Can you provide us with the latest production updates and social initiatives undertaken at Robinson?

Certainly. Since 2021, Robinson has been in continuous operation, and we have extended the life of the mine (LOM) up to 2039. When I joined the company in 2004, the mine life was only until 2008. In terms of exploration, we plan to drill more footage in Lane Valley during the summer of 2023.

On the social initiatives front, KGHM has provided US$500,000 for a new early learning center in Ely, which will be operated by the Boys and Girls Club of Reno and will provide childcare services. Additionally, we offer a sabbatical for all our salary personnel every four years, which we believe is one of the first initiatives of its kind offered by a mining company. The goal is to ensure that their engagement level increases when they return to work.

How do you leverage new technologies?

Due to the challenges posed by Covid-19, we initially struggled to properly use an Epiroc autonomous drill that we commissioned in 2020. However, we started over in 2021, and the drill is now functioning in autonomous mode for a high percentage of the time. We plan on purchasing two more autonomous drills as we see the benefits they bring. First and foremost is safety: having an operator sitting in a chair rather than being on the field. Second, the efficiency of the drill: it can run more hours in the day and drill more footage.

Can you expand on the work you have done concerning the environmental regulatory framework in Nevada?

As Robinson has been mined for over a century, we have legacy items that need to be reclaimed because the regulations were different when mining started there. We took it upon ourselves to exceed today’s standards regarding items of the past. We won reclamation awards granted by our regulators for two of the past three years.

Nevada has one of the best regulatory frameworks in the world, and the expectations are well-defined. We continue to work with regulators to ensure we comply with all regulations.

What initiatives must be put in place to address the current and future labor shortages?

We must continue to invest in our community colleges because they have great programs for our skilled workforce. At Ely Campus, we have a great mechanic and electrical installation program, which we invest in to grow future leaders. Three days a week, we have Robinson employees going to colleges and giving students hands-on projects that deal with welding. We need to expose students at a younger age to these trades so that they can see if they have a passion for them.

How do you see ESG as a key business driver for major producers?

ESG (Environmental, Social, and Governance) is a critical focus area for us. We are looking at installing a 3-megawatt solar farm, which would already be on disturbed land. We are also working on decreasing our reliance on fossil fuels to power our operations. Another pillar of ESG is diversity in the workforce. As the first chairwoman of the Board of Directors of the NVMA, I had an opportunity to be a mentor and leader to future generations because of my gender.