While the natural diamond market is currently in a slump, De Beers has a positive outlook for the long-term future of the industry. 18 Projects in Africa
Formerly a struggling mine, Lumwana’s Super Pit Expansion project will increase production by 70%, double its life, and create thousands of local jobs. 26 Materials handling, logistics & beneficiation
The spiralling cost of logistics – due to ongoing rail and road challenges – are seriously a ecting the junior mining sector. 30 Training & skills development
Considering the particular skills needed by 21st century mines, how they can obtain these skills, and the training required to deliver these. 34 Underground mining
Copper 360’s decision to reopen the Rietberg Mine means it will be the first time in 40 years that copper is mined in the O’Kiep region.
Energy & hydropower
Eskom’s Multi-Year Price Determination (MYPD6) is about more than just the potentially massive price increases – it may also impact renewable energy project viability.
Lumwana Super Pit Expansion boosts Zambia’s economy.
DMINES AND MARKET REVITALISATION
Despite a tough couple of years for the diamond industry, De Beers predicts long-term improvements, while several copper mines undergo positive transformations of their own.
Rodney Weidemann
iamonds may be a girl’s best friend, but the past two years have been extremely stressful on those organisations, like De Beers, that produce natural diamonds. Faced with a huge slump in the market, alongside increasing competition from lab-grown diamonds, the enterprise nonetheless remains positive.
De Beers remains committed to the long-term potential of the diamond market, developing mines in both SA and Angola, alongside its industry-leading tracer – which can determine whether a diamond is natural or lab-grown – as well as diamond proof technologies to connect diamonds with their country of origin.
In Zambia, the once-struggling Lumwana copper mine is set to achieve new heights, following an investment of some $2-billion from Barrick Gold Corporation. The cash injection is part of an expansion project that aims to increase Lumwana’s annual production.
Lumwana’s Super Pit Expansion project is expected to increase production by 70%, double its life, and create thousands of local jobs, elevating what was previously an unprofitable operation into what is anticipated to be a longlife high-yielding top-25 copper producer. The expansion should turn Lumwana into a Tier One copper mine.
Another mine with a new lease of life is the Rietberg Mine in the Northern Cape’s O’Kiep region. Copper 360’s decision to reopen this mine a er 40 years of inactivity is grounded in the company’s innovative “cluster mining model” approach. This model consolidates multiple mines within close proximity, optimising resources and operational e iciency across the region.
Copper 360’s plan is to leverage
both existing resources and infrastructure, while laying a foundation for further development of adjacent mines within the cluster, thereby contributing to regional economic growth and operational sustainability.
We also consider how the spiralling cost of logistics – due to ongoing rail and road challenges – are seriously a ecting the junior mining sector. Remember that this specific mining sector is particularly dependent on a sound logistics infrastructure, both for getting minerals to the users and for bringing in equipment and parts.
Meanwhile, Eskom’s recently announced MultiYear Price Determination may lead to potentially massive price increases, but there is more to it than just this – it may also impact renewable energy project viability.
It is also worth noting that, for many blackowned service providers, there remain high barriers of entry. Despite tighter empowerment policy demands, black-owned companies o en face bias in the bidding processes. They must also navigate a complex regulatory environment that may favour their larger counterparts.
Elsewhere, we talk to the CEO of IDEA, and the general manager at the Engineering Institute of Technology, to discuss the skills needed by modern mines, how they can obtain these skills, and the training required to deliver these.
We also look at some of the latest hydraulic equipment, in the form of new backhoes and excavators, that has been released onto the market, to assist mines in excavations.
Finally, in our cover story, we look at how, in a mining industry increasingly undertaking digital transformation, IT has become a vital part of its operations, requiring a partner like Enterprise Outsourcing.
EDITOR
Rodney Weidemann
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Email: rodneyw@samining.co.za
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African governments can unlock the immense potential of artificial intelligence (AI) to drive the growth and advancement of the continent’s mining sector, but closer collaboration with private sector players is required.
This is the view of Shabir Ahmed, industry adviser for Energy and Resources at SAP Africa, who notes the huge potential of AI to support junior mining companies, in particular.
“By leveraging AI applications, junior miners can reduce their exploration costs and increase success rates, while accelerating overall project development timelines. In addition, junior miners can attract a wider pool of investors by demonstrating their technological sophistication and enhancing their data and risk assessment capabilities,” he says.
He notes that skills development and training are essential to the human capital development needed to leverage AI technologies. Specialised training programmes should be introduced at school and university level, supported by scholarships and grants for students pursuing AI in miningrelated fields. Organisations should also scale continuous learning initiatives to include AI, to help the current mining workforce adapt to AI technologies.
“Governments can play a vital role by improving connectivity in mining regions to ensure reliable internet access, and facilitate access to cloud computing services tailored for mining applications.
“Building ecosystems through the development of AI innovation hubs and improved partnerships with startups can also deliver pilot projects that demonstrate AI applications in various aspects of mining – from exploration to reclamation –and spark further innovation within the sector,” he says.
EXPLORING SYNERGIES TO ENHANCE REGIONAL TRADE
The Coega Development Corporation (Coega) hosted the CrossBorder Road Transport Agency (C-BRTA) to explore potential areas of collaboration within the Coega Special Economic Zone (SEZ).
During the visit, Coega and the C-BRTA discussed key areas of cooperation to leverage the strengths of both organisations. Coega’s world-class infrastructure, strategic location and trade networks, competitive incentives, and small business development and support programmes make it an attractive destination for businesses with a regional and global trade outlook.
Meanwhile the C-BRTA, as an interstate operations agency, aims to improve the cross-border flow of freight operators by regulating market access and cross-border permits.
“We are thrilled to have hosted the C-BRTA and explored opportunities for collaboration. Our SEZ o ers a unique value proposition for businesses, combining a strategic location, worldclass infrastructure, and competitive incentives.
“We look forward to working together to unlock the region’s economic potential and create new opportunities for investment, job creation, and economic growth,” says Chuma Mbande, Coega’s executive manager of Business Development: Non-SEZ Services.
“Through this strategic partnership, Coega aims to create a more resilient economy that benefits businesses, communities, and the region at large, unlocking the full potential of special economic zones.”
ACCELERATING AFRICAN ENERGY INVESTMENTS AND FRONTIER EXPLORATION
ExxonMobil is currently progressing several energy initiatives in Africa, consolidating its status as an industry driver. The latest expression of this saw ExxonMobil upstream president Liam Mallon meeting with Mozambican president Felipe Nyusi last month, to confirm ExxonMobil’s commitment to the $24-billion Rovuma LNG project.
Mallon confirmed front-end engineering design for the project and laid out a clear path to a final investment decision by 2026.
Also in the Southern Africa region, ExxonMobil has emerged as an exploration leader in the Namibe Basin, o shore Angola, where a wildcat well has been spudded, and results are keenly anticipated by the entire industry.
In Nigeria, the company is poised to shi focus to its deepwater investments and – with its core deepwater engineering strengths – is perfectly positioned to drive the next development phase for Africa’s largest oil reserves.
“Africa’s energy landscape presents a compelling blend of opportunity and potential. We see significant alignment between the continent’s resources and the world’s evolving energy demands,” says Richard Barker, ExxonMobil’s Exploration for Africa vice president.
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THE CAPABILITY DEFICIT
UP UNVEILS GROUNDBREAKING IMMERSIVE TECHNOLOGY LABORATORY
The University of Pretoria’s Faculty of Engineering, Built Environment and Information Technology has launched its new Immersive Technology Lab at the Department of Information Science. This cutting-edge facility is part of the university’s journey towards integrating advanced immersive technologies into its curriculum and research initiatives.
The Immersive Technology Lab has its roots in the early integration of virtual reality (VR) technology within the department, with its VR and Interaction (VRI) Lab. This has been instrumental in familiarising students with VR equipment, enabling them to develop applications that leverage the immersive capabilities of this technology.
The inauguration of the Immersive Technology Lab in 2024 represents an evolution from the VRI Lab, extending access to immersive technology to the wider university community.
The lab serves multiple purposes: introducing sta and students to immersive technology, providing a platform for students to develop immersive experiences, investigating the integration of immersive technology into pedagogy, and fostering transdisciplinary collaboration.
The Immersive Technology Lab stands as a testament to the faculty’s commitment to innovation and academic excellence, and is poised to chart new frontiers in education, research, and societal impact, through immersive technology.
SUPPLY CHAIN EDUCATION IS ESSENTIAL
Supply chains have never been as volatile as they are today, impacted by geopolitical conflict, climate change and economic instability. Amid the uncertainty, one thing that is clear is the growing demand for skilled, knowledgeable, suitably qualified supply chain professionals to deal with this, says supply chain industry body SAPICS.
Education is key to ensuring that these professionals are equipped to deal with the increasing complexities of supply chain management, and with rapid advances in technology.
SAPICS has been working to elevate, educate and empower supply chain professionals by providing access to a range of internationally recognised certifications and high-quality, impactful short courses.
The value of the SAPICS short courses lies in the fact that they are structured in such a way that they prepare the learner for the challenges of today’s volatile, uncertain, complex and ambiguous supply chains.
Supply chains are essential for businesses to run, consumers to get the goods they need, and society to function – but they can only be as e ective and e icient as the people who manage them.
A lack of proficiency among workforces remains a key hurdle facing the mining sector. But while this capability deficit is a huge challenge, says Arjen de Bruin, Group CEO at OIM Consulting, the good news is that addressing it “is within our control”.
“At every mining site and operation, the fundamental key to success will remain the e ective and capable supervisor. Sustainable operational excellence only occurs if your supervisor is equipped for it and buys into the notion of making every shi count,” he says.
OIM Consulting has conducted on-site research to understand what capabilities and skills are in short supply, and the tests revealed that only 17% of supervisors have the required competency for their role. Ninety-one percent follow an unstructured and reactive approach to job execution, and supervisors execute their tasks only 42% e ectively.
De Bruin says strategic intervention targeted at an organisation’s supervisors, the front-line leaders, is e ective in addressing these shortfalls. And sustainability is created through the involvement of direct managers, fostering a coaching culture, and scheduled quality checks.
“Ultimately, supervisors who can set up and enable their teams are well-positioned for success.”
WE CAN HANDLE THE PRESSURE. GUARANTEED.
Enterprise Outsourcing has been an excellent business partner. We have overcome critical challenges thanks to their 24/7 support, and they have always been available to help when we have needed them. We look forward to seeing what we can achieve together in the future.
Cristián Henriquez – CFO Enaex Africa
Your mining operation is unique. By opting for Joy equipment, our team of experts and engineers will work closely with you to customise its design according to your specific needs and applications. We provide comprehensive support throughout the entire lifecycle of your machine through on-demand field service, remote monitoring and condition monitoring programs. We aim to help you transform and enhance efficiency and responsiveness to changes and challenges within the mining sector.
THE IMPORTANCE OF GENDERINCLUSIVE PPE IN MINING
Despite their growing numbers in the mining sector, women continue to grapple with ill-fi tting personal protective equipment that compromises safety, comfort, and confi dence.
In the traditionally male-dominated realms of mining, construction, and manufacturing, women are increasingly breaking barriers and making their mark. This shi , however, brings to light a critical challenge: the lack of inclusive safety gear designed specifically for female workers in these industries.
Despite their growing numbers, many women continue to grapple with ill-fitting personal protective equipment (PPE) that compromises safety, comfort, and confidence.
ADDRESSING THE GENDER GAP IN PPE
By Desiree Hlubi Sisi Brand Manager at BBF Safety Group
The importance of gender-specific PPE in heavy industries must be emphasised. PPE serves as the first line of defence, protecting workers from hazardous environments and potential injuries. However, when it fails to fit properly, it can become a liability rather than a safeguard.
Women, with their unique body shapes and clear physiological di erences, o en find themselves struggling with gear that does not accommodate their needs. This can lead to discomfort, reduced mobility, and a heightened risk of accidents in the workplace.
One significant challenge faced by women in heavy industries is the lack of appropriate breast protection and accommodations in PPE, particularly with fall arrest harnesses.
Traditional PPE, designed primarily for men, o en overlooks this vital aspect, leaving women vulnerable to life-threatening injuries in the event of a fall or impact. Furthermore, the weight and distribution of male or “unisex” PPE can be uncomfortable and even dangerous for women with larger breasts.
TAILORED PROTECTION
To address these issues, the design of harnesses and other fall protection equipment must be adapted to accommodate women’s bodies, ensuring proper fit and preventing potential hazards. Workwear such as coveralls should be tailored to the needs of female workers in these heavy industries.
Women typically have smaller waists and larger hips and buttocks, requiring garments with extra fabric to accommodate their body shape. This ensures comfort, modesty, and prevents exposure to hazardous environments and chemicals.
Well-fitting PPE is vital for women in heavy industries as it provides protection from hazards, while preventing discomfort, embarrassment, and potential PPE malfunctions that can compromise a woman’s ability to work e ectively.
In addition to breast protection and accommodating natural curves, other factors must be considered when designing PPE for women. Footwear, for example, is o en designed with male feet in
mind, potentially leading to discomfort and injuries for women with narrower or di erently shaped feet.
However, safety footwear that has been specifically designed to better fit women’s feet o ers improved comfort and reduces strain on the body. For women who spend more than eight hours a day on their feet, companies have a duty to provide the appropriate footwear that will achieve the same level of protection a orded to their male counterparts.
Specialised maternity wear is also a need for women in heavy industries, and companies can no longer ignore the risk of pregnant women in the workplace. Traditional PPE o en does not accommodate the unique needs of pregnant women, potentially causing discomfort and health risks.
On the other hand, maternity workwear is designed to provide a comfortable and safe fit throughout pregnancy, allowing women to continue their work without compromising their wellbeing.
THE PSYCHOLOGICAL IMPACT OF INCLUSIVE PPE
Creating inclusive safety gear goes beyond simple size adjustments. It necessitates a deep understanding of women’s specific needs and challenges in the workplace. The limited availability of PPE designed for women is a critical issue that safety and procurement o icers must address urgently.
This is a fundamental step in ensuring all workers have suitable, well-fitting protective gear that requires procurement teams to pay urgent attention to addressing the PPE needs of women, while actively seeking out gender-specific options.
At a workplace level, where gender-appropriate PPE is not yet available, women workers need to know that they have the right to request that PPE is provided to meet their specific needs, in order to ensure their safety, without compromising comfort or fit.
By sourcing gender-specific PPE from local manufacturers, companies can empower women by providing them with functional and comfortable equipment that enhances their job performance. Inclusive safety gear goes beyond physical protection; it also positively impacts women’s mental wellbeing. When workers feel confident and comfortable in their equipment, they are more likely to be engaged, productive, and motivated. By prioritising the provision of PPE tailored to the unique needs of female workers, companies can significantly improve safety, comfort, and productivity. Moreover, such an investment not only benefits individual women, but also contributes to a more inclusive and equitable workplace.
The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.
UNEARTHING SOLUTIONS BATTLING THE MENACE OF ILLEGAL MINING
Illegal mining costs SA billions annually, while negatively impacting communities, mines and the environment. A comprehensive overhaul of the legislative framework can help solve the zama zama challenge.
South Africa’s mining industry is under siege from a formidable adversary: illegal mining. For years, illegal miners – known as zama zamas – have caused economic, environmental, and social upheaval, leaving a significant mark on the industry. Operating beyond regulation, illegal mining has evolved into a complex challenge, undermining both the stability of legal mining operations, and the livelihoods of a ected communities.
As of 2024, illegal mining is estimated to cost SA over R70-billion annually in lost revenue, taxes, and royalties, notably in the gold sector. These losses stem from the direct the of minerals, loss of royalties and the damage caused to mining infrastructure, heightening the risks associated with investing in SA’s mining sector.
As illegal mining escalates, it has become clear that serious regulatory action is required to safeguard the industry’s future.
IMPACT ON COMMUNITIES AND MINING COMPANIES
The e ects of illegal mining extend well beyond mine sha s, profoundly disrupting local communities. Many areas experience a sharp increase in violence and criminal activities, gang violence, prostitution, and human tra icking.
By Dominic Varrie NSDV’s Candidate Attorney and Mandy Hattingh Legal Practitioner
Illegal mining also poses a substantial threat to formal mining companies. Many have been forced to heavily invest in security, replace stolen equipment, or repair damage caused by sabotage.
The additional costs associated with securing sites and addressing operational disruptions directly impact market confidence. Investors are deterred by the instability in high-risk environments, limiting essential activities such as exploration, development, and expansion – ultimately stunting sector growth.
Illegal mining is equally perilous for the miners themselves. Driven by economic desperation, many operate in abandoned sha s, with substandard protective gear, and little regard for safety. Accidents and fatalities are tragically common.
The dangers are compounded by the use of hazardous chemicals like mercury and cyanide to extract minerals, exposing miners to serious health risks. Illegal mining not only strips these
workers of their dignity but also puts their lives in constant jeopardy.
Furthermore, it wreaks havoc on the environment, with long-lasting consequences. It frequently flouts environmental laws, leading to severe contamination of water sources and damage to ecosystems. It also contributes to soil erosion, deforestation, and the formation of sinkholes, undermining the sustainability of land for postmining uses like agriculture.
LEGISLATIVE AND POLICY INITIATIVES
Tackling zama zamas requires a comprehensive overhaul of the legislative framework, particularly when it comes to artisanal and small-scale mining (ASM). Currently, ASM operators may be pushed into illegal activity, due to the high barriers to entry, such as complex licensing processes and high costs. By formalising ASM operations, SA could provide a legal pathway for these miners, reducing the prevalence of illegal mining, while also promoting compliance with environmental and safety standards.
This is vital – any regulatory reforms must seek to prioritise environmental protection. Formalised ASMs should adhere to strict environmental guidelines, to prevent the damage o en caused by illegal mining.
For SA, the combination of regulatory reforms, international best practices, and strengthened enforcement e orts o ers a path forward in addressing the illegal mining crisis. By adopting a comprehensive approach that supports both large and small-scale miners, the country can create a more sustainable and equitable future for its mining sector.
A comprehensive strategy, involving the formalisation of ASM and greater regulatory oversight, is crucial to addressing the root causes of illegal mining. By learning from successful examples in Africa, SA can create a legal pathway for ASM, reduce environmental harm, and improve the safety of miners and communities.
Ultimately, a collaborative approach that integrates law enforcement, regulatory reform, and community engagement, is key to curbing zama zamas and ensuring the future sustainability of the mining sector.
The views expressed are the author’s own and do not necessarily reflect SA Mining’s editorial policy.
DECARBONISING MINING
IN AN ERA OF GROWING DEMAND FOR CRITICAL METALS AND MINERALS
By Gerhard
Bolt, Principal at dss+
The unprecedented demand for energy-transition minerals will require more energy and produce more absolute greenhouse gas emissions in the process, creating a paradox for mines.
The mining industry is faced with a paradox: companies must reduce emissions to align with decarbonisation goals and improve their environmental, social, and governance (ESG) performance, but must also ramp up production to meet the unprecedented demand for energy transitions minerals.
This will require more energy and produce more absolute greenhouse gas emissions in the process. Indeed, this creates a situation where the current rate of decarbonisation is too slow to meet science-based targets – an issue that is increasingly seen as problematic by the investors needed to fund the exploration and expansion of mining operations.
The challenges and opportunities in navigating this paradox were the focus of original research that dss+ conducted with 52 leading mining companies. Although many mining companies have committed to decarbonising their operations, our interviews with mining executives across commodities and geographies reveal that several barriers still exist. From reporting di iculties to implementation barriers, miners described the various obstacles to decarbonising their operations.
The step change required can be achieved only if leadership adopts a value-based approach to decarbonisation – recognising the value of reducing emissions, creating the appropriate cultural context, building the right organisational and individual capabilities, and developing enabling structures and processes.
Specifically, we recommend that mining companies pursue the following to overcome the barriers identified in our research:
■ Adopt internal carbon pricing aligned to net-zero targets.
■ Create a cultural context conducive to transformation.
■ Adopt new data-collection and monitoring frameworks.
■ Focus on quick wins.
■ Take a long-term view.
■ Improve coordination of decarbonisation planning between sites.
■ Co-create conducive policy and financing frameworks.
■ Demonstrate progress.
In doing so, they can drive significant reductions that are sustainable in the long term, and can thereby support more positive outcomes for all stakeholders.
Decarbonisation will very aptly be one of the key topics featured at the Investing in
Africa Mining Indaba 2025 next year, an event organised under the theme “Future-proofing African Mining, Today!”.
As dss+ prepares to bring its delegation of experts to the indaba in February, we will be presenting the full findings of the research, along with specific solutions that will help mining companies to advance their e orts to decarbonise and future-proof their operations.
dss+ is a knowledge partner of Investing in Africa Mining Indaba 2025. The company is a leading provider of sustainable operations consulting services with a purpose of saving lives and creating a sustainable future.
Gerhard Bolt.
THE FUTURE OF THE NATURAL DIAMOND MARKET
While the natural diamond market is currently in a slump, De Beers has a positive outlook for the long-term future of the industry.
By Rodney Weidemann
Delegates at the recent Joburg Indaba were given a comprehensive view of the future of the diamond industry by the CEO of De Beers Group, managed operations, Moses Madondo.
He pointed out that as part of the Anglo American group, De Beers operates globally, participating in every part of the diamond value chain – upstream, midstream and downstream.
“To begin with, we have our mines in Southern Africa and Canada, making us the world’s largest diamond producer. Together with our joint venture equity partners, we produce more than a third of the global supply of diamonds,” he says.
“Moreover, we recover these diamonds from stable, ethical countries, with strong track records and high operating standards for diamond production, which is as important to us as it is for those who buy our diamonds.”
Turning to the natural diamond supply, he indicates that the company has recognised that the company is already past the peak for diamond supply, despite extensive exploration. In fact, only one commercial discovery has been made in the 21st century – the Luele mine in Angola.
“We have aspirations to begin production in Angola by the 2030s, but the broader outlook shows a decline in global demand production. While this may create supply pressures, it also o ers price growth potential.”
A CHALLENGING YEAR
“It goes without saying that 2023 was an exceptionally bad year for the diamond industry. However, it’s worth remembering that 2021 and 2022 saw record all-time levels for demand for natural diamonds.”
Of course, he adds, in 2023 the success of the preceding years meant that heavily stocked inventories met a significant decline in demand. Obviously, in the good period, midstream went hard and bought and polished and cut diamonds, expecting a market that was going to continue growing. But it didn’t.
“This economic landscape created challenges across the luxury sector, with high inflation rates a ecting disposable income. The Chinese demand, particularly, dropped quite drastically. On top of this, we saw a lull in demand for engagement rings as a result of couples not forming during pandemic-related lockdowns,” says Madondo.
“In South Africa, we saw a massive plummet of some 44% between 2022 and 2023. Export volumes declined by an alarming 49% and our export earnings were cut nearly in half, descending from R15.3billion to R7.8bn. It’s been a pretty di icult time in the market, and unfortunately, we have to acknowledge that this downturn has continued in 2024.”
Nonetheless, he says, De Beers remains committed to the long-term potential of the diamond market. In addition to Venetia, the company’s attention is on other key projects, as well as concentrating on exploration e orts. These will mostly be focused on Angola, which De Beers believes to be the best place in the world to find another big kimberlite pipe. Of course, he adds, the business has also had to make some di icult decisions around pausing or stopping some projects in Canada.
NATURAL VS LAB-GROWN
“A key focus for us has been developing our industry-leading tracer, as well as diamond proof technologies to connect our diamonds with their country of origin, because provenance has become important in the downstream,” says Madondo.
“While we are preparing to weather the
current challenges and emerge stronger in the long term, it is essential that we navigate the immediate obstacles with real care and precision.”
Speaking on the subject of lab-grown diamonds (LGDs), he says this is something that many people misunderstand. De Beers has always said that the price of natural diamonds, which are made by the Earth over the course of millions of years, cannot be compared with LGDs, which can be made in a machine in a few weeks.
“We have always expected and stated that the prices will bifurcate, and this process is accelerating all the time. LGDs are perhaps the most widely discussed and most widely misunderstood issue for the natural diamond industry.
“I should also debunk the myth that one cannot tell the difference between LGD and natural diamonds. It definitely can be told, and De Beers has been a leader in synthetic detection technology for decades already.”
He explains that De Beers, as a leader in synthetic detection technology, has developed a diamond verification instrument that is extremely accurate and reliable – having a 0% false positive rate. That means there’s never been a diamond that was not natural that has not been
“ “
In South Africa, we saw a massive plummet of some 44% between 2022 and 2023 Export volumes declined by an alarming 49% and our export earnings were cut nearly in half. – Madondo
identified by the machine. This is unrivalled worldwide.
“Our verification technology division has also designed a consumer-friendly version of this device, and we recently launched the prototype – called Diamond Proof – at the JCK jewellery show in Las Vegas. We are aiming to make these available for purchase by May of 2025, as there is a big demand for these machines,” he says.
“Of course, the sanctions on Russian diamonds will help our supply chains, and are something that we are supporting and helping the market to implement. This tracer device, and the ability to trace diamonds, is going to be very important.”
REASONS FOR OPTIMISM
Ultimately, he notes that despite the
challenges outlined, there are reasons for optimism in the long term. De Beers expects that global demand for natural diamonds will grow by 3% annually driven largely by the US market.
“We also believe that the Indian market will be growing strongly too, and expect around 8% growth in that environment. We know that China is currently under pressure, but we do expect some growth in this market too, and we are also seeing Japan start to bounce back.
“While we currently face difficult times, and there are some tough decisions we are going to have to make, we expect that we will emerge stronger when we come out on the other side, and can confidently say that we still absolutely believe in the future of natural diamonds,” says Madondo.
LUMWANA SUPER PIT EXPANSION BOOSTS ZAMBIA’S ECONOMY
Formerly a struggling mine, Lumwana’s Super Pit Expansion project will increase production by 70%, double its life, and create thousands of local jobs.
By Rodney Weidemann
The once-struggling Lumwana copper mine in Zambia is set to achieve new heights, following an investment of some $2-billion from Barrick Gold Corporation. The cash injection is part of an expansion project that aims to increase Lumwana’s annual production.
Once complete, mine production should reach an estimated 240 000 tonnes of copper, from a 50 million-tonne-per-annum processing plant, over the span of a 36-year life of mine. This should elevate what was previously an unprofitable operation into what could be deemed the top rank of copper producers.
According to Barrick president and chief executive Mark Bristow, the project has undertaken an accelerated work programme, aimed at completing the full feasibility study by the end of this year. This in turn will pave the way for construction to start in 2025, and ultimately means the expanded process plant production will be brought forward to 2028.
Lumwana, he says, has been restructured and re-engineered into a significant contributor to Barrick’s expanding copper portfolio. It is an organic growth project that should increase the mine’s production by 70%, while doubling the life of the mine.
“Since Barrick took over operations at Lumwana in 2019, the mine has contributed almost $3-billion to the Zambian economy in the form of taxes, royalties, salaries and the procurement of goods and services. In addition to its local procurement policy, the company is also committed to local employment, with 99.3% of Lumwana’s current workforce sourced locally,” he says.
A NEW ECONOMIC FRONTIER
The development of Lumwana’s Super Pit was o icially launched on 2 October by Zambian President Hakainde Hichilema.
“Mining plays a key role in Zambia’s economic structure and our partnership with Barrick is creating one team, with a shared vision, to develop a new economic frontier in the North-Western Province of the country and beyond,” he said at the launch.
Bristow says the expansion unlocks the potential to transform the Lumwana mine into a long-life high-yielding top-25 copper producer. The expansion should turn Lumwana into a Tier One copper mine, capable of contending with the volatility of the copper demand cycles.
“The expansion involves firstly doubling throughput, by twinning the existing process circuit and then by significantly
increasing mining volumes. Plant throughput should grow from the current 27Mt to 52Mt, thereby doubling the mine’s annual copper production, from 120kt to a life-of-mine average of 240kt per annum.”
The process expansion will be supported by a ramp up of total mining volumes that are planned to increase incrementally year-onyear from 150Mt this year to close to 240Mt by 2028, and then to an average rate of 290Mt per annum from 2030 onwards, he says.
He estimates that at a flat, long-term average copper price consensus of $4.13/lb, the project can deliver an incremental internal rate of return (IRR) of 20% and a total mine IRR of more than 50%. This means it will pay back the initial expansion capital approximately two years a er completion of the expansion.
Post-expansion, cost of sales and C1 cash costs are estimated at approximately $2.36/lb and $1.85/lb respectively, placing Lumwana in the first quartile of the industry, excluding the benefit of any byproducts.
“Furthermore, the process plant engineering has matured to a point that has allowed us to select major equipment vendors and place orders for long-lead equipment, including both mills and crushers,” says Bristow.
ACCELERATING LOCAL BUSINESSES
The expansion unlocks the potential to transform the Lumwana mine into a longlife high-yielding top-25 copper producer. – Bristow “ “
“We are starting detailed engineering works this quarter and expanding our on-site accommodation, while building partnerships with key suppliers and contractors ahead of the pre-construction ground preparation works, which are scheduled to start next year.”
Commissioning of the new process plant is planned to start in the second half of 2027, he says. Once the new process circuit is commissioned, the existing circuit will undergo a series of planned shutdowns, allowing the company to install upgrades, while ensuring uninterrupted copper delivery throughout the expansion.
The permitting process for the expansion is well underway. The environmental and social impact assessment has already been submitted to the Zambian authorities, with approval expected by the end of this year.
SUPPLIERS AND SURROUNDING COMMUNITIES
Bristow points out that a critical element of the Super Pit Expansion is its focus on creating a sustainable legacy. This will be achieved through the development of local capacity within the region, which will benefit both surrounding communities and businesses, throughout the construction and operational phases.
The expansion will need around 550 additional workers over the next five years to support the ramp-up, and an additional 2 500 construction workers for a three-year period, until 2028.
“We are also planning to build critical infrastructure, including an airstrip and an industrial supplier park. This will enable key suppliers to establish themselves in the area, creating an economic hub that will further fuel growth and development in the wider region,” says Bristow.
“Barrick believes that its host countries are its key stakeholders, and that partnering with them creates sustainable value for both parties. In Zambia, as elsewhere in our global network, we seek to share the economic benefits generated by our mines with the country’s government and people, notably our neighbouring communities.”
The Lumwana Super Pit Expansion is a key component of the Zambian government’s drive to revive the country’s copper industry over the next decade. Meanwhile, Barrick’s approach to sustainable value means that the project will also have a significant impact on Zambia’s unemployment statistics.
The company takes this approach seriously, as evidenced by the fact that local
Barrick’s Business Accelerator Programme (BAP) is aimed at building business capacity for the various Zambian contractors in Lumwana’s supply chain, as well as to support them in e ecting their own growth plans. It is also partnering with the country’s Ministry of Small and Medium Enterprise Development to support the development of these businesses.
Known as the 10X BAP, it will be implemented by the Women’s Entrepreneurship Access Center (WEAC), and aims to build business capacity for local contractors in Barrick’s mining supply chain. It will further support them in e ecting their growth plans, and in diversifying their markets, enabling them to become sustainable beyond the mine’s operations.
Barrick’s 10X BAP further aims to enable these SMEs to better position themselves for sustainable growth, including the capacity to bid for, and service, larger supply tenders.
As a private sector local supplier initiative, BAP has the potential to stimulate local economic growth, given the significance of the mining sector in the economy, alongside its impact on other sub-sectors. Barrick points out that an investment of this nature is an e ective way to extend the manner in which the local community can benefit from Lumwana’s operations.
procurement in 2023 – of $472-million – made up more than 81% of total spend for Lumwana.
“In addition, Barrick has launched a Business Accelerator Programme (BAP) that is designed to build the business capacity of the Zambian contractors in its supply chain. BAP will equip them to grow and diversify their enterprises, while helping them to remain sustainable beyond Lumwana’s overall life of mine.
“Lastly, and in line with Barrick’s partnership philosophy, the company’s REDD+ initiative will upli host communities through the conservation of the natural forest surrounding the mine. In this regard, resources have already been allocated, while engagement with the surrounding communities is underway,” concludes Bristow.
MFIVE TIPS TO OBTAIN EMPLOYEE BUY-IN
Human beings are inherently resistant to change, so if you’re making significant changes to your business or operations, you will need the support and buy-in of your people.
anaging change in an organisation –and the emotions attached to it – is never easy, because human beings are inherently resistant to change.
In fact, research shows that 73% of individuals undergoing change report moderate to high stress levels.
However, if you’re making significant changes to your business or operations, you will need the support and buy-in of your people, if these changes are to be successful and sustainable.
Here are five tips to help you align your workforce and secure employee buy-in, especially in times of change.
ALL HAIL THE MORNING HUDDLE
By Arjen de Bruin Group CEO at OIM Consulting
A brief morning alignment session or huddle (a term less formal than “meeting”) is one of the most powerful tools in a company’s arsenal to help centre employees around your business goals and purpose.
There are a couple of important rules to note here. This session needs to be held at the start of the morning or shi , it needs to be short – no more than 20 to 30 minutes – and it should be highly focused.
An e ective huddle will typically dedicate a few minutes to reviewing the previous day’s performance. The largest portion of the session is concerned with setting targets for the day ahead and detailing the plan to achieve these, while proactively anticipating any problems that may arise.
It should also give recognition to employees, and emphasise the direct link between team performance and company performance. This session is pivotal in setting the tone for the day, helping to embed priorities and key concepts while setting your employees up for a successful shi .
COMMUNICATE KEY CHANGES IN PERSON
A common mistake that many companies make, especially larger organisations, is to communicate key internal changes to their sta via traditional channels such as flyers, emails, and posters – essentially, every other way than in person.
Leaders should note that these methods help support and reinforce in-person communication, but should never substitute human interaction. If you’re a company with hundreds or thousands of employees, the way to get to everyone is through your front-line leaders.
They are your culture carriers; they’re the people you need to rely on to let your workforce know about any planned changes, and how these changes will a ect them. Therefore, ensure that any key changes are openly communicated to them, so that they can, in turn, convey these to your workers.
BE HONEST ABOUT THE IMPACT OF CHANGES
When making changes within the business, it is also important to be honest about how these will impact employees. Even if the change is negative, such as a company restructuring that involves people being retrenched, it is important to be transparent about what is happening. Be prepared to answer the hard questions, and share details around why these changes need to happen, who will be a ected and for how long, as well as any plans to mitigate the negative impact.
It is important that you speak and act calmly and with logic, but also understand and empathise with the emotions that will follow, communicating from an authentic and human perspective.
Remember that people might not like the changes you’re making, but the response will be significantly better if they know where they stand. Uncertainty and secrecy breed fear and speculation, which contributes to a toxic working environment.
One report from Oak Engage has revealed that 41% of employees cite mistrust in the organisation as the top reason behind their resistance to change.
ENCOURAGE FEEDBACK
Equally important is allowing your employees the space to provide feedback and ask questions, while letting your employees know that you value their input.
Psychological safety in the workplace means creating a space where your employees feel comfortable to speak up, disagree (respectfully) or raise concerns, without fear of any negative repercussions.
Creating a working environment where people feel heard is vital for encouraging employee buy-in.
Aim for an 80:20 buy-in ratio.
It is unlikely that you will get 100% of your workforce on board with any changes you plan to make. The more radical the change, the more resistance you are likely to encounter.
The good news is that human beings are adaptable, and if you utilise the above tips and tools, the majority of your sta will inevitably come on board in due course.
However, you will probably have a small percentage of workers who stubbornly resist all change, despite these steps. Accept this, and strive to secure the buy-in of around 80% of your workforce.
This means that the naysayers will be in the minority, and those who are aligned with your company’s goals and plans will have the dominant voice.
• Bridging the gap through revolutionary solutions to drive the African mining industry’s competitiveness.
• Pioneering digital transformation for operational excellence in mining.
• Strengthening strategic partnerships to maximise productivity and profitability in the sector.
• Developing strong downstream economies through in-country processing and manufacturing, with the aim of creating jobs and boosting economic growth.
• Building social responsibility and local community empowerment to make a positive impact that extends beyond mining operations.
BROADENING THE SCOPE
FOR SMALL AND MEDIUM CONSULTING FIRMS
For many black-owned service providers, opportunity in the mining industry remains elusive, creating high barriers of entry for these players.
By Levi Letsoko
The Department of Mineral Resources and Energy (DMRE) published a report titled Mineral Economics Bulletin Directorate: Mineral Economics and Statistics: Volume 6. The document highlights that the total number of jobs created by the mining sector dropped by 1.9% quarter-on-quarter in the first three months of 2024, to 286 447.
It is unclear if these figures take into account the employment created (or lost) solely by mining companies, or if these numbers include jobs created by service providers that play a crucial role as subsidiaries within the mining value chain.
OPENING UP THE INDUSTRY
Stallion Security managing director Frank Naude has observed the gradual recovery of the mining sector from the disruptions that were imposed by COVID-19. He witnessed how the pandemic triggered a 360° alteration with regard to how security operations were carried out.
He believes a lot has changed since then. “We have since observed an increased reliance on integrated security solutions, where technology now plays a more central role. The demand for remote monitoring, advanced surveillance, and AI-driven analytics has grown. This is due to mining companies being compelled to minimise
human presence on-site, while ensuring robust security.”
He says the world’s renewed demand for mineral output to sustain commodities – like lithium and cobalt for energy production – which had been a ected by the disruption brought by the pandemic, has pushed for faster innovation in adapting to operational demands.
Consulting companies are consistently tasked with coming up with new safe and secure means of protecting business operations and facilities. As a security services and consulting entity, Naude ensures that Stallion delivers not only on his clients’ expectations, but also on the promise to be in line with environmental, social and governance (ESG) compliance.
For many black-owned service providers, this explosive saturation of opportunity remains elusive. The quality of service associated with black consulting companies is consistently weighed on a case-by-case assessment, creating high barriers of entry for previously underrepresented groups.
This has been the experience of Sharon Mashishi, founder of Bahlaping Mash Trading, a company that provides a diverse range of civil and construction, electrical and mechanical engineering services to mining companies.
RESILIENT RELATIONSHIPS
She says the mining sector has seen a significant shi towards inclusivity and diversity, explaining that many companies have recognised the importance of engaging with black-owned consulting firms to foster innovation, leverage local knowledge, and build community relationships. The goal is to consistently counter and avoid the vulnerabilities that both mining firms and consulting companies experienced a few years ago.
It has since become more important to ensure that the relationships between both mines and service providers are resilient, in order to navigate demanding conditions hand in hand. Despite being elusive, the question is no longer about the availability of opportunities, but rather how sustainable those opportunities are, and what red tape potentially stands in the way of that sustainability.
She notes that representation, on its own, is not practical as the only qualification factor. “Despite the progress made, several challenges persist for black-owned consulting companies in mining. These include limited access to funding and financial resources, which hampers growth and scalability. There’s also a lack of established networks and relationships that many larger, established firms enjoy,” she says.
– Naude “ “
The world’s renewed demand for mineral output to sustain commodities – like lithium and cobalt for energy production – has led to faster innovation in adapting to operational demands.
BLACK-OWNED BUSINESS CHALLENGES
Despite tighter empowerment policy demands, black-owned companies o en face bias in the bidding processes. They must also navigate a complex regulatory environment that may favour their larger counterparts.
Mashishi adds that despite tighter empowerment policy demands, blackowned companies o en face bias in the bidding processes. They must also navigate a complex regulatory environment that may favour their larger counterparts. She cites this as the reason why building credibility and trust in an industry with deep-rooted historical disparities remains an ongoing challenge.
Consulting and service provision companies play a crucial role in the supply chain, either via a direct or indirect involvement in the production and movement of the mineral output. For a security consulting company, the challenges are unique.
Naude explains that mining operations are conducted in remote (and o en dangerous) locations with limited essentials. Preparation for and awareness of operational risks, like illegal mining and the of valuable resources, and environmental challenges like socio-political dynamics and community unrest, is key. “Unlike other sectors, mining sites are expansive, and securing these areas demands not just manpower, but sophisticated technology like drones, thermal cameras, and intrusion detection systems,” says Naude.
NAVIGATING FUNDING AND EMPOWERMENT POLICIES
He emphasises that the economic nature of mining can make long-term investment in security solutions more challenging, compared to sectors with more stable economic outputs. However, Naude is impressed with the e iciency of the funding instruments in the sector.
He says many financial institutions recognise the important role of security and consulting companies in stabilising mining operations. They have started o ering tailored loans and financing options, to support the procurement of advanced technology and expansion of service capacities.
Mashishi’s experiences in the sector, with regards to funding and empowerment, are di erent. While positive empowerment initiatives in the mining sector exist, the pace at which they are implemented allows certain bottlenecks to be sustained. She says that enhancing her clients’ operational e iciency, while reducing costs and ensuring compliance with regulatory standards, is achievable – but it is a capital-intensive exercise.
“There are various financial instruments aimed at empowering black-owned consulting companies and service providers in the mining sector. These include grants,
low-interest loans, and venture capital specifically designed for black-owned businesses,” she says, emphasising that despite this, many black-owned businesses still struggle to break through the barriers.
She accepts that the sector can do more to support and accelerate this integration, as transformation can be legitimised by not only creating access, but ensuring that these businesses are sustainable.
As the beneficiary of the Anglo American Zimele initiative, she believes that empowering previously under-represented groups in the mining sector should be achieved through collaborations with larger counterparts. Here she points to her own growth trajectory: “I plan to grow the company and further empower young people, by partnering with SETAs and government programmes, to provide handson skill development programmes.”
SANY UNVEILS NEW GENERATION OF MINING EQUIPMENT
Company launches 50T super mining excavator product, alongside its AT40C articulated dump truck to reduce costs and maintenance for mines.
SANY Equipment has launched a new generation of mining excavators and articulated dump trucks, with the release of its SY500H excavator and its SAT40C dump truck. Both machines are suitable for all types of mine applications.
According to Jay Moodley, GM for sales at SANY Southern Africa, the SY500H has become the benchmark of industry research.
“This new generation of 50T super mining excavator products, designed for heavy mining conditions, is designed to improve customer investment returns. Compared with competing brands, it has the characteristics of ultra-long life, ultra-high e iciency, ultra-low fuel consumption, ultralarge digging force, ultra-low maintenance cost, ultra-strong adaptability to working conditions, and ultra-easy management,” he says.
“Meanwhile, the new generation of SANY SAT40C articulated dump truck (ADT) is a brand-new product established in the SANY mine truck research and development platform, one that inherits the characteristics of previous generations of ADT technology, and has excellent
adaptability, even in rough weather and extreme terrain conditions.”
ADTs are highly versatile, short-haul bulk material transport equipment, used in largescale construction in the mining sector and various other industries, he says.
“ADTs have good passability, good mobility, wide adaptability, high production e iciency and low operating costs. These are mainly used for o -highway roads with poor road conditions, such as so roads, muddy roads, narrow roads, steep roads, and sharp turning roads. Sany developed the SAT40 to be able to supply a machine to our clients to complement our rigid and wide body truck ranges.
“The new SY500 o ers users high working e iciency at peak power, the highest power among the products with the same weight, the most powerful digging force, the fastest cycle times and better fuel consumption – 10% lower than competitor products.”
Furthermore, says Moodley, they are equipped with an independent cooling system, which prevents low e iciency caused by high temperatures. It also has a multi-stage filtering and self-circulation system for fuel, which lengthens the service time and lifespan of the engine, and helps to lower the service cost.
“With regard to the SAT40 range, the power
reserve is increased by 9%, the maximum gradeability reaches 40%, and the 6×6 allwheel drive is also adopted. The carrying capacity is 41t, which has been improved by 5%; while the container volume, at 25.5m3, is improved by 8%,” he says.
“Additionally, the full hydro-pneumatic suspension technology is applied to the vehicle, with 60% vibration isolation rate, while intelligent traction control, automatic driving mode change, and comprehensive fuel consumption are reduced by 2%-5%, and power consumption is reduced by 5%.”
Looking at the many potential benefits o ered by these new machines, Moodley suggests that cost and maintenance are the key opportunities with these vehicles.
“Firstly, the cost of acquiring the machine is lower than most competitors, though it has the same, if not more, features. Then the cost of services is greatly reduced too.
As for spare parts and servicing, SANY has a spare parts warehouse in South Africa with part availability, alongside a range of service experts. Moreover, wherever the client is located, we can assist, as we also have branches located in most big mining hubs around South Africa.”
LOGISTICS AND THE JUNIOR MINER
THE MAKE-OR-BREAK FACTOR
The
spiralling costs of logistics – due to ongoing rail and road challenges –are seriously affecting
the junior mining sector.
By Dr Andries van der Linde PhD (UH, UK)
Logistics is the process of planning and executing e icient transportation and storage of goods, from the point of origin to the point of consumption. Therefore, the goal of logistics is to meet customer requirements in a timely, coste ective manner.
As a result, the e iciency of logistics systems is integral to the functioning of the mining industry. This means the services that move minerals, equipment and people should be provided in a safe and cost-e ective manner, and should be designed to promote economic growth, to fully unlock the potential of the junior mining industry.
The junior mining industry is particularly dependent on a sound infrastructure, when it comes to logistics, both for getting minerals to the users and for bringing in equipment and parts. Critical to this is a well-functioning road and rail infrastructure. So much so that if this is not in place, it would stifle new exploration and expansion of the mining industry.
In recognition of the importance of the road and rail infrastructure, the government developed a Freight Logistics Roadmap. Although the focus in this instance is on the whole economy, it is all inclusive when it comes to the industrial focus.
The roadmap, in identifying the root cause issues, highlighted a deteriorated freight rail network, and underperforming ports, where some were rated as low as
365th and 361st respectively out 370 ports assessed worldwide. On the other hand, other than stressing that there must be an implementation of, and an acceleration in, the shi from road to rail, issues regarding SA’s road network were not addressed.
BULK TRANSPORT AFFECTED
In mining, it is the bulk transportation of minerals that is mostly a ected, and in terms of numbers in the junior mining sector, these are mostly coal mines. According to the Department of Mineral Resources and Energy (DMRE), more than 71% of the marketable coal output in 2015 was provided by mines controlled by the three largest mining groups, while the seven largest coal mining companies accounted for 55% of the aggregate production.
Additionally, six large mines had an output of 19%, nine medium-sized mines had an output of 14% and 32 junior coal mines made up the remaining 12%. Of these nearly 90% have a supply contract with Eskom or Sasol, of which it can be assumed that it would include most of the junior mining companies. When it comes to transport, 82% of junior mining companies use road or a combination of road and rail. The junior mining companies find that rail transport is too slow, and if coal is exported, there is an additional cost of storage and in addition the railway lines are o en far from the mines.
This results in trucks to be hired for transportation between the mine and the nearest station, and then from the railway to the seaport. As if this is not enough, the rail system is plagued with unbridled vandalism and the . The impact is such that the new Majuba railway line, for example, went from 97% complete to 87% complete.
When it comes to road transport, challenges abound. Having to contend with extremely bad road conditions that damage trucks, in addition to normal breakdowns, is just the start. Because of the massive reliance on road transport, roads have become completely clogged with trucks, resulting in a faster-than-normal deterioration, as they are not designed for such heavy volumes of large trucks.
Compounding this is coal the , a highly organised activity run by syndicates, resulting in the loss of billions of rand – some of which has a direct impact on the junior miner. Imagine the impact if the coal does not arrive at the destination or it is found that coal has been adulterated with stones or other material.
It therefore is not surprising that a study carried out at Tshwane University of Technology in the eMalahleni area to determine the viability of junior mining companies found that the first and main obstacle was the high overall cost of transportation.
When it comes to transport, 82% of junior mining companies use road or a combination of road and rail. “ “
MAKE OR BREAK
Although coal logistical issues are well publicised, the coal mining industry is not unique in terms of such challenges. The junior mining industry is highly diverse, and there are some players and minerals, such as brickfields, stone quarries, sandpits and silica, that are virtually exclusive to the junior mining industry.
Just to clarify, the junior companies are sometimes erroneously defined as mining explorers or early-stage miners. In some countries that may apply, but in South Africa, what defines a junior mining company is the turnover and the Minerals Council pegs that at a maximum turnover of R500-million a year.
However, only a small percentage of junior miners are close to that kind of turnover. Also, the junior mining industry includes all who have direct involvement, including service providers, beneficiators etc. – and it is important to note that.
The reason that logistical issues can be the make-or-break factor is all about finance. When financiers and investors ask the question: “What is a junior miner and is a junior miner a good or bad investment?”, the answer is invariably that junior miners are inherently a risky investment and that junior mining companies frequently fail because of these risks.
Nonetheless, they can also o er investors
strong returns. However, if these risks are exacerbated by extraneous factors, such as the logistical issues outlined above, the chances of survival can be reduced dramatically.
This brings one to the finance risk, and those who are prepared to take on the risk. A study carried out at the University of Johannesburg found that a significant percentage of junior miners obtain loans from banks. However, these loans were premised by a supply contract from an o taker such as Eskom or Sasol, and it can be assumed that the same would apply to any commodity or mineral.
A slightly larger percentage was funded through investor finance. Of these most were o shore, by companies sourcing coal for use in their own countries, mainly India. Surprisingly, more than 10% were selffinanced, which shows that regardless of the challenges, there are those who believe that they can be overcome, which confirms the resilience that resides in the junior mining industry.
The fact remains that logistical issues pose a major challenge when it comes to the junior mining industry, as they generally do not have the balance sheet of the majors. At the same time, they o en transport low-value commodities in bulk, so any issue encountered would have an out-ofproportion impact on their bottom line.
JUNIOR MINING
The junior mining industry is particularly dependent on a sound infrastructure, when it comes to logistics, both for getting minerals to the users and for bringing in equipment and parts.
It should be remembered that the junior mining industry comprises many diverse mining companies and supporting industries, each of which has a voice. It is therefore important that these voices be heard through a single body to make a di erence. Another issue identified during the TUT study was lack of leadership and good corporate governance in the junior mining sector.
It is therefore surprising that the recently established Junior Mining Council is not overrun with applications for membership. It does not necessarily mean that such a body can make the issues discussed in this article mysteriously go away, but history has proven that the voices of many, under one umbrella, can bring about change.
PUMP DONATION REVIVES NAMA KHOI WATER
Public-private partnership restores water services to a Northern Cape municipality with a durable and energyefficient solution.
Aprivate sector collaboration among residents, companies, Nama Khoi Municipality, and KSB Pumps and Valves to restore water supply to parts of the Nama Khoi municipality is bringing desperate relief to the a ected residents.
South Africa’s water supply faces increasing pressure from ageing infrastructure, climate challenges and budget constraints. In line with this, this Northern Cape municipality was experiencing challenges regarding pump repair. This is where local pump supplier KSB Pumps and Valves, a major supplier of pumps and equipment for water infrastructure, played a pivotal role. To alleviate the problem, they donated a pump to Nama Khoi Municipality.
According to KSB Pumps and Valves’ Upington branch manager Andre Jonker, the donation was part of a collaborative project to restore the Overberg potable water pump station, a er a pump failure and other issues caused the station to almost grind to a halt. The remaining pump had been struggling to operate at full capacity, leading to water shortages across the community.
The pump that was donated, a KSB Etanorm pump, is renowned for its e iciency, reliability and ability to handle a wide range of applications, including drinking water supply. The pump is designed for longevity and energy-saving, due to its high e iciency, and has proven to be a versatile solution for municipalities across the country.
“The donation of the pump not only restored water services, but also ensured a more durable and energy-e icient solution, which will benefit the community for years to
come. This joint e ort highlights the power of collaboration between local businesses and municipal authorities.
“Several companies and experts joined forces with municipal experts to bring the pump station back online. It is an admirable achievement, considering that all parties contributed their time, resources and expertise at no cost,” says Jonker.
Following the successful restoration of water services, Mayor Rodney Kritzinger expressed his gratitude and acknowledged the joint e orts that had saved the municipality a considerable amount. “On behalf of the residents [living under] Nama Khoi Municipality, I would like to express my sincere thanks to all the role players who helped save almost R1-million, by applying their expertise and businesses to get the Overberg pumping station up and running again.”
He also thanked Abri van Niekerk and Tiaan van den Heever of Novatec, for supplying and installing a new panel; Thinus
van Schalkwyk and his team from Copper 360, for repairing the pump’s axles and supplying a new impeller; Kobus Zandberg for his organisational support; Nico Moore of Springbok Motor Rewinds for rebuilding critical components; and Andre Jonker, Martin Fourie and the management team from KSB Pumps and Valves, for donating the KSB Etanorm pump, which was vital to the project.
Jonker says the restoration of the Nama Khoi pump station exemplifies how public-private partnerships can solve critical infrastructure challenges in South Africa. The stakeholders demonstrated leadership and commitment to the communities they serve. The initiative not only resolved an immediate crisis, but also underscored the importance of long-term solutions to South Africa’s water infrastructure needs.
“We are proud that KSB Pumps and Valves continues to play a vital role in safeguarding South Africa’s most precious resource, namely water,” he says.
Some of the participants in the Nama Khoi pump station projects included Louis Harper of Springbok Municipality, Adriaan Augus of Nama Khoi Municipality, Martin Fourie of KSB Mining, Nama Khoi Municipality Mayor Rodney Kritzinger, and KSB Upington branch manager Andre Jonker.
Mining operators are seeing an increased demand for minerals and ores. Operators must now consider the costs of pump maintenance and replacement as well as the cost-benefit of utilizing fewer larger pumps versus several smaller pumps to perform the same work.
The KSB GIW® MDX pump line delivers proven results in the harshest hard rock mining applications.
HOW MINING CAN OBTAIN THE 21ST CENTURY SKILLS IT NEEDS
Dr Corrin Varady, education analyst and CEO of IDEA, and Kerry Marques, general manager at the Engineering Institute of Technology (EIT), discuss the skills needed by modern mines, how they can obtain these skills, and the training required to deliver these.
Q: WHAT ARE THE MOST IMPORTANT SKILLS THESE MINES WILL NEED, MOVING FORWARD?
A: As the mining sector evolves, several critical skills will be essential for its future success. First, data analytics is crucial because mines produce vast amounts of data that can be converted into actionable insights. This transformation helps optimise operations and improve maintenance practices. Second, automation operation skills are necessary, as advanced machinery and robotics increase e iciency and safety in hazardous environments.
Competence in internet of things (IoT) and sensor technology will enable real-time monitoring, improving maintenance and compliance. Additionally, environmental and sustainability management skills are needed to meet regulatory pressures and reduce the industry’s ecological footprint. E ective project management and familiarity with agile methodologies will support the implementation of digital transformation initiatives.
Last, but not least, strong so skills –including communication, adaptability, and teamwork – will be essential for navigating collaborative, cross-functional environments. Addressing these skills through targeted
educational programmes will prepare the workforce for the mining industry’s evolving demands.
Collaborating with educational institutions to create tailored training programmes focused on data analytics, automation, and sustainability is essential.
– Dr Varady “ “
Q: WHAT DO YOU BELIEVE ARE THE BEST WAYS FOR MINES TO OBTAIN THE 21STCENTURY SKILLS THEY WILL NEED TO BE SUCCESSFUL IN THE DIGITAL ERA?
A: To successfully obtain the 21st-century skills needed for the digital era, mines can implement e ective strategies.
Collaborating with educational institutions to create tailored training programmes focused on data analytics, automation, and sustainability is essential. Additionally, developing comprehensive in-house training allows current employees
to gain hands-on experience with new technologies, while enhancing their existing skills. Mentorship programmes can facilitate knowledge transfer, curating a culture of continuous learning.
Using online courses provides flexible training opportunities, while participation in industry conferences keeps mines updated on trends and best practices. Regular assessment of skill gaps and investing in cutting-edge technology will further equip workers to thrive in the evolving landscape.
Q: WHAT IS THE ROLE OF TRAINING ORGANISATIONS IN DELIVERING SUCH SKILLS, AND HOW QUICKLY COULD SUCH AN APPROACH REDUCE THE SCARCITY OF THESE SKILLS?
A: Training organisations like EIT play a vital role in equipping the mining industry with 21st-century skills, thereby helping reduce the scarcity of digital competencies needed for competitiveness. First, by developing tailored, industry-specific programmes, these organisations collaborate with mining companies to create courses that address specific skills gaps. This ensures that training is relevant and directly applicable to current industry needs.
Providing flexible learning options – such
CRITICAL 21ST CENTURY SKILLS
■ Data analytics
■ Automation operation
■ Internet of things (IoT) and sensor technology
■ Environmental and sustainability management
■ Project management and agile methodologies
■ Strong so skills
as online and blended courses – enables employees to upskill without lengthy absences from work. This flexibility allows for gradual skill acquisition and real-time application, making the learning process more manageable for busy professionals.
Certification and credentialing play a crucial role in validating skills and ensuring alignment with industry standards. By issuing recognised certifications, training organisations create a reliable talent pool for employers, facilitating faster recruitment and skill validation.
Simulation-based training, using technologies like remote and virtual laboratories, allows employees to practise complex tasks safely. This experiential learning enhances skill retention and significantly speeds up the learning process. Finally, creating a culture of continuous learning through regular training discussions keeps employees current with emerging technologies, reducing long-term skill shortages.
In terms of impact, focused training can close specific skill gaps within six to 12 months, while a culture of continuous learning can lead to significant reductions in skill shortages within one to three years. Over the long term, ongoing collaboration with
training organisations can create a digitally mature workforce, making skill shortages less frequent, and building a robust pipeline of skilled workers for the future.
Q: WOULD THESE TRAINING ENTITIES NEED TO SPECIFICALLY TAILOR SUCH TRAINING SPECIFICALLY TO SUIT THE MINING SECTOR? AND WOULD SUCH AN APPROACH NEED TO BE DONE IN CLOSE PARTNERSHIP WITH THE INDIVIDUAL MINE SEEKING SUCH SKILLS?
A: Absolutely, training organisations must tailor their programmes to meet the specific needs of the mining industry, considering its unique environmental factors. The digital skills essential for mining – such as geological data analytics, heavy machinery automation, and IoT applications in remote settings – are distinct and cannot be addressed e ectively through a generic training programme. By focusing on the complexities of mining operations, a tailored approach enhances the practicality of training.
Additionally, on-the-job training that incorporates site-specific scenarios is crucial. Partnering with a training institution allows mining companies to access programmes that reflect the real challenges their
employees face. This can include developing custom simulations or case studies based on actual mine conditions, equipment, and safety standards.
Such hands-on experience equips workers to handle site-specific issues e ectively. Given that mining conditions vary significantly by region, encompassing di erences in climate, terrain, and depth, training that accounts for these variations ensures that workers can apply their new skills safely and e iciently, especially in roles reliant on location-sensitive data or environmental management.
At EIT, we specialise in tailoring our training programmes for group settings, ensuring that organisations receive customised, industry-specific training that e ectively addresses their unique challenges and skill development needs.
With the right partnerships and consistent training, organisations can rapidly reduce skills scarcity, ensuring a competent and agile workforce, ready to meet the demands of the industry.
MACLEAN FOCUSES ON ELECTRIC VEHICLES AND DECARBONISATION
MacLean Engineering has established a global leadership position in the provision of diesel-free mining vehicles for the mining world, in an effort to assist decarbonisation.
MacLean Engineering, a Canadian-based mining vehicle manufacturer with deep roots in the African mining industry, has been designing, manufacturing, and supporting underground mining vehicles around the globe for over 50 years. In Africa, the company established its first-ever international branch in the late 1990s, in Parys, South Africa.
The enterprise currently supports 100+ MacLean mining vehicles operating in SA, the DRC, Mali, Tanzania, and Namibia. The company’s in-country field support across Africa was significantly improved earlier this year, with the announcement of a dealer partnership with Kanu Equipment. This greatly improves MacLean site support capabilities in the Central, East and West African countries.
MacLean has been pursuing a ‘Made in Africa, for Africa’ approach in recent years, which is seeing the branch in Parys now completing full assembly of ground support and utility mining vehicles destined for the African industry. To this end, MacLean recently completed its first in-country assembly of a 975 Scissor Bolter, and the unit was subsequently successfully commissioned at a customer site in SA.
In underground mining, the company is known around the world for its namesake scissor bolter, and its ore flow product suite that has been providing safe and productive drawpoint blockage mobile equipment specialty solutions for decades in Africa. It also o ers its full spectrum utility vehicle fleet. The complete MacLean product line is now also available with the option of battery electric drive.
Having pursued a fleet electrification programme for almost a decade, MacLean has established a global leadership position in the provision of diesel-free mining vehicles for the mining world, with over 100 battery electric mining vehicles sold and 500 000+ operating hours logged.
At the recent global industry gathering at MINExpo 2024, MacLean CEO Kevin MacLean announced a partnership with the Australian-based iron ore producer Fortescue, for the provision of a fleet of 30 battery-powered surface mining motor graders.
This partnership signals a major step towards mining industry decarbonisation. During the same announcement at MINExpo 2024, MacLean also pledged to achieve real zero emissions by 2040. This approach will build on its longstanding leadership in
Over the past 50 years, Maclean Engineering has grown from a company focused on designing mobile equipment solutions that make underground mining safer for workers and more productive for mine operators, into a multinational with a facility footprint on four continents, 1 000+ employees in six countries, and products and support services delivered worldwide.
battery electric vehicle technology for mining, in keeping with the urgency and strategic importance of helping to more rapidly decarbonise both underground and open-pit operations around the mining globe.
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RIETBERG MINE REOPENING IS ‘HISTORIC’
Copper 360’s decision to reopen the Rietberg Mine means it will be the fi rst time in 40 years that copper is mined in the O’Kiep region.
By Rodney Weidemann
The decision by Copper 360 to reopen the Rietberg copper mine in August this year, in the O’Kiep Copper District in the Northern Cape, has proven to be historic in more ways than one.
Firstly, it is the first time copper has been mined in the O’Kiep Copper District in over 40 years, and secondly, the O’Kiep Copper District is South Africa’s oldest formal mining area – the site of the country’s first mineral discovery in 1685.
The decision to reopen Rietberg Mine was grounded in Copper 360’s innovative “cluster mining model” approach. This model consolidates multiple mines in close proximity, optimising resources and operational e iciency across the region.
This move leverages both existing resources and infrastructure, while laying a foundation for further development of adjacent mines within the cluster, contributing to regional economic growth and operational sustainability.
The decision to reopen Rietberg Mine was driven by the critical importance of copper, explains Shirley Hayes, executive chair of Copper 360. It’s a metal recognised as essential in modern infrastructure and technology.
“The process of reopening a mine requires extensive planning, geological modelling, and regulatory approval, demonstrating the commitment and
long-term foresight involved in the project. Ultimately, copper’s fundamental value motivated this decision to reopen a 40-yearold mine,” she says.
“However, reopening Rietberg Mine signals the start of a new era for the Northern Cape, as it sets the foundation for an economic and industrial revitalisation. As the first mine in Copper 360’s cluster mining model, Rietberg represents a strategic approach to making copper mining a significant economic driver for the region.”
This model emphasises e icient resource utilisation, creating a network of operationally interconnected mines that maximise output and reduce costs. It is an approach that promises sustainable job creation, skills development, and economic upli ment, and one that positions the Northern Cape as a critical contributor to the global copper supply chain.
CLUSTER MINING MODEL
“Copper 360 is pioneering a fresh approach to resource development. By implementing its cluster mining model, the company is not only reigniting economic activity in the O’Kiep Copper District, but also providing local communities with long-term employment opportunities, infrastructure improvements, and skills development programmes.”
Hayes adds that Copper 360’s operations demonstrate a model of sustainable mining
that benefits both the company and the region, fostering economic empowerment and establishing the Northern Cape as a key player in South Africa’s copper industry.
“The future for Copper 360 and the Northern Cape region is marked by substantial growth, economic opportunity, and enhanced standing within the mining industry,” she continues.
“With Rietberg Mine as the initial operation, the company plans to continue reopening and developing additional mines in the O’Kiep Copper District. This cluster mining model strategically consolidates nearby mining assets, achieving cost e iciencies and increasing overall copper output.”
The systematic development of these mines, notes Hayes, will support continuous production, while minimising downtime and creating a robust, integrated copper mining ecosystem.
“As each new mine in the cluster is brought online, significant economic benefits are expected for the Northern Cape. The expansion will lead to more job opportunities for local communities, from skilled mining positions to roles in logistics, maintenance, and administration.
“This growth in employment will contribute to long-term economic upli ment and skills development within the region, ultimately fostering a more resilient local economy,” she says.
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ESKOM’S MYPD6
WHERE TO FROM HERE FOR THE ENERGY SECTOR?
Eskom’s Multi-Year Price Determination (MYPD6) is about more than just the potentially massive price increases – it may also impact renewable energy project viability.
The Eskom Multi-Year Price Determination (MYPD6) is finally o icially in the public domain. The proposed electricity tari increases for the next three financial years, starting on 1 April 2026, have been announced.
Robert Futter, director at specialist project finance advisory company Cresco, says the impact of MYPD6 stretches beyond the price changes. Critically, it’s about renewable energy project viability.
“An underestimation of the potential impact to the viability of renewable energy projects across all installation sizes, based on changes in the Eskom Megaflex tari , will have a resulting impact on other tari s – including municipal tari structures,” he says.
MYPD6 details Eskom Holdings’ price increases, based on the historically used National Energy Regulator of SA (NERSA)approved cost, plus return on asset base (RAB) methodology, to get to a revenue decision for Eskom, and an average price increase to be applied to tari s.
“It’s quite a mouthful for those who are not used to regulated industries, and the typically used regulator methodology,” says Futter. “NERSA tries
to use a similar methodology across electricity, storage and gas, with specific nuances.
“Although a common methodology approach to revenue decisions for monopolies makes sense, unfortunately this o en results in a ‘square peg in a round hole’ approach to approval of costs plus return. It’s a bit like when people ask us for one financial model that can consider all options – it sadly doesn’t exist or is so complex that it is unusable.”
Table 1 shows the change in the fixed versus variable costs, based on the tari reform, with fixed costs increasing from 11% to 21% for a typical high load factor Megaflex user, with a reduction in savings. This fixed component might be higher for less consistent 24/7 loads on di erent tari structures.
Shirley Salvoldi, previous corporate specialist retail pricing at Eskom, now turned Cresco advisory consultant, spent years at Eskom, involved in the development of the pricing strategy, pricing policies and tari design.
“It’s even more than just the RAB and revenue decision methodology – following on this decision, it’s also about NERSA approving the proposed Eskom changes
to the tari s in the still-to-be-consulted-on Eskom Retail Tari Plan, which is a di erent submission from the MYPD submission to NERSA,” she notes.
“For the past 10 years, NERSA has approved a blanket increase across all components of the tari s. This approach has resulted in some charges being higher than what they should be, and others being lower in the level of all tari charges, including that of the Eskom Megaflex tari .*
“These ‘overs and unders’ are proposed to be corrected in the Eskom Retail Tari Plan, which was submitted to NERSA during Q2 of 2024 and due for public comment later in the year.”
Salvoldi explains that this tari restructuring plan is based on the Eskom cost of supply study (cost allocation methodology), and this requests a material reallocation and rebalancing of costs between fixed and variable costs, and aligning with wholesale purchase costs, reflecting Eskom’s current financial year divisional costs.
“For Eskom, this is a ‘zero sum’ game, as total allowable revenue from all the proposed restructured tari s must equal the NERSA-approved revenue decision for this financial year. This will ultimately be
the preamble for transmission, distribution and generation having fully unbundled tari s,” she adds.
“The MYPD6 decision by NERSA will need to be applied to whatever tari structural changes NERSA approves, and does split out the application into the three components. However, it is believed that NERSA will opine on the total Eskom Holdings submission for an average price increase.”
THE ESKOM UNBUNDLING JOURNEY
Futter notes that many clients – both buyers and sellers – have approached Cresco for
For Eskom, this is a ‘zero sum’ game, as total allowable revenue from all the proposed restructured tari s must equal the NERSA approved revenue decision for this financial year. “ “
RENEWABLE ENERGY
An underestimation of the potential impact to the viability of renewable energy projects across all installation sizes, based on changes in the Eskom Megaflex tari , will have a resulting impact on other tari s – including municipal tari structure.
immediate thoughts. “We already had an idea of the changes and projections requested, and so some initial financial analysis has already been considered,” he says.
Futter and Salvoldi furthermore provide answers to some of the top questions received.
WHAT WILL BE ESKOM’S PRICE INCREASES OVER THE NEXT THREE YEARS INTO THE FUTURE?
“We’re in the process of building a reliable prediction. In previous years, it was really
a combined view or ‘average of an average’ of a few clients’ views. Market analysts call it a ‘high-level consensus view’,” he says.
“We’re currently preparing analysis from first principles, recalculating the allowable revenue for the three submissions with sensitivities. Cresco, based on our database of renewable energy projects with ‘real tari s’ achieved at financial close (not using levelised costs views), has prepared a bottom-up analysis of the cost of energy over the day and over the year. This provides a sense check to the analysis and Eskom price increases.”
TABLE 1
In our view, the Eskom tari plan is just the initial phase in the development of the fully unbundled tari , and creates risks and opportunities for several types of generation.
“
SHOULD WE CARE ABOUT THE TARIFF RESTRUCTURING PLAN?
“Definitely, as this has a significant impact on the net present value of savings from renewables, which is the typical financial metric we use when evaluating renewable energy projects for larger users.
“This new 2024 Eskom Retail Tari Plan is expected to be similar to the 2022 proposal, which was not approved by NERSA but provides more unbundling and granularity on the potential moving parts and potential significant financial impacts,” he says.
Additional changes might be included in the 2024 version of the Retail Tari Plan, and once this is published by NERSA for consultation, more robust analysis will be possible to examine the impact.
WE SEE THAT MYPD6 IS FOCUSED ON THE NEXT THREE YEARS, BUT WHERE TO AFTER THIS?
Salvoldi notes that “when you enter into a long-term power purchase agreement, buyers and sellers of power must have a long-term view of the financial impact both from increases and tari structures”.
“In our view, the Eskom Tari Plan is just the initial phase in the development of the fully unbundled tari , and creates risks and opportunities for several types of generation.
“Crystal ball-gazing the Eskom price increase is di icult, together with the new Eskom Tari Plan – but having hard data to support potential savings scenarios is possible, providing material financial impacts for both buyers and sellers of power. This will be critical for those renewable energy businesses wanting to establish project viability,” concludes Futter.
NEW BACKHOES AND EXCAVATORS FOR THE INDUSTRY
Caterpillar, Bell Equipment and Sumitomo have released new hydraulic equipment to assist mines in excavations.
By Rodney Weidemann
Caterpillar’s new 6020 hydraulic mining shovel meets the mining industry’s need for durable, reliable and highly e icient digging performance. This latest version of the 6020 shovel o ers the same features, fast cycle times and high reliability as its predecessor.
However, it now o ers powerful performance, with a next-generation engine powering the machine to deliver improved reliability. Moreover, the 6020’s hydraulic optimisation dynamically assigns individual pumps or groups of pumps to deliver the exact flow pressure that each hydraulic function requires. This reduces waste and heat, prolongs component lives, and improves fuel consumption.
According to Caterpillar, the new Cat C32B replaces the previous Cat 32 engine, o ering more reliable and durable operation. With designs certified to meet a range of emissions standards worldwide, the new C32B engine is a direct replacement for the C32.
Hydraulic optimisation for the 6020 shovel dynamically assigns individual pumps or groups of pumps to deliver the exact flow and pressure required by each
hydraulic function. Reducing waste and excess heat buildup, hydraulic optimisation provides e icient use of the engine for greater productivity, less energy and fuel consumption, and reduced component wear.
This new model range will replace the existing JCB 3CX Eco, 3DX and 3CX Global product lineup. – Bell Equipment “ “
JCB 3CX BACKHOE
LOADERS
PACKED WITH NEW FEATURES
Bell Equipment’s updated JCB 3CX Backhoe Loaders are packed with new features designed to provide improved comfort, versatility, and productivity, ultimately
reducing costs and increasing e iciency.
Bell Equipment sales product manager for JCB products, Massyn Jansen Van Vuuren, says: “This new model range will replace the existing JCB 3CX Eco, 3DX and 3CX Global product lineup. The new cab makeover is the most noticeable change and is bound to impress.
“The striking new design uses highquality moulded plastics, and the pillars and roof are light grey in colour to give a lighter and more spacious feel. Most importantly the new cab places a huge focus on operator safety, comfort, and ease of operation.”
Under the bonnet, the JCB 3CX range benefits from improved e iciency in the hydraulics, thanks to new variable displacement piston pumps that are standard across all models.
The larger pump provides 150lpm, a 39% increase over the previous model. This allows the engine speed to be reduced while maintaining productivity, e ectively reducing fuel consumption. Furthermore, the variable flow pump only provides flow on demand and backs o the flow when not required, to reduce load on the engine and improve fuel consumption.
LATEST RELEASES
The new Cat C32B replaces the previous Cat 32 engine, o ering more reliable and durable operation. – Caterpillar “ “
RELIABLE, ROUND-THE-CLOCK EXCAVATORS FROM SUMITOMO
Sumitomo excavators have become a firm favourite of mining and quarry operators for their ability to perform backbreaking work around the clock in a reliable and cost-e ective manner.
Sumitomo excavators are at the heart of some of the most challenging quarry operations in SA, where they perform a wide array of applications from loading to digging and rock breaking. In these applications, the Japanese excavators are able to outperform their peers for speed and e iciency, leading to them enjoying preferred status due to this.
ELB Equipment’s nationwide footprint ensures that wherever quarry
operations are located across SA, Sumitomo excavators are readily available and supported, making them a reliable choice for contractors throughout the country. The range comprises excavators from the 21-tonne Sumitomo SH210-6 to the heavy Sumitomo SH490LHD-5B and up to the 82-tonne class Sumitomo SH800LHD-5B.
“What sets Sumitomo apart is the use of premium-quality components that are built to work all day in the toughest conditions. The power and performance are unmatched and incorporate advanced hydraulic systems for faster digging capabilities,” says Keon Kardolus, Divisional Director at ELB Equipment.
■ Caterpillar 6020 hydraulic mining shovel
■ JCB 3CX Backhoe Loader
■ Sumitomo SH210-6
■ Sumitomo SH490LHD-5B
■ Sumitomo SH800LHD-5B
MARTIN ENGINEERING CELEBRATES 80 YEARS OF INNOVATION AND GROWTH
Martin Engineering, a leader in bulk handling solutions, recently marked 80 years of product innovation, engineering expertise and global growth. The company has become synonymous with the development and manufacture of innovations that deliver cleaner, safer and more productive bulk materials processing.
As a business, it holds dozens of patents for engineering designs that have revolutionised workplace safety and production e iciency in foundation sectors like mining and quarrying, cement and steel production, as well as resource recovery and recycling.
Primarily focused on conveyor belt performance and bulk flow technologies, Martin products eliminate blockages, prevent spillages and reduce dust emissions – a commitment that’s reflected in the company slogan “Problem Solved – Guaranteed”.
The company’s story begins during World War II, when Edwin F Peterson, the son of Swedish immigrants, took a job as a pattern maker at the Demmler steel foundry and fabrication business in Illinois in the US.
Witnessing co-workers using sledgehammers to beat on core machines, to loosen the sand and release steel components from their moulds, he was convinced there must be a better way and
began working on a solution.
This led to the development of the Vibrolator® – a compact ball vibrator that uses compressed air to propel a ball bearing inside two steel raceways. The resulting vibration is enough to dislodge the sand and empty the core machines without the need for manual beating.
It soon became clear that the device could be used for numerous other manufacturing operations handling loose materials, and he started the business in September 1944. This was done with the backing of investor Charles H Waller and friend Jim Martin – who gave his name to the business as he felt “Martin” had better name recognition than “Peterson”.
The Vibrolator® was patented in 1949 and is still available and in use 80 years later; the first in a long line of product innovations introduced by Martin to solve problems in bulk materials handling.
His son, Edwin “Ed” H Peterson, started working for the business while still in high school, gradually assuming the leadership role in the company as it developed its international business.
By the 1970s, Ed had firmly placed his personal stamp on the company, implementing bold plans for worldwide growth to accelerate the company’s legacy of developing innovative products for
bulk materials handling. Martin continued to expand both organically and through acquisition, taking the business into new corners of the globe.
Meanwhile, the development of highperformance components for conveyors catapulted Martin Engineering into a new market-leading position with a comprehensive line of belt cleaners, dustcontrol products, transfer-point solutions and other patented innovations to improve safety, e iciency and productivity.
The business also commits to major investments in education and training for Martin customers, something that has led to the development of the firm’s internationally recognised Foundations™ series of reference books and training programmes. First published in 1991, more than 22 000 copies are now in circulation around the world.
Today, Martin Engineering employs more than 1 000 people worldwide in o ices and factory facilities across six continents. The business has a network of partners and distributors that gives Martin an enviable global footprint, most recently across Africa, the Middle East and Southeast Asia.
Nonetheless, despite its global presence, Martin remains family-owned – Ed H Peterson is still chairman, and the company’s culture remains one of strong family values and a spirit of “better together”.
TO ADVERTISE IN
ADVERTISING
Ilonka Moolman 011 280 3120
moolmani@samining.co.za
Tshepo Monyamane 011 280 3110
tshepom@samining.co.za
APPLICATIONS
• Nip Guards improve worker safety around head, tail, and drive pulleys and prevents worker exposure to conveyor pulley nip points and pinch point hazards.
FEATURES
• Easy installation.
• Low maintenance.
• Simple design.
• Operates in all conditions.
• Manufactured according to SABS, CEMA, Australian and PROK mounting standards.
• Unique adjustable guard maintains a constant gap between the conveyor belt and guard, even when the conveyor belt is tensioned.
• Robust construction for longer life.
• Can be installed on bi-directional conveyor belts.
