Introduction
Engineers & Planners (E&P), together with its subsidiary Azumah Resources Ghana Ltd, has signed a US$37.5 million procurement agreement with Danish mining technology provider FLSmidth (FLS). The transaction is designed to fast-track development of the Black Volta and Sankofa gold concessions in Ghana and move these assets toward full-scale gold production through early acquisition of critical processing equipment and plant-wide technology.
By securing long-lead mining and mineral processing equipment early in the schedule, E&P aims to compress the project delivery timeline, reduce construction and logistics risk, and enhance the performance of the future gold processing plant in Ghana, which is being configured around a conventional crush–grind–leach flowsheet.
TL;DR: E&P has committed US$37.5 million to FLSmidth to lock in key processing systems and technology for the Black Volta and Sankofa gold mine development in Ghana, with the goal of accelerating first gold and de‑risking execution.
Background: Advancing the Black Volta and Sankofa Gold Concessions
The Black Volta and Sankofa concessions are regarded as strategic gold assets in Ghana’s mining sector. Ghana is currently Africa’s largest gold producer and a top‑10 gold producer globally, supported by a long-established regulatory framework and mining services ecosystem. According to U.S. Geological Survey data, Ghana consistently ranks among the world’s leading gold jurisdictions, which helps attract major international investors.
In October 2025, E&P completed a US$100 million settlement to fully acquire the Black Volta and Sankofa concessions from former foreign shareholders of Azumah Resources Ghana Ltd. This transaction resolved a protracted ownership dispute, restored clarity over project control, and allowed E&P to move ahead with detailed engineering, permitting, and long-term investment planning for a new gold processing plant in Ghana.
With ownership settled, E&P’s focus has shifted to project execution and infrastructure delivery. This includes finalizing the process design, securing long-lead mining equipment and FLSmidth mineral processing technology, advancing environmental and social impact assessments (ESIAs), and aligning with Ghanaian regulators such as the Minerals Commission and Environmental Protection Agency (EPA) ahead of construction.
TL;DR: After resolving ownership through a US$100m acquisition in 2025, E&P is now focused on engineering, permitting, and execution of the Black Volta and Sankofa gold assets under Ghana’s established mining regulatory regime.
Process Flowsheet and Plant Design Overview
The planned gold plant is based on a conventional carbon‑in‑leach (CIL) flowsheet, which is standard for treating oxide and transitional gold ores in West Africa. While final design parameters are subject to ongoing testwork and feasibility updates, the base case design contemplates:
- Throughput: An indicative design capacity on the order of 2.5–3.0 million tonnes per annum (approximately 7,000–8,200 tonnes per day), consistent with mid‑tier greenfield gold operations in the region.
- Ore type: Predominantly near-surface oxide and transitional material, with potential to treat fresh/sulphide ore in later phases; a head grade typically in the 1.4–2.0 g/t Au range, in line with comparable West African projects.
- Recovery targets: Overall gold recovery in the 90–94% range for oxide and transitional feed, assuming appropriate residence time, grind size, and leach conditions; this aligns with benchmarks reported by operators in Ghana and Burkina Faso.
The high-level process flow for the Black Volta and Sankofa CIL plant will follow this sequence:
- Primary crushing: Run‑of‑mine ore will be reduced by a primary gyratory crusher to a size suitable for downstream grinding.
- Secondary and tertiary crushing: Raptor cone crushers will perform additional size reduction and classify feed to the grinding circuit.
- Grinding: A semi‑autogenous grinding (SAG) mill and ball mill combination will produce a final grind size typically in the P80 75–106 µm range, optimized for leach kinetics.
- Classification: KREBS hydrocyclones will separate fine slurry sent to leach from coarse particles recycled to the mill to maintain target particle size distribution.
- Thickening: A pre‑leach thickener will increase slurry density, improving CIL residence time and reagent efficiency.
- CIL leaching and adsorption: The slurry will pass through a series of CIL tanks where cyanide leaching is combined with carbon adsorption to load gold onto activated carbon.
- ADR circuit: The absorption–desorption–refining (ADR) plant will strip gold from loaded carbon, regenerate the carbon, and produce doré bars via electrowinning and smelting.
- Cyanide detoxification: A dedicated detox unit will reduce weak‑acid dissociable (WAD) cyanide in tailings to levels compliant with international and Ghanaian environmental standards.
- Tailings storage: Treated tailings will be pumped to a lined tailings storage facility (TSF) engineered to meet Ghana EPA requirements and aligned, where practical, with ICMM tailings management principles.
Plant design will allow for debottlenecking and potential future conversion or expansion to treat higher proportions of sulphide ore, using FLSmidth mineral processing technology such as additional grinding capacity or pre‑oxidation if metallurgical testwork justifies it.
TL;DR: The project is targeting a ~2.5–3.0 Mtpa CIL gold plant with a standard crush–grind–CIL–ADR–detox–tailings flowsheet, aiming for +90% recovery from predominantly oxide and transitional ores with optional future sulphide processing.
Details of the US$37.5 Million Procurement Agreement
Under the new agreement, FLSmidth will supply a comprehensive package of critical long‑lead equipment and associated services for the Black Volta and Sankofa gold mine development. Components such as large grinding mills and primary crushers typically require 9–14 months to engineer, fabricate, and ship, according to industry norms observed in comparable projects globally, which makes early procurement a key schedule driver.
TL;DR: The FLSmidth contract secures major processing and materials‑handling systems whose normal 9–14 month manufacturing and delivery cycles would otherwise dominate the project critical path.
Key Long-Lead Equipment Covered
The core equipment package for the gold processing plant in Ghana includes:
- Crushing: A primary gyratory crusher and Raptor cone crushers for secondary and, if required, tertiary crushing duties.
- Grinding: A SAG (semi‑autogenous grinding) mill and ball mill for ore grinding and size reduction, designed for the targeted 2.5–3.0 Mtpa throughput.
- Pre‑leach thickener: For slurry densification, improving leach residence time and reagent utilization.
- Screens and apron feeders: For controlled ore feed and screening of crusher and mill products.
- KREBS cyclones and slurry pumps: For classification, slurry transport, and optimization of grinding efficiency.
- ADR and detox systems: Absorption, desorption, and refining (ADR) systems for gold recovery, plus cyanide detoxification units for tailings treatment.
These items form the backbone of the CIL plant and are decisive for achieving nameplate throughput, metallurgical recovery, and stable operating costs. Typical benchmark projects show that grinding and crushing circuits account for a significant portion of processing CAPEX, making the performance and reliability of these assets central to the project’s net present value (NPV).
TL;DR: The order covers the full front‑end (crushing, grinding, classification) and back‑end (ADR, detox) of the CIL plant, locking in performance-critical assets that underpin throughput, recovery, and NPV.
Engineering, Automation, and Technical Support Scope
Beyond mechanical equipment, FLSmidth’s scope extends into engineering, automation, and digital optimization:
- Process and layout engineering: Design support for the process plant, including equipment sizing, process control philosophy, and plant layout to optimize material and personnel flows.
- Plant-wide control systems: Supply and configuration of distributed control systems (DCS) and programmable logic controllers (PLCs) to integrate crushers, mills, CIL, ADR, and utilities into a unified control environment.
- Digital optimization tools: Provision of advanced process control (APC), online instrumentation, and condition monitoring systems consistent with FLSmidth’s digital offerings, enabling real-time optimization of throughput, energy use, and reagent consumption.
- Installation and commissioning: On‑site supervision for mechanical, electrical, and instrumentation installation, followed by cold and hot commissioning of each plant area.
- Training and capacity building: Structured training for Ghanaian operators, maintenance personnel, and engineers, including classroom sessions, on‑the‑job mentoring, and operations manuals.
- Performance guarantees: Contractual guarantees tied to throughput, availability, and recovery assumptions, conditional on ore characteristics and operating practices.
FLSmidth’s plant‑wide automation and digital solutions are intended to minimize ramp‑up time and stabilize operations, reflecting global trends in smart mining and data-driven performance improvement documented by sources like the World Gold Council and leading industry analyses.
TL;DR: FLSmidth is not just supplying hardware; its remit includes process design support, integrated plant control systems, digital optimization tools, commissioning, and training, all underpinned by performance guarantees.
Strategic Rationale and Timelines
Speaking at the signing ceremony, Noel Addo, Director of Azumah Resources Ghana Ltd, emphasized that ordering long‑manufacture items now is crucial to maintaining schedule discipline:
“These items will take close to forty‑six weeks to manufacture, so we need to pay for them now while we continue sourcing other components. That is the essence of today’s ceremony. FLS is well known in the mining industry — their presence alone gives us significant leverage,” he said.
For large gold projects, industry data and public feasibility studies often show total lead times of 24–36 months from final investment decision to first gold, with long-lead equipment procurement representing a major share of that window. By committing to early fabrication of items such as SAG mills—which frequently require 10–12 months from order to delivery—E&P reduces exposure to supply chain congestion, shipping delays, and vendor manufacturing queues.
TL;DR: With key equipment taking ~46 weeks to manufacture and typical gold project timelines running 2–3 years, early commitment to FLSmidth’s package is a central schedule and risk‑management decision.
FLSmidth’s Role, Technology Advantage, and Track Record
Alistair Mackay, FLSmidth’s Vice President for Capital Sales in Europe, Arabia, and Africa, highlighted the company’s commitment to high‑efficiency mineral processing technology and lifecycle support:
“The signing today is focused on the long‑lead items, which involve a substantial amount of equipment. We expect installation to begin early next year, with construction anticipated six months from now,” Mackay explained.
FLSmidth is globally recognized for its integrated solutions in crushing, grinding, classification, and gold extraction, as well as its expertise in automation and environmental systems. The company has delivered process plants and key equipment to multiple gold operations in West Africa and worldwide, including projects in Ghana, Burkina Faso, and Mauritania, underscoring its familiarity with local conditions, logistics corridors, and regulatory expectations. Case examples of FLSmidth mineral processing technology in Africa can be found on the company’s project references page: FLSmidth Gold Solutions.
For investors and lenders, FLSmidth’s involvement offers an additional layer of technical assurance regarding throughput, recovery, energy efficiency, and environmental compliance, which are often scrutinized in independent technical due diligence.
TL;DR: FLSmidth brings a strong global and West African track record in gold plant delivery, combining mechanical equipment with process control, environmental systems, and lifecycle support to strengthen bankability.
Project Delivery Schedule and Critical Path
The current Black Volta and Sankofa project schedule—subject to permitting, financing, and detailed engineering—can be summarized as follows:
| Year / Period | Key Activities |
|---|---|
| 2025 | Completion of US$100m concession acquisition; advancement of feasibility work, ESIA, and mining lease regulatory processes; signing of US$37.5m FLSmidth procurement agreement. |
| Late 2025 – 2026 | Manufacturing of long-lead equipment (~46 weeks from purchase order); detailed engineering; plant layout finalization; early civil works and site preparation in parallel. |
| 2026 | Progressive delivery of crushers, mills, and major plant components; installation and erection of structural steel, mechanical and electrical packages; continuation of infrastructure development. |
| Late 2026 – 2027 | Mechanical completion; commissioning of individual systems; integrated plant commissioning; ramp‑up to commercial gold production. |
The 46‑week manufacturing period for critical equipment aligns with a 2026 delivery window, assuming purchase orders are placed promptly post‑agreement. This enables civil and structural works to advance during 2025–early 2026, followed by equipment installation as deliveries occur. If execution proceeds as planned, the sequencing supports a 2027 production start-up, with ramp‑up to nameplate capacity over 6–12 months, consistent with typical ramp‑up trajectories for new CIL facilities reported in public technical reports.
TL;DR: Equipment fabrication spans late 2025–2026, dovetailing with civil works so that installation and commissioning in late 2026–2027 can support first gold and ramp‑up during 2027.
Impact on Project Economics and Risk Profile
Early procurement of major equipment has several direct implications for project economics and risk:
- CAPEX certainty: Locking in pricing and specifications for big-ticket items like SAG mills and crushers reduces exposure to inflation and scope creep, improving accuracy of capital cost estimates and financial models.
- Schedule risk reduction: With long-lead items often on the critical path, early commitments reduce the likelihood that late deliveries will delay commissioning and first gold, which in turn protects project internal rate of return (IRR) and NPV.
- Financing attractiveness: Lenders typically view firm equipment contracts with reputable original equipment manufacturers (OEMs) as a positive factor, as they demonstrate execution readiness and technical robustness.
- Operational uptime: Configuring the plant around proven, standardized FLSmidth mineral processing technology enhances expected availability and maintainability, which supports more stable cash flows once in operation.
Rather than repeating multiple rationales for early procurement, these combined factors illustrate why securing the FLSmidth package is a core risk‑management move for E&P at this stage of the project.
TL;DR: Early commitment to FLSmidth equipment improves CAPEX certainty, lowers schedule and technical risk, and strengthens the project’s NPV and financing case.
Project Financing and Capital Structure Considerations
The US$37.5 million equipment package forms a substantial portion of the processing plant capital expenditure. While specific financing structures for this order have not been publicly detailed, such packages are typically funded through a combination of:
- Equity contributions from project sponsors such as E&P.
- Project finance debt facilities from banks or development finance institutions, often contingent on completion of bankable feasibility studies and permitting milestones.
- Potential vendor support in the form of phased payment terms or limited vendor financing, depending on commercial agreements.
By settling the ownership dispute and progressing toward a definitive process plant design, E&P is better positioned to structure an optimal capital stack that balances leverage and dilution while meeting lender requirements around technical, environmental, and social risk management.
TL;DR: Although precise terms are not disclosed, the equipment order is expected to be integrated into a broader mix of equity and project finance debt, potentially with staged payments to match the 46‑week manufacturing and delivery cycle.
Regulatory, Permitting, and ESG Framework
For gold mine development in Ghana, compliance with national regulations and international environmental, social, and governance (ESG) standards is a prerequisite for financing and community acceptance. The Black Volta and Sankofa projects are expected to progress through:
- Ghana Minerals Commission: Oversight of exploration licenses, mining leases, and local content plans.
- Environmental Protection Agency (EPA): Review and approval of environmental impact statements (EIS) and environmental management plans.
- Local government and community engagement: Consultation on land use, resettlement (if required), and community development programs.
E&P is advancing environmental and social impact assessment work in line with Ghanaian law and, where feasible, international benchmarks such as IFC Performance Standards and widely adopted cyanide and tailings management guidance. These studies will inform the design of the tailings storage facility, water management systems, cyanide detoxification performance criteria, and biodiversity and community impact mitigation plans.
TL;DR: The projects are being advanced under Ghana’s mining and environmental regimes, with ESIA work and permitting progressing in parallel with engineering to align with national and international ESG expectations.
Local Content, Training, and Employment
A central element of E&P’s strategy is to maximize Ghanaian participation in construction and operations. While final workforce numbers will depend on the definitive plant size, comparable CIL operations in West Africa typically employ:
- Construction phase: 400–800 workers at peak, including civil, mechanical, electrical, and camp support roles, with an emphasis on hiring locally where skill sets are available.
- Operations phase: 250–400 direct employees across operations, maintenance, engineering, laboratory, health and safety, and general administration.
FLSmidth will deliver structured training for plant operators, control room personnel, mechanical and electrical maintenance teams, and process engineers. This will be supported by local content and supplier development initiatives, such as:
- Preferential sourcing of construction materials, fuel, and services from Ghanaian suppliers.
- Partnerships with local contractors for earthworks, civil construction, and non‑specialist plant maintenance.
- On‑the‑job development programs to upskill Ghanaian staff for supervisory and technical roles over the life of mine.
TL;DR: E&P plans to build a largely Ghanaian workforce, with several hundred roles during construction and 250–400 permanent jobs in operations, supported by FLSmidth‑led training and local supplier development.
Maintenance Strategy and Operational Reliability
Reliability and availability targets for the Black Volta and Sankofa gold processing facility will be supported by a maintenance strategy built around:
- OEM service agreements: Potential multi‑year service and support contracts with FLSmidth covering critical equipment inspections, component upgrades, and technical advisory services.
- Condition monitoring: Implementation of vibration monitoring, oil analysis, and online performance diagnostics for mills, crushers, and rotating equipment, integrated into the plant’s digital control systems.
- Planned shutdowns: Scheduled maintenance shutdowns designed to achieve high mechanical availability (typically 90–94% for well‑run CIL plants) while minimizing unplanned downtime.
- Spares strategy: Stockholding of critical and insurance spares in country, either on‑site or through regional distribution hubs, to reduce lead times during breakdowns.
This proactive approach is intended to maintain high plant availability, a key determinant of annual gold output and unit operating costs.
TL;DR: The project anticipates OEM‑backed service, condition monitoring, and structured shutdowns to deliver high plant availability and predictable operating performance.
Significance for Ghana’s Gold Mining Industry
The Black Volta and Sankofa developments further reinforce Ghana’s standing as a hub for modern, large‑scale gold mining. The combination of a Ghanaian‑led operator and a global technology supplier is expected to:
- Support local employment, on‑the‑job training, and skills transfer in mining and mineral processing.
- Increase Ghana’s medium‑term gold production capacity and associated fiscal revenues.
- Stimulate investment in roads, power, water, and other shared infrastructure that can benefit local communities.
- Promote adoption of efficient and safer gold processing technologies, including advanced control and environmental management systems.
Well‑structured engineering and procurement partnerships are increasingly seen as critical for mine development in emerging markets, where investors, regulators, and communities place growing emphasis on predictable timelines, cost control, and responsible ESG performance.
TL;DR: The projects should boost Ghana’s gold output, create skilled jobs, and showcase modern, ESG‑aware processing technology provided through the E&P–FLSmidth partnership.
Conclusion
The US$37.5 million procurement agreement between Engineers & Planners, Azumah Resources Ghana Ltd, and FLSmidth represents a major step in transforming the Black Volta and Sankofa concessions from exploration assets into producing gold mines. By locking in essential crushing, grinding, CIL, ADR, and detox systems—as well as plant‑wide automation, digital optimization tools, and performance guarantees—E&P is building a more predictable pathway to first gold.
Together with the earlier US$100 million acquisition of the concessions, this commitment underscores E&P’s long‑term strategy in Ghana’s gold sector and highlights how early, technically robust procurement with a tier‑one OEM can materially improve project economics, schedule reliability, and overall risk management for a new gold processing plant in Ghana.
TL;DR: The FLSmidth deal cements a critical part of the Black Volta and Sankofa development plan, anchoring the process plant design, strengthening investor confidence, and supporting a 2027 production start‑up target.
FAQ
Q: What is the purpose of the US$37.5 million procurement agreement between Engineers & Planners and FLSmidth?
A: The agreement secures core crushing, grinding, CIL, ADR, and detox equipment, along with automation and engineering support, for the Black Volta and Sankofa gold processing plant in Ghana. By committing to this package early, E&P reduces schedule risk tied to long manufacturing lead times and supply chain congestion, while anchoring the technical basis for project financing and execution.
Q: What specific process flowsheet will be used at the Black Volta and Sankofa gold projects?
A: The plant is being designed around a conventional carbon‑in‑leach (CIL) flowsheet suitable for oxide and transitional ores: primary and secondary crushing → SAG and ball milling → KREBS cyclone classification → pre‑leach thickening → CIL tanks → ADR circuit (elution, electrowinning, smelting) → cyanide detoxification → tailings storage. This configuration targets overall gold recoveries above 90% based on typical West African benchmark data for similar ore types.
A: The project is progressing through Ghana EPA’s environmental review process, supported by environmental and social impact assessments that address water use, biodiversity, community impacts, and closure planning. Tailings will be deposited in a purpose‑built, engineered tailings storage facility designed to meet Ghanaian regulations and align, where practical, with international guidelines such as ICMM tailings principles. Cyanide will be managed within a closed circuit, with a detox plant reducing weak‑acid dissociable cyanide in tailings to internationally accepted thresholds before discharge to the TSF, in line with good practice frameworks such as those referenced by the International Cyanide Management Code.
Q: Who are the main regulators and stakeholders for the Black Volta and Sankofa gold mine development, and how do they influence the schedule?
A: Key regulators include the Ghana Minerals Commission, which oversees mining rights and local content obligations, and the Environmental Protection Agency (EPA), which approves environmental impact studies and permits for construction and operation. Local district assemblies, traditional authorities, and nearby communities are also critical stakeholders, particularly for land access, resettlement (if needed), and community development agreements. Progress with these bodies—securing a mining lease, environmental permits, and social license to operate—must run in parallel with equipment fabrication and construction to avoid delays to the 2027 production target.
Q: What are the main project risks (e.g., gold price, permitting, logistics), and how are they being managed?
A: Key risks include gold price volatility, which can affect project economics; permitting and ESIA timelines, which must be synchronized with engineering and procurement; and logistics challenges in delivering large equipment to a relatively remote site. E&P seeks to mitigate these by: locking in major equipment costs early; engaging proactively with regulators and communities; designing robust logistics plans for oversize loads; and using proven FLSmidth mineral processing technology to reduce technical and operational risk. Financial stress‑testing at different gold price scenarios is also expected to form part of lender due diligence.
Q: How does the FLSmidth partnership benefit long-term operations beyond construction?
A: Beyond supplying hardware, FLSmidth provides integrated control systems, advanced process control, and condition monitoring that help optimize throughput, energy use, and reagent consumption over the life of mine. The company’s training programs and potential service agreements support skills transfer to Ghanaian staff and high mechanical availability, which together enhance long‑term operating margins and resilience to market or ore variability.
