Why sustainable mining starts with seeing the whole value chain

Mining’s sustainability landscape is evolving at breakneck speed, and success now depends on seeing far beyond individual technical disciplines. According to Angus Bracken, Mining Sector Lead for Africa and the Middle East at SLR Consulting, the real differentiator lies in understanding the entire mining value chain.

Navigating mining’s fast changing sustainability landscape begins with a full understanding of the entire value chain, says Bracken. Whether a project is at conceptual scoping, operational execution or preparing for closure, he argues that consultants deliver the greatest value when they can see, interpret and advise on every stage of the process.

This philosophy underpins SLR Consulting’s integrated mining advisory model. The firm structures its expertise around eight Communities of Practice; each aligned with a phase of the mining lifecycle. These span strategic advisory, resource development, environmental, social and governance (ESG), climate change, water management, tailings and mine closure. The result is a multidisciplinary approach designed to respond to mining’s growing complexity.

“Clients don’t want advisers who only see one slice of the project,” Bracken says. “They want teams who understand the whole value chain from strategy and financing to environmental performance and community engagement and who can walk with them from the earliest concept right through to closure.”

This whole of value chain perspective does not just improve technical outcomes. It also strengthens collaboration and trust, both critical ingredients in modern mining developments.

“Meaningful partnership is only possible when you understand what each stakeholder needs, including operators, investors, regulators, lenders and communities,” he continues. “That requires seeing the entire landscape, not just your own discipline.”

Global reach, local depth

SLR Consulting’s rapid expansion reflects the growing demand for integrated sustainability expertise. The firm now employs 4,500 people across 135 offices in 28 countries, with an expanding footprint across Africa including Morocco, Egypt, Ghana, the Democratic Republic of Congo, Rwanda, Kenya, Namibia and South Africa.

To enhance collaboration and knowledge sharing, SLR recently unified Africa, the Middle East and Europe into a single super region. Bracken points out that increasing Middle Eastern investment in African mining has elevated the strategic importance of the firm’s office in the United Arab Emirates.

“Our model prizes local understanding paired with deep global expertise,” he explains. “We want the right team local and global around the table for every project; that is how we bring depth, context and perspective.”

ESG is no longer optional

For Dieter Rodewald, SLR Consulting’s International Environmental and Social Impact Assessment Lead for Africa and the Middle East, sustainable mining is no longer about ticking regulatory boxes. It requires early alignment, continuous engagement and a clear understanding of stakeholder expectations from day one.

“This is where SLR Consulting positions itself not just as a technical consultant, but as a strategic partner,” Rodewald says. “People often think environmental and social assessments are just compliance exercises. However, our work starts much earlier, helping clients navigate ESG imperatives from day one so that sustainability becomes embedded in decision making rather than added as an afterthought.”

This approach is becoming essential as African governments modernise mining regulations and global financiers tighten ESG requirements.

“If a client wants access to capital, they need to meet global good practice, not just national regulations,” he explains. “Financial institutions want assurance that the full range of project risks are understood and managed from the start.”

When legacy issues threaten progress

Many mining projects inherit complex social and political challenges and ignoring them can derail even the strongest technical plans. Rodewald recalls a project revival where previous ownership had left behind deep community mistrust. The new team faced intense pressure to reach financial close, complete engineering designs and finalise ESG baselines.

“We had to work with the client to take a step back and help them rebuild trust,” he says. “The solution was a grassroots engagement strategy that reset expectations and re-established transparent communication. Over just a few months, we saw marked improvement in community confidence.”

The lesson is clear. Social licence cannot be fast tracked, and sustainable project timelines must reflect on the ground realities.

Technology as a sustainability enabler

Looking ahead, Bracken believes technology will play a transformative role in African mining, but only when introduced early and strategically. Renewable energy partnerships, for example, are helping mining companies reduce carbon emissions while securing long term power supply.

“Digital innovation and artificial intelligence can transform monitoring and planning, through digital twins, predictive analytics and hyperspectral imagery, for example,” he adds. “Remote sensing and advanced satellite data can now support improvements in everything from exploration to tailings monitoring and biodiversity assessment.”

Across regions and disciplines, the message from SLR Consulting is consistent. Sustainable mining requires strategic partnership, early engagement and full value chain visibility. By embedding ESG considerations from concept through closure, mining projects can build stronger operations, earn stakeholder trust and remain resilient in an increasingly demanding global market.