The commissioning of the Mantoverde Development Project (MVDP) has marked a significant leap for Capstone Copper, elevating its status in the competitive mining sector. However, CEO John MacKenzie emphasizes that this project is merely scratching the surface of what the company can achieve. Capstone’s portfolio is rich with potential, and the recent merger between Mantos Copper and Capstone Mining has created a robust entity with a diverse array of assets across North and South America.
As the dust settles post-merger, Capstone is keen on refining its operations rather than rushing into new territory. The focus is on optimization—turning existing projects into powerhouses of production. Mantoverde, with its four open pits and a newly operational copper concentrator, exemplifies this approach. MacKenzie notes that the processing equipment was deliberately oversized during construction, allowing for a significant increase in throughput. This foresight positions Capstone to ramp up production swiftly, with the Mantoverde Optimized (MV-O) project set to enhance ancillary operations to match the already impressive processing capacity of 45,000 tons per day.
The ambition doesn’t stop there. Plans for a second processing line at Mantoverde hinge on successful exploration results, potentially unlocking an even greater production capacity. This strategy aligns with Capstone’s long-term vision of reaching 400,000 tons of copper production annually, a target that seems increasingly attainable as the company hones its existing assets.
Mantos Blancos, another jewel in Capstone’s crown, is undergoing its own transformation. The mine, operational since 1960, has faced challenges due to the depletion of oxide reserves. However, MacKenzie is optimistic about the future, citing the completion of the Mantos Blancos Concentrator Debottlenecking Development Project (MBCDP) as a critical move to extend the mine’s life and enhance its processing capabilities. The integration of new technologies, such as controlled potential sulphidation for improved copper recovery, showcases Capstone’s commitment to innovation in older operations.
At Cozamin, the shift in mining methodology from longhole stoping to a higher percentage of cut-and-fill mining marks a strategic pivot aimed at reducing dilution and improving ore recovery. This change, coupled with a significant investment in dry stacked tailings, addresses environmental concerns while optimizing resource extraction. The move not only enhances stability but also reclaims more metal from wider veins, ensuring that Cozamin remains a vital part of Capstone’s operational strategy.
Pinto Valley, the company’s Arizona asset, is also poised for growth. MacKenzie acknowledges the need for a robust maintenance plan to sustain production levels. With the site currently averaging around 50,000 tons per day, there’s room for improvement to reach its full capacity of 56,000 tons per day. The potential for growth at Pinto Valley has MacKenzie buzzing with excitement, as he sees it as a key driver for the company’s future.
Capstone Copper is not just about keeping the lights on; it’s about pushing the envelope. The integration of cutting-edge technologies, such as ShovelSense® for ore grading and the Jord International NovaCell unit for flotation recovery, highlights a forward-thinking ethos that could redefine efficiency in mining operations. As the industry grapples with sustainability and resource depletion challenges, Capstone’s strategy to optimize and innovate may well set a benchmark for others to follow.
In a sector that often looks to the next big find, Capstone Copper is demonstrating that sometimes, the real treasure lies in what you already have. By focusing on enhancing existing operations and embracing new technologies, the company is not only solidifying its position but also paving the way for a more sustainable and productive future in mining.