Clariant's Container Dri® II helps Ensure Sustainable Food Transportation Johannesburg, Wednesday 25 October 2017 - As part of National Transport Month, Clariant, a world leader in specialty chemicals, highlights the pivotal role it plays in the safe transport of food and agricultural products. Clariant’s products, such as Container Dri® II, help to reduce food waste in transit. “Food spoilage in particular has huge impacts: According to the Save Food Initiative, up to 40 percent of the globally produced food spoils in less developed countries during transport and distribution,” Hubert SimmlerHuebenthal, Head of Sales EMEA, BU Functional Minerals. The perishable nature of food presents a major challenge for shipping over long distances. In contrast to air freight, which is a relatively quick process, goods in containers transported by ship, rail, and truck often take several weeks to arrive at their destination, and experience continued exposure to environmental impacts while in transit. Inside the steel containers, condensation forms, predisposing the goods to the development of fungi,
changes in flavor, rotting, or colour fading. Cardboard packaging and filling materials are also affected by exposure to water, which may affect the sturdiness of the packaging and can also lead to cargo damage.
Clariant Southern Africa recognises Transport Month with Container Dri® II
Today, about 70 percent of all cargo is transported in containers. By shipping via containers, large quantities of goods can be transported in tight spaces, keeping transport costs low. And in the context of development aid to combat world hunger, it is especially important that large quantities of food arrive at their destination in an unspoiled condition. This is of substantial concern for local farmers and their distribution channels. For example cocoa beans are often extremely susceptible to moisture damage during transport. Cocoa beans are primarily grown in Africa, Indonesia and South America, and are typically transported by sea in large shipping containers to major markets in Europe, Asia and North America. Exposure to moisture often causes mold or mildew to form in conditions above 40 percent relative humidity and in the 1
Clariant is playing pivitol role in transportation of food
presence of liquid water such as condensation. To protect the delicate beans against damage from mold and mildew during long voyages, effective container desiccants are essential. "The updated Federation of Cocoa Commerce Ltd (FCC) guidelines make it clear that traditional silica gel desiccants are now considered less effective for moisture protection of cocoa beans vs. our Container Dri® II desiccants." Hubert SimmlerHuebenthal, Head of Sales EMEA, BU Functional Minerals continues: "Silica gel, while inexpensive, simply cannot absorb enough moisture to provide adequate protection for this valuable cargo. In contrast, our technology meets or surpasses the new recommendations with a smaller amount of desiccant, thanks to its exceptional absorption capabilities.”
the shipping container through the interaction of various factors, such as the container type and the nature of the transported goods; their packaging; packing materials, such as timber beams for securing the load; and the external climate. During long transport routes, the weather conditions can vary significantly and the temperatures inside the container fluctuate accordingly. These temperature fluctuations are one reason for the formation of condensation and ‘container sweat,’ also known as ‘container rain.’
Container Dri® II absorbs up to three times its weight in moisture and traps it as a thick, no-spill gel. Container Dri® II also has the ability to protect shipments from start to finish, through all temperature ranges and relative humidity variances. It works to reduce the relative humidity down to levels below Clariant’s Container Dri® II 40 percent, which decreases desiccants not only meet these recommendations with the dew point temperature even further. Dew point is the a 65 percent or higher temperature at which loading, but also provide the condensation starts to form highest moisture absorption of any calcium chloride-based on surfaces, such as container walls and roofs. product. They easily address FCC absorption requirements By aggressively removing and provide a cost-effective moisture from ambient air, solution for cocoa bean Container Dri® II products shippers. Container Dri® II lower the dew point to prevent desiccants are already providing excellent results for container sweat from damaging goods in transit. coffee shippers. Long Transport Routes, Fluctuating This system prevents the conditions that may cause Temperatures In transit, a microclimate develops inside mildew, warpage, corrosion, 2
caking and other damage to agricultural products, such as cocoa and coffee, as well as bulk foods, and a variety of other products. In fact, the World Food Programme (WFP) recommends the use of Container Dri® II in food shipments to developing countries for products such as flour, dry legumes, etc. “Food is precious and must be treated accordingly. The use of Container Dri® II helps to minimise food waste, supports global aid transports with food, and, most importantly, ensures the hundreds of thousands of tons of food reach the people who need it most, while the good quality is preserved.” Hubert SimmlerHuebenthal, Head of Sales EMEA, BU Functional Minerals said. Configurations for Every Condition and Product
Another important aspect of Container Dri® II is its flexibility. It is available in bags, poles and strips and in a variety of quantities, rangingfrom 125g up to 1.5kg to satisfy transport conditions and product group needs. It is non-toxic and can be disposed of with standard industrial waste. The product offers a high level of safety and is extremely effective for all temperature and humidity ranges. Clariant’s aim is to contribute to further development of Southern African industry with high quality innovation to support local trends. “We aim to be a sector leader by bringing our international know-how and expertise to the South African chemicals market,” Hubert SimmlerHuebenthal, Head of Sales EMEA, BU Functional Minerals said.
Hubert SimmlerHuebenthal, Head of Sales EMEA, BU Functional Minerals adds: “Clariant Southern Africa intends to improve its market presence and generate additional growth through sustainable and innovative solutions for customers in different sectors and industries that resonate well with the South African business culture.
Contributions The editors welcome news items, press releases, articles and photographs relating to the Construction Industry. These will be considered and, if accepted, published. No responsibility will be accepted should contributions be lost,
Publisher: E.S.C Magazine T/A PROJECTS MAGAZINE SOUTH AFRICA OFFICE Tel: +27 11 027 9009 Fax: +27 86 601 9195 62, 2nd Avenue, Houghton P.O. Box 92744, Norwood, 2117 South Africa UGANDA OFFICE
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The new discovery corporate head office in Sandton, Johannesburg aim to reduce congestion. The new discovery is rated as a green building and just like any other green building whose major function is to enable businesses flourish, the new discovery has also encouraged conducive working environment and reduced utility cost with affordable alternative options. The new discovery corporate head office has taken a considerable amount of time of approximately 3 to 4 years to be where it is. This As at now, the new discovery commercial development stands at a prime location corporate head office in Sandton, Johannesburg is the good enough to qualify a five green building rating. In largest commercial regard to this, it is entirely development office in Africa. within a busy transport Generally, it is about 87000 system such as Rea Vaya Bus square metre built with an Rapid Transit System while for the property that existed within were demolished in an appropriate manner. Amongst the features that make the new discovery corporate head office relevant in appearance and existence is the natural lighting that has been put up as well as the recycling features ensuring a well maintained environment. In respect to a survey done by the South African Property Owners Association (SAPOA), it indicated an increased 4
degree of expansion within Sandton in terms of office vacancies, market and supplies. The new discovery has been one of the contributing factor towards this drastic change. Discovery's new corporate offices had a major aim of seeing into it that it accommodates possible future changes without interfering with time, space as well as money. It was seen as a brilliant idea too to see that all Discovery's employees work within the same building with each one of them having a convenient working space and hence the goal of seeing over 5000 employees shift to the Sandton office.
their rental property and discovery on the other hand offering leasing space for a longer and considerable period.
Moreover, it cannot go without stating that the new discovery corporate head office is entirely a business joint venture between two well-known property developers namely Growthpoint and Zenprop. Both having 55% and 45% ownership respectively as
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Property Point entrepreneur, Letty Ngobeni of Integrico, scoops top business award Property Point graduate, and founder and CEO of Integrico, Letty Ngobeni, has been named Business Woman of Year in the Entrepreneur category of the Gauteng regional ďŹ nals of the 2017 SA Women in Property Awards presented by RICS and the Women's Property Network. Property Point, a Growthpoint Properties initiative, is transforming the South African economy and society by building sustainable small businesses working in the property industry. Ngobeni is a graduate of its enterprise and supplier development programme.
entrenched in her a deep passion for learning, and she continues to embrace the resources provided by Property Point to build and grow her company. Shawn Theunissen, head of Property Point and head of Corporate Social Responsibility for Growthpoint Properties, says: “We are delighted for Letty and incredibly proud of her achievements. Property Point is passionate about building small businesses and helping entrepreneurs succeed. She is an amazing success story and is a testament to what
For more information, or to book an interview, please contact Mahlatse Chirwa on 011 783 0700 or on 083 453 6668 or email Mahlatse@marketin gconcepts.co.za.
The Gauteng regional awards were presented on 31 August 2017, and the national winners will be announced at a gala dinner in Johannesburg in October. An entrepreneur from the age of 12, Ngobeni is also a former secondary school teacher, specialising in business economics, accounting and organisational management. It has provided her with an exceptional grounding in business and a love for it. What's more, it has
Shawn Theunissen - Property Point 7
can be achieved when big business and small business work together.”
like Attacq, to drive enterprise development forward for the sector.
Property Point has been a catalyst for transformation within the South African property industry since it was founded by Growthpoint in 2008. It has grown to collaborate with partners across the property industry,
Its intensive two-year incubation programme is about elevating great ideas into even greater products and services that can compete on merit with the best in the industry. So far, it has created 3,400 jobs and R800 million in procurement opportunities generated for the 124 SMEs that have participated in its two-year incubation programmes. These small businesses have reported 61% growth in revenue, which is significantly above the national average. Even after they have completed the incubation programme, graduate companies can rely on Property Point's assistance to encourage their growth, success and sustainability well into the future. Ngobeni says: “I am humbled and honoured to be part of the Property Point family. I am thankful for all the mentorship, support, guidance and opportunities that Property Point is continually opening for me. Thank you for believing in me.”
Letty Ngobeni of Integrico 8
Integrico provides facilities management services and specialises in building maintenance and repair services, corporate cleaning services and garden
maintenance. It was established in 2006 and has since built up an impressive track record driven by its brand promise of “creating and maintaining beautiful spaces…on hand, on time”. The company prides itself on its unique understanding of clients' premises and expectations, which enables it to provide exceptional service delivery from start to finish. Integrico provides its services nationwide and is head office is based in Johannesburg. Ngobeni, says: “At Integrico we understand that your company's property has far more than just a monetary value; it is a living extension of your brand, serving your employees and customers. That is why we care for it as if it were our own.” Integrico's staff members are trained to view each client's office space as their own and maintain premises proactively. In this way, they can identify potential issues before they become problems. By being strategic and proactive in delivering services, Integrico adds real value to the properties of its clients. Through its flexibility and responsiveness, it offers a full-spectrum service on a day-today basis. In this way, it can prioritise urgent
issues as they arise. Integrico is a 100% black woman-owned business that understands its responsibility for job creation and empowerment. No matter the size or location of a project, it seeks opportunities to include and up-skill members of the local community, wherever possible.
Released by: Property Point Tel: +27 (0) 11 833 0340 www.propertypoint. org.za
As a business, it is committed to creating great properties, skilled people and also looking after the planet. Integrico offers green options for its services, thereby encouraging clients to reduce their impact on the environment and improve their triple bottom line. Ngobeni says that one of the most important lessons she has learned on her business journey so far is that your background doesn't define who you are, and your destiny. Rather, faith in God, hard work, perseverance and focus does. “I don't believe in victims, only victors. Don't grant poverty the authority to define your destiny. You were made for greatness. There is no champion without a fight, the obstacles you face are the stepping stones that are guiding you to your great destiny.”
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Atterbury develops new R350 million Mediclinic hospital in Stellenbosch For more information, or to book an interview, please contact Mahlatse Chirwa on 011 783 0700 or on 083 453 6668 or email Mahlatse@marketin gconcepts.co.za.
Leading South African property developer and investor Atterbury is developing the new 15,000sqm Mediclinic hospital in Stellenbosch. This prominent R350 million development will boost the world-class medical facilities in the Winelands community.
Atterbury Western Cape Development Manager Gerrit van den Berg, says: “This is our first project for Mediclinic, and it is an exciting development for Atterbury. We look forward to delivering a modern, sustainable health care facility that supports Mediclinic in bringing even more of the best available care to this community for years to come.” Atterbury has built its reputation as a leading property development and investment company over 22 years. It has established a national and international track record of developing, investing and managing quality properties and building long-term relationships. Atterbury provided the new hospital with its convenient new location along the R44 Strand Road, at the corner of Elsie du Toit Drive, to better serve its community. “As Stellenbosch is a very historic and protected town, Atterbury has taken special care to get the relevant approvals such as environmental, rezoning, and building plans,”
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notes van den Berg. The modern new building is designed to meet Mediclinic's specifications, but also includes special design features that reflect its unique location in Stellenbosch. The eco-friendly building inspires wellness. It is designed for plentiful natural light and is water efficient thanks to a grey water system, water harvesting and drought resistant gardens which require minimal irrigation. The construction of Mediclinic Stellenbosch began in May this year, and the new hospital is scheduled for completion in March 2019. Its bulk earthworks are now nearing completion. Preparation of the surface beds and first floor of the main building will be soon be finalised, with construction moving to the decking of the second floor. Mass concrete work on the structure should be completed by the end of 2017.
facility and, in its second phase, gynaecology, maternity and paediatrics. The existing Mediclinic in Stellenbosch, located in Die Boord, will also continue to operate and offer orthopaedic, rheumatology and day clinic services. The two Mediclinic facilities will be operated as one. The development of a bigger private hospital responds to growing demand in this community and will mean that residents of Stellenbosch and the surrounding Winelands areas will no longer need to travel long distances to access specialist medical services. The landmark new Mediclinic hospital builds on Atterbury's impressive portfolio of
The new hospital will house over 100 beds and include a 24-hour emergency centre, four theatres, reception, gardens, coffee shop, and a pharmacy. Its departments will cover general surgery, medical patients, ophthalmology, urology, ICU, general theatres, radiology, day clinic
Atterbury - Mediclinic Stellenbosch 11
In addition, Atterbury is developing out the massive 80ha Richmond Park in Milnerton, and it has several exciting new Western Cape projects, which it intends to announce soon.
developments in the Western Cape, which has grown significantly in recent years. It includes the new six-storey, 6,500sqm head office for financial services group Citadel in Claremont, which was completed in July last year. Atterbury is also coowner of the BATSA head office at Waterway House, which is a joint project with the V&A Waterfront, and was completed in November 2016. Atterbury opened its new offices in Stellenbosch's
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historic Dorp Street last year. It is also busy developing Trumali House in Stellenbosch. The new 3,500 A-grade multi-tenant office building enjoys excellent visibility from the R44 linking Stellenbosch and Somerset West. It is also preparing to develop The Sawmill shopping centre, which is in the planning stages, as part of the bigger Woodmill precinct.
Konecranes launches Crane Advisor customer support tool globally Finding the right overhead crane is now made a lot easier with Konecranes Crane Advisor, a quick online tool that helps customers narrow down their crane options with customized recommendations. The tool is already being extensively used in North America and is now made available in Southern Africa as well, with new features and content. As a leader in the overhead crane industry, Konecranes invests in research and development to bring new technologies and novelties to the market. “Crane Advisor is a service that makes the information retrieval a lot easier and more efficient for customers,” says John MacDonald, Service, Sales and Marketing Director of Konecranes Southern Africa. “Crane Advisor offers the customer valuable information which is then customized according to their lifting needs.” Driven by ease-of-use and customized information Only four steps are necessary to get a crane recommendation. Crane Advisor asks the customer to answer four key questions – industry, capacity, span and
duty class. The icon-baseddesign of the tool makes it extremely user-friendly. After submitting the answers, the user immediately gets a personalized overhead crane recommendation. With this recommendation, the customer can familiarize himself with the product offering even before continuing discussions with a Konecranes sales representative. This approach saves the customer's time and decision-making. In a world where time is money, this is very valuable.
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Lonmin unveils and hands over successfully completed Social and Labour Plan projects Lonmin, which is listed on both the London Stock Exchange and the Johannesburg Stock Exchange, is one of the world's largest primary producers of PGMs. These metals are essential for many industrial applications, especially catalytic converters for internal combustion engine emissions, as well as their widespread use in jewellery.
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importance to the sustainability of Lonmin: “We view our host and labour sending communities as an integral part of our business. This view has prompted us to take a holistic view of the communities' socioeconomic development, focusing our participation in initiatives that will drive improvements in education, The community health and health, enterprise and local road infrastructure projects economic development.” were handed over to the The community health North West provincial project included the government and donation of 17 ambulances commemorated at a and a patient transporter ceremony attended by (formerly converted panel Magome Masike, North vans) and two school health West MEC for Health, Ben mobiles to the provincial Magara, Chief Executive Department of Health. Officer at Lonmin and “This move was prompted Thandeka Ncube, EVP of by our concern that Stakeholder Engagement emergency medical and Regulatory Affairs, services are not always Lonmin and local readily available in the community members in Greater Lonmin Marikana. Communities,” Ncube Thandeka Ncube explained explained. With this in mind, four of the vehicles that the wellbeing of the 126 000 people living in the will be permanently stationed at the Bapong GLC is of paramount In its continued bid to catalyse socio-economic community development, Lonmin today handed over two Social and Labour Plan (SLP) projects for beneficiaries within the Greater Lonmin Community (GLC), being communities situated close to the company's operations.
Community Health Centre, while the remainder will be available to service the entire Bojanala municipality. Lonmin invested R10m in this project, which included hiring and training eight Emergency Medical Services (EMS) staff per vehicle, all of whom were recruited from the local community. The ambulances supplement vehicles already donated by Lonmin to the Department of Health, including obstetric ambulances, a health promotion vehicle, and two school health mobiles. Lonmin's road infrastructure projects saw the business investing in the construction of two roads in the Madibeng Municipality as part of its ongoing SLP commitments. R8.8m was spent in the construction and upgrade of a 1.004km stretch of the Skoonplaas Road. Prior to the upgrade, there existed a gravel road that was neither designed nor constructed in line with provincial or municipal engineering standards, making for costly ongoing maintenance. The upgrade – which created 40 jobs for unemployed members of the Bapo community over the nine-month period of the project – will improve
access to the public amenities and bus routes used by employees of Lonmin, their beneficiaries and other community members. The second road infrastructure project focused on the upgrade of a 0.718km stretch of the Modderfontein Road and provided employment for 38 individuals. Lonmin committed R5.8m, with construction materials manufactured from the Bapong youth brickmaking facility project.
Lonmin's operations are situated in the Bushveld Igneous Complex in South Africa, where more than 70% of known global PGM resources are located.
Since 2014, Lonmin has spent R201, 543, 222.00 million across the GLC in Bapong, Segwaelane, Wonderkop, Sonop, Majakaneng and Nkaneng on its SLP project commitments. “We are pleased to have contributed in addressing some of the most pressing needs of our surrounding communities and will rely on our regular engagements with communities and other stakeholders to ensure that the investments have a lasting impact beyond the life of our mines,” concluded Ncube.
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Khato Civils, South Zambezi blazing the trail in Africa's construction industry “At Khatho Civils and South Zambezi we strive to create and maintain a professional environment that does more than just improve productivity; we have a strong, vibrant organisational culture that allows and supports all employees to make important decisions, contribute to the company's success, be accountable and assume responsibility
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Africa's construction and engineering companies must collaborate and share skills, knowledge and resources if the continent is to turn the corner in infrastructure development and worsening skills shortages. The industry across the continent should also up its game in terms of encouraging young people to take up engineering as a viable career option, and by unpacking the wealth of opportunities the sector has to offer.
collaboration among ourselves as Africa's construction, design and engineering companies. This also goes for the other sectors of the economy, not just the engineering and infrastructure development sector,” says Phiri.
“No country has ever developed by using exclusively its own engineers. Skills should be drawn from the whole world. In some instances engineers are engaged on a needs basis.” This was during an interview with conducted as part of the commemoration of These are the view of Simbi Phiri — construction industry Botswana's 50 years of independence and magnate and chairman of sovereignty. His companies Khato Civils (Pty) Ltd and have a footprint in a number South Zambezi (Pty) Ltd — of African states, including two of Africa's leading construction, engineering and Botswana. Phiri, who has been a leading figure in infrastructure development industry for over two decades, companies. was approached to share his journey as he built his “Traditional construction companies from scratch to practices must give way to innovation, creativity and new, become the formidable, selfefficient approaches if we are funding giants they are today. Khato Civils (Pty) Ltd is a to leapfrog the continental growth agenda to deliver life- South African-based design changing projects. We need to and construction company involved in the development of put currency to the issue of large-scale infrastructure. regional integration and coThe company boasts a pool of operation by bringing down the highest skills and the barriers that prevent
qualifications in terms of qualified professionals with broad experience in the areas of fibre optics, mass earthworks, pipelines, water works, roads and concrete works. Also anchored in South Africa, South Zambezi (Pty) Ltd is a civil and structural engineering company, with operations in various African countries. It is a standard bearer for such services as engineering consultancy in civil and structural works, quantity surveying, architecture and town planning, geotechnical, environmental professionals, project and program management as well as electrical and mechanical works.
the companies. It is easy to understand why the companies have grown to become models of good practice across the African continent in construction, engineering and infrastructure development. Phiri places a high premium on the people and partnerships with the communities in which Khato Civils and South Zambezi operate.
“We can tackle any project as soon as we are contracted and we finance it from our own resources. We do not have to approach the banks to negotiate financing for a project. That talks to prudent financial management of our companies,” he says.
“We reward our employees and take care of them very well. I can state without fear of contradiction that there is no company in South Africa that pays better than we do, and in accordance with a person's professional bracket. We take care of our people and do not leave that aspect only to their spouses. We help them accumulate assets such [as] a house that fits their status, their general health and social welfare,” says Phiri, adding that when people are happy at work productivity goes up and the bottom line is impacted positively. “Our world-class team of professionals consists of excellent individuals, who are constantly assisted to upgrade their skills. We do not believe in micromanaging people. We tell our people to push themselves to the best of their abilities and to have fun.
Moreover, Khato Civils also entirely owns its heavy plants and equipment, an advantage that has eased pressure on
Phiri's philosophy and business model is that of making tangible investments and dropping an anchor in
“The construction sector remains inherently unpredictable, with the last two years experiencing subdued economic growth. We have had to rely on our collective and individual knowledge to navigate our companies through this challenging period,” says Phiri.
One of the factors that have contributed to his companies successfully navigating the choppy waters is the fact that they are well capitalised and own financing.
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each of the countries in which they operate. “In Botswana we have acquired land and we will have offices for our business in that country. What is left now if to finalise the paperwork for change of land use and purpose. In Malawi we are constructing an 11storey building. Such a local component breeds accountability and responsibility for our actions in that particular country,” says Phiri. “By investing in immovable property in the countries we are demonstrating our commitment and the fact that we are local, we provide local employment, seek to interact with the local economy and we are not a company that 'helicopters' itself into an area, gets the benefits and out it goes. We build a legacy wherever we operate.” Khato Civils (Pty) Ltd and South Zambezi (Pty) Ltd also have a strong CSI component. The company recently spent R3.6 million revamping a school in Giyani in Limpopo
province. “A major highlight for me is that we are about to complete building a home for the family of one of Nelson Mandela's longest serving workers. The project is in Olievenhoutbosch township in Centurion. Though she has passed on, her husband and children will benefit,” says Phiri. The companies have also built a house for one of the ANC's uMkhonto weSizwe veterans in Mahikeng. The cadre used to be responsible for facilitating the underground activities and movements of ANC freedom fighters during the struggle against apartheid. Phiri was asked to identify some of the biggest challenges he has faced in business. “When you are a successful black business person you are labelled as someone who has stolen money. When people learn you have landed a huge contract they think all the money goes to your pocket. They overlook the fact that there are taxes to be paid, wages to take care of, equipment to be bought and costs of running the business to be addressed,” he says. “Black people are not used to seeing another black person making it in business; jealousy creeps in and all the financial intelligence units descend upon you. Instead of supporting one another we
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pull each other down and make each other look like criminals. You do not have to be white to be competent and succeed in business.” He added that attracting good human capital is an uphill battle due to the fact that some people do not believe that a black-owned company can provide job security. “Even some suppliers do not believe they will be paid on time — or at all — and want you to pay upfront. In this kind of business that is very
difficult to do,” he says. “My role models are people who came from nothing, did not have privilege, but built themselves up to become successful. I admire Abraham Lincoln. He was self-taught. He became a lawyer without formal education. And, he fought hard to become a congressman and eventually president of the United States of America. Growing up, I never doubted I could do anything if I put my mind to it.”
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Lonmin responds to comments made by Mining Forum South Africa and Bapo ba Mogale Investments Lonmin will continue to engage and report on its SLP action plan with the DMR. The company is of the view that collaboration, trust and respect are key to a constructive relationship with all stakeholders including the Bapo ba Mogale as its host community and shareholder
Lonmin notes with great concern the comments quoted in the media attributed to the Mining Forum South Africa and the Bapo ba Mogale Investments (BBMI). A number of grossly incorrect statements have been quoted and require clarity. The company's compliance with its Social and Labour Plan (SLP) is of absolute importance to Lonmin. The company engages with and reports to the Department of Mineral Resources (DMR) on an on-going basis, and engages directly with other stakeholders, including legitimate NGOs. The current SLP is still in its implementation phase. It runs from 2014 to December 2018. In that period, Lonmin had to resize the company resulting in about 6,000 employees being re-skilled with some losing their jobs. Given the economic environment and the continuing low platinum price, we are currently in consultation with employees about the need to protect the
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employment of the majority of our workforce by a further reduction of some 1,139 contractors and employees. Following the annual SLP audit conducted in August 2017 by the DMR, Lonmin was requested to submit an action plan to address the areas identiďŹ ed. That action plan has been submitted and received by the DMR, and Lonmin will now give the DMR regular progress updates on the implementation of the action plan. Lonmin engages with recognised and formal stakeholder structures in the community with regards to SLP and community projects that impact the Greater Lonmin Community (GLC). The company has also engaged with the Bapo ba Mogale community during their protest demands for jobs. Lonmin is committed to play its part in addressing unemployment but successfully addressing what is essentially a national problem will require a collaborative multi-
stakeholder effort. Lonmin with the leadership of the DMR, the Madibeng Municipality and the North West Premier's office have created formal structures to engage with various stakeholders to attend to the issues raised and this process is on-going. Lonmin's executives, led by the company's Chief Executive Officer, met Mr Blessings Ramoba, President of Mining Forum South Africa and five of his colleagues and provided them with the context of Lonmin's business and the SLPs, the challenges and delays, as well as the successes and plans going forward. Lonmin also reviewed and gave detailed feedback on the Mining Forum South Africa's flawed assessment of Lonmin's SLP compliance which was based on doubtful methodology. Subsequent to this engagement, it became clear that Mr Ramoba's 'offer' to Lonmin was to engage Mining Forum South Africa to consult to Lonmin at a fee of R33.1m. Lonmin remains open to engaging with legitimate NGOs that have a direct link to and represent the interests of the GLC. We must express disappointment that one of our top 20 shareholders, the Bapo ba Mogale, has chosen to engage with Lonmin through the media. We recently agreed to formal engagement structures through which both parties
were to meet to address their issues face-to-face. We encourage the Bapo to use these formal structures in future and look forward to the leadership of the DMR in this regard. Lonmin has awarded significant procurement contracts with a combined gross value of R1.65bn to the Bapo ba Mogale. These contracts are between five and eight years in duration and include stockpile management, ore transport, passenger transport “BAPOTRANS” and PPE equipment supply. Lonmin has provided substantial financial assistance to the Bapo companies established to manage these contracts, as well as the time and expertise of its employees. In addition and in line with the BEE transaction entered into with the Bapo ba Mogale in December 2014, part of the Bapo's equity for royalty was converted into cash. In this regard, Lonmin pays the Bapo community R20m every year since 2015 until this amount reaches R100m. In addition, a minimum of R5 million per annum is being paid to the Bapo Trust created to uplift the Bapo Community. . Lonmin will continue to engage with the Bapo ba Mogale and all other stakeholders through the official and recognised channels that have been jointly set up.
The Company creates value through mining, refining and marketing PGMs and has a vertically integrated operational structure - from mine to market. Underpinning the operations is the Shared Services function which provides high quality levels of support and infrastructure across the operations.
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Haver & Boecker Offers Tyler T-Class Vibrating Screen Customizations for Wide Range of Applications ST. CATHARINES, Ontario (Nov. 2, 2017) – Haver & Boecker, a leading equipment manufacturer and solutions provider for aggregates and mining applications, offers the versatile two-bearing Tyler T-Class vibrating screen for a wide range of materials with a top size of 16-inch minus. The machine has a cut size range of 20 mesh to 6inch minus.
A sheave combination and drive belts power the T-Class. A wide variety of add-on components allow producers to outfit the machine with features to enhance their specific operation. These include a dust enclosure, spray system, ball trays, special paint systems and more. Additionally, Haver & Boecker manufactures the machine with a stainlesssteel construction, on a skid mount, or as a stationary or portable structure. Producers can choose from machines ranging in size from 4-by-8-foot to 8-by-20foot, as well as 8-by-24-foot with a twin shaft. The standard model is inclined at 20 degrees, but variations between 15 and 25 degrees are also available.
Haver and Boecker TClass 22
The T-Class features a robust body with non-welded side plates, which eliminates cracking along the seams. The shaft housing includes extra-wide flanges to allow Huck bolting through the tube housing flange, side plate and side plate stiffener. This allows maintenance crews to
keep the factory seal and creates a very rigid and solid connection to resist the high bending moments in this area. Haver & Boecker designed the side plates to extend behind the bearing housing, allowing the 16-3/4inch high tensile strength bolts to sandwich the side plate, reinforcing plate, shaft housing and bearing housing together. This creates even more stiffness in middle of the machine where it’s most required to withstand bending and twisting. The manufacturer also forms the reinforcing plate with 90 degree vertical edges to give the side plate stiffness from top to bottom, tying the upper and lower decks together for additional strength. Rigid body brackets manufactured to withstand large static and dynamic loads support the body weight and carry through to the springs, ensuring smooth operation. Haver & Boecker equips every cambered deck on a TClass with its revolutionary Ty-Rail™ quick-tensioning system, which cuts screen media change-out time by about 50 percent. Each TyRail package includes two tension rails, eight angle boxes and eight bolts. To remove the tension rails, an operator simply loosens the bolts on each, shifts the angle box gates up, and lifts the rail and bolts out as one piece. Operations can pair the TClass with any type of screen
media, including Haver & Boecker’s signature Tyler engineered media. This includes the long wear life of Ty-Wire, Ty-Max and Ty-Deck. Many operations are eligible to receive Haver & Boecker’s three-year Uptime Service Package free with the purchase of a T-Class. The service program provides 36 months of warranty coverage on any new equipment purchase. Uptime offers customers a full-service approach to equipment optimization, from parts inspection and equipment assessment to screen media evaluation.
Haver & Boecker Canada, formerly W.S. Tyler, is a leading provider in processing, storage, mixing, packing, filling, palletizing and loading systems
Additionally, Haver & Boecker offers the Pulse™ vibration analysis program to monitor the ongoing health of vibrating screens through real-time views, logged reports and data analysis. It’s designed by Haver specifically for vibrating screens to catch small inconsistencies before they grow into problems and downtime. The company’s mission is to deliver the best of these technologies to the marketplace. With deep roots and years of experience in these industries, the company effectively meets the needs of customers around the world. Haver & Boecker Canada, 225 Ontario St., St. Catharines, ON L2R 7B6; phone 800-325-5993, fax 905-688-4733; info@havercanada.com. 23
Lonmin appeals for peace across the platinum belt after fatal shootings This announcement is not intended to, and does not, constitute or form part of any offer, invitation or the solicitation of an offer to purchase, otherwise acquire, subscribe for, sell or otherwise dispose of, any securities whether pursuant to this announcement or otherwise.
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Lonmin is deeply concerned by the recent fatal shootings across the platinum belt. The company is aware of at least six deaths and three injuries in various shootings across the region in the past three months including three at Lonmin.
Zwane, our North West Premier Mr Supra Mahumapelo, the President of AMCU Mr Joseph Mathunjwa and our Police Minister Mr Fikile Mbalula to assist in restoring peace and stability.
We are also hosting prayer In the latest incident which took sessions with multi- faith denominations to reinforce place on Tuesday 17 October, peace, tolerance and unity. We Mr Tholakele Dlunga, an call upon all stakeholders in employee of Lonmin, was shot by an unidentified assailant and the mining industry, in later succumbed to his injuries. government and civil society to find common ground and to We send our heartfelt prioritise working together to condolences to his family and restore peace and stability to friends. He is survived by his the platinum belt. We also wife and three children. In the appeal for thorough same incident, a relative of Mr investigations to bring the Dlunga was also injured perpetrators to book,” said Ben Magara, Chief Executive Officer Lonmin has embarked on various measures to encourage of Lonmin. calm, peace and tolerance. Additional Information “We are invested in the The release, publication or success, peace and stability of distribution of this our company, our employees announcement in certain and our communities. This jurisdictions may be restricted violence is deeply concerning. by law. Persons who are not We have worked hard to resident in the United Kingdom establish a sound rapport with or who are subject to the laws unions and employees. The of other jurisdictions should recent violent attacks across inform themselves of, and the platinum belt only serve to observe, any applicable undo these efforts and requirements. Any failure to necessitate an urgent multicomply with applicable disciplinary stakeholder requirements may constitute a engagement process to bring violation of the securities law of peace. To this extent, I have any such jurisdiction. engaged with our regulator DMR Minister Mr Mosebenzi
Paint innovation makes mines safer Mining is a dangerous business. In South Africa, we have some of the world's deepest mines, a distinction that comes with signiďŹ cant safety risks. In 2016, 73 people lost their lives in mines in this country; this year's tally could be higher. Addressing and improving safety on a mine requires a multi-faceted approach, ranging from quality worker engagement and training processes, to high tech solutions such as vehicles ďŹ tted with collision avoidance systems. In this mix, safety information and warning signs remain a cornerstone of creating a safe work environment. Safety signs and their visibility are crucial in helping employees negotiate high risk working environments.
safer through paint that renders safety signs more effective. The result is a new enamel paint that has been developed speciďŹ cally for the mining industry. It dries within two hours, instead of the six hours required for conventional enamel paints. Application therefore disrupts operations for only a third of the time previously required. More importantly, the paint can be applied above and below ground, on surfaces ranging from walkways and equipment to timber and even rock faces, to ensure optimal safety.
Safety signs have to be visible to be effective. Conditions underground are generally not conducive to visibility due to dust, water, mist and extreme temperatures. These conditions combine to obscure signs and make them illegible. Plascon's commitment to developing solutions that are Designed for Life, has sparked an effort to help make high risk workplaces 25
Rolf Redelinghuys from Kansai Plascon emphasises that underground mines demand utmost caution at all times. “The high quality and robustness of our minemarking enamel ensures that warnings and signs are highly visible underground regardless of how dusty or wet it may be down there. As a result, the workplace becomes safer for miners as they can easily identify hazardous areas and situations.” The paint is also weather resistant; an important feature in the extreme conditions that prevail underground. Plascon's mine-marking enamel is available in the five colours most commonly specified by mines, namely white, black, yellow, signal
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red and green. The product has already passed stringent product tests and approval processes at the major mining houses. Although specifically designed for the mining industry, the fact that the paint can be applied to both steel and concrete also makes it suitable for use in the metal fabrication sector. Plascon's innovative new enamel product is proving that safety compliance is achieved by paying due attention to the details. Paint might not be the first thing that comes to mind in a safety discussion, but it can help to protect the mine workers that are the lifeblood of our country's economy.
Tshimologong Digital Innovation Precinct launches Mine.D hackathon The next wave of growth within the mining sector will be enabled by technology. This is according to newly appointed Tshimologong Precinct CEO, Lesley Donna Williams, who says that while digital disruption has largely been consumer-facing, manufacturing industries and natural resource sectors are starting to take both a human-centered approach, as well as looking to technology to assist with improvements and innovative ways to move these industries forward. In response to this need, the Tshimologong Precinct in collaboration with RIIS, will host Mine.D: Zero Harm - a digitally-inspired hackathon from 3 – 5 November 2017. The hackathon will be focused on Mixed Reality (MR) and Internet of Things (IoT) within the health and safety space of the mining sector.
“There is a significant role for technology to play within the mining sector. Looking at aspects of Augmented Reality (AR), Virtual Reality (VR) and IoT alone can bring massive benefit to mines by eliminating time wasted, improving decision making, and automating approaches and procedures. This in turn, improves the quality of the work that people do,” says Williams. She says that the Mine.D Hackathon was initiated to bring digital technology closer to age-old mining processes and to identify ways in which technology can assist, grow and improve not only approaches, but specifically the concept of zero harm. Clen Cook, Managing Partner, RIIS, says that Mine.D was not born to reinvent mining, but to look
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at how digital technology can be embedded into current processes to affect a better outcome for all involved: “We are aware of the sensitivities associated with the mining industry and as a result want to look for ways that technologies such as Mixed Reality can assist in improving the health and safety for all involved.” He says with the help of digital technologies, the opportunities to extend the lifespan of mines is also much greater: “Developing technologies for extreme environments is often tricky, so we are hoping to collaborate and develop digital approaches that will address health and safety issues.
Mine.D is open to anyone who has an interest in developing technology approaches for the mining sector focused on Mixed Reality and IoT in the health and safety space. Between 50 – 70 participants will be selected, after which the top three will be chosen to move forward. “This is a very exciting hackathon and we invite anyone with an idea or interest in developing these technologies to participate,” says Williams. She stresses that Mine.D is open to strategists, technology entrepreneurs, innovators, developers and software engineers: “We recognise that Mine.D needs a collaborative approach and thus will not restrict those who want to participate.” South Africa is a global leader in the mining sector. Cook says that the opportunities are significant for the country to research and implement digitally-inspired approaches and continue to lead as an innovative and forwardthinking mining front-runner.
Clen Cook, Managing Partner, RIIS
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Safe blind lockout for the widest range of pipes Non-sparking material The Pipe Blind Lockout has been UL tested for ISO 80079-36:2016 Explosive Atmospheres and falls within the parameters of the norm. The device is built out of a heavy duty 304 stainless steel with rugged, cast aluminium locking bars and a powder coated polyester ďŹ nish. Brady Corporation offers a new pipe blind lockout solution that can be applied to the widest range of pipes. By easily and temporarily locking pipe blinds in place, companies can improve safety by preventing the release of gas, steam and hazardous liquids while pipe maintenance is ongoing. Increased safety and compliance The Pipe Blind Lockout can provide a very visual, physical barrier that acts as a deterrent for touching pipe blinds while maintenance is ongoing. When used with a properly installed pipe blind, the lockout device and a padlock reduces the risk of accidental release of pipe contents. This enables companies to increase workplace safety and also improve compliance with EU Guidelines 89/655 and the European Norm 1037.
Get the free Lockout/Tagout guide book via www.bradyeurope.c om/pipeblindlockout
Widest range of pipes With 3 sizes to choose from, Brady's Pipe Blind Lockout is applicable on the widest range of pipes, including all pipe diameters from 13.2 mm to 1219.2 mm. The device's extendable locking arm enables users to optionally lock not 1, but 2 pipe bolt sets for additional security. Up to 4 workers can apply a padlock directly on the device.
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SKF custom pinion housing assemblies with IMX-S condition monitoring solution for SAG mill in West Africa SKF South Africa supplied a custom designed heavyduty bearing housing assembly and two IMX-S conditioning monitoring systems for a 12MW SAG mill operating on a gold mine in West Africa.
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“This is the first combination online condition monitoring system and drive train solution for a SAG mill supplied by SKF,” confirms SKF Project Manager, John Storm. The end-user purchased the complete new SAG mill for the gold mine from a South African project house. The application presented a number of challenges which prompted the project house to approach SKF for assistance.
“To provide additional protection to the bearings from contamination ingress we incorporated special custom sealing arrangements to customer specific requirements,” adds Storm.
SKF's solution also extended to a customised IMX-S based solution for on-line condition monitoring and analysis. IMX-S was rebuilt into an IP66 rated panel complete with a dust canopy. Two IMX-S units were supplied to monitor both drive train A and B of the “We had to find a solution to 12MW mill. Storm explains that address the significant loading that the dual drive mill places on the system provides Modbus RTU to Modbus IP/TCP conversion for the bearing housing caps,” explains Storm. “Furthermore, as real time integration and asset the entire plant is automated with status feed to the end-user's control room. instrumentation feedback to a control room, it was imperative that the mill comply with existing SKF's customised turnkey bearing housings and online protocol.” monitoring system designed in accordance with customer SKF's turnkey solution included South African designed bearings specifications fitted the enduser's existing infrastructure and and sleeves complete with met all the required safety factors custom-designed heavy-duty pinion housings. SKF customised on the mill's A and B mill drive trains. the housing assemblies to include an uprated cap bolt and housing shell thickness to ensure “We supplied a world-class quality, rugged, cost-effective, that the housings are able to easy-to-install solution that withstand severe cap loading on delivers increased productivity drive train A and B for increased lifespan and improved uptime for through higher machine efficiency and availability for the the end-user. The scope of work end-user,” concludes Storm. also called for the supply of a spare pinion.
Thorium Nuclear Fuel Tests Almost Complete and Successful Initiated by The Thorium Irradiation Consortium, it is led by Thor Energy and has the Institute for Energy Technology (IFE) in Norway; Westinghouse; Fortum in Finland; the UK's National Nuclear Laboratory; the German Institute for Transuranic Elements (ITU); and the Korea Atomic Energy Research Institute (KAERI) as consortium partners. Three countries, China, India and Turkey, have so far declared thorium as part of their national power policy and the OECD-NEA recently published a paper concluding that the implementation of thorium as a nuclear fuel is sensible, safe and reasonable in the long run, and that this evolution starts with combined uranium and thorium cycles in the near term. The US, France, Japan, China and South Korea have the most uranium-based nuclear reactors. These are all potential clients for the thorium/uranium pellet fuel. South Korea has 24 uraniumbased nuclear reactors, each the size of Koeberg, which represents enormous potential for the new thorium-containing pellet
fuels. Thorium fuel can use either uranium or plutonium as the fissile driver material. The waste produced by the thorium fuel cycle is safer than the waste produced by the uranium fuel that is currently used in existing nuclear reactors. Thorium is environmentally safer and extremely difficult to use to make a nuclear weapon. The thorium fuel cycle is cleaner than that of uranium. In contrast, uranium produces plutonium and minor actinides in its waste, and plutonium can be used to manufacture a nuclear weapon. These minor actinides remain radioactive for thousands of years. The thorium fuel cycle produces no plutonium and hardly any minor actinides.
With only a few months remaining out of a five-year qualification programme by Thor Energy in Norway, the commercialisation of thorium as a supplement fuel in conventional nuclear reactors is imminent.
In contrast, the waste from the thorium fuel cycle contains mainly fission products that lose most of their radioactivity in a short time period. As a result, the thorium fuel cycle would substantially reduce the problems associated with the management and storage of nuclear waste. The first thorium fuel specimens were loaded into 31
The Steenkampskraal thorium and rare earth mine hopes to begin mining in about 18 months. The mine has the world's highestgrade rare earth and thorium deposit with average grades of 14.4% rare earths and 2.14% thorium.
the Norwegian fuel-testing reactor operated by the Institute for Energy Technology in Halden in April 2013, and the second round loaded before Christmas 2015, was intended to verify test results. “With this second rig loaded, we have reached a major milestone and an important stepping stone towards commercial approval for thorium in existing light water reactors (LWRs),” said Oystein Asphjell, CEO of Thor Energy. “This rig represents a further step in the thorium evolution which will contribute towards the longterm sustainability of nuclear power in general and specifically for thorium as an additive and improvement to the uranium fuel cycle,” he said. This second phase of the thorium irradiation consists of 12 fuel pins in a new, fully-instrumented test fuel rig. It consists of three variants of ThAdd fuel, which are uranium-based pins with small fractions of thorium, four reference pins as well as two pins with Accident Tolerant Fuel from Korea Atomic Energy Research Institute, KAERI. “The irradiation will produce a great deal of unique data
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from a number of parameters that describes how the fuel ceramic behaves as it operates for long periods in a reactor core in various conditions.” “The Halden test reactor allows for continuous data collection while the fuel operates in the reactor. The data acquired is necessary to confirm that the fuel could be implemented safely and productively in a commercial reactor and will support computer modelling efforts and the planning for follow-on testing in a commercial power reactor,” he said. “Thorium oxide-based fuels can provide advantages such as higher thermal conductivity and a higher melting point – properties that have safety margin benefits. Thorium fuels also generate no new plutonium,” said Trevor Blench, chairman of the Steenkampskraal Holdings, owners of the mine in Western Cape which plans to supply thorium to the nuclear fuel industry. “We see significant potential for thorium as a safe supplement to uranium as a nuclear fuel. The increasing demand for rare earths indicates that there is an immediate demand for the mine's production,” he said.
DISCIPLINARY HEARINGS AND THE EMPLOYEE'S RIGHT TO LEGAL REPRESENTATION The recent postponement of suspended Eskom executive Mathsela Koko's disciplinary hearing highlights just how costly and drawn out disciplinary procedures can be when lawyers become involved in the process. It also begs the question: Under what circumstances does the employee have the right to engage legal representation in respect of a disciplinary hearing? The Labour Relations Act is low-key on the issue of legal representation during disciplinary hearings. Schedule 8 of the LRA, the Code of Good Practice for Dismissal deals with some of the key aspects of dismissals for reasons related to misconduct. More specifically, the Code states that “The employer should notify the employee of the allegations, allow the employee a reasonable opportunity to prepare, to state his/her case in response to the allegations and that the employee should be entitled to the assistance of a trade union
representative or fellow employee.” Adv. Tertius Wessels, Legal Manager at Strata-g Labour Solutions, says the Code serves as a guideline for employers to consider when establishing their own internal disciplinary codes and procedures. “These codes can differ quite significantly from one organisation to the next, depending on their size and type of industry they operate in. Some organisations allow for legal representation, while others specifically prohibit same.
The chairperson of the disciplinary hearing will consider certain factors in determining whether to allow legal representation or not. These include the nature and complexity of the matter; questions of law that arise; comparative abilities of parties; and public interest.
“Most employees are under the misconception that if their case gets to the disciplinary hearing phase and the company's disciplinary code and procedures expressly prohibits legal representation, then employees cannot engage the services of a legal representative,” he continues. The reality, however, is that employees can never outright 33
The downside of engaging legal representation is that it can prolong the matter and result in higher costs and increased frustration for all parties involved. Koko's case is a typical example of this. Following Eskom firing of its evidence leader, who apparently did not familiarise himself with that case timeously, the hearing has now been postponed to 24 November 2017.
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be denied legal representation. They must be afforded the opportunity to apply for legal representation, which will be for their own cost.
conduct or capacity. Legal representation is not always guaranteed, but an employee may always bring an application for legal representation.”
Wessels cautions, however, that there is no guarantee that the chairperson of the hearing will allow legal representation. “The same principle applies when dealing with dismissals for misconduct at the Commission for Conciliation, Mediation and Arbitration (CCMA). In terms of the CCMA Rules the right to legal representation in arbitration proceedings is restricted in instances where the dispute relates to the fairness of the dismissal and where the reason for the dismissal relates to the employee's
Hearings where the services of legal representatives have been engaged are subject to the availability of the legal representatives. “To avoid an overly protracted process, company's need to be clear on the disciplinary process regarding legal representation. In addition, they need to state upfront they will not allow for unnecessary protraction as a result of decisions by either party to chop and change legal representation,” concludes Wessels.
Unrealistic expectations fail projects Across the world investment appetite seems to be returning to our sector as investors look to unlock the untapped potential the global mining and minerals landscape has to offer. We are seeing an increased number of enquiries and studies and this together with the increased activity in M&A transactions in our sector are certainly positive indicators that the market is coming off the bottom.
project scope, a poorly understood mineral resource and the inability to deliver on project costs and schedule. Earlier this year one emerging gold producer provided the industry with a real example of just how quickly something 'simple' can go very wrong. Production delays and lower grades together with inaccurate resource estimates, but how could they have done it right?
While I sense that we are witnessing a turning point in our industry, and I expect far more stability moving forward, it does appear that the investment community remains somewhat cautious to invest. For the fourth consecutive year the industry reduced spending on exploration, worldwide, to barely one-third of the record allocated in 2012. Overcoming the increasing regulatory hurdles is somewhat routine for investors and the return on investment remains high, so why do they shy away?
To attract investment, it has become a necessity for organisations to complete projects under budget and well ahead of schedule. Unfortunately, with the overwhelming need to secure funding, many organisations make promises or assurances that they simply cannot deliver. Shareholder expectations guide the output of any business, moving budget and schedule predictions to create a buffer. This just doesn't wet the lips of any investor in the current market.
One of the biggest deterrents to investment in the mining sector is the inability of projects to deliver on investment promises. There are many recent examples out there. This is often a result of a poorly defined
A clear goal leads to a clear path. I know from experience that expectations outlined and agreed on in the study phase can grow and diminish as projects move through implementation. There is no textbook or memoir that can guide a team in political instabilities, safety and environmental concerns and availability of skills, so remaining flexible is key.
Projects do fail but can it be avoided? If we delve under the surface of projects in the graveyard, we start to find some overwhelming evidence of what not to do. We find a number of knocks to profitability, from 35
inexperience, miscalculating risks, unrealistic stakeholder expectations, naivety, unrealistic estimates, lack of strong leadership and, of course, the human element. One fatal blow is the expectation of stakeholders. Expectations are a funny thing. It's a bit like a guessing game of what could be but, in the absence of a crystal ball, you never really know for sure. However trivial, expectations often have the power to bend reality and no matter how unrealistic, once accepted they are treated as fact.
Accurate studies in conceptual, pre-feasibility and definitive feasibility studies are the first check point for successful projects. This is the solid foundation for any successful project. While there is always a degree of uncertainty, experience and the right technical partner can build a strong foundation for future success. Knowing which risks are navigable and which aren't determines the real feasibility of a project and having the aptitude to listen can mean the difference between profit and loss. While exploring and All too frequently poor elaborating on the idea of the expectations are used to set project, excitement grows, as project deadlines. These do expectations, and the expectations are fuelled by inexperience and the drive to ability of the project leader to answer with an informed 'no' under promise and over is arguably the most deliver typically yields the important skill within this opposite for both. This, in turn, lowers confidence levels team. and decreases the propensity While technological for future investment. advancements aid in So why create an expectation? determining and mitigating risk, there's a lot to be said Project managers and firms for hands on experience. The commit to secure the work. theory of navigating climates, The market is tough and the pipelines are dry but, as we've leadership, equipment, seen, empty promises are far systems and socio-economic more difficult to recover from factors is very different to the practical application and in the long term. there is no algorithm to guide these decisions. Aggressive deadlines can drive teams and individuals to The recent market pressures achieve more and innovate have highlighted the under pressure but importance of potential unrealistic expectations efficiencies and digital result in reputational technologies to accurately damage, compromised predict and optimise quality and safety standards performance. and missed deadlines. 36
We are seeing mining companies, worldwide, shift their strategies to adopt new business and operating models to include new technologies – at a more rapid pace than ever before. This fundamental shift has the potential to transform safety outcomes, enhance performance and ultimately unlock new benefits in the sector. That being said, a knowledgeable partner will know how to mix the old with the new. Innovative systems while running concurrently with sound advice can see studies through to successful project completion. Having realistic expectations from the start and listening to honest feedback and advice is key to successful collaboration. This provides a strong foundation on which the project will be built. Agreeing on the end result allows project and client teams to build a realistic budget, timeline goals and drive collaboration from the onset. We've worked with hundreds of teams in the past and we have learned that by collaborating with other experts and organisations, you are ensured a wealth of knowledge, and the ability to formulate realistic project plans that deliver results.
expectations as a project developer too need to be managed. It's not about managing control it's really about managing expectations. These exist for both the project team and project owner.
By Wray Carvelas, CEO of DRA Global
So where does that leave us? Leave the emotion behind. A rational approach to new opportunities and challenges in execution will inevitably manage expectations from the onset and keep them at bay. In today's changing landscape there's a lot more at risk and an indefinite amount of variables but genuine understanding and collaboration can navigate most of these challenges. The global landscape is volatile as too is the industry but through sound leadership and collaboration we can ensure a stable foundation from which to start our projects. Where inexperience drives ambition and where gains outweigh risks it is important that we listen to one another and learn from each other. Experience does not crush innovation, it simply provides the lessons learned to be mixed up into something that works today, after all there is no room for a one size fits all approach. Each project needs to be judged on merit, evaluated by well-qualified and experienced people and driven through collaboration.
Understanding the project is as important as understanding the client and 37
Unlikely that SEIFSA-NUMSA Agreement can be Extended to Non-Parties – SAEFA Johannesburg, 6 November 2017 – A war of words is currently waging between employer bodies in the engineering and metal industries, with the mudslinging centring on the wage negotiations which were concluded separately from all negotiating parties by the Steel and Engineering Industries Federation of Southern Africa (SEIFSA) and the trade unions in August this year. “The goal leading up to the 2017 wage negotiations was to ensure that an inclusive deal was reached, representing the interests of employer and labour bodies equally,” says David Anderson, newly appointed South African Engineers and Founders Association (SAEFA) chairperson. “Mediation and arbitration specialist Johnny Goldberg was brought on board by our association as a lead negotiator on behalf of all employer bodies in good faith, with the intention to ensure an inclusive negotiation process for all parties.” This inclusive process was cut short when SEIFSA and the National Union of
Metalworkers of South Africa (NUMSA) engaged in bilateral negotiations and signed their own wage settlement agreement.
Legal fund is a desperate attempt to force through the deal
The majority of employers in the industry are not in favour of this deal because, not only were their representative associations excluded, but it failed to take into account critical employer demands that were tabled to address the dire need for job creation in an industry that has been steadily bleeding jobs. SAEFA does not see this agreement being extended to non-parties, which means employer and labour bodies will need to return to the negotiating table at the Metal and Engineering Industries Bargaining Council (MEIBC) in order to conclude an inclusive deal. AGREEMENT IS NONBINDING Despite this, SEIFSAaffiliated associations have been asked to contribute to a legal fund to facilitate the submission of this agreement to the Labour Minister. This is an attempt to have it extended to the entire industry – including 39
It is estimated that the legal funding being requested runs into millions of Rands. SAEFA believes a negotiated settlement would be in the best interests of collective External legal opinion sought bargaining. Furthermore, this fund would not be necessary by SAEFA agrees that the had the employer bodies SEIFSA-NUMSA wage settlement agreement cannot remained at the negotiating table to conclude an inclusive legally be extended to nondeal. parties and that the request for serious legal intervention The South African Engineers to do so, two-and-a-half and Founders Association months after the deal was represents the interests of concluded, reinforces this hundreds of member stance. companies in the metal and engineering industry. Members range in size from small employers to large multinational organisations. SAEFA recently de-federated from the Steel and Engineering Industries Federation of South Africa (SEIFSA). For more, visit www.saefa.org.za employers who were neither party to the negotiation of it, nor signatories. NUMSA have also agreed to contribute to this legal fund.
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