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.
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Context of strategic considerations
| Salient risks | Section of the report |
|---|---|
| Health and safety | Health and safety |
| Water and environmental management |
Water stewardship Biodiversity conservation Mining-metallurgical waste management Hazardous and special handling waste Air quality Mine closure |
| Equality and nondiscrimination | Our people Value chain Culture |
| Work conditions and rights | Our people Value chain |
| Indigenous peoples | Indigenous peoples |
| Communities | Communities Mine closure |
| Security | Presented in this section |
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.
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.
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.
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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:
Context of strategic considerations
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 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
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.
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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.
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:
Strategy with Indigenous Peoples
Building long-term relationships based
on trust for mutual benefit
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:
Context of strategic considerations
Impact, risk and opportunity management
Check out the detailed information on:
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’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
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.
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.
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.