Innovation and Automation Strategy for a Mining & Metallurgical Group

Client:

A large vertically integrated mining and metallurgical enterprise with significant cash reserves and a strong interest in developing automation and innovation capabilities.

Challenge:

While the company’s financial position allowed for active investment, it lacked a coherent model for sustainable innovation and technology adoption. Leadership wanted to channel investments into production automation and high-tech applications for its products, but there was no clear framework or organizational structure to make innovation repeatable and value-driven.

Approach:

• Conducted international benchmarking of innovation practices in global leaders (Anglo American, BHP, Vale) and top Chinese metallurgical companies (Jinchuan, Huayu Cobalt, and others).

• Analyzed key success factors in implementing digital and automation programs.

• Developed two alternative innovation-management models, including process maps, governance structures, and roles/responsibilities.

• Prepared a detailed roadmap for establishing the innovation function, integrating R&D, IT, and production units.

Impact:

• Provided the client with an actionable, structured approach to managing innovation and automation initiatives.

• Enabled a shift from ad-hoc digital projects to a sustainable innovation portfolio.

• The company has since launched several automation pilots, including an AI-based PPE (personal protective equipment) management system, marking a major step in its digital transformation journey.