With our project-management capability your project can meet your expectations

Use BATEMAN to manage the conceptual development, financing, design, engineering, construction,
commissioning and commercial operation to maximise the success and profitability of your project

BATEMAN's experience in the management of projects to convert natural resources into
marketable products reaches back to the early years of the last century, with more than
3 000 successful projects in nearly 70 countries, often in difficult and remote terrains.

BATEMAN is project management

At the core of BATEMAN's ability to undertake successful projects for clients wishing to convert
natural resources into marketable products is its project management capability. This capability
coordinates the company's collective conceptual development, financing, design, engineering,
construction, commissioning and commercial operation skills and focuses them to maximise
the success and profitability of a project.

BATEMAN makes use of leading-edge systems to control all the stages of a project, from
marketing to the hand-over of a facility to the client and beyond. Drawing on global best
practices and its own hard-earned experience, the company has refined these systems
extensively and recently introduced several innovations which it now considers to be
leading-edge project-management tools.

The BATEMAN PMO (Project-Management Overview) system governs the company's
business process. In this task-force environment, where every task force is led by a
project manager, in line with the international Project Management Institute's PMBOK
(Project Management Body of Knowledge), a high level of discipline is maintained during
project proposals, pre-feasibility, feasibility and bankable feasibility studies and the
eventual execution of the project. All resources are optimised by using the most
cost-effective organisation structures and tight project controls. Extensive use is made
of earned-value principles in which task scheduling and costs are linked and integrated
to provide a meaningful understanding of the interrelationship of time and cost in a
project, so they can be closely controlled and optimised.

BATEMAN's IPROM (Integrated Project Management) system covers all aspects of the
project, ensuring that the project personnel communicate effectively. IPROM is a major
step toward the productive utilisation of project manpower by integrating the entire
information process by providing for controlled entry points for data, detailed change
management and the integration of the best-of-breed software packages for process
design, engineering, 3D modelling, cost management, planning, materials control and
document tracking and control. Because of IPROM's plug-in and plug-out functionality,
client requirements and preferences can easily be accommodated.

Improvements are continuously being introduced to enhance project delivery. The concept
of forming close alliances with preferred suppliers, which was pioneered in BATEMAN by
its modular-plant business line, is being extended to good effect in other areas of the
business. A considerable reduction in the overall duration of projects and more efficient
and cost-effective designs are some of the positive outcomes of the concept.

An open-book approach with all stakeholders has encouraged win-win-win solutions
between client, BATEMAN and suppliers / contractors. Profit sharing between the
participants and minimising waste is negotiated to the satisfaction of all.

Stakeholder management has become an important component of good project management
at BATEMAN. A good example is the new concept being explored with De Beers Consolidated
Mines in which effective teamwork between the client and contractor is promoted strongly.
The objective is to establish a long-term platform for meaningful collaboration between the
parties leading to a co-operative rather than adversarial relationship. This approach has been
adopted for the Elizabeth Bay diamond project now underway and all parties are very
enthusiastic about the outcome.

The containment of the risks usually associated with natural-resource projects has been
another issue with which BATEMAN has had to deal. New risk-assessment models are
regularly developed and implemented, whereby project risks can be evaluated more accurately,
particularly during the estimation phase of projects. Cost and time overruns are minimised
by timeous management techniques such as these risk assessment models which are
applied from the outset of the project. This has enabled BATEMAN to move away from
reimbursable to lump-sum contracts.

BATEMAN's long experience in the project-management business goes back to the early
part of the last century as part of the growing mining industry in South Africa.

This ongoing involvement has enabled the accumulated development and refinement of
this capability to enhance the effectiveness of project delivery and to meet new and
changing market requirements.

Many prominent and large projects have been completed successfully around the world.

For example, major PGM (platinum-group metals) projects include Anglo's Rasimone,
Potgietersrust and Modikwa, Impala's EPMR and UG2 and Hartley, while base-metals
projects include Skorpion (zinc), Kasese (cobalt), Bulong (nickel) and Sanyati (copper).
Well known diamond-processing facilities include Argyle, Consolidated, Jwaneng,
Finsch, Venetia and Damtshaa.

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