South Africa’s long-awaited cadastral system is finally getting ready to launch. We look at what this will mean for the mining sector, particularly in the junior space.
34 Engineering
Amid a growing spate of extreme weather events, mines need to leverage technology to mitigate these issues and respond timeously to challenges.
24 Women in Mining
Even though the mining industry has made huge strides with the inclusion of women into the industry, a futureready workforce will need greater access to this largely untapped talent pool.
36 Energy
The critical impact power facilities can have on business and human rights, and how this is necessary to properly address unemployment, skills development and competency gaps.
15 Crushing, Screening & Milling
A Q&A with TOMRA Mining, looking at its new ore sorting solution that enables precise separation of ore from waste rock.
NEWS IN NUMBERS
18 3 000+: mining rights application backlog 24 15%: women’s representation in mining
As mining organisations celebrate the announcement of the new cadastral system, they continue to face challenges like the impact of extreme weather on infrastructure, and the need to inculcate business and human rights into project developments.
Rodney Weidemann
er many years of frustration with the South African Mineral Resources Administration System – including delays in processing applications, technical issues, and a lack of transparency, all of which have negatively impacted investor confidence and hindered development – the new cadastral system is finally at hand.
Announced at the recent Junior Mining Indaba by the Department of Mineral and Petroleum Resources (DMPR), the new system will be rolled out on a regional basis, starting in the Western Cape. The DPMR has noted that this is a relatively manageable mining jurisdiction, and one with no appreciable backlogs, so it is the ideal arena in which to test the e icacy of the new system.
The new system should display relevant operational data, including the details of a company that may be actively conducting mining operations on a particular parcel of land, as well as helping to expedite the processing of applications for mining and prospecting rights. Most crucially, it is anticipated that it will improve the quality, accuracy and accessibility of all relevant mining information.
While this will be extremely beneficial to the exploration phase, existing mines also need to focus on the potential impacts that severe weather scenarios, driven by increasing climate change, can have on their physical infrastructure.
As extreme weather situations become more commonplace, mines face disruptions that can cause production delays, and compromise workers’ safety, company bottom lines, and shareholder confidence. Thus, mining companies should be reevaluating the purpose of existing infrastructure, and whether it meets current engineering standards, and they should be looking to leverage technology to mitigate these issues and respond timeously to challenges.
As August is Women’s Month, we also explore how women are playing a pivotal role in addressing the critical skills shortage in mining – through training, education, and workforce development initiatives.
Mines, just like many other industries, are recognising that by actively including women in the workforce, the industry can diversify its skill base, foster innovation, and bridge critical gaps in leadership, digital literacy, and technical expertise. Women bring di erent perspectives, collaborative approaches, and problem-solving capabilities, which are essential skills in building a workforce fit for the future.
From an energy perspective, the demand for reliable power, sustainable infrastructure and clean energy sources is reshaping the investment landscape. At the same time, the imperative to transition responsibly – without infringing on the rights of individuals or communities – is more urgent than ever.
Business and human rights o ers a framework for managing this tension, and can no longer merely be viewed as a peripheral concern. It is a core driver of responsible growth, risk management and legitimacy in a rapidly evolving global and African energy ecosystem.
Elsewhere in this issue, we look at the latest advances in mining equipment, a roundup of the key events at the Junior Mining Indaba, and how sustainable blasting technologies are helping mining operations reduce their environmental and community impacts. We also dive deeper into a new ore sorting solution that enables the precise separation of ore from waste rock. Finally, in our cover story, we take a look at how Invincible Valves’ new manufacturing facility, coupled with a strong focus on skills development and diversity, is taking the customer experience to new heights. take strong focus on skills
EDITOR
Rodney Weidemann
Tel: 062 447 7803
Email: rodneyw@samining.co.za
ONLINE EDITOR
Stacey Visser
Email: vissers@businessmediamags.co.za
ART DIRECTOR
Shailendra Bhagwandin
Tel: 011 280 5946
Email: bhagwandinsh@arena.africa
ADVERTISING CONSULTANTS
Ilonka Moolman
Tel: 011 280 3120
Email: moolmani@samining.co.za
Tshepo Monyamane
Tel: 011 280 3110
Email: tshepom@samining.co.za
PRODUCTION COORDINATOR
Neesha Klaaste
Tel: 011 280 5063
Email: neeshak@sahomeowner.co.za
SUB-EDITOR
Andrea Bryce
BUSINESS MANAGER
Lodewyk van der Walt
Email: lodewykv@picasso.co.za
GENERAL MANAGER MAGAZINES
Jocelyne Bayer
SWITCHBOARD
Tel: 011 280 3000
SUBSCRIPTIONS
Neesha Klaaste
Tel: 011 280 5063
Email: neeshak@sahomeowner.co.za
PRINTING
CTP Printers, Cape Town
PUBLISHER
Arena Holdings (Pty) Ltd, PO Box 1746, Saxonwold, 2132
Picasso Headline
€100M FACILITY TO BOOST GOLD MINING IN WEST AFRICA
Africa Finance Corporation (AFC), the continent’s leading infrastructure solutions provider, has announced a €100-million, five-year term facility to Mota-Engil Africa (MEA), the regional arm of the global construction giant Mota-Engil Group.
The funding will support the acquisition of equipment, inventories, and site infrastructure for the execution of three new gold mining contracts in Côte d’Ivoire and Mali.
Crucially, the funding will enable Mota-Engil Africa to scale up operations in West Africa’s burgeoning mining sector, where gold remains a critical export commodity and a driver of local employment and foreign exchange earnings.
The new mining contracts represent a significant boost for the mining industries in both Côte d’Ivoire and Mali, countries with substantial untapped mineral potential.
Across the continent, AFC continues to work with contractors, providing critical funding to unlock value and to close the infrastructure gap, driving industrialisation, economic resilience, and sustainable development across the continent.
COLLABORATIVE, INTEGRATED SOLUTIONS BOOST PRODUCTION FOR PROMINENT ZAMBIAN MINE
Chronic critical bearing failures on a ball mill were impacting production and leading to costly downtime, prompting one of Zambia’s leading copper mines to turn to SKF for a sustainable solution.
Excessive vibration and extreme temperatures at both the feed and discharge ends of the mill were identified by SKF specialists as the root cause of the bearing failures.
Early fault detection and proactive maintenance are key to preventing premature equipment failure, thereby underscoring the need for a condition monitoring solution. To this end, SKF recommended the Multilog IMx-16 condition monitoring system.
“This compact, versatile device delivers critical insights into machine and equipment health, o ering immense value that can be quantified in both time and cost savings,” says Mel Patel, regional sales director: mining and heavy industries at SKF Group.
“Extending equipment service life not only enhances operational e iciency, but also [adds] to sustainability benefits by reducing waste, conserving resources and minimising the environmental impact of frequent replacements.”
SPECIALISED OPERATIONAL READINESS TRAINING AT ANGOLA’S LARGEST DIAMOND MINE
PRISMA, a fully Mining Qualifications Authority-accredited specialist training provider in the mining sector, has announced a new project with a leading South African engineering group, specialising in the design and construction of mineral processing plants.
This significant initiative, launched in May 2024 at Angola’s largest diamond mine, aims to equip local employees with the specialised skills and knowledge necessary for safe and e icient mine operations.
The focus is on providing comprehensive operational readiness training to the mine’s workforce. The training curriculum encompasses key areas such as metallurgy, basic engineering, mobile machine operation, and rigorous safety protocols, thereby ensuring that employees are well prepared to manage all aspects of mine operations independently within a few years.
A cornerstone of this project is PRISMA’s innovative “train the trainer” model. This approach goes beyond traditional skills transfer, by identifying and developing local employees as future trainers.
“By equipping individuals with the necessary teaching skills and comprehensive knowledge, we ensure the long-term sustainability of knowledge transfer within the mine,” explains Carol Brandt, metallurgy training manager at PRISMA.
“We are proud of PRISMA’s ability to promote industry best practices by introducing and implementing internationally recognised training standards and best practices in mining operations.
“By developing a skilled and empowered local workforce, this project will contribute to long-term sustainability as the mine ramps up to its projected annual production capacity of 20 million carats.”
Flygt 2201SH
Delivers more performance when the pressure’s on.
The Flygt 2201SH is a two-stage hydraulic pump with double adjustable impellers. Resistant to abrasion and wear, it can also pump higher heads than most of our competitors with its dualstage impellers.
The Flygt 2201 series of submersible pumps delivers high performance and reliability day after day, year after year. These pumps provide a versatile solution for construction and mining applications, and are ideal for jobs both large and small that require reliable, flexible dewatering. The 2201SH extends the series with a durable adaptation for pumping at ultra-high heads.
The signature Dura-Spin™ safeguards against wear. The unique closed impeller and the suction cover with Dura-Spin grooves work together, sweeping abrasive particles away from the impeller neck.
The two-stage design with its conical trim sleeve is based on proven hydraulics from Flygt. This fast and easy impeller-adjustment feature restores clearances to near-original condition, boosting pump performance. And sturdier-than-ever cable entry ensures safe, continuous operation.
xylem.com
KUMBA IRON ORE TO LEAD THE NORTHERN CAPE MINE MANAGERS ASSOCIATION
Anglo American’s Kumba Iron Ore accepted the chairpersonship and host of the Northern Cape Mine Managers Association (NCMMA) at its Annual General Meeting held recently. The roles are rotated annually, among membermines, to ensure diverse leadership and shared responsibility within the association.
The NCMMA was established in the early 1960s to serve as a professional body for mine managers in South Africa’s mineralrich Northern Cape region. Its membership includes managers from various commodities, including iron ore, manganese, diamonds, and other mining operations.
The chairperson’s responsibilities include steering discussions on emerging industry trends and driving continuous improvement in areas such as safety performance, environmental stewardship, and operational excellence.
“It is an honour for Kumba Iron Ore to take on the chairpersonship and to help foster a culture of innovation, safety, and sustainability in the mining sector,” says the new chair, Katlego Lebese, Kumba Iron mining manager.
MALAN SCHOLES ATTORNEYS PROMOTES SHANI SIEBERHAGEN TO COMPANY DIRECTOR
Malan Scholes Attorneys, a specialist Johannesburg-based law firm, has promoted Shani Sieberhagen to director in its Dispute Resolution department, which was e ective March 2025.
Sieberhagen joined the firm in January 2018 as a candidate attorney, and within seven years has achieved the position of director, distinguishing herself as a dynamic force as a litigation attorney. Her practice area spans complex litigation in the High Court of South Africa as well as the Supreme Court of Appeal and the Constitutional Court, with a strong focus on administrative, mining, and commercial and corporate law, as well as arbitration proceedings.
Over the years, Sieberhagen has represented clients in several matters, including urgent interdicts against illegal mining operations, contractual and corporate disputes and judicial reviews of regulatory decisions. She brings deep expertise in resolving disputes across various industries but specifically the mining industry.
BAUMA 2025 HIGHLIGHTS GLOBAL SHIFT TOWARDS ELECTRIFICATION
One of the standout themes at this year’s Bauma 2025, the world’s leading annual trade fair in the construction industry held in Munich, Germany, was electrification, with a strong push towards battery-operated machinery across the industry.
This marks a major shi in large-scale access, handling and li ing equipment. Expanding beyond smaller scissor li s, to large booms and telehandlers, proves that even the largest and most demanding equipment can now be powered by electricity. Advancements in lithium battery technology are enabling larger equipment to operate e iciently, reducing maintenance costs and improving sustainability.
Across all manufacturers, there was a strong focus on improving longevity and operational e iciency with battery-powered machinery. For South Africa, these innovations present both challenges and opportunities. While initial capital costs may be high, electrification aligns with lower emissions, reduced maintenance and improved workplace safety, which are all critical factors for mining and large-scale industrial operations.
SA START-UP RIDES COMMODITY WAVE INTO AFRICA
Founded in June 2022 by black entrepreneurs, Mining and Energy Acuity (MEA) has wasted no time entering new markets, launching operations in Botswana, Namibia, Tanzania, Zambia, Ghana, Burkina Faso, Senegal, and Côte d’Ivoire – an incredible accomplishment in a short space of time.
Johan von Landsberg, MEA technical manager, notes that the secret to the company’s success has been o ering turnkey, end-to-end solutions for optimising explosives management.
“The di iculty many African mines face is that their operations are remote with limited road access, and they lack the ready availability of specialised services or expertise. However, as a South African company, we have the proximity, agility, and expertise to move quickly and o er integrated solutions on the ground.
“In the mining sector particularly, this type of e iciency has received increasing emphasis from clients as they race to keep up with commodity demand. When clients need to step up operations, they turn to partners who can supply and manage explosives quickly, safely, and cost-e ectively for maximum output,” he says.
DELIVERING AN INVINCIBLE CUSTOMER EXPERIENCE
Invincible Valves’ new manufacturing facility, coupled with a strong focus on skills development and diversity, is taking the customer experience to new heights.
By Rodney Weidemann
In mining and related industries, much as with other sectors, the implementation of diversification and innovation initiatives is critical, if an organisation is to remain ahead of the industry curve.
Invincible Valves has long recognised this fact, focusing not only on building a strong and diverse company culture, but also on diversifying operations through the acquisition of an additional facility.
According to Pam du Plessis, the company’s managing director and CEO, since making the acquisition, the new factory has proven to be a boon, allowing Invincible to streamline its operations and making the entire process more e icient, thus improving the overall customer experience (CX).
“With the new facility up and running 100%, we are now taking on a lot of new work, as we are now able to machine our own products, meaning we are no longer
reliant on third parties for this. This reduces the risk of supply chain disruption, while enhancing our own capabilities, because we now have more control over deadlines and are able to deliver to clients’ expectations more e ectively,” she says.
“We are also more self-su icient than before, having put water storage facilities and generators on-site, to help us deal with ongoing power and water challenges. Initially, when we looked at the fuel consumption issue, we wondered if it would be worth the cost – but the positive impact this has had on our ability to maintain operations, and the improvement it has had on our CX, has made it all worth it.”
Du Plessis explains that any valve that is brought in for repair is thoroughly checked at the company’s original factory, before being sent to the new facility for repairs, which includes everything from blasting and
welding to the installation of new spares, rubber linings and painting.
“The repairs, as well as the testing and painting, are all conducted at the new facility, before the repaired valves are sent back to the old factory, from where they are dispatched back to the customer.
“The fact that we no longer have to wait on deliveries, or for a third party to ship items – because we now make our own spares, with the manufacturing undertaken in the new factory – means our CX has improved immeasurably.”
SKILLS
AND CULTURE
There is a very close level of collaboration between the two factories, she adds, fostered by Invincible’s strong company culture.
“More crucially, the new facility has created the opportunity to upskill sta . In particular, the fact that we now have our own
WE CAN HANDLE THE PRESSURE. GUARANTEED.
machine shop means we need people with the relevant skills to work within it,” notes Du Plessis.
“Skills development has always been a critical part of what we do, hence our involvement with various technical high schools, as well as Steel and Engineering Industries Federation of Southern Africa and Gauteng training centres. Internships also play a huge role for us, bringing in students to learn, who will then go on to become full-time employees.”
It is, however, about more than simply bringing younger minds into the business. Invincible focuses on ensuring that its employees are all multi-skilled.
“We don’t feel it’s enough to only know how to do one thing, which is why we teach all employees the various aspects related to the business. So even if your intention is to be a machine operator, we will still provide training around other areas, such as valves and switch boxes, so you are able to understand the full process of the organisation, and how your specific component fits into the broader whole.
“This o ers the added benefit to the company that if someone critical to a project is unavailable, someone else has the skills to step up and fill the gap. It is also beneficial to the individual, as – should they move on to another organisation – they will have a range of skills and experience to draw on, to ensure they can continue to grow and expand their career path.”
– Du Plessis “ “
Skills development has always been a critical part of what we do, hence our involvement with various technical high schools and training centres.
DIVERSITY AND INCLUSION
As a woman in a male-dominated industry, Du Plessis has long encouraged other women to join the sector, through an ongoing – and free – mentorship programme she o ers.
“Essentially, I focus on mentoring young women in the industry, and currently commit at least 10 hours a week to this. I believe it is necessary to share one’s skills and ideas, and ensure e ective knowledge transfer, in order to give these women the courage to take whatever their next career step might be.
“Of course, all our employees have value to us, so we are constantly attempting to push them to study and obtain new skills. We also o er regular learnerships to students, who can then be absorbed into the business once their studies are complete,” she says.
She describes how a number of employees have graduated from working at the company reception desk to becoming key members of the human resources or accounts teams. As she tells it, this is a win-win situation, as employees are able to improve their skills and knowledge, while the business is also boosted by any such skills enhancements.
“One of the reasons I think our system works so well is because of the company culture that has been inculcated – I believe in leading by consensus, rather than by fear, as the former approach creates teamwork and a sense of working together to build a business all can be proud of,” says Du Plessis.
AS A KEY PLAYER IN THE INDUSTRY, INVINCIBLE’S SERVICES INCLUDE:
■ Service and repair valves
■ Rubber line valves, fittings and pipes
■ Fit pneumatic, hydraulic and electrical actuators
■ Fit chain wheels
■ Fit proximity and limit switches
■ Specialists in Valves
LOOKING AHEAD
As to the future, she says that this financial year will see her travelling a lot more, as the company focuses on opening up new markets. To this end, she says that she has already spent three weeks in Australia, engaging with various project houses and mines.
Next up, she adds, is a trip to the US and Canada – and ending in Columbia – with the goal of making new business connections.
“The aim is always to enhance our business, particularly as a lot of our market focus lies in exports – in fact, the ultimate goal is to become one of the biggest valve exporters in the world. We already export into large parts of Africa, but we are now also broadening our focus to include other key mining territories.
“I am really excited for the future, as it o ers plenty of promise, thanks to a new valve design we hope to release to the market soon, a facility that significantly boosts CX, and a range of potential new international markets on the horizon,” she says.
NEW ORE SORTING TECHNOLOGY ENHANCES EFFICIENCY AND PROFIT
TOMRA Mining’s LASER ore sorting solution is a sensorbased technology that enables precise separation of ore from waste rock. SA Mining spoke to Gavin Rech, technical manager/ area sales at TOMRA Mining, to find out more.
Q: HOW DOES INTEGRATING TOMRA’S NEW ORE SORTING TECHNOLOGY HELP MINES TO ENHANCE OPERATIONAL EFFICIENCY?
A: TOMRA’s LASER ore sorting technology allows mines to significantly enhance operational e iciency by increasing the grade of the material entering the processing plant. By sorting ore at an early stage, mines can selectively process only high-value material, reducing the volume of low-grade or barren rock that requires downstream processing. This leads to increased metal units being processed in the downstream plant, processing of lower grade deposits, and opens the door to less selective, more e icient mining methods.
Q: HOW DOES THIS TECHNOLOGY ENABLE PRECISE SEPARATION OF ORE FROM WASTE ROCK, AND WHAT BENEFITS DOES THIS OFFER TO THE MINE?
A: The LASER sorting system operates by detecting mineralogical di erences –specifically gold hosted in quartz – using advanced sensors that analyse the surface properties of rocks. It can distinguish orebearing particles from barren host rock with
high accuracy, even when the ore and waste are visually similar. This precise separation allows mines to improve the feed grade, increase metal recovery rates, and reduce dilution. It also helps companies mine more economically, by enabling the extraction of broader zones that would otherwise be uneconomical, due to lower average grades.
Q: DESCRIBE HOW THIS TECHNOLOGY ASSISTS MINES TO DECREASE THEIR ENVIRONMENTAL FOOTPRINT?
A: Ore sorting reduces the environmental footprint in several impactful ways. First, it cuts down on energy use by minimising the volume of material that needs to be crushed, milled, and processed. Second, it reduces water and reagent consumption, because less waste material is processed through the plant. Finally, it significantly reduces the volume of tailings generated, which in turn lessens the need for large tailings storage facilities and the long-term environmental risks associated with these. Additionally, because the technology can help eliminate the use of chemicals in some operations, it enables cleaner, more sustainable processing. An example of this is the Renison
tin mine, where waste material is sorted into partially acid-forming and non-acidforming, for appropriate disposal.
Q: SINCE THE MATERIAL DISCARDED BY THE SORTER IS PROPERLY BARREN MATERIAL, HOW DOES THIS ASSIST THE DISPOSAL OF THE MATERIAL, AND IS IT POSSIBLE TO TURN THIS MATERIAL INTO AN ADDITIONAL REVENUE STREAM, BY SELLING IT OFF AS ROAD BASE OR AGGREGATE?
A: Because the sorter discards are proven to be low in mineralisation – o en near barren – they can be confidently classified as clean waste material. This simplifies environmental approvals and handling, allowing for direct disposal or beneficial reuse. In many cases, this sorted waste rock can be repurposed for infrastructure applications such as road base, construction fill, or aggregate. This not only reduces disposal costs, but also opens the possibility for an additional revenue stream, especially in regions with high demand for construction materials or remote operations where local aggregate supply is limited.
MORE THAN JUST MACHINES
Operations in the mining sector are increasingly looking beyond equipment performance to the quality of support behind it. This is why they trust John Deere.
In a sector where downtime means a loss in revenue, South Africa’s mining industry is increasingly looking beyond equipment performance to the quality of support behind it. For many mining operations, the choice is clear: John Deere Construction, distributed by Senwes Equipment, delivers not just reliable, hardworking machines, but also the kind of customer-focused support that keeps sites productive when it matters most.
It’s not just about what the machine can do; it’s about the peace of mind that comes with knowing there’s a solid team behind it. Thanks to a strong national footprint, Senwes Equipment gives clients access to the parts, servicing and expert backup they need to avoid unnecessary downtime. Senwes understands that every minute counts in mining, so we work hard to keep your equipment running smoothly.
One of the ways we do this is through
our fleet of field service bakkies. These mobile units are ready to go wherever our clients are, providing on-site repairs and maintenance to keep operations moving. Whether you’re close to a major centre, or deep in a remote area, help is always within reach.
The machines themselves are built with the operator in mind. John Deere construction equipment is known for its easy-to-use controls, built-in technology and reliable performance. Features like real-time diagnostics and an intuitive design help operators work more e iciently, which translates directly into improved productivity on-site.
Another benefit that many of our mining clients appreciate is fuel e iciency. With input costs constantly on the rise, using machines that can do more with less is an advantage that you feel over time. It’s just one more way we help improve your bottom line.
We’re proud to walk alongside our clients
E ortless power in action.
as they leave new footprints, expand their operations, break new ground, and build a stronger, more resilient mining future. And through it all, we’re there. Clients o en tell us it’s our service and responsiveness that make the biggest di erence. We stay involved long a er the sale, because we view ourselves as part of your operation – a partner in your productivity and success.
If you’re looking for machines that can handle harsh mining conditions, backed by a team that understands your challenges and is ready to support you every step of the way, John Deere Construction, through Senwes Equipment, is here to help.
Because at the end of the day, it’s not just about the equipment; it’s about having a partner who is as committed to your productivity as you are.
Designed with optimal weight distribution over each axle, for outstanding balance and grading performance.
E380 LC Excavators provide generous muscle for mass excavation.
The NEW 772P Grader with 6-wheel drive, maximising productivity in all soil conditions.
THE NEW CADASTRAL SYSTEM IS HERE!
After years of frustration with SAMRAD, the mining sector can at last look forward to a transparent, effective, accurate and streamlined system of mineral resource administration.
By Rodney Weidemann
The South African Mineral Resources Administration System (SAMRAD), launched in 2011 to address issues around mineral resource administration, has faced numerous challenges in the years since then that have massively impacted the mining industry.
These include delays in processing applications, technical issues, and a lack of transparency, all of which lead to investor uncertainty and hindered development.
A er many years of frustration, the industry received a welcome boost at the Junior Mining Indaba, where Tseliso Maqubela, Deputy Director-General for Mineral and Petroleum Regulation at the Department of Mineral and Petroleum Resources (DMPR), announced the implementation of a new cadastral system for the country.
“We want to ensure our miners have su icient information to be able to make the correct decisions around projects and applications, and can promise you all that the cadastral system we are building will enable exactly that,” he told delegates at the event.
“We will begin by rolling the system out regionally, beginning in the Western Cape. This is a relatively manageable mining jurisdiction, and one with no appreciable backlogs, so it is the ideal arena in which to test the e icacy of the system.”
Maqubela says the rollout will continue in the Eastern Cape and then the Free State, with the other regions to follow.
“We are undertaking data migration,
as well as the validation of this data, by ensuring that it is audited e ectively. Once we reach this stage, where we are happy with the operation of the new system, the SAMRAD system for the region will be switched o , and new applications can only be made via the new cadastral system.
“The DMPR is on track to deliver a robust and e ective cadastral system, and we want to ensure that – following its launch – we obtain feedback from users, so that we can make adjustments as we receive this input, and utilise it to make adjustments and improve the system.”
NEW SYSTEM, NEW OPPORTUNITIES
So the real question now is: what changes will the new cadastral system bring, how will it streamline mining rights applications, and what benefits will this deliver to the local mining sector?
According to Tamia Martin, associate at NSDV Law, the new cadastral system will, among others, introduce a gridbased mapping model, which is meant to clearly identify parcels of land where the land has pre-existing rights or whether an application for a new right can be submitted over such a parcel of land.
“It should also display relevant operational data, including the details of a company that may be actively conducting mining operations on a particular parcel of land, as well as expedite the processing of applications for mining and prospecting rights, and improve the quality, accuracy and accessibility of all relevant information,” she says.
“In 2024, the Minerals Council South Africa estimated a backlog of more than 3 000 applications for prospecting and mining rights, which would have an investment value of more than R30-billion. It is clear that if the new system can expedite the processing of applications, this will, in e ect, create investment in SA, which will lead to job creation and the upli ment of communities surrounding mining areas, through holders of mining rights complying with their obligations in terms of social and labour plans.”
Furthermore, she adds, mining is a capital-intensive undertaking and security of tenure of a mining right is an important factor in considering whether to invest in a project. The elimination of overlapping rights will go a long way towards providing security of tenure for mining right holders, which will lead to further investment in SA.
According to Fred Arendse, Junior Mining Council (JMC) president, launching nationwide without rigorous testing would be reckless given SAMRAD’s legacy. “Testing identifies technical glitches, process bottlenecks, user interface issues, and training needs, before full rollout, thereby minimising disruption,” he says.
“The Western Cape is strategic for several reasons. For one, it has fewer active mining applications/licences, compared to hotspots like the Bushveld or Witwatersrand, so it is easier to manage initial volume.
“Additionally – being a controlled environment – it allows for focused training of o icials and users, without overwhelming pressure.”
IMPACT OF SAMRAD FAILURE ON INVESTMENT AND EXPLORATION
– Martin “ “
If the new system can expedite the processing of applications, this will, in e ect, create investment in SA, which will lead to job creation and the upli ment of communities surrounding mining areas.
Arendse says having a functional system will help South Africa resolve many of the issues that plagued SAMRAD.
“Among these is the challenge of double granting, when the same ground is awarded to multiple applicants due to lack of realtime visibility. It should also end licence hoarding/speculation, where companies hold licences indefinitely, without working them, waiting instead to sell at inflated prices. This will be reduced by transparency and ‘use it or lose it’ enforcement.”
In addition, he says, a “less opaque system will lower bribery and corruption, as o icials will be unable to demand bribes for ‘speeding up’ applications, or manipulating outcomes. Transparency reduces such opportunities.”
Other benefits he highlights include minimising fronting and clandestine deals, as hidden beneficial ownership and secret licence trading become much more di icult; avoiding administrative capture, where the system is manipulated by o icials to block competitors, or favour specific applicants; and reducing endless disputes through clear, accessible records around boundaries and ownership.
“For junior miners specifically, the new system should help to level the playing field, as success should now be based on merit, and technical proposal quality. Furthermore, shorter, predictable application times allow juniors to secure licences and raise capital based on defined timelines,” he says.
“There is also a lower risk of capital being tied up for years in administrative limbo, making SA projects more financeable,
while a clear view of available ground and licence status enables better targeting and planning.”
Lastly, he adds, a functional system is the primary requirement for junior explorers and their financiers to re-enter the SA market. This is vital for reversing the exploration spend collapse.
IMPACT OF B-BBEE REQUIREMENTS
However, despite the enormous potential the new system o ers, there remains fear that the DMPR may impose broad-based black economic empowerment (B-BBEE) requirements on prospecting companies, even though these were previously excluded from such legislation. This may negate the benefits mentioned above.
Arendse indicates that applying full BEE mining right requirements to prospecting rights would be a catastrophic policy error.
“It fundamentally misunderstands the risk-reward profile of exploration. While promoting inclusivity is crucial, mechanisms like mandatory community engagement, skills development contributions, or options for future B-BBEE participation, upon successful discovery – at the point of conversion to a mining right – are more appropriate for the prospecting phase,” he says.
“The benefits of the cadastral system for juniors would ultimately be severely undermined, if not entirely negated, by imposing premature and onerous B-BBEE equity requirements.”
Muhammed Khan, legal practitioner at NSDV Law, states that, as with most things,
According to the JMC, the five key negative impacts of the failure of SAMRAD include:
■ Administrative paralysis: SAMRAD’s crashes, data corruption, and inability to process applications has created massive backlogs, freezing the licensing process for years.
■ Investment flight: Uncertainty and indefinite delays made SA toxic for exploration risk capital. Investors cannot tolerate sunk costs with no visibility on licence acquisition timelines. This directly fuelled the exodus from 5% to less than 1% of global exploration spend.
■ Legal quagmire: The opacity and dysfunction has bred countless legal disputes over licence status, overlapping claims, and perceived unfairness. This has diverted company resources to litigation, instead of exploration.
■ Reputational damage: SAMRAD became a global symbol of administrative failure in mining governance, deterring new entrants, especially the junior explorers that are crucial for discovery.
■ Exploration collapse: New greenfield exploration was e ectively halted. Companies focused only on near-mine or brownfield exploration, where they had existing rights – starving the pipeline of future mines.
there are pros and cons to including B-BBEE requirements at the prospecting right stage.
“At the prospecting right stage, there will be no income anticipated and all funding should ideally be directed to drilling and determining the existence and extent of a mineral resource. A B-BBEE requirement could be considered as a barrier to entry or investment, if any funding has to be directed to facilitating such a requirement,” he feels.
“That said, the inclusion of a B-BBEE partner at the prospecting stage could assist in other ways. This includes facilitating community engagement and access to funding from entities that require specific B-BBEE shareholding.”
Furthermore, says Khan, if the mineral resource is identified and a mining right is applied for, having to source a suitable B-BBEE partner at that stage could delay the mining right application process.
“And, of course, introducing an unknown partner at this stage could also negatively impact the mining operations, as there is no pre-existing working relationship between the shareholders.”
A less opaque system will lower bribery and corruption, as o icials will be unable to demand bribes for ‘speeding up’ applications, or manipulating outcomes. – Arendse “ “
Turning Your Negatives Into Positives Since 2011
LOOKING AHEAD
In the short term then, the successful implementation of the new cadastral system could restore confidence in South Africa’s mineral regulatory environment, by introducing much-needed transparency, predictability and e iciency, says Lili Nupen, cofounder and director of mining, environmental, and energy law at NSDV Law.
“This would likely result in an increase in prospecting applications, particularly from junior miners who have long been discouraged by administrative delays, and uncertainty of the availability of land under the SAMRAD system,” she says.
“Over the medium term, however, improved access to reliable data on land availability and existing rights would enable more informed investment decisions, potentially attracting both local and foreign exploration companies.”
In the longer term, notes Nupen, a functional, modern cadastral system – if supported by broader policy certainty and regulatory reform – could help reposition SA as a leading mining investment destination.
“This could encourage the discovery of new mineral deposits, and ultimately contribute to increased mining activity, job creation and economic growth,” she says.
Of course, such a positive view of the future is dependent on realising the best-case scenario, suggests the JMC’s Arendse.
“This requires complementary reforms, including policy stability – especially on B-BBEE for prospecting – as well as competitive fiscal terms, reliable infrastructure from an energy and logistics perspective, e ective environmental regulation, and skilled human capacity.”
Failing to address issues of policy stability, reliable infrastructure, e ective environmental regulation, and skilled human capacity, while possibly imposing harmful B-BBEE requirements on prospecting, will prevent the best-case scenario from materialising, he says, regardless of the system’s success.
“The cadastral solution is the foundation, but the entire policy house essentially needs to be in order as well,” he says.
Mining operators are seeing an increased demand for minerals and ores. Operators must now consider the costs of pump maintenance and replacement as well as the cost-benefit of utilizing fewer larger pumps versus several smaller pumps to perform the same work.
The KSB GIW® MDX pump line delivers proven results in the harshest hard rock mining applications.
BELL GRADERS
Bell Equipment’s new range of motor graders incorporate a range of advanced components and features to help improve productivity, accuracy, and deliver work efficiently.
Production of the highly anticipated Bell Motor Grader range will begin in Q3 2025, for Stage 3 developing markets. Designed to meet the evolving needs of the industry, the new machines promise to deliver high productivity and precision-accurate control, with superior operator station ergonomics and visibility.
The range consists of three base models, each available in either a 4WD or 6WD configuration. The G140 is well suited to all maintenance and light to medium construction tasks. The G160, with its increased power and performance, is designed to handle heavy construction applications, while the G200 is designed for bulk earthworks and the mining industry.
Bell will start production with the G140 ECO – the base spec unit for the G140 – which is well suited to public sector opportunities, lighter construction or agricultural applications.
Bell Motor Graders are powered by Cummins engines paired with ZF transmissions. The Bell G140 is fitted with a 6.7l Cummins engine and ZF ERGOPOWER transmission, while the larger G160 and G200 are driven by a 9l Cummins engine with the ZF cPOWER transmission.
According to Bell Equipment product manager Jeremiah Mokhomo, the Cummins engines are known for their quiet operation, fuel e iciency, low maintenance, and reliability.
“These engines are Stage 3A-certified, do not require exhaust gas recirculation, and are compatible with both hydrotreated vegetable oil and B20 biodiesel. Stage
5 graders will be launched in time and will meet the European Union and United States emission regulations,” he says.
“The ERGOPOWER transmission is well respected in the grading application for entrylevel units, and we’re particularly excited about the hydro-mechanical transmissions in the larger models, which are new for the industry and are performing exceptionally well for us in heavier-duty applications.”
BUILT FOR THE TOUGHEST CHALLENGES
While retaining familiar controls and layouts, the Bell Motor Grader incorporates a range of advanced components and features that will help operators to improve productivity and accuracy, maintain costs, and deliver work e iciently. Automation also played a key role in the design process and allows the operator to focus on precision grading, while benefitting from improved fuel e iciency and extended component life.
Recognising the diverse range of applications, and o en remote uses, of motor graders, Bell has standardised on high-quality, low-maintenance components, such as a fully sealed circle bearing. This allows extended service intervals and consistent grading
IMPRESS OPERATORS WITH PRECISION PERFORMANCE
performance, without the need to make regular adjustments. Advanced diagnostics are incorporated into the machine to reduce the complexity of daily checks and servicing.
With a focus on durability across all structures, the Bell Grader’s gooseneck main frame is engineered as a single piece construction – to eliminate fatigue on fabricated joints – while the tandem axle, with enhanced bearing life and interaxle cooling, provides reliable performance in long-haul applications.
Bell Equipment’s test and pre-production demo graders have been operating with great success in a wide variety of applications – from landscaping, heavy ripping, and final levels, to overall road construction.
“The launch of this motor grader range is more than just a product release; it’s a statement of Bell Equipment’s commitment to local manufacturing investment, customer support, and long-term value. These machines are built in Africa, for Africa, and we’re confident they will set a new benchmark in performance, reliability, and operator satisfaction across the region,” says Mokhomo.
Automation has been one of the significant drivers in the motor grader design process.
The G140 is well suited to all maintenance and light to medium construction tasks.
Jeremiah Mokhomo.
BUILDING AN INCLUSIVE WORKFORCE OF THE FUTURE
Even though the mining industry has made huge strides with the inclusion of women into the industry, a future-ready workforce will need greater access to this largely untapped talent pool.
By Rodney Weidemann
Historically, the mining industry has been male-dominated, and increasing female participation is a crucial step towards redressing past imbalances. To this end, the SA mining industry is actively working to increase the representation of women, currently at 15%, to achieve gender diversity and inclusion. This e ort acknowledges the vital role women play in the industry’s success and aims to create safer and more equitable workplaces.
According to Sian Thurtell, commercial director at KBC Health & Safety, even though the mining industry has made huge strides with the inclusion of women into the industry, they still represent a largely untapped talent pool.
“By actively including women in the workforce, the industry can diversify its skill base, foster innovation, and bridge critical gaps in leadership, digital literacy, and technical expertise. Women bring di erent perspectives, collaborative approaches, and problem-solving capabilities, which are essential skills in building a workforce fit for the future,” she says.
Raksha Naidoo, chairperson of Women in Mining SA (WiMSA), adds that increasingly, women are taking up science, technology, engineering and mathematics (STEM) subjects at schools and universities –and organisations like WiMSA focus on encouraging and supporting these young women, who then become the future of the industry.
“Women are not just a diversity consideration; we are a vital part of the
solution. Women in leadership drive inclusive and values-led cultures that help to attract and retain skilled workers from all backgrounds,” she explains.
“A more inclusive mining environment is essential not only for gender equity, but also to appeal to future generations entering the industry. Female leadership inspires others, and role models, mentors and sponsors play a crucial role is shaping the young women of tomorrow.”
SKILLS AND WORKFORCE DEVELOPMENT
When it comes to skills, some organisations have created their own in-house programmes. Others have focused development programmes for key talent, and supported more bursaries for female students.
“Through mentorship work, we focus our development at WiMSA on encouraging women to take control of their own development, and through our community, connect them with organisations that are supporting or creating skills upli ment programmes for women in the mining sector.”
KBC’s Thurtell adds that there does seem to be a growing number of programmes specifically tailored to women in mining. These include bursary and internship schemes for various technical fields, leadership development programmes, mentorship networks, and artisan and tradespecific training.
“Moreover, as the mining industry becomes increasingly digitised, roles in data
analytics, environmental management, automation, artificial intelligence (AI) integration, sustainability, and environmental, social and governance (ESG) compliance present significant opportunities for women. These roles require analytical thinking, adaptability, and strong interpersonal skills areas where, in my opinion, many women excel,” she suggests.
“In my experience, women are also wellpositioned to take on leadership roles that are required to navigate change, and driving cultural transformation, both on-site and in the mining organisation itself.”
Naidoo adds that the industry itself should support, encourage and create safe working environments that allow for women to occupy whatever roles they choose. The sector has grown and evolved, and requires a new breed of talent, one that women are already rising to embody.
“Workforce development initiatives are essential, and organisations must be intentional about the development journey for women. Over and above this, the leadership of all organisations must support and create true pathways for developing female leaders. And they must do so for the growth of their organisation and the industry – not merely as a tick-box exercise for diversity.”
Thurtell agrees that workforce development remains critical. It not only equips women with the skills they need to enter and succeed in mining, but it also challenges outdated perceptions of the industry.
“Development initiatives create tangible
– Thurtell “ “
Women bring different perspectives, collaborative approaches, and problem-solving capabilities, which are essential skills in building a workforce fit for the future.
pathways into roles that were previously inaccessible, and they send a clear message: women belong in mining – not just in support functions, but at the coalface of innovation and decision-making,” she says.
GREATER DIVERSITY AND EQUALITY
“From my experience as a consultant in the mining industry, I have seen organisations implementing intentional recruitment strategies that aim to build gender diverse teams from the ground up. This includes bias-free hiring, gender-sensitive onboarding or conditions, flexible working arrangements, and clear advancement pathways for women.”
Thurtell adds that a lot more focus needs to be applied to tap into the female talent pool and ensure greater diversity in the workforce. Internal mentorship programmes, female leadership pipelines, and strong policies against harassment and discrimination are equally important.
“Ultimately, leadership must commit to diversity not because they must do so for compliance purposes, but rather as a strategic priority for their organisation.”
It is imperative that mining organisations design gender-inclusive recruitment and development strategies, invest in reskilling and upskilling women for future-ready roles, and embrace technology and automation as part of that, says Naidoo. The industry must consciously break down barriers to advancement, and this must be led from the top down.
“Partnerships with various stakeholders are therefore essential for creating a
future-ready workforce. Industry bodies set the standards, drive policies, create the necessary platforms for underrepresented voices, and should bring about support for community engagement.”
“Public-private partnerships (PPPs) are also critical for strengthening diversity efforts, and scaling the impact and development where required. Diversity is not just a social imperative,” says Naidoo. “It’s a strategic advantage, enabling organisations to build a resilient, innovative, and futureready workforce.”
Thurtell agrees, pointing out that industry bodies have a unique role to play in setting standards, advocating for inclusive policy, and supporting skills development. They should provide funding for training and development initiatives and create more platforms to share best practices.
“PPPs can significantly amplify these efforts. By aligning government support, corporate investment, and community impact, we can drive inclusive growth at scale and make a meaningful dent in the skills crisis,” she says.
“The inclusion of women into the mining workforce will lead to more resilient, innovative, and socially responsive operations. Diverse teams are proven to outperform homogenous ones, especially in rapidly evolving industries like mining. As more women enter and lead in this space, we will see a shift towards safer, more sustainable, and community-focused mining practices. Women will add a different dynamic and redefine what leadership and success look like in mining.
THINK ABOUT THE FUTURE
“KBC believes that the future of mining is not only digital, automated, and sustainable, but it is also becoming more inclusive.
“Women bring with them the skills, perspectives, and resilience that the industry needs now more than ever. By investing in women today, the mining sector is not only addressing a skills crisis, but also laying the foundation for a stronger, more balanced, and more forward-looking future,” she notes.
For companies, having a futureready workforce is about sustainable competitiveness, and it enables innovation, faster decision-making, and resilience during disruption.
Inclusion isn’t just the right thing to do; according to Naidoo, it’s the smart thing to do. The mining industry’s skills crisis is not just a numbers problem, it’s a mindset, culture, and opportunity challenge. And women represent one of the most powerful, yet under-utilised, levers to address it.
“Women bring fresh energy, innovation, emotional intelligence, and a deep sense of purpose, all of which are critical qualities for an industry that is being reshaped by technology, ESG, and shifting global dynamics. Female leadership brings with it greater empathy, collaboration, agility and focus on long-term ethical outcomes.”
If the mining industry is to thrive, then empowering, developing and elevating women is not just a trendy conversation, it should be a key focus to how we build the future. “This is not just about diversity, it’s about strategic advantage,” says Naidoo.
MENAR
COMMITTED TO DIVERSITY AND INCLUSION
Recognising the positive impact that diversity plays in any business, Menar is committed to fostering a more sustainable and inclusive industry.
The importance of women to the mining sector is increasingly being recognised by companies, which are noting the diverse perspectives, skills, and experiences they bring, and how these enhance innovation, productivity, and safety.
Menar has certainly recognised the value women bring to the mining industry, and understands the need to promote the inclusion and advancement of women.
Sarie Opperman, group human resources manager, notes that as a company Menar has identified appropriate a irmative action measures to be implemented, in e orts to aid the realisation of its employment equity objectives.
“This is done in accordance with our commitment to ensure that suitably qualified employees from designated groups have equal opportunities, and are equitably
represented in all occupational levels in our workforce,” she explains.
“To this end, we have several active Woman in Mining Committees in the workplace, where issues and concerns women face are being raised and addressed. Issues that are closely monitored include gender-based violence, ablution facilities, lactating facilities, and personal protective equipment (PPE), among others.”
In terms of opportunities, continues Opperman, the company ensures that all female employees have equal access to career advancement opportunities, and are represented in leadership positions. It also prioritises investment in the development of female employees – facilitating their access to learnerships and bursaries, as prescribed in the applicable social and labour plans (SLPs).
COMMUNITY PROJECTS, COMMUNITY TRAINING
Looking specifically at its Canyon Coal operation, Menar suggests that it is committed to meeting the requirements stipulated in the Mining Charter, as well as the percentages as prescribed in the SLP for each mine.
“We o er training programmes, learnerships, bursaries and internships to female applicants. We also actively recruit female mine workers, machine operators and engineers, among others,” says Opperman.
“Our skills development programme o ers local community members an opportunity to obtain Mining Qualifications Authority (MQA)-accredited certification to operate the yellow plant machines. Gender diversity is a primary focus during the selection process and as a result, many of the trainees are women.
We o er training programmes, learnerships, bursaries and internships to female applicants. We also actively recruit female mine workers, machine operators and engineers, among others. – Opperman “ “
“Some of the candidates who have completed the training have been appointed as full-time articulated dump truck operators, following the opening of several vacancies at the company’s Khanye and Gugulethu operations.”
She says these initiatives have resulted in numerous positive e ects, including providing individuals with lifelong skills, and paving the way for sustainable employment in the mining industry. Furthermore, the programme addresses the challenges of skills shortages and unemployment in local communities.
“Menar is focused on promoting policies that encourage gender diversity in the workplace. These policies aim to tackle several issues, including the gender pay gap. The goal is to ensure that female employees receive equal pay … to their male counterparts, while also advocating for more
women in leadership positions.”
To promote developmental opportunities, Menar will give preference to female applicants when selecting candidates for bursaries, internships, and learnerships, facilitating women’s entry into the mining industry.
“The mining industry has historically been male-dominated, o en sidelining women from participating. As such, we recognise that diversity remains crucial, if the mining industry is to redress gender inequalities.
“Diversity has a significant impact, especially at the leadership level, therefore it is essential to prioritise the promotion of women into leadership roles. It is our view that more women should be appointed to leadership positions, as well as working as artisans, supervisors and engineers. In fact, we are eager to see women in general taking up the available opportunities in the sector,” says Opperman.
SOME OF MENAR’S WOMENFOCUSED INITIATIVES:
■ Promoting women leaders
■ Challenging traditional perceptions
■ Creating additional opportunities
■ Mentoring the next generation
MINING INDABA
UNEARTHS NEW OPPORTUNITIES FOR JUNIORS
The recent Junior Mining Indaba detailed many of the challenges and opportunities facing the junior sector, along with lessons learnt from experienced junior miners.
By Rodney Weidemann
Recognised for its incisive, informative and frank discussions, which tackle the challenges of, and opportunities for, junior mining and exploration in South Africa and elsewhere in Africa, the Junior Indaba’s most recent edition focused strongly on the many critical issues currently facing this sector of the mining industry.
With the massive global geopolitical, supply chain and energy shi s taking place, discussions were framed around these issues and their specific impact on junior mining. Topics under discussion included the demand for critical metals, the global outlook for commodities, investors’ perspectives on junior mining projects, environmental, social and governance (ESG) considerations, and a whole lot more.
Key speakers at the Indaba included Ntsiki Adonisi, head of ENS’s Natural Resources and Environment practice; Fred Arendse, CEO of the SSC Group, and founder and CEO of the Junior Mining Council; Alistair Hodgkinson, COO at DRA Global; Mosa Mabuza, CEO at the Council for Geoscience; Geert Klok, chairman of the board at the Chamber of Mines of Mozambique; and Tseliso Maqubela, Department of Mineral and Petroleum Resources (DPMR) Deputy Director-General for Mineral and Petroleum Regulation. Maqubela created much excitement when he announced the launch of the country’s long-awaited cadastral system at the event – news the industry has waited a number of years for.
“We will roll out the new system on a regional basis, beginning in the Western Cape, which has a large number of operational mines, but little appreciable backlog to deal with. The lack of complexity in this province makes it the ideal one to test the e icacy of the system, before it is rolled out across the other eight provinces,” he says.
We will roll out the new cadastral system on a regional basis, beginning in the Western Cape, which has a large number of operational mines, but little appreciable backlog to deal with. – Maqubela “ “
Other key areas of focus at the Indaba included an exploration of how to create an enabling environment for junior mining and exploration in South Africa, and another on
how to best manage the risks of operating a junior mining project on the continent.
Delegates also learnt how juniors can overcome the obstacles they face in obtaining financing for their projects, as well as how to address the challenges of ESG requirements, and how to overcome their energy security/transition concerns.
Lessons on how to get a junior mining project o the ground were delivered by juniors who have already “been there and done that”, while the role of junior miners in the supply of critical minerals and metals was highlighted, and ways to guarantee the sustainability of mining in South Africa were also considered.
Numerous round tables were held during the two-day event, which were designed to showcase junior mining companies, projects and investment opportunities. Other popular features of the Indaba included Mythbusters – which unravelled fact from fiction around a variety of junior-related topics – and presentations from junior miners across the continent.
With a line-up of delegates and speakers that encompassed junior producers, financial investors, government ministers, and legal and industry experts, the 2025 Junior Mining Indaba hit all the right notes. Most crucially, it facilitated the all-important conversations, and addressed the critical questions, facing the mining sector in today’s volatile and geopolitically unstable environment, providing advice and a clearer path forward for the local junior mining industry.
OVERCOMING THE CHALLENGES OF THE ENERGY TRANSITION
As the global drive towards decarbonisation intensifies and sustainability becomes increasingly vital, South Africa’s mining industry finds itself at a crossroads.
The mining sector has long been the backbone of South Africa’s economy, providing direct employment to over 484 000 people, and contributing nearly 6% to the country’s GDP in 2024, amounting to approximately R451-billion, with an additional R100bn in national revenue.
However, as the global drive towards decarbonisation intensifies and the imperative for sustainable development becomes clear, South Africa’s mining industry finds itself at a crossroads. The energy transition – shi ing from fossil fuelbased energy systems to renewable and lowcarbon alternatives – presents a set of daunting challenges, particularly for a sector so entwined with South Africa’s coal-dependent energy infrastructure.
By Dr Andries van der Linde PHD, UH, UK. Technical Director at Harvard Green Energy
Yet, these challenges are not insurmountable. With collaboration, innovation, and strategic foresight, the mining sector can play a pivotal role in South Africa’s Just Energy Transition, while maintaining economic viability and social responsibility.
South Africa’s energy landscape is heavily reliant on coal, which provides approximately 85% of the nation’s electricity, making it one of the most coal-dependent economies globally. The mining sector itself accounts for roughly 15% of Eskom’s total electricity demand, with minerals such as gold, platinum, and iron ore being the most energyintensive to extract and refine.
Many of the nation’s largest mining operations are both major consumers of this coal-based electricity and, in the case of coal mines, suppliers to Eskom, the national utility. As the world’s appetite for carbon-intensive commodities wanes and climate policies tighten, mining companies face mounting pressure from governments, investors, and consumers to decarbonise operations, reduce emissions, and adopt cleaner energy sources.
The energy transition is underpinned by several objectives:
■ Reducing greenhouse gas emissions in line with South Africa’s Nationally Determined Contributions under the Paris Agreement, which targets emissions reductions of 350mt-420mt CO2e by 2030, compared to 442mt CO2e in 2020.
■ Improving environmental sustainability of mining operations.
■ Ensuring long-term competitiveness against global peers adopting renewable energy sources.
■ Promoting social equity and a “just transition” for communities and workers impacted by changes in the energy mix.
UNIQUE CHALLENGES
The decarbonisation of the mining sector in South Africa is also fraught with several unique challenges:
Most mining operations are deeply intertwined with the national grid, which is largely fuelled by coal. Transitioning to renewable sources at scale is complicated by issues of grid stability, supply reliability, and high initial capital costs associated with renewable infrastructure.
Depending on who generated the statistics – and therefore whether roo op solar is included or not –as of 2024, renewables contribute only about 16% to the national energy mix, highlighting the magnitude of the transition required.
South Africa’s state-owned electricity supplier Eskom supplies over 90% of the country’s electricity, but is burdened with debts exceeding R400bn (roughly $21bn). Although load shedding dramatically decreased in 2024, systemic operational ine iciencies and frequent load shedding, totalling over 6 000 gigawatt-hours lost in 2022, hamper the ability of mines to operate at full capacity –with estimates ranging from R100bn to R150bn in lost export value undermining confidence in the feasibility of integrating large-scale renewables. The upfront costs for renewable installations –such as solar PV, wind turbines, and storage – are substantial. Industry data suggests that the average capital expenditure for a 100MW solar plant is around R1.2bn, depending on environmental impact assessment outcomes and grid connection costs.
For many mining companies, especially those grappling with slim profit margins or uncertain commodity markets, securing a ordable finance is a significant hurdle, with only the majors having the balance sheet to take on such projects.
Then there is still regulatory uncertainty in that although South Africa’s government has articulated support for the energy transition, policy uncertainty, bureaucratic delays, and shi ing regulations impede investment. While the government increased the licensing threshold for embedded generation projects from 1MW to 100MW in 2021, prompting a surge in private sector interest, regulatory bottlenecks remain.
As mines shi away from coal and towards renewables, the potential for job losses and community disruption is considerable – especially in coal-dependent regions such as Mpumalanga, which supports over 80 000 direct jobs in coal mining alone. The human cost of the energy transition must not be underestimated.
Integrating renewable energy at the scale required by mining operations poses technical challenges, including grid integration, storage, and ensuring a stable and reliable energy supply. Current grid constraints have led to the curtailment of over 1 800MW of renewable projects awaiting connection as of 2023.
Finally, it must be remembered that mining is also a water-intensive industry, consuming about 3% of South Africa’s total water use. Many renewable solutions – such as concentrated solar power – also require substantial water input, while photovoltaic arrays require regular cleaning to maintain maximum e iciency.
Bearing this in mind, such water scarcity in many of the country’s mining regions adds an additional layer of complexity to the transition. Careful thought is needed regarding water usage, given that South Africa is classified as a water-stressed country, with per capita water availability below 1 000m3 a year.
The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.
AECI MINING CHEMICALS CALLS FOR A SUSTAINABLE, LOCALISED FUTURE FOR DRC MINING
The future of mining in the Democratic Republic of the Congo (DRC) will be built here, with the people, partners, and businesses of this country. This was the message delivered by AECI Mining Chemicals at the recent DRC Mining Week 2025.
The company was reinforcing its longterm commitment to the country and its call for a mining sector grounded in local partnerships, industrial sustainability, and shared prosperity. To this end, it is demonstrating what a truly integrated, localised, and responsible mining business strategy looks like.
“Our presence here isn’t just about visibility. It’s about accountability. It’s about showing up with our partners and standing beside them. We don’t operate in the DRC as outsiders, we are building from within, through trusted local businesses who are the real enablers of growth,” says Stuart Miller, executive vice president of AECI Mining.
He says AECI’s message goes beyond partnership, also focusing on sustainability, particularly as the global mining industry faces increasing scrutiny to reduce its environmental footprint and upli host communities. To this end, AECI o ers a range of responsible chemical solutions, technologies that reduce environmental impact, improve operational safety, and support cleaner mineral processing.
“Our solutions aren’t just e ective –they’re future-fit. And they’re being delivered through a local network that understands the unique challenges and opportunities of mining in the DRC,” he adds.
Rather than building parallel systems,
We don’t operate in the DRC as outsiders, we are building from within, through trusted local businesses who are the real enablers of growth. – Miller “ “
the company is building capacity, enabling local entrepreneurs, transferring technical knowledge, and creating the conditions for sustainable economic participation beyond the mine gate. The goal is not short-term presence, but long-term partnership, a legacy of skills, empowerment, and value addition that extends far beyond the lifespan of any individual contract.
Miller says AECI Mining Chemicals is calling on stakeholders across the industry to act boldly, to embrace localisation not as a compliance issue, but as a path to resilience. “Whether you’re a mine operator, a policymaker, a community leader, or an emerging supplier, our message is simple: let’s build this future together.”
FUTURE-PROOFING MINING
FOR THE NEXT 100 YEARS
Actively setting new standards and driving the mining sector towards a more sustainable future
EFFICIENT MINERAL EXTRACTION
SUSTAINABLE EXPLOSIVES INITIATING SYSTEMS AND ELECTRONICS
AECI Mining leads the way in safer, smarter, and sustainable mining.
Our advanced chemicals optimise mineral processing for e ciency and eco-responsibility, while our innovative explosives ensure precision and safety. We’re future-proofing mining, enabling sustainable growth in a changing world.
SMART DELIVERY SYSTEMS
NEW BLASTING SOLUTIONS DRIVE SUSTAINABILITY
ISustainability is key to 21st century mining operations. New blasting technologies can improve mines’ environmental footprints.
n modern mining operations, sustainability has become one of the key factors that organisations need to focus on. This need is driven not only by the company’s concerns for the environment and the security of the planet, but also from the perspective of potential investors – most of whom are increasingly focused on the environmental, social and governance (ESG) matrix.
Sustainability is about striking a balance between the environment, equity and the economy, and it is about ensuring that the communities surrounding the mine remain healthy, and are looked a er by a social contract.
Speaking at a recent BME webinar, Dr Ramesh Dhoorgapersadh, GM: global operational excellence and safety, health, environment, risk, and quality (SHERQ) at BME, noted that one of the company’s key goals was to “do the right thing” by these communities. To this end, he says BME is working hard to reduce emissions and recycle and reuse where possible.
“Our focus is on implementing new technologies that reduce emissions and utilise water more e iciently; on redefining mining through sustainability and innovation; and on ensuring environmental stewardship, managing climate goals, and leveraging technologies that meet BME’s sustainability goals,” he says.
KEY TECHNOLOGIES
“We have several vital technologies that support our commitment to sustainable mining. The first of these is our dual salt technology. Traditional single salt is a supersaturated solution of ammonium nitrate, dissolved in water. Not only does this option involve high energy consumption, but when it crystalises, it can form needle-like structures that may destabilise the solution.”
Dual salt, he continues, is a blend of
ammonium and calcium nitrate, which is not only manufactured at much lower temperatures – so there is less energy consumption – but also o ers a lower congealing point, thanks to the calcium, that makes the solution much more stable, and with a longer shelf life.
“Key benefits here are that it helps reduce nitrogen oxide fumes, produces optimal fragmentation, and o ers an extended shelf life, as well as improved energy control and minimal nitrate leaching.
“ “
BME is introducing a next-generation hydrogen peroxide solution, designed to reduce carbon emissions and ensure that no nitrate leaching occurs. – Dhoorgapersadh
“As an emulsion, it can be transported and stored as a finished product, making it more cost-e icient, improving the supply chain operation, and eliminating the need to manufacture the emulsion on site.”
Another sustainable technology employed by BME, he adds, is its use of recycled oil in these emulsions. This promotes the circular economy, as the company collects and processes used oil into a new raw material, which reduces the emulsions environmental impacts.
“Instead of using diesel or other new oils,
we recycle old oil which minimises waste and provides a responsible end use for hazardous materials, while also reducing input costs,” he says.
“Our third sustainable technology is a high shear emulsion that o ers resistance to dynamic water conditions, which can create major operational challenges, notably through excessive water in the blast holes. This can lead to sub-optimal blasting performance.”
Dhoorgapersadh explains that during heavy rains, water can fill blast holes, which is di icult to thoroughly pump out again.
“This means that when the emulsion is added, its exposure to the remaining water can reduce its e iciency and create suboptimal blasts. The high shear emulsion o ers resistance to the water, leading to a much better blast e ectiveness.”
HYDROGEN PEROXIDE EMULSIONS
He says a fourth sustainable technology BME is introducing is a next-generation hydrogen peroxide solution, designed to reduce carbon emissions and ensure that no nitrate leaching occurs.
“Hydrogen peroxide is used as the oxidiser in these emulsions, instead of ammonium nitrate. It is not only a strong oxidiser, that forms a highly viscous water-resistant structure, but it can be chemically synthesised on-site, and o ers up to 90% reduction in your greenhouse gas footprint,” says Dhoorgapersadh.
“With these fully integrated blasting solutions, mines obtain quality blasts and improved fragmentation, making crushing simpler and more predictable.
“Sustainable blasting solutions are a key element in achieving e ective ESG outcomes, lowering your environmental and carbon footprint, reducing nitrate and ammonia leaching, reducing landfill waste, and driving growth through job creation,” he says.
SHOW CRITICAL MINERALS CAN ANCHOR SOUTH AFRICA’S JUST ENERGY TRANSITION
SA’s mineral wealth must do more than power exports – it must drive industrial growth, job creation, and energy equity.
outh Africa is sitting on a goldmine of critical minerals: copper, manganese, platinum group metals (PGMs), and rare earths – yet exporting them raw sells the country short.
To unlock real value, we must prioritise ourselves: industrialise locally, build domestic supply chains, and use our mineral wealth to create jobs, strengthen energy security, and grow our own economy. It’s time to stop fuelling other economies, and start transforming our own.
Critical minerals are at the heart of the new global energy order. They power everything from wind turbines and solar panels to electric vehicles and industrial-scale batteries. And demand is soaring. Countries are scrambling to secure critical mineral supplies – driven, as recent events show, by geopolitics.
US President Donald Trump has struck a deal with Ukraine, floated turning Canada into the 51st state, and revived e orts to annex Greenland. Meanwhile, the US and European Union have placed strategic mineral partnerships high on the agenda. China still dominates processing. The race is not just economic, it’s also geopolitical and environmental.
SA cannot a ord to be a spectator. If we want to be more than a pit stop in the global supply chain, we must use our mineral advantage to anchor a broader, value-driven energy and industrial strategy. This means building smelters and refineries, developing skills pipelines, and investing in reliable power infrastructure that supports local processing.
By Muzi Kubeka Director for Banking and Finance and Project Finance: Energy and Infrastructure Team, and Kabelo Dlothi
Co-Head of Corporate and Commercial, at CMS South Africa
It also means enforcing beneficiation requirements and incentivising the private sector to move beyond shipping unprocessed ore o shore. SA is the most industrialised country in Africa, has the most diverse and deepest capital markets, and the basis to build and develop the skills sets required to drive this transition.
BENEFICIATION BENEFITS
The local mining industry employs approximately 480 000 people, representing almost 5% of the country’s formal employment. Likewise, the country boasts in excess of 20 smelters for various metals, including aluminium, copper and PGMs – including Hillside smelter in Richards Bay, the largest aluminium smelter in the Southern Hemisphere.
In addition to critical minerals, we also export skilled professionals and expertise, given the mining industry’s long history of developing highly skilled professionals, artisans and technicians. The development of a broader, value-driven energy and industrial strategy can assist in reversing this trend.
There are already signs of change. Large mining houses listed in London, Toronto and New York are under mounting pressure to reduce emissions across their operations and supply chains. Many are responding by investing in captive renewable energy generation near mines which, when done right, create jobs, strengthen resilience, and attract sustainable finance.
But scaling this model will require addressing structural problems. First, there is the infrastructure deficit. Most of SA’s critical minerals lie in remote or underdeveloped regions. Without transmission lines, roads and rail, these minerals cannot reach processing facilities or ports. The development of regional power pools and cross-border transmission infrastructure is crucial, as are publicprivate partnerships to finance them.
Reliable energy is also non-negotiable. Mining and processing require constant power supply, but renewable sources like solar and wind are intermittent. Storage solutions are costly and still evolving.
Banks remain cautious, especially when assessing costly battery-backed projects with longterm revenue risks. Yet these same technologies o er the potential to stabilise supply and unlock o -grid potential. What’s needed is blended finance, de-risking instruments, and regulatory clarity to support their adoption.
Thirdly, beneficiation legislation must go hand in hand with investor confidence. If we want global players to set up processing hubs locally, we must guarantee policy stability, fast-track permitting, and provide incentives for innovation. SA’s experience with localisation in renewable energy shows what is possible when regulation, funding, and capacity development align.
CROSS-BORDER OPPORTUNITIES
There is also an opportunity to coordinate across the Southern African Development Community region. Countries like Zambia and the Democratic Republic of the Congo are mineral-rich but infrastructure-poor. Regional corridors provide a foundation for integrated development. By pooling risk, sharing infrastructure, and aligning standards, member states can unlock regional value chains and scale up industrial benefits across borders.
At the centre of all this must be a commitment to justice. The Just Energy Transition is not just about moving from fossil fuels to renewables. It’s about ensuring that communities a ected by the shi are not le behind. That means ensuring the jobs created by new industries are meaningful, decent, local and long-term.
It also means ensuring that mining does not displace communities without compensation. And it means including workers, youth and a ected communities in decision-making.
The global energy transition is a once-in-a-century reordering of power. SA has the resources to lead, but leadership will require more than rhetoric. We need clear policy, bold investment, and coordinated implementation.
If we get it right, our critical minerals won’t just leave our shores. They’ll anchor a domestic industrial revival that powers South Africa into a greener, more inclusive and just future.
The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.
EXTREME WEATHER AND ITS IMPACT ON INFRASTRUCTURE
Amid a growing spate of
extreme weather events, mines need to leverage technology to mitigate these issues and respond timeously to challenges.
By Rodney Weidemann
As climate change continues to impact industries, mines today are faced with a growing trend of extreme weather events. These disrupt open-pit and underground mining operations, cause production delays, and compromise workers’ safety, company bottom lines, and shareholder confidence.
According to Chris Campbell, CEO of Consulting Engineers South Africa (CESA), the frequency and intensity of extreme weather events is increasing, and our traditional approaches to infrastructure design and risk management must evolve accordingly.
“In particular, one area that requires urgent attention is the alignment of our infrastructure standards with the new climate realities. It is no longer su icient to rely on outdated models or assumptions,” he says.
“We must actively review and update our engineering codes and site selection criteria. This is not only a matter of regulatory compliance, but a fundamental step in safeguarding operations and the communities that surround them.”
As climate change progresses, it is expected to alter rainfall patterns – how much rain falls, its intensity, its frequency and its seasonal distribution – while also intensifying heat, wind and evaporation, notes Michael Palmer, civil engineer and technical director at Jones & Wagener.
“Larger floods, reduced water security,
and higher erosion potential can be expected. Conflict with communities may arise in waterstressed regions, where access to su icient water at adequate quality is constrained. Further impacts could arise from supply chain disruptions due to heat, storms, and floods causing damage to infrastructure, both onand o -mine,” he says.
“Rapid-onset floods pose the most acute risk, leaving very short response times. This places lives in danger, particularly in underground and open-pit workings. There is the added risk of damage to infrastructure such as haul roads, as well as power supply and communications networks. Heatwaves, lightning and windstorms also pose a threat to personnel and infrastructure.”
DESIGN
CHALLENGES
Jaco Viljoen, project director at TDS Projects Group, outlines how the recent flood damage at the Namibian Langer Heinrich mine –triggered by unseasonably heavy rainfall –highlights the importance of engineering that accounts for the impacts of extreme weather.
“Mining companies should be reevaluating the purpose of existing infrastructure, to determine whether it meets current engineering standards and has the durability to withstand evolving weather patterns,” he suggests.
“This is particularly crucial during the rainy season, when large parts of South Africa experience prolonged bouts of heavy rainfall,
intermittently followed by extreme heat.”
Viljoen adds that torrential rainstorms, which are becoming increasingly frequent, pose a significant risk: they can flood openpit mines and compromise the structural integrity of underground tunnels. Such events, he says, o en force operators to divert valuable capital and manpower to manage water accumulation and restore safe working conditions.
“In addition, scorching temperatures in desert and semi-desert regions of Sub-Saharan Africa drive up energy consumption, as mining operators work to cool underground environments – escalating operational costs and increasing the risk of heat-related health issues for workers.”
Palmer believes that there are specific approaches mines can take to mitigate the impacts of extreme weather conditions.
“When it comes to new, greenfields operations, these must be designed to industry best practice. It is imperative to consider climate change projections, but also to understand the uncertainties.
“Mines must also recognise the key vulnerabilities of the infrastructure/ management components, and should consider a nature-based design approach where possible and practical – such as vegetated swales and geomorphic channels, to dissipate run-o energy and reduce sediment loads,” he says.
As for existing mines, that may have
outdated infrastructure, Palmer suggests that these operations carry out a climate vulnerability audit, and identify and prioritise “weak points”, based on a risk assessment.
“It is vital to develop and implement a climate change resilience/remediation strategy, which considers a ordability and practical implementation timelines. These mines should also review and update operating rules like emergency preparedness plans (EPPs), emergency response plans (ERPs) and trigger action response plans (TARPs),” he says.
SPECIALISED ENGINEERING REQUIRED
“
Viljoen warns that the involvement of specialised engineering service providers is no longer optional – it has become essential, in order to ensure that mining infrastructure can withstand the increasing challenges posed by extreme weather.
“Adaptive and targeted engineering strategies are essential. Pre-erection of major installations, in particular, is a game-changer. It significantly reduces construction, assembly, and rework time on-site, thereby narrowing the window for disruptions,” notes Viljoen.
“Additionally, fabricating and preerecting in a controlled environment allows engineering firms to ensure greater consistency in quality, and roll out solutions e iciently.”
The second part to this equation, he continues, is combining pre-erection with
Larger floods, reduced water security, and higher erosion potential can be expected. Further impacts include supply chain disruptions due to heat, storms, and floods causing damage to infrastructure, both on- and o -mine.
– Michael Palmer, Jones & Wagener
In mining, tailings storage facilities (TSFs) continue to pose significant risks, long a er production stops, and it is no surprise that adverse weather can have a major impact on such infrastructure.
According to Alastair Bovim, CEO of Insight Terra, this is where performance monitoring solutions can help to prevent failure.
“Among the challenges TSFs face are intense rainfall that can lead to flooding and overtopping of the dam. Prolonged soaking rainfall is also the enemy, as constant dampness creates challenges of its own, including subsidence,” he says.
“While there are new standards for tailings facilities, many existing TSFs weren’t designed with current weather – or standards – in mind. To protect these, they need to be retrofitted with instrumentation and systems that can e ectively monitor the state of the facility in real time.”
It comes down to having as much data as possible about a facility, adds Bovim. The more data one has, the deeper and more granular the analysis, and the more informed any decision making will be.
“There are also inactive dams, those
modular design solutions. This approach reduces construction time by breaking infrastructure into easy-to-transport and assemble segments, making construction faster and simpler for future expansion e orts.
“So, as weather conditions continue to change over time, we can add or replace certain components with parts better suited for their current circumstances,” he adds.
CESA’s Campbell notes that each mining operation faces unique challenges, and it
“
existing on post-closure sites, and even others that have essentially been abandoned – all of which still need to be monitored and managed,” he says.
“Typically, a monitoring plan defines the monitoring use cases –remember that each TSF is unique – and determines the biggest risks. These usually include flooding and overtopping, due to rain.”
It is vital to ensure that run-o s and diversions are operational, what the status of the water levels underneath dam are, and whether there is any deformation in terms of slipping or bulging.
“To this end, we place sensors in the ground to monitor any such displacement, and the beauty of technology is that – unlike monitoring in the past – this instrumentation can deliver new data every few minutes, as opposed to only every few weeks or months.
“Judicious leveraging of monitoring technologies ultimately empowers engineers to do the right thing at the right time. Given the data we provide, we are able to give them certainty that they are making the right choices to ensure that any potential disaster is prevented,” he says.
is imperative that the best available climate data and modelling is used to inform decisions.
“In conclusion, adapting to climate change is not simply about protecting assets, it is about building resilient, sustainable operations that can thrive in a changing world. By embracing this challenge, the mining industry can play a pivotal role in shaping a more secure and sustainable future for all.”
THE TAILINGS CHALLENGE
STRIKING THE BALANCE
The importance of fi nding the correct balance between renewable energy infrastructure development and business and human rights must not be underestimated.
By Rodney Weidemann
As Africa enters a critical decade of energy development and industrialisation, the demand for reliable power, sustainable infrastructure and clean energy sources is reshaping the investment landscape. At the same time, the imperative to transition responsibly – without infringing on the rights of individuals or communities –is more urgent than ever.
According to Pooja Dela and Dylan Cron, partners at Webber Wentzel, business and human rights (BHR) o ers a framework for managing this tension.
“Rooted in the United Nations Guiding Principles on Business and Human Rights (UNGPs), it sets out how businesses should respect human rights throughout their operations and supply chains, and how states must protect those rights through regulation, enforcement and access to remedy,” notes Dela.
“For energy stakeholders such as governments, investors, developers and communities,” continues Cron, “BHR is no longer a peripheral concern. It is a core driver of responsible growth, risk management and legitimacy in a rapidly evolving global and African energy ecosystem.”
PEOPLE-CENTRED TRANSITION
Luca Maraschin, senior associate at NSDV Law, adds that he is of the view that the energy transition should be people-centred. Simply being “green” is not enough – new projects must not perpetuate the status quo and the historical inequalities that large projects may have caused.
“To ensure BHR principles are embedded in energy development, companies must strive to conduct thorough human rights due diligence throughout the lifecycle of energy projects, involve a ected communities early and continuously in decision-making, and ensure collaboration with a ected communities in renewable energy projects,” he says.
“Part of this is to go ‘beyond compliance’, by going further than what is required by the local jurisdiction’s regulations, and to truly embed communities into all considerations relating to such projects.”
Embedding BHR into the energy transition is not just ethical; it is strategic, he claims. In NSDV’s experience, companies that proactively manage human rights risks build a social licence to operate, reduce project delays caused by legal challenges and conflict, and attract responsible investment.
“In Africa’s dynamic energy ecosystem – where rapid growth meets systemic inequities – respecting rights is foundational to legitimacy, both locally and globally. By way of example, numerous large-scale projects in the mining and oil and gas sectors have been halted, due to inadequate public participation and the exclusion of impacted communities in the regulatory processes,” says Maraschin.
As such, minimising this risk is not only a question of ethics, but also good business, he says.
There are two phases implementing an e ective energy solution, says Wickus Botha, energy and resources industry lead at EY. The first is the construction phase, and the
second is the operational phase.
“It certainly makes sense in both phases to hire people who live close by, in the surrounding communities. It brings them closer to the asset, it improves their skills, reduces cost and transport challenges, and, ultimately, the money earned by these employees will be spent in their local communities,” he says.
“Furthermore, in the initial phase, a mine won’t get permission to go ahead with any construction without the approval of relevant government agencies, and such approvals require an environmental impact assessment (EIA) and plan. A properly conducted EIA will, of course, take into consideration the environmental impacts on the surrounding communities.
“What this means is that a lot of protections are already built into existing legislation, as well as individual company processes. Therefore, as long as these operations follow the legal processes, BHR should be taken care of,” says Botha.
CHALLENGES AND RISKS
Nonetheless, there remain risks for organisations that fail to e ectively implement BHR practices, according to Simon van Wyk, Africa sustainability leader for strategy and transactions at Deloitte.
He points out that risks to human rights come in many di erent shapes. For example, there is a potential risk to community livelihoods, so it is imperative to understand how your project may impact the existing ways in which the surrounding community makes its living.
“Another risk is the displacement of people, particularly with energy projects that require a large footprint – this could lead to a potential resettlement of the community, impacting their ancestral land, and thus their culture and heritage,” he says.
“Large projects are also o en magnets for attracting people from around the country. A large influx of new people into an area o en leads to an increase in crime rates, with the concomitant impact this has on vulnerable women and children’s rights to safety and life.”
Speaking of the risks those companies that fail to implement BHR may face, Van Wyk indicates that a core risk is that of reputational damage – something that is increasingly impacting on businesses and which should thus be taken very seriously.
“Another challenge hindering the implementation of BHR is that the policing of regulations, and the punitive measures that follow, are di erent in every country. In SA, for example, we have the National Environmental Management Act (NEMA), which has relevant punishments built into it. However, this is o en not proportionate to the impact of the project – the fines levied are o en less costly than following the law. Thus, unscrupulous players may consider it a cheaper option to simply commit the crime and pay the fine.
“A final risk is that failure to adopt BHR as standard practice could lead to
your company not being allowed to sell its products in certain markets where BHR forms part of their many rules and requirements for conducting global trade,” he adds.
COMPREHENSIVE FRAMEWORKS
Chantal van der Watt, PwC South Africa director for sustainability, explains that energy developments can achieve both cultural protection and environmental sustainability, through implementing comprehensive frameworks that recognise host communities as a key stakeholder –while establishing robust environmental safeguards throughout project lifecycles.
“Environmental degradation prevention must address cumulative impacts. Water quality and ecosystem health remain paramount concerns, reflecting the holistic environmental approach characteristic of indigenous land management,” she says.
Ongoing stakeholder engagement is equally vital, rather than once-o processes. Human rights impact assessments recognise that human rights conditions evolve and companies need to consult with a ected stakeholders throughout the project cycle, to renew community consent regularly.
“The key principle is that energy developments must be designed from the outset to enhance, rather than undermine, host community cultural rights and environmental protection. One needs to
WHAT IS BUSINESS AND HUMAN RIGHTS (BHR)?
BHR is anchored in three foundational pillars of the United Nations Guiding Principles:
■ The state duty to protect human rights through policies, regulation and enforcement.
■ The corporate responsibility to respect human rights by conducting human rights due diligence.
■ Access to remedy for individuals and communities a ected by business-related harm.
recognise that these two objectives are fundamentally interconnected and mutually reinforcing when properly implemented,” says Van der Watt.
It should be mentioned that companies that fail to integrate BHR run the risk of reputational damage, notes Trevana Moodley, an associate at NSDV Law. From activism, to media exposure, and on to community opposition, all of these actions can discourage investment and lead to divestment by ESG-conscious investors and financiers. In short, BHR non-compliance is increasingly a business risk, not just a moral failing.
“In Africa, land tenure systems are o en informal, governance structures may be weak, and many communities have su ered historic marginalisation. Integrating BHR into local energy projects helps to recognise and protect customary land rights, involve marginalised voices in decision-making, build resilience in governance through inclusive policies, and foster trust between developers and communities.”
Ultimately, the integration of BHR into the energy transition unlocks sustainable growth, she says. “It aligns business strategy with societal values, mitigates systemic risks, and promotes inclusive development. In a world where energy is a cornerstone
UNLOCKING AFRICA’S MINERAL POTENTIAL
The 3rd Annual African Critical Minerals Summit will focus on the true value of such minerals, when it takes place in Johannesburg in August.
Africa’s critical minerals hold the key to the global energy transition – and in 2025, all roads lead to Johannesburg for the 3rd Annual African Critical Minerals Summit, taking place on 25-26 August at the Indaba Hotel.
This premier gathering will bring together mining executives, government leaders, investors, and global stakeholders, with a view to shaping the future of Africa’s mineral value chains. This year’s theme, ‘The true value of Africa’s critical minerals’, reflects a renewed call for collaboration, beneficiation, and inclusive growth.
As the world shifts towards green energy and digital technologies, minerals like lithium, cobalt, manganese, and rare earths have become vital. Yet, questions of ownership, transparency, and equitable development remain central.
The summit will feature high-level keynotes, technical panel discussions, and deal-making opportunities, helping to position South Africa and the continent as essential players in the global minerals economy. With a sharp focus on sustainability, infrastructure, innovation,
and policy frameworks, ACMS 2025 offers a unique platform to explore partnerships that drive long-term impact.
Hosted in Johannesburg, Africa’s mining capital, the event also emphasises intraAfrican trade and regional integration under the African Continental Free Trade Area (AfCFTA), making it a strategic moment for investment and engagement. Join us at the African Critical Minerals Summit 2025 as we amplify Africa’s voice, unlock its full mineral potential, and create a future powered by shared value.
KSB ACADEMY PUMPS OUT THE NEXT GENERATION OF EXPERTS
KSB Pumps’ SupremeServ Academy is designed to meet the growing need for skills development across the company’s service value chain.
KSB Pumps and Valves has invested in a specialised training centre, designed to equip both internal and branch sta and certified partners with in-depth knowledge of KSB products and systems. Clients are also catered for with provision of first-line maintenance and operator training.
According to Craig Hawkins, who heads up the SupremeServ Academy, the initiative was started due to the growing need for skills development across KSB’s service value chain – particularly in support of the company’s broad pump portfolio.
“Our academy is designed to arm our
people and partners with the knowledge and skills needed to successfully repair, maintain, install and fault-find KSB products and related equipment. It also aims to ensure that end-users are educated in how to operate our pumps e iciently and reliably,” says Hawkins.
He explains that the training o ered at the SupremeServ Academy has been created to suit a wide audience, including artisans, technicians, engineers, sales teams, certified service partners and clients. It encompasses over 280 training modules, covering everything from basic pump theory, pump selection and industry-
specific applications, to model-specific maintenance, value-added products like Pump Guard and even site installation and set-up simulation training.
Phase two of the Academy, which is currently underway, will include a dedicated practical workshop at KSB’s SupremeServ Jet Park centre, allowing for hands-on training and product familiarisation. These sessions are tailored to needs and will also benefit field service teams who support critical installations, such as power stations, water reticulation, as well as petro-chemical and paper industry facilities, and numerous other industry sectors.
Gabions & River Mattresses
Hexagon Wovenmesh
Square Weldmesh
Geotextiles
Gabion Barriers
Gabion Toolsets
Gauteng
Practical Site Training
Site Consultation
Complete Installation
Gabion Structure Design
Technical Presentations
Gabion Animations
CONTACT US
T: 011 882 5788
E: mail@gabionbaskets.co.za
Cape Town
T: 021 100 6307
Kwa-Zulu Natal
T: 031 700 2695
E: salesdbn@gabionbaskets.co.za
E: samantha@gabionbaskets.co.za
SANDVIK 800I X-CHANGE PROGRAMME REDUCES TCO
Sandvik Rock Processing’s X-change programme enables mining operations to replace outdated spiderless and legacy hydrocone crushers with the advanced Sandvik 800i series, delivering immediate performance gains and cost savings.
According to PC Kruger, business line manager for crushing at Sandvik, the real value lies in how this programme helps operations reduce their total cost of ownership while optimising performance.
“By taking advantage of the X-change programme, customers can replace older technology with our highperforming Sandvik 800i range at a special price, while also gaining access to warranty support, ramp-up assistance and Sandvik’s advanced digital tools, all of which add up to significant operational savings.”
He emphasises that the X-change programme is more than an upgrade – it is a strategic opportunity for mines under pressure to increase e iciency, reduce energy consumption and extend asset life. With structured pricing, digital support and reliable a er-market services built in, the programme provides a clear and cost-e ective pathway to modernising crushing circuits.
Kruger explains that customers upgrading through the X-change programme can expect up to 30% improved availability and up to 25% more final product delivered to downstream processes.
“Upgrading to the Sandvik 800i, via our X-change programme, provides a structured path to improve safety, increase availability and enhance productivity across crushing operations,” he says.
KOMATSU ACHIEVES AUTONOMOUS TROLLEY MILESTONE
Komatsu has accomplished the significant milestone of autonomously operating a power agnostic electric drive truck while connected to a dynamic trolley line. The company’s trolley assist system is a solution designed to help operations reduce carbon emissions, extend engine life, and support the journey towards a zero-emissions future.
By connecting haul trucks to an overhead power line during uphill travel, the system delivers electric power where it’s needed most, improving energy e iciency and enabling trucks to travel on grade faster when compared to standard diesel models. Integrating this with Komatsu’s FrontRunner Autonomous Haulage System introduces new capabilities in mining automation, enabling further fuel savings and productivity gains.
Martin Cavassa, director, global business development autonomous systems at Komatsu notes that this achievement isn’t just about one truck or one test, it’s a proof point to the industry that Komatsu equipment is pushing the boundaries of what’s possible. Each advancement plays an essential role in building the foundation for a more e icient, productive and sustainable haulage system.
Komatsu believes a holistic, integrated approach is essential, one that goes beyond supplying machines. From leveraging advanced data analytics and automation to integrating so ware platforms and charging infrastructure, its solutions are designed to help customers optimise the full value chain.
VOLVO LAUNCHES NEW-GENERATION EXCAVATORS
Volvo’s range of new-generation excavators made their debut at the recent Volvo Days Japan, at a venue designed to mirror realworld construction conditions, including wood and excavation soil, showcasing the machines’ quiet operation, powerful digging capabilities, and intuitive handling.
According to product manager Olle Watz, there is a totally new human machine interface in the EC210-360, including a new display, new information system, new layout of buttons and switches, new seats (including the option for a three-point seatbelt), upgraded AC system capacity, and a standard rearview camera.
“The range can be fitted with the full suite of Dig Assist, meaning it is ready to take on tasks such as precision digging or load weighing, while the upper frame has been redesigned for robustness and strength,” he says.
Meanwhile, the boom/swing priority is a useful standard feature in the EC260-360. Essentially, this means the available speed (flow) in the machine can allocate relative to each other for di erent boom/swing in di erent proportions (e.g. 20/80 or 80/20). This can cut cycle times in repeated loading positions, o en found in mining.
“Additionally, the engine pump optimisation specifically makes the machine excel in fuel e iciency, meaning that more work can be achieved, on the same litres of diesel consumed – a great advantage in improving profitability and environmental impact,” he says.
RIDE THE RAILS WITH GRINDING TECHNIQUES
Grinding Techniques manufactures a range of cut-off discs in the Superflex brand to suit various application requirements.
When selecting a cut-o disc, certain important points have to be considered, including the material to be cut, the power rating of the machine, the speed at which the machine operates, and the required accuracy and neatness of the cut.
When considering rail cutting applications, additional safety and material requirements are presented.
Conventional cut-o discs are designed to operate at a maximum peripheral speed of 80m/s. Due to the nature of rail cutting machines used, Superflex rail cut-o discs are designed to operate at a maximum peripheral speed of 100m/s to suit the more powerful petrol-driven machines.
These machines have a remarkably high torque, which improves the performance, but also presents a safety issue on cut completion. The discs may experience an over-speed due to the torque, which is accommodated for in the improved design.
When it comes to heavy-duty applications the Superflex range includes two products that stand out – the 350x4x25.4 A24Q and 400x4.2x25.4 A24Q rail cut-o discs. These discs are designed for use on large, portable petrol cut-o saws, for cutting railways and other large steel sections.
CUTTING PARTNER SINCE 1981
When it comes to rail tracks, which are typically manufactured to be very hard in order to better handle the weight and stresses exerted on them, updated grain technology has seen the introduction of the 350x4.2x25.4 ZA24S and 400x4.2x25.4 ZA24S Superflex Zirconia Alumina Rail cut-o discs. Not only do these products reduce cutting time and overall cost per cut, but they also improve the e ectiveness of each cutting operation. Capable of faster cuts, these discs also reduce heat of the material on application for further improvement of overall performance.
Maximum efficiency from A to B.
Efficient when & where you need it – the MOBIREX MR 100i NEO mobile impact crusher! With its compact dimensions and low transport weight, this machine is amazingly flexible, fast and versatile. The MR 100i NEO sets an all-new benchmark in the compact class – with highlight features such as automatic crusher gap adjustment or Lock & Turn Quick Access for tool-free, safe crusher opening in 30 seconds. Choose between two drive versions: the electric E-DRIVE or direct D-DRIVE. The MOBIREX MR 100i NEO: ready, set, crush!
www.wirtgen-group.com/mr-100i-neo-kleemann
MR 100i NEO
TAKE CONTROL OF YOUR WATER SECURITY
In South Africa’s challenging climate where water scarcity is a persistent threat, water storage tanks have emerged as indispensable tools for enhancing agricultural water efficiency. In this regard, Oasis water storage tanks play a crucial role in ensuring a reliable water supply, particularly for farmers who rely on rain-fed or inconsistent water sources.
Since agriculture consumes more than 60% of South Africa’s available water, it’s a key area for conservation efforts. Here’s a breakdown of how Oasis water tanks contribute to improved water efficiency in South African agriculture:
RAINWATER HARVESTING:
■ Water storage tanks enable farmers to capture and store rainwater during periods of heavy rainfall.
■ The large surface areas of packhouse or shed roofs are perfect for the collection of rainwater into storage tanks.
■ This practice not only conserves water but also reduces runoff, which can contribute to soil erosion and water pollution.
RELIABLE WATER SUPPLY:
■ Storage tanks ensure a consistent water
supply for irrigation, livestock, and other agricultural needs.
■ This reliability is crucial in regions prone to drought or unpredictable availability.
IMPROVED IRRIGATION EFFICIENCY:
■ Farmers are able to optimise irrigation schedules.
■ When combined with efficient irrigation systems, storage tanks can significantly reduce water wastage.
ENHANCED DROUGHT RESILIENCE:
■ Water storage tanks provide a vital buffer against water shortages.
■ Adequate water storage capacity helps
minimise crop losses and ensures food security.
FLEXIBILITY AND CONTROL:
■ Storage tanks provide greater control over water resources.
■ They also allow for more flexible and efficient water management.
Take control of your water security by installing Oasis water storage tanks – vital components of sustainable agriculture. By enabling rainwater harvesting, providing a reliable water supply, and enhancing drought resilience, Oasis tanks will contribute significantly to improved water efficiency and food security in South Africa.
Joburg Indaba 2025 is proudly sponsored by:
● ADDED VALUE/EXPOSURE TO YOUR BUSINESS VIA ONLINE CONTENT.
● Help build/strengthen your company’s brand.
● DRIVE TRAFFIC TO YOUR COMPANY’S WEBSITE.
● Expand your reach with various packaged o erings suited to your company’s needs, such as bundling your advertising with news/corporate pro les and/or a video online.
SA Mining, South Africa’s oldest mining magazine, has been providing insight into the local, Southern African and African mining space for 125 years.
ADVERTISING
Ilonka Moolman 011 280 3120
moolmani@samining.co.za
Tshepo Monyamane 011 280 3110
tshepom@samining.co.za
APPLICATIONS
• Nip Guards improve worker safety around head, tail, and drive pulleys and prevents worker exposure to conveyor pulley nip points and pinch point hazards. FEATURES
• Easy installation.
• Low maintenance.
• Simple design.
• Operates in all conditions.
• Manufactured according to SABS, CEMA, Australian and PROK mounting standards.
• Unique adjustable guard maintains a constant gap between the conveyor belt and guard, even when the conveyor belt is tensioned.
• Robust construction for longer life.
• Can be installed on bi-directional conveyor belts.
