While contractors are employed primarily to execute projects on behalf of mining companies and project houses, experienced underground mining specialists like Murray & Roberts Cementation also offer invaluable insights from earlier stages of development.

“Over the decades, we have found that our early engagement with clients provides many vital opportunities to optimise their ideas and plans,” says Graham Chamberlain, New Business Director at Murray & Roberts Cementation. “Especially in the shaft sinking phase – which is highly capital intensive – the devil is in the detail, and there are many aspects to consider when working to achieve a streamlined and cost effective process.”

Chamberlain highlights how the company is often engaged in the very early days of a project, to work with the client right from the concept and design phases. Often, third party consultants even use Murray & Roberts Cementation to conduct project designs, he says, as this creates a more seamless flow into the execution stage.

“Our approach is to work with the client on developing a range of options for each aspect of the project,” he explains. “This provides a broader scope of what is possible, with each option being discussed in the light of the client’s goals; these alternatives can be steadily whittled down to the two or three best, so that an intensive comparison can be conducted to make a final selection.”

A shaft design, for example, is a central factor in the successful performance of a mining operation – not just at its start but over its entire lifecycle. Whereas it may be considered feasible to reduce the diameter of shaft in the planning stage to reduce capital costs, a more farsighted view will expose the limitations that such a decision will create for the mine’s future.

“Technology in crushing, milling and processing is always evolving, and many mines can upgrade this infrastructure to generate more revenue,” he says. “However, such changes will be limited to 10 to 15% improvements if shaft capacity is at its limit. The shaft design therefore needs to accommodate the longer term goals of the mine – where market demand could allow throughput to grow in orders of magnitude.”

He emphasises the importance of understanding local conditions – both regulatory and physical – in managing risk on shaft sinking, development and contract mining projects. Where there are requirements for local procurement and hiring, for instance, the company has aligned its policies and developed extensive experience putting these into practice. These social and labour regulations, which are well established in South Africa, are also being applied across Africa and even in some South American countries.

Every project should be regarded as a ‘monument’ to the efforts of the developer, he explains, and therefore needs to leave a strong and positive legacy. This extends beyond the structural elements to the livelihoods, skills and prosperity of local communities. Murray & Roberts Cementation actively contributes to these developmental aspects, not least through its well-resourced training academy.

“Cost and productivity are key elements of success in our line of work, so risk needs to be carefully managed to produce the best outcome,” he says. “Many contractors operating globally in our field are not familiar with the unique requirements of the African market, and consequently, they often struggle to optimise cost and productivity factors in this region.”

Innovation also underpins the input that Murray & Roberts Cementation makes in planning for projects, Chamberlain continues. This is as much about developing new methodologies as it is about leaving others behind. Bold steps have been taken to find safer alternatives in equipment use; the cactus grab – historically a staple item on any shaft sinking site – is no longer employed, for instance.

“We adapted Canadian practices into a Murray & Roberts method of shaft sinking – using an understage-mounted excavator arm – to clean after blasts,” he says. “This is all part of a no-compromise approach to safety on our sites, which we share with clients as part of our initial discussions on scheduling, costs and productivity.”

A critical value-add from the company’s early engagement with clients is its extensive library or database of lessons learnt and technologies applied. This institutional knowledge, which dates back decades, can then be suitably ‘packaged’ by experienced practitioners who are experts in their field. He notes that one idea on its own is not going solve the various challenges that each project faces.

“Our work in the mining environment is complex, and must address matters from hoisting and logistics to safety factors and ground conditions,” he says. “The value of experience cannot be overstated, and requires careful consideration of all the options.”

There are few mining-related operations that have operated for two decades without a lost time injury – but Murray & Roberts Cementation has achieved just that at its grout injection plant between Northam and Thabazimbi in South Africa’s Limpopo province.

The 36 strong team at this grout plant oversees the logistics of mixing on surface, managing over 5 km of pipeline to underground destinations, and injecting grout at the workface to prevent inundation where water is intersected during mine development. Andre van Buuren, Murray & Roberts Cementation Project Manager, highlights the depth of experience that underpins the facility’s safety culture.

“Achieving 20 years without an injury is a real testament to the collective effort of our team, applying our corporate strategies and taking personal accountability for everything that happens on site,” says van Buuren. “It is no coincidence that there is very low staff turnover at this plant – where it is not unusual for our people to have up to 25 years of service.”

The average term of current staff is 10 to 15 years, with Northam injection plant site supervisor Hendry Collins having been with the operation for over 20 years. This has allowed a culture of safety to mature, and to be passed down from the more experienced staff to the newer entrants. Without overloading people with systems and procedures, he explains, everyone is imbued with a commitment to uncompromising safety principles that emphasise personal responsibility. This is expressed in key messages such as “If you see it, you own it” – which hold everyone to an exacting safety standard.

“Everyone is also steeped in the discipline of identifying the highest safety risk in every task they undertake and to ensure that it is mitigated,” he says.

As in any mining environment, this work certainly includes its fair share of risks. The Northam grout injection plant regularly pumps specialised grout mixtures at pressures of up to 10 MPa to underground workings. Over 20 tonnes of cementitious material are commonly injected into designated areas over a three to four day period, according to Murray & Roberts Cementation Senior Project Manager Pieter Oosthuysen. A recent water intersection incident required as much as 56 tonnes to be injected at high pressure to stem the flow of groundwater at a single point.

“A compact surface team oversees the running of the plant, which includes two 100 tonne silos among a range of equipment and backup units,” says Oosthuysen. “Most are part of the underground teams, working in day shifts and night shifts. They follow the mining teams as the mine deepens, extending the grout range to allow injection to be conducted whenever necessary.”

Safety is also a key aspect of the training that injection plant staff receive at the Murray & Roberts Training Academy at Bentley Park near Carletonville. This dedicated training facility includes a mock-up of a grout plant, where the experiential value of the training is enhanced.

Van Buuren highlights the importance of engaging every member of the team in the safety strategies employed, right down to the selection and adoption of protective equipment. In line with regulations and best practice, there is considerable time invested in deciding on even the most appropriate PPE such as boots or glasses to ensure these serve the purpose – before these are rolled out for use.

“This is part of visible leadership, a corporate strategic imperative that provides an example to our younger people,” he explains. “It prevents the ‘old worker’ syndrome where experienced personnel are tempted to take short cuts despite knowing better. Constant reinforcement – including positive recognition – is vital to ensure that complacency never creeps in.”

Louis Neethling, Foreman at the grout plant, emphasises the culture of care which is nurtured within each team – where every member is expected to look after not only themselves but those around them.

“We recognise that promoting safety is rather like sweeping water uphill,” says Neethling. “If you stop sweeping, the water will run back again; it is an ongoing task to ensure safe behaviour, and to find ways of improving safety performance.”

A hard-won culture of safety has earned Murray & Roberts Cementation the accolade of seven million fatality free shifts from the Association of Mine Managers of South Africa (AMMSA).

The award was made to Kethu Mokgatlha, Project Executive at Murray & Roberts Cementation by AMMSA President Mosala Letebele at a ceremony in Johannesburg in June this year to recognise the company’s outstanding achievement. The seven million shifts were undertaken over a period of almost nine years, and spanned five different shaft sinking projects in South Africa. The work undertaken also covers specialist interventions such as ore pass rehabilitation, grout sealing and underground support systems.

According to Trevor Schultz, Risk Executive at Murray & Roberts Cementation, the award is particularly heartening in a working environment that carries a range of technical risk factors. Schultz points to the culture of safety, developed over decades of intense focus and commitment, as the foundation for this safety landmark. 

“It also requires that everyone in the business – from those at the rockface right through to the executive management – is focused on the same goal,” he says. “It starts with carefully structured training at entry level, and a continuous emphasis on our corporate values which prioritise safe working practices and a constructive mindset that must be developed over time.”

He highlights that the company’s safety systems and protocols have always been in place to support and complement this culture. Its successful Major Accident Prevention Programme (MAPP), for instance, has evolved into a Critical Controls Management process to continue raising the safety bar. These frameworks align with the requirements of customers in the mining sector, serving to enhance and reinforce both parties’ safety efforts. 

“Working safely is also a highly collaborative effort that extends beyond our company and our customers,” he points out. “It includes the constructive involvement of local communities and suppliers – for example, we employ most of our general workers from the areas around our project sites which makes it vital that even our novice training is highly impactful and safety focused.”

All training is carried out to the highest standards at the Murray & Roberts Training Academy near Carletonville. Schultz paid tribute to the late Tony Pretorius, the company’s Education and Training Executive, for formulating innovative training modules to foster its safety culture. 

A household name for shaft sinking in Africa’s mining sector, Murray & Roberts Cementation has over the decades developed a wide portfolio of mining services – some better known than others.

“Through our constant innovation across a range of fields, built on the expertise of our highly experienced staff, we keep developing very interesting responses to customer’s challenges,” says Pieter Oosthuysen, Senior Project Manager at Murray & Roberts Cementation.

Among the sector’s growing challenges has been the criminality associated with illegal mining activities. The company has developed solutions to prevent cable theft – including the encasing of cables in grout-filled pipes – and to seal off old areas using grout packs that create permanent barriers.

“Water management has also become a key issue for mines, especially in the mature deep-level gold mining sector,” says Oosthuysen. “Here, their issues are about ensuring responsible water management as well as reducing pumping costs from dormant or mined-out mining areas. This often requires that old underground areas be sealed off to contain the massive water pressures at depth.”

This is by no means a new issue, of course, but Murray & Roberts Cementation has been in this field for so long that they literally ‘wrote the book’, he notes. The company was part of the team that developed the Code of Practice for designing and constructing high pressure bulkhead plugs, and has a track record dating back decades with plugs and water doors.

“Our team collaborates with plug designers to guarantee that the plug’s design and placement are constructable,” he explains. “The successful construction and pumping of these plugs relies on the use of our mobile grout plants to overcome logistical obstacles.”

It demonstrated this capacity many years ago, when the company’s intervention saved the West Driefontein gold mine from flooding back in 1968. Since then, it has pushed the boundaries of technology to achieve a successful plug at over 2,800 m deep at ERPM’s 68 Level – where it also placed its longest plug segment at an impressive 24 m.

Managing water in the underground environment is not the only place where the company has excelled. As the public spotlight has focused on the safety of tailings dams, Murray & Roberts Cementation helps mines with the crucial task of draining water from these facilities.

“If drainage pipes from the penstocks are damaged over time, these need to be replaced to ensure proper drainage to support the stability of the dam,” he says. “While the mine installs new penstocks and drainage, we wash out these old pipes, install intrusion pipes and seal them off to ensure no leakage.”

Behind these achievements is Murray & Roberts Cementation’s pioneering role in the field of grout plants. It was the first to design and implement a high pressure pumping system that could convey grout from a surface plant to workings underground; the distances regularly covered by these systems have been between three and seven kilometres.

With further capability in aspects including raise drilling, silo and settler construction, blind hole boring, vent passes and ore and shaft rehabilitation, the company presents an unmatched portfolio, according to Dirk Visser, who is also a Senior Project Manager at Murray & Roberts Cementation.

“It is these additional support services that make us really unique in the market,” argues Visser. “Most other players will specialise in one or other aspect of this work, but we give customers the advantage of an integrated solution – allowing us to assume more project risk and relieving customers of significant coordination responsibility.”

For this reason, the company can manage projects that demand drilling and cementation, for instance, while also providing the raiseboring and remote shotcreting functions. The capacity to deliver these offerings, he emphasises, demands skills and experience which requires considerable investment.

“The core talent in our division has an average length of service between 12 and 18 years – with many employees reaching 30 to 40 years within the business,” he says. “We also continuously replenish our skills pipeline with up-to-date, relevant training which includes state-of-the-art training facilities including mock-ups for a grout plant, drop raise and raise drilling.”

The necessary hardware is also an important part of any successful project, and the investment by Murray & Roberts Cementation has also been significant. There is an extensive fleet of machines for the raiseboring part of the business, with more than 8 km of drill pipe available. “All that we do is underpinned by our comprehensive Murray & Roberts Cementation safety system, which has been developed by taking best practice and enhancing our own CRM systems,” he concludes. “The effectiveness is our safety commitment is demonstrated by our track record – with over seven million fatality-free shifts.”

Known for its extensive mine training offerings and innovative learning approaches, Murray & Roberts Cementation has further raised the bar with a ‘mock-up’ facility for underground mechanised mining. 

Tony Pretorius, Education, Training and Development Executive at Murray & Roberts Cementation, says the new installation is a quantum leap for mining-related training in Africa. Located at the Murray & Roberts Training Academy at the company’s Bentley Park complex near Carletonville in Gauteng, the new facility will give a fully immersive learning experience across the underground mining value chain.

“Our new mock-up facility is as close to a real mine as you can get,” Pretorius says. “Learners experience not only the look and feel of an underground bord-and-pillar mine, but even have the smells and sounds of such an operation.”

He emphasises that this experience is a valuable next step to complement the simulated and virtual reality platforms already provided to learners at the MRTA facility. To build skills, operators need to put their theoretical learning into practice – but the pressurised production environment of a real mine is often not the ideal location.

“Rather, our new facility provides a safe and low-cost learning environment, where learners can practice their skills without hindering production or compromising safety,” he says. “At the same time, they still get the sensory experience for developing the muscle memory they require for the real-life workplace.”

Equipped with essential first-line equipment such as drill rigs and bolters, the facility also has its own machinery for loading, hauling and dumping blasted rock. The realistic environment includes ventilation systems, support structures and blasting systems.

“Learners are taken through the full value chain of mechanised mining activities, from the waiting places, entry exam and safe declaration to the installation of support and cleaning of blasted rock,” says Pretorius. “They conduct marking, drilling and indexing of the face wall, charging up with inert explosives and simulating the blast with a centralised blasting system.”

He explains that MRTA’s extended reality framework follows the situational leadership model, which places considerable value on learner participation in activities – to entrench their applied competence. Built over recent years, the facility is housed in a large covered structure 3,5 metres high and covering some 1,125 m². Together with its dedicated equipment, it represents an investment of over R35 million, he says.

Leveraging over a century of experience, Murray & Roberts Cementation is working with some of the world’s most respected mining companies to pave the way for safe and efficient underground mining.

According to Graham Chamberlain, New Business Director at Murray & Roberts Cementation, the busy pipeline of projects demonstrates the mining sector’s faith in the company’s unsurpassed industry knowledge and depth of skills. In southern Africa, the main projects underway are at De Beers’ Venetia Mine, Ivanhoe Mines’ Platreef project and Palabora Mining Company.

At the Venetia Underground Project near Musina, work has been ongoing since 2013 in one of the largest investments in South Africa’s diamond industry in decades. Transitioning from opencast to underground mining will extend the mine’s life until 2046. Murray & Roberts Cementation has been engaged in sinking, lining and equipping of two shafts – the production and service shafts – to a depth of 1,080 metres. The company also developed a decline tunnel and is completing associated surface and underground infrastructure, in a project whose scope included raiseboring work to establish ventilation infrastructure.  

“In this maturing project, the mine is now getting into ore and starting to develop the infrastructure levels,” says Chamberlain. “At the shaft bottom, good progress continues to be made with the construction of workshops, pumping stations, silos and loading arrangements.”

Murray & Roberts Cementation is also conducting all the infrastructure development at Ivanhoe Mines’ Platreef project near Mokopane. This includes the sinking of a 5,1 metre ventilation shaft to meet horizontal development at 950 metres below surface. To achieve the high accuracy levels demanded by the project, the raiseboring equipment was guided by directional drilling technology. 

“A unique aspect of this project is that the shaft will be hoisting ore at that same time as allowing upcast air to reach surface,” he says. 

Another vent shaft by Murray & Roberts Cementation – measuring 8,5 metres in diameter and reaching a depth of 1,200 metres – is nearing completion at Palabora Mining Company near Phalaborwa. Part of the mine’s Lift II expansion, the project has earned an impeccable safety record – being fatality free and achieving 574 days without a Lost Time Injury (LTI) in 2022. Ground conditions were among the reasons why a blind sink was chosen as the optimal method instead of raiseboring, as the side walls needed immediate support to prevent scaling.

“We also have a number of services projects underway related to raiseboring, grout plants and rehabilitation,” he explains. “Much of our work in this field is focused on old infrastructure that requires maintenance, repairs or upgrades; we also conduct extensive vertical work in ore passes and silos.”

The company carries out vital rehabilitation in ore passes where ground conditions have deteriorated to prevent ore from moving smoothly – thereby risking production targets. Innovating safer techniques for this work, it has developed the tube-and-fill method, first applied about seven years ago at an underground platinum mine in South Africa. These installations are also expected to outlast the lifespan of an ore pass rehabilitated with traditional shotcrete.

“On the engineering front, we continue conducting rebuilds of underground mining equipment at our Bentley Park facility near Carletonville,” says Chamberlain. 

He highlights the work of the company’s design department, which remains extremely busy with feasibility studies associated with vertical work. With the renewed interest in commodity segments like copper, there is also previous work that customers are asking Murray & Roberts Cementation to review and update. 

Training in underground mining and related skills at the company’s world class Training Academy on Carletonville continues to empower many thousands of learners each year, he points out. This skills development is done on behalf of clients, as well as for the company’s own requirements.

“At any one time, we can host about 420 learners, and we are generally at full capacity,” he says. “We have just recently upgraded these facilities to further enhance training technologies that allows learning to take place safely but in a realistic environment.”

In compliance with many African countries’ localisation regulations, Murray & Roberts Cementation has registered companies in eight countries in the Southern African Development Community – most of which have seen the company active with raiseboring. Chamberlain notes that there are specific opportunities in Zambia that the company hopes to capitalise upon in the near future, and is encouraged by the mining sector’s progress in countries like Namibia and Botswana. 

Murray & Roberts Cementation, a leader in underground mining contracting, recently marked a significant milestone in its vent shaft contract which forms part of the Palabora Mining Company (PMC) Lift II expansion project. On 2 November 2023, the company celebrated 1 Million Fatality Free hours, a testament to its unwavering commitment to safety and operational excellence.

This impressive achievement at the PMC Lift II expansion project is not just a numerical milestone but a testament to the shared commitment to safety and operational excellence by both Murray & Roberts Cementation and PMC. Crucial to PMC, the project will extend the life of operations to beyond 2040 with the 8.5 metre diameter ventilation shaft being integral to the Lift II block cave as part of its overall mining infrastructure. 

The vent shaft project’s complexity and technical challenges highlight the expertise and experience of all parties involved. Under the leadership of Fred Durand, Senior Project Manager at Murray & Roberts Cementation, the project team has consistently emphasised safe execution. Durand notes that the company’s stringent safety protocols have been pivotal in reaching this milestone.

“The achievement of 1 Million Fatality Free hours is more than just a number; it’s a reflection of the deep-rooted safety culture that permeates every aspect of the project,” Durand says. “From planning stages to daily operations, safety is the cornerstone of the project’s success, demonstrating that even in the most technically challenging environments, prioritising safety is key to achieving remarkable outcomes.”

Aidan Schoonbee, Senior Manager for PMC’s Lift II Construction, Concentrator and Vent Shaft, says that as the PMC Lift II project continues to progress, this milestone serves as a reminder of the importance of safety in the mining industry. “It is a shining example of how collaboration, expertise and a steadfast commitment to safety can lead to extraordinary achievements.”

Training within the mining sector is a fast-changing field, driven by technological advancements, evolving safety standards and the need for a more skilled workforce. 

Keeping up with these demands has been the focus of the Murray & Roberts Cementation Training Academy near Carletonville, combined with ongoing attention on raising safety levels in pursuit of Zero Harm. According to Tony Pretorius, Education, Training and Development (ETD) Executive at Murray & Roberts Cementation, this has meant constantly pioneering effective strategies that build excellence and discipline in the workplace.

“An important foundation for us has been the integration of technology in our training programmes, incorporating tools such as virtual and augmented reality, e-learning, and online resources,” says Pretorius. “These technologies enhance the learning experience, improve knowledge retention, and facilitate the development of digital skills essential for working with advanced mining equipment and systems.”

At the same time, he highlights the promotion of a safety culture in mining. To achieve this, the academy places a strong emphasis on cultivating a safety-first mindset among trainees. By prioritising safety in all aspects of training, the academy helps instil a culture of vigilance, risk assessment and continuous learning – aligning with best practices for workplace safety in the mining industry.

“We also ensure that our training programmes align with relevant mining regulations,” says Pretorius. “This equips workers with the knowledge and skills to adhere to the latest safety guidelines while keeping their workplace compliant with regulatory requirements.”

An example of how digital technology has been leveraged in the learning space, he points to the academy’s use of virtual and augmented reality in the training process. These immersive technologies allow trainees to experience realistic, risk-free simulations of mining environments and scenarios. 

“This approach not only improves knowledge retention but also enables the identification and correction of potential mistakes before they occur in real-world situations,” he explains. 

Another important aspect of the modern training approach has been towards competency-based training. Here, the focus has shifted away from the mere completion of training programmes, to the more detailed assessment of competence of workers in their specific roles. The focus, therefore, is on the development of practical skills, knowledge and attitudes that lead to improved job performance and overall safety. Pretorius also points to the vital role of what were previously referred to as ‘soft skills’ – competencies which are today proving to be as important as technical skills. 

“In addition to technical skills, the mining industry recognises the importance of developing skills such as communication, leadership, teamwork and problem-solving,” he says. “These skills are vital for maintaining a safe working environment, especially in high risk situations where effective collaboration and decision-making can prevent accidents and save lives.”

Beyond the daily work tasks, workers are also having to become more aware of sustainability and environmental issues. This is inevitable, as the mining industry faces increased scrutiny regarding its environmental impact.

“Training programmes now include modules on sustainable mining practices, resource conservation and waste management,” he says. “This helps ensure that workers are aware of their responsibilities and the role they play in minimising the industry’s environmental footprint.”