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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Rutile – an oxide found in deep red crystals – is a crucially important mineral mined by this issue’s cover star, Sierra Rutile.
Although not one of the most commonly recognised minerals, it serves as a crucial component to many products used across the globe on a daily basis, including toothpaste, sunscreen, paints, and much more.
Sierra Rutile is the world’s largest producer of natural rutile, boasting an established operating history spanning more than half a century.
The company supplies approximately 20 percent of the world’s natural rutile, with its principal activities revolving around a multi-deposit mineral sand mining operation in Sierra Leone.
“At the heart of our operations lies Area 1, a flagship mining and mineral processing hub showcasing not only four wet concentrator plants but also a mineral separation plant continuously being upgraded to improve mineral recovery,” details Lima Sufian-Kargbo, CEO.
Another formidable force in West Africa is Nguvu Mining (Nguvu), which has grown over the last nine years to become a distinguished mining conglomerate. Historically, Nguvu’s strategic acquisitions have not only enabled its position as one of the largest and most attractive mining investment opportunities in the region but strengthened it.
“Over the years, we’ve acquired high-value assets and companies, enhancing our production capacity and providing us with the opportunity to integrate advanced technologies and best practices into our operations,” informs Founder and CEO, Angela List.
South Africa (SA), meanwhile, has historically been recognised as a key player in the global mining industry, responsible for more than 70 percent of the world’s chrome reserves.
Located in the Bushveld Igneous Complex, Bauba Resources (Pty) Ltd (Bauba) is ideally positioned to prosper as a burgeoning producer of the sought-after mineral.
“Bauba is primarily focused within SA. As such, we have a strong understanding of the local landscape – it’s a case of sticking to our niche and what we know,” says Managing Director, Jonathan Knowlden.
The landscape of our latest issue also includes corporate stories from GEOPS, Thor Explorations, Letšeng Diamonds, and more.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
AFRICA
62 Sierra Rutile
World-Class Rutile Producer
global leader in natural rutile production
82 Nguvu Mining
Advancing West African Mining A history of advantageous acquisitions
Bauba Resources (Pty) Ltd
Telling a New Story About Mining
mining company with a difference
Thor Explorations
The Gold Standard in Mining Continued organic growth across West Africa
Letšeng Diamonds
138 Fraser Alexander
Transforming Mine Waste into Societal, Environmental, and Economic Value
Providing customised solutions to the mining industry
Experts in opencast mining, crushing, and screening
Drilling to the
in
Exploring a Great Copper Frontier
copper and gold exploration
Around the mining sector in seven stories...
NORTH AMERICA EUROPE & MIDDLE EAST
THE TRANSFORMATIVE POWER OF SLAG
AN ABUNDANCE OF Welsh slag could potentially save many of the nation’s rare plants and wildflowers according to new ecological research.
The material, widely regarded as waste, is now being touted as a gamechanger for enhancing biodiversity as slag heaps produced from the mining industry and steel production works possess the incredible power to self-seed with plants on the edge of extinction.
A slag heap is a hill or area of refuse from a mine or industrial site.
AFRICA
AN ORE-INSPIRING PROSPECT
GLOBAL MINING TITAN Rio Tinto has announced it expects to ship the first iron ore from the company’s Simandou project in Guinea this November.
Located in the southeast of the country, Simandou is poised to
DAMAGING EFFECTS OF DEEP-SEA
MINING REVEALED
THE WORLD’S FIRST deep-sea mining test was conducted by US company Deepsea Ventures in July 1970.
A vacuum-cleaner-like machine bulldozed through the deep abyss and sucked up 60,000 baseball-sized lumps from the bottom of the ocean, collecting manganese, nickel, and cobalt, which were hoped to become a resource for the nation’s industrial endeavours.
Half a century later, the scars from this ambitious but ultimately failed operation are still evident as the seabed and its surrounding ecosystem are still recovering, raising major concerns about the effects widespread deep-sea mining will have on the ocean.
become the world’s largest mine for high-grade iron ore, a critical input in low-carbon steelmaking.
Once fully operational, the site is expected to produce 120 million tonnes (t) of iron ore annually.
The ambitious project is predominantly backed by Chinese firms, which currently control 75 percent of its output, with Rio Tinto owning the remaining quarter.
STRATEGIC SPONSORSHIP UNVEILED
AS THE HIGHLY anticipated Western Australia Mining Conference and Exhibition (WA Mining) prepares to return to Perth this October, one of Australia’s leading industrial and safety suppliers is making its presence felt.
UNLOCKING NEW RESOURCES
AUSTRALIAN MINING COMPANY Core Lithium has increased its ore reserve at the Grants open pit within the Finniss Lithium Operation (Finniss) in the Northern Territory, setting the stage for the next decade of production.
The Grants ore reserve has now been increased by 100 percent to 1.15 million t, accompanied by exciting new plans to transition into the field of underground mining. This move is set to unlock more material whilst simultaneously reducing operating costs.
Blackwoods has signed on as a sponsor of the 2025 event, reinforcing its long-standing commitment to the nation’s mining sector and the event’s role in shaping the future of the industry.
Sponsoring WA Mining isn’t just a strategic decision for Blackwoods – it’s a reflection of the company’s values and drive to support Australia’s resources industry through innovation, connection, and hands-on support.
Furthermore, the updated ore reserve reflects the revised operating strategy adopted by the company and underpins the first 10 years of production at Finniss.
DE BEERS GROUP (De Beers), the world’s leading diamond company, has announced its intention to close its lab-grown diamond jewellery brand Lightbox, reinforcing the group’s commitment to mining natural diamonds.
As part of the anticipated closure, De Beers is discussing the sale of certain assets, including its existing inventory.
This decision reflects a key milestone in the company’s new overarching strategy to focus on high-return activities and streamline the overall business. The closure also aims to help reallocate investment to initiatives focused on reinvigorating the desire for natural diamonds.
ASIA PACIFIC
KAZAKHSTAN ADVANCES NEW DEVELOPMENT LAB-GROWN DIAMONDS AREN’T FOREVER
KAZAKHSTAN IS IN the process of implementing several major industrial projects worth nearly USD$10 billion, expected to create over 8,700 permanent jobs.
As part of this initiative, a USD$1.5 billion copper smelter is under construction in the Abai Region, with a capacity of up to 300,000t of cathode copper per year.
Elsewhere, Kazakhstan’s largest steel and mining company, Qarmet, is undergoing a USD$3.5 billion modernisation process.
By 2028, it aims to produce 5 million t of iron ore concentrate and steel annually whilst extracting up to 9 million t of coal.
SEALING THE FUTURE: HOW ADVANCED TECHNOLOGIES ARE DRIVING SUSTAINABLE MINING
Warren Smith, Global Mining Market Director for John Crane, highlights how next-generation smarter seals are key to conserving water and ushering in a new era of eco-friendly mining
Writer:
Warren Smith, Global Mining Market Director, John Crane
The mining industry stands at a crossroads. As climate change accelerates and sustainability mandates tighten, miners face mounting pressure to decarbonise, conserve water, and boost operational resilience. Meanwhile, extreme weather events are now routine, disrupting operations and making resilience a necessity.
Yet, whilst much attention is given to large-scale digitalisation and automation projects, it’s often the overlooked
technologies, such as advanced sealing systems, that quietly deliver some of the most significant gains.
HIDDEN POWER OF MECHANICAL SEALS
Mining operations rely heavily on rotating equipment, and seals are critical to keeping this equipment running smoothly.
However, seal packing systems and mechanical seals are also a leading cause of slurry pump failures, especially under the punishing conditions of modern mining; high temperatures accelerate wear, whilst freezing conditions cause brittleness and inefficiency.
When seals fail, the consequences are costly. In fact, a single failed seal can stop ore processing for eight to 24 hours, resulting in lost productivity and expensive repairs. Over the past five years, such failures have cost mining firms USD$67 billion.
Mechanical seals, however, have evolved dramatically to tackle these
challenges. Innovations such as spiral groove technology, diamond-coated faces, and Internet of Things (IoT)enabled predictive maintenance now offer a low-barrier, high-impact upgrade for mines seeking to reduce emissions and water use.
According to McKinsey & Company, leading mining operations have cut unit costs by three to six percent annually and increased production by up to 40 percent through operational excellence and equipment reliability. As such, upgrading to modern mechanical seals is one of the most simple, energy-efficient steps a mine can take.
ENGINEERING FOR EFFICIENCY AND SUSTAINABILITY
Modern mechanical seals are the result of years of technical refinement, precision engineering, and rigorous testing.
Regulatory pressure has been a key driver, with the US’ Clean Air Act and European Union’s Industrial Emissions Directive forcing the adoption of dual seals and gas-lubricated designs to reduce fluid leakage. In arid mining regions, meanwhile, water regulations have spurred the development of closed-loop seal systems that dramatically reduce water loss compared to traditional gland packing.
Other recent innovations include abrasion-resistant materials such as duplex steel and nickelchrome, alongside laser-etched grooves for optimal lubrication and nanocrystalline diamond coatings for extreme durability.
These developments allow seals to withstand the harshest slurries and climates, making them a strategic enabler of sustainable mining.
REDUCING WATER CONSUMPTION AND SLASHING DOWNTIME
Consider a copper mine in Southern Peru, operating in a water-scarce region and facing the challenge
of balancing the water-intensive demands of copper extraction with the need to conserve water for local communities.
Traditional gland packing systems typically consume about 68 litres per minute (lpm) just for cooling and lubrication. This is an unsustainable figure, especially in regions such as Salar de Atacama in Chile where mining has already consumed over 65 percent of local water supplies.
By switching to advanced mechanical slurry seals, featuring diamond-coated faces, mines are able to run a fully dry operation, eliminating the need for external cooling water. This demonstrates how mechanical seals – once considered unsuitable for mining – are now critical to sustainable operations, offering a practical, immediate step towards decarbonisation.
SMARTER, LEANER MINING
In Queensland’s Bowen Basin, one of Australia’s most productive coal regions, a major coal mine faced high temperatures, abrasive slurries, and mounting pressure to reduce water usage. The site’s slurry transport system, operating with multiple pumps in a three-stage configuration, handled high solids content at significant pressures and temperatures of over 30 degrees Celsius – conditions that pushed traditional seals to their limits. By installing mechanical seals designed for high-performance slurry applications and supported by a low-pressure water line, the site significantly reduced its water consumption and simplified piping. Water consumption dropped to just 6.3 litres per day, a remarkably low figure for such harsh conditions. With each seal expected to last 12–18 months, downtime and maintenance have plummeted, translating directly into cost savings and operational predictability. In similar applications, mining
operations have reported water savings of up to 120 lpm per pump, enabling leaner, more efficient mining.
THE SMARTER SEAL
Mechanical seals are now at the forefront of mining’s digital transformation. By integrating IoT sensors – either built-in or retrofitted to pumps – seals become active sources of operational insight.
Operators can monitor pressure, temperature, and vibration in real time, feeding data into central analytics platforms for smarter, condition-based maintenance.
This is crucial, as more than 80 percent of mines lack systems to accurately quantify downtime costs, often due to poor operational visibility. Embedding sensors directly into dry gas seals provides real-time health data and enables proactive maintenance. This approach helps identify potential failures before they become critical, reducing unplanned downtime and extending equipment life.
The benefits are tangiblepredictive maintenance can extend seal uptime beyond the typical 12 to 18 months, reduce manual intervention, and give operators greater control over performance.
SMALL CHANGES, BIG IMPACT
The path to decarbonised, climateresilient mining doesn’t always require sweeping, expensive overhauls. Sometimes, it starts with rethinking the fundamentals.
Advanced mechanical seals, which are engineered for durability, efficiency, and digital integration, offer a practical, immediate way to cut emissions, save water, and build resilience.
For mining operators, every litre of water saved and every hour of uptime gained counts. In a sector under pressure to do more with less, smarter sealing is proving to be a powerful enabler of sustainable progress.
ABOUT THE EXPERT
Warren Smith is an accomplished engineering and industrial leader with over three decades of global experience. As Global Mining Market Director at John Crane, he has driven operational excellence, transforming the Cape Town business unit in South Africa into a benchmark for regional performance.
Smith began his career as a fitter and turner before progressing through technical and managerial roles. He brings deep industry insight and a hands-on approach to problem-solving, underpinned by his technical training at Germiston Further Education and Training College and leadership cultivated over decades in the field.
Using modern technology to restart activities in an existing mine area in a sustainable manner, Nordic Iron Ore emerges as a mining company with a difference. Ronne Hamerslag, CEO, outlines the company’s goals to develop sound long-term profitability and highgrade products whilst maintaining a social licence to operate
Writer: Lily Sawyer
Driven by the current geopolitical landscape and the aftermath of the COVID-19 pandemic, both of which highlighted challenges associated with export dependency, Europe’s mining sector has seen an increased demand for local, self-sustaining raw materials supply in recent years.
In addition, the EU’s Critical Raw Material (CRM) act, which seeks to ensure European access to a secure and sustainable supply of critical raw materials, has created positive momentum across the industry and hopes to enable the continent to meet its 2030 climate targets.
Nordic Iron Ore, an emerging iron ore mining company based in Dalarna County, Sweden, is actively working to empower the European
A REGENERATIVE OPERATION
mining environment by developing and producing an ultra-high-grade iron ore concentrate suitable for the production of fossil-free steel.
“What’s happening right now in the industry is a transition towards fossilfree iron and steel-making processes,” introduces Ronne Hamerslag, CEO of Nordic Iron Ore.
The advent of more stringent
legislation surrounding environmental permits over the past decade, however, together with the higher costs associated, have seen less and less mining permits being granted.
“If we’re going to have more selfsustainability in the supply chain, we need to ease up on these demands and processes, without jeopardising
Ronne Hamerslag, CEO
REGENERATIVE OPERATION
the local environment and human health,” he observes.
As an industry trailblazer on a mission to sustainably expand its mineral resources, Nordic Iron Ore’s long-term vision is to continue providing high-grade iron ore concentrates for green and fossil-free iron and steel-making, contributing to the global energy transition.
SUCCESSFUL EXPLORATION
Operating across the Bergslagen region in Sweden, particularly the city of Ludvika, which is home to former mines from the 1970s, Nordic Iron Ore plans to resume operations at the Blötberget and Håksberg mines and expand the adjacent Väsman field, which is considered to hold significant resource potential.
A particular area of focus for the company is hydrogen-based direct reduced iron (DRI), through which iron ore is converted into iron, and requires high-grade input feeds of 66 percent or more in the iron ore feedstock.
“To reach this threshold, a high degree of magnetite in the deposits are sought to be able to deliver a concentrate that has a very high iron grade and is low on impurities,” Hamerslag informs.
As such, the company has been exploring Bergslagen and Ludvika for high-grade iron ore deposits, of which there are many due to the thousands of former mines located in the former.
Exploring iron mineralisation: Core drilling in Blötberget
“These mines were not closed because resources were depleting or there were issues with quality, but because of the financial downturn the European iron and steel sector underwent in the 1970s and 80s,” he clarifies. This economic depletion eventually led to the mass closure of many steel mills and iron ore operations throughout Europe.
Having already discovered a highgrade deposit in the Blötberget mine, containing approximately two-thirds magnetite and one-third hematite, Nordic Iron Ore will continue its explorations across Ludvika.
Hamerslag goes on to point out that the higher the grade of iron extracted, the greater the quality in terms of iron grade and low impurities of the iron ore product.
“Higher grade iron ore products also mean less material to transport, less waste produced, and less energy consumed – regardless of the chosen metallurgy or reduction methods,”
Hamerslag adds.
The Blötberget mine’s resource base currently sits at around 55 million tonnes, with annual production projected at around three million tonnes per annum (Mtpa), and the company continues to carry out exploration work around the mine’s depth in order to increase this.
“If we can grow our resource base by 15, 25, or even 35 million tonnes, our financial outlook will be much improved,” he assesses.
ONE WITH THE COMMUNITY
As it seeks to reopen many former mine sites across Ludvika, and possibly beyond in the Bergslagen region, Nordic Iron Ore is acutely aware of the importance of maintaining an open and communicative relationship with the communities in which it operates.
Of particular significance is the opinions of local people, which can have a major impact on whether or
ABOUT RONNE HAMERSLAG
• Appointed CEO of Nordic Iron Ore in July 2022.
• 25+ years of experience in the materials and mining industry across international operations and business leadership roles, such as at Boliden, ABB, and Ovako in addition to various international leadership positions at Swedish telecommunications company Ericsson.
• Holds a Master of Science in Metallurgy and Materials Technology from the KTH Royal Institute of Technology in Stockholm, Sweden.
• Board Member of Mahvie Minerals, a base metal and gold exploration company, and Svemin, the Swedish Association for Mines, Mineral, and Metal Producers.
not the necessary permits are granted and how quickly, as even the slightest hint of negativity or disapproval can lead to appeals.
“The importance of having a good relationship with the local community goes back to the legislation and the permitting process. Even though you might have 99.9 percent of the population on your side, just one or two disapproving individuals can really drive the local discussion in a negative direction,” Hamerslag insights.
He cites a mining project in the north of the country close to a lake as an example, where the local population became convinced that mining would destroy their landscape, particularly the lake, which hugely delayed the permitting process due to local resistance.
NORDIC IRON ORE
“WHILST AN ENVIRONMENTAL LICENCE IS SOMETHING YOU GET FROM THE COURT, A SOCIAL LICENCE TO OPERATE IS SOMETHING YOU GET FROM THE LOCAL POPULATION, COMMUNITY, NEIGHBOURS, AND STAKEHOLDERS”
– RONNE HAMERSLAG, CEO, NORDIC IRON ORE
As such, the company seeks to maintain what it calls a social licence to operate across each of the communities in which it works.
“Whilst an environmental licence is something you get from the court, a social licence to operate is something you get from the local population, community, neighbours, and stakeholders – simply put, if the community are positive, you get your permit, but if they’re negative, they can block it,” Hamerslag surmises.
SUSTAINABLE TO THE CORE
On a mission to remain a sustainable mining operation, Nordic Iron Ore has curated a smart exploration process, in close cooperation with
Smart Exploration Research Centre, to maximise the success of its drilling activities.
By utilising non-disturbing magnetic, seismic, and geophysical surveys before it carries out exploration drilling, the company improves detection and assesses the most lucrative areas to drill down into.
Alongside limiting the impact it has on the local environment, Nordic Iron Ore’s conscientious drilling techniques also save the company money.
As it moves from exploration to operation, Nordic Iron Ore seeks to remain as fossil-free as possible, which is why it is looking to electrify many of its processes.
NORDIC IRON ORE’S EXPLORATION OPERATIONS AT A GLANCE
Blötberget mine – A 55 million tonne mineral resource deposit with all the necessary permits in place. The average iron content of the future iron ore concentrate is estimated to be close to 69 percent, making the quality of product amongst the highest in the world.
Väsman field – A long-known iron ore deposit with promising potential.
Håksberg mine – An abandoned mining facility with known iron ore left to mine, the Håksberg mine’s iron oxide minerals comprise approximately 80 percent magnetite and 20 percent hematite, creating a positive outlook for mineral exploration.
With all future mines located in a favourable geographical location, they will benefit from the same logistics and concentration investments planned for the Blötberget mine.
“We’re potentially looking to replace fossil fuels such as diesel, propane, and natural gas used across our operations with green electricity or hydrogen,” Hamerslag informs. Furthermore, the company is looking to produce this hydrogen independently from the grid to achieve true autonomy in terms of its production processes and reduce exposure to fluctuating energy prices.
“We’re looking into possibilities such as solar or wind farms to
produce hydrogen ourselves, store it underground, and use it as needed,” he excites.
Whilst in its very early stages, the company is also considering the possibility of producing and selling excess hydrogen in order to get better financial performance on its own hydrogen production.
It is also looking into using biobased explosives in its mines – as opposed to traditional ammoniabased ones – which produce far less carbon emissions.
“WE ARE RESTARTING AN IRON ORE MINING OPERATION IN BERGSLAGEN WHICH HAS BEEN A TRADITION FOR HUNDREDS IF NOT THOUSANDS OF YEARS. BRINGING THIS BACK TO LIFE IS, FOR ME, A SOCIALLY IMPORTANT FACTOR”
– RONNE HAMERSLAG, CEO, NORDIC IRON ORE
NORDIC IRON ORE
FUTURE FOCUS
Looking to the future, Nordic Iron Ore has a clear action plan to sustainably expand its mineral resources as it seeks to achieve its goal of being a major Swedish producer of ultra highgrade iron ore products.
Having already begun the initial phases at the Blötberget mine, it plans to continue its activities in both the Håksberg mine and Väsman field before continuing to explore further into Bergslagen.
Hamerslag also reflects on adjacent opportunities, such as the development of a phosphate
waste by-product containing rare earth elements as a potential supplementary income, as the company seeks to transform parts of its waste stream into sellable products.
“Whilst we don’t expect to generate a huge income from the sale of phosphate and rare earth concentrate, we do hope to develop it further.
“Although we’ve seen good progress lately, we cannot undertake too many mines or supplementary activities – we must focus first on developing the Blötberget mine before looking into other mines,
products, and concentrates,” he observes.
As a regenerative mining operation, Hamerslag feels a deep sense of pride around the work the company is doing – both for the environment and local communities.
“We are restarting an iron ore mining operation in Bergslagen which has been a tradition for hundreds if not thousands of years. Bringing this back to life is, for me, a socially important factor,” he concludes.
Marley Palin, Head of BHP Xplor, unearths the accelerator programme designed to expedite exploration efforts for early-stage companies seeking critical minerals crucial for the energy transition
Writer: Jack Salter
Aunique six-month accelerator programme, BHP Xplor brings fresh thinking and innovation to the exploration space.
It was launched in 2023 by BHP, a world-leading resources company that produces essential commodities including iron ore, metallurgical coal, copper, and soon, potash.
For such resources, which are driving the energy transition, the reality is that finding new mineral deposits is getting tougher and traditional exploration approaches alone won’t be enough to meet the growing demand.
“We believe that by combining our industry expertise with the agility and creativity of early-stage explorers, we can accelerate the discovery of these essential commodities,” opens Marley Palin, Head of BHP Xplor.
“The programme was started because we could see the potential in
EMPOWERING XPLOR ATION
combining the legacy of a major with the nimble, innovative approach of a junior to help fuel new ideas. Our goal is to empower exploration companies to take big swings at new ideas, knowing they have the support and resources to move quickly and make an impact.”
THINKING OUTSIDE THE BOX
BHP Xplor targets innovative, earlystage mineral exploration companies to find the critical resources necessary to drive the energy transition. It is therefore looking for bold, ambitious explorers who aren’t afraid to challenge conventional thinking.
EMPOWERING ATION
The companies it works with bring fresh perspectives to mineral exploration – whether through advanced geophysical techniques, artificial intelligence (AI)-driven data analysis, or new geological models that unlock previously overlooked regions.
“In the second half of the year, we put out a global call for applications, encouraging teams from around the world to present their ideas,” Palin tells us.
“Our selection process is rigorous – we look at the quality of their geological concepts, technical
capabilities, and ability to execute. Beyond that, we want to see passion, creativity, and a willingness to take calculated risks.”
Once selected, BHP Xplor participants receive up to USD$500,000 in equity-free funding to help advance their projects.
Just as important, however, is the access they gain to BHP’s in-house experts, as well as industry-leading service providers who can help refine their exploration strategies.
“The goal is to give these companies the best possible chance of making a significant discovery – one that could contribute to the supply of critical minerals for decades to come,” outlines Palin.
BHP Xplor is therefore not just looking for incremental improvements, but businesses that think outside the box when it comes to exploration.
That could mean applying novel geophysical methods, leveraging machine learning (ML) for geochemical analysis, or reinterpreting old geological datasets in new ways.
“What excites us most is when we see companies challenge longstanding geological assumptions. Some of the most significant discoveries in history came from questioning what we thought we knew about mineral systems –that’s the kind of thinking we want to foster through BHP Xplor,” she enthuses.
HOW IS THE PROGRAMME BUILDING A SENSE OF COMMUNITY?
Marley Palin, Head of BHP Xplor: “This programme isn’t just about funding or mentorship – it’s about creating a network of explorers, geologists, and industry experts who can share knowledge, support each other, and drive the future of mineral discovery together.
“Exploration is inherently uncertain; it takes resilience, creativity, and a willingness to push boundaries. By bringing together a global cohort of explorers, we’re fostering an environment where participants can learn from each other, collaborate, and challenge traditional thinking.
“At the end of the day, BHP Xplor is about making a real impact for both the companies we support and the broader industry. We want to see more discoveries, increased innovation, and ultimately, a stronger pipeline of critical minerals to support the energy transition.
“We’re just getting started, and I can’t wait to see where this journey takes us next.”
TAILORED GUIDANCE
To help participants prepare for exploration operations and business success, one of the things that makes BHP Xplor unique is the support that goes alongside the funding.
“It’s not only about advancing a single exploration campaign but also building companies that can succeed in the long term,” Palin emphasises.
Over the course of the programme, participants receive tailored guidance in three key areas – technical, business readiness, and operational.
On the technical side, they have access to BHP’s world-class geologists, geophysicists, and data scientists, who help refine their geologic models and improve targeting strategies.
From a business perspective, BHP Xplor connects participants with mentors who can provide insights on everything from securing future investment to navigating regulatory approvals.
“We also expose them to potential partners, service providers, and investors, helping them build the relationships they need to scale,” adds Palin.
“Our goal is to equip these companies with the knowledge, tools, and networks to turn promising ideas into successful exploration programmes and, hopefully, major discoveries.”
The level of talent in BHP Xplor’s applicant pool this year is incredibly exciting, with companies from across the world – including Canada, the US, Serbia, Germany, Peru, Argentina, and Saudi Arabia – each bringing unique ideas and exploration approaches.
What stands out is not just the technical strength of these companies, but also their ambition and creativity.
“Many are using cutting-edge technologies or revisiting regions with fresh geological models, and we believe they have real potential to make meaningful discoveries,” excites Palin.
“WHAT EXCITES US MOST IS WHEN WE SEE COMPANIES CHALLENGE LONG-STANDING GEOLOGICAL ASSUMPTIONS. SOME OF THE MOST SIGNIFICANT DISCOVERIES IN HISTORY CAME FROM QUESTIONING WHAT WE THOUGHT WE KNEW ABOUT MINERAL SYSTEMS – THAT’S THE KIND OF THINKING WE WANT TO FOSTER THROUGH BHP XPLOR”
– MARLEY PALIN, HEAD OF BHP XPLOR, BHP
“One of the most rewarding parts of BHP Xplor is getting to work closely with explorers, sharing knowledge, and seeing how their projects evolve throughout the programme.”
PROGRAMME PRIORITIES
With an exciting 2025 cohort, and applications for 2026 set to open later this year, BHP Xplor is continuing to build on its success by focusing on three key priorities.
First, the programme wants to deepen its support for participants not just through funding, but by giving them even greater access to BHP’s
expertise and technical capabilities.
“We’re expanding the ways we engage with them, providing more hands-on guidance and strategic advice,” Palin informs us.
BHP Xplor is also looking at how it can help exploration companies scale beyond the programme.
As one of the challenges earlystage explorers face is maintaining momentum after an initial injection of funding, it is working on ways to help them build sustainable business models, attract investors, and establish long-term partnerships.
Finally, BHP Xplor is always
thinking about how it can evolve to stay ahead of the curve.
“The industry is changing rapidly, and we want to ensure we’re supporting the most innovative ideas and approaches.
“We’ll continue to refine the programme based on what we learn each year, ensuring we deliver real value to participants and the broader exploration ecosystem,” concludes Palin.
SECURING A FUTURE FOR METALS AND MINERALS
Bringing together the brightest minds and the boldest leaders from across the globe, Resourcing Tomorrow is an international mining event that drives real change in the sector. Having attended the influential gathering in December 2024, we catch up with Andrew Thake, Divisional Director, about its plans for an even more impactful 2025 programme
Writer: Lauren Kania
Andrew Thake, Divisional Director
Mining Outlook (MO): Firstly, please introduce our readers to Europe’s most influential and largest mining event, Resourcing Tomorrow.
Andrew Thake, Divisional Director (AT): Resourcing Tomorrow is where the world’s mining and energy leaders meet, designed to bring together key stakeholders from across the mining value chain.
With 2,100 attendees, it serves as a crucial platform for industry leaders, investors, innovators, and policymakers to discuss the critical challenges and opportunities facing the sector.
We focus on fostering collaboration, driving innovation, and promoting sustainable practices, making it
the must-attend event for anyone invested in the future of mining.
MO: How did the 2024 edition of Resourcing Tomorrow provide a dynamic platform for collaboration and networking?
AT: The 2024 edition was meticulously structured to maximise networking opportunities. We featured dedicated networking sessions, interactive workshops, and a vibrant exhibition floor.
Our event app facilitated seamless connections, and the diverse range of attendees — from CEOs to emerging tech start-ups — created a rich environment for knowledge
sharing and partnership building. The feedback we received highlighted the quality and quantity of valuable connections made.
MO: What were some of the key learnings and insights that resulted from last year’s edition?
AT: Last year’s edition underscored the urgent need for the mining industry to embrace technological innovation and sustainable practices. Key takeaways included the importance of integrating artificial intelligence (AI) and automation for improved efficiency and safety; prioritising environmental, social, and governance (ESG) considerations
the mining industry often operates in silos, leading to missed opportunities and a lack of diverse perspectives.
RESOURCING TOMORROW 2025
to secure social license and attract investment; developing robust strategies for critical mineral supply chains; and fostering greater collaboration between industry, government, and local communities.
Attendees left with a clearer understanding of the path forward in a rapidly evolving landscape.
MO: Can you tell us more about the key theme of the 2024 event, ‘Breaking Out of the Echo Chamber’, and why the mining industry must do this?
AT: The ‘Breaking Out of the Echo Chamber’ theme was central to our 2024 event. We recognised that
covered at the 2024 edition of Resourcing Tomorrow, and who were some of the key speakers?
AT: The 2024 programme covered a wide range of topics, including critical minerals, sustainable mining practices, technological innovation (AI, automation, and digitalisation), ESG and social responsibility, investment and finance, and the future of the mining workforce.
We were honoured to host a line-up of distinguished speakers, including:
• Mark Cutifani, Chair, Vale Base Metals
• Dominic Raab, Senior Strategic Advisor for Global Affairs, Appian Capital Advisory and former UK Deputy Prime Minister
• Mark Bristow, President and CEO, Barrick
• Robert Wilt, CEO, Ma’aden
• Ross Beaty, Chair, Equinox Gold
• Francesco Gattiglio, Vice President External Affairs, Europe, Albemarle
• Marley Palin, Head of Portfolio and Performance – Exploration, BHP Xplor
As geopolitical uncertainty, energy security concerns, and the transition to renewables converge, the mining sector has never been more integral to the global economy.
Building on 2024’s theme, ‘Breaking Out of the Echo Chamber’, this year’s event, taking place from 2nd-4th December at the Business Design Centre in London, will explore the emerging trends and innovative solutions reshaping the sector. It will delve into the transformative challenges and opportunities defining the future of mining, from securing critical minerals and navigating global geopolitics to advancing sustainability and fostering industry collaboration.
• Rohitesh Dhawan, President and CEO, International Council on Mining and Metals (ICMM)
• Andrew Carlisle, Managing Director – Mobility, Fortescue Zero
• Marna Cloete, President, Ivanhoe Mines
• Brian Menell, CEO, TechMet Ltd
• Mark Kristoff, CEO, Traxys
• Ali Russell, Managing Director, Extreme H
• Ernest Scheyder, Journalist, Thomson Reuters and author of The War Below: Lithium, Copper, and the Global Battle to Power Our Lives
CONFERENCE & EVENTS AWARDS 2025
Resourcing Tomorrow, where the world’s mining and energy leaders meet, has been named a finalist for Best Development of an Existing Event at the prestigious Conference & Events Awards 2025.
Organised by Beacon Events, the nomination celebrates the event’s remarkable growth, innovation, and increasing global influence.
This serves as a genuine reflection of the hard work, change, and commitment happening across the sector, and Resourcing Tomorrow is proud to be a part of that journey.
• Adam Matthews, Chief Responsible Investment Officer, Church of England Pensions Board and Founder, Transition Pathway Initiative
• Khalid Al-Mudaifer, Saudi Vice Minister for Mining Affairs, Ministry of Industry and Mineral Resources
• Geoffrey Pyatt, former US Assistant Secretary of State, Bureau of Energy Resources
• Michael Mainelli, Executive Chairman, Z/Yen Group and 695th Lord Mayor of the City of London
Their insights and expertise provided invaluable perspectives on the challenges and opportunities facing the industry.
MO: Equally, what leading mining and energy companies attended the event in December?
AT: Resourcing Tomorrow attracted a significant number of leading mining and energy companies. Attendees included representatives from mining companies such as BHP, Anglo American, Barrick, Albemarle, Freeport-McMoRan, and Vale, as well as energy companies including Ørsted and SSE.
This strong participation underscored the event’s importance as a key platform for industry engagement and collaboration.
MO: As Divisional Director of Resourcing Tomorrow, what were some of your personal highlights from the 2024 edition?
AT: One of my personal highlights was witnessing the vibrant energy and enthusiasm of the attendees – the level of engagement and the quality of discussions were truly inspiring.
I was also particularly proud of the diverse range of speakers and the insightful presentations that addressed critical industry challenges.
Seeing the connections made and the potential for future collaborations was incredibly rewarding.
MO: In your opinion, how successful was the 2024 edition of Resourcing Tomorrow, and how did it build on previous events?
AT: The 2024 edition was a resounding success. We saw record attendance, exceptional feedback
RESOURCING
TOMORROW 2024 IN NUMBERS
2,000+ ATTENDEES
150+ MINING COMPANIES
500+ INVESTORS
90+ COUNTRIES
300+ SPEAKERS
Linkedin post
“WE ARE COMMITTED TO CONTINUING TO PROVIDE A PLATFORM FOR MEANINGFUL DIALOGUE, COLLABORATION, AND INNOVATION, AND WE LOOK FORWARD TO WELCOMING THE GLOBAL MINING COMMUNITY TO ANOTHER EXCEPTIONAL EVENT”
– ANDREW THAKE, DIVISIONAL DIRECTOR, RESOURCING TOMORROW
on the programme, and a significant increase in networking activity.
We built on the success of previous events by enhancing our focus on innovation, sustainability, and collaboration.
The event finished on a high with our Resourcing Tomorrow Awards and Gala Dinner at Guildhall, where we were honoured with the presence of Gina Rinehart, who won the Lifetime Achievement Award.
MO: Finally, looking ahead, how excited are you for the upcoming 2025 edition this December?
AT: I am incredibly excited about the 2025 edition of Resourcing Tomorrow. The mining industry is in a dynamic place at the moment, with geopolitical tensions impacting supply chains and energy security. We are already planning an even more ambitious programme that will address the evolving needs of the
mining industry. We are committed to continuing to provide a platform for meaningful dialogue, collaboration, and innovation, and we look forward to welcoming the global mining community to another exceptional event.
OPULENT
OPALS
The enchanting world of opals captivates the spirit, as their radiant colours inspire creativity, intertwining profound historical significance with symbols of hope. We explore the journey of these magical gemstones and their resurgence in modern culture
Writer: Rachel Carr
Once highly coveted by the European aristocracy for their ethereal beauty, opals are considered one of the world’s most magical gemstones.
Indeed, the Emperor of France, Napoleon Bonaparte, gifted his wife Josephine an opal dubbed ‘The Burning of Troy’ due to its intense red nature raging against a black base – it was her favourite offering from her husband.
The iridescent qualities and mesmerising kaleidoscopic colours of opals have led many cultures to attribute them with supernatural
powers, adding to their allure.
Producing prismatic flashes when illuminated, each stone is as diverse as a snowflake, showcasing unique patterns and plays of colour, with dominant hues and intensity as well as transparency marked by the presence of matrix, crazing, and pits.
An opal can display a single colour, two or three, or all the colours of the rainbow. Often divided into types based on their background, there are many different categories of these gemstones.
However, the five main types are black, white, fire – which is usually
yellow, orange, or red; boulder –which is translucent to opaque within a host rock called a matrix to which it is attached, making it part of the finished gem; and crystal – which is transparent to semi-transparent with a clear background.
Patterns include pinfire or pinpoint – small and closely set patches of colour; harlequin or mosaic – broad and angular with closely set patches of colour; flame – sweeping reddish bands or streaks that shoot across the stone; and peacock – mainly blue and green.
There are two varieties of opals, the first of which are precious gems that are opalescent to varying degrees, resulting from the spaces between amorphous hydrated silica spheres that form within the stone’s internal structure.
These allow light to pass through and create vivid, colourful refractions; in contrast, there are common opals, which are simpler, displaying a hazy, milky sheen.
MINING MAP
Opals are mineraloids that form through the gradual natural heating of silica gel found in cracks within rocks.
Although they were once considered rare, the discovery of rich opal mines in Australia has changed that. Today, the country produces 95 percent of the world’s supply; as a result, it is not surprising that opals are the national gemstone of the country.
Before the discovery in Australia, the opal mining map included areas in Ethiopia, the Western US, Mexico, Brazil, Honduras, Slovakia, Indonesia, Tanzania, and Peru.
The gemstones were discovered
in the semi-subterranean town of Coober Pedy around 100 years ago. Located in the Australian desert, it takes its name from the Kokatha words ‘kupa piti’, meaning ‘white man’s hole’.
Despite the absence of large mining companies in the area, it manages to supply the majority of opals exported from Australia. Locals use a variety of machinery to excavate their small plots, and residents who cannot afford expensive equipment sift through mounds of earth using machines left behind by previous miners.
Opals are among the few gemstones that can be economically mined by just a couple of individuals. In the early days, miners used a simple method of shaft sinking, employing only a pick and a shovel; once they discovered promising opal dirt, they would branch out sideways.
Horizontal excavations were carried out using picks and explosives, and the gem was then carefully extracted using a handpick or screwdriver.
Most mining involved two men –one in the hole and another at the
surface to operate the windlass and haul out the dirt. Today, the majority of shafts are sunk using Calweld-type drills following a rapid increase in the use of machinery in the 1970s, including tunnelling equipment and small underground front loaders.
Utilising technology streamlines operations and increases production, although it can sometimes have unintended consequences if it shatters the stone.
AN OASIS OF OPALS
After a period of decline, the Australian opal market is poised for a turnaround thanks to increased production from both existing and new deposits, which are primarily exported to Hong Kong, Taiwan, Japan, Europe, and the US.
Australia dominates the opal industry, supporting numerous local communities and attracting substantial tourism, which significantly contributes to
the country’s economy.
Renowned for producing highquality and valuable gems, the opal fields are located in three states along the Great Artesian Basin (GAB) – South Australia (SA), New South Wales (NSW), and Queensland.
Four Australian opal mining towns – Coober Pedy, Andamooka, White Cliffs, and Lightning Ridge – have become household names.
As the world’s leading source of the finest opals, Australia boasts a harsh outback that features a unique combination of geological conditions, allowing for the formation of gemstones near the margins of the Eromanga Sea, a vast ancient inland sea that formed the GAB – one of the largest underground freshwater resources in the world.
However, the future of Australia’s opal mining industry remains uncertain due to regulatory changes in regions such as NSW, which have limited mining activities.
The closure of opal mining towns, such as Mintabie in SA, has also affected livelihoods, whilst environmental concerns have arisen as the industry shifts towards more sustainable practices.
To address these challenges, exploring potential new deposits, promoting the captivating beauty of opals to increase their market relevance, and developing innovative mining techniques for environmentally-friendly operations could help preserve Australia’s opal heritage.
SPIRITUAL SIGNIFICANCE
The ancient Greeks believed that opals possessed the remarkable ability to grant their wearers the gift of prophecy whilst also protecting against disease.
THE OPAL ORACLE
• Opals have been admired by celebrities for decades. Elvis Presley had a fondness for opals and wore them in one of his favourite rings. Artist Andy Warhol also collected these beautiful gems, as did movie star Elizabeth Taylor, who possessed an iconic green-blue Australian boulder opal.
• The largest opal ever found is the Olympic Australis, weighing 17,000 carats, which equates to 3.4 kilogrammes. It was discovered at the Eight Mile opal field in Coober Pedy, SA in 1956.
• The world’s most expensive opal is the Virgin Rainbow, valued at over AUD$1 million. It was formed and discovered in the skeleton of a belemnite – an ancient ancestor of the modern-day cuttlefish.
• Black opals are the rarest variation of the gemstone.
• Opals generally fall between five and 6.5 on the Mohs scale of hardness.
This reverence for the stone continued throughout history, with Europeans viewing opals as symbols of hope, purity, and truth. In ancient Rome, opals were particularly cherished, often associated with love and known as the cupid stone, further enhancing their power.
Arabic legends contributed to this sense of wonder, describing opals as celestial gifts that descended from the heavens in flashes of lightning, imbuing them with otherworldly powers. Traditional folklore paints the opal as an enigmatic gem intertwined with nature, symbolising rainbows, butterflies, and hummingbirds – a testament to its vibrant beauty.
Amongst the Aztecs, fire opals held a sacred place, named after their feathered serpent deity, Quetzalcoatl, and were believed to embody
creativity and signify new beginnings. Similarly, in medieval Europe, there was a strong belief that opals could grant invisibility or offer divine protection, illustrating their enduring mystique.
Despite its mysterious charm, the opal experienced a decline in popularity during the 1800s, largely due to a passage in Anne of Geierstein, a Gothic novel by Sir Walter Scott, in which the gemstone is portrayed as talismanic with supernatural powers, influencing the plot and altering its reputation.
In the book, a character’s death caused by an opal ultimately solidifies the superstition that they are unlucky unless worn in their birth month of October.
However, the negative connotations diminished as new deposits were discovered, revealing previously unseen colour schemes, and their popularity rebounded. Queen Victoria’s fondness for opals during the Victorian era contributed significantly to their resurgence, and they were favoured by Art Nouveau jewellery designers from 1890 to 1910.
In 1954, Queen Elizabeth II received a spectacular Andamooka opal necklace and earring set from the South Australian government on her Commonwealth tour.
Today, in some Asian cultures, the gemstones are associated with good luck and fortune in business, whilst modern gemstone enthusiasts often associate opals with healing properties and spiritual awareness.
SPOTLIGHT ON SOUTH AFRICAN QUARRYING
Striving for sustained growth in the face of ongoing adversity, South Africa’s small surface mining and quarrying sector is calling for more accessible legislation with a view to bolstering emerging business
Due to its abundance of natural resources, well-established mining infrastructure, and longstanding status as a key exporter of metals and minerals, the South African mining industry continues to thrive.
Historically, the majority of its output has been attributed to larger mines, often controlled by multinational conglomerates. Today, however, small surface mines and quarries are also playing a growing role.
Supported by mining legislation from the Department of Mineral Petroleum Resources (DMPR), small surface mining involves employing mechanised and semi-mechanised technologies to reach small deposits of mineral ore available at shallow depths.
South African quarrying, meanwhile, leverages the region’s natural stone resources and significant clay deposits to extract stone, clay, sand, and aggregates essential to the country’s construction and manufacturing sectors and is a major contributor to the economy.
Both small surface mining and quarrying have been identified as important areas of development by DMPR for their contributions to socioeconomic growth, job creation, and poverty alleviation.
In addition, the promotion of safe, legal quarrying and mineral exploration that pays heed to the relevant health, safety, and environment (HSE) practices, alongside taxations and royalties, has become an important focus for key industry players.
However, challenges have arisen as the very real threat of illegal mining in South Africa (SA) looms, in which derelict and ownerless (D&O) mines and quarries, often with extremely dangerous conditions, are being exploited through non-approved methods.
Illegal miners are also selling their product at very low prices due to the absence of compliance measures, regulation, and taxation, which can lead to legal small and artisanal mining companies struggling to compete.
As such, SA’s small surface mining and quarrying industry is shrinking, compounded by high regulatory and legislative barriers, which have led to industry bodies such as ASPASA, the Institute of Quarrying Southern Africa (IQSA), and DMPR working to actively reverse this.
Less restrictive and more accessible legislation surrounding small surface mining and quarrying is therefore being called for, allowing new entrants, including micro, small, and medium-sized enterprises (MSMEs), to flourish.
ASPASA INTERVIEW:
We sit down with Letisha van den Berg, Director of the surface mining industry association, ASPASA –formerly known as the Aggregate and Sand Producers Association of Southern Africa – who outlines the organisation’s crucial role in advocating for SA’s small surface mining and quarrying industry, its close partnership with IQSA, and their united goal to promote and develop the sector
Mining Outlook (MO): Firstly, please could you introduce us to ASPASA?
Letisha van den Berg, Director (LvdB):
ASPASA is a non-profit organisation that advocates for the small surface mining industry. We work alongside various industry bodies and government agencies to influence leading practices, develop standards, and shape legislation that aligns with the unique needs of small surface mines.
The organisation actively liaises with industry bodies such as IQSA, DMRE, the Minerals Council of South Africa (MINCOSA), the Mine Health and Safety Council (MHSC), the South African Diamond Producers Organisation (SADPO), the South African National Roads Agency SOC Limited (SANRAL), the Southern African Bitumen Association (Sabita), and Construction Alliance South Africa (CASA) to promote the interests of our members. We use our collective voice to ensure that the concerns and requirements of small surface mines are considered when drafting and implementing regulations and standards.
One of ASPASA’s key roles is to provide guidance on environmental and safety protocols, permit requirements, and training programmes. We help our members navigate the complex legislative landscape by offering clear and practical advice on compliance requirements. This ensures that small surface mines can operate safely, responsibly, and in full compliance with regulations.
ASPASA also plays a vital role in reducing the risk of accidents and environmental harm within the industry. We conduct audit processes to assess the compliance
ASPASA’S VISION AND MISSION
VISION
• To promote a healthy and sustainable small surface mining industry in SA, positively impacting the economy and those affected by the immediate mining context
MISSION
• To represent the interests and be the voice for small opencast mining companies in SA, especially MSMEs
• Act as a forum for its members
• Establish its miners as suppliers of choice based on stringent compliance, regulation, and leading practices
• Drive the zero-harm journey
and safety practices of our members, identifying areas for improvement and providing actionable recommendations. The association also serves as a networking platform for small surface mines and the broader supply chain. By bringing together various stakeholders, ASPASA facilitates collaboration, knowledge sharing, and business opportunities. This helps small surface mines to connect with suppliers, contractors, and other industry professionals, fostering relationships that can contribute to the growth and success of their operations.
Furthermore, ASPASA is dedicated to developing young industry members in association with IQSA. We provide training programmes and opportunities for professional development, empowering new and emerging leaders in the small surface mining industry. Through mentorship and knowledge sharing, ASPASA helps shape the future of the industry by nurturing a skilled and knowledgeable workforce.
“WE WORK CLOSELY WITH IQSA, WHERE THE FOCUS IS ON NETWORKING AND INDIVIDUAL DEVELOPMENT PROGRAMMES”
– LETISHA VAN DEN BERG, DIRECTOR, ASPASA
MO: What is your take on the current challenges and opportunities facing the South African surface mining and quarrying sector?
LvdB: Challenges:
• Artisanal and small mining is currently shrinking, particularly when it comes to industrial minerals suppliers. We have direct connections with the construction industry, but there are currently no large projects or enough infrastructure spending in any region to boost industrial minerals supply.
• Legislation is moving rapidly towards technology, yet artisanal and small mining resources remain very limited. We do not have, for example, software developers on hand to repair technologies if they go wrong.
• The enforcement of the current Mine Health and Safety Act talks about significant risk and emphasises a risk-based approach, yet this is failing us as small role players. A blanket enforcement strategy in certain regions is costing us a lot of money due to the unnecessary closure of mines.
Integrated crushing, mining, and mineral processing solutions
B&E International is the industry leader and partner of choice to Africa’s mining and construction industries, offering premium products and integrated crushing, mining, and mineral solutions
B&E International’s (B&E) enviable position is made possible through its continued culture of excellence and the establishment of long-term relations with clients and suppliers, resulting in acceptable returns to stakeholders and cutting-edge integrated crushing, mining, and mineral solutions.
The company’s initial core business centred around aggregate production supply for infrastructure projects, but over the years, it has branched into many other disciplines, such as bulk mining, mineral beneficiation, and engineering.
B&E forms part of the listed company, Raubex Group Limited (Raubex), which holds several subsidiaries that are leaders in their respective fields, namely road construction and rehabilitation, infrastructure development, pipelines, concrete structures, and the supply of materials.
B&E has grown to be operational across Southern Africa with contractors in 13 of the continent’s countries.
A HISTORY OF EXPANSION
B&E was founded in South Africa in 1972 as a drilling and blasting entity, expanding into mobile crushing four years later, whereby a specialist mobile and static crushing division was created, which later became B&E.
The company then grew from strength to strength and entered the mining services sector in 1993, diversifying into bulk mining, the processing and beneficiation of minerals, design and construction of purpose-built plants, as well as the maintenance and operation of processing plants for mine owners and operators.
It also entered the asphalt and processing plants market through the acquisition of Comar Plant Design and Manufacturing.
B&E was acquired by Raubex in 2008 and through further rationalisation, the company is now a strong and focused crushing,
mining, mineral processing, and engineering entity.
B&E operates as an industry leader in this field with an impressive portfolio of clients including De Beers, NAMDEB, Anglo American Platinum, Gautrain, BHP, Grinaker LTA, Group Five, WBHO, Government Department of Water and Sanitation, Basil Read, Roshcon, H&I Construction, AfriSam, Exxaro, and many more.
FOUR DISTINCT DIVISIONS
B&E boasts four comprehensive operational divisions, covering areas of contract crushing and screening, quarry and mining services, mineral processing and engineering, and commercial aggregates. The vast extraction of valuable minerals starts with the efficacy of B&E’s crushing and screening procedure. The company operates several crushing plants, ranging from single stage to five-stage crushing, with operational capacities spanning 50 to 500 tonnes per hour (t/h).
B&E additionally offers reliable and efficient quarry and mining services. Its operational prowess and expertise in these areas allows clients to easily achieve their goals. Indeed, the company’s open cast mining services include stripping, mine and quarry rehabilitation, load and haul services, stemming material supplies, and primary and secondary breaking, resulting in production efficiency and long-term profitability.
B&E also owns and operates an
entire drill and blast division that focuses on drill and blast activities in both the quarrying and mining industries.
Through its mineral processing and engineering division, meanwhile, the company provides state-ofthe-art commercial mining infrastructure and set-up, with various engineering and monetary options to suit its clients’ requirements.
This includes the set-up of a greenfields mining operations from scratch, alongside the rehabilitation of existing projects.
In addition, B&E’s commercial aggregates division means the company can produce and supply choice aggregates from three of its conveniently located quarries across Southern Africa.
MOBILE CRUSHING AND SCREENING
B&E’s crushing and screening division in particular has been key to the company’s industryleading position.
This is, in part, due to the vast infrastructure involved in B&E’s contract quarrying and aggregate production. The creation of railway ballasts, for example, involves S1 and S2 ballast specification material that uses mobile and static crushing plants.
The company’s aggregate production also supplies road layer works and roadstone materials, as well as being used for dam building, where high specification concrete aggregates are available from B&E’s mobile or static crushing plants.
The company’s aggregate production infrastructure is additionally used in marine works and the high-quality supply of armouring, core, rip rap, sea defence, and all other aggregates involved in marine construction.
Elsewhere, B&E’s world-class screening capabilities also enable the separation of particles into different sizes. This is achieved using a fleet of modern crushers ranging from 50 to 500 t/h.
These crushers can produce a wide range of high-quality products including roadstone, top-grade manufactured concrete sand, base course, concrete aggregates, waterbound macadams, ballasts, and filter media.
As such, the company’s expertise lies in designing mobile plants, prospecting for rock, and operating quarries to deliver consistency at high production rates, even in remote areas.
B&E’s mobile crushing capabilities
further include high energy blast efficiency and optimal fragmentation with on-site crushed blast hole stemming materials and equipment.
Additionally, the company conducts haul road maintenance by leveraging world-class on-site crushed road wearing course material critical for existing haul road maintenance.
B&E also provides clients with safe and professional dump tailings retreatment services across various mining commodity sectors.
COMMERCIAL MINING
As part of its multidisciplinary expertise, B&E boasts extensive experience in crushing and processing ore minerals including gold, iron ore, manganese, detrital, chrome, quartz, nickel, kimberlite, and coal to name a few.
The company’s vast crushing equipment fleet is available at a
moment’s notice and convenient for short-term interventions typically required during planned shutdowns, equipment breakdowns, plant upgrades, or mining start-ups.
Long-term crushing solutions are provided through B&E’s costeffective modular-based crushing plants that run on a three-phase power supply.
These installations are fit-forpurpose and are typically suited for longer-duration crushing contracts.
On top of this, the company can be trusted to blend ore correctly with its professional supply and operation of ore blending equipment and processes on-site.
B&E also ensures efficient metallurgical plant performance by using a combination of crushing, screening, and material handling equipment in conjunction with its extensive process design capabilities.
B&E has a vast range of innovative services, including its build, operate, own, and transfer (BOOT) contracts.
The company owns an extensive greenfield mineral processing plant which it uses as part of its BOOT contracts. The plant is designed, manufactured, installed, financed, and operated on behalf of the client.
This offers a multitude of benefits, including the fact that there is no need for the client to secure financing, and that fixed production costs are charged at the commencement of the contract.
Additionally, B&E carries all production and operational related risks, whilst process plants are designed to be fit for purpose, ensuring maximised reliability and production.
Moreover, BOOT contract periods typically constitute at least three to five years. Upon completion of the initial contract period, ownership of the plant shifts to the client.
Elsewhere, B&E has committed to improving its environmental and social practices for nearly a decade to help boost the capabilities of its offerings.
This is reflected by the reconsideration of its everyday activities and its commitment to social and eco-conscious daily activities.
This is demonstrated by the company’s integrated sustainability model, which aligns with key industry standards such as bluesign® System, the ZDHC Gateway, alongside Registration, Evaluation, Authorisation, and Restriction of Chemicals (REACH), and many more.
Such commitments offer a clear path for the company to follow, achieving innovation in a socially and environmentally responsible way.
ROSSWAY QUARRY PROJECT
B&E boasts a vast range of flagship operations, however, one particular project that stands out is the design, manufacture,
and installation of a turnkey sand crushing, screening, and washing plant at Raumix’s Rossway Quarry in Midrand, South Africa. Raumix has a long and proud history in the aggregate market with experienced engineering and technical support at its disposal, and B&E will be onboard to assist its customers whenever possible.
The capital equipment for the Rossway Quarry project was procured by B&E from its suppliers, with who it collaborated to refine the design and layout according to its client’s requirements.
Through collaboration between B&E, Raumix, and its suppliers, the company provided Raumix with a 230 t/h sand plant capable of producing approximately fivemillimetre (mm) washed sand. This will significantly benefit central Gauteng’s construction industry where sand resources are becoming scarce.
The project was first contracted in April 2024, with installation commencing four months later.
Following the warranty period, B&E will continue to provide support for the plant as and when it is needed. B&E’s leading engineering team is responsible for the installation and commissioning of the plant, which consists of a 32 by 44-inch jaw crusher supported by three gyro cones of various sizes, feeding into a washing plant that includes a 12-metre diameter thickener and two washing units. This setup enables the client to
produce high spec washed sand in sizes ranging from five to 10mm, and up to a total of 2,550 tonnes per day, depending on shift arrangements.
The inclusion of a large thickener also enhances water recovery to over 70 percent, which was a crucial factor in the project’s feasibility. Additionally, the plant consists of two radial stackers, which further enhance customer satisfaction.
B&E takes pride in being part of this project and looks forward to serving the industry.
Please feel free to contact B&E for your plant and engineering needs, offering a comprehensive range of support and maintenance services tailored to not only the aggregate industry but the mining industry also.
+27 (11) 966 4300
info@beinternational.co.za
www.beinternational.co.za
• Encroaching communities around our mines are also a challenge as there is currently no governmental protection in place from the DMRE Building plans are often approved within a 100 to 500-metre radius of the mines, which poses issues when it comes to dust, noise, and blasting processes. Yet, industrial mineral suppliers will continue to operate in urban areas due to the benefits presented by a smaller delivery radius. As such, we need to find common ground between quarries, communities, and government institutions.
• Illegal sand and aggregate miners selling their product at extremely low costs compared to legal entities have presented an issue, alongside the construction mafia disrupting operations through individual beneficiation demands.
Opportunities:
• Artisanal and small mining can open up opportunities in new areas. The delivery circle of aggregate supply is small, therefore, new mining rights and permits can assist in expanding the industry, meaning we can make an impact on SA’s overall economy.
• Small mines contribute positively to the development of communities they operate in, particularly in terms of employment, training, and job creation. Small MSME projects also uplift communities, promoting sustainable small businesses.
MO: What strategies does ASPASA deploy to assist companies’ growth in new markets?
LvdB: Last year, we had a conference related to quarrying in the year 2050, designed to sensitise industries to what’s to come and the benefits of innovative and sustainable solutions. IQSA and ASPASA also work together to
promote the same message on the future of mining, alongside developing a young workforce.
We also promote MINCOSA’s Mining Industry
Occupational Safety and Health (MOSH) initiatives and encourage mines to participate in industry research projects. We also participate in case studies relating to the benefits of innovative mines.
Elsewhere, ASPASA encourages participation in MHSC’s regional tripartite forums where leading practices are shared and the association can influence the drafting of codes of practices and legislation. ASPASA also aligned its 2025 health and safety strategy to MHSC milestones to ensure we drive the zero-harm journey.
“OUR AIM IS TO ASSIST ALL SMALL ROLE PLAYERS IN THE MINING INDUSTRY, EXPAND COMMUNITY MEMBERSHIP, AND INCREASE OUR GOVERNMENTAL LIAISONS”
– LETISHA VAN DEN BERG, DIRECTOR, ASPASA
MO: As a non-profit organisation, how does ASPASA engage with the government and ensure that members’ voices are heard at a local, regional, and national level?
LvdB: We meet with DMPR regional representatives to discuss the sector on a national level. The platforms were created to engage and influence legislation in a tripartism format, which includes employers, organised labour, and the state.
ASPASA also sits on the MHSC board that represents employers of small mines to engage on further legislation.
We also have regional meetings to glean industry insights and determine areas of focus.
Our HSE audits, through which members’ HSE compliance is assessed and commended, are an example of how we ensure their voices are heard. We also advise on challenges members might face with water use licences, social and labour plans (SLPs), mining rights and permits, and blasting approvals, to name a few. This also assists us in engaging meaningfully with government.
MO: How does ASPASA encourage training and skills development amongst its members?
LvdB: We work closely with IQSA, where the focus is on networking and individual development programmes. We forge career paths for various positions in the small surface mining space, linking competency training accordingly.
We work with the Mining Qualifications Authority (MQA) and offer recognition of prior learning (RPL) training, as well university routes.
ASPASA is building a relationship with MQA in order to stay informed about the upcoming Quality Council for Trades and Occupations (QCTO) process that will be starting soon. Our annual audits give us an overview of operational and specialised skills that may require development, such as occupational medical practitioners, occupational hygienists, rock engineers, and government certificate of competency (GCC) engineers.
We encourage mines to consider internships and bursaries through their SLPs and internal development programmes. This can also be seen as an opportunity for training and development, as auditors often share leading practices and legal requirements in the form of practical examples.
MO: Looking ahead, how do you see the industry developing over the next five to 10 years?
LvdB: The junior, small, and artisanal mining industry voice is growing rapidly, and I foresee it leading the way and influencing legislation positively, alongside contributing significantly to the SA economy.
Elsewhere, we will move into rare earth mining and supplying processing plants for the renewable energy drive.
Also on the horizon, I see recycled material being managed optimally, synergies with other companies to optimise waste management, and combined community projects for increased impact.
Illegal mining, meanwhile, may experience legal framework adjustments through the Artisanal Small-Scale Mining (ASM) policy.
MO: With this in mind, what are ASPASA’s key future priorities in order to continue representing the interests of its members across the industry?
LvdB: We have already expanded from our former status as Aggregate and Sand Producers Association of Southern Africa to ASPASA, a small surface mining association.
A PROLIFIC PARTNERSHIP
ASPASA’s role as the small surface mining industry’s representative body is closely linked with IQSA, which represents quarrying professionals. As such, collaboration between the two is essential to promote and sustain the industry in SA.
Since van den Berg was appointed Director of ASPASA in 2023, she has worked closely with Jeremy HunterSmith, Chairman of IQSA, to grow and develop the collaboration.
Today, the two organisations proudly work together to offer training, skills development, and continued professional development (CPD) to key industry players and emerging professionals. In this way, they seek to close industry skills gaps in an ever-changing business and operational environment.
As part of their efforts, the IQ Academy Select virtual training programme, which was introduced by ASPASA and has since been promoted by both organisations, encourages young membership and offers the opportunity to interact and engage with leading original equipment manufacturers (OEMs).
Going forwards, developing and growing young industry members remains a priority for both organisations, whilst HSE and socioeconomic advancement are also key targets.
Our aim is to assist all small role players in the mining industry, expand community membership, and increase our governmental liaisons.
We will also continue to carry out focused case studies to strengthen our voice, promote sustainable mining by creating synergies, and combine mine projects to benefit surrounding communities.
Tel: +27 (011) 791-3327
office@aspasa.co.za www.aspasa.co.za
MALAWI MINING SPOTLIGHT
The small landlocked nation of Malawi is gaining widespread recognition as a major African mineral resource contributor, gradually transitioning into a burgeoning force in the continent’s mining sector
UWriter: Ed Budds | Project Manager: Alfie Wilson
ranium mining has historically been a major contributor in Malawi’s mining sector, contributing to one percent of the element’s global production.
Malawi has also updated its mining laws and policies with the goal of attracting foreign investment and promoting the practice of responsible mining.
The main legislation relating to mining in Malawi includes the Mines and Minerals Act 1981, which enunciates rules of business for the sector, the Petroleum (Exploration and Production) Act 1983, and the Explosives Act 1968.
A National Environmental Action Plan has also been proposed, and it is now mandatory for all Malawian mining projects to prepare an environmental impact assessment plan.
Elsewhere, one of the significant obstacles to the growth of the mining industry in Malawi is the current state of the nation’s infrastructure.
The lack of well-developed transportation networks, power supply, and other essential infrastructure continue
to hinder efficient mining operations and increase operational costs.
Addressing these nationwide challenges is crucial to facilitating mineral transportation and encouraging further investment in the sector.
Undoubtedly, Malawi’s mining sector holds immense potential for contributing to economic growth and providing employment opportunities.
The nation’s diverse array of mineral resources, particularly uranium and gemstones, has attracted great interest from investors, and although there are challenges to address, such as additional regulatory improvements, infrastructure development, and environmental concerns, efforts are underway to promote responsible mining and unlock the sector’s full potential.
Looking ahead, with a focus on sustainable practices and a conducive investment climate, Malawi hopes to harness its mineral wealth for the benefit of its people and overall development.
MALAWI CHAMBER INTERVIEW:
The Malawi Chamber of Mines is a group of companies and individuals operating in the minerals industry for the advancement of sustainable mineral exploitation for the benefit of members, government, and local communities. Grain Malunga, Coordinator, highlights Sovereign Metals’ Kasiya project as one of its significant mining ventures
Mining Outlook (MO): Firstly, what is your current take on Malawi’s mining landscape? What recent challenges or opportunities have you faced?
Grain Malunga, Coordinator (GM): Malawi’s mining industry showed some promise early in 2010 but has grown in fits and starts, with moments of highs and lows.
Now, as the country stands poised to revamp its mining sector, it is crucial to acknowledge the delicate balance between economic promise and environmental and social responsibility.
We hope Kasiya is going to be one of the largest projects Malawi has ever seen and that it will be one of the biggest rutile and graphite producers globally.
This brings a lot of opportunity and responsibility, not just to Sovereign Metals (Sovereign) as a company but also to Malawi as a country.
Mining projects of this scale generally create significant secondary economic development, and if planned appropriately alongside the Malawian government, could have a substantial economic multiplier effect.
Planning and implementation require careful consideration to ensure the well-being of local communities and the environment. Sovereign will not progress hastily if either will be unduly compromised.
OF MINES
MO: How do you sustainably exploit Malawi’s naturally occurring resources for the benefit of your members, the government, and local communities?
GM: Kasiya has the potential to deliver an enormous positive impact for the country, including skilled and semiskilled jobs, as well as significant royalties and taxation.
Due to the scale and size of the mineral discovery, Kasiya has the potential to deliver these benefits well beyond its initial 25-year life of mine.
However, as with any mining project, environmental and social risks must be assessed and mitigated to ensure host communities benefit and the environment is protected.
Development of the Kasiya project is expected to create hundreds of jobs during the construction phase and over 1,100 permanent jobs during full-scale operations. However, to achieve this, significant infrastructure in power reticulation, rail line connectivity, water storage, and mine
development need to be constructed with an estimated investment close to MWK2 trillion to reach full-scale operations over a seven-year construction and ramp-up period.
One of Sovereign’s key objectives is skills development and training to ensure the majority of these jobs are filled by Malawians, as well as providing the opportunity for local contractors and businesses to participate in tender processes for future infrastructure development.
The project’s success is not solely dependent on its economic benefits. As the project progresses, it is important to maintain transparency and open communication between Sovereign, the government, and local communities.
The company has initiated a comprehensive Environmental and Social Impact Assessment (ESIA), which has already gone through its initial public consultation process with the engagement of well over 10,000 people and institutions.
MORE THAN MINING
In the long term, the new Kasiya rutile and graphite project being developed by Sovereign Services outside Lilongwe has the potential to transform and contribute significantly to Malawi’s mining sector, generate jobs, pay royalties and taxes, generate economic and secondary economic growth whilst improving rural livelihoods.
Sovereign intends to unlock the world’s largest known natural rutile deposit, containing an estimated 17.9 million tonnes of natural rutile.
Rutile is the purest form of titanium dioxide (TiO2) at 95% TiO2. This makes the Kasiya deposit a significant source of the titanium feedstock used in pigments for paints, plastics, paper and refractory ceramics.
Approximately 10% of the world’s titanium demand is driven by the high-tech aerospace and military defence industries.
For this reason, titanium has been designated by the US, the EU and more recently NATO as a critical and strategic metal.
The strategic importance of the world’s largest known natural rutile deposit and its contribution to Malawi’s Vision 2063, if implemented successfully, should not be taken lightly.
Kasiya is a mega-mining project that will take roughly six years to become a fully operational mine. However, several key elements need to fall into place in the meantime to bring the prospect to reality.
As the project’s timeline and complexities become clearer, managing expectations and avoiding unrealistic optimism is essential.
We are making significant progress towards completing a Definitive Feasibility Study (DFS), finding committed investors, lenders and product off-takers, all supporting an eventual final investment decision to unlock the promise below the ground. And even while this is all progressing, we are working to improve the lives of people within Kasiya and its surroundings.
Inclusive Investment
Located in the Central Region of Malawi, in Lilongwe District, the proposed Kasiya rutile and graphite project being developed by Sovereign has been generating significant excitement and anticipation throughout the country. At the local administrative level the project area is governed by four traditional authorities, covering Khongoni, Kabudula and Kalolo in Lilongwe District, and Kayembe in the Dowa District.
The project has the potential to deliver an enormous positive impact for the country, including skilled and semi-skilled jobs, as well as significant royalties and taxation. Due to the scale and size of the mineral discovery, Kasiya has the potential to deliver these benefits well beyond its initial 25 year life of mine. However, as with any mining project, environmental and social risks must be assessed and mitigated to ensure that the host communities benefit and the environment is protected.
The project is expected to create hundreds of jobs during the construction phase and over 1,100 permanent jobs during full-scale operations. One of Sovereign’s key objectives is skills development and training to ensure the majority of these jobs are filled by Malawians as well as providing the opportunity for local contractors and business to participate in tender processes for future infrastructure development.
Stable and Attractive Policies
The Government of Malawi and Sovereign are committed to expediting the Kasiya project. The project’s success depends on various factors, including regulatory approvals, environmental considerations, community agreements, market demand and a stable and attractive Malawian investment climate. At the moment Sovereign is busy doing all the necessary engineering studies and permitting required to get this project off the ground. We hope it is going to be one of the largest projects Malawi has ever seen and that it will be one of the biggest rutile and graphite producers globally.
This brings a lot of opportunity and responsibility, not just to Sovereign as a company but also to Malawi as a country. Mining projects of this scale generally create significant secondary economic development, and if planned appropriately alongside the Malawian government, could have a substantial economic multiplier effect.
Environmental and Social Governance
The project’s success is not solely dependent on its economic benefits. The company has initiated a comprehensive Environmental and Social Impact Assessment (ESIA), which has already gone through its initial public consultation process with the engagement of well over 10,000 people and institutions. Once completed, the ESIA will provide a detailed evaluation of the project’s potential impacts on the environment and local communities and identify mitigation measures to minimise potential disturbance.
Improving Livelihoods
One of our key focus areas of livelihood restoration is Conservation Farming. Conservation Farming is a climate-resilient farming method which promotes minimal soil disturbance and improved soil nutrients.
In Lilongwe District where the project is hosted, smallholder subsistence farming accounts for 344,353 hectares of arable land, with estate land holding comprising only 11,692 hectares, representing a mere 3% of the total arable land.
Excessive soil disturbance, soil erosion, climate change, food pressure and population growth are all contributing to a decrease in soil conditions and a negative growth rate in annual land carrying capacity.
After achieving more than 300% yield increases during a 90-farmer pilot phase in 2023/2024, we have now increased the participants to 350 farmers for the current planting season. Initial indications are that farmers will achieve more than 400% yield increases.
This all while soil conditions are being improved through minimal soil disturbance. The objective is to roll this out across the project-affected area, combine the programme with Kasiya’s secondary economic impacts and firmly align with Malawi’s 2063 vision development goals.
Ultimately Sovereign is a mining company, but we want to mine in a responsible way and leverage our infrastructure and develop partnerships to create a smallholder farmer economy and secondary industry.
Once completed, the ESIA will provide a detailed evaluation of the project’s potential impacts on the environment and local communities and identify mitigation measures to minimise potential disturbance. This is to help manage expectations, address concerns, and ensure the project’s benefits are shared equitably.
The procedure is a critical component of our project development process. It will enable us to identify potential risks and opportunities and develop strategies to mitigate negative impacts and maximise benefits.
The process involves extensive stakeholder engagement, including consultations with local communities, government agencies, and other interested parties. This is to ensure that the project is developed in a transparent and inclusive manner and that the concerns and interests of all stakeholders are considered.
MO: Finally, how do you see Malawi’s mining landscape developing over the next five years, and how do you plan action the chamber’s key priorities going forwards?
GM: Sovereign is highly supportive of efforts to expand the industrial base and capacity within the country, which will be a strong driver of employment creation and economic growth.
“WE HOPE KASIYA IS GOING TO BE ONE OF THE LARGEST PROJECTS MALAWI HAS EVER SEEN AND THAT IT WILL BE ONE OF THE BIGGEST RUTILE AND GRAPHITE PRODUCERS GLOBALLY”
– GRAIN MALUNGA, COORDINATOR, MALAWI CHAMBER OF MINES
The secondary economic activity brought about by a large-scale project such as Kasiya, where energy, infrastructure, local content, skills transfer, and micro, small, and medium-sized enterprises (MSMEs) are prioritised will be the first step towards such long-term development goals.
Over and above mineral deposits, key elements of downstream beneficiation include a highly skilled workforce, surplus low-cost energy, economies of scale, industrial capacity, attractive fiscal investment incentives, and large competitive markets.
Building with purpose
Mota-Engil Africa has a strategic perspective in the long term and a broad horizon of action while it endeavours to establish ever closer partnerships in infrastructure projects in areas as varied as Transport and Logistics, Energy, Oil & Gas, Mining and the Environment.
By expanding into new markets of the SADC (Southern African Development Community) space, Mota-Engil Africa holds the technical and financial capacity to develop projects tailored to its customers’ needs, bringing the African continent into line with its potentialities.
To this end, and seeking to contribute to raising environmental quality standards across the African continent, Mota-Engil has strengthened its investment in waste management, and currently runs important operations in Angola (Vista Waste), Mozambique (Ecolife) and Côte d’Ivoire (Eco Eburnie and Clean Eburnie).
MALAWI CHAMBER OF MINES’ MISSION AND CORE VALUES
MISSION
To effectively promote exploration and mining in Malawi for the benefit of all stakeholders using sound business principles backed by integrity and transparency.
CORE VALUES
• Regulatory compliance.
• Social and environmental accountability.
• Integrity and transparency.
These require long-term planning and industrial partnerships that will be necessary to better balance Malawi’s economy between agriculture and industry.
Over 90 percent of Malawi’s population live in rural areas relying on subsistence agriculture. National surveys estimate that crop production accounts for 74 percent of all rural incomes.
geral@mota-engil.pt
WWW.MOTA-ENGIL.COM
The agricultural sector is the most important sector in the Malawian economy, accounting for about 39 percent of GDP, employing 85 percent of the labour force, and generating about 83 percent of foreign exchange earnings.
We are committed to working with local communities, the government, and other stakeholders to ensure that our project benefits as many Malawians as possible so we can take some of the first steps towards these long-term development goals.
From a social investment perspective, we are doing a lot early on – much earlier than you would normally expect from a mining project at this stage of its development. We are about implementation and action.
SPOTLIGHT ON COLOMBIAN MINING
Having grown in recent decades to become a key player in South America’s mining landscape, Colombia’s extensive exploration potential and commitment to sustainable mining practices make it ripe for substantial international and domestic investment
South America, home to some of the world’s most extensive mining investment regions, boasts an abundance of mineral resources.
Indeed, many countries across the continent hold substantial growth potential, brimming with copper, lithium, iron ore, nickel, and gold deposits.
Colombia, in particular, is a leading mining nation in South America, and with good reason. The country possesses one of the world’s largest coal deposits alongside a substantial level of nickel and gold, not to mention its huge investment prospects, with vast areas
of ground yet to be explored.
In the last 30 years, in preparation for significant levels of foreign direct investment (FDI), the Colombian government has implemented a regulatory framework that has primed the industry for future development. The 1991 Constitution of Colombia, for instance, set out a vast range of socioeconomic and cultural rights, establishing the parameters for the country’s exploration and extraction activities.
As a result, the state became the executive owner of Colombia’s non-renewable natural resources,
managing its mineral commodities and regulating extractive projects. Today, such activities are funneled through the Ministry of Mines and Energy, established in 2001.
In the same year, the Colombian Mining Code was introduced, which set the foundations for what the industry has now grown to become. The code maintains clear regulations for the exploration, mining, and production of minerals across the country, establishing a 30-year mineral rights concession agreement.
More recently, the government announced plans to double the country’s gold production by 2030 in the face of many regulatory and socioeconomic obstacles that have delayed major mining operations.
However, with new draft reforms to the mining code on the horizon and a continuously stabilizing economy, Colombia’s mining industry is set to turn a corner.
A key component of this uptick is the government’s commitment to sustainable mining, cultivating Colombia to become a key mining player in the ongoing energy transition.
PIONEERING INNOVATIVE SOLUTIONS FOR THE FUTURE OF MINING
With more than 150 years of experience, Orica stands as a global leader in advanced solutions and technology for the mining and construction industries. Manuelangel Aldana, the new General Manager Colombia & Caribbean, and Patricio Rivera, Manager Colombia, share a unified vision: “At Orica, we’re shaping the future with digital innovation, expanding into Specialty Mining Chemicals, and driving sustainability to provide superior solutions that enhance efficiency and create greater value for our clients.” Together, they are committed to leading continued growth and impact in the region.
1. How is Orica leveraging digital technologies to drive innovation within the company, and how do these advancements position Orica for growth in the mining industry? – MA
At Orica, we are fully committed to leveraging cuttingedge digital technologies to drive innovation across the mining sector for our clients. By integrating end-to-end digital workflows, we optimize every step of the mining process from exploration to processing, while enhancing safety, productivity, and sustainability. Our solutions help clients by using advanced data analytics to analyse rock properties, adjust explosive energy, simulate outcomes, and assess the broader impacts on both mines and surrounding communities. These innovations not only enable us to make more precise, data-driven decisions but also position Orica for sustainable growth, allowing us to meet the evolving challenges of the mining industry, reduce costs, and minimize environmental impact.
2. Can you share more about Orica’s new focus on Specialty Chemicals? How does this strategic move align with Orica’s long-term goals in Colombia? – PR
Orica’s acquisition of Cyanco underscores our strategic focus on specialty chemicals and our commitment to supporting the growth of Colombia’s gold industry.
Cyanide is a critical reagent in gold extraction. With the combined expertise of Orica and Cyanco, we can deliver safer, more reliable, and more sustainable solutions to our customers.
This decision aligns with Orica’s long-term objectives of driving innovation, enhancing customer value, and strengthening our role as a key partner in Colombia’s expanding gold mining sector and the broader commodities market of the future.
3. How is Orica integrating sustainability into its business operations, and what impact do you expect this to have on both the company and the communities involved? – PR
At Orica, sustainability is not just a commitment it’s a strategic priority embedded in every aspect of our operations. We are actively reducing our carbon footprint, investing in clean technologies, and promoting responsible practices across our entire value chain. From utilizing more environmentally friendly products to optimizing resources and implementing systems that minimize environmental impact, our approach is both comprehensive and forward-thinking.
These initiatives are designed to deliver meaningful contributions in the fight against climate change, strengthen the resilience of the communities where we operate, and enhance our reputation as a sustainability leader. For the communities involved, this translates into greater access to sustainable employment opportunities and long-term economic benefits.
Beyond our operational efforts, Orica also runs a social investment program focused on creating lasting positive impacts. We carefully assess community needs and strategically allocate resources to maximize their potential. By fostering economic development and social well-being, we aim to build stronger, more sustainable communities while driving shared value for all stakeholders.
4. How do you see the adoption of new digital technologies shaping the future of the mining industry in Colombia? – MA
In Colombia, our clients leverage our technologies to tackle diverse challenges. We provide vibration monitoring to safeguard installations and communities, while optimizing explosive design and consumption to enhance operational efficiency and minimize environmental impact. Our solutions also help improve mineral recovery by reducing dilution and enabling continuous fragmentation measurement across different stages. Additionally, we support slope stability monitoring and the efficient use of specialized chemicals. While technology adoption varies by mining type, our Colombian clients remain committed to long-term sustainability and responsible resource management.
At Orica, we are fully committed to driving growth and delivering lasting impact. By leveraging advanced digital technologies and placing sustainability at the core of our operations, we are transforming how we partner with our clients in Colombia and beyond. Our focus on innovation and responsible practices ensures we are wellpositioned to lead the mining sector forward, creating value and driving long-term success for all involved.
At Orica, we are fully committed to driving growth and delivering lasting impact. By leveraging advanced digital technologies and placing sustainability at the core of our operations, we are transforming how we partner with our clients in Colombia and beyond.
Our focus on innovation and responsible practices ensures we are well-positioned to lead the mining sector forward, creating value and driving long-term success for all involved.
To learn more about Orica and how we can support your operations, reach out to your local Orica representative or visit orica.com
LEADERS IN INNOVATIVE MINING SOLUTIONS
EINTERVIEW:
COLOMBIAN MINING ASSOCIATION
Representing a mining industry flourishing with potential, we learn about the work of the Colombian Mining Association (ACM) and its efforts toward promoting the sector as a pillar of the country’s socioeconomic development. President, Juan Camilo Nariño Alcocer, delves deeper into the dynamic industry
stablished in 2014, ACM is a unique union of Colombian mining entities that seeks to reengineer the country, bring together the business mining sector, and purposefully facilitate projects that contribute to positive economic growth across local communities.
In addition, ACM operates as a regulatory framework and reference point for constructing policy and public opinion around mining. This helps promote a forum to attract FDI, which in turn fosters innovation, technological development, and a growing international presence for the industry.
With the founding goal to have the Colombian mining sector recognized as a contributor to the country’s development, ACM is poised to propel the industry into a sustainable future and be a key contributor to the nation’s energy transition.
Mining Outlook (MO): Firstly, could you tell us about the origins of ACM and your initial vision?
Juan Camilo Nariño Alcocer, President (JCNA): ACM was created with a clear purpose – to represent and strengthen the formal mining industry in Colombia, ensuring that it operates according to standards of sustainability, responsibility, and global competitiveness.
Since its inception, the association has worked to make mining a pillar of the country’s development, boosting
employment, investment, and growth across the nation. Our work goes beyond union representation; we have become a key player in the development of public policies through dialogue with the government and articulating with international actors.
Today, ACM is the voice of a mining industry committed to innovation, environmental protection, and creating opportunities for thousands of Colombians. We believe in mining that not only extracts resources but also positively impacts communities and the national economy.
MO: What is your take on the mining industry in Colombia at the moment? Would you say it’s a particularly exciting or challenging environment to work in?
JCNA: Mining in Colombia is facing a complex moment but also one of opportunity. We are a country with enormous geological potential and minerals that will be key to the global energy transition, such as copper, nickel, and gold.
There are also obvious challenges, such as regulatory uncertainty, deteriorating security in some regions, and limited incentives to attract FDI.
The truth is that Colombia cannot afford to turn its back on mining. It is a sector that accounts for more than 30 percent of national exports, purchases COP14 billion in goods and services each year, and generates formal employment in regions where few industries can.
“WE BELIEVE THAT WITH CLEAR RULES, LEGAL CERTAINTY, AND POLICIES THAT REFLECT GLOBAL REALITIES, MINING WILL CONTINUE TO BE A SOCIOECONOMIC PILLAR FOR THE COUNTRY”
– JUAN CAMILO NARIÑO ALCOCER, PRESIDENT, COLOMBIAN MINING ASSOCIATION
Juan Camilo Nariño Alcocer, President
“COLOMBIA HAS THE POTENTIAL TO BE A STRATEGIC PLAYER IN THE PRODUCTION OF ESSENTIAL MINERALS FOR THE ENERGY TRANSITION, AND OUR ROLE AT ACM IS TO ENSURE THE INDUSTRY IS PREPARED FOR THIS CHALLENGE WITH WORLDCLASS STANDARDS”
– JUAN CAMILO NARIÑO ALCOCER, PRESIDENT, COLOMBIAN MINING ASSOCIATION
At ACM, we are working to ensure that mining continues to be an engine for development. We believe that with clear rules, legal certainty, and policies that reflect global realities, mining will continue to be a socioeconomic pillar for the country.
MO: How do you represent the collective interests of your members and assist them in the generation of responsible and sustainable mining, alongside establishing linkages with global entities?
JCNA: ACM represents responsible mining that operates to the highest standards and understands that its license to operate depends on its commitment to community development and sustainability.
At ACM, we have led the implementation of the Towards Sustainable Mining (TSM) standard in Colombia, an internationally recognized self-regulatory model that allows companies to measure and improve their performance in environmental, social, and governance practices (ESG).
TSM has been adopted by leading mining jurisdictions such as Canada and Australia, ensuring that Colombia is at the forefront of the global industry.
We are now in the third year of implementing TSM, and ACM member companies have progressed in selfassessing the standard’s nine protocols, which address key issues such as tailings management, respect for Indigenous rights, community relations, energy efficiency, and water conservation.
This process not only reflects the industry’s commitment to sustainability but also allows society and government to monitor progress with full transparency.
We also maintain an ongoing dialogue with multilateral organizations, mining associations in other countries, and global bodies that promote sustainable development. Colombia has the potential to be a strategic player in the production of essential minerals for the energy transition, and our role at ACM is to ensure the industry is prepared for this challenge with world-class standards.
MO: In what ways does the association position the mining industry as a pillar of Colombia’s socioeconomic development?
JCNA: Mining in Colombia is not just an extractive activity; it is a strategic industry that drives economic development, strengthens production chains, and generates regional wealth. Its impact on the economy is undeniable, and its role in the productive transformation of the country is increasingly evident.
Each year, the mining sector invests more than COP14 billion in the purchase of national goods and services, boosting key sectors such as manufacturing, metalworking, transport, infrastructure, technology, industrial inputs, and agribusiness.
This productive link not only strengthens thousands of companies in the country but also contributes to the reindustrialization of Colombia and the creation of formal and quality jobs.
However, mining is not only an economic engine – it is also a key ally in regional development and nationbuilding. In many areas of the country, the sector’s presence has made it possible to provide infrastructure for education, health, roads, and public services, fostering development that goes beyond mining.
Globally, countries that have been able to take advantage of their mineral resources have built stronger, more diversified economies.
Therefore, Colombia has the opportunity to consolidate a modern, responsible, and sustainable mining model that guarantees not only the exploitation of its natural wealth but also transformation into progress, well-being, and competitiveness for all Colombians.
At ACM, we continue to work to ensure the industry is recognized for what it truly is – a strategic pillar for the country’s growth and an engine of community
ACM at MinExpo Colombia in 2024
development. The challenge is great, but the sector’s commitment is even greater.
MO: Finally, how do you see the nation’s mining industry developing in the next five years? Are you optimistic about the future?
JCNA: The future of Colombian mining depends on the decisions we make today. The world is in a race to secure critical minerals for the energy transition, and the country has a unique opportunity to position itself as a strategic supplier of these resources.
Currently, 70 percent of clean energy technologies rely on minerals such as copper, nickel, and lithium, and global demand continues to grow.
If the nation can make progress in the exploration and development of new projects, we could be on the verge of a major economic transformation, driving new investment, creating formal jobs, and strengthening public finances.
However, this will only be possible if there is a stable regulatory framework, clear rules of the game, and legal certainty for investment.
Regulatory stability and business confidence will be crucial if Colombia is to keep up with the global competition for these resources.
Currently, countries such as Canada, Australia, and Chile have made significant progress in attracting sustainable
mining investment, recognizing that the sector is not only essential for the energy transition but also for socioeconomic development.
At ACM, we are optimistic about the future of the sector. We believe in a mining industry that not only contributes to the national economy but also drives regional development, generates formal employment, and operates with the highest standards of sustainability.
Mining companies in Colombia have demonstrated their commitment to global best practices, and the country has all the ingredients to consolidate itself as a benchmark for sustainable mining.
However, time is short. If Colombia does not make strategic decisions now, we risk losing key investments and seeing other countries take advantage of the boom in demand for minerals.
It is time to develop a long-term vision that recognizes mining as an essential sector for the country’s development and a key player in the global energy transition.
Mining Outlook is a dedicated digital publication reaching key decision makers across the mining sector worldwide. With an audience of over 500,000 industry professionals, we specialise in sharing the latest innovations, success stories, and trends shaping the mining landscape. Our experienced editorial team works closely with companies to showcase their achievements, spotlighting the leaders driving the industry forward. As a featured company, you’ll benefit from:
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WORLD-CLASS RUTILE
PRODUCER
Have you ever wondered where the ingredients in your toothpaste, sunscreen, and makeup come from? Or where the pigments found in paints, inks, or clothing originate? Many would be surprised to discover that these everyday items are heavily reliant on rutile – an oxide mineral found in deep red crystals.
Sierra Rutile, a global leader in natural rutile production, mines the crucially important mineral from its site in southwestern Sierra Leone.
The company boasts an established operating history of over 50 years and supplies approximately 20 percent of the world’s natural rutile.
The industry titan extracts titanium feedstock minerals, namely rutile alongside ilmenite and zircon, which contain high-grade titanium dioxide (TiO2) – a critical mineral heavily relied upon across the world.
Sierra Rutile’s principal activities revolve around a multi-deposit mineral sand mining operation located in the small West African
A leading international mineral sands producer renowned for its cutting-edge operations, Sierra Rutile is the world’s largest producer of natural rutile. Lima Sufian-Kargbo, CEO, tells us more about the company’s vast experience and plans for a successful, sustainable, and supportive future
Writer: Lauren Kania
Project Manager: Thomas Arnold
nation. It then ships standard-grade rutile (SGR) products directly to major customers globally and stores industrial-grade rutile (IGR) at its warehouse in Amsterdam to sell to welding customers.
With a client base that spans North America, Europe, and Asia, Sierra Rutile serves a plethora of industries ranging from chemicals and aerospace to welding and pigments, all of which are dependent upon the company’s products.
“We’ve proudly been in operation for over five decades, and with around 1,500 employees, Sierra Rutile is one of the country’s largest private sector employers. We are deeply committed to local economic empowerment and community development,” introduces Lima Sufian-Kargbo, CEO.
Currently, the mining operation is positioned to significantly extend its mine life and reduce the cost of operations with the Sembehun development – one of the largest highgrade natural rutile deposits in the world.
WHAT ARE SIERRA RUTILE’S KEY PRIORITIES FOR 2025?
LIMA SUFIAN-KARGBO, CEO:
“The company’s main objective this year is to become profitable, which will put us in a stronger position for the long-term development of Sembehun.
“This will be achieved through cost efficiency in our operations, power supply improvements, people and cultural effectiveness, stakeholder relations improvements, prioritising safety, mining responsibly, and preserving the environment for future generations.
“Every aspect of how we operate and conduct our business will be scrutinised to find efficiencies and improvements.”
If the proposed project proceeds, it will have a 15-year mine life based on the definitive feasibility study (DFS) completed in 2024.
“At the heart of our operations lies Area 1, a flagship mining and mineral processing hub showcasing not only four wet concentrator plants but also a mineral separation plant continuously being upgraded to improve mineral recovery,” details Sufian-Kargbo.
“We also have other associated infrastructure, such as our dedicated Nitti River Port Terminal.”
THE IMPORTANCE OF RUTILE
Although not one of the most commonly recognised minerals, rutile serves as a crucial component to many products used across the globe on a daily basis.
Specifically, rutile is the highestgrade naturally occurring TiO2 feedstock used in the manufacture of pigment found in paints, laminates, plastic pipes and packaging, inks, clothing, sunscreen, toothpaste, and the cosmetic industry. The mineral
is sized and processed to create a bright white powder that serves as the main source of white colouring in everyday products.
It is also prized as a welding electrode alongside being used to manufacture titanium metal, which has the highest strength-to-weight ratio of all commercial metals and is found across a diverse range of applications, such as aeronautics, medical implants, defence, and sporting goods.
As a whitening agent, light reflector, and provider of ultraviolet (UV) and chemical resistance, TiO2 offers unparalleled performance durability, and as a result, has become an indispensable resource for industries that require highquality, long-lasting products.
In addition to being used as a pigment, the mineral can be manufactured to create titanium – a chemically resistant metal with a high melting point and low conductivity. These exceptional qualities make it an ideal choice in industries where weight is crucial,
such as aerospace.
Implementing titanium in aeroplanes helps lessen fuel consumption, resulting in improved efficiency and cost-effectiveness.
Equally, rutile plays a pivotal role as an element in welding electrodes by ensuring their ease of use and effectiveness in the construction, manufacturing, and shipbuilding industries. Rutile in welding electrodes increases the safety, durability, and strength of steel joining and remains a primary component in the production of safe, reliable, and long-lasting welds.
Natural rutile has many benefits as it is the cleanest and most pure form of TiO2 and considered a superior titanium product with environmental benefits and high purity.
The latter stems from the low amount of contaminants found in the product, making it a preferred feedstock for producing high-quality chloride pigment and titanium metal.
Natural rutile has a reduced environmental footprint as less ore is required and less waste is generated
in landfill and waste treatment, in addition to the product’s lower transformation energy and carbon consumption.
THE TRANSFORMATIVE MINING INDUSTRY
With over 25 years working in civil engineering and project management across Europe and Africa, SufianKargbo is a chartered engineer whose journey began in infrastructure, working on major rail and road projects in the UK.
“As a project manager, delivering the €350 million Makeni Ethanol and Power Project in Sierra Leone was what steered me into the energy
sector and expanded my perspective on large-scale industrial projects in Africa,” he specifies.
Prior to Sierra Rutile, SufianKargbo led Centurion Engineering as Managing Director. There, he gained valuable experience in managing an outfit in the tough business environment of Sierra Leone, where there is a dearth of supporting industries and industrial operations over-reliant on the importation of critical components.
Equally, risk management, governance, and compliance can be challenging with constantly changing requirements and legislation.
“Transitioning into the mining
industry felt like a natural progression, allowing me to bring my expertise in project delivery and infrastructure development into the world of resource extraction. Today, my focus remains on fostering growth and innovation,” he details.
Currently, Sufian-Kargbo views the industry as an exciting space to be involved in.
“From my experience at the 2025 Investing in African Mining Indaba, it’s clear the sector is evolving quickly, making way for innovation, collaboration, and investment opportunities across the value chain.”
Q&A with Mano Mining
Could you tell us about some of the major challenges faced within the industry and the business itself and then detail how these have been overcome?
The rutile mining industry, which primarily extracts titanium dioxide for use in pigments, welding rods, and other industrial applications, faces several major challenges. Whilst Mano Mining is not directly involved in the processing of the rutile final product, it’s operations could be impacted by these challenges as the company is one of the leading contractors at Sierra Rutile Limited, engaged in ore mining. Below are the major challenges based on current trends and insights:
• Environmental Impact and Regulation –Rutile mining, often done through open pit as in the case of Sierra Rutile Limited, can lead to deforestation, soil erosion, and water contamination. In order to overcome this challenge, Sierra Rutile Limited operates under strict environmental regulations, being monitored by Sierra Leone’s Environmental Protection Agency. Over the years, Sierra Rutile Limited has invested heavily in mitigation measures, such as rehabilitation of mined land and water management systems.
• Resources Depletion and Accessibility –High-grade rutile deposits are becoming harder to find, pushing companies to explore remote locations. Mano Mining through its client Sierra Rutile Limited is also facing these challenges. As the resources within the current mining areas continue to deplete, we have had to mine remnant mining blocks which leads to high extracting costs. In order to address this challenge, Sierra Rutile Limited, which is holding one of the world’s largest and highest quality known natural rutile deposits, is working on the development of the Sembehun Project. This project presents an attractive development opportunity with a longer life of mine, good grades, contagious deposits, and additional exploration potential that can all leverage on the current infrastructure investment.
• Labour and Community Issues – Mining operations often face resistance from local communities over land use, displacement, or environmental concerns. Mano Mining, working under the Sierra Rutile Limited framework has overcome this by securing a “social licence to operate”. This has been achieved through negotiations, compensation, and community development programmes. Over the years, Mano Mining has provided food aid to communities within its operational areas, employment of youths to work at the mines, and has embarked on a series of human capital development projects such as the Community Youth Apprenticeship Programme.
What are your major future ambitions going forward and how will these goals be achieved?
The future ambition going forward is to be a world-class mining company, to grow and expand beyond the boundaries of Sierra Leone. To achieve this, we will continue to effectively deliver on current mining contracts which will enable us to build a long-term relationship with clients.
At Mano Mining, we believe that our employees are our greatest assets and have a significant role to play in our future ambitions. To attract and retain talent, we have robust training programmes where we train our operators on effective equipment usage, ensuring safety whilst maximising on production.
and puts us on track to achieve our future ambitions.
Could you tell us more about any environmental initiatives that you have in place?
Our environmental management initiative is a structured framework designed to minimise and mitigate the environmental impacts of our mining operations while ensuring compliance with regulatory requirements and promoting sustainability. Our environment management strategies entail the following:
• Water Management – protect water quality by ensuring that we install sedimentation ponds and filtration systems to manage runoff from the mining activities.
• Air Quality and Emissions – reduce dust using water sprays for dust suppression.
• Waste Management – minimise and safely dispose of mining waste through the segregation and recycle of non-hazardous materials.
• Biodiversity Protection – preserve local ecosystems and wildlife through supporting our client’s implementation measures to restore vegetation, support local biodiversity and reclamation of disturbed land.
• Community and Social Impact – addressing community concerns and enhance local benefits through the training of local workers in environmental stewardship roles.
What are you most proud of in relation to the company overall?
We are proud to be the first Sierra Leonean owned mining company to be awarded such a contract at Sierra Rutile Limited, after more than 50 years of operating. We are also incredibly proud that we have been able to deliver for our clients, supporting them to maximise production whilst maintaining a safe operation.
What does the next 12 months look like for the business?
Our focus over the next 12 months will be on cost control and operational efficiency, ensuring that we achieve the production targets set by clients whilst we maintain high safety standards.
+232 99 00 0100
+232 79293949
Info@manomining.com
www.manomining.com
“AS WE LOOK AHEAD, OUR DEDICATION TO INNOVATION, ENVIRONMENTAL STEWARDSHIP, AND RESPONSIBLE GROWTH WILL CONTINUE TO DRIVE THE FUTURE OF SIERRA RUTILE”
– LIMA SUFIAN-KARGBO, CEO, SIERRA RUTILE
The industry as a whole is pushing towards sustainability and environmental, social, and governance (ESG) compliance, with a growing demand for critical minerals as the world shifts towards cleaner energy sources.
This offers new opportunities for operators like Sierra Rutile, who has a portfolio of untapped resources to meet the demand.
However, as expected, there are challenges facing the sector, such as rising costs, regulatory changes, and geopolitical instability.
“The mining industry is in a transformative phase, and it’s a pivotal time to be a part of it. There’s a lot of
potential to make a real difference, not just in business, but in how we approach mining in a responsible, sustainable, and inclusive way,” insights Sufian-Kargbo.
THE ROAD TO LOCAL OWNERSHIP
Sierra Rutile works to distinguish itself in a variety of ways. What serves to set it apart in the mineral sands industry is not only its focus on being a leading producer of high-quality rutile, ilmenite, and zircon, but the manner in which it is able to do so.
The company operates in Sierra Leone, where it has access to some
of the world’s highest-grade deposits located in some of the most remote and deprived regions of the country.
“We don’t take our location for granted. We’ve worked hard to integrate sustainability into every part of our operations, from minimising environmental impacts to being deeply commited to in the communities where we operate, investing in areas such as education, healthcare, infrastructure, and livelihood support,” impassions Sufian-Kargbo.
“It’s about making a positive impact that lasts long after our mining activities have ceased.”
Equally, the company prioritises the safety, well-being, and long-term development of its workforce to ensure it continues to be competitive and maintains a market-leading position.
In short, Sierra Rutile’s commitment to sustainable practices, investment in local communities, and track record of operational excellence truly differentiate it within the industry.
A. Yazbeck & Sons
For the past nine years, A. Yazbeck & Sons Limited (AYS) has proudly served as a trusted partner to Sierra Rutile, delivering dependable machine maintenance and rental services. Despite operating in a challenging environment, including the global logistical disruptions caused by the COVID-19 pandemic, we have consistently achieved over 85% equipment availability. This accomplishment underscores our commitment to supporting SRL in meeting its operational objectives with minimal downtime and maximum efficiency. Our success is rooted in the strong relationships we maintain with our esteemed principals, Volvo Construction Equipment, Mercedes-Benz, Dressta, Mitsubishi, Wolf Oil, HBM-NOBAS, Magni, and Beta Tools. By representing these globally recognised brands, we bring cutting-edge technology, high-quality products, and unparalleled technical expertise to our clients. These collaborations have played a pivotal role in ensuring the efficiency, reliability, and durability of the equipment we provide, empowering SRL to operate seamlessly and deliver exceptional results in a demanding industry.
At AYS, we place a strong emphasis on safety, workforce development, and local content inclusion. Our impeccable safety record reflects our unwavering commitment to maintaining a secure and hazard-free working environment for our employees, partners, and clients. We believe that safety is not just a priority but a core value embedded in every aspect of our operations. Additionally, we are passionate about developing local talent and engaging with local suppliers. Through the use of advanced simulators, we provide operators at SRL with state-of-the-art training to enhance their technical skills, promote safe operations, and improve equipment productivity. This approach not only fosters a highly capable workforce but also contributes to the socioeconomic growth of the communities we serve. As we look to the future, AYS remains steadfast in its commitment to upholding the highest standards of service, safety, and operational excellence. We are proud of the trust placed in us by our clients and partners and will continue to go above and beyond to deliver solutions that drive success, innovation, and sustainable progress.
Just as important to the company’s journey is being locally owned.
In a truly historic moment for both operator and nation, Leonoil Company – a Sierra Leonean-owned organisation with a strong presence in the country’s petroleum sector – acquired Sierra Rutile in October 2024 through an off-market takeover of its parent company, Sierra Rutile Holdings Limited, on the Australian Stock Exchange (ASX).
“For over five decades, Sierra Rutile had been owned by foreign investors, but this acquisition marked a monumental shift, putting us firmly in local hands,” expands Sufian-Kargbo.
This change represents a major leap forward and offers the company the opportunity to ensure that the people of Sierra Leone are the primary beneficiaries of its mineral resources.
THE COMPANY IS AN ESTABLISHED GLOBAL SUPPLIER OF A RANGE OF HIGH-QUALITY PRODUCTS, INCLUDING:
SGR – Considered an industry-leading, high-quality product consumed primarily in manufacturing TiO2 pigment and titanium sponge, SGR accounts for 85 to 90 percent of the company’s annual rutile production.
IGR – Well-suited to high-quality flux core wire applications due to its excellent packing density and low contaminant level, IGR trades at a premium compared to competing rutile products.
High-grade chlorine ilmenite – Suitable for direct chlorination into TiO2 pigment and transformation into titanium slag.
Zircon in concentrate – A by-product steam typically containing 20 to 25 percent zircon as well as other heavy materials. Zircon is extracted and consumed in applications such as ceramic tiles, sanitary ware, foundry coatings, refractories, and the chemical industry.
SIERRA RUTILE – SIERRA LEONE TURNKEY PROJECT
“THE SEMBEHUN EXPANSION PROJECT IS A GAME-CHANGER FOR SIERRA RUTILE, BEING ONE OF THE MOST INTERNATIONALLY SIGNIFICANT AND HIGH-QUALITY NATURAL RUTILE DEPOSITS LOCATED JUST 30 KILOMETRES FROM OUR EXISTING AREA 1 OPERATIONS”
– LIMA SUFIAN-KARGBO, CEO, SIERRA RUTILE
It also positions the country as an even more attractive destination for private investment in mining and other sectors.
“For us at Sierra Rutile, this means greater control over our future endeavours and the strategic direction of the company, with decisions being made closer to home and a renewed focus on creating longterm value,” states Sufian-Kargbo.
MAKING SEMBEHUN OPERATIONAL
Currently, Sierra Rutile’s medium to long-term vision is to operationalise its rutile mine, Sembehun, by 2028.
Thus, the company’s strategic objective is to extend the life of its current mining area – Area 1 – and operate it profitably through costefficiency measures, ensuring it can continue to meet global rutile requirements ahead of Sembehun coming online.
This will be key to securing the mining operator’s position as one of the world’s most established producers of natural rutile and maintaining a supportive off-take environment with its international customers.
“The Sembehun Expansion Project is a game-changer for Sierra Rutile, being one of the most internationally
significant and high-quality natural rutile deposits located just 30 kilometres from our existing Area 1 operations,” explains Sufian-Kargbo.
With its exceptional scale and grade, Sembehun offers the potential to substantially reduce the company’s production costs and generate attractive returns.
Insights from the Sembehun DFS, completed in April 2024, highlight the strategic value of the deposit, with an anticipated production of 175,000 tonnes per annum of rutile between 2028 and 2038, which will be critical in addressing the imminent supply gap of natural rutile in global markets.
The project will ultimately leverage the existing Area 1 infrastructure, including processing facilities and transport networks, ensuring a smooth and cost-effective transition to steady-state operations at Sembehun.
“This development will extend our mine life, further cementing Sierra Rutile’s position as a global leader in rutile production and playing a pivotal role in industries that rely on highquality titanium feedstock,” he notes.
ALL ABOUT SIERRA LEONE
• Sierra Leone’s name stems from the Lion Monument near the capital city of Freetown.
• It is a tropical country on the West African coast bordered by Liberia, Guinea, and the Atlantic Ocean.
• The country’s landscape offers a flat coastal belt, with the east covered by hills and mountains.
• Sierra Leone has a population of approximately seven million.
• Spoken languages consist of English, Krio, and a range of West African languages, predominantly Mende and Temne.
• For the past two decades, Sierra Leone has operated as a stable democracy, achieving moderate annual economic growth.
• Agriculture and mining are key contributors to the country’s exports, GDP, and employment.
• The nation is an established mining jurisdiction with a long history of mining and an existing regulatory framework.
UPLIFTING SIERRA LEONE
Local procurement and relationships with suppliers, businesses, and contractors are a top priority for Sierra Rutile.
“We’re focused on empowering Sierra Leonean businesses as we see them as essential to the success of our operations and long-term growth of the local economy,” divulges Sufian-Kargbo.
Through initiatives such as its ‘Bridging the Gap and Empowering Local Businesses’ workshops, the company has had the chance to engage directly with local contractors and suppliers, fostering collaboration and addressing challenges together.
Sierra Rutile spends approximately 65 percent of its procurement budget with local companies and proactively formulates strategies to increase opportunities for them within its supply chain.
“These partnerships are central to what we do by ensuring local businesses grow with us and that we create a positive and lasting impact on the economy,” details Sufian-Kargbo.
“It’s all about building a sustainable, mutually beneficial relationship where everyone wins.”
In parallel to its procurement initiatives, Sierra Rutile emphasises local content within its workforce, with 97 percent of employees being Sierra Leonean citizens – nearly half of whom are from the communities surrounding the company’s mine.
The mining operator believes in creating a diverse and inclusive work environment where everyone has equal opportunities to thrive.
For instance, gender equality is integral to the company’s operations and taken very seriously. Sierra Rutile has, therefore, established a gender task force to drive diversity and inclusion, with a focus on ensuring women have equal opportunities to be part of all operational aspects and at the forefront of key decision-making.
“This is not just about ticking boxes or meeting quotas – it’s about creating an environment where both men and women can contribute, grow, and succeed in our business equally,” insights Sufian-Kargbo.
“THE MINING INDUSTRY IS IN A TRANSFORMATIVE PHASE, AND IT’S A PIVOTAL TIME TO BE A PART OF IT. THERE’S A LOT OF POTENTIAL TO MAKE A REAL DIFFERENCE, NOT JUST IN BUSINESS, BUT IN HOW WE APPROACH MINING IN A RESPONSIBLE, SUSTAINABLE, AND INCLUSIVE WAY”
– LIMA SUFIAN-KARGBO, CEO, SIERRA RUTILE
“Ultimately, promoting local content and gender equality helps us build a stronger, more diverse local workforce, and that is key to our longterm success.”
SUPPORTING LOCAL COMMUNITIES
As demonstrated, Sierra Rutile considers engaging with local communities in a structured and inclusive manner as an important responsibility.
The company is proud of its long-standing association with its communities and makes a significant contribution to the neighbouring people through wages, local sourcing and supplies, social investment, and numerous other commitments. It aims to enable community growth with lasting positive contributions to the nation, having impacts that will prove fruitful long after the company exits operations.
“The focus of our ESG initiatives is to entrench responsible and sustainable practices in every aspect of our mining operations and continue to play a key role in Sierra Leone’s development through job creation, community development, local content promotion, and paying the taxes and royalties that support the economy,” voices Sufian-Kargbo.
“Pivotal to this will be improving the lives of our host communities through investments in education, healthcare, infrastructure, and livelihoods.”
Est. 1988 Top-tier products
HIGH-QUALITY PRODUCTS TO MEET ALL YOUR AUTOMOTIVE NEEDS
For over three decades, Ibrahim Shour Auto Spares has been Sierra Leone’s trusted supplier of genuine Toyota spare parts, tyres, batteries, lubricants, PPE, and power tools. As official distributors for leading brands like Good Year Tyres, Rymax Lubricants, Dimas Oil, Yato Tools & Safety, and Sailun Tyres, we offer high-quality products to meet all your automotive needs.
We take pride in being the go-to supplier for businesses, including Sierra Rutile Ltd, for more than 20 years, ensuring reliability and excellence. Whether you’re maintaining a fleet or handling personal vehicle repairs, our extensive range of top-tier products, combined with expert customer service, guarantees you’ll always find exactly what you need.
Visit us today and experience the best in auto parts, tools, and accessories!
The safety of all employees, contractors, and visitors is of the utmost importance to Sierra Rutile.
Committed to providing a safe environment for all, the company implements safety training, guidance, and initiatives.
These initiatives include:
• Sierra Rutile’s Life Saving Commitments campaign.
• The Incident Causal Analysis Methodology (ICAM).
• Pre-start safety checks, driver training and competency assessments, and integrated traffic management plans.
• Investment in a health and safety management system.
• Mandatory risk assessments for all non-routine tasks.
• Fire response training for emergency responders.
• Fully integrated tailings management.
• Mandatory daily alcohol testing across all sites and shifts.
• Lifting, guarding, fatigue management, and hazard reporting procedures.
In 2021, Sierra Rutile partnered with the International Finance Corporation (IFC) on a community development programme to develop a range of social investment projects.
As a result of the social risk and impact assessments, four social investment focal points – livelihoods, health and well-being, education, and community building – were identified.
Furthermore, the company has been actively investing in primary healthcare since 2018, leveraging existing infrastructure to provide healthcare to employees and their dependents alongside emergency care to local community members.
The Sierra Rutile Clinic, which was established in the 1970s, is one of the best-equipped medical facilities in the country with a dedicated team of staff providing medical services to employees and their families.
The clinic’s initiatives and resources have allowed an effective early warning surveillance and intervention system to respond to outbreaks of infectious diseases.
Ultimately, the mining operator and its renowned clinic allow individuals to access well-equipped and advanced healthcare in an area where the impacts of a challenged medical system are pronounced, aptly displaying its contributions to the development of a healthy and vibrant community.
SIERRA RUTILE AFRICA
Engineering Excellence for Mining and Heavy Industry
Zafco International Inc., a Canadian-based engineering solutions provider, specialises in delivering highperformance industrial and mining technologies to optimise productivity, efficiency, and equipment reliability. With a commitment to innovation and technical expertise, we provide cutting-edge solutions that meet the rigorous demands of the mining, cement, and oil and gas industries.
Through our Ghanaian subsidiary, Mintech Resources LTD, we extend our engineering and technical support across Western and Central Africa, ensuring on-the-ground service, equipment integration, and operational optimisation for our clients.
A GREEN FUTURE
Sierra Rutile is proudly committed to implementing effective ESG practices, as the company recognises it has a duty to regularly review its sustainability-related procedures and ensure it protects the environment long into the future.
The company actively complies with the Environmental Project Agency of Sierra Leone and makes sure its environmental management practices are aligned with and go beyond the country’s regulatory requirements.
“At the core of our operations is a focus on sustainability, ensuring we meet global market demands whilst creating shared value for all our stakeholders and leaving a positive and lasting impact on the communities in and around our concession area,” furthers Sufian-Kargbo.
Sierra Rutile upholds its commitment to minimising the
Our Engineering Solutions:
• Continental – Engineered conveyor belting systems for high-capacity bulk material handling.
• Belt Conveyor Servicing – Comprehensive inspection, maintenance, and repair solutions to maximise belt performance and reduce downtime.
• Ingersoll Rand – Rotary screw and reciprocating air compressors, industrial power tools, and fluidhandling pumps for heavy-duty applications.
• Air Compressor Servicing – Preventative maintenance, diagnostics, and repairs to ensure optimal efficiency and longevity of compressed air systems.
• Lubricants and Maintenance Solutions –High-performance lubricants designed to reduce friction, enhance thermal stability, and extend equipment life.
• MLT – Belt scrapers, tracking systems, and accessories to enhance conveyor efficiency and reliability.
• Mining Chemicals – Advanced reagents and flotation aids for ore beneficiation and mineral recovery.
• Taurus Weartex – High-quality rubber lining sheets for wear protection in mining, processing, and material handling applications.
• Tecman – Hydraulic rock breakers and hammers for efficient fragmentation and reduced operational downtime.
At Zafco International Inc., we don’t just supply equipment - we engineer solutions that maximise uptime, enhance efficiency, and drive long-term success in the most demanding industries.
environmental impact of its mining operations through relentless efforts to preserve wildlife and rehabilitate mined-out areas, having successfully exceeded its annual land rehabilitation targets in 2023 and 2024.
This progressive rehabilitation takes place during the operational phase of the mining life cycle in order to prevent or minimise adverse longterm environmental, physical, and socioeconomic impacts.
The mining operator has rehabilitated approximately 809 hectares of land since 2016, supported by the ongoing efforts of the nursery team. Equally, there is an annual rehabilitation plan published to showcase the company’s many environmental achievements.
“As we look ahead, our dedication to innovation, environmental stewardship, and responsible growth will continue to drive the future of Sierra Rutile,” concludes SufianKargbo.
Zafco International Inc. – Canada: +1-289-752-2678 | zafco@zafco.ca www.zafco.ca
CAngela List, Founder and CEO of Nguvu Mining, details the group’s advantageous acquisitional history and exciting future developments that will solidify its position at the forefront of West Africa’s mining landscape
Writer: Lucy Pilgrim | Project Manager: Thomas Arnold
urrently, Africa’s mining industry thrives with potential as significant advancements in technology and sustainability make it an increasingly exciting environment to work in.
Namely, innovations such as artificial intelligence (AI), automation, and data analytics are revolutionising mining operations, making them safer and more efficient.
Additionally, businesses are adopting eco-friendly practices, including renewable energy projects, to reduce their environmental impact and enhance productivity.
The industry’s upward trajectory also presents opportunities for economic development, job creation, and mining innovation across the continent. Examples include the Kibali gold mine in the Democratic Republic of the Congo (DRC), and Newmont’s Ahafo mine in the Sefwi Volcanic Belt and Gold Fields’ Tarka and Damang mines in the Ashanti Belt, Ghana.
These projects have bought community development to the fore by building schools, health centres, and roads, alongside providing scholarships and vocational training to Indigenes.
Therefore, whilst the industry faces challenges such as regulatory hurdles and environmental concerns, collaboration between governments, companies, and communities is helping to drive sustainable growth.
“Africa is poised to become a global leader in mining with rich mineral resources,” introduces Angela List, Founder and CEO of Nguvu Mining (Nguvu), which has grown over the last nine years to become a distinguished mining conglomerate and a formidable force in the region’s mining sector.
POWERFUL ACQUISITIONS
Historically, Nguvu’s strategic acquisitions have not only enabled its position as one of the largest and
Angela List
most attractive mining investment opportunities in the West African subregion, but strengthened it.
“Over the years, we’ve acquired high-value assets and companies, enhancing our production capacity and providing us with the opportunity to integrate advanced technologies and best practices into our operations,” List informs.
At the forefront of its diverse portfolio is Adamus Resources Limited (Adamus), whose Nzema gold mine project was the first mine to be acquired in Q4 2016.
Two years later, the company acquired Segala Mining, expanding its presence further across West Africa to Mali. In 2019, Nguvu went a step further when it purchased Société des Mines du Liptako (SML) and its mining project, a significant venture in Niger.
The following year, the company’s operational footprint expanded with the acquisition of Northern Ashanti
Mines (Northern Ashanti), based in Konongo, Ghana.
These two notable acquisitions have given the company the opportunity to incorporate cutting-edge technologies, such as automation and AI, into its future operations.
More recently, Nguvu’s geographical expanse reached Burkino Faso, home to the company’s Poura Resources gold project.
Acquired in 2021, this mine is in its advanced stages and expected to commence production towards the end of 2025.
On top of this, Nguvu also controls smaller projects such as the Ankamu gold project in the Central Region of Ghana and JB Precision Engineering in Tarkwa in the Western Region of the country.
The company is additionally expanding its horizons with exploration projects in Ivory Coast
and Guinea, making it a powerful force in the region’s mining field.
This is reflected by the unparalleled and highly impressive amounts of gold recovered, produced, and sold across its four sites, totalling a staggering 250,000 ounces of gold per year.
“By continuously identifying and acquiring valuable assets, Nguvu strives to stay ahead of industry trends, delivering value to our stakeholders and maintaining our position as a trusted player in the mining sector,” List prides.
INDUSTRY-LEADING POSITION
Nguvu’s leading position is driven by its bold response to the needs of both the company and industry.
“Our proactive approach to growth and innovation helps us to remain a preferred partner for investment,” List elaborates.
The SML project in Niger, for instance, represents a key step
“OUR PROACTIVE APPROACH TO GROWTH AND INNOVATION HELPS US TO REMAIN A PREFERRED PARTNER FOR INVESTMENT”
–
ANGELA
LIST, FOUNDER AND CEO, NGUVU MINING
in Nguvu’s growth strategy. The continuous development of the site will significantly expand the company’s production capacity, enabling it to meet the increasing demand for minerals.
Conversely, Nguvu faces considerable challenges in the project’s development, such as Niger’s recent security circumstances, which have posed significant difficulties in mobilising the necessary equipment and parts.
“The need for military escorts often results in operational delays. This situation discourages transporters whilst those willing to take the risk are charging higher fees to compensate for potential issues,” List explains.
Despite these obstacles, the company remains committed to overcoming them through strategic planning and collaboration with local authorities.
MINING OUTLOOK: AS THE FOUNDER OF NGUVU, WHAT CHALLENGES DID YOU OVERCOME TO ESTABLISH THE COMPANY AND WHAT ADVICE WOULD YOU GIVE TO WOMEN HOPING TO ENTER THE INDUSTRY?
Angela List, Founder and CEO: “Starting Nguvu came with its fair share of challenges, from securing initial funding to navigating the complexities of the mining industry.
“I vividly remember the early days, which were filled with uncertainty but also immense determination. However, perseverance, a clear vision, and dedicated team helped us overcome these obstacles.
“To women aspiring to enter the industry, my advice is to remain resilient and confident. The mining industry can be demanding, but it’s also incredibly rewarding. Seek out mentors, build a strong network, and never hesitate to push boundaries.
“Your unique perspective and skills are invaluable assets to the industry. Remember, every challenge you face is an opportunity to grow and make a lasting impact.”
Our Mission
Our mission is to provide a stone-stop, tailor-made service of the highest standard to existing and prospective clients. Through committed management and well-motivated staff, we can continue to be a progressive and innovative organization in the industry. Our goal is to minimize the impact on the environment and to prevent injuries, illness, and harm to our employees, clients, communities, the environment and all others who could be affected by those activities.
Our Vision
Our three-fold core values of honesty, integrity and service excellence creates lasting results that ensures our clients supersede their project requirement and goals, on time, on budget, with the highest level of quality, We are extremely client-focused and provide quality products and services. We pride ourselves on the ability to deliver on time with the highest level of quality as we run 24/7 operation. This sets us apart from our competition as we run a solution-oriented operation that meets with our client’s budget and timeline.
Our Core Values
Going above and beyond our client’s expectations with excellent service delivery and ensuring customer satisfaction by providing quality workmanship, meticulous attention to all safety requirements and being on time with all projects entrusted to us.
SPECIALISED SERVICES, AND TOTAL MINING SOLUTIONS:
UNDERGROUND SERVICES:
• Underground constructions and production
• Specialized secondary supports
• Ventilation management
• Labour hire
• Piping installations and management
• Longwall relocation
• Dewatering management
SURFACE MINING SERVICES:
• Load and Haul
• Plant maintenance works
• Sand blasting and general painting works
• Piping Installations
• Drainage works, site levellings and Reclamation
• Top soil removal and clearing
• Building constructions works
• Corrosion control management
MINING & MARINE OFFSHORE SUPPLIES:
• Offshore & marine
• Lifting and materials handlings
• Fasteners and fixings
• Welding
• Paint, Accessories, Survey equipment, packaging
• Abrasives and conveyors
• Hardware and steels
• Construction
• Water treatment
• Storage
• Safety Equipment and laboratory equipment
• Plumbing, Valves, gauges, Gland packing
• Gaskets, water, instrumentation, filters
• Hoses and fittings
• Hose Reels, pump and lubrications
• Tools-hand and power
• Cleaning, Janitorial and Gardening
• Automotive
• Mining Specialty Equipment
• Power transmission
• Electrical and cables
• Pipe and Tube fittings
• Furniture and White Goods
• Drilling bits, Consumables and accessories
MEET THE TEAM:
All of our staff have / are able to:
• A deep understanding of the mining industry in Ghana, including its regulations, safety standards, and best practices.
• The ability to design effective training programs tailored to the specific needs and challenges of the mining industry.
• Skill in identifying the training needs of employees and the organization as a whole.
• Create training materials and curricula that align with industry requirements and objectives.
• Develop engaging and effective training materials, including multimedia and e-learning resources.
• Strong presentation and facilitation skills for delivering training programs to diverse groups of employees.
• Ability to measure the effectiveness of training programs through assessments, surveys, and evaluations.
• Understand and respecting the cultural diversity within the mining workforce in Ghana.
• Excellent verbal and written communication skills to convey technical information and concepts clearly.
• Build positive relationships with employees, supervisors, and other stakeholders.
• A deep understanding of mining operations and the specific skills and knowledge required in the industry.
Nguvu strongly believes that its staff are its greatest asset, empowering employees through continuous training and development programmes, providing opportunities for career advancement, and recognising their contributions through various reward initiatives.
“We are committed to fostering a supportive environment that values diversity and inclusion. Our open communication channels ensure every employee feels heard and valued, contributing to a collaborative and motivated workforce,” List enthuses.
Indeed, the company takes pride in creating an environment where its workforce can thrive both personally and professionally. By continuously investing in staff growth and celebrating their achievements, Nguvu not only builds a strong team but also retains talent and expertise.
“Our staff’s dedication and hard work are the cornerstone of our success, and we are honoured to have such a talented and passionate team.”
“By addressing these challenges and successfully developing the SML project, we aim to set a new benchmark for operational excellence and resilience in the mining industry,” she urges.
Therefore, the SML project not only positions Nguvu for future growth but also highlights its dedication to navigating complex environments to achieve its goals.
Elsewhere, the company has a number of additional projects that underscore its commitment to innovation and operational excellence.
One notable project is the Northern Ashanti plant refurbishment, upgrading it to a capacity of 2,000 tonnes per hour. This will enhance Nguvu’s efficiency and allow it to meet and exceed its production targets.
The company also greatly anticipates the development of a sulphide plant at Adamus’ Nzema gold mine project, located in the Western Region of Ghana. Plans are already in place for the plant to complement the existing oxide processing facility, enabling the full potential of its ore deposits to be exploited.
Thus, by tapping into previously undeveloped sulphide deposits, Nguvu can significantly increase its production capabilities and resource utilisation.
“These projects not only add immense value to our operations but also create jobs and support economic growth in the regions where we operate.”
PURPOSEFUL AND INNOVATIVE SUPPLIERS
A trusted partner since the commencement of its operations, Nguvu’s recent investment in Liebherr construction machinery marks a significant milestone.
By incorporating Liebherr’s advanced equipment, the company has enhanced its operational
Geosystems Consulting Limited (Geosystems) provide consultancy services to mining and civil construction companies as well as private estate developers in the areas of Geotechnical and Geo-environmental engineering, Environmental and Social Impacts Assessments, and management of civil constructions projects including roads, bridges, buildings, dams, tailings dams, etc.
Geosystems has a mix of experienced Engineers, Sociologists and Scientists supported by enterprising Technicians.
SOME KEY PROJECTS EXECUTED BY GEOSYSTEMS
Construction management and QA/QC services for Adamus Resources Limited’s expansion and extension of the Tailings Storage Facility, TSF Stage 8 – Phase 1 and 2, since January 2022
EIS for Asante Gold Chirano Limited Tailings Storage Facility 3; 2024 – Date
ESIA for the Ahafo North Project Tailings Storage Facility; 2018 to 2021
· 2022 Sedimentation Pond Design for Adamus Resources Limited
· EOR Services for TSF, Perseus Mining Limited (PML), 2023
EOR Services for TSF, Adamus Resources Limited (ARL), 2024
2021 - Date Environmental Audit of AngloGold Ashanti (Ghana) Limited STSF and BIOX TSF
Our Competence covers but is not limited to:
• Geotechnical Engineering
• Earthworks And QA/QC for Earthworks
• Environmental Impact Assessments
• Tailings Dam Design and Construction
• Environmental And Safety Audits of Tailings Dams
• Preparation Of EMPs
• Structural and Building Condition Survey
• Drainage Structures Design
• Boreholes and Piezometer Installation
• Bathymetric Surveys of Tailings Dams
• Pit Geotechnics
• Mine Closure and Reclamation of Mined-Out Areas
efficiency, safety, and productivity. Moreover, the investment aligns with Nguvu’s commitment to sustainable and innovative mining practices and positions it advantageously for future growth.
Indeed, Liebherr’s machinery is renowned for its reliability and performance, and integrating this state-of-the-art equipment allows the company to set new industry benchmarks.
The improved precision and automation capabilities afforded by the equipment enable Nguvu to optimise its resource extraction and reduce its environmental impact.
Additionally, the equipment’s enhanced safety features provide a safer working environment for employees, reinforcing Nguvu’s commitment to staff well-being.
“BY CONTINUOUSLY IDENTIFYING AND ACQUIRING VALUABLE ASSETS, NGUVU STRIVES TO STAY AHEAD OF INDUSTRY TRENDS, DELIVERING VALUE TO OUR STAKEHOLDERS AND MAINTAINING OUR POSITION AS A TRUSTED PLAYER IN THE MINING SECTOR”
– ANGELA LIST, FOUNDER AND CEO, NGUVU MINING
“Whilst we anticipate potential challenges, Nguvu and Libeherr are committed to working together to identify and address any issues, ensuring the smooth integration and operation of machinery.
“This strategic move reflects our dedication to staying ahead of the curve and delivering superior value to
our stakeholders,” List reflects.
The recent investment is a demonstration of how Nguvu’s supply chain operations are purposefully designed to be efficient and responsive. Indeed, the company uses a combination of centralised and decentralised procurement to achieve the best results.
The former is handled at group level in situations where leveraging economies of scale, strategic sourcing, and standardisation provide significant benefits.
This approach ensures cost savings, consistency, and regulatory compliance, whilst also allowing the company to consolidate large purchases, secure better terms, and negotiate long-term contracts, fostering integrity and accountability throughout the business.
Furthermore, Nguvu’s centralised procurement is an instrumental component of the company’s commitment to regulations concerning anti-money laundering, countering the financing of terrorism (CFT), and targeted financial sanctions (TSF).
“By centralising our procurement
processes, we ensure that our activities are free from financial crimes and align with global financial standards,” List points out.
Equally important to the company is the fact that it can help support local suppliers by providing them with consistent business opportunities, which fosters positive relationships and contributes to the local economy.
This commitment to social responsibility guarantees reliable supply chains that benefit both Nguvu’s operations and the communities it serves.
DIGGING DEEP FOR ESG
A dedication to environmental, social, and governance (ESG) practices is at the heart of Nguvu.
From an environmental perspective, the company is focused
on sustainable mining practices, reducing waste, and minimising its carbon footprint through renewable energy initiatives.
Through the Poura Resources gold project in Burkina Faso and the SML project in Niger, for example, the company aims to implement ecofriendly practices and invest in local communities.
At the forefront of Nguvu’s sustainable mining practices is the expansion of its solar energy capacity. This endeavour involves installing solar panels across its sites to harness renewable energy, which will significantly reduce the company’s carbon footprint and operational costs whilst also representing its steadfast dedication to sustainability.
Equally, Nguvu has several impactful corporate social
responsibility (CSR) projects, including the Nkroful Agricultural Senior High School project that supports practical learning for students as well as the raising of poultry and cultivation of fish and crops.
Moreover, by purchasing these products, the company supplies high-quality protein for its workforce alongside supporting local education and creating a sustainable source of income for the community.
Other initiatives include Nguvu’s Women’s Training and Employment project that empowers local women by educating them in detergent
and soap making, creating a market for their products and fostering entrepreneurship.
In addition, the company is planning a mechanised agriculture project to provide alternative livelihoods and protect the environment.
“In terms of governance, we uphold the highest standards of transparency, ethics, and accountability, and comply with AML, CFT, and TSF regulations,” List points out.
“Our ESG initiatives reflect our commitment to creating long-term value for our stakeholders and positively impacting society and the environment.”
STRATEGIC GROWTH
Going forwards, Nguvu’s key priorities for the coming year include a strategic focus on growth, sustainability, and innovation.
For instance, the company aims to expand its production capacity by advancing the SML, Poura Resources, and Segala Mining projects across West Africa.
On top of this, Nguvu aims to complete the ongoing plant upgrade works at Northern Ashanti, whilst also advancing a sulphide plant at Adamus’ Nzema gold mine project.
“Enhancing operational efficiency is a top priority, and we are committed
to integrating advanced technologies such as automation and AI, alongside investing in high-quality machinery to improve safety and productivity,” List adds.
Sustainability also remains at the core of the company’s future operations as it strives to implement eco-friendly practices, renewable energy initiatives, and responsible waste management across all projects.
Nguvu’s realms of support also extend to community development initiatives, which include building schools, health centres, and infrastructure, as well as providing
scholarships and vocational training to create positive socioeconomic impacts.
“We are also focused on addressing operational challenges, such as security concerns, through strategic planning and collaboration with local authorities,” she highlights.
Exploring purpose-driven acquisitions and partnerships will enable Nguvu to diversify its portfolio and enhance capabilities.
Lastly, the company strongly believes in investing in its workforce by providing continuous training and development opportunities that are critical for its success.
“By focusing on these areas, Nguvu aims to drive growth, innovation, and deliver exceptional value to stakeholders, positioning us for continued success in the industry,” List concludes.
Tel: +233 53 100 6616
nguvumining.com
With a strong commitment to low-cost mining, robust shareholder returns, resilience, and care for its local environment and communities, Bauba Resources (Pty) Ltd emerges as a mining company with a difference. Jonathan Knowlden, Managing Director, discusses the company’s recent activities against the backdrop of a continuously fluctuating South African socioeconomic landscape
Writer: Lily Sawyer | Project Manager: Thomas Arnold
TELLING A NEW STORY ABOUT MINING
Responsible for more than 70 percent of the world’s chrome reserves, South Africa (SA) has historically been recognised as a key player in the global mining industry.
Located in the Bushveld Igneous Complex (Bushveld Complex), which is renowned for its abundance of chrome ore, Bauba Resources (Pty) Ltd (Bauba) is a diversified mining and exploration company ideally positioned to prosper as a burgeoning producer of the sought-after mineral. This abundant resource is known for its involvement in the production of stainless steel, accounting for a large percentage of the country’s GDP as a key export. However, despite the
chrome industry’s crucial contribution to SA’s economy, the journey from mine to market has not been without its challenges.
Amongst others, some of these challenges include rival community groups, sometimes violent and activist movements that have caused turbulence for the company’s operations, alongside delayed licensing that resulted in postponed production.
Meanwhile, a dysfunctional supply chain and electricity supply issues, such as loadshedding and planned power outages caused by the ongoing energy crisis, have caused further challenges for both Bauba and the wider industry.
Despite the challenges, the company believes there are abundant opportunities in the region and remains optimistic about the future.
“Bauba is primarily focused within SA. As such, we have a strong understanding of the local landscape – it’s a case of sticking to our niche and what we know,” introduces Jonathan Knowlden, Managing Director.
Whilst the company is a junior miner, perhaps without the clout or resources of bigger, more established mining companies in the region such as Samancor and Glencore, Bauba is well-placed to succeed with Knowlden at the helm.
MINING
“In my view, SA still has secure tenure, political stability, and limited unknowns,” he reflects.
Optimism is returning to the region with the new Government of National Unity (GNU), which has made progress by negotiating a break in loadshedding and reduced pressures from business forums and construction mafias threatening potential extortion.
“Prior to last year’s elections, I was concerned that the construction
mafia model was expanding and diversifying beyond the construction industry and into mining. This has taken a step backwards and I have not seen this materialise,” Knowlden comments.
All this perceived pessimism has so far deterred external investors, creating opportunities for Bauba to thrive due to its glass-half-full mentality and ability to navigate the continuously evolving landscape.
MINING OUTLOOK: HOW DO YOU SEE THE RECENT PRIVATE SECTOR DEVELOPMENT OF TRANSNET FREIGHT RAIL (TFR) IMPROVING TRANSPORT LINKS FOR YOUR KEY COMMODITIES AND EXPORTS, ESPECIALLY CHROME ORE?
Jonathan Knowlden, Managing Director: “Before I get too excited about TFR, I would like to see some tangible action beyond just words.
“Whilst Bauba has a rail siding at our Kookfontein operation, just 500 metres (m) from the plant, it is not currently in use. Instead, we are having to truck some of our product as far as Maputo, as opposed to Durban or Richards Bay, because of TFR challenges.
“Trucking our product to Maputo instead of Durban adds an additional ZAR250 per tonne in landside costs. If we were able to transport out of our existing Kookfontein siding via TFR, our cost savings would be in the region of ZAR20 million per month.”
A BRIEF HISTORY
Incorporated in 1986, and listed on the Johannesburg Stock Exchange (JSE) in September 2010, Bauba began as a platinum exploration company known as Bauba Platinum Limited.
The company initially benefitted from the 2008 platinum boom in SA, driven by rising demand for the material from the automotive industry amongst other factors.
“Together with the Bapedi Nation, Bauba Platinum Limited was granted significant deep-level platinum exploration rights in the Bushveld Complex which, at the time, carried significant value,” Knowlden reveals.
However, the market crashed later that year, which meant deep level platinum mining was no longer as attractive a prospect to investors. To this day, the market has not recovered to anywhere near the levels of 2008.
Meanwhile, sentiment towards the wider SA investment climate continued to sour. With the development of Bauba Platinum Limited’s platinum project stalling as value continued to diminish, the company had no choice but to seek an alternative cash-generating business.
As many of the organisation’s board and shareholders at the time were experienced chrome miners, Bauba Platinum Limited decided to pivot into mining chrome ore. In terms of geology, the Bushveld Complex’s chrome resources were right beside its platinum group metal (PGM) resources, which made for a straightforward transition.
In 2015, the company finalised a transaction acquiring the Moeijelijk Chrome Mine (Moeijelijk), consolidating its transition into the sector. With its high-grade deposit and limited life of mine, Moeijelijk presented the perfect catalyst for chrome exploration activities.
“We wanted to build on the success of Moeijelijk and have used it as a springboard to hunt for further opencast chrome opportunities,” he informs us.
In 2019, Bauba Platinum Limited officially changed its name to Bauba Resources Limited in keeping with its new agenda.
DEVELOPING KOOKFONTEIN
Building on its initial success in chrome mining, Bauba’s operations have since expanded exponentially. Today, it has established and operates two mines, Moeijelijk and the Kookfontein Chrome Project (Kookfontein), with a third, the Naboom Chrome Project (Naboom), currently underway.
Kookfontein is a large opencast primary chrome ore mine that has been in production since October 2021. Today, it predominantly mines Middle Group (MG) chrome ore seams that contain significant values
of chrome and PGMs. Located near Rustenburg in the North West province, Kookfontein is a shallow resource with a low strip rate that translates into a low mining cost.
“Whilst awaiting licensing for the MG chromitite reefs, which are primarily mined for chrome but also yield PGMs as a by-product, we initiated limited opencast extraction of the Upper Group 2 (UG2) chromite reef at Kookfontein. The UG2 is a chromitite reef extensively mined in the Bushveld Complex, known for its high PGM concentrations, with chrome recovered as a by-product. This allowed us to capitalise on strong PGM prices at the time whilst making use of the available chrome production.” Knowlden explains.
Unlike UG2 ore processing, chrome is the main commodity in MG and Lower Group (LG) chromitite reefs and PGMs are secondary. In practical terms, UG2 PGM mining drives the economics, and chrome recovery is a beneficial by-product, helping offset costs.
The MG chrome seams licences were subsequently granted in April 2023, with mining of the seams commencing in mid-2023.
A year later, Kookfontein’s mineral resource measured 35.3 million tonnes (mt) at a chromium oxide (Cr2O3) grade of 29.32 percent, and 1.39 grams per tonne (g/t) of platinum, palladium, rhodium, and gold (4E PGM).
Today, with an operational 80 kilotonnes per month (ktpm) chrome spiral wash plant, complete with an associated crushing circuit and tailings storage facility (TSF) producing metallurgical chrome concentrate, Kookfontein primarily exports chrome to China to be used in stainless steel production.
In addition, the construction of a PGM flotation plant is currently underway, with planned commissioning to commence in Q2 2025. The plant has a throughput design of 30 ktpm with an expected future production of 1,500 ounces (oz) of 4E PGM per month.
CONNECTING GLOBAL MARKETS TO AFRICAN COMMODITIES
Pelagic Resources (Pelagic) has secured a meaningful position in the Southern Africa mining community, supported by robust management, middle and back-office functions in Singapore, and a best-in-class marketing team in China.
Established in 2016, the Pelagic Resources Group is a global physical commodity merchant focused on the origination, financing, and transformation of raw materials required as inputs into specialist steel manufacturing, grid scale battery, and electric vehicle (EV) related industries.
The company enjoys broad support from a variety of partnerships it has successfully developed over the years with an internationally diverse range of suppliers, banks, international trading companies, state owned enterprises and end users.
Today, Pelagic not only offers principal origination of physical commodities for its end use customers, but it also offers end users and traders, via an integrated platform, the opportunity to virtually extend their existing infrastructure to efficiently access African markets, supply chains and financing solutions for the movement of goods from source to marketplace.
DELIVERING EXCEPTIONAL SERVICE
Pelagic hires the ‘right talent’ so it can deliver the best service. As such, the company looks for people with a range of backgrounds, including industrial distribution management, business and finance supply chain, operations, sales, and marketing.
Above all, it seeks people with high energy, enthusiasm, a passion to challenge how things are done, and the
confidence and aptitude to improve them.
“We maintain access to real-time information and unique insights into the critical industrial production part of the commodity value chain, thereby understanding potential market demands and structuring trade and product flow accordingly.”
ORIGINATION
Originating physical commodities and products from its diverse supplier base in Africa, Pelagic provides full supply chain solutions, delivering products to global end use markets.
Via the company’s physical presence in sourcing and end use markets, it maintains access to real-time insights into a strategic industrial value chain, allowing Pelagic to manage risk and ensure timely delivery of cargos to its entire customer base.
EXPERTS IN INVESTMENT
Pelagic specialises in origination, development, and execution of natural resource targets as proprietary asset development strategies or as co-investment projects with its operating partners. At present the company has dedicated investment vehicles focused on the allocation of risk capital to investment projects. The overall focus is on providing debt and equity solutions to strategic resource owners where Pelagic can add value both as an investment partner and supply chain solution provider.
• The company undertakes risk managed, discovery, development, and mining of commercially viable
concentrations of minerals and metals.
• Pelagic focuses on acquiring mispriced upstream real asset opportunities that require low capex and offer high margins with low technical risk.
TRACK RECORD OF SUCCESS
Pelagic has developed a successful track record deploying equity and debt facilities into mine development and operating assets. The company’s global presence and expert market knowledge allow it to develop direct relationships with miners and producers globally and to source metals proactively and cost effectively.
This enviable track record of success includes:
• Funding of principal acquisitions and development of greenfield resource projects.
• Co-investment of proprietary equity alongside operating partners.
• Deployment of development finance to miners for expansion of existing operations.
• Structured trade and working capital solutions for existing and new mining operations.
GLOBAL LOCATIONS
Pelagic’s global footprint makes it an agile player to interact between high-growth supply and demand regions. Pelagic now has offices based in strategic locations (South Africa, Mauritius, Singapore, China, and Zimbabwe) where its bulk materials are sourced, financed, and consumed by endusers. info@pelagicresources.com www.pelagicresources.com
“These PGMs will be produced from the credits in our tailings, only carrying an additional processing cost and will, therefore, add significant value to our operation,” he insights.
So far, Bauba has invested significant upfront capital of around ZAR820 million into Kookfontein, which includes funding the TSF, PGM flotation plant, chrome plant, opening of the pit, and other infrastructure. This operation will generate benefits for the remaining life of mine, which is currently approximated to be Q1 2035.
LEVERAGING SUCCESS
Initially established in 2015 as an opencast mine, followed by the development of an underground operation that commenced in 2018, Moeijelijk is located south of Polokwane in the Limpopo province on the northeastern limb of the Bushveld Complex.
Delivering chrome concentrate globally from its wash plant, Moeijelijk’s focus is on producing speciality grade concentrates such as foundry sand, chemical grade concentrates of more than 46
“WE’RE NOT ONLY FOSTERING ETHICAL GOVERNANCE BUT ALSO MAKING A MEANINGFUL IMPACT TO THE COMMUNITIES WE SERVE”
– JONATHAN KNOWLDEN, MANAGING DIRECTOR, BAUBA RESOURCES (PTY) LTD
percent Cr2O3, and metallurgical grade concentrates of more than 44 percent Cr2O3 – each of which attract pricing premiums when compared to traditional MG and UG2 metallurgical concentrates.
Originally commencing as a conventional stoping mine with mechanised development, underground mining at Moeijelijk has recently transitioned to a fully mechanised bord and pillar mining method. This facilitates the mining of full Lower Grade 6 (LG6) and LG6A chromite layers, with ore being transported to the surface via an underground conveyor system.
A third future mine, Naboom, was recently acquired from Minmetals for a purchase price of ZAR100 million.
Located 55 kilometres (km) south of Polokwane, Naboom has significant opencast resources with high grades of 31.1mt at a Cr2O3 grade of 35.63 percent and 1.99g/t 4E PGMs. Thick MG0 to MG4 seams are also present at this site, and the planned opencast pit is approximately three km in length and 200m in width.
“This project has a much higher grade of ore than Kookfontein but lower planned opencast tonnages. Following the success of Kookfontein, we are excited about the future prospects of this new venture,” Knowlden excites.
Whilst there is an underground resource present at Naboom, this is not something the company currently plans to develop.
EMPOWERING MINING OPERATIONS
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“We have also just been awarded a water use license, which was previously preventing mining from commencing. As a result, we are now planning our site establishment, which we are excited about,” he adds.
Overall, including mining contractors, Bauba’s headcount for its Kookfontein, Moeijelijk, and head office sites amounts to around 1,900 – a number that is only set to increase as Naboom progresses, positively impacting local job creation.
BAUBA’S 10-YEAR VISION
With the success of its business, Bauba has achieved an ambitious 10-year target set in 2018 to have three primary chrome operations focusing on co-product revenue generated from both chrome and PGMs.
“Each of these projects needed to be capital-light and developed in phases with a short payback to manage our limited capital,” Knowlden discloses.
At the time, SA’s monopoly on global chrome ore had seen it supply over 80 percent of Chinese imports, the world’s most dominant consumer of the material, which was an attractive prospect for Bauba.
As an industry that was invulnerable to international competition, chrome, therefore, presented natural, long-term economic security for the company against ongoing inefficiencies in the region’s supply chain and from the Electricity Supply Commission (Eskom).
“We have also targeted opencast primary chrome ore resources as our niche, as this model doesn’t fit the investment criteria of the bigger miners,” he adds.
When Bauba initially set out to achieve its 10-year vision, it was owned by shareholders with limited funding.
Thus, to grow the business beyond Moeijelijk, which it had acquired in 2015, the company recognised that
“IN MY VIEW, SA STILL HAS SECURE TENURE, POLITICAL STABILITY, AND LIMITED UNKNOWNS”
– JONATHAN KNOWLDEN, MANAGING DIRECTOR, BAUBA RESOURCES (PTY) LTD
strategic shareholders with capacity to provide the requisite support were required.
Pelagic Resources (Pelagic) was the first strategic shareholder, followed by leading SA infrastructure development and construction materials supply group, Raubex Group Limited (Raubex), which emerged as the ideal candidate.
Listed on the JSE, Raubex has become a strategic shareholder for Bauba since the acquisition was completed in 2022.
“Without Raubex and Pelagic we wouldn’t have made such solid progress towards our 10-year vision,” Knowlden reflects.
The company’s next steps
towards achieving these targets are to complete the PGM plant at Kookfontein before developing Naboom in a similar way, with plans to implement a chrome spiral wash plant, PGM flotation plant, and TSF.
“We will leverage the close proximity of our Moeijelijk and Naboom operations by processing Moeijelijk’s rich tailings at the Naboom facility,” he details.
Today, Bauba’s combined mineral resources across its assets stands at 71mt of chrome with a Cr2O3 grade of 32.86 percent and 1.67g/t 4E PGM – a massive leap from the 6mt of Moeijelijk LG6 at 42 percent Cr2O3 and no recognised PGM resources in 2018.
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BAUBA’S CORE VALUES
SAFETY – With safety as a priority, the company maintains that all injuries are preventable.
INTEGRITY – By carrying out its promises and always acknowledging any mistakes, Bauba ensures it remains fair and honest and does what is right.
PERFORMANCE – The company remains focused on delivering on time, within budget, and generating revenue whilst expanding and increasing efficiency.
RESPECT – By driving its people towards one shared vision and focus, and relying on each other’s strengths, Bauba treats people with respect and dignity.
AGILITY – Flexible and responsive, the company acts fast.
“We still think there are a lot more opportunities, but we must first bed down what we have before acquiring any further projects,” Knowlden notes.
TELLING A NEW STORY
At the heart of Bauba’s operations lies a profound commitment to the communities it serves. Indeed, the company strives to do things differently through a more entrepreneurial, harmonious, and inclusive approach, seeking to establish an empowering and fulfilling work environment for its people.
“Our approach goes beyond mere compliance, and this is demonstrated across our projects where we ensure that the local community has meaningful participation,” Knowlden tells us.
At Kookfontein, for example, the Royal Bafokeng Nation (RBN), a Setswana-speaking traditional community and quasi-municipality, is a 26 percent shareholder. Meanwhile, Moeijelijk is 26 percent owned by the Bapedi Nation, and at Naboom, the Mphahlele Community Development
Trust is an 18 percent shareholder.
“Our approach is very different from having one or two key broadbased black economic empowerment (B-BBEE) industrialist shareholders at holding company level, and lower participation at the operating level,” he prides.
Bauba recognises that local procurement and employee development are not just checkbox exercises. In this way, when commencing a project, the company identifies all possible community spending that can be done locally and pushes for this where feasible.
“For instance, at Kookfontein, approximately 50 percent of our spend is local, whilst on the personnel side, about 75 percent of our job roles are filled by members of the local community.”
From an agility standpoint, when Bauba acquired Kookfontein in 2021, it was a greenfield project with limited explored resources and low grades. Since then, the company has extensively drilled the mine, growing the resource from 10.5mt at 26.1
“OUR APPROACH GOES BEYOND MERE COMPLIANCE, AND THIS IS DEMONSTRATED ACROSS OUR PROJECTS WHERE WE ENSURE THAT THE LOCAL COMMUNITY HAS MEANINGFUL PARTICIPATION”
– JONATHAN KNOWLDEN, MANAGING DIRECTOR, BAUBA RESOURCES (PTY) LTD
BAUBA’S BUSINESS FOCUS, VISION, AND STRATEGY
BUSINESS FOCUS – Create value from its chrome operations and continue the exploration, evaluation, and development of Bauba’s platinum project.
VISION – Continue to expand and diversify.
STRATEGY – Reward its shareholders, employees, and local communities by delivering low-cost, high-return natural resources. The company seeks to achieve this through its efficient and responsible mining practices.
percent Cr2O3 and 1.17g/t 4E PGM to 35.3mt and 29.3 percent Cr2O3 in just three years.
In this same period, Bauba has also constructed and commissioned the chrome plant and TSF, mined 3.3mt of chrome ore, and is imminently due to commission the PGM flotation plant at Kookfontein. Therefore, since 2021 it has achieved mine exploration and development that would usually take 10+ years.
As a result of the company’s success and proven efficiency at Kookfontein, the development strategy employed there will also be applied at Naboom.
“Our dedication to these initiatives is rooted in a genuine desire to make a substantial difference to our communities to continue telling a new story about mining,” Knowlden elaborates.
SUSTAINABLE AND INCORRUPTIBLE
Bauba is committed to a robust corporate governance structure that extends beyond mere regulatory compliance.
“This embodies our core values of safety, performance, agility, integrity, and respect,” Knowlden sets out.
As such, the company’s values are not only the foundation of its operations but also integral to the ethical code of conduct expected of its personnel, directors, and contractors.
“This code is fundamental in cultivating a culture of integrity, which has been instrumental in driving our ongoing success and growth,” he prides.
In terms of Bauba’s sustainable practices, its strategy is grounded in
Finding Treasure in Mine Tailings: Unlocking Hidden Value
For the past two decades, Tailing Technology has been at the forefront of tailings recovery, refining and perfecting methods that not only enhance recovery rates but also drive higher outputs while maintaining a low-cost approach.
Tailings, often considered as discarded waste after the mining process, holds significant untapped potential. These materials, which are typically seen as waste, offer the most affordable ounces that can be recovered before final tailings deposition. By unlocking this potential, Tailing Technology has transformed the concept of waste into an opportunity for both financial growth and operational efficiency.
The mining industry faces numerous challenges, with one of the most pressing being the volatility of commodity prices. Forecasted commodity prices often fail to outpace inflation of operational costs. As a result, many mining operations face the grim prospect of operating at a loss unless they find ways to reduce costs or improve unit efficiencies. This is where tailings recovery can play a vital role. By focusing on ounces that are already accessible on the surface, mining companies can improve operational efficiencies, reduce the cost per ounce of production, and ultimately boost profitability. Accessing ounces from tailings offers long-term future sustainability.
Tailing Technology has made tremendous strides since inception, with significant advancements in the processes used to extract valuable metals from waste material. From concept development to design, construction, and ultimately PGM ounce production, tailings recovery has become a well-established and crucial part of the mining landscape. Tailing Technology has been the pioneers in developing metallurgical processes of PGM (platinum group metal) recoveries from low-grade material since 2002, recovering from both PGM and Chrome Producers. By combining operational expertise with cutting-edge technology and equipment, Tailing Technology has been able to design and construct highly efficient, fit-for-purpose plants that focus on recovering historically difficult-to-recover materials. The key to these successes lies in the use of Tailing Technology’s own high-energy flotation processes, combined with innovative operational philosophies.
The development and operation of these plants are built on a longterm commitment to success. Tailing Technology utilizes its proprietary technology, engineering, and operational inputs to create systems that deliver results. This commitment is exemplified by the partnership with Bauba at the Kookfontein Mine, where Tailing Technology has been involved in a significant PGM recovery project. The collaboration leverages Tailing Technology’s special expertise in tailings recovery technology, helping Bauba unlock additional value from tailings that were previously thought to be too difficult to process. Diversifying income streams is key to ensuring long-term stability, sustainability, and growth.
By developing dual revenue channels from independent commodities such as chrome and PGM ounces, mining companies can reduce their reliance on any single market or product. As the global demand for minerals continues to rise and accessible resources become more constrained, innovations like tailings recovery offer a pathway to more sustainable and profitable mining practices.
Tailing Technology’s vision is to offer the best service in Mineral Processing, and to build and foster excellent relationships with our clients and suppliers through excellence and service. We continually strive for improvement in the mineral processing field, by floatation development and process optimisation. Our aim is to exceed the client’s safety, quality and financial goals by unlocking this value.
HEALTH AND SAFETY
A diversified mining and exploration company, Bauba is fully compliant with the equity requirements of the South African government’s Mining Charter, embracing the spirit and transformation intent of the Minerals and Petroleum Resources Development Act (MPRDA) and the associated BBB-EE Charter.
Meanwhile, the company’s contractors are required to strictly adhere to health, safety, and environmental (HSE) regulations guided by a policy that is aligned with occupational health and mining legislation requirements, driving Bauba’s goal of zero harm to employees, contractors, and local communities.
With the above factors in mind, Moeijelijk has been fatality-free for three years, whilst Kookfontein has been fatality-free for three and a half years.
The company’s exploration and mining sites are rehabilitated by contractors in strict accordance with robust legislation and standards set out by Bauba itself. As such, the company takes full responsibility for the mine’s rehabilitation activities, with rollover mining planned wherever possible.
a commitment to ethical employment practices that advocate for human rights, employee training, and workplace health and safety.
“We uphold anti-corruption initiatives, respect for property rights, and sustainability throughout our supply chain,” Knowlden outlines.
The company’s anti-corruption initiatives come in the form of a whistleblowing policy that provides the necessary channels to report unsafe, unethical, or unlawful conduct.
This initiative is managed by an independent third party and provides a safe and confidential way for employees to report such conduct.
As such, Bauba’s dedication to upholding SA’s constitution and Bill of Rights is evident through its code of ethics.
CULTIVATING MEANINGFUL RELATIONSHIPS AND INVESTING IN COMMUNITIES
In terms of corporate social responsibility (CSR), Bauba recognises the importance of giving back to the communities in which
it operates, and prides itself on bolstering local businesses by forming partnerships with small and blackowned enterprises.
This is demonstrated through Bauba’s focus on prioritising implementation of its commitments in terms of the Social and Labour Plan (SLP), applicable to each of its projects, and several of the company’s impactful initiatives which focus on key areas including education, leadership development, sustainable projects, health awareness, and stakeholder engagement.
As part of Bauba’s stakeholder engagement plans, which seek to cultivate meaningful relationships with local people, community-based liaison officers are often deployed to provide residents of the area with information and updates about the company’s activities and new developments.
“We’re not only fostering ethical governance but also making a meaningful impact to the communities we serve,” Knowlden informs.
MINING OUTLOOK: COULD YOU EXPLAIN HOW IMPORTANT PARTNERS, SUPPLIERS, AND CONTRACTORS, SUCH AS PELAGIC, ARE TO THE COMPANY?
Jonathan Knowlden, Managing Director: “Bauba is solely reliant on partners, suppliers, and contractors. We only have around 104 personnel employed by Bauba; the rest is fulfilled by contractors. The strategy since our inception has been to conduct operations through outsourced service providers as they are specialists in their field and could probably do a better job than ourselves – if we are careful in finding the right partner.
“As such, our opencast mining, underground mining, processing, logistics, and marketing are all carried out by outsourced service providers.
“Pelagic has been our marketing partner since inception. The company provided us with a pre-pay of ZAR30 million in December 2016, which financed the kickstart of Moeijelijk. It also provided a ZAR50 million loan to assist with funding the purchase price for Kookfontein before Raubex became a strategic shareholder.”
As such, Bauba continues to invest in projects that benefit the entire community rather than just individuals.
Moreover, the company believes in the importance of providing sustainable social development projects related to its mining and exploration activities as well as platforms for open dialogue with local residents.
“A sound grasp of the community’s needs and concerns enables us to respond appropriately,” he asserts.
Projects that Bauba has invested in over 2024, benefitting the community and totalling around ZAR4.8 million, include:
1. Upgrading the Lefaragathle pump station to supply running water to the Lefaragathle Village.
2. Supporting local farmers by supplying a water point and water for their cattle through erected water tanks, windmills, water troughs, a crusher pen, and kraals, as well as fencing the area.
3. A bee-keeping project was successfully established with 10 community members from Phokeng, including an appointed business coach who is also from the community. This project will produce honey during the peak spring season for the boutique market and beauty and skin care products during the winter season. One year has been completed, with a second about to commence.
4. IT equipment such as laptops, projectors, whiteboards, furniture, and Clearview perimeter fencing of approximately two km around both Lefaragathle and Bobuantswa Primary schools have been donated to the local community.
Further, Bauba recognises that those with disabilities can often face significant barriers to employment in SA due to social misconception. Last year, 7.5 percent of South Africans
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Our equipment is optimized to its full potential and constantly monitored via service records, to ensure that all equipment is maintained at a level of absolute professionalism and reliability.
were reportedly living with disabilities, yet only one percent of them were employed.
With a deep belief in the prospective of every individual, the company is empowering potential employees through ‘learnerships’ to bridge the gap between finishing school and finding meaningful employment for disabled young people.
SOCIALLY RESPONSIBLE
Through the learnership initiative, the company recently sponsored 12 learners with disabilities who are now enrolled in a one-year Generic Management National Qualifications Framework (NQF) Level 4 training programme.
Six of the learners will be supported by the Moeijelijk mine and an additional six by Kookfontein, each earning an accredited qualification
Bauba’s social development goals encompass a wide range of initiatives aimed at promoting well-being, environmental sustainability, and community development. These include ensuring a healthy workforce, managing water resources sustainably, prioritising local employment, conserving ecosystems through responsible mining practices, promoting peaceful societies, and focusing on sustainable development for all stakeholders.
These efforts demonstrate a commitment to creating a positive impact on both the environment and the communities in which it operates.
and gaining invaluable work experience. By engaging closely with its stakeholders, Bauba continues to demonstrate its core values and commitment to diversity, inclusivity, and accessibility in the workforce.
In addition to the above, through the SLP, Bauba has supported local community members with:
• Seven bursaries, which are in progress.
• Portable skills training for 264 community members, which includes welding, paving, entrepreneurship, computer literacy, first aid, and mining equipment operators.
• 134 local community members receiving adult education training (AET).
• 21 learnerships in diesel mechanics, electronics, and boiler making.
• 13 internships in a range of fields, including mining engineering, metallurgy, mechanical engineering, geology, safety, occupational health, and finance.
• 26 mentorships whereby Bauba interns and employees are mentored by qualified advisors.
• Enterprise and supplier development of two local companies and two suppliers over a 12-month period in a training and mentorship programme.
INVESTING IN COMMUNITIES
Elsewhere, as part of its corporate social investment (CSI) efforts, Bauba recently donated 460 school bags to Grade 1 learners across its two mining communities.
Students from Matianyane and Mogale primary schools around the Moeijelijk mine received school bags, as did learners from Buanja, Lefaragatlhe, Kgale, Tumagole, and Matlhware primary schools around the Kookfontein mine.
In addition, Bauba collaborated with local company, Ofitlhile Maintenance and Engineering (Ofitlhile), on an initiative that facilitated the
“BAUBA IS PRIMARILY FOCUSED WITHIN SA. AS SUCH, WE HAVE A STRONG UNDERSTANDING OF THE LOCAL LANDSCAPE - IT’S A CASE OF STICKING TO OUR NICHE AND WHAT WE KNOW”
–
JONATHAN KNOWLDEN, MANAGING DIRECTOR, BAUBA RESOURCES (PTY) LTD
donation of school shoes across local mining communities, with regional councillors providing the company with lists of beneficiaries to reach those in need.
In collaboration with Ofitlhile’s Managing Director, Collen Mokotedi, 60 children from Lefaragatlhe and Saron primary schools were gifted new shoes, providing more than just footwear to underprivileged children, but highlighting the critical work that must be undertaken to address the needs of young learners.
Bauba realises that developing children in its local communities is of utmost importance and has donated various school resources as well as sponsored 31 teachers to attend early childhood development (ECD) training.
Going forwards, Bauba will continue to prioritise community and social outreach work within its available resources and expand on the initiatives aimed at developing the mining communities as it strives to continue to inspire positive change.
LOOKING TO THE FUTURE
In terms of its operational aspirations, Bauba’s executives and management team, who have extensive mining and exploration knowledge and possess the technical and functional skills necessary to manage such projects, continue to grow the company by identifying and developing further mining opportunities.
“We have been targeting opencast chrome ore projects and resources for years,” Knowlden acknowledges. With most of the opencast chrome
ore resources in SA being recently depleted, the industry has witnessed chrome miners being pushed towards underground mining, which is more costly and capital intensive and expected to continue in coming years.
“Our business will therefore be positively positioned on the cost curve since we are a predominately opencast mining company,” he divulges.
Bauba has also been targeting resources that will provide commodity diversification from chrome and generate co-product revenue from PGMs. Both Naboom and Kookfontein have high in-situ PGM grades, with the former’s in-situ grade being 1.99g/t 4E.
“PGM prices are currently low but are bound to recover. When they do, we will benefit from this,” Knowlden confidently concludes.
Advancing notable gold mining projects across Nigeria, Senegal and, more recently, Côte d’Ivoire, Thor Explorations is positioned for continued organic growth across West Africa. Segun Lawson, CEO, tells us more
Writer: Lily Sawyer | Project Manager: Thomas Arnold
As a relatively underexplored and prospective geological region with huge potential for mineral exploitation, West Africa continues to attract attention from mining companies across the globe.
Despite ongoing geopolitical issues causing some concern – particularly in Mali and Burkina Faso, for example, where investors have become more selective of the jurisdictions they enter – the region continues to see sustained success, particularly in gold mining.
As such, international investors are increasingly deploying capital to carry out exploration, purchase mines, and build infrastructure.
Toronto Stock Exchange (TSX)-listed gold producer, Thor Explorations (Thor), has particularly benefitted from West Africa’s burgeoning reputation as a mining hub.
“Our exploration portfolio in Nigeria covers approximately 1,300 square kilometres (sqkm) of prospective gold-bearing ground,” introduces Segun Lawson, CEO.
A major part of the company’s extensive portfolio is its whollyowned flagship Segilola Gold Mine Project (Segilola) in Southwest Nigeria.
Operated by Thor’s subsidiary, Segilola Resources Operating Limited (SROL), it completed construction in Q2 2021 and achieved commercial production in Q1 the following year.
Approximately 85,000 ounces (oz) of gold per year has been produced by Segilola, which is built on a total probable reserve of 517,800 oz of gold grading at 4.02 grams per tonne (g/t).
This makes the site Nigeria’s first and only large-scale commercial gold mine, employing over 1,700 staff.
In addition, Thor holds a 70 percent economic interest in the Douta Gold Project (Douta), an advanced gold exploration site in Southeast Senegal.
With a global resource of 1,780,000 oz of gold, the project has an
“WE HAVE HELPED TO CAPACITY-BUILD BUSINESSES AND ENHANCE THE SKILLS REQUIRED IN THE MINING INDUSTRY – A NEW EMERGING SECTOR IN NIGERIA”
– SEGUN LAWSON, CEO, THOR EXPLORATIONS
indicated resource of 874,900 oz at 1.3g/t and an inferred resource of 909,400 oz at 1.2g/t.
“Douta is currently being advanced by the company to be a preliminary feasibility study (PFS), and we aim to build this project as Thor’s second mine,” Lawson informs.
ONGOING EXPANSION
Having recently expanded into Côte d’Ivoire, where it acquired three exploration licences, Thor is ideally positioned for continued success and expansion in West Africa.
Work has already begun on all three licences, which are located on the prospective Birimian greenstone belt, with the results of the initial explorations promising.
“We have set ourselves a target of achieving a maiden resource in at least one of these licences by the end of the year,” Lawson asserts.
Elsewhere in Côte d’Ivoire, the Guitry Project, which was fully acquired from Endeavor Mining, presents further opportunity for exploration.
Thor has also recently entered into joint venture (JV) partnerships with Goldridge Resources and the Mining Research and Exploitation Company (CAREM) on the Boundiali and Marahui licences, respectively.
“We have an opportunity to earn up to an 80 percent stake in both of the aforementioned licences,” he details.
Over in Southwest Nigeria, the company has also acquired a 600 sqkm land package of lithium tenure through its wholly owned subsidiary, Newstar Minerals Ltd (Newstar).
With Segilola projected to produce between 85,000 and 95,000 oz per year with an all-in sustaining cost of between USD$800 and USD$1,000 per oz, Thor’s mining potential only
continues to grow.
Further to this, having paid off all senior debt on the project, the company now boasts a de-leveraged balance sheet and is in position to reinvest its surplus capital into further exploration, with an ongoing priority to extend the life of the mine.
As such, strong cash flow has been a key factor in enabling Thor to scale up its exploration and has, in turn, contributed to the company’s reputation as the largest low-cost gold producer in Nigeria.
“In terms of sustaining this cash flow to maximise shareholder value, something we’re doing today is purchasing our own drilling rigs, which will enable us to drill with more flexibility and at a cheaper cost,” Lawson tells us.
As such, Thor is able to return money to its shareholders without forgoing the growth of the company –a key part of its business strategy.
CAN YOU PROVIDE ANY EXAMPLES OF NOTABLE EMPLOYEE COMMITMENTS TO BOTH THE COMPANY AND ITS SURROUNDING COMMUNITIES?
Segun Lawson, CEO: “I would like to give a special mention to our Environmental and Social Manager, Louise Porteus, who was recognised in the 2024 Women in Mining (WIM) UK’s 100 Global Inspirational Women in Mining list, highlighting her transformative contributions to the industry.
“Louise joined Thor eight years ago and her expertise was crucial in establishing Segilola in Nigeria, ensuring community benefits and environmental management were prioritised from the outset.
“This commitment to local empowerment is evident in her efforts to upskill over 11,000 community members through transparent development agreements.
“Her recognition by WIM underscores the impact of her work and dedication to sustainable practices in mining.”
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Our team and processes:
About us:
From the forests of the Sefwi Volcanic Gold Belt of Ghana in 2013, the first metres of RC drilling by Deeprock were recovered. Our operations have since expanded to all the gold belts of Ghana, with forays into West Africa.
Diamond drilling, Reverse Circulation drilling, Air Core drilling, Rotary Air Blast drilling, and Auger Drilling are our areas of expertise. We have and continue to provide drilling services to both major mining companies and junior exploration companies.
Since our first incorporation, we have successfully completed over 20 drilling projects for our valued clients.
Deeprock was first incorporated in Ghana. Subsidiaries have since been established in Nigeria and Sierra Leone. And we are well on course to becoming the drilling company of choice in the subregion of West Africa.
Our equipment comes from recognized manufacturers with commendable aftersales support. Our support team of engineers and mechanics ensures that the availability and utilization of our equipment are top-notch. Our team of professionals possesses excellent skills in executing drilling projects to ensure efficient, prompt and reliable results at a reasonable cost. With our diverse expertise, we are able to provide competitive drilling services. Indeed, our strength lies in the versatilities of our key operating and management personnel, who have brought forward their accumulated and varied experiences over several years to the benefit of Deeprock.
“As a professional geologist, I have seen both worlds – being one who engages drilling companies and their services in the past and now offering those same services. I really understand both worlds, and this is a big plus for our clients, and at the same time, it gives us a competitive advantage over our competitors.”
As drilling activities represent potentially significant business conduct and ethics and health and safety risks for the workers, the environment, and the local communities, Deeprock has developed policy guidelines that ensure compliance with the highest standards of mining regulations.
LEVERAGING LITHIUM
Boasting favourable geological formations comprising granitic terrains known to host significant pegmatite deposits, Nigeria’s lithium potential is notable.
A primary source of spodumene and lepidolite, both of which are crucial lithium-bearing minerals, these vast deposits demonstrate the nation’s significant underexplored
lithium opportunities.
Thor’s Nigerian subsidiary, Newstar, has a large land holding in the southwestern region of the country, which covers a prospective northeastern trading zone, both known lithium-bearing pegmatite deposits, and a large unexplored prospective pegmatite-rich belt.
To capitalise on this resource-rich asset, Newstar has secured over 600
“THE CDA PROCESS WAS INVALUABLE TO OUR PROJECT AS IT ENABLED US TO ACHIEVE THE SOCIAL LICENSE TO OPERATE”
– SEGUN LAWSON, CEO, THOR EXPLORATIONS
sqkm of granted tenure in Nigeria from the Oyo State, Kwara State, and Ekiti State Lithium Project areas, which it plans to exploit through small-scale lithium mining.
COMMUNITY BENEFITS PROVIDED BY SROL
More than a Thor subsidiary, SROL provides many benefits to the communities that surround it, including:
• SROL-funded livelihood restoration projects amounting to USD$850,000 on fish and vegetable farms. This extends to the provision of improved seedlings to farmers who lost land, crops, or trees within the mine footprint, enabling them to re-establish a viable livelihood.
• CSR initiatives such as a medical outreach programme which provided health checks for over 1,000 local residents, 150 sets of reading glasses, and over 100 minor surgeries to improve quality of life.
• Over 98 percent of the company’s local employment base consists of Nigerian nationals, 21 percent of whom hail from host communities.
This includes four female truck drivers, who were trained over the past two years as part of SROL’s target to increase female employment from 8.5 percent in 2021 to 15 percent in 2025. As such, it received an environmental, social, and governance (ESG) award for its labour practices at the prestigious Mining Indaba conference in 2024.
• 37 positions for young people in the form of internships or National Youth Service Corps (NYSC) placements.
“The Oyo State Project area is where we are currently focused. Whilst we have slowed down lithium exploration as we await the arrival of exploration drilling rigs, we look forward to picking this back up once the rigs arrive,” Lawson shares.
Thor’s ongoing exploration work at Douta in Senegal, meanwhile, has allowed it to add significant scale to its operations.
Whilst the pre-feasibility workstreams are being finalised, the company is continuing to drill additional targets across all its prospects, including Makosa Tail, Sambara, and Mansa.
Thor is pleased to have drilled two discovery holes in Q1 2025 in the Douta-West licence on a new prospect, Baraka 3.
“We are excited to be drilling this prospect through to Q2 this year,” he confirms.
A LOCALISED SUPPLY CHAIN
As a company that proudly procures 80 percent of its products from West Africa, it is important for Thor to utilise local and regional suppliers and partners.
“Last year, this meant we brought USD$24 million worth of procurement into the Nigerian economy,” Lawson elaborates.
Since its inception, the company has been on a mission to bring sustainable development and prosperity to the communities in which it operates.
This is backed by its core values, centring around accountability, integrity, trust, dignity, and respect.
Thor’s relationship with its suppliers has evolved over time and since expanded to include a variety of services.
For example, the company has provided mechanical engineering support, engaged a local waste contractor and regional logistics businesses to regularly deliver supplies, and partnered with local construction companies for camp accommodation expansion.
“In this sense, we have helped to capacity-build businesses and enhance the skills required in the mining industry – a new emerging sector in Nigeria,” he reflects.
Furthermore, the onset of the COVID-19 pandemic reinforced Thor’s need to leverage domestic supply chains as international shipping and logistics were significantly disrupted.
“For this reason, local supply chains became vital in ensuring our key supplies, equipment, and spare parts were in easier reach.”
SOCIALLY RESPONSIBLE
Equally important to Thor are its corporate social responsibility (CSR) and community development activities.
As such, SROL has engaged with the three host communities around its Segilola mine site from the outset and signed community development agreements (CDAs) with each of them.
“The CDA process took 18 months of built-up knowledge, trust, and a good working relationship with the community leaders in each village,” Lawson outlines.
In this way, Nigeria is ahead of the curve in West Africa in terms of requiring CDAs from mining companies to improve transparency between businesses and communities.
The final CDAs have established benefits based on community suggestions, including 26 scholarships granted annually to keep vulnerable children in school, 45 local women to receive equipment and training yearly to improve their livelihoods, and a minimum of 20 percent of employment being provided by the three host communities.
Furthermore, 30 youth shorttraining programmes were completed in 2024, including carpentry, phone repair, fashion design, and truck driving courses.
In addition, the maintenance of nine boreholes (three in each host community) is being implemented using
“OUR
EXPLORATION PORTFOLIO IN NIGERIA COVERS APPROXIMATELY 1,300 SQKM OF PROSPECTIVE GOLD-BEARING GROUND”
– SEGUN LAWSON, CEO, THOR EXPLORATIONS
local contractors, whilst provision of a 33-kilovolt transformer and 30 pylons will be installed to improve the local community’s energy supply.
“The CDA process was invaluable to our project as it enabled us to achieve the social license to operate,” he prides.
THE FUTURE IS GOLDEN
Looking to 2025, exploration will continue for Thor across its entire portfolio, including its drilling programmes in Nigeria, Senegal, and Côte d’Ivoire.
Having taken a long-term view of the former, the company’s priority here is to further extend the life of mine at Segilola through exploration.
“With our first mover advantage and extensive human resource capability in the country, we are also in a position to assess additional opportunities outside Segilola,” Lawson asserts.
In Senegal and Côte d’Ivoire,meanwhile, Thor looks forwards to achieving the milestones it has in place, such as the PFS in the former and maiden resource exploration in the latter.
In short, the company seeks to continue its organic growth through exploration and mine life extension.
Thor’s ongoing expansion is ultimately underpinned and supported by strong cash flow from the Segilola mine, particularly given the current high prices of gold in the industry.
“We will continue to focus on being disciplined with our costs and look forward to building Douta, which will position us as a multi-mine, mid-tier gold producer,” Lawson confidently concludes.
DIAMONDS IN THE SKY
Uniquely located at an altitude of over 3,000 metres, Letšeng Diamonds is in the business of mining, producing, and selling rough diamonds. CEO, Motooane Thinyane, updates us on the mine’s latest developments from the highlands of Lesotho, including its transition to an owneroperator model
Writer: Jack Salter | Project Manager: Thomas Arnold
Owned by Gem Diamonds (70 percent) and the Government of Lesotho (30 percent), Letšeng Diamonds (Letšeng) is renowned for its unique position as a mine that produces the highest average US dollar per carat value from its diamonds, albeit at the lowest grade.
Most of the mine’s revenue is derived from large diamonds (10.8+ carats), which conversely constitute less than 20 percent of the total volume of production.
Letšeng’s CEO, Motooane Thinyane, who we previously interviewed in 2023, notes that the diamond mining industry is going through similar changes to what is currently being experienced internationally.
“Mining operations continue to face pressure from a general downturn in the industry due to macroeconomic factors,” he tells us.
“Most notably, of the four operational mines in Lesotho, one went into care and maintenance in October 2024 whilst the remaining three continue to operate marginally.”
There is also pressure on the natural diamond mining industry as a result of lab-grown diamonds, which impact the former’s contribution to communities in terms of job creation, infrastructure development, education and training, social and environmental support, and economic growth.
As such, the industry is making concerted efforts to highlight the inherent value of natural diamonds as a finite commodity and the significant contributions producers make to the communities and economies in which they operate.
“In the case of Lesotho, Letšeng produces diamonds in a sustainable and economic manner that enables it to continue to make significant contributions via employment, focused community projects, local procurement, and government taxes, royalties, and dividends,” Thinyane states.
OWNER-OPERATOR TRANSITION
One major development since we last featured Letšeng is that the mine is now an owner-operator.
Indeed, its load and haul mining operations went into owneroperator arrangements in November 2023, whereby Letšeng reached an agreement with the previous contractor for the insourcing of mining activities.
Under this agreement, Letšeng acquired the mining equipment and absorbed the contractor’s employees in line with operational requirements.
“This transition enabled us to continue seamlessly with mining activities and created the opportunity to implement further operational changes to improve efficiencies and reduce costs,” Thinyane explains.
Regarding its processing operations, Letšeng then transitioned into an owner-operator model a year later in November 2024.
It followed a lengthy review and careful consideration as part of a drive to improve efficiencies and reduce costs, better positioning itself for longer-term sustainability.
“There remain further opportunities to transition to an owner-operator model in other aspects of our operations,” reveals Thinyane.
Alongside this transition, Letšeng’s ore and waste profile has changed over the last couple of years, resulting in leaner, more efficient processes.
The mine’s deepening ore pits and tougher economic circumstances forced a complete review of the conventional mine plans.
“Our focus has been on reducing the stripping burden whilst still enabling safe access to ore at the required rates over the life of mine,” Thinyane informs.
To this end, a number of options were considered, ranging from steepening pit slopes to underground mining.
Many initiatives to reduce haulage distances and improve fleet
productivity have yielded a revised mining plan, with a much-reduced waste stripping ratio and better overall economics going forwards.
Meanwhile, Letšeng has successfully improved efficiency, increased productivity, and reduced costs in all areas of its mining operations.
These value-adding changes, together with a strong and positive workplace culture, have set the mine up to navigate the challenging conditions currently facing the diamond mining industry.
“We are specifically excited about the significant unit cost reduction that has been achieved whilst maintaining our carat production profile,” acclaims Thinyane.
Motooane Thinyane, CEO, and Ahmed Bin Sulayem, Chairman of the Kimberley Process (KP), during the visit to Letšeng offices
LETŠENG’S APPROACH TO HSE
The mine is committed to zero harm to people and property, minimising environmental impacts, and the continual improvement of its health, safety, and environment (HSE) management programme and efficient use of resources.
Letšeng’s approach to occupational health and safety is focused on the management of operational risk and change, legal compliance, sound management of corrective and preventative actions, and visible felt leadership.
“THERE REMAIN FURTHER OPPORTUNITIES TO TRANSITION TO AN OWNER-OPERATOR MODEL IN OTHER ASPECTS OF OUR OPERATIONS”
– MOTOOANE THINYANE, CEO, LETŠENG DIAMONDS
CSRI PROJECTS
Another area that Thinyane updates us on is the progress of Letšeng’s corporate social responsibility and investment (CSRI) programme.
The mine’s approach to CSRI is to establish and maintain strong relationships with local communities, stakeholders, and the entire nation of Lesotho as part of its business strategy.
“Our CSRI programme is always engaging as it reflects one of our core values – to participate in and positively
contribute to the communities where we operate,” he prides.
In the period since we last spoke, the mine has embarked on and implemented a number of projects that continue to support community livelihoods.
This includes infrastructure projects designed to address access to decent roads, ablution facilities, and potable water supply for neighbouring communities, a symptom of the remote, mountainous area where Letšeng is located.
“Rehabilitation of the gravel access road to the main A1 road down to some of the key neighbouring villages was completed after it was destroyed by heavy rain and flooding,” Thinyane confirms.
Water supply projects from natural springs have also been carried out, supplying the villages of Phuthalichaba and Maloraneng from the borehole, whilst a total of five classrooms have been constructed at Ntlholohetsane and Tšepong Primary Schools.
“OUR CSRI PROGRAMME IS ALWAYS ENGAGING AS IT REFLECTS ONE OF OUR CORE VALUES – TO PARTICIPATE IN AND POSITIVELY CONTRIBUTE TO THE COMMUNITIES WHERE WE OPERATE”
– MOTOOANE THINYANE, CEO, LETŠENG DIAMONDS
Elsewhere, in the Mokhotlong district, Letšeng continues to support dairy and poultry projects aimed at creating alternatives to employment and improving livelihoods in communities.
“Farmers are supported in the areas where they already operate and excel by providing the required infrastructure, seed capital, and technical expertise to assist them with transitioning from subsistence to commercial farming,” outlines Thinyane.
“The farmers supply major operators in the Mokhotlong district, such as the Lesotho Highlands Development Authority and other mines. Currently, the two projects employ eight people on a permanent basis.”
Letšeng has also demonstrated care for the environment and wellbeing of communities affected by its mining operations with the successful introduction of a bioremediation facility, which significantly reduces nitrates from mine waste dump seepage.
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TALENT PIPELINE
Moreover, Letšeng offers educational scholarships to Basotho students to study courses related to the development of Lesotho’s natural resources.
LETŠENG’S MISSION AND VISION
MISSION – To maximise shareholder value and be a safe, sustainable producer of exceptional diamonds.
VISION – A world-class diamond company respected globally for optimising shareholder value through quality diamond processes, products, and social responsibility.
Upon completion, they attend a compulsory internship at the mine that is also open to other students, however preferential employment is provided to those sponsored by Letšeng.
55 students have been awarded scholarships to date, of which 18 are now full-time employees at the mine, with some even occupying senior management positions.
Currently, Letšeng directly employs around 850 members of staff and a further 300 through contractors who will play a vital role in achieving the mine’s targets for 2025.
“We are continuing our focus on operational efficiency, streamlining workflows, reducing costs, building staff capacity, and further growing Letšeng’s safety, social, and environmental workplace culture across our operations,” Thinyane closes.
“On the marketing side, our parent company continues to look for the best opportunities to maximise the revenue realisable from the sale of the diamonds.”
South African company Xscann produces full-body scanners that reduce the theft-related losses of precious metals.
Xscann has made a significant change to how mining companies operate by enforcing effective methods of safeguarding the invaluable minerals they produce.
Unaccounted for, the potential loss of precious metals through employee theft should worry producers.
Cumulatively, it could lead to a considerable loss of revenue.
Xscann Technologies offer a sure-fire way for producers to mitigate this risk by employing its X-ray Full-Body scanning solution, which has excelled in different mining sites.
TYRE SPECIALISTS
• Repairing of tyres
• Supplying all OTR branded tyres
• Supplying and repairing rims
• Offering tyre consumables and accessories
• Site studies and completed surveys
We provide services that include all types of tyres including passenger vehicles, LDV, trucks, forklifts, telescopic handlers and earthmoving tyres. Call Stephen
TRANSFORMING MINE WASTE INTO SOCIETAL, ENVIRONMENTAL, AND
Providing customised solutions to the mining industry for over a century, Fraser Alexander is a global partner adding value to mining, waste, and infrastructure through smart solutions. We speak to Lourens De Koning, COO, about the company’s extensive history and plans for a sustainable future
Writer: Lauren Kania | Project Manager: Thomas Arnold
Having provided customised solutions to the mining sector since 1912, Fraser Alexander is an industry stalwart, passionate about helping its clients avoid daily disruptions, maximise production, and enhance the entire value chain.
A trusted mining services partner, the company has worked diligently to develop a reputation for reliability, innovation, managing risk, and creating sustainable success with its clients, even during changing times. Founded over a century ago as the first tailings deposition service provider in the Witwatersrand region, South Africa (SA), to use cocopans to remove tailings from processing plants, the company has
grown to become an industry leader that prioritises a safe, disruption-free day.
Today, Fraser Alexander is proud to be a fully Black-owned and South African group, expanding its innovative business across the world and offering outsourced services and related infrastructure to move, manage, and add value to minerals, waste, and water.
“Whilst we primarily focus on tailings management, over the years, we have diversified into many other services, including construction, material handling, transportation, mineral processing, water treatment, and more,” introduces Lourens De Koning, COO.
FRASER ALEXANDER AT A GLANCE
• 100 percent Black-owned
• Founded 113 years ago
• Services two-thirds of the outsourced market across Africa
• Only contractor insured
• Experienced support team of approximately 3,000
• Services 80 percent of the outsourced coal processing sector
• Operations spanning 200 sites across two continents
The company’s impressive growth and service offerings are exemplified by its rapid expansion across the African continent in countries like Zambia, Zimbabwe, Botswana, Namibia, and the Democratic Republic of the Congo (DRC),
alongside current operations in South America, all whilst seeking opportunities to spread its footprint even further in regions such as Central Asia, North America, and Australia.
“We’re looking to establish Fraser
Alexander as a true localised business in each country where we operate. Therefore, our clientele focus and expansion strategy are based on building a sustainable business in those regions,” elaborates De Koning. Having held the position of COO
Fraser Alexander RSA
for eight years, De Koning plays a key role in shaping the company’s operational strategy and ensuring it thrives as a primary player in the mining services industry.
With over 22 years of experience in civil and geotechnical
engineering, collaborative project execution, leadership, and executive management, he is South Africanborn and raised, and found his passion for the industry whilst studying civil engineering at the University of Pretoria.
“Working in the mining sector, understanding the client base, decrypting the economics, and working to expand the business across a large industry is what makes this career exciting,” he impassions.
TRANSFORMING THE INDUSTRY
Currently, the mining industry is facing a variety of challenges due to environmental and climate change pressures, turbulent geopolitics, rapid technological changes, and a global maintenance skills shortage.
However, this does not intimidate nor dull the excitement that Fraser Alexander experiences when looking at the future of the international sector.
“The mining industry is invigorating, often because of the challenges we face. At the moment, we are dealing with the legacy issues of mining and a
lack of investment in the sector across Africa,” details De Koning.
“The sector is putting a lot of effort into redefining the future of mining and how it could become more environmentally friendly, ultimately doing away with the legacies of the past.”
Whilst it is important to recognise the necessary changes industries must go through in order to encourage a sustainable future, it would be a crucial mistake to overlook the importance mining has on the current economy and daily lifestyle of individuals and businesses across the globe.
Specifically, during the height of the COVID-19 pandemic, the mining sector in SA stepped in to stimulate the national economy and provide assistance throughout the unprecedented event.
“The evident care for people and operations, as well as the commitment to the continuity of the economy, was remarkable during this time. It showcases how important these sectors are to society,” imparts De Koning.
MINING
OUTLOOK:
CAN YOU TELL US MORE ABOUT FRASER ALEXANDER’S FOCUS ON LOCAL EMPLOYMENT?
Lourens De Koning, COO: “Localisation is extremely important. Wherever we operate, we employ within a 50-kilometre radius as much as possible and go through an entire upskilling process.
“We do a lot of training, including safety, basic, skilled, and certified training. We have quite a large training department focusing on providing local development and bringing people through the ranks for significant career growth.
“In Africa, we’re highlighting in-country skills development, looking at local management and upskilling locals into head office support and operations.
“We are supported by the South African management team, with a predominantly localised team in each country, from senior management level right down to ground-level operations, all in an effort to embrace new cultures and build a long-term sustainable business.
“We’re very proud of the diversity of our business in South Africa and globally - our employees represent different cultures, genders, regions, and generations.”
Fraser Alexander is working to differentiate itself from the competition through various means, one of which is its values, consisting of excellence, innovation, integrity, care, and teamwork, which underpin all that it stands for.
“We work hard to ensure our values are something everyone is aligned with throughout our business. During recruitment, we ensure the people who join fit our culture of determination and success,” he specifies.
The company guarantees this mindset by providing its employees with regimented training, no matter the department. It emphasises upskilling people and transferring knowledge throughout the business
prepared for whatever challenges the
mechanisation alongside its vast
“We started with a team full of engineers. Now we have data analysts, computer specialists, and others who help us maintain our position at the top of the industry,” expands De Koning.
Digital Value Assurance for a Technology Future
Wielding the power of technology to provide you with the top digital advisory services, Singularity Data Solutions is here to transform your business and help you successfully navigate a technological future with confidence.
As a specialist organisation based in South Africa that focuses on utilising technological advances to the fullest to help your business thrive, we offer services including digital strategy definition, digital advisory services, solution architecture, solution delivery, and a Centre of Excellence establishment and operation. Our value lies in our ability to orchestrate technology to create value by using disruptive concepts and technologies to your advantage.
Equally, we assist various organisations in setting up and transitioning into digitally mature businesses through strategic, tactical, and operating model design whilst remaining deliveryfocused on all engagements.
Through our many years of collective experience, Singularity Data Solutions has formulated a homegrown digital maturity framework that evaluates strategy, people, processes, technology, and data management capabilities in a business.
WHY CHOOSE SINGULARITY DATA SOLUTIONS?
With a grand vision of being internationally known as a digital transformation specialist who leverages innovative thinking in order to continuously improve client’s value proposition, Singularity Data Solutions is unapologetic in our climb towards the top of the industry.
We stand by our mission statement of being a long-term partner to our clients by leveraging data to provide operational, tactical, and strategic value across their various organisations.
The company works to achieve this in a variety of manners. This includes standardising the technology landscape and driving a cost-saving and revenue-generating culture across IT and digital implementation, providing a reference architecture blueprint to increase speed on the selection and execution of digital solutions, and offering a prioritisation and feasibility framework for digital solutions selection and roll-out.
Additionally, Singularity Data Solutions works to improve stakeholder communication and support digital solution roll-out, align existing and new IT and digital projects to meet business aspirations, and create a sustainable digital implementation and operations function.
WHAT DOES SINGULARITY DATA SOLUTIONS OFFER?
What makes Singularity Data Solutions the optimum partner for your technology solutions?
We are internally focused, prioritising being efficiency-driven whilst promoting cost reduction and organisational optimisation alongside offering support with internal processes, HR, finance, and supply chain.
We are also externally focused, ensuring our team emphasises a customer-first attitude whilst providing market differentiation, revenue, and market growth for products, services, and innovation.
Additionally, we are risk-focused, highlighting the importance of asset risk, workforce risk, and customer risk, allowing us to provide reliable and top-quality assistance with asset management, workforce management, and safety, health, environment, and quality (SHEQ) management.
Overall, the services we provide for our clients at Singularity Data Solutions include digital advisory, solution architecture, network assessment, technology optimisation, and solution delivery. You can be confident in your company’s digital assessment and transformation when partnering with Singularity Data Solutions, where we wield the power of people and technology to optimise your solutions and maximise your technology investments!
CLIENT REFERENCE
“In 2015, Fraser Alexander first developed its Technical and Operational Risk Assessment system, TORAS - featuring a comprehensive tailings risk management methodology. TORAS serves as an internal monitoring tool and integration platform allowing Fraser Alexander to monitor and manage operational risk effectively with features such as data validation protocols, automated triggers and notifications, and auditability.
Singularity Data Solutions partnered with Fraser Alexander to transform TORAS into an advanced tailings risk management platform. Compliant with global standards like the Global Industry Standard on Tailings Management, TORAS integrates IoT, drone technology, and third-party systems to automate data collection and deliver comprehensive operational risk insights. Featuring a dataportal, automated alerts, and workflow tools, it enhances transparency and efficiency. Singularity’s expertise in strategy, sustainable solutions, and cost-efficient development, combined with Fraser Alexander’s tailings management depth, ensures practical, cuttingedge implementation. TORAS now sets the benchmark for innovation and accountability in mining.”
INTERNATIONAL EXPANSION
Over the course of its longestablished history, Fraser Alexander has situated itself as the largest tailing and mine waste management company of its kind, gaining a reputation for transforming mine waste into societal, environmental, and economic value.
“This achievement was something built over a long period of time. Starting in SA, we were the first company to assist clients in building these tailing facilities, which are some of the largest manmade structures in the world,” explains De Koning.
Having dominated the South African market, the company was able to expand further, both in terms of its service offerings and the countries and regions it was present in.
In 1994, the Merriespruit tailings dam failed, resulting in wide-scale destruction that forced the industry to reevaluate its tailings management and engineering procedures. Fraser Alexander was at the forefront of this redesign, not only as a service provider but also as a leader in many of the technical and R&D fronts, which served to further distinguish its ability to innovate and remain an industry frontrunner.
“This allowed us to work with international clients and strengthen our company name by further contributing to the industry,” insights De Koning.
Evidently, Fraser Alexander’s vast expertise has asserted its reputation for excellence, showcasing its hardearned experience in retreating and re-mining in a manner that prevents the possibility of any future failures.
As the company continues to look towards another century of success, it is prioritising expansion and operational excellence throughout 2025, working to ensure Fraser Alexander remains on top during a volatile period for the sector.
“We are seeking to optimise current operations and capitalise on the
“WE’RE LOOKING TO ESTABLISH FRASER ALEXANDER AS A TRUE LOCALISED BUSINESS IN EACH COUNTRY WHERE WE OPERATE. THEREFORE, OUR CLIENTELE FOCUS AND EXPANSION STRATEGY ARE BASED ON BUILDING A SUSTAINABLE BUSINESS IN THOSE REGIONS”
– LOURENS DE KONING, COO, FRASER ALEXANDER
opportunities we have been working on for a long time to advance them to realisation,” informs De Koning.
Specifically, the company is looking to expand further into South America and the African region in addition to embarking upon the
utilisation of brownfields as a means of development.
It is doing so by mechanising operations specific to these regions and actively upskilling its people to be ready for the new environments and unique challenges they each pose.
Fraser Alexander LATAM
ADVANCED VALVE AND PUMP SOLUTIONS
At Paltech, being a leading South African OEM of advanced valve solutions is a point of pride. Our flagship products, the PAL-T High-Performance Single Eccentric Butterfly Valve and the Transformer Radiator Isolation Valve, are engineered to meet the rigorous demands of various industries.
ADVANCED VALVE SOLUTIONS
Durability, compact design, and high-pressure, high-temperature efficiency make the PAL-T valve ideal for critical applications in power generation, chemical processing, food and beverage,
Manufactured in a wide range of standard and exotic materials for corrosion resistance against various aggressive chemicals, acids,
PAL-T Single / Double Eccentric Butterfly Valve: Durability, compact design, and high-pressure, high-temperature efficiency make the PAL-T valve ideal for critical applications in power generation, chemical processing, food and beverage, mining, and utilities. Manufactured in a wide range of standard and exotic materials for corrosion resistance against various aggressive chemicals, acids, alkalis, and gasses.
Valve instrumentation
As the sole OEM official distributor of Schneider automation instrumentation in the Sub-Saharan African region, Paltech offers a select range of Schneider products and instrumentation, ensuring customers have access to a comprehensive portfolio of world-class solutions for their automation and energy management needs.
ADVANCED PUMP SOLUTIONS
Transformer Valve:
Our locally manufactured aluminium transformer valves are specifically designed for transformer cooling oil applications, ensuring utmost reliability and safety. These valves have undergone rigorous testing at multiple power stations, underscoring our unwavering commitment to quality.
Additionally, our comprehensive range of valves, includes:
• Flanged Slurry Sleeve: A bullet design, with a closed-frame design for non-spillage to the atmosphere when the liner is ruptured.
• Pinch Valve: A low-maintenance, cost-effective solution with no internal moving parts in contact with the fluid. A split-body design for easy seal replacement.
• Wafer Slim Swing Check Valve: A non-return valve with a slim face-to-face design for restricted pipe space availability.
• Flanged Diaphragm Non-Return Valve: A non-return valve with a diaphragm to prevent water hammering.
• Diaphragm Flanged Foot Valve: A soft-closure design to eliminate water hammering. Minimal internal spares and an easily replaceable seal kit.
• Through our distribution partnership with the MESON GROUP, we offer a comprehensive range of valves, including those for marine applications, ensuring we have the perfect solution for your needs.
Our locally manufactured aluminium transformer valves are specifically designed for transformer cooling oil applications, ensuring utmost reliability and safety. These valves have undergone rigorous testing at multiple power stations, underscoring our unwavering commitment to quality.
Expert Maintenance Services
Paltech offers comprehensive in-house maintenance services to optimise the performance and lifespan of your valves and pumps. Our skilled technicians provide:
•Inspection
•Repair
•Calibration
•Overhaul
Partnering with Paltech offers a cost-effective solution for expert maintenance, extending equipment lifespan, and minimising downtime.
Commitment to Quality - Where Innovation Meets Compliance and Reliability
Holding the requisite ISO and industry-specific certifications, Paltech delivers solutions that enhance operational efficiency whilst adhering to stringent industry standards.
To learn more about our advanced valve and pump solutions, contact us:
NXTGEN
NxtGen is central to Fraser Alexander’s success, integrating advanced technologies and providing essential operational support for efficient project execution.
The department leads project development, aligning with industry standards and sustainability goals. With a skilled team, NxtGen combines expertise from across Fraser Alexander’s operations to deliver effective solutions, improve efficiency, and mitigate risks, ensuring successful project outcomes.
REVOLUTIONISING TAILINGS MANAGEMENT
Innovations and mechanisation in mining
Fraser Alexander’s initiatives in tailings reprocessing, repurposing, and mechanisation are setting new benchmarks in the mining industry. By leveraging innovative technologies like the Supermag, Remotely Operated Mining Units (ROMUs®), and Self-Propelled Cyclone Units (SPCUs®), Fraser Alexander is not only improving operational efficiency but also contributing to a more sustainable and environmentally responsible mining sector.
With NxtGen driving crosspollination and operational excellence, the company is well positioned to lead the industry into a new era of innovation and sustainability.
Reprocessing of iron ore TSFs to recover more iron
Fraser Alexander is actively pursuing innovative ways to recover more value in the form of ferrous minerals from existing tailings storage facilities (TSFs) whilst also considering alternative final tailings uses and disposal methods.
The upgrade process needs to
“NXTGEN IS THE HUB OF INNOVATION AT FRASER ALEXANDER”
– LOURENS DE KONING, COO, FRASER ALEXANDER
take the low-grade tailings and concentrate the particles with high ferrous content to achieve a saleable product. Fraser Alexander is working with one of its partners to run pilotscale trials on the upgradeability of ferrous minerals from ultrafine ores. These trials incorporate an innovative technology that reduces power consumption and the cost of processing whilst maintaining the effectiveness of the process.
Another benefit of this reprocessing is that due to the high volume of tailings that are bonded to the valuable ferrous minerals, there is a reduction in the volume of tailings that need to be re-deposited, which
means a smaller TSF. The company is also exploring alternative drier disposal methods for the final tailings.
Repurposing of tailings
In addition to reprocessing, Fraser Alexander, through its NxtGen division, is examining opportunities for the recovery of valuable minerals and to repurpose the remaining “barren” tailings.
Traditionally, not all minerals were recovered during the initial processing due to financial and operational constraints.
However, with evolving market demands and technological advances, new methods are being developed
ROMUs®
to extract additional minerals from existing tailings and alternative uses for the remaining milled silicas are being considered.
By extracting more from an existing tailings facility, it is possible to reduce the environmental impacts and facilitate the construction of the replacement TSF in line with the Global Industry Standard on Tailings Management (GISTM).
Ongoing mechanisation and technological advancements
Fraser Alexander continues to push the boundaries of mechanisation in mining, focusing on reducing labourintensive tasks and enhancing safety. This includes the development of new mining units, automated systems, and innovative solutions for tailings management. The ongoing mechanisation and innovation in mining technology not only improve operational efficiency but also significantly reduce human error, labour costs, and workplace injuries.
Fraser Alexander has developed ROMUs®, a remotely controlled, track-mounted hydro mining unit. These units are equipped with high-definition cameras and high-speed controls, allowing operators to manage them from a centralised control room. This reduces the need for on-site personnel and enhances safety.
SPCUs®
These units are designed for high-tonnage cyclone facilities and provide mechanised solutions for tailings deposition. Fraser Alexander’s collaboration with Anglo American is focused on refining the SPCU® design to enable the use of Hydraulic Dewatered Stack (HDS) deposition strategies for TSFs to create internal drainage paths for improved stability.
Automated boom screen for trash cleaning
Fraser Alexander has also developed a fully automated boom screen, which removes debris from slurry launders, minimising the risk of fatigue and people-related safety. The automated system can be controlled remotely by ROMU® operators, reducing labour and enhancing site safety.
FRASER ALEXANDER SERVICE OFFERINGS
HYDRAULIC MINING AND REMINING
FRASER ALEXANDER USES PROPRIETARY ROMUS® FOR THIS TYPE OF MINING – THIS COMPLETELY REMOVES THE OPERATOR FROM THE MINING AREA
The company’s state-of-the-art hydraulic mining and remining equipment guarantees the opportunity to capitalise on tailings in a safe and effective manner.
Solutions include the funding of the plants with contracting models such as BOOM (build, own, operate, and maintain) and BOOT (build, own, operate, and transfer) or the design and construction of clientfunded plants that Fraser Alexander can operate and maintain.
TREATMENT
WATER TREATMENT AND BEST-FIT TECHNOLOGY AVAILABLE
We get the best value for you through aim is to uplevel your facility to be releasing it into the environment, and self-sufficiency.
Solutions include the funding of the such as BOOM and BOOT or the design funded plants that Fraser Alexander
TREATMENT MINERAL PROCESSING
MANAGEMENT USING THE AVAILABLE
through our various offerings and our perfectly capable of reusing water, and making water drinkable for the plants with contracting models design and construction of clientAlexander can operate and maintain.
FRASER ALEXANDER IS THE LARGEST INDEPENDENT OWNER AND OPERATOR OF MINERAL PROCESSING PLANTS IN SA
The Fraser Alexander Mineral Processing Team utilises proprietary maintenance tactics to ensure best-in-class engineering availability.
Solutions include the funding of the plants with contracting models such as BOOM and BOOT or the design and construction of clientfunded plants that Fraser Alexander can operate and maintain.
MATERIALS HANDLING AND LOAD AND HAUL
FRASER ALEXANDER CIRCULATES MATERIALS EFFECTIVELY AND SAFELY THROUGHOUT OPERATIONS, LIKE CLOCKWORK.
The company offers world-class handling equipment to move any type of material to where it is needed.
Its handling solutions are tailored to customers’ specific needs, ensuring effective and safe circulation of materials throughout their operations.
• Discard handling: Load, haul, level, and compact
• Stock: Stockyard management – reclaiming and building
• Topsoil: Strip and stockpile, reclaim and level
• Waste dumps: Load and haul
REHABILITATION
RESTORING THE ENVIRONMENT TO BE SELF-SUSTAINABLE AGAIN.
• Fraser Alexander has undertaken an extensive number of mine rehabilitation projects in a variety of environments.
• Services include shaping, landscaping, hydro seeding, and grassing.
• Rehabilitation and post-closure monitoring lend themselves to long-term local community jobs and business opportunities.
• Fraser Alexander can design rehabilitation projects to ensure inclusion and training of local people and to facilitate long-term opportunities for them.
“It’s about affordability, patience, and building long-term sustainable growth in these areas whilst remaining focused on the rich history and successful business we have been maintaining across the African continent,” decrees De Koning. Additionally, the company has created the NxtGen Fraser Alexander Team in order to cement its authority over innovation and ingenuity in mining. This team consists of industry titans with over 25 years of experience who are collectively looking at what the future of mining entails. Its exploration of the industry includes questions about what the circular economy looks like and how the company should position itself to be relevant in future markets. All of these factors serve to ensure Fraser Alexander remains at the forefront and participates internationally in the sector.
TAILINGS OPERATIONS MANAGEMENT
FRASER ALEXANDER HAS MORE EXPERIENCE IN MANAGING CONTRACTOR IN THE WORLD.
• The company’s operational procedures and processes are well established, continuously improved.
• Over 100 years of operational experience.
• Solutions include thickeners, density control systems, and filter presses
• Fraser Alexander works with its clients to develop bespoke dry tailings
• Fraser Alexander manages over 200 million tonnes of tailings per year geographies, characteristics, deposition methodologies, facility design conditions (arid to subtropical).
• Fraser Alexander continuously invests in R&D on new deposition methodologies, and working together with clients, consultants and universities to research
MANAGING TAILINGS THAN ANY OTHER established, tried and tested, and presses and paste thickeners. tailings solutions. year across a wide range commodities, design profiles, and a variety of site methodologies, specialised equipment, research and trial new, industry solutions.
BUILDING A BETTER FUTURE
Fraser Alexander recognises the crucial need for action and compliance regarding corporate social responsibility (CSR) and environmental, social, and governance (ESG) initiatives that companies must engage in to better the world.
The organisation is committed to building a sustainable future, aptly demonstrated through its superb track record in safety, employing and developing local talent, and minimising environmental impacts for the benefit of all.
Considerable effort goes into ensuring Fraser Alexander is a responsible environmental steward and mitigates any potential impacts that may arise from the functions it performs at mining sites.
“We’ve observed in many instances that we’re doing good and leaving
2025 MRD301 course dates
a better future behind in the places where we operate,” notes De Koning.
“We’re keeping operations safe, preventing spillages into the environment and communities, and providing jobs and economic stimulation to the regions where we work.”
“We also offer Mining Residue Training (MRD301) to our clients and everyone operating in the mining industry to ensure that we all act responsibly in the building, management, and closure of tailings facilities”
The company strives to contribute to the socioeconomic development of the communities that surround its business activities. This is accomplished by increasing the capabilities of community-based small, medium, and micro-enterprises (SMMEs) as potential or existing suppliers, partners, and host clients.
- Live session 2: 8th August 2025
Ultimately, Fraser Alexander aims to encourage the economic independence of local regions both now and in the future.
“We’ve taken on the responsibility of addressing localisation through community upliftment, employment, and developing surrounding businesses. It’s a part of our DNA and culture to positively engage within the regions around our operations,” details De Koning.
“The company always looks for any environmental and social upliftment we can bring as it is a high priority for us.”
Additionally, Fraser Alexander is creating a positive legacy through programmes that focus on local education, healthcare, upskilling employees, and reducing its mining footprint wherever possible.
“We believe that these initiatives and programmes demonstrate to the industry and our clients that we will be around long into the future,” concludes De Koning.
Operating four major diamond mine sites across Botswana, the company has grown to become a cornerstone of the national economy, making substantial contributions to the country’s GDP, foreign exchange (ForEx) earnings, and government revenue.
Debswana’s economic impact extends far beyond its financial contributions as one of the largest private sector employers in Botswana, with a workforce comprising over
5,000 staff and 6,000 contractors. As such, it facilitates vital employment opportunities and supports numerous livelihoods.
In light of this, the company is deeply committed to mining safely, optimally, and responsibly, prioritising the well-being of its staff and surrounding communities whilst also ensuring its operations adhere to the highest safety standards.
As the backbone of Debswana’s success, it is also committed to
empowering its workforce through continuous professional development, comprehensive training programmes, and career advancement opportunities.
“We are not only a leader in diamond production but also a key player in Botswana’s socioeconomic development, demonstrating a steadfast commitment to responsible mining and community upliftment,” Motsomi surmises.
FORWARD-THINKING OPERATIONS
WHY DO YOU PRIORITISE STRONG SUPPLIER PARTNERSHIPS?
Andrew Maatla Motsomi, CEO: “At Debswana, our supply chain operations are integral to our success, ensuring the seamless flow of goods and services to drive our mining activities.
“We prioritise partnerships with local suppliers to stimulate economic growth and create opportunities for businesses in Botswana. Our supplier relationships are built on collaboration, innovation, and accountability, adhering to the highest standards of quality and ethics.
“By fostering strong relationships with our partners and suppliers, we
With four distinct mine sites, namely Letlhakane, Orapa, Damtshaa, and Jwaneng, the company’s portfolio has expanded exponentially and is only set to continue to flourish.
In fact, Debswana’s mining licenses were recently extended for an additional 25 years starting from 2029, allowing the company to maintain its critical role in transforming Botswana’s economy to become a middle-income nation.
“Our diamond mining activities have fuelled significant socioeconomic growth, contributing to national development through revenue generation, employment, and infrastructure,” Motsomi insights.
This is evidenced by the company’s Jwaneng underground project – a strategic initiative to ensure the continued operation of the mine beyond its Cut 9 pit, thus ensuring long-term sustainability and economic contributions to Botswana.
Divided into four phases, the early works phase was initiated in 2022 and involved implementing the preparatory infrastructure and safety measures to set the groundwork for subsequent phases.
The exploration access development phase then commenced in May last year at a cost of BWP13.6 billion and established sufficient underground access for diamond sampling and evaluation, preparing critical infrastructure for the next stage.
Phase 1 mining is set to develop underground mining infrastructure and commence production soon, whilst Phase 2 mining will focus on further underground development to extend Jwaneng’s life beyond 2033.
From a strategic perspective, the underground project has proven vital to the company’s prosperity, as the mine site contributes approximately 70 percent of Debswana’s total profits.
“Transitioning to underground mining ensures sustainable diamond extraction beyond the limitations of open-pit mining. Additionally, the project will maintain employment and shareholder returns, benefitting Botswana’s national development,” Motsomi attests.
ORAPA CUT 3
Debswana’s Orapa Cut 3 project aims to extend the life of the mine site to at least the mid-2050s, as well as deepen and widen the existing pit to
“WE ARE NOT ONLY A LEADER IN DIAMOND PRODUCTION BUT ALSO A KEY PLAYER IN BOTSWANA’S SOCIOECONOMIC DEVELOPMENT, DEMONSTRATING A STEADFAST COMMITMENT TO RESPONSIBLE MINING AND COMMUNITY UPLIFTMENT”
– ANDREW MAATLA MOTSOMI, CEO, DEBSWANA DIAMOND COMPANY
allow access to additional diamondbearing ore.
The project involves several key phases, including a feasibility study that is currently underway and is set to prepare for commissioning this year, with waste stripping scheduled for 2028.
The mine’s first diamond sales are anticipated to commence in 2034 and expected to align with the projected depletion of existing orebodies.
The project will also see the upgrading of current facilities as well as the construction of new ones to
support increased production and ensure a smart, connected operation with enhanced safety and efficiency.
Alongside contributing significantly to the nation’s economy, the company strives to leverage the latest technological advancements and align with industry trends to optimise the project’s progress.
On top of this, Orapa is expected to create additional direct and indirect employment opportunities, benefitting the Boteti district –where the mine is situated – and its surrounding communities.
DEBSWANA’S KEY MILESTONES
The company’s history is marked by continual growth and a steadfast commitment to positively contributing to Botswana’s economy, as evidenced by key milestones:
1967 – AK1 discovered at the Orapa mine.
1969 – Incorporation of Debswana.
1971 – Official opening of Orapa mine.
1975 – Letlhakane mine site was established.
1982 – Debswana expanded its operations with the opening of Jwaneng, which has since become one of the richest diamond mines in the world.
1987 – Mining licences between the Government of Botswana and De Beers were renewed to maintain ongoing operations and advance Botswana’s diamond mines.
1992 – The company name was changed from De Beers Botswana Mining Company to Debswana.
2003 – Damtshaa diamond mine was opened, further strengthening the company’s portfolio.
2006 – Damtshaa mine doubles production.
2011 – The government and De Beers announced a new 10-year contract for sorting, valuing, and selling Debswana’s diamond production. As part of the agreement, De Beers transferred its London-based rough diamond sales activity to Botswana, transforming the country into a leading diamond trading hub.
2014 – Debswana celebrated its 45th anniversary.
2017 – Letlhakane Mine transitioned from open pit to a tailings treatment plant
2019 – Debswana celebrated its 50th anniversary, marking half a century of successful diamond mining operations.
2024 – The company celebrates 55 years of more than diamond mining.
2025 – The government and De Beers signed a landmark agreement, including a 10-year sales agreement for Debswana’s rough diamond production, with a potential five-year extension.
“Both projects are vital for Debswana as they ensure longterm sustainability and economic contributions to Botswana, supporting employment and leveraging technological advancements for efficient and safe mining operations,” Motsomi highlights.
DEVOTED TO SUSTAINABILITY
Environmental awareness is fundamental to Debswana’s operations and key to its long-term vision.
Indeed, sustainability is integrated into every facet of the business and central to its environmental, social, and governance (ESG) strategy.
“We are committed to advancing industry standards, enhancing transparency, environmental stewardship, and biodiversity, and improving the livelihoods of the communities where we operate as well as the entirety of Botswana,” Motsomi sets out.
From this perspective, Debswana’s priorities include minimising its environmental footprint, promoting social development, and ensuring robust governance practices.
By embedding sustainability into its business strategy and decisionmaking processes, the company aims to create long-term value for stakeholders and reach its environmental targets.
One such objective is to achieve carbon neutrality by 2030, which it
hopes to reach by reducing reliance on diesel, integrating renewable energy sources, and improving efficiency across its operations.
Additionally, Debswana is proudly piloting electric vehicles (EVs) at its mine sites and exploring the use of biofuels as a cleaner alternative to diesel.
Water conservation is another critical focus for the company, particularly given the scarcity of the resource in Botswana.
In light of this, Debswana has pledged to reduce its freshwater withdrawal by 50 percent by 2030, employing advanced methods such as Ultrasep technology and high-rate thickeners to optimise water recovery and recycling.
Debswana also repurposes any treated sewage effluent for irrigation and strives to improve water retention to minimise waste disposal costs.
“Our commitment to biodiversity is evident through our investment in game parks at the Orapa and Jwaneng mine sites, which serve as sanctuaries for wildlife and hubs for education, research, and community engagement.
“They also support a diverse range of species and contribute to ecological research and conservation efforts.”
UPLIFTING THE NATION
Alongside its environmental commitments, Debswana is dedicated to making a meaningful contribution to the development of communities
around its mines and across the nation.
“Through various socioeconomic programmes, the company strives to enhance the quality of life for those living in operational areas, thereby making it brilliant for many,” smiles Motsomi.
Debswana’s community outreach programmes are designed to support and uplift host communities and ensure the benefits of its activities extend well beyond the life of the mines.
Indeed, the company invests in critical infrastructure such as building and maintaining roads, classroom blocks, and water supply systems to improve local living standards and support regional economic development.
Furthermore, Debswana’s corporate social investment (CSI) programme is implemented through its ESG framework, which seeks to minimise risks, manage impacts, and maximise socioeconomic benefits.
Debswana equally supports access to local healthcare, operating two Council for Health Service Accreditation of Southern Africa (COHSASA)-accredited hospitals at Jwaneng and Orapa, serving 200,000 patients annually.
“We were also one of the first
companies globally to introduce anti-retroviral therapy for employees and their families in 2001, significantly contributing to Botswana’s fight against HIV and AIDS,” Motsomi points out.
Nearly two decades later, during the COVID-19 pandemic, the company allocated BWP50 million towards community interventions, including the sourcing of personal protective equipment (PPE) for clinics, vaccination centres, and isolation facilities.
“These initiatives demonstrate our commitment to responsible mining and creating a legacy that extends far beyond the lifespan of the mines.”
FACILITATING CHANGE
To effectively manage its social initiative activities, Debswana recently launched its Socioeconomic Development (SED) Strategy for 2024 to 2028, aimed at promoting sustainable and inclusive economic development in its host communities and across Botswana.
In particular, the strategy focuses on economic diversification by developing non-mining sectors such as agriculture, manufacturing, and tourism, which in turn contribute to job creation and local revenue generation.
The SED strategy also emphasises building strong partnerships with government, civil society, and the private sector to leverage resources and ensure participatory development.
Equally, it prioritises having a sustainable impact by implementing environmentally responsible mining practices and supporting the development of micro, small, and medium-sized enterprises (MSMEs).
“Through these efforts, Debswana aims to create resilient and thriving communities, ensuring that the benefits of mining extend well beyond the life of mines,” closes Motsomi.
As the company looks ahead to the coming year, its primary focus will remain on its strategic Jwaneng and Orapa expansion projects, which will prove crucial for extending the life of its mines and ensuring the longterm sustainability of shareholders and, more importantly, the people of Botswana.
Tel:
CorporateAffairs@debswana.bw www.debswana.com
As the South African leader of turnkey mining solutions, SPH Kundalila has become an influential titan of this vast industry. We speak to Graeme Campbell, Managing Director, about the company’s exceptional staff, fleet, and range of game-changing services
Writer: Ed Budds | Project Manager: Thomas Arnold
HARNESSING HISTORICAL HERITAGE
The industry of medium-sized open cast mining, primary crushing, and materials handling in South Africa (SA) continues to shine as an exciting and dynamic sector to be involved in.
Across the vast African continent, there are several trends and developments that make it an immensely promising field.
Firstly, the demand for efficient and cost-effective mining solutions is driving innovation and
technological advancement.
Companies such as SPH Kundalila (SPH) are at the forefront of this trend, utilising advanced equipment and technologies to enhance productivity and reduce operational costs.
For example, SPH employs medium-capacity equipment, proven and robust options in excavators, and articulated dump trucks and mobile crushers, which ensure efficient and reliable operations.
Another significant development
sweeping the industry is a focus on sustainability and environmental responsibility. In this way, mining companies are increasingly adopting practices that minimise environmental impact and promote site rehabilitation.
As such, SPH is committed to minimising the environmental impact of its operations, a factor which is becoming more important as regulations tighten across the entire mining industry.
Additionally, there is a growing emphasis on safety and workforce development, as many companies are investing in training and upskilling their employees to ensure high safety standards and greater operational excellence.
SPH’s commitment to safety is evident in its comprehensive health, safety, and environmental (HSE) policies, which aim to ensure that workers return home safely and in good health after each shift.
Moreover, the industry is seeing increased collaboration and partnerships with original equipment manufacturers (OEMs) to access the latest machinery and technology, enhancing operational efficiency and the capacity to manage large-scale projects.
In summary, the medium-sized open cast mining, primary crushing, and materials handling industry in SA is
vibrant and full of opportunities.
The focus on technological advancement, sustainability, safety, and strategic partnerships makes it an exciting place to work, meaning companies like SPH remain wellpositioned to capitalise on these trends and drive the industry forwards.
FROM LOADER TO LEADER
SPH has been a cornerstone of the South African mining sector since its inception in 1969 and became a subsidiary of Raubex Group in 2007.
Over the past 55 years, the company has grown from modest beginnings with just one front-end loader to becoming a respected industry leader with a comprehensive range of services at its disposal.
“Our journey has been marked by our continuous innovation, dedication to quality, and resolute commitment to safety and sustainability,” reflects
Graeme Campbell, Managing Director.
“The company was founded in Saldanha Bay, a port city in the Western Cape, and has since expanded its operations in provinces across SA, including the Northern Cape, North West, Gauteng, Mpumalanga, and Limpopo,” he sets out.
The success of SPH is rooted in the experience of its team, which adds up to an incredible 258 years of service amongst the executive committee alone, a wealth of experience that has been instrumental in driving the company’s growth and ensuring its continued prosperity in such a competitive industry.
EMPOWERMENT THROUGH TRAINING
At SPH, empowering staff and recognising their valuable contributions is central to the company’s organisational culture.
In this way, SPH places a strong emphasis on continuous skills development and training.
“We have implemented a comprehensive training programme that ensures our employees are equipped with the necessary skills and knowledge to excel in their roles,” Campbell explains.
This includes courses for office staff to improve administrative expertise, communication techniques, and computer skills, as well as specialised training programmes for floor staff focused on machinery operation, safety training and protocols, and first aid certification.
“We also operate an apprenticeship course at our workshops, aiming to empower individuals with the skills and knowledge essential for success in the modern workforce.
“This programme integrates
SPH’S STRATEGIC PRIORITIES
• EXPANDING FOOTPRINT ACROSS AFRICA – SPH is committed to broadening its presence across the African continent. This expansion involves entering new markets such as Ivory Coast and Namibia, where the company aims to establish a strong operational base and secure new revenue streams.
• ENHANCING OPERATIONAL EFFICIENCY THROUGH TECHNOLOGICAL ADVANCEMENTS – The company is focused on leveraging the latest technological innovations to enhance operational efficiency.
• MAINTAINING HIGH SAFETY STANDARDS – Safety remains a top priority for SPH as the company is dedicated to achieving zero fatalities and reducing high potential incidents (HPIs) and medical treatment cases (MTCs). This involves the continuous upskilling of HSE personnel, enforcing critical controls, and promoting leading indicator reporting.
• COMMITTING TO SUSTAINABILITY iNITIATIVES – SPH is deeply committed to minimising its environmental impact through various sustainability initiatives. This includes site rehabilitation projects and exploring innovative technologies to reduce carbon emissions. These efforts align with the company’s broader strategy to transition to lower carbon technologies whilst maintaining high performance levels.
• EMPOWERING EMPLOYEES THROUGH CONTINUOUS UPSKILLING – The company places a strong emphasis on the continuous development and empowerment of its employees. Comprehensive training programmes and apprenticeship courses ensure that all staff are equipped with the necessary skills and knowledge to excel in their roles.
• GUARANTEED UPTIME – Ensuring high levels of operational uptime is crucial for maintaining client satisfaction and achieving business objectives.
“MY GOAL IS TO BUILD ON THIS LEGACY OF SUCCESS WITH MY TEAM, DRIVING THE COMPANY FORWARDS AND CONTINUING ITS GROWTH TRAJECTORY”
–
GRAEME CAMPBELL, MANAGING DIRECTOR, SPH KUNDALILA
theoretical learning with practical hands-on experience, providing participants with a comprehensive understanding of their chosen field,” he expands.
By continuously investing in its employees’ development, SPH creates a motivated and skilled workforce that is better equipped to meet its customers’ evolving needs, ultimately leading to higher levels of satisfaction and success.
Recognition of employee contributions, meanwhile, is undoubtedly another important aspect of SPH’s culture.
The company regularly awards long-service certificates to those who have demonstrated dedication and commitment to the company, acknowledging their hard work and a sense of pride and belonging within the organisation.
CELEBRATING A MILESTONE ANNIVERSARY
The company’s 55-year anniversary is
a testament to SPH’s ability to adapt and thrive in a dynamic industry.
“This proud milestone highlights the company’s resilience and its capacity to evolve alongside changing market demands and technological advancements. It is not just a celebration of the past but also a reaffirmation of SPH’s commitment to future growth and excellence,” Campbell shares.
Building an impressive and wellrespected legacy over five decades has instilled a deep sense of pride amongst the company’s employees and stakeholders, whilst its longstanding reputation for reliability, efficiency, and high standards has earned SPH the trust of major mining houses and clients across SA.
This trust is built on a foundation of consistent performance, ethical conduct, and a strong safety culture.
“The 55-year anniversary also underscores our role in shaping the mining industry’s landscape. By continuously investing in
advanced technology, fostering a culture of safety, and prioritising environmental sustainability, SPH has set benchmarks for others to follow,” he adds.
Moreover, the company’s legacy is not just about its achievements but the positive impact it has had on the communities and environments in which it operates.
“My goal is to build on this legacy of success with my team, driving the company forwards and continuing its growth trajectory. Together, we aim to take SPH from strength to strength, ensuring that we remain a leader in our industry,” Campbell concludes proudly.
Tel: +27 22 714 1281 matthew.p@sphgroup.co.za
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DRILLING TO THE CORE
On a mission to deliver excellence in drilling with zero harm to people and the environment, GEOPS provides leading solutions for mine sites across Europe. Vasil Andreev, Chairman, Founder, and COO, discusses the company’s dedication to safety, sustainability, and continuous innovation
Writer: Lily Sawyer | Project Manager: Eddie Clinton
Having undergone significant transformation in recent years, the European mining landscape has witnessed the demand for critical minerals and metals grow, which has led to increased interest in exploration and exploitation opportunities in the region.
However, challenges such as strict regulatory frameworks, concerns surrounding the environment, and lengthy permitting processes have presented considerable obstacles that companies operating in the space must overcome.
Labour shortages have also emerged, with younger generations lacking interest in a mining career – particularly when it comes to drilling.
GEOPS, a leading provider of advanced drilling solutions for the mining, exploration, and geological industries, is therefore actively working to empower the European mining environment and train future
drillers and experts in the field.
“We believe that our people are a key factor in the sustainable development of both the company and the industry as a whole,” introduces Vasil Andreev, Chairman, Founder, and COO.
The advent of digitalisation and automation, meanwhile, together with an increased awareness of sustainability, have seen innovations for recycling mine waste and reducing carbon emissions become key to maintaining a competitive edge.
“In this context, GEOPS takes a proactive role in implementing advanced drilling technologies and improving the efficiency of our mining operations,” he prides.
STATE-OF-THE-ART SOLUTIONS
Headquartered in Asenovgrad, Bulgaria, GEOPS provides first-class exploration and production drilling services across Europe.
“Our expertise spans core, directional, percussive, and rotary drilling, covering the full spectrum from early-stage exploration to resource definition and production support,” Andreev informs.
Operating in both surface and underground environments, the company’s state-of-the-art solutions ensure adaptability to diverse geological and extreme weather conditions.
Beyond drilling, a key pillar of GEOPS is the in-house production of drilling machinery, as well as various other tools necessary for efficient and safe drilling operations.
“We are very proud of our engineering team, who consistently demonstrate their strong creativity when it comes to the production of drilling equipment,” he smiles.
With a diverse client base that includes major global mining corporations, junior exploration
“GEOPS STANDS OUT FOR ITS INNOVATIVE TECHNOLOGY AND CONSTANT INVESTMENT IN ADVANCED DRILLING EQUIPMENT AND AUTOMATION”
– VASIL ANDREEV, CHAIRMAN, FOUNDER, AND COO, GEOPS
companies, and industrial partners, each in search of reliable and highquality solutions, GEOPS cultivates a dedicated approach and seeks to consistently deliver on its promises.
“We are extremely committed to maintaining strategic partnerships with our long-term clients and suppliers, which enables us to grow steadily and continue our business,” Andreev outlines.
Long-standing relationships with customers and suppliers, some of which have lasted more than 20 years, are key to GEOPS’ ongoing stability and have cultivated a high level of mutual trust.
Proud to be part of an international community of suppliers, GEOPS leverages this network to adapt to different markets, react efficiently, and promptly address the daily
operational needs of clients across Europe.
“Partnerships allow us to quickly implement new technologies and maintain a high level of service,” he adds.
BALKAN BORN AND BRED Originating in the Balkans, GEOPS has celebrated some of its greatest business achievements in the region.
The professional knowledge of all, for the benefit of individuals
Interviewees: Dirk Wolff and Thomas Fischer, joint CEO’s of BOG Bohr- und Umwelttechnik GmbH
BOG Bohr – und Umwelttechnik GmbH provides specialist geotechnical and mining solutions. Could you provide a brief overview of your day-to-day activities, your primary field of activity, and the client base you typically serve?
Our customers include infrastructure-oriented companies and authorities such as, from a national perspective, Die Autobahn GmbH des Bundes, water shipping authorities, and Deutsche Bahn AG. Our tasks range from the geotechnical exploration of geological formations to exploration drilling for opencast mine expansions or deposits, as well as structural drilling for any infrastructure projects, for example dams, routes/pipelines, bridges, or tunnels. Core drillings, predominantly with a diameter of 101 millimetres, can reach depths of 300 metres.
In addition, the exploration of old mine shafts and underground tunnels is another important focus of our activities. This includes inclined target holes to hit cavities, for example. If there is a risk to third parties, these will be accordingly kept or sealed in order to minimise dangerous situations such as sinkholes or similar. Such abandoned mining projects always place new demands on people and machines. This is due, on one hand, to the partly inadequately recorded documentation regarding mine shaft filling and, on the other hand, the suddenly changing underground conditions and the associated gain in knowledge. We also work for engineering offices and associations, offering our special expertise to other companies to expand their range of services. Large-scale projects with many drillings are carried out in cooperation with other partners.
We value our customer base and would like to take this opportunity to thank all partners for the good cooperation and trust they have placed in us.
What, in your opinion, is your key differentiator? What does the company do to stand out from the competition?
We see ourselves as an established player in the industry when it comes to carrying out geotechnical drilling and exploring abandoned mine sites. The highquality of our work and organised know-how make us a reliable contact for our customers. Any problems that arise are dealt with in a solution-oriented manner. In close cooperation with our in-house workshop, we can prepare and adapt our machines and tools individually for each project according to requirements. This means we can prepare for all eventualities and deal with them
“We value our customer base and would like to take this opportunity to thank all partners for the good cooperation and trust they have placed in us.”
in a goal-oriented manner. This is always done with a view to protect and preserve the environment with minimal impact on nature.
We have deliberately specialised in these two areas of activity. This means that, according to our motto“We do everything to make everything possible” - we can ensure that our work in these areas is carried out professionally and reliably in the interests of our customers.
In order to share our interests and goals with different companies, exchange ideas, and have the opportunity to network further, we belong to various professional associations. Amongst other things, we are a proud member of the VBGU Association for Mining, Geology, and the Environment, which has an excellent international network in the industry and supports us with advice and support.
However, our company’s greatest asset is our employees. We strive to develop solutions as a team through communication at eye-level and with a handson mentality. Through the passion and commitment of our colleagues, we were able to grow into what we are today. At the same time, good communication is also very much appreciated by our customers.
Can you talk about your work with GEOPS and the recent projects you have collaborated on? How do you see your relationship with GEOPS developing going forwards?
The starting point of our cooperation with GEOPS was a service request from SolarWorld Industries GmbH in Freiberg, Saxony regarding the exploration of a lithium deposit in the village of Zinnwald 10 years ago. To our knowledge, there were no longer any efficient exploration companies in Germany at the time, so we tried to find a corresponding company elsewhere in Europe. Through our contacts in Poland, we were referred to Bulgarian company, GEOPS.
Over the last few years, various exploration projects in the Saxon Erzgebirge region have been carried out together, with the technical work being carried out by GEOPS and the organisational and legal work, such as mining authority permits, by our company, BOG. All projects, such as lithium exploration in Zinnwald and gold and silver exploration projects in the Freiberg area (Saxony) were thus successfully completed.
Exploration drilling has hardly been carried out in Germany in the last 40 years. However, due to today’s
economic and political conditions, this could change. Through cooperation with GEOPS, we can learn technical and organisational skills in the field of raw material exploration and possibly open an area of activity for ourselves.
Could you tell us more about your borehole tests, and how they are able to provide precise insights into geotechnical and hydrological conditions?
Depending on the task, we carry out various borehole tests, sometimes in cooperation with well-established subcontractors. In addition to the drill core extraction, other important properties and parameters of the rock are obtained. Amongst other things, permeability, deformation, and stratification of the formation can be determined using optical, acoustic, or seismic measurements. Geophysical measurements can also be implemented. The results are used to prepare reports and to assess foundations or for the planning and implementation of tunnel structures.
I would like to discuss the so-called Lugeon test. For this purpose, a closed borehole area is subjected to water pressure over a pre-defined period in order to determine the permeability of the mountain. This knowledge provides information about how dense a formation range is and is primarily needed in tunnel construction, hydraulic engineering, or at pollutant landfills.
Bored cavities from former mining are measured by using laser scanning or sonar measurement. During a laser scan, the distance to the reflecting wall is measured by a laser. The data is referenced by sampling the cavity wall from different areas. With the help of a displayed point cloud, a 3D model of the cavity is generated and used to get visual information of the measured areas. In addition to determining the volume for subsequent storage, knowledge can also be gained regarding possible installations in old mines.
Having grown exponentially in Germany over the past 30 years, what are BOG Bohr – und Umwelttechnik GmbH’s key priorities, targets, and goals for the year ahead?
Our goal is to maintain and expand our employee base. As already said, we are proud of every single worker. The atmosphere within our company is family-oriented, which is also reflected in the extremely low fluctuation rate. This climate is also perceived from the outside, which our business partners and subcontractors really appreciate. Unfortunately, in the next few years, we
will have to say goodbye to some of the pillars of the company because they have reached retirement age. Nevertheless, we look to the future with confidence, as we have already been able to attract a number of interested young people who are joining us in the future with ambition and commitment.
Achieving our goals begins with the people who implement them. The commitment and passion of our employees also includes strong specialist knowledge, which they receive through training measures and specific further education opportunities. This allows us to meet increasingly complex requirements. We see another focus on investing in equipment and tools. New technology makes work easier, meaning new goals can be achieved. Accordingly, we strive to always keep our equipment up to date with the newest technologies and expand it if necessary. We are also open to investments to expand our product portfolio. Finally, is there anything that hasn’t been touched upon that you would like to mention?
At the beginning of this year, a change in the leadership of BOG, which had been prepared for several years, was successfully implemented. We are looking forward to upcoming projects, exciting customers, and the company’s successful future with confidence and enthusiasm. We owe our successful company history of over 30 years, including many exciting projects and events, to the former Managing Directors, Peter Wölk and Stephan Nacke, who successfully prepared us for the challenge ahead. With every new project and task that arises from it, our company continues to grow. We therefore look to the future with confidence and great expectations for the tasks that lie ahead and our future companions.
Contact: BOG Bohr- und Umwelttechnik GmbH
Eselsteig 17, 07586 Caaschwitz, Germany
Tel: +49 (0) 36605 / 20757-0
Email: info.bohrgesellschaft.de
Website: www.bohrgesellschaft.de
“We are looking forward to upcoming projects, exciting customers, and the company’s successful future with confidence and enthusiasm.”
“We have been active in the Balkans for 20 years, and we can proudly say that GEOPS has made a significant contribution to the discovery of some of the world’s top mineral and metal deposits here,” Andreev shares.
The Čukaru Peki project in Bor, Serbia, for example, houses an incredible copper and gold deposit that the company is proud to be a part of, having successfully led the drilling programme since the site was discovered in 2012.
With over 180,000 metres drilled so far, it is hoped that the completion of the project might return the region to its former mining glory.
Elsewhere, GEOPS has been a key player in the development of the Jadar lithium project in Northwest Serbia, where a unique deposit of jadarite – a new lithium sodium borosilicate mineral – was recently discovered.
With lithium being a key component in the production of electric vehicle (EV) batteries, Jadar has become crucial to European battery manufacturing and the global transition to green energy.
Along with its many years of industry experience in the region, GEOPS’ strength lies in both its
HEALTH, SAFETY, AND ENVIRONMENT
Keeping people and working environments safe from all types of hazards or risks is one of GEOPS’ key priorities.
It therefore has robust health, safety, and environment (HSE) regulations in place:
SAFETY FIRST – Each GEOPS site operates under the globally recognised five-step safety risk assessment process.
PROTECTION SYSTEM – GEOPS continually invests in and develops its protective measures and equipment.
RULES AND REGULATIONS – The company maintains stringent rules and regulations that align with international standards.
HAZARD AWARENESS – GEOPS constantly educates its staff on all types of risks or hazards.
HEALTH ADMINISTRATION – The company oversees the management of its employees’ health and safety systematically.
ENVIRONMENTAL PROTECTION – GEOPS treats and handles nature with the utmost care throughout its activities.
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people and its ability to innovate –which it considers to be its strongest assets.
“Compared to other companies, GEOPS stands out for its innovative technology and constant investment in advanced drilling equipment and automation,” he divulges.
Flexibility, meanwhile, is another stand-out characteristic for GEOPS, whose ability to rapidly adapt to various markets, specific client needs, and dynamic industry changes is significant.
Furthermore, the company’s zero accident rate across its projects is notable, emphasising a robust
GEOPS – AT A GLANCE
approach to occupational health and safety.
Similarly, despite being a major mining and drilling company, GEOPS’ activities have caused minimal impact to the environment.
INNOVATION, INSTALLATION, AND IMPLEMENTAITON
Elsewhere in Europe, there are numerous projects in which GEOPS is currently active, including the Copper-Silver Shale (Kupferschiefer) project in Poland, which has involved deep drilling and coring along with directional drilling.
Due to the risk of gas influx, GEOPS has implemented a blowout preventer (BOP) at the site, custom-built by its in-house manufacturing department, as well as various other pieces of equipment.
Recently, a unique challenge the
company faced and subsequently overcame on this project was the production and installation of a HQ-size packer.
“Namely, after we exited the main well into a new one with the downhole motor, a unique HQ-size packer designed and manufactured by GEOPS was installed at a depth of 860m,” Andreev informs us.
The successful installation of the packer enabled hydrogeological tests requested by the client to be implemented.
“We are also actively working on projects in other parts of Europe, where the demand for base metals is increasing,” he confirms.
Looking to the future, GEOPS plans to further strengthen its drilling fleet for upcoming projects by both purchasing new rigs and refreshing its existing machines.
“The latter is particularly important as we rely heavily on our engineering and mechanical teams,” Andreev reveals.
The company will focus particularly on strengthening the automation of its pipe handling system as part of the improvements.
It is hoped this will reduce the physical effort required by workers on site and increase overall safety as a result.
“We are also in the process of implementing a mud recirculation system, which will greatly improve our daily operations and reduce water consumption and environmental impact,” he adds.
MILESTONES AND NEW MARKETS
Having recently celebrated its 20th anniversary, Andreev reflects on two decades of work that have laid solid foundations for GEOPS.
“The mutual trust between management and staff, as well as between
GEOPS and its numerous partner companies, paints the best picture of what our company is today after two decades in existence,” he prides.
The milestone provided GEOPS with an opportunity to reflect on its exponential growth from a local player to an international leader in exploratory drilling.
By way of gala dinners and various other events, the company ensured it celebrated the event in style with its employees and partners.
A particularly emotional moment for Andreev was awarding medals to several employees who have been part of the GEOPS team since the very beginning.
“I took the opportunity to personally thank everyone for their hard work and conveyed my deep appreciation for the commitment they have demonstrated,” he shares.
Going forwards, the company’s priorities include expanding its presence into new markets, with a
special focus on Europe.
“I am extremely proud of the fact that GEOPS has been officially recognised as the continent’s most successful exploration drilling company several years in a row,” Andreev discloses.
Awarded by Coring Magazine, this accolade is based on the number of metres drilled per year, where GEOPS is the leader in Europe and stands at 13th worldwide.
“GEOPS looks to the future with confidence and ambition as we seek to remain a leader in innovative and responsible exploration drilling,” he passionately concludes.
Committed to Mongolia’s vast mining potential, international porphyry copper-gold mines in the Cole, Chief Development Officer, and Colin
Writer: Lauren Kania | Project
FRONTIER
A GREAT FRONTIER
potential, Xanadu Mines discovers and defines the country and the surrounding region. Spencer Moorhead, Managing Director, tell us more
Project Manager: Eddie Clinton
Committed to Mongolia and its vast potential as one of the last remaining great copper landmarks, Xanadu Mines (Xanadu) is an exploration company that discovers and defines globally significant porphyry copper-gold deposits.
As an Australian Securities Exchange (ASX) and Toronto Stock Exchange (TSX)-listed operation, Xanadu provides investors exposure to globally significant, large-scale copper-gold discoveries and low-cost inventory growth.
Equally, it remains one of the few junior explorers to jointly control a globally significant mineral deposit with its 50-50 joint venture (JV) partner, Zijin Mining Group (Zijin).
“We see Mongolia as our key advantage – underexplored, flat, a great mining culture, a well-educated population, a location just north of China, and a government that invests in mining infrastructure,” introduces Spencer Cole, Chief Development Officer.
Xanadu is led by an expert team of exploration and mining professionals with a track record of discovery and
company is progressing each project in its portfolio to create value for shareholders.
The company boasts well-trained Mongolian geology and operations teams with vast experience running large exploration programmes and no expatriate (expat) presence on site or in country.
Currently, the industry is facing new and rapidly emerging technological advancements whilst navigating a turbulent geopolitical world.
“The nature of the mining industry has always been closely associated with geopolitics and movements in the global economy. Who we work with and what we focus on moves with both these factors,” details Cole.
This is directly illustrated through new trends such as nickel, lithium,
MINING OUTLOOK: WHAT, FOR YOU, DIFFERENTIATES XANADU FROM THE COMPETITION?
Spencer Cole, Chief Development
“Our differentiators are our position, experience, and network in Mongolia – an underexplored jurisdiction with significant opportunity and a much lower drilling cost than most other
Colin Moorhead, Managing “Xanadu’s joint control of Kharmagtai with a pre-feasibility study of high-level international standard makes us stand out.
“Our board and executive team have broader and deeper experience than most exploration juniors and are specifically assembled to move Kharmagtai up the value curve to commercialisation.”
copper, and gold alongside recent events in countries such as Russia and China.
Equally, there is much focus on human impact on the planet and how companies can reduce their environmental footprint and resource consumption.
“Mining is ultimately the solution rather than the problem,” insights Colin Moorhead, Managing Director.
“Solar arrays, wind farms, electric cars, and smart grids all depend on effective output from the mining industry. Communicating that effectively is a challenge for the industry.”
THE FIVE VALUES OF SUCCESS
After graduating with a mechanical and materials engineering degree, Cole began his career as an aerospace material and process engineer in California, eventually moving to ExxonMobil.
It wasn’t until a trip to Australia that he began thinking about transitioning to the mining industry.
After working in myriad commercial and project roles in the booming sector, he received an invitation to join Xanadu in 2020.
Colin Moorhead, Managing Director
Spencer Cole, Chief Development Officer
“My purpose was to help move the company and its flagship project from an exploration play up the value curve to commercialisation,” he expands.
Conversely, Moorhead has been in the mining industry since the get-go, having trained as a geologist and worked in operations, resource development, and discovery exploration.
With a team that discovered the Ridgeway Mine at Cadia Valley and the Cracow Mine in Queensland, Moorhead has enjoyed a long and successful career in mining, culminating in his position as Managing Director of Xanadu.
Both Cole and Moorhead have brought their expertise to the company, working to leverage the experience and relationships developed over their careers to deliver low-cost and effective discovery and resource growth.
Equally, to continue its growth and reputation for success, Xanadu adheres to five key values – sustainability, integrity and honesty, scientific basis, disciplined capital management, and culture and performance.
On the former, Cole notes that Xanadu is a good corporate citizen and neighbour to its partners in Mongolia.
“We operate and explore in a way that keeps our team safe, cares for the environment, and supports the communities where we operate,” he dictates.
Regarding integrity and honesty, the company goes out of its way to comply with all standards and requirements alongside operating to the highest levels of safety, sustainability, and disclosure.
To ensure a scientific basis, Xanadu uses modern techniques and best practices for exploration and project development.
“We aim to fail fast. If results and science fail to back a project to deliver our objectives, we move on to the next,” insights Moorhead.
“WE LEAD BY EXAMPLE, SUPPORT EACH OTHER TO ACT WITH INTEGRITY AND ACCOUNTABILITY, AND CONSISTENTLY LIVE OUT OUR VALUES EVERY DAY”
– COLIN MOORHEAD,
MANAGING
DIRECTOR, XANADU MINES
The management team treats shareholder money like their own to ensure disciplined capital management. Equally, the company behaves as owners and emphasises long-term value creation over short-term gains. Finally, in terms of culture and performance, Xanadu promotes technical excellence and innovation, aiming to attract and retain the best people.
“We lead by example, support each other to act with integrity and accountability, and consistently live out our values,” dictates Moorhead.
A REPUTATION FOR EXPERTISE
Xanadu’s most substantial endeavour to date is the Kharmagtai copper-gold project located in Omnogovi Province, approximately 420 kilometres (km) southeast of Ulaanbaatar.
XANADU’S STRATEGIC ADVANTAGE
The company’s position in Mongolia provides numerous strategic advantages, including:
SCALE OF DEPOSITS – Multiple globally significant discoveries are still underexplored.
LOCATION – On the doorstep of China, which is a key global copper consumer, Mongolia has lots of land and a sparse population.
INFRASTRUCTURE – Mongolia has established grid power, road, rail, and water infrastructure that enables short production times and low capital development intensity.
MINING CULTURE – Mining represents 21 percent of the country’s GDP and 85 percent of exports. There are approximately 40,000 Mongolian mining professionals in the workforce.
STABLE AND DEMOCRATIC – Mongolia has a 30-year history of democratic elections and a 98 percent literacy rate.
As an estimated 2.2 billion tonne (t) resource containing 4.7 metric tonnes (Mt) of copper and 11 million ounces (Moz) of gold, the project has been granted a 30-year mining licence and is now certified as a registered water resource, signifying its importance.
“Scale and mine life are globally meaningful. The project will likely extend to become an underground block cave mine,” details Cole.
The role of core scanning in reducing risk and time moving through pre-feasibility:
A Case Study from Xanadu Mines.
Introduction: Xanadu Mines utilised Geotek Ltd’s BoxScan automated core scanner combined with machine learning to help shorten the timeframe and reduce risk during the Kharmagti project pre-feasability study (PFS).
Context: Xanadu Mines delivered the 18-month PFS for the Kharmagtai project in October 2024, confirming its potential as being a globally significant, long-life, low-cost and low-risk copper-gold mine. The study projects annual production of 60-80 ktpa Cu and 165-170 kozpa Au over a nearly 30-year mine life1.
BoxScan was used to generate a robust, objective, consistent and reliable dataset used as the foundation for machine learning modelling and decision making, helping to accelerate the PFS timeline whilst maintaining a high level of confidence.
Technique: Two BoxScan multi-sensor core logging systems were deployed on site and scanned around 150km of core from the Kharmagtai project. Machine learning was applied for lithology and texture classification and sulphide classification. Here, machine learning models were trained on a comprehensive range of analytical techniques made possible using the BoxScan, including digital imagery, mineralogy (VNIR-SWIR hyperspectral) and physical fracture properties derived from laser profiler analysis. One machine learning model was developed for prediction of disseminated versus vein sulphide observed downcore, which helps to constrain metallurgical performance, including target grind size and acid
forming characteristics for geometallurgical and PAF/NAF modelling (Fig. 2).
1Xanadu Mines Pre-Feasibility Study - Kharmagtai Copper-Gold Project. October 2024. https://www.xanadumines.com/kharmagtai/pre-feasibility-study
On BoxScan, Xanadu says “[BoxScan] adds only 10-15 USD per m to XAM drill costs with only two geologists logging per 12 hour rosta compared with eight geologists to log and eight field technicians to move core to relog the core by hand.”
Technology: The BoxScan system from Geotek Ltd is an automated core logging system with multiple sensor options for geochemical, physical and mineralogical properties to be measured. Data includes pointchemistry, digital core images (wet and/or dry), VNIR and SWIR hyperspectral mineralogy, magnetic susceptibility, RQD and fracture identification, with onboard core curation including location and depth metadata. A range of machine learning models can be applied to augment this data prior to exporting to a wide range of modelling packages.
Fig 2. Discrimination of disseminated vs veined sulphides (left), vein size (centre) and NAF model (right).
Fig 1. The Lassonde Curve demonstrates where an enhanced understanding of core can minimise risk and time.
Size of vein
Ratio of Disseminated Sulphide vs Vein (blue=more vein)
The Kharmagtai deposit remains open at depth, demonstrating increasing grade as it goes further down and indicating vast potential for a significant underground discovery.
In 2023, Xanadu joined a 50-50 JV with Zijin for the project’s progression, highlighting that the deposit is one major companies are interested in.
“Kharmagtai is too big for us to build on our own, which is why we brought in Zijin. This gave legitimacy to the project, funding for the next stage, and clarity that there was sufficient financial heft to develop it into a fruitful success,” notes Moorhead.
Equally, whilst many new projects are taking longer to come online due to being deeper, harder to mine, and
burdened with environmental, social, and governance (ESG) barriers, Kharmagtai is a conventional truck and shovel mine with an outcropping orebody which has the capacity to be up and running within the next three years due to available infrastructure, government support, flat ground, and its proximity to the Chinese border.
The project will be the third
“WE OPERATE AND EXPLORE IN A WAY THAT KEEPS OUR TEAM SAFE, CARES FOR THE ENVIRONMENT, AND SUPPORTS THE COMMUNITIES WHERE WE OPERATE”
– SPENCER COLE, CHIEF DEVELOPMENT OFFICER, XANADU MINES
global-scale copper mine in the country and the second established by foreign direct investment (FDI) – something the Mongolian government is directly supporting.
“The DNA of the company is to explore, discover, develop, and move projects on to deliver a liquidity event for our shareholders and then do it all again,” explains Moorhead.
XANADU
DISCOVERING A BRIGHT FUTURE
As Xanadu continues to look towards a successful future of exploration and discovery, it is highlighting its sustainability efforts and support for local communities.
The company endeavours
to commit to safe and healthy operations, minimise its environmental footprint, develop and maintain strong relationships with communities and government, and act transparently and ethically.
“One of our key initiatives is a school refurbishment programme
in regional communities near our operations,” discloses Cole.
“This has been highly successful and is currently being expanded.”
Alongside its school refurbishment programme, Xanadu supports local communities through hospital upgrades, education initiatives to
send local students to university, and various health programmes.
It also pays for groundwater wells and training for well monitoring and water quality analysis, provides animal feed during cold winters, and takes part in cultural events and celebrations.
In addition to its sustainability endeavours and community support, the company’s key priorities for the upcoming year include the continual progression of Kharmagtai alongside its Red Mountain and Sant Tolgoi projects.
Ultimately, as Xanadu works towards further triumph and expansion in the mining industry,
it is continuing to emphasise the qualities that make it truly unique.
By creating value for shareholders through giving exposure to largescale copper-gold discoveries in Mongolia, creating liquidity events at peak points in the mining life cycle, and progressing projects from discovery to pre-feasibility, Xanadu is positioned for continued growth and success well into the future.
“We will also continue to evaluate new base metals and copper-gold project opportunities in Mongolia and the surrounding region and process new project acquisitions at the appropriate time,” Cole concludes.
