In this issue we look at the evolving framework governing tailings storage facilities and a massive tailings project constructed in Zimbabwe. We also unpack ESG and consider the best dewatering methods.
Rodney Weidemann
hile tailings storage facilities (TSFs) are a critical aspect of the life of a mine, if these are not managed in a safe and responsible manner, they can pose risks to the environment, human health and infrastructure.
In fact, past failures have included fatalities, displacement of communities, damage to infrastructure, and loss of ecosystems and habitat. They have also cost the mining industry billions of rand.
In this issue, we take a look at the regulatory framework governing TSFs – the Global Industry Standard on Tailings Management (GISTM) which was launched with the vision of achieving the ultimate goal of zero harm to people and the environment.
We also delve beyond this, into the significant reform this framework is going through, including the Proposed EIA Amendments, and the proposed amendments to the Mineral and Petroleum Resources Development Act. Both of these will play a key role in reshaping how historic mine waste is managed, and will set a high bar for the mining industry to attain in terms of integrating social, environmental, local economic and technical considerations, for every facility.
While the legal aspects of TSFs are being revised, Zimbabwe’s Mimosa Mine has just completed construction of its new TSF-4, which is the second-largest tailings storage facility in the country.
Designed and built to comply with the GISTM, this project has resulted in a technologically advanced TSF structure measuring some 1km by 1.3km, with a storage capacity capable of handling the remaining life of mine, based on a production rate of 466 000 tonnes per month over a 20-year deposition period.
Another area where transformation is taking place in
the industry is in technology and innovation. With innovation being applied to areas like automation, digitalisation, and artificial intelligence, mines are now able to enhance e iciency, safety, and sustainability.
In addition, mines are leveraging technology to boost not only skills and training, but also sustainability – something that is increasingly important in an extractive industry like mining.
Speaking of sustainability, environmental, social and governance (ESG) is increasingly shaping investment decisions, regulatory compliance, and corporate reputation – yet many in the mining sector still struggle to understand its innate value to the business. In this issue, we help to unravel the complexities of ESG within South Africa.
Water is another critical element in mines –helping to reduce dust, cool and wash equipment, and assist in transporting and filtering material dug up from pits and tunnels. Therefore, resilient dewatering systems are needed, which is why the modern strategies highlighted in this issue, to ensure e ective and reliable dewatering, will be especially valuable to readers.
Palladium is a metal that has many uses across multiple fields, but with the reduction in vehicles that use catalytic converters, suppliers of palladium are seeking new applications for the metal – such as in areas like solar and hydrogen energy, biofuels, and next-generation electronics.
Finally, in our cover story, the rapid evolution of mining practices requires a focus on both current operational hurdles, and on anticipating future demands. AECI has recognised that true future-proofing is about reshaping the industry to meet tomorrow’s challenges head-on – which it does via an integrated approach across explosives, mining chemicals, and water solutions.
EDITOR
Rodney Weidemann
Tel: 062 447 7803
Email: rodneyw@samining.co.za
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ADVERTISING CONSULTANTS
Ilonka Moolman
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PRODUCTION COORDINATOR
Neesha Klaaste
Tel: 011 280 5063
Email: neeshak@sahomeowner.co.za
SUB-EDITOR
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Ghana is capitalising on its gold exports to drive economic growth, with revenues increasing to US$11.6-billion in 2024 – a 52.6% increase from the US$7.6bn recorded in 2023.
Gold exports accounted for 57% of the country’s total export revenue, solidifying the industry’s role as a key contributor to GDP expansion. Notably, small-scale miners contributed US$5bn to the sector’s export revenue.
While Ghana has maintained its position as Africa’s largest gold producer, it has also emerged as a key supplier to international markets. Asia ranks as the primary importer of Ghanaian gold, followed by Europe and Africa. In 2024, gold accounted for 65.4% of Ghana’s total exports to Asia, 60.2% of exports to Europe and 49.4% of exports across Africa.
More than half of Ghanaian gold exports to each continent were concentrated in a single country: 53.1% of exports to Asia went to the United Arab Emirates, 60.2% of exports to Europe were directed to Switzerland and 60.5% of African exports were received by South Africa.
Looking ahead, Ghana’s expanding gold production is expected to further strengthen trade with its top export markets, as these nations continue to invest in the country’s mining sector.
ZAMBIA BOLSTERS COPPER EXPLORATION AHEAD OF 2031
TARGET
Zambia has launched a series of strategic initiatives in 2025 to accelerate copper drilling and meet its target of producing 3.1 million tonnes per annum by 2031.
In February 2025, the country introduced the Zambia Integrated Mining Information System, a digital platform designed to enhance e iciency and transparency in mining licence management. The system is expected to streamline the approval process and help Zambia attract more investors and fast-track exploration.
To create a more conducive environment for copper drilling, Zambia is implementing several government-led initiatives. In February 2025, the country announced a noncompliance monitoring project, which led to the repossession of over 1 000 mining licences in 2024 alone.
These licences are now being reallocated to new investors to accelerate exploration e orts and help achieve its 2031 production goal. Zambia has also recorded a 79% increase in mining licences granted in 2024, compared to 2023, according to the Ministry of Mines and Minerals Development.
The government – in partnership with the Geological Survey of Finland – is also implementing a nationwide highresolution aerial geophysical survey to map mineral resources and open new exploration basins.
Namibia is expanding its uranium industry through a combination of established operations and new exploration and production (E&P) initiatives. With an average production of 5 613 metric tonnes in recent years, Namibia has solidified its position as the world’s third-largest uranium producer.
As global interest in uranium increases to meet growing demand for nuclear electricity, the country is intensifying cooperation with international E&P companies, to unlock the full potential of its uranium market.
Recent developments highlight Namibia’s growth trajectory in the uranium sector. In February 2025, Canada’s Snow Lake Resources launched Phase 2 drilling at its Engo Valley project, targeting up to 7 500m of reverse circulation and diamond drilling. A maiden resource estimate for the project is expected in the second half of the year.
Pioneer Lithium also acquired Rodon Metals, operator of the Warmbad Project, committing A$1.675-million to geological surveys and exploration to expand the mine.
Meanwhile, Connected Minerals commenced drilling at the highly prospective Swakopmund project in January 2025, a er securing a prospecting licence from the Namibian government. The company is also exploring the Etango North-East project, where high-grade uranium mineralisation was confirmed in November 2024.
STALLION REPOSITIONS AS A COMPREHENSIVE SERVICES LEADER
In March 2025, Stallion embarked on a bold new chapter, rebranding as Stallion Integrated Solutions, to reflect its expanded capabilities beyond traditional security services. This strategic evolution reinforces its commitment to delivering integrated solutions that enhance safety, asset management, and operational e iciency.
What began in 1991 as a dedicated guarding company has transformed into a full-service provider, o ering a seamless blend of security, technology, and specialised industry solutions. This expansion enables clients to consolidate their asset protection, safety solutions and facilities management needs under one trusted partner.
The company now o ers a comprehensive range of solutions, including guarding, technology, and specialised solutions, while expanding its reach into the mining, energy, and construction industries.
Clients can also benefit from cleaning and hygiene solutions, as well as health and safety solutions. To meet the full spectrum of client needs, the company also o ers facilities and fire management services. Staying true to its roots, armoured solutions and a learning centre are key elements of its enhanced o erings.
“We’re excited that the extension of our services will enable our clients – both new and existing – to enjoy safer spaces, thus giving them the freedom to focus on their core business,” says Brad Soekoe, CEO of Stallion Integrated Solutions.
“In the case of our mining, energy and construction solutions, these are managed by a team of security experts with industryspecific knowledge, who drive risk mitigation and safety compliance within these industries.”
AI-POWERED QUIXTO SUPPORTS BUSINESSES AS THEY EXPLORE AFRICA
A new way for businesses to explore Africa has been unveiled, powered by artificial intelligence (AI). Quixto allows anyone to quickly understand key economic, business, technological and political developments in any African country – then stay up to date by following AI-enhanced news coverage.
The technology, which has entered its public beta phase, has been developed by Cape Town so ware company Predix Communications, which also developed the popular VeriClip media monitoring service.
Stephen Hall, the founder and chief technology o icer of Predix Communications, explains that Quixto is aimed at business users interested in trade and investment opportunities in Africa and emulates physical exploration.
“You move progressively from a starting point, which is a particular country, then explore the territory – be it geographical or conceptual – by going from place to place, one step at a time,” he says.
“It’s a more useful and powerful way to navigate a large amount of information than reading a list of articles, as you’re not searching blind without a context, and context enhances relevance.”
The other key advantage over a simple web search, he notes, is the type of sources Quixto uses. It focuses on news sites covering business and related areas such as politics and technology, which leads to more relevant results. Importantly, none of the sources used is behind a paywall.
“For someone who’s looking to invest, trade, set up an operation or analyse the competition, Quixto o ers an easy way to conduct up-to-the-minute, accurate research in a very unconstrained way,” says Hall.
Brad Soekoe.
AN INTEGRATED APPROACH TOWARDS MEETING TOMORROW’S CHALLENGES
By Rodney Weidemann
IThe rapid evolution of mining practices requires a focus on future-proofing. To this end, AECI’s product development focuses on both current operational hurdles, and on anticipating future demands.
n what has become a rapidly evolving industry, the importance of future-proofing mining should not be underestimated.
However, it should be understood that future-proofing means a whole lot more than simply staying ahead of the game.
According to Stuart Miller, executive vice president: mining at AECI, true futureproofing is about reshaping the industry to meet tomorrow’s challenges head-on.
“Our integrated approach across explosives, mining chemicals, and water solutions ensures that we are not only solving today’s operational hurdles, but also anticipating future demands,” he says.
“From precision blasting technologies to advanced water management systems, AECI’s innovations are engineered to enhance safety, drive operational e iciency and support responsible environmental practices across the mining value chain.”
AECI clearly takes an active role in “futureproofing” the mining industry, particularly in Africa, as the company o ers solutions that address evolving challenges and opportunities.
RESEARCH AND DEVELOPMENT
This includes leveraging its research and development (R&D) capabilities to deliver
customised solutions, promote sustainable practices, and embrace cutting-edge technologies. The company is also focused on developing a resilient ecosystem and fostering a shared vision for a more sustainable future.
“R&D is at the core of AECI’s futureready strategy. With more than a century of innovation behind us, our commitment to research continues to drive breakthrough solutions for complex mining environments.
“We invest in developing advanced technologies that deliver measurable impact – like the IntelliShot® X electronic detonator, for precision blasting in extreme conditions, and the Sengen 900 flotation reagents, for improved mineral recovery and sustainability. Each solution is backed by robust scientific research and close collaboration with customers to ensure relevance and e ectiveness,” he notes.
Miller says at AECI Mining, the business
Our
is embracing Industry 4.0 through the introduction of automation in its IntelliShot electronic detonator assembly line.
“The new state-of-the-art line incorporates two laser soldering robots, purpose-built to enhance both quality control and throughput e iciency. This technology reduces manual intervention in critical soldering processes, ensuring consistency, precision, and traceability.
“It also supports our safety and [environmental, social and governance] commitments, by minimising human exposure to hazardous operations, while also boosting productivity to meet growing global demand.”
RECENT INNOVATIONS
Miller states that sustainability is embedded in every aspect of AECI’s innovation pipeline. These technologies are specifically designed to lower environmental impact – from reducing fuel consumption and emissions, to conserving water.
integrated approach across explosives, mining chemicals, and water solutions ensures that we solve today’s operational hurdles, while also anticipating future demands. – Miller “ “
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
AECI’S ROLE IN FUTUREPROOFING MINING
Technology and innovation:
■ AECI’s Mining Chemicals business is using its expertise to develop customised solutions that align with the industry’s evolving needs.
■ They are investing in R&D to create new technologies and processes that improve mining e iciency and safety.
■ They envision a future where mining is smarter, safer, and more resilient, and they are actively working towards that goal.
Sustainability and responsible mining:
We’re not just delivering products – we’re delivering future-proof technologies that align with the global shi towards more sustainable and e icient mining practices. – Miller “ “
“For example, our vertical emulsion drop system improves underground logistics while significantly decreasing Scope 3 emissions. Similarly, our flotation reagents are formulated to reduce water usage and enhance recovery e iciency. And in water management, we help customers convert waste into value, aligning operational goals with long-term environmental stewardship.
“We have, in fact, developed quite a range of exciting innovations, [including] our S300 Volcano technology, which is engineered specifically for extreme volcanic mining conditions.”
Another solution is the PowerBoost™, which is a high-temperature booster designed for blast holes exceeding 89mm, and able to withstand temperatures of up to 200°C, while the Emulsion Vertical Drop System is a record-setting 980m drop, which enhances underground e iciency and reduces environmental impact.
“IntelliShot® X, on the other hand, is our next-generation detonator technology that delivers unmatched blasting accuracy, while the Sengen 900 series of flotation reagents provide cost-e ective, high-performance solutions for complex ore bodies, with sustainability benefits.
“Finally, we also provide integrated water solutions, which are focused on retreatment and safe discharge of process waste streams, enabling value recovery and environmental compliance.”
CRITICAL COLLABORATION
Collaboration is key to delivering future-fit solutions, continues Miller, explaining that AECI works closely with customers across Africa and the rest of the globe, to co-create technologies that directly address their sitespecific challenges.
“This customer-centric approach –supported by our deep technical expertise – ensures that we are not only responsive, but proactive in driving change. We believe that meaningful partnerships with our customers unlock the best solutions, which tend to be tailored to specific site conditions, operational challenges, and long-term goals,” he says.
“Our team works closely with mining operations to understand their unique needs, then applies deep technical expertise to develop fit-for-purpose technologies. For example, in Papua New Guinea, our work on the Lihir project led to the development of the breakthrough S300 Volcano emulsion, designed to perform reliably in extreme volcanic environments.”
Similarly, AECI’s support of the Kamoa project in the Democratic Republic of the Congo has driven advanced underground emulsion applications, which enhance productivity and safety in deep, high-pressure mining conditions. These collaborations are proof of AECI’s commitment to delivering custom innovation where it matters most.
For Miller, the message is clear: AECI
■ AECI recognises the importance of responsible mining practices and is committed to sustainability.
■ They are collaborating with industry partners and governments to promote sustainable practices and address social and environmental concerns.
■ They are actively involved in initiatives that aim to improve the social licence to operate for mining companies.
Global collaboration and value creation:
■ AECI is participating in initiatives that promote regional trade and investment in African mining.
■ They are working to help African countries move beyond resource extraction and participate in global value chains.
■ They are also actively involved in the development of critical minerals, which are essential for the future of global technology and industry.
is committed to shaping a resilient and responsible future for mining.
“Through relentless innovation, deep technical partnerships, and a focus on sustainable value creation, we’re enabling mines to operate smarter, safer, and greener. We’re not just delivering products – we’re delivering future-proof technologies that align with the global shi towards more sustainable and e icient mining practices.
“Furthermore, our teams span disciplines across mining engineering, chemistry, digital technology, and environmental science, allowing us to approach challenges from multiple angles and deliver holistic, futureforward solutions.
“It’s this blend of technical excellence and practical know-how that enables us to consistently deliver value and stay ahead in a rapidly evolving mining landscape,” he says.
REDEFINING AFRICAN MINING.
Leading Africa’s next big leap.
THE JUNIOR MINER CONUNDRUM
Junior miners play a major role in the exploration and identifi cation of new mining areas but there are numerous challenges to overcome in order for these entities to succeed.
Junior miners play a critical role in mineral exploration. According to a report by the Junior and Emerging Miners’ Desk, junior miners hold a significant share of mining titles in South Africa – primarily prospecting rights and mining permits. Despite this, exploration in South Africa continues to lag behind.
There is little doubt that juniors are struggling to progress exploration to project development, and are lagging behind the global exploration curve, owing to a number of challenges.
These include the slow processing of mining title applications, logistics ine iciencies, complying with the complex and rapidly evolving regulatory landscape, and the lack of investment and capital funding.
PROCESSING OF APPLICATIONS
According to Zinzi Lawrence, a senior associate at ENS, it is essential to accelerate the processing of applications for mining titles.
“A key step in this direction is the anticipated rollout of the new cadastral system in June 2025, which will provide detailed information about mining areas, such as the current mining title holders, the expiration dates of mining titles, as well as the location and borders of said titles,” she says.
“This system is designed to improve transparency and reduce delays in the approval of mining titles. Additionally, streamlining the regulatory and legal framework is crucial, in order to better support junior miners.”
For example, notes Lawrence, The Department of Mineral and Petroleum Resources (DMPR) inconsistent approach to
empowerment, in respect of prospecting rights, significantly impedes junior miners from procuring prospecting rights and commencing with exploration.
“In addition to licensing hurdles, junior miners frequently face challenges related to limited access to infrastructure and geological data. To mitigate this, the Geoscience Act Regulations – published in 2022 with the aim of promoting mineral exploration, knowledge and investment in South Africa – will play a key role and must be fully implemented.
“In order to overcome the abovementioned challenges, it is crucial for juniors to enter into shared-use agreements with larger mining companies, enabling them to leverage existing infrastructure and resources. As regards funding, more initiatives like the Junior Mining Exploration Fund, which launched in 2024, are needed,” she says.
INVESTMENT AND EXPLORATION
Her fellow senior associate, Dorencia Pillay, indicates that in order to attract investment, junior miners must ensure they are in possession of valid mining titles and key environmental related permits. For example,
one of the key requirements for eligibility for funding from the Junior Mining Exploration Fund is possession of a valid prospecting right.
“It is also undeniable that investors are increasingly drawn to projects linked to the green economy, and juniors who target these minerals are more likely to secure support and visibility, both domestically and internationally,” she says.
“Junior miners should also explore royalty and streaming agreements, by selling a portion of future production at a discounted rate, in exchange for upfront funding. This will enable juniors to raise capital without taking on debt and diluting equity.”
In deriving value from green metals, the issue is that they require primary processing infrastructure. The old paradigm of sending metals o shore for processing must not be resorted to, she continues.
“Instead, the challenge for policymakers and government is to capture a local beneficiation market in respect of green metals. This will create opportunities for junior miners.
“The 2024 Junior Indaba highlighted the need for collaboration between key policymakers, investors and mining houses,
Overcoming health and safety challenges as a junior miner in South Africa requires proactive planning, partnerships, and practical compliance strategies. Even small teams must be encouraged to see health safety as a priority. – Darryn Jacobus “ “
“ “
– Dorencia Pillay
Juniors must focus on tackling niche markets, while managing their operating costs, so it is crucial they hold valid mining titles and ensure compliance with the applicable mining and environmental laws.
recognising it as a vital component in supporting the growth and success of junior miners.
“South Africa has large reserves of critical minerals. These critical mineral deposits give the country a significant advantage. Junior miners, which are o en on the cutting edge of exploration, will play a key role in locating these mineral deposits.”
In addition, she says, juniors must focus on tackling niche markets, while managing their operating costs. To do this, “it is absolutely crucial that juniors hold valid mining titles and ensure compliance with the applicable mining and environmental laws”.
HEALTH AND SAFETY
Darryn Jacobus, another senior associate at ENS, points out that junior miners, o en backed by venture capital and driven by high geological risk, are instrumental in the early stages of mineral exploration and evaluating new mineral deposits, long before full-scale mining operations commence.
“Junior miners are required to comply with health and safety obligations, which may be challenging depending on the size of the operations. One key challenge is compliance with the Mine Health and Safety Act (MHSA), 29 of 1996, and the regulations binding thereunder,” he says.
“The MHSA imposes a vast number of duties on employers to provide, as far as reasonably practicable, a working environment that is safe and without risk to the health of employees.”
These duties, notes Jacobus, are extensive and include, among others: mandatory
risk assessments; provision of training; the appointment of competent managerial and supervisory personnel; and compliance with technical standards set out in the MHSA and the regulations binding thereunder.
“For junior miners, whose financial and human resource capacity is o en constrained, the implementation of such comprehensive requirements poses a substantial challenge. Junior miners may not have the capital to employ dedicated health and safety o icers or to invest in sophisticated safety systems.
“Overcoming health and safety challenges as a junior miner in South Africa requires proactive planning, partnerships, and practical compliance strategies. Even small teams must be encouraged to see health safety as a priority. Owners, managers, and project leaders must model safety behaviour,” he says.
It is critically important for junior miners to develop clear and unambiguous safety standards, procedures and rules tailored to exploration activities and ensure the implementation thereof.
“The implementation of a health and safety management system that applies to the operations and complies with legislative requirements is key to safeguarding junior miners both legislatively and reputationally,” says Jacobus.
COMPLIANCE AND SUSTAINABILITY
Senior associate Bianca Nolan says an employer who fails to comply with any provision of the MHSA commits an o ence. In addition, non-compliance may lead to the imposition of an administrative fine of up to R1 000 000.
“Additionally, non-compliance can result in lost time, serious and even fatal injuries to employees or other persons who come into contact with the operations of the junior miner. It could also lead to compliance and/or closure notices being issued by the Mine Health and Safety Inspectorate of the DMRE,” she says.
“Sustainability may also be impacted when there is a failure to comply with the MHSA and its regulations. For example, accidents and/or incidents involving the handling and storage of chemicals used in mining processes – such as cyanide or mercury – can contaminate water sources and soil.”
Potential financial and/or reputational harm may also result from a failure to comply with the MHSA and its regulations, suggests Nolan. For example, if production is halted for extended periods of time, due to safety-related failures and noncompliance, any small-scale operation like a junior will find its profitability and sustainability impacted. Moreover, this may simultaneously cause reputational harm, a ecting its ability to attract future investment.
“It is therefore vital that a junior miner establishes the health and safety obligations applicable to it in terms of the MHSA and its regulations, and implements, from the outset, a functional health and safety management system.”
Once a junior miner has created a strong health and safety foundation from which to conduct its operations, “it will create a more sustainable and profitable work environment”, she says.
Zinzi Lawrence, Senior Associate in ENS’ Natural Resources and Environment Practice (NRE).
Bianca Nolan, Senior Associate in ENS’ Mine and Occupational Health and Safety Practice (MOHS).
Darryn Jacobus, Senior Associate in ENS’ Mine and Occupational Health and Safety Practice (MOHS).
Dorencia Pillay, Senior Associate in ENS’ Natural Resources and Environment Practice (NRE).
amendments, proposed amendments to the MPRDA will play a key role in reshaping how historic mine waste is managed.
is undergoing signifi cant
By Rodney Weidemann
According to the International Council on Mining and Metals (ICMM), tailings are a by-product of mining, consisting of the processed rock or soil le over from the separation of the commodities of value from the rock or soil in which they occur.
The ICMM indicates that if tailings storage facilities (TSFs) are not managed in a safe, responsible manner, they can pose risks to the environment, human health and infrastructure. In cases where tailings are managed in purposely engineered facilities, management of the integrity of these facilities is critically important.
When one considers the numerous failures that have occurred over the past 30 to 40 years, it is easy to recognise the potential risks. These failures have included fatalities, displacement of communities, damage to infrastructure, and loss of ecosystems and habitat, and have ultimately cost the mining industry billions of dollars.
While most tailings facilities are planned, designed, constructed, operated and closed in a safe and responsible manner, several recent failure incidents demonstrate that the physical stability of tailings facilities has not been universally constant. Clearly, global performance needs to improve.
A er all, says the ICMM, “responsible mining companies have an unwavering commitment to the health and safety of workers and their families, local communities and wider society. Health and safety has to be at the heart of all operations and processes”.
AN EVOLVING LANDSCAPE
Mining and environmental senior associate at NSDV Law, Luca Maraschin, notes that global attention on tailings management has intensified following recent disasters internationally. The Jagersfontein incident and the recent failure at Chambishi in Zambia, as well as failures at Mount Polley in Canada, and at San Marco and Brumadinho in Brazil, have underscored the critical need for careful management of TSFs.
“In 2020, the Global Industry Standard on Tailings Management (GISTM) was launched, with the vision of achieving the ultimate goal of zero harm to people and the environment, with zero tolerance for human fatality,” he says.
“The GISTM represents the first global standard on TSF management, and sets a high bar for the mining industry to attain – integrating social, environmental, local economic and technical considerations for every facility.”
In addition to the GISTM, he continues, the Consolidated Mining Standard Initiative (CMSI) – supported by partners like the Copper Mark, ICMM, and World Gold Council – has released a dra standard, governance model, and assurance process for public consultation. The initiative aims to simplify mining standards and enhance environmental, social, and governance (ESG) practices across the mining value chain.
“A central focus of the CMSI is the responsible management of tailings, with performance measures, highlighting risk-based systems aligned with global standards, including the GISTM and the Mining Association of Canada’s Tailings Management Protocol.”
By promoting transparency, independent audits, and public disclosures, he says, the initiative aims to build trust and drive long-term environmental stewardship and sustainable resource development.
“The evolving landscape of TSF management reflects a fundamental shi in how the mining industry views these facilities – from mere waste repositories, to valuable resources that demand careful stewardship.
“The convergence of South Africa’s regulatory reforms, global standards like the GISTM, and initiatives such as the Global
The standard is explicit about the owners’ responsibility to plan, build and operate TSFs to responsibly manage risk at all phases of the lifecycle – including closure and post-closure. – Lake “ “
Tailings Management Institute (GTMI) and the Consolidates Mining Standards Initiative (CMSI) marks a pivotal moment in the management and use of TSFs,” says Maraschin.
A SHIFT IN RESPONSIBILITY
According to John Sti , a partner and principal engineering geologist at SRK Consulting, the GISTM has fundamentally shi ed the responsibilities of tailings engineers.
“What was once an a erthought is now a departure point. The integration of ESG concerns now requires engineers to collaborate closely with multidisciplinary teams, including ESG professionals,” he says.
“This integration extends across the lifecycle of a TSF, from site selection to closure. ESG considerations now need to be addressed from the very beginning of the site selection process.”
Sti points out that it is no longer optional. This holistic approach ensures that communities and ecosystems a ected by mining activities are factored into operational planning from day one.
“At the same time, the GISTM has also tightened up requirements on the technical aspects of TSF design and management. The
geotechnical risks related to these structures are well known, based on the failures that have occurred.”
Over and above the focus on ESG, he says, the GISTM “also considers hydrological risks as well as the geo-environmental risks related to geochemistry and geohydrology. These now all need to be well integrated to build a full understanding of the broader risks associated with each TSF”.
Mitigating these risks to human life and the environment then becomes a key aspect of the TSF design and operational philosophy.
“One of the steepest learning curves for tailings engineers has been closing knowledge gaps. Among the challenges of investigating older TSFs, for instance, is incomplete historical records – which can hinder accurate risk assessments.
“Good record-keeping is vital, and the GISTM supports this with its requirement for a constantly updated knowledge base –ensuring that all relevant data is available to inform risk mitigation strategies,” says Sti .
MINE CLOSURE AND BEYOND
James Lake, partner and principal environmental scientist at SRK Consulting South Africa (SA), says that closure is a theme
THE GISTM COMPRISES THE FOLLOWING SIX PILLARS:
■ A ected communities
■ Integrated knowledge base
■ Design, construction, operation and monitoring of the tailings facility
■ Management and governance
■ Emergency response and longterm recovery
■ Public disclosure and access to information
that runs through the GISTM principles.
“The standard is explicit about the owners’ responsibility to plan, build and operate TSFs to responsibly manage risk at all phases of the lifecycle – including closure and post-closure,” says Lake.
“This applies as much to the rights of project-a ected people as it does to the maintenance of an interdisciplinary knowledge base and the operation of monitoring systems.”
TSF designs are becoming more robust, he notes. Among the considerations is the likely impact of climate change, for instance, which will require tailings dams to remain stable in conditions of higher or more intense rainfall.
According to Roanne Sutcli e, principal environmental engineer at SRK Consulting SA, the GISTM reiterates the principle that
effective closure planning begins when mines are being conceptualised and designed.
“The operational life of a mine and its TSF is typically measured in decades. In contrast, when considering the post-closure aspects of a tailings facility, the design life will need to be much longer in most instances, and may need to be considered in terms of centuries,” she says.
In terms of the GISTM, mines need to be able to demonstrate that – from a chemical and physical stability perspective – TSFs will remain stable throughout the operational phase and for centuries to come after mine closure.
“The focus on mine closure has been strengthened by the mining industry’s compliance with GISTM. Planning fully for mine closure has always been challenging, but the GISTM has given positive momentum to this imperative,” says Sutcliffe.
LOCAL RESPONSE
Lili Nupen, mining and environment director at NSDV Law, notes that the proposed amendments to the Environmental Impact Assessment Regulations, 2014, and the associated Listing Notices (Proposed EIA Regulation Amendments) were published for public comment in December 2024.
The Proposed EIA Regulation Amendments, she says, represent a significant shift in South Africa’s approach to TSF management, reclassifying TSFs from a waste to a resource, reflecting their potential value, rather than treating them solely as waste material.
“The Proposed EIA Regulation Amendments work in tandem with the National Environmental Management Act (NEMA), by virtue of the National Environmental Management Laws Amendment Act, 2022 (NEMLAA 4), which amended [the
The Proposed EIA Regulations amendments reclassify TSFs from a waste to a resource, reflecting their potential value, rather than treating them solely as waste material. – Nupen “ “
National Environmental Management: Waste Act] to specifically exclude residue stockpiles and residue deposits from the scope of ‘waste’, providing that it will be regulated, instead, under NEMA,” she says.
“The amendments propose to include activities related to the expansion of historical mine dumps and the reclamation of a historical mine dump. Here, a ‘historical mine dump’ is defined as any debris, discard, residues, tailings slimes, slurry, waste rock, foundry sand, beneficiation plant waste, ash or any other product derived from or incidental to a prospecting or mining operation, which does not require a right or permit under the Mineral and Petroleum Resources Development Act, 2002 (MPRDA).”
MPRDA PROPOSED AMENDMENTS
The regulatory framework governing TSFs is undergoing significant reform, continues Nupen. Beyond the Proposed EIA Amendments, proposed amendments to the MPRDA will play a key role in reshaping how historic mine waste is managed.
“The MPRDA amendment process has a complex history, beginning with the Mineral and Petroleum Resources Development Bill, 2013 (MPRD Bill 2013). Although the bill was adopted by Parliament, it was referred back to the National Assembly by the president in 2015 for reconsideration.
“After years of inactivity, the amendment process regained momentum in August 2024 when the Department of Mineral and Petroleum Resources presented its rationale for the proposed changes to the MPRDA. A central feature of these amendments is the introduction of Section 42A, which establishes a regulatory framework for the management of historic residue stockpiles and deposits (i.e. TSFs) that pre-date the MPRDA.”
The amendments, she says, introduce transitional provisions that enable owners of these TSFs to either amend their existing mining rights or apply for new ones, formally integrating these sites into the MPRDA’s regulatory regime.
“Should these amendments be passed and enacted into law, TSFs that were established prior to the MPRDA will be regulated by the MPRDA, and any reclamation activities in respect thereof may require a mining right.
“This shift, while extremely contentious for a whole host of constitutional reasons, aligns with South Africa’s evolving approach to TSFs, recognising them not as waste storage facilities but as valuable secondary ore bodies. I like to say that it is a bit like how Crocs became cool after no one wanted to be seen in them,” she says.
WORKFORCE DEVELOPMENT THE ENGINE THAT DRIVES TRUE TRANSFORMATION
Employers need to meet the new Employment Equity Regulations in a meaningful and sustainable manner, and they must do so in alignment with long-term workforce needs.
With the new Employment Equity (EE) Regulations now in e ect, South Africa is entering a critical chapter in its transformation journey. The targets set for 2030 are clear, sectorspecific, and ambitious – but for many employers, the real question is how to meet them meaningfully, sustainably, and in alignment with long-term workforce needs.
As someone who started their career as an artisan and has spent over 40 years in vocational education and skills development, I have seen first-hand that transformation without a skills foundation is shortlived. Equity cannot exist in a vacuum. It must be underpinned by a robust, inclusive, and forwardlooking approach to workforce development.
By Dr Thabo Mashongoane Mining Qualifications Authority (MQA) CEO
For all organisations, but especially those operating in technically demanding sectors like mining and manufacturing, a sound human resource development strategy is the starting point. It must not only track demographic representation, but also assess the pipeline of talent, training investment, and readiness for future roles.
Taking stock of your internal capacity and looking ahead to identify gaps allows you to place the right people in the right roles, with the right skills, while aligning with legislation and good governance. EE compliance is not just about hiring; it’s about developing your workforce with intention.
At the Mining Qualifications Authority (MQA), we’ve seen how our learnerships, internship programmes, and artisan development initiatives have delivered tangible results. Through ongoing feedback from the Minerals Council South Africa and other industry stakeholders, we know that these interventions have helped mines operate more e iciently, reduce onboarding times, and even lower incident rates.
When workers are properly trained, both theoretical and practical safety improves, and so does productivity. This isn’t theory. It’s being lived on the ground in real South African mines.
A TRANSFORMING SECTOR
There is no denying that the EE targets present real challenges, particularly for industries that have historically struggled with inclusivity. Mining is o en seen as a male-dominated, physically demanding space –and to some extent, that perception still holds.
However, the sector is transforming. Automation, digitisation, and innovation are changing the nature of work. Roles that once demanded physical strength now require analytical and digital skills. This shi opens the door for more women, people with disabilities, and youth from diverse backgrounds to enter the sector as geologists, engineers,
and safety specialists.
Transformation is not about ticking a box. It’s about making space, through technology and training, for more South Africans to participate meaningfully in the economy.
One of the most e ective ways to meet equity goals while building capability is through technical and vocational education and training (TVET). At MQA, we invest significantly in artisan development, spending over a quarter of a million rand annually to fund and support learners, through TVET institutions.
As an artisan myself, I know the value this route holds. For every one engineer, the sector needs up to 15 artisans. That’s the reality of the value chain. And yet, too o en, vocational training is treated as second-tier compared to university education. This must change.
If we truly want to empower the youth, drive down unemployment, and build inclusive growth, we must elevate TVET colleges, resource them, and integrate them into EE planning and workforce strategies.
A COLLECTIVE EFFORT
No single entity, whether public or private, can deliver transformation alone. To reach the 2030 EE targets, we need government, Sector Education and Training Authorities (SETAs), employers, and education institutions to work in unison.
One encouraging development is the formation of platforms like the SETA Integrated High Impact Programmes (SIHIP), which enable SETAs to collaborate across sectors, to share skills and knowledge. These kinds of partnerships will be essential in scaling solutions and supporting smaller employers, who may not have the internal capacity to drive change on their own.
At the MQA, our mission goes beyond numbers. Yes, we want to see equitable representation across all levels of the mining sector, but success, for us, is also about safety, competence, and dignity.
My vision is one where all MQA sta are responsive and engaged with the evolving needs of the sector. A future where skilled workers operate with confidence, where mines are safer, and where fewer lives are lost because of poor training or preparation.
When transformation is embedded in both policy and practice, when it is driven by real skills, we move closer to an inclusive economy where everyone has a fair chance to succeed.
Let us not approach the EE Regulations as a compliance headache. Let’s see them for what they are – a call to action to invest in our people, our institutions, and our future.
The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.
SEEKING NEW PALLADIUM MARKETS
While palladium has many uses across multiple fi elds, the reduction in vehicles that use catalytic converters means the world’s biggest supplier is seeking new applications for the metal.
By Rodney Weidemann
According to Statista, South Africa is the second largest producer of palladium worldwide. Palladium is a metal that can be found in use across a wide range of fields –everywhere from electronics, to dentistry and medicine, to hydrogen purification, chemical applications, and electrochemical sensors.
In fact, the PwC Mine 2024 Report notes that artificial intelligence (AI) systems depend on minerals and metals in several critical ways. Semiconductor chips are mainly made from silicon, but they also contain such metals as copper, gold, tin, nickel, palladium and silver.
Palladium, in particular, is used in multilayer ceramic capacitors to store energy in various devices. It is also used in microprocessors and printed circuit boards, and for plating connectors and lead frames.
Meanwhile, storage devices also rely on metals such as platinum, palladium, and gold for their magnetic and conductive properties. Data centre facilities use vast amounts of metal in their construction.
The demand for AI is contributing to an increased need for these metals. At the same time, integrating AI into urban mining will allow the industry to achieve higher e iciency, better material recovery rates, reduced costs and a lower environmental impact.
Finally, in the automotive industry, its primary use is in catalytic converters for automobiles, where it helps convert harmful exhaust gases into less harmful substances.
Dmitry Izotov, CEO of Nornickel’s Palladium Centre, notes that key global megatrends are dominating the agenda on technology advancements in energy transition, sustainable development and digitalisation. This means that it is imperative to scale innovation across natural resources, to build circularity – a need that is becoming increasingly critical.
“Earlier this year, Nornickel unveiled its strategy for the development of palladiumbased technologies. We have been sharing insights into new technological developments that have the potential to redefine the use of platinum group metals (PGMs) extracted on the African continent, particularly in the fields of energy, electronics, and green technology,” he says.
SEEKING NEW MARKETS
“As the world’s largest producer of palladium and high-grade nickel – and one of the leading global suppliers of platinum, copper, cobalt, and other precious and base metals – Nornickel’s research shows that palladium alloys formed with other PGMs frequently outperform individual metals in terms of e iciency and durability.”
To this end, the company’s Palladium Centre focuses on the development and implementation of innovative palladium-based solutions, designed to enhance industrial e iciency.
“Some of the more promising application areas include solar and hydrogen energy, biofuels, and next-generation electronics,
where palladium can help reduce the cost of conductive components, hard drives, and [organic light-emitting diode] OLED displays.”
This is vital, since – according to the World Platinum Investment Council – the decline in internal combustion engine vehicle production, and the concomitant reduction in the need for catalytic converters, will result in a market surplus of palladium in 2026. Global prices for palladium are already down 10% this year, a er a 39% slump in 2023.
This, suggests Izotov, is why, together with Chinese universities and industrial partners, Nornickel is testing several new technologies. These fall in areas such as hydrogen production and water purification, and the company is thus actively seeking to find a place for palladium in the global green energy transition, in the hope of boosting demand.
“Our goal is to become a technological partner for producers of PGM-based products, by maintaining a focus on identifying applications where palladium delivers a strong competitive edge.
“Nornickel is bringing together leading scientific teams to develop prototypes, conduct large-scale industrial trials, optimise the product, and transfer the technology to manufacturers. This approach allows us to create more e icient materials and open up new markets for palladium applications,” he says.
WASTE-TO-ENERGY INITIATIVES IN THE LOCAL MINING INDUSTRY
Mining operations produce vast amounts of general waste which can, under the right circumstances, be leveraged to produce energy – essentially killing two birds with one stone.
The mining industry in South Africa is one of the most significant contributors to the country’s economy, providing employment and generating substantial revenue. However, this sector also faces numerous challenges, including environmental degradation and waste management issues.
Waste-to-energy initiatives present a promising solution to some of these challenges, o ering opportunities for sustainable development and energy generation. In addition, the National Waste Management Strategy (NWMS) aims to divert 70% of waste from landfills by 2035, ultimately leading to zero waste to landfill.
By Dr Andries van der Linde PhD UH, UK, Technical Director at Blue Tree World
Mining operations produce vast amounts of general waste, including rock and slurry, tailings, tyres, oil and industrial waste. Traditional waste disposal methods, such as landfill and incineration, pose logistical challenges and have significant drawbacks, including the release of harmful pollutants and greenhouse gases.
Waste-to-energy technologies that convert waste materials into usable energy, typically in the form of electricity, heat, or fuel, are one way of converting waste challenges into a value proposition. Depending on the waste type and composition, general waste has a calorific value ranging from 7MJ/kg to 41MJ/kg.
The higher calorific value waste is typically waste that contains a high percentage of plastic, which is mostly hydrocarbons. It is also important to note that the moisture content of waste reduces the overall calorific value.
Even though this could be up for debate, using waste as an energy source would also fit in with a circular economy approach. Those who read the article on a circular economy approach in SA Mining’s previous edition would know what this is about.
WASTE-TO-ENERGY METHODS
Several methods are employed in waste-to-energy initiatives, including incineration, gasification and pyrolysis. When selecting any of these methods, it is important to understand what takes place during the waste destruction process, and what the potential benefits and disadvantages are – otherwise a new problem might be created.
Incineration, for example, involves burning waste materials in the presence of oxygen, which results in waste reduction by weight and volume, with the possibility of heat recovery as hot water and/or steam. This can be used for food processing in a mine’s kitchen or even for electricity.
While this method reduces the volume of waste, there are several arguments against this method. The ash residue may contain elements such as heavy metals that could impact human and ecosystem health. There is also the possibility of air pollution from flue gas, especially if complete combustion is not achieved, resulting in particulates in the flue gas that may be carcinogenic and could also carry harmful toxins.
There are more e ective methods to process waste and still have a positive cost benefit outcome, namely gasification and pyrolysis. Gasification is a process that converts organic waste into synthetic gas (syngas), mainly consisting of carbon monoxide and hydrogen, through hightemperature reactions in a controlled environment. Syngas can be used to produce electricity or as a feedstock for chemical production.
Pyrolysis is a similar process, and involves heating waste materials in the absence or near absence of oxygen, to produce bio-oil, syngas, and wax. This method is particularly e ective for organic and plastic waste. It is found that a combination of organic and plastic waste enhances the conversion process.
The advantage of pyrolysis is that it can be a self-sustaining process where some of the syngas produced is used as a heat source. The bio-oil and wax can be recycled for further gas production.
Waste heat recovery, a process of capturing and reusing thermal energy that would otherwise be discarded as waste, is an o enoverlooked source of reusable energy. This energy, o en from industrial processes such as furnaces and incinerators, is recovered and repurposed. By doing so, waste heat recovery can significantly reduce energy costs, minimise environmental impact, and improve overall e iciency.
A PERENNIAL CHALLENGE
Lastly there is the perennial tyre challenge. In South Africa’s mining industry, tyre disposal is managed through a combination of regulations, industry initiatives, and recycling e orts.
Mines are required to manage waste tyres according to the Industry Waste Tyre Management Plan and the National Environmental Management: Waste Act, 2008, which includes mutilation requirements for certain types of tyres.
Mines are therefore encouraged to implement waste tyre management plans and collaborate with other stakeholders, including local communities, to manage their waste tyres responsibly. There is certainly potential for tyres to be recycled to produce fuels that can be used for the generation of energy without restrictions, other than that imposed by the National Environmental Management Act.
A final benefit, which should not be underestimated, is the potential of carbon credit trading. In South Africa, this primarily occurs within the Voluntary Carbon Market, allowing companies to acquire carbon credits – on a voluntary basis – to o set their greenhouse gas emissions.
Carbon credits gained through waste-to-energy initiatives represent CO2 emissions reductions, which can be used to meet compliance requirements or for sustainability objectives.
The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.
WHY MINES PREFER PREFABRICATED STRUCTURES
As mining companies – many with tight project deadlines – increasingly lean towards sustainable and eco-friendly designs for worker accommodation, prefabricated solutions have come to the fore.
Mine workers typically face safety and comfort challenges when using on-site accommodation. Overcrowding, poor ventilation and lack of natural light, small living spaces and other conditions all add to the stress of working away from home.
However, says Roberto Campos, chief operations o icer at Kwikspace, the Mining Charter prescribes the required living spaces, and mining companies are increasingly leaning towards sustainable and eco-friendly designs as well as prefabricated structures. This is because of factors like the speed of deployment, ease of maintenance and cost e ectiveness.
“With such prefabricated buildings, space is not constrained and dimensions are flexible, including the design required to provide comfort to workers. Prefabricated buildings can be easily assembled and relocated if needed, while the flexible floor plans allow for various room configurations,” he says.
“Prefabricated buildings o er better insulation too – buildings are warmer in winter and cooler in summer, providing a more comfortable living environment. Kwikspace o en includes heating, ventilation and air-conditioning (HVAC) and improved bathroom facilities, such as glass shower doors and quality sanitary equipment.”
Buildings can also be designed so that ablutions are positioned as en suite rooms or with a communal change room, allowing workers to be more comfortable in their environment.
“At Kwikspace, it is important to incorporate client feedback into its product development for the mining sector,” says
Campos. “To this end, sales sta conduct regular site visits with clients to observe operations and gather feedback, engaging with all divisions. Furthermore, Kwikspace attends mining exhibitions where feedback is received from clients.
“The company also always complies with the mining client’s safety protocols and certifications, and is audited by ISOaccredited bodies for health and safety.”
Importance of sustainability
From a sustainability perspective, Kwikspace has internal waste management policies, where it keeps waste to a minimum during production, reducing the amount of scrap generated.
This is recycled through waste management programmes, where any hazardous waste is sent to various waste management sites, and certificates of safe disposal are received.
“Mining companies use Kwikspace’s services because we are renowned for having some of the the fastest deployment times. In fact, some deliveries have occurred within two weeks of orders being placed, and urgent or large projects are dealt with by scaling up to manufacture 1 400m2 per week, if required.”
The di erence that Kwikspace makes for many mines comes in the timelines, he says. “O en a mine will be required to ramp up quickly, so the timelines are too short to construct brick-and-mortar facilities. The challenge comes in providing our facilities within the required time frames and with the expected quality and health and safety requirements.”
BENEFITS OF KWIKSPACE BUILDINGS
■ Kwikspace buildings are designed to be easily transported to the most remote locations, reducing logistical complications.
■ Kwikspace buildings are manufactured with durable materials that withstand harsh weather conditions.
■ Kwikspace buildings can be deployed rapidly, meeting tight project deadlines.
■ Kwikspace adheres to stringent health, safety and quality standards, ensuring compliance to mining regulations.
Kwikspace always properly designs or provides concept on a design provided by the mine. The company collaborates with most of the well-known mining companies, which is a continuous partnership that constantly grows, he adds.
“We also take pride in properly assessing current conditions, positions of the buildings, and accessibility for new buildings and amenities, when planning or providing concept designs to a mine.”
Looking to the future, Campos believes mines will increase their use of prefabricated buildings, due to mineral pricing fluctuations and market forces impacting costs.
“A er all, it is far easier, cheaper and quicker to scale up or down the required infrastructure when using prefabricated buildings – whether on a permanent or rental basis,” he says.
Transportation
C.I.S INDUSTRIAL STRUCTURES
Fabricators of industrial structures
C.I.S Industrial Structures was formed in 2018-19 as a separate division of C.I.S Engineering, with the focus on fabrication of industrial structures for the mining, mineral beneficiation, petrochemical and chemical, water and wastewater industries.
Products include:
Building structures, Process support structures, Process tanks and vats, Mechanical equipment structures, Piping and ducting. This division is housed in the C.I.S Engineering complex and the plant houses modern automated and semi-automated steel processing equipment for welding, fabrication, bending, rolling, beam drilling, and angle working.
C.I.S Industrial Structures has full access to laser- and plasma-cutting facilities, and hosts one of the most advanced computer numerical
PRESTANK
Suppliers of fully customisable, high-quality water-storage solutions
Prestank, manufactured by Structa Technology, is a brand of sectional water storage tanks that is hygienically safe and cost-effective, and a reliable way to store water for the commercial or private sector, or even for personalised storage. Pre-manufactured storage facilities can be provided for a vast variety of applications, and are used extensively by the mining industry and municipal authorities. They range from 1 500 litres to 4.2 million litres. Choose from temporary or permanent installations.
Prestank tanks are fully customisable, high-quality water-storage solutions that are manufactured according to SANS guidelines and meet South African hot-dipped galvanising requirements. A major advantage is that these tanks facilitate easier handling and transportation over long distances to remote areas.
control (CNC) fibre laser-cutting facilities in South Africa. A full complement of associated design services, including draughting, computer-aided design modelling and structural analysis, are offered. The division operates under the C.I.S Engineering Quality system, which is certified to ISO 9001:2015 and is Level 1 BBBEE-compliant. C.I.S Engineering is part of the Structa Group of Companies.
CONTACT:
Tel: +27 (0)16 986 1135
Email: info@cisindustrialstructures.co.za
Web: www.cisindustrialstructures.co.za
8 Firestone Street, Vanderbijlpark, Gauteng
Assembly on-site is quickly achieved without the need for sophisticated tooling methods. Minimum maintenance is required because the galvanised steel panels resist weathering from the elements, while maintaining the integrity of the water within from contamination of most forms.
Structa Technology is a Level 1 BBBEE contributor.
Structa Profile was established in 2009 as an internal plasma profile cutting service centre within the Structa Group. Through the years, the business expanded its offerings to all customers, and now also boasts the following state-of-the-art equipment:
• 3 x CNC laser machines with a cutting bed of 12m x 3m that can process mild steel and carbon steel up to 70mm and stainless steel up to 50mm.
• 3 x HD Plasma Cutters with a combined bed size of 54m x 3.2m which can cut stainless and carbon steels up to 35mm thick with a tolerance of ±2mm or less. Oxy-fuel cutting options are available up to 300mm thick.
The company is housed adjacent to its sister company C.I.S Engineering. This allows Structa Profile to offer a one-stop metals processing service from advanced designing and engineering up to the final product. Services also include bending, welding, assembly, beam drilling, angle punching and cropping.
CONTACT:
Tel: +27 (0)16 986 1135
Email: info@structaprofile.co.za
Web: www.structaprofile.co.za
8 Firestone Street, Vanderbijlpark, Gauteng
AKS LINING SYSTEMS
Specialist manufacturer of geomembrane and corrosion protection liners Based in Cape Town, AKS Lining Systems, has been manufacturing quality thermoplastic products and operates within a very specialised, yet expanding market in manufacturing quality Corrosion Protection Liners (CPLs) and geomembrane liners. Supplying the entire SADC region, and exporting to more than 30 countries worldwide, its products are installed in diverse applications, including mining, water and waste treatment, landfill, ponds, dams, construction and general infrastructure. Geomembrane can be manufactured according to GRI-GM 13 (HDPE), GRI-GM17 (LLDPE) and the SA industry standard, SANS 1526. As an ISO 9001:2015 certified company, AKS follows a strict code of conduct to ensure top-quality products and custom solutions for clients.
CONTACT:
Tel: +27(0)21 983 2700
Email: aksmarketing@aks.co.za
Web: www.aks.co.za
LEMAITRE: A LEGACY OF SAFETY & INNOVATION
For decades, Lemaitre has led safety footwear innovation in South Africa’s mining, construction, agriculture, and manufacturing industries. Built for durability and comfort, our footwear exceeds industry standards.
Maxeco Pro: The Evolution of an Icon
The Maxeco Pro enhances the legacy of the trusted Maxeco boot, featuring a full-grain leather upper, extra-wide steel toecap, SR slip-resistant sole, LM-Cloud memory foam insole, and PlushShield padding—delivering unmatched protection and comfort for South Africa’s workforce.
CONTACT:
Tel: +27 (0)87 057 7770
Email: info@bbfsafety.com
Web: www.lemaitre.co.za
ENVASS GROUP OF COMPANIES
Your partner in environmental solutions
At Envass Group of Companies, we specialize in Mine Closure Assessments and Financial Provisioning, ensuring compliance, sustainability, and a reduction in long-term liability. We offer a wide range of environmental services, including Environmental Impact Assessments (EIAs), Environmental Management Plans (EMPs), audits, and water use licensing. Our expert team operates throughout South Africa and SADC countries, delivering tailored and practical solutions that align with local regulations. Whether you need strategic advice or comprehensive project support, we are committed to guiding clients toward environmentally responsible and compliant outcomes across various industries.
CONTACT:
Tel: +27 12 460 9768
Email: info@envass.co.za
Web: www.envass.co.za
ENAEX AFRICA PREMIUM BLASTING SERVICES PROVIDER
Enaex Africa is a premium blasting solutions partner across key mining regions, with a clear purpose to humanize mining. We produce and supply a comprehensive range of explosives and value-added solutions, including bulk emulsions, packaged explosives, boosters and both conventional and electronic detonators: serving opencast and underground mines, quarries and civil construction projects. Driven by operational and technical excellence, Enaex stands for Stronger Bonds—remaining strongly committed to positively impacting sustainability, safety and environmental responsibility.
CONTACT:
Tel: 011 911 3412
Email: enaex@enaex.com
Web: www.enaex.com/af/en/enaex-near-you/
FLOW SYSTEMS
Established in 1975, Flow Systems Manufacturers (Pty) Ltd designed the first locally manufactured turnstile in South Africa for the South African mining environment. Today, the company manufactures and installs an extensive range of high-quality access control barriers from revolving doors and high-security booths to robust industrial turnstiles. It also manufactures a range of vehicle access control barriers – namely manual and automatic boom barriers, with and without spike control, as well as fixed and movable bollards. For the mines, they also supply Alcohol Detection Turnstiles, Biometric Quarter Lock Turnstiles, Sanitiser Turnstiles, etc.
CONTACT:
Tel: 011 762 2453
Email: info@flowsystems.co.za
Web: www.flowsystems.co.za
GRINDING TECHNIQUES
Grinding Techniques locally manufactures a comprehensive range of abrasive products, suited to various applications in the mining environment.
The Superflex range boasts exceptional grinding products, perfectly suited to applications of harder materials such as wear parts and tips.
Providing excellent stock removal on high alloys, chrome and other heat-sensitive metals, these products ensure reduced heat on application, superior longevity, and the benefit of reducing potential cracking and deformation of the work piece.
Superflex – Durable | Dependable| Different
CONTACT:
Tel: +27 11 271 6400
Email: info@grindtech.com
Web: www.grindtech.com
INVINCIBLE VALVES
40 years of service excellence to our esteemed customers around the globe
Invincible Valves offers a wide range of industrial valves locally manufactured and or imported, including the Inval range and ancillary equipment, as per client requirements. In conjunction with the new valve sales, we also offer in-house rubber lining and reconditioning of all valve types.
As a Level 1 BBBEE service provider with our head office in Germiston, Gauteng, we have satellite offices and/or agents countrywide. We also ship globally to mining, petro-chemical, power generation and all other industrial sites.
CONTACT:
Tel: 011 822 1777
Email: sales@invalve.co.za
Web: www.invalve.co.za
Hikvision
Mining Integrated Security Solution
Safeguarding employees and operations with boosted productivity
Al-powered analytics for personnel protection
Al-powered analytics for personnel protection
Ensuring Operational E ciency and Productivity
Ensuring Operational E ciency and Productivity
Remote anomaly detection with thermography
Remote anomaly detection with thermography
Transportation monitoring
Transportation monitoring
Visualizing Data for Better Insights
Visualizing Data for Better Insights Productivity
Hikvision South Africa (Pty) Ltd
9 Eden Road, Waverley Office Park Building 2, Bramley Johannesburg 2090, South Africa
Call Center: +27 (0)10 085 8300
Technical Support WhatsApp: +27(0)82 644 6600
Sales Support Email: wangqi7@hikvision.com
Website: www.hikvision.com
Social Media: Facebook, LinkedIn, Twitter, Youtube and TikTok @HikvisionSouthAfrica
CLEANSCRAPE ® ®
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MARTIN ENGINEERING
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MARTIN ENGINEERING
A global leader in bulk material handling solutions
A global leader in bulk material handling solutions
MARTIN ENGINEERING
A global leader in bulk material handling solutions
A global leader in bulk material handling solutions
Founded in 1944, Martin Engineering is a global leader in bulk material handling solutions, driving innovations that make operations cleaner, safer, and more productive. The company's comprehensive range of Belt Conveyor components and Air Cannon Solutions have served mining, cement, steel, paper, recycling, and processing operations for more than eight decades.
Founded in 1944, Martin Engineering is a global leader in bulk material handling solutions, driving innovations that make operations cleaner, safer, and more productive. The company's comprehensive range of Belt Conveyor components and Air Cannon Solutions have served mining, cement, steel, paper, recycling, and processing operations for more than eight decades.
Founded in 1944, Martin Engineering is a global leader in bulk material handling solutions, driving innovations that make operations cleaner, safer, and more productive. The company's comprehensive range of Belt Conveyor components and Air Cannon Solutions have served mining, cement, steel, paper, recycling, and processing operations for more than eight decades.
Founded in 1944, Martin Engineering is a global leader in bulk material handling solutions, driving innovations that make operations cleaner, safer, and more productive. The company's comprehensive range of Belt Conveyor components and Air Cannon Solutions have served mining, cement, steel, paper, recycling, and processing operations for more than eight decades.
Martin Engineering Africa proudly operates a manufacturing facility in Emalahleni, Mpumalanga, with a strong partnership network across Africa. As a Level 2 B-BBEE contributor, we value our people and culture as much as we do our customers ensuring workplace well-being for all in line with our vision To Ignite Excellence so that Families Thrive and Communities Flourish.
Martin Engineering Africa proudly operates a manufacturing facility in Emalahleni, Mpumalanga, with a strong partnership network across Africa. As a Level 2 B-BBEE contributor, we value our people and culture as much as we do our customers ensuring workplace well-being for all in line with our vision To Ignite Excellence so that Families Thrive and Communities Flourish.
Martin Engineering Africa proudly operates a manufacturing facility in Emalahleni, Mpumalanga, with a strong partnership network across Africa. As a Level 2 B-BBEE contributor, we value our people and culture as much as we do our customers ensuring workplace well-being for all in line with our vision To Ignite Excellence so that Families Thrive and Communities Flourish.
call +27 13 656 5135
Martin Engineering Africa proudly operates a manufacturing facility in Emalahleni, Mpumalanga, with a strong partnership network across Africa. As a Level 2 B-BBEE contributor, we value our people and culture as much as we do our customers ensuring workplace well-being for all in line with our vision To Ignite Excellence so that Families Thrive and Communities Flourish.
call +27 13 656 5135
call +27 13 656 5135
call +27 13 656 5135
email feedback@martin-eng.co.za visit us at martin-eng.co.za
email feedback@martin-eng.co.za visit us at martin-eng.co.za
email feedback@martin-eng.co.za visit us at martin-eng.co.za
email feedback@martin-eng.co.za visit us at martin-eng.co.za
POWERING UP
SOUTH AFRICA’S ROLE IN THE AGI REVOLUTION
For South Africa to take advantage of the AI revolution, priority needs to be given to renewable energy solutions, which can meet the massive power demands of AI-focused data centres.
By Mandy Hattingh, Legal Practitioner, NSDV Law
Artificial intelligence (AI) has found its way into general conversation since the emergence of large language models like ChatGPT, capable of generating text on a near-infinite range of topics. However, the discussion is increasingly turning to the search for artificial general intelligence (AGI), which – once discovered – could change the game entirely.
Narrow AI is trained to perform a specialist function such as natural language understanding, playing chess, or identifying spam. In contrast, AGI will resemble a genius polymath – able to tackle a wide range of challenges across any field. AGI is expected to revolutionise sectors such as healthcare, scientific research, and automation.
This automation could lead to increased productivity and e iciency, but may also result in substantial job displacement. Naturally, AGI’s potential applications come with environmental, social and governance (ESG) considerations as well, which must be addressed.
Before considering the ESG implications of AGI, it is worth noting that its discovery is currently constrained by three main factors: processing power, access to information, and energy supply.
AGI requires vast amounts of computational resources (i.e. chips) to mimic human-level intelligence, far surpassing the capabilities of today’s AI models. In addition, training AI and AGI requires access to large, high-quality datasets.
As human-created data is a finite resource, AIs and AGIs may create new knowledge autonomously to teach themselves – raising important questions about privacy, control, and the implications of AI generating its own data. However, none of this is possible without su icient energy.
While training any AI already requires huge amounts of energy, newer systems are now evolving towards an “always learning” phase, where they continuously update and refine their knowledge in real time. The energy demand associated with their operation will thus increase and become sustained, as this shi requires constant computational processing.
When AGI emerges, this e ect will be amplified. AGI’s ability to understand, learn, and apply knowledge across a wide range of tasks in a human-like manner will necessitate even more complex computations and perpetual data processing, further escalating electricity demand exponentially.
The inability of regions or nations to meet these electricity demands could limit access to AI and AGI technology to regions and entities with stable, a ordable, and increasingly green energy supplies. This will likely shape who can participate in the AI and AGI revolution, potentially reinforcing global and regional inequalities, if not addressed equitably.
Consequently, both existing and future data centres in South Africa will need to be robust, secure, and always online (and always powered), or we risk missing out on the competitive advantages associated with the use and development of AI and AGI. To ensure the country benefits from the AI revolution, it must adopt a proactive approach.
The first and most critical step is to prioritise and incentivise investment in renewable energy. This will prevent the stalling of AI development in South Africa. Powering data centres with renewable energy, coupled with storage solutions like green hydrogen fuel cells or batteries to address intermittency issues, has many benefits.
These benefits include: reducing greenhouse gas emissions; reducing
longer-term operational costs; alleviating strain on the national grid and energy losses due to wheeling if renewable facilities are co-located with data centres; enhancing competitiveness in the global economy where the source of energy (renewable vs fossil fuel) for data centres may attract or deter foreign investment; and where possible, feeding excess power back into the grid to contribute to energy security.
To drive investment in renewables in the context of data centres and the country at large, there are always two options – carrot or stick. The carrot – rewarding proactive e orts –is o en preferred, as it encourages investment and innovation, making adoption more appealing and reducing resistance.
Thus, incentives such as tax breaks and reduced tari s on renewable energy hardware should be considered to foster growth in the renewable energy sector, creating green jobs and green data centres.
South Africa should consider adopting the example of other African nations that have proven successful in incentivising renewable energy investment. For example, in 2021, Kenya exempted solar and wind energy specialised equipment from VAT. In Ghana, all imported solar panels are VAT-free. And in Botswana, equipment and machinery including solar panels and inverters have been exempted from import duty.
Embracing renewable energy investment is imperative for South Africa to fully capitalise on the opportunities presented by AI and AGI. By prioritising sustainable power sources for data centres, the country can meet the substantial and continuous energy demands of advancing AI technologies.
Proactive action today will enable South Africa to harness AGI for economic growth and social development, paving the way for a more equitable and sustainable future.
A NEW ERA IN PUMP WEAR TECHNOLOGY
The nature of slurry pumps is that they face the wearing of sacrifi cial components. KSB’s new pump is designed to offer a more proactive approach to maintenance.
The e icient operation of slurry pumps in the mining industry is critical, and pump wear technology is playing an increasingly significant role in monitoring and maintaining pump performance.
An innovative solution that is making waves in the industry is KSB GIW® SLYsight technology. This advanced slurry pump wear monitoring technology is changing the way pump wear is detected and managed, and is leading to improved pump performance with longer equipment lifespans.
According to KSB Pumps and Valves’ market area manager for mining, Jacques Pretorius, the transportation of abrasive and corrosive mixtures in mining operations is the task of slurry pumps.
The nature of this duty inevitably results in the wearing of sacrificial components, he explains. It is crucial for slurry pump users to manage the results of this wear in relation to maintaining optimum pump e iciency. Although traditional methods of monitoring and managing pump wear through manual inspections and scheduled maintenance are common, they come with limitations, such as time and resource expenditure.
“Additionally, such approaches are reactive, meaning wear is o en only identified a er it has impacted pump e iciency, leading to higher maintenance costs and potential downtime. Therefore, there is a pressing need for a more advanced solution that can o er precise and timely insights into the wear status of slurry pumps, enabling a more proactive approach to maintenance,” says Pretorius.
“KSB GIW® SLYsight utilises custom sensors placed in strategic locations. These measure the actual wear rate of a slurry pump’s parts, including the internal clearance between the suction liner and the impeller – also known as the ‘nose gap’. The data collected by the sensors as the pump runs is then shared through periodic reports.”
This enhanced monitoring system delivers
Manual approaches are reactive, meaning wear is o en only identified a er it has impacted pump e iciency, leading to higher maintenance costs and potential downtime. “ “
data during nose gap adjustments that not only contributes to the pump’s maximum wear life but also enables operators to make an e icient and safe adjustment while the pump is operating, he says.
Pretorius adds that integrating KSB GIW® SLYsight technology can prevent unforeseen shutdowns and streamline operations. At the same time, the technology helps
avoid premature replacement of sacrificial components before they reach their maximum service life.
“By implementing this system, slurry pump maintenance planning becomes more straightforward, eliminating uncertainty. The greatest advantage is its ability to supply maintenance teams with data that was once inaccessible. This technology enhances the understanding and management of pumping equipment wear, by providing visual data reports and monitoring capabilities.”
He says by comparing KSB GIW® SLYsight technology to traditional wear monitoring practices, it becomes clear that the field of pump maintenance is shi ing. The limitations of periodic inspections and human intervention – including subjective interpretation and variations in precision –are intrinsic to traditional methodologies. Although these approaches served their purpose, they o en lead to strategies that address wear only once it has already impacted pump performance.
KSB GIW® SLYsight, by comparison, “employs real-time monitoring of wear and introduces an objective lens that enhances accuracy and eliminates guesswork. This technology enables much more informed decision-making that can pre-emptively counter potential wear and tear issues”, before they escalate.
“By freeing up resources and allocating time and manpower more e iciently, the new system is a clear improvement over the more traditional manual inspections,” says Pretorius.
UNDERGROUND MINING
OPENS NEW OPPORTUNITIES FOR SHAFT SINKERS
With many open-pit mines in Southern Africa reaching maturity, the scope for underground mining promises to create new opportunities for shaft sinking and underground mining specialists.
Underground mining is opening up new opportunities for sha sinking specialists, even as many open-pit mines in Southern Africa are maturing. As a longstanding leader in the field, Murray & Roberts Cementation is leveraging its safety record and innovative technologies to tackle complex long-term projects in a promising market.
Japie du Plessis, managing director of Murray & Roberts Cementation, answers some questions about these new opportunities, and how the company is leveraging these.
Q: TELL US ABOUT SOME OF THE KEY DIFFERENTIATORS THAT POSITION YOUR COMPANY TO EXPLOIT THESE NEW OPPORTUNITIES?
A: Murray & Roberts Cementation has been a leader in this field for many years, with plenty of experience with complex and long-term projects. We are constantly reinforcing our safety performance and honing our innovative practices and technologies. Among our di erentiators has always been our depth of expertise and experience, with many of our people having served up to 35 to 40 years with us. But what makes us most proud in recent
years is how we have continued to pioneer safe execution in a field which is known for its risks and hazards.
Q: HOW DOES SAFETY LIE AT THE CORE OF YOUR OFFERING?
A: Safety has always been at the core of our extensive range of training interventions in sha sinking and trackless mining. Our blended learning methodologies – and particularly our mock-up facilities – are recognised as benchmarks for the industry. The company has engineered safety into all its processes, systems and equipment, based on a thorough analysis of past incidents. This has allowed the safe deployment of innovative sha sinking methods and spurs on continuous improvement in designs and methodologies. We were recognised in 2024 by the Association of Mine Managers South Africa (AMMSA) with a safety award for achieving seven million fatality-free shi s, and reached another benchmark milestone in January 2025 in achieving eight million fatality-free shi s over a period during which we sunk numerous sha s for mining companies in Southern Africa.
Q: DESCRIBE SOME OF THE CHALLENGES YOU HAVE FACED?
A: Each project brings its own challenges
and working conditions, so we apply our tailored approach to the specific needs of the customer. This could include solving construction challenges underground, developing appropriate mining methods for underground crusher chambers, or finding solutions for hoisting. Fortunately, the skills development capabilities within Murray & Roberts Cementation adds a vital sustainability element to its contract mining work, which has recently included numerous projects in platinum and coal.
Q: TELL US ABOUT SOME OF YOUR MORE RECENT PROJECTS?
A: Recent projects have included the innovative adaptation of a ventilation sha to include hoisting infrastructure, which would operate where air is required to move at high velocities. There have also been sha sinking contracts – including a recent 1 200m sha – where conventional methods failed to deliver results due to the poor quality of ground conditions. We applied accepted sinking methodologies in creative ways to deal with those di icult ground conditions. In the same way, we tailor solutions in trackless mining, pumping, hoisting, high-pressure plug construction, dewatering, ore pass rehabilitation, and drilling and blasting practice.
The Mimosa mine in Zimbabwe has recently completed construction of the second-largest – and most advanced – tailings storage facility in the country.
By Rodney Weidemann
The construction of the secondlargest tailings storage facility (TSF) in Zimbabwe, the TSF-4 storage facility at Mimosa platinum mine, has demonstrated the value of aligning local skills with engineering expertise. Mimosa is a shallow, mechanised platinum group metals (PGM) and base metal operation, some 340km south-west of Harare.
The mine is jointly held by Implats (50%) and Sibanye-Stillwater (50%). Both recognised the need for a new construction, required to replace the mine’s TSF-3 facility, which had reached the end of its operational life.
Commissioned as far back as 2003, the TSF3 facility has now been replaced by the new project, at a cost of US$75-million. According to the engineers, the design of the new facility is not merely a replication of past facilities, but is instead a forward-thinking approach that has incorporated lessons learnt from previous tailings management experiences around the globe.
According to SRK partner and principal civil engineer Andrew Robertshaw, TSF-4 is designed to cater to the life of mine, so it has the capacity to handle all waste material generated by the mine during its remaining lifespan.
Furthermore, he adds, provision has been
made for the potential retreatment of older tailings dams, such as TSF-3 and TSF-2, with the waste from these processes deposited into the new facility. TSF-4 has also been designed to accommodate future operational expansions, and waste retreatment initiatives.
“Designed and built to comply with the Global Industry Standard on Tailings Management (GISTM), this was a sizeable project that has resulted in a technologically advanced TSF structure measuring some 1km by 1.3km,” he says.
“The storage capacity of the facility is substantial, based on a production rate of 466 000 tonnes per month over a 20-year deposition period.”
It was imperative to both Implats and Sibanye that the Mimosa Tailings Dam project conformed to the GISTM as well as local regulatory requirements and industry accepted best practices, says Implats.
This approach ensured the construction
of a safe tailings facility from the ground up and provides confidence in the optimal performance of this structure into the future.
Both Implats and Sibanye view the GISTM as a crucial step towards establishing a responsible and reliable approach to tailings management in the global mining industry.
LOCAL CONTRACTORS HELP OVERCOME CHALLENGES
“The involvement of local companies is integral to the broader Indigenisation and Economic Empowerment policy of Zimbabwe, ensuring that locals are given preference. This is aimed at promoting local economic growth and empowerment,” notes Implats.
“Mimosa is also committed to corporate social responsibility (CSR) and environmental, social and governance (ESG) initiatives that prioritise the provision of services to locals, and the empowerment
The capability to raise the facility from 30 to 60 metres was included in the design to accommodate potential future production needs. – Implats “ “
COMPLEX DRAINAGE
A complex arrangement of drains was designed to ensure the basin was thoroughly drained, and comprised:
The storage capacity of the facility is substantial, based on a production rate of 466 000 tonnes per month over a 20-year deposition period. – SRK “ “
of locals through enterprise development initiatives.”
This is reflected in its strong footprint in CSR initiatives, which are well documented and demonstrate Mimosa’s commitment to empowering local communities. The selection and adjudication of contractors are managed by a tender committee comprising various trades, to ensure impartiality and due diligence before awarding the contract.
The CSR department is also involved. For the Mimosa Tailings Facility Project, Mimosa decided to select local contractors as far as possible, to create employment opportunities for local business entities.
“A significant design challenge was mitigating the potential blinding of the basal drains by the talc material found within the tailings material at this operation. This necessitated a robust drainage design to minimise the potential impact of the talc,” says Implats.
“The construction of the complex and extensive drainage system within the tailings facility basin and perimeter was achieved through the close collaboration between the mine – which procured the construction materials, the construction contractor, and the design engineers.”
Access challenges and constraints
were also significant during construction. Meticulous planning of the numerous and varied construction activities was required to overcome access constraints posed by the thick, naturally occurring clay which covers the site footprint, and the additional complications this caused during wet weather conditions.
These existing access challenges were further exacerbated with the progressive construction of the individual drains. The protection of these completed works was critical, and therefore a construction priority.
“The capability to raise the facility from 30m to 60m was included in the design to accommodate potential future production needs. This flexibility in increasing the storage capacity of the facility would negate the need for an additional tailings footprint, in the case of a potentially extended life of mine,” says Implats.
Asked what he felt the key to the project’s success was, Robertshaw indicates the importance of the client’s strategy to involve and empower local companies. All construction was undertaken by Zimbabwean contractors, all of whom worked under SRK’s guidance.
“This developmental approach led to a real sense of achievement among
■ Two main drains on top of the basin ground level, with the Inner Main Drain approximately 160m from the outer wall and the Outer Main Drain approximately 80m from the outer wall. The inner drain was to accommodate future raising of the dam.
■ Chimney infrastructure on the same alignment as the Outer Main Drain and restricted to initial high rate of rise areas.
■ A Toe Drain at the toe of the upslope of the Starter and Toe Walls.
■ An Interface Drain (ground level) –located approximately 40m north of the existing TSF’s northern flank.
■ Providing su icient drains was one of the approaches to mitigate the risk that talc would clog the drains. Additionally, the drainage network was separated into 100m sectors to allow monitoring of the drainage all around the perimeter of the dam. The flow monitoring will allow early detection of possible clogging to ensure timely intervention.
all involved, and demonstrated how the local economic impact of a project can be enhanced as part of a strategic commitment to responsible mining,” says Robertshaw.
NEW INFRASTRUCTURE INVESTMENTS COULD SLASH COSTS AND INCREASE COMPETITIVENESS
Poor roads, long distances, and border delays are driving up costs and disrupting blasting schedules across South Africa’s remote mines. However, government’s R402-billion infrastructure budget offers renewed hope for improvements.
The South African explosives industry, crucial to mining operations, stands to benefit significantly from renewed public-sector interest in transportation infrastructure – a development that could help the mining sector compete globally and attract international investment.
One of the biggest hurdles to getting explosives material to worksites is o en the vast distances between major supply hubs and remote mining sites. Mines located far o the beaten path typically have to deal with bad roads, inadequate or nonexistent rail links, and regulatory red tape if they need to cross borders and multiple checkpoints. Just getting a truck with explosives to the right place on time can be a logistical nightmare.
By Johan von Landsberg
Technical Manager at Mining and Energy Acuity (MEA)
Limited or failing transport infrastructure sharply inflates logistics costs, prolongs delivery timelines, and limits the options for sourcing essential materials – such as explosives – making it far more di icult and expensive for mining companies to operate in particularly hard-to-reach, relatively ore-rich environments.
This, in turn, constrains the volume that mining companies can purchase and ship of required explosives material at any one time. While explosives themselves may be a niche aspect of a much broader supply chain, they have an outsized influence on mining productivity.
The truth is that poor infrastructure substantially drives up costs, necessitating many additional hours to organise and manage the logistics – hours that some companies may not be able to spare. Failing infrastructure also introduces a slew of uncertainties that make it di icult for blasting operations to adhere to schedules and meet production targets.
DRIVING EFFICIENCIES
In the immediate term, outsourcing logistics and storage to specialists in explosives management remains one of the best methods for firms to limit risk and ensure a consistent, timely supply of explosives.
Such experts have extensive transport and storage networks specifically for explosives, and in-depth knowledge of the best routes and methods for e iciency – expertise that is di icult and expensive to replicate in-house. By o loading logistical functions onto an expert’s shoulders, mining companies can then continue focusing on their core, on-site competencies.
While the ideal solution is for these service providers to construct explosives storage facilities closer to remote mining areas, there are
still major di iculties in getting explosives to those storage sites, and conveying them over challenging roads to mining sites, even over short distances. Upgraded roads and freight corridors could reduce many of these issues. As such, further development and maintenance of key highways and secondary routes in rural areas with higher concentrations of mining operations will be critical over the medium term.
For explosives transporters, safer roads will then translate into fewer detours around potholes, weak bridges, or badly maintained dirt roads. In addition to improving delivery times, this will mitigate the risks of damage, and may reduce insurance premiums. Rather than navigating multiple checkpoints or venturing down single-lane dirt roads, drivers would be increasingly able to move between provinces and through rural areas with far less risk. In an industry where even small delays can compromise the blasting schedule and inflate operational costs, better roads and freight corridors can be a lifeline for mines with tight profit margins.
BETTER ROADS EQUAL A BETTER MINING FUTURE
Looking ahead, critical work on the country’s vast transportation network is therefore needed to drive down costs and strengthen local competitiveness.
Fortunately, government’s 2025 National Budget commitment of R402-billion to improve transport and logistics infrastructure over the next three years – including a dedicated R100-million allocation to the South African National Roads Agency SOC Ltd – will mark a critical turning point for industries that hinge on reliable, e icient supply chains like explosives.
Strengthened transport infrastructure means that providers will be able to roll out smaller, more frequent deliveries of high-performance explosives – ideal for mines that want to adjust blasting intensity or run pilot projects in areas they once deemed inaccessible.
And when a mine knows it can consistently receive high-quality explosives on schedule, it can plan accordingly, keep operations stable, and scale production with greater confidence.
By fortifying these critical connections, infrastructure development will make it feasible for suppliers to adopt safer, more flexible transport methods, ranging from smaller, tactical convoys to larger, bulk shipments.
For mines coping with remote conditions or escalating production goals, such newfound flexibility will allow them to refine how and when explosives are deployed, ultimately supporting more balanced and e icient resource extraction operations.
The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.
STRATEGIES FOR CREATING MORE RESILIENT MINE DEWATERING
While dewatering failures can be catastrophic, modern dewatering resilience helps to signifi cantly mitigate risks.
By Rodney Weidemann
For as long as mines have existed, they have been synonymous with water, even though the relationship is not always a constructive one. In the mining environment, water helps to reduce dust, cool and wash equipment, and assist in transporting and filtering material dug up from pits and tunnels.
However, suggests Chetan Mistry, strategy and marketing manager at Xylem Africa, water is also a destructive presence. Mining activities release groundwater trapped among the soil and rocks.
Water on the surface naturally flows towards the depressions created by digging, creating danger during heavy rainfall or flooding events. Dewatering is the main method to manage such risks.
“A dewatering failure can have catastrophic consequences, and this type of disruption isn’t brief – operations may remain stalled for up to nine months, due to drainage, damage assessments, equipment recovery, and the focus on worker safety,” he says.
“Mines need resilient dewatering systems to prevent such issues, and fortunately, modern strategies provide e ective ways for reliable dewatering. These strategies range from the type of pumps used to leverage data for predictive maintenance.”
SEVEN KEY MEASURES
Mistry notes that dewatering risk management benefits considerably from
modern innovations, highlighting seven key measures that mines can implement to provide the kind of resilience a modern operation requires.
■ Appropriate pumps: Dewatering is demanding, intensified by changes in water flow, levels, and pressure, and the need to avoid clogging from solids and other debris. Modern dewatering pumps focus on these challenges. For example, they include seal failure safeguards, no-clog impellers, dry priming, variable motor speeds, and highquality strainers.
■ Using portable pumps: Most mines permanently install dewatering pumps. However, there is also scope for portable pumps to address acute and unexpected pooling. These pumps vary from larger pumps on trailer beds to submersible dewatering pumps that can be transported on the back of a vehicle and moved with limited manpower.
■ Machine-integrated rig pumps: A new generation of dewatering pumps can be integrated with mining equipment. Called rig pumps, these are attached to drilling rigs, from which they draw power. Rig pumps can self-prime and are operated from inside the rig cabin, reducing risk to personnel.
■ Temporary pump strategies: Having a rental strategy in place provides quick intervention if there are problems, such as equipment failure or sudden surges in water levels. Rental pump strategies also reduce maintenance disruptions to operations through quick access to bypass options.
■ Leverage digital twins: Digital twins are digital copies of equipment, using data from the real-world equipment. Mines use digital twins to predict maintenance for utilities such as pumps, as well as run event simulations. The leading digital twins operate through data platforms provided by mining equipment vendors, and they can focus on a handful of metrics, or cover every aspect of the equipment.
■ Hydraulic dewatered stacking: Water trapped in tailings dams creates risks such as environmental contamination and dam collapses. Hydraulic dewatered stacking (HDS) is a cutting-edge tailings management technology that substantially reduces and recycles water from tailings streams. Using layers of coarse sand, HDS gives water a quicker exit, lowering demands on dewatering.
■ Pressure management: Modern sensors provide detailed pressure information to manage water’s impact on a site. Mines are using both permanent and portable pressure systems, including submersible transmitters, to collect realtime information about pressure changes in wells, pipelines, and ponds, helping prevent overfill and dry run incidents.
“While dewatering failures can be incredibly catastrophic, modern dewatering resilience significantly mitigates risks to operations and lives, reduces pressure on maintaining and managing dewatering systems, and even improves profitability through water recycling and sustaining operations,” says Mistry.
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SA Mining, South Africa’s oldest mining magazine, has been providing insight into the local, Southern African and African mining space for 125 years.
ELEVATE YOUR GRINDING GAME WITH THE SUPERFLEX PREMIUM RANGE
Grinding applications, with a primary requirement of stock removal, is an operation in which completed part tolerance and finish are secondary to getting the raw workpiece to an intermediate size or degree of finish.
This requires robust and aggressive products that meet the demand of precision, quality and functionality.
With heat management on application considered as one of the primary risks during grinding applications, choosing the correct type of grinding media remains a key strategic decision that can significantly influence e iciency, quality, and coste ectiveness.
Locally manufactured from only the best in raw materials, our premium grinding range carry various abrasives featuring Zirconia Alumina and Ceramic grains o ering properties that reduce heat on application, to e ectively minimise work hardening and potential hairline fracturing.
For rough grinding tasks on metals
like stainless steel and cast iron, Zirconia Alumina is the grain of choice, featuring fast cutting properties with reduced heat generation on application, where Ceramic grains represent the latest in abrasive technology, developed from engineered/ shaped grains. Boasting self-sharpening attributes, new grain is continually exposed on application as the old grain wears away. Designed to cut faster and remove more material, Ceramic grains o er stock removal rates like no other grain.
Although choosing the correct grain is key to any successful application,
contamination free application should also be considered.
Within our premium grinding tier, we feature abrasives specifically designed for ferrous, and non-ferrous metals. Our grinding media for stainless steel and non-ferrous substrates are manufactured with special anti-clogging properties and no-burn agents to ensure no contamination on application.
For more information on our premium range and the application solution it can provide to your operation, contact one of our Business Development managers today.
Technology innovations across areas as diverse as sustainability and automation are leading mining towards a bright future by 2040.
By Rodney Weidemann
Technology and innovation are significantly transforming the South African mining industry, focusing on areas like automation, digitalisation, and artificial intelligence (AI), to enhance e iciency, safety, and sustainability.
In addition, mines are leveraging technology to boost not only skills and training, but also sustainability – something that is increasingly important in an extractive industry like mining.
For example, the Sibanye-Stillwater digital mining laboratory (DigiMine) at the Wits Mining Institute (WMI) is an initiative that is paving the way for further research and training. It highlights the importance of what DigiMine head, Dr Ahsan Mahboob, calls “collabovation” – combining both collaboration and innovation – between academia and industry.
“As a flagship initiative of the WMI, we partner with many companies in the private sector to expose our students to the advanced digital aspects of mining technology.
“Our research at DigiMine encompasses various aspects of technology that will help to evolve the smart mine of the future,” he says.
He notes how, for example, DetNet revised its blasting equipment at the DigiMine, allowing researchers and students to learn about the application of leading-edge wireless CyberDet detonators, while also introducing them to the new features of the latest generation blasting equipment.
“With mining’s focus on safety and e iciency, it is important that new entrants
to the industry are exposed to the benefits of electronic detonators and the advanced initiation systems that control blasting. This will help to continuously improve operations by bringing new insights based on evolving digital and other leading technologies.”
NET-ZERO SUSTAINABILITY
Another area where innovation is strong is in the field of sustainability, since this is something that is now an inevitability across all industries.
Governments, communities, and individuals are all taking the issue of climate change seriously, albeit in di erent ways.
Despite this, the industry’s confidence in its ability to meet targets and satisfy expectations by 2030 remains low, signifying a need for significant change, at speed.
According to Martin van Zyl, sales manager for process industries at ABB, much of the strategy to achieve net-zero mining, and for mining to meet the demands of other industries, has been explored and is in progress. Moreover, a great deal of the technology required to meet targets as soon as 2030 has been developed.
“For example, ABB’s eMine is an integrated suite of electrification solutions, designed to support the mining industry’s shi towards decarbonisation and improved energy e iciency.
“The eMine ecosystem enables mining companies to reduce their carbon footprint, optimise operational e iciency, and enhance sustainability through cutting-edge electrification technologies,” he says.
LEVERAGING TECHNOLOGY AND INNOVATION FOR THE MINE OF THE FUTURE
“The solution addresses a critical need in the sector for cleaner, more energy-e icient alternatives to traditional diesel-powered mining equipment. By taking advantage of these strategies and technologies, some regions are already seeing positive change, although globally, the implementation of these changes must accelerate if they are to make the di erence they need to make.”
AUTOMATING TOWARDS 2040
Perhaps one of the most notable innovative technologies in the mining sector is that of automation. As the global mining industry enters an era of rapidly evolving automation, Africa will emerge as a leader in embracing autonomous machinery, according to global technology giant Siemens.
Siemens Sub-Saharan Africa CEO Sabine Dall’Omo indicates that by 2040, it estimates that up to 40% of mining equipment on the continent will be self-driving, and that several prominent mining operations will be close to fully automated, marking a new era of enhanced safety, e iciency, and productivity.
“For Siemens, there are five modernisation trends that will shape African mining by 2040. The first of these is how the autonomous machinery revolution will up the game in sophisticated mining,” she says.
“Research by Siemens indicates that about 30% to 40% of machinery in South African mining will be autonomous by 2040. From self-driving trucks and autonomous drillers to drones and robotic sensors, technology will be minimising human
involvement in hazardous tasks at the continent’s more sophisticated mines.”
Redefining every facet of mining operations, she continues, technologies such as AI and internet of things systems will integrate machinery, collect data, optimise workflows in real time, reduce costs, and protect workers from high-risk activities.
The second trend is that AI and big data will truly grow up. Although AI and machine learning have already become the backbone of decision-making in mining operations, by 2040 its power and accuracy is predicted to be astounding.
“Various experts foresee that visualisation tools based on AI, augmented reality and virtual reality, will become the tools of choice to help miners find minerals and work out better operational strategies. Wearable technologies will also guide miners with real-time information to better manage their operations.”
Meanwhile, AI-powered tools will be used across the continent to analyse massive datasets in order to optimise extraction methods, improve mineral discovery rates, protect the environment around mines with much greater precision, and even predict equipment failures.
JOB UPHEAVALS AND RESKILLING
Dall’Omo notes that another key trend is the rise of digital twins, with up to 40% of South African mines expected to be using digital twins to simulate processes, detect danger and determine the next best actions –especially in rough terrain – by 2040.
As the global mining industry enters an era of rapidly evolving automation, Africa will emerge as a leader in embracing autonomous machinery. – Dall’Omo “ “
“Digital twins are virtual replicas of physical mining sites, and allow engineers to simulate multiple mining scenarios and weigh up opportunity cost more e ectively. Engineers can then make the best proactive decisions to reduce operational risks and to maximise output in their mining operations.”
The fourth trend will be the evolution of drones and robots into the eyes, ears and hands of the modern African mine. Siemens estimates that an estimated 35% of mining jobs will be automated by a dizzying array of technologies by the year 2035, and that 50% of jobs will require less human interaction by 2040.
Drones and robots will revolutionise various inspection and maintenance tasks on mines at an exponential rate. This will transform the e iciency of those mines where human access is impractical or downright dangerous.
“The final trend is around the reskilling that will be needed as the Fourth Industrial Revolution in mining continues apace. She notes that as direct human interactions on mines decline, the reskilling of mine workers
to engage in more meaningful tasks will become a dominant theme in mining.
This shi will present an opportunity to refocus human e orts on creative, skilled, and less physically taxing work. Traditional roles will be replaced by positions in robotics management, data analytics, cyber security, and digital engineering.
“For mines to embrace the future and ensure their own competitiveness by 2040, they need to invest substantially in their digital transformation in this decade. This includes the reskilling of workers, significant infrastructure upgrades, rapid high-level digitisation – which includes investing in robust, inter-operable systems – and improved cybersecurity and operational risk management to safeguard their highly interconnected digital systems.”
Innovation and technology go hand in hand with autonomous machinery, which represents a pivotal step in future-proofing African mining, she says.
“This is because it presents the continent with the opportunity to lead global mining on automation-enabled safety, e iciency and sustainability.”
UNDERSTANDING ESG IN THE MINING SECTOR
ESG is increasingly shaping investment decisions, regulatory compliance, and corporate reputation. Yet many in the mining sector still struggle to understand its innate value to the business.
By Rodney Weidemann
Environmental, social and governance (ESG) criteria are pivotal in evaluating a company’s ethical impact and sustainability practices. ESG is increasingly shaping investment decisions, regulatory compliance, and corporate reputation, hence it is crucial to deepen the conversation around its implementation and impact.
More awareness is required to unravel the complexities of ESG within South Africa, and it seems that more education is needed in the business world, to fully understand and e ectively integrate ESG principles into operations.
According to Graeme Wilkinson, senior social investment specialist at Tshikululu Social Investments, ESG criteria are an increasingly important compliance consideration for South African investors.
“However, we are increasingly seeing responsible corporates – even unlisted ones that are not in financial markets – as well as nonprofit entities, embracing ESG as an approach to ensure that they are proactively managing those environmental, social and governance issues that are material to them and their business/mission,” he says.
“This shores up their reputations, while also helping them ensure that they are e ectively sharing the value that they produce, both with society and the planet. That being said, we also foresee an increase in the amount of regulatory compliance that companies will need to adhere to.”
Wilkinson suggests that one need only take a look at the IFRS S1 and S2 guidelines to see what the global market will be reporting on, and how the concerns raised in the guidelines will most likely be incorporated into future domestic legislation.
Harsha Desai, associate director for consulting at Deloitte Africa, notes that it is imperative that mining and metals companies be functionally set up to respond to and deal with ESG-related opportunities, challenges and risks.
“At a practical level, this requires an operating model that facilitates visibility, accountability and collaboration between departments, along with a clear governance structure.
“As ESG starts to be reflected in corporate strategy, it should also be reflected in the functional strategies and plans of the
organisation, and within each function’s roles. Every function across the organisation has a part to play in delivering the overall ESG strategy, whether that is operations, finance, human resources, or any other key corporate role,” says Desai.
UNDERSTANDING ESG
Richard Pfa , head of social impact at Tshikululu Social Investments, reckons that having a “point man” to drive the ESG strategy forward is a crucial part of an organisation truly getting its head around the concept of ESG.
“While both theoretical and on-thejob training is useful, start where you are, and with what you have. That is, task an executive to champion your company’s ESG journey, and let their team begin by doing a basic materiality assessment, for example,” he says.
“As they grapple with ESG issues in your sector, the team will be able to more e ectively discern which executive ESG training programme suits the company and its sector, best.”
He agrees that finding someone with the requisite experience to guide the team would
certainly help to shorten the learning curve.
“Figuring out which ESG issues are of material concern to your business is the most important starting point, so find someone familiar with your sector to help you spot the opportunities within your existing business strategy and operations.
“This will also help ease you into some of the prerequisites of third-party independent verification, which is needed to avoid accusations of greenwashing and is also mandatory for complying to such standards as the Equator Principles.”
Pfa says it is important to find people with a well-rounded set of skills to help you guide your ESG diagnostic. “We find that persons with a combination of skills incorporating the environmental and social aspects are best suited,” he says.
“In this way you will have a holistic view of how your company is doing in regard to the intersection between the environmental and the social. A lot of the current ESG practitioners do not fully understand the nexus between these two, and as a result, advise their clients in a sorely limited manner.”
INTEGRAL TO THE BUSINESS
Wilkinson suggests that there is little value in doing ESG work if it is not integral to your business strategy and its operation. If an ESG intervention is not related to your business strategy in any way, it doesn’t matter how green the action is, people will doubt your true intentions.
“If your ESG work is not integral to your business, there is a real risk of greenwashing – claiming something you’ve done is environmentally friendly or socially progressive, when it is actually only superficial, at best,” he says.
“This erodes trust in you and your brand, and detracts from the overall raison d’être of ESG. When your ESG targets are achieved as you achieve your corporate targets – namely, as a function of how you do business –communicating this success is the same as communicating your business successes.”
That said, there are certain systems and tools that should be integrated at all levels of the company, he says. These can take the form of policies, oversight committees, and other internal monitoring mechanisms which give companies the ability to monitor
At a practical level, this requires an operating model that facilitates visibility, accountability and collaboration between departments, along with a clear governance structure. – Desai “ “
and mitigate their environmental and social externalities.
“At Tshikululu, we advocate for designing your social investment for impact, from the outset. Basing your strategies on a blend of real-world data and evidence-based best practice means that any social investor will be crystal clear about how change happens and what their contribution to that change will be over time.
“In the mining sector – a sector premised on the extraction of finite resources – you’re able to invest meaningfully for impact, but you also want to be building and strengthening local capacity as you go,” he says.
Mining companies should understand ESG in relation to sustainability as whole, notes Pfa . A core aim of ESG as a whole is to incorporate systems thinking into the way companies understand their externalities.
“If companies can start to incorporate global systemic concerns – such as us moving beyond the planetary boundaries of what is ecologically and socially responsible – into their articulation, then I think that the public will surely view them as responsible corporate citizens, and will thus begin to trust them more,” he says.
GROWTH OF GREEN SKILLS
A recent report from LinkedIn, titled “2024 Global Talent Stocktake”, reveals that the demand for green skills related to climate change alone has consistently outstripped their supply in recent years. From 2021 to 2024, the annual demand for these skills rose by an average of 5.9%, while the growth in green talent supply was only 3.2%.
The report indicates that if current trends continue, the disparity between the demand and supply of green skills could reach 18.7% by 2030, and by 2050, the demand is anticipated to exceed supply by a staggering 101.5%.
EXXARO AND ESKOM SIGN MOU
Exxaro Resources and Eskom have signed a memorandum of understanding (MoU) that focuses on collaboration on strategic initiatives, research, and projects in the areas of carbon emissions reduction, air quality and just transition.
The agreement focuses on jointly measuring, managing, and reducing Scope 1, 2, and 3 emissions, and potentially investing in innovative technologies to drive decarbonisation.
It also emphasises inclusive and focused transition initiatives such as skills development, job creation in green sectors, and stakeholder engagement to ensure climate resilience. Additionally, the MoU includes provisions for data sharing and transparent reporting to track progress and ensure accountability.
“This collaboration marks a significant step forward in our commitment to enabling a just transition and building a climate-resilient, and low-carbon, future. By leveraging our deep experience in the diversified mining and energy solutions sectors, we aim to drive innovation that not only decarbonises and reduces air pollution in our operations but also delivers meaningful socio-economic benefits for the communities we serve,” says Exxaro Resources CEO Ben Magara.
Both organisations are committed to driving the transition to a more sustainable energy future while ensuring the country’s electricity supply remains secure.
“We want to bring together our decades of experience in the coal value chain to explore practical, scalable solutions,” says Dan Marokane, Eskom’s Group CE.
LEADING INDUSTRY PARTNERS JOIN FORCES FOR AI-DRIVEN SOLUTIONS
Liebherr and Reycom are collaborating with Qualcomm Technologies to develop and deploy LiRISE®, the next generation of edge artificial intelligence (AI) gateways with scalable security, cutting-edge AI and autonomous applications. The solution is built to withstand harsh environments, pushing so ware-defined machines and industrial appliances to new heights.
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The LiRISE® solution – featuring Liebherr’s advanced edge AI gateways and the Reycom Industrial Secure Edge Platform (RISE) – unlocks the next level of autonomous and semi-autonomous operations.
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Dan Marokane (le ) and Ben Magara.
Eric Mazzoleni (le ), Pascal Rey and Claus von Reibnitz.
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Ilonka Moolman 011 280 3120
moolmani@samining.co.za
Tshepo Monyamane 011 280 3110
tshepom@samining.co.za
IN CASE YOU MISSED OUR INTERVIEW!
Business Spotlight – Enaex Africa’s plans to embrace artificial intelligence
Gary Alfonso speaks to CEO of Enaex Africa, Francisco Baudrand, about the company’s plans to embrace artificial intelligence, while also looking into incorporating sustainability within the organisation’s strategic objective. https://youtu.be/2U0RMa_6bko
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