As I reflect on the recent SAIMC User Advisory Conference where we gathered to discuss the future of industrial technology, integration and the evolving role of engineering professionals in South Africa and beyond, I cannot help but believe that we have the skills, experience, human capacity and capability to make South Africa, once again, the shining diamond of Africa. The event was a testament to our commitment to advancing automation, instrumentation, mechatronics and computer engineering, ensuring our industry remains competitive on the global stage.
Rebranding and vision
As you may know, the MESA Africa annual conference has been around for more than 15 years, but has been rebranded to the SAIMC User Advisory Conference. This transformation is more than a change in name, it is a renewed commitment to support mining, processing and manufacturing companies as they develop digitally. Our vision for the User Advisory Council is to empower organisations to increase profitability and global competitiveness through digital transformation. If we cling to manual processes, we risk falling behind and losing industries to markets with lower labour and energy costs. We know that companies are withdrawing from South Africa due to various energy, regulatory and government-imposed challenges. Our mission is to reverse this trend by embracing technology and innovation.
Technology integration: people first
A recurring theme throughout the conference was the critical importance of integrating technology with a focus on people. As highlighted by various speakers, technological capabilities alone do not guarantee success. The true benefits of technology are realised only when systems are optimised and adopted by the people who use them. Speakers emphasised that a company’s strategy must be tightly aligned with its production environment, and that integration across management processes, information transparency, collaboration, systems and organisational architecture is essential for sustainable improvement.
Fragmentation and complexity in operations often lead to isolated improvements that fail to propagate or endure. Short-term fixes may address symptoms, but without systemic change, sustainable progress remains elusive. High staff turnover further compounds these challenges, eroding the fabric of skilled personnel and making integration more difficult. To address this, companies must systematise skill transfer and create enabling platforms for technology adoption.
A journey, not a destination
Another theme that resonated through the conference is the digitalisation journey. With the speed of technology change we are experiencing in these times, digitalisation initiatives cannot be seen as a destination. Even if you start to implement the latest and greatest state-of-the-art technology today, by the time you finish it will be outdated. The best way is to know that you are going on a journey at the outset. Start with the low hanging fruit where the financial impact will be the greatest. Once the improvements are there, start the next initiative. Most manufacturing and mining companies are still in the early stages of systematic digitalisation. Without continued investment in digital transformation, organisations risk stagnation and missed opportunities for sustainable growth. The journey is tough, especially in complex and regulated environments, but it is essential for future success.
Skills development and governance
Skills development emerged as a critical factor in successful technology integration. Education must be aligned with operational requirements and industrial strategy. Our universities are not producing employable individuals who are ready to contribute. The wheels of academia turn slowly, and curricula lag far behind technology advances. Students do not get (or get very little) exposure to the technology used to solve real-world problems in mining and manufacturing. For most universities, MATLAB is still the most advanced technology students are exposed to. Strong pressure from industry and government is needed to ensure that new curricula, applicable to the changing environment, are consistently implemented across academic institutions. The shift to sustainable and industry-guided academia will take time, but a start needs to be made.
Balancing innovation and people with mining technology
Advanced automation enables remarkable productivity such as Tesla’s gigafactories that produce a vehicle every 45 seconds. Meanwhile, mining companies still rely on spreadsheets for planning, data capture and reporting. The adoption of digital systems, IoT monitoring and edge technology to enable data transparency is essential, but innovation cycles are shortening and digital overwhelm is a real risk.
Less than 30% of mines have adopted new technologies due to integration challenges, maintenance concerns and the need for staff training. Around 70% of change initiatives in mining fail due to what is known in MESA terms as the mis-alignment gap. This is where investment in technology is not matched by investment in process and people. To bridge the gap between digital intention and execution, organisations need champions at every level and must involve end users in the design process. Technology is not the problem; balancing people, processes and technology is the key to successful digitalisation.
Call to action
As we move forward, I urge all members and partners to invest in our people as much as we invest in technology. Collaboration across industries is vital to apply pressure on government to create an environment where business can flourish. Our country needs growth, and our people are willing and capable to deliver it.
| Tel: | +27 11 312 2445 |
| Email: | ina@saimc.co.za |
| www: | www.saimc.co.za |
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