REDEFINING GEOHAZARD INTELLIGENCE

Since we last spoke with the GroundProbe product team in August 2025, Australia’s mining landscape has continued to evolve under a mix of familiar pressures and emerging opportunities.  

“We’re seeing sustained focus on productivity and safety, alongside increasing scrutiny around risk management, workforce availability, and operational efficiency, particularly in open-pit and tailings environments,” opens Ben Moke, Senior Manager – GroundProbe.  

At the same time, there’s been a noticeable shift towards more proactive, data-driven decision-makers, with mining operators looking for monitoring solutions that not only detect risk but also integrate seamlessly into everyday workflows and long-term planning.  

Such an environment has highlighted the importance of reliable, high-quality data and systems that can operate consistently in complex environments.   

“This is why we’ve invested so heavily in our next generation of radar solutions and has reinforced why our focus has spanned safety-critical, critical, and long-term customer needs throughout their development,” Moke informs.   

Having recently launched its next-generation series radar – which is built end-to-end to work as a complete system – the GroundProbe team reflects on this significant achievement.  

“The launch marks the point at which many parallel development streams finally come together into a cohesive solution.  

“You’re not just seeing a new radar, or new software features, or a refreshed interface in isolation – it’s a fully integrated next‑generation monitoring platform,” he prides.  

CONNECTED WORKFLOW 

The GroundProbe next-generation series radar represents an important milestone for the company in that it’s not just an incremental refresh.  

Resisting the temptation to simply add features to its existing portfolio, the GroundProbe team stepped back and asked some fundamental questions when designing the new product.  

“We asked ourselves, where do geotechs lose time? What gets in the way of confident decision-making on-site? This launch is the result of answering such questions with a clean-slate mindset,” Moke insights. 

At a practical level, the launch brings a next-generation hardware platform together with MonitorIQ® next software and modern geotechnical workflows designed to feel intuitive rather than complex.  

As such, the experience from deployment through to interpretation and alarms is far more connected with the next-generation radar, with components that used to live in different tools, screens, or mental checklists now part of a single, coherent workflow.  

“Another reason this launch matters is the way it was shaped. It’s the product of a long‑term development programme grounded in real customer challenges, not theoretical ones.  

“We spent a lot of time listening to how people actually use the solution in the field and then engineering a product around that reality,” he reveals. 

This feedback loop influenced everything from physical design and power systems through to how alarms are set up, and data is visualised. 

“There’s also a philosophical shift behind the launch. We’ve always been known for precision and reliability, but this generation puts just as much emphasis on making life easier for the geotechnical teams,” Moke outlines.  

Faster setup, cleaner data, and fewer false alarms, for example, enable users to spend less time managing the tool and more time thinking about the slope and risk in front of them. 

“This launch is a significant milestone for Orica Digital Solutions because it isn’t just new technology for GroundProbe – it’s a step change in how monitoring solutions are delivered to the market.  

“We’re giving customers the confidence that they have the right tool – be it for tactical, operational needs or strategic planning – for their specific risk profile today and into the future,” he explains.

VOTE OF CONFIDENCE 

The new GroundProbe solution is about delivering clean, trusted data in complex mining environments whilst also making day-to-day monitoring faster and easier.  

This is delivered through polished data, quicker and lower-touch deployment, streamlined workflows, and a system that’s robust and efficient enough to run consistently without constant intervention.  

One of the things that genuinely sets this platform apart is that it isn’t a one‑size‑fits‑all radar, and each model in the portfolio is physically engineered for its specific monitoring role – an important distinction. 

“The capability is built into the technology itself, not achieved through software nuances. So, whether you’re dealing with safety‑critical, rapid‑failure risks or longer‑term, strategic slope monitoring, the radar is designed from the ground up to match that risk profile,” Kevin Greenwood, Senior Manager – Technology, clarifies.  

Another major differentiator is the continued use of GroundProbe’s trusted real aperture radar technology in its portfolio.  

In practical terms, this means data stays clean even in ‘noisy’ mining environments as the technology is not majorly affected by machinery movement or sidelobe interference, giving geotechnical teams a higher degree of confidence that collected data reflects real ground movement – not noise or artefacts. 

“This represents the culmination of years of learning from real‑world monitoring environments.  

“Every design decision was informed by how our customers actually use our solutions in both high‑risk and lower-risk conditions, not by what looks good on a specification sheet. 

“The result is a platform that delivers cleaner data, more reliable performance, and workflows that genuinely make life easier for geotechnical teams,” Greenwood surmises.

PROACTIVE, LONG-TERM APPROACH  

For its customers in the mining industry, the biggest benefit of the new GroundProbe technology is how naturally monitoring can now fit into everyday decision-making.  

The platform reduces the effort required to deploy, set up walls, and interact with the data, allowing geotechnical teams to focus more on understanding risk rather than managing technology.  

“When data is easier to access and clearer to interpret, decisions tend to be faster and more confident,” Greenwood details. 

The company’s next-generation radar is also responsible for a clear productivity lift, enabling teams to cover more ground with the same resources by saving time and reducing the overhead costs associated with setup, alarms, and system management.  

This kind of enhanced productivity has become increasingly important as operations become more complex and geotechnical teams are asked to manage a growing portfolio of tasks.  

Strategically, the next-generation platform will contribute to a more proactive, long-term approach to slope stability across the industry.  

“Better data, delivered with greater confidence, supports earlier intervention and more measured responses to movement – ultimately contributing to safer operations and more informed long‑term planning.” 

TRUST WHEN IT MATTERS MOST 

Looking ahead, Orica Digital Solutions’ priorities remain firmly centred on safety, innovation, and creating value for its customers.  

“We plan to continue investing in technological advances, software development, and energy efficiency whilst expanding our global customer support capabilities and value-added services under the Geotechnical Specialist Services banner,” Greenwood tells us.  

“The foundations laid during the development of this solution will play a key role in shaping that future,” he adds. 

These include modular architecture, in-house electronics, advanced diagnostic capability, and future-ready platforms intended to support faster integration of new features and sensors. 

Long-term, the company’s focus is on continuing to evolve its integrated monitoring ecosystem and ensuring its solutions remain aligned with the real challenges geotechnical teams face.  

Orica Digital Solutions’ latest GroundProbe launch is a clear reflection of who the company is, bringing together 25 years of industry knowledge, deep customer relationships, and a commitment to engineering solutions that work in the real world.  

The new generation of technology wasn’t driven by trends or specifications alone – but by a clear understanding of what customers need and value most.  

“From the earliest days, our focus has always been on delivering monitoring solutions that people can trust when it matters most,” reflects David Noon, Vice President – Geosolutions at Orica Digital Solutions and Founder of GroundProbe. 

“Our next-generation solutions are a natural evolution of this philosophy, built on more than two decades of experience, shaped by customer needs, and designed to meet the increasingly complex challenges faced by the mining industry today,” he confidently concludes.

The post Orica Digital Solutions : Redefining Geohazard Intelligence appeared first on Mining Outlook.

POWERING AUSTRALIA’S ENERGY FUTURE

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

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

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

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

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

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

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

THE ROAD TO NET ZERO

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

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

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

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

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

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

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

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

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

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

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

SCALE, PEOPLE, PARTNERSHIPS

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

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

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

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

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

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

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

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

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

GAME-CHANGING DEVELOPMENTS

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

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

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

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

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

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

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

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

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

FUTURE FOCUS

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

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

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

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

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

THE MINING VALUE CHAIN PARTNER

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

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

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

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

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

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

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

ONE PARTNER FOR EVERY CHALLENGE

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

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

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

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

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

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

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

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

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

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

A FORWARD-LOOKING MINDSET

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

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

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

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

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

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

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

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

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

INNOVATION AT THE CORE OF MINING SOFTWARE

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

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

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

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

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

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

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

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

STRENGTH THROUGH PARTNERSHIPS

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

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

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

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

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

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

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

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

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

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

A SUSTAINABLE AND SAFE FUTURE

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

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

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

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

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

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

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

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

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

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

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

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

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

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

TRANSFORMATIVE RESOURCES FROM ORE TO DOOR

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

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

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

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

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

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

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

EXPECT THE BEST 

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

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

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

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

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

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

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

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

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

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

STABILITY, HERITAGE, AND PURPOSE 

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

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

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

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

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

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

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

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

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

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

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

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

SUSTAINING COMMUNITIES AND CULTURES 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

RESILIENT AND SUSTAINABLE 

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

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

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

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

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

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

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

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

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

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

QUEENSLAND MAGNESIA PARTNER

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

GROUNDBREAKING RESILIENCE IN A ROCKY CLIMATE

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

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

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

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

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

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

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

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

A JOURNEY OF STRATEGIC INTEGRATION

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

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

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

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

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

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

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

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

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

NAVIGATING MARKET CHALLENGES

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

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

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

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

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

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

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

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

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

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

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

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

ENHANCING EFFICIENCY

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

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

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

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

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

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

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

OPERATIONS AND OPPORTUNITIES

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

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

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

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

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

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

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

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

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

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AVAILABILITY, UTILISATION, AND RATE DONE IN ALLIANCE

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

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

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

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

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

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

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

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

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

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

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

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

DELIVERING VALUE

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

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

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

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

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

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

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

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

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

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

SUPERIOR OUTCOMES

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

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

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

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

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

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

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

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

A FORMATIVE FUTURE

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

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

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

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

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

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

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

The post AURA Mining : Real People, Real Results, Real Advice appeared first on Mining Outlook.

COOPER FLUID SYSTEMS

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

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

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

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

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

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

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

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

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

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

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

CUSTOM-BUILT FACILITY

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

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

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

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

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

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

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

HYDRAULIC TEST BENCH

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

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

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

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

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

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

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

PEOPLE DEVELOPMENT

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

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

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

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

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

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

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

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

ELW PROJECT

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

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

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

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

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

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

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

HEALTH AND SAFETY

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

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

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

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

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

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

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

PROFITABLE GROWTH

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

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

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

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

COOPER FLUID SYSTEMS PARTNER

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SUPERIOR EFFICIENCY  

The new-generation PowerROC T25 surface drill rig sets a new standard for efficiency and ease of operation, featuring the latest PowerROC control system.  

“The new PowerROC T25 delivers enhanced performance along with superior efficiency. We are very excited to add this upgraded drill rig to the PowerROC family,” comments Sivakumar Devarajan, Senior Manager – Marketing for the Epiroc Surface Division. 

Designed to optimise performance whilst reducing fuel consumption, the intelligent system automatically adjusts engine speed to the most efficient level, ensuring power output always matches real-time drilling demands. 

All operational data is displayed on a 12-inch screen, creating a more intuitive user experience and aligning operation and data analysis with other PowerROC models, including the PowerROC T35 MKII and PowerROC T45 MKII. 

STEP-CHANGE IN ENGINEERING PROJECTS  

At the heart of the machine is the new cabin, representing a major step forward in operator comfort and productivity. The upgraded cabin delivers improved visibility, enhanced comfort and ergonomics, and reduced noise and vibration levels, helping to create a safer, more comfortable, and more productive working environment. 

The PowerROC T25 is powered by a new Volvo diesel engine delivering 129 kilowatts (173 horsepower), available in both Tier 3 and Tier 4 Final/Stage 5 versions. This dependable, high-performance engine provides the power required for construction and civil engineering projects, as well as small aggregate and limestone quarrying operations. 

To maximise versatility, the PowerROC T25 is available in both long-feed and short-feed versions, allowing operators to handle different drilling depths in a single pass. 

“The modular design of the new PowerROC T25 further simplifies maintenance and streamlines spare parts inventory.  

“At Epiroc, we are committed to continuously accelerating the transformation – and this new rig is an important step in that direction,” Devarajan adds.   

ABOUT EPIROC  

Headquartered in Stockholm, Sweden, Epiroc is a global productivity partner for mining and infrastructure customers, accelerating the transformation towards a sustainable society.  

With ground-breaking technology, the company develops and provides innovative and safe equipment, such as drill rigs, rock excavation and construction equipment, and tools for surface and underground applications.  

Epiroc also offers world-class service and other aftermarket support as well as solutions for automation, digitalisation, and electrification. 

The post Epiroc Enhances Performance with New PowerROC T25 appeared first on Mining Outlook.

STRONGER TOGETHER

The report captures a defining shift in how the continent’s mining sector is approaching growth – with sustainability, collaboration, and long-term value creation firmly at its core.

In line with this year’s theme ‘Stronger together: Progress through partnerships’, Mining Indaba 2026 moved decisively beyond dialogue, positioning collaboration as the central mechanism for delivering meaningful and measurable outcomes across the industry.

With more than 12,000 delegates in attendance, the event’s scale reflected rising global interest in Africa’s mineral potential.

Yet, as the report emphasises, the true significance lies not in the numbers, but in the depth and intent of engagement across stakeholders.

FROM CONVERSATION TO COORDINATED ACTION

A central takeaway from the report is the industry’s transition from high-level discussion to practical implementation.

Across ministerial forums, investment sessions, and technical dialogues, stakeholders demonstrated a shared commitment to turning ambition into delivery.

Mining is increasingly being positioned not as an isolated activity, but as a catalyst for broader economic transformation.

This requires alignment between governments, mining companies, investors, and communities – a theme that resonated strongly throughout the event.

Rather than relying on one-off agreements, the report highlights a growing emphasis on long-term partnerships grounded in trust, transparency, and shared responsibility. These relationships are essential to ensuring that mining projects deliver sustainable outcomes well beyond their operational lifespan.

SUSTAINABILITY AT THE CORE

The report underscores how sustainability has become fully embedded within the mining agenda.

Environmental, social, and governance (ESG) considerations are no longer treated as separate from business performance – they are fundamental to it.

From reducing emissions and improving energy efficiency to strengthening community engagement and responsible sourcing, mining companies are increasingly aligning operational strategies with global sustainability goals.

This integration is not only critical for meeting regulatory and societal expectations but also for enhancing efficiency and resilience.

The report also highlights a growing industry focus on achieving zero-waste and low-emission operations, particularly as demand for critical minerals accelerates in support of the global energy transition.

THE RISE OF ECOSYSTEM THINKING

One of the most significant insights from Investing in Mining Indaba 2026 is the shift from project-based approaches to ecosystem-driven development.

The report outlines how mining projects are being reimagined as anchor assets within broader industrial ecosystems.

When integrated effectively, they can unlock investment in infrastructure, stimulate local supply chains, and enable downstream processing and manufacturing.

This approach is exemplified by the launch of the Compendium of Africa’s Strategic Minerals, which reframes the continent’s mineral wealth through an Africa-centred lens. By linking resources to infrastructure, policy, and capital, the initiative provides a roadmap for translating natural endowment into sustainable economic transformation.

BENEFICATION AND THE JUST ENERGY TRANSITION

As global demand for critical minerals intensifies, the report reinforces Africa’s strategic importance in the energy transition.

However, it also highlights a clear shift in priorities – from exporting raw materials to capturing greater value within the continent.

Beneficiation and local processing are increasingly seen as essential to building resilient, diversified economies.

By developing regional value chains and industrial capabilities, African nations can strengthen their position in global markets while driving inclusive growth.

At the same time, the report stresses the importance of a just transition. Ensuring that local communities benefit from mining activities – through jobs, infrastructure, and social development – remains central to the sector’s long-term sustainability.

TECHNOLOGY, SKILLS, AND THE FUTURE WORKFORCE

Mining Indaba 2026 also placed strong emphasis on the role of technology in shaping the industry’s future.

Advances in digitalisation, artificial intelligence, and automation are enabling more efficient, safer, and lower-impact operations.

However, the report makes clear that technology alone is not enough. Realising its full potential requires investment in people – from upskilling existing workers to preparing the next generation of mining professionals.

Initiatives such as the Young Professionals Programme – which is run by Mining Indaba in collaboration with key partners – reflect a broader commitment to building a diverse, inclusive, and future-ready workforce.

Gender inclusion and youth engagement are increasingly recognised as critical drivers of innovation and sustainable growth.

INFRASTRUCTURE AND GOVERNANCE AS ENABLERS

Whilst the opportunities are significant, the report highlights the structural challenges that must be addressed to unlock Africa’s full mining potential.

Infrastructure – particularly in energy, transport, and logistics – remains a key constraint. Strategic investment in these areas will be essential to enabling large-scale industrial development.

Equally, strong governance is identified as a competitive advantage. Transparent regulatory frameworks, policy certainty, and institutional capacity are critical to attracting investment and sustaining long-term partnerships.

Encouragingly, many governments used Mining Indaba 2026 to present concrete reform agendas and investment-ready projects, signalling a shift from policy ambition to execution.

A DEFINING MOMENT FOR AFRICAN MINING

As outlined in the newly released report, Mining Indaba 2026 represents a turning point for the African mining sector. The conversation has evolved beyond extraction toward building integrated, sustainable, and resilient economic systems.

Partnerships are no longer a supporting theme – they are the foundation of progress. By aligning stakeholders, embedding sustainability into operations, and focusing on long-term value creation, the industry is laying the groundwork for a more inclusive and durable future.

The message is clear – Africa’s mineral wealth holds immense potential, but its true value will be defined by how it is developed, shared, and sustained for generations to come.

The post Investing in African Mining Indaba 2026 : A New Era for Sustainable Action appeared first on Mining Outlook.

DRILLING TO THE CORE

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

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

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

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

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

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

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

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

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

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

SAFETY AND EFFICIENCY

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

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

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

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

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

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

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

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

COMMITMENT TO SUCCESS 

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

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

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

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

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

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

BUILDING UP A SUSTAINABLE WORLD 

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

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

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

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

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

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

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

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

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

The post GEOPS : Drilling for the Future appeared first on Mining Outlook.

DELIVERING DEEP-ROOTED DEXTERITY

Due to the essential role that minerals play in enabling modern life, the North American mining industry continues to thrive. 

Copper has been recognized as a critical mineral fundamental to electrification, renewable energy, transportation, and digital infrastructure.  

Owned and operated by Polish copper miner KGHM Polska Miedź (KGHM), Robinson Mine (Robinson) is a large-scale open-pit facility located at Ruth, White Pine County, eight miles from Ely, Nevada.   

With activity dating as far back as 1867, the site boasts over a century of robust mining history in the Silver State.    

The mine comprises three large open pits – Liberty, Tripp-Veteran, and Ruth. Once identified, the ore is extracted using conventional surface methods and is then processed into a copper-gold concentrate as well as a molybdenum concentrate in the concentrating plant.   

“Robinson’s journey has been shaped by a commitment to safely and responsibly grow our people, resources, and partnerships to maximize value for a sustainable future,” opens Neil Jensen, Vice President and General Manager. 

“We operate with both a deep respect for our heritage and a clear focus on the future,” he adds.  

In addition, as global demand for technology expands, so does the importance of ensuring sustainable practices continue to enable Robinson to be a leading contributor to the energy transition and broader economic development in North America. 

LEVERAGING A PROUD HISTORY 

Today, Robinson’s primary products comprise the extraction of copper, gold, silver, and molybdenum.   

“With approximately 700 employees and contractors, we are the largest employer in White Pine County, and our operation includes three active open pits supported by a standard crushing, grinding, and flotation concentrator process,” explains Jensen. 

Right now, its customer base includes global smelters and refiners who supply downstream manufacturers serving infrastructure, energy, and industrial markets.    

What continues to set Robinson apart is its deep-rooted history in the local area and the subsequent connection it has created with people in the surrounding community. 

As well as this, the entire operation retains a family feel throughout its working culture. 

“Our employees are the heart of our operation, and with over 150 years of mining at our site, numerous members of the team are proud multi-generation Robinson miners,” Jensen prides. 

“As we continue to evolve and look for advancements in automation, it is important to recognize that technology supports our workforce – it does not replace the need for skilled workers, and it is important to strive to maintain a balance between innovation and people,” he affirms. 

Furthermore, as a cornerstone employer in White Pine County, Robinson’s success is closely tied to regional prosperity and a strong connection to the surrounding communities. 

“Our long-standing presence allows for meaningful community partnerships and strong ties with local tribal governments and regional stakeholders.”

AUTONOMOUS AND MODERNIZED 

With continued investment, Robinson is advancing its autonomous equipment and digital systems to modernize operations and improve efficiency – a priority that aims to maintain its position at the cutting edge of industry standards. 

“A state-of-the-art D65 drill was recently added to our fleet for the process of pre-split drilling, as well as two D11 dozers – the addition of these autonomous and remotely capable machines will reduce risk and improve operator comfort for a significant percentage of operating time,” Jensen expands.  

Meanwhile, Robinson is also integrating generative artificial intelligence (AI) into its mobile and mill maintenance systems to improve planning efficiency and enable real-time decision-making.   

“Autonomous and remotely capable equipment expansion is improving safety and operational consistency, while processing plant optimization projects are enhancing our recovery rates and reducing environmental impact.” 

Elsewhere, the latest drone technology supports the facility in high-resolution mapping, volumetric analysis, and slope monitoring, significantly reducing exposure to hazardous geological areas.   

“Each of these projects supports our overarching objective of unlocking value through responsible mining by extending mine life, improving safety, and enhancing sustainability,” he excites. 

STREAMLINING THE PROCESS 

Long-term sustainability is fundamental to the prosperity of copper production, and the ongoing global energy transition depends on this vital resource. 

Furthermore, producing copper responsibly ensures that the rising demand can be met while maintaining community trust and regulatory compliance.   

“At Robinson, we focus on the implementation of new technologies to produce cost-effective and viable solutions towards achieving targeted outputs, reducing environmental impacts through adapting responsible mining practices, and streamlining activities to fully optimize the longevity of the operation,” states Jensen.   

As part of this implementation, Robinson is currently testing a new robot in its heavy equipment shop that delivers parts to mechanics.   

“By having the machine deliver parts to the maintenance technicians, travel time to retrieve items is removed, allowing the technician to continue maintenance on the machine.”  

Meanwhile, Robinson is also exploring drone delivery of components to technicians in the field – an innovation that has the potential to reduce up to two hours of travel time, greatly improving efficiency when maintaining equipment.   

“We utilize drone technology for high-resolution topographic mapping, volumetric analysis, and slope monitoring – this enhances survey accuracy, improves planning, and significantly reduces the need for personnel to access hazardous areas,” he details. 

THE STRUCTURE FOR SUCCESS 

In order to ensure employees are prepared for a more digital and automated mining environment, Robinson invests heavily in workforce training, leadership development, and skills enhancement.   

“We also recognize that strong operations are built on engaged people,” Jensen affirms. 

To ensure this, the business invests in training aligned with emerging technologies, structured engagement programs, and recognition of safety and performance milestones. 

“The goal is to create meaningful, long-term careers within a modern mining environment while continuing to be an employer of choice in the region.” 

Equally as crucial is the focus that Robinson places on both safety and sustainability, two factors that remain central to the entire operation. 

“Guided by our core value of achieving zero harm, we implement rigorous safety management systems, proactive risk mitigation, contractor alignment standards, and automation to remove personnel from high-risk tasks,” he elaborates. 

At the same time, a solid and comprehensive operational framework focuses on efficient resource utilization, emissions management, reclamation, and water stewardship.   

Looking ahead, taking all of this into account, Robinson’s priorities include expanding autonomous capabilities, optimizing mill throughput, enhancing workforce technical skills, advancing environmental performance, and extending the life of mine. 

“Through responsible mining practices and continued innovation, our facility remains committed to delivering the critical materials necessary for a more electrified and sustainable future while serving as a long-standing economic partner in Nevada,” Jensen proudly concludes.

The post Robinson Mine : Delivering Deep-Rooted Dexterity appeared first on Mining Outlook.

FORGING PROSPERITY AND PROGRESS

As one of West Africa’s most dynamic economies, Côte d’Ivoire is currently experiencing a remarkable surge in growth, creating a wealth of employment opportunities across various sectors. 

Notably, its robust mining industry plays a pivotal role in this economic expansion, attracting numerous companies eager to capitalise on the country’s rich natural resources.   

Key minerals extracted from the region include valuable gold, which has historically been its primary focus, as well as exquisite diamonds, essential bauxite, and vital manganese, all of which contribute significantly to the nation’s prosperity. 

Playing a crucial role in Côte d’Ivoire’s economy, the mining industry accounts for approximately 13 percent of exports and around five percent of GDP.  

Indeed, its success has attracted increasing foreign investment, and both international and local mining companies are exploring the region’s potential.  

As the industry is poised for growth, one company stands out in this burgeoning sector. Founded in 2013, SAMA BTP & Mining boasts both the expertise and capacity to thrive in the field.  

Strategically headquartered in Abidjan, the largest city in Côte d’Ivoire and its economic and cultural hub, the company leverages its location to drive operations.  

Specialising in contracts for mining services, earthworks, construction, and long-distance ore haulage from satellite pits, the company is recognised as a leader in these areas. 

A subsidiary of Groupe SAMA, SAMA BTP & Mining also provides load and haul, drill and blast, and run-of-mine (ROM) pad feeding services.   

Under the leadership of CEO, Mamadou Sanogo, Groupe SAMA has built a strong presence across various industries, concentrating on three key areas: contract mining through SAMA BTP & Mining, transportation of people via SAMA Transport, and the sale and transportation of petroleum products handled by SAMA Trading. 

The group is recognised for its passion, expertise, and professionalism in serving its partners and clients. With a strong track record and several prestigious awards, the company consistently exceeds expectations by combining industry knowledge with state-of-the-art equipment. 

PIONEERING EXCELLENCE 

Since its inception, SAMA BTP & Mining has emerged as a key player in the dynamic sectors of industrial logistics and mining.  

Renowned for its extensive expertise and unwavering commitment to excellence, the company has developed strong, trust-based partnerships with its clients.  

By understanding and anticipating market challenges, SAMA BTP & Mining delivers reliable, secure logistics services meticulously tailored to each client’s unique requirements. 

The company’s mission is both clear and ambitious – to provide comprehensive and personalised logistics solutions that enhance efficiency and speed across every facet of its operations.  

With offerings ranging from seamless transportation and secure storage to sophisticated on-site logistics management, a team of highly qualified professionals is on hand.  

Furthermore, with the latest cutting-edge technologies at its disposal, the company ensures the successful execution of its clients’ projects, no matter how complex. 

Today, SAMA BTP & Mining continues to challenge the boundaries of logistics performance through constant innovation, all whilst adhering to the highest safety standards.  

The company’s dedication to meeting client expectations, combined with a strong emphasis on professionalism, not only drives its success but also significantly contributes to the growth and development of the hydrocarbon and mining sectors, both in Côte d’Ivoire and internationally. 

Together with its clients, SAMA BTP & Mining remains committed to shaping the successes of tomorrow.   

PROMOTING SUSTAINABLE DEVELOPMENT  

The Ivorian mining industry is making significant strides towards sustainable development by adopting advanced technology and environmentally responsible practices.  

The gold sector is the primary driver of this growth, which is part of a broader strategy to diversify the local economy beyond cocoa beans – Côte d’Ivoire is currently the world’s leading producer.  

However, the Ivorian government is implementing initiatives to ensure small-scale gold operations are traceable through the supply chain. This is alongside a vision to expand the resources sector, aiming to position the country as a mining powerhouse by 2030.  

Paying close attention to environmental restoration is also necessary to mitigate the impact of mining activities and promote sustainability, and SAMA BTP & Mining is dedicated to promoting sustainable and inclusive development within local communities in Côte d’Ivoire.  

With this focus on sustainability complementing the mining industry’s economic contributions, the company has introduced four essential pillars into its content policy.  

Firstly, it prioritises local procurement, sourcing materials and services from local suppliers to contribute to economic growth in the region.  

SAMA BTP & Mining also invests in local community development projects to enhance the quality of life. These initiatives focus on education, training, health, and infrastructure, supporting harmonious and sustainable progress. 

Moreover, the company creates sustainable job opportunities by hiring skilled local talent from the communities where it operates, thereby strengthening its teams.  

Lastly, SAMA BTP & Mining establishes strategic partnerships with local companies to foster innovation, facilitate skills transfer, and promote the development of the Ivorian mining industry.  

Through these efforts, SAMA BTP & Mining is committed to making a positive impact, which is crucial for the long-term economic prosperity and global competitiveness of Côte d’Ivoire’s mining sector, as well as responsible and sustainable practices in West Africa and beyond.  

DRIVING EXPONENTIAL GROWTH  

The future looks bright for SAMA BTP & Mining, which is dedicated to continuing to create value for its clients, employees, and the communities where it operates.  

Additionally, the company aims to establish itself as a leading mining entrepreneur in Côte d’Ivoire and across Africa.  

To achieve this objective, it plans to pursue large-scale mining and construction contracts to ensure dynamic, sustainable growth, focusing on optimising its fleet to effectively meet the needs of new clients whilst maximising the utilisation of its existing assets. 

Additionally, SAMA BTP & Mining is committed to integrating cutting-edge technologies and investing in skills development.  

This approach not only strengthens its market position but also increases profitability and ensures long-term, sustainable growth. 

By following this strategy, the company can seize new opportunities and differentiate itself in an ever-evolving industry. 

Through an innovative approach and strategic partnerships, SAMA BTP & Mining not only maximises the potential of the nation’s rich resources but also fosters significant socioeconomic development within local communities.  

As it stands at the forefront of the Ivorian mining sector, driven by a devotion to quality services, sustainable practices, and community empowerment, SAMA BTP & Mining continues to grow and evolve, remaining dedicated to creating lasting value for its clients and contributing to the prosperity of Côte d’Ivoire. 

SAMA BTP & MINING’S SERVICES  

• Mine infrastructure – Building essential mining infrastructure, such as haul roads, tailings storage facilities, airstrips, waste dump rehabilitation, and raw water storage facilities.  
• Equipment hire – Modern equipment to meet operational needs, including excavators, dump trucks, articulated dump trucks, dozers, graders, water trucks, cranes, and low-beds.  
• Load and haul service – A modern fleet of excavators and dump trucks, with experienced and reliable operators to ensure safe work.  
• Drill and blast – State-of-the-art blast hole drill rigs and a skilled team ensure efficient and effective blasting, seamlessly meeting all drilling and blasting requirements. 
• Additional services – Mining extraction, loading, transporting, dumping of ore, handling of residue and leached material stocks, long-distance transport from satellite pits, equipment rental, labour hire, plant feeding, crushing and screening, and environmental restoration. 

SAMA BTP & MINING – IN NUMBERS  

• Seven projects on prestigious mine sites – Tongon, Koné, Lafigué, Yaouré, Hiré, Agbaou, Lauzoua, Bagoue, and ITY – in proud collaboration with global gold mining giants including Endeavour Mining, Montage Gold, Barrick Mining, Perseus Mining, Allied Gold, and Compagnie Minière du Littoral (CML).  
• 613 pieces of equipment.  
• Two expatriates.  
• 100 percent Ivorian ownership. 
• 1,208 employees from local Ivorian communities.  
• CFA26.9 billion in revenue in 2025.

The post SAMA BTP & Mining : Forging Prosperity and Progress appeared first on Mining Outlook.

RESPONSIBLY EMPOWERING MINING EXCELLENCE

Specialising in load and haul, drill and blast, grade control drilling, mining earthworks, run-of-mine (ROM) pad management, and equipment rental, Rocksure International Limited (Rocksure) proudly caters to mining sites both domestically in Ghana and internationally as an unparalleled contract mining services company. 

Boasting robust capacity and flexibility when it comes to fulfilling planning, equipment, staffing, and execution needs, Rocksure utilises its robust fleet exceeding 150 units of heavy-duty machinery to ensure efficient and reliable operations at every turn. 

Equally, the company is set apart by its local expertise and proven dedication to realising client satisfaction in alignment with its overall vision of becoming the leading mining services provider in its sphere of operations, whilst harnessing local knowledge and vast experience. 

Over the course of its 16 years of successful execution, Rocksure has continually honed its capabilities, exceeding expectations for clients, time and again. The company employs advanced technology in its mining operations to enhance performance and maximise output. 

Beyond its core mining services, the company is dedicated to promoting sustainability and local participation within the industry. It prioritises compliance with health, safety, and environmental (HSE) standards through the implementation of robust policies and practices to mitigate risk and environmental impact.

Equally, Rocksure actively contributes to the growth of its surrounding communities by emphasising extensive hiring and training initiatives for staff members. 

The company’s expertise, extensive equipment fleet, commitment to sustainability and local engagement, and adherence to HSE standards cement it as a trusted and capable partner for any and all mining operations. Rocksure prides itself on a proven track record and the value it delivers to clients through responsible and high-quality services. 

Overall, the company’s commitment to excellence, vast equipment fleet, and focus on sustainability and local initiatives position it as the go-to partner in the sector for unbeatable services tailored to meet each client’s unique needs. 

TOTAL MINING SOLUTIONS 

Rocksure is committed to upholding the highest standards of integrity, transparency, and ethical conduct in all aspects of its operations. Through corporate policies, the company has a comprehensive framework that guides employees, stakeholders, and partners towards fostering a culture of excellence and responsible business practices. 

This culture is maintained by Rocksure’s strategy of identifying, recruiting, and motivating the best available expertise and equipment to achieve its goals. These goals comprise pursuing a supportive maintenance posture in the application of modern and sophisticated heavy equipment in rustic environments, alongside embedding appropriately designed policies on HSE practices in its corporate culture. 

Equally, providing first-class service to support the mining and construction industry across Africa and beyond is also a top priority, alongside delivering on all client needs and requirements in a cost-effective way without compromising on quality, safety, and the environment in a manner that enhances the client’s capacity to sustain and guarantee a social license to operate.  

On a mission to foster indigenous participation in the exploitation of natural resources for effective development, Rocksure has forged a strong team of aptly qualified and experienced professionals to deliver on this target. 

The company’s management team is tasked with the responsibility of sustainably bringing about its objectives under the guidance of the Board of Directors, and continues to successfully achieve these and more as it expands its international footprint across Africa and beyond. 

FIRST-CLASS SERVICES AND EXECUTION 

Rocksure’s commitment to excellence is evident through its adept execution of 18 contract mining projects specialising in gold, iron ore, and manganese extraction across Ghana, Mali, and Mauritania. 

One of the company’s recent and ongoing projects is Perseus Mining’s Edikan Gold Mine – a large-scale, low-grade, multi-open-pit operation located on the Asankrangwa gold belt in Ghana. Since its commercial production in 2012, the mine has produced over two million ounces of gold.   

Rocksure has been working with Perseus Mining since 2015 and, in 2019, was awarded the entire mining services works for Perseus’ Edikan Mine in Ghana. The scope of the project included load and haul, production drilling and blasting, reverse circulation (RC) drilling, heap leach, tailings, and crushed ore stockpile management. 

The company is currently working with Asanko Gold Mine, developing the Nkran pit, and also working with Asante Gold Corporation. Its workforce has grown over the years from a little over 400 employees to over 1,000 employees. 

Additionally, Rocksure has entered into a joint venture (JV) with African Underground Mining Services (AUMS), a subsidiary of the Perenti Group of Companies. This JV, under the name Underground Mining Alliance Limited (UMA), is currently working for Anglogold Ashanti at the Obuasi Gold Mine in Ghana. 

The company is also partaking in the Ahafo South Underground project at the Subika Underground Mine, operated by Newmont Corporation. 

Having started this JV in February 2019, the scope of the endeavour comprises mining development and projection, mobile maintenance, electrical and communications, fixed plant maintenance, project and operations management, short-term technical and mine operations, engineering, and management reporting controls. 

In late 2025, UMA was named the best performer in contract mining and further recognised as second runner-up for best performer in innovation at the 11th Annual Ghana Mining Industry Awards (GMIA). 

Such an achievement highlights not only the outstanding work of Rocksure but also the tangible impact its efforts are having on the company and the broader industry within Ghana. 

EXCEEDING EXPECTATIONS 

At the 10th GMIA, James Kwamena Anaman, Board Chairman of Rocksure, was honoured with the Lifetime Achievement Award. In 2020, Dr Kwesi Enyan, Director of General Operations, also received the Lifetime Achievement Award from the Ghana Chamber of Mines. 

These recognitions underscore their outstanding service and decisive leadership within the company and the broader global mining industry, further reinforcing Rocksure’s strong reputation and leadership position in the sector. 

The company once again attended the Investing in African Mining Indaba (Mining Indaba) in Cape Town in early February 2026, reaffirming its continued presence at this premier industry event, which brings together key stakeholders shaping the future of African mining, including major companies, emerging producers, suppliers, investors, governments, and financial institutions. 

With over 30 years of history, Mining Indaba provides a comprehensive platform for industry leaders and innovators. Rocksure’s participation reflects its ongoing commitment to supporting the growth and development of mining investments in the country.  

The company utilised this dynamic event to work alongside others, moving the needle in the African mining sector towards a long-lasting, profitable, and sustainable future. 

“My greatest fulfilment is not only in seeing Rocksure compete shoulder-to-shoulder with multinational mining firms, but knowing that our success translates into real transformation for local communities. Every contract we win, piece of equipment we deploy, and milestone we achieve is tied to job creation, skills development, and lasting value for the people,” states CEO, Kwasi Osei Ofori.  

“Rocksure is more than a mining services company – we are a catalyst for change, proving that an indigenous African firm can deliver world-class excellence whilst uplifting lives and contributing meaningfully to the industry at large.”  

As Rocksure anticipates a bright future of mining service success, it will continue to utilise its robust capacity and flexibility to exceed expectations and drive the mining industry forwards internationally.   

The post Rocksure International Limited : Responsibly Empowering Mining Excellence appeared first on Mining Outlook.

UNEARTHING ZAMBIAN PROSPERITY

The history of mining spans millennia, beginning with the prehistoric extraction of flint for tools, evolving through ancient civilisations using copper, gold, and silver, and accelerating with the Roman use of waterpower and gunpowder for deeper extraction.

Since prehistoric times, copper – a reddish-brown, highly conductive, and malleable transition metal – has been essential in the development and evolution of humankind.

This fascinatingly diverse resource has played a monumental role throughout history, making monumental contributions from the time of the ancient Egyptians and Romans all the way to modern-day cultures around the world.

Notably, one of the major ages of collective evolution is named after the copper alloy, bronze.

Copper was the foundational metal of the Bronze Age, enabling the transition from stone tools through the development of metallurgy.

Although it has been in use for at least 10,000 years, more than 95 percent of all copper ever mined and smelted has been extracted since 1900.

This unique and remarkable metal, which was first hammered into crude tools by ancient hands, has remained ever-present behind the scenes of humanity’s growth and development, silently orchestrating a miraculous technological symphony for over five millennia.

The limitless and versatile potential of this extraordinary metal has leveraged its use as an essential element of everyday life today, serving as a proven plumbing and construction metal found throughout homes, public transport, office spaces, and even hospitals.

Meanwhile, its role as a crucial component of the renewable energy sector, standing as a vital ingredient for solar technology and wind turbines, continues to grow in importance.

UNIQUE GEOGRAPHY

Situated in the heart of the continent, Zambia is a completely land-linked country in Southern Africa bordered by Angola, Botswana, the Democratic Republic of the Congo (DRC), Malawi, Mozambique, Namibia, Tanzania, and Zimbabwe.

It is a fertile and verdant land, with green hills, tropical forests, and a lovely climate. Diverse and beautiful landscapes captivate visitors at every turn as a large number of tourists from all over the world visit Zambia annually to witness the magnificent beauty of the Victoria Falls, a UNESCO World Heritage Site and one of the world’s largest, most spectacular waterfalls.

Zambia also appeals to those who love their wildlife and exploring truly untouched areas of awe-inspiring natural beauty.

The nation takes its name from the majestic Zambezi River, which rises in the north-west corner of the country and forms its southern boundary.

As such, the incredible rivers of Zambia contribute hugely to the country’s vast biodiversity and complex ecosystems – the Upper Zambezi, running serenely from north to south, has a low gradient, and the area through which it passes is marked by floodplains and swamps.

This great river flows over Victoria Falls and through the Middle Zambezi Valley, much of it occupied by the great man-made, artificial Lake Kariba.

Zambia is one of the continent’s largest countries with a total area of around 752,000 square kilometres (sqkm), which is about the size of France, the Netherlands, Belgium, and Switzerland combined.

For the most part, it consists of a high plateau, with an average height of between 1,060 and 1,363 metres (m) above sea level.

Isolated mountain ridges rise to almost 2,000 m, with peaks such as the Nyika Plateau in Northern Zambia standing even higher.

About 150 million years ago, during the Jurassic era of the dinosaurs, Africa was still part of Gondwana – a supercontinent which included South America, India, Australasia, and Antarctica.

Since then, Zambia’s highlands have been eroded down from an original altitude of over 1,800 m to their current lower levels.

Across most of the country, the surface of the ground tends to be flat, broken by small hills, the result of countless ages of undisturbed erosion of the underlying crystalline rocks.

These rocks contain the bulk of the country’s wealth, found in the form of vast mineral deposits.

In the Northern Province, Zambia is endowed with copper and many critical minerals such as lithium, tin, graphite, nickel, cobalt, manganese, uranium, and other rare earth elements, which are becoming an essential component of the global energy transition.

THE COPPERBELT REGION

The Copperbelt is a natural region in Central Africa which sits on the border between Northern Zambia and Southeast DRC.

This unique natural phenomenon, which is estimated to be more than 500 million years old, forms Zambia’s industrial base, a prosperous area of land around Ndola, Kitwe, and Chingola which has become dotted with mining sites.

As such, the region’s production of copper and cobalt are of vital global importance, with the Copperbelt existing as the second-largest global reserve of copper, about a third of the size of the Chilean reserves in South America.

The Copperbelt region also makes up a portion of the Lufilian Arc, which was formed when two large pieces of continental crust, the Kalahari and Congo cratons, collided.

This collision was one of the many spectacular natural occurrences that happened between 700 and 500 million years ago to form the Gondwana supercontinent.

A seismic collision, this natural phenomenon is thought to have remobilised base metals, already largely present in the sediments that had accumulated in the basin between the two giant cratons.

The brines then concentrated the base metals either along stratigraphic boundaries or along fractures, faults, or within structurally controlled traps.

Today, population density in this region is extremely high, and the environmental impact of so many people is clear to see – as is the intricate relationship between mining, cultural identity, and the local people’s hope for a better future.

Whilst a significant portion of the world simply regards minerals as materials for industrial use, the communities situated within the Copperbelt are natural treasures that represent the region’s history, legacy, and hope for a more prosperous future.

DISCOVERY AND FORTUNE

Early European prospectors were surprised upon discovering the extent of tribal diggings found in the Copperbelt and Congo Pedicle.

Even before the Lunda and Mwata Kazembe Empires of the 1800s and early 1900s, copper has been identified as being in circulation around this time period, mainly in the form of ingots or crosses as well as being used as currency in Central African trade.

It is thought by many experts that Zambia’s rich copper deposits have been exploited since around the 6th or 7th century AD.

There is agreeable evidence that the early Iron Age inhabitants of Zambia mined, smelted, and even traded copper with their neighbours – bracelets and bangles have been discovered at numerous sites across the nation.

Notable European discoveries by prospectors such as William Collier in 1902 had to wait for economic viability before an attempt at a serious mining operation was undertaken.

It was not until the 1920s that a technical breakthrough was realised, resulting in the mining of what was then Northern Rhodesia’s ‘red gold’ becoming highly profitable as a business – from this moment on, the fortunes of Zambia were irrevocably changed for good.

After World War I, demand for copper continued to increase, fuelled by expansion in the global electrical and automotive industries; large-scale mining therefore became a more feasible option.

However, the initial boom in the copper mining industry was then affected by the Great Depression of the 1930s.

Despite this setback, with nations worldwide gearing up for the hostilities that resulted in World War II, another huge rush was created and copper trade surged once more, lasting until the early 1970s.

With an impact that is almost unquantifiable, it was copper that created the social realities that instigated trade unions and the birth of Zambian nationalism.

Additionally, Zambia has historically based political and socioeconomic policies and strategies on the fortunes of copper and is still the biggest producer of the mineral in Africa today.

PRIDE OF THE NATION

Situated at the vanguard of the nation’s mining sector, Mopani Copper Mines (Mopani) is a proudly Zambian mining company with operations spanning Kitwe and Mufulira in the Copperbelt Province, which are located 60 kilometres (km) apart.

The company’s operations encompass the entire spectrum of the copper production chain – from extracting ore underground to concentrating, smelting, refining, and packaging the finished cathode and making it ready to be exported across the globe.

At present, Mopani is 51 percent owned by Delta Mining Limited, a subsidiary of International Resources Holding (IRH) in the United Arab Emirates (UAE).

The remaining 49 percent of Mopani is owned by ZCCM Investment Holdings Plc (ZCCM-IH), a diversified mining investments and operations holding company based in Zambia.

IRH acquired their portion of the shareholding in 2024 from ZCCM-IH, which had wholly owned Mopani from 2021 after buying off the previous majority stake in the mine from Carlisa Investments – a joint venture (JV) between Swiss commodity trader Glencore and Canadian-based First Quantum Minerals.

With a rich history in mining and processing dating back to the 1930s, Mopani’s assets in Kitwe and Mufulira include underground mines, concentrators, a smelter, and a refinery.

Determined to keep improving and set the highest possible standards within the African mining landscape, the company has continued upgrading its infrastructure by investing in new technologies to increase production and improve efficiencies across the board.

The newest infrastructure includes three deep shafts – Synclinorium, Mindola, and Henderson – which were sunk and equipped between 2014 and 2021 to extend the life of the mine by over 25 years, safeguard existing jobs at both mine sites, and ensure Mopani’s continuous contribution to Zambia’s burgeoning economic development. Mindola is earmarked for completion by 2028.

As one of the nation’s largest mining employers, Mopani has become beyond integral to the local economy, providing significant job opportunities and contributing to the region’s prosperity and evolution, as well as offering world-class community outreach and support in the form of education, job prospects, and other transformational opportunities.

AN ACCOMPLISHED CAREER

Proudly leading Mopani forward into a bold and exciting future, Charles Sakanya, CEO, is an accomplished mechanical engineer with more than 40 years of valuable mining engineering experience accrued across Zambia as well as Canada, South Africa (SA), Australia, and Kazakhstan.

As former President of the Engineering Institution of Zambia (EIZ), Sakanya possesses the vast and varied knowledge and experience required to steer the company to greater heights, having worked at Konkola Copper Mines (KCM), Hudson Bay Mining and Smelting Company (HBMSC), and the Nkana, Chibuluma, and Chambishi mines in Zambia.

After completing his primary and secondary education in the country, Sakanya then earnt a Higher National Diploma in mechanical engineering before travelling to the UK where he attended the University of Liverpool, graduating with honours in mechanical engineering and management.

For Sakanya, the determined and dedicated pursuit of a career in mining has been a lifelong interest and passion.

“I have always been interested in mining and was seeking to build a career in the industry from inception,” he recalls fondly.

“From my initial exposure to the vast mining industry, I can truly say that I have had a very illustrious, challenging career, but one that has always remained exciting.”

Indeed, this rich and fascinating career path has taken Sakanya across various continents, with myriad different roles and time spent working in SA and North America, as well as vast exposure to Eastern Europe.

In the Zambian context, he has equipped himself with numerous experiences at the country’s most renowned mining sites, which are dotted throughout the famous Copperbelt Province.

“My comprehensive career in mining has taken me to Kalulushi, Chambishi, Kitwe, Mufulira, Chingola, and Chililabombwe,” he lists.

MOPANI COPPER MINES PARTNERS

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THE PRIDE OF ZAMBIA

Located in the heart of Zambia, the Copperbelt Province is situated in a mineral-rich region spanning Central Africa.  

Konkola Copper Mines (KCM) is at the helm of the province’s underground mining operations as one of the continent’s largest integrated copper producers, expertly leveraging mineral and human resources to enhance stakeholder value and become the pride of Zambia. 

Equipped with over 13,800 employees and contractors, the company is headquartered in Chingola and spans four world-class mining operations.  

Its renowned Nchanga Mine comprises numerous open pits and processing plants, as well as two concentrators, a tailings leach plant (TLP), and the Nchanga smelter.   

KCM’s Konkola Mine in Chililabombwe, meanwhile, comprises three operational shafts – No. 1, 3,  
and 4.  

The latter is also home to the Konkola Deep Mining Project (KDMP), an approximately 1.5 kilometre (km)-deep mine used to explore and extract ore bodies further under the surface.  

Located in Kitwe, KCM’s Nkana refinery refines and converts copper anodes from the smelter to cathode products for exportation.  

Finally, the company’s Nampundwe Mine in the Shibuyunji District – west of Zambia’s capital city, Lusaka – produces leading pyrite used for the smelting process.  

KCM’s client base comprises over 1,600 registered contractors and suppliers, making it a leading force in the country’s mining landscape.

UNLOCKING RESOURCES 

The most recent developments at KCM’s KDMP include improvements to the company’s deepest pump station – located 985 metres (m) underground – which currently cannot mine ore safely below a level of 1,040 m due to mine dewatering constraints.  

KCM’s current dewatered resource accounts for less than three percent of the company’s total resource. Therefore, the business requires a new pump station to be constructed at 1,390 m to allow for the dewatering of 283 million metric tonnes (Mt) of ore resource between levels of 1,040 m and 1,350 m.  

The pump station infrastructure will have a nominal capacity of 290,000 cubic metres (cbm), utilising 22 multi-stage clear water pumps, eight settlers to remove suspended solids and ensure compliance with environmental limits, and an equal number of sumps to allow for a greater surge capacity in case of the pump station’s emergency stoppage.  

Excavation works for this are to be commenced by the Australia-based Mancala Group at a total cost of USD$63 million, which will create approximately 200 local job opportunities with a projected duration of 26 months.  

Following excavation works, the equipping and construction of the new pump station and electrical substations will take place, whilst infrastructure will be supplied to the existing pump stations situated 985 m, 660 m, and 370 m underground.  

Watertight doors and penstocks required to contain water in the workings in case of an emergency will also be installed.  

SUCCESS THROUGH COLLABORATION 

Alongside the construction of critical pump infrastructure, KCM has a number of additional ongoing projects across its mine portfolio.  

For instance, the company has reintroduced raise boring at the No. 3 shaft of its Konkola Mine after 15 years, with TUMI Raise Boring commencing drilling in April this year.  

These drain holes are critical to dewatering previously inaccessible areas, improving underground safety and unlocking additional mining potential – both key enablers in stabilising mine conditions and increasing productive capacity. 

Elsewhere, KCM is collaborating on a high-speed railway rehabilitation project with Flint Rail Projects, comprising 5,934 km of rail expected to be completed by April 2026.  

Such upgrades will enable higher train speeds, reduce cycle times, and significantly cut down on derailments and operational blockages, increasing tramming capacity from 850,000 tonnes per annum (tpa) to approximately 1.5 million tonnes per annum (Mtpa), before eventually achieving 4 Mtpa.  

The railway investment project aligns with KCM’s overarching vision for modernisation and supporting Zambia’s ambitious national goal of producing three million tonnes of copper by 2030.  

KCM is also undertaking exploration works in the form of surface diamond drilling, conducted for the purpose of upgrading an inferred resource of 223 kilotonnes (kt) of copper metal to an indicated category for underground operations.  

Timaja Enterprises has been engaged to undertake the surface drilling programme, of which a total of 7,300 m has been planned to increase the confidence level of the inferred resource of mixed sulphide, where the average hole depth is 370 m. 

This collaboration grants KCM the opportunity to increase its reserves and support the life of mine (LOM) plan through increased production.   

A FINE-TUNED ENVIRONMENTAL POLICY  

As one of Zambia’s largest underground mining companies, KCM deeply understands the impact its operations can have on the surrounding environment, particularly as many of its inherited mines and processing assets – which had been in operation for decades –suffered from numerous legacy environmental issues.   

As such, KCM now has a comprehensive and well-funded programme designed to alleviate such issues, with particular focus being given to areas in proximity to local communities.  

Indeed, the USD$2.9 billion programme has paved the way for substantial environmental projects in recent years.  

One particularly noteworthy example is the commissioning of the Nchanga smelter, which has increased sulphur dioxide (SO₂) capture and improved energy efficiency at the Nchanga Mine.  

The Nchanga smelter meets benchmark environmental performance, as it captures approximately 99.6 percent of SO₂ emissions, and uses 70 percent less fuel than the old smelter.  

KCM’s recent environmental programme has also led to the commissioning of new concentrators at both the Nchanga and Konkola Mines, with updated machinery implemented to achieve zero discharge on operations that could harm the planet.  

Other environmental management projects include the revamping of the piping and dam catchment for hydrometallurgical processing, which reduces run-off in areas most responsible for discharges.  

TOUCHING HEARTS  

Giving back to and supporting the community remains a key priority for KCM, as it strives to have a meaningful impact on the development of Zambia.   

This is materialised through its extensive corporate social responsibility (CSR) programme, which aligns with national development goals and comprises four pillars – education, health, sport development, and sustainable livelihoods.   

Over the years, KCM is proud to have supported One Way Mission Children’s Home – an orphanage in Chililabombwe currently providing a roof over the heads of 45 children.  

KCM also provided funds to revamp a defunct poultry business that the home used to run in the past. This new venture not only provides much-needed income for the orphanage but also enhances food security, offers life skills training for the children, and supports their education.  

This initiative is one of many community development projects, which have also seen KCM support water sanitation projects, aid local clinics, and fund infrastructure, further emphasising the company’s socioeconomic significance in the region.  

EMPOWERING ZAMBIA THROUGH EDUCATION  

KCM’s continued community efforts can also be seen in its powerful educational initiatives, which facilitate tangible long-term benefits for future generations.  

Since 2004, the company has run scholarships at primary, secondary, and tertiary levels for high achievers in Grades 7 to 9 at government schools.  

KCM has also sponsored students’ college and university education both domestically and abroad, directly benefitting over 500 young people.  

Following the introduction of free education from the Zambian government, the company announced the launch of the KCM-HELSB Scholastic Excellence Programme in collaboration with the Higher Education Loans and Scholarship Board (HELSB). 

The programme aims to provide student loans for those pursuing tertiary education, with a focus on individuals from KCM’s operational areas, namely Chingola, Chililabombwe, Kitwe, and Nampundwe. 

The company has committed USD$100,000 per year to support meritorious but underprivileged students, with funds managed transparently by HELSB.  

The scholarship is underpinned by a revolving funding model, given in the form of a loan that beneficiaries pay back through established mechanisms after completion.  

Significantly, the scholarship utilises merit-based selection, with HELSB overseeing a transparent selection and administration process to ensure the most deserving students benefit.  

As such, KCM is empowering the workforce of tomorrow as it recognises the value of education in building resilient communities and driving national development.   

The company wants to ensure young people are empowered with the much-needed skills that align with Zambia’s industrial and socioeconomic priorities.    

CONTRIBUTING TO NATIONAL CHANGE 

KCM strives to increase its production capacity through strategic investment and technological advancements. Thanks to the company’s strategic investment, operations have since restarted and production is steadily increasing.  

Indeed, in August this year, KCM hit its highest production capacity at 8,200 tonnes per month (tpm) of copper. This demonstrates stable progress towards its objective of 10,000 tpm and 143,000 tpa by 2026, contributing 10 percent to Zambia’s target of 3 Mtpa by 2030.  

Other future targets for KCM involve the expansion of the Nchanga smelter’s capacity from 311,000 tpa to 500,000 tpa, as well as developing two additional TLPs.  

Once these expansions are completed, the company’s copper production target will increase to 500,000 tpa.  

Additional key priorities for KCM involve setting up a cobalt plant at the Nchanga Mine to produce cobalt as opposed to a cobalt alloy.  

Aside from the developments at KDMP, the company also intends to rehabilitate and operationalise the second stream at the concentrator to increase concentrate production for onward processing at the Nchanga smelter. 

KONKOLA COPPER MINES PARTNERS

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