The big picture of ESG | New technology and cross-industry learning Safety, people and health | BBMC Updates
Jodie Currie jodie@bbminingclub.com
Sarah-Joy Pierce sarahjoy@strategicminingcomms.com
Debbie Wolhuter deb@joyfulcommunications.com.au
Holly Williams holly@kingstcreative.com.au
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Ian Macfarlane, The Hon Scott Stewart MP, Kim Wainwright, Tania Constable, Michelle Manook, Warren Pearce, Bravus, Andrew Boyd, Mauro Neves, Paul Flynn, Professor Stephen Wilson, Dr Matthew Anderson, Melanie Saul, Ngaire Tranter, Sarah-Joy Pierce, Dr Sharon Harwood, Natalie Gardner, Adam Battista, Elena Schamp, Dr Steven Micklethwaite, Matthew Greenwood, Ethan Vellacott, Adrian Beer, Kate Swain, Liam Davis, Jennifer McGuire, Jeff Sterling, Nikky LaBranche, Rainee Shepperson, Anton Guinea, Mark Stone, Dr Siavash Es’haghi
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ON THE COVER
Image credit: Abbot Point Port, Bravus Mining & Resources
Professional images throughout supplied by: Peter Turnbull: www.turnbullphotography.com.au Geoff Hunter: www.cmeps.com.au
Want to be a part of the 2023 Yearbook? See bbminingclub.com/yearbook for advertising and contribution opportunities.
The Bowen Basin Mining Club Yearbook is published by the Bowen Basin Mining Club Pty Ltd, PO Box 2620, Chermside Centre QLD 4032. Every effort has been made to ensure that the information contained in this publication is accurate at the time of publication (December 2022). The Bowen Basin Mining Club and its agents accept no responsibility for the accuracy or completeness of the contents and accepts no liability in respect of the material contained in the yearbook.
The Bowen Basin Mining Club recommends that users exercise their own skill and care in evaluating accuracy, completeness, and relevance of the material and where necessary obtain independent professional advice appropriate to their own particular circumstances.
In addition, parties, their members, employees, agents and officers accept no responsibility for any loss or liability (including reasonable legal costs and expenses) or liability incurred or suffered where such loss or liability was caused by the infringement of intellectual property rights, including the moral rights, of any third person.
From the Editor 4
7
The resources industry powers on, contributing despite every challenge 8
Critical opportunities for Queensland’s resources sector 14
2023 - the year of collaboration and innovation 16
Australia’s mining innovation ecosystem 20
Coal’s dramatic turnaround in a historic year 24 Raising royalties – it’s about more than coal 28
Making tracks into history: Developing the Carmichael Rail Network 32 Buying a coal minethe good, the bad and the ugly 36
ENERGY AND DECARBONISATION 38
Met Coal - the building block of a decarbonised world 39
Change and challenges aplenty but coal’s long-term future remains bright 42 What would be required for nuclear energy plants to be operating in Australia from the 2030s? 44
Queensland LNG and the global market 48
THE 'BIG PICTURE' OF ESG 50
Biodiversity – the shifting focus of ESG in mining 51
Carbon literacy - changing the conversation for our communities 54
ESG should be a concern for all businesses – not just big businesses 56
Preparing communities for the inevitable: mining cycles, camps, and closure 60
The shifting sands of insurance risk in Australia 63
68
Mining services of the futureembracing the shifting market 69 ‘Tron’ not ‘The Matrix’ – towards visual digital twins for geoscience and beyond 72
Embracing tech for long-term sustainability 74
How co-ownership and common-user infrastructure can kickstart Australia’s new economy minerals boom 76
Digital transformation in the mining industry: how to position your business for success 79
What is Zero Entry Mining? 81
83
The (dust) devil is in the detail 84
A nationwide crisis 86
Taking a more novel approach to mental health in mining 88 Working together towards zero serious harm 90 Pneumoconiosis and Silicosis: what you need to know 93
BBMC UPDATES 96 2022 BBMC luncheons 97 2022 BBMC Crib Room Podcast 103
The 2022 Queensland Mining Awards –showcasing the best of the best 112
Our Sustainable Mining Plan contains ambitious targets to transform our business and make a meaningful contribution to decarbonisation.
That’s why we’ve prototyped the world’s first hydrogen-powered haul truck. Waste gas from our operations powers more than 90,000 Queensland homes, and, from 2025, our Steelmaking Coal Business will be powered by 100 per cent renewable energy.
At Anglo American, we are re-imagining mining to improve people’s lives.
In years to come, we’ll look back at the significant 12 months that have just passed as a turning point for policy, pricing and even the future of coal.
At the beginning of 2022, we were still dealing with snap lockdowns (one of which led to the cancellation of BBMC’s February luncheon), but as I write this piece in December, COVID-19 seems firmly in the rear view mirror. We’ve been ‘back to normal’ for a while now, with a full agenda of exhibitions, face-to-face meetings and even the 2022 Queensland Mining Awards in July, which were the biggest event we’ve ever had (read more about this year’s finalists and winners on page 112).
But 2022 was not all smooth sailing: as the COVID-19 crisis faded, we instead began to grapple with a rapid escalation in the conversation around alternative energy and coal’s role in a net zero future. As Queensland in particular sets an aggressive pace and policy, there is growing concern that ideology around energy transition is out of touch with reality.
As a country, we have the benefit of observing how others ahead of us in the energy transition game are faring - and we also have the advantage of learning from their mistakes. Now is the time to ensure that we leverage our abundant natural resources to avoid crippling power costs, energy scarcity or even extreme cases like Germany’s, where it’s reported that wind turbines were pulled down to re-establish a coal mine before a predicted winter shortage.
Energy transition was a big talking point at the annual Queensland Resources Council State of the Sector forum, where I had the privilege of being a panellist this year. One of the hottest questions was on the sharp focus in Queensland’s role, and how future policy would affect small businesses.
I firmly believe that SMEs want to continue playing a role in providing energy for Queensland. Whether it be in coal or gas or moving into solar or hydro, companies are continually innovating to keep their businesses fresh. There are also plenty of transferable skills between servicing the coal industry and the renewable energy sector.
The Bowen Basin’s businesses are willing and able to play their role in a lower carbon future; but they also want jobs for their children and generations to come. To balance this, we need to be vocal on the role that coal can play in the overall energy mix.
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The truth is that Queensland’s coal is the best in the worldfor energy and for steel-making. We still need both, and we still need both for a long time to come. But I’m not the only one saying this – you’ll notice this theme is front of mind for many of the year’s contributors. In particular, make sure you examine closely the arguments presented by Michelle Manook of the World Coal Association (page 24), Mauro Neves of BMA (page 39) and Paul Flynn of Whitehaven (page 42).
It also wouldn’t be a wrap-up of the ‘year that was’ in the Bowen Basin without talking royalties. QRC Chief Executive Ian Macfarlane does just that in his contribution (see page 8), as well as AMEC CEO Warren Pearce (see page 28). While the BBMC has always had a policy of remaining apolitical, this is a serious issue that has strong potential to affect the future of investments in our state - affecting not just the big players, but the small regional businesses that supply them.
With this in mind, if the policy doesn’t change, there needs to be a stronger connection between record royalties paid and investments in regional teachers, healthcare, roads (anyone that has driven the Peak Downs highway out near Nebo knows what I’m talking about) emergency services and mental health programs.
Royalties can’t be a lose-lose for regional communities - we contribute far too much to the state’s economy for that. As you browse the pages of this Yearbook, keep the big picture of our industry’s contribution in mind. We’ve done our best to bring you an overview of key trends in operations, decarbonisation, technology and safety. The information you read in these pages should help you to have conversations around the boardroom table or the BBQ, advocating for the industry.
And, as always, reach out if you want to continue the conversation. The BBMC community is active on Facebook and LinkedIn all year round.
Royalties can’t be a lose-lose for regional communities - we contribute far too much to the state’s economy for that.Photo: Geoff Hunter
It is my great pleasure to again provide a contribution to the Bowen Basin Mining Club’s Yearbook.
The BBMC represents a region that is integral to Queensland’s resources sector, making an extraordinary social and economic contribution to many local communities and to our state.
After barely skipping a beat to power the Queensland and national economies through the two years of COVID-19 shutdowns, the resources sector is again underpinning our economic resilience in the face of global headwinds.
2022 has been a remarkable year for Queensland resources, particularly coal and gas.
Record global demand for our coal has driven record prices as Queensland producers contribute to the energy and steelmaking needs of our trading partners around the world. Despite years of predictions from activists that ‘the end is nigh’ for coal, it is clear that Queensland coal will remain in demand for a long time to come.
And that means many more years of coal contributing to the ongoing strength of Queensland’s resources sector and underpinning the state and national economies through the challenges ahead.
As demand for our resources grows, the sector’s contribution to jobs and the economy in Queensland has hit new highs. The Queensland Resources Council has just released its annual Economic Contribution report, which again reinforced how crucial the sector is to the state’s economic security.
The headline figures from the 2021/22 financial year tell the story.
Queensland’s resources and energy sector contributed a record $94.6 billion to the state’s economy, and directly and indirectly supports the jobs of almost 451,000 Queenslanders.
That equates to one in every four dollars spent, (an increase from one in every five dollars spent last financial year), and one in every six jobs is supported by the resources sector.
Not surprisingly, coal is the biggest contributor. More than 46,000 people are directly employed in the coal sector, an increase of 34% on last year. That number reaches over 319,000 when indirect jobs are included, a rise of 9%.
Resources companies spent $27 billion supporting more than 14,300 businesses and 1,415 local sports clubs and charities. That’s a terrific record of which the resources sector can be justifiably proud.
In 2021/22, coal delivered the Queensland Government a staggering
$7.3 billion in royalties, which was $5 billion above what Treasury had originally forecast and budgeted for. Those royalties enable the government to pay for the hospitals, schools, doctors, teachers and police officers and all the essential services Queenslanders rely on.
When gas and metals are included, the total royalties collected by the Queensland Government was a record $9 billion. Under the Queensland Government’s new royalty regime, which was introduced without consultation or warning, the coal royalty tax rate more than doubled overnight to be the highest in the world.
This financial year, coal producers are forecast to pay $12.4 billion in state royalties, an extraordinary amount of money to rip out of an industry that is so important to Queensland. It’s well above the $800 million royalty increase forecast by Queensland Treasury in the June state budget.
As a result, we’ve seen a major trading partner like Japan question its future investment in this state, as have companies as significant as BHP and Peabody Energy.
You can be sure they won’t be the last, and the implications go well beyond coal producers. The increase in state royalties is impacting the entire Queensland resources sector, including our emerging critical minerals industry.
It is regional areas that will be hardest hit when projects are cancelled and potentially thousands of jobs are lost.
It’s why the Queensland Resources Council is campaigning so hard on this issue and calling on the state government to reconsider the royalty increase and to properly consult with industry.
Previously, in what is a very competitive global market, a stable state government and consistent policy have always been key selling points in attracting investors to Queensland to maintain a long-term pipeline of projects in this state.
That reputation is now under serious threat because of this government’s ill-considered decision, which is being talked about in boardrooms around the world, and the QRC won’t be letting up in voicing our strong opposition.
The prospect of a new federal mining tax on coal and gas is another serious threat to future investment in Australia's resources sector. The tax has been proposed as part of a misguided government strategy to lower energy prices for families and businesses.
We all want to see lower power bills, but it will not be achieved by introducing a new tax. It would only jeopardise new investment to boost supply, which is a key part of the long-term solution to bring down energy costs.
That's why the QRC has partnered with our interstate and national counterpart bodies on a campaign to ensure the federal government is aware of the industry’s strong opposition to a new tax because it is a threat to jobs and future investment.
As the world transitions over the coming decades, our thermal coal will be needed to keep the lights on and industries running here and around the world, as well as help lift millions of people out of poverty in developing nations.
The QRC also recently released its Local Content report, which measures the commitment of resources companies operating in Queensland to support local businesses and service providers.
In 2020-21, resources companies spent $27.7 billion purchasing goods and services locally, which was a record 82% of their procurement budgets. This is up $1 billion on the previous year, which is great news for regional communities across the state.
The table on the right shows how those benefits were distributed right across Queensland.
It’s not just the businesses involved in providing and servicing the big mining equipment that benefit and rely on a vibrant resources sector. The benefits flow all the way through to the local food stores and other shops that supply products to mine sites.
Encouragingly, nearly half of resources companies say they intend to increase their local spend over the next 12 months.
2022 saw a change in the federal government and the appointment of a new Resources Minister, Madeleine King. It was encouraging to hear the Minister acknowledge from the outset the importance of the resources sector to the government achieving its net zero ambitions.
The metallurgical coal that comes out of the Bowen Basin will be vital to building the current and emerging technologies for low-emission energy generation. The Queensland resources sector
has a very good story to tell when it comes to investment in technologies that reduce its own emissions and improve energy efficiency.
In their own operations, QRC members are already working to lower emissions and reduce energy costs by improving energy efficiency, adopting renewable energy, investing in co-generation and implementing demand management. QRC supports the ongoing efforts of members as they seek to decarbonise their operations.
From onsite wind and solar farms to incidental methane
and coal seam gas capture and electrification, mines across the Basin are looking at every option and technology to reduce their carbon footprint. It takes time, money, community support and government co-operation but our resources sector is proving its commitment to cleaner energy.
As the world transitions over the coming decades, our thermal coal will be needed to keep the lights on and industries running here and around the world, as well as help lift millions of people out of poverty in developing nations.
An important focus for the QRC is the development and roll-out of programs through its education arm, the Queensland Minerals and Energy Academy (QMEA).
In partnership with sponsor companies, the QMEA runs workshops in 90 schools across Queensland to educate students about the important contribution of the resources sector to our modern way of life and to encourage them to consider a career in our industry.
This year, the program has engaged directly with around 6,000 students through hands-on in-school and site-based programs to show how an interest and aptitude in science, technology, engineering and maths (STEM) and trade skills can lead to rewarding trade or tertiary careers in resources.
Like nearly every other Australian industry sector, resources is struggling with a major skilled worker shortage, which has serious implications for productivity.
It is encouraging to see both state and federal governments increasing their emphasis on skills training, particularly through the VET sector. The QRC will continue to work with them to encourage young people into trades.
We must work together to ensure that we keep a pipeline of young people in Queensland coming through and working in our industry, so they can play a part in helping resources companies meet the challenges of reducing our environmental impact and transition to a lower emissions future.
We must work together to ensure that we keep a pipeline of young people in Queensland coming through and working in our industry, so they can play a part in helping resources companies meet the challenges of reducing our environmental impact and transition to a lower emissions future.Photo: Turnbull Photography
We are a global team unified in a common purpose: creating advanced technology solutions to the world’s water challenges. Developing new technologies that will improve the way water is used, conserved, and re-used in the future is central to our work. Our products and services move, treat, analyse, monitor, and return water to the environment in the mining, industrial, public utiltity, residential, and commercial building services sectors. We also provide a leading portfolio of smart metering, network technologies, and advanced analytics solutions.
As the 2021 Yearbook went to print, the Queensland Resources Industry Development Plan draft was released for public consultation. This year, the Palaszczuk Government delivered our 30-year plan to grow and diversify Queensland’s resources industry.
We want to transform our resources industry from shipping our raw resources to the world to refining and manufacturing those resources – right here, in Queensland.
Underpinning this transformation is the demand that is already building domestically and globally for critical minerals. Accelerating Queensland’s critical mineral sector is one of the state’s greatest opportunities. Why? Because the world cannot meet its climate change targets without these minerals. Critical minerals make the production of renewable energy technologies possible, from solar panels and wind turbines to grid-capacity batteries to store renewable energy.
The Palaszczuk Government has a nation-leading Energy and Jobs Plan which sets out a vision for renewable
energy generation, storage and transmission in the state. To build the infrastructure to support the planned transformation of our energy grid, we will need nearly 500,000 tonnes of minerals. And this is just for Queensland’s transition.
The International Energy Agency estimates that demand for critical minerals will increase over the years to 2050, tripling under current global measures to reduce emissions, and increasing by up to six times if efforts to achieve net zero emissions by 2050 escalate.
With some of the world’s richest endowments of several critical minerals, including zinc, vanadium and rhenium, Queensland is well-placed to support the delivery of the global energy transition and decarbonisation.
However, the pace and scale of investment needed to meet demand will need to significantly increase. Our plan outlines a suite of actions to support critical minerals exploration and production and maximise commercial opportunity.
We need to capitalise on the significant increase in demand for critical minerals. Our government has committed $22.6 million toward the Collaborative Exploration Initiative to help supercharge the search for critical minerals. This will see us continue to work closely with the sector by providing support to Queensland’s resource
exploration companies so that they can grow and make the discoveries that will secure future resources for the benefit of the State.
Understanding our critical minerals potential
Providing the resources sector with the tools they need to aid the exploration, discovery, and extraction of minerals is vital. The frontier for discovery is moving into deeper and more difficult terrains, while the demand for critical minerals increases exponentially. That is why our Queensland Resources Industry Development Plan commits $5 million toward geoscience research on existing copper, cobalt, rare earth, indium and other critical mineral deposits to better understand their occurrence and distribution.
Finding new opportunities in old places
Queensland’s abandoned mines have considerable potential for recommercialisation. There are around 120 significant abandoned mines in Queensland, some with remaining in-demand resources and by-products. These mines are of increasing interest to prospective investors as they consider how to mine with reduced impacts and the benefits of the circular economy.
The Palaszczuk Government has commenced a pilot program to recommercialise the area that includes Wolfram Camp Mine, Bamford Hill Mine, and surrounding exploration areas. Despite it being an old site, Wolfram Camp still has potential commercial deposits of
tungsten and molybdenum, used for alloys and items such as electrodes, heating elements, and as filaments in light bulbs and cathode ray tubes.
We are working to establish abandoned mines' re-commercialisation principles to guide and inform future recommercialisation decisions.
Recent amendments to the Mineral Resources Act 1989 will encourage more miners to set up shop in Queensland and attract more investment in the critical minerals sector. The amendments will allow the Minister for Resources to defer the first year of rent for specific critical minerals projects, which will cut their initial start-up costs and help get mines producing faster.
We’re sending the signal to explorers, investors, and industry that this government is serious when it comes to growing our critical minerals industry and the good jobs it creates.
Common user infrastructure for critical minerals
Queensland is known as a world-class exporter and is growing its infrastructure to support pit-to-product supply chains. Our regions are set up and ready to grow. While traditional common user infrastructure such as roads, rails and ports remain important, very different infrastructures and processes are needed to unlock the value of critical
minerals. That’s why we’ve committed to investigating the feasibility and financial sustainability of common user infrastructure opportunities in partnership with industry.
If industry and government work together to effectively to stand-up critical minerals development projects, Queensland’s resources industry will successfully grow and diversify.
What is the role for other resources?
At the same time, the Queensland Resources Industry Development Plan recognises the role of one of Queensland’s long-term strengths, coal. In particular, we remain one of the world’s major suppliers of high-quality metallurgical coal for making steel, generating more than $60 billion in export revenue during financial year 2021–22.
Steel-making coal makes up approximately 85% of the value of Queensland coal exports, and it will remain a strength for a long time to come. Even as the world transitions to renewables, steel-making coal remains an essential, and valuable, international export commodity for Queensland. As well, there are new pockets of demand opening up in the Indo-Pacific region.
With strong demand for renewable energy equipment such as wind turbines, we expect that Queensland will be in the metallurgical coal business for some time to come.
There is also our $66 billion LNG industry, which is a critical enabler for Queensland’s economy. It provides royalties, direct jobs in the industry, and is vital to our manufacturing sector.
As we all know, Australia is currently facing high energy prices across the east coast gas market. Despite international challenges and uncertainty, ensuring adequate supplies of gas for the domestic market has always been a key priority for this government.
Queensland is doing the heavy lifting when it comes to domestic gas policy and supply in this country and we are continuing to work on finding new sources. That includes investigating the potential for gas in the Bowen Basin through the $10 million Bowen Basin gas pipeline study. We are finalising the market testing phase of the study to gain a detailed understanding of the commerciality of a pipeline from the market’s perspective.
The Queensland Resource Industry Development Plan was shaped by communities, resources companies, workers, local councils and businesses. Together we will bring home the actions and meet the commitments made in that plan to secure the long-term future for Queensland’s resources industry.
The exploration industry has always been the barometer of how the whole resources industry is ticking along. Now coming to the end of 2022, Queensland exploration activity continues to be riding high on top of the wave. We have seen this evidenced in our yearly data outlined in QEC’s Scorecard publication, where year on year, exploration spend displays a positive correlation with commodity prices.
Let’s look at copper as an example. (Image below).
Copper exploration expenditure grew by 70% in 2021-22 on the back of soaring prices. Queensland saw the largest annual increase for copper exploration spend over the last 12 years, taking the exploration spend to three times the levels it was just five years ago. Even though two-thirds of the world’s 550 million tonnes of copper mined since 1900 is still in productive use today, the global appetite for copper continues to grow, leading to a greater emphasis on new copper discovery.
The figures for other critical minerals mirror the growth trajectories for copper. As the International Energy Agency (IEA) has outlined, this clear trend is due to the world’s ambitions to move to a lower emission economy complete with electric cars, renewable energy sources as well as advanced technologies being used in everyday products. It is worth noting uranium prices also remained strong throughout the year as global energy security concerns continued. Countries like Japan are now planning to re-start reactors that have been dormant since 2011.
How does this impact Queensland’s exploration sector?
Without doubt, high commodity prices are translating into increased exploration activity. What we are seeing now is reminiscent of the start of the bull market off the back of the Global Financial Crisis in 2009.
For mineral exploration, we are starting to see a steady increase in new Exploration Permits for Minerals applications lodged with the Queensland Department of Resources.
Without doubt, high commodity prices are translating into increased exploration activity. What we are seeing now is reminiscent of the start of the bull market off the back of the Global Financial Crisis in 2009.
Since 2020, there’s been an average 20% annual increase in new mineral applications (image below), with the majority in northern Queensland. The increase has not reached the same volumes we saw after the Global Financial Crisis in 2009, and I doubt we will see these volumes again. There are two key reasons for this, (1) availability of new prospective land is becoming difficult with the turnover of land slow; and (2) we would need to see consistently high commodity prices, at least over the next couple of years, to maintain access to capital.
We are seeing many new entrants in Queensland’s minerals sector as well as welcoming back some global heavyweights like Anglo American and Rio Tinto. With these larger corporations back in the explorer ‘ecosystem’, they bring with them more opportunities to the region, such as greater access to data and infrastructure.
Hopefully, we will also see greater collaboration within industry. An excellent example of a recent successful collaboration was the Julia Creek vanadium explorers and developers, who worked together to submit their proposal for a minerals processing demonstration plant in 2021. This resulted in $10 million in funding from the Queensland Government. With activity in North Queensland reinvigorated, we are hoping to see more collaborative industry proposals like this one gaining government approval and support.
We are seeing an uptick in exploration activity in three key geographic areas of Queensland. These areas all have good access to pre-competitive geoscience data, yet require more investigation at greater depths -
• The Southern part of the Mt Isa Northwest Minerals Province
• Georgetown
• Southwest Bowen
It’s an exciting time to be a mineral explorer or investor in Queensland. Right now, the industry is taking full advantage of where it is sitting on the wave with open access to capital and the Queensland Government’s clear ambition for a vibrant exploration industry for commodities like critical minerals.
Going back to uranium, late this year we saw the Georgetown Ben Lomond uranium site sold to a Canadian consortium, Consolidated Uranium. The site has never been mined and in Queensland, only uranium exploration is permitted.
There are a couple of impediments to drilling activity currently – namely, labour and equipment shortages. The availability of drill rigs has been problematic over the last two years, with the scorecard results last year also reporting no further capacity available. The Council has heard from its members there are long wait times and costs associated with just getting a rig into Queensland – one figured reported was $7 million. This didn’t include on the ground costs once deployed.
Access to equipment will likely impact Queensland reaching its full potential for mineral exploration activity in the next few years. Other exploration activities will be used, and it might even be the perfect breeding ground for new innovations, something explorers are known for.
The Queensland Exploration Council is the representative body for mineral, coal and petroleum explorers in Queensland. We have 98 members73% are explorers or producers, and 27% are companies that service the industry, including investment groups, auditing, legal services, and other consulting services. Our role is to promote and enhance collaboration and investment in the sector.
In 2022 we delivered a number of events in support of our membership, including the July Technical Summit, four investment showcase events as a space for explorers to pitch to a group of investors and the annual Exploration Breakfast, to name a few. We have another ambitious agenda for 2023 for our minerals members, which will kick off with the Queensland Government’s Critical Minerals Strategy and QEC’s ESG collateral in the early part of the new year.
What are some of the challenging conditions Queensland explorers are facing?
We have the knowledge and experience to facilitate your projects through: • Fully Mine Compliant Equipment • GPS & Remote Monitoring
We are committed to excellence in Safety, Health, Environment and Quality (SHEQ) performance, leading to Destination Zero with the accreditations of ISO45001 (WHS), ISO14001 (Environment) and ISO 9001 (Quality Management).
We always ensure safety and compliance with our partners and the communities in which we work and live in.
The unrivalled success of Australia’s mining industry has long relied on technology and innovation to improve safety, drive greater productivity and deliver increasingly sustainable outcomes.
Australia’s minerals industry is essential for modern life and will contribute the raw metals needed for the global transition to a net-zero economy. Solar photovoltaic plants, wind farms and electric vehicles are more minerals-intensive than their hydrocarbon equivalents. Companies mining other mineral commodities continue the quest to reduce emissions in extraction and use.
The mining industry is also an increasingly critical driver of broader industry development and innovation.
Productivity-enhancing technology not only assists in discovering new resources, but has the capacity to make existing resources more
economical with the same level of inputs, and improved data and artificial intelligence are making operations more efficient. Technology is also removing people from potentially hazardous situations, helping predict and model operational changes that improve safety, and improving training methods so that the workforce is better equipped to perform work safely.
At a site-by-site level, electrification and fuel switching are reducing emissions in support of the industry’s ambition to achieve net-zero emissions by 2050.
These technology-driven improvements are occurring throughout the mining lifecycle from exploration, development and operations to closure and rehabilitation. Technology is even enhancing commodity marketing and trading by improving integrity in transactions and supply chains.
The innovators driving this transformation include miners, the mining workforce, the Mining Equipment, Technology and Services (METS) sector, original equipment manufacturers, university-led mining research institutions, Cooperative Research Centres (CRCs) and
CSIRO-led research collaboration.
A catalytic and external benefit of the technology transformation is a highly skilled workforce. Australia’s minerals industry has invested significantly in training and reskilling the workforce to fully utilise new technologies in mining.
The MCA has played a leading role in identifying the future skills challenge, and miners and original equipment manufacturers are rising to the challenge to develop this workforce of the future.
While some roles will be replaced, many new highly skilled, highly paid roles are being created and other roles are being enhanced by technology. This technologically-advanced workforce is building new capabilities for Australia. The success is tangible.
Since 2005, Australia’s mining industry has invested
more than $30 billion in research and development, sitting in the top four (occasionally top two) of all industries. Australia is a top three jurisdiction for mining patent filings, and four Australian universities are in the top five world rankings for mining engineering.
Australia’s mining industry is embracing technologyled innovation at an unprecedented rate, but this transformation cannot be taken for granted. It requires coordinated action and a shared commitment by industry and government to develop and maximise the substantial opportunities to secure Australian mining’s place as a global leader. Here are some outstanding examples.
Rio Tinto wields Artificial Intelligence like a Jedi master
Rio Tinto is one of Australia’s most innovative miners and is leading the way in the utilisation of AI to make better and faster decisions.
Mine controllers at integrated operations centres use AI insights to better manage and maintain all manner of equipment, often located on mine sites thousands of kilometres away.
Rio Tinto’s AI system is so advanced, it provides insights into what may happen up to 45 minutes in the future by merging real-time data with historical data across 20 systems. In a 12-hour shift, more than 6 million data points can be analysed. The system’s predictive modelling capabilities can simulate 400 decisions and resulting impacts in just 60 seconds, and select the most likely outcome in 300 milliseconds - a third of the time it takes to blink.
Artificial intelligence is not replacing human controllers but instead provides a tool to enhance decision-making while removing the burden of undertaking low-value repetitive tasks.
BHP established an Integrated Remote Operations Centre (IROC) in Brisbane in 2016 following the success of its state-ofthe-art IROC in Perth. The Brisbane facility oversees multiple aspects of remote operations from an advanced control room that operates 24 hours a day, seven days a week.
By optimising supply chains and centralising expertise, IROCs have improved safety, reduced costs and boosted productivity, making Australian mining more competitive.
New occupations have also been created through the development of integrated operations centres, such as automation engineers and mine and port control operators. These new roles make a career in mining more accessible for more people, contributing to a more diverse workforce.
Since 2005, Australia’s mining industry has invested more than $30 billion in research and development, sitting in the top four of all industries’ R&D spending.
Digital twin improves productivity at Telfer Newcrest has deployed digital twin technology to improve productivity at its Telfer mine in the Great Sandy Desert. The virtual copy of the copper flotation circuit allows for simulations to occur in parallel without impacting operations.
Operating a copper flotation circuit is traditionally a complicated task. Not only is performance measured in grade, but also recovery objectives. This involves many pieces of equipment and hundreds of data sensors that require constant management. Once calibrated, the digital twin supports constant monitoring by alerting operators to deviations.
Copper is a key mineral for electrification. Making copper
mining and processing more productive is critical to meet the raw material challenge.
Newcrest is also constructing a digital replica of its Cadia Hill gold, copper, silver and molybdenum mine near Orange in New South Wales, using real-time data from sensors to help plan changes and maintenance.
Underground drone a worldfirst at Cannington
Drones are widely used in mining to provide comprehensive visual and spatial data quickly and efficiently. But drones are usually sent skyward - not underground.
In a world first, South32 partnered with a research team at CSIRO to successfully test an autonomous drone underground at its Cannington silver and lead
mine in Queensland. Some of the technical challenges that had to be overcome included navigating small spaces, lack of GPS capabilities, dust and moisture. Together, South32 and CSIRO developed the ‘Hovermap System’ using LiDAR laser and on-board autopilot computer.
LiDAR is a remote surveying method that measures light pulses reflected from a target with a sensor to measure distances.
The underground drone produces 3D maps and images that are not only more accurate but also reduce the need to expose workers to potentially hazardous enclosed spaces.
Agnico Eagle’s Fosterville gold mine in Victoria is investigating the feasibility
of transitioning the operation to a fully electric mine. Agnico Eagle has identified substantial benefits to removing diesel emissions and reducing heat in its underground gold mine.
Electric equipment is also proving to outperform diesel equipment. Agnico Eagle is using Sandvik’s 18-tonne electric loader, which has the highest capacity in underground loaders and the smallest emissions footprint. Switching from dieselpowered equipment to battery electric equipment substantially improves underground air quality and reduces other hazards such as heat, noise and vibration from combustion engines. When battery electric equipment is paired with renewable energy it further reduces total carbon emissions making mining more sustainable.
• Rolleston Coal
• Newlands Coal
• Collinsville Coal
EY, measuring the indirect and induced impact of Glencore’s operations. • Clermont Coal
Glencore sites • Hail Creek Coal
venture partners’ interests.
that Glencore manages, or participates in, in Australia and include any joint
operations. All other figures, including royalties, represent 100% of the operations
The federal income taxes figures represent Glencore’s share of our Australian
activity were estimated using ABS data in an Input-Output model developed by • Oaky Creek Coal
All dollar figures are in AUD and relate to the 2021 calendar year.
All dollar figures are in AUD and relate to the 2021 calendar year.
All dollar figures are in AUD and
The federal income taxes figures represent Glencore’s share of our Australian operations. All other figures, including royalties, represent 100% of the operations that Glencore manages, or participates in, in Australia and include any joint venture partners’ interests.
The federal income taxes figures represent operations. All other figures, including that Glencore manages, or participates
Total economic activity is measured using Gross Value Added, an estimate of the value of goods and services produced in an economy. Flow on jobs and economic activity were estimated using ABS data in an Input-Output model developed by
estimated
When it comes time for climate change
historians to look back over the past century, I feel sure that the year 2022 will stand out amongst others.
No matter which way you look at it, the profusion of energy challenges that tore through 2022 made everyone sit up and think.
From late January, the northern hemisphere was plunged into energy chaos as every conceivable challenge was thrown at it – from energy shortfalls, transportation bottlenecks and price spikes to the inability of renewables to provide the cheap, reliable energy expected of it. The World Coal Association (WCA) are staunch supporters of renewable energy, but we understand that renewables are called ‘intermittent’ for good reason. The sun and wind are excellent, albeit erratic, gods.
On top of all that, a series of geopolitical issues emerged, in Russia/ Ukraine, but also China, South Africa and other flashpoints around the world – including Australia. As always, and thanks to its rich geological identity, Australia has weathered the brunt of the storm, although new climate goals and aspirations will continue to test the
country’s physical and philosophical capabilities.
We have always emphasised that the switch to a wholly renewable future cannot be made overnight. Any transition needs to be made with our ‘eyes wide open’ and all energy options (and solutions) in mind.
This brings us to coal which has experienced a circuitous renaissance in 2022. Every time the lights go out, another retired coal plant is reactivated.
The headlines alone tell a fascinating story:
‘Coal is Still Raising Trillions of Dollars Despite Green Shift’ (Japan Times, 18 February 2022)
‘The World is turning Back to Coal’ (The Atlantic, 6 July 2022)
‘Germany Turns to Coal for a Third of its Electricity’ (The Financial Times, 7 September 2022)
A raft of countries have delayed the retirement of coal plants while others, especially in Asia, have continued shoring up their coal fleets.
If it proves anything, it’s that coal, despite climate doom headlines, has created a reality check and it has not been resigned to history. The real issue, however, is what happens to coal in the meantime. Is it a temporary straddler between now and a wholly renewable future, or does it remain a fully-fledged fuel and resource of the future, critical to so many industries?
For us, the answer is clear.
Coal’s many faces
Coal is a future contributor which goes far beyond combustion.
Not only is it a fuel that transitions through a swathe of abatement technologies, not the least of which are high-efficiency low emissions (HELE) and carbon capture and storage (CCS). It is also a commodity of ongoing abatement advancement through gasification. Coal can supplement or replace natural gas in the manufacture of hydrogen, ammonia, and ammoniabased products such as fertiliser – the latter, so crucial to food security.
As lignite, coal becomes a soil improver creating new agricultural land resources previously degraded by human activity.
We should also remember the multitude of pollution reduction efficiencies that are in day-to-day use. Consider those used in coal extraction such as dust, water and waste management, surface subsidence management, land rehabilitation, methane management, green power, electric vehicles, and coal fines recovery.
Additionally, abated coal is technically proven in the power sector. It’s included in electrostatic precipitators and fabric filters for particulate matter (PM) and limited mercury control, selective catalytic reduction systems for reducing NOx, wet and dry scrubbers for reducing SOx and amine solvents used for CO2.
In a gasified or reduced form, coal can be:
• converted to liquid fuels such as methanol or numerous other chemicals
• used as a source of carbon to manufacture fibres
• used to extract rare earth elements and metals
These applications are testament to coal’s multifunctional roles – its holistic contribution.
In the meantime, coal continues to deliver reliable, affordable electricity and essential products such as steel, cement, and aluminium, which go to the heart of modernisation.
And if we are addressing matters of the heart, we need to constantly remember that billions of people still have no access to life’s staples – food, housing,
heating, transportation, employment – and coal remains the linchpin to these fundamentals. Basically, it continues to provide economic development and build social capacity in countries where fuel choices are limited.
Lastly, through emissions abatement technology, coal helps meet international climate change targets. That is why we, as a global advocacy alliance advocating on coal’s behalf, must continue educating about the critical contribution coal will make to an energy transition and beyond.
Simply, coal is a worthy, versatile commodity – part of an integrated and global ecosystem, which must play its part in both economic and environmental ambitions.
This year, through action and circumstance, we have seen the first real signs that the coal penny has dropped.
Influencers, decision-makers, commentators, and learned members of the public have begun to bring coal back into the fold, mindful that we must be realistic and rational, using what we have rather than waiting without certainty for what we want.
Admittedly some are more reluctant than others, but as I have moved around the world - and I’ve moved around a lot this year - I have seen a shift in the questions I am being asked. I’ve noticed that questions are now more enquiring about the contribution that abated coal can make.
There is a growing acceptance that coal emissions can be ameliorated through processes, systems and technologies which make coal as valid and valued as any other resource.
I have welcomed the fact that up to 99% of all coal emissions can be eliminated through abatement technologies and processes which currently exist. And I like to cast that fact against another, that today there is no credible 100% renewable-only solution. A reality that is fast hitting us all.
This year, I have spoken with hundreds of parliamentarians, business leaders, investors, climate scientists, journalists, and critics, all of whom have agreed that if what we are saying is true (and everything we say is fully indexed and validated), coal deserves a second look. There is no doubt in my mind that those who have bet on 100% renewables only will continue to defend their position and/or find scapegoats and/or chase sensational headlines.
But just because you wish it – doesn’t make it true. I think 2022 has given us all something to think about and that includes our industry, and our coal value chain.
Most significantly and energising for me, we have attracted new participants along the whole coal value chain – producers, suppliers, investors, transporters, innovators - who know coal is different and equally, want to make a difference to coal’s future legacy.
Those of us who are ‘in’ coal know that coal is not simply a black rock that is dug out of the ground. It is an entire ecosystem.
As such, we need to examine everything that coal touches directly and indirectly – food, transportation, housing, electricity, renewables, employment, economic progress, and social advancement.
Over the past year, we have been fortunate to enrol a new vanguard of coal representatives committed to multifunctional coal that keeps economies developing as it decarbonises and builds social cohesion as it sustains.
We have been fortunate to conscript players such as Coal India (one of the world’s largest coal producers), Seriti (South African owner of South 32 thermal coal assets), Menar (South Africa’s private mining investment company), Australia’s Bowen Coking Coal (BCC), a dynamic, homegrown met coal supplier, and the major Mongolian producer Tavan Tolgoi (ETT), which oversees one of the world’s largest untapped coking and thermal coal deposits of an estimated 6.4 billion tonnes.
These players are just a few who join other local Queensland operators and members including Bravus Resources, Gainwell and Whitehaven.
They have all signed on to Responsible Coal Principles which are based on the United Nations Sustainable Development Goals. They are all working realistically, pragmatically, and diligently towards a future coal industry which is abated, innovative, modernised and sustainable.
World events have given us another opportunity in 2022. We are living in a postmodern era which seems to be dominated by hysteria. But as a coal value chain, we can transcend this.
Our future coal conversation needs to be sane, embedded in facts, not fiction, and embrace change through mindset and technology.
This year has shown how coal has entered a new era in its evolution. Our challenge now is to maintain momentum and keep proving how coal is ultimately economically, environmentally, and socially indispensable.
Influencers, decision-makers, commentators, and learned members of the public have begun to bring coal back into the fold, mindful that we must be realistic and rational, using what we have rather than waiting without certainty for what we want.
Royalty
Despite the impact COVID-19 has had on supply chains globally, Queensland has experienced record coal production and exports over the past two years while trading at record highs and near-record levels of mineral investment across exploration in all commodities. This has largely been credited to industry and government working hand in glove to keep the industry moving forward, alongside a stable regulatory environment with fair and consistent taxes.
But mid-way through 2022, this all came to a grinding halt when the Queensland government blindsided industry and re-wrote the royalty rules, imposing three new trigger points for higher mining royalties and ending a decade-long freeze on coal royalties.
Despite already imposing the highest coal royalties in the nation, the new rate of 40% was predicted to net the state $1.2 billion over the next four years. In reality, this cash grab will collect billions more, and breaks the government’s promise not to increase taxes during the term.
While only coal companies will pay the increased royalty, lining government coffers and boosting budget surplus, the decision has and will continue to have much broader implications for the entire Queensland resources sector and the State of Queensland.
Royalty rates of 40% will make investors think again before making major new resources investments in Queensland,
making it harder for all Queensland resources companies to secure capital for new projects.
Queensland Treasurer Cameron Dick came under fire for the increase, and rightly so, after repeatedly promising no new or increased taxes during the 2020 state election campaign.
He not only drew the ire of the industry but also of the Japanese ambassador to Australia, Mr Shingo Yamagami, who expressed concern that there was no consultation, and that the state’s decision could damage Queensland’s decades-long reputation as a safe and reliable destination for investment.
He said, given the long history and relationship between Japan and Queensland, he would have expected the government to consult with Japanese companies before making changes. For many years, Queensland and Japan have had strong and complementary trade relations, while in more recent years, Japan has been
rates of 40% will make investors think again before making major new resources investments in Queensland, making it harder for all Queensland resources companies to secure capital for new projects.
Queensland’s second-largest trading partner. And according to the most recent annual trade statistics released in April 2022, Japan has now become Queensland’s largest export market.
In 2021, Australia exported 365 million tonnes of coal, and just under 120 million tonnes or roughly a third of that coal went to Japan. Queensland exported 198 million tonnes of coal in the 2020-21 financial year, with 43 million tonnes or roughly 22% going to Japan, making Japan the largest coal export market for Queensland and Australia as a whole.
While the State Treasurer may not think to consult our overseas friends, it is worth highlighting that most major resource investment comes from overseas capital and international investors. In short, to build new resource projects, overseas is where the money comes from. You can be assured that phones for other commodities rang for days with investors seeking assurances and questions about what was going on.
AMEC’s phones rang hot at that time with members seeking assurance or clarity about whether their commodity was next in the firing line.
In the same week that the Queensland Treasurer hiked up coal royalties, the Minister for Resources released the Queensland Resources Industry Development Plan (QRIDP).
This plan was developed in consultation with industry. While the QRIDP espouses that Queensland has a stable political environment, this commitment is unfortunately heavily undermined by the actions of the Queensland Government. In every sense, actions speak louder than words.
There is an increasing body of evidence being produced that it is getting harder to develop in Queensland. The churn of legislative prescription in the last half of this year alone will not deliver an improved landscape for proponents to do their work. From getting on the ground through to production, it is simply getting more and more difficult
to do any business in Queensland. This must change.
The Queensland government must also recognise that delivery of their emissions reduction targets or renewable energy targets is dependent on critical minerals and the technologies they support.
And that Queensland’s coal will be needed to make the steel for the transmission infrastructure for renewable projects that will crisscross the landscape once this state has phased out its coal-fired power generation by 2035.
It appears that the government naively thinks the coal industry exists in a vacuum, and that what impacts the coal industry won’t impact investment in hydrogen projects, renewable energy projects, or critical minerals projects. Companies, investors, investment funds and banks don’t just look at the commodity or project in which they want to invest; they look at the place in which they are investing.
The most recent Fraser Institute survey sees Queensland decline once again. And while departmental officers might not value this as a source of evidence, it is clear evidence. Evidence that Queensland is getting harder to do business in. There will still be major investment in these projects and industries, but they are now less likely to be in Queensland.
Queensland is not the only place where the sun shines and where the wind blows. But it is the only place where the state government consistently ratchets up royalties without consultation or warning. This is the third such unanticipated royalty increase in the last 15 years, and definitely not the stable investment environment that investors are looking for.
Just over a year ago, the Government announced the expansion of the $500 million Queensland Renewable Energy Fund into a $2 billion Queensland Renewable Energy and Hydrogen Jobs Fund. It received a significant piece of the federally funded critical minerals pie, helping to promote the State as dependable trading and business jurisdiction.
In September this year, the Queensland government announced a landmark energy plan to the tune of $6 billion, outlining several key renewables targets and actions; essentially a plan for a plan, as we see it, with their aspiration being to deliver clean, reliable, and affordable energy for Queenslanders.
Billions of dollars are proposed for the development of clean energy infrastructure, downstream processing facilities and job security, demonstrating a commendable commitment to advance the minerals industry, increase employment, and attract investment.
So, it beggars belief that the Queensland Government would promote the state as the mecca for new investment, hydrogen development and downstream processing, and in the same breath, deter investors by blindsiding its established industry with unjustified increases.
There is no doubt that royalties are important to help fund important infrastructures such as schools, roads, hospitals and recovery. But there is a very real possibility that these drastic changes to the royalty rates will raise red flags to investors, affecting the development of projects and putting local jobs and livelihoods at risk.
Regional towns depend on the coal industry for jobs, and royalties support those communities with the infrastructure and community investment they deserve. While the government continues to state that coal has a long future in Queensland and resources are essential to the economy, their actions are to the contrary.
It appears now that many investors will look across the borders for far more stable investment jurisdictions.
Queensland is not the only place where the sun shines and where the wind blows. But it is the only place where the state government consistently ratchets up royalties without consultation or warning.
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From the first sleeper laid to the first train run, the development of the Carmichael Rail Network has been a historic achievement for Bravus Mining & Resources (formerly Adani Australia). The development of the project was the first greenfield railway on Australia’s east coast in more than a decade.
It was also a significant undertaking for the company and the region, as together they built their next-generation rail businessBowen Rail Company (BRC)- from the ground up, in just two short years.
While it may provide a 200km rail link between the resource-rich Galilee Basin and the North Queensland Export Terminal (NQXT), in reality, the Carmichael Rail Network (CRN) is Queensland coal’s latest link to the world.
When it kicked off in 2019, the task of building the CRN became one of Queensland’s most significant projects. The rail line was the critical link between
the Carmichael Mine, 160kms northwest of Clermont, and the existing infrastructure connecting to NQXT, Australia’s northernmost coal terminal. The development of the approximately 200km of narrow-gauge line involved the laying of some 319,000 Rockhampton-made concrete sleepers and 26,417 tonnes of Australian-made steel rail.
The construction task required the installation of 25 bridge crossings (23 over waterways, two passing loops) and 460 culverts.
Bravus worked with local landowners and Traditional Owners on the railway route and were committed to minimising their environmental footprint, successfully rehabilitating operational areas postconstruction.
At its peak, the Carmichael mine and rail project involved some 3,000 workers, with these roles supporting more than 9,000 indirect jobs in surrounding communities and industries.
With major construction commencing amid the COVID-19 pandemic, the project was an important source of jobs and contracting opportunities for regional Queensland workers and businesses when they were needed most.
Ensuring the health and safety of many hundreds of workers amid a pandemic was a challenge for the business, like for so many other companies, but strict measures to manage the risk were implemented to keep workers safe and the project on track. Operations
and construction schedules were adapted to ensure work could continue, and initiatives like health screenings and outdoor exercise areas in workers’ camps were implemented to reduce the risk of COVID-19 transmission.
Ensuring regional Queensland’s newest rail line was built by regional Queenslanders was a key priority for the business. This included sourcing the workforce from Rockhampton, Townsville and the local area around the mine and engaging local contractors like Stresscrete and Austrak from Rockhampton. Major contractors on the project, including Queensland-owned BMD, also sourced workers and sub-contractors from the broader project footprint.
In total, the Carmichael mine and rail project paid well over $1 billion to regional Queensland contractors and businesses during construction. The work has continued to flow into local communities. Bowen company, Hillery Group, contracted in August 2021 to deliver a $20 million new rail yard as part of Bowen Rail Company’s long-term operating plan, a project that supported 100 jobs. In April, Rockhampton business, Rhomberg Rail, won a $15 million contract to deliver preventative maintenance to the CRN and BRC Provisioning Yard, ensuring ongoing local work.
While the new rail line was in development, preparations simultaneously continued full steam ahead to deliver the new rollingstock required to support the freight business. In September 2021, the first of the new state-of-the-art locomotive fleet arrived in north Queensland.
The 10 new Progress Rail EMD® GT46C-ACe Gen III locomotives were built in the Caterpillar Company’s business in the USA and are the most technologically advanced locomotives to operate in Australia.
They feature cutting-edge safety technology that improves braking and ease of operating, making a safer working environment for the rail crew.The locomotives are also more fuel efficient, using 10% less fuel than the typical diesel trains operating in Australia.
The completion of major construction and the arrival of the new rollingstock triggered a critical period for the company with a thorough testing and commissioning process required before
operations could commence.
The first shipment of coal was assembled at NQXT for export through the testing and commissioning process in December 2021 and the rail line achieved full operational accreditation in 2022, marking an important milestone for the business and the many thousands of workers who played a role in building it.
While there were many hours of physical work involved in constructing the new rail assets, there were, in parallel, many hours spent building the new rail business.
The launch of Bowen Rail Company in August 2020 marked the debut of the first new freight rail company to be established in Australia in more than a decade.The business is headquartered in Bowen, delivering on commitments to provide long-term economic benefits for the region while also tapping into the highly-skilled rail and resources expertise that resides across regional Queensland.
To date, BRC has achieved outstanding results in local recruitment, gender balance in operational roles, and the employment of First Nations People.
Given its unique position as a new entrant in the industry, BRC made a conscious decision to build a diverse train operator and operational workforce. One of the key goals was to balance the number of qualified train drivers and trainees. This ideal was to drive the development of the workforce, which is experiencing 4.9% employment growth to 2026, according to the Australian Industry Standards Rail Industry Outlook 2021.
BRC also sought to attract and retain young workers in the industry. This is a key challenge given the current employment rate for people younger than 30 years old is just 11%.
To date, Bowen Rail Company has achieved strong results in training. Of the 86 train drivers engaged, about 50 are qualified operators and, from August 2022 there are expected to be 36 trainees.
The focus on trainee development has also accelerated achievements in diversity and inclusion. In 2021, the first two rounds of BRC’s Trainee Driver Recruitment Program, conducted with Trojan Rail, achieved excellent results, with 50% female representation and 21 % First Nations People engagement.
The next round of the program is expected to further disrupt the industry gender imbalance with women to make up more than four out of five (83%) train driver trainees, while two out of five (42%) will be First Nations People. This will take the overall trainee engagement to three out of five women (61 %) and almost three out of 10 First Nations People (28%).
The Senior Leadership Team is another demonstration of BRC’s commitment to gender balance. Of the nine members of the senior leadership group, four are women. This highlights the progressive culture and hiring practices that are being championed. Those achievements have been recognised by industry, with BRC named a finalist in both the Diversity and Inclusion and Freight Rail and Heavy Haul categories at the 2022 Australasian Rail Industry Awards.
Through these and other opportunities, BRC is supporting the creation of what has become a new regional rail hub, proudly located in Bowen. BRC is proud to be providing jobs and opportunities to regional Queenslanders now and for generations to come.
Over the course of my career I have led a dozen corporate acquisitions, from operating mines, mines in care and maintenance, tenure portfolios, heavy engineering businesses and professional services businesses. They have ranged in size from less than $1 million to close to $1 billion in value, and in terms of employees, from 10 to 600 people.
The most recent acquisition I have been involved in is American Metals and Coal International (AMCI) who acquired Baralaba Coal Company in December 2021 from Liberty Mining and Metals. Baralaba Coal is a small PCI producer with one operating mine close to the town of Baralaba in Central Queensland. We produce around two million tonnes of coal per annum for export through Gladstone. The acquisition has been a great success for AMCI and it has been a privilege to lead the small Baralaba Coal team over the last year, focussing on building open and constructive relationships with our key service providers and the local community.
Every acquisition has its unique characteristics and challenges. When it comes to acquiring operating mines there are certain things I have observed, learned and got wrong along the way. These lessons are based on actual events, only the names have been withheld to protect the innocent; however, I’m sure those that know me will be able to speculate as to who or what I am referring to.
Hopefully I’ve been successful in putting these lessons to good use over the past 12 months at Baralaba.
Lesson 1 – Tell your story early and often
When you enter an operating business as a new owner, there will be no shortage of speculation from the employees, service providers, community and other stakeholders about your motivation, your plans for the business, your values and your approach. Some of this speculation will be accurate, some will be wildly inaccurate, and most will be somewhere in between. My advice is to take every opportunity to tell your story to as many people as possible, and as often as possible.
Tell people why you bought the business, what you intend to do with it and how it might impact them. Also, tell them what you don’t know, what decisions are yet to be determined and what your timeline is to make those decisions. If you are not telling the story, you can rest assured that others will do it for you, with varying degrees of accuracy.
Lesson 2 – Make change quickly and with respect
If you intend to make changes to the senior team, do it quickly and with respect. Faced with the prospect of new owners, most senior people expect their world to change. If you intend to keep
senior people, tell them and get them on board quickly. If you intend to make changes, make them quickly and respectfully.
If you don’t know, work it out before you take control and, if you’re still not sure, my advice would be to make changes rather than keep people that you’re not sure about. Whatever you do, it is important that you do it with respect for those impacted. The rest of the business will be looking at you and forming their own view of your values and how you treat people from these early interactions.
You always get surprises when you take control of an operating business. Sometimes these are pleasant surprises (and sometimes not so much). There will be things that you thought you knew from due diligence that you got wrong, parts of the business that you thought were going well that aren’t, people that are just waiting for an opportunity to step up and help and others that struggle with change and act as blockers.
The important thing to do as a new owner is to have your eyes wide open, trust your gut and face reality. If the team got something wrong in diligence, then evaluate it, manage it, accept it and move on. If you got lucky, acknowledge it. If people don’t want to come on a new journey with you then get them off the bus … again, with respect.
When you buy an operating business, particularly from a larger player, there will be thousands of things that people do just because that’s the way they have always done it. New owners bring new ideas, and it is important to not just focus on the things that you now want done; but also focus on shedding the things that don’t add value or are unnecessary in your business context.
It never ceases to amaze me how some people will continue to do what they have always done until (repeatedly) told otherwise, and even then, they may only change begrudgingly. Be patient, bring them along for the ride and hopefully, they will see the light.
You can’t understand a new business, set a strategic direction, make important decisions, win hearts and minds and get alignment all by yourself, no matter how talented you are.
If you want to lead a successful integration, you need to have a talented and trusted team of people around you that understand the objectives, have the authority to make decisions and can be trusted to give you completely open and honest feedback.
Executing the successful acquisition and business integration of an operating mining business will stretch your capacity and test your patience. At times you will face uncertainty, feel out of your depth and question your judgement. These feelings are very normal but, despite this, don’t forget to enjoy the ride. As you look back on your career, it will be projects like acquisitions and integrations that will stand out as highlights, and you will meet many great people along the way.
So, to sum up, be open and honest, be respectful, expect the unexpected, be patient, trust your inner circle and take time to enjoy the experience.
New owners bring new ideas, and it is important to not just focus on the things that you now want done; but also focus on shedding the things that don’t add value or are unnecessary in your business context.Photo: Turnbull Photography Industry and operational developments
The coal industry has faced a big period of change in the last few years. The environment we are operating in now is very different to where we were even five years ago.
We have collectively faced challenges as an industry – a global pandemic, heightened geopolitical risk, significant disruption to supply chains, extreme weather, labour shortages and, of course, the acceleration of the energy transition.
But what we have also shown as an industry, is that we are resilient. Despite operating in an environment that is volatile, uncertain and fastpaced, we continue to meet the global demand for highquality metallurgical coal.
All the while maintaining our commitments and investments to creating social value in communities where we operate, providing employment opportunities
and building a workforce that is fit for the future.
There is no doubt there will be challenges that lay ahead, particularly with the mounting uncertainty of future investment in the state against the backdrop of the Queensland Government mining royalties increase.
As an industry, we are stepping into this space actively as we proudly own our place in the transition to a cleaner future.
However, investment attraction and a predictable tax and regulatory environment will be critical to enable the green future for Queensland coal.
It is metallurgical coal, or hard coking coal, that will hero our commodities role in a decarbonised world.
At BMA, we are adapting to the changing world as we accelerate towards decarbonisation. Our product, metallurgical coal for steel making, plays an essential role in this cleaner future.
For at least the next decade, there is no economically viable and scalable substitute for metallurgical coal.
Here in Queensland, our met coal is sought after for its quality and reliability.
BMA’s steelmaking coals are, on average 58% fewer carbon emissions-intense on a delivered basis than the average global competition in the seaborne metallurgical coal market.
For our customers, our high-quality coal generally decreases the amount of fuel required during the steel manufacturing process and therefore reduces total emissions.
While the coal industry is often criticised, the reality is that we cannot pave the way for a cleaner future without met coal to build renewable infrastructure, to build transmission lines, to build wind turbines, to build electrical vehicles – the list goes on.
The world is growing, cities are expanding, and infrastructure is needed. Demand for our product is part of this growth.
We should be proud of our essential part in the decarbonisation story.
Our industry’s journey to decarbonisation goes beyond the resources we mine. It also extends to the way we operate.
We have plans in place, and we are taking action in our operations and in partnership with suppliers in our supply chain and customers to meet our climate commitments.
To support the net zero transition across the BHP global business, our longterm goal is to achieve net zero operational emissions by 2050; and to target net
zero GHG emissions from all shipping of BHP products and operational GHG emissions from our direct suppliers in the same period.
Using renewable power to reduce emissions and transitioning some fleets to electrification are just some ways we are working towards reducing operational emissions as we strive to reach net zero.
BMA has a world-leading portfolio of met coal assets and we are proud of our contribution to Queensland and the sector. We’ve invested tens of billions of dollars in growing our business in this state to meet global demand, including opening two new mines and building new berths at Hay Point in the past 10 years.
While there are great opportunities for Queensland and its regional economies through the next phase of Australia’s economic development, the outlook for business in Queensland is not as positive as it once was.
The industry needs certainty and stability to secure future investment and longevity of operations across the Bowen Basin. In the Queensland mining sector, coal royalties are now three times higher at the top end because of this year’s unexpected royalty increase by the State Government.
Our planned Queensland projects and investments have now fallen well down the batting order – to the point where they may not happen at all – and that capital will go to other states and countries.
Investment decisions about future developments and operators are made many years in advance. While the impact may not be felt for a few years, it will come as companies and investors look elsewhere to invest if the price is too high and not viable.
Not only is it extremely disappointing for our industry, but it’s also devastating for the communities that rely on us. This extends to the local businesses who need our custom, regional initiatives and projects that need our investment, and the local jobs and skills that we create across the Bowen Basin.
Communities are at the heart of what we do - without the support of our communities we don’t exist. As the biggest regional employer in Queensland, our own team members make up a big portion of those communities and have families that use local services and facilities.
The contribution of regional economies in building jobs, skills and opportunities for Queenslanders can be extremely powerful if they have the right infrastructure and service support.
In the last financial year, BMA spent more than $6.8 billion across Queensland to suppliers and invested over $13.72 million in social investment to support local partnerships projects in areas such as health, education, environment and indigenous engagement.
What I’m most proud of when we speak about these investments, is the real outcomes and benefits that are realised:
• the local newsagency who was able to remain open throughout COVID-19
• the families that will benefit from our action to increase childcare availability
• local businesses that are able to grow, hire locally and maintain healthy cash flow with 7-day payment terms.
These are the areas where we have a proven track record of adding value in Central Queensland. It is these areas that are most at risk if industry does not see stability in doing business in Queensland.
Our purpose is to bring people and resources together to build a better world and we hope to continue to be able to do this as part of Team Queensland. Operating in this environment requires us to be more competitive and resilient than ever, but it also presents an exciting opportunity to be at the forefront of a new pathway. Let’s keep mining strong!
While the coal industry is often criticised, the reality is that we cannot pave the way for a cleaner future without met coal to build renewable infrastructure, to build transmission lines, to build wind turbines, to build electrical vehicles – the list goes on.Photo: Thiess Energy and decarbonisation
Paul Flynn, Managing Director and CEO, Whitehaven Coal
Despite ongoing supply chain issues and labour constraints plus weather events and COVID-19, Australia’s mining sector has still managed to deliver historic results over the last financial year. A new export revenue record of A$413 billion – up 37% from the previous period – confirmed the critical role we play in supporting the Australian economy. 1
Global factors such as the ongoing sanctions against Russian coal and gas and the ensuing global energy supply shortfall have contributed to customers reassessing their priorities and renewing their focus on energy security – triggering something of a ‘coal renaissance’.
We are currently seeing the benefits of this through high commodity prices, but we know this will not last, as global markets normalise and countries move towards net zero by 2050. Coal demand will inevitably taper but our industry is uniquely positioned to continue supporting energy security and decarbonisation.
While the volatile global landscape is often top of mind, we’ve also seen change at a local level. A change in Federal Government has
brought changes in domestic energy policy settings. These include a renewed focus on the energy transition and Australia’s opportunity to contribute to global efforts by developing and exporting our abundant reserves of rare earths, aluminium, lithium, copper, cobalt and nickel.
Importantly, the Federal Government has also acknowledged the ongoing importance of coal to Australia’s economy, not only in terms of taxes, royalties and export revenues, but also for the significant impact it has on regional jobs and communities.
The global pivot towards supply stability is especially visible in Asia, which is home to the youngest fleet of coal-fired power stations in the world, and where we see the greatest opportunities.
By 2030, Asia will produce more than half of the world’s economic output; consume 40% of its energy; and be home to a middle class of almost 3.5 billion people.2 Together, China, India, Japan, Korea, Taiwan and South East Asia account for 75% of global coal demand.3
Both thermal and metallurgical coal will remain essential to support the growth and development of the many emerging economies across the Asian continent.
1 Minerals Council of Australia, 2022, Media Release – Resources lead Australia’s exports medal tally
2 Department of Foreign Affairs and Trade, 2017, Foreign Policy White Paper
3 International Energy Agency, 2020, Coal 2020 – Analysis and forecast to 2025
This means, despite some global and domestic upheaval, that our outlook has not changed. The future is still bright. The coal industry can keep doing what it has been doing for years – operating responsibly, investing in regional areas, and generating jobs and other social benefits. This is a role we are particularly proud of at Whitehaven.
In the face of ongoing economic disruption, Whitehaven delivered significant direct financial benefits to regional communities over FY22, with $510 million in wages and supplier payments into north west NSW alone.
Ensuring the benefits of our operations are felt locally is fundamental to what we do, whether that be through local procurement or our investments in community initiatives. Over FY22, Whitehaven engaged 315 local suppliers and invested $1.53 million into community initiatives and donations, such as the Nurruby Boggabri Early Learning Facility and the Clontarf Foundation.
The work we do to empower communities comes in many forms and extends beyond investment. Our updated hiring practices reflect our commitment to diversity in the workforce - 11.8% of our employees identify as Aboriginal and/or Torres Strait Islander, and 15.3% are female. We acknowledge there is more work to be done when it comes to gender diversity, and this year we have set a target to reach 20% of employees and 20% of company leadership being women by FY26.
Looking ahead, we continue to look for strategic opportunities, including further development to meet ongoing Asian demand. We are one of the few coal
producers with growth options, and our Vickery development in NSW offers an opportunity to bring on new supply to meet ongoing Asian demand.
Our Winchester South development in the Bowen Basin is leading our push into metallurgical coal and could be our first operation beyond the Gunnedah Basin. We are looking forward to bringing our proven, locally focused approach to the region to enable communities across the Bowen Basin to benefit from our future operations.
Ultimately, this approach underpins everything we do. While it is tempting to fixate on what’s happening globally, our purpose as an industry here in Australia remains to support local communities and sustain the regional areas in which we operate.
The continuation of global volatility and the potential for a local economic downturn will assuredly bring further challenges for Australia and our sector – but also plenty of opportunities.
Through it all, Australian coal remains well-positioned for a bright future.
It’s been an eventful 12 months for the global economy and the mining sector. Global events have reinforced coal’s long-term role in supporting both energy security and decarbonisation –highlighting just how difficult it is for the market to replace coal.
By 2050 all of Australia’s power generation assets will have passed their technical design lives, except for the hydropower plants and Australia’s youngest and most efficient coal-fired power plant, Kogan Creek, west of Brisbane, which was commissioned in 2007. And the Queensland government has announced the intention to retire that plant before its 50th birthday. This situation is a reminder of two large and uncomfortable facts. Firstly, regardless of views on climate change, Australia must rebuild our national generation fleet during the next 30 years. And secondly, wind and solar energy are not ‘forever’ energy, just as they are not ‘free’ energy. There is a view that wind turbines and solar panels will simply be replaced on the same sites every 15, 20 or 25 years. There is universal agreement, by both enthusiasts and critics of renewable energy, that installed capacity many times greater than that of existing thermal power plants, requiring far greater physical land footprints, and multiples of the existing high voltage transmission capacity will be required for a high-share renewable energy system.
There is a popular view that Australia can achieve an emissions-free power sector by relying only on renewable energy. This is seriously doubted by many engineers, including the present author.
That is the subject for another article, but it provides important context for the study conducted at UQ in 2020-21 and set out in a report published by the university in December 2021.
See the full report under ‘Nuclear Energy’ by scanning the QR code:
As a university publication, the resulting report is factual and not an advocacy document. It was peer-reviewed by over two dozen people in Australia, Europe and the United States, with expertise in nuclear power, electricity systems, international energy governance, energy contracts and nuclear law, commodities and resources, banking and finance, and government and the public service. Any remaining errors remain the responsibility of the lead author: I would be grateful if readers inform me of any problems they identify.
In late 2019 I was approached by our research benefactor with the question:
What would be required for nuclear energy plants to be operating in Australia from the 2030s?
Following the disruption of the pandemic in 2020, I assembled a team of researchers, mentors, expert contributors and reviewers over the summer of 2020 to focus our minds on this beautifully simple, open, brilliant question. The study aimed to provide a straightforward, factual answer strongly focused on a practical, concrete, timefocused response.
The study report explains how one or more nuclear plants could be deployed, applying the project development cycle model used by all well-managed engineering projects. This article represents excerpts from the full report, summarising key factors that would affect the success or failure of using nuclear power as part of Australia’s emerging low-emissions energy sector.
The rationale for nuclear energy in Australia’s energy supply mix is based on:
• Challenges and opportunities from Australia’s looming coal fleet retirements
• Inability of other emissions-free technologies to offer the full set of grid services that nuclear energy can provide.
The report focuses on the possibility of replacing retired and retiring coal-fired power stations by the inclusion of plants from the new class of Small Modular Reactors. SMRs are emerging as a viable, safe, low-cost option. In Australia SMRs can diversify the fuel mix, helping balance the electricity grid, and meet Australia’s future energy requirements as the system decarbonises.
Looking forward to 2060 and beyond the research team considered what type of nuclear power generation could be viable and meet the expected demand for affordable, reliable energy. Models of governance, financing, community support and ongoing project management were considered for Australia to merge nuclear generation into the National Electricity Market from the 2030s.
The research team ruled out large reactors, which have historically meant lengthy, individualised construction of government-owned projects with very large capital outlays. Large plants have been successful in large countries, especially in Asia and the Middle East. However, in many Western countries, large reactor plants have generally eroded public confidence in the economics of nuclear power as an emissions-free energy source. Larger reactors would be difficult to integrate with the Australian grid, and are not required for projected energy demand.
It is notable that civil nuclear power in more than 30 countries has accumulated 18,000 reactor years of experience and has a safety record that compares favourably with other safety-critical industries. The data shows nuclear energy is the safest form of electricity per MWh generated.
The report takes the approach of specifically modelling the NuScale Power Module (NPM). Following over 20 years of progress from the initial concept, the NPM is one of the very few safety-certified designs approved by the US Nuclear Regulatory Commission. It’s currently the furthest advanced of a handful of SMR designs being prepared for their first build in the USA. In Australia, SMRs could serve as an ideal addition to Australia’s energy mix, gradually replacing the existing 23GW of coal-fired capacity as it is retired between 2030 and 2050.
Australia will be able to choose a design from a number of SMR vendors. This will be a crucial decision, as building a fleet of identical plants is an important key to cost reduction from learning.
SMRs apply modular principles with highly standardised designs, economies of replication and passive safety techniques to well-understood proven technology for pressurised-water reactors. With modular design, an SMR site could produce power from 50MW to 1GW or more.
For a sense of scale, more than 100 NuScale modular reactors could fit within the containment building of a single conventional (large) gigawatt reactor. A NuScale reactor core would contain only 8% as much fuel as the bigger reactor’s core. Contrary to a widely-circulated paper from Stanford university published after the UQ report, US DOE studies confirm that SMRs will not produce significantly larger quantities of used fuel (sometimes called ‘waste’) than large units.
Aside from the technological aspects, bringing SMR projects to fruition in Australia will depend heavily on wider interconnected factors, including:
• Nuclear energy legislation reform (removing the bans) and governance regulation
• Project engineering and management
• Capabilities of people and institutions
• Siting of nuclear facilities
• Society – social licence and public confidence
• Economic factors and financing considerations.
Strong governance capabilities exist in Australia already. We have mature institutions that provide for our international obligations under treaties and conventions. There’s also adequate supervision of non-proliferation and security safeguards, including safety, health and environmental protection, along with radioactive waste management.
Currently, the Environment Protection and Biodiversity Conservation Act 1999 and the Australian Radiation Protection and Nuclear Safety Act 19998 for Commonwealth entities prohibit the deployment of commercial nuclear power plants and associated fuel facilities in Australia. Most Australian states also have prohibition legislation in force. Western Australia is the only state that does not prohibit nuclear power.
Legislation will need to be repealed and reviewed, with appropriate regulations and licensing processes introduced to govern the nuclear power plant lifecycle. Ideally, the reforms to legislation need to reach a stage so that the regulator is resourced and ready to scrutinise, and, if appropriate, licence the first plant. And given the number of agencies likely to be involved, coordination by an implementing body will be a crucial factor.
Many engineering fields in Australia –from defence to aerospace to advanced nuclear research and materials sciences are already more technically advanced than is required to deploy commercial nuclear energy plants.
With Australia’s superb track record of operating internationally sourced safety-critical technologies, deployment of nuclear power plants would follow well-established and proven engineering project management processes.
To ‘de-risk’ a nuclear power project across its century-long lifecycle, the report suggests using the stage gate concept to decrease the ‘unknowns and large uncertainties.’ This takes the form of robust studies to produce scoping, prefeasibility, feasibility and EIS approvals, financing, delivery, operation and closure options which are prepared well ahead of the time they are needed. In this way, ‘Real Options’ are created before final investment decisions are required.
The research shows that the nation can build on existing capabilities to commit to, contract, construct, regulate and safely operate nuclear power plants based on SMRs. For example, some SMR staffing requirements are similar to coal-fired power stations, so there is good scope for retraining operational staff once a plant is commissioned.
There are several strong nuclear-focused tertiary programs already running, although more are needed. Graduates also require years of experience in their fields of speciality.
Australia does have one exemplar nuclear project to follow as a case study. Our one operational nuclear research reactor, the OPAL reactor in Sydney, is a showcase example of Australian engineers’ ability to procure, construct, commission and successfully operate safely and reliably over the long term.
Building the full capacity required to qualify and prepare people to plan, finance and build those plants ready to operate from as early as the 2030s requires forethought, direction and planning. Education and training institutions at all levels need to step up now to engage with this process. Alongside skills transfer from other industries, we would likely need to supplement capacity by engaging experienced professionals from overseas. Again, the overarching message is that capacity-building needs to be ramped up sooner rather than later, to provide the right mix of expertise when it’s needed.
The acquisition of nuclear submarine propulsion technology under the AUKUS agreement was announced as the UQ study report was being prepared for the press. Naval propulsion and land-based power generation are complementary for sovereign capability. The original civilian nuclear energy programme in the United States was developed from the submarine propulsion programme: Admiral Rickover was in charge of the first submarine Nautilus and the first commercial reactor at Shippingport in Pennsylvania.
Securing public trust is central to the question of this study. With a decade or more before nuclear energy may be deployed in Australia, an orderly process to make informed adoption of nuclear energy possible should be commenced now. The country is starting at a baseline of growing public interest and recent parliamentary enquiries, with a watching brief on international developments of nuclear energy alternatives.
The next step is engaging in national dialogues openly to build trust through thoughtful, evidence-based discussion, mature debate and taking time to agree on principles. This will not be a oneoff process but will require ongoing engagement for broad and enduring community support. The conversation has already started, with politicians, academic experts and lobby groups calling for early consideration of the actions that need to be implemented now, to build the foundation for a successful rollout of nuclear energy in the next decade.
When in draft form, the UQ report was presented in Canberra to the crossparty group Parliamentary Friends of Nuclear Industries in June 2021 in the 46th Parliament, and copies of the draft and final reports were provided to a large number of senior politicians of both major parties at state and federal levels. The cross-party group has been reconvened in the 47th Parliament. The co-convenor, Dr David Gillespie, arranged a forum at Parliament House in November 2022, at which a group of engineers, energy and nuclear industry professionals presented on the role of nuclear power in reaching Australia's net-zero emissions by 2050 target.
Some principles for public discussion could include:
• Australians have a stake in the national energy mix, its environmental and social impacts
• Governments have enduring responsibilities in the energy sector, regardless of the extent of private investment and competition.
• Civil discussion can and should be recognised as healthy, non-hazardous and essential for national progress.
• Nuclear energy can and should be treated as a normal industrial activity.
The process must facilitate mutual listening to diverse views and perspectives; seek to understand; identify critical issues clearly and systematically, and connect them with Australia’s available choices.
Power generation siting involves consideration of a wide range of criteria, requiring concerns to be appropriately balanced. In Australia particularly, the generation-transmission system is a product of decades of complex physical growth and, more recently, competitive market forces. As the report comments, ‘power plant siting today sits somewhat uneasily between central planning models and outcomes of laissez-faire free markets.’
The research team suggests using a ground-up approach (declareacknowledge-vision-evaluate) to gain community buy-in rather than a topdown screening and filtering process (decide-announce-defend) to identify possible sites.
A significant benefit of the SMR plant model is that it faces fewer technical and regulatory constraints than large nuclear plants. With their smaller footprint and higher inherent safety, SMRs require a fraction of the land emergency planning zone – one square kilometre compared to 813 square kilometres for a large reactor.
Considering the life cycle times of our existing power generation equipment, from generation through to networks, it appears evident that the nation is at the cusp of a once-in-a-generation opportunity – build everything afresh over the next 30 years, or re-use what we have by adapting and evolving.
One potential, for example, is to reuse retired coal plant sites for new SMR plants with transmission connections and other infrastructure close to communities with skilled workforces.
Economic considerations were debated in no less than three recent parliamentary inquiries on nuclear energy. At the end of the day, the one firm assertion was this, ‘no one can produce a bankable price forecast of the electricity market’. In broadbrush terms, for Australia, the gamut of economic factors alone needs to be worked through using the gated decision models of study as suggested earlier.
For nuclear power generation, a longterm view (40 – 80 years or longer) is required because nuclear asset life, while shorter than for hydropower, is far longer than wind or solar power.
There is also far more to costs and prices than simple estimates of the levelised cost of energy (LCoE) suggest.
Electricity economics must be viewed from a system perspective, which the LCoE metric cannot do. SMR plants could play other roles: hydrogen production, desalination, and industrial heat may complement electricity generation, for example.
Well-informed expectations and understanding of costs, disciplined project management and selection of the optimum scale of units and plants are all important. Without options for nuclear energy, we could easily be in a scenario in which it is impossible simultaneously to meet service reliability standards and emissions targets at reasonable, or any prices.
The recommendation is that Australia should focus on creating projectbased real options for deploying SMR technology. Understanding the option value is the first step to deciding how far to progress an option, and what the country is prepared to pay to exercise the option.
Financing a national infrastructure project is the hinge on which the project advances or fails. Before financing, it’s all paper. After the finance investment decision is made, it all becomes reality, and financing continues to play a major role right through to project closure. The multiple variables and unknowns only allow researchers to go as far as identifying keys to successful financing, such as:
• The future revenue stream must be sufficiently certain: sales arrangements are critical.
• Financing must allow for a competitive weighted average cost of capital - based on the interest on debt, coupons on special bonds issued, and the total return, including dividends expected by shareholders.
This means both government and private sector financing is crucial. Economically, a project comprising a pilot plant followed by securing a programme of plant establishment would be better suited to efficient financing compared to financing a one-off plant.
Experts on all sides of the nuclear debate agree that government participation in finance, insurance and liability cover is fundamental (and recognised in international law), and direct government investment is also indispensable. Investment in nuclear technology in the Australian energy sector would also need financing from large consortia of national and international banks, and private sector investment throughout the project life cycle.
It follows that investor confidence in government policy, plans and intents is also indispensable. Continually changing market rules (as is evident in current National Electricity and Gas Rules and the current issues in state and national electricity infrastructure) tend to undermine confidence in building new assets with long lifespans, like SMRs. What’s next?
Building on the Australian Government’s watching brief on SMR technology in 2020 and the technology cooperation partnership with the UK, a natural next step is for the government to sponsor a scoping study to evaluate the range of choices for Australia to prepare to be in a position to adopt nuclear energy. Scoping studies would encompass all the factors mentioned here, plus many more outside the scope of this particular report.
As Peter Varghese AO, Chancellor of UQ puts it, “There is no single correct answer to this question. Opinions will vary and differ. But if we are to have any chance of arriving at workable answers, we must be prepared critically to examine the various options.”
Securing public trust is central to the question of this study. With a decade or more before nuclear energy may be deployed in Australia, an orderly process to make informed adoption of nuclear energy possible should be commenced now.
Dr Matthew Anderson, Research Director, Commodity Insights
From the beginning of 2022, the Russia-Ukraine conflict triggered a surge in energy and commodity prices – some of which were already at all-time highs, prompting many major economies to downgrade their growth outlook in a postCOVID-19 world. Year-to-date demand for LNG has been extremely strong at 338Mt in the first 10 months of 2022 (an increase of 10% on the same period of 2021) as Europe has soaked up any latent supply to offset potential shortages from sanctions on Russian pipeline gas.
At the same time, Asia has reduced its total share of imports by 4% year-on-year as China pivoted away from LNG in favour of cheaper Russian pipeline gas, with the volume switching to Europe. Thermal coal also provided strong competition to LNG in gas, taking some market share as it remained cheaper for power generation in most countries.
This is relevant for Queensland’s 78 Mt LNG export industry because Asia has been the largest regional importer of Australian LNG. Demand for liquified natural gas has increased dramatically since the Fukushima nuclear disaster in March 2011, with Japan, South Korea and Taiwan all pivoting to gas-fired power generation to bolster their nuclear-powered generation capacity.
While Japan has been the single largest importer for well over a decade, China briefly overtook Japan as the leading importer in 2021, with imports reaching 79Mt. However, Chinese demand is expected to be 24% lower at 59Mt in 2022 because of diversification strategies put in place by the Chinese leadership over the last decade to mitigate spikes in import prices through alternative pipeline gas supply (e.g. from Russia).
Queensland has an established and reliable LNG export industry with coal seam gas (CSG) fields in the Surat and Bowen basins feeding to export infrastructure on Gladstone’s Curtis Island. The three export terminals are the 9 metric tonnes per annum (MTPA), OriginConocoPhillips-Sinopec Australia Pacific LNG, the 7.8MTPA Santos-led Gladstone LNG, and Shell’s 8.5MTPA Queensland Curtis LNG. Each terminal is predominantly owned or operated as an integrated joint venture, with dedicated pipelines from upstream CSG extraction and processing operations.
Since 2015, when the first of these export terminals were commissioned, Queensland’s LNG exports have grown from 5.9Mt in 2015 to 23Mt in 2021, at a compound annual growth rate of 25.5%. Based on year-to-date figures, it is expected that 2022 trade volumes will be similar to 2021 levels, but most likely would have been higher if there had not been domestic gas shortages that prompted the Federal Government to implement export limits in early 2022.
According to Geoscience Australia, Queensland’s Bowen and Surat basins have identified CSG reserves totalling 31,588 petajoules (PJ) and a further 21,289 PJ in CSG resources. Based on current LNG export trends, these reserves and resources are sufficient to sustain both a domestic gas and export market for approximately 40 years. However, LNG markets are relatively embryonic, volatile and heavily disrupted at present. Market players are challenged to find opportunities and mitigate risk amid a supply crunch likely to be exacerbated by the upcoming northern winter, soaring energy prices and the globalisation of gas markets. It has never been more crucial to be equipped with trusted data to navigate complexity and seize opportunities in the LNG market. Commodity Insights has developed a comprehensive market-tracking analysis portal that covers all aspects of the global supply chain. Current and emerging producers are able to navigate complex LNG markets confidently with the right data and insights, including global trade flows, price outlooks as well as a range of models and charts to support operational and developmental requirements.
Photo: Geoff Hunter
Melanie Saul, ESG Manager, Pembroke Resources
Emissions in mining have been the core focus of ESG for the last ten years. We’ve been reporting, tracking reductions, and comparing scope 1, 2 and 3 emissions for longer than most other industries. For many, managing emissions has been the simplest and most effective way to commence ESG initiatives. But now, the focus beyond emissions is broadening, and biodiversity is the overarching trend.
But what does that mean for mining companies operating in the 21st century? To understand, we first need to make sense of what biodiversity encompasses. Biodiversity is the variety of all living things – plants, animals, microorganisms and the genetic information they contain and the complex ecosystems they form.
Biodiversity is usually explored on three levels: genetic, species and ecosystem biodiversity. Alarmingly, mass extinction is currently occurring around the world. In Australia alone, there has been a significant decline in federally listed threatened species thereby detrimentally impacting all three levels of biodiversity.
The recent global convention on climate change (COP27) included a Biodiversity Day, themed to recognise that climate change and biodiversity crises are intrinsically linked. The permanent damage caused by biodiversity loss has a knock-on effect that destabilises social issues and environmental damage.1
On a global scale, biodiversity loss significantly impacts economies, with the World Economic Forum noting that half of the world’s GDP, representing $44 trillion, is dependent on nature.2 Lack of controls in managing human impact on biodiversity will reduce a range of goods and services. The world is already experiencing the effects of biodiversity loss which can lead to scarcity and long-term higher prices. Furthermore, the World Economic Forum predicts biodiversity will have the second most significant impact on businesses over the next decade, following climate change.
On a national level, a decline in biodiversity presents financial risks. According to the Australian Council of Superannuation Investors, Australia’s natural capital value is A$6.4 trillion, making Australia one of the most biodiversity-related risk-exposed countries.
Despite this, it can be said that the current reporting on biodiversity loss risk by companies within higherrisk sectors is low and what is reported needs to be a standardised measurement.
Traditionally, the mining industry in Australia has been one of the driving forces behind ESG adoption. The efforts to raise the transparency of operations right through the supply chain have been beneficial for businesses and the environment. Many mining companies voluntarily take action to add biodiversity transparency across their business. Leaders are already setting examples for others, such as protecting and nurturing at-risk species. As biodiversity gains momentum, standardised reporting on company progress within the mining industry is not a matter of if but how soon.
The release of the Task Force on Nature-related Financial Disclosure (TNFD) this year is the first step towards standardised measuring and reporting on biodiversity. Over time, this will give an everincreasing platform for the investment community to require corporations to account for their biodiversity risk.
New technology in the biodiversity space, such as visual information mapping (GIS), radars, and bespoke AI solutions, are already available, making reporting on biodiversity initiatives easier than ever before. In the next two years, we’ll likely see biodiversity footprint reporting receive the same level of attention as emissions and climate change. Working for a new mine under development in the Bowen Basin, biodiversity has been a priority included in the mine planning, with several biodiversity initiatives implemented well before mining activity commenced. More players in our industry are embracing the benefits of increasing their environmental activities to exceed statutory authority requirements.
Just as emissions controls have led to the lowering of pollutants, biodiversity standardised reporting and transparency will have flow-on effects with benefits we’ll be able to see along the value chain – cleaner air and water systems, maintenance and growth of ecosystems, diversity in genes, species and ecosystems, improved health and ultimately a healthier planet.
1 https://cop27.eg/#/presidency/eventsThematicDetails/ biodiversity-day
2 World Economic Forum: https://www.weforum.org/ press/2020/01/half-of-world-s-gdp-moderately-or-highlydependent-on-nature-says-new-report/
More players in our industry are embracing the benefits of increasing their environmental activities to exceed statutory authority requirements.The 'big picture' of ESG
How do we move from our polarised position? We educate ourselves and our host communities. We must become ‘carbon literate’ so we are at least speaking the same language.
Literacy noun: the ability to read and write.
If you don’t have the language or the literacy, you cannot participate in the conversation that is raging on around our mining communities. ‘Net zero’, ‘carbon neutral’, ‘renewables’ and the ‘just transition’. What does this all mean for you and your host communities – of which many of you are an integral part? Even if you disagree with climate change as a concept, it’s difficult to participate in a respectful discussion if you don’t fully understand the definitions.
‘Climate’ and ‘carbon’ have become hot topics metaphorically and physically here in Queensland and the across the world. With the formalisation of net zero plans at both the State and Federal levels of government, and with all Tier One mining organisations establishing their decarbonisation plans, ignoring these plans is becoming riskier by the day for our organisations. It’s also increasing uncertainty and stress within our mining host communities about what this means for them today and into the future.
The challenge of our changing language
Language has a way of being used to gather people together. Equally, language can be used to exclude those that can’t speak the language and
aren’t within the group. The language of decarbonisation is no different. The policies, scientific and political winds that are driving the change we now see here in Queensland use different nomenclatures compared with our existing environmental and corporate regulations. New policy announcements regarding emissions and net zero are being made on an almost weekly basis here in Australia. Global discussion on the energy crisis and the tension with net zero in the media is a daily eventand sometimes, multiple times daily.
Driven by these policies, the language is simply different to the traditional environmental ‘permit and compliance language’ we’re comfortable with.
There seems to be the requirement to add ambitious and forwardpointing statements, things that are in direct tension with how our organisations traditionally make market announcements.
There is a drive for apparent greater transparency - something which, within the industry, we know draws uncomfortable attention and, at times, derogatory commentary from parts of our society external to our industry.
It’s safe to say that it is challenging for today’s decision-makers to really understand the commitments and disclosures they are making in accordance with these policies.
Moreover, to meet the challenges of these ambitious and increasingly mandatory statements, it is going to require every part of our workforce to understand the language to enable effective changes to occur within our operations and the broader community.
Our host communities are incredibly vulnerable to these changing dynamics, particularly with conversations about closing certain parts of our industry and increasing in others. These shifts create very real concerns for livelihoods and futures, and the knock-on effects are two-fold.
Firstly, people start to consider whether they have a future in that region and industry and whether they want their children to follow in their footsteps. This creates a secondary potential for instability, which could further exacerbate the current skills shortage within our industry. And yet these communities are largely excluded from the debate about their future, perhaps due in part to limited exposure to the concepts of carbon, climate change and the various policies that surround these concepts.
Instead, our communities and our industry have been locked into a polarised debate where there are no winners.
As outlined, we now operate in this environment where carbon has a price, and policy requires that we consider our emissions. Staying in this position of intractable conflict with broader society does not and will not allow our industry and host communities to participate effectively in influencing their futures in a way that properly reflects their needs and concerns.
How do we move from our polarised position? We educate ourselves and our host communities. We must become ‘carbon literate’ so we are, at least, speaking the same language. It’s imperative to understand the broad themes, the language and the impacts on our host communities and industry so that we can understand the ‘what’ and ‘why’ of climate science.
Anyone older than 25 did not learn key environmental concepts in school, and even if you did, these concepts are taught using different language now. It’s also beneficial to understand it from your own perspective, to enable you to engage meaningfully now with the education system to include support for mining into the core curriculum.
Considering all perspectives, it’s easy for us to be caught in our groupthink. We must challenge ourselves to take a global view of these local issues. It’s easy for us to think solely about how we live in our part of the world, but when one takes a broader view, one starts to see the macro trends that influence our highly globalised world.
Start by understanding the differences between the terms net zero, carbon neutral and decarbonisation planning. All three terms mean the same thing - a low carbon operating environment - but use different philosophies and policy guidance to reach that point.
The three key concepts for carbon literacy in the context of mining are:
Net zero is an ambitious approach that sets stretch targets to get as close to zero as possible, with offsetting as a last resort.
Carbon neutral as a concept differs from net zero in that this approach doesn’t fundamentally require aiming for ambitious emissions reduction targets. Carbon offsets can form part of the plan at any stage. An operation or organisation is considered carbon neutral when they offset or remove as much of the emissions as they produce.
Decarbonisation planning is the actions of setting out an ambitious plan for achieving either of the low-carbon objectives. It starts with setting an emissions baseline year. This means understanding all of the sources of carbon emissions within your business activities. Setting the strategy, making disclosures, and having these discussions require that everyone within your organisation and community understands these fundamental concepts.
The critical concept here is understanding that there are key greenhouse gases that we focus upon, and we use the term ‘carbon’ to refer collectively to these gases, also recognising that ‘combustion’ is the largest contributor to carbon emissions globally. We categorise our emissions as being:
• scope 1 - directly within our operational activity
• scope 2 - electricity, heat or steam used for our operations
• scope 3 - upstream or downstream supply chains and uses
If you consider the downstream concept, you will quickly come to the realisation that mining is in everyone’s scope 3 and this is why our industry is a significant point of focus in our conversations.
By recognising the changing physical risks to our operations and communities, such as flooding and heatwaves, how can we leverage existing processes and available information about anticipated climatic patterns?
We have the ability to design resilient landforms and communities that can not only survive but thrive going into the future. By broadening our horizons and understanding what organisations all over the world are doing, we can identify the tools and opportunities within this new political and physically aware operating environment. By developing an awareness of technology, changing market patterns and the concept of the circular economy, we open the dialogue about what the future might hold for our communities.
Newly equipped with a clearer understanding of carbon and the concepts or tools to address these matters within our organisations and host communities allows us all to actively participate in this conversation. This way, we can participate proactively to shape a future for our industry that is both low carbon and identifies an acceptable pathway forward. Doing exactly this is at the heart of the term ‘just transition’. Simply put, ‘no one shall be left behind’.
It comes as absolutely no surprise to anyone in the mining industry that ESG (environmental, social and governance issues) has only continued to multiply its reach and impact in 2022. Ernst and Young’s annual report on the Top 10 business risks and opportunities for mining and metals in 2023 identified ESG as the number one risk – for the second year in a row.
The closely-related concept of social license held the top spot for the two years prior, so the social and environmental impacts of mining on the environment and the fabric of society are more topical now than ever.
I’m aware that some small businesses look at the common manifestations of ESG (think sustainability reporting, net zero targets or biodiversity and environmental management programs) and put it in the ‘too-hard’ basket, as something that’s unimportant to them at their level of business.
And if you are well and truly tired of hearing about ESG but not understanding how it relates to your business’s profitability – I’m talking non-ASX listed, in the 50-500 employee, under $50 million turnover space, servicing the mining industry but more than likely diversified into other industries also – then
this article is for you.
It’s hard to miss ESG innovations in the mining industry, where coal producers commit millions of dollars to community causes, sports teams or environmental research causes. For a small business, this may be out of reach – but you need to focus on what’s possible for your circumstances. Nobody’s expecting you to save an endangered species or take on an NRL team’s main sponsorship, but you can proactively make your mark in the ESG space in a number of valuable ways.
Even from a compliance point of view, your business may not need to produce a sustainability report or an environmental management plan, but this article points out two key things you need to know about ESG, and two key actions you can take in 2023 that will have real, positive impact on your business and your clients.
Two key things you need to know about ESG
1. Every business has an impact, and quantifying that impact is important.
Corporate research firm Gartner defines ESG as “a collection of corporate performance evaluation criteria that assess the robustness of a company’s governance mechanisms and its ability to effectively manage its environmental and social impacts”1
1 https://www.gartner.com/en/finance/glossary/environmental-social-and-governance-esg-
Working from the bottom of that definition upwards, first let’s examine impacts. Consider:
• The energy sources that your business uses to keep the lights on
• Your scope 1, 2 and 3 emissions (see Ngaire Tranter’s article on page 54 for a fantastic explanation of these)
• How your business uses land and water resources – whether it’s for an office, a workshop or both
• The travel your employees undertake to get to and from site or workshop
• The noise levels your business produces
• Your safety performance statistics (something we’re all familiar with in the mining industry)
• The number of people you employ that live locally
• Your employee diversity – women and First Nations participation in your business
• Traineeships and apprenticeships that your business supports
• Your links to the local community –sponsoring and participating in education, charities, sports or the arts
• Business partnerships, such as industry networking or the local Chamber of Commerce
• The economic contribution your business makes – and how this fits into the picture of mining’s economic contribution (see the annual QRC data for a big-picture view of this metric)
There are more examples, of course – this is by no means an exhaustive list. But the ability to measure these metrics is the starting point to being able to manage them. You may already measure these elements in isolation –for example, your workforce’s gender balance may be part of your WGEA reporting, or your safety statistics may be regularly updated for use in tenders and pitches. Unifying them into an ESG dashboard shows a level of awareness that would set you apart from your peers – a competitive advantage.
Moving further into the definition of ESG, it’s also important not to forget the ‘G’, being governance. Standards for governance are set at two levels: the laws and regulations that define how we do business in Australia, and voluntary ‘good practice’ governance.
The governance structure that your business uses will affect how you scale, grow and expand – whether or not you report to a Board, external investors or even a larger corporate head office or overseas owner.
Being a small business doesn’t mean you can totally discount governance as a ‘big business’ problem – voluntary ‘good practice’ governance that has environmental and social impacts in mind can actually make your business more attractive to potential investors and even employees. In a tight talent market, this could make all the difference!
Finally, the definition of ESG is about the ‘collection’ of these impact metrics. This isn’t just a one-off consideration for a blog post or fluffy end-of-year report – rather, it’s something that you regularly gather, consider and evaluate.
2. Your ESG efforts can be an asset to your biggest clients.
ESG culture is set at the top of an organisation. The biggest mining organisations all have strong links between their company’s purpose statements and their ESG efforts. Phrases like ‘building a better world’, ‘re-imagining mining’, and ‘responsibly sourcing’ all have strong ESG connotations. These companies can’t achieve their purpose without considering their environmental and social impacts.
What does this mean for you as a small business and a supplier to these companies? You’re unlikely to reduce a global mining company’s carbon footprint overnight – but you could supply a technology that helps them measure their carbon outputs, process minerals more effectively, use an alternative fuel source or even boost their diversity efforts. If none of those apply to your business’s area of your expertise, think of this: just by being in business with a big mining organisation, you are providing valuable links to the community that’s local to their operations.
Talking about your value in ESG terms to your clients and how you can help them achieve their goals and purpose is a basic public relations approach – building a mutually beneficial relationship.
This approach comes with a caveat: don’t be seduced by the fact that ‘everyone else is doing it’. Your ESG efforts should have specific relevance and value to your company – not just a generic approach to ‘keep up with the Joneses’.
key actions to take in 2023
1. Educate yourself on what ESG means to your business
Modern-day ESG has its foundations in sustainability and the responsible investing movement. But it’s a concept that’s evolved significantly since most small business leaders graduated from their business degree or started their apprenticeship.
That’s why updating your knowledge of the concept of ESG is so important, so you can engage in a way that’s meaningful for you and apply it to your business sensibly.
However, when you’re evaluating whether to take the time to engage with a course or upskilling effort, examine who’s backing it and teaching it – and ensure that they have a level of resources sector experience. At a minimum, they should be able to clearly explain what major industry players are doing in the area, and give practical advice on what that means for your business.
2. Commit to communicating at least one thing that you’re doing related to ESG
Look back at the list of ESG metrics at the start of this article – odds are, you measure at least two or three of these metrics already. Consider how you can measure these metrics on a more regular basis and take steps towards improving your performance.
The ‘hack’ that most businesses miss here? If you’re making the effort, tell people about it! Talk about your bigpicture goals – but also the concrete steps you’re taking to get there (not just ‘net zero for the sake of it’). This is a huge source of competitive advantage, and one that’s missed by many industrial businesses.
Communicating your ESG efforts doesn’t literally mean shouting it from the rooftops. But look for suitable opportunities – like your website, LinkedIn, capability statement, or even your tenders and pitches for work in the sector. Remember that your ESG efforts can help your clients to shine in their ESG reporting too. It’s an easy win-win, so why not make a good news story that benefits both you and your clients?
ESG is here to stay – and small business needs to get on board. Make 2023 the year that you do just that.
The 'big picture' of ESG
Being a small business doesn’t mean you can totally discount governance as a ‘big business’ problem – voluntary ‘good practice’ governance that has environmental and social impacts in mind can actually make your business more attractive to potential investors and even employees.
Natalie Gardner, Senior Associate Social Consultant
Mining operations based on Fly In and Fly Out (FIFO) or other long-distance commuting work practices are perceived to be contrary to the creation of strong and resilient communities in regional Queensland. But are they really? This article examines the current policy environment for accommodating mining workforces alongside a review of the cyclical nature of mining and the social impacts of these cycles, including mine closure.
We use Moranbah as a case study to argue that the focus of the Queensland Strong and Sustainable Resource Communities Act 2017 on construction and operation has led to limited consideration of mining cycles and the negative impact on housing prices. The town is surrounded by established mines and exploration sites and is the largest town in the Bowen Basin (with a population of 9,425 at the 2021 Census).
Moranbah also provides
a case study of how to effectively utilise workforce accommodation villages to manage the peaks and troughs associated with boom and bust cycles to protect home buyers and investors from property price fluctuations and enhance the liveability of our regions.
The Federal and Queensland governments have hosted several parliamentary inquiries into the mining industry's use of FIFO and other long-distance commuting work practices
and how these affect the sustainability of rural and remote regions. These inquiries reported several concerns, including:
• Difficulties in sustaining health and education services from the low residential population base
• Economic benefits flying out of the region with the workers at the end of the shift
• A reduction in the number of people able to participate in community activities, such as sports teams
The Queensland Strong and Sustainable Resource Communities Act 2017 came into effect in 2018. The object of the act is to ‘provide for matters that will benefit residents of communities in the vicinity of large resource projects during their operation’.
Three key elements were included in this legislation:
• prohibition of FIFO
• anti-discrimination
• social impact assessment with a focus on construction and operation However, best practices for mine development include planning across the project lifecycle – from construction to closure from the point of project inception to mitigate environmental and social impacts and optimise postclosure land opportunities and social transition outcomes1).
The Queensland government does not address social outcomes in its mine closure or social impact assessment (SIA) policies or regulations. Currently, these closure and rehabilitation policies only address environmental matters, and the SIA guideline only addresses the social impacts of construction and operation.
Mining projects and their workforces are cyclical. Consequently, the housing that is needed to support mining projects is also cyclical. However, when residential housing is the
primary basis for accommodating mining workforces, housing markets become vulnerable to large fluctuations associated with the stage of the mine development e.g., the transition from construction to operation, and the transition from operation to closure.
Figure 1 shows the long-term changes to the median value of housing for sale in Moranbah. In contrast, Figure 2 shows the development of additional worker accommodation village spaces in the broader Isaac region between 2011 and 2013 –which correlates with the drop in demand for both housing for purchase and the drop in rental prices.
Median rental price ($)
Median sale price ($)
Figure 1: Median sale price, Moranbah SA2 and Queensland, 2000 to 2022
Figure 2: Median weekly rental value and worker accommodation village (WAV) capacity, Moranbah SA2 and Queensland, 2000 to 2022
The impacts of inflated prices are widely recognised and include difficulty in obtaining affordable housing for families and workers outside of the resource sector, the out-migration of essential workers, and financial stress for households in the rental market.2
1 International Council on Mining and Metals
2 Lawrie, M., Tonts, M., & Plummer, P. (2011). Boomtowns, resource dependence and socio-economic well-being. Australian geographer, 42(2), 139-164.
Haslam McKenzie, F. M., & Rowley, S. (2013). Housing market failure in a booming economy. Housing studies, 28(3), 373-388.
'big picture' of ESG
A key question that should be considered is how the housing market in Moranbah and towns like it will respond, as we enter a phase of decarbonising energy supplies and the potential for mine closures to follow. Other examples in Queensland, such as Mt Mulligan, Duchess, and Kajabbi indicate that mine closure is often followed by out-migration.
From our view, it is arguable that mining camps (or worker accommodation villages) present a sustainable option when considering the entire mine lifecycle because they can reduce the burden of temporary and transient populations on rural townships and on service managers during booms and periods of reduced demand. We think that instead of a full prohibition of FIFO and worker accommodation villages (WAVs), that the way WAVs are designed, located, integrated and repurposed in ‘resource communities’ needs a rethink.
The numbers that describe the impact of the WAVs on the housing market only tell one part of Moranbah’s story. The demographic description of the people who have moved into the town now that it has become affordable, show how the social infrastructure attracts different skill sets that enhance the liveability of the region.
In the 5 years since the last census, Moranbah’s average annual growth rate was 1.2%. However, looking back over the last 3 census periods since 2011 there have been some notable changes, such as increases in:
• the number of people over 65
• one-parent families
• the number of residents from non-English speaking backgrounds
• lone households
• the proportion of Indigenous residents
The data is also showing a decline in the number of couple families with children, a lower number of people working in the mining industry and the number of fully owned private dwellings. Group households which are typically associated with mining towns, decreased by more than a quarter (-26.8%) over the ten-year period creating additional available housing in the market.
These subtle demographic changes will, over time, affect the demand for the types of social services provided by the local and state government, which influence the overall liveability of the region for its residents.
Because of the development of a number of coal mines in the region, Moranbah has evolved as a regional service centre. Social services are provided by governments where there is a population base to substantiate the cost and benefits. But population losses as a result of mine closure or other external forces place the long-term sustainability of social service provision at risk.
So, what does all this mean for the Bowen Basin? It means that the use of WAVs has managed to reduce the fluctuations in the housing markets, which in turn has attracted new non-mine employed households who can now afford to live in Moranbah to provide and consume the much-needed social services that underpin a region’s liveability. The WAVs have helped to transition Moranbah from a single-industry mining town to become a regional service hub.
The real challenge for the long-term sustainability of the region is how to navigate the challenges associated with the transition to a decarbonised future. Three new coal developments have recently been approved in the region, but should more housing estates be built to accommodate the workforce of a temporary land use project? In the absence of state policy and guidelines that integrate the full mining life cycle, we contend that a straight prohibition of FIFO may not address risks associated with mine closure or housing market failures before they become material and, indeed, may not be the best approach for building strong and sustainable communities.
Moranbah has demonstrated that it can achieve a balance between residential development and WAVs to reduce the fluctuations in the housing market. Careful consideration of how the workforces for new temporary developments should be accommodated must be made to protect the current and future residents from the boom and bust cycles associated with the mining workforce accommodation demand. We also believe that in a wider sense, a comprehensive regional approach to industry transitions and closures must work to reduce or prevent negative social impacts on regional communities, while considering ways to optimise the use, design, location and integration of WAVs in the Bowen Basin.
Adam Battista, Executive Director, CRE
In the last five years, insurers and financiers have been forced into a scenario where they are not only concerned that the risk of climate change will cost them money, but that they will also be seen as socially responsible and vicariously liable. These pressure points see most insurers and financiers capitulate, increasing premiums and/or reducing cover.
And while transitioning to a more sustainable energy mix is clearly everyone’s goal, this pre-emptive strike on fossil fuels and commodities has been outside of the industry's ability to directly control or respond to with any degree of fairness.
The coal mine that markets insured last year is the same coal mine insurers are declining or tapering off on their participation this year; not because the risk itself has changed but through governmental and societal pressures. Producers and contractors alike are uniformly faced with significantly increased premiums, their cover being eroded through abridged terms and conditions, the number of insurers available to quote competitively reducing, or simply viable cover not being available at all.
This article discusses the underlying issues surrounding the perceived risks, using the wide lens of the insurance advisor.
As insurance advisers, we invest significant time explaining to clients why their business appears to have such a demonstrably increased risk profile, from an insurance perspective. In some cases, these changes are entirely justified, such as:
• large and/or frequent claims
• patent increases
The insurance and finance sectors, along with some world governments, are generally failing to reconcile that their blackand-white treatment of the coal industry’s perceived risk is causing more damage than it is preventing.Photo: Geoff Hunter The 'big picture' of ESG
• changes in production, bringing increased risks
• labour shortages resulting in quality or safety compromises
But outside of these easily explainable reasons, the reality is that the tangible, year-to-year risk profile for insurers to the Australian coal industry has not markedly changed through deterioration or losses. Perceptions, hearts, and minds have been indelibly altered, but the factually quantifiable risks have not. Let’s examine what feeds into those perceptions.
In a bizarre dichotomy, we appear to be basing our future energy investment, development, and reliability on the very thing we can’t predict – weather.
In an insurance context, losses from natural catastrophes including bushfires, cyclones, earthquakes and prolonged rain depressions causing floods, have undeniably escalated over the last 50 years, rising from less than US$80 billion (rationalised to 2021 prices).
Population growth is estimated to have increased 110% in 50 years from 3.5 billion to 7.8 billion, and density is estimated to have increased from 25 people per km2 to 52 over the same period. In affected regions, common sense dictates that this growth escalates the impact on insured losses and life.
For additional context on this aspect alone, Australian taxpayers have paid around A$24 billion in disaster relief since 2005, while only spending A$500 million on disaster resilience.
Is insurance still viable?
Surprisingly, insurers still seem to think so, despite these disaster trends.
Strikingly, the two largest markets for Australian-based risks, local carriers and the Lloyds insurance market in London, have released some compelling profitability data in the last two years despite a global pandemic and persistent natural disaster losses averaging US$80 billion payout over the same period.
The Australian insurance market recorded A$6.3 billion to 30 June 2022 of underwriting results against A$60.4 billion of collected premiums. Lloyd's achieved an underwriting profit of £1.2 billion for the first half of 2022.
But is it viable for the coal sector?
Yes, but a pragmatic, long-term lens is needed.
In the midst of record revenues, retained earnings to guard against the rainy (forgive the pun) days and the potential for uninsured losses are what is required in this stage of the cycle.
Mine owners and operators can naturally become less reliant on their insurance regimes during this phase of the cycle, so larger deductibles, skinnier limits and coverage carve outs are generally accepted. This causes the insurance procurement function to become more benign in its effectiveness.
However when prices return to more ‘normalised’ states, and costs start to squeeze margins, insurance and its value will become a huge focus again. The concessions that many have made to mitigate cost (or simply fill their limits) will be tremendously difficult to wrestle back.
Concurrently, many insurers, reinsurers, and large insurance brokers have moved away from the sector because they have been ‘forced’ to assess the sector’s viability against often-illegal slanderous corporate attacks by militant environmentalists.
In Australia, the early 2022 flood events were the costliest floods in our history at A$5.28 billion, and the second most costly disaster after the Eastern Sydney hailstorm in 1999, costing A$5.57 billion.
So, while large and significant natural disasters continue to occur, pre-dating and persisting throughout the industrial revolution, the main variable for the insurance industry has not been increased weather patterns or severity. It has been our sprawling development across the globe and therefore our susceptibility to these events.
Can we categorically deduce climate-related causality?
Climate science seems to point out that the growth of our populations and the way humans inhabit our planet detrimentally affects it in some way, including its weather patterns.
But it should be considered that there’s been a distinct lack of resilience-building in naturally hazardous climates, along with deficient and dangerous community planning of our communities, which has increased the impact of climate events.
While these factors have tightened supply, terms and conditions, there are still opportunities like captives and mutuals to effectively transfer risk if it is well measured, managed and articulated.
Alternative risk transfer (i.e., non-traditional insurance) opportunities are now gaining prevalence.
A captive is a structure created by a business whereby it acts as its own insurance company and is controlled by a captive manager on behalf of the business.
Instead of paying an insurer the premiums each year, these are paid to the captive who acts as the insurer for potential claims – still governed by an insurance policy, but generally with broader acceptance and potentially fewer exclusions to core risks.
Critically, the captive also purchases reinsurance to protect itself from paying out on large claims on its own, which would potentially destroy or materially erode its liquidity.
Captive insurance arrangements are the logical choice to divert the immense premium spend into the company’s own vehicle, with the opportunity to tap into the reinsurance market directly. Managed correctly, these mechanisms can be highly effective risk management, tax, investment, and safety net tools once fully capitalised.
As a guide, captives are generally considered a solution for well-established businesses with several years of loss/ underwriting data, spending a minimum of A$ 1million-$2 million in premiums per class of insurance.
A mutual behaves similarly, with a few critical differences. While a mutual is owned by its policyholders (members), it is controlled by the manager of the mutual who sets the rules –and in our experience, with limited input from its members. If you don’t fit, you’re not invited.
From an industry perspective, these structures have either been squarely focused on the provision of significant government assistance in bringing them to fruition, or on reaching a level of industry harmonisation and cooperation that is often extremely difficult to achieve.
Mutual structures are generally a solution for client industries with a replicable and/or similar risk profile across many participant members. Therefore, the ‘input of the many to prop up the few’ mantra becomes viable.
Insurers were very early adopters of ESG credential assessment. Unfortunately, while the conceptual premise was appealing, most had little idea what to ask. It was often a checkbox that simply needed to be ticked in the underwriting process. But now it’s fast becoming one of the most exhaustive and detailed parts of the underwriting process. Dusting off a document once a year is not enough to appease the imposed protocols for risk acceptance.
Most companies are working hard toward some remarkable developments in mitigating and abating carbon emissions throughout the extraction and combustion cycle. If successfully implemented, they should (technically) allow the insurance market to soften its autocratic stance on insuring coal-related assets and businesses.
In closing, I offer the reassurance that we do understand the predicament of the moving goalposts of ESG. But the insurance and finance sectors, along with some world governments, are generally failing to reconcile that their blackand-white treatment of the coal industry’s perceived risk is causing more damage than it is preventing.
In my view, the collective challenge we face now is understanding how best to shine the torch back at insurers, financiers, and governments to rationalise how their social justifications are constructed, in the full knowledge that their virtuous decisions today on only the environmental aspect of ESG are severely affecting their obligations to help balance the quality of life around the globe.
As the world moves rapidly through the Fourth Industrial Revolution, the mining services sector can pioneer the technologies and innovations to improve safety, productivity and environmental sustainability performance required across the resources industry.
The sector’s consistent focus on safety remains - and this comes at a time when the mining industry is under more pressure than ever to meet society’s expectations around decarbonisation. It also comes at a time when there is a need to increase efficiencies due to declining ore grades, more disparate and remote deposits which create greater challenges in securing new resources, and rising mining costs.
In Queensland, the sector has embraced early and proven aspects of technology, including autonomous haulage and remote operations centres. Trials of an extensive range of technological innovations are happening in different parts of the sector and, as new advancements are developed and commercialised, then rapidly consumed by companies large and small across the industry.
Mining services providers, in particular, are looking at the role of technology to support their clients to meet safety, production and decarbonisation targets, and as well as working to ensure their systems and processes support the introduction of new technologies. Fundamental to this approach is also ensuring that teams are engaged, supported and resourced to maximise these opportunities.
Across three broad areas of work – technology, systems and people, let’s consider what it will take if we are to truly embrace the opportunity, what can we achieve and how different will our sector look? Mining services providers and clients need to reimagine the entire mine value chain moving towards sustainable mining and digital enablement.
Thiess’ approach to future operations is based on our work to develop ‘the modern mine’, consisting of connected smart devices, advanced systems, and other technology supported by the latest analytics and artificial intelligence (AI). This connected technology acts autonomously and intelligently across most areas of the business with minimal human interaction. So, if this is the future, what will take us there?
Collaboration is key. Mining services companies will need to maximise opportunities presented by technology partners and OEMs, and work together to deliver optimal fleet and mining solutions, with consideration of interoperability with both site and off-site systems. This will deliver a high degree of flexibility for whole-of-mine service delivery.
Collaborate to innovate: autonomous drills case study
Thiess has been collaborating with Caterpillar and Westrac to safely and successfully operate autonomous drill units from an off-site remote operating centre.
Thiess Site Manager Production, John Hamson, said autonomous operations improved safety by removing people from a high exposure, active mining environment, and providing greater fatigue management opportunities. Productivity benefits were also significant.
“It’s delivered a material improvement in drill utilisation, by reducing unscheduled stoppages due to weather and allowing drilling closer to blasts,” he said.
“We’ve also seen a 20% improvement in drilling performance, with daily utilisation of more than 20 hours per drill and improved accuracy with zero redrilled holes.”
The mining industry’s decarbonisation and net-zero challenges require a whole-of-operation approach, and mining services providers can leverage technical partnerships with subcontractors and local innovators to help their clients address these risks.
Thiess is investing in partnerships, including the introduction of dual-fuel technology to mining fleets, with the use of locally sourced gas displacing diesel in large mining trucks; and a venture replacing traditional diesel engines with a system powered by fuel cells that run on green hydrogen and batteries.
Across industry, other decarbonisation initiatives include retrofitting electrification to existing plant and the use of EV support vehicles, and the use of biodiesel and/or renewable diesel for operational assets and light vehicles.
Mining services companies also have a role to play in applying technology solutions to all aspects of the mining value chain, including rehabilitation. Combining traditional technical and operational expertise, whole-of-mine-life knowledge and the latest in innovation will deliver superior rehabilitation outcomes. This, in turn, leads to reduced risk, improved visible social value, and timing and cost efficiencies.
Equally, reporting on ESG and decarbonisation initiatives is crucially important. This reporting requires sophisticated systems and experienced personnel to execute.
In addition to embracing the latest in robotics and automation, our sector needs to invest in technology that will drive sustainable improvement across our operations through the right systems, tools and process. Supporting a digital way of working can deliver streamlined efficiencies for mining services providers and clients. Digitising daily operations will foster innovation, collaboration and problem-solving, looking for optimised solutions to deliver cost and productivity efficiencies.
On the ground, this allows site and office-based staff to access and share business information, use data for decision making and complete day-today tasks using reliable, interconnected systems. Removing traditional paperbased systems and double-handling will reduce duplication and improve accuracy. But that is just the beginning.
To be successful, the industry will need to leverage the rich performance and operating history of decades of mining services providers’ experience. This
data will be essential to support the safe, predictable and reliable delivery of services of the future.
Applying layers of business intelligence and related actionable insights will influence the future design and development of on-site work and supporting systems. Coupled with future AI, the historical data and learning gathered over many decades can be leveraged to address the everyday challenges of modern mining operations.
The future ‘Thiess Lakehouse’ data platform will support our strategy to become a leading data and AI-enabled organisation. The technology will:
• draw data from different mines, assets and equipment, corporate systems and different support providers, providing a unified centralised reporting system
• enable AI and machine learning initiatives such as continuous monitoring, predictive maintenance and optimisation
• be architected to enable high velocity, near-real-time data and analysis.
This will support future initiatives around centralised, near-real-time analysis of Thiess global mine sites for the business, our people, our clients and external stakeholders. The Lakehouse will also enable Thiess to understand business performance in new ways and drive significant value.
This project exemplifies the critical importance of leveraging the rich data gleaned through decades of continuous operation to understand and assess daily operations for actionable insights and future predictions.
The impact of the latest tools and systems is limited if there isn’t significant investment in the industry’s most important asset – our people. It’s well known that an enabled workforce can improve operational outcomes by facilitating safer work environments
and faster decision-making. This will be supported by continually improving the end user experience through systems such as digital gamification in the pit.
It’s also well documented that the adoption of technology, once tested, has the potential to play a critical role in addressing the industry’s labour shortages, providing:
• a more attractive offer for new talent with opportunities to upskill and work with the latest technologies
• opportunity for operators to remotely oversee multiple pieces of autonomous machinery operating simultaneously
• more time focused on the work as systems are more streamlined
• a reduction in people required on site, increasing safety and limiting disruptions
However, it is important to recognise that the increased and rapid adoption of technology can be confronting for some. It is, therefore, critical to align the introduction and adoption of technology with planned training and workforce reskilling. Workforce engagement, partnering with technical specialists and subcontractors, and celebrating successes is also vitally important.
At Thiess, we’ve upskilled many of our operators to work across the autonomous equipment deployed across our Australian operations, with plans to further develop our people as our autonomy footprint grows. It will be vital to continue to look at ways to train, coach, mentor and develop existing workforces to make sure they’re ready for the exciting opportunities of the industry — today and into the future.
To summarise, the future of mining services will require the following key attributes:
• establishment of core competencies and capabilities to deliver future commodities and services
• collaborative relationships and a client-focused attitude, combined with disciplined operational performance to grow
• innovative thinking and connected systems capable of delivering a digital and sustainable advantage
• a diverse and engaged workforce with future-focused skills.
The last few years have seen a buzz around Industry 4.0, internet-ofthings (IoT), artificial intelligence, blockchain technology and digital twins. Often this comes with a sense of a world that’s changing beyond our skill base and control. There is, no doubt, significant opportunity in the new technologies that could be game-changers. The challenge, however, is how to harness this opportunity well. It is important to find pathways to achieve genuine business transformation and not leave livelihoods behind.
Two recent(-ish) movies that capture this zeitgeist are The Matrix and Tron: Legacy. In The Matrix, Neo, the main protagonist, discovers a reality-bending world beyond the world he thought he lived in. Despite developing superhuman powers, he is little more than a human snared by groupthink and swept along in a predetermined story in a computergenerated world. In contrast, Tron similarly portrays an unexpected virtual reality, but one where the protagonists maintain control in a thrilling adventure with human connection.
What does this have to do with the mining sector? Over the last few decades, Queensland and the Australian Commonwealth have been collecting enormous volumes of data for the minerals industry and serving it up, in digital formats, for free
(otherwise known as pre-competitive data). This has helped contribute to the billions of dollars in jobs and investment in the State.
In addition, the Department of Resources, Queensland, has a data modernisation program, in line with the QRIDP, which is intended to set up industry for future success by harvesting exploration data and making it public after a period of confidentiality, to help stimulate further exploration in the state. It has made Queensland an attractive destination, not just for the junior sector but also for majors such as Anglo American and Rio Tinto.
However, such massive data presents a challenge. How do industry and the public make sense of it? How do we search for and find the data easily and efficiently in one location before
investing time in downloading it for our own business needs? And how do we avoid frustrating computing and software limitations in viewing and processing such vast amounts of data?
Fortunately, the Department of Resources' vision for data modernisation stretches far beyond just collecting large amounts of new data. They seek to unlock future mineral supply by providing a step-change in the industry’s ability to make rapid and cost-effective decisions from the State’s vast 3D spatial information. As such, it involves a plan that also incorporates the development of data-driven discovery tools, such as digital twins, and making them accessible to all levels of the sector – whether juniors with low levels of investment and limited infrastructure, or majors with significantly more capacity to absorb and analyse data.
This vision is being fulfilled by a collaboration between the Sustainable Minerals Institute (SMI) at The University of Queensland and the Brisbane-based 3D data technology company Euclideon. Euclideon originated in the gaming sector but for several years now has been expanding its expertise to create 3D Spatial Information Decision-Making tools, involving large amounts of storage in the cloud and a unique visualisation environment, known as udStream.
Digital twin collaboration for understandable visualisation at any scale
At SMI we have been working closely with Euclideon to adapt udStream and build a digital twin of all available geoscience data from the NW Minerals Province of Queensland. One of the unique aspects of this twin is the ability to visualise most data sets as “point clouds”, be they maps, 3D geological surfaces, seismic datasets or whatever. If you were to zoom in at very high resolution to any one of these data types you would find they are composed of extremely dense, individual, coloured points. Such an approach avoids the need for tiling of data and leads to a seamless experience, where you can zoom into an object that may be microns in scale, such as a CT scan of some drill core, then zoom out to inspect regional geophysics thousands of kilometres wide. Other techniques for viewing large amounts of data tend to struggle across such vastly different scales.
Digital twins can be thought of as counterpart digital representations of a real-world system. In this case, the purpose is to build a real-time, continually updating ‘Digital Earth Model’ that can be used to find, query, filter, interpret and download data. As new geoscience data is made available by the Department, it is automatically served up in the visual environment.
We seek to adapt Euclideon’s udStream 3D visualisation solution, to seamlessly absorb and display geoscience data from the microscopic scale to the regional. The intent is for industry to be able to access all relevant data for a region and have the best possible chance of making good exploration and resource management decisions.
At present, the collaboration between SMI, Euclideon and the Department of Resources has run for one year and has led to a proof-of-concept Digital Earth Model, incorporating geoscience data from the Northwest Minerals Province. Nonetheless, the nature of the visualisation environment means it is suitable to incorporate data for the whole of the State, and it is interoperable.
The latter strength is important for potential future expansion of the project to visualise data from other sectors of government (e.g., water management, environmental, agricultural and infrastructure sectors). If realised, it will allow the innovation to move towards a more powerful digital twin, where different stakeholders will be able to experience a shared source of truth and access to data critical to their day-today jobs.
In the coming year, the initiative will build on the momentum created since 2019 with the release of the Geological Survey of Queensland’s Open Data Portal and the online tool, GeoResGlobe, which has been used to view Queensland's mining and exploration data, permits and assessment of mineral potential in Queensland. Working closely with the Department of Resources and Esri Australia, we will be integrating ‘Digital Earth’ into the existing GeoResGlobe online interface, so that we can collectively render the State’s minerals data as 3D textured objects within GeoResGlobe.
In this way, we hope to deliver an earlystage digital twin for everyone, that will be accessible online from most devices – one where the industry is in control and can use the data to accelerate its workflow, rather than be carried along Matrix-style on a wave of new technology.
• Building an environmentally sustainable underground electric mining vehicle, then converting the technology to meet the needs of the Australian Army.
• Developing a digital workforce management system to streamline safety and compliance for highly regulated industries, then converting it to support the healthcare response during COVID-19.
• Combining sensor technology and engineering know-how to create an off-the-shelf monitoring solution providing independent diagnostics, validation and oversight on asset performance in multiple processes.
• Creating and commercialising an innovative robotic platform to improve ore quality through better blasting while moving people out of harm’s way.
What do all of these have in common? Australian ingenuity, an entrepreneurial spirit and strategic support for commercialisation. If we looked at these examples in more detail, we might realise Australia’s immense potential to power the local economy and the global transition to net zero.
Underpinned by research, Australia’s resources sector has maintained a long-term focus on continuous improvement. The sector has a long history of designing and delivering incredible innovation, which often only achieves recognition when transferred across other sectors and exported overseas.
Often, this innovation is developed for operational benefit and remains within the supply chains of the primary industries that funded its creation. How do we expand on this potential? How do we take our ground-breaking Australian research, which creates safety, productivity and environmentally-friendly solutions, to the next stage of commercial maturity – right here at home?
What is different about these four examples is not the what or the how, but it is the who. In all of these, the solutions are supplied as products and as services designed specifically to meet the needs of the end market. By not only investing in the technical solution, but in the commercial pathway, we suddenly see huge upside potential for the innovation.
When innovation is accessible, and when it can be procured through a commercial channel, it can be accessed by multiple end-market customers, and multiple industry sectors. Maybe Australian technology companies are the right translations partners, to cross the chasm or so-called ‘valley of death’, in commercialising Australia’s innovation capabilities.
If we want to improve the sophistication of our local economy, we need to make sure we are more than just a high-tech quarry – we need to do much, much more. With decades of sustained investment in Australia’s research sector, we have all the ingredients on the shelf. It is time to consider some new recipes, a new chef in the kitchen; to set a menu and create real value, to make Australia really cook.
We all know our sector is under the spotlight, often heavily criticised and poorly understood. We also know our sector is capable of fundamental cultural change, as demonstrated by the approach to safety. Now more than ever, we must build on our experience while also embracing our capacity for change. Unlocking ‘stranded’ technology
The world is transforming to meet the needs of a globally sustainable future. One of the most direct pathways to lower global emissions is to quickly and efficiently unlock the technology that is ‘stranded’ within our innovation ecosystem in large firms or in research institutions.
I am often told that ‘we’ve heard it all before’, and there are numerous tactics used to defend the status quo. But as an industry we are losing the battle for acceptance, for talent, and for investment. Currently there is an extraordinary volume of stranded technology sitting within the supply chains of our primary industries or sitting on the shelf of research organisations. Much of it addresses the challenges we face. If we don’t get it into the market, we are failing to utilise our full potential.
Commercialising publicfunded industry research
This vast opportunity is not limited to the resources sector. When innovation is not bound by the market that funded its development, it can realise a far greater market potential. With public-funded industry research, outcomes are typically measured by the number of PhDs, the number of papers published, and the number of patents granted. If this is where our ambition ends, we stop well short of our full potential.
Public research funding must have more than just end users. We must include partners who will productise innovation - companies that intend to commercialise our world-class research and want an economic return on investment. We want partners who are motivated to serve the widest possible market, maximising the reach and impact of our innovation. If we increase the opportunity for revenue growth, export development and job creation, we create more potential for further research and deliver a return on investment with a multiplying effect on our national economy.
The net zero challenge isn’t a new thing to our sectorwe’ve been working on this for decades. What’s different are the external drivers, and the heightened pressure for the scale and speed of the change. While the application of technology is one part of the solution to progressing our net zero aspirations, the other is culture change.
Australia has enormous potential in both the supply and demand side for clean energy. This sustainability and climate change imperative is also a catalyst for improving Australia’s commercialisation woes.
Creating a local market with greater supply could attract international investment into our economy. New innovation is crucial in the production and development of electric vehicles, and we have countless other Australian businesses working on the frontline combating climate change.
In turn, this would also increase the local demand for greater downstream supply of critical minerals and energy metals. Boosting investment in more onshore processing and downstream value-adding can help secure valuable supply chains.
Commercialising this locally will also create major growth levers for the Australian economy - it’s a win-win proposition.
The global skills shortage is universal, across multiple industry sectors. If we want to solve this, we must attract the brightest minds, with the greatest diversity and a whole bunch of new ideas. Embracing change and new technology is the only way to take our sector forward, to meet the expectations of our stakeholders and the society we supply.
With the heightened awareness of sovereign capability, the drive to reignite our local manufacturing capability, and the push to reach net zero emissions by 2050, there has been no better time in our history to be bold.
We have the chance to act now, to do more, and to build real sustainable value. We can maximise the value of our resources, talent and innovations here in Australia, and reap the full economic benefits beyond just the commodities themselves.
Where to from here?
This is not an ‘either or’ game. Research funding and industry investment are critical to our future. But they are only two legs of the stool. The key to unlocking innovation stranded within our supply chains or world-class research is the innovation supply chain. It requires a supply, a demand, and a market to transact. We need to shore up our local translation engine, the technology companies who have the experience to commercialise innovations and sell them to the world.
This cannot be at the expense of research. We must continue to support public funding of researchers to do research, and we must celebrate our resources industry for investing in innovation and defining research demand.
But when it comes to commercialisation – let’s invest in the right place. Let’s work with our local technology sector and support them to do what they do best. The time has come to commercialise our local innovations, translating it into products and services, delivered by Australian technology companies, to serve global markets… right here from within our national economy.
Commercialising stranded innovation creates attractive opportunities for the next generation of our sector, increases the reach and success of our local innovation ecosystem, accelerates innovation learning from multiple industry sectors, and improves the sophistication of the national economy.
And you thought our export contribution was something to crow about!
Kate Swain and Liam Davis, Partners, McCullough Robertson
Australia has an opportunity now to apply learnings from past mining booms, by setting a strategy from the outset that both enables efficient project development, and delivers long-term financial benefits. In particular, we see a significant opportunity for the development of ‘co-use’ and ‘co-owned’ infrastructure for the processing of critical minerals.
The Australian Government’s Critical Minerals Strategy 2022 lists 26 minerals as priority areas for development and investment in Australia. These minerals are not new discoveries, but their application to new technologies presents a significant economic opportunity for Australia – they represent a transitional sector that will reduce carbon emissions, and are a major national security consideration.
Despite this, project developers continue to face the challenges experienced by any new entrant to the resources industry, the most significant being upfront capital costs for project development and delays in obtaining the required approvals.
One of the greatest hurdles for Australia’s critical minerals industry is the lack of an established supply chain, specifically in relation to transport, processing and manufacturing.
Global demand for critical minerals is increasing, including for lithium, nickel, vanadium and cobalt. While this places Australian producers in a prime position to become leading global exporters, we continue to process very little onshore. Further, we are competing with other countries, particularly China, which is already well-established in the critical minerals production market.
Adding to this, the effects of COVID-19, combined with recent political and trade challenges with China and Russia, have emphasised the importance of a resilient and stable supply chain. As a result of these market pressures, Australia is left in an excellent position to capitalise on this current and unique opportunity. We’re already seeing overseas investors such as Tesla, Ford and Toyota engaging with the Australian Government with respect to coinvestment in critical minerals processing developments.
A key difference between the extraction and processing requirements for critical minerals compared to commodities such as iron ore and coal, is that, once out of the ground, critical minerals typically require extensive processing to produce a useable resource. The processing stage
is technologically complicated, can require significant amounts of water and energy, and can produce tailings that often require storage and appropriate management.
These factors are further compounded by the fact that critical mineral deposits are commonly discovered in remote locations with limited or no access to established infrastructure including water supply, reliable electricity and rail connections. This culminates in significant upfront capital requirements for developers of new projects, and creates barriers to timely development or expansion of these resources.
The large upfront capital expenditure is not a new hurdle, and there are many examples of it being overcome with public sector investment – the Bravus ’royalty holiday’ being an example. However, without a developer willing to invest large amounts of capital, and without public sector commitment to provide further financial or regulatory support, the development of critical mineral hubs may stall.
for change — ‘co-use’ and ‘co-ownership’
During the early 2000s coal boom, miners invested significantly in the construction of wash plants and other infrastructure on-site, to ensure access for coal production and to reduce transport and other costs.
Recently, however, we have seen smaller coal miners enter into toll washing and access agreements with neighbouring
coal miners to carry out the wash process, as the capital expenditure required to construct dedicated wash facilities for each new mine has become commercially unviable or untimely. While this is not a silver bullet, this provides smaller miners with a stronger balance sheet and avoids significant upfront capital output.
Taking inspiration from the coal sector, we see a ‘co-use’ and ‘co-ownership’ model as a path forward for critical mineral miners to carry out their operations and add value to their product onshore. This model involves multiple parties pooling their resources to achieve a mutual advantage. There are existing examples of this, being:
• a publicly funded, common-user new economy mineral processing plant in Townsville, which will initially process vanadium. The project will give developing vanadium miners access to a shared processing facility to assist in the export of their mineral, while reducing overhead costs and lead times
• a private co-use and co-ownership enterprise – the Newcastle Coal Infrastructure Group – which is an incorporated joint venture between BHP, Yancoal Australia, Whitehaven Coal, Peabody Energy and Banpu Public Company that owns and operates rail, coal storage, and ship loading facilities servicing the Hunter Valley. In Queensland, a similar model is used at Wiggins Island Coal Export Terminal in North Queensland, which is also an incorporated joint venture between Aquila Resources, Glencore, Coronado Curragh and Yancoal that owns and operates similar port infrastructure.
Each project involved multiple parties in the same sector funding the development, construction and operation of port infrastructure to ensure access and capacity. While this latter example is a more traditional case of co-use and co-ownership, more creative arrangements can also be adopted. These arrangements may include each party contributing different assets ‘in kind’, such as land, capital or
technology. It is rare to find an explorer with all three attributes, and by pooling resources and spreading investment risk between participants, each party will receive stronger financial and operational outcomes.
There are various corporate structures that can be adopted, each with its own advantages and drawbacks. The appropriate structure will depend on the specific circumstances of a project, including location, minerals and development stage.
The development and operation of shared infrastructure present a number of challenges and opportunities from an approvals perspective. Key considerations include:
• land access and ownership
• responsibility for undertaking environmental assessments and obtaining approvals
• ongoing operational compliance with approval conditions and statutory obligations.
Beyond the significant financial benefits, there is a long list of positive environmental outcomes, such as reduced vegetation clearing and lower cumulative noise, dust and water impacts.
Development of any project of this scale will present a myriad of issues that need to be addressed during the environmental assessment and approval process. Common issues that miners are confronted with for this type of development include:
• biodiversity offsets
• water licensing
• native title and Aboriginal cultural heritage
• bushfire risks
• traffic management.
With the public and private sectors working together to develop Australia’s onshore critical minerals processing and manufacturing sector, we see an opportunity for governments to play a key stakeholder role in the environmental assessment and approval of co-use and coowned infrastructure. This will ensure that a robust process is undertaken, while a timely outcome is achieved. This potential could be realised during the following critical steps:
• There is a clear opportunity for government to pave the way for miners by kick-starting this sector through initial funding, approval and construction of shared infrastructure. One scenario could involve State governments using existing State land, or using compulsory acquisition powers to secure land in centrally located areas near tenement clusters or port facilities to construct common-user processing facilities. This approach would be similar to the NSW Government’s establishment of EnergyCo to advance the development of renewable energy hubs in NSW.
• To progress environmental assessments and approvals for a common-user facility, the detailed design of the facility needs to be resolved. This requires input from the mining sector to ensure that the operational design meets the current and future needs of the industry. This will be particularly relevant if the developers of the facility intend to sub-let excess capacity to industry in the future. If government and industry are able to align on the key components of a common-user facility, then this approach could produce long-term benefits for the broader industry and economy.
• The next step is to ensure that these precincts have access to electricity, water
and rail. In terms of linear infrastructure, including water pipelines and rail infrastructure, governments could again fast-track the approvals so that essential infrastructure is established in a centralised location. Each miner would then ordinarily be responsible for progressing the approvals and construction of significantly shorter segments of such infrastructure to their mine sites or to privately-owned commonuser processing facilities.
• The final piece of the puzzle is the upfront capital investment that will be required to construct the infrastructure. Federal and State governments already provide grants and low-interest loans to miners to fund the construction of these projects and associated infrastructure. But the size of any government contribution is typically not sufficient to ensure that the project can proceed. Therefore, governments need to either significantly increase financial contributions to bolster the whole industry or take active steps to develop commonuser infrastructure for the benefit of the broader sector.
A coordinated approach is required from the public and private sectors to ensure Australia’s onshore critical mineral processing and manufacturing sector gets the opportunity it deserves.
Where to from here?
With significant investment, the development of a critical mineral processing and manufacturing sector in Australia will generate significant national, state and local economic and employment opportunities for decades to come.
With so many participants being at the same early exploration or development stage, provided there is genuine whole-ofgovernment financial and approvals support for shared infrastructure, the potential for cooperation in the development of this ‘critical’ infrastructure could be fast-tracked for the benefit of all participants and the sector as a whole.
Each year, businesses around Australia experience digital transformation project failure, often wasting millions of dollars. The same businesses agonise over the causes of their digital transformation project failure. Some engage expensive consultants to assess and recover failing projects, and others abandon what originally seemed like well-planned, well-organised projects, destined for success.
You only have to look around any capital city to see that managing projects are one of the oldest and most replicated accomplishments of mankind.
On the other hand, managing digital transformation projects is one of the newest business disciplines compared to accounting or operating a manufacturing process, for example. The management of digital transformation projects in a business needs more time to mature as a discipline. They are usually so fastpaced to implement that businesses aren’t conducting key learnings to build into future delivery success. Or in many cases, no sooner is an electronic tool implemented than all the users are thinking about how to improve it.
There is no single method or organisational structure that can be used to manage digital transformation projects to success. Different businesses handle innovative projects differently.
Some have fragmented, decentralised groups with multiple position titles indicating that they are the digital experts, while other businesses might have a centralised IT support team to manage the project, and some businesses have both.
Regardless of the physical arrangements of the business functions, there is a common set of related business needs, that, when properly delegated to the appropriate business resources, can be used to salvage or better manage digital transformation projects. Rsured has implemented their digital compliance management product with several mines and has identified the top 10 major digital transformation pitfalls to avoid
Pitfall 1: The organisation thinks the digital transformation project is a ‘quick fix’.
Most organisations fall into this trap because they haven’t got the other nine pitfalls on this list under control. They think a digital tool will solve all
their organisation’s problems instantly. However, a digital tool (no matter how many of them you implement) will not solve your organisation’s pain.
Pitfall 2: The organisation doesn’t regularly use their business management systems
Some organisations say they have business management systems, for example, policies, procedures, standards and guidelines completely documented. This pitfall reveals itself when these documents are just that – documents sitting in a library or a computer fileand they haven’t been implemented, used for training, and in daily use by the people in the organisation. So, people interact within the organisation to get work done based on relationships and their own communication channels. If staff don’t know who’s supposed to be doing what, when, how, and to what standard, it is very difficult to implement a digital tool with so many unknowns, so much optionality and an inconsistent approach to doing business.
Pitfall 3: The organisation doesn’t have adequate IT resources that listen and respond to customer needs.
If your organisation doesn’t have an overall IT plan (or strategy), it’s very difficult for IT resources to fulfil the organisation’s objectives. An IT plan can be implied from the organisation’s behaviours towards technology decisions - this commonly occurs in small businesses. But the plan should be documented and communicated in medium to large organisations.
It should contain information communication technology (ICT) objectives, principles and tactics relating to the use of technologies. The strategy includes the formal vision that guides the acquisition, allocation, and management (operation, maintenance, upgrade) of IT resources so they can deliver customer needs.
Pitfall 4: The organisation doesn’t have end-users who are interested in improving their current activities using technology.
This follows from pitfall 3 - if your organisation doesn’t have an overall IT plan then there’s a high possibility that the end users have not been asked to contribute an outline of their technology needs or engage in the project.
If you’re the end user expected to deliver a successful project – then here’s some words of advice from the Rsured team. You need to engage additional resources to counteract the other nine pitfalls on this list. This means that while implementing your new digital tool you need to design the business management system, develop an IT plan to support the product, train people in the tool, and, most importantly, tell people how well you’re doing in your digital transformation.
Pitfall 5: The organisation doesn’t have a successful track record of delivering projects to plan.
The importance of project management in organisations cannot be overstated. When it’s done right, and it’s embedded in the business as a part of how people work, it helps every part of the business run more smoothly. It allows people to focus on the work that matters, free from the distractions caused by tasks going off track or budgets spinning out of control. It empowers people to deliver results that impact the organisation’s financial performance positively.
Pitfall 6: The organisation doesn’t have a successful track record of implementing business improvements.
If your organisation doesn’t have business management systems implemented (see pitfall 2), then business improvement can prove to be impossible and a massive, missed opportunity. However, if your organisation can identify improvements, these can help to minimise waste, remove inefficiencies, and ultimately improve the productivity and happiness of people.
Pitfall 7: The organisation doesn’t manage the allocation of scarce resources, so people are distracted while on a project.
Unfortunately, this pitfall can result in dysfunctional workplace culture and low staff morale because human resource scarcity increases negative emotions, which adversely affects people’s decision making and interpersonal skills. It ultimately creates a high burnout rate and people leave.
To deliver a fast-paced digital transformation, your organisation needs to assign people to specific functions, allocate adequate human resources to the project, and promote a professional and supportive work environment where people feel valued for their contributions.
Pitfall 8: The organisation doesn’t have effective and efficient communications across all teams and levels to support informing people of the changes.
Similar to pitfall 2, some organisations say they have good communications in place; for example: written emails, memos, and face-to-face co-ordinated meetings. If they don’t have a structured and consistent approach to their organisation’s communications, then the issues reveal themselves and you detect friction, frustration and confusion, because people don’t know about the digital transformation project. This results in people lacking the motivation to use the new digital tool and being unwilling to collaborate, even spilling over into the ways staff members relate to clients and potential customers.
Pitfall 9: The organisation doesn’t currently collect operational metrics to support decision-making.
If your organisation doesn’t measure anything, how do you know what is working well? Instead of falling into this pit, organisations should set metrics to evaluate and manage to a successful outcome. This is achieved by implementing processes that encourage people to work together to achieve them.
Pitfall 10: The organisation doesn’t know what the business needs, what digital tools it wants, or what internal or external resources it will use.
Instead of the organisation’s digital transformation being a box of ‘invisible mystery’ full of good intentions, undertake a readiness review to assess your business' current management systems, who currently administers them, staff's digital inclination, and management’s commitment to implement an electronic solution. In addition, a readiness review could outline the aspects of business operations that could be improved by a digital solution and identify the pain points that a digital solution will resolve.
Set your digital transformation project up for success and don’t focus solely on the technology. Pay attention to the valued people and processes and invest in your people to deliver a digital transformation.
What is zero entry mining?” was the question asked at a recent Global Mining Guidelines Group (GMG) event. The variety of discussions highlighted that the definition is still being written, and there are many questions yet to be answered.
Why pursue zero entry mining anyway?
This article may answer some of the questions that arise. Is it just about enhancing safety, reducing costs, and addressing the shortage of people? Are mine automation and robotics already active in Australia? What can they deliver now? How long before they are ubiquitous? And what are the risks for the mining executives eager to commit to the journey?
The term 'zero entry mining’ makes us imagine no people in hazardous work areas – something like the Mars rovers. Earthside, a more workable aim is reduced exposure to hazards, and workers outside of an Autonomous Operations Zone (AOZ). Fun fact: Mars is the only planet completely inhabited by robots.
Efficiency evangelists tell a zero-entry story of smaller machines, like termites, only taking the good stuff. Examples include small haul trucks on narrow roads, 24/7 mining with brief pit stops, work-around blasting, and eliminating ground support.
Zero entry mining is likely a combination of these ideas, with an emerging and evolving definition.
Is there any urgency to go to zero entry?
Queensland tragically records an average of 2.4 deaths and around 80 to 100 serious accidents annually. Statistics are reported as a cycle of increases followed by decreases without a downward trend.
Mining uses procedures and training, which tend to make humans operate like robots. But human factors science reveals that repetitive tasks dull attention and create vulnerability for unexpected and unlikely adverse events. People are creative, distracted and get tired, unlike robots.
Zero entry with automation has now operated in haulage for some years and has delivered safe operations by lowering exposure to hazards. Mistakes with light vehicles around autonomous trucks have been reported, however collision avoidance has stopped trucks autonomously. The haulage example demonstrates that disruptive change delivered with zero entry is preventing people from being harmed.
Full entry mining incurs ‘lost time’ due to implementing procedures, training, isolation, blast clearance, pre-start checks and shift changes. Cost of mining also incorporates expensive protective systems such as PPE, ground support, wide haul roads, haul road berms, tag boards, wheel chocks, evacuation ladderways, FOPS, ROPS, radios, onboard reporting systems, CAS, and reversing alarms to name just a few.
Tier 1 mining users report automation savings due to increased utilisation, lower maintenance, and less damage. Backof-the-envelope calculations suggest significant savings at around 50% are possible.
Labour shortages are continuing and could be the start of an ever-tightening labour market. Shortages have been met with 457 visas, backpackers, and FIFO from ever-larger catchments.
The COVID-19 pandemic further exacerbated these problems, with South American mines reporting shutdowns, leaving only mines that use automation able to operate.
Introducing zero entry requires new skills and roles, but jobs have proven to be sought after, as they provide high-quality work and future-proofed employment. City-based operating centres open opportunities for diversity and can also increase the employee value proposition.
Are automation and robotics a serious option to do the dirty work?
Zero entry with automation is becoming easier. Equipment has evolved and is now digitised. Levers are replaced with joysticks to transmit digital messages to ECUs (computers). Integration of vehicles with digital control is often almost plug-in, which can reduce time, cost and risk.
Equipment driving without drivers uses clever software to create controlsimilar to when we shut the fridge door and the light obediently goes out. And $100 billion of spending on self-driving cars has made the impossible possible and that technology is now diffusing into other sectors.
WiFi and connectivity are now part of our lived experience. Mines are being fitted out to provide various services allowing remote supervision of automation from central or city control rooms.
In blasting, new wireless detonators reduce barriers for automated placing of initiation systems. Automation of explosives loading and stemming will facilitate variable density explosives dialled to deliver fragmentation. All these new technologies will aid and drive the uptake of zero entry.
The world's autonomous fleet comprises around 1,000 machines: 200 tonne-plus haul trucks, 200 large blasthole drills and hundreds of loaders underground. Data is captured with drones capturing survey, and automated blast-hole logging collecting data from below the surface.
In underground mines, development is progressing with the automation of haulage, drilling, shotcrete, hole cleaning, survey and charge-up, all set to roll out over the next few years.
Prototypes of cab-less electric mining machines in smaller sizes will offer potential lower cost options and open possible new mining methods to enhance sustainability.
What are the risks for the mining executives eager to commit to the journey?
Zero entry has been dominated by the largest mines of the largest producers and delivered by the largest equipment manufacturers. These mining majors with the deepest pockets have been able to force successful autonomy outcomes, but often with false starts, missteps and scar tissue formed along the way.
Execution risks are real and need to be managed. Smaller-scale starter projects can raise skills with site teams and highlight gaps. Staged experiments with gates and defined graduation success at each gate will limit the risk of running off the rails.
In the white space between the big machine activities, smaller tasks consume labour and create exposure to hazards. These smaller tasks can present lower execution risk, high-value creation entry points, and an opportunity to demonstrate early success and build confidence.
The lack of a supportive culture has proven an issue in introducing zero entry. Change creates concern and can be countered by communicating the strategy, making the case for why, and taking stakeholders on the journey. Finding and empowering enthusiastic champions can make a major impact on execution success.
New skills are necessary and there is undeniably a labour shortage. Selecting good partners and training people within existing teams can be used to get projects going and facilitate skills transfer to the wider organisation.
For mining executives, automation and zero entry are a frontier with risks, but equally, they represent an opportunity for significant rewards. Identifying the future state benefits and building a solid business case will certainly engender support.
At the end of the day, operators can fall asleep at the wheel, and automated haul trucks can’t. Zero entry mining points the way to different ways of working. Success in this space will save lives, reduce costs, and allow mining executives to sleep better at night. So, what are we waiting for?
Zero entry mining points the way to different ways of working. Success in this space will save lives, reduce costs, and allow mining executives to sleep better at night. So, what are we waiting for? Safety,
Photo: Turnbull Photography BBMC Yearbook 2022
The resurgence of Silicosis, Pneumoconiosis and other mine dust lung diseases has placed the spotlight back on the management of worker exposure to particulate matter across all mining sectors.
Worker exposure to particulates is currently monitored on a total mass basis (gravimetric analysis). It is becoming evident that the size and shape of the particulate matter can affect its potential impact on human health. While the contribution of respirable dust to respiratory disease is well known, and there is a substantial body of knowledge on particulate matter and its impacts on human health, it is also clear that there are major gaps in our understanding. In part, those gaps relate to the contribution to adverse health effects of mineralogical constituents in the dust. The number of mine dust lung disease cases continues to climb in Queensland, where 317 people have been diagnosed
as of 31 October 2021, with more than twice as many cases of silicosis (11) than CWP (5) being diagnosed in FY22. There were 29 cases of chronic obstructive pulmonary disease (COPD) diagnosed in FY22 alone, which is a significant increase. COPD is an umbrella term, including emphysema and chronic bronchitis.
Despite its prevalence, there are major gaps in our understanding of particulate matter and its impacts on human health. In previous decades, disease severity was thought of only in terms of the magnitude of exposure and career duration. However, studies in both the United States and the United Kingdom have detailed regional differences in the workers diagnosed with different lung diseases.
For instance, the UK has found the CWP risk varied significantly by county, with chronic bronchitis and emphysema found to have less geographic variation and not correlate with CWP. Research suggested that the risk of chronic bronchitis and emphysema may not be directly determined by the measure of exposure but rather as the result of larger particles of dust, in the inhalable size fraction, depositing in the tracheobronchial region.
When sampling for personal exposure to respirable dust, it is important to know what you are measuring. Gravimetric sampling measures the total mass of dust, but the toxicity of the dust can change with the size, shape and mineralogy of the components. Testing performed at the National Institute of Occupational Safety and Health (NIOSH) in the US found lung tissue was more reactive to ultrafine crystalline silica particles (mean particle size of 0.3 microns) than the commonly measured respirable fraction (mean particle size of 4.1 microns).
The number of particles present may also affect the health hazard of the dust. The gravimetric sampling techniques currently in use measure the total mass of the dust collected on a filter. This total dust mass does not consider the number of particles present and, assuming a constant density, it would take 2,578 particles of a 0.3µm diameter to equal the mass of one particle of 4.1µm diameter. This means it may be possible for a worker to be exposed to a significant number of ultrafine particles that do not add up to enough mass to exceed the eight-hour time-weighted average exposure limit, but still pose a significant hazard.
Despite its prevalence, there are major gaps in our understanding of particulate matter and its impacts on human health... it is becoming evident that the size and shape of the particulate matter can affect its potential impact on human health.
The University of Queensland has developed a methodology for characterising respirable and inhalable dust samples using scanning electron microscopy with energy dispersive spectra on the Mineral Liberation Analyser (MLA). The MLA was originally developed at the Julius Kruttschnitt Mineral Research Centre, part of the Sustainable Minerals Institute at UQ.
Multiple samples from numerous mining operations have already been analysed using the MLA. The process has been successful in showing the variety of mineralogical components and particle size distributions present in various areas of the mines.
There can be several sources of dust in the mine besides the cutting of the coal seam, such as:
• vehicle traffic through the mine
• the mining of roof or floor rock or rider seams
• stone dusting activities
• other activities in the mine, such as shovelling
Performing sampling in actual mining conditions picks up the contributions from all these sources, which in some instances can be significant. Samples were taken in a variety of underground locations, including at the maingate and midface of the longwall, around the continuous miners, on the shuttle car, in belt roadways, and during secondary recovery activities.
The overall size distributions of the dust can be calculated by the MLA based on the individual particles. It should be noted that the MLA is measuring actual particle diameter, not aerodynamic equivalent diameter (AED). For the coal mines, many of the areas seem to follow a pattern, with the midface of the longwall being the finest PSD, while the maingate is somewhat coarser and the continuous miner section is the most coarse.
These variations in particle size distributions may be indicative of the number of particles that a person would be inhaling for a given mass of dust. There would be a larger number of small particles in the same mass of dust on
the longwall than there would be on the continuous miner section. This would also mean that there would be more surface area on the longwall particles when compared to the coarser CM particles.
The MLA characterisation data is also showing respirable particles are more complex than initially thought. The particles look to be agglomerating at this small size producing multiple mineralogies in one particle, not just particles of single mineralogies as was initially thought.
Ultimately, more work is needed to characterise the dust present in different mining environments in order to better understand how the chemical components, particle sizes and shape contribute to the health effects. The University of Queensland has begun this important characterisation work starting with underground coal and metals mines. This technique can be applied not only to different mining environments but also to more general applications dealing with silica, such as stone benchtop workers.
Researchers in the Minerals Industry Safety and Health Centre within SMI have recently been awarded a $2.4 million research grant to collaborate with the University of Illinois Chicago and the University of New South Wales for further dust research. These projects include the characterisation of more underground coal mines as well as surface coal mines and the engineered stone industry. The work with UNSW includes lung tissue work which will allow the mineralogy of the dust to be compared with its toxicity.
The talent shortage is the single biggest challenge faced by the resources industry in managing the future of work, and it’s time for mining conglomerates to step up to the plate and take responsibility.
The Australian Resources and Energy Employer Association released a report this year claiming the mining industry will need 24,000 new workers over the next five years to continue planned projects. Meanwhile, apprenticeship commencement rates are slowly decreasing, with mining companies turning to foreign skilled labour to mitigate skills shortages during the recent boost in production and commodity prices.
To those mining conglomerates - the powerhouses of the industry who have ramped up operations in 2022 - I ask you this. What are you doing to combat the talent shortage that threatens the future of not just your profitability, but the livelihood of hundreds of business owners across the country?
The future of work is changing as the expectations of employees and employers alike adapt to society’s trends. Whether it be hybrid work models, automation or skillset shifts, the modern organisation has been forced to cope with uncertainty through unprecedented times.
However, with decreasing birth rates and an ageing population, the resources
industry is now more at risk than ever. The Australian Productivity Commission predicts overall participation rates for physically demanding roles will drop from 64% to 56.3% by 2044. Meanwhile, the youth unemployment rate skyrocketed to an all-time high of 16% in recent years, with recruitment barriers that have been placed on contractors also contributing to the problematic trend.
Yes, safety is a priority on site, and employers have a responsibility to mitigate risk for their workers. However, it is time Tier 1 mining companies worked with contractors instead of against them, taking a leaf out of the Australian Government’s book and introducing an apprenticeship program to help combat the talent shortage.
As a result of the 2022 Jobs and Skills Summit held in September, the Australian Government committed to consultation with stakeholders to address workforce shortages in priority sectors. This included the enforcement of the Australian Skills Guarantee, which requires one in ten workers on major government projects to be an apprentice, trainee or cadet. This is an approach that could be used on mine sites to allow qualified trade professionals to mentor an apprentice, giving the person the valuable experience they require while under supervision, and in turn boosting trade completion rates.
A mentor program for apprentices would allow contractors to supply the required labour - aligned with increased demand - as well as achieve diversity targets usually difficult to meet due
to recruitment barriers. An increase in apprenticeship opportunities would provide improved prospects for minority candidates, also promoting creativity and strategic resilience, as a result of increased diversity in the workplace.
From my experience working in the Bowen Basin resources sector, there is a disconnect between the Australian Government and mining conglomerates in relation to their approach to apprenticeship intakes. Only a collaborative attitude moving forward will address the growing talent shortage.
For example, a Tier 1 mining company welcomed 51 new apprentices in the Bowen Basin in March 2022, with those apprentices carrying out a work readiness program before heading to site for hands on training. Meanwhile, maintenance contractors are tasked to provide hundreds of workers for each shutdown, with only qualified tradespeople requested for labour. This forces those with aspirations to complete an apprenticeship into roles as trade assistants, just to gain any form of onsite experience. While this provides exposure to the mining industry, it does little to provide the qualifications needed to gain employment in their preferred trade and decreases the number of apprenticeship commencements.
The $3.9 billion Boosting Apprenticeship Commencements program may deliver a wage subsidy to employers; however the financial support is mute if the apprentices are unable to complete their training due to on-site work barriers.
At present, FMS Group has just 10 apprentices among its 500-strong
workforce. With a mentor trade program in place, dozens of additional apprenticeship opportunities could be provided within its Diesel, Projects and Field Divisions. This is an outcome that would be replicated across multiple Australian companies – all of whom are constantly pouring money into recruitment - to no avail. A collaboration between Tier 1 mining companies and the Federal Government to place apprentices on every mine site shutdown – after a period of subsidised offsite training – would take a similar approach to the Australian Skills Guarantee and allow the hundreds of labour contractors across the country to provide both apprentices and trade-qualified employees for maintenance projects.
The talent shortage crisis really comes down to a simple problem. Employers are fishing from a shrinking pool of tradequalified Australians, and fewer apprentices are given the opportunity to complete their qualifications. Mining giants want qualified tradespeople on their shutdowns, no exceptions, yet the list of suitable candidates dwindles every day. It’s clear in the $10,000 sign-on bonuses offered by Central Queensland contractors that employers are becoming desperate, forced to turn down sizeable projects because they can’t provide the labour.
This crisis is rampant across the nation, spanning all industries, not just mining. It is no secret that businesses are screaming out for workers – half a million to be exact – and the time to sit and wait for action has passed. It’s time for the big guys to give a helping hand to the little guys.
With the state of mental health in mining only lately being recognised as an issue, leaders are now required to lean into caring for the teams, not just the tonnes.
Although the mining industry has made significant progress in the last decade or more in relation to caring for the humans on mine sites, there is still a way to go. And by ‘caring’, I mean it is not just about sending miners home in one piece, it is about building psychologically safe workplaces, where miners feel like their leaders listen, connect, and care.
But what happens when leaders (or mining organisations in general) don’t have the ability to listen, connect and care? The emotional state of miners suffers. And as much as it is acknowledged that it is not just a lack of psychologically safe leadership that impacts the mental health of our miners, that is the place to start.
Leadership – caring for teams, not just tonnes
Leadership has changed so much since I was a young tradesperson working on a remote iron ore mine site in outback WA. In May 1994 (yes, I can still remember my first day on a mine site), the senior supervisor was so disappointed that I had been hired by the company. Yes, I was straight out of my apprenticeship, and yes, he was right when he shared with me how he really felt.
He said, “I don’t know how you even got a job here. You’ll take two years to come up to speed on our gear, and we’ll have to carry you until then. What was HR thinking?” It was said in more colourful language, but you get the picture. Not a very supportive or caring approach. But that is how it was back then. Just say it how it is, right? And that was a good approach in the 90s, where it was a case of toughening up. Good leaders know that this is not a great way to motivate miners, and that poor leadership can exacerbate the mental health challenges that team members suffer through.
With the state of mental health in mining only lately being recognised as an issue, leaders are now required to lean into caring for the teams, not just the tonnes. Including the emotional and mental fitness of their miners. For some mining leaders, these skills don’t come easily and are hard to learn.
But they can be learned.
Workplace mental health – what does it take?
What we know is that the current interventions of mental health first aid training, Employee Assistance Programs, and other types of mental health support are working … to a degree.
Asare-Doku, Rich, Kelly, and James (2020) reported on the state of mental health in mining and noted that such “interventions might be accepted in other occupations and might be different in mining because of the unique characteristics such as a male-dominated workforce, hence reluctance in seeking help for psychological problems due to toxic masculine ideals, age of employees, location, stigma and limited access to resources.” What Asare-Doku et al. recommend is a novel approach to the leadership of mental health initiatives in mining from both organisational and individual levels.
Organisationally, any initiative needs to be driven by the senior leadership team. Like all cultural or change initiatives, the more important it is to senior leaders, the more important it will become for leaders at all levels of the organisation. With that being the case, and given that a novel approach is required, what can be done differently at an organisational level?
The novel approach needs to address the one thing that stops people from engaging in the mental health process. And that is the stigma around mental health in mining. With over 2 in 5 (43.7%) Australians aged 16–85 experiencing a mental disorder during their lifetime, according to the Australian Institute of Health and Welfare, mental health should not be stigmatised. As a society, and within the mining industry, are we not at a point where mental health should be normalised, not stigmatised?
Instead of training miners in mental health first aid (or as well as), why don’t mining organisations train the whole business in how to be ‘Mental Health Champions’? Now that would be novel. Let’s forget about being the shoulder of support for our colleagues and focus on how to make mental health okay to talk about. In the right way, with the right language. And without making people feel like they are outcasts or condemned if they are struggling with personal or professional issues.
At an individual level, imagine for a moment (and this will stretch most people reading this) if pre-starts contained some mindfulness or meditation or breathing exercises to help people get ready for the day. Now that would be novel. Imagine putting team members through a training program that included personal development skills like empathy, connection, and emotional intelligence. So that everyone in the business was trained to be a good human, not just a good miner. And you could do that as part of the mental health champion training (I know this, because we have run that program in Gladstone recently for local industry representatives).
Helping miners become mental health champions, not just mental health first aiders, is the missing piece in mining. It is the novel component that Asare-Doku et al. are alluding to. It is different. It is powerful. It is empowering.
Empowering miners and their leaders to remove any stigma about mental health is the solution to making mining a more psychologically safe industry. And to reducing the impact of mental health conditions on our miners.
I just wonder which organisations will be early adopters, and which ones will wait and watch.
In summary, two in every four people you see on the street will suffer through a mental health condition throughout their lives (and this metric is potentially higher in the mining industry). Traditional approaches are somewhat successful in creating an emotionally safe working environment, but a novel concept is required. And that novel concept is a de-stigmatisation of mental health at an organisational and individual level.
In an ideal world, safety and health obligation holders have a complete and accurate understanding of all safety and health laws, obligations, functions and power. Ideally, these people also receive the resources – time, funding, supervision and advice – needed to achieve their legislative objectives, consistently and to an acceptable standard.
Unfortunately, investigations into mining incidents routinely find one or more of these resources to be deficient, and causal to the incident or matter under review. Confronting proof indeed that we do not live in an ideal world1
With the aim of improving safety and health outcomes for mine workers, this article discusses two important features of mine safety and health regulation in Queensland:
1. The legislation is risk-based (as opposed to prescription-based), and
2. The regulatory approach taken by RSHQ is similarly risk-based (as opposed to being legalistic).
Better understanding these features should help obligation holders meet their duty to promote and protect the safety and health of workers. But despite more than 20 years of a risk-based framework, many are yet to grasp what it really means in practice.
The risk-based current mining safety and health legislative framework was enacted in 1999. Queensland’s current legislation consciously moves away from prescription with the rationale that mining companies have specialist expertise in their local conditions,
and are best placed to manage risk. This reform followed the inquiry into the Moura No.2 coal mine disaster (1994) and was recognised as ‘best practice’ (legislation) by the Royal Commission into the Pike River coal mine disaster (2010).
Risk-based legislation promotes cooperation between workers and employers, focusing operator resources to achieve required outcomes. It is largely for them to determine the risk management methods, systems and controls to be used to achieve safety outcomes and demonstrate their effectiveness.
Importantly, the legislation still includes prescription, for example, where there is only one acceptable way of achieving a required outcome (for example, must ensure a plant item used at a mine…is protected by a methane detector2). But a major flaw of prescriptive rules in high-hazard industries is one of hazards and risks 'falling between the cracks'. Prescription can only begin to claim to be effective if it covers every conceivable risk scenario.
Prescription also encourages more of a minimum compliance attitude - just ‘do it by the book', and reduces employers' responsibility for safety. A compliance-based mindset can also impede the development of a culture of safety3
In FYE 2022, the coal mines inspectorate conducted 689 inspections and audits and issued 230 compliance directives. In aggregate, coal mines had a 1 in 3 chance of receiving a compliance directive and a 1 in 13 chance that this directive would suspend all or part of the operation.
Inspections and audits are increasingly risk-based, as opposed to being time-based. In this context, risk is, at minimum, a function of:
• the hazards and mining activities at site
• the operator’s demonstrated ability to manage risk, incident trends at the site and across industry
• issues and complaints raised by workers and the public
• areas of interest to the regulator identified through its analysis of data.
What does it mean to be a risk-based regulator?
In the last decade, the rate of serious mining accidents, including fatalities, was not improving4. The limitations of the historic, program-centric5 approach to regulation were evident alongside the benefits of moving to a more problem-centric6 approach. In 2017, RSHQ determined that to improve safety and health outcomes for workers, it needed a more contemporary, data-driven and risk-based approach to regulation7
RSHQ started by defining serious harm as an injury resulting in fatality or hospital admission and confirmed cases of occupational disease. Relevant performance goals were confirmed by the 2019 Brady Review as:
• reducing the industry's serious accident frequency rate
• reducing the prevalence and severity of occupational disease
• increasing the rate of high potential incident reporting8.
The regulator will add to these in the future, notably in the areas of critical risk control performance and incident pre-cursor events9
Being truly risk-based means moving away from the simplistic delivery of rigid and predictable programs of inspection and audit. We know that if increased inspections were effective, RSHQ would simply increase them until industry achieved zero serious harm – then keep them there: mission accomplished.
But this is not the solution. There are at least two major downsides - firstly, the transfer of ‘on-site risk ownership’ to the regulator (the inspector was here last week and did not say this (activity, system, control) was an issue; secondly, a normalisation of risk – the inspector is at site so often they risk becoming desensitised and captured10
Rather we look for the potential to seriously hurt workers, and we regularly find examples like
unidentified hazards, unsafe conditions, ineffective risk controls, inadequate training and competence verification and ineffective risk management systems.
Figure 1 illustrates the two overlapping approaches to regulation. On the left is the legalistic approach, focused on the rules. Violation equals illegality, and regulatory action follows. But if the violations are technical in nature and pose negligible safety and health risk, focussing on this area would not support our vision of zero serious harm, and we may be criticised as being focused on things that don’t matter.
Safety, people and health
Figure 1: Risk-based regulators focus in the RHS ellipse ‘harms focussed’ (after Sparrow)
In contrast, regulators focused on the right are preoccupied with identifying and eliminating serious harm – things that badly hurt workers. In this model, we may be accused of mission-creep or operating without authorisation beyond legal functions and powers.
The models overlap because the legislation does specify several known hazards and places obligations on persons to manage the risk arising from those hazards. RSHQ deliberately focuses on the right – the so-called expert model of risk-based regulation – and encourages industry to do the same.
It must be recognised that the risk-based approach challenges historical industry thinking and practices. For the regulator, it requires a more intellectual – for example, problem-centric – approach to tackling serious harm, a greater interest in collecting and analysing data to inform risk assessment and a willingness to experiment. Clearly, this encompasses changes to systems, process and culture.
For industry, without strict and simple alignment to ‘doing what the legislation requires’, mine management can struggle to obtain the support and resources to do the most impactful harm-reducing things, like implementing higher-order risk controls11. Investors and corporate masters may push back on initiatives and prefer operations focus on what the law requires, or ‘strict compliance’. Clearly, change is dependent on the maturity of that business’s safety culture.
There’s another recognised conundrum for both industry and regulator. It’s known as the bow-tie risk model where the left hand bow is compliance/rule focused and
the right hand represents the serious harm-reduction focus. The left-hand, compliance-focused consequence is low - nothing bad has happened, so the approach is either validated or invisible. But on the right-hand side of the bowtie – perhaps in the aftermath of an incident – the stakes suddenly become very high. Everyone - families, workers, community, head office, and the regulator wants to know why the most effective risk controls and systems were not implemented or maintained.
The problem-centric approach is proving effective. A clear example of this was the Mines Inspectorate’s 2020-21 Campaign for Change – if an inspector found defective equipment guarding energy isolation or maintenance, they stopped the operation until proven safe to re-start. It took this approach because workers continued to be seriously injured from these causes, a state which the inspectorate viewed as intolerable against our vision of zero serious harm. Following an education program and analysis of incident data, it conducted
264 targeted inspections and stopped operations 31 times, communicating the outcomes to educate all of industry and deter unsafe practices. We saw a reduction in this particular risk – an outcome, rather than mere outputs in the form of inspection numbers.
Well-targeted risk-based regulation makes best use of limited resources and focuses regulators’ efforts on harm minimisation. Not everything that is illegal is harmful, and many things that are not explicitly prohibited can cause harm12
1 See findings and recommendations arising from the 2004 Wran Mine Safety Review, 2018 Queensland resources safety and health regulator and funding models report, 2019 Brady Review, 2021 Coal Mining Board of Inquiry
2 Example – section 230 Coal Mining Safety and Health Regulation 2017
3 Hopkins, A. (2005). Safety, Culture and Risk: The Organisational Causes of Disasters. Part 2: A culture of rules [CCH Australia]
4 Based on incidents reported to RSHQ over the period 1999-2019. The 2019 Brady Review recommended industry recognise it has a fatality cycle, with approximately 12 fatalities likely to occur over any 5-year period.
5 Program-centric regulation involves the delivery of outputs e.g. inspections and audits, for which regulatory effectiveness is simply meeting targets. The simplistic response to a mining disaster or serious accident is to increase the number of outputs e.g. more inspections, more inspectors
6 Problem-centric regulation involves a careful examination of the harm e.g. mine dust lung disease, so that targeted risk-reducing initiatives can be identified, prioritised, and implemented, with appropriate measures of regulatory effectiveness e.g. reduction of mine dust, accuracy of disease screening, proportion of disease cases detected early
7 We deliberately focus on serious harms, which we define as fatality, serious accident, and disease. RSHQ Vision
8 Per 2019 Brady Review recommendation 11, RSHQ encourages industry to increase its identification, reporting and response to high potential incidents, as they represent opportunities identify and controls hazards, share learnings at site and across industry and promote a culture of safety
9 Pre-cursor events include methane gas exceedances, dust and fume exceedances, and near-misses. These all reinforce the importance of accurate, timely and fulsome incident reporting by industry, to increase opportunities for industry learnings and more effective risk control. If we don’t know about something, how on earth can we fix it?
10 In this context, regulatory capture occurs when a regulatory agency, meant to act in the public interest, instead advances the commercial or other interests that dominate an industry or sector the agency is charged with regulating. In its most severe form, regulatory capture can lead to regulators ‘turning a blind eye’ to serious matters and putting business interests ahead of the public interest
11 For example, Recognised Standard 2 Control of risk management practices and Recognised Standard 20 Dust control in surface mines. Reference is made to the risk management process, encompassing establishing the context, risk identification, risk analysis and evaluation, risk treatment and monitoring and review. Reference is also made to the hierarchy of risk control effectiveness
12 Sparrow, M. (2008). The Characters of Harms. Cambridge University Press: Cambridge, UK
Dr Siavash Es’haghi, Radiologist and CEO/Managing Director, Lungscreen
Pneumoconiosis and silicosis are two of the most common occupational lung diseases. Pneumoconiosis is a general term used to describe a group of lung diseases that are caused by the inhalation of dust particles, while silicosis specifically refers to the lung disease caused by exposure to silica dust.
The most common form of pneumoconiosis is coal workers' pneumoconiosis, or black lung disease, which is caused by inhaling coal dust. Symptoms include coughing, shortness of breath, and chest pain. Pneumoconiosis can lead to serious health problems, including respiratory failure and death. The history of pneumoconiosis in Australia can be traced back to the early 1800s when coal miners began to develop black lung. In the early 1900s, cases of silicosis began to be reported among Australian gold miners. The first cases were found in miners who were exposed to large amounts of dust while working in the mines.
Pneumoconiosis became a major problem in Australia in the 1960s and 1970s when many mines switched from wet to dry methods of mining. This resulted in large amounts of dust being generated, which increased the risk of pneumoconiosis for miners. The Australian government responded to the problem by introducing new regulations to protect workers from exposure to dust.
Today, pneumoconiosis is still a problem in Australia, but the number of cases has decreased dramatically since the introduction of these regulations. However, these diseases still occur occasionally, and it is important for employers to report any cases so that they can be properly managed and treated.
Why is early detection so important?
Pneumoconiosis and silicosis are both preventable lung diseases. There have been significant improvements in safety measures in reducing and monitoring dust particles at workplaces. However, these have not been able to eradicate the disease. Identifying the disease early remains the most efficient way of protecting workers.
Whilst clinical evaluation and examination are important in identifying symptoms in individuals at risk, in most cases, the onset of symptoms can be late. But early signs and evidence of early changes in these diseases are visible only on chest imaging.
With chest X-ray screenings, doctors can identify workers who may be at risk for the disease early and provide them with early treatment. This can help to prevent the development of more serious symptoms and even reduce the risk of death. Early detection and treatment are the best ways to protect workers from the dangers of pneumoconiosis. While there is no cure for pneumoconiosis, early diagnosis and treatment can improve a person’s quality of life.
The ILO classification system1 is a standard method for classifying the presence as well as the severity of pneumoconiosis on chest X-rays. This system is a powerful tool in chest X-ray surveillance. The International Labour Organisation (ILO) is a specialised agency of the United Nations2 that seeks social justice for labour and human rights. Since 1950, the ILO has periodically published guidelines for the classification of chest X-rays for detection of pneumoconiosis, with several revisions, the latest of which was released in 2011.
The aim of the ILO classification has been to codify and standardise3 the approach to the chest radiograph, resulting in improved consistency and efficiency in protecting the health of all workers who are regularly exposed to occupational dusts.
The ILO classification has a set of standards against which all chest X-rays are compared.
The Queensland government mandated4,5 the independent double-blind read and adjudication process as prescribed by National Institute for Occupational Safety and Health (NIOSH). This has proven to be the most robust and measurable approach to the industrial lung surveillance program. Through this process, each chest X-ray is reported independently by two radiologists using ILO classifications in a structured format to allow comparisons and to observe discrepancies. In particular, the reports are compared for the presence or absence of classifiable diseases indicating pneumoconiosis and silicosis.
Identifying subtle changes in chest X-rays is difficult. Given the significance of early detection, the ‘dual read’ process relies on more than one radiologist to determine the result. If there are discrepancies between the reports, the images are reviewed by a third independent radiologist to determine the adjudicated report.
In some cases, the reports and opinions can be widely varied. In these situations, the chest X-ray is further reported by a fourth and even a fifth radiologist to achieve a wider range of opinions before the final report is determined. This process ensures the increased quality of reporting and also enables increasing levels of education and quality assurance for each radiologist. Each person receives regular feedback on their reporting patterns, and the patient wins because we are maximising the opportunity for early detection of the disease.
1 ILO Guidelines https://www.ilo.org/safework/info/ WCMS_108548/lang--en/index.htm
2 About the International Labour Organisation https:// www.ilo.org/global/about-the-ilo/lang--en/index.htm
3 Example ILO report https://www.cdc.gov/niosh/topics/ cwhsp/pdfs/cwhsp-readingform-2.8.pdf
4 RSHQ MMQ Legislation https://www.rshq.qld.gov.au/ resources/documents/occupational-health-and-hygiene/ qgl04-guideline.pdf
5 Coal Mine Workers' Health Scheme https://www.business. qld.gov.au/industries/mining-energy-water/resources/safetyhealth/mining/medicals/coal-workers-health
Chest imaging is vital for characterisation and categorisation of the early change of these diseases. Identifying the disease early remains the most efficient way of protecting workers.
Lung screening for coal and mineral mine and quarry workers leads to early detection of disease and saves lives. It isn’t just smart business. It’s the law.
When your workers have their lung health checked, don’t compromise on quality.
Insist on the best. Insist on Lungscreen.
Lungscreen’s radiologists are internationally certified in specialist lung screening.
We’re independently audited by international bodies, and we’re the only organisation appointed by the Queensland Government to provide lung screening to the coal industry.
Breathe easy.
BBMC Yearbook 2022
Photo: Turnbull Photography
Bravus are ‘doing what we said we would do’ David Boshoff, Chief Executive Officer, Bravus Mining and Resources
31 March 2022
Starting off 2022 a little late but stronger than ever, we welcomed David Boshoff, CEO, Bravus Mining and Resources, who updated the 200-plus audience on the Carmichael Mine and Rail Project.
As the Carmichael Project neared the end of the construction phase, exciting milestones included:
• First coal struck in June 2021
• Locomotives and wagons for the Bowen Rail Company arriving in September 2021
• Payments to regional Queensland contractors topping $1 billion in October 2021
• MacKellar and Bravus recruiting 60 new-to-industry operators in November 2021
• Commencing railway testing and train commissioning, also in November 2021
• Assembling first coal for shipment in December 2021
Mr Boshoff was particularly proud of the economic and employment impact of the Project, which has delivered more than 2,600 jobs since construction began.
“It’s a little-known fact that at one stage during COVID-19, the Labona airstrip on our site was the second-busiest regional airstrip in Australia!” he said.
Mr Boshoff also provided an update on Bravus’ environmental commitments, including zero impact to groundwater sources like the Doongmabulla Springs, ongoing management of the 30,000 hectare conservation area around the mine, and ongoing study and protection of the Black-throated Finch.
“We’re also invested in the communities where we operate, with over $2 million awarded through brand sponsorships and community grants since 2018.”
“We’re particularly fond of our Cowboys partnership, which goes beyond our branding at their games to important initiatives like the Adopt-A-School program in North Queensland schools.”
“We want to pass on a huge thanks to regional supporters like the BBMC and everyone here in the room – it’s so fantastic to update everyone on the things that we said we’d do, as now we’re actually doing them.”
Mr Boshoff also gave an overview of Bravus’ operations in Australia, plus the bigger vision of parent company Adani’s mission to become the world’s largest renewable power generating company by 2030, to support a staggering 44% increase in India’s population by 2050.
“Just last year India’s power demand increased by 11%. It’s impossible to support that kind of growth with renewables alone,” he said.
“Without access to reliable and affordable power, the lives of people in India and elsewhere around the world cannot improve, and sustainable baseload coal-generated power is a part of the energy mix solution.”
“There is no question that demand for thermal coal will be strong for decades to come.”
Going from a relatively unknown player to one of the largest global metallurgical coal producers, the last 12 months have been significant for Stanmore Resources. In his May keynote, Marcelo Matos outlined some of the bold moves Stanmore’s undertaken recently. He explained that Stanmore is going through a notable transformation as a company with the execution of some massive changes, including purchasing BMC’s assets in the Bowen Basin, aiming to build a leading metallurgical coal powerhouse.
From the acquisition of mothballed Isaac Plains in 2015 for just $1 to expansion of the Isaac Plains and Isaac Downs mines, the purchase of a 50% interest in the Millennium/Mavis Downs lease, and the $1.2 billion acquisition of 80% interest in BMC, the timing of Stanmore’s purchases has been immaculate. Speaking about the meteoric rise in coal price while these transactions were underway, Mr Matos deadpanned, “I think we timed it pretty well, and we got a bit lucky!”
“We are now one of the largest global producers of metallurgical coal, and we will be watched closely going forward. We are now running four mines within a 50km radius, targeting 5.9-6.5 Mtpa of coal in the second half of the year as per recent guidance, equivalent to an annualised rate close to 13 Mt of managed tonnes.”
He said that in addition to their metallurgical coal operations, Stanmore is also now one of the world’s largest individual PCI producers, wellplaced in a global market facing tight supply and Russian sanctions. PCI coal also represents an interesting value proposition to steel makers economically, as well from an emissions standpoint. With Russian PCIs under
strict sanctions, markets like North Asia and Europe, which are the most affected, are naturally being replaced with Australian PCI. This means PCI prices are at historical peaks and close to premium hard coking coal prices.
Mr Matos also covered the significant size of Stanmore’s operations, which now comprise 600+ employees and 700 active suppliers, plus a fleet that includes 3 coal processing plants, 3 draglines, 26 dozers, 8 excavators and 29 haul trucks.
“It’s a big step up for us as a company, from a 20-strong management team to a completely different kind of company, including managing over $600 million of procurement in-house this year. We want to simplify doing business with our suppliers, and we’ve been meeting with them to find ways to work smarter, with a more site-centric approach.”
“The market’s too good to have disruptions, so our integration plan is strongly focused on ensuring business continuity and minimising disruptions to keep things moving. For the suppliers present and interested in working closely with us, we are working our procurement book and strategy and there are many projects and tenders to come in the next few months.”
It’s not all coal-focused either –Stanmore Green is the company’s new vehicle for developing sustainabilityfocused projects across the company’s Bowen basin footprint. This includes solar power generation for sites, mine rehabilitation initiatives, and other concepts like hydrogen-powered mining fleet and environmental offsets.
“It’s important for us to look at the best way to leverage our assets and capabilities to promote initiatives and projects to reduce our emissions, carbon footprint and environmental impact,” said Mr Matos.
“It’s a pretty big scope, we need to be careful on what we promise but we’re optimistic about being able to make a difference and work with our community and suppliers to think differently.”
The Bowen Basin and beyond: what’s next for Stanmore Resources?
Marcelo Matos, Director and CEO, Stanmore ResourcesPhoto: Stanmore Resources Douglas Thompson, Chief Operating Officer, Coronado
28 July 2022
Douglas Thompson, the recently appointed COO of Coronado Australia, addressed the annual Rockhampton BBMC luncheon in July, presenting the company’s ethos, culture and strategy. He elaborated particularly on their Curragh Mine’s 22% growth target over the next three years, with both staff and suppliers integral to the outcomes.
“A mine is just a hole in the ground if you don’t have people around it – the team is what helps us build for the future.”
“We’re bringing everyone on the journey with us – we’re going to need technical advances and suppliers that can support us to uplift our core performance,” said Mr Thompson.
The presentation covered the next phase of growth for Curragh, now truly hitting its stride since the site’s acquisition by Coronado in 2018. This includes brownfield expansion opportunities,
including the potential to expand into underground operations.
One constant driving this growth is the global demand for metallurgical coal, with seaborne demand forecast to grow by more than 30%, to over 400 million tonnes by 2050. Coronado’s Curragh mine is complemented by high-quality metallurgical coal assets in the USA, underpinning the company as one of the leading metallurgical coal producers on the planet.
When asked about the role of Coronado in a low-emissions future, Mr Thompson was positive about the need for steel in any future.
“Steel is a critical component in the transition to a low-carbon economy –and at Coronado we proudly wear our tagline: Steel Starts Here.”
“Curragh’s scalable infrastructure includes large electric fleets offering emissions leverage towards net zero. This means that our plans are not just aspirational – we’ve got projects in place that are working towards things like a net zero emissions target in 2050, starting with a 30% reduction in our scope 1 and scope 2 emissions by 2030.”
But on a question about mining royalty hikes, Mr Thompson mentioned the elevated sovereign risk now present following the recent sudden change to the coal royalty regime implemented without consultation by the Queensland Government.
“Our team is looking to expand and while Queensland’s metallurgical coal is a great commodity, the recent royalty changes don’t send a great message to the market in terms of confidence in investing in a Queensland asset. It won’t stop mining – the tonne of coal will still be mined, but sadly for Queensland, it may just be mined somewhere else.”
“When we’re looking to purchase an asset, we’re looking for metallurgical assets that have added value, on-site processing, convenient port facilities, and are long-life assets.”
Will this be in Queensland, or will the Curragh powerhouse remain the company’s only Queensland asset? Only time will tell. But one thing was clear – suppliers and potential suppliers to Curragh should be clear about how they can add value under the ‘One Curragh Team’ approach.
Fitzroy Partnership for River Health is a collective of resources, agriculture, government, natural resources, research and community that works to assess and report on waterway health in the Fitzroy Basin.
Be a part of something significant for the Fitzroy region, connect with others in your industry and beyond, and strengthen your social licence to operate in one of Australia’s most significant regions, rich in resources and environmental assets.
Steel starts here: Coronado looking to a strong future
Glencore’s Group Procurement Manager, Darren Oliver, addressed the importance of staying proud of the coal industry at the Bowen Basin’s Mining Club’s mid-September event.
He thanked the suppliers and contractors of the Bowen Basin for their unwavering support of Glencore’s operations over the ‘perfect storm’ of the last two years. Glencore acknowledged that close partnerships with local suppliers kept operations producing coal safely and efficiently when pandemic restrictions, supply constraints and freight shortages became the ‘new normal’.
As a company that has weathered the storm of the pandemic, Glencore’s 2021 contribution of $27 billion in total economic activity is significant. Queensland’s economy benefited from $9 billion, with 27,860 direct and flow-on jobs, and 3,240 suppliers with an annual spend of $3.2 billion.
However, those suppliers, along with the rest of the procurement landscape, are still undergoing radical disruption. But maintaining and building the supply of good people is at the forefront of management’s focus.
Glencore’s deep-rooted culture of upskilling and innovation in employee programs is making a massive difference within the company, but staffing remains front-of-mind for management.
Despite facing the same pressures from financial, insurance and shareholder interests as other enterprises whose main business is associated with fossil fuels, Mr Oliver asserted Glencore’s commitment to the long term, and Glencore’s continued support of suppliers who support them.
Glencore’s ambitious global target is to achieve a net-zero business by 2050. Continuing through rapidly changing times, Glencore is taking ‘substantial and public steps’ down its ‘decarbonisation pathway’.
While it may seem an oxymoron for a coal producer to talk about carbon reduction, Mr Oliver reiterated the ways in which Glencore will both manage its footprint and contribute towards global decarbonisation, while continuing to supply high-quality energy to global customers.
In the Bowen Basin, Glencore is pursuing approvals for the greenfield Valeria Project near Emerald. Planning for first coal in 2028, the open cut mine could potentially supply 20 million tonnes of world-class thermal coal for approximately 37 years, with a significant contribution to maintaining the economy of the Central Highlands.
After a 40-year life Newlands Mine will stop producing and washing coal in 2023, but rehabilitation activity is planned to continue through 2042. And at Milmerran Power Station in the Surat Basin, a $210 million test injection project is well underway with Glencore subsidiary company CTSCo to demonstrate the viability of carbon capture, transport and permanent storage innovations.
Mr Oliver encouraged current and potential suppliers to build relationships with local Glencore operations, who have significant autonomy in procurement for their operations, supported by the corporate team and national partners.
In closing, Mr Oliver encouraged the audience with two imperatives going forward – to ‘maintain shareholder trust and to be proud of your coal industry’ – knowing that we face challenges but that we’re able to contribute meaningfully to our communities for many years to come.
Stay proud and loud – promoting the coal industry
Darren Oliver, Group Procurement Manager, GlencorePhoto: Turnbull Photography Melanie Saul, ESG Manager, Pembroke Resources
24 November 2022
Pembroke Resources General Manager, Blair Richardson and ESG Manager, Melanie Saul delivered an eagerlyawaited update on the Olive Downs Complex at the BBMC’s final luncheon for 2022.
For the Pembroke Resources team, 2022 has been a year when plans and projects put into play five or more years ago have come to fruition. While moving through the necessary government approvals, planning and permits, and community consultation, Pembroke has also been proactive in securing ‘take and pay’ contracts for essential supporting infrastructure as it became available, in order to guarantee future delivery capacity. These have included:
• Port capacity – this was secured four years ago at Dalrymple Bay Coal Terminal.
• Water supply – Pembroke Resources contracted supply from Sunwater several years ago, well before it was essential to the site.
Key early works programs
• Constructing a 26km water pipeline and a high-level bridge across the Isaac River.
• The 75m communications onsite tower is currently being commissioned to ensure 4G coverage across the site, Pembroke also upgraded the Moranbah town tower as a spinoff benefit for Moranbah. A major milestone for 2022 was April’s sod-turning ceremony which marked the official start of construction of the mine infrastructure area, now that the full $500 million construction program is fully funded.
Mr Richardson emphasised the multigenerational impact the Olive Downs Complex would have on families in the area over its 79-year approved life cycle. The project has a deliberate long-term focus, as the Bowen Basin’s high-quality coking coal will be in global demand for steelmaking in the long term, and Olive Downs will be an ‘engine room’ for the regional economy and supply essential steelmaking coal for economic advancement internationally. Pembroke’s production will be more than 90% coking coal, aiming for 20 Mt ROM capacity annually when at capacity. At full production, the mine will employ over 1,000 people. Pembroke is committed to offering viable alternatives to FIFO or DIDO options and will fully support those who wish to settle in Moranbah.
Automation a key component of futureready fleets
Importantly, Thiess was contracted early in 2022 for mine production services. The approach is to outfit the site with mostly new equipment, including 800-tonne excavators supported by Caterpillar 793 and 794 haul trucks. The Olive Downs Complex will be the first greenfield east coast site to roll out full automation with three automated fleets and two manned fleets.
Looking ahead, Pembroke sees that having leading technology operating locally will draw the next generation of skilled mining workers to the project. Pembroke, Caterpillar and Thiess are fully committed to the resources required to fulfil this vision for the Olive Downs Complex over the next five years, for first coal shipping in the first quarter of 2024.
ESG Manager, Melanie Saul attributes Pembroke’s smooth approvals process in part to the very proactive stance the company has taken to operate ethically on every level, ensuring contributions are made on local, regional and national levels.
An excellent example is the clearing activities protocol. Pembroke undertakes a 3-phase process focused on biodiversity initiatives – firstly, night surveys with drones fitted with infra-red capability to identify koala populations. Koalas are then taken for full health checks and tagging in the purpose-built veterinarian clinic onsite. Secondly, an ecologist team identify every greater glider habitat tree in the target area, marking them for further investigation. And finally, fauna spotters utilise elevated work platforms to check each hollow in every tree in the target area to identify greater glider populations. Like the koalas, the gliders are then taken to the veterinarian clinic where full health checks, tagging and DNA samples are undertaken. Both koalas and greater gliders are then tracked in real-time using latest technologies within the dedicated conservation zones along the Isaac River. Pembroke is collecting the data on these Australian icons to contribute to much-needed research through partnerships with leading universities.
Pembroke Resources have partnered with Tier 1 companies, including Thiess, Sedgman, Golding and Aurizon for project delivery. Pembroke has extensive social commitments, including engagement and provision of opportunity for local and regional participation, and support for community goals. Contracting partners are strongly encouraged to contribute to these commitments. Pembroke provides favourable 30-day payment cycles and their procurement gateway is now up and running, with staff on standby to assist small businesses through the process as necessary.
Olive Downs Complex is all systems go
Blair Richardson, General Manager, Pembroke Resources
During the year, the BBMC Crib Room Podcast hosted leaders from parts of the mining industry most affected by changing political and environmental pressures. We asked the big questions – and discovered fascinating littleknown facts about our guests and their influential journeys.
Nothing is off the table in The Crib Room – here’s what we discussed! Interested in catching up on past episodes? Search ‘BBMC Crib Room’ wherever you listen to your podcasts, or visit bit.ly/cribroompodcast.
Mining, minerals and approvals with Mike Kaiser, Director-General, Department of Resources Kicking off the year, we had an insightful ‘behind the scenes’ talk with Mike Kaiser. Mike came into the role of DirectorGeneral when the Department of Resources portfolio was created in 2021 (although he has now moved on to a role as Director-General of the Department of State Development, Infrastructure, Local Government and Planning). Mike brings more than 30 years experience across the public and private sectors, including time as a partner at KPMG and acting as chief of staff to two Premiers.
Shedding the water and energy portfolios in late 2020 made the Department much more focused. Mike commented that stakeholders have appreciated fewer distractions
caused by the trimming down of the Department, as it’s enabled staff to take time to better understand and respond to a smaller group of stakeholders. Mike said that “We can be the kind of regulator that says ‘no’ all the time, or the kind of regulator that says ‘yes, provided that...”. The intent of the government is to try and be as helpful as possible to grow the industry.
Mike is a strong advocate of mining and is outspoken about the fact that the way to alleviate climate change is to increase mining. As he pointed out, it comes down to the reality that the world is craving the minerals required to create and store electricity. Electrifying the economy is going to take more mined minerals, as the projections for the demand for rare minerals continue to climb. So we have to accept there is going to be more mining, not less.
Mike believes it’s important for everyone to understand our laws and regulations that feed into the mining industry to create a fantastic platform for companies to build their own ESG credentials. This leads to more ethical business activity overall and gives Queensland businesses the ability to compete favourably on world markets by using our superior ESG foundations.
Mike acknowledged the widely-held criticism that the Department needs to be more streamlined to achieve industry growth. The 2022-published Queensland Resources Industry Development Plan (QRIDP) does reflect that the Department is quite upfront about this situation, and is working through many recommendations for practical ways to improve processes. And Mike’s parting words of wisdom - “If you want to go fast, go alone; if you want to go far, go together”.
Geology, exploration and the future with Kim Wainwright, Chair of the Queensland Exploration Council and Chief Executive of Xplore Resources
In Episode 2, we welcomed Kim Wainwright, who, in addition to her mining industry portfolios, contributes to no less than five boards and has run an NDIS support organisation since 2019. She gets through her day by being strongly task-focused and demanddriven work and making sure there’s great support around her.
We asked how the skills shortage has affected Xplore Resources and the wider exploration industry – a hot topic for the year! Lack of migration and the Great Resignation has created a perfect storm affecting businesses across the board. Kim could place 20 – 30 geologists in an hour, for example.
Kim suggests that the resource industry could help to keep the exploration pipeline open through an increased emphasis on early education and awareness of the industry. Additionally, stronger pressure needs to be exerted to re-address why Australian universities are not offering and promoting specific opportunities in the geological sciences. With graduate numbers falling to a fraction of what they were even a decade ago, it’s imperative to take urgent steps to re-establish a stronger pipeline of graduates.
Kim discussed the current state of Queensland’s exploration activity, highlighting the raised activity as demonstrated on the Exploration Scorecard for 2021, with most companies looking to spend more money on activity. There was $3 – $4 billion raised on the ASX, mostly for the juniors in the previous year, so besides the lack of people and equipment shortages, there’s much hope for great discoveries in the near future. Kim noted, “We’ve seen even larger companies undertaking exploration and extension, as well as the juniors undertaking the exploration phase, then forming joint ventures with major producers.”
Mining booms and net zero with Allan Fidock, Chief Executive Officer, Batchfire Resources
Episode 3 was a great conversation with Allan Fidock, one of the mining industry's most experienced managers. Looking back on his days as Executive General Manager of Macarthur Coal, he reflected that the challenges then are not that different to the issues we face today – labour shortage was always a problem. The difference is that today it’s a numbers game, while three decades ago there was a chronic lack of people with specialised mining engineering qualifications.
As a native of Muswellbrook district, Allan ‘fell’ into the industry as a trainee mine surveyor straight out of school. He's been through all the boom and bust cycles since then. He commented that we’re at the point where supply-side constraint is an issue with fewer mines being approved, and equipment logistics issues further hampering operations. Our markets have reshaped since China’s embargo of coal from Australia started, and while global demand is still strong, it’s more and more difficult to meet that demand. On the upside, the unprecedentedly high price point is healthy for recapitalisation and a sustainable future, and we need to make the most of it while it lasts.
Allan’s spent time on both sides of the fence as a contractor and a mining executive. He does appreciate being able to better understand the drivers behind both owner and contractor. It does help with contract negotiations, with an eye to getting the best economic outcome all round.
Batchfire is one of Queensland’s older working mines, running continuously in the Callide Valley since 1944. We discussed the pros and cons of a legacy site like Batchfire. Obviously, there are many long term employees with great knowledge, but this can also create a barrier to change when management wants to introduce changes.
Asset management is another problem peculiar to longstanding sites – at Batchfire the infrastructure is good but aged, and that area needs focused management all the time. Allan’s team have found it challenging to find ways to incorporate new technology into older infrastructure to realise efficiencies.
Allan has found that being a residential site has more positives than negatives overall. The close association with the town of Biloela is a great advantage –Batchfire relies on the local workforce who don’t offer as wide a pool of expertise as can be found in capital cities, but having workers who can go home after a shift and be part of the community is always better. During the pandemic, an outbreak rarely meant that a whole crew had to stop work, as happened in FIFO situations.
Batchfire Resources has a gutsy target to make it to zero emissions by 2050. Taking on the challenge for Batchfire, a thermal coal producer, it’s the many smaller projects around the edges that will add up. Initially, rebirthing the mobile fleet with electrical drive trucks rather than mechanical drives and building a small solar farm for onsite use are already underway. A third party is looking to develop a wind farm adjacent to the mine in the Callide Valley with good connection capability to the power station right next door. Batchfire is looking to do the same, on a smaller scale. That venture requires a substantial investment but will get the site close to net zero with the emissions offset value.
The mine is also working closely with OEM’s on fuel systems, particularly on hydrogen, as that industry develops to safe and sustainable standards. Allan is cognisant that ESG overall is a shifting platform – what we think we require now may well change shape over the next two decades. His imperative is to continue to support the local community in the best way possible – and to continue operating successfully. ESG initiatives are not cheap investments, but as Allan commented, “We’re not alone … it’s the new norm, and you're either in it and do what you need to do or get off the train.”
Soon after the 2022 Queensland Mining Awards, we caught up with Alison Price, Founder and Managing Director at SoilCyclers, one of the collaborative group that took home the 2022 Queensland Mining Contractor of the Year. Alison’s no stranger to mining, as a current director of Austmine. She’s also on the board of the Waste Recycling Industry Association of Queensland.
SoilCyclers is a pioneering company in the mining industry, turning mine overburden into topsoil, and Alison shared quite a story. With her marketing background, she teamed up with her husband who was involved in the soil mixing industry. SoilCyclers started 14 years ago to make physical, chemical and biological changes to soils and wastes using big mobile dirt-sifting machines, to make topsoil, structural fills or to fix contamination issues – or any combination of those. Now the company works across Australia in large construction and waste projects, and has most recently expanded to mining.
Alison credits Queensland’s difficult acidic soils, alongside the need to protect the Great Barrier Reef from silt and sediment build-up, as the boosters that have made the state a world leader in soil science.
The subject of SoilCyclers’ Contractor of the Year win was a topsoil rehabilitation project with Ensham Mine. Like many mines, Ensham’s goal was to create cattle grazing pasture, but like many mines, had a topsoil deficit. After testing, Alison sat down with the mine team and stated they could turn it into the best topsoil in the world, but without water, the outcomes wouldn’t be good. Enter collaboration partners Innovate Enviro and Cammel Consulting, who found a cost-effective way to use the site’s wastewater by partially treating it. Then they researched a salt-tolerant pasture grass and in six weeks had viable pasture established. Since then, the collaboration team have replicated their solution on other mine sites and are beginning to attract overseas interest. And as Alison points out, “When we talk about soil amelioration, anyone can grow grass. But you can actually do a lot more with the land, like creating new futures for communities post-mining. With technology as it is now, it’s possible to make the land more productive than it was pre-mining, perhaps creating cropping land ideally suited to a particular crop or microclimate, and reshaping the angles of slopes to create optimal growing conditions.
Since soil engineering and technology are relatively new players in the mining world, Alison sounds one note of caution. Common practice has been to spread out topsoil, often trucking in huge amounts, seed it and hope for the best. Sometimes this exercise needs to be repeated many times to combat erosion when nothing grows quickly. To gain the best advantage of new soil science methodology, it’s important to consider wholeof-life costs when weighing up the cost of new soil technology, and the longerterm advantages of factoring in modern soil amelioration at the start of project, rather than rely on traditional rehabilitation methods well into the project’s lifecycle.
There’s a huge amount of learning occurring in the soil and waste industries, but from Alison’s viewpoint, much of the information is siloed. She’d like to see much more information sharing and using the synergies that do exist across industries – for example, mining and waste disposal.
Alison is also keen to advocate for the mining industry to work on setting targets and specifications for soil standards, similar to those used in construction and infrastructure like highways. While open (or lack of) standards are good for innovation where commercially-viable options can be explored, it’s also good for the industry to have some goalposts to drive quality outcomes.
Safety, Culture and Instinct with Larnie Mackay, General Manager, MyneSight
Episode 5 was a fascinating conversation with a mover and shaker in the safety arena – Larnie Mackay. Larnie is now leading MyneSight into breaking new ground in training mine workers, although in the last few years she’s had her head firmly into technology development.
After a 25-year career moving through roles in open cut mining, underground mining, HR, project and contractor management, business development and systems, Larnie found herself at Anglo American. Moving up the ranks quickly, Larnie was pivotal in pushing through and achieving the groundup development of the first electronic tablet device certified for unrestricted use in underground coalmines. Developing the underground tablet
Before this innovation, communications, reporting and support was paper-based, with phone only connection. The device is a huge step change, and Larnie didn’t give up, describing the project as ‘breaking the horn off a unicorn”.
Anglo’s research and development partner in the project gave up at the four year mark. Undaunted, Larnie eventually found a German company working in a different industry but with similar goals, who agreed to help. Gen 2 versions and more ups and downs followed until international certification came through after six years of persistence.
The achievement was recognised at the Minerals Council of Australia Women in Resources Awards, with Larnie and her team awarded the inaugural MapTech Technological Innovation trophy. The underground tablet is already in widespread use throughout Anglo’s Bowen Basin mines and in NSW, allowing miners and support staff to use live data, take video and photos, communicate constantly and even Skype.
Never one to shy from a challenge, Larnie was looking to balance family needs alongside an opportunity to build and grow an organisation. Mynesight offered an opportunity that ticked all the boxes. With her background, she’s now able to straddle both worlds - understanding the needs and commitments of clients’ priorities and how the mining labour force operates.
The main difference between the production and contractor point of view, according to Larnie?
As a producer it’s all about ensuring everything is planned and you’re in control.
As a contractor it’s all that –plus working in with a client who’s calling the shots so you’re less in control of your own destiny. Communication and good relationships are the keys to working together successfully.
Larnie explained how her business is making inroads into improving safety, particularly with new starters. She’ll tell you about the importance of giving people the time to complete training with a full understanding of the risks and ensuring they are crew-ready.
Mynesight keeps their training real. From day one for inexperienced operators, they may encounter regular impromptu underground emergency responses using smoke machines or blackened goggles with zero visibility. The learning is as much about the practical experience as theoretical knowledge. Feedback from managers and inspectors has been that graduates can participate in a team faster, and understand the terminology and how to do basic tasks from the get-go. What’s in store for the 2023 QMHSC?
As the 2023 Chair for the Queensland Mining Health and Safety Conference, Larnie’s putting her enthusiasm for the industry to good use. She’s excited to introduce out-ofthe-box cross-industry innovations and widen the demographic of attendees to include relevant content for operationally based delegates, not just health and safety professionals and management.
Larnie described how the talk from Dr Richard Harris was a ‘wow moment’ from the 2022 QMHSC conference. His presentation about rescuing the Thai teenagers from the Tham Luang cave gave her some amazing insights into how to look at a problem that she’s been able to use in more than one situation since then. The 2023 conference promises more wow moments to come!
The next safety step-change Larnie feels that opportunities for automation are a long way from being exhausted – there are many new ways for people to learn to be adaptable, for example. Also, there’s a building need to understand what new risks need to be addressed in the automated mining industry. And it’s just as important to avoid bringing inherent risks along, as operations change from hands-on to hands-off.
Larnie also has her eye on exciting developments in the hard rock sector, who currently work under different levels of safety certification compared to coal.
Tim’s whirlwind career has led him from diesel fitter to management positions in many big businesses in the mining and infrastructure sectors. Four years ago, he decided it was time to spread his wings and start to offer his services to a wider audience. Autonomy and Asset Management Group (AAMG) supports clients to make the most of their assets, and also offers solutions in satellite telemetry – a technology that’s been around a while, but has new applications in managing remote infrastructure (think pumps, lighting towers, or monitors) with a low-cost, high-reliability focus, using minimal equipment.
AAMG was a finalist in the Productivity category of the 2022 Queensland Mining Awards, showcasing their remote pump monitoring solution (see more on page 115). Tim was happy to report the award has been a great conversation starter, raising the awareness of satellite solutions for managing remote assets.
challenges in launching a new business
Although Tim comes from a family where running a business and maintaining a very strong work ethic was normal and expected, he still experienced that inundation of ‘necessary’ paperwork and background admin that took time to get in order. But besides that annoyance factor, he found that he wasn’t ready to separate his personal brand from his known work personas, built over the last 20 years.
Establishing 'Tim from AAMG' took a bit of work, and Tim has never majored on the sales aspect of a role, being very much an 'execution and delivery' kind of person. But his clear message to anyone considering going out in business: have a Plan B, but just do it, and give it your all. Tim also stressed that he’s found a positive culture to be essential, and it’s always a reflection of leadership.
As the head of a business that’s presenting an ‘unknown’ innovation,
Tim does deal with big business that, in Australia, he's found to be typically riskaverse, generally fearing reputational damage or possible financial impact rather than wanting to try new ways of solving problems. The irony is that so many innovations that the industry adopts which have been trialled and developed in other countries can be traced back to an Aussie idea. His business is now expanding to include overseas companies that are eager to gain even the smallest operational advantage.
At every expo Tim’s attended this year (there’s been a few in this postCOVID catch-up year!), electrification and decarbonisation have been at the forefront of conversations. But Tim voices caution regarding the decarb trend especially. There’s a sense that we’re going at it too fast, tying ourselves up with regulation and legislation, and incurring huge public debt, but without considering wider aspects and multigenerational impacts.
The 2022 Awards recognised Queensland’s highest-achieving resources contractors, suppliers and producers, with peer-judged awards presented over eight hotly contested categories.
As the gala event of the Queensland Mining and Engineering Exhibition, the 2022 Queensland Mining Awards shone the spotlight on eight category winners and finalists. The audience heard an industry address from Ian Macfarlane, Chief Executive of the Queensland Resources Council, and a keynote address from Jason Economidis, Chief Operating Officer of South32.
SoilCyclers were named the Queensland Mining Contractor/Supplier of the Year for 2022. SoilCyclers grabbed the attention of the judges with their rehabilitation-based project at the Bowen Basin’s Ensham mine, which addressed a critical topsoil deficit and turned the mine’s waste overburden and saline water into lush green pastures in just six weeks.
In collaboration with partners Innovate Enviro and Cammel Consulting, SoilCyclers have provided a solution to a problem faced by many mines in coming years, as more sites enter the rehabilitation phase of mining. Judges loved that this innovation came from small Queensland businesses, working to deliver a best-in-class solution that uses existing waste material and saves both cost and carbon emissions by not having to truck in new topsoil.
As a member of the peer judging panel, Mr Economidis spoke highly of the calibre of entries received from across the sector this year.
“I was particularly pleased to see representation right from multi-national companies down to small businesses like SoilCyclers, and good ideas being seen through to execution no matter where they come from. For example, Thiess’s winning Nylon Rim Cleat project in the Innovation
(METS) category came from two tyre fitters in the workshop who came up with an idea to make their working environment safer. This has now developed into an industry-leading product that’s making sure our people come home from work safely, and has the potential to roll out across Australia and the world. It is certainly an exciting time to be part of the Queensland mining sector.”
Judge Dr Sharna Glover, Chief Executive Officer of technology ecosystem consultancy Imvelo, says this year’s crop of finalists and winners showcases the technology and innovation that makes Queensland resources world-class.
“Every single category winner from the Queensland Mining Awards deserves a spot on the global stage – for developing clever solutions in response to industry need and market pressures. It’s always such a pleasure to judge the Awards and raise the profile of the innovation that we develop right here at home.”
The Queensland Mining Awards were made possible this year by generous event partners including QME, Mackay Regional Council, QRC, Anglo American, BHP, CEA and Kinetic.
Highlighting the most innovative new product launched during 2020-2022.
Digital transformation of greasing
GreaseBoss estimates lost production for Australian mining due to incorrect greasing costs over $150M annually. GreaseBoss is the world’s first system to track manual greasing on a point-by-point basis, and that verifies that autolubricators are working, with the ability to report back. Digital data collection enables remote monitoring and more accurate maintenance planning.
For optimal performance, dozer tracks must operate at the correct tension. This is hydraulically controlled by a track adjuster cannon. The Track Adjuster Cannons invented and produced by KAM Mining Products are an innovative and improved version of the original OEM parts. Those parts have not changed in almost 60 years and, until now, there has not been an aftermarket alternative for them. KAM Mining Products has built in added safety features, improved useability and longevity, and greatly reduced machine downtime.
The revolutionary Manuplex Dustless Plaster Pump eliminates 95% of the dust created during VCD component construction in underground mines. The pump also delivers outstanding productivity gains with zero production interruptions, no hangups or blockages in feeder, hoses or nozzle, and application five times faster than the closest competitor.
Recognising the most outstanding collaborative effort between producers and contractors/suppliers, delivering results and enhancing cost-saving, time-saving and/or innovative outcomes.
Remote longwall operation is a key part of Anglo American’s innovationled approach to sustainable mining, FutureSmart Mining and future operational excellence. With innovative new technology and applications, Anglo American has created the systems required to remotely operate an autonomous longwall consistently, enabling operations to be safer, more competitive, and sustainable. Key collaboration partners were Anglo American’s Transformation team, working with site operational teams at Moranbah North, Grosvenor, Aquila and Grasstree, as well as various local and international key supplier partners.
Anglo American’s Open Cut Technology and Automation team has delivered a Level 9 Collision Avoidance system for mining trucks. This initiative applies integrated technologies that automatically intervene in the truck’s operation to assist the operator to mitigate vehicle-to-vehicle and vehicle-to-person unwanted events. The project required the team to work collaboratively with corporate partners to develop and integrate both on-board truck hardware and software systems.
The MacKellar and Bravus collaboration was determined, against all odds, to deliver the remote greenfield Carmichael Mine Project. The major milestone of first coal was achieved on schedule in June 2021. In execution, MacKellar delivered over $3 million in cost savings, developed a new to industry program that exceeded Indigenous participation KPIs by over 40%, and implemented process efficiencies to keep the project running.
Working on the motto of thinking big, starting small and moving fast, Polymathian spearheaded new approaches to complex planning and scheduling integrations across Central Queensland’s coal haulage networks. The resulting improvements help to maximise the productivity of train fleets and minimise asset turnaround time, with an early result of a 30% increase in compliance to plan, and an additional 4% increase in the number of services running each week.
SoilCyclers and partners collaborated on a project jointly funded by Idemitsu and METS Ignited. The team demonstrated the viability of using a mine’s waste to create better rehabilitation outcomes. They faced a three-fold problem: turning coal mine overburden into topsoil – without access to water – to grow pasture grass for rehabilitation. Using the soil improvement skills of SoilCyclers, the mine site rehabilitation skills of Cammel Consulting and the water management skills of Innovate Enviro, the team turned overburden into pasture grass within six weeks. They used a specially developed salt-tolerant seed mix to use mine site void water –resulting in rehabilitated overburden with better soil quality than the original topsoil, and an estimated $80 million saving over the next decade.
Recognising the most original and ground-breaking approach to a project including any new concept, technology and/or innovative process that was instrumental in increasing operational efficiency or improving project delivery.
The Thiess Asset Operations team has designed, engineered and trialled an innovative nylon rim cleat to significantly reduce manual handling risk for tyre fitters for tyre fitters working on large equipment. Now, a single fitter can install a 5kg nylon cleat from ground level. The 25kg weight reduction improves safety, reduces complexity and increases efficiency. The cleats have the potential to transform tyre fitting and handling practices well beyond the mining industry.
AAMG’s Remote Pump Monitoring System is the Australian mining industry’s first satellite-enabled asset monitoring and control system. It gives a detailed view of a site’s water management operations, without the need for local monitoring and physical interaction by personnel. The system has achieved 99.9% uptime, directly saving over 1,000 labour hours on one site.
Parts tracking and customer purchase order automation
Hastings Deering has leveraged and invested in technology to meet customer needs like never before: completing the circle of order placement and parts tracking through two uniquely created software applications. Improving customer communications was the key driver for the development of new software, which now manages the distribution and tracking of over 1.5 million parts in Caterpillar’s global warehouses.
For optimal performance, dozer tracks must operate at the correct tension. This is hydraulically controlled by a track adjuster cannon. The Track Adjuster Cannons from KAM Mining are an innovative version of the original OEM parts. Those parts have not changed in almost 60 years and, until now, there has not been an aftermarket replacement for them. KAM Mining Products saw them being repaired more often than they should and realised they could make something better.
UFR RadioPOP is an autonomous solution for facilitating point-ofpresence communication with drills on the mining bench and automating network coverage equipment. This solution minimises drill downtime and provides cost savings estimated in the vicinity of $20,000 an hour in mining (if 10 drills experienced downtime at once). The automated or remote-controlled solution is expected to revolutionise monitoring and communications in open-pit mining.
Highlighting the most innovative approach to environmental protection or rehabilitation or net-zero commitments.
Mine site rehabilitation using waste
SoilCyclers and partners Cammel Consulting and Innovate Enviro collaborated on a project jointly funded by Idemitsu and METS Ignited. The team demonstrated the viability of using a mine’s waste to create better rehabilitation outcomes. They faced a three-fold problem: turning coal mine overburden into topsoil – without access to water – to grow pasture grass for rehabilitation.
Using the soil improvement skills of SoilCyclers, the mine site rehabilitation skills of Cammel Consulting and the water management skills of Innovate Enviro, the team turned overburden into pasture grass within six weeks. They used a specially developed salt-tolerant seed mix to use mine site void water –resulting in rehabilitated overburden with better soil quality than the original topsoil, and an estimated $80 million saving over the next decade.
BMD was engaged by Bravus Mining and Resources to construct the earthworks and structures associated with the rail network connecting the Carmichael Coal Mine to the Abbot Point Port. BMD worked closely with the client’s team to satisfy more than 3000 environmental approval conditions, on time and within budget. Two key innovations were deployed: the adoption of drones for 3D mapping and volumetric work, plus the adaptation of free, open-source data collection software which was used to capture and share more than 22,000 wildlife interactions.
Koala and Greater Glider Research
Pembroke’s aim is to develop the Olive Downs Complex with ESG principles fully embedded into all aspects of the project from planning through to rehabilitation. The Koala and Greater Glider Research Program has been implemented to track and assess the health of the two species before any disturbance can occur. Pembroke is the first miner to apply a robust program of this kind, including collaring the greater glider species.
Sodexo is the first company to utilise food waste tracking devices in the Australian mining industry. WasteWatch focuses on preventing waste by measuring, managing and minimising. WasteWatch reduces food waste by 50% on average, translating into a 2 to 3% reduction in purchasing costs. So far, the program has prevented over 24 tonnes of food waste across six sites.
Recognising a contractor or supplier that has completed a project which resulted, through an innovation or new process, in a significant reduction in time or cost for the client.
Working on the motto of thinking big, starting small and moving fast, Polymathian spearheaded an industrial mathematics-based approach to optimising complex planning to complex planning and scheduling integrations across Central Queensland’s coal haulage networks. The resulting improvements help to maximise the productivity of train fleets and minimise asset turnaround time with an early result of a 30% increase in compliance to plan, and an additional 4% increase in the number of services running each week.
The monitoring system is the first satellite-enabled asset monitoring and control system in the Australian mining industry. AAMG’s solution gives a detailed view of a site’s water management operations, without the need for local monitoring and physical interaction by personnel. The solution has provided Evolution Mining’s Mt Rawdon Operation with an annual saving of more than 1,000 labour hours.
At Adani Renewables’ Rugby Run solar farm, SMW Group’s innovative solar panel cleaning system helped Adani to restore maximum power generation from the facility’s 247,000 panels. The remote system reduces proximity risks, while the unique application does not damage panels or require panel downtime or redirection. The first clean at Rugby Run was completed with no panel damage and a productivity gain of 2% - enough to power an extra 460 homes.
Recognising the most outstanding community or internal consultation and engagement project.
The Smart Transformation project, supported by BMA, operates in Dysart and Moranbah and aims to futureproof these communities against rapid technological changes. Smart Transformation has delivered more than $4 million in new projects for Dysart and Moranbah that have been identified and prioritised by the community, for the community.
The Mt Perry Summit Nature Walk was an existing, but unmarked trail without visitor amenities or facilities. Evolution took a partnership approach, listening to the community to help provide funding to ensure the Mt Perry trail was upgraded as a sustainable, safe and marketable community asset.
Delivered with the support of founding partner Thiess, the program addresses a declining and ageing volunteer base by attracting and retaining a younger demographic. StepUp CapRescue is endorsed by Volunteer Queensland as a ‘best practice’ program, meets national standards and has resulted in a 300% increase in volunteer recruitment since its inception.
Recognising the most outstanding initiative to make safety a priority on site, including continuous improvement and full integration into a project/ initiative, with real results able to be demonstrated.
Typically, SUD’s on dump truck trays have been very heavy, impractical and have the potential to cause injury. The Soft Rigging Solutions SUD reduces overall weight by five times whilst still adhering to relevant standards. Consequently, safety is improved, enabling staff inclusion and simultaneously increasing production by reducing machine downtime.
The Wet Applicator Pump is an industry-first system that matches an Australian-made cement product to a pumping system designed specifically to eliminate dust. The end result is a sprayed cement and provide a sprayed cement suitable for engineered and rated structures in the underground environment. The WAP system is a step-change for the industry in terms of VCD construction and dust mitigation.
SMW Group’s remote-operated hot wash truck solves key safety issues in industrial cleaning - something that happens every day on mine sites. While the primary advantage is safety for the operator and the asset being cleaned, other clear benefits are reduced time, no requirements for EWP’s or working at heights permits, improved productivity and lowered operational costs.
Remote
Testing the pressure, engine function and electrical conductivity of heavy mining equipment has traditionally been done manually, putting workers at high risk of injury. One Thiess team has introduced wireless and Bluetooth devices to safely remove workers from high-risk environments. Up to 75% of live tests are now completed remotely.
Recognising the most original and ground-breaking approach to a project including any new concept, technology and/ or innovative process that was instrumental in increasing operational efficiency or improving project delivery.
Not only does PASPO, a machine-learning innovative application, provide BMA with a competitive edge to achieve industry-leading metallurgical coal blend compliance performance; it significantly exceeded value expectations. Since its inception in 2020, PASPO has delivered 385,000 additional product tonnes, providing a 60X return on investment.
ANGLO AMERICAN Autonomous Longwall Technology and Remote Operations
Remote longwall operation is a key part of Anglo American’s innovation-led approach to sustainable mining, FutureSmart Mining and future operational excellence. With innovative new technology and applications, Anglo American has created the systems required to remotely operate an autonomous longwall consistently, enabling operations to be safer, more competitive, and more sustainable.
The Longwall Pressure Monitoring System can reliably and accurately detect static and dynamic over-pressure events in longwall operations and disconnect electrical ignition sources. The system is a significant step-change in the safety of underground longwall mining, reducing hazards associated with methane ignitions and other pressure events.
An opportunity for improvement was identified within the Development component of Kestrel’s underground operations: introduce production planned work and verification. This created a shift from a metres-focused model to a ‘variation reduction’ model. The idea of the pit stop is to create a process in which a development metre is attained in the same manner and quality across each shift.
Photo: Turnbull Photography BBMC Yearbook 2022
Aligned Corporate Residences Mackay presents tailored accommodation and personalised service for travellers. Studio, 1 and 2-bedroom residences offer spacious and thoughtfully designed living solutions, ideal for extended stays, curated to reflect your personal needs. We create a place where you will feel safe, secure and welcome, a place where you feel you belong.
www.acresidences.com.au 07 4829 3500
Central Apartment Group is an organisation that specialises in the management and operation of apartment hotels across Australia. The Central Apartment Group philosophy is to create a “home away from home experience”, allowing you to stretch-out, work or relax in affordable luxury. The focus is on providing quality accommodation and personalised service in superior locations.
0400 884 094
Civeo is a leading workforce accommodation specialist. Whether we're operating our own villages, or our customers' villages, we provide a comfortable place to rest and relax while living and working away from home. With villages conveniently located in Coppabella, Moranbah, Nebo, Dysart, and Middlemount we're where you need us.
www.civeo.com 1300 622 222
Enjoy style, convenience and the ultimate in relaxation at our hotel in Mackay. Conveniently located in the heart of Mackay, Rydges Mackay Suites offers business and leisure travellers a deluxe accommodation experience in a prime locale. Our Mackay hotel offers complimentary on-site parking, free Wi-Fi, 24-hour reception and room service.
www.rydges.com/mackay-suites 07 4969 1000 Communications
A proud Queensland-owned company, ALLROADS have amassed over 17 years’ experience in civil construction. Our clients benefit from our integrated multidisciplinary approach to delivering projects across the mining, commercial building, transport and urban development industries; offering a diverse range of earthworks, road and concrete construction, water, wastewater, electrical and surveying solutions. www.allroads.net.au 1300 ALLROADS
On Country Roads Civil & Mining provides civil construction, recruitment, resourcing, and cultural heritage management solutions.
In choosing On Country Roads Civil & Mining, our clients have the knowledge that they are supporting the growth, development and upskilling of Indigenous communities and businesses and are championing diversity in the civil construction, mining and defence industries.
www.oncountryroads.com.au 1800 845 116
Outback Comms offers a range of mobile internet solutions enabling fast and reliable internet on the go, whether at work or play. Outback Comms can supply DIY or fitted solutions to get internet on your site or workplace.
www.outback.com.au 0421 044 340
We are a specialist marketing communications agency dedicated to meeting the strategic needs of Australia’s Mining & Resources sector. We deliver solutions for employer branding, diversity & inclusion, talent attraction, corporate communications, safety materials and more. Services include creative design, brand development, videography, photography, websites, media buying, advertising campaigns, marketing communications.
wahooadvertising.com.au 0412 528 947
Quarry Mining ‘s team of experienced technicians specializes in products for drilling solutions specific to use in underground coal mines. Call us for: Primary and secondary roof support drilling | Handheld roof and rib bolt drilling | Specialized tools and adaptors for bolt installation | Grouting equipment for small access areas | Ventilation – fans and venturis.
www.quarrymining.com 07 4998 5295
A creative and innovative DNA enables AusProof to exceed industry standards in coupler research, development and design. An OEM of electrical cable couplers, AusProof’s internal R&D team strive to discover innovative manufacturing processes. With continually enhancing safety and efficiency, couplers are suitable for mines, pumps and tunnel excavation projects.
www.ausproof.com.au 0437 703 280
R & T Pumps is a family-owned business specialising in water management, water treatment, pipeline services and sewerage. We supply, install and support a wide range of leading brands to the mining and industrial businesses throughout the Bowen Basin. We provide workshop or on-site services.
www.rtpumps.com.au 07 4953 3700
Verbrec is a leading mid-tier engineering, infrastructure, and training company operating across the entire asset life cycle. With an exemplary track record of productivity improvement and innovation, Verbrec provides integrated cyber-secure and future-proof industrial automation and data management systems that enable our clients to extract the maximum value from their site.
www.verbrec.com 07 3058 7000
Raw Metal Mackay is a privately owned business and has become the partner of choice to many local and international businesses for scrap metal recycling. With our state-of-the-art equipment, we sort and process scrap metals ensuring the best quality export products and most importantly, diversion of recyclable materials from landfill.
www.rawmetalcorp.com.au 0419 521 564
Xylem is a leading water technology comcpany committed to 'solving water' by creating innovative and smart technology solutions to meet the world's water, wastewater, and energy needs. In a world of ever-growing challenges, Xylem delivers innovative water technology solutions throughout the entire cycle of water. We solve your water challenges.
www.xylem.com/au 13 19 14
Conductix-Wampfler are world leaders in power and data transmission systems. We have supplied solutions to the resources sector in Australia for over 30 years. We design, manufacture, supply and service cable reelers, festoon systems, conductor bar systems, as well as HV and LV slip rings, radio remote controls and buffers.
www.conductix.com 07 3902 6000
CR Mining engineers advanced solutions to unlock productivity, enhance safety, and minimise emissions. Founded as CQMS in Mackay, we bring our 40+ years of experience with dragline buckets to engineer lips and GET for wheel loaders, excavators, rope shovels, and LHDs, plus payload management and GET loss detection technologies.
www.crmining.com 1800 987 525
Supplying Queensland based manufacturing of Keystone Valves & Actuators and Clarkson Knife Gate Valves. Emerson provides OEM KTM Ball Valves, and Biffi Actuators, assembled and tested in Queensland. Emerson offers service and repair at our Gladstone Service facility. In-region sales support and in-country engineering proudly supporting our coal industry.
www.emerson.com/au/automation 07 3907 6480
Green Acres Group deliver large-scale revegetation, rehabilitation and dust suppression projects in the most challenging conditions Australia-wide. Our plant hire sector leads the way in its ability to supply a diverse range of equipment that meets industry specifications for Australian mining, civil, energy and rail projects.
www.greenacresgroup.com.au 07 5474 1564
Martin Auctioneers and Valuers provide valuation, sale and advisory services to mining CEOs, CFOs, Directors and Fleet Managers throughout Australia. Our expert knowledge on all mining plant and equipment (both surface and underground) ensures our clients make informed decisions during the sale, purchase and accounting processes.
www.martinauctions.com.au 0413 411 499
PBE provides a diverse range of electrical products and services for mining, tunnelling, heavy industry and infrastructure projects. PBE can supply cable services, couplers, specialised flameproof and non-flameproof electrical equipment, transformer services, site maintenance and testing, turnkey electrical project solutions, CCTV, communications equipment, monitoring equipment and electronics.
www.pbegrp.com 02 4961 9619
SEW-EURODRIVE is a global designer, developer and manufacturer of mechanical power transmission equipment, systems and motor control electronics. Our integrated solutions include geared motors and gear units, high-torque industrial gear units, high-efficiency motors, electronic frequency inverters, servo drive systems and decentralised drive systems. We offer complete engineered solutions and after-sales technical support/training.
www.sew-eurodrive.com.au 1300 SEW AUS
GradeScan is the world-first X-ray Transmission Spectroscopy (XRTS) scanner. Southern Innovation’s GradeScan and Drillscan online sensing equipment utilise SItoro Accelerated Analysis to provide real-time elemental and ash determination, enabling bulk mineral sorting and optimising coal processing & preparation. Southern Innovation is Australian owned, designing & manufacturing all equipment locally.
www.southerninnovation.com 03 9387 0338
Specialised Force's success rests on unique knowledge of specialised hydraulic, electrical tooling equipment and other products. This includes synchronised lifting systems, torque equipment, heat exchanger, pipe maintenance equipment and overhead/ underground power installation equipment.
www.specialisedforce.com.au 07 4728 8756
Field Machine Tools (FMT) is a privately owned Australian company, established in 1995, that has grown to become Australasia’s leading supplier of specialist on-site in-situ machining equipment and portable maintenance machines designed to provide engineering solutions for field applications to minimise downtime. Comprehensive range available for hire or sale.
www.fmt.com.au 1300 368 368
FleetCo provides Australia’s most comprehensive range of heavy earth moving equipment. We work to understand your project needs and create a tailored solution to help you manage the demands of a dynamic, cost-competitive market. We draw on our expertise in the industry to provide outcomes for any challenge, to give your project certainty.
www.fleetco.com.au 1300 089 354
Onsite Rental Group is a specialist B2B equipment rental management business. We have over 30 years of experience with 500+ employees across 35+ branches and targeted co-locations in the mining, industrial and construction markets. We have a diverse range, including: Access Equipment, Materials Handling Equipment, Lighting Towers, Site Accommodation & Power Generation.
www.onsite.com.au 134 040
At Caltex, we are committed to providing the most advanced fuel and premium industrial lubrication technologies available for every kind of operation - from mining to agriculture, power generation to construction, trucking to global marine. No matter what challenges you might face, the journey will be Smoother, Better, Together with Caltex.
www.caltex.com/au/business-solutions.html 1300 723 706
Michelle Landry grew up in Rockhampton and was elected as the Federal Member for the central Queensland seat of Capricornia in 2013. Re-elected for a fourth consecutive term in May 2022, Michelle is well known as a tenacious advocate for her electorate.Find more information on our website, or get in touch by email or phone.
www.michellelandry.com.au 07 4922 6604
Mackay Regional Council is a big supporter of the resources and METS sectors. Our Economic Development team is committed to facilitating development and investment in the region, and is an ideal first point of contact for general business enquiries or for companies looking to expand or relocate to the region.
www.investmackay.com 1300 622 529
Rockhampton is a major mining and resources hub for Central Queensland and with a thriving economy it’s a great place to live, visit and invest. Advance Rockhampton’s Industry Development team are future focused, value innovation, collaboration and offer support for new and existing businesses. We are committed to facilitating development and investment in the Region.
advancerockhampton@rrc.qld.gov.au 1300 225 577
CEA is proud to distribute leading capital equipment brands- JCB, Atlas Copco, Ditch Witch, Dynapac and Komptech. Providing extensive sales, parts and service support, CEA supplies a diverse range of equipment to a wide range of industries. These include mining, infrastructure, construction, agriculture, government, defence, and recycling.
www.jcbcea.com.au 1300 788 757
Coxons Group Australia is the largest cooling component repair specialist in Australia, proudly servicing the mining sector with unmatched quality to maintain and improve asset performance for over 35 years. Reach out today to see how we can help keep your assets running and avoid fleet downtime.
coxonsgroup.com.au 1300 269 667
DGI Trading are global leaders in the sourcing and remarketing of late model OEM mining machinery and components. Our extensive procurement network allows us to source late model components and equipment from anywhere on earth. Our warehouses are stocked with production-critical, late model parts and components, ready for dispatch. Can’t find the part? We can.
www.dgitrading.com 02 6563 7992
Hastings Deering is the exclusive distributor of Cat equipment, technology, parts, and service throughout Queensland. We offer the broadest range of mining solutions for both surface and underground mining. We believe our people are our advantage; our workforce is diverse and powerful and it’s our differences that makes us truly understand our customers.
www.hastingsdeering.com.au 131 228
ITW Polymers & Fluids is a leading Australian manufacturer of quality branded consumable products used in the industrial, consumer, mining, and construction markets. Complemented by corrosion protection solutions through to hand cleaning wipes, ITW Polymers & Fluids has a wide range of products to suit your industrial needs.
www.itwpf.com.au 1800 000 945
Martin Auctioneers and Valuers provide valuation, sale and advisory services to mining CEOs, CFOs, Directors and Fleet Managers throughout Australia. Our expert knowledge on all mining plant and equipment (both surface and underground) ensures our clients make informed decisions during the sale, purchase and accounting processes.
www.martinauctions.com.au 0413 411 499
Mining & Construction International provides quality equipment and parts to the mining & construction industries worldwide. We can provide alternative sourcing of new, used and reconditioned equipment & parts depending on your requirements and budget through many reliable international contacts. We strive to establish long term relationships with our clients.
www.macint.net +356 7965 5366
Canaria Technologies is a market leader in Predictive Biometrics Systems, providing non-invasive medical-grade wearable devices powered by proprietary biometric algorithms to predict and prevent cognitive fatigue and heat stress. We are working with the world's biggest companies across the global resources sector, providing real-time alerts when conditions become unsafe, empowering workers and management.
www.canariatechnologies.com 1300 260 905
AEG is a locally owned manufacturer & supplier of screen media, accessories & wear products to the quarry & mining industry. We specialise in woven wire screens, polyurethane screens & panels, rubber screens & panels, wear products (including polyurethane, steel backed rubber, ceramics) and much more. Call us today.
www.aeg-eng.au 07 3713 7744
AAMG is an Australian-based METS company that supports its clients in all aspects of asset management, bespoke technology and pipeline services. Our company works with clients to optimise their high-value assets, enabling them to transform operations and provide innovative, value add solutions to overcome everyday challenges.
www.aamgrp.com.au 07 3706 5273
Berendsen Fluid Power are Australia's leading hydraulics company. Our Mackay branch specialises in hydraulic cylinder repairs for surface mining. Our comprehensive repair services are supplemented with a range of service exchange cylinders to minimise downtime. Berendsen offer a complete solution - with in-house repair, component manufacture & a digitised workflow system.
www.berendsen.com.au 07 4999 5400
The Ezy Group of companies is a leading provider in the resources sector. Established in 2006, our four integrated companies offer vehicle rentals, mechanical services and sign solutions for businesses across regional Queensland, with branches now open at Mackay, Moranbah and Emerald to better serve your needs. Find out more online or call us anytime.
www.ezygroup.net 07 4952 3500
Field Mining Services Group is a major maintenance provider operating in Central Queensland offering engineering, diesel, projects, field services, machining, electrical and workshop maintenance capabilities for your site, including full labour support from a team of qualified tradespeople.
www.fms-group.com.au 07 4952 6557
Hoses24 is a fluid transfer specialist with the knowledge, products and workforce to ensure your business continues to operate as it should, all the time. We are your single source provider of superior hydraulic and pneumatic service and support 24 hours a day, seven days a week, every day of the year.
www.hoses24.com.au 1800 HOSES24
Royal Equipment are specialists in electric drive mining equipment. We're committed to customer service and satisfaction. Whether you need a complete re-manufactured machine or fleet support through our Service Exchange program, we have the expertise, inventory, and facilities across Australia to provide timely and very competitive supply options..
www.royaleq.com 02 4932 4525
Flexco designs and manufactures products that enhance belt conveyor productivity including mechanical belt fastening systems, belt cleaners, ploughs, pulley lagging, belt cleaner monitoring technology, impact beds, skirting systems, conveyor rollers and belt trackers. We also offer portable maintenance tools for timely, effective belt repairs, including products such as conveyor belt clamps, skivers, cutters, and lifters.
www.flexco.com.au 02 8818 2000
Lungscreen help save lives by detecting occupational lung disease early. You can’t put a price on the health and welfare of your workers, nor risk your business being non-compliant with legislation. Lungscreen’s ILO reporting services are validated by RSHQ for Coal/MMQ workers in Australia. We don’t compromise. Nor should you.
www.lungscreen.com 07 5376 3333
AEG is a locally owned manufacturer & supplier of screen media, accessories & wear products to the quarry & mining industry. We specialise in woven wire screens, polyurethane screens & panels, rubber screens & panels, wear products (including polyurethane, steel backed rubber, ceramics) and much more. Call us today.
www.aeg-eng.au 07 3713 7744
Bravus is at the forefront of the global energy transition. Our energy products, and the businesses that transport and export them, are fuelling positive growth for the future. We are committed to creating Australian jobs and opportunities in regional communities and operating responsibly.
www.bravus.com.au 07 4430 6800
AEG is a locally owned manufacturer & supplier of screen media, accessories & wear products to the quarry & mining industry. We specialise in woven wire screens, polyurethane screens & panels, rubber screens & panels, wear products (including polyurethane, steel backed rubber, ceramics) and much more. Call us today.
www.aeg-eng.au 07 3713 7744
Aletek is a leading provider of heavyduty exhaust systems, thermal insulation blankets, emission control (DPFs) and sound suppression solutions. From design to manufature, we provide innovative solutios for the mining industry. Aletek strive to be recognised as a global leader dedicated to improving safety and efficiencies.
www.aletek.com.au 1300 886 628
We make your business better through engaging online content. We’re a Central Queensland based firm passionate about maximising the value of your brand by building & communicating your capabilities, market position & company objectives. Creating engaging, industry leading content for businesses across every state, in every industry.
www.appletonstudios.com.au 0456 672 749
Helping businesses have brand confidence with clear and consistent branding through strategy and visual identity. Through *strong foundational* design, together we create a business brand that you AND your customers can connect with. Branding that you’re truly passionate about putting into the world and an identity that holistically represents what you do. Get ready for the brand confidence and clarity you’ve been looking for.
www.kingstcreative.com.au
Martin Auctioneers and Valuers provide valuation, sale and advisory services to mining CEOs, CFOs, Directors and Fleet Managers throughout Australia. Our expert knowledge on all mining plant and equipment (both surface and underground) ensures our clients make informed decisions during the sale, purchase and accounting processes.
www.martinauctions.com.au 0413 411 499
PRIMED Global provides independent technical advice, study, project and asset management services to the exploration, resource, power generation, LNG and infrastructure sectors. We specialise in high quality services and resolving complex issues by understanding the relevant technical, compliance and commercial considerations, and then developing and delivering integrated solutions.
www.primedglobal.com.au 0455 742 995
Communication with your stakeholders has never been more important.
The team behind Strategic Mining Communications have years of experience in creating relationships between key mining industry businesses and stakeholders. With the ability to help you present your business (through websites, capability statements, events and more), our specialty is getting you in front of the people who matter.
www.strategicminingcomms.com
Photography - Drone - Video
Specialising in capturing outstanding images for the resources sector. With four decades experience in photography and publishing, I know what it takes to make a statement. Whether it's updating your corporate image, freshening your online presence or creating an image library, I'll tell your story through images with impact.
www.turnbullphotography.com.au 0409 387 336
We are a specialist marketing communications agency dedicated to meeting the strategic needs of Australia’s Mining & Resources sector. We deliver solutions for employer branding, diversity & inclusion, talent attraction, corporate communications, safety materials and more. Services include creative design, brand development, videography, photography, websites, media buying, advertising campaigns, marketing communications.
wahooadvertising.com.au 0412 528 947
At Bata Industrials, only the very best is good and safe enough. Since 1894, we've raised the bar with international experience, research, innovation and testing, becoming world leaders in industrial safety footwear. Our Australian-made PVC Gumboot range is responsibly sustainable and 100% recyclable.
www.bataindustrials.com.au 1800 644 297
Mackay Safety, your doorway to a stress-free world of safety solutions. Whether you need advice about safety management systems, project safety personnel or a digital compliance safety system (4PS Software) to manage people and equipment plus infield reporting via our 4PMobile form app - Mackay Safety can do it all.
www.mackaysafety.com.au 07 4944 1272
With over 135 years’ delivering fire protection solutions, Wormald offers complete fire protection solutions for any environment. Wormald has you covered from complex industrial solutions on fixed plant infrastructure, to our highly experienced vehicle suppression team maintaining your mobile assets. Ask a Wormald representative today how we can reduce your risks.
www.wormald.com.au 0408 438 687
Enabling faster, smarter and paperless businesses with a single source of truth, miiFile is a dynamic cloud-based solution enabling easy management of onboarding, general HR, workforce safety & asset compliance. miiFile removes much of the manual intervention and data entry and ensures accountability and transparency.
www.miifile.com 0421 044 340
Australasia’s largest bus operator, Kinetic provides highly specialised bus charter services transporting mining and resource industry personnel. With operations strategically located across the Bowen Basin, Gladstone, Mackay, Bundaberg, and interstate, Kinetic provides the mining and resources sector with superior, reliable, safe and comfortable services.
www.wearekinetic.com/kinetic-resources 07 4898 7337
