Training is key to transition mines to underground operations

At the beginning of this decade, underground mining activities accounted for around 40% of global mining operations. Today, GlobalData estimates there are at least 2,294 underground mines in operation around the globe.

However, as mines grapple with tighter regulations and the unrelenting push to source and supply the critical minerals needed to meet energy transition goals, that number will likely grow, and the balance will no doubt shift towards even more sub-surface explorations. As it does, it will take increasing numbers of the tens of million-strong (a conservative estimate) mining workforce with it.

One of the biggest drivers of underground mining is the natural progression of open-pit mines as they approach the end of their productive life. As mining companies recognise the demise of accessible materials from their open-pit operations, they begin to consider what next. That move is a complex operation, which can often take several years to complete. Beginning with a feasibility study, these conversions go through numerous stages even before they get the green light.

This year, what is said to be the world’s most valuable diamond mine embarked on this process. The Jwaneng Underground Project, owned by Debswana, a joint partnership between De Beers Group and the Government of the Republic of Botswana, received investment of around $1bn (P13.6bn) for the Exploration Access Development Phase after a promising feasibility study.

Having been operational since the early 1980s, Jwaneng currently directly employs 2,100 people, with a further 3,200 contractors. Speaking at the time of the news, De Beers Group CEO and Debswana deputy board chairman Al Cook said the project would create new value for investors, bring new technology to the country and create new skills for its workforce.

Cultural shift needed as workers transition to underground mining

Among the extensive planning and preparatory work needed before a mine can move underground, comprehensive retraining and reskilling programmes for workers are vital if it is to be successful and safe.

Danko Morales Garrido says a “cultural shift” is needed if miners are to move into an environment that is unfamiliar at best. The underground director of mining services provider Enaex Chile says specialised and comprehensive training across several area is crucial to prepare for the complexities of underground mining.

These challenges are unique to underground operations that have been transitioned from an open-pit site.

Morales Garrido says: “The presence of an open pit causes the rock mass to react differently during underground mining operations. This leads to significant differences in mine operation, engineering, designs, and the volumes of ore and waste to be removed.”

One example of the differences is mineralisation: in open-pit mining, geological analysis focuses on the surface layer, whereas underground mineralised bodies should be modelled with special attention to rock fracture risks.

“Similarly, in open-pit operations ground stability management tends to be simpler, whereas in underground mining advanced geotechnical skills are often required for tunnel design and support systems to ensure stability,” he says.

Ventilation is also a key concern thanks to the risk of toxic gas accumulation. For these reasons geology and geotechnics training, the evaluation of deep deposits, rock stability and support systems are all important.

Drilling and blasting knowledge is also essential to help understand optimal rock fragmentation while minimising damage to the mine, as is an understanding of the design and maintenance of ventilation systems.

Other areas for particular attention include the use of personal protective equipment, evacuation procedures, fire prevention protocols, water and flood management and the maintenance of underground drainage and filtration systems. Training is also needed in the operation and maintenance of underground equipment and specialised machinery.

Comprehensive and continuous approach to training is vital

Given the cultural shift Morales Garrido speaks of, and the specialised training that is required, it is little wonder the issue of reskilling miners garners such interest.

International mining consultancy and services provider AMC Consulting has previously said underground and above-ground mining are two “very different beasts”, with underground having its own set of occupational health and safety requirements.

Unison Mining Consulting has also cautioned: “To facilitate a successful transition, companies who retain their workforce will need to invest in comprehensive workforce training to operate underground mines safely.”

Offering some practical advice on how to support open-pit personnel as they move underground, Morales Garrido suggests that capitalising on the skills among the existing workforce is important. Teaming those new to the underground environment with colleagues who have experience is helpful to ensure operations continue while on-the-job training is delivered.

However, training staff to be competent as they embark on their new role is just the beginning, he believes. Thanks to ever-changing underground mine conditions and the advances in technology, training must be continuous. The transition to more advanced and automated underground mining operations is presenting significant challenges in employee development, particularly in terms of adapting to new technologies, changing roles and managing safety, regardless of how experienced miners are.

However, for former open-pit crew this is even more imperative. “The technological component and the capabilities of the workforce have been key aspects in this transformation process, as workers must acquire new skills to face the new ways of working required by underground operations, after spending much of their careers in open-pit mining,” says Morales Garrido.

The role of simulators in underground operator training

Technology can help train the workforce as they transition from open-pit to underground operations. One example Morales Garrido gives is underground mining simulators – which have been a growing in popularity for some time – that enable workers to be trained without the inherent risks of real operations. Through the creation of virtual environments that replicate the exact underground conditions, the training and skill “conversion process” can be accelerated, he says.

Training and workforce development solutions provider Immersive Technologies (IT), which launched a new underground mining simulation platform, IM360+, at MINExpo earlier this year, recently told Mining Technology that the device provides a level of sensory immersion and realism that is “unmatched” in the underground training space, “making it an ideal solution for operations involving mixed mining activities, or those transitioning between different types of mining”.

During the conversation, IT also highlighted the growing pressure faced in the current training environment: “Demand for training has been on the rise for several reasons. Globally, many mining hubs are experiencing skills shortages, making training a persistent challenge in the industry.”

Addressing the skills shortage in mining

To address the skills shortage mining faces, Morales Garrido says a social trend he has noted is a preference for local labour, making it necessary to train citizens from mining communities.

“One way to enhance skills early on has been through intensive collaboration with technical high schools in the region,” he says, “addressing labour requirements and promoting academic offerings.”

It is well documented that an ageing workforce, new technologies and the impact they have on role complexity, and the emerging need to hire and develop talent from other industries have combined to stretch the available global talent pool. This has made training perhaps more important now than it ever has been. With mining operations increasingly heading underground, the need to train will only grow.

Morales Garrido says the transition to underground mining – driven by deeper mineralised bodies, geotechnical risk, lower ore grades, declining mineral prices, high transportation costs and the complexity of extraction in certain geological areas – presents the industry with many challenges. However, they can, he believes, be overcome through a comprehensive approach to continuous training, change management programmes, the use of simulation technologies and investment in digital training infrastructure.

“By addressing these challenges,” he concludes, “companies can prepare their workforce to be more competent, safe and efficient in an increasingly technological mining environment.” As it seems the move towards training, particularly the reskilling of what was once an open-pit workforce, is only going in one direction, preparation is key.

“Globally, underground mining is emerging as a viable alternative to meet the growing demand for minerals,” he adds.

With the demand for more underground operations comes the demand for more training. It has been said many times before, but for mining is has likely never been more imperative – if you fail to prepare, you must prepare to fail.