Public–private partnership Mandela Mining Precinct’s (MMP’s) recent mining research has resulted in increased capacity to analyse how modernisation and technology affect the people in the industry or mine-affected environment.

The precinct runs the Strategic Application of Technology Centered Around People programme, which develops methodologies and guidelines for preparing the workforce for the modernised mining environment.

The precinct – managed and hosted by the Council for Scientific and Industrial Research and mining industry employers’ organisation Minerals Council South Africa – has developed approaches to conducting change-management processes, outlined in guidelines that are available on its website.

The guides are available for free and include insight into various subjects that can assist industries in operating more effectively, explains MMP strategic adviser Dick Kruger.

He explains that workers, particularly in the hard-rock deep-level environment, have not been exposed to significant changes in mining processes. Therefore, when introducing “big changes”, such as Fourth Industrial Revolution technologies, employees must be adequately prepared and trained.

Further, mining operations must be aware of the impact that these changes can have on the surrounding environment and communities.

Consequently, the precinct has also published guidelines on how to prepare communities for these changes.

It also runs workshops for clients, which should, ideally, be attended when projects have reached the point where new technologies can be implemented.

MMP director Johan le Roux adds that, through such programmes and workshops, mining operations can also evaluate how to foster a more stable environment for host communities and future economic activity.

He explains that previously, the mining industry had a strong focus on environmental aspects affecting the rehabilitation of mines, but a stronger focus is also now put on the impact that mining operations can have on people in mine-affected communities. Environmental, social and corporate governance-related matters have become more critical in mining.

Kruger adds that many factors must be considered when accounting for the social impact of mining operations, particularly the scale and diversity of workers employed.

The workforce can comprise highly qualified to lower-skilled labour, which results in unique needs and varying requirements when implementing new technologies.

Le Roux alludes to the precinct’s values of people-centricity, innovation and collaboration, which ensure that the precinct works with stakeholders, such as trade unions and research partners, to encourage innovation.

He concludes that keeping these values in mind enables the precinct to assess the priorities of the industry, which, in turn, directs research for the industry.