When looking at the statistics around alcohol and drug use in South African workplaces, it is easy to get lost in the percentages. But behind every data point is a person, such as a crane operator, a long-haul truck driver, a miner, or a site supervisor. South Africa ranks among the highest countries globally for alcohol consumption. When this reality intersects with industries reliant on heavy manual labour, tough working conditions and cheap, easily accessible alcohol, substance abuse stops being just a personal or social issue. It becomes a major safety risk that walks through the front gate every single morning.

The International Labour Organisation estimates that substance use contributes to between 15% and 30% of workplace accidents globally. Even more sobering is the fact that alcohol use increases the odds of a work-related accident by 78%. In safety-sensitive environments, that percentage represents real people who might not make it home safely at the end of a shift.

The regulatory disconnect across sectors

While the Mine Health and Safety Act and the Occupational Health and Safety Act both mandate a zero-tolerance approach to substances at work, how this plays out in real life varies wildly.

In the mining sector, the approach is highly regulated. Because a single incident can result in tragic loss of life, immediate operational shutdowns and devastating financial fallout, mines have long relied on high-volume, automated testing systems.

However, looking at the construction and transport sectors, the picture changes. Large construction firms often enforce strict screening at site entrances, but smaller, rural sub-contracting sites frequently operate without testing protocols. The logistics industry shows a similar divide. While top-tier transport fleets invest heavily in driver wellness, smaller operators often ignore substance screening entirely, combining the danger of impaired driving with long hours, driver fatigue, and poorly maintained vehicles.

Building a culture of safety, not catching people out

Buying a breathalyzer or a drug testing kit and handing it to a security guard is not a safety strategy. If a business deploys testing equipment without a human-centric framework, the point is lost. The goal should never be to catch people out; the goal must be to create an environment where everyone feels safe. An effective, legally sound substance management strategy relies on three connected pillars.

1. The policy must have a clear purpose. A substance policy should not be a generic piece of paperwork hidden in an HR drawer. It must be a working document tailored to the actual risks of the business. Most importantly, it needs to outline fair, legally defensible procedures that protect both the organisation and the employee, clearly mapping out the steps for testing, fair disciplinary processes, and paths to rehabilitation.
2. The tools must match the environment. The testing hardware must make sense for the people using it. For example, forcing thousands of workers through a single manual testing device every morning creates massive delays and workplace frustration. High-risk, high-volume sites need automated, rapid-entry turnstiles, while smaller teams might only need mobile, highly accurate devices. Most importantly, the equipment must be properly calibrated, so the results are indisputable and legally fair to the worker.
3. There must be dialogue and awareness in the workplace. Testing works best when it is supported by education. When companies combine regular screening with open, non-judgmental awareness sessions, the workplace culture changes. Employees stop viewing breathalyzers as a purely punitive tool and start seeing them as a protective boundary. In fact, companies that talk openly about substance abuse see a significant increase in workers stepping forward to access internal counselling and support services before an accident ever happens.

The role of a real partner

Creating this kind of supportive safety ecosystem takes time and expertise. It requires moving away from simply buying a product off a shelf and moving toward a partnership with suppliers who understand the human and legal complexities involved. A true partner helps shape policy; trains staff to conduct tests respectfully and ensures equipment remains accurate and legally defensible.

Proactive substance management is about protecting the business and the people inside it. When employers invest in compassionate awareness, robust policies, and reliable hardware, it becomes possible to build a workplace culture where safety is shared, compliance is simple and every worker gets home safely.

The Opinion Piece is supplied by: Evolution PR

Today’s warehousing and logistics facilities bear little resemblance to the distribution centres of a decade ago. High-bay racking, automated storage and retrieval systems, lithium-ion powered material handling equipment, flammable packaging materials and around-the-clock operations have transformed warehouses into highly efficient logistics hubs. They have also created increasingly complex fire risks.

“A warehouse fire can escalate within minutes, particularly where there is high-rack storage, combustible packaging or hazardous materials,” highlights Michael van Niekerk, CEO of ASP Fire. Beyond the immediate threat to life, businesses face operational downtime, supply chain disruption, environmental damage and potentially catastrophic financial losses.

As South Africa’s logistics sector expands to support manufacturing, mining, retail and e-commerce, proactive fire protection has become an essential component of operational resilience rather than simply a regulatory obligation.

Warehousing environments present a combination of fire hazards that require specialised protection strategies. High-rack storage can significantly accelerate fire spread by creating vertical channels that allow flames and hot gases to travel rapidly through storage systems. At the same time, densely packed goods can make it difficult for fire services to reach the source of a fire before it grows beyond control.

Fire characteristics of stored goods

The nature of stored goods further influences fire behaviour. Paper products, plastics, packaging materials, chemicals, fuels, aerosols and lithium-ion batteries each present different fire characteristics that require specific suppression approaches.

Loading bays and vehicle movements also introduce additional ignition risks through diesel-powered equipment, electric forklifts, charging stations and fuel handling operations. These hazards are compounded in facilities operating continuously, where extended operating hours reduce opportunities for maintenance and inspection.

“Every warehouse has its own fire risk profile,” notes van Niekerk. “An effective fire protection solution begins with understanding exactly what is being stored, how it is stored and how people and equipment move throughout the facility.” Many warehouse fires become severe because fire protection is considered too late in the design process or treated as a compliance exercise rather than an integrated risk management strategy.

An effective fire protection system combines passive fire protection measures, such as fire-resistant construction, compartmentation and smoke control, with active systems including automatic sprinklers, fire detection, alarms and hydrant installations.

An integrated solution

“Fire protection systems should work together as an integrated solution,” explains van Niekerk. “Detection, suppression, smoke management and evacuation planning must complement one another to provide the highest level of protection.”

This integrated approach is particularly important in facilities with high ceilings, automated storage systems and large open floor areas where conventional fire protection solutions may not be sufficient. South African warehouse operators are required to comply with a comprehensive framework of legislation and technical standards governing fire safety.

These include the Occupational Health and Safety Act (Act 85 of 1993), which places a legal duty on employers to provide and maintain a safe working environment, as well as the National Building Regulations and Building Standards Act, with fire protection requirements implemented through SANS 10400-T.

Depending on the facility and materials handled, additional standards such as SANS 10287 (automatic sprinkler installations), SANS 10139 (fire detection and alarm systems), SANS 10263 (warehousing of dangerous goods) and SANS 10228 (classification and transport of dangerous goods) may also apply. Local municipal fire by-laws further influence compliance requirements.

Compliance is not the finish line

“Compliance should never be viewed as the finish line,” adds van Niekerk. “Standards establish minimum requirements, but every facility should evaluate whether those minimums adequately address its specific operational risks.”

Installing fire protection systems is only the beginning. Regular inspection, testing and maintenance ensure that systems perform as intended during an emergency. Sprinkler systems, fire pumps, hydrants, smoke detection equipment, fire extinguishers and emergency lighting all require routine servicing by competent personnel.

Changes to warehouse layouts, storage heights or the types of products being stored should also trigger a review of the facility’s fire protection strategy. “Warehouses are dynamic environments,” notes van Niekerk. “Storage configurations change, inventory changes and operations evolve. Fire protection systems must evolve with them.”

Employee training remains equally important. Workers should understand emergency procedures, evacuation routes, fire extinguisher use and incident reporting protocols to support rapid response during the critical first minutes of an emergency.

Extensive financial consequences

For many organisations, the financial consequences of a warehouse fire extend well beyond property damage. Production interruptions, supply shortages, contractual penalties, insurance implications, reputational damage and customer dissatisfaction can have lasting impacts long after the fire has been extinguished.

“As supply chains become increasingly interconnected, a single warehouse fire can disrupt operations across multiple industries,” says van Niekerk. “Investing in appropriate fire protection is ultimately an investment in business continuity.”

Fire safety should not be viewed solely through the lens of regulatory compliance or insurance requirements. Instead, it should form part of a broader operational resilience strategy that protects employees, customers, assets and the wider supply chain.

“Effective fire protection is about being prepared before an emergency occurs,” concludes van Niekerk. “By combining sound engineering, regulatory compliance, ongoing maintenance and risk-based planning, warehouse operators can significantly reduce fire risk while safeguarding the continuity of their businesses.”

Web: www.aspfire.co.za

Part and parcel of this journey is recognising that in order to successfully realise sustainability commitments, practical steps need to be taken. According to Rohit Chashta, Sustainability Business Lead, Africa, SE Advisory Services at Schneider Electric, the biggest gap is not the ambition but the execution thereof.

“Many organisations have net-zero commitments or sustainability objectives, but those commitments are not always translated into funded, prioritised and implementable programmes,” he says.

“The challenge is therefore translating ambition into bankable and executable programmes that can be delivered from a local perspective. Decarbonisation cannot be implemented in isolation from the realities of business performance,” he notes.

Today, many utilities on the continent face financing constraints, affordability pressures, system losses and rapidly growing demand for new connections. In many informal, remote or fragile communities, conventional infrastructure models simply can’t be deployed at the required speed and scale.

The challenge also extends to mining, manufacturing, buildings and data centres which too are under growing pressure to reduce emissions while protecting energy security, operational continuity, competitiveness and long-term asset value.

Ambition becomes investment

A strong place to start in partnering with advisory services that can provide organisations with clear and foundational roadmap that can move them beyond broad commitment to actionable decarbonisation strategies.

Advisory services can work with organisations to establish the basis for decision-making, including greenhouse gas (GHG) emissions accounting, energy and operational baselining, materiality assessments, climate-risk assessments and the identification of emissions and operational hotspots.

The next step is then to create the visibility required to make informed investment decisions.

“Organisations today need reliable data across facilities, assets, energy use and emissions, and even across their supply chains. This allows them to move beyond manual spreadsheets and identify where the greatest operational and financial opportunities sit, explains Chashta.

“A sustainability roadmap needs to answer three questions: what must change, what comes first, and how progress will be tracked?”

Here, interventions can be ranked by sustainability impact and business value. Quick wins are separated from long‑term projects, sequenced into a roadmap with clear business cases, ownership, and measurement.

Where capital is limited, sustainability should not sit apart as a special investment. Decarbonisation can be linked to energy performance, resilience, efficiency, risk management, and long‑term value creation.

The financing ecosystem is critical. Chashta highlights collaboration among governments, utilities, technology providers, financiers, and local partners. “Capital follows credible projects, measurable outcomes, and reduced risk,” he notes.

A well‑defined project alone won’t secure green or blended finance. Stronger cases come from a clear baseline, defined outcomes, solid implementation, governance, and measurement.

Technology as part of the roadmap

Once the strategic priorities have been established, technology can become a truly valuable enabler of the wider decarbonisation journey.

This is particularly relevant to electrical infrastructure, where modernisation can support both sustainability objectives and operational performance.

One example is the move away from sulphur hexafluoride (SF₆) in medium-voltage electrical distribution. SF₆ has historically been widely used for its insulating properties, but it is also a potent greenhouse gas GHG.

“By eliminating SF₆ from electrical networks, organisations can take a meaningful step towards decarbonisation,” notes Samantha Mtimkulu, Offer Manager: Power Systems at Schneider Electric.

“With technologies like Schneider Electric’s pure air switchgear ranges such as RM AirSeT and air insulated MCSeT, customers can significantly reduce the environmental impact of electrical infrastructure while maintaining the high levels of reliability expected from modern power systems.”

The digital capabilities of these solutions also add an important benefit: connected technologies  provide greater visibility into asset performance, equipment condition and network health – a major plus point for utilities and critical infrastructure,

Commitments become measurable progress

On this journey to decarbonisation, African organisations don’t have to wait for the perfect long-term plan.  A structured portfolio action will set them on firm foundation for the future.

Here Chashta identifies several priorities:

• Establish a reliable baseline across emissions, energy, assets and operational risks.
• Identify high-value opportunities such as energy efficiency, electrification, renewable integration and process optimisation.
• Build digital visibility.
• Implement practical early initiatives.
• And embed decarbonisation into capital planning, procurement, operations and performance management.

Mtimkulu similarly emphasises the importance of solutions that deliver multiple forms of value simultaneously. “The most successful projects are those that improve efficiency, reliability, safety and environmental performance simultaneously,” she says.

“The opportunity is to make decarbonisation part of how organisations plan, invest and operate, creating practical pathways that are aligned with Africa’s developmental realities while supporting a more resilient and sustainable energy future,” concludes Chasta.

Article supplied by Evolution PR

The Partnership Ecosystem

Moore Process Controls has built long-standing relationships with global system and solution providers, bridging the gap between the plant floor and cutting-edge technological innovation. Walking alongside multinational industry leaders for decades, including Sasol, Anglo American, SBM Offshore, Khoemacau, Total, and De Beers, Moore helps them achieve their operational goals and execute future expansion plans.

Our commitment to these partnerships is evidenced by our long-standing partnerships and official recognitions with industry providers including:

• Siemens: Collaboration Partner of the Year for more than ten consecutive years.
• ABB & AVEVA: Official Authorized Value Providers.
• Honeywell, Rockwell, & Schneider Electric: Extensive integration expertise across comprehensive control architectures.

Moore essentially sits where complex digital solutions meet the industrial sector, tailoring and implementing systems for optimal performance and reliable outcomes.

Engineering Value on the Plant Floor

Working alongside clients from the plant floor and up, Moore evaluates both immediate challenges and the technological approaches needed to drive long-term operational value. Modernizing an aging control system by using platforms like Siemens, ABB, or Schneider Electric, the baseline reliability can be improved while creating a stronger foundation for future integration.

Where automation systems and plant data are disconnected, solutions such as AVEVA PI brings information together, giving teams greater visibility and a clearer view of what is happening across the operation. Honeywell technologies and methodologies support areas such as process control, alarm management and operator performance, while Rockwell and other automation platforms can be integrated into broader control and information architectures.

Technology itself, however, is only the baseline. Moore elevates plant floor performance by implementing advanced engineering methodologies. By integrating Advanced Process Control (APC) and Model Predictive Control (MPC), Moore maximizes process efficiency and stability. Furthermore, establishing robust data architectures lays the groundwork for digital twins and process soft sensors, ensuring these systems interact flawlessly to deliver practical, measurable value to the operation.

The Long-Term Journey

In this industry, Moore cultivates relationships that span decades. A project may begin with a baseline study to understand the operation, but the real value is realized through execution and continuous lifecycle support. From commissioning new systems and upgrading existing platforms to connecting disparate data infrastructures, each project adds to a deepening understanding of how a specific operation works and where it can improve.

Implementation is not the end of the journey; it is the foundation upon which future optimization is built. As systems become more connected and data becomes more accessible, the focus shifts from simply keeping the operation running to enhancing reliability, energy efficiency, and high-level decision-making. Through ongoing service, maintenance, and optimization, Moore provides the industry experience and trusted partnership necessary to keep driving operations forward.

More info, please visit: https://www.moore.co.za/

Join the Moore Process Controls Team at the Annual Sasolburg Petrochemical Roadshow 2026

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Together with WearCheck’s laboratory-based oil and fluid analysis capabilities, ARC forms part of an integrated reliability offering designed to help clients understand machinery condition, identify developing failure mechanisms and make better maintenance decisions.

In this article, WearCheck ARC division manager Annemie Willer argues that one of the greatest threats to effective maintenance is not a lack of technology, but the gradual replacement of technical judgement by maintenance-system compliance:

Working in a maintenance environment where the CMMS (Computerised Maintenance Management System) has become the ultimate authority sometimes makes me feel like an extra in one of The Matrix films.

Everyone is busy following the system. Tasks are created, moved, closed and measured. The system is treated as correct, even when the physical plant in front of us says otherwise.

The problem is that my version of The Matrix has no saviour. There is no “Neo” coming to see through the system, challenge its authority and return technical judgement to the people who understand the machines.

We fear that artificial intelligence may make decisions for us and allow machines to rule the way we work in the future. However, maintenance teams should perhaps look behind themselves instead, advises Willer. Long before AI became a serious topic of conversation, we had already handed authority to systems. Not because the software became intelligent, but because organisations stopped trusting their workforce to question it.

A CMMS can only generate and track what people structure and capture. It does not know whether a task is still relevant, whether the machine has changed, whether the allocated time is realistic or whether the work will prevent failure. Most implementations depend on fixed asset structures, planned durations and predefined workflows. The plant is dynamic. Its condition changes with load, production, maintenance quality and developing defects.

A static system is ruling a dynamic operation

Condition monitoring is often presented as something that will reduce downtime, extend equipment life and improve reliability. However, no sensor, oil sample, thermal image, vibration spectrum or report can do that. Only maintenance action can.

Condition monitoring tells us what is wrong, where it is wrong, why it is happening and, most importantly, when maintenance must intervene. It is not simply another task on the schedule. It should create a better schedule.

Every condition monitoring programme should begin with a scope defining the machines, technologies, frequencies and workload. The team should manage that scope and report compliance against it.

Routine condition monitoring work should not be divided into thousands of CMMS tasks merely so the system can account for every hour. Where a machine already has an inspection or preventive-maintenance job card, the condition monitoring requirement can be included as a clear tick box. The CMMS should mainly receive the corrective work generated from the findings.

Today’s condition monitoring data-acquisition equipment is fast. But what is the value of that speed if the team cannot reach the machines because the CMMS says the day is full? The schedule may allow four hours for an alignment. Waiting for production, permits, isolation and maintenance support turns it into seven. Work is postponed because the system still believes the original estimate.

When condition monitoring identifies a developing failure mechanism, the schedule must change. Preventive work may need to be brought forward, replaced, combined with the corrective action or removed. Instead, every existing task remains, and the recommendation is added on top. One machine eventually carries hundreds of checks and recurring job cards; many closed with only an explanation for why they were not completed. That alone should force a technical review of whether every task, frequency and technology remains justified.

Very few organisations maintain the maintenance schedule itself. They do not regularly ask whether a task still serves a purpose, whether its duration is realistic or whether the system still represents the physical plant.

The schedule grows, but it is rarely cleared

At WearCheck, we see the consequences in our own reports. For example, a developing failure mechanism is identified, and a corrective action is loaded. Month after month, the data shows the condition progressing. The recommendation remains open, is postponed or is closed with merely an administrative explanation.

Eventually, the warning period is gone. The failure mechanism has become an advanced defect, and failure may now be inevitable. Condition monitoring did not fail – the warning was there. The system simply recorded the months during which nobody took ownership.

The maintenance team’s KPIs make this worse. One of the most important questions in weekly maintenance meetings has become: “Did we close all the work orders in SAP this week?”

That measures administration, not reliability.

At WearCheck, we advise that the questions should rather be:

• Did we intervene in time?
• Was the recommended action correct?
• Did the machine condition improve?
• Did the defect return?
• Was the original diagnosis accurate?

Those questions measure the effectiveness of the maintenance system and the expertise of the condition monitoring team.

If the recommendation was wrong, the follow-up data should expose it. If the recommendation was correct but the work came too late, the organisation failed to respond. If the work order was closed but the machine condition did not improve, the maintenance intervention failed.  That is real accountability.

When the team is over-reliant on the CMMS, a work order can be closed while the machine remains defective. The dashboard turns green, but the risk remains.

The foreman says the task was not on the system. The planner says no notification was raised. The engineer says the work was not approved. The condition monitoring team says the recommendation was issued.

Everybody followed the process, but nobody owned the machine

This is why “condition-based maintenance” and “predictive maintenance” have become convenient phrases in reports. They sound progressive, but are seldom implemented as an operating model.

Condition monitoring is not predictive maintenance when nobody acts on the prediction.

An organisation that genuinely wants condition-based maintenance must create capacity for the work it generates. It cannot retain every preventive task, add every new technology and expect the same people to absorb it. Dedicated plant personnel should focus on reliability-centred maintenance work, protected from routine and reactive demands. Somebody must steer that time.

That person may be the Reliability Engineer, Reliability Manager or another experienced technical owner. The title matters less than the competence, time and authority attached to the role. The person must have a strong maintenance background, understand condition monitoring and communicate continuously with the condition monitoring team. This is a full-time, highly skilled function that should be visible in the organisational structure.

Without authority, the Reliability Engineer or Reliability Manager is simply another role trapped inside the same system. After maintenance, condition monitoring must retest the machine. A closed work order does not prove that the defect was removed. If the condition has not improved, the team must determine why.

The real loop is: Detect. Diagnose. Act. Retest. Confirm.

SAP did not fail. IBM did not fail. The functionality of the system did not fail.

The organisation failed when it allowed the system to replace technical judgement, failed to maintain the maintenance strategy and failed to create ownership for the machine. There is no “chosen one” coming to rescue the plant.

The system did not take control from us. We gave it control when we stopped trusting experienced people to challenge it. We must stop managing the plant around the schedule and start managing the schedule around the plant.

The schedule must serve the plant. The plant must never be forced to serve the schedule.

After 50 years in condition monitoring, WearCheck knows one thing for certain: systems may keep the records, but people keep the machines running. Please visit www.wearcheck.co.za or contact WearCheck on marketing@wearcheck.co.za  or +27 (31) 700-5460.

That’s exactly why we’ve established our new Macsteel Secunda office. This isn’t just a business decision on paper; it’s a commitment to our customers in the petrochemical and oil & gas heartland of Mpumalanga.

Why Secunda?

Secunda is more than just a town, it’s the pulse of South Africa’s petrochemical industry. With major petrochemical operators, a network of EPC contractors, maintenance service providers, and engineering consultants calling this region home, it made perfect sense for us to plant our flag right here.

The decision to open a dedicated branch in Secunda came from listening to our customers. They told us they wanted faster response times, easier access to technical expertise, and a partner who understood the unique demands of their environment. We heard them loud and clear.

More than just a warehouse

Our Secunda branch is designed to be a comprehensive support hub. It’s a place where customers can walk in, discuss their project requirements, and receive expert guidance from a team that genuinely understands the complexities of fluid control systems.

We’ve stocked the branch with a substantial inventory of pipes, fittings, flanges, and valves, everything from high-end oil and gas products to essential maintenance items. But what truly sets this branch apart is our team. These aren’t just salespeople; they’re technical specialists with years of experience in the petrochemical sector. They speak your language and understand your challenges.

Building relationships, not just transactions

Our new Secunda team includes professionals dedicated to customer relationship management, order coordination, and on-site technical support. The branch also houses warehouse operations, ensuring that when customers need products, we’re ready to deliver, quickly and accurately.

We’ve also established a dedicated site foreman role to oversee servicing and maintenance of valve interlock systems at major petrochemical facilities across the

Secunda and Sasolburg regions. This means our customers get hands-on technical support when they need it most, especially during critical shutdowns or projects.

Supporting the community that supports us

Our commitment to Secunda extends beyond business. We’re proud to participate in local community initiatives, including sponsorships and golf days that bring industry professionals together. We believe in being a good neighbour and contributing to the wellbeing of the region that has welcomed us so warmly.

What this means for our customers

For our existing and potential customers in the region, this branch represents convenience, expertise, and reliability. No more waiting for products to be shipped from distant warehouses. No more struggling to get technical support when deadlines are tight. We’re here, we’re local, and we’re ready to help.

Whether you’re managing a major petrochemical project, maintaining critical infrastructure, or planning new installations, our Secunda team is equipped to support you at every stage, from initial consultation through to commissioning and beyond.

Looking ahead

As we settle into our new home in Secunda, we’re excited about the opportunities ahead. This branch is more than just bricks and mortar, it’s a promise to our customers that we’re invested in their success. We’re here for the long haul, ready to grow alongside the industries we serve.

So if you’re in the area, please pop in and say hello. Let’s have a cup of coffee, talk about your projects, and explore how Macsteel Fluid Control can be your trusted partner in fluid control solutions. We’re looking forward to meeting you.

Visit Us at Our Secunda Branch:

Address:	Old Sarel Cilliers Road, Greenfields, Plot 8909, Ext 67, Secunda 2302, Witfield, 1467
Phone:	017 647 9340
Email:	elise.schoeman@macsteel.co.za

Join the Macsteel Team at the Annual Sasolburg Petrochemical Roadshow 2026

Free Entry! Register now to attend: Click here

“Conveyor and feeder drive systems should operate as co-ordinated assemblies, particularly where equipment is exposed to demanding loads, difficult environmental conditions and restricted installation space,” explains Rudzani Ramuageli, Head of Projects, BMG. “Our Technical Resources and Projects teams assess the complete drive requirements and bring the relevant technologies together in a package that ensures reliable operation and practical maintenance. The objective is to engineer the drive train as an integrated system, so that the interfaces between components support conveyor availability, rather than become potential points of failure.

“Each drive package is configured for the specific application, taking into account the required material throughput, belt speed, starting and operating torque, duty cycle, environmental conditions and installation constraints. The engineering process starts with the required tonnes per hour and belt speed and works backwards through the pulley torque, gearbox ratio, motor power, starting characteristics and control philosophy. This application-specific approach enables the principal drive components and supporting systems to be selected as an integrated package, rather than as separate items of equipment.

“Depending on the operational requirements, a package may include an electric motor, variable-speed drive, application-specific high-speed or fluid coupling, industrial or planetary gearbox, drive pulley, protective guarding and a purpose-designed base frame.”

Gearboxes can be installed using standard torque arms or specially manufactured torque arms. Customised units are designed to accommodate the equipment configuration, space available and site-specific installation requirements, helping ensure that the gearbox mounting arrangement is suited to the overall drive layout.

Lubrication and cooling systems can be incorporated where required, together with automatic lubrication equipment and local electrical controls.

Integrating these systems into the drive package facilitates routine maintenance and ensures that lubrication, cooling and control requirements are considered during application engineering, rather than addressed separately after the principal mechanical equipment has been selected. By engineering these supporting systems together, BMG seeks to reduce avoidable interface and maintenance risks that can compromise conveyor availability.

BMG connects the engineered drive package to a condition-based maintenance strategy by integrating condition-based monitoring through the variable-speed drive or providing shock-pulse monitoring and vibration analysis. This combined capability enables the operating performance of power-transmission components, including applicable bearings, to be tracked and trended.

Changes in component condition can therefore be identified at an early stage, giving maintenance teams better information for planning inspections and corrective work. This supports a more informed maintenance strategy and reduces exposure to failures that could result in unplanned conveyor or feeder downtime. For mining operations, this links component-level condition information directly to the broader objective of protecting conveyor availability and production continuity.

Although the conveyor structure itself falls outside BMG’s scope, the company works closely with pulley and idler manufacturers by selecting and supplying bearing solutions in accordance with their designs and technical specifications. Bearing selection involves consideration of radial and axial loads, shaft dimensions, operating speed and expected misalignment.

Contamination levels, sealing arrangements and lubrication requirements are also assessed to ensure the bearing arrangement is appropriate for the intended pulley or idler duty and its operating environment.

BMG’s involvement begins with site assessment and application engineering, followed by component selection, assembly and factory alignment. The company can also provide installation supervision and commissioning support, helping ensure that the assembled package is installed and brought into operation in accordance with specific application requirements. This lifecycle involvement extends the focus on conveyor availability from initial engineering through installation and commissioning.

BMG’s integrated approach is designed to reduce the complexity associated with co-ordinating multiple drive-system components and suppliers. It also provides a consistent engineering basis for component selection, mounting, lubrication, control and condition monitoring, helping to manage interfaces between systems and suppliers that could affect conveyor availability.

By combining these disciplines within a turnkey drive package, BMG focuses on improving the availability, maintainability, reliability and long-term performance of belt conveyors and feeders used in mining and bulk-materials-handling operations.

More info, please visit: www.bmgworld.net

According to Booyco Electronics CEO Anton Lourens, demand for PDS/CPS solutions has risen notably over the past six months across both the quarrying and mining sectors, reflecting a broader shift towards proactive risk management. While compliance with safety legislation remains an important driver, operators are increasingly recognising the role of these technologies in preventing incidents and creating safer working environments.

“Safety has become a strategic priority for many operations,” Lourens says. “Beyond meeting legislative requirements, quarry operators are investing in technologies that help  mitigate risk and improve overall operational safety.”

One of the key factors supporting wider adoption is improved interoperability between PDS technologies and mobile equipment. Advances in interface kits, together with growing collaboration between original equipment manufacturers (OEMs), independent interface providers and technology suppliers, have simplified the integration of collision prevention systems across mixed equipment fleets.

The adoption of the ISO 21815 standard has further strengthened this process by providing a technology-neutral communication protocol that enables different systems to work together more effectively, streamlining implementation across the industry.

For quarry operators, however, adopting PDS/CPS technology requires solutions that are bespoke to the realities of their operating environments. Lourens says successful implementation depends on tailoring each solution to the site’s unique operating conditions.

“No two operations are the same. Every implementation begins with a detailed assessment of the fleet, traffic patterns and operating practices to ensure the system delivers effective detection without compromising productivity,” he explains.

Cost remains another important consideration for quarry operators, many of whom operate on tighter margins than larger mining companies. Booyco Electronics believes, however, that safety technology should not be determined by the size or financial capacity of an operation.

“We do not believe there should be different levels of safety capability for different operations,” Lourens says. “Our focus is on improving our own development and manufacturing efficiencies so that advanced collision prevention technology remains accessible to both large mines and smaller quarrying businesses.”

Successful deployment also depends on effective change management. Lourens notes that engineering teams typically focus on regulatory compliance, while operational managers prioritise production and equipment availability. Bringing these stakeholders together through clear communication and training, and ensuring adoption, is essential to achieving both safety and operational objectives.

Looking ahead, Lourens expects collision prevention technology to continue evolving through the integration of multiple sensing technologies rather than relying on a single detection solution.

“The future lies in combining technologies such as low-frequency communication, GPS, radar and camera-based systems etc, to deliver more reliable and adaptable collision prevention solutions,” he says. “As these technologies continue to evolve, the industry will be better positioned to deliver sustainable, cost-effective safety solutions that support the goal of zero harm.”

www.booyco-electronics.com

Trotech is building on more than three decades of project experience across South Africa and the broader African continent to help clients develop, expand and maintain the storage infrastructure their operations depend on. As an integrated contractor for tank farm infrastructure, we provide engineering, procurement and construction services to clients in the energy, petrochemical, mining and industrial sectors.

Storage terminals and tank farms remain critical assets within Africa’s supply chains. Whether supporting the import and distribution of liquid fuels, providing operational capacity for mining operations, or enabling future energy developments such as sustainable aviation fuels, biofuels, hydrogen derivatives and green ammonia, these facilities form the backbone of economic growth and energy resilience.

The challenge facing many operators today is not only the development of new facilities but also the upgrading, expansion and life extension of existing infrastructure. Ageing assets, evolving regulatory requirements and increasing expectations around environmental performance require solutions that balance safety, reliability, cost and long-term sustainability.

At Trotech, we believe that successful project delivery begins with a thorough understanding of our client’s operational needs and strategic objectives. Our approach combines technical excellence with practical execution experience, allowing us to identify and manage project risks from concept through commissioning.

This capability has been developed specifically for the demands of tank farm infrastructure projects. It covers above-ground storage tanks, terminal facilities, pipelines, pump stations, loading and offloading systems, fire protection systems, utilities and associated balance-of-plant infrastructure.

By bringing engineering, procurement and construction together, we provide clients with clearer accountability, streamlined communication and greater certainty regarding project outcomes. This coordinated approach supports earlier risk identification, stronger alignment between design and construction, and improved control of schedule, cost and quality.

Safety remains a fundamental pillar of our business. We recognise that tank farm projects are often executed in live operating environments where maintaining operational continuity is essential. Our project teams therefore place significant emphasis on planning, stakeholder engagement, risk management and the implementation of robust safety management systems throughout the project lifecycle.

Looking ahead, we see substantial opportunities across the continent as governments and private sector investors continue to strengthen strategic storage capacity and develop infrastructure to support both traditional and emerging energy markets. Africa’s industrial growth ambitions will require significant investment in logistics, storage and energy infrastructure, creating opportunities for partnerships that combine local understanding with world-class project execution capability.

Events such as the African Petrochemicals Roadshow provide an important platform for industry stakeholders to exchange ideas, explore emerging trends and identify opportunities for collaboration. As Trotech expands its integrated tank farm capability, we are eager to engage with asset owners, operators, technology providers and strategic partners who share our commitment to delivering safe, sustainable and commercially successful infrastructure projects.

Our aim is straightforward: to be a trusted African partner for tank farm infrastructure by combining practical engineering, disciplined project delivery and a clear understanding of the operating environments in which our clients work.

Connect with Trotech at the African Petrochemicals Roadshow in Sasolburg to discuss new tank farm developments, terminal upgrades, asset life extension and opportunities for collaboration across Africa.

More info, please visit: https://trotech.co.za/

Integrated Air Solutions’ solutions‑based approach in KwaZulu‑Natal focusses first on understanding how compressed air is applied within each customer’s operation, then supplying the optimum air solution that will deliver enhanced reliability, efficiency and overall system performance. Whether reviewing compressor capacity, assessing air‑treatment requirements or optimising distribution systems, the team is centered on unlocking improvements that translate directly into stronger, more resilient industrial operations.

“With compressed air playing a critical role in all manufacturing and production processes, customers require far more than a basic compressor supplier,” emphasises Branch Manager, Jaco Fourie. “A high‑quality machine is only one part of the equation; service and support carry equal weight. Customers need a dependable partner capable of sustaining their entire compressed‑air system throughout the complete lifecycle – from equipment selection, installation and commissioning, through to servicing, maintenance, rapid emergency response as well as rental offerings. This full‑service approach adds further value by giving customers a single point of contact for all their compressed‑air requirements, simplifying equipment management while cultivating long‑term partnerships.”

Located in Pinetown’s Westmead industrial hub, the KwaZulu‑Natal branch provides convenient access for customers across the greater Durban area. It offers a broad range of thoughtfully tailored solutions, from high‑quality diesel and electric air compressors to flexible short‑ and long‑term rental options that bridge breakdowns, shutdowns, production increases and temporary capacity requirements. Advanced air dryers and treatment equipment complement the compressor offering to further improve air quality, safeguarding downstream systems and production processes.

The KwaZulu‑Natal branch’s highly experienced technicians undertake complete new compressed‑air installations, encompassing full air‑line installation and modification services to integrate seamlessly with customers’ existing plant systems. The team also implements professional system upgrades and expansions of existing production facilities, delivering tailored solutions for customers seeking to increase capacity, enhance reliability or modernise their compressed‑air systems.

“One of the greatest advantages of the new KwaZulu‑Natal branch is our dedicated local presence,” asserts Jaco. “A compressor failure can interrupt production, disrupt delivery schedules and place immense pressure on operations. By harnessing local customer support, technical expertise, rapid response and rental solutions, we can deliver a faster, more flexible intervention when urgent assistance or additional capacity is required, significantly bolstering uptime for our valued customers. Our service portfolio also extends to preventative maintenance programmes and planned service schedules designed to amplify reliability, extend compressor life and mitigate the risk of unexpected breakdowns and resultant costly production stoppages. We further support customers with breakdown and technical interventions aimed at restoring production as quickly as possible when problems occur.”

The opening of the KwaZulu‑Natal branch underscores a long‑term commitment to the region’s industries and the people who drive them and opens a new pathway along Integrated Air Solutions’ full customer support journey. As the branch grows, the emphasis will remain firmly on the supply of quality equipment, and after-market service solutions, positioning Integrated Air Solutions as a trusted partner in supplying quality air, keeping production lines moving.                                                                                                                            

More info: www.air-solutions.co.za