2228 1.INTRODUCTION In an environment where the mining industry faces extreme pressure due to rising energy costs, scarcity and geopolitical risks, digital transformation has gone from being an option to a strategic necessity, rapidly rising in the ranking of sector risks. Minera Chinalco Peru S.A. responds to this disruptive challenge by overcoming operational fragmentation to focus on systemic value creation, defining "Integrated Execution" as its top priority through total synergy between Mine, Plant and Maintenance. This paradigm shift materializes through the Integrated Operations Management Center (GIO), which acts as a catalyst for the development of an agile and sustainable organization, integrating people, processes and technology under the Mine-to-Marketing & Tailings Lean Pull Value Stream Management 5.0 philosophy to eliminate waste, maximize systemic efficiency and achieve superior financial and productive performance with the commitment of "Zero Harm". The Mine-to-Marketing & Tailings Lean Pull Value Stream Management 5.0 model referenced here was created and developed by the author in 2015, grounded in experience and learnings accumulated since 2000 in continuous improvement and cultural change management. philosophy to eliminate waste, maximize systemic efficiency and achieve superior financial and productive performance with the commitment of "Zero Harm". Complementing this vision, the development of a dual organization, combining a robust, disciplined operational core with an agile digital innovation unit, enhances the strategic benefits of the GIO Center. The dual organization allows maintaining operational excellence and the reliability of critical operations while incubating and accelerating new digital capabilities, business models and energy efficiency solutions without disrupting production. Figure 4 – Integrated execution is our first priority This structure facilitates: 1. Greater resilience to external shocks by segregating risks and prioritizing operational continuity. 2. Faster scalability of proven technologies from pilots to full plant thanks to clear transfer routes between the agile unit and the operational core. 3. Retention and attraction of multidisciplinary talent by offering careers both in operations and
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