search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
MINING INDUSTRY


Mining for talent


The mining sector is undergoing significant changes in the way it operates with new technologies and urgent people management overhauls at the heart of it. Ledetta Asfa-Wossen reports.


F


or the world’s top 40 mining companies, 2017 was a good year. PwC’s report Mine: Tempting Times


reveals commodity prices steadily recovering and revenue gains throughout 2018 but firms are proceeding with caution – reinventing their HR operating models to minimise risk. “The mining sector is becoming more and


more complex. As a result, leaders in these businesses have to be capable across an ever- increasing group of risks and opportunities. The importance of mining companies in their communities, the sustainability of their operations, rapid changes in demand for emerging commodities and the deployment of disrupting technologies continues to challenge


organisational capabilities,”


explains Trevor Hart, global mining leader at KPMG. “Leading companies are identifying with a clear strategy for their business and placing people at its core.”


To assess which commodities to invest


in, and which to divest, miners now more than ever need to keep their fingers on the pulse of fluctuating consumer demands and the emergence of new technologies, such as electric vehicles. Many companies are now seeking later-stage commodities, extracting tech-related metals and boutique minerals like lithium and graphite instead of coal. In order to stay competitive, firms are


having to track and capitalise on trends led by the start-up community. To seize timely opportunities, they must be able to move, separate and integrate, forcing companies to run more agile operations.


Building global networks Just this spring, Anglo-Australian


mining group Rio Tinto announced plans that it would be moving its UK support staff to one of its three new global hubs to improve


synergy. It will also build a commercial and marketing hub in Singapore. The news comes close after its huge investment in cloud operations to empower 55,000 of its global employees with highly secure mobile access to business information. “As mining companies do more and more


business across different countries, they need the ability to move their talent around quicker, easier and more cost-effectively. They also need leaders and employees with global experience to help manage and run their broad, geographic operations,” adds Malebogo Mpugwa, head of talent at Anglo American Rio Tinto has gone full steam ahead with


its intelligent mine strategy, where all its assets will be networked and its employees capable of making technology-enabled decisions in microseconds. Anglo American too, recently voiced its high-tech mobility ➲


relocateglobal.com | 19


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64