Ryerson global management

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GLOBAL MANAGEMENT
GREEN MINING
CANADIAN COMPETITIVE ADVANTAGES

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Ryerson global management

  1. 1. GREEN MININGAND GLOBALCOMPETITIVENESS:www.jimdewilde.netwww.twitter.com/jimdewildeRYERSON GLOBALMANAGEMENTCANADIAN LEADERSHIP ROLES
  2. 2. COMPANIES MENTIONEDCompanies mentioned in the following presentation are cited forCASE STUDY purposes only and are used as examples of businessmodels. Links are to public presentations and source materials.
  3. 3. GEOPOLITICS - HEADING TO 2013 TURNING RESOURCE ALLOCATION INTO PRODUCTIVE CAPITAL Sovereign Wealth Funds for Madagascar mining, Mali mining, Mongolia mining THE END OF KLEPTOCRACY Transparency International and the Globalization of Ushahidi THE RISE OF THE SECOND WORLD Qatar and Glencore/Xstrata http://www.guardian.co.uk/business/2012/sep/20/xstrata-board- meet-consider-glencore-deal-deadline- approaches?newsfeed=true GREEN MINING (Innovation and CSR Sustainalytics )
  4. 4. RYERSON GLOBAL MANAGEMENT Canadian strengths in GLOBAL MANAGEMENT Mining and resource management (BARRICK, KINROSS) Ecosystem for financing junior mining companies (MINES ONLINE) Infrastructure (ENBRIDGE, CN, SNC-LAVALIN, ENCANA) Network of political risk assessment (CIDA, NGOs) Hydro construction globally leading expertise Pipeline construction globally leading expertise Railroad construction globally leading expertise Infrastructure management (smart roads, power grids, railroads, ports) globally leading expertise.
  5. 5. LOOKING AT MAPS - MINING INMONGOLIA
  6. 6. MALI, MADAGASCAR, MONGOLIARARE EARTHS AND CANADIAN DEALS NEOMATERIALS AND RARE EARTHs A Toronto Story http://www.molycorp.com/molycorp-announces-successful-close- of-neo-materials-acquisition/ KHAN RESOURCES Managing in a Global Economy VANADIUM and MADAGASCAR MINING http://vanadiuminvestingnews.com/1282/energizer-resources-inc- developing-a-world-class-vanadium-deposit-in-madagascar/ The Future of Mali Mining http://www.greatquest.com/s/Presentation.asp
  7. 7. TORONTO AS A GLOBAL HUB OFINNOVATIVE MINING FINANCE (i) exploration technologies commercialization of geology and economic geography; (ii) environmental innovations for sustainable mining; (iii) compliance with best practices for green mining; (iv) an ecosystem of mining knowledge for corporate governance of junior mining companies. Stakeholders include TSX, law firms with mining deal revenue base, mining finance institutions.
  8. 8. GLOBAL MANAGEMENT SKILLS-SET Water management ONE DROP XPV Mining Finance GLENCORE RIO TINTO BHP BILLITON Global networks BOARDS OF MINING COMPANIES Head offices BARRICK, KINROSS, IAMGOLD
  9. 9. PIPELINES - LOOKING AT MAPS
  10. 10. EXERTISE IN WHAT USED TO BECALLED “MEGAPROJECTS” Pipeline and mines are engineering expertise Building roads, railways Understanding the geopolitics of pipelines and infrastructure for mines.
  11. 11. HO TO SUSTAIN CANADIANCOMPETTIVE ADVANTAGE Innovative technologies (pipelines and sewers are still more important ) Green geology (GPS) SUSTAINALYTICS Environmental and financial engineering (a) including aboriginals in investment structure; (b) Google Maps looks at environmental commitments
  12. 12. KNOWING HOW TO PUT DEALSTOGETHER What does a capital market do? Who is putting mining deals together? Ross Fitzpatrick CHANNEL RESOURCES http://www.channelresources.ca/i/pdf/chu-presentation.pdf
  13. 13. INNOVATIVE WORK BEING DONE http://www.chathamhouse.org/research/eedp/current- projects/managing-resources-futures Jaako Kooroshy Wilfrid Visser BUSINESS OF MINING http://thebusinessofmining.com/
  14. 14. GREEN MINING COMPANIES A CN of GREEN MINING (environmental monitoring and cleanup) INDUSTRIAL ECOLOGY AND LAND RECONSTRUCTION MANAGEMENT OF “CSR” and ABORIGINAL INVESTMENT GPS AND GREEN PROSPECTING MINING AS INNOVATIVE GREEN ENGINEERING http://www.intermap.com/ INFRASTRUCTURE or MEGAPROJECTS WATER MANAGEMENT and ENVIRONMENTAL CLEANUP
  15. 15. GEOPOLITICAL RISKS - ASUMMARY SECOND WORLD changes global negotiating dynamic (rise of Qatar and SWFs in deciding GLENCORE XSTRATA) How did global leaders miss the breakup of Mali? What can we learn from this? Khan Resources and Ownership issues (Globalized capital markets are a new reality. Who protects longterm Mongolian interests?) TURNING RESOURCE REVENUES INTO PRODUCTIVE INVESTMENT (the real “CSR” issue for the 2010s). Resource revenues either back Malian, Madagascan, Mongolian entrepreneurs and link them to efficient capital markets or could produce new kleptocracies.

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