African Mining News Issue 15

UPCOMING EVENTS

COMPANY PROFILES

WHO'S ON THE COVER?

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OPINION

|| AFRICAN 26 AFRICAN M M II N N II N NG G N N EWS EWS 2

II S SS SU UE E 11 5 5

OPINION

I S S AFRICAN UE 15 AFRICAN NING N MINING M N IEWS I SEWS S U E 1 5| | 26 3

OPINION

OPINION

CONTENTS CONTENTS ISSUE #15 ISSUE ISSUE#15 #15

10 10 FROM THE EDITOR 10 FROM FROMTHE THEEDITOR EDITOR 68 ENERGY ACCESS It’s It’s about people It’sabout aboutpeople people A roadmap to prosperity

12 12 RISING GEOPOLITICAL RISK 12 RISING RISINGGEOPOLITICAL GEOPOLITICALRISK RISK 72 OUT OF AFRICA Geopolitical tension, resource Geopolitical tension, resource Geopolitical tension, resource

What’s news from around Africa? ˡ˔˧˜ˢˡ˔˟˜˦ˠʟ ˔ˡ˗ ˟ˢ˖˔˟ ˕˘ˡ˘Ѓ˖˜˔˧˜ˢˡ are are reshaping Africa’s mining sector arereshaping reshapingAfrica’s Africa’smining miningsector sector

82 TRANSFORMATION sustainable mining 14 TRUMP IS IN 14 TRUMP IS BACK IN 14 Building TRUMP ISBACK BACK IN legacies inTHE South Africa THE WHITE HOUSE THEWHITE WHITEHOUSE HOUSE How How aanew new Trump administration Howa newTrump Trumpadministration administration

88 CRITICAL MINERALS could could shape US-Africa energy couldshape shapeUS-Africa US-Africaenergy energy

How might Trump’s second term relations relations relations this affect Africa’s critical minerals?

18 18 FEATURE: MATSAPA 18 FEATURE: FEATURE:MATSAPA MATSAPA 90 ESG Pinagare Pinagare Mogodi, leader of the PinagareMogodi, Mogodi,leader leaderof ofthe the Embracing ESG Matsapa-A-Botshelo Matsapa-A-Botshelo Group Matsapa-A-BotsheloGroup Group

96 24 FEATURE: 24 FEATURE: ORION MINERALS 24DECARBONISATION FEATURE:ORION ORIONMINERALS MINERALS GOALS IN 2025 Errol Errol Smart… making smart choices ErrolSmart…

Smart…making makingsmart smartchoices choices Mining needs to recommit to

28 28 FEATURE: SWIMP 28 FEATURE: FEATURE:SWIMP SWIMP

Pauline Pauline Pitso, founder of SWIMP PaulinePitso, Pitso,founder founderof ofSWIMP SWIMP

98 TECHNOLOGY expected to drive 32 FEATURE: BLUEGREY BLUGREY 32 FEATURE: BLUEGREY 32Technology FEATURE: BLUEGREY

South African mining evolution Pearl Occupational Blugrey Pearl Nkosi, Bluegrey Occupational PearlNkosi, Nkosi,Bluegrey Bluegrey Occupational Hygience Hygience Consultants HygienceConsultants Consultants

102 GENDER-BASED VIOLENCE industryTSHEPA can play aBASADI key 36 FEATURE: 36 FEATURE: TSHEPA BASADI 36Mining FEATURE: TSHEPA BASADI role in addressing the scourge Mbali Mbali Milanzi and Thabile Nkomo, MbaliMilanzi Milanziand andThabile ThabileNkomo, Nkomo, ofco-founders gender-based violence co-founders of Tshepa Basadi co-foundersof ofTshepa TshepaBasadi Basadi

106 42 SOUTH 42 SOUTH AFRICAN MINING 42INSURANCE SOUTHAFRICAN AFRICANMINING MINING Machinery breakdown: ENGINEERS RACE ENGINEERS RACE TO CLOSE ENGINEERS RACETO TOCLOSE CLOSE mitigation and preparation THE GAP THE INNOVATION GAP THEINNOVATION INNOVATION GAP South South African continues to lag in the SouthAfrican Africancontinues continuesto tolag lagin inthe the

110 EDUCATION 2024 2024 Global Innovation Index 2024Global GlobalInnovation InnovationIndex Index Shaping Africa’s mining future

46 46 DRILL, BABY, DRILL! 46 DRILL, DRILL,BABY, BABY,DRILL! DRILL! 113 SKILLS Trump Trump withdraws from the Trumpwithdraws withdrawsfrom fromthe the

Mining skills shortages could hamper Paris Paris Agreement ParisAgreement Agreement growth and competitiveness

50 50 HERE’S DONNIE!!!

50 HERE’S HERE’SDONNIE!!!

DONNIE!!!

118 THE LEAP TO LEVEL 9 to What What Donald Trump’s return the WhatDonald DonaldTrump’s Trump’sreturn returnto tothe the

Maximum productivity and safety White White House means for South African WhiteHouse Housemeans meansfor forSouth SouthAfrican African with Wabtec CAS business business travellers businesstravellers travellers

122 54 SOCIAL 54 SOCIAL DEVELOPMENT 54ENGINEERING SOCIALDEVELOPMENT DEVELOPMENT

Quality as standard Fostering Fostering sustainable development Fosteringsustainable sustainabledevelopment development in in South Africa’s mining communities inSouth SouthAfrica’s Africa’smining miningcommunities communities

124 DOZER SAFETY 58 58 WATER 58 WATER WATER

Nusantara From From water scarce to water stressed Fromwater waterscarce scarceto towater waterstressed stressed

128 & ILLEGAL MINING 62 INFRASTRUCTURE 62 INFRASTRUCTURE 62ARTISINAL INFRASTRUCTURE AImproving question of interpretation Improving mining infrastructure Improvingmining mininginfrastructure infrastructure for economic for economic growth for economicgrowth growth

AFRICAN IIN IIN AFRICAN M GG N EWS SSS SSU U EE AFRICAN IN IN NG NEWS EWS I SIIS IS 155 MM IM N IN N G NN EWS U EUE 1 5115 8666 | |||AFRICAN

Pinagare Mogodi. ˇ˛˘ ˡ˔ˠ˘ ˛ˢ˟˗˦ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˇ˛˘ ˡ˔ˠ˘ ˛ˢ˟˗˦ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ meaning, meaning, representing representing the the ethos ethos of the company.

“Matsapa-Aof the company. “Matsapa-ABotshelo” Botshelo” translates translates to to “efforts “efforts in in life life to to make make things things happen”, happen”, and and encapsulates encapsulates the the determination determination and and resilience resilience that that drives drives the the business business forward, forward, no no matter matter the the challenges. challenges.

From From Humble Humble Beginnings Beginnings “MAB “MAB Group Group was was born born out out of of necessity necessity during during my my second second ˬ˘˔˥ ˔˧ ˩˔˥˦˜˧ˬ ˪˛˘ˡ Ѓˡ˔ˡ˖˜˔˟ ˬ˘˔˥ ˔˧ ˩˔˥˦˜˧ˬ ˪˛˘ˡ Ѓˡ˔ˡ˖˜˔˟ constraints constraints threatened threatened to to derail derail my my education. education. Unable Unable to to rely rely on on external external support, support, II turned turned to to what what II loved: loved: construction, construction, mining mining and and trucking—industries trucking—industries that that were were already already familiar familiar to to me me through through my my family family ventures,” ventures,” relates relates Mogodi.

Mogodi.

opportunity to learn, innovate and and adapt. adapt. By By embracing embracing these challenges these challenges head head on, on, we we strengthen our capabilities strengthen our capabilities and and position position ourselves ourselves for for long-term long-term success. success. Whether Whether it’s it’s navigating navigating changes changes in in regulations, regulations, addressing addressing infrastructure infrastructure constraints constraints or or managing managing market market Є˨˖˧˨˔˧˜ˢˡ˦ʟ ˪˘ ˔˥˘ ˖ˢˠˠ˜˧˧˘˗ Є˨˖˧˨˔˧˜ˢˡ˦ʟ ˪˘ ˔˥˘ ˖ˢˠˠ˜˧˧˘˗ ˧ˢ Ѓˡ˗˜ˡ˚ ˖˥˘˔˧˜˩˘ ˦ˢ˟˨˧˜ˢˡ˦ ˔ˡ˗ ˧ˢ Ѓˡ˗˜ˡ˚ ˖˥˘˔˧˜˩˘ ˦ˢ˟˨˧˜ˢˡ˦ ˔ˡ˗ mitigating mitigating any any potential potential impacts impacts in in our our operations.” operations.”

˪˜˧˛ ˠ˔˥˞˘˧ Є˨˖ or or disruptions disruptions in in sector. sector. By By engag engag product product lines, lines, th th can can leverage leverage its its infrastructure infrastructure an an optimise optimise produc produc ˢˣ˘˥˔˧˜ˢˡ˔˟ ˘˙Ѓ˖ ˢˣ˘˥˔˧˜ˢˡ˔˟ ˘˙Ѓ˖

Mogodi Mogodi says says MA MA has has distinguishe distinguishe competitors competitors thro thro key key areas: areas:

He •• Advanced He adds adds that that MAB MAB Group Group thrives thrives Advanced tec tec on company on the the excitement excitement of of tracking tracking company leve leve challenges edge challenges and and pushing pushing the the edge technolo technol boundaries innovative boundaries of of what what is is possible. possible. innovative sol so Its ˔˥˧˜Ѓ˖˜˔˟ ˜ˡ˧˘˟˟ Its resilience, resilience, adaptability adaptability and and ˔˥˧˜Ѓ˖˜˔˟ ˜ˡ˧˘˟˟ commitment learning commitment to to excellence excellence learning and and d ensures enhance ensures the the company company remains remains enhance serv serv ZH DUH \RXU H[SHUW LQ SURYLGLQJ ZH DUH \RXU H[SHUW LQ SURYLGLQJ well-equipped to ˢˣ˘˥˔˧˜ˢˡ˔˟ ˘ well-equipped to navigate navigate any any ˢˣ˘˥˔˧˜ˢˡ˔˟ ˘ uncertainties may uncertainties that that may arise. arise.

WKH ULJKW VROXWLRQV IRU \RXU DOO WKH ULJKW VROXWLRQV IRU \RXU DOO •• Expertise Expertise – – ItIt \RXU 0LQLQJ (QJLQHHULQJ QHHGV \RXU 0LQLQJ (QJLQHHULQJ QHHGV of of highly highly skille skille with “Driven A with extensive extensive “Driven by by the the desire desire to to create create A diversified diversified approach approach ˧˛˘˜˥ ˥˘˦ˣ˘˖˧˜˩ a ˀʴʵϠ˦ ˗˜˩˘˥˦˜Ѓ˘˗ ˠ˨˟˧˜ʠˣ˥ˢ˗˨˖˧ ˧˛˘˜˥ ˥˘˦ˣ˘˖˧˜ a better better future future for for myself myself and and ˀʴʵϠ˦ ˗˜˩˘˥˦˜Ѓ˘˗ ˠ˨˟˧˜ʠˣ˥ˢ˗˨˖˧ expertise those production expertise allow allo those around around me, me, II immersed immersed production approach—its approach—its ability ability tackle myself to tackle comple comple myself in in this this world. world. Every Every to produce produce multiple multiple commodities commodities and achievement within and provide provide h h achievement reached reached was was within the the mining mining sector—plays sector—plays reliable fuelled a reliable solutio soluti fuelled by by the the determination determination a pivotal pivotal role role in in keeping keeping the the to company to build build my my legacy. legacy. II wanted wanted company innovative innovative and and ahead ahead •• Problem-solv to of Problem-solv to help help my my mother mother overcome overcome of the the curve. curve. “By “By diversifying diversifying – her struggles and extend that our operations across multiple – MAB MAB Group's Group' her struggles and extend that our operations across multiple problem-solv support to others in need. sectors such as construction, problem-solv support to others in need. sectors such as construction, 0LQH 'HVNWRS 6WXGLHV and MAB the mining 0LQH 'HVNWRS 6WXGLHV and client-ce client-ce MAB embodies embodies the spirit spirit of of mining and and trucking, trucking, as as well well as as on empowerment and upliftment.” expanding into new ventures like on understan understan empowerment and upliftment.” expanding into new ventures like 0LQH 3UH )HDVLELOLW\ 6WXGLHV 0LQH 3UH )HDVLELOLW\ 6WXGLHV needs exporting coal and iron ore, we needs and and ch ch 0LQH )HDVLELOLW\ 6WXGLHV 0LQH )HDVLELOLW\ 6WXGLHV exporting coal and iron ore, we client, MAB can client, develop develo MAB Group's Group's journey journey from from can mitigate mitigate risks risks and and capitalise capitalise 6KRUW 7HUP 3ODQQLQJ 6KRUW 7HUP 3ODQQLQJ solutions humble to on solutions that that humble beginnings beginnings to a a on opportunities opportunities in in various various 'HWDLOHG /LIH 2I 0LQH 'HVLJQ 6FKHGXOLQJ 'HVZLN 6WXGLR G 0LQH G effective thriving has markets,” explains 'HWDLOHG /LIH 2I 0LQH 'HVLJQ 6FKHGXOLQJ 'HVZLN 6WXGLR G 0LQH G effective and and thriving enterprise enterprise has been been a a markets,” explains Mogodi.

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CONTENTS ISSUE #15

68 ENERGY ACCESS

A roadmap to prosperity

72 OUT OF AFRICA

What’s news from around Africa?

82 TRANSFORMATION

Building sustainable mining legacies in South Africa

88 CRITICAL MINERALS

How might Trump’s second term this affect Africa’s critical minerals?

90 ESG

Embracing ESG

96 DECARBONISATION GOALS IN 2025

Mining needs to recommit to ˜ˡ˧˘ˡ˦˜Ѓ˘˗ ˗˘˖˔˥˕ˢˡ˜˦˔˧˜ˢˡ

98 TECHNOLOGY

Technology expected to drive South African mining evolution

102 GENDER-BASED VIOLENCE Mining industry can play a key role in addressing the scourge of gender-based violence

106 INSURANCE

Machinery breakdown: mitigation and preparation

110 EDUCATION

Shaping Africa’s mining future

113 SKILLS

Mining skills shortages could hamper growth and competitiveness

118 THE LEAP TO LEVEL 9

Maximum productivity and safety with Wabtec CAS

122 ENGINEERING

Quality as standard

124 DOZER SAFETY

Ѓ˥˦˧ ˙ˢ˥ ˃ˇ ˃˔ˠ˔ˣ˘˥˦˔˗˔ ʴ Nusantara

128 ARTISINAL & ILLEGAL MINING A question of interpretation

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| AFRICAN M I N I N G N EWS

ISSUE 15

EDITORIAL

IT’S ABOUT PEOPLE

M

ining Indaba 2025 is all about the people.

In preparing this issue, our team from African Mining News has spoken to literally hundreds of people working in ˧˛˘ ˠ˜ˡ˜ˡ˚ ˦˘˖˧ˢ˥ʡ ˇ˛˘ ˠ˔˝ˢ˥˜˧ˬ ˔˥˘ ˙˨˟˟ ˢ˙ ˖ˢˡЃ˗˘ˡ˖˘ and excitement about the future of our continent and its future. Personally, I’m excited about the Indaba as it will be an incredible opportunity to meet and chat to the vast range of people working across such a wide spectrum of roles, services and products.

While its true that AI is to many people today what Jaws was to movie-goers back in the 1970s (ie a reason to stay out of the water!), and even though AI and ever-more advanced machine technology is destined to make people fearful of their place in the ‘mining waters’… it is even more true that mining is all about people. People and their decisions and actions, their strategies and their relationships with other people. ʼ˧ ˜˦ ˙ˢ˥ ˧˛˜˦ ˥˘˔˦ˢˡ ˧˛˔˧ ˖ˢˡЃ˗˘ˡ˖˘ ˜ˡ ʴ˙˥˜˖˔ ˜˦ ˦ˢ ˩˔˟˨˔˕˟˘ ˔ˡ˗ ˧˛˘ ʼˡ˗˔˕˔ ˣ˥˘˦˘ˡ˧˦ ˔ ˠ˔˚ˡ˜Ѓ˖˘ˡ˧ opportunity to showcase the continent’s potential to unearth its incredible raw materials. Even more important is the opportunity to develop and strengthen our relationships with the big (and small) players from around the world of global mining, which is made up of such an astonishing mix of suppliers, stakeholders, producers, technicians, engineers and masters of business strategy.

On the subject of strategy and business masterminds, this does bring us to the intriguing prospect of Donald Trump’s second term in the White House… and the role of a certain, not-unknown South ʴ˙˥˜˖˔ˡ ˔ˡ˗ ˔ ˡ˘˪ ʛ˔ˡ˗ ˨ˡˢ˙Ѓ˖˜˔˟ʜ ʷ˘ˣ˔˥˧ˠ˘ˡ˧ ˢ˙ ʺˢ˩˘˥ˡˠ˘ˡ˧ ʸ˙Ѓ˖˜˘ˡ˖ˬ ʛ˔˞˔ ʷ˂ʺʸʜʡ Much has been made of the promises of internet wonderkids Elon Musk and Vivek Ramaswamy to help SAVE, SAVE, SAVE the US tax dollars from being wasted.

Clearly this was an electioneering tactic designed at rousing the Republican base to get out and vote for “47”. However, as reality sets in that such cuts will have to either come at the expense of cuts to social security or veteran support, promises of DOGE’s incredible cutting ability is being seriously, um, cut back.

What it does highlight for me is a poor use of resources. Elon and Vivek and widely acknowledged as being two of the great business and innovation minds of our generation. Why, then, would you waste their incredible brain power on cutting costs? That’s something a talented accountant would surely be better tasked to do. Elon and Vivek’s talents could arguably be better employed MAKING MONEY and creating revenue-GENERATING products and services.

How is this relevant to Mining Indaba? While saving money and being frugal is vital for any business (or family), what makes a winner is CREATING MONEY or OPPORTUNITIES. In terms of African mining, that should mean a greater focus on BENEFICIATION over the coming years. Let’s hope that’s the case as we look to Make Africa Great Again! – Simon Lewis.

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ISSUE 15 1ST QUARTER 2025

PUBLISHER: Donovan Abrahams

RAISING THE STANDARD

EDITOR: Simon Lewis

Pauline Pitso demands the very best from her teams at SWIMP

CHIEF SUB-EDITOR: Tania Griffin DESIGN: Erin Esau

MINING’S OWN EDITORIAL SOURCES: Bert Lopes, Mbali Nkosi, Lumka ‘BOMBTshiki, SQUAD’ Women-owned Nomsa, Mbere, Rita Spalding, Wale Shonibare, Pooja Dela, Tshepa Basadi hold no fear of Giada Masina, Paula-Ann Novotny, Bester Els, Rivashni Naidoo, the unknown Robert Appelbaum, Dalit Anstey, Paul van Zijl, Gerhard Bolt, Kate Collier, Matlhatsi Ntlhoro, Bryan Nyamayedenga, Gert J. Roselt and Wouter Koen MATSAPA: MAKING IMAGES: Adobe Stock, Unsplash, Freepik, Pexels THINGS HAPPEN PROJECT MANAGER: Viwe Ncapai

“We view challenges as opportunities for growth and innovation” - Pinagare Mogodi, MD, Matsapa-ABotshelo Group

ADVERTISING EXECUTIVES: Viwe Ncapai, Andre Evans, Ugo Iwunze, Lunga Ziwele,

Making Smartchoices ONLINE CO-ORDINATORS: Majdah Rogers, Tania Griffin, Tharwuah Slemang

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IT & SOCIAL MEDIA: Tharwuah Slemang

ACCOUNTS: Benita Abrahams, Bianca Alfos

Orion Minerals: making the right moves to attract international investors

HUMAN RESOURCES MANAGER: Colin Samuels CLIENT LIAISON: Majdah Rogers PRINTER: Novus Print

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DISCLAIMER: © 2024 African Mining News magazine is published by Aveng Media (Pty) Ltd. The Publisher and Editor are not responsible for any unsolicited material. All information correct at time of print.

OPINION

RISING GEOPOLITICAL RISK AND ITS IMPACT ON MINING INVESTMENT IN AFRICA Ϣʺ˘ˢˣˢ˟˜˧˜˖˔˟ ˧˘ˡ˦˜ˢˡʟ ˥˘˦ˢ˨˥˖˘ ˡ˔˧˜ˢˡ˔˟˜˦ˠʟ ˔ˡ˗ ˟ˢ˖˔˟ ˕˘ˡ˘Ѓ˖˜˔˧˜ˢˡ ˔˥˘ ˥˘˦˛˔ˣ˜ˡ˚ ʴ˙˥˜˖˔Ϡ˦ ˠ˜ˡ˜ˡ˚ ˦˘˖˧ˢ˥ʟ ˣ˥˘˦˘ˡ˧˜ˡ˚ both challenges and opportunities,” writes Rivashni Naidoo, Principal of Mining and Resources at Nedbank Corporate and Investment Banking.

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hile mining in Africa has always been characterised by complexity, the current landscape brings unprecedented challenges for a sector that has been shaped by varied realities. Resource ˡ˔˧˜ˢˡ˔˟˜˦ˠ ˜˦ ˥˘˗˘Ѓˡ˜ˡ˚ ˧˛˘ ˗ˬˡ˔ˠ˜˖˦ in some countries as governments assert greater control over mineral wealth.

This trend is part of a broader shift in how host countries engage with multinational corporations, expecting these relationships to contribute to the local economy through equitable agreements and sustained investment.

The immovable nature of mineral deposits underscores the critical role of strong relationships with governments and communities. Unlike other industries, mining companies cannot easily relocate when political or economic conditions shift. The Ѓ˫˘˗ ˡ˔˧˨˥˘ ˢ˙ ˥˘˦ˢ˨˥˖˘˦ ˧˜˘˦ ˖ˢˠˣ˔ˡ˜˘˦ ˧ˢ ˧˛˘ land, requiring a more collaborative approach to development.

Partnerships that align corporate objectives with the interests of local stakeholders are proving essential for both stability and long-term viability.

In resource-rich countries, the intersection of mineral wealth and political volatility presents both opportunities and risks.

Governments in these nations are developing regulatory frameworks that reflect the growing demand for transparency and equitable sharing of ˕˘ˡ˘Ѓ˧˦ʡ ˀ˜ˡ˜ˡ˚ ˖ˢˠˣ˔ˡ˜˘˦ ˧˛˔˧ ˔˖˧˜˩˘˟ˬ ˣ˔˥˧˜˖˜ˣ˔˧˘ ˜ˡ these discussions, offering expertise and committing to inclusive practices, are better positioned to operate ˦˨˦˧˔˜ˡ˔˕˟ˬ ˔ˡ˗ ˣ˥ˢЃ˧˔˕˟ˬʡ Geopolitical pressures, shifting alliances, and trade ˣˢ˟˜˖˜˘˦ ˔˥˘ ˜ˡЄ˨˘ˡ˖˜ˡ˚ ˧˛˘ ˗˜˥˘˖˧˜ˢˡ ˢ˙ ˖ˢˠˠˢ˗˜˧ˬ markets and demand strategic adaptability.

Companies that diversify their customer base and supply chains are better equipped to mitigate disruptions caused by market volatility or political shifts. Securing long-term offtake agreements with a range of buyers can act as a buffer against external shocks.

Meanwhile, security concerns remain a persistent challenge, particularly in regions such as the Sahel region. Despite their vast mineral potential, ˜ˡ˦˧˔˕˜˟˜˧ˬ ˔ˡ˗ ˖ˢˡЄ˜˖˧ ˜ˡ ˧˛˘˦˘ ˔˥˘˔˦ ˢ˙˧˘ˡ ˗˘˧˘˥ 12

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investment. Focusing on community engagement has gained prominence as a means to navigate these complexities.

Local development initiatives are more than corporate gestures, they are mechanisms for promoting trust, reducing operational risks, and improving safety.

Security strategies are evolving to meet these challenges.

Companies are increasingly exploring partnerships with local authorities, leveraging private ˦˘˖˨˥˜˧ˬ Ѓ˥ˠ˦ʟ ˔ˡ˗ ˔˗ˢˣ˧˜ˡ˚ ˔˗˩˔ˡ˖˘˗ ˦˨˥˩˘˜˟˟˔ˡ˖˘ technologies. Diversifying supply chains further contributes to resilience, while insurance mechanisms ˛˘˟ˣ ˠ˜˧˜˚˔˧˘ Ѓˡ˔ˡ˖˜˔˟ ˘˫ˣˢ˦˨˥˘˦ ˜ˡ ˛˜˚˛ʠ˥˜˦˞ ˔˥˘˔˦ʡ This multipronged approach ensures that mining operations are better prepared to withstand external shocks.

Economic pressures also weigh heavily on the ˦˘˖˧ˢ˥ʡ ˅˜˦˜ˡ˚ ˜ˡЄ˔˧˜ˢˡʟ ˧˜˚˛˧˘ˡ˜ˡ˚ ˠˢˡ˘˧˔˥ˬ ˣˢ˟˜˖˜˘˦ʟ and geopolitical risks are shaping a more cautious ˜ˡ˩˘˦˧ˠ˘ˡ˧ ˖˟˜ˠ˔˧˘ʡ ʼˡˡˢ˩˔˧˜˩˘ Ѓˡ˔ˡ˖˜ˡ˚ ˦ˢ˟˨˧˜ˢˡ˦ʟ such as sustainability-linked loans, are emerging as effective tools for navigating this landscape.

These instruments align with global sustainability ˚ˢ˔˟˦ ˪˛˜˟˘ ˢ˙˙˘˥˜ˡ˚ ˧˛˘ Є˘˫˜˕˜˟˜˧ˬ ˡ˘˘˗˘˗ ˧ˢ ˔˗˗˥˘˦˦ Ѓˡ˔ˡ˖˜˔˟ ˨ˡ˖˘˥˧˔˜ˡ˧ˬʡ Governments across the continent are reinforcing the expectation that mining companies contribute directly to local economies. Job creation, infrastructure development, and social investment are no longer optional but central to the social licence to operate.

Balancing these demands with operational viability requires a nuanced approach to development agreements. Structuring partnerships that are both fair and sustainable allows all parties to share in the value generated by resource extraction.

As Mining Indaba 2025 approaches, the focus will remain on managing risks while exploring opportunities. The discussions will likely centre on how companies can work better with governments and communities, navigate volatile regulatory landscapes, and address security and geopolitical challenges.

Those who succeed in building collaborative frameworks and embedding sustainability into their strategies will be best positioned to thrive. Q

F O R E WA R N E D

HOW A NEW TRUMP

ADMINISTRATION COULD SHAPE US-AFRICA ENERGY RELATIONS With the inauguration of U.S. President Donald Trump on January 20, the future of American ˜ˡ˩ˢ˟˩˘ˠ˘ˡ˧ ˜ˡ ʴ˙˥˜˖˔ʚ˦ ˘ˡ˘˥˚ˬ ˦˘˖˧ˢ˥ ˜˦ ˦˘˧ ˙ˢ˥ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˦˛˜˙˧ʡ

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resident Trump’s approach to energy has consistently focused on strengthening American interests, particularly by prioritizing domestic energy production. However, as he aims to reinforce America’s global position, especially in energy-rich regions like Africa, his policies are expected to create new opportunities for U.S. investors in the continent’s oil, gas and energy industries.

A renewed focus on Africa comes at a pivotal time, coinciding with the upcoming Invest in African Energy 2025 Forum in Paris. The forum will showcase leading opportunities for global investors, ˜ˡ˖˟˨˗˜ˡ˚ ˈʡˆʡ Ѓ˥ˠ˦ʟ ˧ˢ ˣ˔˥˧˜˖˜ˣ˔˧˘ and form new partnerships in Africa’s energy sector. With the Trump administration expected to push for greater support of U.S. energy companies in Africa, the forum plays a critical role in connecting the U.S. investment community to emerging opportunities across the continent and highlighting the potential for increased collaboration between American investors and African nations.

Lessons Learned from the First Term

ˈˡ˗˘˥ ˇ˥˨ˠˣϠ˦ Ѓ˥˦˧ ˔˗ˠ˜ˡ˜˦˧˥˔˧˜ˢˡʟ U.S. involvement in Africa’s energy sector was shaped by a focus on revitalizing domestic production and reducing dependency on foreign oil.

However, the administration also sought to strengthen trade relations, with initiatives like Prosper Africa aimed at boosting bilateral trade and investment ties. In the oil and

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gas sector, American companies like ExxonMobil and Chevron, already well-established in African markets, achieved several major milestones from 2017 to 2020.

ExxonMobil launched its $30 billion Rovuma LNG development in Mozambique; Chevron expanded its operations in Angola’s deepwater Block 0; Kosmos Energy made significant discoveries offshore Senegal and Mauritania, paving the way for the Greater Tortue Ahmeyim LNG project; and Marathon Oil continued to expand its operations in Equatorial Guinea through the multi-phase Gas Mega Hub.

As President Trump returns to office, the focus will likely shift towards encouraging U.S. companies to expand their operations in Africa, particularly in the oil and gas sectors.

A key question will be whether the Trump administration will provide greater support for American energy companies through financing mechanisms like EXIM Bank, not only for renewable energy projects, but also traditional ventures like natural gas. This support could provide a much-needed boost to U.S. energy Ѓ˥ˠ˦ ˦˘˘˞˜ˡ˚ Ѓˡ˔ˡ˖˜ˡ˚ ˜ˡ ˔ ˥˘˚˜ˢˡ rich with some of the world’s largest untapped fossil fuel reserves.

F O R E WA R N E D

Shaping Global Perception of African Fossil Fuels

While global scrutiny over fossil fuels continues ˧ˢ ˜ˡ˧˘ˡ˦˜˙ˬʟ ˃˥˘˦˜˗˘ˡ˧ ˇ˥˨ˠˣϠ˦ ˜ˡЄ˨˘ˡ˖˘ ˖ˢ˨˟˗ ˣ˟˔ˬ a key role in countering the negative portrayal of African fossil fuels in international circles. Under his leadership, the U.S. may adopt a more pragmatic approach to African energy, advocating for policies that encourage American companies to engage in the continent’s oil and gas markets. This could foster ˔ ˠˢ˥˘ ˠ˨˧˨˔˟˟ˬ ˕˘ˡ˘Ѓ˖˜˔˟ ˥˘˟˔˧˜ˢˡ˦˛˜ˣ ˕˘˧˪˘˘ˡ the U.S. and Africa, opening strategic opportunities for American companies while reinforcing their ˜ˡЄ˨˘ˡ˖˘ ˜ˡ ˔ ˩˜˧˔˟ ˥˘˚˜ˢˡʡ The Trump administration could also challenge ˧˛˘ ˕˔ˡ˞˜ˡ˚ ˕ˢˬ˖ˢ˧˧ ˧˛˔˧ ˥˘˦˧˥˜˖˧˦ Ѓˡ˔ˡ˖˜ˡ˚ ˙ˢ˥ ˙ˢ˦˦˜˟ fuel projects, particularly in developing regions like Africa. Such a stance would likely be welcomed by

African nations, where oil and natural gas remain central to economic development and energy security.

Beyond government-backed financing, there are indications that President Trump will pursue policies that incentivize private U.S. sector participation in Africa’s energy markets. By providing a more favorable regulatory environment, Trump’s administration could ease the path for American investors looking to capitalize on the continent’s growing energy demands.

With Africa expected to be a key player in the global energy transition over the coming decades, U.S. companies may be encouraged to participate in both new exploration and production, as well as projects focused on sustainable energy, such as natural gas, which is seen as a bridging fuel toward greener alternatives. Q

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MAKE THINGS

HAPPEN

Under Under the the leadership leadership of of Pinagare Pinagare Mogodi, Mogodi, Matsapa-A-Botshelo Matsapa-A-Botshelo Group is creating opportunities and making Group is creating opportunities and making aa positive positive impact in the coal mining industry impact in the coal mining industry

“Matsapa-A-Botshelo” translates to “efforts in life to make things happen”, and encapsulates the determination and resilience that drives the business forward.

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M

atsapa-A-Botshelo (MAB) Group is a dynamic company with a multifaceted approach to business, specialising in construction, mining, extraction and trucking services in the coal sector. What sets it apart is its unwavering commitment to creating opportunities and making a positive impact—not only on the business itself but on everyone deserving of the chance, says founder and managing director, Pinagare Mogodi.

The name holds significant meaning, representing the ethos of the company. “Matsapa-ABotshelo” translates to “efforts in life to make things happen”, and encapsulates the determination and resilience that drives the business forward, no matter the challenges.

From Humble Beginnings

“MAB Group was born out of necessity during my second year at ˩˔˥˦˜˧ˬ ˪˛˘ˡ Ѓˡ˔ˡ˖˜˔˟ ˖ˢˡ˦˧˥˔˜ˡ˧˦ threatened to derail my education.

Unable to rely on external support, I turned to what I loved: construction, mining and trucking—industries that were already familiar to me through my family ventures,” relates Mogodi.

“Driven by the desire to create a better future for myself and those around me, I immersed myself in this world. Every achievement reached was fuelled by the determination to build my legacy. I wanted to help my mother overcome her struggles and extend that support to others in need. MAB embodies the spirit of empowerment and upliftment.”

MAB Group’s journey from humble beginnings to a thriving enterprise has been a testament to its relentless hustle and dedication to its mission. What started as a personal endeavour has evolved into a driven organisation, propelled by a team of professionals with over 60 years of combined experience.

The company’s track record speaks for itself, with a proven success rate across all divisions and a reputation

for excellence in everything it does.

“We view challenges as opportunities for growth and innovation,” says Mogodi.

“The prospect of overcoming obstacles and continuously improving our operations is what keeps MAB ahead of the curve. Every challenge presents an opportunity to learn, innovate and adapt. By embracing these challenges head on, we strengthen our capabilities and position ourselves for long-term success. Whether it’s navigating changes in regulations, addressing infrastructure constraints or ˠ˔ˡ˔˚˜ˡ˚ ˠ˔˥˞˘˧ Є˨˖˧˨˔˧˜ˢˡ˦ʟ ˪˘ ˔˥˘ ˖ˢˠˠ˜˧˧˘˗ ˧ˢ Ѓˡ˗˜ˡ˚ ˖˥˘˔˧˜˩˘ solutions and mitigating any potential impacts in our operations.”

He adds that MAB Group thrives on the excitement of tracking challenges and pushing the boundaries of what is possible. Its resilience, adaptability and commitment to excellence ensures the company remains well-equipped to navigate any uncertainties that may arise.

ʴ ˗˜˩˘˥˦˜Ѓ˘˗ ˔ˣˣ˥ˢ˔˖˛

˔ˡ˗ ˦˨ˣˣ˟ˬ ˖ˢˡ˦˧˜˧˨˧˘ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ portion of our business activities, making it a cornerstone of our operations.”

This diversified approach to mining enables MAB Group to capitalise on opportunities across different commodities, diversify its revenue streams as well as mitigate risks associated with market fluctuations or disruptions in any single sector. By engaging in multiple product lines, the company can leverage its expertise, infrastructure and resources to optimise production ˔ˡ˗ ˢ˩˘˥˔˟˟ ˢˣ˘˥˔˧˜ˢˡ˔˟ ˘˙Ѓ˖˜˘ˡ˖ˬʡ Mogodi says MAB Group has distinguished itself from competitors through several key areas: •

•

ˀʴʵϠ˦ ˗˜˩˘˥˦˜Ѓ˘˗ ˠ˨˟˧˜ʠˣ˥ˢ˗˨˖˧ production approach—its ability to produce multiple commodities within the mining sector—plays a pivotal role in keeping the company innovative and ahead of the curve.

•

“By diversifying our operations across multiple sectors such as construction, mining and trucking, as well as expanding into new ventures like exporting coal and iron ore, we can mitigate risks and capitalise on opportunities in various markets,” explains Mogodi.

•

“We are engaged in extraction and production of coal, iron ore, manganese and chrome. We have operations across various mining sectors, allowing us to extract, process and supply a diverse range of minerals. However, our primary focus and major product within our portfolio is coal. Coal extraction

•

Advanced technology – The company leverages cuttingedge technology to deliver innovative solutions using ˔˥˧˜Ѓ˖˜˔˟ ˜ˡ˧˘˟˟˜˚˘ˡ˖˘ʟ ˠ˔˖˛˜ˡ˘ learning and data analytics to enhance service delivery and ˢˣ˘˥˔˧˜ˢˡ˔˟ ˘˙Ѓ˖˜˘ˡ˖ˬʡ Expertise – It boasts a team of highly skilled professionals with extensive experience in their ˥˘˦ˣ˘˖˧˜˩˘ Ѓ˘˟˗˦ʡ ˇ˛˜˦ ˘˫ˣ˘˥˧˜˦˘ allows them to tackle complex challenges and provide highquality, reliable solutions.

Problem-solving approach – MAB Group’s approach to problem-solving is proactive and client-centric. It focuses on understanding the unique needs and challenges of each client, developing customised solutions that are both effective and sustainable.

Innovation – The company is committed to continuous improvement and innovation.

It invests in research and development to stay ahead of industry trends and to ensure it is always offering the best possible solutions to clients.

Sustainability – MAB Group prioritises sustainable practices in all its operations, aiming

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Driving economic growth

various forms of assistance and incentives to businesses, particularly in sectors crucial to MAB Group’s operations; however, there is always room for improvement, he says.

He acknowledges the government’s role in providing

One such improvement is in providing more accessible funding opportunities for small, medium & micro enterprises (SMMEs) and black-owned companies. Access to capital is vital for business growth and sustainability of these businesses, and increased support in this regard would undoubtedly contribute to their success.

Additionally, timely payments for SMMEs and BEE companies for services rendered is crucial for their financial stability and long-term viability. Reducing bureaucratic processes and streamlining payment

to minimise its environmental impact and promote social responsibility.

For a business in the private sector, MAB Group is an advocate for public-private partnerships (PPPs) to aid the South African government in achieving its goals, particularly in infrastructure.

Says Mogodi, “As a business leader, I believe in maintaining a constructive approach to our interactions with the government.

It’s important to recognise the efforts of the government in supporting businesses and driving economic growth.”

˦ˬ˦˧˘ˠ˦ ˖ˢ˨˟˗ ˦˜˚ˡ˜Ѓ˖˔ˡ˧˟ˬ ˔˟˟˘˩˜˔˧˘ Ѓˡ˔ˡ˖˜˔˟ ˕˨˥˗˘ˡ˦ ˔ˡ˗ ˦˨ˣˣˢ˥˧ ˧˛˘ growth of these businesses.

“I remain optimistic about the potential for collaboration between the government and the private sector to drive positive change and foster an environment conducive to business growth and development,” asserts Mogodi.

Positive impact on people and planet

MAB Group itself has been a beacon of progress and hope in South Africa, making remarkable strides in both the construction and mining sectors. The company’s vision and actions have turned challenges into opportunities, paving the way for a prosperous and inclusive South Africa. “True progress is measured not just by economic gains but by the positive impact on people’s lives,” says Mogodi.

With ESG (environmental, social and governance) priorities being a buzzword in industries around the world, MAB Group aims to balance ˧˛˘ ˘˖ˢˡˢˠ˜˖ ˕˘ˡ˘Ѓ˧˦ ˢ˙ ˖ˢ˔˟ ˠ˜ˡ˜ˡ˚ with the need to change people’s lives for the better and to protect the environment for future generations.

The company’s commitment to transforming communities and enhancing lives is evident through several groundbreaking projects, including the following:

Building cities and transforming lives

MAB Group’s construction department has partnered with the government on PPP projects to develop human settlement megaprojects. These projects have not only created over a thousand jobs but also resulted in the construction of three new cities. These cities are not just physical structures; they are thriving communities where people have access to essential services.

MAB Group has generously given back by establishing free clinics and providing free medical equipment, ensuring health and well-being are

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•

•

•

•

• prioritised for all residents.

Empowering communities through mining In the mining sector, MAB Group has pioneered a model of inclusive development. By opening new mines with local communities as stakeholders, it has fostered a sense of ownership and empowerment among residents. This initiative has led to the creation of over 500 jobs, both directly and indirectly, boosting the local economy and providing sustainable livelihoods. The concept of ‘from pit to port’ opportunities has ensured communities benefit from the entire mining value chain, creating a ripple effect of prosperity.

A vision for South Africa’s future MAB Group’s projects are more than just about construction and mining; they are about building a brighter future for South Africa. By integrating development with social

responsibility, the company has set a new standard for how businesses can contribute to national progress. MAB Group’s work has not only provided employment and infrastructure but also instilled hope and stability in communities, showcasing the power of collaborative efforts in driving meaningful change.

MAB Group prioritises environmental sustainability through various strategies and regulations: •

•

•

Environmental impact assessments (EIAs)–The company requires comprehensive EIAs before the approval of new coal mining projects. These assessments identify potential environmental impacts and propose mitigation measures.

Rehabilitation and reclamation– MAB Group mandates the rehabilitation of mined land to

•

•

restore it to its natural state or to repurpose it for other uses.

This includes soil stabilisation, reforestation and the creation of wildlife habitats.

Pollution control – MAB Group enforces strict pollution control measures to limit emissions of harmful substances such as sulphur dioxide, nitrogen oxides and particulate matter through the use of technologies like ˦˖˥˨˕˕˘˥˦ ˔ˡ˗ Ѓ˟˧˘˥˦ʡ Water management – Regulating the use and discharge of water in its coal mining operations to prevent water pollution, and ensuring sustainable water use by treating wastewater and managing mine drainage. ʸˡ˘˥˚ˬ ˘˙Ѓ˖˜˘ˡ˖ˬ ϝ ˇ˛˘ ˖ˢˠˣ˔ˡˬ ˣ˥ˢˠˢ˧˘˦ ˘ˡ˘˥˚ˬ ˘˙Ѓ˖˜˘ˡ˖ˬ ˜ˡ ˜˧˦ mining operations to reduce overall environmental impact ˕ˬ ˨˧˜˟˜˦˜ˡ˚ ˠˢ˥˘ ˘˙Ѓ˖˜˘ˡ˧ ˠ˜ˡ˜ˡ˚ equipment and processes.

Monitoring and compliance– The group implements regular monitoring and inspection programmes to ensure coal Stakeholder engagement– It engages with local communities, environmental organisations and other stakeholders to address environmental concerns and incorporate their input into the company’s mining plans.

Sustainable practices – Encouraging the adoption of sustainable mining practices such as reducing waste, recycling materials and minimising land disturbance.

Research and development– Supporting research and development of new technologies and methods to minimise the environmental impact of coal mining through exploring cleaner coal technologies and alternative energy sources.

No one left behind

With the global call to greener energy and renewables, countries are under mounting pressure to curb the

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coal mining industry. South Africa’s Just Energy Transition plan aims to accelerate the decarbonisation of the country’s economy, while ensuring the communities who are part of high-emitting energy industries—in particular coal mining—are not left behind.

Mogodi says that as renewable energy sources become more prevalent and cost-effective, the demand for coal is expected to ˗˘˖˥˘˔˦˘ ˦˜˚ˡ˜Ѓ˖˔ˡ˧˟ˬʡ ˇ˛˘ ˜ˡ˗˨˦˧˥ˬ may see a shift in focus toward exporting coal to countries where demand remains, though this is likely to be a temporary measure.

Stricter environmental regulations ˪˜˟˟ ˠ˔˞˘ ˖ˢ˔˟ ˠ˜ˡ˜ˡ˚ ˔ˡ˗ ˖ˢ˔˟ʠЃ˥˘˗ power plants less economically viable. Existing coal infrastructure may be repurposed for other uses such as biomass energy production or as sites for renewable energy projects. In the short- to medium term, there may be increased efforts to implement carbon capture and storage (CCS) technologies to reduce emissions from existing coal plants.

There will likely be job losses in the coal sector, necessitating programmes for retraining and redeployment of workers to other industries, particularly renewables.

As someone who is vested in the coal mining industry, Mogodi says: “The coal industry, while facing a ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˗˘˖˟˜ˡ˘ʟ ˠ˔ˬ ˧˘ˠˣˢ˥˔˥˜˟ˬ ˔˗˔ˣ˧ ˧˛˥ˢ˨˚˛ ˠ˘˔˦˨˥˘˦ ˟˜˞˘ ʶʶˆʟ ˔ˡ˗ ˔ ˙ˢ˖˨˦ ˢˡ ˘˫ˣˢ˥˧˦Ϟ˕˨˧ ˟ˢˡ˚ʠ ˧˘˥ˠ ˣ˥ˢ˦ˣ˘˖˧˦ ˪˜˟˟ ˡ˘˖˘˦˦˜˧˔˧˘ ˔ ˦˛˜˙˧ ˧ˢ˪˔˥˗ ˦˨˦˧˔˜ˡ˔˕˟˘ ˘ˡ˘˥˚ˬ ˦ˢ˨˥˖˘˦ʡ ʼ ˔ˡ˧˜˖˜ˣ˔˧˘ ˔ ˛ˢ˟˜˦˧˜˖ ˔ˣˣ˥ˢ˔˖˛ ˧ˢ ˆˢ˨˧˛ ʴ˙˥˜˖˔Ϡ˦ ˘ˡ˘˥˚ˬ transition, involving technology, ˣˢ˟˜˖ˬʟ ˖ˢ˟˟˔˕ˢ˥˔˧˜ˢˡ ˔ˡ˗ ˖ˢˠˠ˨ˡ˜˧ˬ ˘ˡ˚˔˚˘ˠ˘ˡ˧ʡϣ He foresees this multifaceted approach including the following: •

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Renewable energy integration – The transition will heavily rely on the integration of renewable energy sources such as solar, wind and hydropower. Increasing | AFRICAN M I N I N G N EWS

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investments in these areas will help reduce dependence on fossil fuels. ʸˡ˘˥˚ˬ ˘˙Ѓ˖˜˘ˡ˖ˬ ϝ ʸˡ˛˔ˡ˖˜ˡ˚ ˘ˡ˘˥˚ˬ ˘˙Ѓ˖˜˘ˡ˖ˬ ˔˖˥ˢ˦˦ ˩˔˥˜ˢ˨˦ sectors is crucial. This will involve upgrading infrastructure, promoting energy-saving technologies, and encouraging responsible energy consumption practices.

Policy support – Strong governmental policies and regulations are essential. Mogodi anticipates that supportive policies, subsidies and incentives will drive the adoption of clean energy technologies and practices.

Technological innovation – MAB Group believes that advancements in technology, particularly in energy storage (like batteries) and smart grid systems, will play a pivotal role in ensuring a stable and reliable energy supply from renewable sources.

Public and private sector collaboration – A collaborative effort between the public and private sectors is necessary. MAB Group expects partnerships and joint ventures to facilitate the sharing of resources, expertise and investments needed for the energy transition.

Skills development – Developing a skilled workforce capable of supporting the new energy landscape is crucial. This includes training programmes and education initiatives focused on renewable energy technologies and sustainable practices.

Community engagement – Engaging communities and raising awareness about the ˕˘ˡ˘Ѓ˧˦ ˢ˙ ˧˛˘ ˘ˡ˘˥˚ˬ ˧˥˔ˡ˦˜˧˜ˢˡ will help garner public support and participation. This can

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lead to increased adoption of renewable energy solutions at the grassroots level.

Resilience and adaptation – Ensuring the energy infrastructure is resilient to climate impacts and adaptable to future changes is important.

MAB Group emphasises the need for robust planning and investment in resilient infrastructure.

CONTINUING TO EVOLVE

Over the past 13 years, Mogodi has accumulated invaluable experience in construction, mining and financial management, culminating in the realisation of various successful projects that have bolstered MAB Group’s reputation.

Now, he is preparing to master his leadership skills. “I am committed to further developing skills in strategic planning, team-building and fostering a culture of excellence and collaboration within the company.

“Additionally, my aim is to deepen the understanding of emerging market trends, technological advancements and sustainable business practices to ensure MAB Group remains at the forefront of the industry.”

His vision for MAB Group is ambitious, yet deeply rooted in the company’s commitment to making a positive impact on society. He aims to expand the group’s reach to become one of the largest exporting and mining houses—not only in South Africa but across the African continent. By achieving this goal, he aspires to transform the landscape of unemployment in Africa and create opportunities for individuals from all walks of life. Ϣʴ˦ ˧˛˘ ˀʴʵ ʺ˥ˢ˨ˣ ˘˩ˢ˟˩˘˦ ˔ˡ˗ ˚˥ˢ˪˦ʟ ˠˬ ˥ˢ˟˘ ˔˦ ˔ ˟˘˔˗˘˥

˪˜˟˟ ˖ˢˡ˧˜ˡ˨˘ ˧ˢ ˘˩ˢ˟˩˘ ˔˦ ˪˘˟˟ʟϣ ˛ ˘ ˦ ˧ ˔ ˧ ˘ ˦ ʡ Ϣ ʼ ˘ ˡ ˩ ˜ ˦ ˜ ˢ ˡ ˠ ˬ ˦ ˘ ˟ ˙ ˦ˣ˘˔˥˛˘˔˗˜ˡ˚ ˧˛˜˦ ˝ˢ˨˥ˡ˘ˬ ˪˜˧˛ ˔ ˙ˢ˖˨˦ ˢˡ ˦˧˥˔˧˘˚˜˖ ˘˫ˣ˔ˡ˦˜ˢˡ˦ʟ ˜ˡˡˢ˩˔˧˜ˢˡ ˔ˡ˗ ˦˨˦˧˔˜ˡ˔˕˟˘ ˚˥ˢ˪˧˛ʡ ʵ ˬ ˟ ˘ ˩ ˘ ˥ ˔ ˚ ˜ ˡ ˚ ˢ ˨ ˥ ˖ ˢ ˟ ˟ ˘ ˖ ˧ ˜ ˩ ˘ ˦˧˥˘ˡ˚˧˛˦ ˔ˡ˗ ˘˫ˣ˘˥˧˜˦˘ʟ ˪˘ ˪˜˟˟ ˪ˢ˥˞ ˧ˢ˪˔˥˗ ˔˖˛˜˘˩˜ˡ˚ ˔ ˧˘˥ˠ˜ˡ˔˟ ˩˔˟˨˘ ˙ˢ˥ ˧˛˘ ˀʴʵ ʺ˥ˢ˨ˣ ˥˔ˡ˚˜ˡ˚ ˕˘˧˪˘˘ˡ ˅ʤʥ ˕˜˟˟˜ˢˡ ˔ˡ˗ ˅ʥʣ ˕˜˟˟˜ˢˡʡ “Our vision for the next decade is grounded in our unwavering ˖ˢˠˠ˜˧ˠ˘ˡ˧ ˧ˢ ˖˥˘˔˧˜ˡ˚ ˟˔˦˧˜ˡ˚ ˩ ˔ ˟ ˨ ˘ ˙ ˢ ˥ ˢ ˨ ˥ ˦ ˧ ˔ ˞ ˘ ˛ ˢ ˟ ˗ ˘ ˥ ˦ ʟ ˘ˠˣˢ˪˘˥˜ˡ˚ ˖ˢˠˠ˨ˡ˜˧˜˘˦ ˔ˡ˗ ˗˥˜˩˜ˡ˚ ˣˢ˦˜˧˜˩˘ ˖˛˔ˡ˚˘ ˢˡ ˔ ˚˟ˢ˕˔˟ ˦˖˔˟˘ʡ ˊ˘ ˔˥˘ ˘˫˖˜˧˘˗ ˔˕ˢ˨˧ ˧˛˘ ˝ˢ˨˥ˡ˘ˬ ˔˛˘˔˗ ˔ˡ˗ ˟ˢˢ˞ ˙ˢ˥˪˔˥˗ ˧ˢ ˧˛˘ ˖˛˔˟˟˘ˡ˚˘˦ ˔ˡ˗ ˢˣˣˢ˥˧˨ˡ˜˧˜˘˦ ˧˛˔˧ ˟˜˘ ˔˛˘˔˗ʡϣ

Growing up, Mogodi Pinagare—as the only child of a single parent—was instilled with a strong determination to never give up, a mindset that has guided him through both personal and professional challenges. There is no doubt that MAB Group is in good hands and that its future can only be described as bright.

For more information, visit www.m-a-b.co.za.

“We view challenges as opportunities for growth and innovation”

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MAKING SMART CHOICES Errol Smart is a man on a mission to develop Orion Minerals into a major player in the South African base metals production sector in order to attract greater numbers of international investors to South Africa’s shores.

Every project is a mosaic of hundreds of challenges. In my view, the central philosophy to arriving at positive project outcomes always lies in a couple of simple questions that each of the team needs to be able to answer: Did I deliver my best effort?

Did I reconsider my position and see if a different approach could be ˠˢ˥˘ ˕˘ˡ˘Ѓ˖˜˔˟ʲ ʷ˜˗ ʼ ˪ˢ˥˞ ˪˜˧˛ ˠˬ ˧˘˔ˠ ˧ˢ Ѓˡ˗ ˢ˨˥ ˖ˢ˟˟˘˖˧˜˩˘ ˦˧˥˘ˡ˚˧˛˦ and overcome any weaknesses?

Was our eventual solution ethically and morally defensible for all stakeholders?”

These are the words of Errol Smart, Managing Director & CEO of Orion Minerals, an Australian-South African base metals development

company that is listed on the ASX in addition to the JSE. Smart has built his career around recognising exceptional mineral exploration and development opportunities before sourcing development finance to advance the projects. He is a huge proponent of bringing in experts to help with early evaluations as well as during the planning and implementation phases.

“Over the years I have been fortunate to have become surrounded by a team of entrepreneurialminded, energetic professionals that - like myself - enjoy the thrill of overcoming challenges to unlock underlying value.”

The underground operations at Okiep Copper Project

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Having a strong background in geology, along with extensive experience in mining operations and exploration, has been a major boon to Smart’s ability to guide Orion effectively as well as in a sustainable direction.

Orion targets projects capable of meeting the growing demand for key future-facing metals – such as copper, zinc and nickel – which have strong market fundamentals because of declining global resource inventories, falling grades at major mines and lack of investment in new mines. The use of these metals in clean energy technologies makes them critical for the global transition to a lower carbon future.

Orion has advanced two fully permitted copper projects located in South Africa’s Northern Cape province, at Prieska and Okiep. These two desert outpost towns can barely muster a combined population of 25 000 people, yet the company expects annual copper production of 30kt on a sustainable basis from these two projects. Ϣˇ˛˘ ˗˘Ѓˡ˜˧˜˩˘ ˙˘˔˦˜˕˜˟˜˧ˬ ˦˧˨˗˜˘˦ for both projects are expected to be completed before the end of Q1 2025, with the development of both projects expected to commence shortly thereafter,” adds Smart, who is excited by the potential that the continent holds.

“Africa’s strengths lie in its abundant natural resources, growing skilled workforce, and emerging technologies. The continent’s vast mineral wealth, particularly in critical metals like copper and lithium, positions it as a key player in global supply chains. However, improvements in infrastructure, skills development and regulatory frameworks are needed to unlock Africa’s full potential,” he cautions, stressing that investment in education, technology and sustainable practices are essential to enable Africa to compete more effectively on the global stage.

This is equally important for driving both economic growth in addition to environmental and social responsibility.

“Investment in infrastructure such as roads, rail, ports, power generation and water supply will be instrumental in unlocking development potential. With this in mind, attracting and retaining investors represents a significant challenge in the mining industry, particularly in an environment where global market volatility, ESG concerns and regulatory changes ˔˥˘ ˜ˡ˖˥˘˔˦˜ˡ˚˟ˬ ˜ˡЄ˨˘ˡ˧˜˔˟ʡϣ Growth areas in mining include the development of battery and energy transition metals such as copper, lithium, nickel and cobalt, driven by the global push towards

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Prieska Copper Zinc Mine (PCZM)Located in South Africa’s Northern Cape, this flagship site is being re-developed as a modern mining operation with significant copper and zinc resources.

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Okiep Copper Project (OCP)Also in the Northern Cape, this project builds on the region’s copper mining legacy.

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Jacomynspan (JMP) Battery Metals Project This is Orion’s third project, located 65km north of PCZM in South Africa’s Northern Cape. The project offers the potential for a Class-1 nickel-coppercobalt-PGE-gold underground and open pit mining operation that offers an exceptional opportunity to feed South Africa’s first prospective refinery producing high-purity metal powders for use in the electronics and chemical industries.

electric vehicles and renewable energy. Additionally, advancements in sustainable mining technologies, such as automated operations and green energy solutions, offer ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˢˣˣˢ˥˧˨ˡ˜˧˜˘˦ʡ “Orion Minerals’ strengths lie in its ˦˧˥ˢˡ˚ ˕˥ˢ˪ˡЃ˘˟˗ ˣ˥ˢ˝˘˖˧ ˣˢ˥˧˙ˢ˟˜ˢ with massive uncharted upside potential, particularly the Prieska and Okiep projects, and its commitment to high ESG standards. The company is adapting to industry changes by embracing next-generation mining technologies, focusing on sustainable practices, and expanding into highdemand battery metals,” says Smart.

A core part of the company’s success is taking the time and effort to effectively engage with communities in order to navigate evolving industry challenges and meet global market demands for sustainable metals. While such community-centric approaches are vital for building trust and cooperation, as well as putting a strong focus on internal recruitment, Smart believes in setting - and surpassing - high standards for himself and his teams. Ϣʼ˗˘ˡ˧˜˙ˬ˜ˡ˚ ˧˛˘ ˦ˣ˘˖˜Ѓ˖ ˦˞˜˟˟˦ ˔ˡ˗ weaknesses of oneself and one’s

team is important. Nobody is perfect, and meshing together a team that is like-minded and complements each other’s skills is essential. Our mantra is to always set and reach targets and never tolerate mediocrity.”

The creep of AI into every facet of our lives and every sector of our economy has not been lost at Orion. Already they are using AI and developing its capabilities for key focus areas of their operations such as their mine planning, fleet management, mine safety, metallurgical process control, as well as supply chain and logistics.

“Our initial efforts have been focussed on securing and digitising an enormous database of highquality historical exploration data ˔ˡ˗ Єˬ˜ˡ˚ ˦˧˔˧˘ʠˢ˙ʠ˧˛˘ʠ˔˥˧ ˔˜˥˕ˢ˥ˡ˘ geophysics. We are now moving to integrated analysis and ranked target generation where IT and AI will both play a major part in processing an enormous database of information,” says Smart.

While implementation and expert teams bring success in mining, the true key is exploration, and Orion has well-planned exploration strategies and efforts in and around its operations in the Northern Cape.

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ORION MINERALS

“These efforts help lower emissions and ensure that mining practices align with long-term environmental goals, contributing to a more sustainable future for the industry. In addition, responsible water management in our desert environment is an important contributor to our eventual goal of ultimate carbon neutrality,” adds Smart. “Mining isn’t just a negative impact industry,” he is quick to add.

“Mining gets such a bad rap around the world, but in truth if mining is . done responsibly then it can also have a very important, positive Employees working on construction at the Prieska Copper-Zinc Mine ˜ˡЄ˨˘ˡ˖˘ ˢˡ ˔ ˖ˢˠˠ˨ˡ˜˧ˬ ˔ˡ˗ ˧˛˔˧Ϡ˦ what we’ve set out to do here in the Northern Cape.”

Late last year Smart helped to Along with the obvious opportun- local communities, ensuring that all ities, this has brought with it unique aspects of our operations contribute secure a crucial Integrated Water c h a l l e n g e s t h a t r a n g e f r o m to long-term environmental and Use Licence (IWUL) from South Africa’s Department of Water and identifying valuable resources in social sustainability,” adds Smart.

O r i o n M i n e r a l s f o c u s e s o n Sanitation for the Okiep Copper varied landscapes to adhering to environmental and community- reducing their carbon footprint Project (OCP).

The deal ensures they will have because they understand that it is focused practices.

“Orion Minerals leverages its crucial for mitigating climate change the water in a sustainable and experience by applying tailored in addition to supporting sustainable responsible manner to enable them exploration strategies to uncover ˚˥ˢ˪˧˛ ˕ˬ ˔˗ˢˣ˧˜ˡ˚ ˘ˡ˘˥˚ˬʠ˘˙Ѓ˖˜˘ˡ˧ to maximise the output of the mine, critical minerals such as copper and technologies, optimising resource which is a win-win-win situation for battery metals. Our competitive edge usage and integrating renewable the company, community and the broader economy. Q lies in our expertise and experience, energy into their operations. enabling us to responsibly develop assets while working closely with local communities and maintaining Construction vehicle returning employees from the underground high environmental standards. operations at the Prieska Copper-Zinc Project “Exploration is key to our value proposition for an investor, and while ˪˘ ˦ˣ˘˖˜Ѓ˖˔˟˟ˬ ˧˔˥˚˘˧˘˗ ˕˥ˢ˪ˡЃ˘˟˗˦ projects for rapid redevelopment, most importantly we have targeted geological deposits that are vastly underexplored and present massive potential for expansion and life of mine extensions. Expanding our resource base, with a focus on battery metals and copper is a key component of our business.

“We are also committed to integrating renewable energy solutions to reduce our environmental impact. Our battery metal initiatives align with the global shift towards electric vehicles and green energy. Additionally, we prioritise ESG practices by ensuring responsible sourcing, sustainable operations, and transparent engagement with 26 | AFRICAN M I N I N G N EWS

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MAJOR PROJECTS PCZM Their biggest project is the PCZM in South Africa’s Northern Cape, where they are redeveloping a historic mine with modern technologies to ensure efficient, sustainable operations. This flagship asset taps into one of the world’s Top-30 volcanogenic massive sulphide (VMS) base metal deposits, with a recorded historical production of over 430k tonnes of copper and 1Mt of zinc from 46.8Mt of sulphide ore milled. PCZM contains a globally significant VMS resource totalling 30.98Mt grading 1.2% Cu and 3.6% Zn. During 2023 – 2024 the mine site was established and trial mining of the +105 Level resource was successfully undertaken and dewatering has begun. PCZM is fully permitted and ready to mine.

Above: The gearhead tower at the Prieska Copper-Zinc Mine.

Below: Construction vehicle returning employees from the underground operations at the Prieska Copper-Zinc Mine

OCP The Okiep Copper Project is another focus, reviving a legacy copper district with strong potential. This nearterm project comprises the core of a premier historical copper district that produced >2Mt of copper over 150 years ending in 2003. The mineral rights held by Orion include numerous existing drilled copper orebodies including some with decline mine access and services in place. While the total JORC Mineral Resources at the OCP currently stands at 12 million tonnes grading 1.4% Cu for 160,000 tonnes of contained copper, there are dozens of identified copper deposits that were discovered by previous owners but never fully drilled out or developed.

Orion sees excellent potential to further expand this resource base through the ongoing analysis of the OCP extensive historical exploration database, as well as through the company’s exploration programmes.

EXPLOR ATION EXPROJECTS JMP BATTERY METALS PROJECT Orion’s third project (a joint venture), the Jacomynspan Ni-Cu-Co-PGE sulphide (JMP) project offers the potential for a Class-1 Ni-Cu-Co-PGE -gold underground and open pit mining operation that offers an exceptional opportunity to feed South Africa’s first prospective refinery producing high-purity metal powders for use in the electronics and chemical industries.

JMP hosts a Mineral Resource estimated at more than 65 million tonnes, containing 180kt Ni, 120kt Cu and 12 kt Co in terms of JORC 2012. The project holds an executed mining right over a proven Ni-Cu-Co-PGE Intrusive Complex.

Orion is also exploring other battery metal prospects in the Areachap Belt. These pipeline projects support our goal of responsibly producing high-demand, ESGcertified metals.

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RAISING THE STANDARD

Pauline Pitso is the driving force behind SWIMP, a women-owned mining services company that rubs shoulders with some of the industry’s big boys… and they have the skills to hold their own.

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ith 15 years of experience tucked under her hard hat, Pauline Pitso boldly launched Siyabangena Women in Mining and Projects in 2015.

Pitso’s motivation for creating Siyabangena was to service the Mines and promote entrepreneurship in as many areas of the Mining Industry as Siyabangena could reach. ϣˇ˛˥ˢ˨˚˛ ˢ˨˥ ˣ˔˦˦˜ˢˡʟ ˘˫ˣ˘˥˜˘ˡ˖˘ ˔ˡ˗ ˞ˡˢ˪˟˘˗˚˘ ˪˘ ˔˥˘ ˧˛˘ ˟˘˔˗˜ˡ˚ ˦˘˥˩˜˖˘ ˣ˥ˢ˩˜˗˘˥˦ʡ ˊ˘ ˕˘˟˜˘˩˘ ˜ˡ ˖ˢˡ˧˜ˡ˨ˢ˨˦ ˜ˠˣ˥ˢ˩˘ˠ˘ˡ˧ ˔ˡ˗ ˘˫˖˘˟˟˘ˡ˖˘ ˜ˡ ˧˛˘ ˠ˔˥˞˘˧ ˔ˡ˗ ˢ˨˥ ˢˡ˚ˢ˜ˡ˚ ˔˜ˠ ˜˦ ˧ˢ ˕˘ ˧˛˘ ˟˘˔˗˘˥˦ ˜ˡ ˜ˡˡˢ˩˔˧˜ˢˡ˦ʟϣ says Pitso, who is an exceptionally motivated self-starter with a range of expertise and over 28 years’ experience in the mining industry.

She started her career among the junior ranks of the mining world and, over time, worked herself up to management level as a Mine Overseer. Through ambition and hard work, she used her experience in platinum, coal and gold mining industries and started SWIMP. ϣʹˢ˥ ˠ˘ ˛˔˩˜ˡ˚ ˔ˡ ˘˫ˣ˘˥˜˘ˡ˖˘ of over 28 years in the industry ˜˧ ˛˔˦ ˕˘˘ˡ ˤ˨˜˧˘ ˔ ˠ˜˟˘˦˧ˢˡ˘ ˙ˢ˥ ˠ˘ʡ ʻ˔˩˜ˡ˚ ˧ˢ ˔˖˧˜˩˘˟ˬ ˣ˔˥˧˜˖˜ˣ˔˧˘ ˜ˡ ˖ˢˡ˧˥˜˕˨˧˜ˡ˚ ˧ˢ ˧˛˘ ˘˖ˢˡˢˠ˜˖ ˥˘˙ˢ˥ˠ ˪˜˧˛˜ˡ ˆˢ˨˧˛ ʴ˙˥˜˖˔ ˕ˢ˧˛ ˜ˡ ˣ˥˜ˠ˔˥ˬ ˔ˡ˗ ˦˘˖ˢˡ˗˔˥ˬ ˕˨˦˜ˡ˘˦˦ ˘ˡ˩˜˥ˢˡˠ˘ˡ˧ ˛˔˦ ˔˟˦ˢ ˕˘˘ˡ ˔ˡ ˘ˡˢ˥ˠˢ˨˦ ˣ˥˜˩˜˟˘˚˘ʟϣ adds Pitso, who is a strong proponent of granting opportunities for people 28 | AFRICAN M I N I N G N EWS

in the workplace while, at the same time, maintaining a strict policy of meritocracy in terms of both hiring externally and promoting individuals from within the company. Ϣ ˊ ˘ ˔ ˟ ˦ ˢ ˠ ˔ ˜ ˡ ˧ ˔ ˜ ˡ ˔ ˭ ˘ ˥ ˢ ˧ˢ˟˘˥˔ˡ˖˘ ˣˢ˟˜˖ˬ ˧ˢ ˕˥˜˕˘˥ˬ ˔ˡ˗ ˖ˢ˥˥˨ˣ˧˜ˢˡ ˢ˙ ˖˨˦˧ˢˠ˘˥˦ʟϣ adds this no-nonsense dynamo of the mining services sector whose staff describe her as highly creative, dedicated and someone who demands and maintains the highest quality standards in her work.

The company offers a wide range of services and products, their key focus areas at present are centered around contract mining, engineering projects, in addition to a range of other mining-related core services.

We sat down with the CEO and MD of Siyabangena in January, shortly before Mining Indaba 2025.

How has your background equipped you to lead Siyabangena?

My experience in the Mining sector has moulded my character and polished my skills. Within these years I gained immense experience, especially regarding engagements with internal and external stakeholders. Which brought me to the biggest achievement of my career… founding Siyabangena!

What sets this company apart from others in the sector?

In terms of company success, our dream is to successfully prioritise young people and female

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leadership, in addition to creating more opportunities for them in the sector. Further to this, I believe that it is inherently the right of every employee to work in a safe, healthy and conducive environment.

I therefore committed to a policy of zero harm, that includes prevention, reduction and elimination of all factors which may result in personal injury or property damage. I also ensure an integrated uniform approach to safety and believe that our highly skilled workforce is deployed at all our sites to give us a competitive urge, through their outstanding work ethics and safety performance.

How is Siyabangena embracing the 4th Industrial Revolution?

I am personally excited by the opportunities that the 4th Industrial Revolution will bring us socially and in terms of our working lives. I believe it represents a fundamental change in the way we will live, work and relate to one another. It is a new chapter in human development, enabled by extraordinary technology advance.

The real opportunity is to work with technology and look beyond to give the greatest number of people the ability to positively impact their families, organisation and communities. Linked to this there will be an increasing need for cross functions skills where coordination, negotiation and emotional intelligence will play a bigger role.

What are the challenges you

see lying in wait for you and your company?

In each of every business there are challenges, and we have seen this in the past when we had to rise to the challenge of the Covid 19 pandemic, there will always be challenges. Take for example the Є˨˖˧˨˔˧˜ˢˡ ˢ˙ ˧˛˘ ʵ˔˦˞˘˧ ˣ˥˜˖˘ ˔ˡ˗ interest rate going up and down.

What we need to do as a business is to have a plan in place as to how we are going to overcome this.

A major part of this plan is good planning, which encompasses everything from planning to ensure ˪˘ ˛˔˩˘ ˘ˡˢ˨˚˛ ˖˔˦˛Єˢ˪ ˧ˢ ˖ˢˡ˧˜ˡ˨˘ to operate to planning for bringing in new revenue in order for us to grow the business.

Planning is also vital to ensure we have enough equipment for all of our teams to do their work on a daily to monthly basis, ensuring the equipment is serviced and in good working order, as well as upgrading equipment when required.

What measures do you have in place for ensuring you have a ˦˨˦˧˔˜ˡ˔˕˟˘ ˖˔˦˛ Єˢ˪ʲ

Investing well for rainy days is essential. If we get money in early we put it into short-term deposits to earn higher interest while also ensuring we have cash available at short notice or for emergencies.

We also take care about buying ˘ˤ˨˜ˣˠ˘ˡ˧ ˢˡ ˧˛˘ ˕˘˦˧ Ѓˡ˔ˡ˖˘ ˧˘˥ˠ˦ possible to keep the equipment off our balance sheet. Renting and leasing equipment ensures we can upgrade to the latest equipment to ensure we can offer a world-class service. That also frees up our cash reserves to invest in other incomeproducing opportunities.

We also operate on a strict basis of cutting all unnecessary costs, but having said that we keep an open mind about spending money when those costs add value to the business or help our teams perform their duties as best as possible.

AFRICAN M I N I N G N EWS

I S S U E 1 5 | 29

How do you measure success?

I believe that success is relative to who you are speaking to and their personal and career situation. Our measure of success is not the same.

In my opinion, being able to do your best everyday in all roles you have ˜ˡ ˟˜˙˘ ˥˘Є˘˖˧˦ ˚˥˘˔˧ ˦˨˖˖˘˦˦ʡ ʴ˧ ˧˛˘ same time, being able to sit down and introspect on how well you’ve performed on something - and what still needs work and then planning towards solving that problem - is important to ensure you give yourself the time and space you need to recognise your successes.

What do you believe are the hallmarks of a strong leader?

I believe a strong leader should treat people as individuals instead of adopting a one-shoe-fits-all approach. Once you have learned the characters of the people that report to you, it is easier to get the desired outcome from each one of them.

30 | AFRICAN M I N I N G N EWS

How would you describe your leadership style?

I pride myself on having strong interpersonal skills and I believe I have the skills, the patience and humility to relate with people from diverse backgrounds and cultures, and at all levels within an organisation or community.

As a leader, my ambition is to empower women, the youth as well as local communities through a combination of factors and personal development programmes.

The first step is equipping individuals with leadership skills themselves, and at the same time sharing information to promote knowledge and a broader understanding of business, life and being part of a community.

I am steadfast in my efforts to encourage and recognise good performances and individuals who have the capacity and discipline ˧ˢ ˪ˢ˥˞ ˛˔˥˗ʡ ʼ ˔ˠ ˔ Ѓ˥ˠ ˣ˥ˢˣˢˡ˘ˡ˧

ISSUE 15

for providing the opportunity for inclusion of a wide and diverse group of people and providing opportunities for personal and career growth. At the same time, however, I believe whole-heartedly in promoting meritocracy.

What would you describe as your greatest strengths?

Continuous learning! I believe in learning and use every challenge and win as a teachable moment, regardless of what I encounter. I always ask myself for the lesson and it has helped me solve many problems. Empathy, teamwork, ˖ˢˡЃ˗˘ˡ˖˘ʟ ˛˔˥˗ ˪ˢ˥˞ʟ ˗˘˗˜˖˔˧˜ˢˡ and most importantly honesty goes a long way. Q

SIYABANGENA’S CORE SERVICES Contract Mining • Haulage Rehabilitation • Water Reticulation Power Reticulation • Engineering projects, both in the mining and private sector.

There will be an increasing need for cross functions skills where coordination, negotiation and emotional intelligence will play a bigger role.

Once you have learned the characters of the people that report to you, it is easier to get the desired outcome from each one of them.

AFRICAN M I N I N G N EWS

I S S U E 1 5 | 31

COVER PROFILE

F

rom the day she started working at the age

of 21, Pearl Nkosi, 40, knew that the corporate world would become too small for her and

that she would want her own business.

“I started because I am called for it, it is part of my journey,” says

the Blugrey founder and CEO. “I started because I want to make a difference.

Our country needs people who will start something which will not only benefit them as an individual,

but something that benefits the nation and gives hope and new perspective to current and future

generations locally and internationally,” she says.

Blugrey is a Department of Employment and

Labour Approved Inspection Authority (AIA):

Occupational Hygiene. It was established in 2015

“

As a founder, my heart is on seeing the company grow from strength to strength and employing and empowering many young people in our country.

Growing Greater

Pearl Nkosi’s Blugrey Occupational Hygiene Consultants Pty Ltd celebrates 10 years in business

COVER PROFILE with the aim of providing specialist

valuable input in the systems

hygiene engineering services in

culture together with our clients,”

ventilation and occupational and out of South Africa.

Their services include

being developed and building a

company presence in KwaZulu-

she adds.

Gauteng and the Western Cape.

<sub head> International

ventilation design, planning

Projects

drafting legal documents such

in the pipeline, which focus on

Submitting mandatory returns at

parts of the company. Training is

and compliance monitoring,

as mandatory codes of practice. scheduled periods, conducting

second party audits, peer reviews beyond fulfilling legal obligations at companies they serve. The

company is also an approved

training provider for Occupational

Hygiene Courses (OHTA) and Mine Environmental Control Training (MVSSA/MCSA).

They have international projects

systems and governance related a key requisite from neighbouring

countries, the company is working to capacitate itself to enable the effective delivery of key training and other services.

Nkosi says the company’s

success comes down to “answering a call”.

She believes she was called to

The company headquarters

serve and that when positioned

with satellite offices in Witbank

growth will happen. Further, their

are in Newcastle, KwaZulu-Natal and Johannesburg. They render services across SA in various

surface and underground mines,

correctly, despite challenges,

people and the relevance of their services keeps them in business.

quarries, factories etc.

“Members of our team are highly

on the day to day and year on

tenacity and commitment to

Nkosi plays an oversight role

year operation of the business. It

includes liaison with internal and external stake holders, suppliers, service providers, potential

clients and current clients of the

company. Technical support and

overall quality assurance is part of

competent and have shown

client service and satisfaction. The company has invested largely in marketing and advertising. This presence has yielded positive results,” she says.

Nkosi says the company faces

her role as the CEO and technical

many challenges, however, her

of the business.

of survival. “We maintain a

signatory on the technical output “As a founder, my heart is

on seeing the company grow

from strength to strength and employing and empowering many young people in our country,” says Nkosi.

Their current projects vary from

large underground coal workings to mid-tier underground and

Nkosi wants to strengthen the

team possesses an attitude

Natal, Mpumalanga, northern

She also plans to strengthen their client relations with neighbouring countries where they have a

footprint such as Botswana. She

wants to diversify the services they offer to tap more into parastatals and other government entities to stabilise and grow.

SUCCESS

She says success is measured in

happy clients, happy employees,

happy suppliers, service providers, healthy employees and of course: Money in the bank. “Business viability leans strongly on profitability,” she says.

“I work with my team. I work,

show them how it’s done, ask

questions and provide support.

Although all styles of leadership may be used at different times, under varying circumstances,

I am predominantly a LaissezFaire inclined leader. However,

employees at the various stages of employment may require

different styles. Projects and client requirements will also test what

style may be required to achieve results,” she says.

Nkosi says her greatest strengths

competitive advantage and are

are love, dedication, a positive

we can serve at any given time.

mental strength and faith in God.

diverse in the types of markets

We regularly check the macroeconomic environment and

prepare as far as possible for any significant change.”

“Retaining key skills is critical

mindset and great tenacity. Also, Nkosi adds that her personality

and family background contribute to her leadership ability. “I believe in education and that one should learn something every day.”

She enjoys singing, listening to

surface operations and small

to our business. Any loss of

good music, learning and reading,

involved in start-up projects of

challenge for our business,”

playing sport, exercising and

mines. “We are excited to be

new mines where we get to add

intelligence is an on-going she says.

going to church (fellowship), social media.

BLUGREY BLUGREYOCCUPATIONAL OCCUPATIONALHYGIENE HYGIENECONSULTANTS CONSULTANTSPTY PTYLTD LTD

COMPANY COMPANYPROFILE PROFILE

B B

lugrey Occupational health and safety, environmental, 1 BBBEE contributor. lugrey Occupational a Level 1 BBBEE contributor. health and safety, environmental, a Level Hygiene Consultants PtyPty and ventilation services to to various Hygiene Consultants and ventilation services various Ltd,Ltd, is an international is an international consulting firm based consulting firm based

in Northern KwaZulu Natal and in Northern KwaZulu Natal and

Mpumalanga South Africa.Since Mpumalanga South Africa.Since its its establishment in November establishment in November

industries, including mines, industries, including mines, quarries, manufacturing plants, quarries, manufacturing plants, and factories.

Blugrey complies and factories.

Blugrey complies with South African laws such asas with South African laws such

thethe Mine Health and Safety ActAct Mine Health and Safety 2015, thethe company has since been thethe Occupational Health and 2015, company has since been and and Occupational Health and providing occupational hygiene, Safety Act, and it is recognized as providing occupational hygiene, Safety Act, and it is recognized as

SERVICES SERVICES

OCCUPATIONAL OCCUPATIONALHYGIENE HYGIENE SURVEYS SURVEYS

HEALTH HEALTH& SAFETY & SAFETYSERVICES SERVICES RISK ASSESSMENTS: RISK ASSESSMENTS:

VENTILATION VENTILATION

VENTILATION SURVEYS: VENTILATION SURVEYS:

Personal Noise Exposure Monitoring Personal Noise Exposure Monitoring

Baseline Risk Assessments Baseline Risk Assessments

Mine Ventilation Planning Mine Ventilation Planning

Personal Airborne Pollutants Exposure Personal Airborne Pollutants Exposure

Issue Based Risk Assessments Issue Based Risk Assessments

Section Ventilation Layouts Section Ventilation Layouts

Monitoring Monitoring

Continuous Risk Assessments Continuous Risk Assessments

Escape Route Plans Escape Route Plans

Static Noise Monitoring Static Noise Monitoring

Systems Gap Analysis Systems Gap Analysis

Stone Dust Monitoring Stone Dust Monitoring

Hazardous Chemical Substances Hazardous Chemical Substances

Systems Establishment and Systems Establishment and

CMCM Dust Monitoring Dust Monitoring

Health Risk Assessments Health Risk Assessments

Implementation.

Implementation.

Section Ventilation Surveys Section Ventilation Surveys

Ergonomics Surveys Ergonomics Surveys

Policy Development Policy Development

Mandatory COP’s applicable to to Mandatory COP’s applicable

Illumination Surveys Illumination Surveys

Legal Compliance Audits Legal Compliance Audits

Ventilation (e.g.)

Ventilation (e.g.)

Hand Arm Vibration Surveys Hand Arm Vibration Surveys

Incident Management Incident Management

Prevention of Flammable gas and Coal Prevention of Flammable gas and Coal

Whole Body Vibration Surveys Whole Body Vibration Surveys

Leading and Lagging Indicator Leading and Lagging Indicator

Dust Explosions Dust Explosions

Emergency Lighting Surveys Emergency Lighting Surveys

Reporting.

Reporting.

Ventilation o Fire Prevention Ventilation o Fire Prevention

Thermal Stress Surveys Thermal Stress Surveys

MOU’s and Relationships with Organs MOU’s and Relationships with Organs

Emergency Preparedness and Emergency Preparedness and

Hazardous Biological Agents Hazardous Biological Agents

of state or other stakeholders. of state or other stakeholders.

Response Response

Ventilation Ventilation

Mandatory and Non-Mandatory COP’s Mandatory and Non-Mandatory COP’s

Refuge bay Inspections Refuge bay Inspections

Indoor Air Air Quality Indoor Quality

Procedures and PTO’s Procedures and PTO’s

Lamp room Inspections Lamp room Inspections

Environmental Noise Environmental Noise

Verification Audits Verification Audits

DMR Returns DMR Returns

Etc.Etc.

Induction Induction

Quarterly Plans Quarterly Plans Verification Audits & & Verification Audits Legal Compliance Audits Legal Compliance Audits Etc.Etc.

Blugrey Occupational Hygiene

Consultants Pty Ltd is a Department

of Employment and Labour Approved Inspection Authority. The company is

accredited by SANAS as an Inspection Body in line with the SANS 17020

requirements, the accreditation number is OH0240.

www.blugrey.co.za | www.sanas.co.za

training

TRAINING

ENVIRONMENTAL

OHTA LEARNING

MEC LEARNING

DUST FALL-OUT MONITORING:

Blugrey Occupational Hygiene

Practical Certificate: Mine

•Sample mapping

Consultants is an Approved Training

Environmental Control Training

•Sample Collection

Provider for the OHTA Occupational

Intermediate Certificate (Paper 1 and

•Sample Analysis

Hygiene Courses. Please see the list of

Paper 2) MEC

•Monthly Technical Reportin

courses we are approved for below:

Advanced Certificate in MEC

Foundation: OHTA 201 –Principles of

Paper 1 – Flow Dynamics, Airflow, Fans,

Occupational Hygiene

Mine Water

Intermediate: OHTA 501-Measurement

Paper 2 – Thermal Engineering

of Hazardous Substances

Paper 3 – Costs Economics and Mine

OHTA 502 –Thermal Environment

Planning

OHTA 503 –Noise –Measurement

Paper 4 – Risk Management

and its Effects

(Information Management, Fires and

OHTA 504 – Asbestos and other Fibers

Explosions, Gases and Statistics

OHTA 505 –Control of Hazardous

Paper 5 – Occupational Hygiene

Substances

Paper 6 – Legislation

OHTA 506 – Ergonomics Essential OHTA 507 –Health Effects of Hazardous Substances

Contact Us +27 34 062 0799 admin@blugrey.co.za 67 Milkyway Street, Lower Signal Hill, Newcastle, Northern KwaZulu-Natal, South Africa

TSHEPA BASADI: THE BOMB SQUAD OF THE MINING INDUSTRY

ˇ˦˛˘ˣ˔ ʵ˔˦˔˗˜ ˜˦ ˔ ˪ˢˠ˘ˡʠˢ˪ˡ˘˗ ˘ˡ˚˜ˡ˘˘˥˜ˡ˚ ˔ˡ˗ ˣ˥ˢ˝˘˖˧ ˠ˔ˡ˔˚˘ˠ˘ˡ˧ Ѓ˥ˠ ˧˛˔˧ ˪˔˦ ˘˦˧˔˕˟˜˦˛˘˗ ˜ˡ ʥʣʤʪʡ

O

ne of the keys to Rassie Erasmus guiding the Springboks to two World Cup wins in a row was his innovative use of the substitute’s bench. His greatest weapon was sending in a fresh front row to torment a tiring opposition front row. That front row impact play has been nicknamed The Bomb Squad.

In the mining industry, outsourcing has the potential to be as gamechanging as the Bomb Squad is for the Boks. Outsourced engineering and project management solutions can give large or small operations the capacity and capability boost they need to execute their capital projects.

One of the industry’s most indemand ‘Bomb Squads’ is Tshepa Basadi, a black women-owned business which specialises in project, engineering, and construction management. Tshepa Basadi means “Trust Women” in Setswana, and the company was founded by Mbali Milanzi and Thabile Nkomo seven years, enjoying tremendous growth since then.

Tshepa Basadi manages a variety of projects within the mining industry, which focus on enabling capital portfolio excellence for mining capital projects. At the same time, the company continues to explore opportunities in line with their service offering while looking to diversify their skills offerings into other industries to ensure sustainable and ongoing growth.

focusing on understanding our ˧˔˥˚˘˧ ˠ˔˥˞˘˧ ˔˦ ˪˘˟˟ ˔˦ ˕˘˜ˡ˚ focused on our core service offerings ˔ˡ˗ ˡˢ˧ ˧˥ˬ˜ˡ˚ ˧ˢ ˕˘ ˔ ˝˔˖˞ ˢ˙ ˔˟˟ ˧˥˔˗˘˦ʟϣ says co-founder Mbali Milanzi, the company’s executive director whose talent for strategic growth, sales and overseeing the company’s operations has played an enormous role in its growth.

Ϣˊ˛˔˧ ˛˔˦ ˕˘˘ˡ ˖˥˨˖˜˔˟ ˙ˢ˥ ˢ˨˥ ˖ˢˠˣ˔ˡˬϠ˦ ˚˥ˢ˪˧˛ ˛˔˦ ˕˘˘ˡ

Ϣˊ˘Ϡ˩˘ ˔˟˦ˢ ˥˘ˠ˔˜ˡ˘˗ ˕ˢ˟˗ ˜ˡ ˢ˨˥ ˔ˣˣ˥ˢ˔˖˛ ˧ˢ ˕˨˦˜ˡ˘˦˦ʟ ˡˢ˧ ˔˟˟ˢ˪˜ˡ˚

36 | AFRICAN M I N I N G N EWS

She adds that consistency in sales to ensure a healthy project of ˣ˜ˣ˘˟˜ˡ˘˦ ˔ˡ˗ ˖ˢˡ˦˜˦˧˘ˡ˧ ˖˔˦˛ Єˢ˪ management has been essential for their success, in addition to creating a conducive company culture that enables excellence in delivery as well as competent, informed and reliable teams. Ϣ˂˨˥ ˖ˢˠˣ˘˧˜˧˜˩˘ ˔˗˩˔ˡ˧˔˚˘ ˜˦ ˜ˡ ˗˘˟˜˩˘˥˜ˡ˚ ˛˜˚˛ ˤ˨˔˟˜˧ˬ ˣ˘˥˙ˢ˥ˠ˔ˡ˖˘ʡ ˂˨˥ Ѓ˥˦˧ ˖˟˜˘ˡ˧ ˥˘ˠ˔˜ˡ˦ ˔ ˖˟˜˘ˡ˧ ˢ˙ ours today, seven years later. That ˜˦ ˔ ˧˘˦˧˔ˠ˘ˡ˧ ˢ˙ ˢ˨˥ ˣ˘˥˙ˢ˥ˠ˔ˡ˖˘ ˔˦ ˔ˡ ˢ˥˚˔ˡ˜˦˔˧˜ˢˡʡ ʴ˦ ˧˛˘ ˗˜˥˘˖˧ˢ˥˦ ˢ˙ ˧˛˘ ˕˨˦˜ˡ˘˦˦ʟ ˪˘ ˔˥˘ ˘ˡ˚˜ˡ˘˘˥˜ˡ˚ ˣ ˥ ˢ ˙ ˘ ˦ ˦ ˜ ˢ ˡ ˔ ˟ ˦ ˧ ˨ ˥ ˡ ˘ ˗ ˣ ˥ ˢ ˝ ˘ ˖ ˧ ˠ˔ˡ˔˚˘˥˦ʡ ˊ˘ ˨ˡ˗˘˥˦˧˔ˡ˗ ˧˛˘ ˕˨˦˜ˡ˘˦˦ ˪˘ ˔˥˘ ˜ˡ ˔ˡ˗ ˪˘ ˔˥˘ ˚ˢˢ˗ ˔˧ ˪˛˔˧ ˪˘ ˗ˢʡ ˇ˛˜˦ ˛˔˦ ˕˘˘ˡ ˜ˡ˦˧˥˨ˠ˘ˡ˧˔˟ ˜ˡ ˢ˨˥ ˔˕˜˟˜˧ˬ ˧ˢ ˜˗˘ˡ˧˜˙ˬ ˔ˡ˗ ˣ˨˥˦˨˘ ˢˣˣˢ˥˧˨ˡ˜˧˜˘˦ ˧˛˔˧ ˔˥˘ ˪ˢ˥˧˛˪˛˜˟˘ʟϣ adds Milanzi, who earned her BSc Hons in Chemical Engineering from the University of the Witwatersrand, after which she completed a Master of Engineering degree in Project Management (MPM) from the University of Pretoria.

ISSUE 15

˧˛˘ ˙˘˔˥ ˢ˙ ˧˛˘ ˨ˡ˞ˡˢ˪ˡ ˧ˢ ˦˧ˢˣ ˨˦ ˙˥ˢˠ ˚ˢ˜ˡ˚ ˔˙˧˘˥ ˦ˢˠ˘˧˛˜ˡ˚ʟϣ adds co-founder Thabile Nkomo, Managing Director of Tshepa Basadi, who holds a BSc Engineering ˤ˨˔˟˜Ѓ˖˔˧˜ˢˡ ˙˥ˢˠ ˧˛˘ ˈˡ˜˩˘˥˦˜˧ˬ ˢ˙ the Witwatersrand and Masters in Business Administration from the Gordon Institute of Business Science This strength of character is even more impressive considering the challenges the pair have faced as a woman-owned company. Ϣˇ˛˘˥˘Ϡ˦ ˔ ʶ˛˜ˡ˘˦˘ ˣ˥ˢ˩˘˥˕ ˧˛˔˧ ˦˔ˬ˦ʟ ϟ˂ˡ˘ ˚˘ˡ˘˥˔˧˜ˢˡ ˣ˟˔ˡ˧˦ ˧˛˘ ˧˥˘˘˦ʮ ˔ˡˢ˧˛˘˥ ˚˘˧˦ ˧˛˘ ˦˛˔˗˘ʡϠ ˊ˘ ˔˥˘ ˧˛˘ ˣ˥ˢ˗˨˖˧˦ ˢ˙ ˠ˔ˡˬ ˜ˡ˗˜˩˜˗˨˔˟˦ ˪˛ˢ ˠ˔˗˘ ˖˥˨˖˜˔˟ ˗˘˖˜˦˜ˢˡ˦ ˧ˢ ˘ˡ˦˨˥˘ ˖˛˔ˡ˚˘ ˜ˡ ˖ˢ˥ˣˢ˥˔˧˘ ˆˢ˨˧˛ ʴ˙˥˜˖˔ ˔ˡ˗ ˜ˡ ˢ˨˥ ˦ˢ˖˜˘˧ˬʡ ˆˢʟ ˔˦ ˔ˡ ˜ˡ˩˘˦˧ˠ˘ˡ˧ ˜ˡ ˧˥˔ˡ˦˙ˢ˥ˠ˔˧˜ˢˡʟ ˪˘ ˡ˘˘˗ ˧ˢ ˥˘ˠ˘ˠ˕˘˥ ˧˛˔˧ ˧˛˘ ˜ˠˣ˔˖˧ ˢ˙ ˧˛˘ ˦˔˖˥˜Ѓ˖˘˦ ˔ˡ˗ ˧˛˘ ˗˘˖˜˦˜ˢˡ ˧ˢ ˘ˠˣˢ˪˘˥ ˢ˧˛˘˥˦ ˪˜˟˟ ˟˘˔˩˘ ˔ lasting legacy for generations to ˖ˢˠ˘ʟϣ says Nkomo, who has a great passion for transformation.

While there are literally manmade obstacles placed in front of their advancement, on the plus side for women is the fact that their natural abilities come through in how they do things in terms of managing their business.

“We do not have to try hard to ˕˘ ˖˔˥˜ˡ˚ ˔ˡ˗ ˡ˨˥˧˨˥˜ˡ˚ ˧ˢ˪˔˥˗˦ ˘ˠˣ˟ˢˬ˘˘˦ ϝ ˜˧ ˖ˢˠ˘˦ ˡ˔˧˨˥˔˟˟ˬ ˧ˢ ˨˦ʡ ʼ˧ ˜˦ ˜ˠˣˢ˥˧˔ˡ˧ ˧ˢ ˥˘˖ˢ˚ˡ˜˦˘ ˔˦ ˔ ˟˘˔˗˘˥ ˧˛˔˧ ˬˢ˨ ˪ˢ˥˞ ˪˜˧˛ ˛˨ˠ˔ˡ ˕˘˜ˡ˚˦ ˪˛ˢ ˔˥˘ ˙˔˖˘˗ ˪˜˧˛ ˠ˔ˡˬ

ˣ˘˥˦ˢˡ˔˟ ˖˛˔˟˟˘ˡ˚˘˦ʡ ʸ˫˧˘ˡ˗˜ˡ˚ care, which is one of our values, is ˦ˢˠ˘˧˛˜ˡ˚ ˧˛˔˧ ˖ˢˠ˘˦ ˘˙˙ˢ˥˧˟˘˦˦˟ˬ ˧ˢ ˨˦ ˪˛˘˧˛˘˥ ˜˧Ϡ˦ ˖˔˥˘ ˧ˢ ˢ˨˥ ˘ˠˣ˟ˢˬ˘˘ ˢ˥ ˢ˨˥ ˖˟˜˘ˡ˧˦ʟϣ adds Nkomo. Ϣˊˢˠ˘ˡ ˔˟˦ˢ ˧˘ˡ˗ ˧ˢ ˕˘ ˩˘˥ˬ ˥˘˦˜˟˜˘ˡ˧ ˔ˡ˗ ˛˔˩˘ ˧˛˘ ˔˕˜˟˜˧ˬ ˧ˢ ˠ˔˞˘ ˧˛˜ˡ˚˦ ˪ˢ˥˞ʟ ˥˘˚˔˥˗˟˘˦˦ ˢ˙ ˧˛˘˜˥ ˖˜˥˖˨ˠ˦˧˔ˡ˖˘˦ʡ ˊ˜˧˛ˢ˨˧ ˥˘˦˜˟˜˘ˡ˖˘ʟ ˪˘ ˪ˢ˨˟˗ˡϠ˧ ˕˘ ˪˛˘˥˘ ˪˘ ˔˥˘ ˧ˢ˗˔ˬ ˕˘˖˔˨˦˘ ˪˘ ˛˔˩˘ ˛˔˗ ˧ˢ ˪˜˧˛˦˧˔ˡ˗ ˦ˢˠ˘ ˩˘˥ˬ ˖˛˔˟˟˘ˡ˚˜ˡ˚ ˘˫ˣ˘˥˜˘ˡ˖˘˦ʡϣ This resilience has been a key factor in Tshepa Basadi achieving the incredible results for their clients which has seen the company surpass the R25-billion milestone in projects value delivered.

The pair have also faced the challenge of pursuing their ambitions ˪˛˜˟˘ ˙˨˟Ѓ˟˟˜ˡ˚ ˧˛˘˜˥ ˥ˢ˟˘ ˜ˡ ˦ˢ˖˜˘˧ˬ ˔˦ a woman. Both ladies remain very family orientated as wives and mothers, and credit following a concept called work-life integration for enabling them to achieve their success at work and home. Ϣˇ˛˜˦ ˜˦ ˔ ˖ˢˡ˖˘ˣ˧ ˧˛˔˧ ˜˦ ˥˘˔˟˟ˬ ˟˜˕˘˥˔˧˜ˡ˚ʟ ˔ˡ˗ ˜˧ ˜˦ ˜ˠˣˢ˥˧˔ˡ˧ ˧ˢ ˥˘˖ˢ˚ˡ˜˦˘ ˬˢ˨˥ ˦˨ˣˣˢ˥˧ ˦ˬ˦˧˘ˠ ˔ˡ˗ ˟˘˔ˡ ˢˡ ˧˛˘ˠ ˔˦ ˔ˡ˗ ˪˛˘ˡ ˥˘ˤ˨˜˥˘˗ʟϣ stresses Nkomo.

As relatively young players in the mining services industry, the pair are keenly aware that skills shortages are going to have a major impact on employers in South Africa. They believe that their own position as a 49% youth-owned company in

ˆˢ˨˧˛ ʴ˙˥˜˖˔ ˜˦ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˚˜˩˘ˡ ˧˛˔˧ youth unemployment rates are so unacceptably high throughout the country. Ϣˊ˘ ˪ˢ˨˟˗ ˛ˢˣ˘ ˧˛˔˧ ˢ˧˛˘˥ ˬˢ˨ˡ˚ ˆˢ˨˧˛ ʴ˙˥˜˖˔ˡ˦ ˪˛ˢ ˔˥˘ ˦˧˥˨˚˚˟˜ˡ˚ ˧ˢ Ѓˡ˗ ˘ˠˣ˟ˢˬˠ˘ˡ˧ ˥˘˔˟˜˦˘ʟ ˧˛˥ˢ˨˚˛ seeing our efforts and those of ˠ˔ˡˬ ˢ˧˛˘˥ ˦˨˖˖˘˦˦˙˨˟ ˬˢ˨ˡ˚ ˆˢ˨˧˛ ʴ˙˥˜˖˔ˡ ˘ˡ˧˥˘ˣ˥˘ˡ˘˨˥˦ʟ ˧˛˔˧ ˦˧˔˥˧˜ˡ˚ ˬˢ˨˥ ˢ˪ˡ ˕˨˦˜ˡ˘˦˦ ˥˘˔˟˟ˬ ˜˦ ˔ˡ ˢˣ˧˜ˢˡʟϣ says Milanzi, highlighting the fact that, through patience and hard work, Tshepa Basadi now employs over 60 staff members.

When the company was started, both directors were under 35, and today one of their directors is now under 35 years old. Ϣ ˌ ˢ ˨ ˡ ˚ ˣ ˘ ˢ ˣ ˟ ˘ ˔ ˥ ˘ ˢ ˙ ˧ ˘ ˡ ˗˜˦˥˘˚˔˥˗˘˗ʟ ˔ˡ˗ ˘˫˖˟˨˗˘˗ ˙˥ˢˠ ˢ ˣ ˣ ˢ ˥ ˧ ˨ ˡ ˜ ˧ ˜ ˘ ˦ ˗ ˨ ˘ ˧ ˢ ϟ ˟ ˔ ˖ ˞ ˢ ˙ ˘˫ˣ˘˥˜˘ˡ˖˘Ϡʡ ʵ˘˜ˡ˚ ˬˢ˨˧˛ʠˢ˪ˡ˘˗ ˠ˘˔ˡ˦ ˧˛˔˧ ˪˘ ˨ˡ˗˘˥˦˧˔ˡ˗ ˧˛˘ ˣ˥˘˦˦˨˥˘˦ ˔ˡ˗ ˥˘˔˟˜˧˜˘˦ ˢ˙ ˬˢ˨ˡ˚ ˣ˘ˢˣ˟˘ ˜ˡ ˆˢ˨˧˛ ʴ˙˥˜˖˔ ˔ˡ˗ ˪˘ ˣ˥˜ˢ˥˜˧˜˦˘ ˘ˠˣˢ˪˘˥˜ˡ˚ ˬˢ˨ˡ˚ ˣ˘ˢˣ˟˘ ˧ˢ ˦˧˥˜˩˘ ˧ˢ ˔˖˛˜˘˩˘ ˧˛˘˜˥ ˗˥˘˔ˠ˦ϣʡ “In a country with such a young ˣˢˣ˨˟˔˧˜ˢˡʟ ˬˢ˨˧˛ ˘ˠˣ˟ˢˬˠ˘ˡ˧ ˔ˡ˗ ˘ˠˣˢ˪˘˥ˠ˘ˡ˧ ˜˦ ˔ ˠ˔˝ˢ˥ lever which organisations such as ˢ˨˥˦ ˖˔ˡ ˨˦˘ ˧ˢ ˗˥˜˩˘ ˠ˘˔ˡ˜ˡ˚˙˨˟ change. This is why we are not ˢˡ˟ˬ ˬˢ˨˧˛ʠˢ˪ˡ˘˗ʟ ˕˨˧ ˖ˢˡ˧˜ˡ˨˘ ˧ˢ ˘ˠˣ˟ˢˬ ˔˦ ˠ˔ˡˬ ˬˢ˨ˡ˚ ˣ˘ˢˣ˟˘ ˜ˡ ˢ˨˥ ˢ˥˚˔ˡ˜˦˔˧˜ˢˡ ˔˦ ˣˢ˦˦˜˕˟˘ʟϣ adds Milanzi.

The company operates in a highly competitive market, and this makes AFRICAN M I N I N G N EWS

I S S U E 1 5 | 37

talent retention equally crucial for any organisation. Tshepa Basadi has learnt the importance of developing talent retention strategies which prioritise the growth and of their employees.

“One of our values is excellence, ˪˛˜˖˛ ˦ˣ˘˔˞˦ ˧ˢ ˢ˨˥ ˖ˢˡ˗˨˖˧ ˔˦ ˪˘˟˟ ˔˦ ˢ˨˥ ˗˘˟˜˩˘˥ˬʡ ʻˢ˪˘˩˘˥ʟ ˪˘ ˛˔˩˘ ˦˘˘ˡ ˙˜˥˦˧ʠ˛˔ˡ˗ ˛ˢ˪ ˣ˘ˢˣ˟˘ ˖˔ˡ ˠ˔˞˘ ˢ˥ ˕˥˘˔˞ ˬˢ˨˥ ˢ˥˚˔ˡ˜˦˔˧˜ˢˡʡ ʴ˦ ˪˘Ϡ˩˘ ˚˥ˢ˪ˡ ˢ˩˘˥ ˧˛˘ ˬ˘˔˥˦ʟ ˪˘Ϡ˩˘ ˛˔˗ ˧ˢ ˙ˢ˖˨˦ ˢˡ ˗˘˩˘˟ˢˣ˜ˡ˚ ˔ˡ˗ ˦˧˥˘ˡ˚˧˛˘ˡ˜ˡ˚ ˥˘˖˥˨˜˧ˠ˘ˡ˧ ˣ˥ˢ˖˘˦˦˘˦ ˧ˢ ˘ˡ˦˨˥˘ ˧˛˔˧ ˪˘ ˚˘˧ ˧˛˘ ˕˘˦˧ ˧˔˟˘ˡ˧ ˧˛˘ ˠ˔˥˞˘˧ ˛˔˦ ˧ˢ ˢ˙˙˘˥ʡ ˊ˘ ˛˔˩˘ ˜ˠˣ˟˘ˠ˘ˡ˧˘˗ talent sourcing strategies that have ˘ˡ˔˕˟˘˗ ˨˦ ˧ˢ ˥˘˖˥˨˜˧ ˖ˢˠˣ˘˧˘ˡ˧ ˔ˡ˗ ˣ˥ˢ˙˘˦˦˜ˢˡ˔˟ ˧˘˔ˠ˦ʟϣ says Milanzi.

Not only must service providers be knowledgeable about the industry in which they operate in order to apply best practices in the correct context, they also need to possess the required knowledge of the regulatory environment to protect the client’s interests. Ϣˇ˛˘ ˡ˘˘˗ ˙ˢ˥ ˣ˥ˢ˝˘˖˧ ˠ˔ˡ˔˚˘˥˦ ˛˔˦ ˚˥ˢ˪ˡ ˜ˠˠ˘ˡ˦˘˟ˬ ˜ˡ ʴ˙˥˜˖˔ʟ ˔ˡ˗ is forecasted to continue to grow. ˂˨˥ ˜ˡ˗˨˦˧˥ˬ ˜˦ ˖ˢˠˣ˘˧˜˧˜˩˘ ˕˨˧ ˪˘ ˕˘˟˜˘˩˘ ˧˛˔˧ ˢ˨˥ ˙ˢ˖˨˦ ˢˡ ˗˘˩˘˟ˢˣ˜ˡ˚ ˖ˢˠˣ˘˧˘ˡ˧ ˣ˥ˢ˝˘˖˧ ˠ˔ˡ˔˚˘˥˦ʟ ˪˜˧˛ ˧˛˘ ˥˜˚˛˧ ˦˞˜˟˟˦ ˔ˡ˗ ˔˖˖˥˘˗˜˧˔˧˜ˢˡ˦ʟ ˪˜˟˟ ˣ˥˘ˣ˔˥˘ ˨˦ ˧ˢ ˠ˘˘˧ ˧˛˘ ˗˘ˠ˔ˡ˗ ˔ˡ˗ ˘ˡ˔˕˟˘ ˨˦ ˧ˢ ˖ˢˠˣ˘˧˘ ˚˟ˢ˕˔˟˟ˬʟϣ adds Nkomo. Q

38 | AFRICAN M I N I N G N EWS

ISSUE 15

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RACE TO CLOSE THE INNOVATION GAP The 2024 Global Innovation Index reveals a serious concern: as global mining competitors forge ahead with innovation, South Africa continues to lag at just 69th of 133 countries – well behind mining powerhouses such as Brazil (50th) and Australia (23rd).

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iccording to a 2024 report by the Human Sciences Research Council, while 58.4% of South African mining and quarrying businesses invested in innovation between 2019 and 2021, this even falls short of the 61.8% average across all local sectors, pointing to a growing innovation gap within the mining industry.

According to Johnny Coetzee, an engineering advisor ˔˧ ˇʷˆ ˃˥ˢ˝˘˖˧˦ ʺ˥ˢ˨ˣʟ ˔ ˟˘˔˗˜ˡ˚ ʸ˃ʶ Ѓ˥ˠ ˜ˡ ʴ˙˥˜˖˔ʟ ˧˛˜˦ points to the increasingly critical role of engineering skills and contributions to bridge the gap and enhance local mining competitiveness. Ϣ˅˔˧˛˘˥ ˧˛˔ˡ ˔ ˦˘˧˕˔˖˞ʟ ˪˘ ˦˘˘ ˧˛˘ ˜ˡˡˢ˩˔˧˜ˢˡ ˚˔ˣ ˔˦ ˔ˡ ˢˣˣˢ˥˧˨ˡ˜˧ˬ ˧ˢ ˔˦˦˜˦˧ ˖ˢˠˣ˔ˡ˜˘˦ ˜ˡ ˢ˩˘˥˖ˢˠ˜ˡ˚ ˕ˢ˧˛ new and longstanding challenges, and enhance their ˜ˡ˧˘˥ˡ˔˧˜ˢˡ˔˟ ˖ˢˠˣ˘˧˜˧˜˩˘ˡ˘˦˦ʡ ʼˡ ˙˔˖˧ʟ ˟ˢ˖˔˟ ˘ˡ˚˜ˡ˘˘˥˦ ˛˔˩˘ ˔ ˣ˔˥˧˜˖˨˟˔˥ ˞ˡ˔˖˞ ˙ˢ˥ ˜ˡˡˢ˩˔˧˜ˡ˚ʟ ˔ˡ˗ ˔˗˔ˣ˧˜ˡ˚ ˘˫˜˦˧˜ˡ˚ ˜ˡ˩˘ˡ˧˜ˢˡ˦ ˔ˡ˗ ˧˘˖˛ˡˢ˟ˢ˚˜˘˦ ˧ˢ ˦˨˜˧ ˨ˡ˜ˤ˨˘ ˟ˢ˖˔˟ ˡ˘˘˗˦ ˔ˡ˗ ˥˘ˤ˨˜˥˘ˠ˘ˡ˧˦ʡϣ With over 160 years of local mining history, there is also a wealth of knowledge and experience in the industry – especially in deep level mining, where a proud legacy of problem-solving continues today, he says. Ϣˀˢ˥˘ ˥˘˖˘ˡ˧˟ˬʟ ˟ˢ˖˔˟ ˘ˡ˚˜ˡ˘˘˥˦ ˛˔˩˘ ˦ˣ˘˖˜Ѓ˖˔˟˟ˬ ˕˘˘ˡ ˥˘˖ˢ˚ˡ˜˦˘˗ ˚˟ˢ˕˔˟˟ˬ ˙ˢ˥ ˧˛˘˜˥ ˪ˢ˥˞ ˜ˡ ˔˗˩˔ˡ˖˘˗ ˧˘˖˛ˡˢ˟ˢ˚ˬʟ ˦˨˖˛ ˔˦ ˔˨˧ˢˠ˔˧˘˗ ˗˘˩˜˖˘˦ ˧˛˔˧ ˕ˢˢ˦˧ ˣ˥ˢ˗˨˖˧˜˩˜˧ˬ ˔ˡ˗ ˦˔˙˘˧ˬ ˪˛˜˟˘ ˠ˜ˡ˜ˠ˜˦˜ˡ˚ ˜ˡ˝˨˥˜˘˦ ˔ˡ˗ ˟ˢ˦˧ ˧˜ˠ˘ʟ ˛˘˟ˣ˜ˡ˚ ˖ˢˠˣ˔ˡ˜˘˦ ˔˩ˢ˜˗ ˖ˢ˦˧ ˢ˩˘˥˥˨ˡ˦ʡ ʵ˘ˬˢˡ˗ ˠ˜ˡ˜ˡ˚ʟ ˘ˡ˚˜ˡ˘˘˥˦ ˔˥˘ ˔˟˦ˢ Ѓˡ˗˜ˡ˚ ˜ˡˡˢ˩˔˧˜˩˘ ˪˔ˬ˦ ˧ˢ ˔˗˗˥˘˦˦ ˕˥ˢ˔˗˘˥ ˡ˔˧˜ˢˡ˔˟ ˖˛˔˟˟˘ˡ˚˘˦ʟ ˦˨˖˛ ˔˦ ˪˔˧˘˥ ˦˖˔˥˖˜˧ˬʟ ˕ˬ ˖˥˘˔˧˜ˡ˚ ˠˢ˥˘ ˘˙Ѓ˖˜˘ˡ˧ ˧˘˖˛ˡˢ˟ˢ˚˜˘˦ ˧˛˔˧ ˕˘ˡ˘Ѓ˧ ˧˥˔˗˜˧˜ˢˡ˔˟˟ˬ ˪˔˧˘˥ʠ˜ˡ˧˘ˡ˦˜˩˘ ˜ˡ˗˨˦˧˥˜˘˦ ˦˨˖˛ ˔˦ ˠ˜ˡ˜ˡ˚ ˔ˡ˗ ˙˔˥ˠ˜ˡ˚ ϝ ˪˛˜˖˛ ˕ˢ˧˛ ˣ˟˔ˬ ˔ ˠ˔˝ˢ˥ ˥ˢ˟˘ ˜ˡ ˧˛˘ ˟ˢ˖˔˟ ˘˖ˢˡˢˠˬʡϣ

Local challenges driving creative solutions

The industry is currently facing multiple pressures which are forcing rapid adaptation and changes. ˂ˡ˘ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˧˥˘ˡ˗ ˜˦ ˧˛˘ ˘ˠ˜˚˥˔˧˜ˢˡ ˢ˙ ˘ˡ˚˜ˡ˘˘˥˜ˡ˚ talent seeking opportunities abroad, pushing mining companies to rely more heavily on the services of expert 26 | AFRICAN M I N I N G N EWS

ISSUE 15

Always in Always in control with control with Flow Systems Flow Systems

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YEAR WARRANTY YEAR WARRANTY

I N N O VAT I O N

˘ˡ˚˜ˡ˘˘˥˜ˡ˚ Ѓ˥ˠ˦ʡ ˇ˛˜˦ ˦˛˜˙˧ ˛˔˦ ˛˔˗ ˔ˡ ˨ˡ˘˫ˣ˘˖˧˘˗ ˕˘ˡ˘Ѓ˧ ˙ˢ˥ ˦ˠ˔˟˟˘˥ ˘ˡ˚˜ˡ˘˘˥˜ˡ˚ Ѓ˥ˠ˦ʡ Ϣˆˠ˔˟˟˘˥ ˖ˢˠˣ˔ˡ˜˘˦ ˔˥˘ ˔˕˟˘ ˧ˢ ˢ˙˙˘˥ ˖˟˜˘ˡ˧˦ ˧˛˘ ˕˘ˡ˘Ѓ˧ ˢ˙ ˔ ˠˢ˥˘ ˙ˢ˖˨˦˦˘˗ ˧˘˔ˠ ˙ˢ˥ ˚˥˘˔˧˘˥ Є˘˫˜˕˜˟˜˧ˬ ˔ˡ˗ ˙˔˦˧˘˥ ˧˨˥ˡ˔˥ˢ˨ˡ˗ ˧˜ˠ˘˦ ˧˛˔ˡ ˟˔˥˚˘˥ Ѓ˥ˠ˦ʟϣ ʶˢ˘˧˭˘˘ ˘˫ˣ˟˔˜ˡ˦ʡ Ϣˇ˛˜˦ʟ ˜ˡ ˧˨˥ˡʟ ˢ˙˧˘ˡ ˧˥˔ˡ˦˟˔˧˘˦ ˜ˡ˧ˢ ˣˢ˦˜˧˜˩˘ ˕˘ˡ˘Ѓ˧˦ ˙ˢ˥ ˟˘˔˗ ˧˜ˠ˘˦ ˜ˡ ˣ˥ˢ˖˘˦˦ ˜ˡˡˢ˩˔˧˜ˢˡ˦ʡϣ Stricter regulations have intensified the need for engineers capable of creating safer work environments through the integration of innovative designs and technology. Mining companies are also seeking outˢ˙ʠ˧˛˘ʠ˕ˢ˫ ˦ˢ˟˨˧˜ˢˡ˦ ˔ˡ˗ Ѓ˫˘˦ ˔˦ ˢˣˣˢ˦˘˗ ˧ˢ ˧˥˔˗˜˧˜ˢˡ˔˟ open-pit, deep-level mining approaches as they seek to optimise resource extraction while containing costs, especially when faced with declining ore grades.

safely and on schedule. Despite the challenges, they successfully completed the project within record time, relative to all earlier water door installation projects at Venetia.

Adapting for South African needs

Although South African engineers follow and implement global best practices, they’re increasingly modifying designs to match unique local requirements, adapting them to account for specific geological complexities or even worker expectations. Ϣʹˢ˥ ˘˫˔ˠˣ˟˘ʟ ˪˘ ˢ˙˧˘ˡ ˣ˟˔˖˘ ˘ˠˣ˛˔˦˜˦ ˢˡ ˦˜ˠˣ˟˜˙ˬ˜ˡ˚ ˧˛˘ ˗˘˦˜˚ˡ ˢ˙ ˘ˤ˨˜ˣˠ˘ˡ˧ ˔ˡ˗ ˦˧˥˨˖˧˨˥˘˦ ˧ˢ ˗˘˖˥˘˔˦˘ ˧˛˘ ˡ˨ˠ˕˘˥ ˢ˙ ˣˢ˧˘ˡ˧˜˔˟ ˙˔˜˟˨˥˘ ˣˢ˜ˡ˧˦ʡ ˊ˘ ˔˟˦ˢ ˟ˢˢ˞ ˧ˢ ˦˜ˠˣ˟˜˙ˬ ˣ˥ˢ˗˨˖˧˜ˢˡ ˣ˥ˢ˖˘˦˦˘˦ ˧ˢ ˘˟˜ˠ˜ˡ˔˧˘ ˔ˡˬ ˨ˡˡ˘˖˘˦˦˔˥ˬ ˦˧˘ˣ˦ ˧˛˔˧ ˖ˢ˨˟˗ ˣˢ˦˘ ˔ ˥˜˦˞ ˧ˢ ˪ˢ˥˞˘˥˦ʡϣ

Ϣˀ˔ˡ˔˚˜ˡ˚ ˖ˢ˦˧˦ ˔ˡ˗ ˖˔˦˛ Єˢ˪ ˜˦ ˔ ˣ˔˥˧˜˖˨˟˔˥˟ˬ ˡˢ˧˔˕˟˘ ˖˛˔˟˟˘ˡ˚˘ ˜ˡ ˧˛˘ ˜ˡ˗˨˦˧˥ˬ ˚˜˩˘ˡ ˧˛˘ ˩ˢ˟˔˧˜˟˜˧ˬ ˢ˙ ˚˟ˢ˕˔˟ ˖ˢˠˠˢ˗˜˧ˬ ˣ˥˜˖˘˦ ˔ˡ˗ ˔ ˛˜˚˛˟ˬ ˖ˢˠˣ˘˧˜˧˜˩˘ ˘ˡ˩˜˥ˢˡˠ˘ˡ˧ϣ

He notes that the South African engineering sector is heading in the right direction overall, and has shown remarkable resilience in the midst of mounting local social and economic pressures.

“ʼˡ ˥˘˦ˣˢˡ˦˘ʟ ˪˘Ϡ˥˘ ˦˘˘˜ˡ˚ ˚˥˘˔˧˘˥ ˘ˠˣ˛˔˦˜˦ ˢˡ ˦ˠ˔˥˧ ˜ˡ˙˥˔˦˧˥˨˖˧˨˥˘ ˔ˡ˗ ˘ˤ˨˜ˣˠ˘ˡ˧ ˧˛˔˧ ˥˘˟˜˘˦ ˢˡ ˔˨˧ˢˠ˔˧˜ˢˡʟ ˔˦ ˪˘˟˟ ˔˦ ˗˔˧˔ ˔ˡ˔˟ˬ˧˜˖˦ ˪˜˧˛ ˥˘˔˟ʠ˧˜ˠ˘ ˠˢˡ˜˧ˢ˥˜ˡ˚ ˧ˢ ˘ˡ˛˔ˡ˖˘ ˣ˥ˢ˗˨˖˧˜˩˜˧ˬʡ ʶˢˠˣ˔ˡ˜˘˦ ˔˥˘ ˔˟˦ˢ ˧˨˥ˡ˜ˡ˚ ˧ˢ ˘˖ˢʠ˙˥˜˘ˡ˗˟ˬ ˜ˡˡˢ˩˔˧˜ˢˡ˦ ˧ˢ ˠ˔˫˜ˠ˜˦˘ ˠ˔˧˘˥˜˔˟ ˥˘˨˦˘ʟ ˥˘˗˨˖˘ ˗˘ˣ˘ˡ˗˘ˡ˖ˬ ˢˡ ˡ˘˪ ˥˔˪ ˠ˔˧˘˥˜˔˟˦ʟ ˔ˡ˗ ˟ˢ˪˘˥ ˢˣ˘˥˔˧˜ˢˡ˔˟ ˖ˢ˦˧˦ʡ ˊ˘ ˦˘˘ ˘˫˔ˠˣ˟˘˦ ˢ˙ ˧˛˜˦ ˜ˡ ˪˔˧˘˥ conservation and reduction technologies, along with ˜ˠˣ˥ˢ˩˘˗ ˪˔˧˘˥ ˠ˔ˡ˔˚˘ˠ˘ˡ˧ ˦ˬ˦˧˘ˠ˦ʡϣ

Ϣʼˡ ˙˔˖˧ʟ ˣ˥˘˦˦˨˥˘˦ ˦˨˖˛ ˔˦ ˘ˡ˘˥˚ˬ ˖ˢˡ˦˧˥˔˜ˡ˧˦ ˛˔˩˘ ˠ˔˗˘ ˆˢ˨˧˛ ʴ˙˥˜˖˔ ˔ ˧˘˦˧˜ˡ˚ ˚˥ˢ˨ˡ˗ ˙ˢ˥ ˜ˡˡˢ˩˔˧˜ˢˡ˦ ˔ˡ˗ ˥˘˦ˣˢˡ˦˘˦ ˧˛˔˧ ˖ˢ˨˟˗ ˦˘˧ ˡ˘˪ ˚˟ˢ˕˔˟ ˕˘ˡ˖˛ˠ˔˥˞˦ʡ ˊ˘ ˛˔˩˘ ˧˛˘ ˧˘˖˛ˡ˜˖˔˟ ˖˔ˣ˔˕˜˟˜˧˜˘˦ ϝ ˧˛˘ ˢˡ˟ˬ ˤ˨˘˦˧˜ˢˡ ˥˘ˠ˔˜ˡ˜ˡ˚ ˜˦ ˖ˢˠˣ˔ˡ˜˘˦Ϡ ˪˜˟˟˜ˡ˚ˡ˘˦˦ ˧ˢ ˜ˡ˩˘˦˧ ˔ˡ˗ ˘˩ˢ˟˩˘ϣʡ

Innovation in action

Another example of increased focus on sustainable technology is energy-efficient machinery and the introduction of renewable energy sources at mines – an area where TDS itself is active.

TDS has been extensively involved in introducing battery-powered mining vehicles in underground mining operations. Supported by solar installations and charging infrastructure, its projects have helped mining companies to meet environmental targets, while addressing concerns surrounding energy security, emissions, and noise pollution, improving underground working conditions.

The company’s work at the Venetia diamond mine further demonstrates how local engineers are tackling complex challenges with tailored, creative solutions. When tasked with installing an underground water door, its experts had to account for natural ground movements, varying pressures, temperature Є˨˖˧˨˔˧˜ˢˡ˦ʟ ˔ˡ˗ ˠˢ˜˦˧˨˥˘ ˟˘˩˘˟˦ʟ ˔˟˟ ˪˛˜˟˘ ˠ˔ˡ˔˚˜ˡ˚ ˧˛˘ ˜ˡ˦˧˔˟˟˔˧˜ˢˡ ˜ˡ ˔ ˖ˢˡЃˡ˘˗ ˦ˣ˔˖˘ ˪˜˧˛ ˟˜ˠ˜˧˘˗ ˔˖˖˘˦˦ ˔ˡ˗ ˔˖˧˜˩˘ ˠ˜ˡ˜ˡ˚ ˢˣ˘˥˔˧˜ˢˡ˦ ˪˜˧˛ ˛˜˚˛ ˨ˡ˗˘˥˚˥ˢ˨ˡ˗ ˧˥˔˙Ѓ˖ʡ Innovative planning and rigging practices were implemented to ensure that the work was done 44 | AFRICAN M I N I N G N EWS

ISSUE 15

Ϣˈ˟˧˜ˠ˔˧˘˟ˬʟ ˘ˡ˚˜ˡ˘˘˥˦Ϡ ˔˕˜˟˜˧ˬ ˧ˢ ˥˜˦˘ ˧ˢ ˧˛˘ ˖˛˔˟˟˘ˡ˚˘ʟ ˔ˡ˗ ˗˘˟˜˩˘˥ ˣ˥˔˖˧˜˖˔˟ʟ ˖ˢ˦˧ʠ˘˙˙˘˖˧˜˩˘ ˦ˢ˟˨˧˜ˢˡ˦ʟ ˪˜˟˟ ˕˘ ˘˦˦˘ˡ˧˜˔˟ ˜ˡ ˖˟ˢ˦˜ˡ˚ ˧˛˘ ˜ˡˡˢ˩˔˧˜ˢˡ ˚˔ˣʟ ˔ˡ˗ ˘ˡ˦˨˥˜ˡ˚ ˧˛˘ ˠ˜ˡ˜ˡ˚ ˜ˡ˗˨˦˧˥ˬϠ˦ ˟ˢˡ˚ʠ˧˘˥ˠ ˩˜˔˕˜˟˜˧ˬʟϣ he concludes. Q

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LEADING CONTAINMENT

LINERS

DESIGNED SPECIFICALLY FOR USE IN CHEMICALLY AGGRESSIVE ENVIRONMENTS, AKS LINING SYSTEMS SUPPLIES A RANGE OF LINING SOLUTIONS, UTILISED EXTENSIVELY IN INFRASTRUCTURE CONTAINMENT PROJECTS

KS Lining Systems is a manufacturer of thermoplastic liners, specialising in geomembrane and corrosion protective liners. The company has grown to become a competitive global producer, and its products are exˣˢ˥˧˘˗ ˧ˢ ˠˢ˥˘ ˧˛˔ˡ ʦʣ ˖ˢ˨ˡ˧˥˜˘˦ worldwide, where they are used in diverse applications such as mining, environmental conservation, water treatment and general infrastructure. With its plant situated in Cape Town, AKS Lining Systems naturally also offers strong support to the local South African and SADC regions.

Various Containment and Corrosion resistant solutions

According to Peter Hardie, Technical & International Sales Manager at AKS Lining Systems, the company’s geomembrane range of products, Geoliner™, are manufactured from HDPE or LLDPE resins which are considered chemically inert. De˦˜˚ˡ˘˗ ˦ˣ˘˖˜Ѓ˖˔˟˟ˬ ˙ˢ˥ ˨˦˘ ˜ˡ ˖˛˘ˠically aggressive environments Geoliner™ is manufactured using ˧˛˘ ϟЄ˔˧ʠ˗˜˘Ϡ ˣ˥ˢ˖˘˦˦ ˔ˡ˗ ˜˦ ˦˨ˣˣ˟˜˘˗ ˜ˡ ʪˠ ˪˜˗˘ ˥ˢ˟˟˦ ˜ˡ ˟ˢˡ˚ ˟˘ˡ˚˧˛˦ ˨ˣ ˧ˢ ʥʥʣˠ ˢˡ ˔ ˥ˢ˟˟ʟ ˪˜˧˛ ˩˔˥˜ˢ˨˦ ˦˨˥˙˔˖˘ Ѓˡ˜˦˛˘˦ʟ ˦˨˖˛ ˔˦ ˦ˠˢˢ˧˛ʟ ˧˘˫˧˨˥˘˗ or mega textured. These finishes can be supplied in combinations of either single- or double-sided. Our

state-of-the art laboratory ensures all liner produced meet or exceed international standards such as ʺ˅ʼʠʺˀʤʦʟ ʺ˅ʼʠʺˀʤʪ ˔ˡ˗ ˧˛˘ ˟ˢ˖˔˟ ˦˧˔ˡ˗˔˥˗ ˆʴˁˆʤʨʥʩʡ Geoliner™ is used in the construction of environmentally critical ˙˔˖˜˟˜˧˜˘˦ ˟˜˞˘ ʿ˔ˡ˗Ѓ˟˟ ˦˜˧˘˦ʟ ˇ˔˜˟˜ˡ˚˦ facilities and Ash Storage facilities, ˘ˡ˦˨˥˜ˡ˚ ˧˛˔˧ ˖ˢˡ˧˔ˠ˜ˡ˔˧˘˗ ˘˙Є˨ent does not seep into the ground water. Crucial conservation of water makes Geoliner™ the high-performance barrier of choice.

In addition to the Geoliner™ range, AKS Lining Systems have their Є˔˚˦˛˜ˣ ˣ˥ˢ˗˨˖˧ʟ ʴʾˆϱ ʶˢ˥˥ˢ˦˜ˢˡ Protection Liner. AKS™ (Anchor Knob Sheet) is a liner extruded with a matrix of anchors. It is used extensively ˜ˡ ˔˖˜˗ ˣ˥ˢˢЃˡ˚ ˖ˢˡ˖˥˘˧˘ ˦˧˥˨˖˧˨˥˘˦ʟ by being cast-into the concrete. The mechanical bonds into the concrete, meaning the product can be used in a vast range of applications, from mining, sewerage treatment and large outfall sewers. Due to the extremely high wear resistance and abrasion resistance, the AKS™ internal lining in sewer systems is ideally suited for trenchless installation of large diameter pipes. ʵ˘˜ˡ˚ ʼˆ˂ ʬʣʣʤʭʥʣʤʨ ˖˘˥˧˜˙˜˘˗ʟ ensures that management system and quality procedures are maintained and reviewed at the highest possible levels. These systems and

procedures follow through right from resin suppliers, shipping and ˟ˢ˚˜˦˧˜˖˦ʟ ˧ˢ Ѓˡ˜˦˛˘˗ ˣ˥ˢ˗˨˖˧ʟ ˧˘˦˧˜ˡ˚ and delivery.

Quality and Traceability For identification, tracking and traceability, all AKS™ and Geoliner™ rolls are individually labelled and numbered. The in-house Manufacturing Quality Control system ensures traceability of each roll and its components right through from incoming resin, in-line production ˧˘˦˧˜ˡ˚ʟ ˄ʶ ˧˘˦˧˜ˡ˚ ˔ˡ˗ Ѓˡ˔˟ ˀ˄ʶ ʶ˘˥˧˜Ѓ˖˔˧˜ˢˡʡ With a wealth of experience and knowledge our sales engineers will provide you with technical assistance and custom solutions for your project. Our competent logistical team ensures expert handling and loading of trucks and containers, along with paperwork and all other commercial requirements.

We have an open-door policy, inviting customers to inspect and review their product during manufacturing and testing, giving them peace of mind when materials start arriving on their sites. ʶˢˡ˧˔˖˧ ˨˦ ˔˧ ʞʥʪʛʣʜ ʥʤ ʬʫʦ ʥʪʣʣʟ visit our website www.aks.co.za or send an email to aksmarketing@ aks.co.za

AFRICAN M I N I N G N EWS

I S S U E 1 5 | 45

TRUMP

DRILL, BABY, DRILL!

TRUMP WITHDRAWS FROM PARIS AGREEMENT The news that one of Donald Trump’s multitude of Executive Orders is to withdraw from the Paris Agreement could prove a costly mistake for the reign of the 47th President of the United States… but a boon for the rest of the world

W

ith Trump’s decision to end the USA’s obligations to the Paris Agreement, his supporters have applauded yet another smart cost-saving initiative.

The reality is that, just like his faith in tariffs as a means of growing the US economy, parting ways with ˃˔˥˜˦ ˜˦ ˟˜˞˘˟ˬ ˧ˢ ˕˔˖˞Ѓ˥˘ ˢˡ ˇ˥˨ˠˣϠ˦ America… but should be good news for the rest of the world.

Trump has appealed to his Republican base by committing to the commandment to Ϣ˗˥˜˟˟ʟ ˕˔˕ˬʟ ˗˥˜˟˟ϣ. What the MAGA accountants haven’t taken into account is the fact that the USA is already the biggest producer of crude oil, but if they Ϣ˨ˣϣ production to greater and greater levels, not only will the be speeding up the depletion of their natural resource, but they will also be swamping the market. As high school economics will teach you, an increase in supply leads to a decrease in demand, which can lower prices.

The machismo of 47’s call to “drill, ˕˔˕ˬʟ ˗˥˜˟˟ϣ has perhaps not factored into his sharpie-driven strategy the effect on price. Added to that,

with the focus (and subsidies) all funnelled towards fossil fuels, the USA will be likely to lose ground in the development of new technologies for green energy, and as the world turns ever more towards such energy, it could cost the USA massively, and setting them back decades in the solar industry. Ϣʼ˙ ˧˛˘ ˈˆ ˥˘˧˥˘˔˧˦ ˜ˡ ˧˛˘ ˥˔˖˘ ˧ˢ ˥˘ˡ˘˪˔˕˟˘˦ʟ ˘˟˘˖˧˥˜˖ ˩˘˛˜˖˟˘˦ and other clean technologies, its ˖ˢˠˣ˘˧˜˧ˢ˥˦ ˜ˡ ʶ˛˜ˡ˔ʟ ʸ˨˥ˢˣ˘ ˔ˡ˗ the rest of the world can only ˠ˔˞˘ ˚˔˜ˡ˦ʡ ʴ ˥˘˖˘ˡ˧ ˦˧˨˗ˬ Ѓˡ˗˦ ˔ ˇ˥˨ˠˣ ˥ˢ˟˟˕˔˖˞ ˖ˢ˨˟˗ ˖ˢ˦˧ ˈˆ ˖ˢˠˣ˔ˡ˜˘˦ ʗʨʣ ˕˜˟˟˜ˢˡ ˜ˡ ˟ˢ˦˧ ˘˫ˣˢ˥˧˦ʟ ˪˛˜˟˘ ˬ˜˘˟˗˜ˡ˚ ˨ˣ ˧ˢ ʗʫʣ ˕˜˟˟˜ˢˡ ˜ˡ ˡ˘˪ ˦˨ˣˣ˟ˬ ˖˛˔˜ˡ ˢˣˣˢ˥˧˨ˡ˜˧˜˘˦ ˙ˢ˥ ˠ˔˥˞˘˧˦ ˢ˨˧˦˜˗˘ ˧˛˘ ˈˆʴʟϣ said a spokesperson for Climate Analytics, a global science and policy institute. Ϣʼˡ ʥʣʤʩʟ ˇ˥˨ˠˣ ˣ˥ˢˠ˜˦˘˗ ˧ˢ ˥˘˩˜˩˘ ˧˛˘ ˖ˢ˨ˡ˧˥ˬϠ˦ ˗˘˖˟˜ˡ˜ˡ˚ ˖ˢ˔˟ ˜ˡ˗˨˦˧˥ˬʡ ʻ˘ ˙˔˜˟˘˗ ˕˘˖˔˨˦˘ ˧˛˘ ˗˘ˠ˔ˡ˗ ˦˜ˠˣ˟ˬ ˪˔˦ˡϠ˧ ˧˛˘˥˘ʡ ˇ˛˜˦ ˧˜ˠ˘ʟ ˃˥˘˦˜˗˘ˡ˧ ˇ˥˨ˠˣ ˣ˥ˢˠ˜˦˘˦ ˧ˢ ˕ˢˢ˦˧ ˈˆ ˙ˢ˦˦˜˟ ˚˔˦ ˣ˥ˢ˗˨˖˧˜ˢˡʟ ˕˨˧

˔˚˔˜ˡ ˛˘ ˖˔ˡϠ˧ ˖ˢˡ˧˥ˢ˟ ˜ˡ˧˘˥ˡ˔˧˜ˢˡ˔˟ ˠ˔˥˞˘˧˦ʡ ˊ˜˧˛ ˥˘ˡ˘˪˔˕˟˘˦ ˖˛˘˔ˣ˘˥ ˧˛˔ˡ ˘˩˘˥ʟ ˡ˘˪ ˈˆ ˚˔˦ ˠ˔ˬ ˡˢ˧ ˧˔˞˘ ˢ˙˙ ˜ˡ ˧˛˘ ˪˔ˬ ˛˘ ˘˫ˣ˘˖˧˦ʡϣ

The Paris Four

The Paris Agreement was signed 10 years ago in the French capital, and with the USA’s planned withdrawal, it will leave just Iran, Yemen, Libya and the USA as the only countries not party to the agreement.

Trumps plans including ending the leasing of federal lands and federal waters to Ϣˠ˔˦˦˜˩˘ ˪˜ˡ˗ ˙˔˥ˠ˦ ˧˛˔˧ ˗˘˚˥˔˗˘ ˢ˨˥ ˡ˔˧˜ˢˡ˔˟ ˟˔ˡ˗˦˖˔ˣ˘ϣʡ “ʸˠ˕˥˔˖˜ˡ˚ ˧˛˘ ˃˔˥˜˦ ʴ˚˥˘˘ˠ˘ˡ˧ ˪˜˟˟ ˠ˘˔ˡ ˠ˔˦˦˜˩˘ ˣ˥ˢЃ˧˦ʟ ˠ˜˟˟˜ˢˡ˦ ˢ˙ ˠ˔ˡ˨˙˔˖˧˨˥˜ˡ˚ ˝ˢ˕˦ ˔ˡ˗ ˖˟˘˔ˡ ˔˜˥ʟϣ said UN climate chief Simon Stiell in a statement highlighting the fact that America risks missing out on the growing $2-trillion global clean energy boom.

“Ignoring it only sends all ˧˛˔˧ ˩˔˦˧ ˪˘˔˟˧˛ ˧ˢ ˖ˢˠˣ˘˧˜˧ˢ˥ ˘˖ˢˡˢˠ˜˘˦ʟ ˪˛˜˟˘ ˖˟˜ˠ˔˧˘ ˗˜˦˔˦˧˘˥˦ ˟ ˜ ˞ ˘ ˗ ˥ ˢ ˨ ˚ ˛ ˧ ˦ ʟ ˪ ˜ ˟ ˗ ˙ ˜ ˥ ˘ ˦ ˔ ˡ ˗ ˦˨ˣ˘˥˦˧ˢ˥ˠ˦ ˞˘˘ˣ ˚˘˧˧˜ˡ˚ ˪ˢ˥˦˘ʟ ˗˘˦˧˥ˢˬ˜ˡ˚ ˣ˥ˢˣ˘˥˧ˬ ˔ˡ˗ ˕˨˦˜ˡ˘˦˦˘˦ʟ ˛˜˧˧˜ˡ˚ ˡ˔˧˜ˢˡ˪˜˗˘ ˙ˢˢ˗ ˣ˥ˢ˗˨˖˧˜ˢˡʟ ˔ˡ˗ ˗˥˜˩˜ˡ˚ ˘˖ˢˡˢˠˬʠ˪˜˗˘ ˣ˥˜˖˘ ˜ˡЄ˔˧˜ˢˡϣʡ Ϣˇ˛˘ ˗ˢˢ˥ ˥˘ˠ˔˜ˡ˦ ˢˣ˘ˡ ˧ˢ ˧˛˘ ˃˔˥˜˦ ˔˚˥˘˘ˠ˘ˡ˧ʟ ˔ˡ˗ ˪˘ ˪˘˟˖ˢˠ˘ ˖ˢˡ˦˧˥˨˖˧˜˩˘ ˘ˡ˚˔˚˘ˠ˘ˡ˧ ˙˥ˢˠ ˔ˡˬ ˔ˡ˗ ˔˟˟ ˖ˢ˨ˡ˧˥˜˘˦ʟϣ added Stiell.

Trump’s decision has raised alarm bells among many other key

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players in the clean energy space. Ϣʶ˛˜ˡ˔ ˜˦ ˖ˢˡ˖˘˥ˡ˘˗ ˔˕ˢ˨˧ ˧˛˘ ˈʡˆʡ ˔ˡˡˢ˨ˡ˖˘ˠ˘ˡ˧ ˧˛˔˧ ˜˧ ˪˜˟˟ ˪˜˧˛˗˥˔˪ ˙˥ˢˠ ˧˛˘ ˃˔˥˜˦ ʴ˚˥˘˘ˠ˘ˡ˧ʡ ʶ˟˜ˠ˔˧˘ ˖˛˔ˡ˚˘ ˜˦ ˔ ˖ˢˠˠˢˡ ˖˛˔˟˟˘ˡ˚˘ ˙˔˖˜ˡ˚ ˔˟˟ ˢ˙ ˛˨ˠ˔ˡ˜˧ˬʡ No country can stay out of it, and ˡˢ ˖ˢ˨ˡ˧˥ˬ ˖˔ˡ ˕˘ ˜ˠˠ˨ˡ˘ ˧ˢ ˜˧ʟϣ said Chinese Foreign Ministry Spokeswoman Mao Ning. Ϣ˃˥˘˦˜˗˘ˡ˧ ʷˢˡ˔˟˗ ˇ˥˨ˠˣ ˜ˡ ˛˜˦ ˜ˡ˔˨˚˨˥˔˟ ˦ˣ˘˘˖˛ ˦˧˔˥˧˘˗ ˧ˢ ˖ˢˡЃ˥ˠ ˧˛˘ ˠˢ˦˧ ˣ˘˦˦˜ˠ˜˦˧˜˖ ˣ˥˘˗˜˖˧˜ˢˡ˦ ˔˕ˢ˨˧ ˧˛˘ ˖˛˔˟˟˘ˡ˚˜ˡ˚ ˧˜ˠ˘˦ ˧ˢ ˖ˢˠ˘ʡ ʻ˜˦ ˙˜˥˦˧ ˔ˡˡˢ˨ˡ˖˘ˠ˘ˡ˧˦ ˚ˢ ˔˚˔˜ˡ˦˧ ˕˔˖˞˜ˡ˚ ˧˛˘ ˘ˡ˘˥˚ˬ ˧˥˔ˡ˦˜˧˜ˢˡʟ ˖ˢˠ˕˔˧˜ˡ˚ ˖˟˜ˠ˔˧˘ ˖˛˔ˡ˚˘ʟ ˔ˡ˗ ˩˔˟˨˜ˡ˚ ˥˘ˡ˘˪˔˕˟˘ ˘ˡ˘˥˚ˬʡ ˇ˛˘ˬ ˔˥˘ ˧˛˘ ˢˣˣˢ˦˜˧˘ ˢ˙ ˣˢ˟˜˖˜˘˦ ˚˨˜˗˘˗ ˕ˬ ˘˩˜˗˘ˡ˖˘ ˕˥ˢ˨˚˛˧ ˕ˬ ˦˖˜˘ˡ˖˘ ˔ˡ˗ ˖ˢˠˠˢˡ ˦˘ˡ˦˘ ˜ˠˣˢ˦˘˗ ˕ˬ ˧˛˘ ˥˘˔˟˜˧ˬ ˢ˙ ˘˫˧˥˘ˠ˘ weather events, including in his own ˖ˢ˨ˡ˧˥ˬʟϣ added Brazil’s Environment Minister, Marina Silva.

“This is a serious decision, ˖ˢˡ˧˥˔˥ˬ ˧ˢ ˦˖˜˘ˡ˧˜Ѓ˖ ˘˩˜˗˘ˡ˖˘ʟ ˕˨˧ ˢˡ˘ ˧˛˔˧ ˦˛ˢ˨˟˗ ˡˢ˧ ˣ˥˘˩˘ˡ˧ ˨˦ ˙˥ˢˠ continuing the vital international ˙˜˚˛˧ ˔˚˔˜ˡ˦˧ ˖˟˜ˠ˔˧˘ ˖˛˔ˡ˚˘ ˔ˡ˗ ˜˧˦ ˦˘˥˜ˢ˨˦ ˖ˢˡ˦˘ˤ˨˘ˡ˖˘˦ ˙ˢ˥ ˛˨ˠ˔ˡ˜˧ˬʟϣ said former French PM and the current President of Cop 21, Laurent Fabius.

states retain enough independence to be able to stay aligned with solar. Ϣˁˢ˧ ˢˡ˟ˬ ˜˦ ˇ˥˨ˠˣϠ˦ ˟˔˧˘˦˧ ˠˢ˩˘ ˔ ˕˟ˢ˪ ˧ˢ ʴˠ˘˥˜˖˔ˡ ˖˟˘˔ˡ ˧˘˖˛ ˕˨˦˜ˡ˘˦˦ʟ ˜˧ ˜˦ ˔ˡˢ˧˛˘˥ ˦˜˚ˡ ˢ˙ ˧˛˘ ˘˥ˢ˦˜ˢˡ ˢ˙ ˈˆ ˦ˢ˙˧ ˣˢ˪˘˥ʡ ˇ˛˘ ˈˆ ˪˔˟˞˜ˡ˚ ˔˪˔ˬ ˙˥ˢˠ ˧˛˘ ˚˟ˢ˕˔˟ ˖˛˔˟˟˘ˡ˚˘ ˢ˙ ˢ˨˥ ˧˜ˠ˘ ˦˜˚ˡ˔˟˦ ˪˘˔˞ ˟˘˔˗˘˥˦˛˜ˣʡ ʼ˧Ϡ˦ ˡˢ˪ ˨ˣ ˧ˢ ˧˛˘ ʤʬʣʞ ˣ˔˥˧˜˘˦ ˧ˢ ˧˛˘ ˃˔˥˜˦ ʴ˚˥˘˘ˠ˘ˡ˧ ˧ˢ ˣ˨˟˟ ˧ˢ˚˘˧˛˘˥ ˔ˡ˗ ˦˧˘ˣ ˨ˣ ˖˟˜ˠ˔˧˘ ˔˖˧˜ˢˡʟϣ added the Climate Analytics spokesperson.

A recent study finds a Trump rollback World Meteorological could cost US Organization Spokesperson Clare Nullis highlighted the fact that the USA accounts for the lion’s share of “A known climate denialist in the companies $50 global economic losses resulting White House who attacks science from weather, climate and water- does not have the capacity to meet billion in lost related hazards. this modern threat. While the US federal government sits out global exports, while Ϣʴ˖˖ˢ˥˗˜ˡ˚ ˧ˢ ˧˛˘ ˈʡˆʡ Ѓ˚˨˥˘˦ʟ ˧˛˘ climate action on the benches yielding up to ˈʡˆʡ ˛˔˦ ˦˨˦˧˔˜ˡ˘˗ ˠˢ˥˘ ˧˛˔ˡ ʧʣʣ with other non-signatories Libya, ˪˘˔˧˛˘˥ ˔ˡ˗ ˖˟˜ˠ˔˧˘ ˗˜˦˔˦˧˘˥˦ ˦˜ˡ˖˘ Yemen and Iran, US states, cities and $80 billion in ʤʬʫʣ ˪˛˘˥˘ ˢ˩˘˥˔˟˟ ˖ˢ˦˧˦ ˘˫˖˘˘˗˘˗ business will step up to the plate and ʗʤ ˕˜˟˟˜ˢˡʡʡʡ ˇ˛˘ ˡ˘˘˗ ˙ˢ˥ ˧˛˘ ˃˔˥˜˦ push towards the goals of the Paris new supply chain ʴ˚˥˘˘ˠ˘ˡ˧ ˜˦ ˠˢ˥˘ ˨˥˚˘ˡ˧ ˧˛˔ˡ Agreement, just as they did before. ˘˩˘˥ʟϣ stressed Nullis. opportunities for However, it’s not all doom and “The devastating fires in gloom for America. While Trump ʶ˔˟˜˙ˢ˥ˡ˜˔ ϝ ˢˡ˘ ˢ˙ ˧˛˘ ˪ˢ˥˦˧ ˖˟˜ˠ˔˧˘ markets outside might cast his cloak over America ˗˜˦˔˦˧˘˥˦ ˢˡ ˈˆ ˦ˢ˜˟ʟ ˦˛ˢ˪˦ ˧˛˘ from a federal perspective, the ˨˥˚˘ˡ˖ˬ ˢ˙ ˧˛˘ ˡ˘˘˗ ˧ˢ ˔˖˧ʡϣ Q the USA 48 | AFRICAN M I N I N G N EWS

ISSUE 15

Pioneering Excellence Since 1864 ^ŝŶĐĞ ŝƚƐ ĨŽƵŶĚŝŶŐ ŝŶ ϭϴϲϰ͕ ŝĐŬŚŽī ŚĂƐ ĐŽŶƐŝƐƚĞŶƚůLJ ĂĚǀĂŶĐĞĚ underground ĐŽĂů ŵŝŶŝŶŐ ďLJ ƉƌŽĚƵĐŝŶŐ ĐƵƫŶŐĞĚŐĞ ĐŽĂů ŵŝŶŝŶŐ ŵĂĐŚŝŶĞƌLJ͘ /Ŷ ϭϵϭϰ͕ ƚŚĞ ĐŽŵƉĂŶLJ ƌĞǀŽůƵƟŽŶŝnjĞĚ ƚŚĞ ƐĞĐƚŽƌ ǁŝƚŚ ƚŚĞ ĐƌĞĂƟŽŶ ŽĨ ƚŚĞ ĮƌƐƚ ĐŽĂůĐƵƫŶŐ ƐLJƐƚĞŵ͘ EŽǁ͕ ϭϲϬ LJĞĂƌƐ ůĂƚĞƌ͕ ŝĐŬŚŽī ƌĞŵĂŝŶƐ Ă ƚƌƵƐƚĞĚ ŶĂŵĞ͕ ĚĞůŝǀĞƌŝŶŐ ƚŚĞ ǁŽƌůĚ͛Ɛ ƚŽƵŐŚĞƐƚ ĂŶĚ ŵŽƐƚ ĞĸĐŝĞŶƚ ĐŽŶƟŶƵŽƵƐ ŵŝŶĞƌƐ ĂŶĚ ƐŚĞĂƌĞƌƐ͘ KƵƌ ŵĂŶƚƌĂ ŽĨ Η džƉĞƌŝĞŶĐĞ ŚĂƐ ŶŽ ƐƵďƐƟƚƵƚĞΗ ŚĂƐ ůĞĚ ƚŽ ĚĞĐĂĚĞƐ of ŝŶŶŽǀĂƟŽŶ͘, Commitment to the Future: In It for the Long Haul tŚŝůĞ ŵĂŶLJ ĂƌĞ ĞdžŝƟŶŐ ƚŚĞ ĐŽĂů ŝŶĚƵƐƚƌLJ͕ ŝĐŬŚŽī Ă Ă ĨĂŵŝůLJ ŽǁŶĞĚ ďƵƐŝŶĞƐƐ ŝƐ ƐƚĞĂĚĨĂƐƚ ŝŶ ŝƚƐ ĐŽŵŵŝƚŵĞŶƚ ƚŽ ďĞŝŶŐ ͞ƚŚĞ ůĂƐƚ ƐĞƌǀŝŶŐ ĐŽĂů͘͟ tĞ ĂƌĞ ĚŽƵďůŝŶŐ ĚŽǁŶ ŽŶ ŽƵƌ ĚĞĚŝĐĂƟŽŶ ƚŽ ƚŚĞ ƐĞĐƚŽƌ ďLJ ĚĞǀĞůŽƉŝŶŐ ƐŵĂƌƚĞƌ͕ ŵŽƌĞ ƉƌŽĚƵĐƟǀĞ ĂŶĚ ƌĞůŝĂďůĞ ŵŝŶŝŶŐ ƐŽůƵƟŽŶƐ͘ ǁĞ ŚŽŶŽƵƌ the ůŽŶŐ-ƚĞƌŵ ŝŶǀĞƐƚŵĞŶƚ of ƉƵƌĐŚĂƐŝŶŐ Ă ŽŶƟŶƵŽƵƐ DŝŶĞƌ ǁŝƚŚ ƵŶƉĂƌĂůůĞůĞĚ ƐĞƌǀŝĐĞ ĂŶĚ ƐƵƉƉŽƌƚ͘ dŚŝƐ ĐŽŵŵŝƚŵĞŶƚ ŝƐ ĚĞŵŽŶƐƚƌĂƚĞĚ ďLJ ŝŶ ƚŚĞ ĨĂĐƚ ƚŚĂƚ ŶŽ ŝĐŬŚŽī ŽŶƟŶƵŽƵƐ DŝŶĞƌ ŚĂƐ ĞǀĞƌ ǁĂŝƚĞĚ ŵŽƌĞ ƚŚĂŶ ŽŶĞ ƐŚŝŌ ĨŽƌ Ă ƐƉĂƌĞ ƉĂƌƚ͘

WƌŽǀĞŶ WĞƌĨŽƌŵĂŶĐĞ ŝŶ ƚŚĞ dŽƵŐŚĞƐƚ ŽŶĚŝƟŽŶƐ ŝĐŬŚŽī ŽŶƟŶƵŽƵƐ DŝŶĞƌƐ ĂƌĞ ďƵŝůƚ ƚŽ ĞdžĐĞů ŝŶ ƐŽŵĞ ŽĨ ƚŚĞ ǁŽƌůĚ͛Ɛ ŵŽƐƚ ĐŚĂůůĞŶŐŝŶŐ ĐŽĂů ŵŝŶŝŶŐ ĞŶǀŝƌŽŶŵĞŶƚƐ͘ KƵƌ ŵĂĐŚŝŶĞƐ ĂƌĞ ƚƌƵƐƚĞĚ ďLJ ĐƵƐƚŽŵĞƌƐ ŐůŽďĂůůLJ ĨŽƌ ƚŚĞŝƌ ĚƵƌĂďŝůŝƚLJ ĂŶĚ ƵŶŵĂƚĐŚĞĚ ƉĞƌĨŽƌŵĂŶĐĞ͘ ŝĐŬŚŽī ^ŚĞĂƌĞƌƐ ĂŶĚ ŽŶƟŶƵŽƵƐ DŝŶĞƌƐ ŚŽůĚ ƉƌŽĚƵĐƟŽŶ ƌĞĐŽƌĚƐ ŝŶ ŶĞĂƌůLJ ĞǀĞƌLJ ŵŝŶĞ ĂŶĚ ĐŽƵŶƚƌLJ ǁŚĞƌĞ ƚŚĞLJ ŽƉĞƌĂƚĞ͕ ŝŶĐůƵĚŝŶŐ ĂŶ ŝŵƉƌĞƐƐŝǀĞ ϭ͘ϲ ŵŝůůŝŽŶ ƚŽŶŶĞƐ ĞdžƚƌĂĐƚĞĚ ŝŶ Ă ƐŝŶŐůĞ ŵŽŶƚŚ ďLJ ŽŶĞ ŽĨ ŽƵƌ ƐŚĞĂƌĞƌƐ͘ KƵƌ ƌĞůŝĂďŝůŝƚLJ ŝƐ ĨƵƌƚŚĞƌ ĚĞŵŽŶƐƚƌĂƚĞĚ ďLJ ŐĞĂƌďŽdžĞƐ ƚŚĂƚ ŚĂǀĞ ďĞĞŶ ŽƉĞƌĂƟŶŐ ĨŽƌ ŽǀĞƌ ϯϬ LJĞĂƌƐ ǁŝƚŚŽƵƚ ƌĞƋƵŝƌŝŶŐ ŝŶƚĞƌǀĞŶƟŽŶ͘ A Family-KǁŶĞĚ ƉƉƌŽĂĐŚ ǁŝƚŚ Ă 'ůŽďĂů Reach Ɛ Ă ŐůŽďĂů͕ ĨĂŵŝůLJŽǁŶĞĚ ďƵƐŝŶĞƐƐ͕ ŝĐŬŚŽī ĐŽŵďŝŶĞƐ the ƌĞƐŽƵƌĐĞƐ ŽĨ Ă ůĂƌŐĞ ŐůŽďĂů ďƵƐŝŶĞƐƐ ǁŝƚŚ ƚŚĞ ƉĞƌƐŽŶĂů ƚŽƵĐŚ ŽĨ Ă ĨĂŵŝůLJ-ƌƵŶ ĞŶƚĞƌƉƌŝƐĞ͘ dŚŝƐ ƵŶŝƋƵĞ ƐƚƌƵĐƚƵƌĞ ĂůůŽǁƐ ƵƐ ƚŽ ůŝƐƚĞŶ ĂƩĞŶƟǀĞůLJ͕ ƌĞƐƉŽŶĚ ŇĞdžŝďůLJ͕ ĂŶĚ ƚƌƵůLJ ƉĂƌƚŶĞƌ ǁŝƚŚ ŽƵƌ ĐƵƐƚŽŵĞƌƐ͘ KƵƌ ĐŽŵŵŝƚŵĞŶƚ ƚŽ ĨŽƐƚĞƌŝŶŐ ůŽŶŐ-ƚĞƌŵ ƌĞůĂƟŽŶƐŚŝƉƐ ĞŶƐƵƌĞƐ ǁĞ ƌĞŵĂŝŶ Ă ƚƌƵƐƚĞĚ ƉĂƌƚŶĞƌ ĨŽƌ ƚŚĞ ĨƵƚƵƌĞ ŽĨ ĐŽĂů ŵŝŶŝŶŐ͘

ŝĐŬŚŽīͶϭϲϬ LJĞĂƌƐ ŽĨ ŝŶŶŽǀĂƟŽŶ͕ ƌĞůŝĂďŝůŝƚLJ͕ ĂŶĚ ƉĂƌƚŶĞƌƐŚŝƉ ŝŶ ĐŽĂů ŵŝŶŝŶŐ͘

49

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HERE’S DONNIE!!!

What Donald Trump’s return to the White House means for South African business travellers

D

onald Trump is back in the White House, and if there’s one thing we know about his presidency, it rarely goes unnoticed.

From sweeping policy changes to bold decisions that ripple across ˜ˡ˗˨˦˧˥˜˘˦ʟ ˛˜˦ ˧˜ˠ˘ ˜ˡ ˢ˙Ѓ˖˘ ˔˟˪˔ˬ˦ has a way of shaking things up— including how people travel for business.

Ϣʶˢˠˣ˔ˡ˜˘˦ ˡ˘˘˗ ˦˧˥˔˧˘˚˜˘˦ ˧˛˔˧ ˠ˔˫˜ˠ˜˦˘ ˩˔˟˨˘ʡϣ

•

Here are three ways:

Ϣʵ˨˦˜ˡ˘˦˦ ˧˥˔˩˘˟ ˗ˢ˘˦ˡϠ˧ ˛˔ˣˣ˘ˡ • ˜ˡ ˔ ˕˨˕˕˟˘ʟϣ ˦˔ˬ˦ ˀ˨ˠˠˬ ˀ˔˙ˢ˝˔ˡ˘ʟ ˃˥ˢ˗˨˖˧˜˩˘ ˂ˣ˘˥˔˧˜ˢˡ˦ ʿ˘˔˗˘˥ ˔˧ ʹʶˀʡ Ϣ˃ˢ˟˜˧˜˖˦ʟ ˘˖ˢˡˢˠ˜˖˦ʟ ˔ˡ˗ ˚˟ˢ˕˔˟ ˘˩˘ˡ˧˦ ˔˟˟ ˣ˟˔ˬ ˔ ˥ˢ˟˘ ˜ˡ ˦˛˔ˣ˜ˡ˚ ˣˢ˟˜˖˜˘˦ ˧˛˔˧ ˜ˠˣ˔˖˧ ˘˩˘˥ˬ˧˛˜ˡ˚ ˙˥ˢˠ ˛ˢ˪ ˘˔˦˜˟ˬ ˣ˘ˢˣ˟˘ ˖˔ˡ ˚˘˧ • ˩˜˦˔˦ ˧ˢ ˪˛˔˧ ˧˛˘ˬ ˣ˔ˬ ˙ˢ˥ Є˜˚˛˧˦ ˢ˥ ˛ˢ˧˘˟˦ʡ ʵ˘˜ˡ˚ ˣ˥˘ˣ˔˥˘˗ ˠ˘˔ˡ˦ ˨ˡ˗˘˥˦˧˔ˡ˗˜ˡ˚ ˧˛˘˦˘ ˗ˬˡ˔ˠ˜˖˦ ˔ˡ˗ ˦˧˔ˬ˜ˡ˚ ˢˡ˘ ˦˧˘ˣ ˔˛˘˔˗ʡϣ

Apply early: Start your visa application as soon as travel plans are on the horizon.

Get your documents in order: Meeting agendas, proof of employment outside the U.S., and proof of ties to South Africa (like family or property ownership) can help streamline interviews.

Track deadlines automatically: Use reminders or tools that flag upcoming expirations, so renewals don’t fall through the cracks.

For South African companies with teams heading to the U.S., now is a good time to buckle up. Here’s what you need to know—and how to stay ahead.

And don’t forget customs: longer lines and stricter questioning—a hallmark of Trump-era border controls—could make arriving more stressful than ever before.

Visas: Longer waits could disrupt plans

Travel Costs: Get more value from every Rand

If you thought getting a U.S. visa was already a test of patience, think again—it could get tougher under Trump 2.0. During his first term, stricter immigration policies caused months-long delays and closer scrutiny for travellers from countries like South Africa. Analysts warn those bottlenecks could return as Bidenera efforts to reduce visa backlogs lose momentum.

With global markets often reacting sharply during Trump’s leadership, exchange rate fluctuations could make business trips feel even pricier for South Africans heading stateside.

From flights and hotels to meals between meetings, costs can quickly add up when paired with an unstable rand-dollar dynamic.

But cutting back isn’t always an option when relationships depend

If you thought getting a U.S. visa was already a test of patience, think again— it could get tougher under Trump 2.0.

50 | AFRICAN M I N I N G N EWS

on face-to-face meetings. Ϣʼ˧Ϡ˦ ˡˢ˧ ˔˕ˢ˨˧ ˦˟˔˦˛˜ˡ˚ ˬˢ˨˥ ˕˨˦˜ˡ˘˦˦ ˧˥˔˩˘˟ ˕˨˗˚˘˧Ϟ˜˧Ϡ˦ ˔˕ˢ˨˧ ˦˧˥˘˧˖˛˜ˡ˚ ˜˧ ˙˨˥˧˛˘˥ʟϣ says Mafojane.

Processing times can stretch up to 6–7 weeks—or longer if there’s a backlog—so leaving your application until the last minute is not an option.

Add in the need to secure an interview ˔ˣˣˢ˜ˡ˧ˠ˘ˡ˧ Ѓ˥˦˧ʟ ˔ˡ˗ ˜˧Ϡ˦ ˖˟˘˔˥ ˪˛ˬ early planning is essential.

ISSUE 15

•

•

•

Lock in corporate rates: Negotiate Ѓ˫˘˗ ˣ˥˜˖˜ˡ˚ ˔˚˥˘˘ˠ˘ˡ˧˦ ˪˜˧˛ airlines and hotels—or work through globally connected TMCs like FCM that secure exclusive discounts.

Use real-time expense tracking tools: Monitor employee spending live while they’re abroad so overspending gets Є˔˚˚˘˗ ˜ˠˠ˘˗˜˔˧˘˟ˬϞˡˢ˧ ˪˘˘˞˦ later during expense claims.

Consolidate trips: Instead of flying out multiple times a year for separate meetings or conferences—bundle them into fewer but more productive journeys that save both time and money seamlessly executed proactively optimised

Ϣʴ ˇˀʶ ˪˜˧˛ ˔ ˚˟ˢ˕˔˟ ˡ˘˧˪ˢ˥˞ ˖˔ˡ ˛˘˟ˣ ˕˨˦˜ˡ˘˦˦˘˦ ˨ˡ˟ˢ˖˞ ˠ˘˔ˡ˜ˡ˚˙˨˟ ˦˔˩˜ˡ˚˦ ˕ˬ ˡ˘˚ˢ˧˜˔˧˜ˡ˚ ˕˘˧˧˘˥ ˥˔˧˘˦ ˪˜˧˛ ˔˜˥˟˜ˡ˘˦ ˔ˡ˗ ˛ˢ˧˘˟˦ʡ ʵ˨˧ ˜˧Ϡ˦ ˡˢ˧ ˝˨˦˧ ˔˕ˢ˨˧ ˗˜˦˖ˢ˨ˡ˧˦Ϟ˜˧Ϡ˦ ˔˕ˢ˨˧ ˛˔˩˜ˡ˚ ˔˖˖˘˦˦ ˧ˢ ˥˘˔˟ʠ˧˜ˠ˘ ˜ˡ˦˜˚˛˧˦ ˔ˡ˗ ˘˫ˣ˘˥˧ ˔˗˩˜˖˘ ˦ˢ ˬˢ˨ ˖˔ˡ ˠ˔˞˘ ˦ˠ˔˥˧˘˥ ˗˘˖˜˦˜ˢˡ˦ ˧˛˔˧ ˔˟˜˚ˡ ˪˜˧˛ ˬˢ˨˥ ˕˨˗˚˘˧ ˔ˡ˗ ˚ˢ˔˟˦ʟϣ says Mafojane. Q

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I S S U E 1 5 | 53

SOCIAL DEVELOPMENT

FOSTERING SUSTAINABLE SOCIAL DEVELOPMENT IN

SOUTH AFRICA’S

MINING COMMUNITIES With mining companies facing ever-increasing pressure to operate as responsible corporate citizens, ʵ˘˥˧ ʿˢˣ˘˦ ʛ˃˔˥˧ˡ˘˥ʜ ˔ˡ˗ ʿ˨ˠ˞˔ ˇ˦˛˜˞˜ ʛˆ˘ˡ˜ˢ˥ ˀ˔ˡ˔˚˘˥ʜ ˔˧ ʵʷ˂ ˆˢ˨˧˛ ʴ˙˥˜˖˔ ˣ˥˘˦˘ˡ˧ Ѓ˩˘ ˟˘˦˦ˢˡ˦ for funders and mining companies

T

he mining sector in South Africa plays a vital role in the national economy. In 2023 alone, it contributed R440.8 billion to the country’s GDP and provided employment to 479,111 people[1]. But, while the sector’s economic contributions are ˦˜˚ˡ˜Ѓ˖˔ˡ˧ʟ ˠ˜ˡ˜ˡ˚ ˖ˢˠˣ˔ˡ˜˘˦ ˙˔˖˘ increasing pressure to operate as responsible corporate citizens. This responsibility includes considering the social and environmental impacts of their operations on mining communities and aiming to leave these communities better off than they were found.

Historically, South Africa’s mining sector has been associated with labour exploitation and unequal wealth distribution, leading to a strained relationship between mining companies and local communities, often marked by distrust. For decades, natural resource extraction prioritised profits over local development, leaving deep-rooted social challenges such as poverty, limited access to education and healthcare, inadequate housing, and environmental degradation.

Addressing these issues has become a priority, with a focus on community empowerment, climate change adaptation, and sustainable development.

To address these systemic challenges, mining companies are guided by regulatory frameworks like the Mineral and Petroleum Resources Development Act (MPRDA) and the Broad-Based Black Economic Empowerment (BBBEE) 54 | AFRICAN M I N I N G N EWS

Act, which mandate socio-economic contributions. Alongside policy, evolving stakeholder expectations— from investors to civil society groups ˔ˡ˗ ˟ˢ˖˔˟ ˥˘˦˜˗˘ˡ˧˦Ϟ˛˔˩˘ ˜ˡ˧˘ˡ˦˜Ѓ˘˗ calls for responsible and inclusive practices in mining.

Although mining companies are legally obligated to implement social development initiatives, the path from policy to practical, onthe-ground impact can be complex and challenging. Inconsistent enforcement, resource limitations, and gaps in implementation often prevent these initiatives from fully ˔˖˛˜˘˩˜ˡ˚ ˧˛˘˜˥ ˜ˡ˧˘ˡ˗˘˗ ˕˘ˡ˘Ѓ˧˦ʡ Based on our extensive experience managing community development trusts, BDO Business Services Outsourcing, working

ISSUE 15

within the Natural Resources sector, has identified several key insights to guide businesses aiming to strengthen relationships with mining communities, enhance sustainability, and build reputations as global, responsible players.

Commit to Long-Term Impact

Supporting communities requires a long-term perspective. It may take years for social development projects to show measurable results, and while Social and Labour Plans (SLPs) are often viewed as regulatory checkboxes, the true challenge lies in taking a holistic approach to community development. This longterm focus ensures that projects ˖˔ˡ ˬ˜˘˟˗ ˟˔˦˧˜ˡ˚ ˕˘ˡ˘Ѓ˧˦ʟ ˘˫˧˘ˡ˗˜ˡ˚ beyond the lifespan of a mine.

FOUNDED 1894

THE SOUTHERN AFRICAN INSTITUTE OF MINING AND METALLURGY

OF TECHNICAL EXCELLENCE

Throughout its legacy spanning over a century, the Southern African Institute of Mining and Metallurgy (SAIMM) has played a pivotal role in the dissemination of knowledge and expertise across Africa’s minerals sector, providing its members with local and international access to the ODWHVW WHFKQRORJLFDO GHYHORSPHQWV LQ PLQLQJ PHWDOOXUJLFDO DQG UHODWHG ¿HOGV

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• Special interest groups

• Personal development • Technical resources

EDUCATE ZH RႇHU DFFUHGLWHG FRQWLQXRXV professional development (CPD) and education programmes targeted at our members’ commodity DQG JHRJUDSKLF FRQWH[WV

For more information visit Membership on www.saimm.co.za

SOCIAL DEVELOPMENT

implementation phases, companies can create more inclusive and impactful initiatives. A collaborative engagement strategy is crucial in establishing guidelines for how trusts or foundations interact with communities, helping to build open, transparent, and sustained relationships.

Build Collaborative Ecosystems

In some cases, the risk associated with certain interventions may be beyond the capacity or appetite of a single funder. By joining forces with like-minded partners, mining companies and funders can share financial and operational risks, creating an ecosystem of support for high-impact projects. Through pooled resources and combined expertise, these collaborations can drive deeper, more sustainable ˖ˢˠˠ˨ˡ˜˧ˬ ˕˘ˡ˘Ѓ˧˦ʡ

Prioritise Environmental Stewardship

Commit to Long-Term Impact

Supporting communities requires a long-term perspective. It may take years for social development projects to show measurable results, and while Social and Labour Plans (SLPs) are often viewed as regulatory checkboxes, the true challenge lies in taking a holistic approach to community development. This longterm focus ensures that projects ˖˔ˡ ˬ˜˘˟˗ ˟˔˦˧˜ˡ˚ ˕˘ˡ˘Ѓ˧˦ʟ ˘˫˧˘ˡ˗˜ˡ˚ beyond the lifespan of a mine.

Embrace Community Partnerships

Many funders assume that the “knowledge project” is externally driven, suggesting that solutions for mining communities must be imported. This perspective is 56 | AFRICAN M I N I N G N EWS

flawed, as it implies that these communities are inherently dysfunctional and unable to address their own challenges. To drive genuine development, mining companies should work closely with community members, co-designing programmes that respond to locally ˜˗˘ˡ˧˜Ѓ˘˗ ˡ˘˘˗˦ʡ ˇ˛˜˦ ˖ˢ˟˟˔˕ˢ˥˔˧˜˩˘ approach not only builds trust but also leverages local expertise, ensuring that initiatives are grounded in community realities rather than imposed from the outside.

Centre Engagement in Strategy

Effective community engagement is essential for the success of development initiatives.

By involving community members and stakeholders in the design and

ISSUE 15

In addition to social responsibilities, mining companies must prioritise environmental stewardship. By integrating sustainable practices into their operations, they can minimise adverse environmental impacts and contribute positively to the ecosystems and communities in which they operate.

Mining companies bear the responsibility of supporting communities today and for future generations. While this is no easy task, it’s one that must be approached with urgency, integrity, and commitment to address historical inequalities and the ongoing challenges in mining communities.

Regulatory frameworks like the MPRDA and BBBEE Act provide a strong foundation for progress, but lasting success in social development depends on mining companies going beyond mere compliance.

Meaningful, community-driven engagement is key to creating sustainable change and fostering a more equitable future for South Africa’s mining communities. Q

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W AT E R

SA MOVING FROM

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S

the DPWI. This is further complicated by fee discounts which have become a pressing issue and ask that the sector return to established guidelines regarding fee structures to eliminate unsustainable discount arrangements that can potentially impact safety and quality.

The lack of expertise in managing tenders is also a key issue. Often institutions issue tenders without the skills required to adjudicate or manage them once awarded and is a situation that needs to be managed effectively in 2025.

There is also a shift towards deeper professionalisation of our industry with many education institutions prioritising the Identification of Engineering Work Ϣˆˢ˨˧˛ ʴ˙˥˜˖˔ ˜˦ ˢˡ˘ ˢ˙ ˧˛˘ ʦʣ ʛʼʷˊʜ ˤ˨˔˟˜Ѓ˖˔˧˜ˢˡ ˧˛˔˧ ˜˦ ˔ˡ˧˜˖˜ˣ˔˧˘˗ driest countries in the world, and to require compliance by April 01, ˪˘ ˔˥˘ ˥˔ˣ˜˗˟ˬ ˠˢ˩˜ˡ˚ ˙˥ˢˠ ˪˔˧˘˥ 2025. While there remain concerns, ˦˖˔˥˖˘ ˧ˢ ˪˔˧˘˥ ˦˧˥˘˦˦˘˗ʟϣ ˦˔˜˗ this is set to have a positive impact ʶ˟ˢ˧˛˜˘˥ʡ Ϣʷ˘ˠ˔ˡ˗ ˪˜˟˟ ˢ˨˧˦˧˥˜ˣ on the industry.

Fortunately, there has equally ˦˨ˣˣ˟ˬ ˕ˬ ʥʣʦʣʟ ˔ˡ˗ ˧˛˜˦ ˜˦ ˙˨˥˧˛˘˥ ˔˙˙˘˖˧˘˗ ˕ˬ ˔˚˘˜ˡ˚ ˜ˡ˙˥˔˦˧˥˨˖˧˨˥˘ʡ b e e n a n i n f l u x o f g o o d n e w s . ˇ˛˘ ʷ˘ˣ˔˥˧ˠ˘ˡ˧ ˢ˙ ˃˨˕˟˜˖ ˊˢ˥˞˦ ˔ˡ˗ Infrastructure South Africa has listed ʼˡ˙˥˔˦˧˥˨˖˧˨˥˘ ʛʷ˃ˊʼʜ ˜˦ ˟ˢ˦˜ˡ˚ ʥʨʘ investments for rail utility and ports ˢ˙ ˪˔˧˘˥ ˗˨˘ ˧ˢ ˟˘˔˞˔˚˘˦ ˔ˡ˗ ʬʣʘ at around R30 billion. The rail sector ˢ˙ ˧˛˘ ʫʥʧ ˪˔˦˧˘˪˔˧˘˥ ˧˥˘˔˧ˠ˘ˡ˧ is improving with an increasing ˣ˟˔ˡ˧˦ ˔˖˥ˢ˦˦ ˧˛˘ ˖ˢ˨ˡ˧˥ˬ ˛˔˩˘ number of tenders and anticipated developments over the next few ˥˘˔˖˛˘˗ ˖˔ˣ˔˖˜˧ˬʡϣ years. Eskom has prioritised more A n o t h e r c h a l l e n g e i s t h e than 100 energy projects valued construction mafia which has at R240 billion alongside 40 green impacted projects worth more energy projects worth R300 billion than R69 billion and hindered their for financial year (FY) 2024/25. progress. It has become crucial for These initiatives are anticipated to organisations to tackle this issue create around 500,000 jobs and alongside the Auditor General and make significant inroads towards achieving net zero carbon emissions. ustainability, resilience and net zero – these were the themes ˧˛˔˧ ˗˘Ѓˡ˘˗ ˧˛˘ ˜ˡ˔˨˚˨˥˔˧˜ˢˡ of the 2025 president of the South African Institution of Civil Engineering (SAICE). As Andrew Clothier, 2024 SAICE president, reflected on his tenure over the course of 2024, he ˗˘Ѓˡ˘˗ ˜˧ ˔˦ ˔ ˬ˘˔˥ ˢ˙ ˥˘˜ˠ˔˚˜ˡ˜ˡ˚ and rethinking the civil engineering sector as SAICE has prioritised greener energies, net zero carbon emissions and climate resilience. ˇ˛˘˦˘ ˣ˥˜ˢ˥˜˧˜˘˦ ˥˘Є˘˖˧ ˧˛˘ ˢˡ˚ˢ˜ˡ˚ challenges within the country and the importance of investing in infrastructure to address challenges around water, waste, energy, and transportation.

58 | AFRICAN M I N I N G N EWS

ISSUE 15

“My presidential year was marked by extensive engagement across various sectors within civil engineering and I am optimistic about the future of our industry and the opportunities for growth and sustainability,” said Clothier as he introduced 2025 SAICE president, Friedrich Slabbert. “Last year, I was advised by 2023 SAICE President, Steven Kaplan that it was important to enjoy the role as you have the entire SAICE office and past presidents supporting you, and I would like the incoming president to remember this as he steps into this position – embrace the opportunity and enjoy the year ahead.” ʶ˟ˢ˧˛˜˘˥Ϡ˦ Ѓˡ˔˟ ˔˖˧ ˪˔˦ ˧ˢ ˣ˥˘˦˘ˡ˧ the prestigious Presidential Award that recognises individuals who ˛˔˩˘ ˠ˔˗˘ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˖ˢˡ˧˥˜˕˨˧˜ˢˡ˦ to civil engineering. The 2024 recipient was deeply involved with SAICE and inspired others with their commitment to driving ˣ˥ˢ˚˥˘˦˦ ˜ˡ ˧˛˘ Ѓ˘˟˗ʡ ˆʴʼʶʸ ˕˘˟˜˘˩˘˦

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W AT E R

that recognition is important to fostering motivation and excellence within the community and Takalani Netshipale did just that. She served as a committee member for the Maselulekane programme, was a representative for the SAICE Future Leaders Panel in Pietermaritzburg, co-championed the SAICE diversity and ethics pillars, completed the 2024 SAICE Women in Leadership Programme, was awarded the 2024 Big Five Impact Rising Star ʴ˪˔˥˗ʟ ˪˔˦ ˔ Ѓˡ˔˟˜˦˧ ˙ˢ˥ ˧˛˘ ʺ˘ˡ˗˘˥ Mainstreaming Positive Role Model award, and was the 2022 SAICE Graduate Engineer of the Year.

“This award simply reinforces my sense of belonging within SAICE,” she said. “It has given me a sense of value and appreciation and has inspired my contributions to SAICE. I encourage everyone to ˠˢ˧˜˩˔˧˘ ˢ˧˛˘˥˦ ˧ˢ Ѓˡ˗ ˧˛˘˜˥ ˦˘ˡ˦˘ of belonging within this profession.

Every person has a story to tell, and we need to share these stories so future generations can learn from our experiences and become better engineers and individuals.”

The inauguration of the incoming president also highlighted the experience that Slabbert was bringing to the table. Analytical, capable of breaking down complex issues into manageable components to find solutions, quick to think out the box and bring new perspectives, Slabbert brings intellect and compassion to the role. He has the ability to analyse and resolve chaos by collaborating with his teams and leading by example.

“The theme for 2025 is ‘From Mowing the Lawn to Shaping the Future’ which underpins the critical role SAICE plays in developing infrastructure within the country and our goal to advance professionalism, advocate for sustainable and resilient infrastructure and champion excellence,” said Slabbert.

“Infrastructure forms the backbone of society – the roads we travel, the

60 | AFRICAN M I N I N G N EWS

power we use and the water we access – and its impact goes beyond convenience and into economic growth, societal strengthening and sustainable development.”

Just as a lawn requires ongoing care, so do the projects under SAICE’s care which asks that the work done by the organisation maintains steady commitment, active participation, and a willingness to address challenges head on. It is time to be proactive.

Slabbert highlighted how SAICE is the steward of progress and that, through a culture of continuous improvement and responsibility, brings sustainable change. He emphasised the need to move away from the idea of ‘What’s in it for me’ towards the values of serving others and accountability. ʻ˘ ˜˗˘ˡ˧˜Ѓ˘˗ Ѓ˩˘ ˞˘ˬ ˟˘˦˦ˢˡ˦ ˥˘˟˘˩˔ˡ˧ to civil engineering today, and that should shape SAICE and its values in the future: the value of growth ˕˘ˬˢˡ˗ Ѓ˥˦˧ ˜ˠˣ˥˘˦˦˜ˢˡ˦ʮ ˜ˡ˧˘˚˥˜˧ˬ and ethics; resilience in the face of obstacles; the power of humility and ˦˘˟˙ʠ˥˘Є˘˖˧˜ˢˡʮ ˔ˡ˗ ˧˛˘ ˦˧˥˘ˡ˚˧˛ ˢ˙ partnerships and collaboration.

“We must continue our efforts in education, professional development and inclusivity,” he concluded. “This includes mentorship programmes, workshops, and online networking opportunities that bring about genuine engagement and involve communities. Looking ahead we need

ISSUE 15

to commit to improving engagement within SAICE and our communities by fostering collaboration and focusing on shared goals to enhance our ˜ˠˣ˔˖˧ ˔ˡ˗ ˔˗˩˔ˡ˖˘ ˧˛˘ Ѓ˘˟˗ ˢ˙ ˖˜˩˜˟ engineering.”

While the sector faces challenges such as ageing infrastructure and asset management, the future is one built on partnerships, collaboration ˔ˡ˗ Ѓˡ˗˜ˡ˚ ˦ˢ˟˨˧˜ˢˡ˦ʡ ˆˢ˨˧˛ ʴ˙˥˜˖˔ ˪˜˟˟ face severe water shortages by 2040 and other environmental challenges if nothing is done to change these challenges, and SAICE is committed to leading with confidence and purpose to change this narrative sustainably and ethically. Headline partner Gautrain, represented by CEO Mr Tshepo Kgobe, delivered a compelling address highlighting the organisation’s commitment to advancing South Africa’s transportation infrastructure. Kgobe emphasised the importance of sustainable mobility solutions and innovation in the rail sector.

The event was made possible through the valuable support of inauguration partners and sponsors, including Gautrain, SMEC, TRACN4, and Trans-Africa Projects, whose contributions have been instrumental in driving excellence and progress in the industry. Their collaborative efforts continue to shape the future of transportation in the region. Q

ABOUT US A company founded in 2021 to provide independent and balanced advisory and consulting services to the mining industry including all stakeholders affected by mining operations to ensure inclusive growth in line with the objectives of the Mineral and Petroleum Resources Development Act (MPRDA).

Our pursuit is driven by commitment to deliver our promises to our clients by operating responsibly, executing with excellence, well informed and fair advisory and consulting services.

Providing solutions that are based on research and innovative ideas to take advantage of opportunities for sustainable growth within the mining industry. The founder and CEO Mr Sunday Mabaso draws experience from 20 years of service in the Department of Mineral Resources and Energy in which for seven years he served as a Regional Manager (3 years in Northern Cape and 4 years in Gauteng).

The founder has acquired various qualifications in mining and including an MBA Degree from Milpark Business School, GDE: Mining Engineering and a Post Graduate Certificate: Climate Change and Energy Law from the University of Witwatersrand and a certificate in Energy Efficiency and Sustainability from the University of Cape Town, and a certificate in Mine Closure & Rehabilitation from University of Pretoria.

Vahlengwe consist of a team with qualifications in Mining, Geology, Environmental Sciences, Social development Studies, Information Technology, and other relevant fields governing the mining and minerals sector. The founder is a member of the ESG working group of the SAMCODES Standards Committee (SSC) and the Southern Institute of Mining and Metallurgy (SAIMM).

The team is registered with EAPASA as Environmental Assessment Practitioners in terms of NEMA. Vahlengwe is a level 1 BEE business entity”.

WHY CHOOSE US With our experience and in-depth knowledge of the regulatory requirements, we take away the stress from operations directors and managers so they can focus on production while we take care of the compliance hurdle.

Our Services aim to reduce unnecessary production stoppages due to non-compliance which negatively impact on profitability and sustainable growth of mining companies.

OUR STRATEGIC SERVICES

Mining Charter

Environmental & Social Governance (ESG)

Cleaner Energy Transition

MPRDA and NEMA

Small Scale & Artisanal Mining

Annual Reports

Applications

Petroleum Applications

Mining Closure and Rehabilitation

Tel: 011 432 0062 | info@vahlengweadvisory.co.za | www. vahlengweadvisory.co.za 238 Vorster Avenue | Glenvista | Johannesburg South | Gauteng | South Africa

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Infrastructure is a bellwether of a country’s potential for economic growth, write Nomsa Mbere and Rita Spalding, Partners at Webber Wentzel

G

overnments that spend on infrastructure give themselves the best chance to succeed, while underinvestment restrains inclusive economic prosperity. Mining is directly impacted by a country’s infrastructure and ability to move mine product, key equipment, materials, and goods from source to market.

A large number of African states are visceral examples of these maxims. Many have failed to improve or maintain infrastructure to match population growth rates and economic needs. Growing populations and other demands have stretched the public fiscus, making it increasingly difficult to the point of being unaffordable for governments to solely fund infrastructure.

For the continent to grow, it must address the problems styling infrastructure development and develop the necessary legal structures, regulatory frameworks, ˔ˡ˗ Ѓˡ˔ˡ˖˜ˡ˚ ˠ˘˖˛˔ˡ˜˦ˠ˦ ˧ˢ ˕˥˜˗˚˘ Africa’s infrastructure gap.

Africa’s current infrastructure deficit and its connection to mining

The scale of the challenge facing infrastructure development across Africa’s different markets is stark.

While the mining sector has, in many respects, helped to develop key infrastructure in markets ranging from South Africa to the Democratic 62 | AFRICAN M I N I N G N EWS

Republic of the Congo (DRC) and Zambia, this infrastructure is often purpose-built and does not support the wider economy.

According to the African Development Bank, the continent must invest between USD 130 and USD 170 billion annually in infrastructure development to close its infrastructure gap. However, investment has only ranged between USD 68 billion and USD 108 billion annually in the last few years. Approximately two-thirds of the continent’s people have road access, with transport costs often double compared to other developing markets. Only 30% of Africa’s population has regular access to electricity, with water and internet access below 10%.

Beyond physical infrastructure, regulatory and legal red tape, and corruption continue to hobble policy efforts, with Transnet’s woes in South Africa and the continued delay of the Simandou iron ore project in Guinea endemic of such instability. For countries that depend heavily on mining as a percentage of exports, like Guinea (87%), Mali (85%), Zambia (79%), and the DRC (77%), infrastructure gaps and delays can prove terminal to efforts to develop their wider economies.

Red tape and its ability to stop infrastructure development at the concept The scale of the challenge facing

ISSUE 15

Africa’s economies and mining sectors highlights the need for a globally competitive infrastructure platform that can enhance mining sector growth continent-wide.

Getting there means addressing the legal problems that inhibit infrastructure developments at the source.

These challenges include poorly drafted legislation, the inconsistent application of law and policy, a lack of policy certainty, and changes in the regulatory environment ranging from ministerial appointments to key leaders of regulatory bodies.

The above categories alone can drive up the cost of infrastructure development significantly, with time a casualty as much as capital.

Governments must ensure the correct policies, regulations, and legal structures are in place and enforced to support the development of infrastructure, vital to the long-term prospects of the mining industry.

These essentials range from a functioning mining cadastre system, national standards, and legislation to an overarching vision or strategy squarely focused on infrastructure development to tie all activity together.

When regulations, standards, and legislation are devised, beyond their local implications, it is incumbent upon the government to consider how local legal and regulatory frameworks interact

INFRASTRUCTURE

with international agreements, conventions, and trade.

Financing infrastructure and mining sector development and their legal consequences

Mine companies have been able to play an outsized role in developing infrastructure in Africa due to their historical access to finance, access that African countries have traditionally struggled with.

Over time, mining companies and governments have sought different solutions to develop infrastructure where interests align, using several ˩˘˛˜˖˟˘˦ ˧ˢ ˗ˢ ˦ˢʟ ˘˔˖˛ ˪˜˧˛ ˦ˣ˘˖˜Ѓ˖ legal restraints: • Public-private partnerships (PPPs) must account for existing laws and regulations, with private sector considerations often clashing with public sector policies and law, with disputes difficult to resolve without a dispute mechanism.

Competition law and separation of powers is another fact composite to most PPPs. • Green bonds have no single definitive definition or mechanism, while compliance and due diligence demands, ˣ˟˨˦ ˧˛˘ ˟˔˖˞ ˢ˙ ˦ˣ˘˖˜Ѓ˖ ˥˔˧˜ˡ˚ standards, can make them administratively onerous.

• Multilateral financing must comply with both local and international law, not undermine the sovereignty of the host state or lead to corruption, and can be at the mercy of prevailing international market conditions.

• Leveraging favourable trading regimes such as the African Continental Free Trade Agreement (AfCTA) to ˠ˔˫˜ˠ˜˦˘ ˧˛˘ ˕˘ˡ˘Ѓ˧ ˢ˙ ˟ˢ˪˘˥ tariffs and reduced cost of doing business, keeping an eye on key jurisdictional relationships where cooperation is needed.

To attract infrastructure investment, governments and mining companies should create an enabling environment that eliminates these

constraints by: • Working together to create a harmonious and consistent working relationship, with predictability highly attractive ˧ˢ ˙ˢ˥˘˜˚ˡ ˔ˡ˗ ˟ˢ˖˔˟ Ѓˡ˔ˡ˖˜˘˥˦ and investors.

• Removing costly bureaucracy and implementing policies that increase competitiveness and make their mining sectors attractive for greater investment.

• Partnering with key local and international institutions to ˨ˡ˗˘˥˪˥˜˧˘ ˧˛˘ Ѓˡ˔ˡ˖˜˔˟ ˦˧˔˕˜˟˜˧ˬ of a project, while leveraging regional and international trade agreements where relevant.

• Strategically targeting infrastructure bottlenecks that constrain economic growth and if removed, accelerate infrastructure development.

The scale of the challenge facing infrastructure development across Africa’s different markets is stark

International financial institutions like the International Monetary Fund (IMF) or World Bank, for example, ˖˔ˡ ˣ˥ˢ˩˜˗˘ ˔ ˞˘ˬ ˦ˢ˨˥˖˘ ˢ˙ Ѓˡ˔ˡ˖˘ for infrastructure development, with mining a vital part of the conversation as a key economic sector. However, working with these types of organisations means paying heed to the legal frameworks that govern them, such as the IMF Charter or regulations, or the World Bank’s ˔ˣˣ˥ˢ˔˖˛ ˧ˢ ˜˗˘ˡ˧˜Ѓ˖˔˧˜ˢˡ ˦ˬ˦˧˘ˠ˦ within PPPs.

Nomsa Mbere

Cross-border and regional infrastructure opportunities

Outside of major international institutions, regional cooperation and legal integration can provide ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ Ѓ˟˟˜ˣ ˙ˢ˥ ˜ˡ˙˥˔˦˧˥˨˖˧˨˥˘ development and mining sector growth. The AfCFTA recognises the important role played by the continent’s regional trade blocs such as the Economic Community of West African States (ECOWAS) and the Southern African Development Community (SADC).

Infrastructure projects developed across borders can be advantageous to participating countries, driving economic growth AFRICAN M I N I N G N EWS

I S S U E 1 5 | 63

˜ˡ ˘˔˖˛ ˠ˔˥˞˘˧ ˪˛˜˟˘ ˕˘ˡ˘Ѓ˧˧˜ˡ˚ ˧˛˘ region simultaneously. Governing these relationships are regulations and agreements that ensure that each actor is accountable for their ˦ˣ˘˖˜Ѓ˖ ˜ˡˣ˨˧˦ʟ ˔ˡ˗ ˘ˡ˦˨˥˜ˡ˚ ˦˨˖˛ relationships are conducted with fairness in mind. An example is the Lesotho Highlands Water Project, which is managed by the Lesotho Highlands Development Authority (LHDA) and is designed to provide Gauteng with water while generating electricity for Lesotho.

The legal framework governing the project is drawn from the 1986 treaty signed between South Africa and Lesotho, which has since been amended with several protocols, a second bilateral agreement and the development of the LHDA and the Trans-Caledon Tunnel Authority in South Africa.

If designed with intention, crossborder projects can support the mining sector as well as their host economy through the provision of key resources and access to legal ˔ˡ˗ Ѓˡ˔ˡ˖˜˔˟ ˘˫ˣ˘˥˧˜˦˘ʟ ˘ˡ˛˔ˡ˖˜ˡ˚ mining profitability and sector viability.

with the various SADC protocols and the AfCFTA, we unfortunately still witness the long queues of trucks at the various land borders, which not only increase the price of doing business but also increase the chances of corruption, there must be a better way which can only be achieved with the political will and collaboration between the different members of SADC. Working with practitioners experienced in infrastructure development, trade law, various technical experts and political will, there is no reason why we cannot efficiently conduct the flow of product from mine to market, mine machinery and spare parts from plant or port to where it is required most.

With the 2025 Mining Indaba theme, “Futureproofing African Mining, Today”, we are reminded that ˜ˡˡˢ˩˔˧˜˩˘ Ѓˡ˔ˡ˖˜ˡ˚ ˠ˘˖˛˔ˡ˜˦ˠ˦ and collaborative frameworks hold the key to unlocking infrastructure potential and positioning Africa as a global mining leader. There is no doubt that the region can achieve more. Q

An example is the Lesotho Highlands Water Project, which is managed by the Lesotho Highlands Development Authority (LHDA) and is designed to provide Gauteng with water while generating electricity for Lesotho

Legal expertise and preparation maximise economic and mining synergies

With the right strategies and collaborations in place, governments and the mining industry can proactively source the legal expertise needed to formulate the necessary policies and programmes.

The dynamics between the state, the mining sector, and infrastructure development are complex.

Programme conceptualisation must consider the different legal risks and structures applicable to each.

If done so correctly, and consistently, further opportunities to work with international and regional Ѓˡ˔ˡ˖˜˘˥˦ ˔ˡ˗ ˣ˔˥˧ˡ˘˥˦ ˠ˔ˬ ˔˥˜˦˘ʡ ʴ˧ each step, a cohesive legal strategy, ˪˛˜˖˛ ˜ˡ˖˟˨˗˘˦ ˘˙Ѓ˖˜˘ˡ˧ ˖˥ˢ˦˦ʠ˕ˢ˥˗˘˥ transfer mechanisms, is needed to foster collaboration between governments, the private sector, and regional bodies. As currently stands,

Rita Spalding

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66 | AFRICAN M I N I N G N EWS

ISSUE 15

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I S S U E 1 5 | 67

THE CRITICAL NEED FOR ENERGY ACCESS IN AFRICA

A ROADMAP TO PROSPERITY ʴ˧ ˧˛˘ ˖˨˥˥˘ˡ˧ ˣ˔˖˘ ˢ˙ ˘˟˘˖˧˥˜Ѓ˖˔˧˜ˢˡ ˔ˡ˗ ˪˜˧˛ ʴ˙˥˜˖˔Ϡ˦ ˥˔ˣ˜˗ ˗˘ˠˢ˚˥˔ˣ˛˜˖ growth, the number of people without electricity will remain largely unchanged unless we take bold and immediate action, writes Wale Shonibare.

A

cross Africa, the sunlight shines bright and natural resources abound. Yet despite that lies a pressing issue ˧˛˔˧ ˧˛˥˘˔˧˘ˡ˦ ˧ˢ ˦˧˜Є˘ ˧˛˘ ˖ˢˡ˧˜ˡ˘ˡ˧Ϡ˦ growth and prosperity: the lack of access to reliable and sustainable electricity.

The urgency of addressing Africa’s energy needs cannot be overstated. Without power, Africa cannot achieve its development aspirations and take its rightful ˣ˟˔˖˘ ˔˧ ˧˛˘ ˚˟ˢ˕˔˟ Ѓ˥˦˧ ˧˔˕˟˘ʡ ˇ˛˜˦ summit is a critical step towards unlocking Africa’s vast potential and empowering its people.

The Stark Reality of Energy Poverty and Africa’s Power Sector

Today, nearly 600 million Africans—approximately half the continent’s population—still live without access to electricity. For these individuals, daily life is a struggle illuminated by the dim glow of kerosene lamps or the intermittent hum of diesel generators.

These stopgap solutions are not only expensive but also polluting, perpetuating a cycle of poverty and environmental degradation. At the ˖˨˥˥˘ˡ˧ ˣ˔˖˘ ˢ˙ ˘˟˘˖˧˥˜Ѓ˖˔˧˜ˢˡ ˔ˡ˗ with Africa’s rapid demographic growth, the number of people without electricity will remain largely unchanged unless we take bold and immediate action.

What makes this challenge ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˜ˡ ʴ˙˥˜˖˔ ˜˦ ˧˛˔˧ʟ ˙ˢ˥ ˠ˔ˡˬ decades, the power sector has faced numerous interlocking challenges which include inter alia, low access rates, lack of maintenance, lack ˢ˙ ˜ˡ˩˘˦˧ˠ˘ˡ˧ʟ ˡˢˡʠ˖ˢ˦˧ ˥˘Є˘˖˧˜˩˘ 68 | AFRICAN M I N I N G N EWS

tariffs, unaffordable subsidies, and ˟˔˖˞ ˢ˙ Ѓˡ˔ˡ˖˜˔˟ ˦˨˦˧˔˜ˡ˔˕˜˟˜˧ˬʡ ˀˢ˦˧ of Africa’s public utilities are in financial distress - they struggle to cover their operating costs and cannot finance the required capital expenditure to maintain their operations, thus forcing them to rely on public subsidies.

At the same time, most of the financing available for energy projects today is in hard currency, which is not always sustainable because energy services are paid for by local populations in local currencies, thus resulting in a currency mismatch occasioned by the volatility of local currencies against international hard currencies.

In addition, regulatory authorities are subject to political interference in most African countries, which affects their decision-making and ability to implement policies that support long-term sector development.

I believe passionately that with-

ISSUE 15

out access to reliable, affordable, and sustainable electricity, Africa will not achieve its development aspirations.

Energy access is the cornerstone of economic transformation, unlocking opportunities for education, healthcare, gender equality, and income generation. It is a prerequisite for creating a green and resilient future, one where poverty is a relic of the past.

Mission 300: A Bold Vision for the Future

In response to this urgent need, the African Development Bank Group, the World Bank, and other partners have launched an ambitious initiative known as Mission 300. This initiative aims to provide electricity access to 300 million Africans by 2030. Mission 300 is not just a number; it represents lives transformed, economies revitalized, and communities empowered.

The plan focuses on accelerating electrification through a mix of grid extensions and distributed renewable energy solutions, such as mini-grids and stand-alone solar home systems. These solutions are particularly effective in reaching fragile and remote areas where traditional grid infrastructure is impractical.

Complementing these efforts are investments in generation, transmission, regional interconnection, and sector reform to ensure that power supply is not only reliable but also affordable and sustainable.

Today, nearly 600 million Africans approximately half the continent’s population still live without access to electricity.

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Partnerships and Reforms: The Keys to Success

Mission 300 will only succeed with the collective efforts of governments, private sector stakeholders, and international partners. Governments must lead the charge by implementing critical reforms to make the energy sector more efficient and utilities more robust. Transparent and competitive tendering processes for new generation capacity, along with cost-recovery mechanisms for utilities, are essential.

Regulators will have to respond with appropriate nimbleness and innovation to stay responsive to a fast changing technological and business environment.

Governments and development partners must amplify the call for regional electricity trade to facilitate a shift away from the single-buyer model as well as allow the sustainable integration of Variable Renewable Energy (VRE) into weak grids to help shape the energy transition pathways of African countries.

Private sector participation is crucial for addressing Africa’s energy challenges, especially considering Africa’s rapidly growing population and the need for increased investment.

The private sector is already playing a vital role in expanding renewable energy access, particularly through decentralized energy solutions, an area where traditional utility-scale projects face limitations due to infrastructure constraints. At the same time, multilateral development banks and philanthropic organizations must step up in unlocking private capital for the energy sector through ˧˔˥˚˘˧˘˗ Ѓˡ˔ˡ˖˜ˡ˚ ˜ˡ˦˧˥˨ˠ˘ˡ˧˦ʟ ˥˜˦˞ mitigation tools, technical assistance and policy advocacy.

The recently launched Technical Facility Accelerator Fund is a promising step in this direction, providing technical assistance to governments and helping streamline processes to achieve Mission 300 targets.

near-term actions to achieve their energy targets. These compacts will showcase the innovative strategies and partnerships being deployed to advance universal energy access in a reliable, affordable, and sustainable manner.

The summit will also highlight the critical role of international partners such as the Rockefeller Foundation, Sustainable Energy for All (SEforALL), and the Global Energy Alliance for People and Planet (GEAPP), who are mobilizing resources and expertise to support this mission.

Significantly, the summit will unveil some new spending commitments and innovative initiatives designed to encourage African Countries to mobilize more of their ˗ˢˠ˘˦˧˜˖ ˥˘˦ˢ˨˥˖˘˦ ˧ˢ Ѓˡ˔ˡ˖˘ ˧˛˘ accelerated roll-out of green energy infrastructure across the continent.

ʴ ʷ˘Ѓˡ˜ˡ˚ ˀˢˠ˘ˡ˧ʭ ˇ˛˘ ʴ˙˥˜˖˔ Why Now? Energy Summit

The Africa Energy Summit represents a pivotal moment for the continent as it will bring together heads of state, energy experts, and private sector leaders to forge a path toward universal energy access.

At the summit, several African governments will present their national energy compacts, outlining their commitments to reforms and

The convergence of technological breakthroughs, digitization, and ˜ˡˡˢ˩˔˧˜˩˘ Ѓˡ˔ˡ˖˜ˡ˚ ˠˢ˗˘˟˦ ˠ˔˞˘˦ this the most opportune time to tackle Africa’s energy challenges.

Achieving Mission 300 will not only light up homes and businesses but also drive progress in education, healthcare, and gender equality.

It will reduce emissions, enhance welfare, and boost income ˚˘ˡ˘˥˔˧˜ˢˡ ˔ˡ˗ Ѓˡ˔ˡ˖˜˔˟ ˜ˡ˖˟˨˦˜ˢˡ across the continent.

As we gather in Dar es Salaam, let us be reminded that energy access is more than just a technical challenge; it is a moral imperative. By working together, we can transform the energy landscape of Africa and, in doing so, create a brighter, more prosperous future for millions.

Let us make Mission 300 a turning point. Let us make sure the 13 landmark compact agreements signed this week point the way to lighting up the rest of our continent. Q Wale Shonibare is the African Development Bank’s Director of Energy Financial Solutions, Policy, and Regulation.

70 | AFRICAN M I N I N G N EWS

ISSUE 15

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OUT OF

AFRICA WHAT’S NEWS FROM AROUND AFRICA? Driving Oil Output: Republic of Congo’s landmark projects set to boost production by 2025

The Republic of Congo is gearing ˨ˣ ˙ˢ˥ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˜ˡ˖˥˘˔˦˘ ˜ˡ ˜˧˦ oil output over the next three years, driven by a series of landmark projects spearheaded by industry giants including TotalEnergies, Trident Energy and Perenco. With an ambitious goal of doubling oil production to 500,000 barrels per day by 2025, the country is focusing on expanding production in both ˡ˘˪ ˔ˡ˗ ˠ˔˧˨˥˘ Ѓ˘˟˗˦ʡ ˇ˛˜˦ ˦˧˥˔˧˘˚˜˖ drive positions the Republic of Congo as one of the most promising oil producers in Central Africa, looking to harness untapped reserves and maximize its existing assets.

TotalEnergies have made a $600 million investment in the Moho Nord Ѓ˘˟˗ʟ ˪˛˜˖˛ ˜˦ ˘˫ˣ˘˖˧˘˗ ˧ˢ ˔˗˗ ʧʣʟʣʣʣ barrels per day (bpd) to national production. Trident Energy’s recent entry into the Nkossa, Nsoko II, Lianzi ˔ˡ˗ ˀˢ˛ˢʠʵ˜˟ˢˡ˗ˢ Ѓ˘˟˗˦ʟ ˪˛˜˖˛ ˜˦ expected to boost Trident’s global production by about 30,000 bpd will reinforce Congo’s growing role in the global oil market.

In addition to these new projects, the Republic of Congo is seeing revitalization efforts in its mature fields, such as Tchibouela II and Tchendo II, operated by Perenco.

These fields are undergoing extensive upgrades, including new drilling and seismic assessments, aimed at increasing their output and extending their lifespan. Perenco,

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˪˛˜˖˛ ˖ˢˡЃ˥ˠ˘˗ ˔ ˣ˥ˢ˗˨˖˧˜ˢˡ ˥˔˧˘ of 80,000 bpd in October 2024 following a $30 million investment, is set to reach 100,000 bpd in 2025 through additional investments and advanced techniques to revitalize aging wells and access previously untapped reserves.

Libya aims to boost refining capacity to 400,000 barrels/day

Libya’s Minister of Oil and Gas, Dr. Khalifa Abdulsadek, announced plans to increase the country’s refining capacity from 300,000 to 400,000 barrels per day (bpd) as part of its long-term strategy to enhance energy security and sustainability.

“We are also looking at producing petroleum products to sustain our demand once we hit the twomillion-barrel-per-day mark,” said the Minister, adding that the country aims to achieve complete selfsufficiency in refined petroleum ˣ˥ˢ˗˨˖˧˦ ˧˛˥ˢ˨˚˛ ˟ˢ˖˔˟ ˥˘Ѓˡ˘˥˜˘˦ ˟˜˞˘ Marsa al Brega and Ras Lanuf.

In addition to refining, Minister Abdulsadek outlined Libya’s approach to natural gas production and exports, emphasizing the balance between domestic demand and export opportunities.

“Europe is in need of gas right now, and this is why the Greenstream pipeline to Italy is key. We have defined a gas export strategy. To maximize exports, you need to keep ˔ˡ ˘ˬ˘ ˢˡ ˧˛˘ ˟ˢ˖˔˟ ˗˘ˠ˔ˡ˗ Ѓ˥˦˧ʟ ˔˦ it is increasing for power generation.”

ISSUE 15

Libya’s vast untapped gas resources are central to its plans ˧ˢ ˥˘˗˨˖˘ Є˔˥˜ˡ˚ʡ Ϣˊ˘ ˔˥˘ ˣ˨˧˧˜ˡ˚ together a gas utilization project right now as we speak that should utilize 120 million cubic feet of gas per day. This is in line with our zeroЄ˔˥˜ˡ˚ ˣˢ˟˜˖ˬ ˕ˬ ʥʣʦʣʡ ʴ˧ ˦ˢˠ˘ ˣˢ˜ˡ˧ in time, we might consider producing LNG, but right now, we are focused on pipeline gas.”

Record 2024 safety performance on South African mines

The record low number of fatalities and advances in health on South African mines in 2024 is a result of the collaboration between all stakeholders who share the vision of Zero Harm and support the interventions and programmes developed by the Minerals Council South Africa in partnerships with its members. The Minerals Council notes that the 42 fatalities reported for 2024 is a new all-time low for the industry and continues the encouraging overall downwards trend in deaths on mines.

Oil and gas industry critical for Africa’s development

With over 600 million people living without access to reliable energy, the continent must prioritize the development of its hydrocarbon resources while advancing local content initiatives that deliver ˧˔ˡ˚˜˕˟˘ ˖ˢˠˠ˨ˡ˜˧ˬ ˕˘ˡ˘Ѓ˧˦ʡ “Oil and gas development is the cornerstone of Africa’s socio-

3-6 February 2025

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economic progress,” said NJ Ayuk, the Executive Chairman of the The African Energy Chamber (AEC). Ϣˊ˘ ˠ˨˦˧ ˕˘ Ѓ˥ˠ ˜ˡ ˢ˨˥ ˖ˢˠˠ˜˧ʠ ment to Drill Baby Drill policies that will encourage more investment in our continent. Africa needs more drilling, licensing rounds, fast track permitting and approval, reduced taxes for oil and gas projects and a united front against external efforts undermining the continent’s growth. Ϣˇ˛˘ ʶ˛˔ˠ˕˘˥ ˦˧˔ˡ˗˦ Ѓ˥ˠ ˜ˡ ˜˧˦ support of initiatives that harness ʴ˙˥˜˖˔Ϡ˦ ˥˘˦ˢ˨˥˖˘˦ ˧ˢ ˕˘ˡ˘Ѓ˧ ˟ˢ˖˔˟ economies and transform lives across the continent and Make Energy Poverty History.”

Republic of Congo looking to double its oil production

Boasting approximately 1.8 billion barrels of oil, the Republic of Congo has ambitions to increase its production from 270,000 barrels per day (bpd) to 500,000 bpd this year.

Meanwhile, an increased focus on natural gas production has resulted in the development of an upcoming Gas Master Plan and new Gas Code, with plans by the country to unlock an estimated 10 trillion cubic feet of natural gas in the coming years.

In January, oil and gas company ˇ˥˜˗˘ˡ˧ ʸˡ˘˥˚ˬ Ѓˡ˔˟˜˭˘˗ ˜˧˦ ˔˖ˤ˨˜˦˜˧˜ˢˡ of energy majors Chevron and TotalEnergies’ interests in opera˧˜ˢˡ˔˟ Ѓ˘˟˗˦ ˜ˡ ˧˛˘ ʶˢˡ˚ˢʡ

As part of the acquisition, Trident Energy will receive working interests in the Nkossa and Nsoko II fields, a 15.75% operated interest in the Lianzi field and a 21.5% working ˜ˡ˧˘˥˘˦˧ ˜ˡ ˧˛˘ ˀˢ˛ˢʠʵ˜˟ˢˡ˗ˢ Ѓ˘˟˗ʡ The company’s acquisition of these assets is set to add approximately 30,000 bpd to the Republic of Congo’s production capacity.

The Congo is heavily reliant on oil and gas revenues, which account for 35% of GDP and 75% of its exports.

As such, the country has introduced several key regulatory reforms to meet its oil production targets in the coming years. A new licensing round set for March should increase the country’s appeal to international investors by ensuring a fair and transparent process for securing production rights while supporting the long-term development of its oil and gas sector.

Zambia Receives Advanced Copperbelt Survey as copper output rises by 12% in 2024

First Quantum Minerals Ltd., led

by Chief Executive Tristan Pascall, has delivered the 2024 Copperbelt High-Resolution Airborne Survey to Zambia’s Ministry of Mines. The initiative, heralded by President Hakainde Hichilema, marks a significant step in enhancing the country’s understanding of its vast subsurface resources.

“This critical mapping initiative provides a deeper understanding of Zambia’s resource endowment, ˕˘ˡ˘Ѓ˧˧˜ˡ˚ ˡˢ˧ ˢˡ˟ˬ ˧˛˘ ˀ˜ˡ˜˦˧˥ˬ ˢ˙ Mines but the Zambian people as a whole,” President Hichilema said in a statement.

The handover of the survey coincides with encouraging news from the mining sector. Zambia’s copper output rose by 12% in 2024, reaching 820,670 metric tons compared to 732,580 tons in 2023. Mines Minister Paul Kabuswe attributed the increase to a recovery in production at key mines despite electricity shortages caused by a drought that impacted hydroelectric power generation.

Algeria to boost hydrocarbon output through $50 billion investment

Algeria is set to invigorate its hydrocarbon sector with a substantial $50 billion investment over the next four years, focusing primarily on exploration and production activities.

Central to this initiative is an ongoing licensing round, offering six onshore blocks to international and domestic energy companies.

Although the 2024 round closes before the Invest in African Energy (IAE) Forum, taking place in Paris this May, the forum provides a platform for stakeholders to analyze the implications of this strategy, discuss upcoming results and explore partnerships for future rounds.

Africa must chart its own course in the global mineral landscape

The world recognises Africa’s mineral reserves as critical for the global transition to cleaner energy.

However, this narrative, focused on the needs of industrialised nations, overlooks a fundamental truth: Africa’s minerals hold a far greater ˦˜˚ˡ˜Ѓ˖˔ˡ˖˘ ˙ˢ˥ ˧˛˘ ˖ˢˡ˧˜ˡ˘ˡ˧ ˜˧˦˘˟˙ʡ Africa stands at the precipice of a new era, where its vast mineral wealth can redefine its global standing. The continent is home to sizeable reserves of what the world ˖˨˥˥˘ˡ˧˟ˬ ˗˘Ѓˡ˘˦ ˔˦ ˖˥˜˧˜˖˔˟ ˠ˜ˡ˘˥˔˟˦ʭ 74 | AFRICAN M I N I N G N EWS

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55% of cobalt, 47.65% of manganese, 21.6% of natural graphite, 5.9% of copper, 5.6% of nickel, 1% of lithium, and 0.6% of iron ore.

While the prevailing global discourse on critical minerals centres on the continent’s role in facilitating a just energy transition, primarily for developed Western nations, Africa ˡ˘˘˗˦ ˧ˢ ˥˘˗˘Ѓˡ˘ Ϣ˖˥˜˧˜˖˔˟ ˠ˜ˡ˘˥˔˟˦ϣ with its own development front and

centre. Whether it’s minerals to help meet the continent’s energy needs, or minerals needed for fertilizer to ensure food security, why and for who these minerals are deemed “critical” are the real questions to ask.

Africa faces major energy poverty due to climate change.

Despite contributing less than 5% to global greenhouse gas emissions Africa remains disproportionately

vulnerable to climate change impacts and faces significant energy poverty. Thus, with the global shift toward sustainable energy intensifying, and the demand for “critical” minerals expected to skyrocket, Africa can and should leverage its mineral wealth for its own development.

To fully capitalise on its mineral resources, Africa’s mining sector

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I S S U E 1 5 | 75

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Zimbabwe Kicks-Off Project to Reduce Mercury Use in Artisanal and Small-Scale Gold Mining

must overcome infrastructural ˗˘Ѓ˖˜˘ˡ˖˜˘˦ʟ ˘˖ˢˡˢˠ˜˖ ˜ˡ˘ˤ˨˔˟˜˧˜˘˦ʟ and governance issues. What’s more, ensuring equitable distribution of the benefits derived from mineral extraction and directing ˧˛˘˦˘ ˕˘ˡ˘Ѓ˧˦ ˧ˢ˪˔˥˗ ˦˨˦˧˔˜ˡ˔˕˟˘ development is paramount.

The DRC and Zambia exemplify Africa’s mineral potential. Together, ˧˛˘˦˘ ˡ˔˧˜ˢˡ˦ ˦˨ˣˣ˟ˬ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ portion of the world’s copper, with the DRC dominating global cobalt production. Both countries are establishing special economic zones focused on electric vehicle and battery production, aligning with the African Union’s Agenda 2063, which proritises industrialisation and

76 | AFRICAN M I N I N G N EWS

˘˖ˢˡˢˠ˜˖ ˗˜˩˘˥˦˜Ѓ˖˔˧˜ˢˡʡ ˍ˜ˠ˕˔˕˪˘ʟ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˟˜˧˛˜˨ˠ ˣ˥ˢ˗˨˖˘˥ʟ ˛˔˦ banned raw lithium ore exports to encourage domestic value addition, attracting substantial foreign investment, including a $300 million investment from Zhejiang Huayou Cobalt in the Arcadia lithium mine.

“The DRC, Zambia and Zimbabwe are setting a powerful precedent,” says Laura Nicholson, Head of Content & Strategic Partnerships for Mining Indaba. “By focusing on downstream processing and regional partnerships, they’re demonstrating how Africa can move beyond raw mineral export and build a more sustainable, value-driven mining sector.”

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Zimbabwe’s government is taking action to support a more responsible artisanal gold mining sector, launching a $23.7 million USD project to reduce mercury across mine sites in the country.

A toxic chemical used to extract gold from ore, mercury damages the lungs, skin, and eyes. The chemical can travel far from where it is released, polluting the air, water, and soil. Furthermore, it bioaccumulates up the food chain.

In Zimbabwe, over 300,000 people work in artisanal gold mining, with the sector contributing to more than 40 percent of the country’s mineral exports. Across the country, 96 percent of artisanal gold mine sites use mercury, with miners often forgoing protective equipment and risking exposure to toxic fumes.

Zimbabwe’s artisanal gold mining activities result in more than 24 tonnes of mercury being released annually. ˇ˛˘ Ѓ˩˘ʠˬ˘˔˥ ˣ˥ˢ˝˘˖˧ ˜˦ ˕˔˖˞˘˗ Ѓˡ˔ˡ˖˜˔˟˟ˬ ˕ˬ ˧˛˘ ʺ˟ˢ˕˔˟ ʸˡ˩˜˥ˢˡˠ˘ˡ˧ Facility (GEF), implemented by the United Nations Environment Programme (UNEP) and executed by the ˜ˡ˧˘˥ˡ˔˧˜ˢˡ˔˟ ˡˢˡʠˣ˥ˢЃ˧ ˢ˥˚˔ˡ˜˭˔˧˜ˢˡʟ IMPACT, in close coordination with the government of Zimbabwe.

The planetGOLD Zimbabwe project plans to support 7,500 men and women at 11 districts in Zimbabwe, reducing mercury

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use by 4.85 tonnes. In addition to mercury reduction, the project aims to support formalization of the artisanal gold mining sector and increasing miner’s access to Ѓˡ˔ˡ˖˘ʡ ˇ˛˜˦ ˪˜˟˟ ˟˘˔˗ ˧ˢ ˧˛˘ ˔˗ˢˣ˧˜ˢˡ of mercury-free technologies and promote more responsible and traceable gold supply chains.

The project officially launched on November 14 in Harare, with an Inception Workshop that brought together stakeholders to discuss how planetGOLD Zimbabwe will support a more responsible artisanal gold sector.

Mr. Edward Samuriwo, Acting Permanent Secretary of the Ministry of Environment, Climate, and Wildlife, ˥˘˔˙Ѓ˥ˠ˘˗ ˍ˜ˠ˕˔˕˪˘Ϡ˦ ˖ˢˠˠ˜˧ˠ˘ˡ˧ to the Minamata Convention on

African Development Bank grants $150 million loan to Boost Mauritania’s mining sector

The Board of Directors of the African Development Bank Group has approved a $150 million senior loan to Mauritanian state-owned iron ore firm Société Nationale Industrielle et Minière (SNIM) to increase its logistics capacity and strengthen the country’s mining sector. The approval is part of SNIM’s $467 million logistics expansion program, which aims to double the transport capacity of its iron ore railway by 2030.

The investment will enable the company to produce higher value-added products, such as iron ore pellets, and includes plans to construct a 12 MW photovoltaic solar

Mauritania’s $150 million boost: The African Development Bank’s loan to SNIM will facilitate the acquisition of up to 36 locomotives and 1,743 wagons to transport iron production to the Nouadhibou ore port.

Mercury and emphasized the pivotal role the planetGOLD project will play in supporting the country’s efforts to eliminate mercury use in artisanal gold mining through the implementation of Zimbabwe’s National Action Plan.

“The launch of the planetGOLD project moves Zimbabwe towards more responsible artisanal gold mining. We look forward to working with all stake-holders to create a sustainable change in the sector,” said Yann Lebrat, Deputy Executive Director, IMPACT. 78 | AFRICAN M I N I N G N EWS

power plant to aid decarbonizing efforts. The initiative underscores the ADB Group’s commitment to fostering sustainable economic growth and promoting inclusive development in Mauritania.

The steadfast support of the African Development Bank is invaluable and will serve as a catalyst for our future growth “This program is a crucial forerunner of SNIM’s future growth as a producer of high-quality iron ore and will facilitate its downstream integration,” said Solomon Quaynor,

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the Bank Group’s Vice President for Private Sector, Infrastructure and Industrialisation. Ϣʼ˧ ˔˟˦ˢ ˥˘ˣ˥˘˦˘ˡ˧˦ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ step forward for Mauritania’s mining sector and will help establish a true regional industrial hub in the medium term.”

Quaynor highlighted the project’s broader social and economic benefits, including community empowerment, job creation, and the development of new regional partnerships.

The project also includes climate resilience measures. The Global Center on Adaptation, through the Africa Adaptation Acceleration Programme, will provide SNIM with technical assistance, conducting a comprehensive climate change risk assessment for its logistics and operations. This will help the company implement necessary adaptation measures to ensure a sustainable future.

SNIM, one of the Bank’s longstanding partners, plays a critical role in Mauritania’s economy. In 2023, it contributed around 9 percent of GDP, 14 percent of government revenue, and 37 percent of export value. As Africa’s second-largest iron ore producer and Mauritania’s largest company, SNIM employs 6,750 people. The company is a major driver of intra-African trade, increasingly supplying iron ore to North African markets.

“This logistics expansion project is extremely important for SNIM,” said Mohamed Vall Mohamed Telmidy, CEO of SNIM. “It will bring the production projects we have planned closer to implementation.

The steadfast support of the ADB is invaluable and will serve as a catalyst for our future growth.”

Congo’s Strategy to Advance Local Hydrocarbon Sector

The Republic of Congo is prioritizing local content development within its hydrocarbon sector through a combination of government policy and private sector initiatives.

The country’s approach aims to

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ˠ˔˫˜ˠ˜˭˘ ˗ˢˠ˘˦˧˜˖ ˕˘ˡ˘Ѓ˧˦ ˙˥ˢˠ ˜˧˦ vast energy resources, with a focus on job creation, technology transfer and building local expertise.

The government’s strategy is embodied in the Hydrocarbons Code, which mandates the prioritization of Congolese nationals in the workforce. The law encourages partnerships between foreign oil companies and local enterprises, with a focus on capacity building and knowledge sharing.

This regulatory framework is supplemented by the development of a comprehensive law on local content, targeting multiple sectors,

million last year to expand production at the Moho Nord offshore Ѓ˘˟˗ʟ ˪˜˧˛ ˔ ˙ˢ˖˨˦ ˢˡ ˜ˡ˩ˢ˟˩˜ˡ˚ ˟ˢ˖˔˟ subcontractors and skills programs.

Similarly, Italian multinational energy company Eni is investing in local workforce development.

As part of its efforts to prepare for the launch of LNG production last year, the company trained 40 Congolese employees in liquefaction technologies.

This initiative helped to ensure that Congo has the skilled workforce its needs to manage LNG facilities and reduce reliance on foreign specialists.

Completion of the €80 million Tunisian upgrade road infrastructure in seven of the country’s governorates will improve user mobility on 188.9 ˞˜˟ˢˠ˘˧˥˘˦ ˢ˙ ˇ˨ˡ˜˦˜˔Ϡ˦ ˖˟˔˦˦˜Ѓ˘˗ ˥ˢ˔˗ ˡ˘˧˪ˢ˥˞ ˕ˬ ˥˘˗˨˖˜ˡ˚ ˧˥˔ˡ˦ˣˢ˥˧ constraints linked to the narrow gauge and ageing of road surfaces. such as hydrocarbons, mining and digital economy. The aim is to diversify the economy and foster the growth of small- and medium-sized enterprises. While the government sets the framework, private sector companies are taking proactive steps to promote local content.

TotalEnergies employs around 600 local staff in Congo compared to just 40 expatriates, showcasing their commitment to workplace integration. The company also invests in training and development programs to equip Congolese employees with higher-level skills.

TotalEnergies committed $600 80 | AFRICAN M I N I N G N EWS

Tunisia granted €80.16 million loan to implement massive road improvement scheme

The African Development Bank has granted Tunisia a loan of over €80 million to upgrade road infrastructure in seven of the country’s governorates.

The project will run from 2025 to 2030 as a continuation of two earlier phases of the Road Infrastructure Modernization Programme. It carries a total cost of €86.21 million euros and ˜˦ ˖ˢʠЃˡ˔ˡ˖˘˗ ˕ˬ ˧˛˘ ϭʫʣʡʤʩ ˠ˜˟˟˜ˢˡ loan from the Bank, with a supporting contribution of €6.05 million from the Tunisian government.

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The plan aims to upgrade ʤʫʫʡʬ ˞ˠ ˢ˙ ˖˟˔˦˦˜Ѓ˘˗ ˥ˢ˔˗˦ ˜ˡ ˧˛˘ governorates of Kef, Kasserine, Sousse, Sfax, Kairouan, Siliana and Gafsa, where substantial economic potential remains unrealized due to transport constraints largely as a result of the poor condition of roads.

The Bank’s intervention will help to improve the quality of Tunisia’s road network and conditions for road users in the target areas.

It will help to create an efficient and sustainable transport system, which can support growth and create favourable conditions for the movement of goods and people in and between Tunisia’s regions.

Road upgrades will improve access to regions with high agricultural value-added, contributing to Tunisia’s food security. The transport sector plays an important role in the Tunisian economy, ˔˖˖ˢ˨ˡ˧˜ˡ˚ ˙ˢ˥ ˔˕ˢ˨˧ Ѓ˩˘ ˣ˘˥˖˘ˡ˧ of GDP and providing 160,000 jobs, directly and indirectly. The project is a continuation of two earlier phases of the Road Infrastructure Modernization Programme.

“Over the past 10 years, the African Development Bank has helped to renovate and modernize some 4,000 kilometres of roads and 104 kilometres of motorways, as well as creating various associated facilities in Tunisia,” said Solomon Quaynor, ADB Vice President responsible for the Private Sector, Infrastructure and Industrialization.

“The upgrade will improve prospects for the private sector and local SMEs, as well as creating new jobs for young people. It will also ˕˘ˡ˘Ѓ˧ ˠ˜˖˥ˢʠ˘ˡ˧˘˥ˣ˥˜˦˘˦ ˙ˢ˖˨˦˘˗ on road maintenance, enabling infrastructure to be maintained over the long term, while at the same time creating market opportunities for entrepreneurs.

“Road upgrades will improve access to regions with high agricultural value-added, contributing to Tunisia’s food security, thanks to the development of value chains supported by the private sector,” added Quaynor. Q

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TRANSFORMING TOMORROW TOGETHER: BUILDING SUSTAINABLE MINING LEGACIES

IN SOUTH AFRICA

ˇ˛˘ ˠ˜ˡ˜ˡ˚ ˜ˡ˗˨˦˧˥ˬ ˜ˡ ˆˢ˨˧˛ ʴ˙˥˜˖˔ ˨ˡ˗ˢ˨˕˧˘˗˟ˬ ˠ˔˞˘˦ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˖ˢˡ˧˥˜˕˨˧˜ˢˡ ˧ˢ ˘˖ˢˡˢˠ˜˖ development, but what duties do mining companies have in shaping the lives of communities after mining activities have ceased?

Giada Masina

T

he 2025 Mining Indaba theme, “Futureproofing African mining, today,” prompts us to reflect on the legacies mining companies create and what sustainable development means for the communities we leave behind.

A dual responsibility: Mining companies and the State

South Africa’s mining sector operates within a sophisticated regulatory framework, anchored in the Mineral and Petroleum Resources Development Act (MPRDA) and reinforced by the Constitution. The MPRDA establishes that the State is the custodian of the country’s mineral resources for the benefit of the nation, with mining companies holding the responsibility to contribute to socio-economic development through Social and Labour Plans (SLPs). These plans mandate companies to invest in local infrastructure, education, skills 82 | AFRICAN M I N I N G N EWS

development, and other local and rural community upliftment projects.

However, the obligations of mining companies differ fundamentally from those of the State. While the State has a constitutional duty to provide access to basic services, such as water, housing and education, as part of its socio-economic rights mandate, mining companies’ duties are more localised to the areas in which they operate and labour sending areas. Companies are required to identify and address the socio-economic and environmental impacts of their operations and deliver projects in consultation with various stakeholders including affected communities and the local municipality. This difference in duties means that mining companies’ contributions should serve as a supplement to, rather than a replacement for, the State’s obligations.

Yet, in practice, these distinctions blur. Communities frequently perceive mining companies as the de facto providers of essential services. This perception creates tension and places greater pressure on mining companies to extend their contributions beyond their regulatory obligations. But with the world moving to a “value beyond compliance” operating model, how are the expectations and obligations of mining companies changing?

The global shift towards embedding human rights at the core of business operations is expanding the compliance net beyond regulatory compliance.

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Business and human rights: Beyond regulatory compliance

The global shift towards embedding Business and Human Rights (BHR) principles in corporate decision-making has reshaped expectations of the mining industry.

Companies are now seen not only as extractors of resources but also as custodians of community wellbeing ˔ˡ˗ ˔˦ ˜ˡЄ˨˘ˡ˖˘˥˦ ˢ˙ ˚ˢˢ˗ ˣ˥˔˖˧˜˖˘ in their supply chains.

The United Nations’ Guiding Principles on Business and Human Rights (UNGPs) articulate the corporate responsibility to respect human rights. This responsibility is fast being hardcoded into new and existing legal frameworks across the world and is informing the evolution of corporate duties. For mining companies, this duty requires them to ensure that their operations do not harm communities, that grievances and adverse impacts are addressed, and that they contribute to the socio-economic upliftment of those impacted by their activities.

Pooja Dela

LEGACY BUILDING

The conversation is no longer about compliance with regulatory requirements alone; it is about proactive and meaningful stakeholder engagement and creating sustainable, rightsrespecting legacies.

South Africa has one of the most progressive constitutional frameworks in the world and integrating it with the UNGPs can enable mining operations to contribute positively to human rights and socio-economic development.

So, what can mining companies do to future-proof their legacies?

Charting a sustainable legacy

Sustainable development requires a shift towards genuine, transparent, meaningful and continuous engagement with communities throughout the mining lifecycle. Companies must listen to community voices, ensuring their needs and priorities shape the development agenda. This includes moving away from one-size-fitsall solutions and tailoring projects to the unique cultural, heritage, environmental, economic, and social contexts of each community.

Furthermore, minimising overreliance on the mining sector by communities in the long term is crucial. Companies must invest in initiatives that promote economic ˗˜˩˘˥˦˜Ѓ˖˔˧˜ˢˡʟ ˦˨˖˛ ˔˦ ˦˨ˣˣˢ˥˧˜ˡ˚ agriculture, entrepreneurship, or manufacturing. These investments foster resilience and are a catalyst to creating sustainable livelihoods and development beyond the lifeof-mine, and should be considered upfront.

SLPs often include training and education components, however, the scope should expand to include skills development and skills transfer to prepare communities for a postmining economy. Collaborating with academic institutions and NGOs can enhance the quality and relevance of these programmes.

While mining operations often bring significant infrastructure investments such as roads, schools, 84 | AFRICAN M I N I N G N EWS

and clinics, ensuring the long-term sustainability of these assets requires proper planning and handover processes, including partnerships with local governments.

The environmental impact of mining can persist for decades.

Companies must prioritise rigorous rehabilitation programmes that create opportunities for sustainable post-closure land uses and economic transition, such as ecological tourism, agriculture, or renewable energy projects, in line with regional spatial development priorities.

The challenges faced by mining communities are complex and multidimensional. Collaboration amongst mining companies is envisaged in regulations and should be prioritised to achieve a greater and strategic joint outcome. Collaboration with the State, civil society, and international organisations can also ˔ˠˣ˟˜˙ˬ ˜ˠˣ˔˖˧ʡ ʼˡˡˢ˩˔˧˜˩˘ Ѓˡ˔ˡ˖˜ˡ˚ mechanisms, such as blended Ѓˡ˔ˡ˖˘ ˠˢ˗˘˟˦ʟ ˖˔ˡ ˦˨ˣˣˢ˥˧ ˟ˢˡ˚ʠ term community development projects.

about the generations to come, as the construct of sustainable development envisages.

The communities we leave behind define not only the mining industry’s commitment to transformation but also its responsibility to humanity. By actively collaborating with stakeholders and placing communities at the heart of sustainable development, mining companies can reshape their legacy—not merely as extractors of resources but as architects of thriving, resilient futures. As participants of the 2025 Mining Indaba, we must seize the opportunity to commit to a shared vision of transformation— ensuring that every community ˧ˢ˨˖˛˘˗ ˕ˬ ˠ˜ˡ˜ˡ˚ Єˢ˨˥˜˦˛˘˦ ˟ˢˡ˚ after operations cease. Q • Pooja Dela, Giada Masina and Paula-Ann Novotny are partners at Webber Wentzel

Embracing evolving expectations and duties

Globally, the expectations and duties of mining companies are evolving. Investors, consumers, and regulators increasingly demand alignment with Environmental, Social, and Governance standards.

Voluntary and soft law standards and ˙˥˔ˠ˘˪ˢ˥˞˦ ˔˥˘ Ѓˡ˗˜ˡ˚ ˧˛˘˜˥ ˪˔ˬ ˜ˡ˧ˢ hard law. Communities themselves are becoming more organised and vocal by leveraging social media, dispute resolution platforms and international advocacy networks to hold companies accountable.

In South Africa, the legacy of mining is inextricably tied to the country’s socio-economic development. As the sector navigates these changing dynamics, it must embrace a forward-looking approach that prioritises longterm community well-being and resilience. This means thinking not just about the present but also

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Paula-Ann Novotny

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CRITICAL MINERALS

HOW WILL TRUMP INFLUENCE…

AFRICA’S CRITICAL MINERALS? President Donald Trump’s second tilt at the White House promises a majorly beefed up strategy of America First at every turn. How might this affect Africa’s critical minerals?

T

he return of President Trump to the White House has been subject to much speculation, with market participants questioning how the incoming Republican administration will approach critical minerals projects in Africa, as well as other crucial areas including aid budgets and the Lobito Corridor.

Olimpia Pilch, Chief Strategy ˂˙Ѓ˖˘˥ ˔˧ ʶˀʴʺʟ ˦˔ˬ˦ ˧˛˔˧ Ϣ˪˘ ˖˔ˡ potentially expect an increase in critical mineral project funding from the US, but this will depend on several factors, including the rate at which US domestic sources can be unlocked, trends in real-time demand, GDP growth in the US, and the availability of cheap ore from other jurisdictions.”

The Critical Minerals Africa Group (CMAG) is the advocacy group seeking to foster deeper

relations between Africa and global markets and put Africa at the heart of international discussions surrounding critical minerals policy.

CMAG works closely with its members and partners to help navigate a potential shift in US policy with ˃˥˘˦˜˗˘ˡ˧ ˇ˥˨ˠˣ ˜ˡ ˢ˙Ѓ˖˘ʡ “The key guiding principle for the Trump administration will be security. Critical minerals projects that feed into US defence supply chains, speciality alloys, and other sectors deemed of national importance will stand a far better chance of accessing US government funding that those falling under a “green” or “energy transition” banner, which were prioritised by the Biden administration,” says Pilch.

“A greater security focus will throw a spanner in the ambitions of many African nations looking to process and refine more critical minerals on the continent. US entities are unlikely to accept the high risk of ˠ˨˟˧˜ʠ˕˜˟˟˜ˢˡ ˥˘Ѓˡ˘˥ˬ ˜ˡ˩˘˦˧ˠ˘ˡ˧˦ ˜ˡ volatile regions that often lack key ingredients for commercial success – cheap and reliable energy, wellmaintained infrastructure, skills and expertise, favourable taxation,

and stable governments. Given the intensification of US-China competition, regions with overt ʶ˛˜ˡ˘˦˘ ˜ˡЄ˨˘ˡ˖˘ ˔˥˘ ˔˟˦ˢ ˟˘˦˦ ˟˜˞˘˟ˬ ˧ˢ attract US private sector investment.

However, ample opportunities to move further down the value chain will remain, especially when it comes to producing critical mineral concentrates. Relatively more stable nations such as Botswana, Rwanda, ˁ˔ˠ˜˕˜˔ʟ ˔ˡ˗ ʺ˛˔ˡ˔ ˦˧˔ˡ˗ ˧ˢ ˕˘ˡ˘Ѓ˧ provided their governments are willing to play by the Western rules of deal-making.”

Veronica Bolton Smith, CMAG’s CEO, says “CMAG is working closely with its members to ensure a smooth transition as companies exposed to African critical mineral supply chains seek to determine if and how the new administration will change the picture for the industry.

“One of CMAG’s key priorities is to bridge the gap between Africa and Western markets with the aim of catalysing value for both sides.

We will be working closely with our partners in the US and on the continent to bring about mutually ˕˘ˡ˘Ѓ˖˜˔˟ ˢ˨˧˖ˢˠ˘˦ ˨ˡ˗˘˥ ˧˛˜˦ ˡ˘˪ administration and beyond.” Q

Critical minerals projects that feed into US defence supply chains and other sectors deemed of national importance stand a better chance of accessing US government funding that those falling under a “green” banner 88 | AFRICAN M I N I N G N EWS

ISSUE 15

ESG

EMBRACING

ESG ESG frameworks within the African oil ˔ˡ˗ ˚˔˦ ˦˘˖˧ˢ˥ ˕˘ˡ˘Ѓ˧ ˢˣ˘˥˔˧ˢ˥˦ ˔ˡ˗ communities if seen as a strategic tool, writes Robert Appelbaum, Consultant & Dalit Anstey, Knowledge Lawyer at Webber Wentzel

A

strategic approach within the African oil and gas industry that considers Environmental, Social and Governance (ESG) as a tool to enhance operational effectiveness at a community level can provide value to investors, natural resource companies and communities in project areas. ˇ˛˜˦ ˪˔˦ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˧˔˞˘˔˪˔ˬ among many others from a panel discussion I moderated at Africa Oil Week 2024 in Cape Town at the beginning of October. The stellar panel guided the discussion included Eleanor Adaralegbe (CFO, Seplat Energy), Jingjing Pan (Investment Analyst, Federated Hermes), Dr Marion de Wet (Postdoctoral Academic Researcher & Industry Professional at the Strategic Fuel Fund), and Kike Fajemirokun (GM Human Resources, Lekoil).

ESG is often seen as a blunt instrument, but it is highly nuanced once you begin exploring its nuts and bolts, especially in an African context.

Where oil and gas projects on the continent are concerned, ESG should be built into project operations and administration.

For instance, as Dr De Wet highlighted, there are economic and ˦ˢ˖˜˔˟ ˕˘ˡ˘Ѓ˧˦ ʴ˙˥˜˖˔ˡ ˖ˢ˨ˡ˧˥˜˘˦ ˖˔ˡ accrue from their oil and natural gas reserves. However, these industries, continent-wide, continue to face ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˘ˡ˩˜˥ˢˡˠ˘ˡ˧˔˟ ˔ˡ˗ ˦ˢ˖˜˔˟ 90 | AFRICAN M I N I N G N EWS

problems. ESG in oil and gas does not stand alone and has strong links with the United Nations Sustainable Development Goals, especially Goals 1 (poverty alleviation), 8 (decent work and economic growth), and 13 (climate action).

As a case in point, Nigeria has struggled with managing its natural oil and gas resources, a “resource curse” in the most classic sense.

Yet, as touched on by Fajemirokun, progress is being made on ESG, with Є˔˥˜ˡ˚ ˥˘˚˨˟˔˧˜ˢˡ˦ ˕˘˖ˢˠ˜ˡ˚ ˧˜˚˛˧˘˥ in recent years and gas recognised as a bridge between fossil fuels and zero-carbon options such as wind and solar energy.

ESG and community-company relations influence project success and reliability

An enabling policy and regulatory environment that supports successful oil and gas projects on the continent is one piece of the puzzle, but it’s at a community ˟˘˩˘˟ ˪˛˘˥˘ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˗˜˩˜˗˘ˡ˗ exists. ESG-focused strategies are arguably the best way to bring that ˗˜˩˜˗˘ˡ˗ ˧ˢ ˠ˔˥˞˘˧ʡ ˇ˛˘ ˕˘ˡ˘Ѓ˧˦ ˙ˢ˥ the community include job creation and the catalytic effects of more wealth in a community.

Depending on their relationship with the rights owner, it could also mean access or upgrades to services, including roads, education, and electricity. For rights owners,

ISSUE 15

Dalit Anstey

benefits include, most critically, gaining a social license to operate, plus production stability, improved security, and enhanced productivity.

As Adaralegbe highlighted, achieving these benefits means leveraging ESG-focused strategies that enhance community engagement and stakeholder relations. This is a highly complex process, but best practice offers a clear path to realising meaningful social impact from the project’s outset.

Best practices include meaningfully engaging with the community, a commitment to inclusive decision-making, transparency and reporting, social investment programmes that target areas of need and employment and taking advantage of local

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ESG

Investors are looking for oil and gas projects that meet today’s ESG criteria and have a roadmap for reducing carbon footprints and increasing positive social impact over time – longer-term strategies over a shorter term

Robert Appelbaum

92 | AFRICAN M I N I N G N EWS

content where possible. Community needs assessments, stakeholder engagement plans, and dispute settlement mechanisms are all elements that contribute to best practices.

It should be noted that community-rights-holder relationships should not be so deep as to create unhealthy dependencies that lead to patronage networks or key-man-type scenarios that distort power dynamics in communities beyond an operational level.

A process to embracing ESG in a competitive marketplace

Executing ESG best practices, beyond the remit of ESG, can provide a competitive advantage to rights holders and firms. Given how competitive the oil and gas sector is, and the changing nature of the world’s energy mix, it’s pertinent to ask how operators and asset owners can better embrace ESG standards and frameworks to be competitive in today’s market, and what can be expected from ESGbased stakeholder engagements.

This was the exact question I posed to the panel.

Dr. De Wet took up the challenge, breaking down the process in the following way: • First, identify the various activities and the respective associated environmental and social risks across the exploration and production value chain.

• Establish ESG guidelines on critical limits and standards by international best practices in addition to relevant legislative and governance instruments.

• Stakeholder engagements do not end with the operators, governments and investors, but include civil society and the communities they will operate in.

• Taking it further to the government level, inclusive, transparent, and active engagements and dialogue ˪˜˧˛ ˞˘ˬ ˦˧˔˞˘˛ˢ˟˗˘˥˦ ˔˥˘ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ considerations in shaping the policy and regulatory framework of sustainable extraction practices.

ISSUE 15

Oil and gas operators who adopt ESG strategies gain a competitive edge and create value

For investors, it is wise to consider ESG from a strategic perspective; a topic touched on during the panel

by Fajemirokun.

“On the community side, gas can be used to power streetlights or a community building. These are the types of sustainable operations, projects, and strategies that will bring in investors. It shows that a company is thinking and practising some form of a sustainable business,” she said towards the panel’s conclusion.

“Investors are looking for oil and gas projects that meet today’s ESG criteria and have a roadmap for reducing carbon footprints and increasing positive social impact over time – longer-term strategies over a shorter term. Everyone has a part to play in creating a sustainable environment and operation. Train your board, employees, [and] think long-term effects and strategies”.

The way operators and rights holders pivot between strategic and tactical decision-making is a ˗˜˥˘˖˧ ˜ˡЄ˨˘ˡ˖˘ ˢˡ ˛ˢ˪ ˜ˡ˧˘˚˥˔˧˘˗ ESG is into their investment-making decisions. Dr De Wet cited the example of Seplat in Nigeria, where commitment from the company’s board is coupled with a special board committee that focuses specifically on ESG matters plus the CEO chairing a sustainability management committee.

Overall, it is imperative for oil and gas companies operating in Africa to integrate ESG frameworks in their operations. Those who approach ESG strategically and with a clear understanding of what best practice is and how to execute it can create a discernible difference between themselves and their competitors ˔˧ ˔ ˟˘˩˘˟ ˧˛˔˧ ˣˢ˦˜˧˜˩˘˟ˬ ˜ˡЄ˨˘ˡ˖˘˦ operational sustainability. Q

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D E C A R B O N I S AT I O N

MINING NEEDS TO RECOMMIT TO INTENSIFIED DECARBONISATION

be a sprint nor a stumble – it must be a deliberate, phased journey involving the collective effort of all stakeholders.

By embracing a balanced energy mix, encouraging innovation, and leveraging deregulation, Africa can transition to a low-carbon future without compromising its socioeconomic priorities. Renewable energy isn’t just an environmental imperative – it’s an economic opportunity, a job creator, and a cornerstone for sustainable development. ʼ˧Ϡ˦ ˧˜ˠ˘ ˧ˢ Є˜ˣ ˧˛˘ ˦˪˜˧˖˛ʡ

DECARBONISATION GOALS IN 2025 The current rate of decarbonisation is too slow to meet science-based targets. As the mining industry looks towards a new year, it needs to urgently ˖ˢˠˠ˜˧ ˧ˢ ˔ˡ ˜ˡ˧˘ˡ˦˜Ѓ˘˗ ˣ˨˥˦˨˜˧ ˢ˙ ˗˘˖˔˥˕ˢˡ˜˦˔˧˜ˢˡ ˧˔˥˚˘˧˦ʡ

˧ˢ ʥʫʘʟ ˢ˥ ʤʬʟʧʧʣ ˠ˘˚˔˧ˢˡ˦ ˢ˙ ˖˔˥˕ˢˡ dioxide equivalent which is second only ˧ˢ ˔˚˥˜˖˨˟˧˨˥˘ʢ ˟˔ˡ˗ ˨˦˘ʢ˪˔˦˧˘ ˔˧ ʦʣʘ of global emissions.

The research done by dss+ shows that little is changing, with roughly the same amount being emitted per tonne of mineral output every year. This holds especially true for deep gold and platinum mines that are experiencing reduction in ore grades and increasing demand for ventilation and cooling services - technological advances ˣ˥ˢ˩˜ˡ˚ ˜ˡ˦˨˙Ѓ˖˜˘ˡ˧ ˧ˢ ˢ˙˙˦˘˧ ˔ˡ ˜ˡ˖˥˘˔˦˘ emissions intensity. Ϣʵ˔˦˘˗ ˢˡ ˢ˨˥ ˔ˡ˔˟ˬ˦˜˦ ˢ˙ ʨʥ ˠ˜ˡ˜ˡ˚ companies, we found that the average annual rate of emission reductions was ˔ˣˣ˥ˢ˫˜ˠ˔˧˘˟ˬ ʥʘ ˕˘˧˪˘˘ˡ ʥʣʤʫ ˔ˡ˗ ʥʣʥʤʡ ˇ˛˘ ˖˨˥˥˘ˡ˧ ʥʘ ˔ˡˡ˨˔˟ ˥˘˗˨˖˧˜ˢˡ ˥˔˧˘ ˪ˢ˨˟˗ ˥˘˦˨˟˧ ˜ˡ ˔ ʧʣʘ ˚˔ˣ ˧ˢ ʥʣʦʣ targets.

The current decarbonisation Ϣʷ˘˖˔˥˕ˢˡ˜˦˔˧˜ˢˡ ˪˜˟˟ ˕˘ ˢˡ˘ ˧˛˘˜˥ ˘˙˙ˢ˥˧˦ ˧ˢ ˗˘˖˔˥˕ˢˡ˜˦˘ ˔ˡ˗ rate aligns to a future of more than˙˨˧˨˥˘ʠˣ˥ˢˢ˙ ˧˛˘˜˥ ˢˣ˘˥˔˧˜ˢˡ˦ʟϣ ˢ˙ ˧˛˘ ˞˘ˬ ˧ˢˣ˜˖˦ ˙˘˔˧˨˥˘˗ ˔˧ ˧˛˘ ʥ̂ʶ ˢ˙ ˪˔˥ˠ˜ˡ˚ʟ ˙˔˥ ˀ˜ˡ˜ˡ˚ ˔˕ˢ˩˘ ˧˛˘ ˧˔˥˚˘˧ says Gerhard Bolt, principal with ʼˡ˩˘˦˧˜ˡ˚ ˜ˡ ʴ˙˥˜˖˔ ʼˡ˗˔˕˔ ˢ˙ ʤʡʨ ̂ʶ ˙˨˧˨˥˘ ˦˘˧ ˢ˨˧ ˕ˬ ˧˛˘ ˃˔˥˜˦ dss+. ʥʣʥʨʡ ˊ˘ ˪˜˟˟ ˕˥˜ˡ˚ ˢ˨˥ ˢ˪ˡ ˘˫ˣ˘˥˧˦ Agreement and associated scienceˀ˜ˡ˜ˡ˚ ˔˖˖ˢ˨ˡ˧˦ ˙ˢ˥ ʧʠʪʘ ˢ˙ ˗˜˥˘˖˧ ˧ˢ ˧˛˜˦ ˜ˠˣˢ˥˧˔ˡ˧ ˚˔˧˛˘˥˜ˡ˚ ˧ˢ based targets,” says Bolt. global greenhouse gas emissions. ˣ˥˘˦˘ˡ˧ ˧˛˘ Ѓˡ˗˜ˡ˚˦ ˢ˙ ˢ˨˥ ˥˘˦˘˔˥˖˛ “To ˪˜˧˛ achieve such ˧˛˔˧ reductions, theW h e n s c o p e 3 d o w n s t r e a m ˔˟ˢˡ˚ ˦ˢ˟˨˧˜ˢˡ˦ ˪˜˟˟ ˛˘˟ˣ decarbonisation rate must increase toemissions are included, this rises ˠ˜ˡ˜ˡ˚ ˖ˢˠˣ˔ˡ˜˘˦ ˧ˢ ˔˗˩˔ˡ˖˘ 96 | AFRICAN M I N I N G N EWS

D E C A R B O N I S AT I O N

ʧʡʨʘ ˣ˘˥ ˔ˡˡ˨ˠ ˔˖˥ˢ˦˦ ˧˛˘ ˠ˜ˡ˜ˡ˚ industry and be extended to include scope 3 emissions.”

The mining industry is faced ˪˜˧˛ ˔ ˣ˔˥˔˗ˢ˫ʭ ˖ˢˠˣ˔ˡ˜˘˦ ˠ˨˦˧ reduce emissions to align with decarbonisation goals and improve their environmental, social, and governance (ESG) performance, but must also ramp up production to meet the unprecedented demand for energy transitions minerals.

“This will require more energy and produce more absolute greenhouse gas emissions in the process. Indeed, this creates a situation where the current rate of decarbonisation is too slow to meet targets – an issue that is increasingly seen as problematic by the investors needed to fund the exploration and expansion of mining operations,” says Bolt.

Although many mining companies have committed to decarbonising their operations, our interviews with mining

executives across commodities and geographies reveal that several barriers still exist. From reporting difficulties to implementation barriers, miners described the various obstacles to decarbonising their operations.

The step change required can only be achieved if leadership adopts a value-based approach to decarbonisation - recognising the value of reducing emissions, creating the appropriate cultural context, building the right organisational and individual capabilities, and developing enabling structures and processes. ˆˣ˘˖˜Ѓ˖˔˟˟ˬʟ ˗˦˦ʞ ˥˘˖ˢˠˠ˘ˡ˗˦ that mining companies pursue the following to overcome the barriers ˜˗˘ˡ˧˜Ѓ˘˗ ˜ˡ ˧˛˘ ˥˘˦˘˔˥˖˛ʭ • Adopting internal carbon pricing aligned to net-zero targets • Creating a cultural context conducive to transformation • Adopting new data collection and monitoring frameworks • Focusing on quick wins • Taking a long-term view • Improving coordination of

• •

decarbonisation planning between sites Co-creating of conducive policy ˔ˡ˗ Ѓˡ˔ˡ˖˜ˡ˚ ˙˥˔ˠ˘˪ˢ˥˞˦ Demonstrating progress.

“ ˈ ˟ ˧ ˜ ˠ ˔ ˧ ˘ ˟ ˬ ʟ ˧ ˛ ˘ ˥ ˘ ˔ ˥ ˘ ˖ ˟ ˘ ˔ ˥ ʟ ˣ˥ˢ˩˘ˡ ˦˧˥˔˧˘˚˜˘˦ ˧˛˔˧ ˖˔ˡ ˛˘˟ˣ ˠ˜ˡ˘˥˦ ˧ˢ ˢ˩˘˥˖ˢˠ˘ ˕˔˥˥˜˘˥˦ ˔ˡ˗ ˔˖˖˘˟˘˥˔˧˘ ˧˛˘˜˥ ˗˘˖˔˥˕ˢˡ˜˦˔˧˜ˢˡ ˝ˢ˨˥ˡ˘ˬ˦ ˜ˡ ˧˛˘ ˦˛ˢ˥˧ʠ˧˘˥ˠʟϣ he adds.

Underpinning this is the requirement for a mindset shift within the industry – leaders must recognise the value of reducing emissions, create the appropriate cultural context, build the right organisational and individual capabilities, and develop enabling structures and processes.

Doing so can drive significant reductions that are sustainable in the long-term, and thereby support more positive outcomes for all stakeholders.” Q ϧ ˗˦˦ʞ ˜˦ ˔ ˞ˡˢ˪˟˘˗˚˘ ˣ˔˥˧ˡ˘˥ ˢ˙ ʼˡ˩˘˦˧˜ˡ˚ ˜ˡ ʴ˙˥˜˖˔ ˀ˜ˡ˜ˡ˚ ʼˡ˗˔˕˔ ʥʣʥʨʡ ˇ˛˘ ˖ˢˠˣ˔ˡˬ ˜˦ ˔ ˟˘˔˗˜ˡ˚ ˣ˥ˢ˩˜˗˘˥ ˢ˙ ˦˨˦˧˔˜ˡ˔˕˟˘ ˢˣ˘˥˔˧˜ˢˡ˦ ˖ˢˡ˦˨˟˧˜ˡ˚ ˦˘˥˩˜˖˘˦ ˪˜˧˛ ˔ ˣ˨˥ˣˢ˦˘ of saving lives and creating a ˦˨˦˧˔˜ˡ˔˕˟˘ ˙˨˧˨˥˘ʡ

The decarbonisation rate must increase to 4.5% per annum across the mining industry and be extended to include scope 3 emissions

I S S AFRICAN UE 15 AFRICAN NING N MINING M N IEWS I SEWS S U E 1 5| | 97

A I T E C H N O LO GY

TECHNOLOGY EXPECTED TO DRIVE

SA MINING EVOLUTION ˇ˛˘ ˔˗˩˔ˡ˖˘ˠ˘ˡ˧ ˢ˙ ˧˘˖˛ˡˢ˟ˢ˚˜˘˦ ˜ˡ˖˟˨˗˜ˡ˚ ˔˥˧˜Ѓ˖˜˔˟ ˜ˡ˧˘˟˟˜˚˘ˡ˖˘ ʛʴʼʜ ˪˜˧˛ ˔ promise of improved safety, productivity and sustainability, is expected to drive an evolution of South Africa’s mining sector, said Johan Coetzee, managing director and strategy & consulting lead at Accenture Africa.

“O

ne of the big advances in the mining industry would be if we can remove people from harm’s way. A lot of the technology thinking is happening in that area. There are thoughts around how we make technology more sustainable, such as technology that does not emit diesel fumes, technology that does not produce any carbon footprint.

All of those are parts of what is driving technology adoption,” said Coetzee.

AI is expected to usher in a new era for the country’s labour-intensive and deep-level underground mines, by helping companies use data tools to avoid harm to its people and make it cleaner, said Coetzee.

Along with other emitting sectors, there is a pressing need for mining to accelerate technology adoption in order to reduce its carbon footprint. This is important given that mining is a key driver for the South African

economy. Mining companies play an important role not only for communities surrounding their operations, but also as employers and providers of services such as clean water to the economies around them.

Mining companies globally have rolled out AI initiatives to identify the location of mineral reserves, coordinate mining trucks and drills, enhance fleet ˘˙Ѓ˖˜˘ˡ˖˜˘˦ ˔ˡ˗ ˙ˢ˥ ˙ˢ˥˘˖˔˦˧˜ˡ˚ ˠ˔˜ˡ˧˘ˡ˔ˡ˖˘ ˜ˡ ˔ ˕˜˗ to reduce downtime and limit the risk of accidents as a result of equipment malfunctions.

Compared to its peers, South Africa is probably lagging behind in how it adapts to technology added Coetzee, who facilitated a panel discussion at the ʥʣʥʧ ʽˢ˕˨˥˚ ʼˡ˗˔˕˔ʡ ʻ˘ ˣˢ˜ˡ˧˘˗ ˧ˢ ˔ ˚˔ˣ ˢˣ˘ˡ˜ˡ˚ ˨ˣ between what technology is capable of doing versus what companies use it for. Ϣˇ˛˘˥˘ ˜˦ ˔ ˣ˟˨˦ ʤʣʣʠˬ˘˔˥ ˟˘˚˔˖ˬ ˢ˙ ˧˛˘ ˜ˡ˗˨˦˧˥ˬʟ ˔˦

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there are a lot of old systems, old architecture in place skills in mining because of a perception that the industry which cannot deal with the new technology. You really is dirty or unattractive.

“People don’t want to work in the industry–they want to set yourself up, think differently about data, think differently about technology, think differently would rather work for companies that have better about how you connect the different parts of your work environments and offer different conditions. organisation so that you get the data to the decision- That is a problem we have to solve as an industry in makers faster, so that the decisions can be made,” addition to building capability because to adapt to he said, adding that the global services company technology, to run new data, we need different skills,” said Coetzee.

Accenture had the skills to enhance mining.

A recent report by Australia’s McKinsey & Company “That is the space where we really want to help organisations realise what they can you do more with said mining companies were experiencing a talent this technology. How can you adopt new technology ˦ˤ˨˘˘˭˘ʟ ˪˜˧˛ ʪʤʘ ˢ˙ ˠ˜ˡ˜ˡ˚ ˟˘˔˗˘˥˦ Ѓˡ˗˜ˡ˚ ˧˛˘ ˧˔˟˘ˡ˧ shortage is holding them back from delivering on quicker? How can you set yourself up today.” ʴ˖˖ˢ˥˗˜ˡ˚ ˧ˢ ˃˪ʶϠ˦ ˆʴ ˀ˜ˡ˘ ˅˘ˣˢ˥˧ ʥʣʥʧ ˧˛˘ production targets and strategic objectives. The transition to AI-driven mining operations may require report found that the majority of mining executives a cultural shift within the industry, along with increased ˪˘˥˘ Ѓˡ˗˜ˡ˚ ˜˧ ˛˔˥˗˘˥ ˧ˢ ˥˘˖˥˨˜˧ ˔ˡ˗ ˥˘˧˔˜ˡ ˧˛˘ ˧˔˟˘ˡ˧ collaboration between industry players, technology they needed especially in specialized areas like mine providers, employees and regulatory bodies towards planning, process engineering, and digital.

The mining industry’s ability to attract talent has ensuring the successful integration of AI in mining.

Historically mining companies have essentially been adversely affected by recent safety failures and done things on their own through individual investment the destruction of indigenous cultural sites, among programmes and adoption of technology (including AI) others added the report. Coetzee said that bringing in external skills is important, industry also purposealthough staff intothe specialised roles ˪˜˟˟ ˙ˢ˦˧˘˥ ˕˨˜˟˗˜ˡ˚ ˣ˔˥˧ˡ˘˥˦˛˜ˣ˦ ˙ˢ˥ ˕˘˧˧˘˥ ˘˙Ѓ˖˜˘ˡ˖˜˘˦ʡ Projects Group’s quality division, ˪˜˧˛ ˔ Є˘˫˜˕˟˘ ˔ˣˣ˥ˢ˔˖˛ ˧ˢ ˣ˥ˢ˧ˢ˖ˢ˟ to build a a solid internal skillsthrive pool.and innovate. where they can “If you look at how is being needed which now serve as a renewable model for energy implementation has become “We have to build In people who understand the drawing talent from diverse developed, every company builds their cornerstone own solar farm, construction and commissioning of efficient project industry and can then translate that a technology sectors, such as to petrochemical, ˕˨˜˟˗˦ ˧˛˘˜˥ ˢ˪ˡ ˪˜ˡ˗ ˙˔˥ˠ˦ʡ ˇ˛˘˥˘ ˔˥˘ ˗˘Ѓˡ˜˧˘˟ˬ ˕˘ˡ˘Ѓ˧˦ specifications across the sector, completion, streamlining asset the e n e‘to r gsolve y , n uthis c l eproblem a r , m i nI ineed ng, a nd with partnering with people. Whether that while doubling asthe anright effective handove r s , is e n hprovider a n c i n ginsorder a f e t yto say, to be able to do this’,” added Coetzee, who fabrication, quality departments can atraining neighbouring mining company, whether that isreinforcing a technology tool for team development. systems, and engineering is adamant industry needs start planning teamsto that consistently community trust, whether itisiswhat’s a technology provider, Central to our approach excellence.

By minimising risksthat and theassemble for a sustainable sector given the commodity price whether it is people likeassessment us in the professional services called the ‘Big Five’ emphasising measurable outcomes, meet demanding project challenges ˣ˥˘˦˦˨˥˘ ˧˛˔˧ ˛˔˦ ˥˘˦˨˟˧˘˗ ˜ˡ ˔ ˗˥ˢˣ ˜ˡ ˣ˥ˢЃ˧˦ ˜ˡ ˧˛˘ ˟˔˦˧ area,” said designed Coetzee, to who sees risks immense in further framework, mitigate this benefits approach embodies with precision while implementing year,“You particularly group metals. ˜ˡ˗˨˦˧˥ˬʠ˦ˣ˘˖˜Ѓ˖ ˕˘˦˧ ˣ˥˔˖˧˜˖˘˦ʡ companies into to new and unique partnerships. and ensureentering adherence stringent our guiding principle: cannot in platinum “You want to set yourself way P r o f eup s sin i oa na l s that w i t hwill mallow ining “There standards. is no need for youprocess to do it on manage your own.

Evenyou can’t quality The what measure.” cycle b a cso k gthat r o u nwhen d s , the f o r price exam ple, on the funding side of quality the organisation, begins with outlining controls there is no need you to be sustainable, or environment invariably changes, you are able to excel at evaluating structural to generate your owntheir funding; there is3. lots of funding (‘Tell me’), verifying presence Hiring for specialisation so. For example,stability in termsinofcomplex cost, youunderground want to set available for sustainability projects. It isSpecialisation a mindset do (‘Show me’), ensuring consistent allows engineers yourself up as being the low-cost producer of from the environments, while experts that needs tothroughout adjust in the think about application the industry. project We ˧ˢ ˥˘Ѓˡ˘ ˧˛˘˜˥ ˘˫ˣ˘˥˧˜˦˘ ˜ˡ ˙ˢ˖˨˦˘˗ product so that, when margins sector get squeezed by the the fabrication offer deep partnership with others so we have scale, along with the (‘Did you do it?’), demonstrating areas, avoiding inefficiencies the prices, you are still able to survive.

In some cases, knowledge of precision welding access to more knowledge, wedriving have diversity in thinking, conformity (‘Prove it’), and that come with juggling multiple the cost structure inhibits you as aintegrity. mining company,” and material Specialists experience capability,”(‘Improve he said. continuousand improvement responsibilities. Beyond establishing it’).He added that Accenture shares the i moptimism p a c t f u l for p r o the o cexplained. o l s , q u a l i t y in non-destructive testing bring ˇ˛˘ ˖ˢˠ˕˜ˡ˔˧˜ˢˡ ˢ˙ ˥˜˦˜ˡ˚ ˜ˡЄ˔˧˜ˢˡϝ˜ˡ ˖ˢˡ˝˨ˡ˖˧˜ˢˡ capabilities to detect bothThis the natural resourcemeasurable endowments South Africahinges has on hiring phase-driven, assurance practices essential increasing costs, high interest rates, ˠ˔˧˘˥˜˔˟ Є˔˪˦ ˔ˡ˗ ˘ˡ˦˨˥˘ ˦˧˥˨˖˧˨˥˔˟ as a country the management capability it has built many with method of and quality that over emphasise placing fit-for- power increasing staff and salary costs–has it expensive integrity without made compromising key years as an industry.

As a result, mine owners and components.

“That does not preclude us from having to adjust to for mines to operate. t i m ahard t e l y to , ebuild x c e l resilience lence in from the fact that things are changing. As organizations managers have had toU lwork mining construction goes beyond we need to move, and as a country we need to position throughout their operations.

“If you think aboutprotocols some of the companies, more than and specialised expertise, ˢ˨˥˦˘˟˩˘˦ ˚˟ˢ˕˔˟˟ˬ ˔˦ ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˖ˢˡ˧˥˜˕˨˧ˢ˥ ˧ˢ ˖˥˜˧˜˖˔˟ requiring a culture of continuous minerals and do so in a way that is cost competitive that ˛˔˟˙ ˢ˙ ˧˛˘˜˥ ˖ˢ˦˧ ˜˦ ˦˜˧˧˜ˡ˚ ˜ˡ ˟˔˕ˢ˨˥Ϩ ˢ˥ ˧˛˘ˬ ˪˜˟˟ ˛˔˩˘ ʧʣʘ of their costs sitting improvement in energy. Thereand is little you can do collaboration. ˕˘ˡ˘Ѓ˧˦ ˘˩˘˥ˬˢˡ˘ ˜ˡ ˧˛˘ ˖ˢ˨ˡ˧˥ˬʡ other thanexecutive not use it. level to It’s up to the “Companies need to make smart decisions, but the about the cost of energy, “Decisions about people always difficult create an are environment where government also needs to make smart decisions to tot survive have d ebusiness partmen h e a d syou and t e ato m create an environment that is attractive for investors to decisions, but for the yourself upenhance in a wayproject that will help can delivery invest here. Overall optimistic, but we have work to do respond quickly. Setleaders cycles are down. andthe innovation.

The end When result the is a to build the capabilities to thrive in the next decade as you survive even when cycles are up, makequality responsible decisions so thatclient you product that surpasses the mining industry.” up with your Q expansion plans.” Q expectations.

Coetzee added that there is a struggle to attract do not drag your costs AFRICANMMI N I NI N I NGGNNEWS EWS 100 124| | AFRICAN

I SI SSSUUEE1 5 15

SOUTH AFRICA AT THE MINING INDABA 3 - 6 February 2025

Promotion of Responsible Mining Practices: The DMRE has actively promoted responsible mining to ensure the sustainable and efficient use of mineral resources while minimizing environmental impacts.

It engages with stakeholders to enhance transparency, accountability, and ethical practices in the mining sector.

Establishment of the Exploration Fund: In partnership with the Industrial Development Corporation, the DMRE initiated a R400 million Exploration Fund. This initiative aims to stimulate investment and growth in the mining sector by supporting qualifying enterprises in mineral exploration.

Combating Illegal Mining: The DMRE, in collaboration with law enforcement agencies, has implemented operations like "Operation Vala Mgodi" to tackle illegal mining activities.

These efforts have focused on closing illegal mining shafts, confiscating illicit equipment, and enhancing the regulation of the mining industry.

#InvestInSAMining #InvestSA

Development of the South African Mining licensing system.

The DMRE has made progress in implementing a modernized Mining licensing system. This digital system is designed to streamline the licensing process, improve transparency, and provide accurate and accessible information about mineral rights and licensing across South Africa

Record Safety Achievements in Mining: Through collaboration with industry stakeholders, the DMRE has contributed to significant safety improvements in mining, achieving record-low fatalities. For instance, 2024 saw a 24% reduction in mining fatalities, reflecting the department's dedication to promoting safe work environments.

Artisanal and Small-scale mining Funds In February 2023 DMRE issued a call for applications to Artisanal and Small Scale Mining Funds. Twenty projects have been approved, of which three are female owned.

GBV

MINING INDUSTRY CAN PLAY A KEY ROLE IN ADDRESSING THE SCOURGE OF

GENDER-BASED VIOLENCE ˀ˜ˡ˜ˡ˚ ˖ˢˠˣ˔ˡ˜˘˦ ˛˔˩˘ ˔ ˨ˡ˜ˤ˨˘ ˔˕˜˟˜˧ˬ ˧ˢ ˗˥˜˩˘ ˣˢ˦˜˧˜˩˘ ˖˛˔ˡ˚˘ ˜ˡ ˧˛˘ Ѓ˚˛˧ against gender-based violence, write Kate Collier, Partner, Mbali Nkosi & Matlhatsi Ntlhoro, Senior Associates from Webber Wentzel.

I

n an industry which can reach, and positively impact, large numbers of people through its engagement with direct employees, contractors, stakeholders and community members, mining companies have a unique ability ˧ˢ ˗˥˜˩˘ ˣˢ˦˜˧˜˩˘ ˖˛˔ˡ˚˘ ˜ˡ ˧˛˘ Ѓ˚˛˧ against gender-based violence, femicide and broader safety and security challenges experienced by women, both in and outside of the workplace.

In August 2024, the South African Mine Health and Safety Inspectorate published its Guideline on the management of gender-based violence and femicide (GBVF), safety and security challenges for women in the South African mining industry.

This Guideline came into effect on 1 November 2024. The Guideline requires all mines to implement a mandatory code of practice as per the South African Mine Health and Safety Act, to address the risks associated with GBVF and implement measures to address these issues.

Notably, these measures go beyond the boundaries of the workplace and encourage collaboration with state and other non-governmental organisations working to stop GBVF and to help victims and survivors.

Importantly, this is not limited to physical GBVF, but to mental health impacts and the more insidious types of violence such as bullying and harassment in the workplace.

While legally mandated in South Africa with potential enforcement action against the 102 | AFRICAN M I N I N G N EWS

employer if the required actions are not implemented, the minimum expectations set out in the Guideline serve as a good baseline document for mining companies operating in other African (and international) jurisdictions. This framework can assist companies achieve their ESG objectives, contribute positively and sustainably to the communities in which they operate and comply with soft law objectives relating to the provision of safe and violence-free workplaces.

The actions and programmes that employers can implement are underpinned by true social sustainability considerations, particularly when the drive to provide and maintain a safe and decent workplace is coupled with initiatives that, for example, strengthen governmental and institutional efforts to investigate GBVF crimes and secure justice for victims and survivors. These measures should also align with domestic laws and the obligations of countries that have ratified International Labour Organisation Convention 190, which notes that members have a responsibility to promote an environment of zero tolerance towards violence and harassment.

Historically, GBVF has been treated as an unfortunate social ill, often unrelated to the employment relationship and outside of the jurisdiction of an employer’s ˦ˣ˛˘˥˘ ˢ˙ ˜ˡЄ˨˘ˡ˖˘ʡ ʻˢ˪˘˩˘˥ʟ ˪˛˘ˡ employers commit to operating in a manner that supports and

ISSUE 15

drives factors such as the overall health and well-being of employees, gender equality, decent work and economic growth, it becomes more ˖˛˔˟˟˘ˡ˚˜ˡ˚ ˧ˢ ˗˥˔˪ ˔ ˗˘Ѓˡ˜˧˜˩˘ ˟˜ˡ˘ around their role in reducing risks faced by employees. In such cases, employers are better positioned to contribute to mitigating and controlling foreseeable harm. By fully embracing the programmes and actions outlined in the Guideline, the mining industry throughout Africa can play a leadership role in the development of social norms and behaviours that protect women, children and all community members from systemic violence.

A key obligation in the Guideline (and on any mining employer taking best practice steps against GBVF) is training and communication; this is seen as being an integral part of any programme to combat GBVF. For training and communication to be effective and useful, employers must carefully assess and understand the prevailing cultural norms. This includes working with community leaders (the Guideline, for example, references church and traditional leaders, chiefs) and conducting workshops and training sessions within relevant communities and with employees on matters related to combatting GBVF. While employee-focussed training relating to sexual harassment and discrimination and company policies is important, it should also cover aspects such as the impact of budgeting on programmes

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GBV

and processes, awareness of governmental and social initiatives that can be supported, awareness of support and response programmes and the role that employees and leaders can play in a survivor focussed response plan.

Clearly communicating the practical and physical steps that will be taken in each workplace is essential. These measures must be informed by a risk assessment specific to each workplace, whether on-site or at corporate offices. Effective communication also requires that programmes addressing GBVF, as well as those focussed on supporting and protecting victims, receive dedicated attention from senior leadership, including time on executive agendas and reporting.

The importance of dealing with GBVF should be reflected in organisational strategic planning, contained in KPIs of leaders and demonstrated in budget allocations ˙ˢ˥ ˧˛˘ ˥˘ˤ˨˜˥˘˗ ˔˖˧˜ˢˡ˦ ˜˗˘ˡ˧˜Ѓ˘˗ʡ Channels of communication and co-operation with existing governmental agencies and non-governmental organisations will be required to ensure these actions have a meaningful, longterm impact on employees, victims and communities. The South African Guideline emphasises the importance of collaborating with the criminal justice system, monitoring reporting processes, providing support for legal fees and actively participating in programmes that provide assistance through the formation of public-public partnerships.

As the 2025 Mining Indaba explores the theme of “Futureˣ˥ˢˢЃˡ˚ ʴ˙˥˜˖˔ˡ ˀ˜ˡ˜ˡ˚ϣʟ ˘˙˙˘˖˧˜˩˘˟ˬ addressing GBVF must be a fundamental aspect of creating resilient, sustainable, and inclusive mining operations. Achieving this requires a collaborative approach where all stakeholders work together to communicate, educate and promote prevention and protection efforts.

104 | AFRICAN M I N I N G N EWS

The private sector must support government initiatives, particularly in areas such as investigation and justice processes, which are central to addressing GBVF. While mining companies are well placed to step in, be involved and use their existing systems to drive change, the role of the State cannot be abdicated to mining houses and employers. Q

Historically, GBVF has been treated as an unfortunate social ill, often unrelated to the employment relationship and outside of the jurisdiction of an employer’s sphere of influence

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INSURANCE

MACHINERY BREAKDOWN:

MITIGATION AND

PREPARATION Any business relying on machinery and equipment for its operations is exposed ˧ˢ ˧˛˘ ˣ˥ˢ˕˔˕˜˟˜˧ˬ ˢ˙ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ Ѓˡ˔ˡ˖˜˔˟ ˟ˢ˦˦˘˦ ˗˨˘ ˧ˢ ˔ ˕˥˘˔˞˗ˢ˪ˡ ˢ˙ ˔ ˞˘ˬ piece of machinery that isn’t quickly or easily replaced or repaired, says Bester Els.

A

ccording to the Market Statsville Group (MSG), the global equipment breakdown insurance market size is expected to grow at a combined annual growth rate of 11.7% from 2023 to 2033[1], whilst Precision Reports has recently published a report titled “Equipment Breakdown Insurance Market”, echoing the expectation, stating that “the Global Equipment Breakdown Insurance market is anticipated to rise at a considerable rate during the forecast period, between 2024 and 2032[2]”.

According to Bester Els (Business Unit Manager - Operations at Aon South Africa), the equipment breakdown insurance market is driven by an increasing reliance on sophisticated machinery and equipment across various industries, often involving intricate components and advanced technology, making them more vulnerable to breakdowns or failures.

“Such incidents can lead to significant financial losses for businesses, including repair or replacement costs, downtime, interruption in production and service delivery, brand reputational damage and at worst, even serious or fatal injuries to operators, among others,” says Bester.

However, not all losses relating to machinery or equipment breakdowns are covered by a standard machinery breakdown policy, which normally includes a ‘sudden and unforeseen’ requirement.

“Post-loss investigations often 106 | AFRICAN M I N I N G N EWS

reveal that the breakdown was due to gradual deterioration and wear and tear, which the business may or may not have been aware of, which may result in the insured being unsuccessful in obtaining indemnity for its loss in terms of the machinery breakdown policy. It is imperative to understand the importance of equipment breakdown mitigation and preparation and to take proactive measures such as implementing a formal risk management program in conjunction with machinery breakdown insurance, to minimise the risks associated with such incidents,” Bester explains.

Cue the age-old adage ‘Prevention is better than cure’.

A machinery and equipment breakdown prevention and contingency plan should form part of the organisation’s formal risk management program to assist in preventing and predicting breakdowns or failures and to take proactive steps to mitigate the risk associated with breakdowns. Such a plan should include the following:

Identifying Critical or Vulnerable Equipment

ˇ˛˘ Ѓ˥˦˧ ˦˧˘ˣ ˜˦ ˧ˢ ˜˗˘ˡ˧˜˙ˬ ˖˥˜˧˜˖˔˟ and or vulnerable machinery or equipment that are essential for daily operations, to enable the company to focus on implementing preventive measures and creating contingency plans specific to that machine or equipment. The feasibility of keeping critical spare parts in stock should ˕˘ ˜ˡ˩˘˦˧˜˚˔˧˘˗ʟ ˦ˣ˘˖˜Ѓ˖˔˟˟ˬ ˧˛ˢ˦˘

ISSUE 15

Post-loss investigations often reveal that the breakdown was due to gradual deterioration and wear and tear, which the business may or may not have been aware of.

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INSURANCE

that can impose a large impact on production, where anything above 30% interruption, that has a long lead time to procure and or replace and commission should be held as critical spares and ideally included in supplier agreements.

Implement Regular Inspections and Maintenance

A proactive inspection and maintenance schedule can reduce the likelihood of gradual deterioration and unexpected breakdowns by identifying potential issues or deterioration before they escalate, extending the lifespan of the equipment. Condition monitoring of equipment such as thermographic inspections, oil and gas analysis on transformer oils, vibration analysis, predictive analytics and so on could aid greatly. Risk carriers take kindly to business with robust preventative maintenance programs, which also portrays the organisation’s risk ˣ˥ˢЃ˟˘ ˣˢ˦˜˧˜˩˘˟ˬʡ

Establish and Monitor the Useful Life of Plant or Machinery

Tracking the useful life of equipment enables the company to plan for the overhaul or replacement of key equipment to prevent unexpected downtime and replacement costs at the end of life.

Establish an Emergency Response Plan

An emergency response plan should outline the immediate actions required when a breakdown occurs to ensure a quick and effective response. This could include immediately stopping production or utilities, notifying the maintenance team and initiating temporary workarounds where possible, to minimise further damage, downtime or safety hazards.

The plan should also include alternative means of continuing operations - possibly at an increased cost of work - either through spare capacity within the organisation or an agreement with similar service providers, for example.

Insurance may well assist in protecting lost revenue, however brand and loyalty is not compensated, so recovery and keeping products available for clients is imperative. Reserve stocks that allow for supply retention during the lead time, can also be considered, albeit in consideration of cost to exposure and returns.

Develop a Recovery Plan

The recovery plan should outline the steps for returning to normal operations and should include resource allocation, communication

strategies and timelines for the recovery process.

Relationships with Equipment Suppliers and Service Providers

The repair or replacement of equipment can be expedited where partnerships have been established with equipment suppliers and service providers.

“Taking a proactive approach to prepare for machinery and equipment breakdown assists in mitigating the risks and ensuring that the business has a workable plan to get back to normal operations as soon as possible. When combined with bespoke equipment breakdown insurance, it provides a safety net for businesses that would be severely impacted by machinery or equipment failure.

“It is here where the insight and guidance of an independent risk consulting team proves invaluable in putting together a solution that will help the business keep operational efficiency at optimal levels, with an engineering risk management program that can anticipate and mitigate the risk of machinery breakdowns, complimenting machinery breakdown insurance,” Bester concludes. Q

A N T I C I PAT I N G T H E F U T U R E

CEMS

CEMS Consult is preparing to actively participate in the 2025 Mining Indaba in Cape Town, centered ­īďķĊÌ ĴìÐ ĴìÐĉÐ ďå Ƚ9ķĴķīÐȭqīďďťĊæ åīðÆ­Ċ TðĊðĊæș }ďÌ­řȝȽ }ìÐ ÆďĉĨ­Ċř ÐĉĨì­ĮðšÐĮ ĴìÐ ķīæÐĊĴ ĊÐÐÌ for sustainable mining practices and innovative strategies to adapt to a rapidly evolving industry.

Commitment to Innovation and Sustainability: CEMS Consult's philosophy is rooted in the "Courage to Innovate," promoting bold thinking and pioneering ĮďăķĴðďĊĮȘ }ìÐř ĨīðďīðĴðšÐ ăďĊæȭĴÐīĉș ĮķĮĴ­ðĊ­ÅăÐ practices, embedding them into their engineering methodologies and community-focused projects.

Relationship-Centric Approach: The company fosters lasting partnerships over conventional project management. Focus areas include socio-economic development and sustainable engineering that leave lasting positive impacts.

Life-of-Mine Focus: }ìÐř ĨīðďīðĴðšÐ ăďĊæȭĴÐīĉ Œð­ÅðăðĴřș ĮĴ­āÐìďăÌÐī ÐĊæ­æÐĉÐĊĴș ­ĊÌ Ĵ­ðăďīÐÌ ĮďăķĴðďĊĮ åďī ĮĨÐÆðťÆ challenges. CEMS Consult acts as a connector in the mining sector, facilitating collaborations for innovative outcomes.

Notable Competencies Hydropower: Generating energy from waste materials for rural areas.

Waste Management: TðĊðĉðšðĊæ ÐĊŒðīďĊĉÐĊĴ­ă impacts through comprehensive strategies.

Mineral Processing: Streamlining processes åďī ÐŨÆðÐĊÆř ­ĊÌ ĮķĮĴ­ðĊ­ÅðăðĴřȘ Building Designs: Creating award-winning, technically advanced, and aesthetically remarkable buildings.

Speculative Design for Transformation: With 15 years of experience, CEMS Consult ÐĉĨì­ĮðšÐĮ Ĵī­ĊĮåďīĉ­ĴðŒÐ ðÌЭĮ Ĵì­Ĵ Æì­ăăÐĊæÐ industry norms.They employ advanced ĴÐÆìĊďăďæðÐĮ ăðāÐ ÌðæðĴðš­ĴðďĊș Ǣ# ĉďÌÐăðĊæș and reverse engineering to develop ÐŨÆðÐĊĴș ĮķĮĴ­ðĊ­ÅăÐ ĉðĊðĊæ ĮřĮĴÐĉĮȘ

CEMS Consult is positioned as a leader in sustainable mining innovation, blending advanced technologies œðĴì ­ ÆďĉĉðĴĉÐĊĴ Ĵď ÆďĉĉķĊðĴř ­ĊÌ ÐĊŒðīďĊĉÐĊĴ­ă ðĉĨ­ÆĴȘ Į ĴìÐ TðĊðĊæ AĊÌ­Å­ ­ĨĨīď­ÆìÐĮș ĴìÐ company seeks partnerships to drive transformative change and create a resilient future for mining.

Visit us at Stand A29 at the Mining Indaba , CTICC, CAPE TOWN, 3-6 FEB www.cemsconsult.com +2712 001 4358 AFRICAN M I N I N G N EWS

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SHAPING AFRICA’S MINING FUTURE: TECHNOLOGY, INNOVATION, AND THE LEGACY OF ZSM The Zimbabwe School of Mines is taking a lead role in helping Africa’s development as a an international force thanks to cutting-edge technologies ˔ˡ˗ ˘˩ˢ˟˩˜ˡ˚ ˦˞˜˟˟˦ʟ ˪˥˜˧˘˦ ʵ˥ˬ˔ˡ ˁˬ˔ˠ˔ˬ˘˗˘ˡ˚˔ ʛ˃˨˕˟˜˖˔˧˜ˢˡ˦ ˂˙Ѓ˖˘˥ʟ Zimbabwe School of Mines)

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id you know that by 2030, digital transformation could add $190-billion to the mining industry’s value chain? At this year’s Mining Indaba, the Zimbabwe School of Mines (ZSM) is harnessing this momentum to lead Africa into a new era of mining excellence. The event serves as a platform for exploring how cutting-edge technologies and evolving skills are revolutionizing mining operations. Aligned with ˧˛˘ ˧˛˘ˠ˘ʟ Ϣʹ˨˧˨˥˘ʠ˃˥ˢˢЃˡ˚ ʴ˙˥˜˖˔ˡ Mining, Today!” ZSM is committed to driving innovation, sustainability, and workforce development to ensure a transformative future for the industry.

Mining in the Era of Digital Transformation

The mining industry is undergoing ˔ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˗˜˚˜˧˔˟ ˧˥˔ˡ˦˙ˢ˥ˠ˔˧˜ˢˡʟ shifting from traditional methods to advanced technologies that are reshaping mining operations.

Digital tools are optimizing performance, improving safety, and reducing environmental impact across all stages, from exploration to distribution. Technologies like ˔˥˧˜Ѓ˖˜˔˟ ˜ˡ˧˘˟˟˜˚˘ˡ˖˘ ʛʴʼʜʟ ˔˨˧ˢˠ˔˧˜ˢˡʟ big data analytics, and the Internet of Things (IoT) are at the forefront of this change, enhancing exploration accuracy, predicting equipment maintenance, and streamlining supply chain management.

IoT sensors are also playing a key role by monitoring real-time conditions in mines, which boosts 110 | AFRICAN M I N I N G N EWS

safety and operational efficiency.

These innovations are not only improving productivity but also making mining operations smarter, safer, and more sustainable. The integration of these technologies is driving the future of mining, where data-driven decisions and automation will be essential for success.

A Legacy of Excellence at ZSM

With over 90 years of history in mining education, ZSM stands as a beacon of excellence in the industry. Established in 1934 as a mining department at Bulawayo Technical College, the institution’s development has been guided by key milestones and partnerships.

ZSM’s establishment was driven by the collaboration of the Chamber of Mines, the Ministry of Mines, and international support, notably from the Hailbury School of Mines in Canada. In 1992, a ZimbabweanCanadian protocol was signed,

As the mining industry evolves, reskilling and upskilling its workforce becomes paramount.

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marking the formalization of ZSM as an independent institution. The ˦˖˛ˢˢ˟ ˥˘˖˘˜˩˘˗ ˜˧˦ ˢ˙Ѓ˖˜˔˟ ˖˛˔˥˧˘˥ in 1994, cementing its position as a premier mining education provider.

This rich history gives ZSM a tried-and-tested foundation as it continues to adapt to the everevolving mining landscape. From its initial days in the heart of Bulawayo to its modern-day reputation as a leader in mining education and innovation, ZSM’s legacy ensures that it is at the forefront of preparing the next generation of mining leaders.

Equipping Students for the Future

As the mining industry evolves, reskilling and upskilling its workforce becomes paramount. The Mining Indaba underscores the need for expertise in areas like green energy integration, digital literacy, and ethical decision-making. ZSM has risen to this challenge by fostering a culture of lifelong learning and providing resources that keep students and alumni ahead of industry trends.

Through experiential learning initiatives such as internships, simulations, and collaborative projects, ZSM equips its graduates with practical skills and a global outlook. Notably, the institution’s partnerships with various mining houses provide students with invaluable technical competencies, underscoring ZSM’s dedication to sustainable innovation. These

SKILLS TRAINING

distinctive opportunities position ZSM as a leader in preparing students for the dynamic and evolving mining

The Role of Technology in Sustainable Mining

Sustainability is a cornerstone of the Mining Indaba, with a focus on how technology can drive environmental and social progress. From predictive analytics that minimizes resource wastage to renewable energy solutions powering operations, technology’s potential to transform mining is immense.

ZSM is actively contributing to this transformation by promoting research into sustainable practices and encouraging students to critically assess the long-term impact of their work. By fostering a mindset of responsibility and innovation, ZSM is equipping graduates to create a mining industry that balances profitability with environmental stewardship.

˪˜˧˛ ˚˟ˢ˕˔˟ ˧˘˖˛ˡˢ˟ˢ˚ˬ Ѓ˥ˠ˦ ˦˨˖˛ as Vision AI-Tech, the institution brings cutting-edge tools into its classrooms, ensuring students have access to the latest innovations.

Collaboration with policymakers ˙˨˥˧˛˘˥ ˣˢ˦˜˧˜ˢˡ˦ ˍˆˀ ˔˦ ˔ˡ ˜ˡЄ˨˘ˡ˖˘˥ in shaping a regulatory landscape that supports sustainable mining practices.

ZSM also champions inclusivity in the mining sector by empowering women and underrepresented groups to thrive in a historically male-dominated industry. These efforts reflect ZSM’s dedication to building a diverse and resilient workforce that mirrors the strength and potential of Africa itself.

Above: Larnston Gowera (Vision AI Tech MD) and Eng. Edwin Gwaze (ZSM Principal) formalising a partnership to advance mining innovation through AI.

By fostering a mindset of responsibility and innovation, Zimbabwe School of Mines Conclusion: A Vision for Africa’s is equipping Mining Renaissance graduates to create The Mining Indaba is more than a conference, it is a call to action for the a mining industry mining sector to embrace innovation, inclusivity, and sustainability. As the that balances Zimbabwe School of Mines pioneers Africa’s mining renaissance, we Building Partnerships profitability with call on stakeholders, governments, for Progress Collaboration is at the heart i n d u s t r i e s , a n d c o m m u n i t i e s environmental of the Mining Indaba, and ZSM is to partner with us in shaping a leveraging this platform to forge sustainable, inclusive, and innovative stewardship impactful partnerships. By engaging

future for mining. Q

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SKILLS

MINING SKILLS

SHORTAGES

COULD HAMPER SECTOR GROWTH AND COMPETITIVENESS South Africa might be bestowed with great riches in terms of its natural resources, but without the skills and technology to draw those to the surface quickly and effectively, the country will continue to slip down the order of investment attractiveness.

South Africa’s mining sector is regaining momentum, with production increasing by 4.7% year-on-year. These shortages ˧˛˥˘˔˧˘ˡ ˣ˥ˢ˗˨˖˧˜˩˜˧ˬʟ ˦˔˙˘˧ˬʟ ˣ˥ˢЃ˧˔˕˜˟˜˧ˬʟ ˔ˡ˗ ˧˛˘ ˦˘˖˧ˢ˥Ϡ˦ ˚˟ˢ˕˔˟ competitiveness, particularly as South Africa continues to rank low in investment attractiveness, warns Dr Corrin Varady, education analyst and CEO of IDEA.

Dr Varady explains that this has implications for the prosperity and global competitiveness of South Africa’s mining industry.

He adds that the skills gap and its impact on the deployment of emerging technologies not Ϣˇ˛˘ ˖ˢ˨ˡ˧˥ˬ ˜˦ ˟ˢ˦˜ˡ˚ ˩˔˟˨˔˕˟˘ ˠ˜ˡ˜ˡ˚ ˜ˡ˩˘˦˧ˠ˘ˡ˧˦ ˧ˢ ˠˢ˥˘ only prevent the industry from ˧˘˖˛ˡˢ˟ˢ˚˜˖˔˟˟ˬ ˔˗˩˔ˡ˖˘˗ ˡ˔˧˜ˢˡ˦ʟ ˖˨˥˥˘ˡ˧˟ˬ ˥˔ˡ˞˜ˡ˚ ʩʥˡ˗ ˢ˨˧ ˢ˙ ʫʩ achieving greater productivity ˝˨˥˜˦˗˜˖˧˜ˢˡ˦ ˜ˡ ˜ˡ˩˘˦˧ˠ˘ˡ˧ ˔˧˧˥˔˖˧˜˩˘ˡ˘˦˦ʟϣ says Dr Corrin Varady. but also exacerbate critical challenges, including workplace safety risks, high operational costs, inefficiencies, poor profitability, and sustainability issues.

We chatted to Dr Varady about the state of South African mining as well as the skills needed to give the industry the boost it needs to remain competitive on the global stage.

Dr Varady, please could you outline for us the current mining landscape in South Africa?

Undeniably, the mining sector in South Africa contributes both nationally to the economy, but also to the community labor market, and represents one of the top ranked internationally mining contributing countries in the world.

Within that landscape, however, we have to recognise that there are complexities, which means both foreign interests and investment in South African mines, the distribution of mining wealth across the country,

SKILLS

and also how mining, the labor market in the mining sector, is currently being divided up, both between foreign skills, advanced skills, and also then community driven jobs in community minds.

That is the key area, then, when we start thinking about education, is, how do we ensure that we continue to increase the attractiveness of foreign entities, to bring technologies, ˜˗˘˔˦ʟ ˖ˢˡ˖˘ˣ˧˦ ˔ˡ˗ ˠˢ˥˘ ˘˙Ѓ˖˜˘ˡ˧ ways of mining in South Africa, but still being able to see a knowledge transfer to our own labor force, so that we’re building generations of mining sector that are coming out of South Africa.

ʻˢ˪ ˖˔ˡ ˦˞˜˟˟˦ ˗˘Ѓ˖˜˧˦ ˡ˘˚˔˧˜˩˘˟ˬ impact their growth trajectory?

If we don’t think about how we can build skills and train individuals and ˕˨˜˟˗ ˧˛ˢ˦˘ ˙ˢ˨ˡ˗˔˧˜ˢˡ˔˟ ˦˖˜˘ˡ˧˜Ѓ˖ engineering and the technical skills required for South Africans to be able to engage with minds, we do a number of things, I think we fail to then give our young people the hope that they can work in their communities.

Therefore, we start to see an even greater emergence of this emigration or economic immigration towards urban hubs, where people are looking for jobs, where unemployment is rife, when there actually is an economic hub in the communities that they’re coming from, if they’re coming from mining towns.

The other thing we’re looking at is that we’re bringing in foreign workers, which, in principle, is not an issue, as long as we’re seeing that trajectory over a period of time being around knowledge transfer and skills development from the international community towards South Africans, and that gap will fail if we do not prepare students in South Africa to be able to take on those foundational skills that are coming towards us.

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Finally, we will make the regulatory system so complex for foreign investors to mandate that they must hire local South Africans who may not be prepared to take on those jobs, that our attractiveness from a sector point of view, will diminish, and all three of those things put together, are really a burden upon us to be able to ensure that both basic education, vocational ˔ˡ˗ ˛˜˚˛˘˥ ˘˗˨˖˔˧˜ˢˡ ˔˥˘ ˙˨˟˟ˬ Ѓ˟˟˘˗ with candidates that are prepared and able to take over technical and the peripheral skills that are required to make sure that South Africans are getting jobs in the mining sector, the knowledge and the skills are certainly replete everywhere else in the world.

Advanced AI skills in mining are being worked on in many countries, and we must make sure that we are preparing our students in South Africa to be able to embrace a digital economy in the mining sector by making sure that they have the technical skills now in school for the next 10 to 15 or 20, years, and build that generation to be able to certainly receive better and more experienced, advanced mining sector skills in.

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SKILLS

We definitely need to be looking at, how do we build technical education for students so that they can be a part of the new wave of technology and innovation that’s being used in deep mining, and I think that comes out in each of these Indabas every year.

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Please describe for us what forms of training programs can support workers in their bid to remain ‘future ready’?

The types of training programs we need to be thinking about are not always end game, last minute artisan programs in the vocational sector, I think we need to think broadly, and that means being able to build a crescendo of students who have an interest and an understanding and real life application knowledge of how science, how physics, how chemistry and how our biology, how our geology works. That is in the current basic education curricula, but undernourished if we don’t support science or STEM based programs all the way through school, because we will then not have candidates who want to take on those technical subjects further into vocational higher education.

We also need to be looking at the Digital skill and training around the mining sector, but particularly that means not digital literacy. We want to make sure that we’re looking at intermediate to advanced digital skills for students who are taking on innovative or frontline parts of the Fourth Industrial Revolution. I mean

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artificial intelligence, augmented reality and virtual reality are currently being used in the sector, economically and as practice tools.

But we definitely need to be looking at, how do we build technical education for students so that they can be a part of the new wave of technology and innovation that’s being used in deep mining, and I think that comes out in each of these indabas every year.

My bigger concern is that even though we’re focusing on those high level, top 10% jobs, we forget that there is a disbursement of jobs all the way through the sector that still requires the ability to understand both technical and digital, if we were to see them as two separate but interrelated concepts, skills. We need to be nourishing that from today, from a primary school student all the way through to a higher education graduate or masters and ˣˢ˦˧ ˚˥˔˗˨˔˧˘ʟ ˤ˨˔˟˜Ѓ˘˗ ˜ˡ˗˜˩˜˗˨˔˟ʡ We need to be looking at digital competencies across the Internet of ˧˛˜ˡ˚˦ʟ ˔˥˧˜Ѓ˖˜˔˟ ˜ˡ˧˘˟˟˜˚˘ˡ˖˘ʟ ˔ˡ˗ ˧˛˘ˡ further into how do we develop our own technologies that make sense for our own geological context? Q

C C M M Y Y CM CM MY MY CY CY CMY CMY K K

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T E C H N O LO GY

THE LEAP TO

LEVEL 9

MAXIMUM PRODUCTIVITY AND SAFETY WITH WABTEC CAS

Advanced digitally-enabled solutions have become an essential part of solving the productivity, safety, resource and environmental challenges facing mining, writes Gert J. Roselt, CEO of Probe IMT.

G

ert J. Roselt, CEO of integrated mining technologies provider Probe IMT, says accurate real-time data and an integrated view of operations is a critical part of transforming how the industry operates.

For example, rapidly advancing proximity detection and collision awareness systems (CAS) create not only a safer, but also a more productive mine, thanks to advanced sensing technologies, sophisticated rules and intelligence and the wealth of data the systems are able to gather, analyse and feed back to the mine operators. Ϣˊ˜˧˛ ˣ˥ˢˣ˘˥ ˦ˬ˦˧˘ˠ ˜ˡ˧˘˚˥˔˧˜ˢˡ ˔ ˡ ˗ ˔ ˪ ˛ ˢ ˟ ˘ ʠ ˢ ˙ ʠ ˠ ˜ ˡ ˘ ˦ ˔ ˙ ˘ ˧ ˬ ˔ˣˣ˥ˢ˔˖˛ʟ ˠ˜ˡ˘˦ ˖˔ˡ ˥˘˔ˣ ˛˨˚˘ ˕˘ˡ˘Ѓ˧˦ ˙˥ˢˠ ˜ˠˣ˟˘ˠ˘ˡ˧˜ˡ˚ ˛˜˚˛ʠ ˣ˘˥˙ˢ˥ˠ˜ˡ˚ ˦ˢ˟˨˧˜ˢˡ˦ʟϣ ˦˔ˬ˦ ˅ˢ˦˘˟˧ʡ Ϣˊ˛˜˟˘ ˠ˜ˡ˘˦ ˠ˔ˬ ˕˘ ˙ˢ˖˨˦˘˗ ˢˡ ˦˔˙˘˧ˬ ˖ˢˠˣ˟˜˔ˡ˖˘ ˪˛˘ˡ ˜˧ ˖ˢˠ˘˦ ˧ˢ ʶʴˆʟ ˧˔˞˜ˡ˚ ˔ ˛ˢ˟˜˦˧˜˖ ˩˜˘˪ ˠ˘˔ˡ˦ ˥˘˔˟ ˣ˥ˢ˗˨˖˧˜˩˜˧ˬ ˚˔˜ˡ˦ ˖˔ˡ ˔˟˦ˢ ˕˘ ˥˘˔˟˜˦˘˗ʡϣ

Market-leading CAS solution

Probe IMT implements comprehensive collision 118 | AFRICAN M I N I N G N EWS

avoidance systems (CAS) from Wabtec Digital Mine. Ϣˊ˔˕˧˘˖Ϡ˦ ˜ˡˡˢ˩˔˧˜ˢˡ ˙ˢ˖˨˦ ˦˛˜˙˧˘˗ ˙˥ˢˠ ˧˥˔˗˜˧˜ˢˡ˔˟ ˣ˥ˢ˫˜ˠ˜˧ˬ ˗˘˧˘˖˧˜ˢˡ ˧ ˢ ˧ ˥ ˨ ˘ ˖ ˢ ˟ ˟ ˜ ˦ ˜ ˢ ˡ ˔ ˩ ˢ ˜ ˗ ˔ ˡ ˖ ˘ ʟ ϣ says Roselt. Ϣˇ˛˜˦ ˜˦ ˘˩˜˗˘ˡ˧ ˜ˡ ˊ˔˕˧˘˖Ϡ˦ ʺ˘ˡ˘˥˔˧˜ˢˡ ʦ ʶʴˆ ˦ˢ˟˨˧˜ˢˡʟ ˪˛˜˖˛ ˥˘ˣ˥˘˦˘ˡ˧˦ ˦˜˚ˡ˜Ѓ˖˔ˡ˧ ˔˗˩˔ˡ˖˘˦ ˜ˡ ˦˘ˡ˦˜ˡ˚ ˔˖˖˨˥˔˖ˬʟ ˨˦˘˥ ˘˫ˣ˘˥˜˘ˡ˖˘ʟ ˔ˡ˗ ʸˀʸˆ˅ˇ ʿ˘˩˘˟ ʬ ˩˘˛˜˖˟˘ ˖ˢˡ˧˥ˢ˟˦ʟ ˡˢ˪ ˠ˔ˡ˗˔˧ˢ˥ˬ ˜ˡ ˆˢ˨˧˛ ʴ˙˥˜˖˔ʡϣ Probe IMT is involved in fleetwide testing and implementation at key sites in South Africa, with users already reporting wide-reaching ˕˘ˡ˘Ѓ˧˦ʡ Ϣˇ˛˜˦ ˣ˥ˢ˩˘ˡ ˧˘˖˛ˡˢ˟ˢ˚ˬ ˦˘˧˦ ˧˛˘ ˦˧˔ˡ˗˔˥˗˦ ˙ˢ˥ ˠ˜ˡ˜ˡ˚ ˦˔˙˘˧ˬ ˔ˡ˗ ˜˦ ˔ˡ ˜˗˘˔˟ ˦ˢ˟˨˧˜ˢˡ ˙ˢ˥ ˠ˜ˡ˘˦ ˦˧˥˜˩˜ˡ˚ ˧ˢ ˔˖˛˜˘˩˘ ˧˛˘˜˥ ˭˘˥ˢʠ˛˔˥ˠ ˚ˢ˔˟˦ʟϣ says Roselt. Ϣ˂˨˥ ˦ˬ˦˧˘ˠ˦ ˔˥˘ ˙˨˟˟ˬ ˘ˡ˔˕˟˘˗ ˙ˢ˥ ʿ˘˩˘˟ ʬʡϣ The Wabtec CAS Generation 3 solution is designed to reduce

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critical vehicle interaction risk through features including smart rules and intelligence, remote monitoring, troubleshooting, 360-degree situational awareness, ultra-high accuracy sensing, productivity monitoring, machine data acquisition, critical vehicle interaction threat advisories, and detailed reporting and analytics.

Reduced nuisance alarms While core functionality such as real-time self-test, personnel detection and secondary sensing capabilities are maintained in the Generation 3 CAS, it now incorporates a new, cleaner, simpler user interface with contextbased voice alerts that have been built using the latest human factor design. It replaces Ϣ˕˘˘ˣ˦ʠ˔ˡ˗ʠ ˕˨˭˭˘˥ϣ analog technology with sophisticated discreet, directional, and audible warnings. Powerful intelligence delivers up to fifty times better alarm performance, compared to the market. Ϣˇ˛˜˦ ˜ˡ˧˘˥˙˔˖˘ ˜˦ ˔ ˚˔ˠ˘ʠ ch˔ˡ˚˘˥ ˔˦ ˜˧ ˘ˡ˔˕˟˘˦ ˢˣ˘˥˔˧ˢ˥˦ ˧ˢ ˪ˢ˥˞ ˪˜˧˛ˢ˨˧ ˗˜˦˧˥˔˖˧˜ˢˡ ˔ˡ˗ ˥˘˦ˣˢˡ˗ ˜ˡ˦˧˔ˡ˧˔ˡ˘ˢ˨˦˟ˬ ˧ˢ ˔˨˗˜˕˟˘ ˔˟˘˥˧˦ʟϣ ˘˫ˣ˟˔˜ˡ˦ ˅ˢ˦˘˟˧ʡ Ϣʴ ˟ˢ˪˘˥

T E C H N O LO GY

˜ ˠ ˣ ˟ ˘ ˠ ˘ ˡ ˧ ˔ ˧ ˜ ˢ ˡ ˣ ˔ ˥ ˧ ˡ ˘ ˥ ˦ ˔ ˡ ˗ ˧˘˖˛ˡˢ˟ˢ˚ˬ ˧ˢ ˘ˡ˦˨˥˘ ˔ ˦ˠˢˢ˧˛ ˧˥˔ˡ˦˜˧˜ˢˡ ˧ˢ ʿ˘˩˘˟ ʬʡ ˊ˔˕˧˘˖ ˦ˢ˟˨˧˜ˢˡ˦ ˛˘˟ˣ ˢ˨˥ ˖˟˜˘ˡ˧˦ ˖ˢˠˣ˟ˬ ˪˜˧˛ ʿ˘˩˘˟ ʬ ˥˘˚˨˟˔˧˜ˢˡ˦ʟ ˕˨˧ ˔˟˦ˢ ˔˩ˢ˜˗ ˧˛˘ ˣ˜˧˙˔˟˟˦ ˢ˙ ˦˘ˡ˦˜ˡ˚ ˧˘˖˛ˡˢ˟ˢ˚ˬ ˜ˡ˔˖˖˨˥˔˖˜˘˦ʟ ˨ˡˡ˘˖˘˦˦˔˥ˬ ˔˟˔˥ˠ˦ ˗˨˥˜ˡ˚ ˡˢ˥ˠ˔˟ ˢˣ˘˥˔˧˜ˢˡ˦ ˔ˡ˗ ˥˘˗˨˖˘˗ ˦ˬ˦˧˘ˠ ˔˩˔˜˟˔˕˜˟˜˧ˬ ˧˛˔˧ ˖ ˔ ˡ ˜ ˠ ˣ ˔ ˖ ˧ ˣ ˥ ˢ ˗ ˨ ˖ ˧ ˜ ˢ ˡ ʡ ˂ ˩ ˘ ˥ Ѓ˙˧˘˘ˡ ˬ˘˔˥˦ ˢ˙ ˢˣ˘˥˔˧˜ˢˡ˦ ˪˜˧˛ ˡˢ ˙˔˧˔˟˜˧˜˘˦ ˢ˥ ˨ˡ˥˘ˣˢ˥˧˘˗ ˘˩˘ˡ˧˦ ˣ˥ˢ˩˘ ˊ˔˕˧˘˖Ϡ˦ ˖ˢˠˠ˜˧ˠ˘ˡ˧ ˧ˢ ˦˔˙˘˧ˬ ˔ˡ˗ ˥˘˟˜˔˕˜˟˜˧ˬʡϣ As a mining solution provider in a rapidly evolving space, Probe IMT is known for becoming an integral part of client businesses. “We are selling a full solution, not just a product, and this requires constant maintenance and onsite support from expert teams as a fully integrated management solution,” says Roselt.

ˡ˨˜˦˔ˡ˖˘ ˔˟˔˥ˠ˦ ˥˔˧˘ ˠ˘˔ˡ˦ ˕˘˧˧˘˥ ˢˣ˘˥˔˧ˢ˥ ˖ˢˠˣ˟˜˔ˡ˖˘ ˔ˡ˗ ˟˘˦˦ ˜ˠˣ˔˖˧ ˢˡ ˠ˜ˡ˘ ˣ˥ˢ˗˨˖˧˜˩˜˧ˬʡϣ High compatibility The Generation 3 CAS, like previous generations, is OEM agnostic and designed to be installed on all machine types. The hardware and software developed for Generation 3 CAS is compatible with the Generation 2 CAS system to ensure a seamless transition through the generations and provides customers a clear path to Wabtec’s advanced Level 9 intervention capabilities. Ϣʼ˧ ˨˟˧˜ˠ˔˧˘˟ˬ ˟ˢ˪˘˥˦ ˧˛˘ ˧ˢ˧˔˟ ˖ˢ˦˧ ˢ˙ ˢ˪ˡ˘˥˦˛˜ˣʟ ˪˛˜˟˘ ˚˜˩˜ˡ˚ ˘˫˜˦˧˜ˡ˚ ˖˨˦˧ˢˠ˘˥˦ ˙˟˘˫˜˕˜˟˜˧ˬ ˧ˢ ˧˥˔ˡ˦˜˧˜ˢˡ ˪˛˘ˡ ˧˛˘ˬ ˔˥˘ ˥˘˔˗ˬʟϣ says Roselt.

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Ϣʴ˦ ˘˔˥˟ˬ ˔˗ˢˣ˧˘˥˦ ˢ˙ ˜ˡ˗˨˦˧˥ˬʠ leading technology, we continue ˧ ˢ ˗ ˥ ˜ ˩ ˘ ˔ ˡ ˗ ˘ ˡ ˔ ˕ ˟ ˘ ˗ ˜ ˚ ˜ ˧ ˔ ˟ ˧ ˥ ˔ ˡ ˦ ˙ ˢ ˥ ˠ ˔ ˧ ˜ ˢ ˡ ˘ ˙ ˙ ˢ ˥ ˧ ˦ ˜ ˡ ˧ ˛ ˘ industry, ensuring our clients have ˧˛˘ ˧ˢˢ˟˦ ˔ˡ˗ ˗˔˧˔ ˧ˢ ˧˔˖˞˟˘ ˙˨˧˨˥˘ ˖˛˔˟˟˘ˡ˚˘˦ʡϣ Q

Support for a smooth transition While South Africa has over ten CAS suppliers, varying from established www.probeimt.co.za providers to small new entrants, few can offer the proven track record of multinational players, says Roselt.

Roselt explains that achieving compliance is not just about adding hardware; it involves a comprehensive process that includes hardware, software and change management. A system must pass through several levels, each adding more safety measures, before reaching Level 9, where intervention controls are put in place to enable the mine vehicle to an automatic, controlled stop. Ϣ ˆ ˨ ˣ ˣ ˢ ˥ ˧ ˘ ˗ ˕ ˬ ˥ ˢ ˕ ˨ ˦ ˧ ˔ ˡ ˗ ˠ˔˧˨˥˘ ˜ˠˣ˟˘ˠ˘ˡ˧˔˧˜ˢˡ ˢ˙ ʿ˘˩˘˟˦ ʤʠʫʟ ˠ˜ˡ˘˦ ˦˛ˢ˨˟˗ ˖˔˥˘˙˨˟˟ˬ ˦˘˟˘˖˧

ISSUE 15

Minerals and extractive technology research at the University of Pretoria DEPARTMENT OF MINING ENGINEERING

The University of Pretoria has become a centre for mining and metallurgical research, focusing on issues relevant to South Africa’s mining industry. The University takes its role in contributing to

The Department of Mining Engineering focuses on conducting world-class research to meet the unique challenges of the South African mining industry. Through its research and teaching activities, the Department works towards expanding its role as a key player to rebuild and grow the country’s PLQLQJ UHVHDUFK FDSDFLW\ DQG ȴQG VROXWLRQV WR SUREOHPV DW grassroots level. Topics such as increased productivity and mine safety are crucial to the success of this endeavour.

The Department of Mining Engineering at the University of 3UHWRULD LV JXLGHG E\ WKH SULQFLSOH RI ȴQGLQJ KRPHJURZQ solutions for South Africa’s unique challenges.

CONTACT: abea.kgatshe@up.ac.za

the sustainability of this vital

DEPARTMENT OF MATERIALS SCIENCE AND METALLURGICAL ENGINEERING

economic sector seriously – with focused research and training

The Department of Materials Science and Metallurgical Engineering prides itself on the valuable impact it makes on the minerals industry, both in terms of knowledge advancement and producing skilled professionals. With the support of its state-of-the-art facilities, the Department ensures that its graduates are well prepared to meet the challenges of the modern world. The Department of Materials Science and Metallurgical Engineering at the University of Pretoria occupies a unique position in South Africa as the only academic department entirely dedicated to metallurgical engineering – allowing it to focus on issues relevant to the country’s unique metallurgical needs.

opportunities emanating from both its Department of Mining Engineering and its Department of Materials Science and Metallurgical Engineering.

CONTACT: gabi.ngema@up.ac.za

Specialised undergraduate and postgraduate degrees available

36

Faculty of Engineering, Built Environment and Information Technology

FOR MINERALS AND MINING ENGINEERING WORLDWIDE IN THE LATEST QS UNIVERSITY RANKINGS BY SUBJECT www.up.ac.za/ebit

Fakulteit Ingenieurswese, Bou-omgewing en Inligtingtegnologie / Lefapha la Boetšenere, Tikologo ya Kago le Theknolotši ya Tshedimošo

Make today matter www.up.ac.za

ENGINEERING

QUALITY AS

STANDARD Wouter Koen (QA/QC Manager at TDS Projects Group) lays out three ˔ˣˣ˥ˢ˔˖˛˘˦ ˧ˢ ˤ˨˔˟˜˧ˬ ˖ˢˡ˧˥ˢ˟ ˧˛˔˧ ˣ˥ˢ˗˨˖˘ Ѓ˥˦˧ʠ˖˟˔˦˦ ˘ˡ˚˜ˡ˘˘˥˜ˡ˚ ˢ˨˧˖ˢˠ˘˦

P

˥ˢЃ˖˜˘ˡ˖ˬʟ ˘˙Ѓ˖˜˘ˡ˖ˬʟ ˤ˨˔˟˜˧ˬʟ and accountability are at the core of reliable engineering practices in the mining construction industry. Specialised engineering firms that can deliver on all four ensure that quality always surpasses cost, providing clients with value beyond what was expected How and to what degree companies achieve this varies, which is why clients in the mining industry often primarily rely on an engineering, procurement, and ˖ˢˡ˦˧˥˨˖˧˜ˢˡ ʛʸ˃ʶʜ Ѓ˥ˠϠ˦ ˧˥˔˖˞ ˥˘˖ˢ˥˗ of delivering quality projects to gauge competency and capability.

But while this provides a broad indication of a firm’s potential, it’s important to delve deeper to understand how their engineering teams guarantee consistent, highquality control.

Here are the three approaches to ˤ˨˔˟˜˧ˬ ˖ˢˡ˧˥ˢ˟ ˘˩˘˥ˬ ˘ˡ˚˜ˡ˘˘˥˜ˡ˚ Ѓ˥ˠ should have as standard practice:

Group, we employ a tailored phaseby-phase quality control protocol, adaptable to each project’s unique requirements. This process begins with a comprehensive workshop to define project scope, which is followed by the collaborative development of method statements, integrating insights from the engineering, construction, quality, and safety teams.

Detailed risk analyses are drafted to support these statements, identifying optimal construction sequencing, and clarifying which quality control interventions should be used for each discipline.

Structured quality checks are systematically conducted, including interdisciplinary handovers, continuous surveillance inspections, and both scheduled and random audits. All of these are guided by an expansive quality control plan aligned with the central project strategy.

1. Phase-by-phase quality control

ʥʡ ʹ˟˘˫˜˕˟˘ ˣ˥ˢ˝˘˖˧ ˦ˣ˘˖˜Ѓ˖˔˧˜ˢˡ protocols

A strong quality control division, empowered to effect change at any stage of a project’s lifecycle, will drive the company’s performance objectives and ensure that deliverables consistently exceed client expectations.

For example, at TDS Projects 122 | AFRICAN M I N I N G N EWS

ISSUE 15

Over time, quality control in mining construction has evolved to meet increasingly complex demands, with EPC firms continually setting new benchmarks for precision and safety in project delivery.

One example is the systematic protocols established within TDS

AFRICAN M I N I N G N EWS

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ENGINEERING

Projects Group’s quality division, which now serve as a model for construction and commissioning specifications across the sector, while doubling as an effective training tool for team development.

Central to our approach is what’s called the ‘Big Five’ assessment framework, designed to mitigate risks and ensure adherence to stringent quality standards. The process begins with outlining quality controls (‘Tell me’), verifying their presence (‘Show me’), ensuring consistent application throughout the project (‘Did you do it?’), demonstrating conformity (‘Prove it’), and driving continuous improvement (‘Improve it’).

This phase-driven, measurable method of quality management

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˪˜˧˛ ˔ Є˘˫˜˕˟˘ ˔ˣˣ˥ˢ˔˖˛ ˧ˢ ˣ˥ˢ˧ˢ˖ˢ˟ implementation has become a cornerstone of efficient project completion, streamlining asset handovers, enhancing safety systems, and reinforcing engineering excellence. By minimising risks and emphasising measurable outcomes, this approach further embodies our guiding principle: “You cannot manage what you can’t measure.”

3. Hiring for specialisation

Specialisation allows engineers ˧ˢ ˥˘Ѓˡ˘ ˧˛˘˜˥ ˘˫ˣ˘˥˧˜˦˘ ˜ˡ ˙ˢ˖˨˦˘˗ areas, avoiding the inefficiencies that come with juggling multiple responsibilities. Beyond establishing impactful protocols, quality assurance hinges on hiring practices that emphasise placing fit-for-

ISSUE 15

purpose staff into specialised roles where they can thrive and innovate.

In drawing talent from diverse sectors, such as petrochemical, energy, nuclear, mining, and fabrication, quality departments can assemble teams that consistently meet demanding project challenges with precision while implementing ˜ˡ˗˨˦˧˥ˬʠ˦ˣ˘˖˜Ѓ˖ ˕˘˦˧ ˣ˥˔˖˧˜˖˘˦ʡ Professionals with mining backgrounds, for example, excel at evaluating structural stability in complex underground environments, while experts from the fabrication sector offer deep knowledge of precision welding and material integrity. Specialists in non-destructive testing bring essential capabilities to detect ˠ˔˧˘˥˜˔˟ Є˔˪˦ ˔ˡ˗ ˘ˡ˦˨˥˘ ˦˧˥˨˖˧˨˥˔˟ integrity without compromising key components.

Ultimately, excellence in mining construction goes beyond protocols and specialised expertise, requiring a culture of continuous improvement and collaboration.

It’s up to the executive level to create an environment where department heads and team leaders can enhance project delivery and innovation. The end result is a quality product that surpasses client expectations. Q

AC C ES S EQ U I P M E N T

EAZI ACCESS PROVIDES FIT FOR PURPOSES SOLUTIONS FOR MINES The Mining industry is a pressured industry with strict adherence to safety standards and high levels of productivity output. By partnering with Eazi Access, mines can mitigate risks, reduce safety incidences, enhance their safety standards and focus on their core business.

G

erhard Kloppers, Eazi Access Business Development Manager: Mining, highlights some advantages of having Eazi Access equipment on your job site, namely versatility and efficiency.

Our machines can complete a wide range of tasks quickly and efficiently.

While traditional scaffolding may require several days to erect, complete the work, and then disassemble, Eazi Access machines can accomplish the same tasks in a fraction of the time, saving valuable resources and accelerate project timelines.

Every mine site has a responsibility to ensure, that they maintain zero to minimal safety incidences. As a result, mines prefer having smaller working teams focused on any particular job on-site. Eazi Access machines, require one or two people inside the machine at a time, depending on the task on hand and the type of machine needed.

This flexibility of this product range makes Eazi Access’s solutions a safer choice, as we are able to support our mine site customers with the right machine for the given task.

Eazi Access caters for the mining industry by providing fit for purpose solutions, to meet the mines unique needs and requirements. Being a specialist in Work-at-Height and Material Handling Solutions offering rental, sales, servicing, and training for the mining industry, has given Eazi Access the opportunity to have worked with and develop a credible track record with most of the mines within South Africa. Maintaining the highest standards of safety for our equipment and operators is the

most important focus area of our business and we dedicate staff, time, and resources to participating in and contributing to the institutions that guide our industry.

“In some cases, mines have their own machinery; however, for those that don’t, they have the option to either rent or purchase equipment from Eazi Access,” Kloppers explained.

“We also extend our services to contractors operating on mine sites.

Our supply chain accommodates the needs of mines directly or through sub-contractors, all of whom are valued customers of Eazi Access.

Our offering is further extended to servicing and refurbishing our customers machines.”

One of the guiding institutions for Eazi Access is the IWH (Institute for Work at Height). The MEWP Chamber of the IWH represents member companies as well as individual practitioners/users involved with Mobile Elevating Work Platforms (MEWPs) in South Africa. Furthermore, we belong to The International Powered Access Federation (IPAF),

which has several benefits. One of which is safety. IPAF training teaches safe work practices, including how to use platforms, harnesses, and protective equipment, and how to recognize and respond to hazards.

Furthermore, Eazi Access has partnered with trusted OEM’s, such as JLG, Manitou, Dingli and Linde Material Handling to provide safe, reliable, and efficient equipment, and provides the required training through our sister company, Uplift Quality Solutions (UQS) where we offer MEWP training aligned to SETA standards.

“We cater for all our customers, who do not have trained machine operators, to work on site. We have an extensive footprint across the country and a growing presence throughout sub-Saharan Africa. We have the largest, most diverse fleet of equipment, which is backed by an expansive and experienced network of skilled technicians and spare parts and our commitment to providing 24/7 support to our customers in the mining industry,’’ stated Kloppers. ■

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I N N O VAT I O N

DOZER SAFETY

A FIRST FOR PT PAMAPERSADA NUSANTARA Mining Contractor PT Pamapersada Nusantara (PAMA) has made history by ˕˘˖ˢˠ˜ˡ˚ ˧˛˘ Ѓ˥˦˧ ˢˣ˘ˡ ˣ˜˧ ˖ˢ˔˟ ˠ˜ˡ˘ ˜ˡ ˧˛˘ ˥˘˚˜ˢˡ ˧ˢ ˜ˠˣ˟˘ˠ˘ˡ˧ ʴ˨˧ˢˠ˔˧˜ˢˡ at its Kalimantan coal mine site in Indonesia, and RCT was chosen to do it.

R

CT’s Automation technology has been embraced on site across its dozer fleet, consisting of two Komatsu Dozers (D155 and D375). These dozers have been equipped with Line-of-Sight and portable vision to give operators an even clearer view and improve safety for operators.

“This project is an important and historic moment for improving operational safety management in the Indonesian coal mining world,” said SHE Management Development Department Head, Pak Ridha.

The site’s decision to move from manual operation to Automation was safety driven.

“As we know, mining involves several high-risk areas related to bulldozer work, such as near water, mud, cliffs, heights and land clearing areas. With this application

of technology, the level of risk in these ˔˥˘˔˦ ˖˔ˡ ˕˘ ˥˘˗˨˖˘˗ ˦˜˚ˡ˜Ѓ˖˔ˡ˧˟ˬʟϣ added Mr Ridha.

RCT’s Account Manager, Shane Smith, said this is exactly what RCT’s agnostic technology is designed to do.

“The solution was ideal to dramatically improve safety, removing the operators from the dozer and allowing them to carry out their role from a safe position on site,” said Mr Smith.

“The dozers are commonly used in the tailing ponds and dams, which are notoriously dangerous areas to work in due to the potential of slips and the dozers becoming stuck,” he added.

This project was carried out by RCT’s bespoke department, RCT Custom, who added the portable vision to the off-the-shelf solution.

“We firmly believe in catering to a client’s exact needs, so this is where our custom department is so important. They can create and deliver fit-for-purpose solutions, which is what RCT prides itself on delivering.”

Mr Smith said it was great to work with the team from PT Pamapersada Nusantara.

“They have been fantastic to work with, very professional and kind, with a great ability to understand the technology,” he said.

Mr Ridha said the site will continue to develop and implement this new

competency which will become a competitive advantage for PAMA to develop and support business sustainability. Q

The solution was ideal to dramatically improve safety, removing the operators from the dozer and allowing them to carry out their role from a safe position on site.

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ISSUE 15

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ARTISANAL AND ILLEGAL MINING

A QUESTION OF INTERPRETATION

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8 Y Ľ and the DRC. For instance, in Ghana, needed revenue, undermining between artisanal and illegal Z Ľ /rHĽ ºĽĔăļĽĸÓĽ

0pĽ development. mining in Africa reflects broader 1wPĽ ASM accounts for nearly 30% of the national ðĊÑĜ[;Ľ»õČĽĖčçĭĽċĄĽ(ĨÍąĚÙ)Û׼ĠñáĽÔĒěæćĽØĮ*Ľa+,İÜĽ ĵĽ of governance, equity challenges country’s total gold output. and sustainability. With thoughtful In addition to fostering economic Blurring boundaries: regulation and collective effort, the r e s i l i e n c e , a r t i s a n a l m i n i n g challenges in regulation often contributes to community T h e d i s t i n c t i o n b e t w e e n sector can evolve to support both d e v e l o p m e n t . M a n y m i n e r s artisanal and illegal mining is often livelihoods and the environment, reinvest their earnings locally, blurred, complicating efforts to unlocking its potential as a cornersupporting education, healthcare, regulate the sector. Many artisanal stone of Africa’s development. Q

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128 | AFRICAN M I N I N G N EWS

ISSUE 15

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