Adaptive Resourcing is a talent advisory and recruitment outsourcing business based in West Perth.

Over the last 10 years, the business has set a benchmark for innovative recruitment ideas using a unique model to offer a genuine alternative to more traditional recruitment agencies.

One of the services Adaptive offers in the mining space is recruitment process outsourcing or RPO. RPO is often considered a behemoth – a large contractually exhausting and financially expensive piece of work that is only reserved for large companies.

Adaptive Resourcing are very proud to promote RPO as a fast, efficient, and inexpensive solution to meet any company’s resourcing needs.

Proudly Supporting Mount Gibson Iron Adaptive Resourcing is proud to support Mount Gibson Iron as its RPO partner.

For the restart of mining operations at Koolan Island, Adaptive Resourcing installed a talent acquisition team, fully equipped with systems, processes and leadership to meet this challenge in a matter of weeks.

Subsequently, over the past 5 years Adaptive Resourcing’s team has recruited every role within the business and delivered special projects and mine restarts with a constant focus on process improvement.

Adaptive Resourcing works closely with Mount Gibson Iron to ensure that all vacancies including operations, processing, maintenance, tech services and supervisory roles, are broadcast widely to attract a diverse set of applicants to compliment

Mt Gibson’s impressive candidate database.

Additionally, targeted search processes are applied for critical, hard to fill roles. But RPO isn’t just for companies of that scale.

Recruitment Horsepower

Always On-Hand

Adaptive Resourcing also supplies services on to other developing and mid-tier mining companies under the concept of “there when you need us and not when you don’t.”

This allows companies without a consistent need for recruitment to draw on Adaptive Resourcing’s resources when there is a need for recruitment horsepower without introducing a fixed cost to the business.

Adaptive Resourcing is also called upon by progressive companies needing a shortterm solution for pre-FID recruitment, feasibility studies, and project ramp ups.

Outsourcing doesn’t need to be complicated.

Nor does it need to be expensive.

Over 10 years Adaptive Resourcing has demonstrated that an RPO can provide companies with cutting edge tech, experienced staff and a proven process without a significant time burden or expense.

To discuss how a different approach to recruitment may be the right move for your business, call Adaptive Resourcing.

They would be very happy to talk you through their innovative, efficient and inexpensive solutions.

The post Recruitment Process Outsourcing – Adapted to your resourcing needs appeared first on The Australian Mining Review.

BRAVUS mining and resources chief operating officer Mick Crowe has made a toast to the regional Queensland city of Townsville amongst a slew of some of the country’s most important mining companies at the 2023 mining and resources forum in Townsville in early June.

Townsville Enterprise presented its 2023 Mining and Resources Forum on June 6, bringing together speakers from across the mining industry to discuss and celebrate the state’s unofficial northern capital and its contribution to mining and renewables.
The event, which was sponsored by local news outlet The Townsville Bulletin alongside The Ville Resort-Casino, Bravus Mining and Resources, Glencore, Goldtower, Helix Legal, MMG, Orica, The Port of Townsville, PowerLink and Wulguru Technical Services, spruiked the benefits the city provides to the resources sector and outlined its future as a renewable resources hub.

Townsville Enterprise chief executive Claudia Brumme-Smith led the charge by stating the future of mining has never been brighter following the QLD state government’s recent announcement of CopperString 2032.

“All eyes are on Townsville in North Queensland thanks to CopperString 2032,” she said.

“This enabling transmission line will unlock $740b of untapped known minerals and unleash 33GW of renewable energy along the northwest corridor.

“Townsville…will be the only city in the world home to the first green zinc refinery and the global processing hub of all green battery materials the world desperately wants – zinc, copper, Queensland Pacific Metal’s nickel and cobalt, vanadium and lithium. The only city in the world.”

Townsville-headquartered Bravus Mining and Resources – one of a number of sponsors of the forum – outlined its first year of operations at its renowned Carmichael mine.

Mr Crowe said there were generational work and business opportunities in mining for north and central Queenslanders as people in nations like India, Vietnam, and the Philippines sought a comfortable, modern, lifestyle with fridges, consumer goods and televisions.

“It’s a reality that global energy demand is increasing, not decreasing, as nations in Asia lift their people out of poverty by providing affordable, reliable energy to partner with renewables,” he said.

“India, for example, has more people than Europe, America and Oceania put together – all up around a sixth of the world’s population – and they all want the same standard of living we enjoy in Australia.

“What that means is our export coal sector will be a vital part of the global energy mix for decades to come, and for the people of Townsville, that means a secure job for you, for your kids and your grandkids as an operator or a tradie or a chef or any of the dozens of roles you find on a mine site.”

The post Bravus Mining Toasts Townsville and its Future as Energy Hub appeared first on The Australian Mining Review.

When Terry Danda arrived in Western Australia from Zimbabwe in 2015 he carried with him a determination to continue his family’s legacy in the transport industry.

Eight years later, this journey has led him to create a successful company that sets the standard for quality services, innovation, and social responsibility.

At the heart of Bunhu Mining‘s operations is its specialisation in iron ore digging, crushing and haulage, a critical service in the mining industry.

Through years of hard work and a commitment to excellence, Bunhu Mining has established itself as a trusted and respected player in the field.

The company’s dedication to delivering high-quality services has set a new standard for the industry, while its reputation for reliability and professionalism has earned the trust of its clients.

As Bunhu Mining continues to expand and make a significant impact, its success story stands as an inspiration to aspiring entrepreneurs in the transport and mining sectors. Terry’s journey from humble beginnings to the creation of a successful company showcases the power of perseverance and a vision for excellence.

Bunhu Mining is poised to shape the future of WA’s mining industry and cement its position as a leading force in the field of iron ore haulage. Terry’s journey to success began humbly as a brickie’s labourer despite being a qualified boilermaker and started his own fencing and roofing labouring business. His heart was set on returning to the transport industry and, in 2017, he progressed into earthworks and demolition as a sole trader.

In 2020, while working on a large civil job in the Pilbara, WA, he was offered the opportunity to sub-contract for Campbell Transport, transporting iron ore, and Bunhu Mining Marine & Civil Construction Pty Ltd was born. Today, Bunhu Mining operates a fleet of 14 PBS based prime movers, 6 medium duty prime movers, over 85 trailers and employs 23 drivers.

The company’s commitment to diversity and inclusion is evident in its dedication to raising awareness for breast cancer research and encouraging more women to enter the truck driving industry.

Terry even dedicated one of his trucks to these causes, honouring his mother, who has been his biggest motivator.

Diversification into Renewable Energy and its Industry Impact In line with its forward-thinking approach, Bunhu Mining has set its sights on diversifying into renewable energy.

Recognising the global shift toward sustainable practices, the company aims to play a significant role in the transition to a greener future.

By expanding into renewable energy sectors, Bunhu Mining seeks to reduce its reliance on fossil fuels and contribute to the development of cleaner energy solutions.

Terry shared that Bunhu Mining’s carbon reduction plans centre around their fleet.

“At the moment we’re using high fuel efficiency trucks and gear,” he said.

“We are working towards reduced emissions and we also are planning to have all our gear hydro by 2030.

“We try by all means to reduce our carbon footprint by using bigger machinery. “That’s why we use road trains to transport our ore- instead of using 145 tonne rated trucks we use 220 tonne rated trucks, moving more volume using the same amount of fuel and down time.”

Bunhu Mining operates a fleet of 14 PBS based prime movers, 6 medium duty prime movers, over 85 trailers and employs 23 drivers.Bunhu Mining recognises that diversifying into renewable energy is not only beneficial for their operations but also for the industry as a whole.

By embracing cleaner energy solutions, the company actively contributes to the reduction of greenhouse gas emissions and the promotion of sustainable practices. “We are focusing on fuel-efficient trucks and gear, as well as working on having a fully hydro-powered fleet by 2030,” said Terry.

Through their efforts to reduce carbon emissions and invest in greener technologies, Bunhu Mining aims to set a positive example for the mining industry.

By prioritising sustainability and actively working towards a greener future, they hope to inspire other companies to follow suit and drive meaningful change within the sector.

Bunhu Mining’s diversification into renewable energy is poised to make a significant impact on the industry. By reducing their reliance on fossil fuels and adopting cleaner energy alternatives, they contribute to a more environmentally conscious mining sector and pave the way for a greener future. Integration of Innovative Technologies and Advancements in Operations Bunhu Mining stays at the forefront of industry advancements by embracing new technologies throughout its operations.  Terry explains the company’s digital administration processes. “Speaking of our trucks themselves, the majority of our administration is done digitally,” he said. “We have embraced technology to streamline our administrative tasks and improve efficiency. We are currently working on a project to create a technology that will revolutionise wheel Bearing temperature checks on our trucks.”

“Traditionally, drivers manually check around 100 hubs on the truck. However, we are developing a technology in Korea that will be placed in each hub, allowing the driver to constantly monitor temperatures in cab using a tablet, and this information will be monitored centrally in the cloud.”

Terry also highlights the company’s commitment to fatigue management and safety.

“We use the Teletrac Navman fatigue management system, which plays a crucial role in ensuring the well-being of our operators,” he said.

“By logging into a tablet, operators can track their fatigue levels on each shift and on a weekly basis. The system alerts them when it’s time to take a break and monitors their hours of operation, and also provides insights into the efficiency and functionality of our trucks,” he said.

From digital administration processes to fatigue management systems and real-time monitoring through advanced camera systems, Bunhu Mining leverages technological innovations to streamline operations and ensure optimal productivity. These advancements not only enhance operational efficiency but also contribute to the safety and well-being of its workforce.

Bunhu Mining sets a new standard for excellence in the mining, civil, marine, and construction industries.

Customised Solutions

Bunhu Mining prides itself on providing customised solutions to meet the specific needs of its mining clients. “We offer a comprehensive service, starting from digging in the pit, through to crushing, then placing on stockpile, and finally loading onto our trucks,” said Terry.

“This integrated approach streamlines the entire process and eliminates the hassle for our clients.”

Bunhu Mining has worked with reputable names across the industry. “We have had the opportunity to work with Campbell Transport on a mineral resources job,” Terry added. “We have also worked on prominent projects such as the Wiluna project for Pilbara Resource Group.

“These collaborations have allowed us to showcase our expertise and build strong partnerships in the mining sector.”

Speaking about the company’s track record, Terry explains that “the majority of our work has been based on delivering exceptional services to our clients.

“We are proud of the relationships we have built, and the trust that our clients have in us is a testament to our commitment to quality and reliability,” he said,.

Expansion Plans and Challenges Faced

Bunhu Mining has ambitious plans for expansion in the mining sector. “We are currently exploring a tenement with the potential to yield 9mt of iron ore, along with valuable manganese deposits,” said Terry.

“Our goal is not just to provide mining services to other companies – we also aim to start mining our own products. We want to process it ourselves, load it on our trucks, and ship it overseas to the end buyer. To support this vision, we have placed an order for a $23m bulk ship, which will enable us to control the entire supply chain from production to shipping.”

Addressing the challenges faced Terry mentioned the main obstacles Bunhu encounters- namely the shortage of labour in the market.

“We are actively seeking solutions, but our hands are tied due to immigration red tape,” he said.

“However, we remain committed to developing local talent and nurturing a skilled workforce within the region.”

Fleet and Capabilities

Bunhu Mining boasts an impressive fleet of vehicles and machinery that cater to various specific purposes within the mining, civil, marine, and construction industries.

Terry provides a detailed description of their fleet, showcasing the company’s commitment to utilising advanced equipment for optimal efficiency and performance.

“In terms of heavy bulk haulage, we rely on the robust Kenworth T909 trucks , Mack Titans & Volvo” he explains.

These powerful vehicles are designed to handle large-scale transportation tasks, ensuring the smooth and safe movement of substantial loads.

Additionally, the company employs 60-meter PBS (Performance-Based Standards) rated road trains, further enhancing their capacity for bulk haulage operations.

For civil work, Bunhu Mining has a fleet of doubles consisting of Freightliner Cascaders and Volvo 6×4 trucks, Caterpillar 150 graders and various earthmoving machinery

To further enhance their capabilities, Bunhu Mining has an order in place for a 200-tonne Komatsu digger and a D10 dozer with Caterpillar. These heavy-duty machines will augment their existing fleet and enable the company to handle even larger-scale projects and operations.

Additionally, the company has placed orders for three 150-tonne Komatsu dump trucks, further expanding their capacity for efficient material transportation. In addition to trucks and machinery, Bunhu Mining ensures they have the necessary ancillary equipment to support their operations effectively.

This includes essential tools such as dozers and graders, which are indispensable in various earthmoving and levelling tasks.

By maintaining a comprehensive and well-equipped fleet, Bunhu Mining can execute projects with precision, efficiency, and the utmost attention to safety.

The Vision for the Future

Bunhu Mining is driven by a commitment to continuous improvement and staying ahead of industry trends.

“We believe in constantly improving ourselves and staying up to date with the latest advancements,” explained Terry.

“This allows us to deliver the highest quality services and meet the evolving demands of the mining industry.”

Emphasising their role in shaping a sustainable future for the industry, Terry explained that sustainability is a key focus for Bunhu Mining.

“We are dedicated to reducing our carbon footprint and embracing environmentally friendly practices,” he said.

“Our goal is to transition to electric and hydro- powered equipment, ensuring a more sustainable future for the industry.”

Looking Forward

Bunhu Mining Marine Civils & Construction Pty Ltd has emerged as a significant presence in the mining industry under the leadership of Terry.

The company’s unwavering commitment to quality services, innovation, and social responsibility has set new standards within the sector. By providing customised solutions, fostering successful collaborations with reputable companies and consistently delivering exceptional services, Bunhu Mining has earned the trust and respect of its clients.

Looking ahead, Bunhu Mining is poised to make an even greater impact in WA’s mining, civil, marine and construction sectors. With ambitious plans for expansion, the company is venturing into new opportunities to solidify its position in the industry.

“We are currently working on a tenement and have made significant progress in our

exploration efforts,” said Terry.

“We have discovered the potential for 9mt of iron ore, along with valuable manganese deposits.”

Their goal is not only to provide mining services to other companies but also to start mining their own product, process it inhouse, load it onto their trucks and ship it overseas to the end buyer.

The post Driving Success – Bunhu Mining’s journey to excellence in Western Australia’s mining industry appeared first on The Australian Mining Review.

WA has named on top of followed by Saskatchewan (second) and Nevada (third) with Zimbabwe last.

“The Fraser Institute’s mining survey is the most comprehensive report on government policies that either attract or discourage mining investors, and Western Australia ranks highest of anywhere in the world,” said Elmira Aliakbari, director of the Fraser Institute’s Centre for Natural Resource Studies and co-author of the report.

This year’s report ranks 84 jurisdictions around the world based on their geologic attractiveness (minerals and metals) and government policies that encourage or deter exploration and investment.

Rounding out the top 10 jurisdictions are Alaska (fourth), Arizona (fifth), Quebec (sixth), Idaho (seventh), Morocco (eighth), Yukon (ninth), and South Australia (10th).

This year’s least-attractive jurisdictions include Zimbabwe and four jurisdictions in Latin America (including Argentina and the Caribbean).

“A sound regulatory regime coupled with competitive taxes make a jurisdiction attractive to investors,” said Jairo Yunis, Fraser Institute policy analyst and report co- author.

The post Western Australia tops global mining survey rankings appeared first on The Australian Mining Review.

Managing Director, Andrew Penkethman, said this is a major breakthrough in the development of the project.

“The Ardea team thank the Australian Federal Government and its agencies for the award of Major Project Status to the Kalgoorlie Nickel Project.

“This recognition will assist in advancing the KNP towards development through stream lining the approvals process and providing access to additional sources of potential project funding.

“Globally significant nickel-cobalt projects like the KNP, combined with a benign environmetal setting are a rareity.

“With the award of Major Project Status, Ardea is well placed to provide a significant sustainable and ethical supply chain for the lithium-ion battery sector, from the best resources operating jurisdiction in the World, being Western Australia.

“Ardea look forward to continuing to work with all stake holders as the company continues to advance the KNP.”

Ardea’s Kalgoorlie Nickel Project (KNP) and its sub-set the Goongarrie Hub, revolve around a globally significant series of nickel-cobalt and Critical Mineral deposits which host the largest nickel-cobalt resource in the developed world at 830Mt at 0.71% nickel and 0.046% cobalt for 5.9Mt of contained nickel and 380kt of contained cobalt – located in a jurisdiction with exemplary ESG credentials

Ardea’s KNP development with its 5.9 million tonnes of contained nickel is the foundation of the Company, with the nickel sulphide exploration such as Emu Lake as an evolving contribution to Ardea’s building of a green, forward facing integrated nickel company.

The awarding of Major Project Status for KNP follows close on the heels of a Federal Government announcement that is providing $119.6 million in funding to support the construction of an integrated nickel manganese cobalt battery material refinery hub in the Kalgoorlie region.

Being developed by Pure Battery Technologies and Poseidon Nickel, the $399 million Western Australian pCAM Hub site will become home to a growing workforce with 380 construction jobs and 175 initial permanent jobs from 2023.

The post Ardea’s Kalgoorlie Nickel Project Awarded Major Project Status appeared first on The Australian Mining Review.

The company told the ASX, that in light of the current military action in Ukraine, it will immediately suspend shipments of gold concentrate from its Wiluna Mining Centre to Russia.

“During this period, Wiluna has arrangements in place to sell and ship all its concentrate to alternative destinations,” the company stated.

“We will continue to monitor the situation in Ukraine and any sanctions imposed on the Russian Federation before making further decisions on the destination of its product.

In late February, WMC celebrated the departure of its first shipment of gold in concentrate from the Port of Fremantle bound for offtake partner Polymetal International plc.

Wiluna’s logistics contractor, Qube Bulk delivered the concentrate from Wiluna’s mine via road and rail to their facility at the port of Fremantle where it was loaded onto the ship.

“WMC can further confirm that the first seven shipments are in the process of being locked in with the second shipment of 20 containers loaded and on its way to Fremantle with an estimated early March departure date. “

The third shipment, which will likely be 50 containers, is also confirmed and will be shipped to Singapore-based off-take partner Trafigura. It is due to depart Fremantle in mid-March.

“This will be the first shipment to Trafigura who, like Polymetal International plc, signed an offtake contract for the first three years of production in a contract announced to the ASX in March 2020.

“To date, 2,690 wet tonnes of gold in concentrate, which is the equivalent to ~5,650/oz of gold, has been produced with the ramp-up to full steady-state commercial in progress.”

The post Wiluna Shuts Down Russian Gold Shipments From Australia appeared first on The Australian Mining Review.

The 14th annual edition of the report explores the key trends facing mining companies as innovation accelerates driven by the need to meet decarbonisation, environmental, societal, and governance (ESG) goals.

Deloitte Australia Mining & Metals Leader Steven Walsh said the sector was facing one of the most transformative times in its history.

“The level of change and innovation we are seeing across the mining industry is accelerating. This change is being pushed by the demands and expectations of stakeholders across environment, society and governance, and is being pulled by the pandemic-driven adoption of new ways of work,” he said.

“The industry is embracing real opportunities to redefine itself, and to do so faster than many would have predicted a few years ago. Those that succeed in adapting and innovating will position themselves to lead a Mining industry in a new energy future and leave a positive social impact in their wake.

“The core objective of Mining —providing metals and minerals to downstream sectors for all of the myriad uses in society—will still hold in a low-carbon future, but the energy transition absolutely presents a rare opportunity for leaders to reorganise, generate new value, and forge partnerships to create a more responsible and attractive future for the industry.

“The way in which Mining organisations position themselves today in preparation for this more sustainable future could redefine competitive advantage over the next decade.”

Walsh said operators also needed to consider current and emerging work-related trends and technologies, and how people will interact with them, to have any chance of realising their full human capital potential.

“As new technologies are introduced, new roles with different skillsets are emerging, and traditional ways of working continue to be challenged. Mining organisations are redefining the importance and value of their people, and those who are most successful will adapt to and build on concepts such as remote working, flexible work arrangements and workforce wellbeing.”

The ten key trends for 2022:

1. Aligning capital allocation to ESG: While much of the focus today is on climate change and decarbonisation, companies should think holistically and ensure their capital-allocation decisions reflect their ESG commitments.
2. Reshaping traditional value chains: The energy transition is reshaping the traditional mining value chain, creating new challenges and opportunities for miners.
3. Operating in the post-COVID regulatory and tax environment: With commodity prices soaring in 2021, many countries are looking to regulations and resource nationalism to recoup lost revenue during COVID-19. Companies should learn how to operate in this new environment by demonstrating their value beyond tax – including their ESG efforts – to governments.
4. Embedding ESG into organisations: Operators should be functionally set up to respond to and address ESG-related opportunities, challenges, and risks, creating operating models to support their ESG commitments, and providing a structure for achieving their goals and a way to demonstrate how they are honouring their commitments.
5. Evolving mining’s world of work: For several decades, miners have found themselves starved of talent, but COVID-19, among other issues, has intensified this challenge. Facing this increasingly competitive labour market requires companies to position themselves as an attractive sector and employer, capable of meeting evolving priorities.
6. Establishing a new paradigm for Indigenous relations: Indigenous communities, including in Australia, are demanding a new type of understanding and connection with mining and metals companies that participate in their environment.
7. Continuing the journey toward innovation-led organisations: While the need for innovation has long been a key trend in mining, a number of recent factors should motivate organisations to intensify their efforts.
8. Unlocking value through integrated operations: Operators should make better use of digital transformation to drive effective integrated decision-making – more important than ever as the heightened focus on ESG measures places pressure on companies to manage not only their operational environment, but also social and regulatory challenges.
9. Closing the Information Technology (IT)- Operating Technology (OT) vulnerability gap: Mining companies’ cybersecurity has traditionally focused on functions like finance or human resources rather than on the ground at mine sites. However, with more devices being connected, some of the biggest cyber vulnerabilities are around operational technology, industrial control systems, and sensors.
10. Preparing operations for a changing climate: Mitigation is only one piece of the puzzle when it comes to climate change. Mining companies should prepare for the physical impacts a changing climate can produce across their businesses and operations as well as beyond their own sites.

The post Deloitte Unveils Trends Shaping Australia’s Mining Future appeared first on The Australian Mining Review.

With the COP26 United Nations Climate Change Conference concluding in Glasgow today, an “Industrial Revolution 2.0” looms as businesses worldwide change the way they operate to meet green targets.

The Australian Government has committed to net-zero carbon emissions by 2050, putting pressure on local businesses – particularly in the mining and resource sector – to adopt more sustainable operations.

Already, industry leaders like BHP, OzMinerals and Fortescue have begun changes to turn their operations to zero-carbon.

Brisbane-based industrial mathematics company Polymathian is leading the revolution, with their technical expertise paving the way for the mining industry to identify operational efficiencies while simultaneously reducing their carbon footprint.

Polymathian’s Simulation capabilities and “digital-twin” technology allows companies to reduce costs and their carbon emissions by introducing scenarios which can be live tested in the digital world.

While climate and carbon targets have been set at 2050, Polymathian Head of Simulation Colin Eustace says the tools already exist for companies looking to transition to greener operations – even in mining.

“The future is now. All the building blocks that businesses need to make improvements and change technology are there,” Mr Eustace said. 

“The drive to reduce greenhouse gases can be a trigger to change the way mining operations work and there are significant operational efficiencies to be gained by optimisation and changing some of the fundamentals about the operation. 

“Some of those changes can be identified by leveraging existing technology.”

Mr Eustace said Polymathian’s software is driving a win-win scenario for business on both the environmental front and in bottom-line efficiency.

Polymathian uses “digital twin” technology to provide a digital replica of a customer’s existing operations, allowing companies to assess, for instance, the first scope of the Green House Gas (GHG) Protocol.

The digital twin technology provides a better understanding of base-line performance and assesses the impact of changes made to the business through capital or operational expenditure – such as replacing diesel-powered machinery with electric vehicles.

The technology can also test any operational strategy and its impacts on emissions and make future forecasts of the impact on the business. 

Mr Eustace said once a model is established,  solutions to complex problems which would previously take a team of experts weeks to generate could now be solved in minutes.

These efficiencies enable businesses to make smarter economic decisions and assess the best strategy to  begin transitioning towards a net-zero future.

“An example of that in underground mining operations is replacing diesel loaders with electric loaders … and testing whether we can get a performance increase out of the system,” Mr Eustace said.

“Mine designs are a complex interplay of capital infrastructure and operating costs. A significant operating and capital cost for underground mines is the ventilation.

“Most of the ventilation requirement comes from the need to exhaust diesel particulates and the emissions of diesel vehicles underground. 

“If you change those diesel vehicles to electric vehicles and reduce that ventilation load significantly, it changes the interplay between the vehicle operating costs and infrastructure.

“That can significantly improve the performance of the operations at the same time.

“We work with our clients to determine how improvements can be implemented while using industrial mathematics and simulation to quantify the potential improvements as things change in the future.”

Polymathian is a technology partner of Amazon-owned AWS. Amazon has a global agenda to be carbon neutral by 2040, and shares Polymathian’s commitment to helping global businesses achieve that goal.

“AWS is an important business partner for Polymathian because they provide the cloud infrastructure to enable us to deploy our solutions to our customers,” Mr Eustace said.

“Having shared goals with AWS is an important factor in being able to reduce carbon emissions by enabling the infrastructure and the applications necessary to support businesses.”

The post Brisbane mathematicians showing mining companies the path to net zero appeared first on The Australian Mining Review.

To combat climate change, governments around the world are steering away from fossil fuels towards renewable sources. However, the creation of renewable energy infrastructure requires an immense amount of critical minerals to meet the exponential growth in demand.

Australia is blessed with vast mineral riches, not least in critical minerals vital to our economic success. We’re the world’s leading producer of bauxite, alumina, rutile (titanium) and tantalum. We’re also the second-largest producer of uranium, lead, ilmenite, zircon (zirconium) and lithium, and the sixth-largest producer of the so-called rare-earth minerals.

For all Australia’s riches, we’ve only explored around 20% of our landmass. We, therefore, have the potential to tap into our enormous reserves of critical mineral supplies in the future.

The paradox is that China is at present responsible for 70% of the rare earth’s global production, despite owning only 36% of the world’s total known reserves.

The Australian and US governments are collaborating on the Action Plan for Critical Minerals. Scientists from both countries will work to find what minerals exist and where; they will also ‘mine’ data to model what minerals the market wants.

Renewable energy and electrification are critical themes for governments around the world. The rising need for renewable energy sources such as lithium-ion batteries and other compositions under development will be exponential. Manufacturers therefore need to supply the materials to make batteries – primarily lithium, cobalt and nickel – to meet the new demands.

But we also need storage solutions for electricity generation – the wind will not always blow, and the sun won’t always shine. There will also be a race to develop appropriate domestic and utility-level battery solutions that require massive amounts of critical mineral resources. Electric vehicles will need larger batteries to tackle range anxiety and power heavy goods vehicles. They will also need to store energy at a domestic and utility level. That is where something better than lithium-ion is required. Lithium-ion may meet the demand for smaller applications but will struggle to match higher energy demands from larger applications.

How can Australian mining businesses make the most of the demand?

Over the coming years, we will likely see a greater focus on mining for these critical minerals. This presents a once in a generation opportunity for mining companies to scale operations – benefiting both the sector and the broader economic environment across Australia.

However, the challenge with scaling up is how to do it efficiently. Government, industry, and academia need to come together to ensure that the infrastructure is in place to scale up operations when and where they are required to meet future demand.

Wholescale infrastructure investment needs to take place to support growth. We’re talking about new roads, railways, shipping ports, and airports for FIFO workers. As government and environmental legislation continue to increase, it could put a brake on this kind of expansion.

If not appropriately managed, scaling up can lead to massive inefficiencies within individual mining operations and increase wastage, huge overheads, and potential failure. Project delays and budget overruns can break mining companies before they find critical minerals or break into profit.

So before the diggers and loaders roll in, mining companies and governments need to create a detailed roadmap that meticulously plans out the requirements to meet growth objectives.

More specifically, within mining companies, it’s also crucial that teams align so they understand what needs to be achieved. They also need to address bottlenecks in the value stream at every stage of each project.

Why is it important to invest in people and new technology-driven processes?

People are the lifeblood of every company. But they need to be on board and working towards the big picture, not just their individual tasks.

Every single person in a company needs to fully understand their roles and responsibilities for a scale-up operation. Companies have to establish clear and measurable goals, with processes tested and continuously improved upon. By investing in these areas, companies can ensure they maintain efficiency and maximise productivity as they grow.

But investing in people isn’t just about money either. The key to building a high-performance culture is also about investing time to immerse the entire team into the day-to-day challenges and opportunities on the ground.

Once the workforce is aligned and engaged, it’s then time to arm them with the technology and tools that help them to get their jobs done.

From a technology-driven processes perspective, tools that enable real-time value stream and critical path mapping are hugely important when planning projects. They also encourage transparency among teams on their roles and responsibilities. They can help to illustrate how specific tasks impact other elements of the project.

We recently introduced the Last Planner® SaaS solution in partnership with Touchplan.  This technology tool helps construction companies better measure, validate, and continuously improve the building process in real-time. I expect that we will see an increasing number of technology-driven processes like this tailored specifically for the mining industry over the coming years.

How do you introduce a Lean philosophy and processes that eliminate waste?

Continuous Improvement is founded on the principle of positive, ongoing change. That’s the concept that defines our core ethos at ORBIZ.

We are a team of experienced and dynamic Lean management consultants, driven by a passion to deliver strategic performance improvement outcomes in business operations and financial metrics across sectors, geographies and organisation types.

For us, in its simplest form, Lean is all about eliminating waste. Those organisations that do this successfully reduce costs whilst improving safety and efficiency across all aspects of the business.

There’s an entire tried and tested approach involved, but the first and most crucial step involves senior leadership teams going through the ‘Go-Look-See’ process at a mining site. This allows us to communicate directly with the workforce and discover first-hand the challenges on the ground and any activities that waste resources, time, or money.

Once this frontline analysis is complete, leadership can then introduce integrated Lean systems and techniques that address each of the identified problems as part of an improvement strategy.

To provide an example, we recently implemented an improvement strategy with Phu Bia Mining to reduce plant shutdown durations and increase annual production output. After completing a ‘Go-Look-See’ and an in-depth review of the current processes, we identified opportunities for eliminating waste and implemented procedures to standardise work practices across the mine. The results were profound, delivering a 41% reduction in overall shutdown duration.

How do you resolve bottlenecks that could impact entire operational capabilities?

Ultimately, what we are trying to do in an organisation is to remove bottlenecks in the value stream and create flow. That’s where projects align, so one particular scheme of work doesn’t hold up another.

Tackling individual bottlenecks doesn’t work. More often than not, as one constraint is resolved, another one occurs. That’s the Theory of Constraints. You may have heard of the weakest link. Every project will fail if some part of it breaks the chain.

However, if we take a step back and look at all bottlenecks simultaneously, we can see how we can create the conditions for ‘flow’ and prevent one project from hampering another. It’s a way to ensure all elements of the chain are connected and bonding together.

The first step involves a thorough assessment of all systems, processes, and available data we have to hand. It’s then time to gather the findings and work out what processes, Lean tools, and methodologies will effectively resolve these issues. That’s the time to introduce a roadmap of improvements detailing the deployment of Lean systems and methods across the project. Lean organisations must ensure that the processes are continuously tweaked and improved to achieve maximum productivity and efficiency throughout the project.

How can mining companies implement these strategies, and safeguard Australia’s position as an international powerhouse in providing renewable energy resources?

For local mining companies to keep up with a surge in demand for critical minerals, it’s essential to look at the industry through a ‘Lean’ principles lens. Mining companies, like governments, need to take a long-term approach that isn’t focussed purely on short-term operational improvements but instead harnesses Lean principles and a culture of continuous Improvement.

At ORBIZ, we implement a tried and tested model that we refer to as the Virtuous CIcle, based on the Lean principles practised by the highest performing industries and organisations across the world.

The letters CI represent Continuous Improvement, the very reason we exist.

The Virtuous CIcle begins with a clear, overarching purpose that aligns people across the value chain to devise an efficient process, driving performance improvement beyond the duration of any engagement.

By doing so, they can lay the foundations to enable growth while underpinning their business and the industry for decades to come.

What is ORBIZ?

ORBIZ is a specialist consulting firm that provides a range of performance improvement, project management and advisory services across the public and private sectors.

We do this by harnessing Lean and Continuous Improvement principles alongside the extensive experience of our consulting team to provide our clients with strategies and systems that enable operational excellence.

The post IN THE SPOTLIGHT: Peter Walker, ORBIZ appeared first on The Australian Mining Review.