MCM Bulletin issue 10 English Finallls2.q4cdn.com/590117066/files/doc_news/Issue_10/MCM...BULLETIN Magazine for Employees 1st Half 2015 - Issue 10 MCM Acting General Manager During

MCM BULLETIN1st Half 2015 Magazine for Employees

MESSAGE FROM THE ACTING GM

COST SAVINGINTERVIEW WITH BABA SALIHI

OUR KEY PRIORITIES

AS A TEAM

AGRICULTURE

PROGRAM

In this issue:

Page 3: Message from the Acting GMPage 4: Creating value;sharing valuesPage 5: Elements of teamwork in the workplacePage 6: Cost saving campaignPage 7: Talented employeePage 8: Internal communications survey resultsPage 9: Agriculture programPage 10: Our key priorities as a team Page 11: Workers voicePage 12: TrainingsPage 13: Open pit vs Underground miningPage 14: Bulletin guest / GraduatesPage 15: VisitsPage 16: FQM operations and Development projects / Sudoku

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BULLETIN Magazine for Employees

1st Half 2015 - Issue 10

MCM

Acting General Manager

During the last 3 months of 2014, analysts warned that 2015 would be a difficult year for mining companies. Most decision-makers in the mining industry acknowl-edged this forecast. Indeed, my colleague Gavin Whyte discussed this subject in the 2014-Q4 Bulletin. However, the extent of the ‘difficulty’ over the last few months has been beyond the expectations of most industry analysts and managers. The drop in metal prices as a result of a supply-demand imbalance has been com-pounded by tight credit lines in most countries, particularly China. Here at MCM, the impact is clear for all to see through lower revenues and poor sales volumes. Since the start of the year, the inventory of concentrates at site and Nouakchott port has increased from about 29k tonnes to 45k tonnes.This is true for every mining company in the world today. Ensuring our operation remains viable in this climate requires a change of mind-set. In a recent press release on this subject, the CEO of FQML Mr Philip Pascall stated that, in this climate, ‘we need to be astute about where we spend our money, and as efficient and streamlined as possible’. This has been our approach at MCM during Q1 2015 through the ‘Our Key Priorities as a team’:- Our focus on cost reduction has been effective and we are starting to see our operating costs decrease in many areas. We are continuing to question our usage rates and prices of consumables, sourcing tendencies and the efficiency with which we perform our work; - We have started to roll out a performance evaluation system that is fair, effective and transparent. The intention is to increase productivity by measuring the perfor-mance of each employee and taking the appropriate measures in cases where an employee’ productivity is below acceptable levels;- Improving communication across the site through a number of initiatives: TV info, Employee information sessions, meetings with union delegates etc. Our collective belief is that ‘an informed employee develops into a proactive and ingenious employee’; - Continuing to look at increasing the value of our operation in the years to come by investigating ways on extending the Mine life; and- Continuing to work with the community on projects that foster a sustainability and independence. Our commitment to developing entrepreneurial skills in women and youth and to work with the authorities to find water sources independent from the Mine are examples of this approach. I am confident our key priorities address the difficult climate that our operation (and our industry) faces and beyond. Our mantra, ‘MCM: Creating Value – Sharing Values’, sums up our determination and The challenge is to do what we say we will do; to walk the talk!

MESSAGE

ANTHONY MUKUTUMA

Acting General Manger Mauritanian Copper Mines S.A.

Anthony Mukutuma has over 20 years’ experience in Mining operations, R&D, design and senior management in a number of countries in Europe and Africa. He holds a BEng. in Chemical Engineer-ing with Minerals Engineering from the University of Birmingham and an MBA in Accounting and Finance from the University of Liver-pool.

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MCM

MCM: Creating Value, Sharing Values

In my view, this quote reflects what has been undertaken by MCM since it was founded until the present day particularly our future perspectives. It reflects our present and future.

A brief overview of the history allows us to see clearly that we have made significant steps challenging each other. We have mouved from investing tens of millions at the beginning of opera-tions to hundreds of millions today. Our investments that have been and continue to be creating values from which beneficiate the national economy and all stakeholders involved in our activities: employees, shareholders, Government, host community, suppliers… As shown in past issues of this bulletin, many social activities have been carried out for the host community including auto development and income generating activities. These activities contribute to the well-being of stakeholders

Creating values is also, and above all, innovation. It is not about saving what already exists, but about improvement, state of mind, proactivity that enable to bring innovative solutions and create added values. There is always need to do better. “The greatest risk is to not take risk” a former USA president said. We are at this level of creativity and our future looks bright because of the creativity spirit through innovation and the know-how of our employees. According to the assigned tasks, each employee can innovate and contribute to creating values and to his/her own self-de-velopment. Today’s ideas will be tomorrow’s achievements.

Without being moralistic, the company, through its management and employees development principles, continues to promoting and consolidating an enterprise culture and good governance by placing a particular emphasis on ethics concepts and responsible management.

<This policy will allow entrenching these values across our organization>.

Alassane Maiga is the Finance Manager at MCM.

The team at MCM during Q1-2015 ran a campaign to find a ‘vision statement’ for the site. Many submissions were received from employees. ‘Creating Value, Sharing Values’, provided by Alassane Maiga, has been adopted as the vision statement for the site.

In the following, Alassane shares his thoughts on this vision statement.

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MCM

Elements of Teamwork in the Workplace

Teamwork is an important part of an effective workplace. An effective team can be trained as a group, help each other maximize their job performance, and help to make an inviting and produc-tive atmosphere for new team members. Certain elements of teamwork in the workplace should be in place for your company to benefit from group organization.

CollaborationCollaboration is an important element to any team. According to Penn State University, teamwork allows projects to get done that one person alone is not able to complete. Members of the team bring in their own experiences and level of expertise to a project to help create an effective finished product. To collaborate effectively the team must be able to communicate and share ideas, and there also needs to be a feeling of respect in place for each team member's contribu-tion.

Conflict ResolutionAfter a team has started working together there can be conflict, according to the online Reference for Business. Some people feel their ideas are not being heard, and others feel that their ideas should always be part of the team's solution. There could also be a struggle for leadership of the group that can threaten to diminish the group's effectiveness. The element of conflict resolution within a team means leaving room for everyone's contributions, developing the ability to listen to all ideas and creating a method of consensus that is used to develop a solution the team can agree on.

Roles and ResponsibilitiesA team is only effective when the members understand their roles and responsibilities within the group, and endeavor to execute them effectively. According to the Missouri Small Business and Technology Development Centers, a task given to a group is completed more effectively when the responsibilities are distributed fairly among the group members. Each member is assigned a part of the task based on his role within the group and his level of expertise.

Differing Points of ViewOne of the strengths of teamwork within an organization is the ability to bring together differing points of view to create a solution to an issue. According to Penn State University, an effective team creates solutions that are manufactured from the many different perspectives of the individ-ual group members. This helps to see a situation from several different angles, and can create a solution that no one individual could create on his own.

Adapted by an article written by George N Root, Communication and Journalism Specialist

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MCM

Cost SavingInterview with Baba SALIHI about

Given the critical levels to which arrived copper price and sales, MCM management called all departments to reduce costs in order to stand against this situation. Cost saving involves rationalize expenditures, look for the best items prices, purchase only what is really required, seek for alternative solutions etc.

Mining fleet maintenance represents a significant proportion of the company budget. As such, Baba Salihi (HME Maintenance Superintendent) was recently interviewed to hear some of the cost saving initiatives undertaken in this department.

What cost saving actions have been carried out by the department?

First of all I would like to thank you for the opportunity to share some of the good ideas that we have implemented in mining department and have given good results at many levels such as performance, reliability and quality control.

As you know, all mining companies are under ever-increasing pressure to move to world class status by:

- Improving quality, reducing costs, increasing equipment uptime, cutting inventory and delivery time.

We have started with inventory analysis, spare parts requirement control and pricing and good progress is being made in these areas.

- We have installed a rebuilding shop to repair all components (engines, cylinders, water/hydraulic/fuel pumps, and rotary heads….etc.) which enabled us to reduce cost by only ordering the kits to rebuild instead of buying complete unit.

- Air filters system machine, this unit cost us $60,000 and has already saved more than $230,000 and has reduced the amount of waste air filters.

- Lube Kidney machine, this unit was made on site and it is designed to clean used hydraulic oil and put it back in the component again.

- For local business improvement, we are working with SAFA & COMECA (SNIM) on supplying all bucket teeth, graders/dozers cutting edges, end bits and all other metal pieces for Cubex that we may need for our operations. So far, we were able to reduce cost by 25% by working with these companies without noticing any quality issue

How the staff contributes to this policy?

For the second question, cost saving is a common responsibility and requires every one’ contribution. Employees play a significant role in this process by the proper use of tools and spares.

How can we make this cost saving policy part of the culture of all employees?

We are working to implement this culture within our different sections:

Production1- Lower unit cost

2- Increase production capacity

3- Improve equipment reliability

4- Improve quality control

5- Reduce capital replacement costs

Maintenance1- Reduce unit maintenance costs

2- Reduce spare parts inventory

3- Improve personnel productivity

4- Improve policy & procedures

5- Less reactive, crisis maintenance

6- Reduce overtime costs

7- Improve quality control & skills develop-

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MCM

TALENTED EMPLOYEE Sidi Mohamed AMEIJINMaintenance Superintendent in Engineering & Services Department

“You should not expect respect from people who work for you if you don’t show respect to all” says Sidi Mohamed.

Born and schooled in Boutillimit, which is 150km south of Nouakchott, Mohamed’s first jobs were as a mechan-ic at various organizations in Nouakchott. He joined Morak which was producing gold at the Guelb Moghrein mine in 1995 where he fulfilled various roles including fitter, mechanic, loader and crane operator.

Sidi Mohamed was one of the three people who continue working for Morak even after the closure, when First Quantum acquired the mine in 2004, he was transferred to work with the new mine operator MCM.

Sidi Mohamed’s experience saw him employed as foreman responsible for overseeing various aspects of the construction process. In 2008 he was promoted to a supervisory role and in 2010 a senior supervisory role.

He says most of his skills have been acquired on-the-job including English language that he did not speak before joining MCM. He declared” expatriates who have come to work over the years with MCM were my colleagues and teachers and they provided me with all support I need to successfully achieve my goals”

Sidi Mohamed says the mine provides employment opportunities for him, his colleagues and his community. He considers that the community development depends on the mine prosperity and continuity.

Safety is a top priority at the mine. There are many hazards around our workplaces and we need to return every day to our families with ten fingers, so we must never give safety a day off.

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MCM

Internal Communications Survey Results

From December 29th 2014 to February 6th 2015, MCM employees were asked to complete a survey regarding MCM internal communica-tions. The survey was admin-istered in English, French and Arabic and was distributed to employees through section supervisors.

A total of 395 employees com-pleted the survey which repre-sents 34% of the workforce.

The response rates varied between departments where Environment, CSR & Commu-nications had the highest response rate at 67% and Process with 56% and Engi-neering & Services had the lowest at 5%.

The results of the survey were as follows:

- The survey demon-strated that there is a high connection to the organiza-tion, where 69% of respond-ents understand the compa-ny’s objectives and 78% are committed to the organiza-tion’s vision.

- The low-scoring cate-gories include the satisfaction with the information delivery across the site (40%) and those that attend staff meeting regularly (41%).

The CSR & Communications Department would like to thank everyone who partici-pated in the survey.

Target area Result

Connection to the organization

% of staff that understand the organization’s vision and objectives 69%

% of staff who are committed to the organizations vision 78%

% of staff that generally understand HR policies 53%

% of staff who are satisfied with the level of HR services 51%

Communication effectiveness

% of staff who state that management decisions are communicated to them effectively 49% % of staff who state that generally understand the reasons for senior management decisions 47%

% of staff that state that information about different departments shared effectively across the organization 46%

% of staff who feel that communication in their departments is effective 65%

% of staff who feel that communication in their departments is open and honest 56%

Current processes % of staff who rate the conveying of senior management decisions and directions as good or very good 55%

% of staff who rate the conveying of organizational news and initiatives as good or very good 48%

% of staff who rate the conveying of department updates/outputs as good or very good 49% % of staff who rate the conveying of health, safety, environment and community news as good or very good 57%

% of staff who rate the conveying of policies and procedures as good or very good 48%

Information delivery

% of staff that state that communication tools keep them fully or fairly informed 40% Meetings attendance

% of staff who get to participate in staff meetings on daily, weekly or monthly basis. 41% % of staff who get to participate in a meeting where the head of department is present on daily, weekly or monthly basis. 44%

% of staff who get the opportunity to have a say on the issues that affect them in their departments on daily, weekly or monthly basis. 43%

% of staff who attend safety/toolbox meetings where a person from the safety department is present on daily, weekly or monthly basis. 56%

% of staff who state that their direct supervisors speak to them about safety issues on daily, weekly or monthly basis. 77%

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YOUR

COUNTSVOICE

we hear you.



MCM

Agriculture Program

Drilling of Boreholes

Agriculture is one of the main income-generating activities in Inchiri region. Away from mining, agriculture remains the main source of basic household needs. It thus presents the future for the community after mining operations cease.

A number of challenges have arisen in the agriculture sector over the last few years, resulting in a significant decline in production.MCM has supported the farmers in the local area over the last 8 years by providing equipment to operate water wells and by distributing seeds.

In 2014, MCM started a new program to support and develop the local agriculture conducting a survey/baseline study to identify shortcom-ings and needs in light of which farmers’ capacity building focusing on the field and solving water shortage issue have been undertaken.

For the capacity building, an agronomist has been hired by MCM during the agricultural season. He has spent most of his time in fields with the farmers showing them how better to exploit their farms through practical demonstrations.

Water shortage has been an obstacle to agriculture development for a while, as result of the breakdown of the main water well supplying water to farms of Akjoujt despite MCM’s repetitive attempts to fix it.

Late 2014, MCM and Star Oil have jointly funded the drilling of two boreholes. One of the boreholes is in Akjoujt and has been specially drilled and equipped to double the farmers’ water quantity availability.

Many parts of the irrigation water network used to distribute water to all farms were dam-aged and have recently been rehabilitated and the network is now working well.

Within the framework of its sustainable development strategy, MCM is committed to find inexpensive and lasting alternative solution to supplying water to the community of Inchiri. In this regard, MCM began a drilling campaign in collaboration with Local Authorities, General Directorate of Water and the National Drilling Company in order to re-drill the existing bore-holes in the East & West well field; achieve maximum drilling in the same well field and complete a hydro-physical study in the promising areas.

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MCM

Our Key Priorities as a TeamAs a team, MCM management and staff has set 5 key priorities to focus on over this year and beyond, these priorities aim to be able to tackle every kind of situation such as low metal prices or low sales and to improve the overall site performance. The priorities are as follow:

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2. Get a really effective, fair and transparent

performance management framework in place across

the organization.

3. Develop a top-bottom, internal-external communication

framework.

4. Look at all possible ways

of extending the life (including mine closure

plan)

1. Cost cutting to ensure profitability

5. Focus on creating a healthy, sustainable independent local

community.



MCM

1. When and how did you join MCM?I joined MCM late 2011 as store man assistant at Engineering Department

2. What changes working with MCM brought to your working and social life?My work at MCM is making big changes in my both social and working life

3. You work at MCM and you are the Secretary General of Youth associations of Akjoujt, How do you assess the part-nership between both parties?I think that the partnership between MCM and Youth of Akjoujt is strong and very benefi-cial for the Youth who is just starting new experiences.

4. How do you evaluate the MCM safety awareness program and its impact on workforce life?Safety is very important for mining employees and I estimate it’s performing very well at MCM, all team supervisors hold regular safety meetings and explain to employees the safe procedures to do the work without being exposed to hazards. Now, safety is becoming a culture as we can see safe practices at home and in the street.

5. How do you evaluate MCM’s efforts in protecting the envi-ronment?Efforts that are underway by the company to protect the environ-ment are effective; there is an accurate follow up by the relevant department and regular sensitization at all occasions as well. Stakeholders have some concerns about the environment pollution as they are too attached to their land but I think the current sensitization will positive-ly mitigate the stakeholders’ concerns.

6. Since MCM started operat-ing, did you notice any posi-tive changes to the local econ-omy and how?There are many income generat-ing projects that were not exist-ing before the start of MCM’s operations, so the company contributes drastically to the local development.

7. Do you think there will be alternative income sources in Akjoujt after the mine closure? If not, how can they be creat-ed?In my point of view, there are no alternative sources of income after the mine closure; we only rely on the partners to create these sources and especially MCM.

8. How do you receive MCM news?I get MCM news through internal publications, TV monitors, MCM website and social networks.

9. What do you think about the participatory approach that MCM pursues to dealing with the stakeholders?The participatory approach is an excellent approach to deal with the stakeholders and through it, all barriers can be overcome, this approach can be strengthen by dealing directly with the benefi-ciaries of company’s projects in order to allow them manage their own business by themselves and create income generating activi-ties.

10. What are your recommen-dations to MCM management?Activating the partnership based on the trust with employees and the stakeholders, improving an open and honest internal com-munications.

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Mahfoudh Kreivit /Engineering Department



MCM

CRM Training

In March the MCM Safety Department introduced Crew Resource Management (CRM) training on site. This training takes “Lessons from the Flight-deck” and introduces partici-pants into how those lessons can be applied in Mining. Why Lessons from the Flightdeck? The Aviation industry realized back in the early 1970’s that unless you use all available resources your chances of making an informed decision are not very high.

The courseware covers a varie-ty of areas and gives partici-pants practical examples of how we can utilize the skills learnt in our industry. The following specific areas are covered in the course: Using All Available Resources, Improving Commu-nications, Utilizing the Window of Risk, Appreciating the Value of Teamwork, Understanding the Error Chain, Increasing Situational Awareness, Fatigue and its Impact on Us as Individ-uals and what is CRM. The participants

also take part in an exercise wherein they are asked to iden-tify what they believe we should STOP, START and CONTINUE

in relation to Safety.

The course is interactive and participants are continually encouraged to share their expe-riences and also participate in team exercises.

CRM commenced on March 10th with a presentation to Senior Management. There was then a further six courses deliv-ered to a variety of employees from within MCM. The feedback from all participants was extremely positive and 92% of participants rated the course as excellent. The feedback from all the courses has been collated and sent to Senior Management and also the site Safety Depart-ment.

In total 128 participants attend-ed the CRM training and feed-back was sought from all of them asking them to rate the course and in particular asking them if they would recommend the course to other MCM employees. 98% of participants answered yes to this question.

There will be further CRM train-ing later this year and the Safety Department will be coordinating with Departments once the dates have been finalized.

Youth account for half the Mauritania’s population and are the most affected by the unemployment despite several government and private sector Youth development initiatives and programs.

In the Inchiri region, the Youth face critical challenges such as high school dropout rate generating many unskilled young people who have very limited chances to get jobs and the total absence of any youth training facilities aiming to improve their over-all lives perspectives. These factors led MCM, in accordance with its com-munity sustainable development approach to undertake a Youth initia-tive to enable them access the employment market.

MCM Youth initiative has been launched two years ago with Career Coaching, ICT & Languages courses trainings and this year, an internship program started in collaboration with our Training & Development Depart-ment.

The internship program aims to build youth technical capacities in Welding, Electrical, Light Vehicle Maintenance and Civil Engineering areas during 2 months for each group of 10 local young. with MCM certification after the trainings completion.

It is encouraging to see how good the local trainees are doing with MCM high qualified and outstanding profes-sional trainers’ support.

LocalYouth

TrainingProgram

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MCM

Open Pit vs Underground MiningAn open-pit mine (like the Guelb Moghrein one) is the least expensive kind, and is every developer's first choice when an ore body is close to surface and big enough.

Open-pit mines look simple, but every pit needs to be tailor-made. First and foremost, the pit walls have to stay up, so a rock-mechanics engineer has to determine a safe slope for the pit. There is also a delicate balance between how much waste rock can be mined in order to gain access to the valuable ore and how deep a pit can be.

The size and location of the first bench of any open-pit mine is critical. It is excavated well into the waste rock surrounding an ore body. And since each successive bench is smaller than the last one taken, the depth to which the pit can be mined is determined by the size and location of the first cut or bench.

The main cost advantage of open-pit mining is that the miners can use larger and more powerful shovels and trucks. The equipment is not restrict-ed by the size of the opening it must work in. This allows faster production, and the lower cost also permits lower grades of ore to be mined.

Underground methods

Generally, orebodies are either vein-type, massive or tabular in shape. This, together with ore thickness and regularity, will influence the mining method selected.

Vein-type orebodies usually dip steeply, allowing ore to fall to a lower mining level where it can be loaded. The orebodies are usually narrow and often irregular, so care must be taken to avoid mining barren wall rock. They are most successfully mined by small-scale underground stoping.

Massive orebodies are large and usually have an irregular shape. Under-ground bulk-mining methods, with large stopes, are best suited to this type of orebody.

Tabular orebodies are flat or gently dipping, and the ore, having nowhere to fall, must be handled where it is blasted. The strength of the ore and the rocks surrounding an orebody also influence the method (and therefore the costs) used to mine the orebody. Openings may be supported or self-sup-ported

Self-supported openings stand up with little artificial support. The walls and pillars are sufficiently strong to carry the weight of rock above them and the horizontal stresses in the rock caused by tectonic forces, though the miner may help them along with rock bolts and screening.

Underground mining loader

Open pit loaderUnderground mining truck

Open pit truck

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MCM

Hello, my name is Karl Morley and I joined MCM on February 1st 2015 as the Resource optimization Coordinator after transferring over from Kansanshi in Zambia.

I was born in a small town called Bury St Edmunds which is about a 2 hour drive from central London, UK. I left the UK in 2011 and took up residence in South East Asia which is where I currently call home whilst off rotation.

I have been working as an expatri-ate in the Mining and Oil & Gas sectors for the past 10 years on projects in Angola, Guinea, Mauri-tania, Senegal and Zambia.

I am very happy to be here at MCM and look forward to collaborating with you all for the remainder of 2015 and beyond!

Karl MorleyResource Optimization Coordinator

Baba Salihi Obtained the Highest Mark

Baba Salihi, recently graduated from Marshall Institute and NC State’s Maintenance and Reliability Management (MRM) Diploma Program. To receive the diploma, participants must attend three classes/modules, successfully pass assessments, and complete homework. Baba went beyond the call of duty by traveling 108 hours total from Akjoujt, Baba said that MRM is “one of the best maintenance training programs in the world!” At all test exams and homework of the training, Baba has obtained the high-est mark among the participants which is 93%. The University management has awarded Baba with a professional camera Gopro, shirt and bag.Baba would like to take this opportunity to thank MCM for providing him with the continuous support to develop his career.

Mohamed Moubarack, Chief HR Analyst attended on 30th April 2015 a training provided in Duabi by the Gearge Washington University where he obtained a certificate in HR Audit.Mohamed would like to thank MCM for this opportu-nity which is part of his career development.

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MCM

Students Visit

On the 21st April, the US Ambassador in Nouakchott has carried out a visit to MCM site, he was received by the General Manag-er and few heads of department and he listened to a brief presentation about the nature of the mining operations. His excel-lence has been taken in a tour around the site, inside the open pit to see where the copper and gold concentrates come from with explanations given by mining team.After the pit, his excellence was taken to the process plant and walked around different steps of flotation and concentrating the minerals, Process team provided technical explanations to the Ambassador and his officials.

On the 30th April 2015, MCM welcomed 33 students and three professors from the Science and Technol-ogy University. The students are from the mining geology section and for many of them it was the first time to visit an operating mine and see an open pit. Upon arrival, students were given a safety induction as well as Personal Protective Equipment (PPE), such as hard hats and dust masks for their visit. The students spent about two hours at the open pit view point listening to explanations from Dr. Bagga about the geological formation of the Guelb Ore and the whole process of extracting minerals from the rocks. This was followed by a visit to the process plant view point where they have been given explanations about the copper and gold process.

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MCM

SUDOKU

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Last issue’s solutionHardEasy

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Name: RavensthorpeCountry: AustraliaStatus: OperatingMineral: Nickel FQM ownership: 100%

Name: PyhasalmiCountry: FinlandStatus: OperatingMineral: Copper & ZincFQM ownership: 100%

Name: KevitsaCountry: FinlandStatus: OperatingMineral: Nickel-copper-platinumFQM ownership: 100%

Name: Cobre Las CrucesCountry: SpainStatus: OperatingMineral: CopperFQM ownership: 100%

Name: çayeliCountry: TurkeyStatus: OperatingMineral: Copper & ZincFQM ownership: 100%

Name: EnterpriseCountry: ZambiaStatus: DevelopmentMineral: NickelFQM ownership: 100%

Name: SentinelCountry: ZambiaStatus: DevelopmentMineral CopperFQM ownership: 100%

Name: KansanshiCountry: ZambiaStatus: OperatingMineral: CopperFQM ownership: 80%

Name: Guelb MoghreinCountry: MauritaniaStatus: OperatingMineral: Copper & GoldFQM ownership: 100%

Name: Cobre PanamaCountry: PanamaStatus: DevelopmentMineral: CopperFQM ownership: 80%

Name: HaquiraCountry: PeruStatus: DevelopmentMineral: CopperFQM ownership: 100%

First Quantum Minerals Ltd- The New Leader in Global Copper

MCM Bulletin issue 10 English Finallls2.q4cdn.com/590117066/files/doc_news/Issue_10/MCM...BULLETIN Magazine for Employees 1st Half 2015 - Issue 10 MCM Acting General Manager During

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