2022年全球矿业展望（英）-毕马威VIP专享VIP免费

下载本文档

阅读 337
格式 pdf
大小 1.62 MB
约27页
2023-04-18
收藏
点赞(0)
海报
举报

Global Mining

Outlook 2022

Extracting key insights for mining leaders

KPMG International home.kpmg/mining

Ever since we began our global survey of

mining executives 12 years ago, one thing

has been constant: the top risk for the

industry has always been commodity prices.

So this year marks quite a moment: commodities

markets have lost their place at the top of the

risk radar, overtaken by environmental risks

and regulations. The environmental, social and

governance (ESG) agenda looms large — the third

top risk (community relations and social license to

operate) is also related to ESG.

For an industry that inherently operates over

the long term, these shifts in a short space of

time are striking. They underline the extent to

which climate change-related issues and ESG

more broadly are reframing corporate priorities in

mining, as in almost every business sector. They

also inﬂuence the attractiveness of the industry to

the new and diverse talent it requires.

ESG is becoming ever more top of mind in mining

company boardrooms, but this doesn’t mean that

other opportunities and risks have fallen away.

Commodity prices will always be the commercial

lynchpin of the industry’s fortunes — and with

prices riding high, executives in this year’s survey

Foreword

Changing times

As the world’s supply chains

look to meet rising demands,

the mining industry ﬁnds itself

increasingly in the spotlight, being

challenged to quickly deliver the

materials the world needs in a way

that is acceptable to more and

more stakeholders. In my view,

transparency and high-quality

engagement will be critical. For

those who get it right, I believe the

rewards will be signiﬁcant!”

Trevor Hart

Global Head of Mining

KPMG International

are generally in a conﬁdent mood. The risk is more

around price volatility, with some marked swings

of late challenging established LME trading

systems, with temporary suspension of nickel

trading as a result.1

Another dramatic difference this year is that the

pandemic has disappeared from the top 10, after

leaping in at number two last year. Now it seems

like the industry regards COVID-19 as something

it can incorporate into business as usual as global

demand for commodities to power the economic

recovery builds.

However, the pandemic has certainly left its

legacy. Supply chain issues have become more

prominent. Political instability, nationalization and

the global trade conﬂict threat have all become

front-line factors too. Our survey was carried out

before the terrible events in Ukraine unfolded.

I suspect that if we were to re-run it now, these

risks would be appreciably higher still.

From my observation, the opportunities for the

industry are outstanding. The importance of the

sector for the world’s future has been gaining

more and more prominence and I believe it ﬁnds

itself in such a strong position to deliver.

1 Reuters, LME forced to halt nickel trading, cancel deals, after prices top $100,000, Eric Onstad, March 2022.

Global Mining Outlook 2022 2

Contents

Shifts in the risk landscape 4

Conﬁdence and capital 7

ESG with everything 10

Technology transformation 14

Talent challenge 17

Mining the data — Country perspectives 19

KPMG’s Global Mining practice 22

Methodology and acknowledgements 24

About the authors 25

Global Mining Outlook 2022 3

/27

下载本文档

文本预览下载提示常见问题

GlobalMiningOutlook2022ExtractingkeyinsightsforminingleadersKPMGInternationalhome.kpmg/miningEversincewebeganourglobalsurveyofminingexecutives12yearsago,onethinghasbeenconstant:thetopriskfortheindustryhasalwaysbeencommodityprices.Sothisyearmarksquiteamoment:commoditiesmarketshavelosttheirplaceatthetopoftheriskradar,overtakenbyenvironmentalrisksandregulations.Theenvironmental,socialandgovernance(ESG)agendaloomslarge—thethirdtoprisk(communityrelationsandsociallicensetooperate)isalsorelatedtoESG.Foranindustrythatinherentlyoperatesoverthelongterm,theseshiftsinashortspaceoftimearestriking.Theyunderlinetheextenttowhichclimatechange-relatedissuesandESGmorebroadlyarereframingcorporateprioritiesinmining,asinalmosteverybusinesssector.Theyalsoinfluencetheattractivenessoftheindustrytothenewanddiversetalentitrequires.ESGisbecomingevermoretopofmindinminingcompanyboardrooms,butthisdoesn’tmeanthatotheropportunitiesandriskshavefallenaway.Commoditypriceswillalwaysbethecommerciallynchpinoftheindustry’sfortunes—andwithpricesridinghigh,executivesinthisyear’ssurveyForewordChangingtimesAstheworld’ssupplychainslooktomeetrisingdemands,theminingindustryfindsitselfincreasinglyinthespotlight,beingchallengedtoquicklydeliverthematerialstheworldneedsinawaythatisacceptabletomoreandmorestakeholders.Inmyview,transparencyandhigh-qualityengagementwillbecritical.Forthosewhogetitright,Ibelievetherewardswillbesignificant!”TrevorHartGlobalHeadofMiningKPMGInternationalaregenerallyinaconfidentmood.Theriskismorearoundpricevolatility,withsomemarkedswingsoflatechallengingestablishedLMEtradingsystems,withtemporarysuspensionofnickeltradingasaresult.1Anotherdramaticdifferencethisyearisthatthepandemichasdisappearedfromthetop10,afterleapinginatnumbertwolastyear.NowitseemsliketheindustryregardsCOVID-19assomethingitcanincorporateintobusinessasusualasglobaldemandforcommoditiestopowertheeconomicrecoverybuilds.However,thepandemichascertainlyleftitslegacy.Supplychainissueshavebecomemoreprominent.Politicalinstability,nationalizationandtheglobaltradeconflictthreathaveallbecomefront-linefactorstoo.OursurveywascarriedoutbeforetheterribleeventsinUkraineunfolded.Isuspectthatifweweretore-runitnow,theseriskswouldbeappreciablyhigherstill.Frommyobservation,theopportunitiesfortheindustryareoutstanding.Theimportanceofthesectorfortheworld’sfuturehasbeengainingmoreandmoreprominenceandIbelieveitfindsitselfinsuchastrongpositiontodeliver.1Reuters,LMEforcedtohaltnickeltrading,canceldeals,afterpricestop$100,000,EricOnstad,March2022.GlobalMiningOutlook20222©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.ContentsShiftsintherisklandscape4Confidenceandcapital7ESGwitheverything10Technologytransformation14Talentchallenge17Miningthedata—Countryperspectives19KPMG’sGlobalMiningpractice22Methodologyandacknowledgements24Abouttheauthors25GlobalMiningOutlook20223©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.ShiftsintherisklandscapeWhilethebiggestexternalriskeventseeninageneration—theglobalCOVID-19pandemic—hasreceded,itisnotablethatthetoprisksfacingtheminingindustrygenerallycomefromoutsideratherthanwithin.“Breadandbutter”industryriskssuchascommodityprices,permittingrisksandaccesstoreservesarestillkeyissues,butitistherisksthatarisefromexternalities,suchasenvironmentalregulationsandgeopoliticalfactors,thatarereallytakingupexecutivethinkingtime.Thestandoutfeatureofthisyear’sresultsisthattwoESG-relatedrisksareinthetopthree.WewilldelvedeeperintoESGshortly.Meanwhile,politicalinstabilityandglobaltradeconflictcompletethetopfive.GiventheeventsinEasternEurope,theseconcernsmaybeevenhigherrightnow.54%agreethattheminingindustryneedstoconsolidatetomanagecostsandrisksmoreeffectivelygoingforward.GlobalMiningOutlook20224©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Certainly,ourresearchunderlineshowquicklypoliticalscenariosandrisklandscapescanchangeinrealtime.Onaregionalbasis,executivesinEurope,theMiddleEastandAfrica(EMA)wereleastworriedaboutpoliticalinstability.Inourview,thiswillsurelyhavechangednow.ThosemostworriedbypoliticalinstabilitywererespondentsinLatinAmerica,whichisconsistentwithTheEconomist’srecentDemocracyIndexfindingsfortheregion2.Threeofthetoprisksidentified(tradewar,regulatoryshocks,politicalstability)couldbedescribedmorebroadlyasgeopoliticalrisks.Unsurprisingly,businessesarefeelingtheimpactofgrowinggeopoliticalvolatilityinaworldofuncertainpowerdynamics.Themostpreciouscommodityforglobalbusinessestoplan,investandgrowisstability.Thisisbecomingararecommodityintoday’sfracturedworld.Webelievemoretime,moneyandeffortwillhavetobeinvestedbyminingcompanyboardsandstrategyteamstohelpnavigatepoliticalminefields.Onthepositiveside,lastyear’sconcernsovertheriskofaneconomicdownturnhavedropped—mostlikelyduetothesubsidenceofthepandemicduring2021andthetransitionintotherecoveryphase.Alongsidethis,accesstocapitalhasfallenoutoftheindustrytop10fromlastyear,indicatingthatminingorganizationsaremoreconfidentintheirabilitytoraisefundingandinvestment.Nevertheless,whenexecutiveswereaskedtorankrisksspecificallyfortheirowncompaniesratherthanonanindustry-widebasis,itdoesfeatureinthetop10,suggestingsomeunevennessaccordingtotheindividualprofileandcommodityspecializationofthebusiness.Thosespecializingincoal,forexample,mayfinditbecomeshardertosecureinvestmentinthefuture.Inflationhoversasanewconcern,justonthefringesofthetop10.Certainly,supplychainissues—theeighthtoprisk—havebeendrivingariseinthecostofmaterialsandsupplies,whileeconomiesgloballyarebeginningtowrestlewithinflationarypressures.Inourview,energycostsforbusinessesarerocketingandthereisalsoupwardpressureonwages.Overhalf(54percent)ofexecutivesagreethatsomeconsolidationisneededintheindustrytomanagecosts—risinginflationwillonlyaddtothis.Thereisanothernotablenewentrant—thetalentcrisis.Attractingandretainingtherightpeopleisbecominganincreasinglyliveissuefortheindustry.Onanindustry-widebasis,thetalentcrisisisatop10issue,whilewhenaskedaboutrisksfortheirownspecificorganization,executivesrankattractingandretainingtalentatnumberseven.Theworkforceisanagingoneandattractinganewgenerationoftalentwiththerightskillsetsfortoday’sshiftingpriorities(suchastechnologyandESG-relatedexpertise)ischallenging.It’sanissuethatconfrontsalmosteveryplayerintheindustry—andonethatwediscussinmoredetailalittlelateron.Theworkforceisanagingoneandattractingnew-generationtalentwiththerightskillsetsfortoday’sshiftingpriorities(suchastechnologyandESG-relatedspecialisms)ischallenging.2TheEconomist,DemocracyIndex2021:lessthanhalftheworldlivesinademocracy,February2022.GlobalMiningOutlook20225©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Toprisksfortheminingindustry20222021CommoditypriceriskCommunityrelationsandsociallicensetooperatePoliticalinstability/nationalizationAbilitytoaccessandreplacereservesGlobaltradeconﬂictPermittingriskSupplychainrisksTalentcrisisRegulatoryandcompliancechanges/burdenCommoditypriceriskGlobalpandemicEconomicdownturn/uncertaintyCommunityrelationsandsociallicensetooperateEnvironmentalrisks,includingnewregulationsPermittingriskPoliticalinstabilityAccesstocapital,includingliquidityAbilitytoaccessandreplacereservesRegulatoryandcompliancechanges/burdenRank060207030804090510Environmentalrisks,includingnewregulations01NEWGlobalMiningOutlook20226©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.ConfidenceandcapitalTheworldneedsminerals—andindeed,asthemovetowardsdecarbonizationandenergytransitionaccelerates,mineralslikelithium,cobalt,graphiteandotherscouldseeenormousgrowthindemandastheKPMGreportResourcingtheenergytransitionhasexplored.Therefore,itisnosurprisethatminingexecutivesaregenerallyconfidentaboutthefuture,withariseinoptimismcomparedtolastyear’ssurvey.Overhalf(56percent)saytheyaremoreoptimisticabouttheoutlookfortheirorganizationcomparedtoayearago,includingnearlyone-fifth(18percent)whoare“significantly”moreoptimistic.Oversixin10(62percent)areconfidentorveryconfidentaboutgrowthprospects,albeitthisisfractionallydownfromayearago(66percent).“Fromwhatwe’veobserved,commoditypricesareskyhigh—ifvolatile—andthisisgenerallyunderpinningindustryconfidence,”observesTrevorHartofKPMG.62%ofrespondentsareconﬁdentinthegrowthprospectsfortheirorganizationoverthenext12months.GlobalMiningOutlook20227©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Morethan6in10agreethatminingcompaniesneedtoembracenewbusinessmodelssuchasstrategicpartnerships,privateequityandpublic-privatepartnerships.Aswehavenoted,accesstocapitalhasdroppedoutofthetop10industryrisklist—andwhenaskedspecificallyaboutthetopic,executives’responsesshowageneralimprovementintheposition.Thirty-sevenpercentagreethataccesstotraditionalsourcesofcapital(debt/equity)hasimprovedoverthelastyear,arisefrom32percentinthe2021survey,andtherehasbeenanequivalentdropinthosewhoagreethataccesstocapitalisasignificantconstraint.However,responsesarenotuniform,indicatingthatwhilethegeneraltrendisimproving,forsomeorganizationsaccesstocapitalischallenging.Andonanindividualcompanybasis,itsitsatnumber10onthetoprisklist.Perhapsitisasaresultofthisthatweseesomeinterestingtrendsemerging.Firstly,nearlytwo-thirdsofrespondents(62percent)agreeorstronglyagreethatcompaniesneedtoembracenewbusinessmodels,suchasstrategicpartnerships,privateequityandpublic-privatepartnerships.ThisisespeciallymarkedamongorganizationswithamarketcapitalizationoflessthanUS$5billion.TherearesignsthatacombinationoffundingfactorsandtheincreasingESG-relatedscrutiny,reportingandregulatoryrequirementsplacedonpubliccompaniesisleadingmoreminingbusinessestocontemplatealternativemodels.HealthycashandgoodaccesstocapitalareindicationsthatM&Aisontheagenda.Butforsomeminingcompanies,accesstocapitalisharder.Combinedwithrisingregulatoryrequirementsforpubliccompanies,wemayseemoreminingassetsgoingprivate.”RichardMetznerKPMGintheUSTopstrategiesforgrowthInnovationandtechnologicaltransformationProductivitygainsfromexistingoperationsOrganicgrowth01Mergersandacquisitions020304GlobalMiningOutlook20228©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.2021202232%37%63%Agree54%AgreeGlobalMiningOutlook202214Itisincreasinglydifﬁcultforapublicminingcompanytosucceedwiththetraditionalbusinessmodel.Today’scompaniesneedtoembracenewbusinessmodelssuchasstrategicpartnerships,privateequityfundingandpublic-privatepartnerships.Theabilityfortheminingindustrytoaccesstraditionalsourcesofcapitalhasimprovedoverthelast12months.LessthanUS$5billionMorethanUS$5billionSecondly,therehasbeenanincreaseinthosebusinessessayingthatmergersandacquisitions(M&As)willbeanimportantstrategytoachievetheirgrowthobjectives.Organicgrowthisstillseenasthenumberonemethodformostbusinesses(56percent)asitwaslastyear,butM&Aisaclearsecondat37percent,upfrom31percentayearago.M&Ahaslongbeenafeatureoftheindustry,withbigplayersbuyingsmallerbusinessesasafasterroutetoincreasingfootprintandproductionthanthelongprocessofstartinganewgreenfieldsite.ThesignsarethatM&Aactivityissettorisefurtherintheyearsahead—albeit,ifvaluationsstayhigh,businessesmayweighupthecostofM&Aagainstinvestingintheirexistingbrownfieldsites.Thebestopportunitiesarearoundexistingmines.So,themostcost-effectivewaytofindmoreprofitableoresisthroughthedrillbit,ratherthanpayingpremiumforcompaniesthatarealreadyfullyvalued.Althoughtherearealwaysexceptionstothat.”JeffParrViceChairmanAgnicoEagleMinesLimitedGlobalMiningOutlook20229GlobalMiningOutlook20229©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.ESGwitheverythingInthewakeoflastyear’sCOP26summit,countrieshavecommittedtoambitiousnetzeroanddecarbonizationtargets(includingarounddeforestation)—andforthesetobecomeareality,companieswillhavetoadoptstretchingtargetstoo.Thisplacesafocusonindustrieswithahighcarbonfootprintandenvironmentalimpact,suchasmining.Theimpactofthisisnotbeingunderestimatedbyminingexecutives:nearlythree-quartersofthem(72percent)agreeorstronglyagreethatESGwillbeacauseofmajordisruptionintheindustryoverthecomingthreeyears.TheyalsorecognizethatESGissueswilldrivesignificantbusinessmodelchange.Overeightin10executives(84percent)agreeorstronglyagreethatsuccessinthelongrunwillbecomeincreasinglydependentondefiningsuccessinmorethanjustfinancialterms,requiringtheneedtolookmoreholisticallyatstakeholderreturns,includinggovernments,communitiesandemployees.84%ofrespondentsbelievetheabilitytoachievesuccessinthelongrunisbecomingincreasinglydependentupontheirabilitytodeﬁnesuccessinabroadertermthanﬁnancial.GlobalMiningOutlook202210©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Thisraisesplentyofopportunity,asNickHarridgeofKPMGAustraliacomments:“SocialandinvestorexpectationstowardsESGarepushingminerstoinvestininnovativewaysandadaptatafasterpace.Weexpecttheopportunitytocommercializenewtechnologieswillcontinuetofuelmoreinnovationandinvestment,furtherincreasingthepaceofchange.Thisisanexcitingtimefortheminingindustry.”Ofcourse,certainESGconcernsarenothingnewfortheindustry.Formanyyears,miningcompanieshavebeenusedtocomplyingwithenvironmentalregulationsandhealthandsafetyrules,andengagingandinvestinginthecommunitieswheretheyoperate.72%ofrespondentsexpectdisruptionintheminingsectorduetoESGinthenextthreeyears.GlobalMiningOutlook202211©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Webelievethere'snodoubtthatthescrutinyfromoutsidestakeholdersandinvestorshasrisen—andtheirexpectationstoo.AsManuelFernandesofKPMGinBrazilobserves:“Licensetooperateusedtobeanice-to-have—nowwebelieveit’samust.”InvestorsareincreasinglybasingtheirinvestmentdecisionsaroundESGmetrics,aswellasexpectingsomedegreeofESG-relatedduediligenceinconnectionwithacquisitionsornewventures.Atthesametime,reportingrequirements—togetherwithassuranceovertheirdisclosures—areexpectedtorise.IncreasedstakeholderinterestinESGtargetsandrisinginvestorexpectationsaresignsthatminingbusinessesarehavingtochangetheirfocusandmakelonger-termcommitmentsthey’venothadtomakeinthepast.”KatherineWetmoreKPMGinCanadaGlobalMiningOutlook202212©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Togettoa30percentcarbonreductionby2030,weneedtobringmorerenewablesintoourbusiness.Doingthatforourhighcarbon-emittingsites—convertingthemtowindorsolar—willtakeustothat30percenttargetincombinationwithotherefficiencies.”IvanMullanySeniorVicePresidentofProjectsNewmontCorporationOneproblemtheindustryisgrapplingwithisthattherulesandrequirementsthatwillemergearenotyetclear.Andinsteadofcomingmoreintofocusovertime,oursurveyshowsthat,infact,executivesbelievethesituationhasbecomelessclear.Overhalf(55percent)ofexecutivesdisagreedorstronglydisagreedthatinvestorexpectationsandmeasuresareclearlyunderstoodandconsistentacrossthemarket—ayearago,thatfigurestoodat40percent.“Miningcompanieslikeclarityandcertainty.SotheyarewrestlingwiththequestionofhowtheyshouldreporttothemarketabouttheirESGprogresswhenit'snotreallyclearyetwhatgoodlookslike,”commentsTrevorHart,GlobalHeadofMiningatKPMGInternational.ESGreportingstandardsandrequirementsareactivelybeingdevelopedbyvariousbodiesandshouldbefinalizedinthecomingyears.Inthemeantime,miningcompaniesshouldkeepclosetodevelopmentsandstayactivelyengagedwithinvestorsandotherstakeholders,helpingtoensuretheyarecommunicatingclearlyaroundtheirESGefforts,targetsandmeasures.Atthesametime,communityengagementiscriticallyimportant.Inthelastfewyears,variousincidentshaveshownthatsociallicensetooperateishardwonandeasilylost.Inasocialmediaage,therepercussionscanspreadgloballyatlightningspeed.Inourview,itisanticipatedthatcontinuedandincreasedengagementwithcommunities—understandingandrespondingtoconcernsanddeliveringinvestmentprogramsthatenhancethequalityofcommunitylife—willbekey.55%ofrespondentsdonotbelieveESGexpectationsareclearlyunderstoodandconsistentacrossthemarket.GlobalMiningOutlook202213©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.TechnologytransformationOneimportantwayofreducingcarbonfootprintisthroughtheadoptionofnewtechnologies—with87percentofexecutivesbelievingthattechnologyhasakeyroletoplayinsolvingESGchallenges.Nearlyhalfofexecutives(46percent)believethattechnologicalinnovationwillbeasourceofmajordisruptionintheindustryoverthecomingthreeyears,andnearlyeveryoneisdeterminedtojumponthisasanopportunityratherthanathreat.Itisnotdifficulttoseehowtheadoptionofnewtechnologiescouldhelpminingcompaniesreducetheiroperationalcarbonemissions.Ifminingequipmentandtruckscouldrunonelectricbatteries(orhydrogen,asisbeginningtobetrialedinAustralia),ratherthandieselorpetrol,thecarbongainscouldbesignificant.Moregenerally,miningcompaniesarelookingtoembracerenewableenergysourcestotakefossilfuelsoutoftheproductionprofile—but(asforotherindustries)thisremainsrelativelyearlydays.87%ofrespondentsbelievethattechnologyandinnovationwillplayakeyroleinsolvingESGchallenges.GlobalMiningOutlook202214©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.KatherineWetmoreofKPMGinCanadapointsoutthattheindustryknowstechnologycanhelpitmeetitsenvironmentalchallenges,butaddsthat“securingthetalenttoenableittodothisiskey.”Technologysolutionsarealsoneededtohelpwithsociallicensetooperate,suchasnewtechniquesthatminimizegrounddisturbanceandtheimpactonflora,faunaandwildlifeecosystems.Elsewhere,technologyisalreadyhelpingminingcompaniesbecomemoreefficientandreducecosts,suchasusingdronetechnologyforsurveys.Sensorsarebeingusedtoenhanceproductivityandalsohealthandsafety,indicatingwhenfatiguelevelsmayberisingamongtheworkforce.Technologycanalsobeharnessedtocreatereal-timedatastreamsthatenablemoreinformeddecisionmaking;forexample,bybuildingclosed5Gnetworksatminingsites.Whatevertheapplication,it’sclearthatincreasingtechnologyadoptionisverymuchontheexecutiveradar.Miningcompaniesarenotwell-knownastechnologicaldisruptors.Butthereisamandatenowtoinvestmoreintechnologytocomeupwithsolutionstothechallengesoftoday—fromESGtoproductivitytowaysofloweringcosts.”ManuelFernandesKPMGinBrazil46%ofrespondentsexpectmajortechnologicalinnovationtodisrupttheminingindustryinthenextthreeyears.84%ofrespondentsbelievetechnologicaldisruptionwillbeanopportunityversusathreat.GlobalMiningOutlook202215©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Thereisanopportunityforgrowthfromembracingtechnology.Youdon’tnecessarilyneedtobuyorfindmoreore.There’stechnologyemergingnowthatisstartingtoletusreducecut-offgrades,forexample,andproducemoreofwhatwealreadyhaveanddothatprofitably.”JeffParrViceChairman,AgnicoEagleMinesLimitedGlobalMiningOutlook202216©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.TalentchallengeTheneedwehavejustdiscussedtointegratenewtechnologyintothebusinessthrowsupanewrequirementofitsown—obtainingthepeopletoimplement,applyandoptimizeit.TheKPMGandEvershedsSutherlandreportonClimateChangeandthePeopleFactorfoundthattechnicalskillstomanageclimatechangeandcarbonmarketsexpertiseareinthemostdemandintheEnergyandNaturalResourcessector.Aswehavenoted,talentattractionandretentionareverymuchontheminingexecutiveagenda—comingbackintothisyear’sindustrytop10risks.Thereisasentimentthattheindustryneedsanewwaveoftalenttofulfilarangeofspecializedand/ortechnology-centricroles.Theseneedsareonlygettingbroader:dataanalysts,computerscientists,environmentalscientists,heritageexperts,watermanagementspecialists,andmore.Weseeanopportunitytoattractmoretalent,specificallymorediversetalent,intothebusinesstosupportthingslikeouroperationalsupporthubs.”IvanMullanySeniorVicePresidentofProjectsNewmontCorporationGlobalMiningOutlook202217©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Someminingcompaniesareinvestingintheirpeopleprogramsandmanyhaveattractivemobilityschemesthatenabletalentedindividualstotravelandworkaroundtheworld.Butwithoutdoubt,theongoingrecruitmentandretentionoftalentisanissuethatistopofmindforminingexecutives.AsRichardMetzner,KPMGintheUS,observes,“Companiesareaskingthemselves—what’souremployeeoffer,whattrade-offsmustwemaketosecurethetalentweneed?”Toadegree,thisisanareawherekeyissuesjoinup:pursuingsuccessfulESGstrategiesthatdecarbonizethesectorhighlightsaprogressivemovetorenewableenergyandtechnologytransformation,andemphasizespositivecommunityimpacts,whichcanhelptheindustryattractmoreofthetalentitneeds.NinthmostpressingriskfacingminingindustryandorganizationsWarfortalentBoardsareneedingmorediverseskillsetstoconsiderthebroaderarrayofopportunitiesandchallengesfacingtheircompanies.”NickHarridgeKPMGAustraliaGlobalMiningOutlook202218©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Miningthedata—CountryperspectivesMiningcompaniesfacesimilarrisksandopportunitiesaroundtheworld;butnevertheless,therearesomeinterestingvariationswhencomparingresponsesfromthefourkeyjurisdictionsofAustralia,Canada,LatinAmericaandtheUS.Intermsoftheperceivedtopriskstotheindustry,inAustraliaandtheUSitisthetraditionalconcernofcommoditypricesthatrankshighest.InLatinAmerica,thetwoESG-relatedissuesofenvironmentalregulationsandsociallicensetooperatearethedominantrisks.InCanada,weseeatiebetweensociallicensetooperateand,interestingly,theabilitytoaccessandreplacereserves.Thisispossiblyduetopressuresonminingcompaniesasnewminingprojectsarepushingdeeperintosociallyandenvironmentallysensitiveareas,whichputspressureonthecontinuedabilitytoaccessandreplacereservesandalsoemphasizestheneedforresponsibleextractiveandprocessingmethods,communityrelationsandinteractionswithlocalstakeholders.Whenlookingattheoverallconfidenceforthefutureoftheirorganization,onejurisdictionstandsout—Australia.Three-quarters(75percent)ofexecutivesdescribethemselvesasconfidentorveryconfident,considerablyhigherthaninCanada(62percent),theUS(58percent)andLatinAmerica(54percent).Andthispictureextendsintotheperceivedabilitytoaccesscapital.It’sinAustraliathatthehighestproportionsayaccesstocapitalhasimproved,at44percent.Thisfiguredropsto37percentinCanadaandtojust27percentintheUSandLatinAmerica.It’sinAustraliathatthehighestproportionsayaccesstocapitalhasimproved,at44%.GlobalMiningOutlook202219©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Itthereforealsomakessensethatwhenaskedabouttheneedforconsolidationintheindustrytomanagerisksandsavecosts,thereisthelowestagreementinAustralia(34percent).ThisrisesthroughtheUS(50percent)andCanada(58percent)topeaksignificantlyinLatinAmerica(80percent).LatinAmericahasextensiveareastobeexploredwithahighpotentialfornewdiscoveries.Theneedtobuildnewinfrastructureandmodernizeitinexistingneighborhoods,combinedwiththerequirementformoreinvestmentininnovationandnewtechnologies,resultsin76percentofLatinAmericanrespondentsagreeingthatminingcompaniesmustembracenewbusinessmodels,suchasstrategicpartnerships,privateequityfundingandpublic-privatepartnerships.Inotherkeyareas,thereismoreuniformity.Whenaskedwhethertheirorganizationhasawell-definedstrategyforESG,inallfourcountries/regionsaroundhalfagreeorstronglyagree.Highpercentagesalsoagreeineachregionthattechnologyhasakeyroletoplayindecarbonization.ThisisparticularlypronouncedinLatinAmerica,where90percentagree.ButdifferencesemergeagainwhenaskedwhetherinvestorexpectationsandmeasuresaroundESGareconsistentandclearlyunderstood.ThereisleastconcernwiththisinLatinAmerica,whereonly24percentdisagreethatexpectationsareclear.Thisjumpsto52percentintheUSand61percentinAustralia,butishighestinCanadawheretwo-thirdsofminingexecutives(67percent)donotbelievethereisclarityandconsistency.Overall,whilethereareinevitablysomefluctuationsregardingspecificissues,theprevailingpicturethatemergesisoneofhighestconfidenceandoptimisminAustralia;CanadaandtheUSsitbroadlyinthemiddle,whileLatinAmericahasanincreasedlevelofrisksandconcerns.Whenaskedwhethertheirorganizationhasawell-definedstrategyforESG,inallfourcountries/regionsaroundhalfagreeorstronglyagree.GlobalMiningOutlook202220©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.TopindustryrisksinAustralia—Commoditypricerisk—Decarbonizingthevaluechain,includingScope3—Talentcrisis—CommunityrelationsandsociallicensetooperateTopindustryrisksinCanada—Communityrelationsandsociallicensetooperate—Abilitytoaccessandreplacereserves—Environmentalrisks,includingnewregulationsTopindustryrisksinLatinAmerica—Environmentalrisks,includingnewregulations—Communityrelationsandsociallicensetooperate—CommoditypriceriskTopindustryrisksintheUS—Commoditypricerisk—Environmentalrisks,includingnewregulations—Politicalinstability/nationalization—Regulatoryandcompliancechanges/burdenGlobalMiningOutlook202221©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.KPMG’sGlobalMiningpracticeKPMGfirmshelporganizationsandpeoplediscovernewideastogrowandmanageriskandaimtodeliverfundamentallybetterresultsthroughdifferentwaysofoperating.Intheminingindustry,KPMGprofessionalsunderstandcurrentissues,provideattentiontotechnicaldetailandarerelentlesslydriventoinnovate.Today’sminingchallengestendtobeunusuallydifficultandmostoftencallforfinancialmethodologies.SurroundyourselfwithinspiredKPMGminingprofessionalswhocanhelpyouraiseyourgame.KPMGfirmsoperateinmanycountriesandterritorieswithadiverserangeofneeds.Ineachofthesecountriesandterritories,wehavelocalteamsthatunderstandtheminingindustry’schallenges,regulatoryrequirementsandpreferredpractices.Itisthislocalknowledge,supportedandcoordinatedthroughKPMG’sregionalminingcenters,thatcanhelpensureminingclientsconsistentlyreceivehigh-qualityservicesandadvicetailoredtotheirspecificchallenges,conditions,regulationsandmarkets.Intheminingindustry,KPMGprofessionalsunderstandcurrentissues,provideattentiontotechnicaldetailandarerelentlesslydriventoinnovate.GlobalMiningOutlook202222©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.VancouverTorontoDenverRiodeJaneiroJohannesburgBeijingLondonBrisbaneSantiagoMelbournePerthSingaporeMumbaiWeofferglobalconnectivitythroughour13dedicatedminingcentersinkeylocationsaroundtheworld,workingtogetherasaglobalorganizationtodelivercommerciallyastuteservicesacrossallaspectsofaminingbusiness’sstrategy—growth,performance,assurance,sustainabilityandintegratedtax.Locatedinornearareasthattraditionallyhavehighlevelsofminingactivity,wehavecentersinMelbourne,Brisbane,Perth,RiodeJaneiro,Santiago,Singapore,Toronto,Vancouver,Beijing,Johannesburg,London,DenverandMumbai.Thesecenterssupportminingcompaniesaroundtheworld,helpingthemanticipateandmeettheirbusinesschallenges.Formoreinformation,visithome.kpmg/mining.GlobalMiningOutlook202223©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.MethodologyandacknowledgementsKPMG’sGlobalMiningOutlook2022providesdeepinsightsintothecurrentviewsof301miningexecutivesfromaroundtheworld.ThelatestresearchispartofKPMG’sGlobalMiningRiskseries,whichoffersauniqueperspectiveintotheevolvingrisksfacingglobalminingorganizationsandtheminingindustry.Inadditiontothissurvey,whichtookplaceinJanuaryandFebruary2022,wealsoconductedqualitativeinterviewsinMarch2022.KPMGwouldliketothankthefollowingindividualsfortheircontributions:—IvanMullany,SeniorVicePresidentofProjectsatNewmontCorporation—Jeffrey(Jeff)ScottParr,ViceChairofAgnicoEagleMinesLimitedTheJanuary/February2022surveyincludedleadersfrom23keymarkets(Argentina,Australia,Bolivia,Brazil,Canada,Chile,China,Colombia,Greece,HongKong(SAR),China,India,Japan,Luxemburg,Mexico,Norway,Panama,Peru,Portugal,Russia,SouthAfrica,Sweden,theUKandtheUS)andthreekeyminingsectors(producingminingcompanies,miningserviceproviders,andexplorationanddevelopmentstageminers).WithspecialthankstoLyndieDragomir,NicoleDuke,MarkHamilton,MichaelMorihovitis,StefanoMoritsch,ZivannaNavarro,JuliaRalphandWandaWoollettfortheirsupportofthiswork.GlobalMiningOutlook202224©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.AbouttheauthorsTrevorleadsKPMG’sglobalcommunityofMiningSectorprofessionals.Hehasmorethan30yearsofexperienceworkingwithminingcompanydirectorsandexecutives.Hehasextensiveexperienceadvisingandauditinglargemultinationaldiversifiedminingcompanies,contractors,mid-capsinglecommodityproducersandexplorationcompaniesacrossallmetalsandcontinents.ThisexperienceandpassionforthesectorhelpsensureTrevorstaysattheforefrontofindustrydevelopments,enablingKPMGtosupportitsclientstoleveragetheopportunitiesandhelptoidentifyrisksastheyemerge.KatherineisaPartnerinKPMGinCanada’sRiskConsultingpracticeandhasspecializedintheEnergyandNaturalResourcessector,servicingsomeofCanada’slargestminingcompanies.Shehassignificantexperienceprovidinginternalandexternalaudit,riskandcontrolservicesandaccountingandtransactionassistancetocompaniesatallstagesinthemininglifecycle.Katherinehasadeepunderstandingofinternalcontrolcertificationrequirements,includingbothSOXandNI52–109,andisalsoaLean-in-Auditfacilitator,assistingcompaniesinapplyingLeanprinciplestoenhancetheefficiencyandeffectivenessoftheirprocessesthroughexternalandinternalaudits.Katherinefocusesonhelpingcompaniesidentifyrisksandprovideassuranceonwhethereverythingisoperatingasitshould.Inaddition,Katherinehassignificantinternationalexperienceandhasvisitedover10minesitesonthreecontinents.TrevorHartGlobalHeadofMiningKPMGInternationalE:thart@kpmg.com.auKatherineWetmorePartnerKPMGinCanadaE:katherinewetmore@kpmg.caGlobalMiningOutlook202225©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Nickhasmorethan25yearsofexperienceworkingwithglobalanddomesticEnergyandNaturalResourcesclients.HiscareerstartedinPerth,Australia,andincludedastintworkingintheUKbeforesettlinginMelbourne.InhisroleasTransactionServicesPartner,hehasassistednumerousclientswithacquisitions,disposals,IPOs,demergers,mergers,jointventuresandprivateequityleveragedinvestments.Hehassignificantexperienceidentifyingandevaluatingfinancialrisksandopportunities,sizingsynergiesandintegrationevaluation,financialanalysis,salesandpurchaseagreement(SPA)negotiation,workingcapitalanalysisandreportingpubliclyonforecastandproformafinancialsinprospectuses.Hiscurrentworkoftencentersonthepressingissuesintheminingsectortoday,withitsincreasedfocusonenvironmentalandcommunityexpectations,aswellasinnovationandtechnologytohelpdrivecontinuousimprovementsinproduction,processingandsustainability.ManuelisKPMG’sEnergyandNaturalResourcesSectorleaderinSouthAmericaandtheAmericasCo-Leader.HeisalsoresponsibleforthestrategyanddevelopmentofClients&MarketsinRiodeJaneiroandEspíritoSanto.HestartedhiscareeratKPMGin1986andsincethenhasbeenprovidingauditandconsultingservicestointernationalandBraziliancompaniesindifferentbusinesssegments.Manuel´sleadershiproleshaveincludedBrazilianEnergyLeader,RiodeJaneiroOfficeManagingPartner,andmemberoftheNationalExecutiveCommitteefor12years,whereheservedasChairmanofthePartners’CompensationCommittee.RichardisManagingDirectorofStrategyatKPMGintheUS,withmorethan20yearsofoperations,strategyanddealexperience.Richardspecializesinlargetransformationalchangeandcostreductioninsideandoutsideofadealenvironment.Withhisprivateandpubliccorporateclients,Richardhasledsignificanttransformationprogramsacrosstheglobetosustainablyhelpreducecostandincreasemarginsthroughareassuchasminesiteoptimization,processingoptimization,organizationalrestructuring,supplychainoptimizationandback-officeefficiency.Inadealsetting,Richardsupportshisclientswithoperationalduediligenceandpost-dealvaluecreation.Richardhassignificantglobalexperienceleadingprogramsinmining,infrastructure,rail,oilandgas,andprivateequity.Priortoconsulting,RichardworkedintheminingindustryinAustralia.NickHarridgePartner&NationalMiningLeader,TransactionServicesKPMGAustraliaE:nharridge@kpmg.com.auManuelFernandesRegionalEnergy&NaturalResourcesCo-LeaderfortheAmericasKPMGinBrazilE:mfernandes@kpmg.com.brRichardMetznerAdvisoryManagingDirector,StrategyKPMGintheUSE:richardmetzner@kpmg.comGlobalMiningOutlook202226©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.Theinformationcontainedhereinisofageneralnatureandisnotintendedtoaddressthecircumstancesofanyparticularindividualorentity.Althoughweendeavortoprovideaccurateandtimelyinformation,therecanbenoguaranteethatsuchinformationisaccurateasofthedateitisreceivedorthatitwillcontinuetobeaccurateinthefuture.Nooneshouldactonsuchinformationwithoutappropriateprofessionaladviceafterathoroughexaminationoftheparticularsituation.KPMGreferstotheglobalorganizationortooneormoreofthememberfirmsofKPMGInternationalLimited(“KPMGInternational”),eachofwhichisaseparatelegalentity.KPMGInternationalLimitedisaprivateEnglishcompanylimitedbyguaranteeanddoesnotprovideservicestoclients.Formoredetailaboutourstructurepleasevisithome.kpmg/governance.©2022CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.TheKPMGnameandlogoaretrademarksusedunderlicensebytheindependentmemberfirmsoftheKPMGglobalorganization.Throughoutthisdocument,“we”,“KPMG”,“us”and“our”referstotheglobalorganizationortooneormoreofthememberfirmsofKPMGInternationalLimited(“KPMGInternational”),eachofwhichisaseparatelegalentity.DesignedbyEvalueserve.Publicationname:GlobalMiningOutlook2022Publicationnumber:138025-GPublicationdate:April2022home.kpmg/socialmediaContactSomeoralloftheservicesdescribedhereinmaynotbepermissibleforKPMGauditclientsandtheiraffiliatesorrelatedentities.TrevorHartGlobalHeadofMiningKPMGInternationalE:thart@kpmg.com.au

1、当您付费下载文档后，您只拥有了使用权限，并不意味着购买了版权，文档只能用于自身使用，不得用于其他商业用途（如 [转卖]进行直接盈利或[编辑后售卖]进行间接盈利）。
2、本站所有内容均由合作方或网友上传，本站不对文档的完整性、权威性及其观点立场正确性做任何保证或承诺！文档内容仅供研究参考，付费前请自行鉴别。
3、如文档内容存在违规，或者侵犯商业秘密、侵犯著作权等，请点击“违规举报”。

碎片内容

碳中和的最新文档