SA Mining November/December 2023 by SundayTimesZA

420 000 ounces p/a: Waterberg production

240Mt: Tailings material to retreat

SA MIN NG NOVEMBER / DECEMBER 2023

www.samining.co.za

READ WHAT REALLY GOES DOWN IN SADC R39.90 (incl VAT) International R44.50 (excl tax)

AFRICAN UPDATE What’s hot

TAILINGS RETREATMENT Profitable, safe and green

INSIDE:

Fuel cell use in underground operations

WATERBERG Rise of the machines

UMS at work on ERO Copper’s Pilar mine in Brazil

UMS

BRINGING EXPERTISE TO BRAZIL

CRUSHING, SCREENING & MILLING CORPORATE PROFILE

TEGA AFRICA

POSITIONS ITSELF AS A ONE-STOP SHOP Thanks to recent acquisitions, coupled with its vast internal experience, Tega Africa is now able to provide both the capital equipment and the spares to deliver a complete minerals processing solution.

aunched nearly 50 years ago, as a joint venture between a Swedish company and an Indian business, Tega Industries today operates in over 100 countries, and boasts at least six manufacturing units. Following a series of mergers and acquisitions in the early 1990s, all the company shares were bought by the founding chairman, who then took the business in his own chosen direction. According to Vishal Gautam, CEO for Tega Africa, a major part of the organisation’s current revenue is derived from mill liners, used for the large grinding mills that reduce the size of the ore. “These liners are designed to protect the mother shell of the mill, while it is used to process the minerals mined. Tega has, in fact, done quite a lot of development on mill liners over the past 20 years, helping to increase both their size and strength. Not only does this reduce downtime and ensure regular production flow, but it also requires fewer people inside the mill while changing these liners, meaning there is also an improvement in overall safety,” he says. “Another advancement from us is the implementation of chip-enabled solutions. With these, there is no need to stop the mill to check on the condition of the liner.

Instead, the chip provides live updates of the state of the liner in real time, which saves both time and money.” Gautam explains that the company’s acquisition of McNally Sayaji Engineering has been a huge game-changer. Tega has always been viewed as a critical spares supplier to the bulk material handling and processing industries, he points out. Beyond this, however, the McNally acquisition means Tega is now capable of supplying equipment, as well as spares, to the industry. “It is very convenient to be in a position whereby we not only can supply a mine with the liners needed for a mill, but we can also provide them with the mill itself. The same goes for our vibrating screen solutions – now instead of simply offering the screen panels, we can provide customers with the capital equipment that use these screens as well. “Essentially, this approach enables us to position the company as a one-stop shop for minerals processing. This, in turn, means our revenue is significantly larger, our catalogue to supply clients with has increased in size, and this positions us ideally for the future, from a growth perspective.”

GROWTH AND DEVELOPMENT

He notes that Tega in Africa has been growing organically at a steady pace of around 20%, some of which is due to the company’s aggressive posture in the market. At the same time, he points to inorganic growth like acquisitions as being another factor in the organisation’s ongoing growth. “Obviously, acquiring a business like McNally opens up new markets for us in those mines that are expanding, since we now possess the ability to provide them with processing equipment and spares, all in one place,” he says. “Africa is a huge market for us, with Tega having people servicing Zambia, the Democratic Republic of the Congo, Tanzania, Botswana and Mozambique, while we also have offices in Ghana, Mali, and Burkina Faso. We are particularly bullish about Africa and the opportunities it offers – which is why we have a large, and increasing, African footprint.” Looking ahead, Gautam points to a focused approach from Tega, when considering doing business in a specific country. He says the business considers the potential the projects in a country offer in terms of Tega’s own product line. “You would not describe us as

We are now in a position where we can supply a mine not only with the liners needed for a mill, but also the mill itself. – Gautam

“ “

CLOSE COLLABORATION

A UNIQUE COMBINATION

Tega has definitely been quite aggressive in the African market and, he continues, undertook an expansion in SA in order to be as close to its customers as possible physically. “After all, if you look from a global perspective, wherever you find sustainable mining under way, Tega is nearby. We obviously do need to be close to our customers in order to service them well, which is why we are so strongly focused on Africa.” This also means customers no longer need to ensure they have large numbers of spares on site, reducing the storage space required and, ultimately, impacting on the client’s overall total cost of ownership. He says Tega offers clients an eclectic mix of skills and expertise, explaining that working for Tega requires an understanding of metallurgy, a robust knowledge of mechanical designs, and a combination of different engineering skills. “It is definitely a complex job, as new people joining us can take several months to truly understand all three facets of our offerings, namely the industry, products and the dynamics of this arena. “Essentially, we expect our people to be well versed in the benefits of the products,

shoot-from-the-hip types – Tega always undertakes a serious due diligence beforehand, and works to clearly understand the pain points of the customer, and how it can resolve these. “We are not about simply trying to grab market share; instead, we survey their plans and strategise how to solve their issues and improve their business.” Asked about the enterprise’s newest solutions, Gautam indicates that a new offering Tega has launched is that of hand lining, a service it initially developed for internal consumption, before offering it to the market. “Hand lining is when we bond rubber onto metal equipment, using either cold or hot bonding methods. While we are new to the market with this, we are pleased because it adds another string to our bow and is ideally suited to those customers who struggle to do this themselves. “Thanks to our reputation and expertise, and our internal experience with this, we have seen very good uptake from our customer base – in fact, the reaction has been fantastic. Within just three weeks of introducing this solution to the market, we have begun receiving orders from those wanting it, and positive responses from those who have already implemented it.”

Tega Industries Africa’s offering, being of a technical nature, requires close and attentive collaboration with clients. Using skilled field staff to connect customers and the technical team, the company is able to align client requirements with the right solutions. In the same vein, Tega’s manufacturing plant combines local knowledge with international best practices, to give customers products that are suitable for their own unique requirements.

but they must also be familiar with the client’s operating conditions, equipment, and ore characteristics. Only by knowing this well can they recognise how best to service the client, and clearly understand both their key performance indicators and their pain points. “In the end, Tega Africa’s key goal is to improve sustainability: in respect of our employees, our revenue growth, our partnerships with clients, our physical products and, ultimately, for the environment,” says Gautam.

CONTENTS

NOVEMBER / DECEMBER 2023

Profitable, safe and green.

IN CASE YOU MISSED OUR INTERVIEW!

WATCH:

Business Spotlight – Enaex Africa’s plans to embrace artificial intelligence

Navigating current and future uncertainty in the diamond industry.

IN BRIEF 6

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

SCAN HERE

In Brief: New SEIFSA president elected

FEATURES 14

Navigating current and future uncertainty in the diamond industry The diamond industry has recently witnessed some notable shifts in its landscape. This industry transformation demands careful analysis and strategic foresight.

Are these still Africa’s hottest projects? The world has changed considerably since these four projects were touted as being among the most exciting on the continent, at the 2019 Investing in Mining Indaba.

Profitable, safe and green Pan African Resources’ plans to retreat the recently acquired Mogale Gold Tailings storage facilities will boost profit margins, the local community, and the environment.

Waterberg: Rise of the machines. 420 000 ounces p/a: Waterberg production

240Mt: Tailings material to retreat

SA MIN NG NOVEMBER / DECEMBER 2023

COVER STORY: PAGE 8

www.samining.co.za

Rise of the machines Platinum Group Metals’ (PGM) Waterberg project lends itself to bulk mechanisation. This approach will boost both safety and skills development. Q&A with Training Force Mining is one of the leading industries in adopting digital technologies, but what kind of skills does a 21st century digital mine require?

NEWS IN NUMBERS 21 30

240Mt: Tailings material to retreat 420 000 ounces p/a: Waterberg production

REGULARS 4

Out of Africa

Having overcome the many challenges of beginning a project in a foreign country during lockdown, UMS is well under way with its shaft-sinking project for Ero Copper.

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READ WHAT REALLY GOES DOWN IN SADC R39.90 (incl VAT) International R44.50 (excl tax)

AFRICAN UPDATE What’s hot

TAILINGS RETREATMENT Profitable, safe and green

INSIDE:

Fuel cell use in underground operations

WATERBERG Rise of the machines

UMS at work on ERO Copper’s Pilar mine in Brazil

UMS

BRINGING EXPERTISE TO BRAZIL SAM-NovDec-2023.indd 1

2023/11/22 11:48

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FROM THE EDITOR

IT’S ALL IN THE ANALYSIS Whether it’s the potential retreatment of tailings, the development of a bulk mechanisation process, or an industry desperate for digital skills, careful analysis and effective implementation is a thread that runs through all our featured projects.

READ WHAT REALLY GOES DOWN IN SADC

EDITOR

Rodney Weidemann Tel: 062 447 7803 Email: rodneyw@samining.co.za

ONLINE EDITOR

ART DIRECTOR

As we come out of the tail end of the pandemic, and normal service has mostly resumed, we delve into what, if any, progress has been made at these mines. One thing that continuously surprises those who are less familiar with the mining sector is just how advanced the industry is in terms of its adoption of digital technologies. With this in mind, we speak to a specialist training provider to determine what kind of skills a 21st century digital mine requires, and what is needed to ensure the country has enough relevant skills in the future. In this issue, we also take a look at a new digital solution that considers issues such as flow rate, pressure requirements, fluid type and site conditions, and enables customers to compare and contrast various pumps, allowing them to find the one most suitable for their project. In addition, we consider how Renergen – which owns a liquid natural gas (LNG) mine in Virginia – plans to roll out LNG filling stations along major highways, encouraging logistics companies to convert from diesel. Mining Indaba 2024 is just around the corner, and the event’s 30th anniversary will be attended by over 8 000 delegates from 100+ countries. The audience is expected to include more than 900 investors, 1 200 mining company executives and 100+ government representatives, including heads of state and ministerial delegations. Finally, in our cover story, UMS details how it overcame the many challenges of beginning a shaft-sinking project in a foreign country during lockdown, and outlines how successful this has been, despite the odds.

ailings retreatment is a business that offers a range of economic, environmental and financial benefits. After all, not only can organisations like Pan African Resources extract additional economic value from this waste by leveraging up-to-date technology and new processing methods, but more crucially, it also delivers a less toxic, more stable footprint – one that frees up large areas of land for productive use. Meanwhile, Platinum Group Metals’ (PGM) Waterberg project is also delivering benefits, in this case specifically in terms of safety and skills development. The mine is one that lends itself to bulk mechanisation, which ensures that machines, rather than human beings, will face the brunt of the danger underground. At the same time, employees using remote operation tools require more specialised skills. Thus, PGM is helping those working on this project to develop skills that will serve them in the long term. The diamond industry has also been facing up to a series of challenges – including a notable downturn, largely attributed to a confluence of macro-economic factors – that have fundamentally altered the diamond landscape. The industry is currently in the midst of a transformation driven by global geopolitics, increased supply and the emergence of new mines, that demands careful analysis and strategic foresight. Looking into Africa, several key projects were identified at the 2019 Investing in Mining Indaba as being among the hottest ones on the continent – then COVID hit.

SA MINING

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Stacey Visser Email: vissers@businessmediamags.co.za

Rodney Weidemann

SA MIN NG

NOVEMBER / DECEMBER 2023

www.samining.co.za

Shailendra Bhagwandin Tel: 011 280 5946 Email: bhagwandinsh@arena.africa

ADVERTISING CONSULTANTS

Ilonka Moolman Tel: 011 280 3120 Email: moolmani@samining.co.za Tshepo Monyamane Tel: 011 280 3110 Email: tshepom@samining.co.za

PRODUCTION COORDINATOR

Neesha Klaaste Tel: 011 280 5063 Email: neeshak@sahomeowner.co.za

SUB-EDITOR Andrea Bryce

BUSINESS MANAGER

Claire Morgan Tel: 011 280 5783 Email: morganc@sahomeowner.co.za

GENERAL MANAGER MAGAZINES

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SWITCHBOARD Tel: 011 280 3000

SUBSCRIPTIONS

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OUT OF AFRICA

TRANSFORMING MADAGASCAR’S WILDERNESS INTO A HI-TECH GRAPHITE HUB

SA MINING

that were used to construct the mining complex. We further managed the bulk of the procurement, cost control, scheduling, and planning, after project execution, and all of the associated infrastructure engineering processes.” Employing mostly local contractors and a few international service providers, Erudite and NextSource set up basic infrastructure, office spaces, a mining camp for over 70 people, change houses for the workers, a laboratory, and laid groundwork for further construction, including for a beneficiation plant and the mine itself.

“

If it were not for our experienced team members and expert internal logistics manager, we would still be assembling the plant today.

“

adagascar ranks among the least developed countries in the world, yet boasts an abundance of valuable natural resources that can help attract essential foreign investment and drive socio-economic development. One of the country’s highest potential exports is its valuable, high-grade graphite deposits, which are ideal for battery production. One company helping to unlock the potential of these deposits is SA engineering, procurement, and construction management (EPCM) company Erudite. It was approached by Canadian-based NextSource Materials in 2021 to manage the first phase of beneficiation infrastructure development for the Molo Mine near Fotadrevo, in the southern part of the island. Following years of dedication and commitment, NextSource Materials Inc has announced that the mine is now operational and currently extracting graphite ore, with significant value to the local economy. “The region is completely agrarian. When we first arrived, there was little to no basic infrastructure or essential services in the area. The few roads leading into the area were in substantial disrepair, and there was little in the way of water reticulation or power generation. The nearest city, Toliara in the south-western part of Madagascar, is more than 160km away. This was a true greenfield project in every sense of the word,” says Johan Claassen, Erudite’s senior project manager. “Erudite was responsible for appointing and managing each of the contractors

When fully operational, the mine will have a planned extraction capacity of 240 kilotonnes per annum (ktpa) of raw graphite ore, with a production capacity of 17 ktpa high carbon graphite flake. Erudite has the ability and capacity to deliver world-class expertise and innovative solutions in even the most remote and harsh

NOVEMBER / DECEMBER 2023

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environments. Moreover, Erudite places a heavy emphasis on sustainability, social responsibility, and the navigation of often ambiguous regulatory requirements. “Our greatest challenge was logistics. Team members flew to Toliara and then took on the demanding 160km trek to the site. When dry, it took about 12 hours to cover this distance in a 4X4. For a truck carrying essential, expensive, and relatively delicate equipment and materials, it took much longer and increased risk levels tenfold,” Claassen says. The plant, designed and constructed by a firm from China, brought in 107 prefabricated process plant modules between August and November 2022, and Erudite was further tasked with managing the import and transportation logistics. November also marks the beginning of the country’s rainy season, which made it even more difficult to navigate the unpaved roads en route to the mine. “If it were not for our experienced team members and expert internal logistics manager, we would still be assembling the plant today. It’s not as simple as uploading and unloading materials from a truck. There are hundreds of pages of paperwork and certificates to fill out, and challenging regulatory procedures to get all the pieces to where they need to go,” he says. Phase one has since been completed, well within budget and on time, with over 500 000 lost-time injury-free hours worked – essentially meaning there were no reportable incidents throughout the course of the project.

IN BRIEF

NEW SEIFSA PRESIDENT ELECTED © ISTOCK – shmaki

Industry veteran and industrialist Elias Monage was elected president of the Steel and Engineering Industries Federation of Southern Africa (SEIFSA) at the organisation’s recent annual general meeting.

he executive chair of Arabela Holdings and Afika Holdings, Monage assumes the presidency of the Federation and the chairmanship of its board in a crucial year, which will witness wage negotiations taking place in the metals and engineering sector. The AGM unanimously confirmed Monage as SEIFSA president, while the Federation’s vice-presidents are Nonhlanhla Ngwenya, MD at MphoNo Energies and board member at KSB Pumps & Valves (Pty) Ltd, and Atlantis Foundries CEO Pieter du Plessis. Monage notes that the coming period will be extremely challenging and will require robust leadership to tackle the policy, regulatory and socio-economic environment, in order to position SEIFSA as the apex employer body in the metals and engineering industries. In acknowledging the challenges currently confronting South Africa’s economy broadly, and the metals and engineering sector in particular, Monage emphasises that these difficult conditions are likely to prevail for some time, given that there are no signs that the world market is rapidly moving out of its weakness. He furthermore stresses the importance of sharpening the Federation’s agenda, in order to remain relevant in Africa and globally. While Monage recognises that little can be done to change the global economic headwinds, he says: “The domestic ones –

SA MINING

which are frankly own goals of bad policy choices and economic mismanagement – are in the hands of the policymakers. And this is where SEIFSA must continue to play the important role of keeping government accountable.”

Elias Monage.

IDRIS ELBA REVEALS GOLD’S UNTOLD STORIES

The World Gold Council’s recently announced documentary GOLD: A Journey with Idris Elba explores the value of gold past, present and future, while discovering its powers of transformation on individuals, communities and economies.

NOVEMBER / DECEMBER 2023

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Narrated by actor Idris Elba, the project explores the mysteries, stories and untold human relationship with humankind’s most precious metal – gold. From the 1800s Gold Rush that stimulated early demand for Levi’s jeans, to the recent production of a $1-million gold bar in Canada, and the quest for the new gold seams in Peru, Elba uncovers the unique moments and milestones that bring the human story and socio-economic impact of gold to life. As his journey unfolds, he conquers his claustrophobia down a Canadian mine shaft, explores his heritage in Ghana, and delves into the journey towards responsible mining in South Africa. It also highlights how the industry is navigating current challenges, from post-mining regeneration and energy consumption, to the future of the workforce in gold mining. “I feel very thankful to have been able to experience what gold means to people, what gold means to history and also to tradition. Gold has the power to transform. I’ve learnt so much about gold that wasn’t obvious or expected, and now my eyes have been opened, which is a wonderful thing,” Elba says. Commissioned to support the World Gold Council in its ambition to help the world understand the value of gold and harness its transformative power, the documentary is now available on YouTube.

SHAFT SINKING COVER STORY

UMS

MAKES PROGRESS ON BRAZILIAN SLIPE AND LINE PROJECT Having overcome the many challenges of beginning a project in a foreign country during lockdown, UMS is well under way with its shaft-sinking project for Ero Copper’s Caraiba Operations Pilar Mine.

ollowing its acquisition of Shaft Sinkers seven years ago, United Mining Services (UMS) has been recognised as one of the key players in the shaft-sinking game. It’s known for getting involved in projects from the earliest stages – namely concept or feasibility – and taking a project through the detailed engineering and construction phases all the way to handover. The mining and minerals project delivery company has been involved with several successful projects over the past four years. Amongst others, in the United States, UMS is working on a shaft for the Department of Energy, while in Botswana it is busy sinking two vertical shafts, taking a formerly opencast mine underground. The success of these projects, explains Murray Macnab, group executive technical director, has contributed to the company’s latest efforts, at Ero Copper’s Pilar Underground Mine Deepening Project in the state of Bahia in Brazil. “This is a mine that has been operational for almost 50 years, having begun life as

SA MINING

an open-cast operation. Initially moving underground via a ramp system, this has become increasingly difficult to do, with the mine needing to access the deeper ore body via a shaft system,” he says. “Ero Copper approached UMS in 2021 to review a pre-feasibility study they had had done. Our analysis was that it could be further optimised, so we developed what we thought was an optimal solution to recommend to the client instead. After 11 months, the pre-sink is complete and we are ready to commence the main sink.” Macnab says what was particularly interesting about this project was that the feasibility study was launched during the COVID lockdown. This meant it had to be run remotely, while the engineering drawings were completed on CAD and shared electronically, and all meetings were undertaken via Teams. “In fact, people were only beginning to return to the office by the time this part was complete, and several team members only met each other face to face for the first time after lockdown.”

NOVEMBER / DECEMBER 2023

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TACKLING THE UNFAMILIAR

Brad Rip, project director at UMS, says by 2022, the company had started on the detailed engineering work, with most of the year taken up with engineering designs and then with the actual tendering fabrication. “Of course, in requesting tenders from Brazilian companies, we came across new challenges we had to overcome, including tendering remotely, dealing with the language barrier and handling a different business culture. Thus, certain fabrications like the head frame were done in Brazil, and this was managed remotely via our lead engineers. “Actual construction was launched in the second half of 2022, with a Brazilian company undertaking the civil work that included digging and casting the collar, and laying the foundations for the headgear.” Rip notes that SA suppliers were used for the specialised mining equipment, which required a logistics arrangement to get this equipment on site for pre-sinking. While this had to obtain customs clearance, the equipment was on site by late 2022, he says,

Taking your MINING and PROCESS PROJECTS through the value chain from studies to construction, commissioning – and beyond UMS ARE LEADERS IN: Shaft sinking and equipping Decline development All types of underground construction Project management

Mine refurbishment and rehabilitation Design and construction of associated mine surface services and process plants

CONTACT UMS TODAY AND SEE HOW WE CAN HELP YOU:

UMS GROUP UNITED MINING SERVICES

Call Center +27 (0)11 445 4300

Ground Floor, Building 12 | Woodlands Oﬃce Park

E-mail info@umsint.com

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Johannesburg | 2191 | South Africa

UMS has regional oﬃces in the United Kingdom; USA (Nevada); Botswana; Brazil

SHAFT SINKING COVER STORY

UMS GROUP COMPRISES THE FOLLOWING:

■ ■ ■ ■ ■ ■ ■ ■ ■

Project management services Concept development (greenfield and brownfield projects) Engineering designs Construction management Construction contracting Commissioning of mine and process plant infrastructure Specialist technical services Specialist engineering consulting Specialist sinking equipment expertise and rental

“

SA MINING

“

and by this stage, the company was already installing winders and sorting the electrical reticulation for the site. It was, continues Rip, quite an achievement by the UMS team. “What makes it special is that we were working in a totally unfamiliar business environment – lacking both knowledge of Brazilian business practices and of the language and culture, not to mention the time zone challenges. But through the phenomenal efforts of both sides, especially the dedicated engineering and procurement team, we achieved what we set out to. “We are currently 40m down in the shaft, and have two winders installed already, thanks to strong local contractors who have put up the headgear in almost record time. We have now reached the point where the stage winder has been commissioned, with ropes installed, and the stage commissioning is in progress.” He says with the two winders about to be commissioned, UMS expects to begin the main sink in December, placing the project marginally ahead of schedule. The construction team expects the main sink, for what will ultimately be a 1 500m-deep shaft, to take two and a half years. The equipping and commissioning phase is anticipated to take a further nine months.

Of course, in requesting tenders from Brazilian companies, we came across new challenges we had to overcome, including tendering remotely, dealing with the language barrier and handling a different business culture. – Rip SLIPE AND LINE

Macnab says one of the unique aspects of this project was that the client already had a ramp that went down to around 1 500m below the surface. This meant there was bottom access – something that’s often unavailable in mines. Thanks to this, Ero could be bored a centre hole on the shaft location, which is to be done in three phases, at a diameter of 1.8m. “Essentially, the slipe and line method means we only have to mine from the 1.8m diameter out to the 6.3m final diameter, but this does have complications. Because staff are working on a ledge around the 1.8m hole, safety is a concern. This is why we have implemented a system of plugs with gratings, along with the obvious lifelines,” he says. “Slipe and line is an unusual method, one that saves a lot of time and money. Of course, there remains the risk of the hole being blocked up, by way of geotechnical conditions. Therefore, UMS is already prepared and still has the opportunity to do a more conventional blind sink shaft, should this happen.”

NOVEMBER / DECEMBER 2023

www.samining.co.za

It must be remembered that shaft-sinking skills are scarce on a global scale, says Macnab, so UMS has also placed a focus on developing such skills further. “There is a definite shortage of expertise in this field, so UMS is proactively addressing this by bringing in some inexperienced people in all the locations in which we work, with a view to training them up and growing them into specialists in this specific sector.” He says the company is trying to create the next generation of sinkers by providing the kind of scarce skills to employees that will ensure they are permanently employable in the mining sector. “UMS has already developed a highly skilled winder technician team, as well as strong and expert mechanical and electrical units. We have done this partly because of the shortage of skills in this space, and partly because we need to be able to guarantee we can provide expertise at short notice for projects. “By developing these in-house, we have access to the right skills, at the right time, whenever we need them,” he says.

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Taking your MINING and PROCESS PROJECTS through the value chain from studies to construction, commissioning – and beyond

WE CARRY A WIDE RANGE OF:

UMS ARE LEADERS IN:

FAG Spherical Roller Bearing 240/600

Tapered Roller Bearing

Shaft sinking and equipping Decline development All types of underground construction Project management

Full Complement Cylindrical Roller Bearing

Mine refurbishment and rehabilitation Design and construction of associated mine surface services and process plants

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FAG Asymmetric Spherical Roller Bearing

Plummer Blocks

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Deep Groove Ball Bearing

UNITED MINING SERVICES

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Call Center +27 (0)11 445 4300

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Johannesburg | 2191 | South Africa

UMS has regional oﬃces in the United Kingdom; USA (Nevada); Botswana; Brazil

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YOU COULD WIN …

A Le Motte gift set which includes a 2021 La Motte Sauvignon and a 2018 La Motte Cabernet Sauvignon.

To stand a chance to win and be included in our Business Media Mags newsletter database, simply SMS the letters and page numbers (for example, A15) of the adverts as they appear in the magazine, followed by your full name, email address and physical address to 41892. SMSs costs R1.50 each. Terms and conditions apply. SMS errors are billed; free SMSs do not apply. For full terms and conditions visit https://businessmediamags.co.za/ Competition ends 19 January 2024.

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NOVEMBER / DECEMBER 2023

PUMPS, PIPES & VALVES

USING ALGORITHMS TO STREAMLINE PUMP SELECTION

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It considers variables such as duty cycle, system pressure and hydraulic losses to optimise the pump’s efficiency. This is necessary, because when operating at its highest efficiency point, a pump can achieve energy savings and improved overall performance, resulting in lower operating costs and increased productivity. Comprehensive pump information is another valuable feature of the programme. Customers can access detailed specifications, performance curves, power requirements, dimensions and other relevant data for each recommended Atlas Copco pump model. This, suggests Venter, enables customers to evaluate and compare different pump options, empowering them to make informed decisions based on their specific requirements.

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Selecting the appropriate pump from the start avoids costly mistakes such as equipment failure or excessive energy consumption.

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electing the pumps for your mining project is no simple matter. A range of factors need to be taken into consideration, such as flow rate, pressure requirements, fluid type and site conditions, before choosing the relevant device. Things are changing, however, with the power of digital technology being leveraged to make such choices far easier. IPR, a specialised dewatering and dredging pump specialist that is also the master distributor for Atlas Copco pumps in Southern Africa, notes that the Atlas Copco pump selection programme is now available via the company’s website. Ruaan Venter, business development manager at IPR, highlights the advantages customers can enjoy when using this offering. The programme, he explains, can recommend the most suitable pump model. This ensures that customers obtain a pump that meets their specific needs, minimising the risk of oversizing or undersizing the equipment. “Time and cost savings are definitely a significant benefit of this programme, as instead of manually researching and comparing various pump models, customers can rely on the programme’s recommendations,” Venter says. “This streamlines the selection process, enabling faster decision making. Additionally, selecting the appropriate pump from the start, irrespective of the application, avoids costly mistakes such as equipment failure or excessive energy consumption.” He says the programme also focuses on enhancing efficiency and performance.

By leveraging the power of digital technology, local pump distributor IPR ensures customers are able to compare and contrast various pumps in order to find the one most suitable for their project.

A game changer in the pump selection process, the programme is simple, with users providing specific parameters including flow rate, pressure or head requirements, fluid properties and site conditions.

NOVEMBER / DECEMBER 2023

www.samining.co.za

“These input parameters lay the foundation for accurate pump selection, and this information is used to perform hydraulic calculations that consider factors such as friction losses, elevation changes, system restrictions and fluid properties to determine the required pump performance,” he says. Users can even compare multiple pump models side by side using the programme, allowing them to assess performance, efficiency, dimensions and other key characteristics, all aiding at facilitating an informed decision. Performance modelling also comes into play, as the algorithm uses pump-specific performance curves and mathematical models. These models are based on empirical data and extensive testing, allowing the algorithm to match the hydraulic calculations with the pump performance models to identify suitable options. “Database integration is crucial, as the algorithm accesses a comprehensive database of pump models with technical specifications, performance curves, efficiency data, and other relevant information. It compares the hydraulic calculations against the database to find pumps that meet the required performance parameters. “Optimisation techniques may also be employed to fine-tune the pump selection process. The algorithm considers factors such as energy efficiency, NPSH requirements, impeller size and other design parameters to improve performance and reliability, and it will ultimately provide recommendations based on these optimisations,” says Venter.

WE CAN HANDLE THE PRESSURE. GUARANTEED.

DIAMONDS

NAVIGATING CURRENT AND FUTURE UNCERTAINTY

IN THE DIAMOND INDUSTRY

In recent times, the diamond industry has faced a series of challenges that have led to notable shifts in its landscape. At present, the industry is in the midst of a transformation that demands careful analysis and strategic foresight. By Servaas Kranhold, Head of Natural Resources, and Jacques Barradas, Partner: Natural Resources, at BDO South Africa

he diamond market has experienced a notable downturn, largely attributed to a confluence of macro-economic factors. The US market, for instance, is a historically robust consumer of diamonds that’s been grappling with recessionary concerns, impacting the demand for gem quality diamonds. Additionally, China’s economy, while recovering from its zero-COVID policy, has not rebounded as swiftly as anticipated, leading to subdued demand. These factors have combined to create a complex environment for diamond traders, causing prices to stagnate and volumes to decline. In the past year, there has been a 15-18% reduction in diamond prices, along with an unsettling decline in both pricing and volumes at market tenders among major mining companies. Adding to this dilemma is an increase in diamond supply, coinciding with a contracting market. Notably, synthetic diamonds have contributed significantly to the volumes, posing a considerable challenge to the industry. The inability of current mining technology to consistently differentiate between synthetic and natural diamonds has led to a further price suppression. This scenario has been compounded by the emergence of new mining operations, such as De Beers’ Venetia underground mine, and the return of Russian diamond sources. With softer demand and increased supply, the industry faces a formidable problem. In the face of these challenges, the diamond industry is undergoing a fundamental transformation. Mining companies are re-evaluating their

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operational strategies to remain competitive in a low-price environment. Many have shifted from open-cast mining to underground operations locally, embracing technological advancements – such as remote mining – to reduce costs. This shift in approach signifies the industry’s resilience and willingness to adapt to changing circumstances.

PROSPECTS FOR RECOVERY

While the immediate future of the diamond industry remains uncertain, a glimmer of hope exists for recovery. The transition from open-cast to underground mining operations presents a potential catalyst for improved selling prices, as costs increase and volumes decrease. As more mines delve underground, the scarcity of resources and increased operational complexities could drive prices upward. However, this prospect hinges on the behaviour of diamond resources as mining goes deeper. The viability of underground operations relies on the ability of resources to maintain their size and footprint at greater depths. Some mines face the challenge of diminishing resources as they go deeper, potentially rendering underground mining unfeasible. This poses significant considerations for larger listed diamond mines, which may need to weigh the feasibility of continuation against the backdrop of current prices and available resources. In cases where ongoing mining proves non-viable, the spectre of large traditional mines closing looms, potentially leading to substantial impacts on local communities and economies.

NOVEMBER / DECEMBER 2023

www.samining.co.za

THE ESG IMPERATIVE

As the industry navigates these challenges, the importance of environmental, social, and governance (ESG) considerations cannot be understated. Diamond mines are often integral to the economies of the communities in which they operate. The potential closure of mining operations due to macro-economic factors could have far-reaching consequences, including a mass exodus of inhabitants, leading to further urbanisation and the transformation of thriving communities into ghost towns. Balancing the economic imperatives of the industry with its broader societal responsibilities is a delicate yet necessary endeavour. The diamond industry as such finds itself at a crossroads, grappling with a complex web of market dynamics and external pressures. The current state of reduced prices and increased supply poses challenges, yet the industry’s history of resilience and adaptation offers hope for the future. As the industry shifts its focus towards underground operations and embraces innovative technologies, it remains to be seen whether these measures will spark a recovery in diamond prices. While the short-term forecast may be uncertain, the diamond industry’s intrinsic value, both as a source of exquisite adornments and as a driver of economic growth, ensures that it will continue to shine, even in the face of adversity. As we navigate these uncharted waters, one thing is certain: the allure of diamonds, both natural and lab-grown, will persist, capturing the hearts and imaginations of generations to come.

BEARING CORPORATION TURNING THE WORLD

Over 50 years of expert experience, spectacular services, premium products and a sound reputation, Bearing Corporation has secured their position as one of the leading bearing companies in Southern Africa. Bearing Corporation is an approved and authorized distributor of all premium Schaeffler products and carry a wide range of bearings that are available for distribution nationwide. Their services are not only limited to wholesale. Bearing Corporation is available to assist you or your company with all types of bearing repairs and replacements with their 24 hour bearing breakdown service. Bearing Corporation carries a wide selection of Schaeffler products; asymmetric spherical bearings, cylindrical roller bearings, taper roller bearings, plummer blocks, deep groove ball bearings and more.

Visit our website at www.bearingcorporation.co.za

WE CARRY A WIDE RANGE OF:

FAG Spherical Roller Bearing 240/600

FAG Asymmetric Spherical Roller Bearing

Tapered Roller Bearing

Plummer Blocks

Full Complement Cylindrical Roller Bearing

Deep Groove Ball Bearing

www.bearingcorporation.co.za | info@bearingcorporation.co.za | 011 451 8500

PROJECTS IN AFRICA

ARE THESE STILL AFRICA’S HOTTEST PROJECTS? The world has changed considerably since these four projects were touted as being among the most exciting on the continent, at the 2019 Investing In Mining Indaba. We look at where they are now.

By Levi Letsoko

n 2019, the Investing in African Mining Indaba identified four explorations as being among the hottest mining projects on the continent – then COVID hit. The massive losses in productivity time imposed by COVID-19 restrictions and lockdowns, coupled with infrastructure and energy challenges, are the highlighted contributing factors to economic challenges facing mining companies across the continent. SA Mining has now taken a look at how these four mining projects – Tendao Gold, Democratic Republic of the Congo (DRC); South East Ore Body, Zambia; Waterberg Platinum Mine, SA and RHA Tungsten, Zimbabwe – have progressed since then, and whether they remain Africa’s hottest projects.

TENDAO GOLD PROJECT – DRC

Announced as one of the most promising projects on the continent, the Tendao Gold Project in the DRC is a crown campaign of the country’s mining industry. Operated in the region’s Kilo-Moto greenstone belt, the project was launched by Australian mining company Amani Gold Limited. In 2018, the mining project attracted the interests of Okapi Resources. On 7 March

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2019, Okapi Resources announced its acquisition of a strategic 8% stake in the Australian firm. This was a strategic move to earn a 50% stake in the Tendao Gold Project, achievable through attaining the set outcomes from an exploration project on the mine. The investment was initially intended to bolster both companies’ mining interests in the area, more specifically to optimise ore output at Tendao and the surrounding mining undertakings. However, despite all positive forecasts and promising prospects presented by formal and actionable data from the project, negotiations between Okapi Resources and Amani Gold Limited around the Tendao Gold Project reached a halt. This has left a cloud of doubt around the project, which neither company has been able to comment on, due to the bureaucratic model of the mining policies governing the projects. It is also worth noting that Okapi Resources’ interest in Amani Gold Limited’s mining projects stretches beyond the Tendao Gold Project, with the company also setting its sights on collaborating on the Giro Mining Project in the same region.

NOVEMBER / DECEMBER 2023

www.samining.co.za

SOUTH EAST (COPPER) ORE BODY – ZAMBIA

Undoubtedly one of most groundbreaking mining deals in Zambia, the South East Ore Body (SEOB) mining project made headlines when a Chinese company launched the $832-million mine in 2018. The Chambishi mine was identified as Zambia’s Copper Vault, and was qualified as an investment-worthy operation, when various agreements were made to stabilise the project. The mining project is led by NFC Africa, a mining company majority owned by China Nonferrous Metal Mining (Group) Co., Ltd. (CNMC). Although NFC Africa is heralding strategic mining projects in the region, the SEOB mining operation is central to China’s standout mining investments on the continent. As an integrated operation, it allows Chinese investors enough leverage to source the desired volumes of copper, by optimising daily output through a stable energy supply. Keeping in mind that various global events have kept the metal prices higher than ever, the SEOB mining operation continues to look good, boasting a lucrative copper supply that is key to China’s broader interest in the continent’s ore offering.

“ The expected life of mine – already several decades long – is also likely to be extended quite significantly. Moreover, once construction begins, it will take around four years to produce the first concentrate and seven to reach a steady state of production. – Hallam

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RHA TUNGSTEN STATISTICS

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RHA TUNGSTEN – ZIMBABWE

After a shift in Zimbabwe’s leadership landscape, following the ousting of the president since liberation in 1980, the late Robert Mugabe, Zimbabwe’s economy navigated a period of renewed uncertainty. The promise of better governance models remains elusive as the new leadership has shepherded in fresh but quickly diminishing confidence in new investments. This includes Premier African Minerals’ commitment to revive mining operations at RHA Tungsten mine in 2018. While in the doldrums of COVID-imposed shutdowns in 2021, Premier African Minerals had to launch an assessment project to evaluate whether the mining site and operation still had the capacity to deliver on the investment. According to Mining Weekly, the objective of the conceptual mine plan was to assess the potential impact of returning RHA to production, and whether RHA could generate a return on Premier’s investment to date, in surface, infrastructure plant and equipment. This at minimal additional capital costs, based on using just the existing vertical access shaft. It has since been confirmed in the media that the conceptual mine plan assesses

an underground production rate of 6 000 tonnes a month, with a projected life-of-mine of 10 years, and indicates a peak funding requirement of $2.5-million and a payback in 16 months. Currently, the mining project is in full swing, and serves as an economic enabler for other mining operations in the region.

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Underground production rate 6 000 tonnes p/m Projected life-of-mine 10 years Peak funding requirement of $2.5-million

The Waterberg mining operation is spearheaded by Platinum Group Metals (PGM). According to Frank Hallam, PGM CEO, the initial discovery was made as far back as November 2011. Although the operations’ risk profile has proven attractive to investors, it appears manageable and absorbs investor intervention in the most practical way. The project continues to shine the light on the potential of a fully capacitated mining project with timeous investment muscle and effective profit optimisation strategies. “PGM drilled around 490 mother holes, with a hit ratio of around 99%, demonstrating that they had a very predictable and well-understood deposit. Exploration included airborne geophysics, ground mapping and sampling, in a series

of studies that culminated in a definitive feasibility study – indicating a life of mine of 45+ years, and an annual production at peak of some 420 000 ounces.” He says with the deposit being at 140m from the surface, this operation’s shallow nature makes the risk easier to absorb. This means the company has a diverse range of decline ramp accesses. PGM’s operation involves mechanised processes that are synchronised seamlessly to optimise output, with an average deliverable of 35 ounces per employee. “Compared to many other similar projects, the decline access approach means the mine will produce close to 35 ounces per employee, per month. This is significantly more than similar mines that require vertical access,” says Hallam. “The expected life of mine – already several decades long – is also likely to be extended quite significantly. Moreover, once construction begins, it will take around four years to produce the first concentrate and seven to reach a steady state of production.”

www.samining.co.za

NOVEMBER / DECEMBER 2023

WATERBERG MINE – SOUTH AFRICA

SA MINING

THOUGHT LEADERSHIP

HOW IS HARMONY TRANSFORMING MINING TO IMPROVE SAFETY?

SAFETY, HEALTH & ENVIRONMENT

In the mining sector, safety has always been crucial, but recent efforts to improve it – led by Harmony, and in line with ‘zero harm’ principles – have achieved significant milestones. By Stuart Sepetla, Executive for Safety, Harmony Gold

A GENUINE MILESTONE

This is not just an achievement – it is a milestone. Japie Fullard, chair of the Minerals Council South Africa’s CEO Zero Harm Forum, recently stated that the milestone “on our journey to zero accidents” was encouraging. “However, we have not yet reached our goal of zero harm and zero loss of life in mining. We need to rethink what it really means for everyone to be safe on the job.” Harmony has been on a Safety Journey since 2016. The strategy has been to create a proactive safety culture and environment where employees at all levels live the company values and experience high levels of mutual trust, respect, and hope. In 2017, the company adopted the Good Practice Guide on Health and Safety Critical Control Management (CCM) from the International Council on Mining and Metals (ICCM). The ICCM provides advice on how mines can identify and manage critical controls that can either prevent a serious incident from occurring in the first place or minimise the consequences of a serious incident. The organisation then implemented its own Harmony Risk Management (HRM)-based four-layer approach. ■ The baseline risk assessment, which identifies hazards that result in significant unwanted events (SUEs) causing harm and loss of life. ■ The issue-based risk assessment (bowtie analysis), which analyses threats that lead to significant unwanted events. It also identifies critical controls to prevent catastrophic events. ■ The task-based assessment, which focuses on assessing the risks

SA MINING

NOVEMBER / DECEMBER 2023

Stuart Sepetla began his mining career in 1996, and holds a wealth of experience in both gold and platinum mining. He held various managerial positions, such as principal inspector of mines, section manager, production manager and mine manager, until he was appointed as head of safety, health, environment and quality for Gold Fields SA in 2015. His most recent role has been as head of health, safety and environment at Vedanta Zinc International. Sepetla is also registered as a professional certified engineer, through the Engineering Council of SA, a board member at the Mine Health and Safety Council, and a council member for the Association of Mine Managers SA. He was appointed as the association’s president at the inaugural meeting in March 2023, after previously serving as vice-president.

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associated with tasks and identifying controls to mitigate the risks to complete the tasks safely. Finally, there is the continuous risk assessment, which evaluates the quality of controls and the application of tasks to ensure resilience.

www.samining.co.za

The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.

afety in the mining industry is of paramount importance. It saves lives and can potentially prevent thousands of workplace accidents every year. Naturally, the main goal in pursuing safety is to achieve the benchmarks of zero harm and zero loss of life set by the mining industry. This should be clear, as when you walk into a mine, you are greeted by a number of visible warning signs, procedures, and other safety measures to protect workers. Increased attention to mine worker safety has yielded positive results. For example, the number of accidental deaths decreased from 74 in 2021 to 49 in 2022. This was the lowest loss of life in mining accidents in the country’s history. In addition, in January this year, there was no loss of life in the mining industry, making it the first calendar month without a loss of life. A recent report by the Department of Mineral Resources and Energy (DMRE) reveals that serious injuries in the country’s mining sector fell from 2 123 in 2021 to 1 946 in 2022. Since the first democratic elections in South Africa, the country’s mining industry and its partners have implemented numerous health and safety initiatives that have led to life-saving results. Between 1995 and 2021, the total loss of life decreased by 75%, with an 85% decrease in loss of life from falls of ground in particular. Over the same period, the total number of injuries fell by 66%.

“ Harmony’s strategy has been to create a proactive safety culture and environment where all employees live the company values and experience high levels of mutual trust, respect, and hope.

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A SYSTEMIC JOURNEY

The Harmony Systemic Journey also includes a bespoke solution that is transforming the way we do mining, by introducing various digital platforms such as integrated planning, work note, special services monitoring, management instructions, email, mobile, and performance reports. It also introduced the biggest technical breakthrough for the business, which was the optical character recognition (OCR) system. This is the hardware of the digital platform. It was also very important for the flow of information, using scanners to process the physical form of a document. At Harmony, this system captures all the information from different sources that visit the workstations. Sources include specialists and employee pre-inspection forms. It is important to note that all inspection forms and documents at workplaces have been converted into OCR forms at Harmony. Once an inspection has been carried out at a particular workplace, the forms are scanned with the OCR scanner and uploaded to the digital platform. The risk and production information is thus available in the shortest possible time from underground to surface. The Harmony Systemic Journey has enabled the company to find SUEs and create a robust risk-management system for its operations. Once this system was made fully operational and transparent, and integrated risk reporting was ensured, the company introduced a humanistic approach known as the Thibakotsi Journey, placing the focus on “living longer”. Thibakotsi is a Sesotho name for “prevent accidents”. The programme was first introduced in 2021 with a duration of 36 months until 2024. It involves active safety leadership and culture. The humanistic culture change programme focuses on equipping and empowering all employees and preventing accidents through numerous initiatives, all designed to proactively promote safe behaviour and improve employees’ relationship with safety.

THREE KEY FACTORS

These initiatives are structured around three key factors – how leaders develop themselves; how they develop others; and how they bring everyone along. They will manifest in the belief that zero harm is possible and that employees at all levels live the company values and experience high levels of hope, mutual trust, and respect. There is no doubt that Harmony has benefitted immensely from its safety journey, and it remains driven by the fact that safety is not a silver bullet that can simply be pressed to keep people safe in its operations. It is a series of actions that lead to a safe attitude and environment, and that is why the company has embarked on the safety journey.

HARMONY’S SAFETY MILESTONES

■ No loss of life at Harmony’s operations in January and February for the second consecutive year.

■ A total of seven out of nine underground operations

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achieved a million loss of life free shift status. Masimong reached three million shifts with no loss of life in the third quarter of 2023. Joel underground mine achieved zero lost time accidents in the second quarter. Great Noligwa achieved more than 800 white flag days. In addition, the accident lost time frequency rate was below 6.0 for two consecutive years.

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At Harmony, no product is more important than people, and the company expects its employees to return home from work safe and healthy.

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The HRM identifies the risks and golden controls, implements controls, provides continuous monitoring, and identifies and defines improvements to achieve safe and profitable production in Harmony’s operations. In 2018, the business began digitising and modernising its Safety Journey, also known as the Harmony Systemic Journey. This is based on the fact that a proactive safety and risk environment means that critical information is provided in real time, to ensure proactive decision making that minimises risk.

At Harmony, no product is more important than people. It expects its employees to return home from work safe and healthy. The organisation believes that despite being a deep-level miner, it has made good progress towards its aspirations of zero harm and zero loss of life. Incredibly, this phenomenal achievement was accomplished in years when Harmony had to increase its workforce through acquisitions. Despite this, it has managed to contain increased injuries and loss of life in its operations. In October 2020, Harmony completed the acquisition of the Mponeng mine and Mine Waste Solutions, which includes the TauTona and Savuka mines and associated tailings storage and mine rehabilitation, from AngloGold Ashanti for R4.4-billion. All of these operations come with their own risk profiles, but their integration with Harmony culture has been phenomenal, as signified by their current performance, which is line with Harmony’s own performance. While recognising that this journey will not be easy, Harmony has retained a long-term perspective since it began its journey in 2016. On this journey, there have been ups and downs, but the business will continue to make improvements to achieve zero harm. Harmony believes its journey is better than yesterday’s and remains excited to see where things are heading. The company continues in its belief that safety is for sharing, not for profiting, and this fits with its vision of mining with purpose. To this end, the organisation is extremely proud of its “Harmonites” for their achievements and focus in embracing a zero harm culture.

www.samining.co.za

SA MINING

NOVEMBER / DECEMBER 2023

For over 70 years, the gold we mine has improved lives, built communities and given people the chance to realise their dreams. FY23 Figures

This is ‘MINING WITH PURPOSE’ Connect with us

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CONSULTING, ENGINEERING & PROJECT MANAGEMENT

PROFITABLE, SAFE AND GREEN Pan African Resources’ plans to retreat the recently acquired Mogale Gold tailings storage facilities will boost not only their profit margins, but also the local community and the environment.

he tailings retreatment sector in South Africa offers a range of economic, environmental and financial benefits. This is because gold tailings reclamation projects not only extract additional economic value from this waste, but also provide an opportunity to process it more effectively with up-to-date technology. This delivers a less toxic, more stable footprint, that frees up large areas of land for productive use. According to Hethen Hira, head of investor relations and media at Pan African Resources, in November 2020, the company announced agreements to acquire the Mogale Gold tailings storage facilities (TSFs) for R50-million (around $3m at the time). The assets comprised historic TSFs, or mine dumps, that were the residue from underground gold mines that were mined in the West Rand beginning in the early 1900s. These assets were owned previously by Mintails Mining SA, which was in provisional liquidation since 2018. “We have estimated, based on historical information, that there are some two million ounces of low-grade gold in the TSFs, contained in around 240Mt (million tonnes)

of material, grading at 0.3g/t of gold,” says Hira. “Given the low amount paid for the resources, and based on preliminary calculations for capital and processing costs based on Pan African’s existing tailings retreatment operations at Elikhulu in Evander, an expected return in excess of 20% is estimated. This should be even higher, if the gold price increases.” Hira adds that the company’s tailings operations are hugely profitable, given the low all in sustaining cost (AISC) of production of around US$1 000/oz. In addition, the company anticipates a life of mine of around 20 years, with annual production estimated to average around 50 000oz/year.

By Rodney Weidemann

He points out that with the AISC to produce an ounce of gold from tailings retreatment sitting at around US$1 000, profit margins are favourable, with a gold price currently somewhere between US$1 800/oz and US$1 900/oz. “Remember that underground mining produces gold at a cost of around $1 400/ ounce, as the costs here are much higher

due to the infrastructure and tunnelling required. However, the tailings are mined using hydraulic methods, which significantly reduce the costs, leading to quicker returns,” he says. The company is well placed to ensure it obtains the greatest value from this project, thanks to significant experience in this arena already. Initially, notes Hira, the company commenced tailings retreatment at its Barberton tailings retreatment plant (BTRP), where there was significant historic tailings material, left over from more than 100 years of mining by previous operators. The BTRP commenced production in 2013 and capital costs were paid back in 18 months, with the added benefit that retreatment and consolidation of the new tailings into a modern facility – one with a smaller footprint and up-to-date safety standards – created a win-win situation for the company, the environment and the surrounding communities.

www.samining.co.za

NOVEMBER / DECEMBER 2023

RETREATMENT RETURNS

SA MINING

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CONSULTING, ENGINEERING & PROJECT MANAGEMENT

We have estimated, based on historical information, that there are some two million ounces of low-grade gold in these tailings storage facilities. – Hira

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“Since then, we have acquired the option to retreat the tailings at Evander Mines. Here the Elikhulu operations were constructed within 12 months, and have an expected life of mine of around 11 years. This operation was commissioned in 2018, at a cost of US$120m, and was paid back in under three years. “With such experience already, Mintails was always on our radar, and an offer was made once there was clarity on the valuation, following the liquidation of the previous owners.”

Mintails plant site.

PROPER PROJECT MANAGEMENT

These historic TSFs will be reprocessed and redeposited in line with the Global Industry Standard on Tailings Management (GISTM) guidelines. Modern reagents and safer treatment processes play a big part in its safety efforts, he says. For example, the new dams are properly lined, eliminating any concerns around groundwater contamination. “This limits the danger of breaches affecting the surrounding communities, reduces levels of air and water pollution, and will result in the mines themselves being made inaccessible, limiting the threat of illegal mining activity. This is because we have permission to deposit some of the reprocessed material back into the historic mine workings. “Pan African prioritises effective tailings dam management across its operations. At each TSF site, a competent person within the context of a recognised tailings management company is appointed to oversee monitoring and compliance with legislation, as well as the group’s internal codes of practice.” Describing the initial phase of the project, he states that this involved the acquisition of properties for the construction of the plant, which has a capacity to process in excess of 800 000 tonnes/month of tailings material. “There will be nine leach tanks and related plant infrastructure, including a smelt house, which will all be highly automated. Construction commenced in July 2023 with site clearing, and it is anticipated some 500

SA MINING

people will be employed directly during construction. These will mainly be members of the local community, except where specialist skills are required.”

SOCIAL IMPROVEMENT AND IMPACT

All equipment and contractors will be secured locally and the overall cost is anticipated at R2.5-billion, much of which will be spent locally and in Gauteng. All required buildings and services will be contracted to local companies. Thereafter, the plant is expected to employ between 300 and 400 people in the operational phase for the next 20 years. Environmental studies by independent consultants indicate an expected marked reduction in groundwater contamination, following the reprocessing and redeposition of the tailings, and the neutralisation of acidic water through retreatment during processing. The company is also looking at constructing a 10MW solar renewable energy plant on site. “One of the key hindrances to the development of the project was the high anticipated cost of environmental

NOVEMBER / DECEMBER 2023

www.samining.co.za

rehabilitation, chiefly due to negligence and abandonment by the previous operators, as well as from illegal mining. Pan African has come to an agreement with the authorities on the best course of action, and will concurrently rehabilitate the contaminated footprint areas,” he says. In the short term, he says, the company will also look at assisting local community organisations and schools in need of assistance – where it can make an immediate positive impact. “We will also seek to implement agricultural projects as land becomes available, following rehabilitation, and hope to replicate the success we have achieved at our blueberry farming project in Barberton, which employs up to 300 seasonal workers.” Ultimately, this will be a further economic boon to this area, which has seen very little economic stimulus in recent times, he says. “And of course, with the operation anticipated to have a life of over 20 years, we will have time to implement a number of alternate sustainable economic initiatives, to ultimately ensure the long-term economic benefits for the area.”

Training unlocks performance

In our business, the machines do the heavy work. But it’s the people operating and maintaining them where real performance and safety lie. Invest in your most valuable asset with Komatsu training programs: online, at your OE partner, at your site.

MATERIALS HANDLING & LOGISTICS

GIVING GAS TO THE LOCAL LOGISTICS SECTOR

A liquid natural gas mine in Virginia, owned by Renergen, plans to roll out LNG filling stations along major highways, encouraging logistics companies to convert from diesel.

energen has launched its Virginia Phase 2 liquid natural gas (LNG) project, one that holds enormous potential for a greening economy, and may have a significant impact on the logistics and materials handling field. After all, it is expected that LNG will play a key role in delivering an environmentally friendly energy transition. Following the completion of the development of Phase 1 of the project in July last year, the company officially launched commercial operations, aiming to produce around 50 tonnes of LNG daily. The second phase that is planned is wholly more ambitious, in that its goal is to produce around 700 tonnes of LNG, and five tonnes of helium, per day. Virginia Phase 2 is expected to be operational in 2026. Renergen CEO Stefano Marani says the production from this mine will certainly play a role in the green future. After all, he notes, LNG is considered to be the best transition

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fuel, as the world moves towards adopting renewables – and the Virginia Gas Project is the first, and currently only, supplier of LNG in the country. “SA is an energy-starved nation, and although our project isn’t big enough to move the needle for the entire economy, the importance of being the first, and demonstrating to the world that gas is a viable investment in SA, should lead to significant foreign direct investment. “Moreover, it should be remembered that when it comes to LNG, this is a much cleaner burning fuel than traditional liquid fuels. Therefore, our strategy is to roll out LNG filling stations along the major highways, to allow logistics companies to convert their fuel from diesel to LNG. This will help to reduce running costs, while also significantly reducing greenhouse gas emissions,” he says.

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THE HIGHWAY TO GREEN

In fact, continues Marani, Renergen recently announced that it had secured a contract for the supply of LNG to logistics operator Timelink Cargo, which will convert a significant portion of its trucking fleet to run on LNG. “We consider this a wonderful step forward, one that aligns nicely with our own vision of assisting in the decarbonisation of the logistics sector within the country. This new contract will also see Timelink invest in the dual fuel conversion kits, and the associated LNG dispensing equipment, required for installation within Timelink’s Johannesburg depot.” He explains further that the initial goal is for the conversion of around 100 trucks to run on LNG. This is a critical contract, says Marani, given that Timelink is a highly respected logistics company, and its adoption of LNG fuel will clearly lay the path for how the

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MATERIALS HANDLING & LOGISTICS

Timelink is a respected logistics company – its adoption of LNG fuel will clearly lay the path for how the broader logistics industry moves towards sustainability. – Marani

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MAXIMUM POWER, MINIMAL ENVIRONMENTAL IMPACT While the transition to LNG as a fuel source will come through initiatives like the collaboration between Renergen and Timelink, there remains an immediate need to implement solutions that can reduce carbon emissions. To this end, Scania Southern Africa is launching the Scania V8 770S in South Africa. With improved energy efficiencies, low fuel consumption and decreased carbon emissions, the company states that effective power no longer comes at the expense of the environment. Powered by a 16-litre Euro 6-compliant, 770hp engine, the Scania V8 770S can haul up to 90 tonnes, making it one of the most powerful trucks on South Africa’s roads. However, its real power comes from its sustainability credentials. “The V8 770S is the product of decades of Scania’s world-leading technological breakthroughs. Every single component in the V8 engine started out as a model on a computer,” says Erik Bergvall, managing director at Scania Southern Africa. “Software development means there is no limit to how many prototypes can be tried before the final one is built and tested. This has allowed for multiple technological updates that have delivered substantial sustainable performance benefits.” The Euro 6-compliant V8 engine significantly improves fuel efficiency. By using less fuel, the V8 770S emits fewer emissions. A lighter engine translates into a weight saving of 75kg, which in turn allows for an optimised payload. “Hauling more cargo in one trip boosts fuel cost efficiencies and productivity, while consolidating trips removes emissions from the environment,” says Bergvall. He says emissions are further decreased through the Scania SCR (selective catalytic reduction) system. This proven after-treatment system ensures exhaust gases are released with minimum nitrogen oxide (NOx) content. By injecting AdBlue, a urea-based additive, into the exhaust system, a chemical reaction takes place that converts the toxic nitrogen oxides into harmless water and nitrogen gases. “It is an easy-to-handle system, is proven reliable and does not affect torque or power. Ultimately, it is a heavy commercial vehicle designed for operations that require superior efficiency, power and performance, while still aligning with their sustainability goals,” he says.

broader logistics industry moves towards sustainability. “Obviously we are hopeful and confident that we can expect Timelink’s approach to lead the way for other logistics companies to switch their fleet to LNG too. In time, we also expect to see pressure from the logistics companies’ customers, which will help to force a transition to more sustainable fuels in the industry.” He suggests that in a warming world, the adoption of natural gas as a transition fuel will go a long way towards lowering a country’s carbon footprint, while at the same time making SA’s export industry more competitive as a result. “We are, in fact, already seeing signs from Europe that emissions limits are curtailing purchases from SA. With this in mind, our Virginia operation is a truly unique project in the natural gas space. “We have a strong and focused team that is fully dedicated to executing Phase 2. With proper and effective execution of this project, we believe that the overall benefits to the local economy, and to the logistics industry in particular, are ones that will be visible for many years to come,” he says.

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EXPLOSIVES

CORPORATE PROFILE

BME EMBRACES OMNIA’S

70-YEAR LEGACY OF SUCCESS As JSE-listed Omnia celebrates 70 years of success, this legacy is reflected in its mining division subsidiary BME, which is approaching four decades of innovation and growth.

ME – now one of the largest explosives and blasting solutions suppliers in Africa – has been part of the Omnia group since 1987. It counts its success down to the close alignment with Omnia’s values, which include being ambitious, impactful, Afrocentric, transformative and sustainable. “In common with the entire Omnia Group, BME has built and nurtured a culture of passion and commitment to delivering highquality products and solutions,” explains BME managing director Ralf Hennecke. “Just as we were pioneers in the introduction of cold emulsion technology to Southern Africa in 1984, so we have forged a footprint throughout Africa and into the global mining market.” On an operational level, Omnia’s extensive investment in chemical plants has underpinned BME’s secure and safe supply chain to customers. This includes its nitrophosphate plant and its calcium nitrate (Omnical) plant, as well as the investment a decade ago in its porous granular ammonium nitrate plant.

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GROWTH THROUGH INNOVATION

Hennecke says backed by Omnia’s commitment to sustainable growth through innovation, BME acquired a company called BlastInfo in 1995. This significant step recognised that the future of blasting lay not only in quality products but in blasting services. The result was that BME has become a leader in specialised technical solutions, moving into the field of electronic detonators in 2003. Within a decade, it was able to design and produce its own brand of electronic detonation technology, known as AXXIS, which has since become a household name in the African mining sector. “This was an in-house success story in its own right, of which we are immensely proud, and led to BME having one of the best electronic detonators on the market,” he says. “The considerable expertise we developed also allowed the ongoing evolution of our AXXIS system, which today has its flagship as AXXIS Titanium.” Alongside these technological advancements, BME developed a powerful

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The ability to supply reliably remains at the core of BME’s offering.

BME HIGHLIGHTS

■ 1984: Pioneers cold emulsion technology in SA

■ 1987: Joins the Omnia Group ■ 1995: Acquires BlastInfo ■ 2003: Moves into the field of electronic detonators

BME MD Ralf Hennecke.

range of digital tools, including the blast planning software Blastmap, and the blast logging system Xplolog. These enhance customers’ ability to design quality blasts, to accurately predict blast results, to report comprehensively on each blast, and to gather blast data in real time.

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BME’s expertise allowed the ongoing evolution of its AXXIS™ system.

This offering has now evolved into the integrated Blast Alliance portfolio, which also includes the Blasting Guide mobile application for Android devices – which quickly calculates blast designs. “The focus in recent years has been on optimising mining operations through real-time reporting, and we have been building our enabling technology into our mobile manufacturing units (MMUs),” says Hennecke. “Facilitated by our Xplolog system and on-mine connectivity, our smart MMUs can gather data on blast-hole loading on the bench, and transmit this in real time to a cloud database for analysis and reporting.”

SECURE SUPPLY AND SUSTAINABILITY

He notes further that the mining industry’s experience of the impacts of COVID-19 refocused the attention back on basic requirements, like explosive supply security. Here, BME’s robust logistical systems, driven by the high standards of safety and efficiency in its supply chain, paid dividends. Throughout the disruptive economic lockdowns and border closures caused by the pandemic, BME was able to continue supplying customers throughout. “While the sector’s attention has returned to the benefits that technology can bring, the ability to supply reliably remains at the core of our offering,” he says. Supporting that reliability, while maintaining the highest levels of product quality, BME has automated many of its production plants. This includes its non-electric detonator assembly plants, its electronic detonator assembly plant, and

a large portion of its emulsion and packaged explosive plant. Aligned with Omnia’s purpose of “innovating to enhance life” and “together creating a greener future”, BME has prioritised environmental, social and governance issues as a basis for its sustainable growth. A core element of this has been its incorporation of used oil as a fuel agent in its emulsions. This safely removes the risk of this used oil potentially contaminating water or land, and is a valuable service to customers and other sources. At the same time, BME supports local economic development by facilitating the entry of small businesses into its carefully controlled used oil collection network. Initiatives like these help Omnia and BME to support customers’ longterm sustainability goals. In an exciting development, Omnia recently announced a strategic partnership and minority stake in Swedish-based Hypex Bio Explosives Technology – to further improve the environmental impact of its emulsions. At the forefront of sustainable civil explosives solutions, Hypex has developed a groundbreaking emulsion using hydrogen peroxide. This offers substantially enhanced environmental benefits compared to conventional products.

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BME incorporates used oil as a fuel agent in its emulsions.

While the sector’s attention has returned to the benefits that technology can bring, the ability to supply reliably remains at the core of our offering.

According to Omnia CEO Seelan Gobalsamy, Hypex is a good strategic fit for BME and aligns with Omnia’s sustainability and

high-growth objectives, including pollution and carbon dioxide reduction. “Hypex has developed the first non-nitrate explosive emulsions in the market and reduced the carbon content by 90% over traditional sources,” says Gobalsamy. Furthermore, Hennecke notes that BME’s globalisation strategy is optimally aligned to the sustainable, nitrate-free emulsion technology offered by Hypex. In another demonstration of BME’s technical advancement, experts from the company’s office in Indonesia recently presented a paper on the elimination of ammonium nitrate coating agent residue during the production of emulsion. The presentation was made at the 12th World Conference on Explosives and Blasting, hosted by the European Federation of Explosives Engineers. Hennecke believes that BME’s pioneering role has also allowed the company to share knowledge in Africa, to further the development of the explosives and mining sector. “We were the first explosives company to be licensed in countries like Mauritania and Sierra Leone. As part of our pioneering role in those countries’ mining sectors, we were also able to assist the government authorities there in the drafting of legislation that would ensure the safe and responsible application of explosives,” he says.

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REDUCING CARBON EMISSIONS

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TECHNOLOGY & INNOVATION

WATERBERG

RISE OF THE MACHINES Given its shallow nature, Platinum Group Metals’ (PGM) Waterberg project lends itself to bulk mechanisation. This approach will boost both safety and skills development. By Rodney Weidemann

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ocated on the Northern Limb of the Bushveld Complex, Platinum Group Metals’ (PGM) Waterberg project represents a large-scale platinum group metal resource that the company notes has an attractive risk profile, given its shallow nature. However, what sets this particular project apart is the fact that it lends itself to fully mechanised production, meaning the mine has the potential to have one of the lowest operating costs in the PGM sector. According to Kris Begic, VP for corporate development at Platinum Group Metals, the Waterberg joint venture is viewed as a large-scale and low-cost PGM development that the company anticipates will deliver key metals, including palladium, platinum, gold and rhodium. “The deposit is palladium-dominant, with a strong gold credit and a very desirable low chrome concentrate, with base metal content that is amenable to existing smelters,” he says. “PGM has drilled around 490 mother holes, with a hit ratio of around 99%, demonstrating that this is a very predictable and well-understood deposit. Exploration has included airborne geophysics, ground mapping and sampling, in a series of studies that culminated in a definitive feasibility study – indicating a life of mine of 45+ years, and an annual production at peak of some 420 000 ounces.”

Begic notes that from a bulk mechanised point of view, the reef is very shallow and thick, dipping at around 35-38 degrees. Moreover, the deposit itself starts just 140m from the surface. It is a massive ore body, with huge width. By comparison, the Bushveld Complex’s Merensky Reef is between 1.5m and 2m in thickness, whereas the F Zone at the Waterberg deposit is over 100m thick in places. As a result of being such a shallow deposit, he explains that PGM will be able to access the deposit by way of multiple decline ramps, which will lower overall capital and operating costs, when compared to deep

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vertical shafts. The thickness of the reef also lends itself to bulk mechanised mining, he continues, which is a cheaper, easier and safer method of mining.

SIGNIFICANTLY IMPROVED SAFETY

“The decline access and mechanised mining approach means that the mine is estimated to produce close to 35 ounces per employee, per month. This is significantly more than conventional narrow reef platinum group metals mines in South Africa, most of which require vertical access,” says Begic. “We will begin with 20m stopes, as this will allow us to drill in only one direction,

“ The thickness of the reef also lends itself to bulk mechanised mining, which is a cheaper, easier and safer method of doing things. – Begic

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WATERBERG STATS

■ 420 000 ounces: Estimated annual peak production

■ 1500-1800: Full complement of employees

■ Over 100m: Thickness of the

Waterberg reef

thereby giving the crews involved time to grow and develop their skills. The mechanised mining method, and the use of paste backfill, also allows for higher extraction ratios, while increasing safety and reducing geotechnical risk.” In fact, he points out, there are a multitude of benefits to be gained from mechanising in this manner, including: reduced risk to production; maximising of mineral resource extraction; increasing flexibility via stope sequencing; improved safety and reduced geotechnical risk; and high productivity alongside low operating costs.

“By mechanising the mine, we improve safety, because humans can operate the drills and muck the ore remotely, rather than at the rock face itself. Once fully operational, we expect to have a workforce of around 1 100 skilled operators, in a total workforce of around 1 500-1 800.” This will clearly require a lot of training, he says, since it is specialised equipment that requires operation. Therefore, PGM has partnered with a group called NORCAT, which will deliver the necessary skills training to these employees. “NORCAT is a non-profit skilled labour training and development organisation.

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What sets it apart is that it has an actual operating mine, known as the NORCAT Underground Centre. This is dedicated to providing integrated, hands-on, and practical training programmes for both new and existing miners – so suits our purposes perfectly.” The training programme will begin with the Waterberg Mine’s shift bosses, supervisors and mine managers, who will be taken to NORCAT’s centre in Ontario, Canada, to train them in relevant physical conditions. Begic states that on their return to SA, they will then be in a position to pass these skills on to

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TECHNOLOGY & INNOVATION

“ PGM is leaning into the concept of digital transformation, which enables the company to keep humans from having to undertake brutal and dangerous work.

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other workers at Waterberg, adding that training in South Africa will include the use of simulators.

A FULLY MECHANISED APPROACH

“Although the mine will be fully mechanised, there is nothing particularly unusual about this approach. We will, for example, be using off-the-shelf technology from original equipment manufacturing companies like Sandvik and Epiroc, such as twin-head jumbos that are operated remotely, or are at least computer-aided, as well as remote muckers in the stopes, to scoop material and bring it out. “Furthermore, while the dump trucks being used are initially standard, some of these may be automated over time, and we plan to also switch them to battery-electric drives, once steady-state production is achieved, and fleet replacements begin.” He then refers to the conveyors and

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drills, most of which also have the capacity to be operated remotely, with computer assistance. PGM, he says, is simply leaning into the concept of digital transformation, which enables the company to keep humans from having to undertake brutal and dangerous work. “Remember, if a rock falls on a machine, there is no injury crisis – you simply dig it out and fix it. “At present, we are studying advanced technologies like artificial intelligence (AI) and internet of things (IoT), but definitely see a place for these in the future – either to bring material to the surface without drivers in the trucks, or to more effectively automate the mucking process. “As for the IoT, the benefits this offers in terms of predictive maintenance and improved fuel efficiency means this is another technology that will be key moving forward,” says Begic. Asked whether automating things might

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destroy jobs, he explains that operators at Waterberg will be highly skilled and well paid. “In other words, these jobs provide skills to people that they can leverage in future, while the money they earn will be ploughed back into the local economy, which helps to create additional jobs in the community. Additionally, such machines need maintenance as well, so mechanics will also be required, adding to the skills that are being developed at Waterberg. “I have already mentioned how we will be producing nearly 35 ounces per employee, compared to an average of three to five ounces per employee that is produced by manual-based conventional mining. “Essentially, what this means is that our mechanisation is a force multiplier, in that to achieve similar production manually would require us to hire around 6 000-7 000 employees!”

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TRAINING & DEVELOPMENT

Q&A WITH

DANIEL ORELOWITZ Mining is, surprisingly, one of the leading industries in adopting digital technologies. SA Mining spoke to Training Force to determine what kind of skills a 21st century digital mine requires, and what is needed to ensure we have enough relevant skills in the future. WHAT HAVE TRADITIONALLY BEEN THE MOST IMPORTANT SKILLS FOR MINE EMPLOYEES TO HAVE, AND HOW HAS THE ADVENT OF DIGITISATION CHANGED THAT?

In the past, many of the skills that miners required were related to manual labour skills, such as digging and drilling. However, in the last decade, so much development has occurred in the digital space – what is generally referred to as digital transformation – that much of the physical labour provided by people has been replaced by automated machines. This has changed things in two key ways. Firstly, it means that miners today require basic computer skills and an understanding of digitisation. Secondly, it has opened the door for new training methods to be employed. An increasing number of mines today are leveraging augmented reality and virtual reality (AR/VR) solutions to provide up-to-date training to their people.

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IN THE 21ST CENTURY, WITH THE RISE OF THE DIGITAL MINE, WHAT WOULD YOU SAY ARE THE MOST CRITICAL SKILLS FOR MINE EMPLOYEES TO HAVE TODAY? Since critical skills today are required for technical support roles, I reiterate the importance of employees having some form of computer acumen and digital awareness. This will ensure they have a clearer understanding of the mine’s digital environment, even if they haven’t been trained in a specific digital technology. There can be little doubt that as the concept of the “digital mine” grows, there will be more specific digital skills required – such as drone piloting, or operating internet of things (IoT)-based vehicles. But ultimately it’s about inculcating digital acumen. Once employees have a basic understanding of technology, it becomes much easier to help them develop better digital skills.

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Daniel Orelowitz, CEO of Training Force.

HOW CAN WE ENSURE THAT WE ARE DEVELOPING ENOUGH OF THESE NEWER DIGITAL SKILLS, IN ORDER TO KEEP THE LOCAL INDUSTRY AHEAD OF THE COMPETITION? It has to begin at an early age, with a focus on the science, technology, engineering and maths subjects at primary school. From there, we need to progressively develop the requisite digital skills in these individuals, so that by the time they finish school, they have the kind of understanding that makes it easier to obtain a job in the digital space. Mines should also look to promote from within, offering digital training that can help them to grow their careers and move into new, digital roles within the business. Upskilling like this has the added benefit of

growing loyalty within your ranks too. Lastly, they should set funds aside to help drive digital skills into the surrounding communities – from whom they draw much of their labour force.

AND WHAT IS THE ROLE FOR TRAINING PROVIDERS LIKE YOURSELVES IN INCULCATING AND DEVELOPING THESE SKILLS FOR THE INDUSTRY, AND ENSURING WE HAVE A STRONG PIPELINE FOR THE FUTURE? There needs to be more engagement from training providers with industry, in order to create training programmes that remain

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relevant in a rapidly evolving digital climate. They need to constantly absorb what is happening in the field, in order to stay ahead of the curve, and they need to stay up to date with the latest technologies in order to understand what skills will be required, going forward. Of course, the above is the easy part. But it also requires investment from the mining community in order for training providers to be able to continuously ensure that the industry has the right skills. It is a case of “one hand washes the other”, so it is imperative that we work together to solve the digital skills challenge.

2023/11/02 15:25

AFRICA

MINING INDABA 2024 OUTLINES A BOLD NEW FUTURE FOR AFRICA

With African minerals key to the just energy transition, Mining Indaba 2024 focuses on how positive disruption in the sector will boost local economies and communities.

SA MINING

board agenda, and a priority for the mining industry. This needs to be explored from a variety of aspects, including the international requirements driving this, in the form of environmental, social and governance ratings and standards, which are also changing. Barnard says the Indaba’s Sustainability Series programme will unpack a number of important topics in relation to this, covering everything from artisanal mining to community development, as well as the just energy transition, circularity, net zero mines, the future of coal and most mining economies.

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The forthcoming Indaba will mark the event’s 30th anniversary, and will be attended by over 8 000 delegates from 100+ countries.

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ining Indaba 2023 proved to be one of the most successful industry events of the past year, attracting delegates in large numbers. These included earlystage explorers, investors, junior miners, and of course the mid-tier and major mining operations. “The 2023 event attracted a record number of attendees, and we expect to welcome an even larger number of global mining executives at our 2024 event,” says Kathryn Barnard, Mining Indaba event director. “The forthcoming Indaba will mark the event’s 30th anniversary, and will be attended by over 8 000 delegates from 100+ countries. Our audience will include more than 900 investors, 1 200 mining company executives and 100+ government representatives, including heads of state and ministerial delegations.” Barnard notes that the 2024 theme recognises the massive changes taking place in both mining and more generally, with the theme “Embracing the power of positive disruption: A bold new future for African mining”. In line with this theme, she says, the main stage will be rebranded as “Disruptive Discussions”, with a view to encouraging panellists to move away from typical corporate message delivery, and instead engage around real challenges in mining, with a view to finding solutions. One disruptive discussion will be around sustainability, which has become a top five

STRONG REPRESENTATION

Specifically regarding the just energy transition, she says we must remember that Africa remains the last truly untapped continent, with the greatest prospect for delivering vast quantities of critical minerals for the energy transition. This therefore

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remains an underlying feature throughout the forthcoming event. There will be strong representation at the Indaba from international governments and investors, including the United States, Europe, Saudi Arabia, India and more. All will contribute to their ideals for supporting the development of critical minerals industries in Africa. Importantly, planned discussions will explore how Africa can best use its own minerals, while still contributing towards global needs. Meanwhile, the Africa Mining Vision aims to promote the development of mining in Africa in a transparent and equitable approach. It is public knowledge that Africa’s critical minerals resources are extensive, but largely untapped. This holds substantial opportunity to fast-track the continent’s development, and by association, its economies and community upliftment. Barnard says there will be some exploration around clearly understanding the role Africa will play – currently and in the future – to ascertain how it can contribute to global demand, but also derive value at a local level to promote country and continent development. “The 2024 Mining Indaba aims to showcase the thriving African mining industry and its readiness for investment, and this will make it a unique and significant event to attend. Leveraging off the success of last year, we are excited to bring together stakeholders from across the mining industry to drive positive and long-term change in the sector,” she says.

COLUMN SAFETY, HEALTH & ENVIRONMENT

INCREASING THE EFFICIENCY AND EFFECTIVENESS OF AIRBORNE POLLUTANT CONTROL SYSTEMS

reating a work environment that The concept of ventilation, extraction prioritises workers’ wellbeing is top of and suppression systems is not new to the mind for mine owners today. Of course, industry and is generally well known and widely supporting this ethos requires a clear implemented technology. There is, however, understanding of how employees may a constant push to innovate and continuously be exposed, what they may be exposed to, and streamline airborne pollutant control and how exposure may be minimised to ensure healthy capture systems for efficiency and effectiveness. working conditions. For instance, in the area of dust suppression, Combined with this, government institutions’ which uses water spray, work is being done stricter health and safety regulations enforcement to improve the efficiency of these systems over the past five to 10 years has prompted many by studying various spray and suppression mines to adopt a proactive approach towards technologies to fully understand and characterise airborne pollutant exposure, by implementing the fusion of dust and water particles. effective control systems. Additionally, by analysing a representative Classic dust and fume control is typically done dust sample from a specific mining operation, By Johan Snyman with dust and fume suppression systems, and one application-specific systems can be designed and Mechanical Engineer of two types of ventilation systems are generally optimised to eliminate specific particle sizes and at BBE employed – firstly a point extraction or a local ensure optimal performance. exhaust ventilation system, and secondly, a ACCURATE SIMULATION general ventilation system designed to prevent A significant amount of work is also being worker exposure to dust and fumes. done when it comes to general ventilation Although these principles are generally well systems and point extraction systems design, understood, the use of specialists is required. using computational fluid dynamics (CFD) These are skilled workers who design and ventilation and particulate flow simulation install new dust and fume suppression systems software. and design general ventilation controls, with Engineers can mathematically predict a view to proactively addressing the issue of airflow and contaminant release behaviour, harmful airborne pollutant exposures. and produce visual outputs. Real-time Their efforts involve incorporating results can be produced, and accurate monitoring systems as part of ventilation simulations generated of any conceivable solutions, and planning and designing systems scenario, representative of fume or dust to significantly reduce the possibility of propagation, and in any section of an harmful liberation and exposure to airborne operation. pollutants. CFD also supports the enhanced design To facilitate mining operations, and ensure of ventilation control systems suitable for workers can return healthy and safe after each a particular environment – taking, for example, particle carry shift, it is essential to implement innovative and effective solutions velocities into account – and can determine system effectiveness to mitigate the risks of harmful airborne pollutant emissions. before purchase and installation costs are incurred. These are just some of the new technologies that specialists use PROACTIVE ADVICE today to design and implement innovative solutions for increased Generally, airborne pollutant control specialists are qualified, efficiency and effectiveness of cost-effective airborne pollutant experienced, independent, and knowledgeable engineers who control systems. Since dust and fume generation is unique to a understand the mechanisms of airborne pollutant liberation, as particular process, innovative and carefully considered solutions are well as the systems that can be implemented to minimise worker required for each process, to ensure maximum capture and control exposure. Identifying and addressing potential problems during the and minimum harm to mine personnel. design phase is essential to mitigate exposure risks that may arise.

Many mines have been prompted to adopt a proactive approach towards airborne pollutant exposure, by implementing effective control systems.

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www.samining.co.za

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NOVEMBER / DECEMBER 2023

The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.

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CONSULTING, ENGINEERING & PROJECT MANAGEMENT CORPORATE PROFILE

KNIGHT PIÉSOLD COMMENCES WITH THE ESIA FOR HAIB COPPER

Knight Piésold’s efforts in respect of environmental studies for Haib Copper aim to ensure the environmentally sustainable, and locally relevant, development of Namibian resources.

night Piésold Consulting (KP) formally initiated the environmental studies for the Haib Copper Project through kick-off meetings with the relevant ministries in Windhoek, Namibia, in late October 2023. KP Namibia was appointed by Koryx Copper Inc (formerly Deep-South Resources), trading as Haib Minerals (Pty) Ltd, to develop the environmental and social impact assessment (ESIA) towards applying for the necessary authorisations for proposed Haib Copper mining operations. The project site is near Noordoewer in the Karas Region and includes an opencast copper mine with heap leach recovery. Technical studies are due to start soon, but the environmental and social baseline studies need adequate time and resources and have thus started ahead of the technical programme. KP and the Haib Minerals technical team similarly went on a reconnaissance survey in early November to develop initial project risk assessments. It is crucial that the scope of their studies is adequate to define the baseline and impacts. KP will work closely with the technical team to ensure the mitigation hierarchy is applied in site selection and design options. The project is broadly split into two components. The first is to conduct a comprehensive investigation to understand all aspects of the receiving bio-physical and socio-economic environment. The second will develop impact studies and management plans that consider and manage potential negative impacts, while also maximising positive social and

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economic impacts the project may have. The environmental and social management plan is the most important output, as this will govern the construction phase where most impacts are expected. KP’s objective is to limit the project footprint and avoid or minimise project impacts. KP’s inputs will ensure that the mine is designed and operated with ultimate closure in mind, in line with global standards. With regard to gathering all the relevant data, KP will be supported by various Namibian and South African specialists, focusing on fields including hydrogeology and geochemistry, terrestrial and aquatic biodiversity, archaeology/cultural heritage, noise and air quality, socio-economics and stakeholder engagement. All studies will meet national requirements and incorporate international good practice. KP recognises that the project is in a sensitive area, and therefore will have a heightened duty of care to balance development with conservation. The organisation therefore values open communication and ongoing collaboration with regulators and stakeholders, from the outset. KP prides itself on representing African Excellence towards ensuring the environmentally sustainable, and locally relevant, development of Namibian resources. Knight Piésold was founded in 1921 and is globally recognised as an employee-owned consulting firm, specialising in providing comprehensive services in mining, power, water resources, and infrastructure. Boasting a team of 1 200 professionals, spread across 29 offices, in 16 countries, the firm

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is composed of engineers, environmental scientists, geoscientists, and technologists, who collaboratively contribute their expertise to add significant value to diverse projects. With a commitment to global integration and industry proficiency, Knight Piésold excels in effective risk mitigation and ensuring long-term success in complex business environments.

UNDERGROUND MINING

FUEL CELL USE IN UNDERGROUND OPERATIONS Underground mining already faces many unique challenges. The last thing miners need is to be choking on diesel fumes as well. An expert takes a look at the more sustainable options. By Dr Andries van der Linde, Head of Renewable Energy at SSC Group

nderground mining, as opposed to surface and open-pit mining, comes with its own set of rules and risks. These hazards include cave-ins, explosions, toxic air, extreme temperatures, and fires. Some, such as environmental conditions, are insidious in that their effects manifest themselves only years later. As a potential contributor to some of the hazards facing underground miners, diesel engines are high on the list. The mining industry, as a major contributor to SA’s economy, is also one of the most significant employers. Despite being a typically labour-intensive industry, the use of diesel-powered vehicles remains an integral part of mining. As a result, diesel is the dominant fuel used by the mining sector, because diesel engines offer fuel economy, power, and durability. Although diesel exhaust gases contain many toxic substances, one of the leading concerns is the particulate matter (PM), which is toxic and very small in size at less than 2.5 microns (approximately four times smaller than dust and pollen). The small

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size makes it highly breathable into the deepest part of the lungs, and as a result the Air Quality Act addresses exposure to PM2.5 extensively, but does not refer to diesel particulate matter specifically.

HEALTH PROBLEMS

These ultra-fine particles are also known to attract other toxic substances in the air increasing toxicity. Diesel particulate matter is linked to some 40 cancer-causing substances and can lead to serious public health problems, including aggravating asthma, heart, and lung disease and, ultimately, premature mortality. Diesel particulate filters are used in the exhaust pathways of diesel equipment to capture the solid portion of the exhaust gas. However, wet scrubber systems are commonly found within diesel engine systems in the underground mining industry. This mainly applies to the coal mining industry, because they also help to reduce temperature of the emitted exhaust gas temperature. Their primary role is for spark

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suppression, while helping reduce the amount of particulate matter by up to 10%, depending on engine revolutions. A study by the University of Queensland in 2018 found that nearly 60% of underground fires were caused by hot diesel engine turbochargers and manifolds, and this would be a particular problem for coal mines. As a result, vehicles are washed daily, but once dust starts to collect on hot surfaces again, the fire-causing potential is initiated immediately. High use of diesel engines in areas with dead ends or poor ventilation can result in high concentrations of localised vehicle emissions. Therefore, engineering and safety controls must be implemented to mitigate the risk and reduce personal exposure. Lately there’s been an increased interest in electric vehicles and equipment at mines worldwide. It has been found that electric vehicles offer several benefits over their diesel counterparts. From a maintenance perspective, electric vehicles are significantly simpler, which as a result offers several cost benefits. For example, electric motors consist of three moving parts, only two of which

“ Unlike other fuels, hydrogen can readily be produced on-site by means of electrolysis, and from a renewable energy source such as wind or solar.

“

CAUSES FOR THERMAL RUNAWAY IN ELECTRIC BATTERIES:

– the bearings – are items that may wear, whereas a diesel engine can have hundreds of moving parts, any one of which have the potential to fail. Electric vehicles also result in an improvement in productivity, thanks to rapid acceleration, while improving uphill speeds by up to 100% results in shortened turnaround times. Longer service intervals, coupled with shorter out-of-service periods, also means the return on investment in vehicles and equipment is improved.

BATTERY CHALLENGE

A characteristic of electric vehicles is quiet, vibration-free running, quite different to the low-frequency noise of diesel engines, which have their own dynamic. Low-frequency noise is typically defined on the common octave bands as 500Hz or less. This means people are more likely to feel the sound’s vibrations rather than hearing it. Lowfrequency noise also has longer wavelengths, can travel long distances, and has high endurance. Studies have reinforced the fact that

Short circuits Overheating Rough handling Physical damage

■ ■ ■ ■

low-frequency noise creates stress. The most cited effects on human health refer to emotional changes such as annoyance, agitation, and distraction. In addition to the association of low-frequency noise with cognitive alterations, it can lead to the development of cardiovascular diseases, sleep disorders, and high blood pressure. Industrial low-frequency noise has also been known to affect dental wear. To date, the focus has been the use of lithium-ion batteries for electric vehicles, with their associated advantages. But like most things in life, lithium-ion batteries are not the silver bullet; they still have disadvantages, despite being seen as a clean energy source. However, batteries are not an energy source – instead they are energy banks, and unless charged from a renewable energy source, all they do is displace greenhouse gas emissions from the mine to the power stations, because SA’s electrical energy is still 77% coal-dependent. From an underground mining perspective, it is a very good solution, regardless of the original energy source,

because diesel engine emissions are eliminated from the mine shafts. Lithium-ion batteries suffer from two issues that have been the bane of electric vehicle owners: these are distance travelled per charge and recharge time. Their life is measured in charge/discharge cycles, which typically range between 500 and 10 000, depending on the manufacturer. Application, age, and operating conditions also decrease performance over time. Clearly, the life cycle cost of lithiumion electric vehicles must include battery replacement. The most catastrophic issue with lithium-ion batteries is thermal runaway, which is a major safety concern. Thermal runaway of lithium-ion batteries is the phenomenon of chain exothermic reactions within the battery, resulting in a fire.

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UNDERGROUND MINING WHAT ABOUT FUEL CELLS?

for as long as hydrogen is supplied. A fuel cell consists of two electrodes: a negative electrode (anode), and a positive electrode (cathode), sandwiched around an electrolyte. Hydrogen is fed to the anode, while air is fed to the cathode. In a hydrogen fuel cell, a catalyst at the anode separates hydrogen molecules into protons and electrons, which take different paths to the cathode. The electrons go through an external circuit, such as an electric motor, creating a flow of electricity. The protons migrate through the electrolyte to the cathode, where they unite with oxygen and the electrons, to produce water and heat at 70°C to 80°C. A fuel cell offers most of the advantages of a lithium-ion battery, while the main disadvantage, hydrogen supply and logistics, can readily be eliminated. Fuel cell stacks are

Although using a Class D extinguisher is recommended, the advice is that with battery pack fires, because each cell may burn on a different timeline, the best solution is to leave the battery pack in a protected outdoor space to allow it to completely burn out. Alternatively, douse such a fire with copious amounts of water to stop the fire from spreading. The other option for electric vehicles is hydrogen fuel cells. As with diesel or lithiumion batteries, fuel cells are not the perfect solution either, but do offer an alternative which has advantages that the others don’t. For the uninformed, a fuel cell is just another battery. However, that could not be further from the truth. They are an energy source that does not run down or need recharging, and will produce electricity

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designed to last approximately 250 000km to 350 000km, depending on the supplier, and can also be refurbished.

A BETTER COMBINATION

A weakness of a fuel cell is its ability to react to sudden increases or decreases in load, like a battery during stop-start conditions, or a change in gradient. The reason being that with a sudden load increase, a lithium-ion battery suffers from oxygen starvation that results in a rapid drop in voltage. The reverse, namely a drop in load, results in a voltage surge. Therefore, a dynamic change in load may – from a performance and longevity perspective – shorten the service life and lead to membrane degradation, because of partial overheating or excess gas pressure. Enter the lithium-ion battery again, but not as a replacement,

“ High use of diesel engines within areas with dead ends or poor ventilation can result in high concentrations of localised vehicle emissions.

“

but rather to assist by compensating for excessive over- and under-voltages. Because the compensating lithium-ion battery size is relatively small, compared to its size as the main source of energy, its disadvantages would be diminished by comparison. At the same time, it can also be charged during braking and/or down slopes. Hydrogen safety, on the other hand, is something that immediately comes to mind, especially for underground use. Hydrogen’s chemical characteristics help it, to some extent, to mitigate its own risk. While highly inflammable, it is also a lighter-than-air gas with a very low boiling point, namely –252.9°.

If accidentally released, it should immediately start rising to the highest point, while rapidly dispersing. Ultimately, it will – in a very diluted form – exit the mine at any and every available opening at a higher point than it started from. However, this does not mean to say that one can treat hydrogen with disdain, because it remains an explosive gas like any other gas, but with a calorific value that is up to three times higher. Unlike other fuels, hydrogen can readily be produced on-site by means of the electrolysis process already described, and from a renewable energy source such as wind or solar. Such a system would run virtually

unattended, with very low operation and maintenance costs when compared to typical fuel logistics. Once such a plant and the accompanying solar installation has been commissioned, benefits beyond worker health and safety come into the picture. For example, predictable fuel costs help with budgeting. Finally, it should be remembered that, although the payback period is relatively long as compared to a solar farm without a hydrogen plant, diesel costs, the associated logistics and, of course, the underground health hazards this creates, are ongoing.

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COLUMN EQUIPMENT

THE COVER DIGITAL STORY MINE

PROCESS AUTOMATION – HELPING TO CREATE A SUSTAINABLE FUTURE FOR MINING Process automation enables precise, data-driven decision making, helping mines to leverage resources more effectively, while reducing energy use and carbon emissions.

“

Process automation facilitates predictive maintenance, which is vital in identifying and addressing mining equipment issues before these escalate into costly breakdowns.

“

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The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.

rocess automation plays a vital role and the environment. For instance, analytics in making the mining industry more solutions can help identify areas where an sustainable, enhancing operational organisation is producing excess waste, enabling efficiency while at the same time the organisation to take action to mitigate this. reducing environmental impact. By Process automation offers a number of leveraging advanced automation systems, mining important benefits to mining operations, companies can optimise resource utilisation, including safety, since direct exposure to mining minimise energy consumption, and lower processes and equipment operations poses a greenhouse gas emissions. significant risk to miners. On the other hand, by The most effective way that such process automating a process, companies can take the automation contributes to sustainability is necessary steps to alleviate potential injury to by enabling precise and data-driven decision their operators. Furthermore, certain parts of making. With the delivery of real-time monitoring the mining process can be automated, exposing and control of mining operations from a central fewer workers to hazardous areas. location, this approach allows for immediate Another benefit is the transparency of By Hennie Colyn responses and adjustments to changing conditions. consumption. Since energy visibility is the Direct Sales Executive: This ensures that processes are running at their starting point for decarbonisation efforts, Process Automation at most efficient levels, which helps to minimise waste obtaining insights from across the value chain Schneider Electric and unnecessary resource usage. is vital to measuring what a mine uses and Importantly, process automation facilitates controlling what it measures. predictive maintenance, which is vital in Moreover, process automation allows identifying and addressing mining equipment for precise and data-driven decision making issues before these escalate into costly that removes any bias or subjectivity from breakdowns. This proactive approach not the process. By relying on data and analysis, only minimises downtime but also extends mining organisations can make decisions the lifespan of mining equipment, reducing that are based solely on facts, rather than the need for frequent replacements and personal preferences, previous experience, or associated resource consumption. opinions. Another key differentiator regarding It also offers predictive maintenance, process automation is its ability to be used which seeks to prevent equipment failure for selective mining – targeting high-grade and downtime by connecting internet of ore deposits with precision. This reduces things-enabled enterprise assets, applying the amount of overburden that needs to advanced analytics to the real-time data it be removed, minimises the environmental delivers, and using the resultant insights to disturbance, and preserves surrounding inform educated, cost-effective, and efficient ecosystems. maintenance protocols. According to research, as much as five Ultimately, the move towards process tonnes of overburden can be produced for automation is necessary for the mine of the every tonne of productive material extracted, future, as this offers precise, data-driven depending on the mining method used. Clearly then, minimising analytics and real-time information. Leveraging this effectively overburden is a major sustainability plus point. helps mining organisations to reduce their resource consumption Also, automation can help streamline mining operations, by and improve worker safety, while also meeting sustainable eliminating inefficiencies that can negatively impact the business requirements and targets.

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MAKING MINES WORK

BELL LAUNCHES NEW BELL HEAVY INDUSTRIES DIVISION With almost 70 years of demonstrated expertise in complex engineering, heavy fabrication, and machining for its own range of material handling equipment, Bell Equipment is now offering these specialist services to all industries in the country through its newly formed division, Bell Heavy Industries (BHI). Bell Equipment’s group business development director Stephen Jones emphasises the current scarcity of companies providing these vital services locally. “South Africa has seen a huge reduction in engineering companies, and, in response, we have strategically positioned our South African manufacturing facility to fill this void by providing project engineering and contract manufacturing through BHI,” he says. “The growth of Bell as a wellestablished mining, earthmoving, and agriculture equipment manufacturer, both domestically and in terms of exports around the world, is testament to the skills available and the quality of products that we make in Richards Bay. We’re confident in our ability to expand into other industries and believe this will benefit not only the manufacturing sector but the whole country.”

The 45 000m² undercover manufacturing area in Richards Bay complies with the ISO 9001:2015 Quality Management System and welds to the internationally recognised ISO 3834-2 Appendix 10 standards. It is well equipped with specialist machines including both horizontal and vertical computerised numerical control machining centres, five-axis boring machines, laser cutters, high-definition oxyfuel and plasma cutters, bending brakes, and advanced welding technology. A blasting plant, phosphating

tanks, sealed spray booth, galvanising bath, and an automated powder coating installation are available to take care of surface treatments. “We have always maintained that manufacturing has massive transformation potential for the South African economy and employment, so we are optimistic about this new division and will be actively engaging with those looking for the expertise we now offer outside of our traditional market segment,” says Jones.

GLENCORE FERROALLOYS INTRODUCES CODING AND ROBOTICS IN LOCAL SCHOOLS robots are now tasked with routine, mundane, repetitive, or hazardous tasks. This will enable the workforce of the future to focus on strategic decision making, innovative problem solving, swift communication, and management activities. Conroy van der Westhuizen, chief corporate social investment manager at Glencore Ferroalloys, said: “The pilot project started with Glencore identifying the educational needs that will be required in future to assist communities and industries

Glencore Ferroalloys has introduced a project that aims to equip young minds with the necessary skills and knowledge to excel and become future problem solvers. The pilot project focuses on equipping learners with critical and creative thinking skills, as well as introducing them to new technologies such as robotics and computer systems. The select learners and teachers are trained in handling technology and data systems, as well as how computers and

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in delivering the required performance results in terms of machine learning and incorporating the internet of things (IoT) with artificial intelligence (AI).” As we move into the Fourth Industrial Revolution, with the advent of intelligent machines integrating the physical and digital worlds, we will find ourselves using AI, IoT, smart factories, and autonomous machines to generate things. The evolution of future employment activities powered by technology and innovation is emerging. As machines increasingly support human workers, it has become gradually important for people to be adequately qualified for and have the necessary skills in using technology and data systems. This initiative further supports Glencore Ferroalloys’ continuous commitment to upskilling members from host communities.

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