RENEWING A GOLD LEGACY

It’s been a whirlwind career and immensely fulfilling.”

This excitement can only centre around one globally crucial industry – mining. As stated by George Botshiwe, Managing Director of QKR Namibia Navachab Gold Mine (Navachab), the mining sector not only boasts significant historical impacts across the world, but also continues to shape every aspect of modern life, making it not only exciting but also riveting.

The Navachab Gold Mine is the country’s oldest gold mine and a key contributor to its economy since the late 1980s. Now entering its newest phase of underground expansion, the gold mine is cementing itself as the preeminent modern, sustainable, and long-life operation that creates continuous value for shareholders and the local community alike.

“The mine is one of Namibia’s leading gold producers and is located 10 kilometres (km) outside of Karibib in the Erongo Region, and 180 km west of the capital, Windhoek,” details Botshiwe.

“Our core business is the extraction and refining of gold, with silver produced as a valuable by-product. We conduct conventional open-pit mining with drilling, blasting, load and haul operations, surface exploration, and underground exploration projects. The mine employs over 1,600 people – predominantly Namibians – and remains committed to skills development, employee welfare, and community development and empowerment.”

Each year, Navachab contributes to Namibia’s economy through payment of taxes, royalties, dividends to government, and local procurement, whilst also investing in social responsibility initiatives such as education, healthcare, and small to medium-sized enterprise (SME) development.

Botshiwe found himself ingrained in the mining industry at a young age, with his father having worked as a crane operator at a smelter and passing on his admiration for engineers who make a difference in both the company and society.

After graduating with a degree in mining engineering, Botshiwe’s first job was at AngloGold Ashanti, where he quickly rose through the ranks and earned the opportunity to lead Navachab into a new era as Managing Director in 2018.

“I love my career and the opportunity I have to make a difference in people’s lives. I love building things and seeing how they positively influence not just my employees but also the surrounding communities and the country at large,” he enthuses.

INNOVATION AT THE CORE

Currently, the mining industry – especially in Namibia – is undergoing an exciting evolution.

“There’s a lot of exploration happening with various minerals, such as gold, copper, lithium, graphite, and rare earths. Namibia is well-positioned to benefit from this current interest and boom in the natural resources sector,” insights Botshiwe.

Navachab is taking advantage of this growth and continuing to differentiate itself as a mining stalwart within the industry. Its pillars of success revolve around safety, putting people first, and contributing to society for the betterment of the future.

“Our niche is that we are very innovative. We are not scared to try new, innovative things that will increase efficiency, lower operating costs, and improve employee safety, production, and profitability,” he furthers.

The company is passionate about innovation and encouraging its team members to explore new ideas. As a result of this collaborative environment, it has implemented first-in-the-world technologies that have significantly progressed operations.

Regarding Navachab’s contribution to the community and country at large, it works closely with local leaders and authorities to partner on projects, such as the construction of a medical centre in Karibib.

Additionally, the company works to create employment opportunities within the surrounding regions. For example, its Golden Egg Project aims to support SMEs by providing funding, training, and mentorship. Moreover, the company is currently constructing an SME park in Usakos.

“One of the biggest understated contributions we make is building local service enterprises in the mining industry – many from scratch. For example, we helped initiate and develop a drilling contractor who has now expanded across the country, providing exploration, grid control, and blast hole drilling services. We ultimately want to develop a Namibian mining services ecosystem by supporting local service providers and SMEs within the sector,” Botshiwe explains.

COMMITTED TO SUCCESS

Of crucial importance for Navachab and its continued success is the company’s dedication towards investing in innovative processing technologies.

“We are not afraid to try new technologies in gold processing,” affirms Botshiwe.

“10 years ago, we became the first mine to implement dense medium separation (DMS) technology in commercial scale gold processing, where we concentrate low-grade mineral ore material into a high-grade concentrate then treat it through our processing plant. Additionally, we added X-ray transmissive sorting to complement the DMS technology, which has proved very successful.”

Equally, two years ago, Navachab implemented high-pressure grinding rolls (HPGRs) and a Swiss Tower Mill to grind and mill gold-bearing ore, nearly doubling the mine’s milling capacity. This advanced technology operates at a lower cost than conventional methods and requires less power and water, reflecting the mine’s commitment to sustainability.

Navachab is currently working to expand and is actively exploring various technologies to further increase its processing capacity, alongside progressing its underground project, where it is developing two portals to explore a further 2 to 2.5 million ounces (oz) of gold.

“This is the most important and exciting project we are working on. We have already completed over 800 metres (m) in decline development, and we are planning to start exploration drilling by the end of the year and finish the feasibility study in Q3 2027,” Botshiwe details.

To complement this project, Navachab is constructing a gravity concentrator scheduled to be commissioned by the end of 2026, which will improve recoveries by approximately five to six percent. This is in parallel to a feasibility study the company is conducting for a future plant expansion that will allow the updated facility to treat discoveries from surface and underground mining.

“We are well-aligned and excited to further grow the mine based on all of the projects we are engaging in,” confirms Botshiwe.

CREATING VALUE FOR THE COMMUNITY

Navachab has diligently worked to cement itself as a modern, long-life gold mining operation that adds value to both its shareholders and the local communities. One of the company’s biggest advantages is its mineral resources, which comprise nearly 5 million oz within the ground.

“Our current mine plan produces approximately 2.5 million oz, meaning we have an excess of 2.5 million oz to develop a feasible plan for. Hence, we have started feasibility studies for underground mining to expand both our operations and the life of mine,” Botshiwe outlines.

Navachab has a history of converting its exploration targets into resources and eventually mineable and profitable pits, both above and underground. The company is confident it will soon be able to convert its findings and new resources into sustainable long-term mining.

“What enables us to expand our operations is that we are a low-cost producer. With the gold prices where they are today, many are tempted to include expensive projects that increase all-in sustaining costs; however, our target for Navachab’s all-in sustaining costs is around USD$1,000 per oz,” details Botshiwe.

As the mine continues to reach for further success, it is prioritising the development and welfare of its people and the safe running of its mining processes, whilst also looking to increase visibility and engage with different platforms that highlight the mine’s contributions.

“It is very important for us to empower our employees in terms of training and preparing the next mining leaders in Namibia, especially in underground mining and some technical skills we are currently lacking in the country. We have recruited a number of young engineers, geologists, and technicians for this purpose and want to assist them in growing to the next level and taking on the mining responsibilities of the future,” proudly concludes Botshiwe.

The post QKR Namibia Navachab Gold Mine : Renewing a Gold Legacy appeared first on Mining Outlook.

ENGINEERING NAMIBIA’S FUTURE

For over a century, Knight Piésold has built a reputation as one of Africa’s leading engineering and environmental consulting firms.

Founded in South Africa (SA) in 1921, the company has evolved into a global multidisciplinary consultancy operating across Africa, Australia, North and South America, and Europe. 

Today, Knight Piésold Southern Africa remains proudly African-rooted, with Namibia playing an increasingly strategic role in both the company’s regional growth and long-term vision. 

The organisation has established itself as a trusted engineering partner across the mining, infrastructure, water, environmental, and energy sectors in Namibia.  

Since establishing a formal domestic presence in 2008, Knight Piésold has expanded steadily, delivering some of Namibia’s most significant engineering projects whilst supporting both public and private sector development. 

The Namibian office continues to grow from strength to strength under the leadership of Managing Director, Cilliers Mostert, and Director, Günter Leicher, supported by the broader technical capabilities and specialist expertise of Knight Piésold Southern Africa.

“Together, the Namibian and South African teams collaborate seamlessly to provide multidisciplinary engineering solutions that are innovative, sustainable, and aligned with global best practice,” opens Mostert. 

Mostert leads with more than two decades of engineering and project management experience. Since joining Knight Piésold in 2012, he has overseen the growth of the Namibian business and played a leading role in major infrastructure development and mining projects throughout the country. 

He has been instrumental in positioning the business as a respected engineering consultancy capable of delivering nationally significant projects whilst maintaining strong relationships with mining clients, private sector stakeholders, and government. 

“Knight Piésold’s success in the country is deeply connected to its philosophy of combining local knowledge with international expertise,” he continues. 

This approach has enabled the company to deliver landmark projects that contribute meaningfully to Namibia’s economic development, mining growth, water security, sporting infrastructure, and environmental stewardship.

GROWING FOOTPRINT

Knight Piésold’s vast African footprint continues to expand through operations across Namibia, SA, Botswana, Zambia, the Democratic Republic of Congo, Mauritius, Eswatini, and Madagascar.

“The Southern African business forms a critical part of the company’s global operations and showcases the strength of African engineering capability on the world stage,” comments Leicher.

“Namibia remains one of the most strategically important regions within this footprint due to its growing mining sector, infrastructure development opportunities, renewable energy potential, and government-driven development plans,” he adds.

From Windhoek to Keetmanshoop, Lüderitz, Rosh Pinah, Ondangwa, and beyond, Knight Piésold has become recognised for delivering high-quality engineering services across complex and technically demanding environments.

The Namibian office is further strengthened through technical support from Knight Piésold’s South African offices in Johannesburg, Pretoria, Durban, Cape Town, and Phalaborwa.

Furthermore, this collaborative regional model allows the Namibian team to access specialist skills in geotechnical, structural, tailings, dam, transportation, and water resources engineering, as well as hydrology and hydrogeology, environmental consulting, materials testing, project management, construction supervision, mining infrastructure, and renewable energy support services.

As a result, this integrated support network allows Knight Piésold to undertake both mega infrastructure projects and highly specialised technical assignments with confidence and efficiency.

EXCELLENCE ACROSS KEY SECTORS

Knight Piésold provides multidisciplinary services across numerous sectors critical to Namibia’s growth and development. 

Mining remains one of the country’s most important economic sectors, and Knight Piésold has become a trusted partner to mining clients across the region. 

“Our extensive mining experience across Southern Africa enables the Namibian operation to deliver solutions aligned with international standards whilst addressing local operational requirements,” says Mostert. 

Knight Piésold has been supporting developments within the mining space across Namibia, and the company’s mining expertise continues to grow beyond traditional tailings engineering into broader mining infrastructure and environmental services. 

In Namibia, water security remains a strategic priority for all clients, making Knight Piésold’s expertise in dams, pipelines, hydrology, geohydrology, and water infrastructure especially valuable. 

Additionally, it continues to support infrastructure development across transportation, municipal, and industrial sectors. 

Across its entire breadth of projects, environmental responsibility and sustainable engineering are increasingly critical in modern project development for Knight Piésold.

INVESTING IN NAMIBIA

One of the most exciting recent developments involving Knight Piésold is the Namibia Cricket Ground (NCG) High-Performance Stadium project in Windhoek.  

“This project represents a major investment in Namibia’s sporting infrastructure and positions the country to host international cricket events whilst supporting athlete development and tourism growth,” Leicher expands. 

The exciting project includes International Cricket Council (ICC)-compliant cricket facilities, high-performance training infrastructure, stadium facilities, administration and hospitality spaces, reinforced concrete structural works, and civil and infrastructure engineering support. 

“We believe this project showcases Knight Piésold’s ability to diversify beyond traditional mining and water infrastructure into social and sporting infrastructure that contributes to national development,” he excites. 

On the back of projects such as this, the company’s work across Namibia and Southern Africa has received numerous commendations and awards that recognise its engineering excellence, innovation, and commitment to quality.  

This includes numerous industry recognitions for sustainable engineering excellence, infrastructure innovation, and technical quality. 

These awards reflect the professionalism, technical expertise, and dedication of Knight Piésold’s teams across the continent.

WOMEN IN ENGINEERING

At present, a key priority for the company is driving inclusion and transformation. 

“Knight Piésold recognises that the future of engineering depends on creating opportunities for diverse talent and supporting greater inclusion across the profession,” Mostert elaborates.  

“Across Namibia and Southern Africa, women within Knight Piésold continue to contribute significantly to engineering, environmental consulting, project management, sustainability, and technical leadership, demonstrating the increasing role of women in shaping Africa’s infrastructure and mining future, he sets out. 

In this way, the company remains committed to supporting women in STEM careers. It is also focused on developing young professionals, mentorship and training, skills development initiatives, inclusive workplace culture, and advancing professional growth opportunities. 

This commitment aligns with the company’s broader transformation and sustainability objectives across the continent.

VISION OF CONTINUED GROWTH

Knight Piésold continues to position itself for future growth as Namibia enters an exciting new era of infrastructure investment, mining expansion, energy development, and industrial advancement. 

As such, a sprawling mix of opportunities abound, linked to mining expansion, green hydrogen, renewable energy, water infrastructure, regional logistics, sporting infrastructure, and urban development. 

All of these fields present exciting pathways for the company’s continued contribution to Namibia’s future. 

“The firm’s long-term commitment to the country is reflected not only through major projects and office expansion, but also through investment in local talent, technical development, and sustainable partnerships,” states Leicher. 

Moreover, as Namibia continues to grow, Knight Piésold remains committed to delivering engineering solutions that create long-term value for clients, communities, and the broader region.

A SYMBOL FOR DEVELOPMENT

Knight Piésold stands today as a symbol of African engineering capability, technical excellence, and sustainable development. 

“From the monumental Neckartal Dam to cutting-edge mining developments and sporting infrastructure, the company continues to demonstrate its ability to deliver projects that shape industries, support communities, and drive national growth,” Mostert prides. 

“With strong leadership, multidisciplinary expertise, regional support, and a deep commitment to Namibia’s future, Knight Piésold is not only engineering projects – it is helping engineer the future of the country itself,” he finishes. 

As the company moves beyond 105 years of engineering excellence, its Namibian operation remains poised for continued expansion, innovation, and impact across the African continent.

The post Knight Piésold : Engineering Namibia’s Future appeared first on Mining Outlook.

NEW LEVELS OF MINING TRANSFORMATION

Over the last three years, South Africa’s (SA) coal mining sector has increasingly been shaped by three key forces: energy security demands, environmental, social, and governance (ESG) expectations, and operational consolidation.

Coal has remained a critical pillar of the national energy mix, but mining companies are now required to balance production stability with environmental responsibility and long-term sustainability planning. This has resulted in increased investment in cleaner technologies, improved operational efficiency, and stronger community and ESG alignment.

Within this environment, Ndalamo Resources (Ndalamo) has positioned itself as a responsive and adaptive player by aligning its operations with sustainability-driven mining, responsible production, and gradual diversification into renewable energy solutions.

Since 2023, the company has significantly expanded its operational footprint and investment portfolio across the SA mining sector, operating and holding interest in a number of notable mining developments.

“This expansion reflects a deliberate strategy to consolidate assets, improve operational control, and strengthen production capacity across key coalfields,” opens Phinda Mamba, General Manager.

CLEAR STRATEGIC GROWTH

Ndalamo’s expansion has been driven by disciplined acquisitions and structured partnerships that ensure scalability and operational resilience.

The acquisition of Wonderfontein Mine (Wonderfontein) represents a defining milestone as the company’s first fully owned operating mine. It has strengthened Ndalamo’s direct operational control and enhanced the company’s ability to integrate mining, processing, logistics, and ESG priorities within a single asset framework.

In parallel, Ndalamo maintains majority interests in key assets in partnership with Universal Coal plc, enabling shared expertise, risk management, and operational efficiency.

“This partnership model remains central to Ndalamo’s strategy, allowing the company to scale responsibly whilst maintaining flexibility and market competitiveness,” Mamba expands.

An additional pillar of Ndalamo’s growth strategy has been the revitalisation and optimisation of mining assets that were previously underperforming or closed under large mining houses.

“Through targeted investment, operational restructuring, and local stakeholder engagement, the company has successfully converted legacy mining assets into productive, job-creating operations,” he adds.

This approach ensures the preservation and expansion of mining jobs, improved asset productivity and lifespan, enhanced local economic participation, and the reintroduction of sustainable mining operations into host communities.

FLAGSHIP OPERATION

Since its acquisition last year, Wonderfontein has become a strategic production and transformation asset for Ndalamo. The mine operates at approximately 4.2 million tonnes (t) per annum at peak production capacity and has a processing capacity of 300,000 t per month.

Recent investment at the mine has focused on operational optimisation, production stabilisation, and infrastructure and processing efficiency improvements. Ndalamo has also deeply embedded a safety and zero-harm culture across the mine, alongside facilitating skills development and leadership training.

Additionally, Wonderfontein is preparing for renewable energy integration through a planned 66 megawatt (MV) solar photovoltaic (PV) project under Ndalamo Energy.

“These initiatives are designed to strengthen long-term sustainability and operational performance,” Mamba notes.

Beyond Wonderfontein, Ndalamo’s broader asset portfolio continues to enhance production capacity and strategic scale. North Block Complex (NBC) and New Clydesdale Colliery (NCC) remain key production pillars, whilst Eloff Mining Company (Eloff), Ubuntu Colliery, Springboklaagte, and Arnot South provide additional growth leverage across the coal value chain.

These assets collectively strengthen supply security, export and domestic market capacity, operational diversification, and economies of scale across mining operations.

“This integrated portfolio approach enables Ndalamo to remain competitive whilst expanding responsibly,” he adds.

RELEVANCE AND LONG-TERM SUSTAINABILITY

Ndalamo’s workforce has grown significantly in line with operational expansion.

For example, employment at NBC grew by 48 percent between 2021 and 2024, totalling 1,696, whilst its head office expanded from five to 21 employees. Wonderfontein, meanwhile, has an employee base of 1,247 and has recently invested ZAR450,000 in skills development.

These funds have helped facilitate technical training, safety and maintenance programmes, leadership development for 46 managers, and the deployment of ‘train the trainer’ initiatives.

Future staff development will focus on succession planning, mentorship frameworks, bursary programmes, partnerships with technical institutions, leadership academies, and cross-operation rotation programmes.

“These initiatives strengthen both internal capability and community employability,” Mamba elaborates.

On top of this, more than ZAR21 million has been invested in community development initiatives, including solar-powered water infrastructure systems, school infrastructure upgrades, health and wellness programmes, and enterprise development support for 24 local small to medium-sized enterprises (SMEs).

“These interventions are designed in collaboration with communities to ensure relevance and long-term sustainability.

“This priority is central to Ndalamo because the company views mining success as shared prosperity. Leadership consistently reinforces that growth must benefit employees, communities, and partners as part of a broader ‘just transition’,” he prides.

PRAGMATIC RESPONSE

In response to global decarbonisation trends, Ndalamo is actively pivoting towards a hybrid mining-energy model through Ndalamo Energy.

A key initiative of this division is the 66 MW solar PV project at Wonderfontein, whereby 10 MW is dedicated to mining operations, and 56 MW is allocated to external energy supply through trading structures. This forms part of the company’s broader ESG and energy transition strategy, aimed at reducing carbon intensity whilst enhancing energy resilience and long-term sustainability.

In the same vein, Ndalamo has a deep commitment to achieving carbon neutrality by 2050. The company’s renewable energy investments, particularly solar integration at Wonderfontein, support incremental reductions in emissions intensity and operational carbon footprint.

This transition strategy contributes to the broader goal of carbon neutrality by reducing reliance on traditional grid energy, improving operational energy efficiency, diversifying energy sources, and embedding ESG-aligned operational practices.

“Our carbon neutrality approach is pragmatic – recognising coal’s current role in SA’s energy mix whilst progressively enabling cleaner alternatives,” Mamba surmises.

SOCIOECONOMIC SUCCESS

Broad-based Black Economic Empowerment (B-BBEE) remains central to Ndalamo’s business model and strategic identity.

Key transformation indicators include the company having 100 percent black ownership, 24.3 percent black female ownership, and 100 percent black South African recruitment during reporting periods.

Additionally, the company is proud to have achieved Level 1 B-BBEE status at NBC and NCC, as well as Level 3 B-BBEE status at Wonderfontein.

“Economic inclusion remains structurally integrated into the business, not treated as a compliance obligation,” Mamba attests.

This is demonstrated by the various areas of transformation embedded across the company, including employment and recruitment, supplier and enterprise development, procurement, leadership development, and community investment.

Looking ahead, Ndalamo will continue to fortify its position as a diversified mining and energy group and advance its status as a mid-tier, black-owned business. The further optimisation of Wonderfontein’s production performance is central to these objectives, as is the continued integration and optimisation of acquired mining assets.

Expansion of renewable energy initiatives, including solar project implementation, and strengthening of ESG and carbon reduction programmes are equally integral, as the company maintains its position at the forefront of the mid-tier mining Mining in SA.

The coming year will see the expansion of Ndalamo’s enterprise and supplier development impact, acceleration of leadership development, and deepening of community investment – all aligned with measurable socioeconomic outcomes.

“Ndalamo remains focused on building a sustainable, transformation-driven mining and energy business that balances operational excellence, social impact, and long-term environmental responsibility,” Mamba concludes.

The post Ndalamo Resources : New Levels of Mining Transformation appeared first on Mining Outlook.

UNLOCKING A URANIUM UPGRADE

As a country that boasts abundant natural resources, Namibia is pivotal to the global mining industry, which is a cornerstone of its economy.

Amongst its significant contributions, the nation stands as the world’s third-largest uranium producer, harnessing the valuable radioactive metal to drive industrial growth and bolster energy security.

Key players in these sectors are Bannerman Mining Resources Namibia (BMRN) and Australian-listed Bannerman Energy.

BMRN is a 95 percent-owned subsidiary of Bannerman Energy, with the remaining five percent owned by the One Economy Foundation (OEF) of Namibia. Notably, its world-class flagship asset is the advanced Etango Uranium Project (Etango), located in Namibia’s Erongo region, known for its rich mineral resources.

The project possesses a globally significant uranium mineral resource endowment of 207 million pounds (lbs) of contained yellowcake (U3O8) – a powdered form of uranium concentrate obtained from leach solutions – at a cut-off of 100 parts per million (ppm) U3O8.

“BMRN received the exploration licenses for Etango in 2005 – one of the world’s largest undeveloped uranium projects, underpinned by more than 15 years of exploration and feasibility work,” introduces Danie van Aswegen, Interim CEO, who has over 25 years of mining industry experience.

Indeed, the project’s definitive feasibility study (DFS), completed in 2022, confirmed the strong technical and economic viability of conventional open-pit mining and heap-leach processing at an eight million tonne (MT) per annum rate, producing 3.5 million lbs of U3O8 annually.

In 2024, a scoping study further outlined potential expansion to 6.7 million lbs of U3O8 per year.

Importantly, Etango is fully permitted with all the necessary environmental approvals and a mining licence in place. BMRN is now advancing key workstreams towards a final investment decision (FID).

PIONEERING FUTURE PRODUCTION

Namibia is a prominent uranium jurisdiction with a 50-year history of production and export, supported by strong government and community backing, ensuring a favourable environment for development, characterised by political stability, security, and a strict rule of law.

Crucial uranium mines include Rössing, owned by China National Nuclear Corporation (CNNC); Langer Heinrich, owned by Paladin Energy; and Husab, owned by China General Nuclear Power Group (CGN).

CNNC is a major nuclear utility and uranium consumer, classified as Tier 1 due to its scale and credibility. The company is expanding, with 18 nuclear reactors under construction or approved, and has successfully operated the Rössing mine in Namibia since 2019.

By developing Etango, BMRN is placing itself amongst the major players in the country’s uranium resources.

“We chose to develop Etango because it combines globally significant scale, strong project economics, and a streamlined pathway to development in one of the world’s premier uranium jurisdictions,” Van Aswegen explains.

“There is clear scalability for future expansion as market conditions strengthen. The project benefits from demonstrated processing performance through the Etango Heap Leach Demonstration Plant, which validated metallurgical performance, processing assumptions, and low technical risk supported by a simple, proven flowsheet.”

Furthermore, with long-term global uranium supply deficits forecasted, Etango is well-positioned as an advanced, development-ready project capable of supplying reliable uranium to the growing nuclear energy sector.

“The global nuclear fuel market is becoming increasingly focused on the widening imbalance between reactor requirements and projected primary uranium availability,” he observes.

“Nuclear generating capacity continues to expand through new builds, reactor life extensions, uprates, newcomer countries, and emerging technologies.”

Together, these developments are driving sustained growth in uranium consumption and placing mounting pressure on future supply.

“The central challenge for the uranium mining sector is whether sufficient new production capacity can be brought online within the required timeframe,” Van Aswegen explores.

“Even with existing producers increasing output, the market is still likely to face a meaningful deficit, underlining the importance of advancing new uranium assets towards commercial operation over the next several years.”

As such, Etango is poised to deliver additional uranium volumes as industry conditions tighten by the end of the decade. With advanced technology and reduced risks, it’s moving towards full-scale construction, aiming for first production in 2028.

At full capacity, it could meet the annual uranium needs of seven to eight large nuclear reactors, boosting global fuel supply during a critical time.

ETANGO’S ENVIRONMENTAL EMPOWERMENT

BMRN exercises best-practice environmental, social, and governance (ESG) leadership in all aspects of its business, most notably in its commitment to nuclear energy, where the company is highly respected by stakeholders in Namibia and beyond.

“Nuclear energy is vital for the global shift to a low-emissions future, supplying about 10 percent of the world’s electricity as the second largest low-carbon power source after hydropower. In this regard, it is reliable, scalable, and cost-effective, enhancing energy security and grid stability whilst supporting intermittent renewables like wind and solar.

“Moreover, beyond electricity generation, nuclear energy is expected to contribute to the decarbonisation of key industries, including heating, desalination, and hydrogen production. Additionally, the resource can also create long-term, high-skilled employment opportunities and support regional economies,” posits Van Aswegen.

As global decarbonisation accelerates, the demand for uranium is expected to rise significantly. The International Energy Agency (IEA) projects that nuclear capacity will need to nearly double by 2050 to achieve net zero goals.

BMRN’s Etango project will enhance global uranium supply, aiding the transition to a lower-carbon world. It will create 300 direct jobs and up to 5,000 indirect jobs, avoid 64 MT of carbon emissions by replacing coal-fired power, and displace 25 MT of coal equivalent.

“Since commencing operations in Namibia in 2006, we have demonstrated exemplary environmental standards,” he prides.

“We are proud of our environmental achievements, including our baseline data since 2008, innovations in drill pad rehabilitation in the Namib Desert adopted by other uranium miners, and our peer-reviewed environmental and social impact assessment (ESIA) for Etango, which secured environmental clearance.”

Furthermore, as part of the project’s development, BMRN has carefully considered environmental impacts in its design trade-offs and when selecting the process plant, with a strong focus on reducing Etango’s overall footprint whilst maintaining technical and commercial robustness.

INNOVATIVE SUSTAINABLE DEVELOPMENT

Despite the Etango deposit’s leading global status, it is considered low grade by global hard-rock uranium standards, with an endowment of approximately 240 ppm of uranium.

“A conventional uranium processing route would typically require energy-intensive crushing and grinding, agitated-tank leaching, solvent extraction, and wet tailings disposal — all of which would present significant challenges in Namibia given the country’s water scarcity, energy constraints, logistical complexity, and reliance on imported reagents.

“In response, the Etango process flowsheet reimagines traditional hard-rock uranium processing to fit the project and local conditions. It uses heap leaching on fine crushed ore instead of milling and tank leaching, eliminates the solvent extraction stage through ion exchange and direct uranium precipitation, and employs dry-stacked leached tailings (ripios) instead of wet disposal,” Van Aswegen details.

Together, these innovations significantly reduce water and energy requirements, lower operating complexity, and minimise the project’s environmental footprint, whilst also improving capital efficiency and supporting a more streamlined, lower-risk development pathway.

“Etango will significantly boost Namibia’s uranium mining industry as a key economic driver in the Erongo region. The project’s construction and operations will create numerous job opportunities for its subcontractors, suppliers, and service providers,” he affirms.

The contractor workforce on site includes over 560 people from four local Namibian firms: Namibbeton, K Neumayer Civil Contractors, Tulela Mining & Construction, and AN Construction.

BMRN’s project team, with over 70 years of collective experience in Africa, focuses on empowering Namibian small to medium-sized enterprises (SMEs).

STRATEGICALLY LEAPING TO A BRIGHTER FUTURE

The current and primary focus for BMRN’s team is Etango – transitioning from early works into full construction of the mine later this year and finalising the project as a joint venture (JV).

“In February 2026, we announced the strategic partnership with CNNC. Through CNNC Overseas Limited (CNOL), CNOL will invest up to USD$321.5 million for a 45 percent stake in the JV company that owns 95 percent of Etango.

“Bannerman Energy will retain a 55 percent stake in the JV, which translates to a 52.25 percent effective economic interest in the project. The OEF will continue to hold its five percent loan-carried shareholding,” reveals Van Aswegen.

Most importantly, Etango can now be constructed debt-free.

“Building without project debt reduces financial risk, gives us more flexibility, and strengthens our ability to manage construction and ramp-up with confidence, positioning BMRN to remain meaningfully exposed to upside future uranium prices.”

Under the agreement, CNOL will purchase 60 percent of Etango’s production, whilst Bannerman Energy will market the remaining 40 percent, thereby offering revenue certainty and strategic flexibility and supporting stability and growth.

Furthermore, strengthening Namibia’s position as a leading uranium producer, CNOL’s investment in Etango reflects confidence in the country’s regulatory environment. Once operational, the project will boost job creation, skills development, export revenues, and overall economic growth.

“At a time when the world is accelerating nuclear energy development to support energy security and lower-carbon power generation, Namibia is poised to play a critical role in the global nuclear fuel chain.

“For employees, this is a defining milestone. After nearly two decades of technical studies, optimisation, and de-risking work, we have secured the final key piece required to move towards development,” he exclaims.

The company now has construction funding in place, a Tier 1 off-take partner, a globally respected technical collaborator, and a clear pathway to an FID upon completion of the transaction, estimated to be around mid-2026.

“This partnership validates our project strength. With support from Namibian leaders and stakeholders, we are positioning Etango as a key global greenfield uranium project. Our goal is to complete the JV transaction, execute an FID, and commence full-scale construction shortly thereafter.

“We look forward to a successful partnership with CNOL and will continue to build the Bannerman brand and culture as our team grows,” Van Aswegen enthusiastically concludes.

The post Bannerman Mining Resources Namibia : Unlocking a Uranium Upgrade appeared first on Mining Outlook.

A LEADING PLAYER IN IVORIAN AGGREGATES

The aggregates sector in Africa is entering a dynamic phase, driven by strong demographic growth, rapid urbanisation, and significant investment in infrastructure.

Across the continent, governments are simultaneously prioritising roads, transport systems, and urban development – all of which rely heavily on high-quality aggregates.

Yet, alongside these noteworthy developments, client expectations are also beginning to evolve, as mining businesses across Africa are no longer looking for just volume, but also consistency, reliability, and compliance with increasingly demanding technical standards.

CADERAC views this shift as an opportunity to cement itself as a leading aggregates producer in Côte d’Ivoire.

“The Ivorian market for aggregates is estimated at around eight to 10 million tonnes (t) per year and is growing due to accelerated infrastructure development. It drives us to continuously strengthen our industrial capabilities and position ourselves as a long-term partner for major infrastructure projects,” opens Richard Lorant, Managing Director.

Established in 1999, CADERAC is part of Groupe Hervé, a French family-owned organisation with over 150 years of experience in quarry operations.

Equipped with such knowledge, the company is recognised as a key player in the sector, offering the full range of crushed products, including gravel, sand, and riprap blocks.

With over 430 employees and a production capacity of approximately 3 million t of aggregates per year, CADERAC’s operational scope has allowed it to contribute to a vast range of infrastructure and construction projects.

The company is further distinguished by its reputable geographical coverage, comprising three production sites in Abidjan, Bouaké, and Aboisso.

“Our focus on quality, strong production capacity, and an extensive geographical presence makes us a noteworthy partner for infrastructure providers. As a result, our client profile is key player-orientated, with the top 10 infrastructure and road companies in Côte d’Ivoire representing about 70 percent (%) of our revenue,” he points out.

MAINTAINING AN ENVIABLE POSITION

At the forefront of African aggregates landscape, CADERAC’s success is built on its steadfast dedication to producing high-quality products.

“Our internal laboratory allows us to rigorously monitor the quality of our materials on a daily basis and ensure they are in full compliance with our clients’ high standards. This level of control is essential for major infrastructure projects,” Richard urges.

On top of this, the company’s production capacity and reliability enable it to deliver large volumes of aggregates consistently, which is critical to the success of complex projects with demanding timelines.

CADERAC also maintains a large inventory of spare parts for its equipment and stock of explosives, providing the ability to respond quickly and minimise the risks associated with international shipping.

The company’s geographical footprint is another important differentiating factor.

Its production model is structured around a major site in Kossihouen, located within Greater Abidjan – the centre of industrial development and infrastructure in Côte d’Ivoire.

“Whilst our main production site is located near Abidjan, our additional sites in Bouaké and Aboisso allow us to serve different regions of the country and remain closer to our clients than many competitors,” he tells us.

This is particularly the case for the Central and Eastern regions. Bouaké, for instance, is a strategic hub at the centre of the country and therefore plays a key role in trade and logistics.

While these sites have more targeted operations, they play a critical role in maintaining close proximity to clients and supporting regional projects,” Richard informs.

“This organisational structure enables us to combine scale with flexibility, ensuring high production capacity and responsiveness.”

FAMILY-DRIVEN APPROACH

Founded in 1999, CADERAC has grown steadily to become a major player in the Ivorian aggregates sector.

A defining element of the company’s identity is its integration within Groupe Hervé, a family-owned group with more than 150 years of experience in quarrying, now led by the fifth generation of the Hervé family.

“The sons of the two owners, Nicolas and David Hervé, aged 30 and 36, are proudly following in their fathers’ footsteps, setting the course for the coming decades. This long-term vision is fundamental; it allows us to prioritise sustainable growth, operational excellence, and long-term partnerships.

“This family-driven approach also translates into a strong sense of responsibility towards our clients, employees, and communities,” says Richard.

Other major benefits provided by Groupe Hervé include direct access to international expertise, proven operational methods, and strong financial backing, allowing CADERAC to continuously invest in its tools, processes, and people.

“We maintain a strong regional anchoring with teams who understand the specific realities of the Ivorian market, whilst benefitting from the international standards and expertise of Groupe Hervé. This combination of global standards and local agility is at the core of our performance,” he emphasises.

PRESTIGIOUS PORTFOLIO OF PROJECTS

CADERAC is proud to contribute to major infrastructure and construction projects across Côte d’Ivoire, supporting the country’s development through the supply of high-quality aggregates.

Notably, CADERAC has been involved in the construction of two major road projects – the Coastal Motorway, between Abidjan and San Pedro, and the Northern Motorway between Abidjan and Bouaké.

The company supplied materials used in asphalt production, contributing to the durability and performance of these key transport corridors.

In parallel, CADERAC is involved in other emblematic urban developments such as the Tower F project in Abidjan.

“It will be one of the highest skyscrapers in Africa, which will rise to a height of 400 metres. This landmark project reflects the country’s economic ambition and transformation, and being part of such developments illustrates our ability to support complex, high-visibility projects,” highlights Richard.

As CADERAC continues to grow, its media image has increasingly become a strategic priority, particularly as the company aims to strengthen its visibility amongst international players – specifically mining companies.

“We believe it is important to showcase our expertise, projects, and the role we play in supporting infrastructure development. Strengthening our media presence allows us to reinforce our brand, attract new partners, and position ourselves as a reference player in Côte d’Ivoire,” he outlines.

A LONG-TERM COMMITMENT TO PEOPLE

Key to its continued growth, CADERAC’s workforce reflects a long-term approach to employment and performance.

Indeed, approximately 70% of the company’s staff are on permanent contracts. This reflects a deliberate and strategic long-term employment approach, enabling CADERAC to build stable, experienced teams and directly contributing to its low turnover.

Its commitments also extend to local employment opportunities, with over 88% of its workforce being Ivorian and less than two percent expatriates.

In addition, approximately 10% of employees come from other African countries, bringing with them complementary expertise.

Furthermore, whilst the sector remains traditionally male-dominated, women currently represent around 10% of CADERAC’s workforce, and increasing this share is one of the company’s key objectives.

People development also remains a core focus for the company.

“A key initiative in this area is the creation of an internal literacy school, which enables employees who were previously unable to read or write to become fully autonomous in their work and daily life,” Richard highlights.

CADERAC additionally prioritises its staff’s health through concrete actions such as having an on-site infirmary, providing health insurance and annual medical check-ups, and raising awareness during the Pink October and Blue November global health campaigns.

SUPPORTING LOCAL COMMUNITIES

The company’s long-standing commitment also extends to its support of the local community, which is a key part of its corporate identity.

Indeed, CADERAC actively supports the development of the territories in which it operates through concrete actions, particularly in education, healthcare, and local employment.

Over the years, the company has contributed to the refurbishment of schools and provides essential supplies to local establishments and institutions.

For instance, it has constructed three housing units for teachers and a kindergarten classroom in the village of Kolongonouan near Bouaké.

CADERAC has also played an integral part in the repaving of roads in the village of Kossihouen and donated medicine to a health centre in Bago.

GOING FORWARD

As it continues on its journey as a leading player in Côte d’Ivoire’s aggregates sector, CADERAC’s priorities are focused on consolidating its position and continuing to improve its operational performance.

The company aims to strengthen its local presence by opening new facilities in the North and West regions of the country, whilst continuing to invest in mobile crushing units for extracting materials on-site for clients, particularly mining companies.

Meanwhile, CADERAC also strives to bolster its production capabilities, maintain high-quality standards, and continue supporting major infrastructure projects across Côte d’Ivoire.

Underlying these objectives is the company’s commitment to remaining attentive to opportunities for growth and expansion, always with a disciplined and long-term approach.

“CADERAC’s role goes beyond supplying aggregates – we are a partner in infrastructure development, contributing to projects that have a direct impact on economic growth and quality of life.

“This sense of responsibility is what drives our teams on a daily basis,” Richard concludes.

CADERAC PARTNER

The post CADERAC : A Leading Player in Ivorian Aggregates appeared first on Mining Outlook.

BEYOND BAUXITE

Guinea holds the world’s largest reserves of bauxite – the primary ore for aluminium – and ranks as the top producer of this valuable resource.

Each year, thanks to an integrated and efficient industrial system, over 17 million tonnes (t) of high-quality bauxite are produced and exported by Compagnie des Bauxites de Guinée (CBG), destined for international aluminium markets.

One of the most important companies in the aluminium supply chain, CBG is based in the Boké region of Guinea and exploits significant deposits in the Sangarédi subprefecture.

It was originally formed in October 1963 following an agreement between the Guinean government and Halco Mining consortium, which owns 49 and 51 percent of the company, respectively.

This strategic alliance has been a key driver in the development of CBG’s production, processing, logistics, and export capabilities.

The company’s governance structure ensures both strong national roots and alignment with global best practices in management, performance, and compliance.

CBG has consistently modernised and optimised its mining, rail, and port infrastructure, a sustained effort that has significantly improved operational efficiency and strengthened its position amongst the world’s leading bauxite players.

In the past decade alone, the company has invested nearly USD$1 billion in a vast programme to modernise infrastructure and increase production capacity, thereby strengthening its competitiveness and long-term sustainability.

SIGNIFICANT RESERVES

CBG’s main extraction site, the Sangarédi mine, was commissioned in 1973 and extends over a vast lateritic plateau, known for the richness and quality of its bauxite deposits.

The site has significant reserves, estimated at several billion t, and a high-alumina ore that is prized on the international market, giving the Sangarédi mine a strategic position in the global bauxite supply chain.

With an annual production capacity exceeding 18.5 million t, the mine plays a central role in CBG’s performance and stands out as a reference site in the industry.

Operations at the Sangarédi mine, which are carried out using open-pit methods based on proven industrial techniques, involve stripping the surface layers, extracting the ore, and transporting it to processing facilities, where it is crushed and sized to meet customer requirements.

The mine benefits from an integrated logistics system based on a dedicated railway line that stretches approximately 135 kilometres (km), linking it to the port city and industrial zone of Kamsar. This ensures the continuous transport of ore to port facilities, where it is exported to international markets.

Since the start of CBG’s operations, the railway has undergone a remarkable transformation from a simple, single track to strategic infrastructure essential for both mining activities and local communities.

Today, it forms the vital axis for ore transport in Northwest Guinea, continuously supporting the performance of CBG’s operations.

The railway corridor is also entirely protected by a wire fence, guaranteeing safe and controlled traffic, particularly in densely populated areas.

INTEGRATED VALUE CHAIN

From the mine, ore is transported via the railway to CBG’s Kamsar plant – which forms the industrial heart of the company’s value chain and central hub of its operations – where it is received and then positioned on a dedicated track before being directed to the crushing pit.

This step yields three distinct particle sizes, optimising the ore’s preparation for subsequent phases. The bauxite is then transferred to the drying kilns, where its moisture content is rigorously reduced to three percent, guaranteeing its quality for export.

Once dried and graded, the bauxite is transported via a 2 km conveyor to the mineral quay for loading onto ships. Between the kiln outlet and this conveyor, two strategic devices – the sampling tower and weighing scale – ensure precise control of quality and volume.

To support continuous and efficient production, the Kamsar plant has a high-capacity stacker, enabling CBG to build strategic stocks and maintain a high operational rate – a hallmark of the company’s industrial power.

Evidently, CBG’s operations are part of an integrated value chain, with the port as the final strategic link.

This key piece of infrastructure is operated in close collaboration with long-standing partner, Agence Nationale d’Aménagement des Infrastructures Minières (ANAIM), in strict compliance with national and international conventions governing maritime activities.

Equipped with high-performance nautical resources, the port efficiently handles the berthing and unberthing of ships, particularly at CGB’s ore quay, which offers the capacity to simultaneously accommodate two 60,000 t ships.

Loading operations, completed in less than 24 hours, guarantee smooth operation, efficiency, and compliance with the most demanding standards.

In the spirit of continuous improvement, regular dredging operations are carried out to maintain the depths necessary for navigation, whilst fleet maintenance helps to optimise the availability and performance of nautical equipment.

SOCIOECONOMIC IMPORTANCE

Guided by the values of operational excellence, integrity, respect, and well-being, CBG goes beyond simply exploiting a strategic mineral resource.

By producing high-quality bauxite essential in various industries such as construction, transportation, energy, and technology, the company actively contributes to Guinea’s socioeconomic development.

Indeed, CBG has been a major contributor of more than USD$5 billion to Guinean government revenue, affirming its important strategic role in the national economy.

Through the responsible exploitation of its resources, the company also makes a significant contribution to creating jobs and upskilling locals.

CBG represents over 7,000 direct and indirect jobs, mostly from the Boké region, with 100 percent of the workforce in its operations being Guinean.

The company has progressively evolved Sangarédi and Kamsar into modern, well-organised, and truly integrated urban environments over the years, designed to support CBG’s activities whilst guaranteeing a suitable living environment for employees and their families.

Today, they have comprehensive infrastructure including housing, internal road networks, schools, healthcare facilities, and administrative and community amenities. A stable, secure, and functional living environment also contributes to residents’ quality of life and overall project success.

These communities are further distinguished by their social dynamism, with the company actively promoting sports such as football, basketball, and athletics through regularly organised competitions and activities.

Such initiatives strengthen cohesion, foster team spirit, and encourage the inclusion of young people from surrounding areas.

On a cultural and community level, the company supports numerous initiatives aimed at promoting cultural diversity, artistic expression, and community spirit. Cultural events, community days, and educational activities strengthen social bonds and foster the well-being of local populations.

In another initiative, CBG has reinstated a passenger train service on its railway, directly benefitting communities. This is part of a strategy to share railway infrastructure, effectively combining mining transport and inter-city mobility.

It concretely illustrates CBG’s operational expertise and ability to develop integrated logistics solutions with high socioeconomic value.

SUSTAINABLE DEVELOPMENT

Aside from its industrial performance, CBG plays a structuring role in communities through investment in infrastructure, education, health, and environmental protection.

An ongoing commitment to sustainable development makes CBG a strategic partner for Guinea, combining economic growth with a positive impact on local communities.

A pioneer in community development and local content promotion, the company bases its actions on a philosophy of creating shared value.

CBG adheres to rigorous international health, safety, quality, and environment (HSQE) standards, as evidenced by its ISO 9001, 14001, and 45001 certifications. These were awarded in 2017 and recently renewed in February this year following an audit by AFNOR Certification, with no major non-conformities.

Furthermore, the company has been certified by the Aluminium Stewardship Initiative since 2022, confirming its practices comply with international sustainability standards throughout the aluminium supply chain.

This certification reinforces CBG’s commitment to responsible, transparent, and stakeholder-friendly operations.

Positioned as a responsible corporate citizen, the company places environmental and biodiversity protection at the heart of its priorities.

CBG is committed to preserving ecosystems, preventing all forms of pollution, and ensuring rigorous management of waste generated by its activities.

The company’s waste management strategy includes the implementation of source separation systems, awareness campaigns, employee training, and waste characterisation. It also participates in international benchmarking initiatives to adopt global best practices in waste management.

Through these actions, CBG aims to make waste management a lever for environmental and social transformation, aiding the sustainable development of Guinea.

AIR AND WATER QUALITY

As an actor committed to environmental protection, CBG adopts a proactive and preventative approach to reduce emissions at the source.

Its air quality management plan aims to limit the exposure of communities and sensitive ecosystems to potentially harmful substances, including dust and gaseous emissions from its activities.

At the Kamsar plant, for example, dust capture and suppression systems have been integrated, both upstream and during the drying process, allowing for a notable reduction in emissions. Combined with a controlled-emission stack, this development reflects a clear ambition to reconcile industrial performance with environmental responsibility.

CBG has also adopted a rigorous and responsible approach to managing water, a vital resource essential to its operations and the well-being of surrounding communities.

The company is committed to protecting water resources throughout the entire lifecycle of its operations and the availability and quality of water for communities and ecosystems, in strict compliance with national regulations and international standards.

The Kamsar plant relies on a dual system – a potable water supply and a recycled water system using water from the domestic wastewater treatment plant – to meet hydration and industrial hygiene needs, which reinforces CBG’s commitment to sustainable and efficient resource management.

Monitoring programmes have also been implemented to continuously assess the impact of CBG’s activities on water resources and ensure effective management.

Moreover, the company is committed to reducing its water consumption through more efficient use and reuse initiatives. As part of this effort, the construction of a desalination plant is planned to reduce pressure on local resources and ensure a sustainable water supply for its operations.

SAFE OPERATIONS

Health and safety is another key pillar of CBG’s industrial performance and corporate social responsibility.

It is based on a fundamental principle – no activity can be considered successful if it does not guarantee the physical integrity and safety of all people involved in the company’s operations, whether that’s employees, partners, or visitors.

Within this framework, CBG relies on a structured set of 12 ‘Golden Rules’, which define the essential behaviours and requirements for preventing serious and fatal accidents. These rules govern critical situations in daily operations and constitute a common, mandatory, and non-negotiable code of conduct for all on-site personnel.

CBG continuously develops training programmes tailored to the specific risks of its mining and logistics activities, whilst also organising regular awareness campaigns to maintain a high level of vigilance.

Daily safety briefings are held in the field, where operational risks are discussed and lessons learnt are shared, whilst audits, inspections, and site visits verify the effective application of HSQE standards and identify areas for improvement.

At CBG’s Kamsar plant, safety standards are strictly adhered to throughout pre-alumina processing, contributing to the protection of CBG employees and overall reliability of its operations.

The company also leverages the progressive digitalisation of monitoring tools to enhance traceability and responsiveness in managing risk situations.

Health and safety performance is rigorously managed through key indicators that allow for objective assessment of progress and guide corrective actions.

These indicators include incident frequency and severity rates, the number of near misses reported, compliance levels during on-site inspections, and the completion rate of mandatory training. Regular analysis of this data is essential for continuous improvement and informed decision-making.

Beyond technical and organisational measures, CBG places a safety culture at the heart of its strategy. This culture is based on individual and collective commitment, where each employee is fully responsible for their own safety and that of others.

It is built through exemplary leadership, operational discipline, open communication about risks, and the promotion of safe behaviours.

Gradually, safety is becoming a shared value integrated into all work processes, thus contributing to sustainable performance and long-term viability of CBG’s operations.

The post Compagnie des Bauxites de Guinée : Beyond Bauxite appeared first on Mining Outlook.

BUILDING SOUTHERN AFRICA’S MINING FUTURE

Despite 2025 being a demanding year for the global coal industry – with both coking and thermal coal prices under pressure – for Vulcan Mozambique (Vulcan), it was a year of strategic progress.

Since we last spoke in 2024, Vulcan’s activities have progressed as the company capitalised on the recent downturn to sharpen efficiency, accelerate technology adoption, and deepen its commitment to responsible growth.

As a result, Vulcan was able to increase its exports and further strengthen its position as the world’s largest integrated pit-to-port coking coal operation, with run-of-mine (ROM) production capacity now exceeding 42 million tonnes per annum (Mtpa).

The company has also advanced a new operating model built around resource efficiency and the circular economy, guided by ‘the six R’s’; reduce, reuse, recycle, recover, redesign, and remanufacture.

“This is how we translate our commitment to zero discharge, zero waste, and zero harm into practical action,” introduces Dr Mukesh Kumar, CEO.

Amongst Vulcan’s most important milestones in the past year was strong progress on its first 300-megawatt (MW) waste-to-energy project, which will consume more than 1.5 million tonnes (t) of rejects annually.

In parallel, the company advanced Section 3 – one of the distinct operational or concession blocks within the massive Moatize Coal Mine in the Tete province, Mozambique – which is expected to become Africa’s first fully electric mine.

In this context, the company is also progressing its broader transition from diesel-based transportation to electrified operations, reducing fuel dependency, lowering emissions, and improving long-term resilience.

“Our ambition is clear – to remain a leader in mining and processing, provide efficient logistics solutions, strengthen regional energy security, and improve connectivity across Southern Africa,” Kumar asserts.

CAPITALISING ON OPPORTUNITIES

As Mozambique’s maturing mining sector enters a strategic phase, it is seeing more than just growth in its output – greater expectations, higher regulation standards, and stronger local content requirements can also be felt.

Such developments are accompanied by a national push to capture more value in-country rather than simply exporting raw materials.

This has created major opportunities for companies willing to invest in the long-term, build local capability, and partner seriously with government and communities.

“At Vulcan, we believe Mozambique has the potential to become one of Africa’s most compelling mining and industrial growth stories,” Kumar outlines.

He believes the government’s efforts to make the investment framework more competitive and investor-friendly send the right signal to the market.

As these reforms continue to take effect, Kumar expects Mozambique to attract increasing attention from serious global investors looking for scale, stability, and long-term potential.

Having refreshed its stance on electrification since we last spoke to the company, he outlines how Vulcan’s decision was rooted in both environmentalism and operationality.

“For us, the environmental and operational case go hand in hand. Our operations generate large volumes of rejects because steelmakers require low-ash coking coal, and historically, that material created both a waste burden and long-term liability,” he details.

Vulcan chose to turn that challenge into an opportunity by converting rejects into power and using this to create strategic value in its mining and transportation activities.

As such, for Vulcan, electrification is not only about lowering emissions – it’s a major business decision that reduces reliance on imported diesel, lowers exposure to oil-price volatility, strengthens its long-term cost base, and improves operating resilience.

At the same time, electrification supports the company’s wider carbon reduction agenda and responds to the rising expectations of customers and investors when it comes to cleaner and more efficient production.

STRATEGIC ASSET

Having established Africa’s first Coal Research Centre (CRC) in Moatize, the centre is a strategic asset for Vulcan that helps it to maintain quality, optimise resources, and create greater value from regional coal deposits.

The CRC is equipped with unique facilities such as pilot oven capabilities and advanced laboratories that are normally found only in major steelmaking environments.

“Mozambique’s coal has distinct characteristics compared to coal from Australia, China, or the US, so continuous work on washability, blending, and product validation is essential,” Kumar observes.

More importantly, the centre is an important national knowledge platform for Mozambique’s mining sector and helps Vulcan to train Mozambican engineers and scientists for the field.

Through the CRC, the company is also able to collaborate with universities, support smaller operators, and build a centre of excellence that benefits the wider industry.

“In our view, knowledge infrastructure is just as important as physical infrastructure in building a sustainable mining economy,” he adds.

Elsewhere, Vulcan is looking to expand the rail side of the business, with Nacala Logistics (Nacala) – the company’s dedicated transportation and supply chain subsidiary – emerging as a platform for regional integration, not just a transport corridor.

Connecting Mozambique, Malawi, and Zambia into a single export route, Nacala’s system strengthens access to global markets and reduces logistics costs around the region.

“We continue to invest in capacity and efficiency, including rolling stock, crossing yards, and operational systems, to increase throughput along the corridor,” Kumar outlines.

At the route’s ports, Nacala benefits from a natural deep-water harbour with no draft restrictions, capable of accommodating any vessel class in the world.

“Our ambition is to ensure rail capacity matches that port potential. Rail is not a support function at Vulcan; it is a strategic asset,” he emphasises.

As such, through closer coordination with rail and port partners, Vulcan is improving reliability, harmonising operations, and building a more integrated system from mine to vessel that supports long-term regional competitiveness.

LONG-TERM VISION

When it comes to significant projects, there are various ongoing that are anticipated to define the next chapter of Vulcan’s growth.

The most innovative is the company’s 300 MW waste-to-energy plant in Tete, which will convert coal rejects currently treated as waste into electricity.

“It is a powerful circular-economy solution addressing a waste challenge whilst also helping respond to Mozambique’s chronic power deficit,” Kumar highlights.

The project represents an investment of approximately USD$300 million and is expected to create more than 2,000 jobs during construction.

Vulcan’s long-term vision is to scale this platform to 1,500 MW, positioning Tete as a regional energy hub.

In addition, the company’s Green Cement Plant is a flagship circular economy project that converts fly ash from power operations into geopolymer cement.

“The plant enables us to eliminate industrial waste and produce a high-demand construction material without relying on limestone,” he explains.

The Moatize District Hospital project is equally important as it addresses Vulcan’s commitment to the community.

“Mining companies are often judged by what they extract; I want Vulcan to be judged by what we leave behind. A district hospital serving more than 345,000 people is the kind of legacy that matters,” Kumar prides.

Vulcan also plans to invest close to USD$1 billion in its electrification programme, including the conversion of nearly 1,000 kilometres of rail logistics to electric systems through dedicated high-tension transmission lines and substations.

“In parallel, we are investing heavily in new mining pits to extend our production horizon and in Nacala port infrastructure to further increase export capacity,” he points out.

Together, these projects are designed to reshape Vulcan’s cost base, strengthen competitiveness, and support Mozambique’s wider industrial development.

CUSTODIANS OF THE LAND

Last time we spoke, Kumar highlighted the establishment of a robust environmental recovery plan, the Degraded Areas Recovery Programme, which aims to recover mined areas and restore natural ecosystems.

Today, the programme is progressing as planned, with the company starting rehabilitation as soon as each pit section is exhausted as opposed to at the end of mine life.

“We re-profile land, replace topsoil, and restore vegetation using native species suited to the Tete biome,” Kumar says.

Vulcan is also strengthening tailings and reject management procedures, and, once operational, will eliminate future tailings from wash plant rejects via its waste-to-energy project.

Indeed, the company’s environmental framework includes eight active programmes covering areas such as water quality, air, biodiversity, and land rehabilitation.

“We manage these under ISO 14001, which requires continuous improvement, not minimum compliance,” he specifies.

Although rehabilitation at this scale is technically complex and results take time to mature, Vulcan remains focused on the long-term.

“We operate as custodians of the land and aim to leave it in better condition than we found it,” Kumar adds.

Vulcan’s efforts have not gone unnoticed as the company was voted Mozambique’s Best Mining Company at the Mozambique Mining and Energy Conference (MMEC) last year.

“Recognition from MMEC matters because it comes from those who understand this industry best, including government, regulators, peers, and civil society,” he reflects.

Kumar goes on to point out how the acknowledgement reflects how the company operates – not just what it produces.

Vulcan’s continuous recognition as one of Mozambique’s largest exporters at Feira Internacional de Maputo (FACIM) – Mozambique’s largest annual, multisectoral trade and investment event – reinforces that view.

Kumar is also keen to highlight how awards are backwards-looking, and that Vulcan’s focus today is on what comes next.

“The standards we set today in safety, environment, localisation, and community impact will determine whether that recognition is still earned in five years. We do not take it for granted.”

STRENGTHENING WATER SUPPLIES

A specific example of Vulcan’s deep-rooted dedication to the communities it operates in is its recent work to strengthen water supplies in Moatize, which expanded access to water for more than 70,000 people.

Through the project, the company took a decisive step to improve quality of life for the population of Moatize.

Contributing three new potable water supply systems, Vulcan officially inaugurated the systems in a ceremony held in February led by the Governor of Tete Province, Domingos Juliasse Viola.

The initiative reinforces access to water as one of the company’s key pillars of social investment, promoting dignity, public health, and sustainable development.

Installed in the 25 de Setembro, Bagamoio, and 1.º de Maio neighbourhoods, the systems are operated by submersible pumps powered by solar panels – a sustainable solution that ensures energy autonomy and continuous supply.

Each system has a storage capacity of 20,000 litres, enabling a continuous supply of water to thousands of residents.

The investment comes at a pertinent time in the region’s fight against waterborne diseases – particularly cholera. Infrastructure of this nature is contributing directly to improved public health and preventing outbreaks.

The installation of the pumps confirms the company’s commitment to expanding water supply solutions and ensuring access to safe water. This helps to reduce health risks, support education, stimulate economic activities, and improve family well-being.

The handover of the new systems forms part of a broader Vulcan social investment programme in the water sector, which has already produced significant results in Moatize.

The installation of two additional industrial submersible pumps is currently underway, along with the extension of piping to the main Fundo de Investimento e Património do Abastecimento de Água (FIPAG) transmission line – the region’s primary municipal water pipeline.

This intervention will increase network supply capacity, benefit thousands of additional consumers, and reinforce Vulcan’s commitment to sustainable, long-term solutions for the development of Moatize.

FUTURE FOCUS

Looking ahead, Vulcan’s ambition is to transform from the leading coking coal exporter into one of the world’s most responsible, benchmarked, and diversified integrated resource companies operating in Southern Africa.

“This is more than a statement of intent – it is a clear strategic roadmap,” Kumar boldly states.

In the near term, the company is focused on commissioning the 300 MW waste-to-energy plant, advancing railway electrification, and expanding wash capacity to 24 mtpa of product coal.

In the medium term, Vulcan’s USD$1.2 to 1.4 billion infrastructure investment across the power and rail sectors will materially change both its cost structure and environmental profile.

“We are also investing in new pits and port capacity to extend corridor life and throughput,” he adds.

When it comes to its people, Vulcan is looking to maximise Mozambican representation in its leadership and significantly increase the number of women in operational and supervisory roles.

On environmental, social, and governance (ESG) practices, the company is aligning its reporting with Global Reporting Initiative (GRI) standards and working towards science-based emissions reduction targets.

In short, Vulcan is living proof that mining investment in Africa can be done differently – it is not an enclave operation that extracts and leaves.

“We are an integrated, nationally anchored business that is helping build Mozambique’s industrial base, contributing to GDP, paying taxes, creating jobs, training talent, building hospitals, and investing in long-term infrastructure.”

Vulcan’s parent company, the Jindal Group – headed by Naveen Jindal – brings the long-term capital and technical depth needed to support that vision.

“I also think it is important to address the global coking coal narrative directly. Too often, all coal is treated as if it were the same. It is not.

“Coking coal remains an essential input for steelmaking, and steel is fundamental to building hospitals, bridges, transport systems, and renewable energy infrastructure,” Kumar clarifies.

As such, until a commercially viable alternative exists at scale, responsible production of this resource is part of the solution.

“Our commitment is to produce coking coal as cleanly, efficiently, and responsibly as possible,” he passionately concludes.

VULCAN MOZAMBIQUE PARTNERS

The post Vulcan Mozambique : Building Southern Africa’s Mining Future appeared first on Mining Outlook.

Rio Tinto brings next-generation smelting technology online in Quebec

Rio Tinto has started commissioning its US$1.5 billion AP60 smelter expansion at Complexe Arvida in Quebec, marking a significant milestone in the deployment of its commercial-scale low-carbon aluminium technology.

The start-up process began in March and is expected to conclude by the end of 2026, when all 96 new pots are operational. Once fully commissioned, the expansion will add approximately 160,000 metric tonnes of annual primary aluminium production capacity, bringing total output produced using AP60 technology to around 220,000 metric tonnes per year.

The investment underscores growing momentum behind projects that can simultaneously strengthen domestic supply chains, improve environmental performance and enhance long-term competitiveness.

Expanding production while modernising operations

The AP60 expansion, combined with Rio Tinto’s planned aluminium recycling centre at Arvida, is expected to more than offset production losses associated with the closure of the older Arvida potrooms, which is scheduled to be completed in June.

The project has also delivered significant economic benefits to the region.

At peak construction, more than 1,500 jobs were created, while the development generated more than $1 billion in economic benefits for Quebec through spending with contractors and suppliers. Once operational, the expansion will directly support approximately 100 permanent jobs and help sustain employment throughout the broader supply chain.

Representing the latest chapter in Rio Tinto’s century-long presence in Quebec, the expansion strengthens its ability to supply North American customers with low-carbon aluminium used across transportation, construction, electrical applications and consumer goods.

AP60 technology advances low-carbon metals production

Developed by Rio Tinto’s research and development teams, AP60 is among the most efficient and lowest-carbon aluminium smelting technologies currently operating at commercial scale.

Powered by hydroelectricity, Rio Tinto says the technology produces one-sixth of the greenhouse gas emissions associated with the global industry average and half the emissions generated by the older technology currently used at the adjacent Arvida smelter.

The expansion is also expected to reduce fine particulate matter emissions by up to 90%.

AP60 technology generates approximately 1.6 tonnes of CO2e per tonne of aluminium produced, compared with around 3.2 tonnes of CO2e per tonne produced using Arvida’s existing technology and 10.9 tonnes of CO2e per tonne for the industry average.

Rio Tinto estimates the new expansion will reduce carbon emissions by approximately 290,000 tonnes annually compared with the retired potrooms.

Supporting the transition to carbon-free aluminium

The AP60 project also complements the development of ELYSIS, the carbon-free aluminium smelting technology partnership that includes Rio Tinto.

A demonstration plant is currently being built in Quebec with support from the Government of Canada through the Strategic Innovation Fund and in partnership with the Government of Quebec through Investissement Québec.

The technology aims to eliminate all direct greenhouse gas emissions from aluminium smelting while producing oxygen as its only direct by-product.

The AP60 expansion and ELYSIS initiative demonstrate how established mining companies are balancing near-term emissions reductions with longer-term breakthrough technologies.

Mining leaders highlight competitiveness and innovation

Rio Tinto Aluminium & Lithium Chief Executive Jérôme Pécresse said the commissioning demonstrates both the strength of Quebec’s aluminium sector and Rio Tinto’s ability to deliver advanced technologies at scale.

“For 100 years, Quebec has been at the heart of the aluminium industry, and with AP60, Rio Tinto is now strongly positioned for decades to come with one of the most advanced smelting technologies operating at commercial scale. This milestone brings into production the first major primary aluminium project in the West in more than a decade and demonstrates Rio Tinto’s ability to deliver world-class, low-carbon technologies.”

“The newly expanded AP60 smelter reinforces our competitiveness and the offer for our customers position in North America increases the efficiency of our Quebec operations and reduces our carbon emissions by approximately 290,000 tonnes per year compared to the old Arvida smelter. Together with the construction of our ELYSIS® demonstration plant in Quebec, using the first licence of this breakthrough technology, Rio Tinto is demonstrating its value as a secure, innovative and reliable supplier of low-carbon aluminium the world needs.”

Government leaders also positioned the investment as strategically important for Canada’s industrial future.

Canada’s Minister of Industry, The Honorable Mélanie Joly, said:

“For 100 years, Rio Tinto has been a cornerstone of Quebec’s industrial strength, creating good jobs and supporting communities across the country. Today, as global competition intensifies, our government is proud to work alongside partners like Rio Tinto to build on that legacy – strengthening our aluminum industry, advancing world leading innovation and ensuring Canadian workers remain at the forefront of a more resilient economy.”

Premier of Quebec Christine Fréchette added:

“Despite the economic uncertainty related to U.S. tariffs, today’s inauguration once again demonstrates that our government and Rio Tinto believe in Quebec’s potential. Today, we are securing the future of Quebec’s aluminium industry by ensuring the modernization and gradual decarbonization of a sector that is vital to our economy. More than ever, Quebec is establishing itself as a global leader in sustainable aluminium and a true technological trailblazer.”

The post Rio Tinto Commissions $1.5 Billion AP60 Smelter Expansion to Boost Low-Carbon Aluminium Production appeared first on Mining Outlook.

Mining and manufacturing converge on critical minerals security

As governments and industries race to secure supplies of the minerals underpinning the energy transition, new partnerships are emerging that extend well beyond traditional buyer-seller relationships.

Schneider Electric and Canadian rare earth developer Torngat Metals have signed a non-binding memorandum of understanding (MOU) to explore what the companies describe as a “360° partnership” aimed at building a more resilient and responsible rare earth value chain.

The proposed collaboration brings together upstream resource development, industrial technology expertise and downstream demand in a bid to create an integrated supply chain model for critical minerals.

At the centre of the initiative is the Strange Lake rare earth project in northern Canada.

Strange Lake at the heart of a future rare earth ecosystem

The partnership is anchored around Torngat Metals’ Strange Lake project in Nunavik, alongside associated infrastructure in Labrador and a planned separation facility in Sept-Îles, Quebec.

The project is expected to produce both heavy and light rare earth elements that are essential for manufacturing permanent magnets used in:

• Renewable energy technologies
• Digital infrastructure
• Advanced manufacturing applications

Rare earth magnets have become increasingly important as demand accelerates across electrification, automation and emerging technologies, while geopolitical tensions continue to expose vulnerabilities in global supply chains.

The MOU seeks to address those challenges by connecting mining operations directly with industrial users and technology providers.

A dual strategy focused on project development and supply resilience

According to the companies, the proposed partnership has two primary objectives.

The first is to support development of a next-generation mining and processing project through Schneider Electric’s expertise in:

• Electrification
• Automation
• Digital systems
• Sustainable industrial design

The second is to strengthen Schneider Electric’s long-term supply chain resilience by improving access to a secure, responsible and compliant rare earth ecosystem supporting strategic applications.

Rather than serving solely as a project services agreement, the collaboration is designed to create an integrated value chain stretching from resource extraction to industrial end use.

Critical minerals become a strategic priority

The announcement highlights how critical mineral security is becoming increasingly intertwined with broader industrial and energy transition strategies.

“This partnership reflects a clear reality: the energy transition depends not only on technology, but on secure and responsible access to critical materials,” said Frederick Morency, VP, Sustainability, Strategic Initiatives & Innovation for Schneider Electric Canada.

“With Torngat Metals, we are aiming for a fully integrated approach, from resource to industrial use, that strengthens both project development and long-term supply resilience. It is a concrete example of how industrial players can come together to build trusted supply chains.”

The shift represents a move away from commodity transactions towards deeper collaboration with downstream customers seeking greater certainty over future supply.

Connecting mining projects to future demand

Torngat Metals believes the partnership could help position Strange Lake as a cornerstone of North America’s emerging rare earth ecosystem.

“Strange Lake is designed to become a key player in building a resilient and responsible rare earth supply chain,” said Maryse Bélanger, Interim Chief Executive Director and President of the Board, Torngat Metals.

“Working with Schneider Electric will enable us to integrate world-class industrial technology designed with sustainability in mind in our future operations, while connecting our project to real downstream demand. This is an opportunity to build not just a mine, but a complete, future-ready value chain.”

The emphasis on downstream integration reflects growing investor and government interest in projects capable of demonstrating not only geological potential, but also clear routes to market.

Technology partnerships reshape mine development

The proposed collaboration also illustrates how mining developers are increasingly incorporating advanced technologies earlier in project design.

Schneider Electric’s capabilities in energy management, automation and digitalisation could support operational efficiency and sustainability objectives across the project lifecycle, from engineering through to production.

“This partnership illustrates how we collaborate with our strategic partners, sharing our advanced energy technologies to enable more sustainable and efficient processes,” said Stéphane Piat, SVP, Global Supply Chain Strategy & Performance, Schneider Electric.

“Torngat Metals supports our resilience strategy by securing the availability of the critical materials essential to an antifragile supply chain.”

The post Schneider Electric and Torngat Metals Target Rare Earth Supply Chain Resilience Through Strategic Partnership appeared first on Mining Outlook.

Recognised as Australia’s International Mining Week, IMARC serves as a meeting point for the global mining community, creating opportunities to share ideas, attract investment, explore emerging technologies, and build partnerships that support the future of the industry.

With more than 12,000 attendees expected from over 120 countries, the event offers one of the largest gatherings of mining professionals anywhere in the world.

Why Attend IMARC 2026?

IMARC’s multi-stream conference programme covers the most important issues facing mining today, including operational excellence, sustainability, critical minerals, innovation, technology adoption, investment, and workforce development.

Attendees can:

• Hear from 500+ industry leaders and experts.
• Explore solutions from 500+ exhibitors.
• Connect with investors and project developers from around the globe.
• Discover emerging opportunities across critical minerals and precious metals.
• Learn from mining companies, contractors, government representatives, and technology innovators.
• Network with decision-makers from every stage of the mining value chain.

Meet Mining Leaders from Around the World

The 2026 programme will feature senior executives and industry experts from organisations including:

• BHP
• Rio Tinto
• Fortescue
• Vale
• Glencore
• Thiess
• Perenti
• Agnico Eagle
• Hexagon
• Jefferies

Early confirmed speakers include leaders from mining operations, investment firms, technology providers, government departments, and critical minerals organisations, ensuring a broad perspective on the challenges and opportunities shaping the sector.

Discover the Technologies Driving Mining Forward

The IMARC exhibition will showcase more than 500 solution providers demonstrating equipment, technologies, services, and innovations designed to improve mining performance.

Visitors will have the opportunity to explore advancements across:

• Automation and digital transformation
• Artificial intelligence and data analytics
• Mine planning and optimisation
• Sustainability and ESG initiatives
• Safety and workforce solutions
• Exploration technologies
• Processing and operational efficiency

Investment and Critical Minerals Opportunities

IMARC continues to be a major destination for investors and mining companies seeking capital, partnerships, and project visibility.

The event’s dedicated investment activities provide opportunities to connect with junior miners, project developers, institutional investors, and financial leaders focused on critical minerals, precious metals, and future resource demand.

More than 700 investors are expected to attend, creating a valuable environment for networking and business development.

Complimentary Access for Mining Personnel

Eligible personnel from mining companies and mining contractors can apply for a complimentary IMARC Mining Guest Pass, providing access to the conference programme, exhibition, operator-focused sessions, and networking opportunities.

Senior mining professionals may also be invited to participate in the Hosted Buyer Program, which facilitates direct engagement with suppliers through curated meetings, guided exhibition tours, and exclusive networking events.

Event Details

• Event: International Mining and Resources Conference + Expo (IMARC) 2026
• Date: 27 – 29 October 2026
• Venue: ICC Sydney, Australia
• Attendees: 12,000+
• Speakers: 500+
• Exhibitors: 500+
• Investors: 700+
• Countries Represented: 120+

IMARC 2026 offers a unique opportunity for mining professionals, investors, suppliers, and industry leaders to connect with the people, technologies, and ideas shaping the future of global mining.

The post IMARC 2026 | 27 – 29 October 2026 | Sydney appeared first on Mining Outlook.

Strengthening Local Supply Chains

Vale says its local procurement programme is continuing to deliver significant economic benefits across Pará, with suppliers based in or operating from Parauapebas generating approximately R$9.6 billion in purchases and services during 2025.

The spending was concentrated across key sectors supporting mining operations, including engineering, transportation, construction and earthworks, highlighting the growing role of local businesses in supplying one of the world’s largest mining companies.

Local Procurement Strengthens Mining Supply Chains

As mining companies increasingly focus on sustainable development and social licence to operate, local procurement has become a critical component of broader ESG and community development strategies.

Vale’s programme aims to build stronger regional supply chains by increasing the participation of local businesses in procurement opportunities while supporting supplier capability development.

According to Naiane Lima, Supply and Local Content Development Analyst at Vale, the initiative is designed to align mining activity with regional economic growth.

“The local procurement program aims to promote sustainable mining with a focus on regional socioeconomic development. We prioritize staying close to our suppliers, understanding their realities, and strengthening this partnership.”

“To support this, we offer training programs, clarify doubts, and provide guidance on preparing technical and commercial proposals, as well as cost budgeting. We also conduct site visits and business matchmaking sessions with local companies to assess their ability to meet our demands and identify new partnership opportunities, valuing local suppliers and contributing to regional development,” she said.

Supplier Development Programmes Drive Local Business Growth

Throughout 2025, approximately 370 suppliers in Parauapebas participated in Vale’s local procurement initiatives and training programmes.

The company also expanded its collaboration with the Parauapebas Commercial Association (ACIP) to identify potential suppliers and improve access to future contracting opportunities.

The approach reflects a growing trend across the mining sector, where supplier development programmes are increasingly viewed as a means of strengthening operational resilience while delivering economic value to host communities.

Industry Partnerships Supporting Regional Economic Development

Vale’s partnership with ACIP has helped improve engagement between local businesses and the mining sector, according to Iran de Moura, president of the Parauapebas Commercial and Industrial Association and a Vale supplier through Nordeste Serviços.

“The partnership between the Commercial Association and Vale has significantly improved communication and relationships with local entrepreneurs.”

“In addition, this collaboration has had a positive impact on the local economy, creating better and more qualified jobs. People are trained by Vale, the Commercial Association, or the companies themselves, which raises the quality of services provided, ensuring compliance with deadlines and safety standards for employees, clients, and the environment,” he said.

The initiative also supports workforce development by helping local businesses improve technical capabilities, operational performance and safety standards required by large-scale mining operations.

Local Procurement Across Pará Reaches R$18.6 Billion

The economic impact extends beyond Parauapebas as Vale reported local procurement spending across Pará reached R$18.6 billion in 2025, including purchases from suppliers operating through both headquarters and branch locations within the state.

Six municipalities accounted for the largest share of local procurement revenue: Parauapebas, Belém, Canaã dos Carajás, Curionópolis, Marabá and Ourilândia do Norte.

The spending highlights the growing importance of regional supplier networks in supporting mining operations while helping diversify and strengthen local economies.

Sustainable Mining Through Regional Value Creation

For the mining industry, local procurement is increasingly recognised as a key mechanism for delivering shared value beyond direct employment and royalty payments.

By directing more spending towards local suppliers, investing in supplier capability development and fostering long-term partnerships, mining companies can improve supply chain resilience while contributing to regional economic growth.

Vale’s latest figures demonstrate how procurement strategies can play a significant role in supporting sustainable mining objectives, creating opportunities for local businesses and helping ensure that the economic benefits of mining are more broadly distributed across host communities.

The post How Vale’s Local Procurement Programme is Delivering Sustainable Mining and Regional Development appeared first on Mining Outlook.

AI-Powered Discovery Targets Copper Processing Challenge

As copper demand continues to rise, mining companies are increasingly focused on extracting more value from existing resources.

BHP has unveiled the results of a collaboration with Microsoft and Prescience Insilico aimed at accelerating the discovery of advanced copper leaching solutions, using artificial intelligence and high-performance computing to tackle a challenge that has traditionally relied on years of laboratory testing.

Copper leaching plays a critical role in recovering metal from ore, but identifying new compounds capable of improving recovery rates has historically been a slow and resource-intensive process. With millions of potential molecules available for testing, conventional trial-and-error methods can take decades to produce viable results.

Screening More Than 500,000 Molecules

The collaboration leverages Microsoft Discovery, a platform designed to accelerate scientific research and development through advanced computing and specialised AI agents.

Working together, the teams screened more than 500,000 molecules that could potentially improve copper extraction performance. The project involved tens of thousands of quantum chemistry calculations and simulations before narrowing the field to a shortlist of candidate molecules now undergoing laboratory testing in Australia.

Importantly, the computational models were built using real operational data from BHP’s copper assets, ensuring potential solutions are relevant to actual mining and processing conditions rather than theoretical laboratory environments.

“As the first mining partner on Microsoft Discovery, BHP is leading the way in exploring how advanced computing and scientific capabilities can help tackle complex industry challenges,” said Aseem Datar, Corporate Vice President, Product Innovation for Microsoft Discovery.

Supporting Long-Term Copper Growth

The initiative forms part of BHP’s broader strategy to support future copper production growth as grades decline and new deposits become increasingly difficult and expensive to develop.

BHP Vice President Innovation Jessica Farrell said the technology has the potential to help address one of the industry’s most pressing challenges.

“As copper demand grows and new deposits become harder and more expensive to develop, improving recovery from existing ores is a critical lever to help meet future supply needs.

“This partnership has given our technical experts the tools they need to narrow an almost infinite field of possibilities down to a small number of options that could one day be deployed in our global copper operations.

“Those candidates are being tested against the realities of our ore bodies and operating constraints, so we are solving for what can actually work in practice.

“This shows how technology and human expertise can be applied together to solve complex, real-world challenges.”

Potential Sustainability and Cost Benefits

Beyond improving copper recovery, the project is also targeting broader sustainability and operational benefits.

According to BHP, candidate molecules are being evaluated for their potential to reduce toxicity, lower environmental impacts and improve process efficiency while supporting lower-cost production.

The approach reflects a growing trend across the mining sector, where AI-enabled technologies are increasingly being deployed to optimise resource recovery, improve processing performance and support more sustainable operations.

BHP Invent Driving Industry Innovation

The project was supported through BHP Invent, the company’s global innovation platform focused on connecting emerging technologies with operational challenges across mining, processing, leaching and tailings management.

Through its Open House program, BHP continues to work with external innovators and technology partners to identify solutions capable of improving productivity, sustainability and resource recovery across its global operations.

The post BHP and Microsoft Accelerate Search for Next-Generation Copper Recovery Solutions appeared first on Mining Outlook.

US backing strengthens critical minerals strategy

Perpetua Resources has secured approval for a $2.9 billion loan from the Export-Import Bank of the United States (EXIM), marking a major milestone for the development of the Stibnite Gold Project in Idaho.

The financing, approved under EXIM’s Make More in America Initiative, follows an extensive technical, financial, environmental and social review process and represents one of the largest federal commitments to a US mining project focused on critical minerals.

The project is viewed as strategically significant because it is expected to provide one of the only identified domestic reserves of antimony, a mineral used in defence systems, energy storage, semiconductors and a range of industrial applications.

“It is time to make more in America and today marks not only a key milestone for Perpetua Resources, but a significant step in mineral security for our country,” said Jon Cherry, President and CEO of Perpetua Resources.

 “When the federal government and private industry work together on a shared national priority, big things are made possible. The $2.9 billion loan positions us to bring the Stibnite Gold Project to life and signals a new day in American mineral independence and responsible mining. We are immensely proud of our role in strengthening America’s national security, creating hundreds of jobs in rural Idaho, and reducing our dependence on foreign adversaries for a mineral we cannot do without.”

Project financing expected to cover construction costs

According to Perpetua Resources, the EXIM facility, combined with existing cash reserves, is expected to fully fund construction of the project based on current capital cost estimates.

The proposed financing package includes an initial $2.4 billion facility, with additional funding allocated for capitalised interest during construction and associated financing costs. The loan will be structured as a 13-year senior secured facility, with repayments expected to begin in 2030.

The approval significantly reduces financing uncertainty for the project as it moves toward development.

Domestic antimony production moves closer

The Stibnite Gold Project has become a focal point in US efforts to reduce reliance on imported critical minerals, particularly antimony, where global supply remains heavily concentrated outside North America.

Federal and state officials have repeatedly highlighted the project’s potential role in strengthening domestic supply chains for defence manufacturing and industrial production.

Alongside antimony production, the project will also produce gold, providing an economic foundation for development while supporting remediation of the historic Stibnite Mining District.

Jobs, restoration and regional economic benefits

Perpetua expects the project to create more than 700 direct jobs annually over the life of the mine, delivering significant economic benefits for rural Idaho.

The company has also positioned the development as a large-scale environmental restoration initiative, with plans to address legacy impacts from historic mining activities across the district.

Supporters argue the combination of critical minerals production, employment creation and site rehabilitation makes the project a strategic asset for both regional economic development and national resource security.

“There is no better place to deploy US EXIM’s $2.9 billion investment than right here in the heart of Idaho,” said Idaho Governor Brad Little.

“The Stibnite Gold Project is exactly the kind of project America needs. It will create hundreds of family-wage jobs and break America’s dependence on our adversaries for the antimony our military and manufacturers need. Thank you to EXIM for this vote of confidence in the Gem State, and congratulations to Perpetua Resources on a milestone that strengthens Idaho and the nation.”

Next steps toward development

The loan remains subject to completion of definitive documentation and customary closing conditions, which are expected to be finalised during the second half of 2026.

The financing approval follows several years of regulatory review and government engagement, including the project’s designation under the FAST-41 permitting framework and support from multiple federal agencies.

With funding now largely secured, attention will shift toward finalising the financing package and advancing construction activities, bringing one of the most closely watched critical minerals projects in the US a significant step closer to production.

The post EXIM Approves $2.9bn Loan for Perpetua Resources’ Stibnite Gold Project appeared first on Mining Outlook.

UNDERGROUND DRILLING WITH A DIFFERENCE

Currently, the Australian mining industry is evolving at a rate never before seen. As a result, the underground equipment sector presents a wealth of opportunity.

In the underground coal category specifically, there is an increasing emphasis on automation within productivity-linked equipment as well as the evolution of safety technology, with more mines adopting proximity detection systems.

At the forefront of this space is Cougar Group (Cougar) – an original equipment manufacturer (OEM) of underground technology that is continuously investing in Australian manufacturing operations with systems and process automation, ultimately enhancing the customer experience.

With a highly skilled workforce of over 400 staff members, the group offers equipment, services, and solutions to the Australian underground coal industry across New South Wales (NSW) and Queensland (QLD).

Cougar’s manufacturing solutions include personnel transporters, graders, drill rigs, longwall relocation, and auxiliary power equipment.

“With our services, Cougar is the industry leader in underground in-seam gas drainage, supplemented by a complete portfolio of equipment available for hire and a first-class overhauls team,” introduces Chad Dillinger, CEO.

“We have 24 drill rig units – the largest fleet in the underground in-seam gas drainage segment in Australia.” Adds Justin Tredinnick.

MANUFACTURING AND SERVICES EXCELLENCE

Founded in 1999, Cougar achieved early success by employing dedicated people, maintaining close customer relationships, and building a robust network of industry partnerships.

“There are many suppliers who have been there from the beginning and many others who have joined our journey along the way – it’s in our best interests that both Cougar and our suppliers are successful and continuously working on our partnership to serve the industry,” Tredinnick shares.

Another key factor in the group’s growth was the strategic decision to invest in and acquire complementary businesses and intellectual property, including the Industrea Mining Equipment assets from General Electric (GE) Mining in 2018 and fleet assets from VLI Drilling.

Fast forward to today, and the group is about to build the 100th Cougar-branded personnel carrier since acquiring the intellectual property from GE Mining.

The group has also expanded its capabilities as its clients’ needs have evolved and proactively responds to customers’ continuous feedback, resulting in a vast range of services and equipment that differentiates Cougar from its competitors.

“Underground coal requires complex equipment and is often operated in challenging conditions. Cougar has one of the most comprehensive offerings of any underground OEM by offering new build equipment, hire equipment, and repairs and overhauls in the support equipment and drilling segments, along with complimentary products such as utilities and services pipes,” Dillinger outlines.

Also central to Cougar’s success is its recent decision to synergise all its individual brands under one banner, highlighting the number of facets of the underground coal industry the group operates in.

“We’re reaching the point where we can leverage our footprint through the consolidated brands to respond to customers faster. Aligning our divisions, systems, and resources enables stronger collaboration and faster decision-making across projects,” affirms Dillinger.

“This, in turn, strengthens our ability to deliver integrated, end-to-end solutions – reinforcing Cougar as a reliable partner in demanding underground environments.”

TRUSTED PROJECT PARTNER

No stranger to technology innovation, the group is continuing to evolve across its many business segments, demonstrated by an impressive product portfolio.

For instance, Cougar has a long history of partnering and supplying equipment and services to the upper and lower regions of the Hunter Valley, NSW.

The group has recently introduced an equipment financing service that is gaining popularity across the region and offers customers a pathway to new equipment without the burden of upfront capital expenditure.

“We’re proud to be part of Malabar Resources’ journey, which for us started at the very early stages of mine development where we partnered with PYBAR Mining Services to modify two hard rock jumbo drills for compliance in underground coal to develop the drift roads for the Woodlands Hill seam,” Tredinnick recalls.

Although drift development isn’t Cougar’s typical business model, the project showcases the group’s ability to innovate and provide customers with unique solutions to their challenges.

Elsewhere, Cougar recently worked with a mine in the Illawarra region in NSW, developing an operator protection system for the mine’s recent new build grader order.

Cougar also has a prominent role in the Centurion Coal Mine in QLD, supplying a world-class suite of new build equipment to support day-to-day mine operations, as well as equipment for installation and completing the relocation of a longwall system.

“We provide underground in-seam drilling services to site along with hire equipment. During the longwall installation, we also provided skilled labour that assisted with on-site operations,” he tells us.

Cougar is deeply committed to giving back to the communities where its projects take place. Across the Hunter Valley, South Coast, and more broadly in QLD, the group’s local investment programmes focus on health, education, and local development.

“We actively support initiatives that uplift the region, from sponsoring local events to funding scholarships and community projects. Our goal is to create a lasting positive impact and strengthen the bonds we share with local people,” Tredinnick details.

FUNDAMENTAL VALUES

Cougar’s unwavering commitment to safety and sustainability is at the core of its operations.

The group is dedicated to driving a sustainable equipment future by investing in cutting-edge R&D, which focuses on improving equipment efficiency, reducing environmental impact, and enhancing safety standards.

“Through our overhaul programmes, we extend the lifecycle of machinery, minimising waste and promoting resource conservation. Additionally, our service exchange initiatives ensure that equipment downtime is reduced, enabling seamless operations whilst supporting sustainability goals,” explains Tredinnick.

Given that its employees are the backbone of its success, Cougar ensures its staff and stakeholders operate in a secure environment through rigorous training programmes and state-of-the-art safety equipment.

“Our implementation of the safety programme Plan and Work Safe (PAWS) is having a positive impact, fostering a proactive safety culture, and empowering our team to prioritise safety in every task,” Dillinger assures.

Alongside safety, Cougar also prioritises creating a supportive and inclusive work environment where every team member feels valued.

Through ongoing training programmes, career development opportunities, and open communication, the group empowers its employees to reach their full potential. It also celebrates their contributions through recognition programmes, awards, and team-building activities.

“We provide secure employment and foster a supportive workplace where innovation, teamwork, and personal growth are encouraged. By providing opportunities for advancement, recognising achievements, and maintaining a healthy work-life balance, we ensure that our team feels motivated and valued every day,” Dillinger smiles.

As it looks towards the rest of the year, the group’s key priorities include enhancing its operational efficiency, expanding its service offerings, and exploring opportunities for diversification.

“We aim to achieve specific sustainability targets, strengthen our community partnerships, and continue investing in innovative technologies. Growth and adaptability remain central to our strategy as we navigate the evolving needs of the industry,” concludes Tredinnick.

COUGAR GROUP PARTNER

The post Cougar Group : Underground Drilling with a Difference appeared first on Mining Outlook.

TRANSFORMING DUST CONTROL

Having made a name for itself for solving the tough and often invisible problem of airborne dust at the source, Grydale is a proud Australian dust control manufacturer and engineering specialist with global capacity.

Since we last spoke to the company in February 2025, the ever-crucial mining industry has only continued to become more technically demanding.

Specifically, Grydale is seeing a global emphasis on new standards and worker health, respirable dust exposure, and regulatory compliance, especially around crystalline silica and other hazardous particulates. This is driving a shift from traditional reactive dust suppression systems to engineered dust control solutions that are measurable, verifiable, and integrated into mine planning.

“From my perspective, mining remains an industry that rewards engineering innovation, practical problem-solving, and values the relationships we create by offering hands-on support for the lifecycle of the equipment,” introduces Alex de Andrade, CEO.

Operations are under pressure to improve productivity whilst upholding unconditional safety outcomes, and that’s where effective dust extraction design plays a critical role. Remote connectivity and calling on a support team when integrating the machine’s Internet of Things (IoT) telemetry data are essential for modern engineers and production crews.

The data allows them to predict maintenance and reduce servicing costs and downtimes, which creates meaningful work for Grydale’s engineers, field service technicians, and sales support team.

Ultimately, for Grydale, its focus is on evidence-based dust control.

“We increasingly help clients verify performance, optimise airflow, and demonstrate compliance with the evolving workplace exposure limits. This focus on measurable outcomes is shaping the next phase of dust control in mining and heavy industry; knowing we are doing the right thing for all operators is a gratifying experience,” enthuses de Andrade.

SOLVING PROBLEMS AT THE SOURCE

Grydale is first and foremost an original equipment manufacturer (OEM) with protected intellectual property and a customer-first culture where its service teams integrate into clients’ teams to solve shared challenges.

“Our patented mobile dust collector technology has fundamentally changed how dust extraction is approached in mining, tunnelling, blasting, ship loading, infrastructure, agriculture, and heavy industry, particularly in environments where flexibility and mobility are critical,” de Andrade details.

Grydale’s total service offering is embedded in the way it delivers ventilation designs, engineering innovation, hands-on commissioning and field service support, world-class LEAN and ISO-accredited manufacturing, and ongoing remote support services.

What further differentiates Grydale is the company’s technological advancements.

Recently, the company’s engineering focus has extended to 1,000-volt (V) electrics for large mobile units – an option increasingly preferred in tunnelling and underground mining for efficiency and safety. Harmonics management on 1000 V variable frequency drives (VFDs) is highlighted as critical to power quality and equipment life. This is reflected in deployment casework by SMEC Power & Technology, which supplied 1,000 V VFDs with tuned harmonic filtering for JMS-60 M-Series collectors on recent Sydney tunnelling projects.

On the fixed-plant side, Grydale’s modular fixed-unit F-Series provides long-term, high-volume extraction for processing plants, laboratories, and materials handling hubs. The design process, sizing, air volume, air-to-cloth ratios, and ductwork pressure losses are internally designed and deliver the compliant emissions capture needed in controlled environments, offering advantages over older baghouse alternatives.

Equally, with recent diversification into potash and grain wheat loadout solutions, the company has successfully demonstrated a vast range of dust management applications, including on-board systems and conveyor transfer chutes for the agricultural industry.

Specifically, the Grydale Remote Access Monitoring System (G-RAMS) is transforming dust control through intelligent remote IoT monitoring. Industrial environments are under increasing pressure to maintain safer work sites, reduce emissions, and improve operational safety. Dust, though often invisible, remains one of the most persistent threats and even evident causes of death, impacting worker health, environmental compliance, and equipment longevity, hence why Grydale’s top-of-the-line innovations prove crucial.

Innovation is just as visible where mobility offers key advantages. The company holds international patents for self-propelled, track-mounted collectors that can follow the face or source of dust generation, minimising duct runs and treating less air for more efficient capture.

INNOVATION AT LARGE

Having begun in the city of Moreton Bay, Grydale now proudly spans multiple regions, including Australia, North America, and Europe. The company also has distribution partners with reach across the Gulf Cooperation Council (GCC) via Saudi Arabia’s Mining Vision, Golden Compass, and Rasi Investment Co.

Specifically, the company is building a presence with regional partners such as Mining Vision – an authorised distributor – who has reported approximately 20 Grydale units in the country for various historical and current projects. Mining Vision, under Golden Compass, stands out as a rapidly expanding mining services leader, engaging with international OEMs across the value chain. Through the strong guidance of Meshary AlAli AlDeheshi, CEO, the company’s abilities are indicative of the brand’s GCC momentum and Saudi Arabia’s 2030 vision.

This expansive reach allows Grydale to provide on-the-ground service technicians to support best practices in dust suppression adoption globally.

Equally important to the company are customer service guarantees. Its service proposition is intentionally end-to-end, including ventilation design, manufacturing, site commissioning, project management, and ongoing technical support and warranty – coupled to a significant rental fleet for any emergency or unplanned temporary works.

In North America, Grydale’s growth is being driven through Grydale North America, established in collaboration with JEBCO Group (JEBCO) and led by Brett Murray, President.

JEBCO is a well‑established North American manufacturer and industrial partner with deep experience supporting mining, oilfield, and heavy industrial operations. Its business is built on quality-certified manufacturing, practical engineering, and strong market relationships – capabilities that align closely with Grydale’s health-first and performance-driven philosophy.

Through this collaboration, JEBCO works closely with Grydale’s leadership and technical teams to develop and strengthen its brand in North America, combining local manufacturing, sales, and service capabilities with Grydale’s proprietary dust control technology. Together, Grydale North America delivers engineered, measurable, and compliant dust management solutions tailored to North American operating environments.

Ultimately, dust control and operator health remain Grydale’s key reasons for existence. Continuously positioning its products as engineering controls to reduce worker exposure to harmful respirable particulates, the company’s ‘health-first’ stance is reinforced through LEAN and operations-excellence disciplines in the company’s Brisbane factories.

Redpath Australia noted this operational excellence within Grydale’s manufacturing facility during its Lean Leaders programme, highlighting the site visit as a practical example of the 5S methodology and continuous improvement, an endorsement that safety, quality, and performance are being pursued together on the shop floor, and all staff have embraced a zero-injuries culture.

THE ROAD AHEAD

Crucial to Grydale’s success are the dedicated team members who comprise the company.

“Empowering our people starts with trust, ownership, and technical depth. We encourage our team to take responsibility for outcomes across all disciplines,” expands de Andrade.

“We always have a minimum of two apprentices being trained at a time and uphold a cross-disciplinary, highly collaborative team model where we can cover for each other when required.”

Grydale’s people are motivated by seeing the real-world impact their work has on operator health and safety, alongside the benefits to the environment and neighbouring communities wherever its technology is adopted. The company also acknowledges and rewards on the basis of clear indicators rather than broad-brush benefits for all, promoting healthy competition and growth.

Meanwhile, Grydale is active in its surrounding communities through various corporate social responsibility (CSR) initiatives.

“CSR is embedded in Grydale’s purpose. At our core, our staff join the company knowing they can make a difference to operator safety and work conditions,” de Andrade details.

This community engagement flows to team members’ participation in local community sports, clubs, teams, and events.

“Outside of sport, we support children’s charity lunch events on the Sunshine Coast as well as Norton Music Factory, co-run by our Electrical Manager, Liam Norton. Going forward, we are finalising our pledge to school education in developing countries and First Nations youth programmes in Australia,” closes de Andrade.

Additionally, the company is actively supporting mental health awareness initiatives whilst placing a strong emphasis on safe work practices and employee well-being for all staff and their direct families.

As Grydale embraces the road ahead, its trajectory reflects a simple equation – engineered performance plus service accountability equals safer operators and more productive sites.

Through its various new technologies and endeavours, the company is expanding its reach whilst remaining anchored to its purpose – operator safety through world-class dust management solutions.

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