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Published on September 6, 2021 |
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While this is Aurania's foundational report, we have always held Environmental, Social and Governance practices and policies at the forefront of our exploration programs.
As a company, we believe in and respect all of our communities, be they our vendor community, our stakeholder community, our employee community and the local communities in which we work. |
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Disclaimer and Forward Looking Statements |
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Company Profile |
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Organizational Profile |
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Name |
Aurania Resources Ltd |
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Describe nature of activities, brands, products and services |
Aurania is a mineral exploration company engaged in the identification, evaluation, acquisition and exploration of mineral property interests, with a focus on precious metals and copper in South America. |
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Its flagship asset, The Lost Cities – Cutucu Project, is located in the Jurassic Metallogenic Belt in the eastern foothills of the Andes mountain range of southeastern Ecuador. |
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Link to Corporate Website |
http://www.aurania.com/ |
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Industry Classification |
104 Gold and Silver Ores |
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Market Capitalization |
$100 Million up to $1 Billion USD |
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Type of Operations |
Exclusively non-producing operations |
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Company Headquarters |
Toronto, Canada |
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Link to company sustainability and ESG strategy, performance, programs and related external communications , e.g. ESG Report (URL) |
http://www.aurania.com |
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The link displayed is for Aurania's Corporate website. Please refer to multiple other subsidiary links that speak to Aurania's ESG specifics and the Message from the President.
Environment
Community Engagement
Governance |
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Message from the President |
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ESG Accountability |
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Role and Name of highest authority within company for Environment, Social and Governance strategy, programs and performance, e.g. will be a member on the Board or VP CSR |
Richard Spencer, President and Director |
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ESG Reporting Period |
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Unless otherwise noted, all data contained in this report covers the following period: |
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From |
2020-01-01 |
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To |
2020-12-31 |
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Geographic Scope of Report |
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Unless otherwise noted, the data in this report covers ESG matters related to the following locations of operations |
Ecuador |
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Aurania Project Map |
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Aurania Concession Map |
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Identify notable exclusions, and reference any existing or planned reports that do or will address these (e.g, assets recently divested or acquired, non-managed joint ventures, specific exploration activities, recently closed sites, etc) |
There are no exclusions. |
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Fragile and Conflict-Affected Situations |
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Identify all of the entity's countries of operations that align with the World Bank's list of "Fragile and Conflict-Affected Situations" |
None |
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Business Operations Scope of Report |
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Identify notable exclusions, and reference any existing or planned reports that do or will address these (e.g, assets recently divested or acquired, non-managed joint ventures, specific exploration activities, recently closed sites, etc) |
Our company is in the mineral exploration phase and we are non-revenue producing. Therefore Aurania does not have any development or operational activities at present. |
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Mineral Resource Types in Scope |
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Which of the following mineral resource types are covered by this report |
None |
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Mineral Reserve Types in Scope |
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Which of the following mineral reserve types are covered by this report |
None |
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Currency |
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Unless otherwise noted, all financial figures referenced in this report are in the following currency |
CAD |
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Audit Status |
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Identify the degree to which any inputs of the report are third-party checked: |
Self-Declared |
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The report is self-declared for this foundational reporting period, however, we will be disclosing all quantitative and qualitative factors to the CFO and the Board of Directors. |
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Reporting Requirements |
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Are you including ESG targets |
No |
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Are you capturing historical data as part of this reporting effort: |
No |
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Organizational Profile |
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Provide a list of externally-developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, or which it endorses, e.g. GRI, UN Global Compact |
This is Aurania's first ESG report. As such, we have reviewed the variety of Standard's frameworks and have aligned our responses to GRI, UN Global Compact, SASB, CDP and ICMM. As we evolve into continuous disclosure in subsequent years, we will align with other frameworks that are applicable to our growth and reporting obligations. |
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Strategy |
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Provide a statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy for addressing sustainability (CEO's message for this report) |
In Ecuador, we work in one of the most ecologically diverse parts of the planet. |
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One in which some of the most basic human rights are absent, such as access to clean water, basic medical attention, and education.
We respect and work according to the guidelines in the Equator Principles and according to the United Nations Declaration on the Rights of Indigenous Peoples which demands, as a first step, asking the local communities if we can access their land after having informed them of the nature of the work that we intend to undertake. We applaud the Ecuadorian constitution that enshrines the right of nature to be preserved and respected. Aurania's approach to sustainability is simple: we strive to leave the communities in which we work better-off, and the land on which we work in a better state, than when we arrived.
Corporate Website |
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President's Message |
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Richard Spencer, President and Director |
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Provide a description of key impacts, risks, and opportunities, e.g. permitting, waste treatment, tailings, closure |
Please refer to the documents attached. |
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1. Impacts, Risks and Opportunities; 2. Drill Site Prep, Operation and Restoration; 3. Waste Management in Drill and Fly Camps; and 4. Risks and Opportunities
Link to regulatory reports on Aurania's website to view our Annual Information Form for the year-ended Dec 31, 2020 |
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Impacts, Risks and Opportunities |
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Drill Site Prep, Operation and Restoration |
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Waste Management in Drill and Fly Camps |
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Risks and Opportunities |
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Ethics and Integrity |
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Provide a description of the organization’s values, principles, standards, and norms of behavior |
Please refer to: |
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1. Aurania's Code of Business Ethics and Conduct, and 2. Aurania's Environmental Policy
Also see link to the full Corporate Governance Manual on Aurania's website.
Corporate Governance Section on Website |
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Code of Business Ethics and Conduct |
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Environmental Policy |
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Environment |
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Compliance |
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a. Report fines and non-monetary sanctions for non-compliance with environmental laws and/or regulations in terms of: |
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i. total monetary value of significant fines |
0 |
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ii. total number of non-monetary sanctions |
0 |
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iii. cases brought through dispute resolution mechanisms |
0 |
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b. If the organization is in compliance with environmental laws and/or regulations, a brief statement of this fact is sufficient |
Aurania complies with all laws and regulations of the country in which we work - Ecuador. Aurania received ISO14001 accreditation on March 10, 2020 for the environmental aspects of its exploration activities. |
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Information about Aurania's environmental practices
Aurania's ISO14001 Certification information |
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Greenhouse Gas Emissions |
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Disclose the gross global Scope 1 greenhouse gas (GHG) emissions to the atmosphere of the seven GHGs covered under the Kyoto Protocol (tonne CO₂-e) |
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Carbon dioxide (CO₂) (tonne CO₂-e) |
744.524 |
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Methane (CH₄) (tonne CO₂-e) |
0 |
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Nitrous oxide (N₂O) (tonne CO₂-e) |
0 |
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Hydrofluorocarbon-23 (CHF₃) (tonne CO₂-e) |
0 |
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Hydrofluorocarbon-32 (CH₂F₂) (tonne CO₂-e) |
0 |
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Sulfur hexafluoride (SF₆) (tonne CO₂-e) |
0 |
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Nitrogen trifluoride (NF₃) (tonne CO₂-e) |
0 |
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Perfluoromethane (CF₄) (tonne CO₂-e) |
0 |
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Perfluoroethane (C₂F₆) (tonne CO₂-e) |
0 |
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Perfluorobutane (C₄F₁₀) (tonne CO₂-e) |
0 |
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Perfluorohexane (C₆F₁₄) (tonne CO₂-e) |
0 |
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The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) |
744.524 |
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With regards to the helicopter used and the associated Jet A1 Fuel Type: The helicopter company is Avio Andes, a contractor . 356 hours flown in total during the reporting period.
Our 2020 numbers related to the helicopter are low due to covid shutdowns and delays with the start of drilling (the helicopter was used for drilling from September to December 2020)
We estimate the number of helicopter hours will increase in 2021 as the pandemic ends and full exploration activities ramp up and therefore the Jet A1 Fuel consumption will also increase. |
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Percentage of its gross global Scope 1 GHG emissions that are covered under an emissions-limiting regulation or program that is intended to directly limit or reduce emissions, such as cap-and-trade schemes, carbon tax/fee systems, and other emissions control (e.g., command-and-control approach) and permit based mechanisms: |
100.0000% |
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Discussion of long-term and short-term strategy or plan to manage Scope1 emissions, emissions reduction targets, and an analysis of performance against those targets |
Aurania is a pre-revenue, pure mineral exploration company. |
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Due to the early stage of exploration in which Aurania is involved, emissions are mainly from light passenger vehicles, helicopters, and drill rigs. We do not have any production assets and as such only emit minute amounts and are diligent to maintain this standard. Please refer to Emissions Reductions Goals document attached.
Aurania takes its emissions responsibilities seriously and has had discussions with suppliers, vendors and stakeholders to identify the amounts of emissions to the atmosphere. As we are an exploration company, we do not intend to ever become a developer or mine operator. Please refer to our document titled Emission Reductions Goals for an explanation of how we manage emission reduction targets during our continuous exploration tasks. |
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Emissions Reductions Goals |
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Air Quality |
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Report emissions of air pollutants that are released into the atmosphere: |
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Emissions of (1) carbon monoxide, reported as CO (tonne) |
0 |
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Please refer to "Additional CO₂ (tonne)" in the GHG Emissions disclosure. |
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Emissions of (2) oxides of nitrogen (NOX), reported as NOX (tonne) |
0 |
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Emissions of (3) oxides of sulfur (SOX), reported as SOX (tonne) |
0 |
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Emissions of (4) particulate matter 10 micrometers or less in diameter (PM₁₀), reported as PM₁₀ (tonne)
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0 |
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Emissions of (5) lead and lead compounds, reported as Pb (tonne) |
0 |
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Emissions of (6) mercury and mercury compounds, reported as Hg (tonne) |
0 |
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Emissions of (7) non-methane volatile organic compounds (VOCs) (tonne) |
0 |
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Water |
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Efficiency |
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Proportion of water reused and recycled by the site to reduce the overall consumptive water demand: |
91.6376% |
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Water Withdrawal |
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Disclose the freshwater withdrawn in locations with High or Extremely High Baseline Water Stress as a percentage of the total water withdrawn |
0.0000% |
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Disclose the amount of water that was withdrawn from freshwater sources (Megaliters) |
1 |
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The amount of water that was withdrawn from freshwater sources is actually 1.2946 megaliters. We calculate the use of water each day. We also ensure rainwater is captured and recycled or reused. |
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Water Management |
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Was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations |
No |
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Number of incidents of non-compliance associated with water quality permits, standards, and regulations |
0 |
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Water Consumption |
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Disclose freshwater consumed in locations with High or Extremely High Baseline Water Stress as a percentage of the total water consumed: |
0.0000% |
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Disclose the amount of water that was consumed in its operations (Megaliters) |
2 |
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The amount of water consumed is 1.7452 megaliters in the reporting period. We ensure measurement of all water consumption on a daily basis and aggregated monthly. |
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Energy Management |
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(1) Total energy consumed in aggregate, in gigajoules (GJ) (hydrocarbons and electricity) |
6570 |
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Purchased electricity 29.17 GJ Hydrocarbon total (1) includes the following: Gas - 44.55 GJ Gasoline - 3200.45 GJ Diesel - 1260.80 GJ Jet A1 - 2035.02 GJ Renewables - 0 |
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(2) Percentage energy consumed that was supplied by grid electricity |
0.4414% |
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(3) Percentage of energy consumed that is renewable energy: |
0.0000% |
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It is not practical to use significant renewable energy in Aurania's exploration operations because these camps are all temporary and mobile. There is an initiative to use solar panels to power our geologists’ laptops in the field and to introduce solar into the mix of electricity used in the drill camps starting in 2021. |
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Waste Management |
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Innovation |
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Spending on Research, Development, and Technologies for waste management compliance and improvement |
$55,652 |
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This is the sub total handling cost for: Non-recyclable waste Recycled waste Compostable waste Dangerous waste Infectious waste Other initiatives include Community-operated laundry serving drill camp - biodegradable detergent; biodegradable crockery; rechargeable batteries for use in the drill camp |
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Describe nature of spending on research, development and technologies for waste management compliance and improvement |
Please refer to Aurania's documents attached. |
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1. Environmental Policy 2. Waste Management in the Drill and Fly Camps
Also see link to Environment section of our website.
Environment section of Aurania's website |
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Environmental Policy |
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Waste Management in Drill and Fly Camps |
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Biodiversity |
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List the environmental biodiversity management plan(s) implemented at active sites: |
Please refer to documents attached. |
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1. Environmental Management Plan (Spanish) 2, Biodiversity, and 3. Indigenous Plant Nursery
Summary of Aurania's Approach to the Environment |
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Environmental Plan (Spanish) |
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Biodiversity |
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Indigenous Plant Nursery |
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1.1 Mine lifecycle stages to which the plan(s) apply |
• Exploration and appraisal • Restoration |
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1.2 The topics addressed by the plan(s) |
• Ecological and biodiversity impacts • Waste generation • Emissions to air • Discharges to water • Natural resource consumption |
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1.3 The underlying references for its plan(s), including whether they are codes, guidelines, standards, or regulations; whether they were developed by the entity, an industry organization, a third-party organization (e.g., a non-governmental organization, a governmental agency, or some combination of these groups) |
This is specified in Aurania's Environmental Management Plan (see above). Also see link to Environment section of Aurania's website. |
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Link to the Environment section of Aurania's website |
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Does access to the site involve traversing a protected area |
Yes |
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Please refer to the Concession Map above in the "Geographic Scope of Report" section of the scorecard to view the protected forest area Aurania works in. There is also a map in the document titled "Protected Areas". |
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Do any of the entities concessions share a watershed with a protected area |
Yes |
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Aurania's main project "the Lost Cities- Cutucu Project" is made up of 42 mineral concessions in southeastern Ecuador. The majority of Aurania’s Project lies within the 344,002Ha (CARE, 2012; Rivandeira Torres, 2012) Kutukú- Shaime Protected Forest area and therefore all concessions share a watershed with a protected area. Despite the implication of the name, these forest areas are not “protected areas” in the sense of national parks or nature reserves. Ecuador’s Protected Forests are natural areas comprising public-, private-, and/or community-owned lands and are created to facilitate the management and protection of river basins and associated resources. |
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Provide context and description of site access involving traversing protected areas, and/or watersheds shared with a protected area. Include reference to measures in place to assure access, any proactive programs to support the biodiversity of the protected area, and any formal complaints or compliance issues and related steps to resolve |
See supporting document "Protected Areas" and details below. |
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Aurania’s Lost Cities – Cutucú Project consists of 42 mineral concessions granted to Aurania’s wholly owned Ecuadorian subsidiary, EcuaSolidus, in December 2016. All 42 concessions are in good standing as of the Effective Date. The majority of the Property lies within the 344,002 Ha Kutukú-Shaime Protected Forest area in which, despite the designation, mineral exploration and exploitation are permitted and the designation has had minimal impact on Aurania’s ability to obtain the requisite permits to carry out exploration across the Property. To date Aurania has all required permits for exploration of the Property and has reached access agreements with multiple indigenous communities within the Project area. The Project is easily accessible from Quito on well-maintained highways. However, within the Property, access is poor requiring travel by foot on forest paths through rugged, densely vegetated terrain. Rainfall is high year-round, totaling 2-3 m annually. The combination of poor access, mountainous topography, dense vegetation, and high rainfall presents challenges to exploration, but these factors also account for the lack of modern exploration and the current opportunity. See page 129 of Aurania's NI 43- 101 technical report dated Feb 4, 2020 (also on our website under the heading Technical Reports).
Environment section of Aurania's website
Refer to Aurania's 2020 NI 43-101 Technical Report |
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Tracking frog populations before and after we enter an area |
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Protected Areas |
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Confirming and reporting on bird species |
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Percentage of proved reserves in sites with protected conservation status or in areas of endangered species habitat: |
0.0000% |
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Percentage of probable reserves in sites with protected conservation status or in areas of endangered species habitat: |
0.0000% |
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Percentage of inferred, indicated and measured reerves in sites with protected conservation status or in areas of endangered species habitat: |
0.0000% |
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Social |
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Scale of the Organization |
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i. Report the total number of direct employees worldwide (exclude contractors) |
52 |
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ii. Report the total number of contract employees worldwide |
3 |
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Organizational Profile |
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ii. Report the total number of operations |
3 |
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Aurania has a corporate office in Toronto, Canada and has projects in Ecuador and Peru. |
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Report the total number of direct employees by employment type (permanent and temporary), by gender: |
52 |
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The employees are divided into 3 main areas. There are permanent full-time staff, part-time staff, and temporary workers in field areas, such as campsites, in Ecuador, for example, camp cooks, etc. These temporary workers are CLED classified workers per Ecuadorian legislation and work for the company on a temporary basis. There are 8 permanent full-time employees in the Toronto office. |
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Total number of permanent employees - female |
13 |
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Total number of temporary employees - female |
1 |
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Total number of permanent employees - male |
36 |
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Total number of temporary employees - male |
2 |
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Total number of permanent employees - non-binary |
0 |
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To the best of our knowledge, there are no permanent or temporary non-binary employees. Persons have not disclosed. |
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Total number of temporary employees - non-binary |
0 |
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To the best of our knowledge, there are no permanent or temporary non-binary employees. Persons have not disclosed. |
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Report the total number of contractors by employment type (permanent and temporary), by gender: |
852 |
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Ecuador has a special classification for temporary contract workers or CLEDs. The following are the basic elements of the contracts :
• Each CLED signs a contract – one per year for a maximum of two years – which allows each person to work for 180 days in each of those two years. • If a CLED person works for more than 180 days, they must be considered an employee. • At the end of the contract there is no severance pay. • During the contract, tax is withheld by Aurania's subsidiary Ecuasolidus S.A. • Life insurance & medical insurance: CLEDs are affiliated to the IESS (Social Security) for medical attention. They don’t have a separate, company-funded life insurance plan. |
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Total number of permanent contractors - female |
0 |
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Total number of temporary contractors - female |
82 |
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These are people who are contracted on a daily or weekly basis as needed in the field (Ecuador). |
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Total number of permanent contractors - male |
0 |
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Total number of temporary contractors - male |
770 |
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These are people who are contracted on a daily or weekly basis as needed in the field (Ecuador). |
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Total number of permanent contractors - non-binary |
0 |
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Total number of temporary contractors - non-binary |
0 |
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Report the total number of employees by employment type (full-time and part-time), by gender: |
52 |
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Total number of full-time employees - female |
13 |
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Total number of part-time employees - female |
1 |
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Total number of full-time employees - male |
36 |
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Total number of part-time employees - male |
2 |
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Total number of full-time employees - non-binary |
0 |
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Total number of part-time employees - non-binary |
0 |
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Report the total number of contractors by employment type (full-time and part-time), by gender: |
852 |
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Total number of full-time contractors - female |
0 |
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Total number of part-time contractors - female |
82 |
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Total number of full-time contractors - male |
0 |
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Total number of part-time contractors - male |
770 |
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Total number of full-time contractors - non-binary |
0 |
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Total number of part-time contractors - non-binary |
0 |
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Employment |
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Turnover |
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Report the total number and rate of employee turnover during the reporting period, by age group, and gender: |
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All Employees |
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Total number of turnover (the number that left during the period) |
3 |
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We had one female contract employee leave during the period and another female permanent employee was appointed during the period. |
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Rate of turnover |
5.6075% |
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Female employees |
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Total number of turnover (the number that left during the period) |
1 |
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Rate of turnover |
1.8349% |
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Male employees |
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Total number of turnover (the number that left during the period) |
2 |
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Two male employees (one full-time and one contract employee) left during the period and two full-time male employees joined during the period. |
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Rate of turnover |
0.4723% |
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Non-binary employees |
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Total number of turnover (the number that left during the period) |
0 |
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Rate of turnover |
Does Not Apply |
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Employees aged 30 years old and under |
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Total number of turnover (the number that left during the period) |
0 |
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|
Rate of turnover |
0.0000% |
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Employees aged between 30 and 50 years old |
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Total number of turnover (the number that left during the period) |
3 |
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We started with 31 and lost 3 employees, but gained one. |
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|
Rate of turnover |
10.0000% |
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Employees over 50 years old |
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Total number of turnover (the number that left during the period) |
0 |
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|
Rate of turnover |
0.0000% |
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Identify types of employees captured in the turnover rate calculations |
All employees on the payroll |
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Occupational Health and Safety |
|
|
Work-related Injuries |
|
|
a. For all employees: |
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i. Total Hours Worked |
135200 |
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ii- Number of fatalities as a result of work-related injury |
0 |
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Rate of fatalities resulting from work-related injury, note: calculating per 200,000 hours |
0 |
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iii. Number of high-consequence work-related injuries (excluding fatalities) |
0 |
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Rate of high-consequence work-related injuries (excluding fatalities) |
0 |
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iv. Number of recordable work-related injuries |
1 |
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A field geologist slipped and fell approximately 10m down a steep slope. He suffered cuts to the head and was treated at hospital emergency and was released the same day. He was given 2 weeks rest with pay and thereafter returned to work full-time. |
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Rate of recordable work-related injuries |
1 |
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v. Main types of work-related injury, e.g. confined space, trips, falls, etc. |
Slips and falls in wet field conditions and snakebite. |
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b. Contractors: |
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i. Total Hours Worked |
257960 |
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ii. Number of fatalities as a result of work-related injury |
0 |
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Rate of fatalities resulting from work-related injury, note: calculating per 200,000 hours |
0 |
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iii. Number of high-consequence work-related injuries (excluding fatalities) |
0 |
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Rate of high-consequence work-related injuries (excluding fatalities) |
0 |
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iv. Number of recordable work-related injuries |
1 |
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A field guide from a local community slipped and fell approximately 10m down a steep slope. He suffered cuts to the head and a concussion. He was admitted to hospital released after 3 days. He was given 4 weeks rest with pay and continues to work as a part- time contractor. Note: this contractor was injured in the same incident as reported under employee work-related injury (section a. iv). |
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|
Rate of recordable work-related injuries |
1 |
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v. Main types of work-related injury, e.g. falls, trips, spills, etc. |
Slips and falls in wet field conditions and snakebite. |
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c. Combined (Employees and Contractors)
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Total Hours Worked |
393160 |
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Total number of all work-related injuries |
2 |
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Rate of work-related injuries |
1 |
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c. Report the work-related hazards that pose a risk of high-consequence injury, including: |
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i. How have these hazards been determined |
The natural hazards pose the greatest risk for high-consequence injuries. These include slips in perpetually wet rainforest environment as well as venomous snake bite. |
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ii. Which of these hazards have caused or contributed to high-consequence injuries during the reporting period
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None. |
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iii. Actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls |
Aurania's field teams use mountaineering helmets, harnesses and ropes to minimize the risk of slips and falls. The Company has secured anti-venom that is kept refrigerated in its the drill camps. The Company is looking to secure a way of keeping anti-venom refrigerated in the exploration fly-camps that do not have electricity. |
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d. Report on actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls |
Aurania's field teams use mountaineering helmets, harnesses and ropes to minimize the risk of slips and falls. The Company has secured anti-venom that is kept refrigerated in its the drill camps. The Company is looking to secure a way of keeping anti-venom refrigerated in the exploration fly-camps that do not have electricity. |
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f. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded, e.g. short-term contractors |
No workers have been excluded from this disclosure. |
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g. Disclose any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used |
Field based risk analysis. |
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Accident report |
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Safety Training |
|
|
Disclose the average number of training hours provided to its workforce for health, safety, and emergency management training, by direct employees and contractors:
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Direct Employees (full-time/part-time): |
12 |
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Contractors: |
9.42 |
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Diversity and Equal Opportunity |
|
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b. Report the percentage of employees per employee category in each of the following diversity categories: |
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Senior Management: |
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Total Senior Managers |
10 |
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Percent Male |
60.0000% |
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Percent Female |
40.0000% |
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Percent Non-Binary |
0.0000% |
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Percent under 30 years of age |
0.0000% |
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Percent between 30 and 50 years of age |
20.0000% |
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Percent over 50 years of age |
80.0000% |
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Salaried (excluding Senior Management): |
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Total Middle Managers |
39 |
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Percent Male |
76.9231% |
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Percent Female |
23.0769% |
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Percent Non-Binary |
0.0000% |
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Percent under 30 years of age |
25.6410% |
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Percent between 30 and 50 years of age |
64.1026% |
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Percent over 50 years of age |
10.2564% |
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Technical Employees (skilled hourly): |
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Total Technical Employees |
0 |
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Percent Male |
Does Not Apply |
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Percent Female |
Does Not Apply |
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Percent Non-Binary |
Does Not Apply |
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|
Percent under 30 years of age |
Does Not Apply |
|
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|
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Percent between 30 and 50 years of age |
Does Not Apply |
|
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|
Percent over 50 years of age |
Does Not Apply |
|
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Production Employees (unskilled hourly): |
|
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Total Production Employees |
0 |
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|
|
|
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|
Percent Male |
0.0000% |
|
|
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|
|
|
|
|
|
|
|
|
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|
|
|
|
|
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|
Percent Female |
0.0000% |
|
|
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|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Percent Non-Binary |
0.0000% |
|
|
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|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Percent under 30 years of age |
0.0000% |
|
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|
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
Percent between 30 and 50 years of age |
0.0000% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Percent over 50 years of age |
0.0000% |
|
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|
|
|
|
|
|
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|
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|
|
|
|
|
|
|
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|
|
Contractors
|
|
|
|
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|
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|
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|
|
|
|
|
|
|
|
|
|
Total Contractors |
852 |
|
|
|
|
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|
|
|
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|
The majority of Aurania's contractors are temporary contractors that are referred to as "CLEDs" in Ecuador. Each CLED signs a contract with the Company – one per year for a maximum of two years – which allows each person to work for 180 days in each of those two years. |
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|
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|
|
|
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|
|
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|
|
|
|
|
|
|
|
|
|
Percent Male |
90.3756% |
|
|
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|
|
|
|
|
|
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|
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|
|
|
|
|
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|
|
Percent Female |
9.6244% |
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
Percent Non-Binary |
0.0000% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Percent under 30 years of age |
46.5962% |
|
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|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Percent between 30 and 50 years of age |
40.8451% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Percent over 50 years of age |
12.5587% |
|
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|
|
Security, Human Rights and Rights of Indigenous People |
|
|
Identify the countries of operations within World Banks list of “Fragile and Conflict-Affected Situations” |
None |
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|
|
Describe the nature of any social risks, for all operating countries, that could have a material risk to operations |
See pages 19-36 of Aurania's Annual Information Form for the year ended Dec 31, 2020. |
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There were no changes in risk factors (page 19) in the most recently filed Management's Discussion and Analysis for the three months ended March 31, 2021. Refer to pdf documents attached and links below.
The company’s relationships with communities near where it operates, and other stakeholders are critical to ensure the future success of Aurania’s exploration and development activities on its concessions. The company’s mineral concessions are located near rural communities, some of which contain groups that have been opposed to mining activities in the past, which may affect the company’s exploration and development activities in the short and long term. Furthermore, local communities may be influenced by external entities, groups or organizations opposed to mining activities. In recent years, anti-mining non-governmental organizations (NGOs) and indigenous group activities in Ecuador have increased.
These communities, NGOs and indigenous groups have taken such actions as civil unrest, road closures and work stoppages. Such actions may have a material adverse effect on Aurania’s operations on its exploration activities and on its financial position and results of operations.
While the company is committed to operating in a socially responsible manner, there can be no assurance that the company’s efforts in this respect will mitigate this potential risk.
Link to community engagement section of Aurania's website
Link to regulatory report section of Aurania's website for 2020 Annual Information Form |
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Annual Information Form |
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Aurania's Q1 2021 Managements Discussion & Analysis |
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Percentage of proved reserves that are located in or near areas of active conflict: |
0.0000% |
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The total amount of proved reserves |
0 |
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Percentage of probable reserves that are located in or near areas of active conflict: |
0.0000% |
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The total amount of probable reserves |
0 |
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Percentage of inferred, indicated and measured reserves that are located in or near areas of active conflict: |
0.0000% |
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Total amount of inferred, indicated and/or measured reserves |
0 |
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Percentage of proved reserves that are located in or near areas that are considered to be indigenous peoples’ land: |
0.0000% |
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The total amount of proved reserves
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0 |
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Percentage of probable reserves that are located in or near areas that are considered to be indigenous peoples’ land: |
0.0000% |
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The total amount of probable reserves
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0 |
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Percentage of inferred, indicated and measured reserves that are located in or near areas that are considered to be indigenous peoples’ land: |
0.0000% |
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Total amount of inferred, indicated and measured reserves |
0 |
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Describe due diligence practices and procedures with respect to indigenous rights of communities in which it operates or intends to operate |
Please see link below for information on our engagement with the many communities, including indigenous, where our exploration activities are conducted. |
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Also refer to Aurania's Community Social Relations document attached.
Aurania works under the guidelines of the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) and use the social risk management framework according to the Equator Principles. The Lost Cities – Cutucu Project is located on land of the Indigenous Shuar people. Our teams are on a steep learning curve of insights into Shuar ancestral knowledge about the environment, including superfoods and medicinal plants that are indigenous to the Cutucu mountain range.
Aurania’s first step in the mineral exploration of the Cutucu Cordillera is to ask permission to access the land of each community. The Community Engagement team flies to remote airstrips and walks from there to the surrounding villages to speak to the leaders of those communities. This initial engagement is usually followed by a presentation to the community of the planned exploration group, with a video of the nature of the stream sediment sampling, the fly camps and other key aspects of initial work. On acceptance by the community, guides and assistants are identified by the community leaders to accompany the Company’s exploration teams. An entry date is scheduled for the geologists and exploration teams to enter the area, to link up with the guides and assistants to head to the field for up to three weeks at a time.
Link to Community Engagement section of Aurania's website |
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Community meeting |
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Community Social Relations |
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Meeting with government authorities |
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Discuss practices and list procedures while operating in areas of conflict, e.g. add URL to policies and procedures or other document |
Not applicable as we do not operate in areas of conflict. |
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Labor Relations |
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Notice Periods |
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a. Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially affect them |
2 |
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For Toronto, Canada - where the Head Office is located - the company and it's employees were, as the rest of world, impacted by Covid-19 and the government regulated shutdown. We provided our employees notification the instance the Government of Canada mandated all companies be closed until further notice - approximately March 16th, 2020. Our employees are still working from home as per government guidelines.
Ecuador target locations - please refer to the link for the March 18, 2020 Press Release
March 18, 2020 Press Release |
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b. If your organization is subject to collective bargaining agreements, is the notice period and provisions for consultation and negotiation specified in those agreements: |
No |
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Community Relations |
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Artisanal and Small-Scale Mining |
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Number of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site (not controlled by company/unauthorized): |
0 |
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Percentage of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site |
0.0000% |
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Report the associated risks and the actions taken to manage and mitigate these risks |
Aurania does not have any sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site. Therefore the associated risks and the actions to manage and mitigate these risks are not applicable. |
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Programs |
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Report on community relations programs, objectives and achievements in the past 3 years |
Please refer to photos and details of the many community relations programs Aurania has in place. |
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Also see Community Social Relations document below.
Aurania has a number of programs in place in Ecuador. These include but are not limited to:
-Farming programs (plant nursery for local communities to grow food)
-Purchasing of boots for all the children in the communities so they can walk more easily to school and not be affected by parasites and snake bites.
-Clean water programs.
-Food relief to local communities during the COVID-19 lockdown. The Company purchased eight tonnes of basic food including rice, beans, lentils and canned sardines for distribution in 44 communities. These provisions were dropped off by road and by aircraft to the remotest communities for distribution to approximately 970 families by the leaders of the communities. A second drop of 10 tonnes of dried food was delivered to 1,292 families in 49 communities.
Many of these programs were initiated in conjunction with the Step Forward Foundation.
Interview with Dr. Keith Barron about efforts towards social responsibility
Link to Community Engagement section of Aurania's websitete |
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Plant nursery for education of local communities |
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New boots provided to children in local communities |
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Water team lead Jonny Puglla taking water samples |
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Discuss the processes, procedures, and practices to manage risks and opportunities associated with the rights and interests of communities in areas where it conducts business |
Please refer to our Community Relations document attached. |
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Aurania through its subsidiary, Ecuasolidus, implemented a COVID-19 Protocol during 2020 for all staff and contract workers. This protocol can be found on our website.
Human and Indigenous rights, and the right of nature to be respected, have been enshrined in the Ecuadorian constitution. Respect for those individuals and collective rights form the foundation of Aurania’s relationship with the community and government.
Our objective is to develop a mutually beneficial and respectful relationship with local communities within the direct area of interest (DAI) of the mineral concessions in Ecuador (the Project) that have been granted to Aurania by the Ecuadorian government. By working with the communities, landowners, and government, we strive for the mutual recognition of the rights of these parties as a means of empowering each one to play a core role in planning and implementing a strategy for achieving an economically sustainable future for the region.
Overview of Community Engagement section of Aurania's website
COVID-19 Prevention and Action information on Aurania's website |
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Completion in training locals to use GPS |
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Community worker orientation |
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Community Relations |
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Report the total number of site shutdowns or project delays due to non-technical factors |
1 |
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A shut down occurred due to COVID-19. The Company has a COVID-19 Protocol in place. |
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Report the total aggregate duration of site shutdowns or project delays due to non-technical factors (days) |
85 |
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This cumulative number of days for shut-downs during the reporting period was caused by the Covid-19 pandemic and affected everyone in the world.
This was outside the control of Aurania, and the moment government sanctions lifted to be able to return to exploration activities we did so with proper Health and Safety Covid-19 protocol in place. |
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Ethics |
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Description of the management system for prevention of corruption and bribery throughout the value chain, e.g. Anti-Corruption Policies and Procedures or other Compliance document |
Aurania is required to comply with anti- corruption and anti-bribery laws, including the Canadian Corruption of Foreign Public Officials Act, as well as similar laws in the countries in which the Corporation conducts its business. |
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Refer to page 33 of our 2020 Annual Information Form below.
Also see links to Aurania's website for our 2020 ESTMA Report and Corporate Governance information, specifically, page 6 of Aurania's Code of Ethics and Business Conduct
Link to Aurania's website for 2020 ESTMA Report
Link to Corporate Governance Section - Aurania's Code of Ethics and Business Conduct |
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2020 Annual Information Form |
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Report production in countries that have the 20 lowest rankings in Transparency International’s Corruption Perception Index (Saleable tonne) |
0 |
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Governance |
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Structure |
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a. Report the governance structure of the organization, including committees of the highest governance body, e.g. the Board of Directors, the Executives, the Board Environment Committee, Board Safety Committee, the Advisory Committee, etc. |
Aurania's Board of Directors (Board) is elected by its shareholders to oversee the management of the business and affairs of the company with the goal of enhancing the long term value of the company and its shareholders. |
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The Board is the company's highest governance body and is committed to apply the highest standards of integrity and ethics. Refer to link to Aurania's Corporate Governance Manual for further details.
Corporate Governance section of Aurania's website |
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Aurania Organizational Structure as at September 2020 |
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Aurania's Corporate Governance Manual |
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Committees |
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b. Report the committees responsible for decision-making on economic, environmental, and social topics, e.g. the Board of Directors, the Executives, the Board Environment Committee, Board Safety Committee, the Advisory Committee, etc. |
Aurania has the following committees: - Audit Committee - Safety, Environment and Social Responsibility Committee - Nominating, Compensation and Governance Committee Please refer to the Corporate Governance section of our website for committee information and our Corporate Governance Manual above. |
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While Aurania has multiple committees in it's board governance structure, the committee directly responsible for decision-making on environmental, and social topics is the Safety, Environment and Social Responsibility Committee, while all economic decisions are under the purview of the Audit Committee.
Corporate Governance Section of Aurania's website |
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Responsibility |
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a. Has the organization appointed an executive-level position or positions with responsibility for economic, environmental, and social topics , e.g. is it part of the Governance structure of the company, the CFO or internal audit reporting to the Board |
Yes |
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It is part of the Governance structure of the company and the President reports to the Board on the matter of economic, environmental, and social topics. |
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Reporting Structure |
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b. Report whether position holders report directly to the highest governance body or CEO |
Aurania's President, Richard Spencer is the highest governance individual responsible for economic, environmental, and social topics, and reports to the CEO and the Board of Directors on all related issues. |
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Consultation Process |
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Report the processes for consultations between stakeholders and the highest governance body on economic, environmental and social topics, e.g. for most mining companies it would be the executives and operations and not the Board, and if delegated, explain how |
Please refer to details. |
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Aurania takes its responsibility to economic, environmental and social obligations most seriously and discloses this information and its processes in consultation to its stakeholders in multiple ways: We disclose the appropriate information to all stakeholders publicly on our website (see links provided). Our President, Richard Spencer and our Chair and CEO, Keith Barron, hold one-on- one meetings with investors and hold Government and policy stakeholder meetings.
Aurania's Annual and General Meeting of shareholders includes updates and disclosures on our economic performance and metrics over the financial period, social progress and any issues identified, exploration progress and environmental updates to all investors and stakeholders. We also host project update webcasts & conference calls that are open to all stakeholders on a quarterly basis.
Community & Environment
Social and Community Engagement
Annual Meeting Documents |
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Composition |
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Report the composition of the highest governance body and its committees by:
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Number of executive members
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2 |
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Number of non-executive members |
4 |
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Number of independent members |
4 |
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Less than 3 years |
4 |
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3-6 - years |
1 |
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6-9 years |
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More than 10 years |
1 |
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Lists of each individual’s other significant positions and commitments, and the nature of the commitments, e.g. other boards and executive positions |
Refer to Directors and Officers chart page 52 of Aurania's 2020 Annual Information Form. |
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Also, please refer to page 23 of Aurania's Management Information Circular for the year- ended Dec 31, 2020.
Board section of Aurania's website |
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Annual Information Form for the Year Ended December 31, 2020 |
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Management Information Circular |
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Number of Male governance body members |
5 |
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Number of Female governance body members |
1 |
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Number of members from under-represented social groups |
1 |
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Description of competencies relating to economic, environmental, and social topics |
Please refer to link that outlines the CVs of each of the Board of Directors of Aurania Resources Ltd. |
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Please also refer to pages 25-29 of our Management Information Circular for the year- ended 2020 (above).
Management and Board of Directors section of Aurania's website |
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Management Information Circular |
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Description of stakeholder representation |
Aurania's Chairman & CEO beneficially holds, controls or directs, directly or indirectly through Bambazonke Holdings Ltd., a corporation controlled by Dr. Barron, 19,885,028 Common Shares, representing approximately, 45% of the issued and outstanding common Shares on a non-diluted basis as at Dec 31, 2020. |
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Board Diversity |
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If availabile, provide a link to the entity's Board Diversity Proxy Statement or attach the related document |
Please refer to details and link. |
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A general statement about diversity can be found on the Corporate Governance page of Aurania's website.
Corporate Governance Section of Aurania's Website |
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Corporate Governance Manual |
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Board of Directors Charter |
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Non-Executive Director |
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a. Is the chair of the highest governance body also an executive officer in the organization |
Yes |
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b. If the chair is also an executive officer, describe his or her function within the organization’s management and the reasons for this arrangement |
Dr. Keith Barron, Ph.D., is the Chair of the Board and CEO of Aurania Resources Ltd. Aurania's subsidiary in Ecuador, EcuaSolidus S. A., was originally a private company with a majority ownership held by Dr. Keith Barron, until it was acquired by Aurania in 2017. Dr. Barron holds a significant shareholding in Aurania. |
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Conflicts of Interest |
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a. Report the processes for the highest governance body to ensure conflicts of interest are avoided and managed, e.g. list procedures |
We have identified the conflict of interest of having the CEO also as the Chair of the Board as well as a major shareholder of the Company. |
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First, we have identified the risk and Aurania is transparent in dealing with this risk.
Mitigation is mainly via the appointment of a lead director (on March 4, 2020) who is also an independent board member. This appointment was noted in the MD&A for the three months ended March 31, 2020 - see attached.
Regulatory reports section for 2020 on Aurania's website
Annual meeting documents on Aurania's website |
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MD&A Q1 2020 |
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2020 Annual Information Form |
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b. Report whether conflicts of interest are disclosed to stakeholders, including, as a minimum: |
Yes |
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We disclose any conflicts of interest in our 2020 Annual Information Form (found above and on our website under the Regulatory Reports section found under the Investor tab). |
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i. Cross-board membership |
Yes |
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Please refer to page 23 of Aurania's Management Information Circular for the year- ended Dec 31, 2020 (see above). |
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ii. Cross-shareholding with suppliers and other stakeholders |
No |
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None of the Board of Directors have significant or activist amounts of shares in other companies for disclosure, for example, over 10% holdings. |
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iii. Existence of controlling shareholder |
Yes |
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Dr. Keith Barron, Founder, Chair and CEO is a controlling shareholder. Please refer to details above for any and all conflicts of interest, mitigation and risk mitigation. |
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iv. Related third party disclosures |
Yes |
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AIF
2020 Q3 Financial Statements |
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Transparency |
|
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a. Report the highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental, and social topics |
The Safety, Environment and Social Responsibility Committee of the Board of Directors is the highest governance body relating to economic, environmental and social topics. |
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See page 54 of Aurania's 2020 Annual Information Form.
Link to Corporate Governance section of website |
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Annual Information Form |
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a. Report on the measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental, and social topics, e.g. board training |
We do not have formal board training in place, but we do at a minimum review all items related to economic, environmental and social topics with board members on a quarterly basis. Aurania is looking to implement a training program for all board members in the next reporting period including the addition of a policy to that effect. |
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d. Report the actions taken in response to evaluation of the highest governance body’s performance with respect to governance of economic, environmental, and social topics, including, as a minimum, changes in membership and organizational practice, (response to external evaluations) |
Please refer to description below. |
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Aurania's President shall be evaluated on ESG performance on a six-monthly basis by the Nominating, Compensation and Governance Committee.
The evaluation shall be based on:
1. Environmental performance: meeting or exceeding the objectives laid out in the annual ESG report by maintaining the ISO14001 registration and meeting or exceeding the environmental footprint mitigation targets.
2. Social: The Company’s effectiveness in maintaining access agreements with the communities in the Project area in good standing - the goal being to access the whole of the Project area.
3. Governance: maintain standard governance requirements as laid out in the annual ESG report with special focus on zero tolerance of corruption while striving for greater social inclusion in the workplace and in the Company’ s interaction with the communities. Maintaining effective communication with all stakeholders including shareholders, government, communities, employees, contractors. |
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a. Report the highest governance body’s role in identifying and managing economic, environmental, and social topics a |