Sydvaranger Drift AS feasibility study
- Client Name
- Sydvaranger Drift AS
- Location
- Kirkenes, Norway
Challenge
The Sydvaranger Mine has been in care and maintenance since 2015 and is targeting a restart of operations in 2026. To achieve this, the project required a feasibility study to support the final investment decision (FID).
The greatest constraint on the project was time: the client’s financial investment required a 15-month period from optioneering to feasibility study completion. Additionally, the client’s reporting schedule conflicted with low-resource periods, namely, the preliminary economic assessment (PEA) coinciding with Christmas, and the definitive feasibility study (DFS) overlapping with the summer vacation.
Solution
SLR was selected as a trusted partner for its technical expertise and deep knowledge of the mining industry. For this project, SLR’s role was to deliver the feasibility study, covering everything from geological assessment and engineering analysis and design, through to the financial evaluation in line with AACE/FEL 3 standards.
In addition to technical delivery, SLR provided project support, working collaboratively to address challenges and actively manage the development of the project toward its goal of becoming an operational mine. The SLR project team worked hand-in-hand with the Sydvaranger team to deliver the project to the highest standards within a tight timeframe. This was achieved through daily communications, interactive steering sessions, and technical workshops at every stage of the project’s critical path.
Anglo American conducted due diligence throughout the project. The technical teams held regular workshops to share methodologies, interim results, and decision-making processes. This level of transparency and collaboration was only possible through a strong relationship and open, clear communication between the two project teams.
SLR adapted its approach and methodology to support this iterative process and mitigate the risks posed by time constraints, ensuring the quality of the final deliverables. The team went above and beyond expectations, recognising the importance of the project and committing to delivering to the highest standards for Sydvaranger. Key SLR resources, such as technical editors, played a vital role in maintaining consistency and accuracy throughout the report peer reviewing of all technical aspects with qualified and experienced peer reviewers and had qualified persons sign-off on the full project delivery.
Impact
Time, Cost, Scope
The project was delivered on time, under budget, and within scope. This enabled the scheduled publication by Sydvaranger on 1 September 2025.
Client Satisfaction
Grangex praised SLR for their professionalism:
“The DFS was managed by SLR Consulting (“SLR”), a Tier-1 international multidisciplinary consulting firm, and prepared according to international reporting standards.”
“I would like to thank the SLR team and all other partners that have worked with Grangex to deliver this DFS – their professionalism is a credit to their respective institutions.”
Project Goal Achieved
The DFS has determined the technical, financial, and operational viability for the implementation of the Sydvaranger Mine. It evaluated factors such as ore resource quality, extraction methods, infrastructure needs, environmental impacts, market dynamics, process solutions, and financial feasibility.
“We are very pleased to recognise SLR, for their leadership in delivering the definitive feasibility study for the Sydvaranger Project. The study was completed on time, and in full compliance with International reporting standards.
Srinivasa Rao Gadi Director - Mine Development
SLR and their consortium of global consultants brought outstanding technical expertise, and a collaborative approach that ensured the quality and credibility of the results. Their work has provided us with a robust foundation for advancing the project, highlighted significant improvements over the PEA, and identified additional optimisation opportunities that can be implemented during commissioning and operations.”
