From Wikipedia, the free encyclopedia
This article is about the country. For other uses, see Mexico (disambiguation))
.United Mexican StatesEstados Unidos Mexicanos (Spanish)📷
Flag📷
Coat of armsAnthem: Himno Nacional Mexicano ("Mexican National Anthem")
Duration: 1 minute and 42 seconds.1:42📷Mexico in the Western HemisphereMexico and its neighborsShow allCapitaland largest city
Mexico City 📷
19°26′N 99°8′WOfficial languages
Spanish (
de facto)Co-official languages
Ethnic groupsSee belowReligion (2023)
[1] Demonym(s)MexicanGovernmentFederal
presidential republic[2]•
PresidentAndrés Manuel López Obrador•
President of the Senate)
Ana Lilia Rivera•
President of the Chamber of Deputies)
Marcela Guerra Castillo•
Chief JusticeNorma Lucía Piña HernándezLegislature
Congress•
Upper houseSenate)•
Lower houseChamber of Deputies)
Independence from
Spain•
Start of War of Independence16 September 1810•
Declared27 September 1821•
Recognized28 December 1836•
First constitution4 October 1824•
Second constitution5 February 1857•
Current constitution5 February 1917
Area• Total1,972,550 km2 (761,610 sq mi) (
13th)• Water (%)1.58 (as of 2015)
[3]Population• 2023 estimate📷 129,875,529
[4] (
10th)• Density61/km2 (158.0/sq mi) (
142nd)
GDP (
PPP)2024 estimate• Total📷 $3.434 trillion
[5] (
12th))• Per capita📷 $25,963
[5] (
70th_per_capita))
GDP (nominal)2024 estimate• Total📷 $2.017 trillion
[5] (
12th))• Per capita📷 $15,249
[5] (
63rd_per_capita))
Gini (2018)📷 41.8
[6] medium
HDI (2022)📷 0.781
[7] high (
77th)Currency
Mexican peso (
MXN)Time zone
UTC−8 to −5 (
See Time in Mexico)• Summer (
DST)
UTC−7 to −5 (varies)Date formatdd/mm/yyyy
Driving sideright
Calling code+52ISO 3166 codeMXInternet TLD.mx - ^ Article 4 of the General Law of Linguistic Rights of the Indigenous Peoples[8][9]
- ^ Spanish is de facto the official language in the Mexican federal government.
Mexico,
[a][b] officially the
United Mexican States,
[c] is a country in the southern portion of
North America. It covers 1,972,550 km2 (761,610 sq mi),
[11] making it the world's
13th-largest country by area; with a population of almost 130 million, it is the
10th-most-populous country and the most populous
Spanish-speaking country.
[12] Mexico is organized as a
federal constitutional republic comprising 31
states and
Mexico City, its capital. It shares land
borders with the United States to the north,
with Guatemala and Belize to the southeast; as well as maritime borders with the
Pacific Ocean to the west, the
Caribbean Sea to the southeast, and the
Gulf of Mexico to the east.
[13] Human presence in
Pre-Columbian Mexico dates back to 8,000
BCE, making it one of the world's six
cradles of civilization. The
Mesoamerican region hosted various intertwined civilizations, including the
Olmec,
Maya,
Zapotec,
Teotihuacan, and
Purepecha. The
Aztecs came to dominate the area prior to
European contact. In 1521, the
Spanish Empire, alongside indigenous allies,
conquered the Aztec Empire, establishing the colony of
New Spain in the former capital,
Tenochtitlan (now
Mexico City).
[14] Over the next three centuries, Spanish expansion enforced
Christianity, spread the Spanish language, and exploited rich silver deposits in
Zacatecas and
Guanajuato.
[15] The colonial era ended in the early nineteenth century with the
Mexican War of Independence.
Following independence, Mexico faced political and socioeconomic upheaval. The United States' invasion during the
Mexican–American War resulted in significant
territorial losses in 1848.
[16] Liberal
reforms introduced in the
Constitution of 1857 prompted domestic conflict, including the
French intervention and the establishment of an
Empire, countered by the Republican resistance led by
Benito Juárez. The late 19th century saw the rise of
Porfirio Díaz's dictatorship,
[17] sparking the
Mexican Revolution in 1910, which led to profound changes, including the
1917 Constitution. Subsequent governance by a succession of presidents, often former war generals, persisted until the emergence of the
Institutional Revolutionary Party (PRI) in 1929. Under PRI rule for 70 years, Mexico experienced
significant economic growth, but also faced issues of
repression and
electoral fraud. The late twentieth century saw a shift towards
neoliberal policies, exemplified by the signing of the
North American Free Trade Agreement in 1994, amidst social unrest and
indigenous rebellion in
Chiapas. In
2000, PRI lost the presidency for the first time against the conservative party (
PAN)).
Mexico has the world's
15th-largest economy by nominal GDP) and the
11th-largest by PPP), with the United States being its largest economic partner. As a
newly industrialized[18] and
developing country ranking 86th in the
Human Development Index, its large economy and population, cultural influence, and steady
democratization make Mexico a
regional and
middle power[19][20][21] which is also identified as an
emerging power by several analysts.
[22][23][24][25] Mexico ranks
first in the Americas and seventh in the world for the number of
UNESCO World Heritage Sites.
[26] It is also one of the world's 17
megadiverse countries, ranking fifth in natural
biodiversity.
[27] Mexico's rich cultural and biological heritage, as well as varied climate and geography, makes it a major tourist destination: as of 2018, it was the sixth most-visited country in the world, with 39 million international arrivals.
[28] However, the country continues to struggle with social inequality,
poverty and
extensive crime. It ranks poorly on the
Global Peace Index,
[29] due in large part to ongoing conflict between
drug trafficking syndicates. This "
drug war" has led to over 120,000 deaths since 2006.
[30] Mexico is a member of
United Nations, the
G20, the
Organisation for Economic Co-operation and Development (OECD), the
World Trade Organization (WTO), the
Asia-Pacific Economic Cooperation forum, the
Organization of American States,
Community of Latin American and Caribbean States, and the
Organization of Ibero-American States.
Etymology
Main article: Name of Mexico Mēxihco is the
Nahuatl term for the heartland of the
Aztec Empire, namely the
Valley of Mexico and surrounding territories, with its people being known as the
Mexica. It is generally believed that the
toponym for the valley was the origin of the primary
ethnonym for the
Aztec Triple Alliance, but it may have been the other way around.
[31] In the colonial era (1521–1821) Mexico was known as
New Spain. In the eighteenth century, this central region became the
Intendency of Mexico, during the reorganization of the empire, the
Bourbon Reforms. After New Spain achieved independence from the
Spanish Empire in 1821 and became a sovereign state, the territory came to be known as the
State of Mexico, with the new country being named after its capital:
Mexico City. The official name of the country has changed as the
form of government has changed. The declaration of independence signed on 6 November 1813 by the deputies of the
Congress of Anáhuac called the territory
América Septentrional (Northern America); the 1821
Plan of Iguala also used América Septentrional. On two occasions (1821–1823 and 1863–1867), the country was known as
Imperio Mexicano (
Mexican Empire)). All three federal constitutions (1824, 1857 and 1917, the current constitution) used the name
Estados Unidos Mexicanos[32]—or the variant
Estados-Unidos Mexicanos,
[33] all of which have been translated as "United Mexican States". The phrase
República Mexicana, "Mexican Republic", was used in the 1836
Constitutional Laws.
[34] History
Main article: History of MexicoSee also: History of the Catholic Church in Mexico, Economic history of Mexico, History of democracy in Mexico, History of Mexico City, and Military history of Mexico (i do not take credit for the original articale and information this is from wikipedia and i take no responsability for the original post or the information provied)
Escrevi esse post 10 meses atrás e acredito que ele é bastante pertinente para o momento, por isso esotu respostando:
Essa maldição vai além de eliminações, indo desde problemas administrativos a até mesmo bizarrices sem explicação, sempre maximizando o sofrimento do torcedor da pior forma possível.
Dezembro de 2014 - Ex presidente Giovanni Luigi deixa a presidência do clube. Nessa época, mesmo com a reforma do Beira Rio, as contas estavam 100% em dia e o clube era conhecido por sua administração modelo. Na sua saída do cargo, com orgulho, Luigi declarou "agora, todo mundo quer jogar no Inter".
2015 - Inter elege o novo presidente Vitorio Piffero. O seu início é ok, sem muitos pontos a chamar atenção. A maior tentativa de contratação da temporada foi de um jovem uruguaio chamado Arrascaeta. O clube ficou por meses negociando com o jogador e, quando foi fechar o negócio, o Cruzeiro atropelou o processo, oferecendo um valor que hoje sabemos que não tinha, levando a promessa.
Mesmo assim, o elenco era fortíssimo, chegou às semi finais da Libertadores e possivelmente tinha o time mais forte daquela competição. No primeiro jogo da semi contra o Tigres, venceu por 2 a 1 em casa, se impondo com autoridade e com a sensação de que podia ter saído com uma vantagem mais ampla.
Na volta, o clube enfrenta um jogo bastante parelho, mas desequilibrado por Gignac, que faz o primeiro gol. Apesar disso, a confiança de que da virada era quase unanime entre os torcedores, a cultura dos times do Inter eram sempre de buscar o resultado no último instante, lutando até o último segundo, algo que era fundamentado pelo histórico de conquistas recentes. Porém, o que aconteceu aos 40 do primeiro tempo foi o início de uma espiral de desastres inacreditáveis e crueis que nem o gremista mais sádico poderia fantasiar. Geferson, o lateral esquerdo que estava voltando da seleção brasileira após ótimo início de temporada, ao tentar rebater uma bola lançada pela equipe mexicana, simplesmente
dominou uma bola em direção ao gol, marcando involuntariamente um golaço de cobertura contra o goleiro Alisson. O jogo chega a 3 a 0, com um desconto colorado no final da partida.
A partir desse momento a história do clube e a sua cultura mudaram completamente.
Apesar da triste derrota, o técnico Diego Aguirre era bastante querido pela torcida e acreditava-se que seu trabalho era bom, com a ressalva da equipe apresentar alguns problemas físicos. Mas o presidente Vitório discordava disso, e decidiu demitir Diego Aguirre nas vesperas de um grenal, desmobilizando a torcida e os jogadores. Na coletiva para explicar a decisão, Piffero ressaltou que a ideia era criar um "fato novo" para o clássico. Realmente criou. O resultado final foi um 5 x 0, o maior vexame colorado em clássicos no século XXI e um dos maiores da história nos grenais.
Após isso, a equipe lutou para alcançar o 5º lugar no campeonato brasileiro enquanto, gradualmente, a diretoria fazia questão de se livrar de todos os bons jogadores do elenco. Saíram Alisson (a preço de banana, por conta de não terem aceito aumentar seu salário), Lisandro Lopez, Nilmar e Aranguiz. A saída mais impactante foi a de D'alessandro que, por desentendimentos com a diretoria, foi emprestado ao River Plate.
Começa 2016 e o time colorado é apresentado sem praticamente nenhuma reposição. O bom início, com um título gaúcho e muito bem no campeonato brasileiro, ficando na liderança até a 8º rodada, respaldavam essa estratégia. Acreditava-se que o clube tinha uma mina de ouro nos seus jovens atletas, com a diretoria acreditando que grandes promessas como Valdívia, Aylon, Andrigo, Gustavo Ferrareis, Rodrigo Dourado, William e a dupla Geferson e Artur dariam conta do recado, sendo capazes de substiturem as saídas. Após isso, os resultados foram ladeira abaixo e uma total incapacidade de marcar gols foi exposta. O time é rebaixado com vexames no campo e fora dele, como a famosa frase de Fernando Carvalho: "eles têm a tragédia deles e nós temos a nossa" quando questionado sobre a tragédia da Chapecoense. A forma como o rebaixamento se desenha também é cruel, ocorrendo na última rodada, num 1x1 contra o Fluminense, jogo em que o jogador colorado que marcou o gol, em um cenário em que o clube estava com seu rebaixamento praticamente decretado, decidiu comemorar seu gol ficando de 4 e imitando uma onça (não encontrei esse vídeo para linkar aqui e, sinceramente, agradeço a Deus por isso).
O pesadelo que foi o ano de 2016 finalmente termina e investigações apontam um escândalo de corrupção no clube. Descobre-se que as contas foram devastadas na gestão Piffero. O clube que era conhecido como modelo de gestão para o Brasil, da noite para o dia, se torna um dos mais endividados do país. A base, que no início desta década figurava entre as que mais lucrativas do mundo, foi totalmente sucateada e até hoje praticamente não revela mais nenhum talento.
2017 - Nesse ano começa a sequencia de derrotas no gauchão para o co-irmão, quase todas perdendo por detalhes e por gols no final dos jogos, geralmente marcados por algum ponta esquerdo, recém revelado e com nome de terminação em "inho". A imprensa gaúcha sempre se encanta com o surgimento da jovem estrela, que logo logo estará brilhando em grandes vitrines como o campeonato capixaba.
O começo da série B é turbulento, mas próximo da metade do campeonato o clube engata e passa a dominar o torneio com o comando de Guto Ferreira. A disparidade é grande para os outros times, parecendo que nada pararia a equipe rumo ao título. Nada pararia, a não ser o fato de que na reta final os jogadores brigaram com o treinador, o que resultou na perda de quase todos os últimos jogos, amargando um vice campeonato para o América MG.
Chega 2018, um ano de calmaria em meio à tempestade. O clube começa muito mal, perdendo o Gauchão e demonstrando ter muitas deficiências, mas surpreende no Brasileirão, fazendo uma grande mobilização no campeonato, conquistando a 3º colocação. Perdemos a Copa do Brasil para o Vitória nos penaltis, o que, olhando hoje em dia, nem é tão vexame assim.
Em 2019, o Inter constrói um elenco sólido e bastante competitivo para quem ainda estava em reconstrução. Perde para o Flamengo nas quartas de finais de forma melancólica na Libertadores. O time jogava a segunda partida em casa, jogando bem e chegando no segundo tempo buscando apenas um gol para levar a partida para os penaltis. Tinha bastante tempo para buscar o resultado e a pressão do time estava indo bem. Foi aí que Odair Hellman decidiu trocar o zagueiro Victor Cuesta pelo meia atacante Sarrafiore. Não deu outra, Sarrafiore errou um passe que originou no contra-ataque flamenguista, que enfrentou pouca resistência já que o comandante colorado havia desmontado a defesa.
Mas a esperança de um caneca naquela temporada ainda existia, a campanha do colorado na Copa do Brasil era excelente. O clube teve uma vitória heroica nas quartas, vencendo o poderoso Palmeiras nos penaltis. Depois disso atropelou o Cruzeiro, goleando. Assim, chegou como o franco favorito contra o Athletico para a grande final.
Na primeira partida, competiu em um jogo bastante equilibrado, sofrendo um gol no final e deixando a Arena da Baixada com um resultado 1 a 0. Chegando no Beira-Rio com todas as condições para virar o jogo,
sendo recepcionado pela torcida por uma histórica ruas de fogo. Para os colorados, não havia outra perspectiva que não fosse de fazer uma guerra pelo título, dando até a última gota de sangue, já que, nessa época, ainda se tinha confiança na virada nesses cenários.
O que aconteceu nessa partida foi de uma bizarrice nunca antes vista no RS. No primeiro tempo, a equipe sofreu o gol. Mas logo Nico Lopez igualou o placar, ficando a apenas um gol de igualar o agregado e transformando o estádio num caldeirão. Odair, no entanto, novamente faz sua mágica destruindo o que o havia criado, ao trocar Patrick por Rafael Sóbis, que péssima passagem em 2019, destruindo o meio campo da equipe e inviabilizando a construção ofensiva. A consequência disso foi de 45 minutos do Internacional recuado, simplesmente acadelado durante a segunda metade, deixando a torcida confusa pelo time não estar tentando atacar e resultando em dois gols do Athletico, com o famigerado e cruel
lance do Cirino (com péssima passagem pelo Inter). Mais um vexame com enorme sofrimento. A imagem que resume o que foi essa partida
é essa aqui (percebam o placar e o relógio).
Os resultados e a cultura retranqueira tornam insustentável a continuidade de Odair Hellman. Para 2020, o clube contrata Eduardo Coudet. Em pouco tempo, o técnico muda a cultura futebolística do clube, produzindo um futebol de pressão e controle de posse de bola. A torcida volta a acreditar no time, que estava vivo na Libertadores, Copa do Brasil e sendo líder no brasileirão. Coudet, no entanto era odiado pela imprensa do estado, parte pela sua falta de familiariedade com a cultura gaúcha de futebol
e parte por não dar informações internas para os jornalistas. Era ano de eleição do clube e o clima dos bastidores esquentava. A imagem de Coudet era mais associada ao vice presidente Alessandro Barcellos, que iria concorrer contra o atual presidente, do que à atual diretoria. Toda essa tensão culminou na surpreendente saída do técnico, após o
presidente não querer se comprometer com contratações por conta da eleição.
Após isso todo mundo já sabe, 41 anos e a jornada que termina na perda de título mais cruel de um clube brasileiro. Mas é importante lembrar alguns detalhes que somam a isso. O fato do time ter perdido para o lanterna Goiás sendo o líder, com o time goiano estando com um jogador expulso desde o primeiro tempo; a estúpida expulsão de Uendel contra o Sport e o lance que resultaria no gol do Inter, mas que a arbitragem anulou no meio da jogada, sem deixá-la continuar por conta de ter achado que a bola tinha passado da linha lateral e saído de jogo (não tinha); o pisão de Rodinei contra o Flamengo, que teve a multa de 1 milhão de reais paga pelo bilionário da soja (que após isso nunca mais ofereceu um tostão ao clube); ou o carrinho do Ramiro de braço aberto no último jogo contra o Corinthians.
Em 2021 o Inter foi eliminado novamente pelo Vitória na Copa do Brasil, tendo feito 1 a 0 fora de casa, sofrendo uma virada de 3 a 1 dentro do Beira Rio. O Vitória nesse período estava na zona de rebaixamento da série B. Na Libertadores, o clube pegou o Olímpia nas oitavas, tendo feito 6 a 1 na potência paraguaia na fase de grupos. Na eliminatória, porém, foram dois 0x0, com mais uma eliminação nos penaltis e na frente do seu torcedor. A apatia começa a ser o sentimento predominante.
Em 2022 o clube manteve a consistência. Deu adeus à Copa do Brasil no primeiro jogo, tomando 2 a 0 e sendo eliminado pelo Globo, um time de série D que ninguém, a não ser um viciado em Football Manager, conhecia. Chegou na Sulamericana e pareceu que toda a maldição havia acabado na partida contra o Colo Colo. O time havia perdido de 2 a 0 na primeira partida das oitavas e levou a decisão para o Beira Rio. Tomou um gol no começo da partida e ainda assim produziu uma virada para lavar a alma, marcando 4 gols e construindo, finalmente, um ambiente de positividade e confiança com o torcedor. Pela primeira vez em muitos anos vimos uma grande virada em um jogo decisivo.
Na disputa das quartas, caiu contra o Melgar, de longe o mais fraco dos adversários ainda vivos na competição. O time era estreante da Sulamericana, sendo um time de meio de tabela do peruano que caiu de paraquedas no torneio. Novamente, o Inter não consegue vencer no Beira Rio, leva para os penaltis e mais um vexame ocorre aos olhos do seu torcedor. Esse mesmo Melgar foi logo depois goleado dentro de casa por 3 a 0 na semi pelo time equatoriano do suco.
Apesar da ótima campanha no brasileirão, há um fatídico jogo que representa muito bem tudo o que tem acontecido. Estávamos na metade do campeonato e o Inter vinha de uma sequência excelente de vitórias, jogando um bom futebol e pronto para enfrentar o Fogão, que estava em má fase. A partida inicia melhor do que o esperado, com o colorado abrindo 2 a 0 com 15 minutos, com direito ao atleta botafoguense expulso com 5 minutos de partida. Após isso, o Internacional consegue tomar uma virada em pleno Beira Rio. Efetivamente, tomamos um 3 a 0 com um a mais dentro do nosso estádio. Eu estava presente nesse jogo. Foi nesse dia que eu entendi que Deus não tinha abandonado meu clube. Ele tinha um plano para ele: causar o máximo de sofrimento.
Aqui estamos em 2023. Já tivemos um vexame contra o Caxias, perdendo novamente nos penaltis em frente ao torcedor no estadual (graças a deus isso nunca mais aconteceu). Hoje, entretanto, tivemos um novo episódio de crueldade. Fomos eliminados da forma mais vexatória possível para um time que tinha desistido da competição. Tomamos 2 a 0 fora para o time reserva do lanterna no brasileirão América MG, com direito a anulação do gol colorado e imediata expulsão do único jogador em todo o elenco com fundamentos básicos para praticar o esporte futebol, Alan Patrick, e sofrendo dois gols de penalti, ambos nos acréscimos finais do jogo.
No Beira Rio, fizemos um grande 3 a 0 logo no primeiro tempo e imediatamente recuamos para a potência mineira, deixando sofrer o gol que equalizaria o acumulado dos jogos no segundo tempo. Logo depois,
Renê perdeu um gol simplesmente inacreditável, sem goleiro, que aniquilaria a partida. Levamos novamente aos penaltis e dessa vez,
com um penalti de dois toques que foi anulado pelo VAR, sem qualquer sinalização disso para a torcida. Fomos eliminados sem ninguém da arquibancada ter ao menos entendido o que aconteceu. Além disso, é talvez o primeiro time da história a perder uma disputa tendo acertado todos os penaltis.
Minha memória limita muito a lista de vexames, então com certeza devo ter deixado muitos detalhes aí, mas é impressionante a consistência em maximizar o sofrimento do torcedor, cada vez com mais dor.
TL;DR: Deus odeia o Internacional
Fim do texto, ainda bem que depois disso Eduardo Coudet voltou, o Inter montou um grande time e esse tipo de coisa nunca mais aconteceu. E mesmo se acontecesse (se, por exemplo, tivessemos sofrido a virada mais absurda da história da Libertadores na semi-final), não teria forças psicológicas para atualizar o texto. Ainda bem que isso não aconteceu.
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| https://preview.redd.it/zr8snjisqxjc1.png?width=3500&format=png&auto=webp&s=d2ca31e081b274d68695295092a1d8f3f3799261 TORONTO, Feb. 20, 2024 (GLOBE NEWSWIRE) -- Discovery Silver Corp. (TSX: DSV, OTCQX: DSVSF) (“Discovery” or the “Company”) is pleased to announce results from the Feasibility Study (“FS” or “the Study”) on its 100%-owned Cordero silver project (“Cordero” or “the Project”) located in Chihuahua State, Mexico. Highlights include (all figures are in US$ unless otherwise noted) : - Large-scale, long-life production: 19-year mine life with average annual production of 37 Moz AgEq in Year 1 to Year 12.
- Low costs, high margins & low capital intensity: average AISC of less than $12.50 over the first eight years of the mine life placing Cordero in the bottom half of the cost curve.
- Low capital intensity: initial development capex of $606 million resulting in an attractive after-tax NPV-to-capex ratio of 2.0.
- Attractive project economics: Base Case after-tax NPV5% (“NPV”) of $1.2 billion and IRR of 22% with NPV expanding to $2.2 billion in Year 4.
- Tier 1 reserve base: Reserves of Ag - 302 Moz, Au - 840 koz, Pb – 3.0 Blb and Zn – 5.2 Blb, positioning Cordero as one of the largest undeveloped silver deposits globally.
- Clear upside potential: 240Mt of Measured & Indicated Resource sit outside the FS pit highlighting the potential to materially extend the mine life at modestly higher silver prices.
- Substantial socio-economic contribution: an initial investment of over $600 million, 2,500 jobs created during construction, $4 billion of goods and services purchased and estimated tax contributions of over $1.4 billion within Mexico.
- Industry-leading environmental standards: third-party reviews of proposed environmental practices to ensure adherence to both Mexican regulatory standards and Equator Principles 4. The Study also incorporates investment in infrastructure and technology to recycle wastewater from local communities with discharged water representing the primary source of water for mine operations.
Tony Makuch, CEO, states: “Our Feasibility Study has delivered outstanding results that clearly establish Cordero as one of the world’s leading development-stage projects. Cordero is the largest undeveloped silver project globally based on both reserves and annual production and has low unit costs in support of high margins and substantial cash flow generation. Cordero is also extremely capital efficient, with an initial NPV to Capex ratio of 2.0x, with the NPV almost doubling to over $2 billion by year four following completion of the Phase 2 mill expansion that is primarily funded by internal cash flow. With more than 300 Moz of silver reserves, a mine life of close to 20 years and significant extension potential, Cordero is uniquely positioned to play a key role in closing market deficits in the silver space and in supplying future consumption in high-growth areas including the battery vehicle and solar power sectors. “Importantly, Cordero will have a major positive socio-economic impact locally in Parral, in the Chihuahua region and at the national level. Cordero will create up to 2,500 jobs during the construction period, 1,000 direct jobs over the mine life, will purchase in excess of $4 billion of goods and services from local and regional suppliers, and will generate $1.4 billion of tax revenues at all levels of government. As part of our proactive approach to water management, we also plan to invest in infrastructure and technology that will support recycling of wastewater produced from local communities for use as our primary source of water for the Project. Our team in Mexico has already won numerous awards for social responsibility, environmental protection and workplace culture and we look forward to expanding on these efforts as part of our commitment to the sustainable development of Cordero and our adherence to the highest industry standards for environmental protection, water management, social responsibility and health and safety.” The Company will be hosting a Conference Call to present the FS results on Tuesday February 20, 2024, at 11:00am ET. A presentation by management will be followed by Q&A. The webcast can be accessed at the following link: Webcast Link FEASIBILITY STUDY SUMMARY Project Economics The economics for the FS were based on the following metal prices: Ag - $22.00/oz, Au - $1,600/oz, Pb - $1.00/lb and Zn - $1.20/lb. A 10% increase in metal prices results in a 40% increase in the Project NPV to over $1.6 billion. The payback is 5.2 years due to the expansion of the processing plant from 26,000 tpd to 51,000 tpd in Year 3 at a capital cost of $291 million. This expansion will be funded from operating cash flow. Completion of the expansion in Year 3 results in a peak Project NPV of $2.2 billion in Year 4. https://preview.redd.it/8lr065osqxjc1.png?width=720&format=png&auto=webp&s=5e024bd12c4d079dd2a89939ca246695e72c15f4 Note – refer to Appendix C for a more detailed sensitivity analysis. Production & Costs Annual production over the life-of-mine (“LOM”) is expected to average 33 Moz AgEq. In Years 5 – Year 12 production averages more than 40 Moz AgEq with peak production in Year 8 of 64 Moz AgEq. These production levels position Cordero as one of the largest primary silver mines globally. All-In Sustaining Costs (“AISC”) average less than $13.50/oz AgEq over the LOM. These costs were effectively flat in comparison to the PFS due to cost inflationary pressures being offset by improved silver payabilities and reagent cost reductions. https://preview.redd.it/8ejna1psqxjc1.png?width=720&format=png&auto=webp&s=f95ebfeff26a2107ba1d892ca45e6a084afbac5d - AgEq Produced is metal recovered in concentrate. AgEq Payable is metal payable from concentrate and incorporates metal payment terms outlined in the Concentrate Terms section below. AgEq is calculated as Ag + (Au x 72.7) + (Pb x 45.5) + (Zn x 54.6); these factors are based on metal prices of Ag - $22/oz, Au - $1,600/oz, Pb - $1.00/lb and Zn - $1.20/lb.
- AISC is a non-GAAP measure; refer to the Non-GAAP Measures section of the release for further information on this measure. See Technical Disclosure section for AISC calculation methodology.
LOM Production https://preview.redd.it/0i16oqpsqxjc1.jpg?width=2312&format=pjpg&auto=webp&s=e40b81bfb064071ede7f507b20596ba156feedb3 Note – Au/Pb/Zn production is shown on an AgEq basis based on: Ag = $22/oz, Au = $1,600/oz, Pb = $1.00/lb and Zn = $1.20/lb Study Project Team The FS was supported by a high-quality project team consisting of the following groups: - Study lead: Ausenco Engineering Canada ULC (“Ausenco”)
- Metallurgical testwork: Blue Coast Research under the supervision of Libertas Metallurgy Ltd, Sacanus Holdings and Ausenco
- Resource estimation: RedDot 3D Inc. in conjunction with RockRidge Consulting and third-party review by Hardrock Consulting, LLC
- Process & infrastructure design: Ausenco and M3 Mexicana S. de R.L de C.V.
- Mine planning & costing – AGP Mining Consultants Inc. with third-party review by Hard Rock Consulting LLC
- Tailings design, hydrogeology and geotechnical – WSP USA Inc.
- Environmental: Ausenco, Investigacion Y Desarrollo De Acuiferos Y Ambiente and CIMA Consultores Ambientales
Next Steps The following work is planned for 2024 with the objective of reaching a construction decision later this year or early 2025. - Front-end Engineering Design (“FEED”): FEED engineering work consists of early project planning and advancement of engineering definition and will enable the Company to place orders for long lead-time items and to award the EPC/EPCM contract for the development of the Project.
- Permitting: the Company formally submitted for evaluation its Environmental Impact Assessment (“Manifestacion de Impacto Ambiental” or “MIA”) in August 2023. The review process for the MIA submission by Secretaría de Medio Ambiente y Recursos Naturales (“SEMARNAT”) is ongoing. The other principal permit required for construction and operation of Cordero is the Change of Land Use (“Cambio de Uso de Suelo” or “CUS”). Formal submission of the CUS is expected to be made by the third quarter of 2024.
- Project financing: the Company plans to progress all financing options for the Project through the course of 2024. These options include equity, debt, offtake, joint ventures, partnerships, lease financing on major equipment, streams, royalties and other strategic alternatives.
- Water management: a scoping study was completed for the FS to upgrade local water treatment plants in the region and for the construction of a water pipeline to site. Further engineering work on the plant upgrade is expected to be completed through the course of the year.
- Key de-risking items: the Company also plans to advance during the year the acquisition and leasing of surface rights where appropriate and permitting for the land, power and water required for the development and operation of Cordero.
Further details on the Company’s 2024 work program can be found in the news release dated January 24, 2024, and filed under the Company’s profile on www.sedarplus.ca Resource Update In conjunction with the FS, the Mineral Resource Estimate for Cordero has been updated to incorporate an additional 33,400 m of drilling (total drilling of 310,900 m in 793 drill holes). The Measured & Indicated Resource has grown by 70 Moz AgEq to 1,202 Moz AgEq with the Inferred Resource being reduced by 12 Moz AgEq to 155 Moz AgEq as summarized below. The overall expansion of the resource was largely driven by exploration success at depth and in the northeast part of the deposit. - Measured & Indicated Resource of 1,202 Moz AgEq at an average grade of 52 g/t AgEq (719 Mt grading 21 g/t Ag, 0.06 g/t Au, 0.31% Pb and 0.60% Zn)
- Inferred Resource of 155 Moz AgEq at an average grade of 32 g/t AgEq (149 Mt grading 14 g/t Ag, 0.03 g/t Au, 0.18% Pb and 0.35% Zn)
Mineral resources that are not mineral reserves do not have demonstrated economic viability. Further details on the Resource including all supporting technical disclosure are outlined in Appendix A. CAPITAL EXPENDITURES Cordero is a very capital-efficient project due to numerous underlying advantages: - Staged expansion of the process plant
- Simple and conventional process design
- Minimal earthworks due to gentle topography, the location of bedrock near-surface and favourable geotechnical characteristics of the bedrock
- Minimal early mine development and pre-stripping resulting from the deposit extending to surface
- Close proximity to existing infrastructure including nearby highway and adjacent powerline
- Favourable mining jurisdiction with access to a highly skilled local workforce and no need for a camp given the proximity of the town of Parral approximately 40 km to the south
Initial Capital (to achieve plant throughput of 9.6 Mt/a) Initial capital to build Cordero Phase 1 is estimated to total $606 million and will be incurred over a two-year construction period. This capital estimate includes Phase 1 of the process plant with nameplate capacity of 9.6 Mt/a (~26,000 tpd), the construction of on-site infrastructure, a power transmission line, the upgrade of the local water treatment plant and water pipeline, all pre-stripping activities and construction of the TSF starter dam that will provide 3 years of initial tailings storage. Contingency for the initial capital estimate averages 12% and is applied to direct and indirect costs. Owners costs represent 2.3% of direct costs. Indirect costs represent 16% of direct costs. These proportions are in-line with typical industry averages and are consistent with a cost base for a greenfield project build in Mexico and commensurate with the level of complexity of the project build. Expansion Capital ( to expand plant to 19.2 Mt/a) The processing facility will be expanded to a nameplate capacity of 19.2 Mt/a (~51,000 tpd) at an estimated cost of $291 million. Most of the costs associated with the expansion will be incurred in Year 3. The expansion includes the addition of parallel grinding and flotation circuits, additional on-site infrastructure and a tailings dam lift that is concurrent with plant expansion. An expansion of the flotation circuit is planned for Year 7 at a cost of $17 million to accommodate an increase in zinc grades. Sustaining Capital Sustaining capital over the LOM totals $388 million (excluding closure costs net of salvage). This includes $221 million to be spent on tailings management facility expansions with the remainder to be spent on mine equipment, the process plant, mobile equipment and replacements/refurbishments of infrastructure assets. Sustaining capital for the process plant has been classified as operating costs under the maintenance category. Sustaining capital for mining only includes down payments on replacement equipment with the remaining lease costs classified as mine operating costs. https://preview.redd.it/kgsq4vqsqxjc1.png?width=720&format=png&auto=webp&s=37c55c7d67720e052da1d5058095975151dc5c63 OPERATIONS Mining The mine plan incorporates accelerated stripping as well as stockpiling of low-grade material to optimize the grade profile over the LOM. - The mine plan is based on a detailed mine design that incorporates mining dilution, ore loss, safety berms and haul roads.
- Following a steady ramp up period, the mining rates over the life of the mine are relatively consistent at approximately 70 Mt/a.
- The ultimate pit contains 1,042 Mt in total consisting of 327 Mt of ore, 696 Mt of waste and 19 Mt of stockpiled oxide material above cut-off. The average strip ratio is 2.0:1 and is even over the LOM.
- Pit slope designs were based on eight geotechnical core holes and logging of core from exploration core holes.
Processing Processing was broken into two main phases to optimize the capital efficiency of the project. Oxides and sulphides are co-processed up to a maximum oxide tonnage proportion of 15% of total mill feed. - Phase 1 throughput (Year 1 to Year 4): Year 1 is a ramp up year with throughput at 80% of nameplate capacity of 9.6 Mt/a (~26,000 tpd). Year 4 is a transition year to Phase 2 throughput levels. Oxides represent 1% of mill feed during Phase 1.
- Phase 2 throughput (Year 5+): Nameplate capacity of 19.2 Mt/a (51,000 tpd)
- Process design
- Phase 1: primary crushing, grinding (SAG and ball milling to a targeted grind size of 200 micron) and two-stage flotation to produce Precious Metals and Zn concentrates.
- Phase 2: addition of parallel grinding and flotation circuits.
Head grades The mine plan focuses on feeding higher grades to the mill earlier in the mine life: - Year 1 – 4: processing of higher-grade sulphide material predominantly from the Pozo de Plata zone
- Year 5 – 16: processing of higher-grade sulphides from the NE Extension and the South Corridor
- Year 17 – 19: processing of mostly lower-grade stockpiled material
TONNES PROCESSED / HEAD GRADES | UNIT | PHASE 1 | PHASE 2 | LOM | Year 1 – 4 | Year 5 – 12 | Year 13 – 19 | | | Oxide tonnes processed | (Mt) | 0 | 6 | 14 | Sulphide tonnes processed | (Mt) | 45 | 143 | 119 | Tonnes processed | (Mt) | 45 | 149 | 132 | Head Grades | | | | | Ag | (g/t) | 42 | 30 | 23 | Au | (g/t) | 0.19 | 0.07 | 0.06 | Pb | (%) | 0.57 | 0.44 | 0.32 | Zn | (%) | 0.67 | 0.86 | 0.58 | AgEq | (g/t) | 99 | 81 | 58 | Recoveries Metal recoveries to the two concentrates are based on the three rounds of detailed metallurgical testwork completed by the Company and are summarized below: METALLURGICAL RECOVERIES (weighted average) | PHASE 1 | PHASE 2 | LOM | Year 1 – 4 | Year 5 – 12 | Year 13 – 19 | | Ag | 91% | 87% | 81% | Au | 28% | 28% | 28% | Pb | 91% | 88% | 81% | Zn | 84% | 86% | 84% | Tailings Storage Facility (TSF) - The TSF was designed adhering to design criteria to minimize risk for its lifecycle in accordance with the Global Industry Standard on Tailings Management (“GISTM”).
- The design is based on deposition of high-density thickened tailings into a tailings storage facility that utilizes the ‘downstream expansion’ embankment construction method.
- The TSF is located directly east of the open pit. The design incorporates a total of five dam stages over the LOM (starter dam and four downstream expansions).
- Total capacity of the TSF is greater than the estimated volume requirement of 327 Mt generated by the FS mine plan and additional downstream expansion can be incorporated to store additional tailings if required.
OPERATING COSTS Operating costs are summarized in the table below. https://preview.redd.it/q0x48orsqxjc1.png?width=720&format=png&auto=webp&s=6a3f5bc6a7d2651ba504f589eed2dbe7e71da105 Mining - Mining is assumed to be owner-operated with lease financing. Estimated mining costs were built from first principles. The cost of diesel was assumed to be $1.15/L compared to $1.10/L in the PFS.
- The lease financing structure assumes a 25% initial deposit, a term of five years and an annual lease financing cost of 10.2%.
Processing - Processing costs for the crushing/milling/flotation/concentrate dewatering, and G&A costs were developed from first principles.
- Processing costs benefit from a conventional grinding and flotation concentrator process design, low power unit costs, a targeted coarse grind size of 200 micron, relatively low cost of labor, and economies of scale.
G&A - G&A costs estimates are based on a small management camp and administration offices at site. The majority of the work force will be Mexican nationals commuting daily from the town of Parral. Parral is 34 km south of Cordero and has a population of approximately 120,000. It is the regional government centre in the southern part of Chihuahua State and has a well-established service industry that supports numerous local mining operations.
CONCENTRATE TERMS Metal Payable - Cordero is expected to produce clean, highly saleable concentrates with minimal penalty elements.
- Industry standard payables and deductions were applied to the Precious Metals (PM) and Zn concentrates as per the table below. A metallurgical balance summary is included in the Appendices.
- Approximately 89% of recovered silver reports to the PM concentrate where higher silver payabilities are received.
https://preview.redd.it/miab1jssqxjc1.png?width=720&format=png&auto=webp&s=7d2dbce13c8f6dbefd16a8add60a6db832b504b9 Treatment/Refining Charges - Treatment and refining charges are based on a review of spot and recent benchmark pricing and are summarized as follows:
https://preview.redd.it/feu79ftsqxjc1.png?width=720&format=png&auto=webp&s=a3e8ba11bc8b6a6227fab28c809eec1b550ab6b4 Concentrate Transportation - Transportation costs assume trucking of the concentrate to the international ports at Guaymas and Manzanillo, and then shipping via ocean freight to Asia.
- Estimated transportation costs (trucking, port handling and ocean freight) are $176/wet metric tonne (“wmt”) for the PM concentrate and $135/wmt for Zn concentrate.
2024 FS vs 2023 PFS Summary The main changes in the FS in comparison to the PFS include: - An additional 33,400 m of reserve definition and expansion drilling that extended the mine life to 19 years and increased the confidence level of declared reserves with 71% of silver reserves in the Proven category versus 58% in the PFS.
- Incorporating the positive results from the FS metallurgical testwork program that increased silver recoveries into the precious metals concentrate by 6% (where higher payabilities are received) whilst reducing reagent consumption.
- An additional 2,700 m of geotech drilling in 34 drill holes, 44 test pits and 24 seismic lines resulting in increased confidence of pit slope assumptions and earthworks programs.
- Increase in initial capital expenditures of $151 million to $606 million as summarized in further detail below.
- Modest deterioration in IRR and payback due to the higher initial capital expenditures.
https://preview.redd.it/1qpnbgusqxjc1.png?width=720&format=png&auto=webp&s=7a69e231cd3269a9492202bae04de4adb426bbbd Project Economics are based on Ag = $22.00/oz, Au = $1,600/oz, Pb = $1.00/lb, Zn = $1.20/lb. See Technical Disclosure section for AgEq and AISC calculation methodology. Initial Capital Changes Total initial capital expenditures increased by $151 million as summarized in the table below. The primary drivers behind this increase were: - Mining – increase in pre-strip material and additional equipment and infrastructure
- Process plant – selection of preferred equipment vendors, additions to the process plant design to add redundancy for operations and cost inflation
- Offsite infrastructure – addition of the upgrade to the Camargo substation and addition of the water treatment plant upgrade plus water pipeline to site
https://preview.redd.it/l4fz1avsqxjc1.png?width=720&format=png&auto=webp&s=5ef74e3f911b1567d2ab5c1989dfd7ebae66594b TECHNICAL DISCLOSURE: - The FS project team was led by Ausenco Engineering Canada ULC (“Ausenco”), with support from AGP Mining Consultants Inc. (“AGP”), WSP USA Inc. (“WSP”) and RedDot3D Inc (“RedDot”).
- Mineral resources that are not mineral reserves do not have demonstrated economic viability.
- A full technical report will be prepared in accordance with NI 43-101 and will be filed on SEDAR within 45 days of this press release.
- AgEq produced and AgEq payable are calculated as Ag + (Au x 72.7) + (Pb x 45.5) + (Zn x 54.6); these factors are based on metal prices of Ag - $22/oz, Au - $1,600/oz, Pb - $1.00/lb and Zn - $1.20/lb.
- All-in Sustaining cost (AISC) is calculated as: [Operating costs (mining, processing and G&A) + Royalties + Concentrate Transportation + Treatment & Refining Charges + Concentrate Penalties + Sustaining Capital (excluding $37M of capex for the initial purchase of mining fleet in Year 1)] / Payable AgEq ounces
APPENDIX: An appendix with the following supporting information can be found at the end of the release. Appendix A - Mineral Resource Estimate Appendix B – Mineral Reserve Estimate Appendix C – After-Tax NPV/IRPayback Sensitivities Appendix D - LOM Mine Plan Summary Appendix E - LOM Process Throughput Summary Appendix F – After-Tax Free Cash Flow Appendix G - Simplified Process Flowsheets Appendix H – Metallurgical Balance Summary Appendix I - Site Layout Appendix J - LOM Production & Cash Flow Schedule About Discovery Discovery’s flagship project is its 100%-owned Cordero silver project, one of the world’s largest silver deposits. The FS summarized in today’s release demonstrates that Cordero has the potential to be developed into a highly capital efficient mine that offers the rare combination of large-scale production, low costs and a long mine life. Cordero is located close to infrastructure in a prolific mining belt in Chihuahua State, Mexico. On Behalf of the Board of Directors, Tony Makuch, P.Eng President & CEO For further information contact: Forbes Gemmell, CFA VP Corporate Development Phone: 416-613-9410 Email: forbes.gemmell@discoverysilver.com Website: www.discoverysilver.com Qualified Person The FS for the Company’s Cordero Silver project as summarized in this release was completed by Ausenco with support from AGP and WSP. The Mineral Reserve estimate as outlined, as further set out in Appendix B, in this press release was completed under the supervision of Willie Hamilton, P.Eng. of AGP, who is an independent “Qualified Person” as defined under NI 43-101 and who has reviewed and approved the mineral reserve estimate disclosure in this press release. The Mineral Resource estimate, as further set out in Appendix A, as outlined in this press release was completed under the supervision of R. Mohan Srivastava, P.Geo., who is an independent “Qualified Person” as defined under NI 43-101 and who has reviewed and approved the mineral resource estimate disclosure in this press release. A full technical report supporting the FS will be prepared in accordance with NI 43-101 and will be filed on SEDAR within 45 days of this press release. The remaining scientific and technical content of this press release was reviewed and approved by Gernot Wober, P.Geo, VP Exploration of the Company and a “Qualified Person” as such term is defined in NI 43-101 and Pierre Rocque, P.Eng., an Independent Consultant to the Company, and an independent “Qualified Person” as such term is defined by 43-101. NON-GAAP MEASURES: The Company has included certain non-GAAP performance measures as detailed below. In the mining industry, these are common performance measures but may not be comparable to similar measures presented by other issuers and the non-GAAP measures do not have any standardized meaning. Accordingly, it is intended to provide additional information and should not be considered in isolation or as a substitute for measures of performance prepared in accordance with IFRS. CASH COSTS PER OUNCE The Company calculated total cash costs per ounce by dividing the sum of operating costs, royalty costs, production taxes, refining and shipping costs, by payable silver-equivalent ounces. While there is no standardized meaning of the measure across the industry, the Company believes that this measure is useful to external users in assessing operating performance. ALL-IN SUSTAINING COSTS ("AISC") The Company has provided an AISC performance measure that reflects all the expenditures that are required to produce an ounce of payable metal. While there is no standardized meaning of the measure across the industry, the Company’s definition conforms to the all-in sustaining cost definition as set out by the World Gold Council in its guidance dated June 27, 2013. Subsequent amendments to the guidance have not materially affected the figures presented. FREE CASH FLOW Free Cash Flow is a non-GAAP performance measure that is calculated as cash flows from operations net of cash flows invested in mineral property, plant and equipment and exploration and evaluation assets. The Company believes that this measur submitted by Then_Marionberry_259 to Treaty_Creek [link] [comments] |
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