Tag Archives: ESG

RPMGlobal adds electric vehicles to the HaaS simulation mix

Environmental, Mining services, Mining software, Sustainable mining, , , , , , , ,

RPMGlobal says it has further advanced its environmental, social and governance (ESG) software capabilities following the completion of enhancements to its Haulage as a Service (HaaS) simulation product to incorporate support for electric vehicles.

In addition, the company is planning to add hydrogen haulage vehicle technology into the mix later.

As a cloud enabled, service-orientated approach to haulage analysis, HaaS provides mining companies with the capability to undertake haulage calculations in a cloud environment, according to RPM.

The introduction of electric vehicle support will allow users to model energy usage and regenerative braking within HaaS, providing users with the ability to complete travel time calculations programmatically in a cloud-based environment.

RPMGlobal’s investment in both cloud and sustainability has increased significantly in the past year, culminating in the latest release of HaaS. HaaS, which was the first RPMGlobal solution to be released as a true Software as a Service offering, is a native cloud application that gives miners increased operational agility to undertake haulage calculations from any location, the company explained.

RPMGlobal Chief Executive Officer, Richard Mathews, said the latest release further demonstrated the company’s commitment to support mining organisations on their journey towards environmentally responsible operations.

“RPMGlobal is focused on contributing towards a sustainable future for the people and organisations that we work with and it is great to see the advancements that our software is contributing to in this space,” he said.

With hydrogen now viewed as having an important role to play in the industry’s bid to decarbonise through the integration of hydrogen fuel cell vehicles, the next step for RPMGlobal’s haulage simulation platforms will be the introduction of hydrogen vehicle technology to the mix. Foundation work has already started on the offering, with completion planned later this calendar year, the company said.

“This new functionality will allow organisations to simulate hydrogen-powered vehicles and run scenarios with the specific characteristics of the new hydrogen technology,” RPM said. “The simulation platform will then provide a way to assess options and scenarios for diesel, electric or hydrogen powered vehicles in any combination.”

Mathews views the platform as critical capability for mining organisations and original equipment manufacturers as they search for ways to remove reliance on fossil fuels in mining.

“As more and more organisations commit to emission reduction targets, it will be critical to have software that can simulate different outcomes based on what combination of diesel-, electric- or hydrogen-powered vehicles are deployed within the mining operation and allow users to quantify the results of each scenario in a way that assists them to make the best decisions inclusive of sustainability considerations,” he said.

An increasing number of miners have formally set emissions targets while the majors have committed to reach net-zero emissions by 2050.

Many of the plans to reach these decarbonisation commitments have an element that focuses on haulage of material and the shift from diesel to alternative energy sources that are more sustainable, according to Mathews.

“Whether an organisation is looking to battery-electric vehicles, hydrogen, or trolley infrastructure as a greener alternative, our intent is to ensure RPMGlobal’s simulation solutions can support and enhance those decisions into the future,” he said.

The company added electric vehicle support to its haulage simulation platforms, HAULSIM and SIMULATE, back in May.

Drilling innovation directs Alamos to golden goods at Island

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John A McCluskey, President and CEO of Alamos Gold, tends to look forward, not back, when talking about strategic decisions the Toronto- and New York-listed miner has made during his 18 years heading up the company.

When discussing the acquisition of Richmont Mines, which included the flagship Island Gold Mine asset in Ontario, he allows himself a brief rumination on the market’s first impressions of the deal: “We acquired the asset for around $620 million in November of 2017. The consensus view in the market was we had overpaid for the asset.”

That consensus view considered 1.8 Moz of mineral reserves and resources and production around the 100,000 oz/y mark, among other factors.

“In less than three years, we had Island over the 4 Moz reserve and resource threshold – we’re now nearer to 5 Moz – and the consensus valuation for the asset from analysts covering us is around $1.4 billion.”

That new valuation factors in a production rise – the company is anticipating gold output of 130,000-145,000 oz this year – and long-term growth prospects for the asset. The latter is evidenced by an Island Phase Three Expansion study published last year that envisaged a 2,000 t/d operation (currently 1,200 t/d) able to produce 236,000 oz/y starting in 2025.

While McCluskey says the company was aware of these growth prospects back in November 2017, most market observers will be surprised they have been proven up so quickly after the Richmont Mines transaction.

They probably underestimated what the use of surface directional drilling could do at Island.

Originally leveraged by Richmont Mines’ Chief Geologist and now Island Gold Chief Geologist, Raynald Vincent, back in 2015, the exploration technique has allowed Alamos to successfully step out from and infill holes Richmont and predecessors previously drilled.

Scott R.G. Parsons, VP of Exploration for Alamos, says surface directional drilling, in combination with the exploration team’s understanding on the controls on gold mineralisation at Island and Alamos’ financial backing for exploration, has helped the company grow the asset rapidly.

“The significant resource and reserve growth at Island in the last three years – adding 3 Moz net of 500,000 of mining depletion – was largely driven by surface directional drilling,” he told IM. “We could not have moved the asset forward in such a significant way without it.”

The use of what Parsons says are “standard” surface drill rigs and Devico’s DeviDrill™ steerable wireline core barrels are allowing the company to hit mineralisation far below the mine’s existing underground infrastructure. The DeviDrill tool can make multiple branches from a pilot hole, dramatically reducing both the time spent and the cost of drilling when compared with standard core drilling methods. At the same time, no time is lost on moving the drill rig between branch holes, as the core barrel can be steered from surface to complete the optimal drill patterns.

The DeviDrill tool can make multiple branches from a pilot hole, dramatically reducing both the time spent and the cost of drilling when compared with standard core drilling methods (photo: Devico)

The company has drilled 240 surface directional drill holes at Island for about 200,000 m of drilling using only 27 drill sites, Parsons explained.

“Using conventional surface drilling, the 240 holes would have required significantly more drill sites,” he said.

This would have involved moving the rig more frequently, making the process that much slower and expensive.

Instead, thanks to this directional drilling technique, the company is sitting on an additional 3 Moz of gold resources and reserves garnered in the last three years. This has come with a discovery cost of just $11/oz.

Accuracy, as Devico indicated, is another benefit of this technology.

“Surface directional drilling is not only more effective than standard drilling practices, but we can hit our targets with 1% accuracy,” Parsons added. “So, if we’re drilling a 1,500 m hole, we can typically intersect our target within 15 m from plan, 1,500 m downhole. This predictable drilling spacing is critical for defining a mineral resource with the appropriate confidence level.

“You’d never be able to do that with standard surface drilling.”

This technique is not a silver exploration bullet, though. According to Parsons, it does not work everywhere.

“It really all hinges around the quality of the orebody and our understanding of the deposit and the controls and the mineralisation,” he said. “Knowing we require a certain drill spacing to be able to define inferred mineral resources, we strategically target the down-plunge extensions of the ore shoots.”

At Island, these ore shoots – which are the high-grade portions of the deposit – are laterally extensive in the lateral and vertical sense, Parsons explained.

“With the surface directional drilling, we are able to specifically target these down-plunge extensions,” he said. “With one or two pilot holes and branch patterns, we can evaluate a large area down-plunge and along strike of the existing mineral reserves and resources. In some cases, other gold deposits can have ore shoots that are less predictable, or are not as extensive, so it would be a challenge to apply surface directional drilling without having a strong understanding of the controls of these shoots for targeting.”

And, it should not be forgotten, it requires an investment in exploration that goes beyond simply reserve and resource replacement on an annual basis. Richmont, a much smaller company, was unable to bankroll such a strategy.

Alamos has made a commitment to do this, as evidenced in the 16-year mine life outlined in the Island Phase III study and the $25 million it intends to invest in exploration this year.

The use of surface directional drilling looks set to continue paying off beyond this study, with the company recently drilling its best-ever hole to date by leveraging the technique.

Drill hole MH25-08 – 71.21 g/t Au (39.24 g/t cut) over 21.33 m – in addition to MH25-04 (28.97 g/t Au (26.89 g/t cut) over 21.76 m) have true widths approximately four times greater than the average width of the large high-grade inferred resource block defined up-plunge of them (photo: Alamos Gold)

Drill hole MH25-08 – 71.21 g/t Au (39.24 g/t cut) over 21.33 m – is the hole in question. This hole, in addition to the previously reported MH25-04 (28.97 g/t Au (26.89 g/t cut) over 21.76 m), have true widths approximately four times greater than the average width of the large high-grade inferred resource block defined up-plunge of them. This, the company said, demonstrates the zone has widened in this area, providing even further potential beyond the company’s current growth plans.

“That one – MH25-08 – is the best drill hole ever drilled at Island,” Parsons said. “And that is after 1.3 million metres of drilling and over 7,000 drill holes dating back nearly 100-years.

“That speaks to the potential of this deposit to continue to grow through exploration, and also highlights the prospectivity of the Michipicoten Greenstone Belt.”

More to come

With 27,500 m of surface directional drilling scheduled for 2021 – and only 6,683 m carried out as of May 31 – more of these high-grade intercepts could soon come to the fore.

And Parsons says the company can continue to use surface directional drilling some 500 m below where it is currently drilling down to at Island.

On top of that, the company, having established the necessary underground exploration infrastructure, is equipping its underground drill rigs at Island for directional drilling, with 24,000 m of underground directional drilling planned this year (3,233 m completed as of the end of May).

“This is allowing us to reduce our cost per metre compared with surface directional drilling and allowing us to drill more targets in a shorter amount of time,” Parsons said. “We will continue applying directional drilling technology as long as the orebody is continuing at depth to drill off those ore shoots.”

At Young-Davidson, the company’s other core asset in Ontario, Canada, the company is also making plans to use underground directional drilling.

“One of our plans going into 2022 is to evaluate opportunities to utilise directional drilling from underground exploration drifts established in lower and mid mines at Young-Davidson to target mineralisation down-plunge at depth,” Parsons said.

More broadly, Parsons thinks the company’s exploration team can leverage their understanding of the technology at other assets.

“For us, it is a competitive advantage,” he said. “With a solid geological understanding of the deposit you are looking at and an understanding of the application and the benefits of directional drilling, we can recognise opportunities of what could be occurring at depth where others might not see potential until well into the future after underground infrastructure is established at depth.”

There are obvious cost, time and accuracy benefits to using directional drilling, yet there is another benefit that may get lost along the way.

Without the need to constantly move the surface drill rigs between drill pads, the footprint of these rigs is reduced.

McCluskey says the technology has brought another ESG advantage to Island too.

By being able to quickly drill off more targets and convert these into the resource base, Alamos has been able to think long term with its Island Gold Phase III Expansion and justify the expense of a shaft and paste backfill plant.

This comes with a 35% reduction in emissions compared with using the mine’s existing ramp and diesel-powered truck haulage, he said, explaining that much of the Ontario grid is powered by renewable hydroelectricity.

“This technology has given us the exploration success that has been converted into scale and allowed us to think longer term and afford the infrastructure to make it a ‘greener’ operation,” he said.

With such a long list of benefits, more companies will be looking at directional drilling to prolong the life of their assets and make long-term decisions that make economic and sustainable sense.

RPMGlobal establishes dedicated ESG mining division with acquisition of Nitro Solutions

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RPMGlobal is set to boost its environmental, social and governance (ESG) offering with the addition of Australia-headquartered Nitro Solutions Pty Ltd.

The two companies have entered into an acquisition agreement whereby RPMGlobal will buy the privately-owned ESG services company.

“Nitro is a company that provides the mining industry with a quality-focused ESG service in the areas of environmental approvals, impact assessment, regulatory advice, environmental audits, compliance reporting (due diligence) and environmental economics, policy & legislation advice,” RPMGlobal said.

This acquisition will be the catalyst to bring together RPMGlobal’s ESG professionals, who are based across the globe, into one division to be headed by Ngaire Tranter, the current CEO and founder of Nitro.

RPMGlobal Chief Executive Officer, Richard Mathews, said the acquisition and the inclusion of the Nitro team combined with RPMGlobal’s existing ESG capabilities would see the company form a dedicated ESG division.

“While our mining advisory ESG professionals have been engaged to perform and manage numerous ESG mandates around the world, until now, we have not had a dedicated division focused solely on ESG,” he said.

“Ngaire and her team have an excellent reputation within the mining ESG market which gives us great confidence that we can build a world-class, mining-focused ESG business leveraging an ESG team that knows and understands mining from the ground up.”

Commenting on the acquisition, Tranter said she was proud of the business her team had built over the last six years and was looking forward to continuing to help mining companies take action to improve their ESG performance.

“Alongside the speed of ESG adoption, the opportunity to be part of a larger organisation with a global footprint allows us to assist the mining industry with the increasing requirements in this space right around the world,” she said. “It’s clear that RPMGlobal is passionate about building a premier mining ESG business supported by state-of-the-art software products, and I, together with the rest of the team, really look forward to joining RPMGlobal on this exciting journey.”

With most major and mid-tier miners around the globe having accelerated their efforts to meet decarbonisation targets in parallel with a broader societal commitment to achieve net-zero emissions by 2050, RPMGlobal says it has been drawing on its leading technology and the Advisory teams’ strong expertise to deliver a range of ESG-focused services.

“With organisations globally rising to the challenge of meeting increasing sustainability demands placed upon their organisations and operations, I see the merger of Nitro with RPMGlobal as an important step forward to supporting mining companies in their quest to meet decarbonisation, governance and social licence to operate requirements,” Tranter said.

Mathews said this was just the start of RPMGlobal’s ESG journey as the company plans to grow its ESG division with mining services capabilities through a range of organic and non-organic strategies.

“We also intend to harness the deep ESG domain knowledge of the Nitro team to assist RPMGlobal’s technology division identify software products we can either acquire, or alternatively build to service this accelerating market segment,” he said.

The acquisition is expected to close on June 30, 2021, subject to satisfaction of a number of conditions precedent and customary completion events.

Sber and Eurasian Resources Group to cooperate on metals and mining ESG standards

Environmental, Mining finance, Mining industry recognition, Mining services, Sustainable mining, , , , , , ,

Sber and Eurasian Resources Group (ERG) have signed a Memorandum of Intent to cooperate on developing environmental, social and governance (ESG) standards, including green financing instruments, for the metals and mining industry.

The document was signed by Andrey Shemetov, Senior Vice President and Head of SberCIB, and Benedikt Sobotka, Chief Executive Officer of Eurasian Resources Group.

The parties plan to develop ESG standards for the metals and mining industry, including relevant targets and metrics, and apply ESG-linked financial instruments to support mining and metals production. Sber and ERG will also collaborate on matters concerning investment and export opportunities, with ERG receiving advice and information support from Sber on ESG risk analysis.

Shemetov said: “We have been working with ERG, one of the world’s leading mineral mining and processing companies, for a long time, and this partnership has been fruitful. Mining and processing are vital to the economy, and we are aware they entail certain environmental risks. That is why it is most important that market players adhere to ESG principles.

“We welcome ERG’s willingness to evolve ESG-wise and, for our part, are ready to facilitate the development of the company’s sustainable practices while offering a variety of green products and joint projects. I am confident that this work will contribute heavily to the attainment of sustainable development goals by our companies.”

Sobotka added: “We are pleased to continue our partnership with Sber. ESG factors and sustainable development goals have been at the heart of the group’s activities for many years, while responsible ‘green’ investments for project financing are more relevant today than ever. The ethical production of the metals of the future, such as the cobalt needed to produce electric vehicles and gadgets, is essential for the transition to a green and lower-carbon economy. This is a major part of the group’s overarching mission.

“This agreement will facilitate the introduction of ESG principles into our decision-making processes as we implement innovative projects in our regions of presence. We are confident that the new collaboration with Sber will make a significant contribution to the group’s progress in this respect.”

Barrick Gold advances emissions reductions targets after a year of ESG positives in 2020

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Barrick Gold has decided to up the ESG ante with a new emissions reduction target to 2030 that makes its goal of reaching net zero emissions by 2050 that much more achievable.

The company said its ESG strategy delivered tangible results in 2020, included zero Class 1 environmental incidents, a new record of 79% water recycling and re-use by its operations, and the introduction of fully functional community development committees at all its operating sites to guide its social investment programs.

Speaking in a virtual presentation on sustainability this week, Barrick President and CEO, Mark Bristow, said: “At the beginning of last year, we set an emissions reduction target of 10% by 2030 against a 2018 baseline that combined the data from the legacy Barrick and Randgold operations as well as newly acquired assets. Through the year, we worked on identifying further reduction opportunities and this has enabled us to set an updated target of at least 30% by 2030 with an interim reduction target of 15% based on projects already being implemented, while maintaining a steady production profile.”

He added: “Ultimately our aim is to achieve net zero emissions by 2050, achieved primarily through greenhouse gas reductions and offsets for some hard-to-abate emissions,” he said.

Sustainability has long been a strategic business priority for the company, according to Bristow.

“Our strategy is based on four pillars: the creation of economic benefits for all stakeholders; the protection of health and safety at our mines and in their host communities; a respect for human rights; and the minimisation of our environmental impacts. For us, ESG is not a corporate compliance function: it’s integral to how we manage our businesses worldwide.”

In the same presentation, Barrick’s Group Sustainability Executive, Grant Beringer, said all the company’s sites had been certified to the ISO 14001:2015 environmental management standard. Each site had also been empowered to manage its own environmental issues under the oversight of the group’s strategic leadership. There was a particularly rigorous approach to management of tailings facilities, the company added.

Beringer said: “Our tailings and heap leach management standard has been aligned with the recently updated guidelines of the International Council on Mining and Metals, of which Barrick is a member, as well as those of the Mining Association of Canada. The standard sets out six levels of inspection and surety for the safe operation of tailings and heap leach facilities.”

Newmont sets up global centre to promote meaningful engagement with Indigenous Peoples

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Newmont Corp has launched the Newmont Global Center for Indigenous Community Relations as a key part of the company’s aim to promote meaningful engagement with Indigenous Peoples.

The centre will be a resource for the company and the mining industry as a way to promote awareness, education and engagement between industry and Indigenous Peoples, the gold miner said.

Tom Palmer, President and Chief Executive Officer, explained: “Newmont recognises the special connection between Indigenous Peoples and the land, and that mining can affect this connection in some challenging ways. The entire industry has a great opportunity to learn and improve our practices.

“Through the centre, meaningful partnerships will be formed to create a space for dialogue and sharing with the aim of improving outcomes for Indigenous communities around our operations and act as a catalyst for improvement within the mining industry.”

The centre seeks to establish a respected source of dialogue, collective knowledge and experiences in order to improve the company’s practices and contribute in advancing the industry’s approach to engagement with Indigenous communities, Newmont said. It has identified three focus areas and a set of three-year strategic objectives to orient meaningful outcomes. These focus areas are:

  • Partnership and learning network;
  • Respect for customs and culture; and
  • Opportunities for Indigenous People.

Based in Vancouver, Canada, the centre will work collaboratively with the Advisory Council on Indigenous Community Relations, a group of external experts who advise the Safety and Sustainability Committee of the Board of Directors.

An internal working group comprised of diverse representatives from within Newmont will also share experiences, best practices and identify ways to improve collaboration. The centre will work across all of Newmont’s jurisdictions around the world, the miner said.

Inspire Resources and MineRP to collaborate on new digital mining tools

Environmental, IoT, Mining mergers and acquisitions, Mining services, Mining software, Sustainable mining, , , , , ,

Inspire Resources and MineRP have signed a Memorandum of Understanding to work together on creating new digital tools for each others platforms.

The agreement is expected to lead to the development of tools for both the Mineral Impulse™ business model and the MineRP platform.

Inspire Resources is a Canada-based corporation formed in 2019 to implement a new mining-centred business model for community-owned development projects. Its current focus is transforming the design process for speed, flexibility, transparency and community participation.

“We are consulting to mining company clients who are looking for imaginative new approaches,” the company explains.

It added: “We are preparing for a time when the community becomes the customer for Mining-as-a-Service (MaaS), and we intend to be the first MaaS prime contractor.”

MineRP, meanwhile, is an independent software vendor focused on the development of a platform that serves the mining industry through integrating all mine technical systems into a single spatial temporal platform. The company is in the process of being taken over by Epiroc.

Inspire Resources President, Andy Reynolds, said: “Our discussions with MineRP began even before we incorporated Inspire Resources; we share a positive outlook on transformative opportunities in mining, and this collaboration will be a very welcome boost to the start-up path for Inspire Resources.”

Pieter Nel, CEO of MineRP, added: “MineRP realises that creating and sustaining real value to mines requires an ecosystem of partners. We are delighted to partner with mines and innovative companies like Inspire Resources to bring solutions focused on the interests of both mines and communities to the industry.”

Syrah to integrate solar, battery power solution at Balama graphite mine

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Syrah Resources has announced a Memorandum of Understanding (MoU) with Solar Century Africa Ltd to progress a solar and battery storage hybrid power system to work in conjunction with the existing diesel generation power plant at its Balama graphite mine in Mozambique.

The solar and battery storage system aims to reduce CO2 emissions and operating costs at the operation.

Solar Century and Syrah have undertaken technical design and pricing analysis through 2020 for several solar and battery options at Balama, from which Syrah has chosen its preferred solution of 11.2 MW solar with an 8.5 MW battery, subject to final design. The solar and battery installation will work in conjunction with the existing 15 MW diesel generation power plant at Balama, which the company said was chosen as a low-risk power generation option for the initial establishment of operations at Balama.

Syrah Managing Director and CEO, Shaun Verner, said: “Progression of a large-scale solar and battery installation will reduce the operating cost base at Balama and further strengthen the ESG credentials of Balama’s natural graphite supply and the future supply from our vertically integrated battery anode material project in Vidalia, USA.”

The MoU establishes the terms and conditions under which Syrah and Solar Century will continue with the development of the design, funding, construction and operation of a solar and battery installation under a build, own, operate and transfer arrangement.

The top four business problems the mining industry needs to solve today

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Ahead of her appearance at the International Mining and Resources Conference (IMARC) Online, conference organisers spoke with Michelle Ash, CEO of Dassault Systèmes’ GEOVIA division, to get her thoughts on some of the biggest problems the mining industry needs to solve today, and what the mining industry can learn from other industries to gain a competitive advantage.

IMARC: What aspects should mining companies pay attention to in order to prepare for (and accelerate) the industry transformation to a more sustainable future?

MA: The biggest challenge to the mining industry today and in the future is changing opinions, changing expectations of society, of people, and of citizens. Our performance as an industry and the rate at which societies’ expectations are changing is actually widening. This does not mean we are not transforming. As an industry, we are adopting new technology, innovating and doing things differently; however, society’s expectations of us as an industry are so much higher than in previous generations. This is simply the result of seeing ongoing dramatic change in other sectors and expecting the mining sector to change as fast and as radically. This means that not only do we need to increase our rate of transformation, we also need to fundamentally rethink some of our processes.

This translates into the need to adopt completely new ways of working, in order to remain relevant to the community and the emerging workforce. Mining companies need to increase the rate at which they adopt technologies that enable mobility and collaboration to solve problems in unique and transparent ways. These platforms and applications make working collaboratively from anywhere seamless. Mining businesses must also ensure their workforce build new skills, such as high voltage electrical, data science and analytics, robotics, instrumentation in order to attract young talent and remain competitive employers.

IMARC: What are the major business problems the industry needs to solve today?

MA: For me, there are four major problems we need to solve as an industry:

  • Global orebody intelligence: We need to be able to find orebodies faster, cheaper and more completely. We can use satellite imaging to detect orebodies and use physical geospatial and hyperspectral technologies to provide additional data to a geologist;
  • Automation and electrification: We need to understand performance and optimise performance in real time and optimise planning in real time;
  • Precision extraction: We need to be even more precise in extracting the metal that we are interested in without creating excessive waste and subsequently being able to process the metal efficiently. This means using digital twins to create simulations and what-if scenarios before building in real life with sensors in place for analytics. This not only minimises risk but also reduces errors, and waste; and
  • Creation of social value: We need to better use technology to create and distribute value to our communities.

Mining companies’ real competitive advantage is the speed at which they can adopt technology into their business that solves a business problem, while continuing to create value to society. This is where mining organisations need to look at solutions that are already available in other industries and their ecosystem of competition and collaboration in order to build a sustainable future.

IMARC: What lessons can the mining industry learn from other industries for their competitive advantage?

MA: The mining industry can learn from aircraft and automotive industries; two industries which experienced something similar in the last quarter of the last century. Both industries have fundamentally changed from leveraging emerging technology of the time and adopting radically different ways of doing things.

For example, in the aircraft industry, technology has helped in a 91% reduction in development time, 71% reduction in labour costs, 90% reduction in redesign and dramatically reduced design and production flaws, mismatches, and associated errors.

The auto industry has also developed into a segmented network in the last 50 years. For example, no car company makes windshields or rear-view-mirrors anymore – they are always purchased from windshield makers, and rear-view-mirror makers, respectively. This division of labour across the automotive ecosystem enables suppliers to be agile and innovative. This also means that auto-parts can be quickly and easily sourced, and suppliers empowered to design and produce new parts quickly and efficiently.

IMARC: How can the industry attract younger people and sustain diversity?

MA: The only question mining companies need to consider – how do I rapidly change the way we work to enable greater inclusivity, more remote working, whilst also adding value to our communities?

In most of the developed countries, the mining sector has a mature and ageing workforce. For example, in Russia and Australia, three quarters of the workforce will be retiring in the next 15 years. The younger generation does not see mining in the same way. In addition, the younger generation, being digital natives, are also more interested in automation jobs, the robotics jobs, the remote operating centre jobs, or working with drones. This means the sector has to evolve much more rapidly and incorporate new technology and new ways of working with some of this great equipment to solve problems and work in fundamentally different ways in order to attract the younger generation. The younger generation is much more collaborative, much more eager to talk about the issues that they see and find solutions.

Michelle Ash will be sharing further insights on ‘Shaping the Sustainable Future of Mining’ during her presentation at IMARC Online on November 25.

COVID-19: the catalyst for driving sustainability in the metals and mining sector

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COVID-19 has been a game-changer for many industries, with an inconceivable amount of companies closing or temporarily stopping their work, report Pat Lowery and Dr Nick Mayhew*.

The metals and mining industry has been no exception. By April this year, almost 250 mine sites in 33 countries had been disrupted by the virus with government-mandated shutdowns and hundreds of thousands of workers sent home either because they had contracted the virus or for their safety.

While the global pandemic has proved to be a severe crisis for the mining industry, severe crises force change, and the mining industry has been forced to commit to change and to new goals to survive.

At first, it seemed that companies might give up complying with sustainability and ESG (environment, social and governance) goals. However, the outcome was in fact the opposite. The pandemic has demonstrated that sustainability is now a permanent, key driver across the world, which will not be forgotten by governments nor the private sector.

Pat Lowery is Former Technical Director at De Beers and Group Head at Anglo American

The European Council made this clear by highlighting that it will not abandon its ‘Green Deal’ as part of its fiscal response to COVID-19. While in the US, New York State passed legislation which accelerated the construction of clean energy facilities as a way to spur economic recovery and fight climate change. As for investors, according to the COVID-19 Investor Pulse Check report, published by the Boston Consulting Group in May 2020, 51% of investors say they want CEOs to continue to fully pursue their ESG agenda and priorities.

COVID-19 not only set the records straight on a commitment to sustainability, but it provided a much-needed stimulus to spur the innovation required to achieve this desired goal. The metals and mining sector traditionally had a reputation for being slow to embrace new technologies – it ranked 30th out of 53 sectors in terms of R&D investment in the 2018 Global Innovation Study 1000 – however, it had no option but to react quickly to the crisis.

For instance, BHP created a COVID-19 tracking app and its Atacama mine in Chile developed a tool to remotely check stock levels for critical site materials – ensuring employee safety as well as a quick response.

Now, according to the Axora Insights COVID-19 survey, despite a significant drop in revenue after the pandemic caught the industry off-guard, experts expect the metals and mining sector’s investment in digital innovation to grow about 10% year-on-year. By using innovative technology, the industry will overcome the challenge of converting traditional mines into smart, sustainable ones with social commitment, responsibility and care towards their workers and their rights.

Dr Nick Mayhew is Chief Commercial Officer of Axora

Rio Tinto’s vast iron ore operation in Australia’s Pilbara region, for example, is the world’s largest owner and operator of autonomous trucks, having announced last year that 50% of its entire haulage fleet was automation-ready, providing safer and more cost-efficient sites. In Chile, Teck Resources is using remote smart sensor technology to gather data on the local water and identify hourly fluctuations in water quality, enabling the company to share 24/7 real-time water quality data with the local community. Nornickel in Russia is installing data transmission devices on load-haul-dump vehicles and self-propelled drilling rigs to enable remote-controlled operations, as well as developing drones to take video deep inside the mines and robots for high-quality 3D mine surveying.

Meanwhile, the Borden gold mine in Ontario, Canada, and the Agnew mine, in Western Australia, have faced their environmental challenges head-on by introducing electrification and renewable energy to their sites. The Borden mine’s electric and battery-powered fleet has eliminated diesel emissions completely and is expected to halve the total emissions on site by around 5,000 t of CO² a year. Whilst the Agnew mine met up to 60% of the site’s energy needs by running remote, off-grid operations with solar, gas, wind, and battery power, proving that such operations need not compromise reliability or productivity.

COVID-19 has escalated the need for a more sustainable and resilient metals and mining sector. There is a need to protect in the longer term, for example, against future pandemics, to ensure worker’s safety, to implement rapid recovery systems and to de-risk operations. Shifting global priorities are putting a greater emphasis on health, social and community issues; responsible partnering with the government; and pressure on companies to demonstrate fast and responsive action to current issues.

The global pandemic has provided metals and mining companies with the downtime to improve their innovative solutions and enable ‘smart’ and sustainable mines. From being a vague term, sustainability has become a real goal as COVID-19 has pushed companies to put the priorities and goals in the right order and to drive forward their businesses.

*Pat Lowery is Former Technical Director at De Beers and Group Head at Anglo American, and Dr Nick Mayhew is Chief Commercial Officer of Axora