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| Published on June 25, 2025 | |||||||||||||||||
| Prime Mining's Los Reyes project is located 43 kilometers southeast of the mining-friendly city of Cosalá, Sinaloa. The Company is actively exploring a 6273 hectare land package, and has staked a 7500 hectare land package ("El Rey") to the east of Los Reyes. The project is located in the historically productive Guadalupe De Los Reyes mining district, which has an extensive mining history stretching back to the 1700s. | |||||||||||||||||
| Disclaimer and Forward Looking Statements | |||||||||||||||||
| Company Profile | |||||||||||||||||
| Organizational Profile | |||||||||||||||||
| Name | Prime Mining Corp. | ||||||||||||||||
| Describe nature of activities, brands, products and services | Prime Mining Corp. (the "Company" or "Prime") works to advance the Los Reyes Gold and Silver Project (“Los Reyes” or the "Project"). The Company is focused on three areas: | ||||||||||||||||
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i) health and safety of our team and the communities in which we work; ii) corporate responsibility and governance; and iii) use of resources to create maximum value at Los Reyes for all stakeholders. |
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| Link to Corporate Website | https://primeminingcorp.ca/ | ||||||||||||||||
| Industry Classification |
NAICS: 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 | Exclusively non-producing operations | ||||||||||||||||
| Company Headquarters | Vancouver, Canada | ||||||||||||||||
| ESG Accountability | |||||||||||||||||
| Role of highest authority within the company for Environment, Social and Governance strategy, programs and performance | Environment, Health, Safety and Social Responsibility Committee of the Board of Directors | ||||||||||||||||
| The name of the highest authority, if applicable | CEO | ||||||||||||||||
| 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 | |||||||||||||||||
| Describe your company's policy and practice for seeking external assurance, including whether and how the highest governance body and senior executives are involved | Management and governance body evaluate on an annual basis if external assurance is needed. To date, given the company's small footprint and impacts, it has concluded that external assurance is not warranted. | ||||||||||||||||
| Are the highest governance body and senior executives involved | Yes | ||||||||||||||||
| Describe how the highest governance body and senior executives are involved | Governance body and management evaluate on annual basis if assurance is needed in accordance to Company's activities and regulatory bodies. | ||||||||||||||||
| Has the report been externally assured | No | ||||||||||||||||
| Financial Reporting Period | |||||||||||||||||
| Does the financial reporting period align with the sustainability reporting period (e.g. 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 | Mexico | ||||||||||||||||
| This report covers our operation in Sinaloa, Mexico. | |||||||||||||||||
| Identify notable exclusions of the geographical and/or business scope of the report, and reference of 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.) | This report does not exclude any assets held by Prime Mining. | ||||||||||||||||
| Reporting Practice | |||||||||||||||||
| Provide a list of all legal entities included in its sustainability reporting |
Prime Mining Corp. Minera Amari SA de CV |
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| Does the organization have audited consolidated financial statements or financial information filed on public record | Yes | ||||||||||||||||
| If the organization has audited consolidated financial statements or financial information filed on public record, specify the differences between the list of entities included in its financial reporting and the list included in its sustainability reporting | None | ||||||||||||||||
| Does the organization consist of multiple entities | Yes | ||||||||||||||||
| If the organization consists of multiple entities, explain the approach used for consolidating the information | The information reported has been consolidated by aggregating data from all entities over which the organization exercises control or significant influence, consistent with the financial reporting standards used in the organization’s consolidated financial statements. Where relevant, specific disclosures identify any material differences in policies, practices, or performance among entities. Data collection processes are standardized across entities to ensure consistency and comparability, with central coordination to validate, reconcile, and consolidate the information for reporting purposes. | ||||||||||||||||
| Does the approach involve adjustments to information for minority interests | No | ||||||||||||||||
| How does the approach take into account mergers, acquisitions, and disposal of entities or parts of entities | Not applicable. | ||||||||||||||||
| Does the approach used for consolidating the information differ across the disclosures in this Standard (GRI 2) and across material topics | No | ||||||||||||||||
| Explain whether and how the approach differs across the disclosures in this Standard and across material topics | Not applicable. | ||||||||||||||||
| Report what are the restatements and the reasons for restatements, if any, from previous reporting periods |
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| Explain the effect of such restatements, if any | Not applicable. | ||||||||||||||||
| Provide the full contact details (name, title, address, email and/or phone number) for an individual responsible to address questions regarding the report or its contents |
info@primeminingcorp.ca |
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| Currency | |||||||||||||||||
| Unless otherwise noted, all financial figures referenced in this report are in the following currency | CAD | ||||||||||||||||
| Membership of Associations | |||||||||||||||||
| List of the industry associations, other membership associations, and national or international advocacy organizations in which the organisation participates in a significant role, as well as any economic, environmental, and social charters, principles, or other programmes that the organisation subscribes to or supports, such as the United Nations Global Compact (UNGC), etc. | The Company is part of the Sinaloan Mining Cluster and looks forward to enrolling in other appropriate associations. | ||||||||||||||||
| Scale of the Organization | |||||||||||||||||
| Nature of corporate ownership | Publicly owned | ||||||||||||||||
| Legal form of corporate ownership | Incorporated entity | ||||||||||||||||
| Describe how the organization defines its "Operation" and the sector(s) in which it is active | The Company is a junior gold mining exploration company with a subsidiary and operations in Sinaloa, Mexico. It undertakes a range of activities to help determine the economic prospectivity of its mining concessions. Those activities follow the federal and state guidelines for exploration within the Project's mineral claims, and include exploration drilling, mapping and sampling the surface rocks, as well as taking soil samples. Defining drill targets, where the Company then drills to test the mineralization; sampling the core or chips returned from drilling and sending to independent laboratories to assay contained elements. One half of all core or chips are warehoused after sampling. Modelling of results will facilitate decisions on exploration target prioritization and project development timelines. | ||||||||||||||||
| Report the total number of operations | 1 | ||||||||||||||||
| The organization's definition used for ‘mine site’ | Prime's activities are focused on mining exploration at this stage. The Company does not currently operate any active mines. Since activities are restricted to exploration, "mine site" may be defined as a claim where drilling, mapping and sampling activities are carried out. | ||||||||||||||||
| Mine site #1: Name of the site | Los Reyes | ||||||||||||||||
| Mine site #1: Geographic location (country and coordinates) | Sinaloa, Mexico. | ||||||||||||||||
| Mine site #1: Size (hectares) | 6,273.000 | ||||||||||||||||
| 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 | ||||||||||||||||
| Company does not operate in a Fragile and Conflict-Affected Situation country. However, recognizing the presence of localized security concerns, the Company actively assesses risks and implements appropriate measures to ensure the safety of its personnel and local community groups. These measures include regular security assessments, engagement with local stakeholders, and adherence to principles aligned with international humanitarian and human rights law. | |||||||||||||||||
| Mineral Resource Types in Scope | |||||||||||||||||
| Which of the following mineral resource types are covered by this report |
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| Mineral Reserve Types in Scope | |||||||||||||||||
| Which of the following mineral reserve types are covered by this report | None | ||||||||||||||||
| Strategy | |||||||||||||||||
| Corporate Purpose, Vision, Mission and Values; statements of sustainability/ESG strategy |
Vision, Mission and Values can be found in following link. |
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Prime Mining's Mission, Vision and Values. Prime Mining's Sustainability Site |
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| 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) | Refer to attachment. Message from the CEO on Sustainability. | ||||||||||||||||
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| CEO Letter | |||||||||||||||||
| Material Topics | |||||||||||||||||
| Governance of Material Topics | |||||||||||||||||
| Describe the process followed to determine the organization's material topics | The organization determines its material ESG topics through annual ESG meetings, where key internal stakeholders review operational activities, stakeholder feedback, regulatory developments, and industry trends. This process ensures that identified topics reflect the company’s most significant environmental, social, and governance impacts, as well as stakeholder expectations. | ||||||||||||||||
| How did the organization identify the material topics | Other external sources, please list | ||||||||||||||||
| The Company hired a third-party environmental consultant to assess baseline environmental, biodiversity, socio-economic, education , health, water access and other community-related factors to better understand the area in which the exploration activity is occurring. The Company uses that data to help support the community and mitigate any negative impacts of our operations. | |||||||||||||||||
| How did the organization prioritize the impacts based on their significance | Refer to details. | ||||||||||||||||
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The Company implemented the following methods to determine materiality and assess impacts: 1. The Company completes a formal risk assessment on a quarterly basis to identify priorities and additionally has an annual strategy session to conclude on most significant topics. 2. Risk reporting is provided to the HSS Committee, Board and senior management group to evaluate performance in managing material topics. |
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| Specify the stakeholders and experts whose views have informed the process of determining its material topics and provide details |
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| "Other" includes the Board of Directors and senior managment. | |||||||||||||||||
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List the organization's material topics |
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| Compliance | |||||||||||||||||
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List the organization's non-material topics |
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| Provide reasons for considering such topics not material, provide details | Other, please specify | ||||||||||||||||
| Prime is an early stage exploration company with limited economic and operational activities in the community and environment. | |||||||||||||||||
| Report changes to the list of material topics compared to the previous reporting period | There were no changes to material topics in the current year. | ||||||||||||||||
| Material Topic #1: | Water and Effluents | ||||||||||||||||
| An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights |
Water is a precious resource in the rural areas in which the company operates and its availability fluctuates with weather. Access to a clean and safe water supply is a human right. At the Exploration stage, the Company evaluates the past and current conditions of water availability to create a long-term strategy. As the Development stage nears, water management will become a priority. |
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Where the impacts occur |
Impact would occur at the project site. | ||||||||||||||||
| The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships |
Currently, the Company does not use a significant amount of water in its operations, therefore, it has not had a significant impact on the water supply in the project area. The Company will monitor water use and needs of the community and the operations in the future to ensure no adverse impacts. |
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| Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships | Not applicable | ||||||||||||||||
| Describe/provide a link to the corporate policies or commitments regarding the topic | Management team implemented an internal Water Policy in 2024 based on feedback from main stakeholders, where proper water stewardship is stated. | ||||||||||||||||
| Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts | The Company has completed base line studies to understand the current water profile. Limited water is used in operations; therefore, no negative impacts have been noted to date. | ||||||||||||||||
| Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation | Not applicable. | ||||||||||||||||
| Describe actions to manage actual and potential positive impacts | The Company has worked with the local community to understand their water needs and build water ponds where needed. Management involves constant community communications and evaluation of equipment availability to support water pond development, as well as, providing water trucks to communities when needed. | ||||||||||||||||
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Actions of the Company to manage water impacts: 1. Community feedback – The Company actively requests a list from the Ejido Board of all water related needs on an annual basis. Management reviews to determine the feasibility of the work required. 2. Ejido meetings – The management group actively participates in the Ejido meetings to understand current needs and enhance communications. 3. Office availability – The management group is available to discuss any issues on a regular, or as needed basis, with the Ejido. |
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| Report the processes used to track the effectiveness of the actions; | Stakeholder feedback | ||||||||||||||||
| Report the goals, targets, and indicators used to evaluate progress; | The Company actively seeks community feedback on the impacts of its work and any additional support that may be needed. | ||||||||||||||||
| Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments | The Company has been effective in enhancing water availability to the local community through increasing water storage. | ||||||||||||||||
| Lessons learned and how these have been incorporated into the organization’s operational policies and procedures | Water will continually be a topic of priority for all stakeholders and will need continuous monitoring as the project advances. | ||||||||||||||||
| Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective | The Company meets regularly with the local community to get feedback on what additional support is needed and address any concerns. | ||||||||||||||||
| Material Topic #2: | Other, please specify | ||||||||||||||||
| Compliance. | |||||||||||||||||
| An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights |
Regulatory compliance is critical to ensure that the Company's operations are successful, and the Company maintains a good relationship with the government agencies involved with the project. Furthermore, labour rights and the fair treatment of all individuals involved in the Project and the Company are top priorities, ensuring a positive impact on the community. |
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Where the impacts occur |
Impacts will occur at the project site and local community which supports the business. | ||||||||||||||||
| The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships | The organization is directly involved with the impacts. Substantial work with government agencies will be required to advance the project and the Company must understand all laws and regulation to adhere properly to these standards. | ||||||||||||||||
| Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships | Not applicable | ||||||||||||||||
| Describe/provide a link to the corporate policies or commitments regarding the topic |
Refer to Corporate Governance site of the Company, where you can find: -Whistleblower Policy; -Code of Conduct and Ethics; -Anti-Bribery and Anti-Corruption Policy; and -Confidentiality and Securities Trading Policy. |
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| Corporate Governance | |||||||||||||||||
| Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts | The Company receives regular updates from legal counsel and advisers on changes to local regulations that may affect the Company and project advancement. Management and the Board evaluates changes to the regulatory environment and develops plans to manage these changes appropriately. | ||||||||||||||||
| Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation | Actions to address actual negative impacts would include an evaluation by management with support from legal counsel and then implementation of new policies and controls to mitigate any negative impacts. | ||||||||||||||||
| Describe actions to manage actual and potential positive impacts | A similar process as addressing negative impacts (above) would be implemented for positive impacts. | ||||||||||||||||
| Report the processes used to track the effectiveness of the actions; |
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| Report the goals, targets, and indicators used to evaluate progress; | The goal is to be aware of all regulatory and compliance related issues that impact the business and properly implement controls to mitigate any negative impacts. | ||||||||||||||||
| Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments | The Company has continued to be compliant with all regulations. Any proposed or actual changes to the regulatory environment have been communicated to the management group in a timely manner and have been evaluated and addressed. | ||||||||||||||||
| Lessons learned and how these have been incorporated into the organization’s operational policies and procedures | The Company and management group have weekly meetings to discuss challenges, strategies and lessons learned and makes changes to policies and procedures as appropriate. | ||||||||||||||||
| Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective | The Company has open communications with stakeholders in Canada and Mexico. If the regulatory environment changes, management is notified by counsel and communicates any new rules to affected groups. Formal governance training is also provided annually in Mexico and Canada with a focus on compliance. | ||||||||||||||||
| Material Topic #3: | Local Communities | ||||||||||||||||
| An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights | Local communities are of great importance in project advancement. The well-being of the local communities can be enhanced if expectations and opportunities are managed properly. Having community involvement and input through every stage of development is critical for success. | ||||||||||||||||
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Where the impacts occur |
Impacts will occur at the project site and local surrounding areas. | ||||||||||||||||
| The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships | The Company closely monitors and minimizes impacts on the community. There may also be indirect impacts as well through contractor involvement which the Company needs to understand and monitor. | ||||||||||||||||
| Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships | Not applicable | ||||||||||||||||
| Describe/provide a link to the corporate policies or commitments regarding the topic |
Refer to Corporate Governance site of the Company, where you can find: -Human Rights and Diversity Policy; and -Code of Conduct. |
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| Corporate Governance | |||||||||||||||||
| Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts | The management group has regular meetings with the local community to understand their needs and address any issues that may result from company operations. To date, based on the nature of the work, negative impacts are minimal. | ||||||||||||||||
| Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation | Refer to details. | ||||||||||||||||
| There have been no significant negative impacts as the Company has maintained a relatively small operation to date. As the project nears development and increases activities in the local area more feedback will be required. A whistleblower system has been implemented using Integrity Counts. This system will help manage any complaints relating to financial or fraud matters. Management will evaluate any complaints or concerns and ensure that issues are resolved in a timely manner. During fiscal 2026, the Company intends to use additional features of the Integrity Counts platform and introduce a formal grievance mechanism. The grievance mechanism will be rolled out to the community with appropriate training and guidance on how to access and use the platform to provide feedback about any project concerns or potential impacts. | |||||||||||||||||
| Describe actions to manage actual and potential positive impacts | A similar process as addressing negative impacts (above) would be implemented for positive impacts. | ||||||||||||||||
| Report the processes used to track the effectiveness of the actions; | Stakeholder feedback | ||||||||||||||||
| The management team regularly meets with community members to address and resolve concerns. The Company actively solicits feedback on areas needing support and assesses the resolution of previous issues. | |||||||||||||||||
| Report the goals, targets, and indicators used to evaluate progress; | As the whistleblower program is rolled out into a broader grievance mechanism in 2026, management will address all submissions through the system in a timely manner. Additionally, management will meet regularly with community members to better understand their views on the project and any concerns they may have regarding operations. | ||||||||||||||||
| Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments | Currently, the Company has managed community relations well and addressed any concerns raised. Additionally, support has been provided where requested, such as adding water storage, helping with road works, and supporting the education system. | ||||||||||||||||
| Lessons learned and how these have been incorporated into the organization’s operational policies and procedures | In the resource extraction industry, the importance of securing local community support is well recognized. The Company, since acquisition of the project, has tried to develop a strong relationship with community members to ensure open communication at each stage of the development process. | ||||||||||||||||
| Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective | Local communities have expressed satisfaction with the Company’s support and efforts to date. | ||||||||||||||||
| Material Topic #4: | Occupational Health and Safety | ||||||||||||||||
| An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights | It is imperative that the Company operates in a safe manner and that the well-being of the labour force is a priority. Individuals working at the project have the right to work in a safe environment. | ||||||||||||||||
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Where the impacts occur |
Impacts would occur at the project site. | ||||||||||||||||
| The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships | The impacts would be directly associated with the project operations. | ||||||||||||||||
| Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships | Not applicable | ||||||||||||||||
| Describe/provide a link to the corporate policies or commitments regarding the topic |
Refer to Corporate Governance site of the Company, where you can find: -Health, Safety, Environment and Social Responsibility Committee Charter. See also: -Human Rights and Diversity Policy. |
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| Corporate Governance | |||||||||||||||||
| Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts | The Company has daily safety meetings to ensure proper safety measures are in place and being followed. Additionally, management reviews operational safety incidents and makes adjustments to ensure best practices are followed. Management keeps safety statistics, ties safety performance to compensation and reports safety issues to the Board on a monthly and sometimes more frequent basis. | ||||||||||||||||
| Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation |
The Company has daily safety meetings to ensure proper safety measures are in place and are being followed. Any incidents are reviewed during these meetings. Additionally, management reviews operational safety incidents and makes adjustments to ensure best practices are followed. Management keeps safety statistics, ties safety performance to compensation and reports safety issues to the Board on a monthly or more frequently as needed. |
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| Describe actions to manage actual and potential positive impacts | Positive safety impacts are discussed at the daily safety meeting to reinforce careful safety practices. | ||||||||||||||||
| Report the processes used to track the effectiveness of the actions; | Stakeholder feedback | ||||||||||||||||
| Report the goals, targets, and indicators used to evaluate progress; | The Company has goals to ensure that there are no safety instances at site that result in loss time incidents. Safety is a Key Performance Indicator on which management compensation is based. | ||||||||||||||||
| Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments | The Company has a proven safety record as demonstrated by the very low number of safety-related incidents. | ||||||||||||||||
| Lessons learned and how these have been incorporated into the organization’s operational policies and procedures | Continued safety talks and training reinforce employees' understanding of safe practices and the importance of safety to the Company. | ||||||||||||||||
| Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective | Employee feedback is critical to ensure that staff stay safe at site. Open communication is emphasised and supported at the daily training sessions and all attempts are made to ensure that issues are resolved timely. | ||||||||||||||||
| Material Topic #5: | Anti-Corruption | ||||||||||||||||
| An explanation of why the topic is material; describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights | It is imperative that the Company operates in a lawful and ethical manner and adheres to all laws and regulations. Unlawful or unethical conduct risks the integrity and reputation of the business and could negatively impact employees and communities. | ||||||||||||||||
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Where the impacts occur |
In Canada and Mexico. | ||||||||||||||||
| The organization’s involvement with the impacts. e.g., whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships | There are no known impacts. | ||||||||||||||||
| Report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships | Not applicable | ||||||||||||||||
| Describe/provide a link to the corporate policies or commitments regarding the topic |
Refer to Corporate Governance site of the Company, where you can find: -Anti-Bribery and Anti-Corruption Policy. |
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| Corporate Governance | |||||||||||||||||
| Explain how the organization manages the topic and actions to prevent or mitigate potential negative impacts |
The Company has an Anti-Bribery and Anti-Corruption Policy and a Code of Business Conduct and Ethics, and it provides annual training to reinforce a strong ethical code amongst management and employees. Following the training, employees sign the code of conduct to acknowledge their understanding of the policy. Additionally, the Company makes efforts to know and evaluate all suppliers to ensure they maintain good business practices in the communities where the Company operates. A third-party grievance mechanism is planned for the future that will allow Environmental, Community or Governance issues to be anonymously communicated to the Company through a formal software system. |
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| Describe actions to address actual negative impacts, including actions to provide for or cooperate in their remediation | No known negative impacts have been identified. A new whistleblower program was implemented in 2024 to help address any potential concerns. A grievance mechanism is expected to be rolled out to all stakeholders by 2026, and any outcomes will be communicated to Senior Management for appropriate action. | ||||||||||||||||
| Describe actions to manage actual and potential positive impacts | Not applicable. | ||||||||||||||||
| Report the processes used to track the effectiveness of the actions; | Measurement systems | ||||||||||||||||
| Report the goals, targets, and indicators used to evaluate progress; |
The Company continues to reinforce a strong ethical culture and tone at the top. Annual training is documented and code of conduct review is monitored by the management group. The whistleblower program is another monitoring tool. |
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| Report the effectiveness of the actions, including progress toward the goals and targets; any related adjustments | The Company has met all goals related to this material topic. | ||||||||||||||||
| Lessons learned and how these have been incorporated into the organization’s operational policies and procedures | Developing a strong ethical culture requires an ongoing commitment. Senior Management has made efforts to ensure a strong ethical tone from the top exists by continually educating employees and maintaining open communications. | ||||||||||||||||
| Describe how engagement with stakeholders has informed the actions taken and how it has informed whether the actions have been effective | It is understood that stakeholders would not approve of any actions that did not adhere to the laws or regulations where the Company operates. Additionally, the company has a strong reputation in the community for operating ethically and legally. | ||||||||||||||||
| Describe commitments to provide for or cooperate in the remediation of negative impacts that the organization identifies it has caused or contributed to | To date, the Company has not identified any negative impacts it has caused or contributed to. However, if such impacts arise, the Company is committed to addressing them by complying with relevant regulations, engaging affected stakeholders, and implementing appropriate remediation measures in line with industry best practices. | ||||||||||||||||
| Describe the approach to identify and address grievances, including the grievance mechanisms that the organization has established or participates in | The organization is in the process of developing and implementing a formal grievance mechanism, which is expected to be introduced during 2026. Currently, any grievances are raised directly with senior management at the operational site. If necessary, these matters are escalated to the organization’s corporate senior management for review and resolution. This interim approach ensures that grievances are acknowledged and addressed at the appropriate management level while the formal system is being developed. | ||||||||||||||||
| If the management of material topics includes grievance mechanism(s), describe how the stakeholders who are the intended users of the grievance mechanisms are involved in the design, review, operation, and improvement of these mechanism(s) | The organization is in the process of developing a formal grievance mechanism, which is expected to be implemented during 2026. As part of this process, stakeholders who are the intended users of the mechanism will be actively involved in its development, review, and ongoing improvement. This will include consultations, training sessions, and opportunities for users to provide feedback and recommendations to ensure the mechanism is accessible, effective, and responsive to stakeholder needs. | ||||||||||||||||
| Ownership of the grievance mechanism | Not applicable. | ||||||||||||||||
| The purpose of the grievance mechanism and its relationship to other grievance mechanisms | Not applicable. | ||||||||||||||||
| The organization’s activities that are covered by the grievance mechanism | Not applicable. | ||||||||||||||||
| The intended users of the grievance mechanism | Not applicable. | ||||||||||||||||
| How the grievance mechanism is managed | Not applicable. | ||||||||||||||||
| The process to address and resolve grievances, including how decisions are made | Not applicable. | ||||||||||||||||
| The effectiveness criteria used in the grievance mechanism | Not applicable. | ||||||||||||||||
| The total number of grievances filed through the mechanism during the reporting period | 0 | ||||||||||||||||
| The number of grievances that were addressed (or reviewed) during the reporting period | 0 | ||||||||||||||||
| Percentage of grievances that were addressed (or reviewed) during the reporting period | Does Not Apply | ||||||||||||||||
| The number of grievances that were resolved during the reporting period | 0 | ||||||||||||||||
| Percentage of grievances that were resolved during the reporting period | Does Not Apply | ||||||||||||||||
| The number of grievances filed through the mechanism prior to the reporting period that were resolved during the reporting period | 0 | ||||||||||||||||
| Average time to investigate and resolve grievances (days) | 0 | ||||||||||||||||
| The number of grievances that were resolved by remediation | 0 | ||||||||||||||||
| For the grievances that were resolved by remediation - how remedy was provided | Not applicable. | ||||||||||||||||
| Describe other processes by which the organization provides for or cooperates in the remediation of negative impacts that it identifies it has caused or contributed to | To date, the organization has not identified any incidents where it has caused or contributed to negative impacts. However, if such impacts are identified in the future, senior management will be actively involved in overseeing and guiding the remediation process. This includes investigating the issue, determining appropriate corrective actions, and ensuring that remediation efforts are effectively implemented. In addition, the organization maintains ongoing engagement with affected communities through regular discussions and consultations, allowing for concerns to be raised, addressed, and incorporated into the remediation process. This collaborative approach helps ensure that remediation efforts are responsive to community needs and promote long-term positive outcomes. | ||||||||||||||||
| How are stakeholders who are the intended users of the grievance mechanisms involved in the design, review, operation, and improvement of these mechanisms | As the organization develops its formal grievance mechanism, it will actively engage intended users — including employees, contractors, and community members — in the design, review, and operation of the system. This will include providing training and holding information sessions to ensure stakeholders understand how to access and use the mechanism effectively. Feedback and recommendations from users gathered during these sessions will be considered as part of an ongoing process to refine and enhance the grievance system to ensure it remains accessible, effective, and responsive to stakeholder needs. | ||||||||||||||||
| Describe how the organization tracks the effectiveness of the grievance mechanisms and other remediation processes | Not applicable. | ||||||||||||||||
| Examples of the effectiveness of the grievance mechanisms and other remediation processes, including stakeholder feedback | Not applicable. | ||||||||||||||||
| 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.) | Given the small scale of operations at this time, the organization’s supply chain is limited. The primary suppliers currently engaged include a drilling contractor providing exploration drilling services, an assay laboratory responsible for sample analysis, and firms supporting technical studies such as engineering, environmental, and geological assessments. Additional suppliers are engaged on a limited basis for equipment, consumables, and logistics support as required. | ||||||||||||||||
| Total estimated number of suppliers throughout its supply chain and in each tier (e.g., first tier, second tier) | 2 | ||||||||||||||||
| Estimated number of first tier suppliers | 2 | ||||||||||||||||
| Estimated number of second tier suppliers | 0 | ||||||||||||||||
| Estimated number of third tier suppliers | 0 | ||||||||||||||||
| The types of activities related to the organization’s products and services carried out by its suppliers (e.g., manufacturing, providing consulting services) | Others, please specify | ||||||||||||||||
| The primary suppliers currently engaged include a drilling contractor, an assay laboratory and firms supporting technical studies such as engineering, environmental, and geological assessments. | |||||||||||||||||
| What is the nature of its business relationships with its suppliers |
|
||||||||||||||||
| The sector-specific characteristics of its supply chain | Not applicable | ||||||||||||||||
| The estimated monetary value of payments made to all suppliers (currency, Thousands) | 11,256 | ||||||||||||||||
| Total of exploration activities less salaries and personnel costs during fiscal 2024. | |||||||||||||||||
| The geographic location of its suppliers |
|
||||||||||||||||
| Environment | |||||||||||||||||
| Climate Change - Stewardship | |||||||||||||||||
| Strategy | |||||||||||||||||
| Have climate-related risks and opportunities influenced your organization’s strategy and/or financial planning | No | ||||||||||||||||
| Does your organization have a process for identifying, assessing, and responding to climate-related risks and opportunities | No - other, please specify | ||||||||||||||||
| No, not currently but we plan to introduce them when the Company begins the feasibility study. | |||||||||||||||||
| Is a system in place to calculate the financial implications or costs, or to make revenue projections | No | ||||||||||||||||
| Plans and timeline to develop systems to calculate the financial implications or costs, or to make revenue projections | There are currently no plans in place; however, appropriate assessments are expected to be conducted once the Company reaches the feasibility stage. | ||||||||||||||||
| Risk Assessments | |||||||||||||||||
| Have you identified any inherent climate-related risks with the potential to have a substantive financial or strategic impact on your business | Yes | ||||||||||||||||
|
The Company employs an ERM system to identify, assess, and mitigate climate-related risks, reviewing it quarterly. Annually, management evaluates all risks and the ERM's effectiveness. Climate risk will become more material as the Company moves into feasibility work. At this stage, water availability and precipitation patterns are considered the most relevant climate-related risks. |
|||||||||||||||||
|
Risk 1 - Identify the most material (financial or strategic) climate-related risk to your organization |
Water availability | ||||||||||||||||
| Where in the value chain does the risk driver occur | Direct operations | ||||||||||||||||
| What type of risk |
|
||||||||||||||||
| Risk classification | Acute Physical - water availability | ||||||||||||||||
| Time horizon of risk | Long term | ||||||||||||||||
| Likelihood of impact | Unlikely | ||||||||||||||||
| Magnitude of impact | Medium | ||||||||||||||||
| The financial implications of the risk before action is taken (currency, Thousands) | 0 | ||||||||||||||||
| Explain your financial estimates of impact | Lack of access to water is a risk to communities and the Company in the event that severe weather conditions result in prolonged drought. Since development is many years away, financial implications are not estimable. | ||||||||||||||||
| Primary potential financial impact | Increased direct costs | ||||||||||||||||
| The methods used to manage the risk | Not Applicable | ||||||||||||||||
| The costs of actions taken to manage the risk (currency, Thousands) | 0 | ||||||||||||||||
| This risk is long-term and not estimable until the Company gets closer to production. | |||||||||||||||||
| If the reporting organization does not have a system in place to calculate the financial implications or costs, or to make revenue projections, please report its plans and timeline to develop the necessary systems to do so | The Company will not be revenue-producing for many years but will make plans to calculate the financial impact of climate change when it gets closer to mineral production. | ||||||||||||||||
|
Risk 2 - Identify the most material (financial or strategic) climate-related risk to your organization |
Changes in precipitation | ||||||||||||||||
| Where in the value chain does the risk driver occur | Direct operations | ||||||||||||||||
| What type of risk |
|
||||||||||||||||
| Risk classification | Chronic Physical - Changes in precipitation patterns and extreme variability in weather patterns | ||||||||||||||||
| Time horizon of risk | Long term | ||||||||||||||||
| Likelihood of impact | About as likely as not | ||||||||||||||||
| Magnitude of impact | Medium | ||||||||||||||||
| The financial implications of the risk before action is taken (currency, Thousands) | 0 | ||||||||||||||||
| Explain your financial estimates of impact | The Company will understand financial estimates of impacts as it gets closer to production. | ||||||||||||||||
| Primary potential financial impact | Increased direct costs | ||||||||||||||||
| The methods used to manage the risk | Not Applicable | ||||||||||||||||
|
The costs of actions taken to manage the risk (currency, Thousands) |
0 | ||||||||||||||||
| If the reporting organization does not have a system in place to calculate the financial implications or costs, or to make revenue projections, please report its plans and timeline to develop the necessary systems to do so | The Company will not be revenue-producing for many years but will make plans to calculate the financial impact of climate change when it gets closer to mineral production. | ||||||||||||||||
| Opportunity Assessments | |||||||||||||||||
| Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business | No | ||||||||||||||||
| Climate-related risks and opportunities will be properly assessed when the Company reaches feasibility stage. | |||||||||||||||||
| Greenhouse Gas Emissions | |||||||||||||||||
| Scope 1 | |||||||||||||||||
| Fuel related methane (CH₄) (tonnes) | 0.045 | ||||||||||||||||
| Fuel related nitrous oxide (N₂O) (tonnes) | 0.009 | ||||||||||||||||
| Carbon dioxide (CO₂) (tonnes CO₂-e) | 1,116.685 | ||||||||||||||||
| Methane (CH₄) (tonnes CO₂-e) | 1.125 | ||||||||||||||||
| Nitrous oxide (N₂O) (tonnes CO₂-e) | 2.682 | ||||||||||||||||
| Hydrofluorocarbon-23 (CHF₃) (tonnes CO₂-e) | 0.000 | ||||||||||||||||
| Hydrofluorocarbon-32 (CH₂F₂) (tonnes CO₂-e) | 0.000 | ||||||||||||||||
| Sulphur hexafluoride (SF₆) (tonnes CO₂-e) | 0.000 | ||||||||||||||||
| Nitrogen trifluoride (NF₃) (tonnes CO₂-e) | 0.000 | ||||||||||||||||
| Perfluoro methane (CF₄) (tonnes CO₂-e) | 0.000 | ||||||||||||||||
| Perfluoro ethane (C₂F₆) (tonnes CO₂-e) | 0.000 | ||||||||||||||||
| Perfluoro butane (C₄F₁₀) (tonnes CO₂-e) | 0.000 | ||||||||||||||||
| Perfluoro hexane (C₆F₁₄) (tonnes CO₂-e) | 0.000 | ||||||||||||||||
| The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonnes) | 1,211.152 | ||||||||||||||||
| Emissions described in Scope 1 include use of light vehicles, drilling rigs, water pumps and heavy machinery by the Company and contractors. Decrease is observed in GHG emissions in comparisson to last year. | |||||||||||||||||
| 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 | 0.0000% | ||||||||||||||||
| No regulation or program applies to the Company at this stage due to small volume of Scope 1 GHG emissions. | |||||||||||||||||
| 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) |
A small decrease is observed between past and current reporting year in emissions (gasoline, diesel, and LPG). |
||||||||||||||||
| In the case that current reporting of GHG emissions to the CDP or other entity (e.g., a national regulatory disclosure program) differs in terms of the scope and consolidation approach used, describe the differences and provide those reported emissions. | Not reporting at this stage due to small carbon footprint. | ||||||||||||||||
| The entity may discuss the calculation methodology for its emissions disclosure, such as if data are from continuous emissions monitoring systems (CEMS), engineering calculations, or mass balance calculations | Calculations are based on total annual fuel consumption. | ||||||||||||||||
| Discuss short-term, medium-term and long-term strategy or plan to manage its Scope 1 greenhouse gas (GHG) emissions |
Prime is an exploration company, as such, emissions are restricted to light vehicles and portable drill rigs. As a result, emissions are kept to a minimum and the Company's carbon footprint is small. Prior to the transition to a development stage company, Prime will evaluate a long-term strategy to minimize or neutralize emissions when the Los Reyes Project enters development and is operational. |
||||||||||||||||
| Please discuss reduction emissions target(s) (if any) for Scope 1 in your company, how they are set and analyse the performance against the target(s) |
Not applicable at this stage. The Company´s carbon footprint is quite small since operation only includes drilling rigs and light vehicles. Targets will be defined when the Company reaches operational stage. |
||||||||||||||||
| Scope 1 GHG emissions in the base year (tonnes CO₂-e) | 1,045.448 | ||||||||||||||||
| Compared to fiscal 2022, first year report. | |||||||||||||||||
| The percentage change against the base year, with the base year representing the first year against which emissions are evaluated toward the achievement of the target | 15.8500% | ||||||||||||||||
| No reduction in GHG emissions is reported since the carbon footprint is small, and changes are not significant at this stage. | |||||||||||||||||
| Discuss whether its strategies, plans, and/or reduction targets are related to, or associated with, emissions limiting and/or emissions reporting-based programs or regulations (e.g., the EU Emissions Trading Scheme, Quebec Cap-and-Trade System, California Cap-and-Trade Program), including regional, national, international, or sectoral programs | No reduction plans in the near future due to small amount of emissions during the exploration stage. | ||||||||||||||||
|
Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source |
EPA emission factors and global warming potential rates were utilized for this report. | ||||||||||||||||
| 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 | GHG protocol methodologies were used to calculate emissions based on annual total consumption and EPA emission factors. | ||||||||||||||||
| Scope 2 | |||||||||||||||||
| If company specific calculations are not available, provide information following the gross location-based energy indirect (Scope 2) global greenhouse gas (GHG) emissions approach: | |||||||||||||||||
| 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) | 216.000 | ||||||||||||||||
| In what jurisdiction is the source of energy (utility) located | Mexico | ||||||||||||||||
|
Conversion factor (see Guidance): |
0.444 | ||||||||||||||||
| The conversion factor for the national electric company in Mexico (CFE) was used to report Greenhouse Gas (GHG) emissions. As per the National Emissions Registry (RENE) in 2024, the conversion factor is 0.444 tons of CO2 equivalent (tCO2e) per Megawatt-hour (MWh). | |||||||||||||||||
| Total amount of Scope 2 GHG emissions from purchased electricity (CO₂-e) (tonnes) | 26.640 | ||||||||||||||||
| Energy supply is used at Company's office, camps and storage facilities. | |||||||||||||||||
| 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 location based global Scope 2 GHG emissions (tonnes CO₂-e) | 26.640 | ||||||||||||||||
| Total amount of Scope 2 GHG emissions (CO₂-e) that are covered under emissions-limiting regulations (tonnes) for the jurisdiction in which the company is working. | 0.000 | ||||||||||||||||
| No regulations apply to the Company's emissions at this stage. | |||||||||||||||||
| 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 | 0.0000% | ||||||||||||||||
| Discuss long-term and short-term strategy or plan to manage Scope 2 emissions, emissions reduction targets, and an analysis of performance against those targets | No reduction in Scope 2 is planned in near future. | ||||||||||||||||
| Please discuss reduction emissions target(s) (if any) for Scope 2 in your company, how they are set and analyse the performance against the target(s) | Not applicable. | ||||||||||||||||
| Scope 2 GHG emissions in the base year (CO₂-e) | 17.700 | ||||||||||||||||
| Comparison was fiscal 2022, first year report. | |||||||||||||||||
| The percentage change against the base year, with the base year representing the first year against which emissions are evaluated toward the achievement of the target | 50.5085% | ||||||||||||||||
| No target has been defined at this time since exploration activities generate a low volume of Scope 2 emissions, this percentage only represents a change in comparison with last reporting period. | |||||||||||||||||
|
Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source |
Calculations were based on the conversion factor provided by the Mexican National Emissions Registry (RENE) for 2024. | ||||||||||||||||
| Consolidation approach for emissions | Operational control | ||||||||||||||||
| Standards, methodologies, assumptions, and/or calculation tools used and what was the reason they have been chosen | Calculations were based on the conversion factor provided by the Mexican National Emissions Registry (RENE) for 2024 and total annual consumption for the reporting period. | ||||||||||||||||
| Air Emissions | |||||||||||||||||
| Emissions Management | |||||||||||||||||
| Disclose the management approach regarding Emissions |
Air emissions are not significant at this stage since the Company's activities are focused on exploration drilling, where only portable rigs and light vehicles are used to perform these activities. When production stage begins proper management of air emissions will be part of the Company's commitments. |
||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - carbon monoxide, reported as CO (tonnes) | 0.000 | ||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - oxides of nitrogen (NOx), reported as NOx (tonnes) | 0.000 | ||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - oxides of sulphur (SOx), reported as SOx (tonnes) | 0.000 | ||||||||||||||||
|
Emissions of air pollutants that are released into the atmosphere - Particulate Matter 10 micrometres or less in diameter (PM₁₀), reported as PM₁₀ (tonnes) |
0.000 | ||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - lead and lead compounds, reported as Pb (tonnes) | 0.000 | ||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - mercury and mercury compounds, reported as Hg (tonnes) | 0.000 | ||||||||||||||||
| Emissions of air pollutants that are released into the atmosphere - non-methane Volatile Organic Compounds (VOCs) (tonnes) | 0.000 | ||||||||||||||||
| Air emissions were assessed and calculated during the past two years to evaluate the Company's pollution impact. Both reports indicate negligible value since activities carried out by the organization are focused on mining exploration, and the main source of air pollutants is a small truck fleet. This reporting year air emissions are determined as not significant. | |||||||||||||||||
| Energy | |||||||||||||||||
| Energy Consumption | |||||||||||||||||
| Total energy consumption within the organization (gigajoules, GJ) | 16,247.770 | ||||||||||||||||
| Energy consumption reported belongs to facilities used by the Company as offices and camp compounds, total volume is purchased from federal supply and recovered from electricity bills. | |||||||||||||||||
| Report the energy owned and controlled by the organization consumed in gigajoules for the following | 16,247.770 | ||||||||||||||||
| Electricity purchased/generated for consumption (gigajoules, GJ) | 216.000 | ||||||||||||||||
| Electricity used in office and camps compounds. | |||||||||||||||||
| 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) | 16,031.770 | ||||||||||||||||
| Fuel consumed by light vehicles and portable rigs, as reported in Scope 1. | |||||||||||||||||
| Renewable fuel consumed (gigajoules, GJ) | 0.000 | ||||||||||||||||
| Fuel types used from non-renewable sources | Fuel types used from non-renewable sources include gasoline, diesel, and liquified petroleum gas (propane). | ||||||||||||||||
| Fuel types used from renewable sources | Not applicable. | ||||||||||||||||
| 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 | ||||||||||||||||
| Report the standards, methodologies, assumptions and/or calculation tools used | Energy consumption is collected from total annual electricity purchased and total annual fuel consumption. | ||||||||||||||||
| Source of the conversion factors used |
Conversion factors used include: 1. Mexican National Emissions Registry (RENE) for 2024. 2. U.S. Environmental Protection Agency (EPA) – GHG Emission Factors Hub (2022) |
||||||||||||||||
| 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) | 16,031.770 | ||||||||||||||||
| Percentage energy consumed that was supplied by grid electricity | 1.3473% | ||||||||||||||||
| Percentage of energy consumed that was renewable energy (does not include purchased grid-mix) | 0.0000% | ||||||||||||||||
| Water Management - Stewardship | |||||||||||||||||
| Quality and Quantity Dependency | |||||||||||||||||
| Rate and explain the importance (current and future) of freshwater quality and quantity to the success of your business: |
At this time, water availability is considered important since it is used in exploration activities such as diamond drilling. The volume needed is withdrawn from streams and old mining works and throughout drilling is reinjected into holes. For future activities water importance, volume, and sources will be assessed to ensure the best environmental practices. |
||||||||||||||||
| Direct use importance rating | Important | ||||||||||||||||
| Indirect use importance rating | Important | ||||||||||||||||
| Rate and explain the importance (current and future) of sufficient quantity of recycled, brackish and/or produced water for the success of your business: |
At the exploration stage (current stage) no recycled/brackish water is used. In the future (production stage), a proper assessment will be performed to ensure the efficient use of water, fresh and recycled. |
||||||||||||||||
| Direct use importance rating | Important | ||||||||||||||||
| Indirect use importance rating | Important | ||||||||||||||||
| Risk Assessments | |||||||||||||||||
| Does your organization undertake a water-related risk assessment | Yes, water-related risks are assessed | ||||||||||||||||
| Water-related risks have been assessed by management and the Board of Directors to ensure the responsible use of water by the Company and to promote and facilitate access to water for communities surrounding the project area. | |||||||||||||||||
| Have you identified any inherent water-related risks with the potential to have a substantive financial or strategic impact on operations | Yes, only within our direct operations | ||||||||||||||||
| Risk 1: Identify water-related risk in your direct operations with material financial or strategic impacts | Water access is considered material since is needed to perform current and future activities. | ||||||||||||||||
| Type of risk | Physical | ||||||||||||||||
| Primary risk driver | Physical – Drought | ||||||||||||||||
| Primary potential impact | Increased cost of capital | ||||||||||||||||
| Risk timeframe | 4-6 years | ||||||||||||||||
| Magnitude of potential impact | Medium-low | ||||||||||||||||
| Likelihood of potential impact | Unlikely | ||||||||||||||||
| Potential impact financial figure and explanation | Not applicable. | ||||||||||||||||
| Primary response | Implement nature-based solutions | ||||||||||||||||
| Cost of response and description of response | Unknown. | ||||||||||||||||
| Opportunity Assessments | |||||||||||||||||
| Have you identified any water-related opportunities with the potential to have a substantive financial or strategic impact on your business | No | ||||||||||||||||
| Responsibility | |||||||||||||||||
| Provide the highest management-level position(s) or committee(s) with responsibility for water-related issues | Other, please specify | ||||||||||||||||
| Health, Safety, Environment and Social Responsibility Committee. | |||||||||||||||||
| Policy | |||||||||||||||||
| Does your organization have a documented water policy | Yes, we have a documented water policy but it is not publicly available | ||||||||||||||||
| An internal Water Policy was put in place during 2024 to ensure proper water related practices. | |||||||||||||||||
| Select the options that best describe the scope and content of your organizations' water policy |
|
||||||||||||||||
| Reporting | |||||||||||||||||
| Frequency of reporting to the board on water-related issues | Quarterly | ||||||||||||||||
| Incentives | |||||||||||||||||
| Do you provide incentives to C-suite employees or board members for the management of water-related issues | No, not currently but we plan to introduce them in the next two years | ||||||||||||||||
| Strategy | |||||||||||||||||
| Are water-related issues integrated into any aspects of your long-term strategic business plan | No, water-related issues not yet reviewed, but there are plans to do so in the next two years | ||||||||||||||||
| Water | |||||||||||||||||
| Water Management | |||||||||||||||||
| Disclose the amount of water that was withdrawn from all sources (in thousands of cubic meters) | 32.272 | ||||||||||||||||
| Surface water - including water from wetlands, rivers, lakes, and oceans - (in thousands of cubic meters) | 31.492 | ||||||||||||||||
| Water withdrawn from streams is used in drilling, with the full volume reinjected during this activity. | |||||||||||||||||
| Ground water (in thousands of cubic meters) | 0.000 | ||||||||||||||||
| Rain water collected directly and stored by the company (in thousands of cubic meters) | 0.000 | ||||||||||||||||
| Waste water obtained from other entities (in thousands of cubic meters) | 0.000 | ||||||||||||||||
| Municipal water supplies (in thousands of cubic meters) | 0.780 | ||||||||||||||||
| Volume supplied to offices and camps from the municipality. | |||||||||||||||||
| Other water utilities (in thousands of cubic meters) | 0.000 | ||||||||||||||||
| Other, please specify (in thousands of cubic meters) | 0.000 | ||||||||||||||||
| Disclose the amount of water that was withdrawn from non-freshwater sources (in thousands of cubic meters) | 0.000 | ||||||||||||||||
| Disclose the amount of water that was withdrawn from fresh water sources (in thousands of cubic meters) | 32.272 | ||||||||||||||||
| Water is used in drilling-related activities performed by third-party contractors hired by the Company. It is withdrawn from streams and old mining works with previous authorization. During diamond drilling the same water volume together with biodegradable additives is reinjected to the ground, avoiding damage to the water balance of the area. | |||||||||||||||||
| Disclose the amount of fresh water that was consumed in its operations (in thousands of cubic meters) | 31.492 | ||||||||||||||||
| Use of water is restricted to drilling, the volume withdrawn is injected back to the reservoir during this activity. | |||||||||||||||||
| 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 |
Los Reyes Project is located in the Northwest Coast major basin in Mexico which is classified extremely high water stress. Activities performed by the Company include only those related to mining exploration (drilling and sampling) and require reduced water volume. In an effort to have a positive impact on the environment, the Company closely monitors water use, reduces consumption when possible, and creates works to store water for the benefit of local people. |
||||||||||||||||
| Disclose the fresh water withdrawn in locations with High or Extremely High Baseline Water Stress as a percentage of the total water withdrawn | 100.0000% | ||||||||||||||||
| Disclose water withdrawn in locations with High or Extremely High Baseline Water Stress (in thousands of cubic meters) | 32.272 | ||||||||||||||||
| Disclose fresh water consumed in locations with High or Extremely High Baseline Water Stress as a percentage of the total water consumed | 0.0000% | ||||||||||||||||
|
Water availability is governed by natural seasonal cycles, characterized by heavy rains during one part of the year and prolonged dry periods during the other. In general, water is readily available with proper management including wells and ponds. No real consumption at this stage, since all the volume withdrawn is reinjected during drilling activities. |
|||||||||||||||||
| 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 | ||||||||||||||||
|
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 | ||||||||||||||||
| Zero non-compliance or incidents have been recorded since the start of activities by the Company. | |||||||||||||||||
| Total number of 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 | ||||||||||||||||
| Total number of 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 | ||||||||||||||||
| Total number of violations - other, please specify | 0 | ||||||||||||||||
| Water and Effluents | |||||||||||||||||
| Water Withdrawal by Segment | |||||||||||||||||
| Total water withdrawn by segment, in megalitres (ML) | 32.272 | ||||||||||||||||
| Surface water (total in ML) | 31.492 | ||||||||||||||||
| Surface water is used to perform drilling activities, and it is withdrawn from creeks and old mining works. | |||||||||||||||||
| Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) | 31.492 | ||||||||||||||||
| Other water (>1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
| Groundwater (total in ML) | 0.780 | ||||||||||||||||
| Municipal water supply is withdrawn from groundwater sources, volume stated belongs to consumptions in office and camp buildings. | |||||||||||||||||
| Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) | 0.780 | ||||||||||||||||
| Other water (>1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
| Seawater (total in ML) | 0.000 | ||||||||||||||||
|
Produced water (total in ML) |
0.000 | ||||||||||||||||
| Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
| Other water (>1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
|
Third-party water (total in ML) |
0.000 | ||||||||||||||||
| Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
| Other water (>1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
| Report on the total water withdrawal from all areas with water stress in megalitres (ML), and a breakdown of this total by the following sources | 32.272 | ||||||||||||||||
|
Surface water (total in ML) |
31.492 | ||||||||||||||||
| Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) | 31.492 | ||||||||||||||||
| Other water (>1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
| Groundwater (total in ML) | 0.780 | ||||||||||||||||
| Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) | 0.780 | ||||||||||||||||
| Other water (>1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
| Seawater (total in ML) | 0.000 | ||||||||||||||||
|
Produced water (total in ML) |
0.000 | ||||||||||||||||
| Freshwater (≤1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
| Other water (>1,000 mg/L Total Dissolved Solids or TDS) | 0.000 | ||||||||||||||||
| Third-party water, in megalitres (ML), and a breakdown of this total by the withdrawal sources | 0.000 | ||||||||||||||||
| Surface water source | Not applicable | ||||||||||||||||
| Surface water | 0.000 | ||||||||||||||||
| Groundwater source | Not applicable | ||||||||||||||||
| Groundwater | 0.000 | ||||||||||||||||
| Seawater source | 0 | ||||||||||||||||
| Seawater | 0.000 | ||||||||||||||||
| Produced water source | Not applicable | ||||||||||||||||
| Produced water | 0.000 | ||||||||||||||||
| Report any contextual information necessary to understand how the data was compiled, i.e., any standards, methodologies, and assumptions used |
Water volume used in drilling activities is recovered from water meters put in place at each drilling rig. This amount is described as surface water, since it is withdrawn from creeks and old mining works. Groundwater volume is provided by municipal supply to office, camps and storage facilities, the total annual amount is recovered from water bills. |
||||||||||||||||
| Water Consumption | |||||||||||||||||
| Report the total water consumption from all areas in megalitres | 31.492 | ||||||||||||||||
| 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 | ||||||||||||||||
| The Company's activities at this stage are restricted to mining exploration. No tailings facilities are in place presently. | |||||||||||||||||
| Disclose the approach to the development of Emergency Preparedness and Response Plans (EPRPs) |
Since no tailings activities are put in place at this stage, a response plan does not apply to the Company. When the proper stage arrives, all emergency plans needed will be put in place. |
||||||||||||||||
| Critical Incident Management | |||||||||||||||||
| Response Preparedness | |||||||||||||||||
| Describe the organization’s approach to emergency preparedness and response plans | The Company has developed a Crisis Management Plan where scenarios are assessed relating to operations. The Plan was in development in 2024 and completed early in 2025. | ||||||||||||||||
| Frequency of testing the plans | Annually | ||||||||||||||||
| During 2024 the plan was in development and completed in 2025. Testing frequency will be at minimum annually. | |||||||||||||||||
| How engagement with local communities, workers, public sector agencies, first responders, and local authorities and institutions has informed the plans | The Crisis Management Plan will be clearly communicated to all interested parties throughout 2025. | ||||||||||||||||
| Report the number of critical incidents in the reporting period | 0 | ||||||||||||||||
| Describe the impacts from the incidents | Not applicable. | ||||||||||||||||
| Actions taken to remediate the negative impacts from the incidents | Not applicable. | ||||||||||||||||
| Report the percentage of mine sites that have emergency preparedness and response plans in place (%) | 100.0000% | ||||||||||||||||
| List the sites that do not have emergency preparedness and response plans | Not applicable. | ||||||||||||||||
| Biodiversity | |||||||||||||||||
| Management Plan | |||||||||||||||||
| Describe the environmental and biodiversity management plan(s) implemented at active sites |
There are no formal environmental and biodiversity management plans implemented or required as Prime limits its operational activities in Mexico to drilling. The Company will continue to monitor future activities and will develop formal plans as required to ensure all standards are appropriately met. |
||||||||||||||||
| Lifecycle stages to which the plan(s) apply | Not applicable | ||||||||||||||||
| The topics addressed by the plan(s) | Not applicable | ||||||||||||||||
| 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 Company obtains all appropriate governmental permits for exploration activities. The Company has been compliant with all governmental requirements. | ||||||||||||||||
| Impacts of Policies and Procedures | |||||||||||||||||
| Where relevant, describe specific policies and practices that apply to areas with protected conservation status and/or areas of critical habitat, which are defined by the International Finance Corporation (IFC) Performance Standard 6 |
Not applicable. Company's operations are not located in protected areas. |
||||||||||||||||
| If the management policies and practices do not apply to all of the entity’s sites or operations, indicate the percentage of sites to which they were applied | 0.0000% | ||||||||||||||||
| Where environmental management policies and practices differ significantly by mineral resource (e.g., bauxite mining as compared to silver mining) then describe differences for each resource | Not applicable. | ||||||||||||||||
| Impacts | |||||||||||||||||
| Percentage of sites in or near ecologically sensitive areas | 0.0000% | ||||||||||||||||
| 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 | Not applicable. | ||||||||||||||||
| Percentage of proven 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 permanent full-time employees | 48 | ||||||||||||||||
| Full-time - Male | 39 | ||||||||||||||||
| Full-time - Female | 9 | ||||||||||||||||
| Total number of permanent part-time employees | 0 | ||||||||||||||||
| Part-time - Male | 0 | ||||||||||||||||
| Part-time - Female | 0 | ||||||||||||||||
| Total number of permanent employees (full-time & part-time) | 48 | ||||||||||||||||
| Permanent employees - Male | 39 | ||||||||||||||||
| Permanent employees - Female | 9 | ||||||||||||||||
| Total number of temporary employees (full-time & part-time) | 1 | ||||||||||||||||
| Temporary employees - Male | 1 | ||||||||||||||||
| Temporary employees - Female | 0 | ||||||||||||||||
| Total number of direct employees (includes full-time permanent, part-time permanent, temporary; exclude workers who are not employees) | 49 | ||||||||||||||||
| Direct employees - Male | 40 | ||||||||||||||||
| Direct employees - Female | 9 | ||||||||||||||||
| Direct employees - Non-binary | 0 | ||||||||||||||||
| Direct employees - Gender not disclosed | 0 | ||||||||||||||||
| Percentage of direct employees - Male | 81.6327% | ||||||||||||||||
| Percentage of direct employees - Female | 18.3673% | ||||||||||||||||
| Percentage of direct employees - Non-binary | 0.0000% | ||||||||||||||||
| Percentage of direct employees - Gender not disclosed | 0.0000% | ||||||||||||||||
| 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 - Gender not disclosed | 0 | ||||||||||||||||
| Describe the methodologies and assumptions used to compile the data | At year end, head count is made by management to provide information related to employees. | ||||||||||||||||
| Are the numbers reported in head count, full-time equivalent (FTE), or using another methodology | Head count | ||||||||||||||||
| Are the numbers reported at the end of the reporting period, as an average across the reporting period, or using another methodology | At the end of the reporting period | ||||||||||||||||
| Provide contextual information necessary to understand the direct employment information provided | The information provided was recovered from management database as of year-end. | ||||||||||||||||
| Describe significant fluctuations, if any, in the number of direct employees during the reporting period and between reporting periods | Most of the turnover during the past year was due to employees relocating. | ||||||||||||||||
| Number of direct employees hired locally | 41 | ||||||||||||||||
| Number of direct employees hired locally as a percentage of total number of direct employees | 83.6735% | ||||||||||||||||
| Describe how the entity defines "local" | Local employees are those who permanently reside within or near the project. | ||||||||||||||||
| Workers Who are Not Employees | |||||||||||||||||
| Total number of workers who are not employees - Male (full-time, part-time) | 12 | ||||||||||||||||
| Full-time - Male | 12 | ||||||||||||||||
| Part-time - Male | 0 | ||||||||||||||||
| Total number of workers who are not employees - Female (full-time, part-time) | 2 | ||||||||||||||||
| Full-time - Female | 2 | ||||||||||||||||
| Part-time - Female | 0 | ||||||||||||||||
| Total number of workers who are not employees - Non-Binary (full-time, part-time) | 0 | ||||||||||||||||
| Not applicable. | |||||||||||||||||
| Total number of workers who are not employees - Gender not disclosed (full-time, part-time) | 0 | ||||||||||||||||
| Not applicable. | |||||||||||||||||
|
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) |
14 | ||||||||||||||||
| Percentage of workers who are not employees - Male | 85.7143% | ||||||||||||||||
| Percentage of workers who are not employees - Female | 14.2857% | ||||||||||||||||
| Percentage of workers who are not employees - Non-binary | 0.0000% | ||||||||||||||||
| Percentage of workers who are not employees - Gender not disclosed | 0.0000% | ||||||||||||||||
| Describe the most common types of workers who are not employees and their contractual relationship with the organization | Most of the workers who are not employees are geologists hired on-site as contractors. | ||||||||||||||||
| The type of work they perform | Exploration related activities, such as mapping, oriented drilling, logistics, core logging and modeling. | ||||||||||||||||
| Describe the methodologies and assumptions used to compile the information about workers who are not employees. | Head count with information from management. | ||||||||||||||||
| Is the number of workers who are not employees reported in head count, full-time equivalent (FTE), or using another methodology | Head count | ||||||||||||||||
| 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 | At the end of the reporting period | ||||||||||||||||
| Number of workers who are not employees hired locally | 6 | ||||||||||||||||
| Number of workers who are not employees hired locally as a percent of total number of workers who are not employees | 42.8571% | ||||||||||||||||
| Total Workforce | |||||||||||||||||
| Female workforce as percentage of total employed workforce | 17.4603% | ||||||||||||||||
| Male workforce as percentage of total employed workforce | 82.5397% | ||||||||||||||||
| Workers who are not employees (contractors) as percentage of total employed workforce | 22.2222% | ||||||||||||||||
| Total workforce who are hired locally | 47 | ||||||||||||||||
| Total workforce hired locally as a percent of total workforce | 74.6032% | ||||||||||||||||
| Employment | |||||||||||||||||
| Turnover & Gender Breakdown | |||||||||||||||||
| Female direct employees: | |||||||||||||||||
| Total number of turnover (the number of females that left during the period) | 1 | ||||||||||||||||
| Rate of turnover, females | 11.7647% | ||||||||||||||||
| Male direct employees: | |||||||||||||||||
| Total number of turnover (the number of males that left during the period) | 11 | ||||||||||||||||
| Rate of turnover, males | 26.1905% | ||||||||||||||||
| Non-binary direct employees: | |||||||||||||||||
| Rate of turnover, non-binary | Does Not Apply | ||||||||||||||||
| Gender not disclosed employees: | |||||||||||||||||
| 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) | 12 | ||||||||||||||||
| Rate of turnover - direct employees | 23.7624% | ||||||||||||||||
| Most of the turnover during the past year was due to employees relocating. | |||||||||||||||||
| Turnover & Age Breakdown | |||||||||||||||||
| Direct Employees aged 30 years old and under: | |||||||||||||||||
| Total number of turnover (the number that left during the period) | 9 | ||||||||||||||||
| Number at end of period as percent of total direct employees | 18.3673% | ||||||||||||||||
| Rate of turnover | 78.2609% | ||||||||||||||||
| Direct Employees aged between 30 and 50 years old: | |||||||||||||||||
| Total number of turnover (the number that left during the period) | 2 | ||||||||||||||||
| Number at end of period as percent of total direct employees | 48.9796% | ||||||||||||||||
| Rate of turnover | 6.8966% | ||||||||||||||||
| Direct Employees over 50 years old: | |||||||||||||||||
| Total number of turnover (the number that left during the period) | 1 | ||||||||||||||||
| Number at end of period as percent of total direct employees | 18.3673% | ||||||||||||||||
| Rate of turnover | 13.3333% | ||||||||||||||||
| Identify types of employees captured in the turnover rate calculations | Other, please specify | ||||||||||||||||
| Only direct, permanent and full time employees are considered in turnover rates. | |||||||||||||||||
| Average age of direct employees | 40 | ||||||||||||||||
| Diversity and Equal Opportunity | |||||||||||||||||
| Diversity of Governance Bodies | |||||||||||||||||
| The highest governance body (Board of Directors) | |||||||||||||||||
| Total Board of Directors | 9 | ||||||||||||||||
| Percent of the highest governance body - Male | 66.6667% | ||||||||||||||||
| Percent of the highest governance body - Female | 33.3333% | ||||||||||||||||
| Percent of the highest governance body - Gender not disclosed | 0.0000% | ||||||||||||||||
| Percent of the highest governance body - under 30 years of age | 0.0000% | ||||||||||||||||
| Percent of the highest governance body - between 30 and 50 years of age | 22.2222% | ||||||||||||||||
| Percent of the highest governance body - over 50 years of age | 77.7778% | ||||||||||||||||
| Percent minority or vulnerable group individuals in the "highest governance body" category | 11.1111% | ||||||||||||||||
| Diversity of Direct Employees | |||||||||||||||||
| Senior Management: | |||||||||||||||||
| Total Senior Managers: | 4 | ||||||||||||||||
| Percent Male | 75.0000% | ||||||||||||||||
| Percent Female | 25.0000% | ||||||||||||||||
| Percent of gender not disclosed | 0.0000% | ||||||||||||||||
| Percent under 30 years of age | 0.0000% | ||||||||||||||||
| Percent between 30 and 50 years of age | 50.0000% | ||||||||||||||||
| Percent over 50 years of age | 50.0000% | ||||||||||||||||
| Percent of minority or vulnerable group individuals in the "Senior Management Employee" category | 25.0000% | ||||||||||||||||
| Salaried (excluding Senior Management): | |||||||||||||||||
| Total Salaried (excluding Senior Management) | 5 | ||||||||||||||||
| Percent Male | 40.0000% | ||||||||||||||||
| Percent Female | 60.0000% | ||||||||||||||||
| Percent Gender not disclosed | 0.0000% | ||||||||||||||||
| Percent under 30 years of age | 0.0000% | ||||||||||||||||
| Percent between 30 and 50 years of age | 80.0000% | ||||||||||||||||
| Percent over 50 years of age | 20.0000% | ||||||||||||||||
| Percent of minority or vulnerable group individuals in the "Salaried Employee" category | 0.0000% | ||||||||||||||||
| Technical Employees (skilled hourly): | |||||||||||||||||
| Total Technical Employees | 14 | ||||||||||||||||
| Percent Male | 85.7143% | ||||||||||||||||
| Percent Female | 14.2857% | ||||||||||||||||
| Percent Gender not disclosed | 0.0000% | ||||||||||||||||
| Percent under 30 years of age | 35.7143% | ||||||||||||||||
| Percent between 30 and 50 years of age | 50.0000% | ||||||||||||||||
| Percent over 50 years of age | 7.1429% | ||||||||||||||||
| Percent of minority or vulnerable group individuals in the "Technical employee" category | 0.0000% | ||||||||||||||||
| Percent of minority or vulnerable group individual in the "Production employee" category | Does Not Apply | ||||||||||||||||
| All Other direct employees: | |||||||||||||||||
| Number of Males | 0 | ||||||||||||||||
| Number of Females | 0 | ||||||||||||||||
| Number of Non-Binary | 0 | ||||||||||||||||
| Number of Gender not disclosed | 0 | ||||||||||||||||
| Under 30 years of age | 0 | ||||||||||||||||
| Between 30 and 50 years of age | 0 | ||||||||||||||||
| Over 50 years of age | 0 | ||||||||||||||||
| Number of minority or vulnerable groups in the "Other direct employees" category | 0 | ||||||||||||||||
| Total Other direct employees | 0 | ||||||||||||||||
| Percent Male | Does Not Apply | ||||||||||||||||
| Percent Female | Does Not Apply | ||||||||||||||||
| Percent Gender not disclosed | Does Not Apply | ||||||||||||||||
| Percent under 30 years of age | Does Not Apply | ||||||||||||||||
| Percent between 30 and 50 years of age | Does Not Apply | ||||||||||||||||
| Percent over 50 years of age | Does Not Apply | ||||||||||||||||
| Percent of minority or vulnerable group individual in the "Other direct employees" category | Does Not Apply | ||||||||||||||||
| Labour Relations | |||||||||||||||||
| Collective Bargaining Agreements | |||||||||||||||||
| Percentage of total direct employees covered by collective bargaining agreements (%) | 0.0000% | ||||||||||||||||
| For direct employees not covered by collective bargaining agreements, report whether the organization determines their working conditions and terms of employment based on collective bargaining agreements that cover its other employees or based on collective bargaining agreements from other organizations | Not applicable. | ||||||||||||||||
| 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 | 0 | ||||||||||||||||
| There is no minimum number of weeks' notice required for employees. The Company adheres to all local laws and regulations. | |||||||||||||||||
| If your organization is subject to collective bargaining agreements, is the notice period and provisions for consultation and negotiation specified in those agreements | No | ||||||||||||||||
| There are no collective bargaining agreements in place at this time. | |||||||||||||||||
| Occupational Health and Safety | |||||||||||||||||
| Work-related Injuries | |||||||||||||||||
| Injuries - direct employees: | |||||||||||||||||
| 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 | ||||||||||||||||
| Total recordable work-related injuries rate | 0.000 | ||||||||||||||||
| Main types of work-related injury, e.g., confined space, trips, falls, etc. | Main type of injury would be those associated with incidents at an exploration stage resource company. Potential risks include falls, vehicle accidents, and drill-rig specific injuries. | ||||||||||||||||
| Number of hours worked | 110,320 | ||||||||||||||||
| Lost Time Injuries (LTIs) | 0 | ||||||||||||||||
| Lost Time Injury Rate (LTIR) | 0.000 | ||||||||||||||||
| Total recordable incident rate (TRIR) for work-related injuries and illnesses - direct employees | 0.000 | ||||||||||||||||
| Number of recordable work-related injuries and illnesses - direct employees | 0 | ||||||||||||||||
| Number of hours worked by all direct employees in the reporting period | 110,320.000 | ||||||||||||||||
| Fatality rate for work-related fatalities - direct employees | 0.000 | ||||||||||||||||
| Number of fatalities - direct employees | 0 | ||||||||||||||||
| Near miss frequency rate (NMFR) for work-related near misses - direct employees | 0.000 | ||||||||||||||||
| Number of near misses - direct employees | 0 | ||||||||||||||||
| 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 | 1 | ||||||||||||||||
| Total recordable work-related injuries rate | 5.718 | ||||||||||||||||
| Main types of work-related injury, e.g., confined space, trips, falls, etc. | Main type of injury would be those associated with incidents at a exploration stage resource company. Potential risks include falls, vehicle accidents and drill rig specific injuries. | ||||||||||||||||
| Number of hours worked | 34,980 | ||||||||||||||||
| Total number of work-related injuries for workers who are not employees (total recordable incidents for work-related injuries and illnesses) | 1 | ||||||||||||||||
| Lost Time Injuries (LTIs) | 1 | ||||||||||||||||
| Lost Time Injury Rate (LTIR) | 5.718 | ||||||||||||||||
| Total recordable incident rate (TRIR) for work-related injuries and illnesses - workers who are not employees | 5.718 | ||||||||||||||||
| Number of recordable work-related injuries and illnesses - workers who are not employees | 1 | ||||||||||||||||
| Number of hours worked by all workers who are not-employees in the reporting period | 34,980.000 | ||||||||||||||||
| Fatality rate for work-related fatalities - workers who are not employees | 0.000 | ||||||||||||||||
| Number of fatalities - workers who are not employees | 0 | ||||||||||||||||
| Near miss frequency rate (NMFR) for work-related near misses - workers who are not employees | 0.000 | ||||||||||||||||
| Number of near misses - workers who are not employees | 0 | ||||||||||||||||
|
Combined (Employees and non-employees, but controlled by the organization): |
|||||||||||||||||
| Total Hours Worked | 145,300 | ||||||||||||||||
| Total number of all recordable work-related injuries | 1 | ||||||||||||||||
| Total recordable work-related injuries rate | 1.376 | ||||||||||||||||
| Total Lost Time Injuries (LTIs) | 1 | ||||||||||||||||
| Lost Time Injury Rate (LTIR) | 1.376 | ||||||||||||||||
| Total recordable incident rate (TRIR) for work-related injuries and illnesses - Combined (Employees and non-employees, but controlled by the organization) | 1.376 | ||||||||||||||||
| Total number of recordable incidents for work-related injuries and illnesses - Combined (Employees and non-employees, but controlled by the organization) | 1 | ||||||||||||||||
| Total Hours Worked - Combined (Employees and non-employees, but controlled by the organization) | 145,300.000 | ||||||||||||||||
| Fatality rate for work-related fatalities - Combined (Employees and non-employees, but controlled by the organization) | 0.000 | ||||||||||||||||
| Number of fatalities - Combined (Employees and non-employees, but controlled by the organization) | 0 | ||||||||||||||||
| Near miss frequency rate (NMFR) for work-related near misses - Combined (Employees and non-employees, but controlled by the organization) | 0.000 | ||||||||||||||||
| Number of near misses - Combined (Employees and non-employees, but controlled by the organization) | 0 | ||||||||||||||||
| What is the process for classifying, identifying and reporting near misses | Near-misses can be reported by any worker located at site. Reports are made to EHS supervisors who investigate these incidents and keep a record in a Safety Management Tracking System. Regular safety meetings are held between site supervisors and senior management where records from the Tracking System are discussed and properly classified in accordance with potential harm. | ||||||||||||||||
| Report the work-related hazards that pose a risk of high-consequence injury, including: | Main hazards are those related to field activities and drilling. | ||||||||||||||||
| How have these hazards been determined |
The Company's EVP of Exploration and on-site General Manager are responsible for the health and safety of employees and contractors. Assessment regarding main hazards related to activities performed by the Company is continuously updated and consistent with common practices for an exploration stage company. Results from analysis are communicated to employees and contractors as risk prevention. |
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| Which of these hazards have caused or contributed to high-consequence injuries during the reporting period | No high-consequence injuries were recorded during the reporting year. | ||||||||||||||||
| Actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls | Safety training is provided to mitigate risks. Appropriate protocols are in place with all equipment. Risks have been mitigated to an appropriate level that is consistent with rigorous industry standards. | ||||||||||||||||
| Report on actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls | Workers activities (employees and contractors) are closely supervised in order to identify and prevent any risk or accident. Training on safety matters is provided on daily basis. | ||||||||||||||||
| Have rates been calculated based on 200,000 or 1,000,000 hours worked | 200,000 hours worked | ||||||||||||||||
| Were any workers excluded from this disclosure | No | ||||||||||||||||
| Disclose any contextual information necessary to understand how the data has been compiled, i.e., any standards, methodologies, and assumptions used | The data has been recovered from Environment, Health and Safety reports, completed weekly on-site by staff, as well as information provided by the company´s EVP of Exploration and on-site General Manager. | ||||||||||||||||
| 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 | Safety training is provided on daily basis to on-site workers, includes orientation in general and specific hazards. Training is provided by on-site supervisors and managment. | ||||||||||||||||
| Average number of training hours per person on health, safety, and emergency response provided to: full-time/direct employees | 25.77 | ||||||||||||||||
| Average training hours per person on health, safety, and emergency response for workers who are not employees (contractors) | 19.29 | ||||||||||||||||
| Conflict-affected and high-risk areas | |||||||||||||||||
| Adherence to Laws and Due Diligence | |||||||||||||||||
| Describe the approach to ensuring adherence to international humanitarian law when operating in conflict-affected and high-risk areas | The Company does not operate in a conflict-affected area as defined under international standards. However, recognizing the presence of localized security concerns, the Company actively assesses risks and implements appropriate measures to ensure the safety of its personnel and local community groups. These measures include regular security assessments, engagement with local stakeholders, and adherence to principles aligned with international humanitarian and human rights law. | ||||||||||||||||
| The security and physical safety of local residents and employees are critical to operations. Although the Company does not operate in an area of conflict, Prime is committed to respecting human rights as set forth in the Universal Declaration of Human Rights, the United Nations Guiding Principles on Business and Human Rights and under international humanitarian law. | |||||||||||||||||
| 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 | The ability to operate could be adversely impacted by accidents or events detrimental (or perceived to be detrimental) to the health, safety and well-being of employees and community members. | ||||||||||||||||
|
Community protest The Company’s relationships with the communities in which it operates, and other stakeholders are critical to ensuring the future success of the construction and development of its projects. In contrast to the many benefits that mining provides to communities including good paying long-term jobs, taxes paid to local and federal governments, infrastructure and other investments in local communities, improved roads, and access to remote areas, improved power and water access, and financial support of rural and low income communities nearby, there is an increasing level of public concern relating to the perceived effect of mining activities on the environment and on communities impacted by such activities. Publicity adverse to the Company, its operations, or extractive industries generally, could have an adverse effect on the Company and may impact relationships with the communities in which the Company operates and other stakeholders. External opposition Certain non-governmental organizations (“NGOs”), some of which oppose globalization and resource development, are often vocal critics of the mining industry and its practices. Adverse publicity generated by such NGOs could have an adverse effect on the Company’s reputation or financial condition and may impact its relationship with the communities in which it operates. |
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| Percentage of proven reserves that are located in or near areas of active conflict | Does Not Apply | ||||||||||||||||
| The total amount of proven reserves | 0.000 | ||||||||||||||||
| Percentage of probable reserves that are located in or near areas of active conflict | Does Not Apply | ||||||||||||||||
| The total amount of probable reserves | 0.000 | ||||||||||||||||
| Percentage of proven reserves that are located in or near areas that are considered to be indigenous peoples’ land | Does Not Apply | ||||||||||||||||
|
The total amount of proven reserves |
0.000 | ||||||||||||||||
| Percentage of probable reserves that are located in or near areas that are considered to be indigenous peoples’ land | Does Not Apply | ||||||||||||||||
|
The total amount of probable reserves |
0.000 | ||||||||||||||||
| Which indigenous rights of communities in which the entity operates or intends to operate are respected, provide a description of the entity's due diligence practices and procedures in the details. | The Company does not operate in any indigenous areas. | ||||||||||||||||
| Not applicable. | |||||||||||||||||
| Which human rights procedures the entity's due diligence practices include, provide description in the details | Other, please specify | ||||||||||||||||
| The Company has not conducted a human rights due diligence based on its limited operations. As it gets into development stage mining, a human rights due diligence program is anticipated. The Company aligns its policies with the United Nations Guiding Principles on Business and Human Rights and ICMM/Sustainable Development Goals. | |||||||||||||||||
| Discuss the practices and procedures while operating in areas of conflict, describing the approach according to the Five-Step Framework outlined in the OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas | The Company does not operate in areas of conflict as defined by this standard. | ||||||||||||||||
| Rights of Indigenous Peoples | |||||||||||||||||
| Describe the approach to identifying Indigenous Peoples who are or could be affected by the organization’s activities |
At the beginning of the Company's activities a baseline assessment was performed by a third-party expert to evaluate the environmental and social conditions of the area. Results of the study show no presence of Indigenous People inside the Company's claims or Area of Influence. |
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| Describe the policies or commitments, and actions taken to respect Indigenous Peoples’ cultural heritage |
Even with no record of Indigenous Peoples inside the Area of Influence, the Company set in place a Human Rights and Diversity Policy to ensure proper practices. Please refer to link below. |
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| Human Rights and Diversity Policy | |||||||||||||||||
| Incidents of Violations of Rights of Indigenous Peoples | |||||||||||||||||
| Describe the identified incidents of violations involving the rights of Indigenous Peoples | Not applicable. | ||||||||||||||||
| Land and Resource Rights | |||||||||||||||||
| Commitments | |||||||||||||||||
| Describe the approach to engaging with stakeholders whose rights to land and resources are or could be affected by the organization’s activities |
The Company operates within Ejido land under formal agreements with ejidatarios to ensure respect for their rights and appropriate compensation. Regular meetings are held with the Ejido Board and community members to maintain open communication and receive feedback. A formal Grievance Mechanism is under development to enable community members to raise concerns. Implementation is scheduled for fiscal year 2026. |
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| How does the organization seek to ensure meaningful engagement |
The Company maintains ongoing, transparent communication between stakeholders and management. Multiple channels are in place to address concerns, including a dedicated email and on-site personnel available to receive grievances. Roll-out of a third-party Grievance Mechanism to local communities is scheduled, with full implementation expected during fiscal year 2026 |
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| How does the organization support safe and equitable gender participation | In addition to its Diversity Policy, the Company provides training on gender equity to promote fair practices and inclusive stakeholder participation. | ||||||||||||||||
| Describe the policies, commitments, and plans providing remediation to local communities or individuals subject to involuntary resettlement, and the process for establishing compensation for loss of assets, or other assistance to improve or restore standards of living or livelihoods | Not applicable at this stage. | ||||||||||||||||
| Describe the procedures in place to monitor and evaluate the effectiveness of the actions taken to remediate negative impacts from involuntary resettlement and the corrective actions taken where necessary | Not applicable at this stage. | ||||||||||||||||
| List the mine sites where involuntary resettlement is planned, ongoing, or has taken place | Not applicable. | ||||||||||||||||
| Human Rights Assessment | |||||||||||||||||
| Operations Subject to Reviews and Assessments | |||||||||||||||||
| Total number of operations that have been subject to human rights reviews or human rights impact assessments | 0 | ||||||||||||||||
| Total percentage of operations that have been subject to human rights reviews or human rights impact assessments | 0.0000% | ||||||||||||||||
| Local Communities | |||||||||||||||||
| Operations with Local Community | |||||||||||||||||
| Describe the approach to identifying stakeholders, including vulnerable groups, within local communities | Communities inside the Area of Influence are considered local stakeholders and were identified in the Social Baseline Assessment performed by a third-party expert hired by the Company in 2021. | ||||||||||||||||
| Describe the approach to engaging with local communities at each phase of the life of the mine |
At this stage engagement with local communities involves regular meetings and constant feedback through communication with local operators, EVP, and Country Manager. More formal mechanisms will be put in place in coming years, such as the Grievance Mechanism. |
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| How does the organization seek to ensure meaningful engagement |
Many local workers, including contractors and geologists, reside within the project area making communication much more effective and a deeper engagement with the communities in which the Company operates. Several ways to enable communication between the Company and stakeholders are put in place, such as whistleblower system and site personnel to receive any kind of grievance or message. |
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| How does the organization support safe and equitable gender participation | The Diversity Policy establishes expectations for equitable gender conduct among all employees and stakeholders. Training is provided to ensure that all personnel implement and uphold inclusive and respectful workplace practices. | ||||||||||||||||
| Describe the approach to developing and implementing community development programs, including how engagement with local stakeholders, impact assessments, and community needs assessments have informed the programs | To have a significant impact on the communities, the Company's first step was to develop a Baseline Assessment where socioeconomic conditions were recorded. From this study, social programs were selected to benefit local communities. The programs have been formally developed since 2022, with an annual update survey to ensure that key interests and concerns are properly managed. | ||||||||||||||||
| Community Relations | |||||||||||||||||
| Artisanal and Small-Scale Mining (ASM) | |||||||||||||||||
| Describe the approach to engaging with ASM operators, and the actions taken by the organization to support ASM formalization and professionalization efforts | There is no record of active ASM inside Company’s claims. | ||||||||||||||||
| Describe the programs in place to enhance positive impacts or mitigate negative impacts involving ASM | Not applicable. | ||||||||||||||||
| How do the programs incorporate gender considerations | Not appliccable. | ||||||||||||||||
| How engagement with local authorities and communities has informed the programs | Not applicable. | ||||||||||||||||
| If sourcing from artisanal and small-scale mining, describe the policies in place and the process used to identify and assess actual and potential negative impacts | Not applicable. | ||||||||||||||||
| List the mine sites where ASM occurs on or in close proximity to the site | Not applicable. | ||||||||||||||||
| Report the total number and nature of incidents involving ASM and actions taken to address them | Not applicable. | ||||||||||||||||
| 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 | ||||||||||||||||
| 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 | The Company does not have any sites where artisanal and small-scale mining (ASM) takes place. Nor is any ASM adjacent to the concession area. Therefore the associated risks and the actions to manage and mitigate these risks are not applicable. | ||||||||||||||||
| Programs | |||||||||||||||||
| Report on community relations programs, objectives and achievements in the past 3 years | Supporting communities within mining concessions and areas of influence has been a consistent priority for Prime. As part of its early due diligence, a third-party expert conducted a baseline assessment of environmental and social conditions during the initial exploration phase (2020–2021). The study identified education and water as priority areas. | ||||||||||||||||
|
In 2022, the Company conducted a census of all K–12 schools within the area of influence, documenting enrollment, infrastructure conditions, and specific needs. This assessment is updated annually at the beginning of the school year in August. Based on the findings, the Company provides school supplies to students and teachers, along with infrastructure improvements such as air conditioning units, fencing, and furniture. Since the start of exploration, the Company has implemented water storage initiatives to benefit local communities. This includes the construction of water ponds using heavy machinery, the use of water trucks to fill community tanks during the dry season, and the provision of water troughs for livestock. Where necessary, temporary water lines are installed to serve more remote areas. Improving socioeconomic conditions in the communities where the Company operates remains a core priority. Prime is committed to maintaining and strengthening its relationship with the Ejido. |
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| Risks and Opportunities | |||||||||||||||||
| Disclose the total number of site shutdowns or project delays due to non-technical factors | 0 | ||||||||||||||||
| Disclose the total aggregate duration (in days) of site shutdowns or project delays due to non-technical factors | 0 | ||||||||||||||||
| Discuss specific delays including associated costs, root cause and corrective actions for resolved delay, and status of ongoing delays | Not applicable. | ||||||||||||||||
| Economic Impacts | |||||||||||||||||
| Local Hiring | |||||||||||||||||
| Percentage of workers hired from the local communities (per site) | 100.0000% | ||||||||||||||||
| Total workforce is hired locally. Exceptions to this are geologists and other contractors, and Corporate personnel located in headquarters. | |||||||||||||||||
| Total local community workers | 42 | ||||||||||||||||
| Local community workers - male | 36 | ||||||||||||||||
| Local community workers - female | 6 | ||||||||||||||||
| Local community workers - non-binary | 0 | ||||||||||||||||
| Local community workers - gender not disclosed | 0 | ||||||||||||||||
| Total site workers | 42 | ||||||||||||||||
| Governance | |||||||||||||||||
| Delegation of responsibility for managing impacts | |||||||||||||||||
| Has the highest governance body 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, Sustainability Executive, etc.) | Yes | ||||||||||||||||
| Has the highest governance body delegated responsibility for the management of impacts to other employees | Yes | ||||||||||||||||
| Describe the process for senior executives or other employees to report back to the highest governance body on the management of the organization’s impacts on the economy, environment and people, including sustainability-related risks and opportunities | Management prepares a written report for HSS Committee where updates of activities, risks and opportunities regarding ESG matters are communicated. | ||||||||||||||||
| Frequency for senior executives or other employees to report back to the highest governance body on the management of the organization’s impacts | Quarterly | ||||||||||||||||
| Policy commitments | |||||||||||||||||
| Provide a description of the organization’s policy commitments for responsible business conduct | At Prime, we hold ourselves to a high standard of integrity and professional conduct. This means not only ensuring compliance with the laws and regulations, but also upholding our values, Code of Conduct and voluntary commitments under the United Nations Guiding Principles on Business and Human Rights and the International Council for Mining and Metals Principles. | ||||||||||||||||
|
Please refer to Prime's Corporate Governance site, where you can find: - Audit Committee Charter - Code of Conduct and Ethics - Health, Safety, Environment and Social Responsibility Committee Charter - Nominating and Corporate Governance Committee Charter - Compensation and Human Resources Charter - Anti-Bribery and Anti-Corruption Policy Disclosure Policy - Confidentiality and Securities Trading Policy - Human Rights and Diversity Policy - Whistleblower Policy Corporate Governance |
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| What are (if any) the authoritative intergovernmental instruments that the commitments reference | The United Nations Guiding Principles on Business and Human Rights and the International Council for Mining and Metals Principles. | ||||||||||||||||
| Do the commitments stipulate conducting due diligence | Yes | ||||||||||||||||
| 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 Company's board members, officers, employees, contractors or any third-party conducting work or acting on Prime Mining Corp.’s behalf will behave in a manner that respects human rights and avoids infringing upon them. The Company will take appropriate measures to ensure that the Human Rights and Diversity Policy is respected. For employees, non-compliance with this policy may be grounds for disciplinary action up to and including termination of employment. For contractors, non-compliance may be grounds for contract termination. The Board of Directors is responsible for overseeing this policy. | ||||||||||||||||
| What are (if any) the internationally recognized human rights that the commitment covers | Human Rights espoused in the UN Declaration on Human Rights on which the UNGPs are based. | ||||||||||||||||
| What are the categories of stakeholders, including at-risk or vulnerable groups, that the organization gives particular attention to in the commitment | Community members living in the area of influence include the state-registered Ejido. There are no at-risk groups per se but some community members have season-constrained access to clean water and limited medical care and educational opportunity. There are no self-identified indigenous peoples in the concession Area of Influence. | ||||||||||||||||
| Are the policy commitments publicly available | Yes | ||||||||||||||||
| Provide links to the policy commitments, if publicly available, or, if the policy commitments are not publicly available, explain the reason for this |
In the following Corporate Governance link you can find: -Code of Conduct and Ethics. -Anti-Bribery and Anti-Corruption Policy. -Disclosure Policy. -Confidentiality and Securities Trading Policy. -Human Rights and Diversity Policy. -Whistleblower Policy. |
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| Corporate Governance | |||||||||||||||||
| Report the level at which each policy commitment was approved within the organization, including whether this is the most senior level | Each policy commitment was approved by the Board of Directors and CEO who sits on the Board of Directors. This is the Company's most senior level. | ||||||||||||||||
| Were the policy commitments approved at the most senior level within the organization | Yes | ||||||||||||||||
| To what extent the policy commitments apply to the organization’s activities and to its business relationships | Prime Mining Corp. is committed to taking actions to maintain a culture of respect for human rights and good governance. The Company works with employees and contractors to make them aware of our policies and understand their responsibilities. | ||||||||||||||||
| Describe how the policy commitments are communicated to employees, business partners, and other relevant parties | The measures include awareness-raising and training on the policy and its specific components, such as how to report concerns related to human rights or governance through the Company’s whistleblower program or other available channels. Communication methods include the Company website, onsite training sessions, annual policy reviews, and formal acknowledgment of the policy by employees. | ||||||||||||||||
| Embedding policy commitments | |||||||||||||||||
| Describe how the organization embeds each of its policy commitments for responsible business conduct throughout its activities and business relationships | Measures to embed policy commitments include awareness-raising and training on the policies and specific aspects within it, such as how to report concerns related to safety, human rights or governance via company Whistleblower or grievance mechanisms, the latter of which the company is in process of developing. Communication channels include our website, on-site trainings, company-wide emails, messages from managerial leadership and annual policy review and commitment sign-off. | ||||||||||||||||
| How are responsibilities allocated in order to implement the commitments across different levels within the organization | Prime Mining Corp. is a small Company however in 2022, in addition to the overall responsibilities of our Country Manager, it established a position responsible for in-country ESG. This role reports to executive management who reports to the Board. | ||||||||||||||||
| How are the commitments integrated into organizational strategies, operational policies, and operational procedures | Policies are integrated into strategy including how the Company approaches governance and risk. | ||||||||||||||||
| How does the organization implement its commitments with and through its business relationships | Prime requires key contractors to understand and comply with its Code of Business Conduct and Ethics and Human Rights and Diversity Policy. | ||||||||||||||||
| What implementation training does the organization provide | The Company provided anti-corruption training, human rights and good governance trainings in Mexico (for employees and key contractors) and Insider Trading and other governance trainings in the corporate headquarters in Canada. Live training is required annually. The Board received ESG training in 2024. | ||||||||||||||||
| 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.) |
Prime’s Board of Directors is composed of nine members. The Board has six independent members and three non-independent members. The Health, Safety, Environment and Social Responsibility Committee is comprised of one independent and two non-independent members and reports to the Board on a quarterly basis , or more frequently , if necessary. |
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| 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 Company has established the following committees, which report to the Board on a quarterly basis or more frequently, as needed: 1. Health, Safety, Environment and Social Responsibility Committee 2. Audit Committee 3. Nominating and Corporate Governance Committee 4. Compensation and Human Resources Committee. Please refer to the link to access to Prime's Board Committee Charters. |
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| Board Committee Charters | |||||||||||||||||
| 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) | 2 | ||||||||||||||||
| Number of independent members | 6 | ||||||||||||||||
| The total number of governance body members | 9 | ||||||||||||||||
| Percentage of independent board members | 66.6667% | ||||||||||||||||
| Less than 3 years of tenure of members on the governance body | 4 | ||||||||||||||||
| 3-6 years of tenure of members on the governance body | 5 | ||||||||||||||||
| 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 | Refer to attached Annual Information Form (AIF). | ||||||||||||||||
| Annual Information Form | |||||||||||||||||
| Number of Male governance body members | 6 | ||||||||||||||||
| Number of Female governance body members | 3 | ||||||||||||||||
| 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 | 1 | ||||||||||||||||
| Description of competencies relating to economic, environmental, and social topics |
The Health, Safety, Environmental and Social Responsibility Committee is comprised of Edie Hofmeister (Chair) Kerry Sparkes Andrew Bowering Please refer to AIF for individuals background and competencies. |
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| Description of stakeholder representation, including employees and other workers | The Board of Directors has a fiduciary duty to ensure they are acting in the best interests of the corporation. In that role, the Directors consider the interests of all affected stakeholders. | ||||||||||||||||
| Highest Governance Body | |||||||||||||||||
|
Describe the nomination and selection processes for the highest governance body and its committees |
The Nominating and Corporate Governance Committee evaluates qualifications of Board and Committee members and provides recommendations to the Board of Directors for approval. | ||||||||||||||||
| Does the organization have a diversity policy, gender equality or gender equity plan and if so, provide details, link to the policy or attach the file | Refer to Human Rights and Diversity Policy in the link below. | ||||||||||||||||
| Human Rights and Diversity Policy | |||||||||||||||||
|
Report the criteria used for nominating and selecting highest governance body members |
The Nominating and Governance Committee evaluates candidates based on experience, expertise, and alignment with company values, and recommends nominees for final approval by the Board | ||||||||||||||||
| Are views of stakeholders (including shareholders) taken into consideration for nominating and selecting highest governance body members | No | ||||||||||||||||
| Is diversity taken into consideration for nominating and selecting highest governance body members | Yes | ||||||||||||||||
| Discuss how diversity is considered for nominating and selecting highest governance body members | Diversity is a consideration when determining new members. | ||||||||||||||||
| Is independence taken into consideration for nominating and selecting highest governance body members | Yes | ||||||||||||||||
| Discuss how independence is considered for nominating and selecting highest governance body members | Board independence is a key governance principle. The Board of Directors is structured to maintain a majority of independent members, and its committees are regularly evaluated to ensure they include an appropriate level of independent representation. | ||||||||||||||||
| Discuss whether and how competencies relevant to the impacts of the organization are considered | The Company completes an annual skills evaluation of the Board members to ensure that competencies are appropriate. | ||||||||||||||||
| Chair of the highest governance body | |||||||||||||||||
| Is the chair of the highest governance body also a senior executive in the organization (non-independent) | No | ||||||||||||||||
| Conflicts of Interest | |||||||||||||||||
| Describe the processes for the highest governance body to ensure that conflicts of interest are prevented and mitigated |
The Company has a Code of Conduct and Ethics that all directors and management must adhere to. It includes an obligation to disclose conflicts of interest. The Board annually evaluates its legal independence and is surveyed about any potential conflicts of interest and related party transactions. |
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| 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 | No | ||||||||||||||||
| The Company is not aware of any cross-shareholding relationships. | |||||||||||||||||
| 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) | Members of the Health, Safety, Environment and Social Responsibility Committee follow ESG and legal trends globally and report to the Committee and Board on relevant developments. Sources of information include legal updates from the International Bar Association Human Rights Committee, the Harvard Law School Governance Forum and MSCI's "ESG Now" Guidelines. An ESG training session was conducted for the Board in 2024. Many board members bring decades of collective experience and knowledge regarding sustainable development in a mining context. | ||||||||||||||||
| 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 | The Board conducts a self-assessment annually. In efforts toward continual improvement, new policies were developed around water and crisis management as a result of Board feedback. | ||||||||||||||||
| 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 |
Senior management, the Health, Safety, Environment and Social Responsibility Committee and the Governance and Nominating Committee are responsible for developing, approving and updating the organization's policies, strategies, goals and value statements. relating to sustainable development. Policies are reviewed and adjusted, as appropriate, by the Board of Directors annually. |
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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 | Senior management has responsibility for conducting economic, environmental and social due diligence to determine company impacts. These are reported to the Board. | ||||||||||||||||
| Does the highest governance body engage with stakeholders to support due diligence and other processes | Yes | ||||||||||||||||
| Describe how the highest governance body engages with stakeholders to support these processes | Prime does not have the kind of operation that warrants this level of engagement with stakeholders. Management is responsible for stakeholder engagement and reports material communications to the Board. | ||||||||||||||||
| Describe how the highest governance body considers the outcomes of these processes | Please see above. | ||||||||||||||||
| Ethics | |||||||||||||||||
| Ethics and Integrity | |||||||||||||||||
| Describe how individuals can seek advice on implementing the organization’s policies and practices for responsible business conduct | Senior management has ongoing communications with employees regarding the code of conduct and supports in the implementation of new policies. Additionally, legal counsel can assist when needed to implement new policies. The Company has annual training sessions with all staff to ensure that they are aware of the policies and practices. | ||||||||||||||||
| Describe the mechanisms for individuals to raise concerns about the organization’s business conduct | The Company currently has a third-party whistleblower system in place for confidential reporting. In addition, the Company is preparing to implement a formal grievance mechanism in 2026 to further support the monitoring and resolution of stakeholder concerns. | ||||||||||||||||
| 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 (currency, Thousands) | 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 (currency, Thousands) | 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 (currency, Thousands) | 0 | ||||||||||||||||
| Describe the significant instances of non-compliance | Not applicable. Prime is in compliance with environmental laws and/or regulations in Canada and Mexico. | ||||||||||||||||
| 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 | Refer to the Anti-Bribery and Anti-Corruption Policy in the link below. | ||||||||||||||||
| Anti-Bribery and Anti-Corruption Policy | |||||||||||||||||
| Anti-Corruption | |||||||||||||||||
| Corruption Risks to Operations | |||||||||||||||||
| Describe how potential impacts of corruption or risks of corruption are managed in the organization’s procurement practices and throughout the supply chain | Management is familiar with all suppliers and evaluates them based on good business practices, including ethical conduct. Due to the Company's small size, procurement and supply chain risks are managed through direct oversight and established relationships. | ||||||||||||||||
| Total number of operations assessed for corruption risks | 1 | ||||||||||||||||
| Percentage of operations assessed for corruption risks | 100.0000% | ||||||||||||||||
| Has the company identified any significant corruption risks | No | ||||||||||||||||
| 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 | Not applicable, no corruption cases have been recorded since the start of Company's operations. | ||||||||||||||||
| Contracts and Owners Transparency | |||||||||||||||||
| Are company's contracts and licenses made publicly available | No | ||||||||||||||||
| If contracts are public, where are they published | Not applicable. | ||||||||||||||||
| If contracts or licenses are not publicly available, the reason for this and actions taken to make them public in the future | Contracts and licenses contain confidential and commercially sensitive information and are not made publicly available unless required by regulatory authorities. The Company will comply with disclosure obligations as necessary. | ||||||||||||||||
| Name, nationality, and country of residence of the organization’s beneficial owners, including joint ventures | As a Canadian public company, the organization does not have identifiable beneficial owners holding a controlling interest. The majority of shareholders are based in Canada and the United States, with ownership dispersed through public markets. | ||||||||||||||||
| Are the beneficial owners politically exposed persons | No | ||||||||||||||||
| Level of ownership | Not applicable. | ||||||||||||||||
| How is ownership or control exerted | Not applicable. | ||||||||||||||||
| Communication and Training | |||||||||||||||||
| Total number of governance body members that the organization's anti-corruption policies and procedures have been communicated to | 9 | ||||||||||||||||
| Total percentage of governance body members that have been communicated to on anti-corruption | 100.0000% | ||||||||||||||||
| 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 | 49 | ||||||||||||||||
| Total percentage of the direct employees that have been communicated to on anti-corruption | 100.0000% | ||||||||||||||||
| All employees have been informed of the Company's policies and codes, with signed acknowledgement collected annually. | |||||||||||||||||
| Total number of senior management employees that have been communicated to on anti-corruption | 4 | ||||||||||||||||
| Percentage of senior management employees that have been communicated to on anti-corruption | 100.0000% | ||||||||||||||||
| Total number of other direct employees that have been communicated to on anti-corruption | 0 | ||||||||||||||||
| Percentage of other direct 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 | 9 | ||||||||||||||||
| All members of the Board have experience in Mexico and/or similar jurisdictions and have received anti-corruption training. | |||||||||||||||||
| 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 | 45 | ||||||||||||||||
| Total number of direct employees | 49 | ||||||||||||||||
| Total percentage of direct employees that received training on anti-corruption | 91.8367% | ||||||||||||||||
| Training is mandatory for all employees. Absences from training can be attributed to illness and a few former employees who did not attend because they were in their final days of work for the Company. | |||||||||||||||||
| Total number of senior management employees who received training on anti-corruption | 4 | ||||||||||||||||
| Total number of senior management employees | 4 | ||||||||||||||||
| Percentage of senior management employees who received training on anti-corruption | 100.0000% | ||||||||||||||||
| Total number of middle management employees | 0 | ||||||||||||||||
| Total number of technical employees | 14 | ||||||||||||||||
| Total number of production employees | 0 | ||||||||||||||||
| Total number of administrative employees | 0 | ||||||||||||||||
| 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 | ||||||||||||||||
| Security Practices | |||||||||||||||||
| Policy and Procedure Training | |||||||||||||||||
| Describe how the organization seeks to prevent or mitigate potential negative impacts from the use of public and private security providers | The Company does not engage formal public or private security providers. Potential security risks are managed directly by management in accordance with local regulations and community expectations. | ||||||||||||||||
| Has the organization implemented the Voluntary Principles on Security and Human Rights | No | ||||||||||||||||
| Risk Management | |||||||||||||||||
| Describe the role of the highest governance body in reviewing the effectiveness of the organization’s processes to manage and identify impacts on economy, environment and people | The Board, through its committees, reviews management processes for identifying and managing impacts on the economy, environment, and people. As the Company grows, these processes and their oversight will continue to strengthen. | ||||||||||||||||
| Frequency of review by the highest governance body in reviewing effectiveness of the organization’s processes | Quarterly | ||||||||||||||||
| Highest Review Position | |||||||||||||||||
| Is the highest governance body responsible for reviewing and approving the reported information, including the organization’s material topics | Yes | ||||||||||||||||
| Describe the process for reviewing and approving the reported information | Reported information is reviewed by management for accuracy and completeness, then submitted to the Board or relevant committee for approval prior to disclosure. This ensures consistency with corporate policies and regulatory requirements. | ||||||||||||||||
| If the highest governance body is not responsible for reviewing and approving the reported information, including the organization’s material topics, explain the reason for this | Not applicable. | ||||||||||||||||
| Communication of critical concerns | |||||||||||||||||
| Are critical concerns communicated to the highest governance body | Yes | ||||||||||||||||
| Describe how critical concerns are communicated to the highest governance body | Senior management reports to the Board on a monthly basis. Significant issues are noted in monthly reports. Any significant concerns that require more timely communications to the Board is addressed by the CEO as needed. | ||||||||||||||||
| Report the number of critical concerns that were communicated to the highest governance body during the reporting period | 0 | ||||||||||||||||
| Report the nature of critical concerns that were communicated to the highest governance body during the reporting period | Not applicable. | ||||||||||||||||
| Remuneration | |||||||||||||||||
|
Report which of the following remuneration policies apply to the highest governance body and senior executives and provide details: |
Directors receive a combination of director fees and equity-based compensation. Senior management receives a base salary, short-term incentives, and long-term incentive compensation, which includes equity-based components. | ||||||||||||||||
| Fixed pay | Yes | ||||||||||||||||
| Variable pay | No | ||||||||||||||||
| Performance-based pay | Yes | ||||||||||||||||
| Equity-based pay | Yes | ||||||||||||||||
| Bonuses | Yes | ||||||||||||||||
| Deferred and vested shares | Yes | ||||||||||||||||
| Sign-on bonuses | Yes | ||||||||||||||||
| Recruitment incentive payments | No | ||||||||||||||||
| Termination payments | Yes | ||||||||||||||||
| Clawbacks | No | ||||||||||||||||
| Retirement benefits, including the difference between benefit schemes and contribution rates for the highest governance body, senior executives and all other employees | No | ||||||||||||||||
| Describe how the remuneration policies for members of the highest governance body and senior executives relate to their objectives and performance in relation to the management of the organization’s impacts on the economy, environment and people | The Compensation and Human Resources Committee and Board, in partnership with the CEO, annually identify objectives and impacts in relation to this category. | ||||||||||||||||
| Describe the process for designing remuneration policies | The Company engages an independent third party human resources and compensation advisor to benchmark compensation and present findings to the Compensation and Human Resources Committee. Based on this analysis, the Committee formulates annual remuneration recommendations for Board approval. | ||||||||||||||||
| Describe the process for determining remuneration | The Company has a third party compensation advisor provide benchmarking and recommendations on the compensation policies. The Compensation meets at least bi-annually to discuss compensation matters. | ||||||||||||||||
| Are independent members of the highest governance body or an independent remuneration committee overseeing the remuneration process | Yes | ||||||||||||||||
| How the views of stakeholders (including shareholders) regarding remuneration are sought and taken into consideration | The Compensation Committee of the Board evaluates compensation practices against Peer Companies and consults with shareholders and governance rating agencies, when appropriate, in the evaluation of Director and Senior Management compensation. | ||||||||||||||||
|
Are remuneration consultants involved in determining remuneration |
Yes | ||||||||||||||||
| Are remuneration consultants independent of the organization, the highest governance body and senior executives | Yes | ||||||||||||||||
| Report the results of votes of stakeholders (including shareholders) on remuneration policies and proposals, if applicable | Not applicable. | ||||||||||||||||
| Stakeholder Engagement | |||||||||||||||||
| Describe the organization’s approach to stakeholder engagement, including frequency of engagement by type | The Company engages stakeholders through regular, informal interactions and as needed based on project activity. Engagement includes local communities, regulators, and investors, with frequency varying by stakeholder type—ranging from ongoing community dialogue to quarterly updates for investors. | ||||||||||||||||
| 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 | Stakeholders are identified based on their potential to be impacted by, or have influence over, the Company’s activities. Selection considers regulatory relevance, community proximity, and strategic importance to exploration operations. | ||||||||||||||||
| Report the purpose of the stakeholder engagement | The purpose of stakeholder engagement is to build trust, gather input, address concerns, and ensure transparency in the Company’s exploration activities, supporting responsible and informed decision-making. | ||||||||||||||||
| Describe how the organization seeks to ensure meaningful engagement with stakeholders | The Company ensures meaningful engagement by maintaining open communication, responding to concerns promptly, and tailoring engagement methods to each stakeholder group. Engagement is guided by respect, transparency, and a commitment to mutual understanding. | ||||||||||||||||
| Tax | |||||||||||||||||
|
Describe the approach to stakeholder engagement and management of stakeholder concerns related to tax |
The Company’s approach to stakeholder engagement on tax matters is based on transparency and compliance. While direct tax-related concerns are limited due to the early-stage nature of operations, the Company remains open to dialogue and ensures full compliance with local tax regulations to maintain stakeholder confidence. | ||||||||||||||||
| The approach to engagement with tax authorities | The Company is compliant with tax laws in all jurisdictions in which the Company operates. Tax risks and responsibilities are reported in financial and other annual reports. | ||||||||||||||||
| The approach to public policy advocacy on tax | The Company does not advocate for tax policy changes. | ||||||||||||||||
| The processes for collecting and considering the views and concerns of stakeholders, including external stakeholders | The Company regularly engages with a multitude of stakeholders (shareholders) and an Independent Auditor regarding its financial position, including taxes. It also has a Whistleblower policy which enables stakeholders to express concerns regarding the Company's approach to taxes. | ||||||||||||||||
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