Submission 6 Don Scott-Kemmis, Pacific Innovation Major Project Development Assessment Processes Commissioned study


Characteristics of the METS Segments



Yüklə 1 Mb.
səhifə7/19
tarix01.08.2018
ölçüsü1 Mb.
#65349
1   2   3   4   5   6   7   8   9   10   ...   19

Characteristics of the METS Segments

Service Companies


Australian firms have become world leaders in many areas of mining-related services. Engineering and Project management firms such as Ausenco, Sedgman and Worley Parsons are winning EPCM contracts against leading international firms. Many of these mining service firms provide a range of services and some have also become involved in manufacturing. [Several of the mining equipment producers also provide related services – and in fact most such firms began as repair and maintenance shops before beginning a focus on product development.] Due to this diversity of services quite a few firms do not fall neatly into only one or two of the categories used here to characterise the METS sector.
Front-end design and engineering, procurement and construction management (EPCM)

The opportunity for Australian firms to enter the market and build capability in mining-related engineering design and management began when the large mining companies closed down their internal project management capability. With limited capacity and rapid growth in projects, reliance on consulting and engineering and EPCM firms grew.

As there is an overall shortage of experienced mining project engineers and managers, mining firms and the service firms are competing for talent – particularly engineers with experience on large projects. Many of these firms have rapidly grown capability and capacity. They have also developed strong offshore activities. Many of these firms are growing in scale and capability and taking on larger projects and broader EPCM roles. They are beginning to win contracts against larger global rivals, such as Bechtel, Flor and AECOM (Table 4.4).


Contract Drilling, Mining and Construction

Australian contract miners have developed high levels of capability, in underground, open cute and coal mining. Leading firms have strong systems for productivity and safety(Table 4.5)..

Table 4.4: Major EPCM Service Firms

Company

Services (& products)

Est’d

Emp’s

Revenue

(million)

Leighton Group +

Contract mining, construction and engineering services.

1949

20,000

$6150

WorleyParsons (M&M)

Engineering and project management

1971

1500

$640

Ausenco

Engineering and Consulting

1991

3200

$550

Sedgman

Engineering and consulting

1979

1000

$500

SKM (Priv)

Consulting and Engineering

1964

1900

$500

Lycopodium

EPCM for mineral processing plants

1992

600

$170
Other Mining Services

This group of firms provides a diverse range of services to mine development and operation, other than EPCM, contract operations or consulting services. These services range from the supply and servicing of plant and equipment, hiring equipment, to the conduct of ‘rock fragmentation’ by Orica Mining Services(Table 4.6)..
Table 4.5: Major Contract Mining Firms

Company

Services (& products)

Est’d

Emp’s

Revenue

(million)

Leighton Group +

Contract mining, construction and engineering services.

1949

20,000

$6150

Downer

Contract mining, construction and engineering services.

1922

3500

$1400

Ausdrill

Contract drilling services & related equipment and product manuf’g.

1987

4360

$835

Macmahon

Contract mining, construction and engineering services.

1963

3540

$825

Ausdrill

Contract drilling (and equipment)

1987

4400

$840

AJ Lucas

Contract Drilling

1958

640

$250

Barminco (Priv)

Contract mining

1989

2000

$490*

NRW

Contract mining, earthworks and construction

1994

3500

$750

BGC (Priv)

Contract mining and construction

1957

~2000

$600

Golding Contractors (Priv)

Contract mining and civil works

1942

1000

$350*
Consulting Services

The decline in in-house capability in many mining companies and the increasing knowledge-intensity of exploration, feasibility assessments, mine planning, operations and optimisation is increasing the demand for high level consultants across a wide range of geological, engineering, environmental and commercial aspects of mining. The limited supply of consultants, particularly those with experience, is a continuing constraint on growth, particularly as offshore opportunity is growing rapidly, without reducing quality or raising costs due to the upward pressure on salaries. These trends are encouraging greater consolidation through mergers or acquisitions. International mining consultants, such as SRK, Golder, AECOM and AMEC, will have greater opportunities to capture market share in a supply constrained market (Table 4.7).
Table 4.6: Major Diverse Mining Service Firms

Company

Services (& products)

Est’d

Emp’s

Revenue

(million)

Orica

Explosives manufacturing and supply; blast management services; strata support products; chemicals.

1874

14,000

$6272

Boart Longyear

Contract drilling services; drill product and equipment manufacturing.

1890

9000

$2000

UGL Group

Contract construction and engineering services.

1971

5900

$959

Campbell Bros.

Analytical laboratory services, certification

1863

10,000

$858

Monadelphous

Contract maintenance and engineering services

1978

3000

$809

Emeco

Equipment hire

1972

950

$500


Table 4.7: Major Mining Consultancy Firms.

Company

Services (& products)

Est’d

Emp’s

Revenue

(million)

GHD (Priv)

Engineering and environmental consulting services

1928

1200

~$150

SKM (Priv)

Consulting and Engineering

1964

1900

$500

Coffey Mining

Exploration and Mining consulting

1959

320

$44*

Runge

Mine design, planning, optimisation, valuation

1977

370

$94

Snowden

Mining consulting services

1987

200

~$40

GR Engineering Services

Engineering consulting and contracting

2006

150

$130

Xstract Mining Consultants (Priv)

Mining consulting services

2008

~35

~$7*

Optiro (Priv)

Mining consulting services

2008

~20

~$5*

AMC (Priv)

Mining consulting services

1983

200

~$40*

CSA Global (Priv)




1986

75

~$15*

+-majority foreign owned

*- figure is an estimate for 2009-10.

Other consulting firms include: Mining One, Whittle, IMC Mining Solutions, Beck, Arndt Engineering, Mining Plus and Cube Consulting.

Mining Equipment Suppliers and Manufacturers (Table 4.8)


There are few Australian producers of large machinery and most large equipment for drilling, mining and processing is imported. It is important to emphasise this point – Appendix 1 sets out the major products of several of the leading global equipment producers: Caterpillar, Komatsu, P&H, Atlas Copco, Sandvik and Metso (other major international suppliers include: Liebherr, Hitachi, Joy Global, and Bucyrus, Sandvik). There has been for the last few years a strong process of consolidation, through mergers and acquisitions among these major global firms. There are no Australian mining equipment producers of anything near this capability, scope or scale. Some of the major Australian-based suppliers of mining equipment and related services (eg Westrac, Hastings Deering) are (value-added) distributors of this imported equipment. There are no Australian producers of a range of large scale processing equipment.

One of the early Australian innovators in mining equipment, and an example, of the ‘adaptation to innovation’ path taken by many firms, is Elphinstone. In the 1970s, Dale Elphinstone developed a loader and later a truck, based on Caterpillar components, better suited to underground mines. The firm was later bought by Caterpillar.



Hence, Australian equipment producers have developed to serve specific niches not addressed by the major international equipment producers. Several Australian METS firms manufacture components for imported machines, for example, Ausdrill, Bradkin and Austin Engineering. Many of these firms have built a strong international position over the past ten years.
Table 4.8: Equipment Supply and Manufacturing Firms

Company

Services (& products)

Est’d

Emp’s

Revenue

(million)

WesTrac

Caterpillar mining equipment supply and servicing

1989

5100

$1560

Hastings Deering*

Caterpillar mining equipment supply




3530

$1390

Bradken

Equipment manufacturing and Engineering

1922

5600

$1150

Ludowici

Mineral processing equipment

1858

1170

$220

Austin Engineering

Mining equipment components

1982

700

$200

Nepean Engineering (Priv)

Mining & materials handling equipment.

1975

450

~$450

Ampcontrol (Priv)

Power distribution equipment

1968

900

~$160

RCR Tomlinson

Design & manufacture of materials handling & process

1979

2300

$390

Hofmann Engineering (Priv)

Mining & mineral processing equipment, components & servicing

1969

630

~100

Powertrans (Priv)

Manufacturer of off-road haulage vehicles

2001

~100

~$50

Russell Engineering (Priv)

Robotic Mill re-lining equipment

1985

200

~$45

Gekko (Priv)

Modular mineral processing equipment

1996

70

~$30

Valley Longwall (Priv)

Mining equipment










William Adams (Priv)

Caterpillar mining equipment supply and servicing




50




*-majority foreign-owned.

There is little evidence that the major mining companies have been active supporters of Australian METS firms. However, the suppliers of equipment to the mining companies and contractors have had a closer relationship with Australian producers of components and value adding ‘add-ons’. There is some evidence that some of the OEM suppliers are discouraging their distributors from using non-OEM components and add-ons. There are also several indications that Caterpillar and other global equipment makers have realised that they risk declining share of the total value of the revenue based on the supply, augmentation and servicing of their platform. As a result they are seeking to gain greater control over the equipment value chain, through acquisition. These trends are further amplified by the trajectory toward large scale, automated and controlled, factory style mining.



Among some Australian equipment producers there is an increasing concern that Chinese suppliers will build positions through, purchasing preferences, acquisitions and copying

Suppliers of Specialised Equipment, Software and Related Services (Table 4.9)


Firms in this segment are generally smaller and younger than the METS firms in other segments but several are world leaders in their niche. Many are experiencing rapid growth, particularly in offshore markets and this is stretching all levels of capability. The increasing demands for productivity and safety is driving demand for these new technologies, and attracting new niche firms into the industry. However, the specialised mining equipment control segment is dominated by automation companies, such as GE, Honeywell, ABB, Schneider, Emerson, and Rockwell. ABB, GE and Scheider have bought Australian mining software firms in the last few years. Many of the smaller software firms have built their business in a licence plus consulting-based revenue business model, but this approach is unlikely to provide a competitive approach as the segment consolidates and leading firms build the economies of scale and scope that enable investment in new technology. This is likely to be particularly important as mining IT systems become more inclusive and integrated, linking also to the drive for automation. This trend is clearly a challenge to the Australian mining software firms.
Table 4.9: Suppliers of Specialised Equipment, Software and Related Services

Company

Services (& products)

Est’d

Emp’s

Revenue

(million)

Industrea*

Drill guidance, mine vehicle collision avoidance technologies (sales of $115m in 2011)

1987

400

~$300

Mine Site Technologies (Priv)

Mine communications products and systems.

1989

270

$50

Maptek (Priv)

Mining/exploration software

1981

330

>$50

GroundProbe (Priv)

Mine slope stability monitoring equipment and services

2001

~200

~$45

Immersive Technologies (Priv)

Equipment training simulation equipment

1993

230

~$50

Remote Control Technologies (Priv)

Remote control & vehicle safety systems

1976

130

~$35

Micromine (Priv)

Mining &exploration software

1986

240

>$30

Runge

Software and consulting

1977

240

>$90

Australian-based, now foreign owned

Xstrata Technology

(formerly MIM Process Technologies)



Mineral processing technology, engineering services, and equipment.




150

~$690

Mincom/Ventyx

Mining software.




400




*-Recently acquired by GE

Yüklə 1 Mb.

Dostları ilə paylaş:
1   2   3   4   5   6   7   8   9   10   ...   19




Verilənlər bazası müəlliflik hüququ ilə müdafiə olunur ©muhaz.org 2024
rəhbərliyinə müraciət

gir | qeydiyyatdan keç
    Ana səhifə


yükləyin