As Pakistan’s Reko Diq project prepares to welcome some of the largest mining trucks ever brought into the country, a $440 million agreement with Komatsu signals more than industrial expansion — it marks a moment of transformation.
From building technical capacity to preparing women in Nok Kundi for simulator-based truck training, the mine is reshaping the landscape of opportunity in Balochistan.
In an exclusive interview with Geo News, Tim Cribb, Project Director at Reko Diq, speaks with clarity about timelines, trade dynamics, and workforce development.
He details how partnerships with Komatsu and the Hunar Foundation are localising both skills and hope. What follows is a conversation about machines — but also about the momentum of policy, equity, and a quiet revolution taking shape in Pakistan’s western deserts.
Q: Barrick Gold Corporation and Komatsu have signed a $440 million agreement. Could you explain what it is all about?
Tim: That’s right. To clarify, the contract is between Reko Diq and Komatsu, with Barrick acting as the operator. Barrick already works extensively with Komatsu equipment at our operations in Nevada and other global sites.
This $440 million agreement is specific to Reko Diq, with input from our joint venture partners. It includes a fleet of Komatsu 980E trucks, each with a 360-tonne payload — some of the largest commercial mining trucks in the world.
This will be the largest mining equipment ever brought into Pakistan. Beyond our immediate needs, it helps break a longstanding barrier in the country’s mining supply chain others will benefit from this new industrial scale as well.
Q: This is a five-year agreement. When will we start seeing the equipment arrive in Pakistan?
Tim: Much of the equipment takes years to build. For example, the large electric rope shovels have a lead time of about two years. We’ve begun the payment cycle, and manufacturing is already underway.
Some units, like the trucks, should start arriving by late 2026. Full delivery— including rope shovels — is expected around mid-2027. Most of the manufacturing is taking place in the United States, strengthening an important industrial link.
Q: These machines are massive. I imagine you’ll need a lot of skilled people to operate and maintain them. How are you preparing the workforce?
Tim: That’s a central reason for partnering with Komatsu—not only for equipment but to build human capital. They’re bringing systems, simulators, and expertise into Pakistan.
We’ve already joined hands with the Hunar Foundation, starting with a training centre in Nok Kundi. Operator simulators — essentially immersive driver-training rooms — are being installed there, with plans to expand into Dalbandin.
We’re also investing in hands-on instruction in electrical work, boiler making, and welding. Komatsu and Hunar are both integral to our long-term vision for localised skill development.
Q: In Thar’s coal project, women were trained to drive trucks. Can we expect a similar initiative at Reko Diq?
Tim: Absolutely. About 15% of our workforce is currently female, and we’re working to increase that number. Truck driving and maintenance roles are excellent entry points—they’re less physically demanding, and with training, women can fully excel in them. We’ve seen this succeed elsewhere in Pakistan, and we’re committed to replicating it here.
Q: With such a large capital investment, will the project impact Pakistan’s import bill?
Tim: Yes. Most of the equipment is being manufactured in the US, with payments occurring over the next two years. Deliveries begin in late 2026 and continue through 2027. There’s also a sustained import component, as Komatsu parts will require ongoing procurement from the US.
At the same time, we’re generating local value through workshops, warehousing, and training programmes. Local assembly and infrastructure build-out will contribute to economic activity within Pakistan. We’ll begin with 30 trucks, but as production ramps up toward 250 million tonnes annually, the fleet will grow to over 100. While it’s a major import, it’s also a foundation for local growth.
Q: The fleet will expand from 30 to over 100 trucks — isn’t that massive?
Tim: It is. But Reko Diq is a massive mine. The ore body and output targets demand this scale of movement. While the numbers are large, they’re in proportion to the opportunity.
Q: Aside from the equipment contract, how are things progressing on the ground?
Tim: Progress has been encouraging. A top priority has been engagement with the local community in the Chaghi district. Jobs are being created—both directly at Reko Diq and through contractors.
A manufacturer in Quetta, for example, has scaled up and hired more people to meet our needs. When I first visited in 2022, it was a very different landscape. Now we see visible change: new infrastructure, training hubs, and employment. This project is generating sustainable opportunities across Balochistan.
Q: How is the government supporting the Reko Diq project?
Tim: We’ve had robust support from all levels — the community in Nok Kundi, the Government of Balochistan, and the federal government in Islamabad. There’s a shared understanding of how significant this project is, both in scale and in terms of foreign investment. If we execute this right, it can serve as a strong signal to global investors that Pakistan is open to responsible, long-term partnerships.
