Aurania Resources Ltd
2020  ESG Report
Published on  September 6, 2021
While this is Aurania's foundational report, we have always held Environmental, Social and Governance practices and policies at the forefront of our exploration programs.

As a company, we believe in and respect all of our communities, be they our vendor community, our stakeholder community, our employee community and the local communities in which we work.
Disclaimer and Forward Looking Statements
Company Profile
Organizational Profile
Name Aurania Resources Ltd
Describe nature of activities, brands, products and services Aurania is a mineral exploration company
engaged in the identification, evaluation,
acquisition and exploration of mineral property
interests, with a focus on precious metals and
copper in South America.
Its flagship asset, The Lost Cities – Cutucu
Project, is located in the Jurassic Metallogenic
Belt in the eastern foothills of the Andes
mountain range of southeastern Ecuador.
Link to Corporate Website http://www.aurania.com/
Industry Classification 104 Gold and Silver Ores
Market Capitalization $100 Million up to $1 Billion USD
Type of Operations Exclusively non-producing operations
Company Headquarters Toronto, Canada
Link to company sustainability and ESG strategy, performance, programs and related external communications , e.g. ESG Report (URL) http://www.aurania.com
The link displayed is for Aurania's Corporate
website.  Please refer to multiple other
subsidiary links that speak to Aurania's  ESG
specifics and the Message from the President.

Environment

Community Engagement

Governance
Message from the President
ESG Accountability
Role and Name of highest authority within company for Environment, Social and Governance strategy, programs and performance, e.g. will be a member on the Board or VP CSR Richard Spencer, President and Director
ESG Reporting Period
Unless otherwise noted, all data contained in this report covers the following period:
From 2020-01-01
To 2020-12-31
Geographic Scope of Report
Unless otherwise noted, the data in this report covers ESG matters related to the following locations of operations Ecuador
Aurania Project Map Aurania Concession Map
Identify notable exclusions, and reference any existing or planned reports that do or will address these (e.g, assets recently divested or acquired, non-managed joint ventures, specific exploration activities, recently closed sites, etc) There are no exclusions.
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
Business Operations Scope of Report
Identify notable exclusions, and reference any existing or planned reports that do or will address these (e.g, assets recently divested or acquired, non-managed joint ventures, specific exploration activities, recently closed sites, etc) Our company is in the mineral exploration
phase and we are non-revenue producing.
Therefore Aurania does not have any
development or operational activities at
present.
Mineral Resource Types in Scope
Which of the following mineral resource types are covered by this report None
Mineral Reserve Types in Scope
Which of the following mineral reserve types are covered by this report None
Currency
Unless otherwise noted, all financial figures referenced in this report are in the following currency CAD
Audit Status
Identify the degree to which any inputs of the report are third-party checked: Self-Declared
The report is self-declared for
this  foundational reporting period, however,
we will be disclosing all quantitative and
qualitative factors to the CFO and the Board of
Directors.
Reporting Requirements
Are you including ESG targets No
Are you capturing historical data as part of this reporting effort: No
Organizational Profile
Provide a list of externally-developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, or which it endorses, e.g. GRI, UN Global Compact This is Aurania's first ESG report. As such, we
have reviewed the variety of Standard's
frameworks and have aligned our responses to
GRI, UN Global Compact, SASB, CDP and
ICMM. As we evolve into continuous disclosure
in subsequent years, we will align with other
frameworks that are applicable to our growth
and reporting obligations.
Strategy
Provide a statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy for addressing sustainability (CEO's message for this report) In Ecuador, we work in one of the most
ecologically diverse parts of the planet.
One in which some of the most basic human
rights are absent, such as access to clean water,
basic medical attention, and education.

We respect and work according to the
guidelines in the Equator Principles and
according to the United Nations Declaration on
the Rights of Indigenous Peoples which
demands, as a first step, asking the local
communities if we can access their land after
having informed them of the nature of the work
that we intend to undertake.  We applaud the
Ecuadorian constitution that enshrines the
right of nature to be preserved and respected.
Aurania's approach to sustainability is simple:
we strive to leave the communities in which we
work better-off, and the land on which we work
in a better state, than when we arrived.

Corporate Website
President's Message
Richard Spencer, President and Director
Provide a description of key impacts, risks, and opportunities, e.g. permitting, waste treatment, tailings, closure Please refer to the documents attached.
1. Impacts, Risks and Opportunities;
2. Drill Site Prep, Operation and Restoration;  
3. Waste Management in Drill and Fly Camps;
and
4. Risks and Opportunities

Link to regulatory reports on Aurania's website
to view our Annual Information Form for the
year-ended Dec 31, 2020
Impacts, Risks and Opportunities Drill Site Prep, Operation and Restoration Waste Management in Drill and Fly Camps
Risks and Opportunities
Ethics and Integrity
Provide a description of the organization’s values, principles, standards, and norms of behavior Please refer to:
1. Aurania's Code of Business Ethics and
Conduct, and
2. Aurania's Environmental Policy

Also see link to the full Corporate Governance
Manual on Aurania's website.

Corporate Governance Section on Website
Code of Business Ethics and Conduct Environmental Policy
Environment
Compliance
a. Report fines and non-monetary sanctions for non-compliance with environmental laws and/or regulations in terms of:
i. total monetary value of significant fines 0
ii. total number of non-monetary sanctions 0
iii. cases brought through dispute resolution mechanisms 0
b. If the organization is in compliance with environmental laws and/or regulations, a brief statement of this fact is sufficient Aurania complies with all laws and regulations
of the country in which we work - Ecuador.
Aurania received ISO14001 accreditation on
March 10, 2020 for the environmental aspects
of its exploration activities.
Information about Aurania's environmental
practices

Aurania's ISO14001 Certification information
Greenhouse Gas Emissions
Disclose the gross global Scope 1 greenhouse gas (GHG) emissions to the atmosphere of the seven GHGs covered under the Kyoto Protocol (tonne CO₂-e)
Carbon dioxide (CO₂) (tonne CO₂-e) 744.524
Methane (CH₄)  (tonne CO₂-e) 0
Nitrous oxide (N₂O)  (tonne CO₂-e) 0
Hydrofluorocarbon-23 (CHF₃)  (tonne CO₂-e) 0
Hydrofluorocarbon-32 (CH₂F₂)  (tonne CO₂-e) 0
Sulfur hexafluoride (SF₆)  (tonne CO₂-e) 0
Nitrogen trifluoride (NF₃)  (tonne CO₂-e) 0
Perfluoromethane (CF₄)  (tonne CO₂-e) 0
Perfluoroethane (C₂F₆)  (tonne CO₂-e) 0
Perfluorobutane (C₄F₁₀)  (tonne CO₂-e) 0
Perfluorohexane (C₆F₁₄)  (tonne CO₂-e) 0
The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) 744.524
With regards to the helicopter used and the
associated Jet A1 Fuel Type:
The helicopter company is Avio Andes,
a  contractor .
356 hours flown in total during the reporting
period.

Our 2020 numbers related to the helicopter
are low due to covid shutdowns and delays with
the start of drilling (the helicopter was used for
drilling from September to December 2020)

We estimate  the number of helicopter
hours  will increase in 2021 as the pandemic
ends and full exploration activities ramp up and
therefore the Jet A1 Fuel consumption will also
increase.
Percentage of its gross global Scope 1 GHG emissions that are covered under an emissions-limiting regulation or program that is intended to directly limit or reduce emissions, such as cap-and-trade schemes, carbon tax/fee systems, and other emissions control (e.g., command-and-control approach) and permit based mechanisms: 100.0000%
Discussion of long-term and short-term strategy or plan to manage Scope1 emissions, emissions reduction targets, and an analysis of performance against those targets Aurania is a pre-revenue, pure mineral
exploration company.
Due to the early stage of exploration in which
Aurania is involved, emissions are mainly from
light passenger
vehicles, helicopters, and drill rigs.  We do not
have any production assets and as such only
emit minute amounts and are diligent to
maintain this standard.  Please refer to
Emissions Reductions Goals document
attached.

Aurania takes its emissions responsibilities
seriously and has had discussions with
suppliers, vendors and stakeholders to identify
the amounts of emissions to the
atmosphere.  As we are an exploration
company, we do not intend to ever become a
developer or mine operator.  Please refer to our
document titled Emission Reductions Goals for
an explanation of how we manage emission
reduction targets during our continuous
exploration tasks.
Emissions Reductions Goals
Air Quality
Report emissions of air pollutants that are released into the atmosphere:
Emissions of (1) carbon monoxide, reported as CO  (tonne) 0
Please refer to "Additional CO₂ (tonne)" in the
GHG Emissions disclosure.
Emissions of (2) oxides of nitrogen (NOX), reported as NOX (tonne) 0
Emissions of (3) oxides of sulfur (SOX), reported as SOX  (tonne) 0
Emissions of (4) particulate matter 10 micrometers or less in diameter (PM₁₀), reported as PM₁₀  (tonne)
 0
Emissions of (5) lead and lead compounds, reported as Pb  (tonne) 0
Emissions of (6) mercury and mercury compounds, reported as Hg  (tonne) 0
Emissions of (7) non-methane volatile organic compounds (VOCs)  (tonne) 0
Water
Efficiency
Proportion of water reused and recycled by the site to reduce the overall consumptive water demand: 91.6376%
Water Withdrawal
Disclose the freshwater withdrawn in locations with High or Extremely High Baseline Water Stress as a percentage of the total water withdrawn 0.0000%
Disclose the amount of water that was withdrawn from freshwater sources (Megaliters) 1
The amount of water that was withdrawn from
freshwater sources is actually 1.2946
megaliters. We calculate the use of water each
day.  We also ensure rainwater is captured and
recycled or reused.
Water Management
Was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations No
Number of incidents of non-compliance associated with water quality permits, standards, and regulations 0
Water Consumption
Disclose freshwater consumed in locations with High or Extremely High Baseline Water Stress as a percentage of the total water consumed: 0.0000%
Disclose the amount of water that was consumed in its operations (Megaliters) 2
The amount of water consumed is 1.7452
megaliters in the reporting period.
We ensure measurement of all water
consumption on a daily basis and aggregated
monthly.
Energy Management
(1) Total energy consumed in aggregate, in gigajoules (GJ) (hydrocarbons and electricity) 6570
Purchased electricity 29.17 GJ
Hydrocarbon total (1) includes the following:
Gas - 44.55 GJ
Gasoline - 3200.45 GJ
Diesel  - 1260.80 GJ
Jet A1 - 2035.02 GJ
Renewables - 0
(2) Percentage energy consumed that was supplied by grid electricity 0.4414%
(3) Percentage of energy consumed that is renewable energy: 0.0000%
It is not practical to use significant renewable
energy in Aurania's exploration operations
because these camps are all temporary and
mobile.  There is an initiative to use solar panels
to power our geologists’ laptops in the field and
to introduce solar into the mix of electricity
used in the drill camps starting in 2021.
Waste Management
Innovation
Spending on Research, Development, and Technologies for waste management compliance and improvement $55,652
This is the sub total handling cost for:
Non-recyclable waste
Recycled waste
Compostable waste
Dangerous waste
Infectious waste
Other initiatives include Community-operated
laundry serving drill camp - biodegradable
detergent; biodegradable crockery;
rechargeable batteries for use in the drill camp
Describe nature of spending on research, development and technologies for waste management compliance and improvement Please refer to Aurania's documents attached.
1. Environmental Policy
2. Waste Management in the Drill and Fly
Camps

Also see link to Environment section of our
website.

Environment section of Aurania's website
Environmental Policy Waste Management in Drill and Fly Camps
Biodiversity
List the environmental biodiversity management plan(s) implemented at active sites: Please refer to documents attached.
1. Environmental Management Plan (Spanish)
2, Biodiversity, and
3. Indigenous Plant Nursery

Summary of Aurania's Approach to the
Environment
Environmental Plan (Spanish) Biodiversity Indigenous Plant Nursery
1.1 Mine lifecycle stages to which the plan(s) apply
   •  Exploration and appraisal
   •  Restoration
1.2 The topics addressed by the plan(s)
   •  Ecological and biodiversity impacts
   •  Waste generation
   •  Emissions to air
   •  Discharges to water
   •  Natural resource consumption
1.3 The underlying references for its plan(s), including whether they are codes, guidelines, standards, or regulations; whether they were developed by the entity, an industry organization, a third-party organization (e.g., a non-governmental organization, a governmental agency, or some combination of these groups) This is specified in Aurania's Environmental
Management Plan (see above). Also see link to
Environment section of Aurania's website.
Link to the Environment section of Aurania's
website
Does access to the site involve traversing a protected area Yes
Please refer to the Concession Map above in
the "Geographic Scope of Report" section of
the scorecard to view the protected forest area
Aurania works in.  There is also a map in the
document titled "Protected Areas".
Do any of the entities concessions share a watershed with a protected area Yes
Aurania's main project "the Lost Cities- Cutucu
Project" is made up of 42 mineral concessions
in southeastern Ecuador.   The majority of
Aurania’s Project lies within the 344,002Ha
(CARE, 2012; Rivandeira Torres, 2012) Kutukú-
Shaime Protected Forest area and therefore all
concessions share a watershed with a
protected area.  Despite the implication of the
name, these forest areas are not “protected
areas” in the sense of national parks or nature
reserves.  Ecuador’s Protected Forests are
natural areas comprising public-, private-,
and/or community-owned lands and are
created to facilitate the management and
protection of river basins and associated
resources.
Provide context and description of site access involving traversing protected areas, and/or watersheds shared with a protected area. Include reference to measures in place to assure access, any proactive programs to support the biodiversity of the protected area, and any formal complaints or compliance issues and related steps to resolve See supporting document "Protected Areas"
and details below.
Aurania’s Lost Cities – Cutucú Project consists
of 42 mineral concessions granted to Aurania’s
wholly owned Ecuadorian subsidiary,
EcuaSolidus, in December 2016. All 42
concessions are in good standing as of the
Effective Date. The majority of the Property
lies within the 344,002 Ha Kutukú-Shaime
Protected Forest area in which, despite the
designation, mineral exploration and
exploitation are permitted and the designation
has had minimal impact on Aurania’s ability to
obtain the requisite permits to carry out
exploration
across the Property. To date Aurania has all
required permits for exploration of the
Property and has reached access agreements
with multiple indigenous communities within
the Project area.  The Project is easily
accessible from Quito on well-maintained
highways. However, within the Property,
access is poor requiring travel by foot on forest
paths through rugged, densely vegetated
terrain. Rainfall is high year-round, totaling 2-3
m annually. The combination of poor access,
mountainous topography, dense vegetation,
and high rainfall presents challenges to
exploration, but these factors also account for
the lack of modern exploration and the current
opportunity.  See page 129 of Aurania's NI 43-
101 technical report dated Feb 4, 2020 (also on
our website under the heading Technical
Reports).

Environment section of Aurania's website

Refer to Aurania's 2020 NI 43-101 Technical
Report
Tracking frog populations before and after we enter an area
Protected Areas
Confirming and reporting on bird species
Percentage of proved reserves in sites with protected conservation status or in areas of endangered species habitat: 0.0000%
Percentage of probable reserves in sites with protected conservation status or in areas of endangered species habitat: 0.0000%
Percentage of inferred, indicated and measured reerves in sites with protected conservation status or in areas of endangered species habitat: 0.0000%
Social
Scale of the Organization
i. Report the total number of direct employees worldwide (exclude contractors) 52
ii. Report the total number of contract employees worldwide 3
Organizational Profile
ii. Report the total number of operations 3
Aurania has a corporate office in Toronto,
Canada and has projects in Ecuador and Peru.
Report the total number of direct employees by employment type (permanent and temporary), by gender: 52
The employees are divided into 3 main areas.
There are permanent full-time staff, part-time
staff, and temporary workers in field areas,
such as campsites, in Ecuador, for example,
camp cooks, etc. These temporary workers are
CLED classified workers per Ecuadorian
legislation and work for the company on a
temporary basis.  
There are 8 permanent full-time employees in
the Toronto office.
Total number of permanent employees - female 13
Total number of temporary employees - female 1
Total number of permanent employees - male 36
Total number of temporary employees - male 2
Total number of permanent employees - non-binary 0
To the best of our knowledge, there are no
permanent or temporary non-binary
employees. Persons have not disclosed.
Total number of temporary employees - non-binary 0
To the best of our knowledge, there are no
permanent or temporary non-binary
employees. Persons have not disclosed.
Report the total number of contractors by employment type (permanent and temporary), by gender: 852
Ecuador has a special classification for
temporary contract workers or CLEDs. The
following are the basic elements of the
contracts :

•     Each CLED signs a contract – one per year
for a maximum of two years – which allows
each person to work for 180 days in each of
those two years.
•     If a CLED person works for more than 180
days, they must be considered an employee.  
•     At the end of the contract there is no
severance pay.  
•     During the contract, tax is withheld by
Aurania's subsidiary Ecuasolidus S.A.
•     Life insurance & medical insurance:  CLEDs
are affiliated to the IESS (Social Security) for
medical attention.  They don’t have a separate,
company-funded life insurance plan.
Total number of permanent contractors - female 0
Total number of temporary contractors - female 82
These are people who are contracted on a daily
or weekly basis as needed in the field (Ecuador).
Total number of permanent contractors - male 0
Total number of temporary contractors - male 770
These are people who are contracted on a daily
or weekly basis as needed in the field (Ecuador).
Total number of permanent contractors - non-binary 0
Total number of temporary contractors - non-binary 0
Report the total number of employees by employment type (full-time and part-time), by gender: 52
Total number of full-time employees - female 13
Total number of part-time employees - female 1
Total number of full-time employees - male 36
Total number of part-time employees - male 2
Total number of full-time employees - non-binary 0
Total number of part-time employees - non-binary 0
Report the total number of contractors by employment type (full-time and part-time), by gender: 852
Total number of full-time contractors - female 0
Total number of part-time contractors - female 82
Total number of full-time contractors - male 0
Total number of part-time contractors - male 770
Total number of full-time contractors - non-binary 0
Total number of part-time contractors - non-binary 0
Employment
Turnover
Report the total number and rate of employee turnover during the reporting period, by age group, and gender:
All Employees
Total number of turnover (the number that left during the period) 3
We had one female contract employee leave
during the period and another female
permanent employee was appointed during the
period.
Rate of turnover 5.6075%
Female employees
Total number of turnover (the number that left during the period) 1
Rate of turnover 1.8349%
Male employees
Total number of turnover (the number that left during the period) 2
Two male employees (one full-time and one
contract employee) left during the period and
two full-time male employees joined during the
period.
Rate of turnover 0.4723%
Non-binary employees
Total number of turnover (the number that left during the period) 0
Rate of turnover Does Not Apply
Employees aged 30 years old and under
Total number of turnover (the number that left during the period) 0
Rate of turnover 0.0000%
Employees aged between 30 and 50 years old
Total number of turnover (the number that left during the period) 3
We started with 31 and lost 3 employees, but
gained one.
Rate of turnover 10.0000%
Employees over 50 years old
Total number of turnover (the number that left during the period) 0
Rate of turnover 0.0000%
Identify types of employees captured in the turnover rate calculations All employees on the payroll
Occupational Health and Safety
Work-related Injuries
a. For all employees:
i. Total Hours Worked 135200
ii- 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 0
iii. Number of high-consequence work-related injuries (excluding fatalities) 0
Rate of high-consequence work-related injuries (excluding fatalities) 0
iv. Number of recordable work-related injuries 1
A field geologist slipped and fell approximately
10m down a steep slope.  He suffered cuts to
the head and was treated at hospital
emergency and was released the same day.  He
was given 2 weeks rest with pay and thereafter
returned to work full-time.
Rate of recordable work-related injuries 1
v. Main types of work-related injury, e.g. confined space, trips, falls, etc. Slips and falls in wet field conditions and
snakebite.
b. Contractors:
i. Total Hours Worked 257960
ii. 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 0
iii. Number of high-consequence work-related injuries (excluding fatalities) 0
Rate of high-consequence work-related injuries (excluding fatalities) 0
iv. Number of recordable work-related injuries 1
A field guide from a local community slipped
and fell approximately 10m down a steep
slope.  He suffered cuts  to the head and a
concussion.  He was admitted to hospital
released after 3 days.   He was given 4 weeks
rest with pay and continues to work as a part-
time contractor.  Note: this contractor was
injured in the same incident as reported under
employee work-related injury (section a. iv).
Rate of recordable work-related injuries 1
v. Main types of work-related injury, e.g. falls, trips, spills, etc. Slips and falls in wet field conditions and
snakebite.
c. Combined (Employees and Contractors)
Total Hours Worked 393160
Total number of all work-related injuries 2
Rate of work-related injuries 1
c. Report the work-related hazards that pose a risk of high-consequence injury, including:
i. How have these hazards been determined The natural hazards pose the greatest risk for
high-consequence injuries. These include slips
in perpetually wet rainforest environment as
well as venomous snake bite.
ii. Which of these hazards have caused or contributed to high-consequence injuries during the reporting period
 None.
iii. Actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls Aurania's field teams use mountaineering
helmets, harnesses and ropes to minimize the
risk of slips and falls. The Company has secured
anti-venom that is kept refrigerated in its the
drill camps. The Company is looking to secure a
way of keeping anti-venom refrigerated in the
exploration fly-camps that do not have
electricity.
d. Report on actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls Aurania's field teams use mountaineering
helmets, harnesses and ropes to minimize the
risk of slips and falls. The Company has secured
anti-venom that is kept refrigerated in its the
drill camps. The Company is looking to secure a
way of keeping anti-venom refrigerated in the
exploration fly-camps that do not have
electricity.
f. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded, e.g. short-term contractors No workers have been excluded from this
disclosure.
g. Disclose any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used Field based risk analysis.
Accident report
Safety Training
Disclose the average number of training hours provided to its workforce for health, safety, and emergency management training, by direct employees and contractors:
Direct Employees (full-time/part-time): 12
Contractors: 9.42
Diversity and Equal Opportunity
b. Report the percentage of employees per employee category in each of the following diversity categories:
Senior Management:
Total Senior Managers 10
Percent Male 60.0000%
Percent Female 40.0000%
Percent Non-Binary 0.0000%
Percent under 30 years of age 0.0000%
Percent between 30 and 50 years of age 20.0000%
Percent over 50 years of age 80.0000%
Salaried (excluding Senior Management):
Total Middle Managers 39
Percent Male 76.9231%
Percent Female 23.0769%
Percent Non-Binary 0.0000%
Percent under 30 years of age 25.6410%
Percent between 30 and 50 years of age 64.1026%
Percent over 50 years of age 10.2564%
Technical Employees (skilled hourly):
Total Technical Employees 0
Percent Male Does Not Apply
Percent Female Does Not Apply
Percent Non-Binary 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
Production Employees (unskilled hourly):
Total Production Employees 0
Percent Male 0.0000%
Percent Female 0.0000%
Percent Non-Binary 0.0000%
Percent under 30 years of age 0.0000%
Percent between 30 and 50 years of age 0.0000%
Percent over 50 years of age 0.0000%
Contractors
Total Contractors 852
The majority of Aurania's contractors are
temporary contractors that are referred to as
"CLEDs" in Ecuador.  Each CLED signs a
contract with the Company – one per year for a
maximum of two years – which allows each
person to work for 180 days in each of those
two years.
Percent Male 90.3756%
Percent Female 9.6244%
Percent Non-Binary 0.0000%
Percent under 30 years of age 46.5962%
Percent between 30 and 50 years of age 40.8451%
Percent over 50 years of age 12.5587%
Security, Human Rights and Rights of Indigenous People
Identify the countries of operations within World Banks list of “Fragile and Conflict-Affected Situations” None
Describe the nature of any social risks, for all operating countries, that could have a material risk to operations See pages 19-36 of Aurania's Annual
Information Form for the year ended Dec 31,
2020.
There were no changes in risk factors (page 19)
in the most recently filed Management's
Discussion and Analysis for the three months
ended March 31, 2021. Refer to pdf documents
attached and links below.

The company’s relationships with communities
near where it operates, and other stakeholders
are critical to ensure the future success  of
Aurania’s exploration and development
activities on its concessions. The company’s
mineral concessions are located near rural
communities, some of which contain groups
that have been opposed to mining activities in
the past, which may affect the company’s
exploration and development activities in the
short and long term. Furthermore, local
communities may be influenced by external
entities, groups or organizations opposed to
mining activities. In recent years, anti-mining
non-governmental organizations (NGOs) and
indigenous group activities in Ecuador have
increased.

These communities, NGOs and indigenous
groups have taken such actions as civil unrest,
road closures and work stoppages. Such actions
may have a material adverse effect on Aurania’s
operations on its exploration activities and on
its financial position and results of operations.

While the company is committed to operating
in a socially responsible manner, there can be
no assurance that the company’s efforts in this
respect will mitigate this potential risk.

Link to community engagement section of
Aurania's website

Link to regulatory report section of Aurania's
website for 2020 Annual Information Form
Annual Information Form Aurania's Q1 2021 Managements Discussion & Analysis
Percentage of proved reserves that are located in or near areas of active conflict: 0.0000%
The total amount of proved reserves 0
Percentage of probable reserves that are located in or near areas of active conflict: 0.0000%
The total amount of probable reserves 0
Percentage of inferred, indicated and measured reserves that are located in or near areas of active conflict: 0.0000%
Total amount of inferred, indicated and/or measured reserves 0
Percentage of proved reserves that are located in or near areas that are considered to be indigenous peoples’ land: 0.0000%
The total amount of proved reserves
 0
Percentage of probable reserves that are located in or near areas that are considered to be indigenous peoples’ land: 0.0000%
The total amount of probable reserves
 0
Percentage of inferred, indicated and measured reserves that are located in or near areas that are considered to be indigenous peoples’ land: 0.0000%
Total amount of inferred, indicated and measured reserves 0
Describe due diligence practices and procedures with respect to indigenous rights of communities in which it operates or intends to operate Please see link below for information on our
engagement with the many communities,
including indigenous, where our exploration
activities are conducted.
Also refer to Aurania's Community Social
Relations document attached.

Aurania works under the guidelines of the
United Nations Declaration on the Rights of
Indigenous Peoples (UNDRIP) and use the
social risk management framework according
to the Equator Principles.  The Lost Cities –
Cutucu Project is located on land of the
Indigenous Shuar people. Our teams are on a
steep learning curve of insights into Shuar
ancestral knowledge about the environment,
including superfoods and medicinal plants that
are indigenous to the Cutucu mountain range.

Aurania’s first step in the mineral exploration of
the Cutucu Cordillera is to ask permission to
access the land of each community.  The
Community Engagement team flies to remote
airstrips and walks from there to the
surrounding villages to speak to the leaders of
those communities.  This initial engagement is
usually followed by a presentation to the
community of the planned exploration group,
with a video of the nature of the stream
sediment sampling, the fly camps and other key
aspects of initial work.  On acceptance by the
community, guides and assistants are identified
by the community leaders to accompany the
Company’s exploration teams.  An entry date is
scheduled for the geologists and exploration
teams to enter the area, to link up with the
guides and assistants to head to the field for up
to three weeks at a time.

Link to Community Engagement section of
Aurania's website
Community meeting
Community Social Relations
Meeting with government authorities
Discuss practices and list procedures while operating in areas of conflict, e.g. add URL to policies and procedures or other document Not applicable as we do not operate in areas of
conflict.
Labor Relations
Notice Periods
a. Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially
affect them		 2
For Toronto, Canada - where the Head Office is
located - the company and it's employees were,
as the rest of world, impacted by Covid-19 and
the government regulated shutdown. We
provided our employees notification the
instance the Government of Canada mandated
all companies be closed until further notice -
approximately March 16th, 2020.  Our
employees are still working from home as per
government guidelines.  

Ecuador target locations -  please refer to the
link for the March 18, 2020 Press Release

March 18, 2020 Press Release
b.  If your organization is subject to collective bargaining agreements, is the notice period and provisions for consultation and negotiation specified in those agreements: No
Community Relations
Artisanal and Small-Scale Mining
Number of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site (not controlled by company/unauthorized): 0
Percentage of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site 0.0000%
Report the associated risks and the actions taken to manage and mitigate these risks Aurania does not have any sites where artisanal
and small-scale mining (ASM) takes place on, or
adjacent to, the site. Therefore the associated
risks and the actions to manage and mitigate
these risks are not applicable.
Programs
Report on community relations programs, objectives and achievements in the past 3 years Please refer to photos and details of the many
community relations programs Aurania has in
place.
Also see Community Social Relations document
below.

Aurania has a number of programs in place in
Ecuador.  These include but are not limited to:

-Farming programs (plant nursery for local
communities to grow food)

-Purchasing of boots for all the children in the
communities so they can walk more easily to
school and not be affected by parasites and
snake bites.

-Clean water programs.

-Food relief to local communities during the
COVID-19 lockdown.  
The Company purchased eight tonnes of basic
food including rice, beans, lentils and canned
sardines for distribution in 44
communities.  These provisions were dropped
off by road and by aircraft to the remotest
communities for distribution to approximately
970 families by the leaders of the
communities.  A second drop of 10 tonnes of
dried food was delivered to 1,292 families in 49
communities.

Many of these programs were initiated in
conjunction with the Step Forward Foundation.

Interview with Dr. Keith Barron about efforts
towards social responsibility

Link to Community Engagement section of
Aurania's websitete
Plant nursery for education of local communities New boots provided to children in local communities
Water team lead Jonny Puglla taking water samples
Discuss the processes, procedures, and practices to manage risks and opportunities associated with the rights and interests of communities in areas where it conducts business Please refer to our Community Relations
document attached.
Aurania through its subsidiary, Ecuasolidus,
implemented a COVID-19 Protocol during
2020 for all staff and contract workers.  This
protocol can be found on our website.

Human and Indigenous rights, and the right of
nature to be respected, have been enshrined in
the Ecuadorian constitution. Respect for those
individuals and collective rights form the
foundation of Aurania’s relationship with the
community and government.

Our objective is to develop a mutually
beneficial and respectful relationship with local
communities within the direct area of interest
(DAI) of the mineral concessions in Ecuador
(the Project) that have been granted to Aurania
by the Ecuadorian government. By working
with the communities, landowners, and
government, we strive for the mutual
recognition of the rights of these parties as a
means of empowering each one to play a core
role in planning and implementing a strategy
for achieving an economically sustainable
future for the region.

Overview of Community Engagement section
of Aurania's website

COVID-19 Prevention and Action information
on Aurania's website
Completion in training locals to use GPS
Community worker orientation
Community Relations
Report the total number of site shutdowns or project delays due to non-technical factors 1
A shut down occurred due to COVID-19.  The
Company has a COVID-19 Protocol in place.
Report the total aggregate duration of site shutdowns or project delays due to non-technical factors (days) 85
This cumulative number of days for shut-downs
during the reporting period was caused by the
Covid-19 pandemic and affected everyone in
the world.

This was outside the control of Aurania, and the
moment government sanctions lifted to be able
to return to exploration activities we did so
with proper Health and Safety Covid-19
protocol in place.
Ethics
Description of the management system for prevention of corruption and bribery throughout the value chain, e.g. Anti-Corruption Policies and Procedures or other Compliance document Aurania is required to comply with anti-
corruption and anti-bribery laws, including the
Canadian Corruption of Foreign Public Officials
Act, as well as similar laws in the countries in
which the Corporation conducts its business.
Refer to page 33 of our 2020 Annual
Information Form below.  

Also see links to Aurania's website for our 2020
ESTMA Report and Corporate Governance
information, specifically, page 6 of Aurania's
Code of Ethics and Business Conduct

Link to Aurania's website for 2020 ESTMA
Report

Link to Corporate Governance Section -
Aurania's Code of Ethics and Business Conduct
2020 Annual Information Form
Report production in countries that have the 20 lowest rankings in Transparency International’s Corruption Perception Index (Saleable tonne) 0
Governance
Structure
a. Report the governance structure of the organization, including committees of the highest governance body, e.g. the Board of Directors, the Executives, the Board Environment Committee, Board Safety Committee, the Advisory Committee, etc. Aurania's Board of Directors (Board) is elected
by its shareholders to oversee the management
of the business and affairs of the company with
the goal of enhancing the long term value of the
company and its shareholders.
The Board is the company's highest governance
body and is committed to apply the highest
standards of integrity and ethics.  Refer to link
to Aurania's Corporate Governance Manual for
further details.

Corporate Governance section of Aurania's
website
Aurania Organizational Structure as at September 2020 Aurania's Corporate Governance Manual
Committees
b. Report the committees responsible for decision-making on economic, environmental, and social topics,  e.g. the Board of Directors, the Executives, the Board Environment Committee, Board Safety Committee, the Advisory Committee, etc. Aurania has the following committees: - Audit
Committee - Safety, Environment and Social
Responsibility Committee - Nominating,
Compensation and Governance Committee
Please refer to the Corporate Governance
section of our website for committee
information and our Corporate Governance
Manual above.
While Aurania has multiple committees in it's
board governance structure, the committee
directly responsible for decision-making on
environmental, and social topics is the Safety,
Environment and Social Responsibility
Committee, while all economic decisions are
under the purview of the Audit Committee.

Corporate Governance Section of Aurania's
website
Responsibility
a. Has the organization appointed an executive-level position or positions with responsibility for economic, environmental, and social topics , e.g. is it part of the Governance structure of the company, the CFO or internal audit reporting to the Board Yes
It is part of the Governance structure of the
company and the President reports to the
Board on the matter of   economic,
environmental, and social topics.
Reporting Structure
b. Report whether position holders report directly to the highest governance body or CEO Aurania's President, Richard Spencer is the
highest governance individual responsible for
economic, environmental, and social topics, and
reports to the CEO and the Board of Directors
on all related issues.
Consultation Process
Report the processes for consultations between stakeholders and the highest governance body on economic, environmental and social topics, e.g. for most mining companies it would be the executives and operations and not the Board, and if delegated, explain how Please refer to details.
Aurania takes its responsibility to economic,
environmental and social obligations most
seriously and discloses this information and its
processes in consultation to its stakeholders in
multiple ways:
We disclose the appropriate information to all
stakeholders publicly on our website (see links
provided). Our President, Richard Spencer and
our Chair and CEO, Keith Barron, hold one-on-
one meetings with investors and hold
Government and policy stakeholder meetings.

Aurania's Annual and General Meeting of
shareholders includes updates and disclosures
on our economic performance and metrics over
the financial period,  social progress and any
issues identified, exploration progress and
environmental updates to all investors and
stakeholders.  We also host project update
webcasts & conference calls that are open to all
stakeholders on a quarterly basis.

Community & Environment

Social and Community Engagement

Annual Meeting Documents
Composition
Report the composition of the highest governance body and its committees by:
Number of  executive members
2
Number of non-executive members 4
Number of independent members 4
Less than 3 years 4
3-6 - years 1
6-9 years
More than 10 years 1
Lists of each individual’s other significant positions and commitments, and the nature of the commitments, e.g. other boards and executive positions Refer to Directors and Officers chart page 52
of Aurania's 2020 Annual Information Form.
Also, please refer to page 23 of Aurania's
Management Information Circular for the year-
ended Dec 31, 2020.

Board section of Aurania's website
Annual Information Form for the Year Ended December 31, 2020 Management Information Circular
Number of Male governance body members 5
Number of Female governance body members 1
Number of members from under-represented social groups 1
Description of  competencies relating to economic, environmental, and social topics Please refer to link that outlines the CVs of
each of the Board of Directors of Aurania
Resources Ltd.
Please also refer to pages 25-29 of our
Management Information Circular for the year-
ended 2020 (above).

Management and Board of Directors section of
Aurania's website
Management Information Circular
 Description of stakeholder representation Aurania's Chairman & CEO beneficially holds,
controls or directs, directly or indirectly
through Bambazonke Holdings Ltd., a
corporation controlled by Dr. Barron,
19,885,028 Common Shares, representing
approximately, 45% of the issued and
outstanding common Shares on a non-diluted
basis as at Dec 31, 2020.
Board Diversity
If availabile, provide a link to the entity's Board Diversity Proxy Statement or attach the related document Please refer to details and link.
A general statement about diversity can be
found on the Corporate Governance page of
Aurania's website.

Corporate Governance Section of Aurania's
Website
Corporate Governance Manual Board of Directors Charter
Non-Executive Director
a. Is the chair of the highest governance body also an executive officer in the organization Yes
b. If the chair is also an executive officer, describe his or her function within the organization’s management and the reasons for this arrangement Dr. Keith Barron, Ph.D., is the Chair of the
Board and CEO of Aurania Resources Ltd.
Aurania's subsidiary in Ecuador, EcuaSolidus S.
A., was originally a private company with a
majority ownership held by Dr. Keith Barron,
until it was acquired by Aurania in 2017. Dr.
Barron holds a significant shareholding in
Aurania.
Conflicts of Interest
a. Report the processes for the highest governance body to ensure conflicts of interest are avoided and managed, e.g. list procedures We have identified the conflict of interest of
having the CEO also as the Chair of the Board
as well as a major shareholder of the Company.
First, we have identified the risk and Aurania is
transparent in dealing with this risk.

Mitigation is mainly via the appointment of a
lead director (on March 4, 2020) who is also an
independent board member.  This appointment
was noted in the MD&A for the three months
ended March 31, 2020 - see attached.

Regulatory reports section for 2020 on
Aurania's website

Annual meeting documents on Aurania's
website
MD&A Q1 2020 2020 Annual Information Form
b. Report whether conflicts of interest are disclosed to stakeholders, including, as a minimum: Yes
We disclose any conflicts of interest in our
2020 Annual Information Form  (found above
and on our website under the Regulatory
Reports section found under the Investor tab).
i. Cross-board membership Yes
Please refer to page 23 of Aurania's
Management Information Circular for the year-
ended Dec 31, 2020 (see above).
ii. Cross-shareholding with suppliers and other stakeholders No
None of the Board of Directors have significant
or activist amounts of shares in  other
companies for disclosure, for example, over
10% holdings.
iii. Existence of controlling shareholder Yes
Dr. Keith Barron, Founder, Chair and CEO is a
controlling shareholder.  Please refer to details
above for any and all conflicts of interest,
mitigation and risk mitigation.
iv. Related third party disclosures Yes
AIF

2020 Q3 Financial Statements
Transparency
a. Report the highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental, and social topics The Safety, Environment and Social
Responsibility Committee of the Board of
Directors is the highest governance body
relating to economic, environmental and social
topics.
See page 54 of Aurania's 2020 Annual
Information Form.

Link to Corporate Governance section of
website
Annual Information Form
a. Report on the measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental, and social topics, e.g. board training We do not have formal board training in place,
but we do at a minimum review all items related
to economic, environmental and social topics
with board members on a quarterly basis.
Aurania is looking to implement a training
program for all board members in the next
reporting period including the addition of a
policy to that effect.
d. Report the actions taken in response to evaluation of the highest governance body’s performance with respect to governance of economic, environmental, and social topics, including, as a minimum, changes in membership and organizational practice, (response to external evaluations) Please refer to description below.
Aurania's President shall be evaluated on ESG
performance on a six-monthly basis by the
Nominating, Compensation and Governance
Committee.  

The evaluation shall be based on:

1. Environmental performance: meeting or
exceeding the objectives laid out in the annual
ESG report by maintaining the ISO14001
registration and meeting or exceeding the
environmental footprint mitigation targets.  

2. Social: The Company’s effectiveness in
maintaining access agreements with the
communities in the Project area in good
standing - the goal being to access the whole of
the Project area.  

3. Governance: maintain standard governance
requirements as laid out in the annual ESG
report with special focus on zero tolerance of
corruption while striving for greater social
inclusion in the workplace and in the Company’
s interaction with the
communities.  Maintaining effective
communication with all stakeholders including
shareholders, government, communities,
employees, contractors.
a. Report the highest governance body’s role in identifying and managing economic, environmental, and social topics and their impacts, risks, and opportunities – including its role in the implementation of due diligence processes, (committee roles) Refer to page 54 of Aurania's 2020 Annual
Information Form under the section titled
Safety, Environment and Social Responsibility.
Annual Information Form
Annual Information Form for the Year Ended Dec 31, 2020
b. Is stakeholder consultation used to support the highest governance body’s identification and management of economic, environmental, and social topics and their impacts, risks, and opportunities, and if delegated, explain how Yes
Remuneration
b. Report how performance criteria in the remuneration policies relate to the highest governance body’s and senior executives’ objectives for economic, environmental, and social topics Please refer to details attached.
Aurania's Board has a  Compensation,
Nomination and Governance Committee that is
responsible for the overarching review of  all
items that contribute to the well-being of the
corporation, both human and financial.  

See page 53 of our 2020 Annual Information
Form for Committee descriptions.  Also refer to
page 9 of Aurania's Management Information
Circular below. As such, while no specific
compensatory policy exists in 2020 for
objective targets, the Committee does review
how the company has performed in economic
and other measures to determine their bonus
structure.

The Safety, Environment and Social
Responsibility Committee, as discussed on page
28 of the Management Information Circular for
the year ended Dec 31, 2020 (dated May 12,
2021)  is responsible for the review of all ESG
items and report to the larger Board on impacts
that may also affect the financial or human well
being of the company.

For example, though bonuses are discussed in
relation to the above referenced committees,
the results would be sent to the Compensation
Committee for ultimate review and
approval.  Thus, there are multiple levels of
review and approval that are in line with
Aurania's good governance best practices.

We are in the midst of reviewing and expect to
have a resulting process in 2021 on how
performance criteria in the remuneration
policies may be updated to include ESG impacts
to Aurania's well being, both human and
financial.

Link to Corporate Governance section of
Aurania's website

Link to the Annual Meeting document section
of Aurania's website
Annual Information Form Management Information Circular
a. How are stakeholders’ views sought and taken into account regarding remuneration Aurania has been in existence since 2007,
however, actual exploration activities in
Ecuador did not commence until 2017 when we
commenced our initial airborne geophysical
survey in the latter half of that year.
To date we have had numerous stakeholder
meetings where Aurania ensures total
transparency with all institutional or private
investors, and stakeholders,  and this subject
has not been raised by any of the companies or
individuals.

All such remuneration or financial disclosures
related to remuneration can be publicly viewed
in our Management Information Circular and
our Audited Annual Financial Statements.
b. If applicable, report the results of votes on remuneration policies and proposals All items related to remuneration policies and
proposals are dealt with by Aurania's Board
Compensation Committee. Please refer to the
link noted in details below and documents
under Remuneration to access information
about the Nominating, Compensation and
Governance Committee.
http://www.aurania.
com/corporate/governance/
Stakeholder Engagement
a. Percentage of total direct employees covered by collective bargaining agreements: 0.0000%
There are no employees covered by collective
bargaining agreements.
Anti-corruption
Policies and Practices
di. Total number of governance body members that have received training on anti-corruption 6
General Counsel for Toronto and Counsel for
Ecuador provide regular updates and training
sessions for all governance body members.
Typically twice annually.
dii. Percentage of governance body members that have received training on anti-corruption: 100.0000%
e. Report the total number and percentage of employees that have received training on anti-corruption, broken down by employee category:
e1a. Total number of employees that received training on anti-corruption 52
Aurania takes its obligations in upholding anti-
corruption best practices seriously.
We provide training to all members of our
company, whether in field, at site or in our
corporate headquarters.  We did not take
attendance at the sessions provided in 2020,
but do give training in anti-corruption in all
areas of the company each quarter.

We are reviewing our practices and policies and
are developing a more fulsome tracking of
attendance in 2021.
Total number of employees 52
e1b. Percentage of employees that received training on anti-corruption 100.0000%
e2a. Total number of senior employees that received training on anti-corruption 10
Total number of senior employees   10
e2b. Percentage of senior employees that received training on anti-corruption 100.0000%
e3a. Total number of middle management employees have received training on anti-corruption 39
Total number of middle management employees 39
e3b. Percentage of middle management employees have received training on anti-corruption 100.0000%
e4a. Total number of technical employees that received training on anti-corruption 0
Total number of technical employees 0
e4b. Percentage of technical employees that received training on anti-corruption Does Not Apply
e5a. Total number of production employees that received training on anti-corruption 0
Total number of production employees 0
e5b. Percentage of production employees that received training on anti-corruption Does Not Apply
e6a. Total number of administrative employees that received training on anti-corruption 4
Office in Quito, Ecuador - 2 administrative staff
Toronto HO - 2 administrative staff
Total number of administrative employees   4
e6b. Percentage of administrative employees that received training on anti-corruption 100.0000%
Tax
a. Describe the approach to stakeholder engagement and management of stakeholder concerns related to tax, including:
i. the approach to engagement with tax authorities Aurania retains third party tax specialists to
advise the Company on its tax compliance and
regulatory filings.
ii. the approach to public policy advocacy on tax Aurania keeps up to date with public policy
affecting its exploration operations through its
tax and legal advisors and will advocate as
required and when appropriate.
iii. the processes for collecting and considering the views and concerns of stakeholders, including external stakeholders Please refer to document attached.
All financial information as published in our
Annual Financial Statements and in our
Management Information Circular and/or
Quarterly Financials are reviewed and
discussed with stakeholders and investors.

Tax considerations and impacts are addressed
as and when required.

Regulatory Reports page on Aurania's website

Annual General Meeting documents on
Aurania's website
Combined Management Information Circular and Annual Financial Statements
Climate Change
Oversight
Is there board-level oversight of climate-related issues within your organization Not currently but we plan to do so within the
next two years
Safety, Environmental and Social Responsibility
Committee will have purview of this mandate in
2022.
Responsibility
Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues: Chief Executive Officer (CEO)
Nature of primary responsibility Managing climate-related risks and
opportunities
Reporting
Frequency of reporting to the board on climate-related issues As important matters arise
Incentives
Do you provide incentives for the management of climate-related issues, including the attainment of targets No, not currently but we plan to introduce
them in the next two years
We are looking at all items related to air quality
to address how we can lower or improve
impacts. For example, we are in the midst of
changing the livery vehicles that work for
Aurania so they are more air quality efficient.
Risk and Opportunity Management
Does your organization have a process for identifying, assessing, and responding to climate-related risks and opportunities No-We are planning to introduce a climate-
related risk management process in the next
two years
We are planning on developing a process and
policy related to identifying, assessing and
responding to climate-related risks and
opportunities.

At this time, one opportunity identified and
practiced are the use of cisterns for the
collection of rain water for use in our drills at all
drill sites.
Risk Assessments
Have you identified any inherent climate-related risks with the potential to have a substantive financial or strategic impact on your business No - Risks exist, but none with potential to have
a substantive financial or strategic impact on
business
Opportunity Assessments
Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business: Yes, we have identified opportunities but are
unable to realize them
Aurania's exploration project in Ecuador is in a
location where there is substantial rainfall. The
project, which lies at the transition from the
Andes to the Amazon Basin, receives 2-3m of
rainfall annually, supporting dense tropical
vegetation. Therefore, we take the opportunity
to collect rain water to use for our drills and
drill programs at all target sites.
Strategy
Have climate-related risks and opportunities influenced your organization’s strategy and/or financial planning No
Water Management
Quality and Quantity Dependency
Rate the importance (current and future) of freshwater quality and quantity to the success of your business:
Direct use importance rating Important
Water Management
Indirect use importance rating Not very important
Rate the importance (current and future) of sufficient quantity of recycled, brackish and/or produced water for the success of your business:
Direct use importance rating Important
Indirect use importance rating Not very important
Risk Assessments
Does your organization undertake a water-related risk assessment Yes, water-related risks are assessed
Aurania has a dedicated water risk-assessment
review performed by Mr. Jonny Puglla,
Manager of the Water Team.
In Ecuador, SENAGUA is the national water
authority and Mr. Puglla deals with SENAGUA
in all relevant water items, including permits.
Select the options that best describe your procedures for identifying and assessing water-related risks:
i. Coverage Full
ii. Risk Assessment Procedure Water risks are assessed as part of an
enterprise risk management framework
Not only does Aurania take it's water related
impacts and assessments seriously with the
implementation of an enterprise level Water
Team, but the head of said team, Mr. Jonny
Puglla also helps neighbouring communities in
which we work by educating the elders or
leaders on water purification techniques.
iii. Frequency of Risk Assessment More than once a year
iv. How far into the future are risks considered 1 to 3 years
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
Provide details of identified risks in your direct operations with the potential to have a substantive financial or strategic impact on your business, and your response to those risks:
Opportunity Assessments
Have you identified any water-related opportunities with the potential to have a substantive financial or strategic impact on your business: Yes, we have identified opportunities, and some
or all are being realized
Opportunity 1
Type of opportunity Efficiency: Improved water efficiency in
operations
Opportunity timeframe 1 to 3 years
Magnitude of potential impact Medium-high
Potential impact financial figure and explanation Aurania's Project receives 2-3m of rainfall
annually; we do not foresee any deviation in
being able to collect rainwater.
However, in the almost impossible scenario of
not having rain water for the use of all drill
programs at all targets, we would have to
purchase water or develop a method of
directing water from a nearby source. The cost
of the above has not been assessed due to the
prevailing amount of rain water.
Responsibility
Provide the highest management-level position(s) or committee(s) with responsibility for water-related issues President
Policy
Does your organization have a documented water policy Yes, we have a documented water policy but it
is not publicly available
Please refer to Aurania's Water Management
document and the water management section
on our website.

Water Management section of Aurania's
website
Water Management Document
Training community members in methods of water purification
Water team lead Jonny Puglla taking water samples for analysis
Select the options that best describe the scope and content of your organizations' water policy
   •  Reference to international standards and
widely-recognized water initiatives
   •  Commitment to water-related innovation
   •  Commitment to stakeholder awareness
and education
   •  Commitment to water stewardship and/or
collective action
   •  Commitment to safely managed Water,
Sanitation and Hygiene (WASH) in the
workplace
   •  Commitment to safely managed Water,
Sanitation and Hygiene (WASH) in local
communities
   •  Acknowledgement of the human right to
water and sanitation
Reporting
Frequency of reporting to the board on water-related issues As important matters arise
Incentives
Do you provide incentives to C-suite employees or board members for the management of water-related issues No, and we do not 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: Yes, water-related issues are integrated
If water-related issues are integrated into any aspects of your long-term strategic business plan, please describe further Refer to Water Management document under
Water Management Policy section of ESG
report.
Link to Water Management section of
Aurania's website
If water-related issues are integrated into any aspects of your long-term strategic business plan, identify the associated long-term time horizon 5-10 years
This document was prepared using
, Planet Earth's complete ESG reporting solution.