市場調査レポート

世界の鉱業における持続可能性

Sustainability in the Global Mining Industry 2012-2013 - Market Trends and Opportunities, Profitability and Budget Forecast, Mining Industry Procurement and Marketing Initiatives

発行 ICD Research 商品コード 220993
出版日 ページ情報 英文 171 Pages
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世界の鉱業における持続可能性 Sustainability in the Global Mining Industry 2012-2013 - Market Trends and Opportunities, Profitability and Budget Forecast, Mining Industry Procurement and Marketing Initiatives
出版日: 2012年12月11日 ページ情報: 英文 171 Pages
概要

当レポートでは、世界の鉱山業の主要企業241社の経営幹部・部門担当者に対する聞き取り調査の結果を基に、世界の鉱業における持続可能性(環境問題への配慮)に関連した取り組みについて分析し、特にグリーン調達(sustainable procurement)に関連する行動や意思決定、マーケティング部門での対応などについて詳細に調査し、その結果を地域・売上高・立場(バイヤー側かサプライヤー側か)などで整理して、概略以下の構成でお届けします。

第1章 イントロダクション

  • 当レポートの概要
  • 定義
  • 分析手法
  • 回答者のプロファイル

第2章 エグゼクティブ・サマリー

第3章 鉱業における持続可能性

  • 持続可能性の認識
  • ビジネス機能における持続可能性
  • 持続可能性の主な促進要因
  • 持続可能性の主な障害
  • 主な成長市場

第4章 持続可能性の導入

  • 持続可能性のための組織的な前提条件
  • 持続可能性対策の導入
  • 環境管理と生物多様性
  • コミュニティ開発のための持続可能性の促進策
  • 主な省エネ対策
  • 持続可能性の効果的な監視方法

第5章 持続可能性の財政面での影響

  • 費用節約への期待
  • 持続可能性の利益への影響
  • 持続可能性対策予算の計画変更

第6章 グリーン購入

  • サプライヤー選択の重要な要素
  • サプライヤーの関与の水準
  • グリーン購入への支出額
  • グリーン購入の特質
  • 持続可能的な製品・サービスの調達

第7章 マーケティングのグリーン・イニシアティブ

  • グリーン・マーケティングの促進要因
  • 「グリーン証明書(green credentials)」のマーケティング
  • 販売促進の効果的なチャネル
  • 業界のリーダー

第8章 付録

図表一覧

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目次
Product Code: MN1930PR

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

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
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