Embrace innovation or suffer, Deloitte tells miners

Cost cutting and incremental improvements aren’t enough to lift mining, and the industry must embrace innovation or else, a Deloitte report says.

In its recent Innovation in Mining report, Deloitte explained that the industry understood the innovation concept but it is failing to implement it effectively, and the current focus on driving down capex and opex through cost cutting measures, as well as chasing incremental efficiencies to lift productivity, are no longer enough.

“Innovation is not only key to protect the future of the mining sector,” Deloitte said, “but that of the entire mining system, from the country in which the resources are harnessed to the people in its workforce, government, and the broader mining community.”

Nicki Ivory, Deloitte’s Australian national mining leader, explained that the industry has endured a difficult market marked by commodity price volatility, diminished Chinese demand tied to a slowdown in the country’s economic growth, capital and investment access issues, and ongoing environmental issues, according to The Australian.

“However to remain globally competitive, Australian miners must decide if they are willing to go beyond the basics and incorporate a structured approach to innovation,’’ Ivory said.

This research echoes statements made by METS sector lobby group Austmine.

“Most in the sector are agreed that for Australia to remain competitive in the years to come, the way we do things needs to change – dramatically,” Austmine CEO Christine Gibbs Stewart said.

“This is where innovation comes in. When we refer to innovation, we’re not simply referring to the next big invention, we are also encompassing incremental innovation, or a re-thinking of how we use equipment, technology or processes that we already have in place.

“This concept of re-thinking is key for innovation to succeed in the mining and METS sector. We must change how we think about innovation, about how we partner to achieve innovation and what innovation looks like.”

The Australian report added that while innovation is viewed overwhelmingly positively, most miners prefer to chase operational excellence and continuous improvement programs rather than make a huge leap technologically –  as well as in  mindset – and invest in transformative innovation.

“The tide for taking innovation seriously as a business imperative has come in,” Deloitte’s Africa Energy & Resources leader said in the African division of the report.

“While talk of this had drummed on for years, often constrained to the boardroom, now is when mining houses will succeed or falter based on whether innovation strategy is brought to life and whether it is integrated across departments.

“It is now critical for companies to push beyond what these reports term Core innovation.”

Caterpillar experiences 2nd quarter profit drop

CATERPILLAR has released its second quarter results, showing a drop in both profit and revenue.

Compared to 2015, profit declined to US$10.342 billion ($13.82 billion) from US$12.317 billion while profit per share, excluding restructuring costs, declined from US$1.40 to US$1.09.

However, Caterpillar CEO Doug Oberhelman said he was pleased with his company’s financial performance and focus on its long-term strategy “given the difficult economic and industry environment we’re facing”.“For the quarter, our decremental operating profit pull through was better than our target range. Together with our dealers, we’re having success managing through the downturn in industries like mining and oil and gas, and in sluggish economic conditions in much of the developing world,” he explained. “In what is likely to be our fourth down year for sales and revenues, we’re proud of what we’re accomplishing – our machine market position has increased, including in China, product quality continues to be at high levels, and the safety in our facilities is world class.”However, Oberhelman said the company was cautious entering the second half of 2016. He explained there was no expectation of an upturn in important industries like mining, oil and gas, and rail.“Amidst these very challenging market conditions, our balance sheet remains strong, and our employees are delivering better performance on everything from safety, quality and cost management to machine market position. I’m inspired by our people as they’re the primary reason we’re weathering this downturn as successfully as we are,” he explained.

Outotec thickeners and filter presses booked for Iran’s Sangan iron ore project

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Outotec has been awarded a contract by Shangdong Province Metallurgical Engineering Co Ltd (SDM) for the delivery of process equipment to the Sangan Iron Concentrate Project in North-Eastern Iran. The Iranian Mines and Mining Industries Development & Renovation Organization (IMIDRO) owns the Sangan mines and SDM is their engineering partner. The contract value is approximately 10 million and the order has been booked in Outotec’s 2016 second quarter order intake.

Outotec’s scope of work includes the design and delivery of thickeners and filter presses as well as related installation supervision and commissioning services including spare parts. The new iron processing plant will process annually 5 Mt of ore. The equipment will be delivered mostly during the second quarter of 2017. “We are pleased to have been given the opportunity to deliver the main dewatering process equipment to the second phase of the Sangan Iron project. Our comprehensive portfolio of dewatering equipment enables us to tailor efficient and environmentally sound solutions and services for iron ore processing”, says Kalle Härkki, Head of Outotec’s Minerals Processing business unit.

New waste to energy cranes launched in Australia

KONECRANES is introducing a broad range of lifting and materials handling technologies to Australasia, designed specifically for waste to energy (WtE) and biomass applications.

Konecranes’ WtE cranes are now available in Australia.

The technologies include unmanned full automation, remote operation stations, remote monitoring, and maintenance reporting products.

“Our WtE cranes can be equipped with GlobalTechnical Support connection, remote monitoring and a compute interface capable of semi or fully unmanned automation or a remote for manual handling, as well as a range of features and benefits to maximise production and minimise running costs,” Konecranes Australia national industrial equipment manager Peter Monaghan said.Koncranes’ waste handling cranes also come equipped with smart features designed to manage critical crane functions to reduce structural stress, increase efficiency and prolong the machine’s lifespan.For instance, sway control minimises load sway from bridge and trolley motions, reducing collisions between the bucket and pit walls or hopper as well as preventing equipment damage.“Cranes play a crucial role in waste-to-energy as well as other modern incineration plants where tight environmental management guidelines are applied. A continuous material handling system with maximum safety and efficiency and minimum downtime is vital,” Monaghan said.For now, four types cranes are available to the sector – Konecranes’ biomass handling crane, refuse handling crane, refuse plant crane, and ash (or slag) handling crane.Additionally, Konecranes’ main user interface (MUI) is the company’s new standard solution for programming waste to energy automation.The MUI features a computer, which is fully integrated with the crane’s programmable logic controller (PLC) system, while isolated from outside networks. It allows the operator to schedule and program a week-long agenda that includes up to 20 different work routines in full automation, giving plant managers enhanced flexibility to manage pit operations for receiving, mixing and burning waste.

Konecranes offers to split off subsidiary to buy Terex MHPS

KONECRANES is offering to split off one of its subsidiaries to address concerns from the European Commission (EC) about the supply of hoists within the European Economic Area.

The subsidiary, STAHL CraneSystems, provides hoisting technology and crane components to the global market. As a result of the offer, which will be market tested, the EC has extended its review of the transaction between Konecranes and Terex with an expected decision date of 8 August. Konecranes noted the offer “may be subject to change” prior to the EC’s decision.

Konecranes CEO Panu Routila said the offer was a result of “very constructive dialogue” with the EC and the company believes the offer will “fully resolve” the EC’s concerns.
While that bargaining process continues, Konecranes has also released its interim report for 2016 which covers January through to June. Orders dropped 10.3 percent compared to last year to EUR905.3 million, which Konecranes said was due to lower port cranes orders in the first quarter of 2016. Sales declined by a slight 2.3% to EUR987.4 million compared to last year as well.
Net profit declined from EUR17 million down to EUR10.9 million, but the second quarter results for the second quarter (April to June) were considerably better. They increased 40.6%, from EUR11.4 million to EUR16 million.
Citing the second quarter adjusted operating profit, which had increased by 40.2%, Routila said the rise occurring despite the drop in sales showed Konecranes’ cost savings actions were delivering results.

Tenova to help develop Ferrobamba Aymaraes iron ore plants in Peru

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Ferrobamba has signed a cooperation agreement with Tenova to develop its iron ore mine in the Aymaraes region of Peru. The company has chosen Tenova HYL Micro Module technology in order to oversee the technological design and provide the equipment to develop and build a 500,000 t/y pelletisation plant and a 250,000 t/y DRI high carbon DRI plant. ‘‘The Tenova HYL Micro Module will allow our company to add significant value to our iron ore deposit in Aymaraes, producing high carbon DRI with the proven ZR (zero reformer) technology used since 2010 in the Emirate steel,”stated Alfonso Navarro, CEO of Ferrobamba.

He continues: “Micro Module uses the same ZR technology applied in Nucor’s Louisiana plant, but is one 10th of the size and allows junior mining companies like ours to enter the DRI production market with a limited capital investment” stated Alfonso Navarro, CEO of Ferrobamba. “Our company will be in a position to produce a premium quality DRI that is not currently available in the region”. In fact, Ferrobamba’s Aymares Project is potentially one of the highest quality, lowest cost iron ore projects in the Americas with a significant resource upside potential of 3,400 Mt of iron ore. Iron ores will be first crushed and pelletised and then processed to direct reduction (DR) grade pellets. These pellets are fed into a Tenova HYL ZR Micro Module DRI plant where they are reduced to metallic iron. The DRI produced is the highest quality available with high carbon content (around 4%) and can easily substitute pig iron or high quality scrap for use in the electric steel making operation, to produce high grade steel.

“The Micro Module DR Plant is a proven technology that allow for High Carbon DRI production with a simple and compact design providing several benefits, such as low maintenance costs, minimum manpower requirements, more affordable CAPEX, and low OPEX. Moreover, the Micro Module, as any other ENERGIRON DR Plant, complies with the strictest environmental regulations. It has been permitted twice already in the US, as well in other regions of the world” confirmed Angelo Manenti, VP of North America Business development for Tenova.

Aurizon cuts 300 jobs whilst writing off Aquila acquisition

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Frieght rail operator Aurizon has written off its investment in Aquila Resources and said it was shedding about 300 jobs in response to weakening coal prices.

The company plans to cut approximately 180 workers in train crews, yard operations, maintenance and infrastructure production, plus about 120 middle and senior managers.

Aurizon also announced an additional $73 million impairment against its investment in Aquila Resources, due to the company’s deferral of the development of its coal assets.

The announcement comes off the back of proposed job cuts at its Callemondah, Jilalan and Pring depots.

According to Chief Executive Officer Lance Hockridge, those in leadership positions in operations, representing approximately 20 per cent of management roles have been affected.

“Clearly we’re operating in a tough and volatile market with lower growth conditions for our customers,” managing director and chief executive officer Lance Hockridge said yesterday.

“In this environment, we are targeting further reductions in our cost base and finding new ways to drive asset and labour productivity.”

“Work is underway across the company, in reducing management roles, in driving down corporate and support costs and ensuring workforce numbers are aligned to forecast customer demand,” Mr Hockridge said.

Although Aurizon’s underlying earnings were within guidance at $871million, it had $528 million worth of impairments in 2016.

With the downturn in full effect, Aurizon reported the amount of coal, iron ore and freight it hauled would be down on last year’s tonnage of 211 million tonnes.

The company expects to haul 206.8 million tonnes of coal this year compared to last year’s 211 million tonnes.

BHP records production declines as it continues ‘streamlining’

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BHP has recorded a drop in first half production levels across the board.

The global miner saw year on year falls in production for petroleum, copper, iron ore, and thermal coal, although it has recorded a slight uptick in coking coal.

On the back of its latest results, BHP CEO Andrew Mackenzie reiterated the miner’s focus on improving productivity across the board.

Part of this is a focus on delivering US$600 million in productivity gains by the end of the 2017 financial year, through releasing latent capacity, which a BHP spokesperson explained as implementing processes such as improving truck movements, increasing infrastructure efficiency to gain greater throughputs, and similar exercises.

This is on top of the US$3.5 billion in cost savings BHP chief Andrew Mackenzie has already slated for the 2016/17 financial year.

The miner is aiming to achieve truck utilisation of 6500 hours by FY20, and is targeting a wash plant utilisation of 8000 by FY19 as it reduces bottlenecks at the plant.

“These initiatives are expected to grow production by five per cent in copper, up to four per cent in iron ore, and three per cent in metallurgical coal in the next financial year,” Mackenzie said.

In terms of iron ore’s performance for the financial year, BHP actually saw an increase in its West Australian operations output, pushing out a record rate thanks in part to Jimblebar moving to full capacity and improved utilisation of ore handling at Newman.

However, this was offset by suspension of operations at its joint venture Samarco mine in Brazil following the tailings dam disaster, with the mine’s 2016 financial year production only 11 million tonnes as it reduced existing stockpile levels.

BHP is forecasting increased production next year for West Australia iron ore, to between 228 and 237 million tonnes in the 2017 financial year, excluding production from Samarco. It plans to reach this target due to its 24-month rail program, which will support the miner’s integrated supply chain reliability, and ramp up of additional capacity at Jimblebar, which will have a new primary crusher and additional conveying capacity installed in the last quarter of the year.

Total copper production fell by eight per cent year on year to 1.58 million tonnes and zinc by 17 per cent.

However the miner has seen a massive growth year on year in its silver and uranium production, recording an increase in rates of 41 per cent and 39 per cent respectively.

In terms of copper, much of this loss was driven by lower grades at Escondida, where grades declines of around 28 per cent in total are expected.

Australian operation Olympic Dam helped to offset much of this fall as it lifted copper production by 63 per cent for the 2016 financial year to 203,000 tonnes.

This was due to higher grades, improved smelter and mill utilisation following its Svedala mill outage last year, and despite planned maintenance downtimes.

It is delineating new stopes – with plans to proceed at a rate of 35 stopes per year – and over the next five years will construct 120 kilometres of new underground tunnels, expecting to drive down a few hundred metres more.

It has begun early work on the first stopes, with mining under way on the blocks known as the Violets.

BHP’s Antamina operation also saw production increases, lifting copper output by 36 per cent to 146,000 tonnes, although this level will fall next year as it encounters zinc rich mineralisation which will drop copper production to 130,000 tonnes, but lift zinc output from 55,000 tonnes to 90,000 tonnes next financial year.

BHP’s coal operations are a tale of two stories, as it recorded vastly different outcomes in its metallurgical and energy coal divisions.

While its coking coal production only saw a one per cent increase year on year, quarter to quarter the miner recorded a massive 17 per cent increase.

Although Queensland coal output was relatively flat, increased plant productivity helped the miner to offset the end of longwall mining at Crinum, a convergence event at Broadmeadow – which BHP denied was a cave-in and instead stated there was a longwall shifting which causing the roof to exert pressure on the longwall shields and impact upon the longwall face – and general poor weather.

A longwall move at Broadmeadow and CHPP shutdown at Saraji are scheduled for the next quarter.

It plans to lift production again next year from 43 million to 44 million tonnes, despite the divestment of its Indonesian coal assets.

In regards to energy coal, BHP saw a 16 per cent fall in output year on year, with an overall production of 34 million tonnes.

This rate will fall again next year, with BHP forecasting thermal coal production levels of 32 million tonnes, although productivity improvements at its NSW operations will offset the upcoming divestment of its New Mexico coal assets.

The miner blamed inclement weather for the 13 per cent fall in production at its NSW operations, coupled with the rescheduling of mine plans, while its Cerrejon mine volumes declined by 11 per cent due to drought conditions in the first half of the period and heavy rains in the second.

Nickel also took a fall due to planned maintenance at the Kalgoorlie smelter and Kwinana refinery, with BHP recording a 10 per cent drop year on year.

However, it expects to increase production by 10 per cent in the next financial year period due in part to higher grades at Mt Keith and a ramp up at Leinster which will support higher utilisation of the smelter and refinery.

On the corporate front, BHP expects positive turns for its underlying attributable profit thanks to a reversal of previously recorded inventory write downs thanks to slightly stronger commodity prices; redundancies from the ‘simplification’ of the business; and impairments in coal where it plans to slash costs by around $800 million.

The miner also expects to record an exceptional item for global taxation matters of between US$150 million and US$200 million, “this includes potential litigation and tax-related amounts,” BHP said.

Komatsu and Joy come together in new one stop shop mining OEM

The biggest move in mining equipment supply consolidation since Cat bought Bucyrus was announced this week, as Joy Global Inc, the global supplier of high-productivity mining solutions, announced that its Board of Directors had unanimously approved a definitive merger agreement under which Komatsu America Corp, a subsidiary of Komatsu Ltd, will acquire Joy Global in a transaction valued at approximately $3.7 billion, including Joy Global’s outstanding indebtedness. Back in 2012, International Mining commented on rumours circulating even then of Komatsu interest in Joy Global: http://im-mining.com/2012/07/12/rumour-mill-of-komatsu-interest-in-joy-global-rumbles-on. At the time, Bloomberg reported the then Komatsu CEO, Kunio Noji, as stating there were not enough synergies to proceed.

A lot has happened since then. A tie-up between Komatsu and GE on underground equipment development followed: http://im-mining.com/2014/01/30/komatsu-and-ge-join-forces-to-develop-next-generation-underground-mining-equipment. The statement then said: “By combining their expertise in mining equipment and propulsion systems, the companies will help meet the needs of customers and partners worldwide, with an initial focus on developing solutions to increase customer productivity and safety for underground mines.” This in turn was followed the same year by Joy acquiring MTI’s underground mining business, which it has been working hard on integrating and updating ever since: http://im-mining.com/2014/04/16/joy-global-acquires-certain-assets-of-mining-technologies-international. Joy at the time took on “all of the assets associated with MTI’s hard rock drilling, loaders, dump trucks, shaft sinking, and raise bore product lines.”

The Komatsu buyout of Joy Global brings together a lot of key mining equipment. On the surface on Komatsu’s side it includes its electric drive mining trucks (up to the new 980E 365 t model just being rolled out to test sites at Suncor and at Antamina) and its pioneering Autonomous Haulage System for trucks; its highly successful hydraulic excavator line up to the 42 m3 bucket, 800 t PC8000; and then its wheel loaders up to the WA1200 with 20 m3 bucket. Joy Global’s brings its P&H rope shovels up to the 122.7 t capacity 4800XPC and new hybrid 2650CX; its own wheel loaders equipped with SR Hybrid Drives up to the 72.6 t capacity L-2350; as well as its dragline offering and High Angle Conveyor (HAC) solutions as well as its range of potential IPCC solutions.

Underground it opens up that whole market for Komatsu; which will now have an offering for its surface mining customers planning to move to underground operations. Joy’s range includes LHDs from 0.7 to 10 t and truck options from 6.4 to 31.8 t. Unlike Caterpillar, Joy also has an underground development drilling range with six models of jumbo (both one and two boom), as well as two ITH production drills. It also gives Komatsu an entry into continuous hard rock mining, with Joy’s DynaCut offering with Oscillating Disc Cutting (ODC) technology preparing to start full trials in Australia with a proof-of-concept underground trial having already been completed at the Bathopele mine of Anglo American Platinum. Last but by no means least are the soft rock and coal longwall systems and room and pillar mining offerings that Joy is best known for, with associated offerings like the Flexible Conveyor Train (FCT).

It is unclear how the merger will affect the GE relationship with Komatsu on underground equipment given that GE is going down its own hard rock underground mining equipment path with models such as the 7T LHD. That said, GE and Komatsu will continue to work as close partners on surface trucks, where GE AC drives are used across the board…

Komatsu buys Joy Global

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Joy Global Inc, the global supplier of high-productivity mining solutions, has announced that its Board of Directors has unanimously approved a definitive merger agreement under which Komatsu America Corp, a subsidiary of Komatsu Ltd, will acquire Joy Global in a transaction valued at approximately $3.7 billion, including Joy Global’s outstanding indebtedness.

Komatsu intends to operate Joy Global as a separate subsidiary of Komatsu and retain the strength of the Joy Global brand names. The companies will align the organisation and operation for optimal customer support from Joy Global’s headquarters in Milwaukee, Wisconsin. “Komatsu and Joy Global’s products and services are highly complementary and the combined organization will continue to focus on safety, productivity and life cycle cost improvement for customers. Komatsu plans to leverage both companies’ leading technologies to pursue product and service innovation to enhance mine safety and productivity. In addition, the companies employ complementary strategies and are committed to an integrated direct sales and service model.”

“This is a compelling transaction that delivers substantial and certain value to our stockholders as well as expanded options for our customers and employees going forward,” said Ted Doheny, President and Chief Executive Officer of Joy Global. “We believe this is the right partnership to meet the evolving needs of our customers while furthering our ability to lead the mining industry with game-changing technologies and best-in-class products. Joy Global’s Board of Directors, in making its determination, considered the challenging market conditions the company believes are likely to persist. The mining industry continues to face cyclical headwinds from oversupplied commodities and reduced end user demand resulting in cash flow restrictions for most producers, creating an increasingly challenging environment. We are also seeing structural changes in the US and China coal industry.

“Our companies share similar cultures and values,” Doheny continued, “and we expect many Joy Global employees to benefit from exciting career opportunities as part of an even larger, more diversified company. On behalf of the Joy Global Board and management team, we thank our dedicated employees for their continued hard work and commitment to solving mining’s toughest challenges.”