Issue 32

21 Questions with Boyuan Tian, Managing Director of Jinshi Drilltech

Topdrill Digging Deep:

A XIS CONNECT ™

SIMPLE, RELIABLE AND EFFICIENT SURVEY MANAGEMENT

AXIS Connect™ enables you to:

Reduce operating costs

Integrate workflows to enhance productivity

AXIS Connect™ is an open, secure and integrated survey management tool, where survey tools connect to the cloud, drillers connect with geologists, and measurements connect with reporting and geological modelling.

The platform simplifies drilling operations, minimising disruptions while ensuring accurate and efficient data collection in the field.

To learn more about AXIS Connect and how it can support your operations, contact your local Orica Digital Solutions representative or visit orica.com/axisconnect

Enhance orebody knowledge

Connect survey to geological models

Table Contents

Exclusive interview with Boyuan Tian, Managing Director of Jinshi

Topdrill Digging deep: A story of grit and growth

STATISTICS

20 Top mineral exploration drilling contractors 2024 Statistics of diamond drilling meters by Maksim M. Mayer, Editor at Coring Magazine

STUDY

24 The role of directional core drilling in tunneling. Methodologies for comprehensive rock investigation by Ivan Dimitrov, WSenior Field Engineer at IMDEX, Outi Ahvenjärvi and Tiia Kivisaari, Project Geologists at Anglo American, Sakatti Project

30 Alton Drilling Driving innovation in remote exploration at WKP by Fabian Harley, North Island Operations Manager, and Sarah Keenan, Executive Assistant at Alton Drilling

/DRILLING SOFTWARE

32 Krux Analytics Redefining drilling data for a smarter future

/EXPLORATION & MINING GEOLOGY

37 Q&A from the experts: In conversation with Steve Beresford, Director of Power Metallic

44 Beer and geology You can’t have one without the other by Richard Fink, former Vice President - Technical (retired), Global Ferroalloys at Cliffs Natural Resources

46 Core photography guidelines by Brenton Crawford, Chief Geoscientist at Datarock

52 Folding through time Unravelling orogenic imprints in the Aravalli Supergroup, NW India by Dr Jaideep Kaur Tiwana, Geologist at Geological Survey of India

/EXPLORATION DRILLING CATALOG

56 Drilling services 57 Drilling equipment & accessories 61 Survey equipment 61 Miscellaneous

Authors in this issue

Boyuan Tian Managing Director of Jinshi Drilltech Co Ltd.

Fabian Harley, North Island Operations Manager

Sarah Keenan, Executive Assistant at Alton Drilling

Brenton Crawford Chief Geoscientist at Datarock

CORING MAGAZINE

September 2025

Cover photo Topdrill

Issue 32

ISSN 2367-847X

Not for resale. Subscribe: coringmagazine.com/subscribe

Contact Us

Coring Media Ltd.

57A Okolovrasten pat street, r.d. Manastirski Livadi, Triaditsa region, 1404 Sofia, Bulgaria

Phone +359 87 811 5710

Email editorial@coringmagazine.com Website coringmagazine.com

Maksim M. Mayer

Editor at Coring Magazine

Steve Beresford Director of Power Metallic

Dr Jaideep Kaur Tiwana Geologist at Geological Survey of India

Publisher

Coring Media

Executive Officer & Editor in Chief

Martina Samarova

Editor Maksim M. Mayer

Section Editor – Exploration & Mining Geology

Dr Brett Davis

Digital Marketing Manager

Elena Dorfman

Assistant Editor

Adelina Fendrina

Graphic Design

Cog Graphics

Want to contribute to Coring Magazine? Get in touch with us at: editorial@coringmagazine.com

Coring Magazine is an international quarterly title covering the exploration core drilling industry. Published in print and digital formats, Coring has a rapidly growing readership that includes diamond drilling contractors, drilling manufacturers and suppliers, service companies, mineral exploration companies and departments, geologists, and many others involved in exploration core drilling.

Launched in late 2015, Coring aims to provide a fresh perspective on the sector by sourcing authentic, informed and quality commentary direct from those working in the field.

With regular interviews, insightful company profiles, detailed product reviews, field-practice tips and illustrated case studies of the world’s most unique diamond drilling and mineral exploration projects, Coring provides a platform for learning about the industry’s exciting developments.

Ivan Dimitrov Senior Field Engineer at IMDEX

Richard Fink

former Vice PresidentTechnical (retired), Global Ferroalloys at Cliffs Natural Resources

BOYUAN TIAN

Managing Director of Jinshi Drilltech Co Ltd.

After studying finance and economics and attempting a few side projects, Boyuan found a real career path in the family business of Jinshi Drilltech. Founded by his father in 1996, today Jinshi is the largest manufacturer of core drilling tools in China. With the experience he accumulated while living and studying in Canada, Boyuan has since helped spearhead Jinshi’s expansion abroad. Over the last years, several international branches of the company were established in South America and Asia, further strengthening their position among suppliers from China.

In China, Jinshi Drilltech is a full drilling solutions provider and a domestic industry leader. And in his current role as Managing Director, Boyuan is aiming to build the Jinshi brand abroad - by leaning on the quality of their products, refined in real operations, and combining their local presence and logistics experience.

questions

Grigor Topev: It is a pleasure to have you as our guest interviewee at Coring Magazine! I like to start every interview with the same question: What first drew you to the drilling industry, and how did you get your start?

Boyuan Tian: Thanks for giving me the opportunity. I’m honored to be here, as I feel I’m still early in my career compared to some of the interviewees before me.

Well, I had my options open and studied finance and economics, but I didn’t manage to find a real career path in the few side projects I attempted. Jinshi Drilltech is a family business that I am part of, so it was natural for me to get into it. Looking back, the choice worked out well for me. Today, I feel much more comfortable and confident in this field.

GT: You spent some years in Canada. What are your general impressions of the drilling business there?

BT: I lived in Canada for 12 years for education and family reasons, and I moved back to China recently to achieve a better balance between work and family. Canadian drilling companies are well-equipped, technically sophisticated, and highly regulated. When it comes to manufacturers, I find the business environment to be stable and mature, but it tends to operate at a lower pace in some regards compared to my home country. Chinese companies were lucky to catch the golden period of China’s rapid economic growth and reap the benefits of the times. Now, as the drilling industry becomes more mature, we can learn a great deal from mature markets like Canada.

GT: Could you tell us more about the story of Jinshi Drilltech Co Ltd. and its line of products?

BT: My father, Tian Bo, had a humble start in a national geological institute. He worked his way up to shop manager before quitting his job and starting his own business in 1996, producing diamond core bits. In the years since, the company expanded the product line to include rods and casings, in-hole tools, and eventually hydraulic rigs—a major step that positioned

Jinshi as a full drilling solutions provider rather than just a tool manufacturer. This growth happened at a time when China was investing billions in exploration both at home and overseas. Jinshi’s ability to meet the growing demand with high-quality products propelled the company to become a domestic industry leader. Last year, our company produced 1.4 million meters (4.59 million feet) of rods and 210 000 diamond tools, making Jinshi the largest manufacturer of core drilling tools in China and positioning the company among the leading producers worldwide.

GT: What is the structure of the company, and how is it connected with its international subsidiaries?

BT: Jinshi Drilltech has a team of more than 500 employees, with about 80% working in manufacturing and the rest in sales and management. Our headquarters are in Tangshan, just a two-hour drive northeast of Beijing, which gives us direct access to China’s capital for logistics, talent, and business connections. We operate three production facilities in Tangshan, covering a combined area of 93 000 m2 (1 001 044 ft2). We keep our subsidiaries intentionally small, with a mix of employees dispatched from headquarters and local hires. Strategic decisions are made at the headquarters level, ensuring consistency across operations. To stay aligned, there is daily communication between subsidiaries and the operations management team, while senior management holds weekly meetings to review sales, inventory, customer feedback, and other key topics.

GT: What are your responsibilities within the global structure?

BT: My major role is in management now. Basically, my department empowers the sales department and coordinates with the manufacturing side. We have a big team, as I mentioned, and the responsibilities are subdivided across the department. Even though I had exposure to sales, marketing, and finance, I see myself more as a coordinator, making sure our teams stay aligned and work effectively together.

of that, mining and exploration cycles influence tool manufacturers directly. Ramping up capacity in an upturn is challenging and keeping the capacity utilized during an industry downturn is even harder. To avoid such issues, Jinshi started to invest and nurture the market in good times to live through the bad.

We started the Peruvian subsidiary in 2013, which was the end of our last boom. We brought some drill rods with couplings, quite common in China, to the Peruvian market in the hopes that we could talk drilling companies into switching from wireline to our standard. That didn’t go well, and we learned a lesson. Besides mistakes like this, we had setbacks like fraud and an armed robbery in our Peruvian branch. Those challenges are now behind us, and today our Peruvian branch enjoys a solid reputation and strong performance. With the experience from Peru, Jinshi ventured into more countries to establish footholds in major markets and build strong ties with the local drilling communities.

‘What really makes Jinshi stand out is that we are also a drilling company ourselves. This gives us a different perspective, personnel with hands-on drilling experience, and the ability to test and refine our products in real operations, which makes a huge difference in quality.’

GT: The company has several international branches—in Peru, Mexico, Kazakhstan, Türkiye, and recently, Indonesia. What were some of the challenges the company faced when expanding to and working in these markets?

BT: It’s challenging to set foot in a mature market for the first time. Making the right choices, maintaining a positive mindset, and above all, having patience, as it can take years, are the keys to making a subsidiary successful. On an execution level, building a small yet resilient team is the dominant challenge. Compared with many big Chinese firms venturing overseas with big investments, Jinshi faces a unique challenge coming from the small and volatile nature of the drilling tool industry. The local team has to excel at being small, efficient, and team-oriented—a balance that is never easy to achieve. On top

GT: Do your international branches help you differentiate as a manufacturer? Do they also provide local storage, or are products delivered directly from China?

BT: To be honest, I can hardly tell competing products apart on platforms like Temu or Alibaba, and I’m not willing to take risks experimenting when I’m the buyer. I can imagine how hard it must be for foreign companies to recognize which drilling brands are truly reliable and high quality when the market is flooded with a long list of Chinese manufacturers.

What really makes Jinshi stand out is that we are also a drilling company ourselves. This gives us a different perspective, personnel with handson drilling experience, and the ability to test and refine our products in real operations, which makes a huge difference in quality. In addition, becoming a locally operated entity at select locations further strengthens our position among suppliers from China.

All of our products are manufactured at our headquarters facility in China, ensuring strict control over quality. We do maintain local stocks, but the reality is that no company can keep every item on hand. What matters is that our local inventories are growing steadily, and products for regular customers are becoming more and more readily available, with stock managed directly at the subsidiary level. For new customers ordering directly from headquarters, it may sound complicated or time-consuming, but in practice it’s straightforward and efficient. Some of our largest customers have been purchasing this way for many years. We work with the world’s leading couriers and freight forwarders, and while bulky shipments naturally take longer, our logistics experience ensures they are handled smoothly and reliably. Consistently meeting lead times is one of the cornerstones of our logistics, so customers can rely on receiving their products exactly as promised.

GT: You were an International Business Development Manager for Jinshi Drilltech. Which one of these markets has been the hardest to establish a foothold in?

BT: So far, Mexico has been the hardest market for us to establish ourselves in. When I first visited Hermosillo, Sonora, in 2017 to investigate the market, we realized that simply finding a distributor would not be enough. Before taking that step, we had to penetrate the market directly and build recognition for the Jinshi brand. Mexico was attractive because it needed budget-friendly drilling tools, but long supply chains and trade barriers made it difficult for contractors to source directly from China. That was a gap Jinshi managed to fill with the help of our previous experience in Latin America, and today the branch is proud to have had a strong start in the market.

Globally, developed markets like Australia and Canada remain the most difficult markets for us to enter. From a strategic perspective, we focus on identifying gaps that we can fill with certainty, rather than chasing entry into developed markets without careful consideration. Nonetheless, I am confident Jinshi will be able to set a foothold in Canada and Australia under the Jinshi brand in the future.

GT: Will Jinshi consider building a factory outside China?

BT: As I see it, building a factory in a target market is something we are open to in the future, but we don’t have a clear plan in place yet. With global trade conditions fluctuating and many governments pushing for local manufacturing, we recognize that local production may become necessary in some regions. Of course, building a factory outside China would be far more challenging than setting up a sales office. That is why we are more open to potential joint ventures with investors from the global drilling community. Any country with mineral resources to explore can potentially support local manufacturing of drilling tools. This is the direction many governments are encouraging.

GT: What are the short- and long-term goals of Jinshi Drilltech?

BT: I am sure many Coring readers are hearing about our brand for the first time, even though we have been in the business for many years. This shows that we have not marketed the Jinshi brand properly and consistently. A few years ago we went through a renaming and rebranding, which also had its impact. Now one of our short-term

goals is to build stronger brand awareness, create trust, and improve our reputation.

Jinshi is deeply embedded in the Chinese market, a market I consider more volatile and more competitive than its developed counterparts. However, we want to diversify and reduce our reliance on a single market. Ideally, foreign sales should account for 50% or more of our total revenue. To achieve this, we are working to improve our overseas sales structure by engaging more distributors and key customers abroad, and by shifting away from a purely trade-oriented business. As for the long term, our goal is straightforward: to stay in business and continually refine our products. There are countless improvements we can make at the operational level, but I believe chasing a ‘grand vision’ is not practical in today’s rapidly changing environment. At this stage, it is less about being ambitious and more about pursuing steady, sustainable progress.

GT: You are mentioning a strong presence in the Chinese market. Tell us more about that.

BT: In the domestic market, Jinshi does more than supply tools—we provide complete solutions built on years of drilling experience, technical know-how, on-site support, and subcontracting capabilities. Our service package is a unique advantage that strengthens customer loyalty and has been a key reason why Jinshi has become the largest supplier of core drilling tools in China.

GT: Personally, which Jinshi Drilltech product(s) are you the proudest of? What makes it or them unique?

BT: I am the proudest of our number one factory that houses a highly-automated production line for wireline drill rods. With an output of 2500 rods per day—an impressive figure for a single manufacturing plant, our number one factory stands for advanced manufacturing. The automation has also dramatically reduced the amount of manual labor and improved working conditions.

On the product side, we developed the HY-thread heavy-duty wireline drill rods, which have a depth capacity of 2500 m (8202 ft). Compared to standard wireline rods, they provide better reliability and safety when drilling at greater depths.

GT: Can you share the most impressive projects Jinshi Drilltech has been involved with?

BT: Something unique I can think of is the geotechnical drilling projects done for those mega infrastructure projects. One of the most recent is the soon-to-be-built Motuo hydropower dam in China, which began construction in July. Jinshi Drilltech is proud to supply tools and drilling consultation for the geotechnical drilling programs. One of the ongoing geological survey holes is horizontal with a designed depth of 2400 m (7875 ft) in H-size and 3000 m (9843 ft) in N-size.

Another project where Jinshi contributed is wireline drilling in sandstone-type uranium deposit ground conditions. For better context, some of China’s uranium reserves are hosted in sandstone strata. Limited by the poor cementation of the strata and poor fluid circulation, drillers traditionally used the conventional coring method. Productivity and core recovery were far from ideal, while standard wireline operations were difficult because the inner tubes and rods frequently got stuck. Jinshi designed and manufactured a new set of wireline tools for these strata to increase annular space and unstick the inner tube. Those very tools made wireline coring possible in similar strata.

GT: I’m sure many of our readers want to know, how is diamond drilling in China? What’s the reach and scale?

BT: I know there is curiosity about the drilling industry in China in general. I am honored to share my experience and opinion here, but I have to put out a disclaimer in advance: I represent Jinshi Drilltech only, not the Chinese drilling community or any official drilling organizations. China’s drilling industry is very diverse, and my perspective reflects only our company’s experience.

So, back to the question: we have lots of drilling companies out there. Many state-owned geological companies provide a broad mix of geological services, and diamond drilling is only a part of what they offer. We also have a few companies that focus solely on contract drilling. Unfortunately, I don’t have a reliable estimate of the total number of active drills or total volumes.

China, now a big player in mining, is investing billions in mineral exploration. However, in terms of contract drilling, I think our market is more fractured, with many small- and medium-sized companies compared to developed markets, where a few very large companies dominate. I don’t know of any domestic company that operates more than 50 drills like the major players. Over the past decade, we have also seen many Chinese drillers working overseas, primarily in Africa.

GT: What is the state of competition between Chinese manufacturing companies? Are they more oriented abroad, or do they focus on the local market?

BT: Like all manufacturing industries in China, the competition is

fierce. The Chinese market is saturated with cheap products. For example, a very popular product is the 5 ft (1.52 m) NTW rod, which you can buy on the market for USD 20 apiece. Well, I think only the good manufacturers are able to do well in foreign markets. Focusing on the domestic market is usually more of an involuntary choice than an orientation. In the context of foreign trade, some peers had a good strategy in penetrating certain markets.

GT: When you mention good strategies, I have to bring this up. I constantly receive messages on LinkedIn, through email, and even WhatsApp from salespeople of Chinese companies. To me, that feels like spam, and honestly, it doesn’t work with me. What’s your take on that?

BT: That is a good question. I understand that you feel harassed; many people have complained to me about the same thing. Even I sometimes feel the same way. In China, some foreign trade salespeople are involved in selling a wide range of products. Mass marketing emails and unsolicited private messages, based on informa-

↑ Boyuan and his father Bo Tian touring Jinshi Drilltech’s manufacturing facility

tion gathering and reselling, are a low-cost, hit-or-miss sales tactic. For specialized products like core drilling tools, this kind of marketing approach is certainly not suitable. Many customers prefer salespeople to reach out in a more professional manner, and that is also what we aim to achieve. However, it’s not easy to shift away from this marketing strategy overnight, and sadly, some Chinese suppliers are sometimes dragged down by the poor impression left by their less professional peers.

GT: Is it difficult to find qualified experts in China, knowing that there are significant shortages globally?

BT: On the drilling side, recruiting drilling experts is challenging for Jinshi. Most foremen and project managers would prefer starting their own drilling business to doing the same job for just a paycheck. We operate ten drills and would like to run more. A shortage of skilled labor limits the size of our contract drilling department. Overall, I see an aging skilled workforce with no sign of reversing in the near future.

On the manufacturing and R&D side, it is less difficult to recruit candidates. Our managers and engineers have worked at Jinshi for years and have become experts themselves. When we look for experts to fill positions, promoting good candidates within the team has proved to be more successful than hiring experts from within the industry.

GT: What are some of the differences you have found between Canadian and Chinese contractors?

BT: As I mentioned, Jinshi Drilltech has ten drills operating across China. As a for-profit entity, I think we behave much like Canadian contractors, although we do some things differently. Like any other contractor, we have to consider costs such as diesel, labor, and tools. The risk of downtime and HSE costs are also taken into account when preparing a tender price. What we can definitely learn from our Canadian peers is their approach to HSE, maintenance, and training.

GT: Can you tell us about the national R&D programs for exploration drilling? Do they attract the whole industry in China, and what are the benefits of such programs for diamond drilling and manufacturing?

BT: On the materials science side, the drilling R&D programs are concentrated in a few research institutions that we work closely with. I came from an economics and finance background, so I can’t really tell whether those R&D programs contributed to the industry directly or indirectly. On the application level, many researchers contributed to the industry by demonstrating borehole structure design, drilling fluid composition, and solutions to problems caused by certain geological conditions. Over time, we witnessed a great improvement in drilling speed, portability of equipment, and reliability of tools. The R&D on the application level contributes to the industry’s progress by sharing knowledge and giving guidance.

On the manufacturing side, Jinshi Drilltech surely benefited from better equipment and materials from our suppliers. Much of the progress is R&D- and competition-driven.

GT: Are there any significant Chinese drilling innovations the world has yet to catch up on? On the flipside, are there products/drilling technologies that are popular elsewhere but not so much in China?

BT: In terms of deep hole drilling, China is not limited by a set of exploration drilling tools and methods. Many boreholes—exploration, geological, hydrological, and geothermal—are designed to be deep

and large in diameter. For example, core drilling a 2000 m (6562 ft) borehole with an end diameter of 216 mm (8.5 in) is impossible with a standard exploration drill and tools. Some tools are improvised from the oil and gas sector, and drillers have the flexibility to adjust any parameter on the tools. Overall, this approach provides flexiblity. As the industry inevitably drills deeper, many of the Chinese drilling projects and tools can serve as a reference for drilling in other countries.

In terms of contract exploration drilling, we have a lot to learn from the West in areas like management, HSE, training, and maintenance. Some big Western contractors manage over 50 drills, and this requires a different level of management. The speed is also something we can improve on. In China, most drillers aren’t allowed to and have no incentive to push the drill and tools to their limit to put more core in the box. I don’t know if anyone in China has pulled out even 100 m (328 ft) of core in a shift.

GT: More broadly, what do you think is the future of drilling? What developments are you keeping your eye on?

BT: I don’t see the core drilling business changing significantly in the future. In different markets, the drilling contractors face unique challenges. At the frontier of the drilling industry, some innovations focusing on automation and ESG take place to address the skill shortage and compliance pressure. Contractors in China face different challenges, and as a result, innovations in recent years have focused on cost-cutting. What we all have in common is that we’ll go deeper and deeper. I keep an eye on new developments that increase depth capacity in a cost-efficient manner. Also, I wonder if something will appear to make drillers’ jobs fun with instant feedback to attract the young generation.

GT: Without going into the politics, let’s discuss the Trade War. Have you felt its impact, and what do you expect to happen, particularly in terms of drill supplies manufacturing?

BT: In terms of direct impact on exports, I think the effect is little so far. The tariffs against Chinese steel were implemented over the years by almost all steel-producing countries. Unfortunately, some drilling tools fall into the tubing category, and we have to live with it. I find a reasonable percentage tariff with clear rules acceptable, and in most cases, what affected our business is permits, quotas, and uncertainty.

The global trade system underpinned by the WTO is undergoing significant changes. The growing prevalence of regional trade agreements suggests that, in the future, decentralized production will be of critical importance to manufacturers. On the drilling tool manufacturing side, the trade barriers are not what stopped a newcomer from operating globally. This market was quite segmented and will probably remain so. Jinshi Drilltech still has a shot to become a major international player despite these trade barriers.

GT: Thank you for taking the time to answer our questions! Lastly, what do you do to relax? Do you have any hobbies and interests?

BT: Thanks for your invitation. I like to do some woodworking for entertainment. I practice sports like swimming and tennis to stay fit and happy. For more information

Visit: en.jsexplo.com

Deep Capacity RC Drilling

Diamond Core Drilling

Deep Directional Navi Drilling

Grade Control Drilling

Air-Core Drilling

Underground Drilling

Geotech Drilling

®

Ahougnansou Bouake Quartier 04 BP 359, Bouake 04

+225 8875 1895

+225 0929 4604

Lima

Recon Drilling SAC

Calle. Los Eucaliptos Mz. D

Lote 15, Urb. Los Huertos de Santa Genoveva, Lurín

+51 (0) 1 748 5738

info@recondrilling.com

New Cairo

Katameya Office Park F19

Katameya Heights

+20 22 020 0084

+20 120 1598 527

+20 128 645 4285

La Serena

Recon Drilling SPA

Kilómetro 12

Quinta Los Rosales

Comuna de La Serena 1711112 info@recondrilling.com

Dakar

+225 07 8875 1895

+225 07 8875 1895

Founded by Tim Topham, Topdrill began in 2006 in a small yard in Kalgoorlie-Boulder, Western Australia. Tim, who had relocated from New Zealand after completing a degree in agricultural science, initially aimed for farm ownership and began working as a Driller’s Offsider. But after witnessing the booming mining sector of the Goldfields, Tim quickly shifted his sights to the drilling industry.

The early years were not without their challenges. Tim purchased a second-hand drill rig in 2006, and when things were starting to look up, the Financial Crisis hit. Overnight, drilling contracts became incredibly scarce. Despite the challenges, in 2008, Tim purchased Topdrill’s first brand-new drill rig. From there, Topdrill steadily grew, weathering downturns and market softening by leveraging strategic capital purchases and expanding its capability with industry-first mechanical innovations, such as bringing hands-free rod handling to diamond drill rigs.

Today, Topdrill stands as one of Australia’s largest privately owned, founder-led exploration drilling companies, a testament to relentless determination, innovation, and the ability to pivot in a fast-moving industry. Topdrill’s commitment to delivering exceptional drilling solutions, backed by digital innovation and continuous fleet improvement, is why they are a trusted exploration partner for Australia’s top-tier miners.

Today, Topdrill stands at the front of the pack

Topdrill is more than an exploration drilling company—it’s a complete project partner. Operating across Australia, the company is supported by its wider network, Topgroup, which brings together JB Contracting, Topcamps, and Tophire. This integrated offering means clients benefit from early-stage earthworks, pad preparation, logistics, fully serviced exploration and mine site camps, as well as vehicle hire and mechanical support. All under one trusted group.

What gives Topdrill its competitive edge is the combination of operational excellence, industry-first digital systems, and an uncompromising focus on safety. Unlike larger corporations, Topdrill’s privately owned structure provides the agility to make fast, informed decisions that deliver results for clients. From mobilization through to transparent digital reporting, every stage of the process is built for performance and accountability.

At the heart of Topdrill’s success are its people—highly trained, experienced, and committed to project outcomes. With a strong culture that puts people first, Topdrill continues to set the standard in safety, reliability, and drilling performance across the exploration industry.

Topdrill’s strategic edge

Topdrill’s strategic advantage stems from full operational control, extensive remote area exploration experience, and a systems-driven approach that prioritizes safety, drilling uptime, and real-time data transparency. From the carefully selected standardized rigs they run, to the teams that operate them, every operational element is designed and managed to deliver in environments others find technically difficult.

Their integrated structure, reporting capabilities, and proactive maintenance and safety systems ensure Topdrill stay ahead of risk while driving drilling efficiency and delivering value for their clients.

‘Topdrill’s safety protocols and proactive steps to ensure safety and well-being stood out to us. These efforts really highlight how committed Topdrill is to the safety of their people,’ says Kale Ross, GM Safety at Ora Banda Mining.

Exploration drilling services

Renowned for their precision-focused approach and backed by industry-leading equipment, Topdrill specializes in reverse circulation (RC) drilling, diamond (DD) drilling, grade control drilling, and water well drilling. They also offer geotechnical services, including tailings dam work and site investigation.

Topdrill is proud of its reputation and partners with major mining clients, including Northern Star Resources, Greatland Gold, Capricorn Metals, Westgold, Ora Banda Mining, and Brightstar Resources, to name a few. Topdrill was also part of the discovery hole team for De Grey Mining’s Hemi Project and Spartan Resources.

‘Brightstar has chosen Topdrill for safety, professionalism, and efficiency. Beyond the rig, the support provided by Topdrill is second-tonone,’ says Dean Vallve, COO of Brightstar.

Engineered for performance and, above all, safety

With a fleet of over 38 standardized Schramm and Sandvik rigs, and over 400 support trucks and light vehicles, Topdrill has designed a world-class fleet built for precision, power, and reliability.

Backed by an in-house maintenance team, live rig monitoring, AI-powered preventative maintenance servicing, and an aviation team to ensure rapid response across all locations, Topdrill is well known for its fleet of equipment that delivers consistent output with minimal downtime and maximum performance.

Built for success

Topdrill’s fleet is built tough, choosing only to invest in durable, high-performance equipment engineered to tackle any terrain. The inclusion of innovations such as hands-free rod handling, rod breakout tools, GPS location tracking, and live rig monitoring helps operators work safely and more efficiently.

With a dedicated aviation division, regional operations managers, supervisors, and on-the-ground fitters, Topdrill delivers unmatched responsiveness. Whether it’s a part, a person, or a whole support crew—if it’s needed on site, Topdrill can get it there fast.

Case study

Topdrill RIG05 experienced a mechanical failure while on site. Under inspection, it was determined that its engine had blown and required immediate replacement for work to recommence. The Topdrill field maintenance crew removed and stripped the engine. A replacement engine was sent to the site with critical spares, and a mechanic was flown in using the Topdrill aviation team. The new engine was installed, commissioned, and the rig was back up and drilling within 26 hours.

Trusted to perform. Proven to deliver.

The Topdrill name has become synonymous with safety and performance. Their experience brings an understanding of client responsibilities and a commitment to making compliance effortless through the continuous investment in proactive safety protocols and technology. By leveraging innovations such as real-time data and monitoring, Topdrill is able to mitigate risk, ensuring their people and clients are protected at every stage of the drilling project.

By harnessing data through their proprietary analytics software— Toplytics—Topdrill turns reporting into real-time actionable insights. Toplytics brings 13 different platforms into a single digital solution helping clients make smarter, more informed decisions that optimize performance, mitigate risk, and achieve successful project outcomes.

Through the innovation of Toplytics and AI-powered predictive analytics, Topdrill can identify and resolve any potential issues before they impact productivity. This key feature alone has helped to reduce downtime by 77% over the past five years and increase drilling efficiency by 49%.

Backed by the best

Topdrill employs over 400 staff, a considerable expansion from its early days. The team includes skilled operators, experienced tradespeople, qualified managers, a dedicated digital and analytics team, and an extensive support crew.

↑ Topdrill introduces a first-to-market technology, hands-free rod handling integrated across its fleet.

↓ Out in the field, Topdrill’s reach extends across some of Australia’s most remote and challenging landscapes.

↑ Topdrill’s greatest strength lies in its people—skilled, committed, and backed by a strong foundation of training and teamwork.

With the development of Topdrill Drill School, Topdrill ensures all team members are highly trained and safety-focused. Their success isn’t just driven by their industry-leading fleet, but also by having the right people to deliver results, safely and efficiently.

Expert drill crews

Topdrill’s drill crews are some of the most highly skilled in the industry. Hand-picked for their technical skills and experience, every crew member works within a structured support system and is trained to deliver consistent performance.

In-field fitters and maintenance

Topdrill’s in-field fitters and maintenance team operate around the clock to ensure rigs stay operational and productive. With extensive knowledge and fast response times, they keep drilling programs moving to limit costly downtime in the field.

In-house support team

Exploration doesn’t stop at the rig. Topdrill’s in-house support team works alongside operations to ensure clients receive accurate, timely, and actionable information from the field. Through efficient systems

and digital integration, Topdrill can streamline sample tracking, daily reporting, and data handover to support better decision-making in the field.

Safety and training specialists

One of Topdrill’s standout differentiators is its dedicated safety and training team, which ensures every team member is fully prepared, compliant, and site-ready. From induction through to continuous upskilling, Topdrill embeds a safety-first mindset across all operations and helps crews maintain compliance in dynamic drilling environments.

Driving culture and inclusion

Culture and inclusion aren’t just a checkbox at Topdrill. They have taken a proactive approach, setting targets and standards for accountability and growth. From attaining a triple ISO rating to the initiation of a strong ESG strategy, Topdrill is focused on doing things the right way, safely, responsibly, and with the future in mind. With benchmarks set across safety, community, and workforce development, Topdrill has committed itself to leaving a lasting positive impact on the environments in which the company works.

Topdrill is recognized for its inclusive culture, having over 20% female executives and senior leadership team members. Its community

endeavors are also well-regarded, having raised over AUD 1.5 million in funds for the Royal Flying Doctor Service and Kalgoorlie-based not-for-profit Full Circle Therapies over the past five years through its Resources Industry Charity Sundowner. Topdrill invests over AUD 200 000 each year in community initiatives, understanding that a strong community supports their families and business.

Their strategic local supply partnerships, such as first-choice procurement with First Nations-owned businesses, a commitment to a 40% decrease in emissions, and early investment into electrification all reflect a broader commitment to community and sustainability.

Topdrill’s journey, from inception through to building one of Australia’s most resilient, digitized, and socially responsible exploration drilling companies, is a remarkable story of grit, vision, and innovation.

As the company nears 20 years in business, one thing is clear—Topdrill continues to lead the exploration industry in safety, performance, and technology. Its people, culture, and community focus will remain the strongest pillars in a competitive landscape.

For more information

Visit: topdrill.com.au

Case study

Traditionally, Topdrill’s mechanical fitters rely on diesel-powered generators, which present several challenges. These factors highlighted the need for a more responsible and efficient solution. So, in late 2024, the Topdrill team explored the potential of the Instagrid One portable power station supplied to one of Topdrill’s in-field mechanical fitters by APS.

The introduction of the Instagrid One improved vehicle space capacity due to its compact design, required no refueling or dedicated transport, and required no routine maintenance. Able to power high-amperage stick welding, charge a 12V and 8V battery, and support a Starlink unit for a full day, it is estimated that the introduction of the Instagrid One power station will reduce costs by more than AUD 12 000 over the lifespan of the product, whilst reducing emissions by over 20 000 kg (44 092 lb).

by Maksim M. Mayer, Editor at Coring Magazine

Disclaimer

Coring Magazine is proud to present the new statistics of ‘Top mineral exploration drilling contractors for 2024’. Companies are classified by the number of meters achieved only through diamond drilling. These results were provided and confirmed by the companies themselves and have been rounded to whole numbers, where needed.

Other companies qualify but are not listed here, because they declined or did not respond to Coring’s requests. Everyone is invited to get in touch and submit their numbers as long as their results equal or exceed 50 000 diamond drilling meters.

Coring Magazine cannot be held liable for any errors or inconsistencies presented in this report.

In Focus: Company results

Perenti Drilling Services takes the first spot with 2 520 949 m (8 270 830 ft) achieved through diamond drilling in FY2025 (ended June 30, 2025). The results mark an 8% increase over 2023. Furthermore, the company has reported increases in RC drilling and aircore results, as well as in revenue and profits. Formed by the mergers of drilling brands DDH1, Swick, Ausdrill, Ranger, and Strike, Perenti has added 9 drill rigs to its fleet, bringing their total to 312.

Major Drilling reported 2 485 076 m (8 153 137 ft) over the calendar year 2024, taking the second spot. This is an increase of 18% compared to 2023, supported by the completed industry-reshaping purchase of Latin American Explomin Perforaciones. RC drilling results also mark growth—1 184 222 m (3 885 243 ft) in 2024 versus 956 515 m (3 138 173 ft) in 2023. The company’s fleet totals 707 rigs, of which 588 are used for diamond drilling. Major Drilling is celebrating its 45th anniversary in 2025.

On the back of a transitional 2024, Boart Longyear has reported 2 238 556 m (7 344 344 ft) achieved through diamond drilling. The decrease can be attributed to the strategic exits from volatile parts of West Africa. Despite the decline, profitability has improved. Management noted they are on track to replace this volume in 2025 and continues their commitment to safety and strategic market entries.

Orbit Garant, celebrating its 40th anniversary this year, reported slightly lower results in FY2024 (ended June 30, 2024; FY2025 not yet available) with 1 310 460 m (4 299 409 ft) achieved, a 10% decrease from the record-breaking FY2023. This was caused by project tailwinds, which are expected to subside in 2025. The company is operating a total of 188 drill rigs and has put an emphasis on innovations in both safety and productivity for its fleet.

Canadian Forages Rouillier achieved 679 729 m (2 230 082 ft) in 2024 through diamond drilling. The company’s results are around 20% higher than in 2023.

Just a few thousand meters behind is Foraco International with 676 529 m (2 219 583 ft) achieved in 2024 (calendar year matches fiscal). Furthermore, the company reported 137 172 m (450 039 ft) of RC drilling and another 180 084 m (590 827 ft) of grade control. These results represent a sizeable decrease from 2023, which Foraco’s reports have attributed to its exit from several volatile markets. The company’s fleet stands at 255 drill rigs.

Hy-Tech Drilling has reported a modest decrease in their results for 2024—540 535 m (1 773 409 ft) in 2024 versus 574 464 m (1 884 724 ft)

in 2023. Management notes that this shift reflects a growing focus on high-altitude projects, where productivity is influenced by elevation and access. The company’s fleet has, however, increased by 12 machines, reaching 94 drill rigs.

RJLL Drilling, a Canadian company and new entrant to the statistics, reported 486 906 m (1 597 461 ft) achieved through diamond drilling. This result is nearly double their 2023 meterage, which was 252 704 m (829 081 ft). This growth was fueled by more demand, as the company was working on 16 projects in 2024, 7 more than the year prior. Similarly, RJLL’s fleet increased to 32 rigs.

The results of Geodrill and its South American subsidiary Recon Drilling for 2024 also mark an increase of over 20%. The company has drilled 439 645 m (1 442 405 ft) via DD, yet the majority of their results come from RC drilling—825 958 m (2 709 836 ft). The total fleet increased to 102 mostly multipurpose rigs. The company had 38 projects in 2024. As noted previously in Coring, Geodrill reported that 2024 was its best year ever in terms of earnings.

Another company that primarily performs other types of drilling, Capital Drilling, reported achieving 370 948 m (1 217 021 ft) via DD. This is a nearly 50% increase on the results for 2023. The company’s annual report also noted increases in almost every metric related to exploration drilling. Their diamond drilling fleet was 58 and the company had 17 DD projects.

Australian Topdrill, featured in this issue’s In Focus (p. 12), has achieved 233 209 m (765 121 ft) through diamond drilling and another 672 738 m (2 207 146 ft) through RC. Both results are a tremendous growth from 2023, empowered by new projects. The company now has 45 diamond drilling projects utilizing 13 DD rigs, and another 79 RC projects being served by 18 RC rigs.

Arctic Drilling Company, based in Finland, reported 209 738 m (688 117 ft) achieved through diamond drilling and 27 748 m (91 037 ft) of RC drilling in 2024. The results mark a less than 5% increase in DD meterage and an 8% decrease in RC.

GEOPS, a company with similar results, has drilled 208 545 m (684 203 ft) in 2024. This diamond drilling result marks a less than 10% increase over the previous year and a continued trend of growth.

Turkish contractor and manufacturer Ortadoğu Drilling achieved 208 428 m (683 819 ft) through diamond drilling in 2024. This is a slight decrease from the year prior, as the company has 31 projects, 4 fewer than in 2023. Ortadoğu Drilling has 40 drill rigs.

Canadian contractor Team Drilling reported 162 000 m (531 496 ft) of DD for 2024. This is a decrease from 2023’s 189 500 m (621 719 ft). Hall Core Drilling from South Africa reported a decrease in its DD results for 2024—141 902 m (465 558 ft) versus 170 392 m (559 029 ft) in 2023. The company has 28 drill rigs operating on 2 projects.

Finnish KATI Oy (read more about their Sakatti project on p. 24) reported a small contraction in its diamond drilling results, from 143 000 m (469 160 ft) in 2023 to 137 400 m (450 787 ft) in 2024. According to the company, results for 2025 will be better.

In FY2024 (ended March 31, 2025), New Zealand company Alton Drilling reported 98 641 m (323 625 ft) achieved through diamond drilling. The result is a 6000 m (19 685 ft) improvement over their number for FY2023. Read more about their WKP project on p. 30. Canadian contractor Bryson Drilling is another new entry in the statistics. The company achieved 72 605 m (238 205 ft) through diamond drilling, which is an improvement of nearly 41% on 2023 results.

Coring Magazine extends its congratulations to all companies for their outstanding results and expresses gratitude for their support in compiling these statistics!

THE REVOLUTION

P NITRO HEAD

Power. Reliability. Results.

For over 50 years, Hydracore has been the leader in lightweight big-power drills and rotation heads. The new REVOLUTION P Nitro Head is proving itself across the globe with unmatched uptime, reduced maintenance, and performance that drillers can trust.

Why Drillers Choose Hydracore

 Gear-Belt Drive – half the parts, double the reliability

 Belt rated for 500HP – built to handle extreme power

 Low Maintenance – no leaks, no failures, no wasted time

 Proven in the Field – tens of thousands of meters drilled with minimal to zero downtime

 Lightest P Head on the market @ 431kg EXPERIENCE THE REVOLUTION. UPGRADE YOUR FLEET TODAY.

Trusted by the Industry’s Best

Glen Sigstad, Assistant Operations Manager

@ Team Drilling

“Since we started using the Revolution in 2022, we have noticed a significant decrease in repairs which has led to more production hours and a reduced cost.” ~100,000 meters drilled with the Revolution P Nitro Head

Denis Desrosiers, General Manager

@ Rodren Drilling

“We have seen an increase in production time of 32% over a 12-month period on one program alone. Reliable and easy to maintain. Belt drive saves on leaks and possible environmental disasters.”

Jamie Lyons, Co-Owner

@ Atlas Drilling

“We’ve had the new Revolution on our two Hydracore 5000’s for the last two seasons, performing awesome with zero downtime. Both drills were doing 1,500–1,800 meters of NQ at the end and approximately 1,200 meters of HQ. Very happy with both versions of these heads and their dependability!”

Tyler Etches, Shop Foreman

@ Hy-Tech Drilling

50 YEARS OF EXPERTISE SUPERIOR LIGHTWEIGHT POWER UNMATCHED RELIABILITY

“From the shop side, the Revolution - Tech 5000 drill integration was smooth. Out in the field, the feedback so far has been extremely positive. Drillers say it’s awesome to operate and easy to maintain.”

The role of directional core drilling in tunneling

Methodologies for comprehensive rock investigation

by Ivan Dimitrov, Senior Field Engineer at IMDEX, Outi Ahvenjärvi and Tiia Kivisaari, Project Geologists at Anglo American, Sakatti Project

Introduction

Assessing rock mass conditions for underground construction, such as tunnels, requires significant investment and extensive investigation. These studies integrate geology, geotechnical engineering, and hydrogeology to understand rock behavior, which is crucial for safe and reliable underground development.

When using diamond drilling from the surface to collect geotechnical data, the number of drill core samples available at the tunnel level is related to the drill hole spacing. Therefore, as geological and geotechnical data is only retrieved from a limited part of the tunnel, inaccurate interpretations can occur and lead to problems if unexpected rock conditions are encountered during excavation.

To enhance data coverage, Directional Core Drilling (DCD) can be employed to guide the drill holes to the planned tunnel level and align with the tunnel path, enabling continuous core sampling along the planned tunnel trajectory. This significantly improves the density

of data and the chances of gaining a complete understanding of rock mass conditions prior to construction.

This article presents a case study from Anglo American’s Sakatti project in Sodankylä, Finland, where DCD was used to obtain high-resolution core data along planned tunnel alignments. The drilling was a collaboration between IMDEX, responsible for DCD services, and Oy KATI Ab, which conducted the standard diamond drilling.

The Sakatti polymetallic deposit, with a primary product of copper, is mainly located at 350–1200 m (1148–3937 ft) depth, at the edge of the Viiankiaapa Natura 2000 site. To minimize environmental impact, the concentration plant is planned to be located outside the protected area in a commercial forest. Tunnel access to the underground mine spans more than 5 km (3.1 mi). The project is studying the potential use of tunnel boring machine (TBM) technology for better groundwater management and faster progress compared to traditional drilling and blasting methods.

Anglo American began studying the planned TBM tunnel alignment in 2018, and by 2023, twenty diamond drill holes had been drilled. These were drilled at steep angles, with an average spacing of 200 m (656 ft), and the longest went beyond 400 m (1312 ft). However, the sparse distribution of these holes resulted in insufficient geotechnical data for detailed tunnel planning at the time.

Building on successful experience with directional core drilling during infill drilling at the Sakatti deposit, the team decided to apply the same method to study the TBM alignment. Instead of relying on subvertical surface drilling, the drill holes were turned using DCD technology to follow the tunnel path almost horizontally. This approach enabled continuous core sampling along the proposed tunnel route, providing critical data for strength and stability assessments and informing the proposed mine design.

The horizontal drilling was executed in two winter campaigns—2023–2024 and 2024–2025—comprising six horizontal drill holes in total.

Drill planning

The horizontal drill hole profiles can be structured into three sections:

1. Standard Core Drilling: from the surface down to the point where directional core drilling begins.

2. Directional Core Drilling (DCD): to gradually adjust the drill hole dip to a near-horizontal orientation.

3. Horizontal Drilling: horizontal section along the descending tunnels at an angle of 6°.

Short DCD intervals can also be incorporated within the horizontal section when drill hole path corrections are necessary.

Drill holes were intentionally positioned outside the planned tunnel alignment, maintaining a maximum offset of 20 m (66 ft). This precaution ensured that the drill holes would not interfere with future TBM excavation. To minimize the length of the DCD section, drill holes were initiated at the lowest technically feasible dip angle, typically between 45° and 60°.

↑ Oy Kati Ab drill rig on planned tunnel alignment in March 2024

Drilling commenced with larger-diameter HQ equipment to stabilize the hole and reduce deviation risks before entering the more complex DCD and horizontal sections. Approximately 5–10 m (16–33 ft) before the DCD phase, the drill string transitioned to NQ size, while the HQ rods were left in place to act as a stabilizing casing. The horizontal section was drilled using NQ rods.

Preliminary drill hole planning began with a thorough assessment of terrain and geological constraints such as known fault zones. Factors such as swamps and wetland areas were considered, as these locations are only accessible to drill rigs during winter when ground conditions are stable and safe.

An estimated drill hole length of 1000 m (3281 ft) was used as a benchmark, based on the assumption that the drill rigs could achieve this distance horizontally. Drilling would start near the tunnel portal area, where the tunnels are planned to be at shallow depths. This location was chosen due to its favorable geology—primarily composed of competent mafic volcanic rock—which was expected to reduce drilling complications. Additionally, the hard ground in this area allowed for easier access during autumn, when the drilling was planned to start.

The first drill hole, located closest to the tunnel portal, was started where the tunnels are at a depth of approximately 100 m (328 ft), allowing the drill to be steered along the tunnel path. Subsequent drill holes were strategically placed to provide continuous coverage along the tunnel alignment toward the deposit. It was crucial to consider that as the tunnel profile deepens, the effective drilling coverage along the tunnel’s path decreases. The final drill hole was planned where tunnels reach a depth of 550 m (1804 ft), leaving the last kilometer (0.62 mi) to be investigated using conventional drilling, rather than horizontal.

A key parameter in directional drilling is dogleg severity, which measures the rate of directional change in degrees per 30 m (98 ft). A dogleg severity of 7° was used, as based on IMDEX’s experience, it would be a realistic value for the whole duration of the DCD sections.

Orebody

Protected area boundary

Mine permit boundary

Access tunnel

Concentrator area

Fresh water intake ⑦ Release of cleaned process waters

↑ South-north section along planned tunnels, facing towards the east. Picture showing a planned drill hole (blue/orange) and a realized drill hole (black). The orange section represents the DCD section, and the blue—standard core drilling section. Planned tunnel alignment is shown in green color.

SODANKYLÄ

Wetlands Rivers/lakes Municipality centre Roads

Project execution

During the drilling campaigns, Oy KATI Ab was responsible for conducting the standard core drilling, and their survey team was responsible for the downhole deviation surveys. KATI, which designs and manufactures its own drill rigs, deployed four different units throughout the program. Each rig operates with a closed-circulation system, significantly reducing water consumption and efficiently separating cuttings from the drilling fluid.

The use of drilling additives played a crucial role in overcoming challenges such as collapsing borehole walls, leakage zones, dry holes, and abrasive or clay-rich formations. These additives also helped maintain optimal fluid viscosity, ensuring effective flushing of cuttings from the hole bottom.

IMDEX led the directional core drilling operations. Their engineers worked seamlessly with the drilling contractor to ensure adherence to the drilling plan. This included monitoring borehole deviation, executing long DCD corrections to steer the hole along the pre-planned path, and managing natural deviations during horizontal drilling.

The DeviDrill™ system, used by IMDEX, integrates directly with an NQ wireline drill string and operates with the same equipment and parameters as a standard core barrel. It allows for drill hole steering while simultaneously retrieving a 31.5 mm (1.24 in) diameter core sample.

Drill hole deviation is a common issue in diamond core drilling, influenced by factors such as rock anisotropy, alternating soft and hard rock layers, rock fracture patterns, and broken rock intervals. These geological conditions directly impact the deviation rate in directional drilling sections. One of the key advantages of DCD is its ability to implement corrective adjustments, guiding the drill hole back to its intended trajectory. As such, continuous monitoring and adaptive planning were essential throughout the horizontal drilling campaigns to mitigate geological factors.

The drilling program comprised of a total of six drill holes, each steered to follow the planned tunnel path in a near-horizontal orientation. Drill Holes One, Two, and Three closely adhered to their intended trajectories from the surface through the initial straight section to the kick-off point. These were followed by directional core drilling sections ranging from 170 to 220 m (558 to 722 ft), successfully guiding the holes into the designated TBM tunnel alignment with high precision.

At Drill Hole Two, an alternative approach was applied: two separate 100 m (328 ft) DCD sections were interspersed with 100 m (328 ft) of standard core drilling. This method was used exclusively for that drill hole, as planning showed that a single long DCD section from that collar position wouldn’t overlap precisely with the end of the first drill hole.

Once the drill holes were aligned with the tunnel path, the methodology reverted to standard core drilling. During this phase, a couple of minor directional corrections were made due to drill hole drift. Collectively, the first three drill holes contributed 2100 m (6890 ft) of exploration core drilling parallel to the planned TBM trajectory.

Valuable insights were gained during the drilling of the first hole. For instance, the importance of maintaining the pre-planned trajectory was evaluated, resulting in more frequent corrections in the horizontal section compared to later holes. Additionally, the impact of natural deviation in horizontal drilling was not fully understood before this project, as previous drill holes had been much steeper.

Drilling intersected both known and unknown fault zones. In some cases, the dip and direction of drilling allowed penetration through structures that had previously caused significant issues with almost vertical drilling. Challenging rock conditions suggested the potential need for grouting, a technique used in other projects. While core samples from standard drilling were generally solid, those obtained during DCD—due to their smaller diameter—were often more fractured. However, the use of appropriate drilling additives ultimately

↑ South-north section along planned tunnels, facing towards the east. Drill Holes 1, 2, 3, and 4. The orange part of the drill hole shows the DCD section, and the blue parts—standard core drilling sections. Planned tunnel alignment is shown in green color. The true vertical depth of the end of Drill Hole 4 is 410 m (1345 ft).

stabilized the structures, eliminating the need for grouting.

As the tunnel profile deepened, Drill Holes Four and Five required longer straight sections before entering the main DCD phase. The lithology in these areas consisted largely of disrupted zones with varying hardness, and broken rock intervals persisted throughout the directional drilling. These conditions made it difficult to follow the original trajectory precisely, resulting in extended DCD sections of 200 to 220 m (656 to 722 ft). Despite these challenges and through collective efforts, the drill holes were completed within the planned tunnel path limits, investigating 700 m (2297 ft) alongside the TBM alignment.

Drill Hole Six, located closest to the deposit, was drilled in the opposite direction to the previous holes, as the tunnels were already at a deeper level. Like the others, this drill hole consisted of the same three segments—standard core drilling, DCD, and horizontal drilling—but the horizontal section was executed at a slightly steeper angle.

Although this hole did not follow the tunnel path but rather intersected it, geologically, this was enough to obtain representative samples from the area.

Despite encountering highly fractured rock intervals and other geological challenges, the project successfully achieved the majority of its predefined objectives. The completion of all six drill holes yielded a total investigated length of 3000 m (9843 ft) within the planned TBM trajectory, consistently maintaining exceptional overlapping precision between each drill hole.

Conclusion

Directional Core Drilling (DCD) provides an optimal solution for tunnel investigation projects, offering precise control over drill hole trajectories. By overlapping drill holes within tunnel sections, DCD allows the continuous study of the planned tunnel path, regardless of lithological complexity.

One of the key advantages of this method is the ability to obtain core samples from each directional drilling section. Gathering comprehensive data along the pre-planned tunnel alignment is essential for ensuring the safe and successful construction of tunnels.

IMDEX, with its long-standing experience in geotechnical projects, demonstrated the effectiveness of its technology and field engineer expertise throughout this campaign. Their proven, reliable systems and collaborative approach consistently ensure the successful completion of projects. For

Visit: imdex.com , angloamerican.com , oykatiab.com

xFORM multifunctional fluids eliminate the guesswork from onsite preparation and execution. With a single fluid solution, you can trust that your mud program will be optimised from the start.

Simplify inventory management with a streamlined supply chain designed to support your next drill site. Reduce administrative overhead with just one fluid to register for QHSE compliance and risk assessment.

Rely on lab-developed, field-tested multifunctional formulas, backed by over 40 years of experience helping drilling contractors achieve optimal results.

Alton Drilling: Driving innovation in remote exploration at WKP

Alton Drilling Limited is a New Zealand-owned company with deep roots in Waihi, the country’s gold mining hub, and the base for Alton Drilling’s main office and workshop. Known for being resourceful, genuine and respectful, the company has built a strong reputation for delivering safe, efficient, and tailored drilling solutions across some of New Zealand’s toughest terrains.

Beyond technical expertise, it invests heavily in its people, fostering a culture of continuous improvement and innovation. This commitment positions Alton Drilling as a trusted partner in advancing exploration and resource development across New Zealand and beyond.

by Fabian Harley, North Island Operations Manager, and Sarah Keenan, Executive Assistant at Alton Drilling

Exploration at Wharekirauponga (WKP)

Located 10 km (6.2 miles) north of Waihi in steep, dense bushland, the Wharekirauponga Exploration Area (WKP) is one of New Zealand’s most challenging exploration environments.

At WKP, Alton Drilling operates from three active drill sites, with the EG vein zone being the current near-term focus. Strict environmental consents restrict drill platforms and work areas to just 144 m2 (1550 ft2). Rigs are kept busy year-round, 24 hours 7 days a week. Hole depths range from 500 to 700 m (1640–2296 ft). Many are steered using a combination of Alton-built PQ casing wedges and contracted Navi tool equipment. So far, we have successfully drilled 10 daughter holes from one mother hole, with an inclination set at -40° and a lifting up to -13°.

The WKP Exploration Area (as part of the Waihi North Project) has now been submitted for fast-track approval, a significant step in advancing this resource into its next stage of development.

Innovation in equipment and safety

With its own in-house manufacturing division, Alton Drilling designs and adapts equipment to meet the unique demands of each project. This capability is central to the company’s success at WKP.

The heli-portable SC11 drill rig, enhanced with a rod handler and synchronized chuck, enabled angled drilling and safer intercepts.

Shallow, angled holes generally require a larger diameter casing than what is compatible with the SC11 drill. Running and retrieving PW casing had always been done manually in the past, using clamps and pipe wrenches without the aid of a winch, which led to injuries.

The PW rod handler conversion kit, developed by Alton Drilling’s manufacturing division, eliminated manual handling injuries by adapting existing components for safer casing operations.

These innovations ensured efficiency and precision drilling, while upholding the highest safety standards.

Managing environmental and logistical challenges

Recent changes to regional water take requirements have driven Alton Drilling to rethink water and power systems. Historically, mechanical pump stations operated continuously, supplying the rigs and redirecting any unused water back to the water source. Continuing with this method would have exceeded the new take limits and increased downtime due to weather impeding helicopter access.

To solve this challenge, mechanical pumps were replaced with electric pump systems with optional telemetry monitoring, cutting downtime and reducing environmental impact. Additionally, the setup cost is significantly lower, with savings multiplying as more rigs are added to the project.

To address the issue of housing up to 18 employees in New Zealand’s

challenging conditions, the company designed and built modular, insulated camps that have been tested and proven in some of the country’s harshest climates.

Another logistical challenge arose when attempting to gain a better understanding of the aquifer in WKP led to an increase in geotechnical drilling and a need for pump vein testing. The drill sites were limited to any clearings in the bush canopy where a small Alton-built LT140 drill could be lowered through and reassembled. The pump vein testing required our workshop team to disassemble and then reassemble a 2-ton air compressor and transport it via helicopter to an existing drill site, showcasing the ingenuity and resourcefulness of Alton Drilling’s team in the process.

Proven results

Over the past eight years, Alton Drilling has completed more than 100 exploration holes at WKP, generating the data and confidence needed for ongoing resource growth.

By combining creative problem-solving, engineering innovation, and a strong people-first culture, the company continues to cement its reputation as a leader in remote and complex drilling projects, both in New Zealand and internationally.

‘Innovation, safety, and people are the foundations of Alton Drilling’s success at WKP.’

↑ Typical low angle directional setup

Redefining drilling data for a smarter future

In the high-stakes world of drilling, where every meter counts and every delay costs, one company is quietly transforming how the industry approaches data. Krux Analytics, founded in 2016 in Calgary, Alberta, is not just a software provider - it’s a catalyst for operational transformation.

With a mission to empower drilling teams through better data, Krux is helping resource owners and service providers unlock performance, reduce costs, and make smarter decisions in real time.

From field frustration to data innovation

Krux was born from a simple but powerful idea: drilling teams deserve better data. Founder and CEO Jody Conrad, a field-data management expert with over two decades of experience in oil and gas operations, saw firsthand how manual data entry and fragmented systems were holding teams back. Her vision was to build a platform that turns raw drilling data into actionable insights.

Starting as a lean startup, Krux worked hand-in-hand with drillers and field teams to develop tools grounded in real-world workflows. Early versions focused on eliminating inefficiencies caused by paper plods and inconsistent spreadsheets. Over time, Krux has evolved into an enterprise solution offering real-time analytics, mobile reporting, and seamless integrations with other drilling industry solutions.

In 2023, Krux entered a strategic partnership with global mining-tech leader IMDEX, which acquired a 40% stake in the company. This move accelerated product development, expanded Krux’s global footprint, and deepened its capabilities in predictive analytics and workflow automation.

Today, Krux operates across six continents and is a trusted partner to many of the world’s largest resource owners and drilling service providers.

Operations and services: Built for the field, designed for insight

At its core, Krux is a data platform that enables teams to collect, validate, and analyze drilling data in near real-time. The platform provides a single source of truth for operational data—ensuring consistency, transparency, and trust.

‘We’re unapologetically obsessed with data quality,’ says Jody. ‘Because when your data is clean, consistent, and validated, everything else—performance, cost control, decision-making—gets better.’

Key capabilities include:

• Operational cost tracking: analyze costs in real time, compare performance vs. plan, and identify inefficiencies.

• Enhanced drilling performance: monitor and compare drilling programs across sites and rigs.

• Integrated workflows: built-in APIs allow seamless connection to existing systems for payroll, reporting, and analytics.

Krux’s solutions are purpose-built for the future, challenging the status quo with tools that empower mining teams to make smarter, more holistic decisions. The platform is modular, scalable, and user-friendly. It is suitable for both small operations and enterprise-scale deployments.

Products:

Modular, mobile, and made for drillers

Krux’s product suite is designed to optimize drilling workflows from the rig to the boardroom.

KruxLog

A mobile app for entering daily shift reports (DSRs), timesheets, and operating data. It eliminates manual paper logs and spreadsheets, ensuring consistent data capture at the source.

KruxMetrix

A web-based platform for performance tracking, cost analysis, and KPI monitoring. It features customizable dashboards, drill plan imports, and data exports that give teams the insights they need to optimize their drill programs, fast.

The platform is built on a robust technical architecture that supports real-time data flow, secure cloud storage, and seamless integration with third-party systems. Krux’s APIs allow clients to plug drilling data directly into their existing workflows—whether for payroll, reporting, or advanced analytics.

Unlike legacy systems, Krux offers a unified, validated, and transparent data environment. This not only improves operational efficiency but also enables strategic decision-making based on accurate and timely insights.

The people behind the platform

Krux’s global team includes geoscientists, drillers, data scientists, and software engineers—many of whom have firsthand experience in the field. The team understands the challenges faced by those in the field and those back in the office. That’s why they are focused on building solutions that work in both worlds. With around 50 employees worldwide, the company maintains a startup spirit while delivering enterprise-grade solutions.

The culture at Krux is built on collaboration, innovation, and impact. Employees are empowered to challenge assumptions, contribute with ideas, and shape the future of drilling optimization. Flexible work arrangements, as well as inclusive leadership, are central to the company’s ethos.

↑ KruxMetrix, a web-based platform for performance tracking, cost analysis, and KPI monitoring

← Hole path detail in Krux Analytics

Case studies: Real-world impact

Krux’s technology has helped clients across the globe achieve measurable improvements in drilling performance.

Barrick Gold Corporation

Barrick faced significant challenges at a remote site in Argentina. Data was inconsistent and hard to manage, with gaps in drill density affecting orebody confidence. Over 25 rigs operated by multiple drilling companies were reporting inconsistently, and harsh weather conditions caused logistical delays.

By implementing Krux across all contractors, Barrick digitized and standardized drilling activity logs, tied contractor payments to drilling metrics, and analyzed standby time, downtime, and rig productivity.

The results:

• Standby reduced from 66% to 46%;

• Downtime dropped from 9.5% to 6.1%;

• More meters drilled—without adding rigs.

‘It’s results like those seen by Barrick that show just how important good drilling data is,’ says Jody. ‘Imagine what a difference we could see across the industry if everyone prioritized their data.’

Capital Drilling

Capital Drilling faced inconsistent reporting and delayed data across their operations. Manual data-entry processes led to billing inaccuracies, operational inefficiencies, and a lack of real-time visibility.

By implementing Krux’s intuitive platform, Capital standardized reporting across contractors and projects, enabling faster, more accurate decision-making. Field teams focused on drilling while office teams accessed validated data instantly—eliminating end-of-month surprises and accelerating payment cycles.

The result: improved transparency, reduced costs, and a competitive edge.

‘Moving from our old system to Krux has seen a far more streamlined approach. The data is cleaner, it’s approved, the client signs it off, and you can move on to the next day,’ says William Ward, Operations Manager – East Africa at Capital Drilling.

These examples highlight Krux’s ability to deliver not just software, but operational transformation.

Industry leadership and collaboration

Krux is more than a technology provider; it’s a trusted industry partner. The company actively collaborates with clients, contractors, and industry bodies to drive innovation and set new standards for drilling data management.

Jody Conrad and her team strongly believe in the power of the collective industry. That’s why Krux works closely with customers and partners to drive the drilling industry forward. No one company can do it alone, but true drilling optimization can be achieved together.

Krux’s product roadmap is shaped by customer feedback and evolving industry needs. Whether it’s integrating with new systems or developing features for emerging markets, Krux always builds with the future in mind.

↑ Drilling progress in Krux Analytics

The future: Data-driven, AI-enhanced, fully integrated

• B20 Drill Heads “H” & “P”

• 12HH Chuck Assy’s

• “H” & “P” Hydraulic Clamps

• Quality Repair Parts

• Jaw Sets

- Boyles 12HH, 35PH

- LY Nitro Chuck

- Christensen

- MiRoW “P” Clamp

Looking ahead, Krux is focused on continuous improvement, guided by customer feedback and industry trends.

‘We see tremendous opportunity to create a more interactive experience between drillers and their data,’ says Jody. ‘Machine-generated data can automatically populate up to 80% of the Daily Shift Report, enabling drillers to validate and complete the rest. This drives standardization and efficiency right at the source, making data cleaner and processes faster.’

But the real power lies in using that data to actively guide the drilling process itself. Krux wants to help drillers answer key operational questions in real time: Has the rock hardness changed? Have I already drilled through the target zone? Do I have enough weight on the bit? Krux’s goal is to deliver real-time feedback and insight that improves decisions at the rig, not just in the office.

Krux believes the future of mining lies in the optimization of its biggest asset—data. With Krux, innovation isn’t an add-on. It is the foundation.

↑ Krux latest feature, Advanced Core Recovery Calculator

Dorado Drilling – Golden Triangle, BC

Exploration Mining Geology

In this Issue:

Q&A from the experts

In conversation with Steve Beresford, Director of Power Metallic

Beer and geology

You can’t have one without the other by Richard Fink, former Vice President - Technical (retired), Global Ferroalloys at Cliffs Natural Resources

Core photography guidelines by Brenton Crawford, Chief Geoscientist at Datarock

Folding through time

Unravelling orogenic imprints in the Aravalli Supergroup, NW India by Dr Jaideep Kaur Tiwana, Geologist at Geological Survey of India

FROM THE EXPERTS

Steve Beresford Director of Power Metallic

In conversation with Steve Beresford

Steve Beresford is an exploration geologist based in Perth, Western Australia. He is an ex-university Professor at UWA (and lecturer at Monash University), ex-Chief Geologist of three major mining companies, part of the WMC mafia, and founder and advisor to numerous junior metal explorers.

Steve’s focus is polymetallic Ni-Cu-PGE deposits with companies in Canada, Central Asia, and Europe. His field experience spans across 70 countries, and he has worked on the majority of the world’s nickel sulfide camps and explored on six continents. Steve has been involved in a few major initiatives, such as coauthoring UNCOVER and Australia’s decadal plan for Earth Sciences, and two major discoveries, but these days he tries to just walk the talk. He’s also on the board of Power Metallic, which is in the middle of a polymetallic Cu-PGE discovery in Quebec.

Brett Davis: Firstly, thanks for giving Coring the opportunity to talk, Steve. I’ve been a fan of your work and musings for a long time, and it’s a real pleasure to sit down and chat with you. Can we start by having you tell the readers what interested you in a career in geology?

Steve Beresford: I was in my first year at university when Voyager was passing Neptune, and this motivated me to study astronomy, astrophysics, and planetary geology. This became volcanology and led to a lectureship at Monash University, where I first met you. I am a big believer in major events having a positive influence on unsure minds. I had no intention of doing geology at school, but a few Voyager photos, and here I am.

One of my lecturers was the Chief Scientist of the Apollo landing sites; he was planning the sites based on geology. This sort of moment has a huge effect on an 18-year-old lost in a big city with no plan. Now I realize how unusual it was to have any of these subjects in the first year of university. World-class scientists came to my small country on the far side of the world because we had worldclass geology. I was a typical 18-year-old lad whose mind was elsewhere, but in hindsight, this was a special start.

BD: I know you have a multitude of interests geologically. What are the main ones that you are pursuing now?

SB: My current focus is salt basin metallogeny. Evaporites play an outsized role in a diverse range of giant ore deposit genesis, but their preservation, especially in the upper 500 m (1640 ft), is so poor that it requires a multi-disciplinary approach.

BD: You are a globally acknowledged expert on polymetallic deposits. What are the weirdest and most interesting ones you have worked on, and which one has perplexed you the most?

SB: The question that always crosses my mind is, could I discover the supergiants given my knowledge state, and if the answer is no (as it was for Oktyabrsky—the world’s highest-value deposit), then I have some personal learning to do. This sort of enquiry asks me to understand how it was found (I love to research real discovery histories because they are as close to decision-making as we can record) and forge new research paths to solve either my own knowledge gap or, even better, an industry- or academia-wide knowledge gap.

The deposit that perplexes me the most is

Munali in Zambia. This is 100% what I look for and do, but the deposit remains small and uneconomic. Either I don’t know something really pivotal, or it’s an unfinished job. I think about this a lot.

BD: Does Steve Beresford work with a crew of like-minded scientists, or are you a bit of a lone ranger? If the latter, what/whom do you use as a sounding board for your ideas?

SB: This is a good question because I don’t have this right. I’m often asked how you become an expert, and the answer is you keep getting asked back, and over time someone else calls you that. This leads to people seeking you out as a lone wolf, but actually, my secret sauce is how I build teams and work with peers. I think the people who work with me know that, but that’s not actually how it always pans out.

I’m a strong extrovert, so I prefer to work with a team. I love working with people who have skills I don’t. I know my weaknesses these days, so I like working with others who complement my skills. Weaknesses are often an extension of strengths, so I’m an advocate for balancing weaknesses through others, not trying to become someone you are not. For example, I like to think I’m a creative

person and that is essential to what I do, but that means I follow my curiosity like a magpie chasing a shiny thing. You don’t get the first without the second.

Often, as the most experienced person in the room, you have an outsized say, leading to groupthink. This is dangerous, as all real opportunities come from uncertainty. Opportunity is antithetical to certainty. You need others in uncertain moments. The big regrets and missed discoveries in my career have all been a failure to get others to act.

BD: Let’s pander to the real geologist here—apart from the aforementioned polymetallic deposits, is there a particular mineral system or commodity type that interests you?

SB: I’m a trained igneous petrologist, but I work largely in basins now. This came about through working in sediment-hosted copper deposits with First Quantum in the Copperbelt. Much like Norilsk, these supergiant districts make you wonder why you bother working anywhere else. They are so challenging and yet frustrating. When Kamoa was found in the DRC, it was a humbling moment that makes you realize that just when you think you have control of a mineral system, you actually don’t.

BD: Leading on from the previous question—everyone has a handful of deposits that have left a mark on them, be it because of the amazing geology, the hideous conditions, the people they worked with, horrendous logistics, etc. Which deposits do you hold dear, and which ones really were difficult to work on?

SB: The hardest geology I’ve faced that left a mark was the Enterprise sedimentary Ni deposit in Zambia. This was a new deposit style, a rare moment in history. I was a newly hired Chief Geologist working with a young, smart team. I was experienced but not in these rocks. The team had done an incredible job navigating the rocks that ended up changing some of the fundamentals of not just economic geology but even metamorphic geology. These are moments that make you realize what it was like finding Olympic Dam. Everyone gets regressed to a learner.

I would have gotten nowhere without working in the WMC-Jinchuan alliance at Jinchuan and the BHPB alliance with Norilsk Nickel in Siberia, and specifically at the supergiant of the Norilsk camp, Oktyabrsky. I was involved in the setup and we achieved very little in the end (another topic for another day), but we did learn like few get the opportunity to. You could work your entire life here and still only have the basics. In this respect, it’s like Olympic Dam, the level of complexity makes these stand out from common garden deposits. Russia is also like the Andes for porphyries—the be-all and end-all for the deposit type. I have been fortunate to work in the Kola as well. Australia simply doesn’t have anything like this, and it means many geos aren’t exposed to the next level of deposits like they are in, say, gold. One of the things I think people don’t notice about WMC’s history is the appetite for firsthand learning about deposits. Reading is not the same as seeing with your own eyes. Academic literature rarely has primary geology these days, so if you want to learn, you have to go. The most common response I get to this statement is ‘I haven’t been lucky enough to do this.’ I see it as the most important development an aspiring explorer needs. See the supergiants even if you have to pay for it yourself. They will change you. Those who think these visits or secondments are junkets are doomed to follow other people into places. The next Norilsk will not be in Russia.

BD: You have a fascination with the interaction of archaeology and mining/exploration. What has this interest taught you that has helped in your search for new deposits?

SB: Archaeology and mineral exploration are very similar at their core, and both have the motivation of finding something from nothing. The opportunity came via serendipity, working in Central Asia where you navigate around Iron Age burial mounds on a daily basis. I realized that a metal like nickel, which wasn’t identified till 1751, was mined in Antiquity, and that ascertaining its provenance would solve a genuine mystery tied to the Ancient Greeks.

The more I look, the more I realize the Ancient Egyptians and Hittites mined nickel–copper deposits, and that the signatures of these mines in the form of artefacts or coins trace the mines that were operated at the time. Sometimes these mines haven’t been rediscovered. I find this not just interesting but seriously motivating.

BD: Does Steve Beresford have a rock collection? If so, what is the theme, and what are the favorite samples?

SB: Yes, I do, and I think all companies should have one as well. In the Renaissance, there were cabinets of wonders, or Wunderkammer, that represented the lessons from exploration. These collections drove the natural sciences. In the modern corporate world, I have worked in the opposite, i.e. paperless offices. The concept that the rock collection remains front and center is a crucial component of exploration. I believe that the move to a digitalized science has improved many things, but we have also lost a few critical pieces along the way. Field notebooks and field sketches for one, and rock collections are the other. Also, let’s throw in cross-sections, which I think play a different role from 3D models. In the end, discoveries are in decline, and the reasons are multifactorial, but we could start by asking, what have we stopped doing that we shouldn’t have?

Many of my rocks are under my house, I’ve given some to the university for teaching, I have a few Pelican cases which I use to run workshops for companies. The latter are what I call my teaching set. I loan out this collection occasionally to CSIRO and other research groups. There is a special set that sits on my desk as ‘motivators’. I have a carbonatite lava from Oldoinyo Lengai that I injected with epoxy when I came down the mountain so that it’s preserved (they alter so quickly). It is a perfect micro pahoehoe lava, a piece of a kimberlite pipe that I literally landed on in a helicopter whilst looking for nickel, a piece of lapis lazuli because that was salt once upon a time, and taxites (a Russian-coined term) galore, which is a rock type/texture that I teach to every geo. This is one of those non-negotiable rocks you have to know in Ni–Cu exploration. That advice and these samples have helped others find ore bodies, and that means more to me than any of my own work. You can’t really read about taxites, you need to be there in the field, or the next best thing, to look at hand samples. This is not a rock type you can mistake; you’ve either seen it or you haven’t. I think the disappearance of company rock collections is a fatal flaw.

BD: I know you are big on mentoring people. Apart from me, who have been great mentors, or made a significant influence on you, in your professional career?

SB: One of the amazing things about joining a company with WMC’s pedigree is that the culture permeates everyone. Culture is an overused word, but it’s many little things, not a top-five list that you copy onto a PowerPoint slide. Those days are gone, but these people have

been and still are my mentors.

Some, like Jon Hronsky and Rocky Osborne, have been active mentors. I started my career wanting to learn from both. Nothing has changed. Some have been more mentors by osmosis, by watching, or by mimicry. I believe that most of what you need to learn is tacit, and some knowledge can only be experienced. I know this is frustrating when you seemingly have all the world’s knowledge at your fingertips. Almost everything important I’ve learned was via experience that hadn’t been written down, and most of it still hasn’t.

Many people ask how I make the time to still mentor. It’s not a chore; it’s one of the reasons I do this. I will go a long way out of my way to work with like-minded people. I think we all want this, but we are still treating career progression as a procedural fetish. If I had my way, I would employ all these people into a super team and we would deliver! Mining companies tend to hire roles, not people or teams, like in other industries such as Law. We are making this very hard on ourselves.

BD: Many people talk about thinking outside the box with exploration, but you are one of the few who do that. Is the exploration industry too conservative, and, if so, what are we missing?

SB: We have evolved from a conservative old-school practice, so it’s understandable. Our science is young, but we have been prospecting for thousands of years. I like to frame it like this—we live in two worlds and are transitioning between them. Transitions are messy, and right now, we have to live in both worlds. You can still make smaller or large discoveries in remote or high-altitude places, but we increasingly need to become a high-end, innovative new science. These two worlds require overlapping but still different skills and training.

↑ Finding taxites during reconnaissance is always a big deal, Central Asia. The world Norilsk-like is so over-used, but there are some nonnegotiable ingredients that start in the field with taxitic gabbros.

We ask why our science is declining among the youth without looking hard in the mirror. Yes, a lot of lay people don’t understand the importance of minerals, but we also behave as if the discovery and mining of metals for society hasn’t become a technical challenge that needs the best and brightest. We can’t complain about our declining position in society in one breath and continue to solve problems like a laggard. We now have to claw back respect slowly, and that involves more than constantly repeating that minerals are important to society. The Soviet Union put their exploration geologists on stamps alongside cosmonauts. That’s laughable to my kids today, but this reflects a serious underlying issue—discoveries were a challenge, and we needed special people to do incredible things and create enormous value for our nations.

One view is that we as geologists deserved this, but the alternative

one is that we have allowed people who don’t know anything about creating value under uncertainty to tell us how to do our job. I see this as a failure of courage, but it is understandable given that exploration geologists are the first to lose their jobs in busts, and we bear the scars from the cycles. A lack of vision has led to this. There are always consequences, just not always on your time frame. The accused are long gone by the time the system breaks.

The discovery rate is declining, and the challenge is getting harder. If you aren’t actually innovating and thinking outside the box, then you are part of the problem. What part of the magnitude of the challenge don’t you understand? Usually, I’m told that it costs to innovate. Innovation is a way, a value set, an attitude to solving problems. It doesn’t need to be written on a PowerPoint slide in size 30 font with costs. It should be obvious in every sentence. I create new tools every day,

some cost dollars, but not thousands of dollars. If they fail, most of you will never see them. Do these add up to be bigger steps than developing one major technique? Of course they do, and by a long way.

BD: You have a very high profile at the professional level, from your roles in exploration and mining through to your contributions to conferences, workshops, discussions, etc. What is Steve Beresford’s secret to time management?

SB: I’m a very inefficient person, but I’ve learned to remove things from my life. I say yes too often, but I know if I add something to my life, I have to delete something. I think I’m terrible at this, and no one likes it when you delete something, e.g. leave a job or pull out of a project, but sometimes you simply have to.

Let me put the question back to you or the readers. What would you delete from your day if you could? Don’t answer ‘admin’, because that’s a real component of most jobs and getting things done. My answer is pointless, but still measurable work. Work you know can’t go anywhere, you are only doing it because you were asked to tick a box. In my experience, this can become 100% of a job. Let’s mention another one: meetings with no decisions. Decision paralysis is a massive opportunity cost in this business. It’s important to acknowledge that companies don’t set out to waste time in meetings; it’s an unintentional response to the real challenge of the uncertainty of our job. We solve for uncertainty, so by the time mining nears, much of the uncertainty has gone. Those who work at the mining end may laugh because every step is about reducing uncertainty, but exploration geos are the ones who lead the charge on reducing the uncertainty. Remember, we start from nothing. I’ve mentored many geos in my

time, and it’s not uncommon for the majority to find this paralyzing and find themselves unsuited for it. There is no judgment. It takes many different types of people to find and develop a mine. I love to push the science, but almost 100% of my daily issues are behavioral (my own included). Why aren’t we doing x? Fixing this involves scaling trust, truly understanding the difference between what we do and other industries, the natural anxieties of making decisions under very high uncertainty, and the almost unique nature of working in such a low base rate of success. Few give the time to the uniqueness of leading mineral exploration in contrast to even mining. They are wildly different but in the same value chain. I think we have homogenized our businesses too much so it’s easier to run them. We have built Real Madrid, not Paris Saint-Germain!

BD: In the dim, dark past, I undertook a lot of research into the emplacement of intrusions. As part of this, I investigated salt diapirism and halokinesis, and often wondered about the interactions of intrusions and salt-laden host rocks. More recently, you have posted about targeting salt basins for polymetallic deposits. Can you briefly expand on this concept and the implications of it going forward, given that this seems to be an exploration initiative that has been largely unrecognized/underutilized to date?

SB: Halokinesis is a fancy word for salt tectonics, and specifically halite, although sulfates are often a forgotten accidental travel companion. This process is driven by basin loading and the unique thermal and density properties of halite. The word unique is not hyperbolic. There is no other rock we deliberately eat, no other rock that changes its

rheology so dramatically depending on its position in the upper crust. The thermal properties of halite are important to this discussion. Loading does drive large-scale lateral and then vertical salt movement, especially on passive margins, but the trigger is often heat, specifically magma intrusion. This leads to another unique property. Magma when it intrudes salts can mix (especially hydrous salts). I call this process halomixis, and the breccias mimic the behavior of mixing with unconsolidated sediment, even though the evaporites are a lithified rock (salt peperites, no pun intended). The keyword in that sentence is rock. This is not possible in any other rock we know of. There are several unique processes tied to magma and salt interaction. The last one is most salts then vanish from the rock record during diagenesis and metamorphism, even anhydrite (which can survive into granulite facies). This is way more than poor preservation, hence the word vanish. I’m far from the first to recognize this, but I am focused on solving the last part. Finding the vanishing salt opens the biggest opportunities.

BD: Is there a particular industry bugbear or fallacy that maddens you and that you see perpetuated, e.g. in ongoing posts on LinkedIn?

SB: Let’s just pile on the same bugbear because it’s front and center in destroying value. An advanced project with a resource is not closer to a mine than greenfields exploration. In fact, they are often the highest-risk option and further away in time and money from a mine. I change my mind daily as to whether everyone knows this and just ignores it because it’s what everyone else is doing, or if some people really believe that an advanced project is closer to being mined? Greenfields is always lower risk than an advanced project, not higher. This is a painful way to run a business. You seem to be making this harder and riskier than it needs to be.

BD: What fundamental geological skill do you see being underutilized in the mining and exploration industry?

you are not reacting to the bowled delivery. Your brain is using your experience to model what it expects, and your senses are only inputting the deviations from that model. This isn’t just the visual system. All biological life evolves to operate in its umwelt. Our senses are just what we have evolved to navigate.

What does this detour mean for sketching ore bodies? If you don’t imagine or create the ore body first, then you won’t adjust to the real errors that your senses note. You simply won’t see the literal gorilla walking through the field of view. We like to believe our senses are like video recorders; they are not. In my experience, it is not uncommon for people to find this uncomfortable, i.e. your senses aren’t purely objective, but that doesn’t stop it from being true. There are important implications for creativity, especially when you work on low-probability outcome challenges like mineral exploration. Let’s add another misunderstood idea. The neurotransmitter dopamine is not a response to a positive event but to a positive deviation from your expectations. It is all about anticipation. No model or expectation, no dopamine, no motivation. You will end up in a cave bored, unmotivated and nihilistic. You are being bored to death.

‘Experience, especially tangible, is so important, and this is linked to why creativity is essential to discovering new things. The old saying ‘don’t be wedded to your model’ is correct, but it’s not the model that is the problem. If you don’t have a model, you won’t start. The real key is how you deviate from that model when reality hits you.’

SB: I have many I could add to that list, but in the interests of being contrarian, I will go with one that’s not so common. Visualizing ore bodies in your mind. If you can’t visualize or sketch what an ore body looks like before you have found it (not afterwards), then you are already defeated. This is a creative step that some think has no role if you have a pure analytical mindset. A common retort is people thinking it is a waste of time. ‘You can’t possibly be right.’ Correct, I can’t possibly be right, but to nerd out a little on another one of my passions, neuroscience—we don’t see the world as it is. We are Bayesian creatures that use priors, i.e. the brain models its expectation, and then our senses only give us the deviations from that model. Bringing the fork to your mouth is a model, so I mean everything we do is model-driven. The brain sees nothing, yet the image you are seeing right now is created by your brain, not your eyes. The image is demonstrably not what your eyes are seeing. When you play a cricket shot,

Experience, especially tangible, is so important, and this is linked to why creativity is essential to discovering new things. The old saying ‘don’t be wedded to your model’ is correct, but it’s not the model that is the problem. If you don’t have a model, you won’t start. The real key is how you deviate from that model when reality hits you. To keep going on the cricket analogy. It’s the experience and the millions of balls faced that built up Don Bradman’s batting model. This is what enabled him to react to the deviations from that model. There isn’t enough time to objectively see the whole delivery from the bowler’s arm and react. Listen to a big wave surfer or an F1 driver describing a wave or turn in minute detail. This isn’t literally time slowing down; it’s just that all the attention is on small deviations from the model. It’s about having all the basics so well perfected that you can ignore them and focus on small deviations, much like an experienced person driving a car.

Sketch the ore body before you have found it. I’m not saying put the sketch in the next ASX release, not everything is about other people. This is about you.

BD: I commonly find that my visits to sites are one in a sequence of several visits by consultants with different skills but at different times. Do you think exploration and mining companies make enough use of the integration of skill sets from the various disciplines? Is there merit in having several consultants on site at the same time to combine findings?

SB: The best groups pull together consultants to the same team, not add as isolated disciplines or isolated discrete work. I’ve seen some amazing groups over the years involving multiple consultants from other groups. Oz Minerals at Prominent Hill, Ivanhoe at Oyu Tolgoi,

Anglo American at Los Sulfatos, First Quantum at Sentinel. These should be taught as case studies to young geos. I think integration of disciplines is still a buzzword rather than a raison d’etre. A good example, which we have been saying for 20 years, is geophysics. The industry has forced a business model dominated by external consultants that encourages discrete pieces of work rather than iterative or interactive work with geologists. I don’t allow this to happen in any company I found or join. I would never go anywhere without a geophysicist as part of the team. I don’t know how people explore for massive sulfides without an embedded, iterative, and co-learning geophysicist. ‘We can’t afford to.’ No, you can’t afford not to. Most geophysicists I talk to would agree, but that’s not what’s happening. If you are a major, build teams; if you are a junior, build teams using short-term external expertise. Just build teams. The challenge we face is way beyond even your favorite geologist’s skill set. Discrete work is addition; teams are multiplication.

BD: Has there been any single satisfying geology-oriented moment in your career that rates above all the others?

SB: Let’s choose something a little less obvious than discovery. The first was presenting at the annual WMC conference in Kalgoorlie on Kambalda, i.e. to the guys who wrote the book. The second was presenting on Jinchuan to Tang Zhang Li, its discoverer. Both of these moments changed my career; the first opened so many doors that it’s hard not to think of it as a ‘sliding doors’ moment. I’m a big believer that luck does play a role in opportunities, but you must be ready when they appear. You have to challenge yourself at the highest stage.

BD: I’ll ask a question on the flipside of the previous one. Many of us have interfaced with less-than-savory individuals or experienced toxic workplaces. Has there been any incident, or have there been any incidents that really disappointed you?

SB: I’m afraid the answer to this is too long and bitter. In short, we spend too long getting the wrong people off the bus, and even longer at senior levels, which is more damaging. I’m very fond of one of your previous guests, Scott Halley. I’ve had the privilege to work with Scott, who is an amazing geologist, not just a geochemist, and one of the finest people to work one-on-one with. Scott taught me the value of choosing not to work with toxic people and sticking to my values. Some would say I have left too many jobs on this principle, but in the end, I’ve been fortunate enough to choose values first. I’m very aware that many don’t have this option.

I’m very fond of the difference between aspiration and ambition, which another mutual colleague, Gerard Tripp, helped me learn. I will use my own words: ambition is the role or award itself, e.g. I want to be Chief Geologist. Aspiration is a value state. I want to explore supergiants and be the best geologist I can be. I know the latter will never be completed, but it does keep me pointing forward and learning. This has kept me away from what I call superblockers, people who are unintentionally out to stop discovery. One superblocker is enough to bring the whole place down. Despite all the industry words, I don’t see a lot of focus on teams; we focus on roles that aggregate to teams. There is a huge difference. Has anyone ever seen a team (as opposed to an individual) performance review? I will work for anyone and any company of any size that wants to explore, but my definition of explore includes changing toxic workplaces. This is more than just personal values; a superblocker is a cold, hard, fatal flaw for discovery. You have built in failure already. Aspiration>>>ambition

BD: What does Steve Beresford do in his downtime?

SB: I have teenagers, which is way more challenging than anything I do at work. I’m actually a typical sports fan. I’m a Kiwi, so it’s rugby first, but I’ve become an ice hockey fan over the years working in Finland and Canada. I’m an old-school car guy and love to drive. Manual only. My personal happy place or flow state is driving down winding roads by myself at night or in the rain.

BD: As you know, this is a favorite standard question of mine. If you had abundant financial funding, is there a fundamentally annoying geology question you’d like to solve or a topic you’d like to work on?

SB: I like complexity science as the approach we should be heading for. Let’s start with the axiom that I think large deposits are not just larger versions of smaller deposits. To use some simple metaphors, some are ‘dragon kings,’ i.e. they are deposits that have emergent new processes that scale them. For example, Oktyabrsky is a dry tholeiitic magma that generated a hydrothermal system. This is not common garden behavior like any other nickel sulfide deposit. Other supergiants are like ‘perfect storms’, i.e. the spatial and temporal convergence of two systems. For example, Udokan is a sedimentary copper and magmatic system forming in the same place. The reason I say this is an axiom is because if you disagree (and many do), you will go on a very different scientific and exploration path. I often hear I’m considered a contrarian, but it’s actually a lot simpler—one of my fundamental starting axioms is wildly different from yours. Something as simple as resetting the starting frame of reference, and everything is changed.

People like Bruce Hobbs and Alison Ord have gone this route and published on non-Gaussian probability distributions. Nick Hayward, who has been a mentor of mine, is going his way. I think everyone would say these are baby steps, but this is a far more promising computational path than where most LLMs are going. The two are not mutually exclusive. Complexity systems promise an ability to extrapolate from small data and from high uncertainty, i.e. fits within the real constraints of what discovery is. I fear we are at a divergent moment in computational geoscience, with the popular way leading to more bad movie sequels and prequels, and the other—to new transformative mines of the future. If I were running geoscience for a major again, this is the route I would be going, and aggressively. Both are computational directions. This would be considered contrarian to the rest of the industry, but is the rest of the industry just responding to Silicon Valley? I get accused of being too abstract from time to time, but in the end, everything has to be rooted in philosophy; it’s just about whether you are willing to walk the plank before others follow you.

BD: Finally, any concluding comments or words of wisdom from someone who is fast becoming an industry veteran?

SB: I can remember having a quiet ale or two with you around September 11 at the Archean Symposium. That makes us both old.

Thanks for the opportunity, Brett. It’s always a privilege that someone thinks you have something interesting to say.

For more information

Get in touch with Steve on LinkedIn

EEXCELLENCE ARTH-SHATTERING

WE ARE SWICK.

Hard rock mining’s heavyweight - innovating, manufacturing and delivering end-to-end excellence in drilling and underground diamond coring. A partnership with us is an investment in safety and versatility improvements in diamond drilling like no other.

INDUSTRY-LEADING DIAMOND DRILL RIGS MATCHED BY A TEAM DETERMINED TO ALWAYS PERFORM BETTER THAN THE DAY BEFORE? THAT’S EXCELLENCE UNEARTHED. THAT’S SWICK.

DRILL INTO THE POSSIBILITIES.

Beer and geology

You can't have one without the other

by Richard Fink, former Vice President - Technical (retired), Global Ferroalloys at Cliffs Natural Resources

Beer and geology are intimately intertwined. Everyone knows that geologists have a long history with beer and consume it in copious quantities. No good field trip, geologic symposium, or Friday afternoon bull session ends without a refreshing brew (or two).

What most people do not realize is that the type of beer brewed is highly dependent upon area geology. Think about regions known for certain beers. The refreshing bitterness of an English pale ale, the clean light taste of a Czech Pilsner, or the dark, almost burnt graininess of Irish stout are tributes to the power of geology. Beer is more than 90% water, and the geology through which the water percolates makes all the difference in the brew.

Dissolved minerals in water can make a beer outstanding or undrinkable. There are four cations in water that are particularly significant for the brewing process—calcium, magnesium, sodium and potassium. For example, calcium is critical for yeast to work effectively. It also controls the pH of the mash and aids with coagulation and flocculation. Hence, distilled water won’t work for beer. In general, areas with softer water produce lagers and darker ales, while those with harder, mineral-rich water are more conducive to paler, hoppier ales.

Beer beginnings

The fact that certain beer styles are best brewed from certain types of water was discovered by trial and error long before an understanding of water chemistry developed. Monks in Burton-on-Trent in the UK began brewing beer in the 6th century from well water drawn from the evaporite-rich, Permo-Triassic sandstones outside of town. These waters had a pH of 5 to 5.5, ideal for extracting sugars from malted barley steeped in warm water, an important step known as mashing.

Such hard water, high in calcium and sulfate (295 ppm calcium, 300 ppm bicarbonate, 725 ppm sulfate), brings out the bitterness typical of classic ales and helps prevent spoilage. Sulfate enhances the flavor of hops and its preserving characteristics allowed the beer to survive shipping, even as far as India, hence the name ‘India Pale Ale’, or IPA. You can thank the gypsum, and geology, for that. Even so, many still believe the myth that the high hops content of IPAs accounts for their longevity.

The development of lagers

A new style of beer called lagers later developed in continental Europe. While ales are brewed at room temperature, lagers are fermented at chilled temperatures. Lager, from the German word lagern meaning ‘to store’, is a beer that goes through a period of cold storage as part of the brewing process. Before the advent of refrigeration, brewers took advantage of caves for lagering purposes.

The ionically depleted, soft water of the Pilsen region in the west of the Czech Republic (7 ppm calcium, 3 ppm bicarbonate and virtually no sulfates) resulted in the development of the light, clean-tasting lager now known as a pilsner. The metamorphic rocks underlying Pilsen allow groundwater to move through fractures, but few minerals are dissolved in the process. Regions dominated by sandstone and Palaeozoic or Precambrian metamorphic rocks have waters with low contents of dissolved minerals and ions. This often causes the resultant beer to have a less distinctive flavor. As a result, it has to be fermented a longer time, which also increases the alcoholic content.

Porters and stouts

Porter was first developed in 18th century London from water high in calcium and carbonate and low in sulfate and chloride. In areas dominated by carbonate rocks, with springs high in calcium and magnesium, control of the pH in the water and mash is a major issue. The low pH water makes only relatively sweet beers possible. Porter was exported to Ireland where, in 1759, a Dublin brewer named Arthur Guinness began to make a thicker, or stouter, porter with water from

Dublin (115 ppm calcium, 319 ppm bicarbonate, 53 ppm sulfate). His brew became known worldwide as stout.

Flowing through 300-million-year-old limestone, the Dublin water is very alkaline and requires even more roasting of the barley, resulting in what is called black malt. Even then the extraction isn’t very good, with the resulting beers having a distinctive grainy flavor and a dark, even black color. This yields the distinctive taste of Guinness and other Irish stouts.

There is possible merit to the pub legend that Guinness brewed in Dublin tastes different from Guinness brewed in London. Although the brewing waters of both are high in carbonate, the limestone source rocks of the Irish brewing waters are Lower Carboniferous, while those of the London brew are Cretaceous Chalk. Different levels of magnesium, chlorine, sodium and potassium account for the sweeter taste of the London variety. Guiness consumed in the UK definitely tastes superior to the brew we get in North America.

In Germany, the Reinheitsgebot (Beer Purity Law) is the collective name for a series of regulations limiting the ingredients in beer. The basic law states that only malted grains, hops, water and yeast are permitted. Brewers are forbidden from chemically treating their water and, as a result, the German beer market has been dominated by pilsner-style beers.

For example, Munich’s water supply is not ideal for brewing beer. It is too alkaline, drawn from aquifers in calcium carbonate-rich sand and gravel washed down from the Alps. Their trick is to roast the malt a little to release phosphates from the barley. This increases the acidity just enough to get it into the proper pH range and yields a darker beer.

Paulaner Brewery makes its beers with naturally soft water drawn from Munich’s protected underground wells. These wells drill more than 700 feet (213.4 m) down into the tertiary layers of the foothills of the Alps. This water has been underground and untouched for as long as 12 000 years. ‘Our water is naturally filtered through the earth’s rock, so it doesn’t need additional filtration to remove carbonates,’ says Martin Zuber, Paulaner brew master. ‘We do put it through ion exchange to reduce sodium. The result is extraordinarily soft water with a perfect pH level for brewing almost all beer styles.’

With the availability of malted barley, hops and yeast from all around the world, water is often the only local ingredient in beer. But here too, geology plays a role. Regions most suitable for growing barley and hops are fertile, well-drained volcanic soils. More than 70% of American hops are now grown on the deep alluvial soils of the Yakima and Willamette Valleys of Washington and Oregon, which are derived from the nearby Cascade volcanic uplands.

While geology has a strong influence on beer, it is also true that beer has had a major influence on geology, especially in the field. Geologic mapping is a type of storytelling, rooted in observation, but requiring a lot of imagination and creativity. The crafting of these stories involves the kind of free-wheeling sharing of ideas and analogies that is facilitated by a few beers. But no matter what, the strongest connection between geology and beer is the love that geologists have for it.

Although drawn from a variety of sources, articles and work by Drs. Alex Maltman and Lisa A. Rossbacher deserve kudos.

For more information

Core photography guidelines

by Brenton Crawford, Chief Geoscientist at Datarock

Drill core photography has traditionally been obtained almost exclusively for record-keeping and, therefore, not seen as a valuable dataset. Due to this, relatively low importance has been placed on acquisition workflows, leading to variable quality and consistency. However, recent advances in modern analytics and technology have enabled the extraction of considerable value from drill core photography. In general, the better and more consistent the imagery, the better the results.

In view of this, Datarock has devised the following best practice guidelines to maximize the value of drill core photography in a way that is relatively low cost and straightforward to implement.

Timing of photography

The timing of core photography, relative to other steps in the core processing workflow, will affect the downstream analytics.

• If geotechnical or textural analysis is required, the core should be imaged as early as possible (even at the drill). Modifying the core (through transport or human annotation) should be minimized.

• If sampling and geological observations need recording, the core should be photographed when the markup is complete.

• We do not recommend photographing the core after it has been cut unless there is an earlier photo.

It is becoming more common to take multiple photographs of core trays as they are processed. A typical workflow might include:

1. At the drill rig: an early photograph immediately after drilling;

2. After drawing meter marks and measuring core loss: this is the preferred stage as Datarock processing can assist logging;

3. After logging: photography after logging and markup;

4. Final: a final photograph after cutting and sampling. This sequence provides a comprehensive record of the core processing workflow, the best-case scenario for analytics, and an audit trail of any changes or damage to the core in transit.

Preparing core trays for photography

We recommend several core tray preparation steps to maximize the potential benefit of automated extraction of information from core photography.

Writing on the core tray

Certain information should always be written on the core trays, preferably in a consistent location and format:

• To and From depths, preferably in the top left for the ‘to’, and bottom right for the ‘from’ value—speeds up adding metadata later, either manually or through optical character recognition (OCR);

• Drill hole name—consistent with no underscores;

• Core tray number—001 format;

• The word ‘START’ written on the top side of the tray in a consis-

↑ Example core tray markings including START and END depths, tray number and hole ID in the desired format

↑ Example core markings including meter marks, sample marks and lithological boundaries in the desired format

tent location—this will later aid in programmatically identifying photos taken upside down or rotated.

Writing on core

Writing on the core is best completed with permanent markers, wax markers, or chinagraph pencils, as they are the most durable and do not wash off when undertaking wet photography.

Writing can generally be divided into three categories:

• Meter marks should be written in white or black (depending on core color), with large, clear writing. The sample line should always be to the left of the numbers and extend from the top to the bottom of the core. This will help minimize the optical character recognition confusing it with a ‘1’.

• Sample marks should be written in red and will be differentiated from meter marks based on color. The numbers will be written in the same format as meter marks.

• Lithological boundaries should be marked in yellow. Lithological metadata should be written on the left-hand side of the boundary, and depth information on the right.

In general, additional writing on the core should be minimized as it obscures the rock texture. If required, use distinct colors, which will not be confused with the three categories listed above, and consider taking an additional photo after meter marks have been drawn on and prior to sampling and lithology markings.

Orientation lines

Orientation lines should be aligned with the bottom of the tray channel but still visible to the camera. Ideally, this line will be marked with a permanent marker, wax marker, or chinagraph. Importantly, this marking should remain consistent to allow automated processes to work accurately. The base of the channel is preferred as it allows the orientation line to be imaged but doesn’t obscure the rock texture.

Joints

Joints should be aligned but opened slightly (~0.5 cm / 0.2 in) to allow the edges of the fractures to be clearly imaged by the camera.

Drillers’ breaks

Drillers’ breaks should be marked on the core with a visible cross (‘X’) within 5 cm (1.97 in) of a mechanical break, including at the end of a row if it is a mechanical break.

The color can change depending on the rock’s color (with red as the default), but the crosses must be clear and visible to the camera. When multiple mechanical breaks occur close together, pairs should be marked closer together to aid the algorithm in attaching them to the correct break.

↑ Example: The core is aligned along the bottom of the core tray row, with the ticks extending to at most 25% of the exposed rock (10–20% is ideal).

↑ Example of a well-presented natural joint

↑ Example: Crosses are located on both sides of the break. If this is done correctly when the core is in its original location, then movement and rotation of the core during transport can be tracked.

Use of color bar and scale card in photographs

Variations in lighting can be corrected using a consistent color bar. We recommend the ‘Calibrite ColorChecker Classic’, which is available from multiple suppliers. It is suitable to place within the frame or can be cut and placed in a long strip along the edge of the core tray.

Scale cards should also be used when measurements from images are required. We also recommend including a header sheet to provide a standardized format and a prompt for personnel to include tray data.

Photo acquisition

While many proprietary core imaging systems that take high-quality photos are coming to market, there are still some relatively simple and inexpensive steps to significantly improve the quality and consistency of core photos.

The following sections provide suggestions to the various aspects of core photo acquisition.

Lighting source

The type of light used to illuminate the core tray will play a significant role in the quality of the image. This applies to general core shed lighting and controlled-source lighting within a photography system.

A key metric to understand when choosing a lighting type is the Color Rendering Index (CRI). CRI is an attribute of the light source. It is a quantitative measure of its ability to reveal the colors of various objects faithfully in comparison with an ideal or natural light source. Light sources with the highest possible CRI should be used.

We recommend using lighting with a CRI measurement of at least 80. These are generally inexpensive, modular, and remain relatively low-temperature compared to incandescent lighting sources. Your electrical supplier will be able to readily source high-CRI lights.

↑ Calibrite ColorChecker Classic

↑ Example header sheet

Light diffusers

Intense point source lights can cause reflections on the drill core, especially if it is wet. Light sources (preferably high CRI) should be diffused using an opaque shroud and, ideally, should not be located directly above the core tray. It is best to avoid positioning light sources behind the camera, keeping them off at an angle or to the side of the center of the tray, as this will reduce the reflections commonly encountered in wet core photography. Reflections on core can mask important geological features and can also be confused with core markups such as ori and cut lines.

Cost-effective camera solutions on the market such as the Casper system utilize core shed lighting and use a diffuser to minimize glare.

Removing non-controlled light sources

The next lighting control step is to remove non-controlled light sources to ensure consistency. We recommend an indoor environment and blockout shroud to remove all background lighting. Thus, outside light (often fluorescent) from the core shed or sun can be completely removed and replaced with a controlled light source inside the system. These products must not induce reflections on the core. Some relatively simple options are the roller rack and the floor frame.

Camera position

The camera should be positioned directly over the core tray to ensure all the core is included in the image. If it is taken from a high-aspect ratio, or if multiple trays are captured in one image, the tray can obscure the sides of the core.

When the core is photographed wet, it can be challenging to avoid reflections. A potential way to remove these is by using a polarizing lens. However, these lenses can reduce the amount of light reaching the sensor, meaning more powerful lighting sources are required.

Resolution

It is important to take photos at a high-enough resolution that captures sufficient detail for current and future use cases. It is good practice to aim for around 100-micron resolution for core photographs. Modern, full-frame DSLR cameras generally have between 30 and 50 megapixels. Single-shot systems positioned approximately 1–1.5 m (3.3–4.9 ft) above the core tray will produce images with approximately 100–150-micron resolution.

It is possible to position the camera closer to the core tray and take several photographs that are then stitched together. However, this can be challenging and often leads to distortion and artefacts in the stitched image. We don’t recommend this approach as these drawbacks often outweigh the benefits.

Whatever camera is being used, it should always be set to capture its maximum image quality.

Focal length / Zoom

The camera should be held in a fixed position to the core tray and the lens’s focal length, or zoom, should generally also be fixed.

↑ Typical core photography setup

Polarized lens

↑ Example of a good image extent—note all tray metadata is included

Aperture / Depth of field

Sometimes aperture adjustments are required when switching from full core to half core. These settings should be recorded and changed when required. However, the recommended settings below should be suitable for the common range of imagery.

Focus

Use autofocus or fix the focus for every image to minimize blurriness.

Recommended camera settings

Unfortunately, no set of camera settings can work best for all rock types. Very dark rocks can require different settings to very light

rocks, and as with most things, there are trade-offs to be made with some settings. Get in touch for advice on best practice camera setups for your situation.

Fully manual settings will yield the best results but will take some experimentation depending on the rocks, lighting conditions, as well as the exact camera and lens being used.

Image extent

The photography system should be set up to capture the entire core tray on all sides, with one tray per image.

Do not cut out any of the tray as it often contains data such as depths and it can present problems to the various machine learning models. In general, a higher-quality image further away will be of more value than a close, low-quality image, particularly with bad stitching.

↑ Example of a poorly, manually overcropped image

Photograph naming convention Image metadata

To ensure images are uploaded to the platform and ingested correctly, the metadata must be recorded consistently according to the standards listed below. Critically, From and To depths for each core tray should be recorded in the file names of each image.

File names are to be delimited by underscores ‘_’, containing information on hole ID, tray number(s), the From and To depth at the start and end of the tray, and whether the hole is wet or dry.

The minimal metadata recommended is:

HoleID_TrayNumber_FromDepth_ToDepth

Example: DDH1_001_5.00_10.65

For more information

Get in touch with Brenton on LinkedIn Visit: datarock.com.au

Should a photo contain two core trays, a ‘+’ will be used to note this. The recorded depths should cover both trays (i.e. the start of the first tray and the end of the second).

Example: DDH1_01+02_5.00_15.00

To note whether a photo was taken wet or dry a _W/D can be added.

Example: DDH1_01+02_5.00_15.00_W

It is preferable that this metadata is collected during the photography process and entered into a simple application. Most modern DSLR cameras can sync to third party applications. Please speak to us if you require assistance in creating a custom application to record the photography metadata.

Download the cheat sheet for core image optimization on Coring’s website:

Folding through time

Unravelling orogenic imprints in the Aravalli Supergroup, NW India

by Dr Jaideep Kaur Tiwana, Geologist at Geological Survey of India

The Aravalli–Delhi Mobile Belt (ADMB) is a structural archive of major Precambrian orogenic events that shaped the northwestern Indian subcontinent. The Aravalli Supergroup, located in the southern part of the ADMB, represents a Paleoproterozoic metasedimentary succession that unconformably overlies the Archean Banded Gneissic Complex. Geologically, it comprises quartzites, phyllites, dolomites and mica schists, deposited in environments ranging from shallow marine shelves to deeper basinal settings. Major base metal deposits of lead, zinc, and copper are primarily hosted within the Paleoproterozoic Aravalli-Delhi Fold Belt, specifically within metasedimentary sequences. Understanding the belt’s tectonic history is crucial for guiding exploration and mining. This article presents information pertaining to folded metasedimentary succession around the Dungarpur region exhibiting pronounced tectonic complexity recorded through composite foliations, mineral lineations, superposed folds and well-developed interference patterns.

The sequence records polyphase deformation labelled as AF1, AF2, AF3 and AF4, accompanied by greenschist to amphibolite facies metamorphism, making it crucial for understanding early basin evolution and Proterozoic tectonics. The first-generation AF₁ folds are predominantly rootless, isoclinal, and recumbent. The second-generation AF₂ folds are upright to steeply inclined, whereas the late-stage AF₃ deformation is manifested in the form of recumbent folds and sharp-hinged kink bands.

D1 deformation and development of S1 foliation

The first deformation phase (D₁) is marked by the development of a penetrative S₁ foliation (Figure 1), which is axial planar to tight, isoclinal AF₁ folds. It is characterized by rootless folding (Figure 2) and well-developed L₁ mineral lineations parallel to the F₁ fold hinges. Intense layer-parallel shortening during D₁ led to the complete or partial transposition of primary bedding.

D2 deformation:

AF2 folds and crenulation cleavage

The D₂ deformation phase produced spaced crenulation cleavage (S₂) (Figure 3) and steeply inclined (Figure 4), tight to close folds exhibiting variable plunge but generally displaying NE–SW-oriented axial planes (Figure 5). AF₂ folds refolded both the S₁ foliation and earlier quartz veins which were emplaced along planar S₁ fabric (Figure 6). At several locations, these quartz veins are subjected to boudinage, particularly within the limb domains, reflecting high-strain partitioning. These structures collectively indicate a progressive and continuous ductile deformation regime.

↑ Figure 1 - Well-preserved primary bedding within phyllite, showcasing its sedimentary origin

↑ Figure 2 - Axial planar S₁ schistosity of the rare isoclinal recumbent AF₁ folds, parallel to S0 bedding

↑ Figure 3 - AF₂ folds deform both bedding S0 and S₁ with development of spaced crenulation cleavage (S₂) in quartz mica schist

↑ Figure 5 - Asymmetric antiformal fold with a vertical left limb and normal dipping right limb in meta greywacke-phyllite rhythmite

D3 phase and late brittle overprints

The third-generation AF₃ folds modify earlier structural fabrics and fold geometries developed during AF₁ and AF₂. These folds typically appear as broad, open recumbent folds with shallow plunging fold axes and nearly horizontal axial planes (Figure 7). Their development is thought to be driven by horizontal compression, possibly combined with vertical flattening or gravitational readjustment during the waning stages of orogenesis. In contrast to the intense, tightly packed folds of earlier phases (D₁ and D₂), the D₃ phase produced gentler, more open structures. Sharp-hinged kink bands with sub-horizontal axial planes are commonly observed on the limbs of megascopic AF₂

↑ Figure 4 - Steeply inclined F₂ fold in alternate layers of quartzite and quartz mica schist

↑ Figure 6 - Steeply inclined, tight to close AF₂ folds deforming both the S₁ foliation and associated quartz veins

folds (Figure 8). Kinking reflects a brittle overprint on an otherwise ductile deformation history and is most prominently developed in high-strain domains, where earlier foliations are tightly spaced. Another late-stage deformation event, designated as AF₄, is manifested through the development of NE–SW-oriented fracture cleavage (S₄) and jointing. S₄ often develops orthogonal to F₂ fold axes and can locally accentuate pre-existing fold geometries, thereby enhancing the doubly plunging appearance of earlier F₂ folds. The development of these brittle structural features suggests a late-stage tectonic evolution of the Proterozoic basin, reflecting the gradual shift from deep and ductile to more brittle deformation during the waning phases of the orogeny.

Earth’s past in slice: Structural tale from petrography

The deformation history of the Aravalli Supergroup is equally well-preserved at the microscale. The D₁ deformation phase is represented by a well-developed S₁ foliation, defined by the parallel alignment of muscovite, biotite, and chlorite in the pelitic layers (Figure 9). This foliation appears as a continuous, planar fabric, occasionally wrapping around porphyroblasts of garnet and magnetite, indicating syn-tectonic growth. Evidence of dynamic recrystallization along S₁, particularly in quartz-rich domains, is observed as undulose extinction. The subsequent D₂ deformation phase is recorded by the development of a prominent crenulation cleavage (S₂) that appears as a series of spaced microfolds or kink-like features (Figure 10). In areas of strong crenulation, the earlier S₁ fabric becomes discontinuous or obliterated within fold hinges. Folded inclusion trails within porphyroblasts further support the overprinting relationship between D₁ and D₂.

Earth origami and structural memory

One of the striking structural features in this terrain is the presence of coaxial, hook-shaped folds, where the first two folding phases (AF₁ and AF₂) exhibit Type 1 interference patterns (as defined by Ramsay). Early-generation recumbent, tight to isoclinal AF₁ folds are refolded by AF₂ (Figure 11), and appear more reclined, especially within the limb domains of the AF₂ folds. The S₁ schistosity associated with AF₁ is often crenulated or transposed by a later axial planar fabric (S₂), yet the orientation of fold axes remains broadly consistent, representing a classical signature of progressive coaxial deformation (Figure 12). The superposition of successive folding phases generates complex interference patterns, including doubly plunging (Figure 13), non-planar, non-cylindrical folds (Figure 14) and Type 1 dome-and-basin geometries. These structural features are closely associated with the Aravalli orogeny and likely record the tectonic fabric formed during the accretion of the Aravalli metasediments over Archean basement.

↑ Figure 7- Open recumbent fold with nearly horizontal axial plane in quartz mica schist

↑ Figure 8 - Sub-horizontal kink bands deforming the limb of F₂ fold within magnetite-bearing quartz mica schist

↑ Figure 9 - The S₁ foliation defined by the alignment of quartz and mica

↗ Figure 10 - S₁ foliation folded into microfolds with axial planar S₂ crenulation cleavage within magnetite-bearing quartz mica schist

Metallogeny and global connections

The structural complexity preserved within the Aravalli Supergroup records a rich deformational history and shows its direct implications for base metal mineralization. Geological and geochronological studies across famous deposits (Zawar, Rajpura–Dariba, and Rampura-Agucha) indicate that the initial zinc–lead–copper sulfide mineralization likely occurred during the early stages of basin development, making it syngenetic with sedimentation. These stratiform ore bodies were later affected by successive deformation events, particularly those associated with the D₁ and D₂ phases, which played a key role in remobilizing and concentrating the mineralization along axial-planar cleavages, fold hinges and shear zones. The D₂ deformation enhanced the structural permeability and created favorable sites for fluid flow and ore localization. Later tectonothermal overprints, like those linked to the Grenvillian orogeny (~1.0 Ga), further recrystallized and upgraded these deposits. An early syngenetic phase followed by structural and metamorphic reworking highlights a significant connection between deformation and the region’s metallogenic evolution.

The Aravalli folding story is not restricted to the Indian Shield. Its orogeny aligns with the assembly of the Nuna (Columbia) supercontinent. The subsequent Grenvillian orogeny likely left a thermal imprint and subtly reworked these earlier Aravalli structures, reflecting the tectonic processes associated with the formation of Rodinia.

The images here convey the intricate structures of the Aravalli Fold Belt. History is recorded in folds, cleavages and the slow warping of rock through time. Every structural fabric, hinge and overturned limb carries a story etched by pressure, heat and motion, which geologists are striving to unravel—one fold at a time.

Get in touch with Jaideep on LinkedIn

↑ Figure 11 - Subvertical S₂ schistosity planes overprinted earlier intrafolial isoclinal F₁ folds

↑ Figure 12 - Superposition of F₂ folds over recumbent F₁ folds, resulting in a hook-shaped pattern

↑ Figure 13 - Planar non-cylindrical fold (curved hinge line marked with pens) in magnetite-bearing quartz mica schist

↑ Figure 14 - Non-planar non-cylindrical folds in magnetite-bearing quartz mica schist

Drilling Services

Drilling Contractors (A-Z): Diamond Drilling, Reverse Circulation, AirCore

BRYSON DRILLING

Phone 306-323-2202 Fax 306-323-2203 info@brysondrilling.ca www.brysondrilling.ca Canada

CAPITAL DRILLING

Phone +230 464 3250 info@capdrill.com www.capdrill.com East, North and West Africa

DDH1 DRILLING Phone +61 08 9435 1700 admin@ddh1.com.au www.ddh1.com.au Australia

DIAFOR Phone (819) 860-3957 info@diafor.ca www.diafor.ca Canada

KATI OY Phone 0207430660 info@oykatiab.com www.oykatiab.com Finland

MITCHELL SERVICES Phone +61 7 3722 7222 Fax +61 7 3722 7256 info@mitchellservices.com.au www.mitchellservices.com.au Australia

Directional Drilling (A-Z)

Drilling Equipment & Accessories

Drill Rigs & Accessories (A-Z)

Drill Rigs & Accessories Cont.

ATELIER VAL-D’OR

Phone (819) 824-3676

Fax (819) 824-2891

info@avddrills.com www.avddrills.com

BARKOM

Phone 90-312 385 60 50

Fax 90-312 385 35 75 info@barkomas.com www.barkomas.com

Specialized Machine Works (A-Z)

NORTH BAY MACHINING CENTRE

Phone (705) 472-9416

Fax (705) 472-2927 luc@nbmc.ca www.nbmc.ca

PROLENC

Phone (250) 563-8899

Fax (250) 563-6704

khodgins@prolenc.com www.prolenc.com

DISCOVERY DRILL

MANUFACTURER

Phone 1-506-542-9708

Fax 1-506-542-9709 info@discoverydrills.com www.discoverydrills.com

Drill Rig Parts (A-Z)

Diamond Products (A-Z)

Core Barrels (A-Z)

Drill Rods & Casings Cont.

Drill Rods & Casings (A-Z)

Drill Rods & Casings Cont.

Survey Equipment

Survey Tools (A-Z)

Survey Tools Cont.

Miscellaneous

Wedges (A-Z)

Drilling Fluids (A-Z)

Core Orientation (A-Z)

COREFINDER

Phone +55 62 992720023 contato@corefinder.com.br www.corefinder.com.br

DYNAMICS G-EX

Phone +61 7 54826649 sales@dynamicsgex.com.au www.dynamicsgex.com.au

PROSPECTORS

Phone +61 (02) 9839 3500 Fax +61 (02) 8824 5250 sales@prospectors.com.au

Surveying & Geophysics (A-Z)

CORE TECH

Phone +51 983 856 666 info@coretech.com.pe www.coretech.com.pe Peru

DIGITAL SURVEYING

Phone +27 18 788 6349 sales@digitalsurveying.co.za www.digitalsurveying.com.za Africa

TRUST SOLUÇÕES

GEOLÓGICAS

Phone +55 62 992720023 contato@trustsg.com.br Brazil

Core Trays (A-Z)

Cloud Solutions (A-Z)

Surface, Underground, & Heli-Access Core Drilling

Rotary, RC, & Flooded

Reverse Drilling

Service Hole Drilling & Installations

Production Drilling & Blasting

Deep-hole Directional Drilling

Large Diameter Core Drilling

Water Drilling Services

Mine Services

Unlock ore body insights

United. Inspired.

Exploration & Geoscience

We believe efficient data collection and smart analytics are key in unlocking ore body insights, leading to better decisions.

With a stronger than ever offering and reinforced expert team, we can help you achieve this. From the initial hole in the ground, to the empowering data on your screen, we can accelerate exploration.