Engineer Everyjoy Ngomamiti, Congratulations on your appointment at Kavango! What was your initial reaction when you were offered the General Manager role?
Thanks for the thoughtful and wide-ranging questions — they really get to the heart of what this new chapter at Kavango means to me. Let’s dive in – When I got the call, I felt a mix of pride, responsibility, and excitement. Coming home to Zimbabwe to lead Kavango’s transition from exploration to full-scale production felt like a full-circle moment. After years in Australia and Tanzania, this was more than a job — it’s a mission. I was excited as I always wanted to come back home and work in Zimbabwe.
What are your immediate priorities in your first 90 days as General Manager?
Kavango is transitioning from an exploration company to a mining company. In the first 90days, I will mainly focus on the following
- Building relationships with all stakeholders
- Operational Audit – Understand the current production bottlenecks and opportunities at Hillside
- Team Alignment – Build trust with the workforce, assess skills, and begin shaping a high-performance culture, embedding a winning DNA on the team.
- Technology Integration – Begin implementing systems and softwares for mine planning and QAQC protocols.
- Production Ramp-Up – Set realistic, data-driven targets to scale from 30 tonnes/day to sustainable higher throughput by establishing SMART targets and success metrics for the project.
- Building processes and systems,
You’ve implemented production ramp-up strategies in the past. What lessons from Bulyanhulu and Meekatharra do you intend to apply at Kavango?
Ramp up the need for detailed planning, coordination, and execution, including agility in decision-making and effective collaboration between stakeholders. All stakeholders need to understand the plan, maintaining clear communication lines. Once the team understand the objective and takes ownership, ramping up is easy. Most ramp-up plans fail as teams tend to work in silos.
At Kavango, I will ensure that we work as a team – ONE TEAM, ONE VISION approach
Create and implement a robust operational planning process which covers all site stakeholders’ full participation and inputs, must have a detailed risk assessment of the plan, clearly show historical performance and outlook, and validation of the plan against outputs.
You’ve significantly reduced stope dilution using technology. What role do you see technology playing at Kavango Mine?
I am sure that at Kavango, we will be able to adopt some of the things we implemented At Bulyanhulu, to reduce stope dilution by
- Technology – making use of the Minnovare production Optimiser.
- Data analytics using downhole survey to understand the hole deviation trends, and also looking at geotechnical data.
- Upskilling of the drillers’ skills.
- Transition from ANFO to emulsion, which enabled controlling of the energy with was getting into the ground.
With your experience in both long-hole and air-leg mining, how do you decide the optimal mining method for a given orebody?
It’s all about orebody geometry, ground conditions, and economics. Long-hole mining is efficient for steep, thick orebodies, while air-leg mining offers selectivity in narrow veins. At Kavango, we’ll likely use a hybrid approach, mechanised where possible, selective where necessary.
Judging from our news article, many people are thrilled to hear you are coming back home to lead a new mine. For the sake of those who would want to be part of Kavango, what’s your approach to building high-performance technical and operational teams?
I will focus on having SMART goals, strong, honest and transparent communication to cultivate a culture of trust, collaboration, and accountability, where team members feel empowered to contribute their best work.
- Mentorship Culture – Recruiting and Developing the right talent by looking for individuals with not only the necessary technical skills but also the right cultural fit and a growth mindset. Will also invest in continuous learning and development to keep the team’s skills sharp and up-to-date.
- Ownership Mindset – From the pit to the plant, we all own the outcome. Delegate tasks and responsibilities effectively, giving team members autonomy and decision-making authority within their roles, providing opportunities for team members to take ownership of their work and contribute to problem-solving.
- Responsibility and Accountability Mindset – We do what we say, own our decisions, actions, performance and we are empowered to make choices and learn from our experiences.
- Prioritise Well-being and Work-Life Balance by promoting a healthy work-life balance to prevent burnout and maintain high levels of motivation and productivity. High performance is not sustainable without attention to team members’ well-being.
What are the biggest operational innovations you’ve introduced in your career so far, and how did they impact production?
During the transition from bottom-up to top-down mining sequence at Bulyanhulu, the biggest challenge was how to paste fill blind stopes. Coming up with a way for same-level filling was really a big win for the operations. I also then introduced stope opening by smashing against, which took away the need to drill long hole rises, thereby reducing stope opening times and increasing stope tonnes/drill metre.
Eng Everyjoy Ngomamiti, you managed over $26M in capital projects at Bulyanhulu. What’s your process for ensuring projects are delivered on time and within budget?
- Front-end loading – 80% of success is in planning. This included clearly defining project scope and objectives, creating detailed project plans, allocating resources effectively, establishing clear communication channels, proactively managing risks, monitoring progress, and adapting to changes as needed
- Stakeholder alignment – From procurement to operations, everyone’s on the same page. Implemented a clear and consistent communication protocol, keeping all stakeholders informed of progress, challenges, and changes
- Weekly dashboards – Real-time tracking of cost, schedule, and scope.
How do you see the future of underground mining evolving in Africa, and where does Kavango Mine fit into that future?
Africa has the geology — now we need to match it with modern methods through increased automation, technological advancements, and a focus on sustainability. Kavango is positioned to be a model mid-tier operation in Zimbabwe, showcasing how productivity and efficiency of mechanised mining, a move towards more technologically advanced, sustainable, and economically beneficial operations.
What’s your outlook on Zimbabwe’s mining sector and its global competitiveness?
Zimbabwe has world-class geology and a skilled workforce. With the right policy stability and investment in infrastructure, it can absolutely compete globally. Kavango’s success will be proof of that. While there are challenges like power shortages and fluctuating commodity prices, the sector’s overall trajectory remains promising, with the potential to further solidify Zimbabwe’s position as a key player in the global mining market. Continued focus on addressing challenges and leveraging its mineral wealth will be crucial for realizing the sector’s full potential and enhancing its global competitiveness.
If you could change one misconception about mining in Africa, what would it be?
One common misconception about mining in Africa is that it is inherently unethical and exploitative. In reality, while challenges exist, many mining companies are working to improve their practices, prioritise community development, and invest in sustainable mining technologies. Kavango is pioneering this by training local miners on sustainable mining practices.
There was a recent post whereby a Mine needed a Managing Director who has an Engineering degree, preferably from outside of Zimbabwe. As an experienced mine and UZ graduate, what’s your honest opinion on Zim-educated Mining Engineers?
As a proud UZ graduate, I’ll say this: Zimbabwean engineers are among the most adaptable and technically sound professionals I’ve worked with globally. What we sometimes lack in exposure, we make up for in grit, problem-solving, and a hunger to learn. The idea that a foreign degree is inherently superior is outdated.
Any parting words?
Kavango isn’t just building a mine — we’re building a legacy. One that proves Zimbabwe can lead in modern, responsible, and profitable mining. I’m honoured to be part of that journey.
This interview first appeared in the Mining Zimbabwe Magazine edition 81 on page 34
