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OperationsMarch 30, 2016Ian Kilgour, Executive Vice President & Chief Operating OfficerRobin Sheremeta, Vice President, Coal OperationsDale Andres, Senior Vice President, CopperRob Scott, Senior Vice President, Zinc
Operations
Forward Looking InformationBoth these slides and the accompanying oral presentation contain certain forward-looking statements within the meaning of the United States Private Securities LitigationReform Act of 1995 and forward-looking information within the meaning of the Securities Act (Ontario) and comparable legislation in other provinces. Forward-lookingstatements can be identified by the use of words such as "plans", "expects" or "does not expect", "is expected", "budget", "scheduled", "estimates", "forecasts", "intends","anticipates" or "does not anticipate", or "believes", or variation of such words and phrases or state that certain actions, events or results "may", "could", "should","would", "might" or "will" be taken, occur or be achieved. Forward-looking statements involve known and unknown risks, uncertainties and other factors which may causethe actual results, performance or achievements of Teck to be materially different from any future results, performance or achievements expressed or implied by theforward-looking statements. These forward-looking statements include statements relating to management's expectations with respect to the benefits of our LNGinitiative, achieving further cost reductions in 2016, our targeted US$300 million in operating costs reductions in 2016, forecast 2016 capital cost guidance, the potentialof Teck's growth/value pipeline and options for growth in our projects, mine reserves and resources, mine lives, projected coal cost reductions in 2016, forecast 2016 coaltotal cash costs, expectations regarding the timing and cost of our Elk Valley Water Quality Plan initiatives, 5 year planning objectives, forecast copper production, costreduction, production and mine life plans for Highland Valley, forecast Antamina production, mill throughput and cathode production projections for Andacollo, estimated2016 cash costs at Quebrada Blanca, potential reductions of capital costs at Quebrada Blanca 2 and timing of environmental submission, expectations regarding ProjectCorridor, projected Red Dog production, exploration potential at Red Dog, forecast 2016 production at Pend Oreille, the ability to capitalize on improving fundamentalsand demand and market outlook for commodities.
These forward-looking statements involve numerous assumptions, risks and uncertainties and actual results may vary materially. These statements are based on anumber of assumptions, including, but not limited to, assumptions noted in the various slides and oral presentation, assumptions regarding general business andeconomic conditions, interest rates, the supply and demand for, inventories of, and the level and volatility of prices of coal, zinc, copper and gold and other primarymetals and minerals produced by Teck as well as steel, oil, natural gas and petroleum, the outcome of engineering studies currently underway in connection with Teck'sdevelopment projects, the timing of receipt of regulatory and governmental approvals for Teck's development projects and other operations, receipt of permits to mine,costs of production at our operations and production and productivity levels, as well as those of Teck's competitors, power prices, market competition, the accuracy ofTeck's reserve and resource estimates (including with respect to size, grade and recoverability) and the geological, operational and price assumptions on which these arebased, the resolution of environmental and other proceedings, our ongoing relations with our employees and partners and joint venturers, the availability of financing fordevelopment projects and the future operational and financial performance of the company generally. The foregoing list of assumptions is not exhaustive.
Events or circumstances could cause actual results to differ materially. Factors that may cause actual results to vary include, but are not limited to: unanticipateddevelopments in business and economic conditions in the principal markets for Teck's products or in the supply, demand, and prices for metals and other commodities tobe produced, changes in power prices, changes in interest or currency exchange rates, inaccurate geological or metallurgical assumptions (including with respect to thesize, grade and recoverability of mineral or oil and gas reserves and resources), changes in taxation laws or tax authority assessing practices, legal disputes orunanticipated outcomes of legal proceedings, unanticipated operational difficulties (including failure of plant, equipment or processes to operate in accordance withspecifications or expectations, cost escalation, unavailability of materials and equipment, government action or delays in the receipt of permits or government approvals,industrial disturbances or other job action, and unanticipated events related to health, safety and environmental matters), assumptions used to generate our economicanalysis, decisions made by our partners or co-venturers, political events, social unrest, lack of available financing for Teck or its partners or co-venturers, and changesin general economic conditions or conditions in the financial markets.
Certain of these risks are described in more detail in Teck's annual information form available at www.sedar.com and in public filings with the SEC at www.sec.gov. Teckdoes not assume the obligation to revise or update these forward-looking statements after the date of this document or to revise them to reflect the occurrence of futureunanticipated events, except as may be required under applicable securities laws.
2
Operations
Agenda
Overview
Steelmaking Coal
Copper
Zinc
Summary
3
Staying true to Teck’s values
Delivering results
Building operational excellence
Disciplined capital spending
Focused growth pipeline
4
Operations
Meeting the Challenge
Operations
Staying True to Teck’s Values
Safety
Sustainability
Integrity
Respect
Excellence
Courage
5
Operations
Safety is a Core Value
Courageous Safety LeadershipVisible Felt Leadership
Frontline Leadership Development
Incident InvestigationHealth & Safety BenchmarkingControl Effectiveness Reviews
Risk ManagementStandards & Best Practices
Technology Enablers
6
Operations
Managing High Potential Safety Risks
Focus on High Potential Risk Controls• Risk identification – serious & fatal
injury potential• Reviewing control strategies &
effectiveness• Reducing high potential incidents
High Potential Incident Performance
0.0
0.5
1.0
1.5
2010 2011 2012 2013 2014 2015
PFO SHPI HPI
Per 2
00,0
00 h
ours
Work Team Risk Assessments• Improved risk ownership at a team
level• Working on identifying solutions
together• Contributing to our culture of safety
New fall protection tower at Trail
7
Operations
Sustainability Incorporated in Operations
Sustainable practices are the “right thing to do” and have a solid business case
Formalizing our commitment to working with Indigenous Peoples
Enhancing air quality in areas near our operations
Reducing GHG remissions and energy costs through haul truck efficiency
Strengthening diversity at operations
8
Operations
LNG Haul Trucks – Status Update
9
• Six pilot trucks have been converted to “dual-fuel” - LNG and diesel (four 830E’s, two 930E’s); first in Canada
• Current substitution rates achieved: 25 – 40% (target >35%)• Pilot objective is to confirm the business case (cost and sustainability) for a Teck
wide application; focus is on safety, sustainability and operability• Establishing reliability of the LNG systems • Optimizing LNG substitution rates and monitoring GHG emissions
9
0.00
0.50
1.00
1.50
2.00
2.50
2012 2013 2014 2015 2016F*
Before by-product credits
After by-product credits
US$
/lb
0
50
100
150
200
250
300
350
400
2012 2013 2014 2015
US$
per t
onne
of p
rodu
ctio
n
0
10
20
30
40
50
60
70
80
90
2012 2013 2014 2015 2016F*
OperatingCapitalized Stripping
C$/
tOperations
Delivering Results in Unit Cost Management
Copper Cash Costs3
Achieved significant unit cost reductions, and expect further reductions in 2016
Steelmaking Coal Total Site Costs1
2
1. Total site costs are site costs, inventory write-downs and capitalized stripping, excluding depreciation. 2. Operating costs include site costs and inventory write-downs.3. By-product credits reduced cash costs by US$0.19/lb in 2015. Assumes US$0.19/lb in 2016.4. Zinc cash costs are Red Dog site costs per tonne of combined zinc and lead production.* 2016F based on mid-point of guidance range.
Zinc Cash Costs4
10
- $50 $100 $150 $200 $250 $300
Other ($1M)Productivity - Utilization (e.g Op Delays) ($5M)
Components (life/cost) ($7M)Freight savings ($7M)
Over time reduction ($12M)Productivity - Enablers, multiple levers ($16M)
Plan optimization ($21M)Pricing Improvements ($20M)
Equipment Rental Savings ($20M)Mining Productivity - Availability ($23M)
Admin savings ($55M)Idling & Energy Savings ($64M)
Consumables ($64M)Employee Cost Reduction ($134M)
Contractors/Consultants Reduction ($160M)Mining Productivity - Throughput ($215M)
2013 Initiatives 2014 Initiatives 2015 Initiatives
CAD$ millions(all USD savings translated using CAD/USD rate of 1.384)
~$820M of Annualized Savings in 2015, from Major Cost Reduction Initiatives in 2013-2015
Annualized 2015 Savings from Major Cost Reduction Program Initiatives
Targeting an additional $300M in operating cost reductions in 2016; A total of >$1B of annualized savings identified and included in 2016 plan
Operations
Embedding Sustainable, Ongoing Operating Cost Reductions in the Organization
11
Planning
Blasting
Loading and Hauling
CrushingStockpiling
Geology and Metallurgy
Grinding
Optimizing value across the production process to breakdown silos and drive continuous improvement
Operations
One Teck: Mine to Mill Optimization
Increased Margin
Lower Unit Costs
More Product
Sharing Best Practices
12
Operations
Disciplined Project Execution
Our project delivery framework strengthens our ability to deliver projects on time and on budget
Highland Valley Crusher Relocation Project
Teck Project Delivery Framework • Significant progress in
permitting practices
• Tight alignment between permitting and engineering
• Integrating sustainability into project framework
Pend Oreille Restart
West Line Creek Water Treatment Plant
13
Robust People Development Systems are Key• Performance management systems that
align organizational goals and objectives with personal goals
• Company-wide development programs for all levels of supervision and management, including operational based leadership development - To address the demand on increasing leadership
competence to drive business results
• Internal career opportunities- Ensuring ‘the best people in the right jobs’ at the
right time
14
Operations
People Achieve Excellence
We attract, engage and develop people whose passion, skills and motivation lead our journey in safety, sustainability and productivity
ProgramBegan
# of Cohorts
# of Participants
Leading for the Future (LFF) 2011 40 844
~70% of eligible population
Leading for Excellence (LFX) 2011 33
462~70% of eligible population;Includes 30 senior leaders
The LeadershipChallenge (LC) 2014 16 271
~15% of eligible population
0
200
400
600
800
1000
1200
1400
2010 2011 2012 2013 2014 2015 2016F
$M
Steelmaking Coal Copper Zinc Corporate
15
Operations
Disciplined Capital Allocation
Reductions in sustaining capex have been possible in the medium term, due to significant past investments
Growth Capital1Sustaining Capital
1. Growth capital is major enhancement capital and new mine development, including Fort Hills.
0
200
400
600
800
1000
1200
1400
2010 2011 2012 2013 2014 2015 2016F
$MSteelmaking Coal Copper Zinc Energy
CoalWell established with capital efficient growth options
Strong platform combined with diverse portfolio of options allows us to be selective in terms of commodity and timing
Completed In Construction Pre-Sanction
CopperStrong platform with substantial growth options
ZincWorld-class resource combined with integrated assets
EnergyBuilding a new business through partnership
Trail #1 Acid Plant
HVC Mill Optimization
Pend Oreille Restart
Fort Hills
Elk Valley Brownfield (4 Mpta)
Operations
Staged Growth/Value Pipeline
Red Dog Satellite Deposit – Anarraaq
San Nicolas (Cu-Zn)
Elk Valley Brownfield (Replacement 4Mpta) Quintette/Mt. Duke
Frontier
Lease 421
QB Phase 2
Corridor
Mesaba
ZafranalHVC Brownfield
Galore/Schaft Creek
Cirque
Future Options
Trail #2 Acid Plant
Medium-term Growth Options
Elk Valley Brownfield
Antamina Brownfield
Red Dog Satellite Deposits
Neptune Terminals to 18Mtpa
16
Staying true to Teck’s values
Delivering results
Building operational excellence
Disciplined capital spending
Focused growth pipeline
17
Operations
Meeting the Challenge
Operations
Agenda
Overview
Steelmaking Coal
Copper
Zinc
Summary
18
Steelmaking Coal
Focused on Today; Prepared for Tomorrow
19
Improving efficiency
Continuing to lower costs
Maintaining future potential
Steelmaking Coal
An Integrated Long Life Coal Business
20
Prince Rupert
Ridley Terminal
Vancouver
Prince George Edmonton
Calgary
Westshore Terminal
Quintette
Cardinal River
Elk Valley
Kamloops
British Columbia
Alberta
Seattle
Elkford
Sparwood
Hosmer
Fernie
Fording River
Greenhills
Line Creek
Elkview
Coal Mountain
ElcoElk Valley
1,150 km
• >1 billion tonnes of reserves support 26 Mt of production for many years• Geographically concentrated in the Elk Valley• Established infrastructure and capacity with mines, railways and terminals• Only steelmaking coal mines still operating in Canada; competitive globally
Neptune Terminal
20
Coal MountainPhase 2
20
Ongoing improvement in safety performance
Achieving top quartile truck and shovel productivities
Maintaining cash positive operations
Targeting opportunities to lower maintenance and procurement costs
21
Steelmaking Coal
Continued Operational Excellence
80%
87%88%
97%
40%
50%
60%
70%
80%
90%
100%
2012 2013 2014 2015
% o
f Ben
chm
ark
Teck Coal Truck Productivities
Significant annualized value in truck productivity improvements
1. All-in sustaining costs are in inclusive of cost of sales, capitalized stripping and sustaining capital expenditures.
50
75
100
125
150
175
200
2012 2013 2014 2015 2016F
$/to
nne
(CDN
)
All-in Sustaining Costs Transport Coal Price
25% cost reduction from 2012 to 2016
Cost management delivers positive cash margin despite weakening i
1
197
125
76
81
0
50
100
150
200
250
300
350
400
450
500
2013 2014 2015 2016
$ (m
illion
s)
2013 Savings 2014 Savings 2015 Savings 2016 Target
Highlights:• Truck productivity improvements achieved
$145M in sustainable savings • Labour improvements resulted in $90M
savings• $74M savings in contractor management
initiatives
Highlights:• Reduction of 587 employees since
December 2013• Reduction of 360 employees since the May
2015 hiring freeze• Additional planned reduction of 99
employees in 2016
Steelmaking Coal
Cost Reduction & Workforce 2013-2015
~$400M of sustainable annual cost reductions to date; targeting >$81M of additional savings in 2016
Coa
l Hiri
ng F
reez
e
Achieving balanced workforce profile to manage production to market conditions
Total Annualized Savings ~$400M
4,711
4,463
4,124 4,025
5,000
5,400
5,800
6,200
6,600
7,000
3,000
3,400
3,800
4,200
4,600
5,000
Dec-13 Dec-14 Dec-15 2016
Tonn
es/E
mpl
oyee
# Em
ploy
ees
Workforce Productivity
22
5635 34
1
37
28 26
21
128
2012 2015 2016F
Total cash costs down US$46/t from 2012 to 2016F2
Total Cash Costs2
23
US$/t 20123 2015 2016F4 Change
Site $56 $35 $34 -39%
Inventory Adjustments $0 $1 $0 n/a
Transportation $37 $28 $26 -29%
Unit Cost of Sales (IFRS) $93 $64 $60 -35%
Capitalized Stripping $21 $12 $84 -61%
Total Cash Costs2 $114 $76 $68 -40%
Sustaining Capital $14 $2 $15 -90%
All In Sustaining Costs $128 $78 $69 -45%
1. In US dollars per tonne. Assumes a Canadian dollar to US dollar exchange rate of 1.00 in 2012, 1.28 in 2015 and 1.38 in 2016.2. Steelmaking coal unit cost of sales include site costs, inventory adjustments and transport costs. Total cash costs are unit cost
of sales plus capitalized stripping. All in sustaining costs are total cash costs plus sustaining capital.3. Assumes that capitalized stripping was reported from January 1, 2012.4. Based on the mid-point of guidance ranges.5. Approximate, based on capital expenditures guidance and mid-point of production guidance ranges.
IFRS
$114
$76
IFRS IFRS
$68
Site
Inventory
Transport
Capitalized Stripping
Steelmaking Coal
Highly Competitive Costs1
West Line Creek Treatment Plant• First of the water treatment facilities planned for the
Elk Valley; total cost $120M• Operating at design flowrate (7,500 m3 per day) and
achieving design selenium and nitrate reductionsFording River South Treatment Plant• Facility to be operational by 2019, using learnings
from West Line Creek • Project capital estimate of <$150M
Elk Valley Water Quality Plan Costs• Capex as per previous guidance for both plants,
and expectation that this will continue as design and construction improvements are incorporated
• Costs included in sustaining capital• Continuing research and development into
alternative processes which have potential to further reduce costs
24
Steelmaking Coal
Achieving the Elk Valley Water Quality Plan
Overview of FROAWTF-S Location and Streams
Steelmaking Coal
5 Year Planning Objectives 2016
• Evaluating options to maintain 26 Mt of annual production− Despite the closure of CMO and
CRO in the 5 year horizon− Exploring lowest cost options at
remaining 4 Elk Valley operations− Utilize assets available from
closed operations
• Maintain all operations cash positive throughout the plan− Embed continuous cost
improvement in each year− Ensure plans meet short term
goals without sacrificing the long term viability of the operations
• Future growth options remain available but dependent on stronger coal prices -
5
10
15
20
25
30
2017F 2018F 2019F 2020F 2021F
Prod
uctio
n (m
illion
s to
nnes
)
Conceptual Future Production Profile
FRO GHO (80%) EVO LCO CRO CMO Added Elk Valley25
Steelmaking Coal
Focused on Today; Prepared for Tomorrow
26
Improving efficiency
Continuing to lower costs
Maintaining future potential
Operations
Agenda
Overview
Steelmaking Coal
Copper
Zinc
Summary
27
28
Solid assets in low-risk jurisdictions
Cost reduction
Productivity and throughput improvements
Advancing best project opportunities
Copper
Finding Opportunity in Challenges
• Operating assets with long lives capable of multiple price cycles
• Strong resource base to leverage- Opportunities at existing operations
to extend mine lives significantly- Disciplined approach to greenfield
project portfolio
0
100
200
300
400
500
2012 2013 2014 2015 2016E* 2017-2019E
Tonn
es(0
00’s
)
Cu Cathode Cu in Concentrate
Copper Production
* 2016E represents the mid-point of 2016 guidance.
Copper
Long-Life Assets Focused on the Americas
29
0.2
0.3
0.4
100
125
150
175
200
2012 2013 2014 2015 2016E* 2017-2019E
2020+
Grade (%
)
Tonn
es p
er d
ay (0
00’s
)
Mill Throughput Copper Grade R&R Grade
Lower Near-Term Copper Production
Focusing on sustainable cost reduction strategies to unlock potential expansion and extension options
* 2016E represents the mid-point of 2016 guidance.
• High-grade phase ends late-2016• Aggressive cost reduction plans• Options to expand production & mine life
Copper
Highland Valley Grade Decline in the Short-Term
30
0.60
0.80
1.00
1.20
50
100
150
200
2011 2012 2013 2014 2015 2016E* 2017-2019E
Grade (%
)
Tonn
espe
r day
(000
s)
Mill Throughput Copper Grade
Record Throughput in 2015Strong Cost Position
* 2016E represents the mid-point of 2016 guidance.
Antamina
• New three-year collective agreement signed• Increasing zinc production over the next 5 years• Copper and zinc grades rising• Strong cost position; driving further improvements
Copper
Antamina’s Resources Support a Long Mine Life
31
Copper
Removing Barriers to Unlocking Value at Andacollo
0.2
0.4
0.6
30
45
60
2012 2013 2014 2015 2016E* 2017-2019E
Grade (%
)
Tonn
es p
er d
ay (0
00’s
)
Mill Throughput Copper Grade
Throughput Offsets Grade Decline1
30
60
90
2012 2013 2014 2015 2016E* 2017-2019EC
oppe
r pro
duct
ion,
t (0
00’s
)
Copper in Concentrate Copper Cathode
Extending Cathode Production Creates Value
1. Grade represents total copper grade of ore sent to the mill only, excluding the cathode operation.* 2016E represents the mid-point of 2016 guidance.
• Four-year labour agreements settled• Throughput improvement projects underway• Further cost reductions in progress• Extending cathode production to 2020
32
Copper Cutting Costs & Evaluating Options at Quebrada Blanca
RIPIOS
RIPIOS
DUMP
• Labour agreements settled through 2017• Geotechnical issues mitigated• Implementing aggressive cost reduction initiatives• Evaluating options to supplement production
-
20
40
60
80
2012 2013 2014 2015 2016E*
Unit C
osts ($/lb)Tonn
es (0
00’s
)
Cu Production Unit Costs
2
Cash Costs Maintained Against Declining Production
* 2016E represents the mid-point of 2016 guidance.33
• Aggressive capex reduction targets− Compressed layout with
reduced earthworks, concrete & steel
• New tailings location to significantly reduce capex− 25 year initial development
plan due to tailings capacity, but no change in reserves
• Preparing for environmental permit submission in 2H2016
Copper
Reducing Capital Costs at Quebrada Blanca 2
Concentrator
CycloneStation
New Tailings Site
Existing Operation
Focus on advancing permitting of the “right project”
34
35
• Committed to building strong, mutually beneficial relationships with stakeholders and communities
• Capital smart partnership- Common infrastructure- Longer mine life- Reduced environmental footprint- Enhanced community benefits
• Short term priorities- Community engagement &
participatory planning- Evaluate strategic options &
prefeasibility study
35
Before: Duplicate Infrastructure
After: Common Infrastructure
Copper
Building Partnerships: Project Corridor
• Absolute cost reduction• Productivity improvements• Labour force reduction• Contractor reduction• Managing supply contracts and usage
Copper
Intense Focus on Costs & Productivity
36
37
Solid assets in low-risk jurisdictions
Cost reduction
Productivity and throughput improvements
Advancing best project opportunities
Copper
Finding Opportunity in Challenges
Operations
Agenda
Overview
Steelmaking Coal
Copper
Zinc
Summary
38
• Red Dog has stable zinc production despite declining grade• Pend Oreille moving to a higher proportion of secondary mining,
which improves selectivity and ore availability• Increased refined zinc production at Trail with enhanced process
stability of a new acid plant • Value creating roadmaps for Red Dog and Pend Oreille
39
ZincPoised to Capitalize on Improving Fundamentals
Mill Throughput vs. Grade
40
Stable zinc metal production despite declining grade
• Declining zinc grade offset by increasing mill throughput
• Increasing mill throughput has resulted in reduced unit cost
• Exploring opportunities to further increase mill throughput
ZincRed Dog: Maintaining Zinc Metal Production
Expected Production 2017-2019
• 500,000-550,000 tonnes of zinc
• 100,000-110,000 tonnes of lead10
15
20
25
2,000
2,500
3,000
3,500
4,000
4,500
5,000
Gra
de %
Mill
Thro
ughp
ut (k
t)
Grade
Throughput
41
Su-LikAktigirukAnarraaq
Red Dog Mine
NANA Lease100% Teck
Red Dog District Drilling 2004-2015
Significant regional land position
• 350 km2 of highly prospective NANA and State lands with identified exploration targets
• Ongoing drilling programs to enhance resource certainty and define future developments
ZincRed Dog: Significant Exploration Potential
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Mine Regional Exploration
41
1980 – Red Dog Main and Qanaiyaq drilled
1989 – First ore from Main
1995 – Aqqaluk and Paalaaqdiscovered
2012 - First ore from Aqqaluk
2016 – First ore from Qanaiyaq
35 years of discovery and development42
ZincRed Dog: Mine Area Deposits
1999 Discovery: Anarraaq
2001 Discovery: Aktigiruk
Underground targets
Plan & section at same scale as previous slide
43
Anarraaq–Aktigiruk corridor
ZincRed Dog: Regional Exploration Discoveries
2cm
1.1 m @ 42.2% Zn, 14.7 % Pb, 558g/t Ag
2cm
1.9 m @ 24.6% Zn, 6.3 % Pb, 53g/t Ag
Zinc
Red Dog: Anarraaq High Grade Intercepts Demonstrate Significant Resource Potential1
DDH171854.7m @ 15.7%Zn, 4.0% Pb, 106g/t AgIncl. 11.2m @ 34.2% Zn, 11.5% Pb, 382g/t Ag
DDH1714 42m @ 18.3% Zn, 4.5% Pb, 82g/t AgIncl. 23.4m @ 23.2% Zn, 5.2% Pb, 74g/t Ag44
Industry Average Zinc Grades Falling
High Grade Anarraaq Intercepts
Red Dog zinc grades are much higher than industry average
0
5
10
15
20
25
2009 2010 2011 2012 2013 2014 2015
Gra
de %
Weighted Average Industry Grade
Red Dog
1. The scientific and technical information disclosed has been reviewed and approved by Rodrigo Marinho, P.Geo., Technical Director, Reserve Evaluation, Teck who is a Qualified Person under NI 43-101. For further information, please see Teck’s most recent Annual Information Form.
• Underground mine• Road access• Power generation
• Access to Aktigurik• Resource upside
• Resource drilling• Development schedule
and capital
• SAG motor upgrades• Fine grinding• Additional flotation
• Lower ore cut-off• Further throughput
increase
• Mill space• Generator capacity
Components
Opportunities
Challenges
• Crushing & sorting equipment
• Reactive ore
• Higher metal recovery• Lower cut-off• Increase throughput
• Screening technology
• Underground mine• Access from Anarraaq
• Resource upside
• Resource drilling• Development schedule
and capital
Creating value through long-term planning45
Mill Throughput Increase
AnarraaqUnderground
Ore Sorting
AktigirukUnderground
Current Life of Mine Plan
Legend
Zinc
Red Dog: Value Creating Road Map
Ore Production from Secondary Mining
46
Stabilizes ore production, which will result in reduced unit costs
• Room and pillar stopes developed by drift mining
• Initial ore supply entirely from primary mining of stopes – limited broken ore inventory
• Secondary mining increases as stopes established and pillars can be removed as the mining front retreats – larger broken inventory
0
100
200
300
400
500
600
700
800
900
2004 2005 2006 2007 2008 2015 2016F
Ore
Min
ed (
ooo’
ston
nes)
Primary Mining (Drift)
Secondary Mining (Pillar)
Zinc
Pend Oreille: Increasing Secondary Mining
• Tailings back fill• Resource in adjacent
to existing workings
• Higher grades• Additional life
• Resource drilling• Development schedule
and capital
• Dry stack tailings• Resources in YH1
• Higher grades and recovery
• Additional mine life
• Drilling required• Permitting of tailings
Components
Opportunities
Challenges
Creating value through long-term planning47
Possible Life Extension
to 2028
Ongoing Exploration to Define Future
ResourcesOre Sorting
Current Life of Mine Plan
Legend
Zinc
Pend Oreille: Value Creating Road Map
Acid Plant Reliability –Unplanned Downtime and Refined Zinc Production
260
265
270
275
280
285
290
295
300
305
310
0%
1%
2%
3%
4%
5%
6%
7%
8%
2010 2011 2012 2013 2014 2015
Ref
ined
Zin
c Pr
oduc
tion
(000
's t)
Unp
lann
ed D
ownt
ime
(%)
48
Increased refined zinc production with enhanced process stability of a new acid plant
New Acid Plant
• Commissioned May 2014; first full year 2015
• Removes SO2 gas created from roasting sulphideconcentrates.
• Replaced unreliable 40-year old acid plants
Focus on Cost Reduction
• Personnel utilization
• Zinc production
Zinc
Trail: More Reliable Acid Plant
Unplanned Downtime
• Red Dog has stable zinc production despite declining grade• Pend Oreille moving to a higher proportion of secondary mining,
which improves selectivity and ore availability• Increased refined zinc production at Trail with enhanced process
stability of a new acid plant • Value creating roadmaps for Red Dog and Pend Oreille
49
ZincPoised to Capitalize on Improving Fundamentals
Operations
Agenda
Overview
Steelmaking Coal
Copper
Zinc
Summary
50
Staying true to Teck’s values
Delivering results
Building operational excellence
Disciplined capital spending
Focused growth pipeline
51
Operations
Meeting the Challenge
OperationsMarch 30, 2016Ian Kilgour, Executive Vice President & Chief Operating OfficerRobin Sheremeta, Vice President, Coal OperationsDale Andres, Senior Vice President, CopperRob Scott, Senior Vice President, Zinc