NORTH AMERICA’S PREMIER UNDEVELOPED HIGH-GRADE SALT PROJECT

As simple as it may seem, salt plays a crucial role in the everyday lives of people across the globe, boasting a magnitude of uses throughout history.

With its strategic location, innovative design, and sustainable mining practices, Atlas Salt Inc. (Atlas Salt) sits at the heart of the modern salt mining industry, upholding values of environmental stewardship and community engagement.

“Atlas Salt is developing the Great Atlantic Salt Project, an undeveloped, shallow, high-grade, homogenous, and thick salt (NaCl) deposit in St. George’s, on the west coast of Newfoundland,” introduces Nolan Peterson, CEO and Director.

The company is targeting initial commercial production in 2030 and full production in 2032, where it will ship four million tons per annum of road de-icing salt destined for major markets in Eastern Canada and the Northeastern US.

Salt mines differ from traditional metal mines in several key respects.

“In underground salt mines, the product is mined using continuous mining equipment and is typically crushed and screened underground and shipped as-is. Metal mines usually require drilling and blasting, crushing and grinding, flotation or chemical leaching, and smelting and refining,” details Peterson.

Additionally, traditional metal mines require processing plants, reagent handling systems, and water treatment plants, whereas salt mining has a lower environmental risk profile without chemical reagents or tailing dams.

“That is one of the main reasons the Great Atlantic Salt Project was released from its environmental assessment in less than two months,” Peterson expands.

Equally, salt mining is comparatively simpler than metal mining. Salt deposits are typically uniform and predictable, while metal deposits are geologically complex and variable. In salt mining, approximately 100 percent of the mined material is sellable, whereas in traditional metal mining, 90+ percent of the mined material becomes waste.

ROAD TO DISCOVERY

Peterson’s background in mining and minerals dates back to childhood. Having grown up in Nunavut in the Canadian Arctic in a small community called Cambridge Bay, he was exposed to mineral development projects looking to get started in the region and the economic benefits they could provide to communities from a young age.

“When I went to school at the University of British Columbia, I chose engineering because of the opportunity to advance these types of projects while working in an interesting field that would take me around the world,” he explains.

In his career, Peterson has had the opportunity to be involved in the construction of multiple major assets at a senior level. He also later acquired an MBA and Chartered Financial Analyst® (CFA®) qualification, giving him a strong financial background that enabled him to transition into the finance and executive management side of the mining industry.

Currently, Peterson finds the mining sector to be particularly exciting.

“Industry and investor sentiment seem to be at an all-time high, unsurprising given today’s commodity prices. My challenge – and opportunity – is educating the market on the fundamentals of the salt industry,” he insights.

“When the prices for other commodities inevitably pull back, salt pricing will likely continue its historical trend, meaning rising at or above the inflation level.”

An interesting observation Peterson noticed when speaking with investors is that many are now overweight in gold and silver and looking to diversify, leading them to seek other minerals they may not have otherwise considered – including salt.

ONCE-IN-A-LIFETIME OPPORTUNITY

For Atlas Salt, there are two categories of competitors it differentiates itself from: foreign imports and North American domestic suppliers.

Foreign competitors stem primarily from Egypt and Chile and produce salt at a relatively low cost, but then must bear international shipping rates to bring their product to the North American market, which are rising due to instability in the Middle East.

“Due to our favorable geographic positioning on the coast and relatively low cost of mining, we can be competitive with foreign imports from an all-in cost perspective,” Peterson details.

“More importantly, we can reach major markets in just three days, whereas foreign imports can take two to three weeks.”

With respect to domestic competition, the Great Atlantic Salt Project will deliver salt at a significantly lower cost than any other existing North American salt mine. The project’s deposit is unconventionally shallow, allowing the salt to be mined using conventional drift mining.

Equally, many of the company’s domestic competitors are located inland, or on the Great Lakes system for transportation, which adds additional costs compared with Atlas Salt’s ability to ship directly from its deep-water ocean port access.

Finally, the project is designed efficiently with environmental aspects at the forefront.

“At four million tons per annum, which is roughly 10 percent of the North American market, we are not looking to displace domestic production, and we believe that our production will easily be absorbed into the market,” asserts Peterson.

Looking at the Great Atlantic Salt Project more closely, it is located only three kilometers from an existing deep-water port and in close proximity to the Trans Canada Highway, and is well-placed to supply Eastern Canada and the Northeastern US with a stable, low-risk source of de-icing salt.

The project incorporates forward-looking design features aimed at efficiency and cost-effectiveness. Rather than traditional vertical shafts, the mine will use inclined ramp access, enabling easier movement of equipment and salt to the surface. The mine is designed around electric and battery-electric equipment, reducing reliance on diesel and cutting ventilation needs.

Plans also include conveyor systems, from underground crushing through surface handling and to port transfer, streamlining logistics and minimizing environmental impact.

“We believe the Great Atlantic Salt Project will be one of the greenest mining operations in the world,” enthuses Peterson.

One independent study confirms the project will generate the equivalent annual greenhouse gases of just four Newfoundland households, owing largely to electrification and efficient design.

A GREEN FUTURE

Environmental stewardship and community engagement are of the utmost importance to Atlas Salt, having been embedded in the company’s foundations since its inception.

These values are central to how it operates and develops the flagship Great Atlantic Salt Project, making both pillars part of its corporate strategy rather than afterthoughts in planning and development.

“In our environmental, social, and governance (ESG) report, we explicitly highlighted environmental stewardship as one of our core sustainability priorities, showing our intent to operate responsibly and sustainably,” Peterson insights.

Atlas Salt sees itself as an active community member, always seeking engagement from the local community, including Indigenous groups. It hosts local meetings and provides presentations and updates aimed at open dialogue to address any concerns before they escalate.

“We support numerous community initiatives and pride ourselves on being one of the largest employers in the region for generations to come,” furthers Peterson.

As the company looks ahead toward future success, it recognizes that 2026 has already been a milestone year, commencing with site preparation activities in February.

Atlas Salt plans to continue its early works efforts throughout the spring and summer, alongside working with Endeavour Financial to focus on securing project financing. The company has had several meetings with interested senior secured lenders during PDAC in Toronto, and is confident it will be in a good position to close on its project finance package by the end of 2026.

“The Great Atlantic Salt Project represents a once-in-a-lifetime opportunity to contribute meaningfully to the Canadian economy, while adding a significant amount of good-paying jobs for multiple generations of Newfoundlanders and Labradorians,” proudly concludes Peterson.

The post Atlas Salt Inc. : North America’s Premier Undeveloped High-Grade Salt Project appeared first on Mining Outlook.

MASTERS OF MINERALS AND METALS

Ausenco has been part of the mining industry for over 35 years and, with the growing demand for minerals and metals, the possibilities ahead have never been broader or more diverse.

In North America – where Ausenco has major offices in Canada (Vancouver, Toronto, Calgary), the US (Tucson, Denver), and Mexico (Hermosillo) – the sector is gaining momentum.

Once viewed with a slightly negative perception, mining is having a breakthrough moment and has become part of daily conversation.

“People are now understanding the crucial role mining plays in driving the new economy and decarbonization of the world. From data centers to electrification, batteries, and national security – it all depends on mining,” emphasizes Rob Medley, President of Minerals and Metals – North America at Ausenco.

“We’re also seeing governments across Canada and the US create significant programs to advance critical mining projects.”

Focused on building lasting value and ensuring clients’ operations are sustainable, Ausenco tackles the most complex technical challenges in mining.

The company delivers integrated, end-to-end solutions across the entire project lifecycle, from discovery to development, production, and remediation.

“We provide engineering and project delivery solutions in all major engineering disciplines, supporting projects through every phase,” Medley acclaims.

For example, in 2024, Ausenco delivered close to 30 percent of all National Instrument (NI) 43-101 studies on advanced projects.

This reflects the breadth of experience in the company’s growing team in North America, which includes over 800 experts in project studies, execution, and consulting.

“Our clients range from global majors and mid-tiers, with one-to-several operating assets and development projects, to those bringing their first asset to development or acquisition,” notes Medley.

COPPER TRACK RECORD

Ausenco has a remarkable track record in copper; the company partnered with Capstone Copper (Capstone) to deliver the Mantoverde project in 2024 – an open-pit copper mine in Chile.

This project was recognized industry-wide for its capital-efficient and sustainable design, reached full nameplate capacity within a short ramp-up period, and was delivered on-time and on-budget while meeting the highest safety standards.

“Our focus is on optimizing performance, maximizing return on investment, and bringing lasting value to each operation,” Medley outlines.

Another element contributing to the company’s success is a deep commitment to building long-term relationships with clients.

Following its work on the Mantoverde project, Capstone partnered with Ausenco on the feasibility study for the nearby Santo Domingo copper-iron-gold project, which aims to create a world-class copper district.

Elsewhere, Generation Mining (Generation) recently awarded Ausenco the engineering, procurement, and construction management (EPCM) contract for their Marathon copper-palladium project in Ontario, Canada.

“We’ve worked with Generation for several years and have built a great deal of trust with them through early-phase studies,” highlights Medley.

“After optimizing an existing feasibility study to save capital expenditure and provide a more efficient, fit-for-purpose execution plan, we look forward to partnering with Generation to deliver this exceptional project.”

CRITICAL MINERALS AND METALS

Alongside its track record in copper, Ausenco’s strongest capabilities are in base, precious, and critical minerals, with decades of experience in gold and silver.

In North America, the company has partnered with Coeur Mining to design and build Las Chispas, a top silver-gold producer.

Impressively, it is also currently working with Skeena Gold + Silver (Skeena) to design and build Eskay Creek, one of the largest gold and silver projects in Canadian mining history.

“Eskay Creek is a fantastic story. We have a decade-long history with this project and have built a strong partnership with Skeena over the years,” Medley tells us.

“They brought us on board early to help develop a strong business case and kept the project moving forward. Thanks to the team’s hard work over multiple phases, and our technical expertise in similar cold-climate conditions, we’re happy to support the execution of Eskay Creek.”

Ausenco is also engaged with top-tier clients in critical metals such as nickel, zinc, tungsten, lithium, and uranium, where the company is working with Paladin on their Patterson Lake South project in Saskatchewan, Canada.

This uranium project is in the front-end engineering design (FEED) phase, and Ausenco is supporting the team to deliver an executable project concept as part of the pathway to a final investment decision and project readiness.

“It’s rewarding to play a role in providing the materials that power the clean energy transition while also delivering lasting value for our clients, local communities, and all of Canada,” prides Medley.

Tin is also having a comeback, primarily used in small-scale electronics like chips, mobile phones, cars, data centers, and more.

As demand for electronics continues to surge, tin is becoming increasingly important, and Ausenco is right at the heart of this shift, working closely with Cornish Metals on their South Crofty project – a tin mine poised to become a global producer.

UNLOCKING VALUE

Medley anticipates another year of growth for Ausenco as the company continues to deliver creative engineering solutions and partner with clients to advance critical mining projects to production.

In the studies space specifically, the company is committed to maximizing returns, shortening payback periods, and delivering designs that are sustainable for the environment and surrounding communities.

“What matters to our clients and the industry matters to us. Right now, clients are focused on the time value of money, given the current commodity market,” concludes Medley.

“That means it is paramount to maximize and unlock value quickly with execution plans that optimize schedules and are set up to execute in the shortest period – this is what we do best.”

Q&A WITH ROB MEDLEY, PRESIDENT OF MINERALS AND METALS – NORTH AMERICA, AUSENCO

You’re responsible for leading Ausenco’s Minerals and Metals business across Canada, the US, and Mexico. Could you provide us with some insight into this role?

Rob Medley, President of Minerals and Metals – North America (RM): “The best part of the role is the people I get to work with every day. I feel very privileged to lead such a phenomenal group of highly skilled engineers and technical teams, all experts in their field, toward a common goal: delivering exceptional value to our clients.

“I’ve seen the team deliver some incredible outcomes, from early-phase study all the way through to execution. My role is to support them so they can do what we do best – build innovative, cost-effective plants, delivered on-time and on-budget.

“This role is a career highlight for me. I get to work with exceptional people, partner with clients on groundbreaking projects and be inspired by the next generation of leaders.”

What are the most exciting aspects of your job?

RM: “The people – I truly enjoy working with our people and clients. We’re all passionate about what we do, and that shows in the way we approach projects, challenge one another, and show up at work.

“It’s particularly rewarding to support the professional growth of individuals and see them build a career here at Ausenco, all while having fun.”

The post Ausenco : Masters of Minerals and Metals appeared first on Mining Outlook.

UNBUCKLING THE WEST AFRICAN GOLD BELT

An industry leader in African gold recovery, GoldPlat’s tried and tested strategy is focused on utilising its robust cash flow – generated from flagship gold recovery operations in South Africa (SA) and Ghana – to self-fund the sustainable growth and expansion of its niche gold recovery business model.  

The company leverages an experienced board of directors and management team with a proven track record of creating shareholder value through the development of African resource assets into production. 

The flagship item in its portfolio is a leading, profitable, and mature gold recovery business based in SA, with a burgeoning and strong blue-chip client base. 

This segment of GoldPlat processes by-products of the mining cycle including mill liners and wood chips to produce bullion.  

GHANAIAN OPERATIONS 

Elsewhere, GoldPlat’s junior gold recovery operation in Ghana benefits from its prime location in the West African gold belt.  

As a result, the plant provides access to raw materials from mines in Mali, Guinea, Burkina Faso, Côte d’Ivoire, Senegal, the Democratic Republic of the Congo (DRC), and Mauritania, as well as across Ghana itself. 

Like GoldPlat’s South African gold recovery arm, its Ghanaian operation has attained contracts with some of West Africa’s major mine operators including AngloGold Ashanti, Golden Stars Mining Company, Newmont, Perseus Mining, and Gold Fields. 

Working with such world-class names in the industry represents a major achievement for GoldPlat and remains a great source of pride for the company. 

In Ghana, GoldPlat’s strategy is to increase by-product contracts through other major mining companies in the West African region, whilst also continuing to invest in its operations to simultaneously increase processing capability. 

WORKFORCE AND COMMUNITY 

Maintaining good health, safety, social, and environmental standards is very important to GoldPlat, and to this end, it is committed to assisting its workforce and the local community in numerous ways. 

The company is currently focused on establishing environmentally conscious mining cultures within each country of operation.   

Elsewhere, GoldPlat continues to improve the skills of its workforce. In this regard, all employees can voluntarily join an Adult Basic Educational Training programme which is outsourced to an educational facility and is funded by the company itself. 

In selected cases, it also assists in the tertiary education of employee’s children whereby the full financial burden of schooling is removed from the parent. 

Additionally, GoldPlat maintains a comprehensive array of donations to various causes that it believes in and continues to fund a number of local individuals and organisations in need. 

METHOD IN THE MINING 

Having built its enviable reputation over a 30-year period, GoldPlat’s recovery technology provides an effective economic method for mines to dispose of waste materials whilst at the same time adhering to a mine’s environmental obligations. 

The company operates from a 22-hectare freehold site based in Benoni in Gauteng, near the centre of the East Rand Goldfield.  

After conducting testing and an assay to establish moisture content, recoverability, and size, GoldPlat purchases the materials from the mine operator when they become available, which helps the company’s management schedule production in an efficient manner and makes it more difficult for potential competitors to enter the market. 

GoldPlat’s extraction operations and multiple process lines enable it to keep materials separate, which provides a high degree of flexibility when proposing a solution for a particular type of material. The processes which are employed include roasting in a rotary kiln, crushing, milling, thickening, flotation, gravity concentrators, leaching, elution, and smelting of bullion. 

Production is scheduled to make the most efficient use of the materials, taking into account the ore grade and anticipated recovery factors, before they are blended and transported to GoldPlat’s various plants, ensuring production levels are reasonably consistent from month to month.  

In some cases, similar material can be treated in separate plants, but the wide variety of materials stockpiled means that GoldPlat can benefit from blending different materials for more effective processing. 

Precious metals are usually recovered from materials within a single process. In some cases, there may be a second process which takes place many months afterwards, for instance, where the residue from processing very high-grade material is left to oxidise in a stock dam in order to enhance the overall recovery rate.  

STRATEGY FOR SUCCESS 

GoldPlat’s primary strategy is to build upon the successes of the profitable gold recovery operations in SA and Ghana – where the company sees the strongest potential for continued revenue growth and stable margins. 

As such, GoldPlat will continue to optimise its South African gold recovery and build its Ghanaian site to replicate the successful and more mature operation in the former. 

Moving forward, the company will also continue to direct its focus on crystallising value from its current gold mining and entire exploration portfolio. 

Finally, as a result of higher gold prices, increased volumes, and operational agility and improvements, the GoldPlat board expects the group’s results for the financial year to materially exceed prevailing market expectations. 

The post GoldPlat : Unbuckling the West African Gold Belt appeared first on Mining Outlook.

THE IMPORTANCE OF INDIGENOUS MINING

The gold mining industry in West Africa remains one of the most dynamic and strategically important mining regions globally.

It continues to benefit from a combination of highly prospective geology, long history of gold production, and increasing global demand for the resource as a safe-haven asset.

Countries like Ghana, in particular, have demonstrated regulatory maturity and a strong commitment to maintaining a stable and competitive mining environment – components critical for long-term investment.

Especially encouraging is the shift towards more responsible and sustainable mining practices demonstrated by a growing emphasis on environmental stewardship, community engagement, and transparency.

This is reshaping how mining companies operate and are perceived, which is a positive development for both investors and host communities.

The industry is simultaneously becoming more sophisticated, with business leaders leveraging modern technology, improving operational efficiencies, and placing greater focus on value optimisation rather than just volume production, helping to unlock previously challenged assets and extend the life of mature mines.

“Importantly, we are also witnessing the rise of capable indigenous mining companies that are playing a more prominent role in the sector.

“This is a significant milestone for the region, as it ensures that greater value is retained locally, builds technical capacity, and fosters long-term economic resilience,” opens Patrick Appiah Mensah, Managing Director of Heath Goldfields Ltd (Heath Goldfields).

The burgeoning Ghanaian-owned gold mining company is focused on the revitalisation and development of the Bogoso-Prestea Mine (Bogoso-Prestea) – one of the country’s oldest and most strategically located gold assets located in the Western Region of the country.

“Overall, I would describe West Africa as a region of strong fundamentals, evolving standards, and growing local participation. For those who are disciplined, responsible, and committed to long-term value creation, it remains one of the most compelling gold mining frontiers in the world,” he adds.

STEWARDS OF A NATIONAL ASSET

Located in the Western Region of Ghana, Bogoso-Prestea is one of the most established gold mining belts in the region, with over a century of production history and a substantial, compliant resource base.

Central to the mine’s redevelopment, Heath Goldfields’ core business revolves around responsible gold production, supported by both open-pit and underground mining operations, as well as established processing infrastructure.

Beyond production, the company’s work extends to mine rehabilitation, asset turnaround, and sustainable mine development – key to its operating philosophy.

With a nationwide presence, Heath Goldfields’ head office is situated in Accra, supported by an operational base at Bogoso-Prestea.

“Whilst we are currently a single-asset operator, our strategy is to build a scalable, indigenous mining platform capable of delivering long-term value across the region,” Patrick shares.

From a workforce perspective, the company has already created over 1,400 direct and indirect jobs following the restart of Bogoso-Prestea’s operations, with a strong emphasis on local employment and skills development.

This reflects Heath Goldfields’ belief that sustainable mining must be anchored in community participation and local capacity-building.

Also noteworthy is the company’s broad stakeholder base, comprising government, regulators, local communities, contractors, and international partners, all tied together by a collaborative approach. This ensures its operations are aligned with regulatory requirements whilst also delivering tangible socioeconomic benefits.

“At its core, Heath Goldfields is built on a simple but important principle: to develop a modern, responsible, and community-aligned gold mining business that meets international standards whilst remaining proudly Ghanaian.

“We see ourselves not just as operators of a mine, but as stewards of a national asset, committed to restoring Bogoso-Prestea into a sustainable and competitive operation for the long term,” Patrick prides.

BOGOSO-PRESTEA

As one of Ghana’s most historic gold-producing assets, Bogoso-Prestea plays an important role in reinforcing the country’s reputation as a responsible and credible mining jurisdiction.

The mine is also a demonstration of Heath Goldfields’ commitment to stewardship.

“We are not approaching Bogoso-Prestea as a short-term opportunity, but as a strategic national asset that must be responsibly rebuilt, managed, and sustained for future generations,” Patrick states.

With this in mind, the company’s approach is anchored in strict regulatory compliance, international best practices, and a strong commitment to its environmental, social, and governance (ESG) framework.

Heath Goldfields is also investing in modern mining equipment, strengthening safety systems, and implementing structured mine planning to ensure efficient and responsible operations.

Bogoso-Prestea’s revival represents both a technical and social transformation, signified by the company’s focus on community engagement and local participation as a fundamental pillar to sustainable mining.

“By prioritising transparency, stakeholder collaboration, and long-term value creation, we are not only revitalising a historic asset but also demonstrating that indigenous operators can meet and exceed global industry standards,” he notes.

Beyond this, the company’s structured community engagements and agreements – such as employment frameworks and stakeholder consultations – mean its operations contribute meaningfully to local socioeconomic development.

UNLOCKING LOCK-TERM VALUE

As a wholly Ghanaian-owned company, Heath Goldfields is fundamentally aligned with the interests of the country and its people.

The company unlocks value on multiple levels; for instance, through responsible and sustained gold production, it contributes directly to national revenue, foreign exchange earnings, and economic stability.

Additionally, Heath Goldfields prioritises local employment, creating jobs, building technical capacity, and supporting the growth of Ghanaian contractors and suppliers.

“Importantly, as an indigenous operator, a greater share of the value generated is retained within the country, helping to strengthen local enterprise and reinvest in national development.

“Our objective is not just to operate a mine, but to build a sustainable, locally anchored mining business that delivers long-term value for Ghana whilst setting a strong example for indigenous participation in the sector,” Patrick states.

Contributing to this central mission is the company’s marriage of modern mining standards and deep local roots.

“Heath Goldfields represents a shift towards locally rooted, professionally managed mining companies that combine international standards with a deep understanding of the local operating environment.

“We believe this model is critical not only for improving operational outcomes, but also for ensuring a greater share of value is retained within the country,” he urges.

On one hand, the company operates in line with international best practices, from safety systems and environmental management to disciplined mine planning and governance.

On the other, Heath Goldfields holds a deep understanding of the social, cultural, and economic context in which it operates.

The amalgamation of these two forces allows the business to engage more meaningfully with its host communities, respond effectively to local challenges, and build trust that is often difficult to achieve through purely external operators.

It also enables the company to prioritise local content, employment, and partnerships, ensuring that a greater share of value is retained within the country.

“What differentiates us is the ability to deliver globally aligned, technically sound operations whilst remaining locally grounded, responsive, and accountable. In our view, that is what sustainable mining in Africa should look like going forwards,” he reflects.

COMMITTED TO SUSTAINABLE DEVELOPMENT

ESG is not just a standalone function for Heath Goldfields, but a deeply embedded framework that drives how the business designs, operates, and grows.

From an environmental perspective, the company’s focus is on responsible resource management, rehabilitation, and strict adherence to regulatory standards.

“As we restart operations, we are implementing modern systems to manage water, tailings, and land use in a way that minimises our impact and protects the surrounding ecosystem,” Patrick expands.

On the social front, Heath Goldfields places strong emphasis on structured community engagement, transparency, and shared value creation. This includes conducting ongoing dialogue with traditional authorities, targeted investments through its community development programmes, and a clear commitment to local employment and enterprise growth.

Governance is equally critical to the company, as it operates with clear accountability, compliance, and disciplined oversight, ensuring that its activities meet both national regulations and international best practices.

“By integrating these principles into our day-to-day operations, we are able to build trust with our stakeholders, support responsible growth, and position Heath Goldfields as a credible, long-term operator that is committed not just to production, but also to sustainable development,” Patrick details.

A STRONG INDIGENOUS MINING PLATFORM

In the coming year, Heath Goldfields’ primary focus is on stabilising and ramping up operations at Bogoso-Prestea in a disciplined and sustainable manner.

As such, the company is concentrating its efforts on protecting and securing critical mine assets whilst advancing structured planning to unlock both near-term production and long-term value from the resource base.

An equally important priority is the implementation of Heath Goldfields’ community development and local content programmes, which ensure the benefits of the mine are felt meaningfully across host communities from the outset.

“We will continue to build a strong indigenous mining platform, positioning Heath Goldfields for future growth opportunities within Ghana and, over time, the broader West African region.

“Overall, our approach is deliberate: to establish a solid, credible operating base in the near term, whilst laying the groundwork for sustainable growth and long-term value creation,” Patrick concludes.

HEATH GOLDFIELDS LTD PARTNER

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AT THE COAL FACE OF CHANGE

Richly endowed with a plethora of precious mineral commodities, the mining industry in South Africa (SA) continues to positively influence the national economy.  

This is particularly true when it comes to creating employment and supporting regional development. 

However, with recent commodity volatility, the sector is not without its challenges. 

“Speaking from a contract mining perspective, the sector has become a lot more complex to navigate of late,” adds Matthew Abraham, Managing Director of JCI Mining (JCI).  

At the same time, cost pressures persist, whilst expectations around sustainability and responsible mining have increased significantly.  

“This has become a very real part of our industry, particularly over the last 10 to 20 years,” he outlines.  

As such, due to the sustained pressures and costs that come with making such a transition, success in today’s mining landscape comes down to efficiency, adaptability, and discipline.  

Indeed, companies that can adapt quickly, manage costs, and maintain strong safety standards will be those that succeed going forwards.  

JCI has therefore built a resilient business that can perform consistently in changing conditions.  

“It’s a very fluid industry, and our focus on creating long-term value has set us apart – not just for our clients and employees, but also the communities we operate in,” Abraham points out.  

TWO DECADES OF SUCCESS 

Established in 2007, JCI is approaching 20 years in the industry. With a wide client base – from junior mining houses to larger corporations – the company’s focus is on thermal coal and hard coking coal.  

“Our main footprint is predominantly in Mpumalanga, as well as operations in Limpopo, supported by just under 1,500 staff including subcontractors,” Abraham insights.  

One of JCI’s biggest operations is currently a hard coking coal project in Limpopo, which commenced in June 2025.  

Strategically, the company is also looking to diversify into other areas, drawing on its leadership team’s experience across multiple commodities.  

“So far, we’ve mainly expanded within coal, but as SA is blessed with rich resources – from gold to platinum, manganese, and iron ore – diversification is a key objective for us going forwards,” he reveals.  

Although its current focus is on building its capabilities beyond coal within SA, JCI is also keen to consider cross-border opportunities in the long term.  

Driven by a combination of strong company culture, experienced teams, and disciplined execution, JCI stands out.  

The company also places great emphasis on accountability and collaboration with both its internal and external stakeholders, placing safety at the centre as a non-negotiable foundation.  

“We do the basics consistently well – planning, communication, maintenance, and operational control. When those elements are aligned, the results follow,” Abraham affirms.  

Having also recently developed fit-for-purpose operating models for various clients, JCI is recognised for its understanding of unique project complexities. 

“Not every project requires the same set-up. The flexibility awarded by our fit-for-purpose operating models allows us to remain agile whilst maintaining strong governance,” he tells us. 

Ultimately, people are JCI’s greatest assets, with various training and development programmes in place.  

“We’ve focused heavily on developing from within and creating clear pathways for growth, which has helped us build a strong team and retain talent.”

CROSS-COMPANY CONNECTIVITY 

Committed to remaining ahead of the curve when it comes to new and emerging technologies, JCI recently made the decision to implement Sage X3, a comprehensive enterprise resource planning (ERP) software solution.   

“Our older systems were functional, but we weren’t keeping up with the times,” Abraham admits. 

Implementing the Sage X3 ERP system has been a transformational step for JCI, fundamentally changing how the company manages operations, data, and decision-making. 

Previously, a lot of its processes – procurement, financial tracking, and inventory – were Microsoft Excel-driven and therefore quite fragmented, which meant limited visibility and more reactive decision-making.  

With Sage X3 in place, the company now operates on a single source of truth, with data that is more accurate and accessible across the business.  

“Operationally, we’ve gained much better control over stock and cost-tracking, which allows us to respond faster and make more informed decisions in real-time,” he shares.  

Elsewhere, JCI has implemented Pragma’s On Key enterprise asset management (EAM) system, which aligns maintenance planning with financial and supply chain data, enabling a more seamless flow of information and supporting predictive maintenance. 

“The transition had its challenges, but we’re now really seeing the benefits. It’s also positioned us well for future growth – it’s scalable, supports analytics, and enables artificial intelligence (AI) integration,” Abraham reflects. 

In terms of the company’s broader digital transformation, it has also rolled out Microsoft 365 Copilot, enabling staff to automate and streamline processes and interact with data generated from Sage X3 more effectively.  

One of the biggest benefits afforded has been how JCI now captures, processes, and uses information, reducing the need for manual intervention and making data more accessible and actionable.  

“Our operations run 24/7, so having real-time insight is critical. Previously, we might only see reports the next day – now, we can act immediately,” he adds.  

Microsoft 365 Copilot also automates routine tasks like reporting and document generations, freeing up JCI’s teams to focus on analysis and decision-making.  

Abraham is keen to point out, however, that the use of Microsoft 365 Copilot is not just about automation, but cross-company connectivity.  

“It’s building a connected, data-driven organisation that supports efficiency and cost control,” he emphasises.

TALENT FROM WITHIN 

Set apart by its people-focused culture, JCI is proud of its ability to combine agility with discipline.  

“As a privately owned company, we have a relatively lean structure which allows us to respond quickly to clients’ needs and changing market conditions,” Abraham sets out.  

At the same time, it maintains strong governance and operational controls, with a consistent focus on safety.  

“There’s a strong reputational element in this industry, and the culture we’ve built here at JCI has enabled us to form long-term partnerships based on trust and reliability,” he smiles.  

In this way, the company’s relationships with both local suppliers and surrounding communities are deeply important.  

“Local suppliers support both our operations and regional economic growth,” Abraham highlights.  

JCI prioritises working with local businesses where possible and also maintains a focus on job creation and skills development.  

In many cases, the company has trained staff from the local area who have had no prior mining experience.  

“It’s all about contributing to sustainable economic activity beyond the mine itself,” he adds. 

Indeed, investing in its workforce is a central focus for JCI, with structured training, mentorship, and development programmes in place where employees can progress if they meet certain milestones.  

“Building talent from within has been very successful for us – we’ve seen people grow from equipment operators to management roles,” Abraham fondly remembers. 

MORE THAN A TICK BOX 

As it anticipates the future, JCI’s milestone hard coking coal project in Limpopo remains a key focus.  

“It could become one of the largest projects of its kind in SA, with both local and export potential,” Abraham remarks. 

This project not only demonstrates JCI’s ability to mobilise efficiently and meet key targets with the first coal produced on time, but it’s also scalable and has strong growth potential, which makes it particularly exciting.  

Elsewhere, the company is continuing to explore opportunities in other commodities whilst maintaining existing operations.  

Projects aside, what really matters to JCI going forwards is investing in the communities around it – something Abraham feels very strongly about.  

“We make a deliberate effort to contribute to these communities. Beyond just the economic side, we focus on youth development – from education to bursaries and supporting at-risk children,” he prides. 

JCI is also heavily involved in supporting youth sports, which it sees as a strong unifying force amongst communities.  

“In short, our approach to community is practical. We want to make a real, tangible difference – not just tick a box,” Abraham boldly concludes. 

The post JCI Mining : At the Coal Face of Change appeared first on Mining Outlook.

OLDEN PROGRESS

“We continue to invest heavily in exploration and are positioning ourselves to build our second mine.”

Segun Lawson, CEO of Thor Explorations (Thor) – whom we previously interviewed in April 2025 – is bullish about the West African mining industry.

Indeed, there continues to be strong global demand for critical metals, whilst high gold prices will ensure there is continued interest and investment in the sector, ultimately leading to more exploration.

“We are seeing new large-scale projects being approved and financed, despite geopolitical uncertainty in some of the Sahel and West African countries, where we have witnessed regulatory uncertainty,” Lawson insights.

“Overall, I believe West Africa – which is still relatively underexplored – remains one of the most attractive frontier mining regions globally.”

A West Africa-focused gold producer and exploration company, Thor’s current principal asset is the Segilola Gold Project (Segilola) in Nigeria – the country’s first large-scale gold mine – which is now in its sixth calendar year of production.

Having produced 92,000 ounces (oz) of gold in 2025, the company expects Segilola to produce between 75,000 and 85,000 oz this year and is carrying out exploration programmes to extend the mine life.

Given Thor’s capital expenditure (CapEx) at Segilola has already been completely repaid, any further oz discovery or mine life extension would be extremely value-accretive for the company.

“We’re aiming to delineate sufficient resources to transition to an underground mine. We’ve had some success in drilling mineralisation underneath the pit and are now aiming to drill sufficient tonnage to justify an underground mine investment decision – we hope to achieve this by the end of the year,” Lawson sets out.

“Additionally, we’re exploring regionally within a 50-kilometre radius for potential satellite deposits that can be trucked to the Segilola processing plant.”

At the moment, Thor’s priority is the utilisation of its Segilola cash flow to fund exploration activities across the company’s entire portfolio.

MULTI-ASSET PRODUCER

Always open to exploring new opportunities, provided they fall within its desired remit, Thor’s projects are diversified by jurisdiction and development stage.

In addition to Segilola, the second mine Lawson refers to in his opening statement is the advanced-stage Douta Gold Project (Douta) in Senegal.

The company recently completed the Douta preliminary feasibility study (PFS) in January 2026, which has shown robust project economics, include a 12.6-year mine life with significant potential to grow.

“Since we last spoke, we announced the results of the Douta PFS, as well as an updated mineral resource estimate and a maiden mineral reserve. We also increased our economic interest in the Douta licences from 70 percent to 100 percent,” shares Lawson.

“The PFS confirms a robust, long-life gold project with strong economics, a substantial mineral reserve base, and a clear, accelerated pathway to development – underpinned by significant potential for further resource expansion.”

This positions Thor to advance its next development project, paving the way to become a multi-asset producer operating across two countries, with first production from Douta targeted for early 2028.

Elsewhere, the company is carrying out significant exploration activities in Côte d’Ivoire, where it has assembled a portfolio of early-stage gold exploration licences.

In late 2025, Thor added another prospective early-stage exploration licence, taking its portfolio in the country to four.

Exploration work has continued on the Guitry Gold Project, where the company completed a comprehensive drilling programme.

At the Marahui Gold Project, meanwhile, further geological mapping and geochemical sampling generated a number of prospective drill targets, which commenced late in the year.

“We are now looking to achieve maiden resource levels at both of these properties by the end of FY26,” Lawson confirms.

Whilst gold remains Thor’s priority, the company still believes its lithium portfolio is prospective and can deliver significant value, particularly given the recent lithium price recovery.

“We’re continuing lithium exploration and looking to advance drilling programmes across our 600 square kilometres of prospective tenures in Nigeria this year,” Lawson informs.

COMMUNITY ENGAGEMENT

Thor’s strategy is to operate, develop, and explore mineral properties in accordance with international best practices, with a strong emphasis on health and safety, environmental stewardship, regulatory compliance, and responsible community engagement.

Over the last 12 months, Thor’s community engagement and social investment have remained focused on delivering commitments under community development agreements (CDAs), alongside broader corporate social responsibility (CSR) and livelihood restoration programmes.

In total, 30 community projects and programmes were delivered or initiated during 2025. Key initiatives completed during Q4 included:

• Distribution of food palliatives (oil and rice) to elderly residents in the three host communities near Segilola.
• The sixth Segilola Gold Project Scholarship (SGPS) programme, supporting children from vulnerable households to remain in school.
• The fifth Segilola Women’s Initiative Programme (SWIP).

• Provision of minibuses to a host community as part of the Youth Empowerment Programme.

“Additional initiatives included a medical outreach programme for residents of the three host communities and the introduction of ‘Seguncare’, which provides medication support for residents with long-term health conditions,” highlights Lawson.

In December, Segilola Resources Operating Limited (SROL), together with SINIC – a key contract partner at Segilola – also hosted a Christmas event for children from the three host communities.

Local employment and procurement also remained a key component of the company’s contribution to economic development in 2025.

Total employment associated with Segilola reached 2,026 personnel in 2025, of which 99 percent are Nigerian nationals.

Moreover, 86 percent of the total procurement budget for Segilola was spent within Nigeria during 2025, supporting local businesses and supply chains.

ESIA APPROVAL

In Senegal, environmental, biodiversity and social baseline studies were undertaken last year to support the Douta PFS.

An Environmental and Social Impact Assessment (ESIA) was submitted to Senegalese government authorities in March and subsequently updated in August following comments from the Inter-Ministerial Review Committee.

Additional community consultations undertaken in September and October were incorporated into the final ESIA submission in November.

The ESIA received approval in January 2026, covering Phase 1 (Oxide Ore Phase) oxide ore processing and associated infrastructure.

Phase 2 (Primary Ore Phase) development, which includes refractory ore processing and modifications to the water storage dam and tailings management facility, will be addressed through a future amendment to the EIA.

“Baseline studies indicate generally favourable environmental conditions and manageable biodiversity sensitivities, with mitigation measures incorporated into project design,” Lawson closes.

“No physical resettlement is anticipated; however, potential economic impacts will be managed through a Resettlement Action Plan and ongoing community engagement programmes.”

Reaching a final investment decision and commencing construction of Douta is one of three priorities for Thor in 2026.

The company is also focused on extending the mine life and achieving an underground mine investment decision at Segilola, as well as advancing its exploration portfolio in Côte d’Ivoire with its extensive drilling campaigns.

The post Thor Explorations : Golden Progress appeared first on Mining Outlook.

INTEGRAL TO THE INDUSTRIAL LANDSCAPE

The Namibian mining market is rumbling with excitement as it sits at the intersection of established production – populated by uranium, base metals, diamonds, and gold – and new growth driven by the demands of the energy transition and renewed exploration.

Uranium production in particular remains strong going into 2026 as it lifts activity across the supply chain, especially in areas such as construction, maintenance, logistics, and specialist services.

For industry players such as K Neumayer Civil Contractors (K Neumayer) – a proudly Namibian multidisciplinary contractor – the landscape is particularly fruitful due to the sheer variety on offer, including greenfield builds, brownfield upgrades, expansions, shutdowns, and infrastructure that must be delivered safely and reliably in very demanding operating environments.

“In my view, Namibia remains one of the best places in Southern Africa to be right now. It is stable, investor-friendly, and has excellent infrastructure; as a country, we have the skills to build demanding projects,” begins John Mitchell, Managing Director.

Operating across Namibia, K Neumayer delivers a vast range of earthworks, civil construction, and full structural, mechanical, piping, and platework (SMPP) services for mining and industrial clients.

It additionally offers land surveying, custom fabrication, and plant maintenance, allowing customers to reduce interfaces and simplify project execution.

Furthermore, the company’s presence spans its offices in Rosh Pinah, Swakopmund, and Karibib – all purposefully located in proximity to mining clients.

“We have a fully self-sustaining fabrication and service facility in Rosh Pinah and have just finished a new fabrication facility in Swakopmund. This will enable us to better manage plant fabrication in-house and strengthen our control of the supply chain for mining projects,” Mitchell outlines.

DEEPENING END-TO-END VALUE

With almost three decades of experience, K Neumayer has grown into one of Namibia’s most trusted multidisciplinary contractors, with a proven track record in brownfield and greenfield projects.

The company’s growth is testament to its capabilities and commitment to excellence, with a burgeoning influence that spans the country and beyond.

Indeed, the business has cemented itself as an expert in mine infrastructure, civil and structural steelwork, custom fabrication, land surveying, and plant maintenance.

“One of our differentiators is our ability to self-perform across civil, SMPP, surveying, and related services. This reduces fragmented contractor interfaces and places accountability within a single, controlled delivery structure,” Mitchell attests.

As a result, K Neumayer is afforded greater programme control, reduced coordination risk, improved quality continuity, and clear responsibility from start to completion.

The company is also deeply committed to safety, precision, production, and quality, as it doesn’t just complete projects – it builds enduring partnerships and creates lasting impact.

This is emphasised by the fact most of K Neumayer’s projects are with repeat clients and engineering, procurement, and construction management (EPCM) businesses.

Equally, the company prioritises end-to-end delivery facilitated by its Namibian-based teams, which are equipped with local knowledge of operating conditions, and cutting-edge infrastructure and equipment that complies with regional rules and regulations.

PROUDLY NAMIBIAN

K Neumayer has been delivering excellence in the construction and mining industries since 1998 and is proudly Namibian in terms of ownership, leadership, and workforce composition.

“Our roots are not external or temporary – they are embedded in the towns and regions where we operate. That local grounding gives us an operational advantage that cannot be replicated by short-term or externally driven contractors,” Mitchell prides.

However, for K Neumayer, being local does not mean thinking small, but rather nurturing a deep understanding of the surrounding environment.

Indeed, operating successfully across Namibia requires knowledge of regional logistics and supply chain realities, such as navigating local regulatory and compliance frameworks, managing projects in remote environments with limited redundancy, and building long-term relationships with communities and stakeholders.

“Because we are established in regions across Namibia, we operate with contextual awareness – not assumptions. This reduces risk, improves response times, and strengthens execution certainty,” he insights.

Whilst the company possesses a national footprint, its performance standards are benchmarked against leading international mining and industrial practices.

These include structured project controls and reporting systems, strong commercial governance and cost discipline, safety systems aligned with mining best practices, quality assurance and documentation standards suitable for major project environments, and skilled supervision and technical oversight.

“We deliberately measure ourselves against what the industry requires at a global level – not merely what is typically local,” Mitchell states.

Within this context, a long-term commitment to Namibia is central to K Neumayer’s mission.

Anything but transient, the company also places deep investment into skills development and artisan growth, witnessed in its local supplier networks, nationwide equipment and infrastructure, and local community upliftment initiatives.

“Our strategy is not to extract short-term value from projects – it’s to build sustained capability within Namibia’s construction and mining sectors.

“We combine local depth, regional experience, and disciplined execution systems to deliver projects at the standard expected of leading international contractors, whilst remaining deeply rooted in Namibia,” he smiles.

INTEGRATED DELIVERY AT SCALE

Underpinning the company’s enviable capabilities, the Rosh Pinah Paste Plant is a key example of integrated delivery at scale.

Executed in partnership with Viva Engineering, the facility is a major turnkey solution in SMPP scope, achieving a total output of 2,000 tonnes (t) of steelwork and platework, 1,200 t in mechanicals, and 16 kilometres (km) of piping.

As such, the plant expands K Neumayer’s proficiency in detailing, fabrication, corrosion protection, logistics, and site installation.

Elsewhere, the AFS plant in partnership with NAMDEB offers a truly one-stop solution for clients.

The facility’s SMPP scope includes items like bins, chutes, conveyers, and transfer buildings, with K Neumayer covering site installation and commissioning as well as bulk earthworks and civil operations.

“This is a good example of multidisciplinary execution under one contractor structure,” Mitchell acclaims.

Meanwhile, the Twin Hills Gold Project (Twin Hills) – led by Osino Resources – is significant for Namibian contractors because it represents a major development in investor interest.

From K Neumayer’s perspective, Twin Hills expands its capabilities in three ways.

Firstly, the execution of this large-scale project pushes programme discipline, construction methodology, and coordination across multiple adjacent workforces.

Projects such as Twin Hills also call for higher project-control maturity, encouraging stronger reporting cadence, commercial discipline, and integrated planning.

Thirdly, it encourages transferable systems, whereby the learnings developed during the construction phase translate directly into other projects and the broader industrial network.

The key to success in all these projects lies in a strong supplier network – something K Neumayer deeply values.

“The supply chain is not a back-office function in our world – it’s a primary driver of project certainty,” Mitchell affirms.

Indeed, in the mining and industrial space, project programmes often live or die on lead times, availability of spares and consumables, fabrication throughput, transport and delivery, and capability and safety compliance – components that are dependent on strong supplier partnerships.

“That’s why we treat key suppliers and partners as an extension of our delivery capability – aligned on safety, quality, and response time,” he tells us.

LONG-TERM INDUSTRY STRENGTH

Alongside a robust supplier network, K Neumayer firmly believes sustainable growth is built on the strength, capability, and character of its employees.

“Equipment and systems are important, but it’s ultimately our teams on the ground that deliver quality, safety, and performance. For this reason, people development is not incidental to our strategy – it’s central to it,” Mitchell reflects.

Comprising just over 1,000 team members, K Neumayer’s workforce spans artisans, engineers, project and construction managers, quantity surveyors, and associated support staff.

The company prioritises practical and site-based learning, which is integral given mining and civil environments are technically demanding.

Therefore, extensive competence is developed from exposure to these real-world conditions, with K Neumayer’s approach encouraging progressive responsibility and cross-functional exposure to civil, SMPP, surveying, and plant operations.

The company also offers direct mentorship from experienced supervisors and project leaders, who set clear performance benchmarks linked to project outcomes.

“This ensures learning is measurable and aligned with operational excellence,” Mitchell tells us.

K Neumayer also strives to develop technical and leadership capabilities across its staff base, prioritising supervisory and frontline leadership growth, accountability in programme and cost management, and exposure to planning, reporting, and commercial disciplines.

“We aim to create technically strong professionals who understand both execution and responsibility,” he sets out.

All these employee training elements tie into the company’s overarching goal of long-term capability building in Namibia, as it actively supports practical training pathways and collaborates with institutions such as the Namibia Institute of Mining and Technology (NIMT) to strengthen technical skills within the industry.

LEAVING A POSITIVE FOOTPRINT

Corporate social responsibility (CSR) equally stands as a cornerstone of K Neumayer’s success, as it isn’t treated as a marketing exercise but a practical commitment to improving the communities in which it operates.

“As a Namibian company with deep roots in towns such as Rosh Pinah, Swakopmund, and the surrounding regions, we recognise our long-term success is directly linked to the well-being and development of these communities,” Mitchell acknowledges.

As such, K Neumayer has a steadfast approach to CSR, with the strong belief that education is the foundation of sustainable development.

The company actively supports schools in operational areas, provides infrastructure improvements and maintenance support, donates essential materials and equipment, participates in school development initiatives, and encourages learners to pursue technical and vocational careers.

“By contributing to a better learning environment, we aim to create opportunity and aspiration for the next generation,” he emphasises.

K Neumayer equally stands by the fact that healthy communities are productive communities and therefore supports various health-focused initiatives in the region.

This includes assisting local health campaigns and awareness programmes, making contributions to community health-related initiatives where needed, and promoting safety, wellness, and preventative awareness amongst its workforce.

“For us, CSR is about responsible participation in the communities that host our projects. We operate with the understanding that our presence must leave a positive footprint – through education support, skills development, and improved community well-being.

“This is part of our identity as a proudly Namibian company committed to building not only infrastructure, but also stronger communities,” Mitchell highlights.

As K Neumayer continues its work into 2026, the company maintains a strong focus on the future.

Indeed, it is prioritising securing and executing strategically aligned, profitable projects, as well as strengthening project controls and delivery governance to improve upon its ISO 9000 and 45000 standards.

Elsewhere, K Neumayer aims to build upon its in-house training applications that will enable semi-skilled workers to reach the next level of understanding and qualify as artisans.

“Our goal is to not only deliver projects today, but also contribute to building the next generation of Namibian construction and mining professionals,” Mitchell optimistically concludes.

The post K Neumayer Civil Contractors : Integral to the Industrial Landscape appeared first on Mining Outlook.

CARGO AT THE CORE

Having transformed dramatically in recent years, Southern Africa’s logistics environment has shifted from a state of critical, fragmented infrastructure towards a more integrated, digitalised ecosystem designed to boost regional trade. 

“When I first entered the industry, logistics was largely transactional – moving cargo from A to B – whereas today it is strategic and integrated,” introduces Claire Clark, CCO of Nucleus Mining Logistics (NML). 

A mine is often seen as a single operation, but in reality, it functions like a complex machine made up of many interconnected parts.  

“If one component stops, everything stops – and the supply chain is one of the most critical components,” Clark adds.  

Today, mining companies require partners who understand regulatory frameworks, border dynamics, infrastructure constraints, and risk management across multiple countries.  

“The supply chain has become just as critical as the mine itself; if you cannot move equipment, reagents, or products reliably, production stops,” she outlines.  

The industry has also seen a shift from siloed service providers to full-solution logistics partners, with clients placing greater emphasis on visibility, accountability, and predictably.  

As such, logistics is no longer just support function – it’s a production enabler.  

LOGISTICS LIFECYCLE 

As a specialised mining supply chain group, NML supports complex African trade corridors, linking international suppliers to inland mining operations and onward to global markets.  

NML’s involvement in the supply chain begins at the order placement stage, assisting with supplier expedition, consolidation, and coordination of project cargo and mining reagents across sea, road, air, and multimodal transport.  

Cargo moves through NML’s regional network into the mine’s central warehouse for distribution across site operations, and the cycle continues outbound, turning trucks around with exportable metals such as copper, zinc, cobalt, and tin, to name just a few.  

The group also manages escorts where required, coordinating port offloading and distributing products internationally.  

“In simple terms, we support the entire logistics lifecycle from supplier to mine to the world,” Clark surmises.  

NML employs over 100 people, with teams positioned strategically along the corridors it serves.  

“Our client base includes mining houses, construction and engineering contractors, engineering, procurement, and construction management (EPCM) firms, equipment manufacturers, project developers, industrial suppliers, and international trading companies operating within the resources sector,” she outlines. 

To achieve this, the group operates through a structured regional network comprising several resources which, together, create an integrated corridor solution.  

“We’re not simply moving cargo across borders – we’re building stable supply chains across the region,” Clark prides.  

In addition, NML is a member of the CrossTrades Network, enabling global access to trusted logistics partners in key origin countries and seamless coordination of international supplier movements into African corridors.  

“Our business supports both long-term operational mine supply chains and large-scale project cargo movements, with structured teams across commercial, operational, compliance, and border management functions,” she details. 

TRUSTED ECOSYSTEMS 

With a strong customer-focused model, collaborative and strategic partnerships enable NML to solve the challenges facing today’s supply chain.  

“Africa cannot be serviced through a single company alone – success here is built on trusted ecosystems,” Clark emphasises.  

As such, the group partners with transporters, clearing agents, regulators, local operators, and clients themselves.  

“By integrating these relationships rather than competing against them, we remove friction points in the supply chain,” she insights. 

According to Clark, mining operations are like large machines – highly sophisticated, but dependent on many smaller moving parts working together.  

“Logistics is one of those essential cogs. When it functions correctly, production flows; when it doesn’t, the entire operation feels it. Our role is to ensure this critical hub keeps on turning. 

“Our philosophy is simple: we don’t just manage cargo – we manage it responsibly,” Clark asserts. 

As such, partnerships allow NML to proactively solve problems such as border congestion, permit delays, and infrastructure constraints before they become operational disruptions.  

With a proven track record, quality resources, strategic planning abilities, and 25+ years of experience, the group is able to deliver best-in-class logistics solutions. 

“Our experience allows us to anticipate problems rather than react to them,” Clark says. 

NML builds supply chain strategies around border realities, regulatory compliance, infrastructure limitations, risk exposure, and contingency planning.  

“Instead of promising speed, we promise reliability – which ultimately delivers speed,” she adds. 

In this way, the group has supported large mine construction projects as well as long-term operational supply chains.  

This combination grants NML the ability to design logistics that work both during ramp-up and steady-state production. 

OWNERSHIP MENTALITY 

Standing out from the competition, NML operates with an ownership mentality.  

“Whereas many logistics companies simply execute instructions, we challenge them if they introduce risk,” Clark points out.  

The group also maintains an operational presence in the regions it services, with Africa unable to be manged entirely remotely.  

Thus, its teams are strategically positioned along trade corridors, enabling real-time intervention where required.  

“Clients trust us because we communicate honestly – even when the answer is not convenient,” she reveals. 

As it continues to support supply chains into the Central African Copperbelt – one of the world’s most important critical mineral regions – NML is keen to showcase its work in the area.  

These projects are significant because they directly contribute to the global energy transition; copper and cobalt supply chains must be suitable for electrification and renewable energy development worldwide.  

“Our role is to make these operations predictable in environments that are inherently unpredictable,” Clark outlines.  

PEOPLE BUSINESS 

As it seeks to empower staff and recognise their important contributions, NML understands that logistics is a ‘people business’.  

“We invest strongly in training and upskilling because our industry evolves constantly,” Clark informs. 

As such, NML’s team is encouraged to understand the full supply chain – not just their individual role – when it comes to growing within the business.  

Indeed, many staff have been with the group since its earliest days and grown alongside it.  

A focus on teamwork and a positive working environment means individuals feel trusted to take ownership and make important decisions.  

“At NML, recognition is not only formal; it comes through responsibility, inclusion, and knowing your contribution keeps a mine running, 

“If our people grow, our group grows – simple as that,” Clark asserts. 

Elsewhere, NML participates in corporate social responsibility (CSR) practices, particularly around education, as it recognises long-term economic participation is fundamentally linked to access by quality learning.  

For this reason, its corporate social investment (CSI) initiatives are coordinated at group level, which has seen NML partner with Masibambane College and Community Centre in Johannesburg and Education Africa – an organisation specialising in early childhood development and marimba music programmes. 

“Research consistently demonstrates that early cognitive stimulation is one of the most effective interventions for improving lifelong learning ability, curiosity, and ultimately employability and entrepreneurship,” she observes.  

“Our approach is therefore not charity-driven, but capability-driven.”  

FUTURE FOCUS 

As it looks to the future, NML’s focus is on controlled growth.  

Over the past three years, the group has experienced significant expansion across its corridors and service offerings, and its objective now is to continue this trajectory in a structured and sustainable way.  

“We aim to strengthen our African corridor presence, expand our infrastructure support capabilities, deepen strategic partnerships with mines and original equipment manufacturers (OEMs), and continue building predictable supply chains in complex jurisdictions,” Clark details.  

The group has also recently undergone a rebranding process, which reflects the maturity of the business and the integrated structure it has built. 

“Our rebrand is not simply visual – it represents clarity of identity, alignment across our regional entities, and our commitment to operating as a unified supply chain partner across Africa,” she excites. 

“Growth for us is measured in reliability, not just volume.”  

One of the most humbling parts of NML’s journey so far is that its growth has been driven by people. 

“Our clients have trusted us, our service providers have supported us, our employees have carried the business forwards, and the countries we operate in have welcomed us. Relationships, partnerships, and service have been fundamental to our success,” Clark acknowledges. 

With Africa increasingly at the centre of global supply chains, particularly with a growing international focus on critical minerals from both Eastern and Western markets, its mining sector is booming. 

“Regardless of where investment originates, these mines need stable supply chains – and that is where experienced regional partners are essential. 

“We don’t believe we operate in Africa – we operate Africa,” Clark confidently concludes.

The post Nucleus Mining Logistics : Cargo at the Core appeared first on Mining Outlook.

POWERING AUSTRALIA’S ENERGY FUTURE

As one of the most exciting prospects in the global gas industry, Australia’s Beetaloo Basin (Beetaloo) is transforming the sector both nationally and across the Asia Pacific (APAC) region.

Significant exploration and appraisal have taken place in the Northern Territory (NT) to delineate the resource and introduce the best technologies and practices for developing the basin.

“The results we have seen to date are extremely promising and give us confidence in the future of the basin,” opens Todd Abbott, CEO of Tamboran Resources Corporation (Tamboran) – the gas company supporting Australia’s net zero energy transition through low-carbon, unconventional gas resources.

The NT government supports Beetaloo’s expansion, with solid regulatory regimes in place that give the public confidence operations are being conducted in line with the highest environmental standards.

Tamboran is also working closely with Native Title Holders in the region, providing local job and business opportunities alongside future financial benefits.

A project of Beetaloo’s size and scale is not only an enormous opportunity for Tamboran and its joint venture (JV) partner, Daly Waters Energy, but also for other operators in the area.

“The gas is there, but to ensure it hits the right markets and demand centres, it will require pipelines that connect Beetaloo to the East Coast, which will provide energy security and competitive energy prices for Australians,” Abbott says.

THE ROAD TO NET ZERO

Supporting Australia’s net zero energy transition, Tamboran’s gas reservoir boasts low in-situ carbon dioxide (CO2).

“As a result, the mix of gas coming out of the shale formation has lower quantities of CO2, which is a huge advantage to our project,” Abbott explains.

“We have three key gas markets we are targeting and are on track to supply first gas to the NT government in Q3 this year for domestic use,” he reveals.

The NT requires the resource for power generation, and Tamboran is seeking to benefit the local communities that are supporting it.

“Without a doubt, the delivery of first gas sales this year from our pilot project will put Beetaloo on the map and highlight Tamboran’s capabilities,” Abbott explains.

Next, the company plans to supply gas to the East Coast of Australia, where there is a well-known shortage emerging for the resource. As such, Tamboran aims to provide energy security solutions and lower gas prices for Australians.

Beyond national priorities lies the APAC region, and Darwin – located on Australia’s northern coast – is considered the gateway to Asia.

“Being a major energy supplier to the continent elevates Australia’s standing on the global stage,” Abbott says.

Darwin plays a huge role in energy security for the APAC region – particularly Japan – with INPEX’s Ichthys liquefied natural gas (LNG) project delivering 10 percent of the nation’s total gas supply.

“I don’t think enough people understand just how important the city’s role in Asia already is, and how much more it can do,” he emphasises.

With LNG exports from INPEX and Santos already in place from existing infrastructure in Darwin, and plenty of room for significant growth, Australia is well placed to service the region’s growing energy demand, bolstered by Beetaloo.

SCALE, PEOPLE, PARTNERSHIPS

Standing out from the competition, Tamboran prides itself on three key elements – scale, people, and partnerships.

“Our results to market continue to demonstrate we have some of the best rocks and Beetaloo is a quality resource,” Abbott smiles.

Thanks to Tamboran’s dedicated team and depth of knowledge, the company has significant experience in developing gas it can be proud of.

“We’ve also attracted investment and partnerships with leading global shale specialists including the largest US onshore driller Helmerich & Payne (H&P), onshore simulation company Liberty Energy, and highly regarded global oilfield service business Baker Hugues,” he adds.

These companies have brought new technology and equipment from the US to Australia, ensuring Tamboran continues to drive down development costs by utilising the best tools to do the job.

Meanwhile, its JV partner, Daly Waters Energy, brings high-calibre capabilities, connections, and experience in shale development.

Tamboran is also working closely with APA Corporation (APA) who has built the new 37-kilometre (km) Sturt Plateau Pipeline connecting its pilot project to the Amadeus Gas Pipeline to deliver its first gas to market.

“APA has done a terrific job delivering this project at pace, and we’re now nearing completion of the Sturt Plateau Compression Facility,” Abbott tells us.

The facility will be essential in delivering Tamboran’s gas to market, which will be carried out in collaboration with its engineering, procurement, and construction (EPC) contractor, Enscope.

GAME-CHANGING DEVELOPMENTS

In October last year, Tamboran successfully completed the 2025 Shenandoah South drilling programme – the largest ever conducted in Beetaloo.

“As a result, 2025 saw us complete our biggest year ever, and that’s just the start – 2026 will be a big year,” Abbott says.

Recent well results and initial flow tests from Shenandoah South have indicated a comparison to the Marcellus Shale formation in the US – the country’s largest source of natural gas.

Tamboran is also beginning to see the Velkerri B Shale formation in Beetaloo show its own distinct character, signifying much shallower declines as the well continues to clean up over 90-day flow testing.

The company’s work with H&P has also been a game-changer for Beetaloo in this sense, with its rig brought into the basin in 2023 – the most powerful onshore in Australia at the time – allowing Tamboran to drill with larger casing to the required lateral lengths.

“These efficiencies have allowed us to drill wells in less than 25 days, with further lessons to support reducing this to below 20 days in the upcoming campaign, which will ultimately drive costs down,” he shares.

Having recently moved a step closer to consolidating full ownership of Falcon, the strategic importance of taking full control of this asset is becoming an increasing reality for Tamboran.

“It’s the logical consolidation of two of Beetaloo’s most active companies and will strengthen Tamboran’s acreage position to over 2.9 million net prospective acres,” Abbott details.

The acquisition will also increase the company’s ownership over Beetaloo’s Phase 2 Development Area, providing it with a larger interest in the acreage post-farmout transaction.

FUTURE FOCUS

Looking ahead, Tamboran’s priorities are to expand its drilling operations in Beetaloo, before beginning to supply gas to the NT market in Q3 2026.

To progress towards the latter phase, it is working to connect the East Coast market through a 1,600 km pipeline from Beetaloo to Ballera.

“An open access pipeline would connect our gas directly to retail, industrial, power generation, and ensure the company can secure long-term gas sale agreements with both retailers and end-users,” Abbott outlines.

“The opportunity we have here at Tamboran and in Beetaloo is to turn this natural resource into energy security for the NT, East Coast of Australia, and APAC as a whole,” he confidently concludes.

The post Tamboran Resources Corporation : Powering Australia’s Energy Future appeared first on Mining Outlook.

THE MINING VALUE CHAIN PARTNER

The mining software sector in Asia Pacific is at a pivotal moment. Operators across the region are balancing productivity and cost pressures with rising expectations around safety, sustainability, and performance, all whilst navigating commodity volatility and the growing demand for critical minerals.

As a result, digital capability is no longer viewed as a support function, but central to operational strategy.

“This makes for a very exciting space, characterised by growing demand for integrated, data-driven solutions that support better decision-making across the entire mining value chain.

“There is strong momentum towards real-time visibility, automation, and operational optimisation,” opens John Bailey, CEO of Datamine, whose breadth and depth across the mining sector more than meets these requirements.

Indeed, the company has a keen eye on the industry’s shift from digitising individual activities to optimising entire mining systems.

This can be seen in the evolving requirements of mining leadership and top executives, who are no longer looking for standalone tools but joined-up decision-making across exploration, geology, planning, production, fleet and telematics, laboratories, and sustainability.

These growing demands can only be satisfied with real-time visibility, reliable data, and measurable impact – factors Datamine excels in.

ONE PARTNER FOR EVERY CHALLENGE

Datamine is the leading global mining technology provider with 40+ years of experience in helping mines plan, manage, and optimise performance across the entire mining lifecycle.

The company offers a broad portfolio of more than 40 specialised software solutions spanning the value mining chain, from exploration, geology, and planning to production, laboratories, sustainability, and fleet and telematics – supported by governed data and integrated workflows.

“Over the course of four decades, Datamine has developed many solutions in-house, but since 2015, its portfolio has been enormously strengthened through an active acquisition strategy.

“The company has acquired businesses with which it had long-standing relationships or reseller agreements, but also companies with which it had no previous relationship,” explains Andy Lapworth, CTO.

As a result, Datamine now provides premium products across the entire mining value chain, including exploration, sample, and drillhole management systems; geological modelling; geostatistics and grade estimation; mine design and scheduling for open pit and underground mines; logistics and material tracking; laboratory management systems; asset tracking and dispatch; and health and safety solutions.

The company’s portfolio is widely recognised across the industry. Datamine was recently named the top global supplier of mining software in Mining Software: Global Mine Site Survey of Investment Status and Supplier Choice, 2025 by GlobalData*.

The recognition reflects the scale of the company’s presence across the industry; more than 40 percent of mine sites worldwide rely on Datamine solutions, the highest share of any provider.

The company also maintains a strong presence in many of the world’s most demanding mining environments and has been identified as the leading supplier in markets such as Europe, the Middle East, and Africa (EMEA).

“Our commitment to customer-centric innovation further differentiates Datamine. We develop our technology in close collaboration with mining companies, listening to their needs on the ground.

“This ensures our solutions are not just advanced, but also practical and aligned with real operational challenges,” Bailey highlights.

A FORWARD-LOOKING MINDSET

The rapid rise of artificial intelligence (AI) across the global mining industry is opening new opportunities to improve efficiency and support increasingly complex operations.

For Datamine, AI is already having a measurable impact on the business, helping the company increase productivity as it continues to invest in future technologies.

“We know the complexity of mining is increasing year on year, coupled with an increasing scarcity of mining professionals.

“AI is therefore creating a space where intellectual curiosity is spent solving and optimising complex problems rather than completing manual and repetitive tasks,” Bailey explains.

AI also complements Datamine’s existing algorithms and workflows, helping automate routine processes and enabling teams to work more efficiently. This, in turn, supports better decision-making and supports operators in tackling complex mining challenges with greater confidence.

“The time to develop and maintain software is becoming compressed, but the need to understand mining and communicate closely with our customers remains,” adds Lapworth.

“AI can certainly accelerate this process, but so far hasn’t replaced the challenge of delivering solutions that work for people on mine sites, which are often remote and highly complex industrial operations.”

Throughout its more than 40-year history, Datamine has prioritised innovation and practical automation, enabling consultants and customers to build detailed, customised workflows.

AI is now set to enhance these capabilities further, particularly as the company collaborates with innovative technology partners operating at the forefront of their fields.

INNOVATION AT THE CORE OF MINING SOFTWARE

At the heart of Datamine’s position as a leading mining technology innovator are the algorithms that help optimise the economic extraction of resources and reserves, embedded in flagship products such as MineScape and Studio.

MineScape is a comprehensive suite of integrated solutions for open-pit and underground mining operations.

Demonstrating the company’s continued focus on innovation and AI-driven capabilities, the major 2026 release of MineScape will introduce AI-enabled assistance that is fully integrated into mining workflow platforms.

“This will support natural language detection and context-aware assistance in a session, as well as provide the ability to view source material behind the answers,” Bailey informs.

Last year also saw the launch of Studio Geo and Studio Net Present Value Scheduler (NPVS+) – two additions to the Datamine portfolio that further strengthen its capabilities across the mining value chain.

Studio Geo, designed for operational use by teams of mine geologists, enhances geological modelling by providing more advanced tools to improve data interpretation and modelling accuracy.

Studio NPVS+, meanwhile, enhances strategic mine planning by delivering powerful strategic scheduling capabilities that support better long-term decision-making and maximise project value.

“These launches demonstrate our continued investment in product development and focus on delivering practical, high-impact solutions that directly address industry challenges,” he adds.

STRENGTH THROUGH PARTNERSHIPS

Partnerships play a key role in expanding Datamine’s ability to help its customers capture, analyse, and use operational data.

The company recently announced a global partnership with IntelliSense.io, a leader in industrial AI focused on driving digital transformation in the mining sector.

This collaboration brings AI-driven process optimisation into Datamine’s offering, extending its reach into smart plant operations and mineral processing.

Another strategic partnership is with Aereo, a pioneer in AI-powered drone and geospatial intelligence that is redefining how the industry approaches operational reconciliation, intelligence, safety, and efficiency.

“Our collaboration with Aereo allows us to deliver capabilities like advanced drone analytics and ensures miners worldwide can measure, manage, and optimise their operations with greater consistency and confidence,” explains Sandeep Ray, Executive Director and CGO.

“By integrating with Datamine’s global footprint and trusted software ecosystem, we can bring unprecedented accuracy to reconciliation, planned-versus-actual analysis, and the speed at which mine schedules are updated,” he adds.

Datamine is also partnering with Correct-AI, a company at the forefront of heavy equipment AI solutions, designed to enhance safety and operational intelligence.

“The partnership is adding a practical safety layer at the face and delivering actionable exposure analytics that help sites target risk hotspots by balancing safety with efficiency,” he expands.

Correct-AI’s flagship product, PROX-EYE®, offers a market-leading and highly accurate collision-avoidance solution that complements Minetrack, Datamine’s dispatch system for real-time mine operations management and fleet optimisation.

Through this collaboration, Datamine is bringing Correct-AI’s safety platform to its global customer base, further strengthening the tools available to support safe and efficient mining operations.

A SUSTAINABLE AND SAFE FUTURE

The promotion of eco-conscious mining practices remains core to Datamine’s DNA.

“At every stage of the mining value chain, our unique algorithms provide practical solutions to maximise sustainable mining by addressing the ever-increasing complexity of its operations, as this is coupled with lower grades and higher operating costs,” Bailey insights.

Indeed, the company’s technology supports sustainable mining by aligning operational performance with environmental, social, and governance (ESG) objectives.

“By doing that, we are helping companies measure, manage, and continuously improve their environmental footprint, workforce safety, and long-term value creation,” he points out.

Furthermore, Datamine’s advanced fleet management and operational safety platform transforms how organisations manage safety and sustainability responsibilities. Its core capabilities include risk management, incident handling, and environmental commitment management.

The platform therefore facilitates collaboration across departments with tools for risk assessment, compliance tracking, and real-time data analysis, promoting a culture of safety and sustainability.

Elsewhere, the company also supports both management and reporting processes across the full scope of ESG requirements through a centralised source of truth.

By capturing essential environmental data, including emissions, energy consumption, and waste management, Datamine’s platforms provide a comprehensive view of sustainability performance and organisational impact.

This ensures transparency, strengthens accountability, and simplifies regulatory compliance across jurisdictions.

“With unified data and real-time visibility, mining companies can make faster, more informed decisions that reduce risk, improve operational efficiency, minimise environmental impact, and enhance corporate social responsibility,” Bailey notes.

Looking ahead, the mining software sector seems positively buoyant for Datamine, supported by strong commodity prices and a renewed confidence across the mining landscape.

This is demonstrated by increased demand for advisory services, a significant upturn in exploration activity, multiple mergers and acquisitions, new greenfield developments, and various mine expansion projects.

“In 2026, we are excited to release more AI-enabled technology to the market, and will release expanded capability for data management, reporting, and analytics,” Bailey closes enthusiastically.

The post Datamine : The Mining Value Chain Partner appeared first on Mining Outlook.

TRANSFORMATIVE RESOURCES FROM ORE TO DOOR

Australia’s ever-evolving mining industry continues to be both exciting and challenging.  

Shifting global markets, increasing demand for critical minerals, and the ongoing need to balance operational performance with environmental expectations are transforming the nation into a strategic and sustainable supplier of critical minerals.  

At the same time, cost pressures around gas and energy pricing remain significant and require agile management and long-term planning.  

“For companies like Queensland Magnesia (QMAG), innovation and adaptability are essential as we navigate these dynamics,” introduces Brendon Pambid, Managing Director of the leading Australian producer of high-grade magnesia products.  

Indeed, the business is positioning itself to support global supply chains whilst contributing to a growing critical minerals landscape in Queensland (QLD). 

Producing a full suite of premium magnesia products derived from one of the largest deposits of cryptocrystalline magnesite in central QLD, QMAG boasts a comprehensive product portfolio used across a range of industries.  

Its customer base spans the refractory, chemical, agricultural, hydrometallurgical, environmental, steel, cement, and industrial processing sectors across global and domestic markets. 

EXPECT THE BEST 

This year, QMAG is proud to have secured funding under QLD’s Collaborative Development Programme (CDP) to advance a groundbreaking initiative: the extraction of high-purity magnesium chloride from magnesite tailings.  

The project focuses on reprocessing mine waste to produce magnesium metal, turning tailings – which traditionally hold limited residual value – into critical mineral feedstock.  

In undertaking such a venture, QMAG is driving circular economy outcomes and enabling downstream magnesium metal production capability within QLD.  

It is also supporting the state’s critical minerals strategy and stimulating regional industry participation and supply chain uplift.  

“This is an important step towards positioning central QLD as a leading hub for critical mineral innovation,” Pambid emphasises.  

As part of the Refratechnik Group (Refratechnik), QMAG enacts a unified corporate leadership culture around the group’s motto, ‘expect the best’.  

“Refratechnik’s global culture emphasises performance excellence, integrity, and people-first leadership,” he adds. 

At QMAG, this is brought to life by the company fostering an inclusive work environment, prioritising safety and well-being and empowering its teams to take ownership of innovation and continuous improvement.  

“Refratechnik’s motto resonates strongly with our approach to product quality, operational discipline, and building meaningful relationships with employees, partners, and customers,” Pambid tells us.  

It also ensures that every decision made aligns with long-term sustainability and global best practice.  

STABILITY, HERITAGE, AND PURPOSE 

Having celebrated Refratechnik’s 75th anniversary last year, QMAG is proud to be part of the world’s largest family-owned refractory. 

“It grants us a sense of stability, heritage, and shared purpose,” Pambid smiles. 

Refratechnik’s anniversary was a moment of pride for the entire workforce, especially as QMAG is celebrating its own 35th anniversary in 2026. 

To mark the event, QMAG was visited by Maleachi Bühringer and Michael Frei, Managing Directors of Refratechnik.  

It also brought its workforce and their families together for a special family fun day at the Parkhurst site, where everyone could connect with QMAG’s operations and recognise the people who drive the company’s success.  

Guided tours of both the Parkhurst processing plant and the Kunwarara mine enabled employees to proudly show their loved ones the work they do.  

“The day also featured a variety of family activities such as children’s rides and games, food trucks, a mini mine site for kids to explore, a petting zoo, and, of course, cake!” 

More widely, QMAG is deeply connected to central QLD and committed to giving back, demonstrated by its corporate social responsibility (CSR) approach.  

“We support local education and career pathways, including hosting students and partnering with industry groups to promote STEM and trade opportunities, such as during the Awesome Women in Construction (AWIC) Roadshow,” Pambid explains.  

The company is also dedicated to creating inclusive and welcoming workplaces through programmes driven by its Culture Committee.  

In addition, QMAG engages transparently with industry partners, government, and community stakeholders as it progresses new projects – particularly the CDP initiative.  

“We believe strong communities create strong industries,” he states.

SUSTAINING COMMUNITIES AND CULTURES 

As it continues to strengthen its operational capability and futureproof the business, QMAG is progressing a number of important projects that highlight its commitment to growth, innovation, and community.  

Some of its key initiatives include the CDP-funded magnesium chloride extraction project, which has taken a transformative step towards turning waste into value and advancing QLD’s critical minerals capability.  

The company is also upgrading its Kunwarara and Pankhurst mine sites.  

“This includes improvements in site infrastructure, beneficiation efficiency, and sustainability practices to support long-term resource optimisation,” Pambid outlines. 

It is also working on its people and community initiatives, where the Culture Committee plays a central role in shaping many of QMAG’s people-focused and community-driven programmes.  

“Their work spans a wide range of initiatives, from site improvement projects and school placement opportunities to community engagement activities such as sponsorships and volunteering,” he details.  

As such, QMAG’s Culture Committee is strengthening local ties, enhancing workplace pride, and fostering a positive, inclusive environment.  

“Each of these projects reflects our commitment to innovation, people, community, and sustainable growth,” Pambid points out.  

A green focus, meanwhile, is also deeply important to QMAG as it seeks to protect the environment, land, and culture. 

“For us, sustainability means operating responsibly across every dimension,” he reflects. 

This includes environmental stewardship through efficient resource use, reduced waste, and projects that enable circular outcomes, like the repurposing of tailings into mineral feedstock. 

It also means respecting the land that surrounds the company’s sites, ensuring its operations coexist sensitively with local ecosystems and community expectations.  

“We also seek to protect people and cultures, which is reflected in our safe workplaces, inclusive initiatives, and programmes that promote diversity, well-being, and employee engagement.” 

“Sustainability is embedded in our strategy, not an afterthought,” Pambid asserts.  

RESILIENT AND SUSTAINABLE 

Looking ahead, QMAG is focused on strengthening its existing capability, supporting growth in critical minerals, and investing in the people and systems that will drive its long-term success.  

“We are also sharpening our focus on cost-saving initiatives and working closely with our stakeholders to ensure the organisation remains resilient and sustainable well into the future,” Pambid insights. 

As such, the company’s key priorities include advancing its critical minerals processing capabilities, specifically seen in the progression of its magnesium chloride extraction project.  

QMAG will additionally seek to strengthen its sustainability framework, particularly for energy efficiency, resource optimisation, and site rehabilitation.  

“We will also expand our high-grade magnesia portfolio to meet global demand in refractory, electric vehicle (EV) battery, and industrial sectors,” he reveals.  

With investment in its people remaining a key priority, QMAG’s training programmes and diversity initiatives will continue to nurture a pipeline of talent that is deeply aligned with Refratechnik’s values. 

“Moreover, we are enhancing operational resilience, especially around energy, logistics, and supply chain optimisation, alongside driving cost savings and efficiency initiatives across our operations to support long-term competitiveness,” Pambid outlines. 

It is also collaborating with customers, suppliers, government, and community stakeholders to reinforce sustainable growth and shared value.  

Pambid reflects how QMAG’s strength lies in its people – from the mine to the production floor to its corporate office.  

“As we look ahead, we remain focused on being an employer of choice and partner of integrity for industry, community, and government,” he confidently concludes.

QUEENSLAND MAGNESIA PARTNER

The post Queensland Magnesia : Transformative Resources from Ore to Door appeared first on Mining Outlook.

GROUNDBREAKING RESILIENCE IN A ROCKY CLIMATE

An established provider of specialist drill-and-blast services to the mining and resources sector, Roc-Drill aims to set the industry standard across Australia.

Since its inception in 2012, the company, initially a family-owned business founded by Nigel De Veth, was acquired by Norcliffe in 2021, along with Enerflow, and has grown into a national leader in drilling and blasting services.

Employing approximately 180 individuals, Roc-Drill currently has around 40 operating drills, with a primarily Epiroc fleet, including large-platform Pit Viper drills as well as many smaller SmartROC D65 and T45 machines.

The company focuses its drilling operations in Western Australia (WA), the Northern Territory (NT), and Queensland (QLD).

Roc-Drill is involved in significant projects, including the McArthur River Mine with Glencore in the NT, the Ravenswood Gold Mine in North QLD, and a reverse circulation (RC) drilling programme with Meeka Metals at its Murchison Gold Project in WA.

Although it has a history of working internationally in countries such as New Zealand and Papua New Guinea (PNG), the company’s current focus is largely within Australia.

“Whilst we previously worked at several mines in the WA Goldfields region, some projects have now concluded, notably one impacted by the downturn in lithium demand,” introduces Charlie Massarella, Managing Director.

Elsewhere, Roc-Drill initiatives include the Carmichael Mine, the Lady Annie Anthill Project, which involves collaborations with Orica and Austral Resources, and the early stages of the Eva Copper Mine Project.

A JOURNEY OF STRATEGIC INTEGRATION

Massarella informs us that Norcliffe’s acquisition benefitted Roc-Drill by introducing the idea of vertical integration.

“In late 2020, I founded Norcliffe with a vision to bridge the operational gap between Australia’s East and West Coasts, which function almost like separate countries.”

Transitioning between the two coasts was challenging, prompting the decision to acquire a mining services company on both, resulting in a production drill-and-blast business on the East Coast, whilst in the West, the dry-hire and maintenance and technical refurbishment of drill rigs were the focus.

“Having a client base on both coasts, we strategically and successfully moved Roc-Drill’s operations to the West, quickly securing three projects by leveraging the existing labour, facilities, and equipment from Enerflow,” he outlines.

Indeed, the acquisition was advantageous because if Roc-Drill had pursued the projects independently, it wouldn’t have benefitted from the existing facility, presence, and support of the Enerflow brand and infrastructure.

As such, Roc-Drill effectively navigated the challenges of transitioning from a family-run business to a more corporate structure.

“Over time, we upgraded systems and processes to accommodate our rapid growth. The period from 2021 to 2023 marked a remarkable trajectory for Roc-Drill, reflecting our successful integration and scalability in the industry,” Massarella prides.

With a dedicated team, the company navigated any challenges posed by the acquisitions to ensure projects were delivered.

Furthermore, establishing a board with Neil Warburton as the Non-executive Chairman, bringing extensive experience in the Australian mining sector, and Adam Giles, a Non-executive Director and former Chief Minister in the NT, adds valuable expertise and support, crucially shaping the company’s direction.

NAVIGATING MARKET CHALLENGES

Roc-Drill has navigated a difficult mining market characterised by rising costs, inflationary pressures, a tight labour market and changing industry trends.

“The COVID-19 pandemic resulted in significant volatility in the sector, with companies like Epiroc experiencing dramatic price increases for parts. We had two separate eight percent hikes in one year.

“We price our jobs with rise-and-fall mechanisms that generally align with the Australian Bureau of Statistics (ABS) indices, like the Consumer Price Index (CPI),” informs Massarella.

Whilst the CPI has risen, as well as the relevant labour and parts indices, they haven’t kept pace with real-world inflation rates, especially within the mining sector.

“For example, some job prices were originally based on pre-COVID-19 pandemic data, failing to account for such substantial, near-unprecedented economic changes. Therefore, we’ve had to negotiate price variations by analysing the impacts of inflation trends.

“The pandemic disrupted operations and posed challenges for fixed-price contracts, prompting negotiations for better terms,” he elaborates.

The labour market challenges persist today, as skilled workers can be difficult to both find and retain.

For Roc-Drill, the Ravenswood Gold Project addresses this by encouraging employment of local, entry-level personnel, who are brought in as general drill support labour providing a pathway into the mining industry and thereby creating a reliable workforce.

Recruits progress through drill training levels one to three, fostering loyalty and attracting new talent to the mining industry, whilst experienced trainers earn accreditations to mentor younger employees.

“This process not only equips new drillers with essential skills but creates opportunities for growth within the organisation,” he points out.

“The market is pretty tight at the moment, there’s a downturn in lithium and nickel, particularly in the drill-and-blast sector. There is also price sensitivity as mines aim to reduce costs whilst ensuring contractors can still deliver.”

Evidently, as the mining industry continues to evolve amidst complex market fluctuations, Roc-Drill’s approach serves as a valuable model for balancing cost management with investment in human capital.

ENHANCING EFFICIENCY

As new innovative technologies and cutting-edge practices emerge, Roc-Drill is looking to integrate them into its operations to enhance efficiency.

“We have a technology services manager exploring multiple initiatives. We use CorePlan software and its digital portal to capture live data from our RC-grade control drills,” explains Massarella.

“Additionally, we use tablets to reduce manual data entry and improve visibility for both our clients and us. We’re also discussing options for rolling out a similar system to our entire blast hole drilling fleet.”

Currently, Roc-Drill is exploring an innovative solution across the entire mining cycle with a European software group that will enable live dashboards and blast simulations, with a representative recently on-site to assess its functionality.

Additionally, the company uses web-based dashboards to monitor production and drill availability in real time, providing insights that enable informed decision-making from anywhere in the world.

“I have also been in discussions with original equipment manufacturers (OEMs) regarding advanced preventive maintenance strategies,” Massarella divulges.

“We are just beginning to explore how this software could enhance our predictive capabilities and support our maintenance plans by alerting us when equipment shows signs of failure. Whilst some of these new tools are in their early stages, we have started utilising CorePlan and the dashboards extensively.”

OPERATIONS AND OPPORTUNITIES

Recently, Roc-Drill completed a significant project for Chinova Resources, marking the third collaborative effort between the two companies.

“The latest initiative, Starra 222 and 254, was executed in conjunction with Orica, with us handling the drilling and Orica managing the blasting.

“We’ve recently secured two new projects: one with Meeka Metals and another with Jubilee Metals Australia. I’m excited about the opportunity to collaborate with the company’s team, as I believe it will be a promising partnership,” Massarella enthuses.

The gold sector also presents promising opportunities with record-high prices.

“Many gold projects that were previously deemed unfeasible due to the commodity price and lower reserve grade are now becoming viable for both major projects and smaller satellite pits.

“This shift presents a growth opportunity for us, particularly in WA, with prospects emerging in QLD as well.”

After a significant expansion phase driven by acquisitions, Roc-Drill has stabilised its operations and is in a strong position.

“During this time, we concentrated on reducing our debt. However, we faced market challenges due to downturns in the nickel and lithium markets, which affected our business.

“To address this, we plan to introduce new projects that will aid further growth. Our primary objectives are to continue providing exceptional service to our clients and secure additional work that will increase our top-line revenue,” Massarella finishes resolutely.

The post Roc-Drill : Groundbreaking Resilience in a Rocky Climate appeared first on Mining Outlook.

AVAILABILITY, UTILISATION, AND RATE DONE IN ALLIANCE

With a proven track record, strong foundational values, and a deeply connected network, AURA Mining (AURA) is the industry’s go-to leader in full-service mining operations, having proudly showcased its ability to achieve superior safety, productivity, and profitability for its varied clients.

“We value delivery, not flashy pitches, and pride ourselves on doing what we say we will,” introduces Jason Economidis, Managing Director.

AURA relies on its team of people who have long histories of delivering unparalleled results in difficult circumstances, alongside a network of partners to draw upon, based on strong working relationships.

It also has relationships with significant businesses that enable AURA to be more than the sum of its parts.

“What sets us apart is our preferred commercial model, which enables our clients to have better visibility, greater input, and lower costs,” details Economidis.

Through these differentiators, the company cements itself as an industry stalwart. To further expand and specialise its offerings, AURA has two arms to its business – AURA Mining and AURA Advisory.

The advisory work came to the company via its deep experience across open-cut, underground, coal, metals, processing, and logistics in Australia and overseas. This acts as lead-in work for the company to grow its mining business if an acquisition proves successful.

“In eight short months, we have been involved in eight due diligence processes to assist potential buyers in acquisition risks and opportunities,” Economidis informs.

AURA is also involved in several consortia to acquire mines, working with investors, debt funders, and marketers to acquire and run assets. It has worked in multiple jurisdictions, including the UK, Canada, the US, and Australia, initially focused on coal; the commodity mix is increasing quickly.

The company’s clients are varied but tend to be major financial institutions, administrators, coal traders, and mine and power station owners.

“As we have a track record in improving operations and reducing costs – often in very trying circumstances – we continue to work side-by-side with our partners to seek opportunities where we can create value as a collective,” expands Economidis.

AURA’s main service will always be to lead and improve operations whilst working on acquisitions and transitions as an operator, advisor, and active participant.

DELIVERING VALUE

Born in Mount Isa – a pure mining town – Economidis was brought up surrounded by the industry since before he could even walk.

“My father was a dragline operator, so I was around heavy equipment from a young age, and there is a DVD of me at nine months old visiting him at work in Biloela for lunch with my mother, brother, and sister,” he details.

Later, he went to school in mining towns at Charters Towers and Middlemount, where the goal of most of the class was to obtain a role in the mines. From there, Economidis got a job at 18 as an underground miner with a contractor and soon saw his career blossom.

Having worked his way through a plethora of different roles across the globe, Economidis eventually found himself as COO at South32, leading the Australian business and global planning.

“This was a huge role with nearly 7,000 employees and contractors, five mines, five processing plants, one refinery, and four ports across three states and one territory of Australia,” he expands.

“When South32 sold the coal business in 2024, I was asked to join the new company as CEO. I led the transition and decided that at the back-end of my career, I wanted to spend time doing what I love, with people I value, improving operations, so we formed AURA in August 2025.”

Having spent his life in the mining industry, Economidis has seen it evolve greatly over the years.

Specifically, coal faced heavy criticism as a fossil fuel, which made it difficult to secure funding and insurance. This led major companies to abandon coal and transfer the assets to smaller international investors. Such a shift has significantly changed the industry’s structure, resulting in many operations closing and others struggling to keep their heads above water.

“Currently, the demonisation of coal and, to a lesser extent, mining and resources, seems to have taken a back seat. Money is now abundant for the right deal, in the right commodity, in the right jurisdiction, with the right opportunity to exploit the upsides,” explains Economidis.

“The mergers and acquisitions (M&A) activity in the mining industry today is bordering on manic, with new players emerging and traders starting to take a front seat in acquisitions.”

SUPERIOR OUTCOMES

AURA’s twofold model allows it a unique way of operating. In addition to the alliance model, there is the non-exclusive, first preference partner model.

“What this means is that most operations have one or all of the services provided by our partners. By way of example, as we lead a business, if a client requires equipment, we prefer Emeco as our first preference; if a client has their own equipment, we are comfortable operating it as AURA,” Economidis details.

Ultimately, AURA works towards achieving superior safety, productivity, and profitability in every endeavour it embarks upon.

The company achieves this through its own systems and processes for mine management and leadership, starting with its mine operating system. Not only is it tried and tested, but it is the cornerstone of how AURA leads any improvement or activity.

From here, profitability stems, whilst the company also has processes for identifying and securing genuine savings in different time horizons.

“We have a deep belief in our obligation to provide a safe workplace, and our key premise is that our people know their work best,” asserts Economidis.

AURA’s role as a company is to make it easy for its employees to do the right thing. This is based on having competent workers who are accountable for their decisions and actions, which ties directly into what the company stands for.

“AURA stands for ‘Availability, Utilisation, and Rate done in Alliance’ – this is the basis of our offering,” he explains.

A FORMATIVE FUTURE

Crucial to AURA’s continued growth and innovation are the people who make up its workforce.

With a wealth of experience and a relentless commitment to success, the company’s team is the driving force behind its integrated mining operations.

“Our success is through our people. There is nothing of worth that can be created unless you have good people, a trusted environment, and the resources to enable them to grow,” acknowledges Economidis.

The company’s model is simple – it provides clear expectations, the required resources, and ongoing feedback to ensure it continues to improve and deliver. Recognition and reward are natural positive consequences of delivery, and what gets rewarded gets repeated. This is the mindset and workplace environment encouraged for the 700 employees across AURA’s suite of companies.

Equally, as the business looks ahead to paving the way for the future of the ever-critical mining industry, its key priority in 2026 is to further grow its business partnerships in order to secure long-term or life-of-mine (LOM) contracts.

AURA is also looking to continue delivering the most practical and bankable advisory services possible to partners and clients seeking opportunities in the mining sector.

“2026 will be a formative year for AURA, and we are very excited for what will unfold,” Economidis confidently concludes.

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COOPER FLUID SYSTEMS

During these times, there’s a continued focus on improving efficiency and productivity. More and more, we’re required to offer solutions that improve the cost per tonne, especially as some clients start to sweat their assets more, so reliability and maintenance become all the more important.”

Giving his updated take on the Australian mining industry is Brody Sewell, General Manager of Cooper Fluid Systems (Coopers), whom we last interviewed in February 2025.

On this occasion, he is joined by Peter Doolan, Northern Regional Manager; Geoff Cane, Branch Manager – Mackay; and Daniel Doolan, Project Manager – Mackay.

Brody notes the industry has had relatively robust commodity prices in iron ore, coal, and particularly copper over the past year.

However, currency fluctuation – especially the strengthening of the Australian dollar – has increased costs for producers.

There have also been local challenges in Queensland (QLD), where some major coal mining companies have been impacted by significant government royalties.

Across all major Australian states, including QLD, where the company is in close proximity to the Bowen Basin, Coopers has a network of 15 branches geographically positioned nearby its customers.

Out of these branches, the company runs fully maintained workshops that allow it to provide both on-site and in-house service repairs.

“We also have an engineering department which provides us the capabilities to fully design solutions, both bespoke, one-off projects and also repeatable products which are required within the client’s operations,” Brody tells us.

“We’re heavily focused towards the mining industry; it makes up between 65 and 70 percent of our customer base nationally, and the business was built on those foundations.”

With just over 300 employees, Coopers specialises in the design, manufacture, installation, supply, and repair of hydraulic, lubrication, refuelling, fluid dispensing, fire suppression, automation, and high-force tooling systems and components.

CUSTOM-BUILT FACILITY

For Coopers, the past 12 to 18 months have been quite demanding, having upgraded its enterprise resource planning (ERP) system and relocated its founding branch in Mackay, QLD to a custom-built facility.

The company had long outgrown the branch and spent a number of years trying to find a facility in Mackay that suited its needs.

“It was a struggle; availability of commercial land is a problem,” acknowledges Geoff.

“Having something reasonably economical to take on was the next challenge. Then, out of the blue, we were lucky enough to strike up a conversation with another well-known business owner. Discussion started, and that’s where the idea he could build a shed for us started.”

The concept for the 4,000 square metre (sqm) shed on an 11,000 sqm block was drawn up, with Coopers’ engineering team involved in the layout from the very start.

“We got to common ground, agreed costs everyone was happy with, then went away and built the shed,” Geoff outlines.

“We now have enough hardstand for all our gear and five cranes, whereas previously we only had one. It’s like a brand-new business!” he excites.

HYDRAULIC TEST BENCH

Alongside the branch relocation, Coopers has made over AUD$1 million in investments in a 240-kilowatt (kW) hydraulic test bench and other hydraulic repair equipment.

What began as a dream on a wish list has streamlined everything the company does in hydraulics and enables it to test things at full capacity, which it didn’t have the ability to do previously.

“It’s our understanding that it will be the highest-capacity test bench on the eastern seaboard of Australia,” Daniel acclaims.

The test bench is equipped with a 22-inch touchscreen and can be programmed by Coopers to perform repetitive work.

It can also be run remotely, has all diagnostic equipment built in, and includes a calibration function.

A thermal imaging camera, meanwhile, allows customers to log in and watch pump tests happen in real time.

“We’ve never had the capability to do that, so it just brings in a new era of testing. I believe it’s the way forward,” affirms Daniel.

PEOPLE DEVELOPMENT

Both the custom-built facility and hydraulic test bench have allowed Coopers to expand the business and take on extra work.

This in turn is going to enable the company to expand its workforce and bring on more apprentices.

“Apprentices have been how the branch has grown over the years. We like to put money back into bringing young people through the business,” emphasises Peter.

There’s no better example of this than Peter himself, who started with Coopers as an apprentice and has now been with the company for 32 years, having joined in 1994.

“I would say we’ve got at least another eight people within the business that were apprentices and come through as well,” he informs us.

Coopers invests in the development of its people and has always tried to offer them as much flexibility as possible.

For instance, it constantly looks at roster changes that align more with lifestyle requirements and supports higher learning, including one recent staff member’s postgraduate diploma in project management.

“We continue to look at offering other individuals development opportunities where they desire it,” Brody assures.

ELW PROJECT

Coopers has continued to differentiate itself from the competition by providing turnkey solutions with engineered products.

For example, it recently took on a project for the elimination of live works (ELW), keeping operators out of harm’s way.

“It’s about being able to operate machines without physically moving the wheels, knobs, or whatever else. This project was coming up with a solution to engineer out the operator and be able to move a bucket remotely. We built a prototype and was able to showcase it at the Mackay facility,” outlines Daniel.

“We went through probably seven variations. We went to have a look at how they were doing it and get some real-life experience. Whilst we were out there, we 3D-scanned the machine, put our brains trust together, and tried to come up with different concepts on how we could attack it.

“The first two designs were a complete failure, and the customer was almost ready to walk away, but we got them over the line with the third concept we put together,” he adds.

As a full system integrator, Coopers adds value to its suppliers and provides a growth platform for them by expanding their market penetration and reach.

Further to that, the company continually looks at expanding its supplier base, assesses gaps in its existing portfolio, and identifies where new partnerships make sense.

HEALTH AND SAFETY

In 2021, Recognised Standard 23 (RS23) was implemented in QLD to establish minimum health and safety standards for fluid power systems in coal mines.

These minimum standards meet legislated objectives for risks to be as low as reasonably achievable and result in a further reduction in the incidence of fluid power system incidents.

The implementation of RS23 assists in protecting workers and other people against harm to their health and safety through the elimination or reduction of lifecycle risks associated with fluid power systems in mines.

“With RS23 comes a lot of hose asset management. You need to be able to manage when a hose was manufactured, when it was built, if it was tested to two times the working pressure – it’s a whole process of manufacturing hoses and being able to serialise numbers so every hose is individual and you can track them through any system,” Daniel explains.

For almost two years, Coopers has been working on a hose asset management system, which is now in place and has been a significant investment.

This system allows the company to print QR codes and test all the hoses it manufactures.

“We’ve got off-site and in-workshop capabilities, so we can do it in situ, and we’ve completed several machines where one machine is 870 hose assemblies – approximately 8.5 kilometres of hose, just to put it into perspective,” notes Daniel.

PROFITABLE GROWTH

Coopers continues to look at profitably growing the business whilst managing some industry headwinds.

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

In the coming years, Coopers seeks to partner with more forward-thinking clients who require solutions to difficult challenges in the automation, fluid dispensing, fluid power, and lubrication spaces.

“There’s no challenge too big or too small for us,” he closes confidently.

COOPER FLUID SYSTEMS PARTNER

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DRILLING TO THE CORE

Headquartered in Bulgaria with operations spanning Europe, GEOPS has established a reputation for providing core drilling, directional drilling, and rotary and percussive drilling services in both surface and underground environments. 

Privately owned and professionally structured, the company is a leader in the fields of mining and exploration, with over 20 years of business expertise and advanced infrastructure and technological solutions.   

Since last featuring GEOPS in March 2025, the company’s past year has been exceptional – not only for itself, but for the European exploration market as a whole. 

“For GEOPS, 2025 was the most successful year in our history. We operated at maximum capacity, particularly in terms of our people, with the entire organisation functioning as one cohesive unit,” updates Hristo Kulov, Deputy Executive Director. 

“Throughout the year, our team maintained constant focus, discipline, and efficiency. I consider this a major generator of our success.” 

Similarly, this serves as a clear indication that the European market was highly active in 2025. As the continent’s leader in metres (m) drilled, GEOPS’ performance directly reflects market intensity. However, this market motion was not uniform across all countries. For example, Germany remained relatively passive for the second consecutive year, whilst other regions showed strong exploration momentum driven by demand for critical raw materials. 

Overall, the market is showing signs of being decisive, with a primary focus on copper and battery minerals. 

With approximately 450 professionals under its employ, GEOPS is riding this wave of success with a strategy of increasing productivity and efficiency whilst maintaining operational agility and high service quality.   

“We do not plan significant expansion in the near future as the European market is limited, particularly for skilled drillers and technical staff,” Kulov insights. 

“Our industry demands commitment, discipline, and flexibility. Therefore, quality remains our priority over sheer expansion in volume; I strongly believe sustainable growth must never compromise quality.”

SAFETY AND EFFICIENCY

Previously, GEOPS was working on the Čukaru Peki copper-gold and Jadar lithium projects, both of which saw significant development over the course of 2025. 

Specifically, at Čukaru Peki, activities have progressed further into development phases, with continued drilling support from GEOPS’ side. It remains one of the most important copper-gold deposits in the region, and the company is proud to have contributed to its advancement. 

The Jadar lithium project, meanwhile, remains closely tied to Europe’s ambitions for its battery supply chain. Whilst regulatory processes and public dialogue remain part of its development journey, the project’s strategic importance for the European energy transition remains undeniable. 

“GEOPS has maintained its technical readiness and long-term commitment to supporting such world-class projects,” enthuses Kulov. 

Additionally, the company’s plan to further strengthen its drilling rig fleet by purchasing new rigs and refreshing existing machines has progressed as planned, with the successful completion of its own in-house drilling rig model development. 

The next step is the production of chassis and supporting structural components, which will allow GEOPS to assemble fully completed drilling rigs internally in the near future. 

“Our target is to renew approximately 50 percent of our fleet with new-generation machines. This is not simply replacement; it is modernisation, automation, and long-term strategic positioning,” insights Kulov. 

“The new rigs are safer, more efficient, and better aligned with the evolving environmental and technical standards in Europe.” 

COMMITMENT TO SUCCESS 

Another initiative that GEOPS has successfully implemented across multiple projects is the mud recirculation system, which has proven to be an effective solution with various benefits. 

“The positive outputs are clear: reduced water consumption, improved environmental performance, and cleaner site management. Beyond sustainability, it enhances operational stability and efficiency in challenging geological conditions,” details Kulov. 

This successful system represents a significant step towards more responsible and technologically advanced drilling operations for the entire industry. 

Equally, GEOPS has continued its work on a copper shale project located in Poland, which is progressing according to planned dynamics and fully meeting investor expectations. 

“Operations are going forth smoothly, without technical or safety challenges,” asserts Kulov. 

“It remains one of our most technically sophisticated deep drilling engagements, demonstrating our ability to operate in demanding geological environments whilst maintaining safety and precision.”

BUILDING UP A SUSTAINABLE WORLD 

Currently, GEOPS is participating in two new strategic projects in the Czech Republic, which further showcase its extensive skill set. 

The first is a major infrastructure project for the country, comprising geological drilling works for a new international railway tunnel between the Czech Republic and Germany. 

“This is a capital project of international importance, and we are proud to hold one of the most significant operational roles within it,” expands Kulov. 

The company has already completed approximately 80 percent of the project without incident or failure, emphasising strong efficiency and adherence to the planned timelines. 

The second initiative is linked to the expansion of capacity at the Czech Republic’s largest nuclear power plant. This engagement further demonstrates trust in GEOPS’ technical reliability and operational discipline, particularly in highly sensitive and regulated environments. 

“These projects also illustrate we are not only active in mining but also increasingly participating in strategic energy and infrastructure developments across Europe,” explains Kulov. 

As GEOPS continues to look ahead towards a prosperous future within the mining industry, its priorities for 2026 are clear. 

The company is setting its sights on achieving controlled and sustainable productivity growth, completing fleet modernisation and internal rig production capabilities, maintaining a continued focus on safety and environmental responsibility, and strategically positioning itself in infrastructure and energy-related projects. 

“The past year proved GEOPS has the capacity, discipline, and internal cohesion to operate at peak performance. Now, our focus is to consolidate that strength and build long-term stability – remaining Europe’s leading exploration drilling contractor whilst preserving the agility and culture that brought us here,” proudly concludes Kulov.

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