Towards the Failure Probability of Coal Pillars: a Review of Intact and Failed Cases in South Africa
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Description
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2004
Review of ownership models, licensing and funding for a shared regional mine water treatment scheme on the Mpumalanga coalfields, written for mine managers and water regulators.
What this report foundA regional scheme to collect, treat and re-use mine water in the Upper Olifants River Catchment has merit, with the mines best placed to start it through a...
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A regional scheme to collect, treat and re-use mine water in the Upper Olifants River Catchment has merit, with the mines best placed to start it through a dedicated mine water company that brings in the water services authorities. Water legislation supports the scheme provided the regulator allocates mine water as a resource. Viability rests on the tariffs mines and water users pay.
An Environmental Management Accounting Model for the South African Mining Industry
2008
Doctoral work comparing environmental cost practice at four South African mines and building a model from it, for environmental managers and finance staff in mining companies.
What this report foundConventional cost accounting at the mines studied could not report on physical structure or materials flow, so environmental costs such as water, energy and...
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Conventional cost accounting at the mines studied could not report on physical structure or materials flow, so environmental costs such as water, energy and consumables stayed hidden and chances to cut them were lost. Four case studies across different commodities and mining methods showed the same limitations. An environmental management accounting model is proposed to identify and allocate those costs.
Audit and Diagnostic Assessment of Productivity in Continuous Miner Sections
2003
Mine level study of the human and social influences on continuous miner section output, using interviews, focus groups, observation and work study at participating collieries, for mine managers.
What this report foundSection performance was limited by the will and motivation of the workforce, not by equipment, layout or technical competence, all of which were found sound.
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Section performance was limited by the will and motivation of the workforce, not by equipment, layout or technical competence, all of which were found sound. Team based bonus payments were the strongest motivator and reinforced cooperation across shifts and functions, but dependence on bonus income to meet monthly expenses turned it into a source of stress. Recognition in front of colleagues and family motivated strongly.