Post on 14-Apr-2018
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Copper Technology Roadmap
March 2004
Coordinated by AMIRA International Limited
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FFFFFACILITACILITACILITACILITACILITAAAAATEDTEDTEDTEDTEDANDANDANDANDAND PPPPPREPREPREPREPREPAREDAREDAREDAREDAREDBBBBBYYYYY
Energetics, Incorporated
CCCCCOORDINAOORDINAOORDINAOORDINAOORDINATEDTEDTEDTEDTEDBBBBBYYYYY
AMIRA International
SSSSSPONSORSPONSORSPONSORSPONSORSPONSORS
Anglo American Chile Ltda
Antofagasta Minerals
BHP Billiton Limited
Corporacin Nacional Del Cobre, ChilePhelps Dodge Mining Company
Rio Tinto Limited
WMC Resources Ltd
AAAAASSOCIASSOCIASSOCIASSOCIASSOCIATETETETETE SSSSSPONSORSPONSORSPONSORSPONSORSPONSORS
MIM Holdings Limited
Teck Cominco Limited
Copper Technology Roadmap March 2004
Copyright AMIRA International
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TTTTTABLEABLEABLEABLEABLEOFOFOFOFOF CCCCCONTENTSONTENTSONTENTSONTENTSONTENTS
Preface .............................................................................................................................................................. v
Executive Summary ........................................................................................................................................ vii
Chapter 1. Introduction and Goals ................................................................................................................ 1
Chapter 2. Trends, Drivers, and Challenges ................................................................................................. 3
Chapter 3. R&D Needs and Priorities............................................................................................................ 7
Chapter 4. Implementation: Moving Forward .............................................................................................25
For More Information .................................................................................................................................... 27
Appendix A: Roadmap Contributors .............................................................................................................29
Appendix B: Bibliography ............................................................................................................................. 31
Appendix C: Anti-Trust Statement ................................................................................................................33
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PPPPPREFREFREFREFREFAAAAACECECECECE
In 2003, the global copper industry took animportant step on its path towards the future.Led by AMIRA International, nine global coppercompanies recognised the time was right towork together to address some of the mostimportant technical, economic, and socialchallenges of the coming decade and beyond.
The objective: identify and prioritise long-term,technology-related research needs for thecopper industry within the context of social,economic, and market imperatives. The result:the Copper Technology Roadmap, a culminationof a nine-month effort led by AMIRAInternational, facilitated by Energetics, Inc., andsponsored by nine copper companies, sevenmajor sponsors and two associate sponsors:
SponsorSponsorSponsorSponsorSponsorsssss
Anglo American Chile Ltda
Antofagasta Minerals
BHP Billiton Limited
Corporacin Nacional Del Cobre, Chile
Phelps Dodge Mining Company
Rio Tinto Limited
WMC Resources Ltd
AssociatAssociatAssociatAssociatAssociate Sponsore Sponsore Sponsore Sponsore Sponsorsssss
MIM Holdings Limited
Teck Cominco Limited
To plan and guide the roadmapping effort, theCopper Roadmap Steering Committee wasformed in June 2003. The Steering Committeedefined the scope of the roadmap andidentified goals, metrics, and important topicsfor technology development in preparation for a
roadmapping workshop held on 15-16 October2003 in Phoenix, Arizona, USA.
Approximately 40 technical experts from copper
companies, their suppliers and end users,
universities, and other relevant organisations
gathered at this roadmapping workshop. There,
they discussed common technological needs
and came to consensus on priorities, forming the
basis for this roadmap.
The roadmap defines pathways for pursuing
technological change in the mining and
processing portion of the global copper industry.
It focuses on pre-competitive priorities on which
companies can collaborate for mutual gain. The
time frame under consideration is through to
2020, covering a range of activities and priorities
over the near, mid, and long terms. The
roadmap includes technological priorities along
the value chain, from mine planning through
extraction, processing, and recovery to final
commodity products (e.g., electro-won and
electro-refined cathodes). The ultimate goal is to
improve the overall competitiveness and
sustainability of the industry.
The Copper Technology Roadmap complements
other roadmapping efforts within the mining
industry. The International Copper Association
(ICA) is conducting an ongoing roadmapping
effort focused on technology requirements from
an end-user perspective. ICAs roadmapping
efforts focus predominantly on finishedproducts, while the scope of the Copper
Technology Roadmap is limited to miningthrough to electro-won and electro-refined
cathodes. Together, these two roadmaps cover
the entire value chain of copper, from ore in the
ground to finished copper goods being used by
consumers. The U.S. Department of Energy
(DOE) has also published three mining
technology roadmaps outlining R&D needs in the
broader mining industry (not specific to copper),
and an education roadmap aimed at attracting
people to mining and educating miningprofessionals. AMIRA completed a similar
exercise based on alumina technology with the
worlds major alumina producers in 2001.
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OOOOOTHERTHERTHERTHERTHER RRRRRELEVELEVELEVELEVELEVANTANTANTANTANT TTTTTECHNOLECHNOLECHNOLECHNOLECHNOLOGOGOGOGOGYYYYY RRRRROADMAPSOADMAPSOADMAPSOADMAPSOADMAPS
Several technology roadmaps prepared byother organisations are relevant to the
copper industry. (See Appendix B forbibliographic information.)
The International Copper Association isconducting technology roadmappingactivities for copper applications.
The U.S. Department of Energy has preparedseveral roadmaps for the general mining
industry (not specific to copper):
The Future Begins with Mining: A Vision of
the Mining Industry of the Future (1998)
Mining Industry Roadmap for CrosscuttingTechnologies (1999)
Mineral Processing Technology Roadmap
(2000)
Exploration and Mining Technologies
Roadmap (2002)
Education Roadmap for Mining
Professionals (2002)
CCCCCOPPEROPPEROPPEROPPEROPPER TTTTTECHNOLECHNOLECHNOLECHNOLECHNOLOGOGOGOGOGYYYYY RRRRROADMAPOADMAPOADMAPOADMAPOADMAP SSSSSTRUCTURETRUCTURETRUCTURETRUCTURETRUCTURE
The follows a
logical structure designed to ensure the
strategic R&D priorities and pathways are
aligned with the industry's goals.
Copper Technology Roadmap
Copper Industry
Goals
The Steering Committee
developed five goals for
the copper industry over
the next 10-15 years.
Implementation
Activities the industry willconduct to implement thepriorities of the roadmap.
R&DPriorities
Urgent needs are
deemed priorities,representing prime
opportunities for
collaboration.
R&D
Needs
Research anddevelopment needed torespond to the trends andchallenges and achieve
the goals, organised intothree focus areas.
Trends, Drivers
and
Challenges
Economic, social, and
political forces shaping
the copper industry in the
future and the challenges
and opportunities they
create.
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EEEEEXECUTIVEXECUTIVEXECUTIVEXECUTIVEXECUTIVE SSSSSUMMARUMMARUMMARUMMARUMMARYYYYY
Copper is a fundamental building block ofmodern economies. In 2003, annual productionof copper metal was 15.3 million tonnes andwas projected to grow at a rate of 2.7% per year.Despite this slow but steady growth in worldconsumption, supply of copper has generallyoutpaced demand, and has led to lower prices
in recent years.
Copper producers are constantly being pushedto contain costs, increase efficiency, andmaximise return on capital employed (ROCE). Inaddition to economic considerations, copperproducers often face higher levels of social andenvironmental pressures on their operations.These factors represent significant challenges
to the industry and create a climate supportiveof technological innovation.
This roadmap considers a changing supply/demand balance, shifting production andconsumption demographics, and increasedsocial and environmental expectations, whilealso permitting producers to earn acceptablereturns for their shareholders.
In planning for the roadmap, a Copper RoadmapSteering Committee was formed in 2003. ThisCommittee developed a set of industry-widegoals to guide subsequent roadmapping
activities. These goals represent ambitionscommon to all copper companies and provideguidance when considering collaborative R&Dpathways.
In the course of developing this roadmap forfuture collaborative technology development,the industry considered how its future willchange in response to trends and drivers overthe next 10-15 years, and the challenges thesefactors may create. While it is nearly impossible
to accurately predict the future, we gain insightinto the needed development pathways andpriorities by considering the driving market,social, and political forces influencing the global
Copper IndustrCopper IndustrCopper IndustrCopper IndustrCopper Industry Goalsy Goalsy Goalsy Goalsy Goals
Lower the cost of production.
Achieve the balance of acceptable
economic, environment and social effects.
Manage technological risk and investment.
Improve safety, health and industry hygiene.
Achieve a 10% improvement in energy
efficiency through the implementation of
improved technology.
copper business. Chapter 2 presents aconsideration of these trends and drivers.
The Copper Roadmap Steering Committeeidentified three overarching focus areas thatform the industrys strategy for responding tothe trends, addressing the challenges, andseizing the opportunities of the coming decadethrough the development of innovativetechnology. Together, they hold promise toenable copper producers to achieve their goalspresented in Chapter 1. The three focus areasare:
ImImImImImprprprprprooooovvvvved Capital Efed Capital Efed Capital Efed Capital Efed Capital Efffffficiency and Asseiciency and Asseiciency and Asseiciency and Asseiciency and Assettttt
UtilisationUtilisationUtilisationUtilisationUtilisation Copper production requires large
amounts of capital assets, including mining
and extraction equipment, massive trucks,
crushing and grinding mills, flotation tanks,
and electrolytic cells. Companies seek to
minimise capital cost per ton produced
without increasing other production inputs
such as labour, energy, and material.
NeNeNeNeNew Mining and Prw Mining and Prw Mining and Prw Mining and Prw Mining and Processing Tocessing Tocessing Tocessing Tocessing Technologiesechnologiesechnologiesechnologiesechnologies
Advances in mining and processing
technologies hold promise to reduce costs and
processing times, increase productivity and
yields, and expand the range of ore types
copper producers can mine profitably. Sustainable DeSustainable DeSustainable DeSustainable DeSustainable Devvvvvelopmentelopmentelopmentelopmentelopment Faced with the
environmental legacy issues associated with
historic mining practices, the copper industry
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faces growing pressure to demonstrate that
current and new mining ventures will provide
long term social benefits and protect the
environment. New processes and technologies
to reduce the footprint and more adequately
predict the environmental and social outcome
will assist the copper industry in the journey to
sustainability. Copper producers are
increasingly seeking ways to minimise the
environmental impact and improve the
sustainability of copper mining and processing
operations. A combination of more
sustainable operating practices and new
technologies will allow copper companies to
continue their commitment to sustainability.
The copper industry has identified the research,development, demonstration, testing, validation,
and other technological activities needed toachieve its goals in response to the trends,drivers, and challenges shaping its future.Collectively, they represent over 100 individualR&D needs, many of which feed into oneanother to form larger technology pathways thatwill help copper producers advance towards thegoals and respond to the trends shaping theindustry. Exhibit 1 provides an overview of theroadmap.
With finite R&D resources available to everycopper company, the industry must focuscollaborative activities on priorities. Accordingly,eleven priorities have been identified,representing some of the most urgent andpromising areas for collaborative technologydevelopment. These priorities are of particularinterest because they offer significant potential
rewards, but are typically too costly, long-term,risky, or otherwise daunting for individualcompanies to make adequate progress towards
independently. The Copper Roadmap SteeringCommittee has further refined the prioritisationof these items, identifying four of the elevenpriorities as top priorities and five as highpriorities. These priorities are shown in Exhibit 2.
As shown in Exhibit 2, the priorities span the
entire copper value chain considered in thisroadmap. Additionally, several of the prioritiescut across multiple or all process steps. Theseso-called systems issues may hold thegreatest potential for cost reductions, efficiency
improvements, or environmental impactsbecause they capture opportunities that areoften missed when companies focus onindividual processes.
Exhibits 4, 5, and 6 in Chapter 3 provide anoverview of the R&D needs identified in each ofthe three focus areas. Chapter 3 also presentsdetailed information regarding the elevenpriorities. This information provides thefoundation on which collaborative R&D projectscan be launched.
It is important to note that the roadmap doesnot cover all technological pathways to thefuture. The roadmap focuses on pre-competitiveneeds and can be useful in informing private
R&D efforts of individual companies,universities, and other researchers. However, itwill also assist individual companies in pursuingtheir own R&D agendas to bolster theircompetitive positions in the marketplace.
Other advances are also likely to come fromsmall companies, independent entrepreneurs,universities, and other researchers who may bemore able to assume greater risk. The roadmapcomplements these other efforts and provides apotential mechanism by which higher-risk R&Defforts regarding shared needs can be pursuedthrough collaboration.
A Copper Technology Working Group has beenestablished to oversee the development andexecution of collaborative research projects inaccordance with the roadmaps priorities.AMIRA International will maintain its role ascoordinator as directed by the industry. Severalmembers of the Working Group have alreadyagreed to work together to address one of thehigh priorities in the roadmap: real-time whole
process control. This swift agreement tocollaborate provides an early success of theroadmapping effort and will build confidenceamong copper companies that the technologycollaboration model can work.
Today, as much as ever, the copper industryfaces wide-ranging challenges andopportunities. Many of the needs identified inthe roadmap are not new, but the roadmaprepresents an exciting opportunity for thecopper industry to work together on the mostpressing issues it faces over the comingdecade. By combining the advances promisedby this roadmap with independent companydiscoveries and innovations from researchers,
the industry will be prepared to achieve its goalsand rise to the challenges of the coming decadeand beyond.
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Exhibit 1Exhibit 1Exhibit 1Exhibit 1Exhibit 1. Na. Na. Na. Na. Navigating the Rvigating the Rvigating the Rvigating the Rvigating the Roadmapoadmapoadmapoadmapoadmap
Focus Areas
R & D Needs and Priorities
Copper Industry Goals
Improved CapitalEfficiency and Asset
Utilisation
New Mining andProcessing
Technologies
Implementation by the Copper Technology Working Group
Lowering Cost of Production
Risk and Investment
Improving Energy Efficiency
Managing Technological
by 10% and Industry Hygiene
Improving Safety, Health
Achieving the Balance ofAcceptable Economic,
Environmental andSocial Effects
Critical Barriers
SustainableDevelopment
Critical BarriersCritical Barriers
Other R&D Needs Other R&D NeedsOther R&D Needs
Mine-to-Metal
Optimisation
Real-Time Whole
Process Control
KnowledgeSharing
Database
Intelligent
Comminution
Ore SystemIntelligence
In-Situ Mining
Dry-ProcessingTechnologies
More Efficient
Use of Water
IntegratedSustainability Model
Design for Closure
Byproduct
Management
(Waste to Product)
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Exhibit 2. R&D Priorities Along the Copper VExhibit 2. R&D Priorities Along the Copper VExhibit 2. R&D Priorities Along the Copper VExhibit 2. R&D Priorities Along the Copper VExhibit 2. R&D Priorities Along the Copper Value Chainalue Chainalue Chainalue Chainalue Chain
R&DP
rioritiesAlong
the
CopperV
R&DP
rioritiesAlong
the
CopperV
R&DP
rioritiesAlong
the
CopperV
R&DP
rioritiesAlong
the
CopperV
R&DP
rioritiesAlong
the
CopperValue
Chain
alue
Chain
alue
Chain
alue
Chain
alue
Chain
Mine
P
lanning
Extraction
Comminution
Separation
Electr
o-
winnin
g
Finished
Products
ICAR
oadmapping
Activ
ities
Copper
Technology
Roadmap
High
Priority:
OreSystem
Intelligence
Top
Priority:
MoreEfficient
UseofWater
Wastes
Wastes
Wastes
Finished
Cathodes
Wastes
Priority:
Byproduct
Management
High
Priority:
In-Situ
Mining
SYSTEMSISSUES(ADDRESS
ESALLAREAS)
SYTMSSUAD
EAARA
To
p
Priority:
Mine-to-Metal
Op
timisation
High
Priority:
Real-Time
WholeProcess
Control
High
Priority:
Designfor
Closure
TopP
riority:
Integrated
Sustainability
Model
High
Priority:
Knowledge-
Sharing
Database
Priority:
DryProce
ssing
Technology
Top
Priority:
Intelligent
Comminution
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1.1.1.1.1. IIIIINTRNTRNTRNTRNTRODUCTIONODUCTIONODUCTIONODUCTIONODUCTIONANDANDANDANDAND GGGGGOOOOOALSALSALSALSALS
IntrIntrIntrIntrIntroductionoductionoductionoductionoductionCopper is a fundamental building block ofmodern economies. In 2003, annualproduction of copper metal was 15.3 milliontonnes and was projected to grow at a rate of2.7% per year. North America and Europe have
experienced slower growth due to an emergingrecycling industry. However, consumption indeveloping economies is growing rapidly. InChina, for instance, projected annual growth iscurrently in excess of 8% per year and someestimates put growth at 10% per year for thenext few years. Notwithstanding the slow butsteady growth in world consumption, supply ofcopper has generally outpaced demand, andhas led to lower prices in recent years.
Declining commodity prices, in turn, putpressure on producers to contain costs andincrease efficiency. The capital-intensive natureof copper production encourages producers tofocus on maximising the return on capitalemployed (ROCE). In addition to economicconsiderations, copper producers often facehigher levels of social and environmentalpressures on their operations. Many copperproducers also face pressure to reduce theirenergy consumption for both economic andenvironmental reasons. These pressures maybecome key drivers of technological change inand of themselves. These factors represent
significant challenges to the industry and createa climate supportive of technological innovation.
This roadmap considers a changing supply/demand balance, shifting production andconsumption demographics, and increasedsocial and environmental expectations, whilealso permitting producers to earn acceptablereturns for their shareholders.
Goals fGoals fGoals fGoals fGoals for the Copper Indusor the Copper Indusor the Copper Indusor the Copper Indusor the Copper IndustrtrtrtrtryyyyyThe global copper industry is driven by the needto become more productive while minimisingenvironmental impact and maintaining thehighest safety standards. In an effort toarticulate the future direction of the industry,
the Copper Roadmap Steering Committeeestablished a set of high-level goals andsupporting factors and metrics (Exhibit 3).
This framework will guide technologydevelopment as the industry looks to the future,and align the R&D needs and priorities in thisroadmap. Each producer optimises itsprocesses and practices to suit its ore depositsand business conditions. Because ore bodies
and market conditions vary from one producer
to the next, it is difficult to establish broad,quantifiable goals for the industry as a whole.However, the five goals describe the industrysdesired direction for progress in qualitativeterms. Additionally, the Steering Committeeagreed on one quantitative goal: achieachieachieachieachieving aving aving aving aving a111110% im0% im0% im0% im0% imprprprprprooooovvvvvement in energy efement in energy efement in energy efement in energy efement in energy efffffficiency thriciency thriciency thriciency thriciency throughoughoughoughough
the imthe imthe imthe imthe implementation of implementation of implementation of implementation of implementation of imprprprprprooooovvvvved ted ted ted ted technologyechnologyechnologyechnologyechnology.This goal highlights the importance of energy tocopper mining and production, indicating ashared opportunity to lower costs and conserveenergy.
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GOAL 3. MANAGING TECHNOLOGICAL RISK AND INVESTMENT
GOAL 2. ACHIEVING THE BALANCE OF ACCEPTABLE ECONOMIC, ENVIRONMENTAL AND SOCIAL EFFECTS
METRIC
METRIC
METRIC
METRIC
METRIC
FACTOR
FACTOR
FACTOR
FACTOR
FACTOR
Cu tonnes/manyear
Capital cost/tonne produced; total assets/tonne
Elimination of process steps; productivity increase
Capital cost/tonne produced; MJ/tonne
Life cycle costs; productivity increase
% recovery; develop new byproducts; US$/Cu tonnes
Emissions/tonne Cu produced
Ha/tonne produced
Acceptable in the communities in which we operate
Solid waste produced/tonne; residue converted tonew economic use
m /tonne, Ha/tonne, MJ/tonne3
N/A
Capital cost/tonne produced; operating cost/tonne
Capital cost/tonne produced
Long-term goal of zero harm
Higher labour productivity through automationand process control
MJ/tonne produced; MJ/tonne minedMore efficient energy utilisation
Improved capital productivity and asset utilisation
Innovative extraction processes
Metallurgical milling design parameters and orecharacterisation
Improved mining and process equipment
Byproduct and co-product extraction
Adoption of environmentally friendly processingtechnologies
Smaller environmental footprints
Socially responsible mineral resource exploitation
Residue treatment and reuse
Efficiency of water, land, and energy use
Life cycle analysis and implications
New mining technology
Financial requirements
Reducing number of employees exposed to risk
GOAL 4. IMPROVING SAFETY, HEALTH AND INDUSTRY HYGIENE
GOAL 5. IMPROVE ENERGY EFFICIENCY BY 10% THROUGH THE IMPLEMENTATION OF IMPROVED TECHNOLOGY
GOAL 1. LOWERING THE COST OF PRODUCTION
Exhibit 3. Copper IndustrExhibit 3. Copper IndustrExhibit 3. Copper IndustrExhibit 3. Copper IndustrExhibit 3. Copper Industry Goalsy Goalsy Goalsy Goalsy Goals
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2.2.2.2.2. TTTTTRENDSRENDSRENDSRENDSRENDS, D, D, D, D, DRIVERSRIVERSRIVERSRIVERSRIVERS,,,,, ANDANDANDANDANDCCCCCHALLENGESHALLENGESHALLENGESHALLENGESHALLENGESAs the copper industry develops a roadmap forfuture collaborative technology development, itmust consider how that future will change inresponse to trends and drivers over the next 10-15 years, and the challenges these factors maycreate. While it is nearly impossible toaccurately predict the future, we gain insight
into the needed development pathways andpriorities by considering the driving market,social, and political forces influencing the globalcopper business.
Markets and Applications
Global market forces will have the strongesteffect on the copper industry over the nextdecade. Rapid growth in copper demand inChina, India, Pakistan, Southeast Asia, the
former Soviet Union, and other developingregions will drive global demand andsignificantly shape market dynamics. In thelong term, some of these markets may reachthe post-industrial state, slowing growth.
While these developing markets will fuelcommodity copper demand, growth of new,technologically advanced uses for copper couldincrease copper demand in developedeconomies. Some finished copper products willbe tailored using materials processing
techniques (to suit specific applications),increasing the value that copper products canoffer. For example, coppers antimicrobialproperty can be used to increase biosecurity inbuildings. Distributed and renewable electricitygeneration and underground transmission mayrequire new kinds of copper products. Politicaland social pressures to develop hybrid vehiclesmay spur copper demand if the copper industryis aggressive in positioning itself as a materialof choice among vehicle design engineers.
Land, Water, and Energy Use
Increasing regional pressures over water andland use will continue to create significantchallenges for copper producers. Competition forwater use among various sectors of the economyis particularly fierce in the arid and semi-arid
regions where copper naturally occurs. Thiscompetition will drive the industry to considerwater purification and recycling as well as theuse of saline water in its operations, all of whichpresent significant challenges. Land available formining and tailings will also continue to diminishdue to alternate competing land uses.
Meanwhile, the industry may observe shifts inenergy sources from coal to natural gas, andultimately from fossil fuels towards renewable
energy sources. Because copper production, andcomminution in particular, is energy-intensive,shifts in energy availability and prices havesignificant impact on copper companies bottomlines.
Environmental Issues
Social and regulatory pressures are likely to haveincreasing influence on copper production,driving efficiency and sustainability efforts. Thenumber of government and non-government
organisations scrutinising the environmentalimpact of copper mining will continue to growalong with social and political expectations forproduct stewardship, potentially increasing theindustrys liability.
As copper demand continues to grow over thenext decade, near-term increases in productionwill come largely from low-grade ore bodies inopen-pit mines. Increased production willlikewise carry increased amounts of tailings,
wastes, and open pits with post-closureunknowns. Further, social and regulatorypressures on open-pit operations are likely toincrease in the future.
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The industry remains committed to thesustainability journey. Challenges abound in thisarea, many dealing with post-closure issues.The industrys difficulty in precisely predictingthe long-term water quality from mine rock andtailings presents a challenge for managingthese materials. Long-term restoration costs
and risks, finding productive uses for minedlands, and growing post-closure liabilities allmake post-closure management a daunting butnecessary task. Perhaps the biggest challengein this area is the limited availability of capital todevote to closure, reclamation, andsustainability projects. In the coming decade,the industry will proactively seek more effectiveways to make the clear business case forcommitting resources to sustainable
development.
Copper Resources
As conventional copper ore deposits areincreasingly mined and depleted, the averagecomposition of available copper resourcescontinues to shift. Much of the easy-to-minecopper has been extracted, pushing copperproducers to find ways to profitably extractlower-grade ores, deeper ores, and morecomplex ore deposits. These more challengingdeposits will likely require increased impurityremoval costs and energy consumption.Globally, copper producers may seek to exploreavailable copper resources in less politicallystable regions of the globe, creating newchallenges. Further, roughly 70% of the worldsremaining copper resources are in the form ofchalcopyrite rather than oxides, but extractionand processing of chalcopyrite has not yet beenoptimised for profitability.
To offset these rising costs, copper companies
will be pushed to customise technologies andprocesses for the specific ore resources beingmined, a concept that holds much promise buthas many challenges. Copper companies arealso likely to explore other opportunities, suchas distributed copper production (mine mouthconcept) and continuous copper mining toreplace current batch processes.
Human Resources
One trend the copper industry shares with manyother industries is a decreasing availability ofwell-trained technical staff in many parts of theworld. In developed regions in particular, the
industry is experiencing a net technicalknowledge outflow, fueled by high retirementrates combined with low entrance rates.Attracting talented young people to the miningindustry is often difficult for a variety ofreasons, including a poor public perception ofthe industry and the reluctance of labour to
travel to and from remote operations. Somedeveloping regions, contrarily, have lessdifficulty securing qualified human resources.Increasing safety requirements will also shapethe way human resources are used in coppermining. Copper companies will increasinglyseek to develop processes and methods thatrequire less labour, such as automation andremote operation techniques. Thesetechnologies promise to reduce labour
requirements by removing people from
operations, thereby reducing labour costs andimproving safety.
Policy Trends
In addition to environmental policy, otherpolitical trends have the potential to drivechange in the copper industry. The applicationof global standards (e.g., labour, environmental)that are not site-specific may create challenges.Changes in royalties and permitting policies mayalso drive change in copper production; theindustry may require less-invasive processes tomaintain its license to operate. Also, changingpolitical scenarios across the globe may openpreviously unavailable regions to the industry(e.g., sub-Saharan Africa).
Sustainable Development
The publics perception of mining will continueto play an important role in determining copperindustry activities and business practices. This
perception is a direct result of the industrysperformance, and will often be shaped by thelower-performing operations. The industry isfaced with decreasing public acceptance ofmining and increasing demands forenvironmental friendliness, trends that are
likely to intensify in the coming years. Also, thepublic is likely to increase its emphasis onaesthetics (e.g., mine footprint, noise). Theindustry must meet this challenge byproactively engaging local communities and thepublic at large to improve the understanding ofmining while continuing to pursue sustainabledevelopment.
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One possible strategy for improving the waymining is viewed is to maximise and accentuatethe community benefits of mining. The mannerin which copper companies leave regions afteroperations cease will form a legacy by whichthey will be judged by communities and thegeneral public. By developing a sustainable
community that functions after miningoperations depart, the industry may find morewelcoming local communities, particularly inthird-world countries that would benefit fromthe influx of people and resources that coppermining brings to a region.
Industry Structure
The industry is likely to witness furtherconsolidation, both in terms of businesses and
in the form of shared technical and R&Dresources. Today, the industry is somewhat
fragmented and struggles to present itself tothe world in a unified manner. Opportunitiesabound for collaboration that does not hindercompetition among firms. As the industryhones its collaborative abilities, it can promotean image of a high-tech industry that haswidespread technology transfer opportunities.Increasing global knowledge exchange, viainteractions among miners, suppliers,universities, and copper companies, canaccentuate technology advancement andpropagate operational best practices.
Likewise, a copper recycling industry isbeginning to emerge in the United States andEurope, but it remains cyclical, fragmented, andmarginally profitable on the copper processingside.
Risk-versus-reward and uncertainty are keyfactors in decision-making for copper
companies. Individual companies areincreasingly reluctant to invest in newtechnologies, particularly new processes thatmay cost many millions of dollars, due to a highaversion to risk. This risk aversion is the resultof three possibilities: 1) the technology beingdeveloped may not work, i.e., the project istechnically unsuccessful; 2) implementing thetechnology may disrupt production; and 3)technology may quickly spill over to competitorswho did not assume the risk and cost of
developing it. The industry will seekopportunities to work together on pre-competitive areas of mutual concern to reducethis risk, benefiting the copper industry as awhole.
FFFFFocus Areas focus Areas focus Areas focus Areas focus Areas for Tor Tor Tor Tor TececececechnologyhnologyhnologyhnologyhnologyDeDeDeDeDevvvvvelopmentelopmentelopmentelopmentelopmentThe Copper Roadmap Steering Committeeidentified three overarching focus areas torespond to the trends, address the challenges,
and seize the opportunities of the comingdecade through the development of innovativetechnology. These focus areas ensure that the
technical, capital/financial, and sustainability
aspects of technology development are all
considered. Together, they hold promise to enable
copper producers to achieve their goals presented
in Chapter 1. The three focus areas are:
ImImImImImprprprprprooooovvvvved Capital Efed Capital Efed Capital Efed Capital Efed Capital Efffffficiency and Asseiciency and Asseiciency and Asseiciency and Asseiciency and Assettttt
UtilisationUtilisationUtilisationUtilisationUtilisation Copper production requires large
amounts of capital assets, including miningand extraction equipment, massive trucks,
crushing and grinding mills, flotation tanks,
and electrolytic cells. Over the past several
decades, many producers have increased
equipment size to take advantage of
economies of scale. While this has produced
significant cost savings, it has increased the
importance of using capital assets as
effectively as possible. Companies seek to
minimise capital cost per ton produced
without increasing other production inputs
such as labour, energy, and material. In the
near and mid term, copper producers will
maximise the use of existing capital assets
through operational changes that increase
equipment availability (up time) and ensure
equipment is used cost efficiently when in
operation. In the long term, producers can
explore innovative extraction and processing
pathways that are less capital intensive.
NeNeNeNeNew Mining and Prw Mining and Prw Mining and Prw Mining and Prw Mining and Processing Tocessing Tocessing Tocessing Tocessing Technologiesechnologiesechnologiesechnologiesechnologies
New, improved technologies are often the keyfor copper producers to realise significant
productivity improvements and efficiency
gains. New mining technologies can also
make extracting certain types of ore profitable
where today they may not be economically
feasible (e.g., chalcopyrite, deep ores).
Advances in processing technologies hold
promise to reduce costs and processing times,
and increase productivity and yields. In the
near term, copper companies can look to
other industries for existing technologies thatmay be applied to improve copper mining and
processing. In the longer term, the industry
must develop new technologies that meet the
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unique needs and demands of copper
production will be pursued.
Sustainable deSustainable deSustainable deSustainable deSustainable devvvvvelopmentelopmentelopmentelopmentelopment Faced with the
environmental legacy issues associated with
historic mining practices, the copper industry
faces growing pressure of demonstrating that
current and new mining ventures will providelong term social benefits and protect the
environment. New processes and technologies
to reduce the footprint and more adequately
predict the environmental and social outcome
will assist the copper industry in the journey to
sustainability. Copper producers will also look
to new technology to make their processes
more benign and to produce useful byproducts
instead of wastes. A combination of more
sustainable operating practices and new
technologies will allow copper companies to
continue their commitment to sustainability.
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3.3.3.3.3. R&D NR&D NR&D NR&D NR&D NEEDSEEDSEEDSEEDSEEDSANDANDANDANDAND PPPPPRIORITIESRIORITIESRIORITIESRIORITIESRIORITIES
The copper industry has identified the research,development, demonstration, testing, validation,and other technological activities needed toachieve its goals in response to the trends,drivers, and challenges shaping its future. Pre-competitive needs have been identified in eachof the three focus areas: new mining and
processing technologies, capital efficiency andasset utilisation, and sustainability. These R&Dneeds, and the most pertinent challenges andgoals driving the needs, are shown in Exhibits 4,5, and 6. Collectively, they represent over 100individual R&D needs, many of which feed intoone another to form larger technology pathwaysthat will help copper producers advancetowards the goals outlined in Chapter 1.
ImImImImImprpr
prprproo
ooovv
vvved Capital Efed Capital Efed Capital Efed Capital Efed Capital Efff
ffficiencyiciencyiciencyiciencyiciencyand Asseand Asseand Asseand Asseand Asset Utilisationt Utilisationt Utilisationt Utilisationt Utilisation
Because copper production is so capitalintensive, improving capital efficiency and assetutilisation is an important business objective ofall copper companies. While many of thetechnologies described above also have capitalimplications, the industry has identified a hostof other needs that can have direct or indirectimpacts on the efficient use of existing assetsand future capital resources (Exhibit 4).
New technologies such as automationtechniques and smaller-footprint mine designspromise to reduce costs and aid in managingrisk and investments. Copper producers alsoseek to reduce the cost of operations andmaintenance through improved sensors andprocess controls. Some of the most promisingareas for research go beyond individualtechnologies and address system-wide
integration, seeking cross-process opportunitiesin the pursuit of total system optimisation.Overall process control and a mine-to-metaloptimisation model are two high-priority needsthat can enable copper producers to better
integrate individual processes along the overallcopper production chain.
Sharing non-competitive knowledge amongcopper producers can help the industrypropagate best practices for operations andmaintenance. The industry could also benefit
by sharing technical expertise and/or facilitiesfor pursuing research on common issues.Dwindling human resources are another area ofshared concern for copper producers. Byworking together to recruit graduates into theindustry, copper producers can help eachanother address the ongoing depletion ofqualified human resources, and particularlytechnical expertise, that the industry has
endured in many parts of the world for the pastseveral years.
NeNeNeNeNew Mining and Prw Mining and Prw Mining and Prw Mining and Prw Mining and ProcessingocessingocessingocessingocessingTTTTTececececechnologieshnologieshnologieshnologieshnologiesCopper producers seek a wide range of newmining and processing technologies to achievethe goals of increased energy efficiency, lowerproduction costs, and management oftechnological risk and investment (Exhibit 5).
Ore system characterisation can improve the
efficiency of extraction by providing miners witha better physical and chemical map of oreresources before and during mining. Thisknowledge can provide further benefits byallowing copper producers to tailor theirdownstream processes (particularlycomminution and separation) based on thecharacteristics of the ore and waste rockentering the process. In-situ mining holds greatpromise of improved efficiencies, smallerfootprints, and lower costs, but research intosolution containment, solution selectivity, andcontrolling chemical and physical interactionsbetween the host rock and solution is needed tomake in-situ mining a viable option for copper
deposits.
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Comminution is the most energy-intensiveprocess along the copper value chain; therefore,improvements in comminution would yieldsignificant energy savings. Intelligentcomminution is a concept that would allowcopper producers to improve overall systemefficiency by considering downstream
implications of comminution (e.g., optimalparticle size for separations and byproductmanagement), and managing comminutionaccordingly.
Better separation technologies can improveefficiencies, lower costs, and reduce wastes whileselective mining techniques can reduce the needfor separations entirely. Technologies thatincrease the efficiency of mining, such asimproved drilling technologies and continuous
mining processes, are also needed. Lower-energyelectrowinning and on-line cathode qualitycharacterisation would to allow coppercompanies to produce their commodity productsat lower cost and while adding more value duringelectrowinning.
SusSusSusSusSustainable Detainable Detainable Detainable Detainable DevvvvvelopmentelopmentelopmentelopmentelopmentThe industrys goals of environmentallyacceptable, sustainable operations and improved
safety, health, and industrial hygiene are perhapsmost appropriate for collaboration as they areshared by all copper producers and are oftendriven by societal and regulatory forces ratherthan market forces. To that end, Exhibit 6outlines the R&D needed to enhance thesustainability of copper production. One criticalneed is an integrated sustainability model thatincorporates economic and financialconsiderations into planning for sustainability.Such a model can benefit all copper producersseeking to build sustainability into their planning,
operation, and post-closure activities. Asuccessful model would use life-cycle analysistechniques to incorporate economic and financialconsiderations with environmental issues to buildsustainability into all investment decisions.
Water usage is an urgent issue for nearly allcopper producers. Using water efficiently isimportant for all industries, but it is particularlyrelevant to copper production because of the aridand semi-arid climates in which copper naturally
occurs. One approach to alleviate this problem isthe use of abundant saline water, thoughdesalination of salt water is currently expensive,and its use in processes creates new problems of
corrosion and surfactants. Improvedwastewater recovery, treatment, and reuse may
allow plants to recycle process water. Copperproducers can also seek to reduce waterconsumption by exploring more dry-processingtechniques, though pumping high-solidsstreams without drastically increasing energy
consumption is a challenge that requiresinnovative technology.
Byproduct management is another importantsustainability issue for copper producers. Pre-
concentration techniques to remove byproductsearlier are needed to remove them from furtherprocessing, thereby reducing costs and energyconsumption. Applying industry best practicesand best-available technologies will allowcopper producers to manage the impact of
tailings and waste rock stockpiles on theirenvironments in the near term, with newtechniques sought for additional longer termimprovements. Finally, industry-wide self-governance mechanisms, such as an industry-accepted code of behavior can help theindustry protect the environment while alsobolstering its image with the local communitiesin which it operates as well as the public atlarge.
CCCCCOMPETITIVEOMPETITIVEOMPETITIVEOMPETITIVEOMPETITIVE R&D AR&D AR&D AR&D AR&D AREAREAREAREAREASSSSS BBBBBEINGEINGEINGEINGEING PPPPPURSUEDURSUEDURSUEDURSUEDURSUED
BBBBBYYYYY IIIIINDIVIDUNDIVIDUNDIVIDUNDIVIDUNDIVIDUALALALALAL CCCCCOMPOMPOMPOMPOMPANIESANIESANIESANIESANIES
In addition to the pre-competitive R&D needs
identified in this roadmap, copper companies
are independently working on a number of
technologies that will enhance their
competitive position in the marketplace. Some
of these competitive topics are listed below,
presented in order to cover the entire range of
technology needs in the copper industry.
Copper companies are also collaborating in
some of these areas, but many are likely to
remain as areas where copper companies also
pursue R&D activities independently.
Heap leaching of chalcopyrite
Copper concentrate leaching and hydromettreatment
Enhanced biological leach systems
Advanced electrowinning technology
Smelter technology
Deportment of radionuclides and otherminor elements
Recovery of precious and rare metals
Re-generation of oxidising species
Interparticle comminution
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R&D NEEDS&D NEEDS
CRITICAL BARRIERSRITICAL BARRIERS RELEVANT GOALSELEVANT GOALSChalcopyrite extraction efficiency
Downtime of assets
Risk versus rewardLack of knowledge sharing(successes and failures)
Lowering the cost ofproduction
Managing technological riskand investment
Improving energy efficiencyby 10%
CAPITALEFFICIENCY
AND ASSETUTILISATION
CAPITALEFFICIENCYAND ASSETUTILISATION
KNOWLEDGESHARINGKNOWLEDGESHARING
Knowledge-sharing database andwebsite to provide access to non-competitive information
Virtual work force for maintenanceand best practices
Share information on criticalmaterial uses for design andconstruction of copper plants (e.g.,wear/corrosion resistance)
Knowledge-sharing database andwebsite to provide access to non-competitive information
Expert and facilities sharing
for common issues such ascomminution, chalcopyrite, andwaste management
Open source development viathe internet
HUMANRESOURCESHUMANRESOURCES
Opportunities for younger workers
Global approach for graduaterecruitment and training
More extensive public relationswork with young people
TECHNOLOGYCOLLABORATIONTECHNOLOGYCOLLABORATION Industry technology associationsCollaborative funding of R&D
Risk capital corporation for specificstrategic knowledge development
R&D links with other industrysectors to help identify stepchange opportunities
Creation of copper researchcommunity
SYSTEMINTEGRATIONSYSTEMINTEGRATION
Mine-to-metal optimisation model
Optimise process control
dynamic plant control andoptimisation system
advanced optimisation software
real-time process chain control
understanding of real economicdrivers
Mine-to-metal optimisationmodel Use knowledge managementsystems to analyse data
Explore continuous copperprocess concepts
Consider customers' needs
OPERATIONSAND MAINTENANCEOPERATIONSAND MAINTENANCE
Real-time whole process control,including maintenance of assetsReal-time whole process control,including maintenance of assets
Sensors and technology for on-linemeasurement of efficiency andcondition
MINING ANDPROCESSINGTECHNOLOGIES
MINING ANDPROCESSINGTECHNOLOGIESExtraction technology forchalcopyrite that achieves >80%recovery through leaching whole ore
Smaller footprint/higher throughputdesigns
Automation and robotics technology
for mining and transportMaterial transport alternatives
Truck-less mining
In-situ leach and barriertechnology
Use of nanotechnology in miningand processing
Autonomous mining equipmentfor open pit and underground
mining
Denotes priorityenotes priority
Exhibit 4. R&D Needs and Priorities: Capital EfExhibit 4. R&D Needs and Priorities: Capital EfExhibit 4. R&D Needs and Priorities: Capital EfExhibit 4. R&D Needs and Priorities: Capital EfExhibit 4. R&D Needs and Priorities: Capital Efffffficiency and Asseiciency and Asseiciency and Asseiciency and Asseiciency and Asset Utilisationt Utilisationt Utilisationt Utilisationt Utilisation
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CRITICAL BARRIERSRITICAL BARRIERSIn-situ mining techniques
Energy-efficient dry separation
and comminution processesMining processes that use lesswater
Economic mining of lower gradeores
Lowering the cost ofproduction
Managing technological riskand investment
Improving energy efficiencyby 10%
NEW MININGAND
PROCESSINGTECHNOLOGIES
NEW MININGAND
PROCESSINGTECHNOLOGIES
IN-SITUMININGIN-SITUMINING
In-situ mining and processing
In-situ solution containment
Flow path prediction/enhancement
Bio-leaching and chemistryenhancements
Mining footprint minimisation(technologies for in-situ leaching)
In-situ mining and processing Controlled interactions (host,water)
Efficient solution handling andextraction to surface
Nanotechnology/biotechnology toexploit microcracks
Selective leaching technology
COMMINUTION Intelligent comminutionPreferential mineral liberation
New methods for breaking rock
Improved dry grindingCrusher tailored to ore
Intelligent comminution Low-energy chalcopyrite particlesize reduction
Particle predictive breakage model
Selective breakage of mineralsMaterials and coatings with betterwear and corrosion resistance
SEPARATIONEPARATION Improved dry separationTechniques based on materialdetection, analysis, and separation
Cheaper air classification
Improved dry separation On-line characterisation offloatability
More efficient flotation cells
Improved fine particle sorting
SELECTIVEMININGSELECTIVEMINING
Effective selective mining
Rapid on-line ore characterisationand recognition techniques
Precision extraction
Improved header/cutter design
MININGEFFICIENCYMININGEFFICIENCY
More efficient mining
In-situ reduction of chalcopyrite tosand
More economical drillingtechnologies that can relay ore bodyinformation during drilling
Drill materials and smart drillbitsContinuous mining process no drill-and-blast cycle efficient dry comminution selectivity remote operation
ORE SYSTEMINTELLIGENCEORE SYSTEMINTELLIGENCE
Overall ore system intelligence optimisation of 3D seismic
technology for hard rock in-situ MWD characterisation
in-situ chemistry4D and micro-seismic imaging
Application of oil industry down-holeanalysis
Overall ore system intelligence Application of ore characterisationtechniques to optimise mineplanning
Ore characterisation to determine
optimal breakage size forseparation and disposal
ELECTROWINNINGLECTROWINNING Lower over-voltage EW anodeReduced EW energy (improved busbardesign)Simulation model to optimise EWImproved selectivity
Zero-emission smelting
On-line cathode qualitycharacterisation
Practical Cl- EW system (no gas)
Increased value-added for EW
Direct EW from solution
R&D NEEDS&D NEEDSDenotes priorityenotes priority
RELEVANT GOALSELEVANT GOALS
Exhibit 5. R&D Needs and Priorities: NeExhibit 5. R&D Needs and Priorities: NeExhibit 5. R&D Needs and Priorities: NeExhibit 5. R&D Needs and Priorities: NeExhibit 5. R&D Needs and Priorities: New Mining and Prw Mining and Prw Mining and Prw Mining and Prw Mining and Processing Tocessing Tocessing Tocessing Tocessing Technologiesechnologiesechnologiesechnologiesechnologies
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CRITICAL BARRIERSRITICAL BARRIERS
INTEGRATEDSUSTAINABILITYMODELS
INTEGRATEDSUSTAINABILITYMODELS
WATERATER
POST-CLOSURELAND USEPOST-CLOSURELAND USE
BYPRODUCTSAND WASTESBYPRODUCTSANDWASTES
SELF-GOVERNANCEMECHANISMS
SELF-GOVERNANCEMECHANISMS
Integrated sustainability model
economic approach and financialtools for mine discovery,development, operation, and
closure integration of risk analysis
Better life-cycle analysismethodology quantification
Integrated sustainability model Improved geotechnical models forslope stability
Techniques for site-levelsustainability reviews
Geochemical and surfacechemistry models coupled withhydrology to minimise acid rockdrainage
More efficient use of water
water recovery from tailings
better extraction techniques
dry processing technologies
Better water recovery techniques
improved thickeners
purification/ion removal
pumping control reliability
More efficient use of water Use of saltwater surfactants
corrosion issues
low-cost desalination
Innovative waste watertreatment/byproduct recovery
Large-scale dewatering technology
Pumping high-solids streams at
lower cost and energy
Post-closure pit lake geochemistryknowledge transfer
New uses for closed mines
Contaminated site remediation
Post-closure pit lake geochemistryknowledge transfer
Infrastructure and humancapacity for sustainable post-mining use
Acid rock drainage prediction,prevention, and control
Conversion of waste into products
Pre-concentration to remove wastesfrom further processing
Uses for byproducts from tailings
Co-disposal of wastes
Byproduct recovery from leachsolutions and waste non-orestockpile
Energy recovery from low-grade heat
Conversion of waste into products Selective ion exchange resins forimpurity removal
Phyto-remediation
Submarine disposal of tailings
Impervious liners
Predictive models of drainagebased on oxidation of metalleaching in waste rock non-orestockoile
Industry code of behavior
meaningful, verifiable
universally agreed upon (licenseto operate)
Open exchange of environmentalbest practice experience
Method to work proactively withgovernments on permitting issues
Reward system for sustainableprocessing
Improved approach to localcommunities
Study of the true impacts ofmining on society/environment
Marketing of mining
Understanding and managingwaste rock and tailings
Closure issuesEstablishing clear business casefor sustainability
Water issues
Achieving the balance ofeconomic, environmental and
social effectsImproving safety, health andindustry hygiene
SUSTAINABLE
DEVELOPMENT
SUSTAINABLEDEVELOPMENT
R&D NEEDS&D NEEDSDenotes priorityenotes priority
RELEVANT GOALSELEVANT GOALS
Exhibit 6. R&D Needs and Priorities: Sustainable DeExhibit 6. R&D Needs and Priorities: Sustainable DeExhibit 6. R&D Needs and Priorities: Sustainable DeExhibit 6. R&D Needs and Priorities: Sustainable DeExhibit 6. R&D Needs and Priorities: Sustainable Devvvvvelopmentelopmentelopmentelopmentelopment
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R&D PrioritiesR&D PrioritiesR&D PrioritiesR&D PrioritiesR&D PrioritiesWith finite R&D resources available to everycopper company, the industry must focuscollaborative activities on priorities. The elevenpriorities identified here represent some of themost urgent and promising areas forcollaborative technology development. Thesepriorities are of particular interest because theyoffer significant potential rewards, but aretypically too costly, long-term, risky, or otherwisedaunting for individual companies to makeadequate progress towards independently. Thetop priorities for collaborative R&D efforts are:
Mine-to-metal optimisation
Integrated sustainability model
Intelligent comminution
More efficient use of water
Design for closure
In-situ mining
Knowledge-sharing database
Ore system intelligence
Real-time whole process control
Dry processing technology
Byproduct management
As shown in Exhibit 7 below, the priorities spanthe entire copper value chain considered in thisroadmap. Additionally, several of the prioritiescut across multiple or all process steps. Theseso-called systems issues may hold thegreatest potential for cost reductions, efficiencyimprovements, or environmental impact
because they capture opportunities that areoften missed when companies focus onindividual processes.
Each of the top priorities is presented in greater
detail in the one-page diagrams that follow.Each diagram includes the followinginformation:
A more detailed description of the priority
Several key technical elements of the neededR&D
Key milestones in the technologys
development path
Performance metrics for the technology
Technical capabilities needed and
opportunities for collaboration
Linkages to other technologies and
developments
Next steps for beginning to address the priority
Exhibit 7Exhibit 7Exhibit 7Exhibit 7Exhibit 7. R&D Priorities Along the Copper V. R&D Priorities Along the Copper V. R&D Priorities Along the Copper V. R&D Priorities Along the Copper V. R&D Priorities Along the Copper Value Chainalue Chainalue Chainalue Chainalue Chain
MinePlanning
Extraction Comminution SeparationElectro-winning
FinishedProducts
ICA Roadmapping
Activities
Copper
Technology
Roadmap
High Priority:
Ore System
Intelligence
Top Priority:
More Efficient
Use of Water
Wastes Wastes Wastes
FinishedCathodes
Wastes
Priority:
Byproduct
Management
High Priority:
In-Situ
Mining
SYSTEMS ISSUES (ADDRESSES ALL AREAS)YSTEMS ISSUES (ADDRESSES ALL AREAS)Top Priority:
Mine-to-Metal
Optimisation
High Priority:Real-Time
Whole Process
Control
High Priority:Design for
Closure
Top Priority:Integrated
Sustainability
Model
High Priority:Knowledge-
Sharing
Database
Priority:
Dry Processing
Technology
Top Priority:
Intelligent
Comminution
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OPPORTUNITIES FOR COLLABORATIONPPORTUNITIES FOR COLLABORATION LINKAGES TO OTHER DEVELOPMENTSINKAGES TO OTHER DEVELOPMENTS
The concept of mine-to-metal optimisation integrates many technical elements
of mining and processing technology. The objective is to develop a model of the
whole copper production process from mining the ore in the vein through
production of copper metal and tailings disposal. Better understanding of key
mining, metallurgical, and operational parameters including ore body
characterisation, economical particle transfer, material movement, and energy use patterns will help create
the framework for the development of the model. The copper industry is already using a number of discrete
models for unit operations such as flotation and comminution. These existing models provide a likely starting
point for developing an integrated, continuous copper production model. The development strategy will
include a review of existing models, identification of the gaps not covered by these models, and the
establishment of priorities for proceeding. The model will encompass knowledge on explosives technologies
(for blasting), grinding, leaching, flotation, and also geotechnical modeling in order to relate processing back
to the ore system itself. Although challenging, the various pieces of research to develop the technical
knowledge needed for mine-to-metal optimisation will yield benefits in their own right.
TECHNICAL ELEMENTSECHNICAL ELEMENTS KEY MILESTONESEY M ILESTONES
NEXT STEPSEXT STEPS
Modeling experts:
Energy, waste, and other technical issues:
JK Mineral Research Centre;
MinnovEX, software vendors
Research institutions
Modeling experts:Energy, waste, and other technical issues:
Explosive technologyGrinding technologyLeaching technologyFlotationGeotechnical modelingOre system intelligence priority
Ore body intelligence to allow
understanding of the ore
Determination of optimal particle
transfer size
Characterisation of energy use
along the mining/processing chain
Techniques for waste minimisation
and prevention early in the chain
Analysis of material movement
Review of existing (discrete)
models and strategies for
integrating them
Completion of review ofexisting (discrete) models
Identification of gaps in the
set of models
Establishment of priorities for
the development of an
integrated model
Multi-site model testing
(possibly at sites chosen for
expert site review in Real-
Time Whole Process Control
Prepare a project scope of work
Identify expert reviewers
Copper Technology Working Group to determine interest in project initiation and oversee project if initiated
PERFORMANCE METRICSERFORMANCE METRICS
TOP PRIORITYOP PRIORITY
MINE-TO-METALOPTIMISATIONM INE-TO -M ETALOPTIMISATION
Reduced energy use
Increased throughput
Higher percentagerecovery
Higher product quality
Reduced capitalrequirements
Increased capitalefficiency
Reduced energy useIncreased throughputHigher percentagerecoveryHigher product qualityReduced capitalrequirementsIncreased capitalefficiency
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OPPORTUNITIES FOR COLLABORATIONPPORTUNITIES FOR COLLABORATION LINKAGES TO OTHER DEVELOPMENTSINKAGES TOOTHER DEVELOPMENTS
Traditional project evaluation methods based on discounted cash flow analysis
are limited in their ability to consider broader sustainability issues. A new way
of evaluating the overall mine cycle including economic, social, and
environmental aspects is needed to fully account for sustainability, closure
costs, and other benefits and liabilities. Better metrics are needed for the
three key components of this new triple bottom line model -- economic, social,
and environmental, particularly the last two. Methods for quantifying and summing the impacts of each
component (both positive and negative) will also be required. An overall model that integrates all of these
impacts into a few key meaningful metrics will provide decision-makers with a new and more complete way of
evaluating mining projects.
A key milestone is the development of meaningful metrics for the social and environmental components of
the new methodology. The development of a prototype integrated model and a demonstration of its
applicability with existing cases will help advance the uptake of this new methodology.
TECHNICAL ELEMENTSECHNICAL ELEMENTS KEY MILESTONESEY MILESTONES
NEXT STEPSEXT STEPS
Quantitative metrics
economic
Methodologies to integratemetrics into overall decision-making models for projectvaluation
social*
environmental*
Development of meaningfulmetrics
Development of prototype,ready-to-test integratedmodels
* Social and environmental risks are handled in a quantitative manner, including real options analysis to captureopportunities and threats and to perform better valuation of closure costs.
International Council on Mining and Metals(ICMM)
Cooperative Research Centre for SustainableResource Processing
International Institute for EconomicDevelopment
ICMM's Global Reporting InitiativeReal options analysis developments from thefinancial communityInternal company modelsReview of triple bottom line reporting initiatives
Determine if compendium of metrics already exists; begin gap analysis once compendium is completeIdentify current best practices in valuation for sustainable developmentIdentify current and best practice in handling the implications of closure
Copper Technology Working Group to determine interest in project initiation and oversee project if initiated
PERFORMANCE METRICSERFORMANCE METRICS
TOP PRIORITYOP PRIORITYINTEGRATED
SUSTAINABILITYMODEL
INTEGRATEDSUSTAINABILITYMODEL
Demonstration of the
applicability of prototypemodel(s) using historicalexamples
Uptake by companiesbased on successfuldemonstration
Demonstration of theapplicability of prototypemodel(s) using historicalexamplesUptake by companiesbased on successfuldemonstration
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TOP PRIORITYOP PRIORITY
OPPORTUNITIES FOR COLLABORATIONPPORTUNITIES FOR COLLABORATION LINKAGES TO OTHER DEVELOPMENTSINKAGES TO OTHER DEVELOPMENTS
Comminution is the most energy-intensive operation in copper production.
Improving comminution techniques can lower energy costs while also
potentially offering other benefits, such as less maintenance or reduced
environmental disposal costs, by reducing the amount of fines produced. By
combining ore system characterisation with knowledge of how different ores
break, copper producers can tailor blasting and comminution approaches to minimise costs. Betterunderstanding of and exploiting the relationship between blasting and comminution are critical components
of this effort, and results from the priority regarding ore system intelligence will feed into this activity.
Studies and modeling of how par ticles break and selective breaking equipment are needed to achieve
preferential breakage of rock. Existing R&D effor ts in this area, including current and proposed AMIRA
projects, are the logical starting point for addressing this area.
In the longer term, the industry should explore how to apply novel ways of breaking rock (e.g., microwave,
electric pulse) to copper ore systems. Ultimately, the copper industry desires intelligent comminution that
combines comminution, blasting, and fracture modeling, and also considers downstream operations such as
separations to optimise overall system efficiencies. Also, improved comminution processes may make
previously uneconomic ore deposits economically viable and allow copper producers to profitably mine and
process new types of ore bodies.
TECHNICAL ELEMENTSECHNICAL ELEMENTS KEY MILESTONESEY M ILESTONES PERFORMANCE METRICSERFORMANCE METRICS
Get previously planned AMIRA projects started
Write two-page concept paper to assess industry needs (AMIRA)
Circulate among companies for project participation decisions
Individual companies will independently study competitive consequences of successEngage part suppliers to develop practical concept
Copper Technology Working Group to determine interest in project initiation and oversee project if initiated
NEXT STEPSEXT STEPS
Capabilities Needed: Expertise in mathematicalmodeling, mechanical engineering, comminution
management, testing technologies, sensing, materials,
part suppliers
Capabilities Needed:
INTELLIGENTCOMMINUTION
INTELLIGENTCOMMINUTION
Improved materials to enhance
existing systems and enable new
processes
Rheology analysis of material
before comminution
Models of comminution machines
for improved design and control
Monitoring capability for
comminution during operation
Breakage models, particle-size
relationships
Understand state-of-the-art fracture
techniques (e.g., microwave,
electric pulse)
Demonstrated value of 3D
liberation modeling
Preferential breakage and
liberation techniques
Size classification improvements to
reduce recycle
Establish project to develop
selective breakage machine
Develop concept of intelligent
comminution system to show
how pieces fit together
Establish a repository to make
information on R&D efforts
available
Electronics & sensingPrediction of flotation performance based onfeedstockData managementWater managementClassification and dry separationIndustries that blast/crush with differentmotivations and different technologies
Reduced cost (energyconsumption,maintenance costs)
Increased throughput
More useful wasteproduct (avoids fineparticles)
Reduced cost (energyconsumption,maintenance costs)Increased throughputMore useful wasteproduct (avoids fineparticles)
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OPPORTUNITIES FOR COLLABORATIONPPORTUNITIES FOR COLLABORATION LINKAGES TO OTHER DEVELOPMENTSINKAGES TO OTHER DEVELOPMENTS
The availability and quality of water, particularly in remote locations, is critical
to mining operations. The mining industry's strategy for using this natural
resource will include finding ways to meet its needs with alternative water
resources such as salt water and recycled water. The ability to adapt to
different types of water sources in the future will require a deeper
understanding of the impact of water quality on mining processes and on materials of construction.Understanding the operational envelope within which current processes operate with respect to water,
including any limitations imposed by current water sources, will establish a basis for comparison with the use
of alternative water sources. In addition to examining water sources, the industry must ensure the efficiency
of water use in each process, examining dry alternatives where feasible, minimising evaporation and other
losses, and maximising water recovery. Numerous water conservation studies and related activities have
been undertaken by governments and other technical bodies around the world, presenting opportunities for
collaboration and knowledge transfer.
TECHNICAL ELEMENTSECHNICAL ELEMENTS KEY MILESTONESEY M ILESTONES
NEXT STEPSEXT STEPS
Sustainable development processes: United
Nations, World Bank, CRC, government water
boards
Sustainable development processes: Dry processing techniquesRheology pumping efficiency
Water sources
recycle water
makeup water (treated or un-treated; if untreated, fresh or
saline)
Impact of water quality on process
chemistry and materials of
construction
Process water use
Water recovery processes
Water losses
Quality of released water
Technical and economic review
of water treatment processes
(desalination and other)
Understanding of the
operational envelope with
respect to varying water quality
Integrated site water model
balance
Review of unit operation water
requirements
Process alternatives
Efficient dewatering
equipment
Characterisation of waterlosses
Loss (e.g., evaporation)
minimisation
Compliance with global
standards
PERFORMANCE METRICSERFORMANCE METRICS
Review water management and use
Review capabilities in evaporation minimisation
Copper Technology Working Group to determine interest in project initiation and oversee project if initiated
TOP PRIORITYOP PRIORITYMORE
EFFICIENT USEOF WATER
MOREEFFICIENT USEOF WATER
Cubic meter of
make-up
water per tonne
of copper
Cubic meter ofmake-upwater per tonneof copper
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The complexity of mine closure issues such as liability, restoration costs and
risks, and the sustainability of the community beyond the active life of the mine
are best addressed through a holistic approach to designing for closure. Water
quality, slope stability, land use, and other environmental and societal
sustainability issues must all be considered. Ensuring long-term water quality
will require the ability to accurately predict water quality. To accomplish this,geochemical, mineralogical, and hydrological modeling of waste rock heaps, non-ore stockpiles, and tailings
facilities must be scaled up and validated with real data sets. Mechanisms for pyrite oxidation based on
climate and location must be better understood. Current understanding of the long-term geotechnical
stability of waste non-ore stockpile dumps and tailings facilities is very limited and must be expanded.
Possible options for beneficially using the mined land and infrastructure post-closure must be identified and
evaluated.
The industry needs a general performance metric with which to compare itself rather than detailed criteria.
The goal is a sustained or enhanced biophysical and socio-economic environment so that the surrounding
community can continue to be sustained without the presence of or input from the mining company.
Further, post-mining community issues should be considered and addressed with appropriate
stakeholders throughout the exploration, development and operating stages of a mine. The industr y can
contribute to the creation of sustainable communities by ensuring that the mineral capital is transformed into
infrastructure and human capital in the most appropriate way.
TECHNICAL ELEMENTSECHNICAL ELEMENTS KEY MILESTONESEY M ILESTONES PERFORMANCE METRICSERFORMANCE METRICS
Review current work and initiatives related to design for closure
Identify research experts in pyrite oxidation and coordinate development of a scope of work
Copper Technology Working Group to determine interest in project initiation and oversee project if initiated
NEXT STEPSEXT STEPS
Post-closure issues: International Council of Minesost-closure issues:and Metals (ICMM)
Open cut mines: World Coal Institutepen cut mines :Acid rock drainage: International Network for Acidcid rock drainage:Prevention, Acid Drainage Technology Initiative, Mine
Environment Neutral Drainage, Australian Council for
Mine Environmental Research
Long-term reliability of impervious liners
Heap and non-ore stockpile leaching
Knowledge sharing
OPPORTUNITIES FOR COLLABORATIONPPORTUNITIES FOR COLLABORATION LINKAGES TO OTHER DEVELOPMENTSINKAGES TO OTHER D EVELOPMENTS
HIGH PRIORITYIGH PRIORITY
DESIGN FOR
CLOSURE
DESIGN FORCLOSURE
Prediction of water quality from
waste rock heaps and stockpiles
understanding of pyrite oxidation
based on climate and location
geochemical and mineralogical
modeling
hydrology modeling and
hydrogeology
Mine site remediation and
rehabilitation
pit lake geochemistry/hydrology
phytoremediation
Long-term geotechnical stability
Delineation of mechanisms for
pyrite oxidation
Validation/scale-up of existing
geochemical models
Backward-looking geochemical
and mineralogical models for
water quality
Ways to use mine and
associated infrastructure post-
closure
best practices guidelines
resource materials
Sustained orenhancedbiophysical andsocioeconomicenvironment
Sustained orenhancedbiophysical andsocioeconomicenvironment
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OPPORTUNITIES FOR COLLABORATIONPPORTUNITIES FOR COLLABORATION LINKAGES TO OTHER DEVELOPMENTSINKAGES TO OTHER DEVELOPMENTS
Conduct baseline study to
gather existing knowledge about
in-situ mining from other
industries (6-12 months)
Conduct gap analysis
Conduct fundamental
understanding and analysis
work to adapt or developtechnologies to address most
significant challenges (e.g.,
containment, activation, etc.)
Identify target ore system with
key characteristics that are a
driver for in-situ mining
Develop test concept for target
ore system that aims to provide
technical challenges can be
overcome (3-5 years)
In-situ mining is essentially an underground leaching system in which solvents
are pumped into the ground and copper-rich solutions are extracted and sent to
subsequent processing. This approach conceptually combines several of the
steps in the traditional copper value chain: extraction, comminution, and
separation. In-situ mining also avoids large open-pit mines, thereby minimising the corresponding public
perception issues and the disruption to the surrounding environment. The technique is used to mine otherminerals (e.g. uranium), but several challenges make in situ copper mining difficult: ore body characterisation,
rock fracturing and penetration with solution, selectivity, chemistry, and containment.
While reducing the footprint of copper mining is a benefit of in-situ mining, the real driver is economic in
nature. In situ mining could allow copper producers to mine ore bodies that are not economically feasible
using conventional methods because of their physical or chemical characteristics. he main
opportunity for in-situ mining may lie with deep ores (~1500 m) at relatively high temperatures (80C). In-situ
mining in three-phase environments is particularly challenging; however, it is highly important and valuable to
the industry because chalcopyrite occurs naturally in three-phase systems. An important objective of this
effort is to understand the characteristics that make ore bodies more amenable to in-situ mining so it can be
applied to those that are best suited to the technique.
In-situ mining is ripe for collaboration because it is an area of high risk but high potential return. Further,
knowledge gained through R&D aimed at in-situ mining will likely be applicable to traditional heap leaching
and control of ground water contamination, increasing the value companies are likely to receive by pursuingthe technology and thereby somewhat lessening the risk.
In the long term, t
TECHNICAL ELEMENTSECHNICAL ELEMENTS KEY MILESTONESEY M ILESTONES PERFORMANCE METRICSERFORMANCE METRICS
NEXT STEPSEXT STEPS
Identification of types of ore bodies
that are particularly viable
Key issues include containment and
delivering reactants to minerals (for
two- and three-phase systems)
Plume mapping (sub-surface water)
Hydro-geological mapping
Techniques to manage liquid
chemistry to achieve reasonable
yields
Improved corrosion resistance of
materials
Investigate ways to avoid or handle
undesirable materials (e.g., arsenic)
Properly manage public perception
of in-situ mining
Capabilities Needed:
Administration:
Geological modeling, fluid
modeling, hydro-geochemist, bio-chemist
Project Champion who can lead
the effort
Capabilities Needed:
Administration:
Fracturing, sealing, and fluid recovery (petroleum
extraction)
Activation technologies (coal mining)
Containment technologies (environmental
remediation)
Copper heap leach chemistry and models
Hydro-geological models
Bioleaching containment models
Ore system intelligence priority feeds in-situ mining
Write two-page concept paper to assess industry (AMIRA)
Circulate among companies for project participation decisionsIndividual companies will independently study competitive consequences of success
Copper Technology Working Group to determine interest in project initiation and oversee project if initiated
HIGH PRIORITYIGH PRIORITY
IN-SITUMININGIN-SITUMINING
Economics
(recovery and yield)
Environmentalimpact
Scale and size of
operation that is
feasible
Economics(recovery and yield)
EnvironmentalimpactSca le and s ize o foperation that isfeasible
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OPPORTUNITIES FOR COLLABORATIONPPORTUNITIES FOR COLLABORATION LINKAGES TO OTHER DEVELOPMENTSINKAGES TOOTHER DEVELOPMENTS
The theme of sharing information is one that resonates throughout the copper
industry. Copper companies can learn from each other as well as from other
industries using similar processing steps and facing analogous environmental
and waste handling issues. Web-based technology for sharing information is
readily available and should be exploited for the benefit of the entire industry.
Environmental and health/safety case studies, best practices, and relatedpublications/data would be a good star ting point that would be unlikely to arouse any controversy within the
industry. Eventually the database could cover a wider spectrum of topics, possibly even common
specifications and standards. The involvement of vendors and equipment suppliers would make the database
more comprehensive and may represent a source of revenue for its maintenance. The ability of the industry
as a whole to make substantial progress both technologically and in social and environmental acceptance
will depend on the willingness of copper producers to share knowledge and work together toward common
goals.
TECHNICAL ELEMENTSECHNICAL ELEMENTS KEY MILESTONESEY MILESTONES
NEXT STEPSEXT STEPS
Funding sources:
Administration:
Sponsors, vendors and equipmentsuppliers (in the longer term)
Host, software programmers
Funding sources:Administration:
Tracking/reporting on collaborative R&D projects
Technology scanning activities
Identification of administrator/host
Identification of information toshare
environment/safety
technical
successes/failure
best practices
expert advice and vendors
equipment specifications
Identification of potential fundingsources
Investigation of existing models(e.g., Seeker Saver, DataMetallogenica, Quadrem)
Use of a staged approach
start with top priorities
add environmental information
Development of a proposaldetailing approach, scope, andcost
Project initiation
Completion of prototypesystem
Active knowledge-sharingsystem
Collaborative R&D projecttracking system component
Feedback mechanisms
AMIRA to prepare proposal for industry reviewCopper Technology Working Group to determine interest in project initiation and oversee project if initiated
PERFORMANCE METRICSERFORMANCE METRICS
HIGH PRIORITYIGH PRIORITYKNOWLEDGE-
SHARINGDATABASE
KNOWLEDGE-SHARINGDATABASE
Hits/week
News items/month
Sponsor excitement
Value of information
Interactions amongusers
Hits/weekNews items/monthSponsor excitementValue of informationInteractions amongusers
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HIGH PRIORITYIGH PRIORITY
ORE SYSTEMINTELLIGENCEORE SYSTEMINTELLIGENCE
OPPORTUNITIES FOR COLLABORATIONPPORTUNITIES FOR COLLABORATION LINKAGES TO OTHER DEVELOPMENTSINKAGES TOOTHER DEVELOPMENTS