The 'Saindak Model': Pioneering foundational management revolution

Deep in the remote desert of Balochistan province, the Saindak Copper-Gold Mine Project (SCGP), a project operating under MCC Resources Development Company (Pvt.) Limited (MRDL) subsidiary to MCC Tongsin Resources Ltd. (MCCT), is ushering in a new chapter of overseas project management empowered by its original "Four-in-One Management Mode" that comprises safety and integrity system, amoeba management, "5S" quality standardization, and talents development. Over the past two decades, this well-matured mining project has been holding the remarkable records of sustained profitability and "zero-incident" in terms of both work safety and public security with its revolutionized foundational management system. Committed as it has always been, the SCGP is becoming an "incubator" of MCCT for overseas project management.

Manuals for Standardization – consolidating management foundations

Building foundation with safety and integrity system

Confronting complex security challenges overseas, the SCGP has initiated a safety and integrity system that deeply integrates both Chinese and Pakistani cultures of integrity. Through a closed-loop three-stage mechanism of "integrity checklist + performance evaluation + commitment letter" combined with an innovative four-sphere practice model of "pre-shift meeting + finger-oral dictation + accident prediction + standby supervision", passive compliance with safety rules has been transformed into proactive engagement. As regards public security, the project has established a three-dimensional protection network of human defense (project-military-government synergized coordination); physical defense (intelligent security systems); technical defense (early warning systems), and a routine communication mechanism engaging local military forces, government, and tribes, making it an exemplary pioneer of security practice among Chinese central State-owned enterprises overseas.

Empowering operations through amoeba management model

To navigate cyclical copper market fluctuations, the project has initiated a simulated marketization mechanism and established a management model centered on "unit operation with autonomy, resource allocation at cost, and profit distribution on contribution". Through the innovative development of "one philosophy, six systems" framework, a four-tier management structure covering "shift-section-department company" levels has established in 2025. The Amoeba Management (Cost) Standardization Guidelines was compiled and promulgated, which synergized cross-departmental cost control throughout the project, leading to annual cost reduction by 2 percent and fluctuation of KPIs fulfillment within 5 percent. Such original practice of gearing marketization to traditional management stand out as a replicable model for cost efficiency endeavors of all overseas projects.

Boosting high-quality development through "5S +" quality standardization

Aiming at the sore points of the decades-old mine, the SCGP operator has rolled out a "5S +" quality standardization initiative. In terms of environmental standardization, the mindset of “5S by everyone, 5S at anytime, and 5S for everything” was instilled into each and every employee at the project. Over 200 tasks for rectification and upgrade were strictly fulfilled. As the outcome, the overall outlook of the project was transformed. With regard to management system standardization, a "four-in-one" management system integrating environment, safety, quality and cost was established. The Compliance Manual for Management System (Process) Standardization at such three levels of company, department and grassroots units with over 3 million words was compiled. Targeting behavioral standardization, the project devised and launched a portfolio of systems including the safety and integrity system, amoeba management model, equipment management standardization, and intelligent material management system. Such "environment, systems and behavior" three-in-one standardization drive has injected new vitality into the long-life mine.

Star Rating Campaigns – igniting grassroots vitality

Reinforcing foundation with "greater talent strategy"

For decades, the SCGP has been holding fast to the talent strategy of "once onboard, always a part", and has established a "three teams + dual-track training" system. On the one hand, it has built a talent circulation mechanism of "long-term training + short-term practice + targeted transfer" to have cultivated and deployed a large number of outstanding professionals at both SCGP and other MCCT projects. On the other hand, the project has been pursuing localized talent training by creatively adopting the "mentorship program + skills competitions + job grading" mode. Over 800 key employees have been developed. With the implementation of the dual-driven talent strategy combining localization and internationalization the SCGP has not only maintained stable operation but also created abundant jobs for the local communities, thus securing mutually-beneficial and win-win development.

The core value of the "Saindak Model" lies in enhancing safety management, reducing costs, and boosting efficiency, and in building the multi-dimensional management that deeply integrates "institutional systems + management tools + cultural recognition". This model has not only empowered the steady and sustained application of Chinese management practice in overseas projects but also provided valuable references for international mining project operators.