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University of Pretoria awards honorary doctorate to Prof John Napier for decades of contribution to mining engineering

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Created: Friday, 03 July 2026 10:26

University of Pretoria awards honorary doctorate to Prof John Napier for decades of contribution to mining engineering

Professor John Napier received an honorary doctorate from the University of Pretoria in recognition of his sustained contribution to mining engineering research and its application in industry locally and globally.

PRETORIA – For more than four decades, Professor John Napier’s work has underpinned some of the most complex decisions in South Africa’s mining sector, influencing how mines are designed, resources are extracted, and safety is managed.

On 8 May 2026, the University of Pretoria (UP) conferred an honorary doctorate on Prof Napier during its Faculty of Engineering, Built Environment and Information Technology (EBIT) graduation ceremony, in recognition of his sustained contribution to mining engineering research and its application in industry locally and globally. Page 2 of 4

Prof Napier is internationally recognised for his work in developing displacement discontinuity boundary element techniques, a specialised numerical modelling approach used in rock and mining engineering. His work has translated advanced theory into practical tools for engineers working in some of the most demanding mining environments.

Prof Napier’s expertise in this area dates back to the 1980s, when he developed the MINSIM-D modelling software for the South African gold mining industry. At a time when computing capacity was limited, the software enabled engineers to simulate underground conditions and design mine layouts suitable for operations at deeper levels than previously possible.

“This enabled the mines to design layouts that made mining possible up to depths of 4 000 metres,” explained Prof Wynand Steyn, Dean of UP’s EBIT Faculty. “This was the primary modelling software used for layout design in the gold mining industry for over two decades. His contribution was remarkable, as it greatly assisted the gold mines, a key pillar of the South African economy.”

Over the past two decades, Prof Napier has focused on developing the TEXAN computer programme to analyse tabular mine layout designs, a tool now widely applied across South African gold, platinum, chrome and manganese mines.

“Of particular interest is that the code can solve layouts containing many pillars,” Prof Steyn said. “These layouts are typically used in the shallow mines of the Bushveld Complex. The code has been widely used in industry to analyse pillar behaviour. In many cases, this led to optimising the pillar sizes, giving higher extraction ratios.”

Prof Napier is an Extraordinary Professor at UP’s Department of Mining Engineering and an Adjunct Professor at the University of Minnesota’s Department of Civil Engineering in Minneapolis in the USA.

“He is still an active researcher and a key member of the Harmony Gold Chair in Rock Mechanics and Numerical Modelling hosted in the Department of Mining Engineering at UP,” Prof Steyn said. “He was instrumental in the success of the Chair, which is now in its twelfth year of funding by Harmony Gold.”

Beyond his technical contributions, Prof Napier’s influence is also reflected in his role as a mentor and supervisor. His guidance has supported researchers in rock mechanics, with four of his South African doctoral students awarded the prestigious Rocha Medal by the International Society for Rock Mechanics.

“This is a worldwide competition to find the best PhD thesis in rock mechanics globally, and annual submissions are received from many prestigious universities. Prof Napier’s students had to compete with top international candidates, and his record of four Rocha medal students is unmatched in any country,” Prof Steyn explained.

Prof Napier added that much of his work has been driven by the realities of mining in South Africa – “… particularly the need to understand how deep-level tabular excavations in hard rock behave under extreme conditions and how that can be translated into safer, more efficient mine design. To see that work continue through students and through its application in the mining industry has been one of the most rewarding aspects of my career.” Page 3 of 4

Although South African by birth, Prof Napier’s work has extended well beyond the country’s borders, earning him recognition within leading international engineering circles. He is a member of the USA’s National Academy of Engineering, a distinction regarded as one of the highest professional honours in the field, with a limited number of international members recognised for their contributions to engineering research, practice and education.

Prof Napier’s standing in the field is further reflected in his election as a Fellow of the Royal Society of South Africa and the South African Institute of Mining and Metallurgy, as well as a Life Fellow of the South African National Institute for Rock Engineering (SANIRE) and a member of the Operations Research Society of South Africa.

“His lifelong interest in rock mechanics is noteworthy, and his legacy is honoured by the Napier Award of the South African National Institute for Rock Engineering, the institute’s highest honour, awarded in recognition of sustained and distinguished contributions to rock engineering,” Prof Steyn said. In recognition of his achievements, Prof Napier was the first recipient of the award.

“His lifelong contribution is also reflected by the many journal papers he published and the several gold and silver medals he received from the South African Institute of Mining and Metallurgy,” Prof Steyn said.

Despite an extensive international profile, Prof Napier has maintained a strong connection to South Africa’s research and academic environment. At the University of Pretoria, his continued involvement in postgraduate supervision and research has contributed to the development of new knowledge and the training of future engineers in the field. 

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Reframing mine housing from allowance to asset.

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Created: Friday, 03 July 2026 10:18

Reframing mine housing from allowance to asset

Exploring how human-centred design and land management are reshaping housing outcomes in the mining sector, unlocking long-term value for employees, communities, and companies alike

By Rowan Albertyn, Technical Director: Land Management (Resources Unit), Zutari

South Africa’s mining sector has long been shaped by systems of migrant labour, where employees travelled vast distances from rural homes to industrial centres. For decades, this reality was underpinned by hostel accommodation that may have been functional for the most part, but ultimately undesirable and unsustainable to our social fabric.

The dismantling of that system marked an important shift, yet it also introduced new and often unintended challenges. Today, many mine employees operate within what can best be described as a dual economic reality. They support households in rural areas while simultaneously sustaining a life near the mine, often in informal or underdeveloped settlements.

This has created complex social, economic, and spatial dynamics that cannot be addressed through conventional housing approaches alone. What is required is not simply the provision of shelter, but a more fundamental rethinking of how housing contributes to dignity, stability, and long-term prosperity.

Why traditional housing allowances fall short

Historically, mining companies have provided housing allowances as part of employee remuneration. In theory, this offers flexibility. In practice, however, it rarely translates into homeownership. When housing allowances are paid as a cash component of renumeration and incorporated into disposable income, they are inevitably redirected towards immediate needs such as school fees, transport, household goods and sustaining a lifestyle.

This is entirely rational behaviour, but it undermines the intended purpose of the benefit. The result is a persistent gap between policy intent and lived reality: employees remain without secure tenure, while companies struggle to meet regulatory expectations around housing and living conditions.

A shift towards ownership and accountability

To address this disconnect, a different model is required, one that moves from income supplementation to asset creation. At Zutari, our approach has been to work with mining clients to restructure housing benefits in a way that directly supports homeownership.

Central to this is the concept of ring-fencing housing allowances, ensuring that they are used specifically for housing-related purposes rather than general expenditure. Equally important is the introduction of a defined time horizon.

By concentrating benefits over a fixed period of typically ten years, it becomes possible to create a meaningful window during which employees can access and sustain homeownership. This is not about subsidising lifestyles. It is about removing the structural barriers that prevent employees from entering the property market and secure tenure.

Designing with people, not for them

A critical enabler of this shift has been the adoption of human-centred design methodologies. Too often, housing solutions are developed in isolation from the people they are intended to serve. By contrast, our process begins with deep engagement, understanding how employees live, what they value, and the constraints they face.

This includes working closely with organised labour, who play a vital role in representing worker interests. It is as an approach that allows us to co-create a housing benefit scheme with unions and employees.

Initial resistance tends to give way to collaboration, as stakeholders recognises that the solution is not being imposed on them, but developed with them. The outcome is not only a more effective employee housing benefit scheme and policy, but a shared sense of ownership and trust.

The compounding value of housing

The impact of these interventions extends far beyond individual households. Homeownership introduces a level of financial discipline and long-term planning that has positive ripple effects across communities. For employees, a home is not merely a place of residence. It is an asset that can be passed on to future generations, contributing to intergenerational wealth and stability, and financial resilience.

For mining companies, the benefits are equally significant. Structured housing schemes can reduce long-term labour costs, improve workforce stability, and enhance compliance with regulatory frameworks.

A well-structured employee housing benefit scheme also contributes to the stabilisation of All-In Sustaining Costs (AISC) because the housing subsidy, as opposed to an allowance, can be fixed for a defined period and is not linked to annual wage negotiations or inflationary escalations. This creates a predictable and capped cost structure, reducing long-term exposure to escalating labour-related housing expenses.

A stable AISC improves operational planning, protects profit margins, and strengthens investor confidence by demonstrating disciplined cost control, improved financial resilience, and greater certainty in long-term shareholder returns. This is what makes housing such a powerful lever: it simultaneously addresses social and commercial objectives.

Integrating land, infrastructure, and policy

Housing does not exist in isolation. It is intrinsically linked to land rights, infrastructure provision, and broader urban systems. In practice, this allows mining companies to move away from the traditional model of providing housing through bespoke mining towns, where accommodation is treated as a permanent sunk cost and long-term liability on the balance sheet.

Instead, there is an opportunity to unlock value by enabling employees to access housing finance and purchase properties that may initially be developed or facilitated by the mine. In this model, housing shifts from being a perpetual operational burden to becoming a catalyst for local economic growth, private ownership, and market participation.

There is also an important market consideration. Housing allowances in the form of company sponsored rentals often have the unintended consequence of artificially inflating property prices and rental rates in nearby towns.

Monitoring local housing demand

This distorts the local housing market, making accommodation increasingly unaffordable for non-mining residents such as teachers, nurses, municipal employees, and small business owners. In effect, the mine’s housing intervention can unintentionally crowd out the broader community, while the cost of accommodating mine employees in rental housing keeps rising.

This is why employee housing benefit schemes must go hand in hand with monitoring local housing demand and playing an active role in supporting housing supply in affected towns. Successful schemes are not only about financing employee access to homes, but also about enabling sufficient land release, infrastructure provision, and private-sector participation to ensure the wider housing market remains balanced, inclusive, and sustainable.

Effective solutions therefore require an integrated approach, one that brings together planning, engineering, environmental considerations, and financial structuring. Within Zutari, this integration is a key strength, enabling us to move seamlessly from policy development to on-the-ground implementation

Adapting to a changing industry

The mining sector itself is undergoing significant transformation. Commodity price pressures, evolving regulatory requirements and heightened expectations around environmental, social and governance performance are all reshaping how companies operate. In this context, housing is no longer a peripheral concern. It is a strategic imperative.

Far from diminishing demand for housing solutions, these pressures are driving greater interest in approaches that optimise cost while delivering tangible social impact. Companies are increasingly recognising that investing in sustainable housing is not only the right thing to do, but also a sound business decision.

While these models have been developed within the mining sector, their relevance extends further. Industries such as energy, oil and gas, which share similar workforce dynamics, present clear opportunities for adaptation.

Context-specific solutions

At the same time, there are sectors such as agriculture where lower wage structures and limited capital make implementation more challenging. This highlights the importance of context-specific solutions rather than one-size-fits-all models. Ultimately, the question is not whether housing should form part of a company’s social responsibility agenda.

It is how that housing can be structured to deliver lasting value. By shifting the focus from allowances to assets, from policy to practice, and from top-down solutions to co-created outcomes, it is possible to redefine what housing means within the mining sector. In doing so, we move closer to a model where housing is not just a cost centre, but a catalyst for dignity, for stability, and for sustainable growth.

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Cummins Brings Zero-Emission Battery Energy Storage Systems (BESS) to South Africa to Support a Cleaner, More Reliable Energy Future

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Created: Friday, 03 July 2026 10:15

Cummins Inc., a global leader in integrated power solutions, has introduced its advanced Battery Energy Storage Systems (BESS) to the South African market, reinforcing its commitment to sustainable innovation and energy resilience across the region. The introduction supports Cummins’ global “Destination Zero” strategy while addressing South Africa’s pressing energy challenges—from grid instability and load shedding to reliance on diesel generation and rising electricity costs.

Unlocking Sustainable Energy Potential in South Africa

South Africa has significant renewable energy potential, particularly in solar and wind, positioning the country as a key player in Africa’s energy transition. However, businesses and communities continue to face ongoing power disruptions and increasing pressure to reduce emissions while maintaining reliable operations.

Cummins BESS produces zero emissions while in use and can store energy generated from renewable sources such as solar and wind to ensure reliable power during outages or periods of low generation. This capability is already being leveraged within Cummins’ own facilities, where BESS is being implemented to optimise energy use, improve reliability and reduce emissions—underscoring the company’s commitment to deploying the same solutions it offers to customers.

“By deploying BESS within our own facilities, Cummins demonstrates confidence in the technology’s performance in real-world operating conditions,” said Rajat Mathur, Global Business Development Leader for New Energy Solutions at Cummins Africa Middle East. “This gives us direct operational insight into how these systems perform, delivering clear return on investment through tangible savings while supporting our sustainability goals, ultimately enabling us to better support our customers with proven, reliable solutions. We’re excited to bring this technology to South Africa at a time when reliable, sustainable energy solutions are more important than ever. South Africa’s energy landscape requires solutions that go beyond traditional backup power, and battery energy storage plays a critical role in enabling more resilient, efficient and sustainable power systems by integrating renewable energy, optimising energy use and reducing dependence on diesel.”

Innovative Energy Storage for Resilient, Sustainable Operations

Cummins BESS solutions combine global innovation with regional expertise to help customers strengthen energy resilience while advancing their sustainability goals. Cummins BESS units produce zero emissions during operation, helping organisations reduce their carbon footprint and progress toward ESG targets. They also reduce fuel logistics and maintenance costs compared to traditional diesel backup systems, delivering a compelling return on investment.

“Our customers are looking for more than just backup power - they want intelligent energy systems that support both reliability and sustainability,” added Fin Winful, Executive Director for Distribution Business at Cummins Africa Middle East. “With BESS, we’re delivering flexible energy storage solutions backed by Cummins’ more than 100 years of power generation expertise and extensive service network across Africa.”

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Structural Rehabilitation and Post-Tension Strengthening of PPC Duo-Cell Silo

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Created: Tuesday, 09 June 2026 17:06

Structural Rehabilitation and Post-Tension Strengthening of PPC Duo-Cell Silo

A major structural rehabilitation and strengthening project at the PPC Hercules Plant has been successfully completed, restoring the structural integrity and long-term performance of a critical cement storage facility while allowing the plant to remain fully operational throughout the construction period.

The PPC Duo-Cell Silo Strengthening and Repair Project, valued at approximately R26 million, was delivered by specialist civil engineering contractor Smart Civils & PT Systems as a turnkey project with consulting engineers Jones & Wagener. The project was carried out between July 2025 and December 2025.

The project required advanced structural rehabilitation techniques and careful coordination to ensure repairs could be executed safely within an active industrial environment.

Structural Assessment and Intervention

In June 2024, vertical cracking was identified along the external wall of one of the plant’s reinforced concrete duo-cell silos. The cracks resulted in the leakage of cement fines and the ingress of water, indicating structural deficiencies in the silo shell.

A detailed structural assessment was subsequently undertaken by PPC to evaluate the extent of cracking and to determine the condition of the reinforced concrete wall. PPC, with the assistance of consulting engineers, developed a recommended repair and strengthening strategy. PPC then issued a tender to a list of pre-qualified suppliers. After an extensive tender evaluation process, Smart Civil Construction was awarded the tender.

“Once the cracking was identified, the priority was to understand the structural behaviour of the wall and implement a repair methodology that would not only address the defects but also enhance the long-term performance of the structure,” explains Grant Harli, lead engineer on this project from Jones & Wagener.

Based on the findings, a rehabilitation methodology was developed combining crack injection, localised concrete repairs, external strengthening through post-tensioning and the application of protective coating systems to restore the structure and mitigate future deterioration.

Rehabilitation Methodology

As the main contractor, Smart Civils was responsible for executing the rehabilitation works in accordance with the engineering design and technical specifications while coordinating specialist suppliers and subcontractors.

The works began with detailed inspection and mapping of cracks and concrete defects across the external faces of the silo. Structural cracks were treated through pressure injection techniques, restoring continuity within the concrete matrix and preventing further leakage of cement fines.

Localised concrete repairs were undertaken in areas where deterioration or surface defects were identified, reinstating the structural and durability performance of the concrete.

A key component of the strengthening strategy involved the installation and stressing of external post-tension (PT) cables around the silo wall. The external strengthening system comprised of 176 rings of specialised UV protected strand, each anchored at 180 degrees using Dywidag’s ME Anchor, a total of 352 Dywidag anchors were installed. Each ring required four jacks to be operated simultaneously at each anchorage point to limit the lateral movement of the cables during stressing and ensure an even distribution of load.

“The installation of the external post-tensioning system provided additional circumferential restraint to the structure, effectively improving the load-carrying capacity and enhancing the overall structural performance of the silo wall,” says Grant Harli.

Following completion of the structural repairs, a primer and specialised protective coating system was applied to the external concrete surfaces to improve resistance to environmental exposure and extend the structure’s service life. The rehabilitation programme was completed with the installation of a waterproofing system on the silo roof.

Materials and repair systems were supplied in collaboration with Sika South Africa.

Working Within a Live Industrial Environment

Executing the works within a fully operational cement plant presented significant logistical and safety challenges. Continuous truck movements required careful management of site access and construction activities.

Segregated truck routes were implemented using signage and physical barricades, while structural bracing and anchoring systems were installed to protect scaffolding from potential vehicle impact.

Weather conditions, including periodic thunderstorms and heavy rainfall, occasionally suspended work-at-height activities. Weather allowances and daily forecast monitoring were incorporated into the construction programme to minimise delays.

Sporadic power outages and load-shedding also affected site operations. To maintain continuity, Smart Civils deployed a generator system to provide reliable power during

outages.

Safety and Logistics Management

Access to elevated work areas relied on a shared Alimak elevator, used by both the main contractor and subcontractors. Controlled time allocations were introduced to manage personnel and material movement.

All scaffolding was erected by certified personnel in accordance with approved designs, with formal handover certificates issued before use. Routine inspections were conducted throughout the project, and fall-arrest systems were mandatory for all work-at-height activities.

The project was completed with a strong emphasis on safety, achieving zero safety incidents over its duration.

Successful Project Delivery

There were some operational and environmental challenges during the project, and the project was successfully implemented with effective workaround plans to counter the challenges.

“Strong collaboration between the PPC team, the supplier, and the consulting engineers kept the project on time and within budget. Due to the risks of working at heights, PPC ensured that dedicated safety personnel were deployed on the project.” says Bevin Munsamy the PPC Project Manager.

An effective execution of the project was achieved without hindering day-to-day Plant operations.

“The innovative strengthening measures implemented have restored the structural integrity of the silo and enhanced its durability, ensuring reliable performance well into the future,” says Clinton Barnes the Smart Civils & PT Systems site manager

The project highlights Smart Civils’ expertise in delivering complex structural rehabilitation projects within active industrial environments through a combination of advanced engineering solutions, careful construction planning and rigorous safety management.

www.smartcivils.co.za

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Bongela drives safer, faster and smarter process solutions in the mining and industrial sectors

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Created: Tuesday, 09 June 2026 17:04

Bongela drives safer, faster and smarter process solutions in the mining and industrial sectors

04 May 2026: Specialist process cleaning and industrial services company Bongela Mining & Industrial Services is redefining how operations approach maintenance, safety, and efficiency across South Africa’s platinum, gold and increasingly industrial sectors. Established in 2009, Bongela has evolved from a niche silo cleaning operation into a multi-service provider supporting critical plant infrastructure across both mining and heavy industry.

Today, the company partners with leading mining houses as well as clients in the cement and industrial processing sectors, delivering high-risk cleaning, inspection, and rehabilitation services that reduce downtime and improve operational performance. “At its core, Bongela is about solving real operational challenges on-site,” says CEO Raymond Graham.

“We saw early on that downtime in processing plants, especially around silos and material handling systems, was a major bottleneck. By developing safer, faster cleaning methods, we have been able to significantly reduce turnaround times while improving safety outcomes.”

From niche service to cross-sector solutions provider

Bongela’s origins lie in addressing one of the mining industry’s most persistent challenges: the safe and efficient cleaning of silos and processing infrastructure. Traditional methods were labour-intensive, slow, and often hazardous, exposing workers to risks such as engulfment and structural collapse.

By introducing specialised techniques and systems, Bongela reduced cleaning times from a week to as little as one to two days, while minimising risk. This ability to accelerate maintenance cycles without compromising safety has become a defining feature of the company’s value proposition.

From this foundation, Bongela has evolved into a provider of integrated process cleaning and maintenance solutions, with capabilities that extend across both dry and wet sections on mines and a wide range of processing environments.

This includes the cleaning of bunkers, transfer bins, and thickeners, where material build-up can severely impact throughput, as well as the deep cleaning of flotation cells and associated systems to support optimal recovery performance.

Hydro-mining and material recovery

The company has also developed strong capabilities in hydro-mining and material recovery, using high-pressure and ultra-high-pressure water jetting systems to reprocess accumulated material in process control dams and all wet circuits, often returning valuable resources back into production. This approach not only enhances efficiency but also aligns with more resource-conscious and sustainable operating practices.

Complementing these services is a growing focus on structural integrity and long-term asset performance. Bongela conducts detailed Structural Inspection & Maintenance Management (SIMM) inspections, provides defect reporting, and undertakes concrete rehabilitation work, including high-strength linings and specialised repair applications, helping clients extend asset life and improve maintenance planning.

Importantly, these capabilities are not limited to mining. Bongela’s expertise in confined spaces, high-risk environments and process infrastructure has enabled the company to expand into industrial, cement and petrochemical sectors, where similar operational challenges exist.

Safety and compliance at the core

Operating in high-risk environments, Bongela places safety and compliance at the centre of its offering. The company’s methods not only reduce operational downtime but also align with stringent regulatory requirements, including mandatory inspections and safety standards.

“Our approach is always safety-first,” says Graham. “We design our methods to eliminate unnecessary exposure, reduce manpower in confined spaces, and ensure that every job is executed with the highest level of control.”

In addition to cleaning and maintenance, Bongela supports clients with inspection reporting, working-at-heights safety systems, and access solutions, enabling more proactive, compliant and efficient asset management.

Diversifying for sustainable growth

Bongela’s expansion into industrial, cement and petrochemical sectors reflects a deliberate strategy to diversify its client base while applying its specialised expertise in new environments. These sectors face many of the same challenges as mining, including confined space risks, material build-up, and the need to minimise downtime, making Bongela’s solutions directly transferable.

The company has already established a footprint in the cement industry and is advancing opportunities in large-scale industrial operations, including petrochemical facilities, where safety, efficiency and reliability are critical.

“At the same time, we are investing in the future,” adds Graham. “We are exploring robotics and advanced technologies that can further enhance safety and efficiency, particularly in hazardous environments. Diversification is a natural progression for us as we look to grow the business in a sustainable and controlled way.”

Rope access technicians and process cleaning specialists

Bongela employs a highly specialised workforce, including rope access technicians and process cleaning specialists. Wherever possible, the company sources talent from local communities around its operational sites, contributing to skills development and employment.

“Our people are our greatest asset,” says Graham. “This is not a commoditised service. It requires experience, training, and trust. We invest heavily in our teams training and skill development to ensure that we deliver consistently high-quality work.”

With a strong track record, established client base, and a growing presence across both mining and industrial sectors, Bongela is positioning itself as a leading provider of specialised process cleaning and maintenance solutions in Southern Africa.

“Our vision is to grow the business sustainably,” concludes Graham. “We want to be recognised as a trusted partner across mining and industry for safe, innovative, and efficient process solutions.”

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Engineering impact across the Middle East and Africa

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Created: Tuesday, 09 June 2026 17:02

Engineering impact across the Middle East and Africa

Redefining what cross-regional engineering collaboration looks like is the main focus of Denver Dreyer, Chief Executive Officer: Middle East and North Africa (MENA) at Zutari, who is positioning the firm at the intersection of African capability and Gulf capital.

Appointed to the role in April 2025, Denver brings more than three decades of experience across engineering, consulting and industrial sectors, with leadership roles spanning Honeywell and Worley. However, his focus today is firmly on the future and on the powerful synergies emerging between Africa and the Gulf Cooperation Council (GCC) region.

A bridge between regions

For Denver, Zutari’s role in MENA is not simply about expanding geographically, it is about connecting two regions in a way that delivers tangible impact. “There are two very strong links between Africa and the Middle East,” he explains.

“On the one hand, we can access a vast quantity and quality of engineers from Africa and bring their skills and technical expertise into the MENA market. On the other, there’s significant capital flowing from the Middle East into Africa into ports, logistics, energy and agriculture.”

This dual dynamic positions Zutari as a critical intermediary. “We engage with sovereign wealth funds in the Middle East as a trusted partner who understands the region,” says Denver. “But we also engage with them as a fiercely local partner in countries like Malawi, Mozambique or Botswana where that capital is actually deployed.”

A legacy in the Middle East

While Zutari’s current momentum in the Middle East is accelerating, its roots in the region run deep. “We have had an official presence in Dubai for 25 years through our legacy companies,” says Denver. “However, South African engineers have been involved in the region for far longer, in some cases going back to the late 1970s.”

Denver points out that South African contractors and engineers played a foundational role in shaping modern Dubai, a contribution that is often overlooked. “That pedigree matters because we understand the culture and historical heritage of the GCC,” he adds. “It gives us a depth of experience that we can draw on when delivering complex infrastructure today.”

From mega-projects to meaningful infrastructure

The Middle East has long been associated with record-breaking mega-projects. However, Denver notes a clear shift in priorities. “In the past, it was about the tallest building, the fastest train or the biggest project,” he says. “Now, there is a much stronger focus on what is economically and financially viable and sustainable.”

This recalibration, he explains, is creating a more sustainable and realistic environment for engineering firms. “We are now dealing with clients who are looking at projects more pragmatically, which is a positive development.”

At the same time, the region remains one of the most dynamic engineering environments in the world. “This is still a place where you are pushing the boundaries,” Denver adds. “But it is increasingly balanced by long-term thinking and viability.”

Engineering excellence in a global arena

The Middle East is also one of the most competitive engineering markets globally, with leading consultancies from across the world vying for projects. Zutari’s response, according to Denver, is deliberate and focused.

“We are not a Tier 1 mega-consultancy,” he says. “We are a bespoke, high-quality engineering and built environment firm. We choose our battles carefully and operate in areas where we know we can offer superior value.”

This includes transport infrastructure, water systems, the built environment, energy and master planning, all underpinned by nearly a century of accumulated legacy expertise. “We aim to offer the best value for money, backed by a name that clients can trust.”

Digitalisation as a baseline, not a differentiator

In a region known for its technological ambition, digital capability is no longer optional. “In the GCC, digital tools are a given,” notes Denver. “They are not a differentiator, but the mandate to ensure we are on top the of game.”

What sets organisations apart, he argues, is not the tools themselves, but how they are used. “The real value lies in people who understand when and how to apply technology. Those are the scarce skills, the digital realists who can bridge the gap between optimism and practicality.”

Smart cities and the future of infrastructure

Zutari is actively involved in shaping the next generation of urban infrastructure in the region, including Dubai’s 2040 Transport Master Plan. “We are modelling how people will move around the city, whether that is autonomous vehicles, rail, waterways, or even aerial mobility,” Denver explains.

This work is closely tied to the development of smart cities, where digital twins and real-time data play a central role. “In the future, buildings will actively communicate with emergency responders,” he says. “A firefighter responding to an incident could know exactly where the fire is, where vulnerable occupants are located, and what hazards exist before even arriving on-site.”

Resilience: from climate to conflict

Recent events have also reshaped how infrastructure is designed in the region. “Two years ago, we saw major flooding in the UAE in a desert environment,” highlights Denver. “That highlighted the need for climate resilience.”

At the same time, geopolitical tensions are driving a second form of resilience. “We are now looking at how to harden infrastructure, building redundancy into power systems, designing buildings that can withstand shocks, and improving emergency response through digital integration.”

Learning for Africa

For Denver, one of the most exciting aspects of this work is its applicability to Africa. “The Middle East is effectively a test bed for new technologies,” he says. “And Africa does not need to reinvent the wheel. We can adopt and adapt what has already been proven.”

This is where Zutari’s cross-regional model becomes particularly powerful. “We can take lessons from the Middle East and apply them in African contexts, whether that is in transport, energy or smart city development and vice versa.”

Engineering with purpose

Beyond the technical and commercial aspects, Denver is passionate about the broader impact of engineering. “You do not just build a bridge,” he says. “You connect communities. You enable trade. You improve access to education. You restore dignity.” He believes engineering plays a fundamental role in shaping societies.

“In many ways, engineering has had a greater impact on the quality and length of human life than any other profession, through clean water, infrastructure and connectivity.”

A bullish outlook

Looking ahead, Denver remains optimistic about both the Middle East and Africa. “The Middle East is home to some of the world’s largest sovereign wealth funds,” he says. “Even in challenging times, these countries have the ability to invest and build.”

He also sees Africa as a central part of that future. “The Middle East recognises Africa as a key growth market,” he notes. “There is a real opportunity to unlock value through infrastructure, and that is where partnerships become critical.”

Despite short-term geopolitical uncertainties, his outlook is clear. “I am very bullish,” asserts Denver. “This region has the resources, the ambition and the capability to continue building and to play a positive role in Africa’s development.”

The role of partnership

Ultimately, Denver emphasises that success in this environment depends on collaboration. “You cannot deliver projects of this scale alone,” he says. “Partnerships allow you to co-create, co-innovate, and bring together the best capabilities.”

For Zutari, that means acting not only as an engineering firm, but as a trusted partner across regions. “We become ambassadors,” he concludes. “We represent African capability in the Middle East, while delivering consistent quality on the ground in Africa. That’s where the real value lies.”

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Asbestos abatement ensures safe demolition in heavy industry

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Created: Friday, 08 May 2026 10:50

Asbestos abatement ensures safe demolition in heavy industry

09 April 2026: Asbestos remains one of the most common challenges in heavy industrial demolition. Despite being banned in South Africa, it is still present in countless older plants, facilities and mining structures. The safe identification, handling and disposal of asbestos-contaminated material requires not only specialist licensing, but also a disciplined approach to engineering, safety and environmental management.

Jet Demolition has built extensive experience in asbestos abatement across multiple industries, incorporating the process seamlessly into their turnkey demolition services. “Our approach is to assess each site individually and implement the most appropriate methodology,” explains Contracts and Project Manager Kate Bester. “Whether it involves roofing, buried piping, insulation or contaminated soils, we ensure the removal is undertaken in strict compliance with regulations.”

Asbestos is often hidden in unexpected areas of ageing infrastructure. By addressing it upfront, Jet Demolition reduces health risks, streamlines demolition and prevents costly delays. Some of the biggest and oldest industrial and mining facilities were built at a time when asbestos use was widespread, making abatement both technically demanding and time-sensitive.

Depending on the application, Jet Demolition employs a combination of wet and dry removal techniques, as well as encapsulation where direct removal is not immediately practical. Decontamination units are deployed on site to protect both workers and the surrounding environment, while occupational hygienists monitor exposure levels throughout the process.

“The risks associated with asbestos cannot be underestimated. That is why we invest in training, equipment and monitoring at every stage of a project, and adopt methods that do not increase the risk of airborne fibres,” adds Bester.

Some of the oldest industrial facilities still in operation today were built and maintained when asbestos use was commonplace. Gaskets, seals and insulation is widespread. Hazardous materials are often embedded throughout these sites, making abatement both technically demanding and time-sensitive. While legislation sets strict standards for safe removal and disposal, the sheer scale and complexity of these facilities place even greater responsibility on professional contractors to uphold best practice.

Jet Demolition’s capability to manage hazardous materials alongside large-scale demolition demonstrates the company’s comprehensive, engineering-driven approach. In doing so, it ensures that the removal of outdated industrial infrastructure not only advances new development, but also safeguards the well-being of workers and surrounding communities.

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Rosond’s impact on employees and communities through bursaries and learnerships

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Created: Friday, 08 May 2026 10:49

Rosond’s impact on employees and communities through bursaries and learnerships

13 April 2026: In an industry where technical expertise and operational excellence are paramount, leading drilling and exploration specialist Rosond recognises that the long-term sustainability of the sector depends not only on innovation, but on people. For Rosond, skills development is not a compliance exercise it is a strategic imperative that drives both business resilience and meaningful social impact.

Across South Africa, youth unemployment remains one of the country’s most pressing challenges. At the same time, industries such as mining and drilling continue to face a shortage of specialised skills. Bridging this gap requires deliberate investment, long-term thinking, and a commitment to unlocking potential where it matters most within local communities.

Rosond has taken a proactive approach to this challenge through a structured skills development strategy that includes bursaries for learners from host communities, as well as learnership programmes designed to provide practical, career-building opportunities for young people.

The bursary programme with 67 active students supports a wide range of fields relevant to the industry, including Finance, Human Resources, Supply Chain, Safety Management, Quantity Surveying, Business Management, Engineering disciplines, Information Technology, and Environmental Studies. Meanwhile, learnership programmes focus on areas such as Business Administration, giving young people hands-on experience to transition successfully into the workforce.

“Skills development is central to how we build a sustainable business,” says Glen McGavigan, CEO of Rosond. “We operate in communities that are rich in potential, and it is our responsibility to invest in that potential. When we support education and create pathways into the workplace, we are not only strengthening our talent pipeline we are contributing to broader economic growth and social stability.”

Through its bursary programme, Rosond enables students from its host communities such as Kathu and Midrand to access higher education opportunities that may otherwise be out of reach. These bursaries are aligned with industry-relevant qualifications, ensuring that graduates are equipped with skills that are both practical and in demand.

Complementing this, the company’s learnership initiatives provide hands-on experience, allowing young people to transition more effectively from education into the workplace. This dual approach combining academic support with experiential learning is key to addressing the mismatch between qualifications and employability.

Importantly, Rosond’s commitment to development extends beyond new entrants into the workforce. The company also invests in the growth of its own employees, creating opportunities for further education and career advancement.

This year, Rosond celebrates the achievements of three employees who have successfully completed their studies with the support of the company:

• Carmen Sasha-Lee Fortuin, from Kathu, Northern Cape, who obtained an Advanced Diploma in Safety Management from UNISA.
• Akani Tshuxeko Mboweni, from Midrand, Gauteng, who completed a BSc Honours in Quantity Surveying at the University of Johannesburg.
• Murendeni Maphangwa, from Midrand, Gauteng, who earned a Postgraduate Diploma in Business Management through MANCOSA.

Their achievements are a testament not only to personal dedication, but also to the impact of a supportive organisational culture that prioritises continuous learning.

“Completing my Advanced Diploma in Safety Management is a significant achievement for me. Balancing full-time work on site with my studies required commitment, discipline, and perseverance. This qualification has strengthened my understanding of health and safety practices and reinforced the critical role safety plays in our daily operations,” says Carmen.

“Rosond’s bursary programme gave me the opportunity to complete my Honours in Quantity Surveying while growing in my role. It sharpened my thinking around cost, risk, and value, and has already improved how I approach projects,” says Akani.

“I would like to sincerely express my gratitude to Rosond for funding my Postgraduate Diploma in Business Management. This opportunity has not only strengthened my professional skills but also deepened my understanding of strategic, financial, and operational aspects of the business,” says Murendeni.

“In my role within Accounts Payable, the knowledge gained enables me to contribute more effectively to financial decision-making, improve process efficiency, and support organisational goals with a broader business perspective. I truly appreciate this investment in my growth, as it empowers me to add greater value to the company,” he concludes.

These individual stories reflect a broader philosophy at Rosond, one that recognises that people are the foundation of progress. By investing in education, creating opportunities, and celebrating achievement, the company is building a workforce that is not only skilled, but empowered.

As South Africa continues to navigate economic and social challenges, initiatives like these highlight the critical role that the private sector can play in shaping a more inclusive and sustainable future. “Ultimately, our success as a business is closely linked to the success of the people and communities we serve. When they grow, we grow,” concludes Glen.

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Zambia’s mining skills shortage is both a challenge and an opportunity

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Created: Friday, 08 May 2026 10:47

Zambia’s mining skills shortage is both a challenge and an opportunity

By Jimmy Samuels, Growth Executive: Middle East & Africa at Workforce Staffing Africa

14 April 2026

Zambia is experiencing rapid growth in mining, driven predominantly by copper but also increasing interest in other minerals linked to Electric Vehicle (EV) battery and energy transition demand, including cobalt, nickel and lithium. New mining licences are being granted, and existing mines are being expanded alongside plant upgrades and modernisation initiatives, which have created massive demand for skills across the sector.

However, the local skills base in Zambia has not kept pace with the demand for artisans, technicians and specialist professionals. As a result, mines are under pressure to find and retain the right people while paying rising rates for increasingly scarce skills. The challenge is not just hiring but planning, training and workforce development, which traditional recruitment alone cannot solve. To turn this challenge into an opportunity for future growth, mines need to rethink staffing and skills development across the project lifecycle, with a trusted workforce partner who can bridge immediate gaps while building a more sustainable talent pipeline.

Skills are behind the growth curve

Demand for mining skills has accelerated far faster than both industry and government anticipated, so Zambia is already facing a shortage of technical skills. This challenge is only going to become worse if it remains unaddressed. Zambia aims to significantly increase copper production by 2031, and authorities have recently issued many more mining licenses, particularly in the Copperbelt region.

This is putting pressure on an already limited pool of experienced personnel. It also means that existing skilled workers are now in high demand and can command much higher salaries, which is creating a talent squeeze. A shortage of experienced professionals with specialised skills is making the problem harder to solve and compounding its impact.

Gaps across the board

The skills shortage is not limited to a single category but spans the full mining workforce. At an operational level, there is strong demand for artisans and operators, including diesel mechanics, fitters, riggers and coded welders, as well as heavy equipment operators and drivers with experience in mining environments.

There are also gaps in technical and compliance roles, such as instrument technicians and professionals working in environmental management and health and safety, particularly those with experience in risk assessment and hazard identification.

At a management level, mines are struggling to source experienced supervisors and project personnel, including section and shift bosses, as well as project managers and procurement specialists who understand how to operate in large-scale mining environments.

More specialised roles are also in short supply, including mine engineers, geotechnical engineers, surveyors and professionals involved in mineral processing, resource estimation and mine planning.

At the same time, modernisation is creating demand for new skills, particularly in areas such as automation, remote operations, high-voltage systems and data analysis. Zambia currently has very limited capability in this sphere, which must be addressed if the mining industry is to promote sustainable local growth.

Planning and skills pipelines are critical

One of the biggest issues mines and contractors face is that they often wait too long before engaging on workforce requirements, relying on traditional hiring approaches that do not keep pace with demand. Projects do not go from licence to production overnight; there is usually at least an 18-month period before production begins, which is the ideal window for workforce planning.

Earlier engagement with a reputable workforce solutions provider helps mines to identify what roles will be needed and when, align hiring to project phases and begin building a candidate pipeline ahead of time. A partner with a presence in the region can also provide better access to local skills and resources.

Local skills alone will not be enough in the short term, so some expatriate expertise may be required, particularly in specialist roles. However, the skills challenge cannot be solved by importing skills. Bringing in expertise will be necessary, but the focus should be on using that expertise to develop local capability on-site. Structured skills transfer will be the key to placing local workers with basic qualifications onto structured development paths. Over time, this will allow these individuals to move into more specialised roles, helping to reduce reliance on expatriate skills and build a stronger in-country workforce. 

Building skills alongside capacity

Zambia has a significant opportunity for growth as demand for copper and other minerals continues to grow. However, if the skills shortage cannot be addressed practically, this opportunity will be lost. The answer is not just to recruit more people. Mines need to plan earlier, bring in the right skills and use those skills to develop local workers on site over time.

Partnering with an experienced workforce provider can support this process by helping mines source the right skills, manage mobilisation, and develop talent in line with project requirements. This allows operations teams to focus on production, while workforce requirements are handled alongside the build-up to execution. The sooner this starts, the easier it is to secure the skills needed on site and to bring local workers into the project early enough to build experience.

Editorial Contacts 

Viren Sookhun

Managing Director at Oxyon People Solutions

viren@oxyon.co.za

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Disruptive technologies skills and investment will define the future of South African mining

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Created: Friday, 27 March 2026 13:56

Disruptive technologies, skills and investment will define the future of South African mining

By Prof. Glen Nwaila, Dr Leonidas Vonopartis and Gobona Lizzie Tau

South Africa stands at a decisive moment for its mining industry, shaped not only by rising global demand for critical minerals, but also by leveraging the knowledge, skills and research capacity required to extract them responsibly, efficiently and competitively.

As artificial intelligence, automation and digital systems reimagine mining worldwide and the industry undergoes a promising reinvigoration, South Africa is positioning itself as an engine for 21^st-century economic growth.

The recent Investing in African Mining Indaba in Cape Town served as a barometer for renewed confidence in the sector. Drawing a record 10 500 delegates, the event reflected an overwhelmingly bullish sentiment.

It is becoming increasingly evident that the global economy is reorganising around resilient supply chains for metals essential to power systems, defence technologies, digital infrastructure, mobility and manufacturing, and South Africa is well placed to benefit from this shift – provided that mineral development is integrated with robust industrial policy, infrastructure investment and human capital strategy.

A ‘sunrise industry’

Although mining and minerals were not directly mentioned in Minister of Finance Enoch Godongwana’s recent budget speech, the strategic importance of this sector was a cornerstone of President Cyril Ramaphosa’s State of the Nation Address (SONA) in February 2026. He described mining as a “sunrise industry”, with South Africa having some of the world’s largest reserves of critical minerals, and new mines being opened.

Noting that the country has ore reserves valued at more than R40-trillion, Ramaphosa said after years of declining investment in exploration, South Africa is dedicating funds towards geological mapping and exploration to harness critical mineral reserves.

He added that the Industrial Development Corporation recently announced more than R300-million in funding for the Frontier Rare Earths project in the Northern Cape – a venture with the potential to become one of the world’s biggest, lowest-cost new producers of critical minerals needed for smartphones, lithium batteries and other technologies vital to green transition.

Following the budget speech, Mzila Mthenjane, CEO of the Minerals Council South Africa, reflected that the absence of any mention of mining’s performance and contribution to the fiscus, despite its impact on tax and the budget surplus, was “a missed opportunity” – the sector has “an important role in South Africa’s future social and economic security”.

AI-led innovation is transforming mining

Disruptive technologies, specifically AI and advanced analytics, are no longer experimental – they are game-changing operational requirements. At the Mining Indaba, it became clear that technology can be an enabler of human capability.

AI-led innovation is transforming the sector through several key vectors:

• Precision exploration: AI models are being deployed to ensure targeted exploration, minimising “blind” drilling. This drastically reduces water consumption, time-to-market and capital expenditure
• Remote operations and robotics: the rise of remote control centres enables the monitoring and operation of underground machinery from the surface or even from different continents, vastly improving safety and real-time decision-making
• Digital twins and “tech sandboxes”: universities such as Wits are increasingly serving as experimental environments or “sandboxes”, meaning that mining houses can “fail faster” and avoid costly errors in live environments

However, these technologies require specific skill sets to support them and drive further innovation.

Bridging the digital skills gap

South Africa faces a paradox: the country has immense mineral wealth but lacks the high-level technical and digital skills required to extract it sustainably. Institutions like Wits are proactively bridging this gap by forging strategic global partnerships.

The Wits School of Geosciences is currently in discussions with a global software giant to establish a centre for digital mining innovation. Furthermore, collaborations with United Kingdom- and United States-based researchers will expose our students to international best practices in critical mineral research, evaluation, exploration and digital geology.

To match the needs of future jobs, we must adapt the talent pipeline. Today’s graduates possess a “gaming mindset”, making them ideal candidates for training via gamification and simulation. Personalised, virtualised training frameworks, such as the driver simulations discussed at the indaba, allow workers to master complex machinery in risk-free environments before stepping onto a site.

Geoeconomics and value addition

A marked shift is occurring from geopolitics to geoeconomics: where to deploy capital, how to de-risk projects and who to partner with.

Investment is increasingly contingent on environmental, social and governance (ESG) factors. Water scarcity and environmental footprints are top of mind for global buyers and, once again, technology is the solution. From automated water management systems to AI-driven waste reduction, “green mining” is becoming a prerequisite for capital allocation.

Value addition is paramount. As reiterated at this year’s SONA, the G20 Leaders’ Summit in November last year supported South Africa’s proposal to expand local beneficiation of critical minerals and the export of finished products.

Capturing economic returns through local processing and services rather than exporting raw ore is essential to our long-term national prosperity.

Smart collaboration is the way forward

To sustain the momentum, the mining industry must view social legitimacy as an economic imperative. This requires:

• Localised talent pipelines – for example, mining houses should invest in community skills development centres to “grow their own timber”, creating local expertise that serves the mine’s specific technological needs
• Increased research and development funding – development finance institutions should view academic infrastructure as a high-yield investment, since funding research in geometallurgy and AI-enabled mining will produce more future-fit professionals
• Collaborative governance – the strongest project models are those that align host governments, operators, technical partners and researchers early in the lifecycle

If we successfully integrate our vast mineral reserves with cutting-edge AI and a future-ready workforce, South Africa’s mining sector has the potential to become a leader in the global energy transition.

• Glen Nwaila is the director of the Wits Mining Institute and the African Research Centre for Ore Systems Science (CORES) under the Wits School of Geosciences. He is an associate professor of Geometallurgy and Machine Learning at the Wits School of Geosciences

• Dr Leonidas Vonopartis is an economic geologist and mineralogist at the Wits School of Geosciences and leads the process mineralogy stream of CORES

• Gobona Lizzie Tau is a geologist and visiting researcher at CORES. She specialises in strategic minerals, energy transitions and African natural resource governance.

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Insurance as a strategic lever for mining resilience in 2026 and beyond

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Created: Friday, 27 March 2026 13:54

Insurance as a strategic lever for mining resilience in 2026 and beyond

By Tyrelle Correa, Divisional Executive Mining, GIB Group

South Africa’s mining sector is operating under sustained pressure as a result of the sector’s challenges, including ageing assets, unreliable power supply, constrained logistics and regulatory uncertainty. What used to be peripheral operational risks in mining are now directly influencing underwriting decisions, insurance pricing, capacity, and the financial viability of mining projects.

As loss severity grows and operating volatility increases, insurance is shifting from a transactional purchase to a strategic tool for resilience, capital protection, and long-term sustainability.

Rising business interruption exposure and asset risk

Production stoppages today carry far greater financial consequences than a decade ago. Business interruption risk has become a central underwriting concern, with insurers placing increased emphasis on asset condition, maintenance standards, safety performance, and operational discipline.

Deferred maintenance and budget pressure are translating into tighter policy terms, higher deductibles, and more restrictive coverage structures, increasing the financial burden on already stretched operations.

In response, insurers are placing greater weight on demonstrable maintenance discipline, asset integrity data, and credible downtime planning, with operators that can evidence strong risk controls better positioned to secure more balanced business interruption cover.

ESG performance as an underwriting differentiator

Environmental, social and governance performance is now a material factor in insurance decision-making. Environmental management, tailings integrity and community relations increasingly influence insurer appetite, pricing, and capacity. As such, poor ESG execution can result in tougher terms or reduced cover, while strong governance frameworks are becoming a commercial advantage in underwriting negotiations.

Mining companies that embed ESG into operational decision-making, strengthen governance frameworks and demonstrate credible environmental and social risk management are increasingly treated as more attractive and insurable risks, improving access to capacity and more stable programme structures.

Escalating security threats and social risk

Illegal mining, theft, and sabotage as well as labour unrest remain persistent risks across several regions. Insurers are responding with expanded specialist cover, including strike, riot and civil commotion extensions, political violence protection, and enhanced liability programmes. Mines demonstrating disciplined security governance, effective surveillance systems and credible community engagement strategies are viewed as lower-risk and more insurable.

Operations that can demonstrate disciplined physical-security governance, effective surveillance capability and proactive community engagement are better positioned to negotiate broader cover and reduce insurer concern around loss frequency and severity.

Systemic infrastructure risk and accumulation exposure

Power instability, water insecurity, and transport bottlenecks are no longer isolated operational issues but systemic risks affecting multiple mines simultaneously. Insurers are adjusting underwriting models to account for shared infrastructure dependencies and regional accumulation risk.

Operators investing in on-site power generation, water recycling, stockpile buffers, and diversified logistics routes are better positioned to secure broader cover and more competitive pricing.

Climate volatility reshaping risk and pricing models

Extreme weather events, including flooding, drought and heat stress, are becoming recurring loss drivers. Climate risk now feeds directly into catastrophe modelling, reinsurance appetite, and policy pricing. Mining companies that support insurance placements with credible climate-adaptation strategies and stress-tested business interruption values are more likely to maintain stable coverage and lender confidence.

Expansion of environmental and socio-economic insurance solutions

Insurance products are evolving beyond traditional property and liability cover to support environmental protection and community resilience. Environmental impairment liability, pollution cover, rehabilitation guarantees and parametric insurance linked to rainfall or water levels are increasingly being used to protect water resources, secure remediation funding and support livelihoods surrounding mine sites.

Mining companies can unlock broader cover, more stable capacity and stronger insurer and reinsurer support by aligning insurance structures with ESG objectives and measurable social-impact programmes.

Regulatory uncertainty and investment risk

Evolving mining policy, licensing requirements and environmental regulation continue to influence project economics and investor appetite. Regulatory volatility has become a meaningful underwriting and financing consideration.

Early engagement with insurers and brokers allows regulatory exposure to be embedded into risk frameworks, improving project bankability and reducing vulnerability to policy shifts.

Demand for tailored, sector-specific insurance

Each mine carries a distinct risk profile shaped by geology, operational depth, infrastructure reliance, labour conditions, and regulatory context, making standardised insurance placements increasingly insufficient.

Tailored programmes supported by technical sector expertise, risk engineering input and active loss-prevention planning can materially improve claims outcomes and reduce balance-sheet impact when major events occur.

What mining companies should prioritise through 2026

Mining operators that perform best in the coming year are likely to be those that prioritise resilience over reactive risk transfer. Infrastructure security, climate-related risk mitigation, and tailings governance will remain central to underwriting perceptions. Labour stability and community relationships will continue to influence assessments of operational continuity, and regulatory risk should remain embedded in feasibility planning and capital-allocation decisions.

Mining companies that treat insurance as a strategic resilience tool rather than a last-minute procurement exercise will be better positioned to protect capital, sustain profitability, and navigate South Africa’s evolving mining risk environment.

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Why mining mergers and divestments fail long after Day 1

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Created: Friday, 27 March 2026 13:53

Why mining mergers and divestments fail long after Day 1
By Anton de Leeuw,
Executive Associate at Change Logic

Mining transactions rarely fail because the deal was wrong. Whether it is a merger, a divestment, or a portfolio simplification, the strategic logic is usually sound. The assets make sense, the capital case is robust, and the board signs off with confidence.

Where things start to unravel is much later. Months after legal completion, operational confidence begins to slip. Safety performance becomes inconsistent. Productivity varies across sites. Leadership teams find themselves resolving confusion rather than driving execution. The transaction is technically complete, but the organisation feels heavier, slower, and more fragile than it did before.

The risk in mining is not Day 1. It is what happens once the deal team steps away and the operation is left to absorb change on its own.

Day 1 is the most controlled moment of the transaction

By the time a mining transaction reaches Day 1, the organisation has already lived through an intense period of scrutiny. Regulators are engaged. Unions are briefed. Investors are reassured. Leadership teams are aligned around a future narrative. There is structure, cadence, and a sense of momentum.

In South African mining environments, this phase is often handled particularly carefully. The consequences of missteps are well understood. As a result, Day 1 is usually executed with discipline.

What follows is far less controlled, as once the spotlight fades, organisations enter a prolonged period of adjustment. Systems begin to separate. Services that were once taken for granted must suddenly stand alone. Leaders who were focused on getting the deal done are now expected to stabilise operations and redefine how work is done. This is where underestimation becomes dangerous.

The real risk that emerges at this point is adoption risk - whether leaders, supervisors and teams have the confidence, clarity and routines to operate safely and consistently once the deal structure becomes reality.

Why mining organisations underestimate post-transaction impact

In mining, mergers and divestments are rarely singular events. They are part of a broader pattern of restructuring, portfolio reshaping, and cost pressure. Over time, organisations begin to treat structural change as normal.

That familiarity breeds a false sense of confidence.

The impact on operating models, systems, compliance, and people is consistently underestimated. Leaders assume business-as-usual capacity will stretch. They expect teams to “make a plan” once the transaction is complete. Consultants are often brought in late, once pressure has already built and timelines are immovable.

The result is not resistance, but fatigue. People do what is required, but stop investing discretionary effort. In safety-critical, unionised environments, that discretionary effort is what protects performance under pressure.

What uncertainty looks like on site

Post-transaction risk rarely shows up neatly in executive dashboards. It surfaces quietly at operational level.

Shift handovers become transactional rather than purposeful, supervisors hesitate to enforce standards because the line of authority feels blurred, contractors test boundaries that were previously clear, maintenance routines are deferred as priorities compete, and safety conversations become compliance-led rather than ownership-led.

In mining environments, authority does not sit only in formal structures. During post-transaction adjustment, informal influence often intensifies. Respected operators, union representatives and long-standing site leaders can shape behaviour more strongly than new governance frameworks. If these voices are not aligned early, the operating model may be technically clear but practically fragile.

None of this looks dramatic in isolation. Collectively,  these are early signals that operational confidence is eroding, even though formal performance indicators still look stable.

By the time lagging indicators reflect a problem, the behaviours have already shifted.

The compounding effect of serial change in South African mining

South African mining organisations are particularly exposed to this pattern. Many have lived through years of restructuring, disinvestment, regulatory change, and cost programmes. Each initiative may have been justified. Together, they create change saturation.

Change saturation does not present as open pushback. It presents as conservation of energy. Teams comply, but they no longer absorb ambiguity well. When another merger, separation, or system transition arrives, there is little tolerance left for uncertainty.

This is why transactions that look manageable on paper can destabilise operations in practice. At this point, the organisation’s ability to absorb further change is constrained not by capability, but by confidence.

Why integration and separation programmes miss adoption risk

Most mining transactions are supported by integration or separation management offices. These teams track milestones, manage dependencies, and report progress rigorously. From a delivery perspective, the work is often sound.

What these structures struggle to surface is adoption risk as it develops. Training completion, communication plans and cutover checklists provide comfort, but they do not show whether people feel able to apply the new operating model under real operational pressure.

Critical issues around compliance readiness, system ownership, workforce transition, and leadership alignment often emerge only after the organisation is expected to be stable. At that point, recovery becomes reactive and expensive.

Where experienced mining leaders focus instead

Leaders who navigate mining transactions well tend to focus less on mechanics and more on operational confidence. They treat mergers and divestments as multi-year transitions, not events. They clarify decision rights repeatedly, not once. They invest time on site, listening for hesitation rather than dissent.

They also recognise that adoption is not something to be assumed. It must be observed, reinforced, and adjusted over time. In environments where safety, labour relations, and regulatory compliance are tightly coupled, that discipline is not optional.

Mining mergers and divestments rarely fail when the deal closes. They fail later, when organisations are left to interpret change on their own. The difference between value creation and value erosion is whether leaders can see adoption risk and operational confidence slipping early enough to intervene. This is the leadership challenge beneath most mining transactions, and where Change Logic focuses its work.

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Zutari champions future-ready, responsible mining at African Mining Indaba 2026

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Created: Thursday, 05 March 2026 17:08

Zutari champions future-ready, responsible mining at African Mining Indaba 2026

04 February 2026: Reinforcing its role as a strategic partner to the mining sector at a time of rapid transformation across Africa and emerging markets, Zutari will once again take part in African Mining Indaba 2026 from 9 to 12 February at the Cape Town International Convention Centre.

Recognised as the continent’s premier platform for shaping mining’s future, Mining Indaba brings together industry leaders, governments, investors, and solution providers to address the sector’s most pressing challenges from infrastructure and energy security to ESG performance and community impact. For Zutari, participation in the 2026 event underscores a clear priority: enabling mining operations that are resilient, sustainable, and socially responsible.

“The Mining Indaba is the premier forum for shaping the future of mining in Africa,” says Gerrit Lok, Managing Director: Resources at Zutari. “For Zutari, it is an opportunity to engage directly with industry leaders, governments, and partners. Our participation in 2026 continues our commitment to driving sustainable, future-ready infrastructure solutions that enable mining companies to thrive while creating lasting value for society.”

A holistic offering through strategic collaboration

At this year’s event, Zutari is partnering with Globe 24-7, combining engineering and infrastructure expertise with specialist human capital and talent solutions. The collaboration reflects the growing need for integrated approaches in mining developments, where people, systems and infrastructure must work seamlessly together.

“Together, we offer mining clients a holistic approach, combining people and infrastructure to deliver resilient, efficient, and socially responsible projects,” explains Lok. “It is a natural fit given mining’s dependence on integrated systems, which includes competent people.”

Addressing Africa’s complex mining challenges

Mining operations across Africa face a unique set of pressures, including energy insecurity, water scarcity, ESG compliance requirements, and rising community expectations. These challenges are often compounded by remote locations and infrastructure gaps.

Zutari’s multidisciplinary capabilities span transport, energy, water, and digital infrastructure, enabling the firm to support mining clients across the full project lifecycle. Through cost-effective design, advanced modelling, digital twins, and collaborative delivery models, Zutari helps reduce risk, accelerate delivery, and optimise long-term operational performance.

“In Africa, infrastructure gaps and remote locations add complexity, making integrated solutions essential,” says Lok. “Our approach ensures infrastructure is not only technically sound but also aligned with long-term operational goals.”

Embedding sustainability and social value

Sustainability is no longer peripheral to mining strategy but is central. Zutari supports clients by embedding environmental and social responsibility from the outset, incorporating renewable energy solutions, circular water systems, biodiversity protection, and community-focused infrastructure into project design.

This philosophy is closely linked to Zutari’s human-centred engineering approach, which prioritises early community engagement and ensures infrastructure delivers benefits beyond the life of the mine.

“We design with people in mind, not just assets,” notes Lok. “By embedding social impact assessments into engineering design, we ensure projects deliver operational efficiency while fostering trust and shared value.”

Engineering the future of mining

As the mining sector responds to ESG requirements and the global energy transition, the role of engineering consultancies is evolving. Zutari sees itself not merely as a technical service provider, but as a strategic partner guiding clients through complex trade-offs between profitability, resilience, and responsibility.

“Future-ready mining is about resilience, adaptability, and sustainability,” says Lok. “It means infrastructure that is flexible, scalable, and aligned with global sustainability goals.” Looking ahead, Zutari’s message is clear: responsible mining and commercial success are not mutually exclusive.

“Zutari engineers impact,” concludes Lok. “Our infrastructure solutions are rooted in sustainability, innovation, and human-centred design. We are committed to helping the sector transition responsibly, ensuring mining remains a driver of economic growth and social progress in Africa.”

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Aurex Constructors showcases smarter, integrated SMEIPP construction management for Africa’s mining industry

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Created: Thursday, 05 March 2026 17:07

Aurex Constructors showcases smarter, integrated SMEIPP construction management for Africa’s mining industry

6 February 2026: Mining projects are becoming more complex, less forgiving, and increasingly intolerant of delay. In this environment, traditional, reactive construction models are no longer sufficient to meet the demands of modern mining plant environments.

Aurex Constructors specialises in SMEIP/SMEIPP delivery (structural, mechanical, electrical, instrumentation, piping and platework), forming the backbone of its construction and maintenance support to mining plant infrastructure.

“Innovation is about solving the real challenges our clients face on live mining sites, which are uncertainty, complexity, and pressure on schedules,” says Clive Garner, Operations Director of Industrial Projects Solutions at Aurex Constructors.

As the African mining industry gathers for Mining Indaba 2026, the leading industrial construction, turnaround, and maintenance company, is highlighting how innovative, integrated construction management approaches are delivering greater certainty, efficiency, and reliability across complex mining infrastructure and plant construction projects.

Mining Indaba is widely recognised as the premier platform for the African mining industry to shape the future of mining across the continent. Against this backdrop, Aurex Constructors is reinforcing its commitment to smarter planning, digital enablement, and agile execution as key enablers of improved project outcomes across the mining value chain.

The integrated construction execution management model offered by Aurex Constructors brings execution planning, project controls, scheduling, and risk management into a single coordinated system. This approach reduces fragmentation, one of the primary causes of cost overruns and schedule delays on mining projects.

“The value Aurex brings to every project is a tightly run operation where decisions are informed, coordination is deliberate, and progress is measured in hours, not weeks,” highlights Garner. “That level of discipline is what truly delivers robust project controls and predictable outcomes.”

Operating in dynamic mining environments where conditions can change daily, Aurex Constructors leverages digital field tools from centralised project dashboards to integrated scheduling platforms to maintain visibility and control. “When complexity rises, visibility must rise with it,” maintains Garner. “Technology gives us that visibility, allowing our teams to make faster, more informed decisions, and stay ahead of disruption.”

Innovation also plays a critical role in safety, risk management, and compliance. Aurex Constructors embeds safety into every activity through smart checklists, hazard-trend monitoring, personnel competency tracking, and real-time communication tools. Leading indicators are analysed and shared across the organisation to drive preventative action and continuous improvement. Aurex’s mining work spans SMEIP construction, plant upgrades, brownfield infrastructure expansion, shutdowns, and ongoing mechanical and electrical maintenance within operational mining facilities.

“We operate in high-risk, high-stakes environments, and innovation helps us convert those risks into controlled, predictable operations,” adds Garner. “Safety is improved by design.” Recognising that no two mining sites are the same, Aurex Constructors tailors its delivery strategies to each client’s operating reality, whether supporting shutdowns, brownfield expansions, or greenfield developments. Where appropriate, prefabricated or off-site assemblies are incorporated to enhance safety and schedule certainty.

“Flexibility is one of our defining strengths,” says Garner. “We align our execution models to the client’s constraints, timelines and wider operational goals.” Aurex Constructors also places strong emphasis on collaboration across multiple contractors and stakeholders through structured interface management, daily coordination routines, and shared digital platforms. “Projects are a team sport,” notes Garner. “When everyone operates within the same rhythm, the project accelerates.”

Looking ahead, Aurex Constructors is continuing to expand its digital ecosystem, strengthen regional delivery capability, and build deeper partnerships to support the next generation of mining infrastructure across Southern Africa. “Our north star is clear: deliver certainty to our clients where certainty is ‘not found on a shelf’,” says Garner. “Innovation and consistency are the drivers that will help us do that for years to come.”

As part of this focus, Jakes Bosch, Mining Portfolio Manager at Aurex Constructors, will be attending Mining Indaba 2026 in Cape Town, where he will engage with mining houses, EPCMs, and industry stakeholders on upcoming brownfield and expansion projects, plant construction, shutdowns, fabrication-integrated delivery, and long-term maintenance frameworks.

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Impala Rustenburg school support progamme improves matric results

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Created: Thursday, 05 March 2026 17:05

RUSTENBURG’S SCHOOL-SUPPORT PROGRAMME HELPS SCHOOLS ACHIEVE IMPROVED MATRIC RESULTS

Rustenburg, February 2026 – Impala Rustenburg’s ongoing support of local schools continues to show positive results, with several Impala-supported high schools recording improved matric outcomes in the 2025 National Senior Certificate examinations.

The 2025 matric results point to steady progress across schools in the Rustenburg area, with four Impala-supported schools achieving pass rates above 90%. Waterkloof Hills High School recorded a near-perfect pass rate in its first-ever Grade 12 cohort – a significant achievement for a growing school serving the local community.

Meriti High School showed one of the most notable improvements, increasing its matric pass rate by 18% compared to the previous year. Impala-supported schools performed on average 4% above the national pass rate, with a continued increase in the number of distinctions achieved year-on-year.

Much of this progress was supported by Impala Rustenburg’s academic interventions, which included Saturday and supplementary classes offered to Grade 12 learners at mine-community high schools including Sunrise View, Freedom Park and Keledi secondary schools and Bafokeng High School, among others. These classes focussed on key subjects including Mathematics, Physical Sciences, English and Geography, and have contributed to increased pass rates over the past three years.

Moses Motlhageng, Chief Executive of Impala Rustenburg, said, “These improvements are the result of commitment from learners, teachers, school leadership and our partners. While many schools continue to face real challenges, we are encouraged by the steady progress being made and remain committed to walking this journey with our mine communities.”

Beyond pass rates, individual learner success remains a key indicator of the programme’s impact. A top-performing learner from Sunrise View Secondary School, Omphemetse Tshenepe, was recognised among the leading achievers in Impala-supported schools and was also a previous recipient of the Peter Davey Award, awarded annually in recognition of academic excellence and potential. Other top performers from the Class of 2025 include Warona Mathuloe from Meriti Secondary School who achieved eight distinctions, Prudence Tshenepe and Koketso Motshoane from Sunrise View Secondary School who both achieved seven distinctions, and Idlett Lebajoa from Platinum Village Secondary School who achieved seven distinctions.

Motlhageng said, “I applaud these learners on their exceptional matric results. They are an inspiration to many young people in our mine communities.”

Impala Rustenburg’s school-support programme aligns with the social performance and sustainability strategy of its holding company, Impala Platinum Holdings Limited (Implats). Implats’ commitment to education and skills development reflects a long‑term investment in host communities. This focus is demonstrated through substantial improvements to school infrastructure to enhance hygiene, safety and the overall learning environment. These projects elevate educational conditions and stimulate local economic participation by creating jobs and supporting the growth of local SMMEs during implementation. Beyond infrastructure, Implats reinforces learning and development through its broader mine community strategy, which integrates community-focused skills development to cultivate a capable, future-ready workforce and strengthen community resilience. Impala Rustenburg’s school-support programme reaches primary and secondary schools in its mine communities, focusing on academic support, leadership and governance training, infrastructure improvements and holistic learner development, demonstrating its broader commitment to sustainable community development.

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Autonomous shaft inspection in deep-level mining

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Created: Thursday, 29 January 2026 13:24

JOHANNESBURG, South AFRICA, 22 January 2026

Autonomous shaft inspection in deep-level mining

As deep-level mines face mounting safety, cost, and asset-integrity pressures, automated shaft inspection technologies are rapidly moving from experimental pilots to operational necessity. Advances in AI-led visual and LiDAR scanning are enabling mining operators to generate high-resolution structural data while significantly reducing human exposure to hazardous underground environments.

Across the deep-level mining sector, traditional manual shaft inspections of hoisting infrastructure are increasingly being replaced by autonomous, drone-based, and data-driven systems capable of producing repeatable datasets that support predictive maintenance and long-term asset planning. The shift reflects a broader industry move toward integrating inspection data into hoisting, safety, and asset management platforms.

This transition was underscored at a recent specialist industry forum in Johannesburg, where mining engineers, hoisting specialists and inspection professionals explored how autonomous inspection technologies are reshaping shaft integrity management in deep-level mining environments.

“Our focus is on integrating autonomous inspection data into hoisting, safety and asset management systems, particularly in deep-level mining environments common in South Africa,” says Henk Wiedemann, Hoisting Service Manager at ABB. “The industry’s key challenge is no longer sensor capability, but the validation and operational use of data.”

Alex Grenier, CEO of Point.Laz, says the technology was designed around real mining conditions. “Our system was built to create spatially repeatable datasets that allow engineering teams to track deformation, structural fatigue and water ingress over time, enabling a shift from reactive repairs to predictive, engineering-led interventions.”

Jamie van Schoor, CEO of Dwyka Mining Services, says the focus is on improving safety and operational efficiency. “By reducing exposure time and improving data quality, we allow highly skilled personnel to focus on diagnostics, planning and execution rather than high-risk, time-limited inspection work.”

Point.Laz demonstrated its Lazaruss 3D scanning system, designed to generate repeatable datasets that can be linked to digital maintenance platforms to enable condition-based maintenance and improve long-term asset planning.

ABB continues to invest in innovative inspection and automation technologies that support safer, more efficient and more sustainable mining operations. With decades of expertise in hoisting systems and electrification, the company aims to enable data-driven decision-making and improved asset performance for customers across the region.

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Optimising MRO Operations Through Artificial Intelligence

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Created: Thursday, 29 January 2026 13:22

OPTIMISING MRO OPERATIONS THROUGH ARTIFICIAL INTELLIGENCE

By De Wet Joubert, Operations and Strategic Projects Director, RS South Africa

JOHANNESBURG, South Africa, 14 January 2026: Artificial Intelligence (AI) is no longer just a passing trend; it is reshaping industrial operations at every level. Nowhere is this transformation more visible than in the maintenance, repair, and operations (MRO) supply chain, where AI is driving efficiency, predictive insight, and smarter decision-making.

Industrial organisations have long relied on data to guide decisions, but today’s AI goes far beyond traditional analytics. Advanced machine learning and generative AI can synthesise vast volumes of information, uncover patterns across previously siloed datasets, and generate insights that fundamentally change how businesses operate. The real value of AI lies in its ability to turn fragmented data into actionable intelligence that enhances operational performance and supports strategic decision-making.

Data is at the heart of AI’s impact

At the heart of AI’s impact is data. Capturing, structuring, and standardising information across processes and systems forms the foundation of effective AI deployment. When data is complete, accurate, and contextualised, AI can forecast component failures, optimise inventory, and improve overall supply chain reliability. Organisations with mature processes can leverage AI to anticipate demand, reduce stock errors, and ensure critical parts are available when needed. Those still building operational foundations may struggle to realise the full potential.

RS South Africa has been at the forefront of bringing these capabilities to life. By integrating AI into MRO operations, RS enables clients to identify patterns in part usage, standardise inventory across multiple sites, and unlock efficiencies that were previously hidden in complex supply chains. The application of AI allows for more accurate stock planning, faster part identification, and optimised working capital — ensuring organisations operate with maximum uptime and minimal waste.

Benefits beyond inventory

The benefits of AI extend beyond inventory. Predictive analytics allow organisations to anticipate equipment failures and schedule maintenance proactively, reducing unplanned downtime and extending asset lifecycles. By using AI to simplify part naming, classify spare components, and optimise procurement processes, organisations achieve cost reductions and improve operational reliability. This is particularly valuable in South Africa, where industries such as mining, manufacturing, and defence may operate with ageing assets, have complex supply chains, and limited access to highly skilled technicians.

Tools to support this transformation are already in use at RS South Africa. AI-enabled applications can rapidly help to identify parts in storerooms, reduce manual input, and improve data accuracy. Cloud-based platforms provide real-time visibility, streamline procurement, and enhance operational efficiency. Together, these technologies enable RS to deliver faster, safer, and more reliable MRO services, allowing organisations to focus on strategic operational improvements rather than transactional tasks.

Collaboration and integration are integral

Collaboration and integration are key to realising AI’s full potential. By working with RS, organisations gain access to end-to-end services, from data standardisation and process optimisation to supplier coordination and inventory management. Combining technological capability with industry expertise accelerates AI adoption and ensures tangible improvements across the supply chain.

The South African context highlights the transformative potential of AI. Research by PwC South Africa shows that 81% of operations executives expect AI to boost operating profits by at least 3 percentage points by 2030, with over 50% anticipating gains of 5 percentage points or more. Yet only 13% report achieving a significant return on investments made so far, highlighting the opportunity as local adoption evolves.

From optimisation to transformation

Looking ahead, AI will move from optimisation to transformation. Advanced algorithms will enable predictive maintenance, dynamic inventory management, and intelligent supply chain orchestration. Organisations that embrace AI strategically, align it with core processes, and invest in data quality will not only improve efficiency but unlock entirely new ways of operating.

The future of MRO supply chains is intelligent, integrated, and proactive. Through initiatives led by RS South Africa, AI is becoming the key to creating resilient, cost-effective, and high-performing operations. By leveraging AI, South African industrial organisations can improve uptime, optimise inventory, and transform their MRO supply chains from cost centres into strategic enablers of operational excellence.

RS South Africa is a trading brand of RS Group plc (LSE: RS1) and a leading provider of industrial product and service solutions.

References

1. PwC South Africa. AI in Operations: Unlocking Value in Industrial Operations.
2. EY Global. How Generative AI in Supply Chain Can Drive Value.
3. How AI and Other Technologies Can Help Solve the MRO Skills Shortage in Aerospace and Defence. 2023

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Cape Mining Mixer 2026 to drive collaboration, innovation, & investment across Africa’s mining sector

Details

Created: Thursday, 29 January 2026 13:21

Press release: Cape Mining Mixer 2026 to drive collaboration, innovation, and investment across Africa’s mining sector

19 January 2026

The Cape Mining Club has announced the return of its annual event, Cape Mining Mixer 2026, which will be held at Cape Town's Cabo Beach Club on Wednesday, 11 February 2026. Now in its third year, the event stands out as one of the most eagerly awaited networking evenings during the Mining Indaba week, bringing together senior professionals from across the entire mining value chain for deep, interpersonal interaction and networking opportunities.

Founded with the goal of creating a more focused and personal networking alternative during Mining Indaba week, Cape Mining Mixer has carved out a distinctive position as a discussion space for high-level connection and collaboration. Its unique, predominantly invitation-based format provides sponsors and delegates with the opportunity to interact in a business-centred yet relaxed setting, away from the pace and formality of traditional conferences.

Cultivating partnerships through purposeful interaction     

“Cape Mining Mixer was conceived as a place where industry leaders can connect with purpose,” says Johan de Bruin, organiser of Cape Mining Mixer 2026 and member of the Cape Mining Club. “From the outset, our objective has been to create an environment where conversations lead to collaboration and partnerships that can shape the future of mining across Africa.”

This year’s theme, ‘Cultivating Thriving Partnerships’, reflects the mining industry’s growing recognition that success in addressing challenges such as sustainability, digitalisation, energy transition, and capital deployment requires collaboration. By aligning with Mining Indaba’s broader spotlight on long-term growth and investment, Cape Mining Mixer provides the ideal setting for delegates to explore joint opportunities and build relationships that extend beyond the event itself.

Unlike large-scale conferences, Cape Mining Mixer avoids formal presentations and panels in favour of open, insight-led discussion.  Each element, from guest selection to sponsor activations, is deliberately designed to encourage authentic conversation and purposeful networking. Rather than traditional branding, sponsors actively host and engage in dedicated areas, using subtle activations and visual cues to initiate relevant conversations and guide meaningful interactions without disrupting the social flow of the event. The result is an atmosphere where senior decision‑makers and project leaders can exchange insights, explore opportunities, and discuss real-world challenges in depth.

Industry-leading sponsors driving meaningful engagement

Cape Mining Mixer 2026 is proudly supported by a group of leading organisations across the global mining ecosystem, including AMC Consultants, Sandvik, Wenco, Tontrac and CRU. Together, these sponsors play an active role in shaping the quality of engagement at the event, contributing to its reputation as a high-value forum for collaboration, insight sharing and partnership building.

Reflecting on AMC Consultants’ continued involvement, Corne Yzelle, Advisory Lead at AMC Consultants, says: “The Cape Mining Mixer offers something truly unique; an exclusive, agenda-free environment focused purely on meaningful connection. As a global consultancy with a growing presence in South Africa, the event gives our local team the opportunity to engage with key industry players, peers and potential partners in a relaxed yet highly valuable setting. The calibre of attendees and the quality of conversations are a direct result of the sponsors’ shared commitment to creating real value, not just visibility.”

PC Kruger, Business Line Manager: Crushing at Sandvik Rock Processing, adds: “The Cape Mining Mixer creates a rare opportunity to engage directly with senior decision makers in an energetic, informal setting. With many conversations expected to focus on current market dynamics and the realities of doing business in Africa, it’s an ideal platform for meaningful dialogue and long-term relationship building.”

Bringing the right people together for lasting impact

Attendees represent a strategic cross-section of the mining landscape, including mining operators, engineering consultancies, equipment and technology providers, investors, analysts, and advisory firms. This curated mix ensures that every interaction holds commercial and strategic value, contributing to long-term collaboration across the industry.

“The 2026 edition will build on the event’s growing reputation as the place where high-quality relationships are formed,” de Bruin adds. “It’s about bringing the right people together, those who are shaping mining’s next chapter, and providing them with the right environment to engage productively. We’ve seen tangible partnerships and investments emerge from past events, and we aim to take that even further this year.”

While the event is primarily invitation-based through sponsors, a limited number of delegate tickets are available to the broader industry, providing access to professionals eager to expand their networks during Mining Indaba week. Delegates can expect high‑value networking opportunities, sponsor‑led activations and targeted introductions, all curated to maximise relevance and impact.

Beyond building relationships, Cape Mining Mixer 2026 aims to contribute to the resilience and progress of the African mining sector. By facilitating open dialogue and cross‑disciplinary exchange, events like this strengthen the foundations for innovation and sustainable growth, helping companies navigate a rapidly changing market environment.

Cape Mining Mixer 2026 underscores the Cape Mining Club’s mission to connect professionals, companies, and ideas across the mining ecosystem. As the sector continues to evolve, the event stands as a vital bridge between operators, service providers, investors, and advisors, fostering the trust and collaboration essential to future success.

Mining professionals, executives, and industry stakeholders who wish to attend are encouraged to secure their place early. For registration or sponsorship enquiries, contact info@capeminingclub.co.za or visit www.capeminingclub.co.za.

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AI-led mine shaft scanning takes centre stage at industry event

Details

Created: Friday, 12 December 2025 10:02

JOHANNESBURG, South AFRICA, 11 December 2025

AI-led mine shaft scanning takes centre stage at industry event

Advancements in automated visual and LiDAR scanning technology for mine shafts were on display at the ‘Shaft Inspections 4.0: A New Revolution’ event held in Johannesburg on 12 November. ABB attended as part of its ongoing commitment to delivering digital and AI-driven solutions that enhance infrastructure management across the mining sector.

“Shaft scanning is one of the initiatives that we are looking into to expand our services offering to hoisting customers. We see great potential in this technology, and more generally in providing digital and AI-driven solutions in the mining industry,” says John Manuell, Global Business Unit Manager at ABB.

The specialist industry event, hosted by Dwyka Mining Services and Point.Laz, brought together mining engineers, hoisting specialists, and inspection professionals to explore how traditional manual shaft inspections are being replaced by autonomous, drone-based, and data-driven technologies. These platforms can generate high-resolution structural models while reducing human exposure to hazardous underground environments.

“Our focus is on integrating autonomous inspection data into hoisting, safety and asset management systems, particularly in deep-level mining environments common in South Africa,” says Henk Wiedemann. “The industry’s key challenge is no longer sensor capability, but the validation and operational use of data.”

Alex Grenier, CEO of Point.Laz, says the technology was designed around real mining conditions. “Our system was built to create spatially repeatable datasets that allow engineering teams to track deformation, structural fatigue and water ingress over time, enabling a shift from reactive repairs to predictive, engineering-led interventions.”

Jamie van Schoor, CEO of Dwyka Mining Services, says the focus is on improving safety and operational efficiency. “By reducing exposure time and improving data quality, we allow highly skilled personnel to focus on diagnostics, planning and execution rather than high-risk, time-limited inspection work.”

Point.Laz demonstrated its Lazaruss 3D scanning system, designed to generate repeatable datasets that can be linked to digital maintenance platforms to enable condition-based maintenance and improve long-term asset planning.

ABB continues to invest in innovative inspection and automation technologies that support safer, more efficient and more sustainable mining operations. With decades of expertise in hoisting systems and electrification, the company aims to enable data-driven decision-making and improved asset performance for customers across the region.

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IZA Africa celebrates five years of promoting zinc knowledge across Southern Africa

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Created: Friday, 12 December 2025 09:59

IZA Africa celebrates five years of promoting zinc knowledge across Southern Africa

09 December 2025: The International Zinc Association (IZA) is marking five years of sustained growth, outreach, and technical leadership in promoting the critical role of zinc in corrosion protection, agriculture and human health. Despite the disruptions of the COVID-19 pandemic and ongoing economic challenges, IZA Africa has expanded its training programmes, industry engagement, and research partnerships to ensure zinc remains central to engineering and construction practices in the region.

Over the past five years, IZA Africa has delivered a comprehensive series of technical webinars to the engineering profession, covering galvanizing, zinc thermal spray and zinc rich coatings. In May 2024, the organisation held in-person seminars in Cape Town and Durban, training 30 civil engineers on zinc’s role in protecting steel from corrosion. Hundreds more have benefited from frequent technical briefings distributed across Southern Africa.

At the forefront of professional practice

“For five years, we have worked continuously to keep zinc at the forefront of professional practice,” comments Simon Norton, Director of IZA Africa. “Our training, publications, and technical support have helped engineers, galvanizers, and industry stakeholders better understand the value of zinc across corrosion protection, crop health and human wellbeing.”

IZA Africa has also maintained strong visibility through its annual public relations and social media campaigns on Facebook and LinkedIn. These campaigns highlight the diverse applications of zinc in medicine, fertilisers, corrosion prevention, and coatings. The organisation has published two major technical guides, ‘Essentials of Galvanizing’ in 2020 and the ‘Expert Guide to Galvanizing’ released in May 2024.

IZA Africa has also created a zinc library on the Kenya Engineer website. To date, hundreds of users have downloaded material, thus spreading the message that zinc is key to the corrosion protection of steel, adds Norton.

Industry outreach a major focus

Industry outreach has been a major focus. In 2024, Norton represented IZA Africa at Electra Mining Africa in Johannesburg and at the International Conference on Concrete Repair, Rehabilitation and Retrofitting (ICCRRR24) in Cape Town, where he distributed over 400 specialist publications to engineers. At the latter, IZA Africa presented a technical paper on galvanised rebar, which has now been made publicly accessible via the conference website.

In addition to these activities, IZA Africa began visiting hot dip galvanizers across the country in 2024 to provide technical guidance and support. The organisation also played a central role in securing funding in 2021 for a university-led research project exploring a new low-energy, green zinc refining process using locally mined zinc ore.

Long-term sustainability and innovation

“These initiatives reflect our commitment to long-term sustainability and innovation,” says Norton. “Zinc is a remarkable element whose electronic structure brings numerous benefits to industry, agriculture, and human health. Ensuring that engineers and decision-makers understand these advantages is essential for Southern Africa’s infrastructure resilience.”

Looking ahead, IZA Africa remains optimistic. “Our outlook for 2026 is cautiously optimistic,” highlights Norton. “Although industry and commerce in Southern Africa have been constrained by poor political leadership in recent years, our technical support and engagement with the engineering profession have ensured that zinc remains firmly embedded in construction and corrosion protection practices.”

However, Norton warns that the South African construction industry has contracted by 2% in real terms in 2025 but is expected to start a growth cycle of 3.5 % per annum from 2026 to 2028. Zinc is heavily used for hot dip galvanizing of construction steel and rebar and for continuously galvanized roof sheeting.

“Whatever happens in the construction sector impacts zinc usage severely,” notes Norton. “I hope the promised regrowth of the local construction and infrastructure sectors will lead to renewed uptake of refined zinc.”

IZA Africa will continue expanding its technical presentations, research promotion and support for galvanizers, zinc-rich paint suppliers, and zinc thermal sprayers, while promoting the essential role of zinc in the region’s sustainable development.

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