Q1. Could you start by giving us a brief overview of your professional journey, particularly highlighting your experience in phosphate mining, mine planning, and leading Minecs Consulting in the MENA region?

I graduated as a mining engineer from a French mining school in 1982. Immediately after, I joined the Phosphate Company of Gafsa. Located in southern Tunisia, I was hired as the mining and planning engineer, responsible for implementing mining and mine planning designs for a new phosphate project. Subsequently, I moved to two other phosphate mines within the Phosphate Company of Gafsa. Altogether, I spent 10 years in the field as a mining and planning engineer at the Phosphate Company of Gafsa. Later, I was asked to join the General Mining Department in the ministry responsible for mining activities.

I worked there for nearly 20 years—specifically, 19 years—as Director of Development and Mineral Transformation Activities within the ministry, overseeing mining operations.

This included overseeing phosphate transformation and some metallic mining projects, whether focused on production or environmental considerations.
I retired at the age of 55 in 2011. Immediately afterward, I founded my own consulting company, Minecs, where I continue to work to this day.

Minecs is a consulting and training center focused on mining activities. It operates as a full-service exporter for international clients. We also collaborate with foreign consulting firms, and the business is progressing well.

 

Q2. The global phosphate industry is evolving rapidly due to rising agricultural demand and sustainability pressures. From your perspective, what are the key trends currently shaping the phosphate and broader mining sector?

The key trends currently shaping the phosphate and broader mining sectors are primarily technological. Recent technological advancements have played a significant role in evaluating and mining phosphate, a vital natural resource. Until a few years ago, it was not possible to beneficiate poor-quality phosphate. However, thanks to technological breakthroughs, some producers can now beneficiate even very poor-quality phosphate rock. Another key trend concerns environmental impact: the best technologies are those that allow us to process natural resources without harming people or the environment. A third important point relates to vertical integration, as demonstrated by some of my clients in Saudi Arabia. They are fully integrated, and the optimal position is to have access to raw materials and all necessary inputs.

Transforming phosphate rock into fertilizers requires not only phosphate but also sulfur and ammonia. In countries like Tunisia, we have only phosphate rock and must import both sulfur and ammonia, making it difficult to compete with fully integrated producers in Saudi Arabia, Russia, or the USA. This creates significant challenges, so we have to form partnerships with these utility producers. Another significant trend in phosphate and mining is sustainability.

Mining operations must establish clear boundaries, implement environmental policies, and ensure accountability for environmental impact. We must find solutions and operate responsibly to avoid harming the environment. The final key trend is the importance of strategic partnerships.

Producers cannot continue operations without considering the interests of their partners, especially when facing weaknesses, such as Tunisia's lack of certain resources.

For example, the absence of needed sulfur and ammonia, or high energy costs, makes strategic partnerships essential. These partnerships should primarily be formed with large consumers.

For example, we began partnering with India on a phosphoric acid project. Although there have been some challenges, I believe it was a good decision, as India is one of the largest importers of phosphoric acid. It is advantageous for phosphate producers like us to form partnerships with major consumers such as India.

These are, in my opinion, the main key trends shaping the industry.

 

Q3. Given your expertise in mine planning and feasibility studies, what technological advancements—such as data modeling, automation, or AI—are helping improve accuracy, efficiency, and safety in mining operations today?

There are several aspects to consider on this topic.

Firstly, technology plays a role before, during, and after mining. Before mining, during the exploration phase, remote sensing, for example, is vital. It is cost-effective and less expensive than drilling or coring. Remote sensing is also accurate and helps locate potential natural resources. It is also beneficial during exploration stages. Technological breakthroughs in rock and ore analysis, such as field-based XRF, provide immediate results. These allow for accurate on-site assessments of whether a deposit is mineable or worth extracting. This enables well-informed decision-making directly at the site. During production, there is also increased control. For certain metals or even phosphate rock, there is a concept known as the cut-off grade. The cut-off grade is the threshold above which rock is considered valuable and should be processed. Material below this grade is treated as waste and does not need to be transported to the processing plant.

Sometimes, automated analyzers on conveyor belts use image analysis to determine whether material is valuable or should be treated as waste. This technological advancement helps increase throughput at processing plants. Comminution and grinding are highly energy-intensive processes.

Comminution and grinding involve breaking rocks into smaller pieces. If the material is not worth processing, unnecessary energy costs can be avoided.
Immediate analysis helps determine whether such processing is necessary. There are also valuable technological tools to enhance safety on mining sites, such as systems for slope stability control and inspection.

Monitoring of tailings storage facilities (TSF) is also important. In underground mining, air quality and ventilation systems are crucial for worker safety. Additionally, controlling the ingress of underground water is essential. Recently, some developed countries have introduced unmanned mining vehicles operated by automation. These innovations not only reduce costs but, most importantly, enhance worker safety. Such technologies are highly advantageous, especially in harsh working conditions or environments with radioactive materials or hazardous gases.

Unmanned equipment can enable continued mining of valuable resources without endangering human workers. These are some of the key technological advancements shaping the industry today.

Real-time process control systems are also used in beneficiation plants to monitor and adjust operational parameters for optimal performance. They monitor all operational parameters and adjust processes to maximize plant throughput.

 

Q4. Many developing regions are focusing on value addition through mineral transformation rather than just raw extraction. How do you see this trend influencing the competitiveness and sustainability of mining economies like Tunisia and across Africa?

This question addresses the focus on value addition, a trend increasingly observed in many African countries. Authorities are halting the activities of some operators who fail to create sufficient local value. Maximizing added value from mining natural resources is a reasonable and important objective. However, several fundamental aspects must be considered: pursuing added value at the expense of the environment is unacceptable. Similarly, seeking added value without the necessary equipment, technology, or skilled workforce is not advisable.

There are several prerequisites that must be met before pursuing value addition. Attempting to add value without adequate funding or financing can backfire: external parties may step in, carry out the processing in your country, and leave behind environmental damage, while you gain little in cash flow or revenue. Therefore, it is essential to develop value addition capabilities locally and finance projects as much as possible with domestic resources. Building local expertise is also crucial—this should not rely solely on expatriates. Establishing mining schools, training centers, and developing technology, or partnering with those who possess the necessary expertise, are all vital steps for successful value addition.
Additionally, integration is important. You must have access to all necessary inputs and commodities to maximize the added value derived from your natural resources.

Finally, competitiveness is a key consideration. For example, if I manufacture phosphoric acid in Tunisia, I must ask myself whether I am as cost-effective as producers in Saudi Arabia. They have access to sulfur and petroleum, while Tunisia lacks these resources and faces higher energy costs. Therefore, it is important to identify appropriate and proximate markets to remain competitive; for instance, Libyan customers are geographically closer to Tunisia than to Saudi Arabia, which can provide a logistical advantage. These are the critical factors to consider when pursuing added value. In some cases, value addition can even become a burden rather than a benefit.

In some less developed African countries, value addition—such as gold beneficiation—may involve the use of mercury or cyanide. If operators are not careful, this can lead to pollution of underground aquifers and soil, resulting in catastrophic consequences. That concludes my response to the fourth question.

 

Q5. With your experience in both government and private consulting, what are some best practices or policy directions that can strengthen collaboration between regulators, investors, and mining operators?

Regarding best practices and policy directions, there are three primary stakeholders: regulators, investors, and operators. The most important principles are good governance, accountability, and transparency. Governance is the responsibility of regulators, who must maintain oversight and operate transparently. Accountability applies to all stakeholders—regulators, investors, and operators—who must act responsibly and cannot simply do as they please. Transparency is also essential.

All information should be available and visible to each stakeholder. Negative aspects of operations or figures related to exports and imports should not be concealed. In particular, operators must be both environmentally and socially responsible, remaining accountable to the environment and to neighboring communities. To ensure the system functions properly, clear and fair rules must be established—typically through a mining code. This code defines the procedures, roles, and responsibilities of the administration, investors, and operators, setting out the rules of the game.

 

Q6. Training and knowledge transfer are critical to maintaining high industry standards. Could you share your insights on how upskilling and technical education can prepare the next generation of mining professionals for an increasingly technology-driven industry?

In my opinion, training and knowledge transfer are essential to maintaining high standards in the mining industry. For example, at the mining school I attended in France, we had a small demonstration mine owned by the institution, where we were trained by retired professionals. They taught us practical skills such as working underground, handling wagons, managing ore and coal, and conducting mine blasts—skills that cannot be learned effectively from classroom teachers alone. This hands-on knowledge transfer from experienced practitioners is extremely important. Unfortunately, in many countries, schools focus only on theoretical knowledge and lack a practical component.

Educational institutions should therefore be open to collaboration with the professional sector, and vice versa. Whenever professionals encounter difficulties, require research, or have a thesis topic, they should engage with universities. There must be a symbiotic relationship between the academic and professional spheres.

The next generation must embrace advances such as artificial intelligence and new technologies like remote sensing. Today, it is possible for students in a classroom to virtually observe mining operations in Brazil or anywhere else. This type of networking and connection between industry, universities, and training centers should be encouraged, with barriers removed to promote positive exchanges between academia and operators. There are many more aspects to this topic, but overall, leveraging new developments can significantly enhance knowledge transfer and learning.

 

Q7. Finally, if investors were evaluating opportunities in the phosphate or mining transformation sectors, what key indicators or proof points would you suggest they look for to assess long-term viability and growth potential?

Investors are primarily focused on the returns from their activities, so it is important to create favorable conditions that facilitate their entry and operation.
If tax rates are too high, investors will leave. Therefore, the business environment must be attractive and conducive to investment. For example, public-private partnerships (PPPs) between the private sector and the government can be encouraging if the appropriate conditions are established.

Establishing clear and attractive rules can make investment activities much easier. This is a particularly sensitive issue in many countries. First and foremost, investors need to have confidence in the stability of the environment in which they plan to operate. Stability is critical.

This is especially true in Africa. The first priority is stability. The second is regulatory consistency—frequent changes in regulations can hinder the development of mining activities. Political and regulatory stability are both essential. In addition to regulatory stability, the presence of a skilled workforce is important. Third, proximity to infrastructure is crucial. Many large deposits are located in very remote areas, far from essential infrastructure such as highways, airports, and seaports.

The closer a project is to major infrastructure, the more advantageous and potentially profitable it will be. It is also important to be as close as possible to both customers and suppliers. Additionally, access to reliable energy sources and essential inputs is necessary for long-term success.