A research report submitted to the Faculty of Engineering and the Built Environment, University of the Witwatersrand, in fulfilment of the requirements for the degree of Masters of Science in Mining Engineering 2016/10/5 / Management does not have an efficient mechanism to test strategic and operational alternatives and to assess the impact of these on the value and underlying trade-off variables of the business. Techno-economic models can be applied for this purpose as they provide a framework for undertaking advanced process simulation and business valuation. The purpose of the research report is to identify key components, principles and best practice as applied in techno-economic models, to improve techno-economic modelling for the purpose of decision-making and business optimization. The integrated techno-economic model requires a mining model with production planning and scheduling abilities. The half-level system method can be applied to create production profiles for different mining options and only after optimisation the best option is taken forward for graphical design and detailed scheduling. A metallurgical model incorporates the logic and efficiencies of the treatment process into the techno-economic model from which the refined products are determined for revenue and costing purposes. The financial model integrates with the mining and metallurgical elements and uses detailed costing models and sound financial principles for operating and capital cost estimates. An accurate techno-economic model includes key cash flow components and applies rigorous valuation practice for investment analysis. Techno-economic models are extensively applied in business planning, major project valuations and stay–in-business project valuations. Learnings from the review of these case studies suggest best practice, which allows the models to be applied to different types of business entities and contributes to the accuracy, consistency and efficiency of techno-economic modelling. Integrated techno-economic modelling is also applicable in strategic planning and mine design optimization as it provides a powerful instrument for decision-making and business optimization. The future of the mining business depends on it as an invaluable direction steering tool. / MT2017

A project report submitted to the faculty of Engineering, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of Master of Science in Engineering. Johannesburg, 1994. / South Africa is the largest primary producer of platinum-group metals (PGMs) in the world. It is estimated that only 2.1 per cent of the 153711 kg of total sales for 1993 was beneficiated locally. Potential value added foreign exchange earnings and employment opportunities. therefore. are being forfeited. This study identifies prospective areas of development in the major sectors of application of PGMs namely: autocatalysts; chemical and allied industries; electrical and electronics sectors; jewellery and coinage fabricators. The methodology of intensity of use (IOU) is first discussed. ThIs is followed by an analysts of South Africa's production and sales of PGMs. The body of the report is an empirical study of the IOU of platinum and palladium to establish a world outlook for these metals in their applications. Finally, the more lucrative of these applications are discussed in the light of South Africa's participiltion and competitiveness in the world market. The conclusions are firstly, that the established autocatalyst industry has the best prospect for growth and expansion. Secondly, the electrical application of platinum in fuel cells has potential depending on the level of government funding and support for a R&D programme. The third finding is that the electronics and jewellery industries have development potential on condition that resistance to market entry can be overcome by reduced public policy costs. Possible violation of GATT agreements may be avoided for these applications by world free trade co-operation.

Knowledge retention plays an important role in combating organisational knowledge loss. However, some organisations, including mining companies, still lose organisational knowledge due to employees retiring, resigning, downsizing, attrition and so on. This leaves the companies with a shortage of qualified and senior, experienced employees to meet production needs, which has a negative impact on the running of the operational functions on a day-to-day basis. This qualitative study utilised the knowledge-retention model as a theoretical framework to investigate knowledge-retention strategies at a platinum mine in the North West province in South Africa. Data were collected through semi-structured interviews with 10 employees of the platinum mine in North West province who were chosen purposively, as well as organisational document review. The key findings revealed that although the mine has a knowledge-retention policy, some of the employees are not aware of its existence and there is no enough investment in knowledge-retention initiatives within the organisation. The study concludes by arguing that having knowledge retention policy, strategies and initiatives on paper but failing to implement is as good as not having it. The study recommends that management become involved, support knowledge-retention initiatives, and ensure that knowledge retention policy is implemented in the organisation. / Information Science / M.A. (Information Science)