Integrated services provider SGS Bateman played a “pivotal role” as the engineering, procurement and construction management (EPCM) contractor for midtier gold producer Pan African Resources’ (PAR’s) Mogale Tailings Retreatment (MTR) operation, on the West Rand of Gauteng.

The MTR operation, which includes a 9.6-million-tonne-a-year gold tailings reprocessing plant, is being lauded for its environmental remediation, efficient project delivery and positive impact on the local community.

SGS Bateman’s responsibilities as EPCM contractor included the detailed engineering, through to commissioning of the gold tailings reprocessing plant and related infrastructure – the overall project of which encompassed two key components: tailings reclamation and the process plant.

The construction and commissioning of the processing plant involved designing and constructing a carbon-in-leach plant capable of processing 9.6-million tonnes a year.

To meet the ambitious project timeline, SGS Bateman developed a tightly integrated schedule, which synchronised the design process and procurement of long-lead items, as well as construction and commissioning activities.

Collaboration was the foundation of the project’s success, the company tells Mining Weekly, adding that it worked closely with the client, suppliers and contractors to maintain continual alignment on objectives.

“The most important aspect was teamwork with the client, focusing on a common goal,” says SGS Bateman project manager Charl Botha, noting that delivering a project of this scale within tight timeframes required innovative approaches to ensure efficiency and quality.

The company emphasises adaptability, employing a no-blame culture that encourages quick decision-making and practical problem-solving. This proactive stance helped to overcome potential bottlenecks and maintain project momentum.

This solution-driven mindset was crucial to addressing challenges as they arose, reports SGS Bateman.

Rather than dwelling on obstacles, Botha says the company’s team prioritised identifying and implementing practical solutions, ensuring that the project stayed on track while meeting the high standards that were required.

Safety was also a critical focus, with SGS Bateman achieving zero lost-time injuries across the scope of work that involved 1.7-million working hours.

This milestone was achieved through rigorous enforcement and adherence to safety protocols, including mandatory alcohol testing, coaching on safety practices and proactive workforce engagement.

Overcoming Obstacles

However, the MTR project was not without its challenges, such as meeting stringent quality and schedule objectives within the constraints of available resources.

SGS Bateman addressed these issues by setting achievable interim targets and securing buy-in at all levels of the workforce, Botha tells Mining Weekly, highlighting that this approach ensured that all team members, from site personnel to project managers, were aligned in their goals and motivated to deliver results.

Ground-level support, combined with effective communication, helped the team navigate these challenges without compromising on quality or safety, Botha adds.

A significant aspect of the MTR operation was the company’s emphasis on engaging the local community.

Workers from the surrounding area were employed through a centralised system established by PAR. This system streamlined the onboarding process and ensured that local talent was effectively integrated into the construction team.

While many local workers have the necessary skills for the tasks required, the system provided on-the-job training to enhance their capabilities. This approach not only supported the project’s immediate workforce requirements but also contributed to the long-term development of the local community, Botha adds.

In terms of the environmental cleanup, SGS Bateman addressed legacy environmental issues, with the MTR project having contributed to improving the area’s ecological health. The project is also expected to provide sustained employment opportunities for local workers and service providers, leaving a “lasting positive impact”.

Strategic Significance

The MTR operation holds strategic importance for SGS Bateman, as it demonstrated the company’s capability to manage and deliver large-scale minerals processing projects.

Such achievements enhance the company’s portfolio and position it as a key player in the global gold mining sector.

“Being associated with a project that is cleaning up the environment, providing labour and upskilling the locals is something that SGS, as a group, is proud to be part of,” Botha adds.

Considering that gold mining remains a crucial focus for SGS Bateman, especially as the demand for the precious metal continues to grow globally, Botha says the MTR operation aligns with the company’s broader strategy of expanding its expertise and footprint in gold processing.

The company’s focus remains on sustainability and efficiency, which ensures that its projects deliver value beyond immediate operational goals.

“By combining technical expertise with a commitment to community and environmental development, we aim to set new benchmarks for project execution in the mining sector,” Botha concludes.