XXXI International Mineral Processing Congress 2024 Proceedings/Washington, DC/Sep 29–Oct 3 157
required to achieve these outcomes. Their recommenda-
tions, however, focus heavily on mining and exploration
activities. The US Federal Strategy identifies a need to grow
the American critical minerals workforce by bolstering,
“…education in mining engineering, geology, and other
fields” [US Dept of Commerce, 2022].
It takes more to produce saleable metal and mineral
products than exploration and mining, as members of the
mineral processing community know well. Mineral con-
centration and metal extraction are arguably the most sig-
nificant opportunities in the mining value chain for value
gain or loss.
Investment in training and attractive career opportuni-
ties for mineral processing professionals is at least as impor-
tant as investment in mining and exploration professionals,
and this need extends beyond the mining industry, as the
same skills are in increasing demand for industrial recycling
of metals and other materials used in the alternative energy
sector. An appropriately skilled workforce across all ele-
ments of the materials and metal production is required in
the years to come.
WHY DO MINERAL PROCESSING SKILLS
MATTER?
The 21st century has seen a rapid escalation of the use
of machine learning and advanced process control.
Nevertheless there is broad Acknowledgment that future
mineral production will continue to depend on a skilled
workforce. Digital technologies are changing the way that
operations are being managed, but people play a crucial
role in driving the necessary changes required to meet the
new minerals demand.
A report from the National Mining Association states
that the consequence of a shortage of qualified industry
professionals could lead to, “mining project cost over-
runs and even impact workplace safety. Permitting delays
may be inevitable because government regulating agencies
cannot find qualified specialists to perform the necessary
reviews.” This is followed by a call for government support:
“The demand for mining and mineral engineering profes-
sionals has increased beyond the current educational capac-
ity. Federal funding and support are needed to address this
deficiency” [EY. n.d.].
Management consultant McKinsey and Company
reinforces this in a 2023 article saying, “talent is increas-
ingly being elevated from a simple enabler to a true value
driver. Importantly for miners, they can enhance perfor-
mance through comparatively low investment in talent and
within shorter timeframes than can be achieved by seeking
to alter the physical attributes of an asset: for example, a
gifted metallurgist, effective mine planner, or talented com-
modity hedging analyst can have significant impact on a
mining company’s value relatively quickly.” [McKinsey &
Co, 2023]
There are several reasons why human involvement is
required to ensure optimum metal and mineral produc-
tion. Firstly, human judgment and intuition remain irre-
placeable in complex decision-making processes. While AI
can process vast amounts of data, human input is essential
for interpreting results, identifying patterns, and making
nuanced decisions based on context and experience.
Operational decisions are made by professionals on a
daily basis that directly impact mineral production perfor-
mance. The difference between good and bad judgement
in this decision-making can have significant impacts on
overall process throughput, recovery and process stability.
Professionals in decision-making roles who have a high
level of knowledge and skill will run their operations more
efficiently and effectively than those who don’t.
Human input into process management provides addi-
tional, broader benefits:
• Human creativity and innovation are vital for push-
ing boundaries and envisioning new possibilities. AI
can optimize existing processes, but it often takes
human ingenuity to imagine entirely new approaches
and solutions.
• Human oversight is necessary to ensure that auto-
mated systems operate ethically and sustainably.
Humans must define the values and principles that
guide system responses, monitor impacts and look
out for unintended consequences.
So while AI and associated technologies offer tremendous
opportunities, the role of skilled human capital in provid-
ing oversight in operations cannot be overstated. People are
indispensable for making sound decisions, driving innova-
tion, and ensuring the successful integration of technology
into the workplace.
LONG-TERM DECLINE IN
UNDERGRADUATE NUMBERS
A significant increase in mining school graduate numbers
is required to provide the people needed to drive future
production. A step-change increase in graduate output is
difficult to achieve in any discipline, but for mining and
minerals processing engineering, it means reversing a nega-
tive trend that has been in place for decades in the US,
Europe and Australia, traditionally the premier produc-
ers of mining industry professionals. The reasons for this
negative trend have been well documented and are well
required to achieve these outcomes. Their recommenda-
tions, however, focus heavily on mining and exploration
activities. The US Federal Strategy identifies a need to grow
the American critical minerals workforce by bolstering,
“…education in mining engineering, geology, and other
fields” [US Dept of Commerce, 2022].
It takes more to produce saleable metal and mineral
products than exploration and mining, as members of the
mineral processing community know well. Mineral con-
centration and metal extraction are arguably the most sig-
nificant opportunities in the mining value chain for value
gain or loss.
Investment in training and attractive career opportuni-
ties for mineral processing professionals is at least as impor-
tant as investment in mining and exploration professionals,
and this need extends beyond the mining industry, as the
same skills are in increasing demand for industrial recycling
of metals and other materials used in the alternative energy
sector. An appropriately skilled workforce across all ele-
ments of the materials and metal production is required in
the years to come.
WHY DO MINERAL PROCESSING SKILLS
MATTER?
The 21st century has seen a rapid escalation of the use
of machine learning and advanced process control.
Nevertheless there is broad Acknowledgment that future
mineral production will continue to depend on a skilled
workforce. Digital technologies are changing the way that
operations are being managed, but people play a crucial
role in driving the necessary changes required to meet the
new minerals demand.
A report from the National Mining Association states
that the consequence of a shortage of qualified industry
professionals could lead to, “mining project cost over-
runs and even impact workplace safety. Permitting delays
may be inevitable because government regulating agencies
cannot find qualified specialists to perform the necessary
reviews.” This is followed by a call for government support:
“The demand for mining and mineral engineering profes-
sionals has increased beyond the current educational capac-
ity. Federal funding and support are needed to address this
deficiency” [EY. n.d.].
Management consultant McKinsey and Company
reinforces this in a 2023 article saying, “talent is increas-
ingly being elevated from a simple enabler to a true value
driver. Importantly for miners, they can enhance perfor-
mance through comparatively low investment in talent and
within shorter timeframes than can be achieved by seeking
to alter the physical attributes of an asset: for example, a
gifted metallurgist, effective mine planner, or talented com-
modity hedging analyst can have significant impact on a
mining company’s value relatively quickly.” [McKinsey &
Co, 2023]
There are several reasons why human involvement is
required to ensure optimum metal and mineral produc-
tion. Firstly, human judgment and intuition remain irre-
placeable in complex decision-making processes. While AI
can process vast amounts of data, human input is essential
for interpreting results, identifying patterns, and making
nuanced decisions based on context and experience.
Operational decisions are made by professionals on a
daily basis that directly impact mineral production perfor-
mance. The difference between good and bad judgement
in this decision-making can have significant impacts on
overall process throughput, recovery and process stability.
Professionals in decision-making roles who have a high
level of knowledge and skill will run their operations more
efficiently and effectively than those who don’t.
Human input into process management provides addi-
tional, broader benefits:
• Human creativity and innovation are vital for push-
ing boundaries and envisioning new possibilities. AI
can optimize existing processes, but it often takes
human ingenuity to imagine entirely new approaches
and solutions.
• Human oversight is necessary to ensure that auto-
mated systems operate ethically and sustainably.
Humans must define the values and principles that
guide system responses, monitor impacts and look
out for unintended consequences.
So while AI and associated technologies offer tremendous
opportunities, the role of skilled human capital in provid-
ing oversight in operations cannot be overstated. People are
indispensable for making sound decisions, driving innova-
tion, and ensuring the successful integration of technology
into the workplace.
LONG-TERM DECLINE IN
UNDERGRADUATE NUMBERS
A significant increase in mining school graduate numbers
is required to provide the people needed to drive future
production. A step-change increase in graduate output is
difficult to achieve in any discipline, but for mining and
minerals processing engineering, it means reversing a nega-
tive trend that has been in place for decades in the US,
Europe and Australia, traditionally the premier produc-
ers of mining industry professionals. The reasons for this
negative trend have been well documented and are well