R&D with the director of the work of Reko Diq Tim Cribb

As Pakistan’s Reko Diq project prepares to welcome some of the largest mining trucks they have ever brought to the country, they agree $ 440 million with Komatsu more than industrial expansion – marks a moment of transformation.

From building technical capacity to women’s preparation at Nok Kundi for simulater -based truck training, the mine remodeles the landscape of the barcarist.

In an exclusive interview with Geo NewsTim Cribb, a project manager at Reko Diq, speaks clearly about timetables, commerce dynamics and the development of workforce.

He says in detail how collaborations with Komatsu and the Hunar Foundation detect both skills and hope. What follows is a debate on machinery – but also about the dynamics of politics, equality and a quiet revolution that is shaped in the western deserts of Pakistan.

E: Barrick Gold Corporation and Komatsu signed a $ 440 million agreement. Could you explain what is the matter?

Tim: That’s right. To clarify, the contract is between Reko Diq and Komatsu, with Barrick acting as a operator. Barrick already operates extensively with Komatsu equipment in our Nevada activities and other worldwide.

This deal of $ 440 million is special for Reko DIQ, with influx of consortium partners. Includes a 980E Komatsu Fleet fleet, each with a payload of 360 tonnes-part of the world’s largest commercial mines.

This will be the largest mining equipment he ever brought to Pakistan. In addition to our immediate needs, it helps to break up a long barrier in the country’s mining supply chain, others will also benefit from this new industrial scale.

E: This is a five -year agreement. When will we start seeing the equipment reaching Pakistan?

Tim: Much of the equipment lasts for years to be manufactured. For example, large electric rope shovels have a time of about two years. We have begun the payment cycle and the construction is already in progress.

Some units, such as trucks, should start to reach by the end of 2026. Full delivery-including shovel rope-is expected around the mid-2027. Most of the construction takes place in the United States, enhancing an important industrial link.

E: These machines are huge. I imagine you will need many specialized people to operate and maintain them. How are you preparing the workforce?

Tim: This is a central reason for working with Komatsu – not only for equipment but for building human capital. They bring systems, simulators and expertise to Pakistan.

We have already joined the Hunar Foundation, starting with a training center in Nok Kundi. Operator simulators-Dusk-based vaccine rooms-are being placed there, with plans to expand to Dalbandin.

We also invest in practical instructions in electrical labor, boiler production and welding. Komatsu and Hunar are an integral part of our long -term vision for local skills development.

E: In Thar’s coal design, women were trained to drive trucks. Can we expect a similar initiative at Reko Diq?

Tim: Absolutely. About 15% of our workforce are women today and we are working to increase this number. Truck driving and maintenance roles are excellent entry points – they are less naturally demanding, and with training, women can fully exceed them. We have seen this succeed elsewhere in Pakistan and we are determined to reproduce it here.

E: With such a large capital investment, the project will affect the bill on the introduction of Pakistan?

Tim: Yes. Most of the equipment is manufactured in the US, with payments that occur over the next two years. Traditions begin at the end of 2026 and continue until 2027. There is also a prolonged introduction component, as Komatsu sections will require ongoing US supplies.

At the same time, we create local value through laboratories, warehouses and training programs. Local assembly and infrastructure will contribute to economic activity in Pakistan. We will start with 30 trucks, but as production ramps up to 250 million tonnes per year, the fleet will increase to over 100. While it is an important introduction, it is also a foundation for local development.

E: The fleet will extend from 30 to over 100 trucks – isn’t it so massive?

Tim: Are. But Reko Diq is a huge mine. The goals of the body and the exit of the ore require this drive scale. While the numbers are large, they are according to the opportunity.

E: Apart from the equipment contract, how do things go on the ground?

Tim: Progress was encouraging. A top priority was the commitment to the local community in the Chagghi area. Jobs are created – both directly on Reko DIQ and through contractors.

A maker in Quetta, for example, has reduced and hired more people to meet our needs. When I first visited 2022, it was a very different landscape. Now we see visible change: new infrastructure, training nodes and employment. This project creates sustainable opportunities throughout the Ballet.

E: How does the government support the Reko Diq project?

Tim: We had strong support from all levels – the community in Nok Kundi, the Backedian government and the federal government in Islamabad. There is a common understanding of how important this project is, both on a scale and in terms of foreign investment. If we execute this right, it can serve as a strong signal to world investors that Pakistan is open to responsible, long -term partnerships.