786 It is important that owners’ teams ensure that they have “buy in” from all stakeholder groups that can be impacted by the project development including government, state, regional authorities and local communities. The involvement of local communities early in the project development is an opportunity for mining companies to build a long-term sustainable operation that benefits all parties and communities. Downstream and post commissioning as part of the preparations for handover to the owners operational team, it is imperative that data is packaged and transferred from the contractor to the owners team in a meaningful and usable format. The optimal method will be to develop a digital twin of the project and then embed all the data, both design and original equipment manufacturers/contractors information, into the digital twin. The twin can then be used by the owners team as part of their operational systems for process control and asset integrity management and planned maintenance. All of the above points of discussion will drive towards a better understanding of the project environment, technical challenges as well as defining a robust and sustainable project for the future. 8. CLOSING THOUGHTS The global demand for minerals and metals to satisfy the multiple industries such as electrical cars, data centers, mobile telecommunications and “renewable” non fossil fuel based energy generation, together with general urbanization of parts of the world, has put global miners in a position of having to bring new resources on stream sooner. The projects will have a different feeling about them as regulatory approval systems will need to become more streamlined to improve project economics and reduce capital intensity, resources may be developed across international borders which will define new relationships and methods for collaboration. Engineering and construction contractors will need to seek ways to improve design productivity and seek ways to work with original equipment manufacturers and local contractors to gain the best overall delivery schedules. As well as the historical engineering processes and study/project delivery phases there will be greater engagements from mining customers with local communities in the region of their projects. This will influence the social license to operate and demonstrate a commitment to enhancing the conditions of the local communities as part of the overall project economics. ACKNOWLEDGEMENTS The authors would like to thank Bechtel for permission to publish this paper as well as the Bechtel Mining and Metals colleagues who have advised on the content of the paper. REFERENCES Business risks in mining and metals 2015–2016. (2015). London, UK: EYGM Limited , p.52. Sanders , I. and Cormack, D. (2018). Mining capital projects Are you ready for the next capex investment cycle? London, UK: Deloitte Touche Tohmatsu Limited, p.24. https://www.deloitte.com/au/en/Industries/mining-metals/perspectives/mining-capitalprojects.html. Westney, R. (2014). Annual Perspective 2014 - Approximating the Disproportionate Growth in the Cost of Capital Projects. Houston, TX, USA: Westney Consulting Group, p.6. Westney, R. (2015a). 2015 Annual Perspective 2015 - The Owner-Contractor Conundrum. Houston, TX, USA: Westney Consulting Group, p.6.
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