Argo Natural Resources - Mining Outlook - Issue 16

PEOPLE-POWERED PERFORMANCE FUELLING PROGRESS

PEOPLE-POWERED PERFORMANCE FUELLING PROGRESS

ARGO NATURAL RESOURCES ASIA PACIFIC

Unearthing coal potential in Australia, Argo Natural Resources champions sustainable mining practices. Richard Livingstone-Blevins, CEO, delves into how the employee-centric company has an innovative and dynamic approach to its assets and operations Writer: Rachel Carr | Project Manager: Thomas Arnold

T

he coal mining industry is a cornerstone of Australia’s economy and energy landscape, providing essential resources that support both development and sustainability.

In recognition of the vast potential for expansion and innovation in this sector, Argo Holdings Queensland was established at the end of last year to strategically capitalise on emerging market opportunities.

To realise its ambitious vision, the company acquired a 70 percent stake in Fitzroy Australia Resources (Fitzroy) and recently rebranded it as Argo Natural Resources (Argo).

“We believe in coal and wanted to build a platform,” ardently introduces Richard Livingstone-Blevins, CEO of Argo.

The rebrand reflects a commitment to a focused, future-oriented approach in the mining industry, signifying a shift towards modern and responsible practices, which led to the formation of the company as it is today.

It also acquired Bowen Coking Coal following its administration, positioning the company as a mid-tier coal player.

This pivotal milestone allows Argo to actively engage in Queensland’s steelmaking coal mining industry, leveraging a rich portfolio of highquality deposits that promise superior products.

The company benefits from access to exceptional transport infrastructure, ensuring efficient logistics and service delivery, with Dalrymple Bay Coal Terminal providing efficient and reliable access to consumers, further enhancing its ability to supply high-quality steelmaking coal.

Mining Outlook Issue 16 | 3

ARGO NATURAL RESOURCES ASIA PACIFIC

This coal not only supports the construction of modern cities but also plays a vital role in sustaining livelihoods and contributing to a robust and thriving society.

“Our decision was driven by a strong belief in the long-term potential of coal, particularly in the metallurgical sector, but also recognising the ongoing need for thermal coal. Our conviction is rooted in the understanding that emerging markets are approaching a stage where they aspire to develop like advanced economies that have relied on coal for decades,” LivingstoneBlevins outlines.

“Despite the global push towards decarbonisation, there is currently no viable alternative technology to

replace coal in crucial applications, such as blast furnaces for steel production.”

This reliance on coal is essential not only for industrial growth and infrastructure development, but also to meet society’s energy needs, particularly in regions where energy resources remain limited.

PIONEERING A NEW ERA The current trajectory of technology necessitates the use of both types of coal.

“Despite the common narrative in mainstream media, particularly in Australia, that maintains coal should be viewed as a dirty commodity, companies like ours pride themselves

on being good corporate citizens that mine sustainably in accordance with strict environmental regulations.

“We are dedicated to providing the world with coal in the cleanest and most sustainable manner possible,” emphasises Livingstone-Blevins.

Currently, Argo uniquely holds a 60-kilometre (km) strike length of consolidated tenements in the heart of the Bowen Basin, the world’s premier coking coal basin.

This provides the company with a significant continuous land and tenement portfolio, which includes four operational coal mines: Carborough Downs, Broadlea, Ironbark No.1 and, soon, the Burton Mine Complex.

The operation of these mines is strategically supported by an extensive network of interconnected haul roads and shared infrastructure that service Argo’s mine sites.

“We have two independent coal processing hubs and train loadouts, allowing us the ability to mine, process, and transport our coal very efficiently, with risk amelioration which is second-to-none.

“Additionally, we have a substantial package of development opportunities to enhance our market presence,” Livingstone-Blevins imparts.

Argo’s ambition is to become a globally relevant supplier of highquality coal products. By the end of 2028 to early 2029, it aims to export

“AS WE LOOK TO THE FUTURE, WE AIM TO DEMONSTRATE THAT COAL MINING CAN BE CONDUCTED SUSTAINABLY AND CLEANLY, ENSURING A POSITIVE IMPACT ON THE COMMUNITY AND CONTRIBUTING TO THE NARRATIVE OF REDUCED EMISSIONS IN OUR SECTOR” – RICHARD LIVINGSTONE-BLEVINS, CEO, ARGO NATURAL RESOURCES

over 10 million tonnes (t) of coal, leveraging both its existing operations and the growth potential within a 60-km strike length of tenements.

“With strategic plans in place, we

see the possibility of increasing our output to 15 million t over the next five to six years, whilst maintaining the highest-quality coal in the market,” he assures.

Mining Outlook Issue 16 | 5

The Partner Behind Performance

The ABM Group partners with Australia’s leading mining companies to deliver operational capability through skilled teams, specialised equipment and practical contracting solutions.

I

n an era where corporate marketing often outpaces real-world performance, Queensland’s mining sector continues to value something far more important—delivery.

Companies are judged not by the promises they make, but by the projects they complete, the safety standards they uphold, and the confidence they inspire in their clients. The ABM Group appears intent on building its reputation around exactly those principles.

Headquartered in Emerald in Central Queensland, ABM has established itself as a diversified mining services contractor, supporting operations across Queensland and New South Wales. Rather than offering isolated services, ABM has built an integrated contracting model encompassing underground mining services, civil contracting, ground stabilisation, shotcrete and injection works, asset management, equipment maintenance, fabrication and workforce solutions. This breadth reflects an understanding of modern

mining: today’s projects demand partners capable of solving complex operational challenges across development, production support, construction and ongoing operations.

As mines become deeper, infrastructure more complex, and labour markets increasingly competitive, contractors are expected to contribute more than manpower alone. They must bring technical capability, operational

discipline, and an unwavering commitment to safety. These are the attributes ABM consistently highlights as central to its business philosophy.

One notable aspect of the company’s strategy is its emphasis on vertical integration. Through its contracting divisions, specialist equipment fleet and integrated asset management operations, ABM seeks to reduce reliance on external suppliers while maintaining greater control over quality, scheduling, and project execution. In industries where downtime can cost hundreds of thousands of dollars per day, that level of operational control can represent a significant competitive advantage.

The company’s project portfolio—including projects such as Moolarben Operations, Ironbark No.1, Coronado Mammoth Underground, Kestrel Coal and Centurion— illustrates its involvement across multiple stages of Australia’s mining sector. Whilst each project presents unique technical and logistical challenges, they collectively demonstrate an organisation seeking long-term partnerships rather than one-off contracts.

Perhaps more importantly, ABM reflects a broader trend occurring across Australia’s resources industry. Mining contractors are no longer viewed simply as labour providers.

Increasingly, they are expected to deliver integrated operational capability through skilled personnel, specialised equipment, technical expertise and disciplined project execution.

Companies capable of integrating these services under one organisational structure are becoming increasingly valuable as mine operators seek efficiency without compromising safety or compliance.

Like every business operating within the mining sector, ABM faces an environment defined by labour shortages, rising operating costs, tightening environmental expectations and rapid technological change. Success in this landscape will depend on continual investment in skilled people, modern equipment and operational innovation. Those challenges are substantial, but so too are the opportunities for companies prepared to evolve alongside the industry they serve.

ABM GROUP EQUIPMENT AND CAPABILITY • Coal-compliant roadheaders • Underground loaders • Drift runners

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Ultimately, reputation in mining cannot be manufactured through advertising alone. It is earned underground, on construction sites, through successful project delivery, strong safety performance and enduring client relationships. Judging by its stated focus on quality, reliability and integrated capability, ABM is positioning itself to compete on precisely those measures.

For Queensland’s mining industry, where performance remains the ultimate currency, that may prove to be the strongest foundation of all.

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EMPOWERING PROGRESS Central to Argo’s success is its dedicated team, which underpins all of the company’s aforementioned efforts.

“The essence of our organisation lies in our people. Whilst we have proven our ability to execute transactions, our success will be measured by our safe execution at our operations, and it is ultimately our people that will drive our future success,” prides Livingstone-Blevins.

With four operations running at full capacity, Argo expects over 1,200 people, including employees and contractors, to support its daily operations.

“Recognising the importance of investing in our team, we’ve already initiated several people development programmes. Partnering with Talisman Edge, we are implementing leadership training initiatives throughout the organisation, engaging everyone from the boardroom to front-line workers.

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“Our goal is to empower individuals to understand themselves, their colleagues, and how their teams operate, enabling them to become the best versions of themselves at work,” Livingstone-Blevins states.

Interwoven with Argo’s development initiatives, it is rolling

out several health programmes over the subsequent months focused on mental and physical well-being, including exercise, diet, mental health, and resilience.

Rather than mandating participation, it will provide access to resources and support for everyone,

ARGO NATURAL RESOURCES ASIA PACIFIC

including psychological and dietary assistance, to foster overall health.

“We’ve already started some high-performance programmes with our leadership teams, bringing in coaches from professional sports, which emphasises our commitment to maximising the potential of our people.

“By prioritising their development and well-being, we believe we can create a thriving work environment that drives our success,” LivingstoneBlevins enthuses.

SUSTAINABLE DEVELOPMENT Driven by a passion for creating value in the mineral resources sector, particularly as many major players exit the coal space, Argo’s focus is on providing long-term, quality employment opportunities.

The decision to acquire assets in the coal sector stemmed from Livingstone-Blevins and his partners’

previous experience with Fitzroy as part of its founding team in late 2016.

“When the opportunity arose to invest due to the major shareholder’s exit, we felt confident in our knowledge of the business, assets, and people, making the acquisition of Fitzroy a straightforward choice,” recalls Livingstone-Blevins.

Focusing on that opportunity first and foremost, the unexpected administration of Bowen Coking Coal then accelerated plans to acquire a second company, which they had always viewed as a complementary asset to Fitzroy due to its geographic proximity and shared infrastructure.

This strategic merger not only enhances operational synergies but also opens opportunities for further development and access to valuable coal reserves.

“Together, Fitzroy and Bowen Coking Coal hold around 4 billion t

of resources along a 60-km strike length, positioning us to deliver clean, high-quality coal to the market,” Livingstone-Blevins points out.

Moreover, he underscores the importance of suppliers, who play a crucial role in Argo’s success.

“A significant portion of the procurement is focused locally, particularly in the Bowen Basin and Mackay regions, thereby strengthening community ties and fostering economic support in those areas.

“We prioritise long-term partnerships over transactional relationships with suppliers, believing that mutual success is achievable through collaboration with our suppliers, the local councils, and government,” he affirms.

This commitment to fostering lasting, win-win opportunities with suppliers and partners is essential to the company’s future growth.

Mining Outlook Issue 16 | 9

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ARGO NATURAL RESOURCES ASIA PACIFIC

REDEFINING COAL MINING A key part of Argo’s strategy is developing sustainable technologies, with a focus on benefitting the communities where it operates.

The growing emphasis on environmental, social, and governance (ESG) principles has driven innovation in the industry, particularly in areas like coal mine waste gas management.

“We are exceptionally proud of our efforts at the Ironbark No.1 mine, where we are upgrading our gas-fired power plant. Fitzroy led the way by partnering with Carbon Logica, which has been instrumental in providing part of the mine’s energy needs by constructing a five-megawatt (MW) coal seam gas power plant.

“We’ve just entered into an agreement to expand this capacity to 20 MW, so it will be one of the largest in the industry, generating sufficient power to cover all of Ironbark’s requirements from drainage gas that would have been flared in the past with no beneficial use.

12 | Mining Outlook Issue 16

SUPPLYING GLOBAL STEEL Argo produces high-quality coking coals from the Rangal Coal Measures, which are Late Permian coal-bearing strata located in the Bowen Basin. These strata form a key unit for coal and coal seam gas resources.

The products are widely accepted internationally and in high demand for steel manufacturing processes. Argo takes great pride in its commitment to quality assurance and reliability.

Currently, product coal is transported via the Goonyella rail line to the Dalrymple Bay Coal Terminal in Mackay, where it is then exported to various regions including Asia, Europe, and South America.

“With our gas from our drainage programme being supplied to Carbon Logica’s power plant, we are seeing not only environmental benefits but also improved commercial outcomes through our long-term power supply agreement with Carbon Logica,” notes Livingstone-Blevins.

This expansion not only fuels Argo’s operational power needs but also showcases a unique approach in the coal mining industry.

“Our project benefits from support through the Queensland Treasury’s Low Emissions Investment Partnerships (LEIP) programme, which encourages the promotion of low-emission technologies,” he highlights.

“As we look to the future, we aim to demonstrate that coal mining can be conducted sustainably and cleanly, ensuring a positive impact on the community and contributing to the narrative of reduced emissions in our sector.”

Decarbonising coal mining: Turning methane challenges into energy solutions As global industry accelerates its decarbonisation efforts, the Australian coal sector faces a distinctive challenge: managing emissions intensity whilst continuing to supply the high-quality metallurgical coal on which global steel production depends.

F

or coal producers, particularly those operating under Australia’s Safeguard Mechanism, reducing Scope 1 emissions is no longer optional. It is a business imperative.

Carbon Logica was built for exactly this. We are an Australian company designed to deliver practical, scalable abatement in hard-to-abate sectors, with coal mining as our focus.

Our speciality is capturing waste methane – coal mine waste gas – and putting it to beneficial use as reliable, dispatchable electricity. Rather than venting or flaring a potent greenhouse gas, we work alongside mine operators to design, fund, and operate infrastructure that turns waste into value: lower emissions and increased energy security.

A GROUNDED BUSINESS WITH DEEP MINING DNA

Carbon Logica was founded by engineers with decades of combined experience in the resources industry. We understand first-hand the operational realities of a mine site and the technical challenge of managing methane in both underground and open-cut environments.

What sets us apart is our ability to combine mining expertise with carbon market fluency and energy infrastructure delivery, allowing us to design abatement solutions that are technically viable, commercially bankable, and operationally sound.

REAL EMISSIONS REDUCTION

Together with the associated gas collection infrastructure in 2024, we delivered our first commercial-scale waste coal mine gas power station at Ironbark No.1 (part of Argo Natural Resources) near Moranbah in Queensland’s Bowen Basin.

Stage 1 is operational at 5MW and expandable to 20MW, abating more than 180,000 tonnes of CO2e annually at full capacity.

In April 2026, we commissioned our second coal mine waste gas power station in the region at Centurion, 8.5 months from financial commitment to commercial operations and stage 1 is operational at 5MW, generating 40,000MWh a year and cutting emissions by approximately 62,000 tonnes CO2e.

Our development pipeline exceeds 130MW, with a vision to reach 200MW across multiple mining regions. These projects will create meaningful emissions reductions, contributing to Australia’s 2030 and 2050 climate goals.

DESIGNED FOR THE SAFEGUARD ERA

The Safeguard Mechanism Reforms have reset emissions expectations for around 90 coal mines nationally. For underground mines, methane capture is often the most material and cost-effective pathway. For open-cut operations, where fugitive methane can represent up to 80 percent of site emissions, commercially viable solutions have been scarce.

Carbon Logica provides a full turnkey solution, including capital, engineering, operations, and carbon market navigation. We offer flexible commercial models, ranging from power offtake to performance-based abatement agreements that align incentives and minimise disruption to mining operations.

AN INVITATION TO COLLABORATE

Australia’s mining industry has a proud history of solving complex problems through innovation, engineering, and partnership – and emissions abatement should be no different.

We’re not just installing engines; we’re building a bridge between operational reality, environmental responsibility, and commercial value.

If you are a mining leader working through emissions compliance, or you want to set the pace on sustainability in your sector, we welcome the conversation. Let’s reduce emissions, generate net-negative electricity from waste gas, and help secure the future of Australian mining – together.

T+61 407 277 815 | scott.barker@carbonlogica.com www.carbonlogica.com

ARGO NATURAL RESOURCES ASIA PACIFIC

COMMITMENT TO SAFE OPERATIONS Argo’s focus on innovation extends beyond new technologies; it emphasises improving day-today operations and empowering employees to find better, safer, and more efficient ways to mine coal and operate processing plants.

With a big focus on promoting safer, more productive, and costeffective mining practices, Argo sees the adoption of technology not as the solution, but as an enabler to help its people be their best and most effective in their roles.

As part of this effort, Argo is embarking on an AI journey utilising Talisman Technical to explore developing solutions that align with its goals, taking a coordinated approach and ensuring it is implemented in an employee-ready way.

“Three core questions drive innovation: Does it improve safety?

Does it increase productivity? Does it 14 | Mining Outlook Issue 16

reduce costs? If the answer to these questions is no, we will reconsider our approach,” Livingstone-Blevins asserts.

With future success largely determined by its people, Argo genuinely prioritises its employees,

seeking to grow and develop talent whilst creating an environment that encourages career advancement.

“We’re a people business that mines coal; we look after employees so they see Argo as a career destination,” he considers.

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ARGO’S CORE VALUES AND GUIDING PRINCIPLES • United – Working as one team with one objective, supporting each other, and staying connected under pressure.

• All-in – Committing to the plan, team, and outcome, bringing urgency, ownership, and discipline to the work that matters most.

• Integrity – Doing as it says, acting with honesty, making the right decisions, and holding itself accountable for actions and results.

• Agile – Assessing, adapting, and responding with purpose, making informed decisions, staying solution-focused, and moving quickly when conditions change.

• Care – Caring about people, processes, and performance, listening, following through, and continually improving to build a safer, stronger business.

• Safety and well-being – Prioritising the health and safety of its people, ensuring everyone returns home safe and well at the end of every day.

• Performance and growth – Recognising and rewarding contributions fairly whilst creating opportunities for continuous development and improvement.

• Integrity and respect – Engaging with each other openly, honestly, and with mutual respect.

• Accountability – Honouring commitments and taking responsibility for delivering on promises.

• Custodians of the land – Being a responsible steward of the land, prioritising the environment and the communities in which it operates, ensuring compliance with current environmental regulations, conducting thorough internal audits, and fostering strong relationships with local councils and state governments.

“Being a private company is a distinct advantage, enabling nimble decision-making without the bureaucratic constraints often found in larger organisations. This flexibility delivers an environment where people can make decisions, driving learning and personal growth, which aids in the ongoing requirements to develop our future leaders and ensure they are ready for the challenges that exist in our operations and industry.”

Argo believes in differentiating itself by combining excellent business practices with coal mining, underscoring that these aspects are not mutually exclusive.

“There is a commitment to educating our people on the business side of mining, including financial literacy, cost management, and environmental oversight. By investing in employees, we aim to cultivate teams capable of managing significant operations and driving sustainable success,” LivingstoneBlevins explains.

“Our objective is to immerse our leaders in the complete value chain of our business, emphasising the fundamental nuance between being a coal mining operation and a business that mines coal. We prioritise high margins over sheer volume, aiming to educate and empower our teams to act as effective business managers, which will set us up for future success.”

STAFFING SOLUTIONS The mining industry is currently facing significant challenges, particularly in terms of skills and cost management.

A major issue is the declining interest in mining education, largely influenced by the mainstream media’s negative portrayal of coal mining.

As a result, many universities have stopped offering undergraduate degrees in mining and mining engineering, leading to fewer graduates entering the field.

16 | Mining Outlook Issue 16

ARGO NATURAL RESOURCES ASIA PACIFIC

The situation has gradually worsened since the global financial crisis in 2008, during which companies reduced their investment in talent development due to economic instability.

An industry that was once seen as a career destination of choice now struggles with an ever-worsening skills shortage that threatens to impede the future growth needed to meet global coal supply requirements.

“In recent years, particularly since the rise of ESG concerns around

2020, interest from graduates has shifted towards more appealing commodities, such as copper, gold, and critical minerals, leaving the coal mining sector in need of skilled professionals.

“To overcome these challenges, the industry must take genuine steps to improve its talent development strategies rather than merely paying lip service to the importance of training and development,” Livingstone-Blevins tells us.

This includes creating effective mentorship programmes and diverse

“THE ESSENCE OF OUR ORGANISATION LIES IN OUR PEOPLE. WHILST WE HAVE PROVEN OUR ABILITY TO EXECUTE TRANSACTIONS, OUR SUCCESS WILL BE MEASURED BY OUR SAFE EXECUTION AT OUR OPERATIONS, AND IT IS ULTIMATELY OUR PEOPLE THAT WILL DRIVE OUR FUTURE SUCCESS” – RICHARD LIVINGSTONE-BLEVINS, CEO, ARGO NATURAL RESOURCES

18 | Mining Outlook Issue 16

pathways for graduates, as well as exploring alternative skill sets that can be cultivated into traditional mining roles.

“Additionally, embracing technology, including AI, is crucial for bridging skill gaps and enhancing the industry’s capacity to thrive in the future.

“This shift will require a transformative approach to how the industry attracts and develops talent, ensuring it can meet the demands of the evolving market,” he divulges.

AN INDUSTRY TRANSFORMATION Investing in employee development within an organisation is crucial for maintaining a robust workforce and ensuring continuity when key personnel leave.

Livingstone-Blevins believes the current external approach to talent acquisition has become unsustainable, with the industry in a cycle in which companies compete for the same limited talent.

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ARGO’S OPERATIONS Ironbark No.1 – An underground longwall operation situated 25 km north of Carborough Downs, this operation shares essential infrastructure with Argo’s other sites. The ROM production will be transported to the existing coal handling plant at Carborough Downs for processing and train loading.

The mine achieved its first coal output in 2022, just seven months after construction began. At full production, the mine is expected to employ approximately 360 workers and produce between 4.5 and 5.5 million t per annum (Mtpa).

Burton Mine Complex – Equipped with two modules capable of processing 8.5 Mtpa, this mine features a 3,500 t per hour train loadout that facilitates coal transportation to the port.

Broadlea – This open-cut mine is situated about 9 km northwest of Carborough Downs and shares important surface infrastructure, such as the coal handling and preparation plant and train loading facilities.

The mine uses a truck-and-shovel method to extract coal from the Leichardt, Vermont, and Girrah seams, with production ranging from 1 to 1.9 Mtpa.

Carborough Downs – The mine is an underground bord and pillar operation located 25 km east of Moranbah in the heart of the Bowen Basin. It extracts coal from the Leichhardt seam, which has a thickness ranging from 4.5 to 5.7 metres, producing steelmaking coal to meet growing demand.

Since starting production in 2006, the mine has proudly contributed to the local and regional economies. It currently employs approximately 300 people and produces between 1.6 and 2 Mtpa.

In the pipeline 12 Mile Project – This project represents an opportunity to develop a significant open-pit and underground mining operation.

Currently in the early stages of exploration and assessment, it is situated near several world-class metallurgical coal mines. Argo’s growth potential is promising, with access to both the Rangal and Moranbah Coal Measures.

20 | Mining Outlook Issue 16

“To counter the unsustainable approach for employees, companies must cultivate talent internally, taking workers from the frontline and preparing them to become future leaders and managers,” Livingstone-Blevins posits.

“Historically, organisations were very successful in this kind of internal development during the 1990s and early 2000s, but this practice has diminished over time, leaving a significant gap in the industry.”

Another pressing issue the industry is grappling with is the rising costs faced by mining companies due to inflationary factors.

“There is a need to optimise operations and enhance efficiency through technology and a renewed focus on productivity. Over the past decade, the industry has seen a steady decline in productivity, leading to a situation in which more personnel and equipment are required to achieve the same output levels as before.”

Addressing these challenges will be essential for the industry’s growth and sustainability moving forward.

“The current landscape of the commodity market has shifted dramatically, with cycles now occurring as frequently as every three to six months, compared to the historical pattern of three to five years,” Livingstone-Blevins reveals.

“This rapid fluctuation makes it challenging for companies to manage their operations to mimic the cycles, as there is insufficient time to adjust activities and cost bases between boom and downturn periods. Consequently, the industry must prioritise consistent and sustainable productivity and costs, with a particular focus on output per employee, echoing earlier practices.”

As cost pressures escalate and margins tighten, mining companies face significant challenges, particularly in coal markets.

Despite these pressures, the industry has not invested substantially in new mining operations over the past decade. This lack of investment has led to a developing deficit in metallurgical coal supply, especially as current mines reach the end of their operational lives in the coming decades.

Australia, which controls approximately 50 to 55 percent of the seaborne metallurgical coal market, is positioned crucially in this supplydemand dynamic.

“With existing mines depleting their resources, and with reduced productivity due to factors such as increased depth, technical complexity, and depleting skills, the industry faces a looming supply issue due to insufficient replacement coal coming online, which has been exacerbated over the years with complicated and 22 | Mining Outlook Issue 16

“WITH STRATEGIC PLANS IN PLACE, WE SEE THE POSSIBILITY OF INCREASING OUR OUTPUT TO 15 MILLION T OVER THE NEXT FIVE TO SIX YEARS, WHILST MAINTAINING THE HIGHESTQUALITY COAL IN THE MARKET” – RICHARD LIVINGSTONE-BLEVINS, CEO, ARGO NATURAL RESOURCES

uncertain approval processes.

“As a result, the future of coal supply appears increasingly precarious, underscoring the importance of strategic management and a focus on enhancing productivity within existing operations, whilst attracting investment for the establishment of replacement coal,” he implores.

A STRATEGIC ROADMAP In the next 18 months, Argo’s primary focus will be on ensuring the safety and stability of its current operations, particularly as it works to stabilise the

recently acquired Fitzroy assets.

“Within the Fitzroy-acquired operations, we are investing more than AUD$100 million a year over the next two years into equipment and infrastructure to ensure that the assets are set up for long-term sustainability,” Livingstone-Blevins sets out.

This reinvestment will enhance the company’s infrastructure and equipment, supporting long-term sustainable operations whilst allowing for future growth towards its goal of over 10 million t in market production.

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To meet this growth, we’ve expanded operations with a purposebuilt, large-scale fabrication facility in New South Wales to manage a wide range of metal fabrication projects across all industries, while our Emerald site continues to focus on serving the coal mining sector. At Brennan’s Welding, we take pride in the strong, longstanding relationships we’ve built with the most respected contractors and mining companies in the country. From coal to hard rock mining, our clients trust us to deliver high-quality solutions for the demands of the toughest environments.

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Practical Engineering, Built for Underground Mining Walton Mine Services is proud to support Argo Natural Resources as it develops and strengthens its underground mining operations. Our relationship is built around practical engineering, equipment reliability, safety, and longterm asset support.

Established in 2012, Walton Mine Services operates workshops in New South Wales and Queensland, supported by experienced engineering, mechanical, hydraulic, fabrication, machining, and field-service personnel. Our capabilities include equipment design and manufacture, mobile bolter and mining equipment overhauls, hydraulic component repairs, service exchange, spare parts supply, and ongoing site support.

Our approach considers the full asset lifecycle, from condition assessment and engineering review through to overhaul, component support, and maintenance. The focus is on improving asset condition, extending service life, and ensuring equipment remains practical to operate and maintain.

Compatibility and spare-parts availability are also key considerations. Wherever practical, equipment is designed or upgraded using established mining systems and commonly supported components. This helps customers retain access to familiar equipment, available spare parts, and experienced technical support, while reducing the risks associated with obsolete or difficult-to-source components.

Walton Mine Services continues to work closely with Argo on equipment and asset improvement solutions that combine in-house engineering, modern 3D design, workshop capability, and practical underground experience.

“Argo has taken a practical and collaborative approach to the management of its underground assets. We value the opportunity to work alongside their team and provide solutions based on the actual requirements of the operation.

Our objective is to improve asset condition, extend equipment life and deliver reliable, maintainable equipment that can be supported with readily available parts throughout its operating life.

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Mining Outlook Issue 16 | 23

Additionally, Argo will concentrate on integrating Bowen Coking Coal into its operations and the safe restart of the Burton Mine Complex, which is expected to commence in a few months and will produce up to 4 million t of run-of-mine (ROM) coal per annum.

Looking further ahead, whilst Argo stabilises its existing sites this year, it will shift focus towards internal growth projects in 2027, specifically developing the 12 Mile Project, Ironbark South, Broadlea, and Carborough Downs extensions.

These will strengthen the long-term assets within the company’s portfolio, particularly as it integrates the Burton Mine Complex, which is located within the critical 60-km strike length.

“Finally, we plan to build lasting relationships with our suppliers and customers, as these connections are 24 | Mining Outlook Issue 16

essential for driving our growth in the years to come,” LivingstoneBlevins optimistically concludes.

Argo’s long-term success is fundamentally linked to the effectiveness and responsibility of its operations.

The company demonstrates a strong commitment to innovative and disciplined mining practices that enhance efficiency whilst prioritising the safety and well-being of its workforce.

This operating philosophy not only reflects the standards and behaviours guiding decision-making but also shapes the organisation’s culture and underpins its overall performance.

As Argo advances in the competitive coal mining industry, its dedication to sustainable practices and community empowerment

sets a benchmark for others. With a clear vision and strategic foresight, the company is not only focused on the present but also committed to shaping a more sustainable future.

Tel: 07 3153 2200 info@argonr.com.au www.argonaturalresources.com.au

ARGO NATURAL RESOURCES ASIA PACIFIC

Protecting Workers, Enhancing Productivity Global Mining Supplies (GMS) works in proud partnership with Argo Natural Resources (Argo), supporting Carborough Downs and Ironbark Mines in the advancement of diesel particulate matter (DPM) control.

All commercially available DPM filter technologies were independently evaluated under Argo’s operating conditions, assessing performance, service life, and cost of ownership. The GMS filter delivered the strongest overall performance, providing an expert balance of worker health, operational safety, and value.

GMS is proud to be Argo’s preferred diesel emissions management partner, driving continuous improvement across its operations with confidence and reliability.

intouch@gmsupplies.com.au www.gmsupplies.com.au

Servicing the central highlands We Do.... What They Don’t!

Central Highlands Mining Services (CHMS) is a trusted mining support contractor built on one simple philosophy: “We do what they don’t.”

We provide reliable, flexible solutions across building maintenance, construction, surface and underground labour, mine maintenance, equipment hire, salvage and waste management services.

Whether it’s filling critical workforce gaps, tackling specialised projects, or delivering practical solutions where others can’t, CHMS is committed to getting the job done safely, efficiently, and to the highest standard. When your operation needs dependable support from inception to completion, CHMS delivers.

0400 754 353 | admin@chminingservices.com.au | www.chminingservices.com.au

Mining Outlook Issue 16 | 25

Tel: 07 3153 2200 info@argonr.com.au https://www.argonaturalresources.com.au

PRODUCED BY MINING OUTLOOK MAGAZINE