Tahmoor Coal Mine Acquisition Secures Future Operations

Golden Energy and Resources (GEAR) and M Resources have completed the acquisition of Tahmoor Colliery, marking a significant investment in Australia’s metallurgical coal industry and the Illawarra region.

Under the transaction, GEAR holds a 70 per cent interest in the operation, while M Resources owns the remaining 30 per cent.

Following completion, GM3 has assumed responsibility for operating Tahmoor Mine and is progressing preparations to restart longwall mining later in 2026.

The acquisition is intended to provide greater operational certainty for the mine’s workforce and surrounding communities while supporting the continued supply of metallurgical coal to Australia’s steelmaking industry.

Located at Bargo, approximately 95 kilometres south-west of Sydney, Tahmoor has operated since 1979 and primarily produces coal used in steel production.

Longwall Mining Restart and Production Targets

At full production, Tahmoor is expected to produce up to 2 million tonnes of metallurgical coal annually, including supplies to the Port Kembla Steelworks.

Recruitment and onboarding activities are already underway as preparations for the operational restart gather pace.

The workforce is expected to increase to more than 580 employees as the mine works towards its targeted return to full production in December 2026.

Matt Latimore, Founder and President of M Resources, said: “This transaction builds on our record of investment in the Illawarra region and our confidence in the future of NSW metallurgical coal.”

“More importantly, it strengthens our commitment to Australian steelmaking, with Tahmoor supplying the Port Kembla Steelworks.”

The planned restart would restore a significant source of metallurgical coal production while supporting skilled mining employment in the region.

Expanding Metallurgical Coal Operations in New South Wales

Tahmoor will join GEAR and M Resources’ existing steelmaking coal interests across the Wollondilly and Illawarra regions.

GM3, which already owns and operates the Appin and Dendrobium mines, will manage Tahmoor on behalf of the joint owners.

The arrangement brings Tahmoor under an established regional mining operator, with the consortium planning to apply its existing operational and community engagement approach to the acquired asset.

Mark Zhou, Director of Golden Energy and Resources, said: “Through GM3, M Resources and GEAR have worked closely with the community and workforce to improve the sustainability and performance of Illawarra Coal Holdings.”

“We will bring that same partnership-focused approach to Tahmoor. As operations ramp up, we want to support long-term employment, create further job opportunities and provide greater certainty for the workers and families who rely on the mine, while contributing to the wider community.”

Supporting Australian Steelmaking and Regional Employment

The acquisition strengthens the consortium’s position in New South Wales’ metallurgical coal sector, with Tahmoor’s production intended to support domestic steelmaking supply chains.

Beyond restoring coal output, the owners have emphasised the importance of workforce stability, responsible operations and long-term relationships with regulators and local communities.

Zhou added: “We are here for the long term. We look forward to working constructively with our employees, regulators and the local community to operate Tahmoor safely and responsibly and to build partnerships that can endure for decades.”

With ownership transferred and recruitment underway, the immediate priority is preparing Tahmoor for the restart of longwall operations and its targeted return to full production by December 2026.

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SUPPORTING GHANA’S MINING FUTURE

Beneath Africa’s sweeping landscapes lies extraordinary geological wealth, including some of the world’s largest and most productive gold deposits.

Across the continent, large-scale mining operations produce substantial volumes of gold each year, making Africa an important contributor to the global gold supply.

On the continent’s western coast, Ghana is Africa’s largest gold producer. Its mineral-rich terrain supports both underground and open-pit mining operations, and in 2025, Ghana ranked as the sixth-largest gold-producing country globally.

Yet, gold’s importance to Ghana extends far beyond its economic contribution.

Woven into the country’s cultural identity, particularly that of the Ashanti people, gold has symbolised wealth, status, and prosperity for centuries. This enduring connection reflects the important role gold has played throughout Ghana’s history and its continued significance to the country today.

Indeed, Ghana’s position amongst the world’s largest gold-producing countries reflects a rich mining history spanning centuries, including the longstanding knowledge, craftsmanship, and cultural traditions of the Ashanti people.

Beyond its mineral riches, Africa’s gold mining industry makes an important economic contribution, creating employment, attracting investment, supporting infrastructure development, and contributing to local communities, whilst strengthening the continent’s role in the global gold market.

Today, Ghana’s gold mining industry operates at multiple scales, from large commercial mines to smaller artisanal operations.

Collectively, the sector supports employment, investment, infrastructure development, and local economic activity, reinforcing gold’s long-standing importance to the country’s development.

Within this established mining industry, Galiano Gold operates its flagship asset, the Asanko Gold Mine (AGM). Located within the Asankrangwa Gold Belt in Ghana’s Kumasi Basin, the AGM hosts a number of orogenic gold deposits.

Stretching approximately 200 kilometres (km) long and 20 km wide, the belt itself hosts numerous significant gold deposits and occurrences, highlighting both its established mineral wealth and considerable exploration potential.

Within this comparatively underexplored region of Central Ghana, the AGM encompasses an extensive land package, covering approximately 476 square km. Through its established operations and ongoing investment in exploration and development, Galiano Gold continues to contribute to Ghana’s well-established gold mining industry.

The AGM is a multi-deposit complex comprising several deposits, including Abore, Esaase, Nkran, and Miradani North, along with a number of satellite deposits. The operation is supported by a central processing plant with an annual capacity of 5.8 million tonnes.

Since entering commercial production in 2016, the AGM has produced approximately two million ounces (oz) of gold.

“Today, Galiano Gold’s principal mining areas are Abore, Esaase, and Nkran, and we process ore through our centrally located processing facility,” introduces Michael Cardinaels, COO of Galiano Gold.

“From an operational perspective, one of the strengths of the AGM is the infrastructure and team we already have in place. We have a very experienced workforce that is almost entirely Ghanaian, with a lot of knowledge of the operation built up over many years,” he continues.

In terms of technology, Galiano Gold takes a practical approach, focusing on where technology can improve safety, productivity, equipment management, and the reliability and performance of the processing plant. For example, three radars are used to actively scan pit walls to monitor geotechnical stability.

“For me, the focus is on ensuring we operate the AGM safely and efficiently, deliver the mine plan, and continue improving the operation as we prepare for the next phase of mining,” explains Cardinaels.

GHANA’S GOLD MINING LEGACY

In 2025, Ghana ranked as the world’s sixth-largest gold-producing country and the largest in Africa, reflecting its long-established gold mining industry.

For more than a decade, the AGM has contributed to this established industry, generating employment, developing local skills, creating commercial opportunities, and supporting economic activity in Ghana.

The AGM is now entering its next phase of development. In the near term, production is expected to benefit as mining progresses to the lower elevations of the Abore pit, where higher-grade ore is anticipated. At the same time, Galiano continues to invest across the operation to support its longer-term production profile.

The mine’s impact, however, extends far beyond the gold recovered from the ground. With Ghanaian nationals comprising 99.9 percent of its workforce, the AGM has built a highly experienced local team with strong operational and technical capabilities.

In 2025, more than 3,500 people worked across the AGM and its business partner network, bringing the experience and capability needed to keep the operation running safely and efficiently each day.

“I believe that one of the important things about the AGM is what has been built around the mine over that time. We have an established processing plant and infrastructure, an experienced Ghanaian operating team, and long-standing relationships with the business partners and suppliers that support the operation,” Cardinaels tells us.

Alongside employment and commercial activity, the AGM makes a direct financial contribution to Ghana through taxes, royalties, and other statutory payments, extending the economic contribution of the operation beyond employment and local procurement.

“Since 2016, the mine has contributed hundreds of millions of dollars to the Government of Ghana through these payments, and we expect that support to continue to grow as the operation develops,” says Cardinaels.

The AGM also supports an extensive network of Ghanaian companies that supply the materials, equipment, expertise, and services required to operate a large-scale mine. This local supply chain creates opportunities for Ghanaian businesses whilst strengthening domestic mining capabilities.

“When I think about the AGM’s significance within Ghana, it is not just the gold we produce; it is also the operating capability, employment, skills, and local supply chain that have developed around the mine over many years,” notes Cardinaels.

The AGM’s contribution also extends across the 35 communities surrounding the mine. Through sustained engagement and investment, the AGM supports initiatives spanning education, healthcare, water and sanitation, infrastructure, skills development, and livelihood support.

Together, these programmes are designed to build local capacity and create lasting opportunities that extend beyond the life of the operation.

“For us, community investment is part of the broader relationship we have built with our partner communities and reflects the role the AGM plays beyond the operation itself,” he emphasises.

RESPONSIBLE MINING, RESILIENT COMMUNITIES

For Galiano Gold, responsible mining means balancing operational performance with careful environmental stewardship and meaningful community development.

At the AGM, sustainability is integrated throughout the operation, informing decisions from mine planning and mining operations to mineral processing, land rehabilitation, and eventual closure.

Environmental management forms an integral part of the mine’s daily activities, providing a structured approach to managing environmental impacts and supporting compliance with applicable regulatory requirements.

“We have an Environmental Management System covering our operations at the AGM, which provides the framework for managing areas such as water, waste, tailings, rehabilitation, and other environmental risks,” Cardinaels says.

“Operationally, the key is building environmental considerations into mine planning and day-to-day decision-making. Whether we are mining, processing, managing water or tailings, or rehabilitating disturbed areas, those requirements have to be considered alongside safety and operating performance.”

Galiano Gold uses defined environmental targets and ongoing performance monitoring to identify potential issues and continually strengthen its practices. In addition, the company is progressing towards ISO 14001 certification for its Environmental Management System.

This approach extends beyond the boundaries of the mine. Galiano Gold works closely with its environmental specialists, regulatory authorities, and neighbouring communities to understand and manage the environmental impacts associated with its activities.

“We work closely with our environmental team and the Ghana Environmental Protection Authority (EPA), as well as our host communities, particularly on areas such as water management, rehabilitation, and other activities that can have an impact beyond the mine site.

“For me, responsible mining means making environmental management part of the operation rather than treating it as a separate activity. It needs to be considered from the way we plan and operate the mine today through to rehabilitation and ultimately closure,” Cardinaels observes.

However, Galiano Gold’s sustainability approach is not limited to environmental stewardship. The company also recognises its responsibility to support the people and communities surrounding the AGM, with a focus on creating opportunities that can extend beyond the life of the mine.

Central to this commitment is developing Ghanaian talent. By prioritising local employment, practical training, and long-term career development, the company is building a skilled workforce that can support both the AGM and Ghana’s wider mining industry.

As one of the area’s major employers, the AGM also provides pathways for people to develop their skills and progress into increasingly skilled roles across the operation.

“Having local capability is very important because we need people with the skills and experience to operate and maintain the mine, and we also need to keep developing the next generation of people who can move into more skilled roles over time.

“That is why we put a lot of emphasis on training and development. We have graduate training, apprenticeship, and vocational programmes, and we work with our business partners to give young people from our host communities practical experience in the industry. Since 2016, around 700 people have participated in our vocational training programmes,” details Cardinaels.

Galiano Gold’s relationship with its host communities extends far beyond employment. Regular engagement enables the company to better understand local priorities and direct its investment towards initiatives that respond to identified community needs.

Its Five-Year Socio-Economic Development Plan encompasses 35 communities and supports projects across education, skills development, agriculture, healthcare, water and sanitation, and local enterprise.

By investing across these interconnected areas, the plan is intended to build local capacity, support more diverse livelihoods, and expand economic opportunities beyond those directly associated with the mine.

“We currently support 31 STEM tertiary scholarships and continue to invest in community infrastructure and livelihood programmes,” says Cardinaels.

“The connection between the operation and communities around us is very important. We want local people to have the skills and opportunities to participate in the mine, whether directly with the AGM, through our business partners, or via other organisations that support the operation. At the same time, we want to support opportunities and livelihoods that don’t depend solely on mining.”

FORGED FROM EXPERIENCE

Cardinaels’ leadership at Galiano Gold is grounded in a career spent close to the operational realities of mining.

From working underground in Australia to managing complex African operations, each stage of his journey has deepened his technical knowledge, broadened his operational experience, and shaped his practical, people-focused approach to leadership.

Cardinaels’ path into the industry began at The University of Queensland, where he completed a Bachelor of Engineering in Mining. During his first year, he initially considered pursuing chemical, mechanical, or materials engineering, but an introduction to mining showed him a discipline that combines technical problem-solving with tangible, real-world outcomes.

“Once I learnt about mining, I knew that was the path for me. It is a very tangible industry – you can see the direct link between technical decisions and what happens in the field. I was drawn by the challenge of solving complex operational problems in real environments.

“I began at the operational end of the industry in underground gold mining in Queensland, working as an operator. That early experience was important because it gave me a practical appreciation for safety, production discipline, teamwork, and the realities of running a mine day to day, which can be very different from what you learn at university,” recalls Cardinaels.

Working underground gave Cardinaels an immediate understanding of the physical demands, operational pressures, and teamwork required to run a mine safely. Rather than observing operations solely through plans and calculations, he experienced firsthand how decisions made by engineers and managers affect the people carrying them out in the field.

Over the following decade, Cardinaels progressed through technical services, mine planning, contractor, and owner-operator roles across Australia, primarily within the open-cut coal sector. This varied experience enabled him to develop a broad understanding of the mining lifecycle, from planning and budgeting to operational execution and continuous improvement.

In 2011, Cardinaels’ career took him to Africa, marking a new chapter in his professional journey. Working across a range of operating environments exposed him to different cultures, operating conditions, and leadership challenges, broadening his perspective on what is required to build capable teams and deliver consistent results.

“It brought a whole new set of challenges and gave me the opportunity to grow as an engineer, leader, and person. I spent over five years at a copper mine in the Democratic Republic of the Congo (DR Congo). After that, I took that hard-earned experience and knowledge and went to Côte d’Ivoire to further my career and knowledge with another new experience of starting up a greenfield gold operation, where I later served as the general manager.”

Cardinaels’ time in the DR Congo strengthened his ability to navigate complex operational environments, whilst the greenfield development in Côte d’Ivoire presented the distinct challenge of helping develop a new gold mine from the ground up.

Together, these experiences required technical expertise, adaptability, cultural awareness, and the ability to bring teams together around shared operational objectives.

One of the most demanding periods of Cardinaels’ career came during the COVID-19 pandemic when international travel restrictions meant he remained at the mine site for five months. Far from home, he and the leadership team faced the dual responsibility of protecting the workforce and maintaining a safe, reliable operation.

“It was an uncertain time for everyone – people worried about their families, travel restrictions changed constantly, and we had to keep the operation running whilst protecting our workforce. It was a totally new challenge, with problems to solve that I had never faced before.

“As a leadership team, we focused heavily on communication, calm decision-making, and maintaining morale. We put practical controls in place, kept people informed, and made sure the team felt supported. Despite the uncertainty, the site not only continued operating safely, but we thrived, and by maintaining strong morale we went on to break records in both safety and production,” he recalls.

The experience reinforced the importance of leadership when established routines are disrupted and teams are required to adapt to rapidly changing circumstances. In that environment, clear communication, visible support, and consistent decision-making became as important as technical knowledge, helping the workforce navigate uncertainty whilst continuing to operate safely and effectively.

“I learnt that a lot of what made us successful during that time and the problems we solved really had nothing to do with mining. The fundamental core of engineering is problem-solving, and that never changes no matter what role you are in, even as you progress through your career and tend to get further from your original discipline, but you never stop learning,” outlines Cardinaels.

Forged through underground operations, open-cut mines, greenfield development, and periods of unprecedented disruption, Cardinaels’ leadership philosophy is rooted in experience. Each challenge has reinforced the importance of building capable teams, investing in people, setting clear expectations, and remaining composed when conditions change.

Today, those lessons guide his approach at Galiano Gold, where safety, operational discipline, continuous improvement, and collective responsibility remain central to delivering consistent results.

DIGGING DEEPER, AIMING HIGHER

Galiano Gold is laying the foundations for its next phase of growth, combining the continued development of the AGM with a disciplined approach to longer-term growth opportunities.

Across its Ghanaian portfolio, the company is advancing several deposits focused on accessing higher-grade ore, extending the AGM’s productive life and making effective use of its established processing infrastructure. Central to these plans is Nkran Cut 3.

“We are advancing the pre-stripping to open up the next phase of the Nkran orebody. It is a significant mining programme – effectively three years of pre-stripping – and the work we are doing now is critical to accessing the higher-grade ore and supporting the future mine plan,” Cardinaels reports.

The programme will progressively remove the substantial volume of material overlying the orebody, providing access to higher-grade ore expected to become an increasingly important part of the AGM’s production profile. Its scale requires disciplined planning, dependable equipment and close coordination across the mine’s operational teams.

Beyond the next stage of open-pit mining, Nkran also has longer-term underground potential. Alongside Nkran Cut 3, Galiano Gold is advancing opportunities at Esaase and Abore.

“At Esaase, the expanded drilling programme is focused on resource conversion and increasing the open-pit mineral reserve, which could provide additional ore for future mine plans. Elsewhere, we are evaluating the mineralisation below the existing open pit at Abore and the potential for underground development, including planning and permitting for an exploration adit.”

Together, these deposits could provide additional ore sources, increase flexibility within the mine plan and support the AGM’s longer-term production profile.

One of the AGM’s principal advantages is its established operational platform. The centrally located processing plant can receive ore from multiple deposits and was enhanced by the addition of a secondary crushing circuit in late 2025.

“We already have the processing plant and much of the infrastructure in place, so the opportunity is to develop additional sources of ore, sequence them effectively through the mine plan, and make the best use of the infrastructure we already have.”

Realising this potential will require disciplined execution whilst maintaining reliable day-to-day production.

“We need to continue delivering from our existing mining areas and maintain reliable performance through the processing plant. That means staying disciplined around mine planning and sequencing, equipment availability, maintenance and plant performance, and working closely with our teams and business partners to keep the operation running consistently.”

Safety remains fundamental throughout this work. Cardinaels’ immediate priorities are to execute the mine plan, advance Nkran Cut 3, maintain reliable mining and processing performance, and continue advancing opportunities at Esaase and Abore for potential inclusion in future mine plans.

Underpinning every stage of this work are the people who translate the mine plan into safe and reliable operations. The AGM has operated for more than a decade, during which time Galiano Gold has assembled a highly experienced Ghanaian workforce and built long-standing relationships with the contractors, suppliers, and communities surrounding the mine.

“Mining is very much a team effort. Every day, people across mining, processing, maintenance, technical services, and many other areas work together to keep the operation running safely and reliably. Our business partners are an important part of that as well.

“We have a lot of work ahead of us as we move into the next phase of the AGM, but we also have a strong operating foundation from which to build. From my perspective, the focus is on continuing to develop our people, improving how we operate, and making sure we execute well on the opportunities in front of us,” Cardinaels concludes.

GALIANO GOLD PARTNERS

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A BLUEPRINT FOR SUSTAINABLE, LOCALISED MINING

Asante Gold (Asante) is a gold production, exploration, and development company with a high-quality portfolio of mines and projects in Ghana. 

The West African country stands approximately 600 kilometres (km) north of the equator on the Gulf of Guinea, bordered by Burkina Faso to the north, Ivory Coast to the west, and Togo to the east. Ghana is the largest and safest gold producer in Africa, ahead of South Africa, and ranks among the top producers globally.  

The mining sector is the backbone of the Ghanaian economy, contributing over one-third of total export revenues and attracting more than half of the country’s foreign direct investment (FDI). 

Today, Asante is focused on operating, developing, and managing gold mines and projects, including the Bibiani Gold Mine (Bibiani), Chirano Gold Mine (Chirano), and Kubi development project located on the prolific Bibiani and Ashanti Gold Belts. 

Moreover, Asante is rapidly positioning itself as a dominant force in West Africa’s mining sector, leveraging a highly localised strategy to transform a portfolio of historical assets into modern engines of wealth along Ghana’s premier gold belts.  

Headquartered in Vancouver, Canada, but fundamentally rooted within the communities it impacts, the dual-listed enterprise has seamlessly transitioned its operational scope from an exploration junior into an aggressively expanding mid-tier producer with a multi-asset footprint across 80 prospective km. 

TURNAROUND STRATEGY 

Asante’s most modern chapter in its story began in earnest in 2021 when it executed a series of bold acquisitions, targeting historic assets on the Sefwi-Bibiani and Ashanti gold belts.  

By breathing new life into these dormant projects, Asante bypassed the lengthy lead times typical of greenfield operations. Today, its solid operational backbone relies on two highly productive, interlocking flagship mines. 

Bibiani features a robust nine-year Life of Mine (LOM) and is host to an estimated 2.06 million ounces (oz) of Measured and Indicated (M&I) resources alongside 1.53 million oz of proven and probable reserves. Chirano, which adjoins Bibiani, encompasses a multi-deposit open-pit and underground mining complex and a seven-year LOM, housing 2.53 million oz of M&I resources and 1.30 million oz of reserves. 

Meanwhile, beyond its producing engines, Asante is advancing the Kubi Gold Project on the main section of the Ashanti Gold Belt, while managing a high-potential greenfield exploration pipeline that includes the Keyhole, Fahiakoba, and Betenase prospects, all adjoining or along strike of major gold mines near the centre of Ghana’s Golden Triangle. 

OPERATIONAL SCALE AND FINANCIAL VELOCITY 

The successful ongoing strategic consolidation of these assets has triggered explosive financial and operational growth for Asante. Furthermore, the company’s latest mid-year data reveals an upward curve of scaling at rapid velocity, driven by enhanced throughput and operational efficiencies at both main mine sites. 

During the first half of 2026, Asante produced 117,076 gold equivalent oz, representing a sharp 46.1 percent increase year-over-year. This operational surge, coupled with favourable gold pricing, has sent revenues skyrocketing, fuelling overall ambitions across the board and promising no end to the company’s success. 

Looking ahead, Asante’s management has set an aggressive full-year production guidance of 275,000 to 300,000 oz, further reinforcing that its upward scaling trend is far from over. 

SAFE AND RESPONSIBLE 

Safety is one of Asante’s core values, and to strengthen and embed this commitment across its operations, the company has introduced the Asante Safety and Value Awards. 

These awards celebrate individuals and teams who demonstrate an outstanding commitment to Asante’s core values. By recognising their efforts, the company reinforces its belief that everyone has a role to play in keeping workplaces safe. 

Across every facet of Asante, safety is part of how people work every day, everywhere. The company remains committed to responsible mining, which means operating profitably whilst upholding clear principles that guide the business. These principles include working safely, practising environmental stewardship, and treating colleagues, communities, and stakeholders with dignity and respect. 

Asante believes transparent, sustainable practices and good corporate citizenship are central to the long-term success of its business, and it seeks to build enduring relationships with local communities and stakeholders, whilst addressing shared social challenges through meaningful partnerships. 

Through this approach, Asante aims to create lasting value for all stakeholders. 

SUSTAINABLE LOCALISED MINING  

Today, what truly distinguishes Asante from its global peers is the company’s strict adherence to a localised operating model.  

Built on a foundation of international benchmarks – including the IFC Performance Standards and ICMM Mining principles – the company operates with deep domestic roots. 

Additionally, out of a total workforce of roughly 1,500 people, more than 99 percent are Ghanaian nationals. This resolute focus on local inclusion extends beyond employment to environmental and social stewardship and care for its local communities. 

In this way, Asante has also committed to a 10-year reforestation initiative across 800 hectares of the Tano-Suraw Forest, whilst simultaneously funding community infrastructure and educational scholarships through the Chirano Sefwiman Foundation. 

By combining its financial success directly with the environmental and socio-economic health of its host nation, Asante is proving that the future of mid-tier mining lies in deep, local partnership and that it is bright for all involved. 

The post Asante Gold : A Blueprint for Sustainable, Localised Mining appeared first on Mining Outlook.

WORLD-CLASS MINING SERVICES ON AFRICAN SOIL

“We were founded in 1993 on a simple but, at the time, radical conviction: that Ghanaians could build and run world-class mining services on African soil.”

This powerful determination, as voiced by Kofi Peter Amponsah-Mensah, Chief Opportunities Executive at Pamicor Limited (Pamicor), demonstrates the admirable and steadfast foundation on which the company was built – a determination which still rings true today.

Pamicor is a wholly Ghanaian-owned company, fully compliant with Ghana’s local content regulations (L.I. 2431). It is headquartered in Accra, with operations in Ghana and Burkina Faso and a project track record that also extends to Guinea.

It began as a pioneer in civil and construction works and has since evolved into a leading Indigenous partner for complex underground mining services. Some of the company’s clients and partners include AngloGold Ashanti, Asante Gold, Endeavour Mining, Underground Mining Alliance, and Master Drilling.

“Our portfolio covers contract mining, raise boring and shaft sinking, production and exploration drilling, geotechnical and hydrogeological investigations, tailings storage facility (TSF) construction and management, water treatment, mining equipment leasing, and labour management,” expands Amponsah-Mensah.

The mining industry is currently going through one of the most exciting periods Amponsah-Mensah has ever seen in his career – particularly for indigenous operators in Ghana and West Africa.

Commodity fundamentals, especially for gold, have given mine owners the confidence to invest in development and expansion, and much of that growth is going underground. At the same time, the policy environment has shifted decisively.

“Ghana’s local content regulations and the Minerals Commission’s push for greater Indigenous participation across the value chain mean the question is no longer whether Ghanaians will run mining services, but how well they will run them,” Amponsah-Mensah states.

“The challenge is capacity – skills, equipment, capital, and safety systems – and that is where companies like Pamicor must step up. The opportunity is real, but only for those who prepared for it early.”

PROVIDING COMPLEX SERVICES

Amponsah-Mensah first began his career at the very bottom – at the production face, as a production hand – which fundamentally shaped everything he has experienced since.

“I worked my way up through technical operations and management. Along the way, I served as Group Manager for New Business Development and Strategic Planning, where I worked on mergers and acquisitions, and ultimately as General Manager of the Bibiani mine,” he informs.

Alongside founding and leading Pamicor, Amponsah-Mensah is Director of Nsoromma Resources, a Fellow of the West African Institute of Mining, Metallurgy, and Petroleum, and sits on the advisory board of the Accra Mining Network. Additionally, he has previously chaired the management board of CSIR-Water Research Institute and was Director of Asanko Gold.

“Over three decades, I have served on boards in mining, education, banking, and research – but I have never lost the perspective of the person at the face,” he cements.

Now, at Pamicor, Amponsah-Mensah uses his vast expertise to assist the company in developing its four main focus areas, namely contract mining, drilling, tailings, and water processing.

Specifically, contract mining is the company’s primary service, where it manages the full mining cycle for clients. In January 2026, it commenced an underground development mining contract with Asante Gold at Bibiani and took on full development mining of an underground decline for another partner mine.

“For drilling, we deliver underground development and long hole production drilling, as well as surface reverse circulation, diamond, and blast hole drilling. Through our strategic joint venture (JV) with Master Drilling, we offer turnkey raise boring and shaft sinking, combining a world-class fleet with full local-content compliance,” Amponsah-Mensah explains.

Additionally, Pamicor’s tailings service comprises constructing and maintaining compliant TSFs, with its Burkina Faso operation having recently handed over a reinforced-concrete TSF diversion channel at Endeavour Mining’s Houndé gold mine.

Furthermore, the company recognises that water management is central to responsible mining. Therefore, it operates a mine-site water treatment plant at AngloGold Ashanti’s Obuasi mine, supported by its specialist technology partner PROXA.

LEADING WITH INTENT

For Pamicor, what differentiates the company is its discipline and foresight.

“Discipline, because in mining, time is money and our clients cannot afford to wait. When a client needs us, we move on schedule safely and with speed,” Amponsah-Mensah emphasises.

“On a recent drilling contract, the clients asked for immediate mobilisation, and we had the rig and crew on-site before the definitive contract was even signed – and exceeded the meterage plan in the first days of operation.”

Foresight means preparing for where the industry is headed, not where it has been. Long before local content became a directive, the company was building the Indigenous capability it now demands. Pamicor formed its JV with Master Drilling to bring raise boring and shaft sinking technology into Ghanaian hands. Additionally, the company partnered with Sandvik to train its technicians.

Ultimately, foresight allows Pamicor to be ready; speed lets it deliver.

“Together, with 33 years of mining industry experience and a deep understanding of West African ground conditions, our discipline and foresight give us the focus and attention to detail planning to deliver safely; this is what sets Pamicor apart,” prides Amponsah-Mensah.

Further cementing the company’s steadfast reputation are several milestones it has recently accomplished.

Specifically, it commenced an underground development mining project with Asante Gold at Bibiani – a landmark contract for an Indigenous operator. The company also expanded its drilling footprint with a production drilling contract at a partner mine, showcasing its latest fleet acquisitions and geotechnical capabilities at the Minerals Commission’s Local Content Summit.

Additionally, Pamicor is actively building an ultra-modern rock testing laboratory in Kumasi.

“When complete, it will be the only ISO-certified laboratory of its kind in Ghana and one of only a few in West Africa. Today, many mines send rock samples abroad for testing, which adds costs and delays to mine design and ground support decisions. The Kumasi laboratory will put that capability on Ghanaian soil, giving mine owners faster, internationally credible results to support safer, better-engineered operations,” Amponsah-Mensah states.

SURPASSING EXPECTATIONS

To meet the sector’s evolving challenges whilst consistently surpassing client expectations, Pamicor prioritises its team’s skill sets.

Its technician training programme with Sandvik has developed a cadre of original equipment manufacturer (OEM)-trained Ghanaian technicians, and the company continuously invests in learning so its people can operate and maintain modern equipment safely. Equally, Pamicor looks beyond its own walls – having invited the Mining Engineering Department of the University of Mines and Technology to collaborate on innovation and help close the gap between academia and industry.

This year, Amponsah-Mensah was honoured with the opportunity to chair the AusIMM Tarkwa Student Chapter’s annual conference on building the workforce of the future.

“Mindset is also crucial. I want every person at Pamicor to own the outcome – the ‘NET’ mindset of No Excuses and Tomorrow. We give supervisors and crews the authority to solve problems at the face and hold everyone accountable for safety first,” he expands.

“Finally, there is care. Fair labour practices, respect, and recognition keep people motivated; when our people feel valued and capable, surpassing client expectations becomes the natural result.”

Pamicor’s values are exemplified through its commitment to the communities where it works. It runs corporate social responsibility (CSR) programmes in both Ghana and Burkina Faso, with two clear priorities: access to safe water and education. Clean water transforms health and daily life in host communities, and education provides the next generation the opportunity to build careers – including in mining.

The company’s support has ranged from water provision to refurbishing school facilities and providing a school canteen for young children.

“Mining must leave communities better than it found them,” Amponsah-Mensah closes emphatically.

“I would also like to thank our clients and partners – Asante Gold, AngloGold Ashanti, Endeavour Mining, Master Drilling, Sandvik, and Underground Mining Alliance – and above all, our people, who have carried Pamicor for 33 years.”

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Fortescue Demonstrates New Copper Processing Technology

Fortescue has reached a commercial milestone in the development of its Toowong Process, selling more than 40 tonnes of copper concentrate treated using its new arsenic removal technology.

The patented process uses low-temperature, low-pressure hydrometallurgical technology to separate arsenic from copper concentrate, addressing a longstanding challenge for the global copper mining industry.

Fortescue acquired the technology in 2022 and has spent four years developing and testing it at its demonstration plant in Brisbane, Australia.

Across seven testing campaigns and more than 3,000 operating hours, the process reduced arsenic concentrations to below 0.3 per cent while retaining more than 99.9 per cent of the copper.

The first 40 tonnes of treated concentrate contained less than 0.25 per cent arsenic, compared with feedstocks containing up to seven per cent.

The subsequent sale demonstrates the technology’s ability to produce marketable copper concentrate from material with high arsenic concentrations.

Unlocking High-Arsenic Copper Deposits

Arsenic contamination presents a significant challenge for copper producers, particularly as declining availability of cleaner ore bodies increases interest in more complex deposits.

High arsenic concentrations can make copper concentrates difficult to sell, with smelters either rejecting contaminated material or imposing financial penalties.

These restrictions can also affect mine planning, forcing operators to blend, treat or exclude certain materials.

Fortescue believes the Toowong Process could improve concentrate saleability, expand mining inventories and enable more flexible production strategies.

“Technology and innovation are central to Fortescue’s future growth. We look for problems others see as barriers and work out how to solve them,” said Gus Pichot, Fortescue Growth and Energy CEO.

“In the early days of iron ore, Fortescue challenged the assumption that lower-grade deposits could not be developed competitively. The Toowong Process brings that same mindset to copper.”

Reducing Energy Consumption and Processing Emissions

Traditional arsenic removal methods often rely on roasting, an energy-intensive process that requires complex infrastructure and generates emissions and hazardous arsenic-bearing by-products.

Fortescue says its hydrometallurgical alternative offers comparable capital and operating costs while reducing energy consumption and emissions.

The process also captures arsenic in a stable, solid product rather than producing toxic water-soluble arsenic-bearing gases and dust.

“This technology has the potential to make high-arsenic deposits more economically viable, addressing major processing challenges and eliminating emissions at the same time,” Pichot said.

The company is continuing to optimise the technology and advance commercial engineering, with further reductions in capital and operating costs among its priorities.

Fortescue Tests Technology at Peru Copper Project

Fortescue is also evaluating the Toowong Process using concentrate from its Cañariaco Copper Project in Peru.

The company believes the technology could increase the proportion of marketable concentrate from the project, supporting the conversion of additional resources into mining inventory.

It could also enable a more flexible mine plan, reduce development costs and improve production potential over the asset’s operating life.

“This is a technology that Fortescue will consider using itself as we explore copper deposits globally. It could also be hugely important for the industry and our peers more broadly as well,” Pichot said.

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Hertha Metals Advances Commercial Iron Production

Hertha Metals has begun construction of Hertha Chalyx, its first commercial iron production facility, in Conroe, Texas.

The plant will have an annual production capacity of approximately 10,000 metric tonnes of steel-grade and magnet-grade high-purity iron combined.

Located alongside the company’s existing Pi100 pilot plant, Chalyx is expected to begin operations in late 2027, with magnet-grade high-purity iron production scheduled for early 2028.

The facility will use domestic iron ore, primarily from Minnesota’s Iron Range, and natural gas from Texas.

New Technology Targets Lower Costs and Emissions

Chalyx will use Hertha’s single-step process, which converts iron ore into liquid steel or high-purity iron within one furnace.

The technology can process different grades of iron ore, including lower-grade fines unsuitable for conventional blast furnaces and direct reduction plants.

According to Hertha, the process can reduce production costs by 25 per cent compared with traditional blast furnace methods, while cutting emissions by approximately 50 per cent using natural gas or up to 98 per cent using hydrogen.

Dr Laureen Meroueh, CEO and Founder of Hertha Metals, said: “Over the last two years, our team has worked relentlessly to prove the promise of our technology through production. With Chalyx, we take the next step: proving the business and demonstrating that our technology can deliver commercially.”

Strengthening US Critical Minerals Supply Chains

Chalyx will initially focus on producing high-purity iron for domestic rare earth magnet manufacturers.

Neodymium-iron-boron (NdFeB) magnets contain approximately 70 per cent high-purity iron by weight and are used in electric vehicles, wind turbines, data centres, robotics and defence systems.

Hertha estimates that China currently produces 94 per cent of the high-purity iron used in these magnets.

The company has already achieved 99.95 per cent purity at its Pi100 pilot plant and is undertaking supplier qualification with major US magnet manufacturers.

Hertha Plans Larger Steel Production Facility

Hertha has appointed CV Engineering as its engineering, procurement and construction management (EPCM) partner for Chalyx.

The company will oversee construction of the facility, drawing on experience delivering engineering and construction management services for major US steelmakers.

Chalyx will also produce iron and steel for trials with manufacturers, helping establish the operational and economic foundations for Hertha’s planned 500,000-metric-tonne-per-year steel mill.

The groundbreaking follows a USD$133.65 million Series A funding round, including a USD$65 million equity investment from the US government.

The project represents a step towards commercialising Hertha’s ironmaking technology while developing a domestic source of high-purity iron for critical manufacturing applications.

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Canada Nickel Advances Sustainable Mining Strategy

Canada Nickel Company has released its 2025 ESG Report, outlining progress in responsible mining, Indigenous partnerships and the development of its flagship Crawford Nickel Project in Ontario, Canada.

The report covers environmental, social, governance, health and safety, and economic performance between January and December 2025.

Although ESG reporting remains voluntary for the development-stage mining company, Canada Nickel continues to publish annual reports as part of its commitment to transparency and responsible project development.

The company is progressing Crawford towards a potential construction decision in 2027, with the project positioned to support demand for nickel from the electric vehicle and stainless steel industries.

Crawford Nickel Project Gains Strategic Recognition

Crawford was referred to Canada’s federal Major Projects Office in 2025, followed by its designation under Ontario’s One Project, One Process framework in January 2026.

Canada Nickel said these developments recognise the project’s strategic importance to Canada’s critical minerals supply chains and economic security.

Mark Selby, CEO of Canada Nickel, said: “2025 was a defining year for Canada Nickel as we continued to advance the Crawford Nickel Project towards a construction decision in 2027 while strengthening our commitment to responsible mining and long-term sustainability across the Timmins Nickel District.”

Indigenous Investment Supports Responsible Development

A major milestone in 2025 was the finalisation of a CAD$20 million equity investment from Taykwa Tagamou Nation.

According to Canada Nickel, this represented one of the largest direct investments by a First Nation in a Canadian critical minerals project at the time of signing.

The agreement also secured Taykwa Tagamou Nation a seat on Canada Nickel’s Board of Directors.

Additionally, the company entered into a contracting agreement with Matachewan First Nation, Mattagami First Nation and Flying Post First Nation through Wabun Tribal Council.

The agreement creates opportunities for Indigenous participation in infrastructure and construction activities associated with Crawford.

Selby said: “Developing Crawford in partnership with Indigenous Nations and local communities helps ensure that sustainability, environmental protection and project planning reflect local knowledge, priorities and values.”

Low-Carbon Nickel and Critical Minerals Supply Chains

Canada Nickel is pursuing processes designed to enable the production of net-zero carbon nickel, cobalt and iron products.

The company has applied to trademark NetZero Nickel, NetZero Cobalt and NetZero Iron in multiple jurisdictions as part of its wider sustainability ambitions.

These initiatives support its plans to establish a low-carbon critical minerals corridor in northeastern Ontario.

With a construction decision targeted for 2027, Canada Nickel is continuing to advance Crawford while strengthening Indigenous partnerships and developing its approach to responsible mineral production.

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MINING CAPABILITY IN ACTION

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

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

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

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

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

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

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

LEADERS IN INNOVATIVE SOLUTIONS

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

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

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

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

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

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

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

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

A REPUTATION FOR EXCELLENCE

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

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

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

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

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

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

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

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

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

CREATING SUSTAINABLE GROWTH

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

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

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

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

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

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

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

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

RICHGLEN MAINTENANCE SERVICES PARTNER

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DRILLING FOR GROWTH

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

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

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

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

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

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

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

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

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

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

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

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

CHALLENGING THE STATUS QUO

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

CURATING A SAFETY ENVIRONMENT

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

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

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

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

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

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

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

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

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

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

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

SETTING THE BENCHMARK

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

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

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

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

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

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

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

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

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

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EMBODYING THE TIMELESS TRADITION OF THE GOLDFIELDS

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

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

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

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

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

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

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

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

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

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

JOURNEY OF GROWTH

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

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

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

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

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

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

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

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

RESPONSIBLE OPERATIONS

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

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

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

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

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

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

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

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

ENVIRONMENTAL GUARDIANS

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

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

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

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

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

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

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

DRIVING SOCIAL VALUE

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

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

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

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

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

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

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

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

STRONG AND LASTING RELATIONSHIPS

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

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

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

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

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

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

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

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Zoomlion Reports Strong Growth in Mining Equipment

Chinese equipment manufacturer Zoomlion has reported a significant increase in its mining machinery business, with year-on-year growth exceeding 57.20 per cent during the first six months of 2026.

The company is expanding its mining equipment portfolio and international operations, with a particular focus on electrification, automation and reducing operating costs for mine operators.

Zoomlion’s mining machinery range covers excavation, loading, haulage, crushing and screening, supporting operations across different stages of the mining process.

Its flagship equipment includes the ZE4000G, a 400-tonne mining excavator, and the ZTE520 hybrid electric-drive mining truck, which has a rated payload capacity of 300 tonnes.

Alongside its mining business growth, Zoomlion reported international revenue of RMB 15.535 billion during the first half of 2026, an increase of 12.45 per cent compared with the same period a year earlier.

International operations accounted for 57.25 per cent of total company revenue, up 1.67 percentage points year on year.

Electrified Mining Trucks Target Lower Operating Costs

Electrification is a central part of Zoomlion’s strategy to improve mining equipment efficiency and reduce operating expenditure.

The company is developing battery-electric and hybrid machinery designed to reduce fuel consumption while maintaining the performance required for large-scale mining operations.

According to Zoomlion, its hybrid mining trucks can reduce fuel consumption by up to 40 per cent.

Its 100-tonne-class battery-electric mining trucks have also completed more than 8,000 hours of stable operation.

Wu Yuanfeng, Deputy General Manager of Zoomlion Mining Machinery, said: “We calculate operating costs across the full equipment lifecycle so customers can see the economic benefit.

“Our pure-electric products can cut costs by more than 50%, and hybrid models can improve profitability by 15% or more, helping mines move toward more efficient, higher-quality operations.”

The company said its equipment development process incorporates operational feedback from working mines.

During a previously reported six-month period, Zoomlion research teams visited approximately 150 mines worldwide, identifying and addressing more than 50 technical challenges.

The findings were subsequently incorporated into product development to improve equipment performance under real operating conditions.

Autonomous Mining Technology Improves Fleet Productivity

Zoomlion is also expanding its use of automation and digital technologies across mining operations.

Its portfolio includes autonomous haulage trucks, remotely operated excavators and systems designed to coordinate mining fleets.

The ZT160HEV hybrid mining truck can support up to 18 hours of continuous autonomous operation, according to the company.

At a large open-pit metal mine in northern China, Zoomlion reported that its fleet coordination technology increased average daily trips per truck by more than 10 per cent.

The company is using these technologies to support more efficient equipment utilisation and improve productivity across mining operations.

By combining autonomous machinery with fleet management systems, Zoomlion aims to reduce operating costs and improve coordination between different types of mining equipment.

International Mining Equipment Deliveries Expand

Zoomlion is increasing its presence across international mining markets, with electrified machinery delivered to projects in Asia, South America and Africa.

Recent deliveries include equipment for coal mines in Indonesia, open-pit mining operations in Argentina and projects in Ecuador and several African countries.

The company’s international revenue growth reflects wider expansion across its construction, agricultural and mining machinery businesses.

Zoomlion reported that growth in South America, Europe, Southeast Asia, Africa and East Asia exceeded its overall international growth rate during the first half of 2026.

To support these markets, the manufacturer is strengthening its local production, distribution and aftersales service capabilities.

As of 30 June 2026, Zoomlion operated more than 30 primary business hubs, over 530 secondary and tertiary outlets, and more than 300 spare parts warehouses worldwide.

The company has also started production at its Hungarian aerial work platform factory and expanded its German facility into a multipurpose operational hub.

Digital Operations Support Global Service Network

Zoomlion is investing in digital systems to improve coordination between its international sales, service and operational teams.

Liu Jianqiang, Marketing Director and Deputy General Manager of Zoomlion’s Overseas Business, said: “Our overseas front-line operations and back-office teams are now digitally connected, enabling seamless 24-hour coordination.”

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FLS Wins Major Copper Processing Equipment Contract

Mining technology specialist FLS has received an order worth approximately DKK 360 million to supply crushing and grinding technologies for a copper mine expansion project in northern Chile.

The agreement covers major equipment for a new mineral processing concentrator, including a large-scale gyratory crusher, a semi-autogenous grinding (SAG) mill and three ball mills.

The contract was booked in the third quarter of 2026, with equipment installation and commissioning expected in late 2029 and early 2030.

FLS will also provide commissioning services and one year of operating spares as part of the agreement.

World’s Largest Gyratory Crusher Included in Supply

A central component of the order is a 1,600 x 3,300 TSUV gyratory crusher, which FLS describes as the world’s largest.

The crusher will be equipped with a 1,500-kilowatt motor and a self-aligning main shaft assembly, designed to support reliable operation in demanding mineral processing environments.

The TSUV design incorporates optimised operating speeds and digital monitoring technology to track equipment condition and performance.

According to FLS, these capabilities are intended to reduce wear, improve equipment availability and identify opportunities for operational optimisation.

Large gyratory crushers are used in primary crushing applications, preparing mined material for subsequent processing and grinding stages.

The inclusion of the TSUV crusher reflects the scale of the planned copper processing operation and its requirement for high-throughput equipment.

Chilean Project to Feature Record-Scale Grinding Mills

The grinding equipment package includes one 40-foot by 29-foot SAG mill and three 28-foot by 48-foot ball mills.

Together, the mills will have more than 90 megawatts of installed power.

FLS said the ball mills will be the largest installed in Chile, while the SAG mill will incorporate what the company describes as the world’s largest SAG mill trommel screen.

The mills will feature high-efficiency gearless mill drives, FLS Armor mill liners and the company’s latest-generation self-aligning main bearings.

These technologies are designed to support energy-efficient grinding, improve equipment reliability and reduce maintenance requirements.

Grinding represents a critical stage of copper mineral processing, preparing crushed ore for subsequent mineral recovery.

The equipment package is intended to support high-throughput operations while improving productivity and reducing the total cost of ownership over the equipment lifecycle.

FLS Works With EPC Contractor on Concentrator Design

FLS is working with the project’s engineering, procurement and construction (EPC) contractor to integrate its crushing and grinding technologies into the overall concentrator design.

The collaboration covers equipment interfaces, process flowsheet integration and delivery schedules.

This approach is intended to ensure that the equipment package aligns with the wider mineral processing operation and project execution requirements.

Qasim Abrahams, Products Business Line President at FLS, said: “This significant order reflects the trust placed in our proven crushing and grinding technologies. Working closely with our customer and the EPC contractor, we are bringing together our process expertise and equipment technologies to support reliable, energy-efficient performance and maximise productivity throughout the life of the operation.”

The contract also includes lifecycle support through commissioning services and an initial supply of operating spares.

Digital Monitoring and Energy Efficiency Support Mining Operations

Alongside the equipment supply, FLS is incorporating technologies intended to improve the operational performance of the crushing and grinding circuit.

Its TSUV gyratory crusher uses digital monitoring to provide information on equipment health and performance, supporting maintenance planning and operational adjustments.

The grinding mills will incorporate specialised liners and bearing systems designed to improve reliability and extend operating life.

FLS also offers advanced process control and digital technologies intended to support mineral processing efficiency, equipment uptime and productivity.

The Chilean order represents a significant equipment supply commitment for the company’s mineral processing business, with installation and commissioning scheduled over the 2029–2030 period.

The post FLS Secures DKK 360 Million Order for Chilean Copper Mine Expansion appeared first on Mining Outlook.

Northern Discovery Expands Copper Exploration Portfolio

Northern Discovery Metals has entered into an agreement with Orogen Royalties to acquire a 100 per cent interest in the Cibola copper-gold project in British Columbia, Canada.

The proposed acquisition will expand Northern Discovery’s exploration portfolio with a road-accessible property approximately 90 kilometres south-southwest of Houston, British Columbia.

Covering approximately 3,567 hectares, Cibola is located in a region containing porphyry copper-molybdenum deposits associated with the Bulkley and Babine intrusive suites, including the past-producing Huckleberry Mine.

The agreement, dated 7 October 2026, remains subject to Canadian Securities Exchange (CSE) approval and other closing conditions.

Historical Exploration Identifies Porphyry Copper-Gold Target

Previous exploration at Cibola has identified two principal areas of interest, known as the Main Zone and Gold Zone.

Much of the property is covered by glacial deposits, although historical geological and geophysical surveys have identified features consistent with a potential copper-gold-molybdenum porphyry system.

At the Main Zone, previous induced polarisation (IP) surveys identified a chargeability anomaly measuring approximately 2.0 kilometres by 1.4 kilometres, with readings exceeding 40 millivolts per volt.

These measurements describe the extent of the geophysical anomaly rather than a confirmed mineralised deposit.

Additional IP surveying in 2019, followed by airborne electromagnetic and magnetic surveys in 2025, provided further information supporting the geological interpretation.

Orogen’s assessment identified overlapping conductivity and magnetic anomalies, anomalous surface geochemistry and areas of historical shallow drilling.

The combined findings suggest the possible presence of intrusive bodies beneath an alteration blanket, providing a target for further exploration.

Historical percussion drilling at the Main Zone averaged approximately 60 metres in depth and intersected several anomalous intervals.

However, the interpreted deeper porphyry target remains insufficiently tested, according to Orogen.

Jared Suchan, Chief Executive Officer and Director of Northern Discovery Metals, said: “Cibola broadens our exploration portfolio with a road-accessible copper-gold-molybdenum target supported by several generations of geological and geophysical work.

“Our priority is to integrate the existing information and refine the geological interpretation so that subsequent exploration can test the target systematically.”

Acquisition Includes Staged Payments and Drilling Commitments

Under the agreement, Northern Discovery will pay Orogen a total of CAD$130,000 and issue 700,000 common shares through three staged payments.

The initial payment comprises CAD$30,000 and 100,000 shares at closing.

A further CAD$50,000 and 300,000 shares will become payable on the earlier of receiving a drilling permit or 31 July 2027.

The final CAD$50,000 and 300,000 shares will be payable on the earlier of six months after receipt of a drilling permit or 31 December 2027.

Orogen will retain a two per cent net smelter returns royalty, which Northern Discovery can reduce to 1.5 per cent through a CAD$5 million payment within the specified period following completion of a pre-feasibility or feasibility study.

The royalty also extends to additional mineral interests acquired within a one-kilometre area of interest.

The agreement includes a drilling-related obligation. If Northern Discovery has not completed 15,000 metres of drilling by 12 August 2030, annual payments of CAD$20,000 to the underlying optionors will begin and continue until the drilling threshold is achieved.

Further Exploration Required to Assess Mineral Potential

Northern Discovery intends to integrate existing geological and geophysical information to refine its exploration model before undertaking subsequent testing.

Although historical surveys have identified targets warranting further investigation, the company has not reported new sampling results, mineral resource estimates or mineral reserve estimates as part of the announcement.

The available data does not establish the presence of an economically viable mineral deposit, and the historical interpretations will require confirmation through additional exploration.

Completion of the acquisition remains conditional, with closing expected two business days after the relevant conditions are satisfied or waived, unless the parties agree otherwise.

Northern Discovery is also exploring for copper at its Vent Project on Vancouver Island, British Columbia, where it holds an option to acquire a 100 per cent interest.

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Glencore reaches key MARA milestone

Glencore has received RIGI approval for the MARA project in Argentina, marking a significant milestone in the development of the project.

The company said the RIGI provides the fiscal and regulatory certainty needed for investment on this scale.

Martín Pérez de Solay, CEO of Glencore Argentina, said: “RIGI approval is a significant milestone for MARA and a clear sign of confidence in Argentina’s long-term investment framework, helping to underpin the country’s ambition to be one of the world’s leading copper producers.

“The RIGI provides the fiscal and regulatory certainty needed to commit capital of this scale, and we thank the national authorities and the province of Catamarca for their constructive engagement throughout the process. Together with the restart of Alumbrera and our plans for El Pachón, Argentina represents a key pillar of Glencore’s copper growth, supporting our efforts to enable skilled employment, build local supply chains and deliver the copper the world requires.”

Alumbrera restart brought forward

The RIGI approval comes as Glencore continues work to restart the Alumbrera operation, with first production now expected in the second half of 2027.

This is earlier than the company’s original guidance of the first half of 2028.

The operation is currently providing work for close to 2,000 people, with most of the workforce coming from the province of Catamarca.

Glencore said the restart is designed to reduce ramp-up risk for the MARA concentrator and downstream logistics, while maintaining and retraining the workforce ahead of MARA’s first ore.

It will also keep critical infrastructure in operation that is ultimately expected to be shared with MARA, generating operational synergies.

MARA targets more than 200,000 tonnes of copper

The Agua Rica project, located in Catamarca, contains copper, gold, silver and molybdenum.

It has estimated measured and indicated mineral resources of approximately 1.2 billion tonnes of ore, with average grades of 0.47 per cent copper, 0.20 grams per tonne gold, 3.40 grams per tonne silver and 0.03 per cent molybdenum.

The project plans to use the Alumbrera processing facilities, located 35 kilometres from the Agua Rica pit, to process its ore, giving rise to the MARA project.

MARA has the potential to produce an average of more than 200,000 tonnes of copper in concentrate annually during its first 10 years of operation.

Alumbrera infrastructure to support MARA

The Alumbrera restart will play a role in preparing for the future MARA operation.

Glencore said it will maintain critical infrastructure expected to be shared with MARA, while supporting the concentrator and downstream logistics ahead of the project’s first ore.

The restart will also allow the company to maintain and retrain its workforce ahead of MARA production.

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Datamine Targets Mining Expenditure Compliance

Datamine has introduced Expenditure Watch 2.0, redesigning its expenditure compliance and reporting software to support mining and exploration companies operating across different jurisdictions.

Originally developed around expenditure reporting requirements in Western Australia, the latest version has been rebuilt as a web-based platform capable of supporting different jurisdictions and operating environments.

The system introduces multi-user access, centralised data management and portfolio-wide visibility of expenditure commitments, allowing exploration, tenure and finance teams to work from a shared view of compliance requirements.

“This launch marks an important step in expanding Expenditure Watch beyond its original desktop and jurisdictional scope,” said John Shippick, Vice President of Exploration at Datamine.

“The web-based platform supports our broader direction for connected exploration workflows by bringing expenditure information, exploration activity and tenure obligations together. This gives organisations a more consistent and scalable way to manage compliance across complex tenement portfolios.”

Platform Connects Exploration, Finance and Tenure Data

Expenditure Watch 2.0 connects accounting data with exploration activities and mineral title obligations within a single system.

Mining and exploration companies can use the platform to track required, actual and committed expenditure while monitoring the compliance status of individual tenements.

It also allows teams to forecast future expenditure requirements and prepare reporting information without relying as heavily on manual reconciliation between spreadsheets, accounting systems and tenement records.

Portfolio Visibility Highlights Tenements Requiring Attention

The platform provides land, tenure, exploration and finance teams with a shared view of expenditure commitments and reporting requirements across a company’s portfolio.

This is designed to help users identify tenements requiring attention, review how expenditure has been allocated and prepare for upcoming reporting deadlines.

Bringing this information into a centralised environment also provides mining companies with portfolio-wide visibility rather than requiring expenditure and compliance information to be managed separately across individual systems.

Web-Based Platform Supports Multiple Users

Moving Expenditure Watch from its original desktop environment to a web-based platform also allows multiple users and teams to access expenditure and compliance information.

The redesign is intended to provide a more scalable approach for mining and exploration businesses managing larger or increasingly complex mineral title portfolios.

It also expands the technology beyond its original Western Australian focus, allowing the platform to support expenditure compliance workflows across different jurisdictions and operating environments.

Datamine Expands Connected Exploration Portfolio

Expenditure Watch 2.0 forms part of Datamine’s wider portfolio of exploration technology.

The platform sits alongside Discover, Fusion, PA Explorer and LandTrack Systems, with Datamine developing connected workflows covering activities from field operations and exploration data through to mineral tenure and expenditure compliance.

By connecting financial, exploration and mineral title information, Expenditure Watch 2.0 is designed to provide mining companies with greater visibility of expenditure obligations throughout the lifecycle of their tenement portfolios.

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