1824 o Tin concentrate from B2 plant produces lower CO2 emissions because less energy and water are used for production than the standard San Rafael concentrate (no underground mining or crushing required). o Positive social impact. The new plant is operated by 60% of local personnel, specifically trained. It resulted in the creation of 150 skilled jobs and the development of several local service companies. o Reduces/postpones the extraction of new resources and extends the life of existing resource deposits. Small footprint for new facilities reducing the impact on biodiversity o Strong governance and high environmental standards since the beginning of the operation • Project Management o The project was developed at full stage-gate from the Selection Phase Study, applying IPR and external reviews for critical components, making it more reliable o A robust implementation strategy that enabled us to meet the schedule and budget, and that made it possible to reach production ramp-up and recovery as planned, despite having been developed during the pandemic. o Project team with solid experience in construction and tin process • Transition to operations o Early involvement of the future operations team from the Selection Study Phase. They planned and executed their pre-mining activities with an organization fit per purpose, with an active participation in the commissioning and start-up processes o Training and capabilities improvement for the future operators from local communities and employment of well experienced personnel to ensure a fast start-up and ramp-up 5. CONCLUSIONS AND IMPLICATIONS FOR INDUSTRY This framework for the development and execution of projects, which combines business and sustainability principles, is helping us lay the foundation for future projects, balancing people, profits and the planet. 1. It is possible to integrate technical, sustainability, and economic factors from the initial project design. It is necessary to assess risks and opportunities at each stage of development to ensure its viability. 2. A mining project development framework, such as the stage-gate model, offers a disciplined and structured way to gradually assess investment risk before project execution is approved. It is essential to consider different aspects of the project, including value management, technical management, sustainability, project management, the transition to operations, and mine closure. 3. Project value drivers must be understood and assessed properly. Higher predictability of mineral resources to make business decisions at acceptable risk; and capital and operating cost efficiency. Don't wait until the end of the feasibility study to find out if the project can fly. 4. Sustainability strategy must be included in the project development process. Climate action and environment in design: circular economy principles, energy transition, natural resources care, and mine closure. 5. Social focus: We collaborate to improve the quality of life in the communities surrounding our mining activities and guarantee sustainable development throughout the project's lifespan. Building trust with neighboring communities is fundamental to creating shared value and social acceptance. 6. Understanding the true value of new technologies within the project is fundamental from the design phase. Applying them as needed is crucial for project development and mine’s lifespan. 7. It is essential to attract, motivate, and retain top talent for the project, not only for the construction and operations team, but also to secure the best consultants and contractors. Developing the skills and capabilities of the local population is crucial. Diversity and inclusion based on merit are fundamental.
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