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INSIDE THIS REPORT
Richard Adkerson, Freeport-McMoRan
Ivan Arriagada, Antofagasta
Rosh Bardien, Gold Fields
Mark Bristow, Barrick Gold
Andrew Cole, OZ Minerals
Mark Cutifani, Anglo American
Edward Dowling, Polyus
Geoffrey Gao, MMG
Gary Goldberg, Newmont Goldcorp
Ron Hochstein, Lundin Gold
Sergey Ivanov, ALROSA
Graham Kerr, South32
Jake Klein, Evolution Mining
Peter Marrone, Yamana Gold
Vitaly Nesis, Polymetal International
Simone Niven, Rio Tinto
Kevin O’Kane, SSR Mining
Stuart Tonkin, Northern Star Resources
Michael Webb, Nutrien
Mick Wilkes, OceanaGold
Read the Mining Journal Global Leadership Report 2019 ePublication online13 JULY 2020
Skilled job-seekers want to work for organisations that have a positive impact on the world.23 AUGUST 2019
This report presents two quantitative research chapters: 'Workplace of the future' and 'Leadership'23 AUGUST 2019
Four open questions were asked around the workplace of the future.
The primary aim of this research is to investigate drivers shaping the workplace of the future
People remain the key to unlocking the potential of the fourth industrial revolution23 AUGUST 2019
Most respondents see their companies performing strongly on matters of human resources
Leadership and employee groups have starkly different perceptions of leadership's ability
All demographics agreed on the need for mining companies to have 'Morally strong credentials'.
As we now look forward to our two-year strategy, we have some clearly defined objectives.23 AUGUST 2019
There is a capital being invested into expanding our districts of operation and resource base
Three of our six key strategy pillars are directly relevant for transformation of the workplace.
The most important focus and spend of time has been our organisational strategy and culture
We have around 80% new players in the top three levels of our leadership.
We work on infrastructure and organisation to take advantage of technology and digital acceleration
In terms of technology, the key really has been automation.
We see technology and innovation in general as important contributors to MMG's progress.
We use technology because we can see the return, not just for technology's sake.
It is not about investments in things - you can't just bring in anyone and put some technology there...
We aim to build a certain production system to enable employees to be proactive, motivated and proud...
We've invested more than $7 million (A$10 million) in our leaders in the past two years
Our culture at Evolution is what we regard as absolutely critical to past success and future success...
To transform the workplace, you must begin with the quality of leadership
New technologies revolve around automation and artificial intelligence.
The world of work is rapidly changing and the mining industry is not immune.
Last year we started a large initiative to help develop the frontline of supervision in leadership.
Technology and innovation really can't be unlocked without people.
Philosophically, we need to get ahead of the curve in terms of mine safety and embrace technology
Multifaceted approach from industry and academics required to address skills shortages23 AUGUST 2019
'Vision', 'Communication', and 'Lead by example' were voted in as the top three leadership traits
'Lack of growth' was voted the greatest threat to companies for a second year in a row.