23 / 64
COVER STORY
November 2015
MODERN MINING
21
to the strategy and roadmap. We have found
this approach to be very useful to align stake-
holders and manage their expectations, as well
as to make the PFS a more streamlined process.
“As regards base metals, we are currently
working on two project studies in Botswana
where enhancing value in a low-price environ-
ment is critical,” he continues. “Further north
in Africa, we’re providing consulting and
engineering services in the iron ore sector in
Mauritania.”
Outside Africa, McGill points to the proj-
ects in the Asian region as providing a perfect
example of the range of skills that Advisian
can deploy on behalf of clients. WorleyParsons
(but essentially the team that now works as
Advisian) has been involved with all the study
phases of these projects and is currently busy
with feasibility studies also.
“The sheer size of a current (confidential
customer) international project study makes
it the biggest undertaken by our Mining
Centre of Excellence here in Johannesburg
and it demonstrates our ability to leverage the
underground mining and processing capabil-
ity that resides in our South African hub to
add value to customers globally,” McGill says.
“It has also seen us applying some high-tech
approaches to mine design, such as virtual
reality technology, which allows the client to
take a ‘virtual walk’ through the mine before
any drawings are generated. This technology
is something that we’ve been working on for
the past year and it has really demonstrated
its value on this recent project.”
Boughton adds that the project has seen staff
in Johannesburg working with colleagues in
Australia. “This type of international collabo-
ration between the offices of WorleyParsons is
entirely seamless,” he says. “Our systems are
standardised and access to required informa-
tion is instantaneous across our offices and
sites. Obviously in the age of the Internet, all
international companies will claim to have an
excellent interface between their global opera-
tions but we believe that WorleyParsons is
on the leading edge of this trend, with more
advanced technologies and systems in place
than its competitors.”
Finally, Boughton makes the point that
while Advisian’s biggest market penetra-
tion in sub-Saharan Africa lies in the mining
and metals space, all the skills residing in
Advisian worldwide are available to clients
in Africa. “Our goal is a more diverse client
base within this region and a more diverse
workload encompassing mining and metals
and also power, ports, oil and gas, environ-
mental and social, transportation, restoration
and decommissioning, geosciences and spe-
cialist technical services,” he says. “The local
Advisian team has a very high reputation
within the mining and resources industry. The
objective now will be to further expand this
reputation to every other sector we operate in
and create an awareness amongst clients and
potential clients of the enormous breadth of
expertise we can bring to bear on their proj-
ects, over and above the technical skills we’ve
traditionally contributed.”
“This type of
international
collaboration
between the
offices of
WorleyParsons is
entirely seamless.
Our systems are
standardised and
access to required
information is
instantaneous
across our offices
and sites.”
Adam Boughton
Advisian’s StepWise methodology delivers a quantified range of
scenarios and options for a project, as well as a detailed roadmap
to execution and assessment of the risks and opportunities.