Quarry January 2024

JANUARY 2024

OFFICIAL JOURNAL OF THE INSTITUTE OF QUARRYING AUSTRALIA

INDUSTRY LEADERS

JANUARY 2024

2024 EDITION

www.quarrymagazine.com

KEY INSIGHTS FROM INDUSTRY LEADERS

22

36

42

QUARRY

TOOLS OF THE TRADE

SUPPLYING SKILLS

BREATHING EASY

Eltirus examines how decision makers can make better informed choices.

Darren Toth discusses the skills shortage and how it is affecting suppliers.

The president elect of the AIOH explains how hygienists are supporting the quarry industry.

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IN THIS ISSUE

JANUARY 2024

VOLUME 33, ISSUE 1

FEATURES 12 TOP OF THE MARKET 14 EMBRACING FLEXIBILITY 16 FUTURE VISION 18 THREE DECADES AND COUNTING 20 TACKLING CHALLENGES WITH INNOVATION

22

TOOLS OF THE TRADE

28

SMARTER SOLUTIONS FOR SUSTAINABILITY

26 SKILLS FOR THE FUTURE 32 THE TUTT BRYANT WAY 34 ANALYSING THE YEAR AHEAD 36 SUPPLYING SKILLS 38 DELIVERING FOR THE NICHE 40 MAKING A MARK DOWN UNDER

44

BRISBANE QUARRY PLAN TAKES NEXT STEP

JANUARY 2024

OFFICIAL JOURNAL OF THE INSTITUTE OF QUARRYING AUSTRALIA

INDUSTRY LEADERS

2024 EDITION

www.quarrymagazine.com

36

INFRASTRUCTURE ON THE MIND

JANUARY 2024

KEY INSIGHTS FROM INDUSTRY LEADERS

22

48

42 BREATHING EASY

42

QUARRY

TOOLS OF THE TRADE

SUPPLYING SKILLS

BREATHING EASY

Eltirus examines how decision makers can make better informed choices.

Darren Toth discusses the skills shortage and how it is affecting suppliers.

The president elect of the AIOH explains how hygienists are supporting the quarry industry.

BOUNCING BACK Ben Lefroy, Kleemann’s national sales manager for Australia and New Zealand, outlines the current quarry industry landscape and how it is reacting to reduced demand, skills shortages and a recovering supply chain.

EVERY MONTH 04 FROM THE EDITOR

52 IQA NEWS

06 FROM THE PRESIDENT

54 GEOLOGY TALK

08 INDUSTRY NEWS

Quarry January 2024 3

EDITORIAL

IT’S NOT EVERY YEAR YOU TURN 40

F

or almost four decades, Quarry has been providing the industry with the latest news about the industry.

Things have certainly changed in that time. In 1983, Australia only had around 15 million people. That number has boomed to more than 25 million today.

All of these extra people need to live and work somewhere, which has led to a massive infrastructure boom. Quarries have played a crucial part in ensuring we have the raw materials to construct the buildings, roads, railways and more to sustain a growing populace.

However, as our cities get bigger, the urban sprawl has steadily grown closer to quarries. While it’s important for quarries to be close to the construction they support, urban encroachment can also create headaches for everyone involved.

Safety has also significantly improved in the past 40 years. Sites have embraced new tools, training, and infrastructure. Legislation has become stricter, with the Chain of Responsibility regulations in place to ensure that safety is everyone’s responsibility.

Part of this also comes from technological developments.

Sensors can now detect when people or objects are in danger, automated technology is taking humans out of potentially risky situations, and preventative maintenance stopping faulty

equipment before it has the chance to escalate.

Skilled labour has also become harder to find. The latest skills priority list released by Jobs and Skills Australia in October found that 36 per cent of occupations assessed were in a shortage.

Technicians and trade workers had some of the highest shortages, particularly in regional and remote areas.

It found that the shortage is being driven by the continued tightness in labour market conditions, reflecting either a lack of people who have the essential technical skills, or those with the right skills and qualities who aren’t willing to apply for vacancies under current pay and working conditions. Occupations with a strong gender imbalance were also more likely be in shortage.

A range of strategies are being implemented across the country to help address the issue, including restructuring organisations, using migration programs, and continuing to advertise vacant positions to attract more applicants.

As the industry develops and grows, Quarry will be there alongside it. We hope you enjoy reading this edition of the magazine, and hope to keep you updated on the latest quarrying news for another 40 years.

William Arnott Editor

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4

Quarry January 2024

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PRESIDENT’S REPORT

SUPPORTING FUTURE LEADERS The Institute of Quarrying

A

nd just like that, the holiday season is over. I hope everyone had a well-deserved break and is refreshed to hit the ground running for 2024.

As we start the new year the IQA Borad is recruiting for a new CEO. Clare Murray finished as CEO with the Institute in early December and the Board is well underway to find a new CEO. The role of the CEO is responsible for working collaboratively with members and industry to implement the IQA’s Strategic Plan 2023 – 26 and ensure the viability of the organisation as a professional association and leading provider of education.

The IQA’s three Strategic Priorities are to support industry participants with compliance and regulation, build a diverse and skilled industry workforce, and foster strong industry connectivity.

These priorities will shape the direction of the Institute and its support of industry.

It is fitting that this edition of Quarry focuses on industry leaders, and features some of the best and brightest the industry has to offer.

The leaders in our industry play such an important role in the IQA from Fellows, directors, Branch chairs and committee members.

As we learn from their decades of experience working in and around quarries, I urge you to consider the workforce challenge we have and how we are looking to engage a younger and diverse workforce.

The next generation’s leaders can learn a lot from industry veterans, and its vital that they do. If this knowledge isn’t passed down before people retire, it’s lost.

The IQA’s mission is to educate and connect our extractive and associated industries – and that means providing a means for younger members to get involved.

That’s why the Young Member

6

Australia

Network’s (YMN) was initially set up, to help like-minded young people get to know their peers, share ideas and experiences, build key industry contacts, and perhaps develop new friendships.

Open to any IQA member 35 years or younger, the YMN provides support and assistance by having a network young people can turn to.

It also provides workers with forums and events that offer essential industry workshops and networking.

The network provides guidance and advice on career paths, with options for further career development, and offers assistance for those taking the first step towards professional recognition via a range of professional development opportunities.

We need to support the next generation of quarry workers and ensure they have the skills required to thrive in this great industry. To do that, we’re keeping our fingers on the pulse of the education and training for this year, with the accessibility and diversity we offer as part of the IQA, being supported through the innovative use of digital tools and training planned for this year.

I would like to say a special thanks to our members, our branch committee members and the broader IQA community, without whose support and contributions the IQA would not be as it is today.

This year will also see Adelaide play host to the 64th National IQA Conference from Tuesday, 15 October to Thursday, 17 October 2024. The conference and exhibition will be held at the Adelaide Convention Centre. I look forward to seeing you all there.

Educating and connecting our extractive industry

www.quarry.com.au

THE IQA’S THREE STRATEGIC PRIORITIES ARE TO SUPPORT INDUSTRY PARTICIPANTS WITH COMPLIANCE AND REGULATION, BUILD A DIVERSE AND SKILLED INDUSTRY WORKFORCE, AND FOSTER STRONG INDUSTRY CONNECTIVITY.

The IQA’s Strategic Plan 2023 to 2026 embodies the following vision, values and strategic priorities: Vision: Thriving communities supported by a sustainable industry Operational Priorities: • Deepen industry participation • Sustainable revenue streams • Highly capable team

• Technological innovation • Effective engagement • Great governance

Strategic Priorities: • Support industry participants with compliance and regulation

• Build a diverse and skilled industry workforce

• Foster strong industry connectivity

IQA Contacts:

Phone: 02 9484 0577 Email: admin@quarry.com.au Deputy President Sarah Bellman

Company Secretary David Cowie

For all education, member and branch enquires please email: admin@quarry.com.au.

Duncan Harris President Institute of Quarrying Australia

Quarry January 2024

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NEWS

IQ E

KINDER AUSTRALIA UNVEILS NEW CEO Kinder Australia has appointed long-time employee Charles Pratt to take the top job after starting his journey with Kinder more than two decades ago.

Kinder Australia founders Neil and Christine Kinder have transitioned into managerial roles on the company’s advisory board. Neil will maintain his role as a managing director.

In a statement, Kinder welcomed the promotion of Pratt as the company prepares to celebrate its 39th anniversary in the bulk handling industry next year.

“Charles Pratt is characterised by his unwavering diligence and diplomatic approach to achieve the best possible outcomes and practical solutions,” they said.

“He encourages a culture of inclusiveness and upskilling – qualities that have played a pivotal role in his rapid rise within the company.

“His hands-on experience and profound understanding of heavy process industries make him a remarkable problem solver, not only for Kinder but also for the company’s valued customers.

“Charles has an uncanny ability to dive deep and uncover issues, often identifying challenges that even the most discerning customer might overlook.”

Pratt previously served Kinder as the operations manager and is remaining as a company shareholder. •

Charles Pratt, Kinder Australia CEO.

REGULATOR GIVES QUARRY THE GREEN LIGHT A Tasmanian quarry has been awarded a new lease on life after the state’s environmental protection authority granted a green light to increase production.

Located in the state’s northwest, Tasmanian site Nook Quarry was approved to increase its extracted and crushed material, subject to conditions.

The quarry was put forward for an increase from 50,000 m3 to 150,000 m3 which will likely increase blasting frequency. As a result of the increase, the quarry will be expanded in a move which will effectively double the quarry area.

The EPA Board chairman, Andrew Paul, said that the board concluded that the proposed development can be managed in an environmentally sustainable and acceptable manner, with certain conditions. The EPA confirmed that these conditions must be included in any permit subsequently granted by the Kentish Council.

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Quarry January 2024

“Various environmental issues were considered in the assessment, including noise, dust and natural values,” he said.

“Conditions have been imposed to require the management of noise and vibrations, management of dust, and to provide for the exclusion of areas of vegetation from development.”

According to EPA Tasmania documents, AG and BJ Riley developed the quarry more than four decades ago after it was abandoned by local councils in the area.

The proponents of the increase proposed gradually increasing the processing limit, aligned with market demand and investment in additional equipment and skilled resources.

The quarry supports five crew and six pieces of equipment as well as additional sub-contractors. The approval will require an estimated three full-time employees as well as extra equipment, including a cone crusher, jaw crusher, screen, articulated

truck and front end loader, according to EPA documents.

The material from the quarry is used for road construction and meets the Vic Roads specification for road building. The product is also used across Tasmania in civil projects, dams, drainage, pipelines and building industry.

The proposal received only one representation during the public consultation period. The representation raised concerns that the proposal would impact the potential for houses to be developed on private lots nearby.

The environmental assessment report, including the environmental conditions, has been issued to the AG and BJ Riley, and the Kentish Council.

Operations will be ramped up following approval and commissioning of new equipment. •

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IQA UPCOMING EDUCATION & TRAINING At the IQA, we are committed to providing educational training and workshops held both onsite and online.

Explore a snapshot of what’s coming up in 2024.

VIRTUAL WORKSHOPS & WEBINARS Critical Control Management (4 hours) Plant & Equipment: Safety, Compliance & Best Practice (various) Introduction to Quarrying (3.5 hours) Contractor Safety Management (4 hours) Slope Stability for Operators (3.5 hours) Quarry Materials Production & Quality Management (6.5 hours) Visit the IQA website for delivery dates and further information.

ONSITE WORKSHOPS

NSW 28 Feb 2024 – SYDNEY | Plant & Equipment: Safety, Compliance & Best Practice 13 Mar 2024 – HUNTER | Bullying & Harassment 13 Mar 2024 – HUNTER | Verification of Competency (VoC)

TESTIMONIAL

“I wanted to express my thanks to Tony and the IQA for the excellent course yesterday.

It was very enjoyable and I got a lot from it.”

— Jason, Senior Geologist

VIC 14 Mar 2024 – Critical Control Management

FEATURE WORKSHOP

FEATURE WORKSHOP

Plant & Equipment: Safety, Compliance & Best Practice

Critical Control Management

Incidents related to the use of plant and equipment are a major cause of work-related injury and death in Australia.

This workshop has been designed for Quarry Managers and Supervisors, to address the safety issues associated with supervising the operation of plant and equipment in quarries.

Critical Control Management (CCM) is an internationally recognised approach for organisations to improve the management of potentially fatal and Material Unwanted Events (MUEs). The benefit of a CCM program is to target your efforts on what matters most and minimise activity on what does not provide value. This ensures critical controls are not only in place, but also effective to prevent fatalities and catastrophic events.

The course is presented in modules, which can also be completed individually, or packaged together into various short courses. Modules are: Legislation, Safety, Guarding and Isolation, Mobile Plant, Conveyors, Maintenance, Environmental Impact.

The IQA has both the full course and individual modules scheduled for delivery. Visit the website for more details.

The course is recommended for Quarry Managers and Supervisors, Operations Managers and those responsible for safe systems of work, management and supervision.

The IQA has this course scheduled for both virtual and in-person delivery. Visit the website for more details.

IQA education programs are claimable as CPD under the NSW Maintenance of Competence and QLD Practising Certificate schemes.

For more information on IQA Education and Training:

Please call 02 9484 0577 or email education@quarry.com.au or visit quarry.com.au

INDUSTRY LEADERS

BEN LEFROY WIRTGEN

BOUNCING BACK Ben Lefroy, Kleemann’s national sales manager for Australia and New Zealand, outlines the current quarry industry landscape.

In your opinion, how has the Australian quarrying industry performed during 2023?

I would say that the first half of the year had higher demand with a drop off due to economic position of the country, this is being driven by inflation with both local and federal governments reducing spending and in some cases funding being cut all together for major infrastructure projects.

How are increasing capital and operational costs affecting the Australian quarrying industry?

The cost of aggregate or contract crushing

Kleemann are experts in diesel/electric technology.

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Quarry January 2024

rates haven’t increased to the same level or inline to what other capital costs have, this results in tighter margins/profit for those involved.

What are some of the flow-on effects of increasing costs?

Crushing contracts are being cancelled, there is reduced requirement for aggregates in the road or construction space and potential retrenchment could lead to higher unemployment within this industry sector.

With the difficulties of finding skilled labour this puts pressure on business to retrain or recruit when things turn around.

How is Kleemann working to minimise costs where possible?

As a product offering Kleemann are market leaders in diesel/electric technology and has been manufacturing crushing/ screening equipment with this configuration for more than 35 years. The major benefit of electrical machines is the ability to reduce fuel cost and usage up to 40 per cent of our competitors in varied applications.

The technology in the Kleemann product via the interactive Spective interface allows the operation of machines to be viewed and operated via the Spective connect App, this allows machine health monitoring and

INDUSTRY LEADERS

operation remotely from the feed FEL or Excavator. In-turn, this reduces personnel on the ground providing a more efficient way to operate the mobile plant.

With our factories’ streamlined manufacturing processes and Wirtgen Group buying capabilities, we are able to produce machines that are price point to the market without substituting quality.

We are committed to producing machines that while maintain quality also provide cost savings to the end user through reduced operational expenditure and competitive capital costs.

We also offer other incentives to support our customer base from the aftersales business with parts and service packaging, these incentives are designed to benefit the end user to assist with the overall cost of operating Kleemann Equipment.

What is the current infrastructure demand like, and how has it changed over the past year?

Obviously, demand has reduced due to major infrastructure projects being put on ice, with the lack of skilled personnel to run and operate equipment this somewhat slows things down with supply demand reduced.

How is the industry reacting to the spending slowdown? What do you think needs to be done to ensure the best outcome for all involved?

Capital spend is always reviewed during slower economic cycles, this changes the way that companies like ours support our client base, we see customers holding assets longer requiring more support from aftersales be it in the spare parts supply or technical support/ repair space.

Higher interest rates that we are seeing at the moment are also a factor with the slow down in industry, this plays into the topic above and also plays a part in slowing down the private residential sector, which in the end also effects the supply of construction aggregates.

What can be done to ensure organisations retain as many skilled employees as possible?

The skills shortage isn’t new news to anybody and effects all levels of industry, whether you’re a supplier, owner operator or contractor this is an issue that in the short term there isn’t a magical solution. Employee retention is key.

We have seen many creative ways employers have incentivised their work forces to remain loyal, offering continuous development and upskilling people is key to keep Employees engaged.

How has the supply chain reacted during this period? What potential challenges or benefits do these changes pose?

The supply chain in general is starting to return to pre-pandemic status, however we are still seeing issues with Australian ports and shipping this is putting additional strain in the import of goods and inflated local pricing for domestic movements.

How is Wirtgen Australia (Kleemann) addressing the skills shortage? What programs/initiatives does the company have to ensure the next generation of workers learn the skills they require?

Wirtgen Australia is committed to industry growth, we have increased our Apprentice intake to ensure an increase in skilled personnel will be coming into the

Kleeman has been manufacturing crushing and screening equipment configuration for more than 35 years.

industry however, this is a medium to long term strategy. We are upskilling existing technicians by means of adding additional trades to existing and have increased dedicated product training carried out by product managers and factory-based trainers.

Wirtgen Australia also offers an extensive Employee incentive/ benefits program to ensure we are equally as committed to the employee as they are to the employer.

How do you think the industry will change over 2024?

I feel that the industry although there are challenges it is still in a good place and has a bright outlook in the years ahead. Australia is a developing country with a healthy pipeline of projects.

The next 12 months will be trying, and Wirtgen Australia is dedicated to supporting our customer base new and old to ensure we are all successful into 2025. • For more information, visit wirtgen-group.com

Quarry January 2024 11

INDUSTRY LEADERS

JAMES CHAUNCY PICKLES

TOP OF THE MARKET James Chauncy is Pickles National Sales Manager for Trucks and Machinery. He offers insights into the equipment sales market and the auction industry for the quarrying sector.

What’s the past few years been like for Pickles by the numbers?

Over the past two years, the Pickles Industrial team has sold over $1.2 billion of used industrial equipment. We have successfully sold various crushers, screens, and associated quarry assets within that figure through our sale channels.

What surprised you about 2023?

The early months of 2023 saw used equipment sale prices maintaining their highs from 2022.

However, they experienced a significant slowdown at the start of the new financial year due to a drastic reduction in the instant asset write-off and escalating interest rates.

Surprisingly, high-quality equipment with a maintenance history demonstrated its ability to yield quality results, as evidenced by the success of the Corbets Group crushing and screening sale in November.

How important is it to Pickles to give older machinery a second life?

Each situation varies, and not all quarry owners find it commercially feasible to invest in brand-new gear. Some purchasers only need equipment for short-term projects, so acquiring quality used equipment is essential for a large industry sector.

How has the auction industry grown in the past year?

The auction industry continues to grow stronger, offering sellers and buyers a transparent transaction method within a controlled timeframe. It provides everyone with the confidence they need in the equipment.

Where do you see the industry heading in the next few years?

I foresee growth in the auction industry, paralleled by similar trends in the quarry industry. With ongoing infrastructure projects nationwide and the continuation of shortterm projects like flood recovery road work, the demand for quality materials in easily accessible locations will further boost local quarry volumes. As these projects kick off, newer equipment will be required, and

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Quarry January 2024

used equipment can be effectively recycled through a multitude of sales channels that we can provide, including auctions, expressions of interest, and private treaties.

What are some of the challenges that need to be overcome?

Due to the rise in interest rates and economic challenges in specific industries, the slower pace at which financiers can lend and preapprove people for purchases has made it challenging for some business owners to secure the necessary assets (whether new or used) for their projects.

How has Pickles dealt with the rise in interest rates?

Fortunately, at Pickles, we have established robust relationships with finance brokerage companies and financiers. We utilise these relationships to assist buyers through this process.

What support does Pickles offer its buyers and sellers?

We offer extensive support to our buyers facing challenges securing assets due to economic fluctuations and lending complexities.

Leveraging our strong relationships with finance brokerage firms and financiers, we provide valuable assistance throughout the process. On the flip side with the seller, we can provide a tailored approach to

the strategy and offer options such as fleet and individual asset purchases and consignment and guarantee options.

We aim to empower our clients, ensuring they can find the right solution for their requirements.

What is the best advice you can give to those purchasing at auction?

Buyers are striving to prioritise quality equipment to put the gear to work as soon as possible. We try to gather extensive information about the assets and convey the seller’s narrative truthfully and transparently. Obtaining maintenance history and asset backgrounds is crucial in this process.

My advice to buyers is to contact one of our 60 sales executives nationwide, establish a relationship with them, and then sit back and know that we’ll go above and beyond to assist.

What is in the pipeline for 2024?

We have some exciting projects lined up for 2024, with the launch of significant sales in February and March. These will encompass critical fleet turnovers, retirements, and national crushing and screening sales, creating a multi-vendor platform where everyone is welcome to consign and be part of the event. • For more information, visit pickles.com.au

Used equipment can be effectively recycled through a multitude of sales channels.

SELL WITH US The Pickles team is dedicated to maximising the return on every asset. We have a highly trained team of international valuation experts who have the knowledge, deep experience and tools needed to provide accurate appraisals and specialist advice on how to enhance value. We stand by our valuations, providing sellers the assurance of protection in sale returns. We understand that every situation is different. Our team brings hundreds of years’ experience in customising solutions that suit the unique needs of our clients.

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“Pickles were easy to work with from start to finish because they really know their stuff. We had full confidence in their ability to run the event, making the experience stress free. They were quick, professional and able to assist in everything from inspecting and valuing the assets, as well as marketing to ensure they reached all potential buyers. We had full faith in the Pickles team to deliver fantastic results, which they did!”

– Aussie, Corbet’s Group

Talk to us today about partnering with Pickles, contact Customer Contact Centre on 1300 052 392

PHILLIP AGIUS

INDUSTRY LEADERS

DELTA RENT

EMBRACING FLEXIBILITY Phillip Agius is Delta Rent’s general manager. He gives an insight into running one of Australia’s largest hire plant and equipment providers and how it can help quarries across the country.

Delta Group is the proud major sponsor of the Flicker of Hope Foundation.

What surprised you about 2023?

Delta Rent continues to experience growth and expansion in the quarry sector each year.

Our unique business model provides our clients a wide choice of machines and brands for specific applications. Coupled with the security and level of comfort that our 24/7 service offers, we can provide our clients with the ideal solution that delivers.

How has the industry grown in the past year?

We’ve expanded our operations in the mining sector with the delivery of WA900 wheel loaders. This is an exciting new growth area for Delta Rent, enabling us to service existing clients better and attract new business.

What new technology are you most excited by?

Delta Rent has always been – and will continue to be – at the forefront of embracing the latest technology and equipment, enabling us to provide unparalleled choice and service levels.

We are the industry leader in the rental space and will continue to expand our fleet to ensure we stay there.

How has Delta focused on innovation?

When it comes to utilising the latest

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Quarry January 2024

equipment and technology, we explore and embrace all options, giving our clients the luxury of choice.

We’re unique because we encompass all the leading OEMs, and we’re a one-stop shop – clients can access the latest models across all brands. You are always going to get a suitable machine for the right job.

What do you have planned for 2024?

As the industry leader in the rental section, we’re constantly growing as a business and expanding our fleet. We’re at the forefront of embracing innovation in the industry – our clients benefit from our continued commitment to offering access to the most extensive range of the latest machinery and equipment.

Where do you see the industry heading in the next few years?

The rental sector will continue to grow, with appetite expanding into civil construction, quarry and the mining sector.

Rental is the perfect option for freedom from capital purchases – you can operate your business and maximise your potential with access to the latest model equipment, backed with the security of knowing you’ve 24/7 service. It’s the perfect scenario to ensure your valuable capital is invested elsewhere in your business rather than on a mobile plant.

There’s more to Delta Rent than just its fleet. Tell us about Flicker of Hope for those who may not be aware.

Delta Group is the proud major sponsor of The Flicker of Hope Foundation – an ACNC charity committed to raising funds for medical research into Neurofibromatosis (NF). NF is a genetic condition causing tumours to grow on nerve endings, with potentially devastating outcomes for those impacted by the condition. There is no cure and very few treatment options.

Con Petropoulos - founder and managing director of Delta Group – and his family have experienced firsthand the trauma, pain and loss associated with NF. Their daughter lives with the condition, and their daughter-in-law recently passed away from NF-related brain cancer, leaving behind her husband and two young children.

Every dollar donated to Flicker of Hope is directed to vital research – find out more at flickerofhope.org.au.•

What are some of the new trends you have spotted in the earthmoving and attachment spaces?

Everyone wants GPS-guided equipment – that’s become a non-negotiable. The Delta Rent fleet ensures you always have access to the latest technology and equipment, optimising your output and efficiency.

INDUSTRY LEADERS

GREG MUMFORD CATERPILLAR

FUTURE VISION Greg Mumford is the Sales, Service and Marketing Manager for the ANZP division in Caterpillar Global Construction and Infrastructure. He gave his insights about the year that was the industry and how Caterpillar is positioned for the year ahead to Quarry.

How was 2023 for Caterpillar in Australia?

2023 was another year where we were proud to support Australia’s quarry industry. Caterpillar continued pursuing its commitment to bringing Australian quarry customers the highest technology machines and advanced product support services.

The Australian quarry industry has remained very strong throughout 2023 as suppliers responded to the material requirements driven by the large civil infrastructure projects across our country.

What is the biggest issue facing the industry in the next few years?

The biggest issue facing the quarry industry in the next few years relates to the attracting and training of people who want to drive the industry forward. People looking to embark on their careers have many choices; we need to ensure that the industry is attractive to those people to get them interested and engaged.

How is Caterpillar positioned to help quarries with this challenge?

To overcome this challenge, the quarry industry must appeal to the next generation of people about to embark on their careers.

One very important element is how sustainable the industry is and what it is doing to improve its sustainability, such as carbon emissions reductions. Caterpillar is very well positioned to support this message, with its strong focus on fuel efficiency improvements, reducing carbon emissions, and new technologies such as Cat Payload to improve efficiency and reduce carbon emissions.

How important is it for Caterpillar to be looking at where the quarry market will be in the future so it can meet demand?

Our customers are at the centre of our product and service development strategy.

We spend a considerable amount of time with quarry customers so that we know what is important to them, so that we can deliver a

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VisionLink allows quarries to view payload, cycle times and load and dump location and material movement.

product or service that helps maximise their profitability. We are also looking for patterns or trends so that we can develop products for the future and try to anticipate customer demands in the future.

Technology feels like one of the major factors of quarrying now. How important is technology to Caterpillar’s product offering?

We recently launched our new VisionLink® application with a dedicated module designed for quarries, VisionLink Productivity.

Payload, cycle times and load and dump location and material movement can be viewed to provide insights, including the ability to monitor operator efficiency, provide coaching opportunities, highlight best practices, and show cost per ton. If the quarry uses a digital site plan and Cat GRADE 3D machine control, as built, survey data is provided automatically to show

cubic meters moved and progress vs site plan. With VisionLink Productivity and Cat Payload technology, there is now the option of electronic printing tickets on loaders to eliminate traditional paper-based systems.

VisionLink Productivity is available for all Cat machines used at quarries.

Can we expect new equipment or technology from Caterpillar next year?

Last year, we completed the release of our Next Gen Wheel Loaders, which are being used extensively in Australian quarries. We expect to continue to bring those new models to Australia but with new features to help operators be more productive and sites more efficient. We have also just released our new VisionLink software, which provides industryleading capabilities to monitor machine maintenance and productivity remotely. • For more information, visit cat.com

INDUSTRY LEADERS

ANDY BLYTHE

SCREENMASTERS AUSTRALIA

T

THREE DECADES AND COUNTIING Screenmasters Australia (SMA) will celebrate 30 years in the industry in 2024. SMA general manager Andy Blythe talks to Quarry about the company’s storied past and what lies ahead in its exciting future.

This year marks a 30-year milestone. What does it mean to celebrate an important anniversary like this one?

The 30-year milestone is a testament to the dedication, hard work and focus of the owners, Michael McGinley and Mick Lagan. Without their continued strong work ethic, outside-the-box thinking and ability to navigate an ever-changing customer base and supply chain, the company would not sit on the solid foundation it has today.

How has the business changed from when it started to where it is today?

The global shift to internet-based information and technology is a massive influence. The way we connect to customers and suppliers has become very ‘faceless,’ and in some instances, there is little human interaction at all. The way we connect, advertise, service and support has shifted. We are constantly evolving to keep up with our stakeholders’ expectations and demands.

What has been the key to SMA making more than three decades in the industry?

Any business needs solid business acumen.

Strong leadership, coupled with a persistent ‘never give up attitude’ and dedication, ensures you have a good chance of building a successful business.

Having the flexibility and ability to ‘read’ the market is critical and ensuring your supplier base is “in tune” with your aspirations and goals.

SMA keeps innovating with new products.

Why is it so important to keep bringing new products to market?

Traditionally, the market drove the direction of the business as we were simply following others. It became clear in the early days that being a follower is not the way forward, as it creates stagnation and complacency. We needed to stay a step ahead, keep in front of

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the competition and, more importantly, serve the customers with what they need. Staying close to the right suppliers is imperative as they need to listen to the market and bring new innovations for you to distribute. You are the suppliers’ eyes and ears; having that strong bond is a key to success.

SMA is expanding in bringing fixed plant equipment to its product line. How big a step is this for the company?

In short, this is a big but natural step. Our business philosophies are not changing. We will take our fixed equipment to the market with the same commercial and customer care logic, we have with our extensive mobile range of equipment. We feel this approach will open new doors, and new customers and allow us to serve our existing client base with a broader portfolio.

How much work has gone into expanding SMA to have a fixed plant portfolio, and how did this come about?

A combination of many factors has facilitated the expansion program. Timing is key in all aspects, and none more important than the company preparing for the next generation to drive the business forward. The company is also positively exploiting its long-term global relationships with industry experts.

These relationships allow for enhancements in strategic thinking, as well as driving operational change to cope with both current and future developments. It’s a very exciting time for the business.

Coming into 2024, what other new products will we see from SMA? As previously mentioned, innovation and flexibility are critical to our success. We will continue to bring new products across the board from all our suppliers and develop new vendor relationships with new products and offerings.

Sometimes, innovations can be as simple as a design change or new options on an old model. But in our case, many of our innovations are driven by stretching the demands on our supply base, pushing them to think outside of the box. Being specific as to which new products SMA we will be focusing on, watch this space.

What is a crucial issue facing the industry in the next two to three years?

The usual key suspects will be controlling how well the industry performs. The major ones affecting all of us here in Australia are rising costs, locally and globally.

Manufacturing overseas is at an all-time high, and the strength of the Australian dollar is a major factor.

Other key elements to consider are the availability of skilled resources and the increasing awareness of the impact on the environment and government policies affecting environmental aspects and how this impacts clients’ decisions going forward.

What’s your overall outlook for 2024?

Generally positive, however, as always, we must respect the ever-dynamic world we live in and remain cautious. Global events tend to take longer to impact Australia, so it would be fair to say we have a big focus on the “ripple” effect hitting us in 2024.

With our broader offering and continued dynamic approach to serving our clients, we are placed in good stead to cope with any shift in demand.• For more information, see screenmasters.com.au

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INDUSTRY LEADERS

NICK VRONTAS KOMATSU

TACKLING CHALLENGES WITH INNOVATION Nick Vrontas is the national business manager at Komatsu Australia.

He gives Quarry an insight into the company’s latest innovations.

How was the past year for Komatsu?

The past year has been incredible. We’ve seen record volumes of new machines being delivered to customers, our rental demand has been unprecedented, and the demand for our service technicians to assist our customers has been extraordinary.

We saw some new Komatsu products enter the market like the GD955-7. What was the uptake of these new products?

The level of interest in the GD955-7 has been fantastic. It was just released, but the order bank is growing behind some great field days and product trials. We also saw the WA4808 loader released at the end of last year; uptake this year has been exceptional. Its predecessor, the dash-6, was and still is such a warhorse, and the WA480-8 has only grown and gone past it. So much so, in fact, that it has regained the mantle of number one in the class, which is a wonderful result.

Why is it important for Komatsu to keep innovating its product line?

Like our customers, we always look for ways of improving and assisting our customers in that respect. Komatsu has built its brand on developing Dantotsu products, which translates to new and unrivalled products.

Being the market leader for innovation is at the core of our business and something we are constantly striving for. We were the first original equipment manufacturer to release hybrid excavators over ten years ago, and that’s just one example of many where we have led the charge in technology advancement in the industry. That is what drives us, and it will continue to do so.

Australian quarries are embracing technology more than ever before. Is that something you’ve noticed in your role?

It is becoming increasingly evident that quarries of all sizes are looking for new and innovative ways to find operational efficiencies.

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No matter how big or small, each incremental change has an effect, so assisting our customers in achieving these is very important to us.

As readers have seen throughout the year, we are building awareness within the industry of a technology platform we developed in-house – Smart Quarry Site, previously known as iSite.

This product has been very successful in its introduction to several quarries, as it provides a live holistic overview of the site’s productive data whilst also offering the ability to provide the added benefits of in-cab electronic prestarts and safety monitoring alerts.

What’s the outlook for Smart Quarry Site?

Our Smart Construction team are constantly looking at and adjusting the long-term development of the platform to ensure it continues to suit our customers’ needs. As the industry changes, so will the demands for different data and features the system can offer our customers. The system has also been launched globally, and I no doubt expect that innovation within the product will occur based on exposure to different markets, particularly in the US and Europe.

What’s the quarrying industry’s main issue in the next two to three years?

It’s fair to say that pressure continues to grow in the ESG space, and I see it getting increasingly important to address.

We are already seeing customers making informed decisions regarding the fleet of yellow machines they purchase and the carbon emissions each model provides. It is difficult to make quick changes in the factors of the production of cement and aggregates, but this solution is becoming more common.

How is Komatsu positioned to face these changes?

There are a few different ways we can and are already addressing this. The first is through a product that is already in the

market and was mentioned above, the Smart Quarry Site. SQS provides customers with the ability to oversee their fleet in real-time and identify where there are inefficiencies in the fleet’s movements. Inefficient machinery usage leads to wasted fuel consumption and, thus, emissions. Another option we can provide to our customers today is using our application engineer services. By utilising this service, our application engineer can head to a site, observe the operation, and measure the haul roads and other intricacies of a site to help make informed recommendations on the optimal fleet mix for the site’s requirements and goals.

We know that assisting in identifying the most efficient way to move material on-site.

If we look to the future, engine technology is the next stepping stone for Komatsu and other OEMs. We recently saw some announcements from Komatsu Limited in Japan regarding partnerships to develop the next fuel and driveline technologies we will utilise. Komatsu is partnering with Toyota in the hydrogen space. We recently announced the planned acquisition of US firm American Battery Solutions to assist with our BEV development. Again, keep your eyes on our socials and Quarry as we will make another very exciting announcement in this area.

Are we likely to see new products enter the market from Komatsu in 2024?

Most definitely! 2024 is shaping up to be a busy year for us as we look to introduce several new models. We’ll see three new quarry-class load and haul machines, including an excavator, loader and rigid truck, though I can’t give away too much just yet.

Additionally, we’ll soon announce the muchanticipated release of a sales loader that has been making a big mark overseas. Make sure you keep checking Quarry each month for more information. • For more information, visit komatsu.com.au

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STEVE FRANKLIN

INDUSTRY LEADERS

ELTIRUS

TOOLS OF THE TRADE Steve Franklin, founder of Eltirus, examines the industry and how decision makers can make more informed choices about quarry resources.

How has the industry changed over the past 12 months?

There is a new focus on sound geological knowledge to underpin resource planning.

We have talked a lot in the past about the importance of geology and doing it right.

By this I mean, good targeting of drill hole locations, standardised logging of chips and core to the Australian standard, using field-based logging software and modelling of the results. Why? Because without this knowledge, a site can have some very unpleasant surprises in terms of either unplanned overburden campaigns or rock quality issues.

This year has seen a huge upswing in the number of geological campaigns we have conducted across Australia and New Zealand, and I particularly note a determination by our clients to ensure that they spend the money needed to get the right result the first time. Exploration is expensive yet it is not uncommon to see quarries that have gone to the trouble of drilling holes, only to lose the samples or core, not use a geologist to log the samples and then not bother to model the results either.

What have been some of the key lessons from 2023?

While the desire for effective geological knowledge is increasing across the

industry, I am very concerned by the lack of a similar degree of interest in robust geotechnical engineering.

In reality, the work that we do is mostly about risk reduction and reducing the risk of pit walls failing is a critical part of that work. It’s not enough for geotechnical understanding to be relegated to site inspections and awareness training. A sound understanding can only be built through effective knowledge of geological structures, material strength and modelling by a competent engineer.

None of this is cheap and, in my experience, geotechnical studies tend to be a ‘grudge purchase’. The reality however is that the absence of good geotechnical knowledge can be incredibly expensive to an operation should the worst happen.

What is the most exciting development that you have seen? How do you believe it will begin changing the industry?

You probably know that to get an accurate GPS position there must be a correction system of some kind – e.g., a base station or service such as AllDayRTK, VRSNow etc.

These are both excellent services, however, can be expensive for the lower usage common in quarry operations.

Enter AUSCORS, a network of over 700 GNSS (Global Navigation Satellite System)

Geological data

Drone & GPS Survey

stations across Australia and the AsiaPacific region that provide a free correction service. While there are some limitations to this service (e.g., GDA2020 only), this is a big deal for anyone on a site that needs accurate positioning.

While “exciting” might not be the term many of you will apply to the general availability of AUSCORS, it really is the democratisation of high accuracy positioning and will open a raft of new opportunities.

Why should quarries embrace the digital revolution? What are some of the risks of being left behind?

Some years ago, I sat in a quarry planning meeting with the client representative and four other consulting company representatives.

Everyone had their part of the solution as a paper drawing, all at different scales and impossible to overlay to see how the different work packages integrated. Frankly, it was unworkable.

Digitalisation makes it possible to quickly and accurately integrate data. Simply put, it ensures that you have the information at your fingertips to make better decisions and as a client so famously put it, “allows you to make your mistakes on the computer, not in the field”.

Management & Sales targets

GPS Rover Capital & Operating costs

Environmental Conditions

Reduce Scope 1 & 2 emissions by only extracting material that is viable

Optimised Resource

Drill rig Hole Navigation System

Digital Twin

Quarry Operating Plan

Reduce Scope 1 & 2 emissions by ensuring that extraction and processing is efficient through targeting and monitoring

Market & Pricing conditions

GPS Machine Guidance

Autonomous & Electric Machines

Digitalisation makes it possible to quickly and accurately integrate data.

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Geotechnical model

Pit & Dump Designs & Surveys

Operational Performance Management System

Reduce Scope 1 emissions by removing diesel equipment

INDUSTRY LEADERS

It is important people are aware that the extractive industries are a positive contributor to the Australian community.

How are quarries already making use of digitalisation?

In the past, quarry planning has tended to focus on the long-term conceptual pit that was put forward to a regulator to win approval for a new quarry or the extension of an existing one.

We have always focused on making planning a reality and it is a never-ending source of wonder to take one of these long-term plans from a 2D drawing, bring it into 3D and find that it simply doesn’t work – incorrect bench elevations, poor or no access.

In one example we saw “patches” applied to a CAD drawing to cover up inconsistencies in the design.

Digitalisation tools, well used bring a level of rigour to planning that is impossible with simple 2D plans on paper and ensures that there is a way to break down the long term plan into bite sized chunks that can be successfully worked through in the field.

Increasingly this approach is recognised by regulators and senior management alike as a rigorous approach that ensures continuity and ensures a considered approach.

Drones are a primary enabler of digitalisation and we see these commonly used across the industry. We are increasingly seeing the take up by quarry operators of Deswik.Suite quarry design software and Leapfrog geological modelling, along with a range of other systems that enable data to be collected, analysed, and visualised digitally.

From measuring stockpiles to better understanding site geology to planning extraction sequences, digital tools are becoming more and more commonplace.

How do you believe autonomous operation will affect the industry?

When people think of autonomous operation they tend to think of machines that are fully self-functioning with little or no human involvement, whereas what we are actually talking about is a scale of autonomy.

The area that has been most impacted by autonomous operation to date is blast hole drilling. Hole Navigation Systems and AutoDrilling capability are now common and have proven time and again that they can beat the best human operators on a consistent, day in, day out basis in terms of metres drilled.

That’s not to say there isn’t a place for human operators, there definitely is (and will be for quite some time to come) and it is generally in relation to exception handling – situations that a machine does not have the intelligence or judgement to do or simply can’t now (e.g., bit changing, maintenance).

Autonomous trucks are the most likely next technology we will see, though this may still be a way off yet if current indications are anything to go by.

What can be done to prepare for autonomous operations?

Digitalisation, putting in place the telecommunications and power infrastructure needed and making sure that companies contemplating this approach are part of groups such as the Global Mining Guideline Group (GMG) to help them understand the magnitude of the technical and change management issues that are occasioned by such a fundamental change.

Putting in place the technical groups needed to scope, manage and run autonomous fleets will be critical, as will developing the professionals to run them.

Quarry January 2024 23

INDUSTRY LEADERS

Autonomous trucks are the most likely next technology we will see.

What are some of the risks that automation poses?

Probably one of the biggest risks is cybersecurity. There have already been instances where autonomous trucks have been hacked. This said, cybersecurity is one of the larger issues all businesses face these days and autonomous operations will provide another set of factors and issues to resolve in a larger picture.

How will these emerging technologies help address the growing skills gap?

It won’t address it at all, it will exacerbate it.

We already know that the number of people graduating survey, geology and mining engineering courses is at an all-time low.

At the same time, the requirements for professional certification are increasing, making the situation more difficult again. To complicate this further, we compete against a growing requirement from the mining industry for the same skill set, albeit with much deeper pockets to pay for those skills.

As an industry, we need to look further in terms of what we currently believe the skills gap is – it’s not just operators and quarry managers.

What else needs to be done to ensure the quarrying industry has enough skilled labour?

Somehow the community must be brought to see that the extractive industries are a positive contributor to the Australian community, not a negative one. This is in essence a public relations issue.

I think we need to do much more to get in front of school children and young adults to tell them about the value our industry brings to their society (rather than them have a negative or at best, tolerant attitude towards

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Autonomous operation has impacted blast hole drilling significantly.

1,500

50

213%

# of new mining engineers required in Australia by 2025

# mining engineers expected to graduate in 2022

How much more a mining engineer is paid than the All Jobs Average

Source: Eltirus

it) and make it an interesting industry that people want to choose as a career.

There is only so much that you can do to maximise the current pool of people that are available – we must change community perceptions, prove the value of what we do and in doing so, make our industry of interest to a new generation – AI, digitalisation, autonomous operations, and sustainability are where their interests lie – lets work towards that.

How is Eltirus helping quarries navigate the changing landscape?

Our primary role is in providing decision makers with the data to make better decisions about quarry resources. We do that through digitalisation and bringing to bear skills from the mining industry to solve difficult resource problems, but also in working to bring about an awareness of new technologies and issues.

As quarries become more challenging to operate, the tools and research that we conduct will become increasingly more valuable to quarry viability and sustainable operation.

What are you most excited to see in 2024?

When we started in 2016 quarry digitalisation was unknown. The work that was done at Fulton Hogan’s Stonemaster quarry near Brisbane was groundbreaking and has led to major changes across the industry. Since that time, I have had the opportunity to work with some remarkable people across the industry and for that I am very thankful.

2024 is going to be a very important year for us technically and we look forward to talking more about the work we are doing with data collection, analysis, and AI. • For more information, contact steve.franklin@eltirus.com

KNOW WHAT’S IN THE GROUND | EXTRACT IT SUSTAINABLY | ENSURE COMPLIANCE

Quarry design services We work with quarry operators to maximise the value of their resources through effective quarry planning, conducted by highly experienced, qualified mining engineers. Our integrated team provides an end-to-end solution that results in the highest NPV pit design that is geotechnically and operationally sound. Ask us how we can help with your next quarry design.

+61 7 2139 5924 • L2, 127 George Street Brisbane Q 4000 Australia • eltirus.com

INDUSTRY LEADERS

ANDREW MACTIER TEREX

SKILLS FOR THE FUTURE Andrew Mactier, Terex Minerals Processing Systems’ national aftermarket manager, explains how the national skills shortage is affecting the industry.

Looking back at 2023, what did you not expect to see?

Upon reflection, I found the speed and the heightened demand requested by quarry sites to be particularly noteworthy. Amidst global supply challenges and extended lead times, this necessitated substantial efforts from Terex to meticulously coordinate, locate, and source the parts that were not readily available in our inventory. Terex effectively leveraged its extensive network of branches to draw on existing stock, although the time investment required to achieve this was considerable.

What skills do you think will be in demand in the coming year?

In the approaching year, the key competencies required in the crusher maintenance sector will revolve around a skilled workforce adept at navigating the ever-changing demands of the quarry and mining industry. Particularly, a mastery of fitting, welding, and fault finding will be imperative. Additionally, employees who exhibit flexibility in working beyond conventional hours and showcase resilience in adverse weather conditions will be highly esteemed within the workforce.

How can the industry ensure it attracts this skilled labour?

Terex is proactively addressed the diminishing pool of skilled crusher service technicians by initiating an apprenticeship program several years ago. This forwardthinking approach involved onboarding apprentices into various Terex branches.

Over time, a number of these individuals have successfully advanced to the status of qualified service technicians, demonstrating the effectiveness of this strategy.

Furthermore, some former apprentices have ascended to the role of exceptional service managers, underscoring Terex’s commitment to nurturing talent from within.

Notably, Terex has extended its efforts to attract seasoned service personnel, particularly from the Terex MPS (Mineral Processing Systems) groups. This

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initiative includes the recruitment of two service technicians with seven years of experience, who have been instrumental in providing exemplary service to our quarry customers in India.

inherent in the Terex service team’s approach is geared towards minimising downtime for quarries. By aligning with the goal of achieving the least possible downtime, Terex emphasises a preventive and responsive maintenance strategy to ensure the continuous and efficient operation of quarries.

Where is the labour shortage hurting the most? What flow on effects has it caused?

The labour shortage has posed significant challenges, particularly in meeting customer timelines for service. To address this issue, Terex remains steadfast in its commitment to prioritise customer satisfaction. A key strategy involves continuous efforts to bolster and enhance the workforce through a combination of internal and external training programs. By consistently investing in upskilling initiatives, Terex aims to equip its employees with the knowledge and expertise necessary to meet customer demands within the specified timelines. This commitment underscores Terex’s dedication to maintaining a high level of service despite prevailing industry challenges.

Terex has strategically responded to the service requirements outlined by the quarry industry, considering the cascading impact on various facets of our operations. This comprehensive approach encompasses a revised parts strategy and inventory management. By adapting our strategy in anticipation of global parts delays, Terex has successfully navigated challenges and maintained a commitment to delivering high-quality service to our customers. This strategic adjustment has played a pivotal role in minimising downtime for end customers, demonstrating Terex’s dedication to providing efficient and reliable service even in the face of external challenges.

What kind of technology has Terex developed to support quarries?

Terex offers the capability of remote access to crushers, enabling the monitoring of alarms and trends. This functionality proves invaluable for troubleshooting, and in some instances, facilitates online monitoring and adjustments.

This proactive approach ensures that crushers are operating at optimal conditions, with a focus on maximising motor load and crushing pressures. The ability to remotely access and monitor equipment reflects Terex’s commitment to leveraging technology for efficient maintenance, timely intervention, and the sustained peak performance of crushers in diverse operational conditions.

Terex takes a comprehensive approach to crusher design, providing a variety of jaw and cone liner profiles across its entire range of cone and jaw crushers, maintaining a consistent global footprint. This commitment to diverse liner profiles ensures that Terex crushers can be tailored to specific needs and applications. Additionally, Terex has invested in advanced screen monitoring equipment.

This equipment is designed to measure and record movements at all four points on the screen. This meticulous monitoring allows for a detailed analysis of screen behaviour, contributing to enhanced performance analysis and the optimisation of screening processes. Terex’s investment in both crusher liner diversity and screen monitoring exemplifies its dedication to innovation and meeting the evolving needs of its customers.

How is Terex helping quarries meet productivity goals?

Terex conducts comprehensive inspections of complete plants and equipment, fostering a proactive approach to critical and programmable maintenance timings. This strategic initiative allows the Terex service team to anticipate and address potential issues before they become critical. The flexibility

What skills are being lost due to the ageing workforce? How can the industry ensure generational knowledge is handed down?

The expertise that is relinquished is derived from decades of immersion in the crushing industry. Over this extensive period, the accumulation of insights and knowledge has been profound, with exposure to diverse sites and applications. The unique insights gained

INDUSTRY LEADERS

over these years become an invaluable asset, encompassing a deep understanding of various nuances within the crushing industry, which is challenging to replicate through conventional training or academic routes. This wealth of experiential knowledge contributes significantly to problem-solving, adaptability, and a nuanced comprehension of the intricacies within different contexts and applications.

Terex has implemented a mentorship program designed to facilitate the sharing of information across various segments within Terex MPS. This program spans a spectrum of roles, encompassing engineers, sales professionals, and members of the aftermarket team both in Australia and throughout the global MPS group. By fostering mentorship relationships, Terex aims to enhance the transfer of knowledge, promote collaboration, and ensure a seamless exchange of expertise among team members. This initiative underscores Terex’s commitment to cultivating a culture of continuous learning and collaboration within its global MPS community.

How does Terex ensure its clients have access to the information they need?

Terex ensures comprehensive support for its equipment through detailed manuals provided for both sold and serviced machinery. These manuals serve as valuable resources for users, offering in-depth guidance on installation, operation, and maintenance.

Terex remains accessible to address inquiries, provide technical support, and assist customers with any concerns related to their equipment. This multi-faceted approach to customer support underscores Terex’s commitment to ensuring that users have the resources and assistance they need for the optimal operation of Terex equipment.

What other support does Terex offer?

Terex provides quarries with a range of options that encompass thorough inspections and detailed reports on various aspects such as crusher condition and throughputs.

Beyond routine service activities. When

modular solutions Simple, robust design.

▪ Pre-Engineered ▪ Proven-Design ▪ Easy to install ▪ Maximum Productivity

E: jaques@terex.com www.terexjaques.com © 2024 Terex Corporation. All rights reserved. Terex and Jaques are trademarks of Terex Corporation or its subsidiaries.

collaborating with the Terex service team, clients benefit from the collective expertise of the entire Terex group. This approach gives clients a holistic perspective and access to a diverse skill set.

What do you expect to see in 2024?

In 2024, the global emphasis on cost containment will present a significant challenge. The imperative will be to uphold and enhance customer service standards while navigating cost constraints. This challenge necessitates exploring more cost-effective repair options without compromising the reliability of machines and plants. Striking a balance between fiscal responsibility and maintaining the dependability of equipment will be a focal point, requiring innovative solutions and a strategic approach to ensure continued customer satisfaction in a financially conscious environment. • For more information, visit terex.com

INDUSTRY LEADERS

GRAYDEN LEAVER CJD EQUIPMENT

SMARTER SOLUTIONS

FOR SUSTAINABILITY

Grayden Leaver, CJD Equipment’s executive general manager of sales and marketing, talks about how the company and Volvo are supporting a sustainable industry.

What innovations did CJD focus on developing in 2023?

In 2023, CJD Equipment has had a major development in productivity services, dedicating our efforts to providing our customers with efficient, safe, and environmentally conscious operations.

One of the standout developments of the year was the growth of Volvo Co-Pilot. Volvo Co-pilot was developed in 2016, however, this innovation saw a substantial increase in its user base. The adoption of the Connected Map functionality within Volvo Co-Pilot surge, with more customers than ever leveraging this feature to streamline and enhance their site solutions.

How has quarrying technology become smarter?

Volvo Construction Equipment (CE) is continuing to integrate automation technologies and advance telematics, which has enabled the collection of vast amounts of data from machinery. From this large amount of data produced from new telematic systems, operators and site managers can gain visibility around the machines performance, fuel efficiency, maintenance needs and overall operational optimisation.

This has allowed the operation of a quarry to become smarter, safer, and more connected than ever before.

By integrating these smart technologies, these advancements not only improve machinery but also contribute to the overall safety, development, and modernisation of quarry operations.

How are advanced telematics improving the industry?

Volvo CE understand the importance of maximising machine uptime while controlling maintenance costs, which is why Volvo Caretrack and Activecare – a state of the art telematics system, is improving the way quarries are operating. Caretrack provides

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Quarry January 2024

customers with quality connected solutions in the most efficient way possible, with real time insights into machine performance.

Caretrack transfers machine data via GSM mobile network and optional satellites, capturing thousands of machine data points, and giving customers information on geofencing, onboard weighing, fuel efficiency, machine usage vs idling time and serviced planning.

Additionally, customers can upgrade this telematics technology to ActiveCare, which provides customers weekly reports on how their machine is being used and where uptime can be improved. These reports provide a summary of the machine’s

technical status, including critical alarms and operating behaviour alerts that need to be addressed to ensure efficient operations and can have a positive impact on productivity and profitability.

These advance telematics systems allow customers and site managers ensure their business is running as smoothly and efficiently as possible and allows for the facilitation of proactive service planning and advanced spare part ordering.

How has Volvo’s Smarter Solutions helped to drive the quarrying industry forward?

Volvo’s tagline for Smarter Solutions is ‘You can’t be everywhere, but your worksite can’

CJD Equipment and Volvo CE understand customer success relies on having the right equipment, services, and support.

INDUSTRY LEADERS

What are the risks of not adopting the Internet of Things?

Volvo Construction has developed technologies to provide improved operational efficiency, predictive maintenance, enhanced safety, better customer service, innovative capabilities, and a positive environmental impact. By not adopting the Internet of things in Volvo technology, you run the risk of higher maintenance costs, unmet customer expectations and limitations in leveraging your data which is crucial for optimal equipment performance.

CJD Equipment has debuted Volvo electric offering across three compact models.

and that really sums up what Volvo Smarter Solutions is, technology that gives site managers the ability to monitor their jobsite operations efficiently and effectively from any device and location.

CJD Equipment and Volvo CE understand that the success of customer’s projects relies on having the right equipment, services, and support to keep their equipment running efficiently and safely.

This commitment is reflected in their Smarter Solutions technologies for Volvo machinery that provide more efficient operations, safer worksites, and more sustainable operations.

Connected Map, one of the focus points on Volvo’s Smarter Solutions commitment, provides a real-time fleet management and personnel management solution, easily accessible via Volvo Co-Pilot, on smartphone devices and in the office, via the Office Portal web platform. The portal function within the Connected Map simplifies the task of overseeing larger sites for site managers. It opens up the potential for simultaneous management of multiple sites. In addition to the visualisation options, it also allows the Site Manager to react to the prevailing site conditions.

Are more quarries adopting electric machinery? If so, why?

At this stage, CJD Equipment has debuted Volvo electric offering across three compact models: electric mini excavators weighing two tonne (ECR18) and three tonnes (ECR25), and a five tonne (L25) electric wheel loader.

While this marks our introductory release of electric machinery to the Australian market, there’s potential for the introduction of 21-tonne wheel loaders and 26-tonne excavators by the end of the year.

Notably we have seen a major growth in the Volvo Hybrid machines. These hybrid machines have gained traction due to their simplicity and reliability. The benefit is that Volvo’s hybrid technology is controlled automatically, offering a more sustainable option without the need for additional operator training. Operators simply have the Eco Mode switched in an away they go, all the operators see on the dash is a small symbol stating that the hybrid system is working and it’s in a state of charge. These efficient engines are a more environmentally conscious solution with numerous benefits for quarries, from reduced emissions to a lower total cost of ownership, increased reliability, and reduced maintenance.

How important is sustainability to quarries? How much of an affect do electric vehicles have?

In the last 12 months, Volvo has taken huge strides in electromobility, alternative fuels, and fossil free steel, and we are having discussions with customers around the journey CJD Equipment and Volvo are on in this space.

Volvo is widely recognised for its unwavering commitment to on-site and operator safety, offering industry-leading solutions. Volvo CE consistently directs its efforts towards refining existing product

Quarry January 2024 29

INDUSTRY LEADERS

Volvo’s tagline for Smarter Solutions is ‘You can’t be everywhere, but your worksite can’.

lines while integrating technologies to facilitate safer and more sustainable operations.

Volvo is also actively engaged in extensive behind-the-scenes endeavours aimed at achieving complete fossil free operations by 2040. A decade ahead of numerous other significant industry players. This ambitious goal aligns with meeting Science-Based Targets and underscores Volvo’s enduring commitment to environmental responsibility within quarrying practices.

The introduction to Volvo Reman Parts earlier this year marks a notable milestone in quarry sustainability efforts. These remanufactured components demonstrate an impressive reduction of up to 80 per cent in CO2 emissions compared to newly manufactured parts. Leveraging up to 85 per cent of original materials from old Volvo parts. Reman parts not only contributes substantially to emission reduction but also ensure the longevity of machinery across multiple generations.

Where do you see the technology developing in the future?

In 2023, we saw a major development in productivity services offered by Volvo used in quarries across Australia. These productivity services bring dealer and end users closer

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Quarry January 2024

together to achieve productivity, uptime, and reduce total cost of ownership. Volvo’s Connected Map has started being utilised by our customer when preparing new quarries and increasing production levels for existing quarries.

Connected Map gives site management complete jobsite visibility, providing a visual overview of every machine, every vehicle and very visitor on site. It also allows site managers to immediately communicate any changes to the jobsite including one way traffic measures, restricted zones, and speed zones, helping reduce accidents and protect everyone on site.

What new products are you bringing to the Australian market?

2024 is an exciting year for products at CJD Equipment. In the early stages of the year, we anticipate the debut of the Volvo Rigid Haulers—comprising the R60E and R100E models—signifying a significant leap in our offerings. These Rigid Haulers have expansive payload capacities tailored for efficiently transporting heavy loads across rugged terrains.

In 2024 we will also see the release of Volvo Road Rollers, while not specific for Australian Quarries, represents an exciting addition to our lineup for the year.

What do you hope to see in the industry in 2024?

I believe 2024 will bring some exciting new challenges. I believe that OEMs, dealers, and customers are well aware of the evolving nature of the world. The path towards introducing electromobility, alternative fuels, automation, and sustainability into Australia’s quarry industry may sometimes seem lengthy and complex due to the introduction of new procedures and orientations. However, the thrilling aspect is that collectively as an industry, we have the opportunity to contribute positively to shaping the world we aspire to inhabit by actively participating in its construction.

CJD and Volvo Construction Equipment remain dedicated to supporting the industry on multiple fronts. By consistently improving current offerings, adopting new technologies, and embracing electric construction equipment, this endeavour aims to foster the creation of eco-friendly products. Additionally, our focus is to deliver top-notch site management, productivity support, and comprehensive safety packages, all geared toward enhancing the safety and efficiency of individuals within the quarry industry. • For more information, visit cjd.com.au

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Join us on the journey towards a more sustainable quarry industry.

Smarter Solutions Start Here Insights into how to reduce your CO 2 footprint Volvo develops equipment to meet strict emission standards

Volvo have initiatives to reduce their carbon footprint across product life cycles

Volvo strives to lead innovation for a cleaner, smarter and connected world

Sustainability is central to Volvo’s commitment, spanning manufacturing to disposal

Volvo Connected Machines Optimise how you work with Volvo Co-Pilot, your partner in the cab. The high-resolution 10” touch screen provides access to a range of Assist applications, designed to boost productivity, accuracy and efficiency.

Harnessing the full power of machine data and site analysis through connected technologies is one of the first steps towards a more sustainable quarry site.

Big Enough to Trust, Small Enough to Care

CONTACT YOUR LOCAL BRANCH FOR MORE INFORMATION CJD.COM.AU | 1300 139 804

INDUSTRY LEADERS

PAUL DORAN

TUTT BRYANT ENGINEERING

THE TUTT BRYANT WAY Tutt Bryant Equipment national business manager of crushing and screening Paul Doran spoke to Quarry about his thoughts on the current and future state of the industry.

How has Tutt Bryant grown over the past year?

To respond to the needs of our growing customer base, we have restructured our crushing and screening team so the aftersales, service and capital teams can work together more closely in a focused and integrated approach.

This will give our customers the best level of support, and it has already provided organic growth, particularly in our aftersales areas of parts and service.

What trends have you noticed in the industry?

The transition to diesel-electric and completely electrical machinery is trending globally and its uptake is growing fast. We expect this focus to continue as manufacturers aim to decarbonise their ranges.

The digitisation of equipment-monitoring is also gathering speed from the development of fleet management systems like Metso’s Metrics to the incorporation of belt scales and remote machinery control. These initiatives have the singular focus of making the customers better informed and subsequently more profitable.

How has Tutt Bryant improved its offering? What plans do you have to continue this?

Fortunately for Tutt Bryant, Metso has always been the pioneer of new crushing and screening technology, so we have had access to the above-mentioned efficiencypromoting features for several years.

The continuance comes in the form of applying RealWear remote access via our service team, which in turn allows our national product support team to access a customer’s phone via an app and look at their machine to diagnose issues. As you can imagine, this can dramatically reduce downtime spent waiting for a technician to travel to a remote location and enables the experts to direct customers to the most likely resolution quickly.

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How have you incorporated new technology into your offering?

Tutt Bryant’s service technicians have access to Metrics and monitor their territories’ customer equipment to proactively identify issues before a breakdown occurs.

The RealWare facility is being used when require, and we envisage this facility being well utilised.

Where do you see the industry heading in the next few years?

There will be more and more dieselelectric machines introduced to the Australian market over the coming years, driven by decarbonisation and original equipment manufacturers’ (OEMs) drive to make their customers more efficient with lower energy usage and higher availability due to a dramatic reduction on maintenance downtime.

We are well placed to participate in this, as Metso is scheduled to release its entire EC Range in May 2024. This will combine the best crushers in the world with the latest diesel-electric technology into the market.

What are some of the challenges that need to be overcome?

The skills shortage is the number-one issue faced by our customer base across all sectors and regions. Many are opting to consolidate their fleet to suit their existing staff numbers as growth and the subsequent new employees required represent a genuine risk to their business.

This will continue to encourage these companies to outsource those who do have staff, like Tutt Bryant, service agents or other distributors.

How has Tutt Bryant dealt with the skills shortage?

Tutt Bryant has been fortunate in identifying and recruiting skilled technicians and we provide ample product training to new staff and all technical staff as new products come online. We are understanding of family time and provide

as flexible a workplace as possible to take reasonable steps to ensure that our team are happy at work.

How important is the Tutt Bryant Way? How has it helped the company succeed?

The Tutt Bryant Way values highlight a few key behaviours that we foster in our crushing and screening team, such as teamwork, but, more importantly, the application of versatility and being enterprising.

The latter two behaviours in particular are critical in ensuring we think and act laterally to make sure we have done all we can to support our customers. Great customer feedback seems to always have an element of these values.

What are your predictions for next year?

It seems that the heat of the construction market will cool nationally, like it has in a few states already, and this is likely to encourage a shift in focus from capital growth to existing fleet refurbishment in most sectors.

We believe the mining sector will remain strong on the back of the developing electrical vehicles and equipment.

Our customers’ involvement in renewables projects is also increasing, so we are pleased to support that.

What can the industry do to ensure it thrives?

Challenging market condition always encourage, by necessity, changes in approach.

As Charles Darwin said, a species’ ability to adapt will ensure its survival. A great example of that came during COVID lockdowns; business changed how it operated to remain viable, from isolating machine operators to their equipment in a quarry to restaurants focusing on no contact take-away orders.

Continuing to be agile and driving efficiency through smart technology will ensure the progressive operators thrive. • For more information, visit tuttbryant.com.au

Quarry January 2024

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INDUSTRY LEADERS

DAVID SMALE ASTEC INDUSTRIES

ANALYSING THE YEAR AHEAD David Smale is the general manager of Astec Australia. He looks at the industry’s challenges and the keys to navigating the year ahead for the quarrying sector.

How was 2023 for Astec?

As Astec, we had a solid year across the board, which backs up recent years, which have also been strong. It has been challenging but rewarding in many ways as we found success despite challenges like shipping costs.

In terms of customers, it is interesting that some tell me it has been a record year for them, but there are pockets of differentiation between the states, like Sydney and Melbourne. Overall, it was a solid year with rewarding growth across all our groups.

Astec has strong connections in several markets in Australia. What do those pockets of differentiation look like?

As we mentioned above, there were fascinating pockets of differentiation across several vital markets we found. Sydney was going strongly, but Melbourne was a bit less successful. And that’s talking across a broad range of industries, from multinationals to family-owned independents we also serve.

I predict that the businesses where their business is not diverse or don’t have a wide geographical spread can rely on other regions bringing in business for them; they may struggle just having a single point of income. We’ve got a talented team in all markets across Australia who can help work

with businesses to help navigate these issues or open up new areas for them.

What key challenges will the quarrying sector face in the next two to three years?

In a word, inflation. If you read what most are projecting across the market, we may not see inflation reach its target range until 2025, which is a long time away.

This creates uncertainty for the sector.

We need to be acutely aware of the impact this can have on all sector areas, from manufacturers to customers.

We can’t ignore inflation, but we can help customers by understanding their needs and working on lead times to ensure they’re up and running as quickly as possible.

How is Astec helping customers navigate these challenges?

Our key advantage here is our people. We pride ourselves on our core value of meeting the needs and expectations of our customers, and our team makes me proud that they meet this standard repeatedly.

Our customers know that if they call, we will pick up the phone.

We don’t just want to sell them something; we care about their business and wellbeing, our main priorities. We’re there to walk beside them and advise them to help tackle the issue.

It comes down to preparation, persistence, and good planning with excellent communication; our team lives these values.

What were some of the milestones for Astec last year?

We recently delivered a BG Series asphalt batch plant to the Australian and Pacific markets, which has been a great success.

The project is a real example of how Astec Industries, our Australian engineers, and our North American and Indian engineering team can work together to deliver a high-quality plant. We’ve been super impressed by how reliable it was and the quality of it.

It was the first time we’ve manufactured a plant outside of North America, and the feedback we’ve heard is that the build quality is exceptional.

Recently, we signed OPS to a new threeyear deal as a dealer for all our material handling solutions in New South Wales.

We’re thrilled to continue our partnership with them and see it extend in this way, and we have strong faith that they will continue to flourish.

Astec has developed a reputation for delivering on those types of projects.

What is the key to achieving this level of success?

We’re really excited by what we’re doing in the digital space. We acquired a company called Mines about a year and a half ago, and that has been exciting; they are going great.

With the help of their products, we’ll be able to take our customers to factories virtually and see the topography of their site virtually as well with this technology.

It will significantly benefit our customers, and we’re excited about its future.

What is the outlook for 2024?

We’re cautiously optimistic that we could have another solid year. There are headwinds, but we believe Australia is a country full of opportunity and that there is excellent reason to invest in Australia. •

Astec delivered a BG Series Asphalt Batch Plant to the Australian and Pacific markets.

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For more information visit astecindustries.com

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INDUSTRY LEADERS

DARREN TOTH

TOTHINK ENGINEERING

SUPPLYING SKILLS Darren Toth, director of ToThink Engineering, discusses the skills shortage and how it is affecting suppliers.

As an equipment supplier, what would you say has been the main issue facing the quarrying industry?

From my perspective, the main issue is a lack of experienced people and, quite often, simply a lack of people in general. It’s just about everywhere, not just quarries.

What do you believe has led to employee shortage in the sector?

There’s been a lot of people moving between industries. The post COVID worker shortages opened up a lot of opportunities for people to do something new. More specifically, many people moved over to the building and construction industry to meet the demand generated by the many large infrastructure projects going on.

Furthermore, many of the people around retirement age kept working through 2020 and 2021 and have since retired now that they can travel.

What can the industry do to attract new skilled talent?

I don’t have a simple answer other than to say that I think things will settle down and balance out over the next couple of years.

What has ToThink done to ensure industry wisdom and experience is retained?

We have been adding to our workforce and we plan to continue to do so.

What is the most important lesson you have learned while working with the quarrying industry?

I learnt that the number of experienced people with strong technical skills is diminishing in the industry as whole. This includes producers, equipment suppliers and those who provide various services to the industry.

For this reason, I think we need local businesses to step up and produce

equipment that designed and built here with as many locally sourced parts as is practicable. There are multiple benefits that come with Australian manufacturing: real-time technical support from local people who are the designers of the equipment and a retained ability to produce machines for our industry here in Australia and neighbouring countries.

How does ToThink plan to support the quarrying industry in 2024?

We strive to be the best value equipment supplier by designing locally, building quality machines, pricing competitively and supporting our customers. We are planning for continued growth in 2024. From an equipment and parts/hardware supplier standpoint I think availability and technical knowhow provides a great amount of support to the industry. • For more information, visit tothink.com.au

ToThink supplies a range of equipment on a national scale, and has the capacity to broaden their horizons to be an international supplier.

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INDUSTRY LEADERS

JONNY MCMURTRY PRECISIONSCREEN

DELIVERING FOR THE NICHE Jonny McMurtry is the Chief Operating Officer at Precisionscreen, an Australian manufacturer of mobile screening, washing, crushing and recycling equipment for the quarrying industry. He observes that the industry is now, more than ever, keen to utilise products efficiently.

How did 2023 look like for Precisionscreen in terms of company performance? What were some key milestones?

Having lost a lot of experience in some of our management figures leaving the company, we decided to focus on Australian manufacturing as opposed to a blend of importing and manufacturing.

I think in the end this ended up being a real blessing for us as a company because we really defined what made us successful as a company and what success will look like for us going forward.

Looking back at our achievements, we can call it a success because we grew as a company, not just in terms of sales and turnover, but also because we were able to retain all our staff and introduce new members to our team. With this base going forward, we think we’re well positioned for the future.

What will be the challenges for the quarrying industry in the next three years?

Access to skilled labour, increasing cost of imported goods and raw materials prices plus running costs of machines including electric power systems and diesel, combined with the quarry industry’s ability to meet or match the demands of materials required for expected increase in infrastructure and development.

How has Precisionscreen set itself up to face those challenges?

We went down a few different avenues.

Firstly, we contacted local education facilities that do apprentice training and we offered placements or work experience for some young college students to both introduce new ideas to our business and hopefully new, enthusiastic young adults into our industry.

We also tried to develop our new skills and techniques with our existing employees within the team, making sure employees are fully proficient and up to date with the certifications expected for our industry.

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To tackle the overseas or imported costs, that ties in with our focus on local manufacturing. We’re not trying to compete against every type of machine in the market.

What we’re trying to do is offer alternative solutions which can be manufactured in Brisbane, using local manufacturing and local suppliers for innovative and reliable products and services, fully developed in Brisbane. We are trying to counter-act those increasing costs and the limited supply by offering alternative solutions with the end user in mind.

Going into 2024, what does Precisionscreen aim to achieve?

Our focus for 2024 is new product development with the growth and strength of our company’s culture also being front and center. We are still looking to develop new or diversification of Precisionscreen product lines.

We’re really excited to deliver a tracked secondary and tertiary screening line in 2024. We’ve seen this as a real area that can be serviced among our customers and after a lot of extensive work we’re excited to bring this into the market next year and looking forward to seeing how it goes in the market.

Our style of manufacturing is quite unique, particularly on the east coast of Australia. Ultimately, what we’re trying to offer is a quality product that we can stand besides, be proud of and support for years to come which Australian customers within the Australian market can rely on. •

Have there been changes in market demands from your perspective?

I think demand has really been strong across the industry which is interesting.

We’re seeing that across the sector with the residential construction industry and also with a lot of infrastructure being committed to at a state and national level. We’re also seeing some international markets still experience slow shipping times as we continue to move out of COVID and return to pre-COVID areas.

For more information, visit precisionscreen.com.au think the industry as a whole is trying to maximise production volumes or generate sellable products as effectively as possible.

Where in the past a lot of products or resources might have gone to waste, more customers are now trying to get as many materials as they can from their crushing and screening processes for example.

I don’t necessarily think that the expectations or demands from the industry have changed or substantially increased, but I think the customers are expecting more effectiveness and improved efficiencies from their Precisionscreen is a Queensland-based equipment manufacturer for the quarrying industry. processes.

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INDUSTRY LEADERS

JOHNNIE GARRISON SUPERIOR INDUSTRIES

MAKING A MARK DOWN UNDER Johnnie Garrison is vice president of sales at Superior Industries. He reviews the differences between the international market and the Australian market as well as the year that was for Superior Industries.

How was 2023 for Superior Industries?

At Superior, we’re proud to share that 2023 will be a record-breaking year for our company! A critical factor in this success is the substantial growth in market share for some of our newer processing products like crushing and screening equipment.

Furthermore, our core conveyor products have surpassed all previous records. This success can be attributed not only to the prevailing market demand but also to our dealer network’s unwavering commitment and expansion efforts.

Their dedication has played a crucial role in positioning Superior for outstanding achievements. We are optimistic about sustaining this momentum.

As an international company, what are the main issues facing manufacturers like yourselves over the next two years?

While we have observed improved labour availability over the last several months, particularly as other manufacturing segments have slowed down, addressing labour challenges remains a priority. We’ve successfully onboarded hundreds of additional personnel, but we still need more!

Recognising the significance of longterm efficiency, we’ve made substantial investments in automation and robotic welding technologies. These initiatives contribute to overcoming immediate labour shortages and position our company for enhanced production capacities.

By combining workforce expansion with technological advancements, we proactively mitigate labour issues and fortify our operations for the future.

How do the American and Australian markets differ?

In the United States, our footprint encompasses many small to medium-sized quarries, creating a landscape where these operations are often closer to one another.

Conversely, the Australian market hosts some

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of the largest producing quarries globally.

Superior’s involvement in Australia is marked by catering to these substantial operations, highlighting a notable variance in the scale of customers we serve.

The Australian sector’s emphasis on large-scale quarrying aligns with Superior’s commitment to providing tailored solutions to meet the unique demands of sizable production facilities.

Did you have to adjust your equipment to suit the Australian conditions, or did it meet the task?

Our crushers and screens are inherently robust, but to specifically address the demands of the Australian market, we’ve implemented targeted enhancements. This includes incorporating special wear liners and ensuring extended durability in harsh environments. We’ll customise anything.

Moreover, our equipment for the Australian market features a slightly heavier specification overall. Portable plants and conveyors, for instance, boast reinforced chassis and heavier truss sections, and we’ve beefed up the thickness of our beams.

What major challenges did Superior and its customers face in the past year?

In our conversations with customers, we observe similar business trends. Like us, producers have expressed the challenges of meeting the current market’s robust demand and volume requirements.

The struggle to keep pace is often attributed to workforce limitations, lead time constraints, and equipment availability. With more people, we both would have been able to produce more.

For the most part, we’ve successfully overcome the challenges in our supply chain, and parts are readily available again. While most of our inventory is easily accessible, there are occasional instances of specialty items that may experience longer lead times.

In particular, we’ve observed extended lead

times for electrical components. Despite these specific challenges, our commitment to timely delivery remains strong. We continuously optimise our supply chain processes to ensure that our customers promptly receive the parts they need.

One of the significant acquisitions for Superior in 2023 was CEMCO. How has the acquisition been going?

It’s early, but so far, the integration of CEMCO - now Superior Industries - has had some noteworthy successes.

We’ve swiftly realised operational efficiencies at the acquired plant. Strategic initiatives have been implemented to enhance processes, ensuring a streamlined and optimised production environment.

As part of our growth strategy, we are actively expanding our team at the acquired facility. Our ambitious goal is to double the workforce, create new opportunities, and strengthen our capabilities to meet the evolving needs of our customers.

Despite the recent nature of the acquisition, products are already rolling out the door. This rapid pace of production is a testament to the synergies achieved through the integration and the dedication and expertise of the expanded Superior Industries team.

What is the overall outlook for Superior Industries in 2024?

We are optimistic about 2024, given our robust backlog of orders already booked for the year. This includes stock orders from numerous dealers covering the entire year and significant commitments for construction and turnkey projects.

Barring any unforeseeable issues, we anticipate that 2024 will surpass the achievements of 2023. The strong demand reflected in our order backlog and the continuation of various projects underscores a positive outlook for the industry. • For more information, visit superior-ind.com

INDUSTRY LEADERS

JEREMY TROTMAN AIOH

BREATHING EASY Jeremy Trotman, president elect of the Australian Institute of Occupational Hygienists (AIOH) and certified occupational hygienist, explains how hygienists are supporting the quarry industry.

What role do hygienists play at a quarry?

Occupational hygienists (OH) are experts in hazard identification and measuring, assessing and controlling health risks associated with airborne contaminants, a known health risk in quarries.

Respirable crystalline silica tops the list of significant hazards with an exposure standard of 50 millionths of a gram per cubic metre of air and the subject of specific regulation and increased WorkSafe attention.

But let us not forget that excessive exposure to other dusts can present a health risk and there are situations in quarries where exposure to dusts of no specific toxicity may exceed acceptable levels.

Dusts are in the news but OH are also equipped to assess fumes (e.g. welding), vapours (e.g. organic solvents, fuels, etc) and physical hazards such as noise and vibration, all of which may be relevant to quarries.

How does the AIOH support the industry?

The Australian Institute of Occupational Hygienists (AIOH) is the peak body for the professionals who measure airborne contaminants to assess compliance with workplace exposure standards (WES).

Our members are the technical experts and practitioners who go into workplaces taking air samples, advising on how to interpret WES and recommending to businesses if they need to take additional steps to comply with them.

AIOH sets strict ethical standards for and certification of members. This is of particular interest to employers who need to be sure that the people they employ are competent, do not work outside their expertise, maintain confidential health and other information, are committed to a scientific approach to risk management and can be sanctioned by the professional association should they act unprofessionally.

Has the role changed over time? What did it previously look like?

Speaking for myself here, as an older hygienist there are some things that have not

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changed: OH have always been interested in the science of and value in prevention of health risks and worker health generally.

The equipment has improved exponentially but the application and principles remain essentially the same.

I think OH has always attracted people who want to improve things. Let’s face it no-one in the early days was in it for the money and I don’t see that now. What has changed dramatically is our public profile, distribution, and services.

Our profile I think has had a huge boost due to immediate past Presidents Tracey Bence, Kate Cole and all the other energetic councillors and committee members. In the 70s and 80s our membership was almost totally from large corporations.

Now we are spread across almost all industry sectors and our membership includes many consultants servicing an increasing demand in the SME sector.

New areas have emerged such as mould and indoor air quality, requiring different assessment techniques and equipment, which were not front of mind for OH working in industry with atmospheric contaminants and noise.

How can the quarrying industry make the most out of your profession’s skillset?

We are at the heart of the worker health pillar of ESG, the profession that can assist quarries with WHS/OHS compliance and more importantly, protecting the health of their workers.

How important is it for safety on site?

OH are an essential part of occupational safety and is increasingly gaining traction with the understanding that preventing longer term, chronic disease like asbestosis, silicosis and occupational cancers deserves the same attention as the acute trauma associated with safety incidents.

What kinds of hazards can you help eliminate on site?

Occupational hygienists are trained to recognise, measure, assess and control chemical (e.g. fumes, gases, mists, dusts),

physical (e.g. noise and radiation) and biological (e.g. mould) hazards.

Is there a push to incorporate hygienists into more operations? If so, why?

We are definitely seeing OH in more operations, traditionally associated with the laboratory or another technical service group, happily we now see OH in upstream operations such as design, project management (particularly construction involving identification, assessment and safe removal of asbestos materials) even commercial transactions such as due diligence for large commercial purchases.

How has technological development affected your work?

This is an important issue right now with the authorities projecting reduced exposure standards for crystalline silica and other airborne contaminants pushing sampling and analytical technological limits and AIOH members, who will be measuring these everdecreasing levels, discussing and debating how we should respond.

Generally, advances in equipment and analytical precision and logging capabilities have made our job easier and our measurement results more precise, representative and predictive of long-term worker exposures which can focus control action on best worker health result from available resources.

What plans do the AIOH have for 2024?

Enhancing the profile of OH is one of four pillars of our strategic plan setting our course for 2024 and beyond.

The other four are increasing our advocacy and influence on behalf of our members and prevention of occupational disease, continuing to improve our professionalism, raising the standards for what worker health should look like and operational excellence of our organisation. • For more information, vist aioh.org.au

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SPECIAL REPORT

BRISBANE QUARRY

PLAN TAKES NEXT STEP

Two long-time Brisbane quarries are set for a radical transformation under plans from the Brisbane City Council. Quarry looks at the quarries and the international inspiration behind the plans.

Mount Coot-tha and Pine Mountain Quarry are at the centre to rehabilitation plans

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quarry for several decades while Mount Coot-tha provides asphalt for Brisbane’s roads network.

The plans come as Brisbane also prepares to be host the Olympics in 2032. The transformation into tourist destinations would be timed to coincide with the Olympics arriving in Australia for the first time since 2000.

“If we start planning now, then we can organise the transition over the coming years so that things can happen prior to the Olympics,” lord mayor Adrian Schrinner said.

“We are talking almost twice the size of the South Bank parklands here individually.”

For Schrinner, he is taking inspiration from Cornwall’s Eden Project and Singapore’s Garden in the Bay for Mt Coot-tha and Tasmania’s Blue Derby mountain bike trails for Pine Mountain Quarry.

WHAT’S THE EDEN PROJECT? The Eden Project might be unfamiliar to an Australian audience but in the United Kingdom, the tourist attraction is regarded as a “national treasure.”

The project was the brainchild of Tim Smit and Jonathan Ball who worked alongside Grimshaw Architects and structural engineering firm Anthony Hunt Associates.

Image credit: Adobe Stock/ FiledIMAGE

M

t Coot-tha Quarry and Pine Mountain Quarry are set to be revamped under ambitious plans to build further tourist attractions in Queensland.

Brisbane City Council has revealed the first steps to turn the long-time quarries into tourist attractions through rehabilitation for the local community.

The council has already committed $500,000 to explore the initial steps of the project. Mt Coot-tha Quarry is about 26 hectares while the Pine Mountain Quarry is about 30 hectares.

Pine Mountain is currently used as a recycling facility after being a

They conceptualised enormous cloudlike biomes which would house extensive gardens of differing varieties which could stretch from the mediterranean to outdoor gardens and rainforests.

The rainforest biome is home to one of the world’s largest indoor rainforests while the outside garden features some plants and wildlife with a prehistoric heritage.

Smit and Ball found an unlikely landing spot for the attraction at a former clay pit in Cornwall. The St Blazey clay pit helped produce kaolin, also known as China clay, for around 160 years according to historians.

The clay pit featured in 1981’s TV series Hitchhikers Guide to the Galaxy from the BBC but a grander fate waited for it 20 years later.

The Eden Project, dubbed in the media as the “eighth wonder of the world”, was opened in 2000 through its visitor centre and with the full site opened in 2001.

Lonely Planet described the attraction as a cross between a Lunar Landing Station and a James Bond villain lair.

“The Eden Project has become world famous for its stunning structure and the wonder of its contents,” Millennium Commission and former Secretary of State for Culture, Media and Sport Tessa Jowell said.

“It is making a huge contribution to the economy of Cornwall…It is without doubt one of our national treasures.”

In recent times, the Eden Project has expanded with the launch of a geothermal plant on-site to help renewable heating.

The project cost £24 million ($45 million AUD) sourced from various funding bodies.

Smit said geothermal power had a big future in the UK. “Geothermal is the sleeping giant of renewables: lying not under our noses, but literally under our feet,” he said.

“The Netherlands’ geothermal industry started with heating for greenhouses, and they are now aiming for it to contribute to one-quarter of all their heating by 2050.”

EGL chief executive officer Gus Grand said the project was a milestone achievement.

“This is a big moment for Eden Geothermal and renewables in the UK, but we’ve only just begun: in the race to decarbonise, progress has been slow for heat technologies, behind electricity and transport, but geothermal energy, with its small surface impact, can be used in urban areas and for large institutions, factories, hospitals, universities and schools,” he said.

“This project is a great demonstration, heating a whole rainforest and commercial nursery, with hopefully a distillery on the way.”

GARDEN BY THE BAY Garden by the Bay is Singapore’s answer to bringing a splash of nature into the high-rise metropolis of downtown Singapore.

The attraction has garnered worldwide attention and recognition since it first opened to tourists in 2012.

It features more than 1.5 million plants from all continents except Antartica. The waterfront gardens feature the Flower Dome in Bay South which is the largest gardens

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Brisbane City Council Lord Mayor Adrian Schrinner announced the quarry plan last year.

on-site as well as the cloud forest and supertree grove. The project has a significant sustainable benefit to it with 30 per cent of its electricity generated on site.

The attraction has claimed several awards since it opened its doors, including the World Building of the Year at the World Architecture Festival 2012, the Royal Institute of British Architects International Award 2013.

The Flower Dome achieved Guinness Book of Records’ status in 2015 as the largest glass greenhouse on record.

Minister Desmond Lee described the attraction as one of Singapore’s great successes at its 10th anniversary.

“When the idea to establish our second national garden was seeded more than a decade ago, it was a bold and ambitious one.

“We wanted to transform prime land right in the heart of our city into a lush, green space for

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Singaporeans to enjoy. We also envisioned that the garden would be a world-class horticultural attraction that would be a draw for visitors.

“Ten years on, Gardens by the Bay has become one of the world’s top horticultural destinations, welcoming more than 89 million visitors from around the world to-date.

Our supertrees are now an iconic part of our city skyline.

“The flower dome and cloud forest tell a compelling story about innovation too, where we reversed the traditional greenhouse to instead become cooled conservatories that showcase temperate and montane plants in the tropics.”

WHAT DOES THE FUTURE HOLD? With Schrinner pointing to Cornwall and Singapore as examples of what the two Brisbane quarries

could be in the future, are they set for a floral future?

Potentially, but it is far from set in stone.

The Brisbane City Council has opened community consultation which will run until June 30, 2024. The period is aimed to get community feedback on the proposals and ideas for what the community would like to see at two sites. It is then likely to be included in the council’s budget for 2023-24 as a starting point to the quarries’ rehabilitation.

“Brisbane needs more experiences to grow our tourism economy and the Mt Coot-tha and Pine Mountain quarries could one day become destinations people from across the world want to see,” he said.

“I’m genuinely excited our community will be able to help shape the future of our quarries, and we want everyone to have their say to help us make Brisbane even better.” •

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POLICY

INFRASTRUCTURE

ON THE MIND

Australia’s infrastructure framework is changing, and industry stakeholders have expressed concern about what it could mean for the country’s future.

T

he federal government’s latest policy statement on infrastructure has drawn mixed reactions from stakeholders despite the former promising it’s in the “national benefit”.

The Infrastructure Policy Statement has potentially wide-ranging impacts on quarrying, construction and other industries.

The statement will effectively guide the federal government’s investment decisions across national infrastructure projects. It includes changes to funding proportions between state and federal governments, tying projects to broader Australian industries like critical minerals and defining nationally significant transport infrastructure.

Under the new definition, infrastructure projects can achieve national significance by demonstrating a “clear role” for the federal government to invest and meet two of the following criteria: • A federal government contribution of at least $250 million and/or • Alignment with government priorities as

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articulated in the Infrastructure Policy Statement • Situated on or connected to the National Land Transport Network and/or other key freight routes, such as those identified in the National Freight and Supply Chain Strategy and/or • Supporting other emerging or broader national priorities such as housing, defence, developing critical mineral resources and closing the gap.

The new guidelines, as confirmed by federal infrastructure minister Catherine King, will prefer 50-50 funding between states and territories and the federal government.

Previously, this stipulation had closer to an 80-20 split to the federal government.

Some outlets, like the Australian Financial Review, have reported that projects of national importance relating to housing or critical minerals could be exempted from this rule.

There are also reports that state like South Australia or territories like the Northern

Territory could be exempted due to small populations and large road networks.

“We are committed to working in partnership with the states and territories who are our primary infrastructure delivery partners,” King said.

“The government may consider funding a greater share of projects in jurisdictions with less capacity to raise revenue on a case-bycase basis.

“We also want to share the benefits of construction. We will seek to encourage local employment and procurement, as well as increase the participation of women, First Nations communities and other marginalised groups in the delivery of these projects.

“Together with the states and territories – and with clear priorities and proper planning – we will build a better future for all Australians.”

PIPELINE PROJECTS The statement comes at a critical time for a lot of industries. In the background, the

Image credit: Adobe Stock/Alexander The Federal Government’s Infrastructure framework and guidelines were introduced in November.

federal government has conducted a sizeable review of the infrastructure investment program (IIP).

The IIP funds road and rail infrastructure mainly – but also other infrastructure, such as city deals, Olympic Games venues and dams – through state and territory payments.

The IIP had a $120 billion, 10-year funding allocation from the federal government.

Projects that had been announced in the budget or had already started construction were not impacted by the review.

King said the previous government needed to manage the investment pipeline better, which had increased the pipeline from 150 to 800 projects.

King called the previous government’s arrangement “not sustainable”.

“There’s been evidence that this infrastructure pipeline has not been managed and not been managed well, and obviously, that is also causing inflation pressures,” she told ABC Radio in November.

“What I don’t want to do is promise people that we’re going to build something when it clearly is not going to be built.”

One of the initial findings from the review, still to be released in full, is the pipeline has an overrun of $33 billion, according to the federal government.

The federal government had spent weeks laying the groundwork for several projects across the country to be cut.

Treasurer Jim Chalmers has publicly said in November, the government will “need to make some difficult decisions about the infrastructure pipeline.”

Ultimately, the federal government cut 50 projects from the national infrastructure pipeline.

It identified seventeen projects in NSW, 12 in Victoria, nine in Queensland, South Australia and WA both have five flagged and one each in the ACT and Tasmania.

While a lot of the projects culled were commuter carparks, it also included major

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POLICY

Projects across the country were cut from the pipeline while others received increased funding.

projects like the Geelong fast rail. Sydney’s M7-M12 interchange and the New England Highway upgrade at Cabarlah in Queensland.

The federal government will not cut the overall size of the A$120 billion program.

Instead, it is committing extra funding for several projects from the savings made from cut projects, like the faster rail project between Brisbane and the Gold Coast, which will receive $1.75 billion.

COMPETING INTERESTS On the one hand, projects being cut were, for the most part, election promises.

On the other hand, future projects will be delivered very differently from the previous format.

It has left a lot of stakeholders needing to chart a new path forward.

The federal government has an eye on the budget’s bottom line, state governments are eyeing population growth, which brings infrastructure strain, and industries like quarrying and construction rely on these projects for employment opportunities.

The federal government discussed the cuts with state governments and territories, but it did not stop battle lines from being drawn.

“Queensland is Australia’s growth state, and we need more infrastructure, not less,” Queensland Treasurer Cameron Dick said about the project cuts.

“If infrastructure cuts are needed, they should be made to southern states with low growth and high debt.”

Dick said he is concerned about the potential funding changes between the states and the federal government.

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“The reality is that infrastructure is costing more than ever because of global supply chains and labour shortages,” he said.

“That means, in many cases, it costs more money to deliver the same amount of infrastructure. But that’s not a reason to cut projects. It’s the reason why we need more funding, not less.”

Dick has been joined by the likes of NSW Premier Chris Minns and Western Australia Treasurer Rita Saffioti in expressing their disappointment with the potential cuts and funding split rearrangement. However, the restructuring of the infrastructure pipeline has found support at the industry level.

“In view of the combination of cost overruns, capacity constraints, the limits to public sector borrowing and insufficient rigour in the evaluation of projects, the infrastructure pipeline had become unsustainable, and resources were being directed to sub-optimal projects,” Innes Willox, chief executive of the national employer association Ai Group said.

“We have a growing and aging population; a need to lift national efficiency and productivity; and a need to invest in major transformations and to fortify against the likelihood of increasingly severe weather events and reduce emissions towards the national targets.

“Prioritising limited resources on the leading priorities is critical to achieving these objectives.”

NatRoad chief executive officer Warren Clark welcomed the statement but questioned the impact it could have on trucking companies.

“The minister has correctly identified that cost blow outs are a significant problem,” he said.

“With an estimated $33 billion in known cost blow outs that must be paid in higher taxes or result in less support for other vital priorities, such as road maintenance.

“We do question what is meant by ‘seeking to unlock extra money’ for future investment and caution it can’t result in new taxes on road transport.

“Governments need more effective infrastructure spending and reforms such as implementing service level standards, and not just end up throwing more money at a broken system.

“Higher infrastructure spending and cost blow outs lead to a higher Road User Charge, and trucking companies are already under extreme cost pressures.”

ARA chief executive officer Caroline Wilkie said the statement provided certainty to the industry by committing to delivering nationally significant infrastructure.

“We are at a crossroads in Australia’s future transport with the potential to deliver a once-in-a-generation pipeline of projects that will result in a sustainable transport network,” Wilkie said.

“The ARA is optimistic that this Policy Statement, with the Commonwealth’s infrastructure investment maintained at $120 billion, will mean infrastructure investment goes to where it is most needed.

“Importantly, it will see investment targeted at nationally significant projects that drive productivity, improve resilience and achieve more sustainable outcomes.

“This is a great step forward in providing certainty for industry.” •

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IQA NEWS

The Institute of Quarrying Australia

OUT AND ABOUT WITH THE IQA BRANCHES

L–R: Rowan Faltyn, Megan Davis, Monique Palmer and Owen Caddick-King from the RPS Group.

FNQ (CAIRNS) SUB-BRANCH END-OFYEAR BOWLS This tropical-themed night of fun and networking was a smashing success, with a fantastic time had by all who attended, who enjoyed a fun and social night filled with laughter and camaraderie.

Attendees particularly enjoyed the Hawaiian theme, which added a tropical touch to the evening. Everyone dressed up in colourful and creative outfits, making the event even more enjoyable. Monique Palmer from RPS Data stole the show and earned the title of ‘best dressed’, showcasing her outstanding style.

The event also welcomed some new faces, fostering connections and expanding the community.

Overall, the FNQ end-of-year bowls offered a delightful blend of fun, networking and good company, ensuring that everyone left with unforgettable memories and new connections.

NSW HUNTER SUB-BRANCH Another year of achievements and camaraderie. The NSW Hunter sub-branch recently gathered at Charlestown Golf Club for its end-of-year sundowner, blending celebration with a festive spirit.

Members and guests enjoyed an afternoon of golf at the driving range, a perfect chance to reconnect and forge new connections. The evening continued with a delightful dinner and presentations in the clubhouse.

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The NSW Hunter sub-branch had a lot of opportunities to name someone ‘best dressed’.

A big shout-out to our event sponsor Benedict and Dayne Steggles, Benedict Recycling Newcastle business manager and Hunter sub-branch deputy chair , for an insightful presentation. Dayne shared valuable valuable insight into the extensive range of products and services Benedict offers.

Also a special congratulations to Amy Mackay from the Daracon Group, who snagged the title of ‘best dressed’ in an inflatable gingerbread costume, and a big thanks to Minipile for arranging some fantastic lucky draw prizes.

IQA events like these are more than just gatherings; they’re opportunities to network, share ideas, and stay connected to the industry. Thanks to all IQA members, nonmembers and associates who joined us for an evening filled with joy and connection.

NSW ILLAWARRA SUB-BRANCH Friday November 10 members and associates of the IQA came together for the NSW Illawarra sub-branch end-of-year networking dinner meeting, held in Mittagong.

Guests enjoyed dinner and benefited from an informative presentation by WesTrac NSW account manager Rueben Newnham on how the latest Cat wheel loader technologies are helping earthmoving businesses achieve productivity and sustainability targets.

The latest Cat wheel loaders are part of the company’s next generation model evolution. These models offer customers fuel

and CO2 reduction strategies, productivity gains and greater power efficiencies. The power generation topics discussed included hydrogen, hybrid, and electrification.

Rueben also provided an overview of the new WesTrac Technology Experience Centre (TXC) in Tomago, NSW. Two interesting experiences available at the TXC were the industrial additive manufacturing (3D printing) technology and the Cat remote operator station with Cat command.

VIC BRANCH SPRING TECHNICAL NIGHT Held on Thursday November 2, this event commenced with a technical presentation

by Sean Kinder at the Kinder Australia premises in Braeside. Sean’s presentation provided insight into bettering the fixing plant environment, safety, maintenance and production, and was followed by a tour of the Kinder facility.

This was followed by registrants coming together at the Bridge Hotel in Mordialloc for a networking dinner and presentation

by Beyond Blue speaker Jason Egan, who has worked in the quarry industry for over 20 years. He told the story of his mental health journey and how he found his way to a happier and healthier lifestyle.

The event was a wonderful night that combined technical information, networking and a captivating presentation. We thank all IQA members, non-members and associates that attended.

IQA NEWS

The Institute of Quarrying Australia

IQA MEMBER SPOTLIGHT: STEVE FALLAND Quarry chatted with Steve Falland, IQA member and managing director of Barossa Quarries.

What upcoming events are you most excited about from the IQA? I think all of the events provided by the IQA are important, particularly Introduction to quarrying for new staff.

Has there been any long-lasting connections made through your time with the IQA? I had formed relationships with other people in the industry before becoming a member of IQA, which has now consolidated those friendships further.

Steve Falland started working as a boilermaker in 1985.

What’s your current role and what does it involve?

Managing director. As in any family business, directors need to have an over-arching grasp of everything going on in the business, from shortto long-term planning, finance and staffing to fostering continual improvement within the business.

How long have you been in the industry?

Since 1985, when as a boilermaker from Adbri Angaston – I started putting together a crushing plant for the previous owners, Howard Quarries.

There was a big change-up in 2003 when we purchased the business from the Howards.

What role do the younger generations have to play when it comes to representing the quarrying industry?

Looking at the younger generations moving through the industry, I believe we are in good hands with progressive thinking and community-conscious people who recognise the changing community environment and our place in it.

What do you love the most about the quarry industry?

There is barely a day goes by without some form of interesting challenge to deal with. As our customer base reaches all parts of the country and multiple industries, we have the opportunity to provide solutions to those customers’ needs through our varied quarry resources.

What advice do you have for a young person looking for a career in quarrying?

Think about how vital what you are doing is at the beginning of the supply chain for just about everything a modern economy needs to live the way we do.

What’s one thing – whether industry-related or not – you learned in the last month?

At 61, one may think there is not a lot else to learn; however, the older you get, and with the benefit of hindsight, the clearer it becomes that decades pass by a lot quicker than they ever did.

Where do you see the future of the industry?

One of the greatest challenges of any traditional industry is attracting the next generations to work and lead in these areas, so the human resource is critical to performance and growth.

Costs are increasing dramatically along with regulation and compliance, making a sustainably profitable business challenging.

It is increasingly important to push back against anti-mining with messages of the importance the quarrying of minerals to everyone.

Why did you join the IQA? Regrettably, I was a late joiner, but have come to appreciate the expanded support network of IQA including the businesses who support our industry by joining. •

WOMEN IN QUARRYING PROFILE: KYLIE CONSIDINE What is your current job and what does this involve?

Sales manager, which involves sales of quarry products to the asphalt, concrete and civil markets responsible for weighbridge operations, staff and the transport division.

How long have been in the industry?

Three years What do you enjoy about your role?

The variety of tasks, planning, the people, the opportunity to learn and grow, and seeing results.

What advice would you give yourself in your first week in the industry?

A little more background research would have given me a head start on product knowledge and the quarrying process. The first week was a massive learning curve, with far more

involved – including regulations, governance, plant and equipment, and quality assurance – to produce quarry materials than I had first thought. And, of course, join the IQA for industry knowledge and insights.

Can you share a challenging moment and how you worked through it?

It’s a fast-paced, ever-changing industry based on customer requirements, with many moving parts, so there’s always challenging moments.

Having a good team and being adaptable definitely helps.

What advice would you give women who may never have thought about the extractive industry?

Lets rock this. It’s a big industry with lots of career opportunities available, from operating plant and equipment to administration and planning to environmental to quality assurance

Kylie Considine enjoys the “variety of tasks” offered in the quarrying industry.

and work, health and safety. We are capable, valued for our contributions and the diversity we bring to the industry. • Quarry January 2024 53

GEOLOGY TALK

Image credit: Adobe Stock/ Gary L Hider

A STATEMENT IN SANDSTONE

Sandstone is an American town in Minnesota that has a storied quarrying past

Quarry looks at a small American town where quarries had an indelible impact on its foundations and even its name.

T

he practice of quarrying, in its simplest form, can be reduced to the art of making big blocks of rock into small blocks of rock.

The basic premise, while accurate in a sense, can negate the impact that quarries have on the towns and local communities within them.

Take the American town of Sandstone, for example.

Nestled along the Kettle River, tourists can find Sandstone in Pine County, Minnesota. While there are no prizes for correctly guessing, readers won’t be shocked to know the town gained its name from sandstone quarries located on the periphery of the town. The area was known in the local Indigenous Ojibwe language as

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Asiniikaaning, which roughly translates to “at the quarrying place” in English.

Author Frank A. Lent described the area’s sandstone as “fine grain” and “salmon coloured” with a “very hard” strength to it, making it useful for building.

An advertisement from the Kettle River Quarry, found in the Minnesota Department of Natural Resources, described the stone as “the ideal pavement” for all heavily travelled streets.

According to the Pine County Historical Society, an attorney from St. Paul named William Henry Grant Sr owned the town’s original quarries, operated by his son.

The Historical Society believes the quarries were first worked on in August 1885.

Quarrying operations increased in 1887, as Grant and business partner John P. Knowles signed a 10-year lease with the law firm Ring and Tobin as Grant looked to raise capital to develop his quarry.

According to the Pine County Pioneer, the lease agreement enabled Ring and Tobin access to a 500-foot frontage on the edge of Kettle River. At the site, they could quarry stone for use in Minneapolis but were restricted from going beyond because Knowles and Grant wanted to avoid competition as orders for sandstone were escalating.

Eventually, Grant and Knowles leased their entire operation to Ring and Tobin in 1888. The pair endured financial setbacks in harsh economic climates, including a national recession in 1891, and reports indicate workers’ anger at a lack of pay and banks in America collapsed in 1893.

Major disaster struck in 1894 when the Hinckley fire ripped through the townsite. The Pioneer found a telegram from 1894 that saw the Minnesota Trust offering machinery for sale from the Kettle River Quarry.

But the sale never happened, as pretty much everything of value at the quarry, except for an office building, perished in the Hinckley fire.

The 1893 banking collapse, dubbed the Panic of 1893, effectively ended the reign of Tobin and Ring, with the quarry being run by creditors from 1893-94.

Local courts elected Samuel Hill as the receiver and eventually found investors who organised the Minnesota Sandstone Company to reopen the quarry.

It coincided with the quarry’s sandstone reputation becoming regarded as “one of the best building blocks” available, according to the Pioneer, and the quarry hit upon success.

From there, the quarry helped build the local school, courthouses, banks, and city halls and paved the streets of Minnesota, other American cities and reportedly Calgary in Canada.

The quarry was last used in 1976 to help provide stone to repair a public library but formed a vital part of the town’s identity, with jobs for locals and financial success flowing from the site. •

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A new IMS-PM1200-20TB Track Pugmill with twin 10m3 feed hoppers has just commissioned to Braeside Quarry on the New England Highway Warrick in Qld, the options the PM1200-20TB offered Braeside improved product management with the twin feed hoppers blending fines into roadbase to make spec or having two different products available ready for moisture control and CTB. The PLC control and recording system can be operated from an iPad in a loader managing all aspects of the operation including loading trucks and multiple trailers stopping when the required weight has been reached for each unit and recording the ID number of each load.

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