Gindalbie Metals bows to market pressure

shutting_karara_mine_1b5qdhs-1b5qdhvGindalbie Metals has hit a roadblock with the withdrawal of funding by joint venture parent Ansteel.

The WA miner announced last week it would voluntarily halt trading after it was informed by Ansteel, owner of the controlling share (52.16 per cent), that it would be “unable to continue providing funding support to Karara due to the impact of economic and industry downturn”.

Gindalbie is a JV owner of the Karara Project, located 200 kilometres east of Geraldton, which employs a workforce of around 1000, jobs that have been thrown into jeopardy by funding withdrawal.

The company is expected to make an announcement prior to commencement of trading on Tuesday 12 January.

The West Australian reported that the subsidiary operator Karara Mining has lobbied the WA government for royalty and tax concessions, in the effort to cut $200 million from operating costs to break even at current iron ore prices.

Last month Karara CEO Zhang Zhao Yuan met with mine and finance minister Bill Marmion and Department of State Development director-general Stephen Wood.

In early December Gindalbie chairman Keith Jones said it would be more costly to close the mine than to operate, which it would continue to do as long as Ansteel was prepared to subsidise losses.

It is understood Karara Mining is locked into high haulage costs due to take-or-pay agreements made with Brookfield rail during the mining boom.

Karara has already benefited from $9.3 million in temporary royalty concessions in the form of a 50 per cent rebate over 12 months to last September.

Last May Karara consolidated $US1.48 worth of loans into a single facility, with the maturity date moved to 2030.

Ansteel’s involvement with Karara originally began as a means to directly source material for its steel making operation at Bayuquan near the port of Yingkou.

Iron ore is trading around $US41.40 per tonne, compared to $US120 in 2011 when the Karara mine began operations.

In FY2014 the Karara mine produced nearly 2.4 million tonnes of concentrate from 5.853 million tonnes of magnetite ore.

The 12 sales trends that will drive business in 2016

What happens when we have so much information that it is impossible to even decide what to read? We constantly check our phones, computers or tablets. We are online and connected 24/7. We have an overload of information, stuff, processes and stress…

There’s a reason why ‘de‑cluttering’ businesses are growing in number around the world. People are seeking help to go back to basics, to a clearer and simpler life, with less stuff.

Our businesses have become overloaded and cluttered as well. When a company grows, the levels of management multiply and more co-ordination is needed; that in itself increases complexity, but it also increases clutter. Sales operations are complex systems, but like with whole businesses, people can add unnecessary complexity. There’s a need to go back to the essentials and for that we need clarity.

Sales operations loaded with dated processes, hard-to-work systems and countless priorities cannot function efficiently. We need to de-clutter. We can’t oversimplify what is a complex system; we can’t transform every process into a linear one. But we can remove what is just making noise, occupying space in our minds only causing stress and clouding our vision.

Less is more.
The 12 Barrett Sales Trends for 2016 all share this thread about bringing things back to basics, bringing clarity and transparency to businesses and sales.

Here is a summary of the trends, or you can download a copy of the full report here.

Sales Trend 1 – Beyond profit erosion
Over the last few years, a vast majority of companies derived their profits mainly through cost-cutting but this is not possible any more. Costs have bottomed out. Companies will have to change how they sell to find profit and growth through selling value.

Sales Trend 2 – Beware competitor zero
There is a new competitor in our midst: indecision.

This sales trend looks at how and why the decision-making process has changed in organisations and what we can do about it.

Sales Trend 3 – Selling is everybody’s business
This trend is about how smart companies recognise the importance of selling across the value chain and making sales and customer satisfaction a whole business activity with purpose.


Sales Trend 4 – Sales and marketing unite

With shrinking markets, micro segments, more informed buyers and the digital revolution to name a few key influences, smart companies know that if they are to steal the march on their competitors, win market share and engage the right kind of buyers, the sibling rivalry between sales and marketing must end.

Sales Trend 5 – How we sell around here
Smart companies are adopting best practices as a minimum standard of sales excellence to embed ‘How We Sell Around Here’. They are reaping the rewards of their continuous learning programmes and sound sales strategies. This trend highlights how these companies are doing it.


Sales Trend 6 – The sales curator

No longer are salespeople seen as the purveyors of information that they once were in the 20th century, 21st century salespeople now need to be experts at sifting and sorting information for their clients and prospects. A new sales capability is required in this information overloaded world. This sales trend sees 21st century salespeople needing to develop their skills as curators.

Sales Trend 7 – Buyers in transition
This sales trend highlights that more mature procurement professionals, who have been through the sourcing cycle several times, are now starting to seek new ways in which they can be relevant and valuable to their organisations. They are seeking innovation, ideas, and collaborations because they have seen that taking prices lower would be detrimental to their business. It’s early days but things are starting to shift, albeit slowly.

Sales Trend 8 – Streamlining CRM
Smart companies are adapting and embracing the new ways of doing things to make it easier and more efficient for their sales teams to sell better i.e. from utilising the comprehensive analytics available from the web and social media to the ability to customise a Customer Relationship Management system and deploy applications on various devices. Streamlining CRM capabilities is key to getting sales teams to use them most effectively.


Sales Trend 9 – Marketing technology for better sales results

Less is more when it comes to technology, with the lesson being that what big business does is usually not what SMEs should be doing and vice versa.

This sales trend focuses specifically on the impact technology is having on businesses large and small for good and bad and what technologies we should be paying attention to and what we should be ignoring.

Sales Trend 10 – The evolution of sales incentive plans
Sales incentive programs (SIPs) constitute a major cost in many companies but the research indicates that a well-designed SIP can be a worthwhile investment. Certainly, SIPs are becoming the norm in many sales settings. This sales trend tells of the shift towards more customised variable SIPs taking into account team selling, complex solutions, longer sales cycles, and so on.

Sales Trend 11 – The renaissance sales manager
More and more sales leaders and their respective sales managers are realising that too much data across too many spectrums is counterproductive to effective sales leadership, sales performance and building sustainable sales results. They know that you can’t lead a sales team from behind a desk in front of a screen crunching numbers. This trend sees smart companies employing and/or developing the Renaissance Sales Manager to be the standard of ‘how we lead sales teams around here’.


Sales Trend 12 – The rise of “seniorpreneurs”

Senior entrepreneurs are Australia’s fastest-growing segment of entrepreneurs. Seniorpreneurship is a global trend with the over 55s showing a strong representation in the USA and UK. They are a force to consider in the business landscape with much to offer to the economies.

Ausenco wins coal contracts

isaac-plains-chppAusenco has been awarded a number of coal processing plant contracts and work in Africa.

It is currently finalising the terms for the upgrade of a CHHP flotation module, at an unnamed NSW coal operation, worth approximately $17 million.

The EPC project includes the design, supply, construction, and commissioning of the flotation module, as well as modifications to parts of the existing CHPP to support the upgrade.

Work is slated to begin this month, and take around 12 months to complete.

Ausenco has also been awarded a $15 million, three year ‘Optimise phase’ contract to provide operation and maintenance services for the CHPP at the Isaac Plains coal mine.

The contract will run for three years.

On top of these Australian wins, Ausenco has also been awarded work in Africa, working on a six month ‘Optimise phase’ extension of works at Vale’s Moatize CHPP in Mozambique.

Kramer Ausneco has also seen strong growth in PNG.

New undersea miner completes dry testing

nautilus-robot-machine_1Undersea mining has made a leap forward with the development and testing of a new machine in the UK.

Proactive Investors flagged the announcement from Specialist Machine Developments, a UK company that was acquired last year by a subsidiary of China’s CRRC Zhouzhou Institute.

Land-based testing of the 310 tonne deep sea ore harvester was recently completed in Newcastle.

Details are sketchy, but the new machine was touted as the world’s most powerful to date, boasting two megawatts of power and capacity for underwater oil and gas, trenching and cable laying applications.

The equipment is designed to be used in conjunction with a cutting machine and collecting machine to engage in mining activities.

Australian mining technology investment to grow

A new survey is forecasting a growth in equipment related technology by Australian miners in the next two years.

The latest Timetric Mining Intelligence Centre survey predicts a boom in safety, maintenance, and productivity related technology.

“A substantial share of Australian mines have already invested in environmental monitoring, fleet management and predictive maintenance technologies, with tyre monitoring, collision avoidance and remote control/machine automation to be the key areas for future investment,” Timetric stated.

The group surveyed 100 mine managers and other decision makers across operating Australian mines late last year, asking respondents to identify which of 12 different mine site technologies they have invested, and will invest, into.

These technologies included fleet management, environmental monitoring, energy management, and collision avoidance technology, as well as drones and wearable technology.

“The results show the highest share of respondents (88 per cent) have invested in environmental management technologies, followed by an assembly of technologies focused around the vehicles and mobile equipment on a mine site,” Timetric said.

“Five other technologies in which more than 80 per cent of respondents’ have invested are fleet management (85 per cent), predictive maintenance (85 per cent), tyre monitoring (83 per cent), scheduling and shift optimisation (81 per cent) and collision avoidance technologies (80 per cent).”

The respondents also pointed to a greater focus in vehicle technology.

“Over the coming two years, significant shares of those yet to invest are expected to make investments in tyre monitoring (53 per cent of those yet to invest), collision avoidance and proximity detection (50 per cent), and remote control and machine automation technologies with 48 per cent,” Timetric said.

“In total over the next two years, 92 per cent of mines are expected to have tyre monitoring technology implemented, some 90 per cent will have collision avoidance technologies and 77 per cent will have implemented remote control and machine automation on site.”

Commenting on the results, Timetric senior analyst, Nez Guevara, said “the results show the Australian mining industry recognises environmental accountability, social responsibility and commercial success are not inseparable.

“Monitoring the sustainability of a mine operation covers its entire life cycle, from exploration and feasibility, to decommissioning and closure.

“The speed at which companies can adapt to become more efficient is crucial for success in an industry that now maintains a tight grip on capital and operational expenses. This is more of a necessity at present, as low commodity prices affect the industry globally,” he said.

Improvements in technology can change the way companies view mineral deposits, improve operational safety and manage overall costs.

Little respite for mining in 2016

Despite the apparent normalisation of low commodity prices, the Federal Government has predicted mining exports earnings to grow by more than 40 per cent by 2019-2020.

The release of the Department of Industry, Innovation and Science Resources and Energy Quarterly report in the December quarter showed the mining sector’s contribution to the GDP over the past decade had increased from six to nine per cent, an upswing of 50 per cent.

The department expects resources and energy earnings of $166 billion in 2015-16, down on the previous year by four per cent due to lower commodity prices.

Chief economist Mark Cully said the low price conditions that characterised 2015 were forecast to persist in the short term, and that any prospect of recovery in that time frame was limited.

“On the home front, Australia’s production of most commodities has continued to increase despite lower prices,” he said.

“The rapid increase in mining output is expected to underpin the production phase of the boom and provide some support to export earnings.

“However, the increase in volumes is unlikely to be sufficient to offset the effect of lower commodity prices across the board.

The completion of LNG projects in Queensland and WA are expected to increase Australian exports by 45 per cent, worth an additional $20 billion this financial year.

Iron ore export volume, contributed to by the newly exporting Roy Hill mine and expanding production at other mines, was forecast to grow by 13 per cent in 2016.

World steel production, despite slowing in 2015 with less demand driving prices lower, is expected to stabilise in 2016 and return to growth, with a projected increase of 0.9 per cent worldwide.

Although China’s demand for steel will continue to slow, this will be offset by increased demand in India (by six per cent), the EU (1.2 per cent) and USA (1.5 per cent).

Australia’s steel consumption in the September quarter was down seven per cent on the previous year, and down 44 per cent of demand ten years earlier, thought to be at the expense of domestic production rather than imports.

The report also identified that Australia exports around 56 per cent of the world trade in iron ore, while projections indicate we will also soon become the world’s largest exporter of coal and LNG.

exploration expenditure faltered in 2015, continuing an ongoing trend of unemployment in the sector, with an overall decline of 32 per cent in the September quarter bringing total expenditure down to $977 million, boding poorly for new greenfields projects in the coming years.

The largest decline in exploration was recorded in South Australia, which was down 57 per cent year-on-year.

In terms of capital expenditure the mining sector slowed spending by 29 per cent in the September quarter year-on-year.

Mining sector employment was estimated at 220,000 people in November 2015, down only two per cent on the previous year.

Hay Point’s third coal berth opens

hay-point_1BHP has marked a new milestone in their coal sector expansion as BMA opened the new third berth at the Hay Point coal export terminal yesterday.

Queensland Premier Annastacia Palaszczuk attended the official opening ceremony with BHP coal president Mike Henry and Mitsubishi Corporation COO for the mineral resources investment division Rick Tanaka.

The premier said coal exports had reached a record 219 million tonnes last financial year thanks to such investments.

“I want to thank BHP Billiton and Mitsubishi for their confidence in the Queensland coal export market and their contribution to the Queensland economy, despite coal prices having declined markedly in recent years,” she said.

Hay Point has been in operation since 1971, and the $US3 billion third berth and ship loader has been under construction since 2011.

At peak construction in 2014 the project employed 1630 people, with more than 12.6 million hours worked.

The new infrastructure has increased the Hay Point Coal Terminal capacity from 44 million to 55 million tonnes per annum.

Mike Henry said the recently completed terminal project reflected BHP Billiton’s confidence in the long-term outlook for metallurgical coal.

BMA is the world’s largest exporter of seaborne metallurgical coal and employs 9,000 Queenslanders. The opening of the HPX3 project is a significant milestone,” he said.

“Importantly, the increased capacity at HPX3 will enhance our ability to run an even more productive value chain.

“Through its design features, the project has also improved the Port’s ability to withstand significant weather events, improving the resilience of the BMA business and enhancing customer confidence in the reliability of supply from BMA and Queensland.”

New jobs in Moranbah as Isaac Plains set to reopen

1438290121070Stanmore Coal is edging closer to re-opening the Isaac Plains mine near Moranbah, with 150 job opportunities soon to come for local workers.

With the opening scheduled for February 2016, Stanmore Coal has not specified whether the mine will require FIFO workers.

Isaac Plains was put into care and maintenance by joint owners Vale and Sumitomo in September 2014, when 300 workers lost their jobs.

Isaac Plains will be opened at a reduced capacity of 1.1 million tonnes per annum, compared to the 2014 output of more than 2 million tonnes per annum.

Stanmore bought Isaac Plains for a peppercorn fee of $1 earlier this year, under agreement to take on contractual obligations including $32 million worth of mine rehabilitation.

In 2011 Sumitomo paid $430 million for Aquila’s 50 per cent stake in the mine, in expectation of good returns, however it accepted the loss at the mine’s closure as am $11 million writedown on its other Australian investments.

Isaac Plains will have a three year lifespan, however Stanmore have plans to open a new operation called Isaac Plains East.

Is 2016 the year of base metals?

Angas-Zinc-MineNickel, copper, and zinc have been picked as the metals to watch next year.

A new report by Morgan Stanley analysts have labelled the metals, which saw steady slumps throughout 2015, as the top picks, according to Bloomberg.

We are stubborn nickel bulls in 2016,” the report stated.

They forecast a nickel average of $10,692 per tonne next year, zinc at $1747 a ton and copper at $5236 a ton.

Speaking to ANZ senior commodities strategist, Daniel Hynes, he told Australian Mining the outlook for base metals into next year is positive.

“The outlook is better…the oversupply is not as bad as the bulk markets [such as iron ore],” he said.

“We’ve seen the start of a readjustment in base metal supply, but the market has not been that interested to date.

“They’ve been lost amongst the noise [of coal and iron ore], but the fundamentals are better, and for nickel and zinc we expect a market in deficit next year, but as always the poster price depends on Chinese demand.”

Morgan Stanley stated that it continues “to see only a modest abatement in China-led commodity demand growth, not the capitulation that year-to-date price performances imply”.

“The fact that economic activity everywhere remains buoyant, commodity-trade flows are intact, and that producers are rapidly rebalancing their trades in reply to shock-low prices tells us that downside price risk is limited.”

Credit Suisse has also backed nickel, expecting a dearth of the metal as operators will be cutting supply “given the scale of losses that producers are incurring”.

Steel rope lifespan extended in host of industrial equipment with engineered plastic sheaves

Steel-rope-lifespan-extended-in-host-of-industrial-equipment-with-engineered-plastic-sheaves-664007-lCut to Size Plastics presents an internationally proven range of hard-wearing cast polyamide engineering plastics from its Wearlon family, formulated to reduce wear and maintenance and enhance safety in a wide range of machinery and industrial equipment.
LiNNOTAM cast polyamides from international manufacturer and fabricator of engineering plastics Licharz are part of the Wearlon range of engineered plastics suitable for OEM use and metal replacement in applications involving transmission of mechanical force and minimising friction. The Wearlon range of engineered plastics benefits a wide range of applications including cranes and lifting equipment, materials handling machinery such as conveyors as well as fixed and mobile plant extending from mineral processing equipment and power generation technology through to mining draglines, heavy transport, implements, construction equipment, food processing equipment, and primary product processing equipment for timber and paper.
Available in various grades for different purposes, Wearlon LiNNOTAM metal-replacement materials not only offer a long service life but can also be easily machined to custom-fabricated shapes. Cut to Size manufactures components such as sheaves, rollers, gears and wear components for applications across Australasia at its Sydney head office, which is equipped with CNC machining facilities coupled with GibbsCAM and Solidworks software.
Cut to Size NSW Manager Mr Pat Flood explains that steel wire ropes are important and highly stressed machine elements in force transmission and conveying technology with large plants relying on their performance not only for efficiency but also safety. Wearlon can extend their lifespan and enhance safety by reducing maintenance and preserving structural integrity for longer.
Wearlon engineering plastics offer several benefits including rope-conserving elasticity; compression fatigue strength; high wear resistance; toughness also at low temperatures; resistance to lubricants; and high resistance to weathering effects.
According to Mr Flood, wire ropes are stressed by fluctuating forces, wear, corrosion and extreme forces. Ropes that run over sheaves made from metallic materials are subject to high stress due to the surface pressure occurring between the rope and the groove. When the rope rolls over the sheave, only the outer strands lie on the groove, resulting in wear in the form of individual strands breaking or, more serious rope breakage.
However, sheaves made from Wearlon engineered plastics prevent wear on steel wire ropes thanks to their elasticity. The pressure between the rope and the roller in the combination steel rope/polyamide roller is around 1:10 compared to steel rope/steel roller, which can be attributed to the visco-elastic behaviour of polyamide. It is not just the outer strands that lie in the groove, but almost the whole projected strand width, reducing surface pressure between the rope and the roller and considerably extending the life of the rope.
The cast polyamides of the LiNNOTAM members of the Wearlon family can be produced as semi-finished products or near net shape components and are virtually free of internal stress. Cut to Size offers a large selection of shapes, weights and dimensions.