Top Ten Geomet Challenges for

RTCD in 2017
Christopher Wright
Rio Tinto Copper & Diamonds
 Ore Strategic
Brainstorm: RTCD Geomet Challenges Characterization Planning

Quality Education Modifying Constraint Personnel Met

Assurance Training Factors Reductions Testing
Modeling New Analysis
Blend Tech Loss of
Data Growth Cost
Reserve Performance Experience Cutting Production
Visualization Complex
Assumptions Reconciliation
More with Decisions
New Agile Low Metal New
Less
Flowsheets Safety Lean Ore
Prices
Silos Data
Value
Plant Management Tough Proposition Overload
Out- Wear Data
Consultants Sites
source Storage LT vs ST
Simplify the Value
Communication Data
Message Leverage
Innovation Analytics
Existing Cash vs
Risk
Data Data Optimization NPV
Planning Expansion Cash Mining
X-Cultural People
Cycles Change
Challenges Knowledge
Centralization VolatilityUncertainty
Motivation Loss
QMA Collaboration Governance
of Site Teams Productivity
 Management
Top Ten List 1. Change
LT vs ST Optimization
Consultants

Value Silos Simplify the

Met QMA
Testing
2. Big Data
Complex Cash vs
Message
Data
Reserve
Uncertainty Decisions
NPV Mining Production
Assumptions
Ore
3. Communication Communication
Reconciliation
Data
Agile
RiskCharacterization Volatility Lean
4. Complex Decisions Visualization Big Data

GovernanceConstraint Modeling Data

Analysis Blend
Performance
5. Cash
Quality Value
Proposition
Data
Analytics
Overload
Assurance
Plant
Modifying
Wear
6. Growth
More with
Planning
Leverage
Data
Factors Out- Less Low Metal Existing
Cycles Storage
source Prices Data
Productivity
7. More with Less
Cash
Strategic Growth X-Cultural
Planning Cost Centralization Change
8. Innovation Challenges Tough
Loss of Safety Sites
Cutting People
New Innovation Experience

New
Tech 9. People Personnel Collaboration
Motivation
Ore Reductions Knowledge of Site Team
New Expansion Loss Education
Flowsheets
10.Safety Training
 1. Change
Change is real. Get used to it.
Metal price volatility
Organizational change
Changing priorities
Agile project management, created by
software developers in Utah.
Could be an approach for Geomet programs.
Selected principles behind Agile:
Welcome changing requirements and
harness change
Business and tech teams must work
together throughout the project.
Build projects around motivated individuals.
Support them and trust them to get the job
done.
The most effective method of conveying is
face-to-face.
Delivery of valuable information to the
customer is the primary measure of
progress.
Continuous attention to technical excellence
and good design enhances agility.
Simplicity--the art of maximizing the amount
of work not done--is essential.
(From: http://agilemanifesto.org)
 2. Big Data
Many new systems to collect more Geomet
data:
hyperspectral scanners
on-line analyzers
new QMA tools
Data can be collected in real time
throughout the value chain.
Technology available to process and store
larger volumes of data.
QEMSCAN and MLA data architecture is LIDAR
Drone Stockpile
Survey Survey
complex . Drill Core Met Weigh-
Belt
On-line Product
Sampling Testing Scale Weightometer
Samplers Sampling

Data is worthless unless it is used to make Exploration Mining

Milling &
Flotation
Smelting &
Sales
Refining
decisions that add value.
Core Production Real-time MLA
Logging Sampling Shovel GPS On-line
Tools and skills to analyze and communicate Hyperspectral Truck load
Density
Sensor
Analyzer

Sensor
this data need development. Scanning Flowmeter
QEMSCAN

Do we need to collect any more data?

 3. Communication
How do we communicate effectively with
different stakeholders with different
backgrounds?

Lots of data: simplify to communicate

effectively

Little innovation in communication

tools is there anything new out
there?

Why are we still working with MS

=?
Office?

Edward Tufte, Colin Ware, Stephen Few https://www.fei.com/documents/automated-mineralogy-and-

petrography/
provide insight on effective
communication of a wide range of data
types that can be applied to Geomet data.
4. Complex Decisions

Geometallurgy frequently plays a role

in complex decisions and rapid value
trade-off in operations.

Short term cash flow or long term

value?
Tonnes or quality?
Three lines or four?
Grind vs. throughput?
Recovery or con grade?
Copper recovery or moly recovery?

We need tools and skills to make

complex decisions throughout value
chain.

Can we learn from other industries?

5. Cash
Cash is a key priority for Rio Tinto

Natural tension between cash, growth

and long term value

Geometallurgy can play an important

role in these three objectives.

In other parts of the commodity price

cycle focus had been on Geomet work
to mitigate risk for growth projects.

In 2016 there is a renewed emphasis

on programs to improve cash position
through additional revenue from
sales:
Improved performance at the mine
and plants
6. Growth
Different ways of growing:

through exploration or expansion

new ore, new process technology
can be new products, markets

RT Copper growth projects are OT

(Hugo North UG) Resolution Copper
and La Granja.

Geomet focus is on technology

development, strategic production
planning and risk mitigation.

Are we doing the right ore

characterization, met testing and
Geomet modelling work for our growth
projects?
 7. More with Less
Expecting more with less is a natural
response to additional scrutiny on
performance and cash:

Response to commodity price cycle

Expectation to contribute with fewer
staff, little to no budget
Challenge to implement new programs,
technology in tough business
environment

A strong business case and value

proposition is needed to justify Geomet
programs.

Approach to understand the opportunities

and problems and use geometallurgy to
find a solution - not the other way around.
8. People
The business is expanding to tough,
diverse sites.

This is causing a number of challenges

for the technical team:

Cross cultural issues: its a challenge

to manage different sites on
different continents, different ways.
Motivation and engagement of geo-
mine-met professionals is a
challenge.
What training and development is
required?
What can we do about diversity and
sustainability?
Is there a risk in centralizing
technical functions off-site?
 9. Innovation
Innovation can be a competitive advantage:
Are we missing anything innovative?
Are we a leader, fast follower or laggard
in this space?
Is geometallurgy really innovation?
Difficult expectations placed on leaders in
innovation: can be costly and risky.
EY quotes a summary of targets for
innovation in Mining that presents several
opportunities for Geometallurgy in
innovation:
Resource extraction efficiency
Data and analytics: for process
optimization and enhanced decision-
making
Mineral processing: reducing material
movements, and increasing process
efficiency and recovery
Automation: enhanced safety and
lower cost.
Reducing energy consumption
(From: Business risks facing mining and
metals 20152016, EY.)
10. Safety
Health, Safety, Environment and
Community (HSEC)
People still getting hurt and even
killed at work

RT HSEC Strategy:
Zero Harm
Critical Risk Management
Process Safety

What is our contribution?

Unique perspective through exposure

across value chain:
Design
Supervision
Execution
Integration
 Conclusions Overcoming Challenges

Overcoming these challenges will not be easy.

1. It will be hard work:

Need to get people collaborating, out of comfort

zones out of silos.
Is geometallurgy facilitation or a specific
technical role?
Not going to win by staring at spreadsheets!

2. Less resistance if programs are clearly aligned

with business objectives and goals.

3. Soft issues are harder to solve than technical

issues!