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| Published on June 25, 2025 | |||||||||||||||||
| Founded by the team that developed and sold Continental Gold Inc. to Zijin Mining for approximately $2 billion in enterprise value, Collective Mining is an exploration company with projects in Caldas, Colombia. Management, insiders and close family and friends own nearly 35% of the outstanding shares of the Company and as a result, are fully aligned with shareholders. The Company is listed on the NYSE American and TSX under the trading symbol “CNL” and on the the FSE under the trading symbol “GG1”. | |||||||||||||||||
| Disclaimer and Forward Looking Statements | |||||||||||||||||
| Company Profile | |||||||||||||||||
| Organizational Profile | |||||||||||||||||
| Name | Collective Mining Ltd. | ||||||||||||||||
| Describe nature of activities, brands, products and services | Collective Mining is an exploration company located in Caldas, Colombia, and is currently advancing the Guayabales and the San Antonio projects. The Company’s flagship discovery is the Apollo System, within the Guayabales Project, a high-grade and bulk tonnage gold-silver-copper-tungsten system. The Apollo tungsten discovery marks Colombia’s first known hard-rock occurrence of the metal and is of strategic national importance as the global tungsten supply is largely controlled by China. | ||||||||||||||||
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Located directly within the Marmato mineral district of the prolific "Middle Cauca" belt in west-central Colombia, the area is one of the most underexplored mineral belts globally, particularly given the rich history of continuous gold and silver mining in Marmato and Supía dating back more than 500 years and hosting more than 10 fully permitted mining operations. While adhering to a principled approach towards the environment, sustainability, and governance, we work hand-in-hand with all stakeholders for a mutually beneficial future. |
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| Link to Corporate Website | https://www.collectivemining.com/ | ||||||||||||||||
| Industry Classification |
NAICS: 21 Mining, quarrying, and oil and gas extraction 21222 Gold and silver ore mining 212220 Gold and silver ore mining ISIC: B0729 Mining of other non-ferrous metal ores |
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| Market Capitalization | $100 Million up to $1 Billion USD | ||||||||||||||||
| Type of Operations | Exploration Mining Company | ||||||||||||||||
| Company Headquarters | Toronto, Canada | ||||||||||||||||
| ESG Accountability | |||||||||||||||||
| Role and Name of highest authority within company for Environment, Social and Governance strategy, programs and performance | Omar Ossma, President. | ||||||||||||||||
| GRI Reporting Requirements | |||||||||||||||||
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Choose the statement as to how the organization has aligned their reporting utilizing GRI Standards |
The organization has reported with reference to the GRI Standards for the period defined below | ||||||||||||||||
| ESG Reporting Period | |||||||||||||||||
| Unless otherwise noted, all data contained in this report covers the following period | |||||||||||||||||
| From | 2024-01-01 | ||||||||||||||||
| To | 2024-12-31 | ||||||||||||||||
| External Assurance | |||||||||||||||||
| Has the report been externally assured | No | ||||||||||||||||
| Financial Reporting Period | |||||||||||||||||
| Does the financial reporting period align with the sustainability reporting period (eg. calendar vs fiscal) | Yes | ||||||||||||||||
| Geographic Scope of Report | |||||||||||||||||
| Unless otherwise noted, the data in this report covers sustainability matters related to the following locations of operations | Colombia | ||||||||||||||||
| Reporting Practice | |||||||||||||||||
| Is the data and assumptions used in preparing the sustainability-related financial disclosures consistent (to the extent possible considering the requirements of IFRS Accounting Standards or other applicable GAAP) with the corresponding data and assumptions used in preparing the related financial statements. | Yes | ||||||||||||||||
| Currency | |||||||||||||||||
| Unless otherwise noted, all financial figures referenced in this report are in the following currency | USD | ||||||||||||||||
| Scale of the Organization | |||||||||||||||||
| Describe how the organization defines its "Operation" | For this report, the "operation" refers to all resources devoted to the Guayabales and San Antonio Projects in Colombia. | ||||||||||||||||
| Report the total number of operations | 2 | ||||||||||||||||
| Fragile and Conflict-Affected Situations | |||||||||||||||||
| Identify all of the entity's countries of operations that align with the World Bank's list of "Fragile and Conflict-Affected Situations" | None | ||||||||||||||||
| Mineral Resource Types in Scope | |||||||||||||||||
| Which of the following mineral resource types are covered by this report | None | ||||||||||||||||
| Mineral Reserve Types in Scope | |||||||||||||||||
| Which of the following mineral reserve types are covered by this report | None | ||||||||||||||||
| Strategy | |||||||||||||||||
| Link to company's statements of: Purpose, Vision, Mission and Values; Sustainability/ESG strategy (URL) | https://collectivemining.com/sustainability/ | ||||||||||||||||
| Provide a statement from the highest governance body or most senior executive of the organization (i.e., CEO, chair, or equivalent senior position) about the relevance of sustainable development to the organization and its strategy for contributing to sustainable development. (CEO's message for this report) | Please see the attached statement from our CEO. | ||||||||||||||||
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| CEO Statement_2024 | |||||||||||||||||
| Material Topics | |||||||||||||||||
| Governance of Material Topics | |||||||||||||||||
| Describe the process followed to determine the organization's material topics | The definition of material topics was based on the principle of inclusion and stakeholder participation to identify relevant issues, associated impacts, the organization’s scope of influence, and response mechanisms. Once the information was consolidated, a workshop was held to assess and prioritize the most relevant material topics. | ||||||||||||||||
| How did the organization identify the material topics |
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| How did the organization prioritize the impacts based on their significance | Prioritization was carried out through survey results, one-on-one interviews, and semi-structured interviews with stakeholders such as community members, local authorities, and employees. | ||||||||||||||||
| Specify the stakeholders and experts whose views have informed the process of determining its material topics and provide details |
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List the organization's material topics |
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List the organization's non-material topics |
Other, please specify | ||||||||||||||||
| Provide reasons for considering such topics not material, provide details | Not applicable | ||||||||||||||||
| Report changes to the list of material topics compared to the previous reporting period | The list remains the same as in the previous report. | ||||||||||||||||
| Supply Chain | |||||||||||||||||
| Provide a description of the organization’s supply chain, including the types of suppliers (e.g., equipment, consumables, logistics, brokers, contractors, wholesalers, etc.) | Mainly specialized services for mining drilling, laboratory sampling, service providers and supplies, and property servitudes or rentals. | ||||||||||||||||
| Total estimated number of suppliers throughout its supply chain and in each tier (e.g., first tier, second tier) | 6 | ||||||||||||||||
| Estimated number of first tier suppliers | 6 | ||||||||||||||||
| The types of activities related to the organization’s products and services carried out by its suppliers (e.g., manufacturing, providing consulting services) |
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| What is the nature of its business relationships with its suppliers | Contractual | ||||||||||||||||
| The sector-specific characteristics of its supply chain | Not applicable | ||||||||||||||||
| The estimated monetary value of payments made to all suppliers (currency, Thousands) | 6,000,000 | ||||||||||||||||
| The geographic location of its suppliers | Colombia | ||||||||||||||||
| Environment | |||||||||||||||||
| Climate Change - Stewardship | |||||||||||||||||
| Strategy | |||||||||||||||||
| Have climate-related risks and opportunities influenced your organization’s strategy and/or financial planning | Yes | ||||||||||||||||
| Greenhouse Gas Emissions | |||||||||||||||||
| Scope 1 | |||||||||||||||||
| Disclose the entity's absolute gross greenhouse gas (GHGs) emissions generated during the reporting period, expressed as metric tonnes of CO2 equivalent (tonne CO₂-e) | |||||||||||||||||
| The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) | 1,026.640 | ||||||||||||||||
| The 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 | 98.7698% | ||||||||||||||||
| Discuss any change in its Scope 1 emissions from the previous reporting period, including whether the change was due to emissions reductions, divestment, acquisition, mergers, changes in output, and/or changes in calculation methodology (i.e. any changes the entity made to the measurement approach, inputs and assumptions during the reporting period and the reasons for those changes, if any) | The change in emissions compared to the previous year was 4.20%, primarily due to an overall increase in the use of fossil fuels, as there were no significant changes in the emission factors. | ||||||||||||||||
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Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source |
IPCC 2019, AR6 | ||||||||||||||||
| What consolidation approach is used for emissions | Operational control | ||||||||||||||||
| Standards, methodologies, assumptions, and/or calculation tools used and what was the reason they have been chosen | The GHG Protocol, based on the IPCC, is a nationally used standard. | ||||||||||||||||
| Scope 2 | |||||||||||||||||
| If company specific calculations are not available, disclose the gross location-based energy indirect (Scope 2) global greenhouse gas (GHG) emissions to the atmosphere (tonne CO₂-e): | |||||||||||||||||
| Does the company purchase externally supplied energy (grid electricity) | Yes | ||||||||||||||||
| Report the total electricity purchased from external suppliers for the reporting year in gigajoules (GJ) | 271.590 | ||||||||||||||||
| In what jurisdiction is the source of energy (utility) located | Colombia | ||||||||||||||||
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Conversion factor (see Guidance): |
0.216 | ||||||||||||||||
| Total amount of Scope 2 GHG emissions from purchased electricity (CO₂-e) (tonne) | 16.295 | ||||||||||||||||
| Does the company purchase externally supplied heat | No | ||||||||||||||||
| Does the company purchase externally supplied steam | No | ||||||||||||||||
| Does the company purchase externally supplied cooling | No | ||||||||||||||||
| The total amount of gross global Scope 2 GHG emissions (CO₂-e) (tonne) | 16.360 | ||||||||||||||||
| Percentage of its gross global Scope 2 GHG emissions that are covered under an emissions-limiting regulation or program that is intended to directly limit or reduce emissions, i.e., cap-and-trade schemes, carbon tax/fee systems, and other emissions control (e.g., command-and-control approach) and permit-based mechanisms | Does Not Apply | ||||||||||||||||
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Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source |
XM Consultores 2024. National System of Energy Information and Statistics. | ||||||||||||||||
| Standards, methodologies, assumptions, and/or calculation tools used and what was the reason they have been chosen | The multiplication of the emission factor by kWh is based on the IPCC within the context of the GHG methodology. | ||||||||||||||||
| Scope 3 | |||||||||||||||||
| Is the Organization disclosing gross "other indirect" global Scope 3 greenhouse gas (GHG) emissions to the atmosphere of the seven GHGs covered under the Kyoto Protocol (tonne CO₂-e)? These emissions are not included in Scope 2 and occur outside of the organization including both upstream and downstream emissions, e.g., transporting fuel to market, or transporting fuel to the plant or site to create your product, or transporting your product to market | Yes | ||||||||||||||||
| If yes, please enter the total gross Scope 3 greenhouse gas (GHG) emissions for the reporting period in tonne CO₂-e | 241.810 | ||||||||||||||||
| Discuss the short-term, medium-term and long-term strategy or plan to manage Scope3 emissions, emissions reduction targets, and an analysis of performance against those targets | Currently, the strategy is focused on managing the value chain, including the operation of third-party vehicles, third-party transportation such as air travel, office paper consumption, waste generated from the organization’s operations but managed or disposed of by third parties, and potable water services. | ||||||||||||||||
| Provide other indirect (Scope 3) GHG emission categories and activities included in the calculation | No new categories have been included. | ||||||||||||||||
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Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source |
IPCC 2019, AR6, ICAO, 2024. | ||||||||||||||||
| Standards, methodologies, assumptions, and/or calculation tools used and what was the reason they have been chosen | The GHG Protocol, based on the IPCC, is a nationally used standard. | ||||||||||||||||
| Carbon Offset and Pricing | |||||||||||||||||
| Credits | |||||||||||||||||
| Does the entity plan to use carbon credits to offset greenhouse gas emissions to achieve any net greenhouse gas emissions target | Yes | ||||||||||||||||
| Disclose the extent to which, and how, achieving any net greenhouse gas emissions target relies on the use of carbon credits | A total of 1,200 carbon credits were purchased, offsetting 100% of the reported Scope 1, 2, and 3 GHG emissions generated in 2023. | ||||||||||||||||
| Disclose which third-party scheme(s) will verify or certify the carbon credits |
The offset bonds were implemented through the conservation project "Delfines Cupica REDD+” a social and environmental initiative aimed at protecting 103,022 hectares of tropical rainforest in Colombia. |
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| What is the underlying offset in carbon credit used | Nature-based | ||||||||||||||||
| Is the underlying offset achieved through carbon reduction or removal | Carbon reduction | ||||||||||||||||
| Air Emissions | |||||||||||||||||
| Report emissions of air pollutants that are released into the atmosphere | |||||||||||||||||
| Emissions of carbon monoxide, reported as CO (tonne) | 0.000 | ||||||||||||||||
| Emissions of oxides of nitrogen (NOx), reported as NOx (tonne) | 0.000 | ||||||||||||||||
| Emissions of oxides of sulphur (SOx), reported as SOx (tonne) | 0.000 | ||||||||||||||||
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Emissions of Particulate Matter 10 micrometres or less in diameter (PM₁₀), reported as PM₁₀ (tonne) |
0.000 | ||||||||||||||||
| Emissions of lead and lead compounds, reported as Pb (tonne) | 0.000 | ||||||||||||||||
| Emissions of mercury and mercury compounds, reported as Hg (tonne) | 0.000 | ||||||||||||||||
| Emissions of non-methane Volatile Organic Compounds (VOCs) (tonne) | 0.000 | ||||||||||||||||
| Collective Mining is an exploration company. As such, it does not produce tonnes of emissions. As the Guayabales or San Antonio projects mature to operations, Collective Mining will report its emissions. | |||||||||||||||||
| Energy | |||||||||||||||||
| Energy Consumption | |||||||||||||||||
| Total energy consumption within the organization (gigajoules, GJ) | 18,681.550 | ||||||||||||||||
| Report the energy owned and controlled by the organization consumed in gigajoules for the following | 18,681.550 | ||||||||||||||||
| Electricity purchased/generated for consumption (gigajoules, GJ) | 272.110 | ||||||||||||||||
| Heating purchased/generated for consumption (gigajoules, GJ) | 0.000 | ||||||||||||||||
| Cooling purchased/generated for consumption (gigajoules, GJ) | 0.000 | ||||||||||||||||
| Steam purchased/generated for consumption (gigajoules, GJ) | 0.000 | ||||||||||||||||
| Non-renewable fuel consumed (gigajoules, GJ) | 18,409.440 | ||||||||||||||||
| Renewable fuel consumed (gigajoules, GJ) | 0.000 | ||||||||||||||||
| Report energy owned and controlled by the organization sold in gigajoules and report the totals for each | 0.000 | ||||||||||||||||
| Electricity sold (gigajoules, GJ) | 0.000 | ||||||||||||||||
| Heating sold (gigajoules, GJ) | 0.000 | ||||||||||||||||
| Cooling sold (gigajoules, GJ) | 0.000 | ||||||||||||||||
| Steam sold (gigajoules, GJ) | 0.000 | ||||||||||||||||
| Energy Management | |||||||||||||||||
| Total energy consumed in aggregate, in gigajoules (GJ) (hydrocarbons and electricity) including the fuel types used (e.g., biomass, hydro-electric power or bioenergy) | 18,681.550 | ||||||||||||||||
| Percentage energy consumed that was supplied by grid electricity | 1.4566% | ||||||||||||||||
| Percentage of energy consumed that is renewable energy (does not include purchased grid-mix) | 1.4566% | ||||||||||||||||
| Water | |||||||||||||||||
| Reuse and recycle | |||||||||||||||||
| Total volume of water that has been used in an operational task and is recovered and used again in an operational task, either without treatment (reuse) or with treatment (recycle) (megalitres) | 11.607 | ||||||||||||||||
| Water Management | |||||||||||||||||
| Disclose the amount of freshwater water that was consumed in its operations (in thousands of cubic meters) | 28.245 | ||||||||||||||||
| Analyse and list all operations for water risks and identify activities that withdraw and consume water in locations with High (40–80%) or Extremely High (>80%) Baseline Water Stress as classified by the World Resources Institute’s (WRI) Water Risk Atlas tool, Aqueduct | No areas have been identified as experiencing water stress. | ||||||||||||||||
| Disclose the freshwater withdrawn in locations with High or Extremely High Baseline Water Stress as a percentage of the total water withdrawn | Does Not Apply | ||||||||||||||||
| Disclose water withdrawn in locations with High or Extremely High Baseline Water Stress (in thousands of cubic meters) | 0.000 | ||||||||||||||||
| Disclose freshwater consumed in locations with High or Extremely High Baseline Water Stress as a percentage of the total water consumed | 0.0000% | ||||||||||||||||
| Total water consumed in locations with high or extremely high baseline water stress (in thousands of cubic meters) | 0.000 | ||||||||||||||||
| Was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations | No | ||||||||||||||||
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Total number of incidents of non-compliance associated with water quality permits, standards, and regulations, including violations of a technology-based standard and exceedances of quality-based standards (note: only those that resulted in a formal enforcement action(s)) |
0 | ||||||||||||||||
| Violations - continuous discharges, limitations, standards, and prohibitions that are generally expressed as maximum daily, weekly average, and monthly average (regardless of their measurement methodology or frequency) | 0 | ||||||||||||||||
| Violations - non-continuous discharges and limitations that are generally expressed in terms of frequency, total mass, maximum rate of discharge, and mass or concentration of specified pollutants (regardless of their measurement methodology or frequency) | 0 | ||||||||||||||||
| Violations - other, please specify | 0 | ||||||||||||||||
| Water and Effluents | |||||||||||||||||
| Water Consumption | |||||||||||||||||
| Report the total water consumption from all areas in megalitres | 0.028 | ||||||||||||||||
| Report the total water consumption from all areas with water stress in megalitres | 0.000 | ||||||||||||||||
| Waste Management | |||||||||||||||||
| Tailings Storage Facilities Management | |||||||||||||||||
| Does your company manage Tailings Storage Facilities | No | ||||||||||||||||
| Biodiversity | |||||||||||||||||
| Management Plan | |||||||||||||||||
| Describe the environmental and biodiversity management plan(s) implemented at active sites | In adherence to environmental mining standards, Collective Mining implements environmental guidelines for mining exploration activities in the Guayabales and San Antonio projects. | ||||||||||||||||
| 1.1 Lifecycle stages to which the plan(s) apply | Exploration and appraisal | ||||||||||||||||
| 1.2 The topics addressed by the plan(s) |
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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) | The plan was developed by the internal team, using Colombian environmental regulations applicable to mining exploration activities as the primary reference. | ||||||||||||||||
| Impacts | |||||||||||||||||
| Does access to the site involve traversing a protected area | No | ||||||||||||||||
| Do any of the entities concessions share a watershed with a protected area | No | ||||||||||||||||
| 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 | Does Not Apply | ||||||||||||||||
| Percentage of proved reserves in sites with protected conservation status or in areas of endangered species habitat | Does Not Apply | ||||||||||||||||
| Percentage of probable reserves in sites with protected conservation status or in areas of endangered species habitat | Does Not Apply | ||||||||||||||||
| Social | |||||||||||||||||
| Scale of the Organization | |||||||||||||||||
| Direct Employee Information | |||||||||||||||||
| Total number of full-time employees | 104 | ||||||||||||||||
| Full-time - Male | 62 | ||||||||||||||||
| Full-time - Female | 42 | ||||||||||||||||
| Full-time - Non-binary | 0 | ||||||||||||||||
| Full-time - Gender not disclosed | 0 | ||||||||||||||||
| Total number of part-time employees | 0 | ||||||||||||||||
| Part-time - Male | 0 | ||||||||||||||||
| Part-time - Female | 0 | ||||||||||||||||
| Part-time - Non-binary | 0 | ||||||||||||||||
| Part-time - Gender not disclosed | 0 | ||||||||||||||||
| Total number of permanent employees (full-time & part-time) | 104 | ||||||||||||||||
| Permanent employees - Male | 62 | ||||||||||||||||
| Permanent employees - Female | 42 | ||||||||||||||||
| Permanent employees -Non-binary | 0 | ||||||||||||||||
| Permanent employees - Gender not disclosed | 0 | ||||||||||||||||
| Total number of temporary employees | 38 | ||||||||||||||||
| Temporary employees - Male | 28 | ||||||||||||||||
| Temporary employees - Female | 10 | ||||||||||||||||
| Temporary employees - Non-binary | 0 | ||||||||||||||||
| Temporary employees - Gender not disclosed | 0 | ||||||||||||||||
| Total number of direct employees (includes full-time, part-time, temporary; exclude workers who are not employees) | 142 | ||||||||||||||||
| Direct employees - Male | 90 | ||||||||||||||||
| Direct employees - Female | 52 | ||||||||||||||||
| Direct employees - Non-binary | 0 | ||||||||||||||||
| Direct employees - Gender not disclosed | 0 | ||||||||||||||||
| Out of the total direct employees, what is the number of non-guaranteed hours direct employees | 0 | ||||||||||||||||
| Non-guaranteed hours - Male | 0 | ||||||||||||||||
| Non-guaranteed hours - Female | 0 | ||||||||||||||||
| Non-guaranteed hours - Non-binary | 0 | ||||||||||||||||
| Non-guaranteed hours - Gender not disclosed | 0 | ||||||||||||||||
| Describe the methodologies and assumptions used to compile the data | The information involves monthly tracking and monitoring of databases for both direct employees and contractors. Additionally, a psychosocial risk survey is conducted to characterize the profile of each employee. | ||||||||||||||||
| Are the numbers reported in head count, full-time equivalent (FTE), or using another methodology | For this report, employee numbers are reported on a headcount basis. | ||||||||||||||||
| Are the numbers reported at the end of the reporting period, as an average across the reporting period, or using another methodology | The figures represent the total number of active employees as of December 31, 2024. | ||||||||||||||||
| Provide contextual information necessary to understand the direct employment information provided | The number of direct employees reflects two hiring models in accordance with current legal regulations in Colombia: direct employment with the company and temporary employment through an agency, used exclusively for positions with functions limited to a specific period. | ||||||||||||||||
| Describe significant fluctuations, if any, in the number of direct employees during the reporting period and between reporting periods | In 2024, there was a 70% increase in direct employees compared to the previous year. This growth reflects the company's expansion and increased planning and and preparation for an advanced exploration stage. | ||||||||||||||||
| Workers Who are Not Employees | |||||||||||||||||
| Total number of workers who are not employees - Male (full-time, part-time) | 176 | ||||||||||||||||
| Full-time - Male | 176 | ||||||||||||||||
| Part-time - Male | 0 | ||||||||||||||||
| Total number of workers who are not employees - Female (full-time, part-time) | 35 | ||||||||||||||||
| Full-time - Female | 35 | ||||||||||||||||
| Part-time - Female | 0 | ||||||||||||||||
| Total number of workers who are not employees - Non-Binary (full-time, part-time) | 0 | ||||||||||||||||
| Full-time - Non-binary | 0 | ||||||||||||||||
| Part-time - Non-binary | 0 | ||||||||||||||||
| Total number of workers who are not employees - Gender not disclosed (full-time, part-time) | 0 | ||||||||||||||||
| Full-time - Gender not disclosed | 0 | ||||||||||||||||
| Part-time - Gender not disclosed | 0 | ||||||||||||||||
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Total number of workers who are not employees and whose work is controlled by the organization (e.g., suppliers, customers, or other business partners, such as in joint ventures) |
211 | ||||||||||||||||
| Describe the most common types of workers who are not employees and their contractual relationship with the organization | Collective Mining’s primary contractors are involved in drilling activities for mineral exploration, as well as maintenance and transportation services. | ||||||||||||||||
| The type of work they perform | Contractors may provide a range of services such as drilling, equipment maintenance, transportation, and general services. | ||||||||||||||||
| Describe the methodologies and assumptions used to compile the information about workers who are not employees. | The information involves monthly tracking and monitoring of databases for both direct employees and contractors. Additionally, a psychosocial risk survey is conducted to characterize the profile of each employee | ||||||||||||||||
| Is the number of workers who are not employees reported in head count, full-time equivalent (FTE), or using another methodology | For this report, employee numbers are reported on a headcount basis. | ||||||||||||||||
| Is the number of workers who are not employees reported at the end of the reporting period, as an average across the reporting period, or using another methodology | The figures represent the total number of contractor employees as of December 31, 2024. | ||||||||||||||||
| Describe significant fluctuations, if any, in the number of workers who are not employees during the reporting period and between reporting periods | No significant fluctuations occurred. | ||||||||||||||||
| Total Workforce | |||||||||||||||||
| Total workforce (includes direct employees and workers who are not employees) | 353 | ||||||||||||||||
| Total female workforce | 87 | ||||||||||||||||
| Female workforce as percentage of total employed workforce | 24.6459% | ||||||||||||||||
| Total male workforce | 266 | ||||||||||||||||
| Male workforce as percentage of total employed workforce | 75.3541% | ||||||||||||||||
| Total non-binary workforce | 0 | ||||||||||||||||
| Non-binary workforce as percentage of total employed workforce | 0.0000% | ||||||||||||||||
| Total workforce with gender not disclosed | 0 | ||||||||||||||||
| Workforce with gender not disclosed as percentage of total employed workforce | 0.0000% | ||||||||||||||||
| Workers who are not employees (contractors) as percentage of total employed workforce | 59.7734% | ||||||||||||||||
| Employment | |||||||||||||||||
| Turnover & Gender Breakdown | |||||||||||||||||
| Female direct employees | |||||||||||||||||
| Total number of turnover (the number of females that left during the period) | 5 | ||||||||||||||||
| Rate of turnover, females | 11.7647% | ||||||||||||||||
| Male direct employees | |||||||||||||||||
| Total number of turnover (the number of males that left during the period) | 9 | ||||||||||||||||
| Rate of turnover, males | 13.1387% | ||||||||||||||||
| Non-binary direct employees | |||||||||||||||||
| Total number of turnover (the number non-binary that left during the period) | 0 | ||||||||||||||||
| Rate of turnover, non-binary | Does Not Apply | ||||||||||||||||
| Gender not disclosed employees | |||||||||||||||||
| Total number of turnover (the number of "gender not disclosed" direct employees" that left during the period) | 0 | ||||||||||||||||
| Rate of turnover, "gender not disclosed" | Does Not Apply | ||||||||||||||||
| Report the total number and rate of turnover for all Direct Employees | |||||||||||||||||
| Total number of turnover (the number that left during the period) | 14 | ||||||||||||||||
| Rate of turnover - direct employees | 12.6126% | ||||||||||||||||
| Turnover & Age Breakdown | |||||||||||||||||
| Direct Employees aged 30 years old and under | |||||||||||||||||
| Total number of turnover (the number that left during the period) | 9 | ||||||||||||||||
| As percent of total direct employees | 4.2254% | ||||||||||||||||
| Rate of turnover | 54.5455% | ||||||||||||||||
| Direct Employees aged between 30 and 50 years old | |||||||||||||||||
| Total number of turnover (the number that left during the period) | 5 | ||||||||||||||||
| As percent of total direct employees | 40.8451% | ||||||||||||||||
| Rate of turnover | 9.0090% | ||||||||||||||||
| Direct Employees over 50 years old | |||||||||||||||||
| Total number of turnover (the number that left during the period) | 0 | ||||||||||||||||
| As percent of total direct employees | 0.0000% | ||||||||||||||||
| Rate of turnover | Does Not Apply | ||||||||||||||||
| Identify types of employees captured in the turnover rate calculations | Full-time-equivalent only | ||||||||||||||||
| Average age of direct employees | 32 | ||||||||||||||||
| Diversity and Equal Opportunity | |||||||||||||||||
| Diversity of Governance Bodies | |||||||||||||||||
| Report the percentage of the diversity categories for the highest governance body and the total workforce per employee type | |||||||||||||||||
| Board of Directors | |||||||||||||||||
| Total Board of Directors | 5 | ||||||||||||||||
| Percent Male | 60.0000% | ||||||||||||||||
| Percent Female | 40.0000% | ||||||||||||||||
| Percent Non-Binary | 0.0000% | ||||||||||||||||
| Percent Gender not disclosed | 0.0000% | ||||||||||||||||
| Percent minority or vulnerable group individuals in the "Board of Directors" category | 0.0000% | ||||||||||||||||
| Diversity of Direct Employees | |||||||||||||||||
| Senior Management | |||||||||||||||||
| Total Senior Managers | 11 | ||||||||||||||||
| Percent Male | 63.6364% | ||||||||||||||||
| Percent Female | 36.3636% | ||||||||||||||||
| Percent Non-Binary | 0.0000% | ||||||||||||||||
| Percent of gender not disclosed | 0.0000% | ||||||||||||||||
| Percent under 30 years of age | 0.0000% | ||||||||||||||||
| Percent between 30 and 50 years of age | 100.0000% | ||||||||||||||||
| Percent over 50 years of age | 9.0909% | ||||||||||||||||
| Percent of minority or vulnerable group individuals in the "Senior Management Employee" category | Does Not Apply | ||||||||||||||||
| Salaried (excluding Senior Management) | |||||||||||||||||
| Total Salaried (excluding Senior Management) | 44 | ||||||||||||||||
| Percent Male | 61.3636% | ||||||||||||||||
| Percent Female | 38.6364% | ||||||||||||||||
| Percent Non-Binary | 0.0000% | ||||||||||||||||
| Percent Gender not disclosed | 0.0000% | ||||||||||||||||
| Percent under 30 years of age | 9.0909% | ||||||||||||||||
| Percent between 30 and 50 years of age | 86.3636% | ||||||||||||||||
| Percent over 50 years of age | 4.5455% | ||||||||||||||||
| Percent of minority or vulnerable group individuals in the "Salaried Employee" category | 9.0909% | ||||||||||||||||
| Technical Employees (skilled hourly) | |||||||||||||||||
| Total Technical Employees | 27 | ||||||||||||||||
| Percent Male | 48.1481% | ||||||||||||||||
| Percent Female | 51.8519% | ||||||||||||||||
| Percent Non-Binary | 0.0000% | ||||||||||||||||
| Percent Gender not disclosed | 0.0000% | ||||||||||||||||
| Percent under 30 years of age | 59.2593% | ||||||||||||||||
| Percent between 30 and 50 years of age | 33.3333% | ||||||||||||||||
| Percent over 50 years of age | 7.4074% | ||||||||||||||||
| Percent of minority or vulnerable group individuals in the "Technical employee" category | 33.3333% | ||||||||||||||||
| Production Employees (unskilled hourly) | |||||||||||||||||
| Total Production Employees | 60 | ||||||||||||||||
| Percent Male | 75.0000% | ||||||||||||||||
| Percent Female | 25.0000% | ||||||||||||||||
| Percent Non-Binary | 0.0000% | ||||||||||||||||
| Percent Gender not disclosed | 0.0000% | ||||||||||||||||
| Percent under 30 years of age | 73.3333% | ||||||||||||||||
| Percent between 30 and 50 years of age | 18.3333% | ||||||||||||||||
| Percent over 50 years of age | 8.3333% | ||||||||||||||||
| Percent of minority or vulnerable group individual in the "Production employee" category | 26.6667% | ||||||||||||||||
| Diversity of Workers Who Are Not Employees | |||||||||||||||||
|
Workers who are not employees |
211 | ||||||||||||||||
| Number of Males | 176 | ||||||||||||||||
| Number of Females | 35 | ||||||||||||||||
| Number of Non-Binary | 0 | ||||||||||||||||
| Number of Gender not disclosed | 0 | ||||||||||||||||
| Labour Relations | |||||||||||||||||
| Collective Bargaining Agreements | |||||||||||||||||
| Percentage of total direct employees covered by collective bargaining agreements (%) | 0.0000% | ||||||||||||||||
| Notice Periods | |||||||||||||||||
| Minimum number of weeks’ notice typically provided to direct employees in the active workforce and their representatives prior to the implementation of significant operational changes that could substantially affect them | 1 | ||||||||||||||||
| If your organization is subject to collective bargaining agreements, is the notice period and provisions for consultation and negotiation specified in those agreements | Not applicable | ||||||||||||||||
| Occupational Health and Safety | |||||||||||||||||
| Work-related Injuries | |||||||||||||||||
| Injuries - For the total workforce | |||||||||||||||||
| Number of fatalities as a result of work-related injury | 0 | ||||||||||||||||
| Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours worked | 0.000 | ||||||||||||||||
| Number of high-consequence work-related injuries (excluding fatalities) | 0 | ||||||||||||||||
| Rate of high-consequence work-related injuries (excluding fatalities) | 0.000 | ||||||||||||||||
| Number of recordable work-related injuries | 0 | ||||||||||||||||
| Rate of recordable work-related injuries | 0.000 | ||||||||||||||||
| Main types of work-related injury, e.g., confined space, trips, falls, etc | Does not apply. | ||||||||||||||||
| Number of hours worked | 211,563 | ||||||||||||||||
| Lost Time Injuries (LTIs) | 0 | ||||||||||||||||
| Lost Time Injury Rate (LTIR) | 0.000 | ||||||||||||||||
| Injuries - workers who are not employees, but whose work and/or workplace is controlled by the organization | |||||||||||||||||
| Number of fatalities as a result of work-related injury | 0 | ||||||||||||||||
| Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours worked | 0.000 | ||||||||||||||||
| Number of high-consequence work-related injuries (excluding fatalities) | 0 | ||||||||||||||||
| Rate of high-consequence work-related injuries (excluding fatalities) | 0.000 | ||||||||||||||||
| Number of recordable work-related injuries | 0 | ||||||||||||||||
| Rate of recordable work-related injuries | 0.000 | ||||||||||||||||
| Main types of work-related injury, e.g., confined space, trips, falls, etc | Does not apply. | ||||||||||||||||
| Number of hours worked | 515,156 | ||||||||||||||||
| Lost Time Injuries (LTIs) | 0 | ||||||||||||||||
| Lost Time Injury Rate (LTIR) | 0.000 | ||||||||||||||||
|
Combined (Employees and non-employees, but controlled by the organization): |
|||||||||||||||||
| Total Hours Worked | 726,719 | ||||||||||||||||
| Total number of all work-related injuries | 0 | ||||||||||||||||
| Rate of work-related injuries | 0.000 | ||||||||||||||||
| Total Lost Time Injuries (LTIs) | 0 | ||||||||||||||||
| Lost Time Injury Rate (LTIR) | 0.000 | ||||||||||||||||
| Report the work-related hazards that pose a risk of high-consequence injury, including | Work-related hazards that pose a risk of high-consequence injury include working in confined spaces or areas that meet confined space risk criteria, working at heights, operating vehicles, and using mobile and portable rock-cutting systems. | ||||||||||||||||
| How have these hazards been determined |
The GTC 45 methodology, a Colombian technical standard, is employed for identifying occupational health and safety hazards. This methodology enables the determination of associated risks through the documentation of activities. |
||||||||||||||||
| Which of these hazards have caused or contributed to high-consequence injuries during the reporting period | Does not apply | ||||||||||||||||
| Actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls |
The following activities were implemented: 1. Safe work procedures. 2. Personal protective equipment. 3. Area marking and signage. 4. Specific training on identified risks. |
||||||||||||||||
| Report on actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls |
1. Implementation of safe work procedures. 2. Use of personal protective equipment. 3. Area marking and signage. 4. Specific training on identified risks. 5. Specific training for the identified risk profile at entry. |
||||||||||||||||
| Have rates been calculated based on 200,000 or 1,000,000 hours worked | 200,000 | ||||||||||||||||
| Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded, e.g., short-term contractors | All employees are included. | ||||||||||||||||
| Disclose any contextual information necessary to understand how the data have been compiled, i.e., any standards, methodologies, and assumptions used | The organization uses the TRIFR indicator based on 200,000 man-hours worked by direct employees and contractors, referencing OSHA indicators for fatalities, lost time due to injury, restricted work, medical treatment, and first aid. | ||||||||||||||||
| Safety Training | |||||||||||||||||
| Describe any occupational health and safety training provided to workers, including generic training, as well as training on specific work-related hazards, hazardous activities, or hazardous situations |
In 2024, occupational health and safety training for workers focused on both general and specific work-related hazards. Training topics included: 1. Emergency brigade training and first aid. 2. Mine rescue training for emergency responders. 3. Spill control for hazardous materials and environmental drill preparation for diesel spills. 4. Psychological first aid. 5. Safe handling of tools and equipment. 6. Proper use and maintenance of personal protective equipment (PPE), self-rescuers, and gas detection devices. 7. Confined space training, including program administration, entry-level worker, safety watch, and supervisor roles. 8. Operational strategy training on safe operating procedures. 9. Training on appropriate and inappropriate workplace behaviors, including roles and responsibilities related to workplace harassment. 10. Road incident prevention and defensive driving. |
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| Disclose the average number of training hours provided to its workforce for health, safety, and emergency management training | |||||||||||||||||
| Average hours of health, safety, and emergency response training for (a) full-time/direct employees | 2.35 | ||||||||||||||||
| Average hours of health, safety, and emergency response training for (b) workers who are not employees (contractors) | 0.47 | ||||||||||||||||
| Security, Human Rights and Rights of Indigenous People | |||||||||||||||||
| Describe the nature of any social risks, for all operating countries, that could have a material impact on the operations | Social risks that could have a material impact on operations include community perceptions related to potential impacts on local customs, local participation in decision-making processes, and access to or quality of water resources. | ||||||||||||||||
| Percentage of probable reserves that are located in or near areas of active conflict | Does Not Apply | ||||||||||||||||
| Percentage of proved reserves that are located in or near areas that are considered to be indigenous peoples’ land | Does Not Apply | ||||||||||||||||
| Percentage of probable reserves that are located in or near areas that are considered to be indigenous peoples’ land | Does Not Apply | ||||||||||||||||
| Community Relations | |||||||||||||||||
| Artisanal and Small-Scale Mining | |||||||||||||||||
| 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) | 1 | ||||||||||||||||
| Collective Mining holds a total of 17,521 hectares in its mining titles and applications. As part of the ongoing mining formalization process with traditional miners and national and regional authorities, a preliminary operating area of 33.6 hectares has been designated for small-scale mining, representing just 0.001% of the Company's total area. | |||||||||||||||||
| Percentage of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site | Does Not Apply | ||||||||||||||||
| Report the associated risks and the actions taken to manage and mitigate these risks |
Collective Mining is engaging with external stakeholders and the Ministry of Mines and Energy to establish collaborative agreements facilitating the coexistence of industrial mining and artisanal and small-scale mining. The Company has commenced collaboration with artisanal and small-scale miners to formalize this agreement. |
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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 | The implementation of capacity-building activities is carried out based on identified risks and in coordination with programs offered by public and private entities. At the community level, agreements are established through formal and informal dialogue spaces to support programs aimed at improving the technical performance of local business units. | ||||||||||||||||
| Programs | |||||||||||||||||
| Report on community relations programs, objectives and achievements in the past 3 years |
Our projects focus on key social investment areas: 1. Water and Territory: Enhancing basic sanitation and community involvement in water resource care. 2. Diversity and Field: Strengthening and diversifying agricultural activities. 3. Community Infrastructure: Developing public infrastructure for rural development. 4. Education and Competitiveness: Providing holistic training and fostering multi-stakeholder dialogues for territory planning involving community and public/private institutions. Community Empowerment: Strengthening community action boards and implementing corporate volunteer programs. Highlights over3 years: * Building trust with stakeholders. * Forming 33 regional and local partnerships. * Empowering 200 women with new skills and launching 4 ventures. * Assisting 300 coffee farmers with agricultural support. * Constructing 200 meters of roadways. * Supporting 13 Community Action Boards. * Conducting 76 water source monitoring activities. * Engaging 18 women leaders in water advocacy. * Reforestation program of 16.24 hectares of land * Providing clean water to over 1.700 people. |
||||||||||||||||
| Total amount spent on Community Investment Initiatives |
Social Management Investment: USD $410.516. Direct Investment by Collective Mining: 57% Investment from Strategic Partners: 43% Total Beneficiaries: 2.000 individuals |
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| Risks and Opportunities | |||||||||||||||||
| Disclose the total number of site shutdowns or project delays due to non-technical factors | 1 | ||||||||||||||||
| Disclose the total aggregate duration (in days) of site shutdowns or project delays due to non-technical factors | 10 | ||||||||||||||||
| Discuss specific delays including associated costs, root cause and corrective actions for resolved delay, and status of ongoing delays |
The standby was caused by community engagement processes related to concerns raised over the location of a drilling platform. The issue was resolved through agreements and assurances between the parties, allowing operations to resume as normal. |
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| Governance | |||||||||||||||||
| Governance structure and composition | |||||||||||||||||
| Describe the governance structure, 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.) |
The Board of Directors oversees and supervises the Company's management, conducting procedures directly or through committees like the Audit Committee and the Corporate Governance, Nominating, and Compensation Committee. The Board retains ultimate responsibility for these matters and all delegated tasks. |
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| Refer to the Board Mandate for further details. | |||||||||||||||||
| Identify and list the committees of the highest governance body that are responsible for decision making and overseeing the management of the organization’s impacts on the economy, environment and people including the oversight of sustainability-related risks and opportunities (e.g. Board level Environment Committee, Safety Committee, ESG Committee, Advisory Committee, etc.) | The Corporate Governance, Nominating, and Compensation Committee of the Board is tasked with overseeing the organization's impacts on the environment, economy, and people. Please see the committee charter below for further details. | ||||||||||||||||
| Corporate governance, nominating and compensation committee charter | |||||||||||||||||
| Delegation of responsibility for managing impacts | |||||||||||||||||
| Describe whether the highest governance body has appointed any senior executives with responsibility for the management of organization’s impacts on the economy, environment and people (e.g., is it part of the Governance structure of the company, CEO's role, CFO's role, Sustanability Executive, etc.) |
At the executive level, the President is accountable for the company's sustainability initiatives and performance, providing progress reports to the board. The President delegates the strategy implementation to the Vice President of Sustainability. |
||||||||||||||||
| Describe whether the highest governance body has delegated responsibility for the management of impacts to other employees | No | ||||||||||||||||
| Policy commitments | |||||||||||||||||
| Provide a description of the organization’s policy commitments for responsible business conduct |
Collective Mining has implemented corporate policies to uphold ethical standards, transparency, and best practices, including: 1. Anti-Bribery and Anti-Corruption Policy 2. Anti-Hedging Policy 3. Articles of Incorporation 4. By-Laws 5. Code of Business Conduct & Ethics 6. Corporate Disclosure and Insider Trading Policy 7. Diversity Policy 8. Execute Compensation Clawback Policy 9. Health, Safety and Security Policy 10. Majority Voting Policy 11. NYSE American Corporate Governance 12. Sustainability Policy |
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| Corporate Governance | |||||||||||||||||
| What are (if any) the authoritative intergovernmental instruments that the commitments reference | The anti-bribery and anti-corruption policy ensures that the Company and its stakeholders conduct business in accordance with applicable laws, including the Criminal Code and Corruption of Foreign Public Officials Act (Canada). Compliance with this policy supplements existing anti-bribery legislation without limiting obligations under such laws. | ||||||||||||||||
| Do the commitments stipulate conducting due diligence | No | ||||||||||||||||
| Do the commitments stipulate applying the Precautionary Principle or Approach (see instructions). | Yes | ||||||||||||||||
| Do the commitments stipulate respecting human rights | Yes | ||||||||||||||||
| Describe the specific policy commitment to respect human rights |
The sustainability policy states: - Respect the rights and freedom of our stakeholders without discrimination, paying special attention to the rights of the most vulnerable (i.e. children and elderly) - Respect the right to a healthy environment, access and quality of water within our activities. - Respect free and informed prior consultation mechanisms as a means of participation of ethnic groups, when appropriate. - Respect the rights of communities regarding land and traditional mining. - Promote a Culture of Human Rights as a part as our Company’s standard of operation. - Know, respect and preserve diversity, cultural heritage and local tradition and recognize the individual and collective rights of ethnic minorities. |
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| What are (if any) the internationally recognized human rights that the commitment covers |
The policy defines the commitment established in the United Nations Universal Declaration of Human Rights and in the Voluntary Principles on Security and Human Rights. |
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| What are the categories of stakeholders, including at-risk or vulnerable groups, that the organization gives particular attention to in the commitment |
The policy aligns with the commitments outlined in the United Nations Universal Declaration of Human Rights and the Voluntary Principles on Security and Human Rights. National authorities Regional authorities Local authorities Communities Local miners Local suppliers Ethnic communities Employees Media and opinion leaders Investors |
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| Provide links to the policy commitments, if publicly available, or, if the policy commitments are not publicly available, explain the reason for this | Collective Mining has implemented the following policies to promote and integrate responsible business practices throughout all its operations. | ||||||||||||||||
|
Anti-Bribery and Anti-Corruption Policy Anti-Hedging Policy Code of Business Conduct & Ethics Corporate Disclosure and Insider Trading Policy Diversity Policy Execute Compensation Clawback Policy Heald, Safety and Security Policy NYSE American Corporate Governance Sustainability Policy |
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| Report the level at which each policy commitment was approved within the organization, including whether this is the most senior level | All organization policies and commitments are approved by the Board of Directors. | ||||||||||||||||
| To what extent the policy commitments apply to the organization’s activities and to its business relationships | The Company demands strict adherence to policies from all employees, executives, and Board members always. This requirement extends to indirect employees, contractors, and consultants. | ||||||||||||||||
| Describe how the policy commitments are communicated to employees, business partners, and other relevant parties |
Policies are meticulously crafted and shared with stakeholders at the relevant levels, articulating their significance and outlining expectations for compliance. Our Ethics Hotline stands ready to receive concerns from all stakeholders. In Colombia, policies are actively circulated across work fronts and conveniently accessible on the intranet for employees to utilize for guidance and compliance. |
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| Embedding policy commitments | |||||||||||||||||
| Describe how the organization embeds each of its policy commitments for responsible business conduct throughout its activities and business relationships | |||||||||||||||||
| How are responsibilities allocated in order to implement the commitments across different levels within the organization | The Board leads and oversees the President, who in turn guides VPs and managers. The VP of Sustainability conducts training sessions to enhance commitments and fine tune action plans. | ||||||||||||||||
| How are the commitments integrated into organizational strategies, operational policies, and operational procedures | All corporate policies are contractually linked with both direct and indirect employees of the company, reaffirmed, and shared through internal work regulations. Moreover, they are integrated into strategic planning discussions within management committees and primary work committees across various company divisions. | ||||||||||||||||
| How does the organization implement its commitments with and through its business relationships | The Code of Ethics and Business Conduct is a guiding principle for all employees, including direct and indirect staff, contractors, the Board of Directors, and executives. | ||||||||||||||||
| What implementation training does the organization provide | Employee onboarding is conducted upon entry to the company or at the start of a contract, with periodic re-induction for both direct and indirect employees. | ||||||||||||||||
| Governance structure and composition | |||||||||||||||||
| Describe the composition of the highest governance body and its committees by: | |||||||||||||||||
|
Number of executive members (non-independent) |
1 | ||||||||||||||||
| Number of non-executive members (non-independent) | 0 | ||||||||||||||||
| Number of independent members | 4 | ||||||||||||||||
| The total number of governance body members | 5 | ||||||||||||||||
| Percentage of independent board members | 80.0000% | ||||||||||||||||
| Less than 3 years of tenure of members on the governance body | 4 | ||||||||||||||||
| 3-6 years of tenure of members on the governance body | 1 | ||||||||||||||||
| 6-9 years of tenure of members on the governance body | 0 | ||||||||||||||||
| More than 10 years of tenure of members on the governance body | 0 | ||||||||||||||||
| Number of other significant positions and commitments held by each member, and the nature of the commitments | For further details regarding other important roles and responsibilities held by members of the Collective Mining's Board, please consult the following link. | ||||||||||||||||
| Board of Directors Mandate | |||||||||||||||||
| Number of Male governance body members | 3 | ||||||||||||||||
| Number of Female governance body members | 2 | ||||||||||||||||
| Number of Non-Binary governance body members | 0 | ||||||||||||||||
| Number of Gender not disclosed governance body members | 0 | ||||||||||||||||
| Number of members from under-represented social groups | 0 | ||||||||||||||||
| Description of competencies relating to economic, environmental, and social topics | For a description of the Board's competencies relating to economic, environmental, and social topics, please refer to the link below. | ||||||||||||||||
| Board of Directors Mandate | |||||||||||||||||
| Description of stakeholder representation, including employees and other workers | Does not apply. | ||||||||||||||||
| Highest Governance Body | |||||||||||||||||
|
Describe the nomination and selection processes for the highest governance body and its committees |
The Committee shall be appointed by the Board annually and shall be comprised of a minimum of three directors. If an appointment of the members of the Committee is not made as prescribed, the members shall continue as such until their successors are appointed. A majority of the members of the Committee shall be directors whom the Board has determined are independent, taking into account the applicable rules and regulations of securities regulatory authorities and/or stock exchanges. For further details, please refer to our Corporate Governance, Nominating and Compensation Committee charter linked below. |
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| Corporate Governance, Nominating and Compensation Committee Charter | |||||||||||||||||
| Do you have a diversity policy and if so, provide details, link to the policy or attach the file | Collective Mining is dedicated to fostering a supportive and inclusive culture throughout all levels of the company, advocating for diversity and eradicating discrimination in the workplace. Kindly access the link to review our Diversity Policy. | ||||||||||||||||
| Diversity And Inclusion Policy | |||||||||||||||||
| Chair of the highest governance body | |||||||||||||||||
| Is the chair of the highest governance body also a senior executive in the organization (non-independent) | Yes | ||||||||||||||||
| Conflicts of Interest | |||||||||||||||||
| Describe the processes for the highest governance body to ensure that conflicts of interest are prevented and mitigated |
The outlined accountabilities are designed to guide individual directors in fulfilling their roles on the Board effectively, ensuring that the Board fulfills its duties. Key responsibilities include avoiding conflicts of interest with the company and maintaining transparency about personal interests, and conducting all professional interactions with integrity and ethical behavior. For further details, please refer to our Code of Business Conduct linked below. |
||||||||||||||||
| Code of Business Conduct & Ethics | |||||||||||||||||
| Are conflicts of interest disclosed to stakeholders | Yes | ||||||||||||||||
| Are there conflicts of interest related to: cross-board membership | Yes | ||||||||||||||||
| Are there conflicts of interest related to: cross-shareholding with suppliers and other stakeholders | Yes | ||||||||||||||||
| Are there conflicts of interest related to: existence of controlling shareholder | Yes | ||||||||||||||||
| Are there conflicts of interest related to: related parties, their relationships, transactions, and outstanding balances | Yes | ||||||||||||||||
| Collective knowledge of highest governance body | |||||||||||||||||
| Report measures taken to advance the collective knowledge, skills and experience of the highest governance body on sustainable development. (e.g. board training) | As of now, no formal board training has been conducted; nonetheless, board members possess significant experience in mining, including sustainability matters. | ||||||||||||||||
| Evaluation of Highest Governance Body | |||||||||||||||||
| Describe actions taken in response to the evaluations, including changes to the composition of the highest governance body and organizational practices | No formal transparency evaluations have been conducted so far. | ||||||||||||||||
| Transparency | |||||||||||||||||
| Describe the role of the highest governance body and of senior executives in developing, approving and updating the organization’s purpose, value or mission statements, strategies, policies and goals related to sustainable development |
The Board's responsibilities include: (i) approving and overseeing compliance with all major policies and procedures under which the Company operates. (ii) endorsing policies and procedures to guarantee that the Company adheres to applicable laws, regulations, as well as ethical and moral standards. (iii) establishing structures and procedures to maintain the Board's independence from Management. (iv) ensuring directors uphold confidentiality regarding the Company's proprietary information and Board discussions. (v) fulfilling additional duties as required by law or stipulated in the Company's governing documents. |
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| Describe the role of the highest governance body in overseeing the organization’s due diligence and other processes to identify and manage the organization’s impacts on the economy, environment and people |
The Board holds the oversight responsibility for assessing the systems and managing the key risks of the Company's business. It ensures the presence of suitable systems to handle these risks, encompassing insurance coverage, handling significant litigation, and evaluating the efficacy of internal controls. Additionally, the Board will supervise issues concerning health, safety, and the environment, along with ensuring compliance with relevant laws and regulations within these domains. |
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| Describe whether and how the highest governance body engages with stakeholders to support these processes |
In addition to maintaining communication with the CEO to address these matters, the Board's Corporate Governance and Nominating Committee (CGNC) serves as the final and exclusive recipient of the corporate ethics hotline. They also annually review the Company's policies and other guidelines. Additionally, there is an ethics hotline in place. |
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| Audit Committe Charter | |||||||||||||||||
| Describe how the highest governance body considers the outcomes of these processes |
Upon receiving a Complaint, the Audit Committee Chair will address reported matters, take corrective action as needed, and determine if an investigation is warranted. The Committee may seek assistance from internal resources or engage external experts for the investigation. If impropriety is alleged against the Audit Committee or its members, the CEO will investigate and report findings to the Board. |
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| Ethics | |||||||||||||||||
| Ethics and Integrity | |||||||||||||||||
| Describe how individuals can seek advice on implementing the organization’s policies and practices for responsible business conduct | All company employees, whether direct or contracted, undergo an induction process on corporate policies and responsible business conduct practices. This information is available for open consultation by all personnel, and they may also contact the human resources or legal department for guidance on the implementation of these policies. | ||||||||||||||||
| Describe the mechanisms for individuals to raise concerns about the organization’s business conduct |
The Company has several mechanisms in place, including in-person guidance through the human resources or legal offices, a telephone line, or an email address for official notifications. Additionally, individuals may use the dedicated whistleblower hotline or the email address provided by DSA Corporate Services to report irregularities. |
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| Compliance with laws and regulations | |||||||||||||||||
| Report the total number of significant instances of non-compliance with laws and regulations that occurred during the reporting period and a breakdown of this total by | 0 | ||||||||||||||||
| Number of instances for which fines were incurred | 0 | ||||||||||||||||
| Number of instances for which non-monetary sanctions were incurred | 0 | ||||||||||||||||
| Report the total number of fines for instances of non-compliance with laws and regulations that were paid during the reporting period | 0 | ||||||||||||||||
| Report the monetary value of fines for instances of noncompliance with laws and regulations that were paid during the reporting period ($) | 0 | ||||||||||||||||
| Total number of fines paid for instances of non-compliance with laws and regulations that occurred in the current reporting period | 0 | ||||||||||||||||
| Total monetary value of fines for instances of non-compliance with laws and regulations that occurred in the current reporting period ($) | 0 | ||||||||||||||||
| Total number of fines paid for instances of non-compliance with laws and regulations that occurred in previous reporting periods | 0 | ||||||||||||||||
| Total monetary value of fines for instances of non-compliance with laws and regulations that occurred in previous reporting periods ($Million) | 0 | ||||||||||||||||
| Describe the significant instances of non-compliance | Does not apply. | ||||||||||||||||
| Describe how it has determined significant instances of non-compliance | Does not apply. | ||||||||||||||||
| Describe the management system and due diligence procedures for assessing and managing corruption and bribery risks internally and associated with business partners in its value chain |
The Audit Committee is responsible for establishing procedures for confidential and anonymous submission of concerns related to accounting, internal controls, auditing, corporate misconduct, and violations of the Company's ethical standards and policies. This whistleblower policy aims to promote ethical behavior among all employees and outlines the process for reporting violations or misconduct, including fraud and abuse, either directly or nonymously. The policy also includes mechanisms for responding to and documenting such complaints. |
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| Anti-Bribery and Anti-Corruption Policy | |||||||||||||||||
| If applicable, discuss operations that are located in countries with low rankings in the index but present low business ethics risks; the entity may provide similar discussion for operations located in countries that do not have one of the 20 lowest rankings in the index but that present unique or high business ethics risks | Does not apply. | ||||||||||||||||
| Anti-Corruption | |||||||||||||||||
| Confirmed Incidents and Response | |||||||||||||||||
| Total number and nature of confirmed incidents of corruption | 0 | ||||||||||||||||
| Total number of Bribery cases | 0 | ||||||||||||||||
| Total number of Lobbying cases | 0 | ||||||||||||||||
| Total number of Extortion cases | 0 | ||||||||||||||||
| Total number of Cronyism cases | 0 | ||||||||||||||||
| Total number of Nepotism cases | 0 | ||||||||||||||||
| Total number of Parochialism cases | 0 | ||||||||||||||||
| Total number of Patronage cases | 0 | ||||||||||||||||
| Total number of Influence peddling cases | 0 | ||||||||||||||||
| Total number of Graft cases | 0 | ||||||||||||||||
| Total number of Embezzlement cases | 0 | ||||||||||||||||
| Total number of confirmed incidents in which employees were dismissed or disciplined for corruption | 0 | ||||||||||||||||
|
Total number of contracts terminated or not renewed with business partners due to corruption related violations |
0 | ||||||||||||||||
| Number of public legal cases brought against the organization or its employees during the reporting period related to corruption and the outcomes of such cases | 0 | ||||||||||||||||
| Provide details, if there were such public legal cases brought against the organization or its employees during the reporting period related to corruption and the outcomes of such cases | Does not apply. | ||||||||||||||||
| Communication and Training | |||||||||||||||||
| Total number of governance body members that the organization's anti-corruption policies and procedures have been communicated to | 0 | ||||||||||||||||
| Total percentage of governance body members that have been communicated to on anti-corruption | 0.0000% | ||||||||||||||||
| Anti-corruption policies and procedures communication to direct employees by type: | |||||||||||||||||
| Total number of the direct employees that have been communicated to on anti-corruption | 104 | ||||||||||||||||
| Total percentage of the direct employees that have been communicated to on anti-corruption | 73.2394% | ||||||||||||||||
| Total number of senior management employees that have been communicated to on anti-corruption | 7 | ||||||||||||||||
| Percentage of senior management employees that have been communicated to on anti-corruption | 63.6364% | ||||||||||||||||
| Total number of middle management employees that have been communicated to on anti-corruption | 34 | ||||||||||||||||
| Percentage of middle management employees that have been communicated to on anti-corruption | 79.0698% | ||||||||||||||||
| Total number of technical employees that have been communicated to on anti-corruption | 24 | ||||||||||||||||
| Percentage of technical employees that have been communicated to on anti-corruption | 88.8889% | ||||||||||||||||
| Total number of production employees that have been communicated to on anti-corruption | 39 | ||||||||||||||||
| Percentage of production employees that have been communicated to on anti-corruption | Does Not Apply | ||||||||||||||||
| Total number of governance body members that have received training on anti-corruption | 0 | ||||||||||||||||
| Total percentage of governance body members that have received training on anti-corruption, broken down by region | 0.0000% | ||||||||||||||||
| Total number and percentage of direct employees that has received training on anti-corruption, broken down by employee category and region | |||||||||||||||||
| Total number of direct employees that received training on anti-corruption | 104 | ||||||||||||||||
| Total percentage of direct employees that received training on anti-corruption | 73.2394% | ||||||||||||||||
| Total number of senior management employees who received training on anti-corruption | 7 | ||||||||||||||||
| Percentage of senior management employees who received training on anti-corruption | 63.6364% | ||||||||||||||||
| Total number of middle management employees who received training on anti-corruption | 34 | ||||||||||||||||
| Percentage of middle management employees who received training on anti-corruption | 79.0698% | ||||||||||||||||
| Total number of technical employees who received training on anti-corruption | 24 | ||||||||||||||||
| Percentage of technical employees who received training on anti-corruption | 88.8889% | ||||||||||||||||
| Total number of production employees who received training on anti-corruption | 39 | ||||||||||||||||
| Percentage of production employees who received training on anti-corruption | 65.0000% | ||||||||||||||||
| Total number of administrative employees who received training on anti-corruption | 0 | ||||||||||||||||
| Percentage of administrative employees that received training on anti-corruption | Does Not Apply | ||||||||||||||||
| Total number of all other employees who received training on anti-corruption | 0 | ||||||||||||||||
| Percentage of all other direct employees that received training on anti-corruption | Does Not Apply | ||||||||||||||||
| Stakeholder Engagement | |||||||||||||||||
| Report the organization’s approach to stakeholder engagement, including frequency of engagement by type |
Collective Mining’s stakeholder engagement approach is grounded in the company’s strategic commitments in the region and the planning of the mining project to align institutional efforts and resources toward shared goals. A differentiated communication agenda is established for each stakeholder group. In the case of employees, communities, and local authorities, the level of engagement is continuous and systematic to support the viability of exploration activities and to appropriately manage expectations or perceived impacts. |
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| Provide a list of stakeholder groups engaged by the organization |
|
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| Report the basis for identifying and selecting stakeholders with whom to engage | The basis for identifying stakeholders begins with an understanding of the territory and the institutional dynamics at the regional and national levels. This is followed by an analysis of variables such as perceived impacts, stance toward the project, expectations, and the organization’s capacity to manage these factors in order to define engagement plans and ensure timely information sharing. | ||||||||||||||||
| Report the purpose of the stakeholder engagement |
Stakeholder Engagement: - Foster trust through transparent communication with stakeholders. - Cultivate partnerships for positive community development. - Pursue mutually benefi cial outcomes in decision-making for sustainable development. - Uphold diversity, cultural heritage, and local traditions while respecting the rights of ethnic minorities. - Encourage legal activities or alternative options for local mining involvement. - Support local economic growth by prioritizing local sourcing. - Uphold human rights per the UN Declaration and Voluntary Principles on Security and Human Rights. |
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| Tax | |||||||||||||||||
|
Describe the approach to stakeholder engagement and management of stakeholder concerns related to tax, including |
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| The approach to engagement with tax authorities |
The organization complies with tax obligations by adhering to the annual schedules set by the authority. Interaction with the tax authority occurs whenever there are requests or requirements from it. |
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| The approach to public policy advocacy on tax |
In individual and specific relationships with stakeholders, the Company explicitly communicates the tax impacts of its operations and how this affects the said operation. However, the Company does not have a public policy on this matter. |
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| The processes for collecting and considering the views and concerns of stakeholders, including external stakeholders |
In individual and specific interactions with stakeholders, the Company is clear in communicating the tax implications of its operations and how these impact the mentioned operation. However, the Company does not have a public policy concerning this matter. |
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