Mining Outlook - Issue 15

COOPER FLUID SYSTEMS

K N E U M AY E R C I V I L C O N T R A C T O R S ROBINSON MINE

Unearthing new standards of copper extraction

www.mining-outlook.com • Issue 15

MOPANI COPPER MINES

Mopani Copper Mines is a proudly Zambian mining company engaged in the full spectrum of copper production, from ore extraction to the beneficiation of finished copper cathodes ready for export across the globe

Dr Max Werner, CEO and Founder, details Hades Mining’s proprietary drilling technology, which is set to fundamentally change drilling economics

GREEN BUILDING COUNCIL OF AUSTRALIA

K NEUMAYER CIVIL CONTRACTORS

AU TO F L E X- K N OT T • G E O P S

DIGICEL HAITI

CBRE TURBOCAM

COOPER FLUID SYSTEMS

LONDON FIRE BRIGADE

K N E U M AY E R C I V I L C O N T R A C T O R S

JOHN A. MORAN EYE CENTER Issue 14

ROBINSON MINE

Unearthing new standards of copper extraction

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An expanding ecosystem of brands that remain both relevant and scalable

SHAUN MAH, General Manager – Electronic Imaging and Optical Devices Divisions at FUJIFILM Australia, provides his insight into the global imaging and digital content landscape, highlighting the evolution of experiential retail and human creativity

MTR CORPORATION Enhancing urban mobility and economic growth

WBHO CONSTRUCTION

The Roads and Earthworks division at WBHO Construction supports a wide range of traditional and specialist engineering disciplines The Country Pie Co. has emerged as a premier pie manufacturer in South Africa.

Dino Christodoulides, Founder, shares the company’s deep-filled journey

K E E M I A

Where technology meets tenacity

An industry leader in the Australian hydraulic and lubrication market

Brendon Pambid, Managing Director of Queensland Magnesia, offers insight into the products, processes, and most importantly, people that have led to 35 years of success

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NUCLEAR INDUSTRY ASSOCIATION

JOURNEY AHEAD Whether on the road or on the water, Lippert enhances all outdoor recreation adventures

Grant Wechsel, who recently became co-Owner of the London Broncos, outlines the ambitions of London’s only professional rugby league club

LONDON FIRE BRIGADE • TGW LOGISTICS

Margaret Melanson

President and CEO, shares the organization’s innovative approaches and dedication to quality across its wide network of hospitals and community-based facilities in New Brunswick, Canada

Mopani Copper Mines is a proudly Zambian mining company engaged in the full spectrum of copper production, from ore extraction to the beneficiation of finished copper cathodes ready for export across the globe

BUILT FOR THE

Tom Greatrex, CEO of the Nuclear Industry Association, highlights the importance of nuclear energy in meeting carbon emission reduction targets

Phil McKee, Chairman and Founder of Appliance Innovation, explores the company’s approach to automation, driven by a commitment to solving operational challenges in the foodservice sector

T O N G A AT H U L E T T Z I M B A B W E • K U K U F O O D S

WBHO CONSTRUCTION

Paula Burke, Director, HealthTech and Medical Devices, discusses HSBC Innovation Banking Life Sciences’ UK & Europe: Life Sciences & Healthcare Venture Financing Report

Dr Max Werner, CEO and Founder, details Hades Mining’s proprietary drilling technology, which is set to fundamentally change drilling economics

GREEN BUILDING COUNCIL OF AUSTRALIA

KONCAR

GROUP

OSMOFLO

|

VECTOR

BOKOMO NAMIBIA

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www.foodbevera ge-outl ook.com

A GIANT LEAP FOR LUNAR AMBITIONS The historic Artemis II mission crucial for testing the systems and hardware required for human space exploration

TRIMO

Leveraging 60 years of building façade knowledge

MTR CORPORATION

OUTLOOK www.sustainabilityoutlookmag.com

INTEGRAL TO THE INDUSTRIAL LANDSCAPE

Zambia’s largest fast-moving consumer goods manufacturer, Trade Kings Group, has an expanding ecosystem of brands that remain both relevant and scalable

Proven operational expertise to support the delivery of railway projects that contribute to development in Australian cities

Healthier, smarter, and more sustainable buildings

Issue 1

GO PLC

Shaping a technological future

Iss ue 8

TRADE KINGS GROUP

ROMA WIRE AND STEEL Steel products for rural and regional Queensland

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Enhancing food security and supporting local economies

Issue 11

LOGISTICS

KINGSPAN LIGHT + AIR NORTH AMERICA

AUNT MILLIE’S Healthy, high-quality baked goods

ISSUE 9

www.mfg-outlook.com

K Neumayer Civil Contractors upholds a deep responsibility to develop Namibia’s industrial landscape

RENEWABLE ENERGY ASSOCIATION (REA)

As the UK’s largest renewable energy trade body, the Renewable Energy Association (REA) continues to be a driving force in the country’s clean energy transition

IMAGE © NASA/DANIEL O’NEAL

Kamstrup’s thorough localisation strategy is key to minimising water loss across North and South America. We catch up with Bruce Bharat, Regional President – Americas

We discuss nationwide autonomous delivery, including Africa’s first urban drone delivery network, with Pierre Kayitana, Country Director of Zipline Rwanda

and South America. We catch up with Bruce Bharat, Regional President – Americas Kamstrup’s thorough localisation strategy is key to minimising water loss across North

delivery network, with Pierre Kayitana, Country Director of Zipline Rwanda We discuss nationwide autonomous delivery, including Africa’s first urban drone

IMAGE © NASA/DANIEL O’NEAL

space exploration the systems and hardware required for human The historic Artemis II mission crucial for testing

LUNAR AMBITIONS A GIANT LEAP FOR

façade knowledge years of building Leveraging 60

TRIMO

Queensland rural and regional Steel products for

Wouter van der Kolk, co-Founder and CEO, shares how Youvit is scaling a category-defining lifestyle supplement brand across Southeast Asia a category-defining lifestyle supplement brand across Southeast Asia Wouter van der Kolk, co-Founder and CEO, shares how Youvit is scaling

in Australian cities of railway projects that contribute to development Proven operational expertise to support the delivery

Skyler Chan, has ambitious designs on Earth’s celestial companion.

The Founder and CEO of GRU Space reveals his plans for the first lunar hotel The Founder and CEO of GRU Space reveals his plans for the first lunar hotel Skyler Chan, has ambitious designs on Earth’s celestial companion.

develop Namibia’s industrial landscape upholds a deep responsibility to K Neumayer Civil Contractors

remain both relevant and scalable expanding ecosystem of brands that Trade Kings Group, has an consumer goods manufacturer, Zambia’s largest fast-moving

CORPORATION MTR

LANDSCAPE INDUSTRIAL TO THE INTEGRAL

GROUP TRADE KINGS

AND STEEL ROMA WIRE

Cerilon is in a unique position to enable North America’s energy transition. We sit down with CEO, Nico Duursema energy transition. We sit down with CEO, Nico Duursema Cerilon is in a unique position to enable North America’s a driving force in the country’s clean energy transition Renewable Energy Association (REA) continues to be As the UK’s largest renewable energy trade body, the

ASSOCIATION (REA) RENEWABLE ENERGY

TELL US YOUR STORY, AND WE’LL TELL THE WORLD www.foodbevera ge-outl ook.com

www.mfg-outlook.com

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economies and supporting local Enhancing food security

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NAMIBIA BOKOMO

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OUTLOOK

www.sustainabilityoutlookmag.com

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LONDON FIRE BRIGADE • TGW LOGISTICS

T O N G A AT H U L E T T Z I M B A B W E • K U K U F O O D S

GO PLC

AMERICA AIR NORTH LIGHT + KINGSPAN

AUNT MILLIE’S

K E E M I A

technological future Shaping a

buildings and more sustainable Healthier, smarter,

baked goods Healthy, high-quality

V I RU

Integrated digital health information

Horizon Health Network

MOPANI COPPER MINES

FORTERRA

The next generation of data centres

COOPER FLUID SYSTEMS

Enhancing food security and supporting local economies

www.healthcare-outlook.com

www.mining-outlook.com • Issue 15

Every product deserves a box that fits perfectly

DATAVOLT

BOKOMO NAMIBIA

JOSEPH BRANT HOSPITAL

PACKSIZE

Going above and beyond to protect the UK capital from growing fire risk

HARDY DIAGNOSTICS

Building a healthier world

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LONDON FIRE BRIGADE

TRADE KINGS GROUP

V I RU

www. northame ricaoutlookmag.com

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WBHO CONSTRUCTION

GREEN BUILDING COUNCIL OF AUSTRALIA

KONCAR

GROUP

OSMOFLO

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LOGISTICS

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WELCOME FROM THE EDITOR

RED METAL RISING

ED I TOR I AL Head of Editorial: Jack Salter jack.salter@outpb.com

Welcome to our 15th edition of Mining Outlook magazine.

Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com Senior Editor: Lily Sawyer lily.sawyer@outpb.com

Copper has been crucial to the development and evolution of humankind.

Editor: Ed Budds ed.budds@outpb.com

Today, this reddish-brown, highly conductive, and

Editor: Rachel Carr rachel.carr@outpb.com Copy Editor: Lauren Kania lauren.kania@outpb.com

P R OD UC TI ON Art Director: Stephen Giles steve.giles@outpb.com Senior Designer: Devon Collins devon.collins@outpb.com

malleable transition metal is an essential element of everyday life, found throughout homes, public transport, office spaces, and even hospitals, whilst its role as a vital component of the renewable energy sector continues to grow in importance.

At the vanguard of Zambia’s mining industry, Mopani Copper Mines (Mopani) is engaged in the full spectrum of copper production, from ore extraction to the

Designer: Louisa Martin louisa.martin@outpb.com

beneficiation of finished copper cathodes ready for export across the globe.

Production Manager: Alex James alex.james@outpb.com

Enjoy extensive coverage of this issue’s cupriferous cover star, whose CEO,

Digital Marketing Director: Fox Tucker fox.tucker@outpb.com Web Content Manager: Oliver Shrouder oliver.shrouder@outpb.com Social Media Executive: Jake Crickmore jake.crickmore@outpb.com

B US I NESS CEO: Ben Weaver ben.weaver@outpb.com Managing Director: James Mitchell james.mitchell@outpb.com Chief Technology Officer: Nick Norris nick.norris@outpb.com Content Director: Neil Perry neil.perry@outpb.com Global Head of Media: Lewis Hammond lewis.hammond@outpb.com Global Media Executive: Kai Boyle-Vennard kai@outpb.com

AD M I NI STR ATI ON Finance Director: Suzanne Welsh suzanne.welsh@outpb.com Finance Manager: Victoria McAllister victoria.mcallister@outpb.com

CONTAC T Mining Outlook Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom.

Sales: +44 (0) 1603 804 445 Editorial: +44 (0) 1603 804 431

S U B S C R I P TI ONS Tel: +44 (0) 1603 804 431 jack.salter@outpb.com www.mining-outlook.com Follow us on Linkedin: @miningoutlook Follow us on X: outlookpublish

Charles Sakanya, was previously interviewed in November 2021.

“As a proudly Zambian mining company, our desire is to continue investing in infrastructure development to ensure we make Mopani a world-class mining operation,” Sakanya updates us.

From copper to Cooper Fluid Systems (Coopers), an industry leader in the Australian hydraulic and lubrication market.

General Manager, Brody Sewell, last spoke to us in February 2025 and is joined on this occasion by Peter Doolan, Northern Regional Manager; Geoff Cane, Branch Manager – Mackay; and Daniel Doolan, Project Manager – Mackay.

The leadership team update us on Coopers’ significant investment in a new Mackay facility, hydraulic test bench, and more.

“We remain focused on how we can improve our ability to service customers and add new technological solutions to drive efficiencies and positive outcomes,” Sewell sets out.

For K Neumayer Civil Contractors, one of Namibia’s most trusted multidisciplinary contractors, the ability to self-perform across civil, structural, mechanical, piping, and platework (SMPP), surveying, and related services is one of its differentiators.

“This reduces fragmented contractor interfaces and places accountability within a single, controlled delivery structure,” acclaims John Mitchell, Managing Director.

There’s plenty more to unearth in this bumper issue from Robinson Mine, Queensland Magnesia, Thor Explorations, and many others.

We hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing Mining Outlook Issue 15 | 3

MINING OUTLOOK CONTENTS

16 Sovereignty Begins Subsurface The world’s first vertically integrated, technology-driven extraction company

ISSUE 15 | CONTENTS REGULARS

8 EXPERT EYE Africa’s critical opportunity to lead responsible extraction

MINING INSIGHTS

10 Redefining Geohazard Intelligence Built on experience, knowledge, and understanding

TO P I C A L F O C U S

24 An Intimate Collection of Mining Art Exploring the art, culture, and context of the mining industry

G E M STO N E G U I D E

30 Sizzling Sunstone A spangled star that shines bright

MINING OUTLOOK CONTENTS

F E AT U R E S

150 SAMA BTP & Mining Forging Prosperity and Progress

214

Leading the charge in Côte d’Ivoire

AF RICA

36 Mopani Copper Mines Unearthing Zambian Prosperity A stalwart of Zambia’s copper mining industry

156 Rocksure International Limited Responsibly Empowering Mining Excellence Moving the needle in African mining

214 Roc-Drill Groundbreaking Resilience in a Rocky Climate Successful strategies in a shifting landscape

156

162 GoldPlat 82 Konkola Copper Mines The Pride of Zambia A leading integrated copper producer in Africa

98 K Neumayer Civil Contractors Integral to the Industrial Landscape A proudly Namibian multidisciplinary contractor

114 Thor Explorations Golden Progress Gold production and exploration across West Africa

114

Unbuckling the West African Gold Belt

N O R TH A M E R I C A

222 Robinson Mine Deep-Rooted Dexterity Unearthing new standards of copper extraction

From by-product to bounty

168 AngloGold Ashanti Empowering People, Advancing Societies A strong operational footprint

ASI A PAC I F I C

176 Cooper Fluid Systems

222

Fluid Systems Specialist An industry leader in the Australian hydraulic and lubrication market

232 Atlas Salt Inc.

190 AURA Mining

North America’s Premier Undeveloped High-Grade Salt Project

Availability, Utilisation, and Rate Done in Alliance

Developing the Great Atlantic Salt Project

Real people, real results, real advice

196 Datamine The Mining Value Chain Partner Specialised software solutions integral to the mining value chain

124 Heath Goldfields LTD The Importance of Indigenous Mining Committed to the revival of the 100-yearold Bogoso-Prestea Mine

136 JCI Mining At the Coal Face of Change Creating efficiency and long-term value

204 Queensland Magnesia Transformative Resources from Ore to Door Solutions to make a sustainable difference

204

232

238 Ausenco Masters of Minerals and Metals From complex challenges to sustainable solutions

E U R O P E & M I DD L E E AST

144 Nucleus Mining Logistics

242 GEOPS

Cargo at the Core

Drilling to the Core

On a mission to transform African mine supply chains

A leading provider of advanced drilling solutions

Mining Outlook Issue 15 | 5

Tailings 2025 – Lessons Learnt and the Road to Safer Systems Alastair Bovim, CEO and co-Founder of South Africa-based environmental intelligence company, Insight Terra, reflects on how Africa has a critical opportunity to lead responsible extraction as demand for critical minerals accelerates Writer: Alastair Bovim, CEO and co-Founder, Insight Terra

W

ith 2025 exposing the fragility of tailings governance and water management across the African continent, 2026 must turn lessons into action.

2025 saw multiple tailings dam failures, including a significant incident in Zambia in February.

Meanwhile, the global clean energy transition is accelerating, and with it, the demand for critical minerals.

Global forums like G20, COP30, and Mining2030 have made substantial public declarations of intent, and yet, as 2025 has shown, there are several opportunities to improve the systems responsible for managing the transition and to affect change across the entire value chain.

Companies that purchase, trade, and are involved in sourcing metals and minerals should demand transparency and visibility on how 6 | Mining Outlook Issue 15

mining and tailings management are done sustainability.

Net zero is a pipe dream if we cannot and do not get the basics of proactively managing water on our mines. We cannot safely grow global mineral supply on a foundation of fragile tailings systems.

Every rechargeable battery, electric vehicle (EV), and wind turbine begins in a mine, and the safety of those mine communities and the surrounding environments must matter as much as the minerals we extract.

Africa, which is home to some of the world’s most important supplies of copper, cobalt, manganese and PGMs, sits at the centre of this minerals surge.

But 2025 highlighted a troubling truth – as governance frameworks like the Global Industry Standard on Tailings Management (GISTM) are maturing, the frequency and

severity of tailings failures show that implementation is not keeping pace with the risks.

2025 – A YEAR OF PROGRESS AND PAINFUL REMINDERS The International Council on Mining and Metals’ (ICMM) 2025 Tailings Progress Report reflected significant progress in governance: • 67 percent of member facilities have now achieved full compliance with GISTM. • More than 80 percent of ‘extreme’ and ‘very high’ consequence facilities are compliant, showing that accountability is steadily moving to board level.

But the flip side is a stark one; one-third of facilities remain only partially compliant – a signal of how much work remains before tailings governance becomes truly universal.

67 percent of member facilities that have achieved self-assessed compliance still require an independent audit from the newly established Global Tailings Management Institute (GTMI).

Whilst there is public discourse, this is mostly at a very basic level and lacks true transparency on the operations.

EXPERT EYE AFRICA

GISTM calls for an integrated knowledge base, performance monitoring, accountabilities, and responsibilities to make the work visible and transparent.

At the same time, 2025 brought multiple failures that underscored the consequences of delayed action in tailings storage facility (TSF) management.

Early last year in Zambia, a breach released acidic, sulphuricacid-bearing effluent into the Mwambashi and Kafue river systems, with cascading cell failures and overtopping dynamics recorded.

Independent analyses confirmed significant water quality impact and long-term heavy metal risks.

In Indonesia’s Morowali Industrial Park, meanwhile, two nickel tailings failures in March 2025 and a fatal landslide later the same month raised questions around site design, rapid industrial expansion, and climate-driven rainfall stressors.

Closer to home in South Africa (SA), a long-awaited investigation into the 2022 Jagersfontein tailings collapse confirmed extensive flooding, pollution, and infrastructure damage.

The report raised concerns about the dam’s design, foundation

stability, and oversight, noting that signs of instability may have been present before the breach.

2025 showed us, once again, that tailings failures are not engineering problems alone – they are governance, climate adaptation, and community-protection failures that are largely preventable.

A GOVERNANCE SHIFT VOLUNTARY STANDARDS TO INDEPENDENT ASSURANCE One of the most significant structural developments in 2025 was the formal launch of the GTMI which is headquartered in SA and co-Founded by the ICMM, United Nations Environment Programme (UNEP), and Principles for Responsible Investment (PRI).

The GTMI will oversee an independent auditing and certification programme for GISTM – a pivotal step towards transparent, credible assurance for operators, regulators, investors, and, most importantly, mine-affected communities.

Although most major operators are advancing towards compliance, smaller and mid-tier facilities – including many in Africa – remain

outside formal global frameworks, which is where the risk lies.

Standards matter, but standards alone don’t change behaviour.

Independent assurance, continuous monitoring, and transparent public reporting are what close the governance gap.

Insight Terra contributed to GTMI’s formative work through its involvement with the Minerals Council South Africa, supporting efforts to strengthen tailings governance across the continent.

TECHNOLOGY MOVES CENTRE STAGE – MONITORING MUST BECOME CONTINUOUS 2025 also marked a step-change in the adoption of environmental intelligence tools across the tailings lifecycle.

Insight Terra successfully received funding from major climate technology investors and has expanded deployments across Africa and South America.

It has also deepened its partnerships with engineers of record, instrumentation vendors, and systems integrators, and achieved Amazon Web Services (AWS) energy sector differentiated partner status.

Platforms that fuse internet of things (IoT) sensors, ground-based instruments, satellite observations, interferometric synthetic aperture radar (InSAR) analytics, and machine learning (ML)-based triggers are increasingly essential for real-time visibility.

Synspective’s expanding StriX synthetic aperture radar (SAR) constellation – now supporting Global South demonstration projects alongside Insight Terra and industrial automation and control systems provider, Yokogawa – is enabling millimetre-level displacement tracking for large areas around TSFs and pit walls.

Mining Outlook Issue 15 | 7

EXPERT EYE AFRICA

these critical stakeholders to gather around the data and continually improve the safety and transparency of operations.

If mineral demand is rising exponentially, our safety and transparency standards must rise to match it – anything less leaves communities and the transition exposed.

A MOMENT FOR AFRICAN LEADERSHIP

Tailings facilities are dynamic, living systems, so monitoring cannot be static.

Integrated sensing and real-time analytics give operators the ability to detect anomalies early and intervene before small deviations become structural failures.

Insight Terra’s platform continues to emphasise GISTM Principle 7 – the requirement for disciplined, auditable data governance and clear accountability workflows.

2026 – FROM REACTION TO PREDICT-AND-PREVENT In the coming year, it’s imperative that we convert 2025’s lessons into meaningful system and behavioural change. Two major forums will set the agenda early: • Mining Indaba 2026, which will be hosted in Cape Town, SA, between the 9th and 12th February, is placing partnerships, technology, and cross-value-chain collaboration at the centre of its programme.

• Southern African Institute of Mining and Metallurgy (SAIMM) Tailings 2026, which will be hosted in Johannesburg, SA, between the 8 | Mining Outlook Issue 15

3rd and 4th March, will advance discussions on South African National Standards (SANS) 10286 updates, artificial intelligence (AI)-enabled monitoring, GTMI implementation, and detailed failure learnings.

The goals for 2026 are clear: • Close the partial-conformance and self-assessment gap across the industry.

• Scale integrated SAR and IoT monitoring stacks.

• Treat water as a strategic resource requiring continuous surveillance.

• Publish transparent, communityfacing dashboards, and emergency protocols.

• Embed independent assurance into routine practice.

Most importantly, we need to continue to foster collaboration and teamwork with the accountable executive who reports to the board, the responsible tailings facility engineer that works at site level, and the engineer of record that looks to monitor performance against the design.

The Insight Terra platform allows

With Africa at the heart of global critical mineral supply chain, the continent must be part of the conversation on responsible extraction.

African nations can lead by showing that environmental intelligence, transparent governance, and community protection are not burdens – they are strategic advantages.

As such, zero harm must be the expectation, not the aspiration.

ABOUT THE EXPERT As CEO and co-Founder of Insight Terra, Alastair Bovim is accountable for the business performance, operations, and strategy of the company.

Bovim has a proven executive track record with more than 25 years of experience managing diverse teams in the technology industry.

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Discover our exclusive content, delivered straight to your inbox As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

A multi-channel brand, Mining Outlook brings you the positive developments driven by organisations across the global mining industry through its various platforms.

Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.

Through these compelling media channels, Mining Outlook continues to foreground the movers and shakers of the industry.

To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

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REDEFINING GEOHAZARD INTELLIGENCE We catch up with the executive team at Orica Digital Solutions’ trusted geohazard monitoring product division, GroundProbe, whose newly launched next-generation series radar brings together 25 years of experience, deep customer knowledge, and a clear understanding of what its mining customers need and value most Writer: Lily Sawyer 10 | Mining Outlook Issue 15

ORICA DIGITAL SOLUTIONS ASIA PACIFIC

S

ince we last spoke with the GroundProbe product team in August 2025, Australia’s mining landscape has continued to evolve under a mix of familiar pressures and emerging opportunities.

“We’re seeing sustained focus on productivity and safety, alongside increasing scrutiny around risk management, workforce availability, and operational efficiency, particularly in open-pit and tailings environments,” opens Ben Moke, Senior Manager - GroundProbe.

At the same time, there’s been a noticeable shift towards more proactive, data-driven decisionmakers, with mining operators looking for monitoring solutions that not only detect risk but also integrate seamlessly into everyday workflows and long-term planning.

Mining Outlook Issue 15 | 11

ORICA DIGITAL SOLUTIONS ASIA PACIFIC

next-generation series radar – which is built end-to-end to work as a complete system – the GroundProbe team reflects on this significant achievement.

“The launch marks the point at which many parallel development streams finally come together into a cohesive solution.

“You’re not just seeing a new radar, or new software features, or a refreshed interface in isolation – it’s a fully integrated next‑generation monitoring platform,” he prides.

CONNECTED WORKFLOW

“This launch is a significant milestone for Orica Digital Solutions because it isn’t just new technology for GroundProbe – it’s a step change in how monitoring solutions are delivered to the market” – BEN MOKE, SENIOR M A N AG E R – G R O U N D P R O B E , O R I C A D I G I TA L S O L U T I O N S

Such an environment has highlighted the importance of reliable, high-quality data and systems that can operate consistently in complex environments.

“This is why we’ve invested so heavily in our next generation of radar solutions and has reinforced why our focus has spanned safety-critical, critical, and long-term customer needs throughout their development,” Moke informs.

Having recently launched its 12 | Mining Outlook Issue 15

The GroundProbe next-generation series radar represents an important milestone for the company in that it’s not just an incremental refresh.

Resisting the temptation to simply add features to its existing portfolio, the GroundProbe team stepped back and asked some fundamental questions when designing the new product.

“We asked ourselves, where do geotechs lose time? What gets in the way of confident decision-making on-site? This launch is the result of answering such questions with a clean-slate mindset,” Moke insights.

At a practical level, the launch brings a next-generation hardware platform together with MonitorIQ® next software and modern geotechnical workflows designed to feel intuitive rather than complex.

As such, the experience from deployment through to interpretation and alarms is far more connected with the next-generation radar, with components that used to live in different tools, screens, or mental checklists now part of a single, coherent workflow.

“Another reason this launch matters is the way it was shaped. It’s the product of a long‑term development programme grounded in real customer challenges, not theoretical ones.

“We spent a lot of time listening to

how people actually use the solution in the field and then engineering a product around that reality,” he reveals.

This feedback loop influenced everything from physical design and power systems through to how alarms are set up, and data is visualised.

“There’s also a philosophical shift behind the launch. We’ve always been known for precision and reliability, but this generation puts just as much emphasis on making life easier for the geotechnical teams,” Moke outlines.

ORICA DIGITAL SOLUTIONS ASIA PACIFIC

Faster setup, cleaner data, and fewer false alarms, for example, enable users to spend less time managing the tool and more time thinking about the slope and risk in front of them.

“This launch is a significant milestone for Orica Digital Solutions because it isn’t just new technology for GroundProbe – it’s a step change in how monitoring solutions are delivered to the market.

GROUNDPROBE’S PRODUCTS AT A GLANCE As a cornerstone of Orica Digital Solutions, GroundProbe’s products are the most trusted sensors and software technology for the mining industry, enabling customers to make faster, better-informed decisions that enhance safety and sustainability.

The company is creating highvalue, innovative technologies that empower customers to better manage geotechnical risk.

Through precise, real-time monitoring and actionable insights, GroundProbe continues to support safer mining operations worldwide while staying true to its commitment to technology leadership.

Mining Outlook Issue 15 | 13

ORICA DIGITAL SOLUTIONS ASIA PACIFIC

“Every design decision was informed by how our customers actually use our solutions in both high‑risk and lower-risk conditions, not by what looks good on a specification sheet” – K E V I N G R E E N WO O D, S E N I O R M A N A G E R – T E C H N O L O G Y, O R I C A D I G I TA L S O L U T I O N S

“We’re giving customers the confidence that they have the right tool – be it for tactical, operational needs or strategic planning – for their specific risk profile today and into the future,” he explains.

VOTE OF CONFIDENCE The new GroundProbe solution is about delivering clean, trusted data in complex mining environments whilst also making day-to-day monitoring faster and easier.

14 | Mining Outlook Issue 15

This is delivered through polished data, quicker and lower-touch deployment, streamlined workflows, and a system that’s robust and efficient enough to run consistently without constant intervention.

One of the things that genuinely sets this platform apart is that it isn’t a one‑size‑fits‑all radar, and each model in the portfolio is physically engineered for its specific monitoring role – an important distinction.

“The capability is built into the technology itself, not achieved through software nuances. So, whether you’re dealing with safety‑critical, rapid‑failure risks or longer‑term, strategic slope monitoring, the radar is designed from the ground up to match that risk profile,” Kevin Greenwood, Senior Manager – Technology, clarifies.

Another major differentiator is the continued use of GroundProbe’s trusted real aperture radar technology in its portfolio.

In practical terms, this means data stays clean even in ‘noisy’ mining environments as the technology is not majorly affected by machinery movement or sidelobe interference, giving geotechnical teams a higher degree of confidence that collected data reflects real ground movement

– not noise or artefacts.

“This represents the culmination of years of learning from real‑world monitoring environments.

“Every design decision was informed by how our customers actually use our solutions in both high‑risk and lower-risk conditions, not by what looks good on a specification sheet.

“The result is a platform that delivers cleaner data, more reliable performance, and workflows that genuinely make life easier for geotechnical teams,” Greenwood surmises.

PROACTIVE, LONG-TERM APPROACH For its customers in the mining industry, the biggest benefit of the new GroundProbe technology is how naturally monitoring can now fit into everyday decision-making.

The platform reduces the effort required to deploy, set up walls, and interact with the data, allowing geotechnical teams to focus more on understanding risk rather than managing technology.

“When data is easier to access and clearer to interpret, decisions tend to be faster and more confident,” Greenwood details.

ORICA DIGITAL SOLUTIONS ASIA PACIFIC

The company’s next-generation radar is also responsible for a clear productivity lift, enabling teams to cover more ground with the same resources by saving time and reducing the overhead costs associated with setup, alarms, and system management.

This kind of enhanced productivity has become increasingly important as operations become more complex and geotechnical teams are asked to manage a growing portfolio of tasks.

Strategically, the next-generation platform will contribute to a more proactive, long-term approach to slope stability across the industry.

“Better data, delivered with greater confidence, supports earlier intervention and more measured responses to movement – ultimately contributing to safer operations and more informed long‑term planning.”

TRUST WHEN IT MATTERS MOST

“From the earliest days, our focus has always been on delivering monitoring solutions that people can trust when it matters most” – D AV I D N O O N , V I C E PRESIDENT – GEOSOLUTIONS, O R I C A D I G I TA L S O L U T I O N S AND FOUNDER, GROUNDPROBE

Looking ahead, Orica Digital Solutions’ priorities remain firmly centred on safety, innovation, and creating value for its customers.

“We plan to continue investing in technological advances, software development, and energy efficiency whilst expanding our global customer support capabilities and value-added services under the Geotechnical Specialist Services banner,” Greenwood tells us.

“The foundations laid during the development of this solution will play a key role in shaping that future,” he adds.

These include modular architecture, in-house electronics, advanced diagnostic capability, and future-ready platforms intended to support faster integration of new features and sensors.

Long-term, the company’s focus is on continuing to evolve its integrated monitoring ecosystem and ensuring its solutions remain aligned with the real challenges geotechnical teams face.

Orica Digital Solutions’ latest GroundProbe launch is a clear reflection of who the company is, bringing together 25 years of industry knowledge, deep customer relationships, and a commitment to engineering solutions that work in the real world.

The new generation of technology wasn’t driven by trends or specifications alone – but by a clear understanding of what customers need and value most.

“From the earliest days, our focus has always been on delivering monitoring solutions that people can trust when it matters most,” reflects David Noon, Vice President – Geosolutions at Orica Digital Solutions and Founder of GroundProbe.

“Our next-generation solutions are a natural evolution of this philosophy, built on more than two decades of experience, shaped by customer needs, and designed to meet the increasingly complex challenges faced by the mining industry today,” he confidently concludes.

www.orica.com

Mining Outlook Issue 15 | 15

HADES MINING EUROPE & MIDDLE EAST

SOVEREIGNTY BEGINS SUBSURFACE Founded in 2025, Hades Mining is building the world’s first vertically integrated, technologydriven extraction company.

Dr Max Werner, CEO and Founder, details its proprietary drilling technology, which is designed to fundamentally change drilling economics Writer: Jack Salter Dr Max Werner, CEO

Mining Outlook (MO): Firstly, how is Hades Mining disrupting the market with true innovation?

Dr Max Werner, CEO and Founder (MW): Our core innovation is a proprietary high-power laser drilling system — but we made a deliberate decision very early on not to be a drilling vendor. We’re not selling metres; we’re producing tonnes of

critical minerals and, in time, baseload geothermal heat.

The disruption is structural, not just technical. Mining, oil and gas, and geothermal are dominated by large conglomerates running on technology that is essentially 40 years old.

They are not technology companies – they assess technology risk incorrectly and, as a result, are too slow to adopt modern systems.

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HADES MINING EUROPE & MIDDLE EAST

We close that gap by owning the full project lifecycle – licence, drilling, in-situ recovery, and offtake – which lets us introduce a step-change technology far earlier in the project cycle than incumbents ever could.

The market context makes this urgent: Europe produces less than three percent of the critical minerals it

“Our core innovation is a proprietary high-power laser drilling system — but we made a deliberate decision very early on not to be a drilling vendor.

We’re not selling metres; we’re producing tonnes of critical minerals and, in time, baseload geothermal heat” – DR MAX WERNER, CEO AND FOUNDER, HADES MINING

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consumes and imports more than 90 percent of them.

That is not a sustainable position for a continent that wants to lead the energy transition, secure its defence base, and remain industrially sovereign.

Since our founding in summer 2025, we’ve raised over €20 million

from leading venture capitalist HV Capital, and Headline, Project A, and Visionaries Tomorrow are doubling down.

We are using that capital to develop our laser drilling technology towards field deployment, kickstarting our first projects, and expanding the Munich team towards 30+ by year-end.

HADES MINING EUROPE & MIDDLE EAST

MO: Hades Mining recently unveiled its proprietary ‘superheated’ drilling technology for deep geothermal and critical mineral extraction. Can you tell us more?

MW: The system is a non-contact, fibre laser-based drilling platform.

Instead of grinding rock with a

mechanical bit, we deliver a highpower, continuous-wave laser to the bit face, superheat the rock, then use a high-pressure gas purging system to fracture and clear the material in milliseconds.

In our lab, this has produced sustained penetration rates of 30 to 50 meters per hour in granite – orders of

magnitude faster than conventional methods in hard rock – at the current 21-centimetre borehole diameter.

The technological breakthrough that makes this scalable today was not available a decade ago; 200-kilowatt industrial fibre lasers are now commercially available and economically viable.

Mining Outlook Issue 15 | 19

HADES MINING EUROPE & MIDDLE EAST

The downhole assembly itself is radically simplified; only two specialised lenses sit at the drill tip.

Everything else is robust, replaceable, industrial-grade hardware – that simplicity is what makes the system suitable for kilometres (km) of depth.

It’s also a sensing system, not just a drilling system. Our laser system doubles as a spectroscopic probe – by analysing the vapour it produces, we get continuous compositional data on the rock we’re drilling through.

That gives us more information than a conventional bit ever could, and it’s the kind of data feedback loop that mining has historically lacked.

MO: How is the technology designed to fundamentally change drilling economics?

MW: Drilling is the single-largest cost driver in the projects we care about: roughly 30 to 60 percent of capital expenditure is in-situ recovery mining, and 50 to 70 percent is in deep geothermal.

If you fundamentally change the cost and speed of drilling, you change the overall economic equation of the entire project.

Our system attacks multiple cost drivers simultaneously: speed (penetration rates that don’t degrade with depth); wear (no mechanical contact, so no bit replacement cycles and less downtime); depth (purposebuilt for 4+ km, where the cost-permetre advantage compounds most steeply); and information density (real-time spectroscopy reduces the need for separate exploration campaigns).

Where conventional bits lose efficiency under pressure and temperature, our penetration rate stays consistent from surface to target depth. That’s the difference between a project that stops being economic at 3 km and one that remains viable at 5 km.

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HADES MINING EUROPE & MIDDLE EAST

We are not chasing incremental improvement – we are targeting an order-of-magnitude shift to make previously stranded deposits and reservoirs bankable.

MO: What direct impact does improved drilling performance have on the economic viability of critical mineral and energy projects?

MW: The honest answer is that drilling cost is what currently determines whether a deposit gets developed at all.

There are many medium-to-large hard-rock deposits across Europe covering a breadth of critical raw materials – most of them sit dormant not because the resource isn’t there, but because conventional drilling, and the social and environmental considerations around it, make them uneconomic. We aim to change this.

A faster, cheaper, more efficient, and deeper drill widens the bankable resource base in three concrete

ways. It pulls previously subeconomic grades into the money, makes deeper deposits accessible without proportionally larger capital commitments, and shortens the timeline from concept to first production, which is decisive for investors.

For geothermal, the math is even sharper. Most projects today stop at 3 to 4 km because the cost curve goes negative beyond that point. If drilling cost at depth drops by even a multiple, the addressable footprint of geothermal – and therefore the heat available to industry and municipalities – expands dramatically.

It also derisks projects in dimensions that investors and regulators care about. Noncontact drilling means minimal vibration, which lowers fault line and microseismicity risk and could ultimately allow drilling closer to populated areas – meaningful for both geothermal heat networks and community acceptance of mining.

MO: Why does Europe’s mining sector – especially young, emerging project developers – need a new kickstart?

MW: For decades, Europe has had neither the capital nor the political will to develop its subsurface resources.

The result is an industry where the people, the supply chains, and the institutional knowledge have eroded – at exactly the moment a multipolar world order is rewriting the rules around access to raw materials.

The geopolitical context is the most important factor of our generation. The post-war system increasingly does not run on dollardenominated trade alone; it runs on access to raw minerals and energy.

Europe enters that conversation with less than three percent domestic critical mineral production.

That makes us extraordinarily vulnerable in negotiations on every other topic.

Mining Outlook Issue 15 | 21

HADES MINING EUROPE & MIDDLE EAST

Emerging European project developers are the ones with the best deposits – often inherited from historical exploration – but they are being held back by a stack of legacy bottlenecks: drilling costs that price them out, environmental, social, and governance (ESG) and permitting frameworks designed for a 1980s industry, capital markets that still see European mining as too slow and too risky, and an offtake landscape dominated by non-European processors.

MO: How will opening up the technology to European project developers help accelerate projects from early-stage concepts into bankable and executable developments?

MW: This is the heart of why we’re now building out our dedicated Partner Programme — to develop projects together with European project developers, not in isolation from them.

The logic is straightforward: our

There are many mediumto-large hard rock deposits across Europe covering a breadth of critical raw materials

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technology stack only realises its full impact when combined with deposits, licences, and local geological knowledge that already exist across Europe.

A project developer with a strong asset but a stalled drilling economics case is exactly the partner we want to work with. We bring the system, team, and integrated process knowhow; they bring the asset, local relationships, and often the regulatory groundwork.

Concretely, the Partner Programme is built around joint project development – co-investing time, capital, and technology into specific deposits where our drilling and in-situ recovery capability is the unlock.

We don’t compete with project developers for the same assets; we make assets that no one else can access or finance into bankable projects.

We are explicitly not chasing the famous, contested deposits where major mining houses are already deploying billions. We’re focused on the projects they don’t want – deposits that become economic only

when our technology package is in the stack.

That is precisely the segment where European emerging developers are concentrated.

For the partner, the value proposition is clear: shorter time to first production, drilling costs that move projects from sub-economic to bankable, and access to a downstream offtake network we are building across the European critical mineral value chain – chemistry, refining, and end-use industrial offtakers.

MO: Finally, how is Hades Mining creating a new model for how critical mineral and energy projects are unlocked in Europe?

MW: The model is best summarised as the world’s first technology-enabled, vertically integrated extraction company – combined with a partnerled project pipeline. That combination doesn’t currently exist in our industry, and we believe it’s the structure Europe and the world needs.

HADES MINING EUROPE & MIDDLE EAST

Above-ground operations model. Rather than trying to do every European project alone, Hades Mining develops projects jointly with the developers, chemistry partners, and offtakers already in the value chain

“The model is best summarised as the world’s first technology-enabled, vertically integrated extraction company – combined with a partnerled project pipeline” – DR MAX WERNER, CEO AND FOUNDER, HADES MINING Vertical integration is what allows us to introduce a step-change technology earlier in the project cycle than any incumbent contractor or major could.

We control the licence, drilling, in-situ recovery process, and offtake interface – which means we can absorb and price technology risk that a fee-permetre contractor never could.

The Partner Programme then layers a second model on top: rather than trying to do every European project

alone, we develop projects jointly with the developers, chemistry partners, and offtakers already in the value chain.

Our first rare earth project is structured exactly this way – a major chemistry partner on the leaching side, a refining partner producing pure neodymium oxide, and a major industrial company for downstream offtake; the entire chain is European.

Ultimately, the new model has

three commitments. First, we own the outcome – our end product is tonnes of critical minerals and megawatts of geothermal heat, not invoices for drilling services.

Second, we build with European partners across the value chain because resilience requires more than a single company.

Finally, we reset the bar for what bankable looks like. By changing drilling economics at the root, projects that were stranded for 40 years become investable in this decade.

Sovereignty, as we like to say, begins subsurface.

www.hades.com Mining Outlook Issue 15 | 23

TOPICAL FOCUS MINING ART GALLERY

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AN INTIMATE COLLECTION OF MINING ART

Found in County Durham, UK, the Mining Art Gallery paints the often-cerebral essence of the country’s coal mining industry in a new light, offering a purposeful and intimate insight into the culture, life, and communities at the heart of the mining landscape. We delve deeper into the gallery’s thought-provoking purpose and its new Tom McGuinness exhibition Writer: Lucy Pilgrim

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TOPICAL FOCUS MINING ART GALLERY

T

he northeastern region of the UK holds a distinct coal mining heritage, driven by the Industrial Revolution and legacy of hundreds of mining communities across Newcastle, Sunderland, and Yorkshire.

The Great Northern Coalfield, in particular, was the main powerhouse of UK mining between the 18th and 20th centuries, driving the industrial revolution forwards from the regions of Durham and Northumberland.

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Evoking the perseverance, determination, and strength of a bygone era, the Mining Art Gallery was founded as a means of preserving the cultural heritage of the Great Northern Coalfield.

Located in Bishop Auckland and a key pillar of The Auckland Project, the gallery is situated in the mining epicentre of County Durham.

It houses the Gemini Collection – curated over a 20-year period by art collectors Dr Robert McManners and Gillian Wales, whose passion for

notable artists like Norman Cornish and Tom McGuinness can be felt in every thoughtful piece.

THE BACKBONE OF BRITAIN Founded in 2017, the Mining Art Gallery was established to highlight the resilience and courage of those who lived and worked in the nation’s mines and formed the backbone of industrialised Britain.

14 years since its inception, the Mining Art Gallery is an integral pillar

TOPICAL FOCUS MINING ART GALLERY

Mining Art Gallery, Bishop Auckland

of The Auckland Project and focuses on the regeneration of Bishop Auckland following the closure of the Durham Coalfield in the early 1990s.

Prior to this, mining had made the town an industrial hub.

Situated in a converted 19th-century bank and comprising four exhibition spaces with over 400 pieces, the Mining Art Gallery brings this history to life through the Gemini Collection, which provides art novices and connoisseurs alike with

an awe-inspiring perspective on how human creativity and spirit can shine, even in the darkest places.

Taking visitors on a journey of County Durham’s pivotal place in mining history, original artefacts and artworks offer a window into the lives and souls of coal miners and the communities that blossomed around them – offering a sharp juxtaposition between the harshness of underground life and joy that mining families shared.

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TOPICAL FOCUS MINING ART GALLERY

OUT OF THE DARKNESS

Renowned in the art world for his expressionist paintings that highlight the realities of Britain’s underground mining industry, the intricate work of Tom McGuinness underpins the gallery’s narrative and founding vision.

Born in Witton Park near Bishop Auckland in 1926, the Mining Art

Gallery celebrates McGuinness’ centenary with its ‘Out of the Darkness’ exhibition – featuring his oil paintings, sketches, etchings, lithographs, and self-portraits that are seldom seen in other collections – running between February and July this year.

With historical ties to the Mining Art Gallery, McGuinness’ Big Meeting was the Gemini Collection’s inaugural piece and is a focal point of the exhibition.

Painted in 1968, this bustling landscape piece showcases the Durham Miners’ Gala and the thousands of people who paraded the city’s streets.

Indeed, ‘Out of the Darkness’ pays homage to McGuiness’ talent and ability to unearth the ashes of British industrial history, perfectly encapsulating the emotional hardships of mining life.

Speaking on the exhibition, McManners highlights McGuiness’s unrivalled pictorial record of the coal mining industry.

McGuiness drew on his own

experience to create his art, having worked in the industry for 39 years after he was conscripted to work in coal mines during World War II, where he regularly painted what was then seen as an indestructible industry.

TOM McGUINNESS EXHIBITION The new Tom McGuinness exhibition opened on 18th February 2026.

In his centenary year, the Mining Art Gallery celebrates this quiet man who communicated through his art – he did not seek simply to record details of the mining industry but expressed what it really felt like to be a miner.

McGuinness found a rich seam of artistic inspiration in the coal mines of County Durham, painting the industry and its people from his own experiences.

His visceral depictions of life underground serve as a powerful, emotive reminder of the lives lived by many in the mining communities of the North East England.

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S i z z l i n g Su

GEMSTONE GUIDE SUNSTONE

We unveil the optical phenomenon of the luminous sunstone, which merges ancient roots with a contemporary charm. This precious gem possesses a cultural and spiritual significance as its radiance inspires and uplifts all who bask in its brilliance, showcasing a sparkly, speckled solar flare Writer: Rachel Carr

F

eldspar is a fascinating mineral that occurs in various forms, including plagioclase.

It crystallises from magma and is abundant in igneous, metamorphic, and sedimentary rocks.

The geological processes that shape this material unfold over millions of years, influenced by myriad conditions. Its story begins deep within the Earth’s crust, where magma ascends, driven by intense heat and pressure.

As this molten rock eventually breaches the surface, it cools and solidifies, giving birth to a remarkable formation. Its complex chemical composition is a sodiumcalcium-aluminium silicate, making it a significant component of the lithosphere. When viewed from certain angles, feldspar displays a captivating, spangled appearance, adding a unique character to its otherwise solid form.

One of the most striking varieties of feldspar is sunstone, a member of the aluminium tectosilicate mineral group, celebrated for its vibrant colour spectrum. Indeed, the gem can

be found in shades ranging from a warm golden yellow and soft peach to vivid orange, deep fiery red, and even rich coppery tones.

However, its intricate geological journey contributes to the distinctive quality that sets it apart – rare, highly coveted, thin, plate-like inclusions that catch the luminosity, creating a mesmerising, glimmering effect that enhances its allure and desirability.

The gem’s remarkable aventurescence – a dazzling, glittery, or metallic glint – is enchanting, created by tiny amounts of copper and iron oxides, such as hematite or goethite, which reflect light and bring the stone to life, giving it an almost ethereal beauty.

This reflective quality, known as the Schiller effect, occurs when light interacts with microscopic layers or inclusions within the stone, creating a sheen that appears to float beneath its surface. Transparent to translucent sunstones exhibit a lively, sun-like sparkle, showcasing a shimmering play of colours that resembles sunlight dancing on their surface.

nstone Mining Outlook Issue 15 | 31

GEMSTONE GUIDE SUNSTONE

A RADIENT JOURNEY THROUGH TIME This stunning mineral is not just a geological marvel; it embodies an intriguing history intertwined with ancient cultures that revered its distinctive qualities.

Throughout time, the sunstone has inspired many captivating tales regarding its origins and uses, particularly within the rich tapestry of Greek, Egyptian, and Nordic mythology, as well as within various Native American cultural narratives.

Commonly known as heliolite – a term derived from the Greek words helios, meaning sun, and lithos, meaning stone – this enchanting gem captures and radiates the warmth and brilliance of sunlight.

In Ancient Greece, the sunstone was held in high esteem, believed to embody the essence of Helios, the sun god, known as Sol in Ancient Rome.

The Greeks cherished a fascinating legend that claimed the gem descended from the celestial sphere during a solar eclipse, presenting itself as a precious gift from the heavens.

Conversely, the Ancient Egyptians viewed the sunstone as a sacred emblem of their powerful sun god, Ra. They believed this mesmerising gem could invigorate the physical body, imbuing it with energy and vitality, much like the sun’s life-giving rays.

This jewel held deep significance, symbolising not only illumination but also the sun’s strength and warmth, connecting its bearers to the divine.

The Nordic Vikings, skilled seafarers of their time, utilised sunstones as navigation tools on their adventurous journeys across vast, unpredictable seas. By holding these luminous gems up to the light, they could discern the solar position, relying on the incandescent shimmer that the stones emitted to guide them through treacherous waters.

In contrast, Native Americans attributed a profound significance to the sunstones, believing in their 32 | Mining Outlook Issue 15

extraordinary healing abilities. They employed gems in various medicinal practices, with a legend emerging about a valiant warrior, where, after suffering a grievous injury, his blood dripped onto the sunstones, infusing them with his spirit and turning them a deep shade of red.

This mystical connection was thought to empower the stones, enhancing their restorative properties and making them powerful tools for healing.

MINING MAP Sunstones are found worldwide, with deposits in countries such as the US, Canada, Mexico, Norway, Russia, India, Sri Lanka, and China. Each region offers quirky variations in colour and aspectual characteristics, illuminating the gem’s remarkable versatility.

In the US, Oregon sunstone stands out for its origin in eastern Lake County, near the unincorporated rural community of Plush, which has a population of only 38. This distinctive variety is notable for its elemental copper, which can crystallise in

unusually large formations within the stones.

Furthermore, the presence of copper influences the colouration of sunstones, creating a spectrum of hues that shifts as the gems catch the light, yielding deeper copper tones that lead to a darker, more intense palette.

Elsewhere, Tvedestrand in Norway is renowned for its breathtaking sunstones, which exhibit a shimmering, spangled appearance.

This exceptional visual effect arises from the embedded quartz veins that traverse gneiss, a metamorphic rock characterised by its banded or foliated texture and typically coarse-grained. The interplay of minerals creates a beckoning allure, drawing admirers to these Norwegian treasures.

In Siberia, Lake Baikal is famed for producing sunstones that showcase an extraordinary aventurescence, captivating onlookers with their twinkling brilliance reminiscent of sunlight dancing on still water.

The process of mining sunstones is intricate and labour-intensive, beginning with identifying potential deposits. These gems are typically located within basalt flows or in weathered volcanic rock, and the sites must be sufficiently expansive to support mining operations.

GEMSTONE GUIDE SUNSTONE

Miners employ traditional methods, utilising pick-and-shovel techniques or short adits – small underground passages providing access to the mining zones. Working as cohesive teams, they skilfully extract rough sunstone, wielding chisels and club hammers to break away the encasing rock.

Once extracted, the raw sunstone undergoes meticulous processing to eliminate impurities. Techniques may include washing and drying, with some gems undergoing heat treatment to enhance their effervescent tint and overall appearance.

Finally, artisans transform the processed sunstone into polished cabochons, elegant beads, or intricate sculptures, making it a popular choice in contemporary jewellery design.

The sunstones, especially treasured in regions where they are mined, epitomise a harmonious blend of natural beauty and skilled craftsmanship. The journey from their raw form to exquisite gem demands not only physical labour but also teamwork and meticulous care to preserve the stones’ safety and quality, ensuring each piece reflects the idiosyncratic artistry of nature.

WORSHIPPING SUN SYMBOLISM These remarkable sunstones have captured the attention of many and are becoming increasingly prominent in contemporary lifestyles.

Their striking, vibrant hues, ranging from warm oranges to deep reds and subtle golds, create a striking allure that often leads enthusiasts to explore their potential metaphysical properties. Many believe they enrich the lives of those who cherish them, imbuing a sense of vitality and joy.

The benefits attributed to sunstones are diverse and intriguing, as they are thought to foster self-esteem and inspire

SHINING A LIGHT ON SUNSTONES • Sunstones have a hardness rating between 6 and 6.5 on the Mohs scale.

• Iconic jewellery company, Tiffany & Co., opened the first commercial sunstone mine in the US, known as Dust Devil Mining. They featured in its jewellery and were renamed Plush diamonds due to their location near the town and their distinct sparkle.

• The US Bureau of Land Management has a designated area in Lake County as a public collecting space, where anyone can search for sunstones and keep what they find for personal use.

• In Hinduism, sunstones are associated with the solar plexus chakra, which is believed to govern personal power and confidence.

• The sunstone has been found in various ancient artifacts, including burial mounds and royal tombs.

• Due to its mystical appeal, sunstones have been featured in popular culture, appearing in films, TV shows, and literature.

creativity, serving as a source of motivation for individuals seeking to enhance their overall well-being.

Additionally, sunstones are often recommended for their supposed ability to boost the metabolism and alleviate the symptoms of seasonal affective disorder (SAD), offering a glimmer of hope during the dreary winter months.

Symbolically, sunstones represent life and joy, resonating particularly with the energy of the solar plexus and sacral chakras. This connection is believed to promote qualities such as leadership, optimism, and emotional balance, whilst also attracting abundance, good fortune, and financial success.

Crystal enthusiasts frequently incorporate sunstones into their meditation practices and goal-setting endeavours, as the gem is reputed to amplify motivation, reduce stress levels, and foster a profound sense of empowerment.

The radiant warmth of sunstones, in both their hues and energy, enhances not just individual practices but also the spaces around them. Beyond their metaphysical associations, sunstones’ striking physical attributes make them a favoured choice for jewellery design, particularly during the Renaissance.

Resulting in an array of stunning pieces, from bold statement pendants and elegant bracelets to more understated earrings and rings, the unique interplay of texture and colour piques the interest of wire-wrapping artists and other crafters who aim to display the stone’s intrinsic beauty.

Historically, sunstones have held significant importance in art and jewellery, cherished for their extraordinary qualities and dynamic appearance.

Today, they remain highly sought after, endearing them to many and serving as a timeless symbol of inspiration.

Mining MiningOutlook OutlookIssue Issue15 9 | 33

Discover our exclusive content, delivered straight to your inbox As mining organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.

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Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.

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To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.

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MOPANI COPPER MINES AFRICA

36 | Mining Outlook Issue 15

UNEARTHING ZAMBIAN PROSPERITY Mopani Copper Mines is a proudly Zambian mining company engaged in the full spectrum of copper production, from ore extraction to the beneficiation of finished copper cathodes ready for export across the globe. We dig deep with Charles Sakanya, CEO, and hear how the company has become a stalwart of the industry Writer: Ed Budds | Project Manager: Josh Whiteside

Mining Outlook Issue 15 | 37

MOPANI COPPER MINES AFRICA

T

he history of mining spans millennia, beginning with the prehistoric extraction of flint for tools, evolving through ancient civilisations using copper, gold, and silver, and accelerating with the Roman use of waterpower and

gunpowder for deeper extraction.

Since prehistoric times, copper – a reddish-brown, highly conductive, and malleable transition metal – has been essential in the development and evolution of humankind.

This fascinatingly diverse

DO YOU FIND A SENSE OF FULFILMENT IN THE WORK THAT MOPANI IS DOING AT PRESENT AND ARE YOU PROUD OF THE COMPANY’S RECENT SUCCESS? Charles Sakanya, CEO: “The mining industry as a whole is a very exciting place to be operating in right now.

“We produce a metal that the whole world is looking for – a few years ago, in 2022, there was a forecast that predicted a 10 million t shortfall of the red metal by 2040.

“Parallel to this, I’m so happy and proud to be part of a team that is executing a product that is now used worldwide across so many different industries. Because of this, I find both my current position and the work that Mopani does incredibly fulfilling.

“The fact we set plans and execute them, as well as witnessing the process of seeing something through to fruition from start to finish, is extremely gratifying.

“Similarly, it’s really exciting to strategise and carry out a project and witness it move through the stages of being developed, commissioned, and ultimately opened as a fully operational facility.

“When you can actually see something take shape in front of you, realising it’s not a pipe dream, it really does provide a unique sense of fulfilment.

“We are currently in the process of rebuilding Mopani with the help of IRH and support of their equity partners. This includes executing our plans for expansion and gathering all the funding required in order to restore the company to its glory days and even exceed those previous periods of success.

“It’s quite exciting to be embarking on a journey such as Mopani’s current trajectory, and we’re hoping that we will see the maximum output in the next few years in terms of producing and increasing value for our shareholders.”

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resource has played a monumental role throughout history, making monumental contributions from the time of the ancient Egyptians and Romans all the way to modern-day cultures around the world.

Notably, one of the major ages of collective evolution is named after the copper alloy, bronze.

Copper was the foundational metal of the Bronze Age, enabling the transition from stone tools through the development of metallurgy.

Although it has been in use for at least 10,000 years, more than 95 percent of all copper ever mined and smelted has been extracted since 1900.

This unique and remarkable metal, which was first hammered into crude tools by ancient hands, has remained ever-present behind the scenes of humanity’s growth and development, silently orchestrating a miraculous technological symphony for over five millennia.

The limitless and versatile potential of this extraordinary metal has leveraged its use as an essential element of everyday life today, serving as a proven plumbing and construction metal found throughout homes, public transport, office spaces, and even hospitals.

Meanwhile, its role as a crucial component of the renewable energy sector, standing as a vital ingredient for solar technology and wind turbines, continues to grow in importance.

UNIQUE GEOGRAPHY Situated in the heart of the continent, Zambia is a completely landlinked country in Southern Africa bordered by Angola, Botswana, the Democratic Republic of the Congo (DRC),

Victoria Falls, a UNESCO World Heritage Site, is one of the largest, most spectacular waterfalls in the world

“ F R O M M Y I N I T I A L E X P O S U R E TO T H E VA S T M I N I N G I N D U S T R Y, I C A N T R U LY S AY T H AT I H AV E H A D A V E R Y I L L U S T R I O U S , C H A L L E N G I N G C A R E E R , B U T O N E T H AT H A S A LWAY S R E M A I N E D E X C I T I N G ” – C H A R L E S S A K A N YA , C E O , M O P A N I C O P P E R M I N E S

Malawi, Mozambique, Namibia, Tanzania, and Zimbabwe.

It is a fertile and verdant land, with green hills, tropical forests, and a lovely climate. Diverse and beautiful landscapes captivate visitors at every turn as a large number of tourists from all over the world visit Zambia annually to witness the magnificent beauty of the Victoria Falls, a UNESCO World Heritage Site and one of the world’s largest, most spectacular waterfalls.

Zambia also appeals to those who love their wildlife and exploring truly untouched areas of awe-inspiring

natural beauty.

The nation takes its name from the majestic Zambezi River, which rises in the north-west corner of the country and forms its southern boundary.

As such, the incredible rivers of Zambia contribute hugely to the country’s vast biodiversity and complex ecosystems – the Upper Zambezi, running serenely from north to south, has a low gradient, and the area through which it passes is marked by floodplains and swamps.

This great river flows over Victoria Falls and through the Middle Zambezi Valley, much of it occupied by the

great man-made, artificial Lake Kariba.

Zambia is one of the continent’s largest countries with a total area of around 752,000 square kilometres (sqkm), which is about the size of France, the Netherlands, Belgium, and Switzerland combined.

For the most part, it consists of a high plateau, with an average height of between 1,060 and 1,363 metres (m) above sea level.

Isolated mountain ridges rise to almost 2,000 m, with peaks such as the Nyika Plateau in Northern Zambia standing even higher.

About 150 million years ago, during the Jurassic era of the dinosaurs, Africa was still part of Gondwana – a supercontinent which included South America, India, Australasia, and Antarctica.

Since then, Zambia’s highlands have been eroded down from an original altitude of over 1,800 m to their current lower levels.

Mining Outlook Issue 15 | 39

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s one of Zambia’s leading providers of life assurance, financial protection, and wealth management in the nation, ZSIC Life also prides itself on maintaining a flexible pension fund administration and fund management business portfolio to meet the ever-changing needs of its esteemed clients.

The organisation boasts 57 years of securing its customers all the way. During these decades of experience, ZSIC Life has become a household name, having participated competitively in the market and remained committed to offering a diverse range of products that meet the needs of individuals, families, and businesses.

With its vast expertise, the organisation offers technical excellence in tailoring a wide array of products to suit a variety of customer needs. Additionally, ZSIC Life has acquired experience in the management of various risk profiles, which is further backed by a solid asset base and sound reinsurance treaties.

ZSIC Life boasts a wide branch network with presence in all 10 provinces of Zambia.

COMPREHENSIVE PROTECTION FOR EVERY STAGE OF LIFE ZSIC Life’s product portfolio spans both retail and corporate life assurance solutions, including but not limited to education plans, investmentlinked plans, travel insurance, life plans and group life, medical and pension plans all tailored to provide financial security at every stage of life.

What distinguishes ZSIC Life is our deep understanding of the local market and commitment to making insurance accessible to every Zambian.

Whether serving salaried employees, small business owners, or workers in the informal sector, ZSIC Life designs products that speak to real needs and real challenges.

One of our flagship offerings, the Z-Sure Medical Scheme, has become a preferred corporate healthcare solution enabling organisations to safeguard employee well-being and boost productivity through reliable medical cover.

DRIVING DIGITAL TRANSFORMATION Recognising that today’s customers value convenience and efficiency, ZSIC Life has embraced digital innovation as a core part of our growth strategy.

The company is modernising its systems and introducing online and mobile-friendly platforms that allow clients to access information, manage policies, and make payments with ease.

This transformation is not only enhancing customer experience but also positioning ZSIC Life as a forwardlooking insurer ready to compete in a digital-first financial landscape.

EMPOWERING COMMUNITIES AND BUSINESSES As a wholly Zambian-owned institution, the company remains deeply invested in national development. Through financial literacy campaigns, partnerships, and social investment initiatives, ZSIC Life continues to promote a culture of savings, responsibility, and resilience.

By championing insurance as a tool for long-term financial planning, the company empowers individuals and organisations to navigate life’s uncertainties and invest confidently in their futures.

ZSIC Life Plc – at a glance Vision – To provide peace of mind by securing your future today.

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MOPANI COPPER MINES AFRICA

Across most of the country, the surface of the ground tends to be flat, broken by small hills, the result of countless ages of undisturbed erosion of the underlying crystalline rocks.

These rocks contain the bulk of the country’s wealth, found in the form of vast mineral deposits.

In the Northern Province, Zambia is endowed with copper and many critical minerals such as lithium, tin, graphite, nickel, cobalt, manganese, uranium, and other rare earth elements, which are becoming an essential component of the global energy transition.

THE COPPERBELT REGION

MOPANI HISTORY A TIMELINE

2011 – Michael Sata becomes

1929 – The Mufulira mine is formed.

2013 – Mopani launches ‘The Mopani

1932 – Copper is produced at the

Way’, a 10-year plan.

Nkana for the first time.

2015 – Edgar Lungu becomes

1933 – Mining at the Mindola shaft

Zambia’s sixth President, with Johan

begins.

1964 – Zambia gains independence and Kenneth Kaunda becomes the

Zambia’s fifth President, with Danny Callow appointed as CEO.

Jansen appointed as CEO, and the Synclinorium shaft is commissioned.

2017 – Chris Vermeulen is appointed

nation’s first President.

CEO.

1969 – Zambia nationalises its mines.

2019 – The Henderson shaft is

1982 – ZMMC Limited is formed.

appointed as CEO.

1991 – Zambia reintroduces multiparty democracy – Frederick Chiluba becomes Zambia’s second President, and his liberal economic policy leads to the privatisation of the mines.

2000 – Mopani is formed, with Tom Dale appointed as CEO. 2002 – Levy Mwanawasa becomes Zambia’s third President, with Tim Henderson appointed as CEO. 2008 – Rupiah Banda becomes Zambia’s fourth President, with Emmanuel Mutati appointed as CEO.

42 | Mining Outlook Issue 15

commissioned and Nathan Bullock is

2020 – Sakanya is appointed as CEO. 2021 – Hichilema becomes Zambia’s seventh President, and ZCCM-IH acquires 100 percent shareholding in Mopani.

2022 – The new Nkana Synclinorium concentrator is commissioned.

2024 – IRH acquires 51 percent majority shareholding in Mopani – ZCCM-IH retains 49 percent.

The Copperbelt is a natural region in Central Africa which sits on the border between Northern Zambia and Southeast DRC. This unique natural phenomenon, which is estimated to be more than 500 million years old, forms Zambia’s industrial base, a prosperous area of land around Ndola, Kitwe, and Chingola which has become dotted with mining sites.

As such, the region’s production of copper and cobalt are of vital global importance, with the Copperbelt existing as the second-largest global reserve of copper, about a third of the size of the Chilean reserves in South America.

The Copperbelt region also makes up a portion of the Lufilian Arc, which was formed when two large pieces of continental crust, the Kalahari and Congo cratons, collided.

This collision was one of the many spectacular natural occurrences that happened between 700 and 500 million years ago to form the Gondwana supercontinent.

A seismic collision, this natural phenomenon is thought to have remobilised base metals, already largely present in the sediments that had accumulated in the basin between the two giant cratons.

MOPANI COPPER MINES AFRICA

The brines then concentrated the base metals either along stratigraphic boundaries or along fractures, faults, or within structurally controlled traps.

Today, population density in this region is extremely high, and the environmental impact of so many people is clear to see – as is the intricate relationship between mining, cultural identity, and the local people’s hope for a better future.

Whilst a significant portion of the world simply regards minerals as materials for industrial use, the communities situated within the Copperbelt are natural treasures that represent the region’s history, legacy, and hope for a more prosperous future.

DISCOVERY AND FORTUNE Early European prospectors were surprised upon discovering the extent of tribal diggings found in the Copperbelt and Congo Pedicle.

Even before the Lunda and Mwata Kazembe Empires of the 1800s and early 1900s, copper has been 44 | Mining Outlook Issue 15

“ E V E R Y B O D Y AT T H E C O M P A N Y U N D E R S TA N D S W H AT R E S I L I E N C E I S .

I T ’ S A W O R D T H AT R E S O N AT E S A C R O S S T H E E N T I R E B U S I N E S S A N D P E R F E C T LY I L L U S T R AT E S H O W W H E N A G R O U P O F P E O P L E A R E D E T E R M I N E D TO AC H I E V E SOMETHING DESPITE THE CHALLENGES, THEY CAN DO IT” – C H A R L E S S A K A N YA , C E O , M O P A N I C O P P E R M I N E S

identified as being in circulation around this time period, mainly in the form of ingots or crosses as well as being used as currency in Central African trade.

It is thought by many experts that Zambia’s rich copper deposits have been exploited since around the 6th or 7th century AD. There is agreeable evidence that the early Iron Age inhabitants of Zambia mined, smelted, and even traded copper with their neighbours – bracelets and bangles have been discovered at

numerous sites across the nation.

Notable European discoveries by prospectors such as William Collier in 1902 had to wait for economic viability before an attempt at a serious mining operation was undertaken.

It was not until the 1920s that a technical breakthrough was realised, resulting in the mining of what was then Northern Rhodesia’s ‘red gold’ becoming highly profitable as a business – from this moment on, the fortunes of Zambia were irrevocably changed for good.

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SUPPLIERS OF: VEGA Instruments, Ventilation, Heating and Air-conditioning, Water Heater Plants, Hydraulic Hammers, Mine Lighting and Rails.

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MOPANI COPPER MINES AFRICA

MOPANI VALUES Mopani was founded on a strong foundation of common values that unite all employees, suppliers, contractors, and stakeholders to a common goal.

BUSINESS • Strive for continuous improvement.

• Keep each other informed on how everyone is doing.

• Take ownership of an overarching development plan with leadership support.

HSE • Unconditionally care for each other’s safety and well-being.

• Work with zero harm to people, equipment, the environment, and the business.

• Never tolerate ignorance.

• Produce ‘blood-free copper’.

• Appreciate effort and recognise

• Fully comply with all rules,

employees for jobs well done.

regulations, laws, and acts.

• Be open and honest in everything that is said and done.

• Meet and beat all targets.

• Stay involved in planning and problem-solving.

ENABLEMENT AND EMPOWERMENT

TOGETHERNESS THROUGH TEAMWORK • Celebrate the company’s diversity and wholeheartedly welcome everybody.

• Play the ball, not the man.

• Remain empowered and enabled

• Do what is promised, always.

through capacity building and

• Be accountable for safe, quality

training and development.

• Act with a sense of urgency.

• Take full ownership for the wellbeing of the mine.

• Behave in a responsible way at all times and accept accountability.

46 | Mining Outlook Issue 15

daily production.

• Be directed by the shared vision and values of TukaChimfya Pamo.

• Be one united community that shares and cares for each other.

After World War I, demand for copper continued to increase, fuelled by expansion in the global electrical and automotive industries; large-scale mining therefore became a more feasible option.

However, the initial boom in the copper mining industry was then affected by the Great Depression of the 1930s.

Despite this setback, with nations worldwide gearing up for the hostilities that resulted in World War II, another huge rush was created and copper trade surged once more, lasting until the early 1970s.

With an impact that is almost unquantifiable, it was copper that created the social realities that instigated trade unions and the birth of Zambian nationalism.

Additionally, Zambia has historically based political and socioeconomic policies and strategies on the fortunes of copper and is still the biggest producer of the mineral in Africa today.

PRIDE OF THE NATION Situated at the vanguard of the nation’s mining sector, Mopani Copper Mines (Mopani) is a proudly Zambian mining company with operations spanning Kitwe and Mufulira in the Copperbelt Province, which are located 60 kilometres (km) apart.



We run a ZEMA licensed spill sorp farm for the safe hydrocarbon disposal of the following: i.

We buy used oil ii.

Dispose off used grease for free iii.

Dispose off oil contaminated sludge for free iv.

Dispose off oil filters for free v.

Dispose off hydraulic horses

We hold the intellectual property right for the most economical yet most durable automation of the following: i.

Auto water flush on slurry lines ii.

Automation of slurry drain valves iii.

Automation of slurry suction valves Do these automations and you do away with line chocks, sanded pumps and unplanned downtime completely.

Call us on 0961021437, 0977809234 or 0974441353

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- Your solution to process control instrumentation.

Evalistus enterprises limited your solution to process control instrumentation

With over 20 years experience in process control instrumentation, we have introduced on the market: i.

Automatic desludging of settlers underground, which has reduced downtime from 3 months to just 5 minutes, thereby reducing production costs by over 70 percent.

ii.

With this automation, you will never deposit slurry into the padox which results in the costly manual desludging from the padox.

iii.

Complete removal of human errors in mining operations, thereby bringing over 90 percent efficiency and uninterrupted production.

Waiting for the cages after a days work at level 5360 automation of the conical settler.

A miner is getting into the padox to check the slurry levels deposited.

With our automation, slurry will never be dumped into the padox.

We hold the intellectual property right for the most economical yet most durable automation of the following: • Auto-desludging of slurry lines to present slurry line chocks • Automation of slurry drain and suction valves • We have completed successful plant trials with almost all the mines in Zambia.

Automate your mines with us to end manual desludging and bring about production optimisation.

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MOPANI COPPER MINES AFRICA

The company’s operations encompass the entire spectrum of the copper production chain – from extracting ore underground to concentrating, smelting, refining, and packaging the finished cathode and making it ready to be exported across the globe.

At present, Mopani is 51 percent owned by Delta Mining Limited, a subsidiary of International Resources Holding (IRH) in the United Arab Emirates (UAE).

The remaining 49 percent of Mopani is owned by ZCCM Investment Holdings Plc (ZCCM-IH), a diversified mining investments and operations holding company based in Zambia.

IRH acquired their portion of the shareholding in 2024 from ZCCM-IH, which had wholly owned Mopani from 2021 after buying off the previous majority stake in the mine from Carlisa Investments – a joint venture (JV) between Swiss commodity trader Glencore and Canadian-based First Quantum Minerals.

48 | Mining Outlook Issue 15

“PEOPLE DEVELOPMENT AND GROWTH IS I N T E G R A L TO O U R S U CC E SS A N D A C R U C I A L S T R AT E G I C I M P E R AT I V E F O R T H E B U S I N E S S – M O PA N I E M P LOY E E S A R E O U R M O S T VA L U A B L E A S S E T ” – C H A R L E S S A K A N YA , C E O , M O P A N I C O P P E R M I N E S

With a rich history in mining and processing dating back to the 1930s, Mopani’s assets in Kitwe and Mufulira include underground mines, concentrators, a smelter, and a refinery.

Determined to keep improving and set the highest possible standards within the African mining landscape, the company has continued upgrading its infrastructure by investing in new technologies to increase production and improve efficiencies across the board.

The newest infrastructure includes three deep shafts – Synclinorium, Mindola, and Henderson – which were sunk and equipped between

2014 and 2021 to extend the life of the mine by over 25 years, safeguard existing jobs at both mine sites, and ensure Mopani’s continuous contribution to Zambia’s burgeoning economic development. Mindola is earmarked for completion by 2028.

As one of the nation’s largest mining employers, Mopani has become beyond integral to the local economy, providing significant job opportunities and contributing to the region’s prosperity and evolution, as well as offering worldclass community outreach and support in the form of education, job prospects, and other transformational opportunities.

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MOPANI COPPER MINES AFRICA

NKANA AND MUFULIRA MINES The Nkana mine is Mopani’s largest copper mining asset, located near Kitwe in the Copperbelt Province of Zambia.

The facility encompasses: • Underground mines • Open pits • Concentrators The Mufulira mine is an underground copper operation situated in the Mufulira district of Zambia’s Copperbelt Province.

The operation produces copper cathodes as its main product.

It is one of the most historically significant mines in Zambia, with mining and processing dating back to the early 1920s. The asset consists of: • The underground Mufulira mine • The Henderson shaft • The Mufulira concentrator • A smelter and refinery • Acid plants

50 | Mining Outlook Issue 15

AN ACCOMPLISHED CAREER Proudly leading Mopani forward into a bold and exciting future, Charles Sakanya, CEO, is an accomplished mechanical engineer with more than 40 years of valuable mining engineering experience accrued across Zambia as well as Canada, South Africa (SA), Australia, and Kazakhstan.

As former President of the Engineering Institution of Zambia (EIZ), Sakanya possesses the vast and varied knowledge and experience required to steer the company to greater heights, having worked at Konkola Copper Mines (KCM), Hudson Bay Mining and Smelting Company (HBMSC), and the Nkana, Chibuluma, and Chambishi mines in Zambia.

After completing his primary and secondary education in the country, Sakanya then earnt a Higher National Diploma in mechanical engineering before travelling to the UK where he attended the University of Liverpool, graduating with honours in mechanical engineering and management.

For Sakanya, the determined and dedicated pursuit of a career in mining has been a lifelong interest and passion.

“I have always been interested in mining and was seeking to build a career in the industry from inception,” he recalls fondly.

“From my initial exposure to the vast mining industry, I can truly say that I have had a very illustrious, challenging career, but one that has always remained exciting.”

Indeed, this rich and fascinating career path has taken Sakanya across various continents, with myriad different roles and time spent working in SA and North America, as well as vast exposure to Eastern Europe.

In the Zambian context, he has equipped himself with numerous experiences at the country’s most renowned mining sites, which are dotted throughout the famous Copperbelt Province.

“My comprehensive career in mining has taken me to Kalulushi, Chambishi, Kitwe, Mufulira, Chingola, and Chililabombwe,” he lists.

MINING

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MOPANI COPPER MINES AFRICA

THE ROAD TO MOPANI Sakanya first worked at ZCCM Limited, rising through the ranks over the years until April 2000.

“At this point, Mopani purchased assets from ZCCM Limited comprising underground mines, a concentrator, smelter, and refinery at the Mufulira mine, and underground mines, open pits, and a concentrator and cobalt plant at the Nkana mine in Kitwe,” he reflects.

Following this, Glencore completed the overall purchase of shareholding of Mopani in 2000, a move which sent Sakanya to Canada the following year, where he worked at HBMSC in Northeast Manitoba for almost two years.

Several years later, in 2004, after a period working as the Appointed Engineering Manager for KCM at SmelterCo in Kitwe, Sakanya was initially headhunted to join the Mopani team by former CEO, Tim Henderson.

He accepted the role and subsequently joined the business, 52 | Mining Outlook Issue 15

“ T O D AT E , T H O U S A N D S O F M O P A N I E M P L O Y E E S H AV E A L R E A D Y B E N E F I T T E D FROM THE TRAINING COURSES OFFERED AT T H E M C T C . W I T H T H I S E X P E R I E N C E , A N D T H E AC H I E V E M E N TS G A I N E D, T H E CENTRE HAS GROWN AND NOW OFFERS I N T E R N AT I O N A L LY R E C O G N I S E D C O U R S E S TO OT H E R I N D U ST R I E S ” – C H A R L E S S A K A N YA , C E O , M O P A N I C O P P E R M I N E S

holding the position of Chief Engineer prior to his eventual appointment as Mopani’s new CEO, leading the business ever since.

“In April 2020, when Glencore announced they were placing Mopani under care and maintenance (C&M), I was appointed as Acting CEO and then confirmed in my new role in early May 2021,” he recalls.

C&M refers to the process of keeping assets such as machinery, mines, and buildings in good working order whilst they are temporarily out of use. It ensures facilities remain safe

and functional, allowing for a quick restart when operations eventually resume. The Zambian government, through ZCCM-IH, negotiated with Glencore and acquired 100 percent shareholding of Mopani.

Utilising an intimate and thorough understanding of the industry and leveraging his in-depth experience of the mine’s operations has led Sakanya strategically to his position today, taking the helm at Mopani to guide its re-emergence from intended C&M back to the forefront of the global market.

MOPANI COPPER MINES AFRICA

Through his effective, tried, and tested management strategies, Mopani will undoubtedly not only survive but continue to thrive under his guidance.

THE PROCESS OF COPPER MINING From its original home deep within the Earth’s crust, copper passes through several crucial stages to reach its eventual destination in essential everyday products like electronics, appliances, electrical grids, vehicles, and renewable

ZAMBIA NATIONAL MINING TARGETS His Excellence, Hakainde Hichilema, President of Zambia, has set an ambitious target for the nation to increase its annual copper production to three million tonnes (t) by 2031.

This will be supported by USD$12 billion in overall sector investments, aiming to drive economic growth and job creation.

The key elements of this nationwide strategy include reviving dormant mines, expanding infrastructure, and enhancing investor confidence through stable policies.

“Regarding these ambitious targets, production is increasing in an overall sense, and Zambia is looking to cross the phycological one million cathode production mark in 2026,” notes Sakanya.

As an investor policy moving forward, Zambia’s presidency has 54 | Mining Outlook Issue 15

energy technologies.

As a 100 percent recyclable material, copper can be reused repeatedly with no loss to its physical properties.

The material that is produced from ores and concentrates is referred to as primary copper production. Secondary copper can also be produced by recycling scrap, as well as finished products, and has the same performance properties as the primary material.

The process of primary copper production starts with the extraction of copper-bearing ores. There are two basic ways of copper mining – surface and underground. Due to copper being spread in relatively low concentrations over large areas, the former is the predominant method.

After mining, copper is produced by one of two process routes – pyrometallurgical or hydrometallurgical.

Smelting is the process of heating and melting ore to extract a metal like copper.

Refining, meanwhile, is the process that increases the grade or purity of the metal – after completing the refining processes, copper cathode is generally 99.9 percent pure.

During semi-fabrication, copper, along with clean scrap, is then converted into wire/rod, tubes, sheets, and strips ready for use further down the value chain before being transformed into finished products.

Phone: +260966562685 | +260767761234 | Email: mbukulubakery@gmail.com

Zambia

Based in Zambia, Mbukulu Bakery was officially established in March 1982 and has grown into a respected name in the baking industry through dedication, hard work, and a strong commitment to quality. What began as a small local bakery has developed into a trusted supplier of fresh baked goods, serving communities with consistency and pride for over four decades.

From its early days, Mbukulu Bakery focused on producing simple, nutritious, and affordable products for families.

Over the years, it expanded its product range to include a wide variety of breads, buns, and confectionery items, all prepared under strict hygiene standards and careful quality control to ensure each bite is fresh, soft, and full of flavour.

Every product reflects the bakery’s promise to deliver freshness, taste, and value to its customers.

Mbukulu Bakery exemplifies dedication, as seen through its focus on freshness and warm atmosphere that brings customers back time and time again, making the bakery a lively hub for celebrating good food, conversation, and company.

The bakery has continually adapted to changing market demands whilst maintaining traditional baking values that customers have come to appreciate. Investment in improved production methods and staff training has helped ensure efficiency, food safety, and reliability. The company believes that skilled people are its greatest asset, and it places strong emphasis on teamwork, discipline, and personal development.

Mbukulu Bakery has also built a dependable distribution system to ensure that products reach shops and customers on time. Timely delivery and consistent supply have helped

the company build long-term relationships with retailers, wholesalers, and consumers. These partnerships are based on trust, honesty, and mutual respect, which remain core principles of the business.

Community involvement has always been an important part of Mbukulu Bakery’s journey. The company takes pride in creating employment opportunities and supporting local suppliers. By contributing to local economic growth, the bakery strengthens the communities it serves and reinforces its role as a responsible corporate citizen.

Despite changes in technology and industry standards, Mbukulu Bakery remains grounded in the values on which it was founded: quality, reliability, and customer satisfaction.

The company continues to look for ways to improve its products and services whilst maintaining the traditional taste that customers have relied on for many years.

The bakery’s reputation continues to grow, bringing in both locals and visitors through its emphasis on traditional baking methods, peak flavours, friendly service, and customer satisfaction. It proudly exists as a cherished part of the local community, offering the very best of local baking.

Today, Mbukulu Bakery stands as a symbol of consistency and trust, built on decades of experience and dedication.

With a strong foundation laid since 1982, the bakery remains committed to excellence, innovation, and growth. Its mission is to continue serving customers with fresh, delicious, and affordable baked goods whilst upholding the values that have guided the business from the very beginning. Buying Mbukulu Bakery bread, pastries, and cakes is about more than just delicious food; it’s about health, energy, and supporting the local community.

MOPANI COPPER MINES AFRICA

rejected all proposals for a mandatory 15-40 percent free-carried state interest in mines in order to maintain an investor-friendly and stable environment for growth.

Similarly, Hichilema continues to emphasise that whilst enabling mining expansion, operations must not cause environmental degradation or water pollution.

Meanwhile, other key initiatives that have been highlighted for Zambia’s national growth include aerial geological mapping to unlock new mineral potential.

A NEW ERA OF GROWTH In 2024, when IRH acquired a 51 percent stake in Mopani, it set out to establish a new and unique partnership structure for the global mining sector – a feat which it has since achieved.

“IRH’s investment is being used to revitalise and modernise Mopani’s assets and put our company firmly on a path of new growth in line with national targets” Sakanya tells us.

56 | Mining Outlook Issue 15

“THROUGH OUR COLLECTIVE EFFORTS, WE CAN BUILD A THRIVING AND RESILIENT M I N I N G S E C TO R W H E R E H S E I S T H E N O R M AND VISION ZERO IS A REALITY” – C H A R L E S S A K A N YA , C E O , M O P A N I C O P P E R M I N E S

The ultimate objective for both Mopani and IRH is to achieve a production rate of 200,000 t of copper cathodes within the next three to four years.

Additionally, new investment efforts and plans for expansion form part of the broader Zambian government initiative to increase national copper production to 3 million t per annum (tpa) by 2031.

Alongside this, the transformational power and immense potential of new technology is positioned at the heart of IRH’s turnaround strategy for Mopani.

“The introduction and implementation of Internet of Things (IoT) devices, artificial

intelligence (AI), and an improved telecommunication network will facilitate improved productivity, efficiencies, and safety across Mopani’s entire operational footprint.

“We’re employing AI in the mining industry to help us improve productivity and ensure safety.

Mining is carried out in very difficult underground conditions, so we are utilising technology to help create safer operational environments,” he observes.

Moreover, improved analytics and accuracy of data collection enabled through this advanced technology will undoubtedly lead to more informed decision-making and optimised operations.

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“The ongoing modernisation of Mopani will be completed in such a way that ensures job security for the many thousands of fulltime employees whilst creating enhanced value benefitting all local stakeholders,” Sakanya excites.

One particularly crucial and exciting element of IRH’s investment is a USD$400 million injection to complete three new deep shafts – Synclinorium, Mindola, and Henderson – replacing the older infrastructure at both the Nkana and Mufulira mines, which date back to the 1930s.

In addition to this, Mopani has also built a brand-new concentrator at the Nkana mine site.

“The addition of impressive new infrastructure is expected to extend the life of the mine by over 25 years, improve production efficiencies, and safeguard existing jobs whilst guaranteeing Mopani’s continued contribution to growing the Zambian economy,” Sakanya explains to us.

“We are working tirelessly to complete all our current slate of expansion projects. The target is that 58 | Mining Outlook Issue 15

by mid-2029, we will have reached completion, allowing us to then embark on the next steps of our expansion journey.”

AI TO BOOST COPPER DEMAND Simultaneous to the integration of AI into Mopani’s own mining operations, notable growth in the AI and defence sectors will boost global copper demand by 50 percent by 2040.

AI is a major growth area for copper, with more than 100 new global data centre projects unveiled last year, valued at just under USD$61 billion.

“Copper has long been used widely across the construction, transportation, technology, and electronics industries as it is one of the best conducting, corrosion-resistant, and malleable metals,” Sakanya explains.

Meanwhile, as the electric vehicle (EV) industry has lifted copper demand over the past decade, areas of industry such as defence and robotics will require even more of the metal during the next 14 years.

This is alongside the more traditional consumer appetite for

air conditioners and other copperhungry appliances.

“Now that we understand global copper demand will reach 42 million tpa by the 2040 mark, up from 28 million in 2025, nearly a quarter of that demand is likely to be unmet without new sources of supply,” he warns.

The underlying demand factor at play is the electrification of the world, and copper is the metal that fuels it.

Nearly every electronic device contains copper, and whilst Chile and Peru are the largest copper miners, and China is the largest copper smelter, the US – which has imposed a tariff on some types of copper – imports half of its needs each year, meaning producers such as Zambia now have the opportunity to capitalise on the sustained upswing in worldwide demand.

EXPANSION PROJECTS AND TARGETS The future of Mopani lies in the expansion projects that the company has been undertaking since 2013 with a view to extending the lifespan of the mine by over 25 years.

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“As a proudly Zambian mining company, our desire is to continue investing in infrastructure development to ensure we make Mopani a world-class mining operation,” Sakanya emphasises firmly.

IRH and Mopani are partnering to oversee a major USD$1.9 billion expansion, driven by the new USD$400 million investment that will fund this exciting next chapter.

The overarching goal is to boost cathode production from 226,000 tpa to 300,000 tpa by 2031, with a long-term target to achieve over 500,000 tpa within a decade.

Key initiatives that have been highlighted for this upcoming slate of expansion include replacing old infrastructure with new, environmentally efficient technology, such as a new primary furnace, smelting furnace upgrades, a matte settling furnace, an oxygen plant, and a sulphuric acid plant, which will significantly increase production.

The impact of these new 60 | Mining Outlook Issue 15

“ T O U S AT M O P A N I , V I S I O N Z E R O I S N O T J U S T A G O A L – I T ’ S A C O M M I T M E N T T H AT DEFINES HOW WE WORK, HOW WE MAKE D E C I S I O N S , A N D H OW W E E N G AG E W I T H O U R S TA K E H O L D E R S A N D T H E C O M M U N I T Y AT L A R G E ” – C H A R L E S S A K A N YA , C E O , M O P A N I C O P P E R M I N E S

additions and upgrades is significant as they are expected to extend the mine’s lifespan by over a quarter of a century, securing the immediate future of Mopani at the forefront of the global mining industry.

A SECTOR ON THE RISE The mining industry is currently experiencing a swathe of growth and renewed prosperity.

“At present, we are seeing gold prices soar with silver following, whilst the price of copper continues to break records,” Sakanya sets out.

“With the sustained growth of the power industry and rise

of EVs, there has been talk of new substitute metals in order to deal with the high demand, but so far nothing has beaten the famous red metal yet, which remains essential across numerous sectors,” he continues.

As such, copper is critical to the construction of solar panels, acting as the primary metal for high-efficiency electrical conductivity in wiring, busbars, and connectors within the panels.

It ensures minimal energy loss, handles high heat, and enables durable, long-term operation – the metal is used extensively in both photovoltaic (PV) cells and solar thermal systems.

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MOPANI COPPER MINES AFRICA

“When we talk about EVs and the use of solar power, both of these fields require copper to manufacture components used in the instrumentation and digital industries.”

Due to surging requirements, many studies have predicted a seismic shortfall in copper production over the next decade by over 10 million t.

In the last few years, barely any new mines have opened in order to close that gap, hence the significant rise in price and global demand for this precious metal.

In a proactive step towards meeting this shortfall, Zambia has conducted a series of remote sensing operations using state-of-the-art technology mounted in aircraft for aerial electromagnetic surveys which are currently taking place.

“It takes a lot of time to start up a new mine that can eventually produce copper cathodes. From the very beginning, one starts with feasibility studies, exploration, and planning, before presenting a bankable document, so you are already looking at a process that takes several years to complete,” Sakanya outlines.

A complete mine cycle from exploration to operation can sometimes take 10 to 12 years, meaning that responding to demand can be a slow and gradual process.

“As long as we continue to embrace EV technology, digital infrastructure, and solar power, the precious red metal is certainly here to stay,” he confirms.

STRIVING FOR ZERO HARM As an integral pillar of the company’s beliefs and part of its ongoing strategic goals, Sakanya has recently reaffirmed Mopani’s unwavering commitment to ‘Vision Zero’, achieving zero harm across its mining operations.

He adamantly believes this goal will be made possible through a combination of innovation, technology, and a strong culture of teamwork.

62 | Mining Outlook Issue 15

COPPERBELT ECONOMIC IMPACT The economic importance of Mopani’s copper mining operations in the Copperbelt Province and across the nation remains profound.

In 2025-26, the company stands proudly as a linchpin for Zambia’s GDP and its renewed stability in foreign exchange earnings.

EXPORTS – Copper is the Copperbelt’s core mineral that is extracted and exported, driven by high global demand for use in electrical wiring, renewable energy technologies, EVs, and construction.

EMPLOYMENT – Thousands of direct jobs are provided by Mopani for the local region. Indirect jobs are also created via ancillary sectors, spanning transportation, equipment maintenance, and a plethora of other local services.

TAX REVENUES – Mopani supplies a considerable portion of Zambia’s government revenues through taxes and royalties, which help fund social programmes and boost public infrastructure.

By contributing over 20 percent of Zambia’s copper output in recent years, Mopani now powerfully influences both local prosperity and the wider national economy.

In a speech delivered on his behalf at the 9th Zambia Chamber of Mines Occupational Health, Safety, and Environment (HSE) National Conference, held in July 2025 at the Protea Hotel in Ndola, Sakanya said the company was working round the clock to attain a benchmark of

zero harm across all its assets going forward.

“To us at Mopani, Vision Zero is not just a goal – it’s a commitment that defines how we work, how we make decisions, and how we engage with our stakeholders and the community at large,” he says.

MOPANI COPPER MINES AFRICA

“We believe workplace incidents, occupational illnesses, and environmental harm are all preventable, and this philosophy has driven our company’s safety initiatives and transformation programmes so far.”

Amongst the key initiatives highlighted was Mopani’s flagship Safemining Campaign, anchored on strict adherence to fatal hazard protocols – a common cause of mine accidents – and their associated lifesaving behaviours.

As such, employees are continuously empowered to refuse unsafe work, guided by the company’s powerful safety motto – ‘If it’s not safe, don’t do it. Make it safe, then do it’.

At the event, Sakanya also proudly reported steady improvement in Mopani’s safety performance, revealing that the company’s 12-month lost time injury frequency rate (LTIFR) stood at 0.74 as of the end of Q3 2025.

Highlighting Mopani’s drive for innovation, the company is also investing heavily in digital 64 | Mining Outlook Issue 15

“ T H R O U G H T U K A C H I M F YA P A M O , W E A I M T O F O S T E R A S T R O N G C U LT U R E O F TO G E T H E R N E SS W H E R E E V E RY E M P LOY E E F E E L S E M P OW E R E D TO AC T W I T H U R G E N C Y, A S E N S E O F O W N E R S H I P, A N D A CO M M I T M E N T TO CO N T I N U O U S I M P R OV E M E N T ” – C H A R L E S S A K A N YA , C E O , M O P A N I C O P P E R M I N E S

technologies to enhance safety and productivity.

“We have already deployed fibre optic Wi-Fi connectivity, wireless radio communication, and AI-based systems at our South Ore Body (SOB) underground mine, connecting our underground operations to the outside world in real time,” Sakanya reveals.

A strong advocate for the progression of both Mopani and the entire mining landscape, Sakanya promotes a message of optimism and unity for the entire industry.

“Through our collective efforts, we can build a thriving and resilient

mining sector where HSE is the norm and Vision Zero is a reality,” he affirms.

TUKACHIMFYA PAMO At the same event last year, Sakanya also highlighted the company’s new corporate culture transformation programme, ‘TukaChimfya Pamo’ – a Bemba phrase meaning ‘together, we shall conquer’, which has become somewhat of a company mantra.

The exciting new initiative aims to strengthen teamwork, ownership, and continuous improvement across all levels of the company and throughout its workforce.

MOPANI COPPER MINES AFRICA

“Through TukaChimfya Pamo, we aim to foster a strong culture of togetherness where every employee feels empowered to act with urgency, a sense of ownership, and a commitment to continuous improvement,” he explains.

Rolled out as part of Mopani’s broader strategy for promoting behavioural change, the initiative focuses on embedding newly co-created shared values and behaviours across both the organisation and in the surrounding community.

These values, amongst other things, emphasise a culture of business wise, enablement and empowerment, HSE, and togetherness through teamwork in day-to-day operations.

Alongside this, the bold new campaign aims to promote a healthy culture of continuous learning and innovation which will incite positive influence across every facet of the business.

TECHNOLOGICAL TRENDS AND INNOVATION AT MOPANI Mopani’s focus on technological innovation is evident in its: •

AUTOMATION – Mopani’s mines leverage modern, state-of-the-art machinery and digital sensors for underground navigation, ore extraction, and resource mapping. Real-time data analytics have improved efficiency and safety, especially as the company mines deeper ore bodies.

•

DIGITISATION – Inventory, logistics, and resource flows are now all managed via software, streamlining operations and reducing operational bottlenecks for the company.

•

ENERGY-EFFICIENT SMELTING – Mopani has made several smart investments in energy-efficient smelting technologies which have reduced its carbon emissions whilst simultaneously boosting output.

•

SATELLITE MONITORING – The mining industry now increasingly relies on satellite data to monitor mining activity and factors such as soil stability and environmental impact, laying the foundation for sustainable mine management and enhanced analytics.

These strategic uses of technology have empowered Mopani to respond swiftly to evolving technical and environmental challenges.

66 | Mining Outlook Issue 15

After being unveiled in 2024, Mopani rolled out a series of roadshows at the workplace and in the community to raise awareness around key messages of the TukaChimfya Pamo culture transformation.

A team of local artists, operating as the Kolonganeni Industrial Theatre Group, then conducted industrial plays to highlight various aspects of the initiative both at Mopani workplaces and at strategic locations in the communities of Kitwe and Mufulira.

Before performing, the theatre group completed a five-day formal training programme at Mopani’s People Growth Centre, located at the Mindola Dam in Kitwe, to acquaint themselves with the key messages, pillars, vision, and values of TukaChimfya Pamo.

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CONQUERING TOGETHER When expanding its team and recruiting new members of staff, finding the right people who will slot seamlessly into the business is an essential priority for Mopani and Sakanya.

New team members must fit culturally within the company and align with its core beliefs and set of values if they are to be trusted to uphold the proud Mopani name and standards.

“We look for people of integrity, a quality which is really important to us,” Sakanya affirms.

“A successful candidate must share our vision as well as being honest, hard-working, and skilled.”

For school leavers, Mopani takes people at a lower level and trains them internally, shaping them into the very fabric of the business and instilling the values of TukaChimfya Pamo.

“When we recruit externally, candidates must first be correctly qualified and knowledgeable, but honesty and integrity remain paramount,” he enthuses.

“People development and growth is integral to our success and a crucial strategic imperative for the business – Mopani employees are our most valuable asset.”

TRAINING THE NEXT GENERATION When it comes to preparing new recruits, the Mufulira Central Training Centre (MCTC) is a state-of-the-art, world-class training facility and one of the best mining-orientated training facilities in Zambia and beyond.

The impressive facility offers both long and short-term courses in engineering, metallurgy, and mining.

Opened in 2013, the MCTC is located in the historic mining town of Mufulira in Northern Zambia.

This game-changing training facility is one of the best miningorientated centres in the world and the first of its kind in Central Africa, 68 | Mining Outlook Issue 15

“ F U RT H E R M O R E , BY E M B R AC I N G E N V I R O N M E N TA L S T E WA R D S H I P, B O O S T I N G L O C A L E M P L O Y M E N T, A N D I N V E S T I N G C O N T I N U A L LY I N A R A N G E O F S M A R T, D ATA D R I V E N S O L U T I O N S , M O PA N I E X E M P L I F I E S A T R U LY R E S I L I E N T C O P P E R M I N I N G S E C T O R ” – C H A R L E S S A K A N YA , C E O , M O P A N I C O P P E R M I N E S

accommodating up to 800 students (300 boarders and 500 day scholars) at any one time.

“Our training centre has both full-scale underground and surface simulations so that all theoretical courses are also seen and experienced in practice on-site,” Sakanya shares.

The MCTC has continued churning out mining industry-orientated graduates, thereby attracting students from across the sub-region and as far as Liberia, DRC, and Botswana.

It is fully accredited by the Zambian government’s Technical Education, Vocational, and Entrepreneurship Training Authority (TEVETA) - a

leading institution in technical and vocational training for developing Zambia and the world at large.

“To date, thousands of Mopani employees have already benefitted from the training courses offered at the MCTC. With this experience, and the achievements gained, the centre has grown and now offers internationally recognised courses to other industries,” he details.

The site adheres to a bold mission statement – to deliver excellence through the competency-based production and application of contemporary skill-based knowledge – and an ethos that inspires industry both today and tomorrow.

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Mining Outlook Issue 15 | 69

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EMPLOYER OF CHOICE Alongside the goal of conquering together with its people, Mopani wants to maintain its enviable position as a proud Zambian employer of choice.

“Whilst the company’s success will naturally create more jobs, in order to truly attract and retain talent, a focus is needed on how Mopani models itself as an employer,” Sakanya tells us.

“We want to make our business the best possible choice for employees – a company that is safe, stable, and profitable,” he adds.

For Sakanya, this begins with forging a deep trust within his teams by fostering interpersonal relationships amongst staff members, building a family feel within the culture, and staying true to the mantra of TukaChimfya Pamo.

“All Mopani employees are made to feel seen and empowered through rewards for performance and regular recognition of their achievements.

“We show them how they contribute to the broader supply 70 | Mining Outlook Issue 15

chain and ensure they are deeply involved in making the decisions that affect their own work,” Sakanya adds.

In this way, employee suggestions are analysed and implemented to contribute to safety, asset management, and increased production across the organisation.

STRENGTHENING THE COMMUNITY High on the agenda for Mopani is to remain a good corporate citizen, striving to be a pillar of the local community and set the highest possible standards regarding its corporate social responsibility (CSR).

The company remains committed to supporting the socioeconomic development of its host communities through robust CSR programmes.

“Mopani supports the development of sports, local enterprises, education, health, and basic infrastructure, as well as water and sanitation, in the communities of Kitwe and Mufulira,” Sakanya affirms.

“Our commitment to promoting the well-being of the surrounding community is also witnessed through our emergency response and environmental management programmes.”

The company is passionate when it comes to promoting local content, creating foundations that are strong enough for the life of mine, and sharing success collectively for all Zambians.

“Ultimately, we want to take the communities with us on our upwards trajectory and growth path,” he states.

Mopani also supports a range of smallholder projects encompassing farming and education and is actively involved in local economic development that impacts smallscale operators in the Copperbelt region.

Zambian smallholders face risks from climate shocks such as droughts, which have reduced agricultural growth, and are now being supported through initiatives to improve resilience.

EDUCATION FOR THE COMMUNITY As one of its key priorities and major passions, Mopani continues to provide high-quality education.

The company runs a total of four schools – two primary and two secondary – in Kitwe and Mufulira.

Since 2008, they have recorded a 100 percent pass rate in all national examinations for Grades 7, 9, and 12, making them some of the most highly sought-after schools in the two areas.

“Running these schools is key to our dedication to community service and remains vital for equipping the next generation with the necessary skills to thrive,” he emphasises.

At its academy, Mopani trains a multitude of important trades, including electrical, mechanical, plumbing, brickmaking, instrumentation, boiler making, machining, and heavy duty repairs.

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reduced risk.

“A total of USD$20 million was spent in 2013 to set up the MCTC. The progress has been incredible to witness. A contractor academy is housed at the same facility,” he expands.

Furthermore, the Zambian government is empowering Mopani to train more people through the Constituency Development Fund, a government initiative for decentralised local development that supports projects like schools, clinics, and infrastructure.

Everyone benefits from this circular process as Mopani develops its teams whilst also laying the educational foundations for future generations in the region.

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SUSTAINABILITY AND ENVIRONMENTAL INITIATIVES AT MOPANI Environmental and social sustainability now exist as core tenets of Mopani’s operational strategy.

As such, with expanded production comes the great responsibility to reduce negative impacts and long-term damage on the local environment and surrounding communities.

Mopani employs numerous environmental protection strategies: •

ADVANCED WASTE MANAGEMENT – New tailings management systems ensure toxic byproducts are isolated and treated, keeping local water supplies and soils safer.

•

SULPHUR DIOXIDE CAPTURE – Mopani’s upgraded smelter systems reduce sulphur dioxide and other harmful emissions, supporting cleaner air standards for the local community and placing the company’s team at

•

remains crucial for maintaining operational efficiency and minimising environmental impact in Zambia’s Copperbelt Province.

•

COMMUNITY INFRASTRUCTURE – Social initiatives support local health centres, teacher training, and rural roads. This forms a vital step toward a diversified local economy beyond mining.

72 | Mining Outlook Issue 15

As well as its work in the realm of education, Mopani recognises that sport possesses a unique ability to bring people together and unite communities from all walks of life – a powerful tool that the company has utilised within its CSR work.

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Currently, we have three outlets in Mufulira and we deliver all around Mufulira town as well as Kitwe, Kalulushi, Chingola and Mukambo.

We are so proud to not only provide breakfast to our hard-working and dedicated miners, but to also support our communities and orphanages - projects that are so important to us as a business and we endeavour to continue.

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MOPANI COPPER MINES AFRICA

The business currently supports over 10 different sports clubs in Kitwe and Mufulira across a multitude of disciplines, such as football, golf, tennis, swimming, squash, and rugby.

Of the clubs supported by Mopani, Nkana Football Club, Nkana Golf Club, and Mufulira Tennis Club have, in recent years, set up junior academies to tap into and nurture tender-age talent from the communities in both Mufulira and Kitwe.

“We are big supporters of all things sport – Nkana Golf Club is one of the best courses in Zambia and is currently the proud host of the Mopani Zambia Open Golf Tournament,” Sakanya acclaims.

The club has a proud reputation of providing members and visitors with friendly hospitality and a truly Zambian experience, welcoming visitors with open arms to sample the scenic exquisiteness created by nature.

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MOPANI COPPER MINES AFRICA

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MOPANI COPPER MINES AFRICA

Situated in the midst of the iconic Copperbelt region, the facility features breathtaking vegetation and water features, making it a respectable championship golf course and a challenge for both professional and amateur golfers.

Elsewhere, Mopani also remains the primary sponsor and proud owner of the Zambian Super League sides, Nkana and Mufulira Wanderers Football Clubs.

Despite facing financial constraints in 2020 that led to a reduction in funding, the company has remained committed to supporting the clubs, with senior officials frequently addressing the team to ensure stability and performance.

“In particular, we are challenging our supporters to help us grow the fanbase. Our target is to recruit at least 300,000 committed new supporters

by March 2026, with whom we aim to drive the clubs to greater heights,” Sakanya passionately informs us.

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BACK FROM THE BRINK When asked what makes him most proud in relation to the company, Sakanya points to the qualities of resilience and togetherness that define Mopani to this day.

“I’ve seen the business on its knees in 2020 when the previous shareholder left and I was tasked with overseeing the closure.

“We sat as a management team and knew that it didn’t make sense to be given a mandate to close. Why can’t we find a way to keep going until an investor and equity partner comes through?” he asks.

At that time, it was envisaged that this process would potentially take a year, but after this time, the company had only managed to transfer the ownership from one shareholder to another.

“We then thought it would take another six to 12 months to conclude – however, it eventually took a total of four years.

“In those four years, we didn’t have any funding. We had to sit patiently and come up with initiatives to increase value and production and lower costs – we somehow managed to survive with help from ZCCM-IH,” he continues.

Under normal circumstances, the mine should have been shut down. Along the way, the company utilised a USD$100 million loan from ZCCM-IH to support operations.

“We look back now and ask ourselves; how did we do it? I think the answer to that is teamwork.

Everybody was pulling together in the same direction, and we had one vision – to not shut down until an equity partner was found for this place.”

By remaining true to a collective shared vision, the company came back from the brink, stronger than ever before, and can draw valuable lessons from this period of adversity.

MOPANI COPPER MINES AFRICA

Weston K. Munguya | CEO | Office: +260 974 620 617 | WhatsApp: +260 955 615 012 | Email: weston@wandh.online | Web: www.wandhsolar.com

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Mining Outlook Issue 15 | 77

“To this day, that tricky stretch of time and how we stuck together is something we are really proud of as a team at Mopani.

“Everybody at the company understands what resilience is. It’s a word that resonates across the entire business and perfectly illustrates how when a group of people are determined to achieve something despite the challenges, they can do it,” he smiles.

Sakanya himself is keen to point out that despite securing a new equity partner and coming back from the brink, it still has a long way to go on its overall journey.

“I sometimes sense that people think they can relax now, thinking we’ve made it, when all we’ve done is survive. This is no time to be complacent – we now need to work hard to get to the finishing line.

“When we start producing 8.5 million tpa and meeting the targets of our new vision, then we can say we have arrived. But even then, there is 78 | Mining Outlook Issue 15

always room to improve and grow,” he implores.

REVIVAL AND PROGRESS The ongoing revival of Mopani has also been integral for the nation’s prosperity and identified as a contributing factor in Zambia’s GDP growth over the last two years.

These impressive gains have been underpinned by the substantial investment from IRH since 2024, including USD$620 million in equity capital and USD$400 million funding to complete the expansion projects.

Further expansion is planned, with Mopani targeting greater copper output by the end of the decade.

Meanwhile, the company’s new airborne geophysical survey is underway to identify additional reserves that could extend the life of mine further.

This is a proud moment for IRH as it partners with ZCCM-IH in Mopani in a long-term investment in this mining project.

“Together, this partnership is creating jobs, building capacity, and supporting Zambia’s position in the global energy transition,” Sakanya highlights.

As global copper demand grows in line with the acceleration of the green energy transition, the new investment in Mopani means the mine will now secure its position at the forefront of enabling this change.

“This is the kind of impact we strive for as part of our international growth strategy.”

Sakanya describes the turnaround as evidence of a shared commitment to performance and partnership.

“The progress we have made over the past two years is the result of clear vision and close collaboration.

With IRH’s support, we’ve modernised our operations, digitised our mines, and built momentum.

The next phase will be even more exciting – for Mopani, our people, and Zambia,” he continues.

MOPANI COPPER MINES AFRICA

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MOPANI COPPER MINES AFRICA

Across all operations, it now employs over 13,000 people, having created more than 2,300 new roles since 2024.

The company’s vendor strategy has also prioritised local value, with 90 percent of procurement spend in 2025 so far awarded to Zambian businesses – an investment worth USD$436 million.

This is in addition to Mopani’s health and education initiatives, including a USD$14.8 million investment in hospital upgrades that are also underway.

Conclusively, Mopani’s digitisation programme has made it one of the most technologically advanced mines in the region, with real-time monitoring systems, AI-supported grade control, and predictive maintenance infrastructure – which has increased the mine’s operating efficiency and safety performance

whilst also reducing costs.

“In addition, Mopani’s Wi-Fi infrastructure now reaches 2 km underground.”

Overall, the Mopani investment forms part of IRH’s broader strategy to develop long-term resource partnerships across Africa, with a strong emphasis on sustainability, localisation, and industrial development.

The initiative aligns with the UAE’s growing investment footprint on the continent and reflects a strong commitment to responsible international growth.

PREPARING FOR ADVERSITY As Mopani navigates into an exciting future, across 2026 and beyond, it faces a spectrum of challenges and new opportunities which will prove critical for the continued prosperity of both Zambia’s mining sector and the company’s own fortunes.

Firstly, there’s the issue of price volatility, encompassing fluctuations in global copper prices and accounting for the changing of geopolitical landscapes – this demands a diversified business model and the preparation needed to be able to seamlessly react to such a fastchanging economic environment.

Meanwhile, the question of resource access remains paramount to Mopani’s future planning. Deeper and more complex ore bodies require advanced engineering, investment in new technologies, and robust training for its workers.

Regulatory pressures are an ever-present challenge to contend with as evolving global environmental standards are raising the bar for compliance, traceability, and emissions reduction – making it critical for Mopani to further invest in sustainability practices and environmentally friendly contingency planning across every facet of its operations.

Parallel to this is the question of energy supply – reliable energy remains a limiting aspect for many mining operations.

However, smart investments in green energy could insulate Mopani against future price spikes and outages, an avenue that must be explored in order to futureproof the prosperity of the company.

Lastly, the topic of digital transformation must be carefully planned for and addressed.

Wide-scale digitisation opens up new frontiers for mining efficiency, operational oversight, and boosting stakeholder confidence.

Opportunities abound in leveraging this range of trends and, with the correct planning and strategy, Mopani remains poised to lead Zambia into a sustainable, technologically advanced mining era through 2026 and beyond.

A BETTER FUTURE FOR ALL Looking back at the transformative investment led by IRH, it is clear to see 80 | Mining Outlook Issue 15

MOPANI COPPER MINES AFRICA

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that this ongoing partnership has helped deliver a strong revival at Mopani, securing its position as one of Africa’s most strategically important copper assets.

Less than two years after IRH became Mopani’s majority shareholder, production is increasing, countless jobs have been created, and longterm expansion plans are well underway.

“As such, positive operational updates, which are regularly presented to suppliers and community leaders in Kitwe and Mufulira, reveal increases in ore production, alongside a steady rise in copper grades and a boost in contained copper output,” Sakanya sets out.

As a pillar of Zambia’s Copperbelt, Mopani stands proudly amongst the most significant players in the entire industry, substantially contributing

to national economic growth, community development, and global copper supply.

Navigating complex challenges and innovating with technologies such as AI, blockchain, and satellite monitoring, Mopani is not only adapting to a more sustainable, digital future, but also supporting Zambia’s ambitions to become an industrially diversified country on the world stage.

Mopani’s comprehensive approach across every minute detail of its operations – from deep-level underground operations, vertical integration, and responsible export practices to its community-first programmes and sustainable initiatives, positions the company to remain at the forefront of mining innovation in Africa and globally through 2026 and into a bright future.

“Furthermore, by embracing environmental stewardship,

boosting local employment, and investing continually in a range of smart, data-driven solutions, Mopani exemplifies a truly resilient copper mining sector,” Sakanya declares resolutely.

“We are powering a brighter, more inclusive Zambian economy for all,” he concludes with pride.

Tel: (260 212) 247344 public.relations@mopani.com.zm

mopani.com.zm

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THE PRIDE OF

ZAMBIA

Konkola Copper Mines is a leading integrated copper producer in Africa.

In such an enviable position, we explore its four state-of-the-art mining operations and commitment to national development across Zambia Writer: Lucy Pilgrim | Project Manager: Thomas Arnold

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KONKOLA COPPER MINES AFRICA

L

ocated in the heart of Zambia, the Copperbelt Province is situated in a mineral-rich region spanning Central Africa.

Konkola Copper Mines (KCM) is at the helm of the province’s underground mining operations as one of the continent’s largest integrated copper producers, expertly leveraging mineral and human resources to enhance

stakeholder value and become the pride of Zambia.

Equipped with over 13,800 employees and contractors, the company is headquartered in Chingola and spans four world-class mining operations.

Its renowned Nchanga Mine comprises numerous open pits and processing plants, as well as two concentrators, a tailings leach plant (TLP), and the Nchanga smelter.

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KONKOLA COPPER MINES AFRICA

KCM’s Konkola Mine in Chililabombwe, meanwhile, comprises three operational shafts – No. 1, 3, and 4.

The latter is also home to the Konkola Deep Mining Project (KDMP), an approximately 1.5 kilometre (km)deep mine used to explore and extract ore bodies further under the surface.

Located in Kitwe, KCM’s Nkana refinery refines and converts copper anodes from the smelter to cathode products for exportation.

Finally, the company’s Nampundwe Mine in the Shibuyunji District – west of Zambia’s capital city, Lusaka – produces leading pyrite used for the smelting process.

KCM’s client base comprises over 1,600 registered contractors and suppliers, making it a leading force in the country’s mining landscape.

UNLOCKING RESOURCES The most recent developments at KCM’s KDMP include improvements to the company’s deepest pump station – located 985 metres (m) underground – which currently cannot mine ore safely below a level of 1,040 m due to mine dewatering constraints.

KCM’s current dewatered resource accounts for less than three percent of the company’s total resource.

Therefore, the business requires a new pump station to be constructed at 1,390 m to allow for the dewatering of 283 million metric tonnes (Mt) of ore resource between levels of 1,040 m and 1,350 m.

The pump station infrastructure will have a nominal capacity of 290,000 cubic metres (cbm), utilising 22 multi-stage clear water pumps, eight settlers to remove suspended solids and ensure compliance with environmental limits, and an equal number of sumps to allow for a greater surge capacity in case of the pump station’s emergency stoppage.

Excavation works for this are to

be commenced by the Australiabased Mancala Group at a total cost of USD$63 million, which will create approximately 200 local job opportunities with a projected duration of 26 months.

Following excavation works, the equipping and construction of the new pump station and electrical substations will take place, whilst infrastructure will be supplied to the existing pump stations situated 985 m, 660 m, and 370 m underground.

Watertight doors and penstocks required to contain water in the workings in case of an emergency will also be installed.

SUCCESS THROUGH COLLABORATION Alongside the construction of critical pump infrastructure, KCM has a number of additional ongoing projects across its mine portfolio.

For instance, the company has reintroduced raise boring at the No. 3 shaft of its Konkola Mine after 15 years, with TUMI Raise Boring commencing drilling in April this year.

These drain holes are critical to dewatering previously inaccessible areas, improving underground safety and unlocking additional

KDMP No. 4 shaft

KONKOLA COPPER MINES AFRICA

High-speed rail rehabilitation at at KCM’s Konkola Mine, Chililabombwe

mining potential – both key enablers in stabilising mine conditions and increasing productive capacity.

Elsewhere, KCM is collaborating on a high-speed railway rehabilitation project with Flint Rail Projects, comprising 5,934 km of rail expected to be completed by April 2026.

Such upgrades will enable higher train speeds, reduce cycle times, and significantly cut down on derailments and operational blockages, increasing tramming capacity from 850,000 tonnes per annum (tpa) to approximately 1.5 million tonnes per annum (Mtpa), before eventually achieving 4 Mtpa.

The railway investment project

aligns with KCM’s overarching vision for modernisation and supporting Zambia’s ambitious national goal of producing three million tonnes of copper by 2030.

KCM is also undertaking exploration works in the form of surface diamond drilling, conducted for the purpose of upgrading an inferred resource of 223 kilotonnes (kt) of copper metal to an indicated category for underground operations.

Timaja Enterprises has been engaged to undertake the surface drilling programme, of which a total of 7,300 m has been planned to increase the confidence level of the inferred resource of mixed sulphide, where the

average hole depth is 370 m.

This collaboration grants KCM the opportunity to increase its reserves and support the life of mine (LOM) plan through increased production.

A FINE-TUNED ENVIRONMENTAL POLICY As one of Zambia’s largest underground mining companies, KCM deeply understands the impact its operations can have on the surrounding environment, particularly as many of its inherited mines and processing assets – which had been in operation for decades –suffered from numerous legacy environmental issues.

Mining Outlook Issue 15 | 85

Your trusted mining partner The leading provider of integral mining solutions across Zambia, Hanhe Industry Zambia Limited is an industry stalwart that masterfully blends experience with expertise, ready to help you with your next mining endeavour

TRANSFORMING FOR GOOD

Hanhe Industry Zambia Limited has had a strong and long-standing relationship with Konkola Copper Mines Plc (KCM) – Zambia’s largest integrated copper producer – since 2012. Currently, the companies are embarking upon a new venture, which consists of underground mining in the Konkola Mine.

Here, Hanhe Industry Zambia Limited is leveraging its years of experience and various strategies to ensure successful long-term production and extraction of ore bodies.

Mr. Xu Xiong, Director “Our strategy for the KCM underground project is multifold. We are deploying the necessary equipment for operation and standby, with ample spare parts onsite and the guarantee that no such equipment will cause any sort of interruption to production. We are the first contractor in these mines to be providing housing construction for our people, allowing us to retain talent and ensure the stability and quality of the services provided during the lifetime of the mining project”

Mr. Ritaldo Chaupis, General Manager “Key opportunities at the mine include redesigning mining methods to backfill stopes with development waste, reducing waste hoisting costs to boost ore production, and introducing ore storage pockets (10 Kt capacity) to maintain output during tramming stoppages. Additionally, using emulsion chargers to cut charging time and lower employee risk, and providing local workforce training for skill development and leadership roles to support the project’s success”

PROMOTING OPERATIONAL EXCELLENCE “We are creating an Operational Excellence Framework based on proven models such as Shingo and Kaizen and merging it with the best practices from recognized Management Systems such as ISO and Lean Six Sigma” Ensuring that each project is conducted with precision, Hanhe Industry Zambia Limited always ensures each task, no matter how big or small, is done according to our client requirements, and in compliance with local regulations and technical standards. Working towards ensuring that in all projects, safety remains the number one priority and is met with the highest levels of productivity.

The vision at Hanhe Industry Zambia Limited is to transcend as a global company recognised for its integrated management system, offering end-to-end services at the local and international level in the mining and construction industries.

The company’s mission is to provide a wide range of safe and efficient open-pit, underground, and construction services.

“Our commitment to operational excellence, health, safety, and the environment enables us to meet high mining standards, optimize services, and satisfy clients for sustained success”

WHO WE ARE!

Hanhe Industry Zambia Ltd is a leading integrated mining and construction service provider in Zambia. With over a decade of trusted operations, we specialize in: • Underground Development and Production • Open Pit Development and Production • Industrial Civil Construction • International trading (equipment) With strong local execution capability and experienced international management, we deliver safe, efficient, and costeffective mining solutions across Zambia.

Operation Overview Gallery

Contact us for partnership or services opportunities: 38271/M, Musenga Area, Kitwe Road, Chingola, Zambia xuxiong@hanhezm.com www.hanheind.com

WHY CHOOSE US?

1. Proven track record with multinational mining operations 2. Over 300 units of mining equipment (owner-operated) 3. 2000+ Strong local workforce and experienced expatriate management 4. Rapid mobilization and cost-effective delivery 5. Quality, Environmental and Occupational Health & Safety(QEHS) Management

KONKOLA COPPER MINES AFRICA

Production at the Nchanga smelter

As such, KCM now has a comprehensive and well-funded programme designed to alleviate such issues, with particular focus being given to areas in proximity to local communities.

Indeed, the USD$2.9 billion programme has paved the way for substantial environmental projects in recent years.

One particularly noteworthy example is the commissioning of the

A SAFE WORKFORCE IS A STRONG WORKFORCE KCM prioritises safety across all its mines, operating under the motto of ‘if it’s not safe, don’t do it’.

The company provides the correct and appropriate personal protective equipment (PPE) to all staff whilst ensuring its business partners do the same.

The company takes the implementation of PPE incredibly seriously, to the extent that management refuses employees do a task if they do not have the correct attire.

Additionally, KCM has procured and distributed a new type of work suit for all team members.

Internal and external audits are also carried out on a regular basis to ensure KCM adheres to its safety measures. For instance, it is a member of the British Safety

Nchanga smelter, which has increased sulphur dioxide (SO2) capture and improved energy efficiency at the Nchanga Mine.

The Nchanga smelter meets benchmark environmental performance, as it captures approximately 99.6 percent of SO2 emissions, and uses 70 percent less fuel than the old smelter.

KCM’s recent environmental programme has also led to the commissioning of new concentrators at both the Nchanga and Konkola Mines, with updated machinery implemented to achieve zero discharge on operations that could harm the planet.

Other environmental management projects include the revamping of the piping and dam catchment for hydrometallurgical processing, which reduces run-off in areas most responsible for discharges.

Council and regularly audited by the British Standards Institution.

Elsewhere, the company recently launched a wellness centre which offers various services for staff, including mental health counselling and HIV/AIDS testing.

KCM also organises employee activities such as sports, exercises, training, and team bonding to assist employees with work-life balance.

90 | Mining Outlook Issue 15

TOUCHING HEARTS Giving back to and supporting the community remains a key priority for KCM, as it strives to have a meaningful impact on the development of Zambia.

Water project in Shibuyunji District

This is materialised through its extensive corporate social responsibility (CSR) programme, which aligns with national development goals and comprises four pillars – education, health,

sport development, and sustainable livelihoods.

Over the years, KCM is proud to have supported One Way Mission Children’s Home – an orphanage in Chililabombwe currently providing a

KCM’S CURRENT PROJECTS – AT A GLANCE CORPORATE SOCIAL RESPONSIBILITY (CSR) – Undertaking road rehabilitation in Chingola, Chililabombwe, and Shibuyunji, totalling 15.1 km of road at a cost of USD$8.1 million.

WATER RETICULATION – Partnering with Village Water Zambia to implement sustainable livelihood projects and drill and equip 22 solar-powered boreholes

roof over the heads of 45 children.

KCM also provided funds to revamp a defunct poultry business that the home used to run in the past. This new venture not only provides muchneeded income for the orphanage but also enhances food security, offers life skills training for the children, and supports their education.

This initiative is one of many community development projects, which have also seen KCM support water sanitation projects, aid local clinics, and fund infrastructure, further emphasising the company’s socioeconomic significance in the region.

in Chingola, Kitwe, Chililabombwe, and Shibuyunji, which are expected to reach completion by 2026.

Two first-of-their-kind, 30,000-litre capacity projects have already been handed over to the community in Shibuyunji, whilst two more will be given to communities in Chingola by the end of October, ensuring clean and safe water for local populations.

ROLL BACK MALARIA INITIATIVE – Conducting indoor residual spraying of households in Chingola, Chililabombwe, and Shibuyunji. Last year, 45,000 houses were sprayed in conjunction with the Zambian Ministry of Health. This year, the number of houses has been increased to 78,000, with spraying to commence by mid-October.

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EMPOWERING ZAMBIA THROUGH EDUCATION KCM’s continued community efforts can also be seen in its powerful educational initiatives, which facilitate tangible long-term benefits for future generations.

Since 2004, the company has run scholarships at primary, secondary, and tertiary levels for high achievers in Grades 7 to 9 at government schools.

KONKOLA COPPER MINES AFRICA

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KCM has also sponsored students’ college and university education both domestically and abroad, directly benefitting over 500 young people.

Following the introduction of free education from the Zambian

government, the company announced the launch of the KCM-HELSB Scholastic Excellence Programme in collaboration with the Higher Education Loans and Scholarship Board (HELSB).

ADAPTING TO CLIMATE CHANGE KCM participated as a Gold sponsor in the 2025 Agriculture and Commercial Show, which was held under the theme of ‘Adapting to Climate Change’.

This aligns with the company’s belief in collaborations that push the development agenda of the country.

KCM’s participation in the show also provided the business with the opportunity to engage with several key stakeholders and highlight its key strides, contributions, and commitment to local content, youth empowerment, and sustainable development.

President of Zambia, Hakainde Hichilema, visited one of the many high-profile engagements at the show.

Other notable dignitaries who visited the KCM exhibition stand included Duma Boko, President of Botswana and the show’s Guest of Honour; Situmbeko Musokotwane, Minister of Finance; Mike Mposha, Minister of Green Economy and Environment; Mulambo Haimbe, Minister of Foreign Affairs; Rodney Sikumba, Minister of Tourism; and Chilando Chitangla, Mayor of Lusaka.

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The programme aims to provide student loans for those pursuing tertiary education, with a focus on individuals from KCM’s operational areas, namely Chingola, Chililabombwe, Kitwe, and Nampundwe.

The company has committed USD$100,000 per year to support meritorious but underprivileged students, with funds managed transparently by HELSB. The scholarship is underpinned by a revolving funding model, given in the form of a loan that beneficiaries pay back through established mechanisms after completion.

Significantly, the scholarship utilises merit-based selection, with HELSB overseeing a transparent selection and administration process to ensure the most deserving students benefit.

As such, KCM is empowering the workforce of tomorrow as it recognises the value of education in building resilient communities and driving national development.

ENSURING CONSISTENT AND EFFICIENT FUEL SUPPLY IN ZAMBIA

MOIL Energies Zambia Limited is a registered Zambian energy logistics company established in 2023, dedicated to the importation, storage, transportation, and distribution of petroleum products across Zambia.

With its head office and main depot located in Lusaka’s Kasupe Area, the company plays a pivotal role in ensuring consistent and efficient fuel supply in Zambia’s commercial and industrial sectors.

OUR CORE SERVICES:

Bulk Fuel Transportation MOIL Energies Zambia operates a dedicated and expanding fleet of fuel tankers to facilitate the efficient transportation of diesel, petrol, and Jet A-1 fuel across Zambia and into neighbouring countries.

Our transport systems are backed by real-time GPS tracking, automated dispatch systems, and rigorous safety protocols to ensure timely and secure delivery to industrial clients, service stations, and bulk off-takers.

We specialise in: • Scheduled deliveries for large-scale consumers • Emergency or on-demand dispatch services • High-volume long-haul transport across provinces • Government and private-sector supply programmes

Depot Fuel Handling and Storage Our Lusaka and Ndola depots are equipped to manage a full spectrum of fuel handling operations. We provide: • Safe unloading of petroleum tankers • On-site storage in certified fuel tanks • Filtration and product quality assurance • Automated stock monitoring and re-dispatch coordination

We also offer fuel hospitality services, allowing third-party suppliers and commercial clients to store and manage product from our terminals, reducing overhead and delivery delays.

Cross-Border Fuel Logistics Leveraging the infrastructure of our parent company, Mansoor Industries Tanzania, and partnerships with operators like Avalon Corporation, we provide seamless cross-border logistics from: • Dar es Salaam Port (Tanzania) via TAZAMA and road routes • Beira Port (Mozambique) - into Zambia’s eastern corridor • South Africa - through the southern logistics gateway

This enables us to ensure competitive pricing, consistent supply, and flexible import strategies tailored to shifting regional market conditions.

Site-to-Site Commercial Fuel Delivery We offer customised direct-to-site fuel delivery services designed for: • Mining operations in remote or high-demand areas • Fleet operators and transport companies needing reliable diesel access • Construction projects requiring mobile fuelling services • Industrial clients operating 24/7 who require uninterrupted fuel availability

Every delivery is handled with precision, backed by compliance protocols, metering systems, and documented delivery verification.

Retail Distribution Support MOIL Energies Zambia is actively laying the groundwork to launch a national retail station network. In the interim, we:

• Support independent retail stations through wholesale supply • Facilitate branded fuel partnerships for resellers • Offer supply chain planning and last-mile logistics for fuel retailers across Zambia The company’s mid-term plan includes rolling out 30 branded filling stations by 2030, enabling us to fully participate in Zambia’s downstream fuel economy.

www.moilenergies.com info@moilzambia.com 0997999677

KONKOLA COPPER MINES AFRICA

The company wants to ensure young people are empowered with the much-needed skills that align with Zambia’s industrial and socioeconomic priorities.

CONTRIBUTING TO NATIONAL CHANGE

Mining at Nchanga open pit

KCM’S BY-PRODUCTS Alongside the company’s chief product, copper, a number of by-products are also created in the mining and refining process.

COBALT – Recovered from copper concentrates in the Nchanga smelter, cobalt is one of the most essential elements in the world and has many strategic and critical industrial uses.

PYRITE – Produced from KCM’s Nampundwe Mine and primarily used as an auto-thermal feed for the Nchanga smelter, with some materials also sold to third parties. Pyrite is typically used in the production of sulphur and sulphuric acid.

KCM strives to increase its production capacity through strategic investment and technological advancements.

Thanks to the company’s strategic investment, operations have since restarted and production is steadily increasing.

Indeed, in August this year, KCM hit its highest production capacity at 8,200 tonnes per month (tpm) of copper. This demonstrates stable progress towards its objective of 10,000 tpm and 143,000 tpa by 2026, contributing 10 percent to Zambia’s target of 3 Mtpa by 2030.

Other future targets for KCM involve the expansion of the Nchanga smelter’s capacity from 311,000 tpa to 500,000 tpa, as well as developing two additional TLPs. Once these expansions are completed, the company’s copper production target will increase to 500,000 tpa.

Additional key priorities for KCM involve setting up a cobalt plant at the Nchanga Mine to produce cobalt as opposed to a cobalt alloy.

Aside from the developments at KDMP, the company also intends to rehabilitate and operationalise the second stream at the concentrator to increase concentrate production for onward processing at the Nchanga smelter.

SULPHURIC ACID – One of KCM’s most critical by-products, sulphuric acid is used to make an abundance of compounds and is necessary across almost every industry. It is predominantly used to create phosphoric acid, which has numerous applications.

ANODE SLIMES – A by-product of the refining process, anode slimes are exported under long-term contracts to third parties for the recovery of contained materials.

Tel: +260 212 350 604 corporate.communications@kcm.co.zm

www.kcm.co.zm

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KONKOLA COPPER MINES AFRICA

Driving Excellence in Industrial Automation and Engineering

Lama Engineering, established in 2010, has grown into a leading force within Zambia’s industrial and engineering sector. With over a decade of proven excellence, we provide precision-driven solutions that empower the mining and manufacturing industries, and we exclusively manage Zambia’s first fully automated smelter plant. We bring unmatched technical expertise, precision, and operational reliability to one of the country’s most critical industrial environments. Our work ensures seamless production whilst upholding the highest standards of safety, efficiency, and environmental responsibility.

• Instrumentation and Analyser Maintenance: Rapid diagnosis and resolution of instrumentation faults, precise calibration of critical instruments, and consistent analyser performance across all process lines.

• System Upgrades and Optimisation: Execution of major hardware and software upgrades that enhance system performance, support evolving operational demands, and improve reliability.

Our comprehensive services include:

• Custom Instrumentation Solutions: Designing, constructing, and commissioning bespoke instrumentation panels tailored to complex plant requirements.

• Automated Plant Management: Full oversight of all smelter operations, leveraging advanced control systems and real-time monitoring to ensure uninterrupted production.

• Operational Excellence Projects: Implementing cutting-edge improvements such as centralised operational control systems, automated SMS alerts, mobile monitoring, and

strengthened cybersecurity defenses.

• Shutdown Planning and Execution: Expert coordination of annual and emergency shutdowns, ensuring safety, efficiency, and minimal disruption to operations.

• Safety and Compliance Commitment: Strict adherence to safety standards and regulatory requirements, creating a secure and reliable working environment for all personnel.

Lama Engineering leads industrial engineering in Zambia by delivering innovative, precise, reliable, and environmentally responsible solutions that optimise operations and ensure peak performance. We are committed to sustainability, protecting the environment whilst strengthening Zambia’s mining and manufacturing industries.

lamaengineering3@gmail.com | www.lamaengineering.com

At the heart of

Africa’s transformation

MULTIMODAL LOGISTICS OPERATOR

AGL is the trusted logistics operator in Africa, offering logistics, port, sea & rail solutions. With 23,000 employees in 50 countries. AGL leverages its developed expertise to provide tailor-made & innovative services to its African & international clients.

AGL’s ambition is to make a lasting contribution to Africa’s transformation. AGL is also present in Haiti, East Timor & Indonesia. zm002-sales.aglzambia@aglgroup.com - T: (260) 211 246 196

www.aglgroup.com

Mining Outlook Issue 15 | 97

INTEGRAL TO TH INDUSTRIAL LAN Having grown in the last 30 years to become Namibia’s leading multidisciplinary contractor, K Neumayer Civil Contractors upholds a deep responsibility to develop the nation’s industrial landscape. John Mitchell, Managing Director, tells us how Writer: Lucy Pilgrim | Project Manager: Josh Whiteside

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K NEUMAYER CIVIL CONTRACTORS AFRICA

HE ANDSCAPE Mining Outlook Issue 15 | 99

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T

he Namibian mining market is rumbling with excitement as it sits at the intersection of established production – populated by uranium, base metals, diamonds, and gold – and new growth driven by the demands of the energy transition and renewed exploration.

Uranium production in particular remains strong going into 2026 as it lifts activity across the supply chain, especially in areas such as construction, maintenance, logistics, and specialist services.

For industry players such as K Neumayer Civil Contractors (K Neumayer) – a proudly Namibian multidisciplinary contractor – the landscape is particularly fruitful due to the sheer variety on offer, including greenfield builds, brownfield upgrades, expansions, shutdowns, and infrastructure that must be delivered safely and reliably in very demanding operating environments.

“In my view, Namibia remains one of the best places in Southern Africa to be right now. It is stable, investor-friendly, and has excellent infrastructure; as a country, we have the skills to build demanding projects,” begins John Mitchell, Managing Director.

Operating across Namibia, K Neumayer delivers a vast range of earthworks, civil construction, and full structural, mechanical, piping, and platework (SMPP) services for mining and industrial clients.

It additionally offers land surveying, custom fabrication, and plant maintenance, allowing customers to reduce interfaces and simplify project execution.

Furthermore, the company’s presence spans its offices in Rosh Pinah, Swakopmund, and Karibib – all purposefully located in proximity to mining clients.

“We have a fully self-sustaining fabrication and service facility in Rosh Pinah and have just finished a new fabrication facility in Swakopmund.

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This will enable us to better manage plant fabrication in-house and strengthen our control of the supply chain for mining projects,” Mitchell outlines.

DEEPENING END-TO-END VALUE With almost three decades of experience, K Neumayer has grown into one of Namibia’s most trusted multidisciplinary contractors, with a proven track record in brownfield and greenfield projects.

The company’s growth is testament to its capabilities and commitment to excellence, with a burgeoning influence that spans the country and beyond.

Indeed, the business has cemented itself as an expert in mine infrastructure, civil and structural steelwork, custom fabrication, land surveying, and plant maintenance.

“One of our differentiators is our ability to self-perform across civil, SMPP, surveying, and related services.

DDP AGENCIES DDP Agencies (DDP) plays an important role in supporting K Neumayer’s operational readiness through the reliable supply of personal protective equipment (PPE) and critical site consumables.

“In mining and heavy industrial environments, safety is non-negotiable, and consistent access to compliant, quality-certified PPE is essential,” Mitchell asserts.

DDP’s responsiveness and ability to maintain stock availability directly supports K Neumayer’s productivity and health, safety, and environment (HSE) performance across multiple project sites.

“PPE is not simply a procurement item for us – it’s a frontline control measure.

Having a dependable supplier ensures our teams remain properly equipped, compliant, and protected at all times.”

As such, the relationship between the two businesses works because it is built on reliability, clear communication, and shared standards.

“We provide predictable demand planning and structured ordering processes, whilst DDP ensures continuity of supply and product quality.

That mutual discipline contributes directly to safe, uninterrupted project execution,” he adds.

This reduces fragmented contractor interfaces and places accountability within a single, controlled delivery structure,” Mitchell attests.

As a result, K Neumayer is afforded greater programme control, reduced coordination risk, improved quality continuity, and clear responsibility from start to completion.

The company is also deeply committed to safety, precision, production, and quality, as it doesn’t just complete projects – it builds enduring partnerships and creates lasting impact.

This is emphasised by the fact most of K Neumayer’s projects are with repeat clients and engineering, procurement, and construction management (EPCM) businesses.

“ O U R G O A L I S T O N O T O N LY D E L I V E R P R O J E C T S T O D AY, B U T A L S O CO N T R I B U T E TO B U I L D I N G T H E N E X T G E N E R AT I O N O F NAMIBIAN CONSTRUCTION AND MINING PROFESSIONALS” – J O H N M I T C H E L L , M A N A G I N G D I R E C T O R , K N E U M AY E R C I V I L CO N T R AC TO R S

Equally, the company prioritises end-to-end delivery facilitated by its Namibian-based teams, which are equipped with local knowledge of operating conditions, and cuttingedge infrastructure and equipment that complies with regional rules and regulations.

PROUDLY NAMIBIAN K Neumayer has been delivering excellence in the construction and mining industries since 1998 and is proudly Namibian in terms of ownership, leadership, and workforce composition.

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“Our roots are not external or temporary – they are embedded in the towns and regions where we operate.

That local grounding gives us an operational advantage that cannot be replicated by short-term or externally driven contractors,” Mitchell prides.

However, for K Neumayer, being local does not mean thinking small, but rather nurturing a deep understanding of the surrounding environment.

Indeed, operating successfully across Namibia requires knowledge of regional logistics and supply chain realities, such as navigating local regulatory and compliance frameworks, managing projects in remote environments with limited redundancy, and 102 | Mining Outlook Issue 15

building long-term relationships with communities and stakeholders.

“Because we are established in regions across Namibia, we operate with contextual awareness – not assumptions. This reduces risk, improves response times, and strengthens execution certainty,” he insights.

Whilst the company possesses a national footprint, its performance standards are benchmarked against leading international mining and industrial practices.

These include structured project controls and reporting systems, strong commercial governance and cost discipline, safety systems aligned with mining best practices,

CONDRA CRANES As a reliable crane and lifting partner, Condra Cranes directly contributes to the safe execution, schedule adherence, and reliable assembly and installation sequencing of K Neumayer’s operations.

“We value suppliers who treat lift planning, certification, and HSE compliance as nonnegotiable, because that aligns with how we run projects,” Mitchell elaborates.

THESE MACHINES HAVE BEEN ENGINEERED TO ENDURE Condra cranes and hoists are without equal in their quality, performance, reliability and overall lifetime cost. The endurance of all Condra products has been proven around the globe in highly corrosive and abrasive environments, and under wide extremes of temperature, humidity and altitude. Technical support and service are guaranteed worldwide.

WORLDWIDE ®

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P O Box 752639, Gardenview, 2047, South Africa Tel: +27 11 776-6000 | Fax: +27 86 669 2372 e-mail: sales@condra.co.za | www.condra.co.za

portal cranes | bridge cranes | cantilever cranes | hoists | end-carriages single & double-girder overhead travelling cranes | crane components

K NEUMAYER CIVIL CONTRACTORS AFRICA

quality assurance and documentation standards suitable for major project environments, and skilled supervision and technical oversight.

“We deliberately measure ourselves against what the industry requires at a global level – not merely what is typically local,” Mitchell states.

Within this context, a long-term commitment to Namibia is central to K Neumayer’s mission.

Anything but transient, the company also places deep investment into skills development and artisan growth, witnessed in its local supplier networks, nationwide equipment and infrastructure, and local community upliftment initiatives.

“Our strategy is not to extract shortterm value from projects – it’s to build sustained capability within Namibia’s construction and mining sectors.

“We combine local depth, regional 104 | Mining Outlook Issue 15

experience, and disciplined execution systems to deliver projects at the standard expected of leading international contractors, whilst remaining deeply rooted in Namibia,” he smiles.

INTEGRATED DELIVERY AT SCALE Underpinning the company’s enviable capabilities, the Rosh Pinah Paste Plant is a key example of integrated delivery at scale.

Executed in partnership with Viva Engineering, the facility is a major turnkey solution in SMPP scope, achieving a total output of 2,000 tonnes (t) of steelwork and platework, 1,200 t in mechanicals, and 16 kilometres (km) of piping.

As such, the plant expands K Neumayer’s proficiency in detailing, fabrication, corrosion protection, logistics, and site installation.

WEST COAST ALUMINIUM AND GLASS West Coast Aluminium and Glass supports K Neumayer’s building operations by enabling consistent delivery of specialist building components and fit-forpurpose finishes – particularly where industrial projects need durability, safety compliance, and quick turnaround.

Strong coordination between the two site teams and specialist suppliers reduces rework and prevents installation bottlenecks.

01 011 |

+264 64 4

.na w.wca.com w w | a .n .com info@wca

Proudly celebrating 25 years of industry leadership and success, West Coast Aluminium and Glass is the leading glass and aluminium specialist across Namibia and Southern Africa • Skylights • Double glazing glass installation • Flush glazing installation • Shower frames • Balustrades (indoor and outdoor) • Handrails

SERVING THE MINING SECTOR West Coast Aluminium and Glass prides itself on providing roller shutters and constructing office buildings, ideal for the ever-demanding mining industry.

The company’s installation of roller shutters – heavy-duty door enclosures designed for industrial environments – enables What began in 2001 as a small family business in the coastal heart those operating within this specialised sector to proceed of Swakopmund, Namibia, West Coast Aluminium and Glass with ease and confidence in their daily operations, safe in the has since grown into an expert in all things aluminium and glass. knowledge that West Coast Aluminium and Glass are on hand Celebrating 25 years of being the best in the west, the company is to support and provide best-in-class service. the country’s most respected specialist in the industry.

Within the construction industry, the company’s main services for residential and commercial developments include, but are not limited to: • aluminium windows (customised or standard) • aluminium doors • Safety gates • Sliding doors • Garage doors

Visit our website to learn more: www.wca.com.na

K NEUMAYER CIVIL CONTRACTORS AFRICA

“ O U R R O OTS A R E N OT E X T E R N A L O R T E M P O R A RY – T H E Y A R E E M B E D D E D I N T H E TOW N S A N D R E G I O N S W H E R E W E O P E R AT E . T H AT L O C A L G R O U N D I N G G I V E S U S A N O P E R AT I O N A L A D VA N TA G E T H AT C A N N O T B E R E P L I C AT E D B Y S H O R T-T E R M O R E X T E R N A L LY D R I V E N CO N T R AC TO R S ” – J O H N M I T C H E L L , M A N A G I N G D I R E C T O R , K N E U M AY E R C I V I L C O N T R A C T O R S

Elsewhere, the AFS plant in partnership with NAMDEB offers a truly one-stop solution for clients.

The facility’s SMPP scope includes items like bins, chutes, conveyers, and transfer buildings, with K Neumayer covering site installation and commissioning as well as bulk earthworks and civil operations.

“This is a good example of multidisciplinary execution under 106 | Mining Outlook Issue 15

one contractor structure,” Mitchell acclaims.

Meanwhile, the Twin Hills Gold Project (Twin Hills) – led by Osino Resources – is significant for Namibian contractors because it represents a major development in investor interest.

From K Neumayer’s perspective, Twin Hills expands its capabilities in three ways.

Firstly, the execution of this large-scale project pushes programme discipline, construction methodology, and coordination across multiple adjacent workforces.

Projects such as Twin Hills also call for higher project-control maturity, encouraging stronger reporting cadence, commercial discipline, and integrated planning.

K NEUMAYER CIVIL CONTRACTORS AFRICA

AFRISALES INVESTMENTS GROUP

COMPANY PROFILE

Our commitment is not just to hire equipment, but to provide a partnership that adds measurable value on site.

EQUIPMENT RENTALS:

Afrisales Investments Group is a trusted equipment hire partner to K Neumayer, providing reliable access platforms and telehandler’s that support demanding mining and industrial operations across Namibia.

Heavy Lifting Equipment (HLE)  Boom Lifts – 12 meters TO 28 meters  Cranes – Mobile Truck Mounted Cranes Terrains, Rough Terrains and Crawlers 16Ton TO 750Ton  Telehandlers – 4Ton, 17meter reach

Afrisales Investments Group CC is the Namibian Partner for Johnson Crane Hire (Pty) Ltd.

Afrisales Investments Group CC Registered Address: Erf 439 Palladium Street Prosperita

Our relationship is built on consistency, safety, and performance - ensuring K Neumayer has the right equipment available when and where it is needed.

Registered in: Namibia | Registration No: CC/2017/10380 +264 81 448 7191 / +264 85 242 7191 afrisales.lifts@outlook.com Afrisales Investments Group CC – Crane Hire

Beyond equipment supply, Afrisales Investments Group delivers continuous technical support, preventative maintenance, and rapid response service to minimise downtime and keep operations running efficiently. Our experienced technical team works closely with K Neumayer to ensure optimal machine performance under challenging site conditions, aligning with strict operational and safety standards.

Through dependable service delivery, modern equipment solutions, and hands-on support, Afrisales Investments Group plays a key role in enhancing productivity and operational continuity for K Neumayer’s mining and construction projects.

Crane Hire | Telehandler | Platforms We Deliver Power Without Limits

Windhoek | +264 61 257 440

www.ddpagencies.com

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“ O U R G O A L I S T O N O T O N LY D E L I V E R P R O J E C T S T O D AY, B U T A L S O C O N T R I B U T E T O B U I L D I N G T H E N E X T G E N E R AT I O N O F NAMIBIAN CONSTRUCTION AND MINING PROFESSIONALS” – J O H N M I T C H E L L , M A N A G I N G D I R E C T O R , K N E U M AY E R C I V I L C O N T R A C T O R S

Thirdly, it encourages transferable systems, whereby the learnings developed during the construction phase translate directly into other projects and the broader industrial network.

The key to success in all these projects lies in a strong supplier network – something K Neumayer deeply values.

“The supply chain is not a 108 | Mining Outlook Issue 15

back-office function in our world – it’s a primary driver of project certainty,” Mitchell affirms.

Indeed, in the mining and industrial space, project programmes often live or die on lead times, availability of spares and consumables, fabrication throughput, transport and delivery, and capability and safety compliance – components that are dependent on

strong supplier partnerships.

“That’s why we treat key suppliers and partners as an extension of our delivery capability – aligned on safety, quality, and response time,” he tells us.

LONG-TERM INDUSTRY STRENGTH Alongside a robust supplier network, K Neumayer firmly believes sustainable growth is built on the strength, capability, and character of its employees.

“Equipment and systems are important, but it’s ultimately our teams on the ground that deliver quality, safety, and performance. For this reason, people development is not incidental to our strategy – it’s central to it,” Mitchell reflects.

EXCELLENCE WE DO THE JOB RIGHT THE FIRST TIME. INTEGRITY NO SHORTCUTS. NO CORRUPTION. NO K NEUMAYER CIVIL CONTRACTORS EXCUSES. AFRICA SAFETY EVERYONE GOES HOME SAFE. EVERY DAY. ACCOUNTABILITY WE OWN OUR RESULTS. GROWTH WE GROW OUR SKILLS, OUR COMPANY, AND OUR IMPACT. OUR COMMITMENT WE ARE NOT JUST BUILDING PROJECTS. WE ARE BUILDING REPUTATIONS. WE ARE BUILDING CAREERS. VISION OUROUR VISION CORE VALUES VISION WE ARE BUILDING FAMILIES. OUR OUR EXCELLENCE WE SEEK TO BECOME NAMIBIA’S LEADING ELECTRICAL TO BECOME NAMIBIA’S LEADING ELECTRICAL, TO BECOME NAMIBIA’S LEADING ELECTRICAL, WE ARE BUILDING THE FUTURE OFWE NAMIBIA. DO THE JOB RIGHT THE FIRST TIME.COMPANY, CONTROL AND INSTRUMENTATION COMPANY, SETTING CONTROL & INSTRUMENTATION CONTROL & INSTRUMENTATION COMPANY, THE NATIONAL STANDARD FOR EXCELLENCE, SAFETY, SETTING THE NATIONAL STANDARD FOR INTEGRITY SETTING THE NATIONAL STANDARD FOR AND INTEGRITY, WHILST CREATING SUSTAINABLE NO SHORTCUTS. NO CORRUPTION. NO EXCUSES. EXCELLENCE, EXCELLENCE, SAFETY, AND OF INTEGRITY — WHILE SAFETY, AND INTEGRITY — WHILE OPPORTUNITIES THAT UPLIFT THOUSANDS FAMILIESCREATING SAFETY SUSTAINABLE OPPORTUNITIES THAT CREATING ACROSS THE NATION.SUSTAINABLE OPPORTUNITIES THAT UPLIFT THOUSANDS OFSAFELY FAMILIES. EVERYONE GOES HOME EVERY DAY. UPLIFT THOUSANDS OF FAMILIES.

RAYLEC RAYLEC ELECTRICAL CC ELECTRICAL CC

OUR MISSION

ACCOUNTABILITY OUR WE MISSION OWN OUR RESULTS WITH PRIDE. WE DELIVER HIGH-QUALITY, RELIABLE ELECTRICAL, OUR MISSION WE DELIVER HIGH-QUALITY, RELIABLE EC&I CONTROL, AND INSTRUMENTATION (EC&I) SOLUTIONS GROWTH WE DELIVER HIGH-QUALITY, RELIABLE EC&I SOLUTIONS TO MINING, INDUSTRIAL, TO THE MINING, INDUSTRIAL, RENEWABLE, AND WE GROW OURTHE SKILLS, OUR COMPANY, SOLUTIONS TO THE MINING, INDUSTRIAL, RENEWABLE, AND COMMERCIAL SECTORS. COMMERCIAL SECTORS. AND OUR IMPACT.

Tel: +264 64 221 863 | admin@raylec.com.na

RENEWABLE, AND COMMERCIAL SECTORS.

PRIDE IN OUR WORKMANSHIP. WE TAKE PRIDE IN OUR WORKMANSHIP, HONOUR OUR WE TAKE COMMITMENT WE TAKE PRIDE IN OUR WORKMANSHIP. WE HONOR OUR COMMITMENTS. COMMITMENTS, BUILD LONG-TERM PARTNERSHIPS, WE ARE NOT JUST BUILDING PROJECTS; WE HONOR OUR COMMITMENTS. WE BUILD PARTNERSHIPS. WE ARELONG-TERM BUILDING REPUTATIONS. AND WORK HARD TO DEVELOP OUR PEOPLE.

WE BUILD LONG-TERM PARTNERSHIPS. WE DEVELOP OUR PEOPLE. WE DEVELOP OUR PEOPLE. OUR CORE VALUES OUR CORE VALUES EXCELLENCE EXCELLENCE WE DO THE JOB RIGHT THE FIRST TIME. WE DO THE JOB RIGHT THE FIRST TIME. INTEGRITY INTEGRITY NO SHORTCUTS. NO CORRUPTION. NO NO SHORTCUTS. NO CORRUPTION. EXCUSES. NO Tel:EXCUSES. +264 64 221 863 | admin@raylec.com.na SAFETY EVERYONE GOES HOME SAFE. EVERY DAY. SAFETY ACCOUNTABILITY EVERYONE GOES HOME SAFE. EVERY DAY. WE OWN OUR RESULTS. ACCOUNTABILITY GROWTH WE OWN OUR RESULTS. WE GROW OUR SKILLS, OUR COMPANY, AND GROWTH OUR IMPACT. WE GROW OUR SKILLS, OUR COMPANY, AND OUR COMMITMENT OUR IMPACT. WE ARE NOT JUST BUILDING PROJECTS. OUR COMMITMENT WE ARE BUILDING REPUTATIONS. WE ARE NOT JUST BUILDING PROJECTS. WE ARE BUILDING REPUTATIONS. WE ARE BUILDING CAREERS. hello@steelafrica.com | www.steelafrica.com WE ARE BUILDING FAMILIES. WE ARE BUILDING CAREERS. WE ARE BUILDING THE FUTURE OF NAMIBIA. WE ARE BUILDING FAMILIES. WE ARE BUILDING THE FUTURE OF NAMIBIA.

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Mining Outlook Issue 15 | 109

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Comprising just over 1,000 team members, K Neumayer’s workforce spans artisans, engineers, project and construction managers, quantity surveyors, and associated support staff.

The company prioritises practical and site-based learning, which is integral given mining and civil environments are technically demanding.

Therefore, extensive competence is developed from exposure to these real-world conditions, with K Neumayer’s approach encouraging progressive responsibility and crossfunctional exposure to civil, SMPP, surveying, and plant operations.

The company also offers direct mentorship from experienced supervisors and project leaders, who set clear performance benchmarks linked to project outcomes.

“This ensures learning is measurable and aligned with operational excellence,” Mitchell tells us.

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ATEMI CONSTRUCTION Atemi Construction is a valued partner supporting K Neumayer’s Rosh Pinah operations through the reliable supply of oils and lubricants for its plant and equipment fleet.

“In heavy civil and mining environments, equipment uptime is directly linked to disciplined maintenance and the consistent availability of quality consumables,” Mitchell informs.

Therefore, Atemi Construction’s ability to provide dependable supply and maintain product availability ensures K Neumayer’s machinery operates efficiently and reduces the risk of unplanned downtime.

“Supplier continuity is critical in remote operating environments such as Rosh Pinah, and strong supplier relationships make a measurable difference to performance and productivity.”

K Neumayer also strives to develop technical and leadership capabilities across its staff base, prioritising supervisory and frontline leadership growth, accountability in programme and cost management,

and exposure to planning, reporting, and commercial disciplines.

“We aim to create technically strong professionals who understand both execution and responsibility,” he sets out.

K NEUMAYER CIVIL CONTRACTORS AFRICA

Atmei Construction provides turnkey fuel and lubricant infrastructure solutions for mining, industrial, aviation, and commercial sectors. Services include the design, fabrication, installation, and commissioning of aboveground and underground tanks, bulk storage, delivery points, container lube stations, diesel bowsers, lube service units, aviation refuelling systems, and batching systems for underground mines. Expertise extends to electrical reticulation, electronic fuel management systems, fire suppression, waste oil recovery, and environmental compliance.

End-to-end capabilities also cover service station and truck stop design, civil works, safety systems, and ongoing maintenance.

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KEEPING PROJECTS MOVING

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KEEPING PROJECTS MOVING Sandworx specialises in high-performance plant hire and bulk crushing and screening, delivering production-focused solutions to mining, infrastructure, and major construction projects.

Our comprehensive fleet includes dozers, graders, vibrating drum rollers, articulated dump trucks, water bowsers, mobile jaw and cone crushers with screens, track excavators with hydraulic hammers, frontend loaders, TLBs, tipper trucks, low-bed transport services, and crane trucks.

With modern equipment, skilled operators, and a strong focus on uptime and efficiency, Sandworx provides dependable, scalable solutions that keep projects moving and productivity at its peak.

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Suremix Readymix Concrete delivers strength you can trust.

Based in Namibia, we serve residential, industrial, commercial, and infrastructure developments with high-quality ready-mix concrete in a wide range of strengths, including specialised mixes tailored to client requirements.

Our services also include the manufacture and delivery of construction aggregates, bulk earthworks, precast concrete products and the production and delivery of pavers and bricks. With modern plants, a dependable fleet, and strict quality control, Suremix partners with clients to deliver durable, efficient, and cost-effective construction solutions.

Head Office Phone: +264 833 3434 77 Email: walvis@suremix.com.na www.suremix.com.na

Mining Outlook Issue 15 | 111

All these employee training elements tie into the company’s overarching goal of long-term capability building in Namibia, as it actively supports practical training pathways and collaborates with institutions such as the Namibia Institute of Mining and Technology (NIMT) to strengthen technical skills within the industry.

LEAVING A POSITIVE FOOTPRINT Corporate social responsibility (CSR) equally stands as a cornerstone of K Neumayer’s success, as it isn’t treated 112 | Mining Outlook Issue 15

as a marketing exercise but a practical commitment to improving the communities in which it operates.

“As a Namibian company with deep roots in towns such as Rosh Pinah, Swakopmund, and the surrounding regions, we recognise our long-term success is directly linked to the wellbeing and development of these communities,” Mitchell acknowledges.

As such, K Neumayer has a steadfast approach to CSR, with the strong belief that education is the foundation of sustainable development.

The company actively supports schools in operational areas, provides

infrastructure improvements and maintenance support, donates essential materials and equipment, participates in school development initiatives, and encourages learners to pursue technical and vocational careers.

“By contributing to a better learning environment, we aim to create opportunity and aspiration for the next generation,” he emphasises.

K Neumayer equally stands by the fact that healthy communities are productive communities and therefore supports various healthfocused initiatives in the region.

K NEUMAYER CIVIL CONTRACTORS AFRICA

This includes assisting local health campaigns and awareness programmes, making contributions to community health-related initiatives where needed, and promoting safety, wellness, and preventative awareness amongst its workforce.

“For us, CSR is about responsible participation in the communities that host our projects. We operate with the understanding that our presence must leave a positive footprint – through education support, skills development, and improved community well-being.

“This is part of our identity as

a proudly Namibian company committed to building not only infrastructure, but also stronger communities,” Mitchell highlights.

As K Neumayer continues its work into 2026, the company maintains a strong focus on the future.

Indeed, it is prioritising securing and executing strategically aligned, profitable projects, as well as strengthening project controls and delivery governance to improve upon its ISO 9000 and 45000 standards.

Elsewhere, K Neumayer aims to build upon its in-house training applications that will enable semi-skilled

workers to reach the next level of understanding and qualify as artisans.

“Our goal is to not only deliver projects today, but also contribute to building the next generation of Namibian construction and mining professionals,” Mitchell optimistically concludes.

Tel: +264 63 274 076 info@kneumayer.com

kneumayer.com Mining Outlook Issue 15 | 113

114 | Mining Outlook Issue 15

THOR EXPLORATIONS AFRICA

GOLDEN PROGRESS

Segun Lawson, CEO, updates us on the progress of Thor Explorations’ gold projects and corporate social responsibility activities across West Africa over the past year

Segun Lawson, CEO

Writer: Jack Salter | Project Manager: Thomas Arnold

Mining Outlook Issue 15 | 115

THOR EXPLORATIONS AFRICA

We continue to invest heavily in exploration and are positioning ourselves to build our second mine.”

Segun Lawson, CEO of Thor Explorations (Thor) – whom we previously interviewed in April 2025 – is bullish about the West African mining industry.

Indeed, there continues to be strong global demand for critical metals, whilst high gold prices will

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ensure there is continued interest and investment in the sector, ultimately leading to more exploration.

“We are seeing new large-scale projects being approved and financed, despite geopolitical uncertainty in some of the Sahel and West African countries, where we have witnessed regulatory uncertainty,” Lawson insights.

“Overall, I believe West Africa – which is still relatively underexplored

– remains one of the most attractive frontier mining regions globally.”

A West Africa-focused gold producer and exploration company, Thor’s current principal asset is the Segilola Gold Project (Segilola) in Nigeria – the country’s first large-scale gold mine – which is now in its sixth calendar year of production.

Having produced 92,000 ounces (oz) of gold in 2025, the company expects Segilola to produce between

THOR EXPLORATIONS AFRICA

75,000 and 85,000 oz this year and is carrying out exploration programmes to extend the mine life.

Given Thor’s capital expenditure (CapEx) at Segilola has already been completely repaid, any further oz discovery or mine life extension would be extremely value-accretive for the company.

“We’re aiming to delineate sufficient resources to transition

to an underground mine. We’ve had some success in drilling mineralisation underneath the pit and are now aiming to drill sufficient tonnage to justify an underground mine investment decision – we hope to achieve this by the end of the year,” Lawson sets out.

“Additionally, we’re exploring regionally within a 50-kilometre radius for potential satellite deposits that can be trucked to the Segilola

processing plant.”

At the moment, Thor’s priority is the utilisation of its Segilola cash flow to fund exploration activities across the company’s entire portfolio.

MULTI-ASSET PRODUCER Always open to exploring new opportunities, provided they fall within its desired remit, Thor’s projects are diversified by jurisdiction and development stage.

DOUTA PFS HIGHLIGHTS • Pre-tax project net present value at a five percent discount rate (NPV5%) of USD$908 million and internal rate of return (IRR) of 73 percent (100 percent equity basis) at a long-term gold price assumption of USD$3,500/oz.

• Post-tax project NPV5% of USD$633 million and IRR of 61 percent (100 percent equity basis) at a long-term gold price assumption of USD$3,500/oz, calculated using statutory Senegalese tax rates and excluding any fiscal incentives expected to be granted under the Mining Convention.

• Strong early cashflow, with gold production of 411,000 oz in the first four years of oxide and transitional ore feed at an all-in sustaining cost (AISC) of USD$1,493/oz, generating a pre-tax cashflow of USD$814 million – resulting in USD$561 million of net cashflow post repayment of project capital with an anticipated payback period of 11 months following the start of processing.

• Significant leverage to higher gold prices – at recent spot gold prices of circa USD$4,250/oz, the pre-tax NPV5% increases to USD$1.43 billion (100 percent equity basis) with an IRR of 102 percent and an anticipated payback of nine months from the start of processing.

• Long-life production profile delivering one million ounces (Moz) of gold from 37 million tonnes (t) of mill feed, grading an average of 1.03 grams per t of gold (containing 1.2 Moz) over 12.6 years of operations.

• Two-phase production profile comprised of the Oxide Ore Phase and the Primary Ore Phase.

• Low initial project capital of USD$254 million and life of mine (LOM) AISC of around USD$1,890/oz, supporting strong margins throughout the LOM. • Project is to be entirely funded from the company’s cash reserves and project financing.

• The Ministry of Environment approved the ESIA in January 2026.

Mining Outlook Issue 15 | 117

THOR EXPLORATIONS AFRICA

In addition to Segilola, the second mine Lawson refers to in his opening statement is the advanced-stage Douta Gold Project (Douta) in Senegal.

The company recently completed the Douta preliminary feasibility study (PFS) in January 2026, which has shown robust project economics, include a 12.6-year mine life with significant potential to grow.

“Since we last spoke, we announced the results of the Douta PFS, as well as an updated mineral resource estimate and a maiden mineral reserve. We also increased our economic interest in the Douta licences from 70 percent to 100 percent,” shares Lawson.

“The PFS confirms a robust, long-life gold project with strong economics, a substantial mineral reserve base, and a clear, accelerated

118 | Mining Outlook Issue 15

“SINCE WE LAST SPOKE, WE ANNOUNCED T H E R E S U LT S O F T H E D O U TA P F S , A S W E L L A S A N U P D AT E D M I N E R A L R E S O U R C E E S T I M AT E A N D A M A I D E N M I N E R A L R E S E R V E .

WE ALSO INCREASED OUR ECONOMIC I N T E R E S T I N T H E D O U TA L I C E N C E S F R O M 7 0 P E R C E N T TO 1 0 0 P E R C E N T ” – S E G U N L AW S O N , C E O , T H O R E X P L O R AT I O N S

pathway to development – underpinned by significant potential for further resource expansion.”

This positions Thor to advance its next development project, paving the way to become a multi-asset producer operating across two countries, with first production from Douta targeted for early 2028.

Elsewhere, the company is carrying out significant exploration activities in

Côte d’Ivoire, where it has assembled a portfolio of early-stage gold exploration licences.

In late 2025, Thor added another prospective early-stage exploration licence, taking its portfolio in the country to four.

Exploration work has continued on the Guitry Gold Project, where the company completed a comprehensive drilling programme.

Fembol Group x Thor Explorations Segilola: Delivering Reliable Logistics Solutions for Africa’s Mining and Industrial Sectors Fembol Group’s ability to manage such complex logistics requirements reflects its position as one of Africa’s fastest-growing supply chain and logistics companies. Its integrated approach enables clients to streamline operations, reduce risk, and maintain continuity in compliance-driven and high-stakes environments.

Fembol Group is a trusted logistics leader delivering innovative and reliable supply chain solutions to businesses operating across Africa and beyond. With over 20 years of industry experience, the company has built a strong reputation for excellence, reliability, and deep stakeholder networks within complex and regulated environments.

A key example of Fembol’s impact is its role in supporting Thor Explorations’ Segilola Gold Mining Project, Nigeria’s largest gold mining operation. Segilola has established itself as a benchmark for excellence in gold mining through innovation, compliance, and strategic Beyond mining, Fembol supports clients across a wide range of industries, including FMCG, oil and gas, manufacturing, healthcare, infrastructure, energy, and artificial intelligence (AI). The company delivers tailored, innovative, and AI technology-driven logistics solutions designed to meet each sector’s unique operational and regulatory requirements.

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investment. Fembol Group contributed to this success by ensuring the timely and fully compliant delivery of critical materials, equipment, and project cargo essential to mining operations.

Looking ahead to the year 2026, Fembol Group continues to strengthen its footprint across West Africa, while maintaining operations and partnerships that extend beyond the continent. As Africa’s mining and industrial sectors continue to attract global investment, Fembol Group remains focused on delivering reliable, scalable, and compliant logistics solutions that power sustainable growth across regions.

Supporting the Segilola Gold Project required specialised expertise and careful planning. Mining logistics involves the movement of sensitive and highly regulated shipments, including explosives used for blasting, mining-grade chemicals, and heavyduty equipment critical to extraction and processing activities. Through strict adherence to safety standards, accurate documentation, and close coordination with regulatory authorities and on-site teams, Fembol ensured that every delivery was executed safely, securely, and in line with operational timelines.

The company’s service offerings include: • International Procurement • Freight Financing • Air Freight • Sea Freight • Import and Export Logistics

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• Customs Brokerage • Inland Haulage • Project Shipments • Bonded Terminal Services • Warehousing All delivered through a single, integrated supply chain framework.

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THOR EXPLORATIONS AFRICA

At the Marahui Gold Project, meanwhile, further geological mapping and geochemical sampling generated a number of prospective drill targets, which commenced late in the year.

“We are now looking to achieve maiden resource levels at both of these properties by the end of FY26,” Lawson confirms.

Whilst gold remains Thor’s priority, the company still believes its lithium portfolio is prospective and can deliver significant value, particularly given the recent lithium price recovery.

“We’re continuing lithium exploration and looking to advance drilling programmes across our 600 square kilometres of prospective 120 | Mining Outlook Issue 15

tenures in Nigeria this year,” Lawson informs.

COMMUNITY ENGAGEMENT Thor’s strategy is to operate, develop, and explore mineral properties in accordance with international best practices, with a strong emphasis on health and safety, environmental stewardship, regulatory compliance, and responsible community engagement.

Over the last 12 months, Thor’s community engagement and social investment have remained focused on delivering commitments under community development agreements (CDAs), alongside broader corporate social responsibility (CSR) and livelihood restoration programmes.

In total, 30 community projects and programmes were delivered or initiated during 2025. Key initiatives completed during Q4 included: • Distribution of food palliatives (oil and rice) to elderly residents in the three host communities near Segilola.

• The sixth Segilola Gold Project Scholarship (SGPS) programme, supporting children from vulnerable households to remain in school.

• The fifth Segilola Women’s Initiative Programme (SWIP).

• Provision of minibuses to a host community as part of the Youth Empowerment Programme.

WHO WE ARE Juggernaut Industries Ltd is Nigeria’s foremost indigenous mining exploration and drilling company built on over a decade of delivering results in some of the continent’s most challenging environments.

Founded in Abuja in 2006, we combine experienced field teams with modern RC and Diamond Drilling rigs to deliver consistent, high-quality results across a wide range of geological environments.

JUGGERNAUT INDUSTRIES LTD

YOUR WORLD CLASS DRILLING PARTNER

Proudly Nigerian, our capabilities extend beyond borders — we are equipped and ready to mobilise anywhere in the world.

When you work with us, you gain a partner invested in your success from first hole to final result.

Established 2006 | Abuja, Nigeria | RC & Diamond Drilling | Decade of Experience DRILLING CAPABILITIES

HEALTH, SAFETY & ENVIRONMENT

SUPPORTING NIGERIA’S MINERAL FUTURE

Whether you are a junior explorer defining your first resource or a mining company in active production, we have the rigs, the people and the experience to deliver.

Safety is not a policy at Juggernaut it is a culture. Our HSE management system is built on global best practices, continuous staff training, and strict regulatory compliance.

Across thousands of operational hours and multiple active sites, we have maintained a record free of major incidents — and that is a standard we protect on every project we take on. Our people go home safe.

So do yours.

From the Federal Government’s NIMEP (National Integrated Mineral Exploration Project) exploration initiative targeting gold, base metals, and rare earths, to extensive RC programs unlocking Nigeria’s emerging lithium belt we have been at the forefront of the country’s most significant mineral discoveries.

Control(GC) drilling. These services are essential to resource definition, mine planning, orebody modelling, and day to day production management.

Through consistent technical precision, reliable performance, and a commitment to operational excellence, we help ensure that Segilola maintains world class standards in both exploration and production. Our ongoing involvement in this historic project reflects the strength of our capabilities and our dedication to advancing Nigeria’s mining industry.

A decade of experience drilling across projects ranging from large-scale resource definition programs to smaller targeted campaigns across Nigeria. We have drilled for gold in Niger State and the FCT, leadzinc across the Benue Trough, and lithium in Oyo State. Every project, big or small, gets the same commitment.

• Reverse Circulation (RC) Drilling • Diamond Drilling (DD) — Core Recovery • Blast Hole & Grade Control Drilling • Greenfield & Brownfield Exploration • Water Well & Geotechnical Drilling

PROJECT HIGHLIGHTS SEGILOLA GOLD MINE — A Landmark Achievement in Nigerian Mining.

Juggernaut is proud to contribute to one of the most defining milestones in Nigeria’s mining sector: the development of Thor Explorations’ Segilola Gold Mine, the nation’s first commercial scale gold operation.

We provide a full suite of drilling services at Segilola, including Reverse Circulation (RC), Diamond Drilling (DD), and Grade

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THOR EXPLORATIONS AFRICA

“Additional initiatives included a medical outreach programme for residents of the three host communities and the introduction of ‘Seguncare’, which provides medication support for residents with long-term health conditions,” highlights Lawson.

In December, Segilola Resources Operating Limited (SROL), together with SINIC – a key contract partner at Segilola – also hosted a Christmas event for children from the three host communities.

Local employment and procurement also remained a key component of the company’s contribution to economic development in 2025.

Total employment associated with Segilola reached 2,026 personnel in 2025, of which 99 percent are Nigerian nationals.

Moreover, 86 percent of the total procurement budget for Segilola was spent within Nigeria during 2025, supporting local businesses and supply chains.

ESIA APPROVAL In Senegal, environmental, biodiversity and social baseline studies were undertaken last year to support the Douta PFS. An Environmental and Social 122 | Mining Outlook Issue 15

“ W E C O N T I N U E T O I N V E S T H E AV I LY I N E X P L O R AT I O N A N D A R E P O S I T I O N I N G O U R S E LV E S T O B U I L D O U R S E C O N D M I N E ” – S E G U N L AW S O N , C E O , T H O R E X P L O R AT I O N S

Impact Assessment (ESIA) was submitted to Senegalese government authorities in March and subsequently updated in August following comments from the Inter-Ministerial Review Committee.

Additional community consultations undertaken in September and October were incorporated into the final ESIA submission in November.

The ESIA received approval in January 2026, covering Phase 1 (Oxide Ore Phase) oxide ore processing and associated infrastructure.

Phase 2 (Primary Ore Phase) development, which includes refractory ore processing and modifications to the water storage dam and tailings management facility, will be addressed through a future amendment to the EIA. “Baseline studies indicate generally favourable environmental conditions and manageable biodiversity sensitivities, with mitigation measures

incorporated into project design,” Lawson closes.

“No physical resettlement is anticipated; however, potential economic impacts will be managed through a Resettlement Action Plan and ongoing community engagement programmes.”

Reaching a final investment decision and commencing construction of Douta is one of three priorities for Thor in 2026.

The company is also focused on extending the mine life and achieving an underground mine investment decision at Segilola, as well as advancing its exploration portfolio in Côte d’Ivoire with its extensive drilling campaigns.

info@thorexpl.com

www.thorexpl.com

MOVING NIGERIA FORWARD, ONE MOLECULE AT A TIME

B

efore compressed natural gas (CNG) became a buzzword, Powergas was already on that road. For over a decade, we have been at the forefront of Nigeria’s CNG journey, thus pioneering virtual pipeline solutions that take gas from where it is produced to where it is truly needed i.e., companies like Thor Explorations, manufacturers, and energy users who demand reliability, efficiency, and scale.

At Powergas, we don’t wait for pipelines to arrive.

We build solutions that move energy today.

Through an extensive network of CNG mother stations, a robust fleet of high-capacity skids, and disciplined operations, we deliver compressed natural gas safely and efficiently to customers across Nigeria, thereby bridging infrastructure gaps and unlocking access to cleaner, more affordable energy. Our focus has always been clear: industrial reliability, operational excellence, and real impact.

With over 600 million standard cubic metres of gas delivered to the Nigerian market today, we have helped industries reduce costs, lower emissions, and operate with greater certainty, even in challenging environments.

We are trusted because we understand one simple truth: “energy is only valuable when it gets to the point of use.”

That is why our virtual pipeline model is engineered for uptime, safety, and scalability. From gas reception to compression, transportation, and delivery, every step is executed with precision, accountability, and deep technical expertise. We remain committed to supporting Nigeria’s gasled energy transition not with promises, but with performance; not with theory, but with proven delivery.

Powergas - taking gas from where it is to where Nigeria needs it most.

T +2348025914196 | info@powergas.com | www.powergas.com

Proudly Ghanaian-owned, Heath Goldfields LTD’s rev Mine is integral to national development. Managing D through the company’s commitment to

124 | Mining Outlook Issue 15

HEATH GOLDFIELDS LTD AFRICA

THE IMPORTANCE OF

INDIGENOUS MINING

vival of the 100-year-old Bogoso-Prestea Director, Patrick Appiah Mensah, talks us o building an indigenous mining platform Writer: Lucy Pilgrim | Project Manager: Josh Whiteside

Mining Outlook Issue 15 | 125

HEATH GOLDFIELDS LTD AFRICA

T

he gold mining industry in West Africa remains one of the most dynamic and strategically important mining regions globally.

It continues to benefit from a combination of highly prospective geology, long history of gold production, and increasing global demand for the resource as a safe-haven asset.

Countries like Ghana, in particular, have demonstrated regulatory maturity and a strong commitment to maintaining a stable and competitive mining environment – components critical for long-term investment.

Especially encouraging is the shift towards more responsible and sustainable mining practices demonstrated by a growing emphasis

126 | Mining Outlook Issue 15

on environmental stewardship, community engagement, and transparency.

This is reshaping how mining companies operate and are perceived, which is a positive development for both investors and host communities.

The industry is simultaneously becoming more sophisticated, with business leaders leveraging modern technology, improving operational efficiencies, and placing greater focus on value optimisation rather than just volume production, helping to unlock previously challenged assets and extend the life of mature mines.

“Importantly, we are also witnessing the rise of capable indigenous mining companies that are playing a more

prominent role in the sector.

“This is a significant milestone for the region, as it ensures that greater value is retained locally, builds technical capacity, and fosters longterm economic resilience,” opens Patrick Appiah Mensah, Managing Director of Heath Goldfields LTD (Heath Goldfields).

The burgeoning Ghanaian-owned gold mining company is focused on the revitalisation and development of the Bogoso-Prestea Mine (BogosoPrestea) – one of the country’s oldest and most strategically located gold assets located in the Western Region of the country.

“Overall, I would describe West Africa as a region of strong

HEATH GOLDFIELDS LTD AFRICA

“ O U R O B J E C T I V E I S N O T J U S T T O O P E R AT E A M I N E , B U T T O B U I L D A S U S TA I N A B L E , L O C A L LY A N C H O R E D M I N I N G B U S I N E S S T H AT D E L I V E R S L O N G -T E R M VA L U E F O R G H A N A WHILST SETTING A STRONG EXAMPLE F O R I N D I G E N O U S P A R T I C I P AT I O N I N T H E S E C TO R ” – PAT R I C K A P P I A H M E N S A H , M A N A G I N G D I R E C T O R , H E AT H G O L D F I E L D S LT D

fundamentals, evolving standards, and growing local participation.

For those who are disciplined, responsible, and committed to longterm value creation, it remains one of the most compelling gold mining frontiers in the world,” he adds.

STEWARDS OF A NATIONAL ASSET Located in the Western Region of Ghana, Bogoso-Prestea is one of the most established gold mining belts in the region, with over a century of production history and a substantial, compliant resource base.

Central to the mine’s redevelopment, Heath Goldfields’ core business revolves around responsible gold production, supported by both openpit and underground mining operations, as well as established processing infrastructure.

Beyond production, the company’s work extends to mine rehabilitation, asset turnaround, and sustainable mine development – key to its operating philosophy.

With a nationwide presence, Heath Goldfields’ head office is situated in Accra, supported by an operational base at Bogoso-Prestea.

“Whilst we are currently a singleasset operator, our strategy is to build a scalable, indigenous mining platform capable of delivering longterm value across the region,” Patrick shares.

From a workforce perspective, the company has already created over 1,400 direct and indirect jobs following the restart of BogosoPrestea’s operations, with a strong emphasis on local employment and skills development.

This reflects Heath Goldfields’ belief that sustainable mining must be anchored in community participation and local capacity-building.

Mining Outlook Issue 15 | 127

About us Alfield Engineering Limited is a registered Ghanaian engineering contracting company established in 2013 under the Companies Act (Act 179).

Our operations are built on a foundation of technical expertise, local experience, and uncompromising commitment to safety and quality.

Headquartered in Tarkwa, Alfield delivers end-to-end technical services in Electrical & Instrumentation (E&I), Structural–Mechanical– Piping–Platework (SMPP), Fire & Safety Systems, and Maintenance Support for the mining and industrial sectors.

With a highly trained team of engineers, supervisors, and technicians, Alfield provides practical, efficient, and sustainable engineering solutions that drive productivity and value for clients across Ghana and West Africa.

To be Africa’s most trusted indigenous engineering partner in delivering reliable and world-class solutions.

To deliver safe, innovative, and efficient engineering services that create value for clients and communities.

Our Values

Integrity We deliver on our promises with honesty and accountability.

Safety No job is successful unless it is done safely.

Excellence Quality workmanship and technical precision are our standard.

Teamwork Collaboration drives our success.

Innovation We embrace modern technologies to deliver smarter solutions.

Our Services At the core of our operations is a commitment to delivering reliable, efficient, and end-to-end industrial solutions. Our range of services is designed to support clients across multiple sectors with the expertise, technology, and operational excellence needed to keep projects running safely and smoothly.

Electrical & Instrumentation (E&I)

IT & Telecom Infrastructure

Operation & Maintenance (O&M)

Fire & Safety Systems

Our CEO

CEO’s Message

SMPP Works

Labour & Equipment Hire

Reliable Execution.

Proven Quality. Local Expertise.

At Alfield Engineering Limited, our journey since 2013 has been defined by one guiding principle — reliability through excellence.

From humble beginnings in Tarkwa, we have built a reputation as one of Ghana’s most trusted indigenous engineering contractors, supporting critical mining and industrial projects across the country.

Our commitment is simple: deliver value, uphold safety, and exceed expectations on every project, no matter the scale or complexity.

As we continue to grow, we remain driven by innovation, continuous improvement, and a passion for developing local talent that meets global engineering standards.

Through partnerships with leading project management and engineering firms, we have proven our ability to execute with precision and integrity.

The success of our recent works — including the full Electrical and Instrumentation (E&I) supply, fabrication, and installation for the Asante Gold Bibiani Sulphide Concentrate Recovery Project — reflects our capacity to deliver results that matter.

At Alfield, we believe that progress is built — not by chance, but by design, teamwork, and a relentless pursuit of quality.

We look forward to building the next phase of Africa’s industrial and mining future together.

– Ebenezer Eshun - CEO, Alfield Engineering Limited

T +233 24 681 7020 / +233 537940778 | E info@alfieldeng.com | enquiry@alfieldeng.com | W www.alfieldeng.com

HEATH GOLDFIELDS LTD AFRICA

HEATH GOLDFIELDS’ CURRENT PROJECTS Also noteworthy is the company’s broad stakeholder base, comprising government, regulators, local communities, contractors, and international partners, all tied together by a collaborative approach.

This ensures its operations are aligned with regulatory requirements whilst also delivering tangible socioeconomic benefits.

“At its core, Heath Goldfields is built on a simple but important principle: to develop a modern, responsible, and community-aligned gold mining business that meets international standards whilst remaining proudly Ghanaian.

“We see ourselves not just as operators of a mine, but as stewards of a national asset, committed to restoring Bogoso-Prestea into a sustainable and competitive operation for the long term,” Patrick prides.

Alongside the re-opening of Bogoso-Prestea, the company has a number of other key initiatives it is proud of.

Firstly, mobilising a modern mining fleet and strategic partnerships with Ghanaian contractors is particularly important – not only from an operational standpoint, but also as a demonstration of Heath Goldfields’ commitment to local content and indigenous participation in large-scale mining.

Secondly, the company has prioritised the stabilisation and safeguarding of critical mine infrastructure, particularly for underground workings. This is essential to ensuring safety, protecting the viability of the asset, and preventing further deterioration of a historically significant mine.

Thirdly, Heath Goldfields has initiated structured community engagement and support programmes aimed at rebuilding trust and ensuring alignment with its host communities as it restarts operations.

Fourthly, the Daakye Oil Palm Plantation is a flagship community development initiative designed to create sustainable livelihoods for host communities. The project drives local employment, supports smallholder participation, promotes inclusive economic growth, and empowers women and youth with skills and long-term income opportunities.

As a key pillar of Heath Goldfields’ community strategy, the initiative strengthens the company’s social licence to operate and reflects its commitment to responsible mining and shared value creation.

This is especially important given the history of the mine and the expectations

BOGOSO-PRESTEA

of local stakeholders.

As one of Ghana’s most historic gold-producing assets, BogosoPrestea plays an important role in reinforcing the country’s reputation as a responsible and credible mining jurisdiction.

“Whilst these may be considered foundational projects, they reflect our

130 | Mining Outlook Issue 15

disciplined approach, ensuring we get the fundamentals right from the outset so the mine can be rebuilt into a safe, efficient, and sustainable operation,” Patrick adds.

HEATH GOLDFIELDS LTD AFRICA

First gold pour at the goldroom

The mine is also a demonstration of Heath Goldfields’ commitment to stewardship.

“We are not approaching BogosoPrestea as a short-term opportunity, but as a strategic national asset that must be responsibly rebuilt, managed, and sustained for future generations,” Patrick states.

With this in mind, the company’s approach is anchored in strict regulatory compliance, international best practices, and a strong commitment to its environmental, social, and governance (ESG) framework.

Heath Goldfields is also investing in modern mining equipment, strengthening safety systems, and implementing structured mine planning to ensure efficient and responsible operations.

Bogoso-Prestea’s revival represents both a technical and social transformation, signified by the company’s focus on community engagement and local

Executives of Heath Goldfields interacting with the Chief Mining Inspector and other officials

participation as a fundamental pillar to sustainable mining.

“By prioritising transparency, stakeholder collaboration, and long-term value creation, we are not only revitalising a historic asset but also demonstrating that indigenous operators can meet and exceed global

industry standards,” he notes.

Beyond this, the company’s structured community engagements and agreements – such as employment frameworks and stakeholder consultations – mean its operations contribute meaningfully to local socioeconomic development.

Mining Outlook Issue 15 | 131

UNLOCKING LOCK-TERM VALUE As a wholly Ghanaian-owned company, Heath Goldfields is fundamentally aligned with the interests of the country and its people.

The company unlocks value on multiple levels; for instance, through responsible and sustained gold production, it contributes directly to national revenue, foreign exchange earnings, and economic stability.

Additionally, Heath Goldfields prioritises local employment, creating jobs, building technical capacity, and supporting the growth of Ghanaian contractors and suppliers.

“Importantly, as an indigenous operator, a greater share of the value generated is retained within the country, helping to strengthen local enterprise and reinvest in national development.

“Our objective is not just to operate a mine, but to build a sustainable, locally anchored mining business that delivers long-term value for Ghana whilst setting a strong example for indigenous participation in the sector,” Patrick states.

Contributing to this central mission is the company’s marriage of modern mining standards and deep local roots.

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“ H E AT H G O L D F I E L D S R E P R E S E N T S A S H I F T T O WA R D S L O C A L LY R O O T E D , P R O F E S S I O N A L LY M A N A G E D M I N I N G C O M P A N I E S T H AT C O M B I N E I N T E R N AT I O N A L S TA N D A R D S W I T H A D E E P U N D E R S TA N D I N G O F T H E L O C A L O P E R AT I N G E N V I R O N M E N T ” – PAT R I C K A P P I A H M E N S A H , M A N A G I N G D I R E C T O R , H E AT H G O L D F I E L D S LT D

“Heath Goldfields represents a shift towards locally rooted, professionally managed mining companies that combine international standards with a deep understanding of the local operating environment.

“We believe this model is critical not only for improving operational outcomes, but also for ensuring a greater share of value is retained within the country,” he urges.

On one hand, the company operates in line with international best practices, from safety systems and environmental management to disciplined mine planning and governance.

On the other, Heath Goldfields holds a deep understanding of the social, cultural, and economic context

in which it operates.

The amalgamation of these two forces allows the business to engage more meaningfully with its host communities, respond effectively to local challenges, and build trust that is often difficult to achieve through purely external operators.

It also enables the company to prioritise local content, employment, and partnerships, ensuring that a greater share of value is retained within the country.

“What differentiates us is the ability to deliver globally aligned, technically sound operations whilst remaining locally grounded, responsive, and accountable. In our view, that is what sustainable mining in Africa should look like going forwards,” he reflects.

HEATH GOLDFIELDS LTD AFRICA

Mining Outlook Issue 15 | 133

HEATH GOLDFIELDS LTD AFRICA

Patrick and other Heath Goldfields executives with the Paramount Chief of the Wassa Amenfi Traditional Area, Tetrete Okuamoah Sekyim II

COMMITTED TO SUSTAINABLE DEVELOPMENT ESG is not just a standalone function for Heath Goldfields, but a deeply embedded framework that drives how the business designs, operates, and grows.

From an environmental perspective, the company’s focus is on responsible resource management, rehabilitation, and strict adherence to regulatory standards.

“As we restart operations, we are implementing modern systems to manage water, tailings, and land use in a way that minimises our impact and protects the surrounding ecosystem,” Patrick expands.

On the social front, Heath Goldfields places strong emphasis on structured community engagement, transparency, and 134 | Mining Outlook Issue 15

MEANINGFUL MULTI-MILLION-DOLLAR INVESTMENTS Heath Goldfields’ investment strategy is designed to deliver both operational excellence and national value.

The company has a planned capital injection of approximately USD$500 million over the next five years, aimed at fully revitalising Bogoso-Prestea.

The fund will support mine redevelopment, the modernisation of equipment and processing infrastructure, and the establishment of safe, efficient, and sustainable operations over the coming years.

Beyond this, Heath Goldfields also recognises that sustainable mining must translate into meaningful impacts for its host communities.

As such, it has developed a five-year community development plan that will invest around USD$20 million directly into its catchment communities.

“Taken together, this approach reflects our commitment to building not just a successful mining operation, but a responsible, inclusive, and nationally impactful business that contributes to Ghana’s long-term development,” Patrick emphasises.

Heath Goldfields executives at the Prospectors and Developers Association of Canada

shared value creation. This includes conducting ongoing dialogue with traditional authorities, targeted investments through its community development programmes, and a clear commitment to local employment and enterprise growth.

Governance is equally critical to the company, as it operates with clear accountability, compliance, and disciplined oversight, ensuring that its activities meet both national regulations and international best practices.

“By integrating these principles into our day-to-day operations, we are able to build trust with our stakeholders, support responsible growth, and position Heath Goldfields as a credible, longterm operator that is committed not just to production, but also to

Heath Goldfields invests in employee education

sustainable development,” Patrick details.

A STRONG INDIGENOUS MINING PLATFORM In the coming year, Heath Goldfields’ primary focus is on stabilising and ramping up operations at Bogoso-Prestea in a disciplined and sustainable manner.

As such, the company is concentrating its efforts on protecting and securing critical mine assets whilst advancing structured planning to unlock both near-term production and long-term value from the resource base.

An equally important priority is the implementation of Heath Goldfields’ community development and local content programmes, which ensure the benefits of the

mine are felt meaningfully across host communities from the outset.

“We will continue to build a strong indigenous mining platform, positioning Heath Goldfields for future growth opportunities within Ghana and, over time, the broader West African region.

“Overall, our approach is deliberate: to establish a solid, credible operating base in the near term, whilst laying the groundwork for sustainable growth and long-term value creation,” Patrick concludes.

Tel: +233 256119400 info@heathgoldfields.com

heathgoldfields.com Mining Outlook Issue 15 | 135

AT THE

COAL

FACE OF CHANGE

As it navigates an increasingly complex mining landscape, JCI Mining’s recent digital transformation and long-standing people-focused culture have enabled it to stand out as a mining company with a difference. Matthew Abraham, Managing Director, outlines the company’s drive to create both efficiency and long-term value Writer: Lily Sawyer | Project Manager: Josh Whiteside

R

ichly endowed with a plethora of precious mineral commodities, the mining industry in South Africa (SA) continues to positively influence the national economy.

This is particularly true when it comes to creating employment and supporting regional development.

However, with recent commodity volatility, the sector is not without its challenges.

“Speaking from a contract mining 136 | Mining Outlook Issue 15

perspective, the sector has become a lot more complex to navigate of late,” adds Matthew Abraham, Managing Director of JCI Mining (JCI).

At the same time, cost pressures persist, whilst expectations around sustainability and responsible mining have increased significantly.

“This has become a very real part of our industry, particularly over the last 10 to 20 years,” he outlines.

As such, due to the sustained pressures and costs that come with making

such a transition, success in today’s mining landscape comes down to efficiency, adaptability, and discipline.

Indeed, companies that can adapt quickly, manage costs, and maintain strong safety standards will be those that succeed going forwards.

JCI has therefore built a resilient business that can perform consistently in changing conditions.

“It’s a very fluid industry, and our focus on creating long-term value has set us apart – not just for our

JCI MINING AFRICA

clients and employees, but also the communities we operate in,” Abraham points out.

TWO DECADES OF SUCCESS Established in 2007, JCI is approaching 20 years in the industry.

With a wide client base – from junior mining houses to larger corporations – the company’s focus is on thermal coal and hard coking coal.

“Our main footprint is predominantly in Mpumalanga, as well

as operations in Limpopo, supported by just under 1,500 staff including subcontractors,” Abraham insights.

One of JCI’s biggest operations is currently a hard coking coal project in Limpopo, which commenced in June 2025.

Strategically, the company is also looking to diversify into other areas, drawing on its leadership team’s experience across multiple commodities.

“So far, we’ve mainly expanded within coal, but as SA is blessed

with rich resources – from gold to platinum, manganese, and iron ore – diversification is a key objective for us going forwards,” he reveals.

Although its current focus is on building its capabilities beyond coal within SA, JCI is also keen to consider cross-border opportunities in the long term.

Driven by a combination of strong company culture, experienced teams, and disciplined execution, JCI stands out.

Mining Outlook Issue 15 | 137

JCI MINING AFRICA

“JCI is implementing Tectra Telematics to improve visibility across load and haul operations. The system provides real-time data on cycle times, equipment use, and production, helping teams make faster decisions, reduce idle time, and improve fleet performance” – M AT T H E W A B R A H A M , M A N A G I N G D I R E C T O R , J C I M I N I N G

The company also places great emphasis on accountability and collaboration with both its internal and external stakeholders, placing safety at the centre as a nonnegotiable foundation.

“We do the basics consistently well – planning, communication, maintenance, and operational control.

When those elements are aligned, the results follow,” Abraham affirms.

Having also recently developed fit-for-purpose operating models for various clients, JCI is recognised for its understanding of unique project complexities.

“Not every project requires the same set-up. The flexibility awarded by our fit-for-purpose 138 | Mining Outlook Issue 15

operating models allows us to remain agile whilst maintaining strong governance,” he tells us.

Ultimately, people are JCI’s greatest assets, with various training and development programmes in place.

“We’ve focused heavily on developing from within and creating clear pathways for growth, which has helped us build a strong team and retain talent.”

CROSS-COMPANY CONNECTIVITY Committed to remaining ahead of the curve when it comes to new and emerging technologies, JCI recently made the decision to implement Sage X3, a comprehensive enterprise

resource planning (ERP) software solution.

“Our older systems were functional, but we weren’t keeping up with the times,” Abraham admits.

Implementing the Sage X3 ERP system has been a transformational step for JCI, fundamentally changing how the company manages operations, data, and decision-making.

Previously, a lot of its processes – procurement, financial tracking, and inventory – were Microsoft Excel-driven and therefore quite fragmented, which meant limited visibility and more reactive decision-making.

With Sage X3 in place, the company now operates on a single source of

truth, with data that is more accurate and accessible across the business.

“Operationally, we’ve gained much better control over stock and costtracking, which allows us to respond faster and make more informed decisions in real-time,” he shares.

Elsewhere, JCI has implemented Pragma’s On Key enterprise asset management (EAM) system, which aligns maintenance planning with financial and supply chain data, enabling a more seamless flow of information and supporting predictive maintenance.

“The transition had its challenges, but we’re now really seeing the benefits. It’s also positioned us well for future growth – it’s scalable,

“So far, we’ve mainly expanded within coal, but as SA is blessed with rich resources – from gold to platinum, manganese, and iron ore – diversification is a key objective for us going forwards” – M AT T H E W A B R A H A M , M A N A G I N G D I R E C T O R , J C I M I N I N G

supports analytics, and enables artificial intelligence (AI) integration,” Abraham reflects.

In terms of the company’s broader digital transformation, it has also rolled out Microsoft 365 Copilot, enabling staff to automate and streamline processes and interact with data generated from Sage X3 more effectively.

One of the biggest benefits

afforded has been how JCI now captures, processes, and uses information, reducing the need for manual intervention and making data more accessible and actionable.

“Our operations run 24/7, so having real-time insight is critical. Previously, we might only see reports the next day – now, we can act immediately,” he adds.

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JCI MINING AFRICA

Microsoft 365 Copilot also automates routine tasks like reporting and document generations, freeing up JCI’s teams to focus on analysis and decision-making.

Abraham is keen to point out, however, that the use of Microsoft 365 Copilot is not just about automation, but cross-company connectivity.

“It’s building a connected, datadriven organisation that supports

140 | Mining Outlook Issue 15

efficiency and cost control,” he emphasises.

TALENT FROM WITHIN Set apart by its people-focused culture, JCI is proud of its ability to combine agility with discipline.

“As a privately owned company, we have a relatively lean structure which allows us to respond quickly to clients’ needs and changing market

conditions,” Abraham sets out.

At the same time, it maintains strong governance and operational controls, with a consistent focus on safety.

“There’s a strong reputational element in this industry, and the culture we’ve built here at JCI has enabled us to form long-term partnerships based on trust and reliability,” he smiles.

Minimising downtime through quality and proactive support In mining, every minute of unplanned downtime has a direct impact on production and cost efficiency. Probe IMT supports business critical continuity at JCI Mining by supplying top tier Tudor industrial batteries and OEM approved automotive and auto electrical components engineered for harsh mining environments.

Beyond supply, Probe IMT offers proactive field services and on site support. Through the use of digital diagnostic tools and predictive maintenance platforms, potential failures can be identified early, ensuring optimal battery performance and extended asset life while maximising equipment availability.

“Our focus is not only on component quality, but on ensuring uptime and long term asset value,” Roselt explains.

Enabling digital mines through resilient connectivity Real time data and robust communications are fundamental to modern mining safety and productivity. At JCI Mining’s MC Mining operation in Limpopo, Probe IMT is collaborating with Red Line Infrastructure to implement resilient Rajant Kinetic Mesh private 5G networks.

Gert Roselt, CEO of Probe IMT

Probe IMT solutions drive productivity, safety and uptime at JCI Mining

P

robe IMT is a trusted provider of integrated productivity, safety and digital solutions for the mining industry across Southern Africa. By partnering with global technology leaders and aligning innovations to site specific realities, Probe IMT enables mining operations to improve safety outcomes, reduce downtime and unlock measurable productivity gains.

Probe IMT’s technical solutions span real time monitoring and collision avoidance systems, fleet and asset management technologies, industrial batteries and auto electrical solutions, as well as HVAC, cabin filtration and operator safety systems.

Delivered as integrated solutions rather than standalone products, these technologies address critical safety, operational and compliance challenges faced by modern mining operations.

The partnership between Probe IMT and JCI Mining was initiated in 2021 with the supply of premium industrial batteries. Since then, the relationship has matured into a formalised, group wide engagement. Today, Probe IMT supports JCI Mining through a group supply agreement covering a broad range of critical industrial batteries and auto electrical components across multiple operations. “This progression reflects the tangible value delivered through targeted, operationally focused support,” says Gert Roselt, CEO of Probe IMT.

This advanced connectivity framework establishes a reliable communications grid across operational areas, enabling seamless data flow and eliminating operational blind spots.

The network forms the foundation for advanced digital solutions, including M3SH Technology real time sensors that support data driven decision making, enhanced situational awareness and improved safety outcomes.

Delivering integrated, future ready mining solutions The solutions deployed at JCI Mining represent only a portion of Probe IMT’s wider capabilities. What differentiates Probe IMT is its ability to integrate multiple technologies into cohesive, intelligent mining systems — from technical design and professional installation to ongoing site support, predictive maintenance and skills transfer.

“Leading mining organisations recognise that sustainable gains require more than incremental improvement,” says Roselt. “At Probe IMT, we partner with clients to fundamentally transform how operations are conducted, delivering safer, more productive and future ready mines. We are proud to partner with JCI Mining and look forward to continued shared success.”

For more information, visit www.probeimt.co.za or contact the Probe IMT team at: +27 (0)10 634 5605 | +27 (0)86 045 3789 Probe IMT operates branches across Sub-Saharan Africa with value added partners across the continent.

JCI’S SERVICES – AT A GLANCE JCI offers a comprehensive, end-to-end suite of mining services tailored to sitespecific requirements, including: • LOAD AND HAUL – Flexible fleet supporting a range of materials and largescale production volumes.

• MATERIALS HANDLING – Tailored solutions using loaders, articulated dump trucks, tippers, or road haulers.

• DEWATERING – Comprehensive systems for varied site conditions.

• DRILLING AND BLASTING – Full-service offering, including planning, design, execution, and monitoring.

• PLANT HIRE – Extensive equipment fleet available with strong mechanical support.

• MINE PLANNING – Value-added services covering planning and scheduling.

• SLURRY POND CLEANING – Pumping or load and haul methods depending on site conditions.

• REHABILITATION – Proven experience in delivering rehabilitation projects.

• CRUSHING AND SCREENING – Mobile solutions customised to client requirements.

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In this way, the company’s relationships with both local suppliers and surrounding communities are deeply important.

“Local suppliers support both our operations and regional economic growth,” Abraham highlights.

JCI prioritises working with local businesses where possible and also maintains a focus on job creation and skills development.

In many cases, the company has trained staff from the local area who have had no prior mining experience.

“It’s all about contributing to sustainable economic activity beyond the mine itself,” he adds.

Indeed, investing in its workforce is a central focus for JCI, with structured training, mentorship, and development programmes in place where employees can progress if they meet certain milestones.

“Building talent from within has been very successful for us – we’ve

JCI MINING AFRICA

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“Operationally, we’ve gained much better control over stock and cost-tracking, which allows us to respond faster and make more informed decisions in real-time” – M AT T H E W A B R A H A M , M A N A G I N G D I R E C T O R , J C I M I N I N G

seen people grow from equipment operators to management roles,” Abraham fondly remembers.

MORE THAN A TICK BOX As it anticipates the future, JCI’s milestone hard coking coal project in Limpopo remains a key focus.

“It could become one of the largest projects of its kind in SA, with both local and export potential,” Abraham remarks.

This project not only demonstrates JCI’s ability to mobilise efficiently and meet key targets with the first coal

produced on time, but it’s also scalable and has strong growth potential, which makes it particularly exciting.

Elsewhere, the company is continuing to explore opportunities in other commodities whilst maintaining existing operations.

Projects aside, what really matters to JCI going forwards is investing in the communities around it – something Abraham feels very strongly about.

“We make a deliberate effort to contribute to these communities.

Beyond just the economic side, we

focus on youth development – from education to bursaries and supporting at-risk children,” he prides.

JCI is also heavily involved in supporting youth sports, which it sees as a strong unifying force amongst communities.

“In short, our approach to community is practical. We want to make a real, tangible difference – not just tick a box,” Abraham boldly concludes.

Tel: (013) 246 1826 info@jcimining.co.za

www.jcimining.co.za

Mining Outlook Issue 15 | 143

CARGO AT THE CORE From point of origin to consumption, Nucleus Mining Logistics is on a mission to transform African mine supply chains by providing precise, end-to-end cargo solutions. Claire Clark, CCO, reflects on the group’s ability to provide stability and its continued focus on controlled growth Writer: Lily Sawyer | Project Manager: Ryan Gray

H

aving transformed dramatically in recent years, Southern Africa’s logistics environment has shifted from a state of critical, fragmented infrastructure towards a more integrated, digitalised ecosystem designed to boost regional trade.

“When I first entered the industry, 144 | Mining Outlook Issue 15

logistics was largely transactional – moving cargo from A to B – whereas today it is strategic and integrated,” introduces Claire Clark, CCO of Nucleus Mining Logistics (NML).

A mine is often seen as a single operation, but in reality, it functions like a complex machine made up of many interconnected parts.

“If one component stops, everything stops – and the supply chain is one of the most critical components,” Clark adds.

Today, mining companies require partners who understand regulatory frameworks, border dynamics, infrastructure constraints, and risk management across multiple countries.

NUCLEUS MINING LOGISTICS AFRICA

“The supply chain has become just as critical as the mine itself; if you cannot move equipment, reagents, or products reliably, production stops,” she outlines.

The industry has also seen a shift from siloed service providers to fullsolution logistics partners, with clients placing greater emphasis on visibility,

accountability, and predictably.

As such, logistics is no longer just support function – it’s a production enabler.

LOGISTICS LIFECYCLE As a specialised mining supply chain group, NML supports complex African trade corridors, linking international

suppliers to inland mining operations and onward to global markets.

NML’s involvement in the supply chain begins at the order placement stage, assisting with supplier expedition, consolidation, and coordination of project cargo and mining reagents across sea, road, air, and multimodal transport.

Mining Outlook Issue 15 | 145

NUCLEUS MINING LOGISTICS AFRICA

Cargo moves through NML’s regional network into the mine’s central warehouse for distribution across site operations, and the cycle continues outbound, turning trucks around with exportable metals such as copper, zinc, cobalt, and tin, to name just a few.

The group also manages escorts where required, coordinating port offloading and distributing products internationally.

“In simple terms, we support the entire logistics lifecycle from supplier to mine to the world,” Clark surmises.

NML employs over 100 people, with teams positioned strategically along the corridors it serves.

“Our client base includes mining houses, construction and engineering contractors, engineering, procurement, and construction management (EPCM) firms, equipment manufacturers, project developers, industrial suppliers, and international trading companies operating within the resources sector,” she outlines.

To achieve this, the group operates through a structured regional network comprising several resources which, together, create an integrated corridor solution.

“We’re not simply moving cargo across borders – we’re building stable supply chains across the region,” Clark prides.

“For our business, it is one of the most valuable platforms for visibility and collaboration because decisions in

NML PARTICIPATED IN AFRICAN MINING INDABA IN FEBRUARY. HOW DID THE GROUP RESONATE WITH THIS YEAR’S THEME, ‘STRONGER TOGETHER: PROGRESS THROUGH PARTNERSHIP’?

Claire Clark, CCO: “This theme reflects exactly how mining supply chains operate in Africa. No project succeeds in isolation.

“Mines, logistics providers, governments, communities, and suppliers all depend on one another.

At NML, partnership is not marketing language – it is our operating model.

“African Mining Indaba provides a rare opportunity for the entire industry to meet in one place. It allows us to engage directly with clients, service providers, and new market participants, strengthen existing relationships, and develop new ones through meaningful discussions rather than formal presentations.

146 | Mining Outlook Issue 15

mining are built on trust, and trust is built through engagement.”

In addition, NML is a member of the CrossTrades Network, enabling global access to trusted logistics partners in key origin countries and seamless coordination of international supplier movements into African corridors.

“Our business supports both long-term operational mine supply chains and large-scale project cargo movements, with structured teams across commercial, operational, compliance, and border management functions,” she details.

TRUSTED ECOSYSTEMS With a strong customer-focused model, collaborative and strategic partnerships enable NML to solve the challenges facing today’s supply chain.

“Africa cannot be serviced through a single company alone – success here is built on trusted ecosystems,” Clark emphasises.

As such, the group partners with transporters, clearing agents, regulators, local operators, and clients themselves.

“By integrating these relationships rather than competing against them, we remove friction points in the supply chain,” she insights.

According to Clark, mining operations are like large machines – highly sophisticated, but dependent on many smaller moving parts working together.

“Logistics is one of those essential cogs. When it functions correctly, production flows; when it doesn’t, the entire operation feels it. Our role is to ensure this critical hub keeps on turning.

“Our philosophy is simple: we don’t just manage cargo – we manage it responsibly,” Clark asserts.

As such, partnerships allow NML to proactively solve problems such as border congestion, permit delays, and infrastructure constraints before they become operational disruptions.

With a proven track record, quality resources, strategic planning abilities,

“ O U R R O L E I S T O M A K E T H E S E O P E R AT I O N S P R E D I C TA B L E I N E N V I R O N M E N T S T H AT A R E I N H E R E N T LY U N P R E D I C TA B L E ” – CLAIRE CLARK, CCO, NUCLEUS MINING LOGISTICS

and 25+ years of experience, the group is able to deliver best-in-class logistics solutions.

“Our experience allows us to anticipate problems rather than react to them,” Clark says.

NML builds supply chain strategies around border realities, regulatory compliance, infrastructure limitations, risk exposure, and contingency planning.

“Instead of promising speed, we promise reliability – which ultimately delivers speed,” she adds.

In this way, the group has supported large mine construction projects as well as long-term operational supply chains.

This combination grants NML the ability to design logistics that work both during ramp-up and steadystate production.

OWNERSHIP MENTALITY Standing out from the competition, NML operates with an ownership mentality.

“Whereas many logistics companies simply execute instructions, we challenge them if they introduce risk,” Clark points out.

The group also maintains an operational presence in the regions it services, with Africa unable to be manged entirely remotely.

Thus, its teams are strategically

positioned along trade corridors, enabling real-time intervention where required.

“Clients trust us because we communicate honestly – even when the answer is not convenient,” she reveals.

As it continues to support supply chains into the Central African Copperbelt – one of the world’s most important critical mineral regions – NML is keen to showcase its work in the area.

These projects are significant because they directly contribute to the global energy transition; copper and cobalt supply chains must be suitable for electrification and renewable energy development worldwide.

“Our role is to make these operations predictable in environments that are inherently unpredictable,” Clark outlines.

Mining Outlook Issue 15 | 147

PEOPLE BUSINESS

NML’S STRUCTURED REGIONAL NETWORK NUCLEUS MINING LOGISTICS (PTY) LTD – SOUTH AFRICA – South African operations form the backbone of the group. From NML’s Johannesburg cross-docking hub and Durban bonded warehouse, it manages consolidation, compliance, documentation control, and cargo coordination before freight enters inland corridors. Full loads and abnormal cargo are loaded directly from suppliers or the port to minimise on handling.

NML ZAMBIA LTD – NML’s Zambia entity mirrors the group’s South African structure and provides bonded storage and in-country coordination within the Copperbelt, stabilising deliveries closer to mine sites and reducing crossborder pressure.

NUCLEUS LOGISTICS NAMIBIA (PTY) LTD – The Walvis Bay operation provides a bonded transit facility through Namibia, supporting both inbound mining equipment and outbound mineral exports and enabling efficient movement in and out of the region.

CONGO PROJECT LOGISTICS SARL – NML’s in-country execution arm in the Democratic Republic of the Congo (DRC) provides local operational capability and direct support to mine sites through receiving, staging, and distribution activities.

CONGO SUPPLY CHAIN DNM SARL – Manages compliant in-country procurement and Regulatory Authority for Subcontracting in the Private Sector (ARSP)-aligned supply within the DRC, allowing mining companies to meet local content requirements whilst maintaining international standards of quality and traceability.

148 | Mining Outlook Issue 15

As it seeks to empower staff and recognise their important contributions, NML understands that logistics is a ‘people business’.

“We invest strongly in training and upskilling because our industry evolves constantly,” Clark informs.

As such, NML’s team is encouraged to understand the full supply chain – not just their individual role – when it comes to growing within the business.

Indeed, many staff have been with the group since its earliest days and grown alongside it.

A focus on teamwork and a positive working environment means individuals feel trusted to take ownership and make important decisions.

“At NML, recognition is not only formal; it comes through responsibility, inclusion, and knowing your contribution keeps a mine running, “If our people grow, our group grows – simple as that,” Clark asserts.

Elsewhere, NML participates in corporate social responsibility (CSR) practices, particularly around education, as it recognises longterm economic participation is fundamentally linked to access by quality learning.

For this reason, its corporate social investment (CSI) initiatives are coordinated at group level, which has seen NML partner with Masibambane College and Community Centre in Johannesburg and Education Africa – an organisation specialising in early childhood development and marimba music programmes.

“Research consistently demonstrates that early cognitive stimulation is one of the most effective interventions for improving lifelong learning ability, curiosity, and ultimately employability and entrepreneurship,” she observes.

“Our approach is therefore not charity-driven, but capability-driven.”

NUCLEUS MINING LOGISTICS AFRICA

Supply Sphere Solutions (SSS): Your Strategic Partner in Procurement and Logistics Across Africa Based in South Africa, Supply Sphere Solutions (SSS) provides comprehensive procurement and logistics services tailored for clients across the African continent.

Our expertise lies in sourcing high-quality materials and finishes, while expertly managing supply chains with transparency, consistency, and precision.

Leveraging an extensive network of trusted suppliers and strategic purchasing strategies, we coordinate every aspect of procurement, warehousing, and distribution to ensure seamless movement of products from source to site. Our robust cross-border logistics capabilities enable clients to access competitive offerings while maintaining reliable timelines and cost certainty.

By handling the complexities behind the scenes, Supply Sphere Solutions empowers our clients to concentrate on design, project delivery, and execution, confident that their sourcing and logistics needs are managed with care, accuracy, and long-term reliability.

You envision it. We source it. We deliver it.

+27 12 687 1000 info@supplysphere.co.za www.supplyspheresolutions.co.za

“ W E ’ R E N O T S I M P LY M O V I N G C A R G O A C R O S S B O R D E R S – W E ’ R E B U I L D I N G S TA B L E S U P P LY C H A I N S AC R OSS T H E R E G I O N ” – CLAIRE CLARK, CCO, NUCLEUS MINING LOGISTICS

FUTURE FOCUS As it looks to the future, NML’s focus is on controlled growth.

Over the past three years, the group has experienced significant expansion across its corridors and service offerings, and its objective now is to continue this trajectory in a structured and sustainable way.

“We aim to strengthen our African corridor presence, expand our infrastructure support capabilities, deepen strategic partnerships with mines and original equipment manufacturers (OEMs), and continue building predictable supply chains in complex jurisdictions,” Clark details.

The group has also recently

undergone a rebranding process, which reflects the maturity of the business and the integrated structure it has built.

“Our rebrand is not simply visual – it represents clarity of identity, alignment across our regional entities, and our commitment to operating as a unified supply chain partner across Africa,” she excites.

“Growth for us is measured in reliability, not just volume.”

One of the most humbling parts of NML’s journey so far is that its growth has been driven by people.

“Our clients have trusted us, our service providers have supported us, our employees have carried the

business forwards, and the countries we operate in have welcomed us.

Relationships, partnerships, and service have been fundamental to our success,” Clark acknowledges.

With Africa increasingly at the centre of global supply chains, particularly with a growing international focus on critical minerals from both Eastern and Western markets, its mining sector is booming.

“Regardless of where investment originates, these mines need stable supply chains – and that is where experienced regional partners are essential.

“We don’t believe we operate in Africa – we operate Africa,” Clark confidently concludes.

Tel: +27 (0)11 568 9500 info@nucleusml.co.za

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SAMA BTP & MINING AFRICA

FORGING PROSPERITY AND PROGRESS With global standards and local expertise, SAMA BTP & Mining leads the charge of the Ivorian mining industry, combining local insights with innovative equipment to deliver customised, sustainable solutions that foster economic growth and community development Writer: Rachel Carr Project Manager: Thomas Arnold

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s one of West Africa’s most dynamic economies, Côte d’Ivoire is currently experiencing a remarkable surge in growth, creating a wealth of employment opportunities across various sectors.

Notably, its robust mining industry plays a pivotal role in this economic expansion, attracting numerous companies eager to capitalise on the country’s rich natural resources.

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SAMA BTP & MINING AFRICA

Key minerals extracted from the region include valuable gold, which has historically been its primary focus, as well as exquisite diamonds, essential bauxite, and vital manganese, all of which contribute significantly to the nation’s prosperity.

Playing a crucial role in Côte d’Ivoire’s economy, the mining industry accounts for approximately 13 percent of exports and around five percent of GDP.

SAMA BTP & MINING’S SERVICES MINE INFRASTRUCTURE – Building essential mining infrastructure, such as haul roads, tailings storage facilities, airstrips, waste dump rehabilitation, and raw water storage facilities.

EQUIPMENT HIRE – Modern equipment to meet operational needs, including excavators, dump trucks, articulated dump trucks, dozers, graders, water trucks, cranes, and low-beds.

LOAD AND HAUL SERVICE – A modern fleet of excavators and dump trucks, with experienced and reliable operators to ensure safe work.

DRILL AND BLAST – State-ofthe-art blast hole drill rigs and a skilled team ensure efficient and effective blasting, seamlessly meeting all drilling and blasting requirements.

ADDITIONAL SERVICES – Mining extraction, loading, transporting, dumping of ore, handling of residue and leached material stocks, long-distance transport from satellite pits, equipment rental, labour hire, plant feeding, crushing and screening, and environmental restoration.

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Indeed, its success has attracted increasing foreign investment, and both international and local mining companies are exploring the region’s potential.

As the industry is poised for growth, one company stands out in this burgeoning sector. Founded in 2013, SAMA BTP & Mining boasts both the expertise and capacity to thrive in the field.

Strategically headquartered in Abidjan, the largest city in Côte d’Ivoire and its economic and cultural hub, the company leverages its location to drive operations.

Specialising in contracts for mining services, earthworks, construction, and long-distance ore haulage from satellite pits, the company is recognised as a leader in these areas.

A subsidiary of Groupe SAMA, SAMA BTP & Mining also provides load and haul, drill and blast, and run-ofmine (ROM) pad feeding services.

Under the leadership of CEO, Mamadou Sanogo, Groupe SAMA has built a strong presence across various industries, concentrating on three key areas: contract mining through SAMA BTP & Mining, transportation of people via SAMA Transport, and the sale and transportation of petroleum products handled by SAMA Trading.

The group is recognised for its passion, expertise, and professionalism in serving its partners and clients. With a strong track record and several prestigious awards, the company consistently exceeds expectations by combining industry knowledge with state-ofthe-art equipment.

PIONEERING EXCELLENCE Since its inception, SAMA BTP & Mining has emerged as a key player in the dynamic sectors of industrial logistics and mining.

SAMA BTP & MINING AFRICA

Renowned for its extensive expertise and unwavering commitment to excellence, the company has developed strong, trustbased partnerships with its clients.

By understanding and anticipating market challenges, SAMA BTP & Mining delivers reliable, secure logistics services meticulously tailored to each client’s unique requirements.

The company’s mission is both clear and ambitious – to provide comprehensive and personalised logistics solutions that enhance efficiency and speed across every facet of its operations.

With offerings ranging from seamless transportation and secure storage to sophisticated on-site logistics management, a team of highly qualified professionals is on hand.

Furthermore, with the latest cutting-edge technologies at its disposal, the company ensures the successful execution of its clients’ projects, no matter how complex.

Today, SAMA BTP & Mining continues to challenge the boundaries of logistics performance through constant innovation, all whilst adhering to the highest safety standards.

The company’s dedication to meeting client expectations, combined with a strong emphasis on professionalism, not only drives its success but also significantly contributes to the growth and development of the hydrocarbon and mining sectors, both in Côte d’Ivoire and internationally.

Together with its clients, SAMA BTP & Mining remains committed to shaping the successes of tomorrow.

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SAMA BTP & MINING IN NUMBERS SEVEN projects on prestigious mine sites – Tongon, Koné, Lafigué, Yaouré, Hiré, Agbaou, Lauzoua, Bagoue, and ITY – in proud collaboration with global gold mining giants including Endeavour Mining, Montage Gold, Barrick Mining, Perseus Mining, Allied Gold, and Compagnie Minière du Littoral (CML).

613 pieces of equipment.

TWO expatriates.

100 PERCENT Ivorian ownership.

1,208 employees from local Ivorian communities.

CFA26.9 BILLION in revenue in 2025.

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PROMOTING SUSTAINABLE DEVELOPMENT The Ivorian mining industry is making significant strides towards sustainable development by adopting advanced technology and environmentally responsible practices.

The gold sector is the primary driver of this growth, which is part of a broader strategy to diversify the local economy beyond cocoa beans – Côte d’Ivoire is currently the world’s leading producer.

However, the Ivorian government is implementing initiatives to ensure small-scale gold operations are traceable through the supply chain.

This is alongside a vision to expand the resources sector, aiming to position the country as a mining powerhouse by 2030.

Paying close attention to environmental restoration is also

necessary to mitigate the impact of mining activities and promote sustainability, and SAMA BTP & Mining is dedicated to promoting sustainable and inclusive development within local communities in Côte d’Ivoire.

With this focus on sustainability complementing the mining industry’s economic contributions, the company has introduced four essential pillars into its content policy.

Firstly, it prioritises local procurement, sourcing materials and services from local suppliers to contribute to economic growth in the region.

SAMA BTP & Mining also invests in local community development projects to enhance the quality of life.

These initiatives focus on education, training, health, and infrastructure, supporting harmonious and sustainable progress.

SAMA BTP & MINING AFRICA

Moreover, the company creates sustainable job opportunities by hiring skilled local talent from the communities where it operates, thereby strengthening its teams.

Lastly, SAMA BTP & Mining establishes strategic partnerships with local companies to foster innovation, facilitate skills transfer, and promote the development of the Ivorian mining industry.

Through these efforts, SAMA BTP & Mining is committed to making a positive impact, which is crucial for the long-term economic prosperity and global competitiveness of Côte d’Ivoire’s mining sector, as well as responsible and sustainable practices in West Africa and beyond.

DRIVING EXPONENTIAL GROWTH The future looks bright for SAMA

BTP & Mining, which is dedicated to continuing to create value for its clients, employees, and the communities where it operates.

Additionally, the company aims to establish itself as a leading mining entrepreneur in Côte d’Ivoire and across Africa.

To achieve this objective, it plans to pursue large-scale mining and construction contracts to ensure dynamic, sustainable growth, focusing on optimising its fleet to effectively meet the needs of new clients whilst maximising the utilisation of its existing assets.

Additionally, SAMA BTP & Mining is committed to integrating cuttingedge technologies and investing in skills development.

This approach not only strengthens its market position but also increases profitability and ensures long-term, sustainable growth.

By following this strategy, the company can seize new opportunities and differentiate itself in an everevolving industry.

Through an innovative approach

and strategic partnerships, SAMA BTP & Mining not only maximises the potential of the nation’s rich resources but also fosters significant socioeconomic development within local communities.

As it stands at the forefront of the Ivorian mining sector, driven by a devotion to quality services, sustainable practices, and community empowerment, SAMA BTP & Mining continues to grow and evolve, remaining dedicated to creating lasting value for its clients and contributing to the prosperity of Côte d’Ivoire.

Tel: 27 20 32 26 26 samabtp@sama.ci samabtpsa@sama.ci

www.sama.ci

Mining Outlook Issue 15 | 155

RESPONSIBLY EMPOWERING MINING EXCELLENCE

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ROCKSURE INTERNATIONAL LIMITED AFRICA

With over 16 years of industry expertise, Rocksure International Limited is a distinguished Ghanaianowned mining services company. We don our hardhats and explore its commitment to excellence and moving the needle in African mining Writer: Lauren Kania Project Manager: Josh Whiteside

S

pecialising in load and haul, drill and blast, grade control drilling, mining earthworks, run-of-mine (ROM) pad management, and equipment rental, Rocksure International Limited (Rocksure) proudly caters to mining sites both domestically in Ghana and internationally as an unparalleled contract mining services company.

Boasting robust capacity and flexibility when it comes to fulfilling planning, equipment, staffing, and execution needs, Rocksure utilises its robust fleet exceeding 150 units of heavy-duty machinery to ensure efficient and reliable operations at every turn.

Equally, the company is set apart by its local expertise and proven

dedication to realising client satisfaction in alignment with its overall vision of becoming the leading mining services provider in its sphere of operations, whilst harnessing local knowledge and vast experience.

Over the course of its 16 years of successful execution, Rocksure has continually honed its capabilities, exceeding expectations for clients, time and again. The company employs advanced technology in its mining operations to enhance performance and maximise output.

Beyond its core mining services, the company is dedicated to promoting sustainability and local participation within the industry. It prioritises compliance with health, safety, and environmental (HSE) standards

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through the implementation of robust policies and practices to mitigate risk and environmental impact.

Equally, Rocksure actively contributes to the growth of its surrounding communities by emphasising extensive hiring and training initiatives for staff members.

The company’s expertise, extensive equipment fleet, commitment to sustainability and local engagement, and adherence to HSE standards cement it as a trusted and capable partner for any and all mining operations. Rocksure prides itself on a proven track record and the value it delivers to clients through responsible and high-quality services.

Overall, the company’s commitment to excellence, vast equipment fleet, and focus on sustainability and local initiatives position it as the go-to partner in the sector for unbeatable services tailored to meet each client’s unique needs.

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TOTAL MINING SOLUTIONS Rocksure is committed to upholding the highest standards of integrity, transparency, and ethical conduct in all aspects of its operations. Through corporate policies, the company has a comprehensive framework that guides employees, stakeholders, and partners towards fostering a culture of excellence and responsible

business practices.

This culture is maintained by Rocksure’s strategy of identifying, recruiting, and motivating the best available expertise and equipment to achieve its goals.

These goals comprise pursuing a supportive maintenance posture in the application of modern and sophisticated heavy equipment

ROCKSURE INTERNATIONAL LIMITED AFRICA

in rustic environments, alongside embedding appropriately designed policies on HSE practices in its corporate culture.

Equally, providing first-class service to support the mining and construction industry across Africa and beyond is also a top priority, alongside delivering on all client needs and requirements in a cost-effective way without compromising on quality, safety, and the environment in a manner that enhances the client’s capacity to sustain and guarantee a social license to operate.

On a mission to foster indigenous participation in the exploitation of natural resources for effective development, Rocksure has forged a strong team of aptly qualified and experienced professionals to deliver on this target.

The company’s management team is tasked with the responsibility of sustainably bringing about its objectives under the guidance of the

Board of Directors, and continues to successfully achieve these and more as it expands its international footprint across Africa and beyond.

FIRST-CLASS SERVICES AND EXECUTION Rocksure’s commitment to excellence is evident through its adept execution of 18 contract mining projects specialising in gold, iron ore, and

manganese extraction across Ghana, Mali, and Mauritania.

One of the company’s recent and ongoing projects is Perseus Mining’s Edikan Gold Mine – a large-scale, low-grade, multiopen-pit operation located on the Asankrangwa gold belt in Ghana.

Since its commercial production in 2012, the mine has produced over two million ounces of gold.

ROCKSURE – AT A GLANCE •

Health and safety – Rocksure fosters a safe and productive environment, where care and well-being are the cornerstones of success.

•

Strategy – The company seeks to identify, recruit, and motivate the best available expertise and equipment in the realisation of the company’s goals.

•

Vision – To become the leading mining services provider in its sphere of operations whilst harnessing local knowledge and expertise.

•

Mission – To foster indigenous participation in the exploitation of national resources for effective development.

Kwasi Osei Ofori, CEO

Rocksure has been working with Perseus Mining since 2015 and, in 2019, was awarded the entire mining services works for Perseus’ Edikan Mine in Ghana. The scope of the project included load and haul, production drilling and blasting, reverse circulation (RC) drilling, heap leach, tailings, and crushed ore stockpile management.

The company is currently working with Asanko Gold Mine, developing the Nkran pit, and also working with Asante Gold Corporation. Its workforce has grown over the years from a little over 400 employees to over 1,000 employees.

Additionally, Rocksure has entered into a joint venture (JV) with African Underground Mining Services (AUMS), a subsidiary of the Perenti Group of Companies. This JV, under the name Underground Mining Alliance Limited (UMA), is currently working for Anglogold Ashanti at the 160 | Mining Outlook Issue 15

Obuasi Gold Mine in Ghana.

The company is also partaking in the Ahafo South Underground project at the Subika Underground Mine, operated by Newmont Corporation.

Having started this JV in February 2019, the scope of the endeavour comprises mining development and projection, mobile maintenance, electrical and communications, fixed plant maintenance, project and operations management, short-term

ROCKSURE - IN NUMBERS •

1,000+ employees across project sites

•

100 percent wholly owned Ghanaian company

•

150+ units of heavy mining

equipment

technical and mine operations, engineering, and management reporting controls.

In late 2025, UMA was named the best performer in contract mining and further recognised as second runner-up for best performer in innovation at the 11th Annual Ghana Mining Industry Awards (GMIA).

Such an achievement highlights not only the outstanding work of Rocksure but also the tangible impact its efforts are having on the company and the broader industry within Ghana.

EXCEEDING EXPECTATIONS At the 10th GMIA, James Kwamena Anaman, Board Chairman of Rocksure, was honoured with the Lifetime Achievement Award. In 2020, Dr Kwesi Enyan, Director of General Operations, also received the Lifetime Achievement Award from the Ghana Chamber of Mines.

ROCKSURE INTERNATIONAL LIMITED AFRICA

FATIGUE MONITORING, FLEET MANAGEMENT & TRACKING WITH REBEN Established in 2010, Reben Ghana Limited is a leading provider of realtime AI Video Telematics solutions serving Mining, Oil & Gas, Commercial, and Logistics sectors across West Africa. The company partners with organizations such as Rocksure International, Asanko Gold Mine, and Rabotec to improve fleet safety, driver performance, and operation visibility.

Our Operator Alertness System (OAS) and Collision Avoidance System (CAS) reduce fatigue- related incidents and accidents. By integrating Advanced Driver Assistance Systems (ADAS), Driver Monitoring Systems (DMS), and Blind Spot Detection (BSD), we help prevent collisions and improve safety.

deviations, and pedestrian risks to help operators take preventive action.

Our mission is to eliminate serious injuries and fatalities by leveraging AI algorithms to identify abnormal driving behaviors such as fatigue, distraction, or seatbelt neglect, whilst also monitoring fuel consumption to combat theft. Our fatigue-detection and driver alert systems help prevent incidents by warning drivers in real-time to enable timely intervention.

We deliver deep detailed driving data and video insights to enhance fleet safety and driver behavior through realtime coaching, and advanced analytics.

Our systems detect vehicles, lanes, and road hazards, predicting collisions, lane

www.rebengh.com

These recognitions underscore their outstanding service and decisive leadership within the company and the broader global mining industry, further reinforcing Rocksure’s strong reputation and leadership position in the sector.

The company once again attended the Investing in African Mining Indaba (Mining Indaba) in Cape Town in early February 2026, reaffirming its continued presence at this premier industry event, which brings together key stakeholders shaping the future of African mining, including major companies, emerging producers, suppliers, investors, governments, and financial institutions.

With over 30 years of history, Mining Indaba provides a comprehensive platform for industry leaders and innovators. Rocksure’s participation reflects its ongoing commitment to supporting the growth and development of mining

Managing Director - Benamin Nartey Benjamin.nartey@rebengh.com 0244256715

Operations Manager - Bright Obeng bright.obeng@rebengh.com 0242037393

Admin - Hannah Mensah Hannah.mensah@rebengh.com 0542871797

Head of Technicians - Joseph Darko joseph.darko@rebengh.com 0244217805

investments in the country.

The company utilised this dynamic event to work alongside others, moving the needle in the African mining sector towards a long-lasting, profitable, and sustainable future.

“My greatest fulfilment is not only in seeing Rocksure compete shoulderto-shoulder with multinational mining firms, but knowing that our success translates into real transformation for local communities. Every contract we win, piece of equipment we deploy, and milestone we achieve is tied to job creation, skills development, and lasting value for the people,” states CEO, Kwasi Osei Ofori.

“Rocksure is more than a mining services company – we are a catalyst for change, proving that an indigenous African firm can deliver world-class excellence whilst uplifting lives and contributing meaningfully to the industry at large.”

As Rocksure anticipates a bright

future of mining service success, it will continue to utilise its robust capacity and flexibility to exceed expectations and drive the mining industry forwards internationally.

www.rocksureintl.com

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GOLDPLAT AFRICA

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UNBUCKLING THE WEST AFRICAN GOLD BELT GoldPlat has positioned itself as a leading gold recovery services company with two world-class operations in South Africa and Ghana. We take a look at how the company is engaged in the production of gold and other precious metals by processing byproducts of the mining industry Writer: Ed Budds | Project Manager: Josh Whiteside

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n industry leader in African gold recovery, GoldPlat’s tried and tested strategy is focused on utilising its robust cash flow – generated from flagship gold recovery operations in South Africa (SA) and Ghana – to self-fund the sustainable growth and expansion of its niche gold recovery business model.

The company leverages an experienced board of directors and management team with a proven

track record of creating shareholder value through the development of African resource assets into production.

The flagship item in its portfolio is a leading, profitable, and mature gold recovery business based in SA, with a burgeoning and strong blue-chip client base.

This segment of GoldPlat processes by-products of the mining cycle including mill liners and wood chips to produce bullion.

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GOLDPLAT AFRICA

GHANAIAN OPERATIONS Elsewhere, GoldPlat’s junior gold recovery operation in Ghana benefits from its prime location in the West African gold belt.

BEHIND THE SCENES OF A RECOVERY PLANT GoldPlat’s recovery plant is designed to process a variety of material, such as: WOODCHIPS – Generated from underground mine supports which become caught up in the ore during processing. They are screened off after the milling stage of the processing plant.

VLEI MATERIAL – Mined in the vicinity of the mine operator’s processing plant and tends to accumulate in settlement dams or vleis.

FINE CARBON – Created when a modern processing plant rreprocesses activated carbon for reuse. The abraded carbon grains are collected by screens or filters in the plant.

WASTE GREASE – When replaced, is reprocessed by GoldPlat to recover spillages of ore which has stuck to the grease.

LINERS – Used to protect the mill shell used in the processing plant.

Made of rubber or steel alloys, they collect small amounts of gold or precious metals which can be liberated through GoldPlat’s recovery process.

Any product which contains precious metals is of interest to GoldPlat’s research team who will investigate methods to extract metal from unprocessed materials.

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As a result, the plant provides access to raw materials from mines in Mali, Guinea, Burkina Faso, Côte d’Ivoire, Senegal, the Democratic Republic of the Congo (DRC), and Mauritania, as well as across Ghana itself.

Like GoldPlat’s South African gold recovery arm, its Ghanaian operation has attained contracts with some of West Africa’s major mine operators including AngloGold Ashanti, Golden Stars Mining Company, Newmont, Perseus Mining, and Gold Fields.

Working with such world-class names in the industry represents a major achievement for GoldPlat and remains a great source of pride for the company.

In Ghana, GoldPlat’s strategy is to increase by-product contracts through other major mining companies in the West African region, whilst also continuing to invest in its operations to simultaneously increase processing capability.

WORKFORCE AND COMMUNITY Maintaining good health, safety, social, and environmental standards is very important to GoldPlat, and to this end, it is committed to assisting its workforce and the local community in numerous ways.

The company is currently focused on establishing environmentally conscious mining cultures within each country of operation.

Elsewhere, GoldPlat continues to improve the skills of its workforce. In this regard, all employees can voluntarily join an Adult Basic Educational Training programme which is outsourced to an educational facility and is funded by the company itself.

In selected cases, it also assists in the tertiary education of employee’s children whereby the full financial burden of schooling is removed from the parent.

Additionally, GoldPlat maintains a comprehensive array of donations to various causes that it believes in and continues to fund a number of local individuals and organisations in need.

METHOD IN THE MINING Having built its enviable reputation over a 30-year period, GoldPlat’s recovery technology provides an effective economic method for mines to dispose of waste materials whilst at the same time adhering to a mine’s environmental obligations.

The company operates from a 22-hectare freehold site based in Benoni in Gauteng, near the centre of the East Rand Goldfield.

Africa.Minerals@sgs.com www.sgs.com/mining

Trusted.

Independent.

Commited.

How we help clients across the mining lifecycle

Our experts solve your most unique challenges across the mining lifecycle

Our team of experts work to optimise solutions from the earliest stages of exploration through to closure.

We are committed to our clients’ sustainability journey with a balanced, and responsible approach

Mining operations are complex, making it important to have accurate, reliable data and insight

Operate in the know and gain a competitive advantage.

Sustainability

Mining operators face increasingly complex business environments, with high stakeholder expectations, including a focus on automation and sustainability.

To meet these challenges, our extensive services help to minimise risk, improving decision making and stakeholder engagement throughout the entire mining value chain.

Our technical expertise in geochemistry, metallurgy, process development and consulting, commodities trade, and sustainability services is unmatched around the world.

We have a global network of highly skilled experts to give you the insights needed to make timely business decisions and create efficient mine operations. We help organisations meet environmental, social, and governance (ESG) and sustainability expectations, and engage in the circular economy.

Remove the guesswork from your mining operations and partner with the industry’s leading experts to shore up your operations, increase efficiency, maximise return on investment, and demonstrate your sustainability credentials.

Geochemistry With decades of experience working in commercial, on-site laboratories and in the field, we understand the need for strong and robust analytical solutions.

The analytical insight can unlock greater efficiency, drive innovation, and increase profitability, especially when making use of our value-added data.

We tailor services to our clients’ needs or can support their own laboratory, including laboratory design and setup.

Metallurgy and Consulting We are your trusted partner delivering innovative solutions across the mining life cycle. From core logging, exploration advice, and resource estimation through to metallurgical and pilot plant testing, feasibility studies, engineering, construction, and commissioning, our high-level solutions enable you to realise the full potential for your mineral deposit and metallurgical processes.

Globally recognised as the benchmark for quality and integrity, our multidisciplinary teams include geologists, mineralogists, mining engineers, metallurgists, and process engineers. Our network of state-of-the-art metallurgical facilities and globally recognised consultants are ready to address the challenges of your mineral extraction project or operation.

ESG Our sustainability experts advise mining clients on world-class best practices and ESG frameworks.

We create robust ESG plans considering all business critical measurements across your mine operation, from procurement to operations, marketing, and stakeholder relations.

Creating a sustainable future In collaboration with our clients, we can adapt business operations to be more sustainable. This includes the creation of a circular economy, community engagement, and biodiversity protection, limiting carbon and other greenhouse gas emissions.

We support our clients with data acquisition and validation of ESG metrics and assist with communicating to your stakeholders.

GOLDPLAT AFRICA

THE WEST AFRICAN GOLD BELT This geological marvel represents a major, high-potential region situated within the Birimian Greenstone Belt of the West African Craton.

Stretching across Ghana, Mali, Côte d’Ivoire, Burkina Faso, Guinea, and Senegal, it hosts numerous large-scale gold deposits formed around 2.2 billion years ago, with key areas including the Ashanti belt in Ghana and the Houndé and Boromo belts.

In a geological context, the region is characterised by Birimian Paleoproterozoic rocks, consisting of greenstone belts (volcanic and sedimentary rocks) and granitic basins that experience intense shearing, often yielding high-grade, structurally controlled orogenic gold deposits.

Home to a number of key mining regions, Ghana is often considered the centrepiece of the belt, with the country leading African production.

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After conducting testing and an assay to establish moisture content, recoverability, and size, GoldPlat purchases the materials from the mine operator when they become available, which helps the company’s management schedule production in an efficient manner and makes it more difficult for potential competitors to enter the market.

GoldPlat’s extraction operations and multiple process lines enable it to keep materials separate, which provides a high degree of flexibility when proposing a solution for a particular type of material. The processes which are employed include roasting in a rotary kiln, crushing, milling, thickening, flotation,

gravity concentrators, leaching, elution, and smelting of bullion.

Production is scheduled to make the most efficient use of the materials, taking into account the ore grade and anticipated recovery factors, before they are blended and transported to GoldPlat’s various plants, ensuring production levels are reasonably consistent from month to month.

In some cases, similar material can be treated in separate plants, but the wide variety of materials stockpiled means that GoldPlat can benefit from blending different materials for more effective processing.

Precious metals are usually recovered from materials within a single process. In some cases, there

may be a second process which takes place many months afterwards, for instance, where the residue from processing very high-grade material is left to oxidise in a stock dam in order to enhance the overall recovery rate.

STRATEGY FOR SUCCESS GoldPlat’s primary strategy is to build upon the successes of the profitable gold recovery operations in SA and Ghana – where the company sees the strongest potential for continued revenue growth and stable margins.

As such, GoldPlat will continue to optimise its South African gold recovery and build its Ghanaian site to replicate the successful and more mature operation in the former.

Moving forward, the company will also continue to direct its focus on crystallising value from its current gold mining and entire exploration portfolio.

Finally, as a result of higher gold prices, increased volumes, and operational agility and improvements, the GoldPlat board expects the group’s results for the financial year to materially exceed prevailing market expectations.

Tel: +27 (0) 11 749 6300 info@goldplat.com goldplat.com Mining Outlook Issue 15 | 167

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ANGLOGOLD ASHANTI AFRICA

EMPOWERING PEOPLE, A DVA N C I N G SOCIETIES As Africa’s mining landscape continues to evolve, AngloGold Ashanti maintains a strong operational footprint across the continent, bolstered by strategic partnerships, social investment, and a robust double materiality framework underpinning its long-term strategy Writer: Lily Sawyer | Project Manager: Josh Whiteside

Mining Outlook Issue 15 | 169

ANGLOGOLD ASHANTI AFRICA

I

n recent years, Africa’s mining sector has entered what could be described as a new era of growth and strategic relevance.

The industry has seen a significant shift away from extracting traditional commodities and towards extracting critical minerals that underpin the global energy transition.

Copper, lithium, cobalt, and rare earth elements have moved to the forefront, placing Africa at the centre of global supply chains for batteries, electric vehicles (EVs), and renewable energy infrastructure.

This has elevated the continent’s geopolitical importance, with major global powers competing to secure access to strategic mineral resources.

Alongside this shift in demand, governments in countries such as Namibia and Zimbabwe have introduced restrictions on the export of unprocessed minerals, forcing a move towards local beneficiation and downstream processing.

Whilst these measures have 170 | Mining Outlook Issue 15

increased complexity for operators, they have also created opportunities for industrial development, skills transfer, and job creation.

As Africa’s mining sector undergoes a transformative period, few companies are as closely intertwined with the continent’s socioeconomic

and industrial trajectory as AngloGold Ashanti.

Operating across some of Africa’s most mineral-rich regions, the company balances large-scale gold production whilst maintaining its purpose to empower people and advance societies.

ANGLOGOLD ASHANTI AFRICA

ANGLOGOLD ASHANTI – VISION, PURPOSE, AND VALUES Vision – To be the leading mining company.

Purpose – Mining to empower people and advance societies.

Values – Six values are at the heart of AngloGold Ashanti’s culture, guiding the way it interacts with staff members, the environment, neighbours, and stakeholders.

They are: • Safety – Putting safety first before anything else.

• Respect – Treating each other with human dignity and respect.

• Integrity – Remaining honest and true to what it commits to.

• Sustainability – Making a positive contribution towards an enduring world.

• Excellence – Focusing on continuous improvement towards a high-performing culture.

• Collaboration – Working together to build a great company.

AN ESSENTIAL CORNERSTONE Africa remains the cornerstone of AngloGold Ashanti’s global portfolio, with the company’s operations in the continent accounting for approximately 60 percent of overall production.

In Ghana, it operates the Obuasi mine, a flagship underground operation in the Ashanti region with a mine life exceeding 20 years.

Following a comprehensive redevelopment in 2019, the Obuasi mine is ramping up towards annual production of between 400,000 and 450,000 ounces (oz) between 2024 and 2028.

AngloGold Ashanti also operates the Iduapriem mine in Western Ghana, an open-pit operation encompassing the Iduapriem, Teberebie, and Ajopa concessions, utilising carbon-in-leach and gravity circuits for processing.

Elsewhere, Tanzania is home to the Geita mine – one of the company’s most significant assets, located in the country’s northwest.

Geita has transitioned into a predominantly underground operation whilst retaining some open-pit mining, focusing on local procurement and supporting local employment drives.

Over in the Democratic Republic of

the Congo (DRC), AngloGold Ashanti also holds a 45 percent stake in the Kibali mine – one of Africa’s largest gold operations – which is managed

by Barrick Gold Corporation.

Further west, the Siguiri mine in Guinea is an 85 percent-owned, largescale open-pit operation comprising multiple pits across a vast mineralised zone.

The company’s African footprint expanded further in November 2024 with the acquisition of Centamin, a strategic move which added the Sukari mine into its portfolio – a low-cost, large-scale open-pit and underground operation in Egypt.

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ANGLOGOLD ASHANTI AFRICA

DOROPO PROJECT Following AngloGold Ashanti’s acquisition of Centamin in 2024, the company gained exposure to the Doropo project in Northeast Côte d’Ivoire – a country that has emerged as one of West Africa’s most lucrative mining jurisdictions.

The Doropo project has since proven crucial to AngloGold Ashanti’s operations, recognised as a potential long-life asset, with studies indicating the capacity to support a life of mine of approximately 10 years and average annual production of around 167,000 oz.

Its location within a relatively underexplored greenstone belt offers an additional advantage, with the potential of highgrade deposits and low-cost entry before the area grows in popularity.

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The company intends to boost annual production at the already high-performing Sukari asset to approximately 500,000 oz, utilising advanced technology and optimising operations for long-term, high-margin growth.

Beyond its producing assets, AngloGold Ashanti maintains a

strong pipeline of exploration and development projects across Guinea, Tanzania, Egypt, and Côte d’Ivoire.

ROBUST FRAMEWORK In 2024, AngloGold Ashanti formally introduced a double materiality framework as the basis of its sustainability reporting strategy.

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Ideally located for both work and relaxation, the hotel offers guests a tranquil coastal escape with the convenience of city access.

Rich in history, the property was originally built in 1962 by Ghana’s first President, Osagyefo Dr. Kwame Nkrumah, making it one of the region’s most iconic landmarks. Acquired by the First Sky Group in June 2024, the hotel was thoughtfully rebranded to reflect a renewed vision of contemporary luxury whilst preserving its historic charm.

Western Serene Atlantic Hotel features 130 elegantly designed rooms, ranging from Standard and Deluxe Rooms to Executive Suites, Chalets, and Penthouses. Each space is crafted with modern amenities to ensure comfort, style, and an unforgettable stay. Guests enjoy complimentary breakfast and access to world-class leisure facilities, including three outdoor swimming pools, a landscaped tennis court, a fully equipped gym, and a spa and salon for complete relaxation and wellness.

For meetings, conferences, and celebrations, the hotel offers five versatile event and conference spaces fitted with modern

technology — ideal for corporate events, weddings, retreats, and social gatherings of all kinds.

Culinary excellence is at the heart of the Western Serene experience. Guests can savour an exquisite blend of local and continental cuisine at the signature Ocean View Restaurant, offering panoramic sea views from breakfast through dinner.

For added convenience, in-room dining delivers carefully curated meals, whilst the hotel’s indoor and outdoor bars provide the perfect setting to unwind as the sun sets over the ocean.

Recognised for excellence, Western Serene Atlantic Hotel was named Best Four-Star Hotel of the Year 2024 by the Ghana Tourism Authority (Western Region) and Best Rebranded Hotel of the Year 2024 by Hospitality Awards Africa.

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ANGLOGOLD ASHANTI AFRICA

structured engagement with both internal and external stakeholders – particularly host communities most affected by mining activities.

The resulting insights act as a guide for board-level oversight, capital allocation, and operational priorities, whilst also shaping integrated reporting across its annual and sustainability reporting.

Overseen by the company’s Social, Ethics, and Sustainability (SES) Committee, the double materiality framework remains responsive to evolving expectations and operating contexts.

RESPONSIBLE, SUSTAINABLE LEGACY The framework was designed to provide a comprehensive, forwardlooking view of both financial and nonfinancial risks and opportunities.

By integrating environmental, social, and governance (ESG) considerations into its enterprise risk management processes, the company ensures sustainability is embedded at the core of each strategic decision it makes.

The framework assesses outside-in impacts – for example, how external sustainability issues such as climate 174 | Mining Outlook Issue 15

change, regulation, or community relations affect financial performance – alongside inside-out impacts, which consider how the company’s operations influence society and the environment.

Each year, AngloGold Ashanti identifies and reviews a set of material sustainability issues ranging from tailings management and water stewardship to human rights and climate resilience.

This process is informed by

For AngloGold Ashanti, a deep-rooted sense of environmental stewardship remains central to its operations.

The company recognises that responsible mining depends on protecting natural resources, reducing emissions, and managing environmental risks as transparently as possible.

This commitment is reflected by its investments in renewable energy, water recycling, and biodiversity management across its African operations.

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Several sites now incorporate dedicated solar or grid-connected renewable power solutions, thereby reducing reliance on diesel and supporting the company’s decarbonisation goals.

Water stewardship is another priority, particularly in arid regions such as Namibia and South Africa’s Northern Cape, where scarcity requires innovative solutions including desalination and closed-loop recycling systems.

Corporate social responsibility (CSR) at AngloGold Ashanti focuses on creating shared value and ensuring mining activities contribute meaningfully to host communities – both during operations and long after mine closure.

This philosophy is reflected in the company’s long-term socioeconomic development plans, such as the 10-year programmes implemented at key sites like Obuasi.

These initiatives focus on local procurement, skills development, agriculture, and enterprise development, helping to diversify local economies and reduce dependence on mining alone.

By aligning production growth

with decarbonisation, safety, and community investment, AngloGold Ashanti aims to leave a legacy of not only mining excellence but also strengthened communities and environmental stewardship.

Mining Outlook Issue 15 | 175

F L U I D SYS T E M S SPECIALIST The leadership team at Cooper Fluid Systems, an industry leader in the Australian hydraulic and lubrication market, update us on the company’s significant investment in a new Mackay facility, hydraulic test bench, and more Writer: Jack Salter | Project Manager: Eddie Clinton

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COOPER FLUID SYSTEMS ASIA PACIFIC

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COOPER FLUID SYSTEMS ASIA PACIFIC

During these times, there’s a continued focus on improving efficiency and productivity. More and more, we’re required to offer solutions that improve the cost per tonne, especially as some clients start to sweat their assets more, so reliability and maintenance become all the more important.”

Giving his updated take on the Australian mining industry is Brody Sewell, General Manager of Cooper Fluid Systems (Coopers), whom we

178 | Mining Outlook Issue 15

last interviewed in February 2025.

On this occasion, he is joined by Peter Doolan, Northern Regional Manager; Geoff Cane, Branch Manager – Mackay; and Daniel Doolan, Project Manager – Mackay.

Brody notes the industry has had relatively robust commodity prices in iron ore, coal, and particularly copper over the past year.

However, currency fluctuation – especially the strengthening of the Australian dollar – has increased costs for producers.

There have also been local challenges in Queensland (QLD), where some major coal mining companies have been impacted by significant government royalties.

Across all major Australian states, including QLD, where the company is in close proximity to the Bowen Basin, Coopers has a network of 15 branches geographically positioned nearby its customers.

Out of these branches, the company runs fully maintained workshops that allow it to provide

COOPER FLUID SYSTEMS ASIA PACIFIC

both on-site and in-house service repairs.

“We also have an engineering department which provides us the capabilities to fully design solutions, both bespoke, one-off projects and also repeatable products which are required within the client’s operations,” Brody tells us.

“We’re heavily focused towards the mining industry; it makes up between 65 and 70 percent of our customer base nationally, and the business was built on those foundations.”

“WE REMAIN FOCUSED ON HOW WE CAN I M P R OV E O U R A B I L I T Y TO S E RV I C E O U R C U STO M E R S A N D A D D NEW TECHNOLOGICAL S O LU T I O N S TO D R I V E EFFICIENCIES AND P O S I T I V E O U TCO M E S ” – B R O DY S E W E L L , G E N E R A L M A N AG E R , CO O P E R F LU I D SYST E M S

Mining Outlook Issue 15 | 179

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WHEN EVERY SECOND COUNTS PROTECT YOUR FLEETS AND OPERATIONS WITH MUSTERFIRES’ ENGINEERED FIRE PROTECTION SYSTEMS. Heavy vehicles, mobile plant, stationary equipment, control rooms and power generation assets represent major investments for any operation.

structured fire risk assessment and is certified to AS 5062:2022, manufactured to ISO 9001 Quality standards, and designed for durability, reliability and compliance.

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While asset replacement and production downtime are costly, they are insignificant compared to safety risks. That’s why fire suppression systems are now an essential part of modern risk management protecting both operators and equipment when it matters most.

When Reliability Meets Innovation In mining, forestry, construction and agriculture, fire is not theoretical, it is an operational reality. Muster Fire Suppression Systems are engineered to respond immediately in the harshest conditions.

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Smart Detection, Smarter Control At the heart of every Muster system is the advanced alarm panel managing detection, monitoring, activation, and diagnostics. It supports MusterWire Linear Heat Detection (LHD) and Loss of Pressure (LOP) sensing, ensuring correct detection for each risk profile.

Operators are also equipped with Muster Remote Actuators, allowing immediate manual activation when conditions demand human intervention.

Built for the Realities of Modern Industry Muster Fire Suppression Systems have become indispensable across sectors where machine failure is costly but fire failure is unthinkable. From haul trucks to forestry harvesters, these systems protect not just equipment but the people who rely on it.

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COOPER FLUID SYSTEMS ASIA PACIFIC

With just over 300 employees, Coopers specialises in the design, manufacture, installation, supply, and repair of hydraulic, lubrication, refuelling, fluid dispensing, fire suppression, automation, and high-force tooling systems and components.

“ W E N O W H AV E E N O U G H H A R D S TA N D FOR ALL OUR GEAR AND FIVE CRANES, W H E R E A S P R E V I O U S LY W E O N LY H A D O N E .

IT’S LIKE A BRANDNEW BUSINESS!”

CUSTOM-BUILT FACILITY For Coopers, the past 12 to 18 months have been quite demanding, having upgraded its enterprise resource planning (ERP) system and relocated its founding branch in Mackay, QLD to a custom-built facility.

The company had long outgrown the branch and spent a number of years trying to find a facility in Mackay that suited its needs.

“It was a struggle; availability of commercial land is a problem,” acknowledges Geoff.

“Having something reasonably economical to take on was the next challenge. Then, out of the blue, we were lucky enough to strike up a conversation with another well-known business owner. Discussion started, and that’s where the idea he could build a shed for us started.”

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– G E O F F C A N E , B R A N C H M A N AG E R – M A C K AY, C O O P E R F L U I D S Y S T E M S

The concept for the 4,000 square metre (sqm) shed on an 11,000 sqm block was drawn up, with Coopers’ engineering team involved in the layout from the very start.

“We got to common ground, agreed costs everyone was happy with, then went away and built the shed,” Geoff outlines.

“We now have enough hardstand for all our gear and five cranes, whereas previously we only had one.

It’s like a brand-new business!” he excites.

HYDRAULIC TEST BENCH Alongside the branch relocation, Coopers has made over AUD$1 million in investments in a 240-kilowatt (kW) hydraulic test bench and other hydraulic repair equipment.

What began as a dream on a wish list has streamlined everything the company does in hydraulics and enables it to test things at full capacity, which it didn’t have the ability to do previously.

“It’s our understanding that it will be the highest-capacity test bench on the eastern seaboard of Australia,” Daniel acclaims.

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The test bench is equipped with a 22-inch touchscreen and can be programmed by Coopers to perform repetitive work.

It can also be run remotely, has all diagnostic equipment built in, and includes a calibration function.

A thermal imaging camera, meanwhile, allows customers to log in and watch pump tests happen in real time.

“We’ve never had the capability to do that, so it just brings in a new era of testing. I believe it’s the way forward,” affirms Daniel.

“A P P R E N T I C E S H AV E BEEN HOW THE BRANCH HAS GROWN OV E R T H E Y E A R S .

W E L I K E TO P U T M O N E Y B AC K I N TO B R I N G I N G YO U N G PEOPLE THROUGH THE BUSINESS” – PETER DOOLAN, NORTHERN R E G I O N A L M A N AG E R , CO O P E R FLUID SYSTEMS

PEOPLE DEVELOPMENT Both the custom-built facility and hydraulic test bench have allowed Coopers to expand the business and take on extra work.

This in turn is going to enable the company to expand its workforce and bring on more apprentices.

COOPERS’ PRODUCTS AND SERVICES • Lubrication • Fluid power • Hoses and fittings • Fluid dispensing • Refuelling • Fire suppression • Automation • Pneumatic • Engineering design • Projects • Workshop repairs • Site services • Mobile audit and calibration • Shutdown maintenance • Installation and commissioning

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“Apprentices have been how the branch has grown over the years. We like to put money back into bringing young people through the business,” emphasises Peter.

There’s no better example of this than Peter himself, who started with

Coopers as an apprentice and has now been with the company for 32 years, having joined in 1994.

“I would say we’ve got at least another eight people within the business that were apprentices and come through as well,” he informs us.

INDUSTRIAL FLOW METERS For Mining Applications

In 2026, the Australian mining sector has shifted its focus from “volume at any cost” to disciplined, calculative growth. With fluctuating input costs for fuel and reagents, the ability to account for every litre of fluid has transitioned from a utility to a front-line strategic advantage.

The industry is correcting this through Positive Displacement (PD) Oval Gear technology, which physically captures fixed volumes to eliminate guesswork.

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A defining trend this year is the prioritization of Australian Designed and Made infrastructure. To de-risk operations, Tier 1 and mid-tier miners are partnering with local METS providers. Choosing Australian-made ensures that equipment is engineered for the 45°C extremes of the Pilbara, backed by local technical support and immediate parts availability.

Accuracy Beyond the Slurry While slurry handling gets the headlines, a significant “efficiency leak” exists in high-value fluid transfer. Lubricants, diesel, and chemical dosing agents represent massive OPEX. Traditional meters often struggle with shifting viscosities, leading to data drift.

Operators are now deploying a two-pronged approach:

· Digital Integration: Digital outputs feeding realtime pulse data into AI dashboards to instantly identify leaks or “shrinkage.”

The Calculative Bottom Line Precision is the new benchmark for operational excellence. By implementing meters with 0.5% accuracy, engineers can move into predictive costmodeling. When you know the exact fuel burn per tonne moved, you can tighten the screws on waste. In 2026, the most profitable mines aren’t just those moving the most earth—they are the ones managing their fluids with the highest degree of precision.

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COOPER FLUID SYSTEMS ASIA PACIFIC

Coopers invests in the development of its people and has always tried to offer them as much flexibility as possible.

For instance, it constantly looks at roster changes that align more with lifestyle requirements and supports higher learning, including one recent staff member’s postgraduate diploma in project management.

“We continue to look at offering other individuals development opportunities where they desire it,” Brody assures.

“IT’S OUR U N D E R S TA N D I N G T H AT I T W I L L B E T H E H I G H E S T- C A P A C I T Y TEST BENCH ON THE E AST E R N S E A B OA R D O F A U S T R A L I A” – DA N I E L D O O L A N , P R OJ E C T M A N A G E R – M A C K AY, C O O P E R FLUID SYSTEMS

ELW PROJECT Coopers has continued to differentiate itself from the competition by providing turnkey solutions with engineered products.

For example, it recently took on a project for the elimination of live works (ELW), keeping operators out

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of harm’s way.

“It’s about being able to operate machines without physically moving the wheels, knobs, or whatever else.

This project was coming up with a solution to engineer out the operator and be able to move a bucket

remotely. We built a prototype and was able to showcase it at the Mackay facility,” outlines Daniel.

“We went through probably seven variations. We went to have a look at how they were doing it and get some real-life experience. Whilst we

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were out there, we 3D-scanned the machine, put our brains trust together, and tried to come up with different concepts on how we could attack it.

“The first two designs were a complete failure, and the customer was almost ready to walk away, but we got them over the line with the third concept we put together,” he adds.

As a full system integrator, Coopers adds value to its suppliers and provides a growth platform for them by expanding their market penetration and reach.

Further to that, the company continually looks at expanding its supplier base, assesses gaps in its existing portfolio, and identifies where new partnerships make sense.

HEALTH AND SAFETY In 2021, Recognised Standard 23 (RS23) was implemented in QLD to establish minimum health and safety standards for fluid power systems in coal mines.

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COOPERS’ SOLUTIONS ENGINEERED SOLUTIONS – Coopers designs and delivers engineered solutions across hydraulic, lubrication, refuelling, pneumatic, fluid dispensing, and ELW systems, including automation and integrated solutions. Working closely with site teams, the company solves complex operational challenges with practical, fit-for-purpose outcomes that improve safety, efficiency, and equipment reliability.

ASSET OPTIMISATION – The company’s asset optimisation solutions improve the performance, reliability, and lifespan of mobile and fixed plants. Through filtration, thermal management, and system upgrades, Coopers helps maintain cleaner fluids, improve temperature control, extend maintenance intervals, and maximise uptime.

SYSTEMS INTEGRATION – As a trusted systems integrator, Coopers combines engineering expertise with a global supplier network to deliver high-quality, fully integrated systems. From design through to commissioning, it selects and integrates the right components to deliver durable, reliable, and high-performance solutions that support efficient operations.

COOPER FLUID SYSTEMS ASIA PACIFIC

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Bridging the gap with innovation

These minimum standards meet legislated objectives for risks to be as low as reasonably achievable and result in a further reduction in the incidence of fluid power system incidents.

The implementation of RS23 assists in protecting workers and other people against harm to their health and safety through the elimination or reduction of lifecycle risks associated with fluid power systems in mines.

“With RS23 comes a lot of hose asset management. You need to be able to manage when a hose was manufactured, when it was built, if it was tested to two times the working pressure – it’s a whole process of manufacturing hoses and being able to serialise numbers so every hose is individual and you can track them through any system,” Daniel explains.

For almost two years, Coopers has been working on a hose asset management system, which is now

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in place and has been a significant investment.

This system allows the company to print QR codes and test all the hoses it manufactures.

“We’ve got off-site and in-workshop capabilities, so we can do it in situ, and we’ve completed several machines where one machine is 870 hose assemblies – approximately 8.5 kilometres of hose, just to put it into perspective,” notes Daniel.

clients who require solutions to difficult challenges in the automation, fluid dispensing, fluid power, and lubrication spaces.

“There’s no challenge too big or too small for us,” he closes confidently.

PROFITABLE GROWTH Coopers continues to look at profitably growing the business whilst managing some industry headwinds.

“We remain focused on how we can improve our ability to service customers and add new technological solutions to drive efficiencies and positive outcomes,” Brody sets out.

In the coming years, Coopers seeks to partner with more forward-thinking

Tel: 1300 026 673 cfssalessupport@cfs.cgl.com.au

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Mining Outlook Issue 15 | 189

AVAILABILITY, UTILISATION, AND RATE DONE IN ALLIANCE As a mining operations partner with a bespoke operating model, AURA Mining delivers specialist solutions for real partnerships. Jason Economidis, Managing Director, tells us more about the company’s niche services Writer: Lauren Kania | Project Manager: Thomas Arnold

W

ith a proven track record, strong foundational values, and a deeply connected network, AURA Mining (AURA) is the industry’s go-to leader in full-service mining operations, having proudly showcased its ability to achieve superior safety, productivity, and profitability for its varied clients.

“We value delivery, not flashy pitches, and pride ourselves on doing what we say we will,” introduces Jason Economidis, Managing Director.

AURA relies on its team of people who have long histories of delivering unparalleled results in difficult circumstances, alongside a network of partners to draw upon, based on strong working relationships.

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AURA MINING ASIA PACIFIC

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AURA MINING ASIA PACIFIC

CAN YOU EXPAND UPON YOUR SUPPLY CHAIN OPERATIONS AND HOW THESE PARTNERSHIPS ARE CRUCIAL TO AURA’S SUCCESS? Jason Economidis, Managing Director: “Our supply chain is well-established through our suite of companies, and we have a very active office in Brisbane, Australia, where we provide all of our commercial support activities from.

“Partner and supplier relationships are critical to the success of AURA and our partners. As an example, we don’t have the balance sheet to buy significant mining equipment, which makes our partnership with Emeco, an Australian Securities Exchange (ASX)-listed company, a critical one to enable our full model.”

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It also has relationships with significant businesses that enable AURA to be more than the sum of its parts.

“What sets us apart is our preferred commercial model, which enables our clients to have better visibility, greater input, and lower costs,” details Economidis.

Through these differentiators, the company cements itself as an industry stalwart. To further expand and specialise its offerings, AURA has two arms to its business – AURA Mining and AURA Advisory.

The advisory work came to the company via its deep experience across open-cut, underground, coal, metals, processing, and logistics in Australia and overseas. This acts as lead-in work for the company to grow its mining business if an acquisition proves successful.

“In eight short months, we have been involved in

eight due diligence processes to assist potential buyers in acquisition risks and opportunities,” Economidis informs.

AURA is also involved in several consortia to acquire mines, working with investors, debt funders, and marketers to acquire and run assets.

It has worked in multiple jurisdictions, including the UK, Canada, the US, and Australia, initially focused on coal; the commodity mix is increasing quickly.

The company’s clients are varied but tend to be major financial institutions, administrators, coal traders, and mine and power station owners.

“As we have a track record in improving operations and reducing costs – often in very trying circumstances – we continue to work side-by-side with our partners to seek opportunities where we can create value as a collective,” expands Economidis.

AURA’s main service will always be to lead and improve operations

whilst working on acquisitions and transitions as an operator, advisor, and active participant.

DELIVERING VALUE Born in Mount Isa – a pure mining town – Economidis was brought up surrounded by the industry since before he could even walk.

“My father was a dragline operator, so I was around heavy equipment from a young age, and there is a DVD of me at nine months old visiting him at work in Biloela for lunch with my mother, brother, and sister,” he details.

Later, he went to school in mining towns at Charters Towers and Middlemount, where the goal of most of the class was to obtain a role in the mines. From there, Economidis got a job at 18 as an underground miner with a contractor and soon saw his career blossom.

Having worked his way through a plethora of different roles across the

“AURA stands for ‘Availability, Utilisation, and Rate done in Alliance’ – this is the basis of our offering” – JAS O N E CO N O M I D I S , M A N AG I N G D I R E C TO R , AU R A M I N I N G

globe, Economidis eventually found himself as COO at South32, leading the Australian business and global planning.

“This was a huge role with nearly 7,000 employees and contractors, five mines, five processing plants, one refinery, and four ports across three states and one territory of Australia,” he expands.

“When South32 sold the coal business in 2024, I was asked to join the new company as CEO. I led the transition and decided that at the back-end of my career, I wanted to spend time doing what I love, with

people I value, improving operations, so we formed AURA in August 2025.”

Having spent his life in the mining industry, Economidis has seen it evolve greatly over the years.

Specifically, coal faced heavy criticism as a fossil fuel, which made it difficult to secure funding and insurance. This led major companies to abandon coal and transfer the assets to smaller international investors. Such a shift has significantly changed the industry’s structure, resulting in many operations closing and others struggling to keep their heads above water.

Mining Outlook Issue 15 | 193

AURA MINING ASIA PACIFIC

“Currently, the demonisation of coal and, to a lesser extent, mining and resources, seems to have taken a back seat. Money is now abundant for the right deal, in the right commodity, in the right jurisdiction, with the right

“We value delivery, not flashy pitches, and pride ourselves on doing what we say we will” – JAS O N E CO N O M I D I S , M A N AG I N G D I R E C TO R , AU R A M I N I N G

AURA SERVICES • Mine operation, leadership, and management • Performance optimisation • Maintenance management • Technical services • Health, safety, and training • Commercial and procurement • Plant and equipment • Rail and port, refinery and processing

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opportunity to exploit the upsides,” explains Economidis.

“The mergers and acquisitions (M&A) activity in the mining industry today is bordering on manic, with new players emerging and traders starting to take a front seat in acquisitions.”

SUPERIOR OUTCOMES AURA’s twofold model allows it a unique way of operating. In addition to the alliance model, there is the non-exclusive, first preference partner model.

“What this means is that most operations have one or all of the

services provided by our partners. By way of example, as we lead a business, if a client requires equipment, we prefer Emeco as our first preference; if a client has their own equipment, we are comfortable operating it as AURA,” Economidis details.

Ultimately, AURA works towards achieving superior safety, productivity, and profitability in every endeavour it embarks upon.

The company achieves this through its own systems and processes for mine management and leadership, starting with its mine operating

AURA MINING ASIA PACIFIC

www.milray.com.au Milray Contracting is a North Queensland-based civil and mining construction company servicing several mining clients.

Milray is committed to creating a zero-harm workplace and has a 3rd Party ISO accredited Health, Safety, Environment and Quality System.

Core business activities include: • Mine tailings dam construction and lifts, exploration earthworks and support and mine rehabilitation • Crushing/screening of gravel and mining products • Mine ore transport • Earthworks, pavement, unsealed/ sealed road and drainage construction • In-situ lime, cement and dust suppression stabilisation • Powerline and renewable energy civil infrastructure Main Office: 07 4787 8366 Email: admin@milray.com.au Shane Meteyard – Managing Director: 0427 876 454 Peter Bell – Operations Manager: 0499 773 404

system. Not only is it tried and tested, but it is the cornerstone of how AURA leads any improvement or activity.

From here, profitability stems, whilst the company also has processes for identifying and securing genuine savings in different time horizons.

“We have a deep belief in our obligation to provide a safe workplace, and our key premise is that our people know their work best,” asserts Economidis.

AURA’s role as a company is to make it easy for its employees to do the right thing. This is based on having competent workers who are accountable for their decisions and actions, which ties directly into what the company stands for.

“AURA stands for ‘Availability, Utilisation, and Rate done in Alliance’ – this is the basis of our offering,” he explains.

A FORMATIVE FUTURE Crucial to AURA’s continued growth and innovation are the people who make up its workforce.

With a wealth of experience and a relentless commitment to success, the company’s team is the driving force behind its integrated mining operations.

“Our success is through our people.

There is nothing of worth that can be created unless you have good people, a trusted environment, and the resources to enable them to grow,” acknowledges Economidis.

The company’s model is simple – it provides clear expectations, the required resources, and ongoing feedback to ensure it continues to improve and deliver. Recognition and reward are natural positive consequences of delivery, and what gets rewarded gets repeated. This is the mindset and workplace environment encouraged for the 700 employees across AURA’s

suite of companies.

Equally, as the business looks ahead to paving the way for the future of the ever-critical mining industry, its key priority in 2026 is to further grow its business partnerships in order to secure long-term or life-of-mine (LOM) contracts.

AURA is also looking to continue delivering the most practical and bankable advisory services possible to partners and clients seeking opportunities in the mining sector.

“2026 will be a formative year for AURA, and we are very excited for what will unfold,” Economidis confidently concludes.

info@auramining.com.au

auramining.com.au

Mining Outlook Issue 15 | 195

DATAMINE ASIA PACIFIC

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The Mining Value Chain Partner Recently recognised as the leading global mining software provider, Datamine leverages over four decades of experience to deliver specialised software solutions integral to the mining value chain.

The company’s leadership team tells us more about its cutting-edge products and strategies for keeping abreast of the industry Writer: Lucy Pilgrim | Project Manager: Thomas Arnold

T

he mining software sector in Asia Pacific is at a pivotal moment. Operators across the region are balancing productivity and cost pressures with rising expectations around safety, sustainability, and performance, all whilst navigating commodity volatility and the growing demand for critical minerals.

Mining Outlook Issue 15 | 197

DATAMINE ASIA PACIFIC

As a result, digital capability is no longer viewed as a support function, but central to operational strategy.

“This makes for a very exciting space, characterised by growing demand for integrated, data-driven solutions that support better decision-making across the entire mining value chain.

“There is strong momentum towards real-time visibility, automation, and operational optimisation,” opens John Bailey, CEO of Datamine, whose breadth and depth across the mining sector more than meets these requirements.

Indeed, the company has a keen eye on the industry’s shift from digitising individual activities to optimising entire mining systems.

This can be seen in the evolving requirements of mining leadership and top executives, who are no longer looking for standalone tools but

198 | Mining Outlook Issue 15

joined-up decision-making across exploration, geology, planning, production, fleet and telematics, laboratories, and sustainability.

These growing demands can only be satisfied with real-time visibility, reliable data, and measurable impact – factors Datamine excels in.

ONE PARTNER FOR EVERY CHALLENGE Datamine is the leading global mining technology provider with 40+ years of experience in helping mines plan, manage, and optimise performance across the entire mining lifecycle.

The company offers a broad portfolio of more than 40 specialised software solutions spanning the value mining chain, from exploration, geology, and planning to production, laboratories, sustainability, and fleet and telematics – supported by governed data and integrated workflows.

“Over the course of four decades, Datamine has developed many solutions in-house, but since 2015, its portfolio has been enormously strengthened through an active acquisition strategy.

“The company has acquired businesses with which it had longstanding relationships or reseller agreements, but also companies with which it had no previous relationship,” explains Andy Lapworth, CTO. As a result, Datamine now provides premium products across the entire mining value chain, including exploration, sample, and drillhole management systems; geological modelling; geostatistics and grade estimation; mine design and scheduling for open pit and underground mines; logistics and material tracking; laboratory management systems; asset tracking and dispatch; and health and safety solutions.

The company’s portfolio is widely recognised across the industry.

Datamine was recently named the top global supplier of mining software in Mining Software: Global Mine Site Survey of Investment Status and Supplier Choice, 2025 by GlobalData*.

The recognition reflects the scale of the company’s presence across the industry; more than 40 percent of mine sites worldwide rely on Datamine solutions, the highest share of any provider.

The company also maintains a strong presence in many of the world’s most demanding mining environments and has been identified as the leading supplier in markets such as Europe, the Middle East, and Africa (EMEA).

“Our commitment to customercentric innovation further

DATAMINE ASIA PACIFIC

“With unified data and real-time visibility, mining companies can make faster, more informed decisions that reduce risk, improve operational efficiency, minimise environmental impact, and enhance corporate social responsibility” – J O H N B A I L E Y, C E O , D ATA M I N E

differentiates Datamine. We develop our technology in close collaboration with mining companies, listening to their needs on the ground.

“This ensures our solutions are not just advanced, but also practical and aligned with real operational challenges,” Bailey highlights.

A FORWARD-LOOKING MINDSET The rapid rise of artificial intelligence (AI) across the global mining industry is opening new opportunities to improve efficiency and support increasingly complex operations.

For Datamine, AI is already having a measurable impact on the business, helping the company increase productivity as it continues to invest in future technologies.

“We know the complexity of mining is increasing year on year, coupled with an increasing scarcity of mining professionals.

“AI is therefore creating a space where intellectual curiosity is spent solving and optimising complex problems rather than completing manual and repetitive tasks,” Bailey explains.

AI also complements Datamine’s existing algorithms and workflows, helping automate routine processes and enabling teams to work more efficiently. This, in turn, supports better decision-making and supports operators in tackling complex mining challenges with greater confidence.

“The time to develop and maintain software is becoming compressed, but the need to understand mining and communicate closely with our customers remains,” adds Lapworth.

“AI can certainly accelerate this process, but so far hasn’t replaced the challenge of delivering solutions that work for people on mine sites, which are often remote and highly complex industrial operations.”

Throughout its more than 40-year history, Datamine has prioritised innovation and practical automation, enabling consultants and customers to build detailed, customised workflows.

AI is now set to enhance these

capabilities further, particularly as the company collaborates with innovative technology partners operating at the forefront of their fields.

INNOVATION AT THE CORE OF MINING SOFTWARE At the heart of Datamine’s position as a leading mining technology innovator are the algorithms that help optimise the economic extraction of resources and reserves, embedded in flagship products such as MineScape and Studio.

MineScape is a comprehensive suite of integrated solutions for open-pit and underground mining operations.

*Subscribers can access the analysis here. Non-subscribers can access the report here.

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DATAMINE ASIA PACIFIC

“The time to develop and maintain software is becoming compressed, but the need to understand mining and communicate closely with our customers remains” – A N DY L A P WO R T H , C TO, D ATA M I N E

Demonstrating the company’s continued focus on innovation and AI-driven capabilities, the major 2026 release of MineScape will introduce AI-enabled assistance that is fully integrated into mining workflow platforms.

“This will support natural language detection and context-aware assistance in a session, as well as provide the ability to view source material behind the answers,” Bailey informs.

Last year also saw the launch of Studio Geo and Studio Net Present Value Scheduler (NPVS+) – two additions to the Datamine portfolio that further strengthen its capabilities across the mining value chain.

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Studio Geo, designed for operational use by teams of mine geologists, enhances geological modelling by providing more advanced tools to improve data interpretation and modelling accuracy.

Studio NPVS+, meanwhile, enhances strategic mine planning by delivering powerful strategic scheduling capabilities that support better long-term decision-making and maximise project value.

“These launches demonstrate our continued investment in product development and focus on delivering practical, high-impact solutions that directly address industry challenges,” he adds.

STRENGTH THROUGH PARTNERSHIPS Partnerships play a key role in expanding Datamine’s ability to help its customers capture, analyse, and use operational data.

The company recently announced a global partnership with IntelliSense. io, a leader in industrial AI focused on driving digital transformation in the mining sector.

This collaboration brings AI-driven process optimisation into Datamine’s offering, extending its reach into smart plant operations and mineral processing.

Another strategic partnership is with Aereo, a pioneer in AI-powered drone and geospatial intelligence that is redefining how the industry approaches operational reconciliation, intelligence, safety, and efficiency.

“Our collaboration with Aereo allows us to deliver capabilities like advanced drone analytics and ensures miners worldwide can measure, manage, and optimise their operations with greater consistency and confidence,” explains Sandeep Ray, Executive Director and CGO. “By integrating with Datamine’s global footprint and trusted software ecosystem, we can

bring unprecedented accuracy to reconciliation, planned-versus-actual analysis, and the speed at which mine schedules are updated,” he adds.

Datamine is also partnering with Correct-AI, a company at the forefront of heavy equipment AI solutions, designed to enhance safety and operational intelligence.

“The partnership is adding a practical safety layer at the face and delivering actionable exposure analytics that help sites target risk hotspots by balancing safety with efficiency,” he expands.

Correct-AI’s flagship product, PROX-EYE®, offers a market-leading and highly accurate collisionavoidance solution that complements Minetrack, Datamine’s dispatch system for real-time mine operations management and fleet optimisation.

DATAMINE IN NUMBERS OPERATING ACROSS

100

COUNTRIES

27 OFFICES

1,100+ EMPLOYEES SUPPORTING

1,500+ CLIENTS

TRUSTED BY

6,000+

OPERATORS WORLDWIDE

Aereo and Datamine Announce Global Partnership for AI-driven Cloud-Integrated Mining Intelligence Delivering end-to-end mine planning, operational intelligence, and safety validation across global operations.

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Automated insights on progress, volumetrics, safety, and reconciliation.

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DATAMINE ASIA PACIFIC

“Our collaboration with Aereo allows us to deliver capabilities like advanced drone analytics and ensures miners worldwide can measure, manage, and optimise their operations with greater consistency and confidence” – S A N D E E P R AY, E X E C U T I V E D I R E C TO R A N D C G O , D ATA M I N E

Through this collaboration, Datamine is bringing Correct-AI’s safety platform to its global customer base, further strengthening the tools available to support safe and efficient mining operations.

A SUSTAINABLE AND SAFE FUTURE The promotion of eco-conscious mining practices remains core to Datamine’s DNA.

“At every stage of the mining value chain, our unique algorithms provide practical solutions to maximise sustainable mining by addressing the ever-increasing complexity of its operations, as this is coupled with lower grades and higher operating costs,” Bailey insights.

Indeed, the company’s technology supports sustainable mining by aligning operational performance with environmental, social, and governance (ESG) objectives.

DATAMINE’S SEVEN CORE PILLARS The company’s seven core pillars cover the full mining lifecycle, reflecting Datamine’s commitment to supporting modern mining operations.

EXPLORATION – The company invests in advanced exploration data management tools that centralise geological data in real time and support the discovery and validation of viable resources, therefore streamlining processes and enhancing decision-making.

GEOLOGY – Datamine provides industry-leading geology software, and the most advanced tools for resource estimation, modelling, and analysis. Whether its clients are mapping, estimating grades, or managing stratigraphic deposits, the technology helps them build reliable and defendable models.

PLANNING – Datamine offers a suite of strategic and operational mine planning tools, enabling precise pit design, scheduling, economic optimisation, and more reliable execution across any mining method.

PRODUCTION – The company’s production solutions integrate planning with key data and performance monitoring, supporting: • Real-time reconciliation • Transparent material movement • Shift-by-shift performance insight • Faster variance response LABORATORIES – Through its Laboratory Information Management System (LIMS), Datamine enables mining companies to streamline and modernise laboratory operations. By automating sample tracking, integrating analytical instruments, and simplifying reporting, the company’s solutions enhance laboratory efficiency whilst increasing confidence in critical analytical results.

SUSTAINABILITY – Datamine’s sustainability portfolio connects people, data, and processes across a full-scope health, safety, and environment (HSE) platform, which also supports ESG management and reporting.

FLEET AND TELEMATICS – Focuses on equipment performance, asset management, real-time visibility, and operational assurance at the site level.

Through telematics, data analytics, and fleet management systems, mining operators gain real-time insights into equipment utilisation, productivity, and maintenance.

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“By doing that, we are helping companies measure, manage, and continuously improve their environmental footprint, workforce safety, and long-term value creation,” he points out.

Furthermore, Datamine’s advanced fleet management and operational safety platform transforms how organisations manage safety and sustainability responsibilities. Its core capabilities include risk management, incident handling, and environmental commitment management.

The platform therefore facilitates collaboration across departments with tools for risk assessment, compliance tracking, and real-time data analysis, promoting a culture of safety and sustainability.

Elsewhere, the company also supports both management and

reporting processes across the full scope of ESG requirements through a centralised source of truth.

By capturing essential environmental data, including emissions, energy consumption, and waste management, Datamine’s platforms provide a comprehensive view of sustainability performance and organisational impact.

This ensures transparency, strengthens accountability, and simplifies regulatory compliance across jurisdictions.

“With unified data and real-time visibility, mining companies can make faster, more informed decisions that reduce risk, improve operational efficiency, minimise environmental impact, and enhance corporate social responsibility,” Bailey notes.

Looking ahead, the mining software sector seems positively buoyant

for Datamine, supported by strong commodity prices and a renewed confidence across the mining landscape.

This is demonstrated by increased demand for advisory services, a significant upturn in exploration activity, multiple mergers and acquisitions, new greenfield developments, and various mine expansion projects.

“In 2026, we are excited to release more AI-enabled technology to the market, and will release expanded capability for data management, reporting, and analytics,” Bailey closes enthusiastically.

dataminesoftware.com

Mining Outlook Issue 15 | 203

TRANSFORMATIVE RESOURCES FROM ORE TO DOOR

Brendon Pambid, one of two Managing Directors at Queensland Magnesia alongside Dr Christoph Beyer, offers insight into the products, processes, and most importantly, people that have led to 35 years of success Writer: Lily Sawyer Project Manager: Thomas Arnold

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QUEENSLAND MAGNESIA ASIA PACIFIC

A

ustralia’s ever-evolving mining industry continues to be both exciting and challenging.

Shifting global markets, increasing demand for critical minerals, and the ongoing need to balance operational performance with environmental expectations are transforming the nation into a strategic and sustainable supplier of critical minerals.

At the same time, cost pressures around gas and energy pricing remain significant and require agile management and long-term planning.

Mining Outlook Issue 15 | 205

QUEENSLAND MAGNESIA ASIA PACIFIC

“For companies like Queensland Magnesia (QMAG), innovation and adaptability are essential as we navigate these dynamics,” introduces Brendon Pambid, Managing Director of the leading Australian producer of high-grade magnesia products.

Indeed, the business is positioning itself to support global supply chains whilst contributing to a growing critical minerals landscape in Queensland (QLD).

Producing a full suite of premium magnesia products derived from one of the largest deposits of cryptocrystalline magnesite in central QLD, QMAG boasts a comprehensive product portfolio used across a range of industries.

Its customer base spans the refractory, chemical, agricultural, hydrometallurgical, environmental,

HOW IMPORTANT IS COLLABORATION WITH BOTH GOVERNMENT AND INDUSTRY FOR YOU WHEN IT COMES TO EXPORTING YOUR PRODUCTS? Brendon Pambid, Managing Director: “For us, extensive collaboration and realistic understanding across policymakers and regulators is mandatory.

“As we are dealing at an international level, our success is heavily influenced by that space.

“Pit-to-port alignment is critical to remain competitive. Australian and QLD businesses do face headwinds that some of our global competitors do not.”

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steel, cement, and industrial processing sectors across global and domestic markets.

EXPECT THE BEST This year, QMAG is proud to have secured funding under QLD’s Collaborative Development Programme (CDP) to advance a groundbreaking initiative: the extraction of high-purity magnesium chloride from magnesite tailings.

The project focuses on reprocessing mine waste to produce magnesium metal, turning tailings – which traditionally hold limited residual value – into critical mineral feedstock.

In undertaking such a venture, QMAG is driving circular economy outcomes and enabling downstream magnesium metal production capability within QLD.

It is also supporting the state’s critical minerals strategy and stimulating regional industry participation and supply chain uplift.

“This is an important step towards positioning central QLD as a leading hub for critical mineral innovation,” Pambid emphasises.

As part of the Refratechnik Group (Refratechnik), QMAG enacts a unified corporate leadership culture around the group’s motto, ‘expect the best’.

“Refratechnik’s global culture emphasises performance excellence, integrity, and people-first leadership,” he adds.

At QMAG, this is brought to life by the company fostering an inclusive work environment, prioritising safety and well-being and empowering its teams to take ownership of innovation and continuous improvement.

“Refratechnik’s motto resonates strongly with our approach to product quality, operational discipline, and building meaningful relationships with employees, partners, and customers,” Pambid tells us.

It also ensures that every decision made aligns with long-term sustainability and global best practice.

STABILITY, HERITAGE, AND PURPOSE Having celebrated Refratechnik’s 75th anniversary last year, QMAG is proud to be part of the world’s largest family-owned refractory.

“It grants us a sense of stability,

“ F O R U S , S U S TA I N A B I L I T Y M E A N S O P E R AT I N G R E S P O N S I B LY A C R O S S E V E R Y DIMENSION” – B R E N D O N PA M B I D, M A N AG I N G D I R E C TO R , Q U E E N S L A N D M AG N E S I A

heritage, and shared purpose,” Pambid smiles.

Refratechnik’s anniversary was a moment of pride for the entire workforce, especially as QMAG is celebrating its own 35th anniversary in 2026.

To mark the event, QMAG was visited by Maleachi Bühringer and

Michael Frei, Managing Directors of Refratechnik.

It also brought its workforce and their families together for a special family fun day at the Parkhurst site, where everyone could connect with QMAG’s operations and recognise the people who drive the company’s success.

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Hyne Pallets production site, ‘Express Pallets & Crates’, located in Brisbane, Australia.

Years of combined operation

6

Production sites

1,200

Pallets per hour capacity

100%

National coverage

LOGISTICS SECURITY, SCALABILITY, AND SUSTAINABILITY

Australia’s supply of pallets faces a unique set of challenges, largely driven by fluctuations in raw material availability.

The humble pallet is often overlooked, but when pallets aren’t available where and when they’re needed, operations slow, costs rise, and customer service can suffer.

THE STATUS QUO Australian pallet manufacturing plays a vital – yet often overlooked – role in the nation’s logistics, supply chain, resources, and manufacturing ecosystem. Pallets are the quiet enablers of commerce. These simple platforms support goods through storage, handling, and transport, underpinning efficient freight movement both domestically and internationally.

Unlike many other global markets, Australia’s pallet sector is highly fragmented, dominated by smaller processors with a regional focus. Despite its essential role, the Australian pallet manufacturing industry is not without challenges.

Wooden pallets remain the predominant format in Australia, prized for their cost efficiency, sustainability, and adaptability. Raw material availability and cost volatility – particularly across timber and plastics – continue to squeeze margins and test the ability of some manufacturers to meet demand consistently.

In a country as vast and decentralised as Australia, the consistent supply of pallets across states and territories is fundamental. Australia’s freight task is inherently interstate and often international. Supply chains span thousands of kilometres, making pallet availability in the right location at the right time critical.

Any imbalance – whether due to seasonal demand spikes,

So how do you create certainty in an uncertain market?

We take a closer look at how the Hyne Group is reshaping the pallet sector through something few can match: direct access to large-scale timber production.

natural disasters, or shifts in consumer purchasing patterns – can quickly disrupt distribution networks.

In this environment, scale, coordination, and material certainty are becoming increasingly important.

A CHALLENGER EMERGES In contrast to the fragmented sector, Hyne Pallets has emerged as a single pallet producer with a geographically diverse manufacturing footprint.

With six sites dotted across Australia – spanning the east coast and extending as far west as Perth – the business operates as an integrated manufacturing network capable of servicing customers where and when supply is needed.

Hyne Pallets is a part of the Hyne Group, a vertically integrated wood processing conglomerate operating two of the nation’s most advanced, high-capacity softwood sawmills. Hyne Group processes over 1.1 million cubic metres of plantation pine annually, providing the pallet division with direct access to raw materials and shielding it from the supply and price volatility often experienced by manufacturers reliant on third-party suppliers.

Material stability is further bolstered by a further three site-dedicated sawmills supplying fibre to the Hyne Pallets network, enabling rapid and efficient production scaling.

The mills that feed Hyne Pallets are fed by responsibly managed Australian pine plantations. These plantations are replanted after harvest and supported by a full chain of custody certification. Australia has approximately 8.9 million hectares of plantation forest, and more than 70 million seedlings are planted annually – providing longterm resource security for a growing pallet market.

Not surprisingly, trees are great for the air we breathe. As they grow, they pull carbon from the atmosphere and lock it up in their fibres.

The Hyne Pallets processing facility, ‘Seapal’, located in Queensland, Australia, is fed timber from the Kilcoy and Hyne sawmills.

The business can produce an impressive 1,200 pallets per hour – a significant advantage for organisations prioritising supply security.

The Hyne Group is majority owned by James Jones & Sons, one of the UK’s largest sawmilling, timber processing, and pallet manufacturing companies, producing more than 3.5 million pallets per annum. This global connection brings decades of operational insights, industry expertise, and manufacturing innovation to the Australian market.

Technological and operational innovation is also transforming the pallet sector. Advanced automation across cutting, nailing, and assembly processes is improving productivity, product consistency, and production scalability – allowing factories to increase output without proportionally increasing labour requirements.

SUSTAINABLE PRACTICES As a vertically integrated wood processing company, Hyne Group has found broad uses for the logs that it processes.

It’s a part of a ‘Whole-of-Log’ strategy that ensures zero waste. Logs are processed into structural timber framing, engineered timber for use in construction, landscaping, and garden care products, and pallets and packaging.

Even the sawdust is collected and used as biofuels to run the sawmills.

It’s a corporate philosophy that also delivers good environmental benefits.

Hyne Timber’s Tuan Mill is one of Australia’s largest and is strategically located close to a plantation pine forest.

Research shows that a single 1200x800 millimetre timber pallet can store approximately five kilogrammes (kg) of carbon, even after accounting for the emissions created during manufacture and transport. In contrast, the production of an equivalent plastic pallet will release 34kg of greenhouse gases into the atmosphere.

(Ivan Deviatkin1, Mika Horttanainen, 2019, ‘Carbon footprint of an EUR-sized wooden and a plastic pallet’, Department of Sustainability Science, School of Energy Systems.)

STRATEGIC IMPORTANCE IN THE APAC SUPPLY CHAIN As supply chains across Asia Pacific become more interconnected and time-sensitive, efficient pallet solutions are increasingly critical to logistics performance.

The right pallet partner is more than a supplier – it is a critical risk management decision and growth partner.

For partners such as QMAG, who rely on pallets as a global supplier of magnesia, Hyne Pallets plays an important strategic role. QMAG originally sourced pallets from Seapal Pallets & Crates starting in 2017, before Seapal was acquired by Hyne Pallets. Now a Hyne Pallets’ production site, QMAG benefits from the stable backing of a large-scale business geared to support its future growth.

The QMAG-Hyne partnership ensures timely pallet supply to reduce handling times and streamline transitions between road, rail, and sea freight.

Hyne Pallets’ national production model, combined with direct access to scalable timber resources, positions the business as a stabilising force in a sector historically shaped by fragmentation and supply uncertainty.

As supply chain demands continue to evolve, this approach could redefine expectations around reliability, scale, and sustainability in pallet manufacturing.

www.hynepallets.com

QUEENSLAND MAGNESIA ASIA PACIFIC

“A S W E L O O K A H E A D , W E R E M A I N F O C U S E D O N B E I N G A N E M P LOY E R O F C H O I C E A N D P A R T N E R O F I N T E G R I T Y F O R I N D U S T R Y, C O M M U N I T Y, A N D G O V E R N M E N T ” – B R E N D O N PA M B I D, M A N AG I N G D I R E C TO R , Q U E E N S L A N D M AG N E S I A

Guided tours of both the Parkhurst processing plant and the Kunwarara mine enabled employees to proudly show their loved ones the work they do.

“The day also featured a variety of family activities such as children’s rides and games, food trucks, a mini mine site for kids to explore, a petting zoo, and, of course, cake!”

More widely, QMAG is deeply connected to central QLD and committed to giving back, demonstrated by its corporate social responsibility (CSR) approach.

“We support local education and career pathways, including hosting students and partnering with industry groups to promote STEM and trade opportunities, such as during the Awesome Women in Construction (AWIC) Roadshow,” Pambid explains.

The company is also dedicated to creating inclusive and welcoming workplaces through programmes driven by its Culture Committee.

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In addition, QMAG engages transparently with industry partners, government, and community stakeholders as it progresses new projects – particularly the CDP initiative.

“We believe strong communities create strong industries,” he states.

SUSTAINING COMMUNITIES AND CULTURES As it continues to strengthen its operational capability and futureproof the business, QMAG is progressing a number of important projects that highlight its commitment to growth, innovation, and community.

Some of its key initiatives include the CDP-funded magnesium chloride extraction project, which has taken a transformative step towards turning waste into value and advancing QLD’s critical minerals capability.

The company is also upgrading its Kunwarara and Pankhurst mine sites.

“This includes improvements in

site infrastructure, beneficiation efficiency, and sustainability practices to support long-term resource optimisation,” Pambid outlines.

It is also working on its people and community initiatives, where the Culture Committee plays a central role in shaping many of QMAG’s peoplefocused and community-driven programmes.

“Their work spans a wide range of initiatives, from site improvement projects and school placement opportunities to community engagement activities such as sponsorships and volunteering,” he details.

As such, QMAG’s Culture Committee is strengthening local ties, enhancing workplace pride, and fostering a positive, inclusive environment.

“Each of these projects reflects our commitment to innovation, people, community, and sustainable growth,” Pambid points out.

A green focus, meanwhile, is also deeply important to QMAG as it seeks to protect the environment, land, and culture.

“For us, sustainability means operating responsibly across every dimension,” he reflects.

This includes environmental stewardship through efficient resource use, reduced waste, and projects that enable circular outcomes, like the repurposing of tailings into mineral feedstock.

It also means respecting the land that surrounds the company’s sites, ensuring its operations coexist sensitively with local ecosystems and community expectations.

“We also seek to protect people and cultures, which is reflected in our safe workplaces, inclusive initiatives, and programmes that promote diversity, well-being, and employee engagement.”

“Sustainability is embedded in our strategy, not an afterthought,” Pambid asserts.

QUEENSLAND MAGNESIA ASIA PACIFIC

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Mining Outlook Issue 15 | 211

RESILIENT AND SUSTAINABLE

QMAG PRODUCT PORTFOLIO HIGH-GRADE CAUSTIC CALCINED MAGNESIA (HGCCM) – Used in hydrometallurgical and chemical processes, including precipitating rare earths, nickel, and cobalt essential for EV battery supply chains.

CAUSTIC CALCINED MAGNESIA (CCM) – Used in agriculture, animal feed, fertilisers, iron and steel applications, pulp and paper, and water treatment.

ELECTROFUSED MAGNESIA (EFM) – Used in high-temperature industrial applications and speciality refractory bricks.

DEAD BURNED MAGNESIA (DBM) – A key refractory material used in steel and cement furnaces.

212 | Mining Outlook Issue 15

Looking ahead, QMAG is focused on strengthening its existing capability, supporting growth in critical minerals, and investing in the people and systems that will drive its long-term success.

“We are also sharpening our focus on cost-saving initiatives and working closely with our stakeholders to ensure the organisation remains resilient and sustainable well into the future,” Pambid insights.

As such, the company’s key priorities include advancing its critical minerals processing capabilities, specifically seen in the progression of its magnesium chloride extraction project.

QMAG will additionally seek to strengthen its sustainability

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Q M AG S LO G A N

WE CREATE SOLUTIONS TO MAKE A SUSTAINABLE DIFFERENCE framework, particularly for energy efficiency, resource optimisation, and site rehabilitation.

“We will also expand our highgrade magnesia portfolio to meet global demand in refractory, electric vehicle (EV) battery, and industrial sectors,” he reveals.

With investment in its people remaining a key priority, QMAG’s training programmes and diversity initiatives will continue to nurture a pipeline of talent that is deeply

aligned with Refratechnik’s values.

“Moreover, we are enhancing operational resilience, especially around energy, logistics, and supply chain optimisation, alongside driving cost savings and efficiency initiatives across our operations to support long-term competitiveness,” Pambid outlines.

It is also collaborating with customers, suppliers, government, and community stakeholders to reinforce sustainable growth and shared value.

Pambid reflects how QMAG’s strength lies in its people – from the mine to the production floor to its corporate office.

“As we look ahead, we remain focused on being an employer of choice and partner of integrity for industry, community, and government,” he confidently concludes.

Tel: +61 7 4920 0200 info@qmag.com.au

www.qmag.com.au

Mining Outlook Issue 15 | 213

GROUNDBREAKING RESILIENCE IN A ROCKY CLIMATE

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ROC-DRILL ASIA PACIFIC

In the face of evolving market dynamics, Roc-Drill has successfully navigated the challenges of the mining sector with its unmatched ability to adapt. Managing Director, Charlie Massarella, delves into the company’s strategic integration and innovative operations Writer: Rachel Carr | Project Manager: Thomas Arnold

A

n established provider of specialist drill-and-blast services to the mining and resources sector, Roc-Drill aims to set the industry standard across Australia.

Since its inception in 2012, the company, initially a family-owned business founded by Nigel De Veth, was acquired by Norcliffe in 2021, along with Enerflow, and has grown into a national leader in drilling and blasting services.

Employing approximately 180 individuals, Roc-Drill currently has around 40 operating drills, with a primarily Epiroc fleet, including large-platform Pit Viper drills as well as many smaller SmartROC D65 and T45 machines.

The company focuses its drilling operations in Western Australia (WA), the Northern Territory (NT), and Queensland (QLD).

Roc-Drill is involved in significant projects, including the McArthur River Mine with Glencore in the NT, the Ravenswood Gold Mine in North QLD, and a reverse circulation (RC) drilling programme with Meeka Metals at its Murchison Gold Project in WA. Although it has a history of working internationally in countries such as New Zealand and Papua New Guinea (PNG), the company’s current focus is largely within Australia.

“Whilst we previously worked at several mines in the WA Goldfields region, some projects have now concluded, notably one impacted by the downturn in lithium demand,” introduces Charlie Massarella, Managing Director.

Elsewhere, Roc-Drill initiatives include the Carmichael Mine, the Lady Annie Anthill Project, which involves collaborations with Orica and Austral Resources, and the early stages of the Eva Copper Mine Project.

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ROC-DRILL ASIA PACIFIC

ARE THERE ANY SPECIFIC STRATEGIES THAT HAVE BEEN IMPLEMENTED TO EXPAND ROC-DRILL’S BUSINESS OPERATIONS IN WA? Charlie Massarella, Managing Director: “The focus has been on strengthening relationships and enhancing our presence in the gold mining sector, particularly through Enerflow.

“The team has been actively working to secure tender listings for upcoming projects and identify key gold miners and earthmovers for collaboration.

“Whilst we’re predominantly based on the East Coast, we’ve had some success with a few significant projects in the West.

However, we need additional wins in that region to further establish our foothold.

“THE PERIOD FROM 2021 TO 2023 MARKED A REMARKABLE TRAJECTORY FOR ROCDRILL, REFLECTING OUR SUCCESSFUL INTEGRATION AND SCALABILITY IN THE INDUSTRY” – CHARLIE MASSARELLA, MANAGING DIRECTOR, ROC-DRILL

“Our strategy mainly revolves around engaging with people and leveraging existing relationships.”

A JOURNEY OF STRATEGIC INTEGRATION Massarella informs us that Norcliffe’s acquisition benefitted Roc-Drill by introducing the idea of vertical integration.

“In late 2020, I founded Norcliffe with a vision to bridge the operational gap between Australia’s East and West Coasts, which function almost like separate countries.”

Transitioning between the two coasts was challenging, prompting the decision to acquire a mining services company on both, resulting in a production drill-and-blast business on the East Coast, whilst in the West, 216 | Mining Outlook Issue 15

the dry-hire and maintenance and technical refurbishment of drill rigs were the focus.

“Having a client base on both coasts, we strategically and successfully moved Roc-Drill’s operations to the West, quickly securing three projects by leveraging the existing labour, facilities, and equipment from Enerflow,” he outlines.

Indeed, the acquisition was advantageous because if Roc-Drill had pursued the projects independently, it wouldn’t have benefitted from the existing facility, presence, and support of the Enerflow brand and infrastructure.

ROC-DRILL ASIA PACIFIC

As such, Roc-Drill effectively navigated the challenges of transitioning from a family-run business to a more corporate structure.

“Over time, we upgraded systems and processes to accommodate our rapid growth. The period from 2021 to 2023 marked a remarkable trajectory for Roc-Drill, reflecting our successful integration and scalability in the industry,” Massarella prides.

With a dedicated team, the company navigated any challenges posed by the acquisitions to ensure projects were delivered.

Furthermore, establishing a board with Neil Warburton as the Non-executive Chairman, bringing extensive experience in the Australian mining sector, and Adam Giles, a Non-executive Director and former Chief Minister in the NT, adds valuable expertise and support, crucially shaping the company’s direction.

Mining Outlook Issue 15 | 217

ROC-DRILL ASIA PACIFIC

NAVIGATING MARKET CHALLENGES Roc-Drill has navigated a difficult mining market characterised by rising costs, inflationary pressures, a tight labour market and changing industry trends.

“The COVID-19 pandemic resulted in significant volatility in the sector, with companies like Epiroc experiencing dramatic price increases for parts. We had two separate eight percent hikes in one year.

“We price our jobs with rise-and-fall mechanisms that generally align with the Australian Bureau of Statistics (ABS) indices, like the Consumer Price Index (CPI),” informs Massarella.

Whilst the CPI has risen, as well as the relevant labour and parts indices, they haven’t kept pace with real-world inflation rates, especially within the mining sector.

“For example, some job prices were originally based on pre-COVID-19 pandemic data, failing to account for such substantial, near-unprecedented economic changes. Therefore, we’ve 218 | Mining Outlook Issue 15

“SUPPORTING THE COMMUNITY AND EMPLOYING LOCALS ARE SIGNIFICANT FOCUSES FOR US IN ALL OUR OPERATIONS” – CHARLIE MASSARELLA, MANAGING DIRECTOR, ROC-DRILL

had to negotiate price variations by analysing the impacts of inflation trends.

“The pandemic disrupted operations and posed challenges for fixed-price contracts, prompting negotiations for better terms,” he elaborates.

The labour market challenges persist today, as skilled workers can be difficult to both find and retain.

For Roc-Drill, the Ravenswood Gold Project addresses this by encouraging employment of local, entry-level personnel, who are brought in as general drill support labour providing a pathway into the mining industry and thereby creating a reliable workforce.

Recruits progress through drill training levels one to three, fostering loyalty

and attracting new talent to the mining industry, whilst experienced trainers earn accreditations to mentor younger employees.

“This process not only equips new drillers with essential skills but creates opportunities for growth within the organisation,” he points out.

“The market is pretty tight at the moment, there’s a downturn in lithium and nickel, particularly in the drill-andblast sector. There is also price sensitivity as mines aim to reduce costs whilst ensuring contractors can still deliver.”

Evidently, as the mining industry continues to evolve amidst complex market fluctuations, Roc-Drill’s approach serves as a valuable model for balancing cost management with investment in human capital.

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ENHANCING EFFICIENCY As new innovative technologies and cutting-edge practices emerge, RocDrill is looking to integrate them into its operations to enhance efficiency.

“We have a technology services

manager exploring multiple initiatives.

We use CorePlan software and its digital portal to capture live data from our RC-grade control drills,” explains Massarella.

“Additionally, we use tablets

COMMUNITY ENGAGEMENT AND EMPOWERMENT Roc-Drill engages with local businesses and communities in rural and regional areas to ensure that its activities positively contribute to their social fabric.

“We prioritise regional employment and sourcing whenever possible; this approach fosters community ties and creates opportunities.

“Additionally,we actively support local suppliers rather than buying into national agreements, consequently boosting the local economy,” Massarella highlights.

The company’s commitment extends beyond employment and supply; for instance, it has sponsored community events, such as a billy cart race, and donated items, including a quad bike and a small fishing boat, for school raffles.

“Supporting the community and employing locals are significant focuses for us in all our operations,” he summarises.

220 | Mining Outlook Issue 15

to reduce manual data entry and improve visibility for both our clients and us. We’re also discussing options for rolling out a similar system to our entire blast hole drilling fleet.”

Currently, Roc-Drill is exploring an innovative solution across the entire mining cycle with a European software group that will enable live dashboards and blast simulations, with a representative recently on-site to assess its functionality.

Additionally, the company uses web-based dashboards to monitor production and drill availability in real time, providing insights that enable informed decision-making from anywhere in the world.

“I have also been in discussions with original equipment manufacturers (OEMs) regarding advanced preventive maintenance strategies,” Massarella divulges.

“We are just beginning to explore how this software could enhance our

predictive capabilities and support our maintenance plans by alerting us when equipment shows signs of failure. Whilst some of these new tools are in their early stages, we have started utilising CorePlan and the dashboards extensively.”

OPERATIONS AND OPPORTUNITIES Recently, Roc-Drill completed a significant project for Chinova Resources, marking the third collaborative effort between the two companies.

“The latest initiative, Starra 222 and 254, was executed in conjunction with Orica, with us handling the drilling and Orica managing the blasting.

“We’ve recently secured two new projects: one with Meeka Metals and another with Jubilee Metals Australia.

I’m excited about the opportunity to collaborate with the company’s team, as I believe it will be a promising

partnership,” Massarella enthuses.

The gold sector also presents promising opportunities with recordhigh prices.

“Many gold projects that were previously deemed unfeasible due to the commodity price and lower reserve grade are now becoming viable for both major projects and smaller satellite pits.

“This shift presents a growth opportunity for us, particularly in WA, with prospects emerging in QLD as well.”

After a significant expansion phase driven by acquisitions, Roc-Drill has stabilised its operations and is in a strong position.

“During this time, we concentrated on reducing our debt. However, we faced market challenges due to downturns in the nickel and lithium markets, which affected our business.

“To address this, we plan to introduce new projects that will

aid further growth. Our primary objectives are to continue providing exceptional service to our clients and secure additional work that will increase our top-line revenue,” Massarella finishes resolutely.

Tel: ​1800 762 500 ​reception@roc-drill.com.au

roc-drill.com.au

Mining Outlook Issue 15 | 221

ROBINSON MINE NORTH AMERICA

DELIVERING DEEP-ROOTED DEXTERITY D For more than a century, Robinson Mine, the jewel in the crown of KGHM Polska Miedź’s international mining portfolio, has been setting new standards in copper extraction.

We delve deep into the details with Vice President and General Manager, Neil Jensen Writer: Ed Budds Project Manager: Scarlett Burke

222 | Mining Outlook Issue 15

ue to the essential role that minerals play in enabling modern life, the North American mining industry continues to thrive.

Copper has been recognized as a critical mineral fundamental to electrification, renewable energy, transportation, and digital infrastructure.

Owned and operated by Polish copper miner KGHM Polska Miedź (KGHM), Robinson Mine (Robinson) is a large-scale open-pit facility located at Ruth, White Pine County, eight miles from Ely, Nevada.

With activity dating as far back as 1867, the site boasts over a century of robust mining history in the Silver State.

The mine comprises three large open pits – Liberty, Tripp-Veteran, and Ruth. Once identified, the ore is extracted using conventional surface methods and is then processed into a copper-gold concentrate as well as a molybdenum concentrate in the concentrating plant.

Mining Outlook Issue 15 | 223

“Robinson’s journey has been shaped by a commitment to safely and responsibly grow our people, resources, and partnerships to maximize value for a sustainable future,” opens Neil Jensen, Vice President and General Manager.

“We operate with both a deep respect for our heritage and a clear focus on the future,” he adds.

In addition, as global demand for technology expands, so does the importance of ensuring sustainable practices continue to enable Robinson to be a leading contributor to the energy transition and broader economic development in North America.

LEVERAGING A PROUD HISTORY Today, Robinson’s primary products comprise the extraction of copper, gold, silver, and molybdenum.

“With approximately 700 224 | Mining Outlook Issue 15

“OUR EMPLOYEES ARE THE HEART OF OUR OPERATION, AND WITH OVER 150 YEARS OF MINING AT OUR SITE, NUMEROUS MEMBERS OF THE TEAM ARE PROUD MULTI-GENERATION ROBINSON MINERS” – NEIL JENSEN, VICE PRESIDENT AND GENERAL MANAGER, ROBINSON MINE

employees and contractors, we are the largest employer in White Pine County, and our operation includes three active open pits supported by a standard crushing, grinding, and flotation concentrator process,” explains Jensen.

Right now, its customer base includes global smelters and refiners who supply downstream manufacturers serving infrastructure, energy, and industrial markets.

What continues to set Robinson apart is its deep-rooted history in the local area and the subsequent connection it has created with people in the surrounding community.

As well as this, the entire operation retains a family feel throughout its working culture.

“Our employees are the heart of our operation, and with over 150 years of mining at our site, numerous members of the team are proud multi-generation Robinson miners,” Jensen prides.

“As we continue to evolve and look for advancements in automation, it is important to recognize that technology supports our workforce – it does not replace the need for skilled workers, and it is important to strive to maintain a balance between

ROBINSON MINE NORTH AMERICA

innovation and people,” he affirms.

Furthermore, as a cornerstone employer in White Pine County, Robinson’s success is closely tied to regional prosperity and a strong connection to the surrounding communities.

“Our long-standing presence allows for meaningful community partnerships and strong ties with local tribal governments and regional stakeholders.”

AUTONOMOUS AND MODERNIZED With continued investment, Robinson is advancing its autonomous equipment and digital systems to modernize operations and improve efficiency – a priority that aims to maintain its position at the cutting edge of industry standards.

“A state-of-the-art D65 drill was recently added to our fleet for the process of pre-split drilling, as well as

two D11 dozers – the addition of these autonomous and remotely capable machines will reduce risk and improve operator comfort for a significant percentage of operating time,” Jensen expands.

Meanwhile, Robinson is also integrating generative artificial intelligence (AI) into its mobile and mill maintenance systems to improve planning efficiency and enable realtime decision-making.

WHAT INITIALLY DREW YOU TO THE MINING INDUSTRY AND SPARKED YOUR INTEREST IN THE SECTOR? Neil Jensen, Vice President and General Manager: “I started my career in mining in 1994 during the construction of an open-pit heap leach gold mine in Idaho.

“I had mechanical experience and the pay was good for the area – I quickly found that great people work in our industry, and I knew it was a great opportunity.

“Next, I progressed through many roles and increasing levels of responsibilities with training, hard work, and development. Nevada is a top mining jurisdiction, and I am proud to have been a part of the industry here for 27 years.

“The innovation and improvements in work efficiency keep me engaged and excited for the future, and it is very rewarding to see so many exceed in their own careers and goal achievements.

“Mining is extremely rewarding in that every day progress can be measured.”

Mining Outlook Issue 15 | 225

ROBINSON MINE NORTH AMERICA

“Autonomous and remotely capable equipment expansion is improving safety and operational consistency, while processing plant optimization projects are enhancing our recovery rates and reducing environmental impact.”

Elsewhere, the latest drone technology supports the facility in high-resolution mapping, volumetric analysis, and slope monitoring, significantly reducing exposure to hazardous geological areas.

“Each of these projects supports our overarching objective of unlocking value through responsible mining by extending mine life, improving safety, and enhancing sustainability,” he excites.

STREAMLINING THE PROCESS Long-term sustainability is fundamental to the prosperity of copper production, and the ongoing global energy transition depends on this vital resource.

226 | Mining Outlook Issue 15

Furthermore, producing copper responsibly ensures that the rising demand can be met while maintaining community trust and regulatory compliance.

“At Robinson, we focus on the implementation of new technologies

to produce cost-effective and viable solutions towards achieving targeted outputs, reducing environmental impacts through adapting responsible mining practices, and streamlining activities to fully optimize the longevity of the operation,” states Jensen.

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As part of this implementation, Robinson is currently testing a new robot in its heavy equipment shop that delivers parts to mechanics.

“By having the machine deliver parts to the maintenance technicians, travel time to retrieve items is removed, allowing the technician to continue maintenance on the machine.”

Meanwhile, Robinson is also 228 | Mining Outlook Issue 15

exploring drone delivery of components to technicians in the field – an innovation that has the potential to reduce up to two hours of travel time, greatly improving efficiency when maintaining equipment.

“We utilize drone technology for high-resolution topographic mapping, volumetric analysis, and slope monitoring – this enhances survey accuracy, improves planning, and

significantly reduces the need for personnel to access hazardous areas,” he details.

THE STRUCTURE FOR SUCCESS In order to ensure employees are prepared for a more digital and automated mining environment, Robinson invests heavily in workforce training, leadership development, and skills enhancement.

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“THE GOAL IS TO CREATE MEANINGFUL, LONGTERM CAREERS WITHIN A MODERN MINING ENVIRONMENT WHILE CONTINUING TO BE AN EMPLOYER OF CHOICE IN THE REGION” – NEIL JENSEN, VICE PRESIDENT AND GENERAL MANAGER, ROBINSON MINE

“We also recognize that strong operations are built on engaged people,” Jensen affirms.

To ensure this, the business invests in training aligned with emerging technologies, structured engagement programs, and recognition of safety and performance milestones.

“The goal is to create meaningful, long-term careers within a modern

mining environment while continuing to be an employer of choice in the region.”

Equally as crucial is the focus that Robinson places on both safety and sustainability, two factors that remain central to the entire operation.

“Guided by our core value of achieving zero harm, we implement rigorous safety management systems, proactive risk mitigation, contractor alignment standards, and automation to remove personnel from high-risk tasks,” he elaborates.

At the same time, a solid and comprehensive operational framework focuses on efficient resource utilization, emissions management, reclamation, and water stewardship.

Looking ahead, taking all of this into account, Robinson’s priorities include expanding autonomous capabilities, optimizing mill throughput, enhancing workforce technical skills, advancing environmental performance, and extending the life of mine.

“Through responsible mining practices and continued innovation, our facility remains committed to delivering the critical materials necessary for a more electrified and sustainable future while serving as a long-standing economic partner in Nevada,” Jensen proudly concludes.

ROBINSON NEVADA MINING COMPANY Tel: 775-289-7000 Fax: 775-289-7349 kghm.com

Mining Outlook Issue 15 | 231

NORTH AMERICA’S PREMIER UNDEVELOPED HIGH-GRADE SALT PROJECT With a focus on innovation and efficiency, Atlas Salt Inc. is poised to make significant contributions to the North American salt market. We speak to Nolan Peterson, CEO and Director, to learn more about the company’s endeavors Writer: Lauren Kania Project Manager: Scarlett Burke

A

s simple as it may seem, salt plays a crucial role in the everyday lives of people across the globe, boasting a magnitude of uses throughout history.

With its strategic location, innovative design, and sustainable mining practices, Atlas Salt Inc. (Atlas 232 | Mining Outlook Issue 15

Salt) sits at the heart of the modern salt mining industry, upholding values of environmental stewardship and community engagement.

“Atlas Salt is developing the Great Atlantic Salt Project, an undeveloped, shallow, high-grade, homogenous, and thick salt (NaCl) deposit in

St. George’s, on the west coast of Newfoundland,” introduces Nolan Peterson, CEO and Director.

The company is targeting initial commercial production in 2030 and full production in 2032, where it will ship four million tons per annum of road de-icing salt destined for major

ATLAS SALT INC. NORTH AMERICA

markets in Eastern Canada and the Northeastern US. Salt mines differ from traditional metal mines in several key respects.

“In underground salt mines, the product is mined using continuous mining equipment and is typically crushed and screened underground

and shipped as-is. Metal mines usually require drilling and blasting, crushing and grinding, flotation or chemical leaching, and smelting and refining,” details Peterson.

Additionally, traditional metal mines require processing plants, reagent handling systems, and water treatment

plants, whereas salt mining has a lower environmental risk profile without chemical reagents or tailing dams.

“That is one of the main reasons the Great Atlantic Salt Project was released from its environmental assessment in less than two months,” Peterson expands.

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ATLAS SALT INC. NORTH AMERICA

Equally, salt mining is comparatively simpler than metal mining. Salt deposits are typically uniform and predictable, while metal deposits are geologically complex and variable. In salt mining, approximately 100 percent of the mined material is sellable, whereas in traditional metal mining, 90+ percent of the mined material becomes waste.

ROAD TO DISCOVERY Peterson’s background in mining and minerals dates back to childhood.

Having grown up in Nunavut in the Canadian Arctic in a small community called Cambridge Bay, he was exposed to mineral development projects looking to get started in the region and the economic benefits they could provide to communities from a young age.

HOW WILL THE GREAT ATLANTIC SALT PROJECT REALIZE YOUR VISION OF CREATING THE MOST TECHNOLOGICALLY ADVANCED UNDERGROUND SALT MINE IN NORTH AMERICA? Nolan Peterson, CEO and Director: “We often refer to this project as being a state-of-the-art ‘salt factory’. Our deposit is unusually shallow, enabling the construction of inclined access ramps. This design reduces development time, lowers capital costs, and allows continuous movement of equipment and salt without shaft hoisting systems.

“Salt extraction will be done with continuous mining machines using a room-and-pillar method. These machines mechanically cut salt without blasting, improving safety and efficiency. All underground equipment is expected to be battery-electric, reducing diesel use, ventilation costs, and greenhouse gas emissions.

“Electrification and advanced equipment support cleaner operations, aligning with the goal of being one of the greenest mining operations in the world. The project plans to run entirely on clean electricity from Newfoundland’s hydroelectric grid, further supporting low emissions.

“A covered conveyor system will move crushed salt from the underground mine to port facilities, minimizing dust, truck traffic, and environmental disturbance. Integration with nearby deep-water ports and tailored logistics planning aims for efficient export to North American markets.”

234 | Mining Outlook Issue 15

“When I went to school at the University of British Columbia, I chose engineering because of the opportunity to advance these types of projects while working in an interesting field that would take me around the world,” he explains.

In his career, Peterson has had the opportunity to be involved in the construction of multiple major assets at a senior level. He also later acquired an MBA and Chartered Financial Analyst® (CFA®) qualification, giving him a strong financial background that enabled him to transition into the finance and executive management side of the mining industry.

Currently, Peterson finds the mining sector to be particularly exciting.

“Industry and investor sentiment seem to be at an all-time high, unsurprising given today’s commodity prices. My challenge – and opportunity – is educating the market on the fundamentals of the salt industry,” he insights.

“When the prices for other commodities inevitably pull back, salt

pricing will likely continue its historical trend, meaning rising at or above the inflation level.”

An interesting observation Peterson noticed when speaking with investors is that many are now overweight in gold and silver and looking to diversify, leading them to seek other minerals they may not have otherwise considered – including salt.

ONCE-IN-A-LIFETIME OPPORTUNITY For Atlas Salt, there are two categories of competitors it differentiates itself from: foreign imports and North American domestic suppliers.

Foreign competitors stem primarily from Egypt and Chile and produce salt at a relatively low cost, but then must bear international shipping rates to bring their product to the North American market, which are rising due to instability in the Middle East.

“Due to our favorable geographic positioning on the coast and relatively low cost of mining, we can be competitive with foreign imports from an all-in cost perspective,” Peterson details.

“ W E B E L I E V E T H E G R E AT AT L A N T I C S A LT PROJECT WILL BE ONE OF THE GREENEST M I N I N G O P E R AT I O N S I N T H E W O R L D ” – N O L A N P E T E R S O N , C E O A N D D I R E C T O R , AT L A S S A LT I N C .

“More importantly, we can reach major markets in just three days, whereas foreign imports can take two to three weeks.”

With respect to domestic competition, the Great Atlantic Salt Project will deliver salt at a significantly lower cost than any other existing North American salt mine. The project’s deposit is unconventionally shallow, allowing the salt to be mined using

conventional drift mining.

Equally, many of the company’s domestic competitors are located inland, or on the Great Lakes system for transportation, which adds additional costs compared with Atlas Salt’s ability to ship directly from its deep-water ocean port access.

Finally, the project is designed efficiently with environmental aspects at the forefront.

Mining Outlook Issue 15 | 235

ATLAS SALT INC. NORTH AMERICA

Atlas Salt receives $1 million funding from the Atlantic Canada Opportunities Agency (ACOA)

“At four million tons per annum, which is roughly 10 percent of the North American market, we are not looking to displace domestic production, and we believe that our production will easily be absorbed into the market,” asserts Peterson.

Looking at the Great Atlantic Salt Project more closely, it is located only three kilometers from an existing deep-water port and in close proximity to the Trans Canada Highway, and is well-placed to supply Eastern Canada and the Northeastern US with a stable, lowrisk source of de-icing salt.

The project incorporates forwardlooking design features aimed at efficiency and cost-effectiveness.

Rather than traditional vertical shafts, the mine will use inclined ramp access, enabling easier movement of equipment and salt to the surface. The mine is designed around electric and battery-electric equipment, reducing reliance on 236 | Mining Outlook Issue 15

“ T H E G R E AT AT L A N T I C S A LT P R O J E C T REPRESENTS A ONCE-IN-A-LIFETIME O P P O R T U N I T Y TO CO N T R I B U T E M E A N I N G F U L LY T O T H E C A N A D I A N E C O N O M Y, W H I L E A D D I N G A S I G N I F I C A N T A M O U N T O F G O O D - P AY I N G J O B S F O R M U LT I P L E G E N E R AT I O N S O F NEWFOUNDLANDERS AND LABRADORIANS” – N O L A N P E T E R S O N , C E O A N D D I R E C T O R , AT L A S S A LT I N C .

diesel and cutting ventilation needs.

Plans also include conveyor systems, from underground crushing through surface handling and to port transfer, streamlining logistics and minimizing environmental impact.

“We believe the Great Atlantic Salt Project will be one of the greenest mining operations in the world,” enthuses Peterson.

One independent study confirms the project will generate the

equivalent annual greenhouse gases of just four Newfoundland households, owing largely to electrification and efficient design.

A GREEN FUTURE Environmental stewardship and community engagement are of the utmost importance to Atlas Salt, having been embedded in the company’s foundations since its inception.

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• Field Services (Commissioning, We aim to not just provide Testing, and Start-up) refurbished equipment, but also • Electrical Equipment Installation supply the right field services to and Maintenance ensure equipment is safely and properly installed, integrated • Engineering Support and and commissioned to meet the Design Services customer’s specific needs and • Project Management and ensure optimal performance.

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OTCQX:SALQF These values are central to how it operates and develops the flagship Great Atlantic Salt Project, making both pillars part of its corporate strategy rather than afterthoughts in planning and development.

“In our environmental, social, and governance (ESG) report, we

GREAT ATLANTIC SALT PROJECT – AT A GLANCE • Large-scale global relevance • Strategic location • World-class resource de-risked project • Compelling economics • Substantial upside potential

explicitly highlighted environmental stewardship as one of our core sustainability priorities, showing our intent to operate responsibly and sustainably,” Peterson insights.

Atlas Salt sees itself as an active community member, always seeking engagement from the local community, including Indigenous groups. It hosts local meetings and provides presentations and updates aimed at open dialogue to address any concerns before they escalate.

“We support numerous community initiatives and pride ourselves on being one of the largest employers in the region for generations to come,” furthers Peterson.

As the company looks ahead toward future success, it recognizes that 2026 has already been a milestone year, commencing with site preparation activities in February.

Atlas Salt plans to continue its early works efforts throughout the spring and summer, alongside working

with Endeavour Financial to focus on securing project financing. The company has had several meetings with interested senior secured lenders during PDAC in Toronto, and is confident it will be in a good position to close on its project finance package by the end of 2026.

“The Great Atlantic Salt Project represents a once-in-a-lifetime opportunity to contribute meaningfully to the Canadian economy, while adding a significant amount of good-paying jobs for multiple generations of Newfoundlanders and Labradorians,” proudly concludes Peterson.

Tel: 709-275-2009 investors@atlassalt.com

atlassalt.com Mining Outlook Issue 15 | 237

Masters of Minerals and Metals Global consulting, engineering, and project delivery leader Ausenco transforms complex challenges into sustainable solutions. We showcase the company’s work on minerals and metals projects across the continent with Rob Medley, President of Minerals and Metals – North America Writer: Jack Salter | Project Manager: Cameron Lawrence

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usenco has been part of the mining industry for over 35 years and, with the growing demand for minerals and metals, the possibilities ahead have never been broader or more diverse.

In North America – where Ausenco has major offices in Canada (Vancouver, Toronto, Calgary), the US (Tucson, Denver), and Mexico (Hermosillo) – the sector is gaining momentum.

Once viewed with a slightly negative perception, mining is having a breakthrough moment and has become part of daily conversation.

“People are now understanding the crucial role mining plays in driving the new economy and decarbonization of the world. From data centers to electrification, batteries, and national security – it all depends on mining,” emphasizes Rob Medley, President of 238 | Mining Outlook Issue 15

Minerals and Metals – North America at Ausenco.

“We’re also seeing governments across Canada and the US create significant programs to advance critical mining projects.”

Focused on building lasting value and ensuring clients’ operations are sustainable, Ausenco tackles the most complex technical challenges in mining.

The company delivers integrated, end-to-end solutions across the entire project lifecycle, from discovery to development, production, and remediation.

“We provide engineering and project delivery solutions in all major engineering disciplines, supporting projects through every phase,” Medley acclaims.

For example, in 2024, Ausenco delivered close to 30 percent of

all National Instrument (NI) 43-101 studies on advanced projects.

This reflects the breadth of experience in the company’s growing team in North America, which includes over 800 experts in project studies, execution, and consulting.

“Our clients range from global majors and mid-tiers, with one-to-several operating assets and development projects, to those bringing their first asset to development or acquisition,” notes Medley.

COPPER TRACK RECORD

Ausenco has a remarkable track record in copper; the company partnered with Capstone Copper (Capstone) to deliver the Mantoverde project in 2024 – an open-pit copper mine in Chile.

This project was recognized industry-wide for its capital-efficient

AUSENCO NORTH AMERICA

Mantoverde project

and sustainable design, reached full nameplate capacity within a short ramp-up period, and was delivered on-time and on-budget while meeting the highest safety standards.

“Our focus is on optimizing performance, maximizing return on investment, and bringing lasting value to each operation,” Medley outlines.

Another element contributing to the company’s success is a deep commitment to building long-term relationships with clients.

Following its work on the Mantoverde project, Capstone partnered with Ausenco on the feasibility study for the nearby Santo Domingo copper-iron-gold project,

which aims to create a world-class copper district.

Elsewhere, Generation Mining (Generation) recently awarded Ausenco the engineering, procurement, and construction management (EPCM) contract for their Marathon copper-palladium project in Ontario, Canada.

Las Chispas

Mining Outlook Issue 15 | 239

AUSENCO NORTH AMERICA

“We’ve worked with Generation for several years and have built a great deal of trust with them through earlyphase studies,” highlights Medley.

“After optimizing an existing feasibility study to save capital expenditure and provide a more efficient, fit-for-purpose execution plan, we look forward to partnering with Generation to deliver this exceptional project.”

CRITICAL MINERALS AND METALS

Alongside its track record in copper, Ausenco’s strongest capabilities are in base, precious, and critical minerals, with decades of experience in gold and silver.

In North America, the company has partnered with Coeur Mining to design and build Las Chispas, a top silver-gold producer.

Impressively, it is also currently working with Skeena Gold + Silver (Skeena) to design and build Eskay Creek, one of the largest gold and silver projects in Canadian mining history.

“Eskay Creek is a fantastic story.

We have a decade-long history with this project and have built a strong partnership with Skeena over the years,” Medley tells us.

“They brought us on board early to help develop a strong business case and kept the project moving forward.

Thanks to the team’s hard work over multiple phases, and our technical expertise in similar cold-climate conditions, we’re happy to support the execution of Eskay Creek.”

Ausenco is also engaged with top-tier clients in critical metals such as nickel, zinc, tungsten, lithium, and uranium, where the company is working with Paladin on their Patterson Lake South project in Saskatchewan, Canada.

This uranium project is in the front-end engineering design (FEED) phase, and Ausenco is supporting the team to deliver an executable project 240 | Mining Outlook Issue 15

YOU’RE RESPONSIBLE FOR LEADING AUSENCO’S MINERALS AND METALS BUSINESS ACROSS CANADA, THE US, AND MEXICO. COULD YOU PROVIDE US WITH SOME INSIGHT INTO THIS ROLE? Rob Medley, President of Minerals and Metals – North America (RM): “The best part of the role is the people I get to work with every day. I feel very privileged to lead such a phenomenal group of highly skilled engineers and technical teams, all experts in their field, toward a common goal: delivering exceptional value to our clients.

“I’ve seen the team deliver some incredible outcomes, from earlyphase study all the way through to execution. My role is to support them so they can do what we do best – build innovative, costeffective plants, delivered on-time and on-budget.

“This role is a career highlight for me. I get to work with exceptional people, partner with clients on groundbreaking projects and be inspired by the next generation of leaders.”

WHAT ARE THE MOST EXCITING ASPECTS OF YOUR JOB? RM: “The people – I truly enjoy working with our people and clients.

We’re all passionate about what we do, and that shows in the way we approach projects, challenge one another, and show up at work.

“It’s particularly rewarding to support the professional growth of individuals and see them build a career here at Ausenco, all while having fun.”

Magino project

concept as part of the pathway to a final investment decision and project readiness.

“It’s rewarding to play a role in providing the materials that power the clean energy transition while also delivering lasting value for our clients, local communities, and all of Canada,” prides Medley.

Tin is also having a comeback, primarily used in small-scale electronics like chips, mobile phones, cars, data centers, and more.

As demand for electronics continues to surge, tin is becoming increasingly important, and Ausenco is right at the heart of this shift, working closely with Cornish Metals on their South Crofty project – a tin mine poised to become a global producer.

UNLOCKING VALUE

Medley anticipates another year of growth for Ausenco as the company continues to deliver creative

“ E S K AY C R E E K I S A FA N TA S T I C S T O R Y. W E H AV E A D E C A D E - L O N G H I S T O R Y W I T H T H I S P R O J E C T A N D H AV E B U I LT A S T R O N G PA R T N E R S H I P W I T H S K E E N A OV E R T H E YEARS” – R O B M E D L E Y, P R E S I D E N T O F M I N E R A L S A N D M E TA L S – N O R T H A M E R I C A , AUSENCO

engineering solutions and partner with clients to advance critical mining projects to production.

In the studies space specifically, the company is committed to maximizing returns, shortening payback periods, and delivering designs that are sustainable for the environment and surrounding communities.

“What matters to our clients and the industry matters to us. Right now, clients are focused on the time value of money, given the current commodity market,” concludes Medley.

“That means it is paramount to maximize and unlock value quickly with execution plans that optimize schedules and are set up to execute in the shortest period – this is what we do best.”

Tel: +001 (403) 889-1663 megan.clavelle@ausenco.com

ausenco.com Mining Outlook Issue 15 | 241

DRILLING TO THE CORE

242 | Mining Outlook Issue 15

GEOPS EUROPE & MIDDLE EAST

As a leading provider of advanced drilling solutions for mining, exploration, and geological purposes, GEOPS boasts over two decades of experience in this crucial industry.

We don our hardhats and revisit the company with Hristo Kulov, Deputy Executive Director Writer: Lauren Kania | Project Manager: Eddie Clinton

H

eadquartered in Bulgaria with operations spanning Europe, GEOPS has established a reputation for providing core drilling, directional drilling, and rotary and percussive drilling services in both surface and underground environments.

Privately owned and professionally structured, the company is a leader in the fields of mining and exploration, with over 20 years of business expertise and advanced infrastructure and technological solutions.

Mining Outlook Issue 15 | 243

GEOPS EUROPE & MIDDLE EAST

Since last featuring GEOPS in March 2025, the company’s past year has been exceptional – not only for itself, but for the European exploration market as a whole.

“For GEOPS, 2025 was the most successful year in our history. We operated at maximum capacity, particularly in terms of our people, with the entire organisation functioning as one cohesive unit,” updates Hristo Kulov, Deputy Executive Director.

“Throughout the year, our team maintained constant focus, discipline, and efficiency. I consider this a major generator of our success.”

Similarly, this serves as a clear indication that the European market was highly active in 2025. As the continent’s leader in metres (m) drilled, GEOPS’ performance directly reflects market intensity. However, this market motion was not uniform across all countries. For example, Germany remained relatively passive for the second consecutive year, whilst other regions showed 244 | Mining Outlook Issue 15

COULD YOU TELL US ABOUT THE DRILLING MILESTONE GEOPS ACHIEVED LAST YEAR AND YOUR OUTPUT AMBITIONS FOR 2026?

Hristo Kulov, Deputy Executive Director: “Drilling 250,000 m in 2025 marked a historical milestone for GEOPS. It was the highest annual output since the company’s founding.

“For 2026, reaching or slightly exceeding this total is a logical progression – but not through aggressive expansion. Rather, I believe this increase should come from improved productivity, optimised planning, fleet modernisation, and strong team coordination.

“We are deliberately avoiding uncontrolled volume growth. The goal is efficient, controlled, and high-quality output – not expansion for the sake of numbers.”

strong exploration momentum driven by demand for critical raw materials.

Overall, the market is showing signs of being decisive, with a primary focus on copper and battery minerals.

With approximately 450

professionals under its employ, GEOPS is riding this wave of success with a strategy of increasing productivity and efficiency whilst maintaining operational agility and high service quality.

Copyright © 2025 Boart Longyear. All rights reserved.

Copyright © 2024 Boart Longyear. All rights reserved.

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GEOPS EUROPE & MIDDLE EAST

GEOPS’ KEY PRINCIPLES • Mission – To maintain reliable provision of highquality drilling services at a competitive rate and with zero harm to people or the environment.

• Vision – Although big and

“ O U R I N D U S T R Y D E M A N D S C O M M I T M E N T, D I S C I P L I N E , A N D F L E X I B I L I T Y. T H E R E F O R E , Q UA L I T Y R E M A I N S O U R P R I O R I T Y OV E R S H E E R E X P A N S I O N I N V O L U M E ; I S T R O N G LY B E L I E V E S U S TA I N A B L E G R O W T H M U S T NEVER COMPROMISE QUALITY” – H R I S T O K U L O V, D E P U T Y E X E C U T I V E D I R E C T O R , G E O P S

robust in size, the company remains adaptable to industry developments and client requirements.

• Values – People are GEOPS’ main capital and most valuable collaborators for continuous growth. The company’s clients are its partners in common success.

246 | Mining Outlook Issue 15

“We do not plan significant expansion in the near future as the European market is limited, particularly for skilled drillers and technical staff,” Kulov insights.

“Our industry demands commitment, discipline, and flexibility.

Therefore, quality remains our priority over sheer expansion in volume; I strongly believe sustainable growth must never compromise quality.”

DRILLING FOR THE FUTURE Previously, GEOPS was working on the Čukaru Peki copper-gold and Jadar lithium projects, both of which saw significant development over the course of 2025.

Specifically, at Čukaru Peki, activities have progressed further into development phases, with continued drilling support from GEOPS’ side. It remains one of the most important

Lake Petro:

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With 15 years of dedicated industry experience, we deliver integrated equipment and technical solutions that ensure efficiency, safety, and reliability across diverse field applications.

Our products and services support projects across multiple sectors, including mining, geothermal, oil and gas, and water well applications. With versatile product lines and strong manufacturing capabilities, Lake Petro meets the technical demands of complex drilling environments in both conventional and emerging energy fields.

Lake Petro serves clients across major energy markets, with a strong focus on Western Europe, including the UK, Norway, the Netherlands, Germany, and Italy. We also support projects in the Middle East, Southeast Asia, and Africa. Our products are manufactured in compliance with international standards such as API, ISO, ASME, ATEX, and AISI, ensuring reliability and performance under demanding field conditions.

operational safety, and reduce overall costs. Backed by experienced technical teams and a commitment to quality, Lake Petro continues to build long-term partnerships with energy companies worldwide.

Beyond equipment supply, we provide inspection, maintenance, and repair services, helping clients extend equipment lifespan, improve

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GEOPS EUROPE & MIDDLE EAST

copper-gold deposits in the region, and the company is proud to have contributed to its advancement.

The Jadar lithium project, meanwhile, remains closely tied to Europe’s ambitions for its battery supply chain. Whilst regulatory processes and public dialogue remain part of its development journey, the project’s strategic importance for the European energy transition remains undeniable.

“GEOPS has maintained its technical readiness and long-term commitment to supporting such world-class projects,” enthuses Kulov.

Additionally, the company’s plan to further strengthen its drilling rig fleet by purchasing new rigs and refreshing existing machines has progressed as planned, with the successful completion of its own in-house drilling rig model development.

The next step is the production of chassis and supporting structural components, which will allow GEOPS to assemble fully completed drilling rigs internally in the near future.

“Our target is to renew approximately 50 percent of our fleet with new-generation machines.

This is not simply replacement; it is modernisation, automation, and longterm strategic positioning,” insights Kulov.

“ F O R G E O P S , 2 0 2 5 WA S T H E M O S T S U C C E S S F U L Y E A R I N O U R H I S T O R Y. W E O P E R AT E D AT M A X I M U M C A P A C I T Y, P A R T I C U L A R LY I N T E R M S OF OUR PEOPLE, WITH THE ENTIRE O R G A N I S AT I O N F U N C T I O N I N G A S O N E COHESIVE UNIT” – H R I S T O K U L O V, D E P U T Y E X E C U T I V E D I R E C T O R , G E O P S

“The new rigs are safer, more efficient, and better aligned with the evolving environmental and technical standards in Europe.”

COMMITMENT TO SUCCESS Another initiative that GEOPS has successfully implemented across multiple projects is the mud recirculation system, which has proven to be an effective solution with various benefits.

“The positive outputs are clear: reduced water consumption, improved environmental performance, and cleaner site 248 | Mining Outlook Issue 15

management. Beyond sustainability, it enhances operational stability and efficiency in challenging geological conditions,” details Kulov.

This successful system represents a significant step towards more responsible and technologically advanced drilling operations for the entire industry.

Equally, GEOPS has continued its work on a copper shale project located in Poland, which is progressing according to planned dynamics and fully meeting investor expectations.

“Operations are going forth smoothly, without technical or safety challenges,” asserts Kulov.

“It remains one of our most technically sophisticated deep drilling engagements, demonstrating our ability to operate in demanding geological environments whilst maintaining safety and precision.”

BUILDING UP A SUSTAINABLE WORLD Currently, GEOPS is participating in two new strategic projects in the Czech Republic, which further showcase its extensive skill set.

The first is a major infrastructure

project for the country, comprising geological drilling works for a new international railway tunnel between the Czech Republic and Germany.

“This is a capital project of international importance, and we are proud to hold one of the most significant operational roles within it,” expands Kulov.

The company has already completed approximately 80 percent of the project without incident or failure, emphasising strong efficiency and adherence to the planned timelines.

The second initiative is linked to the expansion of capacity at the Czech Republic’s largest nuclear power plant. This engagement further demonstrates trust in GEOPS’ technical reliability and operational discipline, particularly in highly sensitive and regulated environments.

“These projects also illustrate we are not only active in mining but also increasingly participating in strategic energy and infrastructure developments across Europe,” explains Kulov.

As GEOPS continues to look ahead towards a prosperous future within

the mining industry, its priorities for 2026 are clear.

The company is setting its sights on achieving controlled and sustainable productivity growth, completing fleet modernisation and internal rig production capabilities, maintaining a continued focus on safety and environmental responsibility, and strategically positioning itself in infrastructure and energy-related projects.

“The past year proved GEOPS has the capacity, discipline, and internal cohesion to operate at peak performance. Now, our focus is to consolidate that strength and build long-term stability – remaining Europe’s leading exploration drilling contractor whilst preserving the agility and culture that brought us here,” proudly concludes Kulov.

Tel: +359 89 3349105 office@geopsbg.com

www.geopsbg.com Mining Outlook Issue 15 | 249

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