The future of mining will be built on partnerships

“The traditional, go-it-alone mentality is no longer possible. To fast-track to where they want to be, mining companies will have to work with partners who have the capacity and expertise in specialized areas like technology and education.”

Stella Holloway sees mining at a crossroads: as technology, policy and opportunity evolve, companies that want to stay at the leading edge need to consider the future in terms of partnerships and collaborations. As the President of MacLean Engineering, Canada’s largest manufacturer of underground mining equipment, Holloway’s perspective leverages nearly 20 years of experience in the mining sector.  

With operations expanding to ever more remote locations and the industry prioritizing safety, efficiency, and sustainability improvements, technological development is accelerating. “The mining industry is being driven by technology now. Technology is making us more efficient, safer and environmentally sustainable. says Holloway. “To advance this transition we see building strategic relationships as the cornerstone to accelerating innovation, expanding into new markets and staying competitive.” 

MacLean’s recent collaboration with Bell showcases the power of partnership to drive industry evolution and overcome many longstanding obstacles. By establishing a fully-connected testing facility in a disused mine in Sudbury, Ontario, both companies can now test and develop products in a real-world mining environment. This innovative approach allows them to bring new technologies to market faster. 
  

The data challenges of working deep underground 

Mining is no stranger to adversity. At the face of a mine, where machines and people are actively tunneling through the rock, mining companies have the greatest need to manage risk – especially when blasting or bolting are involved. It’s an industry where time is valuable, but downtime is considered inevitable. After a blast, for example, a lot of time is spent waiting for gases to dissipate and debris to settle before workers can safely enter the area. As mines expand, transporting workers takes longer and support infrastructure, including ventilation, power supplies and water pumps, must extend through kilometers of tunnels.  

Fortunately, many of these challenges can be addressed with new technologies and new ways of working, such as autonomous vehicles, remote monitoring, predictive maintenance and advanced analytics. “The modern mine will be much more of a technology hub rather than the traditional, labour-intensive environment previous generations of miners were exposed to,” explains Holloway.  

To be effective, however, those technologies require substantial data as well as reliable, widespread connectivity. This is where mining operations also face challenges. Mines generate a lot of data at the active face, but these new areas often lack infrastructure like cables, vents, or Wi-Fi. As a result, data captured during work is often only processed at the end of a worker's shift.  

“To fast-track to where they want to be, Mining companies need to  
choose partners who already have the required expertise in  
specialized areas like technology and training.” 

Specialized technologies require specialised expertise 

Of course, mining expertise does not equate to expertise in networks, or the technology needed to manage them. The twin challenges of connectivity and expertise have hindered the adoption of automation, artificial intelligence and other data-intensive innovations.  

Bridging the skills gap requires either recruiting highly specialized experts or retraining existing staff to acquire new certifications. Both options demand considerable time and financial investment.  “To fast-track to where they want to be,” says Holloway, “Mining companies need to choose partners who already have the required expertise in specialized areas like technology and training.” 

To resolve the connectivity challenge, MacLean turned to a Private Mobile Network managed by Bell. By taking advantage of the high availability, high penetration of a private cellular network, Maclean’s mining research and testing doesn’t need to wait for the installation of Wi-Fi repeaters (and the cables to power them). Cell sites remain effective at much greater distances, allowing that valuable real-time data to flow unimpeded by the hazards of work at the mine face. Just as important: with Bell managing the network, MacLean doesn’t have to recruit and retain highly-skilled experts from outside their industry. 
  

Mining innovation through collaboration  

But what exactly defines an effective partnership? For Holloway, it's about much more than just products or services. Mining companies should seek true collaboration, working with companies that share their vision for how technology can transform the industry.   

“When you collaborate with like-minded partners, there’s alignment for a common goal. It’s not just about a vendor selling a product to a customer. It’s about working together for a shared purpose.” 

That shared purpose includes a deep understanding of business outcomes such as improving operational efficiency and worker safety. Autonomous or tele-operated vehicles, for example, can improve worker safety by removing them from hazardous areas altogether. Without the need for a human driver, vehicles could be made smaller and more compact – and relocating operators away from the mine face reduces delays from transportation, waiting for ventilation and more.  

“We’re integrating all this new technology, but I’m not sure if the industry has slowed down enough to fully consider the impact on people.” 

The human element can’t be ignored 

These technologies will revolutionize the mining industry. But who’s going to operate them? Who will train the operators? That’s why partnering with educators and trainers is critical. Innovation isn’t just about adopting the latest technology. Being aware of how a new technology will affect the workforce is equally important – but Holloway finds this can be an afterthought for many mining companies.  

Before any innovation comes to market, a question needs to be asked: do workers have the training to operate and maintain this equipment safely? Holloway says there’s a great deal of pressure on original equipment manufacturers to develop comprehensive training material. That’s why MacLean has also partnered with educational institutions to both develop that material and to ensure students are ready to enter the field.  

Holloway argues this approach will help the industry transition to next-generation technologies faster. “If educational institutions don’t ramp up fast enough, we will struggle to meet the demands of a rapidly growing and changing industry,” she says. “Our shared goals may be about automation and efficiency, but people still have to come first.”  

Partnering for a “Triple Zero” future and beyond 

Like the goals of Industry 4.0, a big part of the future of mining is in automation and digitalization. With more data comes better understanding, and real-time data with minimal latency is vital for the automation the industry needs to achieve its “Triple Zero” objectives:  

• Zero harm – eliminating worker injury by automating fixed and mobile equipment  
• Zero emissions – shifting to net-zero carbon emissions and reducing impacts on soil, water and air 
• Zero entry – removing people from the operational frontline entirely through automation 

To achieve these goals, mining companies need to draw upon the resources and expertise of a broad variety of partners – from technology and education leaders to environmental and safety experts and more. “With the right partnerships, the right approaches and the right technologies, the mining industry across Canada and the entire world will be able to innovate and evolve,” says Holloway. “Working together is the best way to truly transform mining operations to improve safety, efficiency and sustainability.”