Modern Mining November 2017

COVER STORY

to Tier 1 players, but says it is of particular relevance to smaller companies moving from exploration into production, given that they generally need to limit upfront costs. “StepWise enables them to quickly and cost effectively get to the point where they can make a decision as to whether or not they should shelve or advance a project. It can also provide solid data which can be presented to prospective funders at an early stage in the project development cycle.” As part of the WorleyParsons global group, WorleyParsons RSA operates in more than just the mining space. “Internationally, WorleyParsons targets the hydrocarbons, infrastructure, minerals, metals and chemical sectors and we do the same,” says Dreyer. “In the past, the minerals and metals sector has accounted for the bulk of the work done by WorleyParsons RSA but this is changing. “If we look at hydrocarbons, East Africa – including Mozambique – has emerged as an important oil and gas market in recent years and this has already resulted in some sig- nificant contracts. In the infrastructure and energy fields, we are also very active. We proj- ect managed the recently inaugurated Nacala Rail Corridor Project and we have also had a close involvement with the Lake Turkana Wind Power (LTWP) Project in Kenya, which – at 310 MW installed capacity – is the larg- est development of its type in Africa. Here in South Africa, we see great potential in renew- able energy although the short-term power surplus we now have in the country is inhibit- ing growth in this market.” Turning to the transformation imperatives of the South African scene, Dreyer points with pride to WorleyParsons RSA’s Enterprise and Supplier Development (ESD) programme, in terms of which it is partnering with a number of black-owned Small and Medium Enterprises (SMEs) to jointly deliver services in the mining, water, energy and infrastructure sectors. “We have no equity in these companies but we are supporting them in a variety of ways,” he says. “We are, for example, assisting them with branding, marketing, tendering, procure- ment and legal and financial compliance. We also provide mentorship, facilities and intro- ductions to prospective clients. It’s a tough world for these SMEs and it helps if they can go into the marketplace and say, ‘We are small but we have the backing and support of WorleyParsons.’ “We need to create viable, black-owned engi- neering companies in this country and, for this to be achieved, there needs to be significant skills transfer. We have 13 companies in our

programme at present and we are very pleased with the results so far, as many of the partici- pants have experienced an encouraging growth in turnover.” Dreyer notes that a recent initiative launched by WorleyParsons RSA is an Extended Consultant Programme (ECP). “This gives us access on a contract basis to acknowledged experts in the areas in which we operate and has, in effect, greatly extended the already formidable skills base of the company,” he explains. “We see the programme as a means of delivering highly skilled resources to our cli- ents in a cost-effective manner.” Finally, how does Dreyer view the position- ing of WorleyParsons RSA within the wider WorleyParsons group? Responding, he says that while WorleyParsons RSA ranks as one of the biggest operations of its kind in Africa, it accounts for only a fairly small proportion of WorleyParsons’ global workforce of nearly 23 000 employees. “Strategically, though, we are regarded as being extremely important to WorleyParsons. This is not only because of the special skills in mining and minerals processing that we contribute to the group but it also reflects the fact that the potential for economic growth in Africa – both in the near and long term – is really huge. WorleyParsons obviously wants to be part of this growth and WorleyParsons RSA – based in Johannesburg, which is the gateway to the continent – will spearhead this involve- ment. My own belief is that exciting times lie ahead for WorleyParsons RSA and that its size relative to the rest of the group will steadily increase in the years ahead.” Report by Arthur Tassell

WorleyParsons RSA has a formidable track record in minerals and metals processing. Typical of the projects it has completed was an expansion of the South Deep gold metallurgi- cal plant undertaken several years ago. The company was the EPCM contractor on the project.

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