To ensure that Mining Charter directives on procurement and enterprise development lead effectively to economic transformation, a better-planned approach to capacity-building is needed.
“While South African mining companies are complying with the charter’s requirements, it is clear that this process can raise costs and performance risks to
unsustainable levels,” said Steve Bartels, partner and Civil Engineering Technologist at SRK Consulting. “ This can occur particularly in large, complex projects where specific expertise and experience is scarce.”
In its efforts to engage the services of empowered service providers, mining companies often struggle to find players with the necessary balance sheet, technical knowledge-base and record of similar past projects. Bartels pointed out that one of the results is that mines look to partners such as consulting engineers to support and guide the inexperienced contractor.
“Consulting engineering firms like SRK have, of course, much to contribute in the sphere of strategic advice and technical studies – and we provide this service to large and small companies,” he said. “However, the building of the necessary skills and experience to perform large engineering contracts from mines is a process that can’t be rushed – and South Africa is not giving enough focus to nurturing and growing this technical capacity among emerging contractors.”
He highlighted that successful projects are built not only on good technical expertise but also on solid financial foundations with meticulous project planning and execution skills. Many aspects of preparation and implementation take decades of experience to fully equip an individual or a business to conduct professionally.
Bartels’ insights are based on his direct involvement in government efforts to empower emerging businesses. In the 1990s, he was engaged in provincial government initiatives to systematically guide and develop the growth of emerging
contractors in the road-building sector. This led to various constructive strategies that began to steadily improve the capability of committed new players wanting to add value in this industry. He has seen the potential impact on emerging contractor development and growth from his experience with emerging contractor development programmes, labour-intensive construction programmes and poverty
alleviation programmes.
