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Deirdrė Lingenfelder
CEO, OYU TOLGOI (OT)
"As we ramp up the underground, Oyu Tolgoi will become an incredibly efficient operation, moving into the C1 cost curve in the next five to 10 years."
Denis Frawley
PARTNER, ORMSTON LIST FRAWLEY LLP
"The biggest challenge is that mineral projects take a long time to explore and develop, while markets offer comparatively short windows for financing."
Jon Landau
VP MINERALS NORTH AMERICA, BUREAU VERITAS
“People are often comfortable with the status quo and using techniques they know, but things are changing rapidly in our industry.”
Andre Savino
SYNAP’S GENERAL DIRECTOR, SYNGENTA BRAZIL
"Our legacy in Brazil is one of sustainability and innovation, as the company strives to support farmers to produce more food while minimizing their environmental impact."
Pedro Vasconcelos
CEO, EDPR APAC
"Singapore is doing everything in its power to use all available space, already putting solar power on top of more than 3,000 buildings, including all government buildings."
Ramón Barua Costa
CEO, ACLARA RESOURCES INC.
"Our process is environmentally friendly in that we do not use explosives. There is also no crushing, milling or tailings dam because the process does not create liquid or solid residues."
Dan Wilton
CEO, FIRST MINING GOLD
"We have two of the biggest undeveloped projects in two tier-1 jurisdictions, with Springpole being one of the most advanced."
Nick Appleyard
PRESIDENT AND CEO, TRISTAR GOLD
"The cleanliness of the deposit helps on ESG management, and it fits into the Brazilian government’s plan to have a modern clean mining industry."
Ralf Hennecke
MANAGING DIRECTOR, BME
"Mines are relying on service providers like BME to not only deliver security of supply and quality product, but also to train and upskill mine staff."
Humberto Elizalde Mendoza
CEO, ICS GROUP
"Fortunately for Mexico, nearshoring trends have resulted in an inflow of manufacturing from abroad, which has shaped our post-pandemic recovery."
MACIG
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Latam North and Caribbean Mining 2025 - Digital Interactive
A convergence of high-commodity prices and low valuations, on the back of a structural deficit in exploration and discoveries, has set the perfect scene for increased M&A. The leverage is particularly high for acquisitions in Latam North and the Caribbean, where stocks do not command the high premiums of tier-one jurisdictions. But M&A is only a quick fix to the global resource replenishment crisis.
A convergence of high-commodity prices and low valuations, on the back of a structural deficit in exploration and discoveries, has set the perfect scene for increased M&A. The leverage is particularly high for acquisitions in Latam North and the Caribbean, where stocks do not command the high premiums of tier-one jurisdictions. But M&A is only a quick fix to the global resource replenishment crisis.
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