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