What are the latest production updates and social initiatives undertaken at Robinson?

Since 2021, Robinson has maintained continuous operation and has extended LOM up to 2039. When I started in 2004, the mine life was until 2008. On the exploration side, we plan to drill more footage in Lane Valley in the summer of 2023.

On the social initiatives front, KGHM provided US$500,000 for a new early learning center in Ely. This new early learning center will be operated by the Boys and Girls Club of Reno and will provide childcare services. Another initiative is a sabbatical for all our salary personnel every four years. The goal is to ensure their engagement level increases when they come back. We believe we are one of the first mining companies to offer this.

How do you leverage new technologies?

Because of Covid-19, we initially struggled to properly use an Epiroc autonomous drill that we commissioned in 2020. In 2021, we started over, and the drill is now functioning in autonomous mode for a high percentage of the time, and we plan on purchasing two more autonomous drills. The first benefit we see is at the safety level: We have an operator sitting in a chair rather than being on the field. The second is the efficiency of the drill: It can run more hours in the day and drill more footage.

Can you expand on the work you 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 the standards of today regarding items of the past. For two of the past three years we won reclamation awards granted by our regulators.

Nevada has one of the best regulatory frameworks in the world. The expectations are well-defined.

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 they see if they have a passion for them.

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

ESG-wise, we are looking at installing a 3 mega-watt solar farm. This project 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. I just concluded my year as the first chairwoman of the Board of Directors of the NVMA. Because of my gender, I have an even bigger opportunity to be a mentor and a leader to future generations.

Why is it key for the US to maintain a critical mineral supply chain?

Right now, we are not in an ideal situation in the US in terms of processing copper. At Robinson, we produce a copper concentrate that must go to a smelter. Most copper concentrate in the US must be exported to Asia to be smelted and refined, then have it shipped back to the US. That is a risk for both our business and the industry. About four years ago, China put a tariff on copper concentrate, and we were no longer able to ship our concentrate there. Robinson was the most impacted company in the US. One of my hopes is that we can navigate through permitting hurdles and increase our smelting capabilities because we are vulnerable right now.

There is a disconnect between the government’s goals and what is feasible from a mining perspective. With the permitting constraints we have today, we are not going to achieve these targets. The Inflation Reduction Act will help overcome financial hurdles, with things such as installments for solar panels, but I’m not sure how much it will help in terms of domestic supply.