Academic literature on the topic 'Zimbabwe Mining Development Corporation – Management'

The growing application of data mining to boost corporate profits is raising many ethical concerns especially with regards to privacy. The volume and type of personal information that is accessible to corporations these days is far greater than in the past. This causes many consumers to be greatly concerned about potential violations of their privacy by current data collection and data mining techniques and practices. The purpose of this study is to identify the ethical issues associated with data mining and the potential risks to a corporation that is believed to be operating in an unethical manner. The paper reviewed the relevant ethical policies and proposed ten data mining systems development practices that can be incorporated into a software development lifecycle to prevent these risks from materializing.

Knowledge is a very crucial resource to promote economic development and society progress which includes facts, information, descriptions, or skills acquired through experience or education. With knowledge has being increasingly prominent, knowledge management has become important measure for the core competences promotion of a corporation. The paper begins with knowledge managements definition, and studies the process of knowledge discovery from databases (KDD),data mining techniques and SECI(Socialization, Externalization, Combination, Internalization) model of knowledge dimensions. Finally, a simple knowledge management prototype system was proposed which based on the KDD and data mining.

From the beginning of the 21st century, knowledge exchange between Poland and Vietnam in mining and geology has been focusing in technology, education and training. Since years, Polish academic and commercial partners have been developing a close collaboration with Vietnam National Coal – Mineral Industries Holding Corporation Limited. Major outcomes of the collaboration are installations and operation of mining equipments and machines in Vietnamese mining companies, and excellent training programs for graduate and post graduate students and mining staff for both countries, etc. From aspects of knowledge management in globalization, the article highlights the outstanding outcomes of knowledge exchanges between the two countries, outlines cultural and economic challenges for the exchange and proposes some improvement in the future.

Damodar River basin is one of the most important river basins in India. The rich natural resource base of the basin in terms of coal, minerals, forests and fertile agricultural lands have supported livelihood of millions of people over centuries. The Damodar basin morphology character causes frequent flooding in the lower catchment during monsoon. Over the centuries this natural disaster severely affects the life and property of the lower catchment. Presence of coal and minerals initiated mining and industrialisation in the basin since last 150 years. Damodar Valley Corporation was formed in 1948 to manage water resources and sustainable development of the basin. But DVC at present became a large power corporate with little role for basin management. The fast unplanned economic development with rapid urbanisation is damaging the Damodar River ecosystem. This in turn affects the life and livelihood of large number of people in the basin. A new basin management strategy needs to be adopted in the present situation to save the river and the people of the basin area from the imminent environmental disasters. JEL Classification: Q56

This article reports on a study that assessed the organisational learning activities for the purposes of retaining critical knowledge in three Southern African Development Community (SADC) public broadcasting organisations. The article reports the partial findings of a doctoral study that focused on analysing the knowledge retention strategies in three public broadcasting corporations, namely, the South African Broadcasting Corporation (SABC), Department of Broadcasting Services (DBS) and Zimbabwe Broadcasting Corporation (ZBC), in the SADC. The aim of the study was to establish how organisational learning strategy captured and retained knowledge in these public broadcasting corporations. A structured self-administered survey questionnaire was used to purposively sample 162 professionals and managers in the three organisations. The study concluded that through organisational learning the three public broadcasting organisations captured and retained knowledge but were limited by the lack of knowledge management officials. The study recommends the establishment of knowledge officers’ posts to manage the organisational knowledge and to implement sound mentorship programmes to assist learning in these organisations. While the Human Resources (HR) departments may be managing the training of individuals as a way of acquiring knowledge, the study further recommends that the management should provide HR with more funds to improve the learning culture that allows for innovation, continuous knowledge creation and transformation.

<div><p><em>This research sets out to unravel the history of Lennox Mine from its inception in 1970 tracing the contribution of the mine to the economic development of Zimbabwe from its colonial beginnings up to the current period when the new visionary owner, Honourable Gandiwa Moyo, Deputy Minister of Mines who inherited a dysfunctional mining enterprise set it on course again as a pillar for economic production, under the erstwhile management of the Lennox General Mine Manager, Edgar Mashindi. The research seeks to explore how the mine management, operating under harsh economic conditions prevailing in Zimbabwe has empowered African entrepreneurs and employees and resuscitated life to the dying town of Mashava. Mashava is back on its former footing as a lively booming bedroom town of Masvingo City, forty kilometres away: supermarkets, bars, salons, housing projects, new shops are sprouting up once again as Mashava claims its proud place as a gold producing enclave of the Zimbabwean economy. Hundreds of unemployed youths from all over Zimbabwe have descended on Mashava, seeking employment and investment opportunities resulting in an unprecedented economic boom which is being felt country wide. Only recently hordes of flea female market traders opened shop at Mashava to sell clothes, shoes, household furniture and related paraphernalia to local residents and they reported that business was excellent and confirmed business plans to return every month end to sell their wares. A few years back Mashava was an abandoned mining town with all services shut down after the Capitalist oligarchic organization which owned Mashava ceased all operations and expropriated capital to Australia and Europe and started out new commercial ventures in those respective European countries. The Zimbabwean Electricity Supply Association [ZESA] shut down electricity supplies to Lennox Mine after the mine incurred a debt of close to a quarter of a million. Today, Lennox has agreed on a payment plan and electricity has been reopened triggering high gold productivity as the mine returns to its normal production levels.</em></p></div>

In a report issued in 1994, the Jenkins Committee advocated the integration of managerial statistics, which could be used to assess the efficiency and effectiveness of a firm's management, into financial statements. This study traces the development, and subsequent demise, of similar managerial information within the financial statements of the Quincy Mining Company in the nineteenth century. Two contemporary models for financial disclosure are developed for comparative purposes and it is concluded that the Quincy Mining Company intentionally restricted the information available to shareholders. By clarifying the disclosure practices of a single firm in an unregulated environment, this study provides insights to the origins of modern financial reporting.

Goldmining contributes substantially to the Gross Domestic Product (GDP) of the Zimbabwean economy through revenue generated from exports, however it also incurred numerous challenges to the environment. Amongst others, these challenges embody ecological degradation; water and air pollution; and depletion of natural resources. In this paper, we establish the effects of mining operations on the environment through a comprehensive literature review, and how the integration of environmental management accounting practices (EMAPs) such as material flow cost accounting (MFCA), life cycle costing (LCC), and activity-based costing (ABC) could be integrated into a conceptual framework to address environmental challenges. EMAPs were chosen as they generate both physical and monetary data, which could promote transparency in material usage within the goldmining sector. Our analyses revealed a substantial body of literature on separate and individual EMAPs, yet very little was found on the integration of EMAPs. The main contribution of this work is the development of an integrated conceptual EMAPs framework on the strength of sets of qualitative propositions, aimed at promoting green goldmining for Zimbabwe as a developing economy. Future work would involve the validation of the framework among key stakeholders in the Zimbabwean goldmining industry.

Thesis (MPA)--Stellenbosch University, 2014.
ENGLISH ABSTRACT: The aim of this research was to investigate the challenges to effective strategy implementation at the Zimbabwe Mining Development Corporation (ZMDC). Strategic planning is argued to have overshadowed the area of actual strategic implementation. Organisations put a lot of effort into drafting good plans, but do not put equal effort into their realisation. It was assumed that there is a big gap between strategic planning and implementation. This is what drove the researcher to go into the field and explore the situation at the ZMDC in greater depth in a bid to bridge the gap through research on the subject matter. Literature on strategy and strategy implementation was analysed critically. The research was guided by the post-positivism research philosophy. This research paradigm enabled the use of qualitative methods, which facilitated the interaction with respondents. The case study research design was adopted, as the research sought to discover the impediments to strategy implementation and the best way forward in turning the strategies on paper into action. The major findings were that there indeed were loopholes in strategy implementation at the ZMDC. The challenges to the strategy implementation process at the ZMDC were noted to be poor delegation, lack of training and development, poor ethical values, limited resources, low motivation of employees, poor communication and coordination, lack of control and poor teamwork. The organisation was noted to have deficient communication processes, which contributed to the challenges facing strategy implementation. The findings brought to light the fact that strategic planning starts with the executive management, hence the need for their commitment to owning the entire process of strategic planning and execution. The study revealed limited involvement of staff in the initial stages of developing strategy. In order to enhance the implementation of strategies, it was recommended that motivational leadership at the ZMDC had to be ensured. Leadership, ownership and drive are required to compete effectively and to deliver growth. Management should adopt the „Strategy into Action‟ planning approach, charting a course through performance factors, linking strategic thrusts to projects, as well as departmental and individual activity, with the ultimate goal being to enable the ZMDC to effectively translate strategic goals into results in a clear and inclusive process. To turn strategic desires into action that drives results, the ZMDC leaders need to develop strategic thrusts and broad-based action plans, putting the vision to light, and picturing to everyone what would be viewed as strategic success and what it takes to achieve and measure the desired outcomes.
AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing was om ondersoek in te stel na die uitdagings vir doeltreffende strategie-implementering by die Zimbabwe Mining Development Corporation (ZMDC). Daar word aangevoer dat strategiese beplanning wesenlike strategiese implementering oorskadu. Organisasies werk hard aan die opstel van goeie planne, maar werk nie ewe hard aan die verwesenliking daarvan nie. Die aanname is gemaak dat daar ʼn groot gaping tussen strategiese beplanning en implementering is. Dit het die navorser aangemoedig om die situasie by ZMDC prakties en op diepgaande wyse te ondersoek ten einde hierdie gaping deur navorsing oor die onderwerp te oorbrug. Die literatuur oor strategie en strategie-implementering is krities ontleed. Die navorsing is gerig deur ʼn post-positivisme-navorsingsfilosofie. Hierdie navorsingsparadigma het die gebruik van kwalitatiewe metodes moontlik gemaak, wat interaksie met die respondente in die hand gewerk het. ʼn Gevallestudie-navorsingsontwerp is gebruik, aangesien die doel van die navorsing was om die struikelblokke tot strategie-implementering en die beste pad vorentoe om strategie op papier in aksie oor te skakel, te bepaal. Die vernaamste bevindings was dat daar wel skuiwergate in strategie-implementering by ZMDC is. Die uitdagings rakende die strategie-implementeringsproses by ZMDC is geïdentifiseer as swak delegering, gebrek aan opleiding en ontwikkeling, swak etiese waardes, beperkte hulpbronne, lae motivering van werknemers, swak kommunikasie en koördinering, gebrek aan beheer en swak spanwerk. Daar is gemerk dat die organisasie gebrekkige kommunikasieprosesse het, wat tot die uitdagings vir strategie-implementering bydra. Die bevindings het aan die lig gebring dat strategiese beplanning by die uitvoerende bestuur begin, en dus is hul toewyding tot eienaarskap van die algehele strategiese beplannings- en uitvoeringsproses noodsaaklik. Die studie het beperkte betrokkenheid van personeel by die aanvanklike fases van strategie-ontwikkeling getoon. Ten einde die implementering van strategieë te bevorder, is die aanbeveling om motiveringsleierskap by ZMDC te verseker. Leierskap, eienaarskap en dryfkrag is nodig om doeltreffend mee te ding en te groei. Die bestuur moet die beplanningsbenadering van „Strategie in Aksie‟ aanneem, wat die weg deur prestasiefaktore aantoon en strategiese dryfkragte aan projekte asook aan departementele en individuele aktiwiteit koppel. Die uiteindelike doelwit is om ZMDC in staat te stel om strategiese doelwitte doeltreffend in ʼn duidelike en insluitende proses in resultate om te skakel. Ten einde strategiese strewes in aksie wat resultate lewer om te skakel, moet ZMDC se leiers strategiese dryfkragte en breedgebaseerde aksieplanne ontwikkel, waardeur die visie duidelik gemaak word en almal duidelikheid het oor wat as strategiese sukses beskou word en wat dit verg om die gewenste uitkomste te bereik en te meet.

This thesis examines historical and contemporary artisanal and small-scale gold mining (ASGM) in Kadoma-Chakari, Zimbabwe in order to identify effective strategies to reduce mercury loss and exposure and to increase miners’ incomes by improving gold recoveries. Cyanidation of mercury-rich tailings and the use of nitric acid to leach mercury from cathode sludge and amalgams are identified as significant pathways for losses of mercury into the environment in Zimbabwe. Indirect evidence suggests that as much as 90% of the mercury contained in amalgamation tailings at mills in Kadoma-Chakari is dissolved during passive vat cyanidation. Mercury traps placed after copper amalgamation plates and centrifuges could reduce the amount of mercury subjected to cyanidation, but mercury can be kept out of cyanidation circuits altogether by replacing whole ore amalgamation with vinyl loop carpets. The optimal cyanide concentration for passive vat leaching is between 0.1 to 0.15%. Better management of nitric acid waste solutions can also significantly reduce mercury losses. The current political and socio-economic crisis significantly limits the effectiveness of ASGM programs in Zimbabwe. Nevertheless, strategies for more effective management of ASGM interventions are suggested by a review of the history of didactic theatre (Theatre for Development) in Africa. Theatre used as an awareness building tool is exemplified by “Nakai”, a drama produced in Kadoma-Chakari to increase knowledge of the hazards of mercury use. Theatre can also be a means to ensure horizontal communication between donors and project beneficiaries if it is used to stimulate discussions that give communities a real voice in development programs. It is proposed that community participation in project design, implementation and evaluation increases the likelihood of project success and sustainability because community-identified problems and solutions are more realistic than those defined by donors, and because community “buy in” and ownership increases pressure on project administrators to deliver the services communities need.

This article seeks to understand how a family enterprise was structured and positioned and grew into a successful global mining house. The focus is on how talent was managed drawing ontology from the mining industry founded in 1873 in South Africa by British and Dutch colonists. The founding families are those of Deidrick and Johannes De Beer, Alfred Beit, Cecil Rhodes, Nathaniel Rothschild and Ernest Oppenheimer. The De Beer brothers sold out to Cecil Rhodes and his partners and the business was, amalgamated later with Anglo American Corporation. The business arrangement continued for four generations under the direction of the Oppenheimer family who were apprenticed by excellent craftsmen in the diamond trade, and educated in finance economics and law from Europe's best business schools, and a conducive segregated political environment which ended in a US Supreme Court judgment in 2012. However, the Oppenheimers nurtured the mining house to a successful international mining business that employs more than 20 000 people around the world today.

Early Intervention and Local Content Optimization Esso Exploration and Production Guyana Limited ("ExxonMobil"), an affiliate of Exxon Mobil Corporation, and its co-venturers Hess Guyana Exploration Limited and CNOOC Petroleum Guyana Limited, discovered oil in the Stabroek block offshore Guyana during the first half of 2015. The success of safely drilling their first well (Liza-1), followed a history of 40 dry holes in the Guiana Basin prior to ExxonMobil beginning ultra-deepwater oil and gas exploration in 2008 (Varga et al. 2021). Guyana, with a small population of 750,000, was primarily economically focused on agriculture, manufacturing, and the mining of bauxite and gold. ExxonMobil identified the need for an early, focused, coordinated, and long-lasting approach to local content planning to provide tangible results for Guyana. Developing local businesses to actively participate in the industry and enter the supply chain while raising awareness of how the oil and gas industry operates was paramount, as was managing expectations of the Guyanese government and populace about local content. ExxonMobil recognized that the established mining sector in Guyana had the potential to provide a base of local suppliers able to transition into the emerging oil and gas sector. It subsequently undertook a number of assessments and studies on the local economy to further understand the local context. The finding of these assessments highlighted that most Guyanese companies were operating in the small local economy or working within the Caribbean region, limiting their exposure to international standards and providing little impetus to become globally competitive. Despite having technical competencies that could be utilized in the oil and gas industry, shortfalls were apparent in the areas of auditable systems, business processes, quality assurance, and safety. Closing the gaps would take time and investment, and a shift in culture in some parts. An internal assessment of ExxonMobil's supplier development programs was conducted, and a Guyana supplier development program was developed by drawing from best practices around the globe. ExxonMobil, with the support of its Stabroek Block co-venturers, took a proactive decision and devised a plan to engage an independent third party to run a "fit for purpose" enterprise development centre (EDC) to support the technical development in country through local content prior to final investment decision (FID). In order to be equipped to provide early roll out of local content development, and 6 months before FID for Liza 1, ExxonMobil released a Request for Proposal (RFP). Bidders were invited to submit proposals on how the EDC would function "fit for purpose" and compliment rather than compete with current Guyanese activities and vendors. The successful bidder, DAI Global LLC (DAI), had a proven track record of international socioeconomic project successes and was selected to form a unique and collaborative, strategic relationship with ExxonMobil. Although DAI had previous experience in nascent markets, the challenge in Guyana was to expand the Guyanese supplier base into a new sector. The global experience of both ExxonMobil and DAI worked in tandem to produce a flexible management structure with the capability to adapt to the ensuing exploration successes and expanding industry needs. Both short and long term programs would be utilized to engage businesses for the changing needs of businesses during varying developmental stages. Additionally, ExxonMobil's foresight to incorporate local content requirements and contractual use of the centre into prime contractor contracts provided support for the long-term viability of the EDC. The EDC established in Guyana was named The Centre for Local Business Development (Centre). The Centre design provides a supportive environment where seeking and acquiring information about the oil and gas sector is a comfortable experience. Inclusive of classrooms, meeting spaces, offices, and networking areas, the Centre sponsors engaging programs and provides mentorship for companies entering the industy. Drawing upon studies and data to drive the content and focus of its programs, the Centre addresses relevant needs in the business community. For example, a DAI baseline study on the international competitiveness of local businesses showed that two-thirds of Guyanese businesses were not internationally competitive and needed support with basic business systems (e.g. financial management, supply chain management and human resources). Other stakeholder focus group studies conducted by ExxonMobil determined that there was a lack of foundational knowledge about the oil and gas sector. Having access to this research pre-FID allowed for a head start on planning and enabled the implementation of a work program just 3 months after the Centre's opening.