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Value for Participants and Stakeholders

info

Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

This section of the UNTP-CRM project website outlines why interested parties would seek to implement UNTP-CRM and contribute to its development and maintenance. It provides an overview of the value of adoption for individual organizations and entire supply chains. For guidance on value proposition and/or business case development, see the Resources and Templates section.

Value for Participants​

The value participants can realize is dependent on both the phase of implementation and the type of actor you represent in the value chain. These variances are outlined in the tables below. Additionally, there is overarching value for all actors who become UNTP-CRM implementers. This includes:

  • contributing to the shaping of the standard
  • marketing your products on a list of conformant implementations
  • activating and/or advancing your community network (i.e., buyers, sellers, certifiers) across a commodity or geographic sector
  • implementing a low volume pilot that can seamlessly scale to full volume production

Value at Different Stages of Implementation​

The table below outlines the value an implementer will realize upon completion of each of the three different stages of implementation. These outcomes are actor agnostic and grounded in our understanding of value obtained in other global supply chain pilots. Value for CRM-specific actors may vary as we learn more about your implementation process.

Table1

Role-Based Value​

All value chain actors will have specific outcomes they hope to achieve through the implementation of the UNTP-CRM. While derived value may be the same or similar for some actors, there are also distinct benefits for each role. The value of engaging in this project is outlined in the table below, and will continue to be added to as more implementers report on their experience.

The table below outlines the value of participation for UNTP-CRM implementers, including miners, smelters, processors, manufacturers, regulators, performance certifiers, and traceability software solution vendors.

Table2

Value for Stakeholders​

Table3

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Frequently Asked Questions

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Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

What are critical raw materials (CRMs)?​​

Critical raw materials (CRM) are metals, non-metals (minerals) and other substances (e.g. Helium) that are considered essential for renewable energy transition, digital economy, and national security and whose supply may be at risk due to geological scarcity, geopolitical issues, trade policy or other factors. CRM classifications might vary between countries, different sections of governments, and different industries (eg. Figure 1. The US DoE Matrix). However, the criticality assignment is always defined by potential supply risk, economic importance (demand), and ESG impact of CRM substances.

Why do CRMs require high levels of traceability?​​

Due to their scarcity and concentration in select geographic regions, many countries rely on the import of CRMs, creating a high supply risk. Critical minerals receive increased pressure for traceability in accordance with international climate regulation, and digital technology has been identified as a valuable tool to support these initiatives.  

What is UN/CEFACT’s Critical Raw Materials Traceability and Sustainability Project?​​

Critical raw material (CRM) producers provide essential materials like lithium, cobalt, copper, and graphite to countries across the world. CRM supply chains are often long and complex, involving multiple organizations and crossing several international borders as materials move from raw material extraction to finished products.

Globally, sustainability data is held on various platforms using differing standards. CRM producers are increasingly being asked to meet a range of evolving domestic and international requirements to satisfy regulatory and consumer demand. There are many supply chain traceability solutions on the market, but most do not allow data to be shared between them. CRM producers need an efficient and trustworthy way to prove their sustainability performance along international supply chains.

The UN/CEFACT Critical Raw Materials Traceability and Sustainability Project (“the project”) is connecting experts from across the world to research current international sustainability standards and reporting platforms. The project will use this research to identify ways to improve compatibility between current sustainability standards and digital tools and create a framework for international data exchange that increases trust and traceability.

With simple and secure methods to prove their sustainability performance, actors along CRM supply chains are better positioned to compete in global markets that prioritize sustainable goods, encouraging a wider adherence to responsible mining practices.

What is the Project trying to achieve?​​

The project seeks to make CRM supply chains more sustainable and resilient by improving transparency and traceability.

  • Sustainable supply chains minimize environmental impacts and maximize human welfare.
  • Resilient supply chains avoid risky dependencies and can withstand disruptions.
  • The project aims to create standards for:
  • Compatibility between digital tools and reporting platforms;
  • Identifying areas of consensus within existing sustainability certifications.
  • These standards will enable data to be exchanged internationally, making it easier to prove where and how critical raw materials are extracted and used.

The project aims to create standards for:

  1. Compatibility between digital tools and reporting platforms;
  2. Identifying areas of consensus within existing sustainability certifications.

These standards will enable data to be exchanged internationally, making it easier to prove where and how critical raw materials are extracted and used.

Who is hosting the project?​

The project is hosted by the UN Centre for Trade Facilitation and Electronic-Business (UN/CEFACT).

Building on the success of the Textile and Leather Traceability project, the project unites organizations from around the world, and all organizations are welcome to participate.

What is the timeline for the project?​​

The project has been divided into several phases of work:

Table4

How is the project aligning with existing initiatives?​​

The project embraces all environmental, social, and governance (ESG) platforms, standards, and regulations. Our environmental scan illustrates the broad range of platforms, standards, and regulations that inform the project work.

The project will not create a new traceability platform, nor will it define new sustainability standards. Instead, this project is focused on increasing the compatibility and identifying points of consensus between existing tools and standards.

We welcome participation from CRM supply chain participants, technology providers, standards authorities, and regulators to ensure that their work is considered as the project examines tools and regulations across jurisdictional boundaries.

The project will undertake analysis to understand legal and governance considerations related to supply chains. This research will include considerations of how audit and verification processes are connected and recognized across multiple jurisdictions.

What is the scope of work for the project?​​

The project covers a broad spectrum of ESG concerns as they relate to both regulatory purposes and consumer demand.

Existing initiatives, such as the Global Battery Alliance, have identified a range of issues that are valuable to regulators and consumers. The project will build on the work of existing initiatives to focus on areas of work that are of the highest priority for the global community.

The project will not recreate or reinvent ESG standards or traceability solutions. Rather, this work will focus on mapping between existing standards and providing a framework for determining points of convergence. This includes primary production to finished product, encompassing all stages of supply chain exchange.

Which digital platform will the project use?​​

The project will not identify a single platform or technical solution. There are thousands of platforms for the exchange of sustainability data worldwide, and the challenge being explored cannot be solved with a single tool. Our focus is on the exchange of trusted data between many users across various platforms.

Technology vendors are welcome to participate in the project through voluntary contributions to standard development and implementation testing. This offers the opportunity to be listed as a compliant vendor by UN/CEFACT.

Why is the project focused on decentralization?​​

In the journey from extraction to final product, information about a critical mineral shipment crosses multiple countries, sectors, and technology platforms.

Successful global scale data exchange is reliant on:

  • a range of interoperable tools, and,
  • consensus on data standards and policies.

While the project aims to identify tools and standards for critical raw material supply chains, there are examples of this model at work for other purposes worldwide today, demonstrating the viability of this model.

For example, a traveler with a Canadian passport can enter Australia without the need for an Australian passport. There are existing policies in place that enable the Canadian passport to be recognized by Australian border patrol. There is no need for a single, central database of global passports since the standards between Canada and Australia are mutually recognizable.

How can I participate in the project?​​

There are three ways that organizations across the world can get involved:

  • Contributors participate in meetings, draft key deliverables, and support policy recommendations.
  • Observers join meetings, receive emails, and participate in the Slack chat to stay informed on project progress.
  • Implementers will test and offer feedback on project standards and deliverables after drafts are completed.

What is the time commitment for participation?​​

Participation in the project is voluntary, meaning that we welcome as much or as little time as participants are able to commit. The average expected time commitment depends on the level of participation:

  • Contributors – 4-8 hours per week.
  • Observers – As needed.
  • Implementers – 4-8 hours per week, during the implementation phase.

How will my contributions be used?​​

Contributors to the project will register as UN Experts. We are happy to assist you with this process if you are not already registered. All contributions made to this project are the intellectual property of the UN.

Ideas, deliverables, or language developed as part of this project cannot be commercialized or patented.

What value will I receive from participating in the project?​​

This project offers value to many different sectors, but will be of particular interest to:

  • Primary Producers & Manufacturers: Digital technology has the potential to reduce the administrative burden of sustainability reporting, streamline business processes, and lower the cost of regulatory and ESG compliance. Using interoperable technology, CRM producers can share information about their sustainable practices in seconds. By proving their ESG performance, CRM producers are better positioned to compete in global markets that prioritize sustainable goods.
  • Certifiers, Auditors, and Standards Setters: As more companies are incentivized to comply with ESG regulations, the demand for sustainability audits will increase. * Current certifications, standards, and audit reports will become more valuable as they become globally recognized.
  • Software Providers: Technology platforms that are compatible with other platforms offer higher value to customers who need to exchange credentials internationally.
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Goals and Measures of Success

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Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

Countering Greenwashing through Transparency at Scale​

Greenwashing is a term used to describe a false, misleading, or untrue action or set of claims made by an organization about the positive impact that a company, product or service has on the environment or on social welfare.

The evidence from multiple research activities is that greenwashing is already endemic with around 60% of claims proven to be false or misleading. There is, however, room for optimism because around 70% of consumers expect higher integrity behaviour and are willing to pay for it. There are two plausible pathways ahead of us.

Insert Diagram 5

To win the race to the top, fake claims need to be hard to make. The best way to achieve this is to make supply chains traceable and transparent so that unsustainable practices have nowhere to hide. But, to have any impact, the traceability and transparency measures must be implemented at scale. The world's supply chains must move beyond low-volume traceability pilots and "walled garden" proprietary solutions to the point where verifiable traceability and transparency information are available to motivate consumers for the majority of products on the market.

Measures of Success​

Scalability and associated evidence of high-volume production implementation is this project's key measure of success. We will be able to claim a moderate level of success for the pilot implementation phase if we have evidence that:

  • at least 50 different CRM supply chain actors;
  • using at least 5 different software platforms;
  • across at least 5 different value chains;
  • spanning at least 5 different countries;
  • can reveal transparent supply chain evidence for at least 10,000 consignments.

This is still a tiny fraction of global trade volumes but is likely sufficient to prove the framework is scalable.

Reference material​​

Work Plan and Activity Schedules​​

The following roadmap depicts the project’s key activities, deliverables, and timelines.

Diagram 6

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Governance - UNTP Extension

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Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

UNTP Extension​

The standard being developed through this project is an extension of the United Nations Transparency Protocol (UNTP). UNTP-CRM adapts UNTP to meet the specific needs of the CRM industry using the UNTP Extension Methodology. To the greatest extent possible, we use the core UNTP methodology and architecture to ensure consistency, and cross-industry interoperability.

Diagram 7

Phase 1: Development​

The first phase of the project is currently underway, and focuses on the development of UNTP-CRM Version 1.0. This phase of the project is governed using the following principles and structures.

Principles​​

  • UN/CEFACT Open Development Process is consensus-driven, collaborative, open and transparent.
  • Aligned to United Nations Sustainable Development Goals (UN SDGs).
  • The project will define and deliver practical, useful ways to add value. We will build real, usable tools that facilitate global implementations.
  • The project will build upon related work already completed and underway by UN/CEFACT and other organizations and initiatives.

Roles​​

  • Project Lead (Nancy Norris): The Project Lead will coordinate the planning, implementation and monitoring of activities. The Project Lead will facilitate the implementation of the project in all its stages and provide leadership in alignment with the UN/CEFACT’s goals throughout the context of the project.
  • Lead Editor (Steven Capell): The Lead Editor will collate (and edit as necessary) contributions from team members / sub-editors. If there are conflicting opinions on a topic from the team, the lead editor will seek consensus wherever possible and make decisions as a design authority between possible options in accordance with the project goals & principles.
  • Project Team: Composed of the Project Lead, Lead Editor, and Workstream Leads, this team assists the Project Lead with project implementation.
  • Workstreams: Each area of focus will have an associated working group with a lead. The workstream lead is responsible for organizing meetings, consolidating the working groups’ contribution to the draft deliverables, and reporting on progress to the Project Team on a weekly or bi-weekly basis, as needed.

Scope & Areas of Focus​​

Activities have been scoped to ensure project deliverables add value, are not duplicative, and are informed by other related projects.

Technology interoperability

  • Focus: Research and develop a standard for technological interoperability.
  • Expertise required: Expertise in technological interoperability between supply chains, experience building open standards and contributing to interoperability solutions (i.e. blockchain or otherwise). Experience leading research projects related to verification, digital fingerprinting, and traceability of materials within supply chains.

Sustainability criteria

  • Focus: Define how sustainability information criteria will be exchanged along the supply chain, developing an understanding of equivalency across borders and unique supply chain systems.
  • Expertise required: Expertise in the development of sustainability standards, mining performance certifications, and efforts focused on improving the overall sustainability and social impact of supply chains.

Legal/ethical considerations​

  • Focus: Understand legal and ethical considerations related to supply chains, including audit/verification processes that are connected and recognized across multiple jurisdictions. Scope will include:
    • Legal enforcement of false claims
    • Mutual recognition of laws along the supply chain
  • Expertise required: Law professionals, especially those focusing on conflict of law on free trade agreements. Professionals with experience in privacy law, information sharing agreement law, and digital information regulatory compliance security.

Implementations​

  • Focus: As the UNTP-CRM standard is developed, early implementers will assist the Project Team with testing draft deliverables and providing feedback. Insights from implementers will be used to refine deliverables to increase their usability and practicality.
  • Expertise required: Requires technical and industry expertise to integrate feedback received into refinement of the standard.

Workstreams​

Each area of focus will have an associated workstream, with a lead. The leads have been selected from those who have indicated their interest using the following criteria:

  • Capability (must have sufficient domain knowledge to do the job)
  • Capacity (must be able to allocate sufficient time to do the job) and
  • Neutrality (must be acceptable as independent/non-competitive to all team members)

Workstreams meet as needed in order to contribute meaningfully towards the development of draft deliverables. Workstream leads report progress at Project Team meetings. Workstreams leads include:

  1. Traceability Interoperability - Zachary Zeus
  2. Sustainability Criteria - Kim Swanzey
  3. Implementation Pilots - Lithium supply chain - Dr. Prokopiy (Prok) Vasilyev
  4. Implementation Pilots - Copper supply chain - Nancy Norris
  5. Implementation Pilots - Cobalt supply chain - Golda Velez
  6. Legal Analysis - Dr. Jeanne Huang
  7. Engagement and Partnerships - Radha Patel

As of July 2024, the Traceability Interoperability and CRM Sustainability Criteria workstreams have completed their draft deliverables, which can be accessed in the Technical Specification and Guidance for Implementers sections of this website, respectively. The project has now progressed to an Implementation phase, in which implementers will assist the Project Team with testing draft deliverables and providing feedback. Insights from implementers will be used to refine deliverables to increase their usability and practicality, which are principles of the project, as well as the criteria listed below. Refined deliverables will be assessed by the Legal Workstream for legal and ethical considerations.

Deliverables​​

This phase of the project will deliver a suite of materials that support government policymakers, CRM industry actors, and traceability technology providers. The blue-coloured deliverables are expected to be re-usable across other supply chain domains such as garments & footwear and agri-food. The yellow-coloured deliverables are specific to the critical raw materials domain.

Diagram 8

Criteria for assessing deliverables​

  • Affordability: Affordability of the deliverable is defined as how many adopters along the supply chain can invest in and implement the recommendations without prohibitive cost.
  • Reliability: The standards and recommendations developed and implemented by this group must be reliable across different supply chain ecosystems and jurisdictions.
  • Accommodability: Deliverables are assessed on their ability to accommodate multiple supply chain solutions across jurisdictions by maintaining a technologically agnostic approach.
  • Scalability: Deliverables will be assessed based on their ability to scale across multiple jurisdictions, legal frameworks, regulatory environments, and technological limitations.
  • Alignment to SDGs: Deliverables will be assessed based on their alignment with the UN SDGs.
  • Privacy-preserving: Deliverables will be assessed on information security and privacy-preserving characteristics.
  • Transparency-creating: Deliverables will be assessed on their ability to further transparency and trust along supply chains.

Phase 2: Maintenance​

Governance structures for the maintenance phase will be determined prior to the completion of Phase 1.

Meetings​

Call Schedule​

Project Team Meetings​

  • Fortnightly calls: Microsoft Teams Meeting Link; Meeting ID 229 018 415 830 and Passcode: NqSYnV
  • Traceability Interoperability Workstream meetings have now concluded and results are published in the Technical Specification section of the UNTP-CRM website.
  • Sustainability Criteria Workstream​ meetings have now concluded. Workstream members may be asked to review the final version of the deliverable for this workstream once stakeholder feedback has been incorporated.
  • Fortnightly calls: Microsoft Teams Link; Meeting ID 337 823 397 892 and Passcode: xueW73

As the Lithium, Copper and Cobalt Pilot Implementations get underway in September 2024, workstream leads may seek the advice of contributors who indicated their interest and expertise in these areas.

Contributors’ Meeting Summaries​​

During the early stages of the project (July to December 2023) the Project Team held regular sessions with all Contributors to seek advice as deliverables were being conceived and drafted.

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Ways to Participate

Under the UN/CEFACT Open Development Process (ODP), participation in this project is open to all. There are several ways to participate:

  • Validate Sustainability Criteria: Up- and midstream CRM supply chain actors, such as mining companies, smelters, processors and manufacturers, are invited to indicate the kind of sustainability information their buyers and sellers are requesting from them. The Project Team has created this short survey (15 minutes) which will ask participants to select from a set of ESG criteria. The Project Team will follow up with willing respondents for a 30-60 minute information interview. Survey and interview results will assist in the refinement of a finalized sustainability criteria list, which will be used by implementers to design their digital product passports.

  • Become an early implementer: CRM supply chain actors, regulators, performance certifiers, or software vendors that wish to participate in early implementation and testing of the draft standard and/or certify their software against the standards defined by this project, can indicate their interest using this form. Further information on implementation activities can be found in the Guidance for Implementers section of this website.

  • Contribute to development of draft deliverables (complete): During the initial phase of the project, from July 2023 to July 2024, contributors provided their deep business domain knowledge in CRM supply chain sustainability and/or technical skills in decentralized architectures and data modeling. They contributed to development of draft deliverables, such as the draft Technical Specification and Sustainability Criteria. Contributors had to conform to UN/CEFACT IPR policy and join UN/CEFACT as a registered expert, which requires the approval of their country's head of delegation. Now that the project has advanced to the implementation and test phase, the work of the Contributors is complete.

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Purpose and Overview

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Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

In line with the United Nations (UN) Sustainable Development Goals (SDGs) and building on the success of the UNECE Textile & Leather traceability project, this project seeks to empower the Critical Raw Material (CRM) industry with practical, low cost tools for digital data exchange to achieve product differentiation, maximize the value of existing permitting and ESG compliance efforts, counter greenwashing, and support a more sustainable global economy. This project supports the UN focus on extractive industries and leverages the UN Center for Trade Facilitation and Electronic Business' (UN/CEFACT) role and capabilities to deliver digital standards for sustainable supply chains.

The project is developing a standardized methodology for interoperable supply chain data exchange by adapting the United Nations Transparency Protocol (UNTP) to the specific needs of the CRM industry. The draft standard, called UNTP-CRM, is based on a simple pattern of data sharing, in which holders of up-and midstream CRM supply chain data (miners, smelters, processors, manufacturers etc.) can publish and link information about shipments of their goods in a manner that can be discovered and understood by interested parties, such as customers, border authorities, and regulators. Trust anchors, such as performance certifiers and governments, can publish related sustainability certificates and permits that can be digitally linked to the claims being made about shipments of goods, increasing the legitimacy of those claims.

The use of advanced digital technology, called verifiable credentials, ensures that all data is verifiable, protected, and accessible only to parties with permission granted by the original data owner. Using the Technical Specification and Guidance for Implementers, organizations can build UNTP-CRM functionality into their existing Enterprise Resource Planning (ERP) systems, or partner with UNTP-CRM compliant traceability solutions. At this stage of the project, we are looking for early implementers to test the draft methodology, and provide feedback and input for its refinement. Please indicate your interest in early implementation here.

The diagram below shows how UNTP-CRM is implemented at the product-level. For example, a mine site produces a shipment of liquified copper, and issues a digital product passport (DPP) that includes various claims about the shipment, such as product origin and sustainability indicators. The mine site also issues a digital traceability event credential that is linked to the shipment DPP and attests to the stage of the supply chain, in this case, raw material extraction and primary processing. This DPP can be digitally linked to digital conformity credentials that are issued by trusted authorities about a shipment or mine site. This could be a government issued mining permit, or a performance certificate issued by an accredited assurance provider or mining industry organization.

D1Purpose

The diagram below provides the entire value chain perspective. Each actor along the supply chain issues a DPP for the product they produce along with an associated traceability event credential indicating the processing stage. Product DPPs are digitally linked to those of the previous stage, as well as digital conformity credentials which add credibility to the claims made about the individual product. For the downstream consumer or border authority, undertaking supply chain due diligence is like pulling on the end of a string of linked, verifiable data.

D2Purpose

What we are NOT doing:​

  • We are not creating another CRM traceability platform nor are we planning to pick any winners. We are creating a standard that CRM traceability solution providers can adopt to facilitate interoperability with other platforms.
  • We are not defining new sustainability standards or permitting processes. We aim to enable the recognition of current sustainability certifications and regulatory permits, and increase the value for miners of the permits and certifications they already hold. We aim to identify a core set of criteria which can be included by supply chain actors when making claims about their products, and enable a standard for digitally linking these claims to existing permits and sustainability certifications.
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Relationships to Other Initiatives

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UNTP-CRM focuses primarily on the publishing and linking of up- and midstream supply chain data. It intends to provide a high integrity upstream data feedstock to supply downstream regulatory compliance DPPs, industry-developed DPPs for batteries and automotives, and digital systems for customs agencies, who must undertake supply chain due diligence assessments of products entering their borders. The UNTP-CRM Project Team is actively working with related initiatives to achieve interoperability and mutual recognition.

Although the supply chain structure for specific CRM commodities may vary, the following diagram depicts a general mineral or metal type CRM supply chain including process stages, operator, and output product. This also shows the relationship between UNTP-CRM and downstream DPP initiatives.

Diagram

This diagram was created by CIRPASS to show the relationship between the UNTP and EU DPP efforts.

Diagram

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Help & Support

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Community Support​

UNTP-CRM Helpdesk​

Consulting Services​

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Guidance for Implementers

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Design Principles​

This document is guided by the following principles

  1. Simple and implementable always wins over expansive & complex.
  2. Open and free is a fundamental requirement.
  3. Collaborative development encourages buy-in
  4. Decentralised models will always be more scalable than centralized ones.
  5. Independently verifiable claims are more credible.
  6. Learn and leverage existing ecosystems, methodologies, standards and approaches.

Design Challenges​

Implementing end-to-end supply chain traceability at scale faces a number of challenges.

ChallengeOur approach
A plethora of platforms exist alreadyWe must focus on interoperability between systems, not picking winners. We’ll also provide guidance on how existing systems can extend their capability to support interoperability.
Technology maturity is variableWe must accommodate small businesses and developing nations and allow a gradual transition from paper processes.
Most traceability pilots have not scaled to production volumesWe must design simple and scalable solutions that can be implemented at scale
Supply chain actors will not expose sensitive dataWe must allow stakeholders to protect sensitive commercial information whilst revealing ESG info.
ESG claims have different levels of trustWe must provide sufficient evidence to trust the claims.
Greenwashing fraud is endemicWe need to explicitly identify greenwashing fraud vectors and how to solve them – including product substation, mass balance, etc. In particular, in CRM, suppliers have taken the approach of inserting a middleman and obscuring the traceability to the source. A goal of this approach must be the traceability of claims back to the point of extraction, as required by the OECD due diligence handbook.
CostThe solution must be cheap enough that there remains a plentiful margin incentive for producers and manufacturers to change behaviour.
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Reference Implementation

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Overview of Tools​

UN VCKit​

UN Identity Resolver​

UNTP-CRM Sample Application​

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Stages of Implementation

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This section of the UNTP-CRM project website describes how interested parties can undertake a UNTP-CRM implementation. At this stage of the project, in which UNTP-CRM is still being developed, implementers will be testing draft deliverables and providing feedback to the Project Team. Testing and feedback will enable refinement of deliverables for usability and practicality, and facilitate global scalability, which are principles of the project.

Early Implementation​

Familiarize yourself with UNTP-CRM’s core concepts

We suggest you familiarize yourself with the core concepts listed in the Architecture section, including how they are applied in the CRM context. We also suggest you read the Implementers section of the website to understand the various roles, and consider which role your organization would play as an UNTP-CRM implementer.

Declare your intent

State your interest in participation to the project team using this form. We will follow up with you to assess your suitability for early implementation.

Map your community

As the UNTP-CRM defines a scalable methodology for data sharing among CRM industry actors along supply chains, the value of implementation is only realized through adoption by multiple actors.

  • For supply chain actors, it is beneficial to identify who you buy and sell to, and assess whether they would like to join you as an early implementer, to increase the value of your participation. See the Community Activation section of the UNTP-CRM website for suggested approaches. Also, the UNTP-CRM team can assist with connecting CRM industry actors who have expressed interest in early implementation and could benefit from a collaborative, multi-stakeholder pilot.
  • For regulators, performance certifiers, and assurance providers,
  • For software providers

Identify the sustainability information requested by your buyers and sellers

For supply chain actors, such as mining companies, smelters, processors and manufacturers, we suggest you identify the sustainability information that you are being asked for by your buyers and sellers. This will inform the design of the digital product passport you will publish for shipments of your goods.

As part of the implementation testing phase, the Project Team has created this short survey (15 minutes) which will ask participants to select from a set of ESG criteria, indicating the information they are most often asked to provide to buyers and sellers. The Project Team will follow up with willing respondents for a 30-60 minute information interview. Survey and interview results will assist in the refinement of a finalized sustainability criteria list, which can be used by implementers to design their digital product passports.

Define your value proposition

Based on our interactions with potential early implementers, we’ve observed a typical engagement pattern, in which an interested party within an organization reaches out regarding participation as an implementer, and requires additional information about 1) resources required and 2) value of participation. Armed with this information, they can advocate for participation to other relevant decision makers within their organization, such as their sustainability, IT and supply chain leads. With this in mind, we have developed a value proposition template to assist potential implementers to articulate the benefits of participation, and resources required for their organization. As you develop your value proposition, we suggest you map your community, using the recommendations above, as the value of early implementation will increase when multiple parties can share verified data interoperably.

We also recommend that you start to develop a second stage implementation plan and business case as you undertake early implementation. Based on our research into funding envelopes with matched funding, they are looking for consortiums that are post-pilot, implementation ready. Consider activating your community/ supply chain as you undertake early implementation to realize full value and prepare for external funding applications.

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Conformity Testing

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Testing Overview​

UNTP-CRM Test Harness​

Technical Conformance​

Schema Conformance​

Process Conformance​

Miners​

Refiners​

Conformity Assessment Bodies​

Registers​

Regulators​

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CRM Supply, Demand & ESG Risks

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Critical raw materials (CRM) are metals, non-metals (minerals) and other substances (e.g. Helium) that are considered essential for renewable energy transition, digital economy and national security and whose supply may be at risk due to geological scarcity, geopolitical issues, trade policy or other factors.

CRM classifications might vary between countries, different sections of governments, and different industries (eg. Figure 1. The US DoE Matrix). However, the criticality assignment is always defined by potential supply risk, economic importance (demand), and ESG impact of CRM substances.

The CRM classification from a supply-demand perspective can inform upstream actors (mining operators) to manage risks and realize opportunities. Mining operators will thereby benefit from the ability to extract the value of the certification and regulatory processes they are currently undergoing, and gain competitive advantage by proving their materials have the best sustainability characteristics.

Figure1

Figure 1. Short-term (2020–2025) criticality matrix Supply vs Demand (U.S. Department of Energy, Critical Materials Assessment 2023

Supply Classification of CRM​

The two main identifying aspects for supply risk classification of Critical Raw Materials are the stages of the CRM supply chain and CRM abundance or distribution at the given stage.

The risk stage often implies a bottleneck vulnerability point in the value chain where the supply risk is highest (e.g., concentration, disruptions, market volatility etc.) to influence the CRM abundance or distributions. From the supply perspective, vulnerabilities often occur at two stages: the extraction stage - the production of ores and concentrates; and the processing stage - the refining, chemical and metallurgical modification of raw materials (Grohol & Veeh, 2023, https://op.europa.eu/s/zPBi).

The notable risks at these stages that may impact CRM Abundance and Distribution are:

  • Concentration: Many critical minerals are geographically concentrated in a few countries, and processing and refining of critical minerals often take place in a few specialized facilities. It may also arise from an overreliance on single suppliers or a small number of suppliers, especially for imported goods.
  • Disruption: Disruption can be caused by trade restrictions and challenges that bottleneck at a vulnerability point arising from various factors, such as political instabilities, natural disasters, logistical challenges, etc.
  • Market Volatility: The prices of critical minerals can be highly volatile due to shifts in demand, speculative trading, or sudden changes in supply (e.g., mine closures or discoveries). Price volatility can make it difficult for companies to plan and budget effectively to provide a steady supply.
  • Technological Risks: Many CRMs are by-products and have varying main-product metal companionability and restricted recovery streams. Additionally, the technological capability for a specific resource recovery or processing might be unavailable or inefficient.
  • Resource Capacity, Reserves and Depletion: Many critical minerals are non-renewable, and the richest deposits may be exhausted over time. A lack of confidence in the existence of available reserves is indicated by geological knowledge and economic feasibility data. As resources become scarcer, mining companies may need to explore less accessible or lower-grade deposits, which can be more expensive and environmentally damaging to exploit.
  • Regulatory Risks: Increasing pressure from investors, consumers, and governments for sustainable and ethical sourcing practices can pose challenges for companies that rely on critical minerals. Non-compliance with ESG standards can lead to reputational damage, legal liabilities, and loss of market access.
  • Economic Risks: Developing new mining projects or operating existing ones requires high capital and operational costs vulnerable to economic downturns or fluctuations in commodity prices.

Managing these risks requires a comprehensive and proactive approach by the main economic operators at the CRM supply-Mining operators. These actors are the start of the value chain, and for those that generate origin claims and invest in ESG activities, it will be important to provably demonstrate their activities. This will better enable access to markets and capital that value investments in ESG outcomes.

An example of the CRM supply classification based on the supply stage and resource availability risk- Import supplier concentration into the EU (Study on the Critical Raw Materials for the EU 2023, Grohol & Veeh, 2023, https://op.europa.eu/s/zPBi)

Table5

Demand Classification of CRM​

On the contrary, the usage and application of CRM can be the basis of demand classification for a variety of minerals and metals. There is increasing demand for CRMs to expand wind, solar, geothermal power, and energy storage to achieve a future where global warming is limited to below 2°C. However, the precise quantity of each mineral will vary based on the specifics of the energy transition. In other words, the demand for any particular mineral will depend on its usage across various renewable energy technologies.

While some minerals, like copper and molybdenum, will be used in a range of technologies, others, such as graphite and lithium, may be needed for just one technology: battery storage. This means that any changes in clean energy technology deployments could have significant consequences on demand for certain minerals.

The demand risk matrix developed by the [World Bank Group] (https://www.worldbank.org/en/news/feature/2020/05/08/redefining-critical-minerals-essential-for-a-clean-energy-future) categorizes CRM by its demand impact on a specific technology of a low-carbon future and the need for a variety of technologies.

V2Figure2

CRM Categories are:

  • High-impact and Cross-Cutting CRM (Category 3 in Figure above) are used in a wide range of technologies and required to meet projected demand in a low-carbon world. One example is aluminium: It is used widely for both energy generation and storage technologies, with roughly 103 million tons of aluminium needed to supply 87% of solar PV and a range of other clean energy technologies to achieve a below 2°C future.
  • Cross-Cutting CRM (Category 4) is essential across a wide variety of technologies. One example is copper: it is used across all 10 energy technologies – so regardless of the low-carbon “pathway”, it is likely to be relevant in 2050. It also means that the clean energy transition will depend very much on the availability of copper itself.
  • High-impact CRM (Category 2) are only featured in a small number of technologies, but their future demand is significantly greater than today. One example is lithium, which will only be used in energy storage, but must ramp up its production by 488% to meet demand. Cobalt and graphite fall in the same category.
  • Medium-Impact CRM (Category 1), such as neodymium and silver, are needed for a small range of energy technologies, and their demand is not expected to grow significantly between now and 2050. However, neodymium is a key ingredient for offshore wind turbines.

Mining operators have a real opportunity to benefit from the rise in demand for critical minerals with targeted plans for a range of demand categories and paying close attention to how the nature of the clean energy transition will shape future demand.

ESG Impact of CRM​

  • Sustainability Requirements as Supply Chain Risk: Increasing pressure from investors, consumers, and governments for sustainable and ethical sourcing practices can pose challenges for companies that rely on critical minerals. Non-compliance with ESG standards can lead to reputational damage, legal liabilities, and loss of market access.
  • Refiners & manufacturers: The key challenges we will be focusing on for refiners and manufacturers will be how they demonstrate the provenance claims and ESG features of the inputs to the products that they produce and how the credentials about those inputs are 'attached' to the goods they are producing.
  • ESG standards & certifiers: The value of the standard and/or certifications are tied directly to the value the market places of having trustable proof that the goods or services meet the standard. A verifiable certificate provides this proof. The certification and accreditation community creates an important trust anchor.
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CRM Industry Processes

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The CRM supply chain is a complex, multi-tiered network that is determined by the global distribution of resources, the involvement of various stakeholders, technological and environmental challenges, market dynamics, and the inherent risks and dependencies within the chain.

Although the supply chain structure for specific CRM commodities may vary, a general mineral or metal CRM supply chain of process stages, operator, and output product can be defined as below:

D3Relationships

The CRM supply chain (metal and mineral) is composed of several distinct process stages including the flow of goods and services from the initial source, to the end consumer, and beyond to the post-consumption stage (recycling). All supply chain stages are connected by transport and logistics.

These stages represent the various processes involved in the production, transportation, and consumption of CRM products. The key identified business process stages, economic operators, and output products are described below. The UNTP-CRM project focuses mainly on the upstream production stages to the point of product assembly and market entry.

Process Stages​

  • Exploration and Mine Development: The initial and foundational stage is crucial for identifying new sources of raw materials and establishing the necessary infrastructure to extract these resources. It involves a combination of geological, technical, financial, and regulatory activities aimed at discovering and assessing mineral deposits. Followed by the preparation of the identified deposit for full-scale mining. This includes designing and constructing the necessary infrastructure, obtaining permits, and setting up the operations required to extract and process the minerals.
  • Extraction: This stage involves obtaining raw materials from the environment and is often referred to as the mining or harvesting phase. It includes identifying the locations of these materials, usually through geological knowledge, and developing methods to extract them from those locations, such as mining ores.
  • Beneficiation and Concentration: The primary purpose of this stage is to increase the concentration of valuable minerals within the ore, thereby improving the quality and economic value of the raw material before further processing or refining. Usually, a product undergoes various processing steps, including crushing, grinding, and separation techniques such as flotation, magnetic separation, or gravity separation. The concentration process increases the proportion of valuable minerals relative to the total volume of material, making it more economically viable to transport and further process the material to extract the desired metals or minerals.
  • Processing and Refining: CRM concentrate undergoes processing and refining to increase purity and prepare them for industrial use. This stage is energy-intensive and requires specialized facilities, often located in a few countries with the necessary technology and infrastructure. The refining process separates valuable materials from impurities, producing a marketable product.
  • Manufacturing: The refined materials are used in the manufacturing of components or final products. This stage includes the production of high-tech components, such as batteries, semiconductors, and magnets, which are integral to modern technologies. The manufacturing process is often globalized, with different stages occurring in various countries, leading to a dispersed and interdependent supply chain.
  • End-Market: CRM-containing products are imported and distributed to end-users, including industries and consumers. This stage involves further logistics and distribution channels to deliver products to their final destinations.
  • Recycling: End-of-life products containing CRMs are collected, dismantled, and processed to recover valuable materials, which can be reintroduced into the supply chain. This step reduces dependency on raw material extraction and mitigates supply risks.

Economic Operators​

  • Geological Surveys and Exploration Companies: Specializes in identifying and evaluating mineral deposits. Provide expertise in geological assessments and feasibility studies of mineral reserves – confidence measured by the geological knowledge and data, while the extraction would be legally, economically and technically feasible.
  • Mining Entity: A company operating mines and managing the extraction of raw material, or a provider of specialized mining services on a contract basis, often for large mining companies.
  • Processing and beneficiation entities: Facilities that handle the initial processing of ores, including crushing, grinding, and preliminary separation. Companies focused on enhancing the quality of ore through physical and chemical processes.
  • Smelter: An industrial facility that processes ores and concentrates on extracting and refining metals.
  • Manufacturers: Companies that use critical raw materials to produce components and products.
  • Importers, Distributors and Retailers: Facilitate the import movement of finished products from manufacturers to retailers or end-users, including cross-border import. Sell the final products to consumers or businesses.
  • Recycling Entities: Specialize in the collection, processing, and recovery of valuable materials from end-of-life products.

Output Product​

  • Raw Material (Mineral Ore): Natural or processed resources are used as an input to a production operation for subsequent transformation into semi-finished and finished goods. Primary raw materials are, as opposed to semi-finished products, extracted directly from the environment and can be traded with no, or very little, further processing.
  • Mineral Concentrate: A form of mineral ore in which the valuable minerals have been separated from the bulk of the waste material or gangue. Mineral concentrates can come in various forms depending on the type of mineral and the processing method used.
  • Metal or Chemical Product: Materials produced at the refining stage from mineral concentrates to meet the required purity and quality standards for their intended applications. Those products can be pure, precious or industrial metals, specialty alloys, electronic-grade materials, chemical products or chemical precursors.
  • Product Components: Specific product components transformed from refined metals and chemical products for a wide range of industries (electronic, automotive, renewable energy, etc.) and integrated into final end-products used by consumers, industries, and governments.
  • End-Product: Products that are utilized in various industries and are essential to modern life, technology, and infrastructure. In the context of CRM, those products relate to the green energy and digital economy, such as EV vehicles, energy storage systems, electronic devices, etc.
  • Recycled Materials: Recycled materials from end products are the valuable components or materials that can be recovered and reused after the product has reached the end of its useful life. In the context of CRM, those products are often metals or alloys.

Material Transformation Process at CRM Supply Chain Stages:​

Post-mining stages in the CRM value chain are comprised of a series of operations and treatments that transform raw materials from a raw-material state into substances which are then used to make semi-finished and finished products. Those transformational operations and processes signify the complexity of the CRM supply chain and require a definitive capture as a transformative event of product output.

The key information about those processes can be captured through the industrial flow sheets. Also known as process flow diagrams (PFDs), Flow sheets are visual representations of the sequence of processes and equipment used in the manufacturing or processing of materials in an industrial setting. These diagrams illustrate the step-by-step flow of materials, energy, and information through different stages of production, from raw material inputs to finished products. For example, the figure below depicts a simplified flow sheet of the pyrometallurgical process for copper extraction:

Figure3

Each Process Stage of the CRM Supply Chain (described above) has an industrial flow sheet. However, due to the greatly varying nature of CRM processing, transformational events should be addressed on commodity-specific flow sheets, e.g. Lithium, Copper and Cobalt supply chains. A flow sheet example for a copper mining operation is included in the Copper section below.

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About Critical Raw Materials

This section of the UNTP-CRM project website describes how CRMs are classified and outlines CRM supply chain and industry processes.

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Trust Anchors

Summary​

Trust Anchors service types are

  • registry operators
  • accreditation authorities
  • permits & licensing authorities

Planned Implementations​

Entity NameTypeImplementation ScopePlanned Date

Completed Implementations​

Entity NameTypeImplementation ScopeRelease Date

Implementer Profiles​

Entity X​

Paragraph about the company, products, CRM support, rationale

Entity Y​

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Industry Actors

Summary​

Planned Implementations​

Company NameAATP Role(s)Planned Date

Completed Implementations​

Company NameAATP Role(s)AATP SpecificationsRelease Date

Implementer Profiles​

Company X​

Paragraph about the company, products, AATP support, rationale

Company Y​

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Software Providers

Summary​

Planned Implementations​

Company NameProduct NameCRM SpecificationsRelease Date

Completed Implementations​

Company NameProduct NameProduct VersionCRM SpecificationsCRM VersionRelease Date

Implementer Profiles​

Company X​

Paragraph about the company, products, CRM support, rationale

Company Y​

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Business Case for Implementers

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The decision to implement AATP needs a positive business case to justify the investment. The purpose of this page is to provide a framework for business case development. We provide a generalised cost / benefit model and then discuss it's application to specific roles and industries. We also provide a separate cost benefit model and business case template for regulators.

Industry Cost Benefit Model​

The high level model shown below breaks benefits into three categories and costs into two categories.

  • Benefits accrue through increasing revenue and/or decreasing cost. Improved margins that result from that of course contribute to corporate value but there are also less tangible benefits at the corporate level such as brand reputation.
  • Costs are incured through changes to production processes to acheive greater sustainability and the implementation of traceability & transparency systems to communicate that verifiable sustainabilty.

Actual benchmarks for benefits and costs by industry sector and goegraphic region will become increasingly available over time as AATP implementations progress.

Business Case - Miners​

Business Case - Refiners​

Regulator Cost Benefit Model​

TBD - insert model diagram here

Business Case - Resources Regulators​

Business Case - Environment Regulators​

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Community Activation

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The Community Activation Flywheel​

Government​

Financial Institutions​

Trust Marks​

Industry Associations​

Supply Chain Actors​

IT Solution Providers​

Implementation Program Model​

Discovery Phase (Crawl)​

Alpha Phase (Walk)​

Beta Phase (Run)​

The Community Level Business Case​

Business Case Template​

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Value Assessment

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Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

Once a community or individual implements UNTP-CRM and transparency data starts to flow at scale, it will become important to continuously assess the actual value that is realised. Dashboards and scorecards that measure key performance indicators will energise ongoing action and provide valuable feedback at both community and national level. Therefore the AATP defines a minimal set of KPIs that each implementer can easily measure and report to their community - and which communities can report to national entities.

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Architecture

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Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

Overview​

The architecture is the blueprint for all the components of the specification and how they work together. It defines the design principles which underpin the AATP and shows the components working together from the perspective of a single actor and across the entire value-chain. The AATP is a fundamentally decentralised architecture with no central store of data.

Principles​

Each Actor​

Architecture for issuer

Entire Value Chain​

Architecture for verifier

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Conformity Credentials

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Versions​

TypeVersionDatestatusJSON-LD ContextJSON SchemaSample

Conceptual Model​

Conformity Credential

Mining Permit​

Emissions Intensity Credential​

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Facility Records

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Versions​

TypeVersionDatestatusJSON-LD ContextJSON SchemaSample

Conceptual Model​

Mine Site​

Refinery​

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Material Passports

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Versions​

TypeVersionDatestatusJSON-LD ContextJSON SchemaSample

Conceptual Model​

Conceptual DPP Model

Raw Material Passport​

Refined Material Passport​

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Identity Resolvers

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Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

Overview​

Identifiers of businesses (eg tax registration numbers), of locations (eg google pins or cadastral/lot numbers), and of products (eg GS1 GTINs or other schemes) are ubiquitous throughout supply chains and underpin the integrity of the system. UNTP-CRM builds upon existing identifier schemes without precluding the use of new schemes so that existing investments and high integrity registers can be leveraged. UNTP-CRM requires four key features of the identifiers and, for those that don't already embody these features, provides a framework to uplift the identifier scheme to meet requirements. Identifiers used in implementations should be discoverable (ie easily read by scanning a barcode, QR code, or RFID), globally unique (ie by adding a domain prefix to local schemes), resolvable (ie given an identifier, there is a standard way to find more data about the identified thing), and verifiable (ie ownership of the identifier can be verified so that actors cannot make claims about identifiers they don't own).

Facility Identifiers​

GLN etc

Material Identifiers​

Consignment Identifiers​

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Identity Resolvers

info

Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

Overview​

Identifiers of businesses (eg tax registration numbers), of locations (eg google pins or cadastral/lot numbers), and of products (eg GS1 GTINs or other schemes) are ubiquitous throughout supply chains and underpin the integrity of the system. UNTP-CRM builds upon existing identifier schemes without precluding the use of new schemes so that existing investments and high integrity registers can be leveraged. UNTP-CRM requires four key features of the identifiers and, for those that don't already embody these features, provides a framework to uplift the identifier scheme to meet requirements. Identifiers used in implementations should be discoverable (ie easily read by scanning a barcode, QR code, or RFID), globally unique (ie by adding a domain prefix to local schemes), resolvable (ie given an identifier, there is a standard way to find more data about the identified thing), and verifiable (ie ownership of the identifier can be verified so that actors cannot make claims about identifiers they don't own).

Facility Identifiers​

Material Identifiers​

Consignment Identifiers​

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Vocabularies

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Please note that this content is under development and is not ready for implementation. This status message will be updated as content development progresses.

Overview​

Web vocabularies are a means to bring consistent understanding of meaning to ESG claims and assessments throughout transparent value chains based on UNTP. There are hundreds of ESG standards and regulations around the world, each with dozens or hundreds of specific conformity criteria. Any given value chain from raw materials to finished product is likely to include dozens of passports and conformity credentials issued against any of thousands of ESG criteria. Without a consistent means to make sense of this data, UNTP-CRM would provide a means to discover a lot of data but no easy way to make sense of it. The UNTP defines a standard and extensible topic map (taxonomy) of ESG criteria and provides a mechanism for any standards authority, or national regulator, or industry association to map their specific terminology to the UNTP vocabulary.

Critical Mineral Vocabularies​

Corporate Disclosure Vocabularies​

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Technical Specification

The specification is the heart of UNTP-CRM. It defines the detailed specifications for interoperable implementations. This page provides an outline of the purpose and scope of each component of the specification.

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Critical Raw Materials

Scaling traceability and transparency through decentralisation and digital standards

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CRM Producers and manufacturers

Participate in global CRM traceability and be able to re-use your domestic ESG claims in export markets.

ESG Standard

ESG standards and certifiers

Map your ESG crtieria to a harmonised vocabulary and empower mutual recognition against other standards.

ESG Traceability Software

ESG Traceability software platforms

Align with interoperability standards and empower your customers to exchange ESG credentials up and down their supply chain.

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