On Tuesday, July 7, the South African Police Service (SAPS), working alongside the South African National Defence Force (SANDF), Sibanye Protection Services and Fidelity Specialised Services, conducted #OperationProsper at Losberg Kloof Mine in Westonaria, resulting in the arrest of 217 suspects.

The operation targeted illegal mining activities and related criminal offences in the area. Police said the suspects included undocumented foreign nationals from Lesotho, Mozambique and Zimbabwe, while two additional suspects were arrested for possession of ammunition and allegedly aiding and abetting undocumented immigrants.

Authorities also recovered equipment commonly used in illegal mining, including phendukas (portable winches), as well as food supplies and alcohol. Officers seized a 9mm pistol, two magazines and 118 rounds of AK-47 ammunition.

Addressing the media after the operation, Major General Patrick Kekana said the raid followed more than six months of intelligence gathering after police identified Losberg Kloof Mine as a hotspot for illegal mining.

According to Kekana, an earlier operation conducted two months ago yielded limited success, with police recovering approximately 600 rounds of AK-47 ammunition, two abandoned assault rifles and arresting around 30 undocumented individuals. Following that operation, authorities reviewed their strategy and intensified surveillance using drones, aerial support and intelligence operations before launching Tuesday’s raid.

“We monitored the area extensively using electronic drones, chopper capable of capturing video footage and intelligence resources to ensure we gathered as much information as possible before executing the operation,” Kekana said.

The coordinated operation began at approximately 3am.

Kekana said police initially arrested more than 198 suspects, including over 100 Lesotho nationals, more than 50 Mozambican nationals, several Zimbabwean nationals and South African citizens. He added that four South Africans are expected to face charges for allegedly harbouring undocumented immigrants, while more than 170 suspects are expected to be charged for contravening South Africa’s immigration laws after allegedly failing to produce passports, asylum permits or other legal documentation permitting them to remain in the country.

The operation forms part of ongoing efforts by law enforcement agencies to combat illegal mining and organised criminal activity across Gauteng.

The arrests have once again drawn attention to the role undocumented migration plays in some illegal mining operations. While some undocumented migrants are not involved in criminal activity, law enforcement agencies have repeatedly stated that organised illegal mining syndicates recruit foreign nationals to work in dangerous underground conditions, often under the control of heavily armed criminal networks. This presents significant challenges for border security, policing and community safety.

The operation has generated mixed public reaction. While some South Africans praised the police and their partners for disrupting illegal mining activities, others argued that meaningful progress will only be achieved by dismantling the criminal syndicates and financiers who organise and profit from zama-zama operations.

This concern was echoed at the recent Mine Security Conference and Tech Expo, where industry leaders and security experts emphasised that law enforcement efforts should focus not only on illegal miners themselves but also on the syndicate leaders who finance, equip and coordinate these operations. They argued that targeting these kingpins remains essential to finding a long-term solution to South Africa’s illegal mining crisis.

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While discussions covered a broad range of security risks facing the mining sector, one theme that consistently stood out was the insider threats within the industry. It was highlighted that the greatest danger to mining operations often comes not from outside criminal syndicates, but from individuals within organisations who exploit security weaknesses or collaborate with illegal mining networks.

A recurring message throughout the conference was the need for stronger human capital development in mining security, with comprehensive training and greater awareness required across the entire mining value chain.

Corruption fuels illegal mining

Addressing delegates, Dr Lincoln Cave identified corruption as the single biggest enabler of illegal mining, describing it as a problem that extends far beyond criminal syndicates operating on mine sites.

Drawing on examples from South Africa, Nigeria, Ghana and Tanzania, Cave said illegal mining is sustained by a network of participants that can include corrupt employees, security personnel, suppliers, community collaborators and, in some instances, public officials.

He also highlighted the role that professionals such as accountants, lawyers and precious metals dealers can play in facilitating illicit activities, whether knowingly or inadvertently.

“While these professionals provide essential services, they can also become enablers of illicit financial flows if adequate oversight and accountability are lacking,” Cave said.

Illegal mining carries a heavy economic cost

Joe van der Walt of Focus Group expanded on the economic impact of illegal mining, describing unemployment as one of the primary drivers of the problem in South Africa.

Given mining’s significant contribution to the country’s economy, he argued that illegal mining undermines economic growth while strengthening organised criminal networks.

According to figures presented during the conference:

• Illegal mining costs South Africa more than R70 billion every year.
• At least 5% of the country’s annual gold production is lost to illicit activities.
• More than one million tonnes of chrome ore are illegally exported annually, representing over 10% of legal production.
• The number of illegal miners is estimated to exceed 50 000, increasing more than tenfold over the past two decades.

The enemy within

Van der Walt argued that mining companies need to elevate security from a support function to a strategic business priority, particularly as organised mining crime becomes increasingly sophisticated.

He stressed that understanding criminal networks is fundamental to building an effective security strategy.

“I believe we still do not fully understand our adversaries or give them the level of respect they deserve. Once you understand who you are dealing with, you are better positioned to anticipate their actions, identify vulnerabilities and strengthen your response,” he said.

While illegal miners, commonly known as zama zamas, remain the most visible threat, Van der Walt said internal actors often pose the greatest risk.

“As security managers we must recognise that the most dangerous adversaries are those within our own organisations, the individuals among us,” he said.

These insider threats include employees motivated by financial gain, individuals seeking revenge or influence, poorly trained staff whose mistakes create vulnerabilities, as well as compromised procurement officials, security personnel and labour representatives who become influenced by criminal syndicates.

According to Van der Walt, financial motivation remains the strongest driver.

“Those who have no money long for some, those who have some money strive for more, those who have the most hoard it jealously. At this stage, criminality is often opportunistic rather than ideological,” he said.

He added that organised crime is becoming increasingly sophisticated, with syndicates seeking not only to extract minerals illegally but to establish and control parallel mining economies that operate alongside legitimate businesses.

Moving from reaction to prevention

Rather than continuing to respond to incidents after they occur, speakers agreed that the mining industry needs to adopt a proactive, intelligence-led approach to security.

Among the key recommendations presented were integrating security into executive decision-making, developing a mission-driven security culture, and focusing on dismantling criminal networks instead of merely containing their activities.

Technology was also identified as a critical enabler. Experts advocated combining human intelligence gathered from employees and surrounding communities with advanced data analytics, artificial intelligence, biometric access control and integrated Security Information and Event Management (SIEM) platforms to detect suspicious behaviour before incidents occur.

Enhanced vetting and continuous re-vetting of employees and contractors, particularly those working in high-risk areas such as processing plants, refineries and control rooms, were also highlighted as essential measures.

Beyond technology, speakers emphasised the importance of building an organisational culture based on integrity through continuous training, anonymous reporting mechanisms, and recognising employees who identify irregularities.

They also acknowledged that addressing the socio-economic factors driving illegal mining remains vital. Creating legitimate employment opportunities, supporting surrounding communities and reducing the conditions that make recruitment into criminal syndicates attractive were identified as equally important components of long-term security.

A shared responsibility

The conference made it clear that the mining industry’s security challenge extends far beyond physical infrastructure and perimeter protection. As organised crime becomes more sophisticated and increasingly reliant on insider collaboration, mining companies must rethink how security is managed.

Protecting mines will require more than stronger fences and surveillance systems. It will depend on creating resilient organisations where security is embedded in business strategy, employees become the first line of defense rather than the weakest link, and intelligence, technology and collaboration work together to stay ahead of increasingly organised criminal networks. Only by tackling both the human and operational dimensions of security can the industry hope to safeguard its people, assets and long-term sustainability.

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In South Africa, reverse osmosis (RO) is used to treat borehole water, desalinate seawater, produce ultra-pure water for food and beverage processing, cosmetic and pharmaceutical production and to improve water quality in demanding industrial applications. While the technology can remove up to 99% of contaminants and minerals, it has traditionally been seen as something requiring significant budget – or a solution reserved for extreme circumstances.

However, rising water costs, increasing pressure on water infrastructure and growing demands for operational efficiency are changing the way industries view RO. Experienced local water treatment specialist G-Chem Aquacare is developing tailored RO solutions, including containerised plants which make this technology more accessible.

CEO Shaun Golding explains that RO is a membrane-based process in which water under pressure is pushed through semi-permeable membranes allowing water molecules to pass through – while rejecting dissolved salts, minerals, metals, organics and other impurities: “RO is best suited to clients requiring a significant reduction in dissolved solids or specific contaminants. Typical applications include boiler make-up water, process water, ingredient water, reuse water polishing, borehole treatment and applications where scale, corrosion, product quality or high blow-down rates are causing operational or cost challenges,” Golding explains.

Heavy lifting

Golding emphasises that RO is not a simple ‘plug-and-play’ solution: “RO works best when it forms part of a broader water treatment approach and plan: considering feedwater quality, pre-treatment, chemical conditioning, operating conditions, storage, post-treatment and the final application thereof,” he points out.

Although RO has in the past only made headlines during droughts and around desalination, Golding notes that this technology has been used successfully in South African industry for some time.

The key, he says, is ensuring that the economics and technical requirements justify its use – and that effective pre-treatment protects expensive membranes: “Membranes can foul quickly without the correct protection pre-treatment. We evaluate the water source and determine whether specialised pre-treatment is required to protect the membranes, if iron or silica is present, if the water is high in suspended solids, and what the microbiological loading is. Therefore, pre-treatment does the ‘heavy lifting’ so RO can perform efficiently and reliably.”

Polishing water for reuse

One of the most promising applications for RO is water reuse.

Many manufacturers discharge large volumes of effluent every hour, paying for incoming water and sewage discharge. Reusing treated water can significantly reduce both costs. By passing pre-treated wastewater through specialised RO membranes designed to handle contaminants such as grease and fats, companies can dramatically reduce the volume of water discarded – and in some cases, move closer to zero liquid discharge (ZLD).

Beyond installation

While the technology itself tends to be the key focus during the installation, Golding believes that the long-term success of any RO installation depends on what happens after commissioning.

“A system can perform exceptionally well during start-up, but feedwater quality changes, production requirements evolve and operating conditions fluctuate. Without ongoing monitoring and optimisation, performance can deteriorate over time,” he observes.

Through routine service visits, water analysis, chemical treatment programmes, system audits – and increasingly through online monitoring technologies – G-Chem Aquacare works with clients to ensure that RO systems continue delivering the expected water quality, efficiency and return-on-investment throughout their operational life.

Refining RO solutions

Recognising growing demand for modular and rapidly deployable systems, G-Chem Aquacare works closely with Aquatreat Technologies to refine containerised RO offerings for local industry. These systems integrate pre-filtration, dosing systems, pumps, RO skids, control panels and monitoring equipment into a single package, creating a flexible and scalable solution.

“Traditional RO plants are often built into existing plants, and may require significant civil works and longer installation periods. Containerised RO plants, by comparison, allow much of the system to be assembled and factory-tested off-site before delivery – reducing installation time and site disruption,” Golding explains.

“From G-Chem Aquacare’s perspective, the value lies in selecting the correct solution for the application – whether containerised or custom-built – and combining Aquatreat Technologies’ engineering capability with G-Chem Aquacare’s chemical, technical and operational expertise to provide a complete water treatment solution,” Golding advises.

The benefits are already evident in numerous client project successes.

A West Coast industrial client operating its boiler plant on softened make-up water commissioned G-Chem Aquacare to conduct a return-on-investment study for a 36m³/hr reverse osmosis plant. Following implementation, boiler cycles were increased dramatically reducing blow-down volumes and lowering water, chemical and fuel use. The fuel-savings alone delivered a return-on-investment in under 16 months.

A second project at a specialised tanker washing facility aimed to replace municipal water with borehole water. G-Chem Aquacare installed a 12m³/hr RO plant with pre-treatment to treat the borehole supply to the required quality, significantly lessening municipal water consumption and operating costs. The client achieved a return-on-investment in just 9 months.

‘Containing’ the benefits

Managing Director Kevin Naidoo believes containerised plants offer strong benefits: “If clients are working in a rural area, it is much easier to supply a containerised RO plant: building this in a warehouse environment where all the pipe work, pressure and functionality tests can be done before the unit actually goes to site.”

Containerisation also protects equipment from harsh industrial environments, extending plant lifespan while ensuring all components are located within a well-planned and engineered footprint.

“On arrival, you also know that the container will fit into the allocated area. If you are trying to build on site, it can be a bit tricky to find the right amount of space,” he says.

RO-ing into the future

Golding sees significant growth potential for containerised RO systems in South Africa, and that there is an exciting future for RO in this country.

He therefore believes that RO can play an increasingly important role across many sectors, ranging from boiler houses, food and beverage production, manufacturing and mining to hospitals, laundries, hotels and commercial developments:

“The future of industrial water treatment is not about individual technologies. It is about combining the right technologies, chemistry, monitoring and technical expertise to deliver measurable outcomes,” Golding points out.

“Reverse osmosis is an incredibly powerful tool, but its true value is realised when it forms part of a broader strategy focused on reducing water consumption, lowering operating costs, improving energy efficiency and protecting critical assets.

Whether we are implementing an RO plant, optimising a boiler house, improving cooling water performance or supporting water reuse initiatives, our objective remains the same: partnering with our clients to deliver superior results through innovative technical solutions and service excellence,” he concludes.

The post Reverse Osmosis: A smarter strategy for industrial water efficiency in South Africa appeared first on Mining Business Africa.

In an intensely competitive environment, contractors are grappling with rising input costs, compressed timelines and increasingly complex infrastructure projects – all while being expected to deliver safely, on time and within budget.

According to Lindie Fourie, Operations Manager at the Bargaining Council for the Civil Engineering Industry (BCCEI), contractors must also maximise community benefit on their projects and often contend with volatile social dynamics and even criminal activity on site.

“In this context, the positive impact of labour stability and workforce morale should not be underestimated,” Fourie says. “When employees feel heard and valued, and are earning a fair wage, this lays the foundation for a committed workforce that can drive productivity.”

Construction remains a highly labour-intensive industry, with significant potential not only to create employment but to open pathways into the formal working environment. Particularly on public sector contracts, contractors frequently employ unskilled local labour and provide foundational training that enhances individual capability and improves overall workflow efficiency.

“Every member of the workforce must be focused on safe operations and the correct application of their skills and training,” she says. “Knowing they are being treated and paid fairly makes a tangible difference to the dedication and accountability with which they perform their duties.”

A key role of the BCCEI is to facilitate multi-year collective agreements between employers and employee representatives. These agreements, currently in place until August 2028, establish minimum wages and conditions across the sector, providing certainty and predictability for both contractors and workers. By creating a shared understanding of what applies on site, the agreements reduce the risk of disputes and disruptions that could compromise productivity.

“This certainty and fairness are critical in any workplace, but they take on added importance in construction where employees spend long hours outdoors, often exposed to demanding conditions,” Fourie notes.

Fair wages and consistent working conditions also strengthen the risk profile of civil engineering contracts. With competition intensifying and public sector budgets under pressure, even short delays or stoppages can severely erode already thin margins. Rework, disruptions and penalties for late delivery place further strain on contractors.

“When contractors understand the wage framework – not only for the current year but for the years ahead – they can price more accurately and plan more effectively,” she explains. “That certainty removes a significant source of risk during project execution.”

For collective agreements to deliver their intended stabilising effect, however, they must be observed by all participants on site, including smaller subcontractors. Fourie emphasises that membership of the BCCEI is not optional, regardless of company size.

“While large established contractors typically lead civil engineering projects, they rely on numerous smaller subcontractors to meet the local participation targets and to execute specialised tasks, spreading opportunity and value,” she says. “If any party underpays workers relative to agreed wage levels, it can quickly become a point of contention that disrupts progress.”

A level playing field is therefore fundamental to the BCCEI’s mandate. By ensuring that labour costs are aligned across the value chain, contractors and subcontractors alike can tender realistically and competitively.

“Contractors strive to manage and mitigate every risk on a project,” Fourie concludes. “Ensuring that labour conditions are clear, fair and consistently applied removes a significant variable from the productivity equation.”

Ultimately, fair wages are not simply a compliance requirement. In a sector defined by risk, tight margins and demanding delivery schedules, they are central to stability, efficiency and sustained productivity.

The post Fair wages key to stability and productivity in South Africa’s civil engineering sector appeared first on Mining Business Africa.

The CH662 represents the latest evolution of Sandvik’s long-established CH660 platform, introducing several mechanical and digital upgrades that improve throughput, reliability and maintenance efficiency. PC Kruger, Business Line Manager Crushing at Sandvik Rock Processing, says mining companies across the continent are increasingly embracing electrification, remote monitoring and automation technologies.

“This is creating an environment where advanced crushing systems such as the CH662 are becoming more attractive,” Kruger says. “This milestone order challenges longstanding perceptions that African mining operations are slow to adopt new technologies.”

These two Sandvik CH662 units will be deployed in a secondary crushing application as part of an underground mining expansion project. Factory acceptance testing was completed in Sweden during the second quarter of 2026 before the units were shipped to South Africa. The order for the two CH662 crushers was placed through a major engineering, procurement and construction (EPC) contractor, with one crusher designated as the duty unit and the second as a standby machine – underscoring the critical role crushing equipment plays in modern mineral processing plants.

Yashik Anand, Capital Sales Engineer for Sandvik Rock Processing’s static crushing business, explains that the project demonstrates how customers are now prioritising operational efficiency, reliability and digital integration when selecting crushing equipment. Anand highlights that the redesigned top shell and main shaft contribute substantially to the crusher’s durability and operational stability.

“The upgraded top shell provides improved material distribution and greater structural strength, while the new main shaft enhances reliability under high-capacity conditions,” he says. “The spider bushing has also been re-engineered to improve wear resistance and extend service life.”

Another important design improvement is eliminating the backing compound, which saves time during liner changes. Traditional cone crusher linings often require extended curing periods before the machine can return to operation, but the CH662’s steel-to-steel design removes this delay.

“By removing the backing compound from the design, we can save customers up to 24 hours of waiting time during liner replacement procedures,” he says.

Automation and digital integration form another key advance in the Sandvik CH662 upgrade package. The crusher incorporates Sandvik’s new ACS-c 5 ASRi control system, which combines the functionality of previous crusher control platforms into a more advanced and user-friendly automation package. Users benefit from automated setting regulation, enhanced monitoring functionality and integration with digital services platforms for real-time performance analysis and remote diagnostics.

“Especially for mining operations that are located far from major service centres, these capabilities can deliver substantial operational advantages,” Anand says. “Proactive monitoring of the crusher allows operators to identify issues earlier and prevent unplanned stoppages.”

Kruger points out that remote monitoring capabilities also support the efficiency of Sandvik Rock Processing’s field service technicians, who often travel several hours to customers’ sites.

“We can remotely support the machine and start fault-finding immediately when there is an issue,” he explains. “By the time a technician reaches the site, we already have a good understanding of what needs to be repaired or replaced.”

This order also highlights the growing importance of technical collaboration between OEMs and EPC contractors during plant design and equipment selection, Anand says. Sandvik’s PlantDesigner simulation software allowed multiple process simulations and flowsheet iterations to optimise the crushing circuit for the customer’s metallurgical requirements.

Looking ahead, Kruger says the Sandvik CH662 is well-positioned for broader adoption across Africa’s mining and aggregates sectors, particularly within the continent’s mid-range processing operations.

“Mining operations in Africa generally do not require the ultra-large crushing systems that are more common in regions like South America,” he notes. “The CH662 fits well into the African market’s production range of 400 to 1000 t/h.”

Sandvik’s upgrade strategy includes retrofit, rebuild and fully integrated smart crusher options, all supported by its three-year standard warranty.

The post Sandvik delivers first CH662 cone crushers to South African platinum project appeared first on Mining Business Africa.

According to conveyor specialist Tru-Trac Rollers (Pty) Ltd, this approach is one of the primary reasons why conveyor failures continue to repeat across the industry.

As the company prepares for Electra Mining Africa 2026, Shaun Blumberg, COO of Tru-Trac, says its focus will not simply be on showcasing products but rather on changing how operations think about conveyor performance and the underlying causes of recurring system failures.

“Conveyor problems rarely exist in isolation,” Blumberg explains. “Replacing a component without understanding the cause often leads to the same failure returning. What may initially appear to be a tracking issue, for example, can quickly escalate into carryback, spillage, belt damage, excessive component wear and ultimately unplanned downtime.”

Tru-Trac believes that many conveyor systems are still managed incorrectly because visible symptoms are addressed without identifying the underlying system behaviour driving the problem.

This creates what Blumberg describes as an industry-wide “failure loop” – misalignment occurs, carryback increases, idlers and pulleys wear prematurely, spillage and belt damage follow, production interruptions occur, emergency maintenance is performed and the same problem returns shortly afterwards.

While these issues are often categorised as maintenance concerns, he argues that the impact extends far beyond the maintenance department.

“Conveyor performance is not only a maintenance concern. It is a production issue,” Blumberg says. “When conveyor systems underperform, the effect is felt across uptime, throughput, labour requirements, housekeeping, safety performance, belt life and ultimately overall plant efficiency.”

This thinking forms the basis of Tru-Trac’s engineering-led approach to conveyor performance support.

Rather than positioning itself as a supplier of individual components in isolation, Tru-Trac positions itself as a conveyor performance partner focused on diagnosing root causes, reducing repeat failures and improving long-term operational reliability.

Central to this approach is a structured five-step process that begins with understanding the conveyor system as a whole.

The first step involves assessing the full conveyor environment rather than focusing only on the visibly failed component. This includes evaluating system conditions, loading behaviour, belt tracking characteristics, transfer points, material build-up and operational conditions that may be contributing to ongoing performance problems.

Once the broader system has been assessed, Tru-Trac focuses on identifying the root cause behind the visible symptom.

“Misalignment, carryback, spillage and belt damage are often connected symptoms,” Blumberg explains. “The visible problem is not always the primary problem. Engineered intervention starts with understanding the system.”

Only once the root cause has been identified does product specification follow. He says engineering judgement and application understanding must always come before selecting a corrective intervention.

Tru-Trac then works with operations to ensure the correct solution is implemented properly on site before continuing with ongoing technical support, inspections and performance monitoring aimed at sustaining long-term conveyor reliability.

This shift from reactive maintenance towards engineered conveyor performance is expected to form a major part of Tru-Trac’s discussions with customers at Electra Mining Africa 2026.

The company believes the industry is increasingly recognising that conveyor failures cannot be solved sustainably through repeated replacement of individual components alone.

“Reactive maintenance fixes what breaks,” Blumberg says. “Engineered performance focuses on diagnosing, specifying, implementing and supporting the correct long-term solution.”

At Electra Mining Africa 2026, Tru-Trac aims to engage directly with operations around the broader production impact of conveyor instability and the importance of system-level diagnosis.

He says the company wants customers to move beyond viewing conveyor problems as routine maintenance frustrations and instead recognise them as operational performance issues that directly affect production targets, operating costs and reliability.

By focusing on root-cause analysis, engineered intervention and long-term performance support, Tru-Trac believes operations can significantly reduce repeat failures while improving uptime, belt life and overall conveyor reliability.

As conveyor systems continue to play a critical role in modern mining and bulk materials handling operations, Blumberg says the industry must move beyond reactive thinking and towards a more integrated approach to conveyor performance management.

“The goal is not simply to sell a component,” Blumberg concludes. “The goal is to improve conveyor performance.”

The post Tru-Trac to challenge conventional conveyor thinking at Electra Mining Africa appeared first on Mining Business Africa.

The celebrations began with a tour of the company’s facilities, where guests were given a closer look at several customised machines and solutions developed to meet the unique requirements of African industries, particularly the mining industry.

Speaking during the event, Chris Riley, Regional President of Bosch Rexroth Africa and Chief Executive Officer of Bosch Rexroth South Africa, highlighted customisation as one of the company’s key differentiators.

“One of the things that has made us successful is customisation,” Riley said. “Globally, Bosch Rexroth supplies products to major original equipment manufacturers (OEMs) in sectors such as mining, agriculture and automotive. However, Africa is different. We are largely an end-user-focused market, supporting equipment that has been imported onto the continent.”

According to Riley, this has enabled the company to develop solutions tailored to local operating conditions rather than relying solely on standardised global offerings.

Beyond technology and products, Riley believes the company’s longevity has been driven by its close relationships with customers.

“One of our hashtags is ‘closer than you think’,” he said. “That’s really about getting close to customers, understanding their pain points and helping them solve problems.”

He explained that the company’s approach often begins with addressing a specific operational challenge before expanding support services.

“If a mine is experiencing downtime because of hydraulic hose failures, we’ll bring hose stock onto the site, place a technician there and ensure the problem is resolved quickly. From there, we identify other areas where we can add value, whether it’s filtration, spare parts or pumps. We don’t rush it. It’s slow and steady.”

As industries increasingly explore the potential of artificial intelligence (AI), Bosch Rexroth Africa is also integrating digital technologies into its operations and training programmes. However, Riley noted that significant challenges remain in implementing AI-driven solutions in African mining environments. One of the biggest barriers is connectivity.

Riley cited the example of the company’s Smart Inspect system, which guides technicians through equipment inspections using QR-code-based digital workflows.

“When we first introduced the application, it required continuous online connectivity. The reality is that many mining operations have little or no connectivity underground or in operational areas,” he said.

To address this, Bosch Rexroth redesigned the application so that data can be captured offline and uploaded once technicians return to an area with Wi-Fi or cellular coverage.

Beyond connectivity, Riley identified data privacy as another critical concern.

“If I can monitor a customer’s equipment online, I can potentially gain insights into production levels and operational performance. Customers become uncomfortable when that data sits on someone else’s server,” he said.

While AI and connected technologies continue to gain momentum globally, Riley believes adoption in Africa will follow a different trajectory.

“AI in a highly connected European environment is one thing, but Africa operates in a different context. Connectivity infrastructure and data concerns mean we’re not there yet. In time, it will come, but for now the realities are different.”

As Bosch Rexroth Africa enters its seventh decade, the company remains focused on delivering customised solutions, building strong customer partnerships and adapting global technologies to suit the realities of African industry.

The post Bosch Rexroth Africa celebrates 60 years of customer-focused innovation appeared first on Mining Business Africa.

Under the theme #InvestInNext, the 12th edition of the Junior Indaba focused on exploration, junior mining, investment, innovation and the future of the mining industry. South Africa’s Council for Geoscience (Council for Geoscience) continues to play a central role as custodian of geoscience knowledge and geological data, enabling exploration and supporting investment across the sector.

The discussions centred on how Africa can better unlock its mineral wealth and attract sustainable investment into junior mining.

Africa’s opportunity and the global mining shift

Speaking on Day 2, Session 3 under the topic “Showcasing junior mining companies, projects and investment opportunities,” Tony Lennox, Managing Director and Chief Operating Officer at Orion Minerals, delivered a phenomenal address on Africa’s mining potential and the realities facing junior miners.

He said Africa remains one of the most prospective regions globally, with significant opportunities across South Africa, Namibia, Botswana and the broader sub-Saharan region. He noted that global mining majors have increasingly concentrated operations in jurisdictions such as Australia, partly due to perceptions of sovereign risk.

However, Lennox pointed to renewed interest in Africa’s resource base, noting that Orion Minerals has attracted major industry players, including BHP’s exploration programme, back into the Northern Cape region, with growing linkages to Namibia and Botswana.

He highlighted the copper potential stretching from North-West in South Africa into Namibia as “one of the most prospective but still under-evaluated copper regions on the planet.”

From resources to reality: infrastructure is everything

While geological endowment remains strong, Lennox stressed that success in junior mining depends on far more than resources alone.

He emphasised that water, power, logistics and employment readiness are critical enablers for any project to succeed. Without these fundamentals in place, even high-quality deposits struggle to reach production.

“You need to understand the logistics cost. You need to understand getting your product to market,” he said. 

He said understanding the full cost of getting a product to market is essential for junior miners transitioning from exploration to production.

Leadership, clarity and consistency

Lennox also reflected on leadership in mining organisations, arguing that clarity is one of the most important traits for executives guiding junior companies.

He emphasised the need for clear, simple and confident communication with investors, communities and stakeholders, noting that global capital flows to projects that present certainty and direction.

He emphasised the importance of consistency, from execution and permitting to operational discipline. Without it, junior miners risk losing credibility and momentum.

He also highlighted that mining success is rarely linear, stressing that disciplined decision-making and long-term thinking are essential to building sustainable operations.

No shortcuts in mining

As with any other business, shortcuts are usually a gamble and should be avoided if you want longevity and sustainability. Lennox cautioned against speculative thinking in mining development, stating that there are “no shortcuts” to building viable operations.

While acknowledging that luck can sometimes play a role, he stressed that long-term success depends on structured planning, disciplined execution and a willingness to make measured decisions over time.

“If you’ve found a deposit and you think you can ramp it and build it up and do a quick speculative transition, you may be lucky, but at the end of the day, it requires diligent, deliberate thinking and conversation,” Lennox said. 

“If you think there are shortcuts along the way, you’ll get some gravel rash and a few tears.”

The Junior Indaba 2026 reinforced a consistent message from industry leaders: Africa’s mineral potential is vast, but unlocking it requires infrastructure alignment, disciplined investment, and strong leadership.

The post Junior Indaba 2026 highlights Africa’s copper opportunity, logistics realities and the future of junior mining appeared first on Mining Business Africa.

Vodacom’s recent Decarbonising the ICT Sector report highlights the extent of the challenge. To deliver universal access to affordable electricity by 2030, electricity connections in sub-Saharan Africa would need to reach around 90 million people every year, roughly triple the current rate. Even then, access does not guarantee that the quality of the grid is reliable, as frequent and prolonged outages remain common.

This lack of reliable access to electricity jeopardises connectivity, economic activity, productivity and essential services. For the ICT sector, this challenge is especially acute. Unstable energy systems force operators to invest heavily in backup capacity to maintain service continuity, driving up costs, increasing complexity and impacting decarbonisation efforts. As economies become increasingly data-driven and interconnected – where uptime is critical – unstable power threatens investment and growth.

The true cost of energy insecurity

In the absence of a stable grid electricity supply, companies have had to adapt. For mobile network operators (MNOs) such as Vodacom, ensuring network resilience is central to providing connectivity services that millions rely on daily. In many markets, this has meant investing heavily in backup power solutions, including diesel generators, to keep operations running during outages. Diesel generators have become the default solution as they are proven, portable and dependable; however, that model is increasingly difficult to sustain. Diesel is costly, exposed to fuel-price and currency volatility, operationally intensive and carbon-intensive. As digital demand rises, so too does the urgency of finding a more sustainable energy solution.

What solutions are within reach?

Most people without electricity (over 80%) live in rural areas, according to the report. In these areas, mini-grids and stand-alone solar home systems are considered the most cost-effective renewable energy solutions. But for the telecommunications sector, powering mobile base stations through mini-grids requires lower connection costs, supported by grants or public funding to strengthen the business case.

Using decentralised energy systems also depends on closer collaboration between MNOs and developers to secure energy transition financing and manage logistical challenges, with MNOs acting as reliable off-takers to boost bankability. Run-of-river hydropower also offers a competitive, reliable renewable option, but relies on the feasibility of sites. Solar photovoltaic, advanced battery technologies for base station sites, such as sodium-ion, and a combination of diesel/renewable energy systems during transition phases can help to enhance the reliability of renewable energy solutions – only if cost, security, and technical integration concerns are addressed.

In addition, developing a robust renewable energy market is key to reducing grid carbon intensity and supporting decarbonisation efforts. Implementing power purchase agreements, renewable energy certificates and green tariffs can promote renewable energy investments and facilitate the transition to cleaner grids. This includes new commercial models, advances in storage technologies, and integrated energy architectures that can be deployed rapidly across diverse operating environments. This shift aids in reducing emissions and strengthens energy security by cutting costs and decreasing dependence on imported fossil fuels.

When renewable energy is deployed to support digital infrastructure, it can generate broader socio-economic gains. For example, mini-grids and decentralised energy systems can power not just telecommunications operations but also surrounding communities, allowing clinics to operate more effectively, schools to access digital tools, and small businesses to grow. In this way, energy access strengthens digital inclusion and creates a spillover effect across local economies.

Barriers are holding the continent back

However, scaling access to renewable energy requires more than corporate investment. Many African power utilities face financial constraints, ageing infrastructure and high transmission losses. Regulatory environments can be complex and discourage private sector participation. Mechanisms that enable businesses to procure renewable energy remain underdeveloped in some African markets.

Overcoming these barriers calls for coordinated action. Governments, regulators, and the private sector must work together to modernise energy systems, expand generation capacity and create enabling frameworks for investment in clean power. Public-private partnerships will be critical in mobilising capital and delivering infrastructure at scale.

MNOs, as major energy consumers and digital enablers, are pivotal to this transition. Since telecommunications companies operate where communities are located, they can serve as anchor customers for renewable energy projects, improving their commercial viability and accelerating market development. By aligning business needs with development goals, they can help accelerate the development of more resilient energy systems while supporting connectivity ambitions.

An opportunity Africa cannot afford to miss

With abundant renewable energy resources and growing climate finance, Africa has the opportunity to advance quickly to low-carbon, more efficient energy models. To achieve this, renewable energy must be viewed as critical infrastructure with policy, investment and innovation aligned around this objective.

Africa’s digital transformation has already demonstrated what is possible when the necessary infrastructure is in place. The rise of mobile money, the expansion of connectivity and the growth of digital services have reshaped economies and improved lives across the continent. The future of digital infrastructure must be built on a more resilient, sustainable energy foundation, prioritising universal access to sustainable energy. If we align policy, capital and innovation around that objective, we can expand connectivity, strengthen resilience and accelerate inclusion, while building a lower-carbon future for the continent.

By: Dejan Kastelic, Chief Technology Officer at Vodacom Group

The post Low-carbon energy is now critical infrastructure for Africa’s digital future appeared first on Mining Business Africa.

The restart marks an important milestone in the company’s strategy to expand copper production in Zambia while improving operational efficiencies amid rising input costs.

Jubilee CEO Leon Coetzer said June’s operational performance would provide a clearer indication of the plant’s sustainable processing capacity and recovery efficiencies, particularly following the integration of fine copper concentrate processing at the company’s Sable refinery in Kabwe.

Monthly fine concentrate production currently includes approximately 140 tonnes of copper that had previously been stockpiled at Roan and is now being progressively reprocessed as part of the operation’s broader optimisation programme.

As part of its ongoing expansion plans, Jubilee is evaluating additional optimisation initiatives, including the potential activation of the front-end dense medium separation (DMS) circuit during June. The company believes the circuit could further enhance throughput and improve overall processing efficiencies at Roan.

A key development during the period was the successful commissioning of the newly installed fine copper concentrate dewatering facility. Performance calibration is currently underway to establish stable continuous operation and maximise recovery rates.

The dewatering circuit is a critical component of Jubilee’s integrated copper processing strategy, enabling efficient handling of fine concentrate streams that account for approximately 25% of the total contained copper in the RoM feed processed at Roan.

During the planned shutdown, Jubilee implemented several operational improvements designed to counter increasing production costs, particularly higher fuel and acid prices.

Among the most significant upgrades was the expansion of the copper oxide recovery circuit, which is expected to improve copper recovery efficiency by approximately 5%.

The enhancement is expected to partially offset the impact of a near 80% increase in local fuel costs, which have substantially increased expenses related to ore transportation to Roan and concentrate transport to the Sable refinery.

According to the company, acid consumption and transport costs represent approximately 20% and 16% of monthly operating expenses, respectively, underscoring the importance of efficiency improvements in protecting operating margins.

Maintenance activities undertaken during the shutdown focused on the run-of-mine feed circuit, internal pumping systems within the flotation units and final modifications to the new dewatering system.

The company reported that the dewatering facility has already demonstrated an ability to operate above current production levels, providing sufficient capacity to accommodate future expansion plans. Additional optimisation work remains underway to ensure stable performance under varying feed density conditions.

Jubilee also maintains substantial stockpiles of naturally dried fine concentrate that can be transported to Sable should temporary disruptions occur in fresh concentrate production.

Coetzer described the successful commissioning and ramp-up of the dewatering circuit as a significant step in advancing Jubilee’s Zambian copper growth strategy.

He said the ability to process both newly generated and historical fine concentrate material improves operational flexibility, strengthens the company’s integrated processing model and supports the continued scaling of copper production across its Zambian operations.

The restart of Roan and the ongoing optimisation initiatives position Jubilee to increase copper production while improving operational resilience in a challenging cost environment.

The post Jubilee Metals resumes Roan operations following maintenance shutdown appeared first on Mining Business Africa.