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2020 Excellon Resources Inc. |
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Published on February 8, 2022 |
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Excellon Resources Inc. is advancing a precious metals growth pipeline that includes: Platosa, Mexico’s highest-grade silver mine since production commenced in 2005; Kilgore, a high-quality advanced exploration gold project in Idaho with strong economics and significant growth and discovery potential; and an option on Silver City, a high-grade epithermal silver district in Saxony, Germany with 750 years of mining history and no modern exploration.
PRODUCTION Mexico - Platosa Platosa is one of Mexico’s highest-grade silver mines and is 100% owned by Excellon Resources Inc. Initially acquired in 1996, the property now encompasses 11,000 hectares in the State of Durango, north-central Mexico.
The Platosa Mine is an underground operation accessed by a ramp. Most of the mining at Platosa has occurred from flat-lying massive sulphide bodies (mantos). In 2019, the Platosa mine transitioned the mining method from cut and fill/drift and fill to an overhand cut and bench method to improve the overall mining cycle efficiency. Ore produced from the mine is crushed on-site and transported 200 km south for processing at the Miguel Auza mill located in the State of Zacatecas within the Evolución Property.
RESOURCE GROWTH Mexico - Evolución The Evolución property covers 45,000 hectares (450 km2) and 35 kilometres of strike in one of the world’s premier silver districts. The property includes a mineral processing facility, which the Company utilizes to process ore from its Platosa Mine in the state of Durango, Mexico. The mineral processing facility currently has a capacity of 800 tonnes per day (“tpd”), with a 650 tpd ball mill in operation and a second 150 tpd ball mill on standby, with opportunities available for further expansion. Ample capacity remains available to process increased Platosa Mine production and potential new discoveries at either Platosa or Evolución, along with toll milling opportunities.
USA - Kilgore The Kilgore project is a caldera-related epithermal gold deposit with current Indicated Resource of 44.6 million tonnes at 0.58 g/t Au for 825,000 ounces Au and an Inferred Resource of 9.4 million tonnes at 0.45 g/t Au for 136,000 ounces Au. Drilling in the 1980s revealed the potential for mineralization well outside of the existing resource area, with limited follow-up to date.
USA - Oakley The Oakley Project hosts gold-silver, epithermal hot spring-type mineralization at two targets: Blue Hill Creek and Cold Creek, and detachment-related gold-silver mineralization at Matrix Creek.
DISCOVERY Germany – Silver City The Silver City Project is comprised of the Bräunsdorf, Frauenstein, Mohorn and Oederan exploration licenses amounting to the approximately 340 km2 silver district in Saxony, Germany. It is situated west of the city of Freiberg (30 kilometres southwest of Dresden) in the historic Freiberg mining district. The exploration licenses and surrounding area have only been explored and/or mined to shallow depths seldom exceeding 200 meters below the surface. |
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Disclaimer and Forward Looking Statements |
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Company Profile |
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Organizational Profile |
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Name |
Excellon Resources Inc. |
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Describe nature of activities, brands, products and services |
Our vision is to create wealth by realizing strategic opportunities through discipline and innovation for the benefit of our employees, communities and shareholders. |
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The company is advancing a precious metals growth pipeline that includes: Platosa, Mexico’s highest-grade silver mine since production commenced in 2005; Kilgore, a high-quality gold development project in Idaho with strong economics and significant growth and discovery potential; and an option on Silver City, a high-grade epithermal silver district in Saxony, Germany with 750 years of mining history and no modern exploration. The company also aims to continue capitalizing on current market conditions by acquiring undervalued projects. |
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Link to Corporate Website |
http://www.excellonresources.com/ |
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Industry Classification |
NAICS: 21222 Gold and silver ore mining 21223 Copper, nickel, lead and zinc ore mining |
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Market Capitalization |
$0-$100Million USD |
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Type of Operations |
Primarily production oriented |
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Company Headquarters |
Toronto, Canada |
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Link to company's statements of: Purpose, Vision, Mission and Values; Sustainability/ESG strategy; previously published Sustainability/ESG performance or reports. (URL) |
http://www.excellonresources.com/corporate- responsibility/ |
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Strategy
Corporate Responsibility Report |
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ESG Accountability |
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Role and Name of highest authority within company for Environment, Social and Governance strategy, programs and performance. |
Brendan Cahill, President and CEO |
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ESG Reporting Period |
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Unless otherwise noted, all data contained in this report covers the following period: |
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From |
2020-01-01 |
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To |
2020-12-31 |
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Geographic Scope of Report |
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Unless otherwise noted, the data in this report covers ESG matters related to the following locations of operations |
Mexico |
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This report is limited to our operations in Mexico and includes performance data from the Platosa Mine located in the State of Durango and our production mill, Miguel Auza located in the State of Zacatecas. |
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Excellon's projects locations |
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Identify notable exclusions, and reference any existing or planned reports that do or will address these (e.g, assets recently divested or acquired, non-managed joint ventures, specific exploration activities, recently closed sites, etc.) |
The data contained in this ESG report excludes information from the following projects:
• USA – Kilgore • USA – Oakley • Germany – Silver City • Mexico – Explorations
For 2021, the company will evaluate the inclusion of these projects in the ESG report. |
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Fragile and Conflict-Affected Situations |
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Identify all of the entity's countries of operations that align with the World Bank's list of "Fragile and Conflict-Affected Situations" |
None |
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Business Operations Scope of Report |
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Identify notable exclusions, and reference any existing or planned reports that do or will address these (e.g, assets recently divested or acquired, non-managed joint ventures, specific exploration activities, recently closed sites, etc.) |
This report does not include our exploration activities in Mexico, the United States or Germany. |
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Mineral Resource Types in Scope |
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Which of the following mineral resource types are covered by this report |
• Inferred • Indicated |
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For further information on mineral resource types held by Excellon Resources Inc. please review the following presentation.
Corporate Presentation - November 2021
Mineral Resources |
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Mineral Reserve Types in Scope |
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Which of the following mineral reserve types are covered by this report |
None |
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For further information please review the following presentation.
Corporate Presentation - November 2021 |
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Currency |
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Unless otherwise noted, all financial figures referenced in this report are in the following currency |
USD |
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Audit Status |
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Identify the degree to which any inputs of the report are third-party checked: |
Self-Declared |
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Raw Material Produced |
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Identify the total amount of each raw material produced |
6360.191 |
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Metals: |
6360.191 |
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Aluminium (Al) (tonne) |
0 |
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Lead (Pb) (tonne) |
2935.032 |
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Lithium (Li) (tonne) |
0 |
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Palladium (Pd) (tonne) |
0 |
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Silver (Ag) (tonne) |
28.285 |
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Zinc (Zn) (tonne) |
3396.874 |
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Organizational Profile |
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Provide a list of externally-developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, or which it endorses, e.g., GRI, UN Global Compact |
For the purposes of this report, we are disclosing information in adherence to the following ESG standards: • CDP - Carbon Disclosure Project • GRI - Global Reporting Initiative • GRI Comprehensive - Global Reporting Initiative - Comprehensive • GRI Core - Global Reporting Initiative - Lite • GRI MM Supplement - Global Reporting Initiative - Mining and Metals Supplement • ICMM - The International Council on Mining and Metals • ISS - ISS ESG Governance Quality Score • ONYEN - Institutional and Investor Questions • PRI - Principles of Responsible Investing - UN Funded • SASB - Sustainability Accounting Standards Board • SASB Modified - Sustainability Accounting Standards Board - Modified • UGC - UN Global Compact |
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Strategy |
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Provide a statement from the most senior decision-maker of the organization (i.e., 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) |
Vision: To create wealth.
Mission: We realize strategic opportunities through discipline and innovation for the benefit of our employees, communities and shareholders. |
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Excellon Strategy |
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CEO Statement |
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CEO - Brendan Cahill |
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Provide a description of key impacts, risks, and opportunities, |
The Company’s business entails exposure to certain risks, including but not limited to political risk associated with operating in foreign jurisdictions; environmental risks associated with mining water management at the Platosa mine and Tailing Management at Miguel Auza; surface rights and access; and risks associated with labour relations issues with the union. |
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These risks have been discussed in the company’s most recent Technical Report and MD&A.
Visit the following links for more information.
Technical Report for the Platosa Polymetallic (Silver, Lead and Zinc) Mine, Mexico
Annual & Interim Reports |
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Ethics and Integrity |
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Provide a description of the organization’s values, principles, standards, and norms of behaviour |
The mission of Excellon Resources Inc. is to provide strategic opportunities through discipline and innovation for the benefit of our employees, communities and shareholders. |
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Please refer to the company's: 1. Code of Business Conduct and Ethics 2. Corporate Responsibility Policy 3. Corporate Values
Corporate Values
Code of Conduct and Ethics |
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Corporate Responsibility Policy |
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Environment |
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Compliance |
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a. Report fines and non-monetary sanctions for non-compliance with environmental laws and/or regulations in terms of: |
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i. Total monetary value of significant fines |
0 |
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ii. Total number of non-monetary sanctions |
0 |
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iii. Cases brought through dispute resolution mechanisms |
1 |
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In 2020, during a technical visit to our operations in the Miguel Auza unit, SEMARNAT (Mexican Environmental Authority) observed inert quarry material in an unauthorized area (<1ha), for which the authority proceeded to open a sanctioning process against the company and assigned a fine of US$870.
In 2021, the reclamation plan for this area will be presented to the Mexican Environmental Authority for approval. Our goal is to complete this reclamation project by the end of 2022. |
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Greenhouse Gas Emissions |
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Scope 1 |
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For your operations, disclose the gross global Scope1 greenhouse gas (GHG) emissions to the atmosphere of the seven GHGs covered under the Kyoto Protocol (tonne CO₂-e): |
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Carbon dioxide (CO₂) (tonne CO₂-e) |
1230.555 |
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Methane (CH₄) (tonne CO₂-e) |
0.519 |
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Nitrous oxide (N₂O) (tonne CO₂-e) |
241.38 |
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Hydrofluorocarbon-23 (CHF₃) (tonne CO₂-e) |
0 |
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Hydrofluorocarbon-32 (CH₂F₂) (tonne CO₂-e) |
0 |
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Sulphur hexafluoride (SF₆) (tonne CO₂-e) |
0 |
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Nitrogen trifluoride (NF₃) (tonne CO₂-e) |
0 |
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Perfluoromethane (CF₄) (tonne CO₂-e) |
0 |
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Perfluoroethane (C₂F₆) (tonne CO₂-e) |
0 |
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Perfluorobutane (C₄F₁₀) (tonne CO₂-e) |
0 |
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Perfluorohexane (C₆F₁₄) (tonne CO₂-e) |
0 |
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The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) |
1472.454 |
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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. |
100.0000% |
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Mexico does not currently have GHG emissions regulations, or a policy framework intended to limit or reduce emissions directly.
GHG emissions regulations and policies are being developed for potential deployment in 2022. Currently, Mexico requires the reporting of > 250,000 CO2 emissions to the federal government. |
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The entity shall discuss its long-term and short-term strategy or plan to manage its Scope 1 greenhouse gas (GHG) emissions. |
Excellon Resources Inc (2020) is planning to evaluate its GHG footprint and analyze strategies to set GHG targets in the coming years. |
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Intensity Ratio |
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The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) |
1472.454 |
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a. GHG emissions intensity ratio for the organization |
0 |
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Air Emissions |
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Report emissions of air pollutants that are released into the atmosphere: |
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Emissions of carbon monoxide, reported as CO (tonne) |
1230.555 |
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Emissions of oxides of nitrogen (NOx), reported as NOx (tonne) |
241.38 |
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Emissions of oxides of sulphur (SOx), reported as SOx (tonne) |
0 |
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Emissions of Particulate Matter 10 micrometres or less in diameter (PM₁₀), reported as PM₁₀ (tonne)
|
0 |
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Emissions of lead and lead compounds, reported as Pb (tonne) |
19.55 |
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Emissions of mercury and mercury compounds, reported as Hg (tonne) |
0 |
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Emissions of non-methane Volatile Organic Compounds (VOCs) (tonne) |
0 |
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Energy Management |
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Total energy consumed in aggregate, in gigajoules (GJ) (hydrocarbons and electricity) |
214362 |
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In 2020, 76% of the Energy consumed in our units came from the Federal Electricity Commission (CFE) of Mexico and 24% from Iberdrola suppliers. |
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Percentage energy consumed that was supplied by grid electricity: |
100.0000% |
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Percentage of energy consumed that is renewable energy: |
22.3933% |
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22.3% of the energy consumed by Excellon Mexico came from renewable sources, while 82% came from clean energy sources such as natural gas, wind turbines and solar power (CFE and Iberdrola reports). |
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Energy Consumption |
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a. Report the total fuel consumption within the organization from non-renewable sources, in joules or multiples, and including fuel types used |
214362 |
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b. Report the total fuel consumption within the organization from renewable sources, in joules or multiples, and including fuel types used, e.g., biomass, hydro-electric power or bioenergy |
48002.67 |
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e. Report the total energy consumption within the organization based on the total of all the categories |
214362 |
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Intensity |
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Absolute energy consumption for all countries (terajoules, TJ) |
214362 |
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Absolute energy consumption (terajoules, TJ) |
214362 |
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Water |
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Efficiency |
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Proportion of water reused and recycled by the site to reduce the overall consumptive water demand: |
60.3440% |
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Excellon Resources Inc. is aware of the impact that efficient water management can have on the environment. This is why at our Miguel Auza unit, almost 60% of the water used in the mill is recycled and comes from the reservoir created by the tailings dam. |
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Intensity |
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Total volume of water consumed per tonne/unit of material moved, ore mined, ore processed: |
0.3508% |
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Water Management |
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Disclose the amount of water that was withdrawn from freshwater sources (in thousands of cubic meters): |
92 |
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Protect the water - campaign with the community |
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Dust suppression in access roads |
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Windbreak curtain |
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Excellon Water Management and Use |
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Disclose the freshwater withdrawn in locations with High or Extremely High Baseline Water Stress as a percentage of the total water withdrawn |
100.0000% |
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Because our Miguel Auza mill is located in a high Baseline Water Stress area, we recycle 60% of the water we consume. The balance of the remaining 40% of the water used is extracted and comes from the "Martinez Shaft" located within our property. |
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Disclose freshwater consumed in locations with High or Extremely High Baseline Water Stress as a percentage of the total water consumed: |
39.6552% |
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Our Miguel Auza unit has a concession permit for an annual extraction volume from the El Palmar aquifer that represents 0.7% of the total extracted volume allowed in the aquifer (54.1hm3) and represents only 0.4% of the total water available in the aquifer (72.3hm3).
Estimates are based on the information obtained from the “Average Annual Water Availability in the El Palmar Aquifer Report” produced by the Mexican National Water Authority (CONAGUA, 2020). |
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Disclose the amount of water that was consumed in its operations (in thousands of cubic meters) |
232 |
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Given the effective water management practices implemented by the Miguel Auza unit, the actual volume extracted in 2020 was 0.092 hm3, which is equivalent to 0.1% of the total water available and is less than 30% of the volume allowed by the concession permit. |
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Was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations |
No |
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Total number of instances of non-compliance, including violations of a technology-based standard and exceedances of quality-based standards. |
0 |
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Water and Effluents |
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Water Discharge |
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Report any contextual information necessary to understand how the data was compiled, including standards, methodologies, and assumptions |
336 |
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Waste Management |
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Total amount of tailings waste generated by the entity during the reporting period (tonne) |
52969 |
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Percentage of tailings waste that was recycled during the reporting period: |
0.0000% |
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Although the tailings produced by the company are not reused or retreated, environmental regulations established by the Mexican National Environmental Authority (SEMARNAT), classify the tailings as non- hazardous as their potential to generate acid drainage is null. |
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Total amount of mineral processing waste generated by the entity during the reporting period (tonne), e.g., tailings and slag
|
52969 |
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Percentage of mineral processing waste that was recycled during the reporting period: |
0.0000% |
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Tailings management facility II (TMF 2) |
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Piezometers monitoring |
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Air quality control |
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Excellon Tailings Storage and Control |
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Tailings impoundments according to the following U.S. Mine Safety and Health Administration (MSHA) hazard potential classification: |
2 |
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Excellon Resources Inc. has one operating tailings impoundment. The previous tailings dam, known as Tailing Management I (TMF 1), is closed.
Excellon Responses to Tailings Management Questions |
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Excellon Tailings Management |
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Innovation |
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Spending on Research, Development, and Technologies for waste management compliance and improvement |
$14,100.00 |
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In 2020, to improve the waste management performance of our workers, Excellon Resources Inc. initiated the implementation of an environmental education and informative signage program regarding the classification of waste in each unit. In 2020, both units generated 194TN of waste. Nearly 50% of this waste was recycled. |
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Describe nature of spending on Research, Development and Technologies for waste management compliance and improvement |
Both operating units have an Environmental Management Plan (part of the Environmental Impact Assessment) approved by the Mexican environmental authority, SEMARNAT. |
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The results of these plans are reported to the authority every six months. These plans must be followed throughout the life cycle of the projects.
In order to meet the current needs of the units, these Waste Management Plans are constantly updated. By 2021, there will be an updated version of the waste management plans for both the Platosa and the Miguel Auza unit, which could not be concluded in 2020 due to the COVID-19 pandemic. |
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Waste management informative signage |
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Recycling campaigns in operation |
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Solid waste segregation |
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Excellon Waste Management |
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Biodiversity |
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List the environmental and biodiversity management plan(s) implemented at active sites |
We have identified flora and fauna species in the areas of operation, and none of these species are endemic or in danger of extinction. |
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Please see the attached document for a description of our biodiversity management plan and procedures. |
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Reptiles relocation |
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Typical rattlesnake in the area |
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Species relocation |
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Ringtails in the desert |
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Excellon Biodiversity Management |
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Rattlesnake relocation |
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1.1 Mine lifecycle stages to which the plan(s) apply |
• Site development • Production • During closure • Decommissioning • Restoration |
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1.2 The topics addressed by the plan(s) |
• Ecological and biodiversity impacts • Waste generation • Noise impacts • Emissions to air • Discharges to water • Natural resource consumption • Hazardous chemical usage |
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1.3 The underlying references for its plan(s), including whether they are codes, guidelines, standards, or regulations; whether they were developed by the entity, an industry organization, a third-party organization (e.g., a non-governmental organization, a governmental agency, or some combination of these groups) |
In Mexico, our Environmental and Biological Management Plans are in compliance with the federal environmental authorities' regulations.
Please refer to the attached document: Summary of the National Environmental Regulations Applied In Our Units In Mexico. |
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Excellon Resources Inc. is a member of the Mining Association of Canada (MAC) which spearheaded the Towards Sustainable Mining (TSM) protocols that help its members responsibly manage environmental, social and governance performance.
As part of our Sustainability program Excellon has finalized a gap analysis between host government regulations and TSM environmental guidelines and upgrades to the programs have been implemented. |
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Summary of the National Environmental Regulations Applied In Our Units In Mexico |
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Percentage of its mine sites (by annual production output from mines in metric tons) where acid-generating seepage into surrounding surface water and/or groundwater is: predicted to occur |
0.0000% |
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As mentioned in the Tailings Management section, to measure the hazardous level and acidity of the tailings, we conducted the CRETI (corrosive, reactive, explosive, toxic, and flammable) test, the Toxicity test, and the Metal Mobility tests, and the results prove that our tailings are not considered dangerous and that their potential to generate acid drainage is null. |
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Percentage of mine sites (by annual production output from mines in metric tons) where acid-generating seepage into surrounding surface water and/or groundwater is: actively mitigated |
0.0000% |
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Percentage of mine sites (by annual production output from mines in metric tonnes) where acid-generating seepage into surrounding surface water and/or groundwater is: under treatment or remediation |
0.0000% |
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Does access to the site involve traversing a protected area |
No |
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In Mexico, there is a total of 182 Natural Protected Areas (NPA), none of which are intercepted by the Platosa mine, the Miguel Auza unit, or their access roads. |
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Do any of the entities concessions share a watershed with a protected area |
No |
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Provide context and description of site access involving traversing protected areas, and/or watersheds shared with a protected area. Include reference to measures in place to assure access, any proactive programs to support the biodiversity of the protected area, and any formal complaints or compliance issues and related steps to resolve |
The Platosa mine is located 5km northwest of the town of Bermejillo in the state of Durango. |
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None of the mine's access roads involve traversing a Natural Protected Area (NPA), and/or watersheds within a protected area.
The nearest NPA is "Zona del Silencio," located 35km north of the mine.
The Miguel Auza unit is located in northern Zacatecas State, on the high plateau of central Mexico, northwest of the town of Miguel Auza.
None of Miguel Auza’s access roads involve traversing a Natural Protected Area (NPA), and/or watersheds within a protected area.
The nearest NPA is “Sierra de Organos" located 129 km south of Miguel Auza.
See maps of access to site(s) below. |
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Miguel Auza unit- Access Road |
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National Protected Areas in Mexico |
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Platosa mine - Access Roads |
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Percentage of proved reserves in sites with protected conservation status or in areas of endangered species habitat: |
Does Not Apply |
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Social |
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Employment |
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Scale of the Organization |
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i. Report the total number of direct employees worldwide (exclude contractors) |
291 |
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ii. Report the total number of contract employees worldwide |
93 |
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ii. Report the total number of operations |
2 |
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Employee Information |
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a. Report the total number of direct employees by employment type (permanent and temporary), by gender: |
291 |
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Total number of permanent employees - female |
46 |
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Total number of temporary employees - female |
0 |
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Total number of permanent employees - male |
245 |
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Total number of temporary employees - male |
0 |
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Total number of permanent employees - Non-binary |
0 |
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Total number of temporary employees - Non-binary |
0 |
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a. Report the total number of contractors by employment type (permanent and temporary), by gender: |
93 |
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Total number of permanent contractors - female |
2 |
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Total number of temporary contractors - female |
0 |
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Total number of permanent contractors - male |
91 |
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Total number of temporary contractors - male |
0 |
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Total number of permanent contractors - Non-binary |
0 |
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Total number of temporary contractors - Non-binary |
0 |
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c. Report the total number of employees by employment type (full-time and part-time), by gender: |
291 |
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Total number of full-time employees - female |
46 |
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Total number of part-time employees - female |
0 |
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Total number of full-time employees - male |
245 |
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Total number of part-time employees - male |
0 |
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Total number of full-time employees - Non-binary |
0 |
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Total number of part-time employees - Non-binary |
0 |
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c. Report the total number of contractors by employment type (full-time and part-time), by gender: |
93 |
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Total number of full-time contractors - female |
1 |
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Total number of part-time contractors - female |
1 |
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Total number of full-time contractors - male |
91 |
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Total number of part-time contractors - male |
0 |
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Total number of full-time contractors - Non-binary |
0 |
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Total number of part-time contractors - Non-binary |
0 |
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Turnover |
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b. Report the total number and rate of employee turnover during the reporting period, by age group, and gender |
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All Employees: |
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Total number of turnover (the number that left during the period) |
9 |
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Rate of turnover |
2.2113% |
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Female employees: |
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Total number of turnover (the number that left during the period) |
1 |
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Rate of turnover |
2.1053% |
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Male employees: |
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Total number of turnover (the number that left during the period) |
8 |
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Rate of turnover |
2.2253% |
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Non-binary employees: |
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Total number of turnover (the number that left during the period) |
0 |
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Rate of turnover |
Does Not Apply |
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Employees aged 30 years old and under: |
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Total number of turnover (the number that left during the period) |
5 |
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Rate of turnover |
4.1841% |
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Employees aged between 30 and 50 years old: |
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Total number of turnover (the number that left during the period) |
4 |
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Rate of turnover |
1.8648% |
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Employees over 50 years old: |
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Total number of turnover (the number that left during the period) |
0 |
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Rate of turnover |
0.0000% |
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Identify types of employees captured in the turnover rate calculations |
• All employees on the payroll • Employees on temporary layoff • Employees on leave of absence or furlough |
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For the purpose of this report, Excellon Resources Inc. is including only full-time employees. For 2020, 100% of our employment type was full-time employees. |
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New Hires and Rate of Hire |
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Rate of hire |
Does Not Apply |
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Labour Relations |
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Collective Bargaining Agreements |
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a. Percentage of total direct employees covered by collective bargaining agreements: |
59.1065% |
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Notice Periods |
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a. Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially affect them |
2 |
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b. If your organization is subject to collective bargaining agreements, is the notice period and provisions for consultation and negotiation specified in those agreements |
Yes |
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Occupational Health and Safety |
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Work-related Injuries |
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Injuries - For all employees: |
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i. Number of fatalities as a result of work-related injury |
0 |
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i. Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours worked |
0 |
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ii. Number of high-consequence work-related injuries (excluding fatalities) |
0 |
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ii. Rate of high-consequence work-related injuries (excluding fatalities) |
0 |
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iii. Number of recordable work-related injuries |
12 |
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iii. Rate of recordable work-related injuries |
3.267 |
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iv. Main types of work-related injury, e.g., confined space, trips, falls, etc. |
Two types of injuries were prevalent in 2020, mainly slips and falls resulting in sprained ankles and pinch points causing injuries to hands and fingers requiring medical attention. |
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In 2019, management changes were implemented in recognition of the lagging safety performance of the Mexican assets. As a result of the improved focus on understanding the root causes behind accidents, and taking action, the number of lost time incidents was reduced by 60%. Continued hazard recognition, planning, communication and training are performed to reduce the rate further in coming years. |
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v. Number of hours worked |
734604 |
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Injuries - workers who are not employees but whose work and/or workplace is controlled by the organization: |
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i. Number of fatalities as a result of work-related injury |
0 |
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i. Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours |
0 |
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ii. Number of high-consequence work-related injuries (excluding fatalities) |
0 |
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ii. Rate of high-consequence work-related injuries (excluding fatalities) |
0 |
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iii. Number of recordable work-related injuries |
2 |
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iii. Rate of recordable work-related injuries |
1.97 |
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iv. Main types of work-related injury, e.g., confined space, trips, falls, etc. |
Two types of injuries were prevalent in 2020, mainly slips and falls resulting in sprained ankles and pinch points causing injuries to hands and fingers requiring medical attention. |
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v. Number of hours worked |
202922 |
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Combined (Employees and non-employees, but controlled by the organization):
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Total Hours Worked |
937526 |
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Total number of all work-related injuries |
14 |
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Rate of work-related injuries |
2.987 |
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Report the work-related hazards that pose a risk of high-consequence injury, including: |
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i. How have these hazards been determined |
High-consequence hazards are determined through Health & Safety procedures implemented by area. These procedures are updated annually and after each high- consequence incident. |
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ii. Which of these hazards have caused or contributed to high-consequence injuries during the reporting period
|
Falls on a surface and falls from a height. |
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iii. Actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls |
The following actions are taken to eliminate hazards: • Workplace investigation, review, supervisory and worker training. • Implementation of the STOP (Stop, Think, Observe, Proceed) system. • Enforcement of Operative Procedures and Safety practices. • Enhanced lighting of operative areas underground. • Preventive safety meetings with superintendents. • Weekly safety meetings are held to address and follow up on the identified hazards. • ICAM's (Incident Cause Analysis Method) are performed after each incident. |
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Report on actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls |
The following actions are taken to eliminate hazards: • Safety talks are carried out at the beginning of every shift. • Written safety shift instructions. are provided. • STOP (Stop, Think, Observe, Proceed) system audits are carried out. • Area inspections to identify and remediate hazards. |
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Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded, e.g., short-term contractors |
No workers have been excluded from this disclosure. |
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Disclose any contextual information necessary to understand how the data have been compiled, i.e., any standards, methodologies, and assumptions used |
Excellon Resources Inc. complies with Mexican Secretary of Work standards and guidelines as they apply to each of our operations. In addition, when national standards fall below the guidelines required by the Canadian authorities, we apply the more stringent guidelines to our activities. |
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Workforce Health and Safety |
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All-Incidence Rate (AIR) for full-time employees based on U.S. Mine Safety and Health Administration (MSHA) Form 7000-1, where incidents include: |
0 |
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Fatality rate for full-time employees |
0 |
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Fatality rate for contract employees |
0 |
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Occupational Health and Safety |
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Safety Training |
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Disclose the average number of training hours provided to its workforce for health, safety, and emergency management training. |
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Average hours of health, safety, and emergency response training for (a) full-time/direct employees: |
10.21 |
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Average hours of health, safety, and emergency response training for (b) contract employees: |
0.40 |
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Training and Education |
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Annual Training |
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Average training hours per employee |
0 |
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Total number of employees |
384 |
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Average training hours per female employee |
0 |
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Total number of female employees |
48 |
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Average training hours per non-binary employee |
0 |
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Total number of non-binary employees |
0 |
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Performance Reviews |
|
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Percentage of all employees who received a regular performance and career development review during the reporting period |
Does Not Apply |
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Total number of all employees |
384 |
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Percentage of all male employees who received a regular performance and career development review during the reporting period |
Does Not Apply |
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Total number of all male employees |
336 |
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Percentage of all female employees who received a regular performance and career development review during the reporting period |
Does Not Apply |
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Total number of all female employees |
48 |
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Percentage of all non-binary employees who received a regular performance and career development review during the reporting period |
Does Not Apply |
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Total number of all non-binary employees |
0 |
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Diversity and Equal Opportunity |
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b. Report the percentage of employees per employee category in each of the following diversity categories |
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Senior Management: |
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Total Senior Managers |
9 |
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Four (4) management positions in Mexico including one female, and five (5) managers at the corporate level in Canada |
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Percent Male |
88.8889% |
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Percent Female |
11.1111% |
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Percent Non-Binary |
0.0000% |
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Percent under 30 years of age |
0.0000% |
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Percent between 30 and 50 years of age |
66.6667% |
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Percent over 50 years of age |
33.3333% |
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Salaried (excluding Senior Management): |
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Total Middle Managers |
10 |
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Percent Male |
100.0000% |
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Percent Female |
0.0000% |
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Percent Non-Binary |
0.0000% |
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Percent under 30 years of age |
0.0000% |
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Percent between 30 and 50 years of age |
90.0000% |
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Percent over 50 years of age |
10.0000% |
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Technical Employees (skilled hourly): |
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Total Technical Employees |
100 |
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Under the Technical Employees category, we have included all administrative staff in Mexico (locally called "Personal de Confianza" ) that is, non-unionized workers in Mexico (96). Also included are four (4) corporate employees in Canada who are not part of management. |
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Percent Male |
69.0000% |
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Percent Female |
31.0000% |
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Percent Non-Binary |
0.0000% |
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Percent under 30 years of age |
29.0000% |
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Percent between 30 and 50 years of age |
56.0000% |
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Percent over 50 years of age |
15.0000% |
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Production Employees (unskilled hourly): |
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Total Production Employees |
172 |
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Production employees correspond to unionized personnel in Mexico. |
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Percent Male |
91.8605% |
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Percent Female |
8.1395% |
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Percent Non-Binary |
0.0000% |
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Percent under 30 years of age |
37.7907% |
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Percent between 30 and 50 years of age |
54.0698% |
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Percent over 50 years of age |
8.1395% |
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Contractors:
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Total Contractors |
93 |
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Percent Male |
97.8495% |
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Percent Female |
2.1505% |
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Percent Non-Binary |
0.0000% |
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Percent under 30 years of age |
0.0000% |
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Percent between 30 and 50 years of age |
97.8495% |
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Percent over 50 years of age |
2.1505% |
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Security, Human Rights and Rights of Indigenous People |
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Identify the countries of operations within the World Bank's list of “Fragile and Conflict-Affected Situations” |
None |
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Describe the nature of any social risks, for all operating countries, that could have a material risk to operations |
The primary purpose of our company's relationships with communities and other stakeholders within our areas of influence is to ensure success in developing company projects in Mexico.
Although the company is committed to a socially responsible operation, the possibility of emerging social, cultural, or political interests against mining operations in the medium term is not omitted or ruled out. |
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Percentage of proved reserves that are located in or near areas of active conflict: |
Does Not Apply |
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Percentage of probable reserves that are located in or near areas of active conflict: |
Does Not Apply |
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Percentage of inferred, indicated and measured reserves that are located in or near areas of active conflict: |
Does Not Apply |
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Percentage of proved reserves that are located in or near areas that are considered to be indigenous peoples’ land: |
Does Not Apply |
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Percentage of probable reserves that are located in or near areas that are considered to be indigenous peoples’ land: |
Does Not Apply |
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Percentage of inferred, indicated and measured reserves that are located in or near areas that are considered to be indigenous peoples’ land: |
Does Not Apply |
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Describe due diligence practices and procedures with respect to indigenous rights of communities in which it operates or intends to operate |
Excellon Resources Inc. does not currently operate in areas located in or adjacent to indigenous land in Mexico. |
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Discuss practices and list procedures while operating in areas of conflict |
Excellon Resources Inc. does not currently operate in areas located in or adjacent to active conflict in Mexico. |
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Human Rights Assessment |
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Employee Training on Human Rights Policies |
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b. Report the percentage of employees trained during the reporting period in human rights policies or procedures concerning aspects of human rights that are relevant to operations |
Does Not Apply |
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Community Relations |
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Artisanal and Small-Scale Mining |
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Number of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site (not controlled by company/unauthorized): |
0 |
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Percentage of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site |
0.0000% |
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Report the associated risks and the actions taken to manage and mitigate these risks |
No risk associated. |
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Programs |
|
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Report on community relations programs, objectives and achievements in the past 3 years |
Excellon Resources Inc. community relations programs contribute to communities in several ways. |
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In addition to employing hundreds of people living in the area, the company buys local goods and services to support our neighbors' small and medium-sized businesses, which is part of our commitment to improve the quality of life in the community.
Actions with our communities |
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Excellon Community Programs |
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Discuss the processes, procedures, and practices to manage risks and opportunities associated with the rights and interests of communities in areas where it conducts business |
Our site-level grievance mechanisms were formally rolled out at both business units in 2018. |
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These tools are another way we demonstrate our commitment to productive and trust-based community relationships and respect for human rights.
We continue to raise the awareness of these tools in local communities and at the same time emphasize that we welcome feedback from stakeholders in any form, at any time, and will do our best to resolve any concerns before they rise to the level of a formal grievance.
In Mexico, we did not experience any site shutdowns or project delays due to external stakeholder interests in 2020 . |
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Disclose the total number of site shutdowns or project delays due to non-technical factors. |
1 |
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Our longest non-technical shutdown resulted from a government-mandated shutdown of all nonessential productive activities as a result of the COVID pandemic. |
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Disclose the total aggregate duration (in days) of site shutdowns or project delays due to non-technical factors. |
54 |
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The 54 days of shut down resulted from the Mexico Presidential Order Covid-19 mandate.
Once permitted by the Mexico Government to access the project site, appropriate measures and risk mitigation controls were implemented to ensure the safety of all employees, contractors and all persons in the surrounding communities.
Annual and Interim Reports
2020 Financials - Management Discussion & Analysis |
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Governance |
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Climate Change |
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Oversight |
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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 |
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Responsibility |
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Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues: |
Chief Executive Officer (CEO) |
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Nature of primary responsibility |
Assessing climate-related risks and opportunities |
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Reporting |
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Frequency of reporting to the board on climate-related issues |
Quarterly |
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The company has not identified any climate change-related issue that needs to be reported to the Board, but will report when needed in the quarterly meeting. |
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Incentives |
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Do you provide incentives for the management of climate-related issues, including the attainment of targets |
No, and we do not plan to introduce them in the next two years |
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Risk and Opportunity Management |
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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 |
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Risk Assessments |
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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 |
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Opportunity Assessments |
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Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business |
No |
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In the next years, we plan to carry out a Climate Change Risks Assessment, which will also identify the company's opportunities related to climate change. |
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Strategy |
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Have climate-related risks and opportunities influenced your organization’s strategy and/or financial planning |
No |
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The company is in the process of adapting to the Climate Change-related protocols and guidelines of the Mining Association of Canada. After finishing this process, Excellon Resources Inc. will evaluate updating the organization’s strategy and financial planning. |
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Water Management |
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Quality and Quantity Dependency |
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Rate the importance (current and future) of freshwater quality and quantity to the success of your business: |
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Direct use importance rating |
Important |
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Indirect use importance rating |
Not very important |
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Rate the importance (current and future) of sufficient quantity of recycled, brackish and/or produced water for the success of your business: |
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Direct use importance rating |
Important |
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Indirect use importance rating |
Not very important |
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Risk Assessments |
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Does your organization undertake a water-related risk assessment |
Yes, water-related risks are assessed |
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Select the options that best describe your procedures for identifying and assessing water-related risks: |
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i. Coverage |
Partial |
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Water-related risks at each of our projects are assessed as part of our Environmental and Social Impact Assessment. This assessment includes superficial and underground water sources, water availability and quality. |
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ii. Risk Assessment Procedure |
Water risks are assessed in an environmental risk assessment |
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iii. frequency of Risk Assessment |
More than once a year |
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iv. How far into the future are risks considered |
1 to 3 years |
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Have you identified any inherent water-related risks with the potential to have a substantive financial or strategic impact on operations |
Yes, both in direct operations and the rest of our value chain |
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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 |
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Risk 1: |
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Type of risk |
Physical |
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Primary risk driver |
Physical – Flooding |
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Primary potential impact |
Reduction or disruption in production capacity |
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Risk timeframe |
Current up to one year |
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Magnitude of potential impact |
Low |
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Likelihood of potential impact |
Unlikely |
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Potential impact financial figure and explanation |
Short term loss to process. |
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Primary response |
Develop flood emergency plans |
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Cost of response and description of response |
Short term loss to process, initiate alternate dewatering support methods in mine. |
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Responsibility |
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Provide the highest management-level position(s) or committee(s) with responsibility for water-related issues |
Chief Executive Officer (CEO) |
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Policy |
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Does your organization have a documented water policy |
No, but we plan to develop one within the next 2 years |
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Reporting |
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Frequency of reporting to the board on water-related issues |
Quarterly |
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Incentives |
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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 |
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Strategy |
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Are water-related issues integrated into any aspects of your long-term strategic business plan: |
Yes, water-related issues are integrated |
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If water-related issues are integrated into any aspects of your long-term strategic business plan, please describe further |
The de-watering program for the mine was developed in conjunction with the long-term operational plan and will continue to develop as we grow. |
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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 |
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Structure |
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a. Report the governance structure of the organization, including committees of the highest governance body, e.g., the Board of Directors, the Executives, the Board Environment Committee, Board Safety Committee, the Advisory Committee, etc. |
The Board of Directors (the “Board”) of Excellon is responsible for the stewardship of the Company, oversight of the management of the business and affairs of the Company, acting in the best interest of the Company, and performing such duties and approving certain matters as may be required by applicable legislation and regulations. |
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In 2020, the Board consisted of 8 members, 5 independent and 3 non-independent.
In 2020, the Board had 5 committees: Audit, Compensation, Nominating and Corporate Governance, Corporate Responsibility and Technical, and Special Opportunities.
For more information on Governance, please refer to the Company's website and to the attached 2020 organizational chart.
Corporate Governance |
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Excellon 2020 Board and Executive Level Structure |
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Committees |
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b. Report the committees responsible for decision-making on economic, environmental, and social topics, e.g., the Board of Directors, the Executives, the Board Environment Committee, Board Safety Committee, the Advisory Committee, etc. |
The Corporate Responsibility & Technical Committee is established to assist in the Board's oversight of the Company’s risks, opportunities, responsibilities, commitments, activities, and performance relating to health, safety, environmental affairs, community relations, community development, human rights, government relations, and technical, operational matters.
Please refer to the Charter of the Corporate Responsibility and Technical Committee for more information. |
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Charter of the Corporate Responsibility and Technical Committee |
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Responsibility |
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a. Has the organization appointed an executive-level position or positions with responsibility for economic, environmental, and social topics , e.g., is it part of the Governance structure of the company, the CFO or internal audit reporting to the Board |
Yes |
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VP of Corporate Responsibility |
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Reporting Structure |
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b. Report whether position holders report directly to the highest governance body or CEO |
Responsibility for economic, environmental and social topics has been delegated to the Vice- President Corporate Responsibility, who is part of the leadership team reporting to the CEO. The CEO reports - at least quarterly - to the Corporate Responsibility and Technical Committee on all related matters, and the Committee reports to the Board, when appropriate. |
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Consultation Process |
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Report the processes for consultations between stakeholders and the highest governance body on economic, environmental and social topics, e.g., for most mining companies it would be the executives and operations and not the Board, and if delegated, explain how |
Communications with stakeholders occur on a regular basis, and as required by the company's operations management, community liaison manager or government authorities. |
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Composition |
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Report the composition of the highest governance body and its committees by:
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Number of executive members
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1 |
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Number of non-executive members |
7 |
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Number of independent members |
5 |
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Less than 3 years |
4 |
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3-6 years |
2 |
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6-9 years |
1 |
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More than 10 years |
1 |
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Lists of each individual’s other significant positions and commitments, and the nature of the commitments, e.g., other boards and executive positions |
Please refer to the Directors and Officers section (page 49) of our Annual Information Form. |
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2020 Annual Information Form |
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Number of Male governance body members |
7 |
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Number of Female governance body members |
1 |
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Number of members from under-represented social groups |
1 |
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Description of competencies relating to economic, environmental, and social topics |
The Corporate Responsibility and Technical Committee is comprised of Messrs. Laurence W. Curtis, Roger Norwich, and Michael Timmins.
Please refer to bios found on the Directors and Officers section (page 49) of our Annual Information Form. |
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2020 Annual Information Form |
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Description of stakeholder representation |
The Board is comprised of a combination of independent and non-independent members, none of whom represent any other stakeholders of the Company or have been nominated by shareholders. |
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Board Diversity |
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If available, provide a link to the entity's Board Diversity Policy Statement or attach the related document |
Please refer to the Company's Board Diversity and Renewal Policy. |
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Board Diversity and Renewal Policy |
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Non-Executive Director |
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a. Is the chair of the highest governance body also an executive officer in the organization |
No |
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Conflicts of Interest |
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a. Report the processes for the highest governance body to ensure conflicts of interest are avoided and managed, e.g., list procedures |
Please refer to the attached document for a description of how Excellon Resources Inc. manages conflicts of interest at the board level. |
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Code of Business Conduct and Ethics |
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Excellon Conflict of Interest |
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b. Report whether conflicts of interest are disclosed to stakeholders, including, as a minimum: |
Yes |
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i. Cross-board membership |
Yes |
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ii. Cross-shareholding with suppliers and other stakeholders |
Yes |
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iii. Existence of controlling shareholder |
Yes |
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iv.Related third party disclosures |
Yes |
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Transparency |
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a. Report the highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental, and social topics |
The Board has delegated responsibility and accountability to the Corporate Responsibility & Technical Committee. |
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The Committee oversees the Corporation’s purpose, values and mission statements, strategies, policies, and goals related to economic, environmental, and social topics.
Charter of the Corporate Responsibility and Technical Committee |
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Excellon CR & Technical Committee Responsibilities |
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a. Report on the measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental, and social topics, e.g., board training |
All directors are provided with comprehensive information about Excellon and its subsidiaries. |
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Directors have the opportunity to meet with senior management to obtain insight into the operations of Excellon and its subsidiaries. |
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Excellon Board Knowledge of Material ESG Issues |
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d. Report the actions taken in response to evaluation of the highest governance body’s performance with respect to governance of economic, environmental, and social topics, including, as a minimum, changes in membership and organizational practice, (response to external evaluations) |
As per the Nominating and Corporate Governance Committee Charter, the Committee is responsible for overseeing the evaluation of the Board, Committees of the Board and the contribution of individual directors, including their performance with respect to governance of economic, environmental, and social topics. |
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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) |
Please refer to the mandates of the Corporate Responsibility and Technical Committee. |
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Charter of the Corporate Responsibility and Technical Committee |
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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 |
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Responsibility for economic, environmental and social topics has been delegated to the Vice- President Corporate Responsibility, who is part of the leadership team reporting to the CEO. The CEO reports - at least quarterly - to the Corporate Responsibility and Technical Committee on all related matters, and the Committee reports to the Board, where appropriate.
Communications occur on a regular basis and in specific circumstances as required between the operations management and community liaison manager, government and legal representation to the stakeholders. |
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Remuneration |
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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 the attached file on the Board Compensation Committee and its role in awarding ESG-related remuneration. |
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Management Information Circular |
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Excellon Board Compensation Committee |
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a. How are stakeholders’ views sought and taken into account regarding remuneration |
We handle stakeholders' views on a case-by- case basis as questions are raised. The company also holds an Annual General Meeting where we take questions from stakeholders and address them. |
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b. If applicable, report the results of votes on remuneration policies and proposals |
All matters related to remuneration, including policies and proposals, are handled and approved internally by the Compensation Committee. Please refer to the Compensation Committee Charter for more information. |
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Charter of the Compensation Committee |
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Ethics |
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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. |
Please refer to the attached Anti-Bribery and Anti-Corruption Policy and Statement. |
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Anti-Bribery and Anti-Corruption Policy |
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Excellon Anti-Bribery and Anti-Corruption Statement |
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Report net production from activities located in the countries with the 20 lowest rankings in Transparency International’s Corruption Perception Index (CPI) (Saleable tonne): |
0 |
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Anti-corruption |
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Communication and Training |
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b1b. Total percentage of employees that have been communicated to on anti-corruption |
Does Not Apply |
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di. Total number of governance body members that have received training on anti-corruption, broken down by region |
8 |
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dii. Total percentage of governance body members that have received training on anti-corruption, broken down by region: |
100.0000% |
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e. Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region: |
273 |
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e1a. Total number of employees that received training on anti-corruption |
273 |
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Total number of employees |
291 |
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e1b. Total percentage of employees that received training on anti-corruption |
93.8144% |
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Every year employees receive training on the various company policies, such as, business conduct, anti-bribery and anti-corruption, whistleblower, and disclosure. Employees sign a compliance letter once training is completed.
In 2020, in-person training was challenging due to Covid-19 pandemic restrictions, however, we managed to have virtual training sessions with 93% of our workforce. as a result, the layout of the training has been modified. In 2021 all employees will receive training. |
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e2a. Total number of senior employees that received training on anti-corruption |
9 |
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Total number of senior employees |
9 |
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e2b. Percentage of senior employees that received training on anti-corruption |
100.0000% |
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e3a. Total number of middle management employees have received training on anti-corruption |
10 |
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Total number of middle management employees |
10 |
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e3b. Percentage of middle management employees have received training on anti-corruption |
100.0000% |
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e4a. Total number of technical employees that received training on anti-corruption |
58 |
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Total number of technical employees |
58 |
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e4b. Percentage of technical employees that received training on anti-corruption |
100.0000% |
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e5a. Total number of production employees that received training on anti-corruption |
154 |
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Total number of production employees |
172 |
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e5b. Percentage of production employees that received training on anti-corruption |
89.5349% |
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e6a. Total number of administrative employees that received training on anti-corruption |
42 |
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Total number of administrative employees |
42 |
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e6b. Percentage of administrative employees that received training on anti-corruption |
100.0000% |
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Tax |
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Describe the approach to stakeholder engagement and management of stakeholder concerns related to tax, including:
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i. The approach to engagement with tax authorities |
Excellon Resources Inc. is a member of the Mexican Mining Chamber CAMIMEX and receives information on tax issues from these industry groups. We liaise with tax authorities through specialized firms to ensure we comply with existing tax regulations and any changes to these regulations legislated by host governments. |
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ii. The approach to public policy advocacy on tax |
We do not directly engage in public policy advocacy on taxes. As members of mining industry groups we may support industry positions on tax policies. |
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iii. the processes for collecting and considering the views and concerns of stakeholders, including external stakeholders |
As members of mining industry groups we may support industry positions on tax policies. |
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This document was prepared using |
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, Planet Earth's complete ESG reporting solution. |
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