Press releases

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

Details: Created: Friday, 27 March 2026 13:56

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

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

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

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

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

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

A ‘sunrise industry’

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

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

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

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

AI-led innovation is transforming mining

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

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

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

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

Bridging the digital skills gap

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

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

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

Geoeconomics and value addition

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

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

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

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

Smart collaboration is the way forward

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

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

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

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

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

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

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

Details: Created: Friday, 27 March 2026 13:54

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

By Tyrelle Correa, Divisional Executive Mining, GIB Group

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

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

Rising business interruption exposure and asset risk

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

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

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

ESG performance as an underwriting differentiator

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

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

Escalating security threats and social risk

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

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

Systemic infrastructure risk and accumulation exposure

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

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

Climate volatility reshaping risk and pricing models

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

Expansion of environmental and socio-economic insurance solutions

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

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

Regulatory uncertainty and investment risk

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

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

Demand for tailored, sector-specific insurance

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

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

What mining companies should prioritise through 2026

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

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

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Why mining mergers and divestments fail long after Day 1

Details: Created: Friday, 27 March 2026 13:53

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

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

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

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

Day 1 is the most controlled moment of the transaction

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

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

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

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

Why mining organisations underestimate post-transaction impact

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

That familiarity breeds a false sense of confidence.

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

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

What uncertainty looks like on site

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

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

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

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

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

The compounding effect of serial change in South African mining

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

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

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

Why integration and separation programmes miss adoption risk

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

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

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

Where experienced mining leaders focus instead

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

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

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

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

Details: Created: Thursday, 05 March 2026 17:08

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

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

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

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

A holistic offering through strategic collaboration

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

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

Addressing Africa’s complex mining challenges

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

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

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

Embedding sustainability and social value

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

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

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

Engineering the future of mining

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

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

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

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

Details: Created: Thursday, 05 March 2026 17:07

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Impala Rustenburg school support progamme improves matric results

Details: Created: Thursday, 05 March 2026 17:05

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

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

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

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

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

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

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

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

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

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Autonomous shaft inspection in deep-level mining

Details: Created: Thursday, 29 January 2026 13:24

JOHANNESBURG, South AFRICA, 22 January 2026

Autonomous shaft inspection in deep-level mining

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

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

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

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

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

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

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

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

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Optimising MRO Operations Through Artificial Intelligence

Details: Created: Thursday, 29 January 2026 13:22

OPTIMISING MRO OPERATIONS THROUGH ARTIFICIAL INTELLIGENCE

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

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

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

Data is at the heart of AI’s impact

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

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

Benefits beyond inventory

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

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

Collaboration and integration are integral

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

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

From optimisation to transformation

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

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

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

References

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

Details: Created: Thursday, 29 January 2026 13:21

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

19January 2026

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

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

Cultivating partnerships through purposeful interaction

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

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

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

Industry-leading sponsors driving meaningful engagement

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

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

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

Bringing the right people together for lasting impact

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

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

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

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

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

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

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

Details: Created: Friday, 12 December 2025 10:02

JOHANNESBURG, South AFRICA, 11 December 2025

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

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

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

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

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

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

Details: Created: Friday, 12 December 2025 09:59

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

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

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

At the forefront of professional practice

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

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

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

Industry outreach a major focus

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

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

Long-term sustainability and innovation

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

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

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

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

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

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Enhancing safety in accordance with South Africa’s revised Mining

Details: Created: Friday, 12 December 2025 09:56

Enhancing safety in accordance with South Africa’s revised Mining Road and Rail Safety Code of Practice

By Louise Woodburn, General Manager: Risk Solution at KBC Health and Safety

08 December 2025

South Africa’s mining industry has shifted from preparation to enforcement. With the updated Road and Rail Safety Code of Practice (COP) fully in effect from 01 October 2025, mining houses are now required to adhere to the new standards on a daily basis rather than merely striving for compliance. Many operations are realising that meeting the deadline was merely the initial step. The true challenge is in translating the requirements into everyday actions, operational choices, and sustainable safety enhancements.

A broader, more demanding standard for transport systems
The updated COP has broadened the safety scope considerably. Instead of focusing mainly on internal haul roads, the standard now covers private access roads, rail sidings, level crossings, external haulage connections and the full interface between mine logistics and public infrastructure. Mines must take responsibility for every environment where their vehicles and people operate, whether inside or just beyond the mine boundary.

The standard also requires a much deeper technical understanding of transport systems. Mines must document design limitations, braking systems, load capacities, maximum design speeds and environmental constraints for all vehicles and rail assets. Compliance is no longer solely focused on policies or risk assessments. Mines must demonstrate an evidence-based understanding of how transport systems behave under real operating conditions and make decisions that reflect these realities.

Competency that matches the environment, not just the licence
Operator competency has been redefined under the new COP. A licence or Professional Driving Permit (PDP) is no longer sufficient to prove readiness. Mines must show that operators have mastered the specific terrain, gradients, rail interfaces, visibility challenges and dynamic risks that define each site. The expectation is practical capability supported by continuous assessment rather than formal certification alone.

This shift reflects what the industry has long known. Many incidents arise from operators who lack situational familiarity or behavioural consistency rather than from unlicensed driving. Mines are now required to conduct practical competency evaluations, refresher training and assessments that cover hazard awareness, fatigue management, braking distances and decision-making under pressure. Operators must be capable of handling both the vehicle and the environment in which it operates safely.

Maintenance as a safety system, not an administrative task
Maintenance has moved to a more central position in compliance. Mines must keep verifiable and traceable maintenance records for every vehicle, trailer and rail asset. Pre-use inspections must be conducted consistently; brake testing must follow defined intervals and maintenance schedules must reflect the technical characteristics of each type of equipment. The updated COP positions maintenance as a core safety system rather than an administrative exercise.

The standard also challenges the assumption that a serviced vehicle is automatically a safe vehicle. Mines must demonstrate that maintenance actively reduces mechanical risk. Brake performance, load-bearing capacity, vehicle stability and adherence to design speed must show measurable improvement. In this way, engineering and workshop teams play a central role in transport safety and are critical to achieving operational compliance.

Structured training, audits and ongoing programmes
To make the new COP work in daily operations, mines need more than just paperwork. They need clear, practical safety programmes that are ongoing and structured. Independent health and safety providers can help by offering onboarding, training and compliance support for all workers, including employees, supervisors and contractors. This ensures everyone understands the new COP and knows how to put it into practice.

Training should focus on the real risks at each site. Hands-on exercises, assessments and refresher courses help workers learn routes, braking distances, safe speeds and hazard awareness. Independent audits give an outside view of where procedures, inspections, maintenance or worker behaviour are falling short. When combined with regular safety talks, observing behaviour on site, and reporting near misses, these programmes help create safe habits across the whole operation. The outcome is a steady improvement in both equipment safety and human behaviour, turning compliance into real, everyday performance.

The role of independent providers in sustaining high-quality safety
This approach helps ensure that compliance is not treated as a one-time exercise but as an ongoing cycle of improvement. For many operations, the integration of independent safety providers is the missing piece in embedding repeatable, high-quality safety performance throughout transport systems. It enables mines to strengthen both technical controls and human behaviour, achieving the operational intent of the new COP while actively reducing the risk of transport-related incidents.

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Rosond powers a greener future in drilling through sustainability and innovation

Details: Created: Friday, 21 November 2025 13:40

Rosond powers a greener future in drilling through sustainability and innovation

12 November 2025 Leading geological and exploration drilling solutions provider Rosond is driving innovation and sustainability in South Africa’s drilling industry through its latest investments in clean energy technologies. In an era where the mining sector faces increasing scrutiny over its environmental impact, Rosond is demonstrating that advanced drilling operations and responsible environmental stewardship can go hand in hand.

As part of its ongoing commitment to environmentally responsible operations, Rosond has rolled out 13 (of 25) solar-powered command units in its Northern Cape operations. The Rosond exploration drilling fleet of diamond core and rotary percussion rigs are tele-remotely operated from the command unit where the operators and assistants sit in a clean, temperature-controlled, and well-lit environment, now entirely powered by solar energy.

“The new solar powered command units replace noisy, diesel-driven generators with a cleaner, quieter alternative,” says Glen McGavigan, CEO of Rosond. “By using solar panels and inverters, supported by a battery backup system, we are ensuring uninterrupted operations while reducing noise pollution and dependence on fossil fuels. When fully rolled out we will reduce our diesel consumption by 64,000 litres per year which equates to a CO₂ emissions reduction of 172t/annum.”

The solar-powered system is capable of running all essential daily operations including lighting and air-conditioning even on overcast days, thanks to its battery storage solution. This represents a key step forward in Rosond’s strategy to minimise environmental impact across all levels of operation.

In addition to greener energy, the company has introduced enhanced safety features such as built-in cameras to monitor drilling activities. This not only ensures safer working conditions but also optimises performance and provides vital tools for incident analysis and continuous improvement.

“At Rosond, sustainability and innovation go hand in hand,” adds McGavigan. “With our clients we constantly advancing safer, clean and more productive exploration. We believe in Safe and Sustainable Discovery.”

By combining clean energy solutions with cutting-edge drilling technology and safety enhancements, Rosond continues to play its part in building a more sustainable and resilient exploration future, one drill hole at a time.

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Securing AI Agents Through Smarter Identity Management in SA

Details: Created: Friday, 21 November 2025 13:38

Securing AI Agents Through Smarter Identity Management in SA

By Boland Lithebe, Security Lead for Accenture, Africa

The conversation about artificial intelligence in South Africa has shifted rapidly over the past year. What was once the stuff of conferences and pilot projects is now quietly embedding itself in boardrooms and back offices. Among the technologies changing the pace of business are AI agents—autonomous, task-driven systems designed to operate with limited human input. For local firms under pressure from high operating costs, load-shedding disruptions, and tightening margins, these agents promise both relief and risk. The promise is efficiency and scale; the risk is exposure, particularly in the realm of cybersecurity.

AI agents are not chatbots in the traditional sense. They represent a new class of digital worker, capable of making decisions, adapting as they learn, and interacting with human colleagues and other systems. For South African companies, this shift carries particular urgency. Our Tech Vision 2025 study show that nearly all executives globally—96%—expect to deploy AI agents more extensively within three years, and over three-quarters believe these systems will reinvent the way organisations build and manage digital environments. In South Africa, where the financial sector, retail chains, and even municipal services are testing automation at scale, these predictions are not distant possibilities but practical realities.

The question is not whether local businesses will adopt AI agents, but how they can do so securely. Cybercrime remains a significant cost to the South African economy, with the country ranking among the most targeted in Africa for phishing and ransomware attacks. Introducing millions of autonomous agents into this already fragile digital ecosystem without robust safeguards would be reckless. The task at hand is ensuring that AI agents are treated with the same rigour as human employees when it comes to identity and access management.

Identity management is the cornerstone of trust in digital systems. For people, it involves credentials, permissions, and role-based access. For AI agents, it becomes more complex. These systems do not operate in fixed ways; they learn, adjust, and sometimes find unanticipated paths to achieve their goals. Traditional methods of granting access and managing privileges are insufficient. Standing privileges—permanent rights assigned to a system or user—pose a particular danger, as they open the door to privilege creep and potential exploitation. Instead, South African organisations will need to adopt more modern approaches rooted in the principles of Zero Trust: trust nothing, verify everything.

Zero Trust models demand continuous validation of every request within a network, regardless of whether it originates from a human or an AI agent.

This approach is not abstract theory. South African banks, for example, have already begun applying adaptive identity verification in mobile channels, adjusting permissions dynamically based on context such as device, location, and behaviour. The same thinking must extend to AI agents operating within corporate systems. Context-aware access, just-in-time permissions, and lifecycle management—from creation through to de-provisioning—will become essential to ensure these agents remain both useful and accountable.

Credential management will be another sticking point. AI agents will need multiple keys, tokens, and certificates to function effectively. In practice, this means companies must implement systems that can rotate, revoke, and refresh these credentials at scale without human error slowing the process down. In a South African setting, where resource constraints in IT departments are common, automation will be key. Tools that can handle credential lifecycles seamlessly will reduce vulnerabilities while freeing up scarce human expertise for higher-level oversight.

Another dimension is regulatory. While South Africa does not yet have dedicated laws for AI agents, it is only a matter of time before global trends shape local frameworks. The EU’s AI Act, which categorises AI applications by risk, is already influencing thinking worldwide. Locally, the Protection of Personal Information Act (POPIA) sets a precedent for data privacy, and it is easy to imagine future amendments or complementary regulations extending to autonomous digital systems. Firms that pre-empt this direction by putting governance frameworks in place—covering fairness, accountability, risk management, and transparency—will be better positioned when legislation catches up. Auditors, too, may soon require organisations to demonstrate how they manage AI agent access and activity, just as they do with human employees.

This regulatory anticipation has a practical side. South African firms that trade internationally or work with multinational partners may already face compliance demands that include AI governance. Multinationals are unlikely to tolerate gaps in local subsidiaries that could expose them to global risk. In this sense, securing AI agents is not only a defensive measure but also a strategic necessity for companies seeking to remain integrated in global value chains.

The scale of the challenge cannot be underestimated. Experts predict millions of AI agents could be operating across networks in the near future, creating an explosion of identities to be managed. Within a South African organisation, this landscape already spans employees, contractors, outsourced partners, and now increasingly autonomous systems. Each identity requires secure, efficient management. Without it, the attack surface widens, and the cost of breaches escalates. For businesses already grappling with economic pressures, such lapses could be crippling.

Yet this is not purely a risk narrative. Handled correctly, identity management for AI agents can unlock business acceleration. Dynamic access controls allow agents to be deployed flexibly, scaling up or down as demand fluctuates—a significant advantage in sectors like retail and logistics, where seasonal spikes can strain resources. Ephemeral access, where agents receive temporary permissions to complete specific tasks, ensures agility without long-term exposure. And as AI agents begin to operate in external marketplaces—where organisations may even “rent out” their digital agents to others—strong identity and access management will be the only way to enable trust across boundaries.

For South African business leaders, the message is clear. Securing AI agents is not a technical afterthought but a strategic imperative. It requires investment in modern identity management tools, a shift towards Zero Trust thinking, and a readiness to adapt governance frameworks ahead of regulation. In an economy where both resilience and competitiveness are under pressure, businesses that get this right will find themselves not only better protected but also better positioned to harness the full potential of AI.

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AI-powered water management R&D to strengthen water security in South Africa

Details: Created: Friday, 21 November 2025 13:37

AI-powered water management R&D to strengthen water security in South Africa

A leader in industrial automation and digital transformation solutions for over 30 years, Adroit Technologies is advancing its cutting-edge research and development (R&D) into an AI-powered Water Management Platform, designed to tackle one of South Africa’s most urgent infrastructure challenges: non-revenue water losses.

The R&D presents an opportunity to develop a first if its kind, AI-driven ‘pseudo-metering’ capability, a potential breakthrough feature that can infer consumption and pressure data in areas where physical meters are not installed. “We have proven the initial concept and have now secured the support of the government and other industry leaders to develop this AI-driven platform, confirms Frits Kok, Co-CEO at Adroit Technologies.

With nearly 40% of the country’s treated water lost to leaks, theft, and ageing infrastructure, Adroit Technologies is exploring new ways to enhance intelligent, data-driven water management. Using advanced machine learning (ML) and neural network algorithms, the research platform can analyse existing telemetry and SCADA data to detect leaks, forecast demand, and infer flow rates in areas without sensors, paving the way for more efficient, transparent municipal water systems in the future.

“South Africa’s water infrastructure challenges demand smarter, data-driven solutions,” stresses Kok. “Our current R&D is focused on developing next-generation AI capabilities that will, in time, complement our existing water management technologies, which are already helping utilities reduce water losses and make informed operational decisions today.”

Addressing a National Challenge

Urban growth, vandalism, and limited monitoring capacity have severely strained South Africa’s water systems. In many municipalities, leaks and pump failures are discovered only after outages occur.

Adroit Technologies’ ongoing research aims to integrate new AI tools seamlessly with existing SCADA and telemetry systems to deliver predictive analytics, real-time alerts, and actionable insights, helping engineers identify hidden losses and optimise operations before crises arise.

The AI-driven ‘pseudo-metering’ can infer consumption and pressure data where physical meters are missing or damaged. This innovation has the potential to help under-resourced municipalities monitor network conditions that were previously ‘data blind.’

Research with Real-World Impact

Adroit Technologies’ current research is focused on developing a scalable, national-level AI framework that leverages forecasting, anomaly detection, and digital twin modelling to enhance decision-making and support more efficient water use.

A hybrid neural network architecture (CNN-LSTM) and self-healing data middleware are being designed to operate effectively even with incomplete or delayed data, a common challenge across South Africa’s municipalities.

“This research is about enabling resilience,” adds Hugo Pienaar, Director of Digital Services at Adroit Technologies. “By combining AI with decades of SCADA expertise, we are helping municipalities envision how to predict issues before they happen and manage scarce water resources more efficiently.”

A Smarter, Sustainable Future

While Adroit Technologies continues to its R&D into AI-powered water management capabilities, the company already offers a proven suite of water management and SCADA solutions that empower utilities to detect leaks, optimise assets, and improve operational efficiency.

As the R&D programme progresses, these new AI capabilities will be introduced into Adroit’s product range, ensuring that customers can benefit from the latest innovations in predictive maintenance, data analytics, and infrastructure optimisation, all designed to strengthen South Africa’s water security and sustainability.

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adumo Payouts enhances worker safety and wellbeing in the mining sector

Details: Created: Tuesday, 21 October 2025 10:43

adumo Payouts enhances worker safety and wellbeing in the mining sector

15 October 2025: South Africa’s leading incentives and disbursements solutions provider, adumo Payouts, is assisting South Africa’s mining industry modernise its payment systems with a digital platform designed for speed, reliability, and security. The solution simplifies how mining companies disburse funds to employees, contractors, and suppliers, ensuring that payments reach recipients instantly, without the delays and risks associated with traditional methods.

“In mining, efficiency and trust are everything,” says Palesa Morebodi, Head of Operations at adumo Payouts. “From paying large contractor teams to managing supplier settlements and employee benefits, mining companies need a payment solution that is fast, traceable, and built to scale. That is exactly what we deliver.”

Instant and reliable payouts across the value chain

Mining companies often work with thousands of employees, contractors, and service providers spread across multiple locations. Traditional payment systems can be slow, cumbersome, and administratively heavy, sometimes taking days to clear. adumo Payouts transforms this by enabling instant payouts, reducing downtime, and strengthening trust between mining companies and their stakeholders. “Our solution for the mines is a tangible card that serves as an alternative to cash,” adds Morebodi.

“With our platform, mining companies can pay wages, bonuses, and reimbursements in real time, directly into recipients’ prepaid cards” explains Morebodi. “That level of speed and transparency builds confidence among workers and partners while easing the administrative burden for finance teams.”

Supporting financial inclusion in mining communities

Beyond efficiency, adumo Payouts contributes to financial inclusion in mining regions where many individuals may have limited access to traditional banking infrastructure. By offering safe and accessible alternative payment solutions, our platform ensures workers and community members can access their funds quickly, safely and securely. “For the mining space, our solution is a prepaid card that is meant to be a safer alternative to cash, and outside of payroll, free from debit orders and garnishee orders,” says Morebodi.

“Mining companies have a responsibility not just to their workforce, but also to the surrounding communities,” says Morebodi. “By enabling digital payouts, we are helping ensure that workers and their families can participate more fully in the digital economy.”

A trusted technology partner

As part of the wider Lesaka Group, which supports more than 90 000 merchants across South Africa, adumo Payouts brings the mining sector the confidence of a proven, trusted financial technology partner. The platform is designed to integrate seamlessly with existing business systems, allowing mining companies to modernise without disruption.

“Our goal is to take the complexity out of payments so mining companies can focus on what they do best, which is driving growth, supporting communities, and powering South Africa’s economy,” concludes Morebodi.

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Mining smarter - how renewable energy is reshaping Namibia’s mining workforce and power supply

Details: Created: Tuesday, 21 October 2025 10:40

Mining smarter - how renewable energy is reshaping Namibia’s mining workforce and power supply

By Jacques Farmer, Managing Director of PRISMA Training Solutions

17 October 2025

Namibia is boldly staking its claim as a leader in renewable energy in southern Africa. With abundant solar resources, steady winds in select regions, and wide swathes of undeveloped land, the country is well positioned to scale up clean energy production. At the same time, its mining sector, vital to the economy, is under pressure to cut emissions, maintain reliable power, and boost efficiency. The result is a new chapter of opportunity for industries. Renewable energy is changing how mines operate, how workers are trained, and how communities benefit, and Namibia is on track to prove that mining can grow in a way that is responsible and sustainable.

Namibia’s renewable energy potential

Namibia has a natural advantage when it comes to renewable energy. The country’s sunny plains, windy regions, and potential for green hydrogen create strong opportunities for clean power. Solar farms can be built at scale, wind farms can provide steady energy, and green hydrogen can store excess power, fuel industrial processes, and support electricity and transport needs. Together, these energy sources can deliver reliable, round-the-clock power for mines and other industries.

For mining companies, the benefits are substantial. Generating energy on or near mining sites reduces reliance on imported electricity and fossil fuels, giving operations more control over supply and costs. It also improves efficiency by providing a stable, predictable source of power, which is particularly important for energy-intensive processes and remote locations.

Renewable energy can help mines reduce operational downtime, lower carbon emissions, and meet environmental compliance standards, all while strengthening resilience against fluctuating energy prices. In addition, adopting solar, wind, and green hydrogen can enhance a company’s reputation with investors, regulators, and communities by demonstrating a commitment to sustainability and forward-thinking operations. This is more than the adoption of renewable energy. It is an opportunity for mining companies to operate more efficiently, sustainably, and reliably, setting a new standard for the sector.

Cleaner mining and stronger operations

Mining is an energy-intensive industry, and traditional reliance on diesel and imported electricity can leave operations vulnerable to supply disruptions and rising costs. By integrating renewable energy, mines can stabilise their power supply, ensuring continuous production and protecting both output and profitability.

Renewable energy also allows mining companies to reduce greenhouse gas emissions and improve environmental performance. This can help meet regulatory requirements, satisfy investors who are increasingly focused on sustainability, and build stronger relationships with local communities. Cleaner energy solutions can also lower operating costs over time, as mines gain more control over energy pricing and reduce dependence on external suppliers.

Immediate benefits aside, renewable energy encourages long-term operational resilience. Mines equipped with solar, wind, or green hydrogen systems can better plan for future growth, manage risks, and adapt to changing market conditions. Namibia proves that mining can be smart and sustainable, combining operational strength with a commitment to cleaner energy and environmental care.

Transforming the workforce

The move to renewable energy is reshaping workforce demands across sectors. People are needed to install, manage and operate solar setups, wind turbines, and green hydrogen systems, as well as the complex energy storage and control systems that support them. Skills in electrical and mechanical systems, digital monitoring, and safety are essential, along with the ability to adapt to new technologies as they emerge.

This growing demand for renewable energy is creating exciting opportunities for technicians, engineers, and operators, particularly in rural communities. Accredited training providers are equipping workers with the practical skills, safety knowledge, and environmental awareness needed to operate solar, wind, and emerging energy systems such as green hydrogen. Programmes also teach land rehabilitation and ways to reduce environmental impacts, preparing the sector to meet both operational and sustainability goals.

In combining technical expertise with environmental stewardship, Namibia is building a workforce that can drive cleaner, more resilient mining operations in a way that directly benefits local communities. The country is emerging as a regional leader focused on workforce development, showing how mining can be productive, responsible and forward-looking while providing an example for other nations to follow.

Collaboration drives long-term value

For renewable energy to drive growth in Namibia’s mining sector, mining companies, energy providers, and training organisations must work closely together. Training programmes need to evolve alongside technology so that workers are continuously learning new skills to meet modern demands. Partnerships between service providers and regulatory agencies will ensure skills remain aligned with industry requirements, and supportive policies will reinforce these efforts.

When sectors collaborate effectively, the benefits multiply. Operations become more efficient, local communities gain opportunities, and sustainable investment is encouraged. Namibia is setting a bold example for the region, showing how mining can grow to become smarter, cleaner, and more inclusive. Other countries can look to Namibia as a model for aligning economic growth, workforce development, and environmental stewardship in a way that inspires a more sustainable future for the entire continent.

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Hitachi Energy named world’s leading supplier of grid automation products and services

Details: Created: Tuesday, 21 October 2025 10:38

Hitachi Energy named world’s leading supplier of grid automation products and services

No. 1 position in ARC study underscores company’s vital role in the global transformation of the electric power grid for a sustainable energy future

Zurich, Switzerland, Oct. 08, 2025 - Hitachi Energy was recognized as the global market share leader in grid automation for electric power transmission and distribution utilities by ARC Advisory Group, a leading technology research and advisory firm for industry, energy, and infrastructure. The findings are part of ARC’s comprehensive market and technology study titled “Grid Automation Global Market Study 2024-2029” (June 2025).

According to the report, Hitachi Energy is the No. 1 provider of grid automation products and services worldwide. The company was also recognized as the market share leader in key software categories, including Grid Control & Management, Outage Management, and AI Applications. ARC’s study also revealed Hitachi Energy leads the market in a number of hardware categories, including Wireless and Wired Networks, Measurement devices, and RTUs.

“Grid automation is essential to operating and maintaining the modern grid,” said Richard Rys, director of consulting at ARC Advisory and lead researcher for grid automation. “Our extensive

market share analysis of suppliers in this highly competitive space shows Hitachi Energy at the top of the leaderboard. We believe this company’s deep-rooted heritage in energy, extensive domain expertise, the breadth and depth of their integrated solutions, and strong focus on digitalization and AI/ML capabilities will continue to drive their leadership in the industry.”

The report points to substantial growth in grid automation software, hardware and services due to a changing mix of generation, new grid-storage assets, and new market structures such as virtual power plants and support for demand response. In particular, the report states growth is strongest in regions building new electric grids or making major system upgrades or repairs due to weather events or wars that target and damage electric distribution systems.

“The grid automation market is at an inflection point, with rapid global electrification and the urgency of the energy transition placing unprecedented demands on the grid. The future of the power grid depends on accelerating digital innovation and new capabilities,” said Massimo Danieli, Managing Director, Business Unit Grid Automation at Hitachi Energy. “As the market leader, we’re proud to work closely with our customers and the industry to deliver the advanced solutions that modernize grid infrastructure, enhance resilience, and speed the transition to cleaner energy systems.”

Hitachi Energy offers a comprehensive portfolio of grid automation solutions designed to modernize and optimize the electricity grid. The company helps electric utilities worldwide transform the traditional power grid into a more reliable, efficient, and resilient system, capable of handling the challenges of the evolving energy landscape.

The company’s grid automation solutions enable customers to navigate today’s energy challenges with a unified, data-driven approach. From planning and building to real-time monitoring, control and protection, as well as maintenance and trading operations, Hitachi Energy’s technologies enable safer, more reliable, and sustainable grid performance – connecting customers to what’s next across the energy lifecycle.

Published annually since 2021, ARC’s Grid Automation Global Market Study combines current market analysis with a five-year market and technology forecast, as well as detailed market share analysis of the world’s leading suppliers. The study focuses on electric utilities in the transmission and distribution sector providing power to commercial, industrial, and residential customers. It examines the key hardware, software, and services used to automate the grid – from the central control centers of the grid operators down to the edge of the distribution network.

Founded in 1986, ARC Advisory Group is a leading technology research and advisory firm for industrial, energy, and infrastructure markets. Visit www.arcweb.com.

ENDS

Unlocking mining efficiency with advanced processing control

Details: Created: Wednesday, 01 October 2025 13:57

Unlocking mining efficiency with advanced processing control

In an industry where small improvements can yield significant cost savings and productivity gains, mining companies are increasingly turning to automation and data-driven optimisation to stay competitive. ABB’s Advanced Process Control (APC) system, powered by its Expert Optimizer platform, is emerging as a key enabler of smarter, more efficient mining operations.

“Advanced Process Control systems are designed to sit above the plant’s basic control layer,” explains Kabeer Sewpersad, Sales Manager – Digital Solutions, ABB Process Automation, Process Industries. “They act as a layer of intelligence, making small, precise adjustments that optimise performance without disrupting operations.”

What is advanced process control?

In a typical mining setup, day-to-day operations are managed by a Distributed Control System (DCS) or SCADA system, also known as Level 2 systems. ABB’s APC solution, Expert Optimizer, operates as a Level 3 control system, integrating seamlessly with ABB’s flagship 800xA DCS platform or with third-party systems.

“Expert Optimizer leverages technologies such as Model Predictive Control (MPC) and artificial neural networks to analyse and refine key process parameters in real-time,” notes Sewpersad. “It does not make large-scale changes, which is still the domain of the DCS. What it does is introduce subtle, incremental refinements that drive long-term benefits.”

Seamless integration and minimal disruption

A standout feature of ABB’s APC solution is its non-invasive deployment. “If the customer is already using our 800xA DCS, we simply add Expert Optimizer as an additional server. It integrates inherently with 800xA by design,” says Sewpersad. Even when a client uses a third-party DCS, Expert Optimizer remains highly compatible. “It is flexible and system-agnostic, allowing us to implement APC as a standalone layer with minimal disruption,” he adds.

This flexibility is especially valuable in mining, where unplanned downtime can result in significant losses. Since Expert Optimizer operates independently of direct control layers, its deployment does not interfere with production.

Fingerprint assessments for customised implementation

There is no one-size-fits-all approach to APC deployment. ABB begins each engagement with a Fingerprint Assessment or a tailored questionnaire to understand the existing plant setup, automation readiness for APC, and potential areas of improvement.

“We send an engineer on site for a week or two to gather historical data, interview operators, and assess whether the plant has the necessary infrastructure, like variable speed drives, for APC to be effective,” says Sewpersad. “This ensures we are proposing solutions that deliver real value.”

With more than 25 years of APC experience, ABB has built a library of industry-specific base models that can be quickly adapted for individual clients. “For example, we already have templates for grinding plants. Customisation then becomes a matter of finetuning rather than starting from scratch,” he adds.

Real, measurable benefits for mining

In the mining sector, the benefits of APC are particularly striking in comminution and grinding processes. Here, APC can deliver up to 2.5% increase in throughput, 4.3% improvement in particle size distribution, 10.9% reduction in specific energy consumption, reduced grinding media consumption, and improved downstream stability and reduced variability.

“When you tighten control over the grinding process, you are also stabilising what flows into the flotation, thickening, and smelting stages. That kind of upstream optimisation has a cascading effect across the entire value chain,” says Sewpersad.

Across multiple stages, cumulative improvements can be substantial: up to 20% improvement in milling efficiency, 15% reduction in losses in cleaner circuits, 4% gains in thickening performance, and 3% enhancement in smelter efficiency.

And because Expert Optimizer monitors performance through built-in KPI tracking, clients can see the impact in real time. “Our platform enables customers to measure how well they are using the APC system, track savings shift by shift and compare actual outcomes with projected gains like energy savings or reduced reagent use,” explains Sewpersad.

A strategic, phased approach

ABB encourages mining clients to implement APC in stages. “Start with one process, realise the return on investment, and then use that success to fund further improvements,” advises Sewpersad. “This phased rollout not only reduces risk but also builds long-term trust and collaboration between ABB and the client.”

With its proven Expert Optimizer platform, seamless integration into the 800xA DCS, and a clear path to measurable operational gains, ABB is helping mining clients unlock a new level of performance, one process at a time. “You will be surprised how even a 1% or 5% change can result in major efficiency gains over time,” concludes Sewpersad.

ENDS

Rosond’s commitment to youth development in mining

Details: Created: Wednesday, 01 October 2025 13:54

Rosond’s commitment to youth development in mining

08 August 2025: International Youth Day is observed on 12 August to recognise the vital role young people play in shaping a better future. This year’s theme, ‘Local Youth Actions for the SDGs and Beyond’, celebrates the impact of youth-led efforts in driving sustainable development. In alignment with this, leading drilling and exploration specialist Rosond is empowering South Africa’s youth through skills training and education, helping them build meaningful careers in the mining sector.

With youth unemployment at a staggering 59.7% in early 2024, Rosond’s proactive approach to education, training, and mentorship is helping to close the gap between opportunity and access for young South Africans.

“In everything we do, our commitment to empowering young people serves as a beacon of hope, inspiring a new generation of skilled professionals to chart their paths toward success,” says Glen McGavigan, CEO of Rosond.

Rosond’s youth development programmes support multiple SDGs, including Quality Education (SDG 4), Decent Work and Economic Growth (SDG 8), Reduced Inequalities (SDG 10), and Industry, Innovation and Infrastructure (SDG 9). Through training initiatives, the company equips youth with the practical and leadership skills needed to thrive in the mining sector, including health and safety, firefighting, working at heights, and equipment operation.

To remove financial barriers, Rosond has invested over R20 million in bursaries, internships and learnerships over the past four years, supporting over 300 young students in disciplines like IT, geology, engineering, finance, supply chain, and environmental management fields critical to innovation and sustainable development.

Mentorship is another cornerstone of Rosond’s youth strategy. Through structured guidance and ongoing support, young professionals are not only trained in technical skills but are also prepared to grow into leadership positions within the company and the industry at large.

Rosond’s dedicated training centres in Thabazimbi, Rustenburg, Fochville, and Kathu contribute to regional workforce development and mobility.

By promoting a strong culture of safety, environmental stewardship, and continuous learning, Rosond ensures that the next generation of drilling professionals understands their role in shaping a more sustainable and inclusive industry.

“At Rosond, we do not just prepare young people for jobs we prepare them to lead,” concludes Glen. “Their growth is our growth, and together, we’re shaping a mining industry that is smarter, safer, and more sustainable.”

As the world marks International Youth Day 2025, Rosond exemplifies how local action and investment in youth can accelerate progress toward the SDGs and build a better future for all.

Ends

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