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Thesis (MSc (Microbiology))--University of Stellenbosch, 2005. / Plasmid pTC-F14 is a 14.2kb promiscuous, broad-host range IncQ-like mobilizable plasmid isolated from Acidithiobacillus caldus f. At. caldus is a member of a consortium of bacteria (along with Acidithiobacillus ferrooxidans and Leptospirilum ferrooxidans) that is used industrially for decomposing metal sulphide ores and concentrates at temperatures of 40ºC or below which is now a well-established industrial process to recover metals from certain copper, uranium and gold-bearing minerals or mineral concentrates. These biomining microbes are usually obligately acidophilic, autotrophic, usually aerobic iron- or sulphur-oxidizing chemolithotrophic bacteria. Their remarkable physiology allows them to inhabit an ecological niche that is largely inorganic and differs from those environments populated by the more commonly studied non-acidophilic heterotrophic bacteria. At. caldus, is a moderately thermophilic (45 to 50ºC), highly acidophilic (pH1.5 to 2.5) sulphur-oxidizing bacterium, and its role as one of the major players in the industrial decomposition of metal sulphide ores has become evident in recent years. At. caldus f from which pTC-F14 was isolated was found to be one of two dominant organisms in a bacterial consortium undergoing pilot-scale testing for the commercial extraction of nickel from ores.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: A sound strategic approach to the management of the Mine Technical Services (MTS) department at Styldrift is critical. There are numerous areas of influence that play a role in the success or failure of the department. All these influences have an impact on each other and these influences need to be carefully understood. Within the MTS department there are also several subdepartments that have to be staffed, equipped and managed very well in order to get the best interdependent relationship between departments as possible. It is only through this interdependent relationship that the department can function complementarily and excel in achieving its strategic goals. Mineral resources at a mine are managed through the services from the mine technical team. There are few strategic documents in the mineral resource management (MRM) field that provide a guideline to set up a department successfully. Departments throughout the country operate on different levels with different standards without the knowledge shared from the one section to the next. For the purpose of this assignment, some of the ground principles were investigated and documented to create a link between departments, mines and companies to enable the move towards operational excellence within the MTS. Through the application of relevant literature, research was conducted on the industry to determine best practices. The industry best practices are discussed and referenced to Styldrift Specific. The strategy and management philosophy were evaluated and are highlighted in this assignment. With the literature firmly understood and the required direction from the company placed in perspective, the strategy for the MTS department could be crafted to an extent that it can be executed. Each department was broken down to manageable elements to understand the functioning of the department. The fundamental OR requirements were evaluated and are stipulated in this paper. The MTS department was then dissected through the available theory to guide the process of crafting and executing the departmental strategy. The journey through to operational excellence and the fundamental guideline of crafting and executing a strategic plan for an MTS department to manage mineral resources become clearer as the chapters of the assignment are completed. The end goal of the project was to have a document that can guide staffing, equipping and management of the MTS department at Styldrift in order to ensure success for the project, mine and surrounding communities.

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Managing the diverse production and support teams on mining operations in Southern Africa is proving to be problematic and challenging. Many mines are facing strikes, “go-slows” and destructive conflict related to diversity issues. The objective of this case study was to evaluate the apparent successful diversity management practices employed at Benga Mine (an MCC Group mine) in Mozambique. The study aimed to determine the success of the tactics employed by the management team and whether successful tactics can be utilised at other mines operating within the MCC Group. The case study evaluated seven practical diversity management tactics employed by the management of the mine as conceptual method. The seven tactics were verified through a literature review and an eighth “other” category was provided for additional tactics that the research may reveal. The research revealed that the diversity management tactics at Benga Mine have some strengths and some weaknesses. The management team focused on translation of communication to the primary spoken languages on the mine. This enabled good communication flow, but further improvements can be made. Most employees identify with the Benga Mine and feel a sense of common purpose. The management team identified nutrition as a critical diversity management issue. This was an accurate observation as the research revealed that the availability and quality of food is of fundamental importance to them. Further improvement, such as catering for vegetarians, can be made to the food offerings. Strong relationships exist on the mine and this is the area where the Benga Mine management team excel. Employees feel that issues on importance can be addressed through various communication platforms and that their concerns are being taken seriously. Employees believe that all groups have the opportunity to raise issues and that the management team evaluate their concerns with compassion and care. The sound communication system employed at Benga Mine builds relationships and promotes a culture where employees can engage with management. The management of employment equity policies poses a significant challenge to the mine. The expats manage and pose the bulk of technical and operational expertise, resulting in significant risk to the sustainability of the business since the work permit quota system requires knowledge transfer to Mozambique citizens. Additionally, the work environment is not conducive to gender equality and female employees feel marginalised. An organisational culture conducive to managing and valuing the contribution and presence of all groups has been created at the mine. Further improvement can be made by terminating tokens of separations such as different uniforms for managers and operational employees. No significant new or additional diversity management factors were identified during the research. Benga Mine’s diversity management tactics are effective, but improvements can easily be achieved by focusing on the recommendations of this case study. The recommendations include improvements to translation of management instructions, clarification of employment equity obligations and a higher degree of sensitivity to the needs of female employees.

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