Metals & Mining

The mining and metals industry is navigating a complex landscape of energy transition, market volatility, and digital disruption. Success requires a holistic approach that connects high-level strategy with operational reality. Our practice provides end-to-end solutions designed to unlock value across the entire asset lifecycle. Whether you need to redefine your corporate growth strategy, optimize your supply chain, or drive digital transformation on the ground, our multidisciplinary team is ready to deliver tangible results.

“The metals and mining sector is entering a new era shaped by innovation, sustainability and digital transformation. Our role is to support companies in making confident decisions and building resilient, future‑ready operations.”

Bakhtiyar BektursunovStrategy& Technology Services Leader in Eurasia

Our Services

Development of growth strategy

We help mining leaders navigate portfolio optimization, commodity mix shifts (e.g., the transition to critical minerals), and market entry strategies. We align your long-term vision with global trends like decarbonization to ensure future competitiveness.

Development of organizational structure

We redesign corporate and asset-level structures to eliminate silos and clarify decision-making rights. Our approach balances central governance with local operational autonomy, ensuring your workforce model supports your strategic goals.

Development of operating model

We define how your people, processes, and technology interact across the value chain. Whether you are an owner-operator or utilize contractors, we design operating models that maximize efficiency and ensure safety compliance.

Improvement of operational efficiency

Using data analytics and Lean/Six Sigma methodologies, we identify bottlenecks in the pit-to-port process. We focus on increasing throughput, improving recovery rates, and reducing the Cash Cost (C1) per ton.

Development of MRO strategy

We transition your operations from reactive to predictive maintenance. By optimizing maintenance tactics and spare parts inventory, we help you reduce downtime for critical heavy equipment and processing infrastructure.

Procurement process optimization

We optimize category management for key mining inputs (fuel, explosives, tires, reagents) to combat inflation. We also help manage supply chain risks and design strategies for local content compliance.

Providing technical due diligence

Whether for M&A or project financing, we evaluate the technical viability of assets. We review reserve/resource models, mine plans, and CAPEX/OPEX assumptions to identify risks before capital is committed.

Conducting marketing analysis

We provide supply/demand forecasting, price analysis, and competitor benchmarking. Our insights support commercial decisions, off-take agreement negotiations, and hedging strategies.

Implementation of integrated planning

We implement systems that synchronize Life of Mine (LOM) plans with short-term scheduling and logistics. This ensures that operational reality matches the strategic budget and that silos between mining and processing are broken.

Our selected experience:

Our track record spans the full spectrum of the mining and metals lifecycle - from junior explorers to major diversified producers. We bring a wealth of cross-commodity experience, allowing us to apply best practices from around the world to your specific local context.

Project description:

The PwC team was engaged by the Client to conduct a study of the global manganese ore market, paying special attention to prices and key consumers in international markets.

Approach to the project:

Our team conducted an in-depth analysis of the dynamics of production volumes, international trade, including an overview of the main players in the field of ore supplies.

PwC made an overview of the main consumers in this market in several countries and identified trends for 2022-2025.

We have collected analytics of prices for the sale of goods broken down by region and main suppliers

Results achieved:

As a result, the client gained an understanding of market prices, competition and demand for manganese ore from the main consumers, as well as identified the main areas for further business development.

Project description:

The PwC team was engaged by the Client, a steel producer, to conduct a comprehensive market study in support of an investment project for the construction of a new plant for manufacturing and refurbishing mandrels - a specialised tool used in seamless pipe production. The study focused on assessing market potential, demand–supply balance and commercial feasibility for the new facility.

Approach to the project:

Conducted a detailed review of the mandrel and seamless pipe markets in target regions, including segmentation by new vs. refurbished mandrels, types of mills and key customer groups.

Assessed current and forecast demand for mandrels based on production volumes of seamless pipes, maintenance cycles and announced capacity expansions of pipe mills.

Analysed the competitive landscape: existing manufacturers and repair workshops, their capacities, product portfolios, pricing practices and service models.

Evaluated price levels, cost drivers and margin potential and developed recommendations on positioning of the new plant, target customer segments, product and service offering, as well as go-to-market options.

Results achieved:

As a result, the Client received a quantified view of the addressable market for mandrels (new and refurbished), including demand scenarios and competitive intensity in each target segment. The project provided commercially justified assumptions on volumes, prices and ramp-up for the financial model of the investment project, a prioritised list of prospective customers and partnership opportunities, and clear recommendations on market positioning of the new plant, supporting the Client’s investment decision.

Project description:

The company needed an analysis of the current situation to determine their current and unrealized potential, as well as to identify the gap between current management expectations.

Approach to the project:

Description of the current registry of production and corporate processes in the area of integrated business planning.
Development of a diagram based on the process registry.
Description of the current refining scheme and key processes within the framework of metal balance reporting.

Results achieved:

Improvement of interdepartmental interaction
Reduction of conflicts of interest through a single data source
Enhancement of competitiveness through more efficient resource management
Elimination of redundant processes and reduction of operational costs.

Project description:

The client required an independent external assessment of the market and commercial feasibility of constructing a Hot Briquetted Iron (HBI) plant with an annual capacity of 2 million tonnes, including evaluation of market prospects, raw material security, cost competitiveness, project economics and key implementation risks.

Approach to the project:

Assessed key project parameters, including raw material availability, gas supply, production costs, CAPEX/OPEX, implementation timeline and financial indicators.
Evaluated cost competitiveness supported by internal raw material supply and potential structural cost advantages versus market benchmarks.
Reviewed natural gas supply scenarios, including long-term contractual options and their financial implications for the project.
Conducted a comprehensive review of global and regional HBI markets, demand outlook, target geographies and sales feasibility.
Performed financial and economic assessment of the project (IRR, NPV, sensitivity analysis, resilience to external shocks).
Identified and analysed major risk factors including raw materials, gas supply, market uncertainty, infrastructure readiness and contractual framework; developed mitigation considerations.

Results achieved:

Confirmed strategic and market justification of the project in the context of global decarbonisation trends in metallurgy.
Demonstrated cost competitiveness of the project and strong long-term financial sustainability (positive NPV, acceptable returns and robustness under stress scenarios).
Identified attractive target markets with high probability of successful sales realisation for projected HBI volumes.
Defined key prerequisites and conditions critical for successful implementation, including raw material security, long-term gas supply arrangements, infrastructure readiness and structured sales agreements.

Project description:

The client required an independent technical assessment of the asset to evaluate its current condition, operational risks, and compliance with existing contractual and safety requirements.

The objective was to identify potential constraints, inefficiencies, and future investment needs to support informed decision-making.

Approach to the project:

Analysis of the overall condition of the facility, including engineering infrastructure and utility connections.
Verification of design and as-built documentation, as well as results of previous technical inspections.
Review of production value chains and analysis of contracts with resource-supplying organizations, including responsibility boundaries
Assessment of cost structure and identification of key operational risks (technical, technological, production).
Evaluation of maintenance strategies (current repairs, capital repairs, overhauls).
Visual inspection of critical and auxiliary production assets to assess condition, performance, and residual life.
Review of industrial safety and occupational health management, including accident history and incident investigation materials.

Results achieved:

Identification of key technical and operational risks impacting the facility’s performance.
Increased transparency of asset condition through structured and comprehensive technical review.
Clear understanding of required investments for modernization, repairs, and risk mitigation.
Practical recommendations for improving reliability, operational efficiency, and safety management.

Project description:

The client needed PwC's support in developing a long-term development strategy and improving operational efficiency.

Approach to the project:

A detailed baseline analysis and an analysis of the costs of mining operations and the operating base were carried out, followed by a comparison of operating indicators.
Developed business cases for mining, processing, asset management, material consumption and operating model to identify cost optimization opportunities.
Developed a roadmap and project management structure (PMO) to implement and maintain the savings achieved.

Results achieved:

A roadmap to improve operational efficiency was developed and implemented.

Project description:

The client commissioned a financial audit review, a review of the existing operating model and an assessment of the current remuneration and financial compensation systems.

Approach to the project:

PwC performed the following tasks:

Financial audit analysis and assessment of the structure of business processes (BP).
Identification of BP groups for: (1) outsourcing, (2) retention and insourcing.
Assessment of the effectiveness of the organizational structure, determination of the target organizational structure, taking into account the BP to be outsourced.
Formation of the distribution of roles and powers in the target organizational structure.
Analysis of the compensation and financial compensation model, recommendations on existing approaches to compensation, performance measurement (KPI*) and salary.
Function Analysis in ESG.

Results achieved:

Development and transformation of a business model

Project description:

The client needed PwC's support in developing a long-term development strategy and improving operational efficiency.

Approach to the project:

PwC performed the following tasks:

A comprehensive analysis of the current market situation and competitive landscape was carried out.
Processes are explored to identify bottlenecks and opportunities for improvement.
The existing operational structures and functions are carefully analyzed.
Key areas for long-term development and growth have been identified.
Financial models have been created to assess future scenarios and support decision-making.

Results achieved:

Market Assessment
Operational Efficiency Diagnostics
Operating Model Overview
Development of strategic initiatives
Financial modeling

Project description:

The client needed PwC's support in effectively transforming its operating model.

Approach to the project:

Diagnostics of hierarchy and interaction between companies in the group, duplication of functions between companies, departments and divisions, the presence of unusual functions, the lack of clear responsibility for important functions, the quality and consistency of systems for the selection, development and assessment of human resources, as well as the quality of the existing system for automating and monitoring business processes.
Recommendations for optimizing the existing operating model in order to a) ensure further optimization of the long-term vision and development strategy and b) improve/enrich the existing organizational structure.
Specific recommendations for optimizing functionality, including a) eliminating possible duplication of functions and potential conflicts of interest, b) formalizing and consolidating responsibility for poorly defined functions, c) KPIs for departments and units, and d) reviewing the functional responsibilities of key employees of departments and units.

Results achieved:

Diagnose and eliminate duplication of functions.
Assessment and improvement of recruitment and development systems.
Optimization of the system of automation and monitoring of processes.
Recommendations for improving the operating model and structure.
Introduction of KPIs and revision of employee responsibilities.

Project description:

Our client operates one of the largest copper mines in the world with an annual production capacity of 40 million tons. The client faced high costs and low productivity. The PwC team was engaged by the Client to improve EBITDA for one copper mining company

Approach to the project:

A detailed baseline analysis and an analysis of the costs of mining operations and the operating base were carried out, followed by a comparison of operating indicators.
Developed business cases for mining, processing, asset management, material consumption and operating model to identify cost optimization opportunities.
Developed a roadmap and project management structure (PMO) to implement and maintain the savings achieved

Results achieved:

Opportunities for improving EBITDA of USD 200 million across the value chain were identified.

We have created specialized "Centers of Excellence in the MMC" in order to jointly benefit Clients

Mining Centres of Excellence

Our Mining Centre of Excellence helps organizations explore opportunities, navigate risk, achieve business goals and change business networks across the world
Our professionals have strategic, financial and operational experience, knowledge of business processes, and industry insight which enables us to listen and understand your goals and the environment (competitive, economic and regulatory) in which you operate and provide you with a solution that’s right for your organisation

The CoE provides clients leading edge industry knowledge through:

Industry insight program including flagship publications, webcasts and ‘Insight Series’ providing deep-dives into the issues most important to miners
Industry development program for clients, featuring university-style courses: Hard Hat Australia, London School of Mines, Asia School of Mines, etc
Connections to our global network of mining experts

Strategies for Expanding the Production of Critical Metals and Minerals for the Industry of the Republic of Uzbekistan

PwC is proud of its partnerships with mining and metallurgy companies and agencies in all countries whose experience may be of interest to you.

PwC adds value by leveraging our global network:

Gather global market intelligence and expertise, including from global sector leaders (resources, energy, ESG etc).

Warm introductions to critical minerals supply chain participants across the PwC global network.

Facilitate funding and offtake arrangements.

PwC has well established relationships with key allies and can deliver unique insights through its PwC Japan Desk, PwC Korea Desk and PwC India Desk.

Through these desks, we build relationships, streamline communication, present opportunities, and gain direct insights and understanding of the overseas markets.

Canada ranks in the top countries in the global production of several critical minerals. It has strong growth plans to improve its competitive position. The 2022 budget allocated ~CAN$3.8 billion to implement Canada’s first critical minerals strategy. Canada has strategic ties with Australia, notably via the Minerals Security Partnership.

India is developing a domestic battery manufacturing industry. Growth ambitions will increase reliance on imports of materials. India has strategic ties with Australia, notably through the QUAD and an MoU between the Australian and Indian governments to collaborate on critical minerals investment.

Europe and UK are developing a domestic battery manufacturing industry. Europe is also home to major end users for batteries (e.g. Volkswagen). Growth ambitions will increase reliance on imports of materials. They have strategic ties with Australia, notably UK through AUKUS and Europe through the Minerals Security Partnership.

Japan and Korea both have globally significant market share in cell production and battery assembly ranking #2 and #3 behind China. Japanese and Korean OEMs are dependent on imports of cathode and anode precursor materials. Both countries are key strategic partners to Australia and see Australia as an important part of its supply chains. Japan is part of the QUAD and both countries are part of the Minerals Security Partnership.

Australia is the dominant producer of battery minerals, top 3 producer of rare earths and also home to promising high purity quartz deposits. There is increasing activity to domesticate critical minerals supply chains, developing partnerships with allies (e.g. through QUAD and AUKUS) and realising more value from its resources.

US OEMs are developing Li-ion capacity, with a focus on cell production and battery assembly. Growth ambitions will increase reliance on imports of materials. The US further plays a globally significant role in the silicon supply chain, being the largest producer of HPQ. Has strategic ties with Australia, notably through AUKUS, the QUAD, the Minerals Security Partnership and the Australian and US Net Zero Technology Acceleration Partnership.