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  • Pages
  • Editions
01 Cover
02 Welcome Letter / Sections
03 Article & Interview Directory
04 Section 1: Introduction
05 An Evolving Constitutional Landscape
06 Chile Ministry of Mining Interview
07 Consejo Minero Interview
08 APRIMIN Interview
09 Expert Opinion Article: Francisco Acuña, CRU
10 Expert Insights: Chile’s Evolving Sociopolitical Landscape
11 ESG & Renewable Energy
12 ICMM Interview
13 Aggreko Interview
14 Mining Investment Climate
15 Appian Capital Advisory Interview
16 Expert Insights: Attracting Sustainable Investment
17 Section 2: Production & Development
18 Copper Production & Development
19 BHP Interview
20 Antofagasta PLC Interview
21 Freeport McMoRan Interview
22 Teck Resources Limited Interview
23 Amerigo Resources Interview
24 Precious Metals
25 Kinross Interview
26 Rio2 Limited Interview
27 Lithium
28 SQM Interview
29 Albemarle Interview
30 Section 3: Junior Exploration
31 Study-stage Copper Projects
32 Expert Insights: Chile's Junior Exploration Community
33 World Copper Limited Interview
34 Early-stage Opportunities
35 ATEX Resources Interview
36 Torq Resources Interview
37 Pampa Metals Interview
38 VerAI Discoveries Interview
39 Lithium Exploration and Development
40 Lithium Chile Interview
41 Wealth Minerals Interview
42 Monumental Minerals Interview
43 Section 4: Engineering, Construction & Consultancies
44 Engineering & Consultancies
45 Water and the Environment
46 JRI Interview
47 Wood Interview
48 SRK Consulting Interview
49 Construction & Contractors
50 Sigdo Koppers Interview
51 Züblin Strabag Interview
52 Echeverría Izquierdo Interview
53 Thiess Interview
54 Going Underground
55 Master Drilling Interview
56 Robbins Interview
57 INCIMMET Interview
58 Section 5: Equipment & Technology
59 The Evolution of Mining Equipment
60 Scania Interview
61 Expert Insights: OEMs on Sustainability and Innovation
62 Comminution & Material Handling
63 Metso Outotec Interview
64 ME Elecmetal Interview
65 TAKRAF Interview
66 Haver & Boecker Interview
67 Innovation & Technology
68 Hexagon Interview
69 DSI Underground Interview
70 Dingo Interview
71 Pipes, Valves, Components & Wear Protection
72 Hofmann Engineering Interview
73 Expert Insights: The Benefits of AI and Automation
74 Section 6: Services
75 Drilling & Blasting
76 Geotec Boyles Bros Interview
77 Enaex Interview
78 Services
79 SGS Interview
80 Section 7: Sponsored Company Profiles
81 FreePort-McMoRan Profile
82 Rio2 Company Profile
83 Lithium Chile Profile
84 Metso Outotec Company Profile
85 SGS Company Profile
86 Credits

Mauricio Rocha, Managing Director,

SGS

"Mining companies are sending samples every two or three hours to laboratories, and they need quick responses in order to immediately move parameters in the processes."

What are SGS’s main services for the mining industry and standout projects you have been involved in?

Approximately 75% of SGS’s business in Chile is mining, with many of our standout projects related to the testing, inspection and certification (TIC), and modelling of mineral productive processes. We have a chain of services starting from ore characterization, going through optimization of all processes, and ending with the certification of final products at the ports and things related to shipment to the final clients. This is a complete value chain that goes through chemical labs, engineering, metallurgy, geology, plant operations.

Rather than offer simple services, we have integral contracts where we take on the whole process from pit to port. For example, we have a large contract with Escondida, and last year we took almost the whole north district contract for Codelco. This involved process optimization, port services, chemical labs, metallurgy labs and geological testing for all of Codelco’s northern mines.

Global supply chain and logistics delays have impacted the time to receive lab results. How is SGS dealing with these challenges?

Most delays were due to Covid. Laboratories were not at full capacity, and faced complexities in responding to the demand that sometimes increased because of rising metals prices. There was not enough service capacity globally to supply such great demand, and this was compounded by government restrictions.

We have noticed a trend of mining companies requiring more analysis and sending more samples. First, because projects are being accelerated and secondly, since companies are accelerating their projects (some which were delayed due to Covid), the installed capacity of commercial labs does have not the capacity for all the samples they are receiving.

SGS is in a better position than most to deal with this, as we have installed capacity and laboratories across Chile. Here in Chile, we prepare samples for chemical analysis and send them to Peru, where they have a larger capacity.

How can SGS’s mobile laboratories help mining operations situated in remote locations?

In addition to assisting commercial labs, mobile laboratories offer shorter response times. Mining in Chile is practically all low grade, especially with old mines, where the complexity of minerals increases and demands more analysis to better understand minerology and improve processes. For that, labs need to process more samples with faster responses. Mining companies are sending samples every two or three hours to laboratories, and they need quick responses in order to immediately move parameters in the processes.

Operations like BHP’s Spence, which has to calibrate the start of a new and very large concentrator, require a whole world of analysis and development; those samples go to our commercial labs, and they require in-line analysis because they are calibrating their plant and any deviation is a loss of a lot of money when production magnitudes are huge. This requires labs in the mine with a capacity to receive and respond in-line, as well as external labs to check and make longer-term, more robust analysis. Every mining company, when starting their projects, needs to have a laboratory nearby.

Considering all this demand, does SGS have plans to expand its capacity in Chile?

Definitely. We have two strategies: the organic one, to increase our capacity and expand our laboratories. SGS’s infrastructure today is already very large; we have more than 3,500 people and provide a full suite of services, but we intend to grow. It is straightforward for us to get approved Capex projects for infrastructure from our parent company in Geneva as they know the return on investment possible. On the other side, inorganic growth is always on the table. We have bought engineering companies like CIMM and Aquatic Health, and would consider further strategic M&A in the future.

Can you elaborate on SGS’s approach and commitment to sustainability?

SGS’s vision has evolved to incorporate sustainability into all aspects of the business, both internally and what we offer clients. The mechanism to face issues of ESG is innovation, including digital and structural transformation. As well as an internal innovation area, SGS has important alliances with universities looking into projects such as green hydrogen, as well as start-ups focused on hyperspectral imageology. Our pipeline of innovation projects related to sustainability has three pillars: risk management, consulting, and innovation. This approach and focus make us a strategic partner to mining which goes beyond just being a service company.

VIEW COMPANY PROFILE

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Section 7: Company Profiles (Sponsored)