inhospitable terrain like the Antarctic – and can be customised depending on the situation.

Big industry question – what would the future look like when nuclear is available for our mine sites?

If the question is ‘what is the best alternative to diesel’, and if miners are actually trying to eliminate CO2 (not just satisfy regulations by buying credits or other administrative offset alternatives), there is an imperative need for a truly

The civic discourse around the question ‘Is Net Zero possible without Nuclear?’ is gaining a groundswell of support.

The subject stands up to the greatest scrutiny – nuclear is a good answer to our biggest energy challenges.

Steven believes this can be a unifying issue – and if people “do the math” and start to understand that modern nuclear alternatives tick all the boxes, it could even bring politicians together. 

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Rare earth elements in coal: doing more with coal waste Dr Jane Hodgkinson, Dr Nerrida Scott and Clint McNally CSIRO

I

t comes as no surprise to anyone in the industry that extracting coal leaves many byproducts at mine sites, currently classified as waste.

Starting from a view that nothing is waste, a team at CSIRO, Australia’s national science agency, is working on characterising and mapping the content of coal waste – and their initial findings are surprising.

The research team has found that in some places, coal waste may contain a ‘higher than background’ level of rare earth elements (REE) and sometimes also lithium – valuable for the energy transition. The CSIRO team is currently focusing on research supporting the mining industry to identify and recover critical minerals such as rare earth elements.

These can be found both in-situ, in existing mining operations as well as in new mining areas.

The team is looking at methods to characterise,

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extract and concentrate critical minerals as part of the wash plant process. As well as searching for productive uses of other coal waste.

We have a few questions for Dr Jane Hodgkinson, Dr Nerrida Scott and Clint McNally: How are rare earths linked to coal waste in Australia?

Our current research focus is looking into waste products of mining to identify whether there is a presence of rare earth elements in tailings and waste streams. We have also been looking for the original sources of these rare earths.

We hope to determine if the presence of rare earth elements can be predicted in new areas and whether they can be economically extracted in the future. We also want to understand if they can be stored or quarantined in a concentrated stockpile within an operating mine for later extraction.

The team is looking at one mine in detail at this stage. However, we hope to expand this research to investigate whether there are parallel findings within the same sedimentary layers throughout other areas of the coal basin.

How much coal waste isn’t ‘just waste’, and is it worth going to all this effort?

We think we may need to look broader than just the coal itself in terms of a valuable resource. There is potential for useful minerals to be found in the interburden layers of a coal deposit. Some of these minerals may end up in the tailings, particularly if they are highly dense minerals. Other minerals may end up in waste streams and not go through the processing plant at all.

If we can isolate the sources early in the mining process, we can potentially preconcentrate the rare earths and critical minerals in a stockpile and avoid them ending up in the overburden or tailings altogether. Ultimately it comes down to economics. Do the dollars stack up to recover the minerals from the tailings and overburden or not? If we preconcentrate, can we then economically recover them?

What concentrations of rare earth elements are we talking about?

We are aiming to identify where levels of rare earth elements are more than 2.5 times the naturally occurring elemental levels. Where we see a spike, we know to look closer.

Photo: Turnbull Photography

The ability to use those rare earths depends on the ease of extraction and the relative difficulty of separation. At this stage, we cannot put a figure on how much is useable – it is too early in the research.

Every deposit has its own characteristics, and we can’t assume that the characteristics of one deposit, will apply across a whole coal basin.

How much is useable for other recycling?

From a mining perspective, if we can’t isolate the rare earth sources before mining has fully progressed, the task of recovery becomes bigger.

This is because we may have to get through a large amount of waste to find the minerals that we want to recover.

From a tailings perspective, this is an interesting question because, in the past, we may have viewed the material in a tailings dam as waste because it wasn’t the material (saleable coal) that we wanted to recover. Looking for critical minerals in tailings opens a different perspective. Instead of being a waste stream, it now becomes a partially concentrated resource, which has had the bulk of the coal removed. We hope to find that the concentrations of critical minerals are high enough to

Even if we do identify higher concentrations of critical minerals in a tailings resource, it’s still not easy to recover the minerals that we want without reprocessing the entire contents of the tailings dam.

However, it may be viable to recover multiple high-value minerals, including magnetite and saleable fine coal.

With the global push for more stringent tailings standards, there is an increased focus on what else we can extract from our tailings, and how we can reduce the need for tailings storage long term.

Is your team the only team working on a project like this?

Part of our work has been funded by Australian Coal Industry's Research Program (ACARP), but we are certainly not the only ones

looking into this. In fact, a 2017 US Congress report flagged a pathway towards economic recovery of rare earth elements from coal and coal by-products!

A range of activities are taking place to find the best options for extracting rare earth elements, including research into physical separation techniques like roasting, leaching, bioleaching and biosorption.

Does Bowen Basin coal have a particularly high level of harvestable rare earth elements, compared to other major global coal resources?

We don’t definitively know the answer to this question yet.

Which is why we are doing the research – to find out what’s out there and identify where critical minerals reside in the existing mining resource. We hope to expand our dataset by mapping credible rare earth element beds in various coal

measures through the Bowen Basin. This will provide some guidance on where more investigation should take place.

What spin-off potential uses are there for coal waste, with or without rare earth elements?

Aside from reclaiming coal mining areas for agriculture, which is already successful, coal wastes could potentially be used to recover other minerals, such as clay-based minerals, in the future. Anecdotal research into making road base materials from coal waste has also been done. Other construction materials may be possible depending on the waste content, so characterisation is critical.

Part of the challenge is seeing beyond our current mining needs to identify what we may need into the future – and that’s a challenge we can all be a part of solving. 

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enable efficient recovery of the new minerals that we want to extract from the tailings.

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Photo: Bravus

Basalt could be the cornerstone of a new alliance between agriculture and mining, industries that have long shaped the Bowen Basin's economy and identity.

A new critical mineral unlocked: Basalt - driving a new narrative for the Bowen Basin Andrew Pedley, Chief Executive Officer Carbonaught

B

asalt, the dark, dense rock that undergirds much of Queensland's mining operations, is stepping into the limelight as a mineral with unexpected virtue. Its ability to rejuvenate depleted soils and sequester carbon is now recognised, catapulting it to the status of a critical mineral. Here's the crux of the matter: basalt could be the cornerstone of a new alliance between agriculture and mining, industries that have long shaped the Bowen Basin's economy and identity.

The newfound role of basalt offers a narrative rich with potential. It's a narrative in which mining doesn't only take from the earth but gives back—enriching soils, drawing carbon from the air, and underpinning a food system that contributes to the planet's healing. As the first projects mobilise in the region, there's a glimpse of a future where Queensland sets a global standard. Here, the mining industry can redefine its legacy by underpinning a new global energy system: food.

Basalt’s role as a soil-building fertiliser has been well understood for centuries, but for the first time in history, its carbon removal capability now has value. Long thought to be inaccessible, recent breakthroughs have shown that instead of 10,000-year lead times for carbon benefits, it is more likely 3-5 years.

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For its ability to supercharge fertile soil creation and permanently remove carbon from the atmosphere, basalt is fast becoming a new critical mineral for its ability to deliver more food on less land at lower cost with lower emissions.

How basalt is used When ground to 4-5mm crusher dust and dispersed over croplands, basalt begins a process known as enhanced weathering. This not only delivers essential minerals to the soil, fostering a surge in fertility and boosting crop yields, but it also initiates another recently discovered chemical reaction.

As the minerals dissolve, they naturally react with atmospheric carbon dioxide, transforming it into stable bicarbonate compounds that are then washed away into the ocean, where they can no longer contribute to the greenhouse effect. This process mimics and accelerates the earth's long-term carbon cycle, offering a scaled method for carbon sequestration.

Scientific studies suggest that this could sequester billions of tonnes of CO2 annually, effectively turning agriculture into a net carbon sink. Furthermore, basalt's widespread availability and safety in handling make it a prime candidate for large-scale deployment in the agricultural sector, providing a dual boon of supercharging soil fertility while significantly reducing the carbon footprint of farming.

The economic incentives are layered.

From load and haul cost reductions through slower dump progression to lowering the environmental liability on the balance sheet, physically moving basalt off-site can immediately shift the profile of an operation. Moreover, positioning basalt as a tool for lowemission agriculture opens up new revenue streams in an increasingly carbon-conscious global market.

Ecologically, the pivot to basalt extraction for enhanced weathering operations is symbiotic with the earth’s natural carbon cycle. As it stands, recent scientific consensus nods to the potential of this process to sequester atmospheric carbon dioxide at scales significant enough to make a dent in global emissions.

The Bowen Basin alone could easily reduce the entire state of Queensland’s emission intensity to zero inside five years, while simultaneously increasing its agricultural productivity.

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The regional benefits of this shift could be transformative. It’s always tricky to link community and social benefits to a particular industry. But in this context, by aligning with global sustainability goals, the Bowen Basin can stimulate local economies and create jobs in emerging green sectors, attracting new talent and improving the livelihoods of farming communities.

On a larger stage, this positions Australia as a pioneer in a model that marries the extractive and agricultural industries as a mutually beneficial package. It’s a blueprint to drive global attention while providing a middle-way narrative that balances the geopolitical importance of the Basin’s coal mining activity with the pressure to hasten Queensland through the energy transition.

The practicalities are straightforward: mine the rock, crush it to a 4-5mm aggregate, then transport it to surrounding farmlands within a 100km radius, where it's spread in thin layers by standard fertilisation equipment. The quantities required can range from 10 to 40 tonnes per hectare, depending on soil conditions and agricultural goals.

Using existing infrastructure This integration taps into existing mining and agriculture infrastructure. With heavy machinery already on-site, and rail corridors and load-out facilities in place, the transition to distributing basalt for agricultural use is operationally feasible.

It's an efficient use of resources that not only promises to drive agricultural productivity but also enhances sustainability by rehabilitating soil and building a new carbon economy.

Opportunity for all stakeholders The opportunity here is for mining companies to expand their operations into a new domain, positioning themselves as key players in a symbiotic relationship between mining and agriculture. By doing so, they can potentially reduce environmental liabilities, lower load and haul costs, and contribute to the creation of a more productive and sustainable agricultural sector.

This is not just about adopting greener methods, but about reshaping the very ethos of the sector. Imagine the shock when the two critical industries of the state band together to not only satisfy the latest policy requirements but punch straight through them and start setting

the pace for others to follow.

For governments, the task is two-fold: to legislate with foresight, incentivising practices that extend beyond mere compliance to embody genuine stewardship, and to then narrate these efforts not as forced hands but as strategic advances towards a sustainable legacy.

The industry, for its part, must pivot from defensive posturing on environmental issues to becoming proactive narrators — and doers — of their own transformation. The extractive nature of mining, no matter its imperative, has always been a hard sell. Now, there is an opportunity to provide a literal and visual counterweight to that effort in the form of a critical mineral that is processed by returning it to the earth.

It's an opportunity to tell a new story, one where each tonne mined carries with it an investment in the health of our planet. It's a tale of responsibility and renewal waiting to be authentically told.

Basalt's value proposition Queensland once again stands to lead the way, where the robust sinews of mining and agriculture can forge a legacy far beyond the here and now.

This is about converting a generational challenge into a proud legacy, one that is woven into the very DNA of the Bowen Basin communities. This is Queensland’s moment to cultivate a legacy that will endure for generations—a symbiotic triumph of the land and its people.

The Bowen Basin miners are unearthing more than just resources; they're digging up the blueprint for a new era of industry.

This isn't pie-in-the-sky thinking—it's practical and grounded in the reality of basalt's abundance. It's already there, being mined; why not put it to work?

Here's the proposition: use the excess to tackle environmental liabilities, cut load and haul costs, and, most crucially, forge a new bond with the communities and government. It's an opportunity to pave a two-way street with agriculture, offering a sturdy bridge to markets domestic and international. It might not outshine coal's kingpin economic status, but basalt stands as a testament to innovation and symbiosis—a tangible, workable model that could just set the stage for the world to follow. It's smart, it's strategic, it's sustainable and it’s happening now. 

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The copper supply challenge Professor Andre van As Deep Mining Geosciences Research Group Leader Sustainable Minerals Institute, The University of Queensland

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he world's quest to transition from fossil fuels to electrification presents several major challenges, particularly that of limited copper supply driven by the growing demand for renewable energy systems and electric vehicles (EVs). As these technologies become more mainstream, the need for copper, a crucial component in electrical systems, has surged.

Some scientists and economists have calculated that more copper needs to be mined in the next decade or so than the cumulative amount of copper mined throughout history.

Despite increasing demand, the supply of copper is constrained by several factors: • the discovery and development of new copper mines is a slow and complex process • existing mines face challenges such as declining ore grades, which further impact supply • many of the large, easily accessible near-surface deposits have been mined out or simply cannot be mined due to multiple factors.

Not only does the profitable extraction of ore from large open pits become increasingly more difficult with depth, but there are also environmental, social and governance implications to be considered with expanding the mining footprint. This means that, most of all, future copper ore extraction will occur deep underground and at a scale significantly greater than has ever been attempted in the history of mining.

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for decades, however, their application to large, deep, underground mass mining methods is novel and critical to ensure the future supply of copper.

Unfortunately, cave mining methods are capital-intensive, with most large mines costing between US$1 billion - US$10 billion to construct over a 5-15-year period - and this before a single ton of ore is processed. For this reason, modern cave miners seek to maximise the size of the cave block, to reduce capital spend and mining costs (Figure 1).

Rock Mass Characterisation

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Due to the geological nature of copper orebodies, most deposits are characterised by low grades. Their economic viability depends on extracting large tonnages of ore at the lowest possible cost. In other words their extraction is most amenable to mass mining methods, such as block cave mining.

Category Ranking (normalised)

Geo-Hazard Management Rock Mass Conditioning New Mining Methods Cave Flow Ground Support Monitoring Cave Subsidence Education Water Least

Level of Importance

Most

Figure 2. Key research priorities for deep mining geoscience.

Figure 1. The evolving size of cave mines illustrated by simplified cross sections through cave mines from the 1950’s through to 2023 and beyond.

This plan for deep, very large cave mines translates to a much higher level of risk, in the form of mine performance, underground infrastructure stability, and resource recovery.

Most of these risks are directly related to geohazards; and our ability to identify and quantify them depends on how well the geology and geotechnical characteristics of a deposit are understood.

Geohazards As mass mining progresses deeper underground, it is accompanied by an increase in stress conditions which tend to dominate the response of the rock, whether it be the rock mass failure or increased seismicity. Although all deep mining shares common stress-related risks, one could argue that the impact is far greater in large, deep cave mining, owing to the method’s inflexibility and significant upfront financial commitment.

Unforeseen geohazards can result in catastrophic consequences, which, at the very least, translate into significant capital and/or operating cost overruns. To successfully conduct any form of mass mining at depth it is imperative that all major geohazards are identified, their influences predicted and effectively managed.

Deep Mining Geoscience Research To address the technical challenges and risks associated with deep mass mining methods, the WH Bryan Mining Geology Research Centre (BRC), within the Sustainable Minerals Institute formed the Deep Mining Geosciences research group. Our task is to develop a strong industry-collaborative program of applied mining research and education in Deep Mining Geoscience.

Following an industry wide consultation process, several key areas were identified as requiring urgent research to better understand the geo-risks facing large, deep underground mines. Interestingly, these key research areas (Figure 2) are not new and have been the subject of studies and research

1. Rock mass characterisation: Rock mass properties are important inputs into the geohazard risk equation, and therefore, the task of adequately characterising a massive mineral deposit is a vast undertaking. Specialist expertise in a variety of conventional and trending technologies in the area of geoscience data acquisition and data integration are vital for developing reliable geo-models for mine design.

2. Deep Mass Mining Geo-Risk Management: Managing geohazards is imperative for deep mining, this includes geohazard identification, geohazard prediction and effective geohazard management. Geohazard-based risk is a fourdimensional property of the mine environment because geohazards occur as events at both a place and a time in response to the evolving mine development and operations.

Geohazard Risk (x,y,z,t)=f(rock mass,mining variables,stress,deformation,seismicity,etc.) – McGaughy, 2023 This equation is made operational by quantifying individual hazard criteria in mine workings where geohazards occur.

Most of these individual hazard criteria are related to rock mass parameters. We have found that back-analysis provides important information on which rock mass parameters have significant, practical predictive value for assessing geohazards. These historical patterns in geodata can be used to predict specific geohazard outcomes.

3. Rock mass conditioning: Pre and post conditioning involves engineering the rock mass behaviour by changing its natural characteristics. There is a popular sentiment amongst engineers that if one can’t reliably predict the rock mass response, then simply ‘engineer’ it through rock mass conditioning. Expertise in hydraulic fracture rock mass conditioning is necessary to undertake research into the design of effective rock mass conditioning techniques for deep mining environments.

4. Novel mass mine design (including ground support): New mining methods, or improvements to conventional methods, are becoming increasingly necessary to address the uncertainty risks associated with current deep mass mining methods. Future mass mining must accelerate safe development and construction and ensure increased production in an increasingly harsher environment, and it also needs to meet ESG requirements, including reducing quantities of waste rock and eliminating surface impacts.

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5. Education: Tertiary education in mining-related disciplines has suffered a worldwide decline in student enrolments, and consequently, there is a shortage of skilled mining personnel in the industry. In turn, the lack of undergraduates and industry support has led to the unprofitability of mining disciplines at universities, thereby increasing closures and a decline in experienced lecturers and researchers.

It is increasingly important for universities, supported by industry, to tap into the pool of non-mining, engineering, and geoscience disciplines by developing and offering postgraduate professional development programs, particularly in deep mass mining.

The future of mass mining lies underground, and the future of underground mining resides predominantly in deep, underground mass mining methods, as only these can yield the vast quantities of minerals, particularly copper, required to meet the world’s increasing demand.

Until recently, mass mining methods have only been utilised to extract shallow to intermediate-depth orebodies; however, the past two decades have seen mining companies push the envelope by applying these methods to much larger scale deposits at depths beyond 1000 metres. Current planning and development is for even larger mass mines at greater depths, which will be accompanied by significant technical and operational challenges.

The Deep Mining Geosciences research group is working to support the industry in effectively managing the challenges and geo-risks associated with deep, underground mass mining. 

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Some scientists and economists have calculated that more copper needs to be mined in the next decade or so than the cumulative amount of copper mined throughout history.

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Breathing new life into abandoned mines Rainee Shepperson, Stakeholder Engagement and Project Delivery Resources Centre of Excellence

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theme park, a five-star hotel, a motorbike track or a recreational lake. All popular attractions which generate economic benefits for the regions they are set in. Can you imagine these attractions being constructed inside an endof-life mine? It might sound farfetched, but it doesn’t have to be.

favoured rehabilitation strategy in Central Queensland. This reversion philosophy is in line with the Department of Environment and Heritage Protection Act 2014 which ranks the reinstatement of a ‘natural’ ecosystem as the preferred option to the development of an alternate outcome with a higher economic value than the pre-mining land use.

In countries like China, Romania, Canada and Scotland, abandoned mine sites have been transformed into thriving hot spots. Imagination is the only limitation as to what can be developed on these sites, a far cry from the complex web of legislative barriers and outdated regulations that govern the future of our own mine sites here in the Bowen Basin.

The reality is most mines never officially close; they instead enter ‘care and maintenance’ and are frequently sold for peppercorn prices to avoid rehabilitation and closure expenses. Take Blair Athol Mine, for example, sold by Rio Tinto to Terracom for just $1 in 2017. The full cost of rehabilitating this mine is estimated to be around $200 million, yet Rio Tinto pledged just $80 million for its environmental reclamation.

An increasing rate of mine closure in the region over the next decade is inevitable and the reality is pasturebased revegetation has long been the

While this regulatory framework has conservation as a priority, the lack of thought given to subsequent productive land uses that generate future economic activity is creating ghost towns. More than 180 Australian mines are projected to close between 2019 and 2030, yet the rehabilitation of this land is unlikely.

Bowen Basin mines reaching end-of-life

This is why long-term care and maintenance so often become the ‘strategy’ adopted to avoid the financially

unviable costs of rehabilitation. It is also why there are so many abandoned mine sites lying dormant across the country. I can’t help but wonder what the future of towns like Moranbah will look like in 40 years' time … surrounded by mine sites that are reaching peak closure periods. The town is located in the heart of the Bowen Basin, and with a population of nearly 9,000 people, its economy, business, employment and even demographic makeup are reliant on the mining industry.

The ‘Save Glenden’ battle is an example of the struggles faced by small communities left in the lurch when mine sites reach end-of-life status. Although the state government has thrown Glenden a lifeline, thanks to community campaigning, other Queensland towns are not so lucky. Miles had its population halved when the coal seam gas construction boom ended and workers left the town in droves, leaving businesses bankrupt and houses repossessed.

A collaborative approach from all levels of government, industry and community is needed to prevent this mass exodus across the Bowen Basin when the inevitable happens; coal is exhausted and mine sites are ‘closed’ due to the increased pressure to keep global warming below 2oC. BBMC Yearbook 2023

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Photo: Pembroke Resources

Endless possibilities Taking inspiration from our foreign neighbours may be the solution to repurposing mine sites that have reached the end of their natural life, providing a lasting economic legacy in our mining communities.

Lake Districts - Incredibly innovative transformations have taken place at former mine sites like those in East Germany. An astonishing 25 open pit lignite mines are now expansive lakes, brimming with biodiversity, attracting boating and fishing enthusiasts and even sparking a viticulture industry thanks to the acidic soils. In Brandenburg, winemakers are growing grapes on exmine sites with great success.

Farming – Reforestation on open-cut mine sites is costly and time-consuming.

However, West Virginia has found a solution to this problem – planting lavender. The herb is drought-tolerant and attracts honeybees, increasing biodiversity and feeding a burgeoning industry of cosmetic and culinary products.

Meanwhile, the Missouri University of Science and Technology has identified abandoned mine sites as the perfect place to grow algae, which can be turned into algae-based biofuels. Underground mines in particular have consistent temperatures and less risk of contamination, helping the growing process.

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Renewable Energy – Many countries have made good use of the expansive areas of land where end-of-life mines lay dormant, filling the space with renewable energy solutions. In Germany, an abandoned coal mine is now the home of a floating solar farm hosting millions of solar panels.

Researchers are also looking into gravitational-based energy storage methods using retired underground mines. Using this approach, large volumes of sand are lowered through the mine shaft, and regenerative braking (capturing kinetic energy from braking) generates electricity, which can be stored both above and below ground.

Tourism – Centuries of coal mining in northern France resulted in a landscape of slag heaps, an eyesore that was turned into an array of tourist attractions due to creative thinking. The rehabilitated mounds are now running and hiking tracks, artificial ski slopes, motocross circuits and landscaped gardens. The tourism ecosystem developed within these French villages has reduced unemployment levels and attracted investment from accommodation and restaurant owners. Herds of goats even graze on one particular slag heap, with farmers producing goats-milk products and taking tourists on ‘goat walks’ with beer and cheese in hand.

A progressive outlook The Resources Centre of Excellence has helped fund the EnviroMETS Lighthouse Project, an initiative to address industry-wide challenges and investigate innovative and sustainable repurposing and commercialisation of end-of-life mine sites. This project is shining a light on economic, social, environmental and regulatory barriers that lead to abandoned mining land and has a progressive outlook on the future of mine site rehabilitation.

At a high level, this is a positive step to finding viable rehabilitation options that produce economic and social benefits for our regional mining communities, however, there is a long way to go. At the very least, open-minded conversations need to be had within the METS sector to encourage governments to prioritise change. A unified approach must be taken to update legislation and contractual obligations to reduce market apprehension around post-mining land use.

What works in other countries might not work in the Bowen Basin, but the imaginative adaptations of coal mines elsewhere across the globe is undeniable and has clearly breathed life into towns left to die.

It begs the question, why not here? 

UNLEASHING OPPORTUNITY At Kestrel, there is pride in the work we do and the contribution we’re making to every community, our local economy, and Australia’s prosperity.

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The Queensland Minerals Deposit Atlas: pre-competitive data to streamline discovery Dr Tom Evans, Senior Research Fellow The WH Bryan Mining Geology Research Centre, Sustainable Minerals Institute, The University of Queensland

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he Queensland Minerals Deposit Atlas series is a collaboration between the Geological Survey of Queensland (GSQ) and The University of Queensland’s Sustainable Minerals Institute (SMI).

Each chapter in the atlas is compiled by a team from the SMI’s WH Bryan Mining Geology Research Centre (BRC) and provides a detailed snapshot of an important mineral deposit within the state.

The Atlas entries include the deposit’s size and contained metal, descriptions of how it was discovered and how it was mined, and its distinctive geological and geophysical characteristics.

However, perhaps the most innovative feature of the Minerals Deposit Atlas is the inclusion of a 3D digital model and data-pack that incorporates all the relevant, publicly available data 106

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for each deposit, including drilling, surface geochemistry, and geophysics.

This model is viewable using the freely available Geoscience Analyst software by Mira Geoscience, and provides users with new, readily accessible perspectives on the scale and geometry of Queensland’s major mineral deposits.

The Atlas is designed to be an important source of pre-competitive data for exploration companies operating within Queensland.

Explorers can use the detailed descriptions of the physical characteristics of each deposit to tailor their exploration programs to suit particular geological environments or target analogues of the deposits described in the Atlas.

Feedback from exploration companies about the value of the Minerals Deposit Atlas is universally positive, and from a personal perspective, I found this series to be extraordinarily useful during my career as an exploration geologist.

Compiling specific datasets around known deposits and delving into the open file geological databases that the GSQ maintains can be extraordinarily time-consuming. The Atlas project provides a level playing field to explorers so that precious time and resources can be invested in exploration, rather

than historic data collation. Many companies freely supply subsets of their drilling data, geophysics, and surface geochemistry for inclusion in the Atlas data packs and 3D model, or in the case of depleted deposits like Mount Leyshon or Thalanga, the complete drill database.

To date, a total of 32 chapters have been published, all of which can be accessed through the GSQ’s Open Data Portal (https://geoscience.data. qld.gov.au/) or the SMI’s website (https://smi.uq.edu.au/project/nwmineral-province-deposit-atlas and https://smi.uq.edu.au/brc/total-depositknowledge/project/ne-queenslandmineral-deposit-atlas). These entries are divided between the Northwest Queensland Minerals Province and the Northeast Queensland Minerals Province. 23 additional chapters are scheduled for publication by July 2024 (Figure 1).

The Atlas focuses entirely on metalliferous deposits, covering key commodities ranging from Queensland’s major export metals such as lead, zinc, copper, aluminium, silver and gold, to increasingly important commodities highlighted in the Queensland Government’s recent New Economy Minerals Initiative, such as vanadium, rare earth elements, tungsten, scandium and tin.

Extracting more value from mining

Figure 1. Complete and in-production Chapters for the Queensland Minerals Deposit Atlas

The chapters are meticulously researched, drawing data and interpretation from a wide range of sources, including academic journal articles, post-graduate theses, statutory reporting of exploration results, company news announcements to the stock market and internal company reporting where available.

All data sources are clearly cited to allow for detailed follow-up where required, and all data included in the 3D model and data pack are listed in a library file stating their provenance.

Another key feature of the chapters is their detailed descriptions of each deposit’s local geology. To provide geologists with a clear picture of the key geological features of each deposit, we include high resolution images of the host rocks and mineralisation styles characteristic of the deposit, paragenesis charts, mine-scale geology maps and cross sections, descriptions of important rock types, alteration assemblages and structures, and more where available.

Each chapter begins with a brief, nontechnical summary of the headline information about the deposit, including its location and geological setting, tonnes and grade, the mining methods employed, and the overall geometry of the orebodies. A description of the regional geological setting and the regional geophysical signatures that characterise those settings follows, both of which are intended to help explorers target analogous deposits in other locations. If an explorer can identify similar regional geological controls at another location, they can apply for exploration permits over those areas, potentially opening new, previously unrecognised exploration areas.

Each orebody’s geological description is followed by sections that outline the geophysical and geochemical expressions of the deposit, with maps showing the distinctive elemental signatures in soils around the deposit, and any other geophysical characteristics that may help exploration companies find a similar deposit.

The Atlas project provides a level playing field to explorers so that precious time and resources can be invested in exploration, rather than historic data collation.

Our ultimate goal with the Mineral Deposit Atlas is to streamline the time-consuming data and research compilation phase most geologists need to go through. If we succeed at doing that, geologists will be able to spend more time focusing on the rocks, some of which may just be sitting on top of the next buried giant.  BBMC Yearbook 2023

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Technologydriven operations and the future of mining Technologydriven operations and the future of mining

Photo: Pure Gold Films & DJI Matrice

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Empowering today’s coal miners for tomorrow’s opportunities Matt Cooper, Head of Operations Anglo American Australia

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ursuing safety and efficiency, the mining industry has been a constant driver of innovation for generations. In recent years, this focus has led to significant advancements in autonomous mining.

At Anglo American, we’re re-imagining a mine where our people can remotely manage operations from a safe distance, using real-time data to make informed decisions. This paradigm shift is set to not only enhance safety but also realise remarkable improvements in operational stability and production predictability. This article explores the transition from traditional mining approaches to a new era of data-driven, autonomous mining.

More than just replicating human intelligence underground Traditionally, underground mining operations have relied entirely on experienced operators working in challenging conditions. These operators had to react quickly to shearer problems or changes in coal seam quality.

Early attempts to introduce automation were focused on replicating this manual process by employing sensors to monitor sound and sight.

Although this approach improved safety,

consistency and efficiency, horizon control remained reactive. No reliable ‘flight path’ was available to keep the shearer in the seam.

Anglo American’s steelmaking coal mines in Australia have taken a new approach to address this issue. We’re integrating a wealth of data sources, including insights from our people, rich information from our geological models and vast sensor telemetry data from our machines, to manage mining operations proactively. This data is then analysed, engineered and compiled at our remote analytics centre to deliver a new geology data model. We can drive new and innovative operational decisions by using this model to predictively mine with a high degree of accuracy. This approach is already delivering improved consistency and predictability while vastly reducing hazard exposure on the longwall face.

The importance of our people Coal miners of today will continue to be the coal miners of tomorrow. With a vision that emphasises the seamless transition of skills, we are not only embracing automation but nurturing the expertise of our workforce for the future. However, achieving autonomous mining comes with unique challenges, particularly in managing exceptional situations outside normal operating conditions.

Geological anomalies, maintenance challenges, blockages, and strata issues require expert human intervention.

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This is where the knowledge and experience of traditional shearer operators play a pivotal role in continuing a mine’s operation. They are the irreplaceable subject matter experts with an unparalleled understanding of health and safety within the mining environment.

Beyond their proficiency in day-today operations, these experts are key to improving operational health and performance. They play an integral role in shaping the future trajectory of the industry, helping to train and update our models and validate edge-case circumstances. This provides the ‘data feedstock’ for continuous improvement of our processes and reinforces that operators remain indispensable to the future of our industry.

Underpinning this automation performance, our expert tradespeople carry out disciplined maintenance activities both online and offline. We have introduced more sensors to measure more data points so they can manage this effectively. An electrician, for example, can now find themselves working across high voltage, low voltage, extra low voltage and intrinsically safe circuitry – all of which must be installed, configured and maintained effectively.

Increased automation leads to increased skills across the whole workforce.

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and human expertise to operate successfully. For autonomous systems to succeed, they need the support and engagement of the mining workforce.

That’s why we have developed an automation competency program that not only familiarises our miners with this technology but also actively involves them in the technological shift that is vital for our industry.

Through this program, our people understand modern computer systems and become proficient operators of the cutting-edge technologies shaping the safer future of our industry.

While acknowledging that exceptions exist throughout the mining process, our focus is on leveraging individual expertise to address these challenges and reduce our people’s exposure to underground hazards.

Bespoke technology and effective data use Advancements in technology, from autonomous shearers to cavity management and personal proximity detection, have significantly increased safety when managing exceptions.

Integrating different data sources - including geoscience, gas and ventilation, machine, and people data - enables smarter solutions to be developed. This integration is key to unlocking the potential of Artificial Intelligence (AI) in coal mining, creating a future that is predictable, consistent, and above all, safe.

Virtually re-mining our longwall panels The use of AI has led to one of the most exciting developments in our journey.

We have successfully implemented an AI-powered model that provides an accurate horizon path for the shearer.

Our AI model has achieved remarkable accuracy by applying predictive models and geological data from the longwall. When compared against the mine’s actual horizon positions, the AI projections reached an impressive 97.5% accuracy. Our model has also shown significant improvements in existing data and ‘virtually shearing’. This was demonstrated by one of our older longwall panels, where we had a 27% increase in horizon control accuracy when we used our AI model.

At our Grosvenor Mine near Moranbah, horizon position targets were 89% accurate, but the AI projections reached 97.5% accuracy. The most significant improvement was observed at Moranbah North, where our horizon mapping was only 72% accurate, but the AI model achieved 95% accuracy — an astonishing 23% improvement. By ‘virtually shearing’ the longwall panel data before that, we observed a remarkable 27% uplift.

Artificial intelligence has also provided an innovative solution to a hot and dusty problem at our Dawson mine, where the mine’s rubber conveyor would become dislodged as the clips joining sections of the conveyor belt failed or broke. Fixing the issue has not only created business

When a search for an off-the-shelf package yielded little, the coal handling and preparation plant team wrote code to enable artificial intelligence to identify failing clips. Implementing this technology eliminated a ‘concertina’ issue on the mine’s rubber conveyor belts. Also, it netted them the People’s Choice award at the 2023 Innovation and Health Awards at the annual Queensland Mining Industry Health and Safety Conference.

Reaching our goals Our Aquila Mine in Middlemount was also recently honoured with a national award for its groundbreaking technology that significantly reduces human presence in underground mining areas.

The mine received the Outstanding Mine Performance award at the 2023 Australian Mining Prospect Awards held in November - and was also a finalist in the Excellence in Mine Safety category. Aquila is equipped with two longwall systems that ensure production continuity. These longwalls are fully remote-capable from the Remote

Protective Coating Application

Operations Centre (ROC) located on the surface of the mine. Currently achieving 100% of remote-operated longwall shears per week from its ROC, Aquila boasts an industry-first suite of automation systems and an advanced camera network. This system allows for unparalleled precision and efficiency while reducing operational exposure to underground areas by about 15,000 hours a year.

Aquila’s success has inspired similar efforts at Grosvenor and Moranbah North mines. However, the goal of reducing human presence and driving safety and efficiency across all our operations will only be achieved through our people's dedication and expertise, not just the machines themselves.

Embracing the future The mining industry is on the brink of a transformative shift towards autonomous mining. This shift is driven by the integration of people, data and enhanced automation systems, all brought together with the help of artificial intelligence. The safety benefits of autonomous mining are

clear, with reduced exposure to dust and other underground risks, as well as improved stability.

We have successfully created powerful data models that can accurately predict the coal seam’s horizon. Working with original equipment manufacturers, these results are being translated into machine control instructions that can drive our longwall with reduced interaction. Early tests suggest this leap in technology will not only improve safety performance but also increase overall stability and efficiency.

The mining industry is embracing change, and the future of mining looks brighter than ever. However, as we move into an era of automation, we must remember technological advancements can only reach their full potential when combined with the expertise and wisdom of those who have spent years navigating the intricacies of the coal mining landscape.

Our workforce is irreplaceable, and we are empowering our people to evolve with the industry, ensuring the legacy of expertise remains an indispensable cornerstone of success. 

PROTECTING AUSTRALIA'S ASSETS www.mcelligotts.com.au

Abrasive Blasting and Painting Lead Paint Removal Scaffolding and Containment Passive Fire Protection Thermal Spray Aluminium Concrete Remediation High Pressure Water Cleaning Specialised Coatings and Lining

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efficiencies but also safety wins.

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Applying Business Intelligence to underground explosion prevention Brad Waldon, Managing Director Corehesion Services Pty Ltd

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he underground coal mining industry plays a vital role in supplying essential resources for steel production and power generation, but it also poses significant hazards. One of the deadliest threats in underground coal mines is the risk of coal dust explosions. Marcus Valastro's research1 at the University of Sydney highlighted the stagnant state of explosive dust management. For nearly a century, the mining industry has grappled with managing explosive dust in underground coal mines with limited progress. This article explores the challenges in managing explosive dust and presents innovative approaches to revolutionise dust management, including integrating Business Intelligence (BI) and Optimisation concepts.

Explosion prevention using stone dust The primary method to mitigate coal dust explosions in underground coal mines is the use of incombustible dust, known as ‘stone dust.’ Stone dust, composed of powdered limestone, resists explosions due to its stable oxides. It acts as a heat sink, preventing the ignition of combustible dust, such as coal. Regularly spreading stone dust throughout the mine forms the cornerstone of dust management and safety.

Commonly, the procedure involves:

1. Division into Explosive Dust Zones (EDZ): Mines are divided into different EDZs based on explosion risk levels.

2. Systematic Stone Dust Application: Stone dust is applied at a Dust Application Rate (DAR) appropriate for each EDZ. 3. Sampling and Testing: EDZs are sampled and tested for stone dust content according to their risk level.

4. Additional Stone Dust Application: If needed, additional stone dust is applied to ensure compliance.

Queensland's Recognised Standard 05 provides comprehensive guidelines for stone dust application and specifies properties, sampling, and dust sample analysis criteria. A review of stone dust2 application and sampling in Queensland underground coal mines in 2013 revealed deficiencies, including a lack of scientific basis.

It was recommended that the rate of application of stone dust for different sections of the mine roadways be based on some scientific study and that a review of the sampling records at regular intervals would be helpful in identifying proactive measures based on trends of the sampling results for different locations.

The Role of Business Intelligence BI represents a multifaceted discipline that leverages data analysis, information management, and visualisation to empower data-driven decision-making. Its integration into stone dusting marks a significant milestone in transforming the mining industry's approach to managing the risk of dust explosions.

The Data Warehouse: the foundation of knowledge At the heart of effective BI implementation lies a meticulously structured Data Warehouse (DW). The DW serves as a centralised repository that consolidates data from diverse sources, including records of stone dust application, AutoCAD mine plans, and laboratory dust sample results.

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Dashboards This consolidation process entails cleansing, transformation, and data reduction, ensuring that the data is not only reliable but also readily usable.

The cleanliness of data is paramount for accurate analysis. Data often arrives with challenges like inconsistent naming conventions and formats, particularly in laboratory dust sample results. To ensure accuracy, conventions and data conformance processes are implemented to eliminate inconsistencies.

Data consolidation is the practice of collecting and integrating data from various sources. In the context of explosive dust management, it involves gathering data on actual stone dust application, through desktop and mobile applications.

Business Analytics: gaining insights BI harnesses various forms of analytics to extract insights from data: • Descriptive analytics: These answer the fundamental question of ‘what happened?’ Visual analytics and data dashboards provide insights into past events, such as failure rates and sample results. These visualisations employ basic multidimensional analysis techniques to summarise data, count occurrences, calculate means and deviations, and filter, sort, and rank information.

• Diagnostic analytics: Diagnostic analytics delve into the ‘why something happened’ territory.

It enables users to drill down into data and uncover relationships and patterns. For example, graphs with drill-down functionality allow users to identify connections between dust management methods and sample result failures.

• Predictive and prescriptive analytics: Predictive analytics forecast what will occur, while prescriptive analytics prescribe actions to achieve desired outcomes. Predictive and prescriptive analytics hold promise for future optimisation efforts. The consideration of these advanced analytics may become relevant as more comprehensive data becomes available.

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Analytical dashboards are instrumental in providing data-rich comparisons to detect patterns. These dashboards empower users to explore data relationships and patterns, facilitating informed decisionmaking. Additionally, operational dashboards deliver real-time data in an easily interpretable format. For example, a live ‘failure map’ displays failures on a digital twin mine map in real-time, enabling immediate responses to deviations.

Cost-effective design and optimisation frameworks Path generation algorithms and optimization frameworks play pivotal roles in the development of intelligent risk mitigation systems. While these optimisation methods offer potential benefits for improving explosive dust management, their practical implementation depends on the availability of relevant data and sensors.

In the absence of comprehensive data and sensors to support advanced modelling and live feedback control, simpler approaches that consider periodic feedback from dust sample results may be more feasible for realworld implementation. Here's a more detailed exploration: • Regression algorithms: Regression algorithms, such as Linear Regression and Logistic Regression, offer practical tools for predicting outcomes based on independent variables. In the context of explosive dust management, Multiple Linear Regression (MLR) could be applied when there is sufficient data to create a model predicting a continuous outcome variable based on various causal factors (independent variables).

This might involve determining optimal stone dusting practices by considering factors like stone dust density, coal dust generation, EDZ dimensions, ventilation airflow rate, and more. The practical implementation of MLR in realworld scenarios will need to address the challenges of ever-changing conditions in underground coal mining and the current lack of sensors for these conditions.

• Feedback Control: Feedback control is a mechanism that employs live measurements to manipulate a variable and minimise the difference between a desired set point (SP) and the actual process variable (PV). The concept of feedback control may be practical when separating the overall process into routine dust application by personnel and feedback received from weekly dust sample results. Feedback control could involve adjusting the minimum DAR based on the error calculated from the sample results until optimal outcomes are achieved.

Conclusion Managing explosive dust in underground coal mines has been a longstanding challenge for the mining industry, with limited progress over nearly a century.

The integration of Business Intelligence into stone dusting practices represents a significant step forward, offering a data-driven approach to enhance safety.

By establishing a Data Warehouse, consolidating data, and employing various forms of analytics, including descriptive, diagnostic, predictive, and prescriptive analytics, BI enables informed decisionmaking and real-time monitoring through analytical dashboards.

Furthermore, cost-effective design and optimisation frameworks, including regression algorithms and feedback control mechanisms, hold promise for improving explosive dust management. These methods offer practical tools for predicting outcomes and adjusting dust application practices based on live measurements.

While challenges such as the availability of relevant data and sensors persist, these innovative approaches provide a path toward safer and more efficient underground coal mining operations. With continued research and implementation, the mining industry can make significant strides in mitigating the risk of coal dust explosions, ultimately safeguarding the lives of miners. 

1 Valastro, M. (2023). Intelligent Risk Mitigation System for Underground Coal Mine Explosions. Honours Thesis, University of Sydney.

2 Queensland Mines Inspectorate Resources Safety and Health. (2013, August 16). Review of Queensland underground coal mines’ stone dust application and sampling and analysis of roadway dust. Queensland Department of Natural Resources and Mines. Retrieved from https://rshq.qld.gov.au/Review-ofQueensland-underground-coal-mines-stone-dust-applicationand-sampling-and-analysis-of-roadway-dust

Christopher Clark, CEO and Executive Chairman RocketDNA

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he use of drones for mine monitoring and surveying is commonplace in Australia, with the latest technology expected to save miners even more time and money, as well as keep them safer.

The automation of drone data capture afforded by done-in-abox technology will allow miners greater insights, resulting in increased safety, efficiency, and sustainability.

Drone-in-a-box technology is an emerging type of autonomous unmanned aerial vehicle (UAV) where drones are deployed autonomously from a box. This box also functions as a landing pad and charging base, similar to the way robot vacuums return to a base in the house for emptying or charging.

While traditional drone operation involves unmanned aircraft and a ground-based controller, the emerging UAV technology will require fewer human onsite tasks. Instead, pilots will be based in remote operating centres, removing them from the dangers and risks of site-based activity. The drone-in-a-box also holds the potential for remote pilots to control more than one drone at a time, which improves ratio productivity.

The Australian Civil Aviation Safety Authority (CASA) and South African Civil Aviation Authority (SACAA) recently granted independent approvals around the use of these remote docks in both respective countries. This is a welcome move as it means drone companies in both countries can move faster with this technology and set up remote operating centres.

Some other benefits of these emerging UAV technologies include: • Increased monitoring: Capturing data more regularly becomes easier when one operator can remotely deploy multiple drones at a time. Drones can be scheduled to fly

every day, or on an as-needed basis – in response to an emergency, for example.

• Increased flight times: Unlike satellite or aeroplane technology, which is still limited by weather at higher altitudes, drones can operate under the clouds on demand and at a much higher frequency. Regulatory approval and safety protocols will increase however, the more drones are in the air at the same time.

• Rapidly developing technology: Drone services are developing at a much faster rate than manned aircraft – the very broad application of drones to multiple industries means that the demand for this technology continues to drive innovation.

• AI detection: The use of Artificial Intelligence (AI) with drones allows data capture to focus on specific requests.

This might involve detecting highwall slope stability, stockpile volumes, blast fragmentation or heatmaps, for example. Alerting mines or other businesses to more minor issues allows for fixes to be made before these escalate into safety or financial concerns.

In the coming decade, we expect the commercial take-up of drone services to rise rapidly in sectors that extend past agriculture, mining, construction, and security markets. A market analysis report by Grand View Research has suggested the commercial drone market is forecast to grow at a compound annual growth rate of 13.9% from 2023 to 2030, reaching US$57.16 billion. North America dominated the drone market with a volume of about 30% in 2022, with the research attributing this to government initiatives in drone technology and growing demand for drone-acquired data from businesses.

The arrival of remotely piloted drones unlocks a suite of new applications for data collection. We have only begun to scratch the surface of how this tech can improve safety, prevent disasters, or revolutionise operational efficiencies.  BBMC Yearbook 2023

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Why automated drone data capture is a gamechanger for mining

The arrival of remotely piloted drones unlocks a suite of new applications for data collection.

Will AI eat my lunch?

Jeff Sterling, Founder and Managing Director Universal Field Robots

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n the last few years, you may or may not have noticed an increasing shift in the number of everyday tasks that incorporate varying degrees of artificial intelligence (AI). This subtle AI transformation need not be feared, but as they say, education is power.

I would like to attempt to provide a primer to AI, help separate fact from fiction, and suggest some tips and considerations to brave the new world with AI. Let’s start with some basics. What is Artificial Intelligence?

• Artificial intelligence is a machine’s ability to perform the cognitive functions we usually associate with human minds as defined by McKinsey & Company.

• Artificial intelligence (AI), the ability of a digital computer or computer-controlled robot to perform tasks commonly associated with intelligent beings as defined

by Britannica Education.

Now that makes it clear, doesn’t it? Machines thinking, performing tasks like humans. Eating your lunch?

Other terms used for what people fear will arise out of computers and code are ‘AGI’ or Artificial General Intelligence (what humans are considered to have); and also ‘sentient’, able to perceive or feel things.

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Should we believe the hype?

While media madness would have us worry, what we see with code and robots is that, compared to humans, AI is not so intelligent after all. At this stage, we see no hurry to build a bunker behind the Hills Hoist and stock it with tinned food.

In the realm of robots, we don’t see any signs of general intelligence or sentient behaviour happening now or any time soon. It would make programming robots so much less of a chore. Instead, to produce our robots, we are faced with months of effort to get relatively basic things to happen.

Most robotic actions are reactive behaviour.

For instance, consider a self-driving truck that veers off course and then promptly adjusts its trajectory to return to its intended path. This can be likened to a moth instinctively being drawn towards a flame. Basic behaviour and not very smart.

What flavour is your AI? To dive into a bit more detail, a good reference book is AI: A Modern Approach by Stuart Russell and Peter Norvig. It outlines several versions of AI, listed as search, logic and reasoning, learning, perception, and classification. The majority of what we hear in the press is related to learning or machine learning (ML for short).

For trucks moving in the world, search is used frequently in robot land. It works like someone in a dark room randomly poking around until they find the light switch. Programmes such as A-star will poke around millions of times until the best way of getting from A to B is found. Not overly intelligent, however we all

deterministic and still not having widely accepted safety performance.

What should I do next? Autonomous machines decide this by falling back on some pre-programmed logic that humans have coded. Programs such as behaviour trees allow complex numbers of options to be selected and performed depending on the preconditions. Should I stop or go?

Is anything in the way? Hey A-star, which is the best way to the mine?

There’s even a school of thought that computers will never think like humans or have AGI unless they are embodied humanoids. I.e. robots with bodies that can get out and about and experience the world. Perhaps after smelling the flowers and seeing the beautiful landscapes, they could write some original poetry.

Planning is the next leap in the AI shift where a computer will be given goals and rules and some latitude to find a new way of getting an outcome. Toy robots playing soccer have had some success with planning but have not yet left the soccer pitch to take on world domination.

Is AI coming for my lunch?

Machine Learning is the only AI the media appears to publish and create hype around.

This form of AI is seemingly clever, but ML is merely computer programs tuned to learn from a data set and compare and match a new piece of data to produce a result. Examples include finding a word that fits a pattern in ChatGPT and recognising cats in an image. ML requires incredible amounts of data to work, and children can perform the same task after only having seen it done a few times.

Some may say that ChatGPT is clever.

Sure, but will it eat your lunch? If you are a poet or a journalist, then maybe… eventually. Neither occupation is completely concerned with the truth and so ChatGPT could work for them. ChatGPT ingests all words on the internet (45TB of text) and guesses what to add next. It works very well at this, but it is merely copying someone else’s homework. If what it copies is wrong, then the result is rubbish. This may be acceptable for journalists, but not necessarily for engineers.

In my view, there’s no need for the bunker yet, but there is undoubtedly a technology shift that will impact the future of work. As with the introduction of electricity, things are changing. Picks and pit ponies are a thing of the past and have long been replaced by diesel and drills. AI will change things too.

Many future elements are already with us. Drones are a visible part of the digital landscape and utilise computers, code and A-star. Most mining machines and vehicles already have computers on board. Connecting computers and adding forms of AI will enable existing machines to perform basic mining activities. Jobs will increasingly require skills like using and understanding GPS and interacting with a virtual world, similar to playing video games. Training in a simulated world is becoming more commonplace, which is effectively a more serious video game.

Nevertheless, these tools can be very useful and capable, and knowing how to use them will become a prerequisite for more and more people. However, it is important to consider that these programs are useful and capable in the same way that a calculator will find the correct answer to a math problem. Mechanical, and later electronic calculators replaced rooms full of people who manually added numbers (strangely enough known as calculators at that time).

So, will AI eat my lunch? Well that depends. Like a lot of new technology, it will transform the way work is done.

The past introduction of innovation has largely resulted in overall employment maintained, but with a much higher living standard. Most people work a full week, not for basic food and shelter, but for iPhones and health care to enable us to live longer. Jobs have already changed, and the introduction of AI will require further adjustment. While car park attendants have been replaced with perception and classification, pilots have been flying aircraft with computers in control for decades. This is a perfect example of using technology to reduce any impacts of human error and making data-driven decisions, while still having the ability to override.

Automated mining trucks use most forms of AI, except for machine learning, due to ML not being

New capabilities will still require people to control machines, but likely with one person controlling five trucks, for

example. The impact on the number of truck drivers will be similar to when truck sizes increased from 90 to 400-tonne payloads. This has happened in the last 20 years, but slowly and so the impact has been less obvious.

New processes will be more complex and there will be an increased demand for skilled operators able to troubleshoot problems and work with data to optimise performance. Similarly, technicians will be needed to test and maintain a proliferation of new sensors that replace humans perceiving their surroundings and IT systems that will network all the sensors and information back to a control room.

A brave and exciting new world While there is no doubt that the future of work will be impacted by AI, there doesn’t seem to be a frantic hurry. In fact, the transition will likely take many years. The first automation systems for haul trucks were trialled 20 years ago, and we have approximately 5% or less of the world’s fleet converted to autonomous trucks to date.

McKinsey’s predictions for change in mining are that by 2030, approximately 100 million workers worldwide, or one in 16, will need to transition to new jobs that require technical proficiency. They recognise a growing demand for techsavvy miners extending to specialised departments including mine planning, process engineering, data science, and automation.

Therefore, for the current workforce, skilling up and seeking experience with new technology would be good insurance and set them up for future-facing jobs that will be in hot demand.

The next generation of schoolchildren should be encouraged to look for the areas of emerging demand. Software, mechatronics, auto electrical, IT, data science and project management will be growing areas in the future of work and likely good career choices.

So, what should we consider? I would advise being on the lookout for the changes and opportunities. If you haven’t already, commit to becoming a lifelong learner and upskill wherever possible. For now, don’t worry about digging a bunker.

Limit your prepping to watching the Terminator movies at this stage, as AI is not going to eat your lunch just yet.  BBMC Yearbook 2023

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use it every day in our GPS-guided cars, for example.

The Chameleon: harnessing the power of change Peta Chirgwin, Chief Executive Officer Chameleon Mettle Group

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he Bowen Basin’s legacy of hard work and resource extraction has shaped the region's communities and its labour force. Yet, as global imperatives such as SDGs and technology innovation redefine the coal mining landscape, the region faces an urgent call for transformation.

The region's commitment to aligning with the SDGs extends to its workforce.

This article examines how the Bowen Basin is pioneering sustainable skillsets for its coal mining employees.

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technology integration and community engagement.

By placing employees at the forefront and supporting them through psychosocial safety measures, we illuminate how this holistic approach not only drives innovation but also paves the way for a sustainable, resilient future for the Bowen Basin.

In native cultures, a chameleon, as a spirit animal, encourages the exploration of new possibilities and the acceptance of change. The chameleon has the power to adjust and transform, no matter the situation, and will look at challenges from different angles to figure out the best approach. Just as the chameleon can remind us that life is forever changing and it is important for us to grow as individuals, so too it is important that, as an industry, transformation is also achieved through understanding this lesson.

Chameleon Mettle Group has been focusing on these transformation challenges for over a decade and, as the name suggests, provides solutions for transformation,

resilience, determination, and growth.

Human capital in the digital age: Investing in people Automation, machine learning, artificial intelligence, and data analytics are becoming fundamental, ensuring safer, more efficient operations.

However, this shift is only transformative when human capital is at its core.

In an era defined by digital transformation, the value of human capital takes centre stage. The resources sector needs to actively invest in employee training and development programs to equip its workforce with the essential skills required to operate and manage cuttingedge technology.

Chameleon Mettle Group’s CEO conducted a study between 2015 and 2021 as part of field-based research for a PhD thesis on Mining Automation and Human Factors in Remote Operating Centres. The focus areas were chosen from (occasionally confronting) quantitative observation and case study

research. The research team noted several areas for concern regarding the introduction of automation in mining and within control rooms and remote operating centres: • Limited understanding and definition of skillset requirements for roles within existing control room settings and for new roles being introduced.

• Poor and, in many cases, non-existent training plans and associated materials.

• Limited career development pathways.

• Poor work design, including the operation and management of systems that were not integrated, requiring high levels of human-system interaction.

• Limited consideration for psychosocial risk and mental well-being.

Human factors, hazards and psychosocial risks stemming from these issues were physically evident throughout the research period, with mine controllers working with automation

Photo: Pure Gold Films & DJI Matrice

noted to be actively looking for other work, taking leave or reporting working with headaches and migraines.

Several controllers were seen to be physically ill due to migraines and stress.

In addition, many mine controllers reported other areas of concern, such as not eating or drinking properly through the shift due to poor work design, leading to urinary tract and bladder infections, bowel problems, dehydration, and diet-related issues such as diabetes, weight problems and fatigue.

These symptoms caused alarm for the researchers as, in addition to psychosocial issues occurring at that time, some could lead to long-term chronic health ailments that may not be diagnosed for several years.

Sustainable skillsets for miners Whilst the resource industry still has a long way to go to reach a global consensus regarding existing and future role titles, standard skill requirements, training packages and career

pathways, the good news is that collaboration is occurring, and it is the key to a clearer path forward.

A leading example of such collaboration was evident during the authors’ embedment at South Metro TAFE. Supported by Rio Tinto and in collaboration with education providers, industry leaders and OEMs, a project was created using industry experience and the PhD research to develop the first-ever nationally accredited Certificate II in Autonomous Workplace Operations and Certificate IV in Working in Autonomous Remote Operations Centres.

Across Australia, this initiative is now being used as the backbone of further development for vocational and work-based training in mining automation.

This type of initiative and collaboration will continue to become more important as we progress into the next industrial revolution (Industry 5.0) to ensure global standards and maintainable skillsets. An international

Potentially, in the not-toodistant future, the roles ‘mine controller’, ‘pit technician’, or ‘AI embedment officer’ (amongst many) will have as much credibility as the role of geotechnical engineer (for example), and equal understanding internationally about the skillset, behaviour, and task design requirements.

Of course, the Australian resources industry is not alone. In Europe, they are also realising the requirements of future industry, as this extract from a European Commission statement demonstrates: ‘Elements related to the future of industry are already part of major Commission policy initiatives: • adopting a human-centric approach for digital technologies including artificial intelligence (Proposal for AI regulation) • up-skilling and re-skilling European workers, particularly digital skills (Skills Agenda and Digital Education Action Plan) • modern, resource-efficient and sustainable industries and transition to a circular economy (Green Deal) • a globally competitive and world-leading industry, speeding up investment in research and innovation (Industrial Strategy)’ The power of holistic Innovation: A vision of a sustainable Bowen Basin The journey of human capital transformation within the

resources industry has its challenges. From the financial investments required for training and reskilling to adapting to an ever-evolving work environment, we can scrutinise the region's roadblocks. However, these challenges also present profound opportunities for growth, innovation, and the reinvigoration of a workforce dedicated to sustainability.

By placing people, process, technology, and psychosocial safety at the core of the transformation, the Bowen Basin can envision a future where mining thrives while championing the SDGs. This vision can promise not just economic prosperity but also the well-being of its people and the communities they call home. This vision is not just aspirational; it can be rooted in tangible actions, innovative strategies, and the determination of the Bowen Basin's coal mining community.

Acknowledgments: recognising the champions of change We underscore the significance of this journey and the central role of human capital, process optimisation, technological innovation, and psychosocial safety in the path toward a sustainable Bowen Basin.

We extend our heartfelt appreciation to the individuals, organisations, and leaders who have contributed their expertise and insights and are at the forefront of driving this transformative agenda in the Bowen Basin, including the Queensland Government, through the Queensland Resources Industry Development Plan.  BBMC Yearbook 2023

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standard in future roles will also support growth for the industry, crossrepresentation, access to human resources and clarity for the workforce.

Revolution not Evolution: the next wave of innovation in the resources sector Adrian Beer, Chief Executive Officer METS Ignited

A

t METS Ignited, our Industry Growth Centre has been focused on building local capability in the innovation marketplace. Over our eight years of operation, we invested more than $16 million in 35 projects, with over 70 industry partners.

These projects seed-funded over 20 new Australian innovations, providing support to bring them to market.

providers to the industry’s greatest challenges. Importantly, we also learned innovation capability building is not a sprint; it’s not even a marathon.

Supporting innovation is a relay race, where the baton gets passed along as the ecosystem strives towards a common goal.

The success of these projects created over a thousand new local jobs, with companies projecting more than $900 million in revenue by 2025. Capability building provided funding to initiatives like Core Innovation Hub, Unearthed, EnviroMETS Queensland, Split Spaces, the Electric Mine Consortium and the Australian Innovation eXchange (AIX).

Facing the revolutionised future

Investments like these focussed on building a capability ecosystem, to enable the market to move faster. Our goal has been to create this innovation ecosystem to support Australian technology vendors as the solution 120

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It’s time to pass the baton METS Ignited has completed our part of the journey, our leg of the relay - our work here is done. We are now passing the baton on to those organisations who are ready, willing and able to support the biggest revolution in the resources sector since the Industrial Revolution. The next phase will be to fundamentally innovate how we operate, not incrementally improve what we already do.

As an industry, we have evolved through numerous advances in technology over the last few decades – embracing automation, robotics, analytics and AI. We are constantly talking about digital transformation and the potential impact this will have on our industry.

All of these advances have, to varying degrees, created a transformative effect. However, arguably, each one of these innovations has optimised or improved the current way in which we operate. However, we see the transition to a lower carbon future will create

transformation in a much greater way – one that will be called a revolution by future historians.

The industrial transition required to include forms of renewable energy is a revolution, not an evolution – it will fundamentally change the way in which we operate. The solution to achieving this transformation will be innovation, and we are going to require bucketloads of it.

This will be an innovation revolution.

This transition is beyond the scale of any innovation we have seen before. But what does that really mean?

The innovation revolution for energy – practical implementation at scale By definition, innovation is about introducing new goods, services, or new products or significantly improving the way in which goods or services are offered. A new invention sitting on the shelf, or a research paper published in a journal is not innovation on its own without a greater focus on practical implementation.

Practical implementation of new innovation requires scale. And to meet the enormity of the challenge to fundamentally shift energy supply, we must be aggressive in our demands and embrace those in the market with the ability to supply. Innovation is not a charity – it requires a supply and demand and a market to transact. The

The role of innovation in energy transition Energy transition is a universal challenge, across every industry and sector. In the simplest terms, the way in which we generate, capture, transmit, transform, produce, and supply energy will fundamentally change. So, too, will the way we use it. How we consume energy, what we use it for, as well as when and where we use it, and how much we use is changing.

We all recognise the practical challenges facing a cleaner energy transition. Our industry has been acutely aware of these for a long time, well before the public narrative started to catch up.

It now seems everyone recognises the energy transition will have an impact on them, even if we don’t agree on exactly what that will be. Surprisingly, many outside our sector still act as though our industry doesn’t appreciate the challenge when, arguably, we understand it much better than most.

Strategic innovation for the resources sector In terms of the resources sector, we are well aware of the unique challenges we face. We understand the implications, and the duality of the challenge is not lost on us; we need to fundamentally change the way we operate today (we cannot optimise our way to an energy transformation), while concurrently addressing the skyrocketing demand for the minerals and metals we produce, in far greater volumes than we have ever produced before.

Not only this, we are being called upon to produce a whole range of new commodities, with highly variable but opaque market pricing and requiring different and sometimes unique processing. And all of this will need to be done differently to the way we’ve done it before. Bottom line, we need innovators to bring their solutions to each and every section of the resources value chain.

Tech-driven operations & the future of mining

Resources Centre of Excellence in Mackay is an exemplar of how this works in practice. The RCoE enables mining companies to showcase their needs, so vendors can collaborate to find viable (technical and commercial) solutions.

Is the future resources sector risky or rewarding for innovators?

As the resources sector, are we attractive enough to become the innovator's market of choice? We must heed the warning of scarce resources. Every industry is facing similar challenges – and none bigger than meeting net zero targets. There is a global war on talent, and a push to build capability. Attracting talent is hard and getting harder; we need to ask ourselves, are we doing enough?

As a sector, we must also recognise we can’t expect to move fast enough by ourselves. The type and scale of our challenges are not unique to our sector, and many technology vendors are focused on solutions we can adapt and apply. If we don’t join in with other industry sectors to find ways we can all work together, we won’t move fast enough to get to where we need to be.

This is not about reskilling an old sector with new skills, this is bringing our industry experience to the wider market, and benefiting from shared innovation.

Sharing risks for collective resolution In October this year, the International Energy Agency published their World Energy Outlook for 20231. Since the last report in 2021, the one major positive change was the maturity of technologies identified to address a net zero future.

While previously almost 50% of the net zero target depended on demonstration and prototype technology, that number has reduced considerably, with greater dependency on market uptake of new, proven and maturing technology. While this is a significant improvement in a short time, globally we are not moving fast enough.

The report also outlined that the primary risk associated with energy transformation is different for each type of clean energy technology innovation.

This was true for every component of the energy cycle, whether it was the sources of energy, be it wind, solar or nuclear, or battery storage, or if it was dealing with demand response and grid stability, or if the challenge came from consumption, like the adoption of electric vehicles or heat pumps. Each innovation faces its own risk.

Further risks are inherent in issues like permitting and certification, the supply of input ingredients like access to critical mineral supply chains and manufacturing capability. Also included were risks associated with access to skills, access to finance and the ability to generate revenues and profits that enable organisations to sustain their investment in transformation.

The lesson to be learned for future success is that no one stakeholder group controls or bears all the risks, and that they need to be shared amongst the sector and resolved collectively.

While we are extremely proud of what we have been able to achieve, the ‘innovation industry’ can’t rely on grant funding for a sustainable future.

Our goal has been to provide the patent capital to create an innovation ecosystem ready to tackle any challenge. . It’s a system that will help manage the costs of failure, delays, lessons and learning. Sustained investment allows an ecosystem to survive long enough to fail and learn, rather than fail and abandon.

The innovation ecosystem is ready for industry, willing and able to operate at a pace we have never seen before. Let’s make sure we use this ecosystem to its full potential, to build a sustainable resources sector for the future. 

1 https://www.iea.org/reports/world-energy-outlook-2023

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Unearthing Success: Navigating the depths of leadership in the mining industry Anton Guinea The Guinea Group of Companies

M

Photo: Pure Gold Films

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ining is changing, and it is changing for the better. In recent years, there has been a real shift in the leadership of our mining workplaces.

The shift has been about embracing a more people-focused approach to the leadership of mining workforces. In 2023, mining leadership isn't just about extracting resources from the earth – it's about extracting success from the amazing humans and teams that define this sector.

Effective leaders in mining understand that adaptability, inclusivity, and caring are not just buzzwords; they are the cornerstones of sustainable leadership. Let's explore how these three key points can lead to unearthing success in the mining industry.

1. Adaptability: Navigating the Shifting Sands Mining, by nature, is an industry subject to constant change. Whether it's fluctuating commodity prices, evolving regulations, or advancements in technology, leaders in mining must be adept at navigating the shifting sands of uncertainty.

Adaptability is not just a desirable trait; it's a survival skill.

An adaptive leader is defined (by Gateley.com) as someone who can change their behaviour in response to changes in a situation.

They are flexible, showing resilience when things don't go as planned and bouncing back from failure, seeing it as an opportunity to learn.

Adaptability is aligned with flexibility and agility, and as well as being resilient, it is about being responsive to changing circumstances and situations.

Leadership Training for Adaptability: To thrive in the ever-changing mining landscape, leaders should prioritise adaptability in their skill sets. Leadership training programs focusing on change management, innovation, and scenario planning can provide invaluable insights.

By embracing adaptability, leaders can steer their teams through challenges, turning uncertainty into opportunities for growth and improvement.

2. Inclusivity: Building a Strong Foundation The mining industry has traditionally been maledominated, but the tides are turning. Inclusivity is not just about meeting diversity quotas - it's about building a workforce that brings together diverse perspectives, experiences, and skills.

Inclusive leadership fosters

History is littered with examples of what we now call ‘group think’. Yale University social psychologist Irving Janis coined the term groupthink in 1972, and it refers to a group of intelligent people making an unintelligent decision based on the strong opinions of the few ‘experts’ in the room rather than listening to the other opinions of the group, who potentially might be more junior or less experienced. See the Challenger disaster for further evidence of groupthink, where the junior engineer was not listened to, and seven astronauts lost their lives.

Leadership Training for Inclusivity: Leaders need to actively seek out training that addresses inclusivity and diversity in the workplace. This goes beyond compliance; it involves creating a culture where every voice is heard and valued. Inclusivity-focused leadership training can provide tools for effective communication, conflict resolution, and team building in diverse environments.

By embracing inclusivity, leaders can ensure their teams reflect the rich tapestry of perspectives needed to solve complex problems encountered in the mining industry.

a positive. At a leader level, the elements of the Code of Practice may be difficult to manage without at least some training in how to be a psychologically safe leader.

3. Caring: Nurturing the Human Element

Leadership Training for Caring: Leadership programs that focus on emotional intelligence, team dynamics, and employee well-being are crucial for fostering a caring leadership style.

By prioritising their teams' mental and physical health, leaders contribute to higher morale, increased productivity, and reduced turnover rates. Caring leadership is a powerful force that not only enhances the work environment but also establishes a foundation for longterm success in the mining industry.

Amidst the heavy machinery and extraction processes, it's easy to overlook the human element in mining. Caring leadership goes beyond the bottom line; it involves understanding and valuing the well-being of every team member. In an industry where physical safety is paramount, a caring leader creates a culture where every individual feels not just seen but genuinely cared for. A caring leader understands that psychological safety is also an essential element of leadership.

In the last 12 – 24 months, we have seen the implementation of the Code of Practice for Managing Psychosocial Hazards at Work. Studies have shown that mental health is a significant issue for those working in the mining industry, so employers will see the recent introduction of the Code of Practice as

In conclusion, success in the mining industry requires leaders who can adapt to change, embrace inclusivity, and genuinely care for their teams. As we delve into the depths of leadership in mining, let's remember that unearthing success is not just about what we extract from the earth but how we nurture and lead those who make it all possible. 

intermodal transport links a highly skilled workforce a growing economic hub diverse manufacturing capabilities

THE MINING & RESOURCES HUB OF CENTRAL QUEENSLAND Speak to our economic development professionals ADVANCEROCKHAMPTON.COM.AU advancerockhampton.com.au THE MINING & RESOURCES HUB OF CENTRAL QUEENSLAND 07 4936 8282 advancerockhampton@rrc.qld.gov.au

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creativity, improves decision-making, and enhances overall team performance.

DON’T JUST FIX IT. PREVENT IT. TEST IT. TRUST IT.

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Mining Services directory Mining Services Directory

Photo: Pure Gold Films

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Mining Services Directory ACCOMMODATION & BUILDINGS

ACCOMMODATION & BUILDINGS

Civil Contractors

Civeo is a leading workforce accommodation specialist. Whether we're operating our own villages, or our customers' villages, we provide a comfortable place to rest and relax while living and working away from home. With villages conveniently located in Coppabella, Moranbah, Nebo, Dysart, and Middlemount we're where you need us.

Style, convenience and the ultimate in relaxation.

Conveniently located in the heart of Mackay, Rydges Mackay Suites offers business and leisure travellers a deluxe accommodation experience in a prime locale. Our Mackay hotel offers complimentary on-site parking, free Wi-Fi, 24 hour reception and all day room service.

Moorvale Earthmoving is a family owned, CQ-based business that specialises in the provision of earthmoving and rehabilitation services to the mining, construction and rural sectors.

civeo.com 1300 622 222

rydges.com/mackay-suites 07 4969 1000

moorvaleearthmoving.com.au 07 4952 2550

Civil Contractors

Communications

Drilling, Boring & Blasting

At Nortek we bring a depth of experience that spans over 18 years, delivering the highest quality infrastructure and asset installations for all aspects of the mining sector. Within the business our managing directors are actively involved within the site project management structure, this aligns our values to the end result achieved for our clients.

Outback Comms is a locally owned Queensland company delivering mobile internet solutions no matter how off-grid you are. Specialising in 12/24v Starlink conversions, ensuring uninterrupted connectivity in the most remote areas of Australia. Ideal for work or play from light vehicle, heavy equipment to worksite solutions.

Coldwell Drilling: A trusted family-owned company for over 45 years, built on honesty, integrity, and safety. Led by Gayle Coldwell and son Brendan, our experienced team operates in Australia and the Asia Pacific, delivering top-quality drilling services tailored to your needs. Safety, expertise, and commitment are our priorities.

nortek.com.au 0419 179 430

outbackcomms.com.au 1300 017 576

coldwelldrilling.com.au 0456 961 485

Engineering Products & Services

Engineering Products & Services

Engineering Products & Services

A&B Mylec Pty Ltd was formed in 1995 to provide metallurgical, process engineering and coal technology expertise to the Australian mining industry. Our suite of services span the earliest stages of mine site development and evaluation, incorporate all stages of project investigation and feasibility, through to detailed process design, implementation, market definition and support.

Applied delivers solutions through the perfect combination of chemistry and expertise.

Producing an extensive range of Detergents, Degreasers, Corrosion Inhibitors and Dust Suppression products, Applied has designed products for the mining and transport industries for over 70 years. Committed to excellence, Applied solutions are a trusted partner in Industrial applications.

Devcon are a renowned name in industrial maintenance and repair solutions and the trusted range of products include solutions for equipment maintenance, repair, rebuilding and bonding in both industrial and mining applications. Our range of epoxy and urethane products provide high performance solutions for all industrial fixes in any emergency repair or maintenance needs.

abmylec.com.au 07 4927 9188

itwpf.com.au/applied 1800 000 945

itwpf.com.au/devcon 1800 000 945

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Mining Services Directory Engineering Products & Services

Engineering Products & Services

Environmental

Sulzer's services division provides rotating equipment services for all brands and categories for plant and mobile mining equipment such as Haul trucks, electric rope shovels, walking draglines & more. Our reconditioned exchange programme offers AC wheel motors, Alternators and Grid Blowers to suit a range of haul trucks for maximum productivity and reduced downtime.

Waterline is an Engineering Consultancy providing advisory, sustaining capital and operational engineering support services to the Queensland Resources Industry. We partner with clients to build meaningful relationships built on mutual success.

AJK Contracting by Vereco offers competitive, quality solutions. From our Mackay headquarters, our services to the mining community across regional Queensland include bulk compost and gypsum supply and haulage, mobile material recycling, and industrial landscaping. Our customer-focused team and diverse fleet are ready to deliver efficient, flexible and compliant results.

sulzer.com/en 65 9720 0793

waterlineprojects.com 1300 957 111

vereco.com.au 07 4942 6363

Environmental

Equipment & Services

Equipment & Services

Lanyonscapes by Vereco delivers real results with economic, social and environmental value.

From our Mackay headquarters, our services to the mining community across regional Queensland include large-scale revegetation, rehabilitation and industrial landscaping. Clients gain competitive solutions backed by our experienced team, specialised fleet, and skill with strict specifications and compliance.

Advanced solutions to unlock productivity, enhance safety, and minimise emissions.

Founded as CQMS in Mackay, we bring our 40+ years of experience with dragline buckets to engineer lips and GET for wheel loaders, excavators, rope shovels, and LHDs, plus payload management and GET loss detection technologies.

Green Acres Group deliver large-scale revegetation, rehabilitation and dust suppression projects in the most challenging conditions Australia-wide. Our plant hire sector leads the way in its ability to supply a diverse range of equipment that meets industry specifications for Australian mining, civil, energy and rail projects.

vereco.com.au 07 4979 4994

crmining.com 1800 987 525

greenacresgroup.com.au 07 5474 1564

Equipment & Services

Equipment & Services

Equipment Hire

Larsen's Air Conditioning Hire specialises in confined space heavy industrial HVAC rental solutions. Family owned and operated, located in Rockhampton. Industry leading and compliant equipment, with a focus on service, reliability and performance. Providing 24/7 support to Queensland Industry across the mining sector, power stations, oil and gas refineries.

Xylem is a global water technology company.

We focus on creating advanced solutions to the world’s water challenges. Our products and services move, treat, analyse, monitor, and return water to the environment in public utilities, industrial, mining, agriculture, residential, and commercial buildings services.

We also provide a range of smart metering solutions.

Onsite Rental Group proudly supports the communities we live and work in. We have over 30 years of experience in equipment rental management solutions. We have 500+ employees across 35+ branches and targeted co-locations in the mining, industrial and construction industries. We have a diverse range, including Access, Materials Handling, Lighting Towers, Site Accommodation And

larsenhire.com.au 1300 422 447

xylem.com/au 131 914

onsite.com.au 134 040

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Exploration

Fuel & Lubricants

Water Rentals is an integrated water service provider, offering bespoke water treatment solutions to mining industry on rental/tariff basis in Queensland and across Australia.

We have invested in the largest ready-to-go containerised water treatment plants that can be deployed to your mining site within days.

A&B Mylec Pty Ltd was formed in 1995 to provide metallurgical, process engineering and coal technology expertise to the Australian mining industry. Our suite of services span the earliest stages of mine site development and evaluation, incorporate all stages of project investigation and feasibility, through to detailed process design, implementation, market definition and support.

At Caltex, we are committed to proving the most advanced and premium industrial lubrication technologies available for every kind of operation – from mining to agriculture, power generation to construction, trucking to global marine. No matter what challenges you might face, the journey will be Smoother, Better, Together with Caltex.

waterrentals.com.au 0433 637 465

abmylec.com.au 07 4927 9188

caltex.com.au/business-solutions 1300 723 706

Fuel & Lubricants

Fuel & Lubricants

Fuel & Lubricants

Chevron Australia Downstream delivers quality fuel products across Australia.

We deliver products to the mining and resources, agriculture, construction, transport, marine bunkering, aviation and other industries. Chevron Australia Downstream also manage and operate three seaboard import terminals, and operate or supply a network of more than 260 retail locations primarily under the Caltex brand.

East Coast Lubes is a Strategic Distribution partner for Mobil™ lubricants. ECL supplies quality Mobil oils and greases to industrial, mining and power generation facilities throughout Queensland, available from small pack sizes right through to bulk oil and grease deliveries in a fleet of specialised delivery vehicles.

JSG Industrial Systems provides access to high quality fuel flow management equipment including meters, pumps and nozzles from world leading brands such as Kobold, ALL-FLO and Flomax. JSG has been delivering its products and systems to the Bowen Basin through a network of local distributors servicing the mining and industrial sectors.

australia.chevron.com 1300 723 706

eclubes.com.au 1800 069 019

jsgindustrial.com 1300 574 463

Government & Council

Heavy Machinery / Equipment

Heavy Machinery / Equipment

Mackay Regional Council is a big supporter of the resources and METS sectors. Our Economic Development team is committed to facilitating development and investment in the region, and is an ideal first point of contact for general business enquiries or for companies looking to expand or relocate to the region.

Conductix-Wampfler is one of the world’s largest suppliers of HV cable and hose reeler systems and has been operating in Australia for over 50 years, many of these reels supplied to clients in the Bowen Basin. Conductix-Wampfler Australia can design, manufacture and service all HV reeler systems.

Coxons Group Australia are leading cooling component specialists and have proudly served Australia's mining sector for over 35 years. Our services, including the Nosecone Exchange program, Overhaul and supply of cooling components, help to reduce costs, optimise asset uptime and avoid downtime to ensure your fleet operates efficiently.

discovermackay.com.au 1300 622 529

conductix.com 0411 724 942

coxonsgroup.com.au 1300 269 667

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Mining Services Directory Heavy Machinery / Equipment

Heavy Machinery / Equipment

Heavy Machinery / Equipment

DGI Trading are global leaders in the sourcing, recycling and remarketing of late model OEM mining machinery and components. Our extensive global procurement network allows us to source late model components and equipment from anywhere on earth. Our warehouses are stocked with production-critical, late model OEM parts and components, ready for dispatch.

Hastings Deering is the exclusive distributor of Cat equipment, technology, parts, and service throughout Queensland. We offer the broadest range of mining solutions for both surface and underground mining. We believe our people are our advantage; our workforce is diverse and powerful and it’s our differences that makes us truly understand our customers.

JSG Industrial Systems provides access to SKF Lincoln lubrication systems across AsiaPacific. With unmatched technical knowledge and drive for quality engineered systems, JSG has been delivering its products and systems to the Bowen Basin through a network of local distributors servicing the mining and industrial sectors.

dgitrading.com 02 6563 7992

hastingsdeering.com.au 131 228

jsgindustrial.com 1300 574 463

Heavy Machinery / Equipment

IT & Technology

IT & Technology

ABM.IT

INNOVATIVE TECHNOLOGY

CEA is proud to distribute leading capital equipment brands- JCB, Atlas Copco, Ditch Witch, Dynapac and Komptech. Providing extensive sales, parts and service support, CEA supplies a diverse range of equipment to a wide range of industries. These include mining, infrastructure, construction, agriculture, government, defence, and recycling.

ABM.IT is a wholly owned and operated branch of A&B Mylec, a Queensland icon in the Engineering and Metallurgy industries for over 25 years. We aim to provide responsive, practical and security conscious Information Technology solutions and support for the mining industry and businesses across the state.

Canaria Technologies is a market leader in Predictive Biometrics Systems, providing non-invasive medical-grade wearable devices powered by proprietary biometric algorithms to predict and prevent cognitive fatigue and heat stress. We are working with the world's biggest companies across the global resources sector, providing real-time alerts when conditions become unsafe, empowering workers and management.

jcbcea.com.au 1300 788 757

abmit.net.au 07 4931 0911

canariatechnologies.com 1300 260 905

Maintenance & Repair Products

Maintenance & Repair Products

Maintenance & Repair Products

AAMG is an Australian-based METS company that supports its clients in all aspects of asset management, bespoke technology and pipeline services. Our company works with clients to optimise their high-value assets, enabling them to transform operations and provide innovative, value add solutions to overcome everyday challenges. aamgrp.com.au 07 3706 5273

AEG has manufactured and supplied all types of screen media to the quarry and mining industry for over 25 years.

We specialise in: - Woven Wire - Anti-Wear Screens Products - Punch Plates - Self-Cleaning - Crusher wears Screens -Stainless Steel - Screening Products Accessories - Polyurethane - Harp Screens Screens & Panels aeg-group.au 07 3713 7744

The Ezy Group of companies is a leading provider in the resources sector. Established in 2006, our four integrated companies offer vehicle rentals, mechanical services and sign solutions for businesses across regional Queensland, with branches now open at Mackay, Moranbah and Emerald to better serve your needs. Find out more online or call us anytime. ezygroup.net 07 4952 3500

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Mining Services Directory Maintenance & Repair Products

Maintenance & Repair Products

Covering more than just plumbing, Reece stock products spanning civil, industrial, irrigation & HVAC-R. Reece has a national dedicated mining team with key experts in the field, where mining companies need them most. With 660+ branches nationwide, we have what you need, where you need it.

Maintenance & Repair Services

Reece | Actrol | Viadux

Servicing Australia and Papua New Guinea, Austchrome is the leading choice for component reclamation, manufacturing and reconditioning services. Our 4000m2 workshop facility is equipped with the latest industry technology offering chrome plating, hydraulic cylinder overhauls, precision machining services and thermal spray coating using HVOF.

hillcock.com.au 1300 4455 2625

reece.com.au 1300 770 168

austchrome.com.au 1300 856 153

Maintenance & Repair Services

Maintenance & Repair Services

Materials Handling

Mader Group, a leading global provider of specialist maintenance services, offers comprehensive mechanical and electrical solutions for long and short-term maintenance needs in Central Queensland.

Mader provides field support for the mining, rail and CHPP sectors, ensuring efficient and reliable 'tap on, tap off' assistance for optimal fleet, locomotive and plant performance.

Since 1990 Primec have been delivering efficient and reliable mechanical maintenance services for our customers, wherever and whenever they need us.We are specialists in heavy mechanical repairs, component rebuilds and field service maintenance, with specialised workshops strategically placed to service the Bowen Basin and beyond.

International Conveyors Ltd (ICL) are global leaders in conveyor belting for the underground coal market. As a certified ISO 9001 company our conveyor belt is designed, manufactured and conforms to AS4606 requirements. ICL has the ability to offer excellent technical and engineering assistance to our clients as part of its product servicing.

madergroup.com.au 07 3059 6140

primec.net.au 1300 861 527

internationalconveyors.com.au 0459 977 655

Mineral Processing

Mineral Processing

Mining Services

Hillcock Industrial is a newly established Mackay-based business created by founders who have a deep understanding of the consumable industry. We locally stock a comprehensive range of Industrial (MRO) & Safety products and pride ourselves on listening and prioritising the needs of our customers.

A&B Mylec Pty Ltd was formed in 1995 to provide metallurgical, process engineering and coal technology expertise to the Australian mining industry. Our suite of services span the earliest stages of mine site development and evaluation, incorporate all stages of project investigation and feasibility, through to detailed process design, implementation, market definition and support. abmylec.com.au 0749279188

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AEG has manufactured and supplied all types of screen media to the quarry and mining industry for over 25 years.

We specialise in: - Woven Wire - Anti-Wear Screens Products - Self-Cleaning - Punch Plates Screens - Crusher wears - Screening -Stainless Steel Accessories Products - Polyurethane - Harp Screens Screens & Panels aeg-group.au 07 3713 7744

Thiess partners with its clients to deliver excellence in open cut and underground mining in Australia, Asia and the Americas.

For almost 90 years, Thiess has operated in diverse commodities, geologies, environments and cultures. The team uses that insight to optimise solutions for each project, backed by how they meet their commitments. thiess.com 07 3002 9000

Mining Services Directory Parts & Accessories

Professional Services

Professional Services

We specialise in: - Woven Wire - Anti-Wear Products Screens - Self-Cleaning - Punch Plates - Crusher wears Screens -Stainless Steel - Screening Products Accessories - Polyurethane - Harp Screens Screens & Panels aeg-group.au 07 3713 7744

A&B Mylec Pty Ltd was formed in 1995 to provide metallurgical, process engineering and coal technology expertise to the Australian mining industry. Our suite of services span the earliest stages of mine site development and evaluation, incorporate all stages of project investigation and feasibility, through to detailed process design, implementation, market definition and support.

Coalfield Consulting provides a specialised service focused on enhancing quality across the entirety of the coal supply chain. Leveraging our extensive expertise within coal sampling, analysis, laboratory procedures and quality management, we are poised to swiftly demonstrate tangible benefits to your operations

abmylec.com.au 0749279188

coalfieldconsulting.com.au 0417 021 780

Professional Services

Professional Services

Professional Services

Information Quality is Australia's premier engineering data, asset management and information management service provider. From strategic planning and systems implementation to application administration and asset optimisation, IQ can realise the full potential of engineering and asset management information. We utilise our unrivalled experience and expertise to ensure that information is always reliable, relevant and retrievable.

Mackay Safety and 4PS Software, industry leaders in safety solutions and software innovation. A proven track record spanning over several years, we are committed to helping businesses achieve safety excellence and boost productivity. Our user-friendly software solutions, including 4PS Software and 4P Forms, streamline operations and simplify compliance processes.

Pure Gold Films help businesses and contractors in mining and resources communicate the positive impact they’re having throughout Queensland, by creating high impact videos and photography that tells engaging human and project stories.

Our videos are designed to boost brand image, increase company awareness, train staff and win new projects.

iq-im.com 07 3180 3650

mackaysafety.com.au 07 4944 1272

puregoldfilms.com.au 1300 998 920

Professional Services

Professional Services

Safety & Security

Wahoo are a full-service, specialist marketing agency dedicated to meeting the strategic communication needs of Australia’s Mining and Resources sector. As a collective we’ve got over 35 years’ experience working with mine sites across all commodities, delivering compelling marketing solutions for talent attraction & retention, recruitment, HSEC, people & culture, and corporate communications.

Workhorse Advisory specialises in legal support for the mining sector, aiding mining and service companies with compliance, contracts, claims and on-site crisis response.

Our focus on the unique needs of the mining industry ensures tailored assistance for regulatory challenges and dispute resolution, allowing you to focus on safe production.

Muster Fire Suppression Systems introduces innovation into the fire suppression industry with leading-edge technology for automatic detection and actuation. Muster is a preengineered system designed for environments where superior performance and innovation are consistently demanded. Made available by JSG Industrial Systems, Muster is capable of monitoring mobile mining equipment 24/7..

wahooadvertising.com.au 07 3230 2800

workhorseadvisory.com 07 3839 7395

musterfire.com 1300 574 463

AEG has manufactured and supplied all types of screen media to the quarry and mining industry for over 25 years.

Information Quality Information and Data Management

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Mining Services Directory Safety & Security

Safety & Security

Software

ABM.IT

INNOVATIVE TECHNOLOGY

SALTO is a world-leading technology provider of smart access control solutions, trusted worldwide to secure facilities across a broad range of industries and challenging applications. With 40 SALTO offices worldwide and product available in 90+ countries, SALTO has installed 7 million+ access points with 40 million+ users.

Founded in 2013, she wear is Australia’s leading women’s work boot and footwear company specialising in biomechanical functional designs made specifically for the shape and contours of female feet. With certifications to Australian standards and advanced technology, she wear work boots feature superior safety features to provide foot protection.

ABM.IT is a wholly owned and operated branch of A&B Mylec Pty Ltd, a Queensland icon in the Engineering and Metallurgy industries for over 25 years. We aim to provide responsive, practical and security conscious Information Technology solutions and support for the mining industry and businesses across the state.

saltosystems.com.au 03 8683 9782

shewear.com.au 07 3607 0521

abmit.net.au 07 4931 0911

Software

Software

Tailings Management

WATER & TAILINGS

Cru Software offers workforce roster and scheduling management software to mining operators globally. By using powerful and intelligent automation, Cru streamlines manual processes and optimises software, resulting in significant improvements in daily mining operations efficiency.

Automated validation and compliance checks reduce risk, ensuring compliance with regulations and industry best practices.

Pulse is the only ERP system in the world developed specifically for mining, with all the apps, tools, and real-time business intelligence you’ve imagined.

Explore the complete mining business management system with a live demo.

Experience the support of an Australian software company dedicated to mining business optimisation for over 35 years.

Hall Water & Tailings is an Australian-owned company providing dredging, slurry and water management, rehabilitation and civil construction services to the mining and heavy industrial sectors. Our team possesses extensive experience in tailings management and working within highly regulated environments. We work with clients to customise safe and effective solutions.

crusoftware.com 07 3252 0810

miningsystems.com 02 4922 2000

hallwaterandtailings.com.au 07 5445 5977

Transport & Logistics

Vehicle Rental

Vehicle Rental

Corefleet are a leading national fleet solutions company, providing premier vehicle solutions for the mining and construction industries for over 50 years. We offer an extensive selection of quality mine-ready vehicles and buses, for short and long-term rental or fixed lease contracts, with flexibility to customise to your specific requirements.

CSThire’s national fleet consists of over 650, high quality, fully maintained light vehicles and a wide selection of project trucks. CSThire has the capability to supply short-term and longterm vehicles, everything from single vehicles right through to project fleets requiring over 100 vehicles. Mobilising vehicles throughout Australia, and regularly to remote sites and locations.

corefleet.com.au 08 9333 4366

csthire.com.au 1300 942 342

Kinetic offers flexible and dynamic solutions supporting clients in the mining and resources sector with safe, efficient and highly customisable transport services. From camp-to-site shuttles to on-site shuttles, our bus network is essential to the success of large, long-life mining and resources projects moving around 6 million people across seven key Australian regions annually. wearekinetic.com/capabilities/miningresources-bus 07 4898 7337

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MAINTENANCE, REIMAGINED. Nosecone Exchange for mining.

Brisbane Head Office

Rockhampton

92 Dunhill Crescent, Morningside QLD 4170 1300 269 667

9-11 Monier Road, Parkhurst QLD 4702 07 4922 2313

Mackay

Singleton

197 Boundary Road E, Paget QLD 4740 07 4952 5513

7 Enterprise Crescent, Maison Dieu NSW 2330 02 6572 1214

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ANY SITE. ANY ASSET. ANY WHERE. FOR 30 YEARS. We are the experts in hydraulic cylinder manufacture and repair, component reclamation and surface technology solutions.

• Cylinder repairs and servicing • Industrial chroming • Thermal reclamation • Engineering and manufacturing • Blasting, painting and packing Get in touch for a quote today!

Austchrome’s in-house manufactured hydraulic cylinders are certified Australian made.

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austchrome.com.au 1300 535 407