Autonomous Hauling Expands Across Virginia Quarries

Caterpillar and Luck Stone are expanding autonomous haulage technology following more than 18 months of operations at Luck Stone’s Bull Run Quarry in Virginia.

Autonomous trucks at Bull Run have hauled more than 3.5 million tons of material since operations went live in November 2024. The companies will now extend the technology to Luck Stone’s Boscobel and Bealeton operations in Virginia.

The expansion will integrate Caterpillar’s autonomous hauling technology across two fleets of Cat 775 trucks, supported by complementary technologies for loaders and other site equipment.

It will also mark the first deployment of Caterpillar’s autonomous haulage solution on the Cat 775, a haul truck widely used within the quarry sector.

Autonomy Targets Safety and Production Consistency

Luck Stone and Caterpillar have focused the project on operational challenges including maintaining consistent production between shifts, improving safety and developing employees for increasingly technology-focused roles.

“At Luck Stone, we’ve always believed innovation should ignite human potential,” said Travis Chewning, Vice President of Engineering and Operations Support at Luck Stone.

“Autonomy is creating a safer workplace that improves consistency for our customers and gives our associates opportunities to develop new skills as our industry continues to evolve. Our collaboration with Caterpillar has helped us do exactly that, and we’re excited to continue building on what we’ve learned at Bull Run.”

The expansion is being delivered by Caterpillar with support from local Cat dealer Carter Machinery.

Caterpillar Scales Autonomous Haulage Technology

The project provides Caterpillar with another operational environment in which to develop and scale its autonomous hauling technology.

Denise Johnson, Group President, Resource Industries at Caterpillar, said: “Our mission at Caterpillar is to solve our customers’ toughest challenges, and customers like Luck Stone play an important role in helping us advance solutions for the broader industry.”

“By working together, we’ve gained insights that help us refine and scale autonomous hauling solutions that create measurable value for both operations and workforce development. This expansion demonstrates how strong customer collaborations are helping us accelerate innovation and bring proven solutions to more jobsites around the world.”

Caterpillar said its autonomous trucks have collectively hauled more than 13 billion tonnes and travelled more than 455 million kilometres, with no reported injuries while operating.

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USD$175 Million Plan Targets US Tungsten Production

Blue Moon Metals, The Elmet Group (TEG) and EQ Resources have signed a binding letter agreement covering the redevelopment of the Springer Tungsten Complex in Nevada.

The transactions contemplate approximately USD$150 million of investment from TEG, with a further USD$25 million set aside by TEG and EQ Resources for additional requirements if needed to return the ammonium paratungstate (APT) plant to production.

Springer historically operated as one of the largest tungsten mines in the US and comprises open-pit and underground mines, a 1,200-tonne-per-day mill and an APT plant with potential production capacity of up to 4,000 tonnes per annum.

The facility received approval of its bonding requirements from the State of Nevada on 20 August 2026, allowing construction and mine redevelopment to begin.

Blue Moon previously indicated that the mine and mill are expected to return to production in the fourth quarter of 2027, followed by the APT plant in the second half of 2028.

Joint Venture to Operate APT Plant

Under the proposed structure, Blue Moon will retain ownership and operation of the Springer mine and mill, while the three companies will establish a joint venture to own and operate the APT plant.

TEG will inject USD$75 million into the APT operation and hold a 70 per cent interest in the joint venture. Blue Moon will own 20 per cent and EQ Resources 10 per cent, with TEG operating the facility.

TEG will also provide Blue Moon with a USD$50 million tungsten prepayment facility and subscribe for USD$25 million of new Blue Moon equity.

Christian Kargl-Simard, CEO and Director of Blue Moon, said: “This is a great day for the U.S. with regards to providing a major boost to the U.S. tungsten supply chain. We are very appreciative of the commitment of all stakeholders to advance Springer as a team.

This Transaction, along with our previously announced acquisition of 33 western U.S. based tungsten and antimony projects, and our Apex germanium and gallium mine in Utah, should position Blue Moon as an important name in the domestic industrial metal supply chain.”

Building a US Domestic Tungsten Supply Chain

The transactions form part of TEG’s broader initiative with the US Department of War (DoW) to strengthen domestic tungsten supply. The DoW has announced a USD$450 million investment into TEG, with USD$150 million designated for the Springer transactions.

Peter V. Anania, Chairman and CEO of The Elmet Group, said: “We believe this investment represents a significant step forward in rebuilding a secure, integrated U.S. tungsten supply chain – from domestic mineral production and processing through the advanced manufacturing capabilities required by critical U.S. industries and defense applications.

By working in collaboration with Blue Moon and EQ at Springer, we hope to bring together critical resources, processing expertise, and downstream manufacturing capabilities to create a more resilient source of tungsten materials for the United States and its allies.

The Elmet Group is proud to help establish and advance the infrastructure necessary to reduce our reliance on foreign sources of tungsten while strengthening American manufacturing and national security.”

EQ Resources Secures Springer Role

The proposed arrangements also give EQ Resources an eight-year offtake agreement covering 4,000 tonnes of contained tungsten trioxide (WO3) from its mines.

EQ is also undertaking preliminary testing of its proprietary ore-sorting technology at the Springer mill. Initial results have been positive, with further testing planned before a decision on installation.

Craig Bradshaw, Managing Director of EQ Resources, said: “This transaction is transformational for EQR. It delivers a 10% interest in what will be a significant new APT facility in North America, an eight-year offtake agreement for 4,000 tonnes of contained WO₃ from our mines, and a leading role in the engineering and project delivery of the APT plant, all while validating the ore-sorting technology we have developed across our operations.

Partnering with Blue Moon and The Elmet Group, with the sponsorship of the U.S. Department of War, cements EQR’s position as a important supplier of this critical mineral and opens a strategic new market for our Australian and Spanish production.”

The first phase of the APT plant is targeting annual production capacity of 4,000 tonnes, with subsequent expansions dependent on demand and additional concentrate supply.

Completion of the wider transactions remains subject to conditions including due diligence, regulatory approvals and the execution of definitive agreements.

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Hexagon Advances Collision Prevention in Open-Pit Mining

Hexagon has launched a new generation of its Vehicle Intervention System, designed to automatically intervene when surface mining equipment enters defined high-risk situations.

The technology builds on Hexagon’s existing VIS platform and Collision Avoidance System (CAS), providing an additional layer of protection when advisory warnings alone are insufficient.

As an EMESRT Level 9 system, VIS can automatically take control of machinery when specified safety thresholds are breached. Depending on the situation, it can inhibit propulsion, apply retardation or braking and bring equipment to a safe state.

The launch follows the system’s completion of the University of Pretoria’s independent Technology Readiness Level 4 (TRL4) validation programme. According to Hexagon, it is the first open-pit Level 9 solution to achieve the milestone.

Autonomous Intervention Targets Mining Risks

VIS is designed to address vehicle-to-vehicle, vehicle-to-person and vehicle-to-obstacle collision risks.

The system can also enforce speed limits and safe following distances, manage overspeed conditions including on mine ramps, and continuously monitor its own health. If a critical system fault is identified, VIS is designed to place the vehicle into a safe state.

The technology supports a broad range of vehicle types and manufacturers without original equipment manufacturer (OEM) lock-in.

Dave Goddard, President of Hexagon’s Mining Division, said: “Surface mining operators continue to face complex safety challenges in dynamic environments where visibility, fatigue, environmental conditions, and human factors can contribute to risk.”

“When milliseconds matter, mines need technology that can act decisively. The next generation of VIS builds on years of operational experience and proven deployments to provide the highest level of intervention available, helping customers protect people, equipment, and productivity.”

Building on Mine-Site Deployments

Hexagon’s VIS technology has been deployed in production environments since 2018 and has supported mining operations across four continents.

The next-generation platform builds on these deployments by extending the range of scenarios in which the system can intervene and improving its precision.

The technology forms part of Hexagon’s wider mine safety portfolio, which combines collision avoidance and vehicle intervention with advanced 4D radar sensing, operator awareness technology and safety analytics.

Together, the systems are designed to improve hazard detection in challenging mining environments and reduce the potential for incidents while supporting operational continuity.

Hexagon said the latest VIS is intended to provide surface mining operators with automated intervention capabilities that protect personnel and equipment without compromising production, supporting the industry’s wider objective of zero harm.

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Thungela Exceeds Water-Efficiency Target

Thungela has reported a 95 per cent water reuse and recycling rate across its operations in Mpumalanga, South Africa, as it seeks to reduce the impact of mining on shared water resources.

The 2025 performance exceeded the company’s water-efficiency target of 75 per cent and means only a small proportion of the water required by its operations needs to be replaced through freshwater abstraction.

Thungela has prioritised water reuse and recycling alongside investment in water management infrastructure during its five years of operation in Mpumalanga.

The approach is intended to reduce pressure on water resources shared by mining operations, communities, agriculture and local ecosystems while supporting operational resilience.

Leslie Martin, Executive Head of Technical and Projects at Thungela, said: “For us, Water stewardship is not about managing a resource within our operations. It is about recognising our role in protecting a basic right and shared resource that communities, ecosystems, and future generations depend on.”

“Through water reuse, rehabilitation and phytoremediation, we are working to reduce pressure on water resources and create environmental outcomes that endure beyond the life of our mine.”

320,000 Trees Support Mine Rehabilitation

Alongside reducing freshwater abstraction, Thungela is implementing water stewardship projects intended to improve environmental management during both the operational and post-closure stages of mining.

Its phytoremediation programme, developed with researchers from the University of the Witwatersrand, uses indigenous tree species to support land rehabilitation, improve water management and restore biodiversity in previously disturbed areas.

Approximately 320,000 indigenous trees have been planted across rehabilitated areas, including Kromdraai and Goedehoop.

The programme is designed to contribute to the long-term rehabilitation of mining-affected land while also supporting local employment opportunities.

Mafube Coal Restores Previously Mined Pans

Thungela is also undertaking ecological rehabilitation at Mafube Coal, its joint venture with Exxaro.

Work at the operation has included reconstructing two previously mined pans and re-establishing indigenous vegetation as part of ongoing ecological restoration.

The pans provide habitat for plants, birds, fish, amphibians and microorganisms, as well as stopover locations for migratory bird species.

According to Thungela, wildlife has already started returning to sections of the rehabilitated landscape, providing indications of ecosystem recovery.

Water Stewardship Extends Beyond Mine Life

Water management is particularly important for mining operations where industry, communities and agriculture rely on the same catchments and water systems.

Thungela’s strategy combines reduced freshwater abstraction with water recycling, rehabilitation and phytoremediation, with measures designed to continue delivering environmental benefits beyond the operational life of its mines.

“We remain focused on building resilient operations that create lasting value for both people and the environment while contributing to the sustainable management of shared water resources,” said Martin.

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Epiroc Targets End-to-End Autonomous Haulage

Epiroc is extending its autonomous underground haulage capabilities to surface operations, creating the potential for mine trucks to complete automated hauling and dumping cycles across both environments.

The development uses 3D LiDAR technology for localisation, mapping and obstacle detection, allowing autonomous trucks operating underground to continue onto the surface without switching to a separate automation system.

Epiroc said the technology represents a step towards end-to-end autonomous haulage, particularly for mining operations where trucks regularly travel between underground production areas and surface dumping locations.

Johannes Mutamba, Global Product Manager Deep Automation – Trucks at Epiroc’s Underground division, said: “Trucks are the natural starting point for this technology, given their long operating distances and the fact that their operating cycles often extend from underground production areas to surface dumping locations.”

“By using a common system for automated underground and surface hauling, with advanced obstacle detection, we can scale this solution to other machine types in the future.”

3D LiDAR Tackles Surface Automation Challenges

Operating autonomous equipment on the surface presents different challenges to underground environments, including fewer positioning references and changing weather conditions.

Epiroc has moved from traditional two-dimensional (2D) sensors to a 3D LiDAR system to provide autonomous equipment with greater environmental awareness and more reliable positioning.

Robert Lundh, Automation Specialist at Epiroc’s Underground division, said: “Surface environments present unique challenges compared to underground operations due to fewer positioning references and changing weather conditions.”

“By moving from traditional 2D sensors to a 3D LiDAR system, we improve environmental awareness and get more reliable positioning.”

The technology combines localisation and mapping capabilities with obstacle detection, providing the truck with information about its surroundings as it moves between operating environments.

Deep Automation Capabilities Expand

The latest development follows Epiroc’s introduction of 3D ramp visualisation within Deep Automation, which is designed to support fleet control across multi-level underground ramps.

It also builds on the company’s automation rollout for its Minetruck MT65 S.

Epiroc intends to expand the approach beyond mine trucks in the future, using a common automation system and advanced obstacle detection across other equipment types.

The development comes as mining companies face increasingly complex operating conditions, including deeper deposits and lower ore grades, alongside growing requirements for improved safety, sustainability and operational efficiency.

By connecting underground and surface automation within the same system, Epiroc is seeking to extend autonomous operation across a greater proportion of the mine haulage cycle.

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Keşkek to Extend Gediktepe Gold Production

ACG Metals has entered into a binding agreement to acquire 100 per cent of mining licence 60926 and the associated Keşkek gold project from Meta Nikel Kobalt Madencilik Sanayi ve Ticaret A.Ş. (META).

Located approximately 70 kilometres from ACG’s Gediktepe mine in Türkiye, Keşkek is expected to provide additional oxide ore for processing through the operation’s existing heap-leach facility.

The 666-hectare licence will be acquired for total cash consideration of USD$7.85 million. This comprises an initial USD$4 million payment following execution of the definitive agreement and approval of the licence transfer, expected in October 2026, followed by USD$3.85 million linked to the Environmental Impact Assessment permitting process, expected to conclude by mid-2027.

META will also receive a one per cent gross revenue royalty on gold mined from the licence area. ACG will pay a further USD$60 per ounce for additional gold discovered and converted to ore reserves outside the defined Keşkek pit.

Total acquisition, phased exploration and closure expenditure for the project is estimated at approximately USD$15 million over 10 years.

300,000-Tonne Pit Provides Initial Ore Feed

The defined Keşkek pit contains approximately 300,000 tonnes grading 0.90 grams per tonne (g/t) gold, with an estimated waste-to-ore strip ratio of 1:1.

This material is expected to provide the initial source of additional oxide feed for Gediktepe’s heap-leach facility.

Metallurgical testwork undertaken by ACG achieved column-leach gold recoveries of between 75 and 80 per cent, increasing to approximately 85 per cent using Gediktepe’s existing patented recovery process.

Higher-grade ore is planned to be processed through the heap-leach facility, while lower-grade material is expected to be stockpiled for subsequent processing through ACG’s Enriched Ore plant.

Artem Volynets, Chairman and Chief Executive Officer of ACG, said: “The acquisition of Keşkek provides an attractive opportunity to extend our gold production profile by securing a nearby source of gold-bearing oxide ore that can be processed using existing infrastructure at Gediktepe.”

“This will enable ACG to continue primary gold production in addition to production of copper and zinc concentrates from our own sulphide ores via the flotation facility that we are just starting to ramp up.”

Existing Infrastructure Supports Development

ACG plans to use existing infrastructure at Gediktepe to support development of Keşkek, with ore transported approximately 70 kilometres using paved and gravel haulage routes.

The company’s existing mining contractor, Uluova, is already established at the META site. Keşkek is also located along ACG’s existing concentrate offtake route, which the company said could create transport synergies with concentrate deliveries.

Subject to permitting, mining and gold production are targeted to begin in mid-2027, after recoverable gold and silver from material currently under heap leach at Gediktepe has been recovered.

Volynets said: “The Project is a clear example of our disciplined approach to identifying value-accretive growth opportunities that leverage our existing infrastructure and operating capabilities and generate additional cash flow.”

ACG Identifies Further Exploration Potential

ACG estimates the Keşkek licence contains an indicated mineral resource of 1.5 million tonnes grading 0.65 g/t gold, including the defined pit.

A technical review by ACG and Ridge Minerals has also identified exploration potential for an additional five to 10 million tonnes of mineralisation grading between 0.7 and 1.0 g/t gold, subject to further drilling.

ACG said its existing facility is expected to have sufficient capacity to process increased oxide throughput should additional ore reserves be delineated, although it cautioned that there is currently no certainty further exploration will result in mineral resources.

The acquisition is intended to extend Gediktepe’s gold production alongside the mine’s transition towards copper production, with its flotation processing facility currently ramping up following first concentrate production in August 2026.

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Orica Targets Autonomous Drill and Blast

Orica is advancing a surface mining automation programme designed to reduce worker exposure to hazardous areas while improving the efficiency and consistency of drill and blast operations.

The Surface Mining Automation Program combines Orica’s existing blasting systems, digital platforms and on-bench explosives delivery capabilities with new automation technologies.

Early applications are focused on autonomous dipping and tele-remote Mobile Manufacturing Unit (MMU) capabilities, while the wider development roadmap includes automated priming and stemming.

Angus Melbourne, Chief Technology Officer at Orica, said: “At its core, Surface Automation is exciting new technology built on strong foundations. It brings together Orica’s proven capabilities in blasting systems, digital platforms and the on-bench delivery of premium explosives, then takes them further through automation.”

“By connecting these capabilities, Orica is moving from digitally enabled drill and blast to safer, more efficient and increasingly autonomous operations on the bench — focused on practical applications that can create real value for customers today.”

Automation Targets Hazardous Mining Tasks

The programme is intended to address safety, productivity and cost pressures facing surface mining operations.

By automating activities on the bench, Orica is seeking to reduce the need for personnel to enter hazardous zones while supporting more continuous operations and consistent execution.

The modular development roadmap is designed to allow individual automation technologies to be scaled according to customer requirements and operating conditions.

Orica said the programme could also support improved recovery and cost efficiency through more precise execution and real-time data integration.

Digital Platforms Connect Blast Operations

The automation programme is underpinned by Orica’s existing digital and sensing technologies, connecting activities from orebody understanding and blast design through to execution, measurement and monitoring.

BlastIQ™, SHOTPlus™ and LOADPlus™ are being used to translate operational data into blast design, control and execution workflows.

Technologies including WebGen™ and 4D™ provide additional capabilities intended to support more flexible and controlled implementation in the field.

By connecting these technologies with automated equipment, Orica is aiming to integrate digital planning more closely with physical execution on the mine bench.

Customer Trials Planned in Australia and Latin America

Orica plans to test the automation technologies with customers in live mining environments, initially focusing on Australia Pacific and Latin America before expanding into other global markets.

Melbourne said: “Anything we develop must integrate into real operating conditions and deliver practical value.”

“We are working alongside customers to test, refine and scale automation in live environments, beginning with priority use cases such as autonomous dipping and tele-remote MMU capabilities.”

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KCM Targets AI-Enabled Mining Operations

Konkola Copper Mines has entered a strategic technology transformation partnership with Zensar Technologies as the Zambian copper producer looks to build a more connected and data-driven operation.

The partnership will see Zensar support the modernisation of KCM’s technology landscape using AI-enabled operations, intelligent automation, digital workplace services, infrastructure management and modern technology platforms.

The companies said the programme is intended to strengthen operational resilience, improve user experiences and establish a scalable technology foundation for KCM’s future growth.

KCM operates mining and processing facilities across Chingola, Chililabombwe, Kitwe and Nampundwe in Zambia.

Pushpender Singla, Executive Director of Konkola Copper Mines and Chief Financial Officer of CopperTech Metals, said: “We are pleased to partner with Zensar as we step into our technology transformation journey. Through AI-enabled operations, intelligent automation, and modern technology platforms, we are creating a more connected and data-driven enterprise.

“From the outset, Zensar demonstrated a deep understanding of the Africa mining sector and the unique operational challenges of our industry. The successful transition and early momentum in the engagement reinforce our confidence in Zensar as a trusted partner. We look forward to working together to drive innovation, operational excellence, and long-term value creation.”

Technology Transition Completed in Seven Weeks

The partnership has already reached its first operational milestone, with all contracted services successfully going live.

According to Zensar, the transition was completed in less than seven weeks, establishing the operational foundation for the next stage of KCM’s technology transformation.

The programme comes as KCM looks to use modern technology capabilities to improve efficiency, optimise performance and accelerate decision-making across the business.

The partnership is also designed to support KCM’s longer-term development by connecting its technology infrastructure with AI and automation capabilities.

Zensar Builds Local Technology Team in Zambia

Zensar has recruited 15 Zambian professionals to support the partnership, with the company positioning local technology capability development as part of the programme.

The agreement also marks Zensar’s entry into Zambia as it expands its presence across Africa.

Kaushik Chatterjee, Senior Vice President and Head – Africa at Zensar Technologies, said: “Our partnership with KCM reflects a shared vision of leveraging technology and innovation to create measurable business value. We look forward to supporting KCM as it advances its digital transformation ambitions while contributing to local capability development and long-term growth.”

Digital Transformation Supports KCM Growth Plans

The technology programme comes as KCM pursues wider plans to expand its copper operations in Zambia.

KCM is a subsidiary of Vedanta Resources Limited, which has pledged more than USD$1.2 billion of investment in the business.

The company plans to unlock operations including the Konkola Deep Mining Project (KDMP) in Chililabombwe and increase copper production to 300,000 tonnes per year by 2030.

The Zensar partnership will provide KCM with a modernised technology platform as the miner pursues those growth plans, with AI-enabled operations, automation and improved access to data forming central elements of its transformation strategy.

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CUSTODIANS OF COPPER PRODUCTION

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

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

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

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

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

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

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

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

A MINE FOR THE AGES

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

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

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

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

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

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

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

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

INNOVATION AND IMPROVEMENT

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

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

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

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

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

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

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

DRIVING FORCE FOR COPPER

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

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

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

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

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

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

HARNESSING UNLOCKED POTENTIAL

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

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

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

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

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

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

SUPER BOWL-SIZED IMPACT

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

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

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

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

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

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

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

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

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

COLLECTIVE RISK MANAGEMENT

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

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

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

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

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

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

ETHICAL AND RESPONSIBLE MINING

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

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

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

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

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

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

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

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

THE FUTURE OF COPPER

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

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

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

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

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

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

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

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

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

CAPSTONE COPPER PARTNERS

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NAL Expansion Targets 373,000 Tonnes a Year

Elevra Lithium has outlined plans to nearly double average annual spodumene concentrate production at its North American Lithium operation in Quebec through a three-stage brownfield expansion.

The PFS targets average annual post-expansion production of 373,000 tonnes of 5.4 per cent lithium oxide (Li2O) spodumene concentrate, compared with 199,000 tonnes a year under the unexpanded base case.

The new production target is also 10 per cent above the 338,000 tonnes a year estimated in May 2026, with Elevra attributing the increase largely to improved mill feed grades resulting from ore sorting equipment.

Across the life of mine (LOM), average production is expected to increase from 196,000 tonnes a year in the base case to 348,000 tonnes under the expansion scenario.

Lucas Dow, Managing Director and Chief Executive Officer of Elevra Lithium, said: “The NAL Expansion PFS confirms a compelling value proposition for Elevra, with a high-return brownfield expansion that materially increases production while reducing unit operating costs.”

C$366 Million Expansion Fully Funded

Initial capital expenditure for the expansion is estimated at C$366 million (US$271 million), including C$73 million (US$54 million) of contingency.

Elevra said the project is fully funded through the strategic financing package announced in May 2026.

The development will be divided into three stages, allowing the company to progressively increase throughput and production.

Stage one will require C$92 million (US$68 million) and increase process plant throughput to the currently permitted rate of 4,500 tonnes per day from mid-2027. It is expected to deliver an initial 15 to 20 per cent increase in annual spodumene concentrate production.

Stage two carries estimated capital expenditure of C$101 million (US$75 million) and will expand milling, flotation and filtration capacity to 6,500 tonnes per day, with production scheduled to begin in mid-2028.

The C$173 million (US$128 million) third stage will introduce a new permanent crushing circuit and additional ore sorting capacity, with completion targeted for mid-2029.

Expansion Targets Lower Lithium Production Costs

Increasing the scale of the operation is expected to reduce unit costs at NAL.

LOM C1 operating costs under the expansion case are estimated at C$876 per tonne (US$649 per tonne) of spodumene concentrate, compared with C$1,048 per tonne (US$776 per tonne) under the base case.

Following completion of the expansion, average C1 costs are forecast to fall further to approximately C$851 per tonne (US$630 per tonne), with all-in sustaining costs (AISC) estimated at C$918 per tonne (US$680 per tonne).

“The ability to increase average annual production to 373,000 tonnes post-expansion, while reducing LOM average C1 unit costs post expansion to approximately C$851/t (US$630/t), demonstrates the significant operating leverage available at NAL,” Dow said.

“The production target and cost profile are underpinned by existing Ore Reserves and historical operating data, providing a strong foundation for the production and financial outcomes outlined in the PFS.”

PFS Estimates C$943 Million Incremental NPV

The study estimates an expansion-only post-tax net present value (NPV) at an eight per cent discount rate of C$943 million (US$699 million), alongside a post-tax internal rate of return (IRR) of 49.9 per cent and a post-tax payback period of 34 months.

The wider post-expansion project has a post-tax NPV of C$3.218 billion (US$2.384 billion).

The incremental NPV is below the C$969 million (US$718 million) outlined in May 2026, primarily due to a four per cent increase in estimated mining costs following more detailed haulage modelling.

Total sustaining expenditure is estimated at C$527 million (US$390 million) over the expansion case, while total LOM operating expenditure is forecast at C$5.95 billion (US$4.41 billion).

Existing Ore Reserves Support 20-Year Mine Life

The expansion production profile is underpinned entirely by Elevra’s existing NAL Ore Reserves of 47.2 million tonnes at 1.12 per cent Li2O.

These comprise 0.2 million tonnes of Proven and 47 million tonnes of Probable Ore Reserves and support a revised 20-year mine life.

Elevra said 100 per cent of the production target is supported by Proven and Probable Ore Reserves, with no Inferred Mineral Resources included in the economic analysis or production target.

“The staged development approach allows us to bring additional production online from mid-2027, by progressively increasing throughput and capturing operating efficiencies while managing project execution and prudent capital deployment,” Dow said.

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Caterpillar Targets AI-Powered Mine Sites

Caterpillar is working with robotics company FieldAI to advance physical AI and autonomous technologies designed to make heavy industrial operations safer and more productive.

The collaboration combines Caterpillar’s industry expertise, engineering capabilities and operational data with FieldAI’s AI-enabled robot foundation models.

The technology is designed to operate autonomously across complex jobsites and manufacturing environments, including applications relevant to the mining industry.

Jaime Mineart, Chief Technology Officer at Caterpillar, said: “The future of our industries will be shaped by how effectively we combine human expertise with AI-powered machines.”

“Collaborations like this help accelerate the journey. We’re focused on applying AI where it matters most, helping customers improve safety, increase productivity and get more value from every operation.”

Autonomous Inspections and Digital Twins

Among the first applications being explored are autonomous inspections designed to improve safety and provide greater visibility into industrial operations.

Caterpillar and FieldAI are also developing jobsite and facility digital twins that can provide real-time insights into equipment, infrastructure and operations.

Other applications include enhanced situational awareness to identify potential risks sooner and operational optimisation using simulation, automation and AI-driven insights.

The companies said physical AI can turn real-time observations into actionable information, supporting faster decision-making while improving the effectiveness of workers and machinery.

NVIDIA Technology Supports Industrial AI

The collaboration will also use NVIDIA accelerated computing and NVIDIA Omniverse technologies alongside high-fidelity digital twins developed from operational data.

The combination is intended to improve site visibility, accelerate decision-making and support the development of the next generation of industrial operations.

FieldAI has deployed its technology across hundreds of sites worldwide, according to the company.

Ali Agha, Founder and CEO of FieldAI, said: “Caterpillar has shaped operations on jobsites and manufacturing facilities for over a century, and these are exactly the environments FieldAI excels in, with deployments spanning hundreds of sites worldwide.”

“This collaboration brings leading physical AI capabilities to a leading manufacturer of construction and mining equipment. Together, we are shaping the next century of AI-enabled heavy industry.”

Caterpillar Advances Jobsite of the Future

The collaboration builds on Caterpillar’s wider plans for what it describes as the “jobsite of the future”, based around intelligent machines, connected workflows and digital insights.

Caterpillar is also applying similar technologies within its own manufacturing operations as it looks to improve facility visibility, production flows and decision-making.

John Tuntland, Senior Vice President of Caterpillar’s Integrated Components Division, said: “These technologies give our teams greater visibility into how our facilities operate and help us identify opportunities to improve safety, optimize flow and make more informed decisions.”

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Six Decades Since First Pilbara Iron Ore Shipment

Rio Tinto is marking the 60th anniversary of its operations in Western Australia, commemorating the first shipment of iron ore from Dampier to Japan on 22 August 1966.

The shipment left aboard the Houn Maru following an agreement with Japanese steel mills to purchase 65.5 million tonnes of iron ore over 15 years.

At the time, Rio Tinto said the agreement was the largest export deal in Australian history and provided the commercial certainty required to support development of the Pilbara.

Since then, more than 8 billion tonnes of iron ore from Rio Tinto’s Pilbara operations have been shipped to customers around the world.

Pilbara Remains Core to Rio Tinto Iron Ore

The Pilbara remains at the centre of Rio Tinto’s global iron ore business, supported by operations linked to six residential towns in the region and five additional regional locations through its fly-in fly-out programme.

The company’s Western Australian footprint also includes Perth, which is home to its remote operations centre and the headquarters of its global iron ore business.

Matthew Holcz, Chief Executive of Rio Tinto Iron Ore, said: “Our story in Western Australia began in the Pilbara, which remains the heart of our iron ore business.”

“As we mark 60 years in Western Australia, we reflect on the people who came before us – whose hard work laid the foundations for the business we have today and for the future we are building.”

Local Supply Chain Spend Reaches AUD$12 Billion

In 2025, the company spent a record AUD$12 billion with Western Australian businesses, with local supply chain expenditure doubling over the previous four years.

Over the past five years, Rio Tinto has also invested approximately AUD$500 million in community initiatives across Western Australia.

The company said the growth of its iron ore business has been supported by employees, Traditional Owners, communities, governments, joint venture partners, customers and suppliers.

“We could never have built this business alone. We thank the generations of employees, Traditional Owners, communities, governments, joint venture partners, customers and suppliers who have built it with us,” Holcz said.

Rio Tinto Looks to Long-Term Pilbara Future

While the anniversary reflects on six decades of mining development, Rio Tinto said it is also focused on maintaining a long-term presence in Western Australia.

“While we reflect the past, we also turn to the future. We plan to be in Western Australia for decades to come, helping create further opportunities for future generations of Western Australians,” Holcz said.

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Jennmar Wins Kemi Mine Ground Support Deal

Jennmar has secured a five-year agreement with Outokumpu to provide ground support equipment for its Kemi Mine in Finland, significantly expanding the mining infrastructure supplier’s presence in Europe.

Under the multi-year agreement, Jennmar will supply a range of ground control products tailored to conditions at the underground operation, including roof bolts, cable bolts, mesh, steel accessories and pumpable resins.

The company will work with Kemi Mine’s management and underground technical teams to support ground stability, worker safety and production efficiency.

Mike Petkovich, President of Jennmar Europe, said: “Outokumpu’s Kemi Mine is one of the largest and most impressive mining operations in Europe, making it an exceptional opportunity to demonstrate the breadth of our products and technical capabilities in the region.”

Kemi Mine Produces 2.7 Million Tonnes Annually

Kemi is Finland’s largest underground mine and the only operational chrome mine in the European Union.

The operation has an ore processing capacity of 2.7 million tonnes annually and supplies chrome for Outokumpu’s ferrochrome and stainless steel production in nearby Tornio.

Ground support is therefore an important part of maintaining safe and reliable underground operations at the mine.

Henri Simpanen, Head of the Kemi Mine and Vice President at Outokumpu, said: “At Outokumpu’s Kemi Mine, we carry out extensive ground support operations to ensure the highest standards of safety for our personnel while mitigating production risks.”

“We are pleased to collaborate with Jennmar, a globally recognised industry leader.”

Jennmar Establishes Finnish Operation

Alongside the supply agreement, Jennmar has established Jennmar Finland to provide local support and streamline commercial transactions with Outokumpu and the mine’s management teams.

The move represents a further expansion of Jennmar’s European operations and will support the delivery of products and technical services under the Kemi contract.

Jennmar also plans to draw on its wider supply chain and technical expertise throughout the partnership.

“We look forward to providing Outokumpu’s Kemi Mine with our highest level of service and support throughout the partnership, facilitated by the establishment of our new entity, Jennmar Finland,” Petkovich said.

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Boliden Expands Zinc and Silver Portfolio

Boliden has entered into a definitive agreement with Votorantim to acquire all of its shares in Nexa Resources, a zinc and silver producer with operations in Brazil and Peru.

Under the transaction, Votorantim will receive 0.250 newly issued Boliden shares for each Nexa share it holds. The deal will leave Boliden with 64.68 per cent of Nexa’s shares and votes, while Votorantim will become an approximately seven per cent shareholder in Boliden.

The transaction implies consideration of USD$15.29 per Nexa share and total consideration to Votorantim of approximately USD$1.31 billion.

It values Nexa’s equity at approximately USD$2.03 billion and gives the business an enterprise value of around USD$3.67 billion.

Mikael Staffas, President and CEO of Boliden, said: “In addition to positioning Boliden as one of the leading zinc providers in the world, the transaction will reinforce our standing as a globally important base metal producer and bring a healthy addition to our precious metal business with a large increase to our output of silver in concentrate.”

Deal Adds Latin American Mining Operations

The acquisition will give Boliden exposure to mining and smelting operations in Brazil and Peru, extending its existing European footprint into Latin America.

Following completion, Boliden, including Nexa, will operate a portfolio of 12 mining units and eight smelter units across Europe and Latin America.

Boliden said the transaction will create a geographically diversified base and precious metals business while expanding its growth pipeline.

Staffas added: “Furthermore, Boliden’s and Nexa’s combined project portfolio will be highly attractive and present a solid foundation for future growth. Also, I am very confident that entering two highly attractive mining and smelting jurisdictions in Latin America together with an experienced partner, who will also become a significant Boliden owner, will bring benefits to internal and external stakeholders both short-term and long-term”.

Votorantim to Become Boliden Shareholder

Votorantim will receive 21.4 million newly issued Boliden shares as consideration, corresponding to approximately seven per cent of the company’s shares and votes.

Boliden said using shares rather than cash will preserve the strength of its balance sheet. The transaction is expected to be immediately accretive to earnings per share (EPS), contributing more than eight per cent.

Votorantim also intends to remain an active shareholder and will have representation on Boliden’s Board of Directors.

For the 12 months ending 30 June 2026, Boliden and Nexa generated combined consolidated revenue of approximately SEK136 billion and earnings before interest, taxes, depreciation and amortisation (EBITDA) of approximately SEK38 billion.

Boliden reported a net debt-to-equity ratio of 24 per cent as of 30 June 2026. On a pro forma basis, assuming the transaction had completed on that date, the combined ratio would have been approximately 33 per cent.

Tender Offer Planned for Remaining Nexa Shares

Nexa is currently listed on the New York Stock Exchange, with minority investors holding 35.32 per cent of its shares.

Following completion of the transaction, Boliden has agreed with Nexa to launch a voluntary tender offer for the remaining shares.

The cash price will be determined by reference to the fixed exchange ratio agreed with Votorantim and the 20-day volume weighted average price of Boliden shares on Nasdaq Stockholm before closing.

The acquisition remains subject to conditions including approval from Boliden shareholders at an extraordinary general meeting and receipt of regulatory approvals.

Closing is currently expected during the first quarter of 2027.

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Glenburgh Drilling Programme Accelerates

Benz Mining Corp. is accelerating exploration at its Glenburgh Gold Project after receiving firm commitments to raise AUD$150 million through an institutional placement.

The funding will allow the gold explorer to add six drill rigs to its planned Glenburgh programme, increasing the on-site fleet to 14 rigs operating across 20 shifts.

Benz plans to complete 450,000 metres of drilling, which the company expects to rank among the largest gold exploration drilling programmes underway in Australia and, by scale, among the largest globally.

The expanded programme will primarily support rapid infill drilling as Benz works towards its maiden Mineral Resource Estimate (MRE), targeted for the first half of 2027. Resource growth and extension drilling will also continue across the wider Glenburgh system.

AUD$150 Million Funding Boost

The placement comprises 40.4 million new fully paid CHESS Depositary Interests (CDIs) priced at AUD$3.71 each, raising AUD$150 million before costs.

The issue price represents no discount to Benz’s closing price of AUD$3.71 on 21 August 2026.

According to Benz, the placement attracted support from new and existing investors and followed inbound interest from a select group of long-only global specialist resources investors.

Settlement is expected on 28 August, with the new CDIs scheduled to be allotted and begin trading on 31 August 2026.

Canaccord Genuity (Australia) Limited acted as Global Coordinator, Joint Lead Manager and Sole Bookrunner, with Euroz Hartleys Group Limited acting as Joint Lead Manager and Shaw and Partners Limited as Co-Manager.

Targeting Maiden Glenburgh Resource in 2027

Alongside drilling, proceeds will fund geological modelling, assay analysis, interpretation and technical studies.

Benz intends to carry out this work in parallel with drilling to accelerate the conversion of exploration results into resource definition and support the commencement of feasibility studies during FY2027.

Funding will also cover field activities and permitting, including drill access preparation, heritage clearances and environmental approvals, as well as working capital and exploration activities across the company’s wider portfolio.

Evan Cranston, Chair of Benz Mining, said:

“We are advancing Glenburgh at a pace that very few gold projects in Australia can currently match. Our planned 450,000 metre drill program is one of the country’s most aggressive gold exploration campaigns and, by scale, among the largest globally.”

Cranston said the financing would enable Benz to bring forward a significant amount of drilling and increase geological confidence ahead of the maiden resource.

“With the expanded fleet, our immediate objective is to rapidly infill and build the geological confidence required to deliver Benz’s maiden Mineral Resource Estimate in the first half of 2027.”

Compressing Glenburgh’s Exploration Timeline

The scale of the programme reflects Benz’s strategy of rapidly advancing Glenburgh towards resource definition and potential development.

“The reason we are drilling at this intensity is simple: the more systematically we drill Glenburgh, the more compelling the scale of the opportunity becomes,” Cranston said.

“This funding enables us to bring forward a huge amount of drilling, compress the exploration timeline and move Glenburgh rapidly towards a defined resource and, ultimately, development.”

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