MINING CAPABILITY IN ACTION

Starting with a man, a ute, and a vision, Richglen Maintenance Services (Richglen) has evolved from its humble origins 12 years ago into an expert in all things mining across the Queensland region.

As a Mackay-based business providing mechanical, electrical, and industrial services across the mining, milling, and port sectors, Richglen began in 2014 during a significant downturn in the industry.

“I had the experience and a clear vision for providing clients with a more flexible and cost-effective maintenance model, but very little in the way of resources. I initially borrowed my father’s ute to travel to mine sites, speak with clients, and test for support of the idea,” introduces Matt Borg, Managing Director.

“Within the first year, we had grown to six employees and secured our first major maintenance contract at Curragh Mine. From there, we continued to build our reputation through strong technical capability and delivering safe, quality, and cost-effective outcomes.”

An early milestone for Richglen was completing a complex dragline boom lowering and raising at Rolleston Mine in five days – an outage that would normally have taken 10. In 2026, the company has expanded from one man and a ute to a team of approximately 240 people, alongside moving from mechanical maintenance and shutdown services into electrical, capital project, and industrial service capabilities, operating from its purpose-built facility in Paget.

Richglen’s capabilities include dragline, shovel, and coal-handling and preparation plant (CHPP) shutdowns and maintenance; capital projects; high-voltage and electrical works; specialised planning; project management; and industrial cleaning solutions.

“Whilst our services and capabilities are important, our people remain key to Richglen’s success. We believe the experience, commitment, and technical ability of our team are what allow us to consistently deliver safe, high-quality, and cost-effective outcomes for our clients,” states Borg.

LEADERS IN INNOVATIVE SOLUTIONS

Borg first encountered the scale and complexity of the heavy equipment used throughout the mining industry when he joined a local workshop as a boilermaker. Soon after, he attended his first dragline shutdown, which set the direction of his career – progressing from trade-based roles into supervision, project management, operational management, and, eventually, senior leadership.

“After leaving my previous company, I considered stepping away from the industry altogether. However, having time to reflect renewed my enthusiasm for the work and opportunities within the sector. Rather than leaving mining, I decided to take a different path and establish Richglen, creating a fresh business built on the experience, relationships, and lessons I had gained throughout my career,” explains Borg.

Currently, he views the mining industry as a strong and exciting place to be, despite it facing financial and cost pressures. However, these challenges create opportunities for service providers, such as Richglen, to work more closely with clients and develop practical, economical solutions without compromising on safety or quality.

“I believe the ability to deliver that balance is essential to building trusted relationships, retaining clients, and achieving sustainable outcomes for everyone involved,” he enthuses.

Richglen differentiates itself in myriad ways. Whilst the size and capability of the business have changed considerably, the original vision remains the same – employ good people, give them opportunities to grow, and deliver genuine value. Borg is confident that his team have been the key to Richglen’s development and will remain the foundation of its future.

The recognition the company has received through the Resource Industry Network Awards reinforces that ideology. Winning the Champion Culture Award in 2025 and the Safety Foremost Award a year later were proud moments for the team since both awards reflect its commitment to both areas.

Culture and safety aren’t separate priorities for Richglen; they’re closely connected. In 2026, the team achieved more than 300,000 recordable injury-free hours and more than 900 consecutive lost-time injury-free days.

“We’re proud of the recognition, but more importantly, it validates our belief that when you invest in people, build trust, and create a culture where team members feel supported and empowered, the results follow for both our people and our clients,” expands Borg.

A REPUTATION FOR EXCELLENCE

A recent project that showcases Richglen’s capabilities is one of its permanent maintenance contracts in the Blackwater region. Whilst the company is well-known for shutdowns and project work, this opportunity highlights another important side of the business – building and sustaining long-term embedded maintenance teams that become part of a client’s operation.

“When you have experienced maintenance professionals embedded within an operation, you’re able to identify issues earlier, respond faster, and build a deeper understanding of the assets you’re maintaining. It’s a model that creates real value for our clients and is an important part of Richglen’s long-term growth strategy,” Borg details.

Additionally, the company is growing in its industrial cleaning capability. Over the past few years, it has invested heavily in equipment, people, and systems to strengthen this part of the business.

“Industrial cleaning is often seen as a support service, but in reality, it plays a critical role in keeping operations safe, compliant, and productive,” he adds.

Richglen’s cleaning teams do far more than housekeeping. They help manage material build-up, dust accumulation, blocked access ways, and equipment contamination. What makes this capability special is its behind-the-scenes impact. Much of the work is carried out in challenging operating environments where safety, responsiveness, and flexibility are vital.

“Together, these areas reflect where the company is heading. Richglen is investing in long-term partnerships and diversified service offerings that help clients keep their operations running safely, efficiently, and reliably, with people at the centre.

Equally, the company is proud of its recent dense medium cyclone upgrade, which involved removing the existing cyclones across both the north and south CHPPs, completing structural modifications, and installing larger upgraded units, all within the tight timeframes of a major shutdown.

“What makes this project significant is the outcome delivered for the client. Initial testing has shown the upgraded cyclones achieved their targeted yield recovery, helping the plant recover more saleable product from the coal it processes,” explains Borg.

The project highlights an important capability of Richglen’s that isn’t always as visible as its primary work. The upgrade showcases the company’s ability to bring together multiple disciplines and deliver technically complex projects safely, efficiently, and to a high standard within demanding operational environments.

CREATING SUSTAINABLE GROWTH

Richglen prides itself on giving back to its communities and leaving a positive legacy. In particular, the company participates in Star’s School of the Year, launched in partnership with the radio station Star 101.9 to give back to local schools and support projects that make a meaningful difference for students and their communities.

Richglen has committed an AUD$10,000 donation to the programme, where schools share in 100 words or less how they would use the funding to benefit students before the surrounding community votes on which vision to bring to life. 2026 marks the third consecutive year that Richglen has donated to this initiative.

“As a locally owned business, we believe strong communities start with strong schools. Our business was built in this community, and giving back has always been important to us. Schools play such an important role in shaping young people, and we’re proud to support projects that create positive experiences and opportunities for local students,” Borg states.

Additionally, Richglen supports both BMA CQ Rescue and CapRescue through a matched giving programme, where team members’ donations are matched dollar for dollar. In 2025, this resulted in a combined AUD$31,000 donation to the two emergency helicopter services.

“Supporting organisations that help keep our communities safe is an important part of who we are as a business and reflects our commitment to giving back to the regions where we live and work,” he affirms.

Having built a strong reputation as one of the leading service providers in the dragline shutdown and maintenance space, Richglen is working to continue that capability as it looks towards the future. Its priority is to use its established strengths to further diversify its business across long-term maintenance contracts, capital projects, ports, and other areas of the resource sector.

It’s not about moving away from what has made Richglen successful; it is about building on that foundation, broadening its opportunities, and reducing the reliance on any one market or service stream.

“Ultimately, our goal is sustainable growth, creating more opportunities for our people, strengthening the resilience of the business, and continuing to deliver the same safe, high-quality, and cost-effective outcomes for our clients,” Borg concludes.

RICHGLEN MAINTENANCE SERVICES PARTNER

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DRILLING FOR GROWTH

One of the most significant mining jurisdictions globally, Western Australia (WA) continues to be the engine room of Australia’s resources sector.

“Over the course of my career, I’ve seen the industry evolve through multiple commodity cycles, periods of rapid expansion, and times of market uncertainty,” opens Jared Webb, CEO of Webdrill – a leading Australian contractor providing underground diamond drilling services.

Whilst there has been a slowdown across parts of the industry in recent years, the sector has shown remarkable resilience.

Today, the company is seeing renewed confidence driven by strong gold prices, along with continued diamond investment and increased demand for more rigs across the board.

“It’s a common theme across all clients – drill it out as fast as you can. Exploration activity has remained strong, and many operators are investing in smart resource development and drill drives to speed up the efficiency of drilling and reduce underground mining interactions or frustrations,” he insights.

Like many mining contractors, however, labour and cost pressures have presented Webdrill with challenges.

Proactively, it views many of these hurdles as opportunities for the business to focus on culture, efficiency, and building strong client relationships.

“Organisations such as ours – who can consistently deliver value, maintain high safety standards, and adapt to changing market conditions – are well-positioned for future growth,” Webb outlines.

Indeed, the company has never been stronger, with demand for its services remaining high as it continues to partner with clients whose values align closely with its own.

“We are easy to work with – we get this comment a lot from our clients,” he tells us.

As it continues on this upward trajectory, one of Webdrill’s greatest opportunities is its ongoing international expansion.

The company is increasingly focusing on opportunities on the global stage and, whilst Australia remains its foundation, is open to supporting clients across multiple jurisdictions as it scales the business over the next 25 years.

CHALLENGING THE STATUS QUO

Webdrill was founded on a simple principle – to deliver high-quality drilling services with transparency, integrity, and a genuine commitment to its clients’ success.

Having emerged from a vision to challenge the status quo, today it specialises in underground diamond drilling, providing high-quality core samples that assist clients in resource definition, exploration, and mine development.

“Put simply, we focus on accurate results,” Webb asserts.

What differentiates Webdrill is its method – the company believes in operating ethically, communicating openly, and building meaningful relationships with its customers.

“For our clients, there are no hidden costs, surprises, or shortcuts. We focus on delivering core samples safely and to the highest possible standard,” he points out.

With the company’s recent quarterly update revealing its strongest financial year on record, Webb reflects on the hard work that has enabled Webdrill to achieve such success.

“This milestone is the result of several years of strategic planning, disciplined growth, and investment in our people and rig-build capabilities,” Webb prides.

“We’ve continued to expand our client base and increase the number of active drilling rigs operating across our projects.”

At the same time, Webdrill has invested heavily in new technologies and innovations to redesign and build its own drill rigs in-house.

“It’s been a journey, to say the least!” he exclaims.

Bringing this capability under Webdrill has significantly improved its operations, reduced reliance on external suppliers, and enabled it to better manage costs.

Having complete control over the design and manufacturing process also provides greater certainty around maintenance, parts management, and equipment performance.

Importantly, it has also allowed the company to continuously refine and improve its rigs based on operational feedback from its teams in the field and create equipment specifically tailored to the challenges and harsh requirements of underground diamond drilling.

“The result is a fleet of highly capable rigs that deliver outstanding results whilst supporting operational efficiency across the business,” Webb states.

“Combined with strong client demand and an elite reputation, these initiatives have helped position Webdrill for sustained, long-term growth potential,” he adds.

CURATING A SAFETY ENVIRONMENT

As safety is a top priority for Webdrill, it operates on the ethos that each individual involved in underground mining deserves to return home safely at the end of every shift.

Indeed, the company is dedicated to curating a safety environment built on more than mere policy and procedure, but on a genuine commitment to the physical and mental well-being of each member of staff.

“At Webdrill, safety is embedded into every aspect of our operations. We maintain strict safety systems, invest in quality equipment and personal protective gear, and continually review our processes to identify opportunities for improvement,” Webb says.

Importantly, it also takes a proactive approach to injury prevention by being realistic about the nature of its business.

“We understand underground drilling can be physically demanding and repetitive, and conditioning the role is a timely process,” he insights.

As such, ensuring its people are well prepared and properly supported helps Webdrill to reduce risk whilst improving performance.

“Looking out for people is not simply a responsibility. It is fundamental to the success of our business because people are our assets,” Webb outlines.

Indeed, when it comes to sustainability, Webdrill believes its responsibilities extend far beyond the environment.

“For us, sustainability encompasses how we operate, treat our people, and the impact we have on the communities and industries we work in,” Webb emphasises.

From an operational perspective, the company actively works with suppliers and partners who share its commitment to reducing environmental impact.

This includes adopting more sustainable products and practices wherever possible, such as environmentally responsible drilling fluids from Mudex.

SETTING THE BENCHMARK

When it comes to company culture, Webdrill has built a real sense of equality and autonomy across the organisation, where people are the foundation of success and everyone feels valued, respected, and empowered to contribute.

“People are never just numbers – every individual has a voice, role to play, and opportunity to make a meaningful impact.

“We have created a culture built on teamwork, accountability, and mutual respect – something that consistently stands out to those who join our organisation, and it’s a key reason we continue to attract and retain great people,” Webb reflects.

Looking ahead, the future is bright for Webdrill, whose immediate focus is on supporting existing client rig demand whilst continuing to scale the business responsibly.

“Over the coming financial year, we expect to build approximately 10 additional rigs to support current contracts and future growth opportunities,” he adds.

This expansion represents a significant investment in the company’s people, workshops, maintenance teams, and operational infrastructure.

At the same time, it will continue focusing on safety, operational excellence, and developing talent.

Elsewhere, international growth options remain a key strategic focus for Webdrill, alongside strengthening relationships with existing clients and pursuing opportunities with new partners who align with its values.

“Ultimately, our goal is simple – to continue setting the benchmark for underground diamond drilling whilst creating long-term value for our clients and opportunities for our people,” Webb passionately concludes.

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EMBODYING THE TIMELESS TRADITION OF THE GOLDFIELDS

Commencing operations from a small office and fabrication workshop in Kambalda, Western Australia (WA) in 1970, CPC Engineering (CPC) has grown impressively into a vertically integrated engineering company that provides design, construction, and maintenance services to the mining, energy, infrastructure, and agriculture industries.

The original owners identified a niche within the market for mine and plant maintenance and engineering services in and around Kambalda, particularly for its major client, Western Mining Corporation.

In the 1980s and 1990s, CPC gradually expanded its operation to include a machine shop, stainless steel fabrication, and a small fleet of mobile cranes, trucks, and light vehicles.

In addition to process plant work, CPC patiently expanded into underground maintenance and construction.

This side of the business continued to grow until the late 1990s when the company had gained an enviable industry-wide reputation for the design, fabrication, and construction maintenance of mining-related infrastructure projects.

“We employ approximately 180 people across our maintenance and operating divisions from offices and workshops located in Port Hedland, Karratha, Kalgoorlie, Esperance, and Albany,” introduces Glen Weir, CEO.

“In addition, we employ a further 180 people from our major projects division located in West Perth, which undertakes engineering studies, design, and construction projects,” he sets out.

Weir was born in Kalgoorlie, where his father began his career as an underground miner on the Golden Mile, a legendary, highly productive gold-bearing region once known as the ‘richest square mile on Earth’.

He brings over 40 years of experience to the minerals resources sector, with expertise spanning all project phases.

“There is a special bond between those people who were born, lived, and worked in the Goldfields, and I would say that mining and mineral processing was in my blood,” he recalls fondly.

JOURNEY OF GROWTH

In Australia, the big three mining commodities remain iron ore, copper, and gold.

Recently, the industry has seen a dramatic increase in work associated with battery or energy minerals and a near total reduction in work associated with nickel.

“The mining and mineral processing industry has always been exciting to work in – the people are larger than life and there is an incredibly diverse range of professions and skillsets required to operate effectively,” Weir assesses.

“There have always been new discoveries and the mining industry, in my experience, has always been ready to embrace new technology.”

From a CPC perspective, the journey has been one of growth since Weir joined the company.

“We have made our fair share of mistakes along the way, but we now stand at an inflexion point where demand for our services has never been better and is growing,” he affirms.

The company regularly carries out strategy sessions and has a clear understanding of what the business looks like in its current state.

“Our vision for the near future is clear, and CPC has some serious decisions to make in the next 12 months – the future looks even more exciting than the past,” enthuses Weir.

RESPONSIBLE OPERATIONS

Corporate social responsibility (CSR) is central to how CPC operates.

“We are committed to fostering a safe, inclusive, and supportive environment for our employees, clients, and the communities in which we work,” Weir asserts.

“This includes maintaining a safe and respectful workplace in accordance with the Work Health and Safety Act 2011, whilst promoting diversity across recruitment, development, and leadership.”

CPC recognises and respects the rights, interests, and cultural heritage of Indigenous Australians and Traditional Owners, and strives to engage responsibly with communities connected to its projects.

Through local employment, supplier engagement, and community partnerships, the company seeks to deliver lasting social and economic benefits in the regions where it operates.

“Supporting employee well-being is also a key priority, with mental health resources and assistance through internal initiatives and external Employee Assistance Programme (EAP) providers, ensuring our people have access to professional support when needed,” expands Weir.

“In addition, we uphold fair labour practices throughout our business and supply chain, maintaining compliance with the Modern Slavery Act 2018 whilst promoting ethical, transparent business conduct.”

Moreover, through ongoing stakeholder engagement and responsiveness to community concerns, CPC works to build trust and create positive outcomes for all stakeholders.

ENVIRONMENTAL GUARDIANS

Parallel to the company’s CSR work, sustainability is integrated into CPC’s approach to project delivery and factors into its firm commitment to operational excellence.

“We are committed to minimising our environmental footprint whilst supporting the responsible development of Australia’s natural resources,” Weir tells us.

“Through robust environmental management systems, we ensure compliance with all relevant Australian environmental legislation and continuously seek opportunities to improve resource efficiency across our operations.”

CPC consistently monitors and reports on environmental performance, enabling it to identify improvements and maintain accountability throughout the business.

“We also recognise the importance of biodiversity protection and responsible land stewardship, particularly when working in ecologically sensitive environments, and incorporate environmental safeguards into project planning and execution,” notes Weir.

As demand grows for critical minerals and energy storage solutions, the company is proud to support battery-related projects that contribute to Australia’s energy transition.

“Our commitment to environmental stewardship, workplace safety, and quality outcomes is further underpinned by our numerous internationally recognised certifications encompassing environmental management, occupational health and safety management, and quality management.” he emphasises.

DRIVING SOCIAL VALUE

One of CPC’s greatest achievements is the founding of First Nation Engineering (FNE), a majority Indigenous-owned engineering company founded by the Carey Group and CPC.

“FNE’s mission is to drive powerful social value and economic improvements for Indigenous people through tangible and long-lasting community programmes across WA,” Weir acclaims.

This will be achieved through major and long-term projects with Tier 1 clients.

“The initiative has achieved moderate success in the last two years, and it is our goal to mount a major campaign across the mining industry over the next two years to increase the company’s profile and deliver on our commitment to Indigenous people,” he informs.

Staff are not just important to the company; they are everything. CPC sells a service, not a product, and it could not sell what it considers to be a superior service without good people.

“We like to empower our people by pushing down the decision-making process as low as possible. We believe this contributes to a highly motivated and happy workforce,” Weir explains.

For example, CPC carries out a strategic review of the business at board level every four years. For the following three years, each business unit down to supervisor level is involved in reviewing the strategy and formulating the business plan for the next financial year.

“This creates ownership of the plan at a granular level; meanwhile, other programmes are in place at worker level to review and optimise processes and procedures at regular intervals,” he details.

STRONG AND LASTING RELATIONSHIPS

The demand for CPC’s services has increased dramatically over the last 18 months.

“Our collective priority looking ahead is to successfully execute the pipeline of work we currently have on the books. In conjunction with this, the board will consider what the next phase of growth looks like for CPC,” Weir maps out.

Moreover, as the company continues to go from strength to strength, partner and supplier relationships will remain critical to its success.

“There are always issues and obstacles to overcome in our line of work, so by forming strong and lasting relationships with our partners, we can work together to achieve a successful outcome,” he outlines.

CPC endeavours to reach a place where it is as important to its valued partners as they are to the company.

It likewise strives to maintain strong relationships with the communities in which CPC lives and operates.

“We started off in a small country town and would not be where we are today without the help of local communities and local people,” concludes Weir.

The post CPC Engineering : Embodying the Timeless Tradition of the Goldfields appeared first on Mining Outlook.

CUSTODIANS OF COPPER PRODUCTION

Home to both the Grand Canyon and the Sonoran Desert, Arizona is no stranger to magnificent natural formations.

Yet, one natural resource that is both abundant but lesser known is the state’s ample copper assets, positioning it as the highest copper producing region in the US.

The lucrative resource was first properly utilised in the 1800s during the copper boom, as Arizona’s mining industry shifted from small gold and silver excavation to substantial industrial copper production, making it a key component of the state’s economic engine and attracting entrepreneurs from across the globe.

The resource’s significance is demonstrated by the fact it formed part of Arizona’s famous ‘Five Cs’ – copper, cotton, citrus, cattle, and climate – economic outputs which originally attracted people to the state.

Today, with the technological advancements of the 21st century, another C could be added to the list – chips, as Arizona has been selected as the location for many major tech manufacturing facilities, including TMC Technologies, data centers for Meta, and early piloting of Waymo’s self-driving cars.

The state’s strong history of copper production underpins these recent developments by providing the raw materials essential to electrical power, data center management, and microchip fabrication.

“The growth of the Arizona tech economy underscores what policymakers have recently recognized: that copper and critical minerals production is the irreplaceable foundation of our clean energy and smart technology future,” opens Mark Scott, General Manager of Pinto Valley Mining Corp. for Capstone Copper – owner of a leading portfolio of long-life copper operations in the Americas and the prolific Pinto Valley Mine (Pinto Valley).

“Copper is embedded in our past and essential to our future,” he states.

A MINE FOR THE AGES

Pinto Valley represents one of the largest copper reserves in the US, comprising an open-pit mine, a 60,000 ton (t)-per-day concentrator, heap-leaching facilities, solvent extraction-electrowinning (SX-EW), and tailings storage facilities.

“We ship copper concentrate by truck to the port of Guaymas, Mexico, where it is loaded on ships for delivery to processing facilities elsewhere in the world due to the absence of available domestic processing capacity,” Scott details.

The SX-EW tankhouse, meanwhile, produces copper cathode for domestic sale, while the company also produces a molybdenum concentrate as a by-product of sulphide ore processing.

The open-pit mine was first commissioned in the 1970s, before being purchased by Capstone Copper in 2013. From there, Pinto Valley Mining Corp. was established as a wholly owned US subsidiary of the company to hold and operate the mine.

Capstone Copper would not have achieved its success without the strength of its 900+ workforce, which represents the cultural diversity of Arizona.

“A good portion of our people come from generational mining families who settled in the ‘Copper Triangle’ district. It’s not unusual for me to hear people talk about their great-grandfathers working the region’s early mines and processing facilities 100 years ago or more,” Scott shares.

“I have the good fortune to get to know these individuals who demonstrate a deep sense of pride in both their family and copper mining heritage.”

The company also has employees who hail from other areas of the world, including North, Central, and South America, Australia, South Africa, and elsewhere, who have made Arizona their home, mining their career, and Pinto Valley their workplace of choice.

INNOVATION AND IMPROVEMENT

Thanks to an ongoing investment strategy to upgrade equipment and planning, Pinto Valley achieved a substantial increase of daily mine material movement in 2025, marking a forward-looking approach that is integral to its long-term growth plan.

“Innovation and continuous improvement are critical in mining, as every year of operation means your production naturally gets more expensive as haulage distances lengthen and the cost of other inputs increase at the rate of inflation or higher,” Scott points out.

With this in mind, the company is locally investing in a range of equipment and technology, as well as training, development, and system implementation.

This includes financing a modern fleet of loading and hauling equipment, processing and metal recovery improvements, water and tailings management improvements, a risk management system, and an asset management framework, which encompasses its management operating, maintenance, and reliability systems.

The work involves close partnership between Pinto Valley and its network of service and supply vendors, which includes Empire Cat, Komatsu, Capitol Engineering, Con-Wear, Goodyear/Yokohama, Legion Fleet Services, Sturgeon Electric, and X-Vac Hydro Excavators, among dozens of others. The mine’s management operating system implementation is being executed with support from Proudfoot.

Capstone Copper’s pursuit of innovation equally exists at the corporate level, having established a technical services team of experts to lead commercially impactful advancements in metals processing and recovery.

“Our local team works closely with our corporate team to plan and execute a path forward which will realise the full potential of Pinto Valley and the Globe-Miami copper district,” he insights.

DRIVING FORCE FOR COPPER

Pinto Valley has produced more than four billion pounds of copper since its inception in the 1970s.

“There’s no question the project has been a key contributor to copper mining in Arizona,” prides Scott.

“When I hear numbers like that, I think of how many people have contributed to that achievement over generations and the opportunities that were created for families and our communities across the region.”

The company is proud to be part of a group of copper producers working together through the Arizona Mining Association for the benefit of the industry and the entire state.

“We’re part of a very technologically advanced industry, and we’re proud to be part of that ongoing and rapidly developing story,” he expands.

Capstone Copper’s leading position in the industry is cemented by the fact that it operates the only sulphide concentrator in the historic Globe-Miami copper district – creating enormous opportunity for growth in sustainable copper production.

HARNESSING UNLOCKED POTENTIAL

Capstone Copper sees great potential for copper resource and production consolidation in the Globe-Miami copper district, particularly given the number of developing, active, and idled deposits surrounding its mining and processing infrastructure.

Notably, there are several past-producing copper deposits in the district with unlocked potential, which are ripe for future development and may be economic in today’s copper price environment.

“Globe-Miami’s geology is not terribly complex from a processing perspective, but it is also not high grade in a global context. This means that, in this district, scale is our friend and we see significant economic potential to realize the economies of scale available from the consolidation of two or more past, present, and future producing deposits,” reveals Scott.

Indeed, Pinto Valley has made great strides in 2026 – increasing its exposed ore inventory and daily material movement out of the mine, implementing standardized maintenance and reliability systems, and improving its fixed plant reliability, water supply, and conservation, alongside numerous other risk management breakthroughs which are positioning the company for future investment and growth.

On top of this, there are also several partnership possibilities within the Globe-Miami district which would allow Capstone Copper to increase its production output, reduce its unit cost and water and energy intensity, deploy capital intelligently, and increase local employment and procurement opportunities – possibly for generations to come.

“We see these neighbouring deposits and our existing infrastructure, alongside other workforce and water conservation opportunities, as a chance to grow the US’ domestic supply of copper whilst increasing the local, regional, and statewide benefits which result from that,” Scott expands.

SUPER BOWL-SIZED IMPACT

As the second-largest employer in the Globe-Miami district, Capstone Copper has a significant impact on the communities that surround Pinto Valley.

In fact, in Spring this year, the company completed an economic impact study to quantify the mine’s expected direct and indirect economic contributions over the next 15 years – and the results were astounding.

The report indicated Capstone Copper is expected to create 3,200 direct and indirect jobs per year, generate $5 billion in total wages and salaries, and have a total economic impact of over $17 billion.

“For context, that’s at least equivalent to bringing the Super Bowl to Globe-Miami every year, for 15 straight years,” Scott highlights.

It’s important to note that these figures do not take into account the company’s potential output growth and life of mine extensions, which would increase those numbers substantially.

“It’s challenging to articulate just how much it means for our people and communities to have the opportunity to work and build careers in our safe, high-tech, and sustainable business that contributes every day to global decarbonization. Our people should be, and are, very proud of those facts.”

Another example of employee-driven community impact is the annual golf tournament overseen by a volunteer committee of Capstone Copper staff.

2025’s net proceeds from the tournament resulted in $90,000 of donations to high schools in Globe, Miami, and San Carlos. With 2026 marking the event’s fourth year, the company expects the total to be over $100,000, which is to be divided evenly among three schools.

“Those who organize the tournament and come out to participate in the event, along with our sponsors and vendors, make it possible and are making an amazing contribution to the facilities and programming at those three local schools,” he smiles.

COLLECTIVE RISK MANAGEMENT

A key pillar of Capstone Copper’s success is the championing of a safe and productive working environment – continuously upheld by the company’s senior leadership team.

“Our on-site leaders are required to be in the field regularly leading hazard identification and risk management discussions, exercising a layered approach to risk assessment and controls,” divulges Scott.

Capstone Copper is also in the process of implementing its ‘CuSafe’ risk management program, in which proactive hazard identification and risk management activities and performance metrics, incidents, and response actions are all managed in a common intelligent database.

“Our goal is to achieve reliable, sustainable copper production with zero harm to our people and assets. We’re making progress every day in that direction as our individual and collective risk management mindset matures.”

This message of safe and responsible mining speaks to the wider importance of active leadership at the company.

“An effective leader is someone who understands in equal measure the social, technical, and commercial hemispheres of their organization and applies that knowledge to implement systems, symbols, and behaviors which enable a group of people to productively achieve the team’s objectives,” Scott notes.

ETHICAL AND RESPONSIBLE MINING

Capstone Copper has an overarching commitment to be a responsible supplier of copper, which is deeply rooted in its business philosophy, central to its values, and vital to its success.

A testament to this, Pinto Valley was recently awarded by Salt River Project (SRP) – Capstone Copper’s electric utility provider – its Champions of Sustainability Award.

“This was in recognition of our efforts to convert much of our on-site equipment, which was historically powered by diesel generators, to more sustainable grid power,” Scott expands.

Additionally, the company has converted to LED lighting sitewide, implemented a bus service from nearby East Valley to reduce greenhouse gases (GHGs) generated via employee commuting, and has purchased multiple pieces of hybrid-powered mobile equipment.

Moreover, Pinto Valley has an on-site task force that meets regularly to identify and action GHG emission reduction opportunities.

Additionally, the company’s adoption of The Copper Mark certification system requires it to routinely gauge business and operational practices against a rigorous standard which is verified through regular, independent third-party audits.

“The certification system makes real demands of us in so many ways – including how we affect biodiversity, our water and energy usage, waste management practices, and social responsibilities, among other things,” he outlines.

All of these measures highlight Capstone Copper’s ongoing commitment to reduce its carbon footprint while at the same time producing the copper which enables the ongoing domestic and global low-carbon energy transition.

THE FUTURE OF COPPER

Looking ahead, copper market fundamentals are very strong in the short-, mid-, and long-term, primarily because of how critical the resource is to the development of major industry trends, including energy decarbonization and technological advancements in data and artificial intelligence (AI) – challenges which are increasingly viewed as being vital to national security and sovereignty for the US and its allies.

“Like all sectors, it remains to be seen just how dramatically machine learning and AI will transform mining, but there’s no doubt that its impact will be significant.

“From relatively simple applications of AI involving partial automation of administrative and technical tasks to much more involved means of improving exploration, technical modeling, and mining and processing control improvements, big data and AI are already very much at play in our industry, and intelligent deployment of that technology is going to increase exponentially in the next few years,” Scott insights.

Indeed, on one hand, the effective use of those technologies will result in a safer, less environmentally impactful, and more economically sustainable business at Pinto Valley, throughout Capstone Copper, and across the mining industry as a whole.

On the other hand, AI won’t eliminate the need for highly skilled, highly trained, and well-compensated people across the full spectrum of skillsets the company employs.

To this end, Capstone Copper is working with the Arizona Mining Association and local educators to push mining education further upstream, so younger generations understand how mining can be a great career choice for them.

“In these initiatives, we are partnering with other copper producers in the area, since we all face the same skills shortages and are all concerned about building this stable pipeline of equipment and process operator technicians, tradespeople, technologists, engineers, and other professionals for the present and future,” he tells us.

In a broader sense, Pinto Valley’s future priorities are to continue implementing its risk management and operating systems, improving its fixed plant mechanical reliability, and performing engineering studies to position the company for long-term growth and sustainability.

“We’re focused on maximizing the long-term value we can create for our people, our communities, and our shareholders, and we’re on the right path to realize that potential,” Scott concludes optimistically.

CAPSTONE COPPER PARTNERS

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HARNESSING THE POWER TO TRANSFORM

When managed responsibly, mining has the power to advance economies, develop infrastructure, create skilled employment, and generate opportunities that extend far beyond the life of a mine.

Within this context, Africa has reached a turning point. The continent is no longer simply a destination for mining investment; it is becoming a source of expertise, innovation, and industrial capability.

African companies are increasingly demonstrating that they can deliver projects to the highest international standards whilst creating lasting value for their countries.

As such, a combination of exceptional mineral resources, rising investment, and a growing commitment from governments to develop local industries is creating tremendous opportunities for companies that are prepared to invest in the region.

As one of the most dynamic and promising mining geographies in the world today, beyond its unique geology, what makes West Africa exciting is its ongoing transformation.

Mining companies are no longer only looking for contractors capable of moving material – they are looking for long-term partners who can improve productivity, manage risk, develop local capabilities, and contribute to sustainable development.

“One of the strongest trends we are seeing is the increasing focus on local content. Governments and mining companies expect contractors to create lasting value through local employment, skills development, and stronger local supply chains,” opens Ghassen Knani, CEO of Mining Contracting and Infrastructure (MCI).

“We fully support this evolution because it aligns with our own vision of building sustainable businesses within the countries where we operate,” he introduces.

Elsewhere, another important trend sweeping the industry is digital transformation. Artificial intelligence (AI), data analytics, predictive maintenance, and fleet management technologies are changing the way mines operate and how contractors deliver value.

Companies that embrace innovation whilst maintaining operational discipline will have a clear competitive advantage.

“I believe West Africa will continue to attract major mining investment for many years to come.

“Success, however, will increasingly depend on companies that combine international standards with genuine local commitment and the ability to build trusted long-term partnerships,” Knani lays out.

MORE THAN A CONTRACTOR

MCI is more than a mining contractor – it is an integrated mining and infrastructure partner dedicated to delivering safe, efficient, and sustainable solutions across Africa.

Since its establishment, the company has been driven by a clear ambition – to combine international standards with the agility, responsiveness, and entrepreneurial mindset required to operate successfully in some of Africa’s most demanding mining environments.

Today, MCI has established operations and local entities across several West African countries.

Building on this strong regional presence, the company is pursuing its ambition to become the trusted mining services partner of choice across Africa, supporting its international clients and partners as they expand their operations throughout the continent.

“Our capabilities span the entire mining project lifecycle, including contract mining, mine development, overburden removal, ore mining, haulage, civil works, tailings storage facility construction, mining infrastructure, and project support services,” Knani enthuses.

“At present, our clients include international mining companies, project developers, and engineering, procurement, and construction management (EPCM) contractors involved in some of the region’s most significant mining projects.

“We have earned their trust by consistently delivering safe, reliable, and cost-effective solutions tailored to the specific challenges of each operation,” he tells us.

NAVIGATING THE INDUSTRY

Mining is a demanding industry where there is very little room for error. In such an environment, clients are not simply looking for contractors – they are looking for trusted partners who can help them to deliver safer, more efficient, and more profitable operations.

That is the philosophy on which MCI has been built.

“We do not measure our success by the number of tonnes moved or the size of our fleet; we measure it by the value we create for our clients.

“That means challenging assumptions when necessary, proposing alternative solutions, optimising mine plans, improving productivity, and helping our clients reduce both operational risks and overall project costs,” Knani explains.

The company’s multidisciplinary background is another key differentiator, with its experience extending beyond mining into engineering, infrastructure, project development, and business strategy, approaching every project with a broader perspective.

“We do not look at mining in isolation – we consider the entire value chain and how every decision impacts safety, productivity, cost efficiency, and long-term sustainability.”

MCI establishes long-term local operations, recruits local talent, and develops local supply chains. This enables the company to respond faster, optimise mobilisation, strengthen national content, and build stronger relationships with clients, communities, and stakeholders.

“In addition, we have deliberately maintained an entrepreneurial culture. Our organisation remains agile, decisions are made quickly, and our teams are empowered to solve problems directly in the field – in our industry, responsiveness is often as valuable as technical capability,” he expands.

DIVERSE SOLUTIONS

What best represents MCI is the diversity of operations it supports across West Africa.

Each project has its own technical challenges, operating environment, and objectives, but they all reflect the same commitment to safety, operational excellence, and long-term partnership.

“One of our flagship operations is the Boto Gold Project in Senegal, which combines mining operations with large-scale earthworks and the construction of critical mining infrastructure, including the tailings storage facility,” Knani prides.

“It further demonstrates our ability to deliver integrated solutions whilst managing complex interfaces between mining activities, civil engineering, and infrastructure development.”

Another important milestone for MCI has been its long-term involvement at the Tri-K Gold Mine in Guinea. Over the years, the company has supported the project through different phases of its development, continuously adapting operations to meet evolving production requirements.

“We are also proud to support operations at the Mako Gold Mine in Senegal. Although different in scope, this project demonstrates our capability to provide specialised mining services with the same commitment to reliability, responsiveness, and operational excellence that defines every MCI project,” he excites.

Ultimately, each project is unique, but they all share one common foundation: trust. The company sees every contract not as an end in itself, but as the beginning of a long-term partnership built on performance, transparency, and shared success.

DEDICATION TO THE MISSION

Undoubtedly, one of MCI’s greatest strengths is its regional presence.

“We are not an international contractor which enters a country only after securing a contract.

“Instead, we develop long-term local operations in every nation where we work, which enables us to combine deep local knowledge with international standards whilst optimising mobilisation, procurement, recruitment, and project execution,” Knani divulges.

This also allows the company to support its clients in achieving their national content objectives in a practical and sustainable way.

“People are at the heart of our business – in every country where we operate, MCI mobilises hundreds of employees and works alongside an extensive ecosystem of local suppliers, subcontractors, and business partners.”

MCI firmly believes developing local talent and strengthening local businesses are essential to building a sustainable mining industry across Africa.

Despite outstanding growth, the mission remains unchanged – to create lasting value for clients by improving operational performance whilst contributing to the socioeconomic development of the countries where MCI operates.

“Global standards, local execution, and long-term partnerships are what we are ultimately striving for,” he passions.

STRATEGY FOR GROWTH

The mining industry is evolving rapidly, and MCI’s priorities must evolve with it.

Furthermore, the company’s objective for the coming years is not simply to grow, but to build a stronger, more resilient, and more capable business.

“Our first priority is to continue strengthening our position across West Africa whilst supporting the expansion of our existing clients and building new long-term partnerships,” Knani reveals.

“We believe sustainable growth comes from delivering consistent performance and earning our clients’ trust, project after project.”

Another priority is to further strengthen its financial foundations. Mining projects require significant investment capacity, strong financial discipline, and trusted banking and financial partners.

MCI will continue reinforcing its financial structure whilst expanding relationships with financial institutions, equipment manufacturers, leasing partners, and strategic investors to support larger and increasingly complex mining projects.

“At the same time, we are investing in strengthening our procurement capabilities, purchasing power, and supply chain performance.

“Our ability to secure strategic equipment, optimise procurement, and mobilise resources quickly has become a key competitive advantage for both MCI and our clients,” he adds.

PREPARED FOR THE FUTURE

Digital transformation will also play an increasingly important role in MCI’s future strategy, encompassing significant opportunities to leverage data analytics, AI, fleet management systems, predictive maintenance, and digital reporting tools to improve operational performance, optimise decision-making, and create additional value for clients.

By progressively expanding its expertise into underground mining, as many African mining operations evolve from open-pit to underground extraction, MCI wants to develop the technical capabilities, specialised teams, and strategic partnerships required to support clients throughout the entire lifecycle of their assets.

In conclusion, Knani sees mining as much more than an industry focused on extracting resources.

“Above all, I would like companies to remember that our industry is ultimately about people.

“Mines may eventually close and equipment will eventually be replaced, but the knowledge we transfer, leaders we develop, and partnerships we build can continue creating value for generations,” he muses.

“The future of mining in Africa will not only be measured by the resources we extract, but by the value we leave behind,” he concludes with optimism.

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TURNING INNOVATIVE SOLUTIONS INTO REALITY

The mining industry is currently undergoing a significant transformation driven by technological advancements, sustainability demands, and evolving market dynamics, with increased investment in higher efficiency and modernisation of equipment and services. The contractors that proactively adapt to these changes and prioritise innovation are well-positioned for growth.”

This insight, provided by Albert Comazzi, General Manager of Operations at De Simone Cote d’Ivoire (De Simone CI), highlights the unparalleled shift this crucial sector is currently facing – and, more importantly, the necessity of companies actively ready to face these changes with reliability, confidence, and a passion for innovation.

One such company leading the charge in this new way forward is De Simone CI. As a contract mining solutions provider, including load and haul, drill and blast, crushing and screening, and equipment rental, the company is a stalwart in mining throughout West Africa.

With the ability to offer any client the full project lifecycle for multidisciplinary projects, De Simone CI turns innovative solutions into reality.

“Our main services include earthworks, haulage, and various contract mining services covering drilling, loading, and hauling, in addition to concrete and structural, mechanical, platework, and piping (SMPP) activities. As a growing organisation, we employ a dedicated team of skilled professionals committed to delivering exceptional service,” Comazzi details.

LEADERS IN WEST AFRICA

Comazzi began his career at age 23, supervising construction sites, before quickly being assigned the first mining site construction in Ghana.

“Today, a couple of decades later, I still have the same enthusiastic approach to the mining industry. Fast-moving, high expectations and difficult locations are all challenges that allow us to prove who we are,” he expands.

Bringing his ample expertise and passion to De Simone CI every day, Comazzi has helped transform the company into a future-ready, innovation-centred expert in all things mining. Specifically, De Simone CI is a part of the larger De Simone Group, which boasts over 60 years of experience in civil, mining, residential, and commercial construction throughout West Africa.

What started as a small Ghanaian construction company established by Giovanni De Simone in 1964 has strategically expanded its presence throughout the continent, with operations currently in Côte d’Ivoire, Burkina Faso, Liberia, Nigeria, and more. Additional operations include registered entities in Zambia and Mauritius, alongside Togo and Guinea, which are currently in progress.

The group has built a reputation for delivering high-end construction products for the full construction project lifecycle. It maintains the highest standards of management and workmanship, ensuring projects are staffed with highly experienced and qualified construction professionals.

Equally, it contracts with only pre-qualified and reliable subcontractors that have previous track records in the industry. Such market knowledge means the group’s clients all receive efficient performance, exceeding expectations with every project delivered.

“What sets us apart from the competition is our commitment to safety, quality, and client satisfaction. We leverage our extensive experience in the region and focus on maintaining strong relationships with our clients through transparency and reliable service delivery,” Comazzi prides.

INVESTING IN NEW TECHNOLOGY

As one of West Africa’s leading mining construction companies, De Simone CI strives to maintain and improve its performance by demonstrating outstanding service to its diverse clientele, which includes corporate entities, governments, and private citizens.

“We strive to meet our clients’ needs by emphasising outstanding service and excellent workmanship,” explains Comazzi.

“Our project management teams ensure every project adheres to the highest standards, and we continually seek feedback to refine our processes and services.”

The company provides client infrastructure solutions in the mining, earthworks, and transport industries with paid solutions from an in-country fleet comprising mobile cranes ranging from 75 tonnes (t) to 450 t, and a further diverse range of earthmoving plant equipment, complete with operators and maintenance support.

In recent years, De Simone CI has completed over 10 tailings storage facility (TSF) construction projects across six different clients in Côte d’Ivoire. Its new investments are directed towards building up capacity to undertake contract mining activities alongside construction activities.

“In addition, we have invested in new machinery to enhance our operational efficiencies and expand our capabilities. This investment not only improves productivity but also reinforces our commitment to employing advanced technologies in our operations,” insights Comazzi.

Alongside these projects, of equal importance to the company are its supply chain operations and the relationships it maintains with its partners.

“Our supply chain operations are crucial to our success; we prioritise building strong relationships with partners and suppliers to ensure reliability and quality in our service delivery. This collaborative approach allows us to navigate challenges effectively and maintain operational continuity,” Comazzi affirms.

COMMITTED TO THE FUTURE

Of crucial significance to De Simone CI are the health and safety measures it takes to ensure a safe working environment for all. The company values the lives of all employees and visitors on site and works closely with clients, consultants, and subcontractors to guarantee everyone returns home safely each workday.

Additionally, De Simone CI readily acknowledges the significance of its workers to its continued success.

“We recognise that our employees are our greatest asset. We focus on empowering them through training and development programmes, fostering a culture of recognition where contributions are celebrated. Engaged and motivated staff are essential for achieving our business objectives,” details Comazzi.

In parallel, De Simone CI emphasises its commitment to its neighbouring communities and environments.

“We believe in responsible mining practices that benefit both our clients and the communities in which we operate,” Comazzi highlights.

It is through these commitments and passion for creating a safe, collaborative environment that De Simone CI is able to assert itself as an unparalleled leader within the industry and maintain its reputation for excellent workmanship and on-time delivery dates – elements which are too often overlooked in today’s mining and construction businesses.

As the company continues to look towards the future of the rapidly changing mining industry, it is prioritising the stabilisation of its core mission objectives whilst highlighting the need for innovation and technological progress.

“Looking ahead, our key priorities include expanding our operations and pursuing diversification opportunities within the mining sector. We have specific targets aimed at enhancing our market position and increasing our capacity to take on larger projects,” confidently concludes Comazzi.

DE SIMONE COTE D’IVOIRE PARTNERS

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A DIFFERENT PERSPECTIVE ON AFRICAN MINING

Mining may begin with geology, but for Nina Chihambakwe-McKenzie, its real value lies in what it can leave behind.

As General Manager, Central and West Africa at Capital Limited (Capital), Nina works across some of Africa’s most dynamic and fast-evolving mining jurisdictions.

Based in Libreville, the capital of Gabon, her role spans government engagement, strategic partnerships, and business development, alongside supporting drilling operations across the region.

Raised between Zimbabwean and Dutch cultures, Nina studied Economics at the University of Chicago before beginning her career in international finance.

Drawn by the opportunity to combine commercial strategy with tangible economic impact, she made the move into mining – an industry where business, government, and community development intersect every day.

Today, Nina’s work regularly takes her from remote exploration camps to ministerial offices, meeting with governments, investors, mining companies, universities, and local businesses.

This breadth of experience has shaped her belief that mining’s greatest opportunity lies not only in developing world-class projects, but in helping build stronger local businesses, skills, and institutions that continue creating value long after a mine has closed.

We sit down with Nina to dig deeper into Central and West Africa’s evolving mining landscape and the instrumental role Capital plays within it.

Q&A WITH NINA CHIHAMBAKWE-MCKENZIE, GENERAL MANAGER, CENTRAL AND WEST AFRICA, CAPITAL LIMITED

Over the course of your career, how would you say Africa’s drilling and mining landscape has evolved, particularly in Gabon and West Africa?

Nina Chihambakwe-McKenzie, General Manager, Central and West Africa (NCM): People often assume mining is about rocks. The longer I’ve worked in the industry, the more I’ve realised it’s really about people.

Yes, geology, equipment, and production matter, but what I’ve come to enjoy most are the conversations that happen around a project: about how a mine can create opportunities for local businesses, develop local skills, attract investment, and leave something behind long after the drilling has finished or the mine has reached end of life.

That’s become a much bigger part of my job over the last few years.

One of the things I enjoy most about my role is that no two weeks look the same. A few days ago, I was standing beside one of our drill rigs at a remote site. Not long before that I was in Moanda, Gabon, at a workshop on local content with government, mining companies, banks, universities, and small to medium-sized enterprises (SMEs). Next week, I’ll probably be somewhere else entirely – a sense of variety gives you a really interesting perspective on how the industry is changing.

When I first became involved in mining, most conversations centred on the project itself – the resource, drilling programme, or timeline.

Whilst those things are still important, increasingly, I’m finding that the conversations are more about everything that sits around the mine: how do local businesses participate? How do you build technical skills required for mining in the local workforce? How do you create opportunities that last beyond the life of the project? How do governments capture more value from their mineral resources?

To me, that’s a really positive shift.

The workshop in Moanda was a good example, as I expected most of the discussion to focus on procurement targets or local spending requirements. Instead, what struck me was how practical the conversations were.

People were talking about access to finance for SMEs, supplier development, vocational training, better collaboration between industry and government, and creating an environment where local businesses can actually compete successfully.

I’ve had very similar discussions elsewhere in the region, whether in Gabon, Guinea, or Côte d’Ivoire. Countries still want investment – that hasn’t changed – but they’re also asking how mining can help build a stronger economy and support local communities more broadly.

I think that’s a healthy evolution and, for companies involved in the mining sector, expands their role.

Can you outline the role Capital plays in Central and West Africa’s mining and mining services landscape? What is the company’s perspective on building meaningful local content?

NCM: Capital is obviously there to deliver safe, high-quality drilling or mining services, which is our core business and always will be.

Increasingly, mining and mining services companies are expected to contribute beyond their core operations.

This may include developing local suppliers, investing in training, or sharing technical expertise – ultimately, it’s a matter of taking the time to understand what governments are trying to achieve and working out how we can best support those objectives. For Capital, this approach is really business 101.

In some countries, however, there is an increasingly aggressive push to define local content primarily through mandatory equity ownership or by reserving work exclusively for 100 percent indigenous companies.

Whilst ownership has a role to play, this approach can concentrate the benefits amongst a relatively small number of shareholders without necessarily building the broader capabilities needed to support a sustainable mining industry.

Local content should be measured by the lasting economic capacity it creates, with a focus on developing competitive local suppliers, expanding in-country manufacturing and maintenance capabilities, transferring technical knowledge, and providing practical training that enables people of all ages to establish and grow their own businesses.

These businesses can then support mining companies and mining service providers, create employment, and generate a broader and more sustainable tax base for the host country.

Foreign investment by multinational mining and mining services companies should therefore be viewed as an important part of this development. These companies bring capital, specialist skills, and international experience alongside access to global expertise, technology, and equipment development.

They also create opportunities for local employees and businesses to gain experience across different operations and, in Capital’s case, different countries – broadening their skills, experience, and future opportunities.

Whilst this type of contribution is increasingly being mandated through legislation, it has been part of Capital’s operating philosophy from the beginning. We have consistently invested in training, knowledge transfer, and the long-term career development of our people.

At many of our established operations, including Egypt, people who began their careers with Capital in junior roles have progressed into senior operational and management positions.

This is meaningful local content – building skills, careers, businesses, and leadership capability that remain in the country and support the continued growth and development of the mining sector.

One thing I’ve learnt is that governments and mining companies often want the same outcome: projects that are successful, stable, and investable. Sometimes they just approach those objectives from different starting points. Once you understand that, the conversations become much more constructive.

Indeed, Gabon is a good example of this. It’s already well known for manganese, but there’s growing interest in iron ore, gold, and other critical minerals.

At the same time, I’m seeing a real willingness from government to think about mining in a broader context – not just as a source of revenue, but as a way of developing skills, supporting entrepreneurs, and strengthening local industry. I find that genuinely encouraging.

Africa has never lacked mineral potential, but what we’re starting to see now is much more discussion about how countries can capture more of the value that comes with it.

To me, that’s where some of the biggest opportunities lie over the next decade – not just developing more mines but building stronger businesses and local economies alongside them.

Could you give us a brief overview of Capital’s existing projects and operations, client base, number of employees, and primary locations?

NCM: Capital started as a drilling company, and that is still very much part of what we do, but one of the reasons I joined the business is that it has evolved well beyond that.

Today, we support companies across the mining value chain, from exploration drilling through to production drilling and mining services.

Through our laboratory business, MSALABS – an innovative assay services organisation – we provide assay laboratory services, whilst collaboration with other businesses and strategic investments have brought new and emerging technologies to our clients, enabling us to support them from the early stages of a project right through to production.

The company’s operations are global and, in total, we have a presence in more than 20 countries with established sites across Africa, the Middle East and North Africa (MENA) region, and Pakistan, with additional MSALABS locations in Canada, the US, Europe, and Latin America, and corporate offices in Mauritius, the UK, United Arab Emirates (UAE), and Australia.

Our clients range from junior exploration companies through to some of the world’s largest mining groups.

In Egypt, we’ve been operating for more than two decades at the Sukari Gold Mine, now operated by AngloGold Ashanti, where we have provided everything from exploration drilling and drill and blast, through to waste mining load and haul services.

Through MSALABS, we also established the country’s first commercial laboratory offering fire assay and other analysis services in Marsa Alam.

In Tanzania, we also have a 20-year operating history and long-term relationships with Barrick at North Mara and Bulyanhulu Gold Mines and AngloGold Ashanti at the Geita Gold Mine.

My role covers Central and West Africa, so I spend a lot of time moving between countries and projects. One thing I have found is that no two markets are quite the same, which keeps the role interesting.

In our part of Africa, we are predominantly focused on gold and iron ore and support projects across both commodities in Gabon, whilst our global portfolio also includes large copper projects.

Côte d’Ivoire is also a particularly exciting market for us as we continue to build a strong drilling footprint there.

We’ve previously provided mining services in the country as well and, with MSALABS already operating a laboratory in Yamoussoukro and two further labs under construction, we are developing a much broader platform to support mining companies across the country and wider region.

Our business portfolio also includes a strategic partnership with training organisation International Apprenticeship and Competency Academy (IACA).

Across our global operations, we employ approximately 3,800 people – the vast majority of whom are nationals.

In 2025, 94.3 percent of our employees were from our operational host countries – a number that is even higher in reality due to the number of Africans now working as expats across our sites, sharing their skills and knowledge.

Developing local capability is a big part of how we operate. Whether through training, creating opportunities for local suppliers, or supporting local communities, I think these investments make the business stronger over the long term.

Can you provide any further details around the training you provide and recent investments or collaborations?

NCM: IACA is the first training facility providing internationally accredited technical and trades training in Tanzania – not just for Capital employees, or even just for the mining sector, but also for other industries including oil and gas and agriculture, too.

Through IACA training, more than 2,000 Tanzanians and Ugandans now hold recognised qualifications, and we’re looking to roll out these facilities in other African countries as well.

Another part of our business looks at new technologies, and, in 2024, we invested in a company called Eco Detection, who’s unique technology provides real-time water quality monitoring and intelligence which has enormous potential to help both mining operators and governments alike ensure water quality for local communities.

Our most recent addition is an investment into Portable PPB, a relatively new technology that significantly accelerates exploration activity by giving same-day gold results with lower detection limits than PhotonAssay, facilitating significantly faster and more agile exploration programmes.

Portable PPB’s results are also now approved for Australian Securities Exchange (ASX) and Toronto Stock Exchange (TSX) reporting, where many African mining companies are listed.

You are actively looking to grow the drilling industry in Gabon. Can you tell us more about Capital’s projected growth in this area and how you intend to achieve this?

NCM: I think the opportunities in Gabon are very exciting – the country has excellent geology, political stability, and, perhaps most importantly, a government that is genuinely committed to developing the mining sector.

Those are strong foundations, and the next step is creating an environment where investment can move more quickly and companies have the confidence to commit for the long term.

Of course, we’d like Capital to grow alongside that and have already worked on a number of projects in Gabon.

These include the Belinga Iron Ore project which is delivering drilling and load and haul services, the Gabon and Oxygenation of Earth – Drilling Early Earth Project’s (GOE-DEEP) scientific drilling programme, and a number of exploration drilling projects, so we already have a good understanding of what it takes to operate successfully here.

As more exploration projects move into development and production, there will naturally be greater demand for drilling, mining services, and laboratory support – opportunities we are well positioned to take on.

We prioritise delivering a consistent, high-quality, and safe service which, when combined with the breadth of our capabilities, means we have a lot to offer exploration and mining companies in Gabon.

We add value to projects, use modern rigs and equipment, have teams that are well-trained and good at what they do, are reliable, and make sure project timelines don’t slip – this is what will help us win new work and we have a long history of delivering for clients.

What we’ve found on many occasions is that we’ll commence a contract with a client and, as they experience working with us and the quality of our service, they’ll either extend to using more of the services we provide or ask us to deliver the same type of service across their different sites.

Our approach to supporting local communities also helps – for Capital, that means continuing to invest in local people through employment, building long-term careers, and maintaining a genuine presence in the community.

How is Capital making a genuine and lasting difference in the areas in which it operates?

NCM: We don’t see ourselves as simply delivering a drilling programme and moving on; we want to be part of building a stronger mining sector and making a positive impact on the local economy.

This is what meaningful local content is about – transferring knowledge, developing skills, and creating opportunities so that, one day, local people may even own and operate their own drilling rigs.

The story of Rig 85 in Gabon demonstrates what this can achieve.

Kennedy and Ndong joined us with no previous mining experience – Kennedy was a qualified mathematics teacher who found himself out of work due to ongoing strikes.

With the support of our project manager, they learned the fundamentals of drilling through practical, hands-on experience. We also provided formal training, and both are now working towards an internationally recognised Certificate III in Drilling Operations (RII31820) through an Australian training provider.

Since joining us, Kennedy and Ndong have worked across several projects and clients, including at the Belinga Iron Ore project, GOE-DEEP, and, most recently, an exploration programme. They have progressed from offsiders to drillers and are now taking responsibility for operating Rig 85 and delivering drilling programmes.

It is an incredible transition. In just a few years, they have built meaningful, long-term careers that were previously not on their radar. Soon, they will hold internationally recognised qualifications, opening the door to even greater opportunities and the potential to become future leaders of Gabon’s mining industry.

This is how we make a genuine and lasting difference – by investing in Gabonese people, transferring knowledge, and building local capability that benefits individuals, communities, and the country’s mining sector as a whole.

As a prominent advocate for the Women in Mining movement, how do you think we can shift away from the narrative of meeting diversity quotas to embedding women into high-impact roles across the sector?

NCM: I’ve never really wanted to be seen as “the female mining executive.” I’d much rather be seen as someone who’s good at what she does.

Of course, representation matters. When young women can see people who look like them working in operational and leadership roles, it helps them believe those careers are possible – but I don’t think that’s enough on its own.

What matters is making sure women have access to the same opportunities, challenging assignments, and visibility as everyone else – that’s how careers are built.

Mining career opportunities today go far beyond traditional operational roles. Whether it’s engineering, finance, environmental, social, and governance (ESG), geology, technology, or government relations, there are so many different ways to build a meaningful career in this industry.

I’ve also found that some of the most valuable support I’ve received has come from people who simply backed me because they believed I could do the job. They weren’t trying to tick a box; they were investing in potential – I think that’s the mindset we need more of.

Ultimately, I’d like us to reach a point where we’re talking less about whether someone is a woman in mining and more about the contribution they’re making. When people are recognised because of the value they bring, rather than their gender, that’s probably when we’ll know we’ve made real progress

At Capital, we are increasingly seeing women taking roles that have traditionally been male dominated – operating the drill rigs and becoming mechanics, for example – as well as having an increased presence in the broader support functions like human resources (HR), finance, and safety.

In Tanzania, we have some all-female drill crews who perform very well, and we have supported two of our female drillers to attain Certificate III in Drilling Operations (RII31820) from an Australian recognised training institution, representing not only the first women to attain this formal qualification for Capital in Tanzania, but the first in the country – something I’m really proud to see.

Here in Gabon, we are also seeing increasing female participation in what would not traditionally be considered women’s roles, with two ladies working as offsiders, another as an electromechanic, and one as a health, safety, and environment (HSE) site officer on site.

And the trend is only increasing; in 2025, we saw a 52 percent rise in the number of women working for Capital, representing 11 percent of our workforce, which is good progress. And it’s not just at the operational level – 29 percent of our board are also female.

We do acknowledge that there is still a way to go, and we’ll keep working on growing our female workforce participation, however these numbers represent positive momentum towards more women having long-term career opportunities in our industry, increasing their visibility in a broad range of roles – not just ticking boxes or meeting quotas.

What does corporate social responsibility (CSR) mean to Capital, and what steps have you taken towards leaving a legacy that is transformative for local communities?

NCM: I think the biggest contribution companies in our sector can make is to leave something behind that lasts long after the project itself.

Of course, community initiatives have an important role to play but, for me, real impact comes from building local capability: employing and training local people, helping local businesses grow, and creating opportunities for suppliers to become part of the mining value chain.

Governments increasingly want to see mining act as a catalyst for broader economic development; it’s no longer just about extracting resources but asking how the industry can help strengthen local economies.

That’s one of the reasons I’ve become so interested in local content. When it’s done well, it’s not simply about meeting targets but creating businesses, developing skills, and giving people opportunities that continue long after a mine has closed.

At Capital, CSR is embedded in our approach to our work – it always has been – and is reflected in the way we invest in local teams and work with our clients and partners.

We know that successful mining projects depend on strong relationships with the communities where we operate, and local employment drives socioeconomic growth in our host countries and is the main way we can leave a long-term legacy.

As such, we prioritise hiring from the local areas where we work and invest in training and development to build local capability and skills transfer.

Currently, we employ more than 320 Gabonese, Guineans, and Ivorians – not only is that 320 individuals supported to develop their careers, but 320 families supported with reliable incomes and spending into their local communities. This is where the impact is multiplied.

Significantly, dozens of our locally recruited employees are now working as expats for the company in other countries.

Indeed, we have around 50 Tanzanians, as well as Mauritanians, Ivorians, Egyptians, and Guineans, not only working for our operations globally in places like Pakistan, Saudi Arabia, the US, and other African countries, but also becoming sought-after professionals, recruited by other companies around the world who recognise their competency and skill, which is a direct reflection of our investment in their training and development.

These opportunities are what create that long-term legacy and genuinely transform the lives of local people.

We also collaborate with our clients to support their community development projects and, where appropriate, initiate our own CSR activities to support local community needs.

For example, we provide educational scholarships for school students in multiple countries including Egypt and Zambia, we’ve built a maternity ward at the Kamanga Health Centre in rural Tanzania, and we support numerous local sporting clubs across our African operations.

In Gabon, we’ve partnered with Ivindo Iron and local education authorities to provide supplies to the M’Vhadi School and Mayibouth 1 & 2 Schools close to our drilling operations in Ivindo.

In Côte d’Ivoire, we sponsor a Taekwondo athlete, Nabintou Koné, through the Lvolution Academy in Abidjan. Our sponsorship provides opportunities for her to compete nationally and internationally at the highest levels, and it also supports her ongoing studies.

This ensures she can not only concentrate on becoming a successful athlete but can achieve university qualifications whilst competing. These are the types of grassroots initiatives we do to make an ongoing difference to the people in our local communities.

Supporting local businesses is another way for us to contribute meaningfully to local communities. In Côte d’Ivoire for example, 47 percent of purchases for our drilling operations come from local businesses, and we will continue to foster partnerships with suppliers from the region wherever we can.

Personally, I’d like to think Capital’s legacy is measured by the relationships we’ve built, opportunities we’ve helped create, and people we’ve supported that continue to make a difference in the years ahead.

Looking to the future, what key priorities, targets, and goals do you have in place? Do you have plans to expand or diversify at all?

NCM: One of my biggest priorities is continuing to build a stronger regional presence across Central and West Africa.

We’re already active across multiple countries and business lines, and I see significant potential to leverage our integrated service capability and expertise to add further value for clients across the region.

Clients are increasingly looking for partners who understand the broader mining value chain rather than providing just one service in isolation – an exciting direction for Capital because it allows us to bring together the strengths of our different businesses.

I’d also like to see us continue investing in countries where we already have a presence. There’s enormous potential across the region, and I think being committed to a market over the long term is just as important as entering new ones.

One thing I have noticed since joining Capital is that we do not approach projects with a short-term mindset, but we invest time in understanding the countries where we work, building local teams and developing relationships with governments, suppliers, and communities.

In my experience, those relationships matter just as much as the technical work because successful mining projects do not happen in isolation.

We’ve done this very successfully in places like Egypt and Tanzania, where Capital has had a presence for more than 20 years.

We’ve built world-class infrastructure and developed the workforce to the point many of our team who joined years ago are now leaders in our business, operating in expat roles across Africa or globally, or being recruited by others who recognise their level of capability. That’s the impact I’d like to see us continue to make in this region, alongside expanding operationally.

Personally, I’d also like to continue strengthening the relationships we’ve built with governments, industry, and local businesses.

These kinds of partnerships create opportunities that simply don’t come from responding to tenders alone and help us understand where the industry is heading and how we can contribute to its growth.

Ultimately, success for me isn’t just about expanding into more countries – it’s about building a business that’s trusted, develops local capability, and people want to work with because of the quality of delivery and the relationships we’ve built. If we achieve that, I think growth will follow naturally.

Finally, are you optimistic about the future of the mining in Africa?

NCM: I’m genuinely optimistic about where African mining is heading. Across the region, I’m seeing governments, investors, and mining companies having much more constructive conversations about how to create long-term value.

Of course, there are still challenges, but there’s also a growing recognition that mining can be a catalyst for broader economic development if done well. Working across Central and West Africa has reminded me that every country is different, there isn’t a blueprint that works everywhere and that’s part of what makes the job so interesting.

The key is listening, understanding local priorities, and building partnerships that are based on trust rather than short-term objectives. For me, that’s what good mining looks like and, working at Capital, that aligns very well with how our business operates.

Strong technical delivery will always be important, but the projects that have the greatest impact are the ones that leave behind stronger local businesses, more skilled people, and lasting relationships.

I’m excited to be part of that journey with Capital, and I think the opportunities for both the company and the region are only just beginning.

The post Capital Limited : A Different Perspective on African Mining appeared first on Mining Outlook.

AN OPEN-CAST COLOSSUS

The vast open-cast mining landscape in Africa has witnessed myriad changes over the past three decades, transitioning from manual, labour-intensive, and shallow excavation to large-scale automated operations, driving many industry players to rapidly evolve or fall short of innovation.

Spearheading forward-looking technological change across the sector is TAU Mining – a leading African mining contractor and service provider delivering end-to-end mining solutions across the continent.

The business combines contract mining, mining engineering, equipment rental, mine planning, project development, and operational management under one integrated platform.

With more than three decades of industry experience, TAU Mining supports clients across a diverse range of commodities, including coal, chrome, manganese, iron ore, platinum group metals (PGMs), and critical minerals.

Furthermore, its team operates across multiple African jurisdictions, providing scalable solutions throughout the mine lifecycle – from feasibility and development through to production and rehabilitation.

“What distinguishes TAU Mining is our ability to combine technical expertise, operational execution, and entrepreneurial agility,” opens Mikhail Makhnach, CEO.

“We are not simply contractors; we are long-term mining partners focused on creating sustainable value for our clients, employees, shareholders, and host communities.”

The company’s journey over the last 30 years reflects the evolution of the broader African mining industry, having grown from a focused mining services business into a diversified mining group capable of delivering large-scale projects and specialised solutions across multiple commodities and jurisdictions.

“Our success has never been driven by pursuing growth at any cost. Instead, it has been built on a simple principle: consistently delivering on our commitments. In mining, trust is earned through performance, and reputations are built over decades, not months,” he insights.

The foundations of TAU Mining’s success are built on its dedication to safety, technical excellence, reliability, and strong client relationships, whilst its reputation is upheld by continuously investing in its people, equipment, and systems, as well as adapting to changing market dynamics, commodity cycles, and technological innovation.

“This ability to evolve without compromising our core values has allowed us to remain competitive and continue expanding our footprint across Africa,” adds Makhnach.

A MINING MODEL FOR TOMORROW

In such a dynamic and evolving sector, TAU Mining’s solutions not only distinguish the company but also help its clients overcome long-standing industry obstacles with integrated solutions rather than isolated services.

“The open-cast mining sector is becoming increasingly complex, with clients demanding greater efficiency, accountability, and cost certainty. Our turnkey model addresses these challenges by providing a single point of responsibility from project conception through to mining execution,” attests Makhnach.

Rather than managing multiple contracts, interfaces, and risk points, TAU Mining’s clients benefit from a fully integrated solution encompassing planning, engineering, mining operations, equipment management, environmental compliance, and project delivery.

This integrated approach improves productivity, accelerates decision-making, reduces project risk, and aligns all stakeholders around a common objective: maximum value creation.

“In an industry where margins and timelines are under constant pressure, that level of integration provides a significant competitive advantage,” Makhnach imparts.

By managing planning, engineering, mining operations, equipment management, environmental compliance, and project execution within one organisation, TAU Mining reduces interface risks, improves efficiency, and delivers greater cost certainty.

“Our clients benefit from a single accountable partner focused on productivity, safety, and operational performance throughout the life of the project,” he surmises.

Building on this deep-rooted business approach, TAU Mining is transitioning into owner mining, which is proving to be one of the most strategic developments in the company’s history.

Whilst contract mining remains a core part of the business, owner mining enables it to participate directly in the long-term value generated by mining assets. This creates opportunities for stronger returns, deeper operational involvement, and enhanced strategic influence over project outcomes.

“Importantly, owner mining allows us to leverage the experience we have accumulated over decades as contractors. We understand what drives productivity, cost control, asset utilisation, and operational efficiency because we have delivered these outcomes for clients throughout Africa,” explains Makhnach.

By aligning its deep industry knowledge and operational expertise with ownership interests, TAU Mining is building a business model that supports sustainable growth, increased resilience, and long-term value creation.

FORGING THE MINING FUTURE

Makhnach strongly believes that South Africa (SA) remains one of the most compelling mining destinations in the world.

Despite challenges such as energy supply constraints, logistics bottlenecks, and regulatory complexity, the country possesses exceptional mineral wealth, world-class technical talent, and a highly developed mining ecosystem.

The result is an exciting operational environment characterised by industry transformation, technological innovation, and a forward-looking focus.

This is evidenced by the increasing number of mining companies that are embracing automation, artificial intelligence (AI), real-time data analytics, and sustainable operating models.

At the same time, global demand for the critical minerals required for electrification and the energy transition continues to attract investment into Africa and drive the landscape forward.

“For businesses that can innovate, maintain operational discipline, and partner effectively with stakeholders, the opportunities are significant.

“The future belongs to mining companies that can combine productivity, sustainability, and technological advancement, and we see ourselves playing an active role in that future,” Makhnach notes.

Being successful in the industry therefore calls for resilience, innovation, and proactive foresight.

“Staying ahead in mining requires more than following trends – it requires anticipating them,” he adds.

Thus, TAU Mining continuously monitors technological developments, engages with industry leaders, collaborates with clients, and invests in the capabilities of its people. Whether it’s automation, digital mining platforms, sustainability initiatives, AI, or new extraction techniques, the company actively evaluates how emerging innovations can improve the way it operates.

“The mining industry is entering a period of profound transformation. Companies that embrace innovation whilst maintaining operational discipline will define the future of the sector.

“At TAU Mining, our goal is to remain at the forefront of that transformation and help shape the future of mining in Africa,” Makhnach sets out.

OVERCOMING COMPLEX ENVIRONMENTS

Since its inception over 30 years ago, TAU Mining has delivered a wealth of different projects.

However, its varied portfolio is not defined by any single operation, but rather the company’s ability to consistently execute difficult assignments safely, efficiently, and responsibly.

TAU Mining takes pride in projects where its technical expertise has directly improved production performance, reduced operational costs, and enhanced environmental outcomes.

This is particularly the case in challenging and complex environments where the expertise of its equipment, strategy, and staff is put to the test.

One of the company’s most noteworthy projects was with Anglo American, partnering with its Kumba Iron Ore subsidiary to load and haul iron ore at the Sishen mine in the Northern Cape province – one of the largest open-pit mines in the world and a key pillar of global iron ore production.

The company was responsible for crucial loading and hauling services, contributing to the successful operation of the Sishen mine for more than a decade.

TAU Mining has also successfully executed a greenfield project for South32, where it has become a key player in the day-to-day running of the open-cast pit. It has developed the mine from a greenfield to a steady-state project, delivering more than 1.5 million bank cubic metres on a monthly basis.

COMMUNITY AND ENVIRONMENTAL RESPONSIBILITY

The company’s varied project portfolio also highlights its commitment to the local community, as it focuses on sourcing employees from the local area and upskilling members of the community through company-led initiatives.

“Mining can only be successful when it creates value for all stakeholders. Community engagement and environmental responsibility are therefore fundamental to how we operate.

“We work proactively with host communities, traditional authorities, landowners, regulators, and local businesses from the earliest stages of project development. Our objective is to ensure transparent communication, responsible land use, and meaningful socioeconomic benefits,” outlines Makhnach.

On top of this, environmental stewardship is deeply embedded throughout TAU Mining’s planning and operations through rehabilitation programmes, biodiversity protection, water management, and ongoing environmental monitoring.

“We believe responsible mining is not only the right thing to do, but also essential for securing the long-term sustainability of our industry and maintaining our social licence to operate,” he voices.

A PEOPLE BUSINESS

The growth of the African mining industry is built on the strength and tenacity of its stakeholders, whether it’s employees, customers, or suppliers.

Makhnach is particularly passionate about the growth and development of the company’s staff, who are at the heart of its success.

“Mining is ultimately a people business. Equipment, technology, and systems are important, but it is our people who create value and drive performance,” he acknowledges.

With such a deep-rooted ethos, TAU Mining invests heavily in training, leadership development, mentorship, and technical skills enhancement, recognising the company’s future is determined by the quality of its workforce.

“Creating opportunities for growth is beneficial for employees, and strengthens the entire business,” Makhnach emphasises.

With a strong track record of longevity in tenure of service, TAU Mining invests in myriad training initiatives to bolster the development of its employees.

These include HR development programmes, such as study finance assistance, leadership, and management development initiatives, as well as technical and core production skills training and development, ensuring employees are equipped with the necessary skills to grow and succeed in their careers.

Equally important to the company is fostering a culture of accountability, innovation, inclusion, and continuous improvement. TAU Mining believes its staff should take ownership, challenge conventional thinking, and contribute to shaping the future of the organisation.

In parallel, the strength of its operations depends on a complex and highly coordinated network of supply chain partners, making dependable relationships essential for long-term success.

The company works closely with original equipment manufacturers (OEMs), logistics providers, contractors, and equipment suppliers to ensure continuity of supply and operational reliability.

“We view suppliers not as vendors but as strategic partners who contribute directly to project performance,” reflects Makhnach.

“Long-term relationships create mutual trust, improve planning capability, reduce operational risk, and enable faster responses to changing project requirements.”

TRIFECTA FOR SUCCESS

As it continues on an upward trajectory, TAU Mining is entering an exciting phase of growth centred around three strategic priorities: expanding its contracting business and mining portfolio, strengthening its presence across Africa, and accelerating the adoption of modern mining technologies.

This trifecta opens the door to significant opportunities that continue to emerge from the global demand for critical minerals, infrastructure growth, and efficient mining solutions across the continent.

Alongside its continued growth as a mining contractor, the company is focused on sustainable and disciplined expansion, evolving into a diversified mining group with increasing participation in owner mining opportunities across Africa.

TAU Mining will additionally continue investing in safety, people, technology, and operational excellence whilst ensuring responsible mining remains at the centre of every decision it makes.

“Our vision is to build a company that combines operational excellence, responsible resource development, and long-term value creation, whilst contributing meaningfully to Africa’s economic growth and mining future,” Makhnach concludes.

The post TAU Mining : An Open-Cast Colossus appeared first on Mining Outlook.

AS GOOD AS GOLD

Across Namibia, one of the most sparsely populated countries in the world, the vitality of the nation’s mining industry continues to boom as the sector experiences a historic wave of exploration and project development, evidenced by the fact that a record N$1.5 billion of exploration capital was spent in 2025 by members of the Chamber of Mines of Namibia.

B2Gold has meticulously established itself as a greatly respected global gold producer, headquartered in Vancouver, Canada.

Founded in 2007, today the company’s portfolio includes four major active gold mines – the Goose Mine in Northern Canada, the Fekola Mine in Mali, the Masbate Gold Project in the Philippines, and the Otjikoto Mine in Namibia – as well as numerous international development and exploration projects.

Employing a substantial workforce of approximately 6,300 employees worldwide, B2Gold, produces around one million ounces (oz) of gold on a consolidated basis each year.

The business acquired its first African gold development project, the Otjikoto Gold Project (Otjikoto), through a merger with Auryx Gold Corp. in December 2011.

After it received the required mining licence in December 2012, construction of the Otjikoto Mine commenced in April 2013. Within approximately 19 months, the first gold pour occurred in December 2014, ahead of schedule.

In Namibia, Otjikoto is currently the largest underground gold mining operation, following the cessation of open pit mining operations in the beginning of October 2025. Up to the end of 2025, this mine was the largest gold producer in the country since declaring commercial production in 2015.

The mine is located in the north-central part of the nation, approximately 300 kilometres (km) north of the capital, Windhoek.

Processed ore is sourced from the Wolfshag underground mine, supplemented by existing ore stockpiles.

ENGROSSED IN THE INDUSTRY

John Roos is the Managing Director for B2Gold Namibia and has been with the company for 12 years – prior to that he worked for KPMG as a chartered accountant based in Johannesburg, working in the energy and natural resources division with a focus on the mining sector.

“Working at KPMG on major mining clients really sparked my interest in mining. Then, in August of 2014, I received a call from B2Gold, a mining company with operations in Namibia that was in the advanced stages of development, three months out from first gold pour. They asked me to join the Namibian business as a member of the finance team – I joined a month later, and the rest is history,” he recalls fondly.

“If you work at a mining company, you are exposed to many different areas of business – you work with supply chain, banking, insurance, finance, large construction projects, and a range of other functions.

“By contrast, in other sectors one tends to be focussed on one or two disciplines – which is why I chose a career in the mining sector – being able to kick the tyres, crunch the numbers, and make a positive difference to people’s lives is exciting for me.

“B2Gold is an incredible organisation to be part of – both at the corporate office in Vancouver, Canada and in Namibia. This is a very people-focused company, truly living the company values of fairness, respect, transparency, and accountability, understanding that without its people there will be no gold produced,” Roos tells us.

He also had the opportunity to work closely with and learn from Bill Lytle and Mark Dawe, the previous Managing Directors of the Namibian business from whom Roos took over from in 2022.

“With a culture focussed on employee development, I was involved in a number of special projects outside finance from early in my career at B2Gold.”

Those projects included large scale renewable energy initiatives, managing the company’s NamPower grid connection and a number of other exciting social upliftment initiatives, including the Namibian Rhino Gold Bar Conservation Initiative, to mention but a few.

ANTELOPE DEPOSIT

For the next 18 months, B2Gold Namibia’s main focus is the progression of the Antelope Project, a new underground mine that is currently under development.

The development of this underground mine represents a bold new chapter for the Otjikoto Mine, following the closure of open-pit operations in Q4 2025 and transition to becoming an underground mining company.

“Our focus is to stay on track with the development of Antelope, further build out the resource for our existing Wolfshag underground mine, and explore additional opportunities that the current gold environment and record-high prices may create,” Roos sets out.

The Antelope resource was discovered in 2022, and B2Gold Namibia, through support of its majority shareholder, B2Gold Corp., fast-tracked the project through to a preliminary economic assessment, which was released last year.

The company believes the deposit has the seismic potential to change the future of the Otjikoto Mine, representing the next major development of the site.

“We look forward to bringing this exciting project online at the end of 2028, when we expect first ore production to begin. From 2028 through to 2033, Antelope is expected to have a significant impact on our gold production profile, with annual production exceeding 100,000 oz at a low all-in sustaining cost,” he excites.

The Antelope Project’s initial predicted life of mine spanned five years, yielding gold production of approximately 327,000 oz in total, with an average gold recovery of 95 percent.

“However, through additional exploration work, we’ve increased the resource by 67 percent to approximately 650,000 oz, so it’s very exciting for us for the future.”

RESPONSIBILITY IN THE DNA

A resolute dedication to corporate social responsibility (CSR) is deeply ingrained in the DNA of B2Gold Namibia, and the company is proud of its world-class array of initiatives in its CSR portfolio.

Since B2Gold began developing the Otjikoto Mine in 2013, the company has invested consistently in the communities around its operations.

“Investments into our host communities totalled USD$1 million before a single ounce of gold was produced during development of the project”, Roos adds.

At present, cumulative CSR expenditure over the previous 12 years up to the end of 2025 has reached approximately USD$20 million, with investments focused on education, arts and culture, health, the environment, and livelihoods.

Amongst the many impactful projects supported by the company in Namibia, B2Gold has invested in healthcare and water infrastructure, best encapsulated by the clinic built in Otjiwarongo, which was handed over to the Ministry of Health and has supported bulk water infrastructure in the town of Otavi.

“These water projects are transferred to the town council and help communities access clean drinking water at a reduced cost,” Roos explains.

Another important initiative is the company’s agriculture project – B2Gold owns a land package of approximately 18,000 hectares and has developed part of this land into an intensive agriculture hub.

“The project began in 2019 as a pilot and proof of concept, and it has since grown into one of Namibia’s largest white maize production operations. The maize is produced on a commercial basis and sold to local milling companies,” he adds.

Intended to support B2Gold’s long-term post-closure strategy, this agriculture project is expected to become a revenue generator for the company’s foundation, helping to sustain CSR activities after mine closure.

In this way, the project represents sustainability in action and demonstrates exceptional leadership in creating post-mining opportunities.

DIVERSE PROJECT PORTFOLIO

At the same time, cost management remains a key priority.

“We need to make sure that we remain cost-competitive and do not allow our costs to become inflated simply because we are operating in a high gold price environment. Gold prices can very easily return to previous levels, so maintaining cost discipline and thereby future proofing the operation from a cost perspective is essential.”

Elsewhere, on the social side, B2Gold Namibia is also excited about a number of upcoming projects such as finishing the Ombili Primary School this year. Once construction is finalised on the school’s sports facilities, it will hand over the entire project to the Ministry of Education towards the end of 2026.

The Ombili Primary School, which supports around 1,300 learners currently, is nestled in the heart of the Ombili Informal Settlement on the outskirts Otjiwarongo near B2Gold’s Otjikoto Mine and has become a beacon of hope and progress since its establishment in 2019.

B2Gold identified a need in the informal settlement of Ombili, where children were being taught in tents under difficult conditions.

“Serving a diverse learner population with the dedication of its incredible teaching staff, the school has made remarkable strides in both infrastructure and academic achievements.”

The school has become a source of pride for the company, with its learners achieving top positions in regional science fairs and mathematics Olympiads, while the school itself ranks strongly within the region.

In Otavi, the company is looking at several initiatives, including investment in an open-air business park and continued investment in water facilities.

“In the 13 years that B2Gold has been operating in Namibia, we have built an exceptionally strong brand, despite the fact that we had to deal with a period of transition where our workforce was downscaled due to the ending of open pit mining operations.

“We take the lead in investing in communities through our CSR projects, and we invest in initiatives that many mining companies would not dream of taking on,” Roos passions.

“B2Gold is an amazing, forward-looking organisation to be part of and to work for – that is why we receive recognition for the work we do,” he concludes.

B2GOLD NAMIBIA PARTNER

The post B2Gold Namibia : As Good as Gold appeared first on Mining Outlook.

KEEPING CRITICAL MINING ASSETS MOVING

The Australian mining logistics sector remains a critical pillar of the national economy, continuously evolving and becoming increasingly competitive.

This makes for a highly exciting operational environment due to the scale of projects across regions including the Bowen Basin, Hunter Valley, and Pilbara, compounded with ongoing fleet and infrastructure investment as well as growing opportunities to innovate in asset lifecycle management.

At the same time, industry operators must overcome pressing challenges including ageing fleets, cost pressures, efficiency expectations, and supply chain complexity and disruption.

“These dynamics require providers to evolve their offering and invest in next-generation capability to sustain growth,” James McKewen, Area Business Manager of UGL Transport, says.

In under 10 years, UGL Transport has grown its mining component solutions business into a strong, efficient, and competitive service. The company provides component exchange, overhaul, and field services for mining customers across Australia.

Core capabilities include mechanical and electrical component overhaul, service exchange programmes, reliability and asset management, and field service support for operations across Queensland, New South Wales, and Western Australia.

UGL Transport’s national delivery model is upheld by a large, dedicated workforce across the company’s mining components solutions business.

“Backed by an AUD$20+ million service exchange core pool, the business serves major mining operations across Australia’s key resource regions and is supported by both domestic and international supply chains,” James outlines.

POSITIONED FOR GROWTH

UGL Transport was built on a foundation of delivering reliable, high-quality engineering, maintenance, and infrastructure services to some of Australia’s most critical industries.

“Over more than a century, the business has remained focused on quality, safety, operational excellence, and delivering strong outcomes for customers,” states James.

“In the mining sector, those principles translate into a strong focus on asset lifecycle management, technical capability, continuous improvement, and long-term customer partnerships.”

In January 2026, Japan-based Sojitz Corporation (Sojitz) acquired a 50 percent stake in UGL Transport, enabling the company to expand into new markets, strengthen global supply chain capability, and scale operations through established international relationships.

This reputable status means UGL Transport maintains a stronghold in the mining industry, providing clients with comprehensive component solutions, particularly in electric drive systems for haul trucks such as the Komatsu 830E and 930E.

As the Australian contracting environment continues to evolve, the company stays ahead by monitoring fleet transitions, investing in next-generation capabilities, expanding into new markets early, and leveraging global partnerships and supply chains.

“Continuous improvement in key metrics such as turnaround time, utilisation, and market share ensures our sustained competitiveness,” says James.

A PARTNER ACROSS THE ASSET LIFECYCLE

Whilst UGL Transport maintains strong capabilities across the rail and transport sectors, its mining component solutions business has established a strong position in Australia’s resources industry through an integrated service offering spanning component overhaul, exchange programmes, reliability services, asset management, and field support.

“Unlike many providers that focus on a single area, we support customers throughout the component lifecycle, from overhaul and service exchange through to field service and ongoing reliability improvement,” James says.

Mining customers are increasingly seeking partners that can improve equipment availability whilst managing maintenance costs.

“UGL Transport’s service exchange programmes, overhaul capability, and field support services provide customers with reliable, cost-effective alternatives that help maximise fleet performance and minimise operational downtime.

“Our focus is not simply repairing components; it is helping customers achieve better long-term operational outcomes through greater reliability and asset performance,” James sets out.

PIVOTING TOWARDS THE NEXT GENERATION

UGL Transport’s strategic priorities focus on reinforcing its strong market position in Australia whilst building a platform for sustained international growth.

“In the near term, the business is consolidating its position across established fleets, securing long-term service agreements, and driving performance across its existing customer base,” James says.

UGL is actively pivoting towards next-generation platforms, scaling its aftermarket capability to support evolving haul truck fleets, and ensuring it remains ahead of asset lifecycle transitions.

“We are also pursuing targeted expansion into high-growth markets, particularly within the Asia Pacific region, where demand for reliable, cost-effective aftermarket solutions continues to increase.

“This is complemented by an ongoing investment in capability, enabling UGL Transport to support a broader range of components and deliver more integrated solutions than many of its competitors,” James concludes.

Looking ahead, UGL Transport seeks to further establish itself as a preferred global partner for mining aftermarket services, underpinned by a strong focus on reliability, operational performance, and sustainable value delivery in an increasingly competitive market.

The post UGL Transport : Keeping Critical Mining Assets Moving appeared first on Mining Outlook.

ESSENTIAL TO STEELMAKING

Trends in the Australian resources sector reflect the larger economic and technological changes taking place across the world.

The international energy sector is seeing the most significant shift, where the large-scale transition to electrification is well underway, whilst the extensive adoption of artificial intelligence (AI) is driving demand for compute and energy on a global scale not seen before.

M Resources is a key player in this environment that continues to expand its strong metallurgical coal supply business, whilst extending into future-facing raw materials to meet these challenges.

“Over the years, we have worked to build a vision for a company tapping into global imperatives, looking to anticipate future patterns of supply and demand,” opens Matt Latimore, Founder and President.

M Resources is consistently looking to the horizon to anticipate changes in global economics, geopolitics, and technological developments, proactively working to meet these evolving needs.

Case in point, the company has created a 30-to-50-year strategy focused on important global imperatives including metallurgical coal supply, green steel readiness, and investment in critical minerals.

Through this strategy, M Resources is building a diversified, asset-backed portfolio aligned with global steel and energy trends.

“To be visionary, we need to have a very high awareness of the environment. We need to understand the most significant influences, whilst anticipating how we expect change to occur. We continue to develop our plans based on our strategic intent,” Latimore sets out.

M Resources has adopted a strategic vision since its inception. Established in 2011, the first five years of the company’s journey were spent procuring coal from big suppliers and selling it to steelmakers across the world. In 2016, M Resources added its first adjacency by investing in metallurgical coal companies whilst gaining additional marketing rights.

“When we started, we were doing around 1.8 million tonnes (t) of coal exports. Today, that business has grown to export over 25 million t per annum (Mtpa). We’ve been able to expand our presence in the steelmaking sector,” outlines Latimore.

DRIVING GLOBAL STEELMAKING

M Resources proudly ranks amongst the top three metallurgical coal movers in the world.

Leveraging the extensive network of its parent company, M Resources maintains a global presence with representatives from the US, UK, Switzerland, Singapore, China, India, Germany, and South America, alongside its headquarters in Australia.

“We’ve built a strong metallurgical coal supply business, exporting more than 25 Mtpa of coal, placing us amongst the top three coal exporters globally,” Latimore highlights.

Additionally, M Resources has achieved over AUD$3.5 billion in assets under management, with a revenue of over AUD$2 billion.

The company has strong confidence in the ongoing demand for steelmaking coal and continues to look for opportunities to evolve its core business.

Australian coal and iron ore have been critical to the global steelmaking complex for decades.

As the world continues to develop and demand for steel increases, these commodities will continue to play a prominent role in supporting construction, infrastructure, and electrification across expanded energy grids, serving everything from wind turbines and solar panels to electric vehicles (EVs).

“In our view, trying to shift too quickly to green steel would result in a slower, more expensive, and disorderly energy transition, which would hit the developing world the hardest,” Latimore posits.

“Production of steel at scale is only possible using metallurgical coal for the time being. Given it is an essential ingredient for the energy transition, continuing to produce steel in the quantities required by the global economy is central to an orderly and just transition and lowering global emissions.”

For example, the Chinese government has decided to reduce its overall steel production capacity. It is also targeting for 30 percent of domestic steel production to come from low-emission electric arc furnace (EAF) technology by 2035.

At the same time, however, India’s government has a steel production target of 300 Mtpa by 2030 – an increase on current production levels of around 50 percent. By 2047, the country intends to increase its annual steel production capacity to 500 Mtpa. This will be predominantly achieved using metallurgical coal.

With new steel production from India using metallurgical coal and feeding a world with an increasing appetite for steel, traditional steelmaking methods will remain critical over the next 30 years.

“Blast furnace-basic oxygen furnace (BF-BOF) steelmaking using metallurgical coal will increase as the scale of production escalates. This method is going to be around for a long time, with strong demand in India and Southeast Asia, and we’re well-positioned to supply that,” Latimore informs.

Abreast with industry developments, M Resources is also assessing opportunities for steelmaking with EAF technology.

“EAF is a method of steelmaking that’s going to become more popular as time goes by. For example, steel products being imported into the European Union (EU) are subjected to the Carbon Border Adjustment Mechanism, causing higher embedded carbon emissions to have an impact on price,” he tells us.

“Where these or similar rules apply, low-emission steel may have an advantage, and we are staying in touch with all of these developments.”

CRITICAL MINERAL DIVERSIFICATION

Going forwards, M Resources is diversifying across the energy value chain into critical minerals through M Critical Minerals (MCM). Part of the M Group portfolio, it is committed to remaining at the forefront of critical minerals exploration.

MCM has developed an enviable set of resources, with substantial assets in vanadium, graphite, copper, and rare earth metals – minerals integral to the foundation of a sustainable future and a range of high-tech applications, including in the medical and defence sectors.

It is growing a strong presence in the sector through the exploration and development of high-quality critical minerals and rare earths resources. This aligns with the increase in both electrification and renewable energy requirements, which are generating greater demand for more durable battery storage.

“Graphite is the dominant anode material used in modern lithium batteries, so we expect demand to grow strongly in the coming years. For example, EVs require 50 to 100 kilograms of graphite, whilst EV sales are projected to grow more than 30 percent annually,” Latimore explains.

Meanwhile, vanadium flow batteries (VFBs) are predicted by the International Energy Agency (IEA) to become commercially suitable in 2030, growing modestly to capture a wider market for storage applications in large renewables projects.

“If VFBs achieve widespread commercialisation earlier than expected, then utility-scale storage technology could shift more quickly. An early commercialisation scenario for these could result in 2.5 times more demand for vanadium compared to the base case in 2030 and 50 percent more demand in 2040,” Latimore says.

Copper is another strong driver of modern technology and the clean energy transition as it can be recycled indefinitely without degrading in quality, making it a leader in material choices.

Furthermore, copper is in high demand for electrical applications including power grids, renewable energy, and EVs. In fact, EVs require four times more copper than traditional vehicles, whilst solar and wind power also call for substantial levels of copper.

“Vanadium, graphite, and copper present strong avenues for growth as the energy market evolves, particularly in the US and Europe, where these minerals are of strategic significance,” adds Latimore.

POWERING THE ENERGY OF TOMORROW

M Resources is building an alternative supply chain to provide new options for the supply of critical minerals and rare earth metals through the launch of M Battery Materials (MBM), which is planned for an Australian initial public offering (IPO) and listing on the Australian Stock Exchange (ASX) later this year.

“A new focused entity sitting within the broader M Group, MBM includes world-class assets, such as three high-grade graphite deposits in Northwest Queensland (QLD), including Mount Dromedary and Burke, which have amongst the highest-grade total graphitic carbon in Australia,” Latimore notes.

This is just one example of the ways in which M Resources is building and enabling future-leaning investments in critical minerals.

STRONG OUTLOOK

At its strategic retreat at the end of 2025, Latimore and the M Resources executive team agreed to double revenue, or to have the settings in place to achieve this, by the end of 2026.

In mid-2026, the company had already achieved an AUD$2 billion run rate, signalling this important goal was well within reach.

To achieve its revenue target, M Resources has a clear set of priorities.

The company is working to expand its core business by growing its coal tonnage into new areas.

“We believe in a strong outlook for metallurgical coal, particularly in India and Southeast Asia, and we are looking into large-scale expansions in those markets,” Latimore reveals.

M Resources is also increasing its footprint and exposure to the steelmaking complex by exploring opportunities in natural adjacencies to metallurgical coal, such as high-quality iron ore and steel scrap – two elements that align with the global direction of the steelmaking economy.

The company is additionally in the process of acquiring additional mining and port operations across various locations in Australia and South America. Moreover, M Resources is seeking to increase its investment in low-emission steelmaking as it continues to be associated with world-class steel production.

This points to the company’s mission to make future-leaning investments in critical minerals, mining, and sustainable infrastructure through a clear future strategy that spans half a century.

“The vision for M Resources is to expand our investments in infrastructure, mining services, and different commodities with a multi-generational, long-term view, meeting the growing needs of new commodities in the future,” Latimore concludes.

The post M Resources : Essential to Steelmaking appeared first on Mining Outlook.

PEOPLE-POWERED PERFORMANCE FUELLING PROGRESS

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

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

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

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

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

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

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

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

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

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

“Despite the global push towards decarbonisation, there is currently no viable alternative technology to replace coal in crucial applications, such as blast furnaces for steel production.”

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

PIONEERING A NEW ERA

The current trajectory of technology necessitates the use of both types of coal.

“Despite the common narrative in mainstream media, particularly in Australia, that maintains coal should be viewed as a dirty commodity, companies like ours pride themselves on being good corporate citizens that mine sustainably in accordance with strict environmental regulations.

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

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

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

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

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

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

Argo’s ambition is to become a globally relevant supplier of high-quality coal products. By the end of 2028 to early 2029, it aims to export over 10 million tonnes (t) of coal, leveraging both its existing operations and the growth potential within a 60-km strike length of tenements.

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

EMPOWERING PROGRESS

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

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

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

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

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

Interwoven with Argo’s development initiatives, it is rolling out several health programmes over the subsequent months focused on mental and physical well-being, including exercise, diet, mental health, and resilience.

Rather than mandating participation, it will provide access to resources and support for everyone, including psychological and dietary assistance, to foster overall health.

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

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

SUSTAINABLE DEVELOPMENT

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

The decision to acquire assets in the coal sector stemmed from Livingstone-Blevins and his partners’ previous experience with Fitzroy as part of its founding team in late 2016.

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

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

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

“Together, Fitzroy and Bowen Coking Coal hold around 4 billion t of resources along a 60-km strike length, positioning us to deliver clean, high-quality coal to the market,” Livingstone-Blevins points out.

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

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

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

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

REDEFINING COAL MINING

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

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

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

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

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

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

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

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

COMMITMENT TO SAFE OPERATIONS

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

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

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

“Three core questions drive innovation: Does it improve safety? Does it increase productivity? Does it reduce costs? If the answer to these questions is no, we will reconsider our approach,” Livingstone-Blevins asserts.

With future success largely determined by its people, Argo genuinely prioritises its employees, seeking to grow and develop talent whilst creating an environment that encourages career advancement.

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

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

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

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

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

STAFFING SOLUTIONS

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

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

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

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

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

“In recent years, particularly since the rise of ESG concerns around 2020, interest from graduates has shifted towards more appealing commodities, such as copper, gold, and critical minerals, leaving the coal mining sector in need of skilled professionals.

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

This includes creating effective mentorship programmes and diverse pathways for graduates, as well as exploring alternative skill sets that can be cultivated into traditional mining roles.

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

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

AN INDUSTRY TRANSFORMATION

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

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

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

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

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

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

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

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

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

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

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

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

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

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

A STRATEGIC ROADMAP

In the next 18 months, Argo’s primary focus will be on ensuring the safety and stability of its current operations, particularly as it works to stabilise the recently acquired Fitzroy assets.

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

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

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

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

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

“Finally, we plan to build lasting relationships with our suppliers and customers, as these connections are essential for driving our growth in the years to come,” Livingstone-Blevins optimistically concludes.

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

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

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

As Argo advances in the competitive coal mining industry, its dedication to sustainable practices and community empowerment sets a benchmark for others. With a clear vision and strategic foresight, the company is not only focused on the present but also committed to shaping a more sustainable future.

ARGO NATURAL RESOURCES PARTNERS

The post Argo Natural Resources : People-Powered Performance Fuelling Progress appeared first on Mining Outlook.

REDEFINING MINING BY CENTRALISING SUCCESS

In 2017, Keaton Turner identified a significant gap in the contract mining space and envisioned a full-service, nationwide contractor that prioritizes relationships alongside competitive pricing.

He founded Turner Mining Group (Turner) with a guiding principle: “Mining works better when people are treated like people”.

This ethos continues to drive the company’s operations today, consequently setting the stage for a new era in mining.

Moreover, Turner’s straightforward belief is that mining is more effective when individuals are treated with respect rather than as mere numbers on a spreadsheet, and that teams perform better when valued, leaders are accountable, and partners are fully informed about what is happening on their site each day.

This principle guided the company’s first contract and remains a core value.

At the time of Turner’s inception, the contract mining space was dominated by local and regional operators, and mine owners were stitching together multiple contractors site by site.

“Keaton’s vision was to be a coast-to-coast, full-service mining-focused contractor that could serve clients across all of their operations while still competing in terms of price with local operators,” Tucker Jensen, Vice President of Operations, opens energetically.

“People come first – production follows. From that founding, Turner has grown into a truly national provider. As the company grew, it undoubtedly became evident we weren’t only filling a service gap. We subsequently realized that the way we performed the services also differentiated us from our competitors.”

Furthermore, Turner’s production-oriented operating philosophy and first-life asset strategy are deeply rooted in the company’s values: a heart for people, a mind for innovation, an eye for safety, and an attitude for excellence.

“Our clients noticed they were meeting production targets, improving safety metrics, and taking advantage of operational flexibility that local contractors couldn’t provide, whether adjusting equipment, renegotiating project scopes, or scaling production up or down as the mine plan evolves,” he continues.

TRANSFORMING PARTNERSHIPS

At its core, Turner’s comprehensive service offering is contract mining.

Meanwhile, the company also provides drill and blast, pioneering and overburden stripping, large civil earthworks for mine construction and leach and tailings projects, rehandle support, and technical support for mine design, planning, scheduling, and budgeting.

“We bring our mining-focused expertise to the full lifecycle of the mine, not just one slice,” urges Jensen.

Headquartered in Bloomington, Indiana, with additional offices and resources supporting its operations across North America, Turner’s current and historical portfolio spans 100 completed mining projects in gold, platinum, coal, copper, aggregates, and industrial minerals.

Currently, the company provides contract mining services in Idaho, Nevada, Arizona, Texas, and Vermont. It operates more than 350 assets across North America, centered around a primary mining fleet consisting of rigid-frame and articulated haul trucks in the 45 ton (t) to 100 t range, hydraulic shovels, large production wheel loaders, production excavators, and blasthole drills.

“The fleet is predominantly new or low-hour, with most units in the 2022 – 2026 model range, and around 80 percent Turner-owned with strategic lease or rental purchase option (RPO) arrangements in place to flex capacity where required.

“A dedicated asset plan backs every project, and our standard is straightforward: equipment that works safely and efficiently, not sitting idle or in pieces in a boneyard,” informs Jensen.

Additionally, to further enhance collaboration and success, Turner employs an innovative approach to its performance-partnership models.

As a result, each model’s design aligns incentives for both the client and the contractor and deliberate strategies developed during the contracting stage influence both parties to drive results together.

“To yield successful outcomes, we embed our technical staff with the client’s engineering and planning teams to equally understand the key drivers of their business. The commercial and operational teams then draft a contract based on this.

“Common styles like alliance, gainshare/painshare target cost, and flat rate generally serve as the foundational structure, but the specifics of the problem being solved and the needs of the business drive customizations that extract real value,” Jensen highlights.

Unlike the more commonplace unit-rate, lump-sum, or time-and-materials contracts, Turner’s engagement with clients as a partner builds stronger relationships between the companies and results in better safety, production, and financial performance.

“Through shared dashboards, joint financial and production reviews, and active mine planning and design, we intend to become a department of your organization with the same goals – rather than a simple contractor focused on maximizing billables. In our preferred contract styles, when our client wins, we win,” Jensen details.

A DRIVE FOR UNSTOPPABLE GROWTH

Certain strategies have contributed to Turner doubling in size year after year, a trajectory it plans to continue driven by a confluence of market forces and intentional internal strategies.

“The US is experiencing a genuine shift in public support for responsible domestic mining, especially in critical minerals, which is driving new project development and extending the life of existing operations,” reveals Jensen.

Ultimately, this trend works in tandem with mine owners’ increasing preference for the contract mining model.

“By partnering with us, operators offload most of their management complexity, improve the likelihood of hitting project goals, and redeploy capital that would otherwise be tied up in equipment procurement, converting a large capital decision into a manageable operating expense.

“Our strategy for growth is also laser-focused on specific clients and operations. We conduct deep research and engage in networking to identify the projects that best fit our core capabilities, and where two company cultures and philosophies are likely to result in a true operational partnership,” Jensen expands.

Once Turner establishes alignment and secures an initial engagement with its clients, the results naturally lead to discussions about their other operations.

“The mining industry is smaller than it looks, and establishing a reputation for safety, efficiency, and success produces opportunities.”

Indeed, two internal capabilities enabled the company to scale posing a challenge for other contractors.

“Our talent engine, through Turner, and Turner Staffing Group, handles over 45,000 applications annually from qualified candidates, enabling us to mobilize skilled crews efficiently. Combined with our advanced operator training program, we are committed to excelling in talent management.

“We also have a fleet of over 350 assets and strong original equipment manufacturer (OEM) relationships, allowing us to deploy equipment quickly. We see positive trends ahead, as the commodity cycle, domestic supply chain priorities, and investment in critical minerals indicate industry growth, positioning our clients for organic expansion,” explains Jensen.

FROM CHALLENGES TO COLLABORATIONS

As Turner nears its 10th anniversary, it has learned key lessons to continue its journey of success.

“The most important lesson came early, and it was obvious from the work itself. Our first engagements were stripping, crushing, and overburden removal, which clarified that our partners didn’t need a contractor who simply completes tasks,” Jensen reflects.

“They need an operator who understands how planning, production, equipment, and crews function as a single system. That realization shaped how we built the company.”

As such, Turner’s experience grew alongside its scope – what started as contract services expanded into comprehensive mining services.

“As we expanded, our working methods evolved. We stopped operating on the edges of projects and started integrating ourselves within operations.

“Today, our teams plan alongside site leadership, operate equipment alongside client crews, and carry shared responsibility for daily production,” Jensen divulges.

In this way, Turner progressed from completing tasks to operating mines, embedding teams into operations, opening its planning and reporting to partners in full, and building relationships around reliability rather than contract cycles.

“We continue to expand full-scope capabilities, developing the next generation of leaders from within our own crews and integrating more deeply into the operations of the partners who trust us with their production,” he notes.

TRANSFORMING DATA INTO DECISIONS

For Turner, the difference between a well-managed mine and a poorly managed one lies not in the equipment but in the quality of decisions made with the information available.

Every shift produces data on machine performance, production rates, fuel consumption, and resource utilization, and most contractors let that data go unused. However, Turner’s technology investments are designed to close that gap.

“High-precision GPS and Fleet Management Systems (FMS) give us real-time visibility into machine location, utilization, and performance.

“Building on the OEM and FMS toolsets, we developed a proprietary production-tracking platform that captures site data,” Jensen outlines.

Furthermore, integrations with workforce management and financial resource planning tools give leadership access to Turner’s data through real-time dashboards and reporting, each calibrated to the right level of detail and frequency for each audience to drive data-driven decisions.

“We have created a field-deployable learning management system (LMS) that enhances training. Operators can access tablet-based instruction in both field and classroom settings, using drone and time-lapse footage for realistic scenarios. Built-in competency tracking connects to a career pathing framework, enabling proactive career development,” Jensen sets out.

“Looking ahead, we’re actively exploring new offerings in machine control, coach-in-the-cab feedback tools, and autonomy. Philosophically, we prioritize optimizing the boring and impactful aspects of our work over silver-bullet technology implementations.”

MINING WITH PURPOSE

The US mining industry is unified in its mandate to extract resources responsibly. As one of the more vocal and socially active contractors in the country, Turner is proud to demonstrate the right way to mine resources needed to support modern society.

Mining and similar industries impact the environment and local communities, that concrete practices can help manage, minimize, and mitigate.

“Our equipment strategy brings the latest in emissions-control and fuel-efficiency technologies to the entire fleet. Spill prevention planning and a culture of 100 percent incident reporting help us prevent and address adverse events,” Jensen prides.

“Dust control and storm water management are core responsibilities at our operations to reduce or eliminate contamination, and our dust monitoring and hearing conservation programs support the health of our operators and provide insight into the health of the systems that control exposure to these hazards.”

Beyond the physical environment, Turner prioritizes supporting local communities.

“With an initial goal to secure a more than 70 percent local workforce, and achieving more than 90 percent in just the first year, we are providing careers and specialized training to members of the community.

“Our supplies and consumables are sourced from local vendors where possible, and we encourage services that were once outsourced to be developed locally.”

In addition, the company makes direct investments in the community through donations and support for employee initiatives, including youth sports programs and fundraisers, educational outreach, and charitable sponsorships.

“Turner is proud to support and reinvest in the places we work,” Jensen emphasizes.

NAVIGATING THE US LANDSCAPE

With the North American mining industry at an inflection point, the challenges are as significant as the opportunities.

The most immediate structural challenge is permitting. The US sits atop world-class mineral resources, but decades of regulatory complexity and legal exposure have made it exceptionally difficult to bring new mines into operation or expand in a timely way.

“Permitting timelines that stretch five to 10 years shift investment and production to other countries, often with lower environmental and labor standards,” Jensen affirms.

“For Turner specifically, policy reform creates new project opportunities and extends the horizon on existing ones, and we are watching the discussions at the federal level closely and positioning accordingly.”

The second challenge is public perception – a fundamental disconnect between what the mining industry does and how the public understands it remains.

“The materials required to build tomorrow’s energy infrastructure, electric vehicles, and new technology all come from the ground. Mining is a prerequisite, not the enemy, of progress,” he declares.

“Turner has maintained an active voice on this matter through social media and partnerships with advocacy organizations because we believe the industry needs to earn its own social license.”

The third challenge is the workforce – participation in the trade industries has declined over a generation.

“The mining industry offers stable, high-paying jobs – yet young people often overlook a rewarding career full of impactful experiences due to the narrative that success requires college and white-collar work.

“We aim to raise awareness about mining as a career option and provide training and development opportunities to help individuals enter the field.

TURNER MINING GROUP PARTNER

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ONTARIO’S MINE OF TOMORROW

Canada has always been, and still is, one of the most exciting and dynamic spaces for mining in the entire world. 

Its robust mining ecosystem, especially in Ontario, a top-rated jurisdiction for mining investment, and more specifically the Sudbury region, fosters collaboration between the province’s major mining players and visionary leadership to share infrastructure and expertise. 

The regulatory environment and commitment to sustainable growth make the country a premier destination for future mining investments. 

“It obviously differs province by province, but I am personally energized by how our industry is becoming a cornerstone of both regional resilience and global technological progress,” opens Marek Bednarz, President and CEO of KGHM INTERNATIONAL LTD. (KGHM INTERNATIONAL). 

Headquartered in Vaughan, Ontario, KGHM INTERNATIONAL serves as the global growth engine of Polish multinational mining corporation, KGHM Polska Miedź S.A. (KGHM), a leading copper and silver producer globally. 

“Canada’s focus on its Critical Minerals Strategy aligns perfectly with KGHM’s global goals to enable the energy transition through copper, nickel, and other metals that we produce,” Bednarz observes. 

KGHM INTERNATIONAL has a significant footprint across North America, with two operating open-pit mines in the US – the Carlota Mine in Arizona and the Robinson Mine in Nevada. 

In Canada, the KGHM subsidiary owns two projects – Ajax in British Columbia, which was the first deposit purchased by KGHM in Canada, and Victoria in Ontario’s Sudbury Basin, known as the world’s nickel capital. 

“Our Victoria project in the Sudbury region of Ontario is where our Canadian presence is most prominent,” informs Bednarz. 

ADVANCED EXPLORATION 

The mining sector is an important element of the Canadian economy, and that importance is even more visible in Ontario, where KGHM INTERNATIONAL is very excited about the development of the Victoria project. 

“It’s a strategic asset for KGHM; we’re currently reaching a depth of over 1,400 meters (m) in sinking the shaft,” Bednarz tells us. 

“The horizontal drilling we started at the end of Q1 this year is a milestone for the project,” he acclaims. 

Work on the Victoria project is conducted by DMC Mining Services (DMC), a KGHM INTERNATIONAL subsidiary and one of North America’s premier underground contractors. 

DMC has been responsible for completing the surface setup and is conducting the diamond drilling program that was recently started. 

“The DMC team is also responsible for the excavations on the ‘milestone levels’ to set it up so we can place the drills and complete further horizontal drilling to better identify the deposit,” adds Bednarz. 

Similar to other Sudbury deposits, it’s rich in copper, nickel, cobalt, platinum, palladium, gold, and silver. 

The deposit was originally discovered in 2010; KGHM INTERNATIONAL decided to take the leap toward advanced exploration five years ago. 

Currently, the Victoria project is progressing on schedule and midway through the advanced exploration phase, which includes two major efforts. 

“First, with the help of DMC, is sinking the shaft to 1,860 m and mining a bulk sample,” outlines Steve Dunlop, General Manager of Canada and Head of North American Exploration. 

“Second is diamond drilling to further define and upgrade the resource; we’re currently drilling from the 1,200 m level. Additionally, we’re continuing the engineering and studies required to support the full mine. 

“We will continue to complete advanced exploration and look forward to the next phase of our full production,” Dunlop sets out. 

GOOD NEIGHBOR  

The Victoria project will be a state-of-the-art operation relying on the latest available technologies, such as battery-powered vehicles and low-emissions systems.  

“Our vision is to ensure we’re building tomorrow’s mine for the community. It will be both efficient and have a very small carbon footprint,” acclaims Dunlop. 

The project is currently expected to produce more than 1.2 million tons (t) of mill feed annually and have an estimated mine life of 14 years. 

Not just a mine, this project is a critical step to securing the minerals needed for the global energy transition and powering the 21st-century economy. 

It also gives KGHM INTERNATIONAL the opportunity to contribute to the development of sustainable opportunities for local communities and the region. 

The Victoria project thrives on the foundation of ‘good neighbor’ values, enjoying strong support from local authorities, Indigenous partnerships, and communities. 

“As a local resident myself, I am deeply committed to ensuring this project offers long-term value and sustainable growth for the Sudbury region,” Dunlop acknowledges. 

KGHM INTERNATIONAL maintains active and transparent dialogue with Indigenous partners, recognizing that their support is essential to the project’s future and the region’s economic resilience. 

“Our goal is to turn natural wealth into a shared success story that respects cultural heritage while providing modern jobs,” Bednarz asserts. 

“We take immense pride in the positive impact our team is delivering for both the local community and, more broadly, Canada’s Critical Minerals Strategy. It’s inspiring to see the team’s dedication to working hand-in-hand to complete the project.” 

PROJECT ADVANCEMENT 

Moving through 2026, KGHM INTERNATIONAL’s top priority is the successful advancement of the Victoria project’s shaft sinking and commencement of extended underground drilling. 

Another key target is to continue contributing value to KGHM and maintain its role as one of the world’s leading copper producers globally while focusing on asset optimization and cost discipline. 

“We are also dedicated to reaching new milestones in safety and digital transformation across all our KGHM INTERNATIONAL assets across Canada and the US, collaborating with local communities around our operations, and strengthening our reputation as a trusted business partner in sustainable mining,” affirms Bednarz. 

The subsidiary’s investment strategy, meanwhile, includes modernizing site-wide infrastructure, such as its recently commissioned wastewater treatment plant and high-voltage electrical substations. 

Moreover, KGHM INTERNATIONAL is exploring synergies for shared infrastructure with other major miners to improve cost efficiency across its Canadian operations. 

“Each of these projects reinforces our position as a leader in the North American critical minerals sector,” closes Dunlop.

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FORGED IN GROWTH AND GOLD

As it navigates ongoing activity, North America’s gold mining industry is responding to shifting economic conditions, emerging technologies, and growing expectations around environmental responsibility.  

Across key regions such as Ontario (ON), Canada, long-established mining districts operate by way of modern exploration techniques and increasingly efficient extraction methods. 

Amid ongoing global uncertainty, gold remains a significant commodity in the sector. 

This has prompted a level of mining investment activity, with key operators seeking to maximize output from existing assets while advancing new projects. 

At the same time, a number of the continent’s more mature mines are approaching the latter stages of their lifecycles, creating a requirement for ongoing exploration and infrastructure development.  

In response, many companies are increasingly targeting resource expansion opportunities in proven regions where geological understanding and established infrastructure offer an operational base.  

Elsewhere, the integration of advanced technologies – including artificial intelligence (AI), automation, data analytics, and digital monitoring systems – is enhancing efficiency and improving decision-making across the mining lifecycle. 

The scene is also undergoing a broader transformation driven by heightened environmental expectations and regulatory oversight. From emissions reduction initiatives to more responsible land management practices, mining companies are aligning production with sustainability goals while maintaining operational performance. 

As North America’s gold sector operates within a changing environment, it continues to adapt. 

SIGNIFICANT OPERATION 

Hemlo Mining Corp. (Hemlo) is a Canadian mining producer built on one of the country’s most iconic gold camps. 

Formerly known as Carcetti Capital Corp., Hemlo was recently established in 2025 to operate the Hemlo Gold Mine in Northwest OT, acquiring the site from Barrick Mining Corporation (Barrick).  

The acquisition was a highly competitive process, however Hemlo’s strong technical team and institutional backing enabled it to secure the acquisition. 

Hemlo had exceptionally strong support to finance what was ultimately a USD$1 billion transaction and was fortunate for the outcome to fall in its favor. 

The deal was underpinned by Hemlo’s long-term view and expertise in the gold market, particularly given the opportunity created by the divergence between spot prices and long-term forecasts. 

A piece of Canadian mining history, the Hemlo Gold Mine has been in production for over 40 years, having produced over 25 million ounces (oz) of gold during its lifetime.  

Today, two key pieces of infrastructure are operating well below capacity, creating a significant opportunity for the company. The mill is running at about 40 percent capacity and the hoist at around 60 percent. 

In terms of its production profile, Hemlo hasn’t released formal guidance yet – however, the company did publish its NI 43-101 Technical Report late last year, which provides some insight regarding potential future production and growth profiles.  

CONSIDERABLE FLEXIBILITY 

The company believes the Hemlo Gold Mine offers significant expansion potential, with cut-off grade adjustments to optimize extraction.  

In many deposits, adjusting the cut-off grade results in margin compression, whereas Hemlo is in a position where that impact is far less pronounced, creating a potential opportunity for increased tonnage and the potential to reduce unit costs through economies of scale. 

While some operators have shifted their focus away from Canada in recent years, the company remains confident in its prospects. Indeed, the country is still a top-tier mining jurisdiction, and Hemlo is proud to be part of it. 

However, one of the industry’s most pressing challenges is a widespread shortage of skilled professionals. 

A lack of people and talent is significantly impacting the sector, with significant attrition across the board – from miners and geologists to engineers and finance professionals, even within government.  

This talent gap also affects regulatory processes, particularly at the provincial level, where reduced capacity makes it difficult to accelerate permitting timelines. 

At the same time, there is a broader structural imbalance within the global mining value chain when it comes to outsourcing minerals refinement and processing.  

Much of the refining capacity still sits in Eastern markets, which is not something that can be fixed overnight.  

OWNER-OPERATOR MODEL 

Hemlo recently transitioned to owner-operator of the mine, overseeing a workforce of approximately 700.  

The company primarily tries to hire within local communities, collaborating with First Nations partners in the towns of White River, Manitouwadge, and Marathon.  

Its transition to an owner-operator model was a move designed to strengthen both its operational control and community engagement. 

Historically, many workers moved away from the region due to the prevalence of contractor-based roles – Hemlo is seeking to reverse that trend.  

People want stability – pensions, benefits, and the ability to go home to their families every night, rather than staying in camps. 

Re-establishing these kinds of connections is fundamental to enabling a healthy work-life balance for the company’s employees. For Hemlo, it’s all about being a strong member of the community. 

The mine’s historic legacy is a defining element of Hemlo’s identity. 

To unlock its potential, Hemlo is committing substantial investment into the asset. Details surrounding its future investment plans will be released as part of its formal guidance later this year. 

LONG-TERM SUSTAINABILITY 

Alongside exploration, the company is investing in its workforce, mining fleet, and processing infrastructure. 

In this sense, the Hemlo Gold Mine is not just a standalone asset, but a platform for broader growth. 

A cornerstone of Hemlo’s growth strategy is its extensive 130,000-meter (m) exploration drilling program for 2026 – one of the largest of its kind in Canada. 

The program is divided into three key components, each designed to support both short-term performance and long-term expansion.  

These components include resource conversion drilling to a depth of 70,000 m, a 30,000 m high-definition drilling stage focused on derisking the short-term mine plan, and a 30,000 m growth drilling stage to test new mineralized zones outside the current mineral resource footprint.  

The 2026 resource conversion drilling program targets inferred mineral resources and unclassified material to upgrade it to the indicated mineral resource category and extend current mine life. 

The high-definition drilling program refers to the tighter drill spacing routinely applied at the Hemlo Gold Mine prior to mining, while the growth drilling program is designed to test expanded mineralized footprints identified through sporadic historical drilling and localized past mining areas. 

UNLOCKING VALUABLE GROWTH 

A revised geological understanding of the deposit is key. For many years, the deposit was mischaracterized – It’s actually a Precambrian porphyry or intrusion-related system, which has important implications for how mineralization is distributed. 

As the system formed, mineralized fluids moved upward, precipitating at multiple contact points. 

What makes the deposit particularly unique is the fact it has undergone two deformation events, effectively folding the mineralization over itself. The mineralization existed before this deformation. 

Historically, mining operations focused on the main contact zones, which were economically viable at much lower gold prices. However, today’s pricing environment opens up additional opportunities. 

There are zones in both the hanging wall and footwall that are located near existing infrastructure. 

NEW MINERALISED STRUCTURES 

In May this year, Hemlo announced results from its 130,000 m 2026 drilling program regarding the South-Rim Zone (South-Rim) which support the definition of a newly recognized, high-grade mineralization domain. 

Identified as one of four priority growth targets in Hemlo’s January 2026 announcement, South-Rim forms part of the company’s growth component.  

Initially intersected during previous drilling campaigns, the company’s ongoing reinterpretation of South-Rim suggests multiple mineralized horizons within the metasediments may remain.  

Multiple discrete, sub-parallel lenses of 1 to 2 m in width have exhibited moderate-to-strong silicification and carbonate alteration, hosting high-grade ore shoots that display plunge orientations identical to those of the C-Zone or E-Zone ore bodies.  

The newly defined structure demonstrates how high-grade shoots within South-Rim are not isolated anomalies, but rather a coherent system of plunge-controlled lenses. 

Hemlo’s geology team recently completed a comprehensive reinterpretation of all available drill data, recognizing for the first time that these discrete intersections are part of a single, plunge-controlled mineralized structure extending over more than 1.5 kilometers vertically and within an approximately 300-m-wide east-west corridor. 

While individual lenses in the C-Zone remain spatially separated, they share consistent grade characteristics and structural affinity, confirming their common genetic origin. 

The ongoing growth drilling campaign is designed to validate this new interpretation, infill data gaps within the upper portion of the South-Rim structure and test the lateral and down-plunge extents of the system. 

With intercepts at South-Rim now announced, Hemlo’s exploration strategy turns eastward toward several other zones, where historical mining intersections within equivalent South-Rim horizons returned results that remain largely untested by drilling. 

LONG-STANDING COLLABORATIONS 

Beyond geology and operations, Hemlo places strong emphasis on its relationships with local suppliers and surrounding communities. 

Long-standing collaborations, such as with Manroc Developments – who has supported operations in the region for nearly three decades – remain central to the company’s approach. 

It’s important to maintain those relationships as they play a key role in Hemlo’s development activities. 

At the same time, Hemlo works with First Nations partners to support economic development and establish long-term, sustainable business opportunities. 

This commitment extends to the nearby town of Marathon, where the company engages a range of local suppliers for operational and safety services. 

For Hemlo, it’s about ensuring that the benefits of the mine are felt across the entire region. 

Equally, sustainability and environmental responsibility also form a core part of its operating philosophy. 

The company adheres to a range of environmental standards and reporting frameworks while also going beyond baseline requirements. 

Hemlo complies with multiple environmental and sustainability initiatives, publishes annual reports, and conducts quarterly audits in collaboration with its First Nations partners. 

This level of engagement ensures transparency and accountability among members of the community. 

PEOPLE-CENTRIC APPROACH 

Looking ahead, Hemlo has set out a clear roadmap of corporate and operational milestones. 

From a market perspective, the company has been listed on the Toronto Stock Exchange (TSX) by the TSX Venture Exchange since June, ahead of a further listing on a major US exchange. 

In parallel, Hemlo is aiming for inclusion in key mining indices, alongside the release of an updated resource estimate as part of internal technical and administrative work. 

The company is completing all the groundwork this year, from geotechnical and ventilation studies to material handling and mine sequencing. 

Operationally, the focus remains on stabilizing the site and gradually increasing production rates. 

Production and financial targets aside, Hemlo’s people-centric approach is what truly sets the company apart.  

One of the most unique aspects of the business is how integrated its leadership team is with the site. 

Senior executives spend significant time on-site each month, working closely with operational teams. 

With a young and ambitious workforce, Hemlo is focused on cultivating the next generation of industry leaders. 

This emphasis on mentorship and development is a key component of both the company’s culture and long-term vision, particularly as it navigates an increasingly competitive labor market.

HEMLO MINING CORP. PARTNER

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