More 4IR integration needed from mining

27th November 2020

By: Theresa Bhowan-Rajah

journalist

     

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The advent of the Fourth Industrial Revolution (4IR) has had a significant impact on all facets of society, but international investment company StratisQ Group notes that the mining industry needs to participate more in the 4IR transformation.

“Digitalisation is not the future – it is here. Industries need to eliminate the element of surprise when new technology is introduced. To ensure a smooth transition to the age of the digital mine, all stakeholders need to be engaged – from industry, government, consultants and financial houses to labour unions and tertiary institutions,” explains StratisQ chairperson Hugo Botha.

With resources becoming scarcer, mining has become more dangerous, as miners need to go deeper to find ore. In this regard, the mining industry has benefited from 4IR technologies, as they mitigate the risks of a different geological environment, as well as the greater risk to the health, safety and wellbeing of employees, explains Botha.

However, more needs to be done in terms of fostering a digital transformation in African mining jurisdictions, he says.

“Going forward, proper planning is required for mines to integrate technology into their operations. This includes exploring and developing opportunities when designing the digital mine, understanding new ways of work as manual processes give way to automated processes and considering the safety benefits that arise through the integration of technology.”

While digitalisation is increasingly necessary, current systems might not support a mine’s digitalisation strategy. This is the fundamental and root cause of unpreparedness, and can be averted by appropriate planning, notes Botha.

Planning also requires an understanding of the 4IR frameworks that have been put in place by government and addressing the socioeconomic impact of the 4IR.

“There will be job losses, but new job opportunities will emerge. Succession planning and people development will play a huge role in the future to mitigate the job losses and their broader impact on mine-affected communities,” says Botha.

The 4IR requires the total workforce to adapt very quickly, and for the most part, “people in the workforce are not ready for it”, he states.

“Mining companies can, however, prepare their workforce for these changes by engaging with labour, particularly with unions, to communicate what these changes will entail, what skills sets might become redundant and what new skills are required.”

Companies replacing workers to improve productivity and profits could hinder a mine’s ability to retain their social licence to operate. This is especially risky for African mining jurisdictions because community relations within such jurisdictions tend to be fraught with volatility.

“The solution is job replacement and workforce development,” declares Botha, adding that mechanised mining, automation and digitalisation are already embedded into most mine strategies.

However, this creates tension, which is exacerbated by uncertainty, and extends from the workforce into the community.

A holistic approach and a focus on a mine’s organisational, safety, production and engagement values are the only means of achieving a desired culture within the workforce, he adds.

“Research has shown that leadership culture has a direct correlation to organisational culture. As such, the way leadership operates and its beliefs will have a direct impact on the mine’s organisational culture.”

Leaders must integrate all these facets and cultures and holistically consider their organisations and incorporate that into their strategy, beliefs and actions. There is pressure, now more than ever, for them to integrate the 4IR, organisational factors and community engagement into their operations and processes.

Botha emphasises that beliefs and systems drive behaviour. It is, therefore, imperative that mines consider the impact of the 4IR, leadership culture, the current mindset in the organisation and the existing systems and processes, as this will enable mining companies to discover the shortcomings in their strategies and improve and design new strategies that are more feasible.

Edited by Nadine James
Features Deputy Editor

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