Metallurgy’s warning signal

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Created: Friday, 03 July 2026 07:07

Written by G.R. Lane

The SAIMM Business Breakfast held on 3 June provided an important opportunity to test some of the assumptions underpinning our work on strengthening the minerals industry’s capability ecosystem.

One of the key messages I shared at the breakfast was that the minerals industry does not fundamentally have a people problem. Rather, it has a capability development pipeline problem. Across many disciplines, universities and training institutions continue to produce graduates. Yet industry leaders increasingly report shortages of technicians, technologists, experienced professionals, technical specialists, and future leaders across multiple levels of work. This suggests that the primary constraint is often not the number of people entering the system, but the effectiveness with which the system converts students and graduates into competent, industry-capable practitioners.

Following the breakfast, I received two important pieces of feedback.

The first was a reminder that any discussion on capability must include geology and the broader geosciences, which remain fundamental to the future of exploration and resource development.

The second piece of feedback challenged one of my assumptions and caused me to reflect on whether we are measuring the right indicators when assessing the long-term health of our professional pipeline.

Professor Kathy Sole from the University of Pretoria highlighted that while the capability pipeline argument may be valid for mining engineering, the situation in metallurgy appears more concerning.

In metallurgy, we may be facing both a capability development challenge and a numbers challenge.

Professor Sole shared data indicating that the total student numbers within one of South Africa’s leading metallurgical engineering departments have declined by almost 70% over the past two decades. More concerningly, the department is expected to produce fewer than ten metallurgical engineering graduates this year.

These trends should concern every organisation that is serious about beneficiation, critical minerals, and South Africa’s long-term industrial competitiveness.

Mining extracts the resource.

Metallurgy converts it into value.

Without metallurgists there is no hydrometallurgical processing, no pyrometallurgical processing, no refining, and ultimately, no meaningful beneficiation.

South Africa often debates beneficiation as though it is primarily a policy, infrastructure, logistics, or energy challenge. These are all important factors.

However, beneficiation is ultimately a capability challenge.

Mineral resources do not beneficiate themselves.

People do.

What makes the situation particularly concerning is that the challenge extends beyond student numbers alone. Professor Sole highlighted difficulties attracting students into metallurgy, challenges securing vacation work opportunities, shortages of experienced hydrometallurgical and pyrometallurgical specialists, difficulties recruiting academic staff, and an ageing professional population approaching retirement. This places pressure on both industry capability and the academic pipeline that supports it.

Viewed together, these factors suggest a capability pipeline under increasing pressure.

Interestingly, chemical engineering graduate numbers appear to be growing, raising questions about whether alternative pathways into metallurgy should be explored as part of a broader capability development strategy.

I will be engaging further with other universities to better understand whether this trend is isolated or indicative of a broader challenge within the metallurgical engineering pipeline. Initial discussions suggest there may be similar concerns elsewhere, but this is something that requires further validation.

What struck me is that this is not uniquely a South African challenge. Similar concerns are emerging internationally as countries seek to expand critical minerals production and downstream processing capability. Australia, for example, is already questioning whether it can produce sufficient metallurgical capability to support its critical minerals ambitions.

Encouragingly, the ecosystem is beginning to respond.

Through the recently established Minerals Industry Education Ecosystem South Africa (MEESA) forum, universities, industry, and professional bodies are engaging more closely on issues such as workplace exposure, vacation work, graduate development, and future capability requirements. One of the first tangible outcomes has been the commitment by the Association of Mine Managers South Africa (AMMSA) to work with industry to improve vacation training opportunities for mining engineering students, with a target of placing approximately 250 students across the industry this year.

This demonstrates that when industry, universities, and professional bodies align around a shared challenge, practical solutions can emerge quickly. While the challenge remains significant, it illustrates what can be achieved when the ecosystem focuses collectively on removing barriers within the professional development pipeline.

What encouraged me most was not simply the challenge itself, but the fact that it surfaced through engagement across the ecosystem. No single university, company, professional body, or stakeholder could see the full picture in isolation. It is only when the ecosystem comes together that these signals become visible. This is exactly how an effective capability ecosystem should function.

It also made me wonder whether metallurgy is the exception, or whether similar warning signals exist elsewhere in the capability ecosystem that we have simply not yet uncovered.

The feedback reminded me that systems thinking is not about proving that we are right.

It is about learning.

At the business breakfast, I argued that the minerals industry does not have a numbers problem but rather a capability development pipeline problem.

The feedback from Professor Sole did not invalidate that hypothesis. Rather, it highlighted that different professions may be constrained at different points within the same capability development pipeline.

Mining engineering may primarily have a capability conversion challenge.

Metallurgy appears to face both an attraction challenge and a conversion challenge.

Understanding those differences may prove critical if South Africa is serious about beneficiation, critical minerals, and building the capability required to unlock future opportunities.

Metallurgy may be giving us an early warning signal.

The challenge is now visible.

The question is whether we act early enough.

G.R. Lane
President, SAIMM

Rebuilding the capability system for modern mining

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Created: Tuesday, 09 June 2026 07:07

Written by G.R. Lane

The minerals industry is facing a capability challenge that will not be solved by producing more graduates. The complexity of modern mining is now outpacing the systems that are being relied on to develop the professionals who must lead, operate, and improve it.

Over the past month, through engagements with universities, mine managers, industry leaders, regulators, professional bodies, and the SAIMM Council, one message has been consistent: The industry is becoming more complex at the same time as the systems that historically developed experienced professionals are becoming weaker. If the challenge is diagnosed only as a shortage of people, the wrong solutions will continue to be designed. The more important question is whether talent is being converted into experienced, professionally accountable capability at the rate and depth required by the future industry.

This contradiction came into sharp focus during a recent two-day workshop hosted by the University of Limpopo to design a new mining engineering degree aligned to future industry requirements. Representatives from universities, the Mining Qualifications Authority, local government, mining companies, and other stakeholders participated in the discussions. One theme stood out: In some cases, mining engineering graduates struggle to secure structured workplace opportunities, while mine leaders identify capability and skills constraints as one of the major operational risks facing their operations.

That tension exposes a deeper system failure.

The industry is not struggling to produce graduates. It is struggling to systematically produce capability. Producing graduates and producing industry-capable professionals are not the same outcome. The real constraint sits within the conversion system itself: workplace exposure, mentoring, structured development, operational experience, professional formation, leadership development, and long-term progression.

This challenge did not emerge overnight. Historically, many of South Africa’s large mining houses played a decisive role in developing technical and leadership capability through formal graduate programmes, structured development pathways, mentorship systems, and long-term operational exposure. Companies such as Anglo American became powerful capabilitydevelopment engines for the broader industry, launching the careers of many of today’s senior engineering and mining leaders.

As the industry evolved through restructuring, divestment, decentralisation, outsourcing, and changing operating models, many of these large-scale development pathways were gradually dismantled or fragmented. The institutional memory and structure that underpinned systematic capability development dwindled, even as the complexity of modern mining operations continued to increase.

The industry is now living with the long-term consequences of that widening gap.

Mining leaders participating in the Limpopo workshop greatly reinforced this. Technical competence remains essential but, increasingly, it is not sufficient. Future mining professionals will operate in environments where operational performance, safety, ESG obligations, automation, energy, geotechnical risk, digital systems, AI, productivity pressure, communities, and regulatory requirements are tightly interconnected. The challenge is no longer only depth within a discipline. It is the ability to make sound decisions across an interconnected socio-technical system.

At the same time, the industry must be careful not to over-correct the diagnosis. What is missing is not only systems capability, but also deep technical capability across core mining and engineering disciplines. The future industry will require professionals who can think across systems, but it will also require strong technical specialists, artisans, and supervisors with the depth to operate, maintain, and improve increasingly complex operations.

This has important implications for the broader development pipeline. If the industry is serious about rebuilding capability, it must also help to rebuild and strengthen the technical and vocational base that historically supported mining performance. That includes renewed attention to technical schools, artisan pathways, and especially the role of TVET colleges, in rebuilding the pipeline of practically trained, industry-relevant capability on which the sector depends.

The strongest missing capability repeatedly identified during discussions was the ability to understand interactions across the broader mining system rather than only within narrow technical silos. The same concern emerged around safety behaviour, ESG understanding, and professional accountability. These capabilities cannot simply be added once graduates enter the workplace. They must begin forming during university and continue developing intentionally throughout professional progression.

A similar pattern emerged during the recent SAIMM Reimagining Diversity and Inclusion showcase. In several miningrelated university programmes, female representation now exceeds 50% in the first year, but declines materially across graduation, professional membership, and leadership levels. This is not just a diversity statistic. It is evidence of a pipeline conversion failure: The system is attracting talent into the front end of the pipeline but is not consistently converting and progressing that talent across the full professional journey.

At its core, this is also a responsibility to the next generation of professionals entering an increasingly demanding industry.

The operational implications of this capability gap were reinforced again during Mine Managers’ Day at the University of Pretoria. Listening to mine general managers, AMMSA representatives, and other industry leaders, the message was direct: Capability constraints are increasingly becoming operational constraints. Mine leaders are dealing with rising operational complexity while simultaneously experiencing a thinning layer of experienced technical and operational capability. The requirement is no longer simply more people. It is professionals capable of operating, leading, and making decisions within complex, high-consequence environments.

The capability gap is no longer theoretical. It is affecting operational resilience, decision quality, safety performance, and long-term sustainability. Too often, capability development is still approached through fragmented recruitment schemes, bursary offerings, and short training interventions, rather than as an integrated, long-term capability-development system.

Encouragingly, there are signs of a different approach emerging. One example discussed during recent engagements is the ten-year initiative recently established by Gold Fields under the leadership of Benford Mokoatle, EVP South Africa. The Group Legacy Programme reflects the type of long-term capability-system thinking the industry increasingly requires: structured development pathways, cross-operation and cross-industry exposure, and a deliberate focus on building future leaders over time rather than relying on isolated short-term interventions.

Similarly, discussions with Mzila Mthenjane, CEO of the Minerals Council South Africa, and a recent podcast conversation with Julie Courtnage of the Mandela Mining Precinct reinforced that genuine collaboration across the mining ecosystem will be essential if the industry is serious about rebuilding long-term capability. No single company, university, or professional body can rebuild this system alone.

These pressures also force an important question for SAIMM.

If the industry challenge is evolving, SAIMM must evolve with it.

At this month’s Council meeting, SAIMM resolved to implement significant changes to the organisational structure and operating model of the Institute. This is an important milestone in its evolution from a predominantly administrativelyfocused body towards a more industry-facing organisation that strengthens execution capability and supports the future professional requirements of the minerals industry. This is not restructuring for its own sake. It is a deliberate shift to position SAIMM as a stewardship and integration platform for the professional capability pipeline.

If SAIMM is to play a meaningful stewardship role within the evolving capability system, then the Institute itself must be fit for that responsibility. In practical terms, this means sharpening its work around the full professional pipeline: how it is architected, how professionals are formed, how standards are signalled, and how performance is understood over time. The intent is not to duplicate what companies, universities, or regulators already do, but to help connect those efforts into a more coherent system and to keep the long-term capability question on the industry’s strategic agenda.

Strategy without execution capability does not change a system. SAIMM’s own evolution must therefore be judged not only by new structures, but by whether it helps the industry move from fragmented initiatives to integrated, long-term development pathways. That will require discipline over several years, not a single-year programme.

The next important step in this journey will take place on 3 June, when SAIMM hosts an industry engagement breakfast bringing together mining leaders, institutions, and key stakeholders in the capability ecosystem. The purpose is not for SAIMM to present all the answers. It is to create a platform for the industry to engage honestly with the growing gap between mining complexity and capability development, and to begin aligning around the coordinated actions required to address it.

What the past month has reinforced very clearly is that this challenge is no longer seen as an isolated HR issue, a university issue, or a professional registration issue. It is increasingly recognised as a strategic constraint on the future competitiveness and resilience of the minerals industry.

Unless the industry becomes far more deliberate and integrated in how it develops professionals across the full pipeline, the gap between mining complexity and available capability will continue to widen. The challenge is no longer to understand the problem. The challenge now is whether, together, the capability-development system required for the future of modern mining can be rebuilt, and whether that work will be treated as a core strategic priority rather than a peripheral support function.

Around every mining operation, significant investment is made in the resource endowment itself, and in the equipment, infrastructure, technology, and systems required to extract and process it. Skills and professional capability need to be treated as a third pillar of that investment — as important to long-term performance as the orebody and the physical and digital asset base. If the industry is prepared to invest heavily in capital and technology, it must be equally deliberate in investing in its capability endowment, because without that, neither the resource nor the equipment can be turned into sustainable value.

This is not SAIMM’s project alone. It is an industry project that SAIMM is choosing to help steward. As president of the SAIMM, my view is simple: the industry cannot afford not to.

G.R. Lane
President, SAIMM

Making the Ecosystem Work: Designing the Capability System for the Minerals Industry

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Created: Friday, 08 May 2026 07:07

Written by G.R. Lane

Over the past several President’s Corner articles, I have explored people-centric operating models, the responsibility we carry as leaders to develop future practitioners, the implications of professional registration, and the need to strengthen the professional pipeline. More recently, I highlighted that this is not simply a pipeline problem – it is an ecosystem challenge.

The next step is clear. We must design the system that enables this ecosystem to function as a reliable capability pipeline for the minerals industry.

Starting with industry needs

Any effective system must begin with a clear understanding of its objective.

Over the past six months, I have engaged extensively with industry leaders, professionals, heads of schools, and key stakeholders. A consistent theme has emerged: the minerals industry is increasingly constrained not by resource availability, but by capability.

A mining business requires three things to create value: a resource endowment; the infrastructure, technology, and systems to exploit that resource; and a well-developed capability base. The emerging constraint is the third element – not the number of professionals, but the depth and integration of capability across the system. This includes engineers, technologists, technicians, and core technical skills, combined with the ability to operate, manage, and improve complex value streams.

This challenge is being amplified by an ageing cohort of experienced professionals and increasing industry complexity. It is a global challenge.

Just as we invest in exploration to grow our resource endowment, we must invest deliberately in building our capability endowment. Without it, we will not have the ability to develop the resources we hold.

The objective is therefore not to produce graduates. It is to develop industry-capable, competent, and professionally accountable practitioners across all levels – from technicians and technologists to registered engineers and future industry leaders.

This requires us to start with a fundamental question: what capability does the future minerals industry require?

A student entering university today will typically only reach full professional capability in eight to ten years. We are designing a system not for today’s industry, but for the industry that will exist a decade from now.

From pipeline to value stream

We often refer to a ‘pipeline’ of talent, but this is better understood as a value stream.

In any mining operation, a value stream consists of interconnected activities that must work together to deliver a consistent outcome. When misaligned, performance is constrained. The same applies to capability development.

The flow is clear. Universities and technical colleges provide foundational knowledge and technical grounding. Industry provides workplace experience and application. Mentorship develops capability and judgement. Professional registration validates competence and accountability. Continuing professional development enables ongoing growth and adaptation.

When aligned, this produces capable practitioners. When fragmented, we see weak transition into industry, inconsistent development pathways, low conversion to professional registration, and skills mismatches across technical levels.

The ecosystem that enables the flow

Mapping the value stream is only the starting point. For the value stream to perform, we must deliberately develop the ecosystem that supports its flow.

Universities and technical colleges provide foundational knowledge and core technical grounding. Industry workplaces provide practical experience, capability development, and accountability. Regulators and professional bodies such as ECSA define standards, accountability, and legal requirements. Skills development and funding bodies such as the MQA and METF support training systems, funding, and skills development alignment. Industry bodies and associations such as the Minerals Council South Africa represent industry needs, demand signals, and strategic alignment.

Each of these stakeholders plays a distinct role in enabling the flow of capability, and the effectiveness of the system depends on how well these roles are aligned and integrated.

A functioning system requires alignment between academic output and industry needs, structured workplace development across all technical levels, coordinated pathways to professional registration, and continuous learning aligned to evolving capability requirements.

The ecosystem must be designed to enable flow across the value stream – not to operate as a set of disconnected activities.

Identifying the constraint

In any value stream, performance is governed by its constraint.

Across our industry, the constraint is not the number of people entering the system. It is the conversion of individuals into experienced, competent, and accountable practitioners across all technical levels.

This breakdown occurs through limited structured workplace development, inconsistent mentorship, misalignment between education and industry expectations, and fragmented accountability across stakeholders.

Unless this constraint is addressed, the system will continue to underperform.

Inputs and outputs

Clarity of inputs and outputs is essential.

The inputs are ECSA-defined competencies through the Identification of Engineering Work, and industry capability requirements across technical and professional levels.

The outputs are an industry-capable technical workforce across all levels, registered professionals able to take accountability, continuously developing practitioners, and future industry leaders.

The role of the ecosystem is to reliably convert these inputs into outputs.

System components and roles

To enable the flow of the professional capability value stream, we must be clear on the roles of both the broader ecosystem and the SAIMM system components that integrate it.

Within SAIMM, the Young Professionals Council provides early engagement, mentorship, and transition into industry. Our CPD structures support professional registration pathways and ongoing development. The SAIMM Academy offers structured capability development aligned to industry needs. Our technical programmes enable knowledge sharing, exposure, and peer learning. And MEESA drives alignment between universities and industry.

Alongside these, our volunteer technical associations in disciplines such as rock engineering, ventilation, and surveying are a critical part of the system. These associations carry deep specialist knowledge, develop practitioners within their disciplines, and connect professionals through peer learning and applied technical work. They represent capability infrastructure that the industry has built over many years, and their role within the broader ecosystem must be recognised and strengthened.

Together, these components must operate as an integrated system, designed to support the flow of the value stream. SAIMM plays a central role in connecting and aligning the ecosystem.

The role of SAIMM

SAIMM is positioned at the intersection of industry, academia, and professional practice. This enables us to understand evolving industry needs, identify system constraints, align stakeholders across the ecosystem, and use our platforms to enable flow and address bottlenecks.

The role that is emerging is clear. SAIMM is becoming the integrator of the capability system for the minerals industry. Not by replacing existing structures, but by connecting them, aligning them, and enabling flow across the system.

Accountability and execution

A system only works when each component is accountable for its outputs. We must be clear on what each part delivers, how it is measured, and how it contributes to overall system performance. Without this, fragmentation persists despite good intent.

Reframing professional standards

Professional registration with ECSA is not only a compliance requirement. It defines the standard of competence and accountability required within the system. The responsibility of the ecosystem is to design and operate a system that consistently delivers practitioners who meet that standard.

But professional registration through ECSA is only one part of the picture. Across the minerals industry, competent person requirements are embedded in legislation and regulation for disciplines such as rock engineering, surveying, blasting, and ventilation. These are not optional credentials. They are legal requirements that determine who is permitted to take accountability for specific work.

When we consider these competent person requirements alongside professional registration, the full scope of what the capability system must deliver becomes clear. The industry will need to map these requirements to defined levels of work, so that development pathways are structured, competence standards are understood at each level, and the system produces practitioners

who meet both professional and regulatory requirements.

This mapping is not a minor administrative exercise. It is fundamental to ensuring that the capability system is designed around the real requirements of the industry, not just the formal registration framework.

Building for the future

This system cannot be delivered by SAIMM alone. It requires universities and colleges aligned to future capability needs. It requires industry committed to structured development and mentorship. It requires practitioners taking ownership of their growth, regulators maintaining clear standards, and institutions collaborating deliberately. And it requires an innovative funding model to create a capability endowment.

Most importantly, we are building this system for the industry that will exist a decade from now.

Looking ahead

The future of the minerals industry will not be constrained by resources. It will be constrained by capability.

Designing the value stream is essential. Building the ecosystem that enables it is critical.

The work has begun. Now it must be executed with clarity, alignment, and discipline.

What we build today will determine the capability of our industry for decades to come

G.R. Lane
President, SAIMM

Strengthening the professional pipeline for the future of the minerals industry

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Created: Friday, 27 March 2026 14:07

Written by G.R. Lane

At the recent SAIMM Banquet and Awards Evening, I had the opportunity to share an update on the evolving SAIMM value proposition and strategy, one that is directly focused on addressing the challenges and constraints facing our industry.

The event was a full house, with over 350 industry leaders in attendance, alongside more than 40 students representing the next generation entering our profession.

I had the privilege of sponsoring a table of students for the evening, which, going forward, is something I will be challenging companies and individuals across our industry to support.

What stood out for me was the impact that a single evening can have.

For many of these students, it was their first opportunity to engage directly with industry leaders and to meet leaders like Ms Mogaleadi Seabela, President of Women in Mining South Africa, Ms Connie Chijara, Chairperson of the SAIMM Young Professionals Council, and the incredible innovator Mr Tebogo Kale, Chairperson of the Southern African Coal Processing Society. The occasion offered these students a glimpse of what is possible in their own careers. It showed them that exposure matters.

It builds confidence.

It creates aspiration.

And it connects students to the professional community they are about to enter.

This is how the professional pipeline starts, not only in lecture halls, but through meaningful engagement with the industry itself. It is a simple but powerful example of how we can all contribute.

"The future of our industry will not be constrained by the minerals in the ground, but by the depth of professional capability required to develop them."

It was from this perspective that I shared a broader reflection on the state of our professional pipeline and the role that SAIMM can play in strengthening it.

An emerging capability challenge

I have spent the last six months actively engaging with industry leaders, heads of academia and research institutions, and other key stakeholders. Across the industry, there is a growing concern that the depth of experienced and competent professionals is becoming a constraint.

We have an ageing cohort of experienced technical professionals, while at the same time the complexity of our industry continues to increase. Modern mining and metallurgy require a broad range of multidisciplinary capabilities, from mining and metallurgical engineering through to environmental, mechanical, mechatronics, electrical and industrial disciplines, as well as data science, automation, and systems thinking.

At the same time, we continue to produce graduates.

This highlights an important reality: The challenge we face is not simply one of numbers, it is a skills mismatch.

Graduates are entering the system, but the pathways that once developed them into capable, industry-ready professionals are fragmented and inconsistent. The structured progression from graduate to experienced professional is no longer clearly defined or consistently supported.

A fragmented professional ecosystem

When viewed across the full journey, from students entering university, to graduates, to candidate professionals, to registered professionals and to industry leaders, it becomes clear that we are dealing with a fragmented ecosystem.

Universities are facing funding pressures and challenges in attracting and retaining academic capability. Industry training pathways vary significantly. Workplace learning opportunities are inconsistent. And the institutions that play a role in this system—universities, industry bodies, regulators, and training organisations—often operate independently rather than as part of a coordinated whole.

The result is a system where graduates may struggle to enter the industry, while at the same time the industry experiences a shortage of experienced professionals.

"This is not simply a pipeline problem. It is an ecosystem problem."

Professional registration and industry expectations

Overlaying this challenge is the increasing importance of professional registration.

The Engineering Council of South Africa's Identification of Engineering Work (IDoEW) has gazetted the requirement that identified engineering work must be performed by registered professionals, including key activities within our industry, aligning with global engineering best practice.

I have written about this in more detail in a previous President's Corner article, but the implication is clear:

If we do not develop a sufficient pipeline of professionals progressing towards registration, we will create a constraint in the industry's ability to operate and grow.

This further reinforces the need for a coordinated and functioning professional ecosystem.

The role of SAIMM – steward of the ecosystem

The question we have been asking is simple: What role should SAIMM play in addressing this challenge?

The answer that is emerging is that SAIMM is uniquely positioned to function as a steward of the professional ecosystem. We sit at the intersection of industry, universities, and professionals. We have access to industry leaders, we support technical knowledge sharing, and we engage across the full professional pipeline, from students through to industry leaders.

This is not a departure from our traditional role, but an evolution of it.

Strengthening the foundations – MEESA

A key step in this journey has been the establishment of MEESA, with SAIMM as the industry facilitator.

This initiative brings together the heads of mining schools across our universities and creates a platform for structured collaboration between academia and industry. This is just the beginning, as it will extend to include metallurgy and other disciplines as we learn and expand the initiative.

The importance of this cannot be overstated.

For the first time, we have a coordinated structure that enables alignment on curriculum, industry requirements, funding challenges, student throughput, and the broader development of future professionals.

This is a critical foundation in rebuilding the professional pipeline.

Building the ecosystem

Alongside this, we have initiated the SAIMM Academy, which focuses on strengthening learning pathways from graduation through to professional competence. The objective is not to reinvent what already exists, but to coordinate and integrate the capabilities that are already present across universities, industry, and service providers.

Our continuous professional development (CPD) structures are being strengthened to support mentoring, coaching, and progression towards professional registration.

The SAIMM Young Professionals Council continues to play a critical role in representing early-career professionals and strengthening the transition from university into industry.

And our technical programme remains central to knowledge sharing and professional development across the industry.

Importantly, we are also strengthening our internal operating model. For example, every SAIMM meeting now has a clear purpose, defined outcomes, and a structured agenda aligned to achieving those outcomes. This focus on operating discipline is essential if we are to deliver consistently and effectively.

A system that must be built together

This is not something that SAIMM can deliver alone.

Building a strong professional pipeline requires alignment across universities, industry, regulators, and professional bodies.

It requires industry to take an active role in developing professionals, not only within their organisations, but across the broader ecosystem.

It requires experienced professionals to contribute through mentoring, coaching, and knowledge sharing.

And it requires young professionals to take ownership of their own development.

Rethinking the value model

As we continue to develop this value proposition, we will also need to consider how it is funded.

If we are to build an integrated ecosystem that supports professional development across the full pipeline, we will need to explore alternative funding models that better align with delivering value to the industry.

This may include greater industry participation, new partnership models, and mechanisms that enable broader access to development opportunities.

The objective is simple: To create a system that delivers real value while strengthening the long-term capability of the profession.

Looking ahead

The opportunity for our minerals industry is significant. Global demand for critical minerals continues to grow, and Southern Africa is well positioned to respond.

But realising this opportunity will depend on our ability to develop and sustain a pipeline of capable professionals.

This is the challenge before us.

And it is one that requires collective leadership.

I am reminded again of the students who joined us at the SAIMM Banquet and Awards Evening.

For many, that evening was their first real connection to the professional community they are entering.

What we do next, as an industry, as professionals, and as SAIMM, will determine whether those students become the capable, experienced professionals our industry will depend on in the future.

"What we do next will determine whether today's students become the capable professionals our industry depends on."

SAIMM will continue to play its role as the home of the professional.

I encourage all members to get involved and contribute.

Because the future of our industry will be determined not only by the resources we have, but by the people who develop them.

G.R. Lane
President, SAIMM

PGMs: Enabling a cleaner world, and sustaining industrial capability

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Created: Thursday, 05 March 2026 17:24

Written by G.R. Lane

This PGM-focused edition of the SAIMM Journal is particularly meaningful for me. From 27–29 October 2025, I had the privilege of opening the 9th International PGM Conference, hosted by the Southern African Institute of Mining and Metallurgy at Sun City. Having attended this conference for more than 14 years as both a delegate and speaker, and having previously served as Chairperson of the 8th International PGM Conference, returning last year as SAIMM President to open the event was both personally and professionally significant.

The conference theme, PGMs, Enabling a Cleaner World, was highly relevant. With more than 300 delegates, this was the largest PGM Conference to date, underscoring the continued global importance of PGMs in emissions reduction, clean energy technologies, and emerging industrial applications, even amid challenging market conditions.

As expected, the quality of keynote addresses and technical presentations was exceptionally high. The programme spanned the full PGM value chain, from geology, mining and processing through to market dynamics, technology evolution and emerging applications, while engaging candidly with structural pressures such as cost escalation, energy constraints, operational risk, and market volatility.

The conference coincided with an important inflection point in PGM markets. After an extended period of price pressure, platinum prices had already begun a meaningful recovery by late October 2025. These market dynamics were addressed in the opening presentation, PGM Supply and Demand Outlook, delivered by Henk de Hoop, Managing Director of SFA (Oxford), who highlighted tightening supply fundamentals, sensitivity to modest demand shifts, and the growing influence of China’s buying behaviour in supporting price momentum.

One keynote was particularly impactful from a South African perspective. “Two metals, one mine: Unpacking the market dynamics linking chromium and PGMs in a South African context,” delivered by T.G. Schultz and M. Mapiloko of Project Blue, highlighted how sustained electricity cost increases have fundamentally eroded the competitiveness of South Africa’s ferrochrome industry. Industry data presented showed that a combination of smelter and furnace closures and long-term suspensions, with over a dozen facilities having been closed or curtailed, has resulted in a substantial loss of ferrochrome capacity nationally and massive job losses, as chrome ore is increasingly exported without local beneficiation, particularly to China.

As part of SAIMM’s value strategy to develop young professionals and strengthen the pipeline, ten university students were sponsored to attend the conference. My engagement with these students during the conference reinforced the value of early exposure to industry, technology and leadership. Our strategy is to replicate this approach more deliberately, enabling sponsored students to attend SAIMM technical events as part of strengthening the future skills and leadership pipeline.

In support of this objective, four members of the management team from the Mining Qualifications Authority (MQA) attended the conference, providing an opportunity to demonstrate SAIMM’s value proposition in professional development and industry-aligned skills building.

What stood out throughout the conference was the resilience and depth of capability within the PGM sector. This is an industry accustomed to operating under constraints, yet it continues to innovate and adapt through cycles, underpinned by strong technical foundations and professional expertise.

For SAIMM, conferences such as the International PGM Conference reaffirm our role as a neutral professional platform that convenes expertise, enables rigorous technical debate, and supports continuing professional development across generations. I commend the organising committee, authors, presenters, and delegates on delivering an outstanding event. We are also grateful for the continued support of our sponsors and exhibitors.

PGMs will continue to play a critical role in enabling a cleaner and more sustainable world. Ensuring that South Africa remains a competitive and responsible participant in that future will depend on disciplined leadership, sound policy choices, and sustained investment in people and professional capacity and capability.

G.R. Lane
President, SAIMM

Building the future professional pipeline for the minerals industry

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Created: Friday, 30 January 2026 09:29

Written by G.R. Lane

As we enter 2026, I would like to extend my sincere best wishes to every SAIMM member, our corporate partners, council, secretariat, committee volunteers, conference organisers, and the many professionals who contribute their time and expertise to sustain the Institute. SAIMM exists because of this collective commitment, and I thank each of you for the role you play in strengthening our community and advancing our industry.

The year ahead will be both important and defining. SAIMM will be formulating and executing a focused strategy aimed at delivering measurable value to our members, corporate stakeholders, and the broader minerals sector. Central to this strategy is one overarching priority: securing the future skills and professional capability pipeline required for a modern, sustainable and globally competitive mining and metallurgy industry.

The future of mining depends not only on technical excellence but on the strength and continuity of professional development across the entire lifecycle of a professional career. This begins at undergraduate and postgraduate level, progresses through structured professional development and registration, and continues throughout our professional working life via meaningful continuing professional development (CPD). If any link in this chain weakens, the industry ultimately pays the price in the form of reduced capability, slower innovation, increased operational risk, and declining competitiveness.

Importantly, the future skills requirement is far broader than traditional mining, metallurgical engineering, and geology. Modern mining operations are complex socio-technical systems requiring integrated capability across multiple engineering disciplines including mechatronics, digital and data sciences, environmental stewardship, finance, human capital, governance, and leadership. The minerals industry will increasingly compete for talent against other sectors, and we must ensure that mining remains an attractive, credible, and high-impact professional career choice.

SAIMM has a critical and unique role in safeguarding the professional interests, standards, and development of those working across the minerals value chain. However, SAIMM cannot achieve this in isolation. Building a sustainable pipeline requires deliberate collaboration across all stakeholders in the professional ecosystem — universities, the Mining Qualifications Authority (MQA), ECSA, corporate partners, training and adult learning providers, regulators, and industry leaders.

Our collective challenge is clear:

• Attract the right calibre of students into minerals-related disciplines.
• Provide structured pathways from graduate to professionally registered status.
• Ensure ongoing CPD that is relevant to the rapidly evolving industry.
• Integrate technical, digital, managerial, and leadership capability.
• Align industry demand with academic and training supply.

Throughout 2026, SAIMM will actively engage these stakeholder groups to strengthen alignment across this system and position the Institute as a central integrator and enabler of professional development in the minerals industry.

SAIMM will also have a strong presence at this year’s Investing in African Mining Indaba. During the conference, I will be based in a dedicated lounge area in the reception of the Cullinan Hotel where members and stakeholders may schedule time in my diary to meet and discuss how SAIMM can support their professional, organisational, and industry needs. If you have not yet scheduled a time and would like to engage, please reach out directly to me or through the SAIMM Secretariat to arrange a meeting.

In addition, SAIMM will host a breakfast event on Tuesday morning at the Royal Cape Yacht Club where Dr Jeannette McGill will share her inspiring leadership journey titled: From 4km Underground to 8km Above: A Leadership Journey, following her successful summit of Mount Everest last year. I encourage you to register and join us for what promises to be a memorable and motivating session.

If we invest deliberately in people, skills, and professional capability today, we secure the long-term resilience, credibility, and performance of our industry tomorrow. This will be SAIMM’s primary focus for the year ahead.

I look forward to working with all members and partners as we shape and deliver this important agenda together.

G.R. Lane
President, SAIMM

The first one hundred days and beyond

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Created: Friday, 12 December 2025 09:46

Written by G.R. Lane

I write this December President’s Corner, it has been 114 days since my inauguration on 14 August 2025. This is a good moment to reflect on an exceptional period of progress, and what we have achieved, thanks to the dedication of the SAIMM Secretariat, Council, office bearers, and all our committee volunteers.
It has been a time of focused leadership, deep engagement with external partners, and the early steps in shaping a clear and compelling SAIMM value proposition.

Strengthening our foundation
At my inauguration, I committed to strengthening the SAIMM Operating Model and that remains central to everything we are doing. Our aim is simple: to deliver value consistently and reliably to our members, corporate partners, collaborators, universities, and the broader industry.
A strong operating model is the foundation that allows us to honour this responsibility, grow the Institute, and expand our impact in the minerals sector.
Governance in action
A key part of this journey has been to reinforce the role of Council. As the governing board of the SAIMM, Council is responsible for strategic direction and effective oversight. For many newly elected members, this is their first experience serving in a formal governance role and it mirrors the responsibility of company directors. It is a powerful developmental opportunity for individuals and for the industry.
The day after the AGM, we held a comprehensive Council induction, designed to clarify the responsibilities of council members under the constitution and align these roles with the King IV principles. Each council member has committed to fulfilling these duties with care, clarity, and professionalism.
The office bearers form the executive team of the Institute. They are responsible for executing strategy and managing daily operations. This group includes the immediate past president, current president, president-elect, senior and junior vice-presidents, honorary treasurer, finance manager, and general manager.

Building the SAIMM Operating Model
Together with the leadership team, we have developed a functional framework for the operating model, which continues to be refined through ongoing feedback and beyond my presidency. A visual representation is now available and serves as a central reference across the Institute. It connects our constitution, by-laws, and terms of reference and allows every volunteer to quickly find the terms of reference and objectives of every one of our committees through a single point of access.
Every meeting, whether council, office bearers, the 22 committees, or weekly management meetings, now operate with a planned agenda. Each one sets out its purpose, expected outcomes, required results, and the approach to achieving the result. Feedback has been overwhelmingly positive. The change has been immediate, meetings are more focused, and outcomes are being achieved. We now also close each meeting with plus-delta feedback to ensure continuous improvement of every meeting. The days of long meetings without impact are behind us.
We have also begun to use data to support operating model priorities and guide decision-making in the appropriate meetings.

Growing our membership and reach
Our membership data clearly showed the need for deeper student engagement. Together with YPC Chairperson Connie Chijara, I visited several universities and presented to over 500 students. This effort has already led to a 45% increase in student membership over the past 10 weeks.
We have also learned that student chapters need to be re-established at each university to strengthen ongoing engagement. February, with no exams, is ideal for this. In 2026, we will visit Wits, UJ, UP, NWU, UL, and UNIVEN, supported by a SAIMM activation table to assist with registration. This process is now formally embedded into our operating model, with a clear procedure, timeline and accountability. The Young Professionals Council has set a bold target of 1 000 student members by the end of 2026.

In parallel, the Membership Committee has set a strategic goal to double overall membership by 2026. This has put a spotlight on the registration process, where many new applicants are delayed by missing documents or proposer/seconder issues. The Head of Membership is streamlining the process and addressing gaps in our membership software with the vendor.

Journal, events, marketing and professional registration
The SAIMM Journal continues to be a respected, international publication. It is led by a professional and committed committee. However, a significant backlog of papers has emerged, driven by a manual and inconsistent review process. This is now being fully mapped to identify and resolve the bottlenecks.
Standard operating procedures are also being developed across all functions, from membership to events and finance, to ensure consistency and reliability in how we deliver. This is being supported by a digital strategy and roadmap, which will integrate membership, event, and financial data to enable more targeted event marketing and member engagement.
On the communications side, we have sharpened our content and improved visibility. Our LinkedIn following grew by 6 000 this year, and Facebook by 500. This reflects stronger outreach, better messaging and a renewed energy around the SAIMM brand.
We are also aligning our efforts with the new ECSA Identification of Engineering Work (IDoEW) requirements. The SAIMM is well positioned to support engineers through this transition, from structured mentoring across the 11 defined competencies, to professional registration support and continuing professional development (CPD). As a recognised voluntary association, our technical programme and membership contribute directly to the 25 CPD points required over a five-year cycle.

Industry engagement and conferences
I have had the privilege of engaging with many stakeholders this quarter, giving presidential openings and addresses at events including AfriRock 2025, the 13th International Heavy Minerals Conference, the International Mineral Asset Valuation Conference, the Geometallurgy Conference, the Student Colloquium, the 9th International PGM Conference, AI for Leaders, 2025 Mine Safe and Industry Awards Day, and the SAIMM Limpopo Branch Technical Conference.
It has been encouraging to see increased attendance at all these events. The PGM Conference, which I have been attending for the past 16 years, reached its highest-ever turnout, with over 300 delegates. These events are a vital part of the SAIMM’s value proposition and continue to play a central role in knowledge sharing and professional growth.
Meeting young engineers at the Limpopo Branch Conference, professionals who work underground every day, left me feeling inspired and confident in the future of our industry. Their commitment, optimism and drive were truly energising.

A word of thanks
A heartfelt thank you to our corporate partners, Ukwazi, Valterra Platinum, Sibanye Stillwater, SRK Consulting, Impala Platinum, and Sound Mining Solutions, for their continued support of the SAIMM.
Although I have served the SAIMM for more than 20 years across committees and Council, I never fully appreciated the full extent of the Institute’s activities. The Secretariat, a team of 18 full-time employees, and 4 interns, go above and beyond, often working weekends to support university events. And our Council, office bearers and 22 committees are made up of more than 200 committed volunteers who also occupy full-time roles across the mining sector.
A special mention to our branch chairpersons and their respective committees that are ensuring we reach all our members and stakeholders across Zambia, Zimbabwe, Namibia, Botswana, Limpopo, Zululand, Western Cape, North West, Northern Cape, Johannesburg, and Pretoria.
To all of you and to every member of the SAIMM community, thank you for your support over the past 114 days. I am excited about what we will accomplish together in 2026.
Wishing you a peaceful festive season. Please travel safely and return refreshed for the year ahead.
Warm regards

G.R. Lane
President, SAIMM

Navigating the Identification of Engineering Work— a call for professional registration

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Created: Friday, 21 November 2025 13:50

Written by G.R. Lane

For a while now, I have been aware of the Identification of Engineering Work (IDoEW) being developed by the Engineering Council of South Africa (ECSA). It was only after attending an ECSA presentation recently, engaging in discussions, and conducting further research that I came to appreciate the far-reaching impact this initiative will have on the engineering profession and particularly on the mining industry.

When I graduated as a civil engineer, I understood the importance of registering as a Professional Engineer (Pr. Eng.) with ECSA to be able to take accountability for the design, construction, supervision, and certification of civil engineering projects where failure could result in loss of life or significant damage. This model of professional oversight mirrors other regulated disciplines such as law, medicine, accounting, and architecture, ensuring competence, accountability, and ethical conduct.

The IDoEW framework now formalises these same principles across all branches of engineering.

The IDoEW framework

After many years of consultation, ECSA finalised the IDoEW framework in March 2021 and published the rules in the Government Gazette on 26 March 2021 under Section 26 of the Engineering Profession Act 46 of 2000.

The framework defines which categories of engineering work must be performed or supervised by registered professionals, whether professional engineers (Pr. Eng.), professional engineering technologists (Pr. Tech Eng.), professional engineering technicians (Pr. Techni Eng.), or professional certificated engineers (Pr. Cert Eng.). This applies across all disciplines, including mining, mechanical, civil, electrical, metallurgical, chemical, control and instrumentation, and industrial engineering.

While full implementation was initially planned for March 2024, the compliance deadline was extended to April 2025 to allow industries sufficient time to align their structures, policies, and personnel.

Implications for the mining industry

Compliance is now a legal requirement for anyone performing identified engineering work under the Engineering Profession Act 46 of 2000. Historically, ECSA registration levels in the mining sector have been low, meaning a concerted effort will be required to achieve full alignment.

Typical mining activities falling within “identified engineering work” include:

• Mine design and planning — shafts, slopes, stopes, and ventilation systems.

• Life-of-mine (LoM) planning and production optimisation.

• Mineral project evaluation and valuation.

• Rock engineering and geotechnical design.

• Infrastructure, equipment design, maintenance, and process-plant engineering.

Mining companies must ensure that such work is executed or signed off by registered professionals, and that unregistered staff perform their duties under appropriate supervision. This may require upskilling programmes, policy revisions, and the integration of registration status into recruitment, role descriptions, and career development frameworks.

Non-compliance constitutes a statutory offence. In terms of Section 41 of the Act, offenders may face fines of up to double the professional fee earned, penalties equivalent to three years’ imprisonment, or disciplinary action. The message is clear — engineers must be registered and must maintain their registration.

Alignment with the Mine Health and Safety Act (MHSA)

It is important to note that compliance with the IDoEW does not replace or override the statutory obligations of the Mine Health and Safety Act (MHSA). The two frameworks operate in parallel, each addressing a different but complementary aspect of professional accountability.

Under the MHSA, certain key roles, such as mine manager, section engineer, and rock engineer, require a Certificate of Competency or “ticket” issued by the Department of Mineral Resources and Energy (DMRE). These legal appointments ensure operational safety and compliance with mining legislation.

The IDoEW, on the other hand, governs the professional accountability for engineering design, analysis, and technical decision-making, requiring registration with ECSA. In many cases, both credentials may be necessary, for example, a section engineer responsible for the design, operation, and maintenance of mining systems may need both a DMRE certificate (to satisfy MHSA legal appointment requirements) and ECSA registration (to perform and sign off identified engineering work under the Engineering Profession Act).

In practice, mining companies should assess each role to determine whether a legal appointment, professional registration, or both are required, ensuring that accountability and competence are fully covered across operational and engineering domains.

How SAIMM supports compliance

As a recognised voluntary sssociation (VA) under ECSA, the SAIMM is well positioned to assist the mining industry in managing this transition. Our support includes:

1. Information and awareness – publishing updates, articles, and hosting seminars to clarify IDoEW requirements.

2. Mentorship and facilitation for registration – connecting candidate engineers with experienced mentors through our networks and the Young Professionals Council (YPC) and assisting members with the registration process.

3. Liaison and advocacy – engaging directly with ECSA on behalf of our members to address miningspecific issues and ensure practical implementation.

4. Continuing professional development (CPD) – offering accredited events, conferences, and courses.

Registered professionals must accumulate 25 CPD credits every five years; SAIMM membership earns one credit per year, and participation in committees or volunteer activities also qualifies.

Corporate partnership with SAIMM extends these benefits to company professionals, providing access to technical programmes, mentoring support for registration, and structured CPD pathways.

A call to action

Every engineer, technologist, and technician involved in identified work must ensure that they are registered or actively working toward registration. Maintaining professional standing through ongoing CPD will be equally important.

The introduction of the IDoEW marks a major step forward in strengthening South Africa’s engineering standards and safeguarding the public interest. The SAIMM remains committed to supporting our members and the broader mining industry through this critical evolution in professional practice.

G.R. Lane
President, SAIMM

Our responsibility to develop future industry leaders

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Created: Tuesday, 21 October 2025 11:16

Written by G.R. Lane

At a recent conference, a young professional asked me: “What do I do if my boss won’t give me the time to get involved in SAIMM Young Professionals Council activities and events?” This question cuts to the heart of a broader issue: What is our responsibility as leaders to guide, coach, and prepare the next generation to take our place?

I remember being a young graduate, fresh out of university, unaware of what I did not yet know. It is easy to get consumed by the demands of a day job and neglect the time needed for personal and professional development.

Fortunately, I had the benefit of learning from some exceptional leaders in the industry who encouraged me to look beyond my immediate role. Their guidance helped me understand the importance of contributing to the broader mining community and part of my career and personal development.

While many companies offer formal management and leadership training, this is only one piece of the development journey. My own journey with the SAIMM began 20 years ago, when a respected industry leader encouraged me to join, get involved, and give back.

Over time, my involvement in the SAIMM has significantly contributed to my professional growth and confidence. I have learned how to present ideas clearly through technical papers and conference presentations, built skills through chairing conference organising committees, and gained insight into the value of collaboration across the industry. Serving as Chairperson of the Technical Programme for the past eight years has further strengthened my ability to lead, facilitate dialogue, and shape the Institute’s value proposition.

Now that I have taken on the role of the SAIMM President in 2026, I recognise how deeply this involvement has shaped my leadership capabilities—and how critical it is that we create the same opportunities for others.

Serving on the SAIMM Council provides professionals with exposure to governance responsibilities, often for the first time. It acts as a valuable stepping stone into board-level thinking and decision-making. The SAIMM is, without doubt, a vital platform for developing the future leaders of our industry.

But it only works if we, as the current leaders, support it. That means setting clear expectations for the professionals in our teams and explaining the value—to the company, the individual, and the industry—of dedicating time beyond day-to-day responsibilities.

In our company, every young professional is expected to become a SAIMM member, join the Young Professionals Council, and participate in conference organising committees. As they gain experience, they are encouraged to submit abstracts and contribute papers to conferences.

We have seen the results: Our Operations Director served as Chairperson of the Young Professionals Council, is now a member of the SAIMM Council, and has become a Certified Director. Connie Chijaraanother one of our own—is now the chairperson of the Young Professionals Council, the first female to take on this role.

We give them the time because we have seen the benefit—not just to them, but to the industry and to our company. These young professionals are not just contributors today. They are the leaders of tomorrow.

G.R. Lane
President, SAIMM

Final reflections and future considerations

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Created: Thursday, 28 August 2025 15:30

Written by E. Matinde

This month’s article will be my last contribution to the SAIMM President’s Corner. It has been a very interesting and rewarding twelve months as President of the SAIMM and I am thrilled to hand over the baton to my colleague Gary Lane as the newly inaugurated SAIMM President. As part of my communication strategy during the last twelve months, I deliberately selected a few, but very critical, areas of engagement affecting our mining industry. I also chose to structure my article contributions through the lens of a Socratic approach. Of course, any reasonable mind is bound to ask: Why the Socratic approach?
Originally attributed to the ancient Greek philosopher Socrates (c.a. 470-399 BCE), the Socratic method is a form of logical argumentation used to uncover hidden assumptions, challenge beliefs, and achieve deeper understanding of complex and contentious issues through a set of continual probing questions. As opposed to the conventional didactic, and often positional discussions based on perceived factual knowledge, the Socratic approach is a self-discovery method that encourages participants to explore complexities and plurality around sensitive topics by forcing them to evaluate issues from multiple perspectives. In my view, the challenges affecting our industry are way too complex, and indeed too complicated, to solve them through a positional and/or zero sum mindset. Case in point is the discussions around retrenchments and layoffs amid market disruptions precipitated by the turbulent global geopolitical environment.

In my first article I made a bold proposition that, with the right technological, economic, and policy conditions, critical minerals and metals can act as key levers for industrial development, leading to sustained technological and economic catch-up. My hypothesis still remains unchanged, particularly in the context of astronomical demand for critical raw materials that are needed to drive the clean energy transition. In essence, the clean energy economic epoch naturally presents windows of opportunity for technological upgrading and industrialisation through value-added manufacturing and localisation of value-added manufacturing activities. Although the role of mineral endowment in the technological and economic catch-up framework is still poorly understood, I support the urgent calls to increase the level of beneficiation of mineral resources in host communities. In my view, this call to action should be universal if we are to address the extractivist curse that has epitomised the mineral resources sector in the global south for centuries.
Obviously, I am not naive to the fact that developing and sustaining manufacturing capabilities is not a trivial endeavour. However, I remain convinced that, with the right economic incentives and policy enablers, such capabilities and competencies can be developed and nurtured for the long-term benefits of our industry and members. If value-addition and beneficiation is a mission, then all that we need are mission-oriented industrial policies and corporate strategies to drive the innovation and technological upgrading in our industry. As an avid reader on this subject, I would like to refer our readers to explore the interesting dimensions of mission-oriented policies presented in the work published by Prof. Mariana Mazzucato (open access article is available here: https://academic.oup.com/icc/article/27/5/803/5127692).

I also made reference in one of my articles to China’s deliberate efforts to industrialise its economy through strategic support of SMEs and SMMEs (they call them little giants due to their unique capabilities and positioning to grow into national champions) in critical industries. Despite the global contestations on the perceived methods used, the Made in China 2025 policy framework is a noteworthy sovereign strategy that provided the driving force required to catalyse innovation and drive the competitiveness of the value addition and beneficiation supply chains for Chinese enterprises. Germany’s SME-centric Industrie 4.0 strategic initiative, supported by a strong vocational education and training system, also provides a comprehensive template for the global south to learn from. Obviously, there are insurmountable challenges and complexities that we have to overcome before we can achieve some of these desired outcomes. I am looking forward to opportunities to engage further on this complex subject beyond my tenure as President of the SAIMM.

It was an honour that my tenure as SAIMM President coincided with the publication of the Critical Minerals and Metals Strategy for South Africa. The timing of the strategy document is profound in that it comes at a time when we have strong convergence on the need to intensify the local beneficiation of our minerals. The bold declarations to improve the regulatory stability and regulatory flexibility, including deliberate efforts to address other critical bottlenecks, are well received and appreciated. Once again, I would like to reiterate the importance of alignment of the strategy to the broader socio-political economy for us to achieve meaningful economic transformation.

The contribution of mining to the fiscuses and economic development of host countries should never be questioned. However, it would be folly to ignore the negative externalities our industry presents to host communities in the form of potential environmental damage from mine residues, mine impacted water, and airborne emissions. In one of my monthly articles, I highlighted the challenges of legacy mine residues emanating from the historical closure of mining sites and smelters long before the nascent environmental practices came into effect. The environmental potency is obviously exacerbated by the fact that these mine residues are formed ex situ with the potential to undergo physical, chemical, and/or thermal alteration over a period of time, making their long-term geochemical behaviour unpredictable. Additionally, the absence of real-time monitoring data, including limited availability of historical data sets in open access platforms, complicates our understanding of the long-term environmental impact of these legacy challenges. Despite our best efforts, the production and accumulation of mine residues is unfortunately inevitable if humanity is to continue enjoying the same level of affluence and economic development. However, I am convinced that our technical programmes will continue to provide non-zero sum platforms designed to share knowledge and best practices that are required to minimise the environmental footprint of mining activities.

Finally, I would like to take this opportunity to emphasise the need for homegrown technological solutions to transform our industry. With collective effort to develop endogenous technological capabilities, I strongly believe that we can achieve technology sovereignty and mitigate against external technological dependency. To achieve this, we need to strengthen collaborations while continuously investing in building and sustaining multidisciplinary engineering and vocational skills to drive innovation and upgrade productivity and industrial competitiveness. I am optimistic about the future impact from the industry drive to fund artisanal, enterprise, and postgraduate qualifications in the mining industry through the various public and private sector initiatives. In particular, I would like to encourage our young professionals to aggressively pursue any self-learning opportunities available to them, which includes exploring the pursuance of postgraduate qualifications through the various platforms available to support personal growth in the industry.
In conclusion, I would like to thank all those who took their time to read my articles over the past year. I acknowledge the fact that it takes an insurmountable amount of patience to read articles on Greek mythologies, but at this juncture our industry needs to demonstrate hope, resurrection, and renewal, similar to the immortal phoenix bird that cyclically regenerates itself by rising from the ashes of its predecessor.
Capaci occasio.

E. Matinde
President, SAIMM