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Shaping tomorrow with responsible copper

Sustainability report 2024

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Introduction

Overview

Our sustainability report for 2024 begins with key statistics and leadership messages. Move through the chapters to discover more.

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Chapter 1

We are Antofagasta Minerals

Antofagasta Minerals, part of Antofagasta plc, is an international mining company based in Chile and one of the world's ten largest copper producers.

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Chapter 2

Governance

At Antofagasta, we strongly believe that a robust governance structure based on appropriate corporate policies and clear guidelines assures our sustainable performance in line with the best international practices and compliance.

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Chapter 3

People and society

Our people are the essence of our achievements and the key to sustainable business. We have a long-term and responsible relationship with our suppliers, and contribute to social and economic development in the local communities in which we operate.

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Chapter 4

Environment

We strive to produce in a sustainable way based on a long-term vision. We ensure that all our actions and activities prioritise preventing, controlling, and mitigating adverse environmental effects.

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Chapter 5

Downloads /
Appendix

Find the full Sustainability Report 2024, PDFs from each chapter, and our Sustainability Databook 2024.

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2024

Overview


Message from the Chief Executive Officer

Dear stakeholders,

I am pleased to present our Sustainability Report, which reflects our ongoing efforts and commitment to provide transparent and clear information about our performance and our purpose – developing mining for a better future. This report is our eighteenth annual standalone sustainability report, which is a demonstration of our long-held focus on reporting our progress in sustainability.

The world faces many societal challenges, and copper is a key enabler in helping to address them. These challenges involve well-established uses of copper, such as energy security and electrification, as well as emerging applications in technology, including AI, smart grids, and battery innovations. More copper is required to meet the demands of modern life.

Our stakeholder engagement is based on continuous dialogue with authorities, investors, lenders, technical entities, communities, and our workforce, enabling us to develop sustainable solutions to the challenges we face.

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Message from the Chair of the Sustainability and Stakeholder Management Committee

Dear stakeholders,

I am very pleased to greet you for the first time as Chair of the Sustainability and Stakeholder Management Committee, a responsibility I take on with a strong commitment to Antofagasta Minerals and its stakeholders. The Committee plays a fundamental role in helping the Board to take into account the perspectives and interests of the Group’s stakeholders in its deliberations and provides objective oversight of the Group’s management of these matters within the Board’s governance arrangements.

Our strong all-round performance in 2024 included sustainability, with record safety performance, the inauguration of our new desalination plant for Los Pelambres, external awards for labour relations and therecertification of Zaldívar and Centinela under the new Copper Mark criteria, which recognises our responsible copper mining practices.

Our workforce is central to our business model, which considers health and safety, and wellbeing, as key to our success as a business. By the end of 2024, the Group recorded another fatality-free year and the lowest- ever lost time injury frequency rate, reinforcing our continual effort to improve safety practices across our organisation.

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Highlights 2024

Organisation

Revenue

$6.4 bn

(2023: $6.1 bn)

EBITDA

$3.4 bn

(2023: $3.0 bn)

Copper produced

664 kt

(2023: 661 kt)

Gold produced

187 koz

(2023: 209 koz)

Silver produced

2.8 moz

(2023: 3.1 moz)

Molybdenum produced

10.7 kt

(2023: 11.0 kt)

Net cash costs

$1.64/lb

(2023: $1.61/lb)

People

28,063

total workforce

76%

contractors

27%

women employees

2.0%

people with disabilities

0

fatalities (2023: 0)

34.5%

reduction in high-potential incidents compared to 2023

Society

$658 m

Income tax, royalties and other payments to governments

46%

of local suppliers

$48 m

in social investment programmes

2nd

Human rights due diligence process completed

Planet

The Copper Mark

1st

mines to obtain recertification under the new 33 criteria framework (Centinela and Zaldívar).

Update

of the Environmental management model

83%

water use was recirculated

27,808

hectares of protected area in the Choapa Valley (Coquimbo Region)

Double Materiality Matrix

Chapter 1

We are Antofagasta Minerals


Our purpose

Developing mining for a better future

How we deliver our purpose

In order to deliver a better future, we need a robust strategy. Our five strategic pillars are the key areas we focus on as a business, driving us onwards to achieve our purpose.

Our vision is to be an international mining company focused on copper and its by-products, which is also known for its operating efficiency, creating sustainable value, high profitability, and being a preferred partner in the global mining industry.

Why we want to achieve our purpose

Planet

Our vision of a better future reflects the quest for a more sustainable planet, with copper playing a central role in global energy security and electrification, economic progress and improved livelihoods around the world.

Society

Our vision of a better future is one that is developed together with local communities, aiming for a society that recognises the economic and social value generated by mining.

Organisation

To tackle the challenges that we face in our daily operations and growth, we need a robust organisation that consistently meets these challenges and is grounded in clear and unshakeable values and principles.

Our vision of a better future therefore encompasses our ethical organisational behaviour and continuous pursuit of a sustainable culture of trust, inclusivity, collaboration, agility and willingness to embrace change and continuous learning.

People

Our success relies on having the best people at the heart of everything we do. Our vision of a better future would be incomplete without the shared values of our workforce: a diverse and inclusive group of individuals open to learning and to enjoying personal and professional growth, who strive for excellence in their results.

How we will achieve our purpose

Through our five strategic pillars

Safety and Sustainability

to enhance our current operations, while aiming for future-proof our business model.

People and culture

to cultivate the talent necessary for a better future.

Competitiveness

to achieve excellence and create long-term value.

Innovation

to constantly push back boundaries and explore new ways of advancing.

Growth

to keep contributing to the development of a better future.

Underpinned by our values

Respect icon

Respect for others

We respect people and care about their opinions, which is why we engage in an open, transparent and collaborative way. We trust them and have a genuine interest in their wellbeing.

Safety icon

Responsibility for safety and health

We are responsible for our own health and safety, as well as for that of others. We identify and control our risks, and we are aware of the impacts of our actions.

Sustainability icon

Committed to sustainability

We operate responsibly and efficiently, with long-term vision. We maximise the economic value of our assets, contribute to social development and minimise our environmental impacts.

Performance icon

Excellence in our performance

We continually seek to achieve the best possible results through operational discipline. We look after our resources, and we build trust by fulfilling our commitments.

Innovation icon

Innovation as a permanent practice

We recognise and promote new ideas that improve our work practices and the way we relate to others. We aim to create value for the organisation, stakeholders and the environment.

Forward thinking

Forward thinking

Our business strategy aims to generate value with a long-term vision for shareholders and other stakeholders. We learn from our mistakes and have the flexibility and courage to face new challenges.

Sustainability Policy

Our purpose at Antofagasta Minerals is to develop mining for a better future, with sustainability an integral part of our business model and playing a key role within several of our strategic pillars. We aim to achieve a positive long-term impact on society based on our values, corporate policies, and standards, while reviewing risks and opportunities that could affect our business. The Board is responsible for analysing, leading, and monitoring the sustainability policies and best practices.

Explore our Sustainability Policy

Hover on a section of the graph below to find out more.

People

A safe and healthy environment is a priority for our work, as is wellbeing. We recognise the importance of diversity and equal opportunities, so we continually strive to create proper environments that promote integration and both professional and personal development.

Sustainable economic performance

We are constantly seeking sustainable ways to improve our operational efficiency, in order to create value for our stakeholders. We operate responsibly and with long-term vision, to maximise the economic value of our assets and contribute to social development.

Environmental management

We work to prevent, control, and mitigate our potential environmental impacts. We seek always to make efficient use of natural resources. We implement integrated environmental management systems into our business, establishing objectives, goals, and indicators. We strive for continuous improvement, regularly evaluating our environmental performance to tackle the most critical challenges associated with the management of water resources, air quality, biodiversity, waste, heritage culture, land use, climate change, and energy.

Social development

We seek to contribute to the generation of economic, social and human capital in the environments in which we operate. We lead processes of effective, participatory and transparent dialogue, with the different actors in the territory, acknowledging challenges and opportunities to address them together.

Transparency and corporate governance

We believe in the importance of developing effective, responsible and transparent institutions. Our guidelines and internal regulations establish our commitment to run a responsible business. We operate with integrity based on transparency and respect for human rights and the law. We openly communicate our performance and implement systems that allow us to supervise our procedures internally. Additionally, we have systems for the control and management of the minerals used in the manufacturing of the products we deliver to our clients, in accordance with the OECD due diligence standards on the origin of minerals and responsible sourcing principles.

What we do

Antofagasta Minerals, part of Antofagasta plc, is an international mining company based in Chile and one of the world's ten largest copper producers. We operate four open-pit copper mines in the country: Los Pelambres, Centinela, Antucoya, and Zaldívar. We supply copper concentrate and cathode products to various global markets, with approximately 75% of our production destined for the Asia-Pacific region. China remains the largest consumer, according to projections from the Chilean Copper Commission (COCHILCO).

Our operations are located in the central and northern regions of Chile.

  • Los Pelambres is our largest operation, producing 319.6k tonnes of copper in 2024, in addition to by-products of molybdenum, gold and silver, and has a workforce of 7,711 people. Located in the Choapa Province (Coquimbo Region), in 2024 we celebrated 10 years of engagement through Somos Choapa, our flagship community engagement programme.
  • Centinela is our second largest operation by volume, located in the Antofagasta Region of northern Chile, producing 223.8k tonnes of copper in 2024, in addition to by-products of molybdenum, gold and silver, with a workforce of 8,992 people.
  • Antucoya with a workforce of 2,479 and Zaldívar with a workforce of 2,883, are two solvent extraction and electrowinning operations in the Antofagasta Region of Chile, producing 80.4k and 40.1k tonnes of copper in 2024 respectively. In the Antofagasta Region, community efforts in 2024 focused on developing initiatives chosen by residents as part of the community engagement programme “Diálogos para el Desarrollo”, as well as joint work with the Indigenous peoples of the Salar de Atacama, centred educational programmes and cultural heritage preservation.

Markets served (by value)


Ownership chart


Antucoya’s anniversary

Centinela’s anniversary

Los Pelambres’ anniversary

Zaldívar’s anniversary

Innovation

We incorporate cutting-edge modern technology into our existing operations and new projects, to improve our efficiency and competitiveness. We distinguish between initiatives addressing daily operational challenges and those driving long-term transformation, exploring new mining methods.

Our open platform, InnovaMinerals, presents our main operational challenges, inviting employees, contractors, and external parties to propose ideas and solutions.

In 2024, Antofagasta Minerals, in collaboration with MIT, held the seminar ‘Disruptive Innovation for the Future of Mining’ addressing key topics like electrification and energy security, which imply increased demand for minerals, especially copper. Over 220 attendees participated, along with a sizeable streaming audience.

During 2024, we have continued to develop a series of initiatives, further increasing and optimising our use of technology throughout our business:

  • Cuprochlor-T, a proprietary and patented technology
  • Daily Plan Optimiser (SIRO Mezcla) generates optimal extraction scenarios through balancing equipment availability, tonnage and ore quality.
  • Technologies for Competitiveness in Los Pelambres
  • Shovel maintenance to improve productivity, as well as additional safety benefits
  • GPT Aminerals with Generative Artificial Intelligence (GenAI)
  • Operational Excellence Management System (OEMS) in Antucoya to reduce downtime in mobile mining equipment relating to tyre failure.
  • Hopper Lining Project reduces wear and downtime related to maintenance.
  • Tailings Innovation Programme provides alternatives to conventional tailings

Internally developed initiatives awarded by the Group in 2024

Ionoguard

Ionoguard – Minimising scintillation shutdowns – Antucoya: Ionoguard is a technology designed to mitigate the effects of ionospheric scintillation on GPS systems, ensuring the continuous operation of the bucket wheeled excavator. Its implementation included firmware updates, installation of Trimble R750 equipment, and the continuous analysis of solar projections to adapt the system to changing conditions.

ShovelSense – Antucoya

ShovelSense – Centinela: cutting-edge technological solution designed for real-time monitoring of the quality of ore being loaded by mining shovels. Utilising high-precision sensors and advanced analytical algorithms, ShovelSense determines material composition directly at the mine face, delivering critical data on ore grade and other essential parameters in real time through integration with the mine Fleet Management System (FMS). This innovation has significantly improved the efficiency of ore dispatch to processing plants, enhancing selectivity, improving ore recovery and preventing waste material from entering the ore stream.

Mineral Tracking

Mineral Tracking – Zaldívar: a centralised system where a set of data is stored and managed, allowing efficient access, search, retrieval and applications. Its objective is to trace the mineral throughout the entire value chain, promoting data-driven operational decision-making thus meeting the objectives of maximising copper stacking and/or recovery.

Robotic Arms

Robotic Arms – Los Pelambres: Los Pelambres: implemented these devices in its operations, an initiative that promises to reduce exposure to safety risks and seeks to reduce the time required to change bolts and lining plates in semi-autogenous (SAG) mills by 30%. The initiative improves task efficiency and increases safety by removing workers from risky tasks and adverse environments. The robotic arm combines sensors, actuators and a processing unit, for safe and precise interaction with the environment.

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Working through our value chain to shape tomorrow

Mining is a long-term business that can significantly influence neighbouring communities and territories. We aim to achieve a sustainable value chain, responsibly managing our employees, contractors, suppliers, local communities, the environment, customers and financial investors.

Our stakeholders

Our peopleOur people

CommunitiesCommunities

Suppliers iconSuppliers

CustomersCustomers

Financial ShareholdersFinancial Shareholders

Governments and regulatorsGovernments and regulators

Exploration / Investments

Exploration / Investments

Communities Governments and regulators

At Antofagasta Minerals, we conduct exploration activities to replace mineral resources mined during the year and to provide a platform for long-term growth by developing a pipeline of organic growth options. Our strategy focuses on a mix of near-mine exploration, greenfield projects, and opportunities with third parties in the Americas, particularly in Chile, Peru, the United States, and Canada.

Evaluation

Evaluation

Our people Communities Governments and regulators

Our design and evaluation process integrates innovative solutions and various economic, social, and environmental criteria. This approach allows us to design more sustainable mine construction and operation plans, maximising value and ensuring meaningful citizen participation.

Construction

Construction

Our people Communities Customers Financial Shareholders Governments and regulators

The construction phase of a mining project begins once all environmental and sectoral permits and relevant authorisations from state entities have been obtained.

Extraction and processing

Extraction and processing

Our people Communities Suppliers icon Financial Shareholders Governments and regulators

Health and safety, operating efficiency and innovation are key elements of our operations. At Antofagasta Minerals, we mine both sulphide and oxide ores, each of which requires different processing techniques:

Sulphide ores: extracted at Los Pelambres and Centinela, it is milled and transferred to flotation cells, where it is upgraded to a concentrate containing 25–35% copper.

Oxide ores: mined at Centinela, Antucoya and Zaldívar. This material is combined with leachable sulphide ore, crushed and added to a leach pad before sulphuric acid is applied to produce a solution containing copper. The final stages of processing are solvent extraction and electrowinning (SX-EW), which enable these operations to produce copper cathodes.

Sales and marketing

Sales and marketing

Our people Customers Financial Shareholders

We have built long-term relationships with smelters and manufacturers, with approximately 75% of our output (by value) going to Asian markets. Copper concentrate is sold to international smelters for conversion into copper metal. Gold and silver byproducts are marketed for industrial, electronic, and jewellery uses. Molybdenum is used to produce steel alloys, while copper cathodes are sold to manufacturers worldwide.

Mine closure and rehabilitation

Mine closure and rehabilitation

Our people Communities Governments and regulators

Mine lifecycle planning includes a site closure and rehabilitation plan, following international standards and national regulations. As required by Chilean law, all our operations have closure plans approved by the National Geology and Mining Service (SERNAGEOMIN), and we have an Integrated Mine closure standard that establishes the procedures to follow.

Engaging and understanding our stakeholders

Our business strategy aims to generate long-term value for shareholders and stakeholders. We identify and listen to our stakeholders, understand their expectations, and engage in continuous, open, collaborative, and transparent relationships. We develop robust, long-term connections through mechanisms that foster proximity and constant dialogue with the key groups involved in our activities.

Our people

Our People

Who they are

Over 28,000 employees, permanent contractors and temporary contractors related to projects. The majority are based in Chile and work across our operations, projects, exploration programmes, and corporate offices. 

Why we engage

Constructive relationships, grounded in mutual respect and transparency, are crucial for a good working environment and talent retention, as well as for productivity and efficiency.  

How we engage

  • Site visits by Board and senior management
  • On-site reviews
  • Engagement surveys, pulse, psycho-occupational risk surveys, opinions on activities carried out, among others.
  • Individual performance appraisal
  • Regular meetings with union representatives
  • Regular meetings with contractor managers
  • Intranet, internal communication screens, announcements, among others

Our communities

Communities

Who they are

Over 50 communities located in 10 communes around our mines, as well as on the coast close to our port and desalination facilities in the Antofagasta and Coquimbo regions.

Why we engage

The wellbeing of our neighbours is directly related to the sustainable development and success of our business. Our bottom-up engagement approach aims to create shared value. We are focused on preventing, mitigating and offsetting any adverse impacts our activities may have.

How we engage

  • Social programmes
  • Partnerships with local organisations
  • Working groups on specific areas of community development or concerns
  • Tools to measure net positive impact generated by social investment
  • Community Grievance Management System to address grievances submitted by our neighbouring communities.

Our suppliers

Suppliers

Who they are

We work with over 3,900 suppliers of which 94% are based in Chile. They provide a wide variety of products and services, ranging from large mining equipment to catering and transport services. They are vital to our ability to operate continuously, safely and efficiently.  

Why we engage

Suppliers play a crucial role in our ability to operate sustainably and safely. They represent a driving force for the continuous improvement of our products. We collaborate with them to enhance their sustainability performance and ensure they meet our standards and guidelines through best practices. 

How we engage

  • Regular meetings between the procurement team and suppliers
  • Online tender platform to guarantee fairness and transparency
  • Automated invitation system and several external tender platforms
  • Ongoing engagement with industry associations, such as the Antofagasta Industrial Association (AIA), Association of Industrial Mining Suppliers (APRIMIN), among others
  • Participation in key events such as The Electric Mine, MinExpo (USA), Expomin, Exponor.

Our customers

Customers

Who they are

Our customers are located in various jurisdictions around the world and we supply mainly to the Asia-Pacific markets.


Most sales are made under long-term framework agreements or annual contracts, with sales volumes agreed for the following year. 

Why we engage

Interaction and engagement with our customers gives us greater certainty about product prices and volumes. In parallel, strengthening this relationship allows us to identify and ensure customer satisfaction regarding their different needs. 

How we engage

  • Regular contact with customers around the world.
  • Frequent contact with our partners in our mining operations.
  • Yearly visits to Japan by our Chairman and several Directors to meet some of our partners.
  • Marketing office in Shanghai.

Our Financial Shareholders

Financial investors

Who they are

Financial investors are entities that are either shareholders of Antofagasta plc, which is listed on the London Stock Exchange, or are investors in the Company's bond instruments. This category also includes capital providers, sell-side analysts and other market participants.

Why we engage

We maintain fluent and transparent dialogue with our financial investors to ensure that they are treated fairly and receive all relevant information.

They evaluate their holdings in the Company, so they require regular information on policies, projects and performance. We constantly deliver complete and relevant information, keeping them informed in a timely manner. 

How we engage

Regular meetings with institutional investors and broker analysts at:

  • Industry conferences
  • Roadshows
  • One-on-one meetings
  • Annual General Meeting
  • Regular delivery of financial reports and relevant information.

Our Governments and regulators 

Governments and regulators 

Who they are

National, regional and local governments and regulators that define the framework within which we operate and that periodically supervise our daily actions.

Why we engage

Mining is a long-term business, and its activities can extend over decades. Policies, legislation and regulations can have a major impact on our business; therefore we engage with decision-makers to identify any changing situations that may impact our operations

How we engage

  • Close contact with mining associations and other industry-related entities to engage with governments on public policy, legislation, regulations and procedures relevant to our business
  • Interaction with governments and regulators within their engagement mechanisms (defined in the Chilean Lobbying Law) and our own standards on Relationships with Public Officials and Politically Exposed Persons

Partnerships and Awards

Largest industry association contributions and expenditures

In 2024 we made three significant contributions:

  • ICA: $1,994,921
  • ICMM: $272,271
  • Chilean Mining Council: $166,545

Collaborative solutions to shared challenges

Our adherence to ICMM principles

Logo of ICMM

Antofagasta Minerals is a member of the ICMM, an international organisation founded in 2001 that promotes sustainable mining and develops standards through its ten Mining Principles.

The Copper Mark

Logo of The Copper Mark

The Copper Mark is an independent assurance framework of responsible mining practices in the copper mining industry, developed by the International Copper Alliance (ICA).

Alta Ley Corporation

Alta Ley is an organisation that aims to articulate the existing capacities of public and private entities and organisations in the national mining industry. It promotes and fosters the sector's development and improves mining's competitiveness and sustainability. To date, we have actively participated in two of the organisation’s initiatives:

  • Mining Cyber Security Corporation (CCMIN)
  • Scope 3 Emissions Traceability Working Group

Distinctions 2024

Logo of The Copper Mark

100 Inspiring Women in Mining Chile & 100 Leading Women 2024

TBC

Most Innovative Company

TBC

Carlos Vial Espantoso Award 2024

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Chapter 2

Governance


Sustainability Governance

Our Company’s governance structure is designed to effectively oversee and promote sustainability related policies and practices throughout our operations. The Board is responsible for analysing, leading, and monitoring these policies and practices. Our approach to governance ensures robust oversight, strategic alignment, and proactive risk management to promote transparency, long-term resilience, and value creation.

6 out of 11

members of the Antofagasta plc Board of Directors are independent.

64%

of the Antofagasta plc Board members state they have sustainability skills. This includes competence on climate-related issues.

45%

of Antofagasta plc Board members are women.

Zero

formal complaints related to Law on economic and environmental crimes were received.

Zero

incidents of violations involving Indigenous peoples’ rights in 2024.

Antofagusta plc board

Sustainability and Stakeholder Management Committee

The Sustainability and Stakeholder Management Committee supports the Board by providing guidance on the Group’s safety, health, environmental and social responsibility strategies and policies, overseeing the corresponding programmes, and making recommendations to the Board to ensure that the views and interests of the Group’s stakeholders are considered in the Board’s deliberations.

Sustainability and Stakeholder Management Committee 2024

Eugenia Parot1

The CEO, COO, Vice President of Corporate Affairs, Vice President of Sustainability, and the Company Secretary periodically attend the meetings, as do other directors who are not members. The Committee meets whenever necessary and at least twice a year. In 2024, the Committee met six times to assess the organisation’s priorities.

Michael Anglin, Vivianne Blanlot2, Juan Claro, Ramón Jara, and Tracey Kerr

1. Eugenia Parot was appointed Chair of the Committee with effect from 1 January 2025.

2. Vivianne Blanlot resigned from the Board with effect from 31 March 2025.

Creation of the Vice Presidency of Sustainability

There have been significant advances in our organisational approach to sustainability. In 2024, the Vice Presidency of Corporate Affairs and Sustainability was split, creating the new Vice Presidency of Sustainability.

This division now oversees the Environment, Occupational Health and Safety, and Sustainability Performance departments. Additionally, Sustainability Management areas were created within the Vice Presidencies of Projects and Development, Explorations, and New Businesses to improve the integration of sustainability into all mining lifecycles.

Management sttructure
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Responsible Leadership

Supported by our guidelines, our Ethics Code and internal policies, we run our business in an accountable manner. We strive to make progress with integrity, respecting human rights and regulations, openly communicating our performance with a focus on our stakeholders, and constantly supervising our procedures.

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Complaints Channel Tu Voz

TBC

Tu Voz channel complaints received in 2024

TBC

Community Grievances received in 2024

TBC
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Human Rights

Antofagasta plc recognises the dignity of human beings as a fundamental value, whether in the context of our business or outside of it. Acknowledging and respecting human rights implies acting within a framework of equality, equity and non-discrimination.

Our commitment to respecting human rights is declared in our Human Rights Policy, which was formalised in 2020. This policy aligns with the UN Guiding Principles on Business and Human Rights, the Global Compact’s Fundamental Principles, and the ICMM Mining Principles on Human Rights.

In 2022, we updated this policy to recognise Indigenous peoples’ rights and align our security practices with the Voluntary Principles on Security and Human Rights (VPSHR). The policy, applicable to all Group companies, respects and protects Indigenous peoples’ rights, culture, and traditions, especially those near our operations.

We do not tolerate violations of our policy by employees, contractors, or supply chain companies. We prevent and reject exploitation, slavery, and human trafficking in our operations and supply chain. We do not tolerate child, forced, or slave labour. In compliance with the UK Modern Slavery Act 2015, we publish an annual statement on measures taken to prevent slavery and human trafficking.

Respecting Human Rights image

Human Rights Due Diligence Process

In 2024, we conducted our second human rights due diligence process across our four mining companies and projects to evaluate the potential risks identified in our first process and establish new action plans. This exercise is crucial for understanding and anticipating the industry’s potential impacts on communities, employees, and contractors. It allows us to design preventive action plans to mitigate any negative consequences related to community and indigenous relations, labour rights, work-life balance, water management, and dust release.

The following categories were assessed:

  • Labour practices: Fair conditions, non-discrimination, wages, privacy, freedom of association, safety
  • Supply Chain: Fair conditions, non-discrimination, wages, privacy, freedom of association, safety
  • Environmental impact: Water, air, noise, public health, sustainable environment
  • Safety: Protecting life, liberty, and security
  • Economic, social, and cultural impacts: Adequate living standards
  • Indigenous peoples: Consent, cultural identity, resource management
  • Cumulative impacts: Public health, water access
  • Access to remedy mechanisms: Effective remediation
  • Tailings and waste management: Health, safety, water, environment
  • Bribery and corruption.

Actual or potential human rights issues covered/identified:

  • Forced labour
  • Human trafficking
  • Child labour
  • Freedom of association
  • Right to collective bargaining
  • Equal remuneration
  • Discrimination

Groups at risk of human rights issues covered/identified:

  • Own employees
  • Women
  • Children
  • Indigenous people
  • Migrant workers
  • Third-party employees
  • Local communities

Risk Management

Effective corporate risk management is fundamental to accomplishing our purpose and executing our strategy. By understanding, prioritising and managing risk, we protect our people, assets, values, reputation and the environment, and identify opportunities to better serve the long-term interests of all our stakeholders.

Risk Management Table image
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Cybersecurity

Today, technology is essential to our business, enabling sustainable operations and increased productivity. We focus on risks linked to Information and Communication Technologies (ICT), such as cyber security, service continuity, and digitalisation levels.

Cyber security is crucial for protecting our digital infrastructure and ensuring sustainable progress. Our “Technology Guideline 2022-2024” updates systems and improves action plans to identify, minimise, and control potential risks. This guideline has four pillars: Connected 360, Living Cyber Security, Carbon Footprint Reduction, and Digitally Managed.

IT Breaches in 2024

0

During 2024, we had no cases of information security breaches affecting our clients, customers and employees.

Cybersecurity image

Chapter 3

People and Society


Health and Safety

The occupational health and safety of our workers – both employees and contractors – is a fundamental priority for our operations and daily activities.

Our health and safety strategy pillars

  • Occupational health and safety risk management
  • Reporting, investigating, and learning from our accidents
  • Leadership
  • Contractor management

2024 Highlights

Zero

fatalities

1.64

Total Recordable Injury Frequency Rate (TRIFR)

0.58

Lost Time Injury Frequency Rate (LTIFR)

34.5%

fewer High Potential Accidents than in 2023

Zero

High Potential Accidents at Zaldívar

1523746
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Our People

Our success relies on having the best people at the heart of everything we do. Our vision of a better future would be incomplete without the shared values of our workforce, a diverse and inclusive group of individuals open to learning and to enjoying their personal and professional growth, who strive for excellence in their results.

2024 highlights

28,063

total workforce, including employees, permanent contractors and temporary contractors associated with projects

6,822

own employees

76%

contractors

48%

of our employees are from the regions in which our significant operations are located

27%

of our employees are women (ambition: 30% by the end of 2025)

49%

of new starts were women in 2024, as we move towards a more balanced workforce

Distribution of own, full-time employees (2024)

38%

Centinela

14%

Zaldívar

22%

Los Pelambres

12%

Santiago (corporate offices)

14%

Antucoya

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Attraction, Retention, and Development of Talent

We focus on attracting, retaining and developing talent to provide the capabilities needed to achieve our business objectives. Our initiatives and programmes are based on three pillars.

Our pillars

Learning and attracting talent

  • Young professionals
  • Apprenticeships
  • Shift leaders programme
  • “Turnos Relevos Mina” (Mining shift) programme
  • Female-focused programmes
  • Scholarships for higher education
  • Internships, secondments and degree theses.

Leadership Development

  • Aimed at our frontline managers and focused on self-awareness and team management.
  • Development conversations for successors to key positions.
  • Skills development programmes for female supervisors and training programmes for shift managers in the Maintenance area.

Integrated talent management

  • Implementation of a roundtable discussion with executives from each of our companies to analyse key performance indicators in attracting, retaining and developing talent for the Mining Division.
  • Definition of key positions and succession planning, as well as development plans.

Wellbeing

One of our ongoing challenges is to create and promote opportunities for all our employees to balance their personal, family and work interests. This balance – known as the work-life balance – seeks to ensure that women and men can develop professionally and personally. This requires the reorganisation of work times and areas, as well as the modification of traditional roles.

We guide the wellbeing of our employees with our Work-Life balance guidelines. The guidelines are designed to improve the distribution of their time between work, family and recreational activities, and the benefits provided go beyond what is stipulated by Chilean legislation. In this way, we have a hybrid system of remote and in-person work in accordance with the operational needs of the mining companies.

Benefits of the wellbeing guideline

Physical

  • Medical and dental insurance
  • Free pre-employment preventive exams
  • Preventive programmes for possible associated risks (silicosis, hypobaric conditions, sleep hygiene)
  • Periodic health checks and other health campaigns

Mental

  • Psychological support
  • Customised individual programmes

Financial

  • Financial education
  • Life insurance

Social

  • Volunteer work

Personal

  • Special leave (birth, death, marriage, among others)
  • Vivo Flex (time away from work for personal, health or family care reasons)
  • Parental benefits

Balanced Workforce

At Antofagasta Minerals, maintaining a balanced workforce is a strategic priority and an ethical commitment, promoted from the highest organisational level. We believe balanced teams strengthen the culture and work environment, enhancing productivity and sustainability.

We have a plan with approaches and goals for cultural transformation, to allow everyone to reach their full potential. Additionally, we have a directive to ensure gender equality and to balance work, family, and personal life with equitable processes and respectful, discrimination-free work environments.

Composition of the female workforce – As of 31 December 2024

27%

women in total workforce (as a % of total workforce)

31%

women in all management positions, including junior, middle and senior management (as a % of total management positions)

32%

women in junior management positions, i.e. first level of management (as a % of total junior management positions)

29%

women in senior management positions, i.e. maximum two levels away from the CEO or comparable positions (as a % of total senior management positions)

The three focuses of our plan are:

Icon for Balanced Teams

Balanced teams

Promote balanced, bias-free teams where talents are visible, and the work-life balance and co-responsibility are encouraged.

Icon for Disabilities

People with disabilities

Create work environments that provide equal opportunities for people with disabilities, allowing them to develop their full potential.

Icon for Global and Intercultural profiles

Global and intercultural profiles

Manage safe environments for all people, regardless of their origin, ethnicity or nationality, incorporating talent from our local communities.

Our Suppliers

A responsible supply chain is crucial for addressing the diverse economic, social, environmental, and governance challenges faced by companies.

3,962

annual suppliers

46%

local suppliers

$691 m

purchases to local suppliers

94%

of our suppliers are Chilean businesses

In 2024, we continued to implement the “Suppliers for a Better Future” Programme, aligning supplier best practices with the Group’s vision and strategic framework. This programme fosters collaboration with suppliers, focusing on five key areas for mining development.

  • People: Promote local jobs, hiring of women, enhance diversity and inclusion, and the respect for human and labour rights.
  • Sustainability: Reduce the carbon footprint in the supply chain and promote circular economy solutions.
  • Competitiveness: Promote local purchases, and a culture of competitiveness, productivity, and integrity in our suppliers’ processes.
  • Innovation: Promote innovation among our suppliers as a lever to contribute to the programme’s challenges.
  • Supplier development: Develop the capacities of our regional suppliers and SMEs to face these challenges.

This programme applies to certain suppliers. To fulfil this programme, we have set goals to be met by 2025, including support and training for suppliers who need this. We assess these goals annually, using 2022 as our baseline.

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Working with Communities

We maintain continuous, respectful, and collaborative relationships with host communities, actively creating social value and contributing to their wellbeing.

10

years of the Somos Choapa Programme, a public-private alliance through which we implement our social management plan at Los Pelambres

150.4 ha

in the Choapa province have been modernised thanks to the Agricultural Strengthening programme

+3,000

people took part in over 20 activities to recruit potential workers for the Centinela Second Concentrator Project

+20

programmes have been evaluated using Theory of Change and Social Return on Investment (SROI) tools

Highlighting the Cultural Legacy

Highlighting the Cultural Legacy

In 2024, Zaldívar and the Camar Community initiated the conservation and revitalisation project for the Tambo de Camar, a pre-Hispanic Inca Trail building declared a World Heritage site in 2014. Historically, the Tambo served as a rest and provisioning stop for travellers and caravans. It suffered significant damage in 2019 due to a flash flood. This project will implement a new path and lookout point and protect all archaeological findings discovered during its development. Another cultural initiative in 2024 preserved the heritage of the Peine community in a recipe book, "Ancestral Recipe Book with Preservation of the Kunza Language", featuring ancestral recipes for traditional foods from grandparents and ancestors.

Somos Choapa

Somos Choapa: 10 years creating value in the Coquimbo Region

The Company presented the achievements and lessons learned from Somos Choapa at the Regional Commitment Seminar in Coquimbo. The event was organised by the local newspaper El Día, the Regional Development Corporation (CIDERE), the Catholic University of the North, and Los Pelambres.

APRoxima and APRoxima En Red

APRoxima and APRoxima En Red

The APRoxima programme has provided support to 80 Rural Sanitation Services (SSR), providing access to drinking water for over 64,200 beneficiaries in rural areas of the Choapa Province. This initiative is complemented by APRoxima En Red, which aims to enhance SSR water management through training, a telemetry system for monitoring and transmission, and big data tools for data storage, visualisation, and analysis. This ensures the continuity and security of the water supply for human consumption while optimising the management of the province’s water resources.

commune of Canela

The commune of Canela inaugurated one of the most modern schools in the country

In December 2024, the Ministry of Education inaugurated the new Canela Alta Primary School infrastructure. Severely damaged by the 2015 Illapel earthquake, the school reopened in 2025. Los Pelambres financed the design through the Somos Choapa Programme, and the Regional Council (CORE) approved a budget of over $15 million for its construction.

Caimanes Sewage

Start of works on the Caimanes Sewage and Urbanisation Project

Beginning of the Caimanes sewerage and urbanisation project Los Pelambres, in collaboration with the Municipality of Los Vilos and the regional government, commenced the Caimanes sewerage and urbanisation project after an extensive evaluation period. This project provides the town with a sewerage system, a new treatment plant and household connections that align with population growth. It also involves paving main roads and constructing or improving sanitary facilities, including public toilets and other infrastructure. The project aims to enhance water quality for human consumption and the irrigation of productive systems. 1,300 people have benefitted and received approximately $4,400,000 from Los Pelambres.

Inauguration of the renovation works as San Roque de Peine School

This initiative was developed collaboratively by the Municipality of San Pedro de Atacama, the parents and students of San Roque School, and Zaldívar. The project aims to create a healthy, inspiring, and safe environment for students, enhancing their learning experience. As part of this effort, a new teacher has been added to the school staff, and classrooms and educational facilities have been renovated and upgraded. Additionally, a children’s play area has been constructed.

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Chapter 4

Environment


Environmental Management

Environmental management plays a strategic role in achieving our purpose. Meeting requirements associated with sustainability, regulatory compliance and stakeholder expectations are an important aspect of our business.

Logo of The Copper Mark

Centinela and Zaldívar were the first mining companies to recertify The Copper Mark under the new framework of 33 criteria.

Zero

operational events with significant environmental consequences

GISTM compliance

with El Mauro, from Los Pelambres, and Centinela thickened tailings deposit

72

Environmental Approval Resolutions (RCA)

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Climate Resilience

Contributing to the global goal of decarbonising the economy involves reducing our greenhouse gas (GHG) emissions in the medium and long term through various initiatives aimed at decarbonising our operations and using resources efficiently.

1.75 tCO2e/tCu

Emissions intensity

1,228,924 tCO2e

Scope 1 emissions

887 tCO2e

Scope 2 emissions (market-based)

1,229,811 tCO2e

Total scope 1 and 2 emissions (market-based)

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Energy Management

In line with the third Pillar of our Climate Change Strategy (Efficient use of strategic resources), our Energy Policy establishes that energy is a strategic resource, and its management must ensure a safe, economic, efficient, and sustainable supply for our companies.

16,649 TJ

Fuel consumption

3,951 GWh

Electricity consumption

100%

Renewable electric energy contracts

Los Pelambres

We measure the Energy Performance Indicators (EnPIs) for the highest consumption areas. For Los Pelambres these are haul trucks, grinding processes, flotation, and tailings and fluid transport (TFT).

A project has been initiated to enhance operational control in flotation and adjust ball loading in Semi-Autogenous Grinding (SAG) mills. This initiative is projected to save 35 GWh, representing 2.2% of the mine's total electricity consumption.

Centinela

Centinela’s Energy Performance Indicators (EnPIs) with the highest consumption are related to haul trucks, grinding, electrowinning, and the Sea Water Pumping System (SIAM).

The Company implemented the SIAM water pumping operational control improvement project, which saved 9 GWh during 2024, equivalent to 0.6% of the mine's electricity consumption.

Antucoya

For this company, the most relevant Energy Performance Indicators (EnPIs) come from haul trucks, electrowinning, and gravel operations.

Therefore, Antucoya implemented a temperature control and acid mist improvement project for electrowinning which saved 8 GWh during 2024, equivalent to 2.3% of the mine's total electricity consumption.

Zaldívar

Zaldívar’s Energy Performance Indicators (EnPIs) highest consumption areas are linked to haul trucks and electrowinning.

Notably, the project aimed at improving the speed control of the haul trucks achieved significant results. In 2024, it saved 544 m³ of diesel, equivalent to 1.4% of the mine's total diesel consumption.

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Water Stewardship

Water is a vital resource for both communities and mining companies. In Chile, evolving environmental conditions have resulted in continental water becoming an increasingly scarce resource.

Sustainable water management is crucial due to the nature and location of our operations. Three of our four mining operations are in the Atacama Desert, and the fourth, Los Pelambres, is in the drought-affected Choapa Valley.

Los Pelambres’ desalination plant

inaugurated in 2024

Construction of the Los Pelambres’ Future Growth Enablers Project

including an expansion of the Company’s existing desalination capacity

58%

of water extraction was from sea water sources (2023: 60%)

Our water management framework

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Biodiversity Protection

Biodiversity protection is part of our long-term sustainability approach and policy. We aim to deliver a net zero loss of biodiversity by minimising the impact of our operations and working to mitigate and compensate for potential negative effects in line with the ICMM’s Nature position statement.

27,808 ha

Los Pelambres protected area in the Choapa Valley (Coquimbo region)

+6

times larger than the area used by Los Pelambres

4

nature sanctuaries: Laguna Conchalí, Palma Chilena de Monte Aranda, Quebrada Llau-Llau, Cerro Santa Inés

Biodiversity Risk Assessment

Biodiversity risks in our four mining companies are assessed using the Antofagasta Minerals risk management framework. This methodology, based on ISO 31000 and COSO ERM, is applied across all operations, projects, exploration activities, and support areas, providing a comprehensive view of the uncertainties that affect our strategic goals. Accurate and timely identification, assessment, and management of principal risks clarify the actions needed to achieve our objectives.

Sustainability risks, including biodiversity, are regularly monitored to identify uncertainties and enable timely measures. Increasing risks, particularly from climate change, present new challenges that require an integrated approach.

Each mining company holds an annual risk workshop to review and update business unit risks and mitigation activities. These workshops assess principal risks that may affect stakeholder relationships, resource availability, operations, and potential future growth.

Cactus in the sun

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