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EDITORIAL
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Welcome to our third issue of Mining Outlook magazine. Young as we are, our ambitions here are to dig into the best stories we can find in this vital sector. We have already seen the incredible scale of mining in all its facets, including many widespread industry challenges, as well as some remarkable solutions waiting to be uncovered and shared with our global readership.
This month’s cover star is Kestrel Coal Resources, who surprised all of us with their commitment to sustainable mining. The mining titan is dedicated to reducing its carbon footprint, as part of developing responsible operations, while driving the conversion of coal-mine-related gas into usable energy.
Continuing the coal theme, we profile the entirely black-owned Nadalamo Resources, formed from the amalgamation of various mining, financial, sustainability, and social responsibility-inclined professionals and entrepreneurs in South Africa.
The hat-trick of coal mining features is rounded off by Bowen Coking Coal from Queensland, Australia. With mining royalties expected to feed at least AUD$6 billion a year into state coffers, it’s no wonder coal is doing so much of the heavy lifting to pay for the transition to cleaner energy.
Millions of visitors flock to Queensland every year, as it is characterised by its rugged outback landscape, dazzling sandy shores, and the magical Great Barrier Reef. And yet, the unsung hero supporting this wondrous state is the Queensland mining industry. As the representative for hundreds of mining entities, we catch up with Ian Macfarlane, CEO of the Queensland Resources Council, about the major part mining plays in not only generating revenue for the region, but also how it champions the contribution of its members by embracing innovations and guiding the industry to a greater sustainable future.
This issue also highlights top mining events to watch out for in the coming months, such as the WA Mining Conference & Exhibition in Perth, Australia, and reveals some keynotes from London’s Mining World Congress 2023, including spokespeople from Rio Tinto, Anglo American, AspenTech, KamniChain and many more.
We strive to present the major players across the mining sector, so we hope that you enjoy your read and let us know what you think on our social media pages.
Alex Tuck Editorial Director, Outlook Publishing
144 Bowen Coking Coal
Evoking Coking
Advancing Australian mining
156 Minergy Coal
Pioneering the Botswana Coal Industry
Elevating the nation’s resources
162 Ndalamo Resources
Growing a Small Seed into Sustainable Roots Investment opportunities in South African mining
178 FLSmidth
Mining for a Sustainable World Delivering solutions for tomorrow’s mine
EUROPE & MIDDLE EAST
186 Western Bainoona Group
Partners in Nation Building Powerhouse engineering and infrastructure development
IRON ORE EXTRACTION
and loading are being reimagined through innovative technology at BHP’s Newman Operations in the Pilbara region of Western Australia.
The use of remotely piloted aircraft equipped with infrared cameras is being trialled by the operation’s teams to monitor the health and performance of mining equipment.
Infrared technology enables the temperature of equipment such as iron ore reclaimers to be measured, and components that may be operating outside of their normal limits to be identified.
THE FIRST PHASE of sampling and property evaluation at American Pacific Mining’s recently acquired Danny Boy project has been completed.
A total of 10 rock chip samples were collected at Danny Boy during the first phase of reconnaissance evaluation work.
Located immediately west, and contiguous to the company’s
UNDERGROUND MINING CUSTOMERS can now experience the benefits of Orica’s next generation centralised blasting system, ORBS.
Designed to provide operations with the ability to safely initiate
Tuscarora project in Elko County, Nevada, Danny Boy was acquired as part of the Clearview acquisition.
The project represents a key piece of the acquisition, allowing American Pacific Mining to complete the longawaited consolidation of Tuscarora, which now has 10 priority targets and large unexplored areas that will be mapped and sampled further in the weeks to come.
BHP is checking the temperature of components to ensure they are healthy and operating within their optimal range. For accuracy and safety, drones are fitted with laser range finders to maintain an optimal distance from the moving reclaimer.
multiple development headings and production blasts concurrently from a remote, central location, ORBS therefore enables increased productivity.
ORBS’ browser-based interface provides users with full visual oversight of all connected hardware and detonators to users.
Another key feature of ORBS is that it is a plug and play system that doesn’t require additional infrastructure to be invested in by customers. Rather, it simply connects to a mine’s communication network and is operated from an electronic device such as a PC, tablet, or phone.
Around the mining sector in seven stories
A NEW MINING code signed into law by Mali’s interim President, Assimi Goita, will enable the government to increase its ownership of gold concessions and recoup a major shortfall in production revenues.
An audit of the mining sector has shown that the shortfall is around CFA300 to 600 billion, which the state intends to recover.
RWE IS CONTINUING to progress green electricity production in the Rhenish mining district of Germany.
At the Hambach lignite opencast mine, construction has commenced on a photovoltaics plant with an integrated battery storage system (BSS).
THE WORLD’S FIRST application of Draslovka’s proprietary glycine gold leaching process in a commercial heap leaching application has been announced.
Application of GlyCat has commenced to extract gold from ores mined from Bayan Airag’s Golden Hills and Limestone Ridge pits following site-based testing.
Higher recoveries than conventional cyanidation were demonstrated at the recent heap leach trial, with overall gold recovery of 78 percent. This was achieved with a 65 percent reduction in cyanide; due to high cyanide unit costs, the total
Some 22,000 solar modules will be installed at Hambach by RWE, enough to supply more than 3,100 households with green electricity. The plant has a planned capacity of 17.6 megawatts (MW), and installation could commence as early as next year subject to planning permission.
The plant is already the fourth large solar project that RWE is launching in the Rhenish mining district within a short period of time, again in combination with a BSS.
reagent costs are also projected to be reduced by over 70 percent.
GlyCat’s use in heap leaching applications therefore demonstrates equivalent or better recoveries, and a step change reduction in operating costs.
The new code will allow state and local investors to take increased stakes of as high as 35 percent in mining projects, up from 20 percent, and could more than double the contribution of mining to the gross domestic product (GDP) of Mali, which is one of Africa’s top gold producers.
A JOINT VENTURE (JV) has been formed by Rio Tinto and First Quantum Minerals (FQM) to unlock the development of the La Granja project in Peru.
La Granja, a complex orebody located at high altitude in Cajamarca, is one of the largest undeveloped copper deposits in the world and has the potential to be a long-life operation.
A 55 percent stake has been acquired in the project for USD$105 million by FQM, who will also invest up to an additional USD$546 million into the JV to solely fund capital and operational costs to take the project through a feasibility study and towards development.
As the majority owner, FQM will now operate the La Granja project with initial work focused on completing the feasibility study.
Disruptions are the way of the world—pandemics, supply chain bottlenecks, inclement weather and wars have taught us that lesson in recent years. Grace Nam, Strategic Solutions Manager at Laserfiche, analyses the potential solutions
Written by: Grace Nam, Strategic Solutions Manager, LaserficheThe 2020-23 global semiconductor shortage arrived in a ‘perfect storm’ of economic conditions. The demand for work-from-home technology accelerated while chip production facilities shut during lockdowns; the ongoing China-US trade conflict continued; the RussiaUkraine war, and freak events like severe weather storms and factory fires further contributed to the squeeze.
Fortunately, it seems that the chip shortage is in the rearview. But while sectors worldwide are urgently returning to normal operations, semiconductor scarcity and its impact on businesses must not be ignored or forgotten—instead, it must be a crucial lesson. According to Goldman Sachs, at least 169 industries were impacted by the shortage; PlayStation 5 consoles became almost impossible to buy; Apple had to slash its iPhone manufacturing targets; Toyota was forced to cut vehicle production by as much as 40 percent.
The crisis shone a harsh light on the fragile nature of the supply chains for some of the world’s most important products. Moving forward, businesses need to ensure that their manufacturing processes are as resilient as possible so they can safely navigate any future disruption. So, let’s explore ways in which manufacturers can boost efficiency and keep up with customer demand, even as inflation and supply chain issues continue to put pressure on the industry.
A key lesson from the crisis is that agility, and the ability to pivot, have become more important than ever. The world is changing, and traditional materials, suppliers, and ways of working can often no longer be relied upon. Particularly in light of climate change and electrification, now is a good opportunity for manufacturers to review their processes from
the bottom up and bake in new or alternative approaches and materials that can be turned to in times of crisis.
One example of this is the electric vehicle manufacturer Tesla. The company uses several mission-critical chips in its control, entertainment, and even self-driving systems. However, it managed to weather the full impact of the chip shortage by pivoting to using new types of semiconductors and working to combine chips from different sources. In a 2021 letter to shareholders, the company wrote: “In Q1, we were able to navigate through global chip supply shortage issues in part by pivoting extremely quickly to new microcontrollers, while simultaneously developing firmware for new chips made by new suppliers.” A similar ‘start-up mentality’ may be required for organisations looking to ride out the next crisis.
Accurately forecasting demand for products and materials has long been an important part of strong profit levels and continuous business success. Yet back in 2020, just eight percent of organisations had implemented real-time, automated supply chain processes for ultra-
precise predictions. This lack of digital readiness was likely another driving factor behind the lingering semiconductor crisis.
From now onwards, manufacturers should look to integrate machine learning (ML) into their supply chains. This way, predictions of material demand will improve over time, resulting in more efficient stocking and production planning, building resilience into organisations’ strategies. New product anomaly-detection models can even help businesses identify whether spikes or drops in demand are relevant or coincidental, informing any required adjustments.
Semiconductor manufacturers, too, should take a step back during this time period to re-evaluate efficiency and implement technology tools that will support better data analysis, information sharing and more resilient operations. McKinsey research has found that artificial intelligence (AI) enabled supply chain management has “allowed early adopters to improve logistics costs by 15 percent, inventory levels by 35 percent, and service levels by 65 percent, compared with slowermoving competitors.” So, it’s no surprise Gartner expects that within three years, “more than 50 percent of supply chain organisations will use ML to augment decision-making capability.” Manufacturing businesses should look to follow suit.
Navigating a materials crisis isn’t solely dependent on the availability of the materials themselves. Every employee and department in the organisation must be also on the same page, from the boardroom to the shop floor, to ensure appropriate business continuity. Therefore, centralised document depositories and connected legacy systems are crucial to a mid-crisis transformation. Here, a cloud-based digital eco-
system, powered by decision-driven process automation, will prove invaluable. Businesses will be able to mitigate operational interruptions by unlocking access to important documents from anywhere, on any device. Low-code and no-code tools will enable any staff member to bridge technology gaps and create seamless connections between processes and applications, ensuring departmental alignment and transparency. Harmonised records and data will give teams access to real-time information and insights, sparking active collaboration. Plus, robotic process automation, driven by AI and ML, will take care of repetitive tasks, so human workers can focus on driving smart actions that help the organisation overcome external crises.
Even when demand is low, process efficiency is key — and can even be a competitive advantage. If a manufacturer’s process times are longer than its competitors, customers are likely to take their business to the competition. For example, optimised automated request for quote (RFQ) processes can speed decision-making and create a better first impression for prospects looking to partner with a modern, responsive manufacturer. Organisations should consider all processes — from human resources (HR) to sales, administrative to
customer-facing — when assessing operational efficiency and where it can be improved.
In the wake of the global COVID-19 pandemic and semiconductor shortage, with inflation and a recession looming, manufacturers today need to be prepared for anything. Organisations should continuously assess supply risk and communicate insights across their business, ensuring all departments and stakeholders are aligned. This requires a holistic approach to technology infrastructure strategy, prioritising operational efficiency and process automation. Real-time feedback will enable real-time adjustments, and the installation of new technologies will transform how employees tackle operational challenges.
Ultimately, no one can predict how any subsequent manufacturing crises will look. But as many organisations discovered in recent years, it’s far better to be safe than sorry. Now is the time to take steps to mitigate downstream disruptions. After all, the organisations that act decisively today can expect watertight resilience, whatever the economic conditions, long into the future.
Grace Nam, Strategic Solutions Manager at Laserfiche, is a highly motivated marketing strategies professional with progressive career experience. Fluent in both Korean and Mandarin to support domestic and international communications, Nam is skilled in strategic content and brand marketing, market research and analysis, project management, and public relations. A strong relationship builder with a team-player mentality and self-motivated to succeed, she has proven success in leading and working with regional and international teams.
www.laserfiche.com/jobs
Mining Outlook (MO): How have recent export controls imposed by China on gallium and germanium caused a surge in commodity prices?
Bindiya Vakil, CEO and co-Founder
(BV): China is the world’s largest germanium producer and controls 68 percent of global germanium refinery production in 2022, so the new restrictions will impact commodity prices. Additionally, China produces 94 percent of the world’s supply of gallium and so export controls will increase that pricing too. In fact, recent data shows a 50 percent increase in the price of gallium, so finding alternative suppliers will be critical going forwards.
MO: Owing to China’s position as the largest reserve of rare earth metals globally, is this trend expected to persist?
BV: China dominates with over 60 percent of all global rare earth oxide reserves, so the newly implemented licensing system will be an ongoing
cause for concern for many businesses and manufacturers in the high-tech and semiconductor space. It is too early to tell exactly how long the trend of increased commodity prices will continue, however, according to Resilinc’s data, 4,400 sites have been impacted by the export control measures. With just 45 alternative sites available, it will be some time before prices stabilise.
But this isn’t the first time China has restricted exports. In 2010, China restricted exports of rare earth elements to Japan as a result of a territorial dispute. This also resulted in soaring prices while Japan struggled to find alternative sources.
What’s more, there are few alternatives that perform as well as germanium and gallium. Though silicon can be used instead of gallium in low-end chip applications such as cars, it cannot be used within more advanced technology like satellites or military applications. Similarly, silicon can be used instead of germanium,
but its use is even more limited to only high-frequency electronics like infrared applications and lightemitting diodes.
Germanium and gallium are both featured on the critical minerals lists of the US and EU, so the reduced supply and resulting increase in commodity prices will only cement their reputation as highly sought after resources.
MO: What upstream impacts are Western supply chains likely to experience as a result of surging commodity prices?
BV: Currently, China typically exports germanium and gallium to companies in Japan and Europe as well as the US, with Japan and South Korea being top importers. These new export restrictions are likely to impact products like semiconductors, sensors, as well as larger products like electric vehicles (EVs) and solar panels.
Looking ahead, countries will need to increase domestic production and diversify their supply chains to reduce reliance on single-source suppliers, further reinforcing ‘China Plus One’ thinking within organisations across European countries and beyond. Some mining companies in the Democratic Republic of the Congo (DRC) and Russia are already looking to increase germanium production to meet fresh demand, however it remains to be seen if this production will be readily available to Western markets.
Following a recently released report by Resilinc, we discuss the impact of export restrictions on the global semiconductor industry with CEO and co-Founder, Bindiya VakilWestern countries that produce germanium and gallium include the US, Canada, Germany, and Japan, but it takes time to ramp up production due to the inability to process the materials, as well as environmental regulations in place preventing processing and mining due to the significant pollution it causes.
MO: Equally, what will the consequences of the latest export restrictions be for the global semiconductor industry?
BV: According to Resilinc’s data, we’ve mapped over 220,000 different parts that are impacted and have been disrupted by the export restrictions - primarily in the semiconductor, electronics, and aerospace and defence industries. Additionally, our data shows that this disruption could take an average of five weeks to recover from, and as many as seven years for some suppliers. Clearly, this adds to the already difficult picture for those suppliers and manufacturers impacted by semiconductor shortages in particular. As a result, the ‘China Plus One’ approach, whereby organisations look beyond only China to alternative suppliers to meet their
current and future demand, is one of the most likely consequences.
MO: Why are supply chain risk mitigation and AI the best methods to minimise the threat of commodity shortages?
BV: Mapping and monitoring your suppliers is the foundation to any resilient supply chain. It goes to the heart of what it means to mitigate risk, as if you don’t have visibility over who is in your supply chain and what is in your supply chain (i.e. which commodities), you cannot take the necessary actions to limit or entirely prevent the impact; after all, 80 percent of supply chain disruptions originate from sub-tier suppliers. With your supply chain mapped, you can then monitor it 24/7 for any potential threats. We track and monitor over 150 million news feeds across 200 countries and 100 languages via artificial intelligence (AI), which is fundamental to giving you the most up-to-date, clean data on what’s impacting your supply chain. Businesses then gain a head start in predicting where potential commodity disruption might occur within their supply chain so that proactive measures can be taken.
MO: What makes Resilinc an expert in how best to implement these solutions?
BV: At Resilinc, we’ve been tracking supply chain resiliency since 2010 and have mapped the supply chains of over 800,000 global suppliers down multiple tiers, covering sub-tier sites, parts, as well as raw materials. We have the largest collection of suppliervalidated data of any organisation, and we’re very proud that over 100,000 organisations use Resilinc’s resiliency solutions to protect their supply chains.
A key AI solution we offer to organisations dealing with commodity shortages is CommodityWatchAI, a predictive algorithm combining machine learning with Resilinc’s data that identifies cost opportunities and the best possible pricing across commodities, including rare earth minerals like gallium.
Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook and Healthcare Outlook are digital publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world; spanning the full range of industrial sectors.
With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe.
Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business. Visit www.outlookpublishing.com/get-involved for details on how your company can feature for free in one of our upcoming editions.
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Building on the global success of its regional titles – Africa Outlook, EME Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a platform dedicated to the manufacturing sector.
As manufacturing organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organisations across the global manufacturing industry through our various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
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The Mining World Congress (MWC) is a unique opportunity for international representatives of the world’s leading resource economies to meet, find new partners, discuss current challenges, and share the latest research, technology, and best practices.
Setting the scene for international agreements and highlevel discussions, MWC events have significantly influenced mining operations and the resource industry. This has become a truly exclusive chance for people all across the industry to join senior mining industry owners, investors, national and international government representatives, researchers, educators, regulators, suppliers, and operators in a demonstration of real leadership and presence in such a prominent sector.
This year’s mining congress is taking place in one of the cultural epicentres of the world, London, at the Kensington
Conference and Event Centre, from the 30th-31st October, and boasts 200 delegates, 25 speakers, and a plethora of mining exhibitions.
For a full rundown of all speakers across this two-day event, you can see the agenda here. With a cast-list to rival any mining event in the world, Mining Outlook shines a spotlight on the keynote speakers.
Founded in 1873, when a group of investors purchased a mine complex on the Rio Tinto, in Huelva, Spain, Rio Tinto is a British-Australian multinational company that is the world’s second-largest metals and mining corporation, focusing on finding, mining, and
The upcoming Mining World Congress 2023 is fostering debate on the wider mining industry, minerals equipment exploration, and business
MINING WORLD CONGRESS 2023 WILL BE DISCUSSING:
MINING WORLD CONGRESS 2023 WILL BE DISCUSSING:
The future of mining
Mining ESG challenges:
decarbonising the minor sector
Critical mineral and geopolitics
The role of blockchain technology in the mining industry
processing the Earth’s mineral resources.
Sam Houston, Vice President (VP) of Major Projects at Rio Tinto, is an accomplished and experienced change leader in operational engineering, construction, and mining environments. Houston relishes in propelling organisations to success by focusing on transforming commercial underperformance to profit, rationalising dysfunctional structures, and galvanising stakeholders and high-performance teams to stretch levels of accomplishment.
In the morning of the first day of the conference, Houston will be discussing the future of mining, including major projects with sustainability, technology, and people.
A British multinational mining company with its headquarters in London, Anglo American is the world’s largest producer of platinum, with around 40 percent of the world’s output, as well as being a major producer of diamonds, copper, nickel, iron ore, polyhalite, and steelmaking coal, having been an industry leader for over 100 years.
• Rio Tinto
• Anglo American
• AspenTech
• KamniChain
• Brookville Capital
• McKinsey & Company
• RheEnergise
• IGS Energy
In the afternoon of the first day, Richard Morgan, Head of Government Relations and Political Risk at Anglo American, will be leading a conversation around environmental, social, governance (ESG) in the mining industry and how it ties into political risk.
KAMNI Chain is an experienced mining industry corporation that has extensive experience of blockchain technology principles, as well as currently available solutions and providers. Offering popular webinars, KAMNI Chain has helped bridge the knowledge gap and benefits from the implementation of blockchain.
The founder of KAMNI Chain, Tanya Matveeva, is a geologist by vocation with over 25 years of experience all over the globe, focusing on exploration and data management. Since learning about blockchain technology, Matveeva realised the potential for the mining industry and is working on solving the sector’s challenges using blockchain-based solutions.
Listen to Matveeva discuss in further depth the role of blockchain technology in the mining industry in the afternoon on the first day of the conference.
Aspen Technology, Inc. (AspenTech) is a provider of software and services to process assets using safer, greener, longer, and faster methods. AspenTech’s solutions address complex environments where it is critical to optimise the asset design, operation, and maintenance lifecycle.
Marc Poualion, Senior Global Lead at AspenTech, has been working in software product management in the mining industry for over a decade, overseeing product management and R&D teams who defined and developed market-leading solutions for various parts of the mining value chain.
On the first day of the conference, Poualion will be speaking in the afternoon about mining tech – mining innovation with data, artificial intelligence (AI), and machine learning (ML).
Helping entrepreneurs invest in gold, Brookville Capital Limited works to help people retire earlier with smart investments that garner results and help secure clients’ future.
Simon Popple, Managing Director of Brookville Capital, left the world of property to invest in commodities, with MoneyWeek asking him to write a newsletter for them, and then eventually being asked to write Gold Speculator with Jim Rickards for Agora Financial. By successfully investing in the sector and regularly contributing to the IG Index, Popple has made his mark in the industry.
On day one, Popple will be leading a conversation regarding investing in recession – the case of gold!
Founded in 1926, McKinsey & Company is a global management consulting firm that offers professional services to corporations, governments, and other
organisations worldwide. The organisation is committed to the mission of attracting and developing a talented and diverse group of colleagues and helping clients create meaningful and lasting change.
As a partner at McKinsey & Company, Elizabeth Foote serves companies, governments, and social-sector organisations on a range of strategy and business topics, with a particular focus on ESG, the future of work, and organisational design.
Foote will be discussing decarbonisation and the materials transition in the morning of the second day of the conference.
Located in London, RheEnergise is bringing innovation to pumped energy storage, whilst developing technology that solves the many disadvantages of other competing energy storage and grid flexibility solutions. As one of only a handful of businesses to have been awarded grants under both the Sustainable Innovation Fund and the Small Business Research Initiative, RheEnergise is making waves in the industry.
Sophie Orme, Commercial Director of RheEnergise, is a sustainability and energy advisor, as well as a speaker and influencer. With over 16 years of CleanTech experience, Orme is an authentic, value-driven leader with director-level experience across a range of disciplines, with a common thread of developing pioneering solutions to support energy transition.
Listen to her speak about helping mines decarbonise with low-cost, scalable, long-duration energy storage on the morning of the first day.
International Geoscience Services LTD (IGS Energy) offers a highly specialised service that is entirely focused on the collection, compilation, value-adding, interpretation, and serving of geodata to incentivise and support mineral exploration.
Director of IGS Energy, Dr. Ash Johnson, is a geophysicist and business leader with over 30 years of experience in research, global business development, leadership, and corporate governance, helping companies bridge the gap between science and business.
Dr. Johnson will be leading a conversation about modern government geoscience data – a tool for exploration investment decisions, in the morning of the second day.
Timmense challenges and promising prospects, as green technologies fuel an unprecedented call for minerals like copper and lithium.
According to the World Bank, demand for these minerals is expected to rise by over 100 percent by 2050. This trend places the mining industry at the forefront of the green transition while amplifying its environmental responsibilities.
As a sector responsible for almost 10 percent of global carbon emissions, miners are under a moral and regulatory obligation to balance the scales by reducing emissions. One barrier to realising this stems from the inefficient use of heavy equipment on mining sites. The absence of best-practice CO2 benchmarking, facilitated by improved data sharing, is stifling momentum in the drive to achieve lower carbon operations. However, intelligent sensors, telematics, and data solutions can
Writer: Shweta Saxena, CEO, MachineMax
serve as the linchpin for leaping this hurdle.
Crucially, if the mining industry can start to identify a standard baseline, then high-emission areas of inefficiency, like idling hotspots, can be highlighted and addressed.
Data is a valuable commodity in the mining industry, offering vast insights into operational efficiency. Recent advances in artificial intelligence (AI) and machine learning (ML) have supercharged the power of telematics and data solutions, presenting newfound potential for data. This evolution in telecommunications technology has led to enhanced on-site connectivity, and can now provide real-time data analysis that goes far beyond basic tracking.
Mining professionals can use telematics and data solutions to power automated tracking tools that monitor a wide range of metrics relating to how equipment, such as haul trucks and excavators, is being used, from performance and fuel consumption to operator behaviour. Previously, mining companies would have to manually collate this data in the field at a pace that made proactive interventions impossible.
Today, this data offers a gateway to proactively identify issues, minimise unplanned downtime, and enhance overall operational efficiency.
This pre-emptive approach can translate into real actionable improvements to operations, such as reducing idling time and fuel consumption. These aren’t just numbers on a spreadsheet, either; they produce a substantial decrease in carbon emissions, aligning with broader sustainability goals. This data-driven strategy can lead to both economic and environmental benefits.
While the adoption of telematics is widespread, the real challenge lies in the effective aggregation and analysis of data.
Three quarters of businesses use telematics for fleet management and equipment tracking, however, disparate platforms often dilute the value of the data, making it difficult to derive actionable insights.
This is where cloud-based aggregation comes into play. By consolidating data into a single platform and employing AI-driven analytics, mining firms can access critical information from the field and transform raw data into actionable intelligence.
This unified approach is the missing piece that can drive immediate, impactful change.
Looking ahead, the industry needs a comprehensive, scalable roadmap to achieve its sustainability goals. Data-driven decision making is a key steppingstone, providing miners with real-time visibility of equipment availability, performance and maintenance, thereby enabling informed strategic decisions like maintenance scheduling.
Efforts to invest in more sustainable practices are ongoing, but the sector cannot wait for wider access to renewable energy and more energy-efficient fieldequipment. The immediate priority must be to increase operational efficiency using the tools available to professionals today.
This shift, which needs to happen as a matter of urgency, will not be possible without strategic investment. In the longer term, the introduction of cleaner, alternative energy-powered equipment will help to bolster efforts. Within this journey, transparency and accountability are critical. The sector must realise the true impact of operations on climate change in order to implement robust sustainability reporting.
Only then can accurate carbon auditing mechanisms be put in place to track progress and ensure transparency and stakeholder accountability.
Mining is integral for the transition to a greener future. Telematics and data solutions offer a tangible, immediate and less environmentally destructive pathway.
As we navigate this complex landscape, the adage “If you can’t measure it, you can’t improve it” has never been more relevant.
The net-zero clock is ticking down, but while climate change has never been more pressing, miners have never been in a better position to work more efficiently. In a world demanding more from mining than ever before, it’s not the minerals but the data that will be our most valuable extraction, steering us toward a future where sustainability and profitability coexist.
www.machinemax.com
Providing indispensable resources and value whilst striving for sustainability, mining is the unheralded industry underpinning the Sunshine State
Writer: Lucy Pilgrim | Project Manager: Dave West
On the eastern coast of Australia, millions of visitors flock to Queensland every year, as it is characterised by its rugged outback landscape, dazzling sandy shores, and the magical Great Barrier Reef.
And yet, the unsung hero supporting this wondrous state is the Queensland mining industry, which plays a major part in not only generating revenue for the region, but obtaining the minerals and resources used in thousands of products, domestically and internationally.
As the mighty spokesperson for hundreds of mining entities, the Queensland Resources Council (QRC) is a non-governmental organisation (NGO) and non-profit organisation (NPO) that represents and promotes the interests of its members, whatever their thoughts or concerns may be. Its vital support and representation spans the fields of exploration, mining, minerals, processing and energy production.
Ultimately, QRC is working to shine a light and champion the contribution of its members by embracing innovations and guiding the industry to a greater sustainable future.
Mining Pro provides mining production and maintenance personnel, operational supervision and management to execute mining projects from a single production fleet to whole of mine solution.
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Mining Pro Founder and MWG Mining Chairman Grant Wechsel says the business was purposebuilt specifically to support the Queensland Resources industry, in particular the coal sector.
In 2020, Wechsel established MWG Mining, a group of companies providing specialist mining services across a range of key core brands.
One of those brands, Mining Pro, was purposebuilt to service the Australian coal sector. Mining Pro provides mining production and maintenance personnel, operational supervision and management to execute mining projects from a single production fleet to a whole of mine solution.
“We saw a unique opportunity in the market to provide a service to coal mine owners that allowed them to keep control and responsibility of the operation, but they get a genuine mining services partner in Mining Pro. We are effectively like a mining contractor without the ultra-class equipment,” states Mr Wechsel.
Mining Pro is run by mining professionals with decades in the industry who also have a depth of knowledge in employee relations which is a key differentiator for the company in the coal industry. Mining Pro Executive Director, Grant Arnold, has spent decades working for some of the biggest coal mining companies in Australia, and not only understands what approach our clients need, but also what our teams at the ‘coal face’ want. Mr Arnold shares, “It has been important that we did what we said we were
going to do as an employer and that is provide permanent jobs, communicate well with our workforce and ensure our sites are a great place to work. I frequently get our employees thanking me for their first full-time job in the industry and others saying our site is the best they’ve worked at, which is really great to hear.”
Mining Pro proudly states they are the fastest growing full-time employer in Queensland’s coal mining heartland, the Bowen Basin. At a time when many companies have looked to diversify away from coal, Mining Pro has taken a different path. Wechsel adds, “We are privately owned and run a company that understands the coal mining industry. Our directors have been a part of the industry for many years, and we recognise that it is one of the most important industries in the Queensland economy. First and foremost, we want to provide a great service for our clients, but we also openly support an industry that does so much for us, our employees and the communities in which we operate.”
Off the back of Mining Pro’s strong reputation of delivery in open cut coal mining operations across Queensland, it is now establishing its underground coal mining services business where the team can supply a particular mining service or a whole of mine solution for our underground clients.
www.miningpro.com.au
info@miningpro.com.au
Speaking to Chief Executive of QRC, Ian Macfarlane, we learn about the association’s tenacious efforts towards achieving net zero by 2050
Mining Outlook (MO): Firstly, can you talk us through the origins of QRC, how it came about and its initial vision?
Ian Macfarlane, Chief Executive (IM): QRC was formed in November 2003, although its origins date back as far as 1910 when mineral rights were first vested in Queensland. In the 1970s, two different coal bodies merged to form the Queensland Coal Association, which then joined with
the Queensland Chamber of Mines in 1990 to form the Queensland Mining Council.
QRC’s rebranding in 2003 to a Resources Council provided a one-stop shop for advocacy on behalf of all Queensland resources – petroleum, gas, minerals, coal and metals. The intention was also to focus more clearly on both ends of the value-adding chain, from the early stages of exploration and greenfield discovery right through to refining and smelting.
The broader focus of the new QRC included the establishment of our education arm, the Queensland Minerals and Energy Academy (QMEA) in early 2005 and the public celebration of Resource Awards for Women on International Women’s Day – both early QRC initiatives that continue to grow strongly today.
Presently, QRC’s vision is to provide effective representation across the resources and energy sector as a leading corporate citizen dealing respectfully with members, governments, stakeholders, and the wider community.
QRC provides high-level policy advice and analysis to achieve the best evidence-based outcomes for industry, governments, and the community.
MO: Since inception, how has QRC developed and progressed in terms of its key objectives?
IM: From its inception, QRC has focused on strategies to secure the long-term sustainability of the minerals and energy sector. We have become a highly trusted industry peak body, recognised for our leadership role within the resources industry and among stakeholders.
QRC has established a strong track record in promoting resources, engaging with government and encouraging the highest standards in the sector.
MO: What trends are currently transforming the industry and how is QRC responding to them?
IM: The biggest trend transforming the industry at the moment is of course the move to net zero by 2050. The big resources companies that operate in Queensland
have set this as an aspirational target, and as such, are working to reduce their emissions. Companies such as BHP have made definite commitments towards using more renewable energy, whilst companies such as Anglo American are experimenting with components like hydrogen and battery trucks to try and lower their emissions and use electricity generated through solar or wind power.
As well as that, we are also seeing a rise in demand for rarer strategic metals. This is providing new opportunities, particularly in North West Queensland, and is currently in the early stages with a long way to go. Moreover, we are trying to see how we can process those minerals before we export them, and perhaps even make them into the batteries that the world is demanding.
Within the more traditional mining areas, we are seeing increased demands in copper, but also lithium, which we don’t have much of in Queensland. However, we are seeing quite a lot of prospects in this area.
Additionally, the demand for coking coal is projected to stretch out for a further four or five decades at least, alongside the significant current interest for thermal coal. Across the board we are also seeing a strong demand in the materials Queensland produces as we move to net zero, which is a goal we cannot reach without the resources we are currently mining.
MO: What do you find most interesting about the mineral and energy resources sector currently?
IM: Stretching across Queensland commodities, from new and traditional metals to coal, gas, petroleum and energy in general, the most interesting aspect currently is the innovation that is being brought into the industry, to not only lower emissions but also make it a safer and more efficient environment to work in that is internationally competitive.
We are seeing companies that have traditionally led the world with mining technology adopting new techniques in above ground operations, which is seen in the way they operate their trucks and logistics systems, plus how they generate energy and the way they move it around. Some companies in the resources sector are already building large solar and renewable energy farms, one example being the Ruby Run solar farm located in Central Queensland and operated by Bravus. Thus, companies are taking a very diverse approach to technology, using it wherever they can to improve safety, efficiency, and lower their emissions to meet Australia’s net zero target by 2050.
IM: The biggest challenge for QRC is to ensure the industry gets a fair go from governments across Australia, as we are seeing a trend that they tend to take the mining industry for granted.
We are producing billions upon billions of dollars in tax income for state and federal governments, and without the resources sector, the federal budget wouldn’t have seen the big turnaround that it did. In Queensland, the contribution from coal alone this year will be approximately AUD$13 billion, a fair distance from the original government projections of about AUD$5.5 billion. That’s a massive amount of money to go towards hospitals, roads, schools, police, and all the things that are essential to supporting communities.
In return, we therefore need recognition of the role that the resources sector is playing, not just in terms of taxes, but also the employment that we provide. Queensland’s resources sector supports the jobs of around 450,000 people across the state, many of them in regional areas. The influence and benefits of the mining industry are felt right across Queensland, from Eagle and Queen Streets, the main business streets in Brisbane, north to Cloncurry and Mount Isa, and west to Birdsville.
Mining is an industry that’s making huge economic contributions, and we want to see those contributions more openly recognised.
IM: We work very closely with numerous departments of the Queensland Government. The relationship between QRC and the Department of Resources is very strong, and it is one built on mutual respect. We’ve worked together since the inception of the department in various forms.
QRC also provides industry-wide input and feedback on policy areas, which saves the department from having talk to all our members individually. Our role is to collect their thoughts, concerns and praise and feed them back to the department.
We also work very closely with the Department of Environment and Science. Whilst at times we do have issues with some Queensland Government policies, we work efficiently at a departmental level to try and advocate for our members.
Other departments such as infrastructure, transport, and energy also rely very heavily on input from members of QRC.
working with the government on a survey of employees in the resources industry to address any misconceptions about speaking up about safety concerns.
QRC has also recently received state government funding for a new initiative to address skills shortages and create job opportunities for groups underrepresented in the resources and energy sector workforce. The project is called Resources W.I.D.E (Workforce Inclusion and Diversity Engagement) and will target Indigenous Australians, women, people from culturally diverse backgrounds, veterans, refugees, and neurodiverse people who are looking for employment in the resources sector.
MO: Does QRC have any projects in the pipeline that excite you?
IM: Safety is a core value for the resources industry and equally for QRC. We work hard to assist members operating across the minerals and energy sector, to help create a safe working environment. Currently, we’re
The resources workforce has historically been maledominated, but that is changing with QRC setting a target of 30 percent participation by women in 2026. We’ve been offering a women’s mentoring programme, in conjunction with Women in Mining and Resources Queensland (WIMARQ) for the past 10 years, as well as a mentoring programme for female students. Both have become very popular and successful in introducing women to great career opportunities in mining, from engineering to trade apprenticeships and executive leadership roles. Our
WIDER COMMUNITY”
– IAN MACFARLANE, CHIEF EXECUTIVE, QUEENSLAND RESOURCES COUNCIL
latest figures indicate women now make up 22 percent of the resources sector workforce and we are confident of reaching our target.
The industry is committed to being part of the global solution to meet the challenges of achieving a decarbonised future. QRC and its members are committed to working together to achieve energy security while taking proactive steps towards a low-emissions economy. We also support the Paris Agreement and its emissions reduction goals to limit global warming to well below two degrees Celsius (°C), preferably to 1.5°C, compared to preindustrial levels.
Coal Mine Site Rehabilitation is another important focus. Amongst other initiatives, we recently introduced Coal Mine Site Rehabilitation scholarships that will fund two university students to take up postgraduate studies in world-class environmental management.
Queensland is fortunate to have large reserves of the critical minerals the world needs to develop new technology across a range of important industries including defence, health, communications, and of course, energy. QRC is working with the Queensland Government on the development of a Critical Minerals Strategy, with a focus on regulatory reform to promote secondary processing. We now have a QRC Critical Minerals Working Group to ensure Queensland has a strong role to play in the rapidly emerging, and evolving, critical minerals market.
MO: How do you see QRC and the wider industry developing over the next five years?
IM: Traditional industries will definitely remain strong. Alongside the increased demand for coking coal, there will be heightened demand for steel, whether it’s for windfarm towers or for local infrastructure such as buildings and
cars. The coking coal industry will remain important to everything that involves steel.
To add to this, the demand for coking coal in developing countries is going to continue to rise. We are also seeing a rebound in the demand for thermal coal, and whilst our industry is focused on achieving net zero by 2050, the immediate focus for people in developing countries is to be able to turn their lights on. The industry is additionally addressing challenges stemming from the market disruptions of the Russian conflict in Ukraine.
Metals including aluminium, copper, zinc, and all the resources used in renewable energy projects, as well as traditional energy sources, will also see a substantial rise in demand. This is reflected in the demand for gas, which has become Queensland’s second most important export after coal, particularly with the extraordinary global demand for liquified natural gas (LNG), to ensure that every viable transitional fuel is being used to help achieve net zero.
Rare and strategic metals are in the very early stages of development but we are making good progress, with a multi-user processing plant being built in North Queensland and other companies opening mines for vanadium, which has been talked about for a long time.
So, I think that the future looks very strong, and our challenge is to not only make sure we reach our targets of net zero by 2050, but also have long-term opportunities for people to join and work in the industry, get a great career out of it, and make a difference in getting Queensland and the world to net zero by 2050.
info@qrc.org.au
www.qrc.org.au
“QRC’S VISION IS TO PROVIDE EFFECTIVE REPRESENTATION ACROSS THE RESOURCES AND ENERGY SECTOR AS A LEADING CORPORATE CITIZEN DEALING RESPECTFULLY WITH MEMBERS, GOVERNMENTS, STAKEHOLDERS AND THE
MINING OUTLOOK is a quarterly digital publication and media brand showcasing the latest innovations, industry insights and corporate stories from across the international mining and resources sector. Its world-class team collaborates with the biggest and most exciting brands to craft engaging and authoritative content for a global audience of industry players. As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
The expertise of our in-house design and production teams ensures delivery to the highest standards, as we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of the global mining sector.
As a multi-channel brand, Mining Outlook reaches an international audience through various platforms, with exclusive content distributed through our website, online magazine, social media channels, and bi-weekly newsletter.
Through this compelling venture, we intend to foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers or our Managing Director, James Mitchell, today.
Writer: Alex Tuck | Project Manager: Eddie Clinton
Soaring over the vast swathes of Queensland’s Central Highlands, the Nankeen kestrel is a common sight. Over the millennia, this native Australian bird has continuously evolved to adapt to its local surroundings, and despite its diminutive size, remains one of the region’s most successful and resourceful birds of prey.
The kestrel’s very architecture is the ultimate example of each component working in harmony as a
cohesive whole, from the black tip of its wing to its laser-focused vision, as it surveys the resource-rich coalfields of the Bowen Basin, poised to seize opportunity.
As part of the Nankeen’s regional territory, cattle graze serenely on the lush, verdant pastures that originally earnt the nearby town of Emerald its distinctive name, but unbeknownst to the bird, beneath these lands, a dynamic hive of activity awaits in the coal-rich underground realm.
Undamine Industries (Undamine) is a contracting company specialising in the black coal industry. Renowned as secondary support and longwall specialists throughout the Bowen Basin, the company’s Central Queensland base allows it to effectively serve areas such as the Galilee Basin and beyond. Company Director, Peter McPhail is considered one of Queensland’s premier secondary support specialists whilst Director, Shane Jackson is a longwall and machinery maintenance expert. Both work closely on-site with their Project Managers, Secondary Support Specialists, Longwall and Machinery Maintenance Teams. This expert turnkey workforce is constantly available around the clock. The four Directors, Peter and Karla McPhail and Shane and Renee Jackson possess a strong commitment to providing excellence in both safety and performance.
Undamine Industries is proud to be a contracting company working with Kestrel Coal Resources, commencing our long-term contract partnership in March 2021, Undamine supplies trained and skilled labour to Kestrel South Mine Site. Established in 2004, Undamine Industries specialises in the Queensland and New South Wales coal industry. We have worked throughout the industry in many different areas but have focused on labour supply for contracts in Secondary Support, Longwall Moves and Maintenance. We supply skilled and specialised labour and equipment to support mining operations throughout the industry with a focus on the Bowen Basin, operating out of Yeppoon, Queensland, Australia.
Whilst working throughout Queensland and New South Wales we have partnered with various major clients including Glencore, Fitzroy Resources, Anglo American, BMA and Kestrel Coal Resources.
We believe in partnering with the companies we service, building strong relationships with their management team and workforce. We work in a fully integrated manner operating within the structure of the operation.
Undamine Industries strives for excellence in business and puts people first, always.
Being an established company, we can take a flexible and innovative approach to problem solving. This adds significant value. One example is that we have the unique capability to deliver urgently needed underground longwall recovery services and have conducted critical auxiliary works outside the scope of contracts as required by our clients.
Our labour force is among the most highly trained, qualified and licensed in the industry. Having Coal Train a registered RTO to support Undamine ensures that the workforce competencies are maintained and updated as required by the industry and our clients.
We maintain a stable and motivated workforce, which is critical to maintaining high levels of safety and productivity. Undamine fosters healthy, positive workplaces, and as a result we have enjoyed outstanding loyalty and stability from our workforce.
Undamine is a privately owned business established in 2004. The four owners, Peter and Karla McPhail and Shane and Renee Jackson, have a strong commitment to providing excellence in both safety and performance.
We know the industry well and apply our expertise to managing safer, more cost-effective operations: Undamine has been publicly acknowledged for exceeding all of our KPI over a five-year contract period. Undamine are is proud to have an unparalleled, continuous working partnership with our contract holders for over 19 years.
Established in 2004, Undamine has one of the most outstanding safety and production records in Queensland and in 2012 was acknowledged as having zero Lost Time Injuries (LTIs) whilst also having met 100 percent of its key performance indicators (KPIs) over a five-year contract period. Additionally, Undamine are ISO9001 accredited and has worked throughout both Queensland and New South Wales (NSW) with major clients including Xstrata, Anglo American
Thanks to our reputation for quality services and our exceptional safety and production record, Undamine has grown to have over 300 employees training and manning sites at over eight different locations.
Karla Way-McPhail, highly successful businesswoman and Undamine Industries CEO, has built her success on empowering others. Whether in the workplace giving businesses and individuals the tools to prosper or out in the community providing support to the disadvantaged, Karla lives her philosophy of “people first, always.”
and BMA. The company promotes the key values of excellence, integrity, safety, accountability and teamwork in everything that is does.
Peter and Shane have both been Company Directors of Undamine since its establishment in 2004.
Undamine takes great pride in
Peter has an excess of 40 years’ experience in the underground mining sector. Shane has over
30 years’ experience in the underground mining sector.
Peter and Shane are well respected in the Black Coal Industry for their industry knowledge and outstanding safety record.
Supported by an exceptional Management and Operational Team, our streamlined organisational structure means Undamine is 100 percent compliant across all business operational areas.
Renowned as Secondary Support and Longwall Specialists throughout the Bowen Basin, Undamine hires out both labour and machinery to support mining operations. We supply to all sections of underground mining across Queensland and New South Wales.
sponsoring both senior and junior sporting clubs, providing funds for much-needed medical equipment and supporting organisations such as Legacy and The Lions.
The company also has a strong commitment to supporting non-profit organisations within the communities in which it works. Similarly, Undamine
Undamine Industries is focused on becoming the partner of choice for the mining and resources industry. Our proven operational performance with the Tier One mining houses demonstrates a customer focused business approach ensuring we establish personal relationships with our clients ensuring any successes are mutually beneficial.
As a contracting company we have the most substantial footprint in Queensland. We are the only suppliers who supply directly to:
• Anglo American
• Glencore
• BMA
• Kestrel Coal Resources
• Fitzroy Resources
• And others
We have demonstrated both longevity and endurance.
The Undamine Head Office and state of the art training facility is located in Yeppoon, Queensland. In addition to this we have regional offices and training facilities in Emerald, Blackwater, Middlemount, Moranbah, Mackay and Emerald.
Undamine Industries is very proud to be the longest contracting company in Queensland. Undamine has been supplying contacted services to major companies for over 19 years straight. This is a demonstration of the outstanding level of services we provide to contact holders.
Much like its symbolic namesake, it is in this region where Kestrel Coal Resources (Kestrel) operates with the same agility, resourcefulness and compact adaptability of the raptor, as an underground mine that keeps the cogs of our modern world turning.
“We have all the experience of a traditional mine, with the innovation and agility of a new-generation business,” introduces Kestrel’s CEO, Shane Hansen.
Acting as a custodian of the landscape, Kestrel causes little surface disturbance to the land itself, aspiring to the same minimal impact as its airborne emblem. A similarly permanent fixture of the region’s community, the Kestrel team thrives together as one, its workers dressed in shirts of the same cobalt blue as the skies in which the bird hovers above.
As a leading–edge, coking coal company, Kestrel calls on the proud coal mining heritage that defines the Bowen Basin. The Kestrel mine itself has been operating as part of this industrial legacy since 1992, after celebrating its 30th anniversary last year.
The mine can be found approximately 40 kilometres (km) north of the small rural town of Emerald – an industrious outpost that was originally established in 1879 to coincide with the mining boom that ensued when coal deposits were first reported in the basin the previous year.
With the Bowen Basin home to the largest coal reserves in Australia, these legendary, resource-rich lands have continued to provide a veritable treasure trove for the industry over the centuries. Alongside coal mining, the regional economy has evolved from depending on the exploitation of gemstones, to crop cultivation and sheep/cattle raising – both of which are able to thrive in alignment with the industry as evidenced by the Kestrel
site, where 96 percent of the surface land is in agricultural use.
Although the mine’s nearest town of Emerald may owe its name to the vibrant grasslands of its surroundings, the sparkling gem is an apt metaphor for the prosperous green future that Kestrel envisions.
“I see a future for metallurgical coal that is both sustainable and profitable,” shares Hansen.
By positioning itself as a sustainable mining company producing highquality coal destined for steel-making applications around the world, Kestrel champions the transition towards responsible mining that sustains longterm value.
Despite having a workforce of 700 people, comprising both employees and contractors on-site, Kestrel’s relatively diminutive size belies its
Kestrel is Respectful – Kestrel acts with honesty, integrity and aims to be the team that everyone else wants to work with.
Kestrel is Committed – Whether it’s safety, hitting its targets, caring for its people, community, or environment, Kestrel is committed to doing it the right way.
Kestrel is Agile – Kestrel approaches its work through a different lens. The company does it safely and gets the results few others can.
Kestrel is One – Kestrel is a diverse group with varied skills working together as one team.
vast impact – both in terms of driving long-term value within the regional community and global output.
Indeed, with approximately 6.5 metric tonnes (MT) of coal produced every year, Kestrel represents one of the world’s largest producing underground metallurgical or coking coal mines.
For Hansen, accomplishments such as this attest to Kestrel’s unwavering
“THE METALLURGICAL, ALWAYS FACING
ability to perform with the “big players” in the industry.
“We may have the feel of a smaller mining company, but we have consistently demonstrated that we have the capability to play in the big league,” he says. “Being smaller in size is not a limitation for us.”
Kestrel plays its size to its advantage by championing one of its core values – agility – since minimal
levels of bureaucracy allow for key decisions to be acted on both swiftly and effectively.
“This agility is invaluable in an industry that is as dynamic and rapidly evolving as ours,” affirms Hansen.
The company combines this agility with the energy and ambition of a young enterprise after it was established to take over the existing Kestrel mine site in 2018. The business
was formed as a joint venture (JV) between Kestrel (80 percent) and Mitsui Coal Holdings (20 percent).
As the operating entity, Kestrel has a shared ownership model between the specialist resources private equity manager, EMR Capital (EMR), and one of Indonesia’s largest coal miners, PT Adaro Energy (Adaro), both of whom are keen investors in metallurgical coal.
OR STEELMAKING, COAL INDUSTRY IN AUSTRALIA IS FACING NEW CHALLENGES, BUT WE’RE PREPARED FOR THAT”
– SHANE HANSEN, CEO, KESTREL COAL RESOURCES
HBT is a world-class manufacturer and fully integrated singlesolution longwall mining equipment provider. Headquartered in Lünen, NRW, Germany, we export our high-performance equipment to every major mining market in the world and we have subsidiary and partner offices strategically located to support each region.
We offer our customers the right system for their applications — from low seams to high seams, no matter how long the face or how high the production demand. We understand the challenges faced by longwall mines today, and we’ve developed our machines to stand up to those demands. All our equipment has been designed to maximise customer value through the application of cutting-edge autonomous technology which delivers benchmark productivity and industry-leading operator safety.
We research, develop, design, manufacture and validate all our equipment in-house to ensure everything we make meets the highest standards and international regulatory requirements. We also offer high-quality parts and aftermarket support services, completing our line of end-to-end solutions for longwall mining operations.
We offer a complete line of longwall mining equipment:
• High-horsepower shearers
• Automated plow systems
• Armoured face conveyors (AFCs) / beam stage loaders (BSL) and tailends/bootends
• Intelligent conveyor drive systems
• Hydraulic roof support legs and cylinders
• Programmable mining controls
• Face automation sensors, actuators, microprocessors and computers
• High-pressure pump stations / hydraulic control valves
• Measurement and control systems for harsh environments
• Explosion and flame-proof power distribution, motor switching devices and VFD drive technology
HBT’s ancestry is ingrained in the longwall mining industry, dating back to the very beginning of mechanised longwall mining in the 1800s. Over the last 200 years, we’ve driven innovation and performance as we were shaped by a number of industry leaders — most notably Hauhinco, DBT and Caterpillar.
Hauhinco was founded in 1908 in Sprockhövel, Germany, in the cradle of the Ruhr mining area. For over 100 years, the company has adapted to new conditions while remaining true to its roots, and this experience makes us unique in the marketplace. DBT was renowned as a technology leader, with over two centuries of experience driving mechanisation and automation in the coal industry. Its innovations were instrumental in the development of the modern longwall mine — including the armoured face conveyor and the coal plow. The DBT engineers also focused on designing technology to pioneer autonomous mining. Caterpillar also has a long history in engineering and the mining industry, with impressive industrial manufacturing capability, leading-edge technology and refined demand stream processes.
We’re drawing on the strengths and advantages of all these companies as we move into the future, with a focus on driving value and helping our customers achieve their goals. We are adopting a direct service model, further enhancing our distribution capabilities, customer service and aftermarket support — all so we can deliver the best possible results for our customers.
We also have extensive aftermarket service offerings including:
> Spare parts and technical support
> Onsite maintenance and repairs
> Rebuilds and optimisation
> System performance and lifecycle monitoring
> Equipment training
YOUR IDEAL PARTNER FOR SAFE & EFFICIENT LONGWALL MINING SOLUTIONS
HBT is committed to being your single source of supply for longwall mining solutions and mining electrical engineering. We offer advanced technologies and high-performance machinery, backed by a global team of experts and the infrastructure to support customers anywhere in the world.
To learn more, visit hbt-group.com
With over 30 years of hands-on experience in the industry, Hansen began his mining career working in base metals in the well-known town of Mount Isa in Northwest Queensland. From here, he transitioned to a maintenance engineering role with BHP at the Gregory coal mine in Central Queensland at a time of enormous opportunity in the coal industry. Subsequently, Hansen went on to accept senior operations positions at various other Queensland mines, before working at Mitsui Coal Holdings with an emphasis on its global coal business and acquisitions. By positioning the company to deliver optimal returns for shareholders and providing strategic direction to facilitate growth and increased capital value, the latter led to Hansen’s current position, as CEO of Kestrel. Throughout his career, Hansen has honed specific skills in mining, processing, planning, facilities management, construction, performance management, business analysis, business growth and development.
Digging deep into the Kestrel site, the mine functions as an underground longwall operation along the German Creek seam. This location is the sweet spot for the low ash and high fluidity coal that is Kestrel’s niche product, with the company mining at a depth of 350 metres (m) to 400m along a single seam of 3m in thickness.
The long-life mine site consists of a single longwall, panel extraction, and a coal handling preparation plant (CHPP) where the product is washed using recycled water. Following the mining process, run-of-mine (ROM) coal is transported via a 7km overland conveyor directly to the CHPP.
From here, rail transport provides an indispensable link onwards to Australia’s premier multi-commodity port and Kestrel’s gateway to the world, the Port of Gladstone. It is from this strategic global node that Kestrel’s quality, high-energy coal is shipped to key markets worldwide.
“Our global customers use the coal to produce steel across Asia, India and Europe,” explains Hansen.
Following significant expansion efforts in 2013, the life of the Kestrel mine was extended by 20 years and increased its production capacity to 5.7MT of coking coal per annum. Of this, between 75 to 80 percent of the coal reaches the final product to minimise waste.
Today, Kestrel has an approved life of mine (LOM) until 2033, with reserves to last until 2046. However, as an exciting next step in the company’s development, there is significant potential to increase this even further.
At every level of its processes, the company maintains an unrelenting
standard of operational excellence that extends far beyond the core activity of mining itself.
“Our team’s capability covers the entire mining process, from development to extraction and processing, environmental management and sustainable rehabilitation,” he outlines.
Aside from the mine’s operational performance, Kestrel sets a new standard in longwall mining by creating a business that is communityfocused, sustainable, and ultimately, a place that people want to be.
“Our greatest strength lies in our unique blend of a respectful culture, exceptional performance, and our long history of operating in the community,” Hansen acknowledges proudly.
This has been recognised with several prestigious accolades to date. Most recently, Kestrel was voted the 2022 Australian Mine of the Year at the Australian Mining Prospect Awards, and as winner of the 2019 Mine of the Year by Australian Mining Monthly. Both achievements serve as a testament to the dedication of the Kestrel team and its underlying culture of respect, trust, and positive communication throughout the business.
Through its comprehensive capabilities, Kestrel sets itself apart by living and breathing its core values of being respectful, agile, committed, and acting as one. Permeating throughout the entire company culture, these four core tenets are the adhesive that binds all of Kestrel’s individual moving parts into a collective force that is
“OUR GOAL IS TO BE A MODEL OF SUSTAINABLE, RESPONSIBLE MINING”
– SHANE HANSEN, CEO, KESTREL COAL RESOURCES
community-centric, and purpose driven.
Much like the coal entrenched in the ground on which it operates, by firmly embedding these values into its everyday actions and conversations, Kestrel builds the foundation from which the company prospers.
Embodying its value of oneness, Kestrel is one company supporting the world’s largest industries and economies, as one community sharing the same set of values through one crew.
“We have fostered a one-team approach that resonates deeply within our organisation,” comments Hansen. “Our team understands that every job, no matter how small,
contributes to the bigger picture of making our mine successful. Everyone digs deep to get it done and make Kestrel a great place to work.”
Hansen credits this approach as a major contributing factor to the company’s many “remarkable achievements”, including being Australia’s highest-producing underground metallurgical coal mine for the past four years.
“This accomplishment instils a sense of pride in our people and serves as a daily motivator for everyone to bring their best – not just at work, but also in their personal lives,” he continues.
Under the empowering mantra of ‘We Are One’, Kestrel cherishes each individual as a valued member of the team who brings the varied skills,
experience and behaviours that are essential to the company’s success.
For Kestrel’s Strategic Sourcing Manager, Damian Cavill, it was this inclusive approach to teamwork that originally attracted him to the company.
“The reason I came to Kestrel is twofold - the people, and the culture,” he says. “The Kestrel team are some of the most experienced and technically proficient people I have met in the industry.”
Much of this team calls on the experience of Queensland’s esteemed mining legacy, which represents a colourful tapestry of strong characters and individuals with a potential that Kestrel seeks to unleash and encourage. This is done by honouring respect as a two-way
street that guarantees appreciation for ideas, skills and solutions.
“There is a genuine respect for one another and when things get tough, we have each other’s backs, which makes everyone feel like a valued member of the team,” observes Hansen.
The internal sense of coherence and resilience fostered by the one-team approach combines with Kestrel’s agility to serve the company in good stead despite challenging industry conditions. Remaining united and adaptable helps Kestrel stay buoyant, as it continues to soar in the face of major recent headwinds.
“The challenges this industry faces are significant, with global economic conditions, changing energy policies and ongoing public scrutiny around carbon emissions,” Hansen observes. “However, these challenges also bring opportunities to innovate, adapt, and thrive.”
The mining of fossil fuels and the wider industry’s carbon footprint have become contentious issues within the fraught context of the ongoing climate crisis. However, Kestrel advocates a bright future for Australian coal mining, one in which the industry can evolve to operate more sustainably while holding the answers to the brave new world of the energy transition.
“With modernisation, the industry has responded swiftly to artificial intelligence (AI) and automation, which makes it an exciting place for people to start their careers and become part of urbanisation and decarbonisation,” he remarks.
On a path of constant innovation, Kestrel navigates the quandary that exists between the widespread negative environmental perception of mining, and the inescapable necessity of extraction to provide the resources needed to fuel our modern world. This is best defined by its stance as a company that seeks
THE 1. People - Embedding Kestrel’s culture today, to solidify its foundation for future growth. 2. Health and Safety – Protecting its people from harm so that everyone goes home in good physical and mental health. 3. Community and Indigenous Development – Connecting with its communities and cultures to build a lasting legacy. 4. Environment and Heritage – Committed to continual improvement in minimising impacts to the environment and land.to provide resources responsibly, as evidenced by its continually maturing environmental, social and governance (ESG) strategy and comprehensive annual sustainability reports that transparently outline its progress.
Aside from its ongoing internal efforts in carbon reduction, the very nature of Kestrel’s flagship product contributes to driving wider, positive change on a global scale.
“The intrinsic connection of metallurgical coal with the broader process of decarbonisation makes for an exciting future,” hints Hansen optimistically. “The metallurgical, or steelmaking, coal industry in Australia
is always facing new challenges, but we’re prepared for that.”
More than just a coal mine, Kestrel actively contributes to building the framework of our contemporary world by providing the core ingredient of one of its most important materials – steel. Coking coal is the lifeblood of steelmaking, which is an industry that is powering the transition to a renewable future.
“Metallurgical, or coking, coal is an essential ingredient in steel production, which continues to be
indispensable in our modern society,” adds Hansen.
Aside from being a core element in the construction of wind turbines, solar panels, and electric vehicles (EVs), steel is used in a number of technologies that are instrumental to carbon reduction. Using the example of a wind turbine, approximately 250 tonnes of metallurgical coal are required to build a single model, since steel is needed to manufacture each individual component, from the generator and the blades to its very foundation.
Unsurprisingly, the ongoing energy transition has resulted in a booming demand for the resources necessary to fuel a future that uses renewable technologies and provides the robust infrastructure to house an evergrowing global population.
“Despite often being unappreciated, the resources sector has been a cornerstone of our economy and continues to play an integral role, particularly
“WE MAY HAVE THE FEEL OF A SMALLER MINING COMPANY, BUT WE HAVE CONSISTENTLY DEMONSTRATED THAT WE HAVE THE CAPABILITY TO PLAY IN THE BIG LEAGUE”
– SHANE HANSEN, CEO, KESTREL COAL RESOURCES
For over a decade, Field Solutions Group has gone where other telcos haven’t to connect the underserviced and bridge the digital divide between metro and rural Australia.
Field Solutions Group (FSG) is reshaping telecommunications and digital solutions. Engaging with businesses along with local and state governments, FSG continues to invest in and employ innovative technologies that meet and exceed the needs of its clients.
Over 100 highly qualified staff are currently employed by FSG, who prides itself on locating its team as close to customers as possible to provide timely services and remediation even in the most remote locations, as it expands its operations into new states and territories. The head office of FSG’s Mining & Resources division is in Brisbane, supported by its primary regional hub in Emerald.
Elsewhere, FSG also maintains a physical presence in New South Wales, Tasmania, and Western Australia, along with multiple regional locations. With the proven experience, resources and technical capabilities, FSG provides a unique, future-proof suite of ICT solutions for all mining companies.
FIELD Mining & Resources provides innovative and customised IT solutions to mining companies enabling them to withstand IT challenges in the industry. An IT company’s role is to ensure uptime is at the highest percentage possible for mine sites and offices so there is zero downtime, and FSG supplies critical services to achieve this.
“We are a network operator providing bespoke solutions for our mining customers. We have a dedicated FIELD Mining & Resources team providing support with on-site team members; essentially, we are a one-stop shop for all your IT needs,” says Jody Barlow, Head of the FIELD Mining & Resources division at FSG.
FIELD Mining & Resources partners with its clients to provide end-to-end managed IT services in the mining industry.
Recent contracts with Kestrel Coal Resources (Kestrel) are developing the company’s delivery of managed IT services going forwards.
“We have the capacity and skilled staff to fulfil both remote and on-site duties, backed by our network engineering and security team.”
FIELD Mining & Resources offers a full project management construct across all mining clientele requirements and liaises with third-party vendors and contractors, ensuring there is only one point of contact for mining customers.
For Kestrel specifically, FIELD Mining & Resources has a dedicated team working in their Brisbane CBD office and on-site at both their North and South sites, supported by FIELD Mining & Resources’ shared services team.
“We are a trusted partner and advisor to Kestrel, and we act as an intermediary between Kestrel and all third-party suppliers,” says Barlow.
“We ensure Kestrel has one contact and liaison point. Our FIELD Mining & Resources project management office (PMO) team brings this together to ensure everything is delivered on time, within budget, and in scope.”
As a result, FIELD Mining & Resources allows Kestrel to do what they do best – mining and selling coal –ensuring guaranteed uptime on all their services and ensuring productivity.
FIELD Mining & Resources has the capability to provide bespoke projects.
At Bowing Coking Coal’s mine camp in Burton, for example, it recently provided the 650-man site with unlimited data.
Through its strategic partnership with Cambium, FIELD Mining & Resources provided a Wi-Fi connectivity solution to not only the residents but the surrounding work offices.
“This allowed the bandwidth to be optimised, provided complete network coverage, and enabled Bowen Coking Coal to retain important staff on an on-call roster,” Barlow elaborates.
FIELD Mining & Resources also offers 24/7 helpdesk support focused on ensuring issues get resolved in a timely manner.
For example, it provided Ravenswood Gold with remote hands, level 1-3 desktop support, and the functionality to provide networking and security where required.
With IT specialists and experts on the ground to support its mining clients, FIELD Mining & Resources, therefore, acts as an extended member of their mining teams, handling all their managed services, desktop support, and security needs so they can focus on their core business.
• Jody Barlow, Head of FIELD Mining & Resources – Barlow brings considerable knowledge in the mining vertical, having successfully managed large accounts in the industry and developed deep expertise in the unique challenges and opportunities facing mining/resources organisations.
• Jamie Black, Mining Operations Manager –An accomplished IT professional with extensive proficiency in the mining industry, Black possesses a broad range of technical expertise and deep understanding of delivering complex IT projects on time and within budget.
• Lee Gillam, PMO Manager - Gillam has proven experience in executive and c-level management roles all focused on service and delivery functions within several state and national organisations.
• Michael Beaumont, Network Architect –Experienced in both service provider and enterprise networking, with a heavy focus on mining verticals.
• Alex Kamrath, Service Delivery Manager
– Kamrath has worked in the IT industry for 14 years in various roles, including Tier 1/2 IT support, IT project management, and as a software developer.
Going forward, FSG’s focus is to ensure the FIELD Mining & Resources division is recognised as a connectivity partner and a partner that provides end-toend customised solutions for its mining customers.
“Growth will be exponential for FIELD Mining & Resources as we continue to engage with like-minded mining clientele who regard innovation and on-site support as key factors to their mining operation’s success,” concludes Barlow.
Jody Barlow
Head of FIELD Mining and Resources
T 1300 000 488 | M +61 0434 483 144 fieldsolutions-group.com/mining
• Kestrel operates a low disturbance footprint. Its infrastructure areas cover only four percent of its tenements, with the remaining areas impacted with subtle subsidence at the surface.
• Kestrel minimises disturbance to land and progressively rehabilitates throughout mine life. 60 percent of its mining footprint is established rehabilitation, with 571ha certified rehabilitation.
• The company manages tailings to the GISTM and ensures quality of management in construction, operation and closure.
• Kestrel actively looks to reduce its carbon footprint and continuously improves energy efficiency and waste management.
• Kestrel supports biodiversity and land management and contains and minimises potential environmental harm and pollution sources.
• The company implements effective risk management processes and systems.
as we navigate the challenges and opportunities associated with global changes in the way that energy is consumed and produced,” Hansen confirms.
Consequently, the demand for steel – and by extension, metallurgical coal – continues steadily, running in parallel with the global need for urbanisation and infrastructure development. Fortunately for Kestrel, it is a demand that shows no sign of abating.
“For decades to come, steelmaking coal will be required to help facilitate the transition to a greener and more sustainable global economy,” he comments.
Crown Technologies has raised the bar with its innovative approach to the design and manufacture of gas drainage and monitoring equipment used at Kestrel Coal Resources and other mines in the Bowen Basin.
Cutting-edge industry leading practices such as:
• Goaf and blower skid TARP control,
• Gas drainage and ventilation network interaction and response
• Field-based multi-point gas monitoring systems
The result is improved safety, visibility and performance standards targeted at maintaining longwall operations.
Pre-drainage skids feature technological improvements such as automated water and gas drawdown processes, environmental compliance monitoring, generator control and advanced downhole equipment protection.
Crown Technologies also specialises in gas analysis, custom made switchboards, conveyor and pump starter packages through to HV substations. Crown Technologies’ professional and practical team of Hazardous Area Engineers, Instrumentation Electricians and High Voltage Protection Engineers will deliver your project requirements.
Crown Technologies proudly builds long-term relationships by delivering high-quality products and supporting customers with a service that extends long past the initial supply.
Contact the team at Crown Technologies to learn how they can assist with your next project.
Contact Details:
P: (02) 4956 7455
E: email@crowntech.com.au
W: www.crowntech.com.au
Cognisant of the impact of steel on the global economy, Kestrel leverages a robust network of international markets where the demand for its metallurgical coal is high. Thanks to the product’s low impurity levels and niche coking properties, Kestrel coal is coveted by steel and coke makers across Asia, Europe and South America.
“Our Kestrel team has great relationships with our global customers and the growth potential in emerging markets is extremely exciting,” shares Hansen.
For Kestrel, India is a prime example of a new and developing market where the appetite for industrialisation has introduced a rapidly escalating need for steel.
According to a report by the Economic Times, India produces approximately 126MT of crude steel per year and consumes 106MT. These statistics make the country the second-largest global producer of crude steel, second only to China. Consequently, India now represents Kestrel’s largest market, followed closely by North-East Asia.
“Kestrel is well-positioned to meet India’s increasing demand for steel,” he asserts.
The company’s agency on the global market reflects its internal philosophy, which acknowledges that Kestrel operates in a world that is shared and interconnected across people, environments, cultures and economies.
Kestrel may be global in its reach, but it is local in its everyday. Closer to home, this emphasis on locality translates to supporting the community and local, state, and regional economies wherever possible.
In the same way that the impact of Kestrel’s coal elevates developing
markets around the world, the company places explicit emphasis on supporting and unleashing the full potential of its surrounding communities.
A business that both lives and buys local, Kestrel has been a mainstay of the Central Highlands community for over 30 years. Indeed, 67 percent of its full-time workforce consists of local employees, many of whom reside in nearby Emerald.
Consequently, Kestrel takes pride in its commitment to positively contributing to the region in myriad ways and upholds this value as a key point of difference. The careful
1. Grow presence and connection in Emerald 2. Structured opportunity through Kestrel 3. On-country opportunity 4. Education and culture opportunity“EVERYONE DIGS DEEP TO GET THE JOB DONE, HAVE EACH OTHER’S BACKS, AND MAKE KESTREL A GREAT PLACE TO WORK”
– SHANE HANSEN, CEO, KESTREL COAL RESOURCES
Australian company ABM Contractors (ABM) is strengthening domestic mining operations with its comprehensive range of services – an offering that puts strong partnerships at the forefront.
Based in Queensland, the company has become well-known for its high-quality project management, supplementary labour, shotcrete services and longwall support, as well as its work in ground consolidation and coal development.
Through the veteran company, clients can access first-rate drill and blast services, secondary support, VCD installations, fault driveage, equipment hire and repair as well as major conveyor installations and recovery services.
ABM Director, Jamie Abraham describes his highly experienced team as specialists in fall recovery, drifts and ground stabilisation, which positions the company as an ideal partner to many operators within the mineral resources sector.
The company is proud of its work at the Kestrel Coal Mine, one of the world’s largest producing underground coking or metallurgical facilities.
During this project, a key ingredient of ABM’s successful relationship with Kestrel Coal Mine was its shared commitment to local community support, and to improving host communities and embracing environmental sustainability goals, meaning it was critical for the company to partner with service providers that had a similar vision.
First established in 2000, ABM has gained a nationwide reputation for tackling tough jobs headfirst both on time and on budget.
The family-owned business is also poised to start a new venture providing underground specialised shotcreting services, cutting-edge ground consolidation products, and a range of ventilation control devices to operators within the coal industry.
ABM PROMISE
Health and Safety – During the execution of its projects, ABM takes particular care to ensure that all risk is evaluated and managed effectively.
Social Responsibility - ABM’s vision is to enhance the quality of life for the host communities in which it operates.
Environmental Stewardship - Conservation and the continued health of our planet is everyone’s responsibility, and ABM will continually strive to facilitate the least possible harm during operations.
Quality - ABM’s commitment to quality flows from the fact that long after project completion, its reputation will continue to be influenced by the work and service provided. People - A core set of values binds ABM together and provides the ethical framework for conducting business day-to-day.
Community – ABM fosters open and honest
communication and contributes to the sustainability of the communities it operates within.
ABM VALUES
Integrity - To be honest and reliable, reflecting the highest ethical standards in all business practices.
Respect - To trust and treat people with respect and dignity.
Leadership - To recognise the unique contribution and intrinsic worth of each individual and provide an inclusive environment focused on consistently delivering value.
Value Creation - To focus on doing the simple things really well.
Collaboration - Promote open communication as the key towards influencing and inspiring high-performance outcomes.
For more information, visit www.abmcontractors.com.au Phone (07) 4982 2174
General enquires email: admin@abmcontractors.com.au
Employment opportunities email: careers@abmcontractors.com.au
• 220 participants
• Administrators to CEO
• Mixed cohorts
• Mixed delivery mode
• 12-month programme
UNLEASHED’s intent is to build the capability of Kestrel’s people across nine key elements of leadership:
• Unleashing One Kestrel
• Nurturing your potential
• Leading your team
• Expectations and accountabilities
• Approaching planning and priorities
• Safety, every day
• How to motivate and influence
• Engaging communication
• Driving improvement
So far, UNLEASHED has seen an average uplift of 19 percent across diagnostic competencies. Standout results include:
• 33 percent uplift in leaders’ ability to develop and execute innovative improvement ideas within teams
• 24 percent uplift in feeling they can effectively coach others
• 22 percent uplift in being able to put plans in place to improve engagement and performance
• 16 percent uplift in their ability to lead change
consideration of its impact on the wider community remains at the forefront of every single decision that Kestrel makes, as a true partner in local development.
“The passion and the commitment that the Kestrel team has not only for the company but for the regions we operate in is second to none,” states Cavill.
On the understanding that community equates to connectivity, Kestrel’s level of investment is not just economic – rather, by building relationships and creating
opportunities for growth, it creates an avenue for lasting connections.
As a largely residential-based entity, income is fed back into local businesses, schools, not-for-profit organisations (NPOs) and other community bodies or initiatives of all sizes surrounding the mine. This not only strengthens Kestrel’s connectedness with nearby communities, but also reinforces the internal cohesiveness of its culture.
“We maintain a heavy focus on supporting local businesses, as it’s always been,” echoes Hansen.
“WITHOUT THE SUPPORT OF OUR SUPPLIERS IN THE LOCAL COMMUNITY, WE COULD NOT ACHIEVE OUR GOALS AS A BUSINESS”
– DAMIAN CAVILL, STRATEGIC SOURCING MANAGER, KESTREL COAL RESOURCES
As reported in its latest Sustainability Report, in 2022 this equated to AUD$122,000 invested in direct community support.
Kestrel’s dedicated community approach centres on the four pillars of community partnerships, keeping communities safe, cultural heritage, and indigenous development. True to Kestrel’s own one-team ethos, respect is the common ground on which all these concepts are founded.
“Our relationship with the township is a testament to the mutual support and respect we’ve cultivated, and we are motivated to contribute positively to create a lasting legacy,” Hansen surmises.
• 5.67 Mt – saleable production
• 305 – number of local and regional suppliers
• AUD$237 million – spent on local and regional suppliers
• AUD$122,000 – direct community support
• 67 percent – local workforce (full-time workers)
• 10 percent – gender diversity
• AUD$650,000 – cultural heritage investment
• 270ha – area surveyed for cultural heritage
• 0.24t - CO2 e/t coal product
• 116l – raw water usage per tonne of coal product
• 571ha – rehabilitated land certified
• 17.6 TRIFR (one million working hours)
The legacy that Hansen alludes to centres on creating opportunities for sustainable local development. This means providing jobs and supporting the local economy, but also focusing on healthy environmental management and promoting social programmes and initiatives that will benefit the community for generations to come. However, this also involves respecting the cultural legacy that predates the mine. In this regard, Kestrel works closely with the registered Native Title Claimants of the land on which it operates - the Western Kangoulu. As the Traditional Land Owners, the landscape surrounding Emerald and the Kestrel mine is intrinsically linked to the history of Indigenous people, and these deep connections are acknowledged, honoured, and considered in every decision.
This respect for cultural heritage informs Kestrel’s approach to community relations, but it also impacts environmental management in a physical sense. Paying respect to Australia’s Indigenous people and Elders past, present and future, Kestrel positions itself as a partner working in the best interests of protecting the land’s heritage.
The 17,000 hectares (ha) of land that Kestrel occupies is rich with stone artefacts, resources, shelters and cultural areas, quarries, and scarred trees. There are over 80 of the latter spread across the Kestrel site, with each tree indicating a poignant historical reminder of where Aboriginal Australians would have stripped bark to be used for toolmaking amongst other purposes.
To ensure that Kestrel continues to work in alignment with the aspirations of the Western Kangoulu and honour their connection to the land, a Cultural Heritage Investigation and
Kestrel Coal Resources are pleased to be supported by the Energy Power Systems team for their underground site cooling requirements.
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Kestrel Coal
Ethical Business Practice –Conduct business with honesty and integrity supported by the highest standards of governance.
Valuing People – Ensure Kestrel’s people can fulfil their potential in a safe, healthy and rewarding environment.
Connected Communities –Collaborate with stakeholders to build enduring relationships and long-term successful outcomes.
Responsible Environment
Stewardship – Continuously find ways to improve production efficiency, sustainably manage natural resources and take strong action on climate change.
Management Agreement (CHIMA) exists between both parties.
“We have continued developing a strong partnering approach with our Traditional Land Owners, the Western Kangoulu,” comments Hansen.
The CHIMA entails the contribution of technical advisors who undertake stringent data-led assessments that aim to deliver proactive outcomes for heritage. As part of this work, over the course of 2022, Kestrel directed AUD$650,000 into cultural heritage investment, surveying over 270ha of land for cultural significance.
Working in partnership with both the Western Kangoulu and the wider Emerald community, Kestrel actively promotes Indigenous development. This is reflected by the creation of an Indigenous development hub, where guidance is provided on different career choices and ways of life for the Indigenous community.
Operating under the mantra of ‘Make it Real – Respect, Inspire, Develop’, the hub aims to increase local employment levels and enhance training development and procurement opportunities both across the community and within the company itself.
The ‘Make it Real’ strategy consists of a pillared approach, whereby the company aims first to grow its presence and connection throughout Emerald, then provide structured opportunities within the company, followed by on-country opportunities, and finally by offering further opportunities in education and culture.
As another example of Indigenous development in practice, last year, Kestrel launched the CONNECT programme in partnership with the Western Kangoulu. With both parties collaborating throughout its development and delivery, CONNECT has been designed to provide all
Eickhoff Australia Pty Ltd. (EAP) provides the supply and service of shearer loaders for underground applications and specialised industrial gearboxes within the Australasian region.
Utilising the same technology and manufacturing techniques deployed in the mining sector, we also design, manufacture, supply, and service industrial gearboxes for multiple uses, such as:
• Armoured face conveyors (AFCs) in the mining sector
• Stacker reclaimers
• Bucket wheel excavators
• Water locks and dams
• Large-scale roller press applications
We encounter different mining conditions at each new location around the globe. Our machine range has no problem adapting to these varying conditions thanks to our experience in developing made-to-measure machine concepts, suitable for the operative range of 1.4m up to 7.2m. As such, EAP offers shearer loaders from the Eickhoff SL 300, SL 750, and SL 1000 ranges.
All ranges offer the latest technology and their performance levels are constantly improved. Productivity, reliability and, consequently, cost-efficiency is measured via:
• Our maintenance and service-friendly modular system • Standard ranges which can be adapted flexibly to individual customer requirements
EAP is a wholly owned subsidiary of Eickhoff Bergbautechnik GmbH, a globally operating, family-owned company rooted in Bochum, Germany since its founding back in 1864. With its core business in the manufacturing of machines and gearboxes, it has proven itself worldwide under extreme conditions. Additionally, EAP’s mining machines for potash significantly contribute to resourcesaving food production.
• Cement and sugar mill drives and processing equipment
• Sheet metal working
EAP’s customer base now has the advantage of having its entire product range built and overhauled at the Eickhoff Life Cycle Management Centre (LCMC) located in Braemar, approximately 90 kilometres (km) south of Sydney. The LCMC is a 19,600 square metre (m²) state of the art facility, offering product support, as well as repair and overhaul services. The workshop has 5,500m² undercover with a crane capacity of 130 tonnes, more than sufficient to lift the largest fully assembled shearers in the market. Outside the fully covered work bays, there is a 4,600m² concrete pad in order to facilitate longwall system mini-builds and compatibilities.
• Tough machine bodies at minimum dimensions (tension rod technology)
• A modern, decentralised gearing concept (transverse engine concept)
• Reliable high-performance motors
• Efficient direct current (DC) winch drives, and alternatively rotary current winch drives
• Protection of motors and gearboxes through safety installations
• Control and monitoring through modern micro-processors
• Different optional dust prevention systems
• Automation possibilities through memory cut and data transfer
Kestrel Coal Resources is a private Australian company that is ultimately owned by EMR Capital (52 percent) and PT Adaro Energy (48 percent). EMR Capital is a specialist resources private equity manager, while PT Adaro Energy is an integrated coal mining and energy company, with businesses spanning over eight pillars in the coal, energy, utilities, and supporting infrastructure sectors. Kestrel Coal Resources is the 80 percent owner and manager of the Kestrel Coal JV, with the remaining 20 percent owned by Mitsui Coal Holdings.
members of the Kestrel workforce with a thorough understanding of their responsibilities towards cultural heritage. That same year, Kestrel also deployed a series of schoolbased workshops to enhance local education on the same topic.
Another prime demonstration of Kestrel’s commitment to development and education is the company’s internal UNLEASHED programme. As a scheme that has been designed for Kestrel, by Kestrel, UNLEASHED
is a leadership scheme that aims to unlock even more strength within the company’s operations by investing in the potential of its own people.
The programme takes place over 12 months and is a comprehensive course in leadership capabilities.
“WE HAVE PROUDLY BEEN PART OF THE CENTRAL HIGHLANDS COMMUNITY FOR OVER 30 YEARS, AND WE ENVISION BEING AN INTEGRAL PART OF IT FOR MANY MORE”
– SHANE HANSEN, CEO, KESTREL COAL RESOURCES
Leading provider for technical support and overhaul of hazardous area equipment.
Gricon Industries is an innovative company specialising in technical solutions and automation support for hazardous area equipment. Established in 2019, Gricon Industries is a reliable family-owned business, providing comprehensive services from concept design to maintenance and repair for all underground electrical and automation equipment.
Gricon strives to provide our customers with the ‘full package’ from concept and design to manufacture and overhaul, commissioning and testing, to on-site implementation and production handover.
Through various modules, the programme covers nine key objectives, ranging from the concept of ‘Unleashing One Kestrel’ to ‘Safety, Everyday’. Throughout, participants are encouraged to lead from the front, providing both feedback and constructive ‘feedforward’, all while nurturing a psychologically safe workplace.
UNLEASHED channels the idea that a leader’s job is to bring out the best in other people, and arms participants with the skills that enable them to do so – both in the workplace and within their personal lives.
Over the course of 2022, 220 employees – almost a third of the entire workforce - participated in the UNLEASHED programme and the results continue to exceed expectations. This is reflected by an average uplift of 19 percent recorded across all diagnostic competencies.
The programme is an effective way of perpetuating the continuity of Kestrel’s distinctive culture as an
• Risk management – Risk and opportunity management for Kestrel is to provide business resilience; protection from loss and sustainability of things it values, including people, community, stakeholders, environment, ongoing operation, and business viability to prosperity.
• Tailings management – Kestrel is committed to responsible management of our tailings facilities to prevent adverse impacts on people and our environment.
• Modern slavery and human rights – Kestrel acts in accordance with the UN guiding principles on business and human rights and the modern slavery act 2018 (Cth).
• Anti-bribery and corruption – Kestrel is committed to providing a workplace that fosters mutual respect, honesty, and trusting working relationships.
• Code of conduct and whistleblower – Everyone has the right to a fair and inclusive working environment of which they are proud to be part of. The company is committed to a culture of respect and ethical conduct in the way everyone works and relates to each other. Kestrel recognises the value of keeping the laws and procedures that apply to the company and its work and encourages everyone to report misconduct.
above the line differentiator, with the company being built on a foundation of trust and respect, where open and honest conversations are always encouraged.
Kestrel’s investment in the development of its future leaders is just one of the ways in which it upholds ‘People’ as the first pillar of its sustainability approach. By growing its own people, Kestrel sustains the wider growth of the company itself.
With an increasing emphasis on diversity and inclusion, the company fosters an environment of equal opportunity and is making steady progress toward greater gender representation. In 2021, female employment at Kestrel was reported as 7.4 percent. As of last year, this number has increased to 10 percent. Although the underground workforce is still dominated by male employees,
JA Engineering Group Pty Ltd (JAE) manufactures and refurbishes equipment for the Australian mining industry with a unique specialisation in the underground coal sector.
Established in 2007 in Rockhampton, QLD, we initially focused on gear cases and components, leveraging our knowledge of South Africa and built relationships with key customers. Some 15 years later, we’ve emerged to become a keystone provider of machinery restoration and support services for Continuous / Bolter Miners, Shuttle Cars, Feeder Breakers and Mobile Bolters.
JAE is structured to operate using lean business principles that allow us to remain responsive and open to innovation. The key to our model is identifying value for the customer and delivering it with as little waste as possible.
We are one of only a few organisations globally that offers alternative manufacturing for aged, difficult to get or unreasonably expensive legacy parts – wheel units, gear cases and cutter drum assemblies to name a few. Our in-house expertise extends to gearcase reconditioning or replacement, line boring and structural welding, in addition to professionally certified mechanical services.
In 2020 we entered the market as an OEM of the Wildcat JAE42 continuous miner, capable of transforming high installed cutting power through the machine weight into real production and cutting performance. The Wildcat JAE42 is engineered to be used in a room and pillar coal mining operation, where a high cutting force is required. We will continue to establish ourselves as a full systems OEM provider over the next phase of the business.
greater numbers of women are now represented in management positions and the company actively supports events including International Women’s Day and Women in Mining.
The business expresses its pride and recognition of employees with the COAR Awards. An acronym for Committed, One, Agile and Respectful, each nomination for an award entails a donation of AUD$20 to a nominated community group in the Central Highlands, thereby creating a direct bridge between team performance and contributing to the community. In 2022, the total funds raised through these donations equated to AUD$3,898.
Providing both empowerment and motivation, the awards are designed to reward individuals who truly embody the company’s values and acknowledge those who go above and beyond the expectations of their roles. They represent one of the many ways in which Kestrel lives, breathes, and enacts its values, rather than simply talking about them.
OUR DESIRE TO NOT ONLY CONTINUE EVOLVING OUR ESG MATURITY BUT ALSO IDENTIFY HOW WE AIM TO CREATE A LEGACY WORTH LEAVING”
Working in a high-risk industry such as mining, Kestrel marries this peoplecentric philosophy with an unrelenting commitment to safety, as the second pillar of its sustainability approach. By setting the standard for best practices in health and safety, Kestrel fulfils its ultimate priority – to protect its people from harm and ensure that everyone can return from a day’s work in good health, both physically and mentally.
Through building trust and motivating its team, Kestrel encourages individuals to adopt, interpret and connect to the company’s safety culture as their
own. The Kestrel vision of ‘making the right way, the easy way’ results in the obvious benefits of fewer injuries and less downtime, but also in solidifying a safety mindset that coexists alongside high-performance levels.
Adopting a multi-pronged approach to safety, Kestrel implements training compliance and innovation with contractor management to ensure streamlined operations with a capable employee and contractor workforce. In addition, the company maintains its world-class operations by incorporating critical controls, conducting internal and external audits, and championing safety innovation by partnering with
“THROUGH KESTREL’S LATEST ESG STRATEGY, WE REAFFIRM
– SHANE HANSEN, CEO, KESTREL COAL RESOURCES
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business units (BUs) to strive towards safe production through ongoing improvement.
At the apex of the Kestrel safety pyramid, the business enables growth through the continuous simplification of its safety and health management system (SHMS). Through this scalable solution and a high-functioning health and safety team, the SHMS facilitates company growth without compromising on this core priority.
With significant time and money consistently invested into perfecting such systems, Kestrel is rewarded by continually reducing risk.
Another major effort that reflects Kestrel’s concern for employee wellbeing was introduced last year with the ‘Kestrel Lifestyle Challenge’. This scheme was designed to encourage employees and contractors to adopt positive exercise habits and offered expert advice in terms of promoting sustainable and nutritional meal choices.
Thriving hand-in-hand with the company’s emphasis on positive mental health, the programme’s success was highlighted as the Winner
of the Health Program Award at the 2022 Queensland Mining Industry Health and Safety Conference.
Alongside health and safety, people, community and Indigenous development, and governance, the environment is a strategic segment in Kestrel’s dedicated sustainability approach. This spotlights the company’s journey of continual improvement to minimise its impact on the environment and the land.
“We continue to invest significantly into leading-edge technology to reduce our impact on the environment,” shares Hansen.
For Kestrel, sustainability encompasses a holistic vision that honours the mine’s past, present and future, as it seeks to contribute to its place in the world, operate a meaningful place of employment, and grow its value to stakeholders. Its approach endeavours to create a Legacy Worth Leaving – an idea that relies on ethical business practice that values people, builds connected communities, and
promotes responsible environmental stewardship.
“We are creating a high level of awareness around what sustainability means and the importance placed on getting it right,” Hansen continues.
Kestrel continuously measures its sustainability performance against International Council on Mining and Metals (ICMM) Sustainable Mining Principles. These 10 core principles are common to the global mining community as an industry benchmark, incorporating both the Paris Agreement mining targets and the United Nations (UN) Sustainable Development Goals (SDGs).
“We established a solid foundation through releasing our first publicly available Sustainability Report in 2021,” he informs us. Since that time, Kestrel’s annual Sustainability Report has served as a transparent outline of exactly how the company creates and sustains long-term value in a rapidly changing world.
For Kestrel, ESG represents an ongoing journey – one where its strategies, objectives and priorities are constantly in flux as they mature and develop.
Across the primary areas of ESG significance, the company actively manages risk and identifies areas where it must strive to improve. These include diversity and inclusion, decarbonisation, heritage protection, and biodiversity and water conservation.
Here, Kestrel channels the spirit of agility by looking ahead and adapting its decision-making accordingly, to ensure that it is consistently operating in the best interests of its people and the community.
“Our ESG Strategy mirrors our business approach of balancing sustainability and takes into account the impact we have on our stakeholders, community, and the environment,” says Hansen.
As a trusted freight and logistics provider to resource companies like Kestrel Coal, we understand the critical need to minimise downtime, maximise uptime and keep business moving. That’s why we offer integrated logistics solutions over Australia’s only multi-modal network – operated by dedicated teams around the country – to deliver reliable, resilient and unparalleled reach through road, rail, air and sea.
YOU CAN’T STOP PROGRESS
The company’s first ESG Strategy was officially launched in 2022 after being endorsed by the Board. It came to life through a comprehensive process consisting of employee interviews, industry benchmarking, listening to the concerns of the local community, and an extensive review of current and emerging ESG issues. This also led to the identification of the four pillars of the aforementioned Legacy Worth Leaving. Since that time, ESG has been positioned at the core of the company’s operations.
“Although Kestrel is in the early phase of its ESG journey, I am immensely proud of the results that we have achieved to date,” he expresses. “Through our latest strategy, we reaffirm our desire to not only continue to evolve our ESG maturity but also how we aim to create a Legacy Worth Leaving.”
A major aspect of this includes the ongoing pursuit of innovative solutions that will make Kestrel
more sustainable, environmentally considered, and energy efficient. Over the course of 2023, key actions in ESG development include conducting an independent third-party audit of the Kestrel SHMS, reviewing and updating the company’s Modern Slavery Statement, and developing a five-year implementation plan dedicated to the progressive rollout of the overall strategy.
“We will challenge ourselves to ensure our ESG Strategy continually evolves and keeps pace with what matters most regarding our role in society, the impact we have, and the value we create,” Hansen concludes.
As an advocate of proactive environmental management, water conservation is a vital element within Kestrel’s ESG Strategy. The company’s efforts in water stewardship reflect its concern for maintaining a clean, and reliable water supply within the
Fitzroy River Basin where it operates.
To conserve and protect this precious and scarce resource while sharing it with other users in the catchment, Kestrel combines transparent water governance with an effective management system.
The mine’s raw water supply is directed from a river water source on the Nogoa-McKenzie system. As a variable supply, each year, the company prepares a dedicated wet season plan to ensure that it is ready to respond by both containing water on-site and actively pursuing methods to reduce water demands. Major strides were made in this regard in 2016 with the launch of a water reduction programme that saw Kestrel’s raw water demand plummet by a staggering 65 percent.
The trend of declining raw water demand continues today. In 2022, Kestrel recorded a raw water usage of 657 megalitres (ML) at a rate of 116 litres (l) per tonne of coal product.
This represents a reduction of 220ML in raw water usage compared to 2021 (877ML).
Thanks to this drop in raw water demand, in addition to supplementary bores and dewatering usages, Kestrel’s overall total site water in 2022 was reduced to 3,628ML. The company did not rely on water from supplementary bores throughout this period and supplemented its raw water usage with output from its reverse osmosis (RO) plants.
The 2016 plan also effectively integrated water reuse across the mine site. Currently, all water on-site is recycled through a dam system for reuse, with the exception of sewage and water for human consumption.
Across its operations, Kestrel maintains a comprehensive groundwater monitoring network to oversee water levels and quality. This extends to site areas (including tailings), the mine’s periphery, neighbouring wells and regional locations further afield.
Set to continue this promising trajectory in 2023, Kestrel proposes various improvements in water stewardship, including assessing the recent optimisation of the RO plants against new or additional infrastructure, pursuing options for further raw water usage reduction from the Selma Weir, and continuing to optimise the performance of its dry tailings’ disposal process.
From water to the land, Kestrel takes its role as an environmental steward equally seriously, particularly when considering that 96 percent of the 17,000ha that the site occupies consists of active cattle farms.
The land is maintained through an existing lease between Kestrel and the Australian Agricultural Company (AACo), which operates as a fully separate productive cattle property.
As such, there are several factors contributing to the notion of full
land productivity which Kestrel endeavours to uphold. These include the agricultural productivity of cattle farming, the values intertwined with the cultural heritage of its Traditional Owners, but also the biodiversity that must be maintained.
Indeed, the biodiversity that thrives on its surface makes the Kestrel site an area of great environmental importance. This includes high-value areas such as riparian habitats, waterways, remnant habitation, and endangered species like the native Queensland King
Bluegrass community (Dichanthium queenslandicum) that require various conservation efforts.
In addition, the area attracts an abundance of insects and birdlife, including, of course, the company’s symbolic Nankeen kestrel.
In 2023, Kestrel will continue its involvement in several restoration projects with funding towards improving the bluegrass diversity of Central Queensland through the rehabilitation of areas that were previously assigned to agricultural activity.
“WE’RE SETTING NEW STANDARDS FOR LONGWALL MINING – NOT ONLY IN OPERATIONAL PERFORMANCE, BUT ALSO IN BUILDING A PLACE WHERE PEOPLE WANT TO BE”
– SHANE HANSEN, CEO, KESTREL COAL RESOURCES
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Across the Kestrel landscape, the progressive rehabilitation of disturbed land to its full productivity is a key objective. In 2015, the company marked a proud moment when it became the first Queensland coal mine to achieve certified rehabilitation status for 571ha.
As Kestrel’s Sustainability Manager, Colleen Fish maintains this area of certification as a key focus going forwards.
“We are currently seeking additional certification to add to our 571ha of certified rehabilitation,” she tells us.
This falls into the company’s Progressive Rehabilitation and Closure Plan (PRCP), which has been granted an extension by the Department of Environment and Science (DES). Kestrel will formally commence the certification of new areas that are ready to be certified as fully rehabilitated pending the PRCP’s submission to the DES later this year.
All land disturbance at Kestrel is undertaken through a spatial and conditioned disturbance permit process that takes into account major factors including water, soils, ecology and heritage. Progressive rehabilitation is then implemented in alignment with the cycle of land as and when it becomes available. Depending on rainfall levels, Kestrel aims to manage all temporary land disturbances back to a rehabilitated state within 15 to 30 months.
As each mine site ceases operation and enters into closure, these areas are given new life through appropriate land use. The same also applies to legacy landforms. By doing so, Kestrel perpetuates post-mining regeneration that creates value, whether for the environment, the economy, or the local way of life.
In the consideration of how land should be re-purposed post-mining,
Kestrel is now exploring ways in which this might further the company’s decarbonisation efforts by putting certain areas to good use for the generation of clean energy.
For Hansen, a potential foray into renewable energy represents an exciting avenue for the company to capitalise on.
“As we continue to plan for site rehabilitation, we see a significant opportunity for the development of renewable energy projects, particularly in the form of energy storage systems,” he shares.
“These sites have the necessary space, infrastructure, and location to support such initiatives, and repurposing these areas in this way would be a win-win situation – for us, the local community, and the environment.”
This idea of repurposing introduces another major environmental endeavour currently being undertaken by Kestrel, as the company continues its investigation of converting the gases related to coal mining into new, usable energy. As part of its prevailing commitment to reducing its carbon footprint through responsible operation, the potential impact of such a scheme in terms of
decarbonisation at Kestrel could be enormous.
As Hansen affirms, “we are actively exploring ways to re-utilise gas derived from our mining activities for energy generation.”
As with any underground mining operation, harmful gases must be extracted to create safe working conditions. Coal-related gas emissions are the greatest contributor to Kestrel’s carbon footprint, with 88 percent of carbon emissions generated directly by the coal resource.
Consequently, the carbon impact of these gases takes priority over other means of emissions reduction such as diesel or electricity consumption, due to their relatively small impact on Kestrel’s overall footprint.
Of these coal-related gases, the need to mitigate vented-air methane (VAM) emissions is a major focus, since this particular gas is 28 times more potent a greenhouse gas (GHG) than CO2. With Kestrel now mining the deepest section of its deposit, this means that it is confronting heightened concentrations and densities of methane.
In an effort to mitigate negative impact, Kestrel is currently exploring the possibility of using this waste gas to achieve circularity by generating clean energy that can be used to power the mine’s operation.
A major step forward in this regard is Kestrel’s upcoming Waste Coal Mine Gas Power System (WCMGPS). This involves the construction of a 20-megawatt (MW) facility that will repurpose this gas to create clean energy. The facility will be fuelled by the mine’s existing system which drains gas directly from the coal seam and is connected to the mine’s existing 66 kilovolt (kV) electricity network, which in turn is connected to Ergon’s network at the Lilyvale Substation.
“The system will convert the WCMG to electricity and supply it to the mine to power mining operational requirements and reduce its demand on the Ergon network,” explains Fish.
Constructed over two phases, Phase 1 will establish a grid connection and achieve 4MW, while Phase 2 will see expansion to 20MW. Phase 1 takes advantage of shorter grid connection approval processes for small generators to start generating sooner and prepare the ground for the more ambitious Phase 2.
“This initiative is not only environmentally conscious, but it also allows us to utilise what we have and effectively turn waste into sustainable energy,” elaborates Hansen.
The construction of the WCMGPS falls into Kestrel’s Decarbonisation Plan, as part of the company’s wider ESG Strategy. This provides an LOM vision and implementation plan for ongoing decarbonisation to meet both legislation and expectation.
“We intend to advance the
continuous progression of our LOM decarbonisation strategy,” affirms Fish.
Within this, Kestrel is focused on exploring other opportunities to reduce its coal mine waste gas emissions, specifically in finding technologies that will allow the conversion of VAM to or other usable methane concentrations, as its biggest single possible reduction in carbon emissions.
As a result, the company is actively looking to secure energy partners with whom it can work towards gas reuse, in addition to achieving energy efficiency across the site and sourcing components of its electricity usage from renewable sources.
“We’re looking at harnessing new technologies and processes to further enhance our efficiency, with a focus on minimising our environmental footprint,” Hansen informs us.
In its search for new partners to achieve this ambitious energy venture, Kestrel calls on a history of successful and rewarding relationships with a robust network of suppliers that it has worked with to date. This proven track record of successful partner relationships gives cause for confidence in whoever it collaborates with for future endeavours.
“OUR VISION IS CLEAR AND OUR COMMITMENT TO PRODUCING HIGHQUALITY STEELMAKING COAL REMAINS AS STEADFAST AS EVER”
– SHANE HANSEN, CEO, KESTREL COAL RESOURCES
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Representing another extension of the Kestrel community, suppliers are intrinsically linked to the company’s story and success to date. As evidenced by its emphasis on locality, Kestrel ensures that any local or Indigenous companies with known capabilities are included in the tender process when it engages the market.
“Suppliers are a key part of the Kestrel business,” continues Cavill. “Whether it be supplying personal protective equipment (PPE) to the team, or services to support our underground operations, without the support of our suppliers in the local community we could not achieve our goals as a business.”
As Strategic Sourcing Manager, Cavill’s role at the company is to draft, negotiate and execute contracts that deliver optimal safety and operational outcomes, and are also commercially viable for both Kestrel and its contracting partners.
In all its dealings in terms of procurement and supply chain, the company’s key drivers are responsibility, integrity, and fair play. True to its core value of being both respectful and committed, Kestrel follows a partnership approach that nurtures longevity and loyalty, building lasting relations with service providers that are founded on mutual respect and reliability.
“We want to establish long-term relationships with our contracting partners that promote safety and production outcomes, as well as stability for our contractor workforce and the regions we work in,” he elaborates.
In line with its own unrelenting standards, the company expects all contractors and suppliers, including sub-contractors, to consistently adhere to the relevant legislative requirements, code of practice, and Kestrel’s own SHMS.
The business’ preference for buying local in this regard is strongly reflected in its supply chain profile. In 2022, Kestrel worked with 305 local and regional suppliers, with a total spend of AUD$237 million throughout the year. Overall, 87 percent of Kestrel’s suppliers are based in Queensland, with 76 percent of its supply chain expenditure directed into the region.
“WE ARE FULLY COMMITTED TO MEETING THE NEEDS OF OUR CUSTOMERS, TODAY, AND FOR MANY DECADES TO COME”
– SHANE HANSEN, CEO, KESTREL COAL RESOURCES
Supporting Kestrel Coal Resources in ensuring statutory compliance of its tube bundle gas monitoring system. Over the past 10 years supporting Glencore and now Kestrel Coal Resources, the company has developed a reputation for statutory excellence and prides itself on its technical expertise to enhance the operation of the systems. The company has designed and developed a Dew Point Filter specifically for the Tube Bundle Systems. The filter eliminates any change of behaviour within the tube reticulation ensuring peak flows are maintained with minimal maintenance requirements.
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Although Kestrel itself forms an indispensable link in global supply chains through the output of its quality coal, it is the company’s own local procurement network that reinforces its core value of agility by ensuring that it has the solid links in place nearby that allow it to move quickly as and when the need arises.
For the benefit of the wider community, Kestrel also fosters mutually beneficial relationships by arranging events such as two-day meet and greets, that provide a fruitful opportunity for local vendors to interact with Traditional Owners of the land and vice versa. Not only does this create an awareness of each other’s capabilities, but it also provides an opportunity for the exploration of future JVs and labour placement services that are a positive contribution to the overall development of the community.
As part of this core local fabric,
the company highlights several key partnerships and supply sources that are based in and around Emerald. Cavill credits local project delivery specialist AB Power as providing “essential monitoring and electrical services to the mine, infrastructure, and processing areas.” Meanwhile, Pirtek Emerald is instrumental in the supply of hoses and fittings, while Lunar Mining is a reliable source for secondary support services (outbye), and the installation of ventilation control infrastructure. In addition, local transport provider, Emerald Coaches, offers an invaluable link for members of the community who work at the mine with a free transport service that ensures the Kestrel team can get home safely.
When the mine came under new ownership in 2018, it was local provider – Peter Taylor’s Sewing Centre Emerald – who brought the company’s vision of striking cobalt blue shirts to life. These distinctive
uniforms are the first of their kind and a unique marker of the Kestrel identity.
On a wider scale, Kestrel’s approach to these relationships in acquiring goods or services is pivotal to shaping the company’s future direction.
“Procurement is an enabler for the business, so our key priorities are always focused on supporting the team to deliver on the business plan whilst ensuring that we reflect our company values in our interactions with contracting partners,” outlines Cavill.
Looking ahead, Kestrel is set to widen its scope by pursuing plans for expansion. By so doing, the company will capitalise on the potential to increase the previously approved LOM beyond 2033 with reserves to last until 2046.
Returning to Hansen, this development will be a major focus in the upcoming years. “We will be
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using our existing infrastructure and exhausting the opportunities that we have to extend through mining areas,” he says. “We are looking to make the most of what we have.”
Last year, the company completed various studies across its existing mining tenements, including currently approved Mining Leases (MLs), and Mineral Development Licence (MDL) 182. Consequently, these studies identified a portion of the latter as an area that is rich with expansion potential. The proposed new venture has been given the project name ‘Kestrel West’.
Kestrel West’s main purpose is not to enhance production rates but rather to extend the current LOM. As it stands, the new site’s progress is attendant on the results of the Queensland and Commonwealth environmental approval process, which is due to commence this year based on the findings of the initial studies. These investigations span a host of factors including terrestrial ecology and biodiversity, soils and land suitability, and detailed mine planning and mine engineering design works including resource definition, to name just a few.
This latest undertaking showcases Kestrel’s steadfast commitment to balancing growth with sustainability, and upholding its status as a responsible land steward.
At the backbone of Kestrel’s wider growth strategy lies significant investment that will see the company keep pace with mining innovation, demonstrating dexterity by moving with the rapid advancement of everchanging technologies and industry ideologies.
This investment strikes the balance between the cutting-edge innovations that define Kestrel as a new generation business, while still firmly preserving the all-important people power that is the bedrock of
its distinctive company culture.
“We will invest in automation, upgrade our equipment, and we will continue to invest in our people to ensure they have the opportunity for continuous development,” shares Hansen.
Within this, Kestrel remains astute, maintaining a birds-eye view of the market and poised to grasp new opportunities that marry with its visionary future, but also present ways to strengthen operational efficiency, shore up on safety, or enhance productivity.
“There is so much opportunity for organic growth in Kestrel, but we are also on the lookout for strategic
acquisitions targeting metallurgical coal,” he continues. “We are interested in new opportunities that have a synergy with our existing business, either in products, or in lowering our costs, and tying this all in with our commitment to a sustainable future for the resources industry.”
Continuously evolving to become a mining company fit for the future, this idea of growth for Kestrel is multi-faceted and wide-reaching. It encompasses not just the potential physical expansion of the mine itself and the pursuit of inorganic growth, but also touches on other verticals that are complementary to the environmentally conscious vision of
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mining that Kestrel champions – from looking for renewable energy partners to working with a supplier to recycle gumboots for new PPE.
“Our goal is to be a model of sustainable, responsible mining,” surmises Hansen.
With this laudable gambit at the fore, Kestrel will continue to seize the opportunities presented by the shining future of Australian mining while remaining grounded in its commitments as a value-driven partner to the local community, safeguarding its development for future generations.
“We will look to grow and evolve as a business by working with our long-term contracting partners and the local community to ensure that we have mutually beneficial agreements in place that support the growth of our business and the regions we work in,” expresses Cavill.
“We have proudly been part of the Central Highlands community for over 30 years, and we envision being an integral part of it for many more,” Hansen echoes.
As with any industry, the future remains uncertain, and as the last few years have proven, unpredictability is a predictable constant in business. Varying contingent external factors may threaten Kestrel’s forecast, however, for Hansen, the outlook is optimistically bright.
“We understand that our future, like that of any company, is also tied to broader policy decisions,” he acknowledges. “If we have the support of the government, and they understand the important role that companies like ours play in the economy and within global supply chains, I believe Kestrel will remain a significant player in the industry for a long time.”
The current global demand for coal – which shows little sign of waning – is also cause for further optimism,
as it continues to fulfil a vital need in establishing the steel foundations of a sustainable future.
“Our vision is clear and our commitment to producing highquality steelmaking coal remains as steadfast as ever,” concludes Hansen. “There is a significant global demand for metallurgical coal, and we are fully committed to meeting the needs of our customers, today, and for many decades to come.”
With community under its wing and a Legacy Worth Leaving in its wake, the company perpetuates its future as a mainstay of the Queensland landscape, riding the tailwinds just like the agile Nankeen. For Kestrel, the sky’s the limit.
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As the world’s largest and most experienced supplier of grinding media, Jim Anderson, CEO of Molycop, discusses how the company’s continued investment in research, development, and advanced technology delivers improved outcomes to customers
Writer: Lauren Kania | Project Manager: Thomas ArnoldWith over a 100-year history built on reliable innovation and a conscious global footprint, Molycop is a time-tested, world-leading partner for consumable products, instrumentation, and services for the global mining industry and rail and manufacturing sectors in Australia.
With origins tracing back to the Australia-based Commonwealth Steel and US-based Sheffield Steel
businesses, both of which independently developed grinding media products for minerals processing, Molycop prides itself on providing innovative and high-quality products, world-class technical support, and delivering outstanding supply assurance.
“We’re incredibly proud that Molycop’s strength is not one or two things in isolation; it is the sum of our parts,” opens Jim Anderson, CEO of Molycop.
“We are focused on helping our customers increase throughput and maximise recovery with our portfolio of products and services across milling, flotation, leaching, process optimisation, and training.”
Coming from a rich and deep history of serving the world’s copper and gold mining segments, Molycop now operates a global business model with over 1,500 dedicated employees who service over 400 mines across 40 countries, being the largest grinding media supplier in the world.
With major operations in Chile, Peru, Mexico, the US, Canada, Australia, Indonesia, and Spain, Molycop leverages the full talent of its network to provide the best solutions for customers with a unique local nuance and expertise.
“Innovation is in Molycop’s DNA.”
Being able to call yourself an industry leader is no small feat; Molycop has been able to set these
1917: First site established under Commonwealth Steel in Waratah, New South Wales, Australia
1930s: Sheffield Steel invented and patented the first heat-treated grinding media alloyed with molybdenum and copper, giving rise to the Molycop brand name
1961: Sheffield Steel began its international expansion into Chile
1998: Commonwealth Steel expanded into Indonesia
2002: International plants were acquired by Scaw Metals Group
2007-2010: The foundation of the business as it operates today emerged, with OneSteel acquiring Commonwealth Steel through its purchase of Smorgon Steel and then acquiring the North and South American grinding media operations of Scaw Metals
2011: Under OneSteel ownership, all the business’ grinding media manufacturing facilities merged into a common Molycop organisation, creating the largest grinding media company in the world
2017: Acquired by American Industrial Partners (AIP), Molycop adopted a global business model continuously improving its fulfilment and service innovation
2018 – 2019: The company embarked on further geographic expansions acquiring Donhad (Australia) and Metso Sabo and expanding its reach into Africa and the Middle East.
2020 – 2023: Molycop has developed a comprehensive instrumentation and process optimisation offering through the acquisition of Mill Trakka sensor technology, Digital Control Lab (“Millslicer”) and Process IQ.
AJA Industrial Services specialise in onsite scrap metal processing and supporting scrap yards in planning and managing all scrap processing from sorting to cutting to logistics.
We are fully equipped to provide a professional yard, onsite cleanup service including fit for purpose machinery, floats and trucks.
We are experts in the deconstruction of redundant and decommissioned complex machinery across all sectors. We are the market leaders in value for money, large scale steel processing operations.
With our experience and fit for purpose equipment we are able to meet and crush quotas consistently.
We provide you with the tools, strategies, and expertise to accelerate all your processing needs and offer Short- or long-term contracts, Onsite resizing of scrap metal across all sectors for transport, FIFO, Project Management, site clean-ups and Machine Hire.
PH: 0419 899 655 | Email: jasson@ajais.com.au | info@ajais.com.au
www.ajais.com.au
– JIM ANDERSON,standards and differentiate itself as a result of its investments in research and development (R&D) and the people who work hard to make results happen – whether it be by upskilling or attracting the industry’s brightest minds.
In addition, Molycop has partnered
with some of the world’s leading universities, acquiring a competitive edge when it comes to developing and retaining people, ensuring that they are well-equipped for the future.
“Importantly, the way we collaborate with our customers and stakeholders also drives this
progress,” clarifies Anderson.
The innovation strategies Molycop provides aim to yield fast, credible solutions to the social and fiscal challenges that customers face. These strategies also enable the sustainable liberation of resources essential for a better tomorrow.
“INNOVA TION IS IN MOLYCOP’S DN A”
CEO OF MOLYCOP
We are experts in on-site services, total scrap management and add value to your by-products through our innovative recovery processes.
SCE Steel Services provides the following specialist on-site solutions to the steel industry and other major metallurgical producers:
• Materials and by-product handling
• Slag handling, processing, marketing and sale
• Metal recovery, collection and steel cutting
• Dust agglomeration, for recovery of valuable elements
• Refractory removal, processing, marketing and sale
• Transport and logistics
Terrace Fabrications is a leading familyowned steel fabrication company, founded in 1979 by Victor Ruban and based in Heatherbrae, NSW.
With over four decades of experience, Terrace Fabrications now has over 20 employees and has remained a trusted partner in providing bespoke services to a diverse range of industries, including manufacturing, processing, mining, and construction across The Hunter and Upper Hunter regions.
Our unwavering commitment to quality and customer satisfaction has earned us an unrivalled reputation in the market, cementing our position as a leader.
Ph: (02) 4987 3881
E: enquiries@terracefabrications.com.au terracefabrications.com.au
We provide a variety of services that cater to the diverse needs of our clients, ensuring a comprehensive solution for their projects. These include:
• Steel fabrication
• Plate work
• Mining equipment fabrications and repairs
• Ladles
• Tank and pipe work
• Screening equipment
“Together we are able to solve the big challenges our industries face, setting new benchmarks, evolving to market trends, and ultimately delivering improved outcomes for our customers,” notes Anderson.
The future of mining, like that of any industry, is always changing, and Molycop is all about ensuring the change is for the better. By playing our part in the transformation of the mining sector and improving the ways in which everyday things get done, Molycop is always aspiring to be innovative and ahead of the curve, with a constant focus on forward momentum.
As is expected in any major industry that plays a large part in driving economic growth, the mining industry is continually evolving and facing new challenges, including pertinent subjects such as declining
Jim Anderson, CEO: “Our Molycop360 business, while Australian-centric, provides integrated logistics and waste management solutions predominantly on the East Coast of New South Wales. The business captures waste streams such as used grinding media, conveyor belts, and mining tyres. The scrap steel and rubber crumb are used in the steelmaking process to produce new products at Molycop’s site in Waratah. This is a model that Molycop is looking to globalise to deliver on our circular economy efforts.”
head grades, skillset challenges, and developing local communities.
However, technology is an enabler that allows the industry to meet these challenges head-on.
“Molycop has been the leader in our industry for over 100 years, and it’s only a natural progression and is expected we take a leadership position in working with our customers to help them solve these issues through the use of more advanced technology,” comments Anderson.
Operating with the desire for constant evolution and standing at the forefront of the industry, Molycop has established a new business portfolio under the strength and reputation of the company brand to emphasise its commitment to sustainability and innovation with the extensive range of products and services at the customer’s disposal.
For example, Molycop’s innovation team has significant research projects
Stanton is assisting Molycop with satisfying their safe use requirements for overhead bridge and gantry cranes.
In addition to routine inspection and maintenance by crane technicians, the mandatory requirements for third-party input are:
• An independent periodic third-party inspection (PTPI)
• A DWP assessment (DWP)
Stanton’s PTPI/DWP package is used by a range of large crane fleet owners.
Our package assists these crane owners in satisfying their safe use responsibilities.
We can also help with compliance auditing, fatigue/strength assessment, anti-derailment design, certification of past-DWP cranes and much more.
Phone: +61 438 523 610 | Email: cranes@stancon.com.au
Website: https://www.stancon.com.au/
Note that major inspections are not required if your crane (or hoist) has not passed 100% DWP.
If a major inspection has been recommended, talking to the crane specialists at Stanton will likely help your budget bottom line.
underway with leading universities in materials science and comminution. With a major initiative such as the development of the Molycop Digital Engine, projects such as these underpin the future product and service developments within the company.
“These new capabilities truly build on Molycop’s rich history, paving the way for a future that’s better when we create it together,” expands Anderson.
Under one strong identity, Molycop prides itself on its holistic portfolio offered to customers, continuously raising the bar for progress, accessibility, and reliability.
Molycop has placed a focus on moving beyond the accuracy and flexibility limitations of traditional
mineral processing analytical techniques, which were traditionally based on empirical models and rulebased systems, to opportunities in new powerful tools for data analysis, prediction, and optimisation.
“Around the world, we are seeing a positive impact in the way Molycop’s customers are benefitting from artificial intelligence (AI) and machine learning (ML),” notes Anderson, “including real-time predictions and the optimisation of mineral processing operations.”
One such example of this positive impact that has been developed to predict the behaviour and optimise the performance of comminution circuits is the Molycop Digital Engine, an advanced intelligence computational framework specifically tailored for optimising crusher-tofloatation circuits. Additionally, the
Digital Engine is integrated with Molycop’s mill monitoring system, including shell and mill sensor data with main operating variables.
Always leading the way for progress and innovation, Molycop’s Dr. Yousef Mohammadi will present a paper, eMolycop Digital Engine: Machine Learning-accelerated SAG Mill Optimisation, at SAG 2023 in Vancouver. And Mukesh Singh Bisht, who is undertaking his PhD co-supervised by Molycop at Sydney University, will present a poster display titled “Heterarchical Comminution Model for Rotary Mills”.
Advanced instrumentation, data capture and visualisation, and data integration with AI and advanced analytics overlay are all aspects that are crucial to the future of mining and are supported by Molycop’s global team of qualified experts.
As a company with an expansive global reach, Molycop works to positively impact people, support local communities, and minimise our environmental footprint through every aspect of the company.
Committed to the pursuit of greater sustainability in a manner that allows
“OUR UNIQUE SELLING POINT IS ONE THAT PLACES US BEYOND DIRECT COMPARISON. WE’RE INCREDIBLY PROUD THAT MOLYCOP’S STRENGTH IS NOT ONE OR TWO THINGS IN ISOLATION; IT IS THE SUM OF OUR PARTS”
– JIM ANDERSON, CEO OF MOLYCOP
for superior efficiency of resources and achieves the highest standard of environmental performance, Molycop is dedicated to creating lasting benefits that are responsible, transparent, and respectful to the rights of all.
Polymer Injection Technology
(PIT) is a groundbreaking initiative Molycop, in collaboration with the University of New South Wales (UNSW), is spearheading to reshape Electric Arc Furnace (EAF) steel manufacturing by partially substituting traditional coke with rubber from tyres and other sources.
“The benefits are many; however, the clear environmental stewardship is a focus area for us. Beyond financial advantages, PIT significantly reduces carbon emissions by minimising electrical energy consumption,” expands Anderson.
Additionally, Molycop has developed a sustainability strategy to articulate priorities, provide clear actions to meet objectives and enable the monitorisation of progress against agreed targets.
This strategy includes three strategic pillars: “doing better for the future, with a focus on environmental
material topics; doing what matters, ensuring our social works and people focus is maintained; and doing what’s right, managing our organisation with strong ethics and governance arrangements,” explains Anderson.
Molycop also has a critical role to play in helping the industry deliver the copper it needs for a low-carbon future, as the demand for copper used for solar and wind is forecast to double by 2035. In doing this, Molycop is focusing on delivering consumable products that have increased wear life and are optimised for varying mill operating conditions – increasing the throughput and recovery in the comminution process.
With the belief that one of the best ways to promote sustainable development is to innovate new and better technologies and to change current ways of operating, the focus is always on the future at Molycop, taking the responsibility of providing for customers very seriously.
molycop.com
With a multidisciplinary approach, RJE Global has everything its customers need in mining and resources, both on a national and global level. Chief Operating Officer, Paul Moynihan, tells us more
Writer: Lucy Pilgrim | Project Manager: Eddie Clinton
Positioned as a cornerstone of the Australian engineering, procurement, and construction (EPC) mining sector, RJE Global (RJE) specialises in providing multidisciplinary engineering and construction services for complex projects across a multitude of industries.
“As an Australian privatelyowned and operated company, our organisation prides itself on being progressive and innovative, allowing us to excel in projects sometimes
located in remote outback and offshore areas,” opens Paul Moynihan, COO of RJE.
To deliver and exceed its customers’ needs, the company offers a comprehensive range of services and products, delivering turnkey design and construction solutions that encompass all aspects from initial ideation to full operational implementation. This also includes the start-up, commissioning, and ongoing maintenance of certain projects.
Typically, RJE is engaged in large
infrastructure operations; as a result, its workforce can fluctuate in response to ongoing project cycles. Currently, however, the company has 432 full-time equivalent employees, with the head office and primary manufacturing facility located in Adelaide, South Australia. Previously, RJE has been recognised at the state level with a manufacturing exporters award, showcasing its manufacturing flexibility and excellence.
The key to RJE’s success is firmly rooted in its core values that permeate
every aspect of its operations, spanning not only Australia but also overseas. Furthermore, the business’ main client base includes prominent global Tier 1 companies operating in the energy, renewables, defence and mining sectors. RJE’s success is further evidenced by the number of repeat clients it enjoys, which speaks to the positive experiences both the company and customers have had in each project.
“RJE offers a diverse range of services, excels in complex projects
across multiple industries, and maintains a strong base both in Australia and internationally,” Moynihan surmises.
Fundamentally, RJE’s client-focused, collaborative approach bolsters its reputation, as it prioritises presenting solutions that are in the best interests of the project and ensures an optimal technical outcome.
“While this approach may not always lead to upselling opportunities,
• Environmental management
• Efficiency and emissions reduction
• Water management
• Local engagement and social responsibility
• Welfare, health, safety, and environment (WHSE)
• Environment rehabilitation
• Responsible supply chain and modern slavery eradication
• Reporting and transparency
we firmly believe that it fosters longterm sustainable relationships with repeat business.
“We are committed to providing customers with solutions that are essential and avoid unnecessary addons,” Moynihan highlights.
The company’s other significant strength lies in its seamless vertical and horizontal integration throughout every stage of the project. Across the entire process, RJE has a comprehensive in-house team comprising engineers, designers, manufacturers, transportation experts, and on-site construction professionals.
Such a varied skillset is a rarity, particularly for medium-to-large construction projects. Therefore, by having all its initial functions in-house, the company has greater control over the entire process, subsequently
reducing the risks associated with third-party interfaces and potential delays.
As such, RJE’s end-to-end control extends from the conceptualisation phase to the final handover, allowing it to make quick and informed decisions with input from all relevant stakeholders. Such adaptability proves invaluable when faced with demanding timelines, unforeseen delays, and technical and commercial changes.
When looking at the Australian EPC mining industry as a whole, there is a conscientious effort towards social responsibility, rather than a simple pursuit of profits.
“With the global race to achieve net zero, the importance of minerals found abundantly in Australia cannot be overstated. Therefore, Australian mining companies, along with international firms operating here, are striving for sustainable and low carbon solutions to become stronger considerations in the investment decisions of new and existing projects,” Moynihan explains.
This shifting focus introduces a new aspect of scrutiny in the evaluation of EPC mining submissions, which focus on sustainability and indirect low carbon costs, presenting opportunities for both innovation and potential contract risks. Fortunately, however, RJE is well-positioned for any eventualities.
For example, its prefabricated glass-reinforced cement (GRC) clad switchrooms have a lower carbon footprint compared to traditional steel-clad alternatives. As a result, the firm is currently experiencing exciting new business prospects as major mineral exporters seek to decarbonise their supply chains.
“Despite this, EPC companies operating in this sector should understand that sustainability commitments made during the initial tender process are more than mere formalities,” Moynihan warns.
RJE’S MANAGEMENT PLANS TO HELP INCORPORATE SUSTAINABILITY:
ENGINEERED FOR:
• Severe Service in Oil and Gas Applications
• High Pressure and Temperature Media in Power Plants
• Erosive and Corrosive Service in Mining Services
• High Turndown in Contaminated CSG Fluids
• Noise Control in Gas Transmission
• Contaminated and Fibrous Pulp and Paper Plant Duties
• Precise Control Performance in Food Processing Plants
LOCALLY ENGINEERED AND SIZED IN AUSTRALIA LOCALLY ASSEMBLED AND TESTED IN AUSTRALIA LOCALLY SERVICED AND REPAIRED IN AUSTRALIA sales@powerflo.com.au 1300
“RJE OFFERS A DIVERSE RANGE OF SERVICES, EXCELS IN COMPLEX PROJECTS ACROSS MULTIPLE INDUSTRIES, AND MAINTAINS A STRONG BASE BOTH IN AUSTRALIA AND INTERNATIONALLY”
– PAUL MOYNIHAN, COO, RJE GLOBAL
We are proud to have supported RJE on this significant project for Manildra Group! Proud
“They must be fully committed to the transition and actively involve their customers in this journey. At RJE, we excel in establishing meaningful connections with our clients at all levels of the organisation, helping to meet and exceed their sustainability commitments.”
Alongside its environmental responsibilities, RJE actively engages and collaborates with local businesses in each community that it operates in, thanks to its extensive national presence.
When linked to its supply chain operations, the organisation works with local branches of multinational companies contributing to localised job creation, as well as smaller establishments that serve as the sole providers of goods, ranging from hardware or construction consumables to meals for employees. In return, RJE works hard to support these businesses wherever possible, aligning their growth with the success of its projects.
Evidently, RJE believes that partner and supplier relationships are extremely important to its success,
as they contribute to efficient operations, quality assurance, cost savings, innovation, risk management, and long-term growth.
“Our attitude towards our vendors and partners is that we can’t succeed unless they do. Short-term wins for RJE at the expense of our partners turn long-term relationships into short-term transactions,” Moynihan states.
In other sectors, the company is involved in building four wind farm projects across Australia, coupled with two large grid-connected Battery Energy Storage System
“THE EPC MINING INDUSTRY IN AUSTRALIA IS AN EXHILARATING ENVIRONMENT DRIVEN PARTLY BY THE PURSUIT OF SUSTAINABLE SOLUTIONS AND THE NEED FOR LOW-CARBON INNOVATIONS”
– PAUL MOYNIHAN, COO, RJE GLOBAL
(BESS) projects. RJE has many initiatives in the pipeline to strengthen the system and position itself at the forefront of the industry’s sustainable efforts, along with more traditional mining projects ongoing across South Australia and Mongolia.
The company also has much to look forward to in the thermal power sector having recently completed a number of aero-derivative gas turbine projects, with negotiations for additional projects underway. These are set to provide stability and security of supply to both networks and mine operators.
However, standing head and shoulders above these projects is the West Musgrave Hybrid Power Plant, which is currently under evaluation by the BHP/OZ Minerals team. The ambitious project is in collaboration with Zenith Energy, who RJE is supporting in its sustainable efforts and will be a large part of its
RJE was first established in 1996, specialising in electrical engineering and construction services catered to the mining and resources industry. Through its initial achievements, the company expanded into various sectors, including thermal power, manufacturing, and renewables, whilst maintaining a robust presence in the resources sector.
The organisation’s core values include a commitment to safety across all operations and sectors, whilst embracing an open, honest, and client-centric approach. Moreover, the company draws upon the expertise of its talented workforce to develop innovative and cost-effective solutions that prioritise the community and environment.
construction delivery team if selected.
“Once completed, the West Musgrave Hybrid Power Plant will be the largest islanded hybrid power plant globally, and with aspiring targets for renewable energy usage and penetration, it’s a truly worldleading project to potentially be involved in,” Moynihan proudly tells us.
Projects aside, RJE is also primarily focused on capacity building and acquisitions. In the current market, the ability to secure projects heavily relies on an organisation’s delivery capacity and less so on price.
Accordingly, to ensure the company is well prepared to benefit from the forecasted projects under discussion, RJE has undertaken a comprehensive review of its entire delivery process, from initial conception to design and commissioning.
“By making minor adjustments to our designs and emphasising modularity, we have observed significant efficiency gains in the field, leading to an overall increase in our organisational capacity,” Moynihan adds.
Moreover, RJE’s smarter engineering approach has uncovered latent efficiencies and capacity improvements, enabling the front-end
team to take on more bids with confidence in the ability to deliver.
“This strategic focus on enhancing capacity is vital to our success, as it allows us to pursue and execute a higher number of projects consecutively.”
Put simply, RJE’s key goal for the upcoming year is to continue to achieve the best possible outcomes for the company and its clients. Broken down, RJE’s short-term goal is to consistently execute its projects to the same high standards that its name has become synonymous with and to ensure it does so in a sustainable, efficient, and collaborative way.
“We don’t have specific growth targets, they’re more organic, however, we do have some growth constraints in particular sectors and one of our key aims over the next 12 months is to identify, mitigate or eliminate those constraints to ensure that we grow in a truly sustainable way,” closes Moynihan.
In 2022, the Marcos Government in the Philippines announced plans to greatly develop the country’s mining industry, as part of a nationwide initiative to grow the economy in the wake of the COVID-19 pandemic.
Subsequently, TVI Resource Development Philippines Inc. (TVIRD) is taking advantage of the current revitalisation, as the national mining sector is placed under a new spotlight.
As no stranger to great success, the company has been a trailblazer in the Philippines’ mining industry on numerous occasions. Namely, TVIRD was the first foreign invested Filipino entity to be licensed under the Mining Act of 1995. Similarly, it was the earliest company to reach production stage on its maiden project, conclude
Writer: Lucy Pilgrim | Project Manager: Eddie Clinton
operations, and commence final rehabilitation under the same law, as the Canatuan mine completed its initial gold and silver production in 2007 and subsequent copper and zinc processing operations in 2014.
Following the success of its initial undertaking, the company has evolved in leaps and bounds, bringing three mining projects to operations in a period of just 10 years. And so goes the origin story of TVIRD.
After the exploration and development in Canatuan, TVIRD diligently commenced its gold and silver operations in the Province of Zamboanga del Norte on the Philippine Island of Mindanao in
2004. Subsequently, copper and zinc processing were carried out on the same project four years later, which elevated TVIRD to become a leading mining entity.
Succeeding the conclusion of the Canatuan project in 2014, TVIRD initiated the Agata Nickel Laterite Project (Agata) on the Eastern side of Mindanao in the Province of Agusan del Norte, thus capping its first full decade of operations.
“This was the company’s first foray into nickel, which established TVIRD as a steady supplier of raw material for the world’s largest stainless steel producers,” opens TVIRD’s Chairman, Clifford M. James. “Agata has also contributed significantly to the Philippines’ leadership in raw
With an impressive repertoire of projects, TVI Resource Development Philippines Inc. puts the country’s mining sector on the map. Chairman, Clifford M. James, tells us more
nickel exports in the past decade,” he continues proudly.
These exports come in the form of nickel direct shipping ore (DSO), which are sourced from Agata in two varieties. The first is limonite, which holds a lower nickel content and approximately 46 to 49 percent iron. This is supplied as raw material to lowgrade nickel pig iron (NPI) factories and used as a blending material by carbon steel plants. Agata DSO also exists in the form of saprolite, which
contains 1.2-1.5 percent nickel and is supplied to medium-grade NPI factories. Consequently, mining for nickel contributes to the production of stainless steel as a highly sought after material.
The company’s fourth project oversaw two operations the Balabag Gold and Silver Mine, which currently produces doré bars that contain on average five percent gold and 95 percent silver. These are then exported to direct markets in the form of refineries, spanning Asia, Oceania, and Europe.
Moreover, TVIRD has recently shown its acquisitional strength, as the company obtained the Siana Gold Project (Siana) from Red 5 Limited in Australia. Although the project’s initial
BIRD’S EYE VIEW. TVIRD’s field office and processing plant sit at the crest of Balabag Hill, which provides a good vantage point for monitoring its mining operations and progressive rehabilitation as well as a proper slope for directing effluents to its tailings impoundment and storage facility down below.
At the heart of Siana is Its state of the art Outotec mill facility, which was commissioned at a capital cost of $54 million and can process 1.1 million tonnes of ore per year. This makes the gold mine a technology leader and presents the opportunity of becoming a regional processing hub in the future.
The Pan de Azucar (PdA) pyrite project in Iloilo, which was acquired some time ago, is being prepared for expanded exploration and will soon be a DSO operation, producing high-grade, clean pyrite DSO, and eventually concentrates.
Additionally, the Mabilo CopperGold Project in the Bicol Region, which was acquired early last year, will soon be another operating mine. It has a shallow, flat-lying high-grade oxide deposit that can be accessed through open pit mining at a relatively low cost. This part of the deposit has strong overall economics with a nominal start-up cost and a high internal rate of return. Consequently, the project can potentially supply the raw material for producing sulfuric acid which is needed in nickel processing for electric vehicle (EV) battery applications.
With this portfolio of mines and projects, TVIRD has set its course for the future towards growth and rapid expansion.
production of gold doré – following its soft launch earlier this year – is being sent to the Central Bank of the Philippines, it is targeted to hit commercial operations by early next year, whereby it will be exporting primarily to direct markets in the region.
The expansive project is expected to produce approximately 140,000 ounces (oz) of gold across its threeyear open pit stage. Subsequently, an even higher volume is expected for the succeeding nine-year underground stage.
The company eagerly anticipates Siana’s forthcoming commercial operations. “Siana will be a game-changer in the Surigao mining region. Its state of the art Outotec mill facility was commissioned at a capital cost of $54 million and can process 1.1 million tonnes of ore per year. This makes Siana a technology leader and presents the opportunity of becoming a processing hub in the future,” James tells us.
Siana’s six Carbon in Leach (CIL) tanks, estimated at five storeys high, facilitate the adsorption of gold onto activated carbon particles. Each tank has a capacity of 1,400 cubic metres and operates continuously alongside the company’s Outotec mill facility.
As Chairman, James firmly believes that “gold is never boring, to say the least.” This is most aptly demonstrated by the commissioning of the Balabag Gold mine in 2021, at the height of the COVID-19 pandemic when gold prices were on the lower side. This year, however, the company has experienced prices upward of $2,000 per troy oz, a great step away from the 2021 prices.
Evidently, TVIRD’s operations weather spikes and dips that inversely correlate to the movement of the US dollar and global market, but this is a challenge that the company has become an expert at managing.
“Over the years, TVIRD has learned to maintain the critical balance of running efficient operations on the ground whilst navigating the movements of major global commodities like gold,” affirms James.
To add to this, TVIRD consistently plans for the diversification of the metals it produces.
“Copper has always been a significant component in our growth story and will be for some time. Nickel, with its associated iron, has also been a major section of our growth. Thus, both copper and nickel have been good commodity balances for the gold and silver we have produced,” he comments.
TVIRD is additionally proud to say that its founding Canatuan site is five times ‘greener’ in terms of forest density than before it initiated the project. For example, more than 400,000 trees were planted during
its operations while another 140,000 cash crop plants are presently being planted as part of its final rehabilitation. Most significantly, due to TVIRD’s environmental initiative, the potential for carbon sequestration after rehabilitation will be nearly 10 times greater than pre-mining conditions.
“Environmental responsibility runs deep in the TVIRD Group. This level of commitment is underscored by the company’s progressive rehabilitation activities during the operation stage, which are aligned to the final rehabilitation plan, final land use, and livelihood programme for the communities in preparation for the end of mine life.”
This is highlighted by the three Presidential Mineral Industry Environment Awards presented to TVIRD’s Agata project, as well as an ASEAN Mineral Award, marking
Clifford M. James, Chairman: “We understand that TVIRD’s precious metals are commodities that will forever have trading value, but we are also cognizant of the fact that nickel and copper will continue to be vital to the world’s energy transition.
“As the Agata nickel/iron mine is nearing completion, TVIRD is exploring other nickel prospects in order to play an active role in the global shift to EVs. It is also set to develop its copper asset, hopefully in time for the pending boom for this commodity.
“The world is currently in a copper shortage, despite the strong production of countries like Chile and Peru. There are a number of Philippine projects poised to mine and develop copper plants in the near future and TVIRD will definitely be a part of this.
“We are likewise excited about the forthcoming operations of our Pan de Azucar pyrite project and its potential for EV battery applications.”
the company’s first international recognition.
Over the years, TVIRD has provided invaluable support to the communities in which its mines are
Gold dore bars from TVIRD’s Siana mine contain over 10 times more gold that of its Balabag counterpart. On a good run, Siana’s dore may reach upward of 60 percent gold. As Siana is currently gearing-up for commercial operations in 2024, it is also selling its initial production of gold dore to the Philippine Central Bank.situated. In the case of Canatuan, TVIRD is honoured to have supported 10 schools with a capacity of 4,000 students at the height of the mine’s operation. Similarly, the company maintained a road network of 140 kilometres (km) that linked together many nearby municipalities with the rest of the Zamboanga Peninsula, efficiently mobilising people and much-needed goods.
Visitors in Canatuan are always in awe of the company’s tailings storage and impoundment facility. At 34 hectares wide and 120 metres deep, the TSF – which was used during the company’s copper and zinc mining operations – is a structural beauty in itself. Surrounded by lush and cool Mt. Canatuan, it looks like a lake with clear water, and the presence of the Philippine Wild Ducks makes the man-made lake even more interesting.
A panoramic view of the main copper-zinc mine pit in TVIRD’s Canatuan Project at the start of its final rehabilitation. Canatuan will be the first mine to conclude its final rehabilitation under the Philippine Mining Law, leaving the area five times “greener” in terms of forest density –compared to before TVIRD operated in the area.
“You could say that we have been like a surrogate government agency that helps augment social services and infrastructure for the local communities,” James explains.
The Agata project likewise has a strong influence on local community programmes, most notably the Community Royalty Development Plan – a common roadmap for progress that it shares with the Indigenous Mamanwa Tribe. Its main rehabilitation focus is geared toward transforming the mine into an ecotourism and agroforestry hub for future generations.
“We provide a sustainable livelihood for the communities that will effectively transition the local economy from mining back to agriculture,” he states.
Responsive education is one of TVIRD’s main pillars of development that is directly aligned with the UN’s Millennium Development Goals. In the case of Canatuan, TVIRD supported 10 schools with close to 4,000 students at the height of its operations.
TVIRD operated a lying-in clinic in Canatuan that served communities in the immediate area. On a yearly basis, the clinic would receive 14,000 consultations and admissions, most notably from its indigenous hosts, the Subanon Tribe.
TVIRD’s Agata Nickel Laterite Project is now in its ninth year of operations and has exported 380 shipments to the company’s direct markets in Asia to date. Each shipment consists of an average of 53,000 tonnes of cargo that are supplied to the world’s largest nickel pig iron and stainless steel plants.
FINDING SANCTUARY. Philippine ducks (Anas Luzonica), though not classified as “endangered”, are a vulnerable indigenous species that found sanctuary in TVIRD’s tailings dam. At its peak, close to 20 percent of the total population of these waterbirds may have been in Canatuan.
TVIRD has much to look forward to as it forecasts substantial growth in the upcoming year. Whilst the highly successful Agata mine is on its final leg, its nickel operations remain as active as ever. Moreover, its two operating gold mines in Zambaonga and Surigao are quickly progressing and gearing-up for higher production rates. This rests on a consistent undercurrent of further exploration potential in the immediate periphery
of both the Balabag and Siana mine sites.
There will also be greater advancements in the Pan de Acuzar and Mabilo copper-gold projects, as its pyrite asset will be essential to the world of steel and nickel-metal hybrid (Ni) battery value chains while copper will be essential to the global energy transition.
Ultimately, through its vast multitude of projects, TVIRD is going above and beyond in becoming an
Agata’s Community Royalty Development Plan is the company’s common roadmap for progress that it shares with its host indigenous Mamanwa Tribe. Its final rehabilitation is also geared towards transforming the mine into an Ecotourism and Agroforestry hub for the future, thus providing a sustainable livelihood for the communities that will effectively transition the local economy from mining back to agriculture.
Agata’s ridge to reef approach harmonises the interconnectivity of its entire ecosystem. From upland reforestation and rehabilitation, to safeguarding its adopted marine sanctuary on the shores of Tubay, the company takes pride in the community’s sense ownership in maintaining a sustainable natural environment. The communities have always been its first line of defense.
industry leader for Philippine mining, as its tenacity for acquisition and production growth is unmatched by competitors in the sector.
Merging expertise, efficiency, technology and sustainability, Fenner Conveyors stands above the competition as the market-leading provider of mining conveyor systems. We speak to executive members of the company to find out more
Writer: Ed Budds | Project Manager: Eddie Clinton
Mining is a key industry that keeps our modern world moving. Unearthing the planet’s myriad of minerals and ores is key to the production of cars, the construction of buildings, and the continuation of life as we know it.
Australia is home to a monumental mining sector. Within it, there operate companies that facilitate mining activities to help businesses achieve the best results in the field. Fenner Conveyors (Fenner), a Michelin Group Company, is a notable player in the sector, and the leading manufacturer of conveyor systems for mining and industrial applications, a critical aspect of heavy-duty operations bringing to
the market engineered conveyor products, surrounding services and support to the Australian mining space.
“The mining industry is very exciting in terms of delivering minerals to fuel the growth of sectors as a fundamental resource,” introduces Tony Pace, CCO of Engineering at Fenner.
The mining space is exciting for Australia as a country that provides a significant proportion of the world’s iron, coal, gold, and emerging minerals such as lithium (crucial for the development of batteries), and is therefore an equally integral part of the overall global economy.
According to Pace, the importance of these minerals cannot be
understated. For example, a substantial percentage of Australian coal is used for manufacturing steel, which in turn is a key material for producing electric vehicles (EVs) and wind turbines globally.
Traditionally, Fenner is synonymous with conveyor belts, but this is changing. Following its multiple acquisitions over the years, Fenner has succeeded in establishing itself as a complete offering for anything in the industry, from conveyor field services to the design, manufacturing and monitoring of conveyor systems, the latter of which is carried out through digital technologies supported by its maintenance and field service teams.
Fenner’s breadth of capability far exceeds its traditional conveyor belting products. The company has engineered conveyor components and systems, established methodologies for conveyor installations and change-out equipment, and uses the information it gains from conveyor monitoring to develop new products and compounds that are engineered for belting. Fenner utilises its many brands to bring its clients the best conveyor solutions, a delivery unique to the company.
As it stands today, every part of a conveyor can be engineered, manufactured, and installed by Fenner. In order to do so, engineering capabilities are absolutely critical. Fenner has been growing its engineering capabilities over the years through its in-house conveyor belt engineers. Furthermore, part of Fenner’s service offering includes engineered methodologies for belt installation and change outs, delivered through Victoria-based company, Belle Banne Conveyors,
acquired in 2010.
The acquisition of Australian Conveyor Engineering (ACE) in 2012 was a key part of this new direction of the business. ACE provides Fenner with the ability to design conveyor systems, pulleys, and everything else that is part of the process, including all electrical system components such as the starters and drive motors.
Last year, Fenner made the acquisition of Conveyor Products & Solutions Pty Ltd (CPS) which operates as the company’s primary roller manufacturer based in Western Australia. This development was the last piece of the puzzle to form where Fenner currently stands in 2023. Today, a customer can request that Fenner designs and engineers a system, a modification, or supplies conveyor products, as well as maintains such systems, which is all part of the company’s key strategy.
“The engineering element is critical to this; we are the only original equipment manufacturer (OEM) in the industry that can actually deliver a complete conveyor.
It is a real point of differentiation for us in the conveyor field,” notes Trevor Svenson, Executive General Manager.
“We also want to help our customers to reduce their operating costs. We have the expertise in belting, maintenance, modelling material and many other aspects to influence the operation of assets, meaning that we can make customers’ systems more efficient while providing all kinds of products and components that make them more durable as well.
“Nobody else in the industry globally can offer what we can; if clients wish to get these results elsewhere, they will have to work with multiple companies, whereas Fenner is the one place you can actually do and have it all,” he adds.
One of Fenner’s strengths in the market is that of being a local supplier to Australian mining players. According to Pace, the past decade in the country has seen a real shift away from sourcing products and services from cheaper, international suppliers to securing a localised supply chain and supporting local businesses in the process.
Reduced price often compromises longevity. Instead of focusing on bottom-line pricing, mining companies are recognising the value of high-quality and full-service partners who can offer above and
Starting from our uniform tensioning of the steel cords through to the excellent thickness tolerances and pressure distribution from our multi-cylinder press design you are assured of the highest quality in conveyor belt production.
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beyond the simple hardware, and reliably provide products, services and support to systems to further secure the continued success of mining operations.
Fenner picked up on this shifting sector focus, and has since made the strategic decision to invest in its local operations in Perth, Australia, standing out with a unique market offer to be a reliable and superior quality provider of belts, components and much more. This is a true differentiator for Fenner and one that gives the company an edge over its competition in the market.
“10 years ago, we built a factory in Perth during a time when many
Trevor Svenson, Executive General Manager: “I’ve been with the company for 10 years, having joined in 2013 in the role of General Manager of Sales and Marketing.
“When I first joined Fenner, the company was making a number of acquisitions in the engineering space. Around a decade ago, Fenner was very much a beltcentric company; while that has remained a large part of the business, Fenner recognised the market was moving into other areas. The directors realised that strategically the company had to pivot, and a part of this was a vision towards engineered conveyor solutions – the means and ability to build full conveyors from head end to tail, providing everything that customers need and supporting them after completion of the system.”
people were looking overseas for production, and it was a major investment in the area,” Pace explains. “We added two production lines over the course of a few years, with a third production line having been commissioned late last year, so now we can manufacture very high-quality conveyor belts and all the parts locally in Australia for local customers.”
This convenience, quality and reliability is further bolstered by Fenner’s exceptional coverage of all customer needs via its field services and support, an integral part of the company’s offer to the market.
“We are quite unique as we can design the conveyor system, manufacture the hardware, metalwork, and belt. Then, we can install the conveyor system and belt, and once it’s all up and running, we maintain the whole thing for the customer,” Pace continues. “We offer the full-service package in terms of total cost of ownership around a conveyor system.”
Fenner’s undertaking of Anglo American Plc’s (Anglo American) Aquila project is an example of the company’s ability to deliver such services. In 2020, Fenner was selected to design, supply and install a 2.6 kilometre (km) overland conveyor located in the Bowen Basin Coalfield, alongside four drives, a transformer, loop take-up, elevated gantry sections, overland structure, and belting. The conveyor is a crucial piece of infrastructure for the coal mine, not only as a means of extraction but also to ensure the streamlining of the
entire operation.
“We have over 1,000 people in the business and almost 75 percent of our employees are typically in on-site operations doing service work on conveyors and maintaining engineering, and they do a fantastic job across our many projects in the field,” Svenson says.
“Overland conveyors are a large market for the company, and we have a lot going on in the Queensland coal industry. A couple of years ago, we secured a contract to build an overland conveyor for Anglo American, and we delivered that as a turnkey project.”
Fenner’s role on this operation consisted of designing, manufacturing, installing and commissioning the conveyor that the company continues to maintain to this day. For Svenson and the team, this was the first substantial project to bring together the collective capabilities incorporated from Fenner’s multiple acquisitions. This is where the industry expertise, tools and know-how from engineering functions, showcased Fenner’s ability to answer industry demands in a diverse mining space.
More recently, Fenner secured a five-year contract with a major iron ore-producing customer based in Western Australia, which itself is an area seeing a great deal of growth in the mining sector.
“There are both well-established and emerging iron ore producers tapping into our natural resources,”
“NOBODY ELSE IN THE INDUSTRY GLOBALLY CAN OFFER WHAT WE CAN... AT FENNER WE DO IT ALL AND YOU CAN HAVE IT ALL”
– TREVOR SVENSON, EXECUTIVE GENERAL MANAGER, FENNER CONVEYORS
Svenson tells us. “For us at Fenner, this is an area that we are keen to support; our largest conveyor belt manufacturing plant – and the largest press-line in the world – is well-placed in the Western Australia region with 300km of belting coming out of the production facility each year.”
By nature of the industry, continuing iron ore operations sees mining activities take place
Tony Pace, CCO of Engineering: “We are the only conveyor company in the country with a registered training organisation, and we actually set up this school to attract, train and develop our people with the right skills to carry out conveyor belt splicing. Since then, this has expanded to cover both splicing and mechanical technician pathways. There weren’t enough people in Australia in this field of work, and we realised that the best way forward was to grow the company around our people.
“By setting up a registered training organisation with an accredited training scheme, we are providing vocational opportunities to young people who have left education, as well as continuing to grow the Fenner team and deliver a one-stop shop, end-to-end service solution to our customers.
“We have really invested in keeping that supervised training in-house so that we can deliver superior services at all levels of the business while benefitting those who seek such training and opportunities.”
ever further away from the initial processing plants. At this point, operators have two choices: they can either build another processing plant at the new pit, or they can convey the ore to the original processing plant. For many, the latter is the most costeffective way to do it.
“The issue comes with distance, and consequently, energy usage,” Pace continues. “A conveyor that transports ore 20km to a processing plant requires a vast amount of power and so many mining companies are recognising this, shifting to a more environmentally conscious approach and reducing their carbon emissions.”
This is another advantage that Fenner has when it comes to its offering; an ability to supply customers with conveyor products which promote energy efficiency and lower overall carbon output. The company’s conveyor rollers include a range that is very efficient when it comes to reducing the amount of energy consumed during conveyor operations – known as CPS’s Yeloroll-HD. On top of this, Fenner can also provide conveyor belts with low rolling resistance through its PowerSaver compound, which means smoother and more energy-efficient flow over the idlers. Combine these two, and you have a sustainabilitycentric offer, making Fenner the market-leading choice when it comes to environmentally focused conveyor systems.
Having proven its capabilities in this area, Fenner believes that it is the company to deliver sustainable conveyor benefits to clients operating in the mining space in Australia, and will continue to develop its offering in this space.
Owned by Michelin Group, Fenner echoes the company’s three pillars of sustainable growth: people, to commit to the safety, development and inclusion of its employees;
“WE OFFER THE FULL-SERVICE PACKAGE IN TERMS OF TOTAL COST OF OWNERSHIP AROUND A CONVEYOR SYSTEM”
– TONY PACE, CCO OF ENGINEERING, FENNER CONVEYORS
profit, to deliver financial value and innovation in its conveyor products, services and solutions; and planet, to make a positive impact on the environment and the globe by using recycled materials, lowering carbon emissions and more.
“Above everything, our team’s safety in the field is incredibly important to us,” Pace adds.
“By being part of Michelin Group, we also have access to a vast R&D department consisting of thousands of personnel working on product development as well as new and improved components and systems
to deliver value to clients. On top of this, Michelin’s renowned rubber expertise in tyres is applied to Fenner’s conveyor belts, making them the superior option on the market, and helping develop safer products, methods, and systems for those who install, operate, and maintain them.”
Fenner’s R&D encompasses critical technological developments that are key to the company’s systems service and support for its customers. Digitalisation and conveyor monitoring are a large part of this and are paramount to the streamlining and cost-effectiveness of conveyor
systems.
“We have invested heavily in technology as an organisation over the past few years, including conveyor monitoring,” Svenson elaborates. “For example, there has been high customer demand for real-time monitoring to keep track of the rate of wear for a conveyor belt.
“Another prime example is the rate of roller wear; a conveyor system that is 24km long will make use of tens of thousands of rollers. Monitoring the performance and wear of these rollers is critical to the continued function and safety of the system, as
well as – especially the case for worn rollers – saving costs by reducing belt damage.”
This technology focus ties into Fenner’s nature as an innovative company, collaborating with partners to maximise the advantages of monitoring systems while supplying belts that utilise Michelin Group’s advanced polymer technology for efficiency and durability. This focus on monitoring and increasing the service life of conveyor systems further adds to the company’s sustainability-centred mission.
Fenner benchmarks its manufacturing emissions via an independent organisation, through which targets are set to be achieved in line with those of Michelin Group. Innovating with products when it comes to reducing environmental impact is a well-established aspect of the company.
“Fenner’s ability to deliver is a unique point of difference in the industry,” Svenson says. “On top of this, carbon emission reduction is a real focus for us. 10 years ago, we didn’t envisage that a combination of these acquisitions would put us in a really good position to contribute to utilising sustainable materials when making products, and on top of this, reduce overall carbon emissions.”
This sustainability-centric focus is exemplified by Fenner’s collaborative iron ore project with global mining giant Rio Tinto and subsidiary, CPS. This ongoing project will involve an overland conveyor for a new enterprise called Western Range. Fenner utilises its belt manufacturing capabilities merged with CPS’ rollers which are less resistant and more economical when it comes to energy usage, leading to less carbon emissions released into the atmosphere as a result.
“These rollers and beltings are partially made from sustainable materials, either natural rubber or recycled,” Svenson details. “As part of Michelin Group, there is a strong focus on these sustainability targets and metrics, looking towards 2030, 2050 and beyond. That’s where we stand out in the industry with our key mining clients, as they want to work with us to actually make an impact in that space.
“We intend to continue bettering the mining industry in Australia by offering a higher quality full design, installation and manufacturing
services, supported and maintained by our expert teams while utilising the latest in digitalisation and monitoring tools for a more efficient and sustainable future of mining conveyors.”
Tel: 1800 FENNER
sales@fenner.com.au
www.fenner.com.au
Revesby Solid Woven belting Belle Banne Conveyors belt installation servicesSwick Mining Services’ pioneering rig designs deliver improvements in productivity, safety and value. With a reputation for innovation, we speak to Business Development Manager, Robert Burnett, about the company’s latest drill rigs
Writer: Jack Salter | Project Manager: Eddie Clinton
Western Australia (WA) is the epicentre of mining Down Under and a major player in the international industry.
Hosting a huge amount of high-grade resources and some of Australia’s largest mines, WA is ranked as the top region in the world for mining investment by the Fraser Institute, with new mineral exploration constantly ongoing.
Though the impact of the COVID-19 pandemic on the mining sector was uncertain for a few years, it has been able to bounce back and continue operating as an essential industry.
WA’s mining sector directly employs an estimated 144,000 people across the state and country, including Robert Burnett, Business Development Manager at Swick Mining Services (Swick).
“Living in WA, there are many opportunities within mining, so it was always going to be a part of my future,” he opens.
Burnett has more than 20 years of experience in the industry, having first worked in surface drilling at Drillcorp Western Deephole for 12 months before moving into underground diamond drilling with Barminco.
“During my four years at Barminco I was able to experience multiple underground operations, drilling in adverse and numerous different ground conditions across the state of WA. I joined Swick in 2006, and since then I have not looked back.”
Swick is one of four specialised brands within the DDH1 Limited Group, Australia’s premier mineral drilling contractor, along with DDH1 Drilling, Ranger Drilling, and Strike Drilling.
The Swick footprint extends worldwide, with company operations strategically located in Australia, North America and Europe.
“Swick is a global business operating across three continents with a workforce of over 780 employees. As we span multiple continents, our operations require safety and training manuals in English, Spanish and Portuguese,” elaborates Burnett.
Drawing on more than 30 years of contracting experience, Surface to Surface Inc. (StS) offers innovative, dependable and efficient mixing systems that save time and money.
The MAC-1200, our world-renowned multi-tank, single pump, mixing and cleaning unit, has a fourpoint shearing system that can create 300 gallons of sheared and hydrated polymer and/or bentonite drilling fluid in approximately five minutes. StS is continually innovating, altering and developing new mixing machinery. What we do helps our customers to save time, reduce costs, and make their jobs run smoother. The StS experience is unbeatable; once a contractor uses an StS mixer, it always becomes their preferred mixer!
We listen carefully to every contractor customer, including Swick Mining Services (Swick), so that we can develop new and innovative ways to provide better, faster, and more efficient mixing systems. We work with contractors to find out exactly what they need to make them better performing mixers. We have found a more efficient way to mix bentonite faster for the horizontal directional drilling industry, and we are one of few manufacturers that devotes a considerable amount of time towards the mixing system itself.
StS has developed an innovative “four-point shearing system” which can mix up to 750 gallons of bentonite drill fluid in less than 10 minutes. This proprietary system solves the problem of fast mixing of sheared polymer and/or bentonite slurry, ensuring that the contractor can mix one batch at the start of the day, and it will stay fully mixed, and ready for use, until drained.
We have established more efficient ways to mix and recycle drill fluids for the diamond core drilling industry, which Swick operates in, to solidify drill fluid waste from HDD sites along with vacuum truck liquid waste.
Our FL-243 Solidification System converts highly variable vacuum truck liquid waste and construction site liquid waste into solids. It was designed to efficiently mix a high slump material with a minimal amount of dry product, to create a by-product that has a low slump discharge and can be handled as a solid material. Depending on the dry product used, characteristics of the solid by-product may lend to a secondary use or ease of disposal.
The FL-243 unit operates on a continuous process rather than a batch type process, which allows for larger output. It was designed for ease of setup/teardown and can be operated by a single competent operator.
This system uses a high shearing flail system to mix our FLAILBOND® solidification powder to solidify the liquid slurry. This helps our customers with their work in infrastructure and infrastructure upgrades, by making their job simpler, faster, easier and less expensive.
StS mixing systems also enable customers such as Swick to work in ways that are more environmentally responsible. For example, StS’ Mixers and Cleaners (MACs) enable the recycling and multiple re-use of spent diamond drilling fluids by removing the small particle cuttings.
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HyDRO-CyCLONES INTERNAL TANK NOzzLES ONE OF SEVERAL SWICK MAC-1200S IN USEAs one of the largest globally recognised mineral drilling contractors, Swick specialises in underground diamond coring, with capabilities ranging from small projects to large mining operations that require multi-rig drilling services. The company has designed and manufactured its own state of the art
rigs in-house since inception in June 2004 and now also sells them to third parties via the Swick Engineering division, which was newly created in 2021 and already boasts a strong reputation for pioneering innovative rig designs.
“Swick Engineering can assist your preferred service providers with the safety features, productivity benefits and unmatched versatility of Swick’s mobile drilling rigs,” Burnett tells us.
Mobile rigs are a revolutionary equipment layout that provide the ultimate flexibility and a major reduction in non-productive time,
contractors and now recognised as a
“Being an original equipment manufacturer (OEM) that manufactures and operates its own rigs has played a major part in Swick’s reputation of having an innovative culture and gives our clients the comfort of knowing our rigs and engineering controls are not off-theshelf solutions.”
Through Swick’s market reputation, the business continues to flourish and increase its volume of operating rigs. Indeed, a strategic approach to tender activity throughout FY23 has resulted in contract awards and additional rig growth.
“In 2023, we have had new and existing clients increase their operating demand by further obtaining our services. It’s fantastic to be part of a team that can mobilise new opportunities, which we see arriving daily, in a safe and quick fashion,” says Burnett.
“The business is always looking for the right opportunity to grow and expand. Each opportunity has its risks; understanding the region’s complex labour laws and specific country-based restrictions need to be evaluated before capital expansion.”
Having built mobile underground diamond drill rigs for its own operators since 2004, Swick’s Gen II mobile drill rig is now available to the open market.
The Swick Gen II rig utilises a small single boom carrier to host a powerful drilling system, thus embodying the successful Swick formula of the highest possible power in the smallest possible package, which is a major benefit of underground operations.
A one-stop shop for all grade control, reserve definition and exploration drilling needs, the Gen II mobile is capable of successfully completing a wide range of hole sizes and depths of up to 1,500 metres (m).
“In 2019, Swick discussed separating grade control drilling and
“WE PRIDE OURSELVES ON STRONG CAREER PATHWAYS, INCLUDING STRUCTURED TRAINING PROGRAMMES AND PROMOTIONAL OPPORTUNITIES, WITH AN ENTRY-LEVEL RECRUITMENT FOCUS”
– ROBERT BURNETT, BUSINESS DEVELOPMENT MANAGER, SWICK MINING SERVICES
Swick’s values and expected behaviours guide the way it works with clients, business partners, communities and each other. These values are embraced by Swick’s employees, who share in the company’s vision. The company has become the trusted contractor of choice for some of the world’s most established and respected mining firms.
VISION:
Providing the most innovative drilling solutions to clients, built on innovation, safety and productivity to reach client targets on time, every time.
VALUES:
Work safely – Swick thinks and acts safely with a commitment to achieving zero harm at all times, across all aspects of its operations.
Work as a team – Teamwork is integral to the culture at Swick, whose workforce comes together as one with a can-do attitude. Ethical and professional – Swick holds itself to the highest of standards with absolute integrity and respect. Solutions focused – Thinking like the client to deliver strategic results with high quality outputs.
With locations in both Brisbane and Perth, Tidal Fluid Power manufactures and supplies high performing, competitively priced hydraulic components to OEMs, hydraulic repairers, and resellers throughout Australia. Tidal Fluid Power also offers repair, rebuild, or technical fault-finding services to many industries, including but not limited to; drilling, transportation, agriculture, manufacturing, mining, sugarcane and waste services.
exploration drilling to offer the correct cost-effective solution for our clients’ needs. Our Swick Gen II mobile drill rigs are a world leader for standard scopes of work with 112 kilowatts (kW) of total power,” informs Burnett.
The business realised, however, that productivity decreased with the Swick Gen II rig after 800 – 1,000m. With this in mind, and to give clients the best return on investment, Swick decided to construct a high capacity, high torque mobile drill rig introduced to the market by the DeepEX division, to cater for deep exploration, difficult drilling conditions and infrastructure drilling.
DeepEX has since developed a reputation for de-risking difficult scopes and reaching deep target depths, with extremely powerful and specialised equipment that has drilling torque five times the industry standard and 15 times when the rotation unit is in low range, ensuring drillers can manage issues, set and recover casing pipe and complete the deepest and most complex holes ever drilled underground.
Exploration holes up to 2,390m in depth have been drilled by DeepEX without losing a single drill string in the ground, the sort of reliability that is extremely valuable to clients.
Naturally, Swick is very proud of the
DeepEX rigs it has developed to work with all types of challenging ground conditions, enabling the company to meet its clients’ needs.
“Our DeepEX division’s underground mobile drill rigs are capable of drilling in excess of 2,000m, with the deepest hole to date reaching 2,390m,” Burnett reveals.
“DeepEX rigs are fitted with high torque heads, heavy duty feed cylinders, and 132 kW of installed power, showcasing deephole and high torque capability over our standard Gen II drills when drilling at depths greater than 800m.”
The Gen II and DeepEX’s specialist high-torque, high-capacity mobile drilling rigs represent the very pinnacle of underground rig technology, delivering unparalleled performance and productivity outputs.
It reflects the spirit and culture of innovative thinking that Swick demonstrates in the pursuit of excellence, driven by an internal R&D team that is always striving to provide the safest, most cost-effective solutions to clients.
Swick’s latest R&D project is the Gen3 E-Rig, which has the capacity to reduce power consumption by around
Safety is the number one priority of Swick, who strives to be the principal provider of drilling services to customers that share its commitment to maintaining best practice safety standards, quality and excellence.
Across all operations, safety is a core value that cannot be compromised. This commitment to safety is shown by all individuals at all levels through their involvement, actions, attitude, consistency and energy.
Swick is achieving an injury-free workplace through a planned, systematic and measurable approach to safety, injury prevention and hazard management, striving for continuous improvement at all levels of its operations.
50 percent per metre drilled, resulting in a lower carbon footprint.
This underground diamond drilling rig removes all diesel power as well as a large portion of the Swick Gen II rig’s hydraulic parts. The Gen3 E-Rig also has a large battery capacity and utilises the latest in DC electric motor technology.
Comprehensive field testing and analysis of the Gen3 E-Rig were undertaken during FY22, with design upgrades to be completed before commencing operations in FY24.
“Swick has identified the need to improve efficiency, particularly in underground mining, to reduce the amount of carbon generated. Reducing the ventilation requirements and heat generation in underground mines by not using diesel engines is a huge opportunity and the Swick Gen3 drill rig will be a first mover,” Burnett explains.
“The design of the Gen3 eliminates many hydraulic systems and will greatly improve efficiency of the electrical power source, which can reduce the kilowatt hours (kWh) per metre drilled by 50 percent. The new electric rig will provide a solution to support clients’ sustainability goals whilst being a very productive and high capacity machine as well.”
The Gen3 E-Rig ties into Swick’s understanding of the importance to protect the environment around us, and recognition that responsible mining practices are fundamental to the company’s long-term success.
Swick is committed to the best environmental practices that minimise the potential impact of drilling on the environment through its environmental management policy.
Strict due diligence is carried out across the company’s operational activities to identify, measure and monitor its environmental footprint. In doing so, Swick has set out a number of principles to ensure continuous sustainable improvements in its operations.
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Equally encouraged to develop a sense of responsibility for the protection of the environment are Swick’s employees.
The company recognises that its success is driven by talent and dedication, the latter of which is reciprocated by Swick to help expand employees’ professional horizons through stimulating career opportunities, job security and lifestyle choices.
Operating numerous sites around Australia and overseas gives staff the opportunity to work in different locations, and Swick is committed to promoting from within as well as providing ongoing training, support, and the chance to complete nationally recognised certificates.
“Swick is a company that focuses on its people. We pride ourselves on
strong career pathways, including structured training programmes and promotional opportunities, with an entry-level recruitment focus.
“From there, our roles are predominantly filled by promotions, up to and often including leadership,” says Burnett, who himself has been fortunate to have conducted many roles since coming onboard at Swick, including Supervisor, Production Specialist, Area Manager, up to his current role as Business Development Manager.
“Our drill crews are also enrolled in Certificates of Drilling (II, III and IV), and our maintenance crews are often upskilled in other trades,” he adds.
Swick’s progressive global training programme arms crew members with the practical understanding and basic experience required to succeed on one of its drill sites, helping to unleash their potential from day one with
intensive job-specific training to guide them through each critical aspect of their job.
A state of the art, purpose-built training facility, meanwhile, incorporates the latest innovations through hands-on practical training, designed to stimulate realistic conditions faced when working on a rig.
This allows new starters to begin their training in a safe, controlled environment and provides them with a level of confidence and competence to ensure they can safely carry out field work.
Just like a usual shift on site, each training day lasts for 12 hours, during which time trainees learn the skills required to become an Offsider.
These skills include setting up a drill site, correct rod handling techniques and use of hand tools, tube emptying techniques, conducting basic
“BEING AN OEM GIVES OUR CLIENTS THE COMFORT OF KNOWING OUR RIGS AND ENGINEERING CONTROLS ARE NOT OFF-THE-SHELF SOLUTIONS”
– ROBERT BURNETT, BUSINESS DEVELOPMENT MANAGER, SWICK MINING SERVICES
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servicing and pre-starts, carrying out workplace inspections, and hazard reporting.
“Our underground training facility in Perth provides the initial training ground for our new Offsiders, equipping them with all the knowledge they need before they fly to the site,” Burnett shares.
Once new crew members successfully complete their initial training, they are sent to the drill site to continue their introduction to the industry via site-based programmes.
“Ongoing, on-the-job training is provided by our dedicated training team who travel to our sites, ensuring continuous improvement and support for operations.”
In recent years, Swick has increased its focus on diversity and inclusion
(D&I), especially within recruitment, recognising the benefits of D&I including a broader pool of highquality employees, improving staff retention, accessing different perspectives, and benefitting from all available talent.
“We now have several female employees as part of our operations team on site, as well as a very
culturally diverse workforce,” notes Burnett.
Swick is likewise committed to employing a localised workforce and dedicated to giving back to the local communities in which it operates.
The key areas that the company focuses on to foster positive community relationships are environmental sustainability,
indigenous engagement and support, health and safety in mining, mental health, and sport and recreation.
This is embodied through support for a wide range of community initiatives to create positive change and make a difference.
Swick is incredibly passionate about the community partnerships it supports every year, playing an active role in providing financial assistance and grants to local businesses, clubs, charities, non-profit organisations (NPOs) and events that enrich the wider community.
“We are especially proud of our partnership with Murlpirrmarra Connection, an NPO that exists to provide young Aboriginals in remote communities of Wiluna, Leonora and surrounding regions of WA with educational, sporting, health and wellbeing opportunities,” emphasises Burnett.
“Swick also actively participates in the annual HBF Run for a Reason, the
MACA Cancer 200 Ride for Research, and Operation Sunshine, where we help and support children in difficult living conditions.”
This commitment to the community reflects the journey of continuous improvement that Swick has embarked on, with the aim of being recognised as an industry leader in corporate responsibility.
“We aim to maintain high standards of corporate governance and ethics, and to conduct our business openly and honestly,” Burnett affirms.
The company actively strives to implement ethical, socially responsible supply chain practices and anti-bribery, corruption, and modern slavery practices by working closely with its suppliers and contractors.
It is expected that suppliers and contractors who agree to work with Swick will meet or exceed the requirements set out in its supply
chain code of conduct and human rights policy.
Supplier and contractor relationships are therefore considered and strategically sourced by Swick, with a view to maximising ongoing collaboration, innovation, value and success.
Working only with well-established, trusted and reputable suppliers in the industry, Swick continues to provide quality services that are valued and sought after by clients.
“Our focus is to ensure we maintain a high level of service by creating highly productive, safe and reputable drill crews,” concludes Burnett.
“We manage today while creating tomorrow!”
Vitrinite is focused on utilising an untapped tool in its open cut mines. We speak to Michael Callan, COO of the company, about the latest developments across the Vulcan Mine Complex Writer:
Jack Salter | Project Manager: Eddie Clinton
The industry has gone through quite a tumultuous past year - it has been a bit of a wild time. We had coal prices going into the 600s during the middle of 2022, which is both incredible and
source responsible for around 36 percent of the world’s electricity. Metallurgical coal, more commonly known as coking coal, is used to produce coke, an essential fuel for many modern industries such as steel production. It therefore comes down to coal mining companies to fuel this
In Australia, the mining sector is one deeply embedded in the country’s past, and coal is no exception. Yet despite its historical roots, there are new companies making their mark in an old industry,
Vitrinite is one of these active and innovative companies, privately owned and holding an extensive strategic coking coal tenement portfolio within Queensland’s world-class Bowen Basin. At present, Vitrinite is primarily focusing on the well-known Vulcan Mine Complex (Vulcan). The company’s assets are situated in close proximity to operating mines, infrastructure and proven economic resources. Vitrinite is undertaking extensive exploration efforts within its holdings, identifying new deposits of premium coals in the basin.
Vitrinite is a young, progressive company insisting on excellence in every aspect of its work, and takes immense pride in the coal industry and the Australian resources sector. Vitrinite ensures stewardship of the lands and developing mineral deposits, aiming to achieve outsized returns for its shareholders and stakeholders.
From its humble beginnings to the present day, being partnered with some of the world’s most renowned and industry leading brands of mobile and fixed crushers and screens, Screenmasters (SMA) continues to grow. SMA is continually increasing its stock of machines and spare parts over four sites located throughout NSW, QLD and Victoria.
With new machines recently added to our impressive 66-unit hire fleet, the SMA team, with over 140 years’ combined experience in the crushing and screening industry, provides sales and hire, first-class technical and aftersales support, spare and wear parts back up and operator training. SMA is all too aware that downtime is lost time that hits our customers’ bottom line. We always do our utmost to dispatch units, parts and technical support in a timely manner ensuring minimum lost and downtime. Whilst this has proven problematic with the recent COVID-19 pandemic and global shipping delays, SMA is proud to state that we never lost a single day’s work throughout the 36 months of the pandemic. We kept going and our customers kept producing - that has been a winning combination!
Approaching 30 years in operation, the SMA team is well equipped to offer solutions for the majority of our customers’ needs and requests. Our warehouses, located across four locations, stock in excess of AUD$5 million of components and consumables ready to support our clients’ equipment and our expanding rental fleet.
Director, Michael McGinley, firmly believes “you have to stay ahead of the game, to stay in the game.” This has never been truer than with the current Keestrack R6 HSI Impact Crusher.
SMA has been partnered for over 20 years with one of the leading global manufacturers in mobile crushing and screening, Keestrack. Over this time the partnership continues to advance with new innovations and technologies, getting better and better with each passing year.
Keestrack Scalping Screens are proven to be the most reliable and productive on the global market. They truly stand tall when it comes to reliability, productivity, and fuel consumption.
The Keestrack R6 Impact Crusher has proven to be a game changer for many customers who think ‘outside the box’. In many applications, this single machine can, and does, replace the need for a traditional jaw, cone and screen set-up, working in a closed circuit.
Screenmasters is one of Australia’s leading distributors of mobile and fixed crushing and screening equipment solutions
“SMA offer solutions quickly efficiently and cost effectively”
“Staying ahead of the game to stay in the game”Keestrack R6 Impactor in a quarry application Feed Product: 600mm Basalt (LA15) Final Product: -40mm at 280tph
Vitrinite purchased a Keestrack R6 in July 2022, fitted with a 3.1 metre (m) double deck pre-screen with fines conveyor, 450kW engine, 6.5 tonne rotor and 16 x 5 double deck screen, all operating in a closed circuit. This set up allows the enduser to produce four products in one pass, with just one machine. The savings are enormous! Fuel and servicing one machine over its lifetime against three machines in this application, just makes perfect sense. SMA has installed the same specification into other large mining companies over the years.
The feedback and savings are impressive to say the least. One such company claims that in a 13-month production period, it saved over AUD$2.5 million in the right applications, Keestrack R6, R5 and R3 Impactors can, and do save the end user on capital purchase, maintenance, service and naturally, fuel costs. It makes sense that it would be cheaper to run one machine rather than three, allowing the end-user to lower the overall cost per tonne.
The Keestrack R3 Impactor boasts a ground breaking design which has seen it win a host of awards including the prestigious Red Dot Design Award, German Design Award and Big See Award. The R3 features include an aggressive screenbox, Volvo Engine, large access doors for easy and safe servicing, steel hydraulic pipes, load sensing hydraulics and variable displacement pumps for low fuel burn.
Driven by the global need for cleaner, cheaper and more sustainable energy sources, Keestrack has developed and introduced its ‘E’ range of hybrid, electric and zero drive models worldwide. SMA looks forward to introducing the ‘E’ Models into Australia over the coming years.
Keestrack was the first company globally to introduce and manufacture the scalping screen. Other OEMs have followed
the path Keestrack set down, but the company stands out as a proven market leader and its ‘E’ range will set a new standard in clean, efficient crushing and screening globally.
In 2002, SMA was the first company in Australia to import European made Impactors with screens attached in a closed circuit. “There were many doubters who didn’t believe these machines could save the end-user the costs we claimed, but through hard work and perseverance we proved them all wrong,” says Director, Michael McGinley. Now, two decades later every major OEM globally designs and manufactures primary closed-circuit impactors with Keestrack leading the way.
In 2023, SMA continues to push the boundaries and shift market thinking with the introduction of the GIPO Vertical Shaft Impactor, placed in an open or closed circuit. The GIPO fitted with a Magotteaux VSI Crusher has proven incredibly reliable, flexible and productive in applications from sandstone, basalt to hard rock. One GIPO VSI has replaced two cone crushers, a VSI and finishing screen. Over the last 25 years, Magotteaux, a global leading supplier of highquality wear parts, has placed 1,000+ of its crushers into fixed plant applications around Europe. Many of these units have over 70,000 hours and are still processing. SMA partnered with GIPO Crushers to place these units on a track mounted chassis (with or without a screenbox) to once again change the market thinking and lower the end user’s costs. “Don’t just play the game, change the game,” affirms Director, Michael McGinley.
Along with our global industry leading partners and OEM partners, SMA will continue to strive to stay ahead of the game. Find out more call SMA +61 1800 571 464
Produce four products in one pass, with just one machine, the Keestrack R6 Impactor Keestrack ‘E’ range of electric, hybrid and zero drive machines Keestrack R3h Impactor, the first choice for contractors worldwide“Don’t play the game, change the game!”
“The savings are enormous!”
“Keestrack are market leaders, setting new standards”
Location:
- Located 35km south of Moranbah
Nearest port:
- Dalrymple Bay Coal Terminal (DBCT)
Rail line access:
- Blair Athol Mine Branch and Peak Downs Branch on Tenement
Coal type:
- Hard coking coal
Method:
- Open cut
The company’s values embody and encourage an open and collaborative attitude, inward and outward, while its vision is to create value and wealth through the provision of energy to power world economic growth, exceeding and setting world’s best practices in every endeavour.
“Costs have risen, dropped and stabilised after major fluctuations. This stability in price spells good times ahead for Australian coal, particularly coking coal,” introduces Michael Callan, COO of Vitrinite and orator of the opening statement.
“On top of this, there are industrywide changes and scrutiny around gaining approval for projects, especially when looking at a federal level, although it is slightly easier for coking coal.”
THE VULCAN MINE COMPLEX Vitrinite is soon to be celebrating its ninth birthday, with 2023 also marking two years since the company first produced coal in the Vulcan region. For the past year, Vitrinite has been ramping up production to full capacity, including preparation work for the transition from its Jupiter pit, as well as focusing on other areas of the mining complex.
“We started Vulcan activities in June 2020, including preparation work, with the first coal production starting in September 2021, so we have been producing coal there for two years out of the open cut pit,” Callan tells us.
“It is a really exciting time at the moment. Our ramp-up includes expanding the complex to operate in an additional area.”
Based in Clermont, Central Queensland, CBH is a privately owned company specialising in the procurement and supply of thermal coal products for domestic industrial users.
Our mission is to supply our valued customers in Queensland and New South Wales with high quality thermal coal products using our modern and well-maintained fleet of equipment. With quality assurance programmes in place, our expertly trained team strives to provide our customers with the best quality service experience. Alongside this, safety is paramount to everything we do.
Our core services include coal supply, magnetite and logistics/ haulage based in Clermont, Mackay, Gladstone and Newcastle.
Michael Callan, COO: “I completed a mining and engineering degree, and have always worked in the coal industry, primarily underground coal. I started in Queensland and ended up consulting as a geological technician in New South Wales (NSW), then moved on to work for LDO Group, the owner and operator of Chain Valley Colliery, and worked with them for 10 years on a greenfield project called Dawson West.
“One of the managing owners of Vitrinite was on the project with me and that’s how I got to know the company. When Vitrinite started to ramp up, I was asked to help out and I have been working for the company for almost five years now.”
This new location is Vulcan South, a mine in the pre-approval phase awaiting process completion for Vitrinite to move forward with mining operations. Separate from the Jupiter area, Vulcan South is still part of the greater mining complex, located only nine kilometres (km) from the Jupiter pit.
Vulcan South is not only a new area of coal exploration, but it also represents a significant transition that will see Vitrinite’s industry-leading knack for innovation taking centre stage.
“We are looking to transition from Jupiter and end the life of that mine, and to move on to Vulcan South which is another open cut operation based, as per the name, in the south of the complex. This will involve transferring the same workforce to that location as well,” Callan explains. “This is the next big step for us at Vitrinite; it’s the next mine within the Vulcan complex that we are going to be exploring and working on.”
This development consists of completely separate mining approvals and processes. According to Callan, the primary point of excitement within the project is the introduction of new and industry-innovative technology at the new site.
“We are introducing a highwall miner into our production at Vulcan South,” he reveals. “Like the Jupiter site, Vulcan South is an open cut mine similar to its soon-to-be predecessor, utilising similar mining equipment and run rates. However, we will be the first in Australia to use a highwall miner and prove its effectiveness, and we foresee this setting a trend that will echo through the industry.”
Highwall mining is not a brand-new notion; in countries such as India and the US, highwall miners are used in standalone mining operations to extract mineral deposits left over from primary mining activities.
We are SGS – the world’s leading testing, inspection, and certification company. We are recognised as the global benchmark for sustainability, quality, and integrity.
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Thanks to the success of the fully operational system in Mackay, we are now planning to roll out the system nationally to further enable our customers access to the most accurate mineral sample processing.
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Michael Callan, COO: “What the highwall miner does is open up inner seams in the mine that would otherwise be left due to their unsuitability for underground mining, because they are too thin and shallow to continue large-scale open cut mining. Mixed with the limited value of such seams, it has simply been regarded as not worth the effort. However, the highwall miner changes the way such seams are accessed and, as a side project, makes it financially viable and advantageous to pursue.
“Mining with a highwall miner also has the advantage of being extremely low cost, so when the ever-fluctuating market inevitably faces a downturn, Vitrinite will be producing coal very cheaply which will give us some durability to handle the downturns in the industry. It is definitely an exciting time and a lot of people will be watching us, and when it succeeds it will be a game changer.”
Vitrinite has entered a contract with global supplier Gainwell Engineering Global Pte Ltd (Gainwell Engineering), to receive a GHWM300M Highwall Mining unit to support activities at Vulcan South. The equipment is manufactured by Caterpillar Inc (Caterpillar), a world leader in construction and mining equipment, among many other industrial technologies and engines.
When primary open cut (or other) mining takes place, activities contour and follow seams in the earth to extract mineral wealth until only small deposits are left over. This primary extraction inevitably creates a growing subcrop at a site, such as a hill for example, that makes mineral extraction from the remaining thinner coal seams more difficult and require a more technical solution.
“What we intend to do is bench out the subcrop area exposing the
fresh coal at a geotechnical stable depth to allow the highwall miner to be positioned at the fresh coal face on the newly created bench,” Callan shares. “The highwall miner, a remotecontrolled underground roadway miner pushed underground without personnel, is used to take further amounts of coal from thinner seams at a separate and standalone site, where traditionally people would operate machinery that goes underground.”
To be the first of its kind used in Australia, the introduction of highwall mining technology will play a significant role in the future of the nation’s mining industry, as it has in many other coal markets around the world. On top of being notably productive by providing access to coal that would otherwise be stranded, highwall miners have proven to be safe, with a low environmental impact. However, the potential of
“WE LOVE BRINGING PEOPLE WITH US ON OUR JOURNEY AND HELPING BUILD THESE COMPANIES VIA OUR OPERATIONS”
– MICHAEL CALLAN, COO, VITRINITE PTY LTD
Van Damme Plant Hire Pty Ltd (VDPH) is a locally owned business operating within mining, civil and rural industries. We service the Mackay, Whitsunday’s, and surrounding Coal Fields. Currently a medium size business, our vision is growth and expansion to meet the requirements of present and future clients.
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this equipment has thus far not been recognised.
“It is the reputation of this equipment being used for scavenging projects that has prevented its incorporation into Australian mining,” Callan elaborates. “A national industry that traditionally leans towards primary mining activities, mining companies view pursuing further extraction via highwall mining as unnecessary and not worth the time and financial investment.
“Utilising highwall mining is unsuccessful in Australia due to this association, being seen as a major primary mine activity effort for limited reward, instead of being viewed as a side project.”
For Vitrinite, this is exactly what highwall mining will represent. While primary open cut mining activities will be carried out at the new Vulcan South site, highwall mining will act as a secondary side operation to maximise yield.
“The way we are doing it, the emphasis we are putting on it and the style with which we are using it can be considered somewhat novel in the industry,” Callan states. “Elsewhere, highwall miner tech is used routinely, and it is often used as a side project –installed towards the end of a project to retrieve the last traces of coal.
“The way we are using it is similar to how they utilise the technology in the US; we consider use of the highwall miner a project in itself, not a side project, and it will form a key proportion of our total overall mine production.”
Vulcan South represents a new frontier for Vitrinite, and marks the company’s focus on the expansion of open cut operations moving forward into 2023 and beyond. The introduction of highwall mining is a key focus point in this growth, opening up a promising new production and revenue stream for the company while proving the worth of the technology to the entire industry.
“The investment into this highwall miner is key for us and is the future of the mine, being a piece of equipment
“IT IS A REALLY EXCITING TIME AT THE MOMENT. OUR RAMP-UP INCLUDES EXPANDING THE COMPLEX TO OPERATE IN AN ADDITIONAL AREA”
– MICHAEL CALLAN, COO, VITRINITE PTY LTD
that has not operated in the country before, and working with the different legislation and compliance requirements,” adds Callan.
“What is equally as important to our continued growth and success is our many partners, suppliers and business relationships that keep us going, and help us achieve success.”
For Vitrinite, a selection of key contractors and suppliers is vital in the industry, and the company’s partners are critical to its operations. This is best exemplified by the company’s mining and haulage contractors, made up of multiple small familyowned businesses local to the Queensland region and familiar with Vulcan territory.
“We love bringing people with us on our journey and helping build these companies via our operations,” Callan tells us proudly. “Directly dealing with owners of those companies is important, as is maintaining these
relationships. Although we are not the largest mining company out there, we are starting to get to the scale of operation whereby smaller companies are relying on us to keep work flowing.
“Another great part of working with smaller local partners is the culture aspect of work; everyone shares a similar inclusive mindset and we bond as if we were one team. Key suppliers have the same ethos as us, so it becomes very easy for us to mesh cultures together and work effectively while enjoying what we do day to day.”
There are certainly exciting times ahead for the company. As activity at the Jupiter pit comes closer to its end, and the gradual transition to open cut operations progresses at Vulcan South alongside the incorporation of highwall mining technology, preparation for such a future is the core of current affairs at Vitrinite.
“The most exciting thing is getting
prepared for this transition, and it is not just about buying equipment and getting it set to work,” Callan explains. “There is a lot of work to do in regard to setting up systems, getting prepped for it, and working with the original equipment manufacturers (OEMs) to get the construction and design completed on time, and getting it delivered.
“On top of all this, we are recruiting a team at the moment to run this, so by the end of 2023 we will be ready to accept delivery of that and fully transition over to Vulcan South and ever more prosperous years ahead at Vitrinite.” Tel:
We speak to the Executive Chairman of Bowen Coking Coal, Nick Jorss, about the company’s successful acquisitions and its tenacious efforts in sustainability
Writer:
Lucy Pilgrim | Project Manager: Eddie Clinton
Australian mining is a highly significant contributor to the country’s exports, whilst also providing substantial opportunities for national employment and local infrastructure. Regionally, Queensland is one of the most prosperous mining states in the country, and the Bowen Basin in central Queensland offers an abundance of coal mining opportunities, which are plentiful and low-cost.
As one of the newest operators in the Bowen Basin, Bowen Coking Coal (Bowen) has taken full advantage of the resource and has grown rapidly via several acquisitions over the previous four years. In the last 12 months, the organisation has brought two of the acquired coking coal mines into production with a third underway, producing over 1.5 million tonnes of run-of-mine (ROM) coal to date. And yet, despite its recent prosperity, the company still feels
the effects of the challenges that face many mining companies across Queensland, such as regulation, increased government intervention, and environmental activism. However, Bowen is working as a team to overcome these challenges, which is one of the most important parts of the job, according to Executive Chairman, Nick Jorss.
“The industry is cyclical and has faced greater headwinds recently from increased government intervention and environmental activism. The flipside is that, as the
We are a locally owned and operated business who have operated out of the Mackay region for over 20 years and are committed to providing the highest quality training and services to support local industries. We constantly work with our clients to develop the most safe, practical, efficient and effective solutions that meets your safety needs and exceeds industry standards.
industry becomes hard for some players to exist in the market, it sometimes creates opportunities for smaller, nimble operators like Bowen,” he opens.
As the industry flourishes, coal demand continues to grow, driven by industrialisation and urbanisation. Subsequently, there is an increased need for steel and low-cost energy, both of which are supplied by highquality Queensland coal.
“We are resolute that steelmaking coal has a climbing demand trajectory. To make the new steel required for economic growth and decarbonisation we will need more coking coal in the future, and there’s no economical substitute on the near horizon,” Jorss highlights.
Steel is widely regarded as an
essential component in electrification, and more steel requires more coking coal. Meanwhile, supply is constrained by an effective capital strike, with regulatory and approval pressures having an additional impact.
These dynamics are favourable, however, to coal as an investment commodity. “With the increasing demand for coal and other minerals, Queensland can be a world leader if we encourage investment.
“We maintain some of the world’s highest environmental and safety standards, best geology, and lowest emissions export coals,” Jorss proudly comments.
Every major investment decision made at Bowen is supported by
Nick Jorss, Executive Chairman: “My career started as a construction engineer in the early 1990s where the highlight was the construction of Melbourne’s Bolte Bridge, which was considered a bold architectural statement at the time. It’s a landmark for me in part because its architectural simplicity belies the complex engineering and hard work that underlies it.
“I then transitioned into corporate finance which built my commercial understanding of mergers, acquisitions, and financing of large projects. This experience across these sectors served my entry into the mining industry in 2008 when I formed Stanmore Coal, later Stanmore Resources, with a couple of long-term colleagues. I have always been interested in business and bulk commodities caught my eye because of the ability to leverage returns on very large volumes. Highly successful coal companies such as Felix, Whitehaven, Excel, MacArthur Coal and New Hope provided inspiration on what could be achieved.”
“WE DON’T MAKE ANY BIG CALLS LIGHTLY AND WE DON’T CHASE GROWTH FOR GROWTH’S SAKE. AS SUCH, WE REJECT MANY ACQUISITION OPPORTUNITIES IF THEY DON’T FIT OUR STRATEGIC GOAL”
– NICK JORSS, EXECUTIVE CHAIRMAN, BOWEN COKING COAL
Project delivery specialist AB Power prides itself on the ability to deliver a range of turnkey solutions from temporary power installations for greenfield projects through to large site project works and ongoing maintenance and breakdowns. It is the go-to company for premium mine site project results throughout the Bowen Basin.
The locally owned and operated enterprise specialises in delivering projects from start to finish, in-house. AB Power is unique in the mining and projects arena across Queensland, providing end-to-end services with cost effective solutions that ensure projects are delivered on time and on budget.
While maintaining flexibility and competitiveness within the industry, AB Power continues to deliver services and expertise without relying on external contractors, through a highly trained staff group offering a highquality service, in-depth knowledge and reliability.
Comprised of three divisions, AB Power is an established business in the mining sector, spread across AB Power Electrical, AB Power Civil and AB Power Generation.
Essential Services for all Three Specialist Divisions:
• Plant maintenance and project works
• Temporary power stations
• Mining camp power and maintenance
• Plant electrical operators
• U/G HV distribution systems
• Lighting and power distribution
• Communication systems
• Water treatment plants
• Raw and fire water systems
• HVAC cooling systems
Whilst the loss of power can be inconvenient and debilitating, AB Power has various solutions for mining projects that require power generation.
Offering more than just standard generator hire, the high-quality back-up service provided by AB Power is an insurance policy for project owners that require uninterrupted and reliable temporary power supply. AB Power offers a various range of generators, in customisable sizes to suit all requirements.
All AB Power equipment complies with international and Australian electrical standards to ensure all safety compliance specifications are upheld.
• Multi-megawatt, HV power stations
• Power station installation and operation
• Purpose built switch-room facilities
• HV power: 1000V, 3.3kV, 6.6kV, 11kV and 22kV
• Temporary power solutions: 20kVA to 1400kVA
• Contingency power plans
• 24/7 breakdown support
• End to end project management
• Contract maintenance
• Rental, purchase or flexible ownership options
• On-site refuelling solutions and management
• Engineering design and remote monitoring
One of the benefits of AB Power Electrical services is guaranteed customer satisfaction.
The AB Power Electrical team provides a range of mine site electrical works from switchboard upgrades and maintenance to electrical outages, shutdowns and more by understanding the complexities of working in remote locations .
• CHPP project and operations electricians
• Experienced surface and underground electricians
• End-to-end project management
• Switchboard and maintenance upgrades
• Competent and authorised electrical supervisors
• Complete mine maintenance
• Power pole inspections and maintenance
• HV switching operators and coordinators
• Data and communications networks
• Sub-division underground electrical works
• Earth grid design and installation
• Full HV reticulation
AB Power Civil contractors handle small to mid-size mine site projects and civil works which include haul roads, build pads, concrete pads and more.
No matter the size or the complexity of the project, from temporary power installations to supplying civil contractors for large site project works, the high-quality level of service remains the same.
The team can effectively manage anything from ongoing plant maintenance to complete project delivery and sign off.
• Mine site civil maintenance and repairs
• Hardstand infrastructure
• New building construction
• Hardstand infrastructure
• Bulk and detailed construction
• Bulk and detailed earthworks
• Operator equipment hire
• Detailed concrete construction
• Construction of roads and drains
• Concrete removal and remediation
• Project management and supervision
AB Power believes in a strong safety culture, high client productivity standards and a flexibility to adapt to clients’ needs with consistent cost management procedures.
Maintaining integrity, especially surrounding honest and transparent client relationships, are just some of the attributes that the AB Power team possess. Partners and employees alike enjoy being involved with AB Power. This is evidenced by high employee retention rates, as AB Power understands the quality and safety benefits of having a long-term workforce in place.
The AB Power team provides 24/7 support to guarantee your operation continues to run smoothly.
A wealth of knowledge and experience can be applied to the entire life cycle of your project as well as a range of temporary power solutions, along with a team of over 75 highly qualified technicians to provide and advise the path forward according to your needs.
www.abpower.com.au
info@abpower.com.au
1300 422 769
significant prior work to ensure that assets are well positioned across the pricing cycle. The company never takes any big acquisition lightly, and doesn’t chase growth for growth’s sake. Rather, Bowen rejects acquisition opportunities if they do not align with the specific strategic goal of building more near-term, high-quality and low-cost production assets. Timing is also critical to an investment decision to ensure any assets are acquired at the right time in the cycle, which helps drive long term shareholder value.
Examples of such criteria are evidenced in some of Bowen’s most recent acquisitions, including the Burton Complex, which comprises multiple open pit deposits at Broadmeadow East, Burton and Lenton. The complex, with an annual ROM production target of 3.5 to 4.5 million tonnes, includes a 5.5 million tonne coal handling and preparation plant (CHPP), train loadout facility,
350-person camp, haul road, offices and workshops. The site is located near Moranbah in Burton, central Queensland, producing high-quality coking coal and secondary thermal product.
The company has successfully opened the first low-cost mine within the Burton complex named Broadmeadow East, and is currently opening the second. The first module of the CHPP has been refurbished and is now operating at above the nameplate capacity.
Bowen’s other operating asset is the Bluff Mine which is ramping up to
an annual ROM production target of over one million tonnes and produces ultra-low volatile pulverised coal injection (UVPCI). This is located 20 kilometres (km) east of Blackwater in central Queensland.
Further projects under development in Bowen’s portfolio include the Isaac River project, located 30km to the southeast of Moranbah, next to BHP’s giant Daunia mine. Isaac River recently received its important final federal government environmental approval to allow the grant of the mining lease. The Hillalong project, 150km
“WE MAINTAIN SOME OF THE WORLD’S HIGHEST ENVIRONMENTAL AND SAFETY STANDARDS, BEST GEOLOGY, AND LOWEST EMISSIONS EXPORT COALS”
– NICK JORSS, EXECUTIVE CHAIRMAN, BOWEN COKING COAL
ABOUT US:
WMT Transport is a family owned and operated company with over 40 years’ experience in the transport industry. Trucks are our family’s passion and lifelong business. Specialising in a wide range of transport solutions, we operate a fleet of over 100 units of equipment. We are proud of our trucks and take the utmost pride in maintaining our fleet.
DAILY SERVICE:
24/7 hot shots and general freight to the Bowen Basin, Mackay to Brisbane and all throughout.
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In mid-October 2022, Bowen Coking Coal contacted us to see if we could overhaul 11 different items from the Burton Coal Plant that they were starting back up after many years of sitting idle. The pressure was on as they wanted them back as soon as possible before Christmas. The first item arrived on the 25/10/2022 and the last one left our workshop on the 20/11/2022. It was a huge effort from our team to complete this work in the required time frame.
HBF Box Rebuiltsouthwest of Mackay, has 87 million tonnes of Total JORC Resource, consisting of low ash coking coal and secondary thermal coal and will form an important extension to the Burton mining complex.
In line with its strategic acquisition choices, Bowen’s employees must also have their hearts in mining.
“There isn’t a lot of ego in the team, just good people wanting to work to create value and have some fun whilst doing it. The ability to work
in this collaborative and fast-paced environment to strive for the best result is probably the most important criteria in our team.
“We aim to be nimble and able to respond to opportunities as and when they arise,” he tells us.
Most recent developments in the global mining industry include an appreciation of mining’s
environmental footprint. The Australian mining landscape is no different, as being environmentally and socially responsible is not just perceived as good business, but the core of business.
Responsible mining solutions for safety, economic development of communities, efficient extraction techniques and technologies, comprehensive environmental safeguards, and community engagement are all part of the
company’s planning and operations from the development of mines to their end of life.
Such a commitment is a key driver for Bowen, as guaranteeing a sustainable industry with a minimal environmental footprint is central to the company’s approach. Regional communities around the Bowen mines rely on mining for their existence and benefit from Bowen’s operations through economic development, opportunities and employment.
To date, more than 700 direct jobs and thousands of additional indirect positions have been generated in Queensland, due to Bowen Coking Coal projects. This includes apprentices and trainees, as well as opportunities with very competitive salaries in regional areas.
In addition, efficient extraction of mining resources is important in supporting sustainable operations.
“Queensland is blessed with great
to 250 tonnes together with a fleet of heavy haulage equipment and various types of height access and material handling equipment.
The business prides itself on providing services across a variety of industries in Central Queensland and Bowen Basin regions including mining, construction, rail, sugar mills, marine and ports.
Sarina Crane Hire is pleased to be associated with Bowen Coking Coal in the rebuild of existing Burton Coal Handling and Preparation Plant (CHPP) at Burton Coal Mine/Lenton Joint Venture, supplying crane and transport services in the assembly of new mining equipment.
The business has a modern fleet of Equipment which can either be wet or dry hired, depending on project requirements. SCH has a large number of resources available which clients can call on at any time. The business maintains its fleet of equipment to the highest standards to minimise lost time from breakdowns to maximise productivity and utilisation. www.sarinacranehire.com.au
coal resources, and because of this, our industry underpins the global seaborne metallurgical coal market. Our coal quality is high, and our emissions profile is typically low,” Jorss highlights.
Evidently, mining produces sizeable economic benefits to the local communities, despite only ever occupying a small area of land. In Queensland, mining occupies approximately less than half a percent of the land but produces half of the export revenue that supports employment and growth in the community.
“The small amount of land we do occupy is returned to mainly productive uses when mining is completed. Progressive rehabilitation of our sites is critical to Bowen’s approach, and this is built in from the beginning of the mine’s planning.”
In continuation of supporting the local community, Bowen works closely with localised suppliers and
contractors. For example, the recent CHPP refurbishment was conducted on time by a highly motivated labour force, who were supported by supplier partners in the local region.
Looking ahead, Bowen’s nearterm focus is on safely and efficiently transforming assets acquired in the last five years and reaching the five million tonnes per annum ROM production target by next year.
“We will continue to grow with acquisitions at the right time, but for now we have a fantastic set of assets we need to work hard on to unlock shareholder value,” Jorss concludes.
Sarina Crane Hire is a privately owned, family operated business supplying cranes, heavy transport and height access services across Central Queensland. The company commenced in 2007 and under the ownership of Scott Goode, the fleet has grown to approximatively 140 pieces of equipment including Franna cranes, Rough Terrain, All Terrain and Crawler Cranes ranging from 13 tonnes
Writer: Lucy Pilgrim | Project Manager: Joshua Mann
Minergy Coal (Minergy) was first established in 2012, as its initial shareholders registered a prospective mining license in Botswana for thermal coal. Although they were looking for other minerals at the time, coal was by far the most abundant resource with good geological information available. As a result, the shareholders established two drilling programmes to assess
the quality of coal in the Mmamabula coalfields.
Working on the founding principle to supply coal for energy generation in Botswana, there was initially no urgent need to support a power source of electricity in the area. However, a review of drilling results demonstrated that the resource could support the sale of sized thermal coal across Botswana, South Africa,
Namibia, and other neighbouring countries.
“Subsequently, we listed Minergy in 2017 on the Botswana Stock Exchange,” introduces CEO, Morné du Plessis.
From here, Minergy went from strength to strength, as its listed status and equity funding facilitated a further drilling programme, which kick-started the regulatory process necessary for licensing.
“Once environmental approval was received, a mining license was awarded to us at the end of August 2018 and we immediately started developing what became our Masama Coal Mine. This foresaw the development of box cutting, bush clearing, creating road access, as well as power and water reticulation,” du Plessis recalls.
Thus, within 12 months of being awarded the mining license, the Masama Coal Mine was developed, along with the completion of the first stage of a processing plant in 2019, which saw a dense medium
Morné du Plessis, CEO: “We currently have three main service providers who are indispensable to the business. We work on a contract model, so we don’t own the equipment ourselves. We are heavily reliant on our opencast mining contractor and processing plant service provider together with fuel supplier.
“A further group of service providers that come into play is transporters. Generally, we sell Free on Truck (FOT) where the customer is responsible for the management and cost of transportation. Where requested to do so, we provide a landed solution to offer transport for certain customer requirements. For this service, we often utilise the local transport industry as we believe it is important to work closely with the local community and ensure we deliver the product effectively to our customers.”
separation (DMS) module supported by mobile crushing and screening. This enabled Minergy to start selling its product to the regional market.
Continuing its development strategy, Minergy signed a three-year offtake agreement with a reputable cement supplier.
“Typically, we would then start ramping up our activities, but unfortunately the COVID-19 pandemic interrupted everybody, and eventually halted our efforts. We couldn’t start operating again until late 2020,” du Plessis tells us.
Once the company recommenced operations, it completed phase two of its processing plant, supplying the front section which crushes the product, so that the process was automated and fed straight into the DMS section built in phase one.
Subsequently, despite the turbulence in the market caused by COVID-19, Minergy completed phase three of the processing plant, a water management system (WMS), that recycles this precious resource in a region where water scarcity remains a significant issue.
Following the construction of the final phase of the plant, a rigid screening section, the Coal Handling and Preparation Plant (CHPP) reached completion in September 2021. Fortunately, it was finished before the start of the Russia-Ukraine conflict. Minergy navigated this period by running the mine at full capacity to make the most of the excess buying that occurred at the time.
Numerically, this equated to 125,000 tonnes of run-of-mine (ROM) feed sent to the processing plant, which resulted in 70,000 tonnes of saleable coal. Minergy was then able
to consistently achieve this capacity for the latter half of 2022.
Last year also brought great prosperity in the international market, as Minergy became the first Botswanan company to export coal via sea to Europe. This produced 210,000 tonnes of sales, equating to six vessels in total, as the product was well received globally.
“The end of last year was also the first period in which the company was a profitable operation, achieving an earnings before interest, taxes, depreciation, and amortisation (EBITDA) position,” du Plessis proudly informs us.
Minergy is continuously bolstered by the intricate quality of its products, as the company produces three different types of coal in various sizes.
“Typically, coal producers talk about seaborne thermal coal exports,
which is an unsized product that the international indexes measure. Alternatively, we produce sized thermal coal, ranging from a zero to 50-millimetre (mm) product, which we sell to the regional market,” du Plessis explains.
The first of Minergy’s three products is known as Duff, characterised as a finer product, ranging from zero to 12mm. Duff is widely used in the cement market, as its fine consistency can easily be blown into the kiln, acting as a differentiator in the construction sector.
Secondly, the product produced between 12 and 30mm is called Pea and is used in manufacturing outlets being fed by a boiler application to create steam and other forms of energy for the plant. This process is used across canneries, breweries, fisheries, textile manufacturers, and more.
Finally, the biggest fraction,
called Small Nut, sizes between 30 and 50mm. Small Nut can typically be found in specialised heating applications, used in the creation of steel and other metals.
On top of this, Minergy is fortunate enough to have its Masama Coal Mine in a prime location, 80 kilometres (km) northeast of Botswana’s capital city of Gaborone.
“We operate the most southerly located mine in the country, which is important to note because logistics is everything in this game, and the closer you are to your target market and land, the cheaper the product. So, it gives you an advantage in terms of customers and pricing,” du Plessis emphasises.
As it expands, Minergy is evolving its industry impact to herald the Botswanan coal industry as a vital part of the international coal network, due
• Connected the local area with electricity in 2019, five years before it was originally scheduled by the local government.
• Supported the creation of local businesses, including the development of local spaza and food stalls.
• Building of rental houses for workers by locals.
• The first large supermarket and extensive supply outlets established.
• Providing computers to local schools and offices.
to its initial success, prime location, and plentiful resource.
“It’s important to note that timing is everything. With this in mind, we were the first open cast coal mine that operated commercially in Botswana, as many other mining entities remained underground or undeveloped waiting for power solutions,” du Plessis states.
“Generally, people said sized Botswana coal is not of good enough quality to compete commercially. However, we have proven to the world, not just regionally but internationally, that the coal in the Botswanan ground is of such a quality that it competes with the very best supply in the world, especially with low ash and sulphur qualities.”
As noted earlier, the location of the Masama Coal Mine is a key differentiating factor, since it is situated close to the South African border. This is advantageous as it places the mine near to the Northwest Province in close
proximity to its main market of the cement industry.
As a result, Minergy is closer than most of its competitors to the target markets and has greater access to its strongest customer base.
Furthermore, Minergy’s sizeable resource also sets the company apart; whilst the majority of the Southern African mining market struggles to obtain a large resource, Minergy has an impressive 380 million tonnes on its mining license, 80 million of which is open and castable, providing a reliable level of longevity and stability to its products.
Alongside its optimum location, Minergy also bears the advantage of being supported by the Botswanan government since its establishment.
“The narrative around coal has been unfairly negative across the world in recent years, but with governmental support, we’re in a stable and investment-friendly region.”
As Minergy navigates the coming years, it has tenacious plans to double its capacity.
“To add to this, at a lower capital expenditure (CapEx), we could double the capacity of our Masama Coal Mine. As such, we could produce 250,000 tonnes of ROM feed, which can generate 150,000 tonnes of saleable coal per month,”
du Plessis highlights. This includes the development of significant metallurgical deposits that form part of the resource.
However, for the company to achieve the goal of double capacity, it must first address the limited level of infrastructure across the local community and the Masama Coal Mine.
Firstly, the current gravel track that leads to the mine has limitations and challenges. To tackle this, Minergy is working with the government in a private-public partnership (PPP). This dictates that the government and the company will split the expenditure for tarring the road, to guarantee a high-quality route that stretches 23km from the mine to the local town. Furthermore, the investment in the road will help solve issues of dust caused by gravel, as well as creating a
smoother traffic flow.
“We are very grateful that the government has agreed to the PPP. We have already started with the design, so we are hoping to have the new road completed by the end of next year,” comments du Plessis.
In addition to transport infrastructure, Minergy is also responding to the limited surface water resources available in the country. Since Minergy requires greater accessibility to water to double its capacity and help the community, the company has engaged with local water utilities and the government department to combat the issue.
Alongside its WMS, Minergy has subsequently been given access to a strong feed of water, known as the North-South Carrier, which links to the processing plant. However, this will take great precision and planning, as the water supply is approximately 43km from the plant, but Minergy is more than ready to take on the challenge.
Alongside plans for doubling its capacity, Minergy strives for a diversification of its portfolio, as the organisation aims to be part of supplying coal to a locally established power plant in the region.
“I think we have the capabilities to do this as we have enough coal to support the respective power plant for another 30 years without a problem,” emphasises du Plessis, who strives to see the company have a second listing on an international stock exchange, particularly the London market, as Minergy endeavours to elevate its international mining trade.
Tel: +267 397 2891 info@minergycoal.com
www.minergycoal.com
“WE HAVE PROVEN TO THE WORLD, NOT JUST REGIONALLY BUT INTERNATIONALLY, THAT THE COAL IN THE BOTSWANAN GROUND IS OF SUCH A QUALITY THAT IT COMPETES WITH THE VERY BEST MINING ENTITIES IN THE WORLD”
– MORNÉ DU PLESSIS, CEO, MINERGY COAL
We speak to Shammy Luvhengo, CEO of Ndalamo Resources, as he reflects upon the company’s evolution and explores its environmental goals for coal production in South Africa
Writer: Rachel Carr | Project Manager: Joshua Mann
As a 100 percent black-owned mid-tier coal producer, Ndalamo Resources focuses on investment opportunities in the South African mining sector. The company was established in 2013 by amalgamating various mining and financial sectors with sustainable, socially responsible professionals and
entrepreneurs.
The impetus for Ndalamo Resources arose from the requirements of a black community empowerment charter. Now in its 10th year, the company has evolved from an investment enterprise to the fully operational business it is today. The company began with
the acquisition of New Clydesdale Colliery from Exxaro; it then became the partner for Universal Coal. Strategically, the two companies decided to consolidate all black economic interests within one, eventually emerging as Ndalamo Resources.
“It all happened over the last 10 years. We have grown through acquiring mines from Exxaro and other projects. That is how the company was formed, and I am proud we will soon be celebrating our 10th anniversary.
“We have the internal skills technically, corporately, financially, and otherwise where we are now a functioning coal mining company. Obviously, we are trying to grow our footprint to be much bigger than it currently is,” introduces Shammy Luvhengo, CEO of Ndalamo Resources.
Partnering with Universal Coal, in a 51/49 percent split in favour of Ndalamo Resources, there are presently two actively operating mines, and one in care and maintenance and the other a prospecting project called Eloff, which will be operational in the next six months, and the Arnot South project.
Shammy Luvhengo, CEO: “Although we do not have an employee ownership plan yet, we carry out salary reviews every two years, benchmarked across the industry. The majority of our employees are within the 75 percent quintile in terms of the salary scale, so I believe we pay well from a salary perspective. We are also in the process of developing a much broader employee initiative scheme.
“We pay annual bonuses, but only if finances allow. We are now focused on the wellness of employees in the sense that we are now making sure we have medical aid and life cover for employees. Considering some of the suggestions from our HR department, we would like to see how we can do better. I am quite pleased that we can match what the industry is paying out there, if not better it in some instances. We will continue looking at the best way to incentivise our employees going forward through the bonus structure and ownership schemes.”
With 25 members of staff currently employed by Ndalamo Resources, the wider operations have indirectly created employment opportunities for around 4,000 people, including contractors within the three operations. Additionally, the company is making fortuitous strides within the community in terms of projects and ecological commitments.
The Eloff project is reopening subject to utility provider Eskom, the largest electricity producer in Africa, committing to the coal sale agreement. Despite the present uncertainty, Luvhengo is excited to return to Delmas, a small town in the Mpumalanga Province, to continue Ndalamo Resources’ investment efforts and uplift and empower the local community.
“It can be a big project; we need to get the right synergies on the logistics side. It is one of the most extensive resources in the area, close to all of the towns in Springs Coal Field, and we intend to make it much more of a larger scale operation going forward,” he reveals.
It is a project that Luvhengo is particularly proud of, and one that Ndalamo Resources is more likely to implement in the near future. Of course, the company is also honoured to be involved with various community projects.
“Most of what we are currently working on regarding the neighbourhood is intertwined with what our mines are doing. We pride ourselves on being the first company to establish community-based trucking initiatives where we uplift local entrepreneurs and enable them to have long-term trucking
contracts within our operating mines.”
All projects are managed sustainably, which Luvhango feels is one of the best initiatives to come out of the coal industry. Sustainability is part of the company’s DNA, especially when Ndalamo Resources began work in Delmas.
Houses built for the local community
“We definitely want communities to have much more exposure and benefits out of where we operate, not just superficially, but in literal good terms.”
Environmental objectives for Ndalamo Resources are closely tied to the energy transition. Any obligations are premised on the fact that the company operates within the mining sphere and that excavation and extraction are achieved in the most ecologically responsible and sensitive manner.
“We are the company that takes environmental management very seriously, to the point where part of our performance must be about how we have mined and still looked after the
environment. That means we need to be active and obedient in running our rehabilitation processes; it cannot be an afterthought, but part of the business imperative,” Luvhengo outlines.
It was late last year when Ndalamo Resources established a green energy business that must be profitable in the long run. That helped the company chase carbon neutrality – its target regarding sustainability and climate change.
“Our aim is to ensure that we are carbon neutral in the next 10 years according to our latest environmental, social, and governance (ESG) framework. We are ESG conscious and have commissioned our first ESG report that sets the targets which will become part of our business targets as we advance,” he adds.
“WE HAVE THE INTERNAL SKILLS TECHNICALLY, CORPORATELY, FINANCIALLY, AND OTHERWISE WHERE WE ARE NOW A FUNCTIONING COAL MINING COMPANY. OBVIOUSLY, WE ARE TRYING TO GROW OUR FOOTPRINT TO BE MUCH BIGGER THAN IT CURRENTLY IS”
– SHAMMY LUVHENGO, CEO, NDALAMO RESOURCES
New Clydesdale Colliery before rehabilitation
New Clydesdale Colliery after rehabilitation
Inayo Mining is a resource division company. Formed as a result of a successful joint venture partnership between Inala Mining Services and Ayona Mining, an SMME company Inayo Mining was established in 2017. A Level 2 BBBEE rated company, with 51 percent black woman ownership. With our unique model in the mining industry, the company aims to merge the capacity of the various partner to deliver value to the client.
We operate in the mining industry and provide an array of services including opencast mining, mine rehabilitation, extra large mining plant hire, component refurbishment, mining equipment, and repairs.
Our current operations are based in Emalaleni coal fields with plans to extend beyond this basin in the near future. Consistent with our strategic intent to grow our geographical footprint throughout South Africa.
Our mission is to be the preferred mining partner in the industry with exceptional service and quality services.
Together we strive to be recognised as the preferred partner in the mining industry through competitive pricing, professional service, and safety as our highest priority.
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inayo.co.za
Alongside sustainability and community projects, the key principles of broad-based black economic empowerment (B-BBEE) also guide Ndalamo Resources’ commitments.
“I was pleasantly surprised that where we are operational, we received Level 1 certification in terms of B-BBEE Department: Trade Industry and Competition (DTIC) codes of good practice for the past financial year,” says Luvhengo optimistically.
Ndalamo Resources has a genuine and balanced approach when it comes to doing the best it can in business in terms of empowerment from a broad-based perspective and sustainable development, regarding how the company onboards suppliers, monitors this onboarding, and helps them develop into sustainable businesses going forward.
“Our initiatives have gotten us to the top spot, and I think it’s a measure of much work that the team has to
Ndalamo Resources aims to minimise any adverse environmental impacts that may occur from mining activity and promote efficient use of resources.
Environmental impacts are identified, and plans are developed, implemented, and adhered to. Reports and techniques to address water management, biodiversity management, waste management, air quality management, energy consumption, and greenhouse gas (GHG) emissions are constantly in use to ensure sustainability.
Ultimately, the goal is to go beyond compliance with environmental statutory requirements. New Clydesdale Colliery – which has successfully rehabilitated the historic Valkrantz opencast pit section, Ubuntu Colliery, and North Block Complex have been granted all relevant environmental licences to operate.
Environmental monitoring reviews, including inspections, risk assessments, internal audits, independent audits, and the processing and analyses of ecological data, are conducted regularly to assess and generate sustainable mitigation plans.
New Clydesdale Colliery, Ubuntu Colliery, and North Block Complex have obtained 2015: ISO 14001 Certification for Environmental Management System, and Eloff Colliery has environmental authorisation in terms of the NEMA Act granted for Phase 1 and Phase 3. A water use licence for Phase 3 has also been granted.
No major or reportable environmental non-compliances have occurred at Ndalamo Resources’ operations or projects.
This survey practice was established in 1982 by Eugene Pretorius to provide a comprehensive survey solution to smaller mining and quarrying enterprises, who did not have the establishment to employ full-time surveyors.
Eugene Pretorius & Associates (EPA) was re-established in September 1993 together with Stephan Museler and today forms part of the Pretorius Group of Companies.
Over the years EPA Survey has maintained a competitive edge by utilising state of the art technologies. These technologies are Trimble GPS, robotic total stations, terrestrial static laser scanners as well as airborne LiDAR and Mobile LiDAR Mapping
Systems. EPA has recently acquired its RPAS operators certificate from the South African Civil Aviation Authority which will assist our clients with aerial photogrammetry.
The company’s competitive edge is further advanced by a full geological, mine planning and technical services team who employs the latest technology in the form of two Robertsons
Geologging wireline logging unit and a ceasium-vapour magnetometer.
EPA’s qualified surveyors, geologists and highly skilled technical staff together with advanced technologies forms an effective and fully integrated mine technical solution offered into the mining,construction and engineering
put in to ensure we find ourselves a Level 1 supplier,” expresses Luvhengo.
Priorities for the year ahead include Ndalamo Resources becoming a respected mining business based in South Africa with a global reach, offering various commodities in addition to coal.
“We definitely want to achieve 10 to 15 million tonnes per year in coal sales, hopefully adding one or two other commodities to that,” Luvhengo outlines.
Primary objectives include creating sustainable value for all stakeholders alongside equity providers, employees, and communities. Furthermore, Ndalamo Resources’ plans for growth mean retaining profit
• Implementing operating models to integrate and sustainably operate small-to-medium-sized mines profitably.
• The operating model, which has led to the successful acquisition of various mines from larger mining companies, following a thorough assessment and redesign of operational models where necessary.
• Conducting operations under a social responsibility framework that ensures the sustainability of all stakeholders, whilst meeting the economic returns expected by capital providers and complying with prevailing regulatory requirements.
margins through focused costcutting interventions.
Growth will also be achieved by acquiring and consolidating adjacent assets that have a strategic fit.
“Organic production growth will additionally come from our existing assets by increasing sales out of the North Block Complex, New Clydesdale Colliery, and Eloff-Kangala Extension, as well as introducing new investment opportunities into the business and diversifying out of coal into other commodities,” shares Luvhengo.
A mission closer to home is to provide socio-economic development opportunities for Ndalamo Resources’ employees,
empowering previously disadvantaged members of host communities with skills to advance in areas of the company’s operations with technical and business development through mentoring and coaching.
“We want to be a company that attracts the best skills for black people in the market and is known for giving people an opportunity to show their talent to create an atmosphere where people can excel in what we bring them here to do,” Luvhengo explains.
Upskilling current employees in areas where improvement is needed is important to Ndalamo Resources as it gives the workforce an opportunity they never thought they would have,
by ensuring that any progress is monitored; moreover, guiding them towards various career paths within the organisation is equally as crucial.
Ndalamo Resources recognises that with stakeholder interactions, it is able to achieve the goal of developing sustainably and contributing constructively to society.
“WE DEFINITELY WANT COMMUNITIES TO HAVE MUCH MORE EXPOSURE AND BENEFITS OUT OF WHERE WE OPERATE, NOT JUST SUPERFICIALLY, BUT IN LITERAL GOOD TERMS”
– SHAMMY LUVHENGO, CEO, NDALAMO RESOURCES
The executive team of FLSmidth in sub-Saharan Africa, Middle East and South Asia, talk us through the company’s pure play mining strategy, MissionZero sustainability programme, and service footprint across the region
Writer: Jack Salter | Project Manager: Joshua Mann
CORE’26 thus provides a clear path for FLSmidth to build on its core strengths, become an even stronger player in the market, and improve its profitability in mining, where the company offers the full technology and service portfolio for process plants covering key commodities, including copper, gold, nickel, lithium, zinc, rare earth, and iron ore.
“The key priority for FLSmidth in SSAMESA, but also globally, is the pure play mining strategy. It really focuses on our core offering to become a technology and service provider for our clients, so they can become more successful, mine more responsibly, and drive down their carbon emissions to work towards net zero,” de Kock emphasises.
In addition to selling its material handling technology assets to KOCH Solutions, FLSmidth has also made the bold decision to exit coal and not participate in any greenfield coal projects, demonstrating its
commitment to sustainability and developing projects that can drive its MissionZero programme. With MissionZero, FLSmidth has set a target of providing solutions for zero-emission mining and cement production by 2030, supporting a green transition built upon sustainable materials. Indeed, cement and mining operations have a significant impact on the environment, accounting for approximately
10 percent of all CO2 emissions combined.
With growing populations, a larger middle class, and a transition to greener energy, the demand for cement and minerals – and thus the environmental impact – will only increase in the next 10 years.
“The coming decade is not going to be easy, as the growing population and green transition has put more pressure on net zero emission activities,” says Venkatesan Punniyamurthy, Head of Capital Sales for SSAMESA.
The company will continue to leverage its ability to innovate, improve, and produce world-class offerings across the full flowsheet in line with the MissionZero sustainability programme.
Through MissionZero, FLSmidth is taking the lead in bringing the mining and cement industries into a sustainable future without compromising quality or its customers’ commercial competitiveness.
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Our capacity to process up to 1,000 tonnes per month will facilitate any project, no matter how big or small.
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Dunlop Belting Products is South Africa’s largest local manufacturer of conveyor belts. We are a proud South African company and the only majority South African owned conveyor belt manufacturer worldwide.
Dunlop Belting Products’ superior quality conveyor belts are manufactured at the Dunlop manufacturing Headquarters in Benoni, Gauteng – a 57,000 sqm ISO 9001:2015 certified world class production facility that boasts six manufacturing presses for the production of steel cord, plied and solid woven conveyor belts, numerous calenders and completion presses.
Dunlop’s experienced, 450-person strong team of belt technicians and engineers operate 24/7 – on a threeshift system, to produce the highest quality conveyor belts tailored to our customers’ needs and provide economic efficiencies that are critical in today’s operational environment.
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FLSmidth’s ambitions moving forward are to deliver solutions that make it possible to manage zeroemission mining processes and operate zero-emission cement plants.
“Achieving this ambition really requires a paradigm shift in terms of collaboration, innovation, and the adoption of various new technologies in both industries,” Punniyamurthy emphasises.
From FLSmidth’s point of view, this starts upstream, where the company connects with suppliers and even ensures they have decarbonisation goals.
Indeed, the company has a tough internal target in which 30 percent of the suppliers it procures components from will have decarbonisation goals by 2025.
Downstream, meanwhile, it comes from FLSmidth’s products, technologies and innovations, which consume less energy in the mining plants.
“In the area that I’m responsible for, we have products that are definitely more efficient compared to our competitors,” shares Stephan Kruger, Head of Pumps, Cyclones and Valves for SSAMESA.
“We’ve seen improvements of around 15 percent; that’s how we really support our customers, by making sure that they’ve got the best technology.”
Another of FLSmidth’s key focuses in SSAMESA from a growth perspective
is Saudi Arabia, whose Vision 2030 blueprint seeks to transform mining into the country’s third economic pillar.
“The fundamentals in Saudi Arabia are sound. They’ve shown the ability to be able to scale up massive petro chemical projects, they’ve got a legal framework that is geared towards investment in mining, and there’s strong financial backing in the indus try,” observes Alistair McKay, Head of Site and Service Sales for SSAMESA.
In August 2023, FLSmidth was chosen to supply the key technologies and services for Ma’aden’s phosphate 3 phase 1 mine site in the northern province of Saudi Arabia.
The company has partnered with Ma’aden from the onset of the new phosphate mine operations, starting with the initial laboratory testing of samples retrieved from the ore body in 2019, through to the development of the flowsheet and pilot scale testing.
The focus of the collaboration all along has been to ensure the integrity of the flowsheet is maintained while ensuring the technology is well integrated into the overall plant design to deliver the best possible performance.
With this new order, FLSmidth will supply all key equipment associated with the phosphate beneficiation plant, as well as technical support services through the design, construction, commissioning, and ramp-up phases.
The order sets another strong standard for FLSmidth’s MissionZero agenda. In particular, the incorporation of paste thickening and dewatering technology at this important mine site plays a key role in reducing emissions and water spend from the beneficiation process.
“We’ve been in Saudi Arabia for many years and were recently awarded the phosphate 3 phase 1 project, where we are the technology partner,” McKay informs us.
“We are looking to continue that partnership into the future and certainly build on that as a key hub not only within Saudi Arabia but expanding into the surrounding region.”
As well as expanding into the Middle East, FLSmidth is also looking to build out its service footprint in West Africa to be more responsive to its customer base.
Bringing optimal value to clients is a very important focus for the company
as commodity prices cool following a steep rise in recent years, placing pressure on mines to cut costs.
“We’ve seen the inflationary effects starting to come through and weigh quite heavily on our clients in terms of their operating costs, so ultimately, what we do day in, day out must create value,” affirms McKay.
“It’s really about being that partner to our clients in terms of optimising processes, operations, and creating value.”
In order to be more responsive, FLSmidth is looking to add some
“WE HAVE A STRONG ESG, SUSTAINABILITY AND DIGITALISATION AGENDA IN OUR R&D AND APPROACH TO THE MARKET, COMBINED WITH A GLOBAL FOOTPRINT, TALENTED SERVICE PEOPLE AND APPROPRIATE INFRASTRUCTURE, WHICH MAKES US QUITE UNIQUE”
– DEON DE KOCK, PRESIDENT FOR SSAMESA, FLSMIDTH
Sustainability – FLSmidth wants to build a better future for its employees, society, and the planet. It will achieve this by accelerating its MissionZero ambition and achieving its ESG targets.
Service – Through its service offerings, FLSmidth aims to deliver quantifiable value over the life cycle of a mine that advances customers’ sustainability agendas and improves their bottom lines.
Technology – FLSmidth is the complete provider of process and product technology with worldclass sustainable offerings across the full flowsheet. The company prioritises R&D that supports its sustainability ambitions and its customers’ green journey.
Performance – The company will accelerate its profitability and build a healthy business by focusing on core business, simplifying its operating model and balancing risk.
much-needed operational space to its refurbishment business to shorten lead times and deal with larger volumes. The Chloorkop Service Centre is specifically targeted for expansion.
“We’re going to set ourselves up as a centre of excellence for high-pressure grinding roll (HPGR) refurbishment within our global service centre network, and we’re busy investing into potential service centres in Saudi Arabia and Ghana,” adds Nico Erasmus, Head of Professional Services for SSAMESA.
“To bring that OEM difference to our field service and on-site work, we’re also currently expanding our technician certification programme, and we continue to bring unique solutions in terms of how we execute and bring service to the market.”
When it comes to responding to customers, people are FLSmidth’s biggest resource as brand ambassadors and the face of the company.
In return for increasing profitability, the company provides an environment of equal opportunity that allows them to perform to the best of their ability.
Looking at the SSAMESA region in particular, one of the key elements for FLSmidth is obtaining, training, and retaining talent in the organisation.
“All three of these things are difficult because it’s still tough to attract people to the mining industry, despite the fact we have become more responsible and our image in the market is better,” de Kock acknowledges.
“THE KEY PRIORITY FOR FLSMIDTH IN SSAMESA, BUT ALSO GLOBALLY, IS THE IMPLEMENTATION OF THE PURE PLAY MINING STRATEGY”
– DEON DE KOCK, PRESIDENT FOR SSAMESA, FLSMIDTH
“But to have sustainable operations, you need to have a solid pool of talent. We look at doing business in a financially viable and sustainable manner where we operate in SA, Ghana, Saudi Arabia and India.”
In SA, FLSmidth subscribes to broadbased black economic empowerment (B-BBEE) initiatives and is a proud Level 1 B-BBEE contributor
The company has invested heavily in apprenticeship, learnership, and scholarship programmes to feed the talent pipeline in SA, as well as Ghana and India, and will be doing the same in Saudi Arabia.
Furthermore, as it has done in SA, FLSmidth has made the conscious decision to employ native Ghanaians and Saudi Arabians in their respective countries.
“We believe in being a responsible
Parbhoo,Echoing this sentiment is Bhavesh Parbhoo, Head of Order Handling and Execution for SSAMESA, who takes heart and confidence in the team’s maturity and agility.
“Both the industry and the company are going through significant change, and the one thing that has always kept FLSmidth on top is the level of maturity to navigate this change,” he says.
corporate citizen in the communities that we operate, and exceed our corporate social responsibility (CSR) in terms of projects with doorstep community involvement,” adds de Kock.
Being a global multinational, FLSmidth has very strong values that are aligned with the values of its staff, making the company an employer of choice.
“We’ve got a lot of fantastic people that are critically important and the foundation of our success,” Kruger tells us.
Likewise, suppliers and partners play an equally critical role in helping the company achieve its strategy and leverage past learnings to increase its effectiveness.
“They assist us with the free flow of communication, feedback and ideas,” Parbhoo concludes.
Tel: +45 3618 1000 info@flsmidth.com
www.flsmidth.com
The colossal construction industry in the Middle East has grown impressively to a position of enviable buoyancy in recent years. There is a plethora of vast infrastructure projects under construction throughout the United Arab Emirates (UAE) and this, combined with the numerous giga
projects underway in the Kingdom of Saudi Arabia (KSA), is spearheading a dramatic increase in the demand for high-quality aggregates.
Giga projects are infrastructure or capital project investments of such gigantic scale and ambition that they can be considered ‘once in a generation’ in terms of what they
deliver to the world and how they deliver it.
“Combined with the commencement of aggregate haulage operations with Etihad Rail, the landscape of the haulage region may change beyond recognition in the next couple of years. There is also an increased environmental
people, equipment, and world-class competencies have consistently delivered exceptional infrastructure projects over the past 33 years. We learn more from CEO, Martin McGinty
Writer: Ed Budds | Project Manager: Eddie Clinton
awareness throughout the industry which will have an impact on every aspect,” opens Martin McGinty, CEO of Western Bainoona Group (WBG).
WBG has been a cornerstone in the development of roads and infrastructure projects in the UAE, and under the country’s wise leadership, is now internationally recognised as a modern business and travel hub. This can largely be attributed to the UAE National Vision 2030, which supports strong public policies towards diversifying the nation’s economy, thus simultaneously promoting the
country’s rapid growth.
This policy has already accomplished great feats, such as the UAE’s successful bid for the Expo 2020 which was key in supporting the nation’s upward trajectory.
“We continue to invest in the most qualified, best-in-class talent to manage operations and deliver results.”
WBG’s management team is backed by a large, qualified workforce of over 4,500 employees trained to the best practices and standards, and the company’s ISO-certified
accredited management system and environment health and safety standards are what make WBG truly stand out.
“We rise above the competition because of our quality, right-time delivery, performance, reputation, price differentiation, and the fact that we are a one-stop shop.”
After graduating as a civil engineer from the University of Strathclyde in 1986, Martin immediately started working in the UK construction industry with Galliford’s, and then Balfour Beatty.
The company’s key priorities for the coming year are:
• To sustainably grow WBG through the specific targeting of upcoming tenders.
• To work with Etihad Rail in reshaping the UAE transport industry.
• To expand WBG’s footprint in Bahrain.
• To expand WBG’s footprint in KSA.
• To be the first transport company in the UAE to utilise electric vehicles (EVs) to transport aggregates.
“It was while with Balfour Beatty that I obtained my Quarry Managers certificate as we were drilling and blasting through an old quarry for the M8. Then, just under 30 years ago I had an opportunity to work in Qatar; I enjoyed the way of working in the Middle East so much that I have stayed here ever since,” he recalls.
Indeed, Martin has been working in the UAE since 1998 with some additional spells in Oman, Egypt, Bahrain, and KSA.
Steeped in a rich history of experience and success, WBG was formed in Abu Dhabi by Khalfan Mohamed Khalfan Abdulla Al Hamily and Zouheir Najem Chamandi in 1990.
“We are a company with special grade classification in roads and infrastructure. Our main office is in
Mussafah, Abu Dhabi with further branch offices in Fujairah, Dubai, Bahrain, KSA and the UK.”
Since its inception, WBG has executed numerous projects and produced and supplied aggregates and rock materials for various esteemed clients in the UAE and Bahrain.
The greatest strengths of the company today lie in the expertise of its manpower, its large fleet of specialised equipment, elite machinery and vehicles, alongside its asphalt and batching plants and operational crushers in Mahda (Oman), Ras Al Khaimah and Fujairah (UAE).
These prominent strengths have enabled WBG to participate in prestigious projects such as the Baraka Nuclear Plant, Etihad Rail, Al Wattan Road, and Sh. Zayed highway in Bahrain.
“Our main services are in the construction of roads and infrastructure, quarries and crushers, asphalt production, and logistics and transportation. Furthermore, WBG serves government authorities in charge of the development of roads and infrastructure as well as major private developers in the region,” he adds.
Despite starting as a transport company, WBG realised the demand for quality aggregates, and subsequently moved seamlessly
into the quarrying industry. As the UAE grew, the requirement for highquality construction companies also increased; WBG’s owners recognised this requirement and steered the company in the right direction.
WBG has proudly completed several iconic projects in the UAE and is particularly proud of its contribution to the execution of Al Watan Road, as this played an important part in linking major parts of the nation together.
This impressive project was executed in Ras Al Khaimah and Sharjah, eventually reaching the
outskirts of Dubai, and involved the construction of 66 kilometres (km) of new roads with extensive drilling, blasting, rock excavation, filling, and asphalting. For this assignment, WBG utilised an innovative approach where crushers, a concrete batch plant, and an asphalt plant were all installed on site.
Keen to ensure a bright future for the company, WBG plans to introduce electric trucks at the earliest possible date. Indeed, working with Emirates Motor Company-Commercial Vehicles (EMC-CV) has become a particular point of pride for the company.
“WBG values its long working
relationship with EMC-CV. We have relied on our large fleet of trucks to make deliveries over the years, and it has therefore been a contributor in the overall WBG success story.”
Elsewhere, WBG uses EMCCV’s Fleet Management Platform to measure truck productivity and drivers’ performance, whilst enhancing their driving skills.
Additionally, the company remains firmly committed to participating in initiatives to promote environmental sustainability and works in close coordination with EMC-CV to partake in the trials for electric trucks in the UAE as the first step in transforming
the entire WBG fleet.
Encouraging employees to undertake greater authority is a core belief of WBG, as the organisation actively promotes autonomy and responsibility in the workplace. Indeed, WBG sees to it that employees are provided with the necessary information, resources, equal voice, and support to contribute to the overall objectives of the business.
“Such contributions are always recognised and valued.”
As well as empowering its staff, another key relationship that WBG must nurture is the partnership it has with its network of suppliers.
“WBG considers its comprehensive supply chain to be valued as its trusted selection of partners in overall project delivery. This relationship is therefore crucial for ensuring the timely delivery of products and services and providing our clients with the best deals in the market,” he enthuses.
The key to building such relationships starts from the beginning, by choosing the right suppliers through proper due diligence and market research, maintaining regular communication throughout the delivery process, making sure all supplier payments are made on time, and providing suppliers with proper feedback to ensure continual improvement.
With a firm commitment to advancing and aiding the local community as one of its core values, engrained deep in the very fabric of the company, WBG believes that businesses have a crucial role to play in making the world a better place.
WBG’s corporate social
“Our strategy is to leverage a unique bundle of services by reinforcing our local capabilities with those of our prominent local partners, in order to capture synergies for a sustainable competitive advantage,” he finishes.
“This strong dedication to CSR processes allows us to provide optimum quality in a timely and costeffective manner while ensuring that maximum care and consideration are given to society and the environment.”
Similarly, WBG is committed to offering value to its customers by assisting them to achieve their own goals while simultaneously fostering regional growth and stability.
WESTERN BAINOONA GROUP
Tel: +97125 515 514
info@wbg.ae / contracting@wbg.ae
https://wbg.ae
With an assured, socially responsible and proven strategy for growth in place, WBG remains extremely proud of its achievements to date and is committed to continuously enhancing its capabilities to ensure it remains at the very forefront of its industry. responsibility (CSR) strategy covers several practices, which mainly include volunteering both during environmental crises and for charitable services. Alongside this, WBG is also involved in and committed to taking part in traffic awareness campaigns, blood donations, sponsoring community sports activities, promoting the use of recycled material, providing training for undergraduates, and improving labour policies.
11-12 October 2023
WA MINING Conference & Exhibition will be held at the Perth Convention & Exhibition Centre on 11-12 October 2023. The event will integrate the innovation and research ecosystem while addressing the social and environmental standards driving a more sustainably conscious industry. The exhibition will showcase the technical and digital innovation across the entire mining value chain, while the highly targeted conference will illustrate the economic importance of Western Australia (WA) and its contribution to the resource technology sector, its innovation capability, its job creation, and the attraction of capital to the state.
It’s no secret that WA leads the
country’s mining industry in terms of technology and innovation, and WA Mining aims to showcase the technical and digital evolution transforming the industry in the region. This year’s event builds on the success of the 2022 conference and exhibition, with quality companies already lining up to attend.
The event features a ticketed conference for thought leaders, industry and academia, running alongside the free-to-attend exhibition. The conference’s themes cover critical minerals, technical innovation, decarbonisation and Environmental, Social and Governance (ESG), industry outlook, and managing digital risk. As the conference programme takes shape,
conference sponsor Epiroc says it’s an important event for industry, tech experts and site personnel to get involved with.
WA Mining Conference and Exhibition is where technical and digital innovation meets operational and executional excellence. From the quality of speakers at the conference right through to the free-to-attend exhibition, there is so much to discover. Engineers, management, consultants, technology and business optimisation specialists should have WA Mining in their calendar: 11-12 October at Perth Convention & Exhibition Centre.
Tickets to the event are available at waminingexpo.com.au.
WA Mining Conference and Exhibition is the destination for thought-provoking content and technical and digital solutions transforming the mining industry. The high-calibre conference will explore the mining sector’s evolution through technological and sustainable improvements across the entire mining value chain. Alongside the conference will be an expanded exhibition featuring over 120 leading suppliers where you can see first-hand the latest equipment and digital innovation shaping the sector.
Don’t miss out on WA’s leading mining event – including the new Decarbonisation Zone. Register before 18 August to benefit from Early Bird discounts
Book now at waminingexpo.com.au
David Parker Executive Director Western Australia, Minerals Council of Australia
Sarah Coleman Chief Executive Officer & President idoba
Rebecca Tomkinson Chief Executive Officer The Chamber of Minerals and Energy of Western Australia
Sameera Bandara Head of Information Technology St Barbara
