As mining projects across Africa contend with inflation, supply chain bottlenecks and complex permitting regimes, there is a greater need for mining companies, contractors and consultancies to adequately refine their risk governance approaches, says specialist engineering services and consulting group DMT Kai Batla mining advisory global executive Sanjey Bhoowanpursadh.

Refining risk governance approaches is essential to ensure that technically robust projects also meet financial, as well as environmental, social and governance (ESG) benchmarks demanded by global investors, he adds.

South Africa-based DMT Kai Batla, part of the international DMT Group, is reinforcing its position as a technical and financial advisory partner for African mining projects, combining engineering precision with financial discipline to deliver bankable outcomes.

“Project success in mining depends on aligning technical, financial and operational objectives from the outset. In complex mining environments, the firm applies structured risk management frameworks that identify and mitigate potential disruptions, ranging from geological uncertainty to supply chain risks.”

By integrating technical expertise with financial modelling and scenario analysis, he says DMT Kai Batla ensures that risks are transparently managed and contingency measures embedded in project execution.

Rigorous Planning, Cost Control

Rising input costs for energy, steel and labour, compounded by currency volatility continue to challenge project economics across Africa.

However, Bhoowanpursadh maintains that disciplined planning, accurate cost estimation and transparent governance remain the most decisive factors for delivering projects on time and within budget.

Structured contracts, conservative contingency allowances and diversified supplier bases have become essential in maintaining financial stability through execution, adds Bhoowanpursadh.

He also notes that supply chain fragility has forced project managers to rethink scheduling assumptions, while global shipping delays and regional infrastructure constraints have extended lead times for critical equipment, thereby inflating holding costs and shifting commissioning dates.

To avoid cascading delays, the consultancy advocates for embedding realistic buffer periods and flexible procurement strategies.

“Digital and AI tools improve forecasting and scenario testing, but they cannot replace disciplined management. Fundamentals, such as prudent budgeting, rigorous scheduling and strong cost governance still determine whether a mining project remains bankable,” highlights Bhoowanpursadh.

With South Africa’s mining sector facing a chronic shortage of skilled project managers, the company underscores the need for integrated training that blends engineering, finance and project governance.

It also advocates for closer collaboration among universities, professional bodies and industry to align curricula with real project requirements.