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By P. J. Kinver

The paper presents details of the costs and outputs being achieved by South African mechanized tunneling and stoping drillings. The information was gathered from various hard-rock mining and tunneling operations ranging from deep-level gold mines to shallow base-metal mines. The survey included older pneumatic rigs and the newer electro-hydraulic rigs, but excluded shaft drilling and the stope drillings that were developed recently for narrow reefs. The information presented is intended as a guide to those having to decide whether to use mechanized drillings and, if so, what type and quantity

Jan 1, 1990

By Nielen van der Merwe

Mr Janisch' s comment' in the August issue on Dick Stacey's remarks about safety factors indeed requires wider debate. The example he quoted to illustrate the successful application of the safety factor concept in coal mining, namely the Salamon formula, is to my knowledge the only recognized application of that concept. Not only that, but that particular formula should be used only for what it was intended, namely to prevent major disasters. It was never intended to indicate long-term pillar stability, and it should not be used for that.

Jan 1, 1993

By D. François-Bongarçon

When it comes to sampling theory, a bad sampler is a bad sampler, no matter what, and a sampler is either bad or good. It also is of critical economic importance to tell and understand the difference, especially in a metallurgical plant. In this paper, the grand principles of Sampling Theory are first recalled, then the most popular types of sample cutters for plants are critically reviewed. It is concluded that the industry has a lot of progresses to make in that direction, although improvements usually pay for themselves very quickly.

Jan 1, 2002

By J. L. Viljoen

t has long been the drive of the industry and all operations to create an environment that is free of injury and illness. We have come a long way; the leaders, executives, managers, supervisors and workers are to be commended for relentlessly driving to create, what I call a ?White Flag Day Every Day?. Yet I am also aware of the huge shift we still need to create in the industry, on the operations and in the workplaces to have them free of injury and illness. Keywords People, values, care, trust, belief.

Jan 1, 2011

By T. Puhakka

Simulation is a way to obtain quickly today future information on how planned systems will most likely behave in various selected situations. This information may then be used to optimize the system and its components and maximize the performance and output. Simulation is a way to fine-tune the layout, match the mobile fleet and optimize the schedule and the way of working to meet the desired production requirements. Simulation provides a glimpse of the upcoming operation, ‘future today’ and helps to predict its restrictions and sensitivity to various aspects. OptiMine™, the Sandvik Tamrock Corp. and CyberCube Oy developed simulation tool is designed to simulate underground rock flow and match suitable technology with various layout options. This tool can be used to view what-if situations and determine what kind of impact mastered changes have to production. The findings of critical points in the layout and working procedures at an early stage of a new mine can help to optimize the layout and material flow. OptiMine™is modular based simulation tool that combines the supplier machine knowledge and traffic guidance with mine operational know-how and mine environment. It is developed to work in a way that an effect of an individual incident, such as the effect of one additional turn in a continuous loading cycle to the daily capacity can be identified. The reported output can be used for economical impact evaluation of selected options. This paper discusses the use of simulation in general and the way the OptiMine™ simulation tool operates and how it may be used for operation, technology and material flow optimization.

Sep 1, 2001

By C. F. Strydom

Paper written on project work carried out in partial fulfilment of B. Eng (Mining Engineering) degree The Self-directed work team concept is the product of relentless performance pressure on American industries during the late eighties and early nineties from other world industrial leaders like Japan. The concept proved to be a successful vehicle by which the Americans could increase their production and improve their safety statistics. The aim of this study is to evaluate the concept as a means to improve the overall performance on South African goldmines. he study is directed by a historical research section, answering questions like: ?Why do we need to change? ?What is a Self-directed work team? ?What are the principle advantages of the concept? ?What are the essential requirements for the concept to succeed? The study also includes an empirical research section that focuses on the current Self-directed work team situation in the South African gold mining industry. The empirical research section is limited to three case studies within Anglogold due to a study period of only six weeks. The mines chosen for the case studies have been labelled Mine 1, Mine 2 and Mine 3. The latter being the base mine allowing for a more in depth study. This includes a perception analysis towards Self-directed work teams within the mine. The study proves the truth of the Latin proverb ?Tempora mutantur, nos et mutamur in illis? meaning ?The times are changing, and we are changing with them?. The chief change catalysts identified are a dwindling gold price and a projected labour crisis. From the study it is evident that the Self-directed work team concept disposes of the critical parameters required for a dramatic improvement in performance. The study also indicates that for the concept to succeed, certain factors like top-level commitment and management-employee trust have to be in place. Sadly, the concluding part of the study proves that very few of the identified critical success parameters are present in the South African gold mining industry. This can serve to explain why the industry only has success with the concept when monetary gain is the chief motivator. The study only focuses on the reasons why the concept is not performing to its full potential and does not wander into explaining the reasons for the current unsupportive milieu in the industry. Self-directed work teams could well rescue the South Africangold mining industry but currently we are driving a square pin into a round hole! [Terminology SDWT?Self-directed work teams AEL?Adventure Experiential Learning ISW?In-stope worker POLC?Plan, organize, lead and control TEC?Total employee costed Silo?The confinement of departments preventing networking JCI?Johannesburg Consolidated Investment Co. Ltd]

Jan 1, 2002

By R. Weber

Methane explosions in underground coal mines are a major concern across the mining industry. After the Pike River disaster, Arnot Coal became even more aware of the explosion risk. To determine whether Arnot has adequate precautions against a methane explosion, such as the one that led to the Pike River disaster, a literature survey covering the causes of the incident and what preventative measures should have been in place was conducted. Many different methane explosion prevention methods were evaluated, as well as codes of practice. Based on the findings, Arnot?s measures to prevent conditions favourable for a methane explosion were evaluated.

Jan 1, 2014

By R. P. Mohring

Before we look at what the challenges and opportunities for future coal mining will be, it is appropriate to have a look at whether there will be a coal industry in the future. There is much talk about the damage caused by the burning of fossil fuels and the need to replace coal and oil with more environmentally friendly energy sources. Yes, there is evidence that the current practice in burning of fossil fuel has certain negative environmental effects, however, the adverse effects for global economic development from inappropriate measures to control greenhouse gas emissions would be severe.

Jan 1, 2001

With the advent of the First World Conference on Sampling and Blending (WCSB1) in Denmark in 2003 and the subsequent biannual meetings, together with other sampling conferences held on a regular basis, the central tenets of sound sampling practice and theory are spreading throughout the minerals industry. End-users and project houses, or groups who execute the projects, are all now better-informed about the principles of ?correct? sampling and preparation. To support this, many large mining companies now have their own in-house champion who will advise and ensure that the supply of sampling equipment is correct in terms of design and application, which further contributes to improved metallurgical accounting. The presence of a sampling champion also ensures that consistent and acceptable standards in regard to sampling practice are maintained throughout the group. This has, in turn, placed a greater degree of responsibility on the shoulders of sampling equipment suppliers, in terms of their equipment designs and product offerings, as well as applications knowledge for effective installation of equipment on client plants. This paper attempts to highlight the significant challenges that sampling equipment manufacturers often face with regard to complying with the newly understood requirements of best practice and sampling equipment design. Manufacturers invariably face issues with end-users or project houses, including project cost control, restricted headroom for samplers in plant layouts, and a lack of knowledge in certain quarters. These all have a potentially negative effect on the final outcome of a proposed sampling solution or implemented project. In reality, what is intended by all parties and what is ultimately installed are at times very different, with undesirable consequences for all concerned. Against this challenging background, there are, however, a number of instances where intent and implementation are complementary, with very satisfactory results. Keywords sampling, mechanical samplers, design, installation, sampling theory.

Jan 1, 2014

By Moraka N. V., van Rensburg M. Jansen

"SynopsisGoing beyond transformation claims contained in employment equity scorecards and industry compliance reports, this article provides qualitative insight into the initiatives employed and challenges experienced by mining companies in a quest to transform the mining industry. Perceptions expressed during in-depth interviews with 10 senior executives showed that the assumption that mining companies are reluctant to transform is erroneous. Results from this study suggest buy-in and commitment to transformation. This article describes specific initiatives undertaken by mining companies to transform. The most notable initiatives include staff recruitment efforts to appoint historically disadvantaged South Africans (HDSAs), staff development initiatives, as well as community development. The findings furthermore contextualize the challenges experienced by industry participants in their quest to transform. Despite accusations that industry participants are not taking responsibility for the implementation of the transformation agenda, government needs to recognize that they too have a role to play and need to appreciate and assist in the current challenges experienced by the industry.IntroductionWe need a mining sector that works. Mining employs over half a million people. It is the biggest earner of foreign exchange in our country. It also contributes about 20 billion rand directly to tax revenue. Mining also makes a far larger contribution as a buyer of goods and services, and a supplier of inputs to other sectors of our economy and other economies around the globe’ said President Jacob Zuma during the 2014 State of the Nation Address (Zuma, 2014). However, despite apparent commitment from government, enforced compliance with social and labour plans, regulations and Mining Charter targets, the South African mining industry is slow to gain local and international investor trust (Deloitte & Touche, 2013; Mashego, 2013).Industry players acknowledge that their context has changed – creating various challenges (Davis, 2014). In the past few years, such challenges included subdued commodity prices, increased working costs, constrained infrastructure, and high labour costs, coupled with poor levels of productivity, strained labour-management relations, an uncertain regulatory environment, and the inevitable maturation of the industry (Deloitte & Touche, 2013; Davenport, 2014). Mining affected communities also became more cognisant of their rights, and politicians more vocal in their expectations from their relationships with the mining giants (Davis, 2014). One of the main issues that contributed to the difficult operating conditions was claims from organized labour and Minister Shabangu that this industry is too slow to transform. Specific claims were made in terms of employment equity, fair salaries and wages for mineworkers, housing and living conditions, health and safety issues, and general working conditions (Limpitlaw et al., 2005; Miningmx, 2013; Shabangu, 2010). These claims were followed by what Gill Marcus, Reserve Bank Governor, explained as ‘unprotected strike action [that] has escalated into an uncontrolled, violent and unlawful landscape, led by a mob mentality in the absence of formal and recognised leaders’ (Mavuso,2013)."

Jan 1, 2015

SACPE has asked the Journal to bring the following points to the notice of members who are about register with SACPE. When to Apply There is no set time to apply for registration. Engineers should apply when they believe that their training has met all the requirements of Policy Statement No. 1/3. Pitfalls Remember that it is the applicants' training that must be evaluated, and this requires the avoidance in the application of vague generalities such as 'My duties were design plant including its economic evaluation' or 'I was engaged in . . Requirements An example of what is required can perhaps best illustrate the point.

Jan 1, 1982

By John Austin, Graham Pingram

The idea of GOLD 100, an international conference on gold, was first conceived by Mr Les Haughton of Mintek in mid 1984. By the beginning of 1985, plans were well advanced to hold what was to be the most comprehensive conference on gold ever organized. Appropriately, GOLD 100 was timed to coincide with the celebration of Johannesburg's centenary. Leaching The South African Institute of Mining and Metallurgy will hold a two-day colloquium on the topic of leaching on 8th and 9th November, 1988, with the objective of bringing the latest developments in leaching technology to the attention of the mineral-processing industry.

Jan 1, 1988

By A. Montini

The problems encountered in the design of control systems for milling cir- cuits when the model of the system and the model parameters are uncertain are discussed. Considering these uncertainty factors has led to the development of a technique that gives a quantitative assessment of real system stability, reveals the trade-offs between performance and stability and helps the designer in deciding what level of model complexity to use in the controller design. Furthermore, it allows for on- or off-line optimization of the milling circuit performance as it provides the base for the design of a controller which is stable over the plant operating range.

Jan 1, 1987

By A M. Garforth

Insurers are hesitant to provide coverage for Open cast Pit side wall collapse, and even the consequent damage to plant and equipment in the pit as well as the resulting interference with the mining operations. After a general introduction to relevant principles of insurance, this paper addresses some of the major reasons for that reluctance based upon the authors? extensive claims experience, examines what limited coverage can still be obtained and looks to the future possibilities. Confidentiality of sources and examples referred to in this presentation is a natural imperative so that a bibliography is not provided but reference is made to relevant sample insurance policy wordings.

Jan 1, 2006

By G. L. Smith, B. Genc, V. Morar, U. Govender

This paper presents a novel holistic healthy human framework for C-suite executives and senior leaders in the minerals industry. The value-add of the framework centres around the integration of inner holistic health and interpersonal holistic health to support and enhance environment, social, and governance transformation, with a focus on the social enterprise. The framework unpacks key components of holistic health and their interlinkages to environment, social, governance, and stakeholder engagement. Insights were gleaned from interviews with 10 C-suite executives, each with over twenty years of experience in mining or business leadership. By applying the holistic healthy human framework, industry leaders can strengthen the social licence to operate and positively transform the industry's public image. Broader application to other sectors is underway.

Oct 2, 2025

By P. J. van der Walt

The paper1(hereinafter BG) by two respected sampling experts contains sound theory and logic that can?t be directly refuted. Nevertheless, a practitioner knows that there is a broader context in which the practice of sampling takes place. This broader context, being less well defined than the theory of correct sampling, receives correspondingly less exposure which this commentary??prompted by? BG?seeks to rectify. ?Correctness? of a sampler is the central concern of BG, where it is presented as a sharp ?black-and-white ?distinction. Accordingly, comments below are grouped under the following headings: ?Correctness in practice ?Without correctness, what can be done? ?The broader context.

Jan 1, 2002

By G. Drennan, A. Cameron

"South African mining operations depend on the skilled professionals produced through the tertiary education sector. In geoscience courses at the University of the Witwatersrand, which lead into the mining sector, there has been a significant increase in student intake over the past 15 years. This increase has been characterized by a radical shift in demography: in classes where white male students once formed the majority, black female students are now in the majority. This demographic shift appears closely linked to policies addressing issues of social justice and transformation in post-apartheid South Africa. We document this change and consider the role played by employment equity legislation (as in the Mining Charter) and corporate social investment strategies in the mining industry, notably through bursaries offered to black female students. We also look at the changing needs of the industry, where the critical need for managerial skills, not just technical knowledge, is highlighted through data from surveys of past students and industry managers. Our findings indicate the need for a curriculum adjustment to meet these changing requirements, as well as more rigorous selection criteria for bursars than simply gender, race, and appropriate matric results. IntroductionThe South African economy has historically been linked to mining and the exploitation of mineral resources. South African mining operations are dependent on the professional labour that is produced through the tertiary education sector, with critical thinking, teamwork, and the art of negotiation having been identified as the crucial skills required for this industry (Sideropoulos, 2014). Over the past three decades the South African system of education has gone through a period of dysfunction that it is struggling to rectify (Maphai, 2014). This has impacted on the levels of academic preparedness of students applying for places in higher education. Concurrently, government and university policies have widened access to higher education in response to the need to address issues of social injustice and transformation related to South Africa’s history of apartheid. As a result, the number of students admitted to universities has increased dramatically. In the School of Geosciences at the University of the Witwatersrand (Wits), the increase in student numbers has been accompanied by a significant change in demographics: classrooms which in the past were dominated by white males have given way to classrooms in which black females are often in the majority. This demographic shift is related to legislation such as the Mineral and Petroleum Resources Development Act and the Broadbased Socio-Economic Empowerment Charter, developed to reshape the socio-economic and equity frameworks of the country (Botha and Cronje, 2015). Requirements aimed at transformation in terms of management, skills development, and employment equity, together with corporate social investment (CSI) requirements, have resulted in bursaries being made available to attract students from designated groups, which in turn has increased the number of black students, and notably black female students, taking courses in geosciences. However, due to the economic downturn, instability in the mining industry has recently resulted in the downsizing of some mines, with international investors pulling out of South Africa. This instability resulted in devastating strikes across all sectors of the mining industry (Stewart, 2013) and in Marikana, an important platinum mining area, the strike culminated in a deadly shoot-out between miners and police. The resulting tensions spilled over into the gold mining sector, resulting in further strike action, shaft closures, and retrenchments. These challenges have implications not only for the mining industry in South Africa, but for the tertiary education providers whose graduates would have been absorbed into the mine-related workforce."

Jan 1, 2017

By G. R. Lane

My opportunity to serve as President of the prestigious Southern African Institute of Mining and Metallurgy (SAIMM) was made possible by an Anglo American scholarship 39 years ago—a pivotal moment that set me on a career path spanning various roles and start-up ventures in the mining industry. Over the past decade, I have been privileged to broaden my experience by consulting across diverse industries globally. This exposure revealed something profound: what I had previously considered mining-specific challenges are, in fact, universal across many sectors. At its core, a mining operation is a complex system of interconnected activities—from exploration through mining operations like drill and blast, load and haul, to beneficiation, and outbound logistics. My cross-industry work has clearly shown that diverse sectors, such as chocolate manufacturing, tissue paper production, toilet paper converting facilities, labgrown diamonds, or high-tech equipment lifecycle management, all rely on value streams of interconnected activities to transform products. The objective is to maximise throughput while effectively managing performance variability. The primary difference lies solely in the specific technical expertise required for each industry, such as chemical, mining, processing, or metallurgical engineering. Across all these industries, I have observed a consistent pattern, that is, performance is primarily driven by individual efforts, where people react and work diligently as situations unfold in real-time. General managers and their teams often operate tactically, focusing on explaining yesterday’s poor performance rather than proactively setting up operations for success. This often resembles an ‘‘under-7s soccer match’’, with everyone chasing the ball. The common response to issues is to add more ad hoc meetings. This effort-driven organisational behaviour persists regardless of whether operations are greenfield digital manufacturing facilities, advanced digital mines with advanced process control, or operations run on paper and Excel spreadsheets for data acquisition. Paradoxically, more real-time data can lead to increased data noise, greater indecision, and sometimes, lower performance. Despite value streams often operating significantly below capacity, organisations continue to invest heavily in additional equipment or in ‘‘glossy brochure promises’’ of Industry 4.0 digital technology and real-time data solutions, which frequently fail to deliver value. This leads to a critical question: Have we underinvested in our most valuable resource— people? Even Tesla faced this challenge with their underperforming fully automated Model X facility. We must shift our focus to designing the ecosystem, or operating model, of our organisations. This extends beyond the traditional triad of people, process, and technology, and moves beyond simplistic views of change management. Artificial Intelligence (AI) has the potential to add significant value, but it also introduces another layer of complexity into designing the organisation of the future. My full presidential address below at the SAIMM AGM discussed the symptoms of an effort-driven organisation and covered the fundamental building blocks and requirements of an operating model, including recommendations on implementing a people-centric approach.

Oct 2, 2025

By C. E. Fivaz

SYNOPSIS Tribute is paid to J.S. MacArthur and the Forrest brothers for their invention. The opinion is expressed that the successful application of their process, not only saved the gold-mining industry on the Witwatersrand from stag¬nation for an indefinite but probably prolonged period, but also made a major contribution to the economic growth of the country in the twentieth century. A background is given of the activities of prominent chemists who researched the solubility of gold in cyanide solution prior to the MacArthur-Forrest invention. An account is given of the invention and patenting of the cyanidation process, and of the golden rule that the patentees laid down for themselves, which came close to wrecking the invention. The South African gold-mining scene from the discovery of gold on the Witwatersrand in 1886 up to 1890 is sketched. An account is given of how, when unoxidized ores were first encountered, the recovery efficiency dropped alarmingly, gold shares were sold on an unprecedented scale, and doom and despondency seized the town of Johannesburg. The complete turnabout in the fortunes of the South African gold-mining industry after the introduction of the cyanidation process in 1890, the steady rate of increase in production after the Anglo-Boer War, and its effect on the South African economy are described. A brief look is taken at the effect of gold mining on secondary industry. The deportment of the gold that is not dissolved from the ore by the cyanidation process is illustrated. Some thoughts are expressed on what can be done to increase the gold recovered by cyanidation.

Jan 1, 1988

Mining executives often have a difficult task determining what the strategic objective of the business should be as this can be impacted by the prevailing market conditions. In addition, they have no mechanism to quantitatively 'test' the impact of this strategic decision on the business and understand the underlying dynamics. During the commodities bull run of 2003 to 2008 the strategic objective may have been to grow the long term value of the business (NPV) through increased tonnage, acquisition and finding new reserves, which all came with an increasing fixed cost base. Now with the financial crisis upon us and the collapse of commodity prices and demand, executives have adjusted their strategies as 'cash is king' and short-term cash flow, in some instances at the expense of long terms value, is the order of the day. For many mining companies, mine closures, reductions in production and cost cutting exercisers are now the focus. In many instances, management do not have an ability to rapidly test different strategic alternatives to 'test' the impact on value, unit costs, reserves and profitability at the operational level and optimize the underlying trade-off variables. Economic modelling of the complete business value chain is a means of linking the operational 'reality' and strategic choices, so that the full impact can be assessed. This paper describes some of the challenges facing mining executives and how economic modelling can be applied to make decision making more rigorous.

Jan 1, 2010