Mining and Metals

Helping the world’s biggest metals and mining companies achieve lasting impact​.

Momentum is shifting rapidly to place emission reduction at the top of many boards and CEOs’ priorities. Where to begin?

In recent years, organisations have been working to significantly reduce their energy costs and emissions. Investors and shareholders are actively demanding reductions within their organisations, as well as from their suppliers and end‑users.

To be able to maintain the 'license to operate', there is a real necessity to promote energy efficiency, minimise adverse environmental impact and ensure sustainable land use following the closure of a mining site.

Key drivers

Our mission to clients is to reduce risks and energy consumption while improving community relations through a combination of automation and policy compliance.

HSEC (Health, Safety & Environmental Compliance) and ESG (Environment, Social and Governance) leadership begins by developing site‑level baselines for energy usage and greenhouse gas emissions, then identifying the key drivers for each of them. By working closely with the key stakeholders, the combined team generate and prioritise improvement ideas for each core driver.

Companies need to start thinking today about how they can ensure their output is where it needs to be in the next five years. What tough decisions do you need to make?

Mining sites can be difficult to monitor and tough to manage.

Removing volatility across mining and metals products and operations requires not just an assessment of whether the equipment is performing to its full potential or whether a company’s maintenance strategy is aligned with its long‑term business objectives.

Instead, it relies on taking a 360‑view of whether bottlenecks are forming and where potential performance and productivity opportunities can be found.

We help our mining clients to revisit and optimise their operational plans, improve the coordination of their planning and operational schedules and then ensure compliance.

Ownerships and improvements

This methodology allows us to work effectively with clients to identify, prioritise and focus on the areas that will deliver rapid bottom‑line improvements and allow us to understand the interactions across their site.

Throughout, we work through the line with productivity leaders to build ownership of what success looks like and then its implementation.

How efficiently is capital deployed across your core activities? Do you require stricter capital allocation frameworks to reduce risk?

Ensuring capital investment can grow and sustain itself efficiently requires a long‑term lens and understanding of the key drivers of growth in the short to medium term.

This starts with first redressing the trend of falling productivity that many organisations are facing.

That involves a range of targeted initiatives: creating digital roadmaps, strengthening supply chains, experimenting with new operating models, optimising portfolios and improving sourcing practices.

Doing more per dollar invested

Developing and embedding a more strategic application of capital is critical to maintaining the effectiveness and safety of your operation.

More than ever, it is crucial to thoroughly understand potential resource and supply chain risks, so you can address them proactively. We partner with our clients in negotiating tender planning and supplier bases – both optimising contract strategies and engaging contractors to deliver high performance.

Every organisation’s digital transformation journey is unique, depending on its urgency and potential competitive risks. Do you require a light touch or a full overhaul of processes?

Across all industries, there has been an acceleration in the adoption of technology and its capabilities for organisations.

For some, this moment was triggered by necessity rather than detailed planning, and there exists a big opportunity to further leverage technology across the board in a focused way to achieve priorities and upskill the workforce at the same time.

Within mining, digital transformation can lead to enhanced productivity, automation of back‑office activities and steps towards remote mining. While innovation is important, progress must be measured. For example, absorbing your workforce into the most innovative practices can be costly if it is applied bluntly across a team that may not yet understand or appreciate the fundamentals.

Shared view

We recommend that new management operating routines and digital transformation should be clearly defined to create a shared view of the desired outcome and foster alignment.

We define goals and a roadmap to achieve them, clear accountabilities and responsibilities (who needs to do what, by when), the means to track progress, regular reviews of progress and strong, visible leadership.