2300 standards, they reflect a consistent approach that has progressively evolved and is now formally incorporated into the company’s strategic framework. This model is currently formalized through a sustainability strategy integrated into the company’s management processes. The 2025 Integrated Annual Report documents an update of Buenaventura’s materiality matrix, which serves to identify and prioritize the most relevant issues for both the company and its stakeholders. According to the report, this process involved internal and external actors, was validated at the Board level, and is used to guide objectives and management practices. The identification of eleven highly material topics suggests an effort to systematize sustainability considerations and to align operational decisions with long-term economic, social, and environmental impacts. Within this framework, the concept “Hacemos más que minería” (“doing more than mining”) can be interpreted as an operating logic through which the company seeks to generate value beyond the strictly extractive dimension of its activities. This perspective is broadly consistent with the notion of shared value discussed in strategic literature, although it is articulated in Buenaventura’s case through its own formulation of Shared Social Responsibility. In this sense, development is understood as the result of interactions among multiple actors, including the company, public institutions, and local communities, rather than as an outcome driven by a single entity. Buenaventura’s social management is organized around four main areas within this framework. These include engagement with communities and local authorities, the promotion of local economic development through initiatives such as the PRA Buenaventura program, participation in infrastructure projects (including electrification, roads, and water systems), and investments in human development, particularly in health and education. These areas reflect a structured model for territorial engagement that extends beyond mining operations and seeks to address broader development constraints in the regions where the company operates. In the case of PRA Buenaventura, initiated 24 years ago, Innova Rural data indicates that each dollar invested generates an estimated US$7.14 of benefit for local producers. In addition, the company has reported that annual billing from local suppliers reached US$377 million, suggesting a contribution to local economies. Within environmental management, water constitutes a critical operational and territorial dimension. Buenaventura’s water strategy combines efficiency in use, recirculation, storage, and governance mechanisms. According to the 2025 Integrated Annual Report, the company reports recirculation rates of approximately 99% in open-pit operations and 88% in underground mines, as well as an annual water storage capacity exceeding 108 million cubic meters. This is reinforced by external recognition through Peru’s National Water Authority (ANA) Blue Certificate program, awarded to Coimolache, El Brocal, and Julcani mines. This framework is consistent with industry guidance, such as that of the International Council on Mining and Metals (ICMM), which emphasizes the need to manage water at the catchment level, considering broader hydrological, social, and institutional dynamics beyond the operational boundary. These elements suggest a capacity to manage water resources at scale, including in regions where water availability is a sensitive issue, while integrating operational requirements with broader environmental and territorial considerations. The evidence presented in this section indicates that sustainability operates as an integrated dimension of mining activity, linking operational practices with territorial engagement and long-term decision-making. This integration provides a framework through which economic performance, environmental management, and social interaction are addressed in a coordinated manner. In this sense, the concept “Hacemos más que minería” can be understood as a practical expression of this integration, consistent with the World Mining Congress pillars of trust, transformation, and technology.
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