Gap851 Final Report Main Body

4.3Research priorities

Since SIMRAC started research work in 1993, considerable scientific knowledge has been gained, and many methodologies and some engineering solutions have been developed, even though much knowledge and technology remains to be transferred and implemented. However, the nature of South African society, the mining industry, the SIMRAC research program, research organisations, and educational institutions has changed substantially during this time, demanding new approaches and emphases. When the proposal for this holistic review of SIMRAC rock-related research was formulated, it was envisaged that one of the outputs would be a catalogue of proposed research projects. During the course of the project the conviction grew that a bigger challenge was to identify an appropriate response to the changing context, rather than detailed technical descriptions of projects.

4.3.1People

Researchers: It is pointless having a perfect research programme if there are no people to execute the work. The South African rock-related research fraternity has declined sharply in the past decade, even though the challenges remain as great as ever. The window for regeneration of research skills is rapidly closing as many senior researchers are approaching retirement. The development of a new generation of researchers and high-level practitioners with postgraduate training requires:

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  A substantial long-term commitment to both fundamental and applied research;
  
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  Larger projects of 3- to 5-year duration;
  
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  Greater involvement by universities; and
  
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  Increased international collaboration.
  

Practitioners: There must be vigorous engagement between SIMRAC and organisations responsible for training, such as the Mine Qualifications Authority and tertiary education institutions, so that the substantial body of knowledge that has been generated since 1993 can be transferred.

Production personnel: It is critical that a “safety culture” become entrenched in the South African mining industry. To achieve this, it is necessary to understand the worldview and life experience of mineworkers. The mining industry could benefit from knowledge and experience gained by other endeavours to improve health and safety (e.g. traffic management, HIV/AIDS, crime prevention, social marketing concepts). This will impact on the entire innovation cycle, from the identification of research needs, the design of research methodologies, through to technology transfer and training.

4.3.2Continuity

Rockbursts and rockfalls remain the major rock-related risks on South African mines. SIMRAC research should build on past work. Important topics to be investigated include:

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  Design of coal pillars, taking local variations in seam and hangingwall strength into account;
  
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  Technologies to identify hazards ahead of and above mining;
  
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  A better and more complete understanding of the nature and characteristics of mining-induced seismicity,
  
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  Methodologies and technologies for remnant and shaft pillar extraction;
  
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  Methodologies and technologies for seismic hazard assessment and rockburst risk management; and
  
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  Improvements in the areal coverage of support systems.
  

4.3.3A proactive approach

Progressive mining companies are seeking to become proactive rather than reactive in addressing health and safety issues, and research agencies should do the same. Ideally, potential problems should be identified and addressed before lives are lost or expensive commitments are made to mining infrastructure and equipment. Anticipated changes in the South African mining industry with implications for health and safety include:

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  Extraction of coal pillars that were not designed to be extracted;
  
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  Mining of thick and “dirty” coal seams;
  
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  Increased small-scale mining;
  
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  Increased depth of mining and mechanisation in the Bushveld Complex; and
  
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  New entrants to the industry, such as BEE companies.
  

If these issues are to be addressed, it will probably be necessary to review SIMRAC’s method of calculating levies and identifying research priorities. These are currently based on injury rates and the size of the work force in each sector. These are lagging indicators that reflect the past and present, not the future.

4.3.4Integration

SIMRAC research has tended to be compartmentalised. A danger of constituting a Rock Engineering Technical Advisory Committee is that rock engineering solutions may be favoured ahead of a holistic or systems approach. It is important to devise ways to avoid “tunnel vision”. The effectiveness of research could be enhanced by integration across several boundaries.

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  Boundaries between technical disciplines, e.g. mechanisation of in-stope drilling or cleaning could have as great an impact on risk as improved face area support.
  
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  The technical / human interface, including the physical (e.g. ergonomics), behavioural (e.g. training, work organisation) and intellectual (e.g. tools for better data visualisation and integration for decision making) dimensions.
  
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  Safety and productivity issues - research outputs have a better chance to be implemented if all costs and benefits are made explicit.
  

4.4Recommendations

4.4.1Mandate

SIMRAC must clarify its mandate, taking cognisance of the evolving social, economic and political context. Questions that could clarify the mandate include:

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  Is SIMRAC’s role simply to identify research needs, set priorities, issue contracts, monitor progress and disseminate findings, or does SIMRAC also have a role to play in building human and institutional capacity?
  
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  Should SIMRAC’s scope be confined to “safety and health”, or should it also address issues such as job creation, skills development, and the environmental and social impact of mining?
  

Answers to these questions will profoundly affect the way SIMRAC operates. For example, the weighting given to criteria such as cost, the track record of researchers, capacity building, and the training of previously disadvantaged South Africans when adjudicating tenders.

The mining industry can still play a major role in addressing national priorities of poverty alleviation and economic growth. It is important that South Africa has an indigenous research capacity to remain internationally competitive and address local issues. High-level research and academic expertise cannot simply be imported or developed overnight. It should be noted that no significant expertise with respect to tabular deep level mining exists outside South Africa. It is recommended that SIMRAC act urgently to preserve and develop local expertise and facilities for rock-related research. This is not the responsibility of SIMRAC alone, although SIMRAC could be the catalyst. Industry recognition of the problem and commitment to its resolution are essential. Cooperation between researchers and research organisations, including the building up of the University research and training, are important

It is recommended that SIMRAC confine itself to “safety and health” research in view of the limited and shrinking levels of funding. The scope should only be expanded if significant new resources are procured.

4.4.2Research, development and implementation strategy

Prior to setting out a research strategy it is important to explain trends in the rock-related accident rate since the inception of SIMRAC. Firstly, there has been encouraging progress. The improvement in injury and fatality rates was initially disappointing, but the coal sector has shown a marked improvement since 1999 and the gold sector since 2003. The number of multiple-fatality accidents has shown a marked decline, despite the increase in stoping depth and remnant mining. Secondly, international experience confirms that it generally takes several years to implement changes in mining methods because of commitments to existing infrastructure and equipment. Lastly, while SIMRAC has made a reasonable effort to transfer and implement technology, the take-up by industry has been lacking. Success is strongly dependent on the support of all stakeholders including mine owners, labour, regulators, and the inspectorate.

It is recommended that the MHSC develop a long-term research and development strategy. It is hoped that this report will support this effort. While there has been some improvement in rock-related safety in recent decades, much still needs to be done to achieve the targets agreed on by mining companies, labour, and government. Research suppliers need a long-term view to be able to plan rationally and develop and maintain human and physical resources. It takes at least ten years for young graduates to become world leaders in their field of expertise. Several enabling recommendations are listed below:

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   The MHSC should make use of “sense making” techniques such as scenario planning and technology road mapping to gain fresh insights and perspectives on research directions and needs.
   
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   A task team should visit mines and conduct in-depth inquiries regarding research needs. However, it is important not to focus only on short-term problems, but to learn what the long-term plans of the mines and mining companies are. For example, will there be any “green fields” gold mines in the future?
   
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   Funding for rock-related research has declined to levels that cannot sustain the number of highly skilled specialists needed to address current and future challenges. While every attempt must be made to change the trend in SIMRAC funding, other sources should be explored, e.g. matched funding from mining companies. The chance of attracting additional support is greatest if mine-specific problems that impact on productivity are addressed.
   
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   SIMRAC should identify and focus on leading, rather than lagging, safety indicators.
   
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   SIMRAC should support the entire innovation cycle. The SIMRAC portfolio should be split roughly 2:2:1 between basic research, applied research, and knowledge and technology transfer activities. Implementation should be stimulated, although funded from other sources. A single project may contain elements of each activity.
   

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  Basic research creates new knowledge and creates the platform for future applied research. Projects will typically have 5 to 10 year duration, will be suitable for postgraduate level research, and be conducted by collaborative teams drawn from universities and research institutions. International contacts should be fostered. Research facilities should be preserved and even improved. Basic research should continue to address topics such as mining-induced seismicity and rockbursting, rock mass behaviour, computational simulation, and the in situ characterisation of the rock mass.
  
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  Applied research involves the application of knowledge to solve both generic and specific mining problems. Projects will typically have 2 to 5 year duration, be suitable for postgraduate level research, and conducted by focused teams drawn from universities, research institutions, and consulting companies. The involvement of industry practitioners is highly desirable. Applied research should continue to investigate mining methods, layouts, and support, with a greater emphasis on the human factor and risk management. A “systems engineering” approach should be adopted. Rockburst and rockfall incidents and accidents should be analysed to gain insights into the root causes of accidents, research needs, and shortcomings in knowledge and technology transfer and implementation. Leading indicators should also be identified, so that actions are proactive rather than reactive. Other topics to be addressed include the mining of remnants, issues arising from the increasing depth of platinum mines, extraction of coal pillars and multi-seams.
  
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  Knowledge and technology transfer activities that will better equip practitioners and inform decision makers. There are many vehicles: university and technikon syllabuses, continuing education courses, conferences, workshops, training centres and stopes, product launches, posters, stickers, CDs, videos, books, comics, etc. The knowledge / technology transfer should include the great volume of past work. Greater effort should be made to attract more postgraduate research students, and recruit them as practitioners.
  

It is recommended that the MHSC develop an implementation strategy, involving mining companies, equipment manufacturers, consultants, and enforcement agencies. It should be recognised that researchers often lack the skills and interest required for effective implementation. Significant resources, perhaps on a par with those required for basic and applied research, are required to achieve a meaningful impact.

4.4.3Research management

The interviewed stakeholders and members of the international review panel generally regarded the standard of research management by SIMPROSS to be good. Nevertheless, there is scope to improve its effectiveness of this management. It is recommended that SIMRAC:

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   Ensure that the criteria for adjudicating proposals are clearly enunciated and fairly applied;
   
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   Improve the monitoring of projects while they are in progress, e.g. by appointing industry champions for each project, while placing the onus on the research leader to report regularly and comprehensively to the champion;
   
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   Improve the review of project outputs, and where there is no competent independent local reviewer, make use of international reviewers;
   
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   Require researchers to present findings at local conferences that publish proceedings volumes (e.g. SANIRE and SAIMM events);
   
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   Encourage the publication of findings in international refereed journals;
   
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   Conduct reviews of both failed and successful projects so that lessons may be learned from failed projects and best research practice identified;
   
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   Take cognisance of recommendations for further research contained in reports, especially as research is sometimes left partially complete, without a solution to the problem being found;
   
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   Hold SIMRAC Schools in the mining areas to disseminate important findings;
   
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   Hold an annual open SIMRAC seminar where researchers report on progress on many projects;
   
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    Reprint out-of-print guidelines and booklets;
    
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    Publish a “reprint” volume containing previously published papers, as the research findings are often presented more succinctly than in the final SIMRAC reports;
    
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    Ensure that outputs such as software and databases are maintained and available; and
    
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    Explore new technologies for “knowledge fingerprinting” and “knowledge mining” to facilitate searching of SIMRAC publications.
    

It is recommended that the SIMPROSS manager be requested to formulate a work plan to implement the actions listed above, or provide RETAC with reasons why the actions should be amended or disregarded.