ong term sustainability and careful planning are the watchwords in capital project planning as most mining houses tread carefully towards recovery.
L
Mining directors and executives are lavishing great attention to detail on growth project planning as the industry emerges shell shocked from one of the worst recessions in decades.
Human capital now emerges as a key component in capital project planning, and it is evident that human resources planning had not enjoyed adequate focus in the last decades in Africa.
African projects are sensitive to HR, and a skills crunch poses major threats and costs to future growth in Africa, due to local socio economic, political, and global skills demand issues.
Human capital and its associated drivers have also become major issues at current African mining operations. Capital projects typically approached HR technically, with many EPCMs and contractors required to deal with intricate 'people' issues.
Already 15 years ago, my colleagues and I at RBS have identified a major need in human capital management
on capital projects. People issues remain one of the major risk factors as projects move through various phases.
HR modelling reduces risk
Many capital risk exposures lie within the 'people' domain, including communities situated near projects. These risks typically have enormous cost implications. Inadequate planning during strategic studies often increase exposure to human and social factors. Various HR options should be integrated in financial modelling to provide the board with sufficient information to take decisions. As we developed alternative scenarios to reveal human capital needs and cost implications for HR model options on capital projects, RBS itself acquired a unique capability in strategic HR studies. Sustainable projects require access to thought leadership, and incorporating international best practice during pre feasibility, feasibility, and bankable study phases. Project plans should include HR and financial modelling in line with technical and mine design parameters, organisational design,
and operational readiness, to ensure smooth transition from desk to boardroom, construction and steady state.
Optimise current HR model
Brownfield operations could benefit from regular organisational and human capital efficiency optimisation. In the last 15 years RBS have developed a niche capability in HR redesign and HR change management. Projects tend to expose the best and the worst in mining policy, planning and procedure. Labour costing should be integrated into financial modelling, with relevant accommodation, transport, social development and social 'licence' aspects.
* Comment to Miner's Choice on our website
www.minerschoice.co.za or to the author on
marius@rbs-sa.com
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PAGE 16 FEBRUARY 2010 MINER’S CHOICE
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