⎯⎯⎯⎯⎯⎯⎯⎯
Follow us
Recent trends are putting increasing pressure on the mining and metals industry. Companies must rethink their approaches regarding energy and emissions, smart mining technology, and remote or automated operations to thrive in the future.
To drive productivity and maintain licenses to operate, companies need to embed remote operations and meet Environmental, Social, and Governance (ESG) goals. This involves reducing emissions, switching to renewable energy, cutting water usage and more.
Some will need to adopt new ways of working by looking at what jobs can be done offsite, adopting agile operating models or implementing smart mining and AI into operations. To remain competitive, mining companies must embrace change and embed sustainable practices to create real, positive change in their operations.
Demonstrating strong environmental leadership
Maximising productivity from current and future portfolios
Enhancing the return on capital deployed
Leveraging technology to drive cost efficiency
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.
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.
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.
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.
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.
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.
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.
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.
‟The accelerated momentum behind implementing a sustainable agenda and rethinking ways of working has reached all industries, but especially mining. Companies should begin gearing up today for what will be a fundamental change so that they can adapt their business through mining automation and new mining technology to flourish in smart and timely ways.”
Anuj Arya
Director, Head of North America and Member of the Global Executive
Mining companies are placing a stronger focus on social and environmental issues, prioritising transparency, shared values, and collaboration with local communities. Increasing pressure from stakeholders and governments is pushing miners to reduce emissions and have actionable plans to meet regulations and retain a 'license to operate’.
Global funds are also actively seeking companies committed to lowering emissions, as renewable energy practices are seen as lower‑risk investments. As green finance gains momentum and stakeholder pressure rises, the economic value of renewables will continue to grow. The key factors to consider are energy costs, security, and control of their energy supply.
The rise in digital adoption is boosting efficiency in mining operations, particularly by enhancing the capacity to deploy technology faster and integrating ready‑made solutions from third‑party suppliers. However, this must be done pragmatically and carefully.
Aligning teams around common agile tools and practices is essential as is providing proper training on digital tools and practices to maximise their use and effectiveness.
Many mining companies are realising the value of remote operating centers. There is growing agreement the future of mining will differ from today in terms of organisational structure, operating systems, and work processes. Remote working has allowed companies to maintain business operations while improving safety and well‑being.
To build on this, it is essential remote and automated operations are designed to address workforce preferences and operational challenges. Our metals and mining consultants understand the importance of setting clear expectations, agreeing on priority deliverables, confirming actions, and documenting key processes and protocols to ensure success.
15-20% increase in output
25-35% capital reductions on major mining projects
10-15% of cost reduction benefits from sourcing and supply chain work
17.5% capital cost reduction through scope and commercial adjustments for a brownfields iron ore mine
Successfully designed and completed transition to owner-operate on time and within the original budget, delivering an asset with 50% lower operating costs and 20% increased production
US$73m of improvement ideas implemented through operational improvement for an open-cut gold mine