M. Tech. (Logistics, Faculty of Management Sciences), Vaal University of Technology. / This study explored the implementation of green supply chain with regard to minimizing environmental risk in the South African manganese and phosphate mining industries. A qualitative research paradigm methodology was used. Theoretical assumptions were utilized. References by other researchers in the green supply chain and mining supply chain were also used to broaden the knowledge horizons for the study. A total number of twelve supply chain and environmental professionals from the key role players in the South African manganese and phosphate mining industries were interviewed and provided valuable input to the study. The study determined lack of information sharing between the role players in the supply chain that lead to the discovery of themes and sub–themes. The study identified seven main themes and eleven sub-themes as challenges in the implementation of green supply chain. Recommendations to address the challenges areoutlined and include the introduction of cleaner production practices by using cleaner technologies, inclusion of environmental aspects in the sourcing strategy, among others. The achievement of all these will ensure sustainable development. Originating from the study are research recommendations for the South African manganese and phosphate mining industries. The recommendations include further research to establish a green supply chain model as well as perception and expectations of policy makers in the industries.

ESKOM is moving towards a price structure for electricity which reflects, as far as possible, the real cost of generation. It is called real time pricing (RTP). ESKOM developed this cost structure to coax customers to use more electricity in off-peak periods (low cost of generation) and less electricity in peak periods (high cost of generation). However, many industries do not effectively use these price offerings from ESKOM to the detriment of themselves and ESKOM. In previous research improvements to this situation for the South African mining industry were investigated. ESKOM funded research to find the potential for load shifting on mines using RTP. The RTP investigation focused on the supply side management (SSM) in the mining context of underground services on gold and platinum mines. Elements investigated included the ventilation, cooling and pumping (VCP) systems. (Except for pumps, these plants are generally installed aboveground.) Previous research showed a national RTP and SSM potential to shift 500 MW of electrical load for a period of 5 hours. Through the previous research it became clear that the mines were previously able to react partially to the price signals. However, it was proved by the research that the full load shift potential can only be realised through the use of integrated dynamic simulation and optimisation. An even higher potential exists for load shift and electricity efficiency through demand side management (DSM) on the underground services. Therefore, if underground DSM strategies are combined with SSM strategies, a further and much bigger potential can be exploited to the benefit of ESKOM and the mines. Due to these factors this study was undertaken. Three case study mines were identified for this study. They are Kopanang and Target, both gold mines, and Amandelbult, a platinum mine. The DSM potential on each of these mines was calculated using simulation, calibration, verification and optimisation. These results were presented to mine management to negotiate the implementation of the proposed strategies on one of the mines. Kopanang's management agreed to the implementation of these strategies for a trial period of 3 months after which the success would be evaluated. The results of the implementation, together with the case study results, were used to calculate the national DSM potential in the mining sector through extrapolation. The DSM potential amounts to 650 MW of load per day as well as 5% on electricity consumption. This amounts to a potential saving of R72.1 million per year using current tariffs. This means that ESKOM can save about R5000 million on the building of a new power station to supply the equivalent load to the DSM potential. Now that the national impact has been calculated and discussed, all these findings must be used to motivate the implementation of these strategies throughout the mining sector. A similar project can be undertaken to look at possible DSM strategies in the industrial sector. This might prove to be more difficult as the electricity intensive systems are mostly all linked to the final production. In the mind of management this out-weighs the possible cost savings that can be achieved. ESKOM and the NER will have to rethink their strategy. Through DSM and load shifting actions alone the pending electricity crisis will not be averted. The current tariff structures should be amended to not only reflect the true cost of electricity but also provide incentive for DSM and load shifting. Another problem that must be addressed to achieve the DSM targets set for 2007 is the time that it takes to complete the study as well as the implementation time. Software can easily be created to help in the speeding up of the case study itself, as the process and steps followed, as well as models used, are very generic (at least in the gold and platinum mining sector). / Thesis (Ph.D. (Mechanical Engineering))--North-West University, Potchefstroom Campus, 2004.

ESKOM is moving towards a price structure for electricity which reflects, as far as possible, the real cost of generation. It is called real time pricing (RTP). ESKOM developed this cost structure to coax customers to use more electricity in off-peak periods (low cost of generation) and less electricity in peak periods (high cost of generation). However, many industries do not effectively use these price offerings from ESKOM to the detriment of themselves and ESKOM. In previous research improvements to this situation for the South African mining industry were investigated. ESKOM funded research to find the potential for load shifting on mines using RTP. The RTP investigation focused on the supply side management (SSM) in the mining context of underground services on gold and platinum mines. Elements investigated included the ventilation, cooling and pumping (VCP) systems. (Except for pumps, these plants are generally installed aboveground.) Previous research showed a national RTP and SSM potential to shift 500 MW of electrical load for a period of 5 hours. Through the previous research it became clear that the mines were previously able to react partially to the price signals. However, it was proved by the research that the full load shift potential can only be realised through the use of integrated dynamic simulation and optimisation. An even higher potential exists for load shift and electricity efficiency through demand side management (DSM) on the underground services. Therefore, if underground DSM strategies are combined with SSM strategies, a further and much bigger potential can be exploited to the benefit of ESKOM and the mines. Due to these factors this study was undertaken. Three case study mines were identified for this study. They are Kopanang and Target, both gold mines, and Amandelbult, a platinum mine. The DSM potential on each of these mines was calculated using simulation, calibration, verification and optimisation. These results were presented to mine management to negotiate the implementation of the proposed strategies on one of the mines. Kopanang's management agreed to the implementation of these strategies for a trial period of 3 months after which the success would be evaluated. The results of the implementation, together with the case study results, were used to calculate the national DSM potential in the mining sector through extrapolation. The DSM potential amounts to 650 MW of load per day as well as 5% on electricity consumption. This amounts to a potential saving of R72.1 million per year using current tariffs. This means that ESKOM can save about R5000 million on the building of a new power station to supply the equivalent load to the DSM potential. Now that the national impact has been calculated and discussed, all these findings must be used to motivate the implementation of these strategies throughout the mining sector. A similar project can be undertaken to look at possible DSM strategies in the industrial sector. This might prove to be more difficult as the electricity intensive systems are mostly all linked to the final production. In the mind of management this out-weighs the possible cost savings that can be achieved. ESKOM and the NER will have to rethink their strategy. Through DSM and load shifting actions alone the pending electricity crisis will not be averted. The current tariff structures should be amended to not only reflect the true cost of electricity but also provide incentive for DSM and load shifting. Another problem that must be addressed to achieve the DSM targets set for 2007 is the time that it takes to complete the study as well as the implementation time. Software can easily be created to help in the speeding up of the case study itself, as the process and steps followed, as well as models used, are very generic (at least in the gold and platinum mining sector). / Thesis (Ph.D. (Mechanical Engineering))--North-West University, Potchefstroom Campus, 2004.

Legislators are placing increased pressure on mining companies to improve their safety performance. The importance of safety leadership is highlighted by its role in safety culture and improving safety performance. The aim of this study was to develop and evaluate the impact of a coaching program on safety leadership. The main constructs namely safety culture, safety leadership and coaching was conceptualised along the humanistic paradigm, with theoretical definitions and models. In this study, safety culture is employees’ shared attitudes, beliefs, perceptions and values about safety that affect their behaviour in the workplace. Safety leadership is the interpersonal influence that a leader exercises to achieve the organisation’s safety performance goals. Coaching is an interpersonal interaction that aims to improve individual performance through increased selfawareness and action plans. A theoretical model was developed to explain the elements that constitute effective safety leadership. A coaching program was developed based on executive coaching and leadership development principles. The empirical investigation was conducted in an organisation in the South African mining industry. A nested mixed methods design was followed. In the quantitative study, a 360 degree survey was employed to assess the ratings of a purposive sample (n=54) along eight dimensions before and after the coaching. Data was analysed with descriptive and inferential analysis. Results showed statistically significant improvements on accountability, collaboration, and feedback and recognition after the coaching. The results reflected differences in 360 degree ratings according to gender, race, job level, age and geographical location. The most significant improvements were for females, Africans, management, age 51-60 years, and site 2. In the qualitative study, a semi-structured interview was employed to study four cases to investigate managers’ personal experiences and changes in attitude toward safety. Data was analysed utilising thematic analysis. The findings revealed that coaching was a positive experience and contributed to changing managers’ attitudes toward safety. The research added to the field of organisational behaviour by presenting a theoretical model that enhances the understanding of safety leadership, the development of a coaching program and providing empirical evidence that the principles of coaching and leadership development can be applied to improve safety leadership. / Industrial & Organisational Psychology / D. Admin. (Industrial and Organisational Psychology)

Legislators are placing increased pressure on mining companies to improve their safety performance. The importance of safety leadership is highlighted by its role in safety culture and improving safety performance. The aim of this study was to develop and evaluate the impact of a coaching program on safety leadership. The main constructs namely safety culture, safety leadership and coaching was conceptualised along the humanistic paradigm, with theoretical definitions and models. In this study, safety culture is employees’ shared attitudes, beliefs, perceptions and values about safety that affect their behaviour in the workplace. Safety leadership is the interpersonal influence that a leader exercises to achieve the organisation’s safety performance goals. Coaching is an interpersonal interaction that aims to improve individual performance through increased selfawareness and action plans. A theoretical model was developed to explain the elements that constitute effective safety leadership. A coaching program was developed based on executive coaching and leadership development principles. The empirical investigation was conducted in an organisation in the South African mining industry. A nested mixed methods design was followed. In the quantitative study, a 360 degree survey was employed to assess the ratings of a purposive sample (n=54) along eight dimensions before and after the coaching. Data was analysed with descriptive and inferential analysis. Results showed statistically significant improvements on accountability, collaboration, and feedback and recognition after the coaching. The results reflected differences in 360 degree ratings according to gender, race, job level, age and geographical location. The most significant improvements were for females, Africans, management, age 51-60 years, and site 2. In the qualitative study, a semi-structured interview was employed to study four cases to investigate managers’ personal experiences and changes in attitude toward safety. Data was analysed utilising thematic analysis. The findings revealed that coaching was a positive experience and contributed to changing managers’ attitudes toward safety. The research added to the field of organisational behaviour by presenting a theoretical model that enhances the understanding of safety leadership, the development of a coaching program and providing empirical evidence that the principles of coaching and leadership development can be applied to improve safety leadership. / Industrial and Organisational Psychology / D. Admin. (Industrial and Organisational Psychology)