The future runs on copper: Meeting demand responsibly
As someone with deep roots in South Africa, this next sentence is hard for me to say — but here goes: Chilean wine is very good. Possibly even better than South African wine. There, I said it. Luckily, we’re still better at rugby.
Keynote speech (as written) at CESCO Week 2025 in Santiago, Chile.
Rohitesh Dhawan, President and CEO, ICMM
But I didn’t bring up wine just to spark an international debate—although I suspect we’ll have one later over a glass. I mention it because I believe the wine industry holds both inspiration and a cautionary tale for us as miners.
When I sip one of my favourite wines—an Italian Barolo—I experience something far beyond taste. I feel the story of three powerful brands working together: the brand of wine itself, the brand of Barolo as a distinguished varietal, and the brand of Italy as a land of heritage and craftsmanship.
And this idea isn’t limited to wine. Think of Colombian coffee, Kenyan tea, Swiss chocolate—even yoga, as Minister Williams and Chairman Pacheco may have noticed on their recent visit to my birthplace, India.
Each carries a layered story: the product, the practice, and the place. Together, they create an emotional and aspirational connection that transcends the product itself. So, here’s the question for us...
What does the world feel when it hears the word “copper”?
Our aspiration must be clear: That people see copper as a noble metal—essential to modern life, a catalyst for social upliftment in the places where it’s produced, and a foundation of our global transition to a sustainable energy future.
More specifically, what does it feel when it hears Chilean copper?
Our aspiration must be clear: That people see copper as a noble metal—essential to modern life, a catalyst for social upliftment in the places where it’s produced, and a foundation of our global transition to a sustainable energy future.
But aspiration is not the same as perception. Many people do feel this way. But many others do not. And changing that requires more than facts or data—it requires emotion. It requires brand.
That’s why I believe we must deliberately and passionately build three interconnected brands:
Brand Copper. Brand Chile. Brand Mining.
Let’s start with copper.
ICA has done a phenomenal job elevating copper’s profile. My sincere congratulations to Juan Ignacio, the ICA Board, and all member companies. Thanks to your leadership, political leaders, investors, and consumers alike increasingly recognise copper’s criticality, versatility and durability.
Of course, we must never become complacent—but I believe that Brand Copper is on very solid ground.
Next: Brand Chile.With the benefit of a global perspective, let me say this plainly: Brand Chile is strong. It stands for stability, responsibility, and sustainability—and not just in mining, but across the board.
My congratulations to Minister Williams and the government for strengthening this powerful national identity.
In a world facing unprecedented geopolitical disruption, Chile has an enormous opportunity to become a partner of choice—and I know President Boric and his team are working to make that opportunity real.
But the third brand—Brand Mining—is where we face our greatest challenge.
There are shining examples of responsible, sustainable mining—especially here in Chile. But there are also far too many examples of the opposite. And that inconsistency undermines all of us. It leads to a world where people want metals but reject mining.
Friends, this is where I wish I really did have that glass of wine. Because the truth is: our brand is inconsistent. And consistency is the bedrock of trust.
There are shining examples of responsible, sustainable mining—especially here in Chile. But there are also far too many examples of the opposite. And that inconsistency undermines all of us. It leads to a world where people want metals but reject mining.
At ICMM, we are determined to change that. Our new strategy from 2025 onwards puts a much greater emphasis on advocacy—telling our story with greater courage, clarity and conviction.
But more than storytelling, we are focused on scaling standards.
We are building the world’s first Consolidated Global Standard for Responsible Mining. For the first time, any company—of any size, producing any commodity, anywhere in the world—will have access to a clear and credible pathway to operate responsibly.
This isn’t just another standard. It’s a convergence of the best: ICMM, the World Gold Council, the Mining Association of Canada, and Copper Mark. It will be independently governed, inclusive of all stakeholders, and adaptable across different levels of maturity—from foundational, to good, to leading practice.
It’s a game changer for Brand Mining.
This would not be possible without two remarkable leaders.
First, Juan Ignacio and ICA—you helped make Copper Mark a reality, which will now be the home of the Consolidated Standard. Thank you, Juan Ignacio, for your leadership and unwavering support in making this possible.
Second, Iván Arriagada, well known to all of you. In addition to being CEO of Antofagasta Minerals, Ivan was the most recent Chair of ICMM. It was under Iván’s leadership that this bold idea of a Consolidated Mining Standard took root—and with the support of Maximo and the rest of the ICMM Council, it is now poised to become a reality. We are very lucky to have been led by Ivan during a period when the industry globally took some of its biggest steps forward.
And if you believe that my argument about the power of brand and the importance in our sector has any merit, then credit for that goes to the person who I believe is one the best examples of brand copper, brand Chile and brand mining all in one – Patricio Hidalgo, the CEO of Anglo American Chile. I had the privilege of visiting Los Bronces a few days ago, a mine that Patricio himself ran prior to becoming CEO, and – while still committed to continuous improvement – is one of the best examples of responsible mining I’ve seen anywhere in the world.
Before I close, let me return briefly to the wine industry—and the cautionary tale.
Brand “wine” is under pressure. Younger generations are drinking less—a win for public health, but a challenge for the industry. Brand “Barolo” is under strain, as premium varieties face headwinds. And Brand “Italy”? Well, I’ll let you decide.
The lesson is this: no product or brand, however storied, is immune to disruption. And no industry can thrive on reputation alone.
Some might argue it’s unfair to compare copper—an intermediate product—to consumer-facing items like wine or chocolate or yoga. But I believe that is exactly the mindset we’ve been missing. A mindset that sees people not just as customers or regulators, but as humans—with values and emotions about the things they consume, directly or indirectly.
If we invest—meaningfully, and simultaneously—in Brand Copper, Brand Chile, and Brand Mining, then I believe we will not only secure the future of our industry but help shape a future that uplifts everyone it touches.
Cheers to that.
