Modern Mining May 2020

Epiroc employees in the company’s Control Tower. continue operation through blast clearance or shift changes is attainable. “A less visible benefit of employing these types of technologies is that technology attracts skilled labour. Ambitious mine employees want to be able to say they are proficient in handling the most advanced systems the industry has to offer. Mining organisations should be cog- nisant of this, as it becomes more difficult to retain highly-skilled individuals who must work in remote areas, especially considering that Industry 4.0 is drawing skills of this nature in almost every industry,” reasons Naidu. Tech is no silver bullet In its recent Tracking the Trends 2020 report, Deloitte notes that many mines have assumed that technology is a solution to every problem. People are also critical, but very often compa- nies need to fix the underlying process. Without that underlying process redesign, technology can become a bandage, trapping the underly- ing value to the organisation. The same view is shared by Naidu, who rea- sons that innovation is a multifaceted decision that should be carefully made after considering “your people, current environment and future implications of the decisions you make now”. Naidu advises that mining companies should take the time to understand their operation’s or organisation’s digital maturity. “Is there a reluctance or sense of apprehension to adopt new technologies such as autonomous equip- ment or digital solutions? Will these types of initiatives rally your teams in times of crisis or only introduce more opportunities for sub-par performance?” When the going gets tough, many compa- nies also choose to abandon their innovation

and research and development portfolios, see- ing these as longer-term plays that don’t drive short-term value. Naidu advises that companies need to evalu- ate whether all technology projects need to be abandoned or if some show real promise of creating value through insights or operational improvements. “Don’t be too hasty in implementing a mora- torium on all technology efforts. Some may actually help you survive the crunch, so choose wisely. When evaluating be mindful of the large role that your people will play in successfully implementing technology in your operation; pet projects that are protected for the wrong reasons; the effect of a break in continuity; technology that is at risk of becoming obsolete; project champions changing roles or a com- plete loss of progress,” he says. Amid the uncertainty, adds Naidu, mining companies could take a step back to regroup and consolidate their digital transformation ambitions, focus on things that usually get neglected or overlooked, for example, detailed change management strategy development; technology, solutions and partner evaluation; redefining roles, responsibilities and levels of authority that may be required to operate and support the technology. “If you decide to pursue your technology roadmap, ensure that your service providers – from OEMs through to infrastructure sup- port – are treated as partners and supported where necessary. Be transparent and strive for a collaborative working relationship that will ultimately benefit both. If survival is the collec- tive ambition you may be pleasantly surprised at how innovative your suppliers will be in support of you,” concludes Naidu. 

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May 2020  MODERN MINING  39