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newmont mining corporation a value culture Newmont aims to lead the gold sector in creating value for shareholders and other stakeholders. Senior executives Scott Lawson and Mike Wundenberg discuss the technology and innovation strategy that’s helping to keep the company at the top

Issue 28 2018

World Mining

the editor

The mental kaleidoscope



Martin Ashcroft


happened to find myself on the campus of a prominent Oxford business school recently and in the lobby was a rack of brochures promoting their current curriculum. One of these was called Driving Disruptive Growth. My career has brought me into contact with management ideas for 40 years, so I’ve seen a few phrases come and go, from Peter Drucker’s management by objectives to Toyota’s lean manufacturing. I’ve heard change described as transformational, continuous or cultural, but ‘disruptive’ is one of the most misused (and therefore misleading) terms I’ve come across. Not that I’m accusing an Oxford business school of misusing it, of course, but ‘thought leadership’ tends to dilute very rapidly when the marketing media starts tossing new terms around. They soon lose their meaning, prompting the marketplace to demand another one. I fear disruption may have reached its tipping point. In business terminology, disruptive has a very specific meaning. According to Harvard Business School professor Clayton M. Christensen, who coined the term over 20 years ago, a disruptive technology is one that shakes up an industry by displacing an established technology, or a ground-breaking product that creates a completely new industry. Christensen used the examples of personal computers disrupting

mainframes, or discount retailers disrupting full-service department stores. There is a lot of new technology about today with the Internet of Things, 3D manufacturing, automation and the growing applications for drones, but let’s get this straight. We live in a rapidly changing world, but change is not always disruptive. We should be grateful for that. If every ‘solution’ were disruptive, industry would be in chaos by Christmas. Most improvements are incremental, with small gains made by doing one thing better today than we did yesterday. The concept of improvement through disruption is counterintuitive, but that’s why the marketing gurus like it so much. It grabs your attention. Their failure to understand the meaning of the concepts they promote never seems to hinder them. They’ll dress anything they can in the latest trendy clothes. Mark Twain was ahead of his time when he said: “There is no such thing as a new idea. It is impossible. We simply take a lot of old ideas and put them into a sort of mental kaleidoscope.” Clearly, there are new technologies, and some of them have the potential to be disruptive, but the next time you are offered a disruptive solution to a business challenge, take it with a pinch of salt – unless it’s from Oxford University. World Mining Magazine www.ogsmag.com


Contents Cover story newmont mining corp: a value culture Page 8 Page: 3 • The Editor: The mental kaleidoscope 8 • Newmont Mining Corporation: A value culture 22 • Sphinx Resources: The mine finders 24 • IMARC 2018: Mining must reinvent itself 28 • IMARC 2018: Messages from IMARC 33 • IMARC 2018: Copper, the real precious metal 37 • Ausdrill closes $197.2 million Barminco acquisition • AUMS awarded contract at Obuasi project 41 • Hudbay Minerals to acquire Mason Resources • Epiroc acquires Estonian distributor 45 • Orbit Garant acquires drilling business in Burkina Faso • Nordic Gold approved for mine start-up 47 • Mineral Resources to buy BCI’s Kumina iron ore project 49 • Quebec port approval delights Arianne Phosphate • Canada to invest $5 million in mine of the future 51 • Newmont Suriname reaches million ounce milestone

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ADVERTISERS 2 Resemin Asia 6 Volvo Construction Equipment 11 Corrosion Engineering 13 Zafco International Inc 14 Mineral Process Control 16 THEJO 18 PW Mining 20 Axis Mining Technology 26 Flowrox 27 Sai Deepa Rock Drills 30 Altra Industrial Motion 31 Dynapower 32 Cenerg Global Tools 34 Montabert 35 Mining Finland 36 Rapid International 38 ADRIA 39 Duff Norton / Phoenix Conveyor Belt Systems 40 Ritmo 42 WeatherSolve Structures 43 Irwin Car and Equipment 44 Pumps 2000 46 NAMMCO 48 Independent Rebuild Specialist 50 Magna Tyres 52 Megatraction Equipment Inc 54 A-1 Industrial Supply 56 Canary Systems 58 CPK Automotive 59 Applied Fiber 69 Voltas 72 Rammer: Sandvik Mining and Construction 73 PMP: Prairie Machine & Parts 74 World Mining Directory 77 Shaw Development 78 MOS Mobile Screener 79 Hilliard Brake Systems 80 Rockwell Automation


news & features Page 37

imarc 2018 Page 24

53 • Metso to deliver comminution solutions to NLMK Group in Russia • H-E Parts wins Roy Hill wear liner contract 57 • Laramide completes acquisition of Murphy Project in Northern Territory • Epiroc acquires diamond tool manufacturer Fordia 60 • Vale: An iron grip on the market 70 • Voltas: An emerging global player from India in heavy earth moving mining machinery

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newmont mining corporation a value culture Newmont aims to lead the gold sector in creating value for shareholders and other stakeholders. Senior executives Scott Lawson and Mike Wundenberg tell Martin Ashcroft about the technology and innovation strategy that’s helping to keep the company at the top   World Mining Magazine www.ogsmag.com


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ew industries could cope with price fluctuations like those seen in mining. In December 2011, when president and CEO Gary Goldberg left Rio Tinto to join Newmont as chief operating officer, the price of gold was close to its all-time high, around $1600 - $1700 an ounce. Understandably then, miners were keen to extract as much ore as they could, as quickly as they could, while the boom lasted. The price had peaked at $1,917.90 an ounce in August 2011 before beginning a decline that saw it fall to $1060 an ounce in December 2015. “Gary recruited a number of people who had worked together in mining,” recalls Scott Lawson, EVP & chief technology officer, “with a complementary mix of experience, to look at the business from a value based standpoint. I joined in late

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2012. With gold prices coming down there was an urgency in the business to get our cost structure under control, and to get more rigorous systems and processes in place. “With prices high, mining companies took on a lot of big projects which were not sustainable as prices tumbled, so we tried to step back from that and get some perspective on it, understand which were the best projects to continue with, look at the operating model and strike the right balance between the corporate office and the regions.” That period provided the genesis for ‘value over volume’, a concept coined by Newmont (I am told) but which was soon adopted by the rest of the industry, to the extent that it now dominates the marketing speak of the major mining companies. Never mind that, the catchphrase captures the concept

perfectly. “The mantra up to that point at Newmont was ‘seven by seventeen’, remembers Lawson. “They wanted to be a seven million ounce producer by 2017. In the prevailing climate at the time that just wasn’t a practical approach to running a business. It wasn’t a profitable approach to running a business, either. So we updated the strategy, updated the focus, did a lot of operating model work, stopped a lot of projects, made a lot of changes and focused on the value of the gold that we were producing, or the margin, rather than producing an extra ounce and only making a dollar on it.” The Full Potential programme, as it became known, was launched at the Boddington mine in Western Australia in 2013 and has so far delivered one and a half billion dollars in value across the company. “To put it in perspective,” adds

newmont mining corporation a value culture

Mike Wundenberg, vice president of operational technology and innovation, “we are producing about the same amount of gold today as we were producing back in 2011 and 2012, but with half the number of people – and with over 20 per cent reduction in all-in sustaining costs.” To optimise resource value, Newmont developed a Strategic Mine Planning methodology as part of the Full Potential programme. This basically evaluates which resources should be mined, in what order and to what size, then as prices change, the design and size of pits can be modified as quickly as possible, and an assessment can be made of the potential impact on the processing plants. The Full Potential programme generated momentum and has now become a catalyst for the next stage of

“With gold prices coming down there was an urgency in the business to get our cost structure under control, and to get more rigorous systems and processes in place”

strategic development. “It has provided a good foundation in discipline and ownership at regional level to launch the next wave of technology and digital solutions,” explains Lawson. “Because there’s so much buy in and understanding around the Full Potential programme we’ve actually packaged our new technology and digital programme underneath that umbrella.” The mining industry has been looking closely at digital technologies in recent years and Newmont has already implemented some itself. What it needed was an overall strategy to plan, implement and evaluate the role of technology and innovation in delivering value to the organisation. “There’s quite a buzz in industry generally and in mining around digital opportunities and technologies,” says Wundenberg, “so we conducted two digital assessments World Mining Magazine www.ogsmag.com


newmont mining corporation a value culture

last year to prioritize how we invest in technology and understand where the value lay. Those two pieces of work helped us inform the Technology and Innovation Strategy.” Delivering value extends beyond pure cost saving and efficiency measures to embrace improvements in health and safety and sustainability, too. “Anything that reduces risk to the business adds value,” says Lawson. “We want to be the miner of choice around the world and to do that we need to have a strong and clear articulation of sustainability, whether it’s around environmental, community, government or social aspects. From a community and social standpoint, health and safety is a crucial part of that.”

Digital assessments

The digital assessments took a threepronged approach to investigate where improvement opportunities could be found. “The first thing we wanted to understand,” says Wundenberg, “after

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the investment we’ve already made in technology platforms like asset health systems, process control systems, etc, was how well were we utilising those systems, and did they justify our investment? “Secondly, we wanted to understand what we were doing with all the data we were collecting from plant and equipment. Are we doing any kind of analytics or are we just collecting data? And the third aspect was to look more broadly, outside of Newmont, and see whether there are other technologies that we should be thinking about bringing on board here at Newmont.” The Newmont team enlisted the support of two external consultancies, one working at its Twin Creeks mine in Nevada and one at Boddington in Western Australia, and their assessments were tailored to the framework of Newmont’s six technology focus areas. “The first technology pillar is Smart Mine,” explains Lawson. “What we’re trying to do there is maximise the

use of our in-ground resource and production data to optimally mine and process ore. We’re trying to automate as much of the process as we can from blast hole to mill and at the same time optimise the decision making.” Smart Mine uses sensors, monitoring and optimization tools to anticipate and plan events in real-time, enabling continual adjustments to respond to changing operating conditions. “The second is Connected Worker, and there are three aspects to this. One is around time and attendance and site access. The second is about field mobility, so we’re piloting iPads at Twin Creeks with some of our maintainers for them to close work orders, to report time, to open new work orders, and to look up parts. Then the third is around people tracking. Do we know who’s on site, where they’re at – in case we have a safety event? We want to know where our people and our contractors are so we can get them safely out of an area of potential risk.”

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newmont mining corporation a value culture

The third focus area is advanced process control. Most of Newmont’s process plants have process control systems, but their performance is somewhat variable and that has been attributed to a lack of expertise. “We want to standardise the expert system that sits over the top of these process control systems,” explains Lawson, “then a fourth part of our strategy is to begin streaming that data into operation support hubs.” The fifth technology pillar is autonomous fleets. Newmont is working with Caterpillar to develop and improve the technology used in underground hard rock vehicle automation, focusing initially on Caterpillar’s semiautonomous system for underground loaders, known as Command AHS. So far there is a fleet of seven LHDs (load haul dump units), running underground at the Leeville and Carlin mines. Here the machine operators work safely and efficiently from a control room on the surface, where they can control two or more machines. A project like this also lends itself to rapid replication across global operations by leveraging Caterpillar’s worldwide business model and dealer network. Study work is also being undertaken on autonomous surface fleets.

“We conducted two digital assessments last year to prioritize how we invest in technology and understand where the value lay. Those two pieces of work helped us inform the Technology and Innovation Strategy”

The sixth pillar is around advanced analytics. ”We’ve recently brought on board a chief adviser who’s helping us explore where the value is, whether it’s in artificial intelligence or machine learning, for instance, and whether there are companies we can partner with. There are some areas where we want to maintain our own IP, but it’s important that we understand who the leaders are in the market.”

Technology trials

The search for new technologies often involves looking beyond the mining industry at what’s happening in oil and gas, or perhaps manufacturing or high tech. “As you get into things like artificial intelligence and machine learning for instance, they’re well proven technologies already,” says Lawson, “so how do we apply those to some of the problems we have here?” There can be a dazzling number of alternatives to consider. Lawson and Wundenberg take calls every day from vendors and consultants promoting their latest silver bullet. I know what that’s like. My inbox is full of press releases from ‘leading’ suppliers of this, that or the other ‘essential’ product or service. A disciplined approach is required to avoid unnecessary distractions. World Mining Magazine www.ogsmag.com


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newmont mining corporation a value culture

“We go through a rigorous review process to identify the problem we’re trying to solve and what the opportunities might be, rather than chasing bright and shiny new solutions,” says Wundenberg. “Then we evaluate what potential technology could help us and we do a pilot of the ones we believe we can go forward with, after a bit of due diligence on the front end to make sure we’re going ahead with the right pilots.” One example of a successful pilot is another collaboration with Caterpillar – a Connected Worker technology that analyses the movements of haultruck drivers and sets off an alarm if a driver is distracted or drowsy behind the wheel. “We put a lot of effort into health and safety and we have improved tremendously in that area,” says Lawson, “but we have had challenges around fatigue management. Caterpillar has developed a driver safety system that can detect when a driver is fatigued because he or she is blinking or nodding off. It alerts the driver by vibrating the seat and also notifies the supervisor.” The Carlin mine was the first to test Caterpillar’s Driver Safety System. After the trial, fatigue and distraction events declined by 87 per cent and 68 per cent, respectively, and it has since been rolled

“Anything that reduces risk to the business adds value. We want to be the miner of choice around the world and to do that we need to have a strong and clear articulation of sustainability”

out across Newmont’s global operations. It’s a huge improvement, but if not properly handled it could have been a contentious one. You can’t introduce this kind of potentially intrusive technology unless you have a culture of trust across the organisation, with a workforce aligned to the strategy of the business. “Change management is the single most critical aspect of this,” says Wundenberg. “In this example we’ve had good acceptance. It’s about getting the intent right. People understood it was about safety rather than being punitive in any way.”


Historically, Newmont’s operations were concentrated in North America, but the company’s success has inevitably led to global expansion and today Newmont has mining operations in both North and South America, Australia, and in Africa. Introducing a new way of working, even in a pilot exercise, requires a huge emphasis on communication to get the message across. “It has to go all the way to the shop floor to help people understand the value and see how it makes their job easier,” says Wundenberg. “You have to provide a World Mining Magazine www.ogsmag.com


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newmont mining corporation a value culture

forum for them to ask questions and for us to take their feedback on board. It’s great to go out and trial things but you really need to have the workforce on board for it to be a success.” As well as the workforce, it’s also important to earn the trust of senior management when introducing change in their domain. “We work closely with our chief operating officer Tom Palmer and his regional senior vice presidents,” says Lawson. “We’ve enjoyed a huge leadership buy in, so that the regions themselves are now volunteering to pilot some of the autonomous fleet work or the connected worker cases, for instance. Over the last year and a half there has been a level of trust developed so that once a value or risk reduction is proven they’re all happy to replicate as quickly as they can. We don’t have to run a pilot in every region for every senior vice president to get comfortable

with it, so that speeds up deployment.” Newmont is committed to testing and deploying technological innovation as part of its strategy to create shared value. Mike Wundenberg’s Operational Technology and Innovation team therefore works closely with operations and other technical services teams, to align its five-year strategy with the company’s global standards, systems and business processes – a critical step in maximizing the return on technology and innovation investments. Positive results are already being seen within the organization, but on top of that comes high level external recognition around the culture of Newmont. In September this year Newmont was named as the leading company in the metals and mining industry by the Dow Jones Sustainability World Index – for the fourth consecutive year.

A couple of weeks later Newmont won the Large Cap category at the National Association of Corporate Directors’ (NACD) inaugural NACD NXT Recognition Awards – chosen from among 25 nominated boards of directors for excellence in harnessing board diversity and innovation as a strategy for creating long-term value. Earlier this year, the company was ranked as the world’s leading miner in FORTUNE magazine’s most admired companies list, based on the quality of its management team, and its strong performance in social responsibility, long-term investment, people management and innovation. It all adds up to a recipe for value creation, if ever I heard one.

World Mining Magazine

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the mine finders Project generation is the name of the game for Sphinx Resources, a Canadian company focused on zinc, with exploration projects in the mining friendly jurisdiction of Quebec


ny team needs a range of skills to be successful. It also helps to have a few exceptional individuals. A soccer team, for instance, needs a strong defence and a safe goalkeeper, but supporters love nothing better than a star striker. Someone who scores goals. Translate that to the mining environment, particularly exploration, and the most valuable player is likely to be the mine finder. Canadian exploration company Sphinx Resources has proven strikers in its team. One of them, director Michel Gauthier, has actually struck gold himself, as a member of the Virginia Gold Mines team that discovered the Eleonore project in the James Bay area of Quebec in 2004. Goldcorp paid C$505 million for the discovery two years later. His striking partner, mine finder Kerry Sparkes, was involved in the discovery of the Voisey’s Bay nickel deposit in Labrador (now owned by Vale) and the Rainy River gold project in Ontario (now owned by New Gold). Both of these mines are now in commercial production. “Our model is to add value by adding resources,” says Normand Champigny, president and CEO of Sphinx Resources, “and then get people who are good at mining to purchase the project. This is typically where you add the most value in the mining cycle.” It’s nice to have people with a strong track record on your team, but it also helps to have what sports people like to call a level playing field. In the world of mining, there are few playing fields more attractive than Quebec, ranked the sixth best jurisdiction in the world by the Fraser Institute. What

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makes it so good? “Quebec has a large territory, so mineral potential is good,” says Champigny. “We have an established mining culture here, and we have a very supportive government which offers tax incentives to help attract investors. We also have good quality geological data, which is very useful at the exploration stage. All those factors add up to make Quebec an attractive place to mine. It’s a stable place for mining, compared to many others.” Other considerations in selecting potential projects include having year round access to the site. “If you can work there all year round you don’t need to build a camp,” says Champigny. “You don’t need to use helicopters, you stay in local accommodation, which also means that when you get to the development stage you don’t need to build roads or power lines. Everything is there. That is quite important in where we select projects because if you have lower costs the deposit will be more profitable to mine.” So Sphinx Resources has a strong team in a strong mining location, but exploration is a risky business, and risks are better shared. “We also have strong partners,” says Champigny, “one of which is the Quebec mineral exploration agency SOQUEM (Société Québécoise de l’Exploration Minière) and the other one is Osisko Metals.” SOQUEM is Sphinx’s partner in the Calumet-Sud project in the Pontiac area in the southwest of Quebec. “The project is adjacent to the former New Calumet mine that closed in 1968,” says Champigny. “Michel Gauthier went to the area and saw the potential to find more. Just south of the old mine, zinc

76°34' W

Ziac District, MRC Pontiac Tessouat - Sphinx (100%) 22 claims - 13 km²

Tessouat-Sud - Sphinx (100%) 296 claims - 177 km²

45°55' N


Calumet-Sud zinc discovery 2017 Zinc occurrences Claims boundary Limits of municipalities


Withdrawn from staking



45°45' N

GPd - Sphinx (100%) 74 claims - 41 km²

Calumet-Nord Ressources Tranchemontagne


Campbell's Bay

Beachburg New Calumet Mines Limited (1944-1968) 3.8 Mt @ 5.8% Zn, 1.6% Pb, 65 g/t Ag, 0.4 g/t Au

Calumet-Sud Sphinx / SOQUEM (50-50%) 21 claims - 12 km² Balmat-Edwards-Pierrepont Zinc District (USA)

5 Kilometers

Ziac District (Québec)

was found on surface and this is where we are concentrating our efforts now. We have done some drilling and we believe we’ve got something. We think we have the potential to have a resource there.” Sphinx also recently announced a joint venture with Osisko Metals to explore for zinc in highly prospective areas of the Grenville geological province in southern Quebec. One of the Osisko team, Bob Wares, has been involved in two major discoveries, the Canadian Malartic gold mine and a zinc discovery in Arizona in the United States. Sphinx will act as operator of the Grenville Zinc Project during the exploration period. The companies have already worked together to design an exploration program which aims to discover a Broken Hilltype zinc deposit. “We’ve been to Australia to see what they’ve done at Broken Hill and we believe we can do the same thing here,” said Champigny. More so now than ever before, however, the development of a new mine depends on social and environmental factors, and Sphinx is at the top of the league again here. “The first criterion we look at when we pick an area for exploration is social acceptability,” says Champigny, “and the way we define it is quite simple. We say that the local population has to want the project as much or more than we do.” That is reflected in the company’s share structure, he explains, with almost 20 per cent of its shares held by local people. “Social acceptability is very important. You have to engage with local communities and establish a relationship before you even start doing exploration. Quebec is a good place to do that.”

76°55' W

sphinx resources

10 Km


Pierrepont Mine

(1982-2001) 2.4 Mt @ 16.3% zinc

Obwondiag Sphinx (100%) 96 claims - 53 km²

Edwards Mine

(1909-1980) 6.0 Mt @ 10.8% zinc

Hyatt Mine

(1918-1998, intermittent) 1.0 Mt @ 8.3% zinc

Shawville Portage-du-Fort

Balmat Mines

(1930-2001; 2006-2008) 30.7 Mt @ 8.6% zinc

Source : presentation at PDAC 2017 convention, "100 Years of Zinc Discoveries in the Balmat-Edwards-Pierrepont District", Richard (Tick) Knight

Sphinx Resources trades on the TSX Venture exchange: TSX-V: SFX.

“Social acceptability is very important. You have to engage with local communities and establish a relationship before you even start doing exploration. Quebec is a good place to do that”

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Mining must reinvent itself

J-S Jacques, CEO of Rio Tinto, gave the opening address to delegates at IMARC, the International Mining and Resources Conference in Melbourne, Australia

Rio Tinto operations in the Pilbara


elivering the opening address at IMARC 2018, Rio Tinto CEO Jean-Sebastien Jacques left delegates in no doubt what he thought about the mining industry. “As an entire industry,” he said, “we need to transform to stay relevant in the 21st century. There is absolutely no doubt about it, we have a long, proud history. But as we gather here today, we have a great chance to focus on our future.” Jacques said this was a crucial time in the industry’s development, when the protection of air, water and land matter more than ever, with digital technology creating new challenges and new opportunities, and when a lack of trust in business casts a shadow over the corporate sector. “What legacy do we want to leave for those that will lead our industry in the future?” asked Jacques. In his view, he added, “we need to respond to the changes we see, and quickly. First by reinventing our industry and then by how we partner with society.” The mining industry has been around for centuries, he said, and some of the companies represented at IMARC had a heritage stretching back over 100 years. But as well as history, miners have always had a pioneering spirit. He paid tribute to the ‘grit and endeavour’ put into the creation of today’s mines by previous generations of miners, often without the benefit of technology that is taken for granted now. “We thrived because of their work, their dedication and their vision,” he said. “For all of us to thrive in this century and beyond, we need that same hard work, pioneering spirit, and vision. But – the vision must be fundamentally different in a world where cars drive themselves, where machines already think faster than humans, where there will be two billion more people on the planet putting more strain on our finite

  World Mining Magazine www.ogsmag.com


resources and where data will be the new oil – or new iron ore, as the case may be.” The mining industry deserved credit for the way it had modernized, he said, but it has not reinvented itself as completely as the automotive industry, for instance, or aerospace, healthcare and the media. “I have absolutely no doubt in my mind that digital and data will be the fundamental game changer in our industry,” he said. “New digital technologies from AI to the Internet of Things, and new biotech, will force us to be more imaginative. From drones that perform in-situ scanning, to deep-sea robots that mine underwater, to water-neutral processing that removes the need for slurry ponds.” Digital and data would touch every part of the industry’s value chain, he said, from exploration to marketing, reshaping the way everything works. Exploration will not be all about engineers and geologists but computer scientists and bioengineers, too. Autonomous trains are set to transform logistics, and autonomous ships could be next. Digital and big data will play a major role in marketing, too, he said, but the challenge was how to apply AI and IoT in an industry where the introduction of new technology often means major capital outlays. “We must re-define the way we partner,” he told delegates, remembering a conversation he had after joining Rio Tinto seven years ago, with a senior executive who was reluctant to partner with other companies in case they gave too much away. “Those days are over,” asserted Jacques. “Our industry needs to re-define the way we partner with communities, customers, suppliers and governments.” Mining communities want a bigger share of the value of their resources, he

IMARC 2018 explained, and stakeholders in the market want more balanced trade. It was important, he said, to have a debate about challenging topics like the trade-off between economic and social progress versus carrying out an activity that impacts the environment. “If a community or government wants a bigger share of the pie,” he said, “they may need to be willing to take on more of the risk. So, maybe there needs to be a new way of funding mining projects. As an industry, perhaps, it is time to think

he said. “We need to be better at telling our story.” The big question was how to do that? “There’s not just one answer. First we need to take a page from our friends in Silicon Valley. We shouldn’t be talking about the hardware or software of our products – the iron ore and the copper – but rather how they help people to live better lives.” The culture the industry projects online is incredibly important, he said, because people use social media as

““I have absolutely no doubt in my mind that digital and data will be the fundamental game changer in our industry” about a different business model – where we provide mining as a service and let other people finance projects that need billions in upfront investment, before the benefits can be shared.” New forms of partnering will not be just about governments, society and communities, he continued, it will also be about partnerships with customers, suppliers and even, competitors. The best way to make autonomous ships happen, he suggested, may be through a partnership between competitors, to introduce a global platform for everyone’s benefit. Mining is essential to society, he concluded, but the industry is one of the least trusted on the planet. “The world needs us and it is about time we stopped punching below our weight,”

their information source. Talking less about ‘optimising productivity’ and more about ‘making our mines run better’ would make a difference to public perception. It was also essential to make mining an attractive industry for current and future employees, he said. “The war for some of our talent is going to be fought with the likes of Google, Facebook and other industries. Some of our future workforce will want different things – and we really need to think about how we compete for the best talent. “So, as we kick off this conference, let’s not focus on the micro and technical elements of what we do, let’s elevate the debate to how we, collectively, pioneer the industry into a very different 21st century.”

Autonomous haulage truck, West Angelas minesite; credit Christian Sprogoe Photography World Mining Magazine www.ogsmag.com


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Messages from IMARC

David Garofalo, CEO Goldcorp

Delegates at the recent International Mining and Resources Conference (IMARC) in Melbourne heard some insights into the future of mining from industry leaders


he International Mining and Resources Conference (IMARC), held at the Melbourne Convention Centre from 29 October to 1 November this year, has grown to become one of the world’s leading mining industry events, attracting the industry’s biggest operators and investors. The International Council on Mining and Metals (ICMM) also held its bi-annual meeting in Melbourne to coincide with IMARC 2018, where over 6,000 decision makers, mining leaders, policy makers, investors, commodity buyers, technical experts, innovators and educators from over 90 countries came together for four days of learning, deal-making and unparalleled networking. Among the conference’s many highlights was a speech by Goldcorp president and chief executive officer David Garofalo on the shift to electric vehicles in underground mines. “Using diesel in an underground operation is a risk inherent in the mining industry,” he said. “We manage and mitigate it as other mining companies do, but we know that by removing it we remove a source of heat, fire and emissions from where our workers are and lower the risk profile of our operations.” In addition to electric vehicles, several other technologies have been incorporated into the design of Goldcorp’s Borden mine in Ontario, Canada. “Borden is a ‘connected mine’ with real time knowledge of where people, equipment and work is being done at all times. This enhances safety and productivity.”

  World Mining Magazine www.ogsmag.com


Located in Chapleau in Ontario, approximately 200 kilometres west of the company’s Porcupine mine, the 2000tpd Borden Project is currently in the feasibility phase with final permits expected by the end of 2018. The Borden Gold ‘Mine of the Future’ is expected to be in production before the end of 2019. System Thinking While automation is often seen as a silver bullet for solving a multitude of mining problems, for Christine Eriksen, general manager, improvement & smart business at the Roy Hill iron ore mine in the Pilbara region of Western Australia, automation needs a holistic approach with more time, effort and funds being invested in change management rather than the technology itself. “We realised that the silver bullet approach solely based on technology wasn’t going to work,” she told the conference. “That’s why Roy Hill has developed System Thinking.” The company began its autonomous drill program in April 2017 and currently has a fleet of nine drills retrofitted with automation. But the implementation of new technology can cause problems if there is too much focus on the innovation rather than the process, developing the workforce and developing the communication between teams. “System thinking has enabled us to understand the

IMARC 2018 relationships between all the maintenance teams,” said Eriksen. “There were at least seven different teams involved in delivering support and maintenance to the drills. Understanding those relationships and hand offs helped to build a sense of collaboration and had a direct impact on the availability of drills.” While its effect on the current workforce is a major concern surrounding new technology, miners must also adapt their recruiting strategy to prepare for the future, according to Gaston Carrion, talent and organisation lead for Accenture’s resources practice in Australia and New Zealand. “The very concept of work is being redefined due to changing workforce demographics and rapid advancements in technology,” he told IMARC 2018 delegates. Carrion believes that the future mining workforce will be highly connected, as people work in tandem with artificial intelligence to improve safety, productivity and profitability. “Now more than ever, mining and metals companies need to look at their future talent needs and establish workforce and technology strategies to ensure they have a robust and appropriately skilled supply of employees.” He explained that mining will need new skills in the future, from technologists and data scientists to partnership managers and improvement specialists. “Diversity should also be a priority for miners, and many companies have committed to fostering a more gender balanced workforce. Ultimately, a diverse workforce is more engaged and productive, and will allow miners to navigate industry disruption far more effectively.”

Electric vehicle in Goldcorp’s Borden mine

“Using diesel in an underground operation is a risk inherent in the mining industry. We manage and mitigate it as other mining companies do, but we know that by removing it we remove a source of heat, fire and emissions from where our workers are and lower the risk profile of our operations”

Roy Hill’s Christine Eriksen

Gaston Carrion, Accenture

World Mining Magazine www.ogsmag.com


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Copper: The real precious metal What do renewable energy and Formula E motor racing have in common with mining? Antofagasta’s chief executive officer Ivan Arriagada explains


ne of the things that has happened in Chile is that we’ve seen a significant transformation in the energy world towards renewables, and in our case we’ve increased our percentage of power that comes from renewables,” said Ivan Arriagada during a presentation at the International Mining and Resources Conference (IMARC) in Melbourne recently.

Antofagasta’s Los Pelambres mine

the best solar radiation in the world all year round, and therefore there is a tremendous opportunity to shift copper production to renewables over time, achieving competitive pricing and lowering emissions at the same time.” Chile is now producing some of the cheapest energy in the world, fuelling hopes that it will become a solar version of Saudi Arabia. Making the switch to clean energy will remove emissions

critical for mining, especially in the north of Chile. Around 45 per cent of our water is sourced from the sea across all our operations.” While this is a trend that the mining industry is adopting in greater numbers, Arriagada is hesitant to label it as a silver bullet solution. “We believe there are some instances for smaller mines where it is not economically viable to use seawater. In those cases where it is economically possible and

“Copper is a key component in electromobility and in electricity generation from renewable sources” The company’s Zaldivar copper mine recently became the first mine to operate completely on renewable energy. “Prices for renewables in Chile have become much more competitive, so it makes economic sense, as well as environmental sense, to move towards these sources. “In the north of Chile, we find one of the areas with

equivalent to 350,000 tons of greenhouse gasses. “More important than the percentage and the amount is the statement that we think that climate change is important and that we should be part of the solution,” said Arriagada. On top of lowering emissions, the company is also taking steps to reduce its water footprint. “Water is

environmentally sustainable to do so, those decisions should be made on facts and supported by science rather than ideology,” he said. The head of Antofagasta, which produced around 704 thousand tonnes of copper last year, said that the outlook for the metal is positive due to urbanisation, growing income levels in emerging markets and

increased electromobility. “Copper is a key component in electromobility and in electricity generation from renewable sources. For example, a conventional car uses 25 kilos of copper, while an electric car requires about 80 kilos.” It’s this point that has encouraged Antofagasta to throw its name behind a sport that’s usually reserved for expensive watches and global beverage companies, taking the naming rights for the Formula E – a class of auto racing that uses only electric-powered cars – race in Santiago. “Copper is required for the modern economy more than any other metal and especially for a cleaner and more sustainable world,” concluded Arriagada.

World Mining Magazine www.ogsmag.com






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Ausdrill closes $197.2 million Barminco acquisition

usdrill has completed the acquisition of underground hard rock contractor Barminco, to create the second largest Australian mining services company by revenue. “Barminco is a complementary business to Ausdrill, with a leading market position in underground hard-rock mining

“Barminco is a complementary business to Ausdrill, with a leading market position in underground hard-rock mining” that establishes the company as a more diverse group with a broader service offering sought by our customers,” said Ausdrill managing director, Mark Norwell. “Not only is it a strategically and financially compelling deal, but there is also a good cultural fit with the two businesses having worked together in Africa through our African Underground Mining Services (AUMS) joint venture for over a decade now.” AUMS has recently been awarded a US$375 million underground mining services contract as part of the relaunch

Sunrise Dam gold mine

of AngloGold Ashanti’s Obuasi project in Ghana. Barminco has been awarded a five-year $700 million contract extension at AGA’s Sunrise Dam gold mine in Western Australia, two fouryear contracts by Gold Fields at its Agnew gold mine, and a four-year $240 million extension at the Independence Group’s Nova nickel-copper-cobalt operation.

AUMS awarded contract at Obuasi project A

frican Underground Mining Services (AUMS), a 50:50 joint venture between Ausdrill and Barminco, has been awarded a US$375 million underground mining services contract as part of the relaunch of AngloGold Ashanti’s Obuasi project in Ghana, which has been under care and maintenance since 2016. The five-year contract was awarded to Underground Mining Alliance Limited a 70/30 joint venture between AUMS and Rocksure International, a Ghanaian mining contractor. UMA will provide a full suite of underground mining services at Obuasi, with major capital equipment supplied by AngloGold Ashanti. Works are expected to commence in the first quarter of

2019. Approximately 550 people will be employed during the project term. The workforce will be dominantly Ghanaian with some expatriates providing training

and development and specialist skills. “Obuasi is an important investment in Ghana and we have worked hard with the

Government of Ghana to progress the redevelopment of the mine as a modern operation,” said Graham Ehm, AngloGold Ashanti executive vice president – group planning and technical. “Obuasi is a key asset in AGA’s portfolio and to the Ghanaian mining industry. The mine will benefit many stakeholders for at least two decades. This contract award is a major milestone towards recommencing production at Obuasi and delivering on outcomes that will benefit the national, regional and local economies.” On the eve of publication it was announced that Ausdrill has now completed its acquisition of Barminco, creating the second largest Australian mining services company. World Mining Magazine www.ogsmag.com







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Hudbay Minerals to acquire Mason Resources

“The acquisition of the Ann Mason project is another step in Hudbay’s consistent strategy of accretive acquisitions of scarce, high-quality copper resources in mining-friendly jurisdictions”

Epiroc, the mining and rock

excavation business of what used to be Atlas Copco, is expanding all over the world, with the recent acquisition of Sautec AS, an Estonian distributor of mining and construction equipment. Sautec is based in Tallinn, Estonia, and


udbay Minerals has entered an arrangement to buy the remaining 86 per cent of Mason Resources that it does not already own. Mason Resources is a Canadian company focused on copper exploration and development in the USA. The company’s key asset is its 100% owned Ann Mason project – an extensive, prospective land package in Yerington, Nevada. The Ann Mason project hosts two copper-molybdenum porphyry deposits, Ann Mason and Blue Hill, as well as numerous earlier-stage or untested priority targets. The Ann Mason deposit is currently at a PEA level and is among the largest undeveloped copper porphyry resources in Canada/USA. The arrangement values Mason at C$31 million, representing an attractive premium to recent Mason trading. The enterprise value to Hudbay, net of Mason’s cash and Hudbay’s current 14% ownership, is approximately US$15 million. “We are excited to be announcing this transaction,” said Stephen Scott, president and chief executive officer of is active also in Latvia and Lithuania. The company distributes underground mining equipment and construction demolition tools with related parts, services and consumables. “I am glad that the strong team at Sautec is joining Epiroc,” said Helena

Mason. “We are very pleased with the progress we have made establishing the Ann Mason project as a worldclass and highly prospective copper deposit. The acquisition by a well run, diversified, cash flowing base metal producer ensures a faster and lower risk development path for the Ann Mason project. Given its significant scale, it is not feasible for Mason to develop the mine on a stand-alone basis in a timely fashion and without considerable equity dilution and financial risk. The acquisition of Mason by Hudbay provides an opportunity for shareholders to realize immediate value from their investment in Mason.” Alan Hair, president and chief executive officer of Hudbay, said, “The acquisition of the Ann Mason project is another step in Hudbay’s consistent strategy of accretive acquisitions of scarce, high-quality copper resources in mining-friendly jurisdictions. Ann Mason is an ideal fit for Hudbay’s development pipeline and is at the stage where we can apply our exploration expertise, advance technical studies and leverage our proven mine development team to create value for our shareholders.” Hedblom, Epiroc’s senior executive vice president, mining and infrastructure. “It is important as we expand our presence in the Baltic region.” Sautec becomes part of Epiroc’s Mining and Rock Excavation Service division.

World Mining Magazine www.ogsmag.com


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Choose the more porous fabrics such as 70% and 80% aerodynamic porosity. This gives a modest reduction in wind speed over a greater distance, but still reduces loads on the protected zone by about half. The loads on the structure are also minimized which reduces the structural cost.


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Orbit Garant acquires drilling business in Burkina Faso C anadian-based Orbit Garant Drilling has acquired the drilling business of Projet Production International BF, based in Burkina Faso, for US$6.4 million. The acquisition will integrate into Forage Orbit Garant BF, the company’s operating subsidiary based in Ouagadougou, Burkina Faso,

“Burkina Faso has emerged as one of the largest gold producing countries in Africa and one of the most active exploration markets on the continent” adding 13 surface drills, related support equipment and existing customer contracts in the country. Orbit Garant BF has also retained approximately 100 employees, including experienced drillers and support personnel, who will now be based in its offices in Ouagadougou.

The company expects the acquisition to add approximately C$12 million in incremental revenue and generate positive cash flow and earnings for its fiscal year ending 30 June 2019. “Burkina Faso has emerged as one of the largest gold producing countries in Africa and one of the most active exploration markets on the continent,” said Eric Alexandre, president and CEO. “This acquisition significantly strengthens our presence in Burkina Faso and the broader West African mineral drilling market, positioning us to pursue new growth opportunities. “We are employing the same strategy with this acquisition as we did in Chile, namely to establish a presence in a targeted market and then strengthen that presence with a local, prudent acquisition. Three years ago, we had virtually no presence in Chile and today we are one of the larger mineral drilling companies in that market. We have an opportunity to duplicate that success in West Africa given the increasing drilling activity in that market.”

Nordic Gold approved for mine start-up N

ordic Gold has received approval from the Finnish supervisory authority ELY, to recommence mining and processing operations at its Laiva Gold Mine near Raahe in western Finland, a past producing gold mine that has been on care and maintenance since 2014. In June, the company (then known as Firesteel Resources) announced the results of a positive preliminary economic assessment for the Laiva Mine. It became sole owner earlier this year. Activities started at Laiva in midAugust, to establish access and clear working areas. The company has been conducting three blasts a week and is stockpiling mineralised material

“We plan to pour our first gold on 27 November”

in readiness for plant start up. There are currently around 62,000 tonnes of mineralised material stockpiled and ready for processing. With approval now granted by ELY, the mill and plant can begin operating. “This is a significant advance for the company,” said Michael Hepworth, President and CEO. “We are now able to operate the plant and prepare for processing. The plant is being restarted in stages with the grinding circuit now in its final stages of testing. The CIL circuits are ready to operate and will be filled as mineralised material passes through the comminution circuit. We plan to pour our first gold on 27 November.” World Mining Magazine www.ogsmag.com








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Mineral Resources to buy BCI’s Kumina iron ore project


CI Minerals has agreed to sell its Kumina iron ore project in Western Australia to Mineral Resources Limited for a total cash consideration of A$35 million. MRL will pay A$27m upon completion of the sale, A$4m upon first export of iron ore from Kumina and A$4m 12 months after first export. “A positive return on the Kumina investment has been achieved given that the tenements were acquired for less than A$9 million in late 2017, followed by a modest initial 6-month exploration program which resulted in a maiden JORC mineral resource of 115Mt at 58% Fe,” said BCI’s managing director, Alwyn Vorster. BCI is focused on advancing its 100% owned Mardie Salt & Potash Project, located on the West Pilbara coast in the centre of Australia’s key salt production region. A positive pre-feasibility study has been completed on a solar evaporation operation producing 3.5Mtpa salt and 75ktpa sulphate of potash. A definitive feasibility study is underway with all approvals and a final investment decision targeted by late 2019. “Proceeds from the Kumina sale will be sufficient to fast track the development of the Mardie Salt &

Potash Project during 2019, including finalising a definitive feasibility study (DFS), establishing test evaporation ponds and completing construction of project support infrastructure,” added Vorster.

“The Kumina transaction builds on our successful relationship with BCI”

Kumina is one of several iron ore packages being considered for divestment by BCI. Iron Valley, operated by MRL, is an iron ore mine in the Central Pilbara region of Western Australia, which is generating quarterly royalty earnings for BCI. Buckland is an

iron ore development project located in the West Pilbara, comprising a potential 8Mtpa mine at Bungaroo South and exclusive lease and development rights for a 20Mtpa port facility at Cape Preston East. The acquisition of the Kumina Project is consistent with MRL’s strategy of identifying new value-adding development opportunities to enable it to remain a junior iron ore producer in the Pilbara. “We are very selective in our focus on assets that fit our growth plans and were not interested in acquiring BCI’s entire iron ore portfolio,” said Mineral Resources managing director Chris Ellison. “However, an opportunity arose late in BCI’s divestment process for MRL to acquire the Kumina Project on its own, and I am very pleased with the agreement we have announced today. The Kumina Project transaction builds on our successful relationship with BCI, our partner in the Iron Valley Iron Ore Project. The location of the Kumina Project will enable the company to leverage its existing workforce and logistics supply chain in the Pilbara, with the ore to be exported out of Port Hedland. Completion of the Kumina sale is expected before the end of 2018. World Mining Magazine www.ogsmag.com



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Quebec port approval delights Arianne Phosphate


he Canadian government has decided to expand the Port of Saguenay in Quebec with the construction of a new maritime terminal on the north shore of the Saguenay River. The decision is excellent news for Arianne Phosphate, a development-stage phosphate mining company advancing the Lac à Paul project in Quebec’s Saguenay-Lac-Saint-Jean region. “This result comes after a long period of collaboration

allow Arianne to take full advantage of its Lac à Paul project, which, according to

“This greatly increases the chances of our project coming to fruition” with the Port and a rigorous environmental impact assessment conducted by the Canadian Environmental Assessment Agency,” said Jean-Sebastien David, COO of Arianne Phosphate. The port approval will

a 2013 feasibility study, will produce 3 million tonnes of phosphate concentrate annually for 26 years, with a net present value of US$1.9 billion. Construction of the Lac à Paul mine is expected

to create over 2,000 jobs, followed by 1,000 direct and indirect on-going jobs through the life-of-mine. “This is a very decisive event for our company and the region as a whole,” said Brian Ostroff, CEO of Arianne Phosphate. “I believe that this greatly increases the chances of our project coming to fruition and something that many of the potential customers and financiers we are in discussions with wanted to see happen.”

Canada to invest $5 million in mine of the future T

he Government of Canada plans to invest $5 million to help position Goldcorp Canada’s Borden Mine as a mine of the future — producing ore in a more environmentally sustainable way. Borden Mine will use the money to replace all diesel mobile equipment with battery electric vehicles, making it Canada’s first all

battery electric underground mine. The project will reduce greenhouse gas emissions and create approximately 250 jobs

for local and indigenous communities. Funding for the project will be provided through the fast track stream of Natural Resources Canada’s Clean Growth Program (CGP) — a $155-million investment fund for clean technology research, development and demonstration projects in the energy, mining and forestry sectors.

“Improved environmental performance in Canada’s mining sector is one of the key paths to a lowcarbon economy. This project helps advance clean technologies to commercial readiness, creates good, middle-class jobs and reduces greenhouse gas emissions,” said Amarjeet Sohi, Canada’s Minister of Natural Resources.

World Mining Magazine www.ogsmag.com














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Newmont Suriname reaches million ounce milestone


ewmont Suriname, a wholly-owned subsidiary of Newmont Mining Corporation, has reached one million ounces of gold poured at the Merian gold mine in east Suriname, two years after commercial production began. Construction of Merian commenced in August 2014,

and commercial production was achieved on 1 October 2016. In 2018, the second phase of the Merian project was completed safely, on time and within budget with the construction of a primary crusher to process harder ores that will be recovered as the mine gets deeper. The Merian mine is in

“This exciting milestone was achieved thanks to the hard work, commitment and skill of our employees and business partners” northeastern Suriname, approximately 150 km southeast of the capital city of Paramaribo. It is owned by Suriname Gold Project CV, a partnership between Newmont Suriname LLC (75 per cent), and the stateowned oil company Staatsolie Maatschappij Suriname (25 per cent). Newmont Suriname operates the mine on behalf of the limited partnership.

Newmont Suriname’s workforce of around two thousand people is roughly 95 per cent Surinamese, of which one-fifth are from the local Pamaka community. In August of 2016, Newmont established the Pamaka Community Development Foundation to implement development projects in the Pamaka area. “This exciting milestone was achieved thanks to the hard work, commitment and skill of our employees and business partners,” said Albert Ramdin, Newmont’s senior director for external relations in Suriname. “Our partnerships with the government, Staatsolie and local Pamaka communities form the foundation of the mine’s success and we look forward to many more years of safe, efficient and responsible gold production in Suriname.” Based on current gold reserves, Newmont Suriname projects a mine life of approximately 15 years for Merian.

World Mining Magazine www.ogsmag.com




Metso to deliver comminution solutions to NLMK Group in Russia “This technology will increase the efficiency of production processes”


etso will deliver three grinding lines including spare parts and supervision to NLMK Group’s Stoilensky GOK iron ore production plant in southern Russia. NLMK Group, an international metallurgical company, has launched the construction of an additional concentration section including the three new grinding equipment lines with Metso’s Vertimill. The lines will be assembled by 2020 in a single production unit and will enable scaling

up the concentrate output with a 14% increase in capacity. “The technique of using vertical mills to grind ore has been successfully applied at more than 100 iron ore mining and processing enterprises worldwide,” said Marat Mryasov, director, project management at Stoilensky GOK. “This technology will increase the efficiency of production processes and provide the necessary growth in the production of iron ore to enable the supply of cost-competitive

raw materials to the Novolipetsk Metallurgical Combine, Russia’s largest steelmaking enterprise.” “For today’s miners, saving energy and improving productivity while reducing costs are an integral part of building profitable business,” said Victor Tapia, president, Metso’s mining equipment business area. “When creating sustainable and resource-efficient processing solutions for our customers, we tap into Metso’s 150 years of global design and engineering expertise.”

H-E Parts wins Roy Hill wear liner contract


Parts International has been awarded a three-year contract to supply rotable transfer chutes, liners and refurbishment services to the Roy Hill Pilbara mine site and port facility in Western Australia. The contract provides for a two-year

extension based on performance, and will be managed by the H-E Parts Crushing Solutions division. It will also incorporate rotable services and the supply of H-E Parts’ ProTech wear products, including a full range of overlay wear plate, Q&T wear plate, NiHard and ceramic liners.

Roy Hill CEO Barry Fitzgerald said that H-E Parts was chosen “because they offer value for money, valuable experience with transfer chute refurbishments, focus on sourcing the best value materials, and have a track record in continuously improving the service life of our transfer chutes.” World Mining Magazine www.ogsmag.com






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Laramide completes acquisition of Murphy Project in Northern Territory


aramide Resources has completed the acquisition of the Murphy Project from Rio Tinto Exploration. The company now holds a 100% interest in the Murphy Uranium Tenements in the Northern Territory of Australia, which it had previously been exploring under a farm-in agreement with RTX. The project lies contiguous to and along strike from Laramide’s Westmoreland Project in northwest Queensland

“The Northern Territory of Australia hosts several well-known uranium deposits” and will enhance its dominant landholding in a highly prospective and underexplored uranium province. The Northern Territory of Australia hosts several well-known uranium deposits including the Ranger Mine which has produced in excess of 120,000 tonnes of U3O8 over a 35-year period. The new agreement is structured to incentivize a return to active exploration on the project while providing RTX with

an opportunity to participate should a world class discovery be made. The agreement allows for RTX to have clawback rights, a production payment, an NSR royalty and rights of first refusal, under certain conditions. Laramide is a Canadian-based company with diversified uranium assets in the United States and Australia, chosen for their low-cost production potential.

Epiroc acquires diamond tool manufacturer Fordia


wedish mining equipment manufacturer Epiroc is to acquire Canadian based Fordia Group, a manufacturer of diamond tools and equipment for the mineral exploration and geotechnical sectors. Fordia will become part of the Rock Drilling Tools division of Stockholmbased Epiroc, helping the company increase its focus on the mineral exploration sector. “This acquisition is strategically important as we increase our focus on the exploration segment,” said Helena Hedblom, Epiroc’s senior executive VP Mining and Infrastructure. “The solid team at Fordia will play a key

“This acquisition is strategically important as we increase our focus on the exploration segment”

role as we continuously strengthen our value offering to customers.” Fordia, based in Montreal, Canada, offers a complete line of high quality diamond tools, equipment and accessories that meet the specific needs of drilling companies, including diamond bits, down-thehole tools, drill rods and drill casings, as well as water treatment systems and pumps. The company has offices on every continent and distributors in more than 70 countries. The acquisition is expected to be completed in the first quarter of 2019.

World Mining Magazine www.ogsmag.com


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vale an iron grip on the market

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ne of the largest metals and mining companies in the world, Vale is the world’s largest producer of iron ore and iron ore pellets. After the opening of the S11D complex in the Brazilian Amazon, it now also boasts the largest single iron ore mining operation anywhere in the world. To give it its full title, the Eliezer Batista S11D Complex (named after the Brazilian engineer who served two spells as the company’s CEO), was inaugurated in December 2016 and started commercial operations in January 2017. At a cost of US$14.3 billion the complex comprises a mine and an iron ore processing plant with three production lines - each with a processing capacity of 30 million tons per year. Together with the associated railroad and port logistics, it represents the largest private investment made in

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Brazil in this decade. Of the $14.3 billion invested in the project, $6.4 billion was spent on the mine and plant, with the remaining $7.9 billion accounted for by the construction of a 101km-long railroad branch, and the expansion of both the Carajás Railroad and the Ponta da Madeira Maritime Terminal in São Luís. S11D seems an unusual name for a mining complex, but the project was named after its location on block D of the S11 body, on the South Range of Carajás. The plan started to take shape in 2001, when the first technical and economic feasibility studies were developed. The preliminary license was granted in June 2012 and the installation license was issued a year later. The operations license was granted in December 2012, with the mine having an expected lifespan of 30 years.

The ramp-up will be phased over four years to maximize margins and optimize the mix of products. The nominal production of 90 million tons per year should be reached in 2020, by which time the Northern Region, which also includes the mines in the Carajás Complex and Serra Leste, is expected to deliver 230 Mtpa. Together with new mines in operation in Carajás and expansion projects already implemented in Minas Gerais, S11D will enable Vale to increase its competitiveness in the international market over the next few years. At the peak of the construction works, the project absorbed a workforce of more than 40,000 workers. Once the ramp-up is completed, about 2,700 employees will be working directly at the plant and mine and over 10,000 indirect jobs will have been created.

vale an iron grip on the market

“One of the major technological features of S11D is the truckless system which uses movable crushers and conveyor belts to extract the iron ore and transport it to the processing plant, instead of the 100 or so trucks that would have been required otherwise”

Vale has taken an innovative approach to the development of this mine, to minimise its environmental impact and at the same maximise energy efficiency. One of the major technological features that make the S11D a unique iron ore project is the adoption of a truckless system to replace fixed crushers and off highway trucks. The system uses movable crushers and conveyor belts to extract the iron ore and transport it to the processing plant, instead of the 100 or so trucks that would have been required otherwise. This reduces fuel consumption by over 70 per cent and saves a fortune on consumables such as tyres, filters and lubricants. Truckless technology is commonly used in coal mining, where the ore layers are continual and homogeneous. The characteristics of the S11D’s mineral body were also conducive to this method, since it is an elongated, relatively homogenous mineral body, 9.5 km long by 1.5 km wide, and 300 metres deep. Including a long distance conveyor over 9 kilometres long, there is a total of 68 km of conveyor belts operating in the mine. Another technological feature of S11D is dry processing of the ore, with equipment developed by Vale in partnership with manufacturers, specially tailored to process the natural high moisture ore of Carajás. Dry processing is already in use in some plants in Carajás and will enable a 93% reduction in water consumption, as well as huge savings on electricity. The use of dry processing also eliminates the need for a tailings dam. The ultrafine fraction of high grade iron ore, which would end up in the dam, will be part of the final product. Another significant feature of the construction phase was the modularization of the processing plant. The buildings were divided into 109 modules during project development and engineering, and these were assembled at a construction site over 40 km away from where the plant was ultimately built. The modules were transported on a road specially prepared and paved to support their weight and dimensions, before being welded and bolted together as if they were large Lego pieces. The transportation of the 109 modules was completed in August

2015 and their assembly at the mine was finished in October of the same year. After processing, the iron ore will be carried by rail to the expanded Ponta da Madeira Maritime Terminal (TMPM) in São Luís. The iron ore train is one of the largest cargo trains in the world in regular operation, 3.3 kilometres long with 330 cars each carrying 100 tons of iron ore. The Brucutu mine in Minas Gerais is responsible for the majority of the Southeast System’s iron ore production. Here Vale has been trialling a system of autonomous trucks, controlled not by humans in the cab but by computer systems, GPS, radars and artificial intelligence. The teams that supervise the process can be located a long way from the operations. When the entire fleet is replaced by trucks with the new technology in early 2019, Brucutu will be the first Brazilian mine to operate autonomously. There will be obvious safety benefits with fewer people involved at the mine site. On top of that Vale expects to obtain an increase of around 15 per cent in the equipment’s lifespan. The average speed of the trucks is expected to increase, while fuel consumption and maintenance costs are expected to decrease by ten per cent. The experience with autonomous equipment in Brucutu will help Vale to determine the future of the use of technology in other operations.


Vale has iron ore operations in four regions of Brazil known as the Northern, Southeastern, Southern and Midwestern Systems. It also has iron ore pellet operations in several locations, some of which are conducted through joint ventures. Pellets are small balls of iron ore used in the production of steel. They are made with technology that uses the powder generated during the ore extraction process, which was once considered waste. The company currently operates nine pellet plants in Brazil, two in Oman in the Middle East and has 25% stakes in two pellet companies in China. The world’s biggest producer of pellets, Vale’s Tubarão Complex in Brazil covers an area of 14 km2. This is home to the biggest railway yard in World Mining Magazine www.ogsmag.com


Latin America and eight pelletizing plants, which together produce more than 20 million metric tons of pellets per year. Besides the operational facilities, the complex also has an administrative building, eight canteens, bank branches and a post office. In recent years over R$700 million has been invested in improvements and environmental controls to reduce dust emissions, reduce water consumption in production processes and recycle much of the waste produced. Vale has adopted the latest environmental management practices in all its operations within the Tubarão Complex, concluding a series of upgrades to its terminals in March 2016. These included Piers I and II, used to load iron ore and pellets, and the Praia Mole Terminal (TPM), used for discharging coal. The work

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began in 2015 and included structural investments and reviews of the processes used to handle solid grains, with the objective of preventing material loss during ship loading and discharging operations. The Tubarão Complex has been producing iron ore pellets since the late 1960s, but a couple of the plants, Tubarão II and São Luís have just reopened this year after being dormant for a few years in response to slow global demand.


Vale is also the world’s largest producer of nickel, with operations in Canada, Indonesia and New Caledonia as well as Brazil. One of the most versatile metals, nickel is hard but malleable, resists corrosion and maintains its mechanical and physical properties even when

subjected to extreme temperatures. Vale’s operations in Sudbury, Ontario have been working for more than 100 years. With six mines, a mill, a smelter, a refinery and nearly 4,000 employees it is also one of the largest integrated mining complexes in the world. The sulphide ores contain more than just nickel, however. Other elements are often found, including copper, cobalt, platinum group metals, gold and silver. Thompson, Manitoba is 740 kilometres north of Winnipeg and is named after John F. Thompson, chairman of International Nickel when a significant body of ore was discovered there in 1956. Facilities there consist of the Thompson and Birchtree Mines along with the Thompson Mill, Thompson Smelter and Thompson Refinery. Operations at Vale’s open-pit mine and concentrator at Voisey’s Bay in

vale an iron grip on the market

“The iron ore train is one of the largest cargo trains in the world in regular operation, 3.3 kilometres long with 330 cars each carrying 100 tons of iron ore”

Newfoundland and Labrador began in 2005. This 6,000 tonnes-per-day facility produces two types of concentrate: nickel-cobalt-copper concentrate and copper concentrate. Since Voisey’s Bay is located in an area subject to land claims by both the Innu Nation and the Nunatsiavut Government, separate Impacts and Benefits Agreements (IBA) have been negotiated with the two aboriginal groups. Vale is currently optimizing its nickel operations across Canada, as part of an overall strategy to prioritize value over volume, reduce emissions and comply with local regulations. It is phasing out its smelting and refining activities in Thompson, Manitoba to focus on nickel concentrate production. As a result, it will concentrate more of its refining and smelting activities in Sudbury, where it will focus on the production of copper concentrate, copper matte and refined nickel. The majority of the feed from Thompson will be sent to Sudbury or Long Harbour in Newfoundland and Labrador to be refined. The Long Harbour Processing Plant (LHPP) began operations in 2014 and currently employs approximately 500 people. The LHPP and the Voisey’s Bay mine and concentrator are now an integrated operation. Nickel concentrate from Voisey’s Bay is shipped to Long Harbour to be processed into finished nickel and associated copper and cobalt products. In designing the LHPP, Vale sought to develop a new, more efficient process for processing Voisey’s Bay concentrate than traditional smelting and refining. After a multi-phase $200 million research and development program with support from Technology Partnerships Canada, the Long Harbour processing plant was built as a commercial-scale hydromet facility (using hydrometallurgical technology). In June 2018 Vale completed transactions with Cobalt 27 Capital and Wheaton Precious Metals for the sale of a combined 75% cobalt stream from the Voisey’s Bay nickel mine. The transactions cover the cobalt by-product of the Voisey’s Bay mine, including the ramp-down of production from the existing surface mine and the life of mine production from the Voisey’s Bay underground mine

expansion project (VBME). Wheaton paid US$390 million for a 42.4 per cent share of finished cobalt production from Voisey’s Bay from 1 January 2021 onwards. Cobalt 27 paid $300 million for a 32.6 per cent share. Once they have received 31 million and 23.8 million pounds of cobalt respectively, the streamed percentages will be halved until production at Voisey’s Bay comes to an end. The streaming deal enables the development of VBME, Vale’s first significant investment announcement in recent years. A feasibility study was completed in early 2015 to expand Voisey’s Bay operations underground, but although the project was approved by Vale’s board of directors, it was put on hold due to difficult market conditions. To secure a smooth transition from the open pit to the underground mine, Vale says nickel production from Voisey’s Bay will be maintained at 38 ktpa from 2018 to 2020, ramping up to 45-50 ktpa of nickel contained in concentrate from 2024 onwards. “By unlocking the value of the cobalt by-product at Voisey’s Bay through this streaming deal, Vale has found a way to resume substantive work on the underground project in Voisey’s Bay and support the market’s increasing demand for nickel, copper and cobalt, as well as uphold its commitment to the Government, our indigenous stakeholders and the people of Newfoundland and Labrador, Canada,” commented Eduardo Bartolomeo, executive officer for base metals.

Awards for Canadian operations A lot has been happening at Voisey’s Bay in the last few years, including the receipt of The TSM Community Engagement Excellence 2017 award for the contribution of Vale’s shipping program to the lifestyle of local people. The Innu and Inuit on the North Coast of Labrador have a deep cultural connection to the land-fast sea ice, which serves as a transportation route for harvesting and to access other coastal communities. Vale’s Voisey’s Bay operation uses Anaktalak Bay shipping route to ship its products and to resupply the site. Vale and local communities and stakeholders have collaborated for more than a World Mining Magazine www.ogsmag.com


decade to ensure shipping has minimal interference with Aboriginal traditional lifestyles and that residents can safely cross the ship’s track. Continued collaboration led to the development of floating pontoon-type bridges, which are deployed across the ship’s fresh track at key locations along the 40-kilometre shipping route. Reflective markers and signage are added along the route to ensure safe crossing. When the track freezes, additional “ice bridges” are established at other locations. Once safe crossing locations are established, a multi-faceted communications system alerts residents of their locations as well as shipping activity. Community input has been paramount to the program’s success and is also reflected in other aspects of the

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agreement. For example, there are two six-week closure periods when shipping cannot take place: in the fall when ice is forming and in the spring when ice is breaking up. Closure periods have also been adjusted to reflect weather conditions and public holidays. “We are humbled and honoured to be recognized with the TSM Community Engagement Excellence Award,” said Jennifer Maki, CEO of Vale Canada. “This award belongs equally to the Innu and Inuit communities on the North Coast of Labrador. Their shared commitment to collaboration and positive dialogue allowed us to achieve innovative solutions together that address the needs of all concerned.” Not to be outdone, Vale Canada’s operations in Sudbury, Ontario also received recognition for their

environmental performance, when The Mining Association of Canada presented Vale’s Sudbury Biodiversity Program an Environmental Excellence Award during the 2018 CIM Convention in Vancouver. “We are proud to be acknowledged for Vale’s biodiversity program in Sudbury,” said Lisa Lanteigne, environment manager for Vale’s Ontario operations. “The program has been successful because of a sustained commitment to community collaboration and an innovative approach to environmental stewardship. The program exemplifies one of our core company values – Prize Our Planet.” Vale’s biodiversity work in Sudbury focuses on regreening and reclamation efforts – transforming historically stressed lands and waterways back to their natural states after more than a

vale an iron grip on the market century of mining activities. To improve biodiversity within the community, Vale undertakes a number of activities, including: • Growing more than 300,000 trees annually in its greenhouse for planting throughout the City of Greater Sudbury. • Investing $250,000 and donating 50,000 tree seedlings annually to the City of Greater Sudbury’s Biodiversity Action Plan. • Promoting pollination by raising bees on its smelter property along Highway 55 in Sudbury and planting milkweed for monarch butterflies, which are great pollinators. • Seeding hundreds of acres each year by air through an aerial seeding program that has reclaimed approximately 8,000 acres since 1990. • Raising and releasing more than 100,000 fish to date into local waterways through a comprehensive fish-stocking program. “We congratulate Vale for their outstanding projects,” said Pierre Gratton, President and CEO, MAC. “They showcase what best practice looks like in our sector, whether it be spurring local economic development and entrepreneurship in communities where they operate or adopting innovative methods to restore mining areas back to nature.”


“At the Brucutu mine in Minas Gerais Vale has been trialling a system of autonomous trucks, controlled not by humans in the cab but by computer systems, GPS, radars and artificial intelligence”

Vale conducts its coal operations primarily in Mozambique, through Vale Moçambique. The company also has a minority interest in a Chinese coal producer. Of the two main types of coal, metallurgical coal is used in steel production, while thermal coal is used to generate heat and power in thermal power plants. Vale is ramping up both its metallurgical and thermal coal operations in Mozambique. The Moatize Mine has been producing coal since July 2011, and represents Vale’s biggest investment within the sector. One of the biggest challenges there is logistics, however, where Vale has invested in two railroads to connect to ports - Sena and Nacala Corridor – in order to transport the mine’s output.

The Nacala Corridor project will connect the Moatize Coal Mine to the Port of Nacala-a-Velha on the Nampula coast, with a transport capacity of 18 million metric tonnes of coal per year. This 912 kilometre long line includes a 237-kilometre stretch that passes through neighbouring Malawi. Already in operation, the 575-kilometre Sena Railroad connects Moatize to the Port of Beira, in the south of Mozambique, with a transport capacity of 6 million metric tonnes of coal per year. In 2017 Vale sold 50 per cent of its stake in the Nacala Logistics Corridor (NLC) and at the same time 15 per cent of its stake in the Moatize Mine to Japanese conglomerate Mitsui. In September this year Mozambique’s Cimentos de Maiaia awarded Vale the contract for its coal supply with an initial deal for 600tpa of thermal coal. “Every quarter we will take about 200t, and after a year of this contract we shall increase our capacity to use coal from Vale,” said the managing director of Cimentos de Maiaia, Chunjie Gou. The cement producer’s plant in Nacala Special Economic Zone was inaugurated three months ago and it is expected that the new coal supply agreement will reduce production costs. The coal will be delivered to the cement plant along the Nacala Logistics Corridor (CLN). The CLN is handling 1.3Mtpm, mainly for export. Since the line started operations some 30 months ago, it has exported over 20Mt of coal. When the line is in full operation, coal exports are expected to increase by 40 per cent. This will have a direct impact on the Moatize mine, which will be able to increase its production to 18 million tonnes a year, as well as reduce its transportation costs from mine to port. According to Vale, coal production at Moatize rose from 3.7 million tonnes in 2012 to 11.3 million tonnes in 2017.


Vale entered the Australian coal market in 2007 with the purchase of the Integra Coal Complex in New South Wales and Carborough Downs underground mine in central Queensland from AMCI Holdings. Operations at the Integra Coal complex were placed into care and maintenance in July 2014, however, as it was considered World Mining Magazine www.ogsmag.com


vale an iron grip on the market

economically unviable in the prevailing market conditions. It was eventually sold to Glencore and Bloomfield Group in August 2015. Glencore took over Integra’s underground operations while Bloomfield acquired the open cut mine. The Integra colliery borders on separate coal assets already owned by Bloomfield and Glencore. It produced about 4.5 million tonnes of coal per year from both its underground and open cut mine before it was closed. Vale’s 90% stake in Carborough Downs was sold in December 2016 to Fitzroy Australia Resources, a subsidiary of the Group that originally sold it to Vale. It has also sold its Isaac Plains mine in the Bowen Basin to Stanmore Coal. After this round of disposals Vale retained three Australian coal assets; the Eagle Downs coking coal project which is under construction, the undeveloped Belvedere coal deposit and an early stage asset in the Galilee Basin, but it’s far from certain whether Vale is committed to developing its assets in Australia, given its emphasis on the ramp up in Mozambique. BHP spin-off South32 is allegedly close to acquiring Eagle Downs in partnership with Chinese steel producer Bauwu.


Copper is the third most used metal in the world, after iron and aluminium,

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but is less significant at the moment, for Vale. While Vale Canada produces copper as a by-product of its nickel operations, in Brazil it operates two copper mines: Sossego and Salobo. Both operations are located in the Carajás

writing there are reports that Vale is on the verge of approving a $1 billion expansion of the mine. The project – known as Salobo 3 – is expected to take about three years to complete and will add about 50,000 tonnes to the open-pit mine’s current capacity of nearly 200,000 tonnes of copper per year.

“By unlocking the value of the cobalt by-product at Voisey’s Bay, Vale has found a way to resume substantive work on the underground project and support the market’s increasing demand for nickel, copper and cobalt”

In common with other leading mining companies, Vale is tweaking its strategy in favour of value, rather than volume, optimizing assets, selling non-core assets and investing in new technology and innovation. Commenting on the company’s 2017 results, CEO Fabio Schvartsman said: “Our 2017 performance shows remarkable cash generation and substantial net debt reduction as a result of improvements in price realization, strict discipline in capital allocation and slightly improved results from nickel and coal assets.” He concluded that, “2017 was a turning point for Vale. We started ambitious changes in efficiency, cost management and corporate governance. We laid the foundations for diversifying cash generation by improving the asset base we have today to reduce our dependency on iron ore. We aim to transform Vale into a predictable company.”

region in the state of Pará, and benefit from the logistics infrastructure that the company already has for iron ore transportation. The Salobo copper mine began operations in 2012. At the time of

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An emerging global player from India in Engineering Solutions for Heavy earth moving mining machinery


ounded in 1954, Voltas Limited is India’s largest air-conditioning company and the world’s premier engineering solution provider and project specialist for HVAC, electro–mechanical projects, power projects, water management projects, textile machinery & mining & construction equipment. With revenues close to US$1 billion, the company is owned by India’s largest global enterprise, TATA Group. Voltas Limited is managed by a professional board headed by its Chairman Mr. Noel Tata, Mr. Pradeep Bakshi as the Managing Director & CEO along with Mr. Anil George as its Deputy Managing Director. Mining & Construction Equipment Division

The Mining & Construction Equipment business of Voltas is a 6-decade old business and has been a major player of Heavy Earth Moving Machinery in India. The Division has the credit of launching many a global brand of Heavy Earth Moving Machinery for Mining in India from MACK Dump trucks, International Harvester, Joy Mining Drills, Gallion Graders, Dressta Dozers, Terex-Unit Rig, Terex O&K, TerexPower screen, P&H, Hyundai, Letourneau, Detroit Diesel etc. The Mining & Construction Equipment Division of Voltas is headed by its Vice President, Mr. Sharad Thussu.

VOLTAS M&CE : An ideal product support partner

Voltas M&CE has been very successful by being agile and proactive in its approach when it comes to business association with its customers and its principals. The Division specializes in host of independent value added services in Heavy Earth

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Moving Machinery, viz:-Turnkey erection & commissioning of ultra large class mining machinery, operations & maintenance contracts, rental contracts, maintenance & repair contracts, annual service & maintenance contracts, parts cap contracts, reman & rehabilitation programmes, turnkey rebuilds & repairs, operator & maintenance crew training as per OEM standards, preventive & periodic maintenance programmes including condition monitoring, depot & rate contracts for OE spare parts.

VOLTAS M&CE Global Operations:

Voltas M&CE Division, through its group company TATA Moçambique Ltda, is the preferred service partner for mining machinery operating at the Moatize Opencast Coal Mining project of Vale Moçambique Limited. TATA - VOLTAS takes pride in working with Vale and maintains some of the largest fleets of loaders, excavators, dump trucks & auxiliary equipment of diverse makes, viz CAT, Komatsu, Letourneau,

etc. The company has diversified its service offering to ICVL & Jindal Moçambique too. Voltas has strengthened its international presence in Middle East countries by diversifying into maintenance services of mining machinery apart from its MEP & air-conditioning business. Mr. Ajit P.V, heads the African business of Mining & Construction Equipment Division of Voltas.

Unique Proposition:

At Voltas, service is the backbone for its sustenance and future growth and in the mining industry it is even more important as the equipment is capital intensive in nature. Service support to this equipment throughout its life cycle is of the utmost importance. The host of value added services offered by Voltas delivers considerable cost savings to large mining companies who look at optimizing production by rationalizing cost.


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mining equipment rentals

GEA Group Peter-Müller-Str. 12 40468 Düsseldorf Germany Tel +49 211 9136-0 chemical@gea.com GEA is one of the largest supplier for process technology and components for sophisticated production processes for many industries worldwide. Across a broad range of mining and mineral operations, GEA offers technologies, equipment & services in evaporation and crystallization, drying, cooling, calcining and conditioning, classification, thickening and dewatering, crud treatment and solvent extraction and wastewater management.

United Mining Rentals (UMR) was born out of a specific niche in the market for both short and longer term rentals for both new and used, Sandvik & Getman equipment for both underground & surface mining and also tunnelling applications. Coupled with +35 years of experience in the mining business, UMR provides both sales and rental of new & used mobile equipment for various mining & tunnelling operations across the world. In addition, our sister company, QME Mining Services Division (which operates as an International mining and tunnelling contractor), also operates a large fleet of predominately Sandvik equipment.

Tel. +353 (0)87 149 1945 www.unitedminingrentals.com

mineral processing

Salter Cyclones Salter Cyclones specialises in fine solids removal with its own Hydrocyclones and Multi-Gravity Separators. These achieve powerful and precise separations in practical, compact, reliable, operator friendly and economic systems. Salter Cyclones Limited Tel: + 44 1242 697771 Fax: + 44 1242 690895 Email: sales@saltercyclones.com Web: www.saltercyclones.com


MINPRO International have subsidiary offices in 4 countries all of which have the same business, supplying mineral processing equipment and engineering for the mineral processing industry worldwide. Our main products are AKER Flotation Machines; Hydraulic Roller Mills, Semi Mobile Modular Concentrators, Hydro Cyclone Batteries as well as Polyurethane wear parts for the mineral processing industry. We deliver complete new mineral processing installations, renovation and upgrade existing mineral processing plants, retrofitting the AKER flotation mechanisms in existing flotation machines as well as engineering services and consultancy

Tel: +48 515 368 833 Minpro International Sp. z o.o. www.minpro.com

mining technology

Adrok is a cutting edge service technology company headquartered in Edinburgh, Scotland, with exclusive global patents to Atomic Dielectric Resonance (ADR) imaging technology. This innovative technology has been developed for use in Oil and Gas, Mining and Civil Engineering sectors. Adrok’s technology has been used in several projects around the world to explore the sub-surface geology and locate accurately and identify precisely the fluids present at great depths providing high resolution without drilling the underground. This subsurface imaging scanner generates ‘virtual borehole’ logs of subsurface geology from the surface. It is lightweight, field rugged and portable, to enable cost-effective mobilisation.

49-1 West Bowling Green Street Edinburgh, EH6 5NX (Scotland, UK) Tel: +44(0) 131 555 6662 Email: info@adrokgroup.com Website: http://adrokgroup.com/

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world mining directory process water treatment


GEA Group Peter-Müller-Str. 12 40468 Düsseldorf Germany Tel +49 211 9136-0 chemical@gea.com GEA is one of the largest supplier for process technology and components for sophisticated production processes for many industries worldwide. Across a broad range of mining and mineral operations, GEA offers technologies, equipment & services in evaporation and crystallization, drying, cooling, calcining and conditioning, classification, thickening and dewatering, crud treatment and solvent extraction and wastewater management.

Formed in 1997, Canary Systems provides integrated geo-monitoring solutions for a broad range of mining applications, including open pit, tailings, SW-EX, and underground. We help clients better manage risk, monitor performance, and increase the safety of their operations by tying together the loose ends: the hardware required for automatic or semi-automatic data acquisition – and the software to collect, store, and analyze data in a simple and efficient way on a single combined powerful platform. We provide turnkey solutions – including system architecture, hardware and software development, telemetry, and instrumentation – as well as individual components customized to and augmenting existing project needs.

Canary Systems, Inc. Mining Group 4732 Oracle Road, Suite 112 Tucson, AZ 85705 USA Tel: 520.887.9800 info@canarysystems.com www.canarysystems.com

Salter Cyclones specialises in fine solids removal with its own Hydrocyclones and Multi-Gravity Separators. These achieve powerful and precise separations in practical, compact, reliable, operator friendly and economic systems.


Salter Cyclones Limited Tel: + 44 1242 697771 Fax: + 44 1242 690895 Email: sales@saltercyclones.com Web: www.saltercyclones.com

scales & weighing equipment

IVAC Industrial Vacuum Systems Ltd., manufactures a powerful pneumatic powered vacuum/ delivery system that allows you to pick-up and deliver your most difficult materials. The materials can be wet or dry including gravel, sand, slimes, sludge’s and water. The powerful, virtually maintenance free vacuum system is able to deliver the materials short or long distances, even up too kilometres through a pipeline or hose. Its is ideal for sump & ditch clean-up, tanks, under conveyors, around crushers and mills anywhere shovels, vacuum trucks or water hoses are being used for your clean-ups today!

Contact: Brad Fryburger Brad.Fryburger@rinstrum.com +1 248 680 0320 Website: www.rinstrum.com

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IVAC Industrial Vacuum Systems Ltd. 35-111 Chartrand Avenue, Logan Lake, BC V0K 1W0 Canada Phone 604-628-3367 Email zereko@zereko.com http://industrialvacuumunit.com

It makes complete sense! Autonomous Vehicles, Autonomous Refueling!

PRECISE / PROFICIENT / PROVEN ENGINEERING AND MANUFACTURING OF: ROBOTIC REFUELING SYSTEM (RFS) - The RFS Pitstop is a containerized system for robotic refueling of heavy duty vehicles in extreme conditions. RFS is safe, efficient, easy, environmental friendly and theft-proof. Operating speeds are between 150 – 300 GPM / (567 – 1135 LPM). Connection to begin refueling is only 25 seconds and disconnecting takes just 25 seconds. The RFS Pitstop system is a turn-key working robot, installed in a 20 foot sea-container which facilitates installation and secures the systems operation.

Robotic Refueling System

Fluid Reservoir Systems


any fluid storage vessel accurately and prevent spillage or overpressurizing the storage tank.The Fast Fuel Systems mate with industry standard nozzles and 2” NPT receivers. The Fast Fuel Systems Shut off valve acts as a check valve when servicing receivers.The Fast Fuel Systems Shut off valve can be connected to multiple receivers for remote or dual fill locations.The Fast Fuel Systems Zero or low pressure systems can be used with steel, stainless steel and plastic reservoirs.


• Non Pressurized Fill System • Flow Rates up to 5-211 GPM (18 LPM - 800 LPM) • Provides Dry-break Connection • Exterior Tank Mounting • Retrofit-able • Ideal application for Construction, Mining, AG, Locomotive and Marine Vehicles and closed loop refilling dispensing systems.

High Flow Filling Systems

Hydraulic Breathers with manual overrides

Quick Disconnects

Coverage in the USA and International www.ShawDev.com / teamsupport@shawdev.com Tel +1 239 405 6100

Service Lube Centers

With a MOS H3 series working in-pit, the customer will not need to install and operate other equipment at the feeding hopper installation. Rock breaker booms, rollers screener and rock crusher are no longer necessary. For existing conventional feeding hopper: The installed rock breaker boom, roller screen and rock crusher can be switched off. The dumper material is sent directly from the apron feeder to the installed vibrating screen. All the OPEX expenses for these machines (electrical energy, operators, maintenance and so on) will be economized. Since the oversized waste material is already removed in-pit, the OPEX for waste disposal system will be cut. Moreover the feeding hopper will produce less noise and less vibrations, extending its operating life. For installation of a new feeding hopper: with the MOS H3 series working in-pit, the related CAPEX expenses will be optimized and significantly reduced. Rock breaker booms, rollers screen and rock crusher are no longer necessary. Also the reduction of the waste size material results in less disposal equipment.



MOS S.R.L. info@moscreener.com Via Stra’ 3/B www.moscreener.com 35015 Galliera Veneta, PD, +39 335 1804452 For all mining equipment rentals visit www.unitedminingrentals.com Italy +39 389 1199643

For all mining equipment rentals visit www.unitedminingrentals.com

Are equipment trips slowing down your ore? Operate to constraints to maximize flow. Pavilion8ÂŽ drives your operation to maximum potential The Pavilion8 Material Flow Management application provides real-time visibility of complex multiple conveyor systems in a mining facility. By taking advantage of existing data, the application improves performance by initiating preventive or corrective measures prior to a system trip.

Discover how a Pavilion solution can help you operate your facility at maximum efficiency.

Discover.rockwellautomation.com/Mining Pavilion8 is a registered trademark of Rockwell Automation, Inc. Copyright Š 2015 Rockwell Automation, Inc. All Rights Reserved. AD2015-45-US

Profile for World Mining Magazine

World Mining Magazine  

Issue 28. Cover Story: Newmont Mining

World Mining Magazine  

Issue 28. Cover Story: Newmont Mining