50 XXXI International Mineral Processing Congress 2024 Proceedings/Washington, DC/Sep 29–Oct 3
created elsewhere in the economy for every metal mining
job compared to every non-metal mining job producing
around 2.6 other jobs. It is clear that the mining industry
is and will continue to be an essential, foundational stake-
holder in the future of many nation’s economic prosperity
and security. However, we are faced with an unprecedented
simultaneous need for massive infrastructure, workforce,
expertise, and accelerated productivity.
The confluence of challenges is straining the mining
ecosystem – academia, technology developers, miners –
and demanding new ways of solving our problems in an
industry that is 40,000 years old. So how do we re-innovate
centuries-old practices across the industry?
AN INDUSTRY AT A TURNING POINT:
ADVANCING MINDSET AND CULTURE
FOR NEW INNOVATION
As Albert Einstein noted “We cannot solve our problems
with the same thinking we used when we created them.”
Overcoming this collective set of challenges requires us to
challenge our current ways of thinking and approaches to
innovation. Starting from the very point of understanding
what innovation actually means and broadening our think-
ing about what is really possible.
Innovation is typically associated with technology.
However, the literal definition of innovation (according to
Merriam-Webster) is 1) a new idea, method, or device, and
2) the introduction of something new. While innovation
may be technology, it is more broadly bringing about new
ideas, methods, products, services, or solutions that have
a significant impact or value. When we consider the full
breadth of opportunity for innovation it opens the possi-
bilities far beyond technology. And when we take a step
back and review the challenges specifically of the critical
mineral supply chain, we are able to see that the challenges
we face are not and were not solely created by technological
advances of one country over others. Technology is certainly
part of the challenge, but as evidenced by the steps being
taken globally by nearly every country, we need and must
advance innovation in technology, people, and systems. For
example, it could be argued, that the real innovation that
started the now critical mineral challenges and dominance
by certain nations was actually started by innovation in
people and systems. It was well recognized by world leaders
in critical mineral production that these materials would
become key to global economic dominance. Therein,
national economic geopolitical strategies, changes in finan-
cial and regulatory systems, and massive workforce (people)
incentives were put into motion to innovate the national
approach to global mineral leadership. Technological inno-
vation was spurred and guided by these goals.
If we advance our mindset to consider the innova-
tions we need to secure the critical mineral supply chain, it
affords a different framing of the challenges and potential
opportunities not just for critical minerals but the mining
industry. For example, the U.S. is investing billions into
research and technology development for new processes to
produce critical minerals. This is spurring developments
through academia, research organizations, and technol-
ogy providers at levels rivaling the semi-conductor indus-
try. However, it is also well noted that at present there are
significant challenges to moving these technologies from
Figure 4. BS /MS graduate count from accredited U.S. programs (1974 to 2013 SME 2014)
created elsewhere in the economy for every metal mining
job compared to every non-metal mining job producing
around 2.6 other jobs. It is clear that the mining industry
is and will continue to be an essential, foundational stake-
holder in the future of many nation’s economic prosperity
and security. However, we are faced with an unprecedented
simultaneous need for massive infrastructure, workforce,
expertise, and accelerated productivity.
The confluence of challenges is straining the mining
ecosystem – academia, technology developers, miners –
and demanding new ways of solving our problems in an
industry that is 40,000 years old. So how do we re-innovate
centuries-old practices across the industry?
AN INDUSTRY AT A TURNING POINT:
ADVANCING MINDSET AND CULTURE
FOR NEW INNOVATION
As Albert Einstein noted “We cannot solve our problems
with the same thinking we used when we created them.”
Overcoming this collective set of challenges requires us to
challenge our current ways of thinking and approaches to
innovation. Starting from the very point of understanding
what innovation actually means and broadening our think-
ing about what is really possible.
Innovation is typically associated with technology.
However, the literal definition of innovation (according to
Merriam-Webster) is 1) a new idea, method, or device, and
2) the introduction of something new. While innovation
may be technology, it is more broadly bringing about new
ideas, methods, products, services, or solutions that have
a significant impact or value. When we consider the full
breadth of opportunity for innovation it opens the possi-
bilities far beyond technology. And when we take a step
back and review the challenges specifically of the critical
mineral supply chain, we are able to see that the challenges
we face are not and were not solely created by technological
advances of one country over others. Technology is certainly
part of the challenge, but as evidenced by the steps being
taken globally by nearly every country, we need and must
advance innovation in technology, people, and systems. For
example, it could be argued, that the real innovation that
started the now critical mineral challenges and dominance
by certain nations was actually started by innovation in
people and systems. It was well recognized by world leaders
in critical mineral production that these materials would
become key to global economic dominance. Therein,
national economic geopolitical strategies, changes in finan-
cial and regulatory systems, and massive workforce (people)
incentives were put into motion to innovate the national
approach to global mineral leadership. Technological inno-
vation was spurred and guided by these goals.
If we advance our mindset to consider the innova-
tions we need to secure the critical mineral supply chain, it
affords a different framing of the challenges and potential
opportunities not just for critical minerals but the mining
industry. For example, the U.S. is investing billions into
research and technology development for new processes to
produce critical minerals. This is spurring developments
through academia, research organizations, and technol-
ogy providers at levels rivaling the semi-conductor indus-
try. However, it is also well noted that at present there are
significant challenges to moving these technologies from
Figure 4. BS /MS graduate count from accredited U.S. programs (1974 to 2013 SME 2014)