Nkomati Nickel Mine]Johannesburg, South Africa --- MININGREVIEW.COM --- 13 February, 2008 - African Rainbow Minerals Limited (ARM) – a niche, diversified South African mining company with excellent long-life, low-cost operating assets in key commodities – has published a trading statement relating to the imminent announcement of its financial results for the six months ended 31 December 2007.
The technology accepts the paste thickener underflow, which is introduced onto a woven steel belt (SBF) in a dyke and furrow shape. The paste is subsequently subjected to medium wave infrared radiation (MIR) under vacuum. The symbiosis of both negative pressure (vacuum) and MIR on the SBF provide for evaporation rates whereby 1 kWh power evaporates in excess of 2-3 l of water from a paste. The retention time decides the final paste moisture discarded from the SBF.
“Test work allows for the various different factors to be included in the simulation model for the selection of equipment and the prediction of the plant performance,” he says.
The order is the biggest placed with Sandvik for a materials handling project in Southern Africa and follows a major development late last year when ETS, one of South Africa’s leading materials handling specialists, was integrated into the company’s operations, according to Jan Detlof- Wismer, SMHA’s manager for business development.
The equipment is supplied by Metso Minerals Johannesburg, part of global engineering and technology corporation Metso that last year notched up sales to the value of about EUR4.2 billion in 50 countries.
One such risk is the escalation in demand for commodities used in mining projects themselves and increases in prices of those commodities. For example, the recently experienced shortage of tyres for large earthmoving equipment globally was a result of the economic boom in China. The price of steel in South Africa has surged dramatically in the last two years owing to the import pricing parity formula used in South Africa, which makes its steel manufacturers among the most profitable in the world. This impacts the cost of implementing projects in the region and causes problems in managing steel price escalation.
“The plus side, however, is that if the management of mining companies do the right things many of these community and socially related risks can be managed,” Cattaneo says. “One can mitigate risks related to changes in regimes by forming good relationships with a variety of stakeholders including the host government, local suppliers and forming joint ventures.”
Greenhill believes that ALT-X is very much suited to mining and exploration. “South African and African resource-based companies source their labour, technology and of course the resource itself in this region; there is no reason they should need to use entirely foreign capital. South Africa does have an investment environment where one is able to raise capital for listings and the ALT-X listing requirements are appropriate for start up exploration projects, late stage exploration or junior mining projects.”
A further and more concerning restriction on construction capacity is the shortage of human resources in the industry. The construction upswing has stretched resources to the limit. There are only so many teams available. Succession planning is also a problem – it seems that there is a relatively big gap between the older experienced resources and the next level younger entrants. In these market circumstances, it will probably be to the advantage of both the clients and constructors to negotiate upfront participation on new projects and reserve capacity, Smith says. This will ensure that competent teams are allocated to the projects.
TEAL missed the opportunity that a group such as First Quantum Minerals took of building itself during a counter cyclic period, but it has a degree of early mover status in that it has been able to choose its ground well, having been in those regions in the form of Avmin for a long time. As a result it is not searching out ground at a market peak, having kept its holdings since the bottom of the cycle. TEAL was formed to allow a greater focus on the exploration and feasibility projects it has by ARM, as the latter has a strong portfolio of its own development projects in South Africa.