Mining Journal Global Leadership Report 2019

Technology and stakeholder influences are reshaping the workplace, while the skills gap has put the industry’s ability to keep pace with these changes at the required rate into question.

Mining Journal Global Leadership Report 2019
Mining Journal Global Leadership Report 2019	Mining Journal Global Leadership Report 2019	Mining Journal Global Leadership Report 2019	Mining Journal Global Leadership Report 2019	Mining Journal Global Leadership Report 2019

Introduction

Technology and stakeholder influences are reshaping the workplace, while the skills gap has put the industry’s ability to keep pace with these changes at the required rate into question.

This report discusses, among other key issues, what is likely to attract the next generation of mining professionals and whether leadership teams have the necessary skills to transform the workplace.
 
 


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What workers want

Skilled job-seekers want to work for organisations that have a positive impact on the world.

Mining Journal Global...

23 AUGUST 2019
What workers want
What workers want
What workers want
What workers want

Executive Summary: Industry Survey results

This report presents two quantitative research chapters: 'Workplace of the future' and 'Leadership'

Mining Journal Global...

23 AUGUST 2019
Executive Summary: Industry Survey results
Executive Summary: Industry Survey results
Executive Summary: Industry Survey results
Executive Summary: Industry Survey results

Executive interviews: numbers and trends

Four open questions were asked around the workplace of the future.

Executive interviews: numbers and trends

Aims & methodology

The primary aim of this research is to investigate drivers shaping the workplace of the future

Aims & methodology

The future of mining is (still) people

People remain the key to unlocking the potential of the fourth industrial revolution

Mining Journal Global...

23 AUGUST 2019
The future of mining is (still) people
The future of mining is (still) people
The future of mining is (still) people
The future of mining is (still) people

State of play

Most respondents see their companies performing strongly on matters of human resources

State of play

People

Most people were 'Passionate' about working in mining; few were outwardly unhappy about it.

People

Leadership

Leadership and employee groups have starkly different perceptions of leadership's ability

Leadership

Future of the workforce

All demographics agreed on the need for mining companies to have 'Morally strong credentials'.

Future of the workforce

Richard Adkerson, Freeport-McMoRan

As we now look forward to our two-year strategy, we have some clearly defined objectives.

Mining Journal Global...

23 AUGUST 2019
Richard Adkerson, Freeport-McMoRan
Richard Adkerson, Freeport-McMoRan
Richard Adkerson, Freeport-McMoRan
Richard Adkerson, Freeport-McMoRan

Ivan Arriagada, Antofagasta

There is a capital being invested into expanding our districts of operation and resource base

Ivan Arriagada, Antofagasta

Rosh Bardien, Gold Fields

Three of our six key strategy pillars are directly relevant for transformation of the workplace.

Rosh Bardien, Gold Fields

Mark Bristow, Barrick Gold

The industry is still so archaic in its approach to managing itself.

Mark Bristow, Barrick Gold

Andrew Cole, OZ Minerals

The most important focus and spend of time has been our organisational strategy and culture

Andrew Cole, OZ Minerals

Edward Dowling, Polyus

We work on infrastructure and organisation to take advantage of technology and digital acceleration

Edward Dowling, Polyus

Mark Cutifani, Anglo American

We have around 80% new players in the top three levels of our leadership.

Mark Cutifani, Anglo American

Elizabeth Gaines, Fortescue Metals Group

In terms of technology, the key really has been automation.

Elizabeth Gaines, Fortescue Metals Group

Geoffrey Gao, MMG

We see technology and innovation in general as important contributors to MMG's progress.

Geoffrey Gao, MMG

Gary Goldberg, Newmont Goldcorp

We use technology because we can see the return, not just for technology's sake.

Gary Goldberg, Newmont Goldcorp

Ron Hochstein, Lundin Gold

It is not about investments in things - you can't just bring in anyone and put some technology there...

Ron Hochstein, Lundin Gold

Sergey Ivanov, ALROSA

We aim to build a certain production system to enable employees to be proactive, motivated and proud...

Sergey Ivanov, ALROSA

Graham Kerr, South32

We've invested more than $7 million (A$10 million) in our leaders in the past two years

Graham Kerr, South32

Jake Klein, Evolution Mining

Our culture at Evolution is what we regard as absolutely critical to past success and future success...

Jake Klein, Evolution Mining

Peter Marrone, Yamana Gold

To transform the workplace, you must begin with the quality of leadership

Peter Marrone, Yamana Gold

Vitaly Nesis, Polymetal International

New technologies revolve around automation and artificial intelligence.

Vitaly Nesis, Polymetal International

Simone Niven, Rio Tinto

The world of work is rapidly changing and the mining industry is not immune.

Simone Niven, Rio Tinto

Kevin O'Kane, SSR Mining

Last year we started a large initiative to help develop the frontline of supervision in leadership.

Kevin O'Kane, SSR Mining

Stuart Tonkin, Northern Star Resources

Technology and innovation really can't be unlocked without people.

Stuart Tonkin, Northern Star Resources

Michael Webb, Nutrien

By using these technologies, we become more efficient and effective.

Michael Webb, Nutrien

Mick Wilkes, OceanaGold

Philosophically, we need to get ahead of the curve in terms of mine safety and embrace technology

Mick Wilkes, OceanaGold

Futureproofing education for mining

Multifaceted approach from industry and academics required to address skills shortages

Mining Journal Global...

23 AUGUST 2019
Futureproofing education for mining
Futureproofing education for mining
Futureproofing education for mining
Futureproofing education for mining

Leadership introduction

The digital survey element asked questions under the leadership theme

Leadership introduction

Most desirable leadership skills

'Vision', 'Communication', and 'Lead by example' were voted in as the top three leadership traits

Most desirable leadership skills

Greatest threats/risks

'Lack of growth' was voted the greatest threat to companies for a second year in a row.

Greatest threats/risks

Greatest opportunities

Incredibly, this year's ranking barely resembled last year's.

Greatest opportunities
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