GLOBAL MANAGEMENT GREEN MINING CANADIAN COMPETITIVE ADVANTAGES

1. GREEN MINING
AND GLOBAL
COMPETITIVENESS
:
www.jimdewilde.net
www.twitter.com/jimdewilde
RYERSON GLOBAL
MANAGEMENT
CANADIAN LEADERSHIP ROLES

2. COMPANIES MENTIONED
Companies mentioned in the following presentation are cited for
CASE STUDY purposes only and are used as examples of business
models. Links are to public presentations and source materials.

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. 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. LOOKING AT MAPS - MINING IN
MONGOLIA

6. MALI, MADAGASCAR, MONGOLIA
RARE 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. TORONTO AS A GLOBAL HUB OF
INNOVATIVE 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. 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. PIPELINES - LOOKING AT MAPS

10. EXERTISE IN WHAT USED TO BE
CALLED “MEGAPROJECTS”
 Pipeline and mines are engineering expertise
 Building roads, railways
 Understanding the geopolitics of pipelines and infrastructure for
mines.

11. HO TO SUSTAIN CANADIAN
COMPETTIVE 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. KNOWING HOW TO PUT DEALS
TOGETHER
 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. 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. 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. GEOPOLITICAL RISKS - A
SUMMARY
 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.