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An insight into platinum mining

Processing platinum ore into metallic powder is a highly complex task

It requires a huge amount of machinery and energy, and efficiency improvements can result in significant cost savings. Tim Probert visits the recently commissioned Mogalakwena North platinum mine in South Africa to find out how Anglo American has improved output at the largest single stream platinum concentrator in the world.

Platreef ore is tough stuff. Very hard and variable. If it was not the largest source of platinum group metals (PGM) in the world, it would perhaps be better left alone.

The Platreef is part of northern South Africa’s Bushveld Complex, which also contains the Merensky Reef and the Upper Group 2 Reef. Unlike the other reefs, which are narrow, usually less than one metre thick and mined underground, open-pit methods are used to mine the Platreef, which varies between five and 90 m in thickness.Picture_2_of_the_Mogalakwena_Mine_in_Limpopo_province_South_Africa._Copyright_ABB._Feed_silo_and_conveyor_belt

Anglo Platinum has been mining platinum at Mogalakwena, formerly named Potgietersrust, since 1993. Mining Platreef platinum ore at Mogalakwena, 320 km north of Johannesburg, is easy. Daily blasts at the open-cast mine break open the Platreef to extract the ore. Then the hard work of processing this metres-thick rock into millimetres-thin metallic powder begins.

Most of the work is performed at a concentrator, usually sited adjacent to a platinum mine. Concentrating reduces the volume of ore requiring expensive pyrometallurgical processes at the smelters and refineries to separate the individual metals. In order to concentrate the material, the platinum ore is by turn crushed, milled and then chemically treated to separate the precious metals from dust and other waste products.

Other precious metals like gold, copper and nickel talk about concentration in ores in percentages, but for platinum it is in parts per million.  Furthermore, the concentration of platinum, or head grade, in Platreef ore is significantly lower than other South African reefs; it varies anywhere between 2.2 and 3.5 grammes/tonne, compared to the five grammes/tonne typical of the Marensky reef near Rustenburg. Based on a typical conversion rate of 25 per cent, it requires a staggering 40 tonnes of Platreef ore to produce just one ounce of platinum.

New pit and concentrator
In 2006, with the original Sandsloot pit approaching the end of its life, Anglo American, owners of Anglo Platinum, decided to invest in a new pit and concentrator, named Mogalakwena North. Anglo Platinum designed the concentrator to be the world’s largest single stream platinum concentrator, with an ore processing capacity of 600,000 tonnes per month.

In order to achieve such a high capacity with a high-risk, single stream plant, ie all the ore undergoes primary milling and then secondary milling in sequence, Anglo Platinum required some ground-breaking technology. Having suffered throughput problems due to the extreme hardness and variable quality of Platreef ore, Anglo Platinum explored methods to improve its platinum recovery rate and operational efficiency with the new facility at Mogalakwena North.

Picture_3_of_the_Mogalakwena_Mine_Copyright_ABB._Platinum_ore_is_conveyed_from_the_feed_silos_to_the_primary_crusherUltimately, Anglo Platinum decided against the traditional four-stage crushing process used at its other concentrators and instead took the bold decision to replace the third and fourth crushing stages with a high pressure grinding roll (HPGR) crusher. Usually the preserve of copper mining, this was the first time that an HPGR crusher had ever been utilised in platinum mining.

Anglo Platinum claims several other firsts for Mogalakwena North, which was commissioned in 2009. The plant is running between 900 and 1,000 tonnes of ore per hour into the mill, a world best for platinum, according to section engineering manager Natalie Fourie. Mogalakwena North also has the biggest primary gyratory crusher in the world, weighing 480 tonnes with an 18 m diameter and 1 MW motor.

The concentrator also sees the first use by Anglo Platinum of gearless mill drives (GMD), in this instance made by Swiss engineering firm ABB. The drives are powered by a 17.5 MW motor, five times a similarly-sized throughput mill, says Fourie.

At a diameter of eight metres, Mogalakwena North’s GMDs were the largest installed in the world, but they have since been superseded by a 12 m diameter drive in Australia. Mogalakwena North also has the biggest single stream centrifugal blower installation in Africa and the biggest mill discharge pumps in South Africa.

Concentrating process
The freshly-blasted rock is loaded by gigantic hydraulic shovels, again the world’s largest, onto trucks for transport to the primary crusher. All material tipped directly from the trucks into the primary crusher has to be smaller than one square metre. Material from the primary crusher goes through secondary crushing until it is less than 65 mm thick.

From there the ore goes through tertiary crushing via the aforementioned HPGR crusher supplied by ThyssenKrupp Polysius. Unlike normal jaw crushers that strike the rock or cone crushers which rotate, HPGRs utilise two, 100 tonne rolls adorned with studs 25 mm in diameter and 35 mm in length.Picture_of_a_concentrator_at_the_Mogalakwena_Mine_in_Limpopo_province_South_Africa._Primary_mill._Copyright_ABB

The rolls, each powered by a 2.8 MW motor, turn at 20 rpm, with one fixed in position while the other moves horizontally to adjust the gap. The crushing force is exerted hydraulically on the moving roll, with pressurised nitrogen acting as a spring. The initial gap is set to accept the largest particle size in the feed and thereafter the pressure is adjusted hydraulically to maintain interparticle crushing in the area between the rolls.

Fourie said the HPGR is working extremely well. “It gives a very fine product that gives us a lot more flexibility in milling,” she said. “A normal tertiary crusher would not be able to reduce the size of the ore to just eight millimetres.”

Fourie said the novel usage of an HPGR crusher for platinum concentrating has not been without problems. “The HPGR is a highly sophisticated machine that has a great deal of interlocks. When it decides not to play nicely, I have sleepless nights. If the rolls are not exactly parallel or the pressures are not exactly equal, the machine will simply refuse to start up.”

Due to various problems at Mogolakwena North, including frequent ore conveyor belt breakdowns, problems with the GMDs and HPGR crusher, it has taken Anglo Platinum nearly three years to achieve the plant’s stated throughput capacity of 600,000 tonnes per month.

“Few engineers contracted to work with Amplats have experience of GMDs or HPGRs. But if I have a problem with a conveyor belt, I can call 20 people,” said Fourie. “If we have a problem with an HPGR, I have to get hold of the original equipment manufacturer (OEM). As this is the first utilisation of HPGRs with hard rock mining, the OEM is also going through a learning process. It’s a lesson learned for the whole of Anglo American. We now get visitors from Anglo American engineers from around the world to learn how to use an HPGR.”

From the HPGR crusher, the platinum slurry is fed to the GMD, in which steel balls grind the material. The primary milling grind is rated at 55 per cent at <75 microns; the secondary grind is rated at 80 per cent at <75 microns. Grinding the material in this way exposes the platinum and other precious metals so they can react with the reagents in the flotation chamber and disperse into individual materials.

Fourie said the GMD, used for the first time by Anglo Platinum, has been a success. “The flexibility cannot be underestimated,” she said. “As it has fewer mechanical moving parts the mill can be slowed down and sped up like a dimmer switch. It’s proven to be more reliable than standalone motors.”

Crushers_ogalakwenaAgain, however, utilising novel technology has not been without problems. “At the whiff of moisture the motor trips to avoid catastrophic failure,” said Fourie. “We’ve had to make modifications to the outside of the GMD in order to enable exterior washing and reduce the likelihood of slurry clogging.”

After milling, the slurry is then placed in flotation cells for separating via reagents and hot air, while the waste material falls into a trough, ready for disposal.  The valuable concentrate is thickened and then filtered at high pressure to remove water.

Before being transported to Anglo Platinum’s smelter in Polokwane 65 km away, the fine powder is finally put through an IsaMill, which grinds the material to less than 75 microns. By now the ‘finished’ powder has a concentration of 60 grammes/tonne, compared to the three grammes/tonne contained in the freshly-blasted ore.

Mogalakwena North produces 11,000 to 12,000 ounces of platinum per month. Platinum accounts for around 50 per cent of Mogalakwena North’s total output, with palladium accounting for 40 per cent and 10 per cent for all other minerals, including gold, copper, rhodium, ruthenium, iridium, nickel and cobalt.

Power supply problems
It is estimated the HPGR provides Anglo Platinum with an energy saving of 15-20 per cent versus four-stage conventional crushing. When Mogalakwena North alone consumes a colossal 33,000 MWh of electricity per month, this is no small amount.

Fourie said the mine’s power supplies can be highly unstable. South Africa’s state power utility Eskom is contracted to supply 11 kV, but this can occasionally drop to 10.8 kV or increase to 11.2 kV. As concentrators become ever more highly automated, the plant’s equipment is sensitive to fluctuations in power voltage and more likely to trip.

Until it installed voltage ride-through technology that allows the GMDs, which are particularly sensitive to changes in power quality, to keep rotating until they catch up with the power supply, Mogalakwena North suffered six to eight trips per month. Some are unavoidable when the voltage dips too low for the concentrator to keep operating, said Fourie, but it now suffers just two trips per month on average.

In 2008 South Africa was struck by a near two-week blackout, affecting platinum production at Mogalakwena for several days.  Anglo Platinum, which operates 11 mines and nine concentrators in South Africa, had to shut down a number of concentrators in order to give priority to its smelters, which are not easily shut down and restarted. Since 2008 blackouts have not occurred, but Anglo Platinum continues to hold weekly meetings with Eskom to discuss potential power supply problems.

Anglo Platinum has a contract where Eskom must give notice of power outages that may affect platinum production, with financial penalties for failure. Should Eskom reduce Anglo Platinum’s power to 75 per cent of load or lower, it must choose whether to reduce capacity at its concentrators or shut operations completely at designated units. However, because Mogalakwena is an open-cast mine and not as energy-intensive as underground mining, it is able to keep running through power outages unlike others.

Anglo Platinum also has a rolling five-year infrastructure and electricity plan with Eskom, which sets out its future power demand. The miner has to keep within 10 per cent of the agreed demand and so far, says Fourie, the two companies have been aligned in terms of power supply and demand.Picture_of_the_Mogalakwena_Mine_in_Limpopo_province_South_Africa._Copyright_ABB._Stockpile_feed_silo_and_conveyors

Rising input costs
Eskom is to increase electricity prices by 27 per cent in 2012, having imposed a 25 per cent hike the previous year. Having signed an unfavourable deal with BHP Billiton, Eskom is wary of entering into long-term power contracts and Anglo Platinum will be subject to Eskom’s programme of significant price rises in the coming years.

Steel costs have also risen 17 per cent year on year. Fourie said Anglo Platinum will endeavour to stay on a flat unit cost for three years, so it is under considerable pressure to cut costs in other areas.

Yet the input cost rises are making Anglo Platinum more efficient, she said. “You’d think it would be impossible to cope with these increases, but we are managing. We have streamlined our buying to a just-in-time process to reduce warehousing. We have also increased our maintenance intervals where possible in order to reduce contracting costs. We’ve also reduced the volume of reagents used in the flotation process.”

Anglo Platinum plans to produce platinum at the site for at least another 60 years. Eventually the mine’s three pits will all join up. Once this is complete, scheduled for 2020, Mogalakwena will be the largest man-made excavation in the world. Mogalakwena appears to be the jewel in Anglo Platinum’s crown, despite the hardness of Platreef ore.

Tim Probert

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Grid List

GE Vernova opens new Morocco hub to support power transmission services globally (Image source: Adobe Stock)

Energy

GE Vernova has opened a new centre of excellence for power transmission digital services, located in Casablanca, Morocco
 
Operational immediately, it is designed to help the company’s service teams support customers operating power transmission equipment worldwide.
 
Casablanca was chosen for its growing pool of digital engineering talent, the company said in a statement.
 
Power transmission is part of GE Vernova's electrification segment, providing the transformers, switchgear and related technologies that move electricity across power networks.
 
Its digital services division helps teams use equipment data to catch issues earlier, plan maintenance and respond faster.
 
“Global electricity demand is growing, and power transmission services are increasingly important to help keep electricity reliable and available,” said Eric Chaussin, CEO and vice president of GE Vernova’s power transmission business.
 
“This centre of excellence strengthens our digital services capability and reflects our confidence in Morocco's local talent. By connecting this expertise with GE Vernova's global power transmission experience, we aim to deliver faster, more consistent and more data-driven service to customers.”
 
The centre is also expected to support training and knowledge sharing through its Technical Institute of Casablanca (TIC), an internal GE Vernova training facility located in the same premises.
 
This will support hands-on training, commissioning practices and knowledge transfer related to digital solutions.
 
This announcement builds on GE Vernova’s work with customers across Africa to support more reliable and efficient electricity systems.
 
In recent years, the company has supported grid and power infrastructure projects across the continent, including electricity transmission and control centre projects in Kenya, grid equipment and automation work in Algeria, regional grid software support for the West African Power Pool and power plant services in South Africa.
 
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Aaron Chehab, head of strategy at Arabian Construction Company Group

Construction

Certainty before capital: why bankability will define Africa’s next growth phase, by Aaron Chehab, head of strategy at Arabian Construction Company Group

Africa’s long-term infrastructure outlook remains exceptionally strong with the continent seeing population growth, urbanisation, and industrial expansion. Additionally, the energy transition requirements continue to create significant demand across sectors. It is fair to say that the opportunity ahead is substantial.

The projects that will succeed over the next decade will likely share disciplined planning, credible governance, integrated delivery models and partners capable of bridging the gap between vision, financing, and execution.

However, funding is often seen as the primary challenge. More often, the real issue is creating enough certainty for capital to move with confidence.

At ACC, we recognised early that successful projects often form long before construction begins. That reality has pushed the business further upstream by supporting clients, governments and financing stakeholders during the initial structuring phases of projects.

Across the continent, ambitious projects continue to emerge. We see that urbanisation and long-term economic growth are driving forces behind the positioning of smart cities, logistics corridors, industrial hubs, transport infrastructure, and mixed-use developments. Many of these projects are rooted in genuine vision and national ambition.

Increasingly, this involves supporting stakeholders across areas such as technical feasibility studies, procurement planning, programme sequencing, construction methodology development, cost validation, environmental and social compliance alignment, and operational efficiency reviews.

Moreover, environmental and social governance has become another defining factor in this evolution. Alignment with International Finance Corporation Performance Standards and the Equator Principles is no longer considered optional for major projects seeking international financing. It is now a key part of lender confidence and the long-term viability of developments.

Projects that prioritise early-stage alignment across financing, procurement, environmental compliance, and execution readiness are in a much stronger position to attract institutional capital and move toward delivery with greater certainty.

The Ministerial City development in Benin is one example of this evolving approach.

Rather than relying solely on announcement-driven momentum, the project focused early on delivery fundamentals, including government alignment, financing pathways, procurement structures and execution readiness.

That level of preparation demonstrates a growing understanding across the market that successful infrastructure delivery is no longer just about building assets. It is about building confidence which ultimately unlocks capital.

We are witnessing investors and lenders operating in a far more disciplined environment. That is why capital deployment increasingly depends on delivery credibility, governance frameworks, environmental compliance, procurement clarity and long-term operational sustainability.

This shift reflects the continued development of Africa’s infrastructure landscape.

The continent is entering a phase where projects are being evaluated not only for their potential economic impact but also for their ability to withstand scrutiny from financiers, insurers, export credit agencies, and delivery partners.

In the long term, this shift is positive because it encourages stronger planning, better governance and more sustainable outcomes.

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Kumba Iron Ore advances decarbonised mining through renewable energy, wheeling innovation and community inclusion

Mining

The launch of the Koruson 2 (K2) renewable energy cluster in South Africa’s Eastern Cape highlights Kumba Iron Ore’s continued focus on sustainable mining and cleaner energy solutions through its collaboration with Envusa Energy

Envusa Energy, a joint venture between Anglo American and EDF power solutions, is advancing the delivery of dependable and competitively priced renewable energy for South Africa’s energy-intensive sectors. The K2 cluster adds 520 MW of combined wind and solar capacity to the grid and forms part of the company’s wider target to develop between 3 GW and 5 GW of renewable energy by 2030.

For Kumba, the partnership is already generating measurable environmental, operational and financial gains.

“Our partnership with Envusa Energy allows Kumba to decarbonise our operations while strengthening the resilience and competitiveness of our business. It is a practical demonstration of how renewable energy can support both mining and South Africa’s economic future,” said Mpumi Zikalala, CEO Kumba Iron Ore.

At the Kolomela Mine in the Northern Cape, renewable energy now supplies around 72% of the site’s electricity demand, significantly lowering dependence on carbon-intensive grid power. Alongside emissions reductions, the mine also achieved financial savings, with approximately R600,000 (approx.US$30,000) saved during March alone.

Through the Sishen Iron Ore Company Community Development Trust (SIOC CDT), local communities are able to share in the value generated by both mining and renewable energy developments. The Trust maintains equity ownership in Kumba and is also set to hold a 10% stake in the Sishen solar project, supporting long-term investments in healthcare, education, infrastructure and livelihood programmes.

The K2 cluster also showcases how cooperation between industry, communities and government can help tackle South Africa’s energy constraints. Using an innovative wheeling model that enables renewable electricity to move across the national grid, the project is expected to strengthen energy security while supporting faster decarbonisation across major industries.

 
 
 

Ronald Mlalazi, president of the African Supply Chain Confederation (Image source: ASCON)

Logistics

In an era defined by profound geopolitical volatility and persistent macroeconomic disruptions, the traditional ambit of Supply Chain Management (SCM) has been irrevocably altered – requiring it to become an inherent part of the business strategy, writes Ronald Mlalazi, president of the African Supply Chain Confederation (ASCON)

In fact, the global economic landscape of the 2020s exposed the fragility of hyper-optimised 'just-in-time' global value chains. Rising trade protectionism, localised conflicts disrupting vital maritime routes, and post-pandemic realignments forced boards of directors and national governments alike to confront the stark reality that supply chain resilience is synonymous with corporate survival and national security.

As a result, organisations have to abandon the outdated notion of SCM as a mere cost centre, instead needing to reposition it as the nucleus of corporate strategy, empowering SCM professionals to navigate these geopolitical complexities through strategic pivoting, risk mitigation, and localised capacity building.

Supply chains compete

In a stable environment, organisations may have been able to compete through product differentiation or marketing. That is no longer enough as an organisation’s market share and profitability are entirely dependent on the agility and resilience of its supply chain network.

The strategic response to geopolitical uncertainty requires moving away from sole reliance on distant, low-cost manufacturing hubs. With government and corporate backing, the modern supply chain strategy must now aggressively explore and implement sourcing strategies such as:

  • Nearshoring and friendshoring: Relocating critical supply chain nodes to geographically closer or geopolitically aligned regions to mitigate risk.
  • Local sourcing: Building domestic supplier capacity to buffer against international transit shocks.

When supply chain strategy is rightfully placed at the apex of the organisation and adequately resourced, it provides the agility required to manage these transitions without compromising the end consumer’s experience and brand promise.

The supply chain executive

Because supply chain leaders manage the most complex, financially consequential, and globally integrated facets of modern enterprises, they possess the holistic operational purview required to lead the entire business.

Take, for example, the Dangote Group strategy in which Aliko Dangote boldly restructured his industrial empire by repositioning the supply chain at the heart of corporate succession and strategy. Recognising that logistics and commercial operations are the lifeblood of his US$33bn conglomerate, Dangote entrusted these critical nodes to executives that understand the supply chain dynamics.

A similar move occurred in Malawi, when Feston Kaupa, former CEO at the Malawi Institute of Procurement and Supply, was appointed as the Minister of Defence, proving that this is not just a private sector priority.

In South Africa, the tax authority is leveraging supply chain compliance to combat the shadow economy through integrating supply chain mapping with inter-agency collaboration including the Border Management Authority and the National Consumer Commission.

These are but a few of many examples of how SCM skills extend far beyond their conventional logistics-focused role and can be applied to areas of the business that would previously have been seen as distinct from the job of moving products from point A to point B.

Growth driver

For the African continent, competent SCM is the fundamental engine for macroeconomic development. The successful implementation of the African Continental Free Trade Area (AfCFTA) relies entirely on seamless cross-border logistics, harmonised procurement, and integrated regional value chains.

AfCFTA’s core objectives, creating a single liberalised market, boosting intra-African trade, and enhancing competitiveness, cannot be achieved without resilient supply networks. Supply chain professionals with broader strategic competencies are uniquely positioned to drive Africa’s beneficiation strategies to benefit from adding value to raw materials before they are exported.

By developing resilient, localised sourcing networks, SCM leaders can catalyse domestic manufacturing and foster job creation, an area in which ASCON is actively working to help establish standardised logistical frameworks. These are required to eliminate non-tariff barriers, ensuring that the theoretical free trade area becomes a functional reality.

Africa is at a pivotal moment. Even though the continent is young, resource-rich and filled with entrepreneurial energy, its growth depends on more than potential. Economies are built on the ability to move goods efficiently, connect markets and deliver reliably and at scale.

At its heart, that is a supply chain challenge.

Today’s supply chain leaders are doing far more than keeping shelves stocked or improving delivery times. They are helping build the foundations for African growth by developing the cross-border trade routes that could turn AfCTA into a practical reality, supporting local suppliers that strengthen domestic industry, and creating resilient networks that allow African businesses to compete globally.

The era of the supply chain CEO has arrived, and it is poised to be the catalyst for Africa’s industrial renaissance.

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AFC reaches financial close on the Poro Power Green Bond (Image source: Adobe Stock)

Finance

Africa Finance Corporation (AFC) has reached financial close and disbursed €43mn under the Poro Power Green Bond, to be used to fund construction of a 66 MW solar power plant in the northern Korhogo region in Cote d’Ivoire

Structured as a €65mn dual-currency facility in euros and CFA francs, it marks the first project finance green bond in Cote d’Ivoire and across the West African Economic and Monetary Union (WAEMU).

The solar power plant, developed by Poro Power, is expected to be operational in 2027 and will become the country’s largest solar plant.

The solar plant is expected to provide electricity to more than 100,000 households and avoid over 72,000 tons of CO2 emissions annually, contributing to greater energy access and the country’s target of increasing the share of renewables in the energy mix to 45% by 2030.

AFC acted as lead underwriter and co-arranger, helping to structure the innovative dual-currency green bond that creates what it called a ‘replicable model’ for mobilising African capital into bankable infrastructure.

It also called the transaction a milestone for Côte d’Ivoire’s capital markets and for African infrastructure more broadly.

Historically, long-term infrastructure financing in the country has depended heavily on international capital.

By contrast, the Poro Power Green Bond was African-led, structured, and fully funded by African institutions.

Samaila Zubairu, president and CEO of AFC, said the Poro Power Green Bond sets a new benchmark for sustainable infrastructure financing in Africa.

“This landmark transaction demonstrates the growing capacity of African institutions to mobilise domestic capital and expertise to deliver transformative infrastructure projects,” said said Zubairu.

“We are not only helping to close the infrastructure gap, but also creating scalable, homegrown financing models that can be replicated across the continent.”

The transaction builds on AFC’s track record in Côte d’Ivoire across the power and transport sectors.

In the energy sector, it includes the 44MW Singrobo-Ahouaty hydropower project, Côte d’Ivoire’s first private hydro independent power producer.

Its investments in the country also include the 1.5km Henri Konan Bédié Bridge, which has eased congestion by 30% since commissioning and improved mobility in Abidjan.

In 2024, AFC also supported the Ivorian government in awarding six road development contracts worth €691.6mn.

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Manroland Sheetfed machinery is well known in Africa (Image source: Manroland Sheetfed)

Manufacturing

A familiar name in the print sector across Africa and the Middle East, Manroland Sheetfed is set to close its historic Offenbach factory in Germany
 
In recent years, the German press builder, founded in 1871, received financial support from its parent company, Langley Holdings plc, allowing it to continue exporting its huge print machines to the world.
 
Last October, South Africa’s Government Printing Works ordered the cutting-edge ROLAND 710 Evolution from Manroland Sheetfed, which boasts a production capability of 16,000 sheets per hour, making it one of the most efficient presses in its class.
 
In November, Manroland Sheetfed announced the successful installation of the ROLAND 706 LV Evolution at Jamjoom Pharmaceuticals Co. in Saudi Arabia, underlining its broad footprint across the region.
 
While the print machinery group enjoyed great success across the region in decades past, its decline reflects a shrinking market for printing presses globally.
 
Business in China, its primary overseas market, has also suffered in recent years.
 
In a recent interview with the publication Printweek, the company's chairman, Tony Langley, said “And then the final coup de grâce was the 100% US tariffs that also had an effect on the rest of the industry – I would say that confidence in making capital investments is probably at an all-time low."
 
The closure of the Offenbach site could mean the loss of more than 600 jobs.
 
Manroland Sheetfed’s spares and service business has also been put up for sale.
 
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