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.

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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.

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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

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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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DIVERSIFIED DEXTERITY IN DRILLING

Australia remains one of the most advanced and competitive global mining markets, supported by the diversity of commodities produced domestically.

Historically, there has usually been one standout commodity driving activity, however several are performing strongly at present, including gold, iron ore, and critical minerals used in batteries and related technologies.

“There is a great deal of activity across the sector and demand is strong, but client expectations of contractors are higher than ever, particularly in relation to performance and safety,” introduces Darren Guild, CEO of BWE Drilling (BWE).

“It is a very busy market, and there has also been a noticeable shift in the drill and blast segment, which is our largest area of drilling activity.”

In the past, many earthmoving contractors subcontracted all drill and blast work, whereas now quite a few carry it out themselves.

“We are also seeing mining clients, particularly major iron ore operators, bringing drill and blast operations in-house. It’s a cyclical market, though, and over time that work often moves back out to contractors. Overall, it’s a dynamic and constantly evolving space,” he observes.

Built on more than 15 years of trusted expertise, BWE delivers innovative, reliable solutions across Australia and has evolved into a leading mining services company headquartered in Osborne Park, Western Australia (WA).

With a fleet of over 50 drill rigs and operating through its three diversified drilling service offerings, the company delivers comprehensive drilling and blasting, water well, and exploration drilling services to the mining and construction industries across Australia.

JOINING FORCES

BWE is the new name for the business, which originally started out as Dynamic Drill and Blast (Dynamic) in 2011.

It later acquired two additional drilling companies – Orlando Drilling (Orlando), which specialises in exploration drilling, and Well Drill, which focuses on water well drilling.

“For a period, Dynamic, Orlando, and Well Drill all continued to operate under their existing names and functioned independently. Most of the original owners stayed on, so the directors of the parent company were effectively the founders or previous owners of those individual businesses,” Guild recalls.

In mid-2024, Australian Food Super (AFS) launched an on-market takeover and acquired 99 percent of the shareholding.

At that point, the existing Dynamic board exited, a new board was appointed by AFS, and the search began for a new CEO.

Guild subsequently took up the role in December 2024 with a mandate to consolidate the businesses.

“One of the clearest priorities was to bring the group together under a single brand. When I first joined and started speaking with clients, it became clear that many of them only knew one part of the business,” he explains.

“For example, drill and blast clients often had no awareness of our exploration or water well capabilities. Because the businesses had operated so separately, they were not actively supporting each other in winning work.”

REBRAND AND REBUILD

The gradual rebranding process of BWE was intended to achieve two things. Externally, it reset the business in the market as a diversified drilling services contractor able to provide drill and blast, exploration, and water well drilling.

Internally, it reinforced the message of one team working together rather than in three separate silos.

“We also began consolidating operations, including combining locations in Perth and Kalgoorlie and rationalising infrastructure, such as reducing our two workshops in Perth down to one,” Guild adds.

“From there, I worked with the board to map out a plan we now call ‘Journey to 2030’, an ambitious growth strategy aimed at reaching AUD$200 million in turnover by the end of the decade.”

Contextually, the business delivered AUD$72 million in FY25 and has seen a 36 percent increase in revenue in FY26.

To support this growth, BWE identified five core pillars; the first is growth and reputational rebuild, which centres on strengthening the new brand.

Two further pillars focus on systems – one around its accounting and enterprise resource planning (ERP) platform, and the other around the operational systems used across the three businesses.

“Another pillar is capital and asset management. Because the businesses had previously operated independently, they did not share equipment, which created obvious inefficiencies,” he expands.

The final pillar involves people and culture, bringing everyone together as one team.

As such, BWE now shares services across commercial, finance, and human resources – functions which are aligning standards across the entire brand.

GROWTH AND EXPANSION OPPORTUNITIES

In terms of the next stage of growth for the company, BWE’s journey to 2030 is focused on strengthening its position in WA whilst expanding into the eastern states of the country, particularly in the copper and gold markets which are performing strongly.

“We are also open to opportunities in coal, potentially through acquisitions, as part of our longer-term ambition to become a national contractor,” Guild sets out.

As such, the company still expects most of its growth to come from the drill and blast business, where it is currently tracking a pipeline of more than AUD$2 billion in work, which will be the main driver of this fresh new expansion.

One of the advantages of drill and blast is that it is tied to production, so even if commodity prices soften, mines often continue operating.

“Elsewhere, we’re seeing solid demand in exploration, although we want to maintain a balanced fleet rather than overexpand, because greenfield exploration is often one of the first areas to be scaled back when commodity prices fall,” he notes.

In the water well business, whilst BWE does not expect significant growth in rig numbers, it sees strong value in continuing to deliver a high-quality, reliable service to Tier 1 clients.

“Ultimately, it all comes down to execution – delivering our work exceptionally well for clients whilst also generating strong returns for our owners.”

BUILDING THE PORTFOLIO

BWE recently announced that, over the last couple of months, it has secured AUD$185 million in new contracts, encompassing work that spans both WA and the Northern Territory (NT) – a significant milestone as, historically, the company had only ever operated in the former.

“We have now expanded into the NT, and our next step is to push into Far North Queensland. We have just appointed an Operations Manager based in Townsville to support that move,” Guild informs.

There is a strong concentration of metalliferous mines in the region, and it is also where the coalfields begin, which the company is not opposed to embracing, particularly the extraction of metallurgical coal.

“We are building towards a truly national footprint with a number of copper and gold assets. The AUD$185 million in recent wins is spread across multiple commodities, including gold and iron ore, and that diversification is a deliberate part of our growth strategy,” he excites.

“We do not want more than 50 percent of our portfolio tied to any single commodity, so if there is a downturn in one area, we are better placed to work through it.”

Of that AUD$185 million, some of the work came from extensions with existing clients, whilst a significant portion came from new client wins.

BWE is now working with Tier 1 contractors such as BHP and Rio Tinto, as well as gold producers including Northern Star Resources and Vault Minerals, alongside a range of emerging junior explorers.

“Altogether, these wins reinforce both the depth of our pipeline and the diversity of our revenue base across multiple commodities,” Guild enthuses.

CREATING A LEGACY

Guild tells us how he wants to build a business that is respected for how it operates.

“Personally, I would like this to be my last role, but to achieve that we need strong safety performance, consistent delivery, and a reputation for doing what we say we will do,” He acknowledges.

Another key priority for BWE is maintaining an environment where people want to build long-term careers.

Indeed, one of the company’s core strengths is the number of long-term employees within its team.

“At the moment, we have eight or nine people on the 15-year board, around 20 on the 10-year board, and a large number on the five-year board as well,” he remarks.

This marks a significant achievement in what is currently a very tight labour market, where people can be tempted to move for a small increase in pay.

BWE is trying to address this through the employee value proposition it is developing and by making the company a place where people genuinely want to work.

“A big part of that has been involving people in the process of shaping the company’s future, from developing the new name and logo through to building our strategy.”

As such, around 30 people were involved in the strategy sessions that helped BWE create its ‘Journey to 2030’ strategy.

“Giving people a level of involvement and making sure they have a voice and a place to build a long-term career is central to the legacy we want to create,” prides Guild.

BWE wants to be regarded as a larger contractor but still retain a family feel and shared sense of connection, which is important to the company.

Currently, BWE has a head office in Perth and a separate workshop about 30 minutes away, but over the next two years, the plan is to consolidate those into one location so that everyone is working together under one roof.

“Ultimately, we want our people to enjoy their work and being a part of the business,” Guild concludes enthusiastically.

Every successful company is built on more than just products and services – they are built on a clear sense of purpose and shared beliefs.

With a clear vision of where it wants to be in the near future, BWE looks set to move from strength to strength as it maintains an upward trajectory towards continued growth and prosperity.

The post BWE Drilling : Diversified Dexterity in Drilling appeared first on Mining Outlook.

MINING TECHNOLOGY FOR A SUSTAINABLE FUTURE

Asia Pacific (APAC) remains one of the world’s most strategically important mining regions for several reasons.

Indeed, it has high-grade deposits, strong production hubs – including Australia, Indonesia, and China – and fast-growing demand for critical minerals such as copper, nickel, lithium, and rare earths, which will continue as the world decarbonises and electrifies.

Governments across APAC are now reaccelerating permitting and project approvals, recognising mining’s important role in the energy transition.

However, the region is no longer just production-focused – it’s becoming a testbed for next-generation mining technology.

“Many customers in APAC are moving towards the adoption of new technology, digital tools, and sustainable processing solutions,” opens,” Mick Henderson, Regional Managing Director – APAC at Weir.

The industry has developed significantly in the five years since we last featured Weir in October 2021.

Mining is experiencing a steep decline in ore grades, intensifying the need for high-efficiency comminution, advanced wear solutions, and real-time insights.

Customers are also demanding better throughput, reduced operating costs, and lower water and energy intensity.

Moreover, they want end-to-end solutions, local service centres that are close to mine sites, and a strong understanding of their needs.

“We expect that growth in APAC mining over the next decade won’t be about more equipment – it will be about smarter equipment and integrated solutions that help customers mine more sustainably,” Henderson sets out.

MINING TECHNOLOGY LEADER

The Weir Group is a market-leading technology provider to the mining industry.

The group recognises Earth’s future depends on the transition to renewable energy. This can only happen with the metals and minerals delivered by its mining customers who, at the same time, are taking steps to reduce their impact on communities and the environment by making their operations more sustainable.

Combining its deep customer insights, world-class engineering, materials science expertise, and intelligent automation, Weir delivers innovative end-to-end mining technology solutions that help its clients move less rock, use less energy, use water wisely, and create less waste – accelerating the path to smart, efficient, and sustainable mining.

Weir, whose purpose is to enable the sustainable and effective delivery of the natural resources essential to creating a better future for the world, has been powering progress in major industries for over one-and-a-half centuries, challenging norms through engineering innovation and deep process knowledge.

Today, the group’s technologies and expertise sit at the core of critical mining processes, helping customers to drive the energy transition.

“We’re a global leader in mining technology with over 150 years of engineering experience,” says Henderson.

“We work closely with customers, bringing together deep customer insight, engineering expertise, and technology that is designed for high-wear, high-impact applications.”

The Weir Group’s engineered hardware and equipment-agnostic software solutions are used in some of the world’s most demanding environments, helping keep mission-critical operations running safely, reliably, and efficiently, addressing sustainability challenges and building the resilience and trust needed for a long-term licence to operate.

Globally, the group has a team of over 12,000 experts across 50+ countries, supported by a network of technology hubs, manufacturing operations, and service centres.

In APAC, Weir has 1,900 colleagues working from 30 facilities. This means the company is close to its customers, working with them to keep mission-critical operations running and driving real results in efficiency, sustainability, and performance.

With local manufacturing capability in Australia, China, India, and Malaysia, the group constantly invests in its facilities, technology, and capability to expand production capacity and meet increasing customer demand in APAC.

“We’re investing in long-term capability in the region so customers have access to globally leading technology right at their doorstep.

“We’re heavily invested in regional service hubs, local engineering capability, manufacturing, R&D, and distribution centres aligned to our APAC operations,” confirms Henderson.

END-TO-END SOLUTIONS

Weir provides the APAC mining industry with engineered processing solutions and is a global leader in engineering, manufacturing, and servicing the processing technology used in abrasive, high-wear mining applications.

Working with customers, Weir uses its technical expertise and extensive footprint to help solve problems and optimise entire processes.

From reducing downtime to boosting throughput and increasing plant capacity, the company provides customised, fully integrated solutions.

“We’ve got some world-class solutions to provide better total cost of ownership and throughput for our clients.

“Our engineered hardware solutions are about tackling our customers’ biggest sustainability challenges, from extraction to comminution, processing, and tailings,” notes Henderson.

Weir is improving extraction equipment durability and enabling more efficient material flow, which helps to reduce downtime, improve safety, and support more resource-efficient extraction.

As miners want to reduce the effort spent on processing zero and low-grade ore, Weir helps them to optimise the material entering their processing plant.

In comminution, the division’s engineered hardware reduces material size and is digitally enabled to provide the visibility and control needed to optimise performance.

“This maximises throughput, manages wear, and improves process stability whilst reducing energy and water intensity and minimising reprocessing,” Henderson explains.

In today’s very energy-intensive mining industry, Weir’s solutions deliver significant energy savings and lower carbon dioxide (CO₂) emissions.

For processing, the company’s products support efficient material movement and separation, whilst its digital solutions provide insight and control to optimise processing performance.

Combined, these technologies improve recovery, increase recycling, and reduce water intensity, supporting stable operations and more effective resource management.

As water is fundamental in minerals processing, Weir’s solutions increase water recovery and recycling and introduce water-free steps.

In tailings, the division provides solutions that improve dewatering, reduce volumes, and recover more water by reuse.

Today, over 90 percent of waste rock ends up in tailings; Weir helps to manage the tailings produced more safely and sustainably.

By creating less waste and supporting safer tailings storage, the company lowers environmental risk and contributes to more sustainable long-term tailings management.

“We put a lot of focus into how we support mining technology for a sustainable future, looking at how we move less rock, use less energy, use water wisely, and create less waste,” asserts Henderson.

“It’s really focused on what we can bring to make the whole process more sustainable, use less resources, and be more cost-effective. That comes from some of the novel technologies and best-in-class products we have.”

TECHNOLOGY OFFERING

Weir continues to invest in expanding its technology offering to address its customers’ most pressing operational challenges.

“We combine world-class engineering, innovation, and a vertically integrated manufacturing base to deliver highly engineered original equipment, integrated process solutions, and aftermarket products that solve our customers’ biggest challenges with the lowest total cost of ownership,” Henderson emphasises.

Weir has a number of innovative technologies across the mineral processing flowsheet, from extraction all the way through to comminution, processing, and tailings.

“We’re talking crusher screens, pumps, valves, cyclones, hoses, wear materials, and dewatering through our Terraflowing™ solution,” he outlines.

“We also manufacture the positive displacement pumps used in tailings and concentrate pipelines. As far as the processing plant is concerned, we have a significant brand stack.”

These signature brands include ESCO®, ENDURON®, WARMAN®, CAVEX®, LINATEX®, and GEHO®.

By combining its market-leading, trusted brands, Weir delivers transformational flowsheets for customers.

Digitalisation, meanwhile, is a game-changing capability and no longer an add-on in APAC mining – rather, it’s becoming a prerequisite for the license to operate.

“Digital and data are unlocking new levels of performance in mining,” observes Henderson.

Weir provides intelligent digital solutions for its products that help monitor wear life, enable predictive maintenance, and support process optimisation.

It also now has the broadest portfolio of equipment-agnostic software solutions across the mining value chain, from exploration to extraction.

“We know that investing in technology maintains our competitive edge,” he acknowledges.

SOFTWARE EXPANSION

This equipment-agnostic software suite, which spans exploration data, orebody modelling, mine design, operations management, and real-time monitoring, has been expanded by two recent acquisitions.

In February 2025, Weir acquired Micromine, a top-tier global software provider to the mining industry with comprehensive solutions across the upstream value chain, headquartered in Perth, Australia.

The AUD$1.3 million acquisition is a significant step in Weir’s strategy of investing in technology to drive smart, efficient, and sustainable mining.

“It really accelerates our digital vision and is the foundation of our software solutions business,” highlights Henderson.

The acquisition also provides a compelling opportunity for strong value creation in the immediate and long-term.

Combined, Weir and Micromine will create a sector-leading, globally scaled platform to optimise performance across the mining process.

This will allow the former to further harness digital technology to drive productivity and sustainability for the global mining industry.

“APAC, particularly Australia, is Micromine’s largest market, and our customers in the region are early adopters of artificial intelligence (AI)-driven modelling, predictive maintenance, and digital twins,” Henderson tells us.

Then, in September last year, Weir also acquired Fast2Mine, a mining software provider with a focus on mine management solutions.

The acquisition complements Micromine’s existing suite of mine planning and control software.

“There’s growing appetite in APAC for integrated digital and mechanical solutions, particularly in brownfield optimisation,” affirms Henderson.

Prior to acquiring Micromine and Fast2Mine, Weir also launched NEXT Intelligent Solutions (NEXT), an advanced digital twin platform.

NEXT optimises mining equipment performance by providing accurate, real-time data and actionable recommendations.

The platform’s AI-based automation technology is the next step in digitally empowered mining. Acting as an intelligent assistant, NEXT constantly updates to meet mine site challenges and offers step-by-step support to achieve sustainability, productivity, and safety goals.

“NEXT delivers real value to our customers with increased plant throughput, reduced energy and water usage, predictive wear monitoring, and prevention of unplanned downtime,” Henderson elaborates.

“It helps our customers look at their product health, faults, errors, throughput, wear detection, and all of the digitalisation that’s required to run a modern plant.”

SCREENING EQUIPMENT

Another technology, Weir’s ENDURON® vibratory screens, are designed for the tough conditions of the mining and minerals processing industries.

The screens are renowned for their performance and high capacity within fine-sizing applications. Indeed, they offer exceptionally high throughput per screening area and are very effective where the minerals to be classified contain a large amount of fine material.

ENDURON® vibratory screens make particle size separation possible, protect crushers from abnormal feeds, and process the crusher’s discharge before feeding the next phase of the circuit.

Each screen is expertly designed following in-depth material testing and review of the application’s particle size distribution.

Built for maximum throughput and efficiency, ENDURON® vibratory screens offer outstanding performance and use the latest in materials technology, providing long service life, even in very demanding applications.

Like most highly engineered equipment, product selection is key to ensuring the screens operate at optimum performance.

“We manufacture a wide variety of screens, all of which have been purpose-built to meet specific requirements,” informs Henderson.

“From dewatering to horizontal and multi-slope vibrating screens, each variation has specific features and benefits to ensure they excel in their specific application.”

There are two new products in the range that were recently launched, namely the ENDURON® Elite and ENDURON® Orbital screens.

The former, a multi-slope vibratory screen designed for dry and wet screening applications within hard rock mining and mineral processing, has been well-received by the market.

All ENDURON® Elite banana screens are engineered to suit particular needs, meaning they fit perfectly and are fully equipped to perform in each specific application.

“ENDURON® Elite offers exceptionally high throughput per area, delivering significant advantages in efficiency and lowering total flowsheet energy consumption by up to 40 percent when the flowsheet includes high-pressure grinding rolls (HPGRs) and stirred mills,” Henderson reveals.

“Our double-deck banana screens have simplified maintenance requirements, ensuring minimal downtime. The first ENDURON® Elite screens have just been completed in South Africa and will soon be manufactured in India.”

ELITE PERFORMANCE

From an operational perspective, ENDURON® Elite has allowed customers – particularly those in remote locations – to simplify their maintenance activities and reduce their inventory management.

The screens have been designed based on stress analysis for gigacycle fatigue, including natural frequency identification and tuning, resulting in large operating windows.

They are manufactured to withstand the effects of dynamic loading, with careful consideration paid to wear distribution and the lining materials used.

Whereas most machines of comparable size on the market today require three exciters, ENDURON® Elite screens are driven by just two, featuring the largest vibration-duty bearings in the world.

The two patented ETX exciters are mounted comparatively closer to the side plates, which reduces the force acting on the middle of the exciter beam.

Moving the exciters closer to the side plates also reduces the localised bending movement at the beam and side plate interface.

In contrast, screens with three exciters experience higher levels of deflection in the exciter beam, which results in heavier designs.

ENDURON® Elite screens can be used for secondary cone crusher, tertiary, large-throughput, and product screening, as well as feed preparation and desliming.

Perhaps most notably, though, they excel in screening HPGR discharge applications.

This application typically requires very large screens because HPGR circuits operate with up to a 200 percent recirculation load, resulting in high screen-feed rates.

Moreover, because the cut size of typical HPGR screens ranges from one to four millimetres (mm), larger screens than those usually employed in typical mining applications are required to ensure optimal performance.

ORBITAL OPERATIONS

Also new to the market, ENDURON® Orbital fills an important gap for smaller, lower-tonnage mining operations.

Available in both circular (C-series) and elliptical (E-series) motion screens, ENDURON® Orbital is well-suited to crushing circuits in both secondary and tertiary screening duties.

“ENDURON® Orbital horizontal and inclined vibrating screens feature an all-bolted construction and deliver exceptional screening efficiency and accuracy,” shares Henderson.

During the development phase, Weir consulted its customers and used their feedback to directly inform some of its most important design decisions.

The most significant design feature – and thing that separates ENDURON® Orbital from other comparably sized screens on the market – is its all-bolted construction, which removes all welding from the main screen body.

Weir’s rationale for this design decision was straightforward – most screen failures are caused by high stress in welded joints, so eliminating these ensures more reliability.

The screens are manufactured to leading finite element analysis (FEA) and high-cycle fatigue standards.

They are also manufactured using automated computer numerical control (CNC) techniques – including laser profiling, bending, cutting, and drilling – to ensure the process is replicable.

The other benefit of the all-bolted design, which uses locking bolts in lieu of welding, is that it streamlines maintenance during the replacement of components.

“Individual components can be easily replaced thanks to the modular screen construction, whilst common interchangeable screen parts reduce inventory overflow,” Henderson explains.

Another important piece of feedback Weir received from its customers during the design phase of the ENDURON® Orbital screen was they wanted a machine that could be easily adjusted without undermining or risking its structural integrity.

When feed conditions or the application change, screens are subject to harmonic resonance, which can lead to structural failure.

Crucially, adjustments to the throw angle, speed, and stroke can be made on the E-series screens, providing operators with more flexibility without compromising the equipment’s structural integrity.

Indeed, providing customers with a high level of flexibility was prioritised and has informed other aspects of the design.

“The screens are engineered with a wide operating window, providing the flexibility to change screen settings in line with operating conditions,” assures Henderson.

NEXT-GENERATION CRUSHERS

In September last year, Weir also launched the ENDURON® cone and jaw crushers, designed to deliver safer, smarter, and more sustainable mining operations.

The ENDURON® range was delivered in close collaboration with customers to address their most pressing operational challenges.

“Following consultation with our customers, we redesigned and rebuilt our ENDURON® crusher range to meet the evolving needs of the industry,” Henderson says.

“This next-generation range reflects our commitment to developing solutions that our customers need and sustainable innovation.”

Weir’s customer-first approach has resulted in equipment that enhances safety, boosts productivity, simplifies maintenance, and supports sustainability goals.

“They are engineered for high performance and energy efficiency, easy to install, simple to commission, and ready to take on the most demanding applications,” he enthuses.

The updated ENDURON® jaw crushers feature a redesigned hydraulic power unit (HPU), which allows for true push-button control of closed-side setting adjustments.

This innovation eliminates the need for manual intervention, significantly reducing safety risks for operators and maintenance teams.

The new HPU also ensures consistent tensioning of the retraction springs at all times, improving reliability and ease of use across the full wear range of the jaw dies.

Optimised motor power and oil tank capacity reduce both the HPU’s CO₂ footprint and environmental impact.

To further improve performance and lower downtime, the entire range of ENDURON® jaw crushers includes ESCO® wear parts.

“ENDURON® crushers aren’t just built to perform – they’re built to endure with a unified hydraulic and lubrication system, advanced control, and premium ESCO® wear parts,” Henderson points out.

These components have been rigorously tested and proven to extend wear life, which means fewer maintenance interventions and increased equipment utilisation – translating to lower operating costs and more efficient production.

The upgraded ENDURON® cone crushers also benefit from ESCO® wear liners and a newly designed hydraulic and lubrication power unit (HLPU).

This compact, plug-and-play system reduces the environmental footprint and simplifies installation, making it ideal for sites looking to streamline setup and minimise impact.

SAFE, SMART, SUSTAINABLE

Additionally, the automation platform across all cone crusher models has been enhanced to ensure consistent and reliable crushing operations.

With IO-Link digital sensors and Siemens hardware, customers enjoy seamless integration, easier troubleshooting, and intuitive control through a new human-machine interface, which simplifies servicing and improves operational efficiency.

The new range includes the ENDURON® ET series of jaw crushers, as well as both the EP fixed-shaft and EC live-shaft series of cone crushers, offering tailored solutions to meet the specific needs of each site and application.

This flexibility ensures customers can select the ideal equipment for their unique operational requirements.

As mining operations increasingly focus on sustainability and energy efficiency, Weir’s new ENDURON® crushers are designed to support this transition.

By complementing the existing ENDURON® screens and HPGRs, the new crushers enable customers to build fully integrated flowsheets that reduce energy consumption and improve overall performance.

“When we combine this new range of ENDURON® cone and jaw crushers with our ENDURON® HPGRs, screening equipment, and digital solutions, mines can maximise the throughput of mined material whilst reducing energy and water intensity and minimising reprocessing to support more efficient and sustainable mineral processing,” details Henderson.

Whether upgrading existing equipment or planning a new installation, the ENDURON® range of comminution products is built to help customers operate smarter, safer, and more sustainably.

WATER MANAGEMENT

Sustainability in APAC mining is shifting from compliance to business-as-usual. Today, the most sustainable mines are also the most efficient and low-cost operators.

Weir’s customers across the region are responding to four sustainability pressures – water management, tightened tailings regulations, strengthened emissions reduction targets, and community expectations on land and water use.

“We know that scaling metals production to meet net zero goals has placed water at the heart of mining’s sustainability challenge,” Henderson recognises.

“Water is essential for extracting the critical minerals that underpin modern life and decarbonisation, yet mining faces acute and chronic water risks driven by climate change, declining ore grades, and rising societal expectations.”

Water management in mining is no longer a tactical site issue – it’s a strategic imperative. Inefficiencies and uncertainties in water supply and treatment threaten social licence, investor confidence, and operational resilience.

Elevating water to a central priority opens the door for mining to scale sustainably, reduce risks, and drive the net zero transition.

“In our region, we’re seeing the impact of climate change intensify droughts and floods, disrupt operations, and increase costs,” insights Henderson.

Community and investor expectations are also rising, with water stewardship now a key factor in securing finance and social licence.

“Our customers know that strategic water management can reduce costs, build resilience, and has the potential to unlock new sources of funding,” he states.

Weir is helping customers with integrated, end-to-end management and advising them on the innovative technologies available to them today.

From advanced ore sorting and comminution to tailings dewatering, these are proven solutions that can reduce water use and improve efficiency.

“Our circuit solutions combine WARMAN®, CAVEX®, GEHO® and ENDURON® technology to reduce water use and tailings footprint. These are solutions that also extend mine life and reduce environmental impact,” Henderson highlights.

When it comes to the future of water management, the mining sector is in the driver’s seat of transformation.

It’s about reducing costs and risks, strengthening community relations, and supporting the transition to a low-carbon future.

However, to be successful, water must be treated as a core part of mine design and operation.

“We need to work across the sector and with stakeholders to share knowledge and accelerate innovation,” urges Henderson.

“Mining needs to adopt the best available technologies to implement integrated flowsheets and digital solutions to optimise water use. Consistent metrics and reporting are also essential to building trust and transparency with communities, investors, and regulators.”

ZERO HARM

Mining is an inherently high-risk industry, and there are many aspects to ensuring sites are safe for those working on them.

One of the major ones is manufacturing equipment to the highest safety standards.

Weir is committed to zero harm and places safety at the heart of everything it does.

That means having policies and procedures in place to protect employees, as well as ensuring safety is the paramount factor in designing, manufacturing, and servicing equipment.

“Safety is our number one priority, and we are firmly committed to zero harm,” Henderson affirms.

Indeed, one of the group’s five values is thinking safety first, alongside delighting the customer, doing the right thing, aiming high, and respecting each other.

These values guide how it operates – shaping decisions, behaviour, and accountability across the business.

In addition to safety, Weir has a keen focus on sustainability and environmental, social, and governance (ESG) practices.

Sustainability is embedded in everything the group does; its strategy has evolved from a roadmap into a fully integrated approach.

Weir plays a critical role in helping the mining industry reduce its footprint with advanced technology and expertise.

Through innovation and collaboration, the division is shaping a more sustainable future for mining.

“It’s about how we focus on the customer extracting value with local support, Tier 1 products, distribution centres, technical advice, and all the things they need to keep their operations running 24/7 in the most efficient way,” Henderson closes.

WEIR PARTNER

The post Weir : Mining Technology for a Sustainable Future appeared first on Mining Outlook.

AGILITY IN MOTION

“The mining industry in South Australia (SA) is on the cusp of something special – we have not been able to say that honestly for a long time.” 

The opening words of Kerry Mudge, Founder and Managing Director of South Australian iron ore contractor Agile Mining Services (Agile), reflect a wider sentiment of optimism that can be felt across the region. 

With a mature project pipeline and a commodity mix consisting of iron, copper, gold, uranium, and rare earths working in the state’s favour, SA’s mining status is on the rise.  

Following 20 years with iron ore at the pinnacle, copper is now emerging as a leading asset for major mining houses such as BHP.  

Indeed, junior mining companies in SA are now well placed to attract capital – not just chase it – which is why operationally credible delivery partners are becoming increasingly crucial.  

“The bottleneck is delivery, not deposits,” he points out.   

Challenges within the industry continue to persist, however, with more expensive capital, stretched lead times, and a lack of skilled operators.  

In this context, Agile recognises that the opportunity is bigger than the challenge, which is why it has spent six years acting as the conduit between deposits and capital.  

“Our core service is end-to-end open-pit mining – and end-to-end means three things: project intelligence, operational excellence, and capital conduit,” Mudge outlines.  

For Agile, project intelligence is where its engagement starts – working alongside the resource owner’s geology team, pressure-testing the resource model against the orebody, and rebuilding the mine plan based on reality rather than feasibility.  

“Pit design, life-of-mine, short-interval planning, drill-and-blast pattern design tuned to the rock rather than the equipment – all of it sits in the intelligence layer,” he explains. 

Operational excellence is the part the market sees, with one operator assuming full accountability and one delivery partner running the full chain.  

Capital conduit is what Agile believes matters most to its resource partners as it entails investing in assets via structured offtaker finance, equipment finance, and working capital packages.  

“Agile-operated assets attract capital that unmanaged or piecemeal-operated assets cannot,” Mudge prides.

PROLIFIC PROJECTS

Two iron ore projects are the heart of Agile’s story. 

The first had been in care and maintenance for a decade before the company came in, restarted the mine, and lifted production from 1.2 million tonnes per annum (tpa) to 3.2 million tpa. 

Having executed the plan end-to-end – which saw the ramp up and stabilise stages selling 9 million (t) of iron ore into seaborne markets – Agile’s team then transitioned to its second project. 

A greenfield deposit, the second project was built from scratch under the company’s end-to-end model. 

“Once running, the reserve started to grow, which came from understanding the deposit, investing in it, and turning new resources into reserves through in-house engineering,” Mudge details. 

As a result, the reserve has grown to 14 million t during operations, with Agile now targeting 20 million t. 

“That is a near-tripling of the asset’s enterprise value, earned through project intelligence – geology, exploration, and engineering – not just operations,” he emphasises. 

“You cannot deliver that as a contractor who only loads and hauls. You have to be inside the geology and the planning, which is what the project intelligence does for the asset owner.” 

On the global market, SA’s favourable characteristics comprise world-class geology, lower geopolitical complexity, and a growing mid-tier producer base that is genuinely accountable for what it ships. 

“For much of the market, this kind of accountability is the only reason to consider SA hematite at all. It is therefore our job to be the most reliable name in that group,” Mudge asserts. 

BUILDING A STORY 

Alongside its two core iron ore projects, Agile has also demonstrated its capabilities to move quickly when the market conditions are right. 

“Our third iron ore project was sitting in care and maintenance with a small footprint and a complicated history. Then, the iron ore price spiked” Mudge informs. 

Agile restarted the site quickly to catch the rising iron ore price whilst the window was open, bringing in dry magnetic separation technology to lift the product specifications to where the deposit required it. 

The company also engineered a flexible logistics solution that moved ore to port without getting caught by rail and port-slot bottlenecks that would have killed the economics. 

Although a small job, the speed of turnaround was a challenge as the market window would not wait. 

“In a price cycle like that one, sometimes you only get one chance, and it can be easily missed. We mined the deposit well and moved on once the work was done,” he highlights. 

This third project proved Agile can move quickly, deploy specialised technology, and engineer commercial flexibility when the window is open and the operating environment demands it. 

“That capability is exactly what the next generation of SA producers – and the capital that backs them – is looking for,” Mudge points out. 

Whilst its active operation continues, the company is working with several clients to unlock the whole province around the project, which includes further hematite and magnetite deposits and copper, mineral sands, and gold resources – a multi-year, multi-asset opportunity. 

Beyond this, Agile is progressing a pipeline with junior and mid-tier resource owners across Australia, including both restart candidates and greenfield sites. 

“There is a real opportunity to replicate what we have achieved in SA – owners with proven deposits who need a partner that can rapidly set up an operation, run it smoothly and profitably, and build a story the capital markets will underwrite,” he surmises. 

POWER OF TECHNOLOGY 

Whilst mining technology is often sold as a transformation story, Agile believes that, when properly deployed, it lets a smaller operator behave like a larger one without inheriting the overhead. 

“That is the lever we are pulling – and we have pulled it harder than most contractors of our size would,” Mudge confirms. 

The clearest example is Agile’s partnership with Perth-based mining technology business, RaptorTech. 

RaptorTech’s fleet management, collision avoidance, and high-precision GPS guidance solutions all run through one ecosystem, and Agile deployed and integrated the RaptorOS fleet management platform into its operations. 

In practice, this involves live visibility, machine location, and asset status all mapped in a 3D digital twin of the pit. 

As a result, in 2024 the partnership won the Premier’s Award for Productivity Improvement (Resources), issued by the South Australian Department for Energy and Mining. 

“Agile and RaptorTech took the prize jointly, which is the right way for that award to land – the technology and the operator both have to deliver for it to mean anything,” he asserts. 

The productivity gains afforded by RaptorTech across Agile’s operations have been significant and the Premier’s Award is a valuable third-party validation. 

Elsewhere, the Agile Operating System is the company’s internal integrated platform – the data spine, workflow planner, and connective tissue that takes live data from the fleet and turns it into real-time decisions. 

“Most smaller operators integrate vendor tools loosely and call it a system – we have gone further,” Mudge prides. 

When it comes to automation and artificial intelligence (AI) more broadly, the early gains have been in maintenance scheduling, drill pattern optimisation, dispatch logic, and document handling. 

“We are not running an autonomous fleet – we are using machine intelligence to take the cognitive load off our planners and supervisors so they can spend their day on the decisions that actually move the cost line,” he tells us. 

As such, the Agile Operating System is what positions the company well to absorb the next wave of AI and automation as it lands. 

“Our philosophy is if a tool does not pay back inside 12 months, we do not deploy it. The companies that get hurt by technology are the ones who buy the brochure instead of the outcome,” Mudge states. 

RESPONSIBLE OPERATOR 

With a holistic view of sustainability at its core, Agile is dedicated to protecting the environment, land, people, and cultures around it. 

Environmentally, the company believes it should be able to leave a site and return it to the community in better shape than it found it. 

“We plan to rehabilitate the mine from the outset – both because it is operationally right and because it shortens the rehabilitation tail that capital and regulators both watch,” Mudge outlines. 

When it comes to people, sustainability means overseeing a workforce that can do the job for 30+ years without burning out, getting hurt, or giving up the family life that brought them to a regional operation. 

“This shows up in our roster design, safety leading indicators, and turnover numbers. It is also the part of sustainability we are most disciplined about because it drives operating performance,” he points out. 

In terms of culture and country, Agile takes the responsibility of operating on Aboriginal land seriously – as any SA-owned operator should. 

It works with Traditional Owners on every site and treats heritage management as a core part of its operations, rather than a compliance function. 

“There is no version of long-term mining in this state that does not start with that relationship being right,” Mudge impassions. 

More than holding itself to high standards as an environmental, social, and governance (ESG) leader, Agile sees itself as a contractor that intends to still be here in 20 years. 

“That ambition forces sustainability into every decision, whether we label it that way or not,” he assures. 

Indeed, Agile’s perspective on community development and corporate social responsibility (CSR) in regional SA is consistent. 

“One of the institutions that works hardest for our people here is the Royal Flying Doctor Service (RFDS) – every operator at every one of our sites is one bad day away from needing the RFDS,” Mudge reflects. 

Therefore, when a client came to Agile with an opportunity to contribute to RFDS, the answer was immediately yes. 

Beyond this initiative, Agile is proud to buy local, employ local, and back the regional supply chain that keeps small SA towns viable. 

“That kind of contribution compounds, because it builds the economic base of the place rather than the visibility of the brand,” he posits. 

A BRIGHT FUTURE 

Looking ahead, Agile intends to be the most capable end-to-end mining services business in Australia. 

“Not the biggest: the most capable. Capability and scale are different paths, and we are not interested in scaling past our ability to operate well,” Mudge confidently says. 

The macro context defines this year, with SA on the cusp of a generational shift in terms of its pipeline maturity, commodity mix, and plethora of well-led junior miners attracting capital. 

Agile is well-placed to deliver in this context, acting as the conduit between the credibility on the ground and the capital that wants to back it. 

The company plans to grow its active iron ore operation towards its reserve target through disciplined operations. 

Agile is also looking to convert the next opportunity in its pipeline – either a restart or greenfield project – without dropping the ball on existing operations. 

Elsewhere, the company intends to continue investing in its people, particularly in operators and supervisors developed from within. 

“We will also extend the Agile Operating System so we can run more sites without losing the operating signal and build the capital relationships that allow Agile-operated assets to access the funding the moment is creating,” he tells us. 

The company’s medium-term ambition is to be the contractor Australian junior and mid-tier miners think of first when they have a deposit and a decision to make – and the contractor that capital managers and overseas investors think of when they are underwriting a producer. 

“Whether the deposit is in care and maintenance or has never been mined, or whether the commodity is iron ore, copper, or something further down the periodic table – we are well on the way,” Mudge  passionately concludes.

The post Agile Mining Services : Agility in Motion appeared first on Mining Outlook.

HUNTING FOR COAL POTENTIAL

Coal is an essential and versatile resource that supports daily lives by providing a vital energy source and serving as a material for steel production, cement manufacturing, and chemical processes.

For instance, both thermal coal, which serves as the backbone of energy generation, providing the fuel for electricity production, and semi-soft metallurgical coal, a fundamental building block for construction and infrastructure development, play integral roles in sustaining modern society.

Moreover, these resources are essential for various industrial processes, further underscoring their importance.

Amongst the world’s premier coal miners is Hunter Valley Operations (HVO), situated in the picturesque Upper Hunter Valley of New South Wales (NSW), Australia.

The region is famous for its abundant geological deposits, and its history, heritage, and suburbs have been closely connected to coal mining for generations.

HVO contributes significantly to Hunter Valley’s energy security and economic stability as a major exporter of high-quality coal, mainly to Asian markets.

Spanning across two vast open-cut coal mines, recognised as one of the largest coal mining operations in NSW, the company’s impressive HVO North and HVO South pits are geographically divided by the meandering course of the Hunter River.

The mines are conveniently located near the historic towns of Singleton and Muswellbrook – lively communities where agriculture and mining drive local employment and leave a positive legacy.

HVO is a joint venture (JV) between two industry giants – Glencore and Yancoal – which acquired the company from Mitsubishi Development and Coal & Allied Industries, a Rio Tinto subsidiary, in 2017.

Glencore is one of the world’s largest natural resource companies, responsibly supplying fundamental commodities. It has operated in Australia for nearly 30 years and is today the country’s largest producer of coal, cobalt, nickel, lead and zinc.

Yancoal, meanwhile, is a specialised coal producer focused on maximising the value of Australian resources with a significant customer presence in the Asia Pacific region.

In this JV, Yancoal holds a majority share of 51 percent, with Glencore holding a 49 percent stake. Together, they harness their strengths to produce top-tier coal that fuels industry in various countries that are important trade partners for Australia.

“It’s an exciting time for HVO at the moment; there’s been a lot of recent developments with the JV. Our mining roots are in the Hunter Valley region, and our story began over 70 years ago, providing us with an extensive history,” opens David Foster, General Manager.

Over the years, HVO has evolved from several smaller, distinct operations that merged over time to form the large open-cut mine we see today.

“The last significant merger occurred around 2000 when three major operations – the Lemington open-cut, both Hunter Valley operations, and the Howick Mine – were combined into what we now refer to as HVO,” continues Foster.

“Since that time, there’s been a significant amount of change to the mine. We’re now purely an excavator/shovel and truck operation. We did have two draglines operating, but the last of those was parked back in 2023, which we are currently dismantling.”

SUCCESSFULLY LEVERAGING EXPERTISE

As an independently operated JV, HVO enjoys several distinct advantages, particularly in terms of governance and operational flexibility.

The site has a dedicated board of directors that oversees it, enabling strategic decisions tailored to the mine’s unique needs.

For Foster, the primary focus is on maintaining the nimbleness and agility typically associated with smaller companies, as evidenced by his ability to manage such a large and complex operation.

This streamlined approach is further enhanced by a compact management committee, allowing HVO to make timely decisions without the delays that can often impede larger organisations.

As such, this structure fosters a responsive and adaptive operational environment, essential for meeting the dynamic demands of the market.

Moreover, HVO is commercially supported by two large mining companies, whose combined experience and expertise contribute to its success.

“Within the JV arrangements, the marketing of our product is specifically split into two jurisdictions, with Yancoal responsible for the marketing of coal in China as well as Taiwan, and Glencore specialising in the rest of our key markets in Asia, including Japan and Korea,” Foster clarifies.

There are several benefits associated with a strategic JV. For example, gaining access to resources and expertise can be crucial for development, particularly when entering new markets.

By leveraging connections, companies can navigate the complexities of unfamiliar markets more effectively.

Additionally, JVs can enhance a company’s competitive advantage, help mitigate risks, increase financial gains, and yield economies of scale by combining capabilities, thereby reducing costs and increasing efficiency.

The HVO JV between Glencore and Yancoal exemplifies these benefits, showcasing how a strategic alliance can revitalise operations and spur growth.

With these enhancements, HVO aims to embody safety, sustainability, and reliability to meet future energy demands.

BUILDING COMMUNITY TRUST

HVO is currently seeking NSW and Australian Government approval to continue operating until 2045.

This would enable it to continue providing over 1,500 direct jobs and supporting 750 businesses, many of which are located in the Hunter Valley. The HVO Continuation Project has achieved an impressive 91 percent approval rating from the local community.

Foster’s first job in the mining industry was at HVO, where he began as Mine Operations Engineer before moving into the Production Superintendent role. After leaving in 2010 to join Glencore, he eventually returned to HVO as General Manager three years ago.

“I’ve grown up in Singleton and lived in the community my whole life, so I’m heavily invested in the region. Through that time, HVO has had a very good reputation here, largely due to the size of the operation and the benefit it brings to so many local people.”

As an economic anchor in a relatively small community, the company’s data and analysis indicate there are significantly more indirect jobs attributed to HVO than just the direct 1,551 employed at the mine.

This is a major driver of the Hunter Valley mining community, particularly since 95 percent of its employees live locally.

“We’re not like some of the operations in Queensland, which have fly-in, fly-out workers that don’t really contribute to the local area. Wages directly go into the local community and businesses,” Foster distinguishes.

Additionally, according to its most recent analysis, HVO has contributed AUD$6.9 billion to the economy over the last four years. This includes its spend of AUD$3.8 billion on goods and services from 750 suppliers with nearly half of those located locally.

“There are probably not too many single companies, certainly within Hunter Valley, that contribute so much to the economy. There is a good reason why we’ve got a high level of support for our extension project,” he emphasises.

On top of that, HVO has a strong track record of compliance with its obligations to the community and the environment, minimising any negative impact on both.

“We have quite a number of residents who live close to the operation. Noise, dust, and air quality are therefore important to both of us, so we do a lot of work to minimise that impact,” assures Foster.

“In recent years, we have made significant efforts to further establish effective processes and improve our mining practices. Meanwhile, at the core of all this are our people; it is crucial to have dedicated individuals who genuinely care about the company they work for.”

Continuous improvement is crucial, especially in a large organisation like HVO, however, this can be quite challenging and requires significant effort.

“I have always been very passionate about fostering a positive culture in every workplace I’ve been part of, so this challenge has been particularly important to me over the past few years.”

Foster acknowledges that the key to a healthy workplace culture and achieving positive outcomes is strong on-site leadership.

“We need leaders who openly engage with and genuinely care for their team, but also hold them to account when required. Over the last three years, we’ve invested heavily in a leadership programme to really drive that,” he voices.

REVOLUTIONISING THE INDUSTRY

Innovation plays a crucial role in modern mining, and HVO is at the forefront, leveraging cutting-edge technologies and practices to enhance efficiency and safety.

All of our mining fleets have technology on them these days. We monitor the location, the speed, and just about every aspect of the vehicles in real time,” Foster states.

To support all HVO’s key environmental obligations, particularly regarding noise and dust, the company has a real-time monitoring network managed by its dispatch team.

“We also have a fatigue management system called Guardvant, a camera that monitors operator eye closure events. In terms of safety, fatigue is obviously one of the biggest risks in open-cut coal mining, particularly for our truck operators” he informs.

“Since we’ve had that system in place, it has really been a game-changer for fatigue management in our industry.”

In the next two years, HVO will install collision avoidance technology similar to that found in most modern vehicles.

This cutting-edge technology will enhance safety and efficiency by alerting operators of light and heavy vehicles of pending collisions, significantly improving the overall driving experience.

“Recently, we’ve really started to investigate the use of artificial intelligence (AI) technology to improve efficiency, particularly around truck spotting at diggers and with our excavators mining coal. Our goal is to ensure we obtain high-quality coal whilst minimising the inclusion of the surrounding waste material,” Foster implores.

POWERING PROGRESS

An important initiative for HVO is the Unearthing Leadership Program, which aims to enhance leadership skills and qualities for effective team management and operational success.

This programme has played a crucial role in improving performance and laying the groundwork for ongoing success by training leaders to become more efficient, responsible, and sustainable. It also encourages participants to think critically, engage deeply, and show care – values that are central to HVO.

In addition, the company is undertaking a second crucial mining efficiency project, Dig In, launched last year.

“Dig In has significantly improved our mining practices; this is especially true for the interactions between our excavator-and-shovel fleet and our trucks. The initiative has been a major contributor to our success over the past 12 months,” acclaims Foster.

“Aside from that, our efforts at the moment are focused on obtaining approval for the HVO Continuation Project. We’re just about to embark on a key stage in the approval process with the project‘s referral to the NSW Independent Planning Commission for determination.”

HVO is seeking to extend the life of its North operation until 2045 and its South operation until 2042. This plan has been developed and improved through significant consultation with government agencies, local residents, and community groups over several years.

There will be no increase to currently approved annual production rates and importantly, the Project is consistent with the NSW Government’s policy position on coal, the State’s emissions reduction targets and the Commonwealth Government’s Safeguard Mechanism. 

Two unexpected benefits to the area are a proposed road realignment and a new bridge over the Hunter River to replace a flood-prone crossing, providing road users with a safer, faster passage during wet weather.

Continuing mining at the existing site offers numerous benefits to the local community. It provides both ongoing and temporary jobs, supports local businesses and charities, improves water management infrastructure, and generates royalties and taxes that can be used to build schools, roads, and hospitals.

In the last four years, HVO has paid more than AUD$1.7 billion in taxes and royalties to the Australian and NSW Governments.

Furthermore, the final land rehabilitation can be enhanced using the latest design principles to achieve a more natural outcome.

Coal has been mined on-site for more than 70 years, and high-quality coal remains in demand by other countries – the vast majority of whom have signed the Paris Agreement on climate change – to meet short to medium-term energy needs.

PAVING THE PATH TO SUSTAINABILITY

Sustainability has become an increasingly pressing issue within various sectors, with mining in particular facing intense scrutiny.

As the demand for natural resources around the world continues to rise, mining companies need to balance resource extraction with environmental stewardship and social responsibility.

However, HVO is integrating sustainable practices into its operations, aiming to reduce emissions whilst minimising ecological impact and promoting economic growth.

“Greenhouse gas (GHG) emissions have been a major consideration of ours through the project approval process. We support the global transition to net zero, but we also believe there needs to be a sustainable and pragmatic path to achieve it.

“That’s particularly important for areas like the Hunter Valley, which rely heavily on the mining industry for jobs and economic growth,” Foster points out.

As HVO is seeking mine extension approval through to 2045, the company strongly believes there will be a robust coal market for its product until then.

“We’ve also put a lot of effort into making sure our proposal – the extension to 2045 – meets the NSW government’s requirements to get to net zero by 2050. We recently made a significant change to the Continuation Project and restricted mining to 2045 instead of the original plan of 2050.

“This change means we will reduce the proposed mining footprint by 220 million tonnes of run-of-mine (ROM) coal and reduce total Scope 1 emissions by 43 percent,” he adds.

As part of its commitment, HVO is continuously exploring innovative solutions that could potentially enhance the company’s capabilities in reducing emissions.

“Firstly, we have committed to conducting a three-yearly formal review of available mining technologies, particularly low-emissions technologies for mining fleets. However, they are still quite new, and there is currently significant speculation about their economic viability. The three-yearly review will ensure that we stay abreast of the latest technology as it evolves,” says Foster.

This initiative is important given that HVO is currently facing significant challenges in obtaining approval for its Continuation Project, which is crucial for its mining operations beyond 2026.

“The approval process with the NSW government began back in 2019, but due to the lengthy planning requirements for large coal mines, progress has been slow.

“During this time, HVO has had to adapt to evolving legislation and increasing political pressure regarding GHG emissions,” Foster reveals.

As a result, the project has undergone several revisions, including the notable change nearly two years ago when HVO shortened its original timeline, seeking approval for 2045 rather than 2050.

This amendment included avoiding mining in particular areas known to contain high concentrations of methane, aligning more closely with the NSW government’s goals for achieving net zero by 2050.

HVO believes the revised project offers very substantial economic benefits to the community whilst also emphasising sustainability.

The company remains committed to minimising environmental impacts and reducing emissions, making this a strong, sustainable project for the future.

A NATURAL BALANCE

As HVO plans to extend mining operations until 2045, it is important to consider the potential impacts on local communities and the environment.

The company operates responsibly and sustainably, always striving to meet stringent environmental conditions.

To secure its Continuation Project, the company wants to highlight its importance as an economic anchor, particularly in the Hunter Valley.

Another large supplier of coal is the Mount Arthur Coal Mine. However, this BHP-operated facility has recently announced it will close in 2030, which is only four years away.

“If we don’t get our approval through, it will be such a huge hit to the local economy. So, straight away, the economic benefits of our project are quite obvious, particularly for the local community,” attests Foster.

“In terms of minimising the impact to the environment, you could not get a better plan for the size of our open-cut mine. With most of our mining areas for the next 19 years going back through previously disturbed areas, minimising the impact to ecological communities.”

HVO now has a newer, larger, and more technologically advanced mining fleet, enabling it to mine much deeper and more economically than before.

Indeed, the company is mining back into areas that were previously mined out and is now mining the seams much deeper.

HVO consistently rehabilitates and maintains areas following the completion of mining activities through aerial seeding.

It uses a native woodland seed mix of locally sourced plant species to create habitats for local wildlife and implements a pasture and light woodland mix that is suitable for grazing in areas designated for agriculture.

CULTIVATING A CULTURE

Through targeted programmes and initiatives, HVO supports the workforce and helps team members grow and develop.

Foster is a strong advocate of the DuPont Bradley Curve, a measure of site culture that was highlighted by the Unearthing Leadership Program.

“It was originally developed by DuPont back in the 1990s as a measure of safety culture, but safety culture is just an overall measure of culture,” he insights.

The DuPont Bradley Curve is a model used in safety management to illustrate the relationship between safety performance and safety culture within an organisation.

The curve represents four stages of safety culture maturity, which influence the level of safety incidents in a workplace.

“There are four stages of the DuPont Bradley Curve. It’s all about moving towards what we call interdependence: personally motivated individuals who work really well as a team,” Foster sets out.

“Still, they can work independently without needing to be overly supervised, but when they do, they’re comfortable engaging with their supervisor and leadership team and challenging each other to be better every day.”

The stages within the DuPont Bradley Curve are:

• Reactive – Where safety is regarded as a hindrance to production. Compliance with safety regulations is minimal, and incidents are often ignored or underreported. Employees do not engage in safety practices, focusing primarily on production.
• Dependant – Where organisations respond to incidents after they occur. Whilst safety procedures may be in place, they are often seen as compliance requirements rather than an integral part of workplace culture. Employees may participate in safety processes, but often do so out of obligation rather than commitment.
• Independent – Where organisations have established systematic safety processes and standards. There is an acknowledgement of the importance of safety, and efforts are made to analyse incidents and implement improvements. Employees begin to feel more valued regarding safety and may actively engage in discussions about safety practices.
• Interdependent – Where safety is deeply embedded in the organisation’s culture, there is a strong focus on continuous improvement, and it is considered a shared responsibility amongst all employees. Workers are committed to safety, and there is a culture of open communication about potential hazards and risks.

The DuPont Bradley Curve emphasises that as an organisation advances through these stages, a decline in safety incidents should be observed, reflecting the positive impact of a strong safety culture.

The model encourages an assessment of the current safety culture and identifies strategies for improvement.

However, to Foster, the holy grail of culture is a fully interdependent workforce.

“We’re on the journey; we’re certainly not fully there yet, but the Unearthing Leadership Program really encourages our leaders to engage openly and honestly with their teams. Having the balance of being able to hold them to account when they need to is key to driving that culture towards interdependence,” he opines.

“We began nearly three years ago and originally used a consultant with a number of coaches on site to do the lion’s share of bringing our leadership team along.”

The Unearthing Leadership Program is now being run in-house by HVO’s own leaders, teaching its next round of leaders and their teams to continually improve.

HONOURING HEROES

HVO has implemented measures to define a workplace ‘win’ and acknowledge these successes across the company through various methods.

“If we can create a highly engaged and committed workforce, most employees will genuinely love the company they work for,” Foster impassions.

“Therefore, a win for them is a win for the business and for everyone. That’s why the success we had in 2025, meeting all our key performance indicators (KPIs), generated so much gratitude and excitement.”

HVO takes pride in celebrating achievements within its workforce. Recently, the company distributed a selection of high-quality belts, each imprinted with the HVO logo and its core values.

These handcrafted leather accessories are recognised for their timeless Australian style and exceptional quality.

“In 2025, we achieved excellent results, which was fantastic! I attended Anzac Day, a significant event in Singleton, and noticed many of our employees proudly wearing their HVO belts. It was truly a special moment; experiences like that remind me why I love my job!” he reflects.

Anzac Day is a national day of remembrance in Australia and New Zealand, observed annually on 25th April.

This day commemorates the members of the Australian and New Zealand Army Corps (ANZAC) who served and lost their lives in various military operations, particularly during World War I, beginning with the Gallipoli campaign in 1915.

Anzac Day honours not only those who died but also all veterans who have served in conflicts involving Australia and New Zealand.

Ceremonies are held across both countries, including dawn services, parades, and the laying of wreaths at memorials.

It is a time to reflect on the sacrifices made by soldiers and recognise the values of courage and sacrifice associated with their service.

VISION FOR THE FUTURE

After achieving impressive results in 2025, HVO’s year was marked with notable milestones that define its future.
“2025 was a marvellous year for the company and a real accumulation of our efforts over a number of years. It was the first time since the JV’s inception that the site had met every one of its important budgetary targets,” Foster states.

“Our goal is to establish ourselves as a mine with a strong reputation for providing a reliable supply of our product, which is crucial for both our JV owners. Naturally, we aim to generate steady profits and ensure we are a dependable supplier to our customers.”

The main action that HVO has taken during this timeframe is revising its mine plan.

“We’ve now got a mine plan that is achievable and gives us foresight for the longer term,” observes Foster.

“As we pursue our application process to extend or continue mining, it’s essential to have a long-term vision for the mine plan. This vision should align with our medium-term strategy and guide our short-term execution.”

The project plans must integrate seamlessly, which is why HVO has been diligently refining them over the past few years.

A major component of this effort has been the JV’s substantial investment in a new, modern, and reliable mining fleet, including trucks and excavators, as well as upgrades to the entire ancillary fleet over the last five years.

Crucially, this investment aligns with the core objectives of the Unearthing Leadership Program, which focuses on building an engaged and committed workforce essential for success.

“Our biggest achievement is the work we’ve done regarding leadership, and we certainly receive a lot of feedback from the workforce and the local community now that HVO is becoming an employer of choice in the local area,” Foster expands.

Whilst HVO’s primary goal is to secure approval for the Continuation Project, the subsequent step is to ensure the efforts made over the past three to four years have culminated in a successful and sustainable business.

“We’re nearly halfway through the year and quite a way ahead on our budget. For us, it is important to continue the effort of strengthening our culture and finding areas for improvement. Strong leadership is key to driving this”.

“HVO is such a large site that it can be challenging to get everyone to collaborate and move in the same direction. Last year, we successfully achieved that goal, and we now have continued to build and capitalise on that momentum” Foster earnestly concludes.

The company stands as a testament to the power of community, collaboration, and innovation in the mining industry.

HVO has not only adapted to the evolving demands of coal production but also prioritised the well-being and development of its workforce.

With a strong foundation built on a rich history and strategic partnerships, it continues to set benchmarks for sustainable growth whilst maintaining a remarkable connection with the local community.

As it navigates the complexities of modern mining, HVO’s unwavering commitment to its people and the environment positions it for a thriving future in the heart of the Hunter Valley.

HUNTER VALLEY OPERATIONS PARTNER

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Unified Platform Brings Together Mine Planning, Analytics and Operational Execution

The launch marks a significant milestone in the company’s strategy to consolidate a range of specialist digital mining technologies into a single connected ecosystem. The integrated offering combines technologies developed through Epiroc’s digital acquisitions and years of software integration, development and mining expertise.

The new portfolio, delivered through Epiroc’s Groundbreaking Intelligence platform, comprises five digital mine planning solutions: Work Manager, SimulatOre, Drill Quality Manager, InterOp and the newly introduced OreInventory.

Building a Connected Digital Mining Ecosystem

The launch follows several years of integration work across Epiroc’s digital technology portfolio.

A key foundation of the new offering is MineRP, which Epiroc acquired in 2021. The company said MineRP contributed expertise in integrated mine planning, operational execution and optimisation.

The technologies have now been consolidated into a unified platform designed to connect planning, geology, survey, operations and enterprise systems through a shared digital environment.

The objective is to provide mining companies with greater visibility across operations while reducing manual processes and improving collaboration between teams.

New OreInventory Solution Expands Planning Capabilities

A key addition to the portfolio is OreInventory, a new mineral inventory and ore-flow management solution.

The platform centralises ore-flow networks, stockpile balances, material grades and movement tracking to support blending decisions and supply chain planning.

OreInventory also supports ore accounting, reconciliation and reporting by integrating operational data with geological models, mine plans and survey information.

The solution is intended to provide mining companies with greater transparency across material movement and inventory management processes.

AI and Analytics Support Faster Decisions

Among the new offerings is SimulatOre, an AI-driven decision-support platform that combines predictive modelling, optimisation and simulation capabilities.

The platform enables mining teams to forecast operating conditions, evaluate alternative scenarios and test production plans before implementation.

By analysing operational variability and risk factors, SimulatOre is designed to support production and financial objectives while helping operations respond more effectively to changing conditions.

The launch reflects the growing role of artificial intelligence and advanced analytics in modern mine planning and operational management.

Enhancing Operational Visibility and Drill Performance

Work Manager provides short-term planning and shift management capabilities, allowing mining teams to coordinate resources, monitor execution and track performance in real time.

It includes collaborative planning tools, reporting functionality and visibility across shift activities to help improve compliance with operational plans.

Meanwhile, Drill Quality Manager enables mining operations to monitor drilling performance through drill quality analytics and near real-time 3D visualisation.

The fleet-agnostic solution supports both surface and underground operations, helping teams identify deviations between planned and actual drilling, reduce re-drilling requirements and improve resource utilisation.

Interoperability Connects Mine Systems and Data

At the centre of the integrated offering is InterOp, Epiroc’s interoperability and data management platform.

Built on the Mine Operational Data Store (MiODS), InterOp connects planning, geology, survey, ERP and operational systems into a unified data ecosystem.

It enables real-time data exchange and governance while providing what Epiroc describes as a “single version of the truth” across mining operations.

André Steenkamp, General Manager, Plan Product Line, Epiroc, said: “Looking ahead, we will continue to develop and strengthen planning solutions to bring mine planning and operational execution even closer together in one connected workflow. By strengthening interoperability through InterOp, we will help customers build a single, trusted source of information across planning, geology, survey, and operations—reducing manual handovers and enabling faster, better decisions shift by shift.”

Supporting the Digital Mine of the Future

Epiroc said the integrated planning suite forms part of its broader vision to connect mine planning, operational execution and digital technologies within a single workflow.

Håkan Schildt, Vice President Business Line Safety & Digital Applications, Epiroc, said: “The global launch of our digital mine planning solutions is a result of the consolidation and integration work we have driven across Epiroc’s digital technology acquisitions. By bringing together specialist capabilities, including the heritage of MineRP as one of the cornerstones, we are now able to offer mining customers a seamlessly connected digital ecosystem spanning from mine safety, planning, to operation technologies.

The five solutions – Work Manager, SimulatOre, Drill Quality Manager, InterOp, including the new OreInventory – form the foundation that enables safer operations, better decision making, and more efficient execution, from strategic intent to shift by shift delivery, supported by Epiroc’s global expertise.”

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Sustainability Strategy Supports Responsible Mining at Asanko Gold Mine

The report outlines progress in environmental stewardship, workforce development, community investment, health and safety performance, human rights management and governance practices, while highlighting the company’s long-term sustainability priorities.

According to Galiano, the report reflects its approach to creating long-term value through responsible gold production, stakeholder engagement and disciplined operational management.

Environmental Performance Remains Strong

Galiano reported zero significant environmental incidents during 2025 and highlighted strong performance in environmental audits conducted at the Asanko Gold Mine.

The company also advanced mine rehabilitation initiatives through pilot projects involving rosewood forestry and cashew farming on reclaimed land, supporting efforts to restore previously mined areas and explore alternative post-mining land uses.

These initiatives form part of the company’s broader environmental management strategy aimed at reducing operational impacts while supporting long-term land stewardship.

“Our sustainability strategy is focused on value creation and risk mitigation. By prioritizing local employment, making targeted community investments, and actively managing our environmental footprint, we strengthen operational resilience while supporting long-term socioeconomic outcomes in our host regions,” said Matt Badylak, President and Chief Executive Officer at Galiano Gold.

Community Investment and Local Participation

A key focus of the report is Galiano’s contribution to local economic development in Ghana.

During 2025, the company launched a Five-Year Socio-Economic Development Plan designed to guide community development programmes and social investment activities around the Asanko Gold Mine.

The report also highlights a high level of workforce localisation, with 99.9% of employees at the operation identified as Ghanaian nationals.

In addition, Galiano reported supporting 367 Ghanaian businesses through its procurement and supplier engagement activities, reflecting the mine’s role in supporting local economic participation and supply chain development.

Health and Safety Recognition

Health and safety performance remained a significant area of focus throughout the reporting period.

The Asanko Gold Mine was recognised in the Occupational Health and Safety category of Ghana’s Annual Mine Audit, First Aid and Safety Competition.

The report notes that health and safety programmes continue to be integrated across operations, with ongoing efforts to strengthen workplace safety practices and support employee wellbeing.

Human Rights and Governance Framework Strengthened

Galiano reported significant progress in implementing its Human Rights Impact Assessment Action Plan, with most recommendations completed ahead of schedule.

The company outlined several initiatives undertaken during the year, including enhanced stakeholder engagement, contractor compliance monitoring, community grievance mechanisms and ongoing human rights training for employees, contractors and security personnel.

The report also highlighted continued implementation of the Voluntary Principles on Security and Human Rights (VPSHR), including refresher training for security personnel and integration of VPSHR requirements into operational procedures.

As part of its governance enhancements, Galiano established and operationalised a Technical Committee of the Board of Directors and published a new Tailings Management Policy.

Managing Operational and Social Risks

The report provides insight into how the company manages security, community relations and human rights risks associated with operating in regions affected by illegal mining activity.

Galiano said it continued to work with government agencies, industry organisations, local authorities and community representatives to address illegal mining challenges through a coordinated and multi-stakeholder approach.

The company also reported ongoing efforts to strengthen contractor oversight, workplace safeguards and community engagement processes, including the reinstatement of community liaison functions and expanded stakeholder consultation programmes.

Focus on Long-Term Sustainable Mining

The 2025 Sustainability Report positions ESG performance as a core component of Galiano’s operating model, with continued emphasis on environmental management, local economic development, workforce participation and governance accountability.

Through the Asanko Gold Mine, the company said it remains focused on maintaining high operational standards while supporting host communities and strengthening the long-term sustainability of its mining activities in Ghana.

“Looking ahead, we will continue to build on this solid foundation through disciplined execution, transparent reporting, and forward-looking initiatives aligned with our commitment to responsible mining, environmental stewardship, and strong governance,” added Badylak. 

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Company Targets Next Phase of Gold Production Growth

The initiatives form part of the company’s new three-year “DRIVE to 300” aspiration, which aims to double production and increase processing capacity across its Western Australian operations. The company emphasised that DRIVE to 300 is an aspirational goal and not a production target or forecast.

The approved projects are expected to increase combined milling nameplate capacity to 4.2Mtpa by FY29 while delivering operational efficiencies, lower unit costs and greater flexibility across the Davyhurst operation.

Board Approves A$375 Million Processing Plant Expansion

The centrepiece of the growth strategy is the construction of a new standalone 3.0Mtpa nameplate processing plant at Davyhurst, representing a total capital investment of A$375 million.

Ora Banda has selected GR Engineering Services as its preferred EPC contractor for the project, with the proposed EPC contract valued at A$233 million. Additional infrastructure, owner’s costs and contingency account for approximately A$142 million of the total project cost.

Construction is scheduled to commence in FY27, with commissioning targeted for the third quarter of FY28. The new facility will be located adjacent to the existing Davyhurst plant, which has a nameplate capacity of 1.2Mtpa and has recently operated at rates of up to 1.4Mtpa.

According to the company, the new processing plant will incorporate a single-stage jaw crusher, SAG and ball milling circuits and a gravity plus hybrid CIL recovery circuit designed to achieve approximately 91% recovery.

Waihi Underground Approved as Third Mining Operation

Ora Banda’s board has also approved development of the Waihi Underground project, which will become the company’s third underground mine.

Located approximately four kilometres from the Davyhurst mill, Waihi is expected to provide access to the high-grade Golden Pole lode and supply higher-grade ore during a period when processing capacity remains constrained.

The project has a maiden Ore Reserve of 825,000 tonnes at 3.8g/t for 101,000 ounces of gold, including the Golden Pole Ore Reserve of 254,000 tonnes at 5.0g/t for 41,000 ounces.

Portal development is scheduled to begin in FY27, with first ore anticipated in the third quarter of FY27 and steady-state production expected by the first quarter of FY28.

Funding Strategy Supports Expansion Programme

To support the expansion programme, Ora Banda has increased its revolving credit facility from A$50 million to A$200 million through an amended syndicated facility agreement with ANZ and Commonwealth Bank of Australia.

The facility has a three-year term extending to June 2029 and is intended to provide additional financial flexibility during the construction and development phase.

The company reported a cash balance of A$232 million as of 31 March 2026, resulting in a pro-forma liquidity position of approximately A$432 million when combined with the undrawn facility.

Ora Banda has also expanded its gold price protection programme through a combination of put options and partial collars designed to manage commodity price risk during the capital investment period.

Management Highlights Long-Term Growth Potential

Luke Creagh, Managing Director, Ora Banda Mining, said:

“The DRIVE to 300 is the exciting next phase for Ora Banda, building on earlier success with the achievement of to DRIVE to 100 and DRIVE to 150.

“This doubling of production is currently expected to be capable of being internally funded and has the potential to add material value and position Ora Banda as a long-term sustainable gold business.”

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Final bidders shortlisted

The sale process for South Australia’s Whyalla Steelworks has entered its final stage, with the Australian and South Australian governments confirming that two bidders have been shortlisted to acquire and modernize the strategically important steelmaking operation.

The development marks a significant milestone in efforts to secure the long-term future of the Whyalla facility, which was placed into administration by the South Australian Government last year following financial difficulties under its former owner.

The governments said the process has attracted strong international interest, with more than 70 parties initially expressing interest and five industrial groups progressing to the binding bid stage earlier this year.

Focus shifts to low-emission steelmaking and long-term industrial capability

The shortlisted bidders have now been invited to submit final funding proposals as part of a broader plan to transition Whyalla into a modern, low-emissions steelmaking operation.

The Albanese and Malinauskas governments have committed up to AU$1.9 billion in partnership funding alongside a future owner to support the transformation of the facility.

The Whyalla Steelworks is viewed as a strategically significant industrial asset due to its integrated mining, processing and export infrastructure, as well as its role in supporting Australia’s domestic steel supply chain.

Government leaders said the transition is intended to strengthen sovereign steelmaking capability while positioning Whyalla to capitalize on growing demand for lower-emissions steel production.

Governments continue operational support during transition

The Australian and South Australian governments said they will continue jointly funding administration costs to ensure ongoing operations at the site during the sale process.

The support is intended to allow administrators to maintain safe operations, pay employees and suppliers, and undertake critical works needed to improve the long-term viability of the Steelworks.

The governments also reiterated commitments to support workers and the broader Whyalla community throughout the ownership transition and modernization process.

Strategic importance of magnetite resources and green industrial development

The Whyalla operation sits within the Upper Spencer Gulf region, which is home to significant magnetite iron ore resources increasingly viewed as important to future low-emissions steelmaking pathways.

The sale process is being closely watched across the mining and steel sectors as Australia seeks to expand downstream processing capability and capture more value from domestic mineral resources.

Industry observers have pointed to growing global interest in green steel production and vertically integrated supply chains supported by renewable energy and higher-grade iron ore feedstocks.

Minister for Industry and Innovation and Minister for Science Tim Ayres said:

“A Future Made in Australia means making the things Australia needs here. The Whyalla intervention is central to that: securing sovereign steelmaking, backing workers, and building the next chapter of low-emissions Australian manufacturing.”

“This is about keeping Australian steel onshore for decades to come using Australia’s abundant resources and renewable energy to create more value, more jobs and lower emissions.”

“We’re partnering with South Australia and will work with a new owner to modernise Whyalla – investing alongside industry to deliver a modern, low-emissions facility and a stronger industrial future.”

“The interest in Whyalla reflects what we already know: this is a strategic, pit-to-port asset with a strong future in iron and steel and it belongs at the heart of a Future Made in Australia.”

South Australian Premier Peter Malinauskas added:

“The intervention we led in Whyalla in partnership with the Albanese Government has given the Australian structural steel industry a stable footing and the prospect of a strong future.”

“We are pleased to see two high quality bidders shortlisted for the sales process.”

“These bidders are well resourced and well positioned to deliver what we have always sought – a long term, modern, low-emission sovereign steelmaking business capitalising on the opportunities before us in the Upper Spencer Gulf and its world-leading magnetite resource.”

“We know this massive transition will not occur without some pain – but we must not lose sight of the opportunity to secure this crucial industry for our nation for the long term.”

“This is a position we would have gladly taken when we put the Steelworks and associated mine operations into administration a little over a year ago.”

“We look forward to completing the work ahead.”

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Sustainable Mining Progression

Pan American Silver has released its 2025 Sustainability Report, outlining progress across environmental, social and governance priorities as the company continues to expand responsible mining practices across its operations in the Americas.

The report highlights advances in emissions reduction, renewable energy procurement, biodiversity rehabilitation, workforce inclusion and supplier due diligence, while also setting out the company’s sustainability goals for 2026.

Pan American reported that it surpassed its annual greenhouse gas emissions reduction target, keeping the company on track to reduce global Scope 1 and 2 greenhouse gas emissions by at least 30% by 2030 from its updated 2019 baseline projections.

Renewable Energy and Emissions Reduction Initiatives Expand Across Operations

A key component of the company’s climate strategy in 2025 was the expansion of International Renewable Energy Certificates (iRECs) coverage to six mine sites, with El Peñon, Jacobina and Shahuindo added during the year.

Pan American also reported strong environmental performance across its operations, including the rehabilitation of 62 hectares of land on- and off-site, exceeding its annual biodiversity target.

“Pan American maintained a strong environmental performance in 2025, recording no significant environmental incidents,” said Gillian Winckler, Board Chair. “We remain on track to exceed our 2030 emissions reduction target, following the achievement of our 2025 interim goals. Progress was driven by increased procurement of clean electricity, ongoing electrification of mining processes, and numerous site-level innovations aimed at reducing energy use and greenhouse gas emissions.”

The report noted that climate adaptation, energy transformation and operational efficiency initiatives are expected to continue contributing to emissions reductions in 2026 and beyond.

Community Investment and Workforce Inclusion Remain Strategic Priorities

Pan American invested US$20.4 million in community programs during 2025, including the launch of three new local economic development initiatives alongside continued investment in health and education programs.

The company also reported a 95% retention rate among women employees while continuing initiatives designed to support workforce inclusion and diversity.

“With a workforce of over 17,000 employees and contractors operating across eight countries and in diverse social and environmental contexts, we recognize that responsible stewardship of people, communities, and environments is fundamental to our ability to operate and grow,” Winckler said. “Sustainability is not separate from our business strategy; it is embedded in how we manage risk, build trust, and create long-term value across our portfolio.”

Responsible Mining Standards and Supply Chain Oversight Advance

Pan American continued strengthening responsible mining and supply chain oversight during 2025 through supplier due diligence and external ESG verification programs.

The company assessed 529 critical suppliers through its enhanced due diligence process, which evaluates factors including operational continuity risk, environmental risk and legal exposure.

Pan American also completed external verification of Towards Sustainable Mining (TSM) performance at its El Peñon, Jacobina and Timmins operations.

The company also concluded a three-year implementation process of the World Gold Council’s Responsible Gold Mining Principles at its gold mining operations.

The 2025 Sustainability Report was prepared in accordance with Global Reporting Initiative (GRI) Standards and the Sustainability Accounting Standards Board (SASB) Metals & Mining Sustainability Accounting Standard, and includes information aligned with the Taskforce on Climate-related Financial Disclosures (TCFD) framework.

Safety and Sustainability Performance Continue to Shape Operational Strategy

Pan American stated that safety and responsible mining remain central to its operational strategy following the loss of two colleagues during 2025.

“At Pan American, safety underpins our commitment to responsible mining,” said Michael Steinmann, President & CEO. “Our performance in 2025 was deeply overshadowed by the loss of two colleagues—one each at our Jacobina and Shahuindo operations. These losses reinforce the importance of our ongoing efforts.”

Steinmann added that the company plans to strengthen safety practices in 2026 through increased focus on critical risk management, continued integration of Human and Organizational Performance principles, and targeted technology and operational improvements.

The company reported achieving 19 out of 24 public sustainability goals in 2025, representing a 79% success rate.

Pan American’s sustainability performance was also recognized by S&P Global during the year through inclusion in the Dow Jones Best in Class North America Index and the S&P Global Sustainability Yearbook 2026, where the company ranked in the top 5% of the Metals & Mining industry based on sustainability performance.

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FINNISH MINING SPOTLIGHT

Finland is located on the Fennoscandian Shield, which yields important industrial minerals and metals such as iron, nickel, copper, and platinum group metals, not to mention gold.

Given its strong similarities to the Canadian Shield and cratons of Southern Africa and Western Australia, the Fennoscandian Shield hosts world-class deposits of critical and strategic raw materials.

However, the area is considered underexplored compared to its international counterparts. The Central Lapland Greenstone Belt in Northern Finland, for example, is unexplored and believed to have significant potential for gold deposits.

Alongside its mineral potential, Finland hosts leading education and R&D facilities, which are strongly supported by the government to develop green and sustainable mining technologies.

Finland is an excellent hub for mining technology and has systematically developed its mining cluster, which today includes more than 10 mining-related universities and research organisations and 200+ mining technology and service providers.

Consequently, the country is considered one of the world’s most attractive mining jurisdictions, not only due to its geology and availability of geological data but also its well-developed and innovative mining ecosystem.

Q&A WITH ALEKSI SALO, CEO, MINING FINLAND

Recently appointed as CEO of Mining Finland in November 2025, Aleksi Salo outlines how he will continue the association’s excellent work in promoting the export of domestic mining expertise and building networks.

Firstly, could you introduce us to Mining Finland and your purpose?

Aleksi Salo, CEO (AS): Mining Finland is an association for Finnish mining and exploration-related technology, service, education, and research providers.

We define ourselves as a cluster, which means we work together. The main aim is to increase business – specifically export business – for Finnish technologies and services.

On top of that, we facilitate networking with companies here in Finland but also internationally. We promote Invest in Finland activities in the minerals sector, specifically for junior explorers and miners, and responsible, sustainable mining in general.

What is your current take on the mining industry in Finland?

AS: Ongoing mining projects – mines that will be opened in the next five to 10 years – are progressing rather smoothly.

This is a result of effective mineral strategies, regulation, and geological data policies that were implemented in the early 2000s and 2010s.

Unfortunately, the recently introduced mineral tax in Finland has cast a shadow on some of the larger operating mines, but we hope to see some light at the end of the tunnel.

You recently became CEO in November 2025. How have you found the role so far and why does it excite you?

AS: In this role, I believe I can have a positive impact on the growth of business and the Finnish mining sector as a whole.

It’s an exciting opportunity to have an actual impact in the sector, specifically promoting sustainable and responsible mining technologies, water management technologies, mineral processing, and original equipment manufacturers (OEMs) in international mining, having a positive impact on their growth of exports.

I bring expertise to the role gained from my geological and mining background, as well as my international project background at the Geological Survey of Finland.

How will you continue the association’s excellent work in promoting the export of domestic mining expertise and building networks?

AS: It’s good to stand on the shoulders of the three previous CEOs that worked here, and I’d like to express my most sincere gratitude to them.

During the last two or three years, the network has grown quite a bit to over 100 members – 130, to be exact.

When I started, one of the main priorities was to set certain goals and try to find key geographical market areas for our activities. With the size of our cluster, managing the expectations of members and global counterparts is also a key priority.

How does Mining Finland help Finnish companies expand into developing markets?

AS: Our key activities include attending conferences and fairs. Specifically, this is a very appealing opportunity for small to medium-sized enterprises (SMEs) who might not be able to cover the costs of their own booth, for example, and are maybe not so familiar with the market.

Our Mining Finland brand helps potential clients and stakeholders to recognise these companies are from Finland and connect with renowned Finnish processing and mining brands.

In addition, I personally create contacts and networks with the embassies of countries here in Finland. With the help of the Team Finland network and Business Finland, we work together to organise delegations and create webinars from ourselves to the target country and vice versa, explaining their business potential to our entrepreneurs and companies.

There are a lot of ways you can approach this, and it changes market by market.

Can you also tell us about the association’s focus on the expansion of critical minerals production linked to technology production?

AS: We have members that are research and education institutions, and a lot of the SMEs are start-ups, which means there is still room for testing, piloting, and proving the concept of their business.

We help companies and research organisations to find each other, but also willing business partners globally wanting to help pilot the solutions our companies have.

There is quite a sufficient amount of research funding available both domestically and within the EU, but purely business-orientated research is also welcomed in collaboration with our members.

How do you see the mining industry in Finland developing by the end of the decade?

AS: There are some mining projects in the pipeline which I hope will be in production by then; gold and platinum mines would be the most realistic to open by 2030.

Some expansion projects are in the pipeline as well, which I hope to see positive decisions on. The challenge is the regulatory environment, which might hinder or at least slow them down; court appeal processes in particular take time.

I would also like to see the mining industry be able to communicate its significance to the economy and subsequent value chains more clearly. It would give the general public more clarity about the benefits of the investments pouring in and expansion projects being realised.

Lastly, what are Mining Finland’s key priorities in order to continue promoting the export of technology, services, and education from the Finnish mining cluster to international markets?

AS: We are executing our strategy, which focuses on export promotion and creating permanent connections and collaborative models with our international network.

Of course, we want to grow, but there is a limit since Finland is a small country. We want more of our ecosystem actors to be part of this and more companies thinking of expanding into developing markets globally to join us and start doing expert promotion together with others in our network.

I would also like to see our activities on the Invest in Finland side of things start to realise themselves in a way that enables more funding for our junior explorers and miners in the coming four years’ time.

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