Product Synopsis

“Sustainability in the Global Mining Industry 2012-2013: Market Trends and Opportunities, Profitability and Budget Forecast, Mining Industry Procurement and Marketing Initiatives” is a new report by ICD Research that analyzes what sustainability means to the global mining industry and how it is being implemented. Furthermore, this report grants access to the opinions and strategies of business decision makers and competitors, and examines their actions related to sustainable procurement practices and marketing green initiatives. This report provides a comprehensive account of how executives in the global mining industry perceive sustainability, and also explores the key drivers and challenges of sustainability management; furthermore, it attempts to forecast the change in demand for various sustainable products and services in different markets across the globe. The report provides access to information categorized by region, company type, and size.

Introduction and Landscape

Why was the report written?

This report is the result of an extensive survey drawn from ICD Research's exclusive panel of leading global mining industry companies. As sustainability emerges as a strong theme in the business environment, this report provides the reader with an extensive and authoritative analysis of what sustainability means to the mining industry and how it is being implemented. Furthermore, this report grants access to the opinions and strategies of business decision makers and competitors, and examines their actions surrounding sustainable procurement practices and marketing green initiatives.

What is the current market landscape and what is changing?

In total, 60% and 55% of buyer respondents identified that their company is involved in sustainability initiatives for community development such as the 'creation of job opportunities for the local community' and the 'provision of training programs related to health and safety in mining operations' respectively.

What are the key drivers behind recent market changes?

Overall, 'cost-savings and operational efficiency', 'growth opportunities', and 'strengthening competitive position' are the key drivers that influence buyers' and suppliers' organizational sustainability practices.

What makes this report unique and essential to read?

“Sustainability in the Global Mining Industry 2012-2013: Market Trends and Opportunities, Profitability and Budget Forecast, Mining Industry Procurement and Marketing Initiatives” is a new report by ICD Research that analyzes what sustainability means to the global mining industry and how it is being implemented. Furthermore, this report grants access to the opinions and strategies of business decision makers and competitors, and examines their actions surrounding sustainable procurement practices and marketing green initiatives.

Key Features and Benefits

To identify the most popular or universally accepted indices or practices used in measuring and monitoring sustainability implementation.

To understand the set specific cost saving targets to be achieved when implementing sustainability.

Uncovers the leading concerns of companies in the effective implementation of sustainable practices.

Formulate effective procurement strategies by identifying how sustainability procurement budgets are changing and where expenditure will be directed in the future.

Identify the specific marketing strategies and channels that competitors use to win business.

Key Market Issues

'Emission control systems', 'proper insulation of the facility', and 'adopt video-conferencing' are the key energy efficiency measures implemented in the global mining industry, as identified by buyer respondents.

In total, 40% of buyer respondents from the global mining industry use 'environmental management system accreditation' to monitor and measure the implementation of sustainability initiatives.

Overall, Canada, the US, and Brazil are considered to be the fastest-growing regions for sustainable products and services by 60%, 59%, and 53% of supplier respondents respectively.

On average, buyer sustainability management budgets are expected to rise by 8%over the next 12 months, compared to an expected increase of 9% in 2011.

'Effective Health and Safety (EHS) management system', 'certification and compliance with ISO 14001 and ISO 9001',and the 'reduction of energy consumption' are the critical factors for supplier selection.

Key Highlights

Overall, 'surface and highwall mining equipment', 'health and safety services and equipment', 'pumps, compressors, valves and actuators', and 'power supply, engines, transmission and drives' are the most-implemented sustainable procurement practices.

'Corporate and brand websites', 'email and newsletters', and 'conferences and events' are considered to be the most important marketing channels by 43%, 42%, and 38% of supplier respondents respectively.

'Corrosion resistant and metallic based materials', 'materials which reduce fuel consumption', and 'energy efficient materials that have a low impact on the environment' are the key attributes of green procurement, as identified by 47%,40%, and 33%of buyer respondents respectively.

On average, buyer companies in the global mining industry plan to allocate 24% of their total procurement budgets for sustainable products and services in 2012-2013.

'Explaining cost-benefit of sustainability to clients', giving 'informal presentations', and sending 'educational marketing messages' are considered the most important steps to be taken by supplier companies in order to market their green credentials to clients.

Table Of Contents

Table of Contents

1 Introduction
1.1 What is this report about?
1.2 Definitions
1.3 Methodology
1.4 Profile of survey respondents
1.4.1 Profile of buyer respondents
1.4.2 Profile of supplier respondents
2 Executive Summary
3 Sustainability in the Mining Industry
3.1.1 Perception of sustainability - buyers
3.1.2 Perception of sustainability - suppliers
3.1.3 Perception of sustainability - region
3.1.4 Perception of sustainability - turnover
3.2 Sustainability in Business Functions
3.2.1 Sustainability in business functions - buyers
3.2.2 Sustainability in business functions - suppliers
3.2.3 Sustainability in business functions - region
3.2.4 Sustainability in business functions - turnover
3.3 Key drivers of Sustainability
3.3.1 Key drivers of sustainability - buyers
3.3.2 Key drivers of sustainability - suppliers
3.3.3 Key drivers of sustainability - region
3.3.4 Key drivers of sustainability - turnover
3.4 Key barriers to Sustainability
3.4.1 Key barriers to sustainability - buyers
3.4.2 Key barriers to sustainability - suppliers
3.4.3 Key barriers to sustainability - region
3.4.4 Key barriers to sustainability - turnover
3.5 Key Markets for Growth
3.5.1 Key markets for growth - buyers
3.5.2 Key markets for growth - suppliers
3.5.3 Key markets for growth - region
3.5.4 Key markets for growth - turnover
4 Implementation of Sustainability
4.1 Organizational Prerequisites for Sustainability
4.1.1 Organizational prerequisites for sustainability - buyers
4.1.2 Organizational prerequisites for sustainability - suppliers
4.1.3 Organizational prerequisites for sustainability - region
4.1.4 Organizational prerequisites for sustainability - turnover
4.2 Environment Management and Bio-Diversity
4.2.1 Environment management and bio-diversity- buyers
4.2.2 Environment management and bio-diversity - Suppliers
4.3 Sustainability Initiatives for Community Development
4.3.1 Sustainability initiatives for community development - buyers
4.3.2 Sustainability initiatives for community development - suppliers
4.4 Key Energy Efficiency Measures
4.4.1 Key energy efficiency measures - buyers
4.4.2 Key energy efficiency measures - suppliers
4.4.3 Key energy efficiency measures - region
4.4.4 Key energy efficiency measures - turnover
4.5 Effective Monitoring Of Sustainability
4.5.1 Effective monitoring of sustainability - buyers
4.5.2 Effective monitoring of sustainability - suppliers
4.5.3 Effective monitoring of sustainability - region
4.5.4 Effective monitoring of sustainability - turnover
5 Financial Implications of Sustainability
5.1 Cost-Saving Expectations
5.1.1 Cost-saving expectations - buyers
5.1.2 Cost-saving expectations - suppliers
5.1.3 Cost-saving expectations - region
5.1.4 Cost-saving expectations - turnover
5.2 Impact of Sustainability on Profits
5.2.1 Impact of sustainability on profits - buyers
5.2.2 Impact of sustainability on profits - suppliers
5.2.3 Impact of sustainability on profits - region
5.2.4 Impact of sustainability on profits - turnover
5.3 Planned Change in Sustainability Budgets
5.3.1 Planned change in sustainability budgets - buyers
5.3.2 Planned change in sustainability budgets - suppliers
5.3.3 Planned change in sustainability budgets - region
5.3.4 Planned change in sustainability budgets - turnover
6 Sustainable Procurement
6.1 Critical Factors for Supplier Selection
6.1.1 Critical factors for supplier selection - buyers
6.1.2 Critical factors for supplier selection - region
6.1.3 Critical factors for supplier selection - turnover
6.1.4 Critical factors for supplier selection - senior level respondents
6.2 Level of Supplier Engagement
6.2.1 Level of supplier engagement - region
6.2.2 Level of supplier engagement - turnover
6.3 Expenditure on Sustainable Procurement
6.3.1 Expenditure on Sustainable Procurement - region
6.3.2 Expenditure on Sustainable Procurement - turnover
6.4 Attributes of Green Procurement
6.4.1 Attributes of green procurement - buyers
6.4.2 Attributes of green procurement - region
6.4.3 Attributes of green procurement - turnover
6.5 Procurement of Sustainable Products and Services
6.5.1 Procurement of sustainable products and services - buyers
6.5.2 Procurement of sustainable products and services - region
6.5.3 Procurement of sustainable products and services - turnover
7 Marketing Green Initiatives
7.1 Drivers of Green Marketing
7.1.1 Drivers of green marketing - region
7.1.2 Drivers of green marketing - turnover
7.2 Marketing of Green Credentials
7.2.1 Marketing of green credentials - region
7.2.2 Marketing of green credentials - turnover
7.3 Effective Channels of Promotion
7.3.1 Effective channels of promotion - region
7.3.2 Effective channels of promotion - turnover
8 Appendix
8.1 Full survey results
8.2 Methodology
8.3 Contact us
8.4 About ICD Research
8.5 Disclaimer

List of Tables

Table 1: Total Global Mining Industry Survey Respondents by Company Type, 2012
Table 2: Buyer Respondents by Job Role (%), 2012
Table 3: Buyer Respondents by Global Company Turnover (%), 2012
Table 4: Buyer Respondents by Region (%), 2012
Table 5: Supplier Respondents by Global Company Turnover (%), 2012
Table 6: Supplier Respondents by Job Role (%), 2012
Table 7: Supplier Respondents by Region (%), 2012
Table 8: Perception of Sustainability: Buyers (%), 2012-2013
Table 9: Perception of Sustainability: Suppliers (%), 2012-2013
Table 10: Perception of Sustainability: Region (%), 2012-2013
Table 11: Perception of Sustainability: Turnover (%), 2012-2013
Table 12: Sustainability in Business Functions: Buyers, 2012-2013
Table 13: Sustainability in Business Functions: Suppliers, 2012-2013
Table 14: Key Drivers of Sustainability: Buyers (%), 2012-2013
Table 15: Key Drivers of Sustainability: Suppliers (%), 2012-2013
Table 16: Key Drivers of Sustainability: Region (%), 2012-2013
Table 17: Key Drivers of Sustainability: Turnover (%), 2012-2013
Table 18: Key Barriers to Sustainability: Buyers (%), 2012-2013
Table 19: Key Barriers to Sustainability: Suppliers (%), 2012-2013
Table 20: Key Barriers to Sustainability: Region (%), 2012-2013
Table 21: Key Barriers to Sustainability: Turnover (%), 2012-2013
Table 22: Key Markets for Growth: Buyers (%), 2012-2013
Table 23: Key Markets for Growth: Suppliers (%), 2012-2013
Table 24: Organizational Prerequisites for Sustainability: Buyers (%), 2012-2013
Table 25: Organizational Prerequisites for Sustainability: Suppliers (%), 2012-2013
Table 26: Organizational Prerequisites for Sustainability: Region (%), 2012-2013
Table 27: Organizational Prerequisites for Sustainability: Turnover (%), 2012-2013
Table 28: Environment Management and Bio-diversity: Buyers (%), 2012-2013
Table 29: Environment Management and Bio-diversity: Suppliers (%), 2012-2013
Table 30: Initiatives for Community Development: Buyers (%), 2012-2013
Table 31: Initiatives for Community Development: Suppliers (%), 2012-2013
Table 32: Key Energy Efficiency Measures: Buyers (%), 2012-2013
Table 33: Key Energy Efficiency Measures: Suppliers (%), 2012-2013
Table 34: Effective Monitoring of Sustainability: Buyers (%), 2012-2013
Table 35: Effective Monitoring of Sustainability: Suppliers (%), 2012-2013
Table 36: Cost-saving Expectations: Buyers (%), 2012-2013
Table 37: Cost-saving Expectations: Suppliers (%), 2012-2013
Table 38: Cost-saving Expectations: Region (%), 2012-2013
Table 39: Cost-saving Expectations: Turnover (%), 2012-2013
Table 40: Impact of Sustainability on Profits of Buyers (%), 2012-2013
Table 41: Impact of Sustainability on Profits of Suppliers (%), 2012-2013
Table 42: Impact of Sustainability on Profits of Region (%), 2012-2013
Table 43: Impact of Sustainability on Profits of Turnover (%), 2012-2013
Table 44: Planned Change in Sustainability Budgets: Buyers (%), 2010-2012
Table 45: Planned Change in Sustainability Budgets: Suppliers (%), 2010-2012
Table 46: Planned Change in Sustainability Budgets: Region (%), 2012-2013
Table 47: Planned Change in Sustainability Budgets: Turnover (%), 2012-2013
Table 48: Critical Factors for Supplier Selection: Buyers (%), 2012
Table 49: Level of Supplier Engagement: Buyers (%), 2012-2013
Table 50: Level of Supplier Engagement: Region (%), 2012-2013
Table 51: Level of Supplier Engagement: Turnover (%), 2012-2013
Table 52: Expenditure on Sustainable Procurement: Buyers (%), 2012
Table 53: Expenditure on Sustainable Procurement: Region (%), 2012
Table 54: Expenditure on Sustainable Procurement: Turnover (%), 2012
Table 55: Attributes for Green Procurement: Buyers (%), 2012-2013
Table 56: Procurement of Sustainable Products and Services: Buyers (%), 2012-2013
Table 57: Drivers of Green Marketing: Suppliers (%), 2010-2012
Table 58: Drivers of Green Marketing: Region (%), 2012-2013
Table 59: Drivers of Green Marketing: Turnover (%), 2012-2013
Table 60: Marketing of Green Credentials: Suppliers (%), 2012-2013
Table 61: Marketing of Green Credentials: Turnover (%), 2012-2013
Table 62: Effective Channels of Promotion: Suppliers (%), 2010-2012
Table 63: Effective Channels of Promotion: Turnover (%), 2012-2013
Table 64: Survey Results - Closed Questions

List of Figures

Figure 1: Perception of Sustainability: Buyers (%), 2012-2013
Figure 2: Perception of Sustainability: Suppliers (%), 2012-2013
Figure 3: Perception of Sustainability: Region (%), 2012-2013
Figure 4: Perception of Sustainability: Turnover (%), 2012-2013
Figure 5: Sustainability in Business Functions: Buyers, 2012-2013
Figure 6: Sustainability in Business Functions: Suppliers, 2012-2013
Figure 7: Sustainability in Business Functions: Region, 2012-2013
Figure 8: Sustainability in Business Functions: Turnover, 2012-2013
Figure 9: Key Drivers of Sustainability: Buyers vs. Suppliers (%), 2012-2013
Figure 10: Key Drivers of Sustainability: Buyers (%), 2012-2013
Figure 11: Key Drivers of Sustainability: Suppliers (%), 2012-2013
Figure 12: Key Drivers of Sustainability: Region (%), 2012-2013
Figure 13: Key Drivers of Sustainability: Turnover (%), 2012-2013
Figure 14: Key Barriers to Sustainability: Buyers (%), 2012-2013
Figure 15: Key Barriers to Sustainability: Suppliers (%), 2012-2013
Figure 16: Key Barriers to Sustainability: Region (%), 2012-2013
Figure 17: Key Barriers to Sustainability: Turnover (%), 2012-2013
Figure 18: Top Five Markets for Growth: Mining Industry, 2012
Figure 19: Key Markets for Growth: Buyers (%), 2012-2013
Figure 20: Key Markets for Growth: Suppliers (%), 2012-2013
Figure 21: Key Markets for Growth: Region (%), 2012-2013
Figure 22: Key Markets for Growth: Turnover (%), 2012-2013
Figure 23: Organizational Prerequisites for Sustainability: Buyers (%), 2012-2013
Figure 24: Organizational Prerequisites for Sustainability: Suppliers (%), 2012-2013
Figure 25: Organizational Prerequisites for Sustainability: Region (%), 2012-2013
Figure 26: Organizational Prerequisites for Sustainability: Turnover (%), 2012-2013
Figure 27: Environment Management and Bio-diversity: Buyers (%), 2012-2013
Figure 28: Environment Management and Bio-diversity: Suppliers (%), 2012-2013
Figure 29: Initiatives for Community Development: Buyers (%), 2012-2013
Figure 30: Initiatives for Community Development: Suppliers (%), 2012-2013
Figure 31: Key Energy Efficiency Measures: Buyers (%), 2012-2013
Figure 32: Key Energy Efficiency Measures: Suppliers (%), 2012-2013
Figure 33: Key Energy Efficiency Measures: Region (%), 2012-2013
Figure 34: Key Energy Efficiency Measures: Turnover (%), 2012-2013
Figure 35: Effective Monitoring of Sustainability: Buyers (%), 2012-2013
Figure 36: Effective Monitoring of Sustainability: Suppliers (%), 2012-2013
Figure 37: Effective Monitoring of Sustainability: Region (%), 2012-2013
Figure 38: Effective Monitoring of Sustainability: Turnover (%), 2012-2013
Figure 39: Cost-saving Expectations: Buyers (%), 2012-2013
Figure 40: Cost-saving Expectations: Suppliers (%), 2012-2013
Figure 41: Cost-saving Expectations: Region (%), 2012-2013
Figure 42: Cost-saving Expectations: Turnover (%), 2012-2013
Figure 43: Impact of Sustainability on Profits of Buyers (%), 2012-2013
Figure 44: Impact of Sustainability on Profits of Suppliers (%), 2012-2013
Figure 45: Impact of Sustainability on Profits of Region (%), 2012-2013
Figure 46: Impact of Sustainability on Profits of Turnover (%), 2012-2013
Figure 47: Planned Change in Sustainability Budgets: Buyers (%), 2010-2012
Figure 48: Planned Change in Sustainability Budgets: Suppliers (%), 2010-2012
Figure 49: Planned Change in Sustainability Budgets: Region (%), 2012-2013
Figure 50: Planned Change in Sustainability Budgets: Turnover (%), 2012-2013
Figure 51: Critical Factors for Supplier Selection: Buyers (%), 2012
Figure 52: Critical Factors for Supplier Selection: Region (%), 2012
Figure 53: Critical Factors for Supplier Selection: Turnover (%), 2012
Figure 54: Critical Factors for Supplier Selection: Senior Level Respondents (%), 2012
Figure 55: Level of Supplier Engagement: Buyers (%), 2012-2013
Figure 56: Level of Supplier Engagement: Region (%), 2012-2013
Figure 57: Level of Supplier Engagement: Turnover (%), 2012-2013
Figure 58: Expenditure on Sustainable Procurement: Buyers (%), 2012
Figure 59: Expenditure on Sustainable Procurement: Region (%), 2012
Figure 60: Expenditure on Sustainable Procurement: Turnover (%), 2012
Figure 61: Attributes for Green Procurement: Buyers (%), 2012-2013
Figure 62: Attributes for Green Procurement: Region (%), 2012-2013
Figure 63: Attributes for Green Procurement: Turnover (%), 2012
Figure 64: Procurement of Sustainable Products and Services: Buyers (%), 2012-2013
Figure 65: Procurement of Sustainable Products and Services: Region (%), 2012-2013
Figure 66: Procurement of Sustainable Products and Services: Turnover (%), 2012-2013
Figure 67: Drivers of Green Marketing: Suppliers (%), 2010-2012
Figure 68: Drivers of Green Marketing: Region (%), 2012-2013
Figure 69: Drivers of Green Marketing: Turnover (%), 2012-2013
Figure 70: Marketing of Green Credentials: Suppliers (%), 2012-2013
Figure 71: Marketing of Green Credentials: Region (%), 2012-2013
Figure 72: Effective Channels of Promotion: Suppliers (%), 2012-2013
Figure 73: Effective Channels of Promotion: Region (%), 2012-2013
Figure 74: Effective Channels of Promotion: Turnover (%), 2012-2013

Companies Mentioned

Rio Tinto Ltd., Tata Steel Ltd., LUHR Filter,BHP Billiton, Anglo American, Xstrata, Newmont, Sinclair Knight Merz, National Copper Corporation of Chile, The Groote Eylandt Mining Company, Honeywell Process Solutions, PT. Krakatau DayaListrik, Krakatau Steel Group, Schneider Electric, Deutsche Rohstoff AG, National Aluminum Company Ltd., Teranga, Alcoa Inc., Barrick gold Corporation, NMDC Ltd., Atlas Copco, Caterpiller , Komatsu Ltd., AsiaTrak, Lundin Mining Corporation, CapRock, ABB, Northland Resources, Goldcorp , PeterstowAquapower, Tetratech, Larson and Toubro, MSPL Ltd., Vale SA, CAT-Bucyrus Company, LKAB, Eastplats, RWE Innogy, RWE Power AG, Victaulic, Joy Global Inc.

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