FRES18 May 2012 11:38
CONT
More recently, in March of this year our newest mine at Noche Buena was commissioned. Again this was completed on time and within budget and it is already performing strongly, giving us the confidence to increase our targets.
Having already exceeded our original goal for attributable gold production set at the time of the IPO at 400,000 ounces by 2018, our aim now is to grow this level of production to 500,000 attributable ounces of gold by 2018, as well as 65 million attributable ounces of silver, with reserves of 5.0 million ounces of gold and 650 million ounces of silver. So far in 2012, we continue to make progress towards these goals.
Although metals prices will remain volatile until global macroeconomic imbalances are properly addressed, the approach of our Board is to take the long view, with a value creation strategy that does not change with unpredictable short-term shifts in the market. Thus investing in exploration across price cycles will continue to be a hallmark of our strategy, as will the disciplined development of new, value-creating projects. Fundamental to this strategy is the social license to operate, which is earned by a profound and unwavering commitment to sustainable development and to the wellbeing of our personnel.
Our Board has focused on a number of these issues but none more important than in the areas of safety and risk management. Safety issues continue to receive Board priority and we consider it of critical importance that the entire organisation reinforces its commitment to safety as its first concept. The Company's Health, Safety, Environment and Community Relations Committee is monitoring the implementation of new practices. While progress is clearly being made, one fatality has been reported in 2012 and we must continue to work diligently to improve our performance.
Partly in response to the new requirements of the UK Corporate Governance Code and also in order to reinforce the Company's approach and management of risk, we undertook an extensive review to explicitly define our risk appetite and tolerance in achieving the Group's strategic objectives. I am pleased to see broad support for this process across the organisation as I believe it strengthens our controls and risk-awareness culture.
In 2011 the Board also commissioned an independent review of Board effectiveness. The report was positive in general and, in the spirit of continuous improvement, we have implemented the recommendations coming out of this exercise.