In what has become a rapidly evolving industry, the importance of future-proofing mining should not be underestimated. However, it should be understood that future-proofing means a whole lot more than simply staying ahead of the game.

According to Stuart Miller, executive vice president: mining at AECI, true future-proofing is about reshaping the industry to meet tomorrow’s challenges head-on.

“Our integrated approach across explosives, mining chemicals, and water solutions ensures that we are not only solving today’s operational hurdles, but also anticipating future demands,” he says.

“From precision blasting technologies to advanced water management systems, AECI’s innovations are engineered to enhance safety, drive operational efficiency and support responsible environmental practices across the mining value chain.”

AECI clearly takes an active role in “future-proofing” the mining industry, particularly in Africa, as the company offers solutions that address evolving challenges and opportunities.

Research and development

This includes leveraging its research and development (R&D) capabilities to deliver customised solutions, promote sustainable practices, and embrace cutting-edge technologies. The company is also focused on developing a resilient ecosystem and fostering a shared vision for a more sustainable future.

“R&D is at the core of AECI’s future-ready strategy. With more than a century of innovation behind us, our commitment to research continues to drive breakthrough solutions for complex mining environments.

“We invest in developing advanced technologies that deliver measurable impact – like the IntelliShot® X electronic detonator, for precision blasting in extreme conditions, and the Sengen 900 flotation reagents, for improved mineral recovery and sustainability. Each solution is backed by robust scientific research and close collaboration with customers to ensure relevance and effectiveness,” he notes.

Miller says at AECI Mining, the business is embracing Industry 4.0 through the introduction of automation in its IntelliShot electronic detonator assembly line.

“The new state-of-the-art line incorporates two laser soldering robots, purpose-built to enhance both quality control and throughput efficiency. This technology reduces manual intervention in critical soldering processes, ensuring consistency, precision, and traceability.

“It also supports our safety and [environmental, social and governance] commitments, by minimising human exposure to hazardous operations, while also boosting productivity to meet growing global demand.”

Recent innovations

Miller states that sustainability is embedded in every aspect of AECI’s innovation pipeline. These technologies are specifically designed to lower environmental impact – from reducing fuel consumption and emissions, to
conserving water.

“For example, our vertical emulsion drop system improves underground logistics while significantly decreasing Scope 3 emissions. Similarly, our flotation reagents are formulated to reduce water usage and enhance recovery efficiency. And in water management, we help customers convert waste into value, aligning operational goals with long-term environmental stewardship.

“We have, in fact, developed quite a range of exciting innovations, [including] our S300 Volcano technology, which is engineered specifically for extreme volcanic mining conditions.”

Another solution is the PowerBoost™, which is a high-temperature booster designed for blast holes exceeding 89mm, and able to withstand temperatures of up to 200°C, while the Emulsion Vertical Drop System is a record-setting 980m drop, which enhances underground efficiency and reduces environmental impact.

“IntelliShot® X, on the other hand, is our next-generation detonator technology that delivers unmatched blasting accuracy, while the Sengen 900 series of flotation reagents provide cost-effective, high-performance solutions for complex ore bodies, with sustainability benefits.

“Finally, we also provide integrated water solutions, which are focused on retreatment and safe discharge of process waste streams, enabling value recovery and environmental compliance.”

Critical collaboration

Collaboration is key to delivering future-fit solutions, continues Miller, explaining that AECI works closely with customers across Africa and the rest of the globe, to co-create technologies that directly address their site-specific challenges.

“This customer-centric approach – supported by our deep technical expertise – ensures that we are not only responsive, but proactive in driving change. We believe that meaningful partnerships with our customers unlock the best solutions, which tend to be tailored to specific site conditions, operational challenges, and long-term goals,” he says.

“Our team works closely with mining operations to understand their unique needs, then applies deep technical expertise to develop fit-for-purpose technologies. For example, in Papua New Guinea, our work on the Lihir project led to the development of the breakthrough S300 Volcano emulsion, designed to perform reliably in extreme volcanic environments.”

Similarly, AECI’s support of the Kamoa project in the Democratic Republic of the Congo has driven advanced underground emulsion applications, which enhance productivity and safety in deep, high-pressure mining conditions. These collaborations are proof of AECI’s commitment to delivering custom innovation where it matters most.

For Miller, the message is clear: AECI is committed to shaping a resilient and responsible future for mining.

“Through relentless innovation, deep technical partnerships, and a focus on sustainable value creation, we’re enabling mines to operate smarter, safer, and greener. We’re not just delivering products – we’re delivering future-proof technologies that align with the global shift towards more sustainable and efficient mining practices.

“Furthermore, our teams span disciplines across mining engineering, chemistry, digital technology, and environmental science, allowing us to approach challenges from multiple angles and deliver holistic, future-forward solutions.

“It’s this blend of technical excellence and practical know-how that enables us to consistently deliver value and stay ahead in a rapidly evolving mining landscape,” he says.

Technology and innovation are significantly transforming the South African mining industry, focusing on areas like automation, digitalisation, and artificial intelligence (AI), to enhance efficiency, safety, and sustainability.

In addition, mines are leveraging technology to boost not only skills and training, but also sustainability – something that is increasingly important in an extractive industry like mining.

For example, the Sibanye-Stillwater digital mining laboratory (DigiMine) at the Wits Mining Institute (WMI) is an initiative that is paving the way for further research and training. It highlights the importance of what DigiMine head, Dr Ahsan Mahboob, calls “collabovation” – combining both collaboration and innovation – between academia and industry.

“As a flagship initiative of the WMI, we partner with many companies in the private sector to expose our students to the advanced digital aspects of mining technology.

“Our research at DigiMine encompasses various aspects of technology that will help to evolve the smart mine of the future,” he says.

He notes how, for example, DetNet revised its blasting equipment at the DigiMine, allowing researchers and students to learn about the application of leading-edge wireless CyberDet detonators, while also introducing them to the new features of the latest generation blasting equipment.

“With mining’s focus on safety and efficiency, it is important that new entrants to the industry are exposed to the benefits of electronic detonators and the advanced initiation systems that control blasting. This will help to continuously improve operations by bringing new insights based on evolving digital and other leading technologies.”

Net-zero sustainability

Another area where innovation is strong is in the field of sustainability, since this is something that is now an inevitability across all industries.

Governments, communities, and individuals are all taking the issue of climate change seriously, albeit in different ways. Despite this, the industry’s confidence in its ability to meet targets and satisfy expectations by 2030 remains low, signifying a need for significant change, at speed.

According to Martin van Zyl, sales manager for process industries at ABB, much of the strategy to achieve net-zero mining, and for mining to meet the demands of other industries, has been explored and is in progress. Moreover, a great deal of the technology required to meet targets as soon as 2030 has been developed.

“For example, ABB’s eMine is an integrated suite of electrification solutions, designed to support the mining industry’s shift towards decarbonisation and improved energy efficiency.

“The eMine ecosystem enables mining companies to reduce their carbon footprint, optimise operational efficiency, and enhance sustainability through cutting-edge electrification technologies,” he says.

“The solution addresses a critical need in the sector for cleaner, more energy-efficient alternatives to traditional diesel-powered mining equipment. By taking advantage of these strategies and technologies, some regions are already seeing positive change, although globally, the implementation of these changes must accelerate if they are to make the difference they need to make.”

Automating towards 2040

Perhaps one of the most notable innovative technologies in the mining sector is that of automation. As the global mining industry enters an era of rapidly evolving automation, Africa will emerge as a leader in embracing autonomous machinery, according to global technology giant Siemens.

Siemens Sub-Saharan Africa CEO Sabine Dall’Omo indicates that by 2040, it estimates that up to 40% of mining equipment on the continent will be self-driving, and that several prominent mining operations will be close to fully automated, marking a new era of enhanced safety, efficiency, and productivity.

“For Siemens, there are five modernisation trends that will shape African mining by 2040. The first of these is how the autonomous machinery revolution will up the game in sophisticated mining,” she says.

“Research by Siemens indicates that about 30% to 40% of machinery in South African mining will be autonomous by 2040. From self-driving trucks and autonomous drillers to drones and robotic sensors, technology will be minimising human involvement in hazardous tasks at the continent’s more sophisticated mines.”

Redefining every facet of mining operations, she continues, technologies such as AI and internet of things systems will integrate machinery, collect data, optimise workflows in real time, reduce costs, and protect workers from high-risk activities.

The second trend is that AI and big data will truly grow up. Although AI and machine learning have already become the backbone of decision-making in mining operations, by 2040 its power and accuracy is predicted to be astounding.

“Various experts foresee that visualisation tools based on AI, augmented reality and virtual reality, will become the tools of choice to help miners find minerals and work out better operational strategies. Wearable technologies will also guide miners with real-time information to better manage their operations.”

Meanwhile, AI-powered tools will be used across the continent to analyse massive datasets in order to optimise extraction methods, improve mineral discovery rates, protect the environment around mines with much greater precision, and even predict equipment failures.

Job upheavals and reskilling

Dall’Omo notes that another key trend is the rise of digital twins, with up to 40% of South African mines expected to be using digital twins to simulate processes, detect danger and determine the next best actions – especially in rough terrain – by 2040.

“Digital twins are virtual replicas of physical mining sites, and allow engineers to simulate multiple mining scenarios and weigh up opportunity cost more effectively. Engineers can then make the best proactive decisions to reduce operational risks and to maximise output in their mining operations.”

The fourth trend will be the evolution of drones and robots into the eyes, ears and hands of the modern African mine. Siemens estimates that an estimated 35% of mining jobs will be automated by a dizzying array of technologies by the year 2035, and that 50% of jobs will require less human interaction by 2040.

Drones and robots will revolutionise various inspection and maintenance tasks on mines at an exponential rate. This will transform the efficiency of those mines where human access is impractical or downright dangerous.

“The final trend is around the reskilling that will be needed as the Fourth Industrial Revolution in mining continues apace. She notes that as direct human interactions on mines decline, the reskilling of mine workers to engage in more meaningful tasks will become a dominant theme in mining.

This shift will present an opportunity to refocus human efforts on creative, skilled, and less physically taxing work. Traditional roles will be replaced by positions in robotics management, data analytics, cyber security, and digital engineering.

“For mines to embrace the future and ensure their own competitiveness by 2040, they need to invest substantially in their digital transformation in this decade. This includes the reskilling of workers, significant infrastructure upgrades, rapid high-level digitisation – which includes investing in robust, inter-operable systems – and improved cybersecurity and operational risk management to safeguard their highly interconnected digital systems.”

Innovation and technology go hand in hand with autonomous machinery, which represents a pivotal step in future-proofing African mining, she says.

“This is because it presents the continent with the opportunity to lead global mining on automation-enabled safety, efficiency and sustainability.”

In mining and related industries, much as with other sectors, the implementation of diversification and innovation initiatives is critical, if an organisation is to remain ahead of the industry curve.

Invincible Valves has long recognised this fact, focusing not only on building a strong and diverse company culture, but also on diversifying operations through the acquisition of an additional facility.

According to Pam du Plessis, the company’s managing director and CEO, since making the acquisition, the new factory has proven to be a boon, allowing Invincible to streamline its operations and making the entire process more efficient, thus improving the overall customer experience (CX).

“With the new facility up and running 100%, we are now taking on a lot of new work, as we are now able to machine our own products, meaning we are no longer reliant on third parties for this. This reduces the risk of supply chain disruption, while enhancing our own capabilities, because we now have more control over deadlines and are able to deliver to clients’ expectations more effectively,” she says.

“We are also more self-sufficient than before, having put water storage facilities and generators on-site, to help us deal with ongoing power and water challenges. Initially, when we looked at the fuel consumption issue, we wondered if it would be worth the cost – but the positive impact this has had on our ability to maintain operations, and the improvement it has had on our CX, has made it all worth it.”

Du Plessis explains that any valve that is brought in for repair is thoroughly checked at the company’s original factory, before being sent to the new facility for repairs, which includes everything from blasting and welding to the installation of new spares, rubber linings and painting.

“The repairs, as well as the testing and painting, are all conducted at the new facility, before the repaired valves are sent back to the old factory, from where they are dispatched back to the customer.

“The fact that we no longer have to wait on deliveries, or for a third party to ship items – because we now make our own spares, with the manufacturing undertaken in the new factory – means our CX has improved immeasurably.”

Skills and culture

There is a very close level of collaboration between the two factories, she adds, fostered by Invincible’s strong company culture.

“More crucially, the new facility has created the opportunity to upskill staff. In particular, the fact that we now have our own machine shop means we need people with the relevant skills to work within it,” notes
Du Plessis.

“Skills development has always been a critical part of what we do, hence our involvement with various technical high schools, as well as Steel and Engineering Industries Federation of Southern Africa and Gauteng training centres. Internships also play a huge role for us, bringing in students to learn, who will then go on to become full-time employees.”

It is, however, about more than simply bringing younger minds into the business. Invincible focuses on ensuring that its employees are all multi-skilled.

“We don’t feel it’s enough to only know how to do one thing, which is why we teach all employees the various aspects related to the business. So even if your intention is to be a machine operator, we will still provide training around other areas, such as valves and switch boxes, so you are able to understand the full process of the organisation, and how your specific component fits into the broader whole.

“This offers the added benefit to the company that if someone critical to a project is unavailable, someone else has the skills to step up and fill the gap. It is also beneficial to the individual, as – should they move on to another organisation – they will have a range of skills and experience to draw on, to ensure they can continue to grow and expand their career path.”

Diversity and inclusion

As a woman in a male-dominated industry, Du Plessis has long encouraged other women to join the sector, through an ongoing – and free – mentorship programme she offers.

“Essentially, I focus on mentoring young women in the industry, and currently commit at least 10 hours a week to this. I believe it is necessary to share one’s skills and ideas, and ensure effective knowledge transfer, in order to give these women the courage to take whatever their next career step might be.

“Of course, all our employees have value to us, so we are constantly attempting to push them to study and obtain new skills. We also offer regular learnerships to students, who can then be absorbed into the business once their studies are complete,” she says.

She describes how a number of employees have graduated from working at the company reception desk to becoming key members of the human resources or accounts teams. As she tells it, this is a win-win situation, as employees are able to improve their skills and knowledge, while the business is also boosted by any such skills enhancements.

“One of the reasons I think our system works so well is because of the company culture that has been inculcated – I believe in leading by consensus, rather than by fear, as the former approach creates teamwork and a sense of working together to build a business all can be proud of,” says Du Plessis.

Looking ahead

As to the future, she says that this financial year will see her travelling a lot more, as the company focuses on opening up new markets. To this end, she says that she has already spent three weeks in Australia, engaging with various project houses and mines.

Next up, she adds, is a trip to the US and Canada – and ending in Columbia – with the goal of making new business connections.

“The aim is always to enhance our business, particularly as a lot of our market focus lies in exports – in fact, the ultimate goal is to become one of the biggest valve exporters in the world. We already export into large parts of Africa, but we are now also broadening our focus to include other key mining territories.

“I am really excited for the future, as it offers plenty of promise, thanks to a new valve design we hope to release to the market soon, a facility that significantly boosts CX, and a range of potential new international markets on the horizon,” she says.

Jennmar, a FalconPoint Partners portfolio company, has acquired France-based Weber Mining & Tunnelling SAS and its subsidiaries (Weber), a leading specialised manufacturer of resins and foams for strata stabilisation and roof support to the mining and tunnelling industries.

Through its successful track record of innovation and R&D, Weber’s proprietary portfolio of foam and resin products has continuously evolved to meet the needs of the mining industry and today serves an international customer base across the hard-rock mining, civil & tunnelling and soft-rock mining industries, Jennmar says.

This acquisition meaningfully expands Jennmar’s access to international markets through Weber’s facility footprint, including manufacturing plants in France and Poland, and a strong base of customer relationships, it said.

Weber’s patented resin products will enhance Jennmar’s mining and tunnelling solutions, particularly in support of growing demand for hard-rock mining globally. Together, the companies will offer customers an expanded suite of products and services, backed by a shared commitment to safety, quality and performance. Jennmar will also apply its operational scale and technical expertise to accelerate the integration and availability of Weber’s products across its global portfolio.

Including this transaction, Jennmar has completed over $150 million in acquisitions in Europe in 2025, underscoring the company’s deep commitment to serving customers in the region, it says.

“At Jennmar, we have had the privilege of knowing Frank Weber and watching the remarkable growth of the Weber business for over two decades, and I’m proud to welcome him and the talented team at Weber to the Jennmar family,” Tony Calandra, CEO of Jennmar, said. “We are excited to leverage Weber’s global footprint and product expertise to grow our chemical and steel business in Europe and the Asia-Pacific region, while continuing to augment our best-in-class product and services offerings.”

“We congratulate the Jennmar and Weber teams on this important transaction, which further expands Jennmar’s international footprint and diversification efforts – and firmly establishes Jennmar as a category leader capable of meeting customers where they are, across segments and products,” Andrew Singer, co-Founder and Partner at FalconPoint, said. “We’re excited to continue supporting Tony and the team as they scale the business through disciplined reinvestment, strategic acquisitions, and operational execution.”

Frank Weber, CEO of Weber, said: “As a family-owned business since our founding in 1960, we believe taking this important next step for Weber’s future could only be possible with the right partner. It is with great confidence that we join Jennmar and its family of companies – a business that shares our values, customer-oriented approach, talent focus and relentless emphasis on innovation. I’m excited for Weber’s continued growth as we deliver for our business, employees and customers.”

Weber will continue to operate as Weber Mining & Tunnelling and will maintain all current services and operations, including its manufacturing facilities in France and Poland, as well as sales offices and distribution centers in Turkey, Australia and Mexico.

Hindustan Zinc Limited has launched what it says is one of India’s largest green logistics transitions in partnership with GreenLine Mobility Solutions Ltd, an Essar venture and the country’s leading green logistics operator.

This collaboration marks a pivotal step in Hindustan Zinc’s accelerated push towards achieving 100% decarbonisation of its supply chain through the deployment of advanced electric (EV) and liquefied natural gas (LNG) trucks.

This expansion marks a major step forward in Hindustan Zinc’s pursuit of net-zero emissions, enabled by the widespread integration of EVs and LNG trucks throughout its supply chain.

As part of this strategic collaboration, GreenLine will invest Rs4 billion ($46 million) to deploy 100 electric trucks, replacing diesel vehicles for inter-unit concentrate movement between the company’s mines and smelters, and establish India’s first commercial-scale battery swapping infrastructure with three high-capacity stations for 24×7 operations, while also expanding Hindustan Zinc’s LNG fleet by adding 100 new LNG trucks, doubling the fleet size to 200 for long-haul finished goods transport.

Arun Misra, CEO Hindustan Zinc Limited, stated: “At Hindustan Zinc, we are unwavering in our commitment to pioneering sustainable practices and believe the future of manufacturing is green. This large-scale deployment of EVs and LNG trucks, a bold step in our journey to net zero, solidifies our dedication to driving meaningful impact through innovative green logistics solutions and strategic partnerships, shaping a cleaner, more sustainable supply chain.”

This expansion will deliver cost efficiencies through discounted freight rates and is estimated to reduce approximately 236 t/mth of CO₂ emissions, equivalent to planting around 12,000 trees. Combined, this initiative is expected to reduce about 150,000 t/y of Scope 3 emissions, further advancing Hindustan Zinc’s commitment to become net zero by 2050 or sooner and supporting India’s green growth ambitions.

Anand Mimani, CEO of GreenLine, said: “Clean transport isn’t a future option, it’s today’s responsibility. This deployment with Hindustan Zinc powerfully reflects our shared urgency to decarbonise logistics at scale, setting a scalable model for industrial decarbonisation across sectors. With our LNG and EV fleet, manufactured by Blue Energy Motors, we’re bringing together innovation, sustainability, and real-world impact in a way that’s practical and powerful for industry.”

Hindustan Zinc recently announced its ambitious 2030 Sustainable Development Goals (SDG). The goals cover ambitious targets spanning various thematic areas such as climate change, water stewardship, biodiversity conservation, responsible sourcing, circular economy, workforce diversity and social impact. The company has committed to achieving 50% reduction of Scope 1 and 2 emissions and 25% reduction of Scope 3 emissions from the 2020 baseline.

GreenLine currently operates over 650 LNG trucks, serving clients across FMCG, e-commerce, metals & mining, cement, oil & gas and chemicals. Its fleet has covered more than 50 million km, cutting over 14,000 tonnes of CO₂ emissions. The company plans to expand to more than 10,000 clean trucks, supported by a nationwide network of 100 LNG refuelling stations, EV charging hubs, and battery swapping facilities – an integrated green mobility ecosystem aiming to cut carbon emissions by up to 1 million tonnes annually.

Mineral Mining Services (MMS) has been awarded a new three-year, full mine services contract at the Black Cat Syndicate, Fingals gold mine, part of the East Kalgoorlie gold project.

The contract is set to commence in September 2025 and follows the successful execution of the Myhree and Boundary projects, MMS says.

The scope of work is expected to deliver approximately 120,000 oz of gold from 14.2 million bank cubic metres over the three-year term.

MMS said: “This new contract deepens our commitment to the Goldfields. We see our work as a partnership with the community, building upon the strong local relationships we’ve established across the region. We are excited to continue investing, working alongside and supporting the local businesses and people who make this region thrive.”

Chris Kerr, Regional Mining Manager at MMS, added: “Our team has a deep understanding of the operational requirements in the region from our work at Myhree and Boundary. We are ready to apply this proven expertise to the Fingals site to ensure a safe and productive operation from day one. This contract is a credit to the dedication and skill of our people on the ground.”

Gareth Solly, Managing Director at Black Cat Syndicate, said: “We are pleased to announce a schedule of rates contract with MMS for open-pit mining at Fingals. MMS are the incumbent contractor at the Myhree/Boundary open pit and this will also facilitate a smooth transition to Fingals.”

Canada-based subsurface intelligence leader Ideon Technologies is set to bring a new, ‘smarter’, multi-modal, wireless subsurface beacon solution to market, Australian industry innovator Mining3 says.

Developed in partnership with Mining3 and with broad applicability in the mining industry, this new long-life beacon will further enhance the Ideon REVEAL™ for Caving solution – an advanced cave monitoring and production optimisation solution.

Beacons are battery-powered wireless devices that transmit signals traditionally used to enable material tracking within a mine. This next-generation beacon, which will be released commercially by Ideon within the year, offers significantly improved functionality beyond current market offerings, Mining3 says. It delivers a valuable new suite of subsurface intelligence to caving operators, among other applications, helping to reduce the impact that geological and geotechnical uncertainty have on safety, production predictability and ore recovery in those mines.

Today’s beacon systems only provide point location data when activated, according to Mining3. They are typically cemented into large-diameter boreholes (PQ-sized/122.6 mm), drilled deep from the surface, before sites begin active caving. “It’s a high-risk, high-cost process to drill to deploy the units, which rely on high-strength rotating magnets to emit a detectable location signal,” Mining3 says. “They sometimes fail before a cave reaches critical production milestones years later, leaving operators with significant cave management blind spots during critical phases of development.”

The Ideon beacon transmits its physical location along with local environmental data (such as ambient temperature, pore pressure and strain), conveying data wirelessly through 200 m of solid rock. It has no moving parts, is compact (deployable in an NQ-size borehole/75.7 mm), and has wireless two-way communication capabilities to support active caving and other open-pit and underground mining applications, according to the companies. This allows the beacon to be remotely engaged after activation or switched to standby mode to conserve power when not in use.

Cave mining involves undermining an orebody and then allowing it to collapse under its own weight. While the method can deliver lower-cost recovery, high production rates, and reduced waste and environmental impact, mining companies have very little subsurface visibility as to what is happening in and around the active cave. The Ideon beacon will add real-time movement and environmental data within the mobile material in a block cave to the REVEAL for Caving solution, which delivers a high-resolution, high-volume, high-velocity dynamic Earth model that delineates the 3D shape of the cave, the air gap and the muck pile, the companies claim.

“This new solution supports Ideon’s strategic vision of fusing multiple data sources and technologies to deliver the most comprehensive, high-resolution view of the subsurface possible,” Dr. Doug Schouten, CTO & Co-Founder of Ideon Technologies, says. “Our work with Mining3 expands our REVEAL for Caving offering, giving mining companies an even greater understanding of the dynamics of their largest underground operations. In turn, this can help them improve safety, mitigate emerging geotechnical risk, proactively manage cave growth, achieve greater production predictability and improve ore recovery.

“Our singular aim is to solve difficult problems for customers, leveraging whatever combination of capabilities we need to maximise the value of their mines for them.”

Dr. Neville Plint, CEO of Mining3, said: “Working with Ideon exemplifies our approach to accelerating the journey from world-class research to commercial impact. By combining deep science with a collaborative mindset, we’re helping fast-track technologies that directly address mining’s most complex challenges. The successful integration of our foundational work into their REVEAL solutions suite highlights the value of multi-sensor data fusion in unlocking new subsurface insights. This partnership is a clear example of how innovation thrives when we focus on adoption and real-world deployment from the outset.”

The Ideon REVEAL Platform is a subsurface intelligence solution that comprises proprietary hardware (that delivers a new-to-the-world data source), ruggedised for the most remote exploration sites and demanding of noisy in-mine environments, software, integrated imaging systems and advanced data analysis, including AI and interpretation. Among other use cases, it is being used at Evolution’s Northparkes mine to remotely monitor progression of cave propagation in 4D.

Rio Tinto is currently in discussions with the Mozambican government to find a viable logistics solution for transporting coal from its mining operations in Tete province.

Alan Davies, the head of the group’s diamond and mining division, made the announcement during the 19th annual Mining Indaba conference held in Cape Town. He emphasized that the company’s main objective is to reach an agreement that is beneficial to both Rio Tinto and the Mozambican authorities, which would allow the coal asset to be operational.

The need for an alternative transport route has become critical, as existing infrastructure poses significant limitations to efficient coal exportation. The Tete region, rich in coal reserves, lacks reliable transport networks, which has hampered Rio Tinto’s ability to fully utilize its investment. The group is therefore exploring various options, including rail and port developments, to ensure cost-effective and sustainable coal transportation.

Challenges

This move comes shortly after Rio Tinto announced a substantial write-down of US$3 billion related to its acquisition of assets from Australian-based Riversdale Mining. The acquisition, completed less than two years ago, has faced several challenges, including logistical constraints and regulatory hurdles, which have contributed to the impairment.

Despite the setback, Rio Tinto remains committed to its operations in Mozambique and is seeking long-term, strategic partnerships to support infrastructure development. The company hopes that successful negotiations with the government will unlock the full value of its coal assets and contribute positively to Mozambique’s economy.

By resolving the logistics issue, Rio Tinto aims to enhance the efficiency of its supply chain, minimize losses, and strengthen its position in the global coal market. The outcome of the ongoing discussions will likely have a significant impact on the company’s future in the region and the development of Mozambique’s mining sector.