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