African Mining News – Issue 19

June 2026

H O W T O A VO I D A G A S SUP P L Y C RI S I S INSIGHTS FROM THE M C S A JUN I O R MINING STUDY

P R OSP ECTS F OR IR ON O RE, COP PER AND LITHIUM NEW WAVE O F G EOM AP PING I NITIATIVES

SUNDAY MABASO CEO: Vahlengwe Mining Advisory & Consulting

Navigating mining’s new regulatory frontier ISSUE 19

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PSiRA Introduces Mandatory Pre-Registration for Security Officer Training The Private Security Industry Regulatory Authority (PSiRA) has announced the implementation of a mandatory pre-registration process for all new entrants enrolling in security officer training programmes. The new requirement, which comes into effect on 05 January 2026, forms part of the Authority’s ongoing drive to modernise and digitalise the private security industry.

The initiative is aligned with the PSiRA Digitalisation of Industry Training Circular issued in 2021, which introduced the transition towards electronic management of learner profiles, training enrolment, and course reporting through the ePSiRA system.

The Authority has further clarified that training providers will no longer be able to upload course reports for new entrants on the ePSiRA system unless the learner has successfully completed the pre-registration process.

This measure is intended to ensure that all candidates are properly captured and verified within the system before training outcomes are submitted.

Once a course report has been approved, the learner’s registration process will then proceed to the next stage, allowing the prospective security officer to finalise their full Under the new directive, all registration on the system. prospective security officers will be required to complete PSiRA has urged all a pre-registration process accredited training on the ePSiRA system providers, employers, and before commencing any stakeholders within the security training private security sector to programme. According to familiarise themselves with PSiRA, this intervention is the new requirement and aimed at improving the implement the necessary integrity, efficiency, and internal controls to ensure traceability of training and compliance ahead of the registration processes January 2026 across the industry. implementation date.

Training providers are expected to ensure that all enrolled candidates complete the mandatory pre-registration process to avoid delays in the processing and approval of course reports.

The Authority emphasised that failure to comply with the directive may result in course reports not being processed, which could ultimately affect the registration and employment readiness of prospective security officers.

The introduction of the mandatory pre-registration system marks another significant step in PSiRA’s broader digital transformation strategy, aimed at strengthening governance, improving regulatory oversight, and enhancing service delivery within South Africa’s private security industry.

OBLIGATIONS FOR

SECURIT Y

SERVICE PROVIDERS GENERAL OBLIGATIONS TOWARDS THE PUBLIC AND THE PRIVATE SECURITY INDUSTRY A security service provider must at all times act in a manner which Does not threaten or harm the public or national interest; Promotes the stability of the private security industry; Promotes good discipline in the private security industry; Maintains and promotes the status of the occupation of security service provider; and Promotes efficiency in and responsibility with regard to the rendering of security services.

LOOKING AFTER THOSE WHO LOOK AFTER YOU

OBLIGATIONS FOR SECURITY SERVICE PROVIDER A security service provider employing any person in the private security industry must comply with every obligation imposed by law towards or in respect of such employee, and, without derogating from the generality of the foregoing May not abuse or exploit the employee; Must ensure that the employee receives the full wages and all other service benefits due to him or her as provided for in terms of any applicable legal provision, agreement, contract or determination; Must comply with all obligations imposed by law on employers to ensure that their employees qualify for or receive any social security benefits or other financial benefits provided for in terms of law; Must comply with all obligations imposed by law on employers aimed at the training and skills development of such an employee; and Must comply with all obligations imposed by law on employers relating to the deduction of annual amounts as contemplated in section 43 of the Act, or levies as contemplated in section 4(2)(b) of the Levies Act, from the employee’s wages, remuneration or reward, as well as the payment thereof to the Authority.

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CONTENTS

ISSUE #19

12 ON THE COVER

Vahlengwe Mining Advisory & Consulting

Vahlengwe has established itself as a benchmark for excellence in mining strategy and specialised advisory

services across southern Africa. CEO

Sunday Mabaso discusses regulatory reform, community partnerships,

junior miner support and the evolving future of mining compliance across the region.

16 IN FOCUS

With the right support, junior miners could unlock billions in investment, drive exploration and create hundreds of thousands of jobs—but time is running out to fix the system holding them back

4 | AFRICAN MINING NEWS

ISSUE 19

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CONTENTS ISSUE #19

20 INTERNATIONAL

Inside Venezuela’s oil recovery and its strategic pivot to new markets

24

24 LEADERSHIP

Why operational excellence is hardest when mining organisations are changing

28 REGULATORY

How Namibia is advancing local content frameworks to drive jobs and growth in the oil & gas sector

32 ESG

Putting people at the centre of tailings management

36 EXPLORATION

A new wave of geomapping initiatives is redefining Africa’s mining landscape—revealing untapped resources, attracting investment and laying the groundwork for sustainable growth

36

44 MINERALS

How African countries are accelerating iron ore exploration to meet global demand

48 CRITICAL MINERALS

With supply deficits looming and investment accelerating, Africa’s growing portfolio of lithium projects is reshaping global supply dynamics—positioning the continent as a critical player in the future of energy storage and electric mobility

50 6 | AFRICAN MINING NEWS

ISSUE 19

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CONTENTS ISSUE #19

54 BASE METALS

Global copper demand outstrips supply, threatening electrification and industrial growth

58 RENEWABLE ENERGY

How South Africa’s power utility Eskom tried to block a gold mine from going solar—but lost in court

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64 OIL

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Backed by regulatory reforms and expanding downstream ambitions, Angola is emerging as one of Africa’s most compelling energy investment destinations in 2026

68 GAS

South Africa will run out of industrial gas by 2028 and 70 000 jobs could be lost—why government fixes are lacking

74 TECHNOLOGY

Why Africa’s mining sector must rethink digital transformation to unlock sustainable growth

78 WATER

How detailed water balance modelling can help mines plan better and cut risk

80 HEALTH & SAFETY

Eliminating falls of ground: South Africa’s mining sector intensifies the Zero Harm drive

86 SKILLS DEVELOPMENT

With the critical minerals boom on the horizon, South Africa is strengthening workforce readiness through targeted training, international collaboration and industry-led innovation

8 | AFRICAN MINING NEWS

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J

unior mining companies are often described as the lifeblood of the mining industry—and for good reason. They are the explorers, innovators and risk-takers that identify future mineral deposits, test new ideas and open pathways for broader sector growth.

Yet, in southern Africa, junior miners continue to operate in an environment that too often limits, rather than enables, their potential.

Recent research commissioned by the Minerals Council South Africa underscores just how significant the sector already is. Junior and emerging miners account for the overwhelming majority of mining licences in South Africa, while supporting tens of thousands of jobs and contributing billions to the economy. More importantly, they represent the future pipeline of mining development.

Globally, junior miners have become the 'research and development arm' of the industry, driving exploration at a time when established majors are increasingly focused on optimising existing operations.

Southern Africa cannot afford to neglect this segment, particularly as competition for mining investment intensifies worldwide.

The challenge, however, is that junior miners face a perfect storm of obstacles: regulatory uncertainty, slow licensing processes, infrastructure bottlenecks, limited access to finance and rising operational costs. For smaller companies with limited balance sheets, these hurdles can be fatal long before a project reaches production.

This is precisely why platforms such as the Junior Indaba matter so much. Events like these do more than provide networking opportunities; they shine a spotlight on the realities facing junior miners, connect investors with emerging projects and create space for constructive dialogue between government, industry and financiers.

If southern Africa is serious about unlocking new mineral discoveries, creating jobs and securing long-term mining growth, then supporting junior miners is not optional. It is a strategic imperative.

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ISSUE 19

TEAM

mining news

PUBLISHER: Donovan Abrahams MANAGING EDITOR: Tania Griffin DESIGN: Kamogelo Sitole EDITORIAL SOURCES: TheConversation.com, Alastair Bovim, Chani Otto, Saroj Chiba, David Nel, SRK Consulting South Africa, Gaby Paton-Thomas STAFF WRITER: Matthew van Schalkwyk PROJECT MANAGER: Viwe Ncapai ADVERTISING EXECUTIVES: Viwe Ncapai, James Stone, Brian Mckelvie ONLINE CO-ORDINATOR: Tania Griffin SOCIAL MEDIA: Kamogelo Sitole CLIENT LIAISON: Majdah Rogers ACCOUNTS: Benita Abrahams, Bianca Alfos HUMAN RESOURCES MANAGER: Colin Samuels PRINTER: Novus Print DISTRIBUTION: www.africanminingnews.co.za, www.issuu.com DIRECTORS: Donovan Abrahams, Colin Samuels PUBLISHED BY: Aveng Media

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A strategic imperative

DISCLAIMER: © 2026 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.

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C OV E R P R O F I L E

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C OV E R P R O F I L E

Navigating mining’s new regulatory frontier Vahlengwe Mining Advisory & Consulting CEO Sunday Mabaso discusses regulatory reform, community partnerships, junior miner support and the evolving future of mining compliance across the region Matthew van Schalkwyk

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ahlengwe Mining Advisory & Consulting has established itself as a benchmark for excellence in mining strategy and specialised advisory services across southern Africa. By actively shaping and adapting to the region’s evolving regulatory landscape, the company plays a pivotal role in the operational success of a diverse client base.

Its expertise is particularly recognised in mineral resources management and in guiding mining companies through the complexities of the Draft Mineral Resources Development Bill.

Vahlengwe has also developed a strong reputation in mining logistics and infrastructure advisory, supporting decision-making processes that prioritise sustainability, operational efficiency and long-term profitability. Through its integrated approach, it assists clients in optimising projects while promoting inclusive growth.

This feature explores the company’s work in skills development, ESG (environmental, social & governance) implementation, advisory services and support for junior and artisanal miners, as well as the regions in which it operates.

THE FUTURE OF AFRICAN MINING

Mabaso believes the mining industry is entering a more mature phase of ESG implementation.

“The industry has moved beyond the ‘greenwashing’ phase,” he says.

“We are seeing genuine strides in water stewardship and the move toward self-generation of renewable energy. However, the ‘S’ in ESG—the social component—remains the most challenging.”

African Mining News spoke to CEO and principal consultant Sunday Mabaso, who brings decades of experience in mining consulting, advisory services and mineral regulation. He has more than 30 years of industry experience, including an extensive career within South Africa’s Department of Mineral & Petroleum Resources. His background includes a seven-year tenure in regional management roles across the Northern Cape and Gauteng.

Vahlengwe provides a comprehensive suite of services designed to optimise mining operations while ensuring compliance with southern African legislative frameworks. Its regulatory and compliance advisory services include expert guidance on the Mineral and Petroleum Resources Development Act and the National Environmental Management Act, as well as Mining Charter reporting requirements.

The company also assists with diamond and precious metals refinery licences, import and export compliance, environmental authorisations, rehabilitation planning and the repurposing of mining land for sustainable economic use.

According to Mabaso, mining companies still have significant room for improvement in the way they engage with communities.

“The sector needs to move from paternalistic community engagement models to true partnership models,” he explains. “The goal is to create host communities that remain economically resilient long after the life of mine has ended.”

CORE STRATEGIC FOCUS AREAS

As CEO, Mabaso’s role combines strategic leadership with technical oversight. “I provide the strategic vision that steers Vahlengwe toward becoming a premier pan-African consultancy, while remaining hands-on in complex technical mandates,” he says.

His leadership philosophy is cen-

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tred on what he describes as “agile technical excellence”: an approach that focuses on proactive compliance and practical implementation rather than merely producing reports.

“We provide regulatory roadmaps, not just documentation,” Mabaso explains. “We foster a culture of proactive compliance by anticipating bottlenecks before they occur.”

This approach enables the company to support clients through both commercial and regulatory challenges, ensuring projects remain compliant while achieving operational objectives.

Mabaso believes the 2025 Draft Mineral Resources Development Bill represents a pivotal moment for South Africa’s mining industry.

“It signals a move toward greater transparency and, hopefully, a more streamlined administrative process through the long-awaited digital cadastre system,” he says.

He adds that regulatory certainty will increasingly shape operational decisions over the next three to five years. “Companies that can successfully navigate changing requirements around beneficiation and community ownership will thrive,” Mabaso notes. “Compliance

14 | AFRICAN MINING NEWS

is no longer a check-box exercise; it is now a core operational risk that must be managed as rigorously as health and safety.”

Vahlengwe’s strategy is to integrate compliance requirements directly into the feasibility stage of mining projects, ensuring they are embedded within project planning from the outset.

The company also positions itself as a strategic adviser capable of translating South Africa’s empowerment frameworks into a competitive advantage for clients.

ESG AND SOCIAL LICENCE TO OPERATE

Mabaso says ESG considerations are now central to investment decisions and project sustainability.

“We assist clients by integrating ESG principles into their Social and Labour Plans and environmental management programmes from day one,” he explains.

He notes that many mining companies are now focused on securing what is increasingly referred to as a 'social licence to operate'.

“Clients want to avoid the costly delays associated with community conflict and litigation,” he says.

“Our role is to provide the social

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According to Mabaso, mining companies still have significant room for improvement in the way they engage with communities. engineering and environmental expertise required to ensure a project is not only legally compliant, but also accepted by surrounding communities.”

This approach aligns with broader shifts within the mining sector, where stakeholder engagement and long-term socio-economic impact are becoming increasingly important measures of project success.

C OV E R P R O F I L E

EMPOWERING JUNIOR AND ARTISANAL MINERS

Supporting small-scale and artisanal miners is another important aspect of Vahlengwe’s work.

Mabaso believes these operators represent the backbone of future exploration growth, despite facing considerable regulatory and financial barriers.

“The biggest challenges are access to capital, access to technical geoscientific data, and the sheer complexity of the application process,” he says.

To address these challenges, Vahlengwe assists small-scale miners in professionalising their operations and navigating complex regulatory requirements. “We effectively act as their external regulatory department,” Mabaso explains. “We help them navigate basic assessment reports and water use licences so they can transition from informal activity into bankable, compliant businesses.”

Photography: Vahlengwe; Adobe Stock

With more than two decades of experience in government mineral regulation, Mabaso says his understanding of both regulatory expectations and industry pressures allows the company to bridge the gap between the public and private sectors. “I understand the spirit of the law, not just the letter,” he says. “That perspective allows us to approach complex mandates differently. We know what regulators need to see in order to feel confident in an application.”

He adds that this experience informs the company’s internal culture and consulting approach.

“I teach our consultants that we are not just advisers; we are translators between the private sector’s speed and the public sector’s requirements.”

STRATEGIC GROWTH AND INDUSTRY PARTNERSHIPS

Looking ahead, Vahlengwe is prioritising strategic partnerships between junior miners and major mining houses.

“We foster a culture of proactive compliance by anticipating bottlenecks before they occur.”

With larger mining companies increasingly outsourcing exploration activities to junior operators in order to de-risk portfolios, Mabaso believes Vahlengwe is well positioned to facilitate these relationships. “We can identify high-potential junior miners and package them for majors seeking B-BBEE compliant partners or new exploration targets,” he says. “We are not simply selling advice—we are helping create commercially viable partnerships.”

Mabaso believes the company’s credibility stems from its ability to combine technical expertise with deep regulatory insight. “Vahlengwe’s voice carries the weight of someone who has seen both sides of the desk,” he says.

He adds that the company’s role is ultimately about helping clients transform regulatory compliance from a burden into a strategic advantage. “We help de-risk the junior mining sector by turning regulatory and economic compliance into a competitive strength,” Mabaso explains. “That allows smaller operators to focus on production while we safeguard their licence to operate and position them for future growth.”

Beyond his consulting work, Mabaso is also an accomplished academic author whose research focuses on the intersection of mining law and community participation. His work has been published internationally and contributes to broader discussions around South Africa’s empowerment frameworks and mining governance.

Through its combination of technical expertise, regulatory insight and long-term strategic thinking, Vahlengwe Mining Advisory & Consulting continues to position itself at the forefront of sustainable and profitable mining development in southern Africa.

For more information, visit vahlengweadvisory.co.za.

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IN FOCUS

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IN FOCUS

Small mines, Big stakes

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With the right support, junior miners could unlock billions in investment, drive exploration and create hundreds of thousands of jobs

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IN FOCUS

S

outh Africa’s mining industry stands at a crossroads—and increasingly, the path forward runs through its junior and emerging miners. Long overshadowed by established majors, these smaller, often under-capitalised companies are now being recognised as critical drivers of exploration, job creation and long-term sector sustainability.

Yet, despite their growing importance, they remain constrained by structural, regulatory and financial barriers that continue to limit their full potential.

A recent study commissioned by the Minerals Council South Africa paints a compelling picture of both promise and frustration. Titled “The Extent, Nature and Economic Impact of the Junior and Emerging Mining Sector in South Africa in 2025”, the report positions junior miners not as peripheral players but as central to the country’s economic future.

A SECTOR RICH IN POTENTIAL

Junior and emerging miners already play a substantial role in South Africa’s mining ecosystem.

They account for approximately 77% of mining licences and permits, yet contribute only about 11% of total industry revenue—a stark imbalance that highlights both their prevalence and their unrealised potential.

18 | AFRICAN MINING NEWS

In 2024 alone, the sector generated R122.8 billion in revenue and supported nearly 58 500 direct jobs, with a far broader economic footprint when indirect employment is considered. Using a conservative job multiplier, this translates into more than 400 000 additional jobs across the wider economy.

The implications are significant.

According to the report’s projections, a thriving junior mining sector could create 50 000 new direct mining jobs and up to 350 000 secondary jobs over the next decade—a crucial contribution in a country grappling with persistently high unemployment.

Junior miners are effectively the 'research and development arm' of the mining industry

THE EXPLORATION GAP

One of the most important roles junior miners play globally is in exploration: the high-risk, capital-intensive process of discovering new mineral deposits.

Historically, this function was undertaken by large mining houses, but globally it has shifted to smaller, more agile firms.

South Africa, however, has struggled to keep pace with this trend.

The country’s share of global exploration expenditure has collapsed from around 8% in 2001 to less than 1% in recent years, reflecting declining investor confidence and growing competition from more attractive jurisdictions.

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This matters because without exploration, there can be no pipeline of future mines. Junior miners are effectively the ‘research and development arm’ of the mining industry—identifying the deposits that majors may one day develop.

A weak junior sector therefore threatens the long-term sustainability of the entire industry.

STRUCTURAL CONSTRAINTS

Despite their importance, junior miners face a daunting operating environment. Chief among these challenges is the difficulty of attracting investment, driven largely by perceptions of regulatory uncertainty and policy inconsistency.

IN FOCUS

These constraints have tangible consequences. As the report notes, many junior miners remain stuck in early project stages, unable to progress to profitability. In fact, the sector as a whole has struggled to generate consistent profits, despite steady revenue growth between 2018 and 2024.

A CASE FOR POLICY REFORM

To unlock the sector’s potential, the report makes a strong case for targeted policy interventions—chief among them the introduction of flow-through share (FTS) incentives, modelled on Canada’s successful approach. Such incentives allow investors to deduct exploration expenses from their taxable income, effectively reducing the risk of investing in early-stage mining projects.

According to modelling cited in the report, a well-designed FTS regime in South Africa could generate R15.8 billion in tax revenue per successful mine, alongside broader economic benefits.

Adobe Stock; Wesizwe Platinum; West Wits Mining

Equally important is the need for a clear, transparent and efficient regulatory framework. The implementation of a modern mining cadastre system, streamlined licensing processes and consistent policy application would go a long way toward restoring investor confidence.

SIGNS OF PROGRESS There are encouraging signs that the government is beginning to recognise the sector’s importance. Recent initiatives include: • • • •

The publication of a national exploration strategy (2022).

The launch of a R400-million Mining Exploration Fund.

A new critical minerals strategy (2025).

Proposed legislative reforms aimed at addressing illegal mining and regulatory inefficiencies.

While these steps are positive, industry stakeholders argue that more decisive action is needed to create a truly enabling environment.

COLLABORATION WITH MAJORS

Another key theme emerging from the report is the potential for greater collaboration between junior and major mining companies.

Juniors bring agility and exploration expertise, while majors offer technical skills, capital and operational experience.

Stronger partnerships could help de-risk projects, accelerate development timelines and reduce costly mistakes—ultimately benefiting the entire sector.

A STRATEGIC IMPERATIVE

At its core, the case for supporting junior miners is not just about mining—it is about economic growth.

South Africa’s mining sector has seen its contribution to gross domestic product decline over recent decades, even as the country’s mineral endowment remains vast.

Revitalising the junior mining segment offers a pathway to reverse this trend. By enabling exploration, fostering new entrants and nurturing future mining champions, the sector can help rebuild the industry from the ground up.

As the report makes clear, the opportunity is significant—but so, too, is the urgency. Without meaningful reform, South Africa risks falling further behind in the global competition for mining investment.

With the right support, however, junior miners could become the catalyst for a new era of growth: unlocking resources, creating jobs and laying the foundations for a more resilient and inclusive mining industry.

The full report, which includes case studies based on interviews with companies operating in the sub-sector and their challenges, can be found at: tinyurl.com/42xpahvt

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I N T E R N AT I O N A L

Rebuilding Barrels

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Inside Venezuela’s oil recovery and its strategic pivot to new markets

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I N T E R N AT I O N A L

A

global energy markets contend with geopolitical volatility and supply disruptions, Venezuela is re-emerging as a country of renewed strategic interest. Home to the world’s largest proven oil reserves, the South American producer is attempting a cautious but notable recovery—one shaped as much by shifting geopolitics as by internal reform.

For African stakeholders, this resurgence is gaining added relevance, particularly following a landmark co-operation agreement with the African Energy Chamber (AEC).

A WINDOW OF OPPORTUNITY— BUT NOT WITHOUT CONSTRAINTS

Recent instability in global oil markets—particularly disruptions affecting flows through key chokepoints such as the Strait of Hormuz—has elevated oil prices and intensified the search for alternative supply sources. In principle, this should favour Venezuela. With an estimated 300 billion barrels of proven reserves, the country is uniquely positioned to help offset supply shocks.

Yet, Venezuela’s recovery trajectory is not perfectly aligned with this opportunity. Production, which once exceeded three million barrels per day (bpd) in the late 1990s, has only recently approached the one million bpd mark. Structural issues—including years of underinvestment, infrastructure degradation and sanctions—continue to limit rapid scaling.

SANCTIONS EASING SIGNALS A TURNING POINT

A significant catalyst behind Venezuela’s recent momentum has been the partial easing of United States sanctions. Since early 2026, a series of general licences issued by the US Treasury have reopened pathways for international engagement in Venezuela’s oil sector.

Notably, General Licence 46 and its amended version, GL 46A, authorised the export and trade of Venezuelan-origin crude, while subsequent measures—such as General License 52—expanded permissions to include broader transactions with state oil company, PDVSA (Petróleos de Venezuela SA).

These policy shifts mark a meaningful departure from the restrictive framework that defined the past decade. They have enabled major international oil companies—including Chevron, Eni and Repsol—to re-engage with Venezuelan assets, while also facilitating increased exports to markets such as the US, India and parts of the Caribbean.

autonomy and improved commercial terms to private partners.

At the operational level, efforts are underway to rehabilitate mature fields—particularly in the prolific Orinoco Belt—as well as to modernise refining infrastructure. The government is also prioritising gas development, recognising its role in both domestic energy security and export diversification.

These reforms are already translating into tangible activity. Oilfield service companies have begun reactivating idle rigs, and joint ventures are being restructured to accelerate production growth.

Industry projections suggest output could rise to around 1.37 million bpd by the end of 2026, contingent on sustained investment and equipment availability.

Recent data reflects this renewed activity. Venezuelan crude exports surpassed one million bpd in March 2026 for the first time in months, supported by rising shipments to both traditional and emerging buyers.

Venezuelan crude exports surpassed one Even as oil prices surged—reaching million barrels as high as $120 per barrel amid REFORM AND REHABILITAgeopolitical tensions—Venezuela’s TION: THE DOMESTIC AGENDA per day in ability to capitalise remains gradual Parallel to external policy shifts, rather than immediate.

Venezuela has embarked on interMarch 2026 nal reforms aimed at revitalising its The mismatch is critical: Global hydrocarbons sector. Changes to for the first buyers are responding to shortthe country’s hydrocarbons law are term disruptions, while Venezuela’s designed to attract foreign investtime in months recovery is inherently long-term. ment, offering greater operational 22 | AFRICAN MINING NEWS

However, while sanctions relief has unlocked opportunity, it has not eliminated risk. Investment remains cautious, with regulatory clarity, contract security and infrastructure rehabilitation still key concerns for international partners.

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Still, challenges persist. Venezuela’s recovery is not simply a matter of capital injection; it requires institutional stability, technical capacity and consistent policy execution.

A STRATEGIC PIVOT TOWARD AFRICA

THE MoU GOES BEYOND SYMBOLIC DIPLOMACY. IT OUTLINES PRACTICAL AREAS OF CO-OPERATION, INCLUDING: • • • •

Upstream development, particularly in mature oilfields.

Refinery rehabilitation and downstream integration.

Gas commercialisation and infrastructure development.

Trade finance mechanisms and energy commodity flows.

Against this backdrop, Venezuela is actively seeking to diversify its partnerships beyond traditional Western markets. Its recent memorandum of understanding (MoU) with the AEC represents a significant step in this direction.

Photography: Adobe Stock; African Energy Chamber

Signed in Caracas at the end of February 2026 (tinyurl.com/3cdmezph), the agreement establishes a comprehensive framework for collaboration across the hydrocarbon value chain. It includes the formation of a joint working group to identify project pipelines, co-ordinate investment strategies and track implementation progress.

The agreement also emphasises capacity building, with plans for technical training programmes involving institutions such as Venezuela’s hydrocarbon university. This focus on skills transfer reflects a shared recognition that long-term energy development depends as much on human capital as on financial investment.

SOUTH–SOUTH CO-OPERATION GAINS TRACTION

For African energy players, the Venezuela partnership presents a compelling opportunity. Both

regions face similar structural challenges ranging from energy poverty and infrastructure deficits to the need for local value addition. As such, the collaboration is framed not as a traditional North–South investment model, but as a form of South–South co-operation rooted in mutual benefit.

African companies with expertise in deepwater operations, heavy crude processing and gas development are well-positioned to participate in Venezuela’s revitalisation. At the same time, the potential for reciprocal trade—such as liquefied petroleum gas and bitumen flows— opens new commercial channels.

The AEC’s role as a facilitator is central here, helping bridge regulatory, financial and technical gaps between the two regions.

OUTLOOK: STRUCTURAL SHIFT OR CYCLICAL UPSWING?

prices, sanctions relief and policy reform.

Yet, the critical question remains whether this marks a lasting structural shift or merely a cyclical rebound driven by external factors.

Geopolitical disruptions might have created an opening, but they do not resolve the underlying fundamentals. Sustained growth will depend on Venezuela’s ability to deliver regulatory stability, attract longterm investment and rebuild its operational capacity.

For Africa, however, the significance of Venezuela’s resurgence extends beyond market dynamics.

The MoU with the AEC signals a broader realignment in global energy partnerships—one that prioritises collaboration among emerging markets.

Venezuela’s oil recovery is undoubtedly gaining momentum, supported by a confluence of higher oil

In an increasingly multi-polar energy landscape, such alliances may prove just as important as the barrels themselves.

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LEADERSHIP

Slow Erosion Why operational excellence is hardest when mining organisations are changing

24 | AFRICAN MINING NEWS

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LEADERSHIP

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LEADERSHIP

One of the hardest things for leaders to see during periods of change is how filtered information becomes.

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have never seen operational excellence fail in mining because people stopped caring. More often, it slips away quietly while everyone is doing their best to keep things moving.

Change rarely arrives as a single disruptive event. It arrives in layers: a restructuring here, a new system there, a revised reporting line or a cost programme that was meant to be temporary. Each change on its own feels manageable, but taken together they place an invisible load on operations which is easy to underestimate from a distance.

On the surface, the mine keeps running. Production numbers hold and safety metrics appear stable enough.

From the boardroom, it can look as though the operation is coping.

On site, however, a different story is often unfolding. What begins to erode during these periods is not capabil-

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ity, but operational confidence: the shared belief that standards, judgement and decision-making will continue to hold while change is absorbed.

The most dangerous form of disruption in mining is gradual. When change is constant, people adapt in small ways that rarely trigger alarm bells. Supervisors simplify conversations to save time, teams work around unclear decisions rather than escalating them, and maintenance is deferred just long enough to get through the shift. None of this feels reckless in the moment; it feels practical.

Over time, however, these small adjustments begin to erode the routines on which operational excellence depends. Standards are still written down and procedures still exist, but what changes is the confidence with which they are applied as change accumulates. By the time leaders notice a problem, operational confidence has often been eroding for some time

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and the organisation might already have normalised a lower level of discipline.

In mining, safety and productivity are often discussed as separate priorities, but on site they are closely connected. When people are under sustained pressure, the line between getting the job done and doing it safely becomes harder to maintain.

Productivity pressure often first appears in small judgement calls. A task is rushed because the shift is behind schedule, a deviation is accepted because it seems minor, or a risk is managed informally because the formal process feels too slow for the situation. These decisions are rarely malicious. They are usually made by experienced people trying to keep work flowing in an environment that feels increasingly demanding.

However, they can also signal that people no longer feel confident the

LEADERSHIP

system around them will support the right decision under pressure. Over time, these compromises create the conditions for both safety incidents and inconsistent performance.

tions to match the reality they face.

By the time leaders intervene, they are often responding to outcomes rather than the earlier loss of confidence and clarity that caused them.

delivered—it needs to be absorbed.

In mining, absorption is the difference between an operation that appears stable on paper and one that performs reliably under pressure.

During periods of organisational change, the risk leaders are managing is often not recklessness, but fatigue.

Protecting operational excellence during periods of change requires less focus on introducing new frameworks and more focus on deliberate leadership. Leaders who manage this well remain visible where the work happens. They reinforce a small number of non-negotiable routines and explain why they matter, especially when everything else feels uncertain.

Operational excellence rarely erodes because people stop caring. It erodes when sustained change undermines the confidence needed to apply standards consistently. In mining environments, protecting operational excellence during change requires leaders to pay attention to confidence, routines and judgement long before formal performance metrics begin to shift.

They treat safety and productivity as part of the same operational conversation rather than competing objectives. They recognise fatigue early and adjust expectations accordingly, rather than assuming resilience will carry the organisation through.

Operational excellence is almost never lost in a single decision. It is diluted slowly when leaders underestimate how much uncertainty operations are being asked to carry.

Mining leaders frequently take comfort in the resilience of their operations. There is a belief that if any industry can absorb constant change, it is this one. Mines have weathered commodity cycles, regulatory shifts, labour disputes and operational crises before. That resilience is real, but it is not infinite.

Across global mining organisations operating multiple assets, systems and jurisdictions, sustained change places cumulative pressure on resilience in ways that can be difficult to see from the centre. Resilient operations rely not only on formal systems but also on strong informal ones: trust between supervisors and teams, clarity about who makes decisions when problems arise, and confidence that today’s priorities will still matter tomorrow.

Most importantly, they understand that change does not only need to be

Chani Otto Executive Associate Change Logic (changelogic.co.za)

Photography: Adobe Stock

Constant change places strain on all these elements. When people are unsure which rules will last, they begin to conserve energy. They comply, but they stop committing fully. In a safety-critical environment, that quiet withdrawal is subtle but significant.

One of the hardest things for leaders to see during periods of change is how filtered information becomes.

Performance reports smooth out variation, issues are presented as isolated rather than systemic, and concerns are softened before they reach senior leadership.

On site, people are often reluctant to say they are struggling. In mining culture, that can feel like admitting weakness. Instead, teams cope quietly, adjusting routines and expecta-

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R E G U L ATO R Y

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R E G U L ATO R Y

Engine of inclusive Industrial Growth

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How Namibia is advancing local content frameworks to drive jobs and growth in the oil & gas sector

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R E G U L ATO R Y

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amibia’s emerging offshore oil & gas sector is rapidly shifting from a story of geological discovery to one of industrial execution, institutional readiness and domestic economic transformation.

As the country advances toward first oil production by 2030, the central question is no longer what lies beneath its offshore basins, but how effectively Namibia can convert its resources into sustained local value, jobs and industrial capacity across the energy value chain.

Under efforts to ensure the ongoing oil and gas boom translates into economic opportunities for local Namibians, the country has already started taking steps toward implementing policy to ensure projects translate into jobs, investment and contracts.

As the voice of the African energy sector, the African Energy Chamber (AEC) supports Namibia’s intensified focus on local content development, emphasising that strong policy frameworks must be matched by equally robust institutions capable of implementation.

As Namibia refines its upstream regulatory environment, the AEC underscores the importance of co-ordinated policy execution, skills development and institutional strengthening to ensure local companies can actively participate in—and benefit from—the country’s energy expansion. Building resilient local institutions will be critical to translating policy ambition into measurable economic outcomes.

states NJ Ayuk, executive chairperson of the AEC. Namibia has already taken key steps toward improving its local content frameworks: The country’s Cabinet approved the National Upstream Local Content Policy in late 2024 (tinyurl. com/438yen98), aimed at strengthening economic sovereignty and empowering Namibians within the country’s oil & gas industry.

The policy is designed to balance the interests of local stakeholders with the needs of international oil companies, offering a framework to shift the sector away from a purely extractive model toward one that embeds domestic participation across procurement, services and technical operations.

FROM REGULATORY INTENT INTO PRACTICAL OUTCOMES Platforms such as the Namibia International Energy Conference (NIEC) have also brought local content to the forefront. A series of panel discussions at this year's event (www. nieconference.com) tackled the topic of local content development, with industry leaders and local services providers gathering to assess how

“Through strong local content frameworks, Namibia’s oil & gas industry could become a strategic economic driver. The country has an opportunity to build institutions that empower its people, develop competitive local industries and ensure value is retained within the country. This is how you turn a resource discovery into a national economic engine,”

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local content policies are being translated from regulatory intent into practical outcomes on the ground.

The event converged on a shared reality: Namibia’s upstream transformation is no longer about discovery potential, but rather focuses on execution, readiness and local participation at scale.

Namibia’s President Dr Netumbo Nandi-Ndaitwah announced a major push to accelerate petroleum reforms, including progress on a Petroleum (Exploration and Production) Amendment Bill, as the country moves to fast-track governance and investment frameworks ahead of first oil.

She said the reforms are central to improving regulatory efficiency, strengthening investor confidence and ensuring the country’s emerging offshore oil sector delivers broadbased national benefits. “The road to first oil and beyond requires investment and partners for development to be realised. Hence the need for strategic reform to give confidence to investors and citizens alike.”

Stakeholders also highlighted key steps being taken by Namibia to

R E G U L ATO R Y

“Through strong local content frameworks, Namibia’s oil & gas industry could become a strategic economic driver.” strengthen participation. The policy environment—strengthened by ongoing petroleum legislative reforms and a more centralised regulatory structure—was broadly framed by participants as a necessary foundation rather than an endpoint.

Photography: Adobe Stock; NIEC

The emphasis is now shifting toward implementation capacity: whether Namibian firms can meet offshore standards, scale quickly and integrate into complex global supply chains.

Ayuk (pictured, right) described...

Namibia’s recent exploration success as a historic shift in global perception. He argued that the country’s challenge is no longer discovery but execution: ensuring legislation, investment conditions and talent development keep pace with accelerating offshore activity.

“We need to pass the right legislation to empower this government to fast-track opportunities. Namibia’s

aspirations can be done by the work we do in this room. Energy poverty is real, and our industry is called upon to meet this challenge.”

Gideon Tshomokuti, founder and managing director of Benguela Petroleum Supplies, highlighted that in order for Namibia’s oil and gas discoveries to truly transform the nation, the country must move beyond mere representation toward a model where skills transfer and local ownership become the foundation of its energy independence.

Jamilla Jacobs, managing partner of Greenwood Supply Services Namibia, echoed these remarks, stating that local content must become a cornerstone of the country’s national industrial strategy.

Workshops—including RichAfrica Consultancy’s Legacy Leaders Programme—plus certification

programmes and supplier days were highlighted as critical mechanisms for bridging the gap between international oil company requirements and domestic SME readiness.

However, participants also pointed out that co-ordination across institutions remains essential to avoid fragmentation and duplication.

Ultimately, the consensus was clear: Namibia’s offshore opportunity will be defined far less by the size of its discoveries than by the speed and discipline with which it builds domestic capability around them.

In a tightening global race for capital and energy investment, it was agreed that Namibia’s competitiveness will rest on a simple outcome: turning hydrocarbons into a durable engine of inclusive industrial growth.

African Energy Chamber energychamber.org

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ESG

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ESG

NeverAgain Putting people at the centre of tailings management

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ailings failures are not just engineering failures— they are social failures. In recent years, a series of incidents has reminded the industry that when tailings storage facilities fail, the most lasting damage is often borne by communities: through lost livelihoods, polluted water supplies, environmental harm and multigenerational health impacts.

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“Net zero is a pipe dream if we cannot get the basics of proactively managing water on our mines right,” says Alastair Bovim, CEO and co-founder of environmental intelligence company, Insight Terra (www.insightterra.com). “We cannot safely grow global mineral supply on a foundation of fragile tailings systems. Every rechargeable battery, electric vehicle and wind turbine begins in a mine, and the safety of surrounding communities must matter as much as the minerals we extract.”

The industry has made tangible progress on governance. The International Council on Mining and Metals (ICMM) 2025 Tailings Progress Report (tinyurl.com/538ttj6y) shows 67% of member facilities now report full compliance with the Global Industry Standard on

Tailings Management (GISTM, tinyurl.com/ynvks8c9), rising to more than 80% at the highest consequence sites.

Yet, one-third of facilities remain only partially compliant, and many assessments are still self-declared rather than independently verified.

That gap is where social risk grows.

LEARNING FROM HISTORY: WHY COMMUNITY WARNINGS MATTER On a recent visit to the Vajont Dam in northern Italy, Bovim says the scale of what is lost when warnings go unheard was impossible to ignore. Nearly 2 000 people were killed there in 1963 (tinyurl. com/6ws8hmsb) when a mountainside collapsed into a reservoir, sending a catastrophic wave downstream.

“Standing at the site is a reminder that tragedies like Vajont are not defined by geotechnical failure alone, but by missed signals, governance breakdowns and the marginalisation of community voices.

We must listen, not only to experts and models but to communities who often see and feel early signs of risk long before disaster strikes,” he reflects.

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5 SOCIAL PRIORITIES FOR SAFER TAILINGS MANAGEMENT

Bovim outlines five social priorities that must sit alongside technical and regulatory controls:

1

Social licence is earned before failure, not after At Vajont, risks were known long before the collapse, but community concerns were downplayed.

In mining today, communities often notice early warning signs: from changes in water quality and seepage to dust, vibration or unusual sounds.

These observations should be treated as early-warning signals, not reputational noise.

Embedding structured community reporting into tailings governance strengthens risk detection and builds trust before crises occur.

2

Trust is a fragile asset, and its loss is a material risk In the case of Vajont, the dam structure remained largely intact, yet trust collapsed entirely, with catastrophic consequences.

The same dynamic plays out around tailings facilities today.

Even without structural failure, contamination, livelihood loss or perceived opacity can permanently erode trust between operators, communities and regulators.

Loss of social trust should be recognised as a material risk indicator and linked to board-level oversight, alongside technical and financial metrics.

3

Transparency must be understandable to be meaningful One of Vajont’s enduring lessons is that monitoring and

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reports alone do not prevent disaster if their meaning is not shared in a way that changes decisions.

In mining, disclosure documents are traditionally often long, technical and inaccessible to affected communities.

True transparency means translating tailings behaviour into human-relevant terms: what has changed, why it matters, and what communities would notice first if something went wrong. Disclosure without comprehension does not protect people.

4

Power asymmetry increases risk Decisions at Vajont were made by experts and authorities, while downstream communities had little agency.

This imbalance remains a risk factor today, where affected communities often lack access to data, technical language or influence over outcomes.

Shifting from consultation to participatory oversight, including access to simplified—visual performance data—helps reduce latent conflict and strengthens shared responsibility for safety.

5

Memory and ethics matter under uncertainty Vajont reminds us that failure narratives are written long before failure occurs, as warnings are rationalised away and uncertainty becomes normalised.

Photography: Wikimedia Commons/IBAMA; Vale; Wikimedia Commons/Emanuele Paolini/Guilherme Venaglia

In tailings management, personnel turnover, consultant rotation and lost institutional memory can quietly erode safety. Preserving historical context, including past incidents and community concerns, is a social safeguard.

Ethical decision-making requires asking who carries the downside risk and who benefits from continued operation, especially when certainty is not possible.

Together, these priorities reinforce a simple truth echoed by engineers working in the Vajont region today: “Never again” is not a slogan but a discipline. It demands listening, humility and governance systems that treat communities as part of the safety system itself.

FROM STANDARDS TO TRUST: WHY GOVERNANCE MUST EVOLVE Structural change is beginning to reflect this thinking.

The Global Tailings Management Institute (thegtmi.org)—established with partners including ICMM, United Nations Environment Programme (www.unep.org) and Prin-

ciples for Responsible Investment (www.unpri.org)—will oversee independent auditing and certification against GISTM. Independent assessment matters, but assurance requires data that is continuous, auditable and understandable to non-specialists.

Technology plays a central role.

Platforms that fuse IoT sensors, ground instruments, satellite observations and InSAR analytics provide near real-time visibility across tailings facilities. When technical data is paired with community inputs and communicated clearly, operators can detect anomalies early and engage meaningfully with affected populations.

“Standards matter, but standards alone do not change behaviour,” Bovim says. “Independent audits, continuous monitoring and transparent public reporting are what close the governance gap.”

WHY THE SOCIAL CASE IS ALSO A BUSINESS CASE The social dimension of tailings management is also an economic one. Investors, insurers and buyers increasingly factor social licence

and environmental stewardship into capital decisions.

Poor social risk management can translate into stranded assets, higher financing costs and reputational damage.

Zero harm must be the expectation, not the aspiration. Treating social intelligence as integral to technical monitoring is how the industry moves from reacting to crises to preventing them, and ensures communities are no longer the last to know.

“We cannot safely grow global mineral supply on a foundation of fragile tailings systems.

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E X P LO R AT I O N

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E X P LO R AT I O N

Mapping The future A new wave of geomapping initiatives is redefining Africa’s mining landscape— revealing untapped resources, attracting investment and laying the groundwork for sustainable growth

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frica’s mining sector is entering a new era defined not only by extraction but by information. Across the continent, governments are investing in large-scale geomapping initiatives: systematic geological surveys designed to uncover hidden mineral wealth, reduce exploration risk and attract long-term investment.

These efforts signal a strategic shift: from reactive resource development to proactive, data-driven mineral planning.

Yet, in many jurisdictions, geological data remains incomplete, outdated or inaccessible—an obstacle that has historically deterred investors wary of high exploration risk.

Today, geomapping is emerging as the critical first step in unlocking that value.

A recent example comes from Ghana, where the Ghana Gold Board and the Ghana Geological Survey Authority have partnered to conduct geological surveys in the Funsi,

Atuna and Bensere East regions (tinyurl.com/yc5t7npk). The initiative aims not only to expand national gold reserves and increase production, but also to formalise artisanal mining operations—an important socio-economic consideration in a country where small-scale mining plays a significant role.

This dual focus—economic growth and sector formalisation—is a recurring theme across Africa’s geomapping push.

By improving the availability and quality of geoscientific data, governments can better regulate mining activity, integrate informal

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At the centre of this movement is a recognition of Africa’s immense,

largely untapped mineral potential.

Estimates suggest the continent holds more than $8.5 trillion in unexploited mineral resources.

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E X P LO R AT I O N

geomapping activities targeting more than 44 critical minerals. This reflects a strategic pivot away from oil dependency toward a more diversified mineral economy.

Other nations are following suit.

Tanzania is implementing similar initiatives, while South Africa is playing a supportive role by providing technical expertise to countries such as Gabon, South Sudan and Nigeria.

Liberia, too, has set ambitious targets, aiming to geomap 80% of its largely unexplored geology.

According to its Minister of Mines and Energy, access to robust geoscientific data will strengthen the country’s ability to negotiate investment deals and unlock downstream infrastructure development.

The implications of these initiatives extend far beyond national boroperators into the formal economy, and ensure more sustainable resource management.

Beyond Ghana, several African countries are making bold moves to modernise their geological datasets:

tapped mineral resources. Remarkably, around 90% of the country’s geology remains unexplored, underscoring both the opportunity and the challenge ahead. The project combines advanced airborne geophysics, fieldwork and AIdriven data management.

Burundi has partnered with United States–based firms Lifezone Metals and KoBold Metals (tinyurl.com/2xv38k2t) to assess the Musongati Nickel project and part of the larger East African Nickel Belt, which also includes Lifezone’s Kabanga Nickel Project.

Zambia is also making significant progress, having completed 55% of its national geomapping programme (tinyurl.com/yeyk73tj).

The initiative is closely aligned with the country’s goal of increasing copper production to three million tonnes per year by 2031.

These collaborations reflect a broader trend of leveraging international expertise and technology to accelerate domestic exploration efforts.

Mines & Minerals Development Permanent Secretary, Hapenga Kabeta, says the high-resolution airborne geophysical survey is transforming Zambia’s geological database and unlocking new opportunities for mineral exploration, particularly in previously underexplored areas.

In the Democratic Republic of the Congo, the scale of ambition is particularly striking. The government has engaged Xcalibur Smart Mapping (tinyurl.com/42munm39) to survey approximately 700 000 square kilometres—part of a wider strategy to unlock what is believed to be more than $24 trillion in un38 | AFRICAN MINING NEWS

Nigeria, meanwhile, is advancing its own efforts with a substantial financial commitment. The approval of a N1-trillion budget for 2026 includes provisions for

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In many jurisdictions, geological data remains incomplete, outdated or inaccessible

ders. As global demand for critical minerals intensifies—driven by the energy transition, electrification and digital technologies—Africa is positioning itself as a key supplier in the global value chain. However, to compete effectively, the continent must offer not only resource abundance but also transparency, reliability and reduced investment risk. Geomapping is central to achieving these objectives.

From an investor perspective, high-quality geological data reduces uncertainty and improves project viability.

Moreover, geomapping initiatives are creating new opportunities for service providers in geophysics, drilling, data analytics and remote sensing. As demand for advanced exploration technologies grows, so too does the potential for skills development, technology transfer and job creation within African economies.

Yet, challenges remain. Geomapping programmes require significant financial investment, technical expertise and institutional capacity.

Ensuring data accessibility and transparency is equally important, as is integrating these efforts into broader mining and industrial strategies. Without careful co-ordination, the benefits of improved geological knowledge may not fully translate into sustainable economic development.

There is also the question of environmental and social responsibility. As new mineral frontiers are identified, governments and companies must ensure exploration and development activities adhere to best practices in environmental management and community en-

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gagement. The goal is not merely to extract more resources, but to do so in a way that supports long-term prosperity and resilience.

Ultimately, Africa’s geomapping drive represents a foundational shift in how the continent approaches its mineral wealth. By investing in knowledge and data, countries are laying the groundwork for a more competitive, transparent and sustainable mining sector.

In a global landscape increasingly defined by resource security and supply chain resilience, this strategic focus could prove decisive: transforming Africa from a repository of untapped potential into a leading force in the future of mining.

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Photography: Adobe Stock; Ghana GoldBod; KoBold Metals; Xcalibur Smart Mapping

From an investor perspective, high-quality geological data reduces uncertainty and improves project viability. It enables more accurate resource estimation, lowers exploration costs and shortens project timelines. For governments, it enhances resource governance, supports evidence-based policymaking and increases the likelihood of securing favourable investment terms.

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MINERALS

FORGING The future

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How African countries are accelerating iron ore exploration to meet global demand

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s global demand for steel strengthens— driven by urbanisation, infrastructure expansion and the energy transition—Africa is stepping decisively into the spotlight as a frontier for iron ore exploration and development.

Long regarded as under-explored relative to its geological potential, the continent is now witnessing a surge in exploration campaigns, policy support and strategic investment aimed at unlocking iron ore resources as a catalyst for industrialisation and sustainable economic growth.

A BUOYANT GLOBAL MARKET

Iron ore, the primary raw material in steelmaking, remains central to the global economy. Forecasts suggest that demand for steel will continue to rise steadily over the coming decades, underpinned by population growth, rapid urban development in emerging markets, and the rollout of renewable energy infrastructure—each requiring vast quantities of steel-intensive inputs.

Despite cyclical price volatility, long-term projections for the iron ore market remain robust. Major producers such as Australia and Brazil continue to dominate supply, but increasing demand— particularly from Asia and increasingly from within Africa itself—is encouraging diversification of supply sources.

This dynamic is creating a window of opportunity for African countries to position themselves as significant contributors to the global iron ore value chain.

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AFRICA’S UNTAPPED POTENTIAL

Africa hosts some of the world’s largest and highest grade iron ore deposits, much of which remains undeveloped. From West Africa’s rich belts to southern Africa’s established mining jurisdictions, governments and private sector ISSUE 19

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MINERALS

players are intensifying exploration efforts and fast-tracking project development.

Crucially, the continent’s approach is evolving. Rather than exporting raw ore alone, many African nations are seeking to capture greater value by developing downstream processing capabilities, including steel manufacturing.

This shift aligns with broader continental ambitions to industrialise, create jobs and reduce dependence on imports of finished goods.

The Africa Finance Corporation (AFC) has underscored this trajectory in its “Compendium of Africa’s Strategic Minerals” (tinyurl. com/2kabhunn), designating iron ore as a strategic resource essential to advancing Africa’s mineral production, manufacturing capabilities and industrialisation agenda.

By elevating iron ore to this status, the AFC is signalling the importance of co-ordinated investment in infrastructure, beneficiation and regional value chains.

SOUTH AFRICA: RENEWED EXPLORATION FOCUS

In South Africa, a mature mining jurisdiction with a long history of iron ore production, there is renewed emphasis on exploration as a means of sustaining and expanding the sector. In his 2026 State of the Nation Address (tinyurl.com/4fbvc8ya), President Cyril Ramaphosa confirmed that the government would dedicate additional funding to geological mapping and exploration.

This commitment reflects a broader recognition that declining exploration investment in recent years has constrained pipeline development.

By improving the availability of high-quality geological data and reducing exploration risk, South Africa aims to attract new investment

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into its mining sector—particularly in under-explored regions.

At the same time, efforts to upgrade logistics infrastructure, including rail and port capacity, are critical to unlocking further iron ore exports. Addressing these bottlenecks will be key to ensuring new discoveries can be efficiently brought to market.

The AFC has designated iron ore as WEST AFRICA’S IRON ORE RENAISSANCE a strategic West Africa is emerging as a focal point for iron ore development, resource with several countries advancing large-scale projects that could reessential to shape global supply dynamics. advancing In Guinea, the $20-billion Simandou project (tinyurl.com/ Africa’s mineral ur5y799a)—widely regarded as the world’s largest untapped highgrade iron ore deposit—is gaining production, momentum. The project is central to the government’s Simandou manufacturing 2040 vision (www.simandou2040. gn), which aims to leverage the capabilities and resource as a foundation for longterm economic transformation. industrialisation Beyond mining, the strategy encompasses infrastructure developagenda ment, including railways and ports, as well as potential downstream processing industries.

Neighbouring Liberia is also accelerating its iron ore ambitions.

The country is on track to triple its iron ore output this year, driven by expansions and new projects led by companies such as ArcelorMittal Liberia, Cavalla Resources, Westcrest, Zodiac and Bao Chico.

These developments are revitalising Liberia’s mining sector, contributing to export revenues and employment while enhancing infrastructure in mining corridors.

Further inland, the Democratic Republic of the Congo (DRC) is integrating iron ore into its broader industrialisation strategy. The Greater Orientale Iron Ore Project

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(tinyurl.com/4jx65vue) represents one of Africa’s most ambitious new iron ore developments. Announced in early 2026, the project is centred on vast deposits in the former Orientale province, with estimated resources of between 15 and 20 billion tonnes of high-grade ore.

Envisioned as a $28.9-billion integrated mining and infrastructure complex, it will combine large-scale extraction with processing facilities and a multimodal logistics corridor linking inland deposits to the Atlantic via rail, river transport and the deepwater port of Banana.

EMERGING PLAYERS ACROSS THE CONTINENT

Beyond these headline developments, several other African countries are positioning iron ore as a strategic priority:

In Sierra Leone, the revival of large-scale operations such as Tonkolili (tinyurl.com/y2ax2st7) has reignited the sector, supported by improving regulatory frameworks and investor confidence. The country’s high-grade deposits are attracting renewed interest from international mining companies.

Photography: Adobe Stock

Cameroon is advancing projects such as Mbalam-Nabeba (tinyurl. com/2rtu3rzw), straddling the border with the Republic of Congo, which has the potential to become a major iron ore hub supported by new rail and port infrastructure.

Meanwhile, Namibia and Angola are re-evaluating their iron ore potential as part of broader strategies to diversify their mining sectors.

Angola, in particular, is reopening historic iron ore mines and investing in transport corridors to support exports.

Even smaller economies are recognising the opportunity. Gabon, traditionally known for manganese, is exploring its iron ore resources

as part of efforts to broaden its mineral base and develop local processing industries.

INFRASTRUCTURE: THE CRITICAL ENABLER

While geological potential is abundant, infrastructure remains a defining challenge for iron ore development in Africa. Large-scale iron ore projects typically require significant upfront investment in railways, ports and energy supply—often in remote regions.

Encouragingly, many current projects are adopting integrated infrastructure models, where mining developments are paired with multi-user transport corridors that can support broader economic activity. The Simandou project in Guinea, for example, includes the construction of a trans-Guinean railway and deepwater port, which could unlock agricultural and other mineral exports.

Regional collaboration is also gaining traction, with cross-border infrastructure projects offering the potential to reduce costs and enhance connectivity.

DRIVING SUSTAINABLE GROWTH

continent as a key supplier in this evolving market.

At the same time, integrating renewable energy into mining and processing operations can further enhance the sustainability credentials of African iron ore projects.

A STRATEGIC MOMENT

Africa’s acceleration of iron ore exploration comes at a pivotal moment. With global demand for steel set to remain strong, and supply diversification increasingly valued, the continent has a unique opportunity to assert itself as a major player in the global iron ore market.

Realising this potential will require continued investment, policy consistency and regional co-operation. But the direction is clear: Iron ore is no longer viewed merely as an export commodity; it is being reimagined as a strategic resource capable of underpinning industrialisation, driving infrastructure development and delivering longterm economic transformation.

A defining feature of Africa’s emerging iron ore strategy is its emphasis on sustainability and inclusive growth. Governments and development institutions are increasingly prioritising projects that generate local employment, support skills development and minimise environmental impact.

The push toward green steel presents an additional opportunity. As global steelmakers seek to decarbonise production, demand is growing for high-grade iron ore suitable for low-emission processes such as direct reduced iron. Africa’s deposits—many of which are of high quality—could position the

For southern Africa and the continent at large, the race to unlock iron ore resources is not just about meeting global demand.

It is about forging a more resilient, diversified and industrialised economic future.

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Charging Ahead

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With supply deficits looming and investment accelerating, Africa’s growing portfolio of lithium projects is reshaping global supply dynamics—positioning the continent as a critical player in the future of energy storage and electric mobility

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CRITICAL MINERALS

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s the global energy transition accelerates, lithium has become one of the most strategically important minerals of the modern economy. Powering electric vehicles (EVs), grid-scale storage and a new generation of clean technologies, demand for lithium is rising sharply—and Africa is increasingly stepping into a pivotal role in meeting that demand.

A recent forecast by Wood Mackenzie (tinyurl.com/2tdfp8j6) highlights the scale of the opportunity. Under an accelerated energy transition scenario, global lithium demand could exceed 13 million tonnes by 2050, with supply deficits emerging as early as 2028. Without significant new investment, existing operations are unlikely to meet demand beyond the mid-2030s—placing a premium on new supply regions.

A defining feature of Africa’s lithium strategy is the growing emphasis on beneficiation.

Against this backdrop, Africa’s expanding pipeline of lithium projects is reshaping global supply dynamics.

beyond the late 2030s, reinforcing Africa’s long-term strategic importance.

A RISING FORCE IN GLOBAL LITHIUM SUPPLY

The Democratic Republic of the Congo (DRC), long dominant in cobalt, is preparing to enter the lithium market through the worldclass Manono project (tinyurl. com/59fzpy77). Backed by Zijin Mining, AVZ Minerals and KoBold Metals, production is expected to begin in 2026.

Africa’s contribution is no longer theoretical. In 2025, the continent ranked as the largest source of new lithium supply globally, with output growth exceeding that of the rest of the world combined. This marks a significant shift, as traditional producers face mounting constraints ranging from environmental pressures to permitting bottlenecks.

Countries including Zimbabwe, Mali, Ghana and Namibia are building a diversified and scalable supply base. Even under conservative transition scenarios, lithium markets are expected to tighten

50 | AFRICAN MINING NEWS

THE DRC’S LITHIUM DEBUT

As one of the largest known hardrock lithium deposits globally, Manono will not only diversify the DRC’s mineral base but also strengthen Africa’s position in the EV battery supply chain.

MALI’S RAPID ASCENT

In West Africa, Mali is fast becom-

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ing a lithium hub. The Bougouni Lithium Project (tinyurl.com/ceadr7ar), commissioned in 2025, is already producing around 125 000 tonnes per annum, with expansion plans that could nearly double capacity.

Meanwhile, the Goulamina Lithium Project (tinyurl.com/3ja8pfw7)—among the world’s largest spodumene deposits—is producing approximately 506 000 tonnes annually, with plans to scale up to one million tonnes per year.

Together, these projects are positioning Mali as a key contributor to global supply.

GHANA AND ZIMBABWE MOVE UP THE VALUE CHAIN

In Ghana, the Ewoyaa Lithium Project (tinyurl.com/3h34cua3)

CRITICAL MINERALS

Further south, Zimbabwe is taking a more interventionist approach. As Africa’s largest lithium producer, the country has introduced policies restricting raw ore exports, encouraging investment in domestic processing and beneficiation. This shift is enabling Zimbabwe to capture greater value from its resources while embedding itself more deeply in global battery supply chains.

NAMIBIA AND ZAMBIA, THE NEXT FRONTIERS

While still earlier in their development cycle, Namibia and Zambia are emerging as compelling new frontiers in Africa’s lithium story.

Namibia’s lithium potential is largely hosted in pegmatite deposits, similar to those that underpin Zimbabwe’s success. What sets Namibia apart, however, is a combination of geological prospectivity, mining-friendly policies and established export infrastructure— notably via Walvis Bay.

Zambia’s lithium potential is concentrated in the Choma Belt of the Southern Province. United Kingdom–based First Africa Metals (firstafricametals.com) has confirmed high-grade deposits at its Misika and Kandela projects, with additional exploration ongoing across Tonga, Konayuma and Rock Valley.

INVESTMENT MOMENTUM

Meeting projected demand will require substantial capital. Wood Mackenzie estimates that approximately $276 billion in new investment is needed to prevent supply shortfalls from emerging later this decade.

Africa’s lithium-rich jurisdictions are well placed to attract this investment. However, success will depend on enabling infrastructure, regulatory clarity and the ability to balance rapid development with environmental and social stewardship.

BEYOND EXTRACTION: BUILDING VALUE AT HOME

A defining feature of Africa’s lithium strategy is the growing emphasis on beneficiation. Rather than

At the forefront is the Uis Lithium Project (tinyurl.com/4hbwx3ve), operated by Andrada Mining.

Originally a tin operation, Uis is being transformed into a polymetallic asset that includes lithium production. Pilot-scale output has already demonstrated the viability of producing lithium concentrate, with expansion plans targeting commercial-scale production in the near term.

Nearby, the Lithium Ridge project—developed in partnership with Chile’s SQM—has delivered encouraging drill results, pointing to the potential for a significant standalone lithium operation.

Together, these projects could anchor Namibia’s emergence as a meaningful supplier over the next decade.

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exporting raw materials, countries are increasingly seeking to develop processing capacity and integrate into downstream value chains.

This approach aligns with broader industrialisation goals: creating jobs, fostering skills development and retaining more value within local economies.

A DEFINING DECADE AHEAD

The coming decade will be critical.

With demand accelerating and supply tightening, Africa has a unique opportunity to establish itself as a reliable and competitive supplier of lithium.

From the large-scale developments of Mali and the DRC to the policy-driven transformation of Zimbabwe—and the emerging promise of Namibia—the continent is rapidly consolidating its position in the global battery minerals market.

If supported by sustained investment and strategic co-ordination, Africa’s lithium sector could become a cornerstone of the global energy transition—while delivering lasting economic benefits at home.

In 2025, the continent ranked as the largest source of new lithium supply globally

Photography: Adobe Stock; Goulamina/Leo Lithium; Ewoyaa/Atlantic Lithium

developed by Atlantic Lithium is expected to deliver first production by 2027, adding significant new volumes of spodumene concentrate.

B A S E M E TA L S

Hot Wire

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Global copper demand outstrips supply, threatening electrification and industrial growth

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B A S E M E TA L S

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Copper is vulnerable to national policies about imports and Recycling existing copper could Even though copper prices are at help reduce the amount needed historically high levels, the financial exports, risk involved in mining means prices from new mines, but it would not be enough to meet the rising will need to go much higher before leading demand. Even under generous asmining companies see profit in adsumptions, we found that recycling dressing the supply shortage. may provide 35% of the global cop- to trade Those are the key findings from our per supply by 2050, with mining producing the remaining 65%.

March 2026 analysis of the global disruptions copper market (tinyurl.com/32fcSubstituting another material for c8z8). and price copper won’t really work, either— at least in the short- to medium Copper is an essential material shocks term. Copper has an unmatched used in generating and distributIn addition, as global temperatures increase, demand for power-hungry air conditioning in many emerging and developing economies has been growing too, requiring copper inside the equipment and more wiring to power them (tinyurl. com/5az6h9v3).

ing electrical power; cables, wires, motor windings, transformers and cooling equipment in data centres; and advanced manufacturing of consumer and defence products.

combination of physical properties such as electrical conductivity, durability and flexibility, which is why it became popular for so many purposes in the first place (tinyurl. com/3zs4zbz4).

Copper is abundant in the ground, but there’s not enough being extracted to be able to meet the demand. That’s because investors want higher and more reliable returns than copper mines currently offer, and the industry faces complex permitting processes and can’t find enough workers.

Our analysis found that for new technologies to continue to develop, and for the global economy to continue to grow, even higher prices are ahead.

FEW OPTIONS OTHER THAN MINING

In the United States, the increased effort to build data centres for artificial intelligence systems has created a massive need for copper. Car manufacturers require some copper for internal combustion vehicles, and four to five times more for the batteries and other parts of electric vehicles (tinyurl.com/2c93jp5x).

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Aluminium could replace it in some cases, but not all—and that would amount to only about 2% of total copper use.

Fibre optics can also replace copper at times. Their glass fibres can carry more data more quickly than copper wires, but they can’t also carry power.

New copper substitutes like ultra-conductive aluminium (tinyurl. com/2dbn624b), carbon nanotubes (tinyurl.com/yc4ucfdr) and niobium phosphide (tinyurl.com/ 4bec6ttj) are promising, but still in their infancy.

COMPLICATED CIRCUMSTANCES

The only other way to get more copper is to mine more of it. But building a new mine can take 20 to 30 years: a period during which investors are spending money, but

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not yet getting returns, and a time when costs can rise significantly from preliminary estimates.

If industrial and economic growth is to stay on track in the 2030s, new mines would need to be in the financing and permitting processes right now. But they aren’t.

Evaluating the environmental and community effects of proposed mining projects is essential, but in many countries there are overlapping levels of review (tinyurl. com/22ruj5ss) that have different, and variable, timelines. And many parts of the process can be appealed to courts by opponents or supporters. That increases costs and imposes time delays for mine developers—and means consumers will have to wait longer, and pay more, for copper-intensive products and services.

Yet, even though copper prices are near historic highs—over US$13 000 per tonne on the London Metals Exchange (tinyurl.com/ dz8yw5zx)—the profit margins are still too low and price swings are too volatile for companies to fore-

Photography:

emand for copper is surging because of demand from new technologies, but suppliers are struggling to keep up, and they are likely to fall further behind in the coming years, resulting in shortfalls globally.

B A S E M E TA L S

cast reliable returns on the risky investment of building new mines.

GLOBAL INEQUALITIES

Copper is produced in a handful of countries, but used widely around the world (tinyurl.com/3j36wwu4).

That leaves copper vulnerable to national policies about imports and exports, leading to trade disruptions and price shocks.

Countries with low- and middle per-capita income are likely to require substantial amounts of copper to grow their economies (tinyurl.com/4sh7nuvc).

Right now, wealthy countries like the United States and members of the European Union have about 440 pounds (200 kilogrammes) per person in existing physical infrastructure: electrical wiring, plumbing systems, architectural elements and transportation. But that figure is 20 pounds (9kg) per person in Africa (tinyurl.com/2k4zdnrz), and less than 2 pounds (1kg) per capita in India.

SHORTAGES ARE LIKELY

Photography: Adobe Stock Photography:

To get a picture of what may be possible if there were a significant global effort to increase copper availability, we evaluated several optimistic scenarios. We looked at faster permitting for new mines, higher recycling rates and smoother mining processes than those currently in place. But even then, economic development drove demand to grow far faster than the available supply.

Existing mines will have decreasing amounts of ore available and will produce less copper in 2050 than they do in 2025. Yet, even if all known copper deposits with known mine-opening dates go into production as scheduled, copper supplies will not keep up with demand.

Our best-case scenario has global mine production at about 30 million

metric tonnes of copper a year by 2050. But to keep pace with global economic development, the world will need 37 million metric tonnes of mined copper a year by then.

Higher copper prices will ripple through the economy, raising costs for construction, energy and technology.

To meet that additional need, more mines will need to be opened and extra production developed, including extracting residual copper from old mine debris (tinyurl.com/346j3vda) which was previously viewed as having too little copper to be worth processing.

But pretending those costs can be avoided doesn’t make them disappear.

Underinvestment across the supply chain from mines to processing today shows up as bottlenecks tomorrow, including delayed grid upgrades and constrained digital growth.

A ROLE FOR GOVERNMENT

We found that more copper could be made available more quickly if permitting were streamlined in ways that preserve environmental standards, but offer companies proposing new mines some predictability for regulatory approval.

If society wants more copper, faster, then people must accept that higher, more stable prices are part of the solution.

Speculative trading contributes to price volatility (tinyurl.com/3jr8xnhd), which complicates financial projections that are central to deal-making and makes it more expensive to invest (tinyurl. com/2hyv2fx) in the large, longterm and irreversible expenses that new mines require.

Morgan Bazilian Professor: Public Policy and Director: Payne Institute Colorado School of Mines Adam Charles Simon Arthur F. Thurnau Professor of Earth & Environmental Sciences University of Michigan

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R E N E WA B L E E N E R GY

Power Play

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How South Africa’s power utility Eskom tried to block a gold mine from going solar—but lost in court

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This case is not the mine’s solar power lines to cross its servitude (run cables across the land that Eskom’s power lines just about one same run across). Eskom had granted all mine. South other approvals for the project. mining company took the case Africa’s energy The to court. It argued that Eskom’s was unlawful, based on crisis affects refusal errors of law and improper motives, and that Eskom hadn’t proved there everyone would be technical or safety prob-

lems if the solar power lines crossed the servitude.

In February 2026, the Gauteng Division of the High Court set aside Eskom’s decision (tinyurl.com/5df6t52w). The mine can finally build its own solar plant and go off grid.

I am a specialist in environmental and climate change law who researches how international and domestic law can be used to advance climate justice in South Africa and across Africa.

S

outh Africa’s national energy policy states: Build more renewable power facilities and build them fast (tinyurl. com/3m9ae4yd). But getting the players in the energy space to do that is proving to be difficult.

Around 74% of the country’s electricity is generated by coalfired power stations owned by the state-owned electricity provider, Eskom (tinyurl.com/3m27ehad).

This makes South Africa a highly coal-dependent economy.

Reforms are underway to unbundle Eskom and introduce more competition. But for years, it has operated as a near-monopoly, with coal at its centre.

A recent court case illustrates how difficult it is to break Eskom’s mo-

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nopoly, even for huge corporations that want to switch to solar.

In 2023, South Africa’s biggest gold producer, Sibanye-Stillwater (www. sibanyestillwater.com), wanted to build a massive solar photovoltaic plant to power one of its mines (tinyurl.com/y7ape3jn). The 50MW plant (the equivalent of powering 40 000 homes) would have substantially reduced the mine’s reliance on the national electricity grid.

This would have freed up electricity for homes, hospitals, schools and other businesses to use and would have reduced the amount of greenhouse gas emissions being pumped into the atmosphere.

But the mine’s plan met strong resistance from the state utility. For over a year, Eskom refused to allow

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My view is that this judgment is important for several reasons. First, for Sibanye Stillwater mine and its related companies, because it allows their solar project to go ahead after Eskom’s refusal had effectively blocked a major private investment.

It also matters for other mining houses and large companies that want to build their own renewable energy plants.

The court ruled that Eskom cannot use red tape to block renewable energy projects that follow the law.

This gives energy investors more certainty.

But it also exposes how resistance to solar energy from powerful institutions like Eskom can slow South Africa’s energy transition, and how courts can keep the transition on track.

HOW ESKOM TRIED TO DERAIL THE SOLAR PROJECT

R E N E WA B L E E N E R GY

Sibanye mine’s planned solar facility was designed as a 'behind-the-meter' project. This means it would generate electricity mainly for its own use rather than to sell back to the national grid.

Photography: Adobe Stock; Red Rocket Energy; Kloof Gold Mine/Sibanye-Stillwater; Du Plessis Dam project/Mulilo Energy

To connect the solar plant to its own electricity substation, the company needed Eskom’s wayleave (administrative permission to build within Eskom’s infrastructure corridor) to build a 6km power line crossing Eskom’s servitude.

(Anyone who wants to run cables, pipelines or other infrastructure across land where Eskom’s power lines are located must obtain this permission, to ensure safety and protect the network.)

The mine’s planned solar facility had already secured all necessary regulatory approvals from the government and had complied with technical and grid code requirements. It was also designated as a strategic integrated project under the Infrastructure Development Act (tinyurl.com/yhemenrm). This meant the solar plant was recognised in law as infrastructure of national importance that needed to be fast-tracked.

Eskom’s internal technical units supported the project, on condition the mine would use underground cables in the area where it crossed Eskom’s infrastructure, for safety reasons.

Eskom then asked for and received payment of R15 million to secure that connection.

But Eskom’s ad hoc distribution executive committee later rejected the permission. It claimed the project posed regulatory and operational risks. Instead, the utility proposed the solar plant connect at a different substation and that the electricity be transported through Eskom’s network to the mine—a process known as wheeling—at an additional charge of about 30%.

The mine told the court this extra

cost would have made the project too expensive to proceed.

sent the matter back to Eskom to reconsider.)

WHY THE COURT INTERVENED

WHY THE CASE MATTERS

This case is not just about one mine.

South Africa’s energy crisis affects everyone. When scheduled power cuts (loadshedding) occur because the grid does not have enough electricity, these disrupt households, damage small businesses, negatively affect workers and constrain economic growth.

Eskom, which depends heavily on selling electricity to large industrial customers, faces declining revenue as more companies generate their own renewable power. The scale of this shift is significant.

Since 2018, the National Energy Regulator of South Africa registered more than 2 300 private electricity generation facilities with a combined capacity of about 18GW, much of it solar power built by mines, manufacturers and commercial businesses (tinyurl.com/y9pruwrm). This surge reflects companies trying to reduce their exposure to loadshedding and rising electricity costs.

Expanding renewable energy generation is widely recognised as part of the solution.

But under South Africa’s Constitution, public bodies must act lawfully, reasonably and for proper reasons. They cannot use their powers to protect their own commercial interests when legislation expressly allows private electricity generation.

The court reviewed Eskom’s refusal to grant the wayleave under the Promotion of Administrative Justice Act (tinyurl.com/yc4namha), which gives effect to the constitutional right to lawful and reasonable administrative action. It found that Eskom’s decision was unlawful and invalid. It held that the project did not pose risks and that Eskom had acted for an improper purpose, namely to protect its revenue.

When large industrial users like mines generate their own renewable power, they: • reduce pressure on the national grid; • potentially free up electricity for other users; • reduce greenhouse gas emissions and prevent further global warming; • bring private capital into the energy sector; and • create and protect jobs.

These are all elements of a just energy transition: a shift to cleaner energy that also supports economic stability and livelihoods.

When lawful renewable projects aligned with national policy are blocked for commercial reasons, investment slows down. Uncertain-

The court also rejected Eskom’s claim that it had a “right of first refusal” under the Electricity Regulation Act (tinyurl.com/2pdexy7k).

The court took the unusual step of ordering that the wayleave be granted. This is an extraordinary step in administrative law, reserved for exceptional circumstances.

(Ordinarily, the court would have

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ty grows and confidence in legal reform weakens. The consequences reach beyond one company’s profits. They may influence how quickly South Africa can stabilise its electricity supply, shift away from coal and advance efforts to limit the impacts of climate change.

POLICY AMBITION VERSUS INSTITUTIONAL PRACTICE

The judgment also exposes structural tensions within South Africa’s electricity sector. Reforms to the country’s energy laws increasingly

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support decentralised and private renewable generation. Yet, institutions like Eskom face financial pressures as customers leave the grid or generate at least some of their own power from the sun, paying lower electricity bills as a result.

This tension is not unique to South Africa. Globally, transitions away from state-controlled electricity monopolies tend to create friction (tinyurl.com/3tv4d5vr).

The High Court’s decision signals that the rule of law remains central to South Africa’s energy transition (tinyurl.com/3bsh47pa). It affirms that renewable energy reform is not merely aspirational policy—it has binding legal consequences.

Angela van der Berg Director: Global Environmental Law Centre Associate Professor: Department of Public Law & Jurisprudence University of the Western Cape

Photography: Adobe Stock; Castle Wind Farm/Anthem

Eskom, which depends heavily on selling electricity to large industrial customers, faces declining revenue as more companies generate their own renewable power

Photography:

OIL

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OIL

Open for Business

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Backed by regulatory reforms and expanding downstream ambitions, Angola is emerging as one of Africa’s most compelling energy investment destinations in 2026

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ngola’s oil & gas sector is entering a decisive new phase, marked by renewed investor confidence, fresh exploration momentum and a strategic push to stabilise and grow production.

After several years of declining output and cautious capital flows, 2026 is shaping up as a turning point: one defined less by depletion concerns and more by opportunity, reform and forward-looking investment.

At the centre of this shift is a concerted effort by the Angolan government to reposition the country as a competitive and attractive destination for global energy capital. Through regulatory reforms, proactive engagement with international oil companies and a clear pipeline of upstream and downstream projects, Angola is signalling that it is open for business.

A key driver of this renewed confidence is the role of the national concessionaire ANPG, which has intensified efforts to streamline licensing processes and foster partnerships with major operators. In March 2026, a principles agreement between the ANPG, TotalEnergies and ExxonMobil (tinyurl.com/vpzv34d9) for four blocks in the frontier Benguela and Namibe basins underscored the government’s commitment to unlocking new exploration frontiers.

The agreement lays the groundwork for production-sharing contracts that could significantly expand Angola’s upstream footprint.

This momentum is further supported by a robust upstream investment pipeline estimated at $70 billion, reflecting both ongoing redevelopment projects and new exploration initiatives. Offshore activity continues to dominate, with operators focusing on maximising output from mature fields while advancing new discoveries.

One of the most notable milestones so far in 2026 is the Algaita-01

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discovery in Block 15/06 (tinyurl. com/3yr2mk9t), announced in February. With estimated reserves of around 500 million barrels, the find represents a significant addition to Angola’s resource base and reinforces the country’s reputation as a prolific deepwater producer.

Redevelopment efforts are also gaining pace. A consortium including Sonangol, Afentra, Maurel & Prom and NIS Naftagas (tinyurl.com/yv2u8vx8) is advancing work at Blocks 3/05 and 3/05A, with plans to drill infill wells in 2026 to boost recovery rates.

Meanwhile, Afentra is progressing toward a final investment decision for Block 3/24 (tinyurl.com/2kx293xv), expected in late 2026 or early 2027, signalling confidence in the commercial viability of Angola’s offshore assets.

Beyond offshore developments, onshore exploration is emerging as a complementary growth avenue.

Companies are increasingly turning their attention to under-explored basins, supported by improved data availability and a more

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investor-friendly environment.

Corcel’s recent capital raise to accelerate exploration at KON 16 (tinyurl. com/55hd995j), along with ReconAfrica’s geochemical work in the Damara Fold Belt (tinyurl.com/4ez4kv8s), highlights growing interest in Angola’s onshore potential.

Activity across the KON blocks is particularly noteworthy. Nigeria’s Oando Energy Resources has assumed operatorship of Block KON 13 (tinyurl. com/2s3zt32h), while Sonangol is spearheading exploration across multiple adjacent blocks, including KON 11, KON 12 and KON 15.

At the same time, companies such as Etu Energias (tinyurl.com/ mwm8s2v2), ACREP (tinyurl. com/29stbw8p) and Walcot Energy (tinyurl.com/3p9dmrd3) are driving exploration in the Lower Congo Basin, adding further depth to the country’s upstream portfolio.

Crucially, Angola’s strategy extends beyond exploration and production.

The government is equally focused on strengthening the downstream sector

OIL

to capture more value domestically and reduce reliance on imported refined products. The commissioning of the Cabinda Refinery (tinyurl.com/ yuum8jrh) in 2025 marked a significant step forward, and attention is now turning to larger projects.

Photography: Adobe Stock

The 200 000 barrels-per-day Lobito Refinery, targeted for completion in 2027, is set to become a cornerstone of Angola’s refining capacity. Sonangol is now seeking partners to help finance the construction (tinyurl. com/66pv898j).

In parallel, preparations are underway for the development of the 100 000 bpd Soyo Refinery (www. quantenangola.com), with authorities actively seeking foreign investment to bring the project to fruition.

These developments reflect a broader ambition to build an integrated oil value chain that supports industrialisation and economic diversification.

From an investor perspective, Angola’s appeal lies in a combination of proven hydrocarbon systems, untapped exploration potential and a stabilising regulatory framework.

The anticipated launch of the next licensing round is expected to further stimulate interest, offering new acreage in both established and frontier basins.

Importantly, Angola’s resurgence comes at a time when global energy markets are tightening and supply security is once again a priority. In this context, the country’s ability to offer near-term production gains alongside long-term exploration upside positions it as a strategic player in the global oil landscape.

Challenges remain, including the need to maintain fiscal competitiveness, manage energy transition pressures and ensure operational efficiency across projects. However, the

progress seen in early 2026 suggests Angola is successfully navigating these complexities.

For southern Africa’s mining and energy stakeholders, Angola’s trajectory offers valuable lessons. It demonstrates how targeted reforms, strong institutional leadership and a clear investment narrative can revitalise a mature resource sector. More broadly, it underscores the enduring role of hydrocarbons in supporting economic development, even as the global energy mix evolves.

As new projects advance, discoveries are appraised and refining capacity expands, Angola is not merely sustaining its oil sector—it is reshaping it.

The country is moving into a new production cycle, one defined by resilience, reinvestment and renewed global relevance.

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GAS

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GAS

Ready or Not

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South Africa will run out of industrial gas by 2028 and 70 000 jobs could be lost—why government fixes are lacking

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undreds of South African factories, making everything from steel and glass to beer and soft drinks, depend on piped gas for industrial heat. Some factories, like steel mills and glass plants, can’t simply switch to solar. A glass furnace operates at over 1 400 degrees Celsius and requires sustained combustion heat that electricity cannot deliver yet at comparable cost or scale.

For others, like breweries and food manufacturers, electricity could theoretically substitute for gas. But it would cost six times more than the current piped gas they use, making their products uncompetitive overnight.

South Africa has no gas of its own.

For decades, gas from Mozambique’s Pande and Temane fields supplied about 90% of South Africa’s industrial gas demand (tinyurl. com/n6c4ppb9). The Mozambican gas came to South Africa through a pipeline operated by Sasol, a South African company that converts coal and gas into liquid fuels and chemicals.

But after decades of extraction, the Mozambique gas fields are simply running out of gas (tinyurl.com/ yx6sxv4m).

For this reason, Sasol will stop supplying gas to industrial customers in July 2028. A conditional extension to June 2030 (tinyurl. com/4es89nzv) is being explored using synthetic methane-rich gas, a byproduct of converting coal into liquid fuels. But this still needs approval from the energy regulator Nersa and is not a permanent solution.

South Africa is about to have a gas supply crisis.

If no replacement gas supply is found, 70 000 people directly employed in gas-dependent industries

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could lose their jobs. Between R300 billion and R500 billion of annual economic output is at risk.

This is roughly 4%–7% of South Africa’s gross domestic product.

Over 400 smaller businesses, several hospitals and around 8 000 households will also be directly affected.

South Africa needs to import gas in a way that is both technically feasible and affordable for its industries.

LIQUEFIED NATURAL GAS— TOO BIG, TOO EXPENSIVE

In early March 2026, South Africa’s Minister of Minerals & Petroleum Resources, Gwede Mantashe (tinyurl.com/mtvkvy3z), said the government might replace the Mozambican gas with imported liquefied natural gas (LNG).

LNG is natural gas chilled to minus 162°C, which converts it to a liquid form suitable for transport by specialised ships. It mostly comes from Australia and Qatar. When it arrives at a port, it is held in large insulated storage tanks before being warmed back to gas and fed into the pipeline network when needed.

It is an internationally traded fuel, shipped around the world.

For the past 21 years, there have been plans (www.gem.wiki/Coega_FSRU) to build South African port infrastructure for LNG, but not one project has secured the funding needed to begin construction. So no LNG has yet been imported.

Building an LNG import terminal is not like building a warehouse. The cryogenic storage tanks, specialised offloading equipment, systems to warm up the gas (regasification) and pipeline connections cost a minimum of US$500 million.

The technology, its safety systems and specialised ships do not scale down easily. The LNG terminal carries high fixed costs no matter

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how little gas it processes. This means that unless it has a number of committed clients needing high volumes, companies will struggle to raise the finance needed to build it.

South Korea (tinyurl. com/2fe86b3n) imports a large amount of LNG, mainly from Australia and Qatar, so it works. But South Africa’s entire industrial gas market is less than one-fortieth the size of South Korea’s. No LNG terminal has ever been built to serve a market this small, and funders won’t finance this (tinyurl.com/ ymudrjjx).

LNG is also three times the current cost of gas. Industries that use gas will either have to increase the prices that consumers pay to cover this or may even shut down their operations.

THE FOLLY OF TURNING GAS INTO ELECTRICITY

The South African government and some industries have proposed solving this problem by turning imported gas into electricity and selling it. The state-owned electricity provider (Eskom) or independent power producers would commit to burning large volumes of LNG. In that way, financiers would pay for an LNG terminal to be set up, based on Eskom committing to buying LNG for years.

But this does not solve the problem. It exposes it. Solar and wind are now the cheapest new energy options in the country (tinyurl. com/jn3p79uv). Generating electricity from imported LNG would cost far more.

No rational government should lock electricity consumers into above-market tariffs in order to generate revenue to pay for new gas import infrastructure. Investors understand this, which is why none has committed capital to the LNG projects.

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Delivering propane by road tanker carries the same risks as petrol delivery, which the industry already manages. Existing natural gas pipelines can also be converted to carry propane, eliminating road transport entirely.

The real advantage of propane over LNG is financial flexibility. When South Africa shifts to greener fuels, like biogas or green hydrogen, switching to those from propane will be a practical decision rather than a billion-dollar LNG terminal write-off.

Propane’s association with household gas cylinders has obscured its potential as an industrial-scale fuel. There is also a subtler force at work: Large infrastructure projects systematically attract optimism (costs underestimated, benefits overstated) regardless of whether the economics actually work.

TIME TO CHOOSE

The answer no one is discussing The government has discussed drilling for gas as a solution. Yet, the only potential gas basins would need years of appraisal drilling and environmental approvals. Even then, they would not produce a molecule of gas before 2030. So these plans won’t be of any use for industries whose gas will be switched off in 2028.

A potential alternative (tinyurl. com/yc8apnwk) is liquefied petroleum gas (LPG) or propane, butane, or a mixture of the two.

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It is a byproduct of natural gas processing and oil refining. The import and storage infrastructure for this would cost a fraction of what LNG requires. It works economically at much smaller scale.

South Africa already has propane import terminals at Saldanha and Richards Bay. Industry made this investment years ago.

Eskom has also issued a tender for propane supply to its peaking plants. Peaking plants are gas turbine generators that only operate during periods of peak electricity use, such as early morning and evening. This is exactly the approach our research had proposed.

South Africa needs a viable gas supply before 2028, and propane is the only option that works at the country’s scale. It is a fossil fuel, but the emissions are very similar to the natural gas it replaces.

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It does not require a US$500-million import terminal. It does not lock South Africa into 25 years of fossil fuel commitments. It does not ask electricity consumers to pay to set up gas infrastructure that the private sector has repeatedly declined to fund.

The gas cliff arrives in 2028, whether South Africa is ready or not. The question is not whether South Africa can afford to act. It is whether it can afford to keep ignoring the answer.

Craig McGregor Professor: Mechanical and Mechatronic Engineering Stellenbosch University

Photography: Adobe Stock

Our research (tinyurl.com/ t395kec9) shows that any electricity grid powered mainly by wind and solar still needs backup capacity during low wind and overcast skies, sometimes for days at a time.

But using LNG for this adds far too little throughput to recover the cost of a US$500-million import terminal.

Propane gas is a direct replacement for natural gas in existing equipment. A strategy built around expanding wind and solar, with propane providing dispatchable electricity backup for the national grid and heat for industries, is affordable and available.

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T E C H N O LO GY

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T E C H N O LO GY

Train Your Mine

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Why Africa’s mining sector must rethink digital transformation to unlock sustainable growth

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4 WAYS TO TRAIN YOUR MINE

There are four ways to train your mine for that shift:

1

Work with what you have One of the most significant hurdles to delivering and sustaining a trained mine is the physical reality of the continent.

Africa holds less than 2% of global data centre capacity, with many operations located hundreds of kilometres away from reliable fibre and related data infrastructure. You’d be forgiven for thinking this means remote mines must remain just that, both physically and digitally. But an assumption that intelligence requires constant cloud connectivity is proving to be incorrect.

M

ining in Africa today embodies a fascinating contradiction between what is being said and what is being done. In many instances, multimillion-dollar equipment and technology are managed by a patchwork of highly qualified specialists, disparate spreadsheets and good old gut feel—while, for years, we’ve been told the intelligent mine is here.

As 2030 looms, it is becoming increasingly clear that digital transformation isn’t a product miners can procure. Rather, it’s becoming evident that digital transformation is a practice to be cultivated.

If mining in Africa is to successfully pivot toward a sustainable, tech-driven model that can balance high resource demand for the energy transition with strict environmental, social & governance (ESG) standards, much more work needs to be done.

This will require a shift from seeing artificial intelligence as something that must be installed, to an understanding that the real change will only come when mining operations are properly trained and its leaders are properly interrogative.

Mines can, and are, solving for poor or unreliable connectivity by moving to a hybrid approach using edge computing, a decentralised IT architecture that can process data near its source. Instead of relying solely on the cloud or a central data centre, the mine uses local servers and IoT devices to manage, store and process its data.

These mines are capacitated to think at the literal or proverbial coal face for real-time safety and production, while the cloud is reserved for longer term model training and enterprise reporting. It’s not a perfect system, but it can work to deliver results despite very real infrastructure and connectivity constraints.

2

Move from bloat to agility Many traditional and mega miners remain afflicted by what could be critiqued as ‘legacy bloat’.

This is when decades of systems are layered on top of vendor-specific tools that have been incrementally procured and simply cannot speak the same language or deliver coherent, iterative data.

Much like a recruit isn't sent underground without a rigorous induction, technology cannot truly add value until it helps to understand the specific, messy fundamentals of a particular site.

Every day, we see these giants being challenged by a new wave of miners in Africa. These miners have a fundamentally different relationship with data. No longer merely a byproduct of mechanical operations, data is seen as a productive asset that informs their next agile step across the value chain.

Here, the paradigm shift is less about the AI and tech tools themselves and more about how the mine, business and boardroom learns to use them in their context.

Once a mine can make the switch from a reactive to a proactive relationship with its data, it can make quicker decisions and better anticipate problems before they arise.

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T E C H N O LO GY

3

Escape the insight trap It’s trite that large organisations like mines are ‘data rich but insight poor’. We know the data is there, but too often it is trapped in vendor platforms, the operational tech network or disparate Excel-bound workflows in separate departments.

We also know that unlocking this data isn't about collecting more of it, but about enabling data mobility and, ultimately, true data utility.

Once siloes are broken down, the stories the data tells can change. A truck fleet that looks unreliable to the maintenance department may actually be a recurring victim of road conditions or dispatch decisions.

This is just one example of how a trained mine can learn: not just from or within departments but across the entire value chain, and then go on to add meaningful value.

No mine needs another layer of complexity, but sensible interventions that open communication channels between the data and the people responsible for executing better decisions can make all the difference.

4

Shifting the boardroom conversation Of course, even once technical roadblocks are removed and the data can start to talk properly, the true proof of a mine’s intelligence will be evident in the questions asked in the boardroom.

Photography: Adobe Stock

Beyond ‘are we using AI?’, the focus must shift to more nuanced enquiries. Which operational decisions are being made without a multiplicity of trusted data? How are we getting ahead of unplanned downtime? If our CIO left tomorrow, would the mine still learn? How are we maximising the value we could get from our data investments?

Where may value still be trapped?

Technology cannot truly add value until it helps to understand the specific, messy fundamentals of a particular site

THE REALITY

If we really want to train a mine, we need to confront the reality that the intelligent mine of the future won’t be a locally patched copy of a legacy operation. It will be shaped by the specific infrastructure, labour and safety imperatives of Africa as told by the data.

Success won’t be achieved by buying intelligence, but by the slow, deliberate work of training: training systems to learn locally, organisations to trust data and leadership to ask better questions.

The mine that thrives won’t be the one with the most data, but the one that learns best.

Saroj Chiba Partner: Data and the Mining Sector David Nel Chief Commercial Officer & Mining Sector Lead iqbusiness.net This article first appeared on BizCommunity.com

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Rising Pressure

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How detailed water balance modelling can help mines plan better and cut risk

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W

ith regulators, investors and financial institutions adopting stricter expectations around water use, mines are under growing pressure to demonstrate transparent and responsible water management.

According to SRK Consulting South Africa (www.srk.com) senior hydrologist Simon Bruton, mines that understand their water systems in detail are the ones best positioned to manage costs, support compliance and design resilient infrastructure.

Mines that understand their water systems in detail are the ones best positioned to manage costs, support compliance and design resilient infrastructure

“A water balance sits at the centre of designing the right infrastructure, managing environmental risk and ensuring long-term efficiency,” he argues. “You can’t manage water properly if you don’t measure and model it.”

A water balance accounts for water flow entering or leaving a site, whether through rainfall, groundwater, run-off, evaporation, piping networks or storage facilities. In the mining sector—where operations may span hundreds of hectares and incorporate multiple water systems—these balances become critical tools for understanding both present conditions and future requirements.

“A well-built water balance allows us to test whether proposed storage dams, stormwater channels, pipelines or pumping systems can really handle the volumes they will face,” he explains. “This becomes even more important when mines are expanding production or rethinking their water management strategies.”

Most water flows can be measured

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Designing the right infrastructure Bruton highlights that water balances play a pivotal role long before construction begins.

WAT E R

directly, he points out, but others— such as rainfall contributions and catchment run-off—must be simulated. This combination of field data and modelling gives hydrologists a complete view of how water moves through a mining site.

“When we build a water balance, we often find gaps in monitoring networks or discover losses the mine didn’t know about or which are unable to measure,” Bruton notes. “The balance becomes a diagnostic tool. It highlights where instrumentation needs to be upgraded, and it often reveals hidden inefficiencies or unnecessary water losses.”

Such insights can help mining teams avoid oversizing infrastructure or misallocating capital to systems that will not meet long-term requirements.

FORECASTING FOR CLIMATE, PRODUCTION CHANGES

Beyond understanding current conditions, forecasting is where water balances bring major value to infrastructure planning. Mines can simulate the impacts of higher production rates, new or expanded facilities, altered water recycling strategies or additional storage demands.

Photography: Adobe Stock

“Forecasting lets us stress-test the system,” says Burton. “We can see what would happen in a drought or during an extreme rainfall event, or when climate change shifts the seasonal distribution of rainfall. With all that information, mines can make informed decisions instead of reacting in crisis.”

Climate-linked modelling is increasingly important for mines across Africa, as some regions may see reduced annual rainfall, but more intense storm events, while others may face longer dry spells.

“Even if annual rainfall appears stable on paper, climate predictions

show that the timing and intensity could change dramatically,” he explains. “That directly affects storage sizing, spillway design and the security of supply.”

Stochastic modelling—using multiple simulated climate or rainfall scenarios—helps quantify risk in statistical terms. Mines can then weigh risk against capital costs and decide what level of security is financially acceptable.

“This is where the water balance becomes a decision-support tool,” says Bruton. “It helps mines evaluate the trade-off between infrastructure costs and operational risk.”

WATER STEWARDSHIP, SMARTER COMPLIANCE

With regulators, investors and financial institutions adopting stricter expectations around water use, mines are under growing pressure to demonstrate transparent and responsible water management.

An accurate water balance is often central to these requirements.

change causes shifts to extreme rainfall events, the cost of storage infrastructure to contain these extreme events escalates.

“Authorities expect detailed reports on how much water a mine is using across various categories, how efficiently the water is recycled and how responsibly wastewater is managed,” he explains. “A calibrated water balance provides that level of valuable detail.”

Automated reporting systems derived from water balance models can feed daily, weekly or monthly dashboards for operational staff. These systems also support licensing, environmental authorisations and industry accreditation programmes, where water stewardship is becoming a prerequisite for maintaining social licence and investor confidence.

IMPROVED EFFICIENCY, LOWER COSTS

The financial benefits of water balances are significant. As climate

Additionally, a water tariffs rise and energy-intensive pumping becomes more expensive, identifying opportunities for water reuse or reducing treatment volumes can translate directly into savings, Bruton notes.

“A good water balance often pays for itself,” he says. “By highlighting inefficiencies, modelling recycling scenarios or reducing the need for oversized storage, mines can save substantial amounts: not just on water but on the electricity and infrastructure required to handle it.”

In many cases, water balances can highlight and test opportunities to incorporate lower cost, nature-based solutions, says Bruton.

These may include infiltration structures, flood retention basins or landscape-based dispersal systems that reduce reliance on costly traditional stormwater retention and storage structures.

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H E A LT H & S A F E T Y

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H E A LT H & S A F E T Y

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Every life matters Eliminating falls of ground: South Africa’s mining sector intensifies the Zero Harm drive

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Anchored by the Minerals Council South Africa (MCSA) CEO Zero Harm Forum and driven through the Elimination of Falls of Ground Action Plan (FOGAP), the industry is pursuing a systemic, technology-enabled and human-centred approach to achieving Zero Harm.

FoG incidents are particularly prevalent in South Africa due to the depth and geotechnical complexity of many operations. Historically, they have accounted for a significant proportion of mining fatalities. According to the MCSA’s action plan, FoG incidents contributed 37% of all mining fatalities in 2020—underscoring the urgency of targeted intervention.

Encouragingly, the long-term trajectory of mining safety in South Africa has been one of significant improvement. Over three decades, fatalities have declined by 91%, from 484 in 1994 to 41 in 2025, while serious injuries have dropped by 80%.

However, periodic regressions—including a rise in FoG fatalities from six in 2022 to 15 in 2025—highlight that progress is neither linear nor guaranteed.

A CO-ORDINATED INDUSTRY RESPONSE

Central to addressing FoG risks is the CEO Zero Harm Forum, which brings together mining company leaders to drive industry-wide safety improvements. In 2021, the forum mandated the development of a comprehensive action plan specifically targeting FoG fatalities, recognising that incremental improvements were no longer sufficient.

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The resulting FOGAP strategy represents one of the most ambitious safety interventions undertaken by the sector. It is built on six pillars: adoption of leading practices, research and development, skills development, policy alignment, behavioural and cultural change, and implementation with continuous monitoring.

This structured approach reflects a shift from reactive safety management to proactive risk elimination.

Rather than focusing solely on incident response, FOGAP emphasises anticipating hazards, strengthening design and engineering controls, and embedding a culture of operational discipline.

TECHNOLOGY AND INNOVATION AT THE FOREFRONT

A key element of the industry’s FoG mitigation strategy is the deployment of advanced technologies. Mines are increasingly using predictive tools to monitor seismic activity and identify potential ground instability before it results in an incident.

Ground support systems have also evolved significantly. The widespread use of bolting and permanent netting in underground workings helps stabilise rock surfaces and prevent loose material from falling. Improved illumination underground enables workers to better identify hazards, while trials of exoskeleton devices aim to reduce fatigue during physically demanding tasks such as barring—the manual removal of loose rock.

The FOGAP action plan further prioritises research into real-time monitoring systems, seismic hazard warning tools and innovations in drilling and blasting techniques to minimise rock mass damage. These interventions reflect a growing recognition that eliminating FoG incidents requires both technological sophistication and operational integration.

THE HUMAN FACTOR: BEHAVIOUR, SKILLS AND CULTURE

While technology plays a critical role, the MCSA emphasises that human factors remain central to safety outcomes. The action plan identifies behavioural practices— including the tendency to take shortcuts under production pressure—as significant contributors to FoG risk.

Addressing this requires a strong focus on culture and leadership.

The CEO Zero Harm Forum promotes a “just culture” in which workers are encouraged to prioritise safety without fear of reprisal.

At the same time, operational discipline is reinforced through training, supervision and accountability.

Skills development is another critical pillar. The industry faces a shortage of experienced rock engineers, compounded by emigration and an ageing workforce. To address this, FOGAP includes targeted investment in training programmes, mentorship initiatives and updated learning materials for rock engineering qualifications.

FOGAP emphasises anticipating hazards, strengthening design and engineering controls, and embedding a culture of operational discipline

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F

alls of ground (FoG) remain one of the most persistent and complex safety challenges in South Africa’s deep-level mining environment. Yet, the sector’s response in recent years signals a determined and increasingly co-ordinated effort to eliminate these incidents altogether.

H E A LT H & S A F E T Y

By strengthening technical expertise across all levels—from rock engineers to production supervisors—the sector aims to ensure safety principles are consistently applied in daily operations.

COLLABORATION AS A CATALYST

Photography: Adobe Stock

One of FOGAP’s defining features is its collaborative approach. The initiative brings together mining companies, professional associations, organised labour, regulators, research institutions and equipment manufacturers.

the sector, with industry leaders reaffirming their commitment to eliminating FoG incidents despite recent setbacks.

deep-level mining, combined with evolving operational conditions, means sustained effort and continuous improvement are required.

This culture of shared learning is essential in an environment where solutions cannot simply be replicated across operations. As industry leaders note, each mine presents unique geological conditions, requiring tailored approaches rather than 'plug-and-play' solutions.

As Japie Fullard, chair of the CEO Zero Harm Forum, has noted, the industry is currently in “the steepest part” of the journey toward Zero Harm: a phase that demands resilience, discipline and collective commitment.

MEASURING PROGRESS AND SUSTAINING MOMENTUM

The South African mining sector’s intensified focus on FoG elimination reflects a broader transformation in how safety is understood and managed.

Events such as the annual FOGAP Day of Learning play a vital role in this ecosystem. These gatherings provide a platform for sharing best practices, reviewing progress and aligning stakeholders on priorities.

FOGAP also introduces more robust mechanisms for tracking progress. These include the use of leading indicators—such as fatality-free hours worked—and regular reporting by mining companies on implementation efforts.

The 2026 Day of Learning, for example, highlighted both the challenges and the resilience of

The strategy recognises that eliminating FoG fatalities is a long-term endeavour. The complexity of

TOWARD A SAFER FUTURE

Through the leadership of the MCSA, the strategic direction of the CEO Zero Harm Forum, and the comprehensive framework of FOGAP, the industry is moving closer to a future where fatal incidents are no longer accepted as an inherent risk.

While challenges remain, the combination of technological innovation, human-centred practices and collaborative action provides a strong foundation for progress.

In a sector where every life matters, the commitment to eliminating falls of ground is not only a safety imperative—it is a moral one.

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From Natural Resources To Human Resources With the critical minerals boom on the horizon, South Africa is strengthening workforce readiness through targeted training, international collaboration and industry-led innovation

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S K I L L S D E V E LO P M E N T

and Metals Strategy (tinyurl. com/4usdxtdk) places human capital development at its core.

Recognising that investment alone cannot drive industrialisation, the strategy prioritises the creation of a workforce capable of supporting downstream activities such as processing, refining and battery manufacturing.

A

s global demand for critical minerals accelerates, South Africa is moving decisively to ensure its workforce is ready. With projections that demand for these resources could quadruple by 2040, the country’s ability to translate mineral wealth into industrial growth and jobs will depend not only on geology but on skills.

Across government, industry and international partnerships, a co-ordinated effort is underway to align training, employment programmes and research capacity with the emerging needs of the critical minerals economy. The result is a multi-layered workforce strategy designed to support both immediate job creation and long-term competitiveness.

PUBLIC EMPLOYMENT PROGRAMMES AS A SKILLS PIPELINE

At the centre of the government’s approach is the expansion of public employment programmes, highlighted in President Cyril

Ramaphosa’s 2026 State of the Nation Address. These include the Community Work Programme (tinyurl.com/66fp7x6y) and the Presidential Employment Stimulus (tinyurl.com/2rz2pp88), both of which are being scaled up to provide work opportunities while simultaneously building foundational skills.

These initiatives are particularly targeted at youth and women— groups disproportionately affected by unemployment. By combining income support with practical work experience, they are intended to serve as entry points into more formalised sectors such as mining, energy and manufacturing.

Importantly, these programmes are not operating in isolation. They form part of a broader ambition to create employment opportunities for 1.8 million young people by 2030: a target closely linked to the anticipated expansion of the critical minerals value chain.

In this context, public employment schemes are evolving beyond shortterm relief measures. Instead, they are becoming structured pathways into technical training, apprenticeships and, ultimately, skilled roles in mining and beneficiation industries.

ALIGNING SKILLS WITH THE CRITICAL MINERALS STRATEGY

South Africa’s Critical Minerals

This marks a shift from traditional extraction-focused skills toward more specialised competencies.

Demand is growing for expertise in areas such as hydrometallurgy, battery materials processing, digital mining technologies and environmental management systems.

By emphasising value addition, the strategy aims to capture greater economic benefits domestically.

This requires a workforce that can operate across the full value chain— from exploration to advanced manufacturing—rather than simply supporting raw material exports.

The mining sector, which already supports approximately 900 000 jobs, is expected to play a central role in this transition. Its scale and existing capabilities provide a strong foundation, but significant upskilling and reskilling will be required to meet the demands of a more technologically advanced and sustainability-driven industry.

INTERNATIONAL PARTNERSHIPS DRIVING CAPACITY BUILDING

To accelerate skills development, South Africa is leveraging international partnerships, notably through its collaboration with the European Union under the Clean Trade and Investment Partnership (tinyurl.com/2d63vjff).

A flagship initiative within this framework is the 2-million programme led by the Council for Scientific & Industrial Research in partnership with the Energy & Water Sector Education and Train-

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Such investments reflect a growing recognition among mining companies that workforce readiness is a strategic priority. As operations become more complex and technology-driven, access to skilled talent is increasingly seen as a key determinant of competitiveness.

TOWARD A FUTURE-READY MINING WORKFORCE

South Africa’s approach to workforce readiness is notable for its breadth and integration. Public employment programmes provide entry points into the labour market; national strategy sets clear priorities for skills development; international partnerships bring funding and expertise; and private sector initiatives drive innovation and advanced training.

Complementing colleges, lecturer development and work-integrated learning opportupublic and nities. By strengthening the entire skills ecosystem, it helps bridge international the gap between education and employment. efforts, the broadly, the EU partnerprivate sector More ship—backed by significant investment commitments—aims to build Together, these elements form a is playing an resilient, low-carbon mineral value comprehensive response to the chains that create jobs locally while challenges and opportunities of the supporting global supply chains. critical minerals boom. increasingly SECTOR LEADERSHIP However, significant challenges prominent role PRIVATE IN RESEARCH AND TRAINING remain. Skills shortages in specialComplementing public and interna- ised areas, the need for modern in workforce training infrastructure and the tional efforts, the private sector is alignment of education systems playing an increasingly prominent development. with industry requirements will role in workforce development.

Rather than developing generic training programmes, it starts by identifying specific skills gaps within the industry and tailoring curricula accordingly. This ensures graduates are job-ready and that training investments translate into tangible employment outcomes.

The initiative also supports improvements in technical and vocational education & training

The institute is expected to focus on developing the next generation of mining professionals, with an emphasis on critical minerals processing, sustainability and technological innovation. By linking academic research with industry needs, it aims to ensure skills development keeps pace with rapid changes in the sector.

require sustained investment and co-ordination.

If successfully implemented, these efforts could position South Africa not only as a leading producer of critical minerals but as a hub for skills, research and value-added production. In doing so, the country would be better placed to convert its mineral wealth into inclusive economic growth—ensuring the benefits of the energy transition are shared across society.

In the race for critical minerals, the real competitive edge may ultimately lie not beneath the ground, but in the capabilities of the people who extract, process and innovate around them.

Photography: Adobe Stock; Anglo American

ing Authority. The programme is designed to build a “capable workforce for the critical minerals and battery economy” by aligning training with real industry demand.

A notable example is Anglo American’s plan to establish a Global Institute of Critical Minerals Research (tinyurl.com/7ayzr8tb). This initiative will bring together universities and research institutions from South Africa and abroad, creating a collaborative platform for advanced training and innovation.

Speak to a Sanlam Advisor today.

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