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| Published on August 15, 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 on a option on Silver City, a high-grade epithermal silver district in Saxony, Germany with 750 years of mining history and no modern exploration. PRODUCTION Durango - Mexico 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. MINERAL RESOURCE GROWTH Evolución Project, Zacatecas Mexico 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. Kilgore Project, Idaho , U.S.A.* The Kilgore project is a caldera-related epithermal gold (Au) deposit with a current Indicated Minarel Resource of 44.6 million tonnes at 0.58 g/t Au for 825,000 ounces Au and an Inferred Mineral 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 mineral resource area, with limited follow-up to date. Oakley Project, Idaho, U.S.A. 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 Silver City Project, Saxony, Germany 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. *For further information see the current technical report for Kilgore available on the Company's website at www.excellonresources.com or under its profile at www.sedar.com. |
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| Disclaimer and Forward Looking Statements | ||||||||||||||||||||||||
| Company Profile | ||||||||||||||||||||||||
| Organizational Profile | ||||||||||||||||||||||||
| Name | Excellon Resources Inc. | |||||||||||||||||||||||
| 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/ | |||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| Type of Operations | Primarily production oriented | |||||||||||||||||||||||
| Company Headquarters | Toronto, Canada | |||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| Role and Name of highest authority within company for Environment, Social and Governance strategy, programs and performance | Brendan Cahill, President and CEO | |||||||||||||||||||||||
| ESG Reporting Period | ||||||||||||||||||||||||
| Unless otherwise noted, all data contained in this report covers the following period | ||||||||||||||||||||||||
| From | 2021-01-01 | |||||||||||||||||||||||
| To | 2021-12-31 | |||||||||||||||||||||||
| Geographic Scope of Report | ||||||||||||||||||||||||
| Unless otherwise noted, the data in this report covers ESG matters related to the following locations of operations |
• Germany • Mexico • USA |
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This report includes Environmental, Social, and Governance (ESG) performance data for 2021 for the following projects: • Platosa mine, located in the state of Durango, Mexico. • Miguel Auza mill located in the state of Zacatecas, Mexico. • Evolution Project located in the state of Durango, Mexico. • Silver City Project located in the state of Saxony, Germany. • Kilgore Project located in the state of Idaho, USA. For 2021, our team at the Kilgore Exploration project focused on continuing to evaluate the mineral resources obtained through acquisition of Otis and supporting the Environmental Assessment process conducted by the Forest Service. In November 2021, based on public comments and responses, objections, objection resolutions, and analyses by USFS environmental specialists, the USFS issued a Decision Notice (DN) and Finding of No Significant Impact (FONSI) to the environment by Excellon’s proposed Kilgore Project operations. Issuance of the DN/FONSI authorizes Excellon to initiate ground disturbance exploration activities, e.g., road/pad construction and drilling. For more specific information regarding the exploration drilling activities carried out by Excellon Resources Inc. during 2021, please visit the following links. 2021 Excellon Resources Inc. News Excellon Receives Drilling Permit for Kilgore Project |
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| Excellon's projects locations | ||||||||||||||||||||||||
| 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 project: USA- Oakley |
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| 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.) |
The data contained in this ESG report excludes information from the following project: USA- Oakley |
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| Mineral Resource Types in Scope | ||||||||||||||||||||||||
| 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 Cautionary Statements on Forward-Looking Statements and Other Matters |
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| Mineral Reserve Types in Scope | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| Unless otherwise noted, all financial figures referenced in this report are in the following currency | USD | |||||||||||||||||||||||
| Audit Status | ||||||||||||||||||||||||
| Identify the degree to which any inputs of the report are third-party checked | Self-Declared | |||||||||||||||||||||||
| Raw Material Produced | ||||||||||||||||||||||||
| Identify the total amount of each raw material produced | 7576.262 | |||||||||||||||||||||||
| Metals | 7576.262 | |||||||||||||||||||||||
| Lead (Pb) (tonne) | 3452.896 | |||||||||||||||||||||||
| Silver (Ag) (tonne) | 34.672 | |||||||||||||||||||||||
| Zinc (Zn) (tonne) | 4088.694 | |||||||||||||||||||||||
| 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 |
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 | ||||||||||||||||||||||||
| 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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| 2021 CEO Letter | ||||||||||||||||||||||||
| CEO - Brendan Cahill | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| Provide a description of the organization’s values, principles, standards, and norms of behaviour |
Excellon realizes strategic opportunities through discipline and innovation for the benefit of our employees, communities and shareholders to create wealth. |
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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 | ||||||||||||||||||||||||
| Material Topics | ||||||||||||||||||||||||
| Governance of Material Topics | ||||||||||||||||||||||||
| Describe the process followed to determine its material topics, including | ||||||||||||||||||||||||
| i. How has the organization identified actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights, across its activities and business relationships; provide details |
• Environmental impact assessment • Social impact assessment |
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To identify material risks, aspects, and impacts on the economy, environment, and communities of interest, the Company relies on its knowledge of the business, the activities at Platosa and Miguel Auza and the exploration program, and on the regular interactions with all communities of interest, employees, workers, and its other external relationships. Excellon has Environmental Impact Assessments (Manifesto de Impacto Ambiental - MIA) for its Platosa mine and the Miguel Auza processing facility. Those EIAs describe the potential positive and negative environmental and social impacts of both projects and their significance in terms of: magnitude, duration, and likelihood of an impact occurring within the operating context (geographic scope, setting, and scale). For more information on material risks, aspects and impacts, please refer to the Company’s Corporate Responsibility Report for 2018. Corporate Responsibility Report 2018 |
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| ii. How has the organization prioritized the impacts for reporting based on their significance |
In its Corporate Responsibility Report, the Company identifies the various significant risks, aspects and impacts for its operating units, the environment and the surrounding communities. The significance of these impacts is determined by their severity, and the potential risk is determined based on their severity and probability. The Board oversees the Company’s Enterprise Risk Management (ERM) program and works with management using a "tone from the top" approach to promote a corporate culture that understands the importance of implementing an enterprise-wide risk management system. |
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We progressed with the assessment of corporate-level risks using our revised process; the initial assessment was completed in early 2019. Many of the risks identified at Platosa and Miguel Auza have the potential to be material risks at the corporate level. For more information, please refer to the Risks, Aspects and Impacts section of the Company’s Corporate Responsibility Report for 2018. Corporate Responsibility Report 2018 |
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| Specify the stakeholders and experts whose views have informed the process of determining its material topics and provide details |
• Employees and other workers • Governments • Local communities |
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In identifying its material topics, the Company has taken into consideration the views of the communities of interest indicated above. The Company, however, hopes to engage more effectively with other stakeholders in conversations regarding the material aspects of our business from their perspectives, and give them a better understanding of our business and impact in the surrounding communities. |
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| List the organization's material topics |
• Economic Performance • Market Presence • Procurement Practices • Materials • Energy • Water • Biodiversity • Emissions • Effluents and Waste • Employment • Labor/Management Relations • Occupational Health and Safety • Child Labor • Forced or Compulsory Labor • Security Practices • Local Communities • Compliance • Compliance |
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| List the organization's non-material topics |
• Indirect Economic Impacts • Products and Services • Transport • Overall environmental • Supplier • Environmental Assessment • Environmental Grievances • Training and Education • Diversity and Equal Opportunity • Equal Remuneration for Women and Men • Supplier Assessment for Labor Practices • Labor Practices • Grievance Mechanisms • Human Rights Investment • Non-discrimination • Freedom of Association and Collective Bargaining • Supplier Human Rights Assessment • Human Rights Grievance Mechanisms • Anti-corruption • Public Policy • Anti-competitive Behavior • Supplier Assessment for Impacts on Society • Grievance Mechanisms for Impacts on Society • Emergency Preparedness • Artisanal and Small-scale mining • Resettlement • Closure Planning • Customer Health and Safety • Product and Service Labeling • Marketing • Communications • Customer Privacy • Materials Stewardship |
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| Provide reason for considering such topics not material, provide details |
• Not applicable • Information unavailable/Incomplete |
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As mentioned above, we have carefully chosen the material topics that apply to our mining operations under current circumstances. We are aware that our projects are dynamic and developed under changing circumstances so these topics may change in the future. |
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| Report changes to the list of material topics compared to the previous reporting period |
There are no changes to report in our list of material topics. |
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| 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 | |||||||||||||||||||||||
| Greenhouse Gas Emissions | ||||||||||||||||||||||||
| Scope 1 | ||||||||||||||||||||||||
| 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) | ||||||||||||||||||||||||
| Carbon dioxide (CO₂) (tonne CO₂-e) | 1161.18 | |||||||||||||||||||||||
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The Carbon dioxide (CO₂) (tonne CO-e) emissions were calculated based on the fuel consumption of each operation and exploration site. The Carbon dioxide (CO₂) emissions produced in our operation in Mexico were 1,161.18 tonnes, while our exploration projects were less than 80 tonnes, from which almost 60 % were produced in Germany and the rest in our Mexican and US explorations. The lighting equipment for night shifts in the exploration projects in Mexico and Germany run on diesel. At Kilgore, minor greenhouse gas emissions were associated with gasoline and diesel- powered exploration field vehicles in 2021. As drilling begins in 2022 at Kilgore, additional emissions will result from a diesel-powered generator used to pump groundwater and a diesel-powered diamond core drill rig. |
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| Methane (CH₄) (tonne CO₂-e) | 2.75 | |||||||||||||||||||||||
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Regarding the tonnes of Methane (CH₄) (tonne CO₂-e) produced in 2021 by our operations, these were equivalent to 2.75 tonnes, while our exploration projects produced less than 0.006 tonnes. |
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| Nitrous oxide (N₂O) (tonne CO₂-e) | 20.86 | |||||||||||||||||||||||
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The tonnes of Nitrous oxide (N₂O) (tonne CO₂- e) reported produced in 2021 by our operations were 20.86 tonnes, while our exploration projects produced less than 0.005 tonnes. |
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| Hydrofluorocarbon-23 (CHF₃) (tonne CO₂-e) | 0 | |||||||||||||||||||||||
| Hydrofluorocarbon-32 (CH₂F₂) (tonne CO₂-e) | 0 | |||||||||||||||||||||||
| Sulphur 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) | 1184.79 | |||||||||||||||||||||||
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In the case of the United States and Mexico, companies are required to report their GHG emissions to environmental authorities (EPA and SEMARNAT) if GHG emissions exceed 25,000 CO2-e tonnes annually. In the case of Germany, only energy and industrial companies must report their emissions annually to the European Emissions Trading Scheme (ETS). Emissions of companies that use fuels (such as gasoline and diesel) in Germany are already included in the reports of the German oil trading companies. |
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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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None of our global projects has generated emissions greater than 25,000 CO2-e tonnes annually. |
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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. is planning to evaluate its GHG footprint and analyze strategies to set GHG targets in the coming years. |
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| Intensity Ratio | ||||||||||||||||||||||||
| The total amount of gross global Scope 1 GHG emissions (CO₂-e) (tonne) | 1184.79 | |||||||||||||||||||||||
| GHG emissions intensity ratio for the organization | 0 | |||||||||||||||||||||||
| Carbon Offset | ||||||||||||||||||||||||
| Credits | ||||||||||||||||||||||||
| How much CO₂ (metric tonnes) offset credits were purchased? | 0 | |||||||||||||||||||||||
| Air Emissions | ||||||||||||||||||||||||
| Report emissions of air pollutants that are released into the atmosphere | ||||||||||||||||||||||||
| Emissions of carbon monoxide, reported as CO (tonne) | 0.282 | |||||||||||||||||||||||
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The CO emissions reported are part of our environmental monitoring commitments with Mexican environmental authorities (SEMARNAT) for our processing plant in Miguel Auza, where we have a crucible furnace exhaust extractor. Due to the nature of activities at the Platosa mine and the Exploration projects worldwide, environmental authorities do not require CO monitoring for these projects. |
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| Emissions of oxides of nitrogen (NOx), reported as NOx (tonne) | 0.013 | |||||||||||||||||||||||
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As mentioned above, NOx emissions reported are also part of our environmental monitoring commitments with Mexican environmental authorities (SEMARNAT) for our processing plant in Miguel Auza, where we have a crucible furnace exhaust extractor. Calculation based on direct measurement of emissions from the crucible furnace exhaust extractor on site. |
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| Emissions of oxides of sulphur (SOx), reported as SOx (tonne) | 0 | |||||||||||||||||||||||
| Emissions of Particulate Matter 10 micrometres or less in diameter (PM₁₀), reported as PM₁₀ (tonne) | 2.6 | |||||||||||||||||||||||
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The methodology used for this calculation was EPA- Air Emissions Factors and Quantification, AP-42: Compilation of Air Emissions Factors, and on-site-specific data. These calculations contain data from the ore warehouse, concentrate warehouse, and metal casting area located at our mill in MAZ. |
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| Emissions of lead and lead compounds, reported as Pb (tonne) | 0.02 | |||||||||||||||||||||||
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The methodology used for this calculation was EPA- Air Emissions Factors and Quantification, AP-42: Compilation of Air Emissions Factors, and on-site-specific data. These calculations contain data from the ore warehouse, concentrate warehouse, and metal casting area located at our mill in MAZ. |
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| Emissions of mercury and mercury compounds, reported as Hg (tonne) | 0 | |||||||||||||||||||||||
| Emissions of non-methane Volatile Organic Compounds (VOCs) (tonne) | 0 | |||||||||||||||||||||||
| Energy Management | ||||||||||||||||||||||||
| Total energy consumed in aggregate, in gigajoules (GJ) (hydrocarbons and electricity) including the fuel types used (e.g., biomass, hydro-electric power or bioenergy) | 270103.78 | |||||||||||||||||||||||
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The main Energy consumption process in our operations in Mexico is the Water Pumping System located at the Platosa mine. Water is pumped from the water table in advance of mining, with a series of surface and underground well pumps. The pumping infrastructure required to manage water inflows along the fault system is required to maintain the mining process. In 2021, 8% of the energy consumed in our units came from the Mexican Federal Electricity Commission (CFE) and 92% from a private supplier. |
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| Percentage energy consumed that was supplied by grid electricity | 100.0000% | |||||||||||||||||||||||
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Both, Platosa and Miguel Auza, consumed energy supplied by grid electricity. Electrical generators are also commonly used for lighting. This was the case with our exploration project in Germany. The energy source for the drilling machines and electrical generators is diesel, which was disclosed in the section on GHG Emissions Scope 1. |
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| Percentage of energy consumed that is renewable energy | 12.3917% | |||||||||||||||||||||||
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At least 12.39 % of the energy consumed by Excellon Mexico came from renewable sources, while 14.00 % came from clean energy sources such as wind turbines and solar power (CFE and Iberdrola reports). |
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| Energy Intensity Ratio | ||||||||||||||||||||||||
| Report the energy intensity ratio for inside the organization. This intensity ratio is the total ratio for all countries in which the company operates | 0 | |||||||||||||||||||||||
| Energy Intensity | ||||||||||||||||||||||||
| The total energy consumption within the organization, in gigajoules | 270103.78 | |||||||||||||||||||||||
| Water | ||||||||||||||||||||||||
| Efficiency | ||||||||||||||||||||||||
| Proportion of water reused and recycled by the site to reduce the overall consumptive water demand | 53.5817% | |||||||||||||||||||||||
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Excellon Resources Inc. is aware of efficient water management's impact on the environment. At our Miguel Auza unit, almost 54% of the water used in the mill is recycled and comes from the reservoir created by the tailings dam. |
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| Intensity | ||||||||||||||||||||||||
| Total volume of water consumed per tonne/unit of material moved, ore mined, ore processed | 0.4044% | |||||||||||||||||||||||
| Water Management | ||||||||||||||||||||||||
| Disclose the amount of water that was withdrawn from freshwater sources (in thousands of cubic meters) | 161 | |||||||||||||||||||||||
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In the case of our exploration projects, the total water consumed was 11.34 ML, of which 9.7 ML was used by our explorations in Mexico, whose drilling activities used pumped water from our Platosa mine. It should be noted that the water pumped from the Platosa mine is groundwater with unaltered natural composition. The remaining 1.6 ML was used by our explorations in Germany. Following the recommendations of the environmental authorities, the water used for the drilling activities was potable water supplied locally. |
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| Water awareness training for our workers | Protect the water - campaign with the community | |||||||||||||||||||||||
| Water quality monitoring | ||||||||||||||||||||||||
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| Excellon Water Management and Use | ||||||||||||||||||||||||
| 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 (Water Risk Atlas, 2022- World Resources Institute) , we recycle 54% of the water we consume. The balance of the remaining 46% of the water used is extracted and comes from the "Martinez Shaft" located within our property. According to the Water Risk, the Overall Water Risk category for the projects located in Saxony, Germany (Silver City) and Idaho, USA (Kilgore), is “Low – Medium”. In the case of the Water Stress category, for the Kilgore project located in Idaho, the risk of water stress is “High” for three months of the year (July to September). While for the project located in Saxony, Germany this risk is “Low - Medium” during the entire year. |
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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 | 46.1318% | |||||||||||||||||||||||
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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) | 349 | |||||||||||||||||||||||
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Given the effective water management practices implemented by the Miguel Auza unit, the actual volume extracted in 2021 was 0.16 hm3, which is equivalent to 0.12% 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 | |||||||||||||||||||||||
| Total number of instances of non-compliance, including violations of a technology-based standard and exceedances of quality-based standards | 0 | |||||||||||||||||||||||
| Water and Effluents | ||||||||||||||||||||||||
| Water Withdrawal | ||||||||||||||||||||||||
| Total freshwater withdrawn by segment, in megaliters (ML) | 161 | |||||||||||||||||||||||
| Water Consumption | ||||||||||||||||||||||||
| Report the total water consumption from all areas in megaliters | 349 | |||||||||||||||||||||||
| Report the total water consumption from all areas with water stress in megaliters | 161 | |||||||||||||||||||||||
| Water Discharge | ||||||||||||||||||||||||
| Report any contextual information necessary to understand how the data was compiled, including standards, methodologies, and assumptions | 305 | |||||||||||||||||||||||
| Waste | ||||||||||||||||||||||||
| Waste Generation and Significant Waste-Related Impacts | ||||||||||||||||||||||||
| Tailings amount (tonnes) | ||||||||||||||||||||||||
| Waste Generated | ||||||||||||||||||||||||
| Explain the relevance to the companies sector or activities, e.g., tailings for an organization in the mining sector, electronic waste for an organization in the consumer electronics sector, or food waste for an organization in the agriculture or in the hospitality sector |
Due to the nature of our operations, tailings are the most relevant waste produced by our mill in the unit of Miguel Auza. The site has implemented a safe and environmentally responsible management plan of the tailings facilities, which was approved by the local environmental authority (SEMARNAT) back in 2007 and 2017 |
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| Waste Management | ||||||||||||||||||||||||
| Total amount of tailings waste generated from mining activities by the entity during the reporting period (tonne) | 71276 | |||||||||||||||||||||||
| 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 | 71276 | |||||||||||||||||||||||
| Percentage of mineral processing waste that was recycled during the reporting period | 31.9034% | |||||||||||||||||||||||
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A total of 104,66, tonnes of waste material was generated in 2021. This total weight includes tailing waste, hazardous waste, waste rock, special handling, and domestic waste generated during the mineral beneficiation process. In 2021, at least 33,393 tonnes of the total waste produced were reused in the process and/or sent out for recycling. |
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| Tailings management facility II (TMF 2) | ||||||||||||||||||||||||
| Water level monitoring around the TMF II | ||||||||||||||||||||||||
| Air quality control around the TMF II | ||||||||||||||||||||||||
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| Excellon Tailings Storage and Control | ||||||||||||||||||||||||
| 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 Facility I (TMF 1), is closed. Excellon Responses to Tailings Management Questions |
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| Excellon Tailings Management | ||||||||||||||||||||||||
| High hazard potential (number) | 0 | |||||||||||||||||||||||
| Significant hazard potential (number) | 2 | |||||||||||||||||||||||
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Excellon Resources staff conduct daily inspections of the tailings impoundment based on the company's Tailings Operation Manual. The company also retains external third-party experts to review the structural condition of the tailings impoundment on an annual basis. |
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| Low hazard potential (number) | 0 | |||||||||||||||||||||||
| Disclose the total amount of non-mineral waste generated (tonne) | 412.7 | |||||||||||||||||||||||
| Disclose the total weight of tailings produced (tonne) | 71275 | |||||||||||||||||||||||
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Excellon Resources conducted the CRETI (corrosive, reactive, explosive, toxic, and flammable) test, the Toxicity test, and the Metal Mobility tests to measure the hazard level and acidity of the tailings. The test results prove that our tailings are not considered hazardous and that their potential to generate acid drainage is null. |
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| Disclose the total amount of waste rock generated (tonne) | 32981 | |||||||||||||||||||||||
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At Platosa, the Company performed the Acid- Base Accounting (ABA) test to determine the Acid Rock Drainage (ARD) in the mine- clearing, and the test results were favorable showing that the acid drainage is null. |
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| Disclose the total amount of overburden removed (tonne) | 0 | |||||||||||||||||||||||
| Disclose the total weight of waste generated that was hazardous (tonne) | 55.68 | |||||||||||||||||||||||
| Disclose the total weight of hazardous waste generated that was recycled (tonne) | 15.34 | |||||||||||||||||||||||
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In 2021, the company recycled 30% of hazardous waste generated. The rest was sent to disposal in a secure landfill. |
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| Disclose the total number of significant incidents associated with handling, storage, transportation, or disposal of hazardous materials used in mineral processing activities and hazardous waste generated | 0 | |||||||||||||||||||||||
| Describe the policies and procedures that are set forth by the company's waste and hazardous materials management strategy |
Excellon Resources Inc.'s Corporate Responsibility policy drives excellence in different aspects of the company, including the adoption of international standards and best practices. For mining waste, the company is in the process of implementing a management system based on protocols and requirements defined by the Mining Association of Canada. |
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Platosa and the Miguel Auza have their own Waste Management Plans, which meet each operation's specific waste management needs. These Plans include information regarding the types of waste, production quantities, storage, collection frequency, treatment, recycling, and final disposal. As part of our awareness and preparedness for emergencies, both sites have implemented procedures for managing hazardous, special, and domestic waste. For hazardous materials management, both sites have procedures that are described in the “Emergency Response Plan for Chemical Substances”. |
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| Describe how its policies and procedures compare with those required by local jurisdictions that apply to the entity |
Our Waste Management Plans, the Emergency Response Plan for Chemical Substances, and their specific procedures have been designed to meet Mexican, German, and US environmental and safety regulations. In addition, these plans complement the preventive and mitigating measures proposed in our Environmental Impact Studies for both units. |
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| Describe its approach to waste management during the entire project life cycle |
Waste avoidance is the first step in reducing the amount of waste produced in all the process of the project, starting with drilling, mining, tailing disposition through closure. The Company provides appropriate training in waste management practices to all employees. |
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Currently, different types of waste have a specific treatment. Some waste may be reused in our own operations, while other waste may be recycled externally. Waste will be sent for disposal to local authorized landfills only after the other two options have been exhausted. The appropriate management and storage of waste prevents on-site and off-site pollution and enhances opportunities for reuse. |
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| Describe the approach to the management of hazardous materials used in processing |
The Company has implemented Standard Operating Procedures (SOP) aligned with the Corporate Responsibility Standards (CRS) Management framework. The SOP enables the Company to carry out the CSR activities in an effective and efficient manner at all levels. |
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To ensure appropriate hazardous material management, the Corporate Responsibility Standard 37 “Chemical Storage and Handling High Consequence Hazard” is shared with all the members of our team, contractors, and subcontractors involved in procuring, transporting, storing, handling, using and disposing of chemicals. Our Business Units (BU) also have established and maintained a register of all chemicals present on site, developed and implemented a written Chemicals Management Plan, and updated the Safety Data Sheets (SDS) for all chemicals. All our workers, contractors, and subcontractors have access to these plans, procedures and safety data sheets. In addition, workers, contractors and subcontractors that must handle hazardous materials are trained in these procedures. |
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| Describe how waste and hazardous materials management efforts are coordinated among business partners (e.g., contractors and subcontractors) |
As mentioned above, the Corporate Responsibility Standard 37 “Chemical Storage and Handling High Consequence Hazard” is shared with all the members of our team, contractors and subcontractors involved in procuring, transporting, storing, handling, using and disposing of chemicals. |
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| Describe how the company ensures compliance and conformance with waste and hazardous material management policies and procedures |
The Waste Management Plans and the Emergency Response Plan for Chemical Substances are the basis of each unit's mode of operation. |
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As mentioned before, the company has implemented practices such as: • Segregating and minimizing waste. • Employee training program. • Implementing color classification waste containers. • Circulating safety data sheets. • Emergency events simulacrums. • Weekly site inspections. Additionally, upper management visits the sites periodically to ensure the waste management policies and procedures are consistently practiced. |
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| Tailings Storage Facilities Management | ||||||||||||||||||||||||
| Does your company manage Tailings Storage Facilities | Yes | |||||||||||||||||||||||
| Provide an inventory of all talings storage facilities (TSFs) | ||||||||||||||||||||||||
| TSF #1: (1) facility name | Tailings Management Facility I | |||||||||||||||||||||||
| TSF #1: (2) location | Mexico | |||||||||||||||||||||||
| TSF #1: (3) ownership status | Excellon is the owner of the facility | |||||||||||||||||||||||
| TSF #1: (4) operational status | Inactive | |||||||||||||||||||||||
| TSF #1: (5) construction method | Downstream | |||||||||||||||||||||||
| TSF #1: (6) maximum permitted storage capacity | 572000 | |||||||||||||||||||||||
| TSF #1: (7) current amount of tailings stored | 520000 | |||||||||||||||||||||||
| TSF #1: (9) date of most recent independent technical review | 2019-05-15 | |||||||||||||||||||||||
| TSF #1: (10) material findings | No | |||||||||||||||||||||||
| TSF #1: (11) mitigation measures |
The TMF I project received Environmental authorization in 2005 and was the active tailings deposition site for Miguel Auza tailing until reaching its design capacity in Q3 2017. The TMF I stores approximately 313,000 m3 (520,000 tonnes) of tailings. Closure and rehabilitation activities commenced in 2018 and consisted in placing a closure cover of 0.4 m of topsoil material over the surface of the facility. |
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• The cover has been graded to provide positive drainage. • A cemented ditch was constructed along the northeast section of the dam near the downstream side slope to collect surface runoff and convey it towards a lined chute constructed on the dam downstream slope. • The area has been vegetated with the local species for erosion protection. • Reclamation was completed in 2019 and TMF I is now in post-closure monitoring, care, and maintenance. • The risk of acid drainage and metal leaching is low because of considerable buffering capacity in the ore. • Existing monitoring instrumentation for the TMF I has not shown evidence of water in the piezometer well installations. |
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| TSF #1: (12) site-specific EPRP | Yes | |||||||||||||||||||||||
| TSF #2: (1) facility name | Tailings Management Facility II | |||||||||||||||||||||||
| TSF #2: (2) location | Mexico | |||||||||||||||||||||||
| TSF #2: (3) ownership status | Excellon is the operator of the facility | |||||||||||||||||||||||
| TSF #2: (4) operational status | Active | |||||||||||||||||||||||
| TSF #2: (5) construction method | Downstream | |||||||||||||||||||||||
| TSF #2: (6) maximum permitted storage capacity | 1614450 | |||||||||||||||||||||||
| TSF #2: (7) current amount of tailings stored | 285098 | |||||||||||||||||||||||
| TSF #2: (8) consequence classification | Significant | |||||||||||||||||||||||
| TSF #2: (9) date of most recent independent technical review | 2019-05-15 | |||||||||||||||||||||||
| TSF #2: (10) material findings | No | |||||||||||||||||||||||
| TSF #2: (11) mitigation measures |
To assess the condition of TMF II during the construction to the operational period, an independent senior technical reviewer performed an on-site, visual inspection, which is the basis of the final assessment report. The 2021 report did not identify any significant issues, thus there were no urgent mitigation measures required |
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The 2021 report did include the following recommendations, which have been implemented by operations: • Physical monitoring of the tailing’s facilities. • Surface cracks or ground depressions which may be safety hazards should be surveyed and documented. • Ditches should be maintained as needed. • Implementation of a standard form to record the geotechnical visual inspection. • Conduct an annual Dam Safety Inspection and issue an annual Dam Safety Report. |
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| TSF #2: (12) site-specific EPRP | Yes | |||||||||||||||||||||||
| Provide a summary of the tailings management systems used to monitor and maintain the structural integrity of tailings facilities and to minimize the risk of a catastrophic failure |
The Tailings Guide, provided by TSM and followed by the MAZ management team, has an increased technical emphasis, especially those critical to the physical and chemical stability of tailings facilities. The Company has established two methods assuring the structural integrity of our facilities: |
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• An Internal supervision program, which consists of weekly visits to inspect the structural integrity of the TMFs. This work includes: identifying, reporting and documenting surface cracks or ground depressions, maintaining ditches as needed, using a standard form to record the geotechnical visual inspection, and measuring the water level and well water quality on a weekly bases. • External annual Dam Safety Inspection (DSI) performed by a third-party international consulting firm, to confirm that our tailings dams are performing as expected. The Company is also in the process of conducting a Dam Breach Analysis, to estimate the magnitude of the potential hazards associated with a failure of our active TMF's. |
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| Provide summary of tailings management systems and governance structure used to monitor and maintain the stability of tailings storage facilities |
The Tailings Operations, Maintenance and Surveillance (OMS) 2021 Manual provides information about tailing management and governance structures in the sections: Roles and Responsibilities. |
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This section describes the overall tailings- related organizational structure, roles and responsibilities of all employees, third-party advisors and contractors who are involved in tailings and related water management at Miguel Auza, training and competency requirements, administrative requirements associated with this OMS Manual and how change involving tailings matters is managed. |
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| Disclose the approach to the development of Emergency Preparedness and Response Plans (EPRPs) |
Our 2021 OMS Manual has been prepared to identify the actions necessary to ensure that tailings and water are managed responsibly for the long term. The OMS includes the Emergency Preparedness and Response approach implemented at the site, which is based on a Risk-Based Approach across the Tailings management life cycle. |
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| Disclose the company's approach to engagement concerning Emergency Preparedness and Response Plans (EPRPs) at tailings storage facilities, including the preparedness of local stakeholders |
A critical aspect of emergency management is the involvement of residents. This is especially important at Miguel Auza given the proximity of TMF #1 and #2 to the nearest town. Even though a catastrophic failure of TMF #1 or #2 would result in tailings and water flowing away from the town, stakeholders are nevertheless located in these downstream areas. We are developing a plan to engage the local community in dialogue about how we will inform and protect them in the event of a tailings-related emergency. |
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| Innovation | ||||||||||||||||||||||||
| Spending on Research, Development, and Technologies for waste management compliance and improvement | $79,084 | |||||||||||||||||||||||
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To improve waste management performance, since 2019, Excellon Resources has implemented a campaign to educate our workers and the surrounding communities about environmental matters. For 2021, our environmental and community relations teams visited local schools, where the children learned about protecting the environment. In 2021, the exploration projects in Mexico and Germany invested a total of USD $54,000 in waste management. |
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| Describe nature of spending on Research, Development and Technologies for waste management compliance and improvement |
As mentioned above, the Platosa mine and the Miguel Auza mill have their own Waste Management Plans, which were approved by the Mexican environmental authority, SEMARNAT. |
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Both operational units generated 412 tonnes of waste (excludes tailing and waste rock), and nearly 85 % of this waste was sent offsite to be recycled. By 2021, Excellon Resources invested almost $80,000 in waste management and good practices. |
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| Waste management informative signage | Recycling campaigns in operation | |||||||||||||||||||||||
| Solid waste segregation | ||||||||||||||||||||||||
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| Excellon Waste Management | ||||||||||||||||||||||||
| Biodiversity | ||||||||||||||||||||||||
| Management Plan | ||||||||||||||||||||||||
| List the environmental and biodiversity management plan(s) implemented at active sites |
In Mexico, our Environmental and Biological Management Plans are in compliance with the federal environmental authorities' regulations. Please see the attached document for a description of our biodiversity management plan and procedures for operations Mexico. Our exploration projects also have specific Environmental and Biological management plans, standards, and procedures implemented which are specific to the environmental needs of the place where the drilling is carried out. Regarding the Silver City exploration project, located in Saxony, Germany, the local Environmental Authority (State Mining Authority of Saxony) does not require an Environmental Assessment for a drilling execution permit. The Authority does require protocols and procedures to protect the birds during the nesting season, monitor the environmental noise level, and preserve the landscape to ensure that the integrity of the environment is not altered. Like Germany, most of the time, the environmental authority in Mexico does not require environmental studies for drilling activities. Nevertheless, our explorations follow the same Environmental standards and procedures used by our local operations in Mexico. The top environmental management matters are to protect the surface and groundwater, the soil quality, and the wildlife and endangered species. In the case of the Kilgore Exploration Project based in Idaho, United States, in response to an updated Plan of Operations, the Unites States Forest Service updated the Environmental Assessment of the project in 2021. The Forest Service issued a Decision Notice in mid-November 2021 affirming the Kilgore Project would not result in a significant environmental impact to the project area. This decision provided approval of Excellon Idaho Gold’s exploration plans and authorized the company to proceed with drilling and other exploration activities. For further information about this process please visit the following link |
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Forest Service, U.S. Department of Agriculture - Environmental Assessment analyses |
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| Reptiles relocation | ||||||||||||||||||||||||
| Typical rattlesnake in the area | ||||||||||||||||||||||||
| Rattlesnake relocation | ||||||||||||||||||||||||
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| Ringtails in the desert | ||||||||||||||||||||||||
| Excellon Biodiversity Management | ||||||||||||||||||||||||
| Rattlesnake relocation | ||||||||||||||||||||||||
| 1.1 Mine lifecycle stages to which the plan(s) apply |
• Exploration and appraisal • 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) |
The Environmental Management plan included in the MIAs for operation projects in Mexico, as well as the Environmental Assessment for the Kilgore exploration project and environmental protocols and standards for the Silver City project, all meet local Environmental Authorities' regulations in the three different countries. |
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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. Upgrades to the programs have been implemented. Please refer to the attached document: Summary of the National Environmental Regulations Applied In Our Units In Mexico. |
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| Summary of the National Environmental Regulations Applied In Our Units In Mexico | ||||||||||||||||||||||||
| Impacts | ||||||||||||||||||||||||
| Percentage of its mine sites (by annual production output from mines in tonnes) 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, Excellon Resources conducted the CRETI (corrosive, reactive, explosive, toxic, and flammable) test, the Toxicity test, and the Metal Mobility tests to measure the hazard level and acidity of the tailings. The test results prove that our tailings are not considered dangerous and that their potential to generate acid drainage is null. At the Platosa mine, the company performed the Acid-Base Accounting (ABA) test to determine the Acid Rock Drainage (ARD) in the mine- clearing, and the test results were favorable showing that the acid drainage is also null. |
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| Percentage of mine sites (by annual production output from mines in tonnes) where acid-generating seepage into surrounding surface water and/or groundwater is: actively mitigated | 0.0000% | |||||||||||||||||||||||
| 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% | |||||||||||||||||||||||
| Does access to the site involve traversing a protected area | Yes | |||||||||||||||||||||||
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In Mexico, there is a total of 182 Natural Protected Areas (NPA), none of which are traversed by the Platosa mine, the Miguel Auza mill, or our exploration projects. See maps below. The same applies to our Kilgore exploration project in Idaho, where the eastern boundary of the Project is approximately 43 miles west of Yellowstone National Park. For the specific case of the Silver City project, the exploration fields include some small distributed areas with nature protection status. |
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| Miguel Auza unit- Access Road | ||||||||||||||||||||||||
| National Protected Areas in Mexico | Platosa mine - Access Roads | |||||||||||||||||||||||
| Do any of the entities concessions share a watershed with a protected area | No | |||||||||||||||||||||||
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None of our operations in Mexico or exploration projects worldwide have water use concessions shared watershed with a protected area. As mentioned in the Water Management section, for the case of the Silver City project in Saxony, Germany, the water used for the drilling activities is high-quality potable water bought from a local supplier. |
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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 |
At the Silver City project in Germany, the exploration fields include some small distributed areas with nature protection status such as individual Landscape Protection Areas, Fauna-Flora-Habitat (FFH), and European Bird Protection (SPA) Areas. As mentioned above, the project has implemented protocols and procedures approved by local Environmental Authorities to avoid any disturbances in these areas as a result of our activities. |
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For the Landscape Protection Area, we received permission to work under specific restrictions included in the Drilling Operation Plan Permission (e.g., time limits – out of bird breeding periods). FFH- und SPA-Areas are not allowed to touch by any activities. |
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| Percentage of probable reserves in sites with protected conservation status or in areas of endangered species habitat | Does Not Apply | |||||||||||||||||||||||
| Percentage of inferred, indicated and measured reserves in sites with protected conservation status or in areas of endangered species habitat | Does Not Apply | |||||||||||||||||||||||
| Social | ||||||||||||||||||||||||
| Employment | ||||||||||||||||||||||||
| Scale of the Organization | ||||||||||||||||||||||||
| Report the total number of operations | 4 | |||||||||||||||||||||||
| i. Report the total number of direct employees worldwide (exclude contractors) | 311 | |||||||||||||||||||||||
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Includes 3 payroll employees at the Kilgore project. |
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| ii. Report the total number of contract employees worldwide | 47 | |||||||||||||||||||||||
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Includes 4 contractors in Kilgore and 2 in Silver City. |
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| Female employees and contractors as percentage of total employees and contractors | 14.8045% | |||||||||||||||||||||||
| Male employees and contractors as percentage of total employees and contractors | 85.1955% | |||||||||||||||||||||||
| Non-binary employees and contractors as percentage of total employees and contractors | 0.0000% | |||||||||||||||||||||||
| Total number of employees and contractors with gender not disclosed | 0 | |||||||||||||||||||||||
| Employees and contractors with gender not disclosed as percentage of total employees and contractors | 0.0000% | |||||||||||||||||||||||
| Contractors as percentage of total employed workforce worldwide | 13.1285% | |||||||||||||||||||||||
| Employee Information | ||||||||||||||||||||||||
| Report the total number of direct employees by employment type (permanent and temporary), by gender | 311 | |||||||||||||||||||||||
| Total number of permanent employees | 311 | |||||||||||||||||||||||
| Total number of permanent employees - female | 52 | |||||||||||||||||||||||
| Total number of permanent employees - male | 259 | |||||||||||||||||||||||
| Total number of permanent employees - Non-binary | 0 | |||||||||||||||||||||||
| Total number of permanent employees - Gender not disclosed | 0 | |||||||||||||||||||||||
| Total number of temporary employees | 0 | |||||||||||||||||||||||
| Total number of temporary employees - female | 0 | |||||||||||||||||||||||
| Total number of temporary employees - male | 0 | |||||||||||||||||||||||
| Total number of temporary employees - Non-binary | 0 | |||||||||||||||||||||||
| Total number of temporary employees - Gender not disclosed | 0 | |||||||||||||||||||||||
| Report the total number of contractors by employment type (permanent and temporary), by gender | 47 | |||||||||||||||||||||||
| Total number of permanent contractors | 41 | |||||||||||||||||||||||
| Total number of permanent contractors - female | 0 | |||||||||||||||||||||||
| Total number of permanent contractors - male | 41 | |||||||||||||||||||||||
| Total number of permanent contractors - Non-binary | 0 | |||||||||||||||||||||||
| Total number of permanent contractors - Gender not disclosed | 0 | |||||||||||||||||||||||
| Total number of temporary contractors | 6 | |||||||||||||||||||||||
| Total number of temporary contractors - female | 1 | |||||||||||||||||||||||
| Total number of temporary contractors - male | 5 | |||||||||||||||||||||||
| Total number of temporary contractors - Non-binary | 0 | |||||||||||||||||||||||
| Total number of temporary contractors - Gender not disclosed | 0 | |||||||||||||||||||||||
| Report the total number of employees by employment type (full-time and part-time), by gender | 311 | |||||||||||||||||||||||
| Total number of full-time employees - female | 48 | |||||||||||||||||||||||
| Total number of part-time employees - female | 4 | |||||||||||||||||||||||
| Total number of full-time employees - male | 257 | |||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| Total number of full-time employees - Gender not disclosed | 0 | |||||||||||||||||||||||
| Total number of part-time employees - Gender not disclosed | 0 | |||||||||||||||||||||||
| Report the total number of contractors by employment type (full-time and part-time), by gender | 47 | |||||||||||||||||||||||
| Total number of full-time contractors - female | 0 | |||||||||||||||||||||||
| Total number of part-time contractors - female | 1 | |||||||||||||||||||||||
| Total number of full-time contractors - male | 46 | |||||||||||||||||||||||
| Total number of part-time contractors - male | 0 | |||||||||||||||||||||||
| Total number of full-time contractors - Non-binary | 0 | |||||||||||||||||||||||
| Total number of part-time contractors - Non-binary | 0 | |||||||||||||||||||||||
| Total number of full-time contractors - Gender not disclosed | 0 | |||||||||||||||||||||||
| Total number of part-time contractors - Gender not disclosed | 0 | |||||||||||||||||||||||
| 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) | 95 | |||||||||||||||||||||||
|
The Company continued with its high performance expectations resulting in some terminations. In addition, the Company also lost employees due to aggressive recruitment by third-parties and our employees exemplary reputation. Much of this change was driven by competition in the marketplace as a result of higher metal prices. |
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| Rate of turnover | 25.6065% | |||||||||||||||||||||||
|
The rate of turnover in exploration projects for 2021 was 0%. The 2021 rates disclosed are for Mexico (92) and Corporate (3). |
||||||||||||||||||||||||
| Voluntary Turnover | ||||||||||||||||||||||||
| Total number of turnover (the number that left voluntarily during the period) | 62 | |||||||||||||||||||||||
| Rate of turnover | 16.7116% | |||||||||||||||||||||||
| Involuntary Turnover | ||||||||||||||||||||||||
| Total number of turnover (the number that left involuntarily during the period) | 33 | |||||||||||||||||||||||
| Rate of turnover | 8.8949% | |||||||||||||||||||||||
| Female employees | ||||||||||||||||||||||||
| Total number of turnover (the number of females that left during the period) | 4 | |||||||||||||||||||||||
| Rate of turnover, females | 7.9208% | |||||||||||||||||||||||
| Male employees | ||||||||||||||||||||||||
| Total number of turnover (the number of males that left during the period) | 91 | |||||||||||||||||||||||
| Rate of turnover, males | 28.3931% | |||||||||||||||||||||||
| Non-binary employees | ||||||||||||||||||||||||
| Total number of turnover (the number non-binary that left during the period) | 0 | |||||||||||||||||||||||
| Rate of turnover, non-binary | Does Not Apply | |||||||||||||||||||||||
| Turnover & Age Breakdown | ||||||||||||||||||||||||
| Employees aged 30 years old and under | ||||||||||||||||||||||||
| Total number of turnover (the number that left during the period) | 20 | |||||||||||||||||||||||
| As percent of total employees | 35.1955% | |||||||||||||||||||||||
| Rate of turnover | 16.5289% | |||||||||||||||||||||||
| Employees aged between 30 and 50 years old | ||||||||||||||||||||||||
| Total number of turnover (the number that left during the period) | 67 | |||||||||||||||||||||||
| As percent of total employees | 57.5419% | |||||||||||||||||||||||
| Rate of turnover | 29.2576% | |||||||||||||||||||||||
| Employees over 50 years old | ||||||||||||||||||||||||
| Total number of turnover (the number that left during the period) | 4 | |||||||||||||||||||||||
| As percent of total employees | 7.2626% | |||||||||||||||||||||||
| Rate of turnover | 19.0476% | |||||||||||||||||||||||
| 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 the current year, 100% of our employment type was full-time employees. |
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| Average age of employees | ||||||||||||||||||||||||
| New Hires and Rate of Hire | ||||||||||||||||||||||||
| Rate of hire | 0.0000% | |||||||||||||||||||||||
| Females as percent of total new hires | 0.0000% | |||||||||||||||||||||||
| Males as percent of total new hires | 0.0000% | |||||||||||||||||||||||
| Non-binary as percent of total new hires | 0.0000% | |||||||||||||||||||||||
| 30 yr and under as percent of total new hires | 0.0000% | |||||||||||||||||||||||
| 30-50 yrs as percent of total new hires | 0.0000% | |||||||||||||||||||||||
| 50+ yrs as percent of total new hires | 0.0000% | |||||||||||||||||||||||
| Diversity and Equal Opportunity | ||||||||||||||||||||||||
| b. Report the percentage of employees per employee category in each of the following diversity categories | ||||||||||||||||||||||||
| Board of Directors | ||||||||||||||||||||||||
| Total Board of Directors | 7 | |||||||||||||||||||||||
| Percent Male | 85.7143% | |||||||||||||||||||||||
| Percent Female | 14.2857% | |||||||||||||||||||||||
| Percent Non-Binary | Does Not Apply | |||||||||||||||||||||||
| Percent under 30 years of age | ||||||||||||||||||||||||
| Percent between 30 and 50 years of age | 14.2857% | |||||||||||||||||||||||
| Percent over 50 years of age | 85.7143% | |||||||||||||||||||||||
| Senior Management | ||||||||||||||||||||||||
| Total Senior Managers | 12 | |||||||||||||||||||||||
|
Seven (7) management positions in Mexico including one female, and five (5) managers at the corporate level in Canada |
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| Percent Male | 83.3333% | |||||||||||||||||||||||
| Percent Female | 16.6667% | |||||||||||||||||||||||
| Percent Non-Binary | 0.0000% | |||||||||||||||||||||||
| Percent under 30 years of age | 0.0000% | |||||||||||||||||||||||
| Percent between 30 and 50 years of age | 25.0000% | |||||||||||||||||||||||
| Percent over 50 years of age | 75.0000% | |||||||||||||||||||||||
| Salaried (excluding Senior Management) | ||||||||||||||||||||||||
| Total Salaried (excluding Senior Management) | 12 | |||||||||||||||||||||||
| Percent Male | 83.3333% | |||||||||||||||||||||||
| Percent Female | 16.6667% | |||||||||||||||||||||||
| Percent Non-Binary | 0.0000% | |||||||||||||||||||||||
| Percent under 30 years of age | 0.0000% | |||||||||||||||||||||||
| Percent between 30 and 50 years of age | 83.3333% | |||||||||||||||||||||||
| Percent over 50 years of age | 16.6667% | |||||||||||||||||||||||
| Technical Employees (skilled hourly) | ||||||||||||||||||||||||
| Total Technical Employees | 33 | |||||||||||||||||||||||
|
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 | 81.8182% | |||||||||||||||||||||||
| Percent Female | 18.1818% | |||||||||||||||||||||||
| Percent Non-Binary | 0.0000% | |||||||||||||||||||||||
| Percent under 30 years of age | 21.2121% | |||||||||||||||||||||||
| Percent between 30 and 50 years of age | 72.7273% | |||||||||||||||||||||||
| Percent over 50 years of age | 6.0606% | |||||||||||||||||||||||
| Production Employees (unskilled hourly) | ||||||||||||||||||||||||
| Total Production Employees | 246 | |||||||||||||||||||||||
|
Production employees correspond to unionized personnel in Mexico. |
||||||||||||||||||||||||
| Percent Male | 82.9268% | |||||||||||||||||||||||
| Percent Female | 17.0732% | |||||||||||||||||||||||
| Percent Non-Binary | 0.0000% | |||||||||||||||||||||||
| Percent under 30 years of age | 43.9024% | |||||||||||||||||||||||
| Percent between 30 and 50 years of age | 52.8455% | |||||||||||||||||||||||
| Percent over 50 years of age | 3.2520% | |||||||||||||||||||||||
| Contractors: | ||||||||||||||||||||||||
| Total Contractors | 47 | |||||||||||||||||||||||
| Percent Male | 97.8723% | |||||||||||||||||||||||
| Percent Female | 2.1277% | |||||||||||||||||||||||
| Percent Non-Binary | 0.0000% | |||||||||||||||||||||||
| Percent under 30 years of age | 23.4043% | |||||||||||||||||||||||
| Percent between 30 and 50 years of age | 72.3404% | |||||||||||||||||||||||
| Percent over 50 years of age | 4.2553% | |||||||||||||||||||||||
| Labour Relations | ||||||||||||||||||||||||
| Collective Bargaining Agreements | ||||||||||||||||||||||||
| Percentage of total direct employees covered by collective bargaining agreements | 50.2793% | |||||||||||||||||||||||
| Notice Periods | ||||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| If your organization is subject to collective bargaining agreements, is the notice period and provisions for consultation and negotiation specified in those agreements | Yes | |||||||||||||||||||||||
| Occupational Health and Safety | ||||||||||||||||||||||||
| Work-related Injuries | ||||||||||||||||||||||||
| Injuries - For all employees | ||||||||||||||||||||||||
| i. Number of fatalities as a result of work-related injury | 0 | |||||||||||||||||||||||
| i. Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours worked | 0 | |||||||||||||||||||||||
| ii. Number of high-consequence work-related injuries (excluding fatalities) | 0 | |||||||||||||||||||||||
| ii. Rate of high-consequence work-related injuries (excluding fatalities) | 0 | |||||||||||||||||||||||
| iii. Number of recordable work-related injuries | 6 | |||||||||||||||||||||||
|
There were no recordable work-related accidents or incidents in our exploration activities. |
||||||||||||||||||||||||
| iii. Rate of recordable work-related injuries | 1.565 | |||||||||||||||||||||||
| iv. Main types of work-related injury, e.g., confined space, trips, falls, etc. |
Slips and falls were the prevalent injury in 2021. One worker experienced a bone fracture in his hand, this was the most serious injury during the year. |
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|
In 2021 safety focus was directed towards improving hazard recognition and correction and improving workplace conditions. |
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| v. Number of hours worked | 766881 | |||||||||||||||||||||||
| Lost Time Injuries (LTIs) | 6 | |||||||||||||||||||||||
| Lost Time Injuries Rate (LTIR) | 1.565 | |||||||||||||||||||||||
| Injuries - workers who are not employees but whose work and/or workplace is controlled by the organization | ||||||||||||||||||||||||
| i. Number of fatalities as a result of work-related injury | 0 | |||||||||||||||||||||||
| i. Rate of fatalities resulting from work-related injury. Note: calculating per 200,000 hours | 0 | |||||||||||||||||||||||
| ii. Number of high-consequence work-related injuries (excluding fatalities) | 0 | |||||||||||||||||||||||
| ii. Rate of high-consequence work-related injuries (excluding fatalities) | 0 | |||||||||||||||||||||||
| iii. Number of recordable work-related injuries | 0 | |||||||||||||||||||||||
| iii. Rate of recordable work-related injuries | 0 | |||||||||||||||||||||||
| iv. Main types of work-related injury, e.g., confined space, trips, falls, etc. | ||||||||||||||||||||||||
| v. Number of hours worked | 208385 | |||||||||||||||||||||||
| Lost Time Injuries (LTIs) | ||||||||||||||||||||||||
| Lost Time Injuries Rate (LTIR) | 0 | |||||||||||||||||||||||
| Combined (Employees and non-employees, but controlled by the organization): | ||||||||||||||||||||||||
| Total Hours Worked | 975266 | |||||||||||||||||||||||
| Total number of all work-related injuries | 6 | |||||||||||||||||||||||
| Rate of work-related injuries | 1.23 | |||||||||||||||||||||||
| Total Lost Time Injuries (LTIs) | 6 | |||||||||||||||||||||||
| Lost Time Injuries Rate (LTIR) | 1.23 | |||||||||||||||||||||||
| Report the work-related hazards that pose a risk of high-consequence injury, including | ||||||||||||||||||||||||
| 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 the same surface, different levels, puncture wounds and caught-in or - between incidents, were the most frequently suffered in this reporting period. |
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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 system (Stop, Think, Observe, Proceed). • Enforcement of Operative Procedures and Safety practices. • 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. • An adequate man basket was acquired for the activities. • Housekeeping campaigns to avoid material or waste accumulation. • Floor leveling to avoid trip hazards. These procedures and actions apply to all of our operations and exploration projects. |
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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, German and USA safety regulations, 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 | ||||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| Fatality rate for full-time employees | 0 | |||||||||||||||||||||||
| Fatality rate for contract employees | 0 | |||||||||||||||||||||||
| Occupational Health and Safety | ||||||||||||||||||||||||
| Safety Training | ||||||||||||||||||||||||
| Disclose the average number of training hours provided to its workforce for health, safety, and emergency management training | ||||||||||||||||||||||||
| Average hours of health, safety, and emergency response training for (a) full-time/direct employees | 2.08 | |||||||||||||||||||||||
| Average hours of health, safety, and emergency response training for (b) contract employees | 1.96 | |||||||||||||||||||||||
| Training and Education | ||||||||||||||||||||||||
| Annual Training | ||||||||||||||||||||||||
| Average training hours per employee | 0.000 | |||||||||||||||||||||||
| Total number of employees | 358 | |||||||||||||||||||||||
| Average training hours per female employee | 0.000 | |||||||||||||||||||||||
| Total number of female employees | 53 | |||||||||||||||||||||||
| Average training hours per non-binary employee | 0 | |||||||||||||||||||||||
| Total number of non-binary employees | 0 | |||||||||||||||||||||||
| Performance Reviews | ||||||||||||||||||||||||
| Percentage of all employees who received a regular performance and career development review during the reporting period | 0.0000% | |||||||||||||||||||||||
| Total number of all employees | 358 | |||||||||||||||||||||||
| Percentage of all male employees who received a regular performance and career development review during the reporting period | 0.0000% | |||||||||||||||||||||||
| Total number of all male employees | 305 | |||||||||||||||||||||||
| Percentage of all female employees who received a regular performance and career development review during the reporting period | 0.0000% | |||||||||||||||||||||||
| Total number of all female employees | 53 | |||||||||||||||||||||||
| Percentage of all non-binary employees who received a regular performance and career development review during the reporting period | Does Not Apply | |||||||||||||||||||||||
| Total number of all non-binary employees | 0 | |||||||||||||||||||||||
| Security, Human Rights and Rights of Indigenous People | ||||||||||||||||||||||||
| Identify the countries of operations within the World Bank's 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 |
The primary purpose of the Company's relationships with communities and other stakeholders within our areas of influence is to ensure success in developing Company projects in Mexico, Germany and the USA. 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 ruled out. |
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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 | ||||||||||||||||||||||||
| Employee Training on Human Rights Policies | ||||||||||||||||||||||||
| 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 | 0.0000% | |||||||||||||||||||||||
| 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 | No risk associated. | |||||||||||||||||||||||
| Programs | ||||||||||||||||||||||||
| 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. In addition to employing hundreds of people in the region, the company buys goods and services from small and medium-sized local businesses within its area of influence as part of its commitment to improving the quality of life of the neighboring communities. Excellon is also committed to protecting the health and well-being of its workers and their communities. |
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|
Excellon Resources Inc. has been active in developing good community relations by working alongside, volunteering, and collaborating with the City of Dubois, Clark County, Clark County School District, Dubois Lions Club, and the Clark County Rodeo Association. In addition, Excellon contributed the following cash donation support: $2,000 to the Clark County Rodeo Association, $2,000 to the Clark County Fair Board, $1,000 to the Dubois Lions Club, and $750 to the Clark County School District. Excellon Idaho Gold is an Exploration member of the Idaho Mining Association (IMA). Excellon has been engaged with IMA addressing mining- related matters and has been a Gold sponsor ($2,000) of and participated in the 2021 IMA Mining Convention. Excellon Idaho Gold made campaign contributions in support of several local and state-wide political candidates. Actions with our communities |
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 |
 |
 |
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| Donations for the children of the communities in Mexico. | Excellon participating in the local rodeo in Idaho | |||||||||||||||||||||||
| Support to the local mothers' committee in Mexico | ||||||||||||||||||||||||
 |
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| ESG Programs Platosa 2021 | ESG Programs Miguel Auzua 2021 | |||||||||||||||||||||||
| Community Donation to schools in Mexico | ||||||||||||||||||||||||
| 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. The Company did not experience any site shutdowns or project delays due to external stakeholder interests in any of our projects worldwide for the calendar year 2021. |
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| Community Engagement Form | Community Grievance and Request Form | Excellon Community Grievance Mechanism | ||||||||||||||||||||||
| Risks and Opportunities | ||||||||||||||||||||||||
| Disclose the total number of site shutdowns or project delays due to non-technical factors | 0 | |||||||||||||||||||||||
| Disclose the total aggregate duration (in days) of site shutdowns or project delays due to non-technical factors | 0 | |||||||||||||||||||||||
|
Annual and Interim Reports 2020 Financials - Management Discussion & Analysis |
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| Governance | ||||||||||||||||||||||||
| 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 |
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| 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 |
Assessing climate-related risks and opportunities |
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| Reporting | ||||||||||||||||||||||||
| Frequency of reporting to the board on climate-related issues | Quarterly | |||||||||||||||||||||||
|
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 | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| 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 |
|||||||||||||||||||||||
|
Our initial goal, established at the end of 2019, for introducing a climate-related risk management process in the next two years was affected due to the COVID 19 pandemic circumstances. However, the objective continues and is under evaluation for implementation in the next two years. |
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| 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 |
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| Opportunity Assessments | ||||||||||||||||||||||||
| Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business | No | |||||||||||||||||||||||
|
In the next two 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 | ||||||||||||||||||||||||
| 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 adopting 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 | ||||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| Select the options that best describe your procedures for identifying and assessing water-related risks | ||||||||||||||||||||||||
| i. Coverage | Partial | |||||||||||||||||||||||
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Water-related risks at each project 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 | |||||||||||||||||||||||
| 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, 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 | ||||||||||||||||||||||||
| Risk 1 | ||||||||||||||||||||||||
| Type of risk | Physical | |||||||||||||||||||||||
| Primary risk driver | Physical – Flooding | |||||||||||||||||||||||
| Primary potential impact | Reduction or disruption in production capacity | |||||||||||||||||||||||
| Risk timeframe | Current up to one year | |||||||||||||||||||||||
| Magnitude of potential impact | Low | |||||||||||||||||||||||
| Likelihood of potential impact | Unlikely | |||||||||||||||||||||||
| Potential impact financial figure and explanation |
Short term loss to production, initiate alternate dewatering support methods in the mine. |
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| Primary response | Develop flood emergency plans | |||||||||||||||||||||||
| Cost of response and description of response |
Short term loss to production, initiate alternate dewatering support methods in mine. |
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| Responsibility | ||||||||||||||||||||||||
| Provide the highest management-level position(s) or committee(s) with responsibility for water-related issues | Chief Executive Officer (CEO) | |||||||||||||||||||||||
| Policy | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| Frequency of reporting to the board on water-related issues | Quarterly | |||||||||||||||||||||||
| Incentives | ||||||||||||||||||||||||
| Do you provide incentives to C-suite employees or board members for the management of water-related issues |
No, and we do not plan to introduce them in the next two years |
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| 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 |
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 | |||||||||||||||||||||||
| 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. |
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 2021, the Board consisted of 7 members, 4 independent and 3 non-independent. In 2021, 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 2021 organizational chart. Corporate Governance |
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| 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. |
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 | ||||||||||||||||||||||||
| 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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In 2021, the responsibility for economic, environmental and social topics was delegated to the Chief Operating Officer. |
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| Reporting Structure | ||||||||||||||||||||||||
| 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 COO, 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 | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| Report the composition of the highest governance body and its committees by: | ||||||||||||||||||||||||
| Number of executive members | 1 | |||||||||||||||||||||||
| Number of non-executive members | 6 | |||||||||||||||||||||||
| Number of independent members | 4 | |||||||||||||||||||||||
| Less than 3 years | 2 | |||||||||||||||||||||||
| 3-6 years | 3 | |||||||||||||||||||||||
| 6-9 years | 1 | |||||||||||||||||||||||
| 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 |
Please refer to the Directors and Officers section (page 51) of our Annual Information Form. |
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| 2021 Annual Information Form | ||||||||||||||||||||||||
| Number of Male governance body members | 6 | |||||||||||||||||||||||
| 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 |
The Corporate Responsibility and Technical Committee is comprised of Messrs. Laurence W. Curtis, Jeff Swinoga, and Roger Norwich. Please refer to bios found on the Directors and Officers section (page 51) of our Annual Information Form. |
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| 2021 Annual Information Form | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| Do you have a diversity policy and if so, provide details, link to the policy or attach the file |
Please refer to the Company's Board Diversity and Renewal Policy. |
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| Board Diversity and Renewal Policy | ||||||||||||||||||||||||
| Non-Executive Director | ||||||||||||||||||||||||
| Is the chair of the highest governance body also an executive officer in the organization | No | |||||||||||||||||||||||
| Conflicts of Interest | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| Report whether conflicts of interest are disclosed to stakeholders, including, as a minimum | Yes | |||||||||||||||||||||||
| i. Cross-board membership | Yes | |||||||||||||||||||||||
| ii. Cross-shareholding with suppliers and other stakeholders | Yes | |||||||||||||||||||||||
| iii. Existence of controlling shareholder | Yes | |||||||||||||||||||||||
| iv.Related third party disclosures | Yes | |||||||||||||||||||||||
| Transparency | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| 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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| 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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| 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 Chief Operating Officer, 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 | ||||||||||||||||||||||||
| 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 | ||||||||||||||||||||||||
| 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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| 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 | ||||||||||||||||||||||||
| Ethics | ||||||||||||||||||||||||
| 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 | Excellon Anti-Bribery and Anti-Corruption Statement | |||||||||||||||||||||||
| 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 | |||||||||||||||||||||||
| Anti-Corruption | ||||||||||||||||||||||||
| Communication and Training | ||||||||||||||||||||||||
| 1b. Total percentage of employees that have been communicated to on anti-corruption | 0.0000% | |||||||||||||||||||||||
| i) Total number of governance body members that have received training on anti-corruption, broken down by region | 7 | |||||||||||||||||||||||
| ii.) Total percentage of governance body members that have received training on anti-corruption, broken down by region | 100.0000% | |||||||||||||||||||||||
| Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region | 311 | |||||||||||||||||||||||
| 1a. Total number of employees that received training on anti-corruption | 311 | |||||||||||||||||||||||
| Total number of employees | 311 | |||||||||||||||||||||||
| 1b. Total percentage of employees that received training on anti-corruption | 100.0000% | |||||||||||||||||||||||
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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. |
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| 2a. Total number of senior employees that received training on anti-corruption | 19 | |||||||||||||||||||||||
| Total number of senior employees | 19 | |||||||||||||||||||||||
| 2b. Percentage of senior employees that received training on anti-corruption | 100.0000% | |||||||||||||||||||||||
| 3a. Total number of middle management employees have received training on anti-corruption | 12 | |||||||||||||||||||||||
| Total number of middle management employees | 12 | |||||||||||||||||||||||
| 3b. Percentage of middle management employees have received training on anti-corruption | 100.0000% | |||||||||||||||||||||||
| 4a. Total number of technical employees that received training on anti-corruption | 33 | |||||||||||||||||||||||
| Total number of technical employees | 33 | |||||||||||||||||||||||
| 4b. Percentage of technical employees that received training on anti-corruption | 100.0000% | |||||||||||||||||||||||
| 5a. Total number of production employees that received training on anti-corruption | 246 | |||||||||||||||||||||||
| Total number of production employees | 246 | |||||||||||||||||||||||
| 5b. Percentage of production employees that received training on anti-corruption | 100.0000% | |||||||||||||||||||||||
| 6a. Total number of administrative employees that received training on anti-corruption | 1 | |||||||||||||||||||||||
| Total number of administrative employees | 1 | |||||||||||||||||||||||
| 6b. Percentage of administrative employees that received training on anti-corruption | 100.0000% | |||||||||||||||||||||||
| Tax | ||||||||||||||||||||||||
| Describe the approach to stakeholder engagement and management of stakeholder concerns related to tax, including: | ||||||||||||||||||||||||
| 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. In Canada and the US, the Company relies on third parties (qualified representatives) to interact with the CRA and IRS respectively. |
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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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