• Environmental Authorisation applications following a BA or S&EIA route.
• Air Emission Licence applications.
• Waste Management Licence Applications.
• Waste Classification Services, Norms and Standards.
• Environmental Management Plans.
• Public Participation Processes.
Water Use Authorisations
• General Authorisation and Water Use Licence applications.
• Integrated Water and Waste Management Plans.
• Rehabilitation Strategy and Implementation Plans.
• Water and Salt Balance.
Wetlands and Aquatics
• Aquatic Biodiversity Impact Assessments.
• Watercourse Delineations.
• River Health and Biomonitoring.
• Hydropedology Assessments.
• Watercourse Rehabilitation Plans.
Mine Closure and Asset Retirement
• Mine Closure Applications.
• Care and Maintenance Plans.
• Financial Provisioning Calculations and Reviews.
• Rehabilitation and Post-Mining Monitoring.
• Post Mining Land Use
• Liability Virtual Mining Solutions.
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Specialist Studies
• Terrestrial Biodiversity Studies.
Biodiversity
• Heritage and Cultural Statements.
• Visual and Noise Impact Assessments.
• Geohydrological Assessments.
• Alien Invasive Species Management Plans.
• Contaminated Land Assessments.
• Agricultural Impact Assessments
• Land Capability Assessment
ISO 14001 Management Systems
• EMS Training and Awareness.
• Legal and Impact Registers.
• EMS Gap Audits and Action Plans.
• Certification Audit Facilitation.
• Certification Readiness Reviews.
Compliance Monitoring
• Surface and Groundwater quality monitoring.
• Air quality and dust-fall out monitoring.
• Noise and Odour monitoring.
• Hydrocensus and borehole yield testing.
• Sewage and effluent analysis and studies.
Compliance Auditing and Reviews
• EMP Performance Assessment Audits.
• Water Use License, Air Emission License and
• Waste Management License Audits.
• GNR 704 Audits.
• Rehabilitation Audits (GNR 1147 of 2017).
• Environmental Compliance Officer (ECO).
6 Stable power, sector resilience, bold agenda.
12 Consulting and project management
How tools like ground-penetrating radar, electrical resistivity imaging, and seismic wave modelling are helping to fill in the gaps le by traditional investigation methods.
15 Training and skills development
With new employment equity targets and increasing global volatility, mining companies should turn to local training providers to overcome their workforce challenges.
20 Projects in Africa
The Omitiomire project in Namibia is expected to produce an average of 26 800 tonnes per annum of copper cathode over an LoM of 15 years, leveraging a chloride heap leach to extract the metal.
26 Mine closures
Planning for responsible mine closure is key, in order to avoid the historic trend of mines being abandoned without adequate rehabilitation measures.
32 Underground mining
Looking into West Wits Mining’s launch of SA’s first new underground gold mine in 15 years, at Qala Shallows.
38 Original equipment manufacturers
For mines undertaking heavy machinery rebuilds, the use of genuine manufacturer’s parts is essential to maintaining the integrity, safety, and performance of the equipment. NEWS IN NUMBERS 20 25 000-30 000tpa Omitiomire
32 16 000 hectares: Qala Shallows mining right
4 Out of Africa
ETHE IMPORTANCE OF CLOSURE
While we highlight a couple of key new projects in this issue, we also consider how vital it is to plan for responsible mine closure, from an environmental, contamination and security perspective.
Rodney Weidemann
ven once they have reached the end of their life, mines still require care and rehabilitation. There are many challenges that may arise from a failure by the owners to implement e ective closure policies. These range from abandoned mines and operations that remain in prolonged care-and-maintenance, to the potential for illegal mining activities to occur. Therefore, planning for responsible mine closure is key, and should form part of every mining stage, to avoid the historic trend of mines being abandoned without adequate rehabilitation measures.
A er all, responsible mine closure is crucial for environmental protection, community wellbeing, and a positive legacy, as it prevents contamination hazards, creates safe postmining land uses, and ensures that companies meet their legal and social responsibilities. It requires careful planning from the initial stages of a mine’s life to ensure a holistic approach that addresses environmental rehabilitation and social and economic transition for local communities.
Similarly, tailings management remains critical post-closure, and geophysics and geomonitoring can play a vital role here, helping to guide operations from initial exploration to long-term closure, by providing critical information on subsurface conditions. By reducing geological uncertainty and monitoring geological conditions, these technologies enhance e iciency, improve safety, and minimise the environmental impact of mining.
It thus comes as no surprise to learn that tools like groundpenetrating radar, electrical resistivity imaging, and seismic wave modelling are helping to fill in the gaps le by traditional investigation methods. These techniques are useful for checking the condition of railway foundations, understanding dolomitic ground, and improving the safety of tailings dams, while also helping to cut costs and meet international safety standards.
in Africa still has much to o er. In our Projects in Africa feature, we highlight the Omitiomire Copper Project in central Namibia, currently being developed by Greenstone Resources, with Omico Mining Corp.
This project is a fully de-risked, open-pit copper mine, designed to produce 25 000 tonnes to 30 000 tonnes of high-purity copper cathode annually for approximately 15 years, using a chloride heap leach process and solvent-extraction and electrowinning (SX/EW).
Meanwhile, closer to home, West Wits Mining’s Qala Shallows project is introducing the first new underground gold operation for 15 years, in the Witwatersrand Basin. This project has a mining right to some 16 000 hectares, which contains estimated resources of around five million ounces of gold.
In other news, we look at the growing desire for capital equipment rebuild programmes, designed to extend the lifecycle of mining assets while managing capital constraints, and the importance of restoring machines to original equipment manufacturer standards with significantly reduced lead times.
For those mines undertaking heavy machinery rebuilds, we highlight the importance of using genuine manufacturer’s parts – something that is essential to maintaining the integrity, safety, and performance of the equipment.
From mines at the end of their life, to some that are just beginning, we also take a look at two key projects that demonstrate that mining
Meanwhile, on the training and skills development front, we point out how mines should turn to local training providers to overcome their workforce challenges and focus specifically on the e orts being made by the Mining Qualifications Authority to invest in human capital to secure the long-term competitiveness of the sector.
Finally, in our cover story, we look at how Komatsu has significantly boosted its customer experience, by eliminating bottlenecks in its supply chain and leveraging digital technologies to improve proactive maintenance.
EDITOR
Rodney Weidemann
Tel: 062 447 7803
Email: rodneyw@samining.co.za
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EGYPT TO LAUNCH DIGITAL MINING PORTAL
Egypt was developing a digital portal, set to launch in January 2026, to give global investors access to geological data and new opportunities in the country’s mining sector, said Yasser Ramadan, Egyptian Mineral Resources and Mining Industries Authority chairperson.
Ramadan outlined six key reasons why Egypt stands out as an attractive destination for mining investment.
The country has a strong geology, hosting significant deposits of phosphate gold, silver, cobalt and zinc, while the strategic location of Egypt – linking Africa, Asia and Europe – presents an opportunity for mining stakeholders to access international markets. “Logistics-wise, Egypt is a good zone,” he said.
Egypt’s well-established infrastructure, including more than 180 000km of roads and numerous ports, provides a foundation for mining operations. Additionally, fiscal reforms have been undertaken, evidenced by the new model agreement structure adopted in 2018, which o ers competitive investment terms and supports local content development.
“The regulatory fees are being reviewed to align with globally attractive standards. We already have incentive packages, and we will launch a new licensing round that allows investors to explore various minerals under a single licence, with exemptions in several taxes,” he said.
Another strength, he said, lay in Egypt’s stable political and business environment, underpinned by a strong focus on people. “About 97% of the mining sector workforce are Egyptians, underscoring the government’s emphasis on local employment.”
DRC SEEKS INVESTORS TO UNLOCK 90% OF ITS UNTAPPED MINERALS
The Democratic Republic of the Congo (DRC) is seeking investment partners to unlock 90% of its mineral resources that remain untapped, its Minister of Mines Louis Watum Kabamba said at African Mining Week 2025 in Cape Town.
He urged industry leaders to partner with the country in driving sustainable mining sector growth, adding that: “Ninety percent of our minerals are not yet exploited. We are o ering them. The DRC is seeking industry movers who will harness these resources to stimulate economic growth and create value for our people.”
He said the DRC was looking for long-term partners who would go beyond production to invest in exploration, infrastructure and workforce development – investors who would also be committed to developing the nation’s local talent.
Kabamba highlighted opportunities in copper and iron ore, noting that the country was deploying satellite and spatial data technologies to accelerate greenfield exploration, cut costs and reduce uncertainty.
“We have 20 billion tonnes of iron ore – enough to supply steel for Africa. The continent must identify what is critical to us and prioritise it to drive regional growth.”
FIVE
IMPERATIVES TO DRIVE AFRICAN MINING EXPANSION
Moses Engadu, Africa Minerals Strategy Group secretarygeneral, outlined several key imperatives for advancing the continent’s mineral sector expansion, during African Mining Week. He urged African nations to embrace collective mineral diplomacy for the continent to capture greater benefits from its resources.
“We must negotiate mining contracts as one Africa. This will allow us to set the terms of engagement and move forward together. Our potential is volatile if not managed well, but by sharing infrastructure, policy and vision, we can drive industrial transformation.”
He further emphasised the importance of strategic cooperation built on mutual respect, stressing that Africa’s international partners should contribute not only exploration capital, but also investments in value addition.
Engadu highlighted the need to accelerate mineral beneficiation, by developing local processing and refining facilities which would secure jobs, retain wealth, increase tax revenues and strengthen local expertise.
Lastly, he called for the adoption of digital traceability and tokenisation technologies to combat illegal mining and resource mismanagement.
MINING SECTOR SHOWS RESILIENCE AND RECALIBRATES FOR SUSTAINABLE FUTURE
In its newly released SA Mine 2025 Report, PwC notes a strong market performance amid volatility, revealing that the sector recorded a 20% increase in market capitalisation, driven by record gold prices and a rebound in platinum group metals (PGMs). Green metals continued their upward trajectory, gaining strategic importance as global demand for clean energy technologies accelerated. Although revenue remained flat, free cashflows improved on the back of operating cashflow improvements and lower capital investment.
The report further suggests that illegal mining intensified in scale and complexity, expanding beyond gold and diamonds to a ect nearly all commodities. The government responded with four dedicated work streams, with law enforcement e orts receiving the most public attention.
Mining companies also sharpened their focus on cost management and portfolio optimisation. Mergers and acquisitions activity was targeted and strategic, aimed at securing critical minerals and enhancing operational e iciency. Key cost control measures included the adoption of AI and digital tools, investment in renewable energy projects, and workforce rationalisation.
Most renewable energy projects remain behind schedule, hindered by financial, technical and regulatory challenges. “Many completed projects are still small relative to operational demand, reinforcing the sector’s continued reliance on Eskom for stable energy supply,” says Vuyiswa Khutlang, SA mine project leader.
PwC’s conclusion: the sector’s ability to adapt – through innovation, collaboration and disciplined execution – will be critical as it navigates ongoing volatility and positions itself for long-term, sustainable growth.
STABLE POWER SUPPLY KEY TO REINDUSTRIALISING SA
Cheap electricity is the catalyst South Africa needs to regain its position as the world’s top ferroalloys supplier, Menar’s chief commercial o icer Ruan Nothnagel told the recent Joburg Indaba. He said the company could potentially supply a third of the world’s ferromanganese through its recently acquired smelter complex – though this was largely dependent on securing a ordable electricity.
Menar and Ntiso Holdings jointly acquired the Meyertonbased Khwelamet (formerly Metalloys) complex from Samancor Manganese earlier this year, with plans to revive its operations.
Nothnagel, who spoke on the role of coal in a sustainable and Just Energy Transition, noted that GDP growth was closely linked with the ability to produce cheap baseload power. “We want to be at the forefront of reindustrialising South Africa, but we need a ordable power,” he said.
Nothnagel said the destruction of jobs and livelihoods in the country’s smelter industry would only cease if the electricity issue was resolved, adding that coal was a critical part of the solution. He said the impact of smelter closures across the country was also felt by anthracite miners, especially in KwaZulu-Natal.
NEW SEIFSA PRESIDENT CALLS FOR A BOLD INDUSTRIAL AGENDA
Mervyn Naidoo, Group CEO at Actom, was elected president of the Steel and Engineering Industries Federation of Southern Africa (SEIFSA) at the organisation’s annual general meeting in early October.
Naidoo declared that under his presidency, SEIFSA would strive to deepen its engagement with government, with business partners and with labour, to ensure that infrastructure investment translated into the rebuilding of the country’s industrial base.
“SEIFSA will advocate for procurement models and investment strategies that favour localisation, skills development and long-term sustainability,” he said.
“Across the world, it is infrastructure – everything from transport systems to digital connectivity, to energy networks, to water and sanitation and the like – that enables economies to grow, industries to flourish, and societies to thrive. In South Africa, the urgent need to rebuild, expand and modernise our infrastructure presents one of the greatest industrialisation opportunities of our generation.”
BOOSTS CUSTOMER EXPERIENCE THROUGH SUPPLY CHAIN IMPROVEMENTS KOMATSU
Komatsu
and
has signifi cantly boosted its customer experience, by eliminating bottlenecks in its supply chain
leveraging digital technologies to improve proactive maintenance.
By Rodney Weidemann
When it comes to the supply, maintenance and reconditioning of mining equipment, challenges within the supply chain and logistics environment are among the biggest causes of bottlenecks in delivering an e ective service to customers. Issues such as long lead times and regulatory compliance all play a role in impacting how well original equipment manufacturers (OEMs) can help their customers.
According to Michael Bengover, Komatsu’s director of operations, customers generally look at three aspects when it comes to equipment: Is it the right price? Is it available in time? Will they receive the level of quality they demand?
“Perhaps their biggest concern is what we call ‘delivery doubt’ – are they certain they will be able to get their equipment operational in time – which is a fear that is exacerbated when there are speedbumps within the supply chain,” he says.
“Understanding this, Komatsu has taken immediate action to improve the situation and to foster better customer/supplier relations. Traditionally, a lot of the OEM parts used for maintenance and repairs have long lead items of up to 12-18 months. Because
of this, we have focused on ensuring that certain strategic parts have been localised, while maintaining their compliance with local legislation and ensuring they remain of the expected high market standards.”
“Customers generally look at three aspects when it comes to equipment: Is it the right price? Is it available in time? Will they receive the level of quality they demand?” – Bengover
The aim, he says, is to reduce the cost of these items, thereby helping customers to remain more competitive, while still delivering best-in-class quality and shortened lead times.
“Already, our suppliers are based close to our operations, and we are now entering into supplier agreements with these players, to ensure they keep critical inventory on their shelves at all times, to help us reduce lead times further.”
IMPROVING FORECAST ACCURACY
Meanwhile, Komatsu’s supply chain director Thomas Pullen indicates that the company is leveraging digital technology to assist it in understanding how best to forecast future demand for these parts. By implementing advanced technologies to monitor the condition of underground equipment, Komatsu is always aware of the state of it, meaning it can proactively ensure parts will be available when required.
“By significantly improving our forecast accuracy, thanks to the e ective analysis of data related to the condition of components and sub-components, we can anticipate when a machine needs to receive an intervention by one of our field service teams.
“We are also still considering additional localisation categories, and these will be identified by our operations people, who provide feedback on potential weaknesses in the current designs. This data will then be
“By significantly improving our forecast accuracy, we can anticipate when a machine needs to receive an intervention by one of our field service teams.”
– Pullen
used to ensure our suppliers are able to meet the highest possible standards,” he says.
“It is imperative that they produce items that are free from defects and build these in a factory that is deemed safe. To this end, we audit our suppliers stringently, to ensure this will be the case. The service level agreements we sign with these suppliers are designed to mitigate risk, improve service delivery, and ensure the requisite stocking agreements.”
Pullen says in the past, Komatsu faced challenges around its inability to properly measure its suppliers’ capabilities and the lack of product localisation, which were further exacerbated by these suppliers having such long lead times.
“What has been incredible is how we were able to work closely with them to solve these challenges, as evidenced by the fact that we have reduced our component lead time to just six weeks, and have ambitions of driving this down further, with the goal of a mere seven-day lead time.
“This has been achieved by aligning the lead times with, and integrating these into, our business processes. In other words, by leveraging internet of things (IoT) sensors to determine which equipment might have premature failure, we are already aware of what parts likely need replacing, and which others can be reconditioned – so the components can be ordered proactively, before they are actually required.”
DEFRAGMENTED SUPPLY CHAIN
Bengover adds that Komatsu’s smart services centre in eMalahleni analyses the data from the installed IoT sensors in real time, to determine where any issues
lie. Whether the problem is identified via temperature monitoring, vibration checks, or some other form of study, they can quickly determine whether a part is wearing out too fast, and put plans in place to proactively resolve the issue.
“Until we made these positive changes to eliminate the bottlenecks of the past, there was precious little predictability as to when we would be in a position to repair equipment on site, rebuild it at our factory, or even have the parts available to undertake repairs,” he notes.
“This, in turn, placed strain on the entire supply chain and led to us being in a position to only put fires out by expediting equipment, components and parts, as and when the machines failed. This meant utilising costly air freight to get replacements to clients – a problem that has been resolved by our access to local sources and the ability to more e ectively plan ocean freight, thanks to our massively improved forecasting accuracy.”
Pullen points out that Komatsu has further defragmented its supply chain by reducing the number of suppliers o ering products in the same category, while ensuring that those that remain are the most appropriate and e ective suppliers.
“In this way, we not only improve the revenue growth of the remaining suppliers, but we also position ourselves to reduce our own costs,” he says.
“We have also boosted our delivery e ectiveness by ensuring that our original equipment, rebuilds and individual component streams are under one roof, allowing us to provide a complete, end-to-end service to our customers, in a timeous and e ective manner.”
■ Ensure you have visibility and consistently improve on it.
■ Implement data integration to ensure we understand where specific parts are within the supply chain.
■ Capacitate our people with the relevant skills and abilities to sustain our current trajectory.
The goal, he says, is to keep the end customer happy, by o ering them agility and flexibility while meeting their demands – this approach makes a huge di erence in the overall customer experience.
“Our focus from a people, process and product perspective is to ensure that our customers receive their parts or machines on time, at the right price point, and within a quality service framework.”
At Komatsu, “We have moved from ‘delivery doubt’ to ‘delivery predictability’, while still meeting customers’ comfort and quality expectations. We’ve worked diligently to streamline our processes, and thanks to the close collaboration between our production and demand planners, we’ve successfully eliminated previous bottlenecks. This has enabled us to shi from being a reactive service provider to a proactive one,” says Pullen.
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MINE SAFETY IN REAL TIME
The need to reduce geological uncertainty and better monitor geological conditions has led to a rise in the adoption of new technologies, like ground-penetrating radar.
By Rodney Weidemann
Geophysics and geo-monitoring are vital to the mining industry, helping to guide operations from initial exploration to long-term closure, by providing critical information on subsurface conditions. By reducing geological uncertainty and monitoring geological conditions, these technologies enhance e iciency, improve safety, and minimise the environmental impact of mining.
It thus comes as no surprise to learn that tools like ground-penetrating radar, electrical resistivity imaging, and seismic wave modelling are helping to fill in the gaps le by traditional investigation methods. These techniques are useful for checking the condition of railway foundations, understanding dolomitic ground, and improving the safety of tailings dams, while helping to cut costs and meet international safety standards.
Speaking at a recent Engineering Geophysics Symposium, hosted by the SA Geophysical Association, Wesley Harrison, principal geophysicist at SRK Consulting (South Africa), noted that there was immense potential in the role geophysical techniques could play in improving risk modelling.
“Through non-invasive subsurface
imaging, we can e iciently and coste ectively fill the gaps in traditional data sets. This helps us gain a holistic understanding of subsurface conditions and properties for project planning, infrastructure safety, and disaster mitigation preparedness,” he says.
“By combining geophysical techniques with geotechnical methods for site investigations, engineering firms are able to add further value, by reducing the number of expensive boreholes and laboratory tests, resulting in cost and time savings.”
SUBSURFACE FEATURE ANALYSIS
Harrison notes that there is also increased interest in electrical resistivity tomography/ imaging (ERI), to provide a better understanding of dolomitic terrain and improve cavity monitoring.
“ERI provides more reliable spatial constraints than gravity surveys for imaging subsurface features at depths typically from 10m to 30m, depending on site conditions and survey design. This is due to ERI’s high sensitivity to significant electrical resistivity contrasts between air- or water-filled cavities and surrounding soil or rock, coupled with robust 2D and 3D inverse models for accurate depth calculations.”
He says ERI also o ers improved detection and characterisation of subsurface features within this depth range, as well as more reliable detection and characterisation of subsurface features. Furthermore, geophysics technology, such as Multichannel Analysis of Surface Waves, helps to design resilient surface infrastructure by modelling how seismic waves propagated through the rock mass.
“In this way, mining engineers gain a sound understanding of subsurface characteristics related to engineering designs, such has shear wave velocities and sti ness, in a 3D space. Clearly, this is a significant step forward in terms of de-risking infrastructure projects sited in unpredictable site conditions, which require specialised engineering approaches,” he says.
IMPROVING TAILINGS SAFETY
Bruce Engelsman, partner and principal geotechnical engineer at SRK, points out that the company is using geophysical techniques to integrate real-time monitoring with accurate deformation modelling, to improve performance monitoring of tailings dams.
“The performance monitoring of tailings dams is increasingly critical in the light of the Global Industry Standard on Tailings
HOW SATELLITES ARE CHANGING THE GEO-MONITORING GAME
Alastair Bovim, founder and CEO of Insight Terra, notes that advances in satellite technology have opened up new options for geo-monitoring, allowing it to move from passive monitoring to real-time detection.
“Satellites are no longer a scarce resource and have become increasingly reliable and cost-e ective. Using satellites combined with terrestrial monitoring thus represents a stepchange in terms of risk management and accountability,” he says.
“In the mining industry, an inability to act timeously when things get out of control can be very dangerous – failure of infrastructure, like pit slopes or waste storage facilities, can quickly descend into catastrophe.”
Jacques West, director of Partner Growth Programmes at Viasat, adds that many critical mining sites sit beyond the reach of traditional networks, but not beyond that of satellite services.
“The ability to see in near real time what happens in these remote areas is critical. The challenge always lies in the connectivity gap – if one can’t get the data fast enough, one cannot proactively solve an infrastructure challenge,” he says.
Management. Geophysical techniques enable us to reliably zone tailings by calibrating them against drilling data, and then by dramatically improving stability assessment modelling so that they resemble what tailings are actually doing,” he says.
In addition, geophysical data related to pore water pressure (CPTu) is used to characterise the tailings material that lies between current data points derived from drilling and cone-penetration tests. This approach, he points out, is useful for monitoring tailings material that is inaccessible with these typical test methods, particularly towards the centre of tailings dams.
“At present, it is impossible to delineate 3D zones in tailings dams, even though it is known that tailings zones with di erent characteristics exist – by virtue of the way in which tailings are deposited.
“Considering that engineers cannot prove this with confidence, the tendency is to overestimate the risk and to be more conservative in the assessment – in the interests of safety. With more information, the stability assessment can more closely reflect the real situation,” suggests Engelsman.
“Viasat thus o ers narrowband non-terrestrial services, enabling thousands of small IoT devices to operate reliably, even in the most
THE GRASBERG EXAMPLE
Tailings safety re-entered the spotlight in September, when an unforeseen influx of wet material that clogged vital evacuation corridors below the surface trapped seven miners at Indonesia’s Grasberg mine –halting all mining activities.
Mines have long used sporadic sampling and tardy lab results as means of gauging environmental as well as structural hazards, explains Raphael Garcia da Costa, co-founder and CTO at South Africa’s Sentinel AI. Though imperative, they’re always retrospective in nature, meaning that by the time reports are presented, conditions below the surface may have progressed – sometimes lethally.
The Grasberg disaster is far from an isolated occurrence, he adds, noting that across Africa and the world, mines face the same susceptibilities: erratic movement in the ground, dust explosions, and shi ing air that endanger people as much as production.
“The disaster at Grasberg is a wake-up call for the entire sector. Now we have the possibility of monitoring the conditions beneath the ground in real time. Operators
remote areas of the globe, as they can connect over satellite without the need for terrestrial backhaul.”
The goal, he says, is to make visibility universal, ensuring data can flow seamlessly from the most remote sensors to the most advanced analytics engines. Connectivity, ultimately, powers insights.
“Essentially, if you can see movement in a tailings dam in real time, you can immediately take action to prevent a problem. In this way, satellite monitoring makes environmental resilience scalable and practical.”
Keizo Fujiwara, executive o icer at Synspective, points out that with satellite-based microwave technology, specifically Interferometric Synthetic Aperture Radar (InSAR), mines can quantify ground movement with millimetre precision, from a satellite around 500km to 600km away.
“With this technology, you can quickly determine if there are challenges, whatever the weather, as the radar can penetrate any such conditions and operates 24/7.
“The value this o ers to mines is enormous, and many are already benefitting from this technology, which takes tailings monitoring to a new level, as it can detect potential instability from even the smallest of movements,” he says.
can see changes as they happen, instead of weeks later, with sensors deployed on vehicles or over sha s.
“Such insight can be the di erence between an e icient evacuation, and miners becoming trapped beneath the ground,” he says.
Sentinel AI has therefore devised a solution that provides vehicle-mounted, continuous monitoring of environmental and dust hazards within construction and mining operations.
“The concept, nonetheless, extends far more widely than dust: the future of mine safety is rooted in the combination of predictive analytics with internet of things (IoT)-based monitoring in all aspects of the subterranean operations.
“We can’t wait until a er the event and then get reports as to what’s gone wrong. If the industry is seriously committed to ESG responsibility, resilience, and safety, then real-time analysis should be an absolute standard of the future, states Garcia da Costa, adding: “The Grasberg lesson is straightforward. Mine safety should happen in real time.”
THE IMPACT OF THE SA ENERGY TRANSITION ON COAL MINES
As South Africa undertakes its required energy transition, the overall impact on coal – given its central role in the economy and energy landscape – will be profound.
South Africa is undergoing a significant energy transition as it seeks to shi from a coal-dominated power sector to a more sustainable, diversified energy mix. This transition is driven by global decarbonisation commitments, domestic policy reforms, and the need to address the country’s energy security and environmental concerns.
Given coal’s central role in South Africa’s economy and energy landscape, the transition will have profound impacts on coal mines, their workers, and surrounding communities.
Coal mining is a major contributor to South Africa’s GDP, export revenues, and employment. As the country reduces its reliance on coal-fired power plants and increases investment in renewable energy, demand for domestically mined coal is expected to decline.
By Dr Andries van der Linde
PhD UH, UK, Technical Director at Blue Tree World
This will likely lead to reduced revenue, due to lower domestic and export demand for coal leading to decreased revenues for mining companies. As a result, marginal and ageing mines will close earlier than planned, leading to stranded assets and loss of investment. Industries reliant on coal for business, such as rail freight and coal logistics, will be the first to be impacted.
As a significant employer there would be job losses exacerbating unemployment and poverty, making skills transition a priority addressing the need for retraining and upskilling workers to participate in the renewable energy sector or other industries. Then there would be the impact on local communities through reduced economic activity, which may a ect local businesses, service providers, and municipal revenues, potentially leading to social unrest.
CARBON CAPTURE AND STORAGE
Although carbon capture and storage (CCS) solutions are seen as one option, CCS comes with its own challenges. Financial viability for CCS o en depends on supportive policy instruments, such as carbon pricing, tax incentives, or direct government subsidies, which can help o set the significant costs.
In regions where carbon emissions are regulated or taxed, CCS can become more competitive, especially for industries where emissions are di icult to eliminate through other means. However, in the absence of strong policy support or stable long-term revenue streams – for example, the sale of captured CO2 for enhanced oil recovery – the economic case for CCS remains challenging.
As a result, widespread commercial adoption of CCS is likely to require both technological advancements to lower costs and robust policy frameworks to incentivise investment in South Africa.
In addition to its primary role as an energy source, coal is used to produce a wide range of products and byproducts other than electricity, which on the surface would o er a solution, with Sasol standing out as a key player.
Sasol’s product range extends far beyond traditional fuels, encompassing synthetic fuels produced via coal-to-liquids technologies, as well as a broad portfolio of chemicals. These include solvents, polymers, surfactants, and explosives, which are used across various industries such as automotive, mining, agriculture, and consumer goods.
Sasol also produces lubricants, bitumen, para ins, and waxes, and is a major supplier of industrial gases, fertilisers, speciality chemicals and advanced materials. However, as a major South African energy and chemical company, Sasol is one of the country’s largest greenhouse gas emitters.
RARE EARTH ELEMENTS
In addition to its energy and industrial uses, coal can also contain valuable minerals and trace elements that may be recovered as byproducts during coal mining or processing. Notably, coal deposits o en include rare earth elements (REEs) such as neodymium, dysprosium, and yttrium, which are crucial for the manufacturing of electronics, magnets, and renewable energy technologies.
Other minerals frequently found in coal include aluminium (in the form of alumina), lithium, germanium, and even small concentrations of gold and uranium. The economics of extracting REEs from coal and coal byproducts is a complex and evolving subject.
While coal deposits o en contain REEs, the concentrations are typically much lower than in conventional rare earth ore deposits, which means extraction processes can be less e icient and more costly. The viability of such operations largely depends on the specific mineral content of the coal, the availability of advanced extraction technologies, and the prevailing market prices for REEs.
In some cases, the co-location of coal mining and processing infrastructure can reduce costs, o ering potential synergies. However, the extraction and separation of REEs from coal require significant investment in research, development, and processing facilities.
Unless high-value concentrations are present or market demand for certain elements spikes, the process may not be competitive with traditional mining sources. Policy incentives, technological advancements, and rising demand for critical minerals could improve the economic case in the future, but as of now, large-scale commercial viability remains limited in most regions.
In the end, the long and the short of it is that there no easy solution that – in the form of turnover, job creation and economic impact – can replace the current coal mining industry, while at the same time reduce emissions to the levels envisaged. Even the idea of renewable energy being able to plug that vast gap is currently not feasible.
The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.
BUILDING AN EQUITABLE MINING WORKFORCE FOR THE FUTURE
With new employment equity targets and increasing global volatility, mining companies should turn to local training providers to overcome their workforce challenges.
By Rodney Weidemann
South Africa’s mining potential requires a skilled workforce to be realised, necessitating a focus on workforce development through upskilling, training, and capacity building to improve safety, e iciency, and sustainability.
According to Mining Qualifications Authority (MQA) CEO Dr Thabo Mashongoane, the new Employment Equity (EE) regulation targets – set for 2030 – are clear, sector-specific, and ambitious, and employers will need to meet these meaningfully, sustainably, and in alignment with future sta ing needs.
“For any organisation, especially those operating in technically demanding sectors like mining and manufacturing, a sound human resource development strategy is the starting point. EE compliance, however, is not just about hiring, it’s about developing your workforce with intention.
“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.”
Jacques Farmer, MD at PRISMA Training, agrees, noting that recent changes in US trade policy, investment restrictions, and strategic recalibrations – driven by domestic political shi s and global competition –have created uncertainty for the African
mining sector, which is dependent on foreign expertise and supply chains.
“These conditions have exposed vulnerabilities in skills transfer and local capacity development across the continent. In response, building robust local training and development capabilities has become a critical priority for African governments and mining companies,” says Farmer.
COMPETENCY-BASED
PROGRAMMES
“Reducing dependency on foreign providers not only limits exposure to global political volatility, but also aligns with growing regulatory demands that emphasise local content and skills development.”
In this environment, South African training companies o er a valuable alternative, he says. “They bring regionally relevant expertise, cultural understanding, and a proven track record of competency-based mining training. Partnering with South African providers is a practical step towards closing skills gaps and strengthening the operational resilience of our mining sector in uncertain times.”
South Africa’s mining industry, with over 150 years of continuous operation, has developed training systems that combine historical depth with ongoing innovation, he says. This extensive experience has positioned South African training providers as leaders in competency-based programmes that meet
rigorous regulatory and safety standards.
“Local training providers operate under strict national standards, governed by bodies like the MQA, which align with international benchmarks. Their training programmes integrate classroom theory with extensive hands-on, on-site experience.”
This ensures that learners not only understand mining concepts, but also apply them safely and e iciently in real working conditions before certification, he says.
“This competency-based approach directly addresses shortcomings in many standard training programmes, which focus on passing exams rather than developing practical skills.”
Beyond technical skills, he adds, SA companies are working to change how mining careers are perceived locally. By engaging workers to view mining as a sustainable profession, they can empower local communities and improve retention rates.
“Local training programmes maintain high standards and are designed to meet or exceed global benchmarks. For South African mining companies looking to maximise the return on investment in skills development, our local providers present a balanced solution – delivering internationally recognised, competencybased training that is both accessible and a ordable,” says Farmer.
“South African providers o er expertise on par with global standards, combined with a nuanced understanding of local labour markets and sociocultural dynamics.”
– Farmer
MQA’S GRADUATE DEVELOPMENT PROGRAMME
With the South African mining sector facing a number of key challenges – declining output, the green transition, and digital disruption – the biggest determinant of future growth remains people. To this end, the MQA is investing in human capital to secure the long-term competitiveness of the sector.
“The MQA’s Graduate Development Programme, now integrated into our broader Internship Programme, is a cornerstone of our strategy to bridge the gap between academic learning and industry readiness,” says Mashongoane.
“This 24-month initiative places graduates in structured workplace environments where they gain practical experience, mentorship, and exposure to the mining sector’s operational realities. Our aim is to cultivate a pipeline of young professionals who are not only technically competent but also aligned with the sector’s transformation and sustainability goals.”
He says the MQA’s approach is holistic and inclusive, aligning its programmes with the Sector Skills Plan, which identifies current and emerging skills needs.
“Our initiatives span from formal education and bursaries to workplace training and internships, academic support and lecturer development and communitybased training for small-scale miners and unemployed youth. This broad spectrum ensures that we cultivate a workforce that is not only skilled but also adaptable and future-ready.
“Skills development is a powerful tool for economic transformation. By targeting historically disadvantaged South Africans, unemployed youth, and rural communities, our programmes create pathways to sustainable employment, empower
individuals to participate meaningfully in the economy and reduce poverty and promote inclusive growth.”
Among the most in-demand skills are those related to engineering, environmental management, digital technologies, health and safety, and the artisanal trades – including fitters, electricians and boilermakers.
Mashongoane notes that the MQA is actively reshaping training to meet the demands of a digitally transforming sector. This includes integrating automation and robotics into curricula, supporting training in geospatial and data technologies, and partnering with industry to ensure relevance and innovation.
“We are also investing in training for renewable energy technologies – solar, wind and hydrogen, environmental stewardship and compliance, waste management and conservation practices. These skills are critical for transitioning to low carbon mining operations and meeting global ESG standards,” he says.
“Furthermore, in conjunction with the Chemical Industries Education and Training Authority (CHIETA), and Transport Education Training Authority (TETA), we are establishing a Centre of Specialisation for Green Hydrogen. This initiative is part of a broader national strategy to develop critical skills for the green hydrogen economy, support South Africa’s transition to low-carbon energy and position the country as a global leader in hydrogen production and export.”
The centre, he continues, will o er specialised training programmes, curriculum development, and industryaligned certifications focused on hydrogen production, storage, safety, and application across sectors.
“The MQA’s involvement ensures that
MQA COURSES
The MQA o ers a wide range of programmes, tailored to di erent entry points and career stages, including:
■ Bursary Scheme: Supports students pursuing mining-related qualifications.
■ Artisan Development Programme: Focuses on trades such as fitting, turning, electrical work, and boilermaking.
■ Unemployed Youth Development Programme: O ers training in occupational health and safety and small-scale mining.
■ TVET and CET College Support: Funds lecturers to pursue further studies and improve teaching quality.
■ Workplace Experience Programmes: Provide practical exposure for students and graduates.
These programmes are designed to address both immediate industry needs and long-term transformation imperatives.
the mining sector is fully integrated into this green energy transition. Key contributions include identifying hydrogen-related skills needs within mining operations, funding training initiatives and academic partnerships and collaborating with industry and government to align training with realworld applications.”
By investing in hydrogen skills now, he says, the mining industry can future-proof its workforce, comply with global ESG standards, and tap into emerging markets and technologies.
“The centre, however, is more than just a training hub; it’s a strategic leap towards sustainable mining. Through collaboration, innovation, and inclusive skills development, the MQA and its partners are laying the foundation for a greener, more competitive mining sector,” says Mashongoane.
MJT EMPHASISES PEOPLE AS THE HEART OF SA’S MINING INDUSTRY
Menar recently hosted its seventh annual MJT mining literacy programme, aimed at assisting students and professionals to acquire or improve their mining literacy skills.
Menar’s seventh annual MJT mining literacy programme, held in late October, highlighted the interconnectedness of mining and the development of people. The 2025 edition began with an informative seminar at Menar House in Sandton on day one, followed by a visit to Canyon Coal’s Gugulethu Colliery in Davel, Mpumalanga, on the second day.
MJT brings together students and professionals from various sectors who are interested in acquiring mining literacy skills. Senior journalist and author Dianne Hawker, who gave a presentation during the seminar, reminded attendees that workers and communities surrounding mining operations were a core aspect of the industry beyond revenues.
“We see in South Africa that mining is a big industry and it has a significant impact on the workers in the industry and the communities that surround the di erent mines,” Hawker said.
Her comments set the tone for the rest of the discussions, centring around sustainability, policy, mining’s indispensable role as a driver of economic growth, and the global critical minerals race.
Third-year University of Pretoria law
student Adelle Jansen said attending the session helped her to gain a better understanding of the industry. Jansen, who has always had an interest in mining law, said the topics that were covered –such as artisanal and small-scale mining, ESG and banking – were connected to the legal profession.
“It’s very important for us as professionals, in every sphere, to understand what we are actually dealing with,” said Jansen.
Prof Nikki Wagner, from DSTI-NRF CIMERA at the University of Johannesburg, undertook a detailed presentation regarding South Africa’s geological history. “The more opportunities we get to talk to a wider variety of audiences about geoscience, mining and commodities, the more we can make sure that we are sharing the information with the terminology that is applied and understood,” Wagner said.
Caxton journalist Lebohang Pita said his highlight was the discussion about artisanal mining and illegal mining, facilitated by Imbokodo Mining Services managing director Kgothatso Nhlengetwa.
Pita, who works in the East Rand, where illegal mining activity is a big concern, said the information provided during the session helped him to use the correct terminology
MENAR
MJT 2025 mining literacy program trainees learned about various aspects of South Africa’s mining industry from speakers during a seminar on the first day, which was followed by a site visit to Canyon Coal’s Gugulethu Colliery the next day.
and distinguish artisanal mining from zama zama mining. “I’m going back home with a wealth of knowledge that will assist me in my work,” he said.
Innocentia Magodi, Nomsa Mbere, and Francois Sieberhagen, from law firm Webber Wentzel, were also among the speakers, as was the GCS South Africa director Danielle Kriel, who spoke on the role of environmental, social and governance issues and sustainability in the coal mining sector. While the first day was theoretical, day two was more practical, with trainees having the opportunity to visit the Gugulethu Colliery, where the mine’s general manager Jarmi Steyn and mine manager Corne Vlok shared a presentation about the inner workings of running a coal mine. The trainees also had the chance to witness a blasting session at the mine’s Central Pit.
THE IMPORTANCE OF SKILLING UP FUTURE GENERATIONS
When it comes to the development journey for graduates, SAIMM believes that business leaders have a responsibility to guide, coach, and prepare the next generation.
Many companies o er formal management and leadership training, but this is only one piece of the development journey. Business leaders have a responsibility to guide, coach, and prepare the next generation to take their place.
According to Southern African Institute of Mining and Metallurgy (SAIMM) president Gary Lane, many young graduates leave university not yet knowing what they don’t know. Therefore, they need guidance, coaching, and mentoring to help them prioritise the skills and capabilities they must build as they progress through their careers.
“Over the years, I’ve worked with talented individuals who unfortunately never received this kind of leadership support. The result is o en significant gaps in experience and capability that limit their e ectiveness and future progression. As leaders, we have a duty to guide them, identify development needs, and help them close those gaps,” he says.
“One of the first things I encourage graduates to learn is value stream mapping, which provides a top-down, systemsthinking framework to understand the whole system, identify constraints, and focus e ort where it matters most.”
Equally important, he continues, is instilling a mindset of continuous learning – encouraging them to ask questions, seek feedback, and gain broad experience early in their careers.
“I always recommend that they join the
SAIMM Young Professionals Council (YPC).
It’s an excellent platform for networking with peers and senior professionals, building confidence, learning how to lead meetings, articulating ideas clearly, participating in strategic planning for the YPC, and chairing and presenting at conferences. These experiences accelerate their growth and help them contribute meaningfully to both the industry and the SAIMM, through active engagement and volunteerism.”
According to Lane, the mining industry has invested heavily in equipment, digital systems, and so ware solutions, all of which promise greater productivity and value. Yet too o en, the people dimension has been neglected. True performance improvement goes far beyond change management or process optimisation, and must instead look at the whole system.
“Without deliberate system design, people end up firefighting and reacting to daily issues, while leadership becomes consumed by tactical crises instead of strategic direction. A true ecosystem integrates roles, levels of work, performance measures, management routines, skills, capabilities, and technology into a coherent whole – turning chaos into a well-orchestrated system of sustained performance,” he says.
BIGGER PICTURE
“Technical training o en drives us deep into detail complexity, which can limit our ability to see the bigger picture. To truly
excel, we must develop systems-thinking skills that allow us to view the organisation as a connected whole. For many technical professionals, this is challenging, because we are trained to focus on precision and specifics at a very detailed level.”
There are, however, incredible tools such as value stream mapping, and methodologies within Lean Six Sigma, and the Theory of Constraints, says Lane, that help us understand broader systems, identify constraints, and focus our energy where it delivers the greatest impact.
“Mining companies that encourage employees to pursue broader skills and capability development – whether in business, data science, sustainability, or leadership – develop leaders who can think across silos and drive holistic solutions. The future of mining depends on crossfunctional collaboration between engineers, metallurgists, data scientists, environmental specialists, and technologists.
“When these disciplines are aligned and orchestrated e ectively, the mining value chain becomes far more adaptive, e icient, and resilient.
“I deliberately immersed myself in other industries to learn from their experiences, and was quickly struck by how similar their challenges are to those in mining. Issues such as detail complexity and e ort-driven organisations are common across all sectors. Every industry struggles to manage connected value streams e ectively,” he says.
The lesson from other industries is clear:
LONG HISTORY
The 131-year-old professional body focuses on disseminating knowledge and assisting members to source information regarding technological developments in the mining and metallurgical sectors.
“True performance improvement goes far beyond change management or process optimisation, and must instead look at the whole system.”
success doesn’t come from working harder, but from deliberate system design, rigorous planning, and disciplined execution with an improvement feedback loop.
Lane suggests that building a peoplecentric operating model begins with leadership, by clarifying purpose, creating an environment where people can perform at their best, and fostering a culture of consistent, collaborative working.
Too o en, he says, leaders assume that everyone understands their roles, expectations, and responsibilities, or that they possess the tools, skills, and empowerment needed to succeed.
“Leadership must build psychological safety, encourage accountability, and involve people directly in shaping the operating model. A people-centric operating model focuses not only on what work gets done, but how it gets done – through clarity, collaboration, and continuous improvement.”
When people understand their role in the larger system and are equipped to influence outcomes, performance follows naturally, he says.
FUNDAMENTAL PILLARS
He indicates that sustainable performance is built on a few fundamental pillars. The first is leadership that sets direction, defines purpose, and creates an environment where people can perform.
“A culture of psychological safety, where individuals are empowered to contribute
ideas and challenge constructively, is also critical, as is accurate data and information that enables e ective, timely decisions.”
Another pillar is that of skills and capabilities that are aligned to role outcomes and organisational goals, he says. An orchestrated operating model, underpinned by management routines that reinforce consistency and improvement, is also key, “as is a supporting digital architecture that integrates systems and provides visibility across the organisation”.
Together, these pillars ensure that performance is not le to chance, but is the result of deliberate design and disciplined execution.
Most organisations operate well below their true potential. However, with clarity, structure, and feedback loops, organisations become more consistent, responsive, and capable of sustained improvement. People perform at their best because they understand their roles, feel heard, and see tangible results from their e orts.
“Over time, this translates into measurable benefits: higher productivity, reduced variability, stronger collaboration, better decision-making, and a lasting culture of continuous improvement.”
SAIMM plays a central role in developing future leaders through its YPC, uniting students and young professionals from disciplines including mining, metallurgy, civil, mechanical, industrial, mechatronic, environmental, and ESGrelated fields, he says.
Gary Lane.
The organisation’s YPC leadership reflects this diversity: this year’s chairperson is an industrial engineer, and next year’s will be a lawyer. The YPC focuses on mentorship, professional development, and creating opportunities for engagement and growth for members under 34 years old.
“Additionally, the Engineering Council of South Africa (ECSA) has formalised the Identification of Engineering Work, requiring professionals performing identified engineering work to be registered and meet defined standards of competence. This introduces continuous professional development (CPD) requirements across the profession.
“The SAIMM, fully accredited by ECSA for CPD, supports members in meeting these requirements through participation in committees, technical events, conferences, schools, and colloquia. More importantly, it’s not just about compliance – it’s about building a vibrant, skilled, and future-ready community of professionals who will carry the minerals industry forward,” says Lane.
OMITIOMIRE COPPER PROJECT
IMPLEMENTS LEACHING PROCESS UNIQUE TO AFRICA
The Omitiomire copper mine in Namibia will leverage a uniqueto-Africa chloride heap leaching process to produce 25 00030 000 tonnes of high-purity copper cathode annually.
By Rodney Weidemann
The Omitiomire Copper Project in central Namibia, currently being developed by Greenstone Resources, with Omico Mining Corp, is a fully derisked, openpit copper mine. It’s designed to produce 25 000 tonnes to 30 000 tonnes of highpurity copper cathode annually for approximately 15 years using a chloride heap leach process and solvent extraction and electrowinning (SX/EW).
The project is focused on securing a strategic partner for funding purposes, following the completion of its bankable feasibility study in late 2024, and is now positioned for implementation.
Project manager Mike Stuart from Omico Mining says what sets Omitiomire apart is its use of the chloride heap leaching process to extract the copper.
“Not only is this method more coste ective than most, thereby increasing overall profitability, but its chloride requirement can easily be met on location, as Namibia is a major producer of salt,” he says.
Essentially, he says, the chloride leaching process that will be used is highly e ective for the predominantly chalcocite copper ore
at Omitiomire. The process involves adding salt to the ore during agglomeration, to help oxidise the chalcocite, a er which acid is used to leach the copper from the ore.
“When we add salt, it creates a more e ective solution for dissolving copper from this specific type of ore, and the now copper-rich solution can then be processed using solvent extraction and electrowinning, enabling us to produce pure copper cathodes on-site.”
The copper-rich leach solution is sent to an SX/EW circuit, which uses organic solvents to extract the copper, followed by electrolysis, to deposit it as pure copper cathode, he says.
By reducing the amount of acid consumed in the process, notes Stuart, the mine’s expenditure – both in terms of the sulphur required to make the acid, and the size of the acid plant needed – is reduced.
“Leaching times are also reduced, and because it is a dynamic heat leaching system, less space is required, while water consumption is also lower, and the end product has a higher purity. These important drivers of value make Omitiomire a standout copper project,” he says.
LONG HISTORY
Stuart says the project has a storied history. The original deposit was discovered by General Mining (Genmin) in the 1970s, and significant work was undertaken by Anglo American in the 1990s. International Base Metals Limited (IBML) became involved in 2008, which led to extensive drilling, with some 85 000m completed between 2008 and 2014, and a pre-feasibility study into producing copper concentrate by flotation.
However, he says, IBML eventually mothballed the project because, at the time, the economic feasibility of a large-scale flotation operation was not viable due to low copper prices.
“Greenstone then became involved in late 2019, as a private equity group that was seeking copper projects to invest in at a bankable feasibility study level. When it was unable to identify a su icient number of these, it sought out projects that could be brought up to this level, which is when they looked at Omitiomire,” he says.
“With this project, they found a method that would allow it to be a viable deposit economically, notably through a change of the metallurgical processing route, by
THE CHLORIDE LEACHING PROCESS AT OMITIOMIRE
■ Mineralogy:
The Omitiomire deposit contains predominantly chalcocite, a copper sulfide mineral.
■ Agglomeration and salt addition: During the agglomeration stage, salt is added to the ore. This salt helps to oxidise the chalcocite, preparing it for leaching.
■ Acid heap leaching: Acid is then used to leach the copper from the ore. The addition of salt creates a more e ective solution for dissolving copper from this specific type of ore.
“Not only is chloride heap leaching more cost-e ective, but its chloride requirement can easily be met on location, as Namibia is a major producer of salt.”
using chloride heap leaching and SX/EW to produce pure copper cathode, as opposed to the previous process route of flotation.”
Stuart says he joined as project manager in 2020, adding that although time was lost due to COVID-19, he has spent the past four years undertaking extensive metallurgical test work, resource drilling and engineering to prove that the project is economically viable.
“We are currently looking at alternatives to fund the project to get it up to production phase. This means that construction has not yet begun, but we are in the post-bankable feasibility study phase and are presently doing a lot of work in respect of strategic planning.
“As for our timelines, we are hoping that by early to mid-2026 we will be in a position to begin construction of the mine, which is anticipated to take around a further 24 months, meaning that we expect production to begin in 2028.”
Current studies indicate that “we can expect to produce approximately 27 000 tonnes – peaking at around 32 000 tonnes where the grade is highest – of pure copper cathode annually, over a 15-year life of mine”, he says.
He notes that the mine’s long-term viability is underpinned by the Just Energy Transition, and the growing demand for copper that is part of this.
“The global copper market is huge, and although Omitiomire is not a major producer in comparison to some mines, copper remains a long-term growth market. Thus we are confident that by the time we get to production, demand will not only be strong, but the market will be a profitable one. A er all, most organisations view copper as having excellent long-term potential,” he says.
ADDITIONAL INFRASTRUCTURE
Talking about the supporting infrastructure, he indicates that, generally speaking, Namibia has a well-developed road network. The Omitiomire mine is around 70km from the nearest tarmac road, but the remainder of the distance is accessible via gravel.
“Power access is similar, in that the nearest line is about 70km away. This means it will take some time for grid power to the mine site, but we are presently working with NamPower on how best to bring power to the site. We will also be installing solar –sunlight being something else Namibia has a
■ Solvent extraction and electrowinning (SX/EW): The copper-rich leach solution is then sent to a solvent extraction and SX/EW circuit. This established hydrometallurgical process uses organic solvents to extract the copper, and then electrolysis to deposit it as pure copper cathode.
■ Advantages: This method is well-understood and e ective for chalcocite ores. It allows for on-site production of pure copper cathode, is coste ective, and o ers benefits such as low water consumption and a high-purity final product.
wealth of – that will cater for around 30% of our power requirements.”
This will be a 25MW solar plant designed to run the whole operation, including crushing and SX/EW operations, he explains, but due to the lower amount of sunlight received in the morning and evening, and none at night, the solar facility will provide about 30% of the total power required.
“Because the mine is situated in a remote region, there are few local communities in the area, with the nearest small town being some 50km away. This means that most of the employees will be sourced from Windhoek and other areas in Namibia,” says Stuart.
“Of course, the country does have a strong and well-skilled mining workforce, so I have little doubt that the vast majority of our employees will be Namibian, and those who require it will be trained and skilled up as the project develops along.”
Stuart points out that the mine expects to retain a total workforce of around 800-1 000, which will be a win for the nation in terms of job creation, adding that the mining sector as a whole is a large contributor to employment in, and the GDP of, Namibia.
“We will obviously also contribute to environmental, social and governance (ESG) principles as well through the Craton Foundation Trust. We are currently undertaking outreach programmes with local farms, and are investigating working with them on implementing camera monitoring anti-poaching systems.
“The trust has also, in the past, worked in conjunction with Namibian health authorities to provide services such as eyetesting at local schools and the construction of classrooms.”
“The mine’s long-term viability is underpinned by the Just Energy Transition, and the growing demand for copper that is part of this.”
Looking ahead, he notes that the company’s first milestone will be to finalise its financing within the next six months, and then to begin construction in early 2026, with production starting in 2028.
“Ultimately, the Omitiomire project is unique in Africa, thanks to its use of the salt leaching process, something that has not been done on the continent before. This will benefit not only Namibia as a
major salt producer – with our mine using around 100 000 tonnes of salt per annum, but will also be beneficial to the local suppliers.
“Between these aspects, and the jobs that will be created once the mine hits its full stride, we are confident that Omitiomire will be equally beneficial to Namibia, its people and our owners, for years to come,” says Stuart.
CHARTING THE FUTURE OF MILLING EFFICIENCY
Tega Industries’ close customer engagement and willingness to challenge conventional thinking in mineral processing positions it to help unlock hidden plant potential.
With a relentless focus on research and development, Tega Industries has introduced world-beating technologies to the market, placing it as a dominant player in the global mill liner and wear solutions market.
Much of this success comes from its close customer engagement and a willingness to challenge conventional thinking in mineral processing. This was evident at its industry conclave that was held recently in Pretoria and attracted over 170 attendees from mines across the world. A number of speakers provided a clear picture of where the industry was heading and how smarter milling could deliver measurable gains.
Tega Industries Africa CEO Vishal Gautam opened the event with a look at the financial case for adopting better methods and equipment. He argues that milling operations have long been obsessed with availability and tonnage, but seldom translate those metrics into business value. “We are not here to just supply liners. We are here to help you unlock hidden potential in your plant.”
He makes the case for adopting an Overall Equipment E ectiveness framework, where underutilised assets and ine iciencies are exposed – not just at the equipment level but across the value chain. For mines
operating on tight margins, small percentage improvements in mill performance translate directly into millions of rand saved or earned. Clearly, treating mill optimisation as a strategic business lever, rather than a maintenance exercise, makes more sense.
Professor Aubrey Mainza, deputy director of the Centre for Minerals Research, warns that many plant managers continue to run their mills blind. While technologies such as variable speed drives and modern discharge designs are available, they are o en misunderstood or misapplied.
He emphasised that volumetric filling –the correct balance of ore, media and water – dictates performance. Too much or too little filling changes the internal dynamics, altering the number of particles to grinding media contacts, and undermining throughput. Training in measured adjustments is far more valuable than control systems that only protect the mill. E iciency is not about buying more equipment, but about disciplined control of filling, discharge, speed and media, coupled with training the operators to think in small, precise corrections.
Sumeet Pahi also highlighted how Tega was translating these insights into product innovation. “Discharge systems are too o en neglected, despite being central to circuit stability. Poor grate design, blockages or
inadequate media can create ‘washing machine’ e ects, where slurry circulates without exiting the mill, wasting energy and hammering liners.”
As a result, Tega’s research and development teams have developed optimised discharge designs and wear monitoring tools, designed to extend liner life and stabilise grind conditions.
Sumeet explains that innovation in liner metallurgy, li er profile and grate configuration must be paired with customerspecific testing to truly deliver results. “Every plant is di erent, and every ore body is unique. The answer is not a catalogue product, but a collaborative design process.”
The conclave also included talks and case studies from numerous specialists and mine operators, including Sandile Nkwanyana of Mintek, Flavio Silva de Moura of Lundin Mining Brazil, Jennifer Giron, ex-senior metallurgist at FQML and now working at Tega, and Vamumusa Manyathi, Tega business development manager.
The combined expertise paints a clear picture that shows that the era of treating mill liners as consumables is over. Tega’s approach of marrying business metrics with technical fundamentals and engineering is one that will ultimately be able to help mines unlock hidden e iciencies and improve profitability.
ULTRA-DURABLE STAINLESS STEEL SUBMERSIBLE PUMPS
KSB launches rugged new CORAChrom pump, designed for challenging water chemistry and diffi cult implementations, making it ideal for African conditions.
KSB Pumps and Valves has launched a rugged, stainless steel submersible pump range that is designed for deep borehole use and other demanding freshwater and saline pumping applications.
The new CORAChrom pumps are considered a game changer for African conditions, with all wetted components – including di users – fabricated from corrosion-resistant high-grade AISI 304 stainless steel, or a choice of stainless steel or engineered polymer impellers, depending on the environment. This ensures the longest possible operational life, even in mineral-rich or aggressive groundwater.
According to KSB Pumps and Valves area manager Hugo du Plessis, the CORAChrom series is available in 100mm and 150mm multistage centrifugal variants, and is tailored to cope with the kind of variable borehole conditions and challenging water chemistry commonly encountered in South Africa and across the continent. This includes high iron or salt content, variable water tables, and unreliable electricity supply – especially in rural areas.
Unlike traditional cast iron or bronze pumps, which may degrade or clog over time, the new KSB CORAChrom submersible pumps use investment-cast stainless steel for key components, such as the suction housing and non-return valve. The range also features integrated intermediate bearings and a counter-thrust ring to
support axial loads and extend bearing life to further enhance reliability.
“The pump’s lightweight modular design allows it to be installed vertically, horizontally or inclined, which makes it adaptable to a variety of borehole and tank installations. What really makes the CORAChrom unique is its wide power compatibility. It can operate on both singleand three-phase AC power and is also available in DC solar-ready options, which are proving especially valuable in o -grid or energy-constrained areas,” he says.
“Our CORAChrom pumps are capable of delivering flow rates of up to 12m3/h (200 litres per minute), with maximum heads of 638m at 50Hz (2 900rpm) or 780m at 60Hz (3 500rpm). Motors are available up to 22kW, depending on model and application. This is tested and certified in our global manufacturing sites, where each pump undergoes rigorous hydraulic testing under ISO 9906 Grade 3B standards, verifying its real-world e iciency.”
The KSB CORAChrom series is already gaining traction across multiple sectors with successful deployments in:
■ Borehole-based irrigation for farms and smallholdings.
■ Garden and nursery watering systems.
■ Domestic water supply in rural or periurban housing developments.
■ Dewatering and groundwater management in construction and mining.
■ Pressure boosting and cooling water
KEY FEATURES AND BENEFITS
■ Flow rate: Up to 12m3/h (200 l/ min)
■ Maximum head: Up to 780m (60Hz)
■ Motor capacity: Up to 22kW
■ Power options: Single-/threephase AC and solar DC
■ E iciency: ISO 9906 Grade 3B; BEE-rated
■ Applications: Borehole abstraction, solar irrigation, industrial dewatering, building pressure boosting
Du Plessis notes that in drought-prone areas such as the Northern Cape, Karoo and North West, where boreholes may be drilled to depths exceeding 500m and access to reliable electricity remain a challenge, the solar-ready DC models have proven to be game changers.
“These pumps deliver excellent output per watt-peak (Wp), even in low light conditions, which makes them ideal for solar applications. It’s part of KSB’s commitment to sustainable water access and long-term value for our customers,” he says.
As with all KSB products, the CORAChrom range is backed by KSB’s extensive South African sales and service network, with expert support and technical backup available through its nationwide branches and distributors.
Mining operators are seeing an increased demand for minerals and ores. Operators must now consider the costs of pump maintenance and replacement as well as the cost-benefit of utilizing fewer larger pumps versus several smaller pumps to perform the same work.
The KSB GIW® MDX pump line delivers proven results in the harshest hard rock mining applications.
THE NEED FOR CLOSURE
A responsible mine closure strategy is crucial from an environmental, social, safety,
and legal perspective – and should be in place from the fi rst day of operations.
By Rodney Weidemann
From abandoned mines and operations that remain in prolonged care-and-maintenance, to the rise in illegal mining activities, failure to implement e ective closure policies can be detrimental in the long term. Therefore, planning for responsible mine closure is key, and should form part of every mining stage to avoid the historic trend of mines being abandoned without adequate rehabilitation measures.
Responsible mine closure is crucial for environmental protection, community wellbeing, and a positive legacy, as it prevents contamination hazards, creates safe post-mining land uses, and ensures that companies meet their legal and social responsibilities. It requires careful planning from the initial stages of a mine’s life to ensure a holistic approach that addresses environmental rehabilitation and social and economic transition for local communities.
According to Rochelle Bloemhof, principal associate: Mine Closure at WSP in Africa, every company should define a clear closure vision: where they aim to be, the legacy they want to leave, and the when, how, and who needed to achieve it.
“A robust policy provides a structured framework guiding responsible transitioning, environmental protection, social responsibility, financial preparedness, and regulatory compliance. It aligns operations
with the company’s closure vision, creating a roadmap for sustainable, long-term outcomes,” she says.
Given the growing complexity of mining operations, including evolving regulations, socio-economic volatility, stakeholder expectations, and climate change, traditional cost estimation models are o en inadequate.
“A robust closure policy allows companies to embrace uncertainty, adopt risk-informed, lifecycle-aligned methodologies, mitigate financial risks, unlock long-term value, and support regenerative, communityaligned outcomes. Applied throughout the mine lifecycle, it enhances operational e iciency, strengthens environmental stability, facilitates social transition, and positions the company for a responsible, future-ready closure.”
SERIOUS
IMPACTS
Roanne Sutcli e, principal environmental engineer at SRK Consulting, notes that the environmental and ecological impacts of an unplanned for, or poorly executed, mine closure can be significant.
“They may include health and safety risks from uncontrolled access into open pits or underground operations; contaminated seepage from tailings and waste rock dumps into aquifers and above-ground water sources; structural and chemical instability; and subsidence,” she says.
“There are also hydrological systems to be considered and facilities and infrastructure that might be lying in flood lines, which need to be relocated. Remediating and rehabilitating the environment is a complex process, with many elements that require careful planning and implementation.”
Sutcli e says there can also be a socioeconomic impact on communities that are highly dependent on the mine – for example for housing, schools and healthcare facilities, as well as both direct and indirect economies. Dealing with this aspect, she says, can be more challenging, having no mechanical solution. Mismanaging either the environmental or socioeconomic fallout from closure can result in serious reputational damage for a mine owner, if not managed appropriately.
She adds that the consequences of abandoning a mine without proper forward planning can be disastrous – including reputational and financial penalties, and health and safety risks.
“Abandoning a mine without taking all the necessary measures can also result in all the environmental threats already mentioned. In addition, sudden retrenchment of workers without supporting alternative economic activity can leave entire communities, that have no other source of income, destitute.”
Many of SA’s legacy mines were closed long before proper closure planning was
REHABILITATION OBLIGATION
“A robust policy provides a structured framework guiding responsible transitioning, environmental protection, social responsibility, financial preparedness, and regulatory compliance.” – Bloemhof
WSP notes that rehabilitation is a core part of mine closure and should be integrated throughout the mine’s lifecycle via progressive closure. This approach implements closure and rehabilitation activities during construction and operations rather than deferring them until the end of mine life. Examples include soil management, waste rock placement, water diversion, revegetation, stabilisation works, capping of residue facilities, and demolition of unneeded infrastructure.
Importantly, rehabilitation does not necessarily mean restoring land to its exact pre-mining state. Modern closure planning increasingly emphasises repurposing land and infrastructure to meet the evolving needs of local communities, creating a positive legacy rather than leaving degraded or unusable land. For example, remediation should ensure that soils remain fertile and suitable for future land uses. Integrating remediation and rehabilitation from the outset is therefore critical to align activities with the intended post-mining land use and maximise environmental, social, and economic benefits.
commonplace, “and this is where we see some of the negative impacts – be they social or environmental – of rehabilitation measures never having been put in place”.
CRITICAL CHALLENGES
Bloemhof notes that mining operations under prolonged care and maintenance face financial, environmental, human resource, safety, and regulatory challenges. Even when production ceases, she says, sites incur significant ongoing costs for maintenance, security, and environmental management –o en without revenue to o set them.
“Environmentally, liabilities such as acid mine drainage (AMD) pose lasting threats to water resources, and aging infrastructure increases the risk of environmental hazards, demanding costly remediation. Regulatory compliance remains mandatory, with evolving legislation requiring permits, monitoring, and reporting; noncompliance can trigger legal and financial consequences,” she says.
“Human resource challenges include retaining skilled personnel, preserving institutional knowledge, and maintaining safety standards amid reduced sta ing and deteriorating infrastructure. Security threats – such as the , vandalism, and illegal activities – require ongoing investment in protection.”
On the regulatory and social front,
she says, organisations must “navigate complex care and maintenance obligations, while managing community expectations, economic hardship, and social tension due to suspended operations. Governance gaps during this period can further compromise long-term site management and rehabilitation e orts, making early, structured closure planning critical”.
She says potential illegal mining must be a key consideration in any closure policy, as it presents significant financial, social, environmental, and operational risks.
Closure planning, suggests Bloemhof, should identify vulnerable areas such as open pits, sha s, tailings facilities, and waste dumps, and implement safeguards including backfilling, fencing, controlled access, and stabilisation.
“Regular monitoring and risk assessments help detect unauthorised activity early, while coordination with authorities ensures enforcement of antiillegal mining regulations. Policies should also address broader social risks, including community disruption, employee coercion, and human rights violations,” she says.
“Prevention relies on a combination of technical, security, and social measures. Security measures may include biometric access systems, remotely operated padlocks, intelligent lamp room controls, CCTV with thermal capability, unmanned aerial
Conducting rehabilitation trials during operations provides several benefits: it allows the company to test di erent techniques, identify e ective solutions, optimise resources, and gather monitoring data to demonstrate the success of rehabilitation measures to regulators. Once an area is rehabilitated and monitoring data shows that the success criteria have been met, it becomes much easier to build a robust evidence base to support the issuance of a closure certificate.
Attempting to implement rehabilitation late in the mine’s lifecycle carries significant financial and operational costs. Without proactive closure planning and rehabilitation trials, companies forfeit the opportunity to optimise rehabilitation, monitor outcomes, and build the evidence needed to demonstrate success to regulators for closure certification. Progressive rehabilitation also provides partnership opportunities.
vehicles, intensified stop-and-search protocols, reward programmes, and armed security.”
Complementary social strategies, such as community engagement, alternative
PRESSING CHALLENGES
“The consequences of abandoning a mine without proper forward planning can be disastrous – including reputational and financial penalties, and health and safety risks.”
– Sutcli e
livelihood programmes, and – where appropriate – regulated artisanal or smallscale mining, reduce incentives for illegal activity, while supporting safe, environmentally responsible practices and achieving long-term closure and ESG objectives.
AGILE AND ADAPTABLE PLANS
Sutcli e feels that a mine closure policy and strategy should be in place from the first day of operations, including contingencies for unexpected closure. Plans should be agile and adaptable to every stage and circumstance, she says, with regular reviews – during the life of the mine – of closure costs, based on current operational data.
“Implementing ongoing rehabilitation measures ahead of closure is a more coste ective strategy than one time remediation, or retro-fitting a solution to a closure challenge that has existed since the outset of operations.”
Under the terms of a mining permit, she continues, there will be relinquishment criteria relating to how the land and environment should be rehabilitated and handed back, post-closure.
“This forms part of the closure certification process, which will guide the way in which the land is rehabilitated, as well as regional development plans to create new economic drivers and alternative livelihood opportunities for the area.
“Of course, a closure plan involves skills and competencies that most mine owners do not have in-house, in which case it may be prudent to call in consultants and specialist teams – these may be environmental or engineering specialists, social scientists, or non-governmental organisations that can assist with community-related aspects.”
MANY MOVING PARTS
Bloemhof infers that mine closure should be viewed as part of a continuum of stewardship and regeneration, where financial provisioning not only covers liabilities, but actively supports adaptive, resilient outcomes.
“Closure planning should be structured as a strategic business case, enabling management to invest in progressive rehabilitation during operations, by clearly demonstrating the value drivers and opportunities it presents.
“In this way, closure funds become dynamic tools rather than static reserves, supporting continuous improvement, risk reduction, and the unlocking of environmental, social, and economic opportunities, while enhancing long-term value for communities and ecosystems,” she says.
Ongoing engagement with regulators, local communities, and other stakeholders is equally critical, to mitigate risks, secure social licence, and align expectations around rehabilitation and post-mining land use.
“Progressive rehabilitation during operations o ers tangible benefits: it allows for testing and refining rehabilitation approaches, building a robust evidence base to demonstrate compliance with success criteria, and ensuring that areas can be repurposed safely and e ectively.”
Sutcli e adds that a critical part of mine closure policy development and planning is stakeholder engagement. There are many moving parts to mine closure, and many parties that are involved who will be impacted far into the future – long a er the mine owner has le .
“Discussions need to be undertaken with regulators, the likely eventual custodians
According to the Southern African Institute of Mining & Metallurgy, there are several pressing challenges faced by the local mining industry regarding mine closures.
Key here is the uncertainty surrounding legislation and regulatory frameworks. As governments and international bodies continue to refine their policies to address environmental and social concerns, mining companies must remain agile and proactive in their approach to compliance.
Innovation and technological advances are transforming the approach to mine closures – from predictive modelling to advanced reclamation techniques, the integration of technologies is enabling more e icient, sustainable, and cost-e ective closure solutions.
The socioeconomic transition associated with mine closure is another critical focus area. As mines cease operations, the surrounding communities o en face significant economic and social changes. Mines need to develop strategies for fostering resilience and sustainability in these communities, emphasising the importance of collaboration between industry, government, and local stakeholders.
Finally, the complexity of disciplines required to develop e ective mine closure plans cannot be overstated. Geotechnical engineering, hydrogeology, environmental science, socioeconomic planning and more, must converge to create holistic solutions.
of the land, local leadership structures, and other identified key external stakeholders. Further to this, mine owner teams involved in the environmental, social, mechanical and engineering aspects of operations need to be consulted to provide input into closure planning and implementation.
“Closure cannot be a tick-box exercise; it requires careful implementation. There are international best practices and guidelines that can be followed, including from the International Council on Mining and Metals and the Global Industry Standard on Tailings Management. Ultimately, understanding every aspect of your operation – from start to finish – is the key to a successful mine closure,” she says.
MENTAL HEALTH IN MINING: ADDRESSING THE RISKS IMPACTING WELLBEING AND SAFETY
Prioritising mental health support in mining operations, through awareness, counselling and access to care, is a moral imperative.
According to the World Health Organization (WHO), in 2019, one in every eight people – or 970 million people around the world – were living with a mental disorder, with anxiety and depressive disorders the most common. Le undiagnosed and untreated, mental health conditions can prove debilitating, or could seriously impact personal lives and work.
Prioritising mental health support in mining operations, through awareness, counselling and access to care, is a moral imperative. Moreso, it is a strategic investment in the sustainability of the workforce and the resilience of the communities that depend on them.
By Reinette Lotz, Allied Services Manager at Platinum Health Medical Scheme
The importance of mental health is also emphasised in the Department of Mineral and Petroleum Resources’ (DMPR) National Mental Health Policy Framework and Strategic Plan 2023-2030. The DMPR has also issued a directive to include regular mental health screening at occupational centres, to ensure early detection. Interventions to improve the safety of women in mining is also among its 2034 milestones, as the industry strives to realise its ambition of zero harm to all.
The mining sector is characterised by high stress and potentially hazardous environments that can take a toll on workers’ mental wellbeing. Mine workers are o en breadwinners in their households, so their psychological wellbeing directly a ects the stability of their families and the broader social fabric of their communities.
In the mining industry, much like in the broader population, the most common mental health issues we see are depression, substance abuse, anxiety and relationship problems. Coming to the fore in recent years have been issues like bullying, harassment and victimisation, while many may also su er from grief, trauma or posttraumatic stress disorder.
A recent study in the South African Journal of Psychiatry assessed 927 mine workers and found that 31% experienced moderate to severe psychological distress — indicators consistent with symptoms of anxiety and depression. The research also highlighted a strong association between hazardous alcohol use and mental health distress.
IDENTIFYING AND TREATING MENTAL HEALTH CONDITIONS
It must be noted that an employee on treatment for a mental health condition is much less of a risk than an employee who has not been identified and treated. For example, concentration and memory are a ected by depression, and if you work with equipment and there’s a lapse in concentration, it could cause a mining accident.
Mines have come to understand the importance of proper screening and treatment for mental health conditions such as depression, anxiety and substance abuse, as part of general health screening. As a closed scheme tied to occupational health services, these comprehensive periodic screenings are compulsory, and help to identify and treat physical and mental health conditions early.
Employee assistance programmes (EAPs) provide access to
counsellors 24 hours a day, seven days a week –making treatment convenient and accessible. They are also geared to educate the mining community, helping to normalise these issues, removing the stigma of mental illness, and highlighting the importance of getting treatment and support.
This growing awareness through the EAP campaigns could account for the fact that the bulk of our referrals are what we call self-referrals. People know where to access the service and patients would come and request assistance – both on the scheme side and the EAP programme side.
Referrals also come from GPs at the mines, and from mine HR or management, in cases where an employee exhibits problems with work performance, late-coming or absenteeism. They typically refer those clients to the EAP social workers, who would assess them and if they need more specialised treatment, would send them to the psychologist and we would then triage them to the psychiatrist.
PRAGMATIC APPROACH TO MENTAL HEALTH TREATMENT
A pragmatic approach is one that will o er the best outcome to patients. For example, patients with schizophrenia struggle to adhere to taking medication daily, so we may prescribe injectables to improve treatment outcomes. We believe that if you treat mental health conditions early and appropriately, you ultimately reduce the need for hospital admission.
Mental health treatment can be costly, so many medical schemes limit their benefits to only the prescribed minimum benefits, such as a 21-day in-hospital treatment or a 21-day programme in a rehab facility, or chronic conditions such as bipolar depression. When comparing mental health services, it’s important to check if all mental health conditions are covered, and if patients can be treated on an outpatient basis.
We find it is not always beneficial for patients to go to mental health institutions, because of personality factors. In the mining environment, we seek alternative treatment options before hospital admission, to help normalise the condition and remove the stigma of the patient being removed from their family and community for treatment.
Other considerations when selecting a medical scheme are whether medication is provided with no restrictions on the long-term treatment, and whether the mental health department is wellsupported and integrated with a network of GPs and EAPs.
Platinum’s in-house mental health services enable close collaboration and overcome the silos and disconnects that can occur in private practice. Occupational health teams collaborate with our medical teams, our social workers can speak to the GPs and the psychologists, and they can speak to the psychiatrists, to develop an individualised treatment plan. This also fosters more holistic approaches to healthcare, with greater accessibility and better outcomes for patients.
The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.
DRIVING SUSTAINABLE MINING THROUGH INTEGRATED ENVIRONMENTAL EXPERTISE
Lengthy approval processes, shifting compliance requirements, and heightened public scrutiny demand the precision, foresight, and technical expertise a company like ENVASS can provide.
Mining is a fundamental part of South Africa’s economy, supporting growth, job creation, and development. However, the industry must navigate a complex regulatory framework designed to balance economic advancement with environmental responsibility.
Under the Mineral and Petroleum Resources Development Act (MPRDA) and the National Environmental Management Act (NEMA), mining rights, permits, and environmental authorisations must be aligned to ensure the sustainable development of mineral resources.
Over the past two decades, the ENVASS Group has established itself as a service provider dedicated to helping clients navigate the complex authorisation framework, a significant challenge in the mining sector.
Lengthy approval processes, shi ing compliance requirements, and heightened public scrutiny demand precision, foresight, and technical expertise. ENVASS’s multidisciplinary approach streamlines this process by integrating environmental science, water management, and compliance oversight. This enables mining companies to achieve regulatory certainty and improve operational e iciency.
NAVIGATING THE AUTHORISATION PROCESS
Emile van Druten, a director at the ENVASS Group, points out that the company
understands the various phases involved in establishing or expanding a mining operation. Initially, baseline and feasibility studies may be necessary to operationalise mining projects. Obtaining a prospecting right through the NEMA Basic Assessment process is also essential.
“The next likely step is to apply for a mining permit, if the area to be mined is less than five hectares. For larger and longer-term projects, a mining right (MR) application will be required,” he says.
“The MR application process includes a comprehensive scoping and environmental impact assessment. Additionally, it is important to consider obtaining a water use licence and other authorisations, such as an atmospheric emissions licence and a waste management licence.”
MINE CLOSURE AND REHABILITATION
The ENVASS Group has been exploring integrated mine closure and post-mining land use options for the industry since the first Minerals Act was enacted, notes Van Druten. Integrated mine closure planning is a crucial component of sustainable mining and responsible resource management.
“It allows investors to systematically conclude non-economic mining activities and transition to subsequent investments. ENVASS adheres to international best practice guidelines and promotes a full life-cycle approach, ensuring that closure plans are developed from the project’s inception, and are then continuously refined and updated
throughout the mine’s operational phase.”
ENVASS advocates that the early integration of closure objectives in project planning is essential to ensure that mine design supports e ective rehabilitation and minimises longterm liabilities, he says. “Regular updates to closure plans help maintain alignment with operational changes, environmental conditions, and stakeholder expectations.”
ENVASS recognises that establishing clear and actionable closure objectives ensures that the necessary operational performance standards remain valid and relevant. This process includes meaningful stakeholder engagement, allowing communities, employees, and authorities to take part in defining post-mining land uses and social transition strategies.
“Furthermore, ENVASS supports its clients throughout an iterative approach of closure risk assessments, focusing on identifying and mitigating physical, environmental, and social risks. It also proactively assists the mining right holder to estimate accurate financial closure provisions, and is able to produce a post-mining site that remains safe, stable, and environmentally sound.”
AQUATIC AND HYDROPEDOLOGICAL ASSESSMENTS
Mining in the South African landscape o en has a complex relationship with water resources, including rivers, streams, and wetlands. These relationships, along with the associated management measures, are typically outlined in a mining operation’s water use licence and/or its
approved environmental management plan.
“As a standard requirement, mining operations must assess the impact of activities that occur within a 500m project area of influence. This assessment considers flood lines, sensitive riparian vegetation, and other water users, in addition to geohydrological impact and management control plans,” he says.
“ENVASS understands this legislative regime and supports the industry to adhere to requirements relevant to river health and hydrological impact management. This includes hydropedological assessments that examine the subsurface flow of water through various soil horizons. All of this contributes to the water use licence application process and operating conditions, governed by the Department of Water and Sanitation.”
COMPLIANCE AUDITS THAT ADD VALUE
Once environmental authorisations, environmental management plans, and water use licences have been obtained, it is essential to conduct an annual review of environmental performance to ensure compliance with these conditions.
“These compliance audits are fundamental to maintaining accountability within South Africa’s mining sector. They ensure that both surface and underground operations are conducted transparently and in line with environmental legal obligations, thus establishing a clear reference point between mining right holders and environmental regulators.”
ENVASS recognises that large, multioperational mining operations are subject to various licences and conditions, which can increase compliance costs. Establishing integrated multi-site audit programmes is essential for consistent assessment, as it highlights patterns of risk, recurring non-conformances, and opportunities for improvement.
Kevin James Bushell, ENVASS’s lead auditor, explains: “An integrated compliance programme transforms what used to be scattered, site-by-site checks into one clear and practical, evidence-based system that demonstrates accountability.
“When multiple operations are evaluated through the same framework, leadership
gains visibility over systemic risks, and can take action before issues escalate.”
ENVASS’s combined audits approach, assessing environmental, water, and air compliance simultaneously, helps to minimise duplication. It reduces downtime and provides a comprehensive view of operational performance.
The key benefit is increased e iciency, which results in less disruption for production teams, clearer reporting to regulators, and faster implementation of corrective actions. This approach ensures that operations remain compliant and run smoothly.
THE VALUE OF PROJECT PRINCIPLEBASED PARTNERSHIPS
ENVASS believes e ective project management is crucial for the success of environmental projects on mining sites. This includes planning, execution, and closeout phases. It is essential to ensure that the planning stages involve clear communication with clients, the gathering of relevant background information, and a thorough understanding of the project’s context and critical path.
According to Van Druten, “ENVASS’s internal project management controls aim to enhance overall project e ectiveness, e iciency, and safety, through the principles of planning, execution, control, and accurate closeouts that align with work specifications and client expectations.
“Having an objective environmental partner, with industrial experience, ensures accurate interpretations, decision-making and prioritisation during project control phases. ENVASS provides an extensive value proposition to the mining industry, by recognising that each project has its own environmental, technical, and logistical complexities.”
The organisation also understands that a one-size-fits-all approach does not work to apply its experience as a preferred partner to any mining operation and or project in South and Southern Africa.
“When proper planning and information gathering are neglected, it o en leads to delays, repeated site visits, unexpected conditions, and increased costs. These
ENVASS provides expertise in areas such as land reclamation, infrastructure removal, water treatment, long-term monitoring, and biodiversity management, using their scientific consulting to help clients achieve sustainable and coste ective closure solutions.
experiences have reinforced the idea that investing time upfront in detailed preparation consistently results in safer operations, better resource management, and ultimately, stronger and more reliable project outcomes,” he says.
ENVASS takes pride in leading environmental consulting e orts within the mining sector. Its dedicated team combines scientific innovation with practical strategies to provide customised solutions that have a meaningful impact. The company assists clients in securing necessary permits and o ers guidance through the complexities of mine closure and post-closure processes, ensuring support throughout every stage of their journey.
“Our mission is to empower South African mines to operate sustainably and responsibly, fostering environmental excellence at each phase of the mining lifecycle. We prioritise forming robust partnerships with our clients, collaboratively navigating regulatory frameworks while addressing environmental challenges directly.
“Through these e orts, we aim to create enduring value for shareholders, local communities, and the environment. Together, we can advocate for a balanced and sustainable approach to mining, contributing to a more promising future in South Africa and abroad,” says Van Druten. ENVASS
GAUTENG’S FIRST NEW UNDERGROUND MINE IN 15 YEARS BEGINS OPERATIONS
Taking over and reviving an old mine in Qala Shallows, West Wits Mining aims to produce signifi cant gold resources, while also meeting high social and environmental standards.
By Rodney Weidemann
In what is a significant development in the local mining industry, West Wits Mining’s Qala Shallows project is introducing the first new underground gold operation for 15 years, in the Witwatersrand Basin.
According to company CEO and MD Rudi Deysel, the company received its mining right in 2021, a er which it undertook the various environmental approvals that were required, and completed a definitive feasibility study.
“We then began with early works, using the original mine’s old box cut and decline – both of which were refurbished to bring them up to modern standards. In total, the mining area we have the right to is around 16 000 hectares and contains estimated resources of around five million ounces of gold,” he says.
“The company has also secured debt funding and fulfilled its equity requirements, meaning that the whole mine is, in e ect, fully funded. With financing secured, we began mobilising in July, with production beginning in mid-October.”
Deysel notes that the mine remains on track for its first gold pour to take place in early 2026, adding that the project is ahead of schedule in terms of the ore delivered so far.
“We have executed an agreement with Sibanye-Stillwater’s Ezulwini plant – which has plenty of spare capacity – and while it took time to get this signed o , we have since been delivering ore from the mine that is being stockpiled. Once we have around 30 000 tonnes, we will begin feeding it into plant by the end of the first quarter of next year.
“Our current production targets sit at a maximum of 70 000 ounces per annum, which amounts to an in-production run-ofmine of approximately 65 000 tonnes of raw ore per month.”
ASPIRATIONAL
GROWTH PLANS
He explains further that the predicted lifeof-mine is 17 years, adding that the current project is only stage one of the mine. West Wits has aspirational growth plans for the project where they hope to increase production up to some 200 000 ounces. With a total of around five million ounces available, and around one million anticipated from stage one, Deysel points out that this means there remains four times as much still available in the remainder of the area covered by the mining right.
“From a due diligence perspective, we have also been extremely focused, since we are – as an Australian-based entity –not only measured against the legal and environmental requirements, but we are also expected to comply to social standards,” he says.
“We are also focused on driving job creation, given its importance in South Africa, and phase one of Qala is expected to create around 1 000 jobs. If we then expand into additional stages, we can anticipate at least double that number being created.”
He says the company has already done a lot of work with the surrounding communities, creating local economic development forums and helping locals to start their own businesses that can, in future,
BOX HEAD
Qala Shallows’ underground development is supported by a solid financial base that includes:
■ A$17.7m equity placement (September 2025)
■ US$12.5m Nebari loan facility
■ US$50m syndicated loan facility These funds have been leveraged to assist with the construction of critical infrastructure, including:
■ Completion of cover drilling
■ Commissioning of underground communications
■ Installation of decline lighting
■ Completion of a concrete haul road capable of supporting heavy haulage
■ Kick-o of permanent infrastructure construction
■ Mining equipment procurement
■ Mine development and ore production
become suppliers to the mine.
“While we are junior miners by definition, we are nonetheless members of the Minerals Council South Africa, and believe in responsible, professional, highquality mining. Thus, we aim to contribute significantly to surrounding communities and have a positive impact on the South African economy.
“We feel it is a massive step that a significant part of the equity sunk into the mine comes from Australia, as this is international investment in a local project, which may well serve as an ice breaker for other international organisations to begin making such investments,” he says.
PIONEERING PRECISION AND SUSTAINABILITY IN SA’S COAL SECTOR
Zizwe Underground Mining, drawing on over 100 years of combined experience, marks a strategic expansion of the Zizwe Group into the specialised field of underground coal extraction. With a strong foundation in opencast operations and a team of seasoned underground mining experts, the company is uniquely positioned to address one of South Africa’s enduring challenges: thin- to mid-seam coal recovery.
Targeting seams between 1.6m and 3m, Zizwe applies the bord-and-pillar method using low-seam drill-and-blast techniques and continuous miners. This approach enables efficient extraction in complex geological conditions, serving a niche yet essential segment of the coal value chain.
The company offers more than just extraction – it delivers integrated, turnkey solutions that include mine planning and design, resource development,
material handling, and rehabilitation. This comprehensive offering reflects a commitment to balancing productivity with safety, environmental responsibility, and long-term sustainability.
Technology and innovation are central to our operational philosophy. We prioritise fit-for-purpose solutions that enhance safety, improve efficiency, and support sustainable underground coal extraction. This approach reflects a commitment to practical innovation, tailored to the specific demands of thinseam mining.
Zizwe’s use of highwall mining and remote operations reflects a practical, solutions-driven mindset. Highwall mining allows access to reserves that would otherwise be uneconomical or unsafe to reach, particularly in thin-seam conditions. Meanwhile, the company’s readiness to operate in remote and technically demanding environments demonstrates
its adaptability and commitment to continuous improvement within a traditionally rigid sector.
In a country where coal remains a cornerstone of electricity generation, and where remaining reserves increasingly lie in geologically complex underground settings, Zizwe’s specialised model is both timely and relevant. Its focus on thin-seam extraction addresses a critical need in the sector, offering practical solutions where conventional methods fall short.
While the industry navigates tightening environmental regulations and a global shift towards renewables, Zizwe Underground Mining’s commitment to thin-seam mining – often overlooked by larger operators – positions it with a distinct competitive advantage.
By refining its approach to meet modern demands, Zizwe is contributing to a more responsible and resilient future for SA’s coal mining landscape.
MINING INDABA GETS STRONGER TOGETHER IN 2026
Mining Indaba 2026 aims to deepen engagement, build partnerships, and amplify African voices, turning the continent from a passive participant into a strategic partner.
Following its theme of “Futureproofing African mining”, Mining Indaba 2025 delivered a conference filled with content that struck a balance between policy, innovation, and community, framing conversations across generations and sectors, thanks to actionable sessions, inclusive forums, and high-impact networking.
Mining Indaba 2025 was a transformative year, says Laura Nicholson, Mining Indaba product director, with the event expanding in terms of logistics and capacity. The conference gathered 58 ministers, 1 400 government o icials, 625 speakers, and more than 10 500 delegates from 122 countries.
“Diversity and inclusion stood out, with indigenous and community voices centred, while women accounted for around 40% of the speakers. Women’s representation was strengthened by the Women in Mining lounge and partnerships with Women in Mining SA and the Association of Women in Mining in Africa. Youth and PhD voices were integrated through the Young Leaders programme and university partnerships, thus ensuring future leaders had a seat at the table,” she says.
“Based on the 10 500 delegates who attended in 2025, we expect another record year. Over 70% of the exhibition space was sold within weeks of 2025 closing, signalling strong trust and demand. Delegates return because Mining Indaba consistently delivers value through access to dealmaking in the Investment Village, a broader Ministerial Symposium, and Partnership Spotlights where ministers and CEOs engage in solution-focused conversations.”
Nicholson says for the 2026 event, community content will be expanded, with the organisers having launched an influencer campaign to deepen engagement and amplify voices across Africa.
Next year’s Indaba will leverage the theme “Stronger Together: Progress Through Partnerships”, which we believe reflects the moment we are in. Mining is navigating climate imperatives, supply chain shocks, and geopolitical flux, so no single player can succeed alone, she says.
FUTURE OF MINING
“The future of mining in Africa depends on how e ectively we work together. ‘Stronger Together: Progress Through Partnerships’ isn’t just a theme; it’s a call to action for the entire value chain to collaborate, innovate, and invest in Africa’s long-term growth story.”
“Sustainability is woven through every programme, rather than being isolated as a standalone topic.”
– Nicholson
According to Nicholson, among the key features planned for the 2026 edition are a critical minerals programme, exploring Africa’s strategic role in the global energy transition; partnership spotlights that highlight candid minister and CEO dialogues; and a downstream buyers programme –connecting the automotive, aerospace, chemical, and renewable sectors to drive local beneficiation.
“It will also o er pitstop networking, designed as a hub for organic dealmaking; industry intel, comprising interactive
theatres and roundtables; a junior mining showcase, spotlighting Africa’s next generation of projects; technology showcases demonstrating how Africa can adopt and scale new technology; expanded CEO participation featuring industry leading CEOs and organisations; and enhanced community engagement, featuring legacy development, dedicated programming and cultural heritage.”
Each element is designed to spark new partnerships, surface actionable insights, and produce measurable outcomes, she says. “Sustainability is woven through every programme, rather than being isolated as a standalone topic.”
She suggests that Africa’s mining narrative is being written in real time through connectivity, inclusion, and innovation. The event will amplify youth voices, women in mining, and community leadership, while the Ministerial Symposium will host heads of state and industry leaders to map Africa’s minerals strategy.
“Africa is no longer just a supplier of raw materials. It holds the keys to global decarbonisation, industrialisation, and energy security. With new trade blocs forming and resource nationalism reshaping supply chains, Indaba will be the place where Africa asserts itself as a strategic partner, not a passive participant.
“We want Mining Indaba 2026 to be remembered as the year African mining sets a new course. Where collaboration replaces silos, where youth voices reshape the conversation, and where technology and sustainability are not side notes, but the headline. Ultimately, if delegates leave feeling they were part of a turning point, that’s when we will know we have succeeded,” Nicholson says.
AFRICA TURNS ITS FOCUS TO BENEFICIATION
The SA government’s plans to encourage benefi ciation are mirrored by announcements made at African Mining Week by other African nations.
By Rodney Weidemann
The Minerals Council South Africa (MCSA) and Mintek have announced plans to sign a groundbreaking memorandum of understanding in 2026, with the goal of aligning research, development and innovation in minerals processing and beneficiation, with a view to unlocking South Africa’s critical minerals potential.
This will be a significant shi from South Africa’s current approach, which sees the vast majority of the nation’s mineral resources exported either as raw ores, or partially processed product.
SA’s government recently announced that it would implement measures to encourage value addition or beneficiation of the country’s minerals to boost employment, to which the MCSA – whose members account for 90% of South Africa’s annual mineral production by value – responded by saying it supported beneficiation where the economics made sense.
“Our favoured approach to encourage beneficiation would include, firstly, a
coherent, e icient and stable regulatory environment that encourages investments in exploration, through transparent and expedited processes leading to the construction of new mines and expansion of existing operations for a longer life and sustainable jobs,” notes MCSA CEO Mzila Mthenjane.
CONTINENTAL FOCUS
However, SA is not alone in aiming to encourage beneficiation within its mining sector, as a means to obtain greater value from mineral exports.
At the recent African Mining Week event in Cape Town, HE Moses Engadu, Africa Minerals Strategy Group (AMSG) secretarygeneral, called for the development of a continent-wide critical minerals strategy.
“While other regions have such frameworks, Africa still does not. A continental strategy would help us protect and promote our interests,” he said.
At the same beneficiation panel discussion, Yasser Ramadan, Egyptian
Mineral Resources Authority chair, rea irmed Egypt’s readiness to collaborate with other African nations on developing and adopting a value addition strategy, while enhancing youth empowerment and local participation in the sector.
Meanwhile, Nigeria unveiled a multi-pillar mining sector expansion and beneficiation strategy, aimed at shi ing the country from exporting raw minerals to producing valueadded products.
Faruk Yusuf Yabo, Nigeria’s Permanent Secretary at the Ministry of Mines, said this strategy was designed to unlock Nigeria’s mineral wealth while driving industrialisation and regional integration.
“Beneficiation and value addition is a key pillar of this strategy, with Nigeria planning to establish processing plants for rare earth minerals and to promote regional infrastructure integration,” he said.
“Nigeria is moving from being a raw material supplier, to becoming a producer of value-added products. For too long, we have exported raw minerals for processing
elsewhere, and the benefits have not reached our people. Today we are rich in resources yet poor in outcomes.”
DRC AND ZIMBABWEAN STRATEGIES
Both Zimbabwe and the Democratic Republic of the Congo (DRC) also showcased measures driving the beneficiation of mineral resources at the event.
DRC Minister of Mines Louis Watum Kabamba said the country was prioritising the development of special economic zones as part of its value-addition strategy, while Winston Chitando, Zimbabwean Minister of Mines and Mining Development, said the country would commission a new base metal refinery in the next two years.
Noting that the country held the world’s
second largest reserves of platinum, and sought to leverage its global market position to create employment and manufacturing industries locally, Chitando said: “We have three industrial parks currently under development in Hwange, Beitbridge and outside Harare to value-add critical minerals. We want value addition making economic sense.”
Africa, it appears, is waking up to the advantages of beneficiation strategies. Should the plans outlined all come to fruition, the continent should not only experience economic growth and job creation, but also be positioned to foster downstream industries and encourage innovation, while meeting a strategic priority of the African Continental Free Trade Area.
BEST APPROACH
The favoured approach to encourage beneficiation would include a coherent, e icient and stable regulatory environment. This would encourage exploration, the construction of new mines, and lead to more sustainable jobs.
GENUINE PARTS CREATE GENUINE TCO DURING REBUILDS
For mines undertaking heavy machinery rebuilds, using genuine manufacturer’s parts is essential to maintaining the integrity, safety, and performance of the equipment.
By Rodney Weidemann
As mining operations aim to extend the lifecycle of their assets while managing capital constraints, the industry is seeing a strong shi towards rebuild programmes.
Rebuilds o er a cost-e ective, sustainable alternative to full equipment replacement, restoring machines to original equipment manufacturer (OEM) standards with significantly reduced lead times.
This approach supports both productivity and environmental goals, making it a strategic choice for mines focused on long-term value creation, notes Eeje van Jaarsveld, business line manager, Parts and Service Division at Epiroc SA.
“Global supply chain disruptions, extended equipment lead times, and increasing uncertainty due to sanctions, tari s, and geopolitical instability are making rebuilds even more attractive. Mines are under pressure to maintain uptime and production targets, and rebuilds o er a reliable solution when new equipment delivery is delayed or uncertain,” he says.
According to Rennie Ahnoop, marketing manager for Hitachi Construction Machinery, equipment rebuild programmes are increasingly chosen by mining operators because they o er a cost-e ective way to
extend the life of high-value machinery, while still maintaining operational performance.
“These programmes are designed to restore machines to factory-level specifications, ensuring reliability and e iciency. Rebuilds help mines optimise total cost of ownership (TCO), by reducing downtime and deferring the significant capital expenditure of purchasing new machines,” he says.
“Using genuine Hitachi parts ensures that every component meets the original design specifications. This guarantees that rebuilt machines operate safely and reliably under demanding mining conditions. OEM parts are fully compatible with the equipment and are engineered to maintain the performance standards customers expect.”
INTEGRITY,
SAFETY AND PERFORMANCE
Rebuilds are typically targeted at highutilisation, high-value machines, including large excavators, rigid dump trucks, and wheel loaders, he says.
“This is the equipment that carries the heaviest workloads in mining operations. By focusing on these machines, we help operators maximise productivity and asset longevity, delivering increased TCO advantage from their existing fleet,” says Ahnoop.
Van Jaarsveld explains that Epiroc’s rebuild programmes typically focus on high-value, high-utilisation machines. In underground mining, this includes face drills, bolter units, and long-hole production drill rigs, as well as trucks and loaders. These units are essential to production and operate in demanding conditions, making them ideal candidates for rebuilds.
“On the surface side, blast hole drill rigs – particularly large platforms like the Pit Viper series – are frequently rebuilt due to their central role in drill and blast operations. These machines represent significant capital investments, and rebuilding them to OEM standards ensures continued performance, reliability, and alignment with the latest engineering updates,” he says.
“Using genuine Epiroc parts is essential to maintaining the integrity, safety, and performance of rebuilt equipment. Our components are engineered to exact specifications, rigorously tested, and backed by global quality assurance. This ensures seamless integration across mechanical, hydraulic, and electronic systems.”
SERIOUS RISKS
Epiroc develops custom-engineered solution kits for every rebuild, tailored to the
“Non-OEM parts can introduce serious risks, including premature failures, reduced e iciency, and safety hazards.”
– Van Jaarsveld
LEGAL RESPONSIBILITY
In South Africa, the Mine Health and Safety Act (Act No. 29 of 1996), Section 21 places a legal duty on any person who designs, manufactures, repairs, imports, or supplies any article for use at a mine to ensure, as far as reasonably practicable, that the article is safe and without risk to health and safety when used properly, and that it complies with all requirements of the Act.
If genuine OEM parts are not used, and the supplier has not provided a written undertaking to ensure compliance, full liability shi s to the mining house. This means the mine assumes legal responsibility for any safety incident or failure resulting from the use of non-compliant components. The legislation is clear: unless the supplier explicitly commits to ensuring the safety and compliance of the parts, the mine bears the risk.
specific serial number of the machine.
“These kits ensure that the equipment is restored to full OEM specifications and incorporates all modifications and upgrades made since the machine originally le the factory. This guarantees that the rebuilt unit reflects the latest engineering standards and product improvements, delivering enhanced performance and reliability.”
Non-OEM parts can introduce serious risks, he continues, including premature failures, reduced e iciency, and safety hazards.
“These components o en lack the precision and durability required for mining conditions, and their use can void warranties and compromise insurance coverage. Mines may opt for non-genuine parts due to perceived cost savings or local availability, especially in remote regions. However, these decisions o en lead to higher long-term costs, increased downtime, and operational disruptions.”
Ahnoop agrees that non-OEM or nongenuine parts may appear cheaper upfront, but that these carry significant risks.
“They can fail prematurely, increase maintenance needs, compromise safety, and even cause catastrophic breakdowns. Furthermore, warranties and insurance
coverage may be voided if non-genuine parts are used. Some mines opt for non-OEM components due to perceived cost savings or easier availability, but these short-term savings o en result in higher total costs over the machine’s lifecycle, eroding long-term value.”
PROTECTING YOUR INVESTMENT
“On the other hand, genuine parts provide unmatched reliability and durability. Rebuilt machines maintain factory-level performance, minimise downtime, and protect the operator’s investment.”
Warranties also remain intact, insurance requirements are met, and machine resale value is preserved. From a TCO perspective, he says using OEM components ensures the lowest long-term cost and maximises the operational e iciency of the fleet. Additionally, with Hitachi dealer rebuilds, clients get a same-as-new warranty for added peace of mind.
“Ultimately, rebuild programmes are only as e ective as the parts and expertise behind them. Using genuine Hitachi parts ensures machines perform reliably, safely, and e iciently long a er the rebuild is complete, thus reducing machine operational costs, while maximising uptime and productivity.”
This legal framework reinforces the importance of using certified OEM parts not only for operational reliability but also to ensure compliance with national legislation and to protect the mine from potential legal exposure.
Van Jaarsveld agrees that rebuilds are a strategic investment in uptime, safety, and sustainability.
“It’s not just about restoring a machine, it’s about restoring confidence in its performance, reliability, and long-term support. Mines that prioritise OEM integrity are better positioned to meet production targets, manage risk, and drive operational excellence,” he says.
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DE BEERS GROUP
FOCUSES ON SUSTAINABILITY
The De Beers group has made signifi cant sustainability progress across its key focus areas –namely climate, livelihoods, nature and provenance.
By Rodney Weidemann
The diamond industry faces numerous challenges, including the need for sustainability and the concomitant focus on renewable energy, as well as the competitive challenge natural diamonds face from laboratory-grown ones.
So it comes as no surprise that the De Beers Group’s recently published sustainability report highlights the significant progress the business has made across its key focus areas – climate, livelihoods, nature and provenance. These areas were identified as the priorities for De Beers Group’s sustainability work.
During the past year, the company made meaningful progress in areas including emissions, safety and conservation. In addition, the business has substantially advanced its work on diamond provenance and traceability, with the blockchain-backed Tracr platform enhancing its e ectiveness and scale. Diamond provenance and traceability involve tracking a diamond’s journey from its origin to its final sale to guarantee its authenticity and ethical sourcing.
The company has enhanced its sustainability credentials by its reduction of Scope 1 and 2 emissions by 7% since 2021. De Beers has further focused on developing renewable energy solutions in 2024, working with Envusa Energy to complete
the financing of wind and solar plants in South Africa which will meet 100% of its electricity needs in 2026.
Meanwhile, from a livelihoods perspective, the company made a total tax and economic contribution of $2.9bn in 2024, highlighting the socioeconomic value that responsibly sourced natural diamonds deliver.
Sandrine Conseiller, CEO of Brands and Diamond Desirability at De Beers Group, says the company believes a diamond’s journey should be as meaningful as its beauty.
“That’s why sustainability is embedded in everything we do – from developing renewable energy in our partner countries, to advancing gender equity and supporting long-term national development,” she says.
THE IMPORTANCE OF PROVENANCE
Alongside the progress made with the sustainability pillars of climate, livelihoods and nature, Conseiller notes that the company has also delivered transformational progress with its work on provenance, advancing and scaling the Tracr blockchain platform in 2024.
Nearly three million individual diamonds have been registered on the platform since 2022, she points out, with leading producers and suppliers joining the platform, including ODC and Mountain Province, thereby increasing the volume of diamonds on the
platform being registered at source.
“Tracr has also begun providing country of origin information for all De Beers Groupsourced rough diamonds over one carat registered on the platform. In addition, Tracr is undertaking both rough-to-rough and rough-to-polished objective verification of diamonds on the platform, enhancing the levels of assurance it provides throughout the value chain.”
Building on the progress delivered with sustainability and provenance, she says De Beers Group continues to develop consumer propositions that enable people to buy natural diamonds – with assurance on their country of origin and impact on the people and places where they are discovered. This includes the launch of a new polished diamond programme called ORIGIN – De Beers Group.
“ORIGIN – De Beers Group enables participating retailers to access polished diamonds that have been sourced by the company and tracked through the value chain by the Tracr blockchain platform.”
Each stone is then accompanied with rich information about each diamond’s unique journey and the meaningful impact it has delivered, she says. “Thanks to our provenance platforms like Tracr, and the consumer-facing experiences we’re building, we can share these stories with confidence.”
PUMP MANUFACTURER APPOINTS FIRST FEMALE FIELD SERVICE SPECIALIST
Osedza Tshifhango makes history as the fi rst woman fi eld service specialist across KSB’s global organisation.
Osedza Tshifhango recently became the first woman field service specialist within the entire global footprint of KSB Pumps and Valves’ operation, which employs more than 16 000 people across the globe.
Field service has traditionally been a male-dominated environment demanding long shi s, extensive travel, and the physical and technical stamina to repair complex pump systems in operational conditions – o en under severe pressure. Yet, these were exactly the challenges that initially drew the slightly built bench technician to the position.
Having joined KSB as a qualified artisan, Tshifhango had been working on both standard and engineered pump assemblies where she had gained a reputation for handling complex builds and delivering reliable results before being singled out for the field services position.
“From the beginning I wanted to prove myself through my work, and to me it doesn’t really matter that I am a woman, because if men can do it there is no reason why I wouldn’t be able to do it either. Although it is not an easy role, especially with a family, I know if I want to grow I have to take the challenges in my stride,” she says.
KSB Pumps and Valves veteran and previous field service manager Craig Hawkins notes that despite her quiet and reserved nature, she showed all the hallmarks of being a good field services specialist. As a result, he actively encouraged her to move onto the road.
“I saw true value in her abilities, and she was always a step ahead, dedicated and not afraid to ask questions. Knowledge is power and she wanted to keep learning and moving forward,” he says.
Her appointment opens the way for more women to join the ranks of field
service specialists within KSB Pumps and Valves in South Africa, as well as for the global group, and proves that the toughest jobs in pump maintenance demand skill, not stereotypes.
Holding an N6 certificate in electrical engineering, an N4 in mechanical engineering, and boilermaking qualifications, Tshifhango is actively building her expertise through the KSB Academy, which o ers over 400 modules across mechanical, electrical and instrumentation fields relating to pumps, valves and pumping systems.
Looking ahead, she has her sights set higher, noting that in future she would like to be a manager and possibly run a department or a depot.
Hawkins believes her goals are realistic. “She’s already shown the ethic and leadership that is required, and with her quiet determination and willingness to work hard, she definitely has what it takes,” he says.
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Ilonka Moolman 011 280 3120
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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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