Social

We promote education, sports, and recreational initiatives to strengthen the social fabric and support health care, within a framework of respect for human rights and cultural diversity.

Human rights

We are committed to respecting the human rights of our employees, contractors and suppliers, communities, and Indigenous Peoples. Our Code of Conduct and Third-Party Code of Conduct require employees and partners in the value chain to respect human rights. We do not tolerate discrimination, harassment, unsafe working conditions, or any form of modern slavery, including forced labor and child labor.

For more information:

Governance

Context of strategic considerations

Impact, risk and opportunity management

Human Rights Performance

Health and safety

At Peñoles, we believe that nothing is more important than the safety and health of our people. We are committed to fostering a Love for Life culture—demonstrated daily through the safe behaviors of our employees and contractors. Above any operational or financial outcome, our top priority is to prevent high-potential events that could lead to serious injuries, fatalities, or occupational diseases. To address this imperative, we have established a comprehensive roadmap to strengthen and deepen our High Potential Strategy.

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Hover over a section to see information about each objective.

High Potential Management Strategy

Our high potential and critical risk strategy aims for a goal of
zero harm in our activities.

1 2 3 Leadership

High Potential Roadmap

1

Critical Risk Identification of our Business Divisions

2

Minimal Standards for Business Divisions

3

Identification of our Business Units' critical risks

4

Understanding critical risks in the field

5

Analysis and treatment of critical risks

6

Critical risks, performance, and accountability

7

Verification tools in the field

8

Deep verification to assess compliance in the field

9

Gap analysis and response plans

10

Sustained improvement to ensure critical controls

Eliminating high-impact events and their consequences is a continuous journey that requires sustained and concerted efforts. Our High Potential Roadmap aims to focus our efforts, strengthen leadership and accountability to consistently deliver on our zero-harm vision.

For more information:

Safety Performance

Health Performance

Communities

We recognize the increasingly high expectations surrounding social performance, as well as the complex social dynamics of the regions where we operate and develop our projects. In response, we are firmly committed to continuously improving our social performance practices.

Our aspiration to Live the Community means actively engaging with the priorities and concerns of our neighboring communities—aligning with their development plans to build a shared future. We forge strategic partnerships with local authorities, civil society organizations, and cooperating entities to work collectively for the common good.

For more information:

Governance

Context of strategic considerations

Impact, risk and opportunity management

Performance and metrics in Communities

Social Performance Standard
Our Social Performance Standard defines the criteria and success factors required to responsibly manage social risks and impacts—aiming to earn and maintain community trust while supporting the execution of our business strategy.

As part of our ongoing improvements to the social management system, we strengthened and updated a series of key documents, including guidelines, procedures, and manuals:

  • Social Performance Guidelines
  • Procedure for Designing and Planning Participatory Processes with the Community
  • Procedure for Community Contribution Requests
  • Guide for Developing Social Management Plans
  • Procedure for Conducting Social Studies
  • Procedure for Community Grievances
  • Social Transition Procedure for Mine Closure

Social performance maturity
The International Council on Mining and Metals (ICMM) recommends assessing social performance maturity across four dimensions: leadership and social awareness, management systems, people, and metrics. We have adapted this framework to guide our capacity-building efforts.

Source:
International Council on Mining and Metals (ICMM) Social Performance Maturity Matrix

Communities: Positive Social Impacts

Social investment and shared value
Our social investment portfolio—aligned with the UN Sustainable Development Goals—fosters mutual understanding and a harmonious relationship with communities, stronger relations of trust and shared responsibility, strengthen local capacities and support productive alliances with civil society organizations.

For more information:

Social investment performance

Education

We view education as a cornerstone of social cohesion and development. Our efforts extend to promoting education, culture, the arts, cultural heritage, science, technology, and educational infrastructure.

Access to water

We are committed to reducing our water footprint and collaborating with communities and local authorities to enhance access to safe water.

Health and sports

We are committed to promoting healthy lifestyles and well-being in our communities.

Skill building

Our goal is to develop capacities and promote entrepreneurship to diversify local economies and build resilient communities.

Indigenous Peoples

We aim to build long-term, mutually beneficial relationships with Indigenous peoples based on trust. Gaining a deep understanding of their culture, organizational structures, decision-making processes, practices, and customs is essential to conducting our activities with respect.

We are convinced that effective Free, Prior, and Informed Consent (FPIC) processes, grounded in sound principles, contribute to the development of better projects—ones that not only address potential impacts but also create opportunities for sustainable development for Indigenous peoples.

For more information:

Context of strategic considerations

Impact, risk and opportunity management

Strategy with Indigenous Peoples

Social Studies and Community Engagement
Risk and Impact Management
Free, Prior, and Informed Consent (FPIC)
Promotion of Opportunities for Sustainable Development

Building long-term relationships based
on trust for mutual benefit

Our people

Our people’s talent and commitment are fundamental to fulfilling Peñoles’ purpose of generating opportunities and well-being by sustainably sup plying essential resources.

We are committed to offering a workplace environment where people feel physically and psychologically safe, included, and motivated to develop their full potential. To do so, we nurture a strong culture that supports diversity, equity, and inclusion, and we implement responsible practices to address discrimination and harassment in the workplace.

For more information:

Governance

Context of strategic considerations

Impact, risk and opportunity management

Check out the detailed information on:

Our Approach

Our Performance

Diversity, equity and inclusion

Diversity is a driver of innovation and effective risk management. Equity and inclusion are vital to a fair workplace and to harnessing the full benefits of diversity. We strive to provide real opportunities for professional growth and recognition in a safe, equitable, inclusive, and respectful environment where all employees feel valued and inspired to reach their full potential.

Work environment

At Peñoles, we promote workplace modernity, focused on the three pillars of work: ethical, safe, and productive. This approach allows our employees to reach their full potential, contribute to job stability, protect sources of employment, and ensure the well-being of their families and the communities where we operate.

Talent Development

Having the best talent is essential to achieving ourn goals. We look for individuals who share our values and behaviors, so their skills contribute to our success and their own professional development.

Live in Balance

The Live in Balance program, an initiative by Grupo BAL companies, promotes the comprehensive well-being of employees and their families, with support from wellness specialists.

Our people

Our people’s talent and commitment are fundamental to fulfilling Peñoles’ purpose of generating opportunities and well-being by sustainably supplying essential resources.

We are committed to offering a workplace environment where people feel physically and psychologically safe, included, and motivated to develop their full potential. To do so, we nurture a strong culture that supports diversity, equity, and inclusion, and we implement responsible practices to address discrimination and harassment in the workplace. We recognize the importance of well-being, and encourage and support our people in living in balance. We have comprehensive talent development programs and outreach initiatives to cultivate future leaders within the company and our community.

We respectfully engage with unions and our unionized employees on a regular basis across our operations to nurture a solid relationship based on trust. We fully recognize and respect the rights to freedom of association, union membership, and collective bargaining.

Governance
The Committee on Ethics and Corporate Values—made up of company executives—supervises and monitors compliance with the Code of Ethics and Conduct and addresses cases of unethical conduct, including harassment and discrimination. Senior leaders at the corporate and divisional levels are involved in developing and implementing our people strategy, under the leadership and coordination of the Head of Human Resources. We benefit from close collaboration with the companies of Grupo BAL to identify and implement best practices.

Set of policies, guidelines, and procedures

Code of Ethics and Conduct
Human Resources Policy
Equality and Non-Discrimination Policy
Psychosocial Risk Prevention Policy
Protocol for Handling Cases of Workplace and Sexual Harassment and Violence
Anti-Retaliation Guidelines
Procedure for Identifying, Analyzing, and Preventing Psychosocial Risks and Violence in the Workplace

We are committed to offering a workplace environment where people feel physically and psychologically safe, included, and motivated to develop their full potential.

Context and strategic considerations
People are fundamental to delivering on our business strategy. Constructive labor relations with unions and unionized employees support improvements in safety and productivity in the industry. Training and talent development are essential to building the capacities and competencies the industry needs in the short and long term.

Impact, risk, and opportunity management

Organizational culture
Aligned with our purpose, we strive to maintain a solid culture that enables us to meet the challenges and opportunities of our business strategy and a changing environment. To this end, we develop initiatives to strengthen our culture in key areas such as occupational safety, ethics, well-being, and diversity, equity, and inclusion.

Work environment
At Peñoles, we promote workplace modernity, focused on the three pillars of work: ethical, safe, and productive. This approach allows our employees to reach their full potential, contribute to job stability, protect sources of employment, and ensure the well-being of their families and the communities where we operate.

> Competitive compensation
We offer our employees competitive and fair salaries and benefits, based on salary surveys and the Korn-Ferry/Hay Group methodology for job evaluations and salary scales.

> Psychosocial risks
Mental health is an important component of overall well-being and essential for healthy, safe, and productive work. Therefore, we are committed to addressing psychosocial risk factors, preventing workplace violence, and promoting a supportive organizational environment. A key element of our approach is the identification and analysis of psychosocial risks, as well as the assessment of organizational support through a biannual survey.

> Harassment and discrimination
Our Línea Correcta reporting mechanism allows for the reporting and handling of cases of workplace and sexual harassment. In 2024, we established a protocol for handling such cases, including sexual violence.

> Talent development and retention
Talent development is critical to business success. To support this, we offer a range of internal and external training programs in both technical and soft skills.

One of our high-impact strategic actions is identifying critical positions that ensure business continuity. We implement succession planning and career development to ensure we have the right people in the right roles at all times.

Diversity, equity, and inclusion
Diversity is a driver of innovation and effective risk management. Equity and inclusion are vital to a fair workplace and to harnessing the full benefits of diversity.

We strive to provide real opportunities for professional growth and recognition in a safe, equitable, inclusive, and respectful environment where all employees feel valued and inspired to reach their full potential.

“BAL Without Barriers” is a Grupo BAL initiative to strategically integrate diversity, equity, and inclusion into our culture.

Gender pay gap
We are committed to ensuring equal pay for men and women. We use an equity indicator to measure the gender pay gap for nonunionized, non-managerial employees based on average salary.

This gap is primarily influenced by average length of service and the proportion of women to men at different hierarchical levels. Peñoles applies a gender-neutral salary scale and compensation policy. Compensation is determined by the position’s value, not by gender, sexual orientation, religion, or other personal characteristics. Our starting salary ratio for men and women is 1:1.

Live in Balance
The Live in Balance program, an initiative by Grupo BAL companies, promotes the comprehensive well-being of employees and their families, with support from wellness specialists. As part of the program, the “Vive en Balance” survey was conducted in October and November to assess overall employee well-being.

Live in Balance survey in 2024
This comprehensive survey promotes self-care and covers seven dimensions of well-being via confidential, self-administered questionnaires. Participants received individualized feedback to help identify health and risk factors.

BAL Games and Cultural Saturday
These programs promote healthy competition through sports and cultural activities, supporting physical and mental health, building team identity, and strengthening pride in being part of Grupo BAL.

Labor relations
We work collaboratively with unions and unionized workers to build trust and foster a culture centered on ethics, safety, and mutual benefit. Company-union interaction is based on ongoing dialogue with union representatives.

At Peñoles, we fully comply with labor laws, treaties, international conventions, and regulations respecting workers’ rights, including freedom of association and collective bargaining.

> Leaders in Motion Program
We support this Mexican Business Council initiative that promotes leadership and talent development among high school and university students.

Our people

Talent
The Engineers in Training program, initiated in 2003, aims to attract top talent from Mexico’s leading universities in engineering and earth sciences—strategic areas for our business. With over 100 cohorts to date, engineers in training follow a structured program upon joining Peñoles that introduces them to the business, builds skills, and instills the company’s culture and values.

Live in Balance survey in 2024
A total of 2,545 unionized and nonunionized employees participated voluntarily. Each received personalized recommendations to improve their quality of life, and a wellness program will be developed based on the results, with monthly follow-ups throughout 2025.

68% of our direct employees are covered by collective bargaining agreements.

Social commitment
Peñoles participates in programs aimed at strengthening youth development.

> 7th Edition of the BAL UNAM Award in Earth Sciences and Renewable Energy
In collaboration with UNAM, the BAL Group promotes scientific research in earth sciences, renewable energy, and environmental studies. In 2024, BAL Group invited students to the 7th edition of the BAL-UNAM Award, and received 84 submissions from university students.

Women’s participation
by labor segment (%)

Leadership positions
Unionized and nonunionized employees
Contractors

 

Total participation of women (%)

Performance and metrics

Workforce

Segment Peñoles Fresnillo plc Industrias Peñoles
Nonunionized employees 3,143 1,915 5,058
Unionized employees 5,116 5,588 10,704
Contractors 5,855 10,619 16,474
TOTAL 14,114 18,122 32,236

Bal Holdings employees are not included.

Workforce

15.69% Nonunionized employees
33.21% Unionized employees
51.10% Contractors

Ratios between standard entry-level wage by gender and local minimum wage

Company Ratio
Peñoles 1.89
Fresnillo plc 2.02
Industrias Peñoles 1.89

For nonunionized employees only.

Employees covered by a collective agreement %
Peñoles 61.94
Fresnillo plc 74.48
Industrias Peñoles 67.91

Composition of the workforce by gender

Segment Peñoles Fresnillo plc Industrias Peñoles
Men Women % Men Women % Men Women %
Nonunionized employees 2,419 646 21.1 1,536 379 19.8 3,955 1,025 20.6
Unionized employees 4,715 401 7.8 4,869 719 12.9 9,584 1,120 10.5
Contractors 4,984 871 14.9 9,452 1,167 11.0 14,436 2,038 12.4
TOTAL 12,118 1,918 13.7 15,857 2,265 12.5 27,975 4,183 13.0

Participation of women by segment of nonunionized employees

Segment Peñoles Fresnillo plc Industrias Peñoles
Men Women Men Women Men Women Women’s participation (%)
Executive 40 3 22 3 62 6 8.8
Manager 277 52 145 15 422 67 13.7
Senior professional 668 202 347 52 1,015 254 20.0
professional 970 266 707 220 1,677 486 22.5
Non-professional 458 120 43 37 501 157 23.9
Interns 6 3 16 11 22 14 38.9
TOTAL 2,419 646 1,280 338 3,699 984

Figures for nonunionized employees from Mexico, Chile and Peru. Workers of Exploraciones Mineras Parreña, Linea Coahuila Durango and Quirey du Brazil are not included. Senior professional, professional, and non-professional categories were audited.

Wage gap (ratio) between women and men

Segment Peñoles Fresnillo plc Industrias Peñoles
Ratio Men Women % Ratio Men Women % Ratio Men Women %
Senior professional 0.97 668 200 23.04 0.93 337 51 13.14 0.96 1,005 251 19.98
Professional 0.98 960 256 21.05 0.99 694 218 23.90 0.98 1,654 474 22.27
Non-professional 1.05 452 126 21.80 0.96 41 37 47.44 1.04 493 163 24.85
TOTAL 0.99 2,069 582 21.86 0.97 1,072 306 22.21 0.99 3,152 888 21.98

The ratios are calculated with the base salary of nonunionized employees in Mexico.

Workforce by age group

Segment Peñoles Fresnillo plc Industrias Peñoles
<30 años 30 - 50 >50 <30 años 30 - 50 >50 <30 años 30 - 50 >50
Nonunionized employees 582 1,992 491 516 1,184 215 1,098 3,176 706
Unionized employees 1,586 2,817 713 1,724 3,389 475 3,310 6,206 1,188
Contractors 1,921 3,098 836 3,626 6,057 936 5,547 9,155 1,772
TOTAL 4,089 7,907 2,040 5,866 10,630 1,626 6,057 18,537 3,666

Figures for nonunionized employees from Mexico, Chile and Peru. Workers of Exploraciones Mineras Parreña, Linea Coahuila Durango and Quirey du Brazil are not included.

Hiring of non-union employees

Age range Men Women Total
< 30 years 186 66 252
30 - 50 years 138 21 159
> 50 years 6 0 6
TOTAL 330 87 417

Other training

Segment Average of total hours
Nonunionized employees 20.96
Unionized employees 40.67
Contractors 7.62
TOTAL 20.69

Other training on environmental issues, technical skills, humanities, and values, anti-corruption policies and procedures, and human rights. Safety and health training can be found in the Health and safety section.

Promotions of
non-union employees

22% Women
78% Men

Turnover rate (%)

  Peñoles Fresnillo plc Industrias Peñoles
Age range
< 30 years 14.6 18.2 16.4
Between 30 and 50 years 9.8 9.5 9.7
> 50 years 12.7 12.1 12.5
Gender
Women 16.5 12.1 14.2
Men 10.8 12.4 11.5
TOTAL 11.5 12.3 11.9

Turnover rates for unionized and nonunionized employees for Mexico, Chile and Peru. Linea Coahuila Durango, Bal Holdings and Quirey du Brazil are not included.