Updated: Nov 8
Over the last 2 years we looked at over 500 exploration companies and hundreds of exploration properties. This work has been done as part of our investment process for our private exploration portfolio and work for our clients, which we helped with acquisitions of new assets or building their own exploration investment portfolios. Below are some of our observations that can help to improve exploration success rates in the industry.
Too much focus on historical mineral occurences vs a solid geological model.
Explorers do not know what is the size of their exploration target.
Lack of geologist on the board in exploration company.
Explorers do not know what is the main geological risk on the project.
Clear business model - unclear exploration strategy.
1. Too much focus on historical mineral occurences vs a solid geological model.
Unfortunately, majority of explorers only focus on properties with known historical metal occurences. These properties do not necessarily have geological set of parameters needed to "make" significant discovery. Majority of these properties have been worked over the years without any success. This trend is also backed by data gathered by Minex consultants, which shows that known mineral occurences are key factor in pegging exploration leases.
Genetic deposit models are very powerful, yet simple tools that ensure that set of geological criteria, needed to generate a significant mineral deposit, exists in the location "X". You can think about it as a "recipe". This set of criteria varies for each deposit style. There has been a lot of effort in the research institutions over the last decade to synthesize and improve these models. Unfortunately, the models have not yet made its way into junior exploration companies. In our opinion this will be an important tool to unlock significant resources of battery metals in the next years vs looking in the places that have been heavily explored and are not particularly prospective.
For instance, for magmatic Ni-Cu-PGE sulphide deposits elements such as a proximity to craton edge, large volumes of mafic rocks, presence of organic rich sediments and large structures are some of the important factors. Below map of Western Australia shows how these key geological parameters can be used to generate prospectivity maps, highlighting known mineralised belts and potential new exploration areas that are yet to be worked by explorers. Big data, machine learning play important role in moving to more quantified and targeted exploration.
If you are interested to learn more about how you can use genetic deposit models as an investor - we teach about it in Geology 101 for Investors course. If you are an exploration company and need help in this area please reach out directly to discuss how we can support you.
2. Explorers do not know what is the size of their exploration target.
Very few mineral explorers state on their website what is their Low-Mid-High exploration target size. This is a common practice for oil explorers, where numbers are often reported as P90-P50-P10. No business investment decision takes place in an oil exploration company without this number. Understanding the size of potential discovery is critical in making investment decisions from acquiring property to drilling, acquisition or divestment. In a nutshell, it forms a backbone of successful portfolio management. From talking directly to explorers, lack of reporting of these numbers in mineral exploration is not related to market disclosures practices, but often exploration teams do not know what size of deposit they are targeting and operate with a "blindfold". There is a potential for knowledge and practices transfer from oil & gas to mineral exploration. Oil & gas exploration has well defined workflows for assessing size and even chance of success (both technical and commercial) of exploration prospect. Below is an example of mineral explorer that reports the size of exploration prospect (target).
3. Lack of geologist on the board in exploration company.
In academia and industry geologists are trained to become technical personnel, focused on details and geology and not necessarily on business aspects of exploration company. Few geologists develop the commercial skills needed to progress into board positions. As a result, boards of many exploration companies are formed of financial, legal, marketing personnel, without injecting needed exploration skills. Efforts should be made both in academia and within exploration companies to inject business skills into the next generation of geologist and expose them to the commercial side of the business. Exploration company key objective is to make a significant mineral discovery and commercialise it either through sale or development. In Equivest, we do not see how this can be achieved without presence of geologist in the key board/management decisions and company strategy.
4. Explorers do not know what is the main geological risk on the project.
Successful exploration entails that all elements needed to form mineral deposit are present at the prospect location. Below example (very simplified) shows important factors for magmatic Ni-Cu-PGE deposit formation. Unfortunately, in the area where our hypothetical project is located there are no organic rich sediments needed to provide sulphur to form Ni-Cu sulphides. It really does not matter that other elements were in place. If one of the elements fails - the prospect fails. From talking to explorers there is little awareness of main geological risk on their projects. In the essence, this is the element where successful explorers should spend their time and money to either progress the project or divest it from their portfolio.
5. Clear business model, but unclear exploration strategy.
There is a heavy focus across exploration companies on promoting the battery metals thesis needed for green transition. Typical business model is in a nutshell to "build battery metals portfolio and unlock significant discovery within it". What is unfortunately missing is a clear exploration strategy explaining how this will be achieved. Very few exploration companies are able to communicate this critical aspects of exploration strategy. Some important pointers are shown below.
1. Why are you exploring in area "X". What is unique about this area geologically to produce the next discovery. 2. What is the deposit model on your projects - what are important geological factors that need to be in place. 3. What techniques are you using and how are they different from explorers that have already been here. 4. Why is your team the winning team of explorers. 5. What is your portfolio management strategy. What are criteria to park exploration project or progress it to drilling. at in various geographic locations.