Top Ten Trends in Global Mining Development in 2015
Time：2019-04-04 11:45:06 Page view (573)
Deloitte's latest report lists the top ten challenges and solutions for the global mining industry in 2015.
First, return to basics.
The pursuit of operational excellence emphasizes operational excellence, and mining companies must rethink traditional operating models and consider cost control from a cultural perspective.
Second, innovation is the new secret to survival.
This is not just a matter of cost control. Mining companies must transform traditionally conservative tendencies, embed innovation into the company's DNA, look to the long-term, try from the details, accelerate the pace of expansion, integrate into the innovation ecosystem, and prepare for the new operating environment.
Third, the new energy model.
Reducing project power costs Mining companies should consider using new energy sources, such as the use of unconventional fossil fuels, to mobilize the enthusiasm of developing renewable energy facilities.
Fourth, reduce the size of the project.
Based on supply and demand In order to avoid the risk of tight supply in the future, mining companies need to find a better balance between meeting short-term investor and analyst expectations and maintaining the continued development of the project.
Fifth, financing activities are gradually decreasing.
Its impact is reverberating throughout the market, with limited solutions, but junior mining companies may be able to avoid disasters by attracting foreign investors, pooling resources, developing new financing options, and considering private equity financing.
Sixth, the survival of junior companies.
How to sail in a rough environment? By capitalizing on the ownership structure, junior companies should take steps to streamline assets and consider finding partners, joint venture development, sales and integration.
Seventh, looking for new skills.
Changing the reality of the industry calls for a new generation of talent. In order to attract new talents into the mining industry, mining companies will need to focus on diversity, develop new talent management systems, improve high-demand talent training, and increase targeted training investments.
Eighth, the storm of geopolitical uncertainty.
From the rain to the embrace of uncertainty. Coping strategies include calling for greater policy clarity, promoting mining associations to influence government decisions, raising risk awareness, and planning for countermeasures in advance.
Ninth, the risk of stakeholder participation increases.
The company strives to balance the interests of competition. Mining enterprises should establish a win-win platform, communicate through new ways, and play the role of social media. The United Mining Association negotiates with local communities to improve corporate social responsibility and discuss with the affected community to close the mine.
Tenth, to negotiate with the government.
Look for new ways to communicate and cooperate. Strategies to overcome regulatory uncertainty include building good government relationships, increasing voice in industry associations, tracking social impact through social media, helping to set policy agendas, and making better use of mobile technology.
First, return to basics.
The pursuit of operational excellence emphasizes operational excellence, and mining companies must rethink traditional operating models and consider cost control from a cultural perspective.
Second, innovation is the new secret to survival.
This is not just a matter of cost control. Mining companies must transform traditionally conservative tendencies, embed innovation into the company's DNA, look to the long-term, try from the details, accelerate the pace of expansion, integrate into the innovation ecosystem, and prepare for the new operating environment.
Third, the new energy model.
Reducing project power costs Mining companies should consider using new energy sources, such as the use of unconventional fossil fuels, to mobilize the enthusiasm of developing renewable energy facilities.
Fourth, reduce the size of the project.
Based on supply and demand In order to avoid the risk of tight supply in the future, mining companies need to find a better balance between meeting short-term investor and analyst expectations and maintaining the continued development of the project.
Fifth, financing activities are gradually decreasing.
Its impact is reverberating throughout the market, with limited solutions, but junior mining companies may be able to avoid disasters by attracting foreign investors, pooling resources, developing new financing options, and considering private equity financing.
Sixth, the survival of junior companies.
How to sail in a rough environment? By capitalizing on the ownership structure, junior companies should take steps to streamline assets and consider finding partners, joint venture development, sales and integration.
Seventh, looking for new skills.
Changing the reality of the industry calls for a new generation of talent. In order to attract new talents into the mining industry, mining companies will need to focus on diversity, develop new talent management systems, improve high-demand talent training, and increase targeted training investments.
Eighth, the storm of geopolitical uncertainty.
From the rain to the embrace of uncertainty. Coping strategies include calling for greater policy clarity, promoting mining associations to influence government decisions, raising risk awareness, and planning for countermeasures in advance.
Ninth, the risk of stakeholder participation increases.
The company strives to balance the interests of competition. Mining enterprises should establish a win-win platform, communicate through new ways, and play the role of social media. The United Mining Association negotiates with local communities to improve corporate social responsibility and discuss with the affected community to close the mine.
Tenth, to negotiate with the government.
Look for new ways to communicate and cooperate. Strategies to overcome regulatory uncertainty include building good government relationships, increasing voice in industry associations, tracking social impact through social media, helping to set policy agendas, and making better use of mobile technology.