Top Ten: Mining Companies
Written by Meaghan Clark
With support from Robert Spence @ Mining Global
Alcoa isn’t just the world’s leading producer of primary aluminum, but they practically invented all the ways in which today’s modern aluminum use has been portrayed. With innovation streaming in their veins, the company has taken an interest in aerospace, automotive, building and construction with operations in over 31 countries.
Setting the standard for sustainable practices and business strategy in the gold mining industry, Newmont Mining was the first gold mining company to make the Dow Jones Sustainability World Index, which they’ve held for the last four years, in addition to ranking 16th on Corporate Responsibility Magazine’s 100 Best Corporate Citizens List.
Gold is a great industry to be in at the moment, and Goldcorp knows all too well there is no better time than the present to invest. The Vancouver based mining company with more than 14,000 employees takes a unique approach to getting headlines, offering innovation approaches to their growing reputation.
With a focus solely in mining, Teck is Canada’s largest diversified mining company. Interested in the exploration, development, processing, smelting and refining of metallurgical coal, copper and zinc, Teck Cominco Limited owns 13 mines throughout Canada, the US, Chile and Peru.
6. Barrick Gold
A renowned company that takes on a lot more than just the mining industry, Barrick Gold Corporation also has an interest in the sale and production of gold and copper, in addition to hosting Canada oil and gas properties. Barrick Gold’s general mining regions are located in North and South America, Africa and Australia Pacific.
A Phoenix based company that has power internationally, Freeport-McMoRan separates itself from its competitors by way of its broad portfolio. With the Grasberg minerals district in Indonesia, mining operations in North and South America, the Tenke Fungurume minerals in the Congo and operations in Atlantic Cooper, they’ve preserved their strength for years.
4. Anglo American
Commercializing on community involvement and employee care, Anglo American started an ad campaign last August to personalize the company. The team that makes up one of the largest mining companies in the world help to secure major assets in copper, iron ore, metallurgical coal, nickel and thermal coal in the UK, Australia, Brazil and South Africa.
3. Rio Tinto
Despite 2009’s failed merger with Chinalco, Rio Tinto’s luck hasn’t changed much since the trial and sentencing of four Rio Tinto employees on charges of bribery. Their more than 60,000 employees in 40 countries continue to dominate the production of aluminum, iron core, copper, uranium, coal and diamonds.
Vale is always runner up on this list, but not for lack of trying; as the largest logistics operator in Brazil, they rule the world in production of iron ore and pellets, coming second in nickel and producing copper, aluminum and alumina as well.
1. BHP Billiton
2010 was a great one for BHP Billiton. The company, who operate nine customer sector groups, realized annual productions of 158.56 million barrels of oil equivalent – placing them at the top of the industry’s list. Petroleum wasn’t the only thing that garnered such a great number for the team, as they accumulated 1.2 million tonnes of aluminum, 13.9 million tonnes of bauxite and 3.8 million tonnes of alumina.
Though BHP Billiton is a relatively new company, forming in 2001, its roots date back to the 1800s before BHP and Billiton merged. BHP, originally headquartered in Melbourne, Australia, was incorporated in 1885 as a natural resources company. Since 1860 Billiton has been a leader in the metals and mining industry, producing aluminum and alumina.
Top 10 ways to prepare for COVID-19
Energy Digital sets out Gartner’s Top 10 ways organisations can prepare for a pandemic, via effective operational risk management.
As the spread of the Coronavirus (COVID-19) continues to develop, many businesses are left uncertain as to whether their risk mitigation plan is sufficient.
In a recent webinar conducted by the research and advisory firm just 12% of 1,500 people believe that their business is highly prepared for the impact of COVID-19, while 56% believed themselves to be somewhat prepared, and 11% believed themselves to be very unprepared.
“Most organizations have done some pandemic planning but still have many unanswered questions about whether they have done everything they can to manage risks,” says Jim Mello, Senior Director, Advisory, Gartner.
Establish a preparedness framework
Establish a team that represents all critical business functions. These people will report directly to executive management and are responsible for prioritising the importance of business activities and organise them in tiers for response and recovery.
Monitor the situation
It is important to ensure that organisations monitor the rate in which the infection is spreading and its severity. Many rely on the World Health Organisation for information.
Be sure to revise revenue forecasts and communicate with investors, as well as suppliers in regards to any potential finance issues. It is important to ensure that the business has the working capital to ride it out.
Ways to ensure this include: working capital checks, seeking loans or government-sponsored financial relief.
Extend personal hygiene and cleaning protocols
It is important to comply with any changes to workplace regulations. In addition, it is important to establish protocols for staff returning from infected areas, as well as extending existing hygiene activities.
Ensure close monitoring of absenteeism rates for signs of problems. It is important to identify critical staff in order to make sure the company can continue to function in their absence and be prepared for up to 40% absentee rates.
In addition to reviewing HR policies and procedures, it is important to maintain a level of sensitivity when it comes to engaging with employees and workplace preferences.
Establish a communication programme
People can feel out of the loop quickly. Establish a spokesperson appropriate for the situation who can maintain lines of communication. In addition, organisations should establish pre-approved messages and scripts for various stakeholders.
Review the impact on the operation
Although this may seem overwhelming, the team established to represent all critical business functions should identify key areas to consider. It is important to maintain a connection with the reality on the ground in countries affected.
Key questions to consider: is transport functioning? Have holidays been extended? Where can operation continue and where do they need to stop?
IT business functions tend to be relatively well-prepared for business continuity. However, it is important to assess the supply chain for critical equipment and keep extra inventory if required.
In addition, organisations should keep in mind remote data centre management and cloud options for critical systems as well as enabling remote working programs and rescheduling any non-essential IT work prioritising key applications.
Review pandemic plans to identify any gaps in response
Conduct a preparedness exercise by validating roles and responsibilities as well as recovery requirements and procedures, in order to identify any gaps in the recover capabilities and resource needs.
Following the establishment of a pandemic plan, identify three lessons learned, key observations or improvements for the exercise. After establishing these organisations should priorities the short and long term follow up actions.