A true powerhouse
of the mining sector

Mafika Engineering have made quite the name for themselves over the years—and they are showing no signs of slowing down. Leadership Magazine’s Ralph Staniforth sat down with Graydon Epstein, a Director at Mafika Engineering, to discuss the current status of the entity and what comes next.

Rooted in South African pride, Mafika Engineering stands out as Africa’s foremost independent rebuilder of high horsepower (HHP) diesel engines, which are essential components for the mining industry.

Specialising in ‘Zero-Hour’ rebuilds (returned to new), Mafika Engineering rejuvenates both HHP and ultra-HHP engines integral to top-tier mining equipment.

Their engines are instrumental in propelling some of the world’s largest mining machines, including the 1,000-ton CAT 6090 Shovel, Komatsu 930E, and 960E Haul Trucks with impressive payloads of around 400 tons, and a variety of Hitachi Haul Trucks and Ultra Class Shovels.

The initiation of their 15,000m2 advanced rebuild centre in Germiston, Gauteng symbolises their unwavering commitment to delivering world class service and contributing to a circular economy through sustainable remanufacturing processes.

Graydon Epstein, who is a Director at Mafika Engineering, plays an integral role in ensuring that the strategy and promise of world class service is delivered on time, every time.

Epstein’s professional journey began at the University of West London where he earned a Business Administration degree in 1998. After navigating various pivotal roles in the finance sector, Epstein was drawn to the intricacies of off-shore listings, leading him to collaborate with various mining and mining services companies. It was here that Epstein gained valuable insight into the mining sector; a foundation that would later play a pivotal role in his association with Mafika Engineering.

To gain more insight into the inner workings of Mafika Engineering, Leadership Magazine sat down with Epstein to chat about how the entity has managed to entrench itself in the sector, an important investment partner, future plans, the challenges faced, and much more.

The Mafika Engineering difference

As a renowned global entity, Mafika Engineering hold a distinguished position in the realm of High Horsepower (HHP) engine remanufacturing.

Several key factors underline their prominence, which Epstein explains below:

Unique Market Position: ”Unlike many in our sector, Mafika Engineering have embraced an Original Equipment Manufacturer (OEM) agnostic approach. This strategic stance not only diversifies our solutions, but also offers mining operations a more flexible and streamlined procurement strategy. This flexibility also means that in certain instances, Mafika are recognised as the exclusive, or at the very least, the preferred engine rebuilder at numerous mining sites.”

Unwavering Commitment to Quality: ”As we navigate a domain often riddled with scepticism, particularly from incumbent OEMs, our beacon is our unwavering commitment to unparalleled quality and transparency. This dedication is continually ratified through meticulous audits and rigorous due diligence processes spearheaded by partners like RMB.”

Strict Adherence to OEM Standards: ”At Mafika Engineering, quality isn’t just an aspiration; it’s a promise. We exclusively utilise OEM components and proudly offer warranties comparable to those provided by original manufacturers, thereby ensuring that our clients always receive products that meet the highest industry standards.”

ESG Alignment: ”In an era where sustainability is paramount, Mafika Engineering’s operations are deeply intertwined with Environment, Social, and Governance (ESG) goals. We champion sustainable solutions and boast elite partnerships that accentuate our commitment to a greener future.”

Mafika Engineering’s Core Specialisation: ”Our prowess in remanufacturing large diesel engines sets us apart. This niche expertise, amalgamated with our streamlined methodologies, places us in a league of our own, especially in terms of product quality and turnaround times.”

Internationally Recognised Certifications: ”Our dedication to setting benchmarks is mirrored in the multiple internationally recognised certifications we hold. These certifications emphasise our relentless pursuit of excellence in areas such as diesel engine reconditioning, testing, supply, overhauling, machining, and repair.”

Environmental Stewardship: ”Mafika Engineering doesn’t just echo environmental concerns; we embed them in our operations. Our endeavours to minimise waste, emissions, and energy consumption are emblematic of our ethos and position us as pioneers in promoting environmental sustainability within the industry.”

Mafika Engineering’s distinct attributes range from their unique market stance to their commitment to sustainability and quality, underscoring their position as a trailblazer in the mining equipment sector.

None of the above would ever have been possible were it not for the hard work and dedication to the cause of pioneers Jakes Singh and Jonty Gluckman.

Singh, as one of the two original founders of Mafika Engineering, brought a wealth of expertise and an indomitable spirit. His vision for the company was not just about mining, but about building a legacy that stood for innovation, resilience, and excellence.

Jonty Gluckman’s son, Bryan Gluckman,, continued that legacy by integrating the foundational strengths instilled by his father with modern methodologies and strategies.

””I had the privileged opportunity to amplify Mafika Engineering’s growth, building upon the profound expertise and foundational work that was already established, enabling the company to burgeon over sixtyfold since my association. Beyond the technicalities of boardrooms and mining sites, I harbor a fervent enthusiasm for technology, often positioning myself at the vanguard of adopting the latest innovations. My passion dovetails into an unquenchable love for reading, a habit that has steadily intensified over the years. Whether delving into industry reports, exploring technological breakthroughs, or immersing myself in a compelling novel, I am firmly rooted in the belief that each page harbors a wealth of knowledge and perspectives waiting to be discovered,” shares Epstein.”

A fine standing in the sector

Mafika Engineering’s rapport in the mining sector is deep-rooted and widespread.

Since inception, Mafika Engineering have meticulously cultivated symbiotic relationships with premier mining houses across various continents. These partnerships are built on a bedrock of mutual respect, trust, and a shared vision for innovation and efficiency.

Their standing as a beacon of unparalleled service and advanced remanufacturing processes solidifies their leadership stature, making them an indispensable ally in the mining ecosystem.

Epstein expands: ”Our reputation as a trusted partner has culminated in securing long-term contracts with some of the world’s most influential mines and esteemed mining contractors. These contracts aren’t just business agreements; they are affirmations of our ability to consistently deliver excellence.

”And our pursuit of excellence doesn’t pause here. Currently, we are engaged in nuanced negotiations with various mines, our objective transcending mere business transactions. Our vision encapsulates the development of a significant, meaningful presence in mining locales, ensuring that our expertise and capabilities extend tangible benefits to mining communities globally.”

In essence, Mafika Engineering’s current and prospective partnerships echo their unwavering commitment to establishing global benchmarks, stimulating mutual growth, and enriching the global mining landscape.”

An outstanding partner in RMB Ventures

Mafika Engineering’s journey recently witnessed a significant milestone with RMB Ventures acquiring a 45% stake in the firm in May 2023. This acquisition isn’t merely a transactional investment, but is a testament to the strategic synergy between two industry powerhouses.

”RMB Ventures, celebrated for its transformative private equity endeavors, has acknowledged the monumental growth achieved by Mafika Engineering over the past two decades. This partnership aspires to harness RMB’s business acumen to further amplify Mafika Engineering’s operations.

”Following the fusion with RMB Ventures, our horizons have broadened immeasurably. This collaborative venture has facilitated partnerships with industry leaders across varied geographies, extending from OEMs in Europe to vibrant entities throughout Africa and Australasia. These global collaborations not only stand as testament to our capabilities but also symbolize our steadfast commitment to spearheading advancements in mining,” asserts Epstein.

Epstein succinctly conveys Mafika Engineering’s zeal toward this partnership, underscoring RMB’s adeptness at fostering businesses through pivotal growth phases while preserving their distinctive entrepreneurial essence.

Moreover, aligning with the FirstRand Group serves as a pivotal catalyst, unlocking expansive networks within the mining sector and propelling Mafika Engineering on a path towards unparalleled growth.”

”This collaboration with RMB Ventures isn’t just about capital and growth; it’s about nurturing a vision. A vision where Mafika Engineering, backed by RMB’s guidance, charts a course for industry transformation, promoting sustainable practices, and ensuring that the mining sector reaches new zeniths of efficiency, profitability, and ecological harmony,” he adds.

At the time of the investment, Amina Pahad, senior transactor at RMB Ventures, echoed Epstein’s sentiments: ”We are proud to be partnering with a homegrown South African business that provides a world class service to some of the largest mining houses on the continent and around the globe. RMB Ventures will help instil the appropriate systems, processes, and funding to position the business for further growth without losing the flexibility and responsiveness so important in servicing its customers. RMB Ventures will work with Mafika Engineering’s management team to build the foundation to support a different scale of operations and help Mafika Engineering reach its full potential.”

The ups and downs of the mining sector

Beyond their exemplary services, Mafika Engineering has achieved numerous significant advancements in the sector throughout the years.

In what is seen as a monumental collaboration, Mafika Engineering are the preferred partner to Bosch Germany in the co-development of Hydrogen Internal Combustion Engines (H2ICE) engines, which positions the entity at the forefront of and industry transformation.

This strategic partnership is poised to disrupt the sector, aligning with the urgent imperatives of carbon neutrality and the circular economy.

Furthermore, their groundbreaking contributions haven’t gone unnoticed, as Mafika Engineering have been recognised by the World Engine Remanufacturers’ Association (WERC) as the world’s largest independent OEM agnostic HHP engine rebuilder.

However, for all the wins and recognition, there are still a number of challenges faced by Mafika Engineering and the sector as a whole.

These intricate challenges span both global macroeconomic shifts and industry-specific nuances. Among the broader concerns, fluctuating commodity prices, pressing sustainability needs, and increasingly stringent environmental regulations have forced companies to rethink their operational paradigms.

Delving deeper, the industry also grapples with tangible issues such as global supply chain constraints, lack of consistent equipment supply, and serviceability challenges. Equipment downtime, compounded by extended lead times, amplifies the pressures, making operational efficiency a significant hurdle.

”Enhancing the perplexities, the dominant market presence of select OEMs has historically introduced certain challenges related to supply, serviceability, and pricing. The traditionally long delivery schedules and premium pricing often associated with these entities have previously placed resource and profitability pressures on mining companies.

Epstein articulates on this subject: ”In this intricate landscape, Mafika Engineering’s strategic response has been multifaceted and mindful of the existing market dynamics. Our innovative solutions proactively address the issues of equipment downtime, supply chain bottlenecks, and serviceability problems without casting aspersions on established providers. We consider ourselves not merely an alternative but a robust and supportive entity that complements existing supply chains, ensuring punctual deliveries, competitive pricing, and exceptional quality. Our interventions are designed to bridge supply gaps, augment serviceability, and propel operational efficiency, empowering the mining sector to circumnavigate these challenges with agility and resilience.”

In terms of growth potential, Mafika Engineering stands on the precipice of an expansive growth journey, underpinned by a confluence of global interest, service diversification, and deepening market relationships.

At the heart of this growth is their unique value proposition: unparalleled turnaround times, industry-leading expertise in High Horsepower (HHP) Cummins and Caterpillar engine rebuilding, and an unwavering commitment to quality.

Epstein explains: ”Our association with RMB Ventures catalyses this potential, infusing us with the strategic insights, resources, and operational scale needed to realise our vision. As global inquiries pour in, we find ourselves actively forging partnerships across different continents, reflecting our burgeoning reputation as the preferred choice for high-quality engine rebuilding worldwide.

”With our unmatched lead times and benchmark-setting quality, Mafika Engineering is poised to redefine the global landscape of HHP engine rebuilding. Our aspirations extend beyond just market leadership; we are resolutely on course to be recognised as the high-quality engine rebuilding factory of the world. This global prominence, coupled with our agility and dedication, assures us that the horizon of growth and influence for Mafika Engineering is vast and luminous.”

Building a legacy at Mafika Engineering

According to Epstein, Mafika Engineering’s aspirations reach beyond the confines of mere business success; it intertwines itself with the essence of societal impact and transformative leadership.

Therefore, their vision is to etch an enduring legacy that resonates both within the mining sector and the broader communities the entity touches.

This, Epstein believes, can be achieved by ensuring the following:

Innovation: ”In a rapidly shifting mining industry, Mafika Engineering endeavours to be the flag-bearer of transformative change. We’re steadfast in our mission to not only meet industry standards, but elevate them. A culture of innovation permeates our very ethos, driving us to introduce groundbreaking solutions that will redefine the sector for years to come.”

Sustainability: ”Our environmental commitment is not just a corporate responsibility—it’s a pledge to future generations. In all our undertakings, sustainability remains central. By passionately advocating for the principles of the circular economy and sustainable remanufacturing, we demonstrate that business growth can and should be harmonised with ecological stewardship.”

Service Excellence: ”At the heart of our envisioned legacy is an unwavering commitment to service. We aspire for the Mafika Engineering name to be emblematic of trust and excellence, reflecting our dedication to fulfilling, if not surpassing, our stakeholders’ expectations.”

Ethical Leadership: ”Beyond the bounds of commercial pursuits, we value the essence of principled leadership—charting our journey with integrity, honesty, and transparency. We believe that true leadership is rooted not just in guiding an organisation to success, but in doing so with ethical fidelity.”

BEE Accreditation and Transformation: ”Integral to our legacy aspirations is our aim to redefine industry standards for inclusivity and diversity. In the wake of our merger with RMB Ventures, Mafika Engineering’s horizon expands towards becoming a Majority Black Woman, Designated, Youth Owned enterprise. Aiming for a Level 2 BEE rating is more than a target—it’s a testament to our commitment to engendering industry transformation.”

Building on the above, much of the legacy that Epstein wants to see become a reality revolves around community empowerment and charitable partnerships.

According to Epstein, Mafika Engineering’s heart beats in harmony with the communities they form a part of. This is illustrated by their strategic partnerships with empowerment entities that are torchbearers for positive change in South Africa.

One such torchbearer is Project Literacy, a revered NGO that’s been championing education for over 50 years. Project Literacy stands as a beacon of hope for many young black women with its comprehensive programmes aimed at literacy and empowerment. The impact of this organisation is profound and far-reaching.

Another key partnership is with Support Teacher Empowerment Trust (STET). With a laser focus on promoting STEM education among young black women, STET is pivotal in shaping the next generation of Science, Technology, Engineering, and Mathematics educators. Beyond bursaries, they offer invaluable mentoring and support, ensuring these women not only receive an education, but thrive in their chosen fields. Additionally, their commitment extends to empowering township teachers with technological know-how, ensuring they can more efficiently serve their students.

”In celebrating these partnerships, we acknowledge the immense and meaningful value they infuse into broad-based communities and South Africa as a whole. Their work aligns seamlessly with our own aspirations for societal upliftment and progress,” Epstein avers.

”In summary, Mafika Engineering’s legacy vision is holistic—ranging from groundbreaking innovations in the mining sector to transformative societal impacts. We desire to leave an indelible mark that transcends the realms of business and deeply touches lives, landscapes, and future horizons.”

The Future of the Sector

Moving toward a more resilient and sustainable future, Mafika Engineering harbors a deep-seated aspiration to not only observe a comprehensive commitment to sustainable and eco-friendly practices within the sector but also to spearhead a transformative shift that aligns industry standards more closely with global environmental and ethical expectations.

Achieving this necessitates a delicate balance between fiscal growth and environmental conservation and includes:

• • Enabling Independence and Choice for Mining Companies: ”Over the years, mining corporations have navigated through the relatively limited options and structured frameworks offered by some predominant Original Equipment Manufacturers (OEMs). These conditions occasionally implied premium pricing and elongated delivery timelines, which sometimes strained mining operations. Mafika Engineering, fortified by innovative strategies and world-class competencies, emerges as a glimmer of hope and positivity in this context. We offer mines a compelling choice, providing a trusted alternative that doesn’t compromise on quality or reliability. By fostering an innovative approach, we aim to restore a degree of choice and operational independence to companies, enabling them to make decisions that cater optimally to their interests and financial health.”
  
• • Introducing Competitive Dynamics and Setting New Benchmarks: ”The narrative is evolving where established OEMs held substantial influence over timelines and costs. Mafika Engineering has introduced a new chapter of competitive pricing, timely turnarounds, and unparalleled quality to the sector. Our presence in the sector serves to offer an alternative, ensuring that mining companies have more options to consider when making crucial operational decisions.”
  
• • Propelling Disruptive Innovation: “In an industry primed for evolution, Mafika Engineering symbolizes the avant-garde of change. Our progressive approach and unyielding quest for excellence serve as a powerful catalyst for the innovative vigour that the mining sector has been eager to embrace. With our top-tier services and solutions, we are redefining the feasible boundaries of the industry.”
  

In conclusion, Epstein unveils his and Mafika Engineering’s multifaceted vision for the future of the mining industry.

“It envisions an environment where sustainability is standard practice, where innovation consistently nudges boundaries, and where mining companies are endowed with choices and opportunities that fuel both profitability and ecological stewardship. Mafika Engineering takes immense pride in leading the charge on this transformative journey,” he concludes.

And we anticipate documenting more of your journey in the ensuing years.”

Ralph Staniforth

A world-first marvel of engineering

In mid-2023, Mafika Engineering achieved an extraordinary feat when they unveiled the colossal zero-hour rebuilt Cummins QSK78 engine.

The QSK78 engine, which is a remarkable V-18 originally crafted by the Industrial Power Alliance (IPA) technical joint venture between Cummins and Komatsu, is designed to power haul and mine trucks with up to 400 ton payload capacities.

The Mafika QSK78 engine demonstrated exceptional performance during extensive dynamometer testing. It achieved an astounding output of approximately 3 500hp and 12 500nm, meeting all specifications with flying colours.

This powerhouse will be powering the mighty 250t Komatsu 960E ultra-class haul truck. As Komatsu's largest and highest payload capacity haul truck, it offers an impressive capacity of up to 360 short tons (327 t). (Graydon Epstein)

The benefits of remanufacturing

Through remanufacturing mission critical engines for its customers, Mafika Engineering allows its customers to participate in the circular economy. Remanufacturing offers mining houses an opportunity to recycle existing resources, restoring the efficiency and output of their equipment at a lower price for OEM-comparable quality.

Globally, remanufacturing has been receiving growing attention and the heavy machinery industry strives to not only extend the life of high value mining assets, but also reduce waste and emissions. The environmental benefits of sustainable remanufacturing are numerous, including reduced consumption of raw materials, reduced energy consumption during the remanufacturing process, and significantly reduced waste sent to landfills.

There is also a positive impact on power consumption. Studies show that rebuilt engines need 50% less energy to produce compared to a new engine, with annual energy savings by remanufacturing worldwide equal to the electricity generated by five nuclear power plants or 10.7 million barrels of crude oil. (RMB Ventures)

A Green Alliance: RMB Ventures backs Mafika’s sustainable revolution in mining equipment

Prioritisation of ESG strategies, responding to climate change and accompanying physical and transitionary risks, pressure from internal and external stakeholders and growing investor interest in responsible mining have led to the growing importance of sustainability in the mining sector.

 The global mining industry is on a transformative journey toward becoming more sustainable and playing an integral role in environmental stewardship.

Realising this vision for a greener future requires collaboration, targeted and innovative funding solutions and the expertise to advance the mining sector’s efforts towards carbon neutrality and circular economy practices. RMB’s Sustainable Finance and ESG Advisory team (climate/carbon, environmental and social experts with financial expertise) partners with clients to understand and advise on their sustainability strategies and support the transition to a more climate resilient, lower carbon and sustainable, socially inclusive economy.

RMB Ventures, the private equity arm of FirstRand, has acquired a 45% equity stake in Mafika Engineering, a home-grown South African success story that is advancing sustainability in the mining industry through its innovative approach to the circular economy. RMB Ventures brings essential financial and strategic support to Mafika in this ground-breaking alliance, which is founded on shared values and a vision for a market leading sustainable, ethical, and profitable mining industry.

The power of Mafika and the circular economy

Over its 20 years of operation Mafika Engineering has, according to Director Graydon Epstein, continued to stand out as a beacon of progress in sustainable mining practices. Its expertise in ‘zero-hour’ rebuilds of high horsepower (HHP) engines aligns completely with the industry’s sustainability goals as, says Epstein, “Mafika doesn’t just commit to sustainability on paper, it delivers on its promise with tangible and continually evolving applications.”

By specialising in the rebuilding of end-of-life mining and off-highway engines, Mafika not only retains the value of these valuable assets, but also diminishes the demand for new raw materials. The company’s approach is uniquely OEM agnostic, enabling the refurbishment of engines from all leading OEMs in the mining sector. This focus not only aligns with the SA DTIC Industrial Policy Action Plan but also resonates with broader sustainability objectives such as the SA Department of Transport Green Transport Strategy. Although Mafika’s core expertise lies in servicing the mining and off-highway sectors, its innovative practices are in tune with the transition toward new energy solutions, as emphasised in NAAMSA’s White Paper released earlier this year.”

Epstein shares a further evolution in the journey toward carbon neutrality: A forthcoming collaboration with Bosch Germany focused specifically on hydrogen technologies.

This partnership aims to retrofit existing diesel engines in mining and off-highway equipment to run on hydrogen and hybrid solutions. This initiative is particularly timely, aligning seamlessly with the sustainability agendas of major mining corporations like Anglo American, BHP Billiton, and Rio Tinto, who are actively seeking clean transportation and decarbonisation solutions as cornerstones of their climate transition strategies.

Financial acumen that champions sustainability

The future of mining hinges on innovation, collaboration, and shared commitment to sustainable practices. In supporting the sustainability strategy, the RMB sustainable finance team will be working with Mafika and the RMB Ventures team to support product development, client positioning and structuring sustainable financial products. RMB’s partnership with Mafika is testament to its belief in home-grown innovation and ingenious, high-impact sustainability interventions.

According to Nigel Beck, who heads up RMB’s Sustainable Finance and ESG Advisory team, common ESG challenges in the mining industry include energy supply, decarbonisation and carbon taxes, water treatment, mine rehabilitation, community development, and health and safety. “RMB brings a strong legacy of expertise in advising and structuring sustainable finance products (including green, social, and sustainability linked loans/bonds as well as sustainable supply chain finance) giving us the ability and appetite to provide integrated solutions to these complex problems for Mafika and its clients.”

Beck is excited about working together on supporting the mining industry in its carbon neutral/net zero ambitions through transition finance resulting in reduced emissions, efficient resource utilisation through the circular economy, and enhanced profitability. “This transition will create lasting value for the industry, the environment, and the communities we serve.”

The future of artisanal and small-scale mining

Artisanal and small-scale mining can contribute to
economic growth and job creation, writes Ernest Mulibana

 Recent public debates triggered by the tragic incidents linked to illegal mining not only lifted the lid on the debilitating effects of this phenomenon, but also promoted mischaracterisation of the scourge as “zama-zamas”.

Illegal mining is nothing but a criminal activity. There are no two ways about it. It is a criminal activity that not only compromises the health and safety of communities in which it occurs, but also puts at risk the integrity of our infrastructure and undermines our national security.

The illegal miners who are incorrectly dubbed zama-zamas are armed to the teeth and ready to fight and kill anyone who stands in their way. It is clear that their activities have nothing to do with putting food on the table, but pure criminality that bleeds our economy and often trample on the human rights of various communities.

This cannot be characterised as zama-zama efforts. It was actually deplorable to hear some calling on the government, specifically the Department of Mineral Resources and Energy (DMRE), to “legalise” such operations. It would be a travesty on the rule of law to even think of embarking on such an illogical exercise.

Whilst the fight against illegal mining activities is championed by the government’s justice, crime prevention, and security cluster, the DMRE and other stakeholders, including community members and civic organisations, can contribute in the efforts to eliminate the scourge.

To this effect, the DMRE’s contribution is currently two-fold.

Firstly, the department is committed to rehabilitate all the 6 100 derelict and ownerless mines in the country. In a peer-reviewed article published by the Massachusetts Institute of Technology (MIT) Press, the University of Cape Town’s scholar Francis Wilson records that mining activities in South Africa began shortly after the discovery of diamonds in 1867. That is more than a century and a half ago.

As a result, there are many mines and shafts that were left derelict and ownerless, giving the current government no choice but to take the responsibility to seal off and rehabilitate the areas that were mined more than 150 years ago. This is certainly a tall order particularly given that it will cost an estimated R49 billion to successfully rehabilitate those mines.

Notwithstanding the limited financial resources, the DMRE has set aside a budget of R140 million per annum to rehabilitate at least 120 mine shafts, with priority given to asbestos mines. Although the targeted number of mines to be rehabilitated might appear insignificant, it is work in progress and the department is making some inroads, and all the derelict and ownerless mines will be eventually sealed off.

Secondly, the DMRE is currently implementing the now widely talked about artisanal and small-scale mining (ASM) policy. The policy came into effect following its approval by the Minister of Mineral Resources and Energy, Gwede Mantashe, in March 2022.

It seeks to formalise and enable the ASM industry to operate optimally, and ensure that the sector is sustainable and contributes to the economy through taxes, job creation, and royalties.

This is a government intervention that has been widely accepted and supported in the mining industry, as it promotes operations that are undertaken in an environmentally responsible manner, and without undermining the health, safety, and security of other people.

As with many other policies, the development and finalisation of the ASM policy followed a rigorous process of public policy making. This involved robust consultations with the mining industry and interested parties. Therefore, the ASM policy is undoubtedly a programme that should uplift communities by creating business and job opportunities exclusively for South Africans.

As part of the policy development process, an important matter that technocrats grappled with was in relation to the definition of artisanal and small-scale mining. Although literature suggests that there may not be a single internationally agreed definition of ASM, it is accepted that every country tends to define ASM cognisant its socioeconomic circumstances.

To this effect, South Africa’s ASM policy distinguishes artisanal activities from small-scale operations, and defines them separately. In terms of the policy, artisanal mining means traditional and customary mining operations conducted using rudimentary mining methods, manual or rudimentary tools to access mineral ore that is usually available on surface or at shallow depths.

I usually give an example of Mama Dlamini who, using a pick and shovel, manufactures bricks along a river bank with a sole purpose of earning subsistence for herself and her family. Whereas Mama Dlamini might be unknowingly in contravention of Section 24F of the National Environmental Management Act, she poses no harm to the people in the community.

Unlike the criminals we read about in the media, Mama Dlamini’s intentions are pure and she would not run away when approached by fellow community members, let alone members of the South African Police Service.

Mama Dlamini can be characterised as a zama-zama, must be assisted with an application for a permit as envisioned in the ASM policy to ensure that her operations are conducted within the ambit of the law.

The ASM policy goes on to define small‑scale mining as prospecting activities or mining operation which does not employ specialised mechanism, technologies, chemicals or explosives.

Essentially, artisanal and small-scale mining operations are conducted by individuals, groups, families or cooperatives with minimal or no mechanisation. It is for this reason that the DMRE offers limited financial support for machinery and equipment, as well as financial provision for rehabilitation purposes.

The Department also provides non-financial support through training on various aspects such as mineral production and financial management. After all, an artisanal and small-scale mining operation must be a business that generates revenue and ultimately contribute to the country’s economy and job creation efforts.

Currently, the department has embarked on a series of workshops aimed at sharing information with aspirant participants in the ASM sector, particularly in Gauteng, Limpopo, Mpumalanga, and Northern Cape provinces. An important question that gets answered in these workshops is: How does one get a permit to participate in the artisanal and small-scale mining?

The permitting regime outlined in chapter four of the policy is congruent to Section 27 of the Mineral and Petroleum Resources Development Act (MPRDA), through which a permit can be issued if the mineral in question can be mined optimally within a period of two years, and the mining area in question does not exceed 1.5 hectares.

Whilst the workshops are ongoing, the department is also in the process of finalising applications for assistance (financial and non-financial) and successful applicants will be announced in due course.

These are but some of the interventions through which the DMRE contributes to alleviating the scourge of illegal mining while empowering South Africans to meaningfully benefit from our country’s natural resources.

Ernest Mulibana is the Director: Media Relations and Content Development, Department of Mineral Resources and Energy.

The digital transformation of
the mining industry

There is general agreement across the world: Transformation is vital if the mining sector is to thrive and grow with the times. Andre Walters investigates...

It is said that digital transformation in mining involves “the integration of digital technology into all areas of a mining company, optimising operations and value delivery”.

Our daily lives depend on minerals and metals. We need them for almost every component of the world we are building. Mined materials are used to create batteries, solar panels, and wind turbines. The demand is here and it is growing along with these technologies.

Mining has both negative and positive effects on our lives.

Positively, the extraction and processing of minerals contributes to the expansion of the industrial sector, diversification of the economy, and the enhancement of productivity. This is achieved by providing essential raw materials for manufacturing, construction, and energy production—and mining acts as a catalyst for economic progress.

Negatively, having to work underground in dangerous environments is described as one of the toughest jobs you can find and it also impacts directly on our environment.

It is also said that a business transformation framework should include the following:

• • Strategy and planning for the future—knowing where you want to go and how to get there.
  
• • Who is going to lead us and show us the way?
  
• • How are we going to do it and what will it take?
  
• • How are we going to get it done?
  
• • What are we going to need to do it?
  
• • Who else, and what, can we work with to achieve mutually agreed goals?
  

Our editor has also asked us to look into the informed public chatter that one can read on the topic and we have also researched the internet while doing so. As a result, we will give you the names of the people we have come across who are knowledgeable and who have written very well about it.

We will start with Siemens, a leading digital specialist company, which says: “With our data consolidation techniques, we create a digital thread of product and asset data that provides unparalleled insight and control over every aspect of mining operations. Our data-centric approach ensures that all stakeholders have access to accurate, real-time information, empowering them to make informed decisions, and improve overall business performance.”

Then there is also the world of politics. When they assumed power in April 1994, the ANC committed to transforming the South African economy. They prioritised the inclusion of black people in all sectors of our society. The mining sector, dominated by a few white conglomerates in the early 1990s, formed the bedrock of the economy and was seen as a natural starting point for this transformation objective.

Now, many years into democracy, the government is still grappling with the issue of transformation, with disgruntled and dissenting voices and actions becoming increasingly more prominent over time. In 2021, the Minister of Mineral Resources and Energy was dealt a huge blow when the High Court ruled that the Mining Charter was not a ‘law’, but rather only a ‘policy’. This finding has had significant implications, given that the Charter is not legally binding on mining companies. It blurs the transformation path going forward. Further, the rise of environmental and sustainability considerations will impact on the fate of the mining industry and, by association, the transformation agenda of that industry in South Africa (The Mining Charter is a broad-based Black Economic Empowerment Act for the mining and minerals industry).

The South African economy needs a transformed and flourishing mining industry. Of that there is no doubt!

The information above was partly extracted from an article written by Lynton Rangasamy. Equally, when one looks at the general chatter about the mining sector, one sees that many other specialists have also ‘chatted’ about ‘transformation in mining’.

Wesizwe Platinum (with the Bakubung mine in the Pilanesberg area as one of its flagship projects) says, for example: “In a democratic South Africa, where we are still in the process of addressing the ills of the past that have to do with race and ethnicity, we tend to neglect other issues relating to transformation.

“More often than not when we talk of transformation we seem to think it only refers to issues of skin colour. Transformation is multi-faceted, yes we cannot run away from the skin colour debate, it will always be there whether we like it or not.

“However, we have gender dynamics that also have to be put forth for discussion because they have a lot to do with what some would refer to as being natural; that a woman belongs in the kitchen, taking care of things at home. We then have age and youthfulness that can also be used to discriminate against the youth when it comes to experience that is linked to career progression.

“Religion is also used by people to advance hate and intolerance against the others and, whether we agree or not, this does find its way into the workplace. Mining has not only been viewed as a sexist industry in the past but it was one of the vehicles used to entrench divisions amongst people. The industry itself became the complete example of discrimination in South Africa. That makes the transformation journey a bit more intense for the industry, especially with the broader South African society still being on the same journey itself.

“The Mining Charter, however, is the policy put in place as the wheels of transformation in the South African mining sector (Department of Mineral Resources, 2010). Transformation has become one of the priorities for the industry, but the results are not showing any signs of progress in terms of change. This could be due to the fact that the government legislations can be hard on the sector. But individual companies still have their own policies, while some actions taken do not get recorded anywhere. As one of the primary employers in the country and a historically discriminatory employer, the sector needs to play a big role in the paradigm shift. Mining contributes largely as a buyer because of the large quantities they buy for production, also they supply raw materials such as iron ore and platinum to other sectors, which contributes a lot in the South African economy. This on its own should drive the industry to transform and to becoming inclusive when dealing with suppliers, especially those from previously disadvantaged backgrounds.

“Women leaders are needed in mining as one of the priority sectors of the South African economy. Gender transformation should not only be about meeting quotas but the future of the country. While talking safety at the mine, one of the female engineers at our currently being-built mine, once said, ‘If the mine could be built to be safer for women, it would be safer for everyone.’ This would not mean mining has become womanly compared to what it represents (a man’s world). It would simply mean the industry is growing and evolving into a better place for all. Transforming mining to be more receptive of women would not only benefit the female gender, but it would benefit the company and on a broader scale, the economy of South Africa. This would go a long way for the mining sector, considering the government legislation framework guiding the industry.

“The mining sector is at a pivotal moment in its history due to changes in technology that could transform the industry. While technology adoption has been slow over the past few decades, recent pressures from the COVID-19 pandemic, supply chain challenges, and falling commodity rates have accelerated the need to rethink how mining operations are performed.

“Digital transformation has the potential to help mining companies reduce their costs and improve profits.”

And then, also, an article written by Tefi Alonso points out that the mining sector is at a pivotal moment in its history due to changes in technology that could transform the industry. While technology adoption has been slow over the past few decades, recent pressures from the COVID-19 pandemic, supply chain challenges, and falling commodity rates have accelerated the need to rethink how mining operations are performed.

“Digital transformation has the potential to help mining companies reduce their costs and improve profits by streamlining their work processes and providing greater data insights to drive strategic decisions.”

And then, Amit Ganeriwalla, Saurabh Harnathka, and Nicole Voigt all say that “we are racing towards a Digital Future in Metals and Mining. Metals and mining companies are investing in digital technologies across the value chain, from operations to procurement to sales and marketing. Unfortunately, many of these investments have fallen far short of their potential. For example, BCG (a business consulting firm), says that according to the Digital Acceleration Index (DAI), the metals and mining industry is roughly 30% to 40% less digitally mature than comparable industries, such as the automotive or chemicals.

“On one level, it isn’t surprising that so many metals and mining companies struggle to implement digital transformations. Their workforces tend to be blue collar and are often less familiar with digital solutions than in other industries; they frequently operate in remote locations with poor network bandwidth and where the rugged terrain makes deploying digital sensors difficult. There also can be cultural resistance to incorporating digital into processes that have been established for more than a century—automation that could lead to workforce redundancies.”

To solve the many problems that beset transformation, digital leaders are said to have embraced an operator-centric approach based on the following attributes:

Customised solutions

“Each plant or mine has unique characteristics: the ore body, the manufacturing process and related technical capabilities, the quality of raw materials, and even the skill of the operators themselves, to name a few. Yet, according to the DAI survey, only 25% of metals and mining companies use customized digital solutions. The rest deploy far less effective off-the-shelf products.”

Agile implementation

“Another reason for the execution gap is that large digital systems are typically deployed using a traditional waterfall methodology, which doesn’t regularly incorporate user input. As a result, products sometimes don’t match users’ expectations and timelines are delayed.”

Sustainability

“Companies must sustain these digital solutions over time, even as operating regimes change and raw material quality varies. Some digital leaders have established digital Centers of Excellence and are up-skilling shop floor operators to help design and maintain solutions over the long term.”

Value data assets as much as physical assets

“The value of data in digitally advanced industries such as banking and retail is obvious. But for many metals and mining companies, investments in data-capture technologies are still viewed as little more than an additional cost. According to the DAI survey, only around 10% of the industry views data as a corporate asset.”

They also say that a single mine or plant can potentially generate huge volumes and varieties of data every second.

“Even if players solve data capture challenges, they must still address storage and network infrastructure issues. Storing all this data would be expensive and unnecessary, since only a limited amount of data is truly useful—anomalous data related to machine breakdowns, for instance. What’s more, the network infrastructure in many remote operations is not strong enough for real-time storage.”

Clearly, there is general agreement across the world: Transformation is vital if the mining sector is to thrive and grow with the times. But it is also clear that not everybody is climbing on board this ship that is departing from the shore at a tremendous rate.

Andre Walters is a veteran broadcaster.

Understanding the landscape

The mining unions are clearly a force to
be reckoned with, writes Andre Walters

 There can be no doubt—many voices are being raised at this time in South Africa, also in the Mining Unions, in what is presenting itself as an angry anti-ANC outrage. It could just be a case where opportunistic politicians are using the looming elections in our country as springboards for their purely politically-based comments. However, it does sometimes seem—too often, it would appear—that there might be some credibility in several of even the most outrageous claims that are being made about the challenges that we are being exposed to as our country struggles to survive; and sometimes we are said to be doing so in circumstances that seem to be very obnoxious indeed.

Some of the voices that are doing much of the lambasting are heard from surprising sources, and they are expressing a growing sense of abandonment.

This can also be seen in the outraged outcries that appear in many social media posts and that seem to be gripping the attention of people from all over our country.

One of these voices is that of the Association of Mineworkers and Construction Union (AMCU)’s President, Joseph Mathunjwa. He is, as a leader, speaking out in no uncertain terms against what is happening in our country today. For example, he is reported to have said that the voices of the people have been left behind and that South Africa was more functional during Apartheid under white people, than it currently is. His impact in the arena of Union Mines can certainly not be underestimated.

Mathunjwa was born in Amathikulu in northern KwaZulu-Natal, and his first job was as a Laboratory Attendant in 1986 at Rand Coal, where he earned between R300 and R400 a month. His interest in trade unions came when he was outraged to see people being retrenched without companies making any effort to save their jobs. The first retrenchment that he fought through the Labour Court was at BHP Billiton in 2005—he won the case. That was, for him and AMCU, the starting point.

Joseph Mathunjwa did not mince his words while expressing how “South Africa, as a country, was more functional during apartheid than it currently is. Love or hate white people who were in power before 1994; they gave us a functional country. In as much as the Nationalist Party was cruel, they left us with a functioning state, and then the ANC, the corrupt ANC, took over.”

He was delivering his keynote address to scores of mine workers and community members who had made their way to another commemoration of the so-called ‘Marikana Massacre’.

In August 2012, mine workers embarked on a strike at Marikana to demand R12 500 pay from Lonmin Platinum Mine. Police opened fire on the mine workers and 34 people were killed. Mathunjwa called for the disbandment of the current Parliament; claiming that new leadership would bring back to black people what belonged to them. That was what the country needed. A decade later, those who have religiously attend the massacre’s yearly observance question why August 16 has not been declared a public holiday to commemorate the lives lost.

Mathunjwa says, “With the ANC in power today, we get no service. And that is because when they took over the country, they took with them nothing of value—no gold, no silver—they only took the political positions in their heads—with nothing else they could offer the country and its people.” He has also said that, since the arrival of democracy, South Africa has had several presidents, but with none of them ensuring the progress of “black people’s lives”. He also spoke about how issues of unemployment, gender-based-violence, and crime had skyrocketed under the current governing party.

“Since 2013, regarding this annual commemoration, we have never been sponsored by white monopoly capital. We kept this going ourselves, as AMCU, to show them that we as black people can do things on our own.”

Mathunjwa said that the Marikana Massacre was an ‘unholy alliance’ between the state and capitalists and he called for the transformation of the SA economy. He renamed the fatal event as the ‘Sibanye-Stillwater Massacre’.

He also said, “It’s time the SA economy moved away from being extractive and, instead, empowered workers through industrialisation. What happened on 16 August, 2012, was carefully planned and orchestrated by the unholy alliance of the state and capital, to protect their interests. It transformed a democratically-elected government into a fascist state.”

Sibanye had acquired Lonmin’s operations nearly seven years after the event in June 2019.

But, in his remarks, Mathunjwa said that Sibanye-Stillwater was no different to its predecessor, using the same “modus operandi”.

“We previously said it is wrong to call it the ‘Marikana massacre’. Marikana only refers to the place where it happened, and not the responsible party, which was Lonmin. We said it should be called the ‘Lonmin Massacre’. But now Sibanye-Stillwater has been given Lonmin as a trophy for their exploitation of workers’ rights.”

The Sibanye-Stillwater senior vice-president, James Wellsted, said Mathunjwa’s remarks on Sibanye-Stillwater’s involvement were “clearly spurious and disingenuous”.

Wellsted is also quoted as saying: “Sibanye-Stillwater did not even exist in 2012, when the tragic events at Marikana unfolded and, other than the recent acquisition of Lonmin by the group, to try and imply a link between Sibanye-Stillwater and those events is absurd.”

Advocate Dali Mpofu SC, who is representing 349 miners who survived the police’s fatal shooting of 34 of their colleagues in 2012, has said that the civil claim against President Cyril Ramaphosa, Sibanye-Stillwater Mine, and the government was one he and his legal team would fight till the end. While he addressed the scores of people at Marikana, Mpofu said no money would ever be enough to ease the pain of those who lost their loved ones on that fateful day.

“We do not just want money,” he told the crowd. “We want this area, the Marikana Koppie, where lives were lost, to be fenced, respected, and honoured. Secondly, we want a monument with the names of those whose lives were lost erected here, and lastly, we want you all to ask for forgiveness.”

The leader of the One SA Movement, Mmusi Maimane, who also attended a Marikana-remembrance event, said: “If as a country we were on a quest to fix the history of mining in the country, there shall never be mine ownership in the country without those who mine being a part of it.”

Mathunjwa continues to lead the union’s 60 000 members in the platinum sector to the “kingdom of heaven” at their respective mines where their demand for more just salaries from their employers is being contested.

“We need a new order, a new way of dealing with the economy of this country. We cannot be fed with the aroma of democracy when other people are eating it. We believe that these demands are realistic in the current environment and to address the socio-economic needs of mineworkers,” Mathunjwa said during a media briefing in Johannesburg.

Mathunjwa said the Platinum Metals Group (PGM) Mines have made billion-dollar profits in the last year, but that South African miner, Lonmin, acquired by Sibanye this year, is offering workers much lower wages compared to the other mines.

He is also quoted as saying, “Go and look at Nkaneng and different spaces where these Mining Houses are mining. It’s appalling: the conditions of the people who are living in these areas. The same Nkaneng has no streetlights, no tarred road, no water and no formal accommodation. There is nothing at all, and you look at how much the CEO’s are earning. They are earning more than the State President—can you believe it?”

But the AMCU leader has acknowledged that while there has been some progress, it is not an easy or smooth process: “There is a slight shift on the conditions of employment in salaries, but it never came on a silver platter. We still have to sacrifice to change the conditions of employment. But in general, the lives of mine workers haven’t changed. Workers are still killed every day without any consequences to the bosses of the mines. Therefore, one cannot say in general there is a noticeable change. Mining was created on the backdrop of exploitation.”

AMCU is also on record as saying that a Sibanye-Stillwater’s wage offer was an insult to workers. Mathunjwa apparently also said that the merger between Sibanye and Lonmin, which was finalised earlier that year, had left workers at a disadvantage. He also said that the Sibanye-Stillwater’s wage offer was an insult to workers and a provocation for a strike. The merger between Sibanye and Lonmin, which had been finalised earlier that year, had left workers at a disadvantage, while Lonmin executives walked away with exorbitant severance packages.

It has not been an easy battle for AMCU: the Labour Department threatened to de-register them for failing to comply with sections of the Labour Relations Act, which requires the submission of audited financial statements and the holding of regular elective conferences.

However, they did concede a little bit: “The registration process—we are engaging with the Department of Labour and we are in a very progressive trajectory of which we believe we’ll find each other very soon.”

Impala Platinum has also been on the firing line for AMCU, which has warned the company against job cuts. Mathunjwa said that members of his union would go on strike for a year if Impala Platinum carried out their plans ‘to cut up to 13 400 jobs’.

But it is not only AMCU that is up in arms. The Mineral Resources Minister, Gwede Mantashe, lashed out at Gold Fields’ plans to cut 1 100 permanent jobs at its loss-making South Deep mine.

There was also a march by AMCU to the Union Buildings, which is said to have been marred by Mineral Resources Minister Mantashe’s decision to leave the venue without receiving the union’s memorandum of demands.

Not surprisingly, that made Mathunjwa go even further. He called Mantashe “a horrible minister”, while taking a swipe at Mantashe for leaving like that and suggesting that the minister could not bear to witness how AMCU had grown into a giant union at the expense of NUM.

He also took a swipe at President Cyril Ramaphosa, saying he is no different from former President Jacob Zuma.

AMCU has certainly been on a roll: There have been similar AMCU marches in the Free State, Limpopo, and in Durban. The Mining Unions are clearly a force to be reckoned with and we will keep on hearing from them. Is that ‘Good’ or ‘Bad’? Only time will tell.

Andre Walters is a veteran broadcaster.

Mind the Gap

A well-known fact about mining businesses is that they are highly susceptible to the cyclical nature of commodity supply and demand–something unlikely to change

 When examining the general downward trend of commodity prices over recent years, uranium yellowcake has been a notable exception, with a recent upward trend. Gold has remained relatively stable, but platinum group metals (PGMs) and copper have seen a substantial decline from the highs achieved in early 2021.

Bulks such as manganese ore, bauxite and specifically coal, are materially down from the peaks reached late in the COVID-19 pandemic, while chrome has not regained its pre-2017 commodity crisis levels. Many operations, particularly across Southern Africa, are currently facing significant challenges. These stem from Transnet’s logistical obstacles, amplified post-COVID-19 production cost escalation, and declining commodity prices. Mines are now prioritising cost control and aligning production with sales projections, placing the onus on production teams to meet strategic goals amidst market pressures.

Bridging the gap

Whenever you travel on the London subway there are signs that warn you, “Mind the Gap”. In recent years, the disparity between strategic mining plans and the practical, implementable mining plans accessible to mining operational teams, has grown considerably. This gap subsequently fosters widespread uncertainty within the execution environment i.e., what must be done and the “how” of what must be done practically. In the same vein, while most mining organisations do adhere to well-defined planning horizons and put notable effort in producing these plans–in a sequential manner and at specific intervals, they often lack practical guidance. At Ukwazi, we strongly believe that when a plan serves as basis for evaluating a mine’s performance or the performance of its operational team, it should be tailored for those specific purposes; aligning with the business’ strategic objectives while also providing clear, instructional and practical guidance. Simply put, it must extend beyond providing spatial guidance alone.

Closing the gap

As you increase uncertainty by imposing top-down strategic models for operational control, frustrations will mount, and needless stress will burden an already demanding production environment; making it progressively difficult to retain outstanding operational and mining management teams.

As such, the uncertainty gap between organisational objectives and operational targets needs to be reduced by developing pragmatic and cohesive mining budget plans that are audience-driven and outline sufficient practical requirements. It should be all about creating certainty. The result? A production team well positioned to perform in line with their respective performance indicators and organisational incentives.

So, how do we effectively close the gap? Well, ultimately mining engineering and mine planning constitute pivotal technical and organisational disciplines. The effective implementation of the budget mine planning horizon requires active engagement from the intended audience, the operational team in this case, and a technical team that has insight into the strategic objectives of the mine, and an in-depth understanding of the sequential nature of mine deployment. Further to this, the operational teams should receive outputs that equip them with the practical tools needed to adequately meet their requirements. At the end of the day, cultivating this collaborative approach should be a standard practice in every mining organisation.

Mining and education

Andre Walters takes a look at what is required in
terms of education and training in the mining sector

 There can be no doubt—mining is a hazardous occupation, with very many people going underground in conditions that are often unstable. That is why it is life-saving and important that miners are properly educated about how to deal with underground dangers. The tragedies we hear around the horrendous Zama Zama (illegal mining) disasters are just one example.

Before training can be competently planned, it is vital that educators are made to understand as much as possible about all the careers that are involved in the mining industry. These careers vary greatly.

Here are some examples:

• • Electrical and Mechanical Engineering
  
• • Geologists
  
• • Geological Assistants/Technicians
  
• • Mine Surveying
  
• • Surveying Drawings
  
• • Sampling
  
• • Assaying
  
• • Ventilation
  

It is believed that South Africa’s mineral reserves are unequalled in the Western World. The variety and quantity of our mineral products, of which many are strategically important, and the size of the mineral industry’s research programme, are said to make South Africa one of the greatest mining countries in the world.

Mining is all about creating shafts and tunnels, sometimes even very deep undertground, which have to be designed according to geological information that is obtained from drilling. Shafts also have to be designed to handle the volume of air that will be needed to protect that environment and to handle the total tonnage of mined minerals, materials, and workers in those very confined spaces. The challenges they have to deal with vary from pressure, the circulation of fresh air, the cooling down of warm working places, and the draining and pumping of water, to cementation. These are all just some of factors that have to be kept in mind in order to, for example, prevent the invasion and infiltration of water.

Here is a list of some of the careers that must be filled to make mining safe and possible:

Mining Engineers

Very specialised training is necessary to qualify as a mining engineer. They must design the best mining method for any specific ore-body and geological conditions. The latest technology in the computer field is used to design the safest and most economic mining methods. Mining engineers plan and control the production processes to ensure a continuous feed of minerals and it calls for underground work on a daily basis.

Electrical and Mechanical Engineering

A large percentage of the employees on a mine are concerned with the design, construction, and maintenance of machinery and equipment.

Metallurgy

The process of extracting metals from the ore is an essential part of mining. Metallurgists are therefore trained to refine the metal and ultimately blend it with other metals and to meet the alloy requirements of modern industry. Many metals are encountered in South Africa’s mineral deposits, like high-grade platinum, iridium, rhodium, ruthenium, nickel, copper, gold, and silver. All of these require specialised knowledge and treatment.

Geologists

Because most minerals occur in specific settings, geologists have to find the deposits and they do it according to definite procedures that have to be studied and used. They use instruments and apply sensitive principles, such as electromagnetism, shock waves, and radioactivity to determine if certain minerals are present at any given location. They can even use observations that are made by sensory devices that work from orbiting satellites. Exploration geologists are those that are engaged in the search and evaluation of new ore-deposits, while mining geologists are involved with daily duties in the geological departments on the mines.

Mine Surveying

It is vital that all excavations are surveyed before they take palace, like the direction and location of tunnels and underground excavations, as well as the location of all excavations and the permanent installations that need to be planned. This calls for the updating of plans and section drawings according to the regulations published in terms of the Minerals and Regulations Act. These specialists are also responsible for the sampling department, ore assessment, ore quality control, and development. They measure the quantity of ore which is excavated by the mine contractors. This work is demanding and has to be done accurately.

Survey Drawings

Draught workers are responsible for the preparation and composition of all the plans that are required by the Minerals and Regulations Act. Insight into coordinated Geometry and basic trigonometry, accuracy and neatness is therefore essential.

Sampling

Samplers are trained to take ore samples in order to establish the degree of the mineral content. All measurements concerning the channel-width and the mineral content of ore-bodies are recorded and correlated by the sampler, in order to keep record of all the values in a reef. The training courses for samplers are said to be very much the same as the ones that are followed by the surveyors.

Assayers

These workers are responsible for the laboratory analysis of ore samples to ascertain their mineral contents and their potential value.

Ventilation

This is a vitally important part of any mining operation, since they go underground where there is often little breathable air. Therefore air-flow, heat, humidity, and dust control are the objectives. This means that ventilation in a deep mine is about the need to drive immense volumes of air through networks of shafts and tunnels to maintain a healthy working environment. With mining occurring at increasing depths and since the hazards of rock temperatures, and subsequent heat, increase underground, the responsibility of the ventilation officers becomes critical to ensure a healthy working environment.

Personnel in the ventilation department are also responsible for determining:

• • Dust, noxious and flammable gasses, temperature, humidity, noise, and illumination;
  
• • The mine’s ventilation: the quality, distribution, and usage thereof; and
  
• • The mine’s water reserve: quality, distribution, and usage.
  

Mine Planning

All of the short, medium, and long-term planning has to be done for the mine’s operations. Basic plans are needed for excavations and layouts. When they have been approved, a detailed planning and scheduling of activities follows. These specialists also do measuring processes.

Winding/Hoist Engine-drivers

Thousands of mining workers are hoisted in and out of mines every day. Countless tons of rock, material, and machinery travel the same way. The key men in this operation are the winding engine-drivers. They are at the controls of powerful machines, which wind and unwind heavy hoisting cables. A code of bell signals is their means of communication, with a trained operator, who mans the conveyances.

Training Departments

The training function involves the development, presentation, and revision of a wide range of training courses for all employees at a mine. Lectures are presented to all employees to equip them to perform at their peak level of competence in their respective fields. They present all courses to the employees, monitor their progress and do follow-up visits to identify further training needs. Modern training techniques and equipment are used to facilitate learning.

Single Accommodation Managers

The appropriate policies must be followed in order to deal with labour disputes, grievances, and disciplinary hearings. The correspondence and records of each employee have to be accurate and this requires well-trained and organised personnel.

And then there are other requirements that the ordinary public seldom thinks of. These include food, which has to be ordered and provided daily on a 24-hour basis for thousands of employees. Hygiene is of the utmost importance and is not only applicable to the mining areas and the kitchens, but also the rooms, laundry works, and recreational areas.

Co-ordination and organisation are also necessary to entertain a large number of people in their leisure time. The organising of sports and tribal dance occasions involves a lot of training. Stock-taking, adherence to the Liquor Act, and the maintenance of order in the pubs are important.

Several well-equipped hospitals for mine workers are managed by mine financing companies. Not only do mine hospitals treat ill and injured patients, but they also aim to promote the general public health, thus providing a standard of training for their medical personnel.

Safe Work Procedures (SWPs)

SWPs are said to be a part of a mining operation’s risk management toolkit. They are a documented set of directions for a task or activity, and they provide workers with the safest and most efficient agreed-ways to perform their work. The implementation of the SWP relies on each worker following the requirements as set out in the official documents. SWPs are administrative controls and are said to be less effective than other controls, such as elimination, substitution, isolation, and engineering.

An SWP will typically contain an introduction that summarises the purpose for which the procedure was developed. Other elements include:

• • Scope: Detailing who the procedure applies to at the mine.
  
• • References: Information used in developing the document.
  
• • Definitions: Lists of words that are commonly used throughout the procedure.
  
• • Details of the procedure: Listing what is required for the task to be completed safely and efficiently.
  
• • Responsible Staff: The people responsible for implementing and maintaining the procedures.
  
• • Reviewers: The people at the mine responsible for authorising the procedures.
  

Some of the training approaches include the following procedures:

• • Classroom teaching: This is used to introduce detailed theoretical or conceptual information. This can assist with understanding the knowledge component needed to achieve competency.
  
• • Online training: This helps workers to become competent and experienced without having to go into dangerous environments.
  
• • On-the-job training: This is really an essential part of most training programs, providing a realistic work environment which develops the skills component that is needed to achieve competency.
  
• • Simulation: This process is about the rehearsal of practical skills under controlled conditions. It is designed to develop knowledge about the hazards and risks that are associated with the tasks, or procedures, that are needed under emergency situations.
  
• • Trainers/mentors and assessors: These people are also an essential part of the process. They need to be experienced and competent to be able to perform the tasks that they are assigned. Mine managers are advised to appoint trainers and assessors, or training coordinators, to help them to perform their training and assessment duties. Such appointments should be described in the mine’s record books.
  

To summarise, the information that needs to be provided to trainee miners must include:

• • Manuals provided by original equipment manufacturers (OEMs);
  
• • Operational policies, procedures and plans;
  
• • Applicable legislation, industry standards, and other guidance material;
  
• • Hazard, risk assessment and control measure information; and
  
• • Location of emergency equipment and services.
  

Mining training is essential, as we see from the disasters that occur when that training is not available, as is the case with illegal miners. One is led to wonder if there could be something that the government can do to perhaps subsidise, train, and legalise such miners once they have been sufficiently trained.

After all, the fact is that they are only delving into holes that have been abandoned by legal miners. They are desperately striving for survival while searching for materials that nobody else wants.

Andre Walters is a veteran broadcaster.

The plight of
women in mining

Women working in the mining industry should have the same opportunities open to them as men, and it must be safe to pursue them, writes Andre Walters

It would appear that women face great challenges in the mining field. This may have been one of the reasons for the establishment of a special and independent, volunteer-run, free-membership, and non-profit organisation for women in mining. It was established in 2010 and operates under the title, ‘Women in Mining, South Africa (WIMSA)’. They say that they provide an empowering network to support, inspire, and develop the progression of women working in the mining industry in South Africa.

What are the challenges of women in mining? It is said that one of the biggest worries women who want to work underground face is safety and, specifically, the risk of sexual harassment, even sexual violence, directed at them by their male colleagues and illegal miners. Underground conditions mean that women can often be placed in especially vulnerable circumstances.

In South Africa, the experienced researcher, Dr Martin Kaggwa, observed in 2020 that despite the progressive gender sensitive regulations in the mining sector, women still encounter challenges, such as a lack of career progress and discrimination in decision-making and remuneration.

Several mining companies have implemented gender diversity programmes and initiatives to increase female representation in their workforce. These programmes often involve targeted recruitment efforts, mentoring and networking opportunities, and training and development programmes that are designed specifically for women.

Therefore, raising the profile of SA women in mining is an important issue that involves quite a number of influential concerns. For example, the locally-based, women-owned company, Pinpoint Stewards, has committed itself to raise the profile of women in South African mining. This company, and its media partner, Mining Weekly, have combined their efforts to ensure equal reporting and visibility of women in leadership. The women-owned business has focused its efforts on growing the status of women, with at least three ‘Women in Mining’ conferences being held for the women that they have been involved with. Leadership, engineering, infrastructure, and innovation as the objectives with government and state-owned enterprises followed later.

Pinpoint Stewards’ co-owner, Ankia Roux, is quoted as saying: “It was once again a difficult task to find and pinpoint women leaders in the mining sector and while there has been some movement, it seems to be the same women climbing the ranks. We hope to change that by profiling new upcoming leaders in South African mining and at all levels.”

It is also said that the Minerals Council and its members has set stretched targets to double the percentage of women in mining by 2025—towards a 30% to 40% representation across the industry and 50% in management over the next decade, and that this can be achieved realistically.

It is encouraging that several leading mining companies have stepped into the breach by taking part in the various conferences to advance the interests of women in this industry. These companies include names like Impala Platinum, Anglo American Kumba Iron Ore, the De Beers Group, Exxaro, Sibanye Stillwater, and many other leading names that operate in the mining industry.

However, it is a fact that male workers have historically dominated the mining industry, which is a significant driver of economic growth and development in many countries, including South Africa. There has, it is said, always been a gender imbalance, with men traditionally dominating the workforce. However, in recent years, there has been an increasing recognition of the importance of gender diversity in the sector and the potential for women to make valuable contributions to the industry.

And here are some disturbing statistics: According to a 2020 report by the World Bank, women make up only 15% of the global mining workforce, with even lower representation in specific regions and subsectors. Moreover, this under-representation extends to leadership and management positions, where women hold just 16.9% of board seats in the top 500 mining companies globally.

However, it would appear, that from an economic standpoint, companies with higher gender diversity have achieved higher levels of productivity and innovation. This is particularly important in the mining industry, where competition is fierce, and companies are constantly seeking new ways to improve efficiency and reduce costs. Additionally, a more diverse workforce can help mining companies attract and retain top talent, which signals a commitment to inclusivity and equal opportunity.

Despite the clearly stated benefits of increasing gender diversity in the mining industry, women still face numerous challenges that hinder their full participation. Some of the most significant barriers include cultural and societal norms, occupational health and safety concerns, limited access to education and training opportunities, and other discriminatory issues.

Women in the mining industry have to face the same unique health and safety risks that men do, including exposure to hazardous substances and physically demanding work. Ensuring the safety and well-being of female workers therefore requires the implementation of gender-responsive occupational health and safety policies and practices that address these specific concerns.

Then there also is the traditional role of women in most societies: Motherhood and household responsibilities. The mining industry often demands long hours and extended periods away from home, and balancing work and family responsibilities can be a significant obstacle for women who want to enter the mining sector.

As the mining industry continues to evolve, new opportunities are emerging for women to contribute to the sector and help shape its future. Technological advancements, such as automation and digitalisation, can create new job opportunities for women and reduce the need for them to be physically exposed to some of the physical demands of mining work. In addition, this shift toward technology-intensive roles may create a more inclusive and diverse workforce, with women playing a pivotal role in driving innovation and sustainable practices.

Recommendations for achieving gender equality in the mining industry have been made across the world, and South Africans are not to be left behind in this process. It is generally agreed that, to fully realise the potential of women in the mining industry and to achieve gender equality, specific steps must be taken by various stakeholders, including governments, industry players, and civil society organisations.

These steps would look at the following:

Strengthening legal frameworks and regulatory mechanisms

Governments must continue to develop and enforce legal frameworks that promote gender equality in the mining industry, including affirmative action policies, quotas, and gender-responsive licensing requirements.

Promoting education and training opportunities for women

Access to quality education and training is crucial for women seeking to enter or advance in the mining industry, particularly in technical fields where female representation is still low.

Health and safety concerns

It is believed that companies must invest in the necessary infrastructure, equipment, and training to minimise the unique health and safety risks faced by women in the sector.

These are just a few of the issues that need to be considered. Others that are mentioned cover areas like the role of women in the transition to sustainable mining practices, promoting gender diversity in mining, engaging stakeholders in the pursuit of gender equality in mining, engaging local communities in gender equality efforts, and setting targets for gender diversity in mining.

Still, gender-based violence and harassment remains one of the biggest challenges faced by women who work in mines. The incidence of sexual and gender-based violence against women can be higher in artisanal and small-scale mining communities when certain factors are present, such as a weak or non-existent traditional village authority, the limited presence of police and judicial authorities, a workforce consisting of men who are without their families, harmful beliefs that subordinate women, cultural practices that condone sexual and gender-based violence, and the prevalence and acceptance of the commercial sex trade.

Maternity protection is essential to protect the health and safety of mother and child, and to promote gender equality and women’s enhanced participation in the labour force, thereby helping to expand the pool of talent available to the economy. Together with paternity or parental leave, maternity protection is part of a broader set of work–family reconciliation measures for both men and women workers, ranging from public policies and collective bargaining, to workplace initiatives.

Unpaid care work, coupled with a lack of childcare facilities is, in many countries, forcing women to leave the mining sector or to move to roles more compatible with caring for children, parents or other family members. Across the world, some 606 million women of working age perform unpaid care work on a fulltime basis, compared to 41 million men. In the absence of accessible and available childcare, women in the mining sector typically assume the burden of finding a solution themselves. In the United States, for example, women in mines have traded childcare duties with women on the opposite schedule, while in Papua New Guinea, mothers in mines without on-site day-care have paid young female family members to watch their infants (The Advocates for Human Rights 2019).

Child labour in the mining sector has been the subject of many studies. It is estimated that one million children work in mines across the world, and that this number is increasing. Most children can be found working in artisanal or small-scale mines in remote areas, making regulation or assistance difficult.

In addition to taking important steps to address challenges for women workers in the mining sector, the ratification and application of international labour standards concerning discrimination, equal remuneration, workers with family responsibilities, maternity protection, occupational safety and health, human resources development, violence and harassment, social security, indigenous and tribal peoples, and the transition to formality are critical to advancing gender equality in the mining sector.

What is needed is to assist the government, employers, and workers to develop and implement coherent policies, strategies, and measures to support the formalisation of enterprises, cooperatives, and workers to develop and implement strategies to address existing and future skills gaps, including the anticipation of future skills needs and increased investment in skills development and lifelong learning in the industry.

Women in the South African mining industry therefore face a range of challenges—some shared by their male counterparts and many that are theirs alone. The Minerals Council and its member companies say they are working to ensure that women in the industry have the same opportunities open to them as men—and that it is safe to pursue them.

The International Labour Organisation (ILO) has had a convention in place since 1935 which prohibited the employment of women in underground mining work. However, many of the countries that initially ratified the convention have since denounced it, with South Africa doing so in 1996. South African women played a key role in above-ground mining positions long before they were legally allowed to work underground. As women have gradually become formal participants in all aspects of the industry’s work, they have come up against a range of challenges and restrictions. Over the years, the industry has become better at identifying and dealing with these issues and creating the conditions that make it possible for more women to work underground. Women working in the mining industry should have the same opportunities open to them as men, and it must be safe to pursue them.

There are at least four ways in which this can be achieved:

• • Boost the skills of women artisanal miners.
  
• • Create women-focused services.
  
• • Encourage education and sector involvement.
  
• • Challenge unfair norms.
  

Andre Walters is a veteran broadcaster.

Ingwenya Mineral Processing: growing despite challenges

Leadership sat down with Ingwenya Mineral Processing CEO, Mpho Mothoa to find out more about the company and the industry as a whole

Could you give us a brief description of Ingwenya Mineral Processing and the services you offer?

Ingwenya Mineral Processing was incorporated in 2006 and was formed to service the mining industry in the field of contract mineral beneficiation and mineral processing consulting services with specific focus on coal industry. We have our head office based in eMalahleni/Witbank and currently employ around 1000 employees.

To support the operations, we have a 4000 square meter engineering workshop (Bomax), located in Hendrina (Mpumalanga). The workshop facility augments operations in terms of maintenance and is the primary fabrication and installation facility for our operations, fitted with a 50-ton Mobile crane. For all our new projects we fabricate our steel structures and platework in-house, which assist in shorter delivery times.

Why should potential clients enlist the services of Ingwenya Mineral Processing?

So far Ingwenya has operated on over 15 coal handling and processing facilities, including one dry magnetite plant. Currently we are operating on 11 operations and have designed and constructed, made expansions and modifications on about 13 coal plants. We have also done a number of feasibility studies for coal, diamond and iron ore. Our clients are happy, and our record speaks for itself.

Ingwenya boasts a team of experts in efficient and cost-effective plant operations, project plant designs, project management, safety management, project practical designs, maintenance planning, project practical plant optimizations and executions, with combined experience of more than 70 years.

We are a focused, multi skilled, reliable team and we offer tailor made service to client specific requests and not a one size fit all solution.

To date, what have been some of Ingwenya Mineral Processing’s biggest achievements?

Over the past 15 years, Ingwenya has completed the designs, construction and commissioning of a number of successful coal processing facilities in Mpumalanga, Limpopo, KwaZulu Natal, North West and Gauteng.

We have designed an in-house Eskom precertification coal stockpiling facility that is now widely used in the “Mid-tier” coal processing facilities. This is capable of stockpiling 60 000 pre-certified tons of coal for Eskom or Export. We have installed 8 of these facilities in Mpumalanga.

Do you have any plans soon to expand the entity or the services offered?

From our modest beginning, we are now a “mid-tier” processing company in South Africa and are growing our portfolio beyond the local borders and diversifying into other commodities.

We are actively looking at establishing our own fully flagged “coal toll washing facility” to help different clients with small reserves around the Witbank/Middleburg area. The Team is also assessing the role we can play in the energy renewable sector and IPP’s (Independent power producers).

How would you describe the current status of Ingwenya Mineral Processing and are there any areas of improvement you are looking at?

We have learned over the years that the risk that we take must be balanced with good returns, i.e., we must not take risks for the sake of taking risks and as such review some of the operations we get involved in. Some of the operations we got involved in unfortunately do not give a balanced return compared to the energy that we need to employ in them, and we need to review this as the company grows.

Our clients invest a lot of capital on the processing facilities and to maximise their returns and all stakeholders, selection of line supervision that understands all aspects of the business (Environmental/Social/Governance) is critical. We need to close the gap between intention and reality in employing equal diligence in selection of line management like we will do with any other level above that, at the end of the day these are the real “coal face” personnel.

What is your take on the status of the mining sector in South Africa?

The mining industry is facing a period of interwoven and overlapping multiple crises, in the form of failures in Transnet and Eskom power generation. This has created, for example, lots of trucks on the road that contributes to road damage and fatalities on the road.

I must emphasise that there are still lots of opportunities for this sector in South Africa to contribute to our sister countries in the continent, due to our experience in South Africa, be it technical etc.

Mining is still the “mainstay” of the South African economy and contributes on average 7,5% to the GDP, employs 475 000 people and pays R175 billion on average a year to employees, community trusts, local suppliers etc.

As the leader of Ingwenya Mineral Processing, how do you believe you have fared in the position? What have you brought to the role which has ensured success?

My contribution to the Ingwenya Team has been that of providing systematic practical structural approach to problem solving, ethical and hands-on leadership across all our operations and emphasis on “We” and opposed to “I” across the organisation.

For a small growing organisation like ours, a leader has to be “Jack of all trades, and master of all”. I think I gave it all in all different functions of the organisation.

What are your legacy goals as the CEO of Ingwenya Mineral Processing?

Ingwenya is a resilient organisation, able to adjust quickly to the changing mining environment, with practical systems in place to enable the next leader to have a solid foundation to build on. This is my contribution.

My departing word to my Team will be those of Ephesians 4:32 – “Be Kind and Compassionate to one another, forgiving each other, just as Christ God has forgiven you”. I believe this message will build strong teams in South Africa going forward.

Are there any special projects you would like our readers to know about?

We have successfully converted the Universal coal facilities to enable the Multi product, through the installations of 3-product -cyclone, which has helped in cutting down more than 100 million of capital that would have otherwise required a second stage wash at the North Block complex and The New Clyde’s dale Colliery. We also design, construct and build new and expansion modifications for Coal facilities for Anglo Coal/Thungela, Menar Resources/ Canyon Coal/Zululand Anthracite, HCI/ Palesa, Jindal/Ikwezi/Kiepersol, MC Mining and Overlook.

The many broken promises of Gwede Mantashe

The well of belief eventually runs dry, writes Liesl Peyper

 When Gwede Mantashe was appointed Minister of Mineral Resources in 2018, the mining sector rejoiced. Here was a mining trade unionist and seasoned politician with industry knowledge and negotiation skills.

To his credit, Mantashe did abandon an appeal against a High Court judgement which had set aside onerous empowerment requirements and procurement targets in the Mining Charter in 2021. This calmed investors and brought a degree of investor certainty regarding black economic empowerment targets.

Mantashe was also lauded for sitting around the negotiation table with the Minerals Council once again after a brutal breakdown in relations with his predecessor, Mosebenzi Zwane.

But unfortunately, talking hasn’t resulted in doing, and the department has not delivered on its most crucial functions.

“The promises that have been realised are not of much value,” says Jonathan Veeran, partner and head of mining at the law firm Webber Wentzel. “What the department fails to realise is that they need to attract investment, not regulate the industry to death.”

The most poignant areas of over-promising and under-delivering pertain to the granting of licences, a working and transparent mining cadastral system, and a sound and realistic exploration plan that will lure prospective exploration companies and investors to South Africa.

In its 2019 annual performance plan, the Department of Mineral Resources and Energy (DMRE) promised to strengthen internal capabilities and address weaknesses to better serve the mining sector and improve its response time. Four years down the line, and the backlog for granting mineral rights is again topping 5 000. The reasons for the outstanding decisions on new and existing mineral rights, exploration and prospecting licences are partly because of the dysfunctional South African Mineral Resources Administration (Samrad) cadastral system, but even more so due to incompetence and corruption, especially at regional offices, where dysfunction is at its worst.

Veeran says that the DMRE’s poor administration issues haven’t been solved under a Mantashe ministry. “They need to weed out the corrupt elements. And sometimes it’s not even that nefarious things happen at regional level. It’s also that people are slow or there’s a lack of skills. This hasn’t been solved.”

Back in 2019, the DMRE was hell-bent on “enhancing” Samrad despite warnings from the mining industry and geologists that it was hopelessly ineffective. By 2021 it became apparent that the current system was beyond fixing. The DMRE was insistent that it would not settle for an “off-the-shelf” cadastre, despite the fact that its neighbouring mining jurisdictions had implemented this with great success.

Rather, the DMRE was committed to building its own custom-made one. But this was never realised. The DMRE “outsourced” this task to the State IT Agency, which for reasons unknown could not issue a successful tender.

The DMRE eventually relented and announced late last year it would settle for an online cadastral system similar to those used by countries such as Namibia. The implementation date was set for end-February this year, but the goal posts have been moved yet again—this time to July, when a service provider for the new cadastral system is to be announced.

Some four years ago, the DMRE also undertook to develop a so-called Mineral Investment Promotion Framework—a diplomacy programme to attract investment. This would entail an exploration strategy to realise Mantashe’s ambitious target of attracting 5% of world exploration. By 2021, an exploration strategy was still wanting, despite promises that a document would be forthcoming. When the department did eventually gazette such a plan, it was vastly different from the one that was supposed to reflect the points on which the DMRE and the Minerals Council agreed.

Roger Baxter, the Minerals Council’s outgoing CEO, said at a conference in June this year that the 2021 document was “an acceptable draft document”, but the one in 2022 did not fully reflect the draft. “We do not support the Exploration Strategy for the Mining Industry of South Africa, which was compiled without any engagement with the Minerals Council, nor does it reflect the constructive engagement on an Exploration Implementation Plan.”

Veeran says if South Africa had a good exploration plan years ago, as was promised, the country would have known by now where all the critical mineral reserves were. “But we’re always playing catchup in South Africa. We can’t continue like this. The DMRE’s perpetual delays in delivery on what they’ve promised deter would-be investors and amounts to an inability to capitalise on returns.”

Among the most critical of Mantashe’s promises was to introduce a special police unit similar to the crack diamonds and precious metals division of years past. That was in August last year. Speaking as part of the business-government initiative against crime and corruption in June, Sibanye-Stillwater CEO Neal Froneman said the private sector isn’t waiting on government to deliver solutions for crime prevention, especially a strategy to stymie syndicates.

“We know who they are and we will disrupt them, we will chop them off at their knees,” said Froneman of organised crime. Business would achieve 80% of its goals even without Mantashe’s specialised police unit proving that when it comes to promises, the well of belief eventually runs dry.

Liesl Peyper is a journalist at Rapport, reporting on the economy, business, and politics.

This article first appeared in the The Mining Yearbook 2023 and is published with permission.

The complex issue of illegal mining

Urgent measures are needed to counter illegal mining before disaster strikes again, writes Dr Zizamele Cebekhulu-Makhaza

Large numbers of illegal miners have been killed in gang-related attacks and countless more have died in underground rockfall incidents over the years. Additionally, the illicit activities of the many thousands of zama zamas is costing South Africa billions each year. As a result, the question of zama zamas is a pressing issue that requires our urgent attention to resolve.

Beyond occupying abandoned mine shafts and waging open gang warfare in the streets, zama zamas damage municipal infrastructure; weaken road foundations; rob homes and take tools from backyards, sheds, and garages; and steal electrical cables to sell on the growing illegal copper market.

There are many potential causes for the growing illegal mining issue. For one, South Africa’s exceptionally high unemployment levels continue to drive more people to a life of crime. Furthermore, many illegal immigrants flee from our poverty-stricken neighbours to seek a better life in South Africa, which often means joining the illegal mining trade.

Substantial demand and high prices for precious metals, together with an extensive network of abandoned and disused mines in South Africa, have given rise to a profitable black market for minerals such as gold, platinum, and diamonds. Also, traders face very few barriers in smuggling their goods to sell in international markets.

But perhaps the most significant factor allowing these criminals to go about unchecked is a lack of effective regulation and enforcement. Too many illegal miners have gotten away with their crimes for too long, simply because there are too few police on the ground capable of dealing with these dangerous individuals.

Placing boots on the ground to deter illegal operations

There are just over 120 000 sworn police officers in South Africa who are responsible for protecting millions of South Africans against all crimes. Meanwhile, there is an unknown quantity of illegal miners, possibly upwards of 30 000 alone. With this in mind, it’s clear that our police service is greatly outnumbered and spread very thin.

The simplest solution would be to increase the number of boots on the ground, and better equip our officers to dismantle illegal mining operations and discourage future operations. More officers should be allocated to patrolling mining areas, which would lead to more arrests and deter illegal miners from operating openly. But given the severity of crime in our country, this cannot come at the expense of other police work.

Hiring and training more officers for this specific purpose would substantially boost intelligence gathering on mining networks, helping to better identify their various entrances, specific mining practices, and methods of evasion. It would also facilitate better communication and collaboration with local communities. This information could then be used to plan targeted operations against key figures in the illegal mining industry.

Addressing barriers to the fight against illegal mining

The South African Police Service (SAPS) has both the obligation and desire to stop and prevent crimes of all kinds and has every intention to use everything in its arsenal to do so. More officers in the field would considerably help it in the fight against the plague of zama zamas, but there are also more obstacles at play.

The first issue is a lack of able and willing candidates. Deputy Minister of Police Cassel Mathale’s recent announcement that the SAPS’ recruitment age will be extended by five years is a step in the right direction, but more needs to be done.

Another concern is that more officers will require additional training, equipment, salaries, and supporting infrastructure. For this, government will have to substantially increase funding for the police service.

Regarding illegal mining, current and future police officers will require additional specialised training and equipment to combat this dangerous, nearly militaristic arm of organised crime.

Finally, it is crucial that other government departments and agencies step in to help fight this war on multiple fronts. The Department of Mineral Resources and Energy (DMRE) must implement, improve, and enforce mine rehabilitation protocols where necessary, or take up the responsibility of rehabilitating or properly closing and securing abandoned mines.

Home Affairs and the Border Management Authority (BMA) must further assist police in profiling zama zamas, as well as compile and regularly update a record with data on these criminals when they are arrested. This will help build future cases against them if they are arrested for suspected illegal activities. This data must be made instantly accessible by all law enforcement agencies and their members.

This is a complex issue, but one that we as a society cannot ignore. There is simply no better solution to combatting the issue of illegal mining than empowering our police. Together, we must raise our voices and call on our government to take the necessary steps before the situation causes more disasters and loss of life.

Dr Zizamele Cebekhulu-Makhaza is the President of the Police and Prisons Civil Rights Union (POPCRU).

Developing public-private partnerships (PPPs) for Africa’s energy transition

Public-Private Partnerships (PPPs) have become a widely embraced approach for the implementation of sustainable energy projects. However, PPPs are intricate arrangements that demand expertise and effective communication for their success. When executed correctly, they hold the potential to contribute significantly to establishing sustainable energy security in Africa.

 The Green Energy Africa Summit 2023 is scheduled to take place at the Cape Town International Convention Centre (CTICC2) from the 10th to the 11th of October 2023. This prominent event, renowned for its advocacy of policy reforms and the alignment of Africa’s natural resources, plays a crucial role in paving the way for an equitable energy transition. In doing so, it seeks to ensure that Africa remains an attractive and competitive destination for global financial investment. Diverse stakeholders and leaders will participate in PPPs to facilitate discussions during the summit.

Under the overarching theme of ‘Unlocking Africa’s Sustainable Energy Potential’, the Green Energy Africa Summit 2023 offers a unique platform for stakeholders across the energy value chain to collaborate, propose innovative solutions, and establish partnerships that will unlock Africa’s extensive socioeconomic potential. A crucial focus of this summit will be addressing the regulatory frameworks necessary to attract investments in clean energy in Africa. If Africa is to truly unlock its sustainable-energy potential and achieve energy security for its people, it cannot do so by working alone. The continent’s physical and social structure, the needs of its citizens and the nature of global energy markets mean it will have to build partnerships. And one of the defining energy partnerships of our time is that between public and private sectors.

PPPs will be fundamental to achieving a just energy transition in Africa. This is acknowledged in many of the most important energy agreements. Just Energy Transition Partnership (JETP) announcement at COP 26, between South Africa and the International Partners Group of the UK France, Germany, the US, and the EU, is but one example.

The agreement recognised that the $98 billion in financial requirements over five years to begin South Africa’s 20-year energy transition would need to come from both public and private sectors. The deal involves mobilising $8.5 billion to initiate the first phase of the programme, which will also involve extensive PPPs.

The mechanism of the funding will include loans and guarantees as well as “patient investments” by governments which seek to crowd-in private sector investment to new areas. As German Chancellor Olaf Scholz noted: “This is an ambitious start. More needs to follow, particularly in collaboration with the private sector.”

This approach to the energy transition acknowledges the sheer transformative power of PPP relationships. Since the financial crisis of 2008, cash-strapped governments in developed and emerging markets have looked to PPP agreements to finance infrastructure that will help their economies grow.

In Africa, these needs are significant. New estimates by the African Development Bank suggest that the continent’s infrastructure needs are already around $130 to $170 billion a year, with a financing shortfall of about $68 to $108 billion.

However, addressing such shortfalls is not the only advantage of PPPs. The World Bank notes that PPPs hold numerous benefits, besides providing governments with private-sector partners to help them bridge the funding gap.

They allow for the introduction of international private-sector technology and innovation, while also enabling skills transfer through private domestic sub-contractors and state departments.

Governments can also incentivise the private sector to deliver projects on time and within budget to minimise cost overruns.

Ultimately, such projects—be they in the area of construction, infrastructure, support services or transition towards a renewables-based energy economy—are aimed at making the host country more competitive, and providing a boost to businesses various sectors.

In the JETP context, PPPs also look to stimulate development as a means of minimising job losses to legacy industries.

PPPs have already been deployed across the energy sector in Africa, with some success. However, the continent continues to suffer from a yawning energy gap. Two out of three households in Sub-Saharan Africa—around 600 million people—have no electricity.

The rollout of renewable-energy PPPs must therefore not only match the energy outputs of legacy projects, but significantly improve on them, if the continent is to meet its aspirations for the upliftment of its people.

The track record of PPPs in Africa offers many encouraging signs.

Kenya has around 11 IPP energy projects, worth around $2.4 billion, and generating 1 065MW, and representing more than one-third of Kenya’s total installed generation capacity.

In Nigeria, an ongoing reform of the electricity sector has seen a new power market being established, and several classic, project-financed IPPs taking shape.

South Africa has been slow to restructure the generation components of Eskom, its national electricity utility. However, that tardiness has meant it is now well placed to facilitate private investments in renewable energy through its Renewable Energy Independent Power Producer Programme (REIPPPP). Today, renewables make up about 10% of the country’s electricity capacity, representing 6 200MW of 58GW of installed capacity.

To support its PPP programmes, South Africa’s National Treasury has enlisted the support of experienced PPP advisers, as well as various transaction advisers to establish a highly effective procurement group.

This has proved a wise move, and it underscores a critical aspect of the PPP process. These are complex arrangements that require wide consultation and specialised expertise to be implemented effectively. Broad cross-sectoral engagement between private enterprise, government and parastatals is essential to make PPPs work.

African countries and their energy policymakers should look to create these conditions. Ongoing engagement, consultation, and sharing of expertise can help to build partnerships that will help to overcome the continent’s power deficit.

Once this is achieved, PPPs can help accelerate Africa’s transition to more sustainable energy systems, providing energy security, reducing greenhouse gas emissions, and supporting economic development for all the people of the continent.

The Green Energy Africa Summit 2023