An in-depth analysis of work management systems and associated challenges in the South African mining industry

The South African mining industry is one of the oldest and most economically significant sectors in the country, contributing ∼6% to the nation's nominal GDP and directly employing over 470,000 workers across gold, platinum group metals (PGMs), coal, diamonds, and other mineral commodities. The management of this large and diverse workforce presents unique challenges shaped by the intersection of geography, legislation, technology, culture, and history. This article investigates the current work management systems employed in the South African mining industry, examining how human resources are organised, scheduled, monitored, and developed. It argues that the existing scheduling frameworks remain predominantly production-driven and insufficiently integrated with fatigue science, socio-economic realities, and digital transformation, thereby constraining both safety performance and workforce sustainability. It explores the three dominant work management models, namely, site-based (office-based), hybrid, and emerging remote systems. It demonstrates that while physical extraction activities remain structurally site-bound, managerial, analytical, and technical roles are increasingly being decoupled from the mine site, reshaping accountability, supervision, and health-risk management. The article also addresses the profound social, economic, environmental, and regulatory dimensions of the mining workforce and work scheduling, with particular attention to the ongoing transformation of a sector deeply marked by its apartheid-era legacies.