Could you provide us with a summary of KGHM International’s (KGHM I) last 12 months?

2025 has been, so far, a strong year for the company in the US. Despite some challenges in Carlota and Robinson Mines regarding supply chain turbulences, the team there, which is our biggest asset, managed to secure the materials needed for production to advance in both sites. As a result, the two operations are in good shape, leaving us optimistic about the future. 

 What is KGHM’s mines’ role in supporting the US copper supply chain and national mining goals?

Our operations account for approximately 6% of US copper production, positioning KGHM I as one of the leaders in the country. We want to be fully aligned with the national mining goals, with KGHM I endorsing the government’s proposal to add copper to the critical minerals list. Our plan to optimize our mines in the US will further contribute toward these goals. At the same time our talented exploration teams are working on several prospects in North America, including Nevada, Ontario and Québec.

What have been Robinson Mine's highlights in 2025 so far? 

We ended 2024 in a very strong position, having exceeded our copper production targets. We also completed our stripping and waste removal plans, advancing pit development and securing future ore delivery. Both 2024 and 2025 have also been standout years for safety, having achieved safety certifications in both our process and mining divisions, and the Nevada Mining Association recently named us the 2025 Safest Large Surface Mine of the Year. 

Regarding efficiency and maintenance, we completed some improvements to meet our targets in these areas. This has been laborious, particularly concerning our haul trucks and shovels, ensuring the right maintenance strategies were being followed.

Are mining companies focusing on enhancing efficiency or on conducting new investments?

Looking at the efficiency of business activities is definitely a must. It is something you must constantly monitor regardless of market conditions. Nonetheless, exploring new investments is also key, although perhaps more difficult in terms of discovering fresh opportunities. KGHM I is constantly looking for these globally, as is the case with our three new shafts in Poland and our projects in Canada, with the company also actively scouting for developments in the US.

As an industry, we are struggling with greenfield opportunities. That is the reason why we review the operations in which we are currently involved, like Robinson, which we decided to continue operating despite its originally shorter mine life. When we acquired the mine, we decided to extend it because, with additional efficiencies, the mine could continue running and being profitable.

What is the difference between operating in Nevada and Arizona? 

Both jurisdictions are very mine-friendly and cooperative. We collaborate closely with local governments in both locations regarding environmental issues. Robinson in Nevada is definitely bigger than Carlota in Arizona, but this does not translate into added difficulties for either site. 

How is KGHM I managing the mining personnel shortage? 

This is a problem we can observe across mining companies, which often struggle to access qualified personnel. That is why we invest in our people, and why we are in close connection with the communities where we operate. We also encourage programs that incentivize the recruitment of students and new talent to our mining projects in both Canada and the US. On top of this, the positive culture we have been promoting in our organization has also had a significant impact on retention and attractiveness for people who want to work for us.

What are KGHM I’s goals for the future? 

We have been focusing on our Victoria project in Canada, whose development will remain our top priority. We are excited about bringing Victoria to fruition and making it an operational mine. Regarding our current mines, we have been very successful in extracting new efficiencies from both Carlota and Robinson, and we will keep working on this next year. Moreover, KGHM will continue to look for new opportunities across both sides of the revenue stream.  

The message we would like to convey is that we are very happy to be present in both the US and the Canadian markets. In the US our visibility has increased, and we are getting stronger by the day.