Overview & StrategyMarch 31, 2015Don Lindsay, President & Chief Executive Officer

Overview & Strategy

Forward Looking Information

Both these slides and the accompanying oral presentation contain certain forward-looking statements within the meaning of the United States Private SecuritiesLitigation Reform Act of 1995 and forward-looking information within the meaning of the Securities Act (Ontario) and comparable legislation in other provinces.Forward-looking statements 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, eventsor 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 cause the actual results, performance or achievements of Teck to be materially different from any future results,performance or achievements expressed or implied by the forward-looking statements. These forward-looking statements include statements relating tomanagement’s expectations with respect to our diversification and the benefits of diversification, our production and cost guidance, 2015 estimated profit andEBITDA, expectations with respect to free cash flow, mine lives and resource lives for our various commodities, timing of production at our Fort Hills project,anticipated economic benefits and contributions of Fort Hills project, including, but not limited to, yield and free cash flow and demand and market outlook forcommodities.

These forward-looking statements involve numerous assumptions, risks and uncertainties and actual results may vary materially. These statements are based ona number of assumptions, including, but not limited to, assumptions noted in the various slides and oral presentation, assumptions regarding general businessand economic conditions, interest rates, the supply and demand for, inventories of, and the level and volatility of prices of coal, zinc, copper and gold and otherprimary metals and minerals produced by Teck as well as steel, oil, natural gas and petroleum, the outcome of engineering studies currently underway inconnection with Teck’s development projects, the timing of receipt of regulatory and governmental approvals for Teck’s development projects and otheroperations, receipt of permits to mine, costs of production at our operations and production and productivity levels, as well as those of Teck’s competitors, powerprices, market competition, the accuracy of Teck’s reserve and resource estimates (including with respect to size, grade and recoverability) and the geological,operational and price assumptions on which these are based, the resolution of environmental and other proceedings, our ongoing relations with our employeesand partners and joint venturers, the availability of financing for development projects and the future operational and financial performance of the companygenerally. 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 othercommodities to be produced, changes in power prices, changes in interest or currency exchange rates, inaccurate geological or metallurgical assumptions(including with respect to the size, grade and recoverability of mineral or oil and gas reserves and resources), changes in taxation laws or tax authority assessingpractices, legal disputes or unanticipated outcomes of legal proceedings, unanticipated operational difficulties (including failure of plant, equipment or processesto operate in accordance with specifications or expectations, cost escalation, unavailability of materials and equipment, government action or delays in thereceipt of permits or government approvals, industrial disturbances or other job action, and unanticipated events related to health, safety and environmentalmatters), assumptions used to generate our economic analysis, decisions made by our partners or co-venturers, political events, social unrest, lack of availablefinancing for Teck or its partners or co-venturers, and changes in general economic conditions or conditions in the financial markets. Our Fort Hills project is notcontrolled by us and construction and production schedules may be adjusted by our partners.

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 atwww.sec.gov. Teck does not assume the obligation to revise or update these forward-looking statements after the date of this document or to revise them toreflect the occurrence of future unanticipated events, except as may be required under applicable securities laws.

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Overview & Strategy

Protecting & Building Shareholder Value

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Executing our long-term strategy

Well-positioned for improving commodity markets

Benefiting from low oil prices & weak Canadian dollar

Controlling the controllable

Building an energy business with robust economics

Retaining a strong financial position & investment grade credit rating

Overview & Strategy

Management Changes & Updates

Larry DaveyVice President, Development, Coal

Shehzad BharmalVice President, Strategy & Development, Copper

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Overview & Strategy

Management Changes & Updates

Chris DechertVice President, Copper Operations, Chile

Andrew StonkusSenior Vice President, Marketing & Sales

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Top ten copper miner in the Americas

#3 zinc miner in the world

Building an energy business

# 1 Producer of steelmaking coal in North America

# 2 Seaborne exporter of steelmaking coal globally

Safety a our core value

Implementing a comprehensive sustainability strategy

Overview & Strategy

Canada’s Largest Diversified Resources Company

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Producing through multiple price cycles after capital is recovered,

enhancing returns

Focused on the Americas & Low Risk, Stable Jurisdictions

Strong Reserve & Resource Position1

With Sustainable Long-Life AssetsCoal Resources >100 years

Copper Resources >30 years

Zinc Resources >20 years

Energy Resources >50 years

Overview & Strategy

Attractive Portfolio Of Long-Life Assets & Resources

1. Reserve and resource life estimates refer to the mine life of the longest lived resource in the relevant commodity assuming production at planned rates and in some cases development of as yet undeveloped projects. See the reserve and resource disclosure in our most recent Annual Information Form, available on SEDAR and EDGAR, for additional detail regarding underlying assumptions.

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Overview & Strategy

Long-Term Strategy Unchanged

Diversification to expand opportunity set

Long-life assets

Low half of the cost curve

Appropriate scale

Low risk jurisdictions

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0%

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2015

f

GDP increase at 2010 constant prices

Increment of GDP, US$ bn (lhs) GDP real growth (rhs)

Source: NBS & CEIC* Assuming 7.0% real GDP growth and a 6.16 RMB/USD exchange rate.

Lower GDP growth rate on a higher base = strong absolute growth

In absolute terms, China’s GDP growth is approximately double that of 10 years ago

Overview & Strategy

China’s Growth: Less is More!

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• Incremental GDP in 2015 is expected to be similar to last year, in absolute terms• 2014: ~US$613 billion• 2015*: ~US$621 billion

• Nature of growth changing from fixed asset intensive to more consumer spending, impacting material consumption growth

US$

Billi

on

Teck has good leverage to stronger zinc and copper markets, and benefits from the weaker Canadian dollar

Overview & Strategy

The Value of Our Diversified Business Model

Cash Operating Profit 2014

Coal~1/3rd

Copper~60%

Zinc~40%

Base Metals~2/3rds

Production Guidance1

Unit of Change

Estimated Profit 2

EstimatedEBITDA2

Coal 27 Mt US$1/tonne $21M /$1∆ $32M /$1∆

Copper 350 kt US$0.01/lb $5M /$.01∆ $8M /$.01∆

Zinc 935 kt US$0.01/lb $8M /$.01∆ $12M /$.01∆

$C/$US C$0.01 $32M /$.01∆ $52M /$.01∆

2015 Leverage to Strong Commodities

1. Mid-point of 2015 guidance ranges. Zinc includes 650,000 tonnes of zinc in concentrate and 285,000 tonnes of refined zinc.2. Based on $1.20 USD/CAD. The effect on our profit attributable to shareholders of commodity price and exchange rate

movements will vary from quarter to quarter depending on sales volumes.10

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Jan-

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-14

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-14

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$ / t

onne

AUS$

Stronger US dollar has increased coal prices in C$ terms

Source: Argus, Bank of Canada

• ~30 Mt cutbacks announced, slowly being implemented

• Require additional cutbacks to achieve market balance

• US coal production high end of cost curve and no currency benefit

• Continued closure announcements promising for last half of 2015

Coal Prices By CurrencyArgus FOB Australia

CDN$

US$

Overview & Strategy

Met Coal Market Slowly Rebalancing; Benefiting from Higher Prices in C$ Terms

plotted to March 20, 2015

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Overview & Strategy

Production Growth since 2010

23

27

2122232425262728

2010 2015E*

Mt

313

350

290300310320330340350360

2010 2015E*

kt645

660

620625630635640645650655660665

2010 2015E*

kt

278

285

250255260265270275280285290

2010 2015E*

kt

CopperSteelmaking Coal

Zinc in Concentrate Refined Zinc

* 2015E based on midpoint of guidance range.

Overview & Strategy

Production Growth Since 2010

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Source: Teck Resources Limited1. Estimates are based on exchange rates as shown, expected bitumen netbacks, and operating costs of C$25 per barrel, including

sustaining capital of C$3-5 per barrel. 2. Per barrel of bitumen.3. Go-forward capital is the go-forward amount from the date of the Fort Hills sanction decision (October 30, 2013), denominated in

Canadian dollars and on a fully-escalated basis. 4. Pre-tax free cash flow yield during capital recovery period.

The Fort Hills project is expected to have significant free cash flow yield across a range of WTI prices

Fort Hills Free Cash Flow Yield4

Sensitivity to WTI PricePotential Contribution

from Fort Hills

$70 WTI & $0.80

CAD/USD

$90 WTI & $0.90

CAD/USD

Teck’s share of annual production (36,000 bpd) 13 Mbpa 13 Mbpa

Estimated netback2 ~$54/bbl ~$63/bbl

Estimated operating margin2 ~$29/bbl ~$38/bbl

Alberta oil royalty – Phase 1 (prior to capital recovery) 2 ~$2/bbl ~$4/bbl

Estimated net margin2 ~$26/bbl ~$34/bbl

Annual pre-tax cash flow ~$350 M ~$444 M

Teck’s share of go-forward capex3 ~$2,940 M ~$2,940 M

Free cash flow yield4 ~12% ~15%

0%

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Free

Cas

h Fl

ow Y

ield

WTI $/bbl

$0.90 CAD/USD

$0.80 CAD/USD

Overview & Strategy

Fort Hills’ Economics Robust1

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Overview & Strategy

Fort Hills Capex Well Covered

0

200

400

600

800

1000

1200

1400

1600

2014 Free CashFlow (before Fort

Hills Capex)

Weaker Canadiandollar, relative to

the US dollar

Lower oil prices Lower commodityprices (Cu, Zn,

Coal)

Implied Free CashFlow (before Fort

Hills Capex)

$ M

illion

s

$289

+$236 ($644)

$713

+$832

Effect of Disclosed Sensitivities On Free Cash Flow1 (before Fort Hills Capex)2

$2.3B capex to fund over 3 years; with >$5B liquidity and good free cash flow

Sensitivity 2014A Current3 ∆ 2014A to Spot

Estimated EBITDA1

CAD/USD $1.10 $1.26 $0.16 $52M /$0.01∆

Oil – WTI (US$/bbl)

$93.00 $45.72 ($47.28) $5M /$1∆

Copper (US$/lb)

$3.11 $2.69 ($0.42) $8M /$0.01∆

Zinc (US$/lb)

$0.98 $0.91 ($0.07) $12M/$0.01∆

Coal (US$/t realized)

$115 $108 ($7) $32M /$1∆

• Remaining share of Fort Hills capital expenditure: C$2.3B over 3 years

• >$5B liquidity available• Expected higher coal/copper production

and lower costs may improve cash flow

1. 2014A free cash flow is cash flow from operating activities, minus investing activities (excluding $615M investment in Fort Hills), and debt interest paid, before returns to shareholders.

2. Implied impact of disclosed EBITDA sensitivities on free cash flow, assuming spot commodity prices and exchange rate as disclosed in the table above, in comparison to 2014 average prices and exchange rate, for illustration purposes only. Other factors will have a material impact on 2015 EBITDA, and actual results will vary materially from those suggested by this simplified model.

3. Spot prices at March 20, 2015. 14

Overview & Strategy

Our Sustainability Strategy

In 2011, Teck launched a sustainability strategy that guides our approach to business.

Our strategy sets short-term goals to 2015 and long-term goals to 2030 for each of our six focus areas.

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Overview & Strategy

Sustainability in Action – Energy & Emissions

Anti-idling initiative is saving ~5 million litres of diesel in B.C. and Alberta, and reducing emissions by the equivalent of 13,000 tonnes of CO2 per year

Equivalent diesel reduction of 1.2 million litres annually from installation of lightweight truck boxes

Diesel savings alone are over $6 million per year

Expect to exceed our 2015 goals of 1,000 TJ of energy reductions and 75 kt of CO2 reductions

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Overview & Strategy

Sustainability in Action – Net Positive Impact

Invested $19 million to purchase and protect 7,150 hectares in Canada’s East Kootenay Region near our steelmaking coal operations

Partnership with First Nations and environmental groups

Habitat conserved for wildlife and fish species

Supports business continuity and our ability to operate

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Received the PDAC 2014 Environmental and Social Responsibility Award

Best 50 Corporate Citizens in Canada 2014

On the Dow Jones Sustainability World Index five years in a row

One of top 100 most sustainable companies in the world and one of Canada’s most sustainable companies

Top 50 Socially Responsible Corporations in Canada

Received the Globe Foundation Environment Award in 2014

Overview & Strategy

External Recognition

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Overview & Strategy

Protecting & Building Shareholder Value

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Executing our long-term strategy

Well-positioned for improving commodity markets

Benefiting from low oil prices & weak Canadian dollar

Controlling the controllable

Building an energy business with robust economics

Retaining a strong financial position & investment grade credit rating

Overview & StrategyMarch 31, 2015Don Lindsay, President & Chief Executive Officer