How has METC evolved since it was created in 2017?

Starting in 2017, with an initial team of 20 people, METC has evolved into a thriving medium-size project-delivery Engineering, Procurement and Construction Management(EPCM) company, with a staff of 160. This rapid growth has necessitated robust and tight control of both project and construction management teams.

We now have a large process engineering group, project controls team, procurement and logistics teams, with a whole floor dedicated to the drawing office and construction management teams on four sites.

Where does METC position itself geographically?

Thus far, our African footprint has covered DRC, Ghana, Mali, Sierra Leone, Zambia, South Africa, Niger, Zimbabwe, Madagascar and Tanzania. Recently we also acquired our first European site in Poland.

METC’s main area of operations has been in the mineral-rich DRC, where we have completed projects for Ivanhoe and MMG, and are currently delivering projects for Chemaf, Ivanhoe, ERG and Gecamines.

The need to remain compliant in several countries, each with different legal systems and requirements, means constant vigilance. In the DRC, for example, localisation laws require us to work via ARSP-compliant entities which are 51% Congolese owned. We have two such joint ventures, so have become very compliance conscious.

Similarly, in Tanzania we are in a joint venture with a 30% partner, in order to comply with their localisation criteria.

There are also hopeful signs that we will continue expanding our presence in Central and East Africa. In the past, the larger players have dominated the West African gold mining industry. We are particularly pleased that we have made inroads into the area with Gold Fields at Tarkwa (Ghana) and with Resolute at Syama (Mali).

How has METC managed to differentiate itself competitively in the market?

In the volatile state of world markets, our greatest strength is contractual flexibility, which our size company can provide. This, coupled with high standards we set for delivery deadlines and ability to innovate, gives us a competitive edge.

Another advantage METC has is fewer overheads to cover. Not being a listed company, we have lower corporate governance costs, are able to operate a less restrictive, more creative environment, allowing more innovation. Also, our cost-base in Rands aids international competitive pricing.

We are not the cheapest in the market. Nor do we wish to be. Rather, our aim is to be as cost effective and efficient as possible.

A downside of being a newer company is that well-established major miners have a history of doing business with large multinational engineering firms. So, we tended not to target that market. More recently however, we have had success executing projects for both Anglo American and Glencore, demonstrating our capacity to deliver, breaking out of our mid-tier niche into the majors.

What are some of the key trends impacting the EPC industry in 2022?

Currently, there is a vibrant and positive market for exploration work at pre-feasibility and scoping levels.

The worldwide sense of economic and political uncertainty engenders impatience, as companies want to make sure they capitalise on rising commodity prices now.

Many junior and mid-tier companies seemingly prefer to skip through the established project cycles of moving from scoping study, through prefeasibility studies (PFS), definitive feasibility studies (DFS) before executing projects.

Companies impatiently skip steps, jumping from scoping studies directly into DFS, or, from PFS directly into execution. Moving rapidly from a cash-consuming phase to a money-generating phase of the business is understandable, and, to some extent necessary, but this is a high-risk strategy.

What is METC’s approach to attracting and retaining talent?

Contrary to the trend of remote work, we focus on creating a strong office culture bringing people together to work as a team. In our rapidly changing technological world, it is, to our minds, an advantage for all employees to learn from one another, and to mentor on an ongoing basis.

Working from home, employees miss the sense of connection and teamwork which a dynamic office environment engenders. The team approach has helped to attract and retain staff, accommodating new employees into the office community environment where we foster a sense of belonging in the work place.

Do you have a final message?

METC is growing into a mature, sustainable business. Previously, we were considered a good engineering company, we are now a top project delivery company with an innovative engineering culture, which allows us to offer better project delivery to our clients.