Full Battery Dump Truck Demonstration Highlights Progress Toward Zero-Emission Mining

The “Battery Truck & Electrification Showcase” brought together close to 30 mining customers from approximately 25 companies to observe the battery-electric haul truck operating and charging under overhead trolley lines at the mine site.

The event followed a technological feasibility trial conducted at Kansanshi Copper Mine between June 2024 and August 2025.

Mine-Site Operating Data Supports Commercialisation Plans

According to Hitachi Construction Machinery, the Full Battery Dump Truck achieved zero CO2 emissions during trial operations at the Zambia mine, where approximately 92% of the country’s electricity supply comes from hydropower.

During the trial, the truck covered more than 4,000 kilometres of haul road distance and transported over 30,000 tonnes while operating in line with its development targets.

The trial also demonstrated improved acceleration and reduced noise levels compared with conventional operations.

Attendees at the showcase were able to inspect the truck’s design, which maintains manoeuvrability and stability without changing gross vehicle weight when loaded or altering the centre of gravity.

Electrification and Trolley Infrastructure in Focus for Mining Operations

The feasibility trial was conducted in partnership with First Quantum Minerals, which provided access to its existing trolley line infrastructure and operational experience with trolley dump trucks.

The showcase also included demonstrations of other mining technologies from the Hitachi Construction Machinery Group, including electric excavators, diesel trolley trucks, Bradken buckets and dump bodies, alongside digital mining solutions including Wenco FMS and LANDCROS Connect Insight.

“We are delighted to have successfully completed the technological feasibility trial in partnership with First Quantum and to have showcased the results to many customers,” said Hiroshi Kanezawa, Hitachi Construction Machinery Executive Officer, Vice President of Mining Business Unit.

“The real-world operating data obtained from this technological feasibility trial demonstrates the Full Battery Dump Truck’s capability for continuous operation in actual mine sites, enabling us to propose optimal operational plans and trolley line designs.”

He added: “We will continue to refine this innovative technology and solutions with a view to commercial deployment in FY2027, contributing to sustainable mining operations by leveraging diverse power sources while achieving zero emissions and greater energy efficiency.”

First Quantum Highlights Role of Pit Electrification in Decarbonisation Strategy

First Quantum said the project supports its broader focus on reducing the carbon intensity of copper production.

“Pit electrification is an area of focus for First Quantum as we seek productive, safe and profitable decarbonization of our mining activities in order to deliver lower carbon intensity copper that will be essential for the global energy transition,” said Gordon White, Director of Mining Operations and Technology for First Quantum Minerals.

“Our extensive trolley line infrastructure and Zambia’s renewable energy provided an optimal environment for validating this groundbreaking technology. The success of the trial marks a significant step towards decarbonization in the mining industry.”

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Heidelberg Materials Accelerates Autonomous Mining Equipment Deployment

It is moving from an initial “lighthouse project” phase into a broader rollout spanning six sites across North America, Australia, and Europe. The expansion will include around 30 autonomous vehicles in 2026 as part of a wider strategy to deploy more than 100 autonomous vehicles globally by the end of 2028.

The rollout builds on the successful deployment of an autonomous haulage system (AHS) at Heidelberg Materials’ Lake Bridgeport quarry in Texas.

Autonomous Haulage Expansion Targets Quarry Productivity and Safety

In North America, Heidelberg Materials is extending its autonomous haulage system programme to additional sites in Indiana and Texas and is also launching its first autonomous haulage projects in Australia at quarry operations in New South Wales and Western Australia.

In Europe, Heidelberg Materials is beginning an autonomous wheel loader trial at a sand and gravel operation in Northern Germany.

The automation programme covers two heavy equipment categories and is designed to integrate into existing mobile fleets, enabling a more scalable and cost-efficient approach to fleet modernisation.

AI and Sensor Technologies Drive Operational Automation

The autonomous systems use advanced sensors, cameras, and artificial intelligence to operate haul trucks and other mobile equipment in complex operating environments.

The company said the rollout is intended to improve both operational performance and safety outcomes while also creating additional margin potential through scalable automation technologies.

“Advancing automation and AI applications is a key pillar of our technical excellence agenda as we look to constantly raise the bar for our processes and equipment,” said Axel Conrads, Chief Technical Officer and Member of the Managing Board of Heidelberg Materials.

“With a strong global autonomous deployment team working closely with best-in-class technology partners, we are now focused on scaling the technology in a disciplined, results-driven way.”

Mining and Quarry Operators Increase Investment in Autonomous Equipment

The expansion reflects broader industry momentum toward autonomous operations across mining, quarrying, and heavy materials handling sectors as companies look to improve safety, productivity, and operational consistency.

Autonomous haulage systems are increasingly being deployed across resource extraction operations globally, particularly in environments where repetitive transport cycles and large mobile fleets create opportunities for operational automation.

The current rollout forms part of a broader technical excellence strategy focused on digitalisation, automation, and AI deployment across its international operations.

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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.

Fluor Selected to Support Next Phase of Woodsmith Development

The engineering and construction company said it will recognize the undisclosed contract value in the second quarter of 2026.

Woodsmith is a large-scale underground mining project designed to access what Anglo American describes as the world’s largest known polyhalite fertilizer deposit. The operation includes deep mining shafts and a 37-kilometer underground conveyor tunnel connecting the mine to a materials handling facility in Teesside for processing.

“The Woodsmith project has the potential to create a long term, stable and sustainable naturally occurring source of critical fertilizers for global markets,” said Harish Jammula, President of Fluor’s Mining & Metals business.

“This award reflects our team’s deep technical expertise and our commitment to executing complex projects safely, responsibly and with excellence. We look forward to partnering closely with Anglo American as it advances towards completion of the Woodsmith Project.”

Woodsmith Positioned as Major Future Polyhalite Supplier

Construction activity at Woodsmith, including tunnelling and shaft sinking, is already underway.

Once fully operational, the mine is expected to produce 13 million tonnes per year of polyhalite fertilizer, positioning the project as a significant future supplier of low-carbon crop nutrients to global agricultural markets.

Polyhalite is a naturally occurring multi-nutrient fertilizer containing potassium, sulfur, magnesium, and calcium. Anglo American has positioned the product as part of the broader transition toward more sustainable agricultural inputs and lower-carbon food production systems.

The feasibility study award also reflects continued momentum behind large-scale mining developments focused on critical minerals and fertilizer supply security as demand grows for sustainable agricultural solutions.

Mining Engineering and Project Delivery Remain Central to Large-Scale Resource Developments

For Fluor, the Woodsmith contract further expands its role in delivering complex mining and metals infrastructure projects globally.

The company said the award highlights its technical capabilities across large-scale underground mining developments, project execution, and capital-efficient delivery.

Fluor reported 2025 revenue of $15.5 billion and employs nearly 23,000 people worldwide across engineering, procurement, construction, and maintenance operations.

Anglo American and Mitsubishi Expand Partnership Around Woodsmith

It comes after Anglo American entered into an investment agreement with Mitsubishi Corporation in February.

The agreement was designed to support continued development of the Woodsmith project while also accelerating commercial growth opportunities for POLY4, Anglo American’s polyhalite fertilizer product.

Tom McCulley, CEO of Anglo American’s Crop Nutrients business, said at the time: “This is fantastic news for the Woodsmith project. We are delighted that Mitsubishi has shown such confidence in the enormous potential of Woodsmith and the global market for our highly effective POLY4 fertiliser product.”

Under the agreement, Anglo American and Mitsubishi said they would explore opportunities to expand global demand for POLY4, including pilot sales programmes and market development initiatives supported by Mitsubishi’s food and agriculture sector networks.

The deal also extended the companies’ existing relationship, which includes Mitsubishi’s 40% shareholding in the Quellaveco copper mine in Peru.

POLY4 Expansion Continues Across Global Agricultural Markets

The Mitsubishi agreement followed growing commercial activity around POLY4 and recent agronomic research supporting the fertilizer’s performance.

Anglo American cited a decade-long global study published in the Agronomy Journal of the American Society of Agronomy, which found that polyhalite improved crop yields by 3-5% compared with conventional fertilizer practices across multiple crops, soils, and geographies.

In 2025, Anglo American expanded POLY4 sales into Europe, North America, China, and India through distribution partnerships and customer development programmes.

The Woodsmith project currently employs more than 1,000 people, with Anglo American stating that 76% of the workforce comes from the local area.

Yuuki Yoshioka, General Manager of Fertilizer Resources Unit in Mitsubishi Corporation, said: “We are really pleased to build on our existing partnership with Anglo American on such an exciting project. Demand for sustainable fertilizer products is poised to increase as agriculture faces rising expectations to reduce environmental impact and adopt responsible farming practices. We will use our expertise in mine development and Mitsubishi’s strengths across business segments—including the food and agriculture related businesses—to generate new value for the Project.”

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Key Project Facts

• Total installed capacity of 148 megawatts
• 300 Gigawatt-hours per year
• Helping reduce CO₂ emissions by more than 237,000 tonnes annually
• During construction, around 800 residents from the three host communities were employed, including 56% youth and 21% women

Commissioning Milestone for Mining-Focused Renewable Energy

Voltalia has confirmed the full commissioning of the Bolobedu solar power plant in Limpopo province, delivering a large-scale renewable energy solution directly aligned to mining sector demand.

With an installed capacity of 148MW, the project is one of the largest in South Africa dedicated to a single industrial off-taker via a wheeling agreement through the national grid operated by Eskom.

The plant will generate approximately 300GWh annually, supplying power under a long-term corporate power purchase agreement (CPPA) to Richards Bay Minerals, a subsidiary of Rio Tinto and a global producer of heavy mineral sands.

Decarbonisation and Energy Security for Mining Operations

The project is expected to reduce carbon emissions by more than 237,000 tonnes per year, highlighting the growing role of renewables in helping mining companies meet decarbonisation targets while mitigating exposure to grid instability.

Robert Klein, Chief Executive Officer of Voltalia, stated: “The full commissioning of Bolobedu, the first large-scale photovoltaic project of this kind developed in South Africa for a private client, illustrates our commitment to accelerating the decarbonisation of industries and supporting an inclusive energy transition in the country, in close partnership with local communities.”

For mining operators, the model demonstrates how wheeled renewable energy can provide both cost predictability and supply resilience—two increasingly critical factors in energy-intensive operations.

Strategic Value for Richards Bay Minerals

For Richards Bay Minerals, the project supports both operational continuity and long-term sustainability goals as it expands production capacity.

Werner Duvenhage, Managing Director of RBM, added: “The commissioning of the Bolobedu Solar Farm is a defining moment for RBM as we celebrate 50 years of operations in South Africa. This initiative is not just about energy security, but also about the long-term sustainability of our mining operations. As we break ground on Zulti South, this initiative paves the way for a cleaner energy future, contributing to both the national power grid and our global decarbonization targets.”

Scaling “Power-to-Mine” Models Across Africa

The Bolobedu project also reflects a wider shift toward integrated “power-to-mine” solutions, combining renewables, grid access and long-term PPAs to reduce reliance on fossil fuels.

This approach is being accelerated through Voltalia’s partnership with the International Finance Corporation, aimed at scaling renewable energy deployment across mining operations in Africa. The initiative focuses on hybrid systems, including storage, to further enhance reliability and flexibility.

Local Impact and Workforce Development

Beyond energy supply, the project has delivered measurable socio-economic benefits. Around 800 local residents were employed during construction, with a strong focus on youth and female participation. Training programmes in installation, engineering support and health and safety have contributed to building local technical capacity.

It has also supported the development of local supply chains, including transport services and small business participation, alongside a unique ownership structure involving local women investors.

The post Richards Bay Minerals & Voltalia Bolobedu Solar Project: Powering Mining Decarbonisation in South Africa appeared first on Mining Outlook.

Key Developments

• 520 MW wind and solar capacity launched through Koruson 2 cluster
• Target of 3–5 GW renewable energy capacity by 2030
• 72% of electricity at Kolomela Mine now sourced from renewables
• Measurable cost savings alongside emissions reduction
• Community equity participation in energy infrastructure
• Renewable Energy Moves from Strategy to Operations

Kumba Iron Ore has taken a significant step in integrating renewable energy into its mining operations with the launch of the Koruson 2 (K2) cluster in the Eastern Cape.

Delivered through its partnership with Envusa Energy—a collaboration between Anglo American and EDF power solutions—the project adds 520 MW of wind and solar capacity to the grid and forms part of a broader ambition to deliver between 3 and 5 GW of renewable energy by 2030 to support energy-intensive industries.

Operational Impact

At Kolomela Mine, renewable energy is already materially changing the operating profile. Approximately 72% of the mine’s electricity consumption is now supplied through renewable sources, reducing dependence on carbon-intensive grid electricity while lowering emissions intensity.

This transition is also delivering direct financial benefits, with cost savings of approximately R600,000 recorded in March alone, alongside reduced exposure to grid volatility.

“Our partnership with Envusa Energy allows Kumba to decarbonise our operations while strengthening the resilience and competitiveness of our business. It is a practical demonstration of how renewable energy can support both mining and South Africa’s economic future,” said Mpumi Zikalala, CEO Kumba Iron Ore.

Energy Security Through Scalable Infrastructure

The K2 cluster highlights how mining companies are adopting new energy delivery models to improve reliability. By using a wheeling mechanism to transmit renewable power across the national grid, the project enables access to cleaner energy without requiring mines to be co-located with generation assets.

This approach strengthens energy security, provides greater flexibility in sourcing power across regions, and creates a scalable pathway for increasing renewable penetration without disrupting existing operations.

Embedding Community Value into Energy Transition

Through the Sishen Iron Ore Company Community Development Trust, local communities are directly linked to the value created by both mining and renewable energy assets.

The Trust holds equity in Kumba and will also have a 10% interest in the Sishen solar project, enabling long-term investment in education, healthcare, infrastructure, and local livelihoods.

The post Kumba Iron Ore Scales Renewable Energy to Strengthen Mine Resilience and Cut Costs appeared first on Mining Outlook.

Strategic Expansion with Long-Life Copper Asset

Eldorado Gold Corporation has finalized its acquisition of Foran Mining Corporation, marking a key milestone in its strategy to strengthen its asset base and expand into critical minerals.

The transaction adds the McIlvenna Bay project, described as a high-quality, long-life asset located in a premier mining jurisdiction. The addition enhances Eldorado’s portfolio balance and provides increased exposure to copper alongside gold, zinc, and silver.

“Closing this transaction marks an important milestone for Eldorado… McIlvenna Bay also provides Eldorado with additional exposure to copper, a recognized critical mineral, and offers exceptional exploration potential, enhancing the long-term growth of our portfolio,” said CEO George Burns.

McIlvenna Bay Positioned in Established Mining District

The McIlvenna Bay project is located within the Flin Flon Greenstone Belt, a well-established mining district that has been producing for over 100 years. The site sits approximately 65 km west of Flin Flon and is expected to form the center of a new mining camp.

The project includes the McIlvenna Bay Deposit and Tesla Zone and is situated within the traditional territory of the Peter Ballantyne Cree Nation.

For mining stakeholders, the asset offers:

• A multi-metal resource base (copper, zinc, gold, silver)
• Strong exploration potential across the property
• Location in a proven and infrastructure-supported mining region
• Integration and Development Focus

With Foran now a wholly owned subsidiary, Eldorado plans to advance the McIlvenna Bay project while integrating it into its broader portfolio of mining, development, and exploration assets.

The company emphasized its commitment to advancing the project responsibly while delivering long-term value for shareholders and stakeholders.

“We look forward to working alongside the Foran team to advance the McIlvenna Bay project responsibly and deliver sustainable, long-term value for our shareholders and stakeholders,” adds Burns.

Corporate and Market Implications

Following the completion of the transaction:

• Foran shares are expected to be delisted from the TSX and OTCQX
• Eldorado intends to seek termination of Foran’s reporting issuer status

This consolidation simplifies ownership and supports more streamlined decision-making as the project progresses toward development.

The post Eldorado Gold Corporation Completes Acquisition of Foran Mining Corporation to Expand Copper Portfolio appeared first on Mining Outlook.

QIC Backs QMines with $15M Strategic Investment for Mt Chalmers Development

QMines Limited has secured a $15 million strategic investment from the QIC Critical Minerals and Battery Technology Fund (QCMBTF) to accelerate development of its Mt Chalmers copper and gold project in central Queensland.

The funding package includes a $5 million equity investment and a further $10 million royalty investment in exchange for a 2% Net Smelter Return (NSR) royalty. QMines says the structure significantly reduces shareholder dilution while providing sufficient capital to progress the project through its Definitive Feasibility Study (DFS), Front-End Engineering Design (FEED) study, and construction readiness ahead of Final Investment Decision (FID).

The transaction positions QCMBTF as QMines’ largest shareholder and provides the company with strong institutional backing as it moves closer to production.

Funding Supports Fully Funded Pathway to Final Investment Decision

Combined with QMines’ existing cash reserves, the investment is expected to fund the company through completion of DFS and into FID, removing one of the key risks typically faced by development-stage mining companies.

Funds will be used to complete the Mt Chalmers DFS, support environmental approvals and permitting, continue drilling programs, and advance early-stage development activities.

Executive Chairman Andrew Sparke said: “We are excited to announce this truly transformational transaction for QMines and its shareholders. Securing $15 million in funding allows QMines to complete the Definitive Feasibility Study and places the Company in a very strong position to advance its historic Mt Chalmers copper and gold mine back into production.”

He added: “Importantly, the structure of this transaction significantly reduces dilution for our shareholders while de-risking the development pathway.”

Institutional Due Diligence Validates Mt Chalmers Project Potential

QMines said the investment followed an extensive due diligence process by QCMBTF, providing strong independent validation of the Mt Chalmers project and its long-term development potential.

Sparke said: “The level of due diligence undertaken by QCMBTF has been extensive, and their decision to invest is a strong validation of the quality of the Mt Chalmers Project and its long-term development potential.”

He also welcomed QCMBTF as the company’s largest shareholder, stating: “Their support brings institutional strength, credibility and long-term alignment as we execute on our strategy to become a near-term copper and gold producer in Central Queensland.”

Brownfield Infrastructure and Regional Strategy Strengthen Development Case

QCMBTF said the Mt Chalmers project aligns strongly with its investment strategy focused on scalable, near-term critical minerals assets with strong development fundamentals.

The project benefits from a defined reserve base and brownfield infrastructure advantages, while QMines’ broader strategy includes centralising processing at Mt Chalmers and integrating satellite deposits such as Develin Creek and Mt Mackenzie to create a regional production hub.

QCMBTF Fund Manager Joshua Risson said: “Mt Chalmers’ defined reserve base, brownfield infrastructure advantages and clear pathway to production aligns with QCMBTF’s strategy of targeting scalable, near-term critical minerals assets with strong development fundamentals.”

He added: “By centralising processing at Mt Chalmers and integrating satellite deposits, QMines’ regional growth strategy offers attractive operational synergies, blending flexibility and extended mine life potential.”

Strategic Importance for Critical Minerals Supply Chains

Risson also highlighted the project’s role in supporting Queensland’s position in global critical minerals supply chains.

He said: “QCMBTF remains committed to backing commercial robust projects such as QMines’ that position Queensland as a trusted supplier in global critical mineral supply chains.”

As demand for copper continues to grow across electrification, renewable energy infrastructure, battery manufacturing, and industrial decarbonisation, projects like Mt Chalmers are becoming increasingly important for strengthening domestic and international supply resilience.

Mt Chalmers Reserve Base Supports Long-Term Production Outlook

The Mt Chalmers project currently holds total Ore Reserves of 9.6 million tonnes at 0.65% copper, 0.48 g/t gold, 0.27% zinc, and 5.2 g/t silver.

The broader Mt Chalmers Mineral Resource Estimate totals 11.3 million tonnes, while additional resources at Develin Creek, Woods Shaft, and Mt Mackenzie support QMines’ strategy to establish a regional processing hub in Central Queensland.

QMines said the transaction materially de-risks the pathway to development and allows management to focus on execution rather than near-term capital raising.

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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

The post Heath Goldfields Ltd : The Importance of Indigenous Mining appeared first on Mining Outlook.

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.

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