Executive Insight Magazine Issue 52

EXECUTIVE INSIGHT

Calibre Mining

Teck Resources

FQML GoingBeyond

Tradition

Amber’s Army is a Norfolk based family charity, that comprises of a board of Trustees that were a significant part in supporting the Sheehy family whilst their daughter Amber fought her Cancer battle, of which she lost in 2023 at the age of 8.

Amber was a true warrior in her battle against a brain tumour first diagnosed in 2019. The charity was established by Amber’s Mum & Dad in their daughter’s memo ry and created a charity that was unique in its intentions, that other children’s cancer charities did not fulfil.

Our intention is to help ‘Create Rainbows in the Darkest of Days’ for Norfolk Families who have a child with a terminal cancer diagnosis

What we do…

We help create memories and experiences that will last a lifetime, along with emotional support We are committed to provide our services fo r the whole family and not just the poorly child. When Amber was given a terminal diagnosis, we were able to make the impossible bucket list happen. We are not a ‘Wish’ charity, but understand that beautiful memories are often the smallest days out, precious family time, experiences money can’t buy and most important of all is that each memory we help create is filled with love, laughter and smiles.

Ho w we do it…

Families are either referred to us by Norfolk Hospitals or Hospices, or families reach out to us via social media or media placed in selected locations. We begin to work with the family and build a relationship with the whole family to ensure that no family member is left out. Amber’s Army will then begin to plan what the family needs and wants in relation to making memories and amazing exp eriences, but also assist in signposting the family to other means of emotional and financial support during this period. Amber’s Army is only able to do this through support, fundraising and donations, along with assistance with resources to enable the charity to function

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ISSUE 52INTRODUCTION

Dear Valued Readers,

It gives me great pleasure to bring you Issue 52 of Executive Insight Magazine. Our opening interview in Issue 52 is with Philip Besiimire, CEO of Vodacom Tanzania. Philip is an advocate for inspiring and developing women’s leadership and diversity within the company. With nearly half of the executive/leadership team being women, it just goes to show that Vodacom Tanzania is the perfect platform for complete inclusion and that all people can forge an exceptional career in management and executive positions. We also discuss their commitment to CSR programs with their M-PESA & M-Kulima platform. Their continued investment also sees Vodacom Tanzania progressing forward into the digital ages with continued investment into numerous 5G sites being rolled out across the country.

In this edition, we are really enjoying looking at Sustainable Mining and Environmental Best Practices. These practices shape the industry for the future and make a massive difference when we demonstrate how world leaders in the sector are committed to practicing exceptional standards.

Our cover piece for Issue 52 is on First Quantum Minerals (FQM) Australia and their Ravensthorpe Nickel Operations (RNO). Our cover interview is with Scott Whitehead, RNO GM. We talk about the visions for their Sustainable operations, reducing their carbon emissions, and how they’re producing power from their waste heat which reduces the reliance on using onsite generators. Gavin Ashley, Regional Manager of Projects and Operations, also shares his thoughts on the importance of future investments in renewable energy requirements, amongst other key operational developments.

Executive Insight also catches up with Petri Salopera, VP of Sustainability at Calibre Mining. We discuss Sustainable Prospects and the important topics that matter most to him, plus Calibre Mining’s visions for a more sustainable future. On top of this, their commitment to the environment and wildlife recently saw them partnering with the Centre for an Understanding with Nature (CEN). We close the thoroughly enjoyable conversation with Petri, highlighting their projected 20% production growth this year at their Nicaragua operations from 250,000 ounces to 275,000. An exciting year for the organisation and a very beneficial impact for Nicaragua too.

Sincere best wishes,

Jon Bradley

Head of Editorial Content

CONTENTS

Mining and Sustainability Imperative The Jewell

In this preface and throughout issue 52 of Executive Insight Magazine, we will delve into the complex landscape of sustainability in mining, exploring how companies can integrate responsible practices into their operations while also driving financial success. These two elements are far from mutually exclusive to one another.

By understanding the environmental challenges, embracing innovation, practicing responsible resource management, and leveraging the circular economy, mining businesses can forge a path towards a more sustainable and profitable future.

Especially with increasingly ambitious legislative changes; the mining industry (while essential for economic growth) faces colossal and mounting pressure to address its environmental and social impact. Striking a balance between sustainability and profitability is a paramount challenge for businesses operating in this sector.

To start with; Mining companies must recognize that environmental challenges can be turned into business opportunities. By adopting sustainable practices, businesses can gain a competitive edge, enhance their reputation, and attract socially conscious investors in the process.

Technological innovation is a vital catalyst for sustainability and profitability in the mining sector. By embracing cutting-edge solutions, companies can streamline operations, improve efficiency, and reduce costs. These could include (but are not limited to); the adoption of autonomous vehicles and drones to optimize extraction processes, data analytics and AI-driven systems for enhanced decision-making and resource allocation, sensor technologies for real-time monitoring and predictive maintenance, as well as robotics/ automation to improve worker safety and overall operational efficiency.

Responsible resource management is especially crucial for the long-term viability of mining businesses. A benefit of embracing sustainable practices is that companies can build strong relationships with stakeholders, cultivating a socially responsible image. Importantly, the circular economy presents significant opportunities for mining companies to optimize resource use, reduce waste, and improve profitability. By adopting circular principles, businesses can enhance their competitive advantage and create new revenue streams.

Helping local communities

We think it is worth paying particular attention to the importance of mining companies helping the communities they work in. Over the years, we have observed that this huge topic has perhaps been under-reported on - so we will examine its benefits in slightly finer detail.  Especially in light presence of mining companies in communities can have a significant impact beyond economic considerations.

It should probably go without saying, but the presence of mining companies in communities can have a significant impact beyond economic considerations.  It is essential for mining companies to recognize and fulfill their responsibility to help the communities they operate in. By actively engaging and supporting local communities, mining companies can foster positive social development, enhance relationships, and contribute to long-term sustainable outcomes.

Mining companies have a huge power to bring about positive social change by investing in local communities. These communities often bear the brunt of the environmental and social disruptions caused by mining activities. By contributing to community development initiatives, mining companies can address key social issues, such as education, healthcare, infrastructure, and skills training. Investing in education, for instance, can empower local residents with the knowledge and skills necessary to pursue alternative livelihoods and reduce their dependence on mining activities. Such investments not only improve the lives of individuals but also contribute to the overall stability and prosperity of the community.

Open and transparent communication channels are vital to ensure that community members’ concerns are heard and addressed. By actively in-

volving community representatives in discussions regarding mining activities, environmental impact assessments, and land use, mining companies can demonstrate their commitment to shared decision-making. Engaging with local stakeholders in a meaningful and respectful manner helps to build trust, alleviate conflicts, and promote a cooperative relationship between the company and the community.

Finally on this slightly meandering train of thought, mining companies have a moral responsibility to minimize their environmental impact and ensure sustainable resource management. Implementing responsible mining practices that prioritize environmental conservation and mitigation of ecological damage is crucial. By adopting innovative technologies and practices, mining companies can reduce their carbon footprint, manage water resources responsibly, and minimize waste generation. Engaging in land reclamation and ecosystem restoration activities can help restore biodiversity and ensure the long-term ecological health of the area. These efforts not only benefit the local environment but also contribute to the overall sustainability of the community.

In conclusion; as the companies we feature in this issue demonstrate, the mining industry is undergoing a transformative journey towards sustainability and profitability. By recognizing environmental challenges as business opportunities, embracing technological innovation, practicing responsible resource management, and leveraging the circular economy, mining companies can position themselves for long-term success. These strategies not only contribute to a more sustainable future but also enhance operational efficiency, reduce costs, and foster stakeholder trust. Mining businesses that proactively embrace sustainability will be wellequipped to navigate regulatory changes, attract investment, and create lasting value for both their shareholders and the environment.

With concerted efforts, the mining sector can balance economic development with environmental stewardship, ensuring that future generations inherit a planet that is both prosperous and ecologically vibrant.

We hope you enjoy the entirety of this magazine and the high quality of content produced for you.

“Mining companies must recognize that environmental challenges can be turned into business opportunities.

Digital Age into the Leading Tanzania

As Tanzania’s leading mobile operator and mobile financial services provider, Vodacom Tanzania Public Limited Company has a major role in enhancing the lives of the country’s population - its network leadership helps to transform communities, to create jobs through direct and indirect employment, advance solutions in health and education, and connect the country to the future.

Vodacom Tanzania is the country’s leading communications company, providing a wide range of services for consumers and businesses including voice, data, messaging, financial services and enterprise solutions. The company has the widest coverage network

with the fastest internet speeds in Tanzania, providing services to more than 18.6 million customers.

Since its foundation, Vodacom Tanzania has used its mobile technology to improve lives across the country. Vodacom Tanzania Plc’s Managing Director, Mr

Philip Besiimire noted that through innovation and community-driven insights, the company has been able to come up with products and services that touch on key socio-economic sectors such as health, education, agriculture, and mobile financial services.

The company’s M-PESA platform is helping to improve financial inclusion, while its education platform such as E-Fahamu is helping provide free educational resources to students and teachers. The M-Kulima platform was designed to provide farmers with digital agricultural services.

Vodacom also recently announced that the mobile m-mama service offered through its Vodacom Tanzania Foundation, which provides emergency transport for pregnant and postpartum women, will be scaled up from one Tanzanian region to cover more than 50% of the national population across all regions. This scale up is an example of public-private-partnership and made possible through partners like USAID and Vodafone Foundation.

“At the centre of what we do is ‘purpose’. It is not a buzzword or phrase, we actually believe in it, and we practice it. We are using technology

to really make things better for society, to solve real human problems,” emphasised Philip Besiimire.

Purpose-driven enabler

Vodacom Tanzania employs some 560 people directly, but indirect employment includes close to 200,000 people working as agents within the distribution network and in network maintenance.

The company is amongst the top 10 taxpayers in the country and rising, having achieved an excellent financial performance over the last 12 months, posting a net annual profit of Sh44.6 billion (€ 16.9 million). Mr Besiimire explained that this growth has been the result of several factors, including reduced levies on mobile financial services, but primarily of enhanced commercial operations.

“We saw an increase in customer numbers, and we saw more customers using data, in other words, more users and more usage,” he said, pointing out that Vodacom’s alternative businesses - enterprise business and fixed services business - have also grown.

Also last year, Vodacom Tanzania signed a major fibre investment deal to support the Tanzanian government as it seeks to give 80%

of the population access to broadband by 2025. The contract, worth €4.29 million, signed by Vodacom Tanzania with The National ICT Broadband Backbone (NICTBB), a national fibre optic cable network, will allow Vodacom to enhance connectivity in rural Tanzania.

“In a country where three-quarters of the country’s workforce works in the agriculture sector and most of them reside in rural Tanzania, our innovative solutions have accelerated farmers’ registration on their M-Kulima platform reaching over 3.1 million farmers. M-Kulima is designed to provide farmers with digital agricultural services including cashless electronic payments, market information, and weather forecasts, all delivered through mobile devices, and through their latest partnership with UCSAF, more farmers will benefit from such services.”

Making a difference

Vodacom’s role in moving the country forward is unquestionable. The company describes itself as a creator and change agent that powers digital inclusion and social innovation for positive impact in Tanzania. “We are solving real future problems with our technology and the capability

we have. We’ve got a clear framework internally on how we want to evolve, and what we would look like in a few years’ time from now,” affirmed Mr Besiimire.

Investment in local communities is an important priority for the company. To this end, in 2006 the company established the Vodacom Tanzania Foundation that works collaboratively with a diverse set of expert Non-Governmental Organizations (NGOs) and Community Based Organizations (CBOs) to support and complement development efforts by Tanzania’s government.

“Community development initiatives include health and education, but now we are starting to focus also on entrepreneurship and innovation in that space. For example, our entire distribution network is outsourced to a third party. And for some of these people, it is the first time they’ve actually run a business. So, there’s a lot of business upskilling needed.”

He further emphasised that Vodacom is a strong advocate of diversity and inclusion. “Within the executive team, more than 50% are women, and within the broader leadership team we have 44% female representation. We are very focused on growing that

throughout the rest of the organisation, making sure that the entry criteria are continuously shining the light on gender diversity.”

New horizons

Going forward, the company is set to expand its reach. In 2022, Vodacom introduced Tanzania’s first 5G network, in line with the company’s network investment to meet growing customer needs, and invested significantly in network coverage, capacity enhancement,

and IT infrastructure improvements, adding 260 5G sites and deploying 283 kilometres of fibre, providing highspeed connectivity to businesses.

Additionally, Mr Besiimire said, Vodacom invested $63.2 million in the Tanzania Communications Regulatory Authority’s spectrum auction and purchased four blocks of key low- and mid-band spectrum. “With this acquisition, we will be able to maximise our fixed-wireless access

growth potential and make even more progress towards closing the digital divide,” said Mr Besiimire.

“We are also focusing on the Internet of Things and its deployment as we are going outside of the traditional space of consumer-led solutions, moving to providing Enterprise and Government Solutions. We are also progressing in the arena of financial inclusion, building a big merchant ecosystem so that we can support

the government’s ambition of going over to a cashless economy.”

In concluding, he affirmed that his personal goal is for Vodacom to continue to grow in line with the purpose-led vision. “It’s important that we maintain a purpose-led organisation, because that’s the only way we can be sustainable as a business. Then we can invest in the community, open up new opportunities for people, all while changing lives for the better through technology.”

“

“Community development initiatives include health and education, but now we are starting to focus also on entrepreneurship and innovation in that space.

Going Beyond Tradition

First Quantum Minerals Ltd, a global copper and nickel producer, has operations and future developments that span four continents and diverse conditions. The group has recently restarted its significant nickel project in Western Australia and is set to ramp up production in line with increasing demand for the metals needed for the electric vehicle sector. Executive Insight’s Jon Bradley spoke to two members of the company’s management, Gavin Ashley and Scott Whitehead to find out more.

MACA is an Australian-founded contracting group servicing the mining, resources, and construction industries for over 20 years.

As a proud Thiess company, MACA is a trusted mining and resource partner. We understand that every mining operation is unique and work closely with our clients to deliver operational expertise and equipment tailored to meet their specific needs.

This approach has been particularly successful at First Quantum Minerals Ltd (FQML) Ravensthorpe Nickel Operations mine.

In 2019, MACA was awarded the five-year $480M open-pit mining service contract delivering drill, blast, load, haul and crusher feed services.

Since project commencement, MACA has worked closely with FQML to understand operational objectives and tailor services to provide flexible, cost-effective solutions to improve performance.

MACA has demonstrated its ability to deliver results that exceed client expectations and through mutual agreement with FQML, has provided additional works such as mine rehabilitation, site facilities, tailings dam lifts and camp facility enhancements to benefit respective employees.

Both MACA and FQML recognise the importance of supporting the local community and together strive to make a positive impact through employment, procurement, local involvement, and sponsorships.

MACA’s reputation for delivering high-quality mining services has been enhanced through this partnership which is a testament to the value that a strong client and contractor relationship can bring to a mining operation. We thank FQML for the opportunity to work together at the Ravensthorpe Nickel Operation and look forward to continuing our strong relationship well into the future. To find out more visit maca.net.au

YOUR MINING AND RESOURCE SECTOR PARTNER

OPERATING DIVISIONS

Company contact: Josh Redmond General Manager - Mining

MACA

an international contracting group providing services to the mining, infrastructure and construction sector industries for over 20 years. With a team of highly skilled and dedicated professionals, we deliver operational expertise and equipment tailored to suit the needs of our clients and end-users.

Mining

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MACA is a proud Thiess company.

First Quantum Minerals Ltd (FMQ) is one of the world’s top 10 copper producers, operating across four continents and employing about 20,000 people.

Gavin Ashley, FQM’s Regional Manager for Projects and Operations, described the group’s global footing: “We are a globally recognised business, headquartered in Canada but operating around the globe. We’re a rather decentralised group and our sites are quite autonomous in their operations, having full accountability for running their business. In this respect, we are not the typical sort of mining company.”

FQM’s global operation portfolio includes the Ravensthorpe Nickel Operation (RNO), an open-pit mine and primary processing plant located in the south west of Western Australia. FQM acquired 100% of the Ravensthorpe project, which was then a decommissioned mine, in 2010. In 2017, the mine was put on care and maintenance due to persistently low nickel prices.

In early 2020, the mine was restarted creating over 600 new jobs. A year later, the company sold a 30% equity interest in the Ravensthorpe Nickel Operation to POSCO, one of the world’s largest steel producers, and the mine is now poised to ramp up to full production levels.

Gavin explained that regarding Ravensthorpe, his role is more or less focused on operational oversight and supporting the FQM projects. “From a corporate perspective, in projects my responsibilities include the engineering, procurement, costs of scheduling site functions

within the project scope. FQM does not operate within a firm organisational structure so the roles tend to be fluid, which again, is unusual for a typical company of our size.”

The asset itself is managed by Scott Whitehead, Ravensthorpe Operations General Manager, whose accountability covers the asset’s operation from the start of the process, i.e. mining the mineral, right through to processing, logistics, shipping and ultimately liaising with the group’s trading arm, which sells the final product in the market.

“My role encompasses pretty much everything on site. We have a permanent workforce of about 450 people and then some 200 to 250 contractors, and I’m responsible for all functions from Health, Safety & Environmental, Training, HR to Production, Maintenance and Engineering,” said Scott, affirming Ravensthorpe is a unique technical operation, and a very rewarding place to work, in a good location with great people.

“Ravensthorpe is a unique technical operation, and a very rewarding place to work, in a good location with great people.

Callidus: Providing Expert Support to FQML at RNO Site

Callidus, a leading provider of corrosion and erosion solutions, has been collaborating with First Quantum Minerals Ltd (FQML) at their Ravensthorpe Nickel Operation (RNO) site to optimize operations and achieve maximum efficiency. Callidus has a vast experience in hydrometallurgy and has been offering its expertise in high-pressure acid leaching (HPAL) to the RNO site since commissioning. FQML has benefitted from the technical knowledge and experience of Callidus in the areas of valves, process piping, pressure vessels, shutdown repairs, and critical spares.

Callidus is known for its wide range of qualifications held by its personnel, and the company ensures that its personnel are trained and equipped with the latest skills and knowledge to deliver quality solutions to its clients. At the RNO site, Callidus personnel have provided critical support for the maintenance and repair of equipment, as well as offering technical advice and guidance to FQML.

Callidus specializes in providing valve services and operates a dedicated workshop for non-ferrous and exotic materials such as titanium, duplex, and other high-performance alloys. The company’s focus on delivering high-quality and reliable valve solutions has earned it a reputation as a reliable and trusted partner for any valve or exotic material project. Callidus prides itself on its knowledgeable and experienced staff, who are committed to providing exceptional service and solutions to its clients.

In conclusion, Callidus has been a key partner in the success of FQML at the RNO site. With its expertise in HPAL and a team of highly qualified personnel, Callidus is committed to providing exceptional engineering and maintenance solutions to its clients. The collaboration between Callidus and FQML has been fruitful, and it is a testament to the strength of the partnership between the two companies.

Restarted to ramp up Ravensthorpe comprises three separate deposits of low-grade nickel-inlaterite. Operations involve mining in three open pits, and ore processing in a beneficiation plant – a

simple scrubbing and screening process which upgrades the nickel laterite ore.

Sulphuric acid is produced on site in a double absorption acid plant for the leaching process. Waste heat from the

acid plant is recovered and used to generate most of the site’s electrical power as well as providing heat for the leaching process.

Ravensthorpe uses seawater piped from the Southern

Ocean and pumped via a 46km pipeline. Desalination on site provides fresh water for steam production and brine for use in the beneficiation circuit. The project includes purposebuilt facilities at the

“ EXECUTIVE INSIGHT MAGAZINE I SUMMER 2023

port of Esperance for importation of sulphur for the acid plant and the export of MHP product from the plant.

Gavin explains that bringing the mine back into operation has had its challenges. “When we acquired the asset, we restarted and ran the operation for a few years to a point where nickel prices had collapsed. Shutting the mine had a major impact on the local community. So, building up credibility

and trust in our community and our stakeholders was key.”

Since restarting the mine, the company has invested some $130 million in the technology, expanding the mining operation with the opening of a new nickel deposit, known as ShoemakerLevy, extending the life of the mine by at least 20 years. Annual production is targeted at around 30,000 tonnes of nickel per annum. Gavin points out that FQM

is investing a lot in ensuring the reliability and integrity of the asset and ramping up production, which last year was just under 22,000 tonnes.

The human force

Speaking about challenges, Scott noted: “One of the challenges is to attract and retain good people, not an easy task in Western Australia, with its strong mining sector and tight labour market. As we continue to expand

our mining footprint, the task doesn’t get any easier, with only so many people available in the country.”

He pointed out that Ravensthorpe has a diverse and inclusive workforce and the company is also trying to engage people with no previous mining experience, installing special training programmes to bring new people into the industry. “We have an apprenticeship programme in place

which we are looking to expand. We are also promoting being an equal opportunity employer and providing flexible working arrangements for some roles to broaden our demographics.”

Gavin elaborated that FQM’s culture focuses on supporting an individual approach and thinking outside the box within a given framework. “We like people to use their minds, we want people to engage and be part of the solution and we want them to have the freedom to be able to do that.”

Collaboration with the local community is crucial and Ravensthorpe is lucky in this respect, given its favourable location. This is also one of the aspects that make the project unique. Unlike most of Australian mining operations located in remote areas, Ravensthorpe is just 50 km from the coast, offering the opportunity to live residentially. “Being home every night with family and being able to live in a coastal community is a key differentiator for us,” acknowledged Scott.

Work with the indigenous population is also highly important for the company, he affirmed, explaining that the company has appointed a dedicated liaison officer for communication with the traditional owners, the Noongar people, and supports the young generation of Indigenous children within a grant scheme that covers education, training as well as health. “The feedback has been really positive.”

Industry innovator

Speaking about what further distinguishes FQM from other mining companies, Gavin highlighted the capability to self-perform its projects. “We build projects from start to finish, which provides really strong ownership

We like people to use their minds, we want people to engage and be part of the solution and we want them to have the freedom to be able to do that

of project outcomes and risks. The projects ramp up fast, they’re owned by our people in the operation, and that’s a key element.”

He added that FQM is also a very innovative company with a flat organisational structure, not averse to taking appropriate risks, adopting innovative approaches serving to the betterment of the industry.

“We are driving innovation also at a broader level. Ravensthorpe is making a product that will be used predominantly in the electric vehicle battery market. We’re one of the lowest carbon intensity producers of laterite nickel in that area. We use seawater for our process water. We generate our own power right on site, we’re not connected to the grid. We fully contain our tailings and waste wastewater on the site. This approach is pretty unique in the industry.”

Right now, the company is contemplating the deployment of more energy-saving technology and a switch to wind power, reducing the mine’s reliance on supplementary diesel generators. “We are investigating the

possible installation of a wind farm to supplement our power generation. So that would further reduce our carbon intensity,” stated Scott, adding that project is in its early design stages and expect the project may take up three years for the necessary approvals and construction to take place.

Reliability and integrity

Gavin emphasised again that the focus now is on ensuring the safety, reliability and asset integrity of the Ravensthorpe Nickel Operation. Although supply chains continue to face some difficulties, the company fosters long term relationships with its suppliers, working in partnership to resolve any potential issues, and striving to leverage each other’s strengths.

Scott affirmed that Ravensthorpe supports local businesses as much as it can but given the nature of the business, uses contractors on a national or international basis. “We support the local business forum in the area and we are very much engaged and connected with the local business network. We do have a lot of specialised, unique equipment here at

Ravensthorpe, so we also draw from abroad from time to time for technical specialists.”

Asked how he sees Ravensthorpe developing over the next 12 months, he said: “The key focus areas will continue to be staff attraction and retention, safe and steady operations increasing production, and, as Gavin pointed out, assuring the reliability and sustainability of our production.”

Gavin added another dimension from the corporate perspective: “From the First Quantum point of view, historically Ravensthorpe

has been a nickel operation inside a copper company. And right now, we’re commissioning our second nickel operation, the Enterprise operation in Zambia, that is expected to ramp up to full plant throughput in 2024.”

“So suddenly, FQM is going to be a major producer in the nickel industry, both in the sulphides and the laterite segments. Increasing our nickel capability as well as bringing on our other growth projects in the copper operations is a big focus in 2023. I think these are pretty exciting times.”

C-SERIES, 10-INCH, 600 CLASS RAVENSTHORPE NICKEL OPERATIONS WESTERN AUSTRALIA

So suddenly, FQM is going to be a major producer in the nickel industry

Prospects Sustainable

Calibre Mining Corp. is a Canadian-listed growing mid-tier gold producer with a strong pipeline of development and exploration opportunities across the Americas. The company operates five gold mines: one in Nevada, USA, and four in Nicaragua. Sustainability plays a major part in its business strategy, affirms Petri Salopera, Calibre’s Vice President of Sustainability.

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Calibre is a diversified producer in the Americas, with operating gold mines in Nevada and Nicaragua. The company has strong growth potential and focuses on building long-term sustainable value for its shareholders, the communities in which it operates, and all stakeholders.

2022 was a record year for the company in terms of gold production, with significant reinvestment in exploration, including a 170,000-metre drill program across all assets. Calibre is looking at further growth in 2023.

The majority of Calibre’s assets are located in Nicaragua, a country with a strong mining tradition. The company entered Nicaragua in 2009. Ten years later, Calibre acquired 100% ownership of La Libertad and El Limon mines and mills from B2Gold, along with several exploration projects. Since then, Calibre has invested significantly in business development, with demonstrated results in terms of gold production, identification of exploration targets, discovery of new deposits, and growth of reserves.

Initiating production in Q2 of 2023, Eastern Borosi is the most recent satellite mine Calibre has opened to provide ore to its plant at La Libertad. The

company now has four operating mines and two mills in Nicaragua: El Limon Mine and Mill, La Libertad Mine and Mill, Pavon Mine and Eastern Borosi Mine.

Operations in Nicaragua

Gold is currently Nicaragua’s top export commodity, and Calibre is one of the largest single exporting companies of any product from Nicaragua. This means that the impact of the

company’s activities on the country are significant from both economic and social perspectives. From the beginning, Calibre has striven to operate its assets in a manner that is protective of people, respectful of human rights and cultural heritage, with a strong focus on economic development and protection of the natural environment.

“With more than 3,500 workers across our assets, we are

clearly the main operator within the mining industry in the country,” said Mr Salopera, reiterating Calibre’s strong focus on local hiring: “96% of our employees in Nicaragua are Nicaraguan nationals, of whom 78% are from the communities immediately adjacent to the operations where they work.”

With wide-ranging industry experience leading multi-disciplinary teams, mostly related to sustainabil-

“ “ EXECUTIVE INSIGHT MAGAZINE I SUMMER 2023

ity, Mr Salopera was contacted by Calibre in 2021, as the company was seeking to strengthen its ESG performance and, particularly, its strategic planning and execution around sustainability.

“One of the things that attracted me to Calibre was its focus on improving ESG policy, as I saw a very interesting opportunity to contribute to what I consider essential: long-term,

sustainable value for all stakeholders, from both social and environmental perspectives.”

Mr Salopera affirmed that the company is committed to significant social investment in the communities where it operates, focusing on sustainable projects to improve health, education, livelihoods and social infrastructure.

“Beyond labour opportunities, which of course are important from the

economic perspective, our objective has always been to contribute on a wider scale, from introducing more resilient agricultural practices and promoting women’s entrepreneurship, to supporting local educational systems, facilitating healthier homes with smokeless stoves, and improving people’s access to clean water.”

Under Mr Salopera’s leadership, Calibre has made significant pro-

gress in terms of its sustainability strategy, although he insists that any advance is a collective effort. “What we have achieved over the last two years is the result not only of our talented and committed sustainability team, but of all Calibre’s different departments, working together to improve our ESG performance.”

One tangible result of these efforts is Calibre’s five-year sustainability strategy, which spearheads the company’s environmental, social and governance efforts, but also integrates these efforts fully within the overall corporate strategy.

New Sustainability Report

The company recently published its third annual Sustainability Report, which details Calibre’s 2022 ESG performance in both Nicaragua and Nevada and highlights the important progress made to reduce Scope 2 Indirect GHG emissions. The company succeeded in signing an agreement with the

local Central American energy provider, a holder of the IREC certification, to guarantee that all energy purchased by the company from the grid be 100% produced from renewable resources.

“This is a very important step internally,” Mr Salopera noted, “and a tremendous contribution to mitigating climate change.”

The company’s commitment to transparency and open engagement with stakeholders has resulted in significant achievements. In 2022, Calibre reported zero substantiated cases of human rights violations and zero significant instances of non-compliance with laws and regulations, as well as zero substantiated incidents of supplier corruption.

Also in 2022, 88% of all Calibre security personnel received formal training on the Voluntary Principles on Security and Human Rights, and the company significantly reduced the carrying of firearms by its contracted security guards in Nicaragua.

“We provide internal training to both our staff

as well as suppliers and contractors. Safety is one area of focus among all mining companies, but Calibre also has very extensive environmental and human rights training, for all people associated with the company.”

Speaking about the wider global network, Mr Salopera acknowledged that Calibre has been lucky to remain largely unaffected by worldwide supply chain challenges and disruptions. “We work closely with our suppliers to make sure that required products and services are available as and when needed on site. Solid, trustworthy relationships with suppliers enable us to predict potential issues and address them before they happen. Another important aspect, which also supports the local economy, is that we link local suppliers with larger contractors; this helps to raise the former’s standards and opens new business opportunities for them.”

Local partnerships

Petri Salopera further affirmed that environmental protection is a priority across all levels of Calibre’s mining operations. The company carries out consistent monitoring and reclamation activities in previously operated areas to ensure biodiversity as well as environmental rehabilitation.

“From the environmental perspective, the participation of local communities in our efforts has been fundamental,” he emphasised, highlighting, in particular, Calibre’s cooperation with the Centre for an Understanding with Nature (CEN), an organisation focused on conservation and rehabilitation of natural and agricultural ecosystems in the mountain regions of northern Nicaragua.

“CEN has been fundamental in providing the local knowledge needed to invest successfully in sustainable local development. The strategic partnership that we have today is something of which we are very proud. We believe that building a relationship with local communities is the right way to operate. Creating local alliances through grassroots organisations and through the participation of host communities is key for the success of any company.”

An example of the benefits of such cooperation is the activity around Calibre’s Pavon Mine. In June 2022, Calibre received from the Nicaraguan Ministry of the Environment and Natural Resources the key environmental permit for development and production of the Pavon Central open-pit mine, having

“ “ EXECUTIVE INSIGHT MAGAZINE I SUMMER 2023

worked closely with environmental consultants and CEN to develop top-quality project engineering with minimal impact on the environment.

In areas around its Pavon operations, the company is implementing socio-environmental initiatives focused on water conservation and sustainable forestry. Since 2010, Calibre has planted more than one million trees, restored more than 200 hectares of forest in Nicaragua, and protected more than 2.2 million bees, essential to restoring local ecosystems and biodiversity.

Water sources are another highly impor-

tant topic. Mr Salopera explained that in and around Calibre’s areas of operation, the company ensures that water sources are protected and sustained. Deploying the latest technologies, Calibre complies with the highest standards of engineering and environmental monitoring at its tailings-storage facilities, ensuring that safe and regulated processes are in place, and allowing 77% of the water used to be recycled.

Continuing organic growth

With its strong social and sustainability strategy, Calibre is set to continue playing an essential role in the

Nicaraguan mining sector. With its rich mining heritage, the country has seen the positive impacts and benefits that responsible mining can bring. Nicaragua has enjoyed strong economic growth compared to other Central American countries, and the government has made significant investments in the country’s infrastructure.

Calibre has started 2023 successfully, delivering record gold production, expanding its operating strategy, and continuing to solidify its position as a growing mid-tier gold producer. In May, the company announced that mining had com-

menced at the Eastern Borosi open pit mine and ore deliveries were underway to the Libertad processing plant, successfully transforming the Eastern Borosi exploration project into a producing mine.

Calibre’s 2023 guidance calls for production growth of 20% to between 250,000 and 275,000 ounces, and the company expects grades to continue to improve in 2024. As such, Calibre Mining is well-positioned to continue on a path of robust organic growth, achieved in large part due to its strong sustainability strategy that seeks to secure benefits for all stakeholders.

Calibre has started 2023 successfully, delivering record gold production

More than 200,000 meters drilled over the last five years for mining exploration as well as geotechnical investigation and instrumentation throughout the Central American region, make evident the trust of our clients.

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Forward Copper Way

Moving on to the production phase with its flagship copper project in Chile, Quebrada Blanca Phase 2, Canadian mining company Teck will not only have a major impact on the global supply of copper, increasingly in demand for the energy transition, but also on the life of this South American country. Varinia Aranguren, Commercial Director for the Teck QB2 Project, gave us an oversight of the project’s development, its challenges, and future expectations.

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Arcadis is the world’s leading company in providing sustainable design, engineering, digitization, and consulting solutions for natural and built assets. With over 36,000 architects, data analysts, designers, engineers, project planners, water management and sustainability experts, the business is driven by a passion for improving the quality of life.

Arcadis’s mission is to find solutions to today’s most pressing challenges, from the impact of climate change to urbanization and digital transformation, all with the goal of improving the quality of life for people around the world. This is reflected in the work it does for its clients, the opportunities it creates for its employees, and its efforts to improve the communities in which we all live and work. The company brings together world-class resources and the latest innovative technologies to help shape the cities and experiences of tomorrow.

Growing urbanization, climate change, increased digitalization, and greater societal expectations are presenting challenges for clients all around the world, and there is growing demand for the type of solutions

Established over 100 years ago, Teck Resources Limited has grown into Canada’s leading mining company, focused on providing products that are essential to building a better quality of life for people around the globe; with operations and projects in Canada, the United States, Chile, and Peru.

In Chile, the company currently has operations in Quebrada Blanca (QB) and

and services Arcadis offers to address these problems. In response, Arcadis’s strategy is centered on maximizing impact by providing focus, global scale and a strengthened sustainable and digital offering to the clients and communities it serves.

This vision is based on a balance between economic, environmental, and social perspectives, which is reflected in the quality of its projects and its commitment to sustainability. With offices in 70 countries, Arcadis can deliver exceptional and sustainable solutions throughout the entire project life cycle.

Diversity and inclusion are fundamental to business success and innovation, and Arcadis promotes a diverse and inclusive workplace, fostering the professional development and growth of all individuals within the company. In this sense, female leaders in the company stand out, from engineers and scientists to finance and marketing experts, demonstrating Arcadis’ commitment to gender equity and equal opportunities.

In Chile, Arcadis has collaborated with Teck Resources Ltd, a leading mining company committed to responsible mining and mineral devel-

Carmen de Andacollo (CDA) but its prime high-quality asset is the development at Quebrada Blanca Phase 2 (QB2), Teck’s flagship copper growth project. With the completion of QB2, Teck will double its consolidated copper production and has the potential to become one of the top 10 copper producers in the world.

The QB2 project is one of the largest undeveloped copper

opment. Together, we are developing innovative solutions to manage tailings deposits, a typical byproduct of mining.

During the development of the QB2 Tailings Facility project, collaboration played a crucial role in achieving success. A notable instance of this was the implementation of an optimized disposal strategy in the final stages of the project to mitigate the risk of start-up delays. This involved the development of a contingency plan, to account for potential delays in the dilution system start-up. The plan was formulated within a tight deadline and entailed adjusting the timing of pumping from the clear-water pond, identifying alternative pumping intake locations, and identifying potential additional works at an early stage. Thanks to this mutual effort, the project was completed within the desired timeline, and the risk of start-up delays was minimized.

The cooperation between Arcadis and Teck Resources Ltd in Chile is a prime example to its commitment to sustainability, and we are proud to be part of a team that is working towards a more sustainable future.

To find out more, visit Arcadis.com

resources in the world. QB2 has an initial mine life of 27 years with significant potential for future growth. The project incorporates extensive environmental measures, including the first large-scale use of desalinated seawater for mining in Chile’s Tarapacá Region and stringent protection of flora and fauna in the Andes.

Teck holds a direct 60% interest in Quebrada Blanca, while Sumitomo Metal

Mining Co., Ltd. And Sumitomo Corporation together have a collective 30% indirect interest in the mine, and ENAMI, a Chilean state agency, has a 10% non-funding interest.

The Quebrada Blanca mine is located in the Tarapacá Region of northern Chile at an elevation of 4,400 metres, approximately 240 kilometres southeast of the city of Iquique and 1,800 kilometres from Santiago.

Quebrada Blanca

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is currently an open pit operation, which leaches the ore to produce copper cathodes via processing in an SX-EW plant. Copper cathode is trucked to Iquique for shipment to purchasers. Some mine personnel live in a camp facility, with the majority commuting from large population centres, including Iquique, Concepción,

Arica, and Santiago.

Teck sanctioned the start of construction for QB2 in late 2018 and since then has faced and successfully handled numerous challenges to move the project into production in 2023.

Committed to succeed

Varinia Aranguren who has been in QB2 since early 2019, was

personally involved in making sure that the project withstands the challenges of both the global pandemic and local specifics.

“It is important to mention that no owner in Chile has ever built a project the size of QB2 including all its infrastructure, i.e., a desalination plant, 154 kms. of water and concen -

trate pipelines from the coast all the way up to the Andes, high voltage powerlines, a tailings management facility, a concentrator, and other major infrastructure, all at once. Teck decided to move forward with the construction, as part of the company strategy to significantly increase its copper production

given the metal’s critical role in the low-carbon transition.

A highly successful and driven executive with extensive international experience in commercial, contracting, materials management, and procurement strategic planning, development, execution, and delivery of multi-billion mining megaprojects in Canada, Chile, Peru, Australia, Russia, Dominican Republic, amongst others. Varinia has a proven track record of working in project development in the mining and metals industry and in operating at

senior levels.

She is passionate about the development and management of teams across multiple offices and locations, and with her superior management, leadership, and stakeholder management skills, she has always been set to achieve business key objectives.

For a woman to make it to the top in a largely male industry is unusual, but Varinia affirmed that she has never felt restricted in any way.

“I’m the second generation of a family that is working in mining. One of my most memorable trips as a child with the family was to a copper

concentrator where my father was working on a project. I was truly amazed and impressed by the sheer size of the operation, and my fate was sealed.”

She added that her brother and sister have all pursued engineering careers. “Even when raised in a very traditional country like Peru, my parents taught me that gender doesn’t mean restriction. All the children in my family were encouraged to aim high and told that anything is achievable once you set your mind on it and are prepared to work hard.”

After graduating, Varinia’s career took

off in Peru on one of the largest projects at that time, after which she progressed around the world across many countries from Australia to Russia, and in a variety of large-scale mining mega projects. She gained invaluable experience on a gold project in the Dominican Republic, an island with no tradition of mining, with significant challenges in terms of sourcing labour and materials and procurement management. “That experience is one of the many which shaped the professional that I am today and taught me to be creative in

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solving problems in a way that would move the project forward.”

Challenge turned opportunity

Having moved to Vancouver in 2010, joining Teck in 2016 was a natural move, she stated. In 2019, a year before the pandemic, Varinia was seconded to QB2 in Chile, put in charge of contracts and procurement, accountable for all the contracting, purchasing and material management, traffic logistics, importing, as well as

warehousing across the multiple sites.

The global pandemic was challenging for the mining industry, among others. “The virus clearly brought challenges of a different nature and magnitude. In 2020, we had 15,000 workers hired at the site and social distancing was difficult. We had to reduce the workforce down to maintain critical services, but with the aim of retaining most of the employees and contractors previously engaged. We developed robust COVID

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management protocols to protect employee health and safety while at the same being able to safely ramp up the workforce once it was safe to do so.”

There was another challenge that Varinia managed to handle extremely well during the pandemic, a challenge on a personal level. Before moving to Chile, she had under-

gone the process of enrolling herself in a very demanding Executive MBA program with the Queen’s University in Canada and Cornell University in the US.

“My fear was that I would not be able to finish the courses because of the type of intense work I was doing. Still, despite all the difficult times, I managed to complete

the program during the Covid-19 pandemic with support from colleagues, friends, and family. Another achievement I am personally very proud of.”

Social and environmental policies

Post-pandemic, Teck has continued to drive the completion of the QB2 project, with a peak of 14,000 people

“ “ EXECUTIVE INSIGHT MAGAZINE SUMMER 2023 I

working on site, per shift. But it is not all about progression and profits, says Varinia. The company stays true to its reputation as a responsible employer, with sustainability and environmental protection high on the company’s agenda. Last year, Teck was named among global 100 most sustainable corporations for the fifth consecutive year and was the first mining company globally to set a goal of becoming nature positive.

“For Teck, working to become nature-positive means that by 2030, our conservation, protection and restoration of land and biodiversity will exceed the disturbance caused by our mining activities from a 2020 baseline.”

The company announced that some 5,800 ha of a unique and high-value wetland ecosystem near Teck’s Quebrada Blanca Op -

erations will be protected in partnership with the Ollagüe Quechua community. The initiative is the first of its kind in Chile.

QB2 project had a peak of 33,000 people working during its manufacturing and construction phases alone and will create quite a large number of permanent jobs once in production. Now that we’re ramping down, the expectation remains that Quebrada Blanca operations will be creating some 3500 permanent direct and undirect jobs in the industry.”

“Teck´s Social Management and HR teams have also implemented a number of programmes and projects with our communities, such as the ‘Choose to Grow’ plan, aimed at empowering talent within the area to train them and attract them to work for us.”

Furthermore, the operations team has recently reached 28% of female employees.

Ramping up to production

Summarising her 7 years working for the company, Varinia affirms that she feels very proud to belong to Teck and super proud to be part of the QB2 project. “I’m also very proud of the team that I basically built

from scratch. They have been really hard-working, achieving excellent results, and we are creating wonderful career opportunities for them in our copper pipeline of projects.”

She further pointed out that Chile is a very special place in terms of human resources, with its skills in mining. “Very few people realise for just how many years Chile has been building mine sites. Chile is one

of the countries with a long history in copper mining, one that started in 1870. Obviously, the pool of professionals in this field is huge and highly qualified. On the other hand, we are not the only company mining here, and our peers in the industry are numerous. We have, of course, locals working in QB2 but our teams are very diverse, with a lot of other nationalities as well.”

Going forward, she reflected that Teck has an industry-leading corporate copper growth pipeline of unrivalled suite of growth projects, not only in Chile, but also in other well-established mining countries around the world where the company is working.

“In terms of QB2, the expectation is that we will be fully ramped up this year.

“QB2 really takes us to the next level. It is a deposit that has the potential for future growth for generations.”

In concluding, she emphasises that the credit for the construction of this mega-project goes to the people, who work tirelessly on shift at 4,400 metres above sea level (and some 50m underwater). “Our workers deserve all credit and in terms of dedication we respect each and every one of them. Working remotely on shift, away from their families, they have been absolutely amazing, making the QB2 project a global success.”

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Congratulations to George Roach & Premier Mining, on the Successful Opening of Zulu Lithium Mine, in Zimbabwe. This is a remarkable achievement that showcases the Premier Mining Group’s vision, innovation and leadership in the mining and renewable energy sector.

Zulu Lithium Mine is one of the largest and most advanced lithium projects in Africa, with an estimated resource of 20.1 million tonnes of lithium ore. The new mine will produce high-quality lithium carbonate and hydroxide for the global market, meeting the growing demand for batteries for electric vehicles, smartphones and other devices that reduce greenhouse gas emissions and environmental impact.

As one of the logistics partners of this new venture, Optical Mediaworx is honoured and proud to be part of this historic project. We have been providing Zulu Lithium Mine with cutting-edge solutions for transportation, warehousing and distribution of their products, ensuring efficiency, safety and quality at every stage. With a fleet of side Tipper Trucks, Flat Decks, and Taut -

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Once more, we would like to express our sincere appreciation and gratitude to Zulu Lithium Mine for choosing Optical Mediaworx Logistics, as one of their logistics partners and for trusting us with this important responsibility. We also commend the management and staff of Zulu Lithium Mine for their hard work, dedication and expertise that made this project possible. You have made a lasting contribution to the development of Zimbabwe and the world.

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Congratulations once again on this milestone and keep up the good work!

One of these professionals is George Roach, the company CEO, who has been involved in various

aspects of mineral exploration and development for most of his life. With his extensive experience in the natural resources sector in Africa, he has success-

fully obtained licences and concluded mineral exploration and exploitation agreements across the entire SADC region, Ethiopia and most of the CEMAC

and ECOWAS regions. Premier’s history dates back to early 2007, when he and his partner established G&B African Resources Ltd. G&B expand-

ed through ongoing private investment that has funded exploration, resource development and the acquisition of a diversified property and mineral portfolio.

In 2012, the company changed its name from G&B to Premier African Minerals Limited and in the same year was listed on the Alternative Investment Market (AIM) in London.

“That was at a time when we’d acquired a number of very good

exploration properties in Zimbabwe and in West Africa. The company reached a point where it needed to be better funded than I was prepared to commit to,” says Mr Roach, who was effectively the sole funder for many years. “Going public was just the logical thing to do for all of us.”

Over the following decade, the Group acquired mineral assets in various stag -

“ “ EXECUTIVE INSIGHT MAGAZINE I SUMMER 2023

es of development throughout Africa, including mineral assets where there has been historical production. Today, Premier’s portfolio of strategic metals and mineral projects, at various stages of exploration and development, include the RHA tungsten mine, Katete rare earth element project, and the Zulu lithium and tantalum project in Zimbabwe. In addi -

tion, the company has an interest in MN Holdings Limited, the owner and operator of the Otjozondu Manganese Mining Project in Namibia, Circum Minerals Limited, the owners of the Danakil Potash Project in Ethiopia, Mutare LCT pegmatites in a 50/50 joint venture with Li3 Resources and 50% of early-stage gold exploration in southeast Zimbabwe.

From exploration to production

The project that is currently at the centre of the company’s attention is the Zulu Lithium and Tantalum Project that is being commissioned in Zimbabwe. The project is generally regarded as potentially one of the largest undeveloped LCT pegmatite fields in Zimbabwe.

Zulu comprises 14 mineral claims covering a surface area of 3.5 km2 which have good

prospects for lithium and tantalum mineralisation. The Mineral Resource Estimate covers only 35% of Zulu’s known 3.5km surface strike length and the drilling continues to upgrade and expand this Mineral Resource Estimate as the deposit remains open at depth and along strike.

“The project area within which Zulu is contained has an exclusive prospecting order of about 20,000

pilot plant but it is going to be much bigger than that EXECUTIVE INSIGHT MAGAZINE I SUMMER 2023

“ “

hectares, so it’s a really large tenement. What is being developed into a mine at the moment is a relatively small component of the known ore body,” says Mr Roach.

“We originally described this as a pilot plant but it is going to be much bigger than that. The target is approximately 4,000 tonnes a month of spodumene but we will have to wait for the confirmation of the geological model to see where it goes from there. I believe based on what we have seen so far, Zulu has the potential to double or triple in size.”

Helping the local economy

Operations started in mid-April, a historical moment for the company, following Premier undertaking key infrastructure developments – the mine was basically built from scratch in the middle of nowhere with no electricity or water supply. Mr Roach pointed out that the development will have long-lasting benefits for the local community, adding that it will lead to employment creation with recruiting and training locals in basic skills as part of the company’s Environmental, Social and Corporate Governance commitments.

“We can’t operate without the buy-in of

local communities. In any event, any resource anywhere in the world belongs to the country, it is the property of the people of the country. As an investor, as a mine builder, you have an opportunity of developing an asset that will be profitable, and with that comes a responsibility to pay taxes and royalties and to deal with displaced communities to at least improve the position that they had. This is exactly what we are doing,” he explains.

“But the effect goes much further – the main water storage dam that has been constructed could last 100 years and probably longer, and will have a major impact on the community, both from a potential agricultural perspective, from a recreational perspective, from a water source perspective. Similarly, the road networks and other infrastructure have been established on the basis that they will last a long time, serving local communities and making their lives easier.”

Resilient business

Mr Roach reflects that while Zulu is the one project that has entered the early stages of production and is busily being commissioned at the moment, Premier has involvements in other exploration properties that have the potential to be just as big

or possibly even bigger than the Zulu mine.

“There is the hardrock lithium Mutare asset in Zimbabwe, to be developed within our 50:50 joint venture with Li3 Resources Inc, plus some other explorations in Zimbabwe. I’m also confident that the manganese operation in Namibia in which we have a minor interest can be turned into a significant asset.”

“My focus at the moment is in the southern African region, although the Ethiopian potash project that we invested in also looks very promising,” he reflects. “To summarise, commissioning the Zulu mine is our priority. Following

that, we will look at the Mutare asset, and then deal with manganese. That is, in a nutshell, where we stand now.”

In concluding, he emphasises that Premier is a remarkably resilient company, an aspect that has helped to get the company where it is today. “There are not too many exploration companies that can actually claim to have taken an exploration project from inception to production. Very few ever get that right. We did, and we’ve seen remarkable growth in the value of our company. That is a huge, and appreciated, achievement.”

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Queensland Pacific Metals, an emerging producer of sustainable clean and green nickel, is progressing its TECH project, which boasts unrivalled world-leading sustainability credentials for minerals processing, with negative carbon emissions, no tailings dam, no process liquids discharge and zero solids waste. “The potential is phenomenal,” says CEO Stephen Grocott.

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Queensland Pacific Metals, a listed Australian company headquartered in Brisbane, was established to focus on developing the 100%-owned Townsville Energy Chemicals Hub (TECH) Project in Queensland.

Located 40 km south of Townsville in northern Queensland, the TECH Project will be a modern and sustainable battery materials refinery, processing high-grade laterite ore imported from New Caledonia to produce nickel sulphate and cobalt sulphate, critical metals for the rapidly emerging lithium-ion battery and electric vehicle sector, as well as other valuable co-products.

With a pre-feasibility study completed, the company is now finalising the necessary funding to move to construction. “This is a very exciting as well as challenging time,” says Stephen Grocott. “The project is unique in many ways and if the world cares about having a clean supply of critical metals, then companies like QPM

have a phenomenal future.”

Mr Grocott was approached by the company in 2020 to become its CEO and lead the project to execution. With a PhD in chemistry, he has enjoyed a long and varied career in metal processing, industrial chemistry, project development and operations, working in prominent roles for leading companies including Rio Tinto and BHP. Still, QPM’s start-up mentality and the exciting opportunity promising significant potential made him accept his current role in 2021.

Since then QPM has grown from a market capitalization of AU$10 million to several hundred million, going from having a 1 in 50 chance of success to a point where it is now poised to turn this project into a reality. “We have made a lot of progress over the last three years, with a lot of development work and engineering studies accomplished, but also offtake agreements signed, demonstrating a significant amount of trust in what we are doing.”

The technology

The company plans to import high-grade nickel laterite ore from New Caledonia for processing at the TECH facility, using a patented recovery and recycling process called the DNi Process™. The DNi Process™ is owned by a UK company, Altilium Group, from which Queensland Pacific Metals has obtained the licensing rights to

use it in its operation.

The DNi Process™ has been designed for extracting nickel, cobalt and other precious metals from laterite ore with a view to ensuring the sustainability of natural resources. The technology’s environmental credentials are unmatched. “In typical nickel production from nickel ores, you will get 10 kg of nickel from a tonne of ore. The remaining 990

kg, with the reagents and other ingredients needed for the production process, make between 1.2 and 1.4 tonnes of solid waste,” Mr Grocott points out.

On the contrary, in the TECH Project, all valuable metals will be leached into solution and then recovered and refined into saleable products, revolutionizing the resources sector by becoming a zero-solids waste operation – a

feat that would be an industry first.

“We also have zero liquid wastes, as all the liquid gets reprocessed within our facility, and we capture waste gas and use that as our fuel. So we are negative carbon, zero liquid waste, zero solid waste,” he remarks. “ I’ve been in project development and operations for 40 years and I’ve never seen any project that’s had more than one of the three, much less two of the three. To have a project that’s got all three is absolutely unheard of.”

However, the technology has never been commercialised, and as such comes with a risk, as Mr Grocott admits. “Still, all the new component technologies have been used in other industries. So we’ve got all the Lego building blocks, and if assembled correctly, the outcome will present a great opportunity.”

Progressing towards construction

The company is now focused on the engineering and test work and piloting, and finalising a very complex bankable feasibility study. “Our aim is to secure funding for the project by the end of the year. Construction is a two-year process, so we are looking at first production late 2025, early 2026.”

The total project capital cost is about AU$ 2 billion. The company now has conditional debt lined up of AU$1.4 billion and is working on securing the equity. Not an easy task at a time of global inflation and geopolitical instability, but one that may get easier by the project being classified by the Queensland government as a ‘project of state significance’.

“We have a lot of debt provision from government bodies as well as from private banks and investors, so we are very well covered in that regard. One of our major attractions is that we have signed binding offtake agreements for 100% of nickel and cobalt sales for the life of the project. For any

company, let alone a smaller company like QPM, this is a tremendous achievement.”

The offtake partners include major global companies such as General Motors, LG Energy Solutions, and POSCO. These have also become investment partners with a significant shareholding in QPM. “Having 100% of our production already committed to some of the world’s biggest consumers in this game is truly exceptional.”

Moving forward

Mr Grocott points out that very early on, the company decided to approach the best suppliers in the world to source the required machines. “We didn’t go out and tender for the equipment, we

contacted the companies directly to enter into development partnerships with them. This has been a great success and now we are working with some of the biggest names in this game, such as KBR and Siemens, another sign that our project is viewed highly positively and with great expectations.”

In terms of its key commodity supplies, QPM recently reached an important milestone, when it secured its gas supply by conditionally agreeing to purchase the Moranbah Gas Project. This will create a vertically integrated energy supply chain securing all the gas requirements for the TECH Project. In addition, the excess gas produced will also be sold to external

consumers.

Mr Grocott affirms the company is now pushing ahead in line with its plans to complete financing and move into construction next year, and highlights the remarkable efforts of all employees. “Projects like this attract passionate, committed people and we have a fantastic team in QPM. The success of any company is down to its people and we are very lucky to have secured staff of this calibre.”

In concluding, he affirms that the company is confident in the strong financial metrics and potential for growth of the TECH Project and looks forward to moving forward with debt funding and investment opportunities.

Unearthing prosperity

Tietto Minerals, West Africa’s newest unhedged gold producer, achieved a major milestone in January 2023 – the company started gold production at its Abujar Gold Project in Côte d’Ivoire, on schedule and to budget. Now under new management, the company is set to continue building its resource inventory at Abujar while ramping up gold production in 2023.

Tietto Minerals is set to explore the further potential of its flagship Abujar Gold Project in Côte d’Ivoire. Positioned in a stable and significantly under-explored mining jurisdiction in one of Africa’s most well-developed nations with outstanding infrastructure, Abujar is located close to good regional and local infrastructure to facilitate exploration and development, being only 15 km from the nearest tarred road and grid power.

Located approximately 30 km from the major regional city of Daloa in central western Côte D’Ivoire, Abujar is comprised of three contiguous tenements with a total land area of 1,114 km2, of which only a small part has been explored. This provides plenty of exploration upside for Tietto to further grow its resource inventory.

Persistence and dedication

The company was established in 2010 by Dr Caigen Wang, an internationally recognised mining expert, who was committed to making sure Abujar was a success and managed the company as its CEO from its inception. He persisted through difficult market cycles until he was able to acquire the Abujar licence in 2014 for Tietto, and was able to privately finance

the company with a loyal group of private investors until the Tietto IPO in January 2018, pursuing a clear strategy of business transformation from explorer to gold producer.

Dr Wang was well suited for his role, with wide-ranging experience in his long career as a mining engineer and mine manager in Australia and China. His professional experience includes being Managing Director for an ASX-listed junior mineral resources company, as well as senior technical and management roles in various mining houses. He has worked on a variety of mineral commodities including coal, gold, base metals and oil sands.

Dr Wang worked tirelessly on the project development, and managed to move Abujar from exploration to mine construction earlier this year, despite the grave conditions of a global pandemic and the recent globally challenging situation. In January, commenting on the first gold pouring, he said:

“To build a gold mine the size of Abujar in less than 12 months is a monumental achievement. To do it during Covid with its associated supply chain issues, escalated pricing and shortages of skilled people made it almost mission impossible. Our in-house construction

team has demonstrated what can be delivered through careful planning, diligent management and hard work.”

He affirmed that this was achieved to budget and on schedule also thanks to the excellent mine-building team led by Tietto’s Chief Operating Officer, Matt Wilcox.

Under new management

It is Max Wilcox who has now taken over the reins of the company and is going to lead it further on, following Dr Wang’s decision to retire. Matt Wilcox has worked alongside Dr Wang on progressing the project, oversaw

the team which constructed and commissioned the Abujar gold plant and has played a leading role in its gold production ramp up.

Prior to joining Tietto, Mr Wilcox directly managed the construction of West African’s Sanbrado Gold Mine, which

was completed in March 2020, ahead of schedule and under budget. He is highly experienced in the gold mining construction industry in West Africa, having spent the prior eight years working for Nord Gold, which operates nine gold mines globally, including three

mines in Burkina Faso and one in Guinea.

Tietto chairman Francis Harper praised Matt Wilcox’s previous leadership roles within the company and his experience building largescale gold mines over a 20-year period.

“We are delighted to welcome Matt as our

managing director and chief executive officer after his leadership as our chief operating officer and more recently, executive director, overseeing the development of Abujar into gold production.”

At the same time, he paid tribute to the former managing

director’s “extraordinary achievements” since he founded the company in 2010, managing to move Tietto from an exploration company to become West Africa’s newest gold producer. “Caigen has always emphasised the need for rapid progress and his energy and focus have been rewarded by growing resources from zero to 715,000 ounces in 2016, and then to the current 3.8 million ounces and first gold at the Abujar mine in 2023.”

“In particular, Caigen made extraordinary personal efforts to rapidly advance the construction of Abujar through the pandemic period, assisted by Matt Wilcox and the construction team.”

A new phase of development

Tietto is now set to move into another stage of its development, as its previous managing director affirmed earlier this year, ramping up to commercial production in 2023 as it continues its drilling programme.

Tietto’s 2021 Definitive Feasibility Study (DFS) for Abujar demonstrated the project can produce 260,000 ounces of gold in its first year of production and 1.2 million ounces of gold over the first six

years of operation. Abujar has a current mine life of 11 years with scope for Tietto to extend this with further near-mine and regional exploration successes.

With a mineral resource of 3.83 million ounces of gold and ore reserves of 1.69 Moz, Tietto forecasts gold production and cost guidance for the six months from 1 July to 31 December 2023 of 105,000 to 120,000 ounces gold at an all-in sustaining cost of $875 to $975 per ounce. Importantly, gold production at Abujar is unhedged and free of debt, a rare scenario in the mining industry, giving the company the flexibility to move forward fast.

In addition, Tietto is also investigating the viability of a second gold mine at the APG deposit, 7 km from its Abujar operations; a scoping study has identified potential for a heap leach operation that could deliver an additional 850,000 ounces of gold over 10 years.

It looks like 2023 will be an exciting year for the company, as it continues to progress its activities that will bring significant value not only to its shareholders but also, importantly, to the people of Côte d’Ivoire.

Staatsolie Suriname,the Setting Standards

Founded on December 13, 1980, Staatsolie Suriname embarked on a remarkable journey of transforming the oil industry in Suriname. Although traces of oil were discovered in the Nickerie district in the late 1920s, it took nearly four decades for significant oil reserves to be found. Despite being in a challenging position for oil development, Suriname’s oil potential caught the attention of multinational corporations during the 1970s oil crisis.

When exploration drilling failed to yield the desired outcomes, Staatsolie Suriname, guided by the resolute belief in its own capabilities, boldly took the reins of the oil industry. Initially established as a state entity, the company’s primary objective was to execute the oil policy of Suriname. According to this policy, foreign oil companies could engage in exploration and production only through service contracts with Staatsolie. Under the leadership

of its first CEO, Eddyie Jharap, the organization made a strategic decision to capitalize on the oil discoveries in Saramacca, thus acquiring invaluable knowledge and experience. From that pivotal moment, Staatsolie embarked on independent oil exploration and production while also serving as an agent of the state, solidifying its role as a trailblazer in Suriname’s oil sector.

Current Services, Products, and Operations

Staatsolie Suriname prides itself on delivering unparalleled

solutions that cater to the evolving needs of its esteemed customers. Driven by unwavering confidence in its own capabilities, the company continuously elevates the quality and diversity of its offerings, setting new benchmarks in the industry.

Upstream Exploration:

At the heart of Staatsolie’s endeavors lies the quest for oil exploration and production. Through a visionary approach, the company has meticulously redefined its exploration strategy,

fostering collaboration across directorates to unlock the potential of onshore, nearshore, and shallow offshore acreage. Leveraging strategic joint ventures, Staatsolie accelerates exploration activities while synergizing expertise and mitigating risks.

SARAMACCA Crude Production:

In the pristine landscapes of the Saramacca District, Staatsolie Suriname extracts the prized Saramacca Crude from its meticulously nurtured oilfields, including Tambaredjo, Calcutta,

and Tambaredjo-Northwest. Employing cutting-edge technologies, the company optimizes oil production, ensuring a steady supply of the finest crude to fulfill the requirements of its valued stakeholders. Seamless transportation through a sophisticated 55 km pipeline ensures the swift delivery of this liquid asset to the Tout Lui Faut refinery.

Downstream Refinery:

Nestled in the scenic Wanica District, the Tout Lui Faut refinery stands as a testament to Staatsolie’s

“ “ EXECUTIVE INSIGHT MAGAZINE SUMMER 2023 I

unwavering pursuit of excellence. Boasting a processing capacity of 15,000 barrels per day, this state-of-the-art facility yields an array of refined products, including premium diesel, premium gasoline, fuel oil, and bitumen. While the majority of these superior-grade offerings find a receptive market locally, the surplus is seamlessly exported to discerning customers throughout the Caribbean, solidifying Staatsolie’s regional prominence.

Power:

Empowering Suriname with sustainable energy solutions, Staatsolie’s subsidiary, Staatsolie Power Company Suri-

name N.V. (SPCS), operates a technologically advanced thermal power plant. With a commendable capacity of 96 megawatts, this facility generates both electricity and process steam. The Staatsolie refinery stands as a proud beneficiary, receiving a reliable supply of electricity and steam. Notably, the company has also assumed responsibility for the operation of the Afobaka Dam, a hydroelectric facility generating a substantial 180 MW of power. Together, these combined thermal and hydroelectric endeavors enable Staatsolie to fulfill a remarkable 75% of Suriname’s total power consumption.

GOW2:

Fueling the aspirations of discerning customers, Staatsolie’s subsidiary, GOw2 Energy Suriname N.V., emerged as a pioneering force following the strategic acquisition of Chevron/Texaco’s retail operations in Suriname. Today, this esteemed entity has become synonymous with refined excellence, widely recognized for retailing premium offerings such as ultra-low sulfur diesel and gasoline, cementing its position as a trusted name in Suriname’s dynamic market.

Products and Services

Products:

Staatsolie remains the preferred partner for

Jamaica’s Petroleum Product Supplier of Choice

For 40 years, Petrojam Limited, Jamaica’s only oil refinery, has supplied the full range of petroleum products to the local and regional market.

local businesses across diverse sectors, including manufacturing, agriculture, fisheries, and power generation. With an unwavering commitment to excellence, the company supplies a comprehensive range of high-quality products, encompassing premium gasoline, premium diesel, fuel oil, and electricity, enabling these industries to thrive and flourish.

Bunker Services: Setting new standards in marine services, Staatsolie stands at the forefront, catering to the needs of regional stakeholders. Embracing efficiency and reliability, the company offers a comprehensive suite of bunker services,

SERVING JAMAICA’S ENERGY NEEDS

We remain adaptable to changes in the petroleum market and always stands ready to supply petroleum products at international standards and the right price.

Products supplied:

• Liquefied Petroleum Gas (LPG);

• Motor Gasoline (MOGAS);

• Automotive Diesel Oil (ADO);

• Ultra Low Sulphur Diesel (ULSD);

• Marine Fuels – Intermediate Fuel Oil and Marine Diesel Oil;

• JET/TurboFuel;

• Heavy Fuel Oil (HFO);

• Low Sulphur Fuel Oil and Very Low Sulphur Fuel Oil

• and Asphalt.

www.petrojam.com

Petrojam Limited supplies different grades of Heavy Fuel Oil (HFO), exporting to markets in the Caribbean and South America.

seamlessly delivering fuel to vessels. Local deliveries are efficiently facilitated through a fleet of tanker trucks and river barges, while international customers benefit from C.I.F. deliveries via purpose-built oil tankers ranging from 6,000 to 12,000 DWT.

Distinguished by their impeccable quality, the company’s low-vanadium, low-sulfur bunker fuels, including Marine Gasoil, IFO 120, IFO 180, Bunker C, and No.6 Fuel Oil, have garnered acclaim throughout the Caribbean. Staatsolie ensures timely and precise deliveries to vessels visiting Suriname’s prominent ports, employing a range of sophisticated methods, including tanker trucks, river barges, and the esteemed Staatsolie jetty at Tout Lui Faut.

Latest News & Operational Developments

Strong Interest in International Conference and Exhibition

SEOGS 2023:

The Suriname Energy, Oil & Gas Summit and Exhibition (SEOGS) 2023 has garnered significant attention, with over eight hundred participants from Suriname and around the globe. Hosted by Staatsolie, the conference aims to showcase offshore Suriname’s potential and position the country as an attractive investment destination. With a focus on the theme “Suriname open for business,”

SEOGS 2023 brings together local and foreign

representatives from the energy, oil, and gas sectors, featuring keynotes, panel discussions, presentations, and social events.

Staatsolie Signs

Offshore Production Sharing Contracts with TotalEnergies and QatarEnergy:

Staatsolie Maatschappij Suriname N.V., in collaboration with TotalEnergies Suriname and QatarEnergy, recently signed production-sharing contracts for offshore blocks 6 and 8. Under these agreements, TotalEnergies and QatarEnergy gain exploration, development, and production rights, with Staatsolie’s subsidiary, Paradise Oil Company (POC), holding a forty percent participation. The exploration phase, funded by TotalEnergies and QatarEnergy, is expected to span six years, and the PSCs have a validity of thirty years. This strategic partnership positions Staatsolie to actively contribute to data collection and analysis, strengthening its involvement in the offshore industry.

Sustainability Practices

Staatsolie is deeply committed to operating in a manner that contributes to a better world. Their aim is to leave a positive impact on the environment and society, ensuring a sustainable future for Suriname.

Operating in Suriname presents various challeng-

es, encompassing economic, socio-cultural, and technological aspects. However, through collaboration with industry partners, they are dedicated to driving improvements and making a meaningful difference.

Staatsolie is a proud supporter of the Sustainable Development Goals (SDGs) and actively aligns its practices with the objectives set by the SDGs. This commitment extends beyond their business operations, encompassing responsible plastic usage and support for social projects, all aimed at promoting sustainable development.

Their focus revolves around five key SDGs:

1. Affordable and sustainable energy (Goal 7): They prioritize providing accessible and sustainable energy solutions that empower Suriname’s development while minimizing environmental impact.

2. Decent work and economic growth (Goal 8): They foster an inclusive economy that promotes decent work opportunities and equitable economic

growth for all.

3. Responsible consumption and production (Goal 12): They advocate for responsible consumption practices and adopt sustainable production methods to minimize waste and enhance resource efficiency.

4. Climate action (Goal 13): They actively contribute to combating climate change by reducing their carbon footprint, promoting renewable energy sources, and implementing climate-resilient strategies.

5. Life underwater (Goal 14): They place great emphasis on preserving and sustainably managing marine ecosystems, safeguarding the biodiversity of Suriname’s coastal areas.

Through their unwavering dedication to these SDGs, Staatsolie aims to make a significant and lasting positive impact on Suriname’s sustainable development journey, ensuring a prosperous and sustainable future for generations to come.

Sysmex West & Central Africa TestingtheWaters

Sysmex has a remarkable history that originated in Kobe, Japan, back in 1968 as TOA Medical Electronics, a division of the TOA Corporation. The company underwent a significant transformation in 1978, becoming Sysmex Corporation, and subsequently rebranded as Sysmex Europe in 1980 to facilitate its expansion across Europe with selected distribution partners. A major milestone was achieved in 1995 when Sysmex became a publicly listed company, accelerating its global growth trajectory.

Over the years, it has expanded its direct sales operations and established affiliates in Central and Eastern Europe, Africa, and the Middle East, with Sysmex Deutschland emerging as the largest EMEA affiliate. Today, Sysmex Europe stands as a highly professional headquarters with 250 dedicated associates supporting the operations of 20 affiliates and a network of approximately 50 distributors. Covering over 100 countries within the EMEA region, the company’s products have made a significant impact in the field of healthcare diagnostics. Throughout its journey, the company remains committed to upholding its pioneering spirit of drive, embracing challenges, and fostering innovation.

Product & Services Products

Sysmex offers a diverse range of products designed to meet the specific needs of various medical disciplines. With a strong emphasis on haematology, urinalysis, haemostasis, and essential healthcare solutions, Sysmex has established itself as a leading provider in the field

Haematology:

In the realm of haematology, Sysmex’s analyzers play a vital role in

the clinical interpretation of laboratory data related to blood and bone marrow specimens. These advanced systems enable haematology practitioners to diagnose, treat, and prevent blood diseases affecting components such as white blood cells, red blood cells, haemoglobin, and platelets. With a commitment to excellence, the company aims to enhance the clinical capabilities of haematology professionals, simplifying their workflow through exceptional analyzers and services, ultimately benefiting the overall health of their patients. Sysmex’s global presence ensures widespread availability and superior support, catering to laboratories of all sizes, from smallscale facilities to largescale workflow design.

Urinalysis:

Sysmex also offers cutting-edge solutions in the field of urinalysis. Recognizing the longstanding importance of this diagnostic tool, the company provides fully automated urinalysis workflow solutions at a premium level. By analyzing native urine without the need for pre-treatment, their systems eliminate potential sources of error inherent in conventional urinary sediment analysis. Full automation allows for unattended analysis and provides laboratories

with increased productivity, offering ample walk-away time for laboratory professionals.

Haemostasis:

The field of haemostasis, which involves the body’s intricate mechanisms for maintaining blood circulation, is another area where Sysmex excels. Through their comprehensive product portfolio, they support physicians in diagnosing haemostatic

disorders and assisting in the treatment of patients to prevent bleeding conditions or unwanted clot formation. Sysmex’s solutions span from basic to highly specialized tests, catering to the diverse needs of healthcare professionals.

Essential Health Care:

Additionally, Sysmex recognizes the importance of addressing healthcare challenges

in underserved areas. Their essential healthcare solutions aim to improve diagnoses and provide basic testing environments in regions with inadequate healthcare infrastructure. This includes offering diagnostic solutions relevant to international organizations and focusing on CD4 immune status monitoring, malaria diagnosis, and other emerging capabilities in the field of Global Health.

Services

Sysmex offers a range of comprehensive services to support medical laboratories in their quest for efficient and accurate diagnostics.

Consultancy Services:

Recognizing the evolving landscape of laboratory medicine, Sysmex provides consultancy services that encompass a holistic approach to laboratory solutions. These services bridge the gap be-

tween clinical demands and existing pathologies, utilizing the latest technology to optimize workflow, result management, and overall laboratory efficiency.

Consultancy services from Sysmex focus on five key areas: analyzing the current situation, defining demands, synchronizing processes, accompanying the change process, and observing the outcome. By thoroughly assessing the laboratory’s current state, the company can identify areas for improvement and tailor solutions to meet specific requirements. This consultative approach ensures a seamless tran-

sition to optimized workflow, allowing laboratory professionals to concentrate on real pathologies and fulfill their daily tasks with ease.

QC & Online Services:

In addition to consultancy services, Sysmex prioritizes quality control (QC) to maintain the highest standards in laboratory diagnostics. As the global leader in the haematology market, Sysmex understands the critical importance of reliable and accurate results. Through rigorous monitoring and evaluation, the company constantly assesses and minimizes any factors

that may influence the quality of test results. This commitment to QC guarantees consistency, reduces rework, and ensures the reliability of analyzers and reagent systems. By adhering to national policies and regulations, the organization provides documentation that assures doctors of the reliability and precision of the results obtained from their analytical devices.

The significance of QC lies in instilling confidence in doctors regarding the reliability of diagnostic results. Sysmex’s relentless pursuit of quality control fosters an environment where doctors can trust

that deviations from normal results are solely attributable to the patient’s clinical condition, rather than technical issues. By continuously monitoring and maintaining the performance of their devices, they safeguard their position as a market leader while ensuring patients have the best opportunity for recovery.

Latest

News & Operational Development

Sysmex Launches

World’s First Point-of-Care Testing System in Europe for Rapid Antimicrobial Susceptibility Detection

Sysmex launches a groundbreaking pointof-care testing system in Europe, capable of

has been working in conjunction with most hospitals in the Eastern part of Nigeria and has formed a network as side laboratory for those hospitals up till date.

detecting antimicrobial susceptibility in just 30 minutes. The system revolutionizes clinical workflows by delivering rapid results, promoting proper antimicrobial use, and combating antimicrobial resistance (AMR). Using proprietary microfluidic technology, the system assesses the effectiveness of antimicrobials and contributes to timely treatment decisions for bacterial infections, such as urinary tract infections (UTIs). This user-friendly and compact system will be initially introduced in Europe, with plans for expansion to other regions and a wider range of applicable diseases,

addressing the urgent global need for improved infection diagnosis and management.

Sysmex Launches Assay Kits for Alzheimer’s Detection Using Blood Samples

Sysmex introduces innovative Assay Kits to measure amyloid β (Aβ) in the blood, aiding in the identification of Alzheimer’s disease.

The HISCL β-Amyloid 1-42 and HISCL β-Amyloid 1-40 Assay Kits, used with Sysmex’s Automated Immunoassay System HISCL-Series, provide a minimally invasive and rapid testing solution. These Japan-approved blood biomarkers offer a less

invasive alternative to PET scans and cerebrospinal fluid testing, reducing patient burden. By accurately measuring Aβ peptide ratios, the kits enable early diagnosis and treatment planning. With plans for collaboration and wider adoption, Sysmex aims to enhance dementia diagnostics and contribute to people’s lifelong health journey.

Sustainability Practices

Sysmex prioritizes reducing its environmental burden and promoting sustainability. With initiatives targeting climate change, water consumption, and resource recycling, the company follows the Sysmex

Eco-Vision 2025 guideline. It actively manages CO2 emissions, water consumption, and green procurement.

Sysmex supports the Task Force on Climate-Related Financial Disclosures (TCFD) and emphasizes transparency. By integrating sustainability into its operations, the company fulfills its social responsibility while creating a competitive advantage. They focus on reinforcing growth in the In Vitro Diagnostic (IVD) Business, enhancing quality assurance systems, restructuring through digitalization, and promoting a supportive work environment.