The Asia Miner

JAN-FEB 2017

The ASIA Miner - Reporting Important Issues to Mining Companies in the Asia Pacific Region

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10 | ASIA Miner | Volume 14 • Issue 1 | 2017 STEINERT's self-cleaning magnets are used throughout South East Asia. respond to our customer's requirements. The cooperation with allmineral has enabled us to expedite this move because it has given us an immediate presence and a good grounding to grow our presence along with our testing capability in WA. What is your role in supporting the company in this region? As managing director my task is to manage STEINERT Australia as an independent company while being part of the STEINERT group. The mandate in this region is to grow the presence of sensor sorting and the high-tech newer products developed by the group. We have had products from the magnetic separation side of the business for a long time and in Australia we use these to create baseline turnover, giving us a strong foundation from which to grow. This enables us to bring other products into the market with rela- tive ease and minimal outlay. Business was really good during the mining boom, especially with baseline products, but now that the industry is back to pre-mining boom levels, the focus has shifted to new products that allow for optimisation. How important is the Asia Pacific for STEINERT? The region is important for STEINERT as a global company but we believe it will be even more important in the long term. We real- ise that in Asia the ore sorting and resource recovery industries where our technology is being utilised are less mature than in other regions, like Australia. Population growth, industrialisation and ur- banisation in Asia will mean that these industries will become more important in the future. At present cost is a major factor for mining companies in Asia when it comes to equipment and services but as these countries mature, more companies will realise that premium products provide greater value for money and drive greater productivity. How has STEINERT survived the downturn and how will it play a role in any revival? The downturn has been tough for everyone. Like many others we grew rapidly through the mining boom but when the downturn came it hit hard and we scaled down operations, which meant reducing staffing levels. However, we have been able to continue supplying a baseline of products that the industry needs. The downturn did not necessarily mean there was a reduction in the production of coal, iron ore and other minerals, but it saw the end of an investment cycle. With some of our traditional products, there has still been a need for upgrades. Some equipment has been in use for 25 years and has reached the end of its life, resulting in the need for replacement. We have also formed synergies with like-minded companies that play on the same field, such as HAZEMAG and allmineral. The effect is that we reduce combined overheads by sharing resources, facilities and people. In the end it brings down overall costs, which also reduces the cost of goods sold to customers. It also allows us to have a larger presence in industries where we have not previously been represented. For example, STEINERT's equipment is predominantly used in the mining industry and in re- source recovery while HAZEMAG crushers are predominantly used in the quarry industry. The cooperation will allow us to provide customers with a more complete range of product as well as faster and more efficient after sales service. How does the mining industry need to change to lessen the impact of future downturns? A lot of people talk about innovation, yet they are afraid of imple-

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